Marketero · Entrevistas
26 Harsh Lessons I Learned in 2025
62 ideas de marketing sacadas de «26 Harsh Lessons I Learned in 2025», de Alex Hormozi. Sobre todo de estrategia y decisiones de negocio, marca y…
- 62 ideas despiezadas
- Fuente Alex Hormozi
- Dura 1 h 42 min
- Publicada en 2025
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Las 62 ideas de esta entrevista se reparten así entre las etapas del marketing. El reparto es lo que distingue una entrevista de otra: dice en qué se detuvo de verdad quien hablaba.
Las 62 ideas, con su cita y su minuto
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segundo exacto del vídeo para que la compruebes tú.
La navaja de la oferta que cabe en un mensaje de texto
Oferta y precioEl filtro que usa Hormozi para saber si una oferta es buena es si se puede mandar por mensaje de texto y que el otro conteste que se apunta. Tienes esa pantalla y esas pocas palabras para decir la esencia completa de la oferta; si no cabe ahí, o la oferta tiene que ser mejor o está demasiado larga.
efficient business. Number one, and your offer, I like to use this as my kind of, um, my like razor for making a good offer is that the offer should be textable. Can I text to someone and then then say, yeah, I'm in. And that's just a great way. Like you've got this much screen and that many words to, to say the essence of the entire offer. And if you can't fit it there, it needs to be better or it's too
Escúchalo en el minuto 1:04:28
Una idea grande con diez razones, no diez ideas con una razón
Mensaje y copywritingA un amigo con una campaña compleja que vendía diez cosas distintas, Hormozi le dijo que vendiera una sola cosa y diera diez razones para comprarla. La simplificó a un gran beneficio con diez razones y logró la campaña de mayor conversión en la historia de su empresa. Sirve igual para copy, emails, pitches de venta y contenido.
Alex, what do you think? And I was like, I think instead of having 10 things you're selling, I think you should have one thing and give 10 reasons for it. And he was like, yeah, I agree. And so he simplified everything down to one big benefit and 10 reasons for that thing and had the highest converting campaign he'd ever done, uh, in the history of his company. And he has a very
Escúchalo en el minuto 1:01:16
Cada bono debe valer más que el producto entero
Oferta y precioCada bono o componente de una oferta debe valer por sí solo más que todo lo que vendes, porque los compradores son de un solo tema: siguen escuchando hasta encontrar esa única razón que les justifica la compra. Si armas la oferta pensando que el agregado vale más, ya perdiste; y si un bono es tan complejo que hay que explicarlo, bórralo, porque lo caro es el espacio mental que ocupa la explicación.
whenever you have components of an offer or bonuses that you're going to include in any kind of offer ever, any service, any, anything, right? Each bonus should be worth more than the entire value of the thing you sell. I believe that most buyers are single issue buyers, like single issue voters is that they keep listening until they have that one light, that one key, that one unlock, that one reason why that say that was worth it. And so if you ever try and put an offer together where you think, Oh, the aggregate of these things is worth more, you have already lost. And if the bonus itself…
Escúchalo en el minuto 1:03:21
Las preguntas incómodas que van por escrito antes de asociarse
Estrategia y decisiones de negocioAntes de cerrar una sociedad hay que poner por escrito qué pasa si tú ya no quieres ser socio, qué pasa si yo no quiero, qué pasa si uno muere, qué pasa si no coincidimos en dónde poner el dinero o en si vender. Esa conversación se tiene ahora con poco en juego o al final con todo en juego.
I didn't know you wanted me to do. And so you can approach from that perspective. And then you just have to say, Hey, what happens if you don't want to be a partner with me anymore? What happens if I don't want to be a partner with you anymore? What happens if you die? What happens if I die? Right? What happens if we disagree on where we're going to put the money? Right? What happens if we disagree if we're going to sell? These are all things that you have to talk about. And so you either do it
Escúchalo en el minuto 32:38
Regala los secretos y vende la implementacion
Estrategia de contenidosLa forma mas directa de construir marca es dar los secretos gratis y cobrar por la implementacion, porque la gente no quiere hacer el trabajo o no quiere hacerlo sola. Si ensenas a arreglar inodoros te llamaran igual para que hagas la plomeria; si ensenas a arreglar relaciones o negocios, te llamaran igual para que se los arregles.
I can give you, which is as always give away the secrets, sell the implementation. People do not want to do the work for whatever it is that you're showing, whether you're showing them how to fix toilets, they'll just call you to do their plumbing. If you're telling them how to fix relationships, they're still going to call you to help them fix their relationship. You tell them how to fix their business, they'll call you to help them fix their business, right? People do not want to do the work or they don't want to do it alone. Key. Myself included, I will always pay to go faster
Escúchalo en el minuto 1:36:35
El dentista que gastaba 2.500 dólares por alguien que le dejaba 700.000
Estrategia y decisiones de negocioUn dentista le dijo que no encontraba especialistas; cada uno le dejaba 700.000 dólares de utilidad bruta al año y estaba gastando unos 2.500 dólares en reclutamiento. Hormozi le planteó que si una inversión rindiera 700.000 al año pagaría mucho por entrar, así que debería pagar 50.000 o 150.000 a un headhunter: bajar de 4,6 a 4 millones de utilidad este año y gastar 600.000 en los cuatro especialistas que…
spending, you know, with on recruiting or marketing? And he was like, I don't know, like 2,500 bucks. And I was like, okay, so let's hear me out. I said, if I had an investment that, that I said would cash flow $700,000 a year, what would you be willing to pay one time to buy into that investment? He was like, I mean, if I knew it was 700 grand a year, I mean, 700. And I was like, right. So you should be more than happy to spend 50, right? On a headhunter or 150 on a headhunter to go get this level of talent. And if you, and he needed four to hit his next goal, which he had, which was like to…
Escúchalo en el minuto 1:15:39
La pregunta de las diez veces antes de cambiar de negocio
Estrategia y decisiones de negocioA alguien que pensaba cambiar de negocio le pregunto: si este negocio ganara diez veces mas dinero, lo seguirias haciendo. La respuesta fue que si, y a la pregunta de si preferiria el otro negocio la respuesta fue que no. Conclusion: no cambies de negocio, arregla el que tienes. Ganar mas dinero ayuda, pero funciona como una terapia de electroshock: sirve a corto plazo y no para siempre.
