Business Was Hard Until I Understood These 4 Concepts

every business needs to solve each of these four problems in in order to make more money and scale and the first of those problems is figuring out the customer that you're actually going to serve and in talking to many of you the issue is you have no idea and that's okay because in the beginning you need to sell everyone because you have no money and they have a pulse and a credit card and you only require one of those things and so you ask them for their credit card so that you can pay your bills

so you can actually make your business work and that's okay and that's normal and that's expected but when you keep taking every single Tom Dick and Harry who can give you you know a third down today and I'll pay you when I get paid and and everything else they're like hey do you think you could you know give me the world and you're like I could give you two worlds and you're they're like awesome here's my credit card again Bill me on the fifth that's when I get paid right and you deal with all of

these bad customers and you promise the world which is normal in the beginning because there's only you and you maybe can help this person in a completely unscalable way and that's what you should do because you just need to generate income you need to generate Word of Mouth you need to help people out cool but there comes a point and it's usually around a million bucks a year sometimes three million bucks a year where the operational complexity of the business becomes really tough because now you've got a lot of different customers that all have different

needs that have different Promises at different price points that you've sold and they're still just you and so this process is the sticking point this this is sticking point number one what you have to do is you have to learn how to say no to people who are not the ideal customer and if you're like well I don't know who my deal a customer is that is the problem and so you take all of the customers that you have that you have sold over your entire history and then you look at them and you say

which of these people do I love okay column one which of these people have spent the most money column two which of these people did I have the highest operational profit from column three column four which of these was the easiest to deliver on and so you look at these different list and you're like huh are there any common themes are there are there any people who are in two or three of those columns I really like them they made me a lot of money and it was really easy to deliver the thing huh well

that's weird because that's not the main thing that I sell but I guess I have sold a few of those huh well if you were to then take that concept and say well if 10% % of my customers are in this really ideal bucket what if I had 100% of my customers that were just like that so you take the same amount of customers you currently have but they were all just that customer if you do the math again you usually make five to 10 times more money and the cool part about that process is

that it doesn't require more infrastructure you already have the infrastructure to service that number of customers you're just servicing the wrong people because you haven't learned to say no yet and so one of the most attractive things in marketing and sales is saying I don't need your money because it makes everybody want you more and so what you do to harness this is you tell everybody you actually don't want to sell that you actually don't want to sell them and crazy I know and then you let the people who are the right type of person

because they're like oh I'm not that I'm not that hate those people too oh and you say but if you just happen to be this perfect unicorn that has these two three four traits I can absolutely change your life in this very specific way that means a lot to you and they're like wow sounds like this ads just for me and that's exactly what I want and guess what happens now once you make that kind of change in messaging you attract more of that right type of customer you can now charge the premium price even

at the more operationally efficient and product High service level because now you're doing the same thing for every single customer so you get better at doing it so you get higher percentage success rates you do it at higher margins because you both have higher price and lower cost for doing this and this is how you solve problem number one but you have to learn how to say no and most people literally never learn and so I get I have had this conversation so many times that I want to shout it into a microphone which is

what I'm doing right now okay so that's how you solve problem number one problem number two that I see businesses get stuck at where they're in Rocking a hard place they're like I don't know what to do it's two sides of the same problem you either charge too little or you pay too much and I want to put caveats around this I'm a big believer in hiring great talent I'm a big believer in bringing good people in absolutely but if you want to have a frozen yogurt store and you want to pay the people behind

the counter 20% of Revenue each your business will not make money if I'm lying I'm dying if you have a physical therapy where you at Physical Therapy Clinic and you give 50% of Revenue to every one of your people tough to scale that was somebody here you have to nail the individual model where you can make enough money at full capacity and so which is going to trickle into problem three but you get into this position where like wait I realize now that I can't give profit shares to every single person I specifically can't give

