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Strategic Selfishness: Why Protecting Your Time Is the Most Powerful Move You’re Not Making

By Laura Berman Fortgang on June 7, 2026

When was the last time you said yes to something when every cell in your body was screaming no — and then spent days quietly resenting it?

If that question hit a nerve, you’re not alone. Today I want to make a case that’s going to make some of you uncomfortable: the most successful people you know are also, by most people’s definition, a little bit selfish. And you need to be too.

The Difference That Changes Everything

There’s a critical distinction we need to make right up front.
Selfish means taking at other people’s expense.
Self-prioritizing means protecting what allows you to give your best.
Those are not the same thing, but most of us have been taught to treat them as identical.

We’ve been told that selfish is the worst thing you can be, especially if you’re in a leadership role, a family role, or a helping role. But here’s what I notice: Every Fortune 500 CEO has a calendar guarded like Fort Knox. Nobody calls them selfish; they call them successful.

Warren Buffett said it best: “The difference between successful people and very successful people is that very successful people say no to almost everything.” Totally counterintuitive — and totally true.

The question isn’t whether you’re allowed to protect your time.
The question is whether you’re willing to stop apologizing for it.
You are not a vending machine for other people’s convenience.

The Three Taxes You’re Paying Right Now

Chronic yes-saying carries three hidden costs that most people never see until they’re depleted.

The Energy Tax.
Every yes you didn’t mean is energy you can’t get back. You don’t just lose the hour of the meeting. You lose the anticipation time, the recovery time, and the mental real estate it occupies in your head.

The Opportunity Tax.
Every yes is a no to something else. The book you didn’t finish. The workout you didn’t do. The conversation with your kid that you didn’t have. People don’t see what you give up to say yes to them, but you do, and it adds up.

The Resentment Tax.
This is the silent killer. Chronic yes-saying doesn’t make people like you more. It makes you quietly resent them. That resentment leaks out and poisons every relationship it touches — your marriage, your team, your friendships. The very relationships you’re trying to protect by saying yes are the ones most damaged by it.

Three Scripts to Put in Your Back Pocket

Knowing why you need to say no is one thing. Knowing what to actually say is another. Here are three phrases you can use this week.

For the meeting that should be an email: “I want to make sure I’m giving this the focus it deserves. Can you send me the key points in an email, and I’ll respond with a thoughtful answer?“

For the favor you don’t have capacity for: “I’d love to help, but I’m protecting my bandwidth this quarter for the commitments I’ve already made.”

For the boss or client who feels impossible to refuse: “I want to do this well. To take this on, I’d need to deprioritize X. Which would you like me to focus on?” This one is powerful because it puts the decision back where it belongs — with them.

The key with all of these is no apologies, no over-explaining, and no leaving the door open a crack. Just a clean, kind no. A wishy-washy maybe is cruelty disguised as politeness.

The Mindset Shift That Makes It Stick

Before you can use any of this, you need to internalize something:
You are not responsible for managing other people’s disappointment.

The people who truly respect you will respect your no. The ones who don’t were never respecting you in the first place; they were just enjoying your compliance. Let them be annoyed.

If you feel guilty when you start doing this? Good.
Feeling guilty doesn’t mean you’ve done something wrong. It means you did something new. Congratulations!

Your Homework This Week

Say no to one thing. Just one. Something you’d normally say yes to out of habit, guilt, or fear of disappointing somebody. Notice what happens — both inside you and in the relationship.

Because the people doing the biggest work in the world, building the biggest companies, raising the healthiest families, making the deepest impact — they’ve all made peace with the same truth. They can’t be everything to everyone. And neither can you.

Protecting your time isn’t selfish. It’s the most strategic thing you’ll ever do.

The Debt That Pays You Back

By Laura Berman Fortgang on May 17, 2026

Why borrowing to grow isn’t a dirty word

I want to tell you about a check I wrote that scared the heck out of me.

It was for a coaching program. Not cheap. The kind of number that makes your stomach drop, your chest pound, and your neck clench when you sign the bottom. I didn’t have the cash sitting around; I had to use my line of credit to borrow it.

