#010 - Are you running a hobby or a business?

In episode 10 of The OvercomeHer Podcast, host Samantha Noelle breaks down the difference between a hobby that produces income and a real business built for profit, scalability, and growth beyond the owner. 

She explains that hobbies prioritize comfort, inspiration, and personal attachment, while businesses serve market demand, measure outcomes, and require strategy, systems, processes, and mastery of numbers like margins, ROI, and benchmarks. 

Samantha shares why many women stay stuck in the “hobby” arena—focusing on passion, aesthetics, or feelings over execution—and challenges listeners to get honest about their goals, learn how to play (and win) the business game, and treat business like a profession. She closes by revealing a special surprise: a poem she wrote that she used AI to turn into a song that aligns with the podcast's mission.

If this was of value to you - be sure to follow, rate, subscribe, leave a review on Apple Podcasts, and share this podcast with your friends, pets (yes, even they count), family, and community.⁣⁣⁣⁣

You can also connect with me directly on Instagram at @samanthanoelleofficial - I would love to connect with you further. You can also email me at theceosseat@gmail.com with questions, comments, and suggestions for show ideas or guests you think would be a good fit for the show. I look forward to hearing from you!

PLEASE NOTE: I do not give advice in DM's, emails, or comments, but I'd love to hear your feedback and know what your "ah-ha" moments or breakthroughs were. Also, feel free to tag @samanthanoelleofficial in your photos and posts about listening to the podcast and enjoying the episodes.

Transcript

SPEAKER_00 0:00

In a free and open capital market, anyone with an idea for business to service that market can join, and the market will respond. However, a hobby is created as a way to fill time doing something that you enjoy without the expectation of becoming an expert. And over the years and all of my networking, I have found a lot of women start hobby projects, not businesses. And honestly, there's nothing wrong with having a hobby. There's also nothing wrong with charging money to people for what your hobby produces. But if you want to get into the business ring, don't bring your hobby, bring your business. Hey everyone, I'm your host, Samantha Noel, and you're listening to the Overcome Her podcast. In today's episode number 10, I'm helping women distinguish the difference between a hobby and a business and what it means to have a business and what your targets and goals should be. But before I get into all that, today I have something really, really special for you that I'm really excited, slightly nervous and kind of apprehensive about releasing to you guys. I will be releasing my special surprise at the end of this episode. So make sure you tune in and listen to this whole episode because at the very end I have something very special that I hope you will enjoy. Anyways, so let's get into it. A business is designed to produce profit and outgrow you. And a hobby is designed for comfort with you always at the center. If you want predictable income, economic hold, growth, strategy, wealth, employees, then you want a business. But if you want something that feels good, you want a hobby. And I'm going to be honest, business doesn't feel good most of the time. You love it and you have many highs and you have days that you feel great and you feel excited and you feel impassioned, but don't get into business because you think it's sexy or that it is going to feel good. And the people who love being an entrepreneur, the people who love building and running their own business, they're wired to desire entrepreneurship. And they would rather take the highs and the lows over the comfort of working for someone else any day. And the reason that a lot of women who start businesses never really grow is because they don't understand the difference between a business and a hobby that produces some income. A business is a different beast altogether, a different mindset. And just a little fun fact for you guys: after five years, the number of female-owned businesses that continue to survive is about the same as their male counterparts. 78% for the women-owned businesses and 80% for the male-owned businesses. Now, while that number might initially seem good, it's the questions that you ask after that reveal more of the truth. Now, what percentages of those businesses go on to scale, release IPOs, and build wealth that will survive them? Because a hobby can produce five figures a year, but a business is built for scalability without the owner having to be there. That's the difference. Now, 36% of male-owned businesses earn one million dollars in annual sales versus 22% of women-owned businesses. So that's a 14% gap. Now, this is not about disparity or sexism. In fact, in 2026, women have the exact same opportunities and access to the free market as men, and there are more grants and business loan programs today directed towards women willing to fund, support, and help women grow successful businesses. So why would there be such a huge gap? I honestly think that it comes down to two things intent, an intellectual understanding of what building a successful, scalable business looks like, takes, and is. Now with that all said, let's get into today's episode. In this first segment, let's talk about knowing what arena you're in. And either or is fine. It's not that having a hobby that produces some income is bad. It's just don't fool yourself into thinking that you're trying to build a business if all you're trying