How Financial Awareness and Responsibility Are Key To New Paradigm Startup Success

Anna Margolis
8 min readJun 4, 2020

For the purposes of this post Iโ€™m speaking to those of you who:

  • Are choosing to enter into business partnership or commit to a group project;
  • In devotion to a Vision that you really care about;
  • With people who you really care about;
  • Where you want decision-making and responsibility to be more evenly distributed (particularly around finances), rather than (defaulting to) top down; and
  • Where each person is also maximally empowered in your individual and group development journey.

๐˜•๐˜–๐˜›๐˜Œ: ๐˜›๐˜ฉ๐˜ช๐˜ด ๐˜ค๐˜ฐ๐˜ฏ๐˜ท๐˜ฆ๐˜ณ๐˜ด๐˜ข๐˜ต๐˜ช๐˜ฐ๐˜ฏ ๐˜ธ๐˜ฐ๐˜ถ๐˜ญ๐˜ฅ ๐˜ฃ๐˜ฆ ๐˜ญ๐˜ฆ๐˜ด๐˜ด ๐˜ณ๐˜ฆ๐˜ญ๐˜ฆ๐˜ท๐˜ข๐˜ฏ๐˜ต ๐˜ง๐˜ฐ๐˜ณ ๐˜ด๐˜ฐ๐˜ฎ๐˜ฆ๐˜ฐ๐˜ฏ๐˜ฆ ๐˜ธ๐˜ฉ๐˜ฐ ๐˜ช๐˜ด ๐˜ข ๐˜ฏ๐˜ฐ๐˜ฏ-๐˜ฑ๐˜ข๐˜ณ๐˜ต๐˜ช๐˜ค๐˜ช๐˜ฑ๐˜ข๐˜ต๐˜ช๐˜ฏ๐˜จ ๐˜ฆ๐˜ฒ๐˜ถ๐˜ช๐˜ต๐˜บ ๐˜ฉ๐˜ฐ๐˜ญ๐˜ฅ๐˜ฆ๐˜ณ ๐˜ช๐˜ฏ ๐˜ข ๐˜ฃ๐˜ถ๐˜ด๐˜ช๐˜ฏ๐˜ฆ๐˜ด๐˜ด, ๐˜ญ๐˜ช๐˜ฌ๐˜ฆ ๐˜ข๐˜ฏ ๐˜ช๐˜ฏ๐˜ท๐˜ฆ๐˜ด๐˜ต๐˜ฐ๐˜ณ ๐˜ธ๐˜ฉ๐˜ฐ ๐˜ธ๐˜ข๐˜ฏ๐˜ต๐˜ด ๐˜ต๐˜ฐ ๐˜ฑ๐˜ถ๐˜ต ๐˜ช๐˜ฏ ๐˜ด๐˜ฐ๐˜ฎ๐˜ฆ ๐˜ฎ๐˜ฐ๐˜ฏ๐˜ฆ๐˜บ ๐˜ข๐˜ต ๐˜ต๐˜ฉ๐˜ฆ ๐˜ง๐˜ณ๐˜ฐ๐˜ฏ๐˜ต ๐˜ฆ๐˜ฏ๐˜ฅ ๐˜ฃ๐˜ถ๐˜ต ๐˜ช๐˜ด๐˜ฏโ€™๐˜ต ๐˜จ๐˜ฐ๐˜ช๐˜ฏ๐˜จ ๐˜ต๐˜ฐ ๐˜ฃ๐˜ฆ ๐˜ฑ๐˜ข๐˜ณ๐˜ต๐˜ช๐˜ค๐˜ช๐˜ฑ๐˜ข๐˜ต๐˜ช๐˜ฏ๐˜จ ๐˜ช๐˜ฏ ๐˜ต๐˜ฉ๐˜ฆ ๐˜ฅ๐˜ข๐˜บ-๐˜ต๐˜ฐ-๐˜ฅ๐˜ข๐˜บ ๐˜ฐ๐˜ฑ๐˜ฆ๐˜ณ๐˜ข๐˜ต๐˜ช๐˜ฐ๐˜ฏ๐˜ด ๐˜ฐ๐˜ง ๐˜ต๐˜ฉ๐˜ฆ ๐˜ฃ๐˜ถ๐˜ด๐˜ช๐˜ฏ๐˜ฆ๐˜ด๐˜ด.