is a component of it. Like I had somebody the other day who was like, Hey, I'm thinking about switching the business. And that's how most businesses die, right? The entrepreneur just switches and says it's not worth it for me anymore. I said, if this thing made 10 times the money, would you keep doing it? And they're like, hell yeah. I'm like, would you look at this other business? They're like, no. I'm like, well then dude, let's just fix the business. Right? So making more money can help, but I will say kind of like the electroshock therapy. If it made 10 times the money, it will help in…
Escúchalo en el minuto 1:40:07
Estrategia y decisiones de negocioSi tienes miedo de tomar un riesgo, escribe paso a paso qué pasa exactamente si fracasas: vuelves a casa, duermes en tu antiguo cuarto o en el sofá de un amigo. El miedo solo existe mientras es difuso; cuando lo pones nítido casi nunca es tan grave.
is that fear exists in the fig. And so if you're afraid to take the risk, write it down in excruciating detail where you're actually afraid of having happened. Like really step by step, what happens next when you fail? You'll often find it's not that bad when you spell it out because it only exists when it's hazy, not when it's crisp. Because when you actually play it out, okay, maybe you do
Escúchalo en el minuto 0:33
Estrategia y decisiones de negocioAnte una conversación difícil o un ataque, Hormozi se hace dos preguntas: qué quiero que pase y qué aumenta las probabilidades de que pase. Su ejemplo: si alguien lo ataca online, lo que él quiere es que esa persona lo olvide, y responderle en público reduce esa probabilidad en vez de aumentarla, así que no responde.
punish them so that you want to punish them even more so that they dare not punish you, right? But when we think about these two questions, which is what I want to have happen, what do I want to have happen? And number two, what increases the odds of that happening? Oftentimes your initial reaction to what you want to do is almost antithetical to what you want to occur and what increases the chances of that happening. And so for example, if someone says something bad to me online, I might have the immediate desire to go punish them publicly, right? What do I want to have happen? I would like…
Escúchalo en el minuto 43:39
Mensaje y copywritingEl secreto del lanzamiento del libro fue hacer unos 5.000 anuncios que decían prácticamente lo mismo. Aun rompiendo récords de venta, la gran mayoría de su audiencia ni se enteró del lanzamiento, y de los que se enteraron y se registraron la mayoría no asistió: hay que repetir el mismo mensaje hasta el cansancio porque casi nadie está escuchando.
right? You will need to repeat yourself until you die. No one cares. No one is listening. And so I had so many people were like asking like, what was the secret behind the launch? It's like, I made 5,000 ads that pretty much said the same thing. Like that was it. And still most people didn't attend the launch of the book. And we still broke the records and, did all the sales and donated all the book. We did all that stuff. And still the vast majority of the people that I have in my audience, one, didn't even find out about it. And two, even if they did find out about it, didn't come, didn't…
Escúchalo en el minuto 59:50
Hablar con cada entrevistador antes de la gira de prensa
Canales de adquisiciónAntes de cada entrevista de la gira de lanzamiento habló con el host para contarle qué iba a decir y asegurarse de poder llevar la conversación a un terreno interesante para la audiencia que además promocionara el libro.
day one. And then I've got, I've got the prep that I have to do for every one of the interviews. And then I got to talk to every one of those guys and tell them what I'm going to say, and then make sure that I can steer the conversation way that's interesting to the audience. And then also still promotes the book and the other stuff. And so with each of these
Escúchalo en el minuto 15:16
Estrategia y decisiones de negocioHay que modelar lo que la gente hizo mientras subía, no lo que hace una vez arriba. Nadie se hace rico volando en privado: volar en privado es lo que se hace después de ser rico. Es como querer ser alto jugando basquetbol, cuando lo que pasa es que los altos juegan basquetbol.
will first put the disclaimer out there that you want to model the rise, not the, you know, the, the peak part. So to use an example that people can understand, you're not like, oh, I want to get rich. So I should fly private. Don't fly private to get rich. It's something that people do once they are rich, right? If you want to get tall, don't play basketball. It's just that tall people play
Escúchalo en el minuto 38:07
Sin llamada a la acción no hay monetización por mucha audiencia que tengas
ConversiónUn creador con una gran audiencia en Twitter le pidió consejo para monetizarla mejor y admitió que nunca hacía ninguna llamada a la acción para no sacrificar la buena voluntad de su público. Hormozi le respondió que si construyó la marca para ganar dinero, no puede esperar ganarlo sin pedirlo nunca: no hace falta pedir todos los días, pero sí empezar a cosechar.
following that I've built over the last however many years. And I said, okay. And he said, I would like to better monetize my following. And I said, all right, well, how many times do you like, do you, do you like what CTAs do you have? Do you, you know, what do you, what do you tell them to do? And he's like, Oh, nothing. I never want to sacrifice the goodwill I have with my audience. And I was like, okay, why did you build this brand to begin with? He said, well, I wanted to make money. And I said, okay, how do you expect to make money if you never ask for it? Because he had been taught, I…
Escúchalo en el minuto 58:15
Estrategia y decisiones de negocioCuando la meta es grande, los que trabajan duro se destrozan solos y miran al líder para saber cuándo parar. Hay que decirles explícitamente que se tomen el día o el fin de semana y desconecten, y llevar un termómetro de quién está cerca de quebrarse.
their discretionary effort towards the goal? And I will say that making sure that if you do have super hard workers in your team, hard workers will run themselves into the ground when the goal is big enough. And so they will usually look to you to see when to rest. And so you have to be willing to be like, take the day, dude, take the weekend, unplug. And then usually I've just seen, this is me personally saying this, I think that when they see it from above or see it from the person who they're quote rolling into or responsible for or getting managed by, getting led by, they can actually…
Escúchalo en el minuto 22:32
En equilibrio, sube primero la capacidad y no la demanda
Estrategia y decisiones de negocioCuando oferta y demanda están en equilibrio, el siguiente paso cuesta reputación o utilidad. Si subes la demanda pagas con reputación, porque el equipo sobreextendido no entrega la misma calidad; si subes la capacidad primero pagas doble en el corto plazo, el costo de la persona y el de entrenarla, pero después tienes ancho de banda para llenar la demanda. Hormozi cambió de opinión este año: antes recomendaba subir…
you're going to have to bear a cost and the cost will either be your reputation or your profit. And so if I increase demand, the cost of that increase will be my reputation because my team will probably not be able to deliver at the same quality they otherwise would have because they are overextended. If I increase supply first, then the bandwidth of my team will improve. And in the short term, they will have to train this new person up, which will be a cost in the business. So I'm going to almost have a double cost. They have to train this person up and I have to bear the cost of the person…
Escúchalo en el minuto 1:12:36
Una sola cosa nueva al año
Estrategia y decisiones de negocioHormozi se permite exactamente una iniciativa nueva por año porque sabe el drenaje de recursos que implica; en 2025 esa única cosa nueva fue el lanzamiento del libro. Su regla es que mientras más grande la empresa y más recursos tiene, menos cosas nuevas hace: solo cuando nada funciona conviene apretar refresh muchas veces.
