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We Made a BIG Decision...
40 ideas de marketing sacadas de «We Made a BIG Decision...», de Alex Hormozi. Sobre todo de estrategia y decisiones de negocio, estrategia de contenidos…
- 40 ideas despiezadas
- Fuente Alex Hormozi
- Dura 1 h 02 min
- Publicada en 2025
Ver la entrevista entera en YouTube
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Medición y experimentosPara tener impacto real hay que meterse en lo más granular que ocurre en el negocio. Sarvata revisó una por una todas las líneas del estado de resultados, porque donde va el dinero es donde el negocio invierte, y con eso sabes dónde está todo. Su traducción para marketing es directa: si entras a un área de marketing, tienes que conocer cada métrica y cada canal.
You have to find the most granular thing that happens in the business. So for us, it was me going through every single line item in our P&L. Yeah. Right. And so I know, you know, everything because where the money goes is where the business invests. And once you know that, you know where everything is, is that. So if you're in a, in a marketing organization, you should know every single metric, every single channel.
Escúchalo en el minuto 36:57
El email no es el entregable
Estrategia y decisiones de negocioAl llegar a una organización hay que producir entregables tangibles cuanto antes: un memo, un video, un proceso montado, una conversación cerrada con un proveedor. La gente alrededor empieza a notar que apareciste y produjiste algo real. Cuantos más entregables sueltas al principio, más confianza y más retroalimentación recibes, porque el email no es el entregable; el entregable es el entregable.
And so it's the email is not the artifact. The artifact is the artifact. And the more artifacts that you can ship early on, the more confidence you get and the more feedback you get. Right. And you start to realize if you're coming in new to an organization, the more artifacts you can ship, the better.
Escúchalo en el minuto 39:15
Yo me encargo exige un cumplimiento del cien por ciento
Estrategia y decisiones de negocioDecir «yo me encargo» te impone una creencia y una responsabilidad: Sarvata explica que trabaja durísimo porque puso esas tres palabras delante de Leila y no puede fallarle. El ratio entre decir y hacer sobre esa frase tiene que ser del cien por ciento, y si alguna vez no se cumple toca disculparse, explicar qué pasó e ir a arreglarlo. Cuantas más veces se diga y se cumpla dentro de una organización, más rápido…
what a lot of people don't realize is when you say I got it, there's an insane belief system and a responsibility that you put on yourself. Cause the reason I say I got it is I can't let Layla down. And so I will work super hard because I put those three words in front of Layla. And the next time I say it, if I did not get it, then she's gonna be like, what the heck? You know? So there is a, there has to be a hundred percent say do ratio on I got it.
Escúchalo en el minuto 27:39
Nunca prometas que sera mejor con la persona nueva: di que sera distinto
Estrategia y decisiones de negocioEl error clasico al anunciar un fichaje es decir que todo va a ser mucho mejor con esa persona. Al segundo dia todo se siente distinto, la gente reclama que prometiste mejoria y no la ve. En vez de eso, no fijes esa expectativa: di que va a ser diferente, que va a haber un cambio, y explica en que va a consistir.
It's like, well, they're new. What do you expect? It's like, well, you said. And so that's the first one was like, just don't set any of those expectations. Just say, it's going to be different. It's going to be a change. Here's what the change is going to look like.
Escúchalo en el minuto 45:22
Para escribir el libro primero hay que vivir el libro
Estrategia de contenidosEl cambio de contenido que anuncia es dejar de publicar solo material de como se hace y empezar a mirar el calendario propio para contar lo que estan haciendo dia a dia para hacer crecer el negocio. La gente ve mucho how-to y casi nunca ve que hiciste tu de verdad; el plan es vivir el libro y escribirlo a la vez.
And what I'm really excited about is starting to just look at my calendar and just talk about what we are talking about. Like what you and I are planning on launching is talking about what we are doing day to day. And I think that is the thing that people are missing. They don't see that. They see a lot of the how-to stuff, which is cool. But they don't see the what did you do to help your business grow.