In my recent article, โ€œ๐‡๐จ๐ฐ ๐“๐จ ๐€๐ฅ๐ข๐ ๐ง ๐“๐ก๐ž ๐‘๐ž๐ฌ๐จ๐ฎ๐ซ๐œ๐ž ๐…๐ฅ๐จ๐ฐ ๐ˆ๐ง๐ญ๐จ ๐˜๐จ๐ฎ๐ซ ๐๐ฎ๐ฌ๐ข๐ง๐ž๐ฌ๐ฌ ๐Ž๐ซ๐ ๐š๐ง๐ข๐ฌ๐ฆโ€ we talked about energetically aligning how resources flow in and through your organism, and how you can set things up such that resources are dynamically mirroring and flowing with real-time contribution.

In that article one of the pieces I mentioned was about how:

โ€œ๐˜ž๐˜ฉ๐˜ฆ๐˜ฏ ๐˜ช๐˜ต ๐˜ค๐˜ฐ๐˜ฎ๐˜ฆ๐˜ด ๐˜ต๐˜ฐ ๐˜บ๐˜ฐ๐˜ถ๐˜ณ ๐˜ฃ๐˜ข๐˜ฏ๐˜ฌ๐˜ช๐˜ฏ๐˜จ, ๐˜บ๐˜ฐ๐˜ถโ€™๐˜ญ๐˜ญ ๐˜ข๐˜ญ๐˜ด๐˜ฐ ๐˜ธ๐˜ข๐˜ฏ๐˜ต ๐˜ต๐˜ฐ ๐˜ฆ๐˜ฏ๐˜ด๐˜ถ๐˜ณ๐˜ฆ ๐˜ต๐˜ฉ๐˜ข๐˜ต ๐˜ข๐˜ญ๐˜ญ ๐˜ฑ๐˜ข๐˜ณ๐˜ต๐˜ฏ๐˜ฆ๐˜ณ๐˜ด ๐˜ข๐˜ณ๐˜ฆ ๐˜ค๐˜ฐ-๐˜ด๐˜ช๐˜จ๐˜ฏ๐˜ฆ๐˜ณ๐˜ด ๐˜ฐ๐˜ฏ ๐˜ต๐˜ฉ๐˜ฆ ๐˜ข๐˜ค๐˜ค๐˜ฐ๐˜ถ๐˜ฏ๐˜ต ๐˜ด๐˜ฐ ๐˜ต๐˜ฉ๐˜ข๐˜ต ๐˜ต๐˜ฉ๐˜ฆ๐˜บ ๐˜ฉ๐˜ข๐˜ท๐˜ฆ ๐˜ท๐˜ช๐˜ด๐˜ช๐˜ฃ๐˜ช๐˜ญ๐˜ช๐˜ต๐˜บ ๐˜ฐ๐˜ฏ ๐˜ธ๐˜ฉ๐˜ข๐˜ตโ€™๐˜ด ๐˜ฉ๐˜ข๐˜ฑ๐˜ฑ๐˜ฆ๐˜ฏ๐˜ช๐˜ฏ๐˜จ, ๐˜ข๐˜ณ๐˜ฆ ๐˜ต๐˜ข๐˜ฌ๐˜ช๐˜ฏ๐˜จ ๐˜ฆ๐˜ฒ๐˜ถ๐˜ข๐˜ญ ๐˜ณ๐˜ฆ๐˜ด๐˜ฑ๐˜ฐ๐˜ฏ๐˜ด๐˜ช๐˜ฃ๐˜ช๐˜ญ๐˜ช๐˜ต๐˜บ ๐˜ง๐˜ฐ๐˜ณ ๐˜ต๐˜ฉ๐˜ฆ ๐˜ณ๐˜ฆ๐˜ด๐˜ฐ๐˜ถ๐˜ณ๐˜ค๐˜ฆ๐˜ด ๐˜ข๐˜ฏ๐˜ฅ ๐˜ฉ๐˜ข๐˜ท๐˜ฆ ๐˜ต๐˜ฉ๐˜ฆ ๐˜ข๐˜ฃ๐˜ช๐˜ญ๐˜ช๐˜ต๐˜บ ๐˜ต๐˜ฐ ๐˜ต๐˜ณ๐˜ข๐˜ฏ๐˜ด๐˜ง๐˜ฆ๐˜ณ ๐˜ณ๐˜ฆ๐˜ด๐˜ฐ๐˜ถ๐˜ณ๐˜ค๐˜ฆ๐˜ด ๐˜ช๐˜ฏ ๐˜ข๐˜ค๐˜ค๐˜ฐ๐˜ณ๐˜ฅ๐˜ข๐˜ฏ๐˜ค๐˜ฆ ๐˜ธ๐˜ช๐˜ต๐˜ฉ ๐˜ง๐˜ช๐˜ฏ๐˜ข๐˜ฏ๐˜ค๐˜ช๐˜ข๐˜ญ ๐˜ฅ๐˜ฆ๐˜ค๐˜ช๐˜ด๐˜ช๐˜ฐ๐˜ฏ-๐˜ฎ๐˜ข๐˜ฌ๐˜ช๐˜ฏ๐˜จ.

