Marketero · Entrevistas
Brutally Honest Truths That Give You an Unfair Advantage in Life
35 ideas de marketing sacadas de «Brutally Honest Truths That Give You an Unfair Advantage in Life», de Alex Hormozi. Sobre todo de estrategia y…
- 35 ideas despiezadas
- Fuente Alex Hormozi
- Dura 36 min
- Publicada en 2025
Ver la entrevista entera en YouTube
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Canales de adquisiciónSi no tienes dinero y quieres hacerlo, no te puedes permitir la vergüenza: toca puertas, llama, manda correos, mensajes y DMs, y pide, porque las puertas que cambian una vida no se abren solas. El cálculo es asimétrico: al contactar a un desconocido siempre sales mejor que antes, porque o consigues una venta o consigues una experiencia, y ambas te dejan mejor. En el peor caso recibes un no y aprendes de él, y…
want to be crystal clear here. If you have no money and you want to make money, you should have no shame. Knock, call, email, text, DM, ask. Life-changing doors do not open themselves. And sometimes I feel like reach out to a stranger, no matter what happens, you always come out better than before because you either have a sale or you have an the crazy thing about trying is that it has an asymmetric riskreward return. So worst case is you get a no and you learn unlimited shots while you're alive. And But what you're paying with is time." Fine. Pay more time. Get more tickets.
Escúchalo en el minuto 29:27
Escribe de quién es exactamente la voz que te frena
Estrategia y decisiones de negocioEjercicio concreto: anota qué te está deteniendo y, sobre todo, de quién es la voz o el juicio que temes. Solemos decir que es la sociedad, pero al aterrizarlo casi siempre son dos personas concretas. Hormozi lo hizo ante la decisión de vender su empresa y descubrió que estaba paralizado por una sola persona a la que consideraba amigo; al reducirlo a ese nombre, la pregunta pasó a ser si iba a darle a esa persona…
a time. And I would write this down of like what are the things that are stopping me? And more specifically, whose voice do I hear? Whose voice or judgment am I afraid of? Because usually it's people. It's society is what we say. But it's usually like two people. And when I was able to narrow it down to just that one person's voice, I thought myself, am I going to give that person power over my entire life, which is literally what it was. I was choosing not to make a decision because of someone else. That person has complete power over me. And I was like, well, that's a terrible reason not to…
Escúchalo en el minuto 32:40
Estrategia y decisiones de negocioCuando algo te da miedo, divídelo en pedazos y escribe los dos o tres pasos siguientes; el miedo vive en lo difuso y desaparece en lo específico. Al hacerlo con su renuncia, Hormozi vio que el peor caso era dormir en sofás de amigos, recuperar su empleo o quedarse con una experiencia interesante que contar en una entrevista, y que el único riesgo real era la opinión de gente que no le importaba.
Number two, I played out plan B, which is, okay, let's say I actually completely fail. What happens? I was like, well, I'm not really going to be okay, so I would probably just couch surf. I'd have a little bit of shame, really do? Well, I could always apply to get the job that I had back, or I could up for something cooler later. And so, all of a sudden, I was like, wait, so my plan B is that I just have a cool experience that I can talk about at a actually sound that bad. And so, there's this huge amorphous fear, but I've just noticed in my life that fear only exists in the vague. It…
Escúchalo en el minuto 8:12
Foco es la cantidad de cosas a las que dices que no
Estrategia y decisiones de negocioCompromiso se define como la eliminación de alternativas y foco como hacer el mínimo número de cosas fuera de aquello en lo que te concentras. Por eso los trucos de productividad que agregan actividades a tu vida son contrarios al foco: la productividad viene de lo que eliges no hacer, incluido el entorno (ventanas, gente que interrumpe, notificaciones de Slack).
