Running a business isn’t just about revenue, operations, or leadership—it’s about people. And when you deal with people, things can get beautifully complicated. Ben Haugh, owner of All Nation Restoration, has built his company with a heart-first approach. He believes in doing the right thing, putting people before profit, and helping those in need. But even the best intentions can collide with tough business realities.
One issue Ben has faced, which often goes unspoken among entrepreneurs, is when an employee asks to borrow money.
At first glance, it seems simple: someone needs help, you help them. But Ben soon learned that this scenario reveals more about workplace culture, boundaries, and character than he ever expected.
In the early stages of running All Nation Restoration, Ben felt compelled to say yes whenever an employee came to him in need. A car broke down. Rent was late. A medical emergency drained someone’s savings. With a compassionate heart, Ben would offer help. But over time, patterns started to emerge—some that stung more than others.
There were two types of situations, Ben realized. And they were wildly different.
“When someone comes to you not with humility, but with blame—when they start the conversation by accusing the company of being the reason for their hardship—that’s a red flag,” says Ben.
These are the situations that challenged Ben’s values the most. An employee might come in bitter, suggesting their low hours or their pay rate was the reason they couldn’t make rent. Rather than taking ownership of their financial struggle, they redirected the responsibility toward the company. It created tension, discomfort, and a feeling of emotional manipulation.
In contrast, there were other moments that reminded Ben of why he started this business in the first place.
One employee was hit by a drunk driver and had only liability insurance. He came to Ben, vulnerable and shaken. Another had a child battling a life-threatening illness and needed support. These employees didn’t come with blame—they came with honesty and humility.
“You can feel the difference—when someone is coming to you with sincerity, and not entitlement,” Ben reflects. “Those people, they always pay you back. Always.”
This pattern made Ben rethink how he approaches these requests. It wasn’t just about being generous anymore—it was about stewarding trust responsibly. That meant drawing boundaries, not just to protect the business, but to preserve relationships.
According to Harvard Business Review, setting emotional and financial boundaries is essential for leadership. Leaders who overextend themselves—emotionally, financially, or otherwise—risk burnout, resentment, and blurred professional lines. In Ben’s case, the generosity he offered sometimes led to feelings of betrayal, especially when repayment didn’t happen or the relationship soured.
Psychologist and leadership expert Dr. Henry Cloud echoes this in his book Boundaries for Leaders. He argues that the health of a team is directly tied to the clarity of expectations and consequences. Helping an employee out of a genuine need is noble. But if there’s no structure or accountability in place, you’re creating confusion and, potentially, resentment.
Ben started noticing something deeper: the impact his decisions had on company culture. When you say yes too easily, you set an unsustainable precedent. When you say no too harshly, you risk alienating your team.
So how do you thread the needle?
Ben now evaluates these situations through a lens of character and circumstance. Did the employee approach with ownership? Are they taking steps to improve their situation? Is this a one-time crisis or a recurring pattern?
By shifting from emotional reaction to strategic discernment, Ben’s learned to preserve both his generosity and his sanity.
“I want to help. Always,” Ben says. “But I’ve learned that real help isn’t just giving money—it’s fostering resilience, humility, and personal responsibility.”
If you’re a business owner who’s been in Ben’s shoes—or could be—here are a few best practices to consider:
1. Create a Written Policy
While it may feel cold or impersonal, having a written policy for employee loans or financial assistance adds clarity. It ensures fair treatment and removes guesswork from emotionally charged situations.
2. Separate Personal Emotion from Business Logic
It’s okay to feel empathy—but don’t let it override your responsibility to the business and your team as a whole. A loan gone wrong can lead to resentment, gossip, or even legal headaches.
3. Offer Resources Instead
Sometimes, pointing employees toward community programs, financial counseling, or temporary support options can be more sustainable than giving a direct loan.
4. Treat It Like a Contract
If you do decide to lend money, write it down. Set a repayment schedule, and have both parties sign. It helps preserve the relationship and ensures everyone’s on the same page.
Ben Haugh’s experience is a reminder that owning a business means walking a fine line between compassion and discipline. It’s about being there for people without losing sight of your boundaries.
Yes, help when you can. Yes, show up for your team. But don’t let guilt or pressure lead you into decisions that compromise the long-term health of your business—or your relationships.
Sometimes the best thing you can do is say no—with grace. Other times, the best thing you can do is say yes—with structure.
In a world that often expects leaders to be everything to everyone, Ben’s story is a breath of honest air. It’s a reminder that you can lead with heart—and still protect your business.
So to every entrepreneur navigating the gray areas of leadership: stay strong, stay focused, and stay in business.