๐˜›๐˜ฉ๐˜ช๐˜ด ๐˜ช๐˜ด ๐˜ข๐˜ฏ ๐˜ช๐˜ฎ๐˜ฑ๐˜ฐ๐˜ณ๐˜ต๐˜ข๐˜ฏ๐˜ต ๐˜ฑ๐˜ช๐˜ฆ๐˜ค๐˜ฆ ๐˜ง๐˜ฐ๐˜ณ ๐˜ฃ๐˜ฆ๐˜ช๐˜ฏ๐˜จ ๐˜ข๐˜ฃ๐˜ญ๐˜ฆ ๐˜ต๐˜ฐ ๐˜ง๐˜ถ๐˜ฏ๐˜ค๐˜ต๐˜ช๐˜ฐ๐˜ฏ ๐˜ข๐˜ด ๐˜ข ๐˜ค๐˜ฐ๐˜ฉ๐˜ฆ๐˜ณ๐˜ฆ๐˜ฏ๐˜ต ๐˜ต๐˜ฆ๐˜ข๐˜ฎ ๐˜ต๐˜ฐ๐˜จ๐˜ฆ๐˜ต๐˜ฉ๐˜ฆ๐˜ณ ๐˜ธ๐˜ช๐˜ต๐˜ฉ ๐˜ค๐˜ฐ๐˜ฏ๐˜ต๐˜ช๐˜ฏ๐˜ถ๐˜ช๐˜ต๐˜บ ๐˜ฐ๐˜ท๐˜ฆ๐˜ณ ๐˜ต๐˜ช๐˜ฎ๐˜ฆ, ๐˜ฃ๐˜ฆ๐˜ค๐˜ข๐˜ถ๐˜ด๐˜ฆ ๐™›๐™ž๐™ฃ๐™–๐™ฃ๐™˜๐™ž๐™–๐™ก ๐™จ๐™š๐™ก๐™›-๐™ง๐™š๐™จ๐™ฅ๐™ค๐™ฃ๐™จ๐™ž๐™—๐™ž๐™ก๐™ž๐™ฉ๐™ฎ ๐™ž๐™จ ๐™– ๐™ ๐™š๐™ฎ ๐™˜๐™๐™–๐™ง๐™–๐™˜๐™ฉ๐™š๐™ง๐™ž๐™จ๐™ฉ๐™ž๐™˜ ๐™›๐™ค๐™ง ๐™–๐™ก๐™ก ๐™ฉ๐™๐™š ๐™ข๐™š๐™ข๐™—๐™š๐™ง๐™จ ๐™ค๐™› ๐™– ๐™จ๐™ฉ๐™–๐™ง๐™ฉ๐™ช๐™ฅ ๐™ฉ๐™š๐™–๐™ข ๐™ž๐™ฃ ๐™ค๐™ง๐™™๐™š๐™ง ๐™›๐™ค๐™ง ๐™ฉ๐™๐™š ๐™ค๐™ง๐™œ๐™–๐™ฃ๐™ž๐™จ๐™ข ๐™ฉ๐™ค ๐™ฉ๐™ง๐™ช๐™ก๐™ฎ ๐™ฉ๐™๐™ง๐™ž๐™ซ๐™š.โ€

Because hereโ€™s the thingโ€ฆ..

If the members of your team ARENโ€™T taking responsibility around the finances , then the experience of being in partnership with them can feel akin to raising a child with a parent who is irresponsible with money;

It can feel really heavy and destabilising for the rest of the team, making it hard to relax, or feel like they can lean out or let go.

