Marketero · Entrevistas
How To Actually Get Rich In Your 20s
40 ideas de marketing sacadas de «How To Actually Get Rich In Your 20s», de Alex Hormozi. Sobre todo de estrategia y decisiones de negocio, conversión y…
- 40 ideas despiezadas
- Fuente Alex Hormozi
- Dura 1 h 10 min
- Publicada en 2024
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Pon un temporizador de 20 horas antes de decir que no puedes
Estrategia y decisiones de negocioLa próxima vez que digas que no logras resolver algo, pon un cronómetro de 20 horas e inténtalo de verdad esas 20 horas antes de rendirte. Casi siempre descubres que no era difícil, que simplemente no lo habías intentado: casi todo se aprende en 20 horas y el problema es que la gente retrasa esas primeras 20 horas durante años.
So the next time that you say you can't figure something out, just set a timer for 20 hours and actually try for 20 hours before you quit. What you'll often realize is it's not hard. You just haven't even tried yet. If you can shrink the time between saying you want to learn something and beginning to try the thing and extend the time before you say, hey, this is hard, then you will be able to accomplish way more than you think. You can learn most things in 20 hours.
Escúchalo en el minuto 1:07:14
Revisar los diez mejores y peores videos del mes y sacar una checklist
Estrategia de contenidosPublicar a diario no basta: el paso que casi nadie da es mirar lo hecho. Hormozi recomienda revisar los diez mejores videos del último mes y preguntarse cómo hacer más de eso, mirar el 10 por ciento peor para hacer menos de aquello, elegir una sola cosa que salió bien y aplicarla en todos los videos siguientes. Repitiéndolo se va formando una checklist, que es la habilidad.
like, hey, make a video, post it, make a video, post it. You have to look at what you did and what you could do better. Fundamentally, that is the cornerstone of feedback. And so you look at the top 10 videos you made over the last month and you say, okay, how do I do more of that? And how do I do less of the bottom 10%? And you just pick one thing that you did well there and you try and do it in every video going forward. And that develops a checklist of things to do so that you develop
Escúchalo en el minuto 8:24
Comparar el top 50 y el bottom 50 de los últimos 2000 anuncios
Medición y experimentosHormozi dice que sus mayores saltos de mejora no vinieron de consejos sino de mirar datos: revisar los últimos 2000 anuncios que hizo, aislar los 50 mejores, buscar qué tienen en común y en qué se diferencian de los 50 peores, hacer más de lo primero y menos de lo segundo. Luego hace otros cien anuncios y repite el ejercicio con el top 10. Aplica el mismo bucle a llamadas de ventas, contenido y reuniones.
works best for me because I see the biggest gains and improvement haven't come from advice for me, for the most part. They came from looking at data, which was, let me look at the last 2000 ads I made. Let me look at the top 50. Let me look at what these ones have in common. Let me look at what they don't look like compared to the bottom 50. Okay. These ones have these characteristics. These don't. I'll do more of this and less of that. And then I do another a hundred ads and I look at the top 10 again. I say, what do these ones have that these ones don't? And I do that for sales calls.
Escúchalo en el minuto 21:27
Estrategia y decisiones de negocioFramework de tres pasos que Hormozi atribuye al Dr. Cashy. Lógica: define la creencia en términos de conducta observable. Evidencia: cómo lo sabes y cuántas veces pasó de verdad, porque al revisarlo suelen ser dos o tres episodios y no un patrón. Utilidad: y qué, en relación con mis metas. Al final queda una sola pregunta accionable, qué hacer para comportarse distinto en esa condición.
And so, I'll walk you through a three-step framework that has been unbelievably valuable to me. And this is from Dr. Cashy. Logic, evidence, utility. Logic is, what does that mean? So, you have demons. Okay. What does that mean? Define it in terms of behavior.