four, selective productivity. Productivity comes from all the things that you choose not to I see commitment as the elimination of alternatives. So, if I get married, then similar to focus. Focus, if you think of focused person does the fewest things Focus is about the number of things that you say no to. Having this framework is, else. Right? People are always trying to they want to add things to their lives completely counter to what focus even means. It's getting rid of everything Now, part of that also means environmentally, right? So, if you like office and people can knock on the door…
Escúchalo en el minuto 3:13
Lo que quieres está detrás de conversaciones difíciles que postergas
Estrategia y decisiones de negocioTodo lo que quieres se encuentra al otro lado de unas pocas conversaciones incómodas que vienes aplazando; la gente o crece hacia su potencial o repite los mismos seis meses de su vida una y otra vez, y la diferencia es cuántas conversaciones difíciles está dispuesta a tener y con qué rapidez las tiene una vez que sabe que hacen falta. Si crees que tenerlas es duro, el resultado de no tenerlas lo será más.
those things will help you. Number eight, hard conversations create opportunities. Hard truth, everything you want is on the other side of a few hard conversations that you have been putting off. People either grow into their potential or they keep living the same six months of their life over and over again. And the difference is how many hard conversations you're willing to have and how fast you have them once you realize you need to. If you sherk I get it. So if you think having uncomfortable conversations is hard, just wait until you see the result of not having them. It will be harder.
Escúchalo en el minuto 14:07
Estrategia y decisiones de negocioSe puede medir cuánto poder tiene alguien por el tiempo que transcurre entre el momento en que toma una decisión y el momento en que esa decisión ocurre en la realidad; alargar ese lapso es la receta para sentirse impotente. Hormozi tardó seis meses entre decidir dejar su trabajo en consultoría y renunciar efectivamente.
fear of rejection. And so I remember when I when I when I quit my management consulting job, which took me six pedestal. It took me six months of I decided I wanted to quit. It took me six way, you can measure how powerful someone is by the distance between when they make a decision and when it happens in reality. So, if you want to feel impotent, then take as long as you possibly can between when you make a decision and when you act on that decision. Now, for me, it was 6 months.
Escúchalo en el minuto 7:20
Estrategia y decisiones de negocioLa duda propia se supera por repetición, no por creencia ni por afirmaciones: es habituación a un estímulo, exponerse tantas veces a lo que incomoda que el sistema nervioso deja de reaccionar y eso pasa a ser simplemente la vida. Es el mismo método con el que se trata una fobia: encerrarse con aquello que se teme hasta que deja de importar. Como el número de repeticiones necesarias está dado, lo único que decides es…
about stuff I know. Outwork your self-doubt through repetition, not affirmations. You don't do it through belief. You do it through stimuli habituation, which is just fancy words for saying you expose yourself to the bad things so many times they get used to and it's no longer a bad thing because you have habituated. And so the point of practice for all of these things is to habituate as fast as you let's say it takes let's say it takes this many reps. You can have this many reps take you a year or you can have it take you a month depending on how
Escúchalo en el minuto 27:55
Cambia dolor corto por ganancia larga, nunca al revés
Estrategia y decisiones de negocioMarco de cuatro casillas: la comodidad es ganancia corta, el arrepentimiento es dolor largo, el miedo es dolor corto y la plenitud es ganancia larga. La decisión correcta siempre es intercambiar dolores cortos por ganancias largas; elegir lo contrario no es la apuesta segura sino una pérdida garantizada que llega más tarde.
