Stephen Bartlett

And they're like, if this guy is this persistent, he probably will be a successful entrepreneur and he will take us there. And I think that people are the highest leverage thing that you can bring into the company outside of crazy technology.

And they're like, if this guy is this persistent, he probably will be a successful entrepreneur and he will take us there. And I think that people are the highest leverage thing that you can bring into the company outside of crazy technology.

The thing is that it's just like money won't make you happy. It's one of those things that every founder has to figure out for themselves. But the thing is, and I've had obviously a bunch of conversations around this, but like... What you think is an A player today is not what you will think an A player is in five years.

The thing is that it's just like money won't make you happy. It's one of those things that every founder has to figure out for themselves. But the thing is, and I've had obviously a bunch of conversations around this, but like... What you think is an A player today is not what you will think an A player is in five years.

The thing is that it's just like money won't make you happy. It's one of those things that every founder has to figure out for themselves. But the thing is, and I've had obviously a bunch of conversations around this, but like... What you think is an A player today is not what you will think an A player is in five years.

And so I think one of the hardest mental hacks around this is trying to project yourself into the future, into the size business that you want to have. And say, who would be an A player at that size and scale? And then coming back to the present and saying, how do I get them to work for me today? Amen.

And so I think one of the hardest mental hacks around this is trying to project yourself into the future, into the size business that you want to have. And say, who would be an A player at that size and scale? And then coming back to the present and saying, how do I get them to work for me today? Amen.

And so I think one of the hardest mental hacks around this is trying to project yourself into the future, into the size business that you want to have. And say, who would be an A player at that size and scale? And then coming back to the present and saying, how do I get them to work for me today? Amen.

And so as a mental process for anybody who does have a business right now and has some employees, if you, like everybody right now, you probably have some version of your A player, because every business has at least one, hopefully, right? Besides you. Imagine your business had five of those people. Picture in your head, you've got that one person, now you have five of them. How much more...

And so as a mental process for anybody who does have a business right now and has some employees, if you, like everybody right now, you probably have some version of your A player, because every business has at least one, hopefully, right? Besides you. Imagine your business had five of those people. Picture in your head, you've got that one person, now you have five of them. How much more...

And so as a mental process for anybody who does have a business right now and has some employees, if you, like everybody right now, you probably have some version of your A player, because every business has at least one, hopefully, right? Besides you. Imagine your business had five of those people. Picture in your head, you've got that one person, now you have five of them. How much more...

Would you double? Would you 10x? Would you 50x? And sometimes you realize you're like, no, I think I would actually 10x. And so if that were the case, one, not only would you 10x the company, number two, the value of the company would more than 10x because it would be significantly less reliant on you and it'd be more reliant on the team that you've built.

Would you double? Would you 10x? Would you 50x? And sometimes you realize you're like, no, I think I would actually 10x. And so if that were the case, one, not only would you 10x the company, number two, the value of the company would more than 10x because it would be significantly less reliant on you and it'd be more reliant on the team that you've built.

Would you double? Would you 10x? Would you 50x? And sometimes you realize you're like, no, I think I would actually 10x. And so if that were the case, one, not only would you 10x the company, number two, the value of the company would more than 10x because it would be significantly less reliant on you and it'd be more reliant on the team that you've built.

Number three, it would happen faster because you would have more barrels that were firing concurrently, moving things forward. And those pieces, when put together, you have to then ask yourself from an opportunity cost perspective, what other activity could I be doing that would have the possibility of 10x-ing my company, doing it faster, and increasing the enterprise value multiple faster?

Number three, it would happen faster because you would have more barrels that were firing concurrently, moving things forward. And those pieces, when put together, you have to then ask yourself from an opportunity cost perspective, what other activity could I be doing that would have the possibility of 10x-ing my company, doing it faster, and increasing the enterprise value multiple faster?

Number three, it would happen faster because you would have more barrels that were firing concurrently, moving things forward. And those pieces, when put together, you have to then ask yourself from an opportunity cost perspective, what other activity could I be doing that would have the possibility of 10x-ing my company, doing it faster, and increasing the enterprise value multiple faster?

That's not that. And if you can't find one, then it means you're working on the wrong stuff. And I think that is one of those great litmus tests of like, if I can find something, and I'll give you a really simple one that's not human-based, the talent-based here. Something as simple as calling your leads.

That's not that. And if you can't find one, then it means you're working on the wrong stuff. And I think that is one of those great litmus tests of like, if I can find something, and I'll give you a really simple one that's not human-based, the talent-based here. Something as simple as calling your leads.

That's not that. And if you can't find one, then it means you're working on the wrong stuff. And I think that is one of those great litmus tests of like, if I can find something, and I'll give you a really simple one that's not human-based, the talent-based here. Something as simple as calling your leads.