Friday, November 13, 2026

Four kinds of help, four different jobs. Here is what each one does, what it costs you in time and money, who it suits, and six questions that settle the choice.

Last updated 13 November 2026. Published by Simple-Growth (Motherbase Limited). Market: United States.

The business paid everyone this month — the team, the suppliers, the landlord. You paid yourself what was left over, which this month was less than last month, and you've stopped mentioning it out loud. You want growth that actually shows up in your own account, not just the business's. What you've actually built is a company that's getting bigger while quietly training you to expect less for yourself, one skipped pay run at a time.

The Enemy Is "I'll Pay Myself Once Things Settle Down"

62% of US small business owners have reduced or skipped their own pay at least once in the past year, and 21% have done it four times or more, according to Bluevine's 2026 research (Bluevine, 2026). "Things settling down" isn't a milestone that arrives on its own — it's a decision, and most businesses are structured so there's always a plausible reason to put it off one more month. Growing revenue without growing what lands in your own account isn't really growth. It's a bigger version of the same squeeze.

Pay Yourself First, Not Last

Mike Michalowicz's Profit First approach flips the usual order of operations. Instead of Sales minus Expenses equals Profit — where owner pay and profit are whatever's left after everything else — it forces Sales minus Profit (and owner pay) equals Expenses, by physically moving set percentages into separate accounts the moment money comes in.

  • Set the split. Decide the percentage that goes to profit and owner pay the moment revenue lands, before a single bill gets paid.
  • Move it immediately. Into a separate account, so it's not sitting in the operating account looking "available."
  • Run the business on what's left. Expenses adapt to fit the remainder — which, uncomfortably, is usually exactly what forces the real cost decisions you've been avoiding.

Kevin didn't learn this lesson purely from the outside looking in. Even as a coach, he hired an Icehouse coach of his own to accelerate his growth — a reminder that this isn't about willpower or sacrifice; it's about having someone outside the business enforce a structure you won't reliably enforce on yourself, under pressure, every single month. He's also open with clients that his own run of nine companies founded or co-founded includes genuine failures as well as wins, and that the discipline of paying yourself properly is one of the lessons that cost him real money to learn the hard way, so his clients don't have to.

"Kevin's knowledge and intellect on all things business — no matter what industry it is — he just seems to find gems that you can focus on. I catch up with Kevin once a week and it is definitely the highlight of my week. He just sees different opportunities so clearly."

John Roberts
Co-owner & COO, Oragene

Why "Once Things Settle Down" Never Arrives

Paying yourself properly feels like it should wait until the business can "afford" it — but the business will always find something else to spend on if the money's sitting there to be found. This isn't for you if you've genuinely decided to reinvest everything deliberately for a defined period with a clear end date — that's a real strategy, not avoidance. It's for owners where "once things settle down" has quietly become the plan itself, with no date attached.

Key Takeaways

  • Notice that 62% of US owners have skipped or cut their own pay this past year — you're not alone, and it's not a personal failing.
  • Flip the order: move profit and owner pay out first, and let expenses fit what's left, not the other way round.
  • Set a real percentage and a real account — "whatever's left" isn't a number, it's a habit.
  • Bring in outside accountability — even coaches hire coaches, because structure beats willpower under pressure.

Frequently Asked Questions

What is Profit First?

A cash management approach from Mike Michalowicz that allocates profit and owner pay first, as a fixed percentage of revenue, then runs expenses on what remains, rather than paying the owner last from whatever's left over.

Isn't it risky to take money out before paying all the bills?

The money isn't removed from the business — it moves to a separate account and stays there as profit and reserved owner pay, which forces more deliberate decisions about the remaining expenses.

How much should I set aside?

Start with a modest, sustainable percentage you can actually hold to every month rather than an ambitious one you'll abandon after one tight month.

If you've paid everyone else properly this month except yourself, that's the number we fix first.

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