Basically, the the struggle is that you have short-term pain versus long-term pain. And long-term pain, I call regret. Comfort is short gain. Regret is long pain. Fear is short pain. Fulfillment is long gain. You want to trade short pains for long gains, not short gains for long pains. It's not the safe bet. It's a guaranteed loss just later. All right. gain. You want to trade short pain for long gain. That's the goal. It's the best
Escúchalo en el minuto 14:47
El volumen de contactos es el trabajo real de empezar
Canales de adquisiciónLos perdedores temen el rechazo y los ganadores temen el arrepentimiento; como la mayoría de los intentos fracasan, el fracaso es un requisito previo del éxito y la grandeza rechaza a todos los postulantes primerizos. Hormozi lo ilustra con quien dice que no consigue trabajo tras postular a un solo lugar, y lo traslada a quien parte un negocio: buena parte de arrancar consiste en la cantidad de contactos que haces…
13, rejection versus regret. At some point, everyone needs to choose whether they'd rather risk rejection now or guarantee regret later. And so, losers fear rejection, winners fear regret. And most attempts fail of anything. Failure is literally a prerequisite for success. And one of the one of my favorite quotes of mine is greatness rejects all first-time applicants. And so, it's kind of like that person that just is like, "Oh, I can't get a job." And you're like, "Well, what have you done?" They're like, "Well, I applied and they're like, "Yeah." And I and I didn't I didn't get the job…
Escúchalo en el minuto 24:07
Veinte horas para ser competente, diez años para empezarlas
Estrategia y decisiones de negocioSe puede ganar a la mayoría de la gente en casi cualquier cosa con solo sostenerla un año, y se alcanza competencia básica en una habilidad en unas 20 horas de práctica. El cuello de botella no es la dificultad sino la demora: la gente tarda diez años en acumular esas primeras 20 horas. Lo que hace duras las cosas no es la complejidad, es la consistencia, y eso exige aguantar sin ver todavía resultado: el mundo…
number 14. Consistency beats talent. So at anything if you just stick with it for a year. You can become competent at just about any skill in 20 hours. It's just that people will wait 10 years to get the first 20 hours logged, right? before they begin. And what make things hard isn't complexity, it's consistency. quotes from myself is, "The world belongs to those who can keep doing without seeing the result of their doing." You have to delay how quick you
Escúchalo en el minuto 26:07
Estrategia y decisiones de negocioLa distinción operativa: la culpa aparece cuando rompes tus propias reglas y la vergüenza cuando rompes las reglas de otra gente; se pueden sentir las dos, una sola o ninguna según qué reglas compartas con tu entorno. Si lo que te frena es el miedo a la vergüenza, la pregunta útil no es qué hacer sino quién escribió las reglas que estás eligiendo obedecer. Casi nunca son de gente que ya consiguió lo que tú quieres…
difference between shame and guilt? Guilt is when you break your own rules. Shame is when you break other people's rules. shame nor guilt. And so the question is, whose rules are you following? If you ashamed, then the question is, who's the one who wrote the rules that you're choosing to follow? And I can promise you it's not the people who are successful because rooftops telling you that it's totally
Escúchalo en el minuto 30:28
Haz lo que se requiere, no lo mejor que puedes
Estrategia y decisiones de negocioHormozi se repite la frase haré lo que sea requerido cuando enfrenta algo que no quiere hacer. El estándar no es dar tu mejor esfuerzo, sino cubrir lo que la tarea exige, porque lo exigido puede ser superior a tu mejor nivel actual; la buena noticia es que ese nivel puede mejorar.
That's the one that keeps me up. I have a saying that I tell myself a lot when I'm doing something that I don't want to do, and it's I will do what is required. It's not about doing your best. It's about doing what's required because what's required might be better than your best is right now. But the good news is that your best can get better.
Escúchalo en el minuto 18:17
En la niebla lo único que se puede hacer es caminar
Estrategia y decisiones de negocioAntes de actuar todo se ve ambiguo, y esa niebla se disipa caminando: en niebla densa solo ves un par de pasos, y cada paso dado hace aparecer los siguientes. Esperar a ver el camino completo tiene dos fallos de base: supone que hoy tienes la visión para ver tan lejos con las habilidades y recursos que tienes ahora, y supone que el juego y tú van a seguir igual. Como ambos van a cambiar, planificar diecisiete pasos…
you're not succeeding where there's all this all this uncertainty. There's all this ambiguity. There's this fog of the unknown in front of you. But as soon as you start taking action, things become very crystal clear. I think there's you. The only thing that you can do in fog is just start walking. And as you walk, more steps become available to entire path ahead of you. But it has two fundamental fallacies in front of it. Number one is that you have the right vision to be able to see that far with your current skill set and resources, the way you play the game. So, trying to play out and try…
Escúchalo en el minuto 31:27
La persistencia crea el timing perfecto
Estrategia y decisiones de negocioPuedes acertar el momento de todo si tu intención es nunca parar: las oportunidades aparecen en puntos impredecibles de tu línea de tiempo y la probabilidad de estar ahí justo cuando aparecen es baja si intentas calcularlo, pero es total si estás trabajando todo el tiempo. El timing perfecto es un mito; la preparación perfecta no lo es, y empezar es en sí mismo la condición perfecta que la gente cree estar esperando.