Every voice in my head said this is irresponsible.
Every piece of conventional advice said wait until you can afford it.

I did it anyway, and it changed my business. It paid back in spades.

That experience taught me something I think most people get completely wrong about money:
The idea that all debt is bad – it’s not. And believing it is, is costing you.

Here’s the truth:
Some debt drains you. Some debt builds you.
Learn the difference and everything changes.

The Two Kinds of Debt

Bad debt funds the stuff that’s already gone by the time the bill arrives. The vacation you couldn’t really afford — you’ve got the photos, you’ve got a couple of tchotchkes you brought home, and you’re still paying for it eighteen months later. The buy-now-pay-later plans stacking up on gadgets, gizmos, and clothes that somehow always feel free until you add them up. Money going out. Nothing growing in return. That’s the trap.

Good debt is the opposite. Good debt is borrowed money that produces a return greater than what it costs you. The business loan that lets you hire so you can double your output. The mortgage on a property that pays you rent. The coaching program that doubles your revenue. Good debt is a tool.

Here’s the simple test: If the borrowed money will produce more than it costs you — in interest, in effort, in time — it’s working for you. If it won’t, it’s working against you.

The Part Nobody Wants to Hear

Most real growth in a business and in life happens before you can afford it.

The program that could change your business costs twenty grand, and you don’t have it.
The equipment that lets you serve bigger and better clients costs twenty-five grand.
The hire that frees up twenty hours a week so you can stay in your zone of genius might cost sixty thousand a year — and you need them now, not eighteen months later.

Waiting until you can pay cash sounds responsible. In reality, it means watching the people who were willing to leverage smartly fly right past you.

The one thing you can’t borrow back is time.

Four Questions Before You Sign Anything

This isn’t a license to swipe the card on every shiny opportunity. Smart leverage requires honest math.

Before you take on any debt, ask yourself:

What’s the realistic return?
Not the dream scenario – the reasonable one.

What’s the payback period?
How much time do you have to pay it back, and is there a clear path to do it?

What’s your plan if it doesn’t work?
Smart borrowing always has a downside plan. Can you still make the payments if the investment under performs?

Is the interest rate reasonable for what you’re using it for?
A seven or nine percent loan for something that gives you back thirty percent – that’s excellent debt. A twenty-four percent credit card for the same thing? Problem – no good.

The Mindset Shift

The wealthy don’t avoid debt. They use it deliberately and leverage. The difference between them and someone drowning in credit card balances isn’t access to credit; it’s intention behind every dollar borrowed.

Your business and your skills are assets. Investing in them — through coaching, education, equipment, hiring, marketing — often produces the highest returns of any investment you’ll ever make. Sometimes that requires borrowing. Done thoughtfully, that’s not reckless. That’s how growth actually works.

The goal was never to live debt-free.
The goal is to make sure every dollar you owe is making you richer, not poorer.

I’m asking you to bet on yourself. Bet smartly, and watch what happens.

The Entrepreneur You Need to Be (So You Can Be the Coach You Want to Be)

By Laura Berman Fortgang on April 19, 2026

Let me ask you something. Are you a great coach (or service business owner) who’s struggling to build a great business?

If so, you’re not alone – and it’s not your fault. Coaching school teaches you how to coach; it does not teach you how to run a business. And those are two completely different skill sets.

Here’s a number that should stop you in your tracks: 82% of coaches fail within two years of starting their business. Eighty-two percent! That’s not a coaching problem. That’s an entrepreneur problem.

The coaches who are earning six figures or more, designing their own schedules, working with clients they love — they didn’t get there by being better coaches than everyone else. They got there by making a decision. The decision was: I am the CEO of my business. It doesn’t matter how small your business is. When you start thinking like a CEO, everything changes.

What do entrepreneurially-minded coaches do differently? Three things.

1. They Build a Lead Machine, Not a Hope Strategy

A full practice doesn’t happen by accident. It doesn’t happen by waiting for word of mouth to kick in, or for referrals to magically fill your pipeline, or for the right moment when you finally feel ready.

