Marketero · Entrevistas
If you're ambitious and in your 20s or 30s, please watch this.
34 ideas de marketing sacadas de «If you're ambitious and in your 20s or 30s, please watch this.», de Alex Hormozi. Sobre todo de estrategia y decisiones…
- 34 ideas despiezadas
- Fuente Alex Hormozi
- Dura 35 min
- Publicada en 2025
Ver la entrevista entera en YouTube
De qué habla
Las 34 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 34 ideas, con su cita y su minuto
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segundo exacto del vídeo para que la compruebes tú.
Estrategia y decisiones de negocioPara cuando tengas toda la información, la oportunidad ya se fue. La regla práctica es estimar cuánto tardarías en arreglar el error si te equivocas: si decidir toma cinco minutos y corregir toma diez, no dediques dos horas a deliberar. Casi siempre es más rápido decidir, equivocarse y corregir que deliberar con cuidado.
a money rule. Money loves speed. And bets. By the time you have all the information, the opportunity is gone. Sometimes you just have to make your bet. And it's almost always faster to make a decision, then make a mistake, and then correct that mistake than it is to painstakingly deliberate on the decision. If you know how long it would take you to fix something, if you're wrong, then just make your best bet because you can always fix it later. And so, said differently, if it takes you five minutes to decide and then 10 minutes to fix something, don't take two hours to decide because you…
Escúchalo en el minuto 14:26
Adelanta la fecha de tus decisiones: de fin de semana a ahora mismo
Medición y experimentosLo más pesado de cargar no es el trabajo sino las decisiones no tomadas: consumen atención y energía mental. Puedes moverte a siete veces la velocidad de los demás simplemente cambiando cuándo decides, de fin de semana a fin del día, luego a fin de la hora y finalmente ahora. En reuniones eso significa no dejar para la próxima sesión cosas como qué proveedor contratar, qué diseño de sitio elegir, qué titular usar o…
the work. And one of the things that heaviest things in life aren't iron or gold, but they are unmade decisions. They're the things that weigh us down. They take up all of our attention, all of our brain power. And so, right now, there's probably a handful of decisions that you know you need to make that you're just not. If you want to feel yourself go so much faster than you ever have, just decide. So few decisions in begin with. And so you can move through life at seven times the rate of other people by simply changing when you say you're going to make a decision from the end of the week to…
Escúchalo en el minuto 15:31
Ponle nombre a la voz que te está frenando
Estrategia y decisiones de negocioDetrás de cada acción que no tomas suele haber una o dos voces concretas en tu cabeza, y normalmente no son tuyas. El ejercicio es identificar de quién es esa voz, qué está diciendo y si esa persona es a quien le quieres dar control sobre tu vida entera. Formulado con nombre propio se vuelve absurdo: voy a dejar que Juan sea la razón por la que no me caso, o que José sea la razón por la que no subo mis precios.