only going to go one way. Number six, persistence creates timing. So you can time everything perfectly if your intention is to never stop. I'm opportunity that happens here. What most people try and do is they don't want to But the likelihood that you're there in these three moments is very low if you're trying to time it. But if you work the whole time, then the timing will always be perfect because you will be ready. And so perfect timing is a complete myth. But perfect preparation isn't. And that on a long enough time horizon, your opportunity will come. People think that they need perfect…
Escúchalo en el minuto 10:13
Veinte años de repeticiones en una sola cosa garantizan ser bueno
Estrategia y decisiones de negocioSi alguien mejora cada año y trabaja el mismo proyecto durante veinte años, será excelente sin importar cuál sea el proyecto; dado que eso es una certeza, el objetivo es simplemente acumular esos años en una sola cosa. Tus planes no fallan porque estén equivocados, sino porque no trabajas en ellos: lo difícil no es crear ni seguir el plan, es mantenerse en él.
you'd be. So, zoom all the way out. Think of somebody who gets better every single year and works on the same project for 20 years. You'd be like, "My is that it doesn't matter what project the person works on. You do 20 years of going to be good. And so if you know with 20 years of practice, then the objective is to just get 20 years of practice in one thing and stick with it. So, like your plans aren't working because the plans are wrong. The plans aren't working because you're not working on the plan. The hard part about the plan is not creating the plan or even following the plan. It's…
Escúchalo en el minuto 6:08
Repartir el esfuerzo entre varios proyectos no alcanza la masa crítica
Estrategia y decisiones de negocioAnalogía del muro: para pasarlo necesitas una escalera con suficientes peldaños, y si repartes los cuatro peldaños que puedes construir entre cuatro escaleras distintas ninguna llega arriba, aunque cualquiera de ellas habría funcionado concentrada. Hormozi cita a un dueño de una empresa de ciberseguridad con 50% de margen, buena retención de ingresos y sin problemas para conseguir ni atender clientes, cuyo único…
So, imagine there's a wall that you have have to get a critical mass to get above should make some sense. But as you try ladder, so you put four rungs up. Well, you're not going to get the critical actually get the success you want. But the idea, the fallacy is that, oh, I'll things and I'll see which one works. When the reality is that any of them work, but none of them will work unless you work on one. And so, we have to take go. What's crazy is that this literally happens at all levels of business. Like people who are starting out trying to talked to a guy last night who has a really good…
Escúchalo en el minuto 4:30
A quien más copian es a quien ignora a la competencia
Investigación de mercado y clienteLas empresas más copiadas son justamente las que ignoran a los competidores que las copian, porque empiezan poniendo al cliente primero y eso es lo que efectivamente funciona; quien mira a los demás para decidir termina copiando en lugar de ser copiado. La amenaza real no es que te imiten, es que nadie te copie porque no estás haciendo nada.
reality. Something really ironic that I noticed is that the people who get copied the most by their competition are the people who ignore the competition who are copying them. Fundamentally, you start by focusing on the customer. And if you always put the customer first, everyone will copy you because you're actually doing the thing that will work, which is focusing on the customer. And I'm going to look at what everyone else is. It's like no just do what matters most and then people who don't know how to think will just copy you. Real threat is that no one copies you at all because you're…
Escúchalo en el minuto 13:10
Las excusas válidas siguen siendo tu problema
Estrategia y decisiones de negocioLo incómodo de las excusas es que suelen ser ciertas, pero como dice la cita que recoge Hormozi: no es tu culpa y aun así es tu problema, y sigues teniendo que hacer algo al respecto. Una excusa es en el fondo un permiso pedido a los demás para seguir siendo mediocre y conservar el respeto sin el resultado, y el único que se lo cree es uno mismo.