to do is build a job for yourself doing something that you love and you're not really concerned about scalability because it's two different goals and mindsets and arenas altogether. There's nothing wrong with having passion projects or wanting to make some side income. There's nothing wrong wanting flexibility. Now, if you want profitability, scale, growth, wealth, employees, freedom, then you've entered the business arena and it's a whole different set of problems. One, you will face emotional problems. The other, you'll face problems that dictate the economic viability and survival of something that produces jobs and solves real market problems. And business has rules. And you're not really concerned about scaling, you're not concerned about creating generational wealth. You're not concerned about how do I tax plan? How do I tax save? How do I hire employees? How do I let go of employees? If you're not wanting to take on those things, it's really good to be honest with yourself about that now. Otherwise, you're just trying to get into the business arena and you're going to get really frustrated later on because it's going to feel like it's not you, because it's not the core of what you actually want. But if you want to build a business, if you want to have employees and you want to provide that resource for the economy and for people who need jobs and want jobs and want to do something meaningful, if you want to be the provider of that for other people, and if you want to grow, and if you want to grow to scale because you believe that what you have to offer, that more of the world deserves to experience it because you truly believe in what you're selling and what you're building, then you want to be in the business arena. And if you want to be in the business arena, you need to know how to think like it and act like it, and you need to understand the rules of the game. It's kind of like that saying, don't hate the player, just learn how to play the game. Because I'll be honest, over the last several years, I've noticed a huge trend that I think is admirable and it's something I love, but it's also something that as someone who really does value being in business and likes that more masculine energy of business that does come along with it. And hey, as women who are in business, we have to learn how to balance our feminine, not kill that feminine energy, but still also tap into the masculine energy that gets things done without allowing that to become our entire energy and entire identity. So, how do you even do that? And what I often see is that a lot of women get into these women-led networking groups where no real business actually happens. And maybe a little bit happens, but if you actually look behind the scenes, these women are only making 40, 50, 60k a year, and that's nice, but that's not going to provide you the financial freedom that you want. That's not going to provide job opportunities to the market that a business owner does want to create. So it's just a different understanding of what arena that you're in. And neither is wrong. It's just understanding what do you value? What's your dream? And don't make somebody else's vision for you become what your vision needs to be. If somebody wants you to be in the business arena, but you really just want to have a passion project that earns you some income, then don't try to force yourself into something that you don't want to be in. But again, with the women that I see in the networking groups, I often see that no real business is being done, no real business expertise is really being shared or understood, and women aren't really being taught. How do you actually build a financially successful business doing what you love, doing it honestly, and doing it with passion, without burning yourself out, but also without the unrealistic expectation of this is just going to be easy and it should just all flow. Because the thing is, you don't get business results for your intentions, you get business results because of your behaviors and your actions. Now you may be wondering, well, what are the rules of business? First, let's talk about what the rules of a hobby are. The rules of a hobby are do what you feel like doing. Do it when you feel like doing it. Do it when you feel inspired. Create the thing that interests you. And you want to spend without looking at your finances and without your budgeting. And don't worry about investing in somebody that can help you understand your finances because you just really need some basic bookkeeping. And avoid doing the things that you dislike and prioritize enjoyment. So essentially, a hobby sounds like do whatever makes you happy. And that's what we think of when we think of a hobby, right? Like when somebody asks you, what is your hobby? It's never oh, the thing that I hate doing, it's the thing that you really enjoy doing. And a lot of women get sold the idea that they can create a business where it's just always going to feel good, they can do what they love, they can work when they're inspired, and that's the dream, it's not the reality. And I'm all for having dreams, but you have to understand what people post on social media, you see the highlight reel, you see the one second when everything is seemingly perfect, you don't see all the stuff behind that. And the business rules are you are in it for serving the market, you're not in it for yourself. That is a big distinguisher because in the hobby, it's all about you and what feels good for you, and you just want to share what feels good for you with other people. But when you're in business, it's about I know I have a product or