I've come to the conclusion that most independent owners and operators replicate personal habits within their business that ultimately lead to feelings of dissatisfaction, frustration, personal and financial pain. What can be done to help the individual and help the business?

*Though my observation and study has been primarily centered around small business owners and self-employed individuals, there is certainly warrant for the same conclusions within much more complex business structures and hierarchies.

**I am not a psychologist, I'm an "observationist" and dutifully seek to connect the dots in the world without implicit bias.

(Or, lack there of) - People's behavior is innately linear, both in growth and application. Habits in one domain of life eventually make it to other areas of life, or business. There is no separating the individual from their identity.

Show me one bad habit in business and I'll show you three other ways that habit is replicated in your life.

There is a physical piece to your work & life balance, however what is often overlooked is the behavioral, emotional and psychological connection that must take place in order to capitalize on your opportunities.

The genius of the mind is not it's power to separate, but rather, its power to connect.

It's been a passion of mine for years to understand the many ways our brains connect ideas, create patterns and form conclusions. I've learned some amazing things about people's ability to synthesize seemingly uncorrelated data, so much so, to the point of their own detriment.

Throughout most of our lives, we are forming an identity based on the role we take in our environment. Identity is a complicated balance between who you think you are and what others think you do.

Perhaps you can see why this "superpower" of connection can come at one's own detriment? Practicing self-reinforcing behavioral and identity habits leads to only two outcomes: positive growth or negative growth.

Self-employment and other forms of individual business ownership typically result in a deep rooted involvement from the owner and heavily rely upon the owner's abilities, skills and knowledge to drive growth.

This can result in a paradox, or dangerous dance, between fulfilling involvement and shattered self-worth and identity crisis.

Did I lose you with that statement? I hope it made you think. Validation is a core desire to us and is sought through any method most readily available. We also seek validation for our passions and skills, rightfully so, since we live in a social and responsive environment.

What I've seen so many self-employed people doing is treating their customers as self-validation machines, rather than a human beings or other businesses. When rejection happens or conflict arises, the first response is to take it personally, because as the primary stakeholder and service provider, it feels entirely personal.

Your products and services may be an extension of you at the present, but they don't have to be the driver of your self-worth.

In some ways, business is personal, but my conclusion is that there are ways to safeguard one's identity and peace-of-mind.

Start reconstructing the paradigm of how you operate your business, starting first with examining ways you have allowed habits and identity flaws to creep into your work.

If you feel like a disgruntled employee of your own business, go "have a conversation" with management (yourself) that leads to change. If you feel like your ownership stake is becoming worth less and less, address measures of change with your employee (yourself).

The power to change is in your hands.

I've come to the conclusion that most independent owners and operators replicate personal habits within their business that ultimately lead to feelings of dissatisfaction, frustration, personal and financial pain. What can be done to help the individual and help the business?

*Though my observation and study has been primarily centered around small business owners and self-employed individuals, there is certainly warrant for the same conclusions within much more complex business structures and hierarchies.

**I am not a psychologist, I'm an "observationist" and dutifully seek to connect the dots in the world without implicit bias.

(Or, lack there of) - People's behavior is innately linear, both in growth and application. Habits in one domain of life eventually make it to other areas of life, or business. There is no separating the individual from their identity.

Show me one bad habit in business and I'll show you three other ways that habit is replicated in your life.

There is a physical piece to your work & life balance, however what is often overlooked is the behavioral, emotional and psychological connection that must take place in order to capitalize on your opportunities.

The genius of the mind is not it's power to separate, but rather, its power to connect.

It's been a passion of mine for years to understand the many ways our brains connect ideas, create patterns and form conclusions. I've learned some amazing things about people's ability to synthesize seemingly uncorrelated data, so much so, to the point of their own detriment.

Throughout most of our lives, we are forming an identity based on the role we take in our environment. Identity is a complicated balance between who you think you are and what others think you do.

Perhaps you can see why this "superpower" of connection can come at one's own detriment? Practicing self-reinforcing behavioral and identity habits leads to only two outcomes: positive growth or negative growth.

Self-employment and other forms of individual business ownership typically result in a deep rooted involvement from the owner and heavily rely upon the owner's abilities, skills and knowledge to drive growth.

This can result in a paradox, or dangerous dance, between fulfilling involvement and shattered self-worth and identity crisis.

Did I lose you with that statement? I hope it made you think. Validation is a core desire to us and is sought through any method most readily available. We also seek validation for our passions and skills, rightfully so, since we live in a social and responsive environment.

What I've seen so many self-employed people doing is treating their customers as self-validation machines, rather than a human beings or other businesses. When rejection happens or conflict arises, the first response is to take it personally, because as the primary stakeholder and service provider, it feels entirely personal.

Your products and services may be an extension of you at the present, but they don't have to be the driver of your self-worth.

In some ways, business is personal, but my conclusion is that there are ways to safeguard one's identity and peace-of-mind.

Start reconstructing the paradigm of how you operate your business, starting first with examining ways you have allowed habits and identity flaws to creep into your work.

If you feel like a disgruntled employee of your own business, go "have a conversation" with management (yourself) that leads to change. If you feel like your ownership stake is becoming worth less and less, address measures of change with your employee (yourself).

The power to change is in your hands.