you tend to endure. Number 10, results. Excuses. This is not going to be a big surprise here. The thing with excuses that's interesting is that they may be valid. And I think that's the part that you might be right. And I just like this quote from Ila. She says, "It's not your fault, but it is still your problem. You still have to do something about it." Or a weird thing to want a permission slip for mediocrity, which is fundamentally what excuses are. You just want permission from everyone else to still get respect without the outcome because of your extenduating circumstances. And the thing…
Escúchalo en el minuto 16:48
Los atajos reales dejan de ser atajos apenas se descubren
Estrategia y decisiones de negocioCuando aparece un atajo genuino, todos lo adoptan de inmediato y deja de ser una ventaja para convertirse en algo que simplemente se hace, como atarse los cordones. Por eso las cosas que quieres y que casi nadie tiene no tienen atajo, y mucha gente pierde buscando el camino fácil más tiempo del que le habría tomado recorrer el camino difícil, que es el único que existe.
So number 11, and this is this one's real. All right. The hard way is the easy way. You're like, how does that work? The hard way is the easy way because the easy way never gets you there. So think about it. People always are looking for the shortcut, but you have to accept a very simple truth, which is that the shortcut never actually takes you to the place would postulate, fancy word, right? That there are a lot of shortcuts that exist in life. Wait for it. Wait for it. And everyone already uses those. And so whenever an actual shortcut gets found, all humans immediately do it and it no…
Escúchalo en el minuto 18:33
Las oportunidades se multiplican con las habilidades
Estrategia y decisiones de negocioMientras más haces, más ves que puedes hacer: cada habilidad nueva abre un conjunto mayor de cosas que sabrías ejecutar y ganar. Por eso la meta no es esperar el momento correcto sino acumular la mayor cantidad de habilidades posible, que es lo que hace que alguien con un repertorio amplio nunca tenga escasez de oportunidades.
opportunity to be capitalized on. And I can tell you this from firsthand experience with me, like the more you do, the more you see you can do. And so opportunities multiply with skill. And so the better you get at doing stuff, the more things you know you would be able to do and win at. And so the goal is to gain as many skills as possible so that you have access to the maximum number of potential opportunities. A lot of people were thinking that oh I'm going to wait for the right moment. But when you have unlimited skills like Elon opportunities open to him. He also spent all of his younger…
Escúchalo en el minuto 11:20
Buscar trabajo ya te entrenó para vender
ConversiónConseguir un empleo es un proceso de ventas completo: anuncios revisados, currículums enviados, contactos, entrevistas y rechazos, todo para lograr que una sola persona diga que sí y te pague por trabajar. Quien aguantó ese volumen de rechazo ya tiene la tolerancia que exige vender en un negocio propio, porque el mecanismo es el mismo. La pregunta real no es si soportas los noes, sino si soportarás el…
amount of job ads. Think about the amount of resumes that you sent out. Think about all of that. And all of that work got you what I would consider one sale. You got one person to say yes to same way. All you do in a business is the same thing. If you can handle that level of rejection, then you can handle the same level of rejection in a can handle that level of regret years later for not doing it. And I'll say
Escúchalo en el minuto 25:08
Estrategia y decisiones de negocioAquello a lo que apuntas con el dedo de la culpa es aquello a lo que le entregas tu poder: si dices no puedo por X, entonces X manda sobre tu vida. Hormozi cuenta que durante años atribuyó su incapacidad de tener una relación estable a su madre, hasta darse cuenta de que con esa explicación le estaba dando a ella el control sobre su vida amorosa; el día que decides controlarte es el día que separas tus resultados de…
