Ep184: How I Turned the Corner in My Business — and What 2025 Taught Me About Scaling
Episode Summary
What if the thing holding your business back isn’t strategy, effort, or timing—but the way authority is actually landing inside you as the leader?
If your business looks fine on paper but feels heavier, messier, or more unstable than it used to, this episode speaks directly to that gap. You’ll hear what shifted behind the scenes when growth quietly demanded more internal authority, emotional capacity, and leadership steadiness—long before the external results had any chance to catch up.
In this episode, you’ll discover:
The five shifts that actually turned the corner in my business (and why strategy wasn’t the lever)
How my attachments to peace, proximity, and “being more me” were unintentionally capping growth
The internal shift that allowed my business to reorganize around me—rather than me constantly adapting to it
Press play to hear the exact turning point that made the next phase of growth not just possible—but sustainable.
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Full Episode Transcript:
In this episode, you'll discover how I turned the corner in my business in 2025, and what it taught me about scaling. Welcome to The Uncommon Way, where high-achieving women entrepreneurs and leaders pitch the rule book and design success on their own terms.
I'm your host, Jenna Harrison, a top-ranked business coach sharing business growth strategies, mindset mastery, and power boost to help you attract ideal clients, leverage your unique genius, and scale with freedom. Let's dive in. Welcome. Welcome back to The Uncommon Way.
Whew, I have had some kind of cold. You may still hear it in my voice a bit, but it really kept me from recording anything for a little bit. But I am back and talking about a part of 2025 in review, the most important part. So in this episode, you'll learn the five shifts
that actually turned the corner for me in my business, and why strategy was not the lever, and how my attachments to peace, proximity, and being more me were capping my growth, and the one internal shift that let my business reorganize around me, rather than me constantly adapting to it and the market. Now, if you were looking at my business from the outside in 2025, you might have thought, okay, some pivots, some new offers, nothing dramatic. But internally, this was the year that everything shifted. Not because I found a better strategy, not because momentum finally rewarded me for past effort, but because the way I was as a CEO had to change, whether I felt ready or not. A few clarity pieces dropped into place that I couldn't unsee. And once they did, there was no going back to how I'd been operating before.
But that shift, it didn't happen nice and easy. It didn't happen during this nice, calm season of life. It happened in the middle of pressure with real responsibility and high stakes. So if you're in a season where things feel a little heavier than they used to, even though maybe on paper things look fine, this episode is for you. Now, back in episode 179, I talked about the first half of 2025, and we'll link to that in the notes. But that was the phase where I decided I wanted to scale to seven figures and almost immediately moved into what I now recognize as growth mode confusion. That's when responsibility expands faster than your own internal authority does. And a really common thing happens. You start outsourcing certainty. You ask more people what they think. You hesitate longer before deciding. You either get lost in the weeds or you emotionally distance yourself from parts of the business that feel challenging. Now, that's not a confidence issue. You're just stepping into something you've never done before. So of course you're looking for reference points. That phase is normal. What matters is how long you stay there. What I haven't shared yet is what happened in the second half of the year, the part where the corner actually turned. Looking back now, I can see the business did not change first. I did. And that change required five specific shifts. Number one was acting like a seven figure CEO in practice, not just fantasy. So at first I thought stepping into seven figure CEO energy meant changing the business around me, that it was about a bigger team and more delegation and more structure and more systems. And some of that mattered. But what I actually had to grow into wasn't glamorous.
Seven figure CEOs watch cash flow carefully. They make uncomfortable decisions about expenses and reducing people's hours and timing. They know what their team's doing, not to micromanage, but because at the end of the day, the responsibility is theirs. They're willing to be the one who generates revenue and just make it happen when required. Even if that means launching something that wasn't part of the perfectly mapped out annual plan, that's what real identity upgrades look like. Not fantasizing about the version of you who's arrived, but thinking like her and deciding like her and acting like her before it's comfortable. So if the role you're taking on feels murkier than you expected, that's not a sign you're doing it wrong. It's often the first indication that the identity shift is becoming real. Number two was letting go of my attachment to peace and ease. I believe deeply in the idea that what got you here won't get you there. And often the thing you value most or that created success for you at one level becomes the very thing that limits you at the next. For me, that thing was peace. There was a moment last year where life felt so chaotic. It's like one disruption after another. And it contrasted really sharply with seasons of ease that I'd had before, seasons that I also taught from. At the same time, I had new roles, not just as the breadwinner, but as the person responsible for maintaining our residency status here. I have to prove the company's profitability in order for us to live here. So I was blaming the chaos on the pressure I felt. And I remember tuning into something I hadn't noticed in some time, which was the inner victim saying, asking me, why is all of this happening to me? And I saw myself as this small little creature compared to these huge waves that were just crashing around me, or wind that was just lashing out at me. But then one night at a moonlit meditation on the beach, the facilitator asked, what do you need to leave behind? And the word that came to me instantly was peace. I remember thinking, peace? That makes no sense. I am yearning for peace. I teach ease. And that's a part of creating a life that's uncommon. That's just a core peace. That can't be right. But over the next few months, I started seeing what my attachment to peace had actually been costing me. The offers that I didn't explore, and the moves that I wasn't making, and the discomfort I was resisting and trying to shield against. And I started asking a different question. What if I were okay with disruption? What if this was normal and that's okay? And I trusted myself to move with the volatility instead of trying to eliminate it. And that reorienting changed everything. As I looked at the economy, at ads-driven businesses, at what modern leadership actually requires, I could see how essential this capacity was going to be. Not just for me, but for the next generation of CEOs. I created a couple of podcasts on this topic, starting with episode 167. So if you haven't listened to them, go back and listen. It is our future. So if you are craving calm, but feeling a lot of pressure instead, it may not be because you need to take more off your plate. It may be because your next level requires more capacity for variability, unpredictability, and emotional tolerance. Number three was releasing the belief that proximity equals results. Because another belief I had to outgrow was the idea that my clients' results depended on how close I was to them. Now consciously, I believed people could get powerful outcomes without constant access to me. I mean, it happens all the time when you read a great book. But unconsciously, I was building a business that favored proximity. That's why scaling had always looked like a bigger mastermind rather than different delivery models. I even had coaches say to me, why not just raise your prices and take on 10 clients and live a simple life? And every time, my gut said the same thing. I don't want to help 10 people a year, even if I could make the same amount of money. I want to help so many more. But my business model didn't support that yet. Through a series of conversations and experiments in mid 2025, each one opening my mind bit by bit, I finally saw my blind spot clearly enough to lean into it. And I decided this would be my path even before I had proof that it was going to work for me.
