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Was du mitnimmst
- Erfolgreiche Firmen unterscheiden sich von scheiternden vor allem durch klare, gelebte Standards des Inhabers.
- Standards bringen nur etwas, wenn sie in konkrete, beobachtbare Handlungen übersetzt werden, nicht nur als Worte existieren.
- Als Chef musst du selbst vorleben, was du von deinem Team erwartest, sonst nimmt dich niemand ernst.
- Die Gandhi Geschichte zeigt: du kannst von anderen nur fordern, was du selbst schon an dir umgesetzt hast.
Volltranskript
Das Transkript ist das englische Original mit Timecodes. Die deutsche Zusammenfassung steht oben. Sprecher werden automatisch zugeordnet.
0:00Bobby, damn businesses are ruthless. No, man. Standards. Like standards, bro. Like every business that you like, that you think does a [ __ ] amazing job, they have standards. Every business that you think is a piece of [ __ ] that you're like, [ __ ] that business, that's because there's an owner didn't have standards. Period. And the vast majority of owners don't have standards that they communicate into observable actions. And they don't even model what they want to have done.
0:27It's like it's like somebody saying, I want all my team to show up on time, or I want all my team to show up early and they're not there early. Like you have to lead by example or no one takes you seriously. Like there's a story of Gandhi where a woman comes to Gandhi and she says, Gandhi, can you help my kid uh stop eating candy and sugar? And he says, okay, come back to me in a month. And so the mother comes back with the kid and says, you know, Gandhi, can you help my my kid stop eating sugar?
0:52Uh and so Gandhi looks at the kid and he says, stop eating sugar. And then the kid stops eating and she's like, why did that take a month? And he's like, well, I had to stop eating sugar. And so like, that is how you lead. If you're a business owner and you are not growing as fast as you'd like, I'd like to give you a free gift. So, my team and I put together the $100 million scaling road map, which is basically 200 hours of us looking over all the portfolio companies we've had and what stages of growth they went through and more importantly, where they got stuck and how they got past it. And so we broke it into these 10 stages and we made this little kind of quiz thing where if you put in your business information, it'll tell you where you're at and the most important part for you, what to do for each of functions of the business across product, marketing, sales, customer success, recruiting, IT, human resources and finance. And so, no matter what you're struggling with, someone else has already struggled with it and solved it.
1:39And so I'd like to give you this thing absolutely free. You can go to acquisition.com/roadmap, plug in your business information and if you want us to actually help you deconstruct the business and you're trying to scale, we'd love to help you out. On the thank you page, you can just book a call with my team and we will look at the business, see if we can help, and if we can, we'll invite you out to Vegas and we'll do this in person live.