Escúchalo en el minuto 57:56
El test de la cena antes de dar medio negocio
Estrategia y decisiones de negocioAntes de meter a alguien como socio, pregúntate si te gusta cenar con esa persona. Hormozi cuenta que cuando le anuncian que van a asociarse con alguien y él pregunta si disfrutan cenando juntos, la respuesta suele ser que no; y entonces no tiene sentido entregarle la mitad del negocio a alguien con quien no disfrutas estar.
Because people come to me all the time. They're like, I'm going to hire this person. I'm going to bring in this partner. And I'm like, do you like having dinner with them? And it's like, no, I don't like having dinner with them. And I'm like, well, what, why are you bringing them in and giving them half your business? You know what I mean? And so I think like, that's a, that's a huge point that people need to, to think about
Escúchalo en el minuto 19:12
Un documento de onboarding preparado a mano vale mas que la bienvenida
Estrategia y decisiones de negocioLo que mas seguridad y bienvenida le dio a un socio entrante fue el documento de onboarding que le prepararon, porque demostraba que alguien invirtio horas pensando en el. Casi ningun responsable de onboarding hace ese trabajo previo, y ahi esta la ventaja.
The one thing I will offer is the thing that made me feel the most welcome and secure was Layla's document. Because it showed me that she cared enough to spend all that time preparing for me. And I don't think most, I'm just going to say most onboarding managers do that.
Escúchalo en el minuto 41:33
Las dos reglas al entrar nuevo a una organizacion
Estrategia y decisiones de negocioAl llegar nuevo a una empresa, las dos primeras reglas son: no andar diciendole a la gente que lo que hace esta mal, porque eso no te hace inteligente ni interesante, y ofrecerle ayuda a todo el mundo preguntando si hay algo que puedas hacer para apoyarlo. Aunque la persona no necesite nada, el gesto genera reciprocidad.
Like, don't go around telling people that something they do is wrong. Like, that doesn't make you smart. It doesn't make you cool. It doesn't, that's not why you're here. Like, just watch. Just watch. I was like, the second thing is offer to help everybody. I'm like, just offer.
Escúchalo en el minuto 40:28
Estrategia y decisiones de negocioEl que entra quiere aparecer, tener exito y hacerlo bien, pero las primeras dos a cuatro semanas son responsabilidad del manager, no de la persona nueva. Llegar con un plan de onboarding escrito, en lugar de presentarlo a todos y dejarlo mirando, es lo que demuestra que te importa quien entra.
Where imagine the anxiety of a new person coming on board anywhere in the organization. They want to show up. They want to be successful. They want to do a good job. You know, but it is the first two to four weeks are actually the manager's responsibility, not the person's responsibility. And us putting in a little bit of effort upfront, showing them that you have to think, hey,
Escúchalo en el minuto 41:54
Antes de que entre un lider nuevo, habla uno a uno con el equipo
Estrategia y decisiones de negocioAl incorporar un socio o lider nuevo, dedica tanto tiempo a preparar a la organizacion como a preparar a la persona: conversaciones uno a uno explicando que significa y que no significa, que cambia y que no cambia, tanto para cada individuo como para la empresa. Ahi es donde falla la mayoria.
And I think a lot of people that's, that's actually where I spent even probably just as much time, which was having the conversations with people one-on-one, talking to people, what does it mean? What does it not mean? What's changing? What's not changing for individuals and then for the company. And I think that alone is where a lot of people fail is that they don't do the work when they're bringing in a new leader, a new partner to position them well, to step into the organization
Escúchalo en el minuto 44:34
Estrategia y decisiones de negocioEn vez de pedir un plan de 30-60-90 días, Sarvata se incorporó solo hablando con todas las personas de acquisition.com, desde el fondo del organigrama hacia arriba: más de cien conversaciones en diez días, tras las cuales ya entendía el negocio. Hormozi lo compara con leer un documento de dieciséis páginas, que solo entrega la perspectiva de una persona, mientras que cien perspectivas dan una visión tridimensional…
But Sharon just was like, okay, I'm going to meet every single person who works at acquisition.com from like the bottom of the org chart all the way up. And he was like, this gives me so much rapid context and I'll have rapport and, And he basically onboarded himself within 10 days and talked to, you know, a hundred plus people in that period of time. And was like, he came back and was like, I understand what's going on now, which is better than like you trying to write a 16 page document that trying from, because the thing is, is it's always going to be one person's perspective.