service that yes, I'm passionate about it, I'm excited about it, but if the market doesn't want it or need it, then I'm going to find a way to make the market want or need it by adjusting maybe my product or service or maybe my offer. I'm going to adjust it because I'm going to listen to what is the demand from the market actually telling me. I'm there to solve problems. Being a business owner is always about solving a problem. You're not in it for yourself. Yes, you are in a way, because obviously you have things that you selfishly want to get out of it, but you're there because you are giving something to the market and you're responding to and listening to the market. You're there to solve their problems and you're constantly measuring your outcomes. You're constantly looking at how much profit did I make? What was my margin on that project? Am I charging enough? Am I charging too much? What is my customer? What are the problems that they keep coming to me with? What do they keep asking me about? What do they keep demanding me? And I'm not able to give them because I haven't built it into my business yet. Am I missing out on an opportunity? Am I trying to give my ideal customer or clients something that they don't actually want or need? Am I wasting my time and energy investing into a piece of my business that nobody actually is really demanding? And they're actually demanding for something that I'm not putting money and effort into because you start to pay attention to the numbers. Again, men lie, women lie, numbers don't. In a business, you focus on what is working and what isn't working. Now, the difference between hobbies and business is hobbies you tend to build around passion instead of demand. And I'm thinking about a retail company that I have worked with a little bit, and what I see is that they have so many products, and they've spent so much money on all of these products that they continue to operate at a loss, even though their sales are a million plus a year and two million a year, and it's because they're focused on their passion, they're focused on what feels good to them to make, they're not looking at their numbers. Now, again, you can build a highly successful hobby in terms of what your sales look like, but your profit is what really starts to tell you the truth. Your equity is what really starts to tell you the truth. Let's just stick with my retail skincare company that I'm thinking about, and let's just say for simplicity's sake, they have about 60 different products. I think it's a bit less than that, but about 60. In reality, there's probably 10% of those products that really constantly get sold out, constantly get picked up, constantly get demanded by customers that the market is actually demanding. That's the other thing. It's they're also trying to break into the market to get well known within the market. But are they paying attention to demand? Because all of those 60 products as a new company, they don't necessarily need those. They just need to get really, really good at making 10% of those products and focusing so heavy on the five or six products that they have that they know the market is absolutely demanding, and then they wait for the customers to tell them what they want more of. However, they went the hobbying, the passion route. They went the let me build 60 products that I really think that I want to build because I'm passionate about this, and that's more of a hobby and not a business. But you can run around and you can call it a business, but until you start operating like you are in the business arena, you have a hobby. Until you start listening to the demand of what your customers are saying and take yourself out of it and take your ego out of it, you have a hobby, not a business. And I think that that might be a hard truth for some people to hear, but I'm saying it because until you understand that, you'll continue to operate in your business like a hobby, and you will get frustrated that the profitability isn't there, that the sales are not where you really want them to be, in order for you to actually step away from the company and not have to have such an actively involved role in the day-to-day operations of the business. And again, all you've done built a job for yourself, even if you're at a million or two million a year. A lot of people think, well, then my sales won't be as high. I will stick with this retail skincare company because I know the thinking is if we didn't have all these 60 products, then our sales wouldn't be where they would. Now that might be true, and yeah, it probably realistically would be true, but the profitability might be there because they could just focus on getting so excellent at their pricing and at meeting what the market is demanding that they're so excellent at producing these five or six items that then they become synonymous with some of these items. Then they can start expanding because now they have market trust and market share. Right now, at a million to two million annually, they don't actually have that much of the market in terms of the skincare market. So if they want more of the skincare market, they need to get so good at creating what the market is actually demanding and get the market to demand them so much that they're constantly making it and repeating it and making it and repeating it and looking at the feedback. It's easier to look at the data on your sales, on your product returns, on your customer satisfaction, on turnover of your inventory, it's much easier to do that on a smaller scale and build than trying to do it big too fast. But again, if you have a business, you start