Warum sich bessere Einstellungen immer auszahlen

0:00And this goes back to the who which is if you if you at some point if you want to have a really ridiculously successful company it will require more lifetimes of expertise than you can live and so then it's it becomes a recruiting game like very quickly almost all business becomes recruiting which is how do I I mean if you if you listen to Zuck talk about it you look you listen to Elon talk about it you listen to to Steve Jobs talk about it Steve would talk about how the best players that he had in the company he would set aside a year to 18 months to bring them in.

0:32>> Amen. >> And he said, "Every time I would, you know, I I I knew who I wanted." And then I would, he's like, you know, I would take some calls with other people and I would just be like, "But they're not John. [laughter] They're not John." And so he would just keep working on them and working on them and working them until eventually they're like, "You know what? Fine." They like give up and they're like, "If this guy is this persistent, like he probably will be a successful entrepreneur and he will take us there."

0:59And I think that like people are the highest leverage thing that you that you can bring into the company outside of you know crazy technology. [laughter] >> I um one of my favorite videos of all time is where Steve Jobs who you just mentioned talks about hiring truly exceptional people and he says words to the effect I'll play it on screen. He says, um, "People think the success of Apple is a consequence of me and my talent and my skills, but what I've actually done is I've built my career, quote, on hiring truly exceptional people, doing the extremely hard work of finding them and hiring them." And this crazy thing happens when you do that is it propagates, i.e. A players then want to work with A players. They also hire A players and it spreads. I think it was this video.

1:41I've built a lot of my success off finding these truly gifted people and not settling for B and C players, but really going for the A players. And I found something. I found that when you get enough A players together, when you go to through the incredible work to find, you know, five of these A players, they really like working with each other because they they've never had a chance to do that before. and they don't want to work with B and C players and so it becomes self-p policing and they only want to hire more A players and so you build up these pockets of A players and it propagates.

2:20The thing is is that it's just like money won't make you happy. It's one of those things that like every founder like has to figure out for themselves. But the thing is is and I and I've had obviously a bunch of conversations around this, but like what you think is an A player today is not what you will think an A player is in 5 years. And so I think one of the the hardest mental hacks around this is trying to project yourself into the future into the size business that you want to have and say who would be an A player at that size and scale and then coming back to the present and saying how do I get them to work for me today?

2:57>> Amen. And it's it's really and so as a mental process for anybody who does have a business right now and has some employees. If you like everybody right now, you probably have some version of your a player because every business has at least one hopefully right besides you. Um imagine your business had five of those people. Like you picture in your head you've got that one person now you have five of them. How much more would you make? Would you would you double? Would you would you five would you 10x? Would you 50x? And sometimes you realize you're like, "No, I think I would actually 10x." And so if that were the case, one, not only would you 10x the company, number two, the value of the company would more than 10x because it would no longer be it would be significantly less reliant on you and it'd be more reliant on the team that you've built.

3:42Number three, it would happen faster because you would have more barrels that were firing concurrently moving things forward. And those those pieces when put together, you have to then ask yourself from an opportunity cost perspective, what other activity could I be doing that would have the possibility of 10xing my company, doing it faster, and increasing the enterprise value multiple that's not that. [laughter] And if you can't find one, then it means you're working on the wrong stuff. Real quick, I'm going to show you the exact 10-stage road map from zero to 100 million plus that less than 1% of companies finish I've now done multiple times. And so I can say with a lot of confidence that these are the stages as headcount increases that you need to get through. And I broke each of these down by eight different functions of the business, what the constraint feels like, like what are the symptoms of it when you're going through it, and then what steps we actually took to graduate.

4:36And we've done this across software, physical products, uh, service businesses, brickandmortar, all of this. And it works. And it's my gift to you. It's absolutely free. And so the link's in the description, but you just go acquisition.comroadmap. Just enter your info and it'll spit it right back to you. Offering.