But if the members of your team ARE taking responsibility around the finances, then the additional awareness, clarity and empowerment about your financial reality that this provides (because itโ€™s actually connected to reality based on a clear assessment of real information) is like a supercharger that tฬณuฬณrฬณbฬณoฬณ ฬณbฬณoฬณoฬณsฬณtฬณsฬณ the Shared Vision that youโ€™re actualizing together.

Because with each member of the team taking the steps to get your ducks in a row, you are effectively aligning with reality and opening the floodgates for resource to flow in.

And hereโ€™s why:

When it comes to startup money matters, founders often spend considerable time and energy thinking about and feeling into questions like:

Dแด แดกแด‡ สœแด€แด แด‡ แด‡ษดแดแดœษขสœ?

Hแดแดก สŸแดษดษข แดœษดแด›ษชสŸ แดกแด‡ ส€แดœษด แดแดœแด›?

Hแดแดก แด…แด แดกแด‡ sแด˜แด‡ษดแด… ษชแด›?

Wสœแด แด„แด€ษด แด€แดœแด›สœแดส€ษชแดขแด‡ แดกสœแด€แด› แดกแด‡ sแด˜แด‡ษดแด…?

Hแดแดก แดแดœแด„สœ แด„แด€ษด แด›สœแด‡ส แด€แดœแด›สœแดส€ษชแดขแด‡?

Hแดแดก แดแดœแด„สœ แดแดษดแด‡ส า“แดส€ แด›แด€x sสœแดแดœสŸแด… แดกแด‡ แด˜แดœแด› แด€sษชแด…แด‡ แด‡แด€แด„สœ แดแดษดแด›สœ?

Wสœแด‡ษด ษชษด แด›สœแด‡ แดแดษดแด›สœ แด…แดแด‡s ษชแด› แดแด€แด‹แด‡ sแด‡ษดsแด‡ แด›แด แด˜แด€ส า“แดส€ แดกสœแด€แด› แดกแด‡ ษดแด‡แด‡แด…?

Aส€แด‡ แดส แด˜แด‡ส€sแดษดแด€สŸ แด‡xแด˜แด‡ษดsแด‡s ษขแดษชษดษข แด›แด ส™แด‡ แด„แดแด แด‡ส€แด‡แด… แด›สœษชs แดแดษดแด›สœ?

Wสœแด€แด› แด…แด แดกแด‡ แด…แด แด€ส™แดแดœแด› ษชษดแด›แด‡ส€ษดแด€แด›ษชแดษดแด€สŸ แด˜แด€สแดแด‡ษดแด›s แด€ษดแด… แด›ส€แด€ษดsา“แด‡ส€s?

And these are no small questions.

In fact theyโ€™re the sort of questions that take up considerable head space, emotional energy and attention both inside and outside of our conscious awareness.

Just take a moment to think about all the times you have drifted off into a daydream, been consumed by worry or been immersed in mental calculations and tallying around money, thatโ€™s taken you out of being truly present with someone or something in the moment.

And thatโ€™s not all that surprising given that, as weโ€™ve already touched upon in previous articles, money goes to the root of our safety and security.

Thatโ€™s why money questions are the sort of questions that can literally make or break a business and why itโ€™s no great secret that one of the biggest stumbling blocks for any startup is how the founders handle the money.

Money matters such as how to handle budgeting, bills, debt and taxes are hands down some of the most scary, confusing, exasperating and contentious issues within any business endeavour.

And so how we choose to navigate them is ๐‘ฃ๐‘–๐‘ก๐‘Ž๐‘™ to our success.

Letโ€™s take a simple (and common startup) example:

Letโ€™s say your team is beginning to run out of financial runway and everyoneโ€™s scrambling to try to get their basic needs met;

In those circumstances itโ€™s not only hard to keep your energy focussed on the business tasks at hand, but itโ€™s almost impossible to also maintain the openness of your body vessel while youโ€™re doing it (which as weโ€™ve already discussed is key to emanating out the frequency of your vision from your being and magnetizing people and opportunities into your field).

When funds are getting low, the risk of not having our basic needs met (or any kind of scarcity orientation or scarcity response in general) will likely put us into a fear state, scrambling for or clinging to any kind of security we can find; and as such, that fear state contracts our body systems.