It happens because you have a system — a consistent, repeatable way to attract your ideal clients. Whether that’s doing live broadcasts, speaking (which is arguably the most powerful way), podcasting, or building an email list, the key is to pick your lane and show up in it every single week.

Not when you feel like it. Not when inspiration strikes. Every week.

Consistency is your competitive advantage. The market rewards coaches who keep showing up because most don’t.

2. They Price Like a Business Owner, Not an Employee

This one is where so many coaches leave money on the table, and burn themselves out in the process.

Fear is usually at the root of it. Fear that people will say no. Fear of not being “worth it” yet. But here’s what actually happens when you undercharge: You attract clients who undervalue you, you exhaust yourself trying to make up in volume what you’re not making in revenue, and you start to resent the very work you used to love.

Here’s the reframe that changes everything: You are not charging for your time. You are charging for the transformation you create and the results you deliver. That is not an hourly wage; it’s an investment your clients are making in themselves, so price accordingly.

One more thing worth noting — scarcity signals value. When you’re not endlessly available, when people have to get on a waiting list to work with you, that communicates something powerful. It says: This person is in demand and is worth it.

3. They Design Their Business Around Their Life

This might be the most important mindset shift of all.

Too many coaches are afraid to build a big business because they think it will take over their life. Therefore, instead of designing the life and business they actually want, they play small and stay stuck.

Here’s the truth: You are in control. You don’t have to show up on someone else’s schedule anymore. You decide when you work, how many clients you take on, and what your days look like. Want Fridays off? Take Fridays off. Don’t want to work evenings? Don’t. Want to work fewer hours overall? Charge more and take fewer clients.

Your business should be built to serve your life — not the other way around. Design the life you want first, then build the business to match it.

The Foundation That Makes It All Work

Your coaching skills are real, and the value you create is real. But without an entrepreneurial foundation underneath those skills — the systems, the pricing strategy, the visibility, the mindset — you will stay stuck, undervalued, and underpaid.

The good news is that entrepreneurship is a learnable skill, just like coaching is. You weren’t born knowing how to coach — you learned it. The same is true here.

The question is: Are you ready to learn it?

Because the clients who need you most haven’t found you yet – and they’re waiting.

You Are Not Your Story — But Your Story Is Running Your Life

By Laura Berman Fortgang on April 5, 2026

Most of us hear the word “storytelling” and think of campfires, children’s books, or maybe a TEDx Talk. But veteran coach and one of my early mentors, Jay Perry, has spent decades thinking about something far more fundamental: the stories that are already running inside you, whether you chose them or not.

Perry calls it the “story sphere,” a term he coined to describe the invisible atmosphere of narratives surrounding us at all times: interior stories, media stories, family stories, political stories. According to Perry, AI estimates there may be as many as a trillion stories operating at any given moment. “Like the atmosphere,” he says, “we don’t necessarily see everything that’s going on, but we know if we didn’t have oxygen and hydrogen and all those things, we couldn’t survive. We don’t survive without story. Story actually is what human is.”

This isn’t a metaphor; it’s neuroscience. Our brains are literally wired to function through story — seeking patterns, confirming what they already believe, and above all, protecting us from perceived threat.

The Squatter Stories

That protective function is where things get complicated. Over the course of our lives, we accumulate what Perry calls “squatter stories,” which are narratives that took up residence in the brain and refuse to leave. Things like I’ll never finish anything; I’m always behind; or Just when things get going, everything falls apart. Many people Perry works with are neurodivergent, and for them these stories often coalesce into a single punishing belief: There’s something wrong with me.

The brain doesn’t mean harm. It’s doing exactly what it was designed to do — protecting you based on patterns it has recognized. But the problem is confirmation bias. “Every time something shows up that confirms that I’m stupid, or whatever that story is,” Perry explains, “the brain digs deeper and deeper into it.” The story becomes identity. It becomes the lens through which you see everything.

