1. Opening Scaling Tension
Revenue climbs. Headcount grows. The org chart finally looks like something. And yet the founder is still the one who has to sign off, still the one every decision routes back to, still the one carrying the operational weight of a company that was supposed to be running without them by now. This is one of the least discussed failures in scaling: growth doesn’t automatically produce leverage. For a lot of operators, it produces the opposite — more surface area, more re-decisions, more cognitive load, and a founder who is technically leading a bigger business but functionally more constrained than when it was small.
This is the tension executive coach Angelica Ventrice unpacks with Adrienne Green on Scale Smart, Grow Fast: the habits and instincts that got a founder to $3M, $10M, or $50M are frequently the same habits capping what comes next. Ventrice calls this the identity trap — and for operators evaluating where their scaling discipline is actually breaking down, it’s a useful diagnostic, not a motivational concept.
2. The Hidden Constraint
The real constraint in most founder-led businesses isn’t capital, market, or even talent. It’s leadership bandwidth. Ventrice’s framing is direct: the traits that make someone a high performer — overachievement, hypervigilance, the instinct to hold every thread personally — are identity-level patterns formed early and reinforced by early-stage success. They worked when the business was small enough for one person to be the execution engine. They stop working the moment the business needs the founder to operate at a different altitude.
The failure mode isn’t laziness or lack of systems knowledge. It’s that the founder is still personally routing decisions that no longer require them, because letting go reads as risk — reputational, operational, or identity-based. That’s the hidden constraint underneath most “we need to scale” conversations: it’s not a systems problem yet, it’s a bandwidth allocation problem, and no amount of hiring fixes it until the founder changes what they’re personally holding.
3. The Operating Shift
The operating shift Ventrice describes is straightforward in concept and difficult in practice: separate what genuinely requires the founder’s judgment from what is only routed to the founder out of habit, identity, or unexamined obligation. She frames this as an audit question, not a mindset platitude — look at the full list of what currently sits on your plate and ask, for each item, whether it’s there because it demands your specific judgment or because it’s fulfilling a need to feel necessary.
This reframes delegation. It isn’t about offloading hours. It’s about correctly classifying decision rights — which is the actual mechanism behind operational leverage. A founder who delegates tasks but keeps making the underlying decisions hasn’t reduced their load; they’ve just added a reporting layer on top of the same bottleneck. The shift only produces leverage when authority, not just activity, moves off the founder’s desk.
4. Execution in Practice
Three execution patterns from the conversation translate directly into scaling discipline for operators managing real capital, teams, and risk exposure:
Reducing cognitive load through disciplined list-cutting. Ventrice’s client work starts with radically shortening the operating list — not a productivity hack, but a way to force clarity on what actually requires founder-level judgment versus what has been kept out of habit. Fewer open decisions per day is a direct lever on decision speed and decision quality, which compounds over a quarter far more than working longer hours does.
Eliminating re-decisions through structured hiring and onboarding. The case example in the conversation — a founder whose business scaled faster than its hiring process could support — is a familiar pattern for operators managing multiple properties, entities, or business lines. Fast, under-specified hiring creates people who require constant founder correction, which is a re-decision tax paid indefinitely. The fix isn’t more hiring, it’s more rigor per hire: real SOPs, real screening criteria, and slower onboarding traded against long-run execution stability. Hire slow, fire fast is a risk management principle as much as a hiring one.
Separating leading from managing as a capital allocation decision. Ventrice’s distinction — leading sets direction and develops others’ judgment, managing keeps a hand in every operational detail — maps directly onto how capital allocators think about time. Every hour a founder spends managing instead of leading is time not spent on the decisions that actually move enterprise value: capital deployment, risk exposure, market timing, and portfolio-level tradeoffs. Protecting leadership bandwidth is, functionally, a capital allocation decision.
