So triffst du bessere große Entscheidungen

0:00we have a frame that we actually use a lot. Um I I've I always think about these things from a business context, but they end up retroactively, you know, applying to life. Um but when we're making big strategic decisions, we say like which problems would we prefer? And so rather than talking about like the gains and what's the upside, if we have like, you know, let's say we're going to make a big investment in software for this company or we're going to make a big, you know, a huge a new service line or we're going to decide to develop a physical product, right? I mean, I know you you're lit like you're literally on the just back half of of a big decision like this yourself. It's like, okay, let's imagine what the problems are going to be if we if we decide to do this new service category.

0:37Well, some people are going to complain that they're not getting results from this thing. Uh we're going to have a ton of like we might have some negative reviews in the short term that we're going to have to deal with. Like let's look at what happens when one of our favorite customers tell us to [ __ ] off. Like what like like let's really sit in what each of these problems is. And then when we when we spell out all of the problems and we don't even think about the upside and say which of these problems do we prefer and which are we more equipped to deal with. Sometimes we have really amazing innovation and in my opinion like really solid decision-m that comes afterwards that minimizes kind of the the post-decision regret because we also know what negatives would have come with the path unchosen because most most times like our regrets come come from the path and chosen because we imagine it only with the upside. We only think about I think there's a um there's a [ __ ] there's a book that where a girl lives many different versions of her life and

1:29>> Midnight Library. >> Yes. And the thing is is that there's these pieces of her life that she imagines are going to be amazing but then she realizes her best friend's dead or all of a sudden she's pregnant and you're like whoa what happened and so we don't take into account on the paths not taken the things that we would have lost along the way. And so I think really good decision-making and also regret minimization is that when you make the decision, you think about the downsides too and you remember what those downsides are. And for me, that has been one of my strongest frames for like I didn't decide to do that. Were all the Oh yeah, those were a lot. I'm glad I those are problems I'm very happy I don't have to deal with now. Real quick, if you were 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 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 in 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 the 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 deconstrain 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 into 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.