Wie man besser langfristig denkt

0:00How can somebody listening to this become more of a long-term thinker intentionally? >> You have to figure out what to do in the meantime. >> Like patience isn't actually active. And this is a big finding for me was that people are like be patient. It's a terrible directive >> because no one knows what to do when you say be patient. Right now I'm being patient for every other thing in my entire life except for this podcast because time is elapsing and other things are going in progress. I have long-term 10ear goals that right now I'm being patient for by being on this podcast with you. And so I think what a lot of people need to do is figure out the games they need to play in the meantime.

0:39>> And so experts at things don't really have more impulse control. I think it's a fallacy. They figure out more ways to win in the meantime. So, have you ever been on a on a treadmill and and and you see 30 minutes, right? And then you and then you're like you you get five minutes in and you're like, "Okay, only five more five minute chunks, right? That is in a nutshell what an expert does when they approach a project." They don't try and think I'm going to run 26 miles, right?

1:08If they're running the marathon, they say, "How do I break this into a chunk that I can manage?" Right? And then what they do is they create more ways to win. And so in those two years, it wasn't like I just sat and suffered for two years and then the book's gonna come out, right? I was I would have many many victories along the way that would happen. Like, oh, we just destructed this whole this chapter. I just rewrote it again and it's killer or I just got this beautiful visual that just completely explains this thing with three three shapes and it just, you know, it explains the whole concept, right? And so you get these little mini reinforcers and then you have the long loop of reinforcement that is for me that I have now learned over and over again is that the longer the more time I put into something not necessarily longer but the more time I put into something the the fact that time elapses is secondary. The more time I put into something the better it is.

1:54And what happens too is when you're bu working on projects, you're working on anything is that if you work on it over a longer period of time, you have more time for creative solutions to come to you to the problems that you're thinking through like the best launch I ever did in in my life so far uh was actually of Prestige Labs myself and my company and it was because we actually planned it for a year. >> Other companies and other projects I because I was impatient was like let's do this in 12 weeks, right? And I hear and I can quote the entrepreneurs. You got to break [ __ ] and move. You got, you know, I mean, I I do all that. But you know what worked really well? When we had thought through every contingency and every scenario and we were completely staffed up and we had done a beta test and we had done a five times bigger beta test and we had ran processing through. We made sure payouts were on time. We made sure we had inventory tracking that was automated.

2:41We made sure that we had the right ratio between customer, you know, service people and the number of tickets that were going to get bought. We knew we had supply chain lined up so that we could ramp up at a 10x or 20x month overmonth type of scaling because we're going to thousands of locations, right? Like that doesn't happen in a week. And so like great great triumph takes great sacrifice just is what it like there's a quote um in uh BF Skinner who's a behavioral psychologist and he starts one of his books. He says many variables exist and therefore many variables must be studied

3:17>> and it's just about the context of human behavior. And so a lot of people want to make these idioms or these truisms that are like 1 plus 1 equals two. He's like but human behavior has a lot of variables and so everyone wants to have the shortcut and he just was like many variables must be studied. >> It just like you can't shortcut the work. The work has to be done. And so I think kind of like that level of acceptance to go full circle with what we were talking about earlier is like I we have this expectation that we want this amazing big outcome and we aren't willing to put in the level of work required to make that outcome. And so interesting like correlator on this is like if you want a double like if you want a double output outcome you might have to work five times harder and if you want like a triple output you might have to work 10 times harder. And you're like wait there's there's an inefficiency there and like the answer is yes but there's also an asmtote on the other side. So let me give you an example. So if I said Olympic sprinting right these guys trained for four years to shave a tenth of a second off their run time and let's say one guy works twice as hard as everybody else and he just gets onetenth of a second faster than the second place guy, right? So he wins the gold, the other guy wins the silver.

4:30What is the material difference between first and second? Everything. Everything. And so even though the results there's a diminishing return of the results that you get from the input that you put in in terms of work, there's an outsized return on each diminishing increment of improvement. Because teaching a high school kid how to run with good form, they probably in one training session will make more improvements on their running than an Olympic caliber runner will make in the last four years of their running.

5:05But which one matters more? The last four years, right? And so I see the same thing there. It's like if I want to create or write one of the best business books of all time that people will put into the cannon, which is my ultimate goal, like my team knows that is like when people make the list of like these are the five books you have to read, I want all of them to be books that I've that I've written. Not because it's a me thing, but just because I want that to be the level of quality that that we put out, right? And in order for that to happen, I might have to run for four years every single day to get this much better. But so that the first book, not the third book that someone says is the book that I wrote.

5:42>> Does that make sense? >> Yeah, it does. >> Real quick, I'm gonna show you the exact 10stage 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.

6:07And 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.