5. Leverage Outcome
None of this is about doing less for its own sake. It’s about correctly locating where founder judgment adds real value and removing the founder from everything else. That’s what leverage actually is: expanded capacity through structure, not endurance through longer hours. Operators who make this shift don’t just recover time — they recover decision quality, because the decisions that remain on their desk are the ones that genuinely need them.
The founders who scale past $10M without losing control of their business aren’t the ones who work harder than everyone else in the room. They’re the ones who built the execution systems and ownership transfer early enough that growth stopped requiring more of them personally. That’s the difference between a business that scales and a founder who’s just gotten better at carrying more weight.
Connect With the Guest
To learn more about Angelica Ventrice and her work: Website: https://angelicaventrice.com/ LinkedIn: [Add confirmed LinkedIn URL here — not independently verified]
The Immediate Move
The constraint on your business right now is almost certainly not capital, market, or headcount. It’s how much of your own judgment is still routed through decisions that no longer require it. Structure — not effort, not another hire, not longer hours — is what expands capacity. That means auditing what’s actually on your plate, transferring real ownership (not just tasks) off it, and building the disciplined decision-making that removes re-decisions from your day permanently.
Watch this before you hire your next support role.
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Full Podcast Transcript
Welcome back to Scale Smart Grow Fast. My guest today is Angelica Ventrice. She’s a TEDx and keynote speaker, an executive and leadership coach, and she works with high-achieving founders on something she calls the identity trap, which I love the name of that. The patterns that got you here, but might be capping what comes next. Her background is a mix of behavioral psychology, holistic health, and human performance, which you know I am here for all of that. And she has spent
Fifteen years helping ambitious leaders operate differently under pressure. So, Angelica, thank you so much for joining me today.
Thank you for having me.
And when when did you first notice that the patterns that were making leaders successful were the same ones that were holding them back?
With myself, qu quite honestly. So, you know, I come from that background in pharmaceutical sales and then I became an entrepreneur. So really like high achiever perfectionist ingrained in me. And I was like, these things, they made me really successful, right? They made me a number one rep in the country. They made me a successful entrepreneur. But at the same time, the overachievement, right? The overdoing, the extra pressure, the hypervigilance living in that, it started to cost me like my health. At one point my revenue drop because I just was I was doing too much and I was like.
trying to handle it all. So I first noticed it within me. So that was the first, yeah, with within myself.
That’s so true. And I love that you could notice it in yourself and then you can, you know, take those lessons you learned to improve yourself to help others.
Course.
So let’s talk about what is the identity trap in plain terms and how does somebody know if they’re in it?
Hmm,
great question. The identity trap, similar to what you said before, is often the identities that help us survive, make us successful, are not the same identities that we need to carry to the next level in our lives and our health and our business and our relationships. But we cling on to them because most of us attach them from the time we were like, you know, ages zero to twelve. And they can come from our environment, our parents, our teachers, our friends, things we heard, or maybe even a pressure we put on ourselves. And because those identities kept us safe, secure, and validated.
We can become trapped in them, right? It’s like your ego is keeping you safe and you feel good in this one identity, even though maybe deep down you know it’s time to shift, right? And I actually teach four phases of identity transformation. The first phase is awareness, the second phase is radical acceptance, the next is embodiment, and the next is mastery. So when you’re in the identity trap, it can take quite some time to get out of it. How does someone know they’re in it? Tapping into yourself and finding places where you feel out of alignment.
you feel like you’re not operating at your highest level where you feel like maybe you want to move here or go there, but there’s this this quiet voice saying, no, you’re not worthy or no, you you shouldn’t do that. So it it first comes with having level awareness. So paying attention to your habits, your the voice in your head, the behaviors that you’re you’re doing day in and day out, the way you’re operating.
Right. I will say it’s funny because we’ve traveled internationally for two and a half years and so often when you’re in that same day today, it can be really you’re kind of like deaf to like that
Mm-hmm.
little voice, right? That voice of what’s a good fit for you and what isn’t. And now that like I have stepped away from I think the day-to-day of American life or so much, I get a very I I I hear that voice and it screams and I have a very hard
There we go.
time
It screams.
doing something
that feels out of alignment. I’m like, I and because I have a very expressive face. Yes.