to think like a business. And even if you don't know business or understand business because you've never done it before, if you come with the understanding of I need to be in the business rings, so I need to focus purely on demand and what my customers want and what the market is demanding, then you start to naturally think that way and ask, how can I be better? It starts to constantly become about how can you be better, how can your product or service be better. The other thing I see a lot of people spending more time and more money and more effort on the aesthetics of their business than the actual growth of their business, meaning financial growth, revenue growth, profit growth. And so if you're in the service-based industry and you're worrying about all of the different things like having all of the right market materials, having all of the beautiful branding on your website, spending all of this ad money, and yet you don't have a solid enough reputation or experience built up, then it's wasted money. Again, that's more in the hobby and passion side of things as opposed to the business. Because in the early years of doing business, nobody's stuff is perfect. If you were to go to any brand that you really admire and you were to look at their beginning stages, it's nothing compared to what you see now, but nobody remembers that because it's so far gone that no one can remember what the beginning stages looked like. When you are in business, one thing that's really important, especially for scalability, is systems and processes. You will hear me belabor that over and over: processes and systems. If you do not have processes and systems, you do not have a business. You have, again, a hobby. A business needs clearly defined goals and outcomes, and then you work backwards. Here's my goal, here's what I want, here's how I want to be viewed in the market, and then you work backwards from that, and all your systems get created backwards from that, your processes backwards from that, your hiring, backwards from that. Everything gets done from looking from where you want to go, just like when you plug into the GPS system, here's where I want to go, and then the GPS can figure out back from that how you get to where you want to go from where you are. Another thing that I see people do when they are more focused on just staying in the hobby arena, the feel-good arena, is they prioritize their feelings over growth. Now, the thing about businesses, you'll wear so many different hats, especially in the early stages, and there's going to be some things you're just never going to get good at, and those are the things you need to hire out for as soon as possible, especially if they're vital to the growth and the success of your business. And there's things that you can teach yourself, and you can get really, really good at those things as well. But part of being in business is to grow, and I've said this in another episode before that running your own business will be the best personal development course that you have ever taken because it will challenge you to grow and become a better version of yourself. You cannot successfully scale and grow a business without becoming a better version of yourself because it will challenge you in ways that you never have been challenged in your entire life because nothing else in your life can challenge you the way that growing a business does. The other thing that I see a lot of people do when they have more of a hobby or a passion project instead of a business is that they will work on things themselves that they should really be hiring somebody else to do. When you think about what your charge out rate is or what your hourly rate is as the expert in your business, maybe it's $100, $200, $300, $400, $500 an hour. What is your rate for your expertise and your skill? And if you're going and doing the stuff that you could pay somebody $25, $50, $75 an hour to do, you're wasting your time that could be out there getting more business. So you're not focused on the business, you're focused on doing things that again are you building a business. A scalable business is built on systems, and a hobby is built around personal attachment. So never be emotionally attached to your decisions. You have to do what's best for the success of the business always. Now, why I think a lot of women get stuck is that a lot of women build businesses around what they enjoy instead of what scales. What you love doing and what you Enjoy doing might not scale very well. But it doesn't mean that you can't turn that into a business that does scale. It's just that you have to be willing to learn business. You have to be willing to understand business. And it doesn't mean you have to go and get a business degree. It just means that you have to be willing to be coachable and trainable and grow and understand that while your idea might be great and you might love it because you're emotionally attached to it. I've said this before: business is not a place for your emotions. And I think that this is where women often struggle because we are sensitive, we are naturally more feeling. This is part of being more feminine, and these are wonderful, amazing things. It helps us to become great mothers and friends and caretakers and nurturers. It is much more natural to us in our biology to be more emotional than our male counterparts, and that's not a bad thing. But in the business world, it can be a detrimental thing when we want business growth because we start making business decisions out of our emotions. And I'm gonna caveat this right now because I have seen women do the exact opposite, they