Simply telling yourself to “change your story” doesn’t work. As Perry puts it: “Easy conceptually, but to actually do that requires lessening the power of those foundational stories and increasing our narrative intelligence.” Trying to override a deep story with sheer logic, he says, is like bringing a knife to a gunfight.

The Intelligence We’ve Been Ignoring

Here’s where Perry’s work gets truly provocative. He distinguishes between two modes of thinking. Logical thinking works on data, and AI does that better than any human ever will. But there’s another kind of thinking, what he calls Narrative Intelligence, that operates on something entirely different: imagination, intuition, emotion, wonder, common sense.

“Narrative intelligence works on no data,” Perry says. “Logic works really well when the future is likely to be like the present and the past.” In a world changing as rapidly as ours, that’s a liability. The people who will navigate what’s ahead are those who can think in story and can imagine outcomes not yet in evidence, hold multiple possibilities at once, and pivot when the plan stops working.

We’ve been rewarded our whole lives for getting the right answer. That rewired us toward the logical, computational mode of thinking. Now that machines are taking over that function, the undervalued skill — narrative intelligence — suddenly becomes essential.

How Fascinating

What do you actually do when a squatter story shows up? Perry was inspired by conductor and author Benjamin Zander, who teaches a deceptively simple practice: When something goes wrong, say “how fascinating,” and mean it fully, physically, emotionally.

It sounds almost too simple, but the point is precise. You can’t fight a foundational story with a cognitive argument, because the story has far more emotional force than any counterargument you can muster. What you can do is interrupt the pattern with enough energy and presence to actually stop the loop. “How fascinating” isn’t just words. It’s a full-bodied shift in stance that says: I see you, story. And I’m curious about you, not imprisoned by you.

Perry calls this approach “playful story catching.” The goal isn’t to eliminate the stories or shame yourself for having them. It’s to notice them, to create distance from them, and remember that you are the author, not the character.

One powerful technique is shifting your narrative perspective. Our brains are conditioned to protect “I.” But if you can catch yourself in an “I story” and reframe it, such as Laura is having trouble with this instead of I am having trouble with this — the brain relaxes its grip. The protective mechanism doesn’t guard “Laura” the same way it guards “I.”

The Power of We

Perhaps the most striking idea Perry offers is the shift from “I stories” to “we stories.” No one has ever done anything entirely alone, yet we insist on framing our lives as solo narratives. When you expand your story to include others — a community, a collaborator, an idea, even a place — possibilities open that the I story simply cannot access. “The I story is chained by that protective mechanism,” Perry says. “When we start thinking in we stories, things become possible that aren’t possible for the I story.”

He built his community, Story Sphere Central, around exactly this principle. For $22 a month, members from Thailand to Europe gather for group coaching, co-working sessions, creative workshops, and a course called Heroes of the Story Sphere — a name Perry chose deliberately. “I think it takes bravery,” he says. “It takes heroism to show up and actually look for the truth about what the stories are.”

Be Open to the Plot Twist

Perry closes with what may be his most powerful invitation. In a study by researcher Angus Fletcher, veterans with PTSD were given access to every conventional healing modality available including massage, meditation, and yoga. Only one person in the group made a full recovery. What set them apart? They had experienced a plot twist.

A plot twist isn’t something you manufacture. It’s something you receive — a bankruptcy, a loss, an unexpected phone call, an idea that comes from nowhere. What you can do is stay open to one. “If we can open our consciousness to seeing the gifts that are given to us,” Perry says, “that’s why it’s so important to have we stories — because that multiplies the number of opportunities we have for plot twists.”

You are swimming in a story sphere right now.
The question is whether you’re authoring the story or being authored by it.

Jay Perry’s community, Story Sphere Central, can be found at StorySphereCentral.com.
This article is a synthesis of an interview conducted on March 27, 2026

The Entrepreneurial Roller Coaster: How to Ride It (And Actually Survive)

By Laura Berman Fortgang on February 8, 2026

If you’ve ever been on a roller coaster, you know that moment right before the first drop – you grip the bar, your stomach tightens, you take a deep breath, and you wonder what the heck you just got yourself into.

