Marketero · Entrevistas
25 Brutal Truths I Wish I Knew in My 20s
17 ideas de marketing sacadas de «25 Brutal Truths I Wish I Knew in My 20s», de Sabri Suby. Sobre todo de estrategia y decisiones de negocio, conversión y…
- 17 ideas despiezadas
- Fuente Sabri Suby
- Dura 26 min
- Publicada en 2025
Ver la entrevista entera en YouTube
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Resolver y estudiar únicamente los problemas inmediatos del negocio en lugar de dilemas hipotéticos
Estrategia y decisiones de negocioEvita consumir contenido o buscar soluciones para problemas teóricos que aún no existen en tu empresa (como la estrategia de venta o salida antes de generar tracción). Aplica un aprendizaje justo a tiempo, consumiendo libros o recursos únicamente para destrabar el cuello de botella actual, como la captación de leads o la gestión de equipos.
Which brings us to number 12. Stop looking for answers to problems that you these problems that I don't even have that are like, I don't want to start this business because you can't sell this kind of business or it's not going to be a great exit. How about you just get to a couple of million in revenue or 10 million in revenue and you build a team and then you ask yourself that have yet. And it wasn't until I stopped reading a whole bunch of random business books and only read books that would help me solve a problem that I have right now in my business. Cool. I can't get enough leads. Let…
Escúchalo en el minuto 11:19
Toma de decisiones con la regla del 80% para priorizar la velocidad
Estrategia y decisiones de negocioEn los negocios siempre existe un riesgo inherente y recopilar información exhaustiva retrasa la ejecución. Es más efectivo decidir cuando se cuenta con el 80% de la información y avanzar rápidamente, ya que el mercado premia la velocidad de ejecución sobre los planes perfectos pero tardíos.
number seven. Speed wins. You want to move quickly and with confidence. When to make. And most people, they worry enormous amount of time trying to get all of the information that it is that they need in order to make the correct doesn't matter how much information that you get, there is always inherent risk like you have 80% of the information that you need in order to make a decision, you make it and you move on. Because the market rewards speed is absolutely everything right. Some dude out there with an imperfect plan that is being violently executed today is going
Escúchalo en el minuto 6:34
Estrategia y decisiones de negocioCuando un negocio o equipo tiene el viento a favor y las cosas empiezan a fluir, es el momento de acelerar al máximo y meter una marcha más, ya que recuperar la inercia perdida es sumamente costoso y mantenerla multiplica el avance.
us to number 17. Momentum is fuel. When the wind is on your back, that is the sign that you should row harder. Because once you lose momentum in business, on a sales team, in anything, it's very, very hard to get it back. And when you do have it, you can make more progress than you've made in the last 12 months, in the last month. What I have learned is whenever things get easy or whenever you feel like things are clicking and you've got momentum, that is the time that you need to double down and go even harder. Because if you row harder in those periods, you're just going to cover so much…
Escúchalo en el minuto 16:45
Marca y posicionamientoIntentar agradar a todo el mundo diluye el mensaje y destruye el impacto del contenido. Para generar autenticidad, conversación y viralidad, es necesario fijar una postura definida, dejar claro qué defiendes y contrastar abiertamente con la postura contraria, en lugar de mantener una comunicación neutra y complaciente.
everyone to like you. Actually, if everybody likes you, you're doing trying to appeal to everybody, and I was day and age, if everybody likes you, then you are doing something wrong >> Instead, be confident in who you are, right? And what your superpowers are and the things that you're standing for and put a line in the sand and in fact, throw stones at people on the other side of that line. be unapologetically you because you are going to resonate with so much more people as being authentic and real. And that's how you're going to get your content shared online. That's how people are going…
Escúchalo en el minuto 21:49
El fundador debe inyectar ritmo e intensidad directamente en los equipos
Estrategia y decisiones de negocioLas organizaciones operan por defecto a un ritmo tibio; el fundador no debe esperar que los mandos intermedios tengan su mismo nivel de empuje, sino intervenir activamente en las divisiones clave para imprimir intensidad y velocidad.