Escúchalo en el minuto 33:09
Dos planes para que un fichaje salga bien: comunicacion y llegada
Estrategia y decisiones de negocioAntes de que entre alguien clave, anticipa las objeciones que la gente traera, del tipo si la van a despedir o si su proyecto sigue, y resuelvelas antes de que lleguen a ti. Con eso armas dos planes: como se lo comunicas a la organizacion y que pasa cuando la persona entra. Asi la reciben con entusiasmo y no con miedo.
And so I always just try to come up with like, what are the things that, what are the obstacles I anticipate ahead of time that I can just overcome before they even bring them to me? And I think that in itself paired with what you just said, like if you do those two things, like you address either the communication plan for how you're going to communicate to the organization and then there's a plan for when you bring the person in. I think that is how you set someone up for success. So when they walk in, people are excited for them to be there, not scared or not.
Escúchalo en el minuto 45:54
Estrategia y decisiones de negocioLeila estaba muy nerviosa por cómo contarle al equipo la llegada del socio, hasta que sus coaches le preguntaron cuál era la verdad y le dijeron que contara exactamente eso. Usó ese marco literal: «adivinen quién no ha llevado una empresa a mil millones antes que yo, por eso quiero traer a alguien que sí», más cuánto tiempo llevaban de amistad y de conversaciones. Ni una sola persona reaccionó mal.
And they were like, well, what's the truth about this? And I was like, all these, everything that we just said here, right. And they're like, well, just tell the truth. And it's so funny because I told the whole team and that was exactly the frame I used, which was just like, I haven't done this before. Sharon has, we've been friends for this long. We've been talking to him behind the scenes for this long, like these old things. And not one person had an adverse response and still has not.
Escúchalo en el minuto 31:47
Estrategia y decisiones de negocioAl entrar a una empresa no puedes esperar a que la relación llegue sola: hay que ir a buscar vínculo y patrones rápido. La regla práctica de Sarvata es que si cinco personas te dicen lo mismo que aman de la empresa, eso es real; si tres te señalan el mismo problema, eso también es real. Los patrones naturales se aprenden muy rápido y de paso construyen la relación.
And so if you, if you, if you're talking to people and five of them say, this is what they love about the company that reinforces what that is. And if three of them say, this is the same issue that reinforces what that is. And you learn it very quickly and you learn it from natural patterns. And that also allows for rapport. So if, if you're new or in a company, I would suggest focusing on rapport and patterns. That would be very, very helpful.
Escúchalo en el minuto 36:30
Protege a quien te dice yo me encargo
Estrategia y decisiones de negocioSarvata dice que sus tres palabras favoritas son «yo me encargo», porque escalar consiste en transferir apalancamiento sin que caiga el desempeño, y cada persona capaz de decirlas y cumplirlas cierra una conversación. A quien tenga ese nivel de competencia y de cuidado hay que apoyarlo, quitarse de en medio, reducirle fricción y darle lo que pida.
And so from my favorite three words that someone can ever tell me is I got it because I know that, and if they actually got it, it's super, super powerful. And when you have someone like that in your organization, I would support them, get out of their way, reduce fiction, get them support, make sure whatever they want is taken care of. Not that you need a partner per se, but anybody that is, that can, that has that level of competence and that has that level of care. I would highly take care of them.
