Rising Costs: Real Business Owners Respond

Summary

Podcast Summary: EntreLeadership — "Rising Costs: Real Business Owners Respond"

Host: Ramsey Network (Dave Ramsey, John Felkins)
Date: August 10, 2026

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Episode Overview

This episode tackles the urgent and universal challenge of rising business costs—covering wages, materials, fuel, and utilities. Dave Ramsey and EntreLeadership’s Head Coach, John Felkins, facilitate a candid panel discussion with three accomplished business owners: Renee Rangel (BSK Associates), Donnie Fabian (Kamiyaxle Construction), and Meredith Koncer (Tritech Fall Protection). They share strategies, mistakes, and mindsets that help them lead their teams and remain resilient in the face of economic pressure.

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Key Discussion Points & Insights

1. The Scope and Impact of Rising Costs

[00:05–04:28]

• Business costs are up nearly everywhere—industries large and small are affected.
• Notable statistics:
  • Utilities up 8.5% for service and manufacturing companies.
  • Cost of goods up 8% (manufacturers), 5.5% (services).
  • Wages up 3.4% for both sectors.
• Supply chain disruptions, inflation, wage pressures, and policy/interest rate changes are all drivers.
• Panelists agree: These issues significantly impact profitability, talent, and customer relationships.

Quote:

"We tried to absorb the increases as much as possible because we have such wonderful relationships with our clients... It's a delicate balance that you want to be respectful of our clientele, but also my employees need to make a living wage."
—Renee Rangel [04:28]

2. The Domino Effect on Wages and Profitability

[05:31–07:24]

• Challenges of wage inflation:
  • Raising existing employee wages to remain competitive
  • Increased costs without corresponding productivity increases
  • Growth requires up-front investment, with revenue gains lagging
• Leadership's role: Find ways to boost productivity and limit necessary price increases.

Quote:

"The problem is not so much that the wage is going up, it's the productivity is kind of remaining the same."
—Donnie Fabian [06:13]

3. Passing Costs to Customers & Navigating Hard Conversations

[07:29–08:45]

• Businesses are often left with no choice but to pass expenses to clients.
• Honest conversations with teams and customers are essential in communicating these changes.

Quote:

"If you don't want to dilute your profitability, you have no choice but to pass the cost along to the customer. It's been a lot of difficult conversations, really, with the team... and with our customers, unfortunately, that this is just the reality."
—Meredith Koncer [07:34]

4. Efficiency, Tech Adoption & The Cautionary Side of Innovation

[09:02–12:15]

• Strategies to boost efficiency:
  • Implementing software (including AI for routine tasks)
  • Automation—in labs and field processes
  • Leaner processes, training, and empowering field teams
• Warning: Innovation must be balanced; moving too fast or expecting too much can backfire and strain teams.

Quote:

"We're looking at how we can use AI to actually increase the face to face and client engagement on a human level."
—Renee Rangel [09:32]

Quote:

"When you're in a pressure type environment where profitability is changing, the pressure in the business can cause unintended consequences if you're trying to do too many things too quickly."
—Meredith Koncer [11:36]

5. Crisis, Cycles & Resilience

[14:06–16:59]

• Panelists reflect on how the current cost rise compares with past disruptions (COVID, 2008 crisis).
• The cyclical nature of business downturns means teams must prepare with retained earnings and expectation management.
• Importance of a nimble, learning-focused team.

Quote:

"Some of those... expectations have to be that maybe the profits are not going to be what they were at one point in time. That way all that pressure doesn't fall on just finding efficiencies and on your team."
—Donnie Fabian [15:15]

6. Lessons Learned: Mistakes and Missed Opportunities

[17:00–20:39]

• Key takeaways from previous crises:
  • The value of presence ("I wish I had been more present physically" — Renee Rangel [18:23])
  • Cutting costs in key roles (supervision) can lead to bigger losses
  • The hidden cost of stress and the danger of losing team morale and fun

Quote:

"If you're not having fun, the entire team and the culture breaks down so quickly."
—Meredith Koncer [19:32]

7. Leadership Qualities in Tough Times

[22:49–26:14]

• Essential leadership traits: positivity, intentionality, authenticity, caring for team members, and protecting the team's energy/spirit.
• Leaders must be a positive force, "shielding" their teams from organizational stress where possible.

