Dan Martell

One of my favorite recent stories about Elon Musk that came from his book by Walter Isaacson is that after buying Twitter that he renamed to X, he asked the team that was in charge of the data centers how long it would take them to consolidate and shut down some of these data centers. And somebody on the team said six months. And he's like, it doesn't take six months.

He says it's going to take six months. He goes, I don't think it should take six months. And the guy says it's going to take six months.

He says it's going to take six months. He goes, I don't think it should take six months. And the guy says it's going to take six months.

He says it's going to take six months. He goes, I don't think it should take six months. And the guy says it's going to take six months.

So Elon, after he visited the headquarters and he's flying back home, he's flying over Sacramento, realizes the data centers are there, lands the plane, and then goes and rents a U-Haul and starts cutting and starts pulling out these server racks and throwing them in the U-Haul. What everybody else told him it takes six months, he got it done in three days.

So Elon, after he visited the headquarters and he's flying back home, he's flying over Sacramento, realizes the data centers are there, lands the plane, and then goes and rents a U-Haul and starts cutting and starts pulling out these server racks and throwing them in the U-Haul. What everybody else told him it takes six months, he got it done in three days.

So Elon, after he visited the headquarters and he's flying back home, he's flying over Sacramento, realizes the data centers are there, lands the plane, and then goes and rents a U-Haul and starts cutting and starts pulling out these server racks and throwing them in the U-Haul. What everybody else told him it takes six months, he got it done in three days.

See, most people don't take action because they're worried that they don't make the right decision. What I've learned is the richest people make a decision and then make it right. That's why JFDI is my motto. Just do it. It's on my license plate. It's part of my life. It's essentially how I operate.

See, most people don't take action because they're worried that they don't make the right decision. What I've learned is the richest people make a decision and then make it right. That's why JFDI is my motto. Just do it. It's on my license plate. It's part of my life. It's essentially how I operate.

See, most people don't take action because they're worried that they don't make the right decision. What I've learned is the richest people make a decision and then make it right. That's why JFDI is my motto. Just do it. It's on my license plate. It's part of my life. It's essentially how I operate.

So these are the four ways to default to action instead of sitting around hoping you make the right decision. The first one is the buy when rule. I can't tell you the amount of times I talk to people and I'm like, hey, when am I going to get this? They're like, oh, yeah, later this week or at the end of the month. I'm like, no, by when? Like, give me a date. Give me a time.

So these are the four ways to default to action instead of sitting around hoping you make the right decision. The first one is the buy when rule. I can't tell you the amount of times I talk to people and I'm like, hey, when am I going to get this? They're like, oh, yeah, later this week or at the end of the month. I'm like, no, by when? Like, give me a date. Give me a time.

So these are the four ways to default to action instead of sitting around hoping you make the right decision. The first one is the buy when rule. I can't tell you the amount of times I talk to people and I'm like, hey, when am I going to get this? They're like, oh, yeah, later this week or at the end of the month. I'm like, no, by when? Like, give me a date. Give me a time.

If you say Friday, I'm going to say, why not Tuesday? Well, I won't have time. What about Wednesday? Well, that's a little aggressive. How about Thursday? I'll have it to you by Thursday, 2 p.m. That's what I'm talking about. If you allow people to just give you these arbitrary numbers, they'll just take that amount of time and you slow down your progress. The other one is the two minute rule.

If you say Friday, I'm going to say, why not Tuesday? Well, I won't have time. What about Wednesday? Well, that's a little aggressive. How about Thursday? I'll have it to you by Thursday, 2 p.m. That's what I'm talking about. If you allow people to just give you these arbitrary numbers, they'll just take that amount of time and you slow down your progress. The other one is the two minute rule.

If you say Friday, I'm going to say, why not Tuesday? Well, I won't have time. What about Wednesday? Well, that's a little aggressive. How about Thursday? I'll have it to you by Thursday, 2 p.m. That's what I'm talking about. If you allow people to just give you these arbitrary numbers, they'll just take that amount of time and you slow down your progress. The other one is the two minute rule.

This one is hilarious. I see most people spend more time documenting the steps to do than it would take to just do the thing. If it takes less than two minutes to get it done right away, just do it. The other one is the 70% rule. And it's all about making decisions. See, the definition of entrepreneurship is making decisions with imperfect data.

This one is hilarious. I see most people spend more time documenting the steps to do than it would take to just do the thing. If it takes less than two minutes to get it done right away, just do it. The other one is the 70% rule. And it's all about making decisions. See, the definition of entrepreneurship is making decisions with imperfect data.

This one is hilarious. I see most people spend more time documenting the steps to do than it would take to just do the thing. If it takes less than two minutes to get it done right away, just do it. The other one is the 70% rule. And it's all about making decisions. See, the definition of entrepreneurship is making decisions with imperfect data.

As long as I have 70% of the data, I make a decision. It doesn't have to be complete. It doesn't have to be certain. I can always reverse a decision, but 70% is good enough for me. The last one is the difference between type one decisions and type two decisions. Type one is like a one way door. When I make that decision, it's one way. Type two decision is like a revolving door.