failure. Let's say you have a reason why you haven't taken action, whatever that is, right? Just imagine in your mind like it's some visual thing. Realistically, it's probably one or two voices in your head. And it you can probably think about whose voice that is. And it might not be yours. And so, who is the person that you're choosing to not live your entire life for? Whose judgment do you care that much about? They're usually subconscious. Like you don't notice them unless you listen for the voice, unless you name the voice. Am I really going to let John be the reason that I don't get…
Escúchalo en el minuto 19:49
Audita tus horas: lo que haces revela cuál es tu verdadera prioridad
Estrategia y decisiones de negocioNadie tendrá más de 24 horas al día, así que todo lo que haces y que no persigue tu objetivo lo estás declarando más importante que tu objetivo. El ejercicio es revisar hora por hora en qué se te fue el día —Netflix, scroll infinito, navegar sin rumbo— y reconocer que eso, según tu conducta, es tu prioridad real. Visto así, dejarlo no es un sacrificio sino un intercambio, y la elección de fondo es entre llegar a los…
We have to give up some things to get others. And so like at the end of the day like all we have are trade-offs. We have what we have and what we want. And the question is what are the things that you currently have? Are you willing to trade for the things you want? And I want but don't have. There's no perfect way to live your 20s or your 30s, right? You either live them up and become an underskilled 30 or 40-year-old or you work them up and become an underlived 30 or 40-year-old. You just have to figure out which you'd rather be and accept the trade-offs and know that there are no doovers…
Escúchalo en el minuto 33:10
Casi ninguna decisión es irreversible: calcula el delta, no el precio
Estrategia y decisiones de negocioMuy pocas decisiones son de verdad irreversibles, incluso las que la gente trata como tales. Al comprar un auto o una camioneta, el costo real de equivocarse no es el precio sino la diferencia entre lo que pagas y lo que recuperas al revenderlo. Frente a eso hay que contabilizar lo que cuesta esperar seis meses para decidir, que suele ser mucho más caro, sobre todo si esa herramienta te permitiría trabajar o atender…
life actually are irreversible. Even the ones that people pretend are irreversible. What if I should I buy this car? Should I buy this car? You could buy it and then flip it. It's not like you can't sell it again, right? And so the real cost of the decision is the delta between what I could buy for what I could sell it for. Okay. Well, how much does it cost me waiting 6 months to do this? Probably a lot. And if I need that car to to, you know, or a truck so that I can like go to job sites or pick up clients or whatever it is, then like I am losing all of the time that I'm waiting to decide…
Escúchalo en el minuto 15:59
Entre un café de networking y el trabajo, elige el trabajo
Canales de adquisiciónCuando debas escoger entre un evento de networking o un almuerzo con alguien que propone colaborar, sinergizar o picarte el cerebro, y avanzar en tu trabajo, elige el trabajo: si el trabajo funciona, esa gente seguirá ahí para tomarte la llamada y además se abrirán cien puertas más. El bonus negativo es el inverso: si te distraes y pierdes el poco éxito que tienes, esa misma gente ya no te tomará la llamada mañana.
grow. So let me give you a very tactical example. So, if you're debating between going to a networking event, right, or like a lunch with some dude who's like, "Hey, we should collaborate. We should synergize. We should maybe trade ideas. Let me pick your brain, whatever, right? And if you're picking between any of those things and working, choose the work because when the work works out, the people will still be there to take your call. But if you never do the work, no amount of networking will get the work done for you." And the bonus or negative bonus here is that if you don't get the work…
Escúchalo en el minuto 11:00
Elige la intersección entre lo que haces bien y aquello por lo que ya se paga
Investigación de mercado y clienteEl filtro práctico para elegir en qué trabajar es doble: algo en lo que ya eres bueno y en lo que la gente ya gasta dinero. Esa combinación maximiza la probabilidad de producir algo intercambiable en el mercado, en vez de tener que crear la demanda desde cero.
fundamentally, all we're going to look for are things that you're good at that people already spend money on because that creates a very high likelihood outcome of you creating something that you can exchange in the marketplace.
Escúchalo en el minuto 5:42
No pidas opinión sobre tu idea a quien no tiene idea
Estrategia y decisiones de negocioCuando lo que estás haciendo contradice lo que dice tu entorno, el filtro es preguntarte si esas personas tienen la vida que tú quieres. Una gran forma de equivocarte es pedirle a alguien sin experiencia su opinión sobre tu idea.