Quote:

"As a leader, our number one job is to take control of our own energy and orchestrate the energy of the environment at our company."
—John Felkins (attributing to Peter Drucker) [21:36]

Quote:

"My reward system is my energy. So if everybody's down and it's really tough, I gotta come in with high energy... lift as much as I can."
—Renee Rangel [23:22]

8. Personal Growth & Advice to Their Younger Selves

[26:14–28:36]

• Be authentic: Face challenges as yourself, not by imitating others.
• Enjoy the process and accept that both hard and good times are temporary.
• Invest in personal relationships—a strong support network is vital for leadership resilience.

Quote:

"It's lonely at the top is a real, real thing... I just needed my husband to hug me at the end of every day and make me feel like it's going to be okay."
—Meredith Koncer [28:08]

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Notable Quotes & Memorable Moments

• On cost pressures:

  "I'm surprised [the reported 77% of businesses experiencing higher costs] is not higher, honestly."
  —Renee Rangel [03:08]

• On positivity during tough times:

  "Remaining positive, just being an optimist, I think it's very important, especially when things are a little uncertain."
  —Donnie Fabian [23:59]

• On keeping the workplace energizing:

  "You have to be fulfilled, you have to be enjoying yourself. And it takes intentional actions to make that happen."
  —Meredith Koncer [21:26]

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Timestamps for Major Segments

• [00:05–04:28] — Overview of rising costs and business impact
• [04:28–07:24] — How increased costs and wages are hitting businesses
• [07:29–08:45] — Passing costs to customers; tough conversations
• [09:02–12:15] — Efficiency strategies; use of tech and AI; innovation stress
• [14:06–16:59] — Comparison to past crises; planning for cycles
• [17:00–20:39] — Lessons learned from mistakes in tough times
• [22:49–26:14] — Leadership during hardship; intentional energy and care
• [26:14–28:36] — Personal growth and advice to one's younger self

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Tone & Takeaways

Pragmatic and hopeful, the episode provides actionable insights and unvarnished truths about managing through inflation while keeping teams engaged, organizations healthy, and leaders inspired. Success in the face of rising costs comes down to intentional adaptation, positive leadership, focusing on what you can control, and maintaining strong personal and professional relationships.

Final Word:

"At the end of the day, there's a lot that's out of your control. Rising costs is just one of them. Your only option is to focus on the one thing you can control—how you lead."
—Dave Ramsey [29:14]

Transcript

[A]

There's one thing affecting almost every business out there right now. Rising costs, wages, material, fuel, it's all up. And that doesn't just impact your bottom line, it impacts your team, your customers, your ability to grow your business. So if you're getting squeezed by higher costs, you're not alone. But what do you do about it? Entree Leadership's head coach, John Felkins recently sat down with real business owners for an honest conversation about how they're handling higher costs and how to lead your business well through this challenge. Let's get to it.

[B]

Tell me about your business, who you are, what y' all do, how big the business is, and just whatever comes to mind.

[C]

My name's Renee Rangel. I'm the CEO of BSK Associates. I think our biggest claim to fame is we're 100% employee owned firm. Okay. We have about 240 employees in over 10 locations throughout California and one little small location in Vancouver, Washington.

[B]

Okay. Very cool. And what do y' all do?

[C]

So we are a geotechnical and environmental engineering firm. We have construction services special inspection on one division.

[B]

Okay.

[C]

And our other division of the company is our analytical laboratories that do environmental testing on soil water.

[B]

All right. And you, sir.

[D]

So my name is Donnie Fabian. I am the managing partner at Kamiyaxle Construction. We are a family owned and operated concrete shell construction company. Since 2020 I've been managing the business. My father's since retired and it's been wonderful having worked with him all those years and now taking our business to the next level.

[B]

That's fantastic. And it's Meredith.

[E]

Yes, Meredith Koncer. Our company is Tritech Fall Protection. We are a specialty design, build, engineering, construction firm.

[B]

Okay.

[E]

We work all over North America. Anyone who works at height, we are helping them to be able to go home every day safely. We have a headquarters here in Orlando, Florida and also in Calgary, Alberta. So US and Canada operations. 65 in our team right now and looking to grow and do a little bit more. My background is in engineering, but have been with the company for 10 years now and have moved into this role about two years ago of CEO.

[B]

That's awesome. That's exciting.

[E]

Yeah.

[B]

Are you liking that role?

[E]

It's tough. It's a tough role, but it is a good role. Yeah, yeah.

