Stephen Bartlett

Which is how do I, I mean, if you listen to Zuck talk about it, you listen to Elon talk about it, you listen to Steve Jobs talk about it. Steve would talk about how the best players that he had in the company, he would set aside like a year to 18 months to bring them in. Amen. And he said, every time I, you know, I knew who I wanted.

Which is how do I, I mean, if you listen to Zuck talk about it, you listen to Elon talk about it, you listen to Steve Jobs talk about it. Steve would talk about how the best players that he had in the company, he would set aside like a year to 18 months to bring them in. Amen. And he said, every time I, you know, I knew who I wanted.

Which is how do I, I mean, if you listen to Zuck talk about it, you listen to Elon talk about it, you listen to Steve Jobs talk about it. Steve would talk about how the best players that he had in the company, he would set aside like a year to 18 months to bring them in. Amen. And he said, every time I, you know, I knew who I wanted.

And then I would, he's like, you know, I would take some calls with other people and I would just be like, but they're not John. Yeah. They're not John. And so he would just keep working on them and working on them and working them. And so eventually they're like, you know what? Fine. They give up.

And then I would, he's like, you know, I would take some calls with other people and I would just be like, but they're not John. Yeah. They're not John. And so he would just keep working on them and working on them and working them. And so eventually they're like, you know what? Fine. They give up.

And then I would, he's like, you know, I would take some calls with other people and I would just be like, but they're not John. Yeah. They're not John. And so he would just keep working on them and working on them and working them. And so eventually they're like, you know what? Fine. They give up.

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.

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.