The biggest myth is that we are fragile. And honestly, we could go really deep into this, but we don’t even need to — the idea that we're delicate is just wrong. A lot of things stem from this belief. For example, I mentioned chiropractic work earlier. I have many friends who are chiropractors — people I trust, who do great work. But overall, there’s a big misconception: the idea that someone can "crack" you back into alignment, like fixing a car that's out of place. It's as if your back just shifted a little and now it needs to be popped back into the right spot. If that were really the case, it would mean our bodies are basically made of Play-Doh — and that’s just not true.

There are actually two key points I want to address. First, I get this question all the time—do recruiting agencies charge candidates? The answer is no, we don’t. We operate on a two-sided customer service model, ensuring a great experience for both candidates and the businesses that actually pay us.Second, a common myth is that all we do is pull resumes from a database and send them over. In reality, the value of our service comes from our proactive approach. We either actively seek out and engage with top talent for specific roles or leverage our long-term relationships with candidates we’ve worked with over time.

I recently started exploring AI, and there's some fascinating work happening in AI technology within healthcare. I won’t dive into all the details, but one debate I’ve noticed is whether AI will ever replace human therapists. People have strong opinions on this, and personally, I think the answer is yes.The reason I bring this up is that we need to keep innovating and adapting. Medicine has long been seen as a traditional field, resistant to change, but I believe we’re entering an era where that mindset needs to shift. Science isn’t always exact, and we must be willing to evolve. AI is just one example of how progress challenges the status quo, and we need to embrace that change. The real myth is thinking that the way things have always been done is always the best way forward.

One of the biggest myths people have is that you need a lot of money to start, or that your passion has to be constant. From my experience in the nonprofit world, I started with something simple. I knew I wouldn’t get many donations at first and that I’d have to personally reach out to people I cared about to convince them to support my cause. But balance is key. While I’m deeply passionate about my mission, I can’t let it consume my entire life. It’s important to find a balance between growing your passion and taking care of yourself—self-care and overall wellness matter just as much.

In the world of business growth and entrepreneurial success, one of the most common myths is that entrepreneurs must work around the clock, hustling 24/7, putting in endless hours, and becoming a slave to their business for it to thrive. This belief is simply not true. It’s a classic example of working hard rather than working smart. The key to true success lies in working smarter, which actually reduces the time required. This is where strategies like leveraging systems, building effective teams, fostering a strong culture, and implementing performance tracking come into play. These tools allow entrepreneurs to focus on working on their business rather than being trapped in it, freeing up their time while still driving sustainable growth.

The common myth is that you must always follow the data, and while there’s some truth to that, I believe it’s important to first conduct a thorough audit of the data. You need to understand what the data is really telling you, how complete it is, how clean it is, and how well it connects to the broader picture before taking action. In the nonprofit sector, I often see decisions being made based on incomplete data because it’s all that can be tracked. For instance, I recently worked with a client who was about to make significant changes to their marketing strategy based solely on the data they pulled from their CRM, without considering the bigger picture.

In IT consulting, and perhaps in IT leadership overall, there's a prevailing myth that business and industry expertise isn't all that crucial. The belief often is that best practices, proven frameworks, and methodologies—applied across various industries—are sufficient for setting up infrastructure, security, and data systems. However, I believe it’s a misconception to overlook the value of deep industry knowledge and experience. Understanding the specifics of an industry can play a significant role in shaping effective, tailored solutions.

In the coaching world, being a great marketer doesn’t automatically make someone a great coach. It frustrates me to see so-called experts urging others to take steps they’ve never taken themselves. For instance, I recently met three relationship coaches who weren’t even in relationships, yet they were advising others on how to navigate them. That just doesn’t make sense to me. I’m passionate about coaching and believe it’s valuable, but I encourage people to dig into the backgrounds of their coaches. I can confidently discuss helping businesses because I’ve built and sold three of my own; I’m not asking anyone to do anything I haven’t done myself. While this might just be a pet peeve of mine, I think it’s an important consideration.