[B]

Very cool. So you probably know this, but what we're hearing is that 77% of business owners are reporting higher costs over the last year or so. Does that ring a bell?

[C]

I'm surprised it's not higher, honestly.

[B]

Yeah. Well, you're not crazy. Almost every industry now we're kind of all in the construction industry. Right? And this, and this conversation one way or the other, but it's hitting every industry out there and we see it all over the place. It can come from the utilities. I'm just going to read some stats here. Utilities are up around 8.5% for both service and manufacturing companies. Cost of goods are up 8% for manufacturers and 5.5% for service businesses. And then wages, which of course is like the biggest line item in every business. Right. Are up 3.4% for both type of businesses. So it's a supply chain, it's inflation, it's wage and labor pressure. Government policies and interest rates are what are driving it. And it's not only everyday businesses, Main street businesses as I like to call them, it's the big businesses too. I was just reading some headlines. BMW is raising its prices on some models up to $1500. Sony has raised prices on the PlayStation by $50. So that's ringing a bell. I can tell from all of the nodding that's ringing a bell for y'. All. Has it really impacted your business also in those same ways or in different ways?

[C]

I would say in this, in the same ways just about anywhere on your P and L that there's an expense. We've just have now been pre programmed to make those adjustments. When we're budgeting, we know they're going to go up and we have to adjust our fees accordingly. For the longest time we tried to absorb the increases as much as possible because we have such wonderful relationships with our clients, which a lot of times are municipalities. And so those things transfer to even ourselves and our homes and our communities and we're there to support them. So it's hard when you're needing to raise your prices and you're giving your employees raises and then by way of their, you know, their utilities go up or their, you know, the community expenses go up. And so it's a delicate balance that you want to be respectful of our clientele, but also my employees need to, to make a living wage and. Yeah, and we want to keep going another 60 years.

[B]

Yeah, absolutely. Donnie, how are you being hit the hardest?

[D]

I would say wages, wages, the cost of attracting great talent, good talent.

[A]

Right.

[D]

And that also impacts the team members that are already tenured and part of your crew because their wages need to go up is if you're bringing in individuals that are making more than they are, then so it brings all wages up and, and that the Problem is not so much that the wage is going up, is the productivity is kind of remaining the same. Right. So it's not like productivity is increasing. It's just the cost of doing business.

[B]

So you're paying more, but you're getting

[D]

the same production, getting the same output. So part of the reason, you know, we try to develop ourselves in leadership and we're here, is for that, to see if we could increase our productivity and therefore maybe not have to pass as much, because we also have great relationships with our clients. And you want to remain competitive. And so we're trying to do the best we can to be more productive to offset that. But the reality is that wages are going up. That is something we are seeing across the board. And I would say also the cost of growth of business, that's a big one for us, that we're in that trajectory right now of growing our business. And one of the things that us business owners fail to anticipate is that before you grow, you're actually seeing a lot more expenses go up. It doesn't, you know, profits don't kind of match in the same timing. So you hire a salesperson or an estimator. We gotta wait some time to start seeing the results.

[B]

They gotta fill that pipeline, Right?

[D]

Correct, Correct. So that's also just the cost of growth.

[B]

Yeah.

[D]

So those are two main cost drivers for us that we're seeing right now go up.

[B]

Meredith, are you. Are you passing costs down to your customers, too, like Renee was talking about, or how are you handling that?

[E]

Yeah, we are. This is, for me, a unique time because there are so many increases happening so widely in times in the past. We've, you know, we've all groaned and moaned over insurance premium costs going up 10% every year over the last few years. But at this time, when there are so many increases, like you mentioned, from raw materials and fuel and freight, shipping and labor rates, just the impact of that is so significant. If you don't want to dilute your profitability, you have no choice but to pass the cost along to the customer. It's been a lot of difficult conversations, really, with the team in how do we do this, how do we message it? And with our customers, unfortunately, that this is just the reality of what's happening right now. We're not doing it because we want to. We're doing it because that's the market, and we are all dealing with this together.

[B]

Yeah, we're all in this together, that's for sure. Well, in addition to just passing costs down to your Customers. And I'll pose this question to all three of you ever wants to answer. Are you doing anything else? Have you come up with any other ways to deal with the rising costs? Maybe that would be helpful to other people that are watching?

[C]

Well, certainly we're looking at, you know, software implementation to get to gain efficiencies there, mostly on the administrative tasks.

[B]

And are you using AI at all for any of that?