of this seems antithetical or different than what you've heard or what other people around you are experiencing, ask yourself, is that do those people have the lives you want? A great way to make a mistake is to ask someone else's idea about your idea who has no idea. When
Escúchalo en el minuto 11:57
La deuda de ignorancia es la más cara que tienes
Estrategia y decisiones de negocioAdemás de la deuda financiera existe una más cara: la deuda de ignorancia, el costo de lo que no sabes pero deberías saber para llegar más rápido y más lejos. Solo se paga fallando, porque sin fallar no se adquiere ese conocimiento; por eso Hormozi acepta pagar en quedar mal, en dinero, en tiempo y en juicio ajeno. Bajo este marco un experto es simplemente alguien que ya cometió todos los errores posibles en un…
the money potholes? So, number six, pay off your debt. Now, I'm going to hit you with something you probably haven't thought of before, which is there are many kinds of debt. There's obviously financial debt, but the biggest and most expensive debt is ignorance debt. It's the cost of what you do not know but should. And to be clear, I still pay off ignorance debt every day. It's the debt in skills and knowledge that I should know to get faster and further to where I'm trying to go, but I don't. And so, I have to just fail until I get this knowledge. But the thing is is that if I don't fail, I…
Escúchalo en el minuto 17:55
El síndrome del impostor se cura dejando de posturear
Marca y posicionamientoSi te sientes impostor suele ser porque efectivamente te estás presentando como algo que no eres. Posturear —presentar algo de forma que sabes que se percibirá distinto de la realidad— es mentir aunque no digas una falsedad literal. La salida es declarar los hechos tal cual son; y si esos hechos no resultan atractivos ni te dan estatus, entonces trabaja hasta cambiar los hechos, no el relato.
no idea. So the thing is is that this is where the whole imposttor syndrome will a little bit of imposter because you are you're misrepresenting yourself. You know you're not as successful as you pretend to be. And so if you want to eliminate imposter syndrome just stop lying. When I say lying people like I don't lie. If you present something in a way that you know is going to be perceived differently than what reality is posturing in my opinion lying. You're misrepresenting. What you want to be able to do is state the facts and tell the truth. Period. And then if those facts and truth are…
Escúchalo en el minuto 8:15
La ética de trabajo es la moneda para entrar a círculos que aún no mereces
Marca y posicionamientoLa única vía para que te dejen entrar a círculos superiores a tu nivel es la ética de trabajo: es la moneda universal de respeto entre culturas, épocas y generaciones. Mucha gente está encantada de ayudar; lo que no está dispuesta es a perder su tiempo ayudando a quien no se ayuda a sí mismo. Hormozi dice que ese es su secreto para conectar por encima de su categoría: saben que va a ejecutar, así que no sienten que…
you're at. The only way that people let you into circles that you don't deserve to be in is work ethic. There is no other way. It is the universal currency of respect across cultures, across time periods, across cohorts, across generations. An old man will respect a young man who hustles and they will always be willing to give time to somebody who they think will execute. Like this is that was my secret and it punch above my weight class in terms of the people that I'm connected with because they know that I'll do the work and so they don't feel like they're wasting their time by helping…
Escúchalo en el minuto 12:52
Estrategia y decisiones de negocioLa forma más eficaz de mantener a alguien pobre sería hacerlo empezar cosas nuevas en lugar de volverse bueno en una. Nadie se hizo rico haciendo dropshipping, day trading, cripto y wholesale al mismo tiempo: es arrogante creer que puedes con varias y aun así ganarle a quien pone todo su esfuerzo en una. La regla social que lo resume: si quieres impresionar a gente pobre, habla de cuántas cosas haces; si quieres…
Think about the equal opposite of this. How would I get someone to be poor? I would get them to keep starting new things rather than getting good at one thing. And so, do you remember that guy who got rich dropshipping, day trading, buying crypto, and wholesaling all at the same time? Yeah. Me neither. You have to focus. And it's arrogant to think that you could do multiple things at once and beat someone who does one thing with all their effort. You have to pick one thing and go allin and then you become the one who's hard to beat. So I wanted. If you want to impress people who are poor…
Escúchalo en el minuto 6:04
Si quieres ayudar a más gente, gana más dinero
Oferta y precioArgumento que Hormozi usó con Leila en su primera cita, cuando ella decía que su objetivo era simplemente ayudar a la gente: se puede ayudar y ganar dinero a la vez, y con más dinero se puede ayudar a más personas. Quien reparte su energía intentando ayudar a cada individuo con recursos limitados termina alcanzando a muy pocos; para llegar a muchos hay que aprender a jugar el juego comercial.
