We’re startup junkies here at UpStart. We can’t imagine doing anything else. But if you haven’t started a company before, we have news for you:  It’s not all sunshine and rainbows. As a founder, you will have some dark days. Days when you can’t help wondering if you should just pack it in and get a job. Here are a few classic founder days from hell, and what to do about them.

Left at the altar.

Problem: You’re eight meetings in with your dream partner / investor. You’ve agreed to terms. It’s back and forth with the lawyers now. Practically in the bag. And then, the unthinkable happens. Phone calls and emails go unreturned. Suddenly it hits you: They’re just not that into you anymore.

Solution: Always generate multiple options, and pursue them in parallel. That way, if one falls through, you won’t have to start from scratch. Also, you might find ways to work with multiple entities. And if you have a few deals in the works, you’ll gain better insight into the terms the market will bear, which could lead to better deals.

Painful pivot.

Problem. Most times, Plan A doesn’t work. Not completely, anyway. As a founder, you’ll have to decide what parts of your strategy to stick with, what parts to change as part of a strategic pivot – and when to make those changes. The decisions themselves can be gut wrenching. Are you being impatient? Maybe you should stick it out just a bit longer… Or maybe you’re ignoring the obvious, and you should have changed gears months ago. Oh, and by the way, you’re going to have to explain pivots to investors and employees in a way that doesn’t dampen their enthusiasm.

Solution. When planning your business, identify variables that you’ll need to test, and may need to adjust. Make those variables clear to investors, partners and management in advance, and establish timelines and performance metrics for making the decisions. That way, you’ll all know what you’re testing, how you’ll judge results, when you’ll decide whether to change, and what to adjust if necessary.

Damaging defection.

Problem. During the early stages of a startup, your resources are scarce. You’ve only got a few people on your team, and you need them all. You may also have just a few customers. Losing any of these can give you that “the sky is falling” feeling. But then one day it happens – usually at the worst possible time. Your protégé gets an offer at a VC firm he can’t refuse. Your partner announces she’s going back to school for a PhD. Your primary contact at your best customer switches companies. Just like that. Poof.

Solution. While there’s surefire no way to prevent surprises like these, there are some measures to take. First, try to establish clear policies, like asking for a reasonable notice period before people or customers leave. Then, avoid burning bridges. When I launched my first startup, I was just months into a new job. I was petrified to tell my boss, but she was surprisingly supportive. That was 15 years ago, and I’m still grateful. I’ll also remember the lesson next time I’m in her shoes.