WEBVTT

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If you can think a few steps ahead of the person,

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rather than saying like, oh, I'm gonna get them,

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just say like, hey, I don't know if this is gonna be

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equitable in the future, like give them more.

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And you'll actually start to create a relationship

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rather than a negotiated contractual agreement.

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Welcome to the game where we talk about how to sell more stuff

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to more people in more ways and build businesses worth owning.

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I'm trying to build a billion dollar thing

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with acquisition.com.

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I always wished pesos, musk and buffet had documented

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their journey, so I'm doing it for the rest of us.

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Please share and enjoy.

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I wanna give you the keys to having a terrible,

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terrible partnership.

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And the reason that we're gonna talk about it

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in this perspective is because my big hero,

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Charlie Morgan, talked about inverted thinking

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as one of the best ways to solve problems.

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So rather than think, how do I have an amazing partnership?

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Let's think about how would I guarantee a miserable,

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terrible partnership that would definitely ensue

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in a terrible breakup with lots of lawyers

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and all the paperwork and just honestly,

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ideally take forever and result in no benefit.

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Now, as somebody who has a lot of partnerships,

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it is taking me a very long time to get here.

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And I have learned a lot along the way

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and the beauty of having stories

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is that you can get the lessons without the scars.

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And so I will give you, let's see,

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one, two, three, four, five, six, seven, eight, nine, ten.

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Ten different things that you can do

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to guarantee absolutely atrocious, terrible partnership

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that you wish you could just not live anymore, right?

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That's what's gonna happen if we can make this partnership

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as terrible as we're gonna shoot for you, all right?

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So, number one, is that we're gonna make sure

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that they have the exact same knowledge bases you, all right?

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So this person that you're gonna do business with

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knows the exact same stuff of you.

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There's no stuff that they know that you don't know, all right?

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Because that way, one of you is not unnecessary, all right?

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And so this is a great way to have a terrible start

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to a partnership.

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One of you being unnecessary to begin with,

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which means both of you are giving away

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half your equity for no incremental benefit.

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It's also not very good for the business

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because why would you do that?

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So that being said, number one,

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have the same knowledge base and maybe even,

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if we're being crazy, which we are, right?

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Throw in the same experiences, right?

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If you both work at the same place doing the same thing,

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why not start a business together

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doing the exact same thing, brilliant?

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I know, all right.

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So, number two is time, right?

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Make sure that they have the same amount of time as you,

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all right, or disproportionate.

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And what I mean there is the big three-on partnerships

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is knowledge money time, right?

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Which means they either have to have knowledge you don't have,

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they gotta have money you don't have,

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they gotta have time you don't have, right?

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And so if you have no time,

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make sure they don't have time too, right?

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Now, if you do have time and they have time, then you're fine.

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But the thing is, then you'd have to look at one

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of the other three parts of this equation

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in order to make sure that's still a terrible partnership.

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All right, so make sure that you're misaligned on time.

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All right, the next one is money.

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If you're getting to a partnership,

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if one of you has money and the other doesn't,

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then that's value that's being out of the relationship.

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But if you're going to partner with somebody

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and they don't have money that you don't have,

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they don't have knowledge that you don't have

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and they don't have time that you don't have,

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they might have cheated on the partnership.

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I don't know, but it is a great way

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to have a terrible partnership.

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Now, that being said, let's say that somehow,

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we still figured out a way that we got in a relationship

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where one of us didn't have the knowledge,

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didn't have the time or the money,

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that the other person had, we got together.

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Okay, cool.

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There's still more ways that we can,

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we can torpedo this thing.

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Just wait, buckle up.

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So the next one is that we can make sure

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that we have different expectations

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of one another and the business, all right?

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So it's like, hey, what do I expect you to do?

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What do you expect me to do, right?

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And those expectations, we want to make sure,

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and this is number five, is that there's no agreements.

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We don't record it anywhere.

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We don't write it down.

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We do it on a handshake because we're old school.

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Yeah, great way to have a terrible business relationship.

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And the reason that people don't want to do that

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is because usually they don't want to have

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the hard conversations, all right?

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They don't want to say what happens

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if this goes wrong, right?

