Alex Hormozi

I love this.

I love this.

Yeah.

Yeah.

There are probably a hundred things that you have on those notes and each of them you're like, this could give me 5% more, this give me 10% more, this give me whatever. If I know them and have a 20% guaranteed cost, that whether it works or not, I'm going to have this happen, it changes what things I'm willing to take a bet on. So how was this morning? Good? Yes? Tactical? Okay, good.

There are probably a hundred things that you have on those notes and each of them you're like, this could give me 5% more, this give me 10% more, this give me whatever. If I know them and have a 20% guaranteed cost, that whether it works or not, I'm going to have this happen, it changes what things I'm willing to take a bet on. So how was this morning? Good? Yes? Tactical? Okay, good.

There are probably a hundred things that you have on those notes and each of them you're like, this could give me 5% more, this give me 10% more, this give me whatever. If I know them and have a 20% guaranteed cost, that whether it works or not, I'm going to have this happen, it changes what things I'm willing to take a bet on. So how was this morning? Good? Yes? Tactical? Okay, good.

That is the objective. And hopefully it puts a little more context on what I was talking about yesterday, which is, all right, there's probably a hundred questions you could have potentially asked, but ideally, or hopefully you ask the questions that you think could get you the highest return. And that's fundamentally why we laid out that way.

That is the objective. And hopefully it puts a little more context on what I was talking about yesterday, which is, all right, there's probably a hundred questions you could have potentially asked, but ideally, or hopefully you ask the questions that you think could get you the highest return. And that's fundamentally why we laid out that way.

That is the objective. And hopefully it puts a little more context on what I was talking about yesterday, which is, all right, there's probably a hundred questions you could have potentially asked, but ideally, or hopefully you ask the questions that you think could get you the highest return. And that's fundamentally why we laid out that way.

To frame this Q&A, I want to go over a couple small things and then we'll kind of dive into it. So one of the big ones is everyone here probably has a lot of notes from this morning and yesterday. And when you get back in your car or you go on the plane, you're going to open up your laptop, you open up your notes, and you'll probably open up some sort of fresh document and be like, okay.

To frame this Q&A, I want to go over a couple small things and then we'll kind of dive into it. So one of the big ones is everyone here probably has a lot of notes from this morning and yesterday. And when you get back in your car or you go on the plane, you're going to open up your laptop, you open up your notes, and you'll probably open up some sort of fresh document and be like, okay.

To frame this Q&A, I want to go over a couple small things and then we'll kind of dive into it. So one of the big ones is everyone here probably has a lot of notes from this morning and yesterday. And when you get back in your car or you go on the plane, you're going to open up your laptop, you open up your notes, and you'll probably open up some sort of fresh document and be like, okay.

What am I actually going to do? Right? Because you have all these ideas. And kind of the objective for me, when I think about how to prioritize within a business, aka strategy, it's making sure that we get those one to three things that we're going to change correct. And I want to introduce a little bit of a concept that's taken me too long to understand.

What am I actually going to do? Right? Because you have all these ideas. And kind of the objective for me, when I think about how to prioritize within a business, aka strategy, it's making sure that we get those one to three things that we're going to change correct. And I want to introduce a little bit of a concept that's taken me too long to understand.

What am I actually going to do? Right? Because you have all these ideas. And kind of the objective for me, when I think about how to prioritize within a business, aka strategy, it's making sure that we get those one to three things that we're going to change correct. And I want to introduce a little bit of a concept that's taken me too long to understand.

And it's really, really hard, which is this, there's a lot of things that you can do to grow the business. You have a lot of ideas that you're coming off on. And so let's imagine that this line represents your current revenue level. Whenever you make a change in the business, my estimation is that we see about a 20% decrease in revenue as a result of a change, especially if it's a manual change.

And it's really, really hard, which is this, there's a lot of things that you can do to grow the business. You have a lot of ideas that you're coming off on. And so let's imagine that this line represents your current revenue level. Whenever you make a change in the business, my estimation is that we see about a 20% decrease in revenue as a result of a change, especially if it's a manual change.

And it's really, really hard, which is this, there's a lot of things that you can do to grow the business. You have a lot of ideas that you're coming off on. And so let's imagine that this line represents your current revenue level. Whenever you make a change in the business, my estimation is that we see about a 20% decrease in revenue as a result of a change, especially if it's a manual change.

We're changing a sales process. We're changing a customer service process, something that involves humans. We're changing something that they're doing. We'll typically see a 20% decrease guaranteed simply because of the cost of change. But once I kind of like realized this, it changed what things I decided to choose to change to begin with.