And so I remember Ila uh had this very early conversation with me because I think it was our first date. She said she's like I just want to help people right like that was her whole thing. And I was like do you think it'd be possible for you to help people and to make money? And she was like well yeah and I was like okay do you think you could help more people if you made more money? And she was like yeah. And in that conversation she shifted from being what I would consider a bleeding heart of just like doing everything like just trying to just just help every single person. But the thing is…
Escúchalo en el minuto 30:29
Metas grandes y pequeñas cuestan casi lo mismo, y arriba hay menos competencia
Estrategia y decisiones de negocioSegún una idea que Hormozi atribuye a Stephen Schwarzman, fundador de Blackstone, las metas grandes y las pequeñas son más o menos igual de difíciles. Tener un restaurante local exitoso puede exigir 80 horas semanales y gestionar equipos, casi lo mismo que construir una empresa de mil millones. Si va a ser difícil igual, conviene apuntar alto; además la competencia por metas grandes es más escasa porque la mayoría…
well pick big ones. And I'll give you a great a great analogy that I got from Stephen Schwarzman who's the founder of Blackstone. He said big goals and small goals are usually just about as hard. A common VC saying is that having a really successful restaurant, you might have to work 80 hours a week and manage all these different people to have a really successful local restaurant. And you might also have to manage all these people and do all this other stuff if you want to build a billion-dollar unicorn. Both those things are hard. And so if it's going to be hard regardless, you might as…
Escúchalo en el minuto 25:01
Conoce el precio de la inacción
Estrategia y decisiones de negocioLa razón para no pagar la deuda de ignorancia es no darse cuenta de lo caro que sale no pagarla. La pregunta útil es cuántas veces has recorrido el ciclo completo de llegar hasta el borde de una decisión y no tomarla, y si la vida que tienes hoy es resultado de eso. Si crees que tarde o temprano vas a hacerlo, hazlo temprano y empieza a disfrutar los beneficios antes; retrasarlo solo sirve para posponer el costo del…
you? And I think it's because you don't realize how expensive not paying it off really is. And so know the price of inaction. Do you think that the reason and then you choose not to. And so the question is, how many times have you run that cycle? How many times have you thought through this decision and then not done something about it? And is the life you have you want as a result of gotten you where you're at. If you genuinely believe that you're going to do this sooner or later, right, make this bet, make this call, whatever, sooner or later, then you might as well do it sooner so you can…
Escúchalo en el minuto 18:56
Estrategia y decisiones de negocioCuando aún no tienes activos ni reputación que arriesgar, el costo de fallar es prácticamente cero y el beneficio potencial es enorme, así que la estrategia correcta es tomar la mayor cantidad de intentos posible. Además nunca vuelves a partir de cero: después del primer intento siempre arrancas con la experiencia acumulada, de modo que cada tiro deja saldo positivo. Lo que frena a casi todos no es el riesgo real…
to take asymmetric bets. If you're under 30, you have no reason not to go 100% allin on your goals. The downside is nothing and the upside is everything. If things to gain. And so the objective when you have as little as you can is to take as many shots as possible because your downside is zero, right? And so afraid to take a shot. But the only reason that was holding me back was the belief that other people who I don't even talk to anymore would somehow judge me as a quote failure. You never actually start from scratch ever again because every time after the first time you start from…
Escúchalo en el minuto 0:17
Exploración y explotación: la fase amplia dura años y no da dinero
Estrategia y decisiones de negocioLa carrera tiene dos temporadas, marco que Hormozi toma de Naval: exploración, donde pruebas muchas cosas para detectar en cuál tienes facilidad, y explotación, donde cortas todo lo demás y vas a fondo en una. Lo clave es asumir que la fase amplia no es donde se gana dinero; en su caso duró unos cinco años desde que empezó hasta que la superó. Al principio hay que aprender a decir que sí hasta saturarse, y la única…