And so for us, if we're going to do something new, I give myself one new thing a year. One. So what was the one new thing this year? It was the book launch. That was this year. Next year, you'll find out what it is, right? But I get one. And it's because I know what the tremendous drain of resource it is. One big thing. One new thing. And so I would say that the bigger the companies that we have, the more resources we have, the fewer new things we're doing. Because when you, when nothing works,
Escúchalo en el minuto 48:54
ConversiónDedicó 200 horas a un roadmap que divide el crecimiento de un negocio en 10 etapas: metes los datos de tu negocio y devuelve un informe con la restricción de tu etapa actual y qué hacer para pasar a la siguiente. Es gratis, y en la página de gracias se agenda una llamada con el equipo.
you're willing to fail. And real quick, I spent 200 hours this year just making this one project for you, which is the a hundred million dollar scaling roadmap. And I broke up the stages of business into 10 stages. And you can identify where you're at by simply just putting in your business information. You go to acquisition.com forward slash roadmap, and it'll spit out this custom report that tells you what the constraints are at that current level and what you need to do to graduate and get to the next level. This is our gift to you, absolutely free on the thank you page. You can book a…
Escúchalo en el minuto 19:19
Oferta y precioPara donar los libros del lanzamiento probaron varias variantes de oferta; una era pagar solo el envío de tres libros y llevárselos todos. Hormozi pierde dinero literalmente con esa oferta, incluso con los libros prepagados, y aun así las métricas de ese embudo son las mejores que ha visto en toda su carrera de marketing, y lo montaron muy rápido.
the books from the launch. And we basically made the offer pretty simple. One of the variations that we've tested, we're testing a bunch of different variations, but one of the variations was like, hey, just pay for the shipping of three books and you'll get all three books and just pay for the shipping of them. And so right now I actually lose money, like literally lose money on that, even with the books being prepaid and still. And what's, what's crazy though, is that the metrics that I've seen from that offer, that funnel are better than any that I've ever seen in my entire career in…
Escúchalo en el minuto 1:02:21
Las ocho demandas del año fueron todas con amigos
Estrategia y decisiones de negocioTuvo ocho juicios en un solo año y todos fueron con gente que era amiga o cercana. Su argumento: si la mitad de los matrimonios termina, creer que con un amigo no hace falta contrato es ingenuo, y además el conflicto aparece años después, cuando el negocio por fin da dinero.
So I said this year was a tough year. I had eight lawsuits this year, right? And most of them were at the very beginning of the year. And I dealt with almost all of them. And here's the part that people won't tell you. All my lawsuits have been with people who are friends of mine or friendly. And if you're like, huh, well, I can't believe that he would get in arguments over his friend. What do you think divorces are, right? Like we humans think that we're somehow immune of like,
Escúchalo en el minuto 30:20
El lider siempre es el problema, no a veces
Estrategia y decisiones de negocioCuando un area, departamento o linea de ingreso va mal, la causa es el lider: siempre, no a veces. Si una funcion es mediocre es porque su lider es mediocre. Puede ser el lider y el equipo, o solo el lider, pero nunca solo el equipo, porque un lider mediocre convierte a un gran equipo en uno mediocre y un gran lider puede darle la vuelta a un equipo mediocre.
a huge learning for this year. Next one is if there's ever a problem in an organization or department or a line of revenue, look at the leader. And here's the, here's the rule. The leader is always the problem. Not sometimes the leader is always the problem. So if a function is mediocre, it's because the leader is mediocre, period, full stop, no questions. So it's either the leader and the team or just the leader, but it's never just the team. So if the leader is mediocre and then they brought in mediocre people, it's the leader and the team. If the leader is mediocre and you've got a great…
Escúchalo en el minuto 1:33:29
Construye marca demostrando la habilidad que casi nadie en tu mercado puede demostrar
Marca y posicionamientoPara construir marca hay que elegir asociaciones curadas que refuercen la posicion que quieres ocupar en la mente del prospecto, y la mejor via es la demostracion de habilidad: identifica algo que muy poca gente en tu mercado sabe hacer y que tu puedes demostrar mejor que nadie, y hazlo hasta que te sangren los ojos, porque cuando ya estes cansado el mercado todavia no sabra que existes.
want to build a brand in 2026, I want to think about what are the curated associations that I want to make that will reinforce the position that I want to have in my prospects minds. What things do they like that? I want them to think of me when they think of that. And so that's what we want to do. So what do you think we're going to do? I'm going to do a lot more business fixing next year and I have to build a lot more infrastructure in order to do that, but it's going to be demonstration of skill, right? What's something that very few people can do in your market that you can demonstrate…
Escúchalo en el minuto 1:37:20
Prueba de calidad del equipo: podrian montarlo por su cuenta
Estrategia y decisiones de negocioSi crees que tu responsable de ventas no seria capaz de salir a vender por su cuenta, o que tu responsable de marketing no podria montar una agencia, entonces probablemente no son buenos en lo suyo. Si ninguna de las personas que tienes podria hacerlo sola, no tienes gente lo bastante buena. El miedo a que te copien es falso: si no traes a esa gente, vas a estar haciendo tu el trabajo el resto de tu vida.
of all the skill of all the players within it. And that was just a bit like, if, if you don't think that your head of sales could go do sales and like, if you're, if your person marketing couldn't start a marketing agency, then they're probably not that good at marketing. Right? And so that's, that's kind of the thinking process is like, if none of the people that you have could go do it on their own, then you probably don't have good enough people. And that's the thing is you have this fear of like, Oh, what if I, if I bring somebody in who can do it on their own, they'll just steal my…
Escúchalo en el minuto 1:28:47
Seis VSL editados para acortar y a la vez decir más
ConversiónPreparó seis video sales letters y en cada pasada de edición se exigía lo mismo: acortarlo, meter más dentro, agregar visuales y narrativa, minimizar el riesgo percibido y ampliar el beneficio potencial de la oferta.