Number 12, don't, this is a big one, don't give away your power. Now, this bit less raw way. So, what offends you controls you. Whatever you point your finger of blame towards is what also you point your power towards. Meaning, we talked about excuses earlier. I can't do it because insert X. Insert X is the thing that has power over your life. And I remember when I realized this was that I had this belief that I would never be able to be in a long-term committed relationship because my mother had hurt realized that by using that excuse and by saying it's her fault I'm broken. It's her fault I…
Escúchalo en el minuto 21:30
Los sabores de lo difícil: sacrificio, esfuerzo, riesgo e incertidumbre
Estrategia y decisiones de negocioExisten tipos distintos de dificultad y conviene nombrarlos por separado: el sacrificio de renunciar a lo que disfrutas, el esfuerzo de hacer cosas que odias y en las que eres malo, el riesgo de perder lo que ya tienes y la incertidumbre de que todo el sacrificio no sirva de nada. Cada uno aparece en momentos distintos y al llegar uno nuevo parece que el problema cambió, cuando en realidad solo conquistaste el nivel…
have. I want to remind you that a lot of times what we imagine hard to be is different than how we experience hard because the nature of hard changes too. with this. So, just kind of like Eskimos have like seven different words for snow. I feel like I should have like 25 different words for hard, right? Like through. There's like lifestyle hard like, okay, so there's sacrifice hard of enjoy. There's also like effort hard of like starting to do things that you hate risk hard of the the fact that you could lose something that you currently have, losing what you currently have. You have the…
Escúchalo en el minuto 20:05
Estrategia y decisiones de negocioAquello a lo que apuntas con el dedo de la culpa es aquello a lo que le entregas tu poder: si dices no puedo por X, entonces X manda sobre tu vida. Hormozi cuenta que durante años atribuyó su incapacidad de tener una relación estable a su madre, hasta darse cuenta de que con esa explicación le estaba dando a ella el control sobre su vida amorosa; el día que decides controlarte es el día que separas tus resultados de…
Number 12, don't, this is a big one, don't give away your power. Now, this bit less raw way. So, what offends you controls you. Whatever you point your finger of blame towards is what also you point your power towards. Meaning, we talked about excuses earlier. I can't do it because insert X. Insert X is the thing that has power over your life. And I remember when I realized this was that I had this belief that I would never be able to be in a long-term committed relationship because my mother had hurt realized that by using that excuse and by saying it's her fault I'm broken. It's her fault I…
Escúchalo en el minuto 21:30
Si te tocaron cartas buenas, juégalas
Estrategia y decisiones de negocioDe joven Hormozi tenía el camino puesto: heredar la consulta de su padre médico y tener de inmediato un negocio que factura mucho. Le parecía hacer trampa, porque temía que descalificaran su éxito como no ganado por él. Su padre le respondió preguntándole si Shaquille O'Neal, midiendo más de dos metros, pensó que no era justo jugar al baloncesto por ser más alto que el resto. La lección: renunciar a una ventaja para…
don't want to be successful because I don't want to prove that I had this advantage. It's like, would you prefer to prove everyone wrong by saying I had this advantage and I also wasted it? I younger, I didn't want to be a doctor, but that was pretty much the path that was laid out in front of me. And so, my father's a successful doctor and I was to, you know, just assume your practice and just like immediately have and he said, "Do you think Shaq, when he was 7 feet tall, was like,"It wouldn't be fair for me to play basketball. Other play the cards you're dealt. These are the cards you have…
Escúchalo en el minuto 34:47
Escucha a quien está cerca de tu meta, no a quien está cerca de ti
Estrategia y decisiones de negocioLa persona promedio intentará mantenerte promedio: si quieres resultados extraordinarios harás cosas que a alguien ordinario le parecen excesivas. Mucha gente quiere verte fracasar porque tu fracaso justifica el riesgo que ellos no tomaron, así que el filtro correcto es escuchar a quienes están cerca de tu objetivo, no a quienes están cerca de ti afectivamente.