beginning, you're in exploration. I grabbed this from Nval and I really love it. Later on, you get into exploitation, which is where you go allin, right? And so, the thing is is that in the beginning, you're tasting lots of stuff. you're trying to figure out what you are good at or have some proclivity towards. When you have that proclivity, then it becomes very clear now is the time to cut everything else so that we can focus and go deep. Right? So, you go broad in the beginning so that you can figure out what you to go deep on. The broad period that you're in is never the period where…
Escúchalo en el minuto 9:57
La pasión nace de la competencia, no al revés
Estrategia y decisiones de negocioEs difícil decidir qué te gusta más, pero sí es fácil saber en qué eres mejor. Normalmente terminamos amando aquello en lo que nos volvemos buenos, y no volviéndonos buenos en lo que amamos; disfrutar algo no garantiza ni talento ni dinero. Además las pasiones cambian con la edad, así que apostar la carrera entera a encontrar la única cosa perfecta para siempre pone una presión imposible sobre esa elección.
which bets do I take? So number two, don't follow your passion. So passion is vague and so it's very difficult to say But what you can say is I'm better at this than that. And so passion usually then comes from competence, not creates competence. And so we usually like things that we get good at rather than getting good at things that we like, that enjoying something doesn't even guarantee that you're good at it or that harms more people. And I think one of the biggest reasons of not following your passion is that your passions will change as you age. I promise you, the And so this idea that…
Escúchalo en el minuto 4:09
Ocho negocios a la vez: mucha facturación y cero dinero
Estrategia y decisiones de negocioHormozi llegó a operar simultáneamente una agencia para quiroprácticos, una agencia dental, un negocio de reflotar gimnasios y cinco gimnasios propios: ocho unidades en total. El resultado fue estrés, dispersión y varias fuentes de facturación que no dejaban utilidad; alimentaban su ego, no su cuenta bancaria. El punto de inflexión llegó cuando Leila le dijo que era claramente bueno en una sola de esas cosas y que…
understand that. And so, I had a chiropractor agency, a dental agency, a gym launch business where we did turnarounds. I And then I also had five gyms of my own at the time. All right? it, I had five locations plus the three. So, I had eight. It's a lot. All right? It was too much. And because of that, I was stressed out of my mind. I was so spread thin and basically I had lots of things that generated revenue and I didn't make any money. The only thing that it fed was my ego, not my bank account. When did this big turnaround happen for me? Leila came into my life and she was like, "Hey…
Escúchalo en el minuto 7:02
Toda meta se paga en aburrimiento, y la consistencia nunca luce impresionante
Estrategia y decisiones de negocioPara ser creativo primero hay que aprender a aburrirse, y toda meta se cobra en aburrimiento o en dolor: mientras más grande, más de ambos. En una carrera la gente se agolpa en la partida y en la meta, pero el ganar ocurre a solas: nadie aplaude un día sin beber, una comida sana o saltarse la salida con los amigos. Ningún entrenamiento aislado impresiona, y por eso la consistencia —el rasgo más determinante— solo se…
it's going to be exciting. So 12 here is accept boredom. Like if you want to be creative, you must first learn to be bored. If you want to achieve a goal, you'll either have to accept boredom or pain. And the bigger the goal, the more of both you're Tada. Finish. Now, when you've seen a race, where do people gather? They gather here and they gather here. So here's the question. Where does the winning happen on your own? Because no one cheers for you not drinking for a day or not smoking, you know, on a lawn drive if you're trying to quit or not overeating for one night or skipping out on…
Escúchalo en el minuto 31:15
Traduce cualquier crítica como «no vives como yo preferiría»
Marca y posicionamientoCasi todo insulto o juicio se reduce a una sola frase: no vives tu vida como a mí me gustaría que la vivieras. Vista así, la respuesta es obvia: cada uno vive la suya. Además el odio suele señalar envidia parcial y no total: no envidian tu vida entera sino un pedazo concreto —la atención, el dinero, el cuerpo— y creen que la vida te dio injustamente algo que ellos merecían.