[C]

Yes. So we're rolling out some pilot AI programs and we have some innovation teams that are looking at it on how we could use it effectively. I want to be clear in the sense when everybody's talking about AI, it's our business, our people and relationships.

[B]

Sure.

[C]

And so we're looking at how we can use AI to actually increase the face to face and client engagement on a human level. And so we don't want to lose employees. Certainly. And then on our analytical laboratory side of the business, we have a lot of automation and instrumentation that we invest in. And again, it's just so we can increase volume.

[B]

Sure. Get your, get your production up right.

[E]

Yeah.

[B]

That's awesome. How about you all? Have you found any ways to, to get more efficient or anything else besides adding or passing the cost along?

[D]

So certainly increasing productivity is the big one. So for us, we've, we've done some auditing of our processes in the field, reuse of material, as well as just better ways of improving productivity. Some of that is also training, so just training our people to do a better job so there's less rework, there's less having to, you know, perhaps even find themselves, empower them to find themselves, ways in which things could be done better. Okay, so that's something. We were having constant conversations with our field crews about how they can help as well. So that pressure is not just on the back office where it's a little bit easier for us to trim, and the back office, the administrative side, using technology, and it's a smaller crew. Our biggest expense is there in the field. So having that conversation, top of mind for them. And we have identified, as I said, a few ways of just doing things, even if it's 1% better.

[B]

Yeah.

[D]

You know, it makes a difference.

[B]

Yeah, absolutely. How about y', all? Marin?

[E]

Yeah, I agree with both of those two comments. I think one caution to that though is it does put stress on the business when you're trying to be very innovative.

[B]

Yeah.

[E]

When you're in a pressure type environment where the profitability is, you know, changing the pressure in the business, then can cause unintended consequences. If you're trying to do too many things too quickly is what we have found. So, yes, great to find new efficiencies and do new innovative things, but also have to temper that with some reasonable expectations and positive attitudes and be willing to get through that as a team.

[B]

Yeah, yeah. It sounds like. Well, that sounds like a lot of intentionality, right? Not just being reactive, but in some ways, what I'm hearing kind of across the board is it's an opportunity to get better. You know, I mean, it's kind of forced upon us. But when you think of attitudes, I think it sounds like, at least from Yalls perspective, that you're leading your teams to look at it, say, how can we get better? How can we trim things? And how can we be more. More productive? So that's fantastic. I think that's fantastic. It's a good job.

[A]

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[B]

Let me ask, in this season of rising costs. There's. There's instability to it, right? There's a lot going on, a lot of moving pieces. How does it compare to other times when we've had volatility in the. In the business market? You know, I'm thinking Covid. Massive disruption. 2008 housing, financial crisis. Massive disruption. How has it been similar or different for y'?

[E]

All?

[C]

I feel like since I've been working with BSK, it's about 17 years. It's. It is one of those things where it. It is a Little cyclical. And I feel like we know something's coming typically, and you try to be as proactive as possible. How it's going to happen is you don't. You don't always know. I think the best force against any of that is to have a solid team. It's really, I think, that simple.

[A]

Yeah.

[C]

You can. You have people who are nimble, who can have the ability to learn and kind of learn something new. That's phenomenal. Like, I feel like businesses can be unstoppable.

[B]

Absolutely. I love that.

[D]

Yeah. Just. Just knowing that it is cyclical one. It allows you to prepare. So we try to prepare a bit, that retained earnings, you know, build it up a bit. Because unfortunately, some of those, like you were mentioning, expectations have to be that maybe the profits are not going to be what they were at one point in time. That way all that pressure doesn't fall on just finding efficiencies and on your team. So just having the expectation that it is cyclical. It is like a passing cloud. Like we just had a couple minutes ago. It's. It's. Eventually, it's kind of we're going to bounce back. And not every job is going to be a banger where we're going to go out there and make a huge profit. So maybe what we don't make right now is something that we can make up later on.

[B]

Yeah. But I want every job.

[D]

I would love that.

[B]

I would love that as well. To knock out of the park.

[E]

I think it's really. It speaks to the importance of the health of your business.

[B]

Yeah.

[E]

If you can have a healthy, strong business that can sustain something like this, the ups and downs, the ebbs and flows. That's why you make some of the decisions you make in the good times in order to withstand some of these outside factors that start to impact you. They're never timely. Right. It's never a good time, Never convenient. Yeah, exactly. But do what you can in the fruitful periods to be able to keep your business healthy, keep your team intact, which really is the key to managing through situations like this and be successful in that regard.