Escúchalo en el minuto 26:42
Estancado en 2-3 millones por perseguir seis negocios a la vez
Estrategia y decisiones de negocioHormozi llevaba años topado entre 2 y 3 millones de dólares anuales como emprendedor solo, con seis negocios distintos y demasiado disperso. Cuando apareció Leila lo obligó a enfocarse en una única oportunidad y a posponer las ideas nuevas con un «gran idea, el año que viene». Sumar ese segundo cañón los llevó de 2-3 millones a nueve cifras.
I was too spread thin and I had six different businesses. I had all these different things going on. And then when Layla came to my life, she got me to focus on one opportunity. And then she was able to basically make all these things happen. And also at the same time, push back and be like, great idea next year. And that from an order of magnitude perspective, that went from, I mean, you think about where we were there, two or $3 million a year as a solo entrepreneur to adding one other barrel then took us to nine figures plus, right?
Escúchalo en el minuto 23:21
Estrategia de contenidosLa segunda etapa de su modelo fue ayudarse a si mismos directamente y a todos los demas de forma indirecta: documentar y publicar como hacen su marketing, sus ventas y sus procesos internos. No estan tomando las llamadas por los demas, pero mostrar como lo hacen ellos ayuda a muchos duenos de negocio a crecer.
I would say 2.0 was us helping ourselves directly and helping everyone else indirectly. So it's like, if you document all these things, we show what we're doing, that's going to help a lot of business owners indirectly. We're not the one actually like setting up, you know, like taking calls for them. We're like, but hey, here's how we do it. And here's how we do our market. Here's how we do our sales. Here's how we do these things in the business so we can help you grow and hopefully, you
Escúchalo en el minuto 47:08
Contrata gente que cierre el ciclo, no soluciones al setenta y cinco por ciento
Estrategia y decisiones de negocioUna organizacion llena de gente que dice yo me encargo es lo que te libera para ir a buscar cosas nuevas y construir el futuro. El emprendedor que se queda con talento insuficiente vive jugando al topo: recibe soluciones a tres cuartos y tiene que dejar partes de si mismo atras porque sabe que nadie lo cerro del todo.
Like I can still go get stuff, but then all those I got it lets you go get. And I think that's what allows you to build the future because so many entrepreneurs like have this, it's their dream is really just a dream and never meets reality because they never have the opportunity to pursue it because they're still stuck under talented in the business because they're constantly feeling like they have to play whack-a-mole because they don't fully complete the cycle. Like they get a three quarter solution, but you still kind of like leave parts of yourself behind because you know that someone…
Escúchalo en el minuto 51:27
Contrata gente con la que estarias aunque no trabajara contigo
Estrategia y decisiones de negocioEl filtro que les quito la sensacion de prisa en el negocio es simple: haz lo que amas con gente que amas, y busca personas con las que querrias estar aunque no trabajaran en tu empresa. Es un cambio de marco enorme a la hora de elegir socios y equipo.
I think that's why I've like had zero feeling of rush with acquisition.com. It's just like, it's like, if there's one thing, it's like, do what you love with people you love. And it's like, find people that like you would want to be around even if they didn't work in your company. It's a big one. Like that has just been such a huge frame shift.
Escúchalo en el minuto 56:40
Estrategia y decisiones de negocioProyectamos el futuro extrapolando la capacidad que ya tenemos, asi que tu vision esta limitada por tu equipo actual. Al meter gente de mucha calidad se expande tu rango de lo creible: cosas que descartabas porque no podias hacerlas ni conocias a nadie que pudiera entran de golpe en el terreno de lo posible.
And I think that when you bring, when you get these other barrels in and you get more high quality talent, your scope, your realm of believability expands. And so it's great to say, Hey, we want to do this thing, but like, you know, on some level, like what is reasonable or what is feasible with our existing capacity. And so we still on some level still extrapolate forward or project forward based on what we already have. And so when you bring those other people in, all of a sudden, like your ability to see
Escúchalo en el minuto 53:27
Balas y cañones: a quién le entregas los recursos
Estrategia y decisiones de negocioLos recursos que metes en el negocio son balas, y se le dan a quien es capaz de construir algo de la nada. Llega un punto en que ya no necesitas más balas sino otro cañón: alguien tan efectivo como tú, capaz de crear de cero, a quien le entregas munición y da en el blanco solo. Ese perfil no se contrata, y si se contrata tardas diez años en formarlo, o nunca.