Literally visiting. Yeah, well viscerally in your body too, right? It’s it’s learning how to check
in with your body. And yes, and I wanna point out something you said. You had to step away. So really, how does someone know they’re an identity trap? They have to tap some space, they have to have some white space, some clarity time, some time away from the business, time away from the day to day, like you just said, to be like, Wait, the way I’m living isn’t really in alignment with my values and who I want to be.
Yeah. And then and then it screams. So let’s say a lit a leader’s yes.
A leader’s listening, they’re like, Hey, this is resonating a little bit. I want to learn more. They’re starting to see maybe some patterns. You said the first move to break it is is awareness. Can you dive into that a little bit?
Yeah,
giving yourself the space to become aware. And the only way I would do that, if I were to coach, I would say, okay, let’s take a look at what you do from the moment you wake up to the moment you go to bed. And I’ll often like take a look at how my clients are operating. I’m like, where’s the time for you? Where’s 10 minutes to breathe? Where’s five minutes to go outside to get some sunlight? Where’s the time for you to have some space, mental space?
What high achievers, leaders, founders love to do is like they’d like to add another thing on the to-do list, another thing to their project list. And that doesn’t allow them to create the space to even become aware of what’s holding them back, right? You can only really become aware if you take a few moments to slow down. And a lot of people are aware of the things that hold them back. They just don’t want to put in the effort to change because the ego is protecting them.
Yes, yes. And change is difficult. It requires learning something new or unlearning a past habit.
Right.
So I think in a similar way, what I see a lot through like Workergenix and helping people delegate is that a lot of founders and entrepreneurs, they struggle to let go of control, right? That’s one of the issues.
Yeah, me there. Not me.
So how do you walk somebody through that?
First
things first, with what what are you doing that doesn’t light you up?
Right. As entrepreneurs, we can wear a lot of hats. We could do the finance, we could the marketing, we could do the funnel work. And that was something for me. I was like, why am I doing all this work? And that’s when I brought in these because I’m like, I could learn click funnels, I could learn active campaign, I could learn all these CRMs, but do I enjoy it? Absolutely not. I hated it, wanted to pull my hair out. So I was like, what’s the first thing I can give away that’ll bring give me more energy? Take a look at what’s draining your life. And for most entrepreneurs’ leaders, it’s some people like the techie stuff, but some people don’t. Some people, it’s like it’s marketing. What is draining you? And
sometimes it could be something you’re semi good at, but is it draining your energy? Right. Like that’s how that’s how I how help my leaders. Like if this is something you could be good at, but if you really, really hate it, eventually that’s gonna catch up to you and it is going to affect your revenue.
Yes, and I love that. And that’s another example of like listening to that voice inside, right? Listening to that voice about is this giving you energy, is it exciting you or is it draining you?
Yeah. Like does it make you I always say does it make you expand or contract? And anything that comes up with tech or funnel or things like that, my body’s like, no, I’m contracting, like help me. But then if you talk about marketing and sales, I’m like, let’s go. You know what I mean? Like I light up. So yeah, paying attention to your
Right.
body cues.
And one thing that this reminds me of is a recent conversation I have. I mentioned to you before Heart Rock Collective, my mastermind for women real estate investors. And what I love about that business is I have a co-founder and we have different things that light us up. So we’re able to then divide. Like you give me the back end operations and I’m making an SOP in systems, I’m happy all day. And she’s like loves to talk to people, find new members, like connect with them. And so it’s nice when we can have a team.
Right. Compliment each other.
Yes. Yeah. Love that. Yeah.
Exactly. And we’re all in our zone of genius. So
what I’d like to let that’s continue down like, you know, the client journey for these leaders and entrepreneurs. So they’ve identified something, they’ve recognized like they they see that there’s an issue, they’ve identified something that makes them contract. When they finally hand off that task, what changes for them and what changes for the business?