value to the world. Now, number three, So, friendly reminder that most people are fat, poor pansies. Don't listen to the average person will always try to keep you average. It makes sense that if you want to be extraordinary, you will do things that an ordinary person would with, is that a lot of people want to see you fail because it justifies the risk that they chose not to take. We always have to think about listening to the people who are closest to our goals, not closest to us. And if you want a
Escúchalo en el minuto 2:16
Años gritando en clases de fitness le quitaron el miedo al escenario
Estrategia y decisiones de negocioA Hormozi le dicen que habla bien en público, pero en el colegio le daba pánico. Lo que no se ve son los años en que dirigió sesiones de fitness subido a un cajón, con micrófono, gritando instrucciones a un grupo varias veces al día, y siempre sobre algo que dominaba. Cuando por fin le tocó subir a un escenario se sorprendió de no estar nervioso: la calma vino de la cantidad de repeticiones reales acumuladas, no de…
talking on stage in front of people. And what a lot of people don't see is that for years I spoke with a microphone in front of a group of people and I did it like multiple times a day. And I did that in the form of a fitness session. they had to do. And I had to do that for years. And I remember when I had to get on stage for the first time. And I had in high school been very nervous to up on stage, I was like, why am I not I was like, I've I've done this so many times. Like so many times. And I'm not
Escúchalo en el minuto 27:04
Te van a descalificar el éxito, ganes como ganes
Estrategia y decisiones de negocioLa mayoría de la gente no quiere que ganes, y si ganas fabricará una justificación para no darte el respeto que ganaste: buenos genes, buenos padres, herencia, contactos, haber nacido en el país correcto, hablar inglés, el género, el color de piel. Como el veredicto llega igual hagas lo que hagas, ajustar tus decisiones para evitarlo no te compra nada. Puedes tener razón en que lo van a decir y aun así eso no cambia…
suck, so what? Most people don't want you to win. And even if you do win, they will try and do a reverse excuse, which is called a justification for why you should be excused of the respect that you should earn for having won. He just has good genetics. He has great parents. He uh, you know, inherited his wealth. He had connect good connections. She was born in America. He speaks English. He's want. But giving the person justifications in no way helps you. You might be right and so what? Like it's
Escúchalo en el minuto 34:00
Estrategia y decisiones de negocioSi la gente trabajara por sus metas con la misma intensidad con que envidia a quienes ya las lograron, ya las habría alcanzado. Tres verdades duras: nadie está tan bien como crees, así que por comparación estás mejor de lo que piensas; no se gana venciendo a otros sino creciendo hasta que ellos se vuelven irrelevantes; y tu mayor amenaza no es la competencia sino la versión mediocre de ti que nunca se desarrolló.
envy versus effort. All right. Let me break this down. If people worked for their goals as hard as they envy others for achieving them, they would already have achieved them themselves. So think about the amount of mental effort that goes into the hate that people spew out, the envy for wanting other people's truths about this. Number one, no one is doing as well as you think they are. So by comparison, you're actually better off than you think. Number two, you don't win by beating people. You win by growing into your potential and then allowing them to shrink into irrelevance Your biggest…
Escúchalo en el minuto 12:15
Nunca vas a tener menos responsabilidades que hoy
Estrategia y decisiones de negocioEl argumento que empujó a Hormozi a saltar fue notar que sin pareja, sin hijos y sin obligaciones financieras más allá de comer y pagar arriendo, si no podía decidir en ese momento nunca podría. Si ya hay gente que depende de ti, esas dependencias solo van a aumentar con el tiempo, así que el cálculo apunta igualmente a actuar ahora.
this out. But I do remember my final straw was the realization that I had at the time no girlfriend, no kids, and I had no real, you know, financial having a place to live. I said, if I can't make the decision now because it feels too risky, I will never be able to make the decision because if other me over the hump. Was like, if I don't never going to have fewer responsibilities. And to to play this out a little bit more, if you have people who depend on you, their dependencies on you might increase. And so, if you can't do it now, you still might as well do it, right? Because it's
Escúchalo en el minuto 9:23
El dolor es el precio del progreso
Estrategia y decisiones de negocioLos periodos de crecimiento más rápido suelen ser los más miserables, porque crecer siempre implica estirarse más allá del punto de comodidad: el músculo se rompe para crecer, la empresa duele al expandirse. No se puede querer progreso y a la vez una vida fácil; son objetivos que se contradicen.