so video sales letter, I had six of them, every single one of them painstakingly crafted where I have to say, I got to get it shorter. I got to get it shorter, but I have to stuff more in here. I got to get it shorter. How can I put more visuals? How can I put more narrative in it? How can I, how can I minimize the downside? How can I express more of the, of the upside potential of this
Escúchalo en el minuto 14:11
El error de no dejar la prensa encolada antes del lanzamiento
Canales de adquisiciónReconoce como fallo propio del ano que planeo un gran golpe de PR para el cierre del lanzamiento y quedo en nada: no le dedico atencion real ni a la agencia ni al plan. Apenas se vieron articulos sobre alguien de internet duplicando un record mundial, y admite que habria sido perfectamente evitable si hubiera dejado la prensa encolada de antemano.
that, like, the stages can only keep getting bigger. I'll tell you a failure that I had around the launch. I think on the PR front, I had planned for a big PR kind of blast off on the back end of that. And basically that, that fell flat. Not basically the, the PR firm that I had, I didn't have really any attention to put towards it. And I saw it as it was a miss. It was a miss. It's like, how many articles did you see about somebody, it's like some internet person doubling the world record? Not that many. And that like, that would totally have been fixable if I had just had queued up a bunch…
Escúchalo en el minuto 1:39:08
Cuanto mejor funciona algo, más probable es que cambiarlo lo empeore
Medición y experimentosMientras más madura y más apilada está la estructura de un negocio, más alta es la probabilidad de que el próximo movimiento distinto sea el equivocado. Su versión de marketing: si tienes un control que ha ganado 36 split tests, la probabilidad de que tu variante lo mejore es baja, y el movimiento con mejor riesgo ajustado es hacer más de lo que ya funciona.
have been properly placed. And so the higher the likelihood, the next move is the wrong move if it's something different. So I'll give you a marketing version of this. If you have something called a control and you have a variant when you run a split test, AB split test, if you have a control that you've run 36 split tests on, and it has won 36 of those, it is the number one control, the likelihood that you changing that resulting in an improvement is low. And so if you think about your business as it currently stands, there's many different ways to align these variables. Almost all of them…
Escúchalo en el minuto 47:53
Escala cero: si te requiere a ti, no funciona
Estrategia y decisiones de negocioLa navaja que usa hoy Hormozi es que si algo lo requiere a él, no funciona. Internamente lo llama escala cero: hay que escalarlo a él hasta cero para poder escalar el negocio hasta infinito, porque si no el fundador siempre será el límite. Puede costar algo de utilidad en el corto plazo, pero se recupera con creces después.
But if you draw the line, you have to say that you will not do anything in order for it to scale because otherwise you will absolutely be the limiter of your own growth. And I don't think we are as special as we think we are. And so you might kind of just have to give up some profit in the short term, but you'll make more in the long term. And so this has been kind of like a thingy process for me, which is at this point, the razor I have is if it requires me, it doesn't work. That's how I think about it now. And so I use the term internally from my head and Layla and I talked about this…
Escúchalo en el minuto 1:11:04
La regla de los 14 dias para saber si alguien es un jugador A
Estrategia y decisiones de negocioNunca ha encontrado a un jugador A al que no reconociera como tal dentro de los primeros 14 dias, asi que usa ese plazo como criterio de decision. Si a los 14 dias la persona no se ve como una A, no vale la pena esperar a que se convierta en un siete: la tolerancia a los no-A hay que bajarla, aunque sea culturalmente duro dejar ir gente.
dreams can also fit inside of it. And I'll just say on a tactical level, this has almost become my razor. I have yet to find an A player that I don't immediately know is an A player within the first 14 days. It just hasn't happened. And so I think what's really happening for me now is that my tolerance for not A players has just gone down. I can just say like, I'm sure they're okay. And I'm sure we can give them time. And I'm sure they could become a seven. And so what? They're not going to be an A. Why bother? And that is a hard culture to enforce because people don't want to let other
Escúchalo en el minuto 1:21:02
La dureza mental se descompone en cuatro variables medibles
Estrategia y decisiones de negocioAnte un evento negativo hay cuatro niveles: cuánto aguantas antes de cambiar tu conducta, cuánto la cambias, qué tan rápido rebotas (resiliencia) y hasta dónde rebotas (por debajo, a la línea base o por encima). Al medirlas dejan de ser una arenga y se pueden entrenar una por una.
something bad is that the first level is how much bad stuff can happen before you force it to change the way you live. The second component is, okay, something rattles you enough that you'd start, you change the way you behave. Once you change the way you behave, basically how upset do you get? How low do you go? Somebody who's more mentally tough would take longer to get upset. And then if they do get upset, they do snap. They only change their behavior a tiny bit. That's it. So they're not like, start taking heroin and I'm going to go cheat on my wife and I'm going to go, you know, drive…
Escúchalo en el minuto 5:47
Los seises arrastran a los ochos: de 14 vendedores a 6 y vendieron más
Estrategia y decisiones de negocioSi tienes cinco ochos y cinco seises en un equipo, los seises arrastran a los ochos y terminas con puros seis y siete; al echar a los cinco seises, los ochos se vuelven nueves. Hormozi tuvo un equipo de 14 vendedores con un caso de robo tapado por otros y lo recortó de 14 a 6: esos seis cerraron más negocios que los 14.
of A player culture. A players cost more per headcount, but not in actuality. So let me give you an example. If you had five eights and five sixes on a team, what really happens is that the sixes pull down the eights and now you just have a bunch of six sevens. Anyways, the smart move is to fire all five sixes. And what happens is your eights become nines and you never needed the sixes to begin with. And that is something that I've seen over and over and over again. I had a team of 14 sales guys at one point and we had a cancerous. There was a one guy was stealing. Some of the other guys knew…
Escúchalo en el minuto 1:19:15
La marca se construye de abajo hacia arriba: qué quiero y esto me lo da
Marca y posicionamientoPara construir marca hay que razonar cada pieza desde qué quiero y si esto me ayuda a conseguirlo, en vez de tomarla prestada de un molde ya hecho. Así la marca sale única, porque nadie tiene tu misma experiencia, y puedes defender por qué crees lo que crees; si no puedes explicarlo, es que alguien te lo dijo y nunca lo cuestionaste.
comfortable. And if you don't like them, wear whatever shoes you want. Right? And so I think that when, and this actually has a tie into marketing, which I think is important, which is like, if you want to make content, you want to, you want to build a brand of some kind, the brand has to get built from the bottom up. You have to reason from that perspective. What do I want? Does this help me get it? And when you think that way, you actually be able to build a unique brand because no one will have the same exact life experience as you. And when you do that, that is what creates the unique…
Escúchalo en el minuto 28:19
Lo que frena tu contenido es el comentario de un desconocido
Estrategia de contenidosCuando alguien no publica contenido, el miedo concreto es que una cuenta desconocida escriba palabras en una pantalla que le hagan sentir mal. Dicho así, no conseguí mis metas porque temía que alguien que no conozco dijera que soy malo, el freno se cae solo.
