I’ve watched business owners—people who’ve risked everything—stand by as their dreams are quietly delayed, diluted, or even stolen.

Over the years, I’ve worked closely with dozens of entrepreneurs. Despite their differences, most share a few striking traits:

• They risk more—financially and emotionally—than most people would ever dare.
• They often start without a clear picture of the life they’re building, but as their risks begin to pay off, their dreams take shape—some modest, some wildly ambitious.
• They care deeply about people. Relationships with employees, customers, and vendors often matter more to them than the transactions themselves.

And yet, many of these same founders tolerate behaviors that quietly undermine everything they’ve built. Employees, customers, even vendors—sometimes unintentionally—delay or derail the founder’s dreams.

It’s most often employees who’ve lost perspective. They act entitled, drain energy, stir up drama, cut corners, disappoint customers. Not in ways that scream “fire me”—but in small, consistent ways that erode culture and momentum.

They’re not always malicious. Some have influence. Some don’t even realize they’re doing it. But they lack positive purpose. And in subtle, persistent ways, they work against the mission and the goals of the company.

They’re stealing the founder’s dream. And the founder—too nice, too untrained, or too afraid of the fallout—lets it happen.

Here’s the truth: every time a founder tolerates less than consistent effort and at least average performance, they trade time for tolerance. Their dream drifts further out.

​The turnaround starts with conviction. Name what’s unacceptable. Reclaim the culture. Protect the dream.