Revenue shares to all these people or my salesman can't make more than I do right in the business and maybe they do in the beginning but at scale they shouldn't be able to more than the owners right then you have something that's that's mismatched and so you have to have these moments because otherwise business owners will stay in this Lane for years because they'll just say like well if I if I tell them I have to change their comp then I'm going to lose them and I'm like yeah and if you don't you'll never grow

so which one do you want to do and so that the the the nefarious part about each of these problems is that they have a appearing impossible issues with each one of them with the first one you're like well I can't say no to money because I need the money in order to pay my bills but by saying yes to people who aren't the ideal customer then I will never be able to grow this business because I won't be able to charge the premium prices get the best customers have the operational margin that I need

in order to expand and so all of these are Rock and Hard Place problems but you have to have the intestinal fortitude and this is why your lifestyle as your competitor's opportunity what you require to live on is what prevents you from being aggressive in the business to make the best decision of the business because the business doesn't care like the ideal perfect version of your business exists you just have a number of steps that you have to take to get there and the people who get there faster are the ones who are willing to

stomach uncomfortable conversations low profit months and a hit on their lifestyle for extended periods of time and so you being able to be aggressive with your lifestyle when I say aggressive I mean being able to live on very little espe especially when you're in that 1 three 5 million a year range allows you to take bigger risks think longer because you're like okay we're going to change this thing well I've got 100 Grand saved up and so I can stomach a year if I need to take nothing out so that we can make this pivot

because this what's right for the business now and more specifically this is right for the business for the next five years and so rocking hard place so if you're with the I have all these employees and they're all compensated in correctly you have to sit down and you have to say hey guys and this is how I deal with all really hard conversations I just tell the truth I messed up I said that I was going to help you guys grow with this business I said we were going to do these big things but based

on the decisions that I made because I'm a numbnuts I mispriced your compensation and because of that I'll never be able to give you career growth I'll never be able to reinvest in you I'll never be able to the opportunity to open new locations or move up in this business because this business will not grow based on how this works but if you're willing to go on this ride with me and change how compensation works and to be clear I'm taking nothing so like you work every month and you still get a paycheck I work

every month and I get poor that's the difference so I just want to be clear I'm in this ride with you and I'm Tak I'm not ask you to do something I'm not willing to do but if you're willing to go on this ride with me for six months maybe 12 months we're going to have opportunities to be 10 times bigger than this because be right for the business but you have to have that talk otherwise you will be stuck in this well if they leave then I won have a business and some of them

will leave and guess what skill you get to develop now the ability to recruit Talent with your new compensation structure with your new vision of what's going to happen in their lives along with your business so that's the second problem and the second sticking point and each of these are just these levels that people just go around and they just stay stuck for years this part 2B of that one is not charging enough and so this is the this is how it presents hey my business is at full capacity my business is at full capacity

and uh we're not making that much money and so I think I need to open a new location or I need to add another product line when this is the core thing of the business if the core thing of the business at capacity even at a small level of capacity like if you have one rep that can handle 10 people for your agency or you have one physical therapist who can handle 50 patience it doesn't matter there's going to be some ratio of of cost of goods sold and what you what you charge and then

you have other costs associated administrative and fixed cost whatever and there's going to be a a point of capacity with that small unit where if you're still not making money the business model is flawed and so either you need to find a way to dramatically decrease the cost that you have to deliver which sometimes it's the compensation of the employee team if it's way off or oftentimes it's just you're charging too little and you just and there's all these ethical things of like I feel like an impostor and I'm like dude you're not an impostor

you're broke you only get impostor syndrome when you pretend to be something you're not like I get this question all the time like I feel like an impostor for charging that much money you only feel like an imposter because you're lying if you like I had a an a agency owner yesterday who said I had an agency I got to 150 clients and I have a really good client getting system um but that that business stalled because I didn't know how to operate um and so it kind of like crashed and burned but I knew

how to get customers for my agency really really well he's like but I feel like an impostor charging for that system and I was like why and I was like is it because you're pretending you were a really successful agency owner he was like yeah I was like well then why don't you just tell the truth and say I got 150 customers despite not knowing anything about running an agency because the system's really good I suck at operating and so for that reason I'm just going to give you the system and you can figure out