I'm living my life. And so you can boil almost all insults or judgments down to this statement. And I think like I hear this, I translate it when I hear hate. You do not live your life in a way that I would prefer. So they're like, you know, you shouldn't. I do not live my life in a way that you would prefer. And that's okay because that's why you live a life that you prefer and not a life that I would prefer. And that's why you live your life and I live my life. And so people just get so triggered by this. So when people hate on you, it usually means that they're jealous and believe that you…
Escúchalo en el minuto 28:03
Trabajar inteligente sin trabajar duro solo funciona contra rivales tontos
Estrategia y decisiones de negocioEl consejo de trabajar inteligente y no duro solo sirve mientras compites contra gente poco inteligente; frente a competidores igual de inteligentes lo único que queda para diferenciarte es trabajar duro, porque quien trabaja inteligente y duro le gana a quien solo trabaja inteligente. En la misma línea, la gente obsesionada con el equilibrio vida-trabajo suele ser mediocre en ambos lados.
thing. People who obsess about work life balance are typically mediocre at both. work life balance is a wonderful goal. I have no hate for it. It's not going to happen if you want to be the best. Like, you've probably heard the, you know, work smart, not hard, right? That only works when you're competing against people who are not smart. If you compete against other smart people, the only thing you will have left is to work hard. If you work smart, not hard, you will get beaten by someone who works smart and hard. And if I don't know about you, I would rather be that person because at the end…
Escúchalo en el minuto 29:00
Estrategia y decisiones de negocioEl error de principiante es imaginar el éxito como un salto sobre un abismo que hay que intentar una y otra vez hasta lograrlo. En realidad se instalan ladrillos: avanzas, te caes, arreglas ese tramo, sigues. El resultado final de que el sistema funcione sí es binario, pero el proceso de construirlo es lineal y acumulativo, y por eso desde afuera el éxito parece haber ocurrido de la noche a la mañana.
is that I had a misunderstanding of how success worked which is that it's far more stacking many things on top of each other than it is nothing nothing and would do it. But more likely than not, it's really like you install these these bricks on the path and you keep you keep walking and it's like, okay, well, I and then all of a sudden you make it all the way across. And that's what it looks like or what the experience of kind of becoming the overnight success is and then it happens all at once. It's not that it happens all at once. The actual outcome of getting a system to work all the way…
Escúchalo en el minuto 1:30
Todo su consejo en 60 segundos: claridad, indiferencia y volumen
Estrategia y decisiones de negocioPreguntado en un podcast qué le diría a alguien de 20 o 30 años si se borraran todos sus libros, tuits, correos y videos, Hormozi respondió con tres cosas: averigua qué quieres, ignora las opiniones de los demás y haz tanto volumen que resulte absurdo no conseguirlo.