It's at some point, I think we get into this pattern when, when we're bringing people into the business, bring resources in, it's almost like they're bullets. Like you need to give them, give the resources to somebody who's capable of building something from nothing. And at some point you have to bring in a barrel. And when you think of a barrel, you think of somebody like you who can create something of nothing, who can be as effective as you at the things that you're doing. And at that point, it's like, if I'm going to bring in somebody that has the same skill
Escúchalo en el minuto 20:09
Treinta y cinco decisiones al dia es una senal de alarma
Estrategia y decisiones de negocioUna forma concreta de detectar que estas mal ubicado en tu propia empresa es contar las decisiones: si estas tomando 35 decisiones al dia, ese ya no es el trabajo que deberias estar haciendo a esa altura del negocio.
with them as well as then, okay, maybe you shouldn't be the one making decisions all day. Like if I'm making 35 decisions a day, is that really a good thing to be doing at that point? And I knew it wasn't.
Escúchalo en el minuto 50:37
Quien pide un trimestre para ubicarse no es un jugador A
Estrategia y decisiones de negocioHormozi refuerza el patrón de que los jugadores A no necesitan mucho tiempo para empezar a aportar valor: los que puede nombrar de memoria en su empresa ya decían, dentro de los primeros cinco días, que se encargaban de tal trozo del problema. Cuando alguien anuncia que necesita un trimestre solo para orientarse, probablemente no es la persona; las veces que concedió ese margen, nunca funcionó a largo plazo.
reinforcing of the framework that like A players don't usually need a long time to immediately start providing value. And when we hear someone who might say like, I'm going to need a quarter just to like get my bearings. It's like probably not the guy or the gal, right? Like every single A player that I could name off the top of my head in this business, like immediately, I mean, within the first five days, you know, first work week was like, I got it.
Escúchalo en el minuto 38:00
El secuestro de autoridad: preguntar en vez de mandar
Estrategia y decisiones de negocioCuando llegas con autoridad reconocida y en vez de decir que hacer preguntas como puedes ayudar, activas un ciclo de reciprocidad con cada persona. Ese pequeno giro es lo que te consigue influencia real dentro del negocio, en vez de autoridad basada solo en el cargo.
And by doing that, though, then it's like, now I've got one reward cycle of this person. And one, especially if you come in from the position of above, right? If they know you have the authority, you flipping and being like, hey, how can I help you? Like, I think that's the authority hijack, right? Yeah. The thing that you could do that ultimately will gain you real influence rather than title based authority in the business.
Escúchalo en el minuto 41:11
La señal de un buen fichaje es que todo pese menos
Estrategia y decisiones de negocioEl termómetro de si alguien que entra a la organización suma es si las cosas se sienten más ligeras o más pesadas. Hormozi describe que dos tercios de lo que él llevaba antes ahora se hacen igual o mejor sin él; si en cambio alguien entra y todo se siente más pesado, esa persona no te está ayudando ni te está devolviendo atención para los problemas que solo tú puedes resolver.
But from a feeling perspective, which I don't really tap into very much, it just things feel lighter. And I think that if somebody comes into your organization, obviously it works at any level, but if someone comes into the organization and it feels heavier, that person is not helping you. They're not putting attention back on your plate so that you can then eat up the problems that you're uniquely qualified to solve at the higher level than you're currently solving on it.
Escúchalo en el minuto 30:11
Tu contenido de nicho ya sirve a otros sectores: solo cambian las palabras
Estrategia de contenidosEn los primeros dias de su negocio de gimnasios un abogado lo paro para decirle que escuchaba su podcast y que todo aplicaba a su bufete. El objetaba que hablaba de gimnasios y membresias en vez de contratos y servicios, y el abogado respondio que basta con cambiar las palabras. Por eso llegan seguidores de fuera del nicho.