Escúchalo en el minuto 59:10
Estrategia y decisiones de negocioLa regla al entrar a un trabajo nuevo es identificar a la persona que más trabaja y duplicar su nivel de actividad: si toca cien puertas, tú tocas doscientas. Hormozi le dio ese consejo exacto a Jacob, su vecino joven, a quien su equipo le exigía cien dólares al día: hizo entre trescientos y cuatrocientos, y por eso mejoró más rápido.
more per hour than what your current skills pay you. All right? And then five, find the hardest worker in the room when you enter that new job or that new place and then double their level of input. So if they knock on a hundred doors, you knock on 200. They make a hundred dollars, you make 200 dollars, right? When I had Jacob, my young neighbor, I gave him this exact advice and he was expected to on his team do a hundred dollars a day. He did between 300 and 400. And so guess what? He got
Escúchalo en el minuto 4:41
Su guion para llamar a un lead local y agendar la cita
ConversiónHormozi comparte el guion literal que usaba para llamar a leads locales de Facebook: decir el nombre solo, con entonación de pregunta, y pausar; decir soy Alex y pausar de nuevo; explicar que llama por lo que rellenaron en Facebook; bromear con que solo quiere comprobar que no son un loco de internet y que él tampoco lo es; ubicar el local con una referencia física del barrio, y cerrar preguntando a qué hora quieren…
Um, and then, and by the way, if you are local, um, you just say the name pause with a question mark at the beginning, like John. And then they'll be like, yeah. You're like, this is Alex. I'd pause. And they'd be like, they're like, who the fuck is Alex? I'd be like from Facebook, you signed up for our blah, our thing. Yeah. I'm just calling to make sure that, uh, you're not a crazy person with the internet and neither am I. I was like, we're actually on the corner of X and Y. I was like, right next to the seven 11. They're like, yeah. I'm like, okay, cool. Well, I just wanted to see what…
Escúchalo en el minuto 11:19
Un trampolín de cien dólares entre cada cita de ventas
ConversiónHormozi no es una persona naturalmente energética, así que se compró un mini trampolín de unos cien dólares y saltaba en él antes y entre cada cita de ventas. Su argumento es que es imposible estar de mal humor saltando, y además le movía la sangre; a veces recibía a los clientes mientras seguía saltando y lo usaba como chiste de apertura.
And so I developed a lot of things to try and keep myself energized. And so I had a small trampoline that I would bounce on, uh, before and between every sales appointment. It sounds ridiculous, but if you, I'm telling you, it's, it's like a hundred bucks. If you buy one of those little trampolines and you bounce either between sales calls or between people, like I'd have people coming in as I was still bouncing and I'd be like, I know this is ridiculous. I was like, but try and be in a bad mood on a trampoline. You can't do it. You can't do it. You can't do it.
Escúchalo en el minuto 12:52
Pagó un mastermind de dueños de gimnasios antes de abrir el suyo
Estrategia y decisiones de negocioHormozi pagó un mastermind de dueños de gimnasios antes de tener gimnasio, con el razonamiento de que le salía barato aprender de los errores ajenos. De ahí salieron criterios que aplicó directamente: no abrir en ciertas ubicaciones, tener buena fachada a la calle, asegurar buen estacionamiento, no empezar demasiado grande y mantener la renta por debajo de un máximo por pie cuadrado.
one, I paid for a mastermind for gym owners before owning a gym. And I did that because I figured, well, why would I start a gym until I learn all the stuff that you guys did wrong? I was like, I'll just learn from all y'all's mistakes. It sounds like a great deal for me. It almost felt unfair. I was like, yeah, okay. He said, don't start at one of those locations. He said, have good storefront. He said, make sure that you have, you know, good parking. I was like, Ooh, these are all good, you know, good things. They're like, don't go too big. I was like, okay, that's good. And they're like…
Escúchalo en el minuto 19:03
Filtra cada compromiso preguntando si aumenta la probabilidad de tu meta
Estrategia y decisiones de negocioFrente a una invitación o una relación que consume tiempo, la pregunta no es si está bien o mal, sino si soltarla aumenta o disminuye la probabilidad de llegar a tu objetivo. Con ese marco se ve que ir a la despedida de soltera no acerca la meta, y que siempre se sacrifica algo: o el objetivo o la relación.
