Pearl Collective’s director of coaching, Patti Julber, and I were talking recently about why so many design firms hit a wall—and stay there.

Unfortunately, there’s no one-size-fits-all definition of stasis: Stuck looks different for everyone. To start, there are the logistical problems. Maybe you’ve hit a revenue ceiling you can’t break through, or you’re working in your business instead of on it. Perhaps you’re the bottleneck: Every major decision runs through you, and a real vacation feels impossible, so you tack a couple of days onto your holiday weekend and call it “time off.” Or your team isn’t building the creative muscle they need, so your firm can’t overcome its design limitations.

Then there are the personality issues. You keep dreaming about better results—but resist change. You’re loyal to advisors who resist change too, and as a result embrace outdated software, cling to status quo thinking, and stick their heads in the sand when it comes to an AI strategy. Or you (or someone critical to your firm) are a control freak: Everything must be done your way, and nothing goes out the door without your blessing.

If any of those behaviors sound familiar, it’s time to make a different choice.

But there are no easy answers. Growth is messy, and change is uncomfortable. If you want different results, you must accept the discomfort—and let go of some control. Most importantly, you must recognize that change is essential, especially if you’ve reached a revenue ceiling.

As Patti puts it: “Choose your hard.”

To break the patterns that limit your success, you have to be willing to decide that it’s time for different results, not different excuses. Write down a new vision—ideally one that scares you a little. Another option: Build a new ideal client profile that pushes past your current boundaries, then adhere to it relentlessly.

You also have to be willing to examine your team—and your advisors—through a critical lens. An audit can help you determine if they’re A-players who are helping you set the pace of your firm, or B- and C-players who need hand-holding to change. If you engage a consultant to do this work, make sure your staff is on board and committed to making the necessary changes. For example, if your bookkeeper resists a new accounting software that is specialized for interior designers because they don’t want to learn a different system, beware. A sad but true realization: Those closest to you can be holding you back from decisions that will take you to the next level.

After the audit, take steps to shore up your business. Document your systems and processes, and ensure that everyone follows them. If these details don’t exist on paper yet, start there. And if your systems and processes are lax or not formalized, get to work. Then make sure your team is smarter than you in the areas you don’t love. If they’re not, it’s time to level up. If you (or they) don’t want to learn new skills, contract them out. It’s often your best route to better results.

Lastly, don’t overlook opportunities for personal growth. Surround yourself with advisors and peers who push you to be better. It’s the fastest shortcut to self-improvement. And set learning goals for yourself periodically. If you don’t know how to read financial statements, take a class that’s tailored to designers.

It’s hard work, for sure, but your firm’s success depends on it.

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Gail Doby is co-founder of Pearl Collective (formerly Gail Doby Coaching & Consulting), an interior design business consultancy that helps designers, architects and other creatives increase their profitability. Doby ran her own design firm in Denver for nearly 20 years and has a degree in finance and banking. Since 2008, she has been helping designers scale their businesses profitably and reach financial freedom. As a coach, mentor and business transformation specialist, she shares innovative ways to overcome the roadblocks, challenges and detours creative entrepreneurs face. She is also the bestselling author of Business Breakthrough: Your Creative Value Blueprint to Get Paid What You’re Worth. Her goal is to empower design industry clients to differentiate themselves, drive measurable results, achieve business projections, and create personal satisfaction through game-changing strategies and business practices.