how to operate the business I was like I still believe you and then you don't feel like he was like oh I guess I can just tell the truth and so the whole impostor Sy around charging if fundamentally if someone like you will only have that if you're misrepresenting something if a customer wants to pay you for something and you have the thing and they're willing to exchange it's voluntary not holding a gun to them it's exchange that's how capitalism works you have a thing they want the thing and there's a price that they're willing

to pay for it if they're willing to pay for it phenomenal like that's capitalism we want and so we try and do it as many times as we can and so the idea of like having ethics around price is ridiculous if they're will and you don't want to sell out of your wallet either there if you're broke but somebody the thing that you provide provides a lot of value to a specific person then you charge based on the value not based on what's in your wallet if you're broke and you're like this really would help

me it's like cool it'll probably help them even more and if it just happens to help you that's how capitalism works both parties say thank you so part 2B if you're at full capacity and you're not making money you often need to just charge more for the thing you have and if people say no fine guess what you get to learn how to sell better and that's a skill that if you want to build this big business you're going to have to learn anyways so you might as well face that boss now instead of just

forever being in this like I guess I need to expand this business that already doesn't work but I don't have the money to expand because the business doesn't work right and so this is impossible place that you spend for years and years where's my phone I wrote them down I should know them all but um sometimes I forget things so let's see what do we think problem number four is or number three is oh that actually leads perfectly so I remembered it before I pulled it up for the record uh the third problem that every

business has to solve is not getting over your skis not overexpanded okay so problem two often leads to problem three is that you're not making up in the core business so you say great I'll do more of this but more in that instance is more of the wrong thing like a little bit isn't working let's try a lot right you're scaling you're scaling the problems not the solution and so right glad that one hit um and so and so the idea and this H this happens most frequently I want to say most frequently with brick

and mortar because it's such a clear unit where you're like I have one location that's doing mediocre but I want to have a big Fran like I can't tell you the number of times I talk to local businesses who have this issue and it's mostly because we have this ego thing around growing revenue and so a lot of you guys are like and I say what's your goal it's like I want to go from 1 million to 3 million I from 3 million to 10 million I want from 10 million to 30 million whatever it

is right like everybody's got this big number goal and so what happens is you make the goal the thing that you focus on but when the goal is an output you then get weird about in puts because you try and make the output occur rather than thinking I have to fix this model where once I get the inputs clear I Jam as many high quality inputs into it and then Revenue occurs revenue is a consequence not a goal and so the inputs that we put in the system so when we make what we're going to

do for Content we talk about how many pieces of content we're going to make what the schedule that content is what's the checklist we're going to follow that will increase the likelihood that these video views go to the right people and get the most of them to see it if we hit 100 million like who like not who cares of course we care but what will it change about what we do all we know is that it'll just give us feedback to change our inputs but if you make me hitting this number and not attach

it to what you have to do then you start building really stupid things and so this is the classic internet marketer who scales too fast for their course business this is the agency who just takes on lots of clients because they want to hit this Revenue goal or the brick-and mor business owner who opens up a second location when their first one isn't even working and so it's like they want to get to they want to get to three so fast that they'll never get to 10 and so we did that little thing earlier where

if you build you know a building as fast as you possibly can you can't add more on top of it it just breaks the foundation's not there and so often times the fastest way to $100 million business is slower to 10 but faster from 50 to 100 and so if you can actually have that perspective you won't care if it takes you three years to get the single location right because once it's dialed then when you copy paste it it works and so the big thing that's missing when you're doing the overexpansion thing I'll tell

you what the core issue is it's who you sell too many people too fast before you hire train good enough people to backfill and then you get too many people in with not enough talent but you have bodies and not brains and so now you have to keep selling more people to manage your overhead of all these dumb people that you haven't Heen the time to train and they're dumb because of outputs and the reason that they're dumb is because you didn't train them and the real dummy is you because either you weren't patient enough