[C]

Yeah.

[B]

Yeah. This is the reason that we talk about having retained earnings, you know, because that's that little security blanket for your business when these things hit. And it's a. As y' all said, it's a matter of when, not if. You know, gonna ask a little more pointed question. When crises have happened in the past, whether it be Covid 2008 or even on the early stages of the one that we're in now with all of the inflation. Have you learned from any mistakes? Or if you want, you can say I learned from others mistakes and then describe their mistake. You don't have to own it. You know, what mistakes do you feel like Donnie has learned from the most?

[C]

So I think there's, you know, if you're even just thinking about COVID how, you know, a lot of people went remote and so you kind of changed your team dynamic and it got maybe comfortable and we certainly still allow remote work. I still do a lot of work remote, but we had some really major projects going on. And it was early in my CEO seat that I wish I had been more present physically. Like actually get. Get in there and just get amongst everybody who's working on a project rather than trying to manage it or oversee it remotely. I think I just needed to get. Be there.

[B]

This is different, isn't it?

[C]

Yeah.

[D]

For me, I would say putting a lot of that pressure on our team. I'm thinking of a project we did a water treatment plant down there in South Florida and near the homestead area where we knew we should have had a superintendent 100% dedicated on the project because of the size of the project. But in trying to find those efficiencies and save a bit of cost, we had a foreman on site and a superintendent coming in maybe 40% of the time, 50% of the time, we ended up making a lot of mistakes there that should have been avoided. The relationship with the client suffered a bit. We were able to turn it around, but it was a lesson learned that sometimes finding those inefficiencies and trying to cut costs in certain areas can end up costing more in the long run than what you're actually saving.

[B]

Yep. Good call.

[E]

Well, mine is a. It was my experience, so I'll admit it.

[B]

That's big of you.

[E]

Well, I did. I realized recently that myself and my team are not having as much fun as we used to because of the nature of external factors. And that's not okay. I came into this role in a mindset where I love coming to the office every single day. I have a smile on my face when I open the door. I want everybody to feel that same way. And when there's stress, you don't realize that. You forget that. And if you're not having fun, the entire team and the culture breaks down so quickly. So that for me, actually is a lesson that I'm learning while I'm here and hopefully going to take back with me in injecting more fun back into Our team, even when things are tough. So you suffer together, you win together. It really is. You are able to do that in a team.

[B]

I love that you're connecting to having fun while you're here. I'm curious, is that something that you heard talked about or is it just where we are being at Disney or what's causing that?

[E]

Yeah, it's a little bit of everything. Disney definitely adds to some of that. But the, the part of the content and part of the message is you have to be positive and you have to be energized and that is all leadership and fun and why people want to be a part of great organizations. Yeah, we've all heard people will leave if they are not enjoying themselves and reasonably so.

[C]

Right.

[E]

You have to be fulfilled, you have to be enjoying yourself. And it takes intentional actions to make that happen.

[B]

I heard Peter Drucker say one time, as a leader, our number one job is to take control of our own energy and orchestrate the energy of the environment at our company. And I think, you know, I think that's what you're talking about when we talk about fun. You know, if the, if the whole place is down or heavy or whatever it is, of course we can't be Pollyanna and just pretend like everything is okay. But if we're just, you know, if our spirit animal is Eeyore every day, you know, I mean, that just is gonna, that's just gonna kill the energy in the company.

[E]

One of the comments that was made yesterday in one of the sessions was we have an opportunity to put good out in the world. And it's almost a responsibility to put good out into the world through our teams, through the work that we do. And I do believe that the world needs a little bit more of that nowadays. So even though we have complicated business decisions to make and profitability metrics and data analysis, you can do both. You can do the business management and you can do the good stuff.

[B]

Also, I can tell from talking to all three of you, all three of you are world class leaders and I really mean that. And I would love each of your perspective just on how do you lead well through tough times. And I know there's a lot about your business and having a solid team, you all have shared just brilliant things. But I mean, you know, somewhere between when the alarm goes off and you get to the office and it's, you're thinking about yourself and you're thinking about what you bring to the organization. What does it take to lead well through tough times?

[C]

I think there's I look at it as an energy exchange, and we're looking at the overall big picture. And there's times that, you know, where. Where I put my energy and where people on my team and our clients are giving. And you have to be incredibly intentional about that. And I think that's my reward system, is my energy. And so if everybody's down and it's really tough, I gotta come in with high energy. Like, I've gotta come in and lift as much as I can.