I don't want to post this content. What? Because you're afraid that some unnamed account or some named account will write words on a screen that you'll read that will make your feelings go away. That is what will stop you from achieving your goal. Having a stranger tell you to fuck off because you reached out is the reason. That's it. You're like, I didn't achieve my goals because I was afraid that somebody I don't know would tell me that I suck. When you say it like that,
Escúchalo en el minuto 1:20
Con 16 a 20 millones de seguidores, casi nadie se entero de su lanzamiento
Canales de adquisiciónAlgo solo es un gran acontecimiento si tu lo conviertes en uno. Pese a tener entre 16 y 20 millones de seguidores sumando todos sus canales y a haberlo intentado con muchas ganas, la enorme mayoria de la gente ni siquiera se entero de su lanzamiento. La marca hay que reforzarla constantemente y empujar el limite cada vez mas para seguir siendo relevante.
of brand, brand has to be constantly reinforced. So you need to keep pushing the envelope to stay relevant. Something is only a big deal if you make it one. No one knew about the launch. No one. I have almost 20 million or 17, I don't even know what it is, between 16, 17, between 16 and 20, I haven't checked in a while. 16, 20 million followers or subscribers across all different channels or whatever. The vast majority of people did not know about the launch. Didn't even know about it. And I tried really, really hard. And in order to stay relevant, you still have to keep going bigger and…
Escúchalo en el minuto 1:38:00
El estandar del asistente ejecutivo: respuesta en 60 segundos
Estrategia y decisiones de negocioLo que le falto durante anos en un asistente ejecutivo fue velocidad por encima de todo: alguien que responda siempre dentro de los primeros 60 segundos, sin importar la hora. El fundador puede pasar horas sin escribir, pero en el momento en que escribe necesita atencion y recursos completos, porque en ese instante el asistente es su cuello de botella.
on the other side. I knew it in theory, but I hadn't experienced it, which is speed over everything. I needed someone who will always respond to me within 60 seconds, no matter when I message. And I will go for hours and hours and hours with nothing. And then the moment I message you, I need full resources, full attention, because in that moment you are my constraint. And I needed someone who had more competence, general horsepower. So I will say this for,
Escúchalo en el minuto 1:31:10
Como contratar un asistente ejecutivo: paga mas, busca mas inteligencia y exige velocidad
Estrategia y decisiones de negocioSu receta despues de fallar doce veces contratando asistentes ejecutivos: paga mas de lo que esperabas pagar, busca a alguien mas inteligente de lo que creias necesitar, deja claro que la velocidad de respuesta no es negociable y hazle ver el video de maker vs manager para que entienda como funciona tu forma de trabajar.
this, this followed up. And so I'm sharing this so that for those of you who are like, man, I really need executive assistant, pay more than you expect. Look for someone who's more intelligent and say speed is non-negotiable and have them watch the maker manager video, because I think that will give a huge amount of context to how you work your life. And so for me, that, that was a huge,
Escúchalo en el minuto 1:33:11
1.700 slides: primero el guion palabra por palabra, después la lámina
Estrategia de contenidosPara el webinar del lanzamiento escribió antes cada palabra que iba a decir, la editó en varias pasadas y solo entonces la pasó a las slides: 1.700 en total. No usó IA para armar las slides porque ninguna imita su estilo; sí la usó para generar el visual de cada lámina.
particular thing? And then as I was creating the slides, right for, for the webinar, I wrote out every single word first and then went through multiple passes of editing. And then after editing the actual words, every single word that was said was prepared. And then those words had to get on the slides. How many? 1,700 slides. How much AI was used in the making of those slides? Zero. Me, because as of right now, there's nothing that makes slides like me as of yet. Maybe there will be. Currently, it doesn't not the style I like. And so I'm there pasting these things like, Holy shit. This, and…
Escúchalo en el minuto 14:26
La gente paga por ir mas rapido y por no pagar el impuesto de la ignorancia
Oferta y precioEl motivo por el que regalar el conocimiento no mata la venta es que el comprador siempre pagara por ir mas rapido, por reducir riesgos y por evitar retrocesos. El propio Hormozi consume contenido, concluye que quien lo dice sabe de lo que habla, y paga para acelerar y para que le adapten ese consejo generico a su caso concreto, porque no quiere pagar el impuesto de la ignorancia.
to do the work or they don't want to do it alone. Key. Myself included, I will always pay to go faster and decrease risks so they don't have to do backtracks. Like I get the DIY. I will consume something and be like, this person clearly knows what they're talking about. I will pay to go faster and I will pay to have you take this generic thing, make sure it's applied to my business so that it's right. Cause I don't want to pay the tax of ignorance. And so if you know this to be true, then the question is, if I
Escúchalo en el minuto 1:36:53
Las combinaciones raras son las que hacen mirar dos veces
Marca y posicionamientoLo que llama la atención es la mezcla que no encaja: cuerpo de gimnasio, ropa de campo, citas de filósofos antiguos y mucho dinero. Cuando las piezas no van juntas la gente hace un doble take; una identidad comprada entera de la estantería no genera eso.
And so then when people see them, they double take because they're like, wait a second, these pieces don't go together. And what does that do? It makes you interested. And so let's say that you have the body of a meathead and you dress like a redneck, but you quote ancient philosophers and you're also extraordinarily wealthy. That's weird, right? That's odd. And so if that's you, then you will probably attract attention. And so a lot of people want to live a unique life,
Escúchalo en el minuto 25:19
Miles de creativos y una máquina que se autoalimenta
Estrategia de contenidosPara el lanzamiento hicieron del orden de 3.000 anuncios distintos, y Hormozi apuesta a que 2026 será de hiperpersonalización a escala porque con IA se generan muchas más permutaciones y más rápido. Lo importante no es solo producir volumen de creativo, sino instalar la máquina que lo autoprolifera: que los clientes generen creativo que traiga clientes que generen más creativo.
moving in general, it's going to be about hyper personalization. So with AI, you can create way more permutations, but faster. And so I think we're going to have personalization at scale. And that's 2026. That's, I mean, right now it's the end of 25, but like, I'm just calling this right now. I've already seen crazy returns that we're seeing in the portfolio with this across all the companies. Like this is the future. Like you need, you need to be able to create lots of creative. And what's more important is you need to be able to create the machine that consistently self proliferates the…
Escúchalo en el minuto 1:07:03
Anunciar la meta del lanzamiento a toda la empresa
Estrategia y decisiones de negocioFijó públicamente dentro de la empresa la meta de vender 100 millones en un fin de semana, para que todos la supieran. Cuando alguien preguntó qué pasaba si no la alcanzaban, su respuesta fue que quedarse en 70 u 80 millones seguía siendo un gran resultado: el compromiso es con el intento, no con el número exacto.
have them in your life. And so when I decided to launch this book, $100 Million Money Models, the goal was to do $100 million in the weekend. And I made that goal public within the company. So everybody knew. And one of the people on my team said, well, what if we don't hit it? And I remember almost being like disgusted. Like that was like my physical reaction to when that person said that. And I remember just looking at him and I was like, dare greatly, motherfucker. Like, what's the point?