Welcome to entrepreneurship.

Except this ride lasts years instead of minutes. There’s no operator doing safety checks. You can’t see the track ahead. And the drops? They’re steeper than anything at Six Flags.

After 32 years of running my own business, I can tell you this: The roller coaster never really smooths out. You just get better at riding it. That’s what I want to share with you today – how to not just survive the ride, but actually thrive on it.

Build Your Reserves (Both Kinds)

First things first: You need cushions for the falls. I’m talking about two types of reserves that most entrepreneurs overlook.

Financial reserves are the obvious one, but let me be specific. You need at least six months of operating expenses, plus personal savings. Not the optimistic spreadsheet version where everything goes perfectly. You need the realistic version where your biggest client ghosts you or that investor pulls out at the last minute.

I run my business on a ten-month year. Not because I take two months off, but because I know things will fluctuate and some months will be lean. Building in that buffer keeps me from making decisions out of desperation.

Here’s what most people miss: Emotional reserves. This is your hobbies, your relationships, exercise, meditation, therapy – whatever fills your tank. The entrepreneurs who burn out aren’t the ones who work hard; they’re the ones who work hard with an empty emotional tank. When you have people you can talk to, activities that restore you, and a life outside your business, you create an emotional cushion that lets you weather the storms.

You can’t pour from an empty cup, so protect both reserves like your business depends on it because it does.

On Low Days: Do ONE Thing That Moves the Needle

There will be days when you wake up convinced you’ll never get another client.
When the weight of it all feels crushing.
When you question everything.

On those days, forget your massive to-do list.
Pick ONE thing that will actually move the needle and do that.

Not busy work. Not cleaning your desk or organizing files. One meaningful action: Make that scary sales call, have that critical conversation you’ve been avoiding, fix that tech bug that’s been haunting you, send that partnership proposal.

Here’s the magic: Mood follows action. We’re often waiting for the mood to hit us before we take action. But it works the opposite way. You don’t need to feel motivated to act; you act and the motivation follows. Take the action first, and watch your mood improve.

After a Win: Attack, Don’t Relax

This might be the most counterintuitive advice, but it’s critical. Your most dangerous moment isn’t after a failure; it’s after a success.

You just closed a major client. You just hit your revenue target. Every instinct tells you to take your foot off the gas, to relax a little, to enjoy the moment.

Don’t.

Celebrate that evening, absolutely. But the very next day? Double down. Already in a good mood? Take more action. Make another call. Close another client. Do something that makes a difference while you’re riding that high.

Here’s why: Wins create momentum, open doors, and boost confidence. You’re never more attractive to potential clients, partners, or investors than right after a visible success. Use that fuel. Don’t let it evaporate.

Know the Difference: Dip or Dead End?

Not every low point is worth pushing through. Seth Godin talks about “The Dip,” that valley between starting something and mastering it where most people quit. Winners push through strategic dips because there’s something valuable on the other side.

But dead ends are different. A dead end is when the market fundamentally doesn’t want what you’re selling, when the economics will never work, when there’s nothing pointing to it coming back.

The hard part? They feel the same in the moment.

That’s why you need trusted advisors – friends, coaches, mentors – who can help you see clearly. People who will tell you the truth when you need to hear it because it’s really hard for us to know the difference between a dip and a dead end when we’re the ones on the ride.

Hold On Tight

The ride is terrifying.
The ride is exhilarating.
For those of us crazy enough to strap in, it leads to something incredible: freedom.

You get better at riding it.
You build your reserves.
You take action when you’re low.
You attack when you’re high.
You surround yourself with people who help you know when to push through and when to pivot.

Buckle up, buttercup.
This is what you signed up for, and it’s worth every twist and turn.

When the Storm Hits: Your Guide to Weathering What Comes and Emerging Stronger

By Laura Berman Fortgang on February 1, 2026

The meteorologists saw it coming days in advance. The grocery stores emptied of bread and milk. Batteries flew off the shelves. Everyone knew the storm was approaching, yet when it finally arrived, many still found themselves unprepared for its full force.