So
much clarity, so much lightness, so much alignment, and not just
In the business, in their relationships, in their health. I just see my clients transform in all areas. There’s often when my founders come to me, they’re very successful, but there’s a heaviness that I often feel from them. And it’s because they’re hyper-vigilant, doing everything, operating. Once again, high achievers love to operate under pressure. It’s like normal for them. It’s like, yeah, we’re just it’s pressure. It’s it’s normal. It’s like it’s not normal. You don’t need to live that way. So there’s just a a load that comes off of them energetically, spiritually, mentally. And then of course it trickles into their business because they’ve delegated or because
they’ve
taken some things off their plate, right? That they that no longer was aligned to them, they feel better. That means they show up in the area of business that they really can excel in. Like you said, their zone of genius. And automatically then the not automatically like doesn’t happen like that, but the business then starts to grow in a more sustainable, fun way for them, really. And they’re happier doing it, which is what it’s all about.
And what you’re saying, you the way you say it, I mean, I could see a listener going and being like, yeah, that makes sense. This makes perfect sense. And it does. And yet, what the
It’s C part.
high achiever thinks, the high achiever thinks, no, my business is going to do better if I do more, right?
hands with everything.
Yeah, well, I mean, I’m a perfect example of that. You can only, you know, when I first started online years ago is holistic health coaching. I got to so many clients and then I was doing everything the finance and the marketing, doing wearing all the hats. And I’m like, I literally can’t take on any more clients because I’m doing all these other things. So you have to get real with yourself. You want to scale you want the name of this podcast, right? You want to scale your business, you have to take a hard look and say, I am I the bottleneck right now because a lot of entrepreneurs become the bottleneck
Right. And and so many entrepreneurs, business leaders, they’re mission driven, right? They want they believe in what they’re doing. And the cool thing, if people can get it, which I get, it’s a hard thing to you know, to take in mind is wow, if I do less and I do and yet what I’m really doing is my zone of genius and what I’m doing well, I will help more people. My mission will be further than if I do it all, and I’ll make more money. Yes.
Make more money. Right. And I’ll make
money. I literally had a client said that to say that to me recently. She was like, Well, since you told me to cut my to-do list in half, in half, and take like, you know, walk in the middle of the day or just cut my day off early because she was one of those like working with the computer in the bed, right? She’s like, I’m actually making more money and getting more referrals and I feel so much better. I’m like, What do you know? What do you know? I love it. Yeah.
I love that. So
that brings me to my next question, Angelica. If you were designing someone’s week for all of this optimal performance, right? In the sense of like optimal performance isn’t doing the most, it’s doing the best. What would you build in first?
White
space for them. Yeah.
Whether that’s five minutes in the morning, 30 minutes at lunchtime, white space, because like I said earlier, and I know you would agree, what we see high achievers, high level founders, leaders do is pack the calendar. And just because the calendar is packed doesn’t actually, you know, busy doesn’t mean productive or efficient. And a lot of high achievers tend to think that well, I’m going here, I’m doing this. It’s like, is everyone you’re meeting with, do you need to meet with them? Is that necessary? Is every connection call necessary? Is every networking event necessary? Is every meeting you’re sitting in, do you need to be there? So really taking a look at
The it once again goes back to energy, physical, mental, spiritual energy is the way I view it. but I would give them more white space. Cause if I look at the patterns of all the clients that I’ve helped, that’s one of the first things. It’s like where can we build in some space for you during the day? Because you’re giving to your business, you’re giving to your kids, you’re giving, giving, giving. What about pouring back into you first?
And so when I think of like the challenges you probably get when you bring that to people or the challenges people get when they look to implement it, one of the first things is I could see being like, well, what do I do in that white space?