you not make the trade? And so I had this clip that went super viral from a podcast that I did yesterday. And the host asked me, "If all my books and all my tweets and all my emails and all my YouTube videos were all deleted and I had to compress all of my stuff uh into into 60 seconds, what would I say for somebody who's in their 20s and 30s?" This is what I said. Figure out what you want. Ignore the opinions of others and do so much volume that it would be
Escúchalo en el minuto 35:17
Sube el estándar de tu círculo y acepta las amistades por temporada
Estrategia y decisiones de negocioPara subir el estándar de tu vida tienes que subir el de la gente que te rodea, porque ese grupo de referencia es contra el que te comparas y el que genera la insatisfacción que te mueve. Hormozi entiende su vida en temporadas: ha soltado amigos en cada una, mantiene un círculo cercano muy pequeño y no le exige a nadie acompañarlo cuando él cambia radicalmente de objetivos, lo que le libera tiempo para reinvertirlo…
thing is is that if you want to raise the standard of your life, you have to raise the standard of the people who you surround yourself with. Because the fastest way to change your life is to change who you're friends with. Because that reference group is ultimately going to be what you compare yourself to. And so if you change who you compare yourself to, all of a sudden you will create deprivation around the difference between where they're at and where help yourself. And so I've shed friends at every season of my life and my close circle has always been very small like very small. The…
Escúchalo en el minuto 12:34
Estrategia y decisiones de negocioPara ganar un millón hay que estar dispuesto a soportar un millón en dolor, y para diez millones, diez millones de dolor; además la naturaleza del dolor cambia con la etapa: primero no saber qué haces, luego el juicio ajeno, después las demandas judiciales. El no saber nunca desaparece, así que intentar resolverlo es inútil. Y como se sufre igual creciendo, en meseta o cayendo, el sufrimiento es una constante y por…
do? We have to solve bigger problems. If you want to make more money in your 20s and 30s, solve bigger problems, right? If you want to make a million dollars, you have to be willing to endure a million dollar worth of pain. If you want to make $10 million, you have to endure $10 million worth of pain. And here's the thing is that most when they start getting into it, the thing is is that the nature of the pain changes. And so in the beginning the pain is I don't know what I'm doing. Later the pain is people judging me and later the pain is lawsuits and a lot of the pain is just not knowing…
Escúchalo en el minuto 24:12
Casi no vende Gym Launch en 46 millones por lo que pensaría un colega
Estrategia y decisiones de negocioHormozi cuenta que estuvo a punto de no vender Gym Launch porque creyó que 46 millones de dólares no bastarían para impresionar a un colega concreto. No era familia ni un amigo cercano, solo alguien a quien respetaba. Al identificar de quién era esa voz se dio cuenta de lo ridículo que resultaba dejar que definiera una decisión de esa magnitud.
And so, I will tell you the story. I almost didn't sell Gym Launch because I thought that $46 million was not enough to impress a specific colleague of mine. Real talk. I was very, very hesitant to sell the company. And the main reason is because I thought that they would think that wasn't that impressive. And when I thought about that, I was this wasn't family. This wasn't friends. This was just kind of a colleague that I respected." When I was able to really over my entire life? And once I saw that, I was like, "Well, that's ridiculous. I don't care about this."
Escúchalo en el minuto 20:11
El negocio es un juego infinito: ganas mientras sigas jugando
Estrategia y decisiones de negocioHay juegos finitos, con plazo y marcador, y juegos infinitos cuyo único objetivo es seguir jugando. El punto del matrimonio no es casarse sino seguir casado; el de la salud no es ponerse sano sino mantenerse; el del negocio no es montarlo sino seguir en él. De ahí que lo único obligatorio sea elegir seguir peleando, y que uno se vuelva exitoso en el momento en que decide estar dentro de la arena.