to interview more people or you weren't patient enough to train them but both of them are your fault so you get get overexpanded because you have this arbitrary goal that was around growth and not Quality quality creates growth growth creates bloat so if you make growth the goal bloat is what occurs if you make quality the goal growth occurs as a result so make getting better the goal and then you will get bigger if you make bigger the goal you'll get bigger and you'll get worse and so when I hear the many problems that come

here often times you're over your skis you over extended you have too many people and not enough smarts and so rocking hard place I have to keep selling these customers so I can cover this overhead but my reputation is getting worse and worse and worse because I can't deliver on the promises but I have to keep making the promises so I can pay my bills and that's where your lifestyle comes into play again you're like I made a goof up I need to decrease my lifestyle I'm going to stop taking money out of the business

and I need to have some hard conversations and I probably need to work overtime for a while the thing is is that the over time isn't like a week or a month sometimes it's years and it's tough you know like it's it's tough you give up weekends over and over and over and over and over again it's not like you give up weekends you just have you don't remember the last time you took one right and so I say this out of care but like it you have to be like the hardest part of being

in business is that you will always encounter these Rock and hardplay scenarios because you don't know everything and until you've been there you're like this is all going great until it's not and then you realize you're whoopsy and so I think your willingness to endure the pain of undoing your poor decision is what will get you out of the long-term pain faster but the short-term pain is way worse and so and this is where the Growing Pains come in because let's say you do pull it back you stop selling as many new customers so that

you can focus more on training the team up interviewing new candidates maybe even having to pay them more because they're more qualified because they come in with some knowledge that you don't have profit starts to drip starts to dip so what do you do well you know that if you keep going on this path and you do fix delivery you do fix churn all of a sudden you can't get your head back out of water because now you're selling people in they staying and all of a sudden you're starting to get referrals again because word

of mouth is picking up and then all of a sudden your profit goes back from negative to neutral to up to your previous Max but it just keeps going again and then you get excited and you make another dumb mistake and then you have to repeat the process again and so the thing is is like the entrepreneurial growth pass the pain of it is the big mess ups you realize you make that you then get into the Rock and heart situation and most people can't make a decision so they just straddle it and stay in

the mediocre middle destroy the reputation and stay stagnant for years and so you have to like whatever that hard sticking place you're at is is you just have to confront it as fast as human possible and so it's like I always would rather have intense short-term pain rather than very long-term pain of not living up to what I think I can do so that's sticking point number three number four I will say this until I'm blew in the face but the fourth problem that every business owner has to conquer is focus and what is so

nefarious about Focus it's so sneaky because we are rewarded as entrepreneurs for taking a leap of faith for taking a jump when there's nothing there and then something starts to work and so that's such a rewarding experience you go from complete control to complete Freedom well technically you go back to control again but I won't get into that and in that moment you're like this was the best decision of my entire life and the problem is that you should never do it again because what happens is you reinforce such a strong Loop where you're like

man and then when this gets hard like my job was you then think oh I'll do the same thing I did last time I'll switch I'll try something new and then that'll be exciting and new just like a your relationship and then all of a sudden you get out of the honeymoon phase and you realize oh there's problems in this business too and then you're like oh I'll do it worked that other time it still worked half of the time and so then you jump again but the reason that it's so nefarious besides the fact

that it's encoded in your DNA from being an entrepreneur from quitting your first thing to do this to begin with is that every time it looks different and that's why Focus is so tough and there's always a very strong argument for why you should do the new opportunity and that's why by the way as a sales pitch new opportunity is a great way to sell because it's so hard to have the discipline to be like nope I'm just going to keep doing the thing that I've been doing for 10 years and I know the good

and I know the bad but I know them both and I know where I'm deficient and I just need to do these things better for the next six months and if I just do those things better we will grow by 50% and here's the fun fact about this is that once you get to a million a month 5 million a month 10 million a month 100 Grand a month whatever going from that to 50% more a lot easier than going from zero to whatever number you were just at so if you have your current thing

