Alex Hormozis aktueller Fokus im Business

0:00Honestly, I think the things that I'm working on right now for my skills are I'm learning how to reinforce cultural norms across a company that continues to scale. Which I define as the rules that govern reinforcement in an organization. That is the culture. And those are both spoken and unspoken rules. And when I say rules, I mean when someone does this, they get a pat on the butt. When someone does this, they get uh chastised or they get a ding, right? And the thing is is that people like to say they have a good culture here, but the culture is is is hundred, a thousand unspoken rules. And that's why it takes people time to learn and figure out what the culture is when they go somewhere new.

0:46You can give someone a list of a hundred rules, and if you were very granular, you could figure it out. The problem is that the culture changes based on the people who change the reinforcers. And so that means that the culture in a team could be different than the culture in the company because the person who's closest to them uh manages it differently. And so that changes the behavior. And so that's why a sales team can have a different culture than a marketing team, a different culture than a finance team, different culture than an HR team.

1:11And so I'd say right now a big focus of me of mine is trying to standardize the rules that govern reinforcement across an organization that scales, and making sure that everyone is aligned with that style of work. The second thing that I'm working on right now is basically the highest level of recruiting. And recruiting and talent is actually kind of like focus, where it's one of those skills that I don't think you ever master. You just keep learning how many more levels there are to it. It's like right when you finish it, you realize that you're at a sub peak, and there's actually another peak beyond it. The mist lifts, and then you see the next steps. And so like focus, I thought, "Oh, I was focused at a hundred thousand dollars a month cuz I could turn these opportunities down." And then you got some even sexier opportunities. You got to learn how to say no to those. So the same thing happens with talent is that you're willing to tolerate a certain amount of mediocrity at one level that is no longer tolerable at a level above that. And the types of people that you bring in, you have a higher standard or higher bar for those people and attracting them in the process associated with getting them to buy into your culture, your vision, and getting them to take their skills and apply them to your opportunity is a skill set that I am working on now because fundamentally I have a belief which is the best talent is always yet to come.

2:18And that's predicated on the idea that if I get better, my opportunity will get better and that will attract more people and better people. And I bring this up because I basically want to translate one thing which is that the reinvestment in learning skills never ends. And so Charlie Munger said this, you just have to be a lifelong student. You have to be willing and want to learn. So I actually had um an example of this. So recently there was somebody on Teams I did a bunch of one-on-ones uh over the last week because I was looking at one of the departments. And uh one of the one of the guys said, "Hey, I have this particular skill. I was hoping that we could eventually have a a role that only does this thing." And I said, "You know, it's interesting that you that you ask or you make that request because if I were you, I would not think that way at all. I would think how could I learn 10 more skills?

3:06Rather than how can the organization meet my demands, it should be how can I let my skills meet the demands of the existing business? It's asking reality meet you where you're at rather than meeting reality where it is. And I think that too many people do this. Why can't the world insert be more convenient for me? Well, the world is uncaring and doesn't care about you at all. And under lying underpinning that statement is the entitlement is the expectation that it somehow should. And I think that is a poverty lens. And so the wealthy accept the world for what it is and then choose to maximize and adapt.

3:39Everyone else tries to stomp their feet and throw tantrums and say how it's not fair. And they're right. And so what? Real quick, if you're 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 road map, 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 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.