imagine. But you will not die. And if you use the frame, does me losing all of these relationships and having more time increase the likelihood that it gets my goal or decrease the likelihood that it gets my goal? All of a sudden, when you use the goal frame of the best version of you, all of a sudden, it starts to make things a lot clearer. It's like, no, me going to this bachelorette party does not increase the likelihood that it hit my goals. And I'm not saying that you have to make that sacrifice every time. But the thing is, is you're making a sacrifice either way. You're either…
Escúchalo en el minuto 49:16
Fines de semana llamando y visitando a otros dueños de gimnasios
Estrategia y decisiones de negocioUna vez abierto su gimnasio, Hormozi pasaba todos los fines de semana en llamadas o conduciendo a visitar a otros dueños de gimnasios solo para preguntarles por qué hacían cada cosa. Aprovechaba que era muy joven y le tenían lástima, y a cambio siempre les mostraba lo que a él le estaba funcionando bien.
is that every weekend I would either be on phone calls or I'd be driving out to other gym owners. And I would, and thankfully, cause I was so young when I started my business, they were just like, they felt bad for me. And so they would just sit there and I'd be like, Hey, why do you do that? Hey, why do you do that? Hey, why do you do that? And it was like, you know, they'd be like, God, you're such a pain in the ass. But I just wanted to learn. Right. But I was always like willing to help them with anything they had. You know what I mean? I was like, let me show you the stuff that's working…
Escúchalo en el minuto 19:39
El umbral de 500 dólares la hora para dejar de hacerlo tú
Estrategia y decisiones de negocioCuando Hormozi se dio cuenta de que vendiendo podía generar 500 dólares cada 30 minutos, dejó de cocinar y de ir al supermercado para siempre: a partir de ahí cualquier tarea que valiera menos de 500 dólares la hora se externalizaba de inmediato. Aclara que ese criterio solo aplica cuando ya sabes generar dinero, no cuando estás empezando de cero.
The moment I realized I could make $500 every 30 minutes by selling, I was like, oh, I'm never buying, I'm never cooking food or grocery shopping ever again. Anything that was less than $500 an hour was now immediately outsourced, right? But this advice is for people who are super broke, okay?
Escúchalo en el minuto 1:58
Pedir mentoría da estatus al otro y a ti te sale gratis
Estrategia y decisiones de negocioQuien va por delante disfruta sintiendo que tiene estatus, y pedirle que sea tu mentor se lo concede. Si te presentas diciendo que no sabes nada y que estás encantado de aprender, esa persona te dará consejos que valen miles de dólares y años de tu vida, gratis, a cambio de reconocerle que sabe más que tú.
be a mentor. And the thing is, a lot of young guys have a lot of ego, right? Because you're trying to prove yourself, trying to be a man, whatever. The thing is, is that if you humble yourself, it's not like there's some fucking massive scoreboard where it's like, who humbled themselves to whom across the whole U.S.? It doesn't, it's not, it not exists. It's just within one dynamic, right? And so if you go and say, Hey, I don't know anything. I'm happy to learn. If you do that, then a lot of people are like, Oh, well, he humbled himself. Well, yeah, I'm happy to teach you. And the thing is…
Escúchalo en el minuto 22:38
Estrategia y decisiones de negocioEl modo supervivencia no depende de cuánto ganas sino del margen: quien gana 40 mil al mes y gasta 40 mil sigue en supervivencia, pero quien gana 40 mil y gasta 4 mil acumula diez meses de sustento por cada mes trabajado, así que en dos meses tiene veinte meses guardados. Ese colchón es lo que permite pensar a largo plazo en vez de resolver el mes.
into thrive mode, but it's all relative. If you make 40 grand a month and spend 40 grand a month, you're going to be in the same survival mode. But if you make 40 grand a month and spend four, you're going to have, you're going to have every month you make 10 months worth of income. And so in two months, you've got, you've got 20 months saved up. You're good. And then you can get super
Escúchalo en el minuto 3:15
Estrategia y decisiones de negocioHormozi propone un detector: si te sorprendes pensando por qué esto no ha pasado todavía, estás hablando de resultados, que no controlas. La traducción práctica es hacer más del input, que sí controlas. Lo escribía y lo repetía como mantra: la acción alivia la ansiedad.