still operate from a very emotional place, but they do it in this way where they become the woman in business that people actually fear, and they don't want that woman as a boss. They don't like working with a woman because she thinks that in order to be good in business, she now has to become controlling. That's what happens when women allow their emotions to run them in a negative way. Like there's kind of two sides to this. You have the women who are all feeling and they give and they give and they give and they do a lot of things for free, and they don't put the systems and the processes in place, and they just want to be everybody's friend, and they want to be liked, and they want to be nurturing and take care of everybody, and then three years in, they're wondering why they don't have a successful business yet, and why it's harder than they thought it would be, because they're too soft, their feminine energy is too soft, they're too emotional, and then you have the other side where you have a toxic side of the emotional piece, which is where women become nagging and bitter and controlling, and they think that they have to control people and they hire people and then they try to control those people because that's the toxic side of women being emotional. Again, we have to understand who we are as women, and then understand business and understand how we fit into that in a way that we can actually do this without burning ourselves out, without becoming jaded, without giving too much, and without just creating a hobby that pays us to do a job that we can never actually scale. And being emotional is not a bad thing. I'm a female, so I'm not saying any of this as any negative connotation towards women. It's just we have to know our own limitations, we have to know who we are, and then that can help us to navigate better because business can be rewarding, and there are many pieces of business that can be fun, but it will be incredibly painful if we try to do business while we're building a hobby or if we're just letting our emotions run and make hard decisions. Like in business, sometimes we have to do the things that we don't want to do. Sometimes we have to cold call. Sometimes we have to reach out to people that we've never spoken to before, and we have to try to pitch to them. Sometimes we're going to meet with investors and we're going to have to pitch to them our business idea and ask them for their money for our business. Now, men can do this quite confidently because they're not attaching their emotion to it, and we as women often do. And so we think we shouldn't have to do these things because they're not comfortable, and some people try to sell us lies based on our emotions and tell us that, well, we can just do what feels good and we can build a business that feels good. And no, we can't. We can build a job that might feel good, but we're never going to build something where we can actually have freedom and scalability, and that's what we're trying to get to. And this is where I often see these female networking groups where they're just building communities instead of growth, they're not having these really awesome masterminds where somebody with a really solid business mindset is teaching them how to grow and scale a business, how to understand their finances, how to understand focus on profit, not just sales, how to understand what are their margins, what's the most profitable thing in their business, why are they having five different divisions when maybe only two of those divisions are profitable and the other three are barely breaking even? These are the things that women need to have in their networking, but oftentimes they just end up in these really nice communities where they have nice dinners and they pay a lot of money to have nice dinners, but they're not necessarily in the rooms that they need to be in where they can grow and understand business. As women, we tend to love to make beautiful things. However, sometimes we can get so obsessed with how things appear outwardly that we're less focused on the profitability than we are, say again, the nice website, the beautiful business cards, the beautiful marketing materials, the beautiful packaging, all of these things that we spend a ton of money and a ton of time on instead of just going out getting the sale, building the profit so that we can continue to reinvest into the business. What is the secret then? Like what do we do? And I already kind of said it earlier. I said, don't hate the player, just learn to play the game. And don't even learn to play the game, learn how to win the game. Because if you learn how to win the game, you're going to figure it out. You'll figure the business piece out. And it is a skill that absolutely anybody can learn if they want to learn it. What separates successful women? Become a master. Hobbies don't produce masters, they produce hobbyists. When you want to become a master at something, you study it, you learn it, you learn how to adapt, you learn what the market is saying, you learn to understand numbers, you improve your sales skills, you learn how to have conversations that are challenging and awkward. You learn how to ask for the sale, you become a better decision maker, you stop taking market feedback personally and understand its information to help you to learn how to sell better to the market that you want to break into. Women who build wealth treat business like a profession and not a personal project. I think if you listen to this episode, this episode today is meant to kind of like motivate you and reignite you and remind you that right, I need to be focused