Wachstum ohne Familienzeit zu opfern: Dachdecker-Beispiel

0:00I sell roofing and exterior remodeling. >> Sweet. >> Uh we do uh close to 6 million this year. >> Amazing. >> Um I would like to be at 100 million. >> Okay. >> So, what's stopping me and I'll I'll be a little bit vulnerable. I would say it's comfort, distractions, and fear. >> And food? >> Fear. >> Oh, sorry. I was like All right, good to know. You know >> food. No. >> Sometimes I feel that way, too.

0:26Uh >> So, the the comfort is I have built the business. I've replaced myself in every aspect. I can work two to three hours a week and it run fine. >> Okay. >> Um fear I would say the fear of losing family time. >> Mhm. >> Uh the work-life balance. >> Sure. >> And the distractions are uh my other I've got another business, junk removal business. Um I've got real estate. I've got uh just all kinds of little things.

0:56>> you think you should do that you're not doing that you want me to tell you to do? >> So, so I know I need to go all in again. And and I did that the first five years that I that I had the business. And it worked out great. >> Uh-huh. >> Um went through COVID. Um I got, you know, kept the business going really well. >> Mhm. >> And I worked myself out of a job. Got comfortable. >> Okay. >> So, I don't know what I'm looking for you to tell me to do.

1:23>> Well, I'll say I'll say this differently. Um I think regrets come when we imagine the upside that we don't have without taking into account the cost that we didn't suffer. And so, >> [snorts] >> Sure. [laughter] Uh I think I think we regret um when we imagine the upside that we didn't get without also considering the downside that we didn't suffer to get it.

1:55Um and so, I think that's where a lot of regret comes from cuz it's not it's not real. So it's like maybe there's some girl that got away or some business opportunity that got away and we just imagine this amazing thing but not the trade-off that we would have to do in order to get it. We just imagine the upside without the downside. And so I would say a couple things. So one is um, I think that there are there are trade-offs that we always have to make and I don't I don't think they're right or wrong. I think they're just they're preference.

2:22There's no right answer to how much work-life balance you want to have. It's right for you. And so said differently, if I like cookies and I'm good with that and I also want a six-pack, I just prefer cookies to a six-pack. It's just that's the trade and I think the dissatisfaction comes from wanting both. >> Right. >> Right. And so either want less or trade more.

2:49>> Okay. >> And I think that's really what it comes down to. In terms of like is there a path where I can work no more than I currently am um, to go from six to 100? There probably is. It depends on how much you're willing to pay other people. And so you might have to take a short-term hit in terms of profitability uh, to bring in the level of talent that you want to expand the business on your behalf to where you want it to go. And so as long as you were the type of person character-wise that they would want to follow and believe in your vision and you can make your vision big enough that they think that their aspirations can fit within it, you can get that type of person.

3:20But like it's it's 100% like you're you're graduating right now into the who game. >> Yeah. >> Um, but there's levels of who's. You know, like I remember um, the first time I hired a $50,000 a year employee and I was like, this is the [ __ ] This is what I'm talking about. You know what I mean? Like I went from minimum wage, you know, labor to 50 I was like, this they're they can read, they can write, like let's let's go. You know what I mean? Uh, and then I I hired my first six-figure employee and I was like, oh what was I talking about? Like this is what's going on. And then I have my first 250, first 500, first million, first multi-million dollar per year employee. Um, and it's just levels. And so, um Sheron, who's our president, said this to me years ago, but I always remember he said the best the best talent's always in the future.

3:59So, what do we have today? The best people are always ahead of you, not behind you. And so, um I think for you, if we if you really do want to accomplish it without making the trade, you will make a trade cuz if you change nothing, nothing will change, right? So, we have to change some some component of your life. And so, the question is which thing do you value the least? Do you value having more profit or more time with your family in the short term? In the long term, you can make it up.

4:25You won't make up family time in the long term. You can make the profit up in the long term. >> Right. >> So, if you're willing to give up short-term profit, you can bring in high-level talent, and then they can lead the growth. >> Okay. >> In terms of the uh the fear stuff, I mean, I would just say like just hold hold the line. If you don't You're like, "I'm afraid of losing time with the family." It's like, just don't. Like I you know. And then, in terms of the real estate thing, I see real estate cuz I know about entrepreneurs, I've a ton of real estate. Um I don't like as long as you're not like actively running it.

4:54Um like that's why I'm a big fan of like REITs and funds. Uh because you have if you have, you know, good partners in that stuff, um they can just run it. You can make better than the market. And then, but it's not it doesn't change anything about what I do. Like me putting in the S&P or me buying another big building changes nothing about my life. And so, it's not a distraction unless you're like, "You know, if we could add a gazebo, and what if we added a different roof cuz I'm a roofer? And what if I combined what I'm really You know, like, dude, stop. Just like let the real estate be the real estate, let the business be the business, and just keep them apart. As long as you're good there cuz I think you said distraction.

5:28Um actually, let me double-checking that real quick, which is when you say to your the distraction thing that you're afraid of, why are you afraid of that? >> I'm not afraid of it. >> Okay. >> I'm just I've got ADHD, and I I I collect gold and silver, I buy houses, I buy buildings, I I mean, it's just >> Yeah. >> a little bit of the red dress. >> Well, as long as it doesn't change anything but what you do, I don't care. But if it's like now I check this stuff all the time and it like eats up my days, then yeah, I would say that's a problem.

6:02And it's only a problem if you decide it's a problem. Like you might just like that stuff. It's just like I sacrifice my goals cuz I enjoy this ADD. You know what I mean? Like the cost of the big thing is the new stuff that you have to give up to keep it going. >> Yeah. >> Thank you for letting me get some amens. This is great. >> [laughter] >> It's like a good meal, right? Yeah. I appreciate it. Um but yeah, that's the like the cost of the big thing is all the new stuff you have to give up that you don't get to pursue. All the exciting things that you will no longer participate in because you want to do one thing big.

6:32>> Okay. >> And I think um for me personally, I had this moment um I think a while ago, but like I had this realization of how long it takes to get good at anything. And then I thought about oh, I only have like 30 or 40 more productive years at [clears throat] most. And so I'm like I've got like four five big seasons in me left. And so that's it. And so I don't have like unlimited shots on goal. I've got four five big runs in me.

7:01And so I think like realizing that it's kind of like Warren Buffett talks about if every person just had a punch card with 20 punches on it and that's the only thing you could invest in you could never sell it, you'd make way better investments. I see entrepreneurs the same way in terms of what this opportunities we'll pursue. Because if we take the hypothetical extreme that if we want to build something really big, it's going to take a long time. Then it means we can't do that many things. So, hopefully that helps. >> I appreciate that answer cuz I thought you were going to say sell everything and

7:30>> I mean they're investments. I mean I'm not going to tell you to sell your investments. I would say keep passive stuff passive. Don't make it active. It's like incurring cost. Cuz if you're going to make it active, then make active money. If you're like I want I want to take my passive money and then it make it cost me more time to get 5% better returns, it's like you're going to get way better returns in your active income than your passive. And just I would just keep active active, keep passive passive. >> Thank you. >> Appreciate you. 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 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 deconstraint the business and you're trying to scale, we'd love to help you out. On the thank you page, you can 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.