Escúchalo en el minuto 2:00
El cliente de 4.000 dólares al mes que financió su primer gimnasio
Oferta y precioCuando abrió su primer gimnasio, Hormozi tenía un único cliente de entrenamiento personal que le pagaba unos 4.000 dólares mensuales en efectivo por 90 minutos diarios, cinco días a la semana. No era escalable ni vendible, pero le daba de comer y le permitía posponer la gratificación en el resto del negocio: un ingreso de múltiplo bajo puede ser correcto si sostiene lo demás.
So when I started my first gym, I had one personal training client who paid me in cash every month. He paid me about $4,000 a month in cash for personal training. It was like 90 minutes a day, five days a week. So it was a lot of personal training. But that guy giving me that cash every single month, even though it was not scalable, it was not something that I could sell someday, that money paid for me to eat, right? And it allowed me to delay gratification on the rest of the business. But somebody who would be a purist of like, well, you should eat even more shit. You should, you know, you…
Escúchalo en el minuto 56:59
El riesgo real no es la decisión tonta sino la segunda mejor
Estrategia y decisiones de negocioEl mayor riesgo del negocio no son las decisiones estúpidas, que son poco probables, sino dedicarse a la segunda, tercera y cuarta cosa más rentable en vez de la más viable. Cuando la pregunta de por qué no puedo hacer más de lo que ya funciona se pone difícil, uno se distrae con problemas razonables que nadie le va a reprochar resolver.
So instead of you bucking up and saying, I'm going to focus on this very hard problem, you then distract yourself with reasonable problems that no one will blame you for solving. Because the biggest risk to the business is not like a stupid decision because those are unlikely to actually occur. The real risk to your business is the second, third, and fourth most profitable things that you could do rather than the most viable thing that you can do. This is a very important lesson for me this year. And so when you get clear on what the harder question is that you need to ask
Escúchalo en el minuto 50:45
El lanzamiento del libro se pudo hacer por contratar cuatro líderes antes
Estrategia y decisiones de negocioEl lanzamiento del libro estaba planeado para febrero y hubo que posponerlo porque el equipo no tenía ancho de banda. Se pudo hacer en agosto porque 90 días antes contrataron cuatro directores y líderes que ampliaron la capacidad de la empresa.
to fill up the demand side. And so the reason that we were even able to do the book launch this year, we actually originally were going to do it in February, couldn't do it because we didn't have the bandwidth. And then we're able to do it in August because 90 days prior, we hired four directors and leaders in the business, which expanded the capacity of the business so that we could do the launch.
Escúchalo en el minuto 1:13:13
El que distrajo al equipo fue el, al perseguir una oportunidad sin sumar infraestructura
Estrategia y decisiones de negocioReconoce que las veces que su equipo se distrajo en su carrera fue el quien los distrajo: tomo recursos de una unidad que ya estaba funcionando y los mando a perseguir una oportunidad nueva sin aumentar la infraestructura. La leccion es que abrir un frente nuevo exige recursos nuevos, no reasignar los del frente que ya esta ganando.
times in my career where I have quote gotten distracted has actually been, I distracted my own team from winning because I told, I took resources from here and said, Oh, we're going to also pursue this opportunity, but I didn't increase infrastructure. And so I think this is honestly like this, this is one of the big reasons why I finally feel like I figured out how do we go
Escúchalo en el minuto 1:24:52
Estrategia y decisiones de negocioRechaza la centralizacion: la meta es que cada funcion se vuelva autosostenible lo antes posible, idealmente desde el dia uno, y si necesita inversion de la matriz esa inversion se trata como un prestamo que hay que devolver rapido. Cada linea de ingreso debe tener un lider independiente que sea dueno de su propio P&L para poder concentrarse solo en hacer ganar esa unidad.
people need to stay focused, shared resources, split resources. And so our goal, especially in terms of how we're running the company is that as fast as possible, we want to allow functions to be self-sustaining and ideally from day one. Right. And if not, we need to look at that investment from Holdco, something that has to get paid back as fast as possible so they can become independent. And so this is a little bit more of an operational thing, but the way that I think about this is like kind of like revenue lines. So I do not like centralization. I want, I want independent leaders who own…
Escúchalo en el minuto 1:24:15
El lanzamiento llevó 400 páginas de copy solo en emails
Mensaje y copywritingLos flujos de email del lanzamiento sumaron 400 páginas de copy, y hubo que revisar cada combinación posible de flujo una por una. Había más palabras escritas en los emails que en el propio libro que vendían.
that had been repeated many, many times? Of course not. The amount of times I had to double check every single email flow from every single potential combination is 400 pages of copy. There was more copy written just in the emails than words in the book. And then every single VSL,
Escúchalo en el minuto 13:53
Si el lider te necesita para generar el ingreso, no merece el incentivo
Estrategia y decisiones de negocioLos lideres de cada linea de ingreso deben estar incentivados sobre el resultado final, pero solo si de verdad la conducen ellos: si necesitan al fundador para generar el ingreso, entonces el conductor sigue siendo el fundador y no les corresponde el incentivo. Construir algo grande exige encontrar gente excepcional, pagarles bien y quitarse de en medio.
the big, the big W. I'll give you a couple of tidbits on the leaders to do that. You need leaders who can, who can drive the revenue lines and are incentivized on bottom line. And if they need you, they don't deserve the incentive. If they need you to drive the revenue, then they are not the driver. You are still the driver. If you really want to build something big, you have to be able to find people who are exceptional, compensate them well, and get out
Escúchalo en el minuto 1:27:30
Estrategia y decisiones de negocioLos incentivos economicos sirven para atraer talento pero no para sacarle el maximo rendimiento, porque llegan demasiado espaciados en el tiempo. La conducta se refuerza en el momento: una droga engancha por lo rapido que se siente el efecto, y las redes sociales por la notificacion instantanea. Por eso hay que disenar en la operacion refuerzos que ocurran en tiempo real, y ninguno de esos es financiero.
