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The biggest mistake that I see entrepreneurs who were at, you know, two million, three million

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five million is that they are trying to solve their business growth problem by just coming out

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with thing after thing after thing after thing after thing for that audience rather than thinking

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maybe I should expand my audience. Welcome to the game where we talk about how to sell more stuff to

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more people in more ways and build businesses worth owning. I'm trying to build a billion dollar

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thing with acquisition.com. I always wished pesos, musk and buffet had documented their journey,

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so I'm doing it for the rest of us. Please share and enjoy.

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Mark Bell just flew out. Awesome guy to do a podcast here with me in Vegas. We worked out, shot

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the shit. It was a great time and there was this really important point where he said, you know,

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I wish more people would just peel weight off the bar. He said, I always respect a guy who's

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lifting with stronger guys and says, you know what guys? I'm going to peel some weight off so that

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I can do this weight the right way. And I thought it was such a beautiful parallel in business and

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one of the most common mistakes in business that I see entrepreneurs at all levels make.

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So acquisition.com probably talks to 25 new companies a week that are coming out, you know,

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approaching us about us potentially, you know, investing in their companies. And one of my biggest

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pet peeves, comma entrepreneurial mistakes that I see across the board, especially in that like

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sub five million range is something that will destroy your business for the long haul.

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And the reason is not because the strategy is wrong, but because it's too advanced. And I will

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explain what I mean in a second. So the easy analogy for what I'm going to try to explain is

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something that you that hopefully people can resonate with at the gym. So if you're working out

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with someone and one person stronger than the other person and the strong guy goes first and has

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three plates on the bar, doesn't really matter. The weaker guy might go up and if he has an ego,

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give it a shot, even though it's above his pay grade, it's above his strength level. And even if

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he could pull it off, it'd be poor and it'd probably be risky because he isn't strong enough, right?

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And business is a lot like that in ways because oftentimes entrepreneurs will have the right

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strategy lifting the weight and lifting heavier weight is not wrong and it's the right way to get

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strong, but it's just too advanced for where you're at right now. And it takes humility like the

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guy who says, you know what, I'm going to peel a plate off because it's like I can do that weight

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better so that I can someday level up and get strong enough to do that more advanced thing.

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In weight and lifting, it's linear because you just add plates to the bar. But in business,

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it's about complexity. And so the adding the weight to the bar is complexity in the business,

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whereas simplicity oftentimes is what scales. So you might imagine, imagine somebody comes up to

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you and says, Hey, I want to start a digital bank because I think that all of this stuff should

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be central and we could have payments and blah, blah, blah. That's a hard business to build.

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Elon Musk can build it because he's a thousand pound squatter. It's not to say that if you try to

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build it, you're wrong for the idea. It's that you just might not be there yet. And so

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back to what I was saying with the entrepreneurs that we talk to on a regular basis,

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the biggest mistake that I see is that they put on shoes that are too big for them.

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And the way that they do that is that they have something that starts working and then they let

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this insipid phrase melt into their mind and take over their actions, which is I'm leaving money

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on the table. And so they have this thing that's working and then they think to themselves, well,

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why don't we refer that business out? Because like they should get that for me and then they try and

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glob that. They're like, oh, yeah. And then I need to do this too. And I need to glob that so

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that they get more money in every customer. Is that a great strategy? Yes. Is the execution of

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that strategy very advanced from an operational perspective? Yes. And so here's the thing. I had

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a buddy from high school approached me and he was like, hey, this is what I'm doing with my

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contracting business. So he's a general contractor. And he was, he was, he was roofing primarily.

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And I was like, okay, sweet. So you're just going to see how you're roofing business. He's like,

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yeah, but I also do some like flips in real estate because we like, you know, fix some stuff there.

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And I was like, okay, so you do roofs and you do real estate flipping. He's like, yeah, but I mean,

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we also do some general contracting work just kind of like fix stuff inside of houses. I was like, okay,

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so you do roofing. You do general contracting work and you flip houses. And he was like, yeah,

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I was like, okay, why? He's like, well, you know, we have these resources. I'm trying to like make

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the most of all of it. And I, you know, some of these clients, we fix the roof and like, hey,

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can you fix something in my house? I'm like, I could do it. So then I do it because I don't

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want to leave money on the team. And the question is, what problem are we solving? If the goals to

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grow the business, do we think that we could have a hundred million dollar roofing business?