And I'm like, you're smart because that's what happened with Alex is like- The early days of Jim Lounge, I had a lawyer stop me and he's like, hey, I listen to your podcast. I was like, the Jim Secrets podcast. And they were like, yeah, it all applies. And I was like, well, yeah, but I say gym and membership rather than contract and services. And they're like, yeah, you just swap the words like, duh.
Escúchalo en el minuto 58:41
Estrategia y decisiones de negocioTras vender su empresa se levantaba a las 4 de la manana y se acostaba a las 8 de la noche, y llego a pensar en montar algo mas pequeno y menos exigente. Mirandolo en retrospectiva no era falta de ganas: era una deficiencia de habilidad, no sabia construir un equipo que le evitara sentirse asi cada dia.
Like I've been up since 4 a.m. I'm going to bed at 8 p.m. And I'm a freaking grandma. And like, it would be nice to just have something a little more, a little less demanding of me. Right. And it's funny because I look back and I'm like, it was just a skill deficiency, which is like, I didn't have the skill of doing a couple of things, which is like building a team that allowed for me not to feel that way every day and building a team where I actually
Escúchalo en el minuto 50:14
El sueno que repites y el que de verdad crees posible no son el mismo
Estrategia y decisiones de negocioHay duenos que dicen a diario que quieren ayudar a un millon de personas a bajar de peso cuando tienen un solo local con cien clientes. Ese ni siquiera es un sueno realista: es algo que dicen porque a los demas les parece admirable. Si de verdad lo quisieran, se comportarian distinto.
piece, which is that I think that whether you like it or not, like, I mean, I talk to business servers every day and they're like, I want to help a million people lose weight. And I'm like, well, you have one brick and mortar store that has a hundred customers. Like the gap between there. I think it's not even, it's not even a realistic dream. It's something that they say that other people say that's amazing. And so that's why they keep saying it more so than they actually want to do it because if they actually wanted to do it, they would behave differently.
Escúchalo en el minuto 52:58
Se trae un socio por su criterio, no por su capacidad de trabajo
Estrategia y decisiones de negocioEn su negocio anterior consiguieron socios y despues salieron; nunca metieron socios para seguir creciendo sin agotarse. A cierto tamano el problema deja de ser el trabajo que haces y pasa a ser las decisiones, el juicio, el liderazgo y la experiencia. No traes a alguien para que trabaje mucho, sino por su cabeza.
We never brought partners into the business to keep growing the business in a way that didn't feel completely exhausting. Because at some point it's not, this isn't about the work that you do in the business. It's about the decisions, the judgment, the leadership, the experience. And that's, you know, it's not like we're like, oh, Sharon's going to come and just do so much work. Like, it's like, I know you are because it's who you are, but it's like the judgment you bring, the decision making, the expertise, like your thinking, your brain, right?
Escúchalo en el minuto 49:29
Perder el concurso y aun así conseguir el negocio
Estrategia y decisiones de negocioSharan Sarvata presentó su tesis de fin de carrera en un concurso de programación en Berkeley y uno de los jueces le dijo de entrada que no iba a ganar, pero que la idea era buena y que acababa de financiar a unos fundadores a quienes les serviría. De ahí salió su primera startup, que levantó más de 20 millones de dólares y terminó vendiéndose. Exponer el trabajo ante la gente correcta valió más que ganar el premio.
So how it all happened was for my senior paper in college, I wrote the senior paper in computer science. And I pitched it at a programming contest at Berkeley. And one of the judges said to me after I pitched it saying, hey, kid, you're not going to win. I was like, thanks a lot. But that was a good idea. I just funded a couple of the guys I think what you are sharing would be perfect for them. And that was my first foray into having a startup. And so I actually lived in my aunt's basement.