The non-financial incentives will become significantly stronger than the financial ones because the financial ones are too infrequent. So if we think about how behavior works, behavior is reinforced in the moment. Latency beats intensity every day and twice on Sunday. The reason that one drug is more addictive than another is purely based on how quickly you feel good after you take it. That is how addiction works. Why are inhalants so addictive? Because it's immediately in your bloodstream. Why is Facebook or these social media things so addictive? Because the red light happens immediately…
Escúchalo en el minuto 1:22:27
Con la IA todo se comoditiza y solo queda la marca
Marca y posicionamientoComo los servicios, los productos y el contenido se vuelven cada vez mas faciles de reproducir con IA, lo que queda es la marca, y la marca es con quien y con que te asocias. En un negocio local esa marca es basicamente el boca a boca y las resenas online; en casi cualquier otro negocio es eso mas todo el contenido que publicas.
case, because services and, products can become increasingly commoditized and listed goals and content, things like that are, are easy to reproduce. How can you build a brand? Right? So branding, the act of it is who and what you associate with. That is what will matter. And so in a world of AI, you have to be thinking about this. And so if you're a local business, for example, your brand will be mostly word of mouth and the reviews about you online. That's what the reality is. But just about every other business, it's that plus all of the content that you're making publicly. Right? And so…
Escúchalo en el minuto 1:35:58
Medir el récord que quieres romper antes de calibrar el esfuerzo
Investigación de mercado y clienteAntes del lanzamiento miró quién tenía el récord: Obama con unas 800 mil copias y el príncipe Harry con 1,4 millones, gente con recursos enormes. Como no podía competir con su fama, compitió con lo único controlable: cuatro años de trabajo previo sin que nadie lo supiera.
this launch, the Guinness world record-breaking launch, right? The guy who owned the record before that, Prince Harry, had almost doubled the guy who ran, who owned the record before that, which is President Obama, right? So Obama was at 800 something thousand, Prince Harry was at 1.4 million. And I'm thinking, these guys have tremendous resources at their advantage. And they wanted
Escúchalo en el minuto 12:21
Estrategia y decisiones de negocioLa mayoria de los negocios no se quedan sin dinero: el fundador se queda sin voluntad. Asi mueren casi todos, con el emprendedor cambiando de negocio porque dejo de valerle la pena. Por eso hay que cambiar el marco y asegurarse de que aquello por lo que se sufre valga el sufrimiento.
me. We'll do better next time. Next one, the greatest risk to the business is that you don't feel like doing it anymore. This is super real. So the reason that people, like most businesses don't actually run out of money. The founder runs out of will. And so like, you have to, you have to get, you have to have the frame shift to, it has to be worth suffering for. And I do think that making money is a component of it. Like I had somebody the other day who was like, Hey, I'm thinking about switching the business. And that's how most businesses die, right? The entrepreneur just switches and says…
Escúchalo en el minuto 1:39:45
Estrategia y decisiones de negocioLa mayoria de los negocios no se quedan sin dinero: el fundador se queda sin voluntad. Asi mueren casi todos, con el emprendedor cambiando de negocio porque dejo de valerle la pena. Por eso hay que cambiar el marco y asegurarse de que aquello por lo que se sufre valga el sufrimiento.
me. We'll do better next time. Next one, the greatest risk to the business is that you don't feel like doing it anymore. This is super real. So the reason that people, like most businesses don't actually run out of money. The founder runs out of will. And so like, you have to, you have to get, you have to have the frame shift to, it has to be worth suffering for. And I do think that making money is a component of it. Like I had somebody the other day who was like, Hey, I'm thinking about switching the business. And that's how most businesses die, right? The entrepreneur just switches and says…
Escúchalo en el minuto 1:39:45
Estrategia y decisiones de negocioLa mayoria de los negocios no se quedan sin dinero: el fundador se queda sin voluntad. Asi mueren casi todos, con el emprendedor cambiando de negocio porque dejo de valerle la pena. Por eso hay que cambiar el marco y asegurarse de que aquello por lo que se sufre valga el sufrimiento.
me. We'll do better next time. Next one, the greatest risk to the business is that you don't feel like doing it anymore. This is super real. So the reason that people, like most businesses don't actually run out of money. The founder runs out of will. And so like, you have to, you have to get, you have to have the frame shift to, it has to be worth suffering for. And I do think that making money is a component of it. Like I had somebody the other day who was like, Hey, I'm thinking about switching the business. And that's how most businesses die, right? The entrepreneur just switches and says…
Escúchalo en el minuto 1:39:45
Construir marca le costó dos años de ingresos a la baja
Marca y posicionamientoHormozi estuvo estancado en 30 a 40 millones al año durante tres años con Gym Launch hasta que entendió que necesitaba construir marca, algo que tomaba años. Cuando tomó esa decisión su ingreso cayó mucho durante los dos primeros años: el cambio de orden de magnitud exige órdenes de magnitud de tiempo y esfuerzo, y por eso la mayoría se queda en mejoras incrementales.
In a more recent one, I was at 30 to 40 million a year for three years for gym watch. And the big aha that I had was that I needed to build a brand and that took years. And so when I went into it, I was like this, I will have to keep doing this for many years before I'm going to bear any fruit from this. And my income, when I made that call, went down for the first two years by a lot. And so I think you have to be willing to stomach that period of time or you will never be able to do the real solutions that are really going to move the needle because most business owners will do the second…
Escúchalo en el minuto 53:40
Cambiaron 11 de 11 directores en 12 meses en Gym Launch
Estrategia y decisiones de negocioEn los primeros años de Gym Launch, Alex y Layla concluyeron que toda su capa de directores no daba el nivel y rotaron 11 de 11 directores en 12 meses, lo que arrastró también a equipos enteros contratados con una vara baja. La moral quedó destruida ese año y a los seis meses la cultura estaba peor que al empezar, pero siguió siendo la decisión correcta.
two examples of this. So one, early days of gym launch, Laila and I realized that we had an entire tier of directors that were not competent enough. And so over the next 12 months, we had to turn 11 out of 11 directors. Very painful. And when you turn directors, what do you think you also have to do? Sometimes you have to turn the teams underneath because they had a low bar. And so they brought in a lot of low bar people. There was obviously some good people they brought in too, but like very, very painful process. Kind of killed morale for that whole year. But we knew that we were going to…
Escúchalo en el minuto 52:40
Estrategia y decisiones de negocioPara armar un negocio de cien millones necesitas uno a tres fundadores con nivel de nueve cifras, debajo unos dos emprendedores capaces de veinticinco millones, debajo cinco capaces de diez millones, y debajo de esos muchos capaces de siete cifras. El ingreso agregado de la empresa es la suma del potencial de todos los jugadores que hay dentro.