If weโ€™re coming from a closed body system, then weโ€™re out of alignment with the energy of the vision or the new world weโ€™re envisioning (which is free of โ€œproblemsโ€ like scarcity), and back to creating an experience for ourselves where weโ€™re pushing the rock uphill ๐™ฉ๐™ง๐™ฎ๐™ž๐™ฃ๐™œ ๐™ฉ๐™ค ๐™ข๐™–๐™ ๐™š ๐™ฉ๐™๐™ž๐™ฃ๐™œ๐™จ ๐™๐™–๐™ฅ๐™ฅ๐™š๐™ฃ, rather than surfing the wave of flow, taking inspired action and ๐‘Ž๐‘™๐‘™๐‘œ๐‘ค๐‘–๐‘›๐‘” ๐‘กโ„Ž๐‘’๐‘š ๐‘ก๐‘œ โ„Ž๐‘Ž๐‘๐‘๐‘’๐‘›.

Which is uncomfortable, unpleasant, unsustainable and likely to prevent any resource from actually flowing into the system because our body systems are closed to receiving it anyway.


Hereโ€™s another example of where some startups run aground without a distribution of financial awareness and responsibilityโ€ฆ..

Letโ€™s say everyone in the business is authorised to spend money and make financial decisions.

A participating partner in the tech department sees a huge opportunity to invest in some computer hardware, and seeing money in the bank account goes ahead and pays for it, not realising that the money thatโ€™s in the bank account actually needs to go towards certain bills or repayments that come out on particular dates later in the month.

Bill payment time comes and the account is now dry of funds.

So as you can see, itโ€™s obviously important for each person to have their awareness on the up-to-date financial position/status and any material financial obligations so that resources and cash flow can be allocated responsibly and accordingly.

Without this awareness of the company cash flows, itโ€™s all too easy for the baby organism to inadvertently be left starving.

Ultimately, whatโ€™s being illuminated here is that money management, both at an individual and collective level, is no small consideration and can often represent a significant cognitive and emotional load.

If that load is:

(a) distributed so that thereโ€™s awareness, responsibility and clarity amongst the team; and

(b) ideally systematized as much as possible so even the group doesnโ€™t have to think about it;

you can effectively free up most of the energy and attention that normally gets consumed by the typical thoughts and feelings relating to finances and resource allocation.

The group then has more energy to put behind aligned and empowered choices that serve to tฬณuฬณrฬณbฬณoฬณ ฬณbฬณoฬณoฬณsฬณtฬณ the Shared Vision that youโ€™re actualizing together.

And if youโ€™re intending on creating the kind of business and team where you can maintain your freedom, and ideally, access to your creativityโ€ฆ..

- meaning youโ€™re not consumed with management and tied to the day-to-day operations for an organism thatโ€™s totally reliant on you and your decision-making -

โ€ฆ.then youโ€™ll want to be able to relax in the knowledge that your teammates are financially responsible, youโ€™ve got some robust systems in place and youโ€™re all showing up in a way that serves the financial health of the organism.

But ๐’ƒ๐’†๐’„๐’‚๐’–๐’”๐’† this stuff often represents a significant cognitive and emotional load, it can be valuable to be aware of the fact that it can also easily be one of the things that many business owners, whether consciously or unconsciously, avoid looking at.

Perhaps because:

  • They donโ€™t feel confident in their ability to manage finances;
  • It all feels too overwhelming or they canโ€™t keep up;
  • Theyโ€™re accustomed to receiving a paycheck and their former employer(s) took care of the taxes and deductions;
  • Their family/parents have always handled their finances;
  • Theyโ€™ve never been taught financial management;
  • They have inherited a fearful and avoidant relationship with money from their family; and/or
  • Theyโ€™ve been conditioned in a hierarchical system that taught them to give their power away to authorities and perceived โ€œsuperiorsโ€;

If there are members of the team avoiding looking at or taking responsibility for the finances (whether thatโ€™s the bank accounts or the accountancy books) then the resulting imbalance can create a kind of ๐’…๐’†๐’‘๐’†๐’๐’…๐’†๐’๐’„๐’š or ๐’„๐’๐’…๐’†๐’‘๐’†๐’๐’…๐’†๐’๐’„๐’š that can all too easily end up feeling like an uncomfortable parent-child dynamic or a codependent partner dynamic.

Which is totally fine if you are going down the employer and employee route;

Or the owner and contractor route;

But if your intention is to maintain a level of power equality and distributed decision-making (particularly around finances) between you and your teammates (irrespective of equity interest because the relationships matter to you), then youโ€™ll want to watch out for these kinds of disempowering and hierarchical dynamics sneaking into the mix;

Because perpetuating ๐’…๐’†๐’‘๐’†๐’๐’…๐’†๐’๐’„๐’š and/or ๐’„๐’๐’…๐’†๐’‘๐’†๐’๐’…๐’†๐’๐’„๐’š isnโ€™t going to maximally support your individual or collective development, nor will it allow you to birth an adaptable and responsive organism that doesnโ€™t rely on your presence to thrive.