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The answer is yes. Do we think we could have a hundred million dollar general contracting

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business? Answer is yes. Do you think we have a hundred million dollar flipping houses business?

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The answer is yes. Can you have all three? Very unlikely. Unless you're an Elon,

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unless you're a freak, but most people aren't. And that's okay. It's normal.

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Most of the nation real quick, if you are a business owner that has a big old business and wants

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to get to a much bigger business, going to $50 million plus, we would love to talk to you. And if

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you like that, we'd like to hear more about it. Go to acquisition.com and you can plan

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anywhere on the page and talk to one of our team and see if we can help you get there.

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The biggest mistake that I see entrepreneurs who are at, you know, two million, three million,

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five million, ish is that they are trying to solve their business growth problem by just trying

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to glob as many different things as they possibly can. You know the people I'm talking about. They

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have an audience. And so then they just start coming out with thing after thing after thing after

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that audience, rather than thinking, maybe I should expand my audience and keep selling the thing

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that I'm really good at. The thing that I'm best at. The thing that's the best leverage for my

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opportunity, my skill sets. And so it's hard for people to say or even peel back. So this is you

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and you've got five different products. You sell to different avatars. You sell very clearly

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different services. You might want to say, okay, which one of these are my best at? In which one of

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these do I think I could serve the most people with? And find the one that Chris, you know,

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Chris crosses those two things and say, I'm going to forget about the rest of the stuff and go

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all in on this one thing. Because the problem that we're trying to solve is that we're trying to

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make more money. And so us doing all these other things, it distracts from the core business

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opportunity. And so that's where we need to peel weight off the bar. We need to peel things down

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and focus on the weight that we can do and get more repetitions in it that this weight so that

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we then can earn the right later to maybe add one thing in at scale. Maybe when we have someone

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who can run that and drive that rather than you, right? And so it's probably the number one red flag

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that I look out for. It also tends to stem from a little bit of greed and people like they're looking

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at other people's paychecks. I'm sending this guy so much business. I'm sending that guy so much

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good. Great. Get into the commission. Call it a day. Move on, right? And they try and bring

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these things in house. And a lot of times they're not cordial. It's just it's just it's globbing.

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And then you have this amalgamation, this Frankenstein looking business that no one wants to touch.

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Because the first thing that we do with a business like that is we would simplify. We'd peel

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weight off the bar and we'd say we need to do more reps and more volume with the weight that we've

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got. And that parallel applies so beautifully in entrepreneurship that I felt the need to make

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this because so many of the entrepreneurs we talk through are making this mistake. And I say this

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because I, before I started making money, had a car practice agency. I had a dental agency. I had

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a gym turnaround business. And I also had five locations, six locations, whatever that was, six

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locations. So I had this many businesses at the same time. And I wasn't making no money.

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And so I do I think that I could own all of these businesses now. Sure, I'm strong enough to own

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those businesses now. But then I wasn't. And so what did I have to do? I had to peel weight off the

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bar until I was left with one. And then I did more reps with that one with the one plate on the bar.

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I did as many reps as I could. And then I was able to level up my entrepreneurial skill set on a

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clear opportunity of all of the opportunities that I was best at. And you have to just say no. And

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this is just like the woman in the red dress saying no to increase in attractiveness as you get better.

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When I was starting out, I might consider a thousand dollar a month thing. But when you're making

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a hundred grand a month, you probably aren't as interested in a thousand dollar a month thing.

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You just ignore it. But you have a harder time ignoring another hundred thousand dollar a month

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thing, right? But you have to say no to that to get to a million a month. Because what happens is

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you get to a hundred and then you do another thing and then you're attention split and then you

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can't get past here. And so you have to peel the weight off the bar and then you do more reps.

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And the thing is that even at that next level and you're at a million a month, you look at

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this other thing, you're like there's this other opportunity in some million a month. But usually

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peel the weight off the bar and you do more reps. And so the only reason you shouldn't be doing

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more reps and adding to the bar, adding to the stuff that you sell is that you literally have no

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more people to sell to. And until you have that problem, you should focus on the one thing.

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And the secret is that most people really never get into that problem because they're not even close

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to the size of the market. So most of your nation, your entrepreneur, focus on the one thing,

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peel weight off the bar, do more reps at the weight that's appropriate for you and then wash your

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gains with financial and physical stack.