[B]

Donnie, how about for you? What do you think?

[D]

Well, remaining positive, just being an optimist, I think it's very important, especially when things are a little uncertain. I think back of two times, my family growing up, that we're going through difficult situations that I didn't find out were difficult situations until I was much older. And I hear the stories, and the reason for that is because my parents shielded my siblings and I from a lot of that hardship. And the way they did it was by inserting joy and certain experiences, as simple as they may be. So I love. You mentioned that, of bringing joy into the workplace. That's something I want to work on myself because sometimes the problems and the weight of it all just. If they put a mirror in front of me, it's like I look mad, right? I look upset, and sometimes I'm just in deep thought. So just shielding my team is something I try now more intentionally to do by just being a little more joyous. And maybe they'll hear back like that job was. I'm not talking about the leadership team because those guys should be a little bit more aware, but a lot of the guys in the field, that can't really affect the outcome much.

[B]

Right.

[D]

Just protecting them a bit. If there's nothing they can do about it, why worry them?

[A]

Right?

[B]

Yeah. Yeah, I love that.

[E]

I truly care for everybody on our team to the point where I kind of know what's going on in everybody's lives here and there. And we're all getting to this age where doctor's appointments become more frequent and you have to take care of yourself. But I want people to feel like they are cared for at work. There's no reason that you can't treat each other with care, genuine care. And I bring that. I personally bring that to our team. I. My door is always open, whether it's work or personal. And I personally think that goes a long way in having people bring their best selves to work.

[B]

I love your heart on that. That's awesome, Meredith.

[E]

Yeah. Thank you.

[B]

You know, I've heard all three of you talk about things that you've learned along the way. You've been at this for a while. If you had the chance to go back and talk to yourself when you were just getting going, what do you wish you could go back and advise yourself on, and what would that advice be?

[C]

I almost feel like I'm stealing from one of the presenters, but that's okay. Just the idea of being your authentic

[E]

self,

[C]

that's the only way you can truly get through some of the challenges ahead.

[A]

Yeah.

[C]

And come out the other side feeling good about it.

[B]

Yeah. Not try and be somebody that you're not.

[C]

No. That you won't be successful.

[B]

What do you think, Donnie?

[D]

I would say to enjoy the process a bit more. A lot of times I find myself maybe wanting to rush out of a season a little too quickly, but just taking the time to learn whatever the lesson that needed to be learned during that time frame and. And understanding that nothing's permanent. Things change, and hard times don't last forever. Neither do good times last forever. So just understand that there will be these changes and seasons to go through.

[B]

That's awesome. Thank you.

[E]

I would have probably strengthened my personal relationships.

[B]

Okay.

[E]

In order to be stronger now. Because it's lonely at the top is a real, real thing. And I was. I recently had gone through some experience where there was some turmoil and, you know, stressful situations happening, and

[B]

one of

[E]

the hardest points in my career, and I just needed my husband to hug me at the end of every day and make me feel like it's going to be okay.

[B]

Yeah.

[E]

And I didn't realize that I needed that, so I probably would have done a better job of understanding that this role is very difficult, and you do need to have strong relationships to support you through it.

[B]

Absolutely. Absolutely. Good call. You know, as we talk, I hear all three of you focused on the things you can control. We're talking about, you know, these costs that are going crazy. But the response to that is focus on what you can control. And that is just such a clear signal of how strong you are as leaders. And so I commend you for that. And then it also makes me super confident because I know from talking to a lot of people, strong leaders make strong businesses, and y' all are going to get through this just fine. Thanks for coming and visiting with us today.

[A]

Yeah.

[C]

Thanks for having us.

[A]

At the end of the day, there's a lot that's out of your control. Rising costs is just one of them. Your only option is to focus on the one thing you can control how you lead. But you don't have to figure this out alone. You can talk with one of our Entree Leadership coaches who are trained to help you work through problems in your business. Just like this one. Schedule a free 30 minute consultation call by clicking the link in the description and then stick around for the next video. Because there are three big mistakes business owners are making right now to deal with higher costs. We'll show you how to avoid them. Plus the three things you should be doing to keep your business on track. Costs go up and if you enjoyed this episode, be sure to like, share and subscribe for more real world leadership content. I'm your host Dave Ramsey and this is Entre Leadership.