the input is the thing. That's the action you do. And so by delineating that, if you hear yourself thinking, man, why hasn't this happened yet? You're talking about outputs. And that means, great, if I think that thought, I need to do more of this input. Right? And so use your input, your action, your doingness, the thing you use your hands for as your coping mechanism for your impatience with outputs. I want to say that one more time. Whenever you have that feeling that things should be happening faster, use action as your coping mechanism. I used to write this down a lot and say it, which…
Escúchalo en el minuto 16:55
Estrategia y decisiones de negocioEl cuarto paso de Hormozi es dedicar todo el tiempo liberado a tres cosas concretas: postular a trabajos que paguen más que el actual, tomar trabajos paralelos, y aprender habilidades que se puedan cambiar por una tarifa por hora más alta de la que cobras hoy. El criterio es explícito: que ganes más por hora de lo que te pagan tus habilidades actuales.
are actually your enemies. You just don't know it. Now, four, take the rest of the time that you have to A, apply to jobs that make more than your current job. B, pick up side hustle work. C, learn skills that you can trade for a higher hourly rate than you currently do. When I say trade, I mean, you make more per hour than what your current skills pay you. All right? And then five, find the hardest
Escúchalo en el minuto 4:21
Estar en racha no es magia: son pausas, silencios, preguntas y tonalidad
ConversiónCuando un vendedor está encendido lo que cambia son conductas concretas: pausa distinto, deja espacios más largos, hace la pregunta, le cambia la tonalidad. Como son conductas, se entrenan y se pueden repetir en frío en vez de esperar a que llegue la racha.
Because there is no being on fire. It means you simply behave differently. It's not like you have magic. You pause differently. You take longer spaces. You ask the question. Your tonality shifts. And those are skills because you can learn them.
Escúchalo en el minuto 55:13
Medición y experimentosHormozi define aprender como cambiar el comportamiento ante las mismas condiciones: si entra un cliente y usas tu guion de seis puntos, y entra otro idéntico justo después, cuando has aprendido algo el guion cambia. Si haces exactamente lo mismo cada día, probablemente no estás aprendiendo, por mucho que trabajes duro.
faster than life learn faster. And the only way you learn is by changing your behavior with the same conditions, which means that if a person walks in, I say, this is my six point script, a person who's identical walks in right afterwards. If I've learned something that script changes, means same condition, new behavior. And so if you keep doing the exact same thing every single day, then you may not be learning. And it's a key point. It's good to work hard, but it's good to work
Escúchalo en el minuto 20:37
Fuera de la escuela hay muchas respuestas correctas y una sola equivocada
Estrategia y decisiones de negocioLa escuela entrena instrucciones claras, un resultado claro, un plazo y una nota inmediata, y por eso el principiante se paraliza buscando la única respuesta correcta. En el mundo real hay muchos caminos válidos y un solo error, que es no hacer nada, y es justamente el que elige la mayoría.
around it. Is that with school, you have very clear directions and a clear outcome with a clear timeline and you get a grade immediately. So that's kind of like the reward or feedback loop, right? And sometimes it's pop quiz, same day, next day you get the feedback loop. Or even you get, you finish the quiz, you go outside and then you're like, hey, would you answer for six? And you're like, oh, fuck, I got it wrong or whatever, right? But the thing is that the world is completely opposite of that. And so the thing is that beginners are paralyzed to make a decision because they assume the…
Escúchalo en el minuto 47:23
Buscar el mejor plan es la forma elegante de no empezar
Estrategia y decisiones de negocioCasi todo lo que hay que hacer ya se sabe, y se posterga con la excusa de investigar el mejor programa o el mejor método. Como el plan va a cambiar en cuanto llegue información nueva, la jugada es partir con la versión adivinada y corregir sobre la marcha.
probably eat more protein and eat less shit? Probably be like, yeah. Like, well, why don't we just start there? Most of the things you need to do, you already know what to do and you delay doing them by under the guise of having a better plan. But the reality is that your plan is always going to change as soon as you get new information. And so the point is to start, period.
Escúchalo en el minuto 43:26
Los malos vendedores tienen buenos días, los grandes nunca se enfrían
ConversiónLa escala es clara: el mal vendedor consigue un par de días buenos, el bueno entra en rachas calientes y el grande nunca se enfría. Sostener eso exige disciplina para tratar cada venta igual que cuando estás encendido, y aprender a disfrutar las mejoras incrementales a lo largo de cientos o miles de repeticiones.