If you have a hundred million dollar business, you might have one or two founders or three founders who have nine figure founder, you know, skill sets. But the people who are going to run within that is the next tier of people are all call it eight figure or multi eight figure entrepreneurs. And so in order to create the hundred million dollar business, you might have two $25 million entrepreneurs and then, and then five, $10 million entrepreneurs who run the next tier. And then underneath of them, you've got many seven figure entrepreneurs, right? And so it's almost like the aggregate of…
Escúchalo en el minuto 1:28:12
Estrategia y decisiones de negocioHormozi dice no haber visto nunca a alguien alcanzar su potencial cuando su pareja no apoya su trabajo, ni siquiera siendo neutral. Con esa pelea esperando en casa, la persona empieza a irse temprano, a no tomar los proyectos grandes y a fijarse metas solo adecuadas.
The biggest one is if someone's spouse or a significant other is not a fan or supportive of the job or the work that they have, they will never achieve their potential. And it's sad, it's unfortunate, but, and it may be controversial for some of you, but I have yet to see it. If you have a spouse or a significant other, somebody you live with, someone who's like your other person, and they're, they're not like, even if they're neutral, you will not achieve your potential.
Escúchalo en el minuto 20:03
Cuatro locales, dos hundidos y un gerente que llegaba drogado
Estrategia y decisiones de negocioUn dueno con cuatro locales, dos rindiendo bien y dos mal, le pedia consejo tactico de precios y ventas. Tras muchas preguntas aparecio el dato real: quien dirigia los locales malos era un amigo de toda la vida y adicto, que llegaba a trabajar drogado cada dia. Ningun consejo tactico sirve ahi, porque nadie sigue a un lider al que primero habria que pedirle que llegue sobrio.
owner the other day and he had four locations. Two of them were doing well, two of them were doing poorly. I asked a zillion questions to finally get to the, fun fact, which is that he had somebody in the company who was running them, who was a longtime friend. And also we'll just say an addict. I'll just say that. And every day was coming up to work, messed up, inebriated, whatever you want to say. And he was asking me for tactical business advice. When I was like, there is no tactical business advice. There is nothing that will matter because every, no one will listen to somebody who…
Escúchalo en el minuto 1:34:11
Estrategia y decisiones de negocioEl experimento del malvavisco enseña a posponer la gratificación, pero si la pospones indefinidamente trabajas toda la vida para nada y te mueres con un montón de migas sin usar. Una vez aprendida la postergación, la tarea más difícil es decidir cuándo aceptar la recompensa, porque no se puede sembrar para siempre.
people then assume that delaying gratification is always the best course of action. And this is why this is a very interesting lesson. If you delay gratification indefinitely, then you will work your entire life for nothing because you have delayed gratification and then you will die. Said differently. If you were the ant that always saves up your money for the winter and you keep saving, keep saving, keep saving, and then you die, you have a big stack of crumbs that you will never have done anything with. And so the question is no longer like once you have learned to delay gratification, so…
Escúchalo en el minuto 54:44
Pensar en negocio de negocios y equipo de equipos, como Amazon
Estrategia y decisiones de negocioSu gran desbloqueo para pasar de unos cientos de millones a mil millones al ano fue dejar de intentar hacer un solo negocio mas grande y empezar a pensar en un negocio de negocios y un equipo de equipos. Amazon no es una empresa sino muchas lineas de ingreso que operan como negocios distintos bajo la misma marca, cultura y objetivo, y cada una (AWS, logistica, marca propia) tiene su propio CEO y equipo de liderazgo.
from a few hundred million to a billion a year in sales? Like this is like, this is for the more advanced business owners. This is the big unlock is that you have to think of business of businesses. You have to think of team of teams, right? And so it's not like, Oh, Amazon is this one business. Amazon has many revenue lines and they function as basically just many businesses under the brand of Amazon. They have the same culture. They have the same ideals. They strive for the same ultimate outcome and they're aligned in that way. But the actual doing this of AWS versus the logistics business…
Escúchalo en el minuto 1:25:10
Los tres libros se escribieron a la vez, cuatro años antes
Marca y posicionamientoLa serie completa se escribió de una sola vez hace más de cuatro años como un único libro enorme, y luego se partió en tres para que cada tomo representara su concepto y la serie culminara con un lanzamiento de 100 millones. El material estuvo cuatro años guardado esperando el momento.
a project of love. I was like, this is something that I had worked. I mean, the first, all three of my books were actually written at once. So you want to talk about a long-term plan. I began writing these four plus years ago and it was one Mondo book. And then I thought, wouldn't it be amazing if I could culminate the a hundred million dollar series with a hundred million dollar launch. But each of the three books had to, had to represent what the concept of the book was about. And so I've had this waiting for four years before I could share it. And so I think
Escúchalo en el minuto 16:58
Pasado cierto tamaño te pagan por el criterio, no por las horas
Estrategia y decisiones de negocioObservando a quienes pasan de mil millones a diez mil millones, concluye que a partir de cierto punto la compensación viene de la calidad de tu criterio y no de la cantidad de trabajo. Por eso cambió de modo: planifica primero su vida personal y deja que el negocio llene los huecos.
planning my personal life first and allowing business to fill in the cracks. And I have such strong reinforcement cycles of having worked for so long, so many hours that I just, I have to unlearn how to work all the hours of the day. I wish I could say it's discipline and all that stuff. It's like, I've been rewarded and reinforced for doing this for so long, but it really is less effort for me to work all day than it is to stop working. And so that's kind of the path that I'm in right now. And when I observe the people who are going from, you know, a billion to 10 billion or 10 billion and…
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Un lanzamiento de libro de 106 millones en menos de tres días
ConversiónHormozi cerró el lanzamiento de su libro con 106 millones de dólares en ventas en menos de tres días y batió el récord Guinness al libro de no ficción de venta más rápida de la historia. Sus empresas facturaron más de 250 millones ese año.
My companies did over $250 million in revenue last year. I broke a Guinness World Record for the fastest selling nonfiction book of all time. I did $106 million in sales in under three days. My mother also died last year. And I want to compress everything that I learned this last
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