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0:00Before you win, everyone will ask why you're working so hard. And after you win, everyone will remind you how lucky you got. >> Holy [laughter] [ __ ] dude. >> You know what's funny? I actually It's okay. So, I didn't know that's where the where the quote was going to go. I thought it was going to go um before you win, everyone asks you why you're working so hard. After you win, everyone asks you why you're working so hard. [laughter]

0:27>> [laughter and gasps] >> That's I mean both of those work. >> Yeah. And it's it's it's true. But I think in that in both of those situations, both of those things are true. Um in both of them, before you when everyone will ask you why you're working so hard, there's no proof that this is going in the right direction. >> You don't have any evidence that you're actually even good at this thing. The likelihood of a positive outcome is incredibly low. And after you win, have you not yet reached escape velocity where you don't need to do this anymore?

0:58>> Yeah. >> Um why are you capitalizing on an opportunity? Uh why are you capitalizing on um conquest instead of continuing to just start from opportunity at the bottom? Like because you've now reached the [ __ ] top of the mountain. >> Is enough enough? uh or dude I mean you know just so precient to start a business at that time like you you know like you really timed the market or uh I've been learning about um it's not venting but it's a I [ __ ] I can't remember what it's called. It's this particular type of put down that chicks give other chicks and I I don't think that guys have I frankly don't think that guys have like the lexical capacity to do this socially. Um, but it's something like, uh, imagine that a bunch of girls are at a a wedding together and there's one girl that doesn't like another one and she'll say something like, you know, I really admire your confidence. Like, I would never wear a dress like that and it's just like I'm, you know, it it looks, you know, you just with your body type like it's really impressive that you that you decided to wear that today. like that's just you know you've done you're com you've done really well or you know huh you you're prepared to like just eat like I you know I I can't I can't just like keep eating but it seems like you just don't really mind and it's this sort of odd venting come put down you know are you trying to No I'm saying the dress you know it's this sort of culpable deniability of an insult

2:28>> and um >> yeah I get the sense that the look retrospective But conversation thing is a little bit like that. It's a backhanded insult, not a backhanded compliment. There's a meme from Family Guy that does this exact thing. It's two girls eating lunch together, just trading insults like this,

2:53>> and then it just pans to two guys uh eating lunch after like a 60-second exchange of just insults. And he says, "Hey, John, I like your tie." He says, "Oh, thanks." [laughter] And it says, "Men, we know how to be friends." [laughter] >> That's sick. >> I was just thinking about that while you're saying it. Um, but it's so it's so interesting like I have I have that statement that I said at the beginning, which is um you live your life in a way that I would not prefer. And all of these things boil down to that. And I've had this as my my internal translation mechanism because uh before you before you win, they're saying you live your life in a way that I would not prefer.

3:30And then after you win, in Mark's example, you have won in a way that I did not prefer. And then if you continue to work, you continue to live your life in a way that I would not prefer. And so at the end of the day, they just cast their preferences on to you. And then somehow they expect you to give a [ __ ] And I think this is where I've lost friends. [laughter] >> Um, and that's okay. And they're entitled to think that you should care and you're entitled to not care. The problem here, especially again for me and for the people who are the criticism hyperresponders that are listening, if you overindex or even if you just index on other people's input, you think, "Huh, maybe for a while you didn't have as many people contributing to your life as you might have wanted.

4:15And now as a porpa, how can I reject this penny? Someone's flicked me." What you don't realize is that this penny could have arsenic on the other side of it or it might be a fake penny or it might be a joke or it might blow up in your hand or something. You go, "Huh, well, maybe maybe this person's comment is like useful. Maybe I should take heed of this. Maybe it's something that I should I should listen to." And the ability to be discerning when you're not used to receiving feedback.

4:41>> Yeah. >> Is a difficult skill. And again, the I can just middle finger my way through life not listening to anybody's opinion is an interesting one, but practically it's very difficult and it's a skill that you need to learn. >> And you do need to learn. You do need to listen to feedback. Like if you had never changed how you did your podcast from day one until now, your podcast would not be what it is. Right? If I had made sales presentations, if I had written emails, if I had made products that didn't respond to feedback, then we would not be where we're at right now.

5:12It's a really it's a really interesting question of like how do you discern which feedback is good and which feedback isn't. >> Y >> um and I'm trying to think about what my my my perspective is on that. I think it comes down to number one aligned incentives like does this person benefit from me doing better.

5:35>> Number two is competence. Are they do they actually have sufficient domain expertise where their uh feedback would be relevant? Now, I'll be clear here. If you have a yogurt company and you want somebody to try your yogurt and your friends say, "I don't think the yogurt tastes good." Well, they probably had a lot of yogurt and they've eaten stuff before and so like they could very well have domain expertise. If you uh have a business that's a yogurt business and then your mother gives her opinion about how the business works and she's never run a business, that's different, right?

6:07And so so the second would be uh domain expertise or competence. The first is uh aligned incentives. Um and then what do you think? I think that those are like I'm trying to think of if there's >> I honestly think those two those two are >> because you can start adding [ __ ] on but it just makes it harder. And the first one ensures that the person is pointing in the same direction as you. The second one ensures that they actually know how to [ __ ] row a boat. >> Yeah.

6:31>> Uh so yeah, I like that. I like that. Success really just boils down to this. You got to want it more than you hate what it takes to get it. >> If you're willing to suck at anything for 100 days in a row, you can beat most people at most things. >> Okay. I'm so excited you said this. So, we we we talked a little bit about how well I'll rewind the clock. So, there's this quote that I read from Kobe where he said he thought that it was going to be super competitive in the NBA, but when he got into the NBA, he realized that people, well, they figured out that they had made it and uh weren't willing to sacrifice as much as he was to continue to win. And I would say that that that realization has been somewhat true for me, which is that like winning it's like it it hasn't gotten harder from the actual doing stuff side. There has been the trades that have been different than I expected. Um but especially when you're looking at, you know, the population of everyone to a 100 days of doing something in a row. Uh there was a there was a friend of mine who had a he offered a guarantee on a product that he sold and the guarantee was this. He said all you have to do you can get all your money back if you just open up a Google doc and say what you're going to do every day and at the end of the day you're going to say what you did. That's it. And you just do that for six weeks. That's all you have to do.

7:59And if you do that and you don't get the the results, I'll you know I'll give your money back. And what's crazy about that is when he was talking about it, he said, "Do you know what the completion rate of twice a day doing something is?" He's like, "It's like less than 1%." He's like, "So I can happily do it because it seems so simple." And so I think we we we underplay how simple success is and extrapolate an expectation of how easy it must be from that. And then we're disappointed or dissatisfied when it doesn't meet those expectations. Like it is harder than we expect, but also the rewards may be also greater than we expect.

8:44>> Real quick, I'm going to 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. And we've done this across software, physical products, uh, service businesses, brickandmortar, all of this.

9:14And 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. Offer.