Stephen Bartlett

So if we got the same amount of customers, but we made all the customers worth more, we would also grow. Bucket three is how do we decrease risk? AKA, how do we increase the likelihood that the first two things don't stop happening? And so those are the three buckets. And so when you look at that 70-20-10, Hey guys, real quick, this podcast only grows from word of mouth, quite literally.

So if we got the same amount of customers, but we made all the customers worth more, we would also grow. Bucket three is how do we decrease risk? AKA, how do we increase the likelihood that the first two things don't stop happening? And so those are the three buckets. And so when you look at that 70-20-10, Hey guys, real quick, this podcast only grows from word of mouth, quite literally.

There's no other way to grow a podcast than word of mouth. If there's some element of this that you think somebody else should hear or would be relevant to them, it would mean the world to me if you shared this via text, via Instagram, via DM, via whatever way you like to share stuff with the people you love. Thank you.

There's no other way to grow a podcast than word of mouth. If there's some element of this that you think somebody else should hear or would be relevant to them, it would mean the world to me if you shared this via text, via Instagram, via DM, via whatever way you like to share stuff with the people you love. Thank you.

There's no other way to grow a podcast than word of mouth. If there's some element of this that you think somebody else should hear or would be relevant to them, it would mean the world to me if you shared this via text, via Instagram, via DM, via whatever way you like to share stuff with the people you love. Thank you.

The 70, for the most part, is usually going to be directed towards get more customers, make them worth more. And the better also ladders up to that. The risk factor is usually going to be the new thing that you're going to do to ensure your future is going to be there by the time you get there. And so if we noticed, for example, that like...

The 70, for the most part, is usually going to be directed towards get more customers, make them worth more. And the better also ladders up to that. The risk factor is usually going to be the new thing that you're going to do to ensure your future is going to be there by the time you get there. And so if we noticed, for example, that like...

The 70, for the most part, is usually going to be directed towards get more customers, make them worth more. And the better also ladders up to that. The risk factor is usually going to be the new thing that you're going to do to ensure your future is going to be there by the time you get there. And so if we noticed, for example, that like...

YouTube becomes like legacy television and viewership starts dropping and it becomes this new VR, whatever, right? At some point, we're going to have to look and be like, we need to take 10%, 20% of our profit every year and start building out this new team. We're going to continue to do what we're currently doing. And here's the mistake that you need to avoid.

YouTube becomes like legacy television and viewership starts dropping and it becomes this new VR, whatever, right? At some point, we're going to have to look and be like, we need to take 10%, 20% of our profit every year and start building out this new team. We're going to continue to do what we're currently doing. And here's the mistake that you need to avoid.

YouTube becomes like legacy television and viewership starts dropping and it becomes this new VR, whatever, right? At some point, we're going to have to look and be like, we need to take 10%, 20% of our profit every year and start building out this new team. We're going to continue to do what we're currently doing. And here's the mistake that you need to avoid.

Don't take the stars that are making the one thing work and then push them on the other thing. You have to find the people who can build this, otherwise you're going to sacrifice the core. Because all of a sudden it's like, oh God, well now we're totally screwed because now we're not getting customers from our existing thing and we haven't figured out the new thing yet, right?

Don't take the stars that are making the one thing work and then push them on the other thing. You have to find the people who can build this, otherwise you're going to sacrifice the core. Because all of a sudden it's like, oh God, well now we're totally screwed because now we're not getting customers from our existing thing and we haven't figured out the new thing yet, right?

Don't take the stars that are making the one thing work and then push them on the other thing. You have to find the people who can build this, otherwise you're going to sacrifice the core. Because all of a sudden it's like, oh God, well now we're totally screwed because now we're not getting customers from our existing thing and we haven't figured out the new thing yet, right?

And so this is fundamentally where I see the CEO role is like, you want to eventually become the flex player, which is that you can parachute in to a specific division or department that's solving a complex issue. And then the benefit that you have as CEO or founder is that you have decision-making power and you have the ability to allocate resources and immediately say yes to things.

And so this is fundamentally where I see the CEO role is like, you want to eventually become the flex player, which is that you can parachute in to a specific division or department that's solving a complex issue. And then the benefit that you have as CEO or founder is that you have decision-making power and you have the ability to allocate resources and immediately say yes to things.

And so this is fundamentally where I see the CEO role is like, you want to eventually become the flex player, which is that you can parachute in to a specific division or department that's solving a complex issue. And then the benefit that you have as CEO or founder is that you have decision-making power and you have the ability to allocate resources and immediately say yes to things.

And that's why, and to be fair, it's unfair to your team to say, why can't they do things as fast as me? Well, because you can write the checks and because you can say, yes, you don't need to check with the committee. You don't need to run it up the flagpole. It's just you saying, do this, do that. Don't worry about that. I'm telling you, you can stay late for this meeting. This is more important.

And that's why, and to be fair, it's unfair to your team to say, why can't they do things as fast as me? Well, because you can write the checks and because you can say, yes, you don't need to check with the committee. You don't need to run it up the flagpole. It's just you saying, do this, do that. Don't worry about that. I'm telling you, you can stay late for this meeting. This is more important.

And that's why, and to be fair, it's unfair to your team to say, why can't they do things as fast as me? Well, because you can write the checks and because you can say, yes, you don't need to check with the committee. You don't need to run it up the flagpole. It's just you saying, do this, do that. Don't worry about that. I'm telling you, you can stay late for this meeting. This is more important.