I'm like, oh, your ability to not be able to continue after something gets boring and learn to love the incremental improvements, the hundred or thousand repetitions, is the skill discrepancy that you need to overcome. The best salespeople, bad salespeople try and have a couple good days. Good salespeople get on hot streaks. Great salespeople never get cold. And so that takes discipline to understand how to consistently get yourself hot. How to consistently treat every sale the same way you do when you're on fire.
Escúchalo en el minuto 54:36
Empieza en un puesto que sabes que no es tu destino final
Estrategia y decisiones de negocioHace falta humildad para aceptar un rol de entrada y verlo como una sola baldosa del cuadro completo. La experiencia base en venta puerta a puerta, llamada en frío o compra de medios es el cimiento sobre el que después se construye toda la carrera.
And learn. And it's giving yourself permission to have the humility to start a role that you know is not going to be your end game. Because you just see it as one tile on the painting that's going to become the version of you that you want. It's like, I got to start at this corner. I'm going to paint this corner up because I know that this cornerstone of experience in door-to-door or cold calling or media buying, whatever, is going to be something that I can build my whole career off of.
Escúchalo en el minuto 43:42
Tres recortes de gasto para quien tiene menos de 100.000 ahorrados
Estrategia y decisiones de negocioPara quien está partiendo con menos de 100.000 dólares ahorrados, Hormozi da la lista literal de recortes: dejar de comer fuera y comprar solo en supermercados de descuento, no comprar ropa nueva y vestirse solo en tiendas de segunda mano tipo Goodwill, y asistir únicamente a los eventos gratuitos a los que inviten los amigos.
aggressive with that other 36 and start really betting to, to double down. All right? So here's the very broke five, six things that you can do to immediately spend way less. One, stop eating out, discount groceries only. Two, stop buying new clothes, go to Goodwill only. Three, only attend free friend events. All right? So think of what I just said. Think about all the events that friends
Escúchalo en el minuto 3:32
Estrategia y decisiones de negocioA cierto nivel ya no hay masterminds a los que entrar: hay tratos donde alguien te dice que pongas un cheque de 10 millones, y hay que tenerlo esperando en la banca. Vivir muy por debajo del nivel de vida que podrías permitirte es lo que libera dinero para invertir en el crecimiento del negocio; el estilo de vida de tu competidor es tu oportunidad.
bigger and have more zeros next to them. And there's no masterminds you get to at a certain level. You just do a deal with someone. And for me to pony up for the deal might be like, hey, you got to write a check for 10 million. I'm like, all right, I got to have that ready for just like on the sidelines waiting for opportunities. Right. And so the idea is being on the defensive so that you can be on the offensive. It's living far below your lifestyle so that you can more heavily invest in the growth of the business. And so your lifestyle is your competitor's opportunity. There's you and other…
Escúchalo en el minuto 40:52
A los pobres los impresionas gastando, a los ricos trabajando
Marca y posicionamientoSi quieres impresionar a los pobres, gasta más que ellos; si quieres impresionar a los ricos, trabaja más que ellos. Hormozi lo ilustra con el Ferrari en leasing de 5.000 dólares al mes: ningún rico se impresiona porque todos saben lo que cuesta, y si lo haces al principio de tu carrera lo que piensan es que deberías estar reinvirtiendo ese dinero para crecer mucho más.
order to have what you want. If you want to impress poor people, outspend them. If you want to impress rich people, outwork them. And I can tell you this being in the position that I'm at because I have tons of young men who work for me. And I mean, they hear all the content that I make and they know that. And so if you lease a Ferrari for $5,000 a month or whatever, I know you're not rich. And every rich person isn't impressed by that because we know what it costs. You only impress poor people. And if you do it really early in your career, every rich person's like, man,
Escúchalo en el minuto 38:53
Las habilidades se apilan de forma desproporcionada
Estrategia y decisiones de negocioPara Hormozi las habilidades no suman, multiplican: quien es muy bueno en ventas y además en finanzas puede levantar mil millones porque entiende los dos mundos; quien sabe programar y hacer marketing puede construir software y venderlo a muchísima gente porque tiene el producto y la adquisición. Con una sola habilidad quizá no ganes ni la décima parte de lo que ganarías con dos.
