Als Angestellter mehr verdienen

0:00Most people are stuck thinking about like a 3, 5% whatever raise. You talk about scaling income like it's a skill. What do you think is a 30,000 foot overview of a road map for someone to go from 50k to 500k, for example. >> Uh within a job or within >> Yeah, I'll I'll do within a job cuz I think otherwise it's create a company dot dot dot sky's the limit. >> Right. Um >> Let's do the hard version which is inside a career.

0:26>> Yeah. So, um you would have to be likely at a company that had like you're not going to make $500,000 a year in a business that makes $500,000 a year. Right. Yeah. Right. So, it has to be in a business that could Well, yeah. And the thing is is a lot of people don't know this that there's plenty of businesses that exist that make $100 million, $200 million, $500 million a year that aren't on the S&P 500 and they do very well and sometimes they're family-owned manufacturing businesses. Like it's there's plenty of significantly larger businesses than people expect. Um so, number one is I'd go to kind of a if you wanted to make $500,000 a year, you'd probably be needing to look to work in a company that does minimum call it 10 million a year, probably maybe 20 plus uh to get that kind of level compensation unless you're a CEO.

1:04Um now, beyond that, you basically want to tie yourself to the closest basically as as close to revenue as humanly possible. And typically, you want to take on as much risk as humanly possible. So, this is where you basically become an internal entrepreneur. And so, what are the what are the factors of entrepreneurship? It's like you are taking more risk. And so, um most companies, most people uh who are at least good business people, so put a caveat there. Um if you said, "Hey, if I could bring an extra $5 million into the business, would you be willing to give me 10% of that?" And if it's an extra $5 million, then most people would say, "Yeah." And they would. And so, it's always going to be a discount on the amount of money you can make somebody else is what you're ultimately going to make, which also works the exact same way as an entrepreneur. All right? Like fundamentally, if if you're B2B, then you're going to be trying to make a business make more money in some way and they're going to pay you some smaller percentage of that. And if you do that for many businesses, you make a lot of money, right? On the on the business consumer side, uh well, this is all business. I'll just keep it there. So, even within a business, you're still basically a service provider to the business itself. And so, you just want to kind of think of yourself more as a vendor than as an employee. And thinking like, "Okay, in what way?" And this is This is a wonderful exercise, by the way, which is And for the business owners listening, it's also good. Um can you clearly explain how what you do makes the company money?

2:15Sounds like a very simple thing to do, but if you go around and ask your customer service rep, "How do you make us money?" Now, they your finance person, "How do you make us money?" Your law, "How do you make us money?" Right? Actually, walk around. And the thing is is the people who understand business will very clearly be able to explain how each of those roles. Now, sales is an obvious one. Okay, well, if I don't sell, we don't make money, sure. But like, many of these things are second or third order uh you know, consequences away from the primary revenue generation. And so, if you can even articulate that and say, "Hey, uh I'm in customer success and our churn is 10% and I want to lead this project that I think can cut us from 10% to 5%. If I get us to 5%, will you bump me to here?"

2:51Right? And so, all of that though is based on performance. And so, you want to get into a situation where you can say, "Hey, I believe I can generate this much value. I would like to be, you know, uh paid a small percentage of that. Are you open to it?" Now, if you're in a business where they're not willing to do that, then that's where I would say, "Okay, well, then there it's very real to have capped upside, for sure." Like, there there are for sure business owners who say, "No." And in that case, move. Leave. I mean, I think it's a dumb move from a business owner perspective. Now, there's also going to be that "Well, I think I can do this."

3:19Okay, well, what resources are you asking me to to to to put into it? How much money do I have to put in? How much time? So, the the more of that outcome you can own in terms of uh money and time, then the more of the upside you'll be able to to unlock. >> Real quick, if you are 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 scaling roadmap, 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. And 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 your 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.