Pain is the price of progress. The fastest growth periods are often the most miserable. If you want to progress, get used to pain. If you think grow, you stretch past your point of comfort. So even if you're growing a a lot of pain. If you're a company and any less painful. Elite athletes don't want progress, we must accept the price of pain that's attached to it. You cannot both want progress and live an easy life. These two things conflict.
Escúchalo en el minuto 0:18
Los que ganan siempre sienten alivio, no euforia
Estrategia y decisiones de negocioHormozi observa que quien se emociona con la idea de quedar primero rara vez queda primero, y que esa emoción es justamente la señal del problema. Los que ganan de forma consistente sienten alivio al ganar, porque odian perder más de lo que aman ganar y llegaban esperando ganar por el nivel de preparación que traían frente al resto. La euforia anticipada delata que ves el resultado como algo excepcional y no como la…
else is that people everyone else is so excited when they win. They're so getting first place. But there's a reason that they never get first place. It's because they're excited about it. The people who always and very championships are relieved because they tend to hate losing more than they love winning. and they expected to win because of the level of preparation they
Escúchalo en el minuto 25:39
Firmó el arriendo del gimnasio con exactamente el dinero de un mes
Estrategia y decisiones de negocioCuando Hormozi firmó el contrato de arriendo de su gimnasio tenía 5.000 dólares en el banco y el arriendo era de 5.000 dólares, es decir un solo mes de margen, y nunca antes había ganado dinero real. Lo usa para sostener que la forma más rápida de convertirte en quien quieres ser es meterte en una situación donde no tengas otra opción: la restricción genera la innovación necesaria para salir de la restricción.
trade. Number nine, endure. There's a instructions I gave them was learn to endure. And so, the fastest way to become the person you want to be is to put yourself in a situation where you have no choice but to become them. You'd be amazed at what you can endure when you have no choice. For me, when I signed my lease for my gym, I had $5,000 in my bank account. The rent was $5,000. I had never really made money before. or anything else." But one of my favorite flavor texts on Magic cards is necessity is the mother of invention, right? It's the constraints that create the innovation that is…
Escúchalo en el minuto 15:41
Feliz pero no satisfecho: el trabajo es la meta, no el resultado
Estrategia y decisiones de negocioSe puede estar contento antes de alcanzar la meta, pero no satisfecho: la diferencia está entre estar contento y estar complaciente, es decir dejar de actuar. Hormozi cuenta que tras un año de retiro concluyó que el trabajo duro es el objetivo en sí y que los resultados son un efecto secundario; asumir que hay sufrimiento en ambos lados (trabajar o no trabajar) le permite elegir el lado productivo.
Number two, happy but not satisfied. So, let me explain this. So, you're allowed to be happy before you hit your goal, just not satisfied. And so, there's a content with your life, content with your work, and complacent, meaning action. There's this great Haitian proverb, which is behind mountains are ahead of you. The work works on you more I had a year that I basically went into wanted to do. And the thesis that I came out with was that hard work is the goal. consequence, but the goal is the work my life, when I didn't work, I was bored and felt depressed. And when I do work, misery on both…
Escúchalo en el minuto 1:01
Gym Launch: valorada en 150 millones antes del COVID, vendida por 46
Estrategia y decisiones de negocioAntes de que llegara la pandemia, Gym Launch estaba valorada en 150 millones de dólares. La operación que Hormozi terminó evaluando fue de 46 millones, una cifra que a él le pareció pequeña para el negocio precisamente por comparación con la valoración anterior, aunque a mucha gente le sonaría enorme. Es una referencia de cuánto puede mover el contexto de mercado la valoración de una empresa en poco tiempo, y de…
considering selling gym lunch. I thought that $46 million was not a lot of money at before we before COVID happened, uh, gym lunch was valid 150 million. And so for me going from 150 to 50 or, you know, 46, it felt small, right? It felt like a really small number. And I
Escúchalo en el minuto 33:00
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