you forget how much you've learned about what you're in you're in there for 3 years 5 years however many years you've been in real estate right a lot and we forget about it but this other thing has all of these booby traps all over it right this lady in the in the red dress has chlamidia she's got Daddy Issues she's got an ex-boyfriend with with a gun who who stalks her right you don't know yet because she presents the same CU anybody in a first day can look good anybody on one sheet it's like hey

my buddy's making a killing on this right and he's like oh yeah I married her sister didn't tell you about the baggage right it's that's part of it and that's why the focus part is so tough and I had to Define Focus for myself and I'll Define two words for you because it's helpful for me so one is commitment what is commitment a lot of you guys are like I'm committed commitment is the elimination of Alternatives very simple and so if you want to become more committed you eliminate alternatives and so uh there's an old

story of this where the uh where the the football coach asks one of the kids on the football team uh out to breakfast and so you know they're sitting there having a good time talking about his game talking about his future he says you know I'd like to play college ball and he's like I think you could I think you could play college ball he's like but you might not too and he's like well what do I have to do he's like well it depends he like depends on what he leans in he's like are

you interested are you committed he's likew I'm I'm committed he's like I don't know if you are he says you see your plate and he's got eggs and he's got ham on his plate he says the chicken the chicken's interested he's like the pig the pig's committed and the point there is that in order for that breakfast to occur the chicken keep having eggs over and over and over again but that pig only has one breakfast at serving and so the same way is that we have have to eliminate Alternatives it's what we like the

the word decision comes from Latin diader which means to literally cut off or to kill off and so the idea is what are what are you killing today what really juicy incredibly sexy opportunity that you know you could crush you turn down today because you made a commitment and I've I've I've been thinking a lot about the decisions of my life that have had the biggest return and the more I thought about this the more I think that actually I'll read this I'll read this to you because I think it might it might come across

better that way so I wrote this down um earlier today which is the best diet is the one you follow the best person to marry is the one you stay with the best business is the one you stick with the thing that makes it the best isn't the thing itself it's our commitment to it and so there 's a lot of different diets that work if you stick with it there's a lot of different businesses that will work for you if you stick with it but none of the diets will work if you don't and

none of the businesses will work either and I think it's a very good framework there's a perfect diet for you that's perfectly measured and would get you the absolute fastest results but if you do not stick with it it won't happen ever and so it's not about the actual intricacies of the diet it's about your willingness to stick it out and so when you listen to basos and you listen to to Steve Jobs and you listen to Sam Alman who was in charge of YC before he started open AI they talk about this one thing

and they're like you know the more I've thought about it it's just persistence it's just being willing to stay the course Despite All Odds despite the many shiny objects that come your way and just say I get it no so commitment is the elimination of Alternatives and I measure focus by the number and quality of things I say no to and so if you want to give yourself a r reward cycle which I like to do because the hardest of these ones that I struggle with is focus is that every time I say no I

give myself a mental point it's like I I'm focused I'm making an active decision to stay focused because I know that if I just only stay focused like it's hard to imagine a guy or a gal who's an entrepreneur and does just one business for 50 years and consistently has the hard conversations and just says I'm going to get better I'm going to keep learning I'm not going to repeat the same mistake and they do that for 50 years and doesn't become unbelievably successful it's hard to imagine a world where that would exist and so

we have this blank check from the universe that says I guarantee that you will be successful no matter what if you do one thing which is you just say no to everything else and so when I have these conversations the woman in the red dress always presents differently and that's why she's so sneaky and there's always a very legitimate reason why you could make money with it and the reality is you could but you can't do two things you can't be CEO of two businesses you can own multiple businesses but I'm going to be real

with you you don't you're CEO of both and you're running everything right no no no I've skilled myself out of the day today so if something happens in the business what happens my phone rings right you're not out of the day to-day if you buy a share of Apple you're out of the dayto day all right you're an owner and so use that as your litmus test do I own this business or does business own me if it owns you then you're a CEO welcome to business right and so there's this big misnomer between I'm