[๐˜๐˜ ๐˜ โ€” ๐˜ช๐˜ง ๐˜บ๐˜ฐ๐˜ถโ€™๐˜ณ๐˜ฆ ๐˜ช๐˜ฏ ๐˜ข ๐˜ณ๐˜ฐ๐˜ฎ๐˜ข๐˜ฏ๐˜ต๐˜ช๐˜ค ๐˜ฑ๐˜ข๐˜ณ๐˜ต๐˜ฏ๐˜ฆ๐˜ณ๐˜ด๐˜ฉ๐˜ช๐˜ฑ ๐˜ธ๐˜ช๐˜ต๐˜ฉ ๐˜ข๐˜ฏ๐˜บ ๐˜ฐ๐˜ง ๐˜บ๐˜ฐ๐˜ถ๐˜ณ ๐˜ต๐˜ฆ๐˜ข๐˜ฎ๐˜ฎ๐˜ข๐˜ต๐˜ฆ๐˜ด ๐˜ข๐˜ฏ๐˜ฅ ๐˜ข ๐˜ฅ๐˜ฆ๐˜ฑ๐˜ฆ๐˜ฏ๐˜ฅ๐˜ฆ๐˜ฏ๐˜ต ๐˜ฐ๐˜ณ ๐˜ค๐˜ฐ๐˜ฅ๐˜ฆ๐˜ฑ๐˜ฆ๐˜ฏ๐˜ฅ๐˜ฆ๐˜ฏ๐˜ต ๐˜ฅ๐˜บ๐˜ฏ๐˜ข๐˜ฎ๐˜ช๐˜ค ๐˜ข๐˜ณ๐˜ช๐˜ด๐˜ฆ๐˜ด, ๐˜ซ๐˜ถ๐˜ด๐˜ต ๐˜ฃ๐˜ฆ ๐˜ข๐˜ธ๐˜ข๐˜ณ๐˜ฆ ๐˜ต๐˜ฉ๐˜ข๐˜ต ๐˜ช๐˜ต ๐˜ค๐˜ข๐˜ฏ ๐˜ข๐˜ญ๐˜ด๐˜ฐ ๐˜ฉ๐˜ข๐˜ท๐˜ฆ ๐˜ข ๐˜ด๐˜ฆ๐˜ณ๐˜ช๐˜ฐ๐˜ถ๐˜ด ๐˜ช๐˜ฎ๐˜ฑ๐˜ข๐˜ค๐˜ต ๐˜ฐ๐˜ฏ ๐˜ต๐˜ฉ๐˜ฆ ๐˜ด๐˜ฆ๐˜น๐˜ถ๐˜ข๐˜ญ ๐˜ฑ๐˜ฐ๐˜ญ๐˜ข๐˜ณ๐˜ช๐˜ต๐˜บ ๐˜ฃ๐˜ฆ๐˜ต๐˜ธ๐˜ฆ๐˜ฆ๐˜ฏ ๐˜บ๐˜ฐ๐˜ถ. ๐˜ˆ๐˜ฏ๐˜ฅ ๐˜ช๐˜ง ๐˜บ๐˜ฐ๐˜ถโ€™๐˜ณ๐˜ฆ ๐˜ฏ๐˜ฐ๐˜ต ๐˜ช๐˜ฏ ๐˜ข ๐˜ณ๐˜ฐ๐˜ฎ๐˜ข๐˜ฏ๐˜ต๐˜ช๐˜ค ๐˜ฑ๐˜ข๐˜ณ๐˜ต๐˜ฏ๐˜ฆ๐˜ณ๐˜ด๐˜ฉ๐˜ช๐˜ฑ ๐˜ต๐˜ฉ๐˜ฆ๐˜ฏ ๐˜ช๐˜ต ๐˜ค๐˜ข๐˜ฏ ๐˜ด๐˜ต๐˜ช๐˜ญ๐˜ญ ๐˜ข๐˜ง๐˜ง๐˜ฆ๐˜ค๐˜ต ๐˜ฉ๐˜ฐ๐˜ธ ๐˜ฐ๐˜ฑ๐˜ฆ๐˜ฏ ๐˜ต๐˜ฉ๐˜ฆ ๐˜ฑ๐˜ฆ๐˜ณ๐˜ด๐˜ฐ๐˜ฏ ๐˜ธ๐˜ฉ๐˜ฐ ๐˜๐˜š ๐˜ฃ๐˜ฆ๐˜ช๐˜ฏ๐˜จ ๐˜ณ๐˜ฆ๐˜ด๐˜ฑ๐˜ฐ๐˜ฏ๐˜ด๐˜ช๐˜ฃ๐˜ญ๐˜ฆ ๐˜ช๐˜ด ๐˜ต๐˜ฐ ๐˜ต๐˜ฉ๐˜ฆ ๐˜ง๐˜ฆ๐˜ฆ๐˜ฅ๐˜ฃ๐˜ข๐˜ค๐˜ฌ ๐˜ฐ๐˜ง ๐˜ต๐˜ฉ๐˜ฆ ๐˜ฑ๐˜ฆ๐˜ณ๐˜ด๐˜ฐ๐˜ฏ ๐˜ธ๐˜ฉ๐˜ฐ ๐˜๐˜š๐˜•โ€™๐˜› ๐˜ฃ๐˜ฆ๐˜ช๐˜ฏ๐˜จ ๐˜ณ๐˜ฆ๐˜ด๐˜ฑ๐˜ฐ๐˜ฏ๐˜ด๐˜ช๐˜ฃ๐˜ญ๐˜ฆ].

