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Everything I Learned From Being Around the Top 0.01%
13 ideas de marketing sacadas de «Everything I Learned From Being Around the Top 0.01%», de Sabri Suby. Sobre todo de estrategia y decisiones de negocio.
- 13 ideas despiezadas
- Fuente Sabri Suby
- Dura 21 min
- Publicada en 2026
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Delegar tareas comparando su coste frente a la tasa horaria efectiva
Estrategia y decisiones de negocioPara escalar operaciones, calcula tu tasa horaria efectiva dividiendo los beneficios o ingresos entre las horas trabajadas, y delega de inmediato cualquier tarea cuyo coste por hora sea inferior a dicha tasa.
And you should know how many hours per week that you are actually working. Then a basic exercise to do is to take either the amount of profit that your company generates or the amount of income that it is that you've got. And simply divide that by the number of hours that you work. And that is going to give you your effective hourly rate. Then what I want you to do is to go back to that King's audit and look at all the tasks that it is that you are doing. Think about, this is how much I get paid per hour. Could I delegate these tasks for less than my effective hourly rate? Because all the…
Escúchalo en el minuto 11:43
Estrategia y decisiones de negocioPara blindar el tiempo y avanzar hacia los objetivos, la respuesta por defecto a cualquier propuesta o compromiso debe ser «no», evaluando cada tarea y reunión recurrente frente a un máximo estricto de una a tres prioridades anuales.
But what I have observed by hanging out with the 0.001% is that their default is always no. They are very, very clear on where it is that they're trying to go. They are very clear on what their priorities are. And anything that falls outside of that is a straight no. And the way to protect your time more so than anything is for you to always just say no. And when it comes to priorities, my rule for this is that every single year, you should have an absolute maximum of two to three priorities. Ideally, it's just one. Does it support me in getting my priority and hitting my goals? If it…
Escúchalo en el minuto 6:10
Estrategia y decisiones de negocioCuando surja un fallo en el negocio, el líder debe asumir la responsabilidad directa y realizar un análisis de causa raíz para implementar un sistema o proceso preventivo que evite la repetición del problema.
The first question that I always ask myself when anything goes wrong in my business is how did I create this? So the way to apply this directly in your own life and business is to look at the last thing that went wrong and to do a little bit of a postmortem on it and go, okay, why did that go wrong? And then ultimately it must end in because of me. And then think about what is the system or process that I am going to put in place that will prevent that issue from coming up again. And by doing that, you build a fail safe to make sure that it won't sting you twice. And the more that you do this…
Escúchalo en el minuto 12:40
Estrategia y decisiones de negocioAnte una decisión empresarial paralizante o arriesgada, escribir explícitamente en papel cuál es el peor resultado realista permite desarmar la sobredramatización mental, dimensionar la pérdida máxima real y contrastarla con el potencial de beneficio.
So the way that you can apply this right now in your own life is whenever you're faced with a decision that seems like a very scary decision, I want you to pull out a piece of paper and physically write down what is the worst thing that could happen in this situation. Because more often than not, we tend to over-dramatize things and make things seem a lot worse than they actually are. When you run yourself through that framework, then you can get very, very real of what the potential downside is. And you get very, very clear on the upside. And it makes that trade-off make a lot more sense in…
Escúchalo en el minuto 17:02
Tomar decisiones con el 80% de la información y actuar de inmediato para cerrar bucles mentales
Estrategia y decisiones de negocioEsperar a tener el 100% de los datos retrasa la ejecución días o semanas innecesariamente; basta con un 80% de información para decidir, delegar al instante y evitar que los asuntos pendientes consuman carga mental.
And then that last 20%, that could take you days. It might even take you weeks depending on what the decision is. And then what I learned is I only need 80% of the information in order to make a decision. Some of the ways that I have found to apply this in my own life is that as soon as something comes into my mind, is immediately action it. The thing that I like to do is send an audio note to the person that I'll be delegating some task to. Or there's someone that's involved in the decision and then send that thing instantly. I think about it as like all of these open loops in my mind are…
Escúchalo en el minuto 5:03
Auditoría de tiempo de 15 minutos ('King's Audit') para eliminar tareas improductivas
Estrategia y decisiones de negocioPara maximizar el rendimiento, audita manualmente tu tiempo durante una semana anotando cada 15 minutos la actividad realizada. Luego, contrasta las tareas registradas con tus metas principales y elimina sin miramientos todo lo que no impulse el cumplimiento de dichos objetivos.
And we do that by using something that I call the king's audit. Basically, what it is, is for one week, you manually audit your time. You keep a notepad with you and in every single 15 minute increment that passes, you write down what it is that you did. And then at the end of that week, you will be absolutely surprised with where your time goes. And then this is where you must get absolutely ruthless with what you cut out. And so the way that you do that is you have a look at all the activities that you do on the left hand side. And on the right hand side, you write down all the things that…
Escúchalo en el minuto 2:31
Estrategia y decisiones de negocioExigir que cada colaborador ejecute al 100% del nivel del fundador frena el crecimiento del negocio; aceptar que alguien haga el trabajo al 50-70% es imperceptible para la mayoría de los clientes y permite recuperar tiempo valioso.