realizations I had is that since life is an infinite game and what that means is end you count the score, right? And then there's infinite games where the only point of the game is to keep playing the game. And so like the point of marriage the point of business is not to get into business, but to stay in business. And so basically the only thing that you have to do to stay in business is to choose to continue to fight. And so once you become a success the moment you decide you are. Because being successful is far more about being in the game, about being in the arena. And so when
Escúchalo en el minuto 3:10
Estrategia y decisiones de negocioLos perdedores se definen por lo que les pasó; los ganadores por lo que logran hacer a pesar de lo que les pasó. Donde uno ve una excusa, otro ve una historia de origen: ningún héroe ni campeón tiene un pasado fácil, y a nadie le conmueve que triunfe el niño de cuna de oro. Las desventajas reales existen, pero solo dejan una elección: usarlas como prueba de que se puede superar, para gente en tu misma situación, o…
abuse whatever. So the main point is despite the disadvantage, you only have one choice. What are you going to do? You can take action anyway and become proof to other people like you, your prove to them or prove to yourself that you can overcome it and that they can overcome it too. Or you can do what the vast majority of people do is that they protect their ego and blame and complain. And to be clear, this is not a where you want to go. Because at the end of the day, here's the TLDDR. Losers define themselves by what has happened to them. Winners define themselves by what they can make…
Escúchalo en el minuto 22:25
La obsesión es el precio de entrada y solo consiste en intentar
Estrategia y decisiones de negocioLo que los demás llaman obsesión es en realidad solo intentar en un entorno donde casi nadie intenta; los obsesionados no se consideran obsesionados, consideran al resto desocupado. Por eso es normal, y hasta buena señal, dejar de parecerte a tus amigos normales: sería incoherente hacer lo mismo que ellos y esperar un resultado distinto.
have to be. Is normal to not be like your other normal friends if you want to have extraordinary outcomes. If you think about the reverse, it wouldn't make sense if we do the same things as our normal friends and somehow get something different. It's a positive indicator. It's a green flag that you're living a different life than everyone that you're going to do things that normal people won't do because you're trying to not have the same outcome as them." 10. Obsession is the ticket of entry. It's the price of entry. And the thing is is that obsession isn't really obsession. It's actually…
Escúchalo en el minuto 26:37
Nueve negocios fallidos antes de uno que funcionó, seis de ellos simultáneos
Estrategia y decisiones de negocioHormozi acumuló nueve negocios fallidos antes de dar con uno que realmente funcionó, y el dato que casi nunca cuenta es que seis de esos nueve los tenía abiertos al mismo tiempo. La cifra sirve como referencia realista de cuántos intentos fallidos caben antes del primer acierto.
started pretty early. And so I had nine failed businesses, nine before I had one that really worked. And so I bring this told you earlier that I had nine failed businesses. Now here's the part that a lot of people don't know. Six of those I had at the same time. And so I like to
Escúchalo en el minuto 2:52
Estrategia y decisiones de negocioUna carrera normal genera del orden de uno o dos millones de dólares repartidos en más de 40 años, y hay una cantidad de trabajo que simplemente debe hacerse para producir ingresos. La apuesta de Hormozi es concentrar ese trabajo de 40 años en cuatro, para quedarse con los 36 restantes libres y con recursos muy superiores.
which is work hard and smart. If you extrapolate out what a normal life is like, right? Maybe someone makes, you know, a million dollars or $2 million over the span of their entire career, right? 40 years plus, I think there's just a certain amount of work that must be done to generate income. And so what I would rather do is just take that 40 years and just cram it into four and then have the other 36 years of my life to do whatever I want with resources far beyond what I would be able to do there.
Escúchalo en el minuto 30:03
A las 24 horas la gente recuerda cerca del 11% de lo que consumió
Estrategia de contenidosHormozi cita un estudio que comparó formato corto y formato largo y encontró que 24 horas después la gente recordaba alrededor del 11% del contenido, un porcentaje mínimo en ambos formatos. No identifica la fuente del estudio.
They did a great research study on this where they did short form versus long form even and people remember like 11% like 24 hours later it was a tiny percentage. And so we have to accept
Escúchalo en el minuto 34:39
Primer millón a los 26 y 250 millones de facturación agregada a los 36
Estrategia y decisiones de negocioHormozi declara que hizo su primer millón de dólares a los 26 años y que una década después, con 36, las empresas de su portafolio generaron en conjunto más de 250 millones de dólares de facturación en un año. Es la escala de referencia desde la que da todos los consejos del video.
your 30s. So, I made my first million when I was 26. A decade later, my portfolio companies generated last year over $250 million in aggregate revenue. And I'm 36 now. And so, in this video,
Escúchalo en el minuto 0:03
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