four. Companies don't heat themselves. It is the founders's job to inject heat, pace, and intensity. Companies just exist right at room temperature. And if you just leave them and you let the teams that you build operate them, and you don't step in as the founder, they just become lukewarm. Because from all the one thing is constant. The energy and the heat is the most potent at the top with the founder. So you need to know how to move into within your organization into a team into a certain division of your company that needs some intensity and be able to inject that heat. Do not completely…
Escúchalo en el minuto 3:34
Estrategia y decisiones de negocioAntes de dedicar tiempo a investigar y aprender nuevas habilidades, se debe verificar si ya se está ejecutando al 100% lo que ya se sabe, evitando caer en la sobreinformación y la procrastinación intelectual.
brings us to number 15. To know and not to do is not to know. What I mean by that is we often know what it is that we need to do in our lives and we've spent an enormous amount of time in researching what to do and then we simply don't do what it is that we know. So there's no point in knowing at all. instead of just looking at the skills that I do have and applying them 100% to my business. And now whenever I go down the road of acquiring a new skill, I first ask myself, am I doing the things that I already know? And is this just mental masturbation in going out there and further researching…
Escúchalo en el minuto 15:08
Estrategia y decisiones de negocioEl verdadero enfoque y la productividad no se consiguen sumando nuevas metodologías de gestión del tiempo, sino restando compromisos y eliminando decisiones cotidianas innecesarias para concentrarse en lo esencial.
number 16. Focus is more about what you say no to than what it is you say yes And I used to think that I would get more productive by adding things in and get more focused by all the things that I wanted to work on. when realistically you get focus through subtraction and just removing everything. Removing all the decisions about what color clothes and t-shirts that it is that I need to wear, what time that I'd be working out, when I would be working out, what I would be eating every day. Which brings
Escúchalo en el minuto 15:59
Acelerar la curva de aprendizaje mediante un grupo recurrente de pares expertos
Estrategia y decisiones de negocioPara acelerar el aprendizaje y dominar una nueva habilidad, organiza una reunión recurrente (preferiblemente semanal) con personas que persiguen el mismo objetivo o están más avanzadas, estructurando la llamada para analizar qué funcionó y qué falló en los últimos días.
do, then what you want to do is you want to build a room of people that are all trying to pursue that same thing or that are already at that level. Because And the biggest cheat code in order to hit your goal is to create a room of people that you get together with once a as frequently as possible. Once a week is the cadence that I like to shoot for. things that you tried in the last week. What worked? what didn't work and tell that you create a reoccurring calendar invite that is a Zoom call and you get the smartest people that you and forth and I can basically shortcut that learning curve…
Escúchalo en el minuto 7:45
Construir sistemas de conversión y seguimiento antes de escalar la inversión en tráfico
ConversiónAumentar el presupuesto publicitario incrementa el flujo de prospectos hasta un punto donde el seguimiento comercial colapsa si no hay infraestructura previa. En lugar de reaccionar cuando los leads ya se están perdiendo, se deben anticipar los cuellos de botella del embudo y operar la infraestructura comercial como si el negocio ya estuviese en el siguiente nivel de escala.
Losers react and leaders anticipate. the are the upstream problems that I see that are coming and how do I anticipate them and build teams and system to solve any of those downstream problems are you're going to be spending more money on advertising, you're going to be getting more leads. If there's more leads coming through, things are going to slip through the cracks and there's to that situation and you're like, "Oh my god, I can't believe the sales team are allowing this to happen. Like, why are they allowing these leads to get wasted? why are they not following up on them? No, that was…
Escúchalo en el minuto 22:50
Estrategia y decisiones de negocioCuando un negocio se estanca, la solución rara vez consiste en exprimir un 1% o 2% extra dentro de la zona de competencia habitual del fundador. El salto al siguiente nivel exige tolerar la incomodidad de volver a ser un principiante en áreas críticas de la empresa donde se carece de experiencia.
make you grow the most. In business, we typically have a superpower and we have a default to only work on the things that are within our zone of competence. But realistically, it's very rarely that the the answer to the next level that you're trying to get to is within your zone of competence. The reason that you are stuck where you are right now is because you're working on these things that you've probably been working on for a long period of time and you're trying to squeeze an extra 1% out of them or an extra 2%. When realistically it is a complete other different place that you and…
Escúchalo en el minuto 12:42
Estrategia y decisiones de negocioMantener un estilo de vida austero y reinvertir cualquier excedente de ingresos en el desarrollo de habilidades y en el crecimiento del negocio permite construir riqueza real a largo plazo, evitando el gasto improductivo destinado únicamente a proyectar estatus.