Escúchalo en el minuto 6:17
Un nicho de 1,5 millones de audiencia sostuvo un negocio de mil millones
Estrategia de contenidosSu contenido fue siempre de categoria muy nicho, del tipo rey de su vertical, y aun asi construyeron una audiencia con un mercado total de 1,5 millones de personas y un negocio de mil millones de dolares encima. Irse a nicho no impide generar mucha facturacion.
So, so far the content has always been a very niche category king type content. And the crazy part is we've had a chance to build, you know, a 1.5 million TAM audience and build a billion dollar business from it. And Alex, you talk about this, right? You go niche, you can actually create a lot of revenue from it.
Escúchalo en el minuto 57:05
Estrategia y decisiones de negocioLa entrada de Sarvata como socio de acquisition.com se negoció así: Alex y Leila le pidieron que escribiera un email con lo que estaba pensando, él lo escribió y ellos respondieron a todos sumando a los abogados con un «redacten esto». Esa fue toda la negociación, cuando para la mayoría de la gente son meses o años discutiendo términos. La profundidad de la relación previa es lo que hizo fáciles los términos del…
The depth of the relationship allowed for the deal terms to be really easy. And for everyone watching, Alex and Layla said, hey, just write us an email with what you're thinking. So I wrote an email. And then they hit reply all, added counsel and say, please draft this. That's all it was. That was the whole negotiation, which would have been months and years for most people arguing over terms, et cetera.
Escúchalo en el minuto 14:28
Si el trabajo te hace infeliz acortas el horizonte y aparece la prisa
Estrategia y decisiones de negocioCuando el trabajo te hace infeliz quieres que la miseria termine, asi que solo piensas a corto plazo y aparece la presion de hacerlo todo lo mas rapido posible, empujando aunque no quieras. Si disfrutas con quien trabajas, el horizonte se estira a veinte anos y ahi puedes sonar mucho mas grande.
Well, the vision also expands because the timeline you think on it also expands. Because if you're miserable, then you want the misery to end on some level. And so you're like, well, I can only really think this far out because I don't want to do this for longer than this amount of period of time. So then it creates this rush and this pressure to get it all done as fast as possible, which is very like pushing energy. Like you're like, I have to just keep driving even though I don't want to. On the flip side, if you're like, I'm enjoying the company on this process, it's like, well,
Escúchalo en el minuto 55:55
Nunca te sobreexpandes: te falta talento
Estrategia y decisiones de negocioHormozi sostiene que uno nunca se expande de más, lo que pasa es que está falto de talento, y esa falta de talento son cañones que no tienes. Tienes veinte buenas ideas, una sola vida y un solo tú; con veinte cañones podrías perseguir las veinte. La mayor palanca de Elon Musk, dice, es su capacidad de atraer cañones.
Like, and I'm a big advocate of focus, an aggressive advocate of focus, but you really never over expand. You're just under talent. And I think the vast, and that under talent is just this not enough barrels, right? You have 20 great ideas. You've got one life and there's one you. Now, if you had 20 barrels, you could do all 20. You've got Elon, he's got six big, you know, crazy opportunities.
Escúchalo en el minuto 22:40
Pagar hoy la ignorancia para no pagar intereses mañana
Estrategia y decisiones de negocioAnte una pieza que no dominas, por ejemplo la infraestructura legal, puedes aprenderla a golpes o traer a alguien que ya la resolvió y saldar esa deuda ahora, en vez de pagar la cicatriz y los intereses que vencen después. Hormozi dice que el hábito de sacrificar algo hoy para no quedar destruido mañana les ha servido muy bien.
It's like, well, some of these legal infrastructure pieces, it's like, okay, well, we can and we'll learn it. Or we can just not have to pay the scar that I know or the interest that is going to come due later because we just pay that debt down now. And I think that that habit of trying, being willing to sacrifice some today to not get destroyed tomorrow has served us really well.