Yeah, yeah, that they say that. What do I do? And I say sit there in silence. And they’re like, what do you mean? I’m like, sit there, no phone, no computer, nothing, nothing. Just sit there and sit with yourself and see how uncomfortable that feels for you to check in with yourself and be present and listen to the birds or listen to the ocean or listen to the beeping horns if you live in the city, whatever wherever you are. Like, what does that feel like? And that’s how you get in touch with yourself. And that’s how you grow to the next level in your life, in your business, by getting to know who you really are, aka your identity, right?
Right.
That’s
where you discover the identity trap when you’re sitting there in silence, like, wait, I’m not really liking this direction I’m going. wait, this doesn’t really feel in line.
Mm-hmm. Right. I love that. It it reminds me a lot of the idea of like meditation and the idea of just being present in the moment. Yeah.
Yeah. And baby step. Being present.
Like I do teach my clients meditation, but I’m never gonna tell them to meditate for thirty minutes every morning like me when they can’t even sit still for two. So we start with two minutes, we go to three. I also record them short meditations so they can get used to it. And they like, I think, the comfortability of like it being my voice rather than a random person off YouTube or whatever. So that really helps them and I’ll get messages like that was amazing, that really helped me. So just little things like that. Baby stepping it out.
Right, just like the first time you go to the gym. You’re not gonna go lift the heaviest thing for your squats. You’re gonna start with ten pounds, twenty and go on. So it’s the same thing with sitting in silence and meditation. Giving your time that self is really important, especially as an entrepreneur.
That makes sense and I think when you present it as like, Hey, we’re gonna start with baby steps, you’re not gonna jump the deep end of the pool from day one.
Right. Yeah.
That makes it little more approachable for people.
become Buddha like meditating for three hours a day right off the bat. But can you do something for yourself? And if you’re like I don’t really I really don’t want to sit then I’m like then take a walk. But do something for yourself. Whatever to maybe. Yeah, turn inward.
Right, yeah. That makes sense.
Now the second piece I think actually pause and John’s gonna cut this, because I had a second question that was related to this.
about the meditation.
And
it it was this it was something else with I know what it was. Okay, so the second thing I think of, let me restate that. The second thing I think of when you’re like, okay, give more white space, cut out what’s non-essential, is the idea that people are like, but I’ve always done this, right? Or if I cut this meeting that I I don’t get anything out of it, but I’ve been meeting with this, you know, this mastermind of this cohort for years.
Yes.
What’s gonna happen, right? Scarcity mindset, limiting beliefs, sunk cost fallacy. Talk
to us about that, because I’m sure immediately when people think about, if I was gonna
Yeah.
cut out, let’s say, twenty percent of my day, a lot of objections are gonna come into their brain.
Totally.
I get the objections all time. So one of the main things I noticed is like the old people pleasing tendencies because this is how they grew up, like making sure everyone else is okay. Like, well, they’re used to seeing me at this time and they’re used to me leading the call or they’re used to me being in this meeting. It’s like they may be used to it, but like, what does it feel like to you and your body and your schedule and you know, for you? And it’s like asking yourself that question. It’s like, are we the more you say yes to everyone else and everything, the more you’re saying no to yourself, your needs, your true alignment.
And no is a complete sentence. Let’s remember that. It’s okay to say no. So it’s it’s dealing with the people pleasing tendencies that a lot of these leaders have. And then it’s going back the way I helped them work through, is going back to like, where did this come from? it came from when you were five and your dad did this or your mom said this and then you did this. So it’s like these are deep seated. They’ve been carrying it for 30, 40, maybe 50 years. So you know just snap your fingers and work through it. But it’s it’s it’s a slow process to work through it, but it it definitely creates a shift for them after all the objections.
I will say when I’ve been in masterminds or with like other groups of women, all the time I I’m telling them, no is a complete sentence. So I
Thank you.
love that you threw that out. That is like one of my things. That if I’m in a group, people know I’m gonna say it.
Yeah, I love
that. Yeah, it’s it’s it’s important for people to know that it’s okay to say no without always explaining. If you’re the leader of your company and say, Hey, I’m not gonna be attending this meeting anymore, period. You can explain it, but you could also say I won’t be attending this meeting. XYZ will be stepping in for me to take notes. Whatever, you know, how however you want to word it. Yeah, there’s a difference between leading and
I love that.
managing, right?