the one asset you've got because you compound skills compound. When you get really good at sales and really good at finance, guess what? You can raise a billion dollars because you know how the finance world works and you know how the sales world works, right? If you know how to, you know how to code and market, then guess what? You can build software and sell it to gazillions of people because you have the product and the acquisition. Like skills stack disproportionately. If you only know one, you might not be able to make a tenth as much as if you know two. Now, obviously those are big
Escúchalo en el minuto 23:54
Su primera venta: dejó ir a la clienta que iba a volver con la tarjeta
ConversiónEn su primera conversación de venta, sin ninguna formación, Hormozi preguntó a la clienta si quería inscribirse; ella dijo que se había dejado la tarjeta en casa y que volvería, y él respondió que genial y la dejó irse. Cuando le contó al dueño que la había cerrado y que ella volvería con la tarjeta, los tres o cuatro dueños de gimnasio presentes se rieron sin poder respirar de lo ingenuo que era.
you want to sign up? And she said, I left my credit card at home. And I was like, okay. And she was like, I'll be back with the credit card. And I was like, cool. And so I walked out and, uh, it was like two minutes. Right. And I walked out and the owner, Sam was there with a few of other, other gym owners. He had brought a few gym owners. And so it was like three or four gym owners there. And, uh, he was like, damn, he was like, that was fast. And I was like, yeah. He's like, you closed her. And I was like, yeah. And, and he was like with a credit card. And I was like, oh no, she's, she's…
Escúchalo en el minuto 9:25
Estrategia y decisiones de negocioLa meta-habilidad que ordena todo lo demás es aguantar sin recompensa inmediata el tiempo suficiente para conseguir el primer resultado: la primera venta, el primer lead de anuncios, los primeros 100 seguidores. Ese primer refuerzo suele ser desproporcionado y es el que sostiene el resto; quien trabaja mucho solo pasó por un periodo corto de foco total antes de recibirlo.
That's it. Like, that's all you have to do. And in the beginning, you just have to be able to do it long enough that you get one reward. And that reward is typically outsized in its strength. And then that will reinforce you sticking with it. Because the people who do work really, really hard, it's not like they're made of different flesh and blood than you. It just means that they had a short period at some point where they said, I'm going to shut everything else off and I'm going to go all in on this. And then when they do get that first feedback loop, like, holy shit, I made my first sale…
Escúchalo en el minuto 45:18
Estrategia y decisiones de negocioCuando alguien dice que tiene demonios o que se autosabotea, lo que describe en realidad es que bajo ciertas condiciones se comporta de una forma que no le conviene. Eso es inexperiencia y falta de habilidad, y se resuelve exponiéndose a esas condiciones hasta acumular las repeticiones necesarias.
What you have is a lack of skills in how to behave in a certain condition. So when you say you have demons, what it really means if I say, okay, what do you mean by that? Define that. Define having demons, right? Most people say that they don't mean they actually think they have spiritual demons inside of them. I'm not even going to touch that. What they really mean is that under these conditions, I behave a way that is not ideal. And so what that means is you have a skill deficiency.
Escúchalo en el minuto 53:45
El emprendimiento no lo gana el mejor sino el último que queda en pie
Estrategia y decisiones de negocioNo es un juego de gana el mejor, es un juego de gana el último en pie: un juego infinito y no uno finito. Con ese marco cambia la decisión del día a día, que es lanzar el negocio, correr el anuncio, renunciar al trabajo y tomar el riesgo.
I'll tell you something that shifted my life, which is that entrepreneurship is not a game of best man wins. It's a game of last man standing. And there's a lot of games that are like this. And fundamentally, that's an infinite game frame versus a finite game frame. And I will read you the quote that Layla had framed and put in my office. Ask the girl, shoot the shot, launch the business, run the ad, quit the job, take the
Escúchalo en el minuto 1:09:34
La primera regla es usar lo que ya tienes
Estrategia y decisiones de negocioLa primera regla del emprendimiento es usar lo que ya tienes: no arrancar por falta de capital o de contactos es casi siempre una excusa donde se proyecta la inseguridad. Es cuestión de ingenio, no de recursos: si lo único que tienes es energía, la cambias por experiencia y por pruebas de que sabes hacer algo.