However, the level that I was operating at and the expertise that I had wasn't even appreciated by, I would say, 95% of the clients. And that I could bring somebody in that maybe weren't as skilled and capable as me, but they wouldn't even be able to appreciate the difference in the level of knowledge. And by making that decision and surrendering control and being okay with someone that could come in and do the job, maybe 70% as good as I am, or 60%, or maybe even 50%. That's okay because it brought me back my time. So if you're looking at a one-for-one person in your business and you're…
Escúchalo en el minuto 10:03
Marco de tres preguntas para la planificación y visión a largo plazo
Estrategia y decisiones de negocioPara planificar el éxito a largo plazo (pensar en décadas y no en años), se deben responder tres preguntas clave: dónde se quiere estar en diez años, qué se necesitará para lograrlo y qué comodidades o hábitos se está dispuesto a sacrificar en el camino.
And the way to do this is by asking yourself these three questions. The first one is, where is it that I want to be in 10 years from now? The second one is, what is it going to take in order to get there? And then the last one is, what is it that I am willing to sacrifice and give up in order to achieve that? Because people spend all of their time thinking about what it is that they want to achieve and very little time, if any, on what they are willing to sacrifice in order to get there. But I can tell you one thing for certain is that you are going to need to give things up that you really…
Escúchalo en el minuto 20:05
Ampliar el horizonte de planificación a una década para construir ventajas insuperables
Estrategia y decisiones de negocioPlanificar con un horizonte de diez años en lugar de doce meses altera radicalmente la naturaleza de las tareas y proyectos que se eligen, facilitando asumir costos o pérdidas a corto plazo para construir ventajas competitivas que los competidores cortoplacistas no pueden replicar.
However, the most successful people in life are the ones that are able to extend that time horizon and think about not what it is that they want to achieve in the next 12 months, but what is it they want to achieve in the next decade. And the thing is, when you have longer term thinking, in the short term, it's typically a first order negative consequence, meaning it doesn't feel good to make it right now. There is no one that can compete with Amazon, because he was willing to go underwater to have a long time horizon and think about, I just need to do this. We will build an enormous business…
Escúchalo en el minuto 18:11
Superar el síndrome del fundador indispensable para evitar convertir el negocio en un autoempleo
Estrategia y decisiones de negocioExigir que cada nuevo empleado ejecute el trabajo con la misma perfección que el fundador atrapa al dueño como cuello de botella operativo, convirtiendo la empresa en un trabajo insostenible en lugar de un negocio escalable.
I just can't find any good people. My business is only successful because of me. And this is what keeps broke business owners broke. Because they think that they are some kind of special snowflake and that no one else can do the work in their business like them. And they aren't creating a business for themselves. They are creating a job. Because they use themselves as the benchmark. And any single person that they hire in their business, if they can't do the job as good as them, they say that these people are no good. But I simply could not sustain working 16 and a half hours any longer…
Escúchalo en el minuto 8:34
Velocidad de decisión y ejecución con el 80% de información
Estrategia y decisiones de negocioEl crecimiento en los negocios premia la rapidez y urgencia en la toma de decisiones y ejecución. En lugar de retrasar una decisión buscando certeza total, recopila el 80% de la información necesaria (lo cual suele tomar menos de 30 minutos) y actúa de inmediato.
The second thing that I have observed is not only how hard all the billionaires that I know work, but it's in the speed that they work, the action that they take and the urgency that they bring to every task at hand. They do not procrastinate on anything. Because money loves speed. And if you can make decisions quicker than people, you can move quicker than them, then you're going to get to where it is that you want to go a lot quicker. When I used to think that I needed all the information at hand in order to make a right decision. And so it takes usually under 30 minutes to get 80% of the…
Escúchalo en el minuto 3:37
El crecimiento y la rentabilidad son proporcionales a la tolerancia al riesgo
Estrategia y decisiones de negocioTodo beneficio financiero significativo surge de poner recursos en riesgo; el techo de escala de una empresa está directamente condicionado por la disposición del fundador a tolerar la incertidumbre y reinvertir el capital acumulado en infraestructura, equipo y captación.
is basically by putting financial means at risk, aka all profit comes from risk. And the more money that it is that you want to make, it all comes down to what your tolerance for risk is. And every inflection period in my life came from me willing to take a big risk on myself and put financial means at risk in order to make a profit. It was by making that risk, hiring a team, getting my first office, putting it all on the line that allowed me to build a business that was a lot bigger than myself. Because in life, the amount of money that you make is directly proportionate to the amount of…
Escúchalo en el minuto 15:16
Proporción de millonarios y multimillonarios que son 'self-made'
Estrategia y decisiones de negocioEl 80% de los millonarios y multimillonarios han generado su propia riqueza desde cero en lugar de haberla heredado.
What I don't realize is all the work that went into creating that luck. Because 80% of all millionaires and billionaires were self-created, meaning when they started, they started just like you. And it was by following these principles and making these decisions that they got to where
Escúchalo en el minuto 21:11
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