an owner and I'm a CEO and a lot of people say I'm a small business owner but you really don't own the business for a very long time like until you get to 1020 million a year very tough to own a business the business owns you comma that's okay because what else you g to do right you're G to work anyways so you have to be on the path but I think it's good to have Clarity around that because the amount of times it's like I've got this new opportunity vehicle and people always quote my

story back to me they're like hey but you had the jibs and then you started doing the turnaround business yeah I was 26 and before that I had nine businesses and I made no money and so this was a big Improvement for me right but the real question is not did it work but was there an alternative that would have also worked which is if I had just stuck with gyms being super real at this point in my life I probably have two or 3 hundred locations probably worth the same amount of money I'm now

and so there's the fallacy of success which is if I do this thing it will work and the fact that it works meant that it was the right call but you can have multiple outcomes that lead you to where you want to go but when you straddle multiple is where you guarantee that you'll never get there and I'm just saying this and I'm trying to beat this into ground because one I'm shouting at me mostly but also because it's probably a third of the conversations I have on a regular basis and the crazy thing is

that all the problems I just said have nothing to do with I need more leads I need to learn how to sell better I need to follow my leads faster you know I'm not retaining customers none of that these are the things that get you stuck these are very easy problems to solve Market more do more reps on the sales reach out faster these are not complicated things but it's all this crap that we stay stuck in because we stay in these Rock and Har Place scenarios which are the real core issues and the last

problem bonus that I see on a regular basis that walks through these doors is you have a product and you don't have a business so you sell One widget one time to one person there's no backend there's no upsell there's no recurring there's no Revenue retention that's from the strict definition of a business it makes money so it is technically a business but it is not an asset that is valuable and so that's something that you will consistently have to put inputs into rather than it be self- sustaining and so I've always been in the

go you know in the world and probably you are too we're like I will solve any problem no matter how complex once but I don't like having to solve them the same thing over and over and over and over again but when you're in that business you have to just keep doing the same thing over and over again and the day that you stop is the day that it dies which really just means that it's an amplified version of you in terms of a job which again is fine but I would rather build an asset

that I can own rather than just a slightly fancy or higher leverage job for myself if I can afford to do it and so when you're thinking about this with your business to be clear it's selling a better or extra version or recurring version of whatever your thing is so that people will buy again now there are businesses where it is reoccurring rather than recurring Coca-Cola doesn't have M subscription but they know that I buy and I will buy again and so if people are not buying your product again then figure out why and if

your business is one that doesn't lend itself to that at all that's one where I would say look at the other businesses that are super billion doll businesses in your space that what have they solved that you haven't and then that becomes your path and if there is no business that is in your space that sells that one thing that's very big not all businesses are worth owning and you might think wait Alex I thought that I had to stick with the hard thing and so the fundamental this is the a different Rock and Hard

Place is one of the qu essential questions of Entrepreneurship is do I push or do I pivot and so nine times out a 10 you have to push it just means I have a problem that I don't know how to solve and if you have a problem that you can at least Define the problem then you can try and solve it if you have an issue that the market fundamentally like wedding rings if you can only sell one wedding ring and you have no desire to create more wedding rings and you're not a jeweler then

it's probably not the right business for you now the caveat there is that there's probably a jeweler who that is the perfect business for and loves doing all sorts of wedding rings and then also gets into the girls rings and gets into multiple rings and and you know expounds from that because they have a specific Avatar they can serve so there's a version of this business that could work but businesses don't die entrepreneurs fade entrepreneurs lose their Sizzle they lose their love of the business and so one of the things that has helped me stay

in love with businesses that I have for longer periods of time and I've had to learn these disciplines because that's what it takes to stick with something for a very long time and if I know that sticking with something for a very long time is what's required to to build this very big thing that I want to do then I better learn that skill and so learning to relove new things in the business which I like to frame as what do I not know how to do and so I love personal development I think that