Like
leading is you’re helping lead other people and you’re being your highest best self. Managing is having your hands involved in every little thing and thinking you need to control everything. And if you’re trying to scale your company, you need to learn how to be a leader, not a manager. Very different.
Well and I think even Angelica, your description there of like leadership and management, leadership felt exciting and light and manag management did not.
Right? Totally. Yeah. No one wants to be a manager. So yeah, if you’re listening to this and you are a leader, a founder, and those two definitions, if one just made if the way I describe manager feels like you, check in with yourself. What can you delegate? What can you shift? How can you make it lighter for you so you feel like you’re actually leading and helping other people develop other people, help them grow? That’s the fun part about being a leader.
Love that. And I just love how everything you’re saying is really reframing what could be seen in a scarcity mindset into an abundance mindset and an exciting opportunity instead.
Yeah.
Now, if a leader is is starting down this path, they’re starting to shift out of this constant doing, they’re identifying the identity trap and starting to make these changes. What are some of the early signs that you see like with your clients that that it’s working? What are some of the early differences that come about?
Things
like I told you my client said to me. I cut my sk I cut my to do list in half. I told her only put six things on and she’s already feeling like more clients are coming in. She’s feeling lighter, she’s having more time for herself and to work out. I see it impact their lives overall. So they all
Eventually start to make more money. Like I had a client we’re working through some of her childhood trauma, releasing the you know, her parents told her when she was young that she was dumb and she’s carried this with her into being a high level luxury realtor and she still doesn’t feel like she deserves these properties, XYZ. So we’re working through that. We work through it, and like a few weeks later, she gets three buyers who want to buy in the ten million, you know, because she’s now starting to believe in herself and vibrate at a different level, right? So those are some of the amazing shifts. And then marriages are better, bodies are better.
Routines are better. So it it s it spills into all areas of their life.
love that and the thing is like I could see somebody who let’s just say is like low vibration and doesn’t believe it being like no this is too good to be true and yet it really is. So do you have any other we’re gonna kind of cut this a little bit here I think but I love because you’ve answered like all of our questions super fast, which I love. Like you are no nonsense, but I don’t want to like have it be a super short episode and like whatever not have people feel like they get enough time to get to know you.
Yeah.
So
I was thinking we could do s like like a a case study or something if that works for you. Okay, so I’ll ask for that. And if you’ve got someone in mind, like Jen or
Yeah. Sure. Yeah. Yeah, we can talk about Yeah, sure. Yeah.
Jayin or whatever. But I know you’ve given a lot of examples where maybe you can like a whole case study beginning to end kind of thing.
Sure, yes, I’ll go.
Okay. All right. Angelica, you’ve given us so many great examples. I would love to hear kind of like a case study. You know, the situation when somebody started, how how bad it was, and what they were able to be at when they were
experienced working with you and working through this system.
Yes,
let me think. So I have a client, we’ll just call her Jen. Her and her husband own a very successful construction business. And when they came to me, she was doing everything. She was doing everything to the point that she was crying to me on the phone with how miserable she was because she’s like, I’m doing things I really don’t even like doing. Do I even want to be in this business? And, you know, she felt bad because she wanted to be there for her husband. This is their business. But she also was like, I also want to do things that light me up. So we started working together.
What she realized was that okay, I need to hand off these pieces of the business and I need to do something a little bit for myself. Whether it was, I mean, she thought maybe she was gonna go into nutrition coaching, now she’s maybe going to be a travel agent because she loves travel. That really is neither here nor there.
But it was allowing herself to see like I can still help my husband with this business and help be successful by seeing what I can outsource. Because she said something you said earlier. If I don’t do it, it doesn’t get done. If I don’t do it, I you know, it’s it’s not good enough. And it’s like we have to hire people that are actually better than us. So I helped her create SOPs, recruiting questions, really good like, really take that process seriously because what I think they were doing before, you know, when you’re you start out as a small company and then you grow so big and now they’re expanding into other countries as well, which is amazing.
