The Hidden Cost of False Assumptions in Your Business

This year felt like a sudden whirlwind for us.

We really thought we had everything planned out... our home expansion timeline, holiday plans, pregnancy preparations. Even our resources were mapped out with buffers and emergency funds. Our days were scheduled down to the hour... work, business, community volunteering, family.

We were running the gears at full speed - and we genuinely felt good about it.

Then reality tapped us on the shoulder.

Some of the things we assumed were true... weren’t exactly true.

We didn’t overspend, but we did allocate our finances as if our margin was bigger than it actually was.

We didn’t burn out, but we booked commitments like our energy was unlimited.

Instead of having the extra time and space we thought we had, we slowly realized we were running on lower fuel than expected.

That moment taught me something important. And it’s something I see in businesses all the time... we tend to overestimate our capacity in our minds.

That’s normal. It’s a very human habit.

Sometimes we think we can take on one more project.
Sometimes we assume we’ll magically find time next week.
Sometimes we believe the budget can stretch a little more without checking the actual numbers.

We don’t do it on purpose. We just... assume.

Where This Shows Up in Business

Maybe you thought you had the budget to bring in another team member, so you started interviewing... then realized onboarding would stretch you thin.

Or you stacked your week with calls because the calendar looked open... but forgot how much energy those conversations actually take.

Or you sent multiple proposals because everything seemed manageable... then felt the weight of fulfilling everything all at once.

These things sneak in quietly. But they all come from the same place... assumptions that weren’t checked properly.

So how do we avoid repeating the same pattern?

The M.A.P.S. Method

A simple way to check your assumptions before you commit to anything big or small.

I created this because I needed something easy and realistic... especially in a season like pregnancy and running a business at the same time. Now I use it with clients all the time.

Think of it as: M.A.P.S.

M: Map the requirements

What does this decision actually require from you?

For example: hiring someone sounds simple, but the real requirements include onboarding, explaining your processes, giving system access, preparing SOPs (even the simple ones), answering their questions daily at the start, weekly check-ins, and the mental load that comes with guiding someone new.

Launching a program? It needs content prep, updating your backend, scheduling posts, creating assets, setting up automations, testing links, preparing onboarding, delivering sessions, and being mentally present for the people inside.

Even saying yes to three new clients means additional admin, more communication threads, deliverables, and the context-switching required to serve them well.

Once you map things out... you see the real picture, not the ideal version in your head.

A: Assess your capacity

Do I actually have space for this?

Not just time on the calendar... but energy, mental focus, emotional capacity, and the current season of life you’re in.

If I add this, what needs to be removed, delegated, or automated?

P: Project the future

If I move forward with this decision, what does life look like in 1 month... 3 months... 6 months?

Some things feel small today but multiply quietly over time: like weekly calls, ongoing content, recurring client work, or training someone new.

S: Set margins

Margins are your breathing room.
Emergencies, tech issues, low-energy days, pregnancy fatigue, family needs... they always happen.

If your plan has zero margin, it won’t feel sustainable.

Bonus: Ask for a second eye

Sometimes you’re too close to the situation to see the blind spots.

A quick check-in with someone you trust can save you from saying yes to something your future self won’t appreciate.

A Client Example

I had a client who wanted to launch a group program and hire a VA at the same time. On paper, it felt doable... “If I get a VA, I’ll have more time for the program.”

But once we mapped out everything needed... the systems setup, onboarding, documentation, tech updates, fulfillment, and training... it became clear that doing both at once would stretch them thin.

So we focused on the program first.
We set up the backend, built the automated pieces, finalized delivery, and made sure it ran smoothly.

Then, once they had margin, we brought in the VA.

Because we aligned their assumptions with their real operational capacity... everything moved easier.

Better decisions come from clearer systems

Assumptions aren’t the issue.
Assumptions without validation are.

If you feel like things are getting heavier or you’re unsure whether you really have the capacity for the plans you want to pursue... this is exactly the work I help clients with.

If you want support in mapping out your systems, checking your real capacity, and making your business feel smoother again...

Let’s hop on a 20-minute discovery call.

We’ll look at your backend together and make your next decisions clearer and more grounded.