entrepreneurship is one of the best paths to making yourself better because you have such a quantitative measure of saying did you improve and so simply saying I don't know how to rather than this business won't work because is a much more empowering frame so rather than say hey this business won't work because the market doesn't like my stuff you say I don't know how to Market my stuff this business won't work because no one can sell like I can no I don't know how to get someone else to sell like I can that's solvable and

so simply reframing what I believe to be problems that I cast onto the universe is things that I cannot change where I plac the finger of blame you flipped to the thumb of accountability and say this is a skill deficiency and because it is mine I can change it and so thinking about things from that perspective has really helped me be able to fall in love with the game of business because I can constantly feel and see myself objectively get better these are skills I didn't have and now I do have this I couldn't focus

on anything for more than six months at the very beginning of my career I'm more add than you I promise I have no direct reports zero can't manage people I don't have the skill the question is what return do I get on learning everything that ilila has well she spent the last decade doing it so that's not going to be a good return on my time and so but for her to try and learn all the acquisition and marketing stuff that I know is going to not be a good return on her time and so

that's how we divide things up and so I can go deeper and better on mine and that's how you start filling out the holes in a business because fundamentally every business operates I'm trying to give a non- bodybuilding example um but you need every component of a car to work right like is the wheel more important than the engine you need both if you don't have an engine the car doesn't move you don't have wheels the car doesn't move you don't have a chassis there is no car right like there's there's these these core components

that have to exist but once you have those things if you have better grip on the tires the car will go faster if you have more cylinders in there I don't know the car analogies but you get the idea if you have faster the car goes faster and so you can still have components that can get emphasized but for the business to work you have to have all the pieces to go from zero to one but from one to n it's how many of these things are we emphasizing and that's where you can double down

on things but being able to say the problem with this business is that this is the issue we can't get this engine needs to be a 16 cylinder and it's an 8 cylinder okay so I either have to learn how to build a 16 cylinder engine or I got to find somebody who does or I got to buy a 16 cylinder engine from somebody else right but those that's how you have to approach it and so continually relearning that process has helped me stick with things because I don't feel like I'm in the same business

anymore I feel like every six months I'm in a completely different business because the problems I'm solving are different and so I'll leave you with this one last thought which is that number one I genuinely believe if you love the business or space that you're in you can take any business to 100 million I like I want to challenge somebody to tell me like a business they can't take $200 million a year I think you can absolutely take any business $200 million a year the second thing is that when you scale any business no matter

the market at the highest level your day is the same you manage a handful of very intelligent people who do their jobs on your behalf with lots of Leverage that's the end result of all of these businesses whatever business you're in and so if you're in that spot where you're like I don't like the business I'm in you're going to get to the same spot in a different business that you also won't like you have to beat the boss so that you can eventually get to the place where fundamentally you're going to have a head

of marketing you're going to have have have a head of sales you're going to have an IT head you're going to have a head of legal you're going to have a head of Finance you're going to have a head of Ops and customer success every business has it different words for different Industries but fundamentally those are the components and so if you see that as the natural extreme that's going to occur in any business the idea of switching businesses because you want to avoid what the natural stream will be is ridiculous because if you succeed

all roads lead there and so that is one of my antidotes for a weight I should switch because my day-to-day what I actually do will not change and neither will yours and so you have to push through you have to confront the fact that it will suck and you have to undo mistakes and when you undo mistakes it hurts extra bad but the alternative is you never fix the mistake you ever grow which I think is the larger mistake overall so those are the big five that people get in the rocking hard place for business

I see these every single time I I have these conversations over and over again and everyone thinks that their situation is unique that they can't raise prices because their Market is special right they they can't change the compensation because everyone will leave yep and they're going to leave eventually anyway so you might as well learn how to fix it now and they think that in order to hit the goal like they have to keep selling even though they're overextended they have no one to help them you're right keep doing that forever tell me how that

works right each of these problems feels in the moment less bad to keep doing it but what you have to do is confront it and that's the boss that you have to beat at that level so thank you guys for much for the ads hope you guys enjoyed the uh Workshop appreciate you and then