Escúchalo en el minuto 29:48
Decisiones de cuatro semanas resueltas en treinta minutos
Estrategia y decisiones de negocioLa velocidad de un negocio se deriva de la velocidad con que decide, y tener a alguien que ya reconoció el patrón comprime discusiones de dos a cuatro semanas en decisiones de treinta minutos. Como eso se repite un día tras otro, ahí está la razón de que una empresa pueda crecer diez o cien veces más rápido que otra: minutos frente a meses es una diferencia enorme en escalas de crecimiento.
But that whole process might take two, two weeks or four weeks to make that call, which then can now be done in 30 minutes. But then tomorrow we have another 30 minute decision and the day after we have another 30 minute decision, but each one of those would have been two to four weeks, two to four weeks, two to four weeks. And like, that's where you can see why a company can grow at 10 times the rate, a hundred times the rate of others, because minutes versus months is a massive difference when we look at timescales for growth.
Escúchalo en el minuto 34:40
Hay niveles de experiencia que no se pueden contratar
Estrategia y decisiones de negocioExisten niveles de habilidad, experiencia y red de contactos que simplemente no son contratables: replicarlos internamente sería tan caro y lento que perjudicaría al negocio entero. Hormozi cita el acuerdo de OpenAI con Jony Ive como ejemplo de por qué a cierta gente se la trae como socio y no como empleado.
Like, couldn't, couldn't you just try and find somebody you could just hire or something like that? There come certain levels of skill and experience that are unhirable. You know what I mean? Like there's the deal that, you know, OpenAI did with John Ivey, right? We're like, he's, he's now just basically a co-founder status of OpenAI because he brings such a depth of experience and a network and a skillset and, that to replicate that it would be both impractical and likely, I don't want to say impossible, but the, the
Escúchalo en el minuto 16:09
Distingue al que quiere dinero del que ama construir
Estrategia y decisiones de negocioHay dos tipos de personas en los negocios: las que están para ganar dinero y las que aman construir cosas buenas y ganan dinero como consecuencia. Hormozi usa esa distinción como primer filtro al elegir con quién trabajar, porque casi todos los que se le acercan solo quieren el dinero.
It's like, they just want money. It's like, they're in business. I think it's like, there's people who are in business to make money. And then people who are love business and love making cool and then make money by consequence. And when I met you, it was clear that you were the type of person that you like building. You like being excellent and building a great business. And money comes as a consequence of that, right?
Escúchalo en el minuto 12:55
No existe trabajar mas inteligente: la companía te deja trabajar mas duro
Estrategia y decisiones de negocioLa razon por la que termina creyendo que lo importante es la gente con la que trabajas es esta: te permite trabajar mas duro, porque no existe eso de trabajar mas inteligente. Tener a la gente adecuada al lado es lo que sostiene el esfuerzo.
The reason, someone asked me this the other day, I said, the reason why I finally believe that it's about the company is because of this one thing. It allows me to work harder because there is no working smarter. It's like you realize you have the company so you can work harder. And that's what's super, super powerful.
Escúchalo en el minuto 55:39
Ganar dinero y hacer que el dinero gane dinero son dos juegos distintos
Estrategia y decisiones de negocioSaber generar ingresos con un negocio no te vuelve competente invirtiendo lo que ganaste: son dos juegos distintos que solo se refuerzan en parte. Hormozi cuenta que tras vender su empresa descubrió su ignorancia en cosas básicas, como que una distribución vuelve a tributar, que hay activos que se aprecian, que existen mezclas para flujo de caja y distintos cubos de inversión según el resultado que busques.
And so the game of making money versus the game of making your money, make money are two completely different games. There is crossover where one makes you better at the other and the other makes you better at the first. But there's still a ton or for me, there was a huge amount of ignorance that of, I mean, even around tax law of like, oh, wait, hold on. These, I'm getting this distribution, but I'm getting taxed on this too. I was like, but I paid tax on the money the first time. And then like, wait, you can have other things that can appreciate. And then there's blends for cash flow and…
Escúchalo en el minuto 3:09
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