Life’s storms work the same way. Sometimes we see them gathering on the horizon – a organizational restructuring, a relationship reaching its breaking point, a business model that’s clearly running out of road. Other times, they hit without warning, leaving us scrambling to find our footing while everything we counted on gets rearranged.

The question isn’t whether storms will come. They will.
The question is: How will you prepare, how will you weather them, and how will you use what they teach you?

Before the Storm: The Art of Strategic Preparation

Here’s what most people get wrong about preparation:
They stockpile supplies, but they forget to strengthen their foundation.

When I work with leaders and entrepreneurs facing major transitions, I ask them a simple question: “What are you anchoring to?” When everything else is moving, you need something solid to hold onto. For some, it’s their core values. For others, it’s their sense of purpose or their commitment to the people they serve.

The coaches I work with who navigate industry changes most successfully aren’t the ones with the biggest emergency funds (though those help). They’re the ones who’ve built what I call “foundational flexibility,” which is a clear sense of who they are and what they stand for, combined with the agility to adapt their methods without compromising their mission.

Practical preparation looks like this:

Know your non-negotiables.
What absolutely must be protected?
What defines you at your core?
When you’re clear on this, you can let go of everything else with much less anxiety.

Build your support system before you need it.
The middle of a crisis is not the time to start looking for allies.
Invest in relationships during the calm, so you have people to call when the winds pick up.

Create options, not just plans.
Plans assume a predictable future.
Options give you choices when the unexpected arrives.
What are three different ways you could respond if X happens?
What resources could you access if Y occurs?

When You’re In It: Weathering the Storm

There’s a moment in every storm when you realize – this is happening.
The preparation phase is over.
Now you’re just trying to stay upright.

This is when your previous work pays off, or when you discover what you missed.

The most important skill for weathering a storm isn’t strength; it’s presence.
The ability to stay aware, stay responsive, and resist the temptation to panic-react your way into worse problems.

I’ve watched brilliant people make terrible decisions in the middle of storms because they were so desperate to make the discomfort stop that they grabbed at the first solution that presented itself.
They pivoted their entire business model after one bad quarter.
They blew up a relationship because they couldn’t tolerate the tension of uncertainty.
They abandoned their vision because it got hard.

Weathering a storm means accepting that some things are out of your control while staying active in the things that aren’t.

You can’t stop the storm, but you can:

Protect your energy.
This is not the time to take on new commitments or push yourself to maintain “business as usual.”
Give yourself permission to focus on essentials.

Stay connected.
Isolation is the enemy of resilience. Reach out. Ask for help. Let people know you’re struggling.
The vulnerability you show now will deepen your relationships later.

Look for the small wins.
You don’t need to solve everything today.
You need to take one right action, then another, then another.
Progress compounds.

After the Storm: Mining the Meaning

Every storm deposits something. Sometimes it’s wreckage that needs clearing. Sometimes it’s nutrients that will feed next season’s growth. Your job is to examine what’s been left behind.

The entrepreneurs I know who’ve built the strongest businesses didn’t do it by avoiding failure. They did it by getting exceptionally good at learning from it. Each setback became data. Each crisis revealed something they didn’t know about themselves, their market, or their model.

The question isn’t “Why did this happen to me?”
The question is “What does this make possible that wasn’t possible before?”

Maybe the storm cleared out deadwood – projects that were draining energy without producing results, relationships that had run their course, assumptions that were holding you back. Maybe it revealed strengths you didn’t know you had. Maybe it showed you who really has your back.

Coming out positive doesn’t mean pretending the storm didn’t hurt.
It means refusing to let the hurt be the only thing that defines what happened.

The storms will come. They always do.

The only real question is: When the next one arrives, who will you be?
Someone who merely survives it, or someone who uses it to become more of who you’re meant to be?

Start preparing now. Not because you’re pessimistic, but because you’re committed to staying in the game no matter what the weather brings.