The first rule of entrepreneurship, according to Alex, is use what you've got. And the reason I like that is because many people always don't start things because they don't have the capital, they don't have the connections, they don't have the whatever insert insecurity or projection of blame and power they want to put on. But the first rule is you use what you have. And so it's about resourcefulness, not resources. And so if you have energy, you use the resource you have, you use what you've got to trade, to develop experience, to develop proof that you can get
Escúchalo en el minuto 0:34
Sus amigos ricos pasaron tres a cinco años en ventas de alto volumen
ConversiónHormozi afirma que todos sus amigos millonarios y billonarios, sin excepción, empezaron en un entorno de ventas de alto volumen: puerta a puerta, llamadas en frío o un negocio presencial con muchas conversaciones diarias con desconocidos. Y no fueron seis meses, fueron entre tres y cinco años siendo un representante anónimo que vendía membresías, seguros o paneles solares.
life right now. Two, these skills do get used across domains. Of all of my friends who are since millionaires and billionaires, to a person, they started in what I would consider a high volume sales environment. So that's either door knocking, cold calling, or some sort of in-person business where they had many, conversations with strangers on a daily basis. And I think there's, and I'm talking not like a month or six months, I'm talking like three, five years where no one knew their name. They were just some faceless representative that stood there at the door, saw people sold memberships…
Escúchalo en el minuto 7:09
Estrategia y decisiones de negocioLo compró porque lo presionaron con el argumento de que ganaba mucho y tenía que darse un gusto. Lo devolvió seis meses después y perdió 20 mil dólares en la operación; su conclusión fue que había sido un desperdicio completo porque el auto no le importaba en absoluto.
more money than people expect you to have. And so for me, when we did buy the Bentley, which I bought because I got, I'll be honest, I got pressured into it. They're like, dude, come on, you make all this money, like buy something nice for yourself. And I was like, I guess people buy nice cars. So I bought a car, I bought a Bentley. And I returned it six months later and I lost 20 grand on it. And I was like, this is just a complete waste of everything. Like, I just don't care at all about this. Because you only need three things to win.
Escúchalo en el minuto 41:52
Nunca consideró renunciar porque volver a Baltimore fracasado era peor
Estrategia y decisiones de negocioCada tres sesiones de preguntas le piden la fórmula para aguantar en los momentos duros. La respuesta honesta es que renunciar nunca estuvo entre las opciones sobre la mesa: volver a Baltimore como un fracasado le parecía peor que cualquier cosa que pudiera pasarle, así que persistir quedó como la única salida natural.
Every third time I do a Q&A, I get asked the question, what keeps you going? When things were tough, like what did you think about? And I could come up with something that was really compelling. The honest truth is I just never considered quitting. It was just not on my choice of options at the table. Because for me, the idea of going back to Baltimore as a failure was so much worse than anything else that I could encounter that it just wasn't even a consideration.
Escúchalo en el minuto 1:08:12
Después de aplicar los pasos, esperar 36 meses
Estrategia y decisiones de negocioHormozi pone un plazo concreto al final de su lista de acciones: una vez que sigues todos esos pasos, lo que toca es esperar 36 meses. Eso es lo que quiere decir con ser paciente con los resultados e impaciente con las acciones.
better faster. And then once you follow all of those steps, this is what you need to do next. Wait 36 months. And this is what I mean by patient with your outputs, impatient with your inputs.
Escúchalo en el minuto 5:08
Estrategia y decisiones de negocioNo existe la ética de trabajo hercúlea que tú no tienes. A esas personas les gusta algo que encima les trae estatus; la diferencia real es que cruzaron el puente inicial en el que eran malos y esa actividad todavía no les daba nada, y ahí siguieron hasta que empezó a funcionar.