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And like, what do you expect?

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You really expect me to take the trash hat every day?

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Like, they want to have this unspoken expectation.

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You have unspoken expectations,

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do you even know what's going to be magical?

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Where are you?

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You don't actually have to have hard conversations with people.

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And if you can't have a hard conversation

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with a partner before even doing business,

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before you are even married,

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before there is even money or stakes on the table

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or equity value that's been grown, then dear God,

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you're not going to have a good conversation at the end.

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All right, so if someone's like,

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I don't do agreements, just walk away.

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I've just, I've been doing this like, just walk away.

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It's only like very, very, very weird people do that.

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Like, banks, banks don't just give you money

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without expecting it, like, come on.

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Like, this is real world.

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And I used to think, I remember earlier on,

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I heard someone tell me that and I was like,

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oh, I don't want to be the guy.

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It's like, I'm the type of person that if you can,

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shake your hand, then blah, blah.

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And I just don't, I just don't trust people that much.

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So the idea for me is make sure the paper says

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we needed to say, but then trust the person, right?

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Which is like, I hope that we never have,

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like, we write these contracts

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that the intention of never having to look at them, right?

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But we still use the contract as a vehicle

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to facilitate dialogue around difficult topics

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and to have shared expectations

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in a way that we both understand them in a great, right?

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That is the purpose of the contract.

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It's not to get lawyers involved.

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The purpose of the contract is that we have clear expectations.

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That is why contracts exist.

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Clear expectations on agreements.

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You guys love that you're listening to the podcast.

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If you ever want to have the video version of this,

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which usually has more effects, more visuals, more graphs,

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you know, drawn out stuff,

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sometimes it can help hit the brain centers

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in different ways.

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You can check out my YouTube channel.

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It's absolutely free.

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You can check that out if that's what you are into.

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And if not, keep enjoying the show.

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So if we're making sure that we have a term of partnership,

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we got to have all the same knowledge.

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We got to have disproportionate time and money, right?

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So all those things, time, money, knowledge,

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we're all matched on those,

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which means that one of us isn't necessary.

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On top of that, we have different expectations.

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We didn't write it down, so there's no agreements.

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And there's no expectations that have been communicated

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about what you're going to do what I'm going to do, all right?

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Now, the next one, this is a big one.

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Give away everything, all right?

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So make sure that you give away everything in the partnership

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and do a disproportionate amount of work at the onset.

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Because that way, you'll just definitely make sure

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that you can go on a resentment towards the other person.

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And the flip side can be true too.

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If you know the other person would be doing a lot of work,

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then you think you're so, oh, well,

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I'm going to squeeze as much out of them as I possibly can.

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Well, what's going to happen?

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They're going to resent you

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and they're going to try and renegotiate later

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once reality sets in.

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So if you can think a few steps ahead of the person,

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rather than saying like, oh, I'm going to get them,

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just say like, hey, I don't know if this is going to be

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equitable in the future, like give them more.

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And you'll actually start to create a relationship

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rather than a negotiated contractual agreement.

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Which at the end of the day, that's all contracts

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you're supposed to do is just outline the expectations

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between two parties.

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That's it.

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Now, the next one is that we want to make sure

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that we have not, we want to have a misaligned three things.

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Mission, values, and vision, which means

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that we don't actually want to take this business

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to the same place.

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And this may sound hilarious to you,

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but you would be amazed at the amount of partners

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that we get on the phone with.

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They're like, what do you guys want to do this business?

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And one person's like, I think we should go this one.

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The other person's like, I think we should go that way.

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I'm like, I think that you should figure that out, right?

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Or one of you shouldn't be here, right?

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Figure it out.

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All right, which is where do we want to go?

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And the next one is the values,

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which is how are we going to get there, right?

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What are the things that are important to us

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about how we deal with other humans, right?

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What are those values?

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And if some people have different values,

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it becomes very difficult to do business,

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even if you want to accomplish the same thing,

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because you want to do it different ways, right?

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And then it'll create endless strife and conflict

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throughout.

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Now, the last one is what you consider lifestyle, right?

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Which is, what do you, similar interests, lifestyle?