brings us to number 25. Live like you're broke. In today's day and age, everyone is far too concerned about looking rich rather than being rich. One of the that I did is I lived like I was broke, right? I lived off such a small amount of money and I took any surplus in money that I've got and I invested that in either skills or I invested it into my business. You want to live well below your means in your 20s. You are going to create a surplus of money that you do surplus. If you're always playing the game of keeping up with the Joneses or looking a certain way, then you will never really get…
Escúchalo en el minuto 25:09
Estrategia y decisiones de negocioMantener un estilo de vida austero y reinvertir cualquier excedente de ingresos en el desarrollo de habilidades y en el crecimiento del negocio permite construir riqueza real a largo plazo, evitando el gasto improductivo destinado únicamente a proyectar estatus.
brings us to number 25. Live like you're broke. In today's day and age, everyone is far too concerned about looking rich rather than being rich. One of the that I did is I lived like I was broke, right? I lived off such a small amount of money and I took any surplus in money that I've got and I invested that in either skills or I invested it into my business. You want to live well below your means in your 20s. You are going to create a surplus of money that you do surplus. If you're always playing the game of keeping up with the Joneses or looking a certain way, then you will never really get…
Escúchalo en el minuto 25:09
Asignación de un tema anual único para evitar la dispersión de esfuerzos
Estrategia y decisiones de negocioIntentar avanzar en múltiples objetivos importantes simultáneamente dispersa la energía y frena el progreso; seleccionar una sola prioridad temática al año y eliminar distracciones secundarias permite generar un salto cualitativo real en esa área específica.
to number nine. Pick a theme for every year. Far too often in my 20s, I just spread myself too thin and I thought In all reality, right, you need to cut off all the other things in order to get a huge level change in the one thing that you're trying to do. So, every year
Escúchalo en el minuto 8:56
Aplicar un estándar de excelencia intransigente a cada activo de marketing individual
ConversiónAl desarrollar activos de conversión (como páginas de aterrizaje o embudos de venta), el estándar de ejecución debe ser convertir cada pieza en el mejor referente existente dentro de su nicho, cuidando los detalles y el acabado al nivel de una obra de arte.
How you do anything is how you do everything. This is probably the most to do in life, just do it to the best of your ability. go all of the way. And it's how the Japanese turn anything into pride that they do. In business, all of the success comes from the small things. get together with my team, say I'm getting together with my conversion rate optimization team and we're going over funnels and they're building a landing say, you better make sure that that is the best dog food landing page that exists anywhere on planet Earth. So much so that you would be willing to stand on a stage in front…
Escúchalo en el minuto 13:44
Estrategia y decisiones de negocioEl nivel de energía del emprendedor determina directamente lo que puede aportar al mercado y generar en ingresos, por lo que priorizar la condición física no debe postergarse bajo la excusa del trabajo intenso.
Your body is the first business that But you want to get in the best shape that you possibly can as quick as possible. Once you do, everything because you can only put out into your marketplace to what it is that you possess within yourself. And more often than not, people who have the most energy make the most amount of money. into shape. And I used to tell myself in my 20s, like, it's okay not being in the best shape of your life. Like, this is the hustle season. This is when you're grinding. Like, just get your business, get your money up. But all of that is a lie because you can get all…
Escúchalo en el minuto 2:12
Estrategia y decisiones de negocioEl éxito rara vez proviene de una ventaja inicial o casualidad aislada; se construye expandiendo la superficie de suerte mediante un alto volumen de acción deliberada y acumulando fracasos necesarios antes de acertar.
to number Two, luck is the shadow of action. It's movement, not meditation. gotten success, their background is just littered with failures. I have never met a successful entrepreneur that doesn't have like two or three big epic failures before they hit it. And the reality of it is that they have just increased their surface level of luck because they have taken so much action and they've failed at so many things that they have just created their own luck from the level of action that it is that they've
Escúchalo en el minuto 1:24
Comprometer un horizonte de 36 meses con impaciencia en la acción diaria
Estrategia y decisiones de negocioPara alcanzar metas de negocio significativas, se debe mantener una alta urgencia e impaciencia en la ejecución diaria pero paciencia con los resultados, asignando al menos un plazo de 36 meses en lugar de evaluar el éxito a los 30 días.
five. Dedicate 36 months to a goal and not 30 days. Be impatient with action, but patient with results. It wasn't
Escúchalo en el minuto 4:46
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