And that's, it's not like I or some of the people that, all right, it's not like the people that you look up to have some sort of Herculean work ethic or discipline that you don't. They like things that happen to also bring them status. And that means that they went through a small period where they started doing that thing when they weren't good at it and it didn't bring them status, but they were able to make it through that bridge until eventually did start working and did bring them status. And then they just kept going.
Escúchalo en el minuto 51:55
El equilibrio se mide en una vida entera, no en cada semana
Estrategia y decisiones de negocioEn vez de balance diario, temporadas: durante el último año de Gym Launch prácticamente no hizo nada y tenía más tiempo y más dinero que cualquiera, después de temporadas enteras sin tomarse un solo día libre. Ampliar el horizonte de tiempo con el que se mide el equilibrio es lo que permite dormir tranquilo.
I just see that there is balance over a lifetime rather than balance every moment of life. And so you might have seasons. Like I took basically a year off during the last year of gym launch. I just didn't really do a lot. So I had more time than anybody and money, right? But I had seasons before that where I didn't take any time off. And so I think if you expand your time horizon for what balance really means, though this is a softer way of explaining it, then I think that that will, you know, make you sleep well at night.
Escúchalo en el minuto 51:16
Estrategia y decisiones de negocioUno sacó su empresa a bolsa e insiste en que hay que salir a bolsa. El otro salió, volvió a hacerla privada porque fue un desastre y hoy solo hace tratos privados, y terminó más rico que el primero. Los dos son billonarios con consejos contrarios: hay muchos caminos correctos, y lo único que descalifica es el miedo.
that most people pick. So I was talking to Neil Patel, who's a friend of mine, and he just made this big tweet about this, but he and I had a conversation about it earlier. He has two friends, one who's a public CEO, found a company, took it public. He's got another friend who found a company, took it public, took it back private, and then now only does private deals. The guy who does public and made all of his money public is like, you got to go public. And the other guy who took his company public and it was a big mess and then took it private again is actually richer than the guy who made…
Escúchalo en el minuto 47:56
Hay cientos de miles de millones al día invertidos en que no hagas nada
Investigación de mercado y clienteCada día se dedican al menos cientos de miles de millones de dólares a capturar tu atención, y esa industria está ganando: no es una pelea justa. Todo entretenimiento existe solo para que le prestes atención a él, así que cada minuto que le das es un minuto que no va a lo que sí te importa a largo plazo.
There are maybe trillions of dollars, but at least hundreds of billions of dollars that are being made and dedicated every day to getting you to do nothing. It's not a fair fight. I want to be clear. It's not a fair fight. And they're winning. And so I love this from Andy Friselle. He said, personal excellence is the ultimate rebellion. And so I think, like, you want to be a fucking rebel? Be excellent. And do it for you. Like, you want to stick it to the men now? Just be great.
Escúchalo en el minuto 44:10
Los perdedores cuentan lo que les pasó, los ganadores lo que lograron a pesar de eso
Estrategia y decisiones de negocioPara el perdedor la dificultad es su realidad permanente; para el ganador es solo su historia de origen. Mientras más grande el monstruo, más épico el héroe: la etapa dura de ahora es la historia que vas a contar después, y a los 85 años nadie quiere tener más historias aburridas.
Losers talk about what happened to them. Winners talk about what they made happen despite it. Hardship is a reality for losers. To winners, hardship is just your origin story. And, like, I promise you, if you can use this frame. Like, I was texting Laila the other day. Like, the bigger the monster, the more epic the hero.
Escúchalo en el minuto 1:02:52
No hay ninguna ventaja en que te juzguen con precisión
Marca y posicionamientoSi eres fuerte conviene parecer débil, y conviene tener más dinero del que la gente espera que tengas. Quien gasta para aparentar consigue lo contrario de lo que busca: los mismos a los que quiere impresionar lo leen como fanfarronería y calculan que se está gastando el sueldo entero.
right? But the thing is, is that everyone's trying to show face for hates him anyways, because it looks like he's bragging. But also they know how much he makes relatively. And they're like, God, he's got to be spending his whole paycheck. He looks irresponsible. There's zero advantage to being accurately judged. If you are strong, you want to appear weak. You want to have more money than people expect you to have. And so for me, when we did buy the Bentley,
Escúchalo en el minuto 41:34
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