So, with all this in mind, if youโ€™re entering into the kind of business partnership with other members of your team where youโ€™re choosing for some or all of your teammates to be equity holders, meaning they are opting into joint parenthood or stewardship of your organism with you, I invite you to ask yourselves:

(1) Hแดแดก แดกษชสŸสŸษชษดษข แด€ส€แด‡ สแดแดœ แด€สŸสŸ แด›แด แด›แด€แด‹แด‡ แด›สœแด‡ สŸแด‡แด แด‡สŸ แดา“ ส€แด‡sแด˜แดษดsษชส™ษชสŸษชแด›ส า“แดส€ แด›สœษชs ส™แดœsษชษดแด‡ss แด›สœแด€แด› แด€ แด˜แด€ส€แด‡ษดแด› แด›แด€แด‹แด‡s า“แดส€ แด€ แด„สœษชสŸแด…?;

(2) Hแดแดก แด„แดษดา“ษชแด…แด‡ษดแด› แด€ส€แด‡ สแดแดœ แด›สœแด€แด›, ษชษด สแดแดœส€ แด€ส™sแด‡ษดแด„แด‡, แด‡แด แด‡ส€สแดษดแด‡ แด‡สŸsแด‡ แดษด แด›สœแด‡ แด›แด‡แด€แด แดกแดแดœสŸแด… ส™แด‡ แด€ส™สŸแด‡ แด›แด แดแด€แด‹แด‡ แด„สŸแด‡แด€ส€ า“ษชษดแด€ษดแด„ษชแด€สŸ แด…แด‡แด„ษชsษชแดษดs แด›สœแด€แด› แด€ส€แด‡ ษชษด แด›สœแด‡ ส™แด‡sแด› ษชษดแด›แด‡ส€แด‡sแด›s แดา“ แด›สœแด‡ แดส€ษขแด€ษดษชsแด แด€ษดแด… ษชแด›s แด„แดษดแด›ษชษดแดœแด‡แด… ษขส€แดแดกแด›สœ แด€ษดแด… แด…แด‡แด แด‡สŸแดแด˜แดแด‡ษดแด›?; แด€ษดแด…

(3) Iา“ สแดแดœโ€™ส€แด‡ ษดแดแด› แด„แดษดา“ษชแด…แด‡ษดแด› แด€ส™แดแดœแด› แด›สœแด€แด› สแด‡แด›, แดกสœส ษดแดแด›? Wสœแด€แด› แด€ส€แด‡ สแดแดœ sแด‡ษดsษชษดษข ษชs ษขแด‡แด›แด›ษชษดษข ษชษด แด›สœแด‡ แดกแด€ส?

So if youโ€™re navigating this terrain right now and wondering how to engender more financial responsibility in your team, comment below or DM me to explore how I can support you.



Anna Margolis

As a former lawyer, Anna merges material world memories, tales of transformation and embodied experience in articulating the future of collaboration