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It's very difficult to do business with somebody.

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If you're like, you're a Dave Ramsey saver,

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and you, you know, you live far below your means,

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and you're doing business with somebody

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who lives far above their means

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and goes into debt all the time,

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because the thing is, is when you're in a business relationship,

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you're in a marriage,

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and their extra kicker of life

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is going to get dragged into the business.

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I promise you.

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I promise you.

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It is going to get dragged in, right?

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And so you've got to look just like you,

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you marry the girl, you marry the family,

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that whole thing.

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It's the same thing with business.

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If like, they've got all this crazy stuff

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going on in their personal life,

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it's a great way to guarantee that that stuff

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is going to trickle into your business.

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And the thing is, is if you have an unreliable partner,

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creates an unreliable relationship,

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which creates an unreliable business.

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And so it's a great way to have a terrible partnership.

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All right, and so when we're thinking about partners,

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big picture, I give you two frameworks

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and then some in-between.

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So framework one is that they got to have knowledge,

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money, or time that you don't have.

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If both of you have the exact same experience, knowledge, time,

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and money, one of you isn't required.

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And now, crazy.

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The thing is, is just because you need something,

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for example, if I need an accountant for a business,

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it doesn't mean I have to partner with my accountant.

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It just means I have to pay them for services.

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So just because you have a need,

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it doesn't mean they have to have equity.

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All right, so big a hot moment here.

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If you're like, well, I don't know how to do that.

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And he does, it's like, well, can you pay someone to do it?

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Like, equity is the most expensive thing

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that you give up in a relationship.

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So you want to make sure, if you especially want to build

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something big, that you're giving away equity

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to people who are going to really drive the growth.

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And you have to see this thing 10 years in the future,

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which no one thinks 10 years in the future.

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Anyways, which is why everyone's small.

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Okay, so, boom.

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So knowledge, money, time, you got to check those boxes,

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make sure that you're aligned there.

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Next one is expectations, agreements.

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All right, make sure that they're equitable,

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make sure that they're well understood,

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and make sure that they're documented, right?

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If you do those things, then it's very, very,

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it's much less likely that you're going to have

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a terrible partnership.

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You can solve one, but it's much less likely.

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All right, and point of this is to guarantee a terrible partnership.

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All right, now, the next big framework is that

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mission, values, and similar interests,

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it actually works the same way in marriages,

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as does in partnerships, and to be real,

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it's very similar.

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So you got to make sure that you want to do the same thing

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with the business big picture.

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You got to make sure you want to do it the same way, right?

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And then you got to have similar interests in lifestyles, right?

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Which is making sure that they don't have a messy life,

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which is you want to be proud to associate

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with the other person that you're doing business.

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And I'm saying proud, not okay with,

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but proud to associate with them.

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You want other people to meet them,

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just like you want to meet, you know,

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the grown meets, the parents,

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you want to be proud to present this person,

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not like that crap, right?

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Big picture, great ways to guarantee a terrible partnership,

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is if you do all those things.

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All right, so on the flip side,

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make sure that if time, money, and knowledge

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that you don't have, right?

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Either they got money, you don't have,

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they got time, you don't have, they have knowledge,

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you don't have, or experience, right?

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So they can bring something that's

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able that you don't already have.

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So one of you are both of you are required

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and that the company grows based on the shared skill sets

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that both of you have, right?

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You want to make sure that you set expectations,

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that you document them, and that you make sure

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that they're equitable, right?

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Because if you do that, then it's very unlikely

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that you're going to fail, right?

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And the next one is that you want to make sure

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that there's a line of mission, values, and similar interests.

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You want to do with the types of people

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who see the world the same way as you.

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Have the biggest long-term goals,

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and they want to do the process of getting

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from where you are to where you want to go

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the same way you do.

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And the easiest limit test is if you present

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both of you with the same data,

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would you make the same decision?

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If these answers, yes, then you'll have

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far less conflict in your partnership over the long while.

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And so the idea is, can I find people

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who have complementary skill sets

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but align mission, values, and interests?

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If you can do that, you can make room for a magical

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rather than terrible partnership.
