Hi, I'm Tina Degge. My business is Therapy Center of Texas (therapycentertx.com), where I provide pediatric and adult speech language therapy through in clinic (Spring/Woodlands TX area), teletherapy, and home based services. I specialize in helping individuals improve communication, speech, language, cognition, swallowing, and overall quality of life. My outside interests are spending time with family, traveling, and volunteering with 2 non profits redM (joinredM.com) and Wounded Heroes hunting Camp (WHHC.org)

Identifying Risk in Your Small Business Every small business carries at least one risk capable of crippling operations and most have a handful. The challenge isn’t that risks exist; it’s that many owners don’t identify them early enough to prepare. Some threats are obvious, like a sudden change in government regulations that reshapes your industry overnight. Others are harder to spot, such as a disruptive competitor quietly gaining traction until your customers start drifting away. Internal risks matter just as much. A key employee leaving can stall momentum, delay projects, or create knowledge gaps that take months to rebuild. Cash‑flow shortages—often the silent killer of small businesses—can turn a healthy operation into a crisis with one slow sales cycle. Legal exposure, natural disasters, or relying too heavily on one customer or revenue stream can also put your business in a fragile position. The goal isn’t to eliminate risk; it’s to see it clearly. When you understand where your vulnerabilities are, you can build buffers, diversify revenue, strengthen processes, and create contingency plans that keep your business resilient no matter what comes your way. What is your biggest risk? Be honest, if you don't know, you better ask someone who has more insight or experience. There are always risks.

You’re in the middle of your proposal, your prospect interrupts you and says, “I’ve seen enough. Show me the price.” How do you respond? Most salespeople try to defer pricing until they’ve shown “value” by saying something like this: “We can certainly get to the price, but before we do, I’d like you to see the value in what I’m offering. And I can’t do that until we go over all the details first. Responses like these destroy trust because it feels like you’re hiding something. You’re subconsciously saying, “That’s a dumb question.” The prospect feels like their parents are scolding them. My take? Questions aren’t something you dodge; they’re something you answer. Salespeople don’t determine value; buyers do. And buyers can’t determine value without price. So if a prospect asks for the price, tell them the price, even if it’s a range. Like this: Prospect: “I’ve seen enough show me pricing.” Salesperson: “It’s between 2-4K per month.” Then stop talking. Here’s how this typically plays out. Prospect: “Wow, that seems high.” Salesperson: “Seems like affordability might be an issue for you.” (Labeling: Chris Voss) From there, you might discover that price isn’t the real objection. Prospects: “Well, actually, we only can handle about 20 more customers a month, and your plan shows 40.” Or “This isn’t something we’re looking to do this quarter.” You get the idea. You’re seeing if the price is a smokescreen for other concerns. Or you might discover price is their only concern: Prospect: “It is. The price is more than I expected.” Salesperson: “I’m sorry. What did you expect?” Prospect: “$500 per month.” Salesperson: “Sounds like you’ve seen comparable solutions in that price range.” Prospect: “I haven’t, but this just seems high to me.” Detach from the outcome. Salesperson: “It feels like we should scale back the proposal and review some other options in your price range.” Prospect: “Yes. That would be great.” The takeaway? Let go of holding price hostage.