on my business, I need to know what my numbers and my metrics are. And if I don't understand what those are, I need to ask somebody. If you have sales, how many people that you are advertising to are actually buying what you're selling, and then benchmark that against your competitors because that data and that information is there. What are your margins? What's your gross margin? So, meaning, what are your sales, and then what does it cost to produce one dollar of that sale? And what is that margin? Are you on par with the market that you're in, with the niche that you're in, with the service or the product of the industry that you're in, or are you below or are you above? And if you're above, that's great, or maybe if you're above, then maybe that's actually not a good thing because maybe it's slowing down your sales, or maybe that's what you want because you're looking to be premium. Again, knowing what your goals are and where you want to go and what you want to do, but then understanding your numbers, it's not just understanding your finances, it's also understanding the other things. What's going on in the market around you? What are the benchmarks of other companies that are similar to yours in the market that you're in? How many people are requesting your product or your service again? And if that number is on par with the industry, great. If it's not, then why? What's not landing? Talk to your customers, have conversations, ask questions. Nobody's going to think you're weird for asking, hey, what do you love about my product or service? What do you think could be better? Like, what would you need? What would you want more of? What would you be willing to pay more for? What do you think is not of value to you? It's okay to ask these questions, and it's really important to understand your numbers. So when I'm talking about numbers, I'm not just talking about the finances, but I am talking about again, how long does it take for the inventory to turn over? What are you making on investments that you have in your business? If you have employees, what are their performance rates? If you're bidding on jobs, how many of those jobs that you bid on are you getting? Who are you losing those jobs to? Why are you losing the jobs to other people? Is it because they're cheaper? Okay, cheaper is not always better. So it's knowing and understanding everything about your business. You're looking to become the master. And by becoming the master of your business, you understand everything about your business. You are becoming the expert. The women who build successful businesses are focusing on scaling their businesses intentionally. I go back to the retail skincare company. I would say stop producing 90% of the products that you're producing and focus on 10% until you're so excellent at that 10% and focus on the profitability and the margins because I know that the margins are too small. Because at a million and two million a year, if you're still in the hole, you have spent too much money and your margins aren't good. You probably didn't price well, you didn't have a professional help you price. You probably tried to price it yourself based on emotion. Again, what are you building? I see a lot of women who try to do things themselves, they don't want to implement processes or systems, or they don't know how because that's not their thing. So they start creating new systems for every single process that they have, and sometimes you can have multiple systems that work together, or you can have multiple processes that work together. And this is where you have to know what you're good at and what you're not good at. Hire the people to help you do the things that you are not good at, and then you focus on getting more business. Every business is going to be different. But if I were to say what would be the most important things to tell somebody to focus on, I would focus on your margins. So what's your profitability? Focus on that. Make sure that that's competitive with the market and aligned with your niche. I would say systems and processes, but if you're in sales, you don't really need to worry about systems and processes as much. You just need to go out and get the sales and do the sales. If you are in service and if you are in retail or product building, then you likely need more systems and processes so that you can scale. So that's going to be an important piece to your business. And you just need to figure out the ones that are immediate need, but you also do want to think longer term in terms of I don't want to start creating a million different systems when maybe I could just have one or two systems and they're going to do 90% or even 75% of my business needs, and the other maybe requires one or two more systems. So I would say your margins, your processes, your systems, obviously sales and marketing because people need to know about you, but you need to also know what's your return on investment for your advertising dollar. Are you actually getting a return? Are people actually finding you through the channels that you're advertising? And maybe they're finding you, but you're not conveying in a way that builds trust, likability, and familiarity with people. I think I can't underscore enough that if you don't know your numbers, you're not running a business. You're just running a hobby. Okay, now we're just getting kind of close to the end and wrapping up this show where if you remember, if you stuck around, there is something for you at the end that I'm really excited to share. But I do see a lot of women and some men who do try to capitalize off of women's emotions and try to sell