So I tested smaller offers to figure out what my audience most wanted and what I would want to deliver. And I watched the results that were possible with less proximity. I kept a close eye on those. And I purposely chose low proximity offers for my own coaching, the coaching that I was receiving to make myself an example of what was possible. And that is when scaling stopped feeling like theory and started feeling totally practical. So if your impact or income has plateaued, it may not be because you need to work harder, but because your business structure and your beliefs about your people and your offers don't yet support your vision. Number four was allowing myself to be this happy. This one, it didn't really surprise me because I've been here before and I've watched other people experience it. But it's common to think, okay, I've worked through this, I'm good now. But lo and behold, it comes up to bite you again at a new level.
So somewhere along the way, I'd internalize the idea that too much joy might destabilize me or be taken away from me. I looked around at my beautiful life in Palma and the wonderful social circle I developed. And I am just going to say it, judge me if you want to, our new million dollar home in an amazing location. And I thought, isn't it ironic that when all of this gets so good, my business has become unstable? So of course, I questioned if there was some success intolerance going on. And as I got real with myself, I noticed, yeah, there might be a subtle resistance to letting things feel too good. You know, what if it's wrong or unfair? Or what if it all disappears? It's much better to be able to point to something I'm really struggling with. But those kinds of fears activate your nervous system. And an activated nervous system doesn't hold the scaling process well. So letting myself be fully happy wasn't indulgent. It was necessary. And it was stabilizing for me. It allowed me to meet higher stakes with more presence, not pressure. So sometimes the upgrade isn't more grit or resilience. Sometimes it's allowing yourself to feel safe inside the life that you've built. And finally, number five was I stopped trying to be more me. And I started bringing all of me. For a long time, my work was about becoming more me, you know, clearer and more aligned and stripping away the things that weren't really me, the conditioning or things that I'd inherited from society or my parents or my family. And that mattered. It got me here. But in 2025, I realized something really important. Being more me wasn't the next move. Bringing more of me was. And what I mean by that is, parts of me were still sitting on the sidelines or waiting to fully emerge. My full perspective, how I recognize patterns, my ability to speak about complex topics or, you know, show up unapologetically without softening it to be digestible and palatable for people. And my willingness to name what I see clearly, even when it's uncomfortable. Talking about power is a bit uncomfortable for me. It can be misinterpreted. I can be lumped into other camps that I don't belong in. And I don't like that. The human part of me does not like that. And it's not that I was hiding those things before, but I wasn't consistently leading with them either, or at least not at the level that was ready for me. And every time I held back, even slightly, power dispersed. Decisions took longer and my messaging felt heavier than it needed to. And the offers I was creating required more justification and back and forth and tweaking. And when I finally saw that, it was like flipping a switch. I realized being powerful isn't about adding something new to a place where it didn't exist before. It's about consolidating or harnessing what's already yours, but it's just been dispersed or you've been giving it away. Bringing more of me didn't mean I had to be louder or more intense. It meant letting my authority set the tone in everything, in my decisions and in my offers and the way that I lead clients. And here's the part that matters for what's coming next. As I reoriented, the business naturally began to reorganize itself around people who were excited by this work. They aren't intimidated by it or confused by it or looking for handholding. And suddenly offers lined up and strategies lined up. And all of my focus went into creating this reality. So that realization that power consolidates when you bring more of yourself, not when you just manage yourself better, is what's shaping the next phase of my work. The clients, the conversations, the way we'll talk about growth from here on out. So if you feel like you're being true to yourself, but there's something stirring inside of you, ask instead, where am I still leaving parts of myself out of the room? Because growth often isn't about self-improvement, it's about self-integration. Here is the real lesson of this year. Inner work is not separate from strategy. It is the foundation of it, especially when you're entering a growth phase. That is when power naturally disperses. And that's when you're invited to consolidate it through decisions and capacity and lessons and upgrades. Scaling isn't about pushing harder. It's about becoming someone who can hold more and direct time, energy and decisions. That is what I mean by power. Your internal stability and sense of authority is what allows momentum to return without pressure. That is what creates the next level of results that you want to see. Once that came together for me, everything started changing. Clients said yes, the podcast grew, bottlenecks released, even Google started sending better leads again. If you're in a season where things feel a little unmoored, it doesn't mean you've lost your edge. It doesn't mean you need to go back to hustling. It often means you're entering a new phase where what's required has expanded faster than your internal authority. And that's not a problem. That is the corner that makes everything ahead possible. All right, my friend, this time I am not going to say see you next Tuesday. I'll likely be producing episodes every two weeks going forward instead of every week.
So instead, I will just say, see you next time.
