interior designer, creative director, and someone who believes that the spaces we live in quietly shape how we think, feel, and move through the world. This season is a little different. It's just me sharing my perspective on design, home, style, motherhood, and the everyday decisions that make a life feel considered. This isn't advice. It's perspective. Take what resonates and leave the rest. Welcome back to The Interior Perspective. I want to continue a thought from the last time we chatted. We talked about growing together, about culture being an agreement, about the idea that growth is not passive, it's chosen. And I want to bring that into something more real today. Leadership, one of And with leadership comes turnover. The truth that people People are the hardest part of building anything meaningful. And I've heard this said so many times that business is about systems, margins, strategy. Yeah, it's true. But in my experience, the hardest part of a business is not the numbers, it's the people. And recently talking to my business coach, Dan Martell, something really struck me. He said, you don't build the business but people build the business, you have to build the people. And I really try to take that to heart with every decision that I make. And I'll be honest, it is one of the hardest things to do. When you start something, it feels like you're building a business. You're building this brand, these systems, the revenue, but eventually You know, you realize you're you're not stacking bricks, you're shaping humans, you're hiring people who are going to interpret your standards, represent your name, make decisions when you're not in the room. And that's where leadership stops being theoretical because people are complex. They have different ambitions, they have insecurities, they have egos, they have talents, fears, growth trajectories that just may or may not align with yours. And none of that shows up on a resume or in a spreadsheet. And when someone leaves whether it's mutual or not, it hits differently than losing a client because it forces you to ask, did Did we agree to grow together? Did I assume we were going to grow together? And it really gives you an opportunity to reflect internally and ask yourself, what can I do better to make sure that we are growing together? for And I think people are hard for one reason, you can't control growth. You can create opportunity, you can create structure, you can create clarity, but you can't force someone to grow at the pace the business needs. And that tension between business growth and personal growth is where most turnover lives. Sometimes someone outgrows a role. Sometimes the role outgrows them. Sometimes you grow in just completely different directions. And as a leader, the most uncomfortable part in this, you have to choose the health of the company over the comfort of any relationship. And that is not easy, especially when you care. You've invested in someone, you've mentored them. And this is kind of where confidence becomes critical to me because leadership is not avoiding those hard decisions. It's really about being able to make them and make them cleanly. So I'm going to go back to what I said before. You don't build the business. The people build the business. You build the people. What does that really mean? It means our job is not to assign tasks. It's to elevate your standards. It's to hold people to a higher version of themselves than they might not naturally default to. It's to give feedback, though they might not want it. It's to model ownership. It's exhausting. It's just exhausting because people building requires patience. It requires repetition. It requires believing in someone before they believe in themselves. And the part that's hard to say out loud, building people doesn't mean carrying them. It does not mean over functioning. It means raising the bar. We don't want to lower the bar to protect feelings. Building people means giving them opportunity to rise. And if they choose not Leadership is not babysitting, not micromanaging. It's stewardship. It is giving them a path to grow. And turnover is It's one of the most emotional parts of being a business owner. We take it personally. We replay conversations over and over and over in our head. We wonder what we could have done differently. And sometimes that reflection is useful, but sometimes it's just, it's fear. As a leader, you have to be confident enough to accept that everyone's not meant to grow with you long-term. And remember this idea from the last episode, growing together is an agreement. It's not assumed, it's chosen. And sometimes that agreement expires. The mistakes leaders make is trying to preserve alignment that no longer exists. Confidence means recognizing when this chapter has closed and being okay with that. Ownership means not blaming the person or yourself just acknowledging reality. And that reality can sometimes oftentimes be really, really difficult to And I want to be clear ownership In this certain, at a certain level, you need to know that you are the one responsible for the clarity of expectations. You're responsible for the culture. You're responsible for who stays and who goes, but you're not responsible for someone who's not willing to grow. That distinction is so powerful. You can build As a business owner, as an entrepreneur, it's hard to know that that doesn't exist in another. And you have to be able to realize that and accept it. When you accept it, It's more intentional. I try to take Dan's quote to heart with every decision I make. When I hire, I ask, can I build this person? When I give feedback, I ask, how am I helping them grow? Or am I just protecting this moment that we're in right now? When someone leaves, I ask, did we grow together as long as we were meant to? It's not easy. This is heavy shit, man, because people are not transactions, it's relationships and relationships shifting is never neutral. But I have learned that strong culture is not about never having turnover. It's about handling growth It's bound to happen. And that doesn't mean that we're doing something wrong. It means that we are growing. We are growing in a direction that requires individuals to grow with us. So if you're building something, a company, a team, a family, a creative life, here's the question. Are you building the people? Or are you just building a machine? Machines scale. Machines can scale, but people sustain. And if culture is truly a group of people who agree to grow together, then leadership is the commitment to help them grow, even when it's uncomfortable, even when it means letting go, even involving yourself, because don't forget, we need to look inward, we need to look in the mirror and to be able to see that in ourselves, because growth is inevitable, but growing together, that's something you choose. And leadership is the courage to really honor that choice. So I leave And if it resonated with you, check out our sub stack, because we writing more and more on leadership and growth, because I think it's really resonating with our followers and those who are listening in. So I thank you. I thank you for being here and for listening. And I hope you can take one small nugget of information and implement it into your day. And with that, I'll see you next time. Perspective doesn't always change things immediately. Sometimes it just gives you a different way to look. If this episode gave you that, I am so glad you're here. Until next time, thanks for listening to