them courses around how to build a business that is soulful and soul-led, aligned. And it almost sells the idea that you can have a very successful business while being kind of airy fairy, but without business sense, is building a job based on passion, not a business. And businesses are built for profit, they are built for growth and expansion and to become assets that can be sold one day later on in the future. Profitability is not magic, it's understanding your customers, your numbers, your operations, it's understanding your sales and leadership. It's a skill. Wealth is often just the byproduct of becoming a master in your field and extending that value out to the market. The market is free and it's open, and there are people that want to buy what you have. It's just learning how to get so good at solving their problems, at putting yourself in their shoes, meaning get out of your way and what feels good to you, and put yourself into their shoes and think about what they need. Customers need to feel safe, they need to know, like, and trust you. Feeling safe is attached to trust. So if there is something in your business model that people don't understand or it seems like they're rejecting it, it's not necessarily that they're rejecting that thing, it's that they don't trust it and they don't understand it. So maybe something is missing, maybe something is ambiguous, maybe there is a piece of your business that needs tightening. Maybe they actually need more information, not less information from you, and you're worried that you're going to scare your customers away. Meanwhile, you haven't had the conversation. Like, what about this makes you feel uneasy? What about this makes you feel unclear? Put yourself in their shoes. Oftentimes, what I see business owners do is they get emotionally reactive, their customer has a knee-jerk reaction, and then the business owner trying to sell it to them freaks out and thinks, oh my gosh, I'm going to lose a sale because this customer gets panicked, or that customer gets panicked, and that customer gets panicked by these things. That means that they don't want this thing. And what it might mean is they might need more clarity, more information. They need to feel more sense of safety and trust, and that's missing. So it's learning to put yourself in their shoes and go, what do they need to feel safe? And if you think about what gives people safety, it's when you know them, when you are showing them you actually care because you're listening to what they're asking for, you're listening to what they're demanding, you're listening to what their pain points are and their problem is, and not even that you're listening to what their problem is, because oftentimes people think the problem is X, but it's actually something underneath. At the end of the day, your customers and your clients want to feel like they're being taken care of, they want to feel like they can trust you. When people part with money, most people have an emotional attachment to money. So when they part with their money and give it to you, they want to feel safe that what they're expecting to get in return is going to be delivered. And if you can deliver at bare minimum what they expect, then you have a repeat customer. And the only way that you can deliver what they expect is by making sure that the expectations are clear and communicated, and the only way you can do that is by getting to know them and understand them, and that's by doing your research, and that's when you start to run a business and not a hobby. Because a hobby would just be like, Well, I'm gonna do this, it feels good to me, and if people want to buy, okay, they can buy. If they don't, they don't. But a business is more okay. I'm not worried about bending over backwards for customers, but I do want customers to know that they're important to me and feel like I'm here to help make their life better. Profitability is not built through wishful thinking, it's built through standards, mastery, and execution. If you want to knit scars on the weekends and sell a few every month, that's wonderful. If you want to build a company that generates wealth, employs people, and scales beyond you, that's wonderful too. But those are just different games. And the frustration starts for people when they enter the business ring carrying hobby expectations. So don't complain about the rules, just learn how to play the game. Okay, everyone, that's it for the episode. I am your host, Samantha Noelle, and as promised, I do have this really special thing to share with you all that I'm just excited to share. Something you might not know about me, you would not know this about me unless you know me personally, is that I do like to write poetry. I used to do it a lot as a teenager, it was a form of therapy for me, and from time to time I do still like writing poetry, and I just wrote a little something, and then I used AI to turn it into a song, and it's really aligned with this podcast and what my mission is and what my goal is with this podcast and everything else that I'm doing. So I hope you take a listen and enjoy. And I've got this song coming up, and again, I'm Samantha Noel, your host of the Overcome Her podcast. You just listened to episode number 10, which which is discerning whether you have a business or a hobby and learning to play the game of business. So without any further ado, here is my song, We Made It.

SPEAKER_01 42:07

I can't believe we really made it was a long road to get when I was a little I'm the Tomboy girl who couldn't wear down by the river, running through the field of day. So we take it out we can do it now.