But you don’t really have all your SOPs or operations or processes. And sometimes you hire people that I hate to use this word, F you over, right? Like they’re not the right people because you didn’t really have an in-depth hiring process. So I helped I helped them with that, getting more in-depth with the recruiting, who they’re hiring, taking their time. You know, I always say like hire slow, fire fast. And I think because they were expanding so much and she was like, I need to offload, get rid of this stuff. It’s like you hire too fast, and then you end up back going backwards sometimes. So helping her with that and then helping her find really who she was.
And what’s aligned to her. And through doing that, giving her some space to say, I love nutrition or I love traveling. Maybe I’m gonna dabble in this while still helping my husband has allowed their relationship, is better, their business is doing amazing, and they’re expanding into other countries. So it’s just beautiful to see. Like you, like we said, you can be good. She was good at so many things in the business, but it was really bringing her down because it wasn’t lighting her up. She felt so drained, so out of alignment. So yeah, now she’s on an amazing path.
That’s a fabulous example. And I think you brought up a really good point about delegation as well. So often people like you’re not gonna have a hundred percent success rate with hiring. That’s just across the board. That is a given, right?
Right, totally. Yeah.
And so many people, when they delegate, maybe they are hiring like, you know, their neighbor or their best friend’s son or something.
Right. Yeah. I’ve done that. I
just hire this friend or this person that I know from X
Yes.
Y Z. Yes, totally been there. Yeah.
And and it may work greatly right great, but it might not. And so
Right. Right. Exactly.
one like let’s say strikeout with delegation doesn’t mean that delegation doesn’t work. It means that
Exactly.
delegating to that person didn’t work. And it sounds like that’s kind of what you helped her work through
Yeah. Yes.
and develop a system that was gonna have a much higher chance of success.
Yes, exactly. Yeah, and she and you know, they’re very thankful that for that and they’re doing so much better. you know, there’s still some times where I see her get a little caught in the weeds and I’m like, Okay, it’s time for another hire in the in this area, but she’s at least they’re they’re more open to it and she’s more open to it.
Right. And so Angelica, if somebody’s listening and they feel like they have some of the challenges that we’ve talked about, what is one small thing you would recommend that they start this week to start to break that identity trap?
Great.
So I would write out a list of everything I’m doing, like not your to-do list, right? Which is usually very long for high achievers. And I would ask myself, is it on there because
It makes me feel value and needed and you know, it’s fulfilling a sense of urgency, or is it really urgent? Does it need to be in there? Because sometimes we put things on our list to give us to give our ego a certain feeling. I feel value. I feel needed when I show up in this meeting, right? I’m the leader who’s needed. I gotta be in all these meetings. But are you doing it because you really need to be there, or are you doing it because it’s fulfilling an old wound or need and a piece of an identity that is no longer serving you?
That is super helpful and something people could easily do. Thank you, Angelica. And if people would like to connect with you or learn more about the identity trap and what you do, what is the best way for them to do so?
Instagram that’s way at the Angelica Ventries send me a message. I have a high performance audit you can take. It’s a little 20 question assessment that’ll actually show you which identity you’re operating from and then we do a little quick call to talk about that. Or you can connect with me on LinkedIn, just type my name in there as well.
Perfect. Well, thank you, Angelica. And for our listeners, what I love about this conversation is the reframe that the habits that built your success aren’t automatically the habits that will get you to the next chapter. Angelica gives us a real way to look at that honestly, spot some of these like destructive patterns, and start learning and leading from a different place that doesn’t cost you your piece. So if you’d like to go deeper with Angelica, please reach out. like she said on Instagram or on LinkedIn. Everything is below in the show notes. And
Perfect. That’s it. Let me just and then join me again next week for another episode of Scale Smart Grow Fast.
Thank you.