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No, that when you have hard decisions in front of you, there's nothing wrong with that.

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It means if anything, you've picked all the easy paths.

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You've already cut the low hanging fruit off.

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You've already made the easy ones that have almost no trade off, but what happens later

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is you get to real difficult to reverse decisions.

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And so at that point, you have to put your big boy pants on and say, I gotta make a trade.

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Greetings, Earthlings.

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I wanted to make this live, this broadcast, if you will, because I had a really good conversation

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last week with an entrepreneur, and it was something came up that I know affects all of us.

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And so the entrepreneur was dealing with a rock-and-a-hard place decision, right?

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There's two paths you could do, and apparently there's a cost on either side.

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And so I thought this was such an interesting thing because most of the biggest decisions

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in life are scary, because you've already made all the easy decisions that you can make,

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right?

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And so like most of us, when there's an easy and obvious decision that has almost no

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downside on all upside, we make those as fast as we can.

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And so most of our lives are spent with only hard decisions left.

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And so the only way to make a hard decision, an easy decision, is to let life make it

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for you, which is what the vast majority of people do.

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But letting life make the decision for you is simply not a very good way of life, or

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at least you're not going to get what you want, you're going to get what the role of the dice

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gives you.

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And so the things that are obvious and not risky, you have already done.

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And so what's left are the things that are obvious and risky.

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And so it's because these types of decisions involve trade-offs.

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And I'll say this again, like you almost never get something for free.

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And obviously it's not always trading time, sometimes it's trading risk, it's trading money,

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it's trading decrease in performance, it's trading something for something else.

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And the thing is, is that if you've been stuck for a long period of time, then what you're

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trading is being stuck for either getting better or getting worse, right?

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But you're making a trade and you're hoping that obviously it gets better.

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And so I'll tell you the specific example of the individual I was talking to.

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So this guy was relatively new to business.

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He'd been doing business for 18 months and was doing really well.

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So he just done a million dollars in revenue, and to be clear, I'm not saying that's

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an expectation.

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He should have that, and if they're for 18 months, they're going to make a million dollars

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in revenue.

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But obviously he was doing a good job.

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One of the things that was a real issue for him is that he was attracting a lot of beginners

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for his products and services.

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And so it became clear that he both wanted to attract higher level customers and those

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customers were better.

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So he enjoyed it more and it was better for the business.

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Now sometimes it's like, I enjoy these people more, but they're not better for the business

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or vice versa.

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But in this instance, it's like, clearly this is what he wanted and was better.

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The problem was 80% of his revenue was coming from a different set of customers that he

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didn't like as much, that wasn't as good for the business.

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And so what is the apparent conflict, right?

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What is the apparent tradeoff that he has to make here?

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It's like, well, if we want to get these customers, it means we have to start saying

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no to these other ones.

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But if I say no to these other ones, my revenue is going to go down.

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So what do I do?

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Well, most people do is they just stay there forever and that's it.

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They just stay stuck and they just do this and look back six years later and nothing

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has changed in their life because they changed nothing.

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And so with this individual, I said, hey, we're probably going to need to add like there's

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a number of things we have to do.

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One of them is like we have to change your ads so that we start messaging the right type

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of prospect.

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Like if you can't say, hey, tired of your job, it's like that's going to track people with

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jobs who are tired of their jobs.

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If you're frustrated with your business, then you're going to have different concerns.

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And so you wanted to be going after business owners, not consumers.

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And so it's like, all right, we have to talk in that language.

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Now the second thing is to see a book about how he quit his job, right?

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I was like, well, if you're going to write a book, it should be about your business.

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Not your job because then you will get people with businesses, right?

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So you had to change the lead magnet.

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Now the third thing is it's like, okay, well, you can't also just sell your existing price

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point because it won't make sense because the cost of getting a business owner, provider

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or get a cost of end consumer, might be five extra 10 times more than that.

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So you have to make sure the economics of the business work.

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Now if you're thinking about this, you're like, wow, this is a lot of changes.

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It's like, yeah, but he said he didn't want to keep scaling the existing business.

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And so he's got to make the trade.

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Now the alternative of that trade is that he's just dissatisfied.

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And so for me, when I actually spell out both sides, I'm like, well, shoot.

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How can I make today feel worse so that tomorrow feels better?

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And that's what ultimately it gets me to make those jumps.

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And I would love to tell you that the big decisions in my life I made because I had this

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big passion pool, this massive vision in front of me.

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But the reality is most of the time is because my president became so painful for me that

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I was like, anything is better than this.

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And so even if all of us rewind the clock and think about when we started entrepreneurship,

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right?

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Think the leap because you want more freedom and to make more money.

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But neither of those happen right away.

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And so it's kind of one of those like, in order to have an investment pay off, your bank

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account must go down before it comes up.

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Like the number of your bank account goes down when you make the investment.

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And then over time, it comes back higher than it was.

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When you lift weights, your muscles don't get bigger.

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They get smaller and then bigger, right?

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You super compensate.

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And so there's usually a step back that must be taken in order to take steps forward.

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The only guaranteed thing is that if you never take that step back, you will never get

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the outsized return of taking the steps forward.

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Right?

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And so I think about this because there's so many hard decisions in business.

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Of course, advertise more.

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Yeah, dove.

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We'll do that.

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But that's not super high risk, right?

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But where do these risky decisions come up?

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It's when you've made all the easy choices.

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So if you're like, okay, well, I need to get better people.

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Okay, well, we can't just wish for it, right?

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So we need to start adding friction into our process, right?

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We need to start disqualifying customers, right?

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And we just have to start qualifying our avatar to the same degree.

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If we want to raise price because we're like, you know what?

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I don't have enough good people in my business.

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It might be a pricing issue.

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So real quick, guys, I have a special, special gift for you for being loyal listeners of

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It's breaking scaling into 10 stages and across all eight functions of the business.

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So you've got marketing, you've got sales, you've got product, you've got customer success,

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you've got IT, you've got recruiting, you've got HR, you've got finance, and we show the

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It's all free and you can get it personalized to you since about 30-ish pages for each of

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Once you answer the questions, it will tell you exactly where you're at and what you need

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to do to grow.

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It's about 14 hours of stuff, but it's narrowed down so that you only have to watch the

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part that's relevant to you, which will probably be about 90 minutes.

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And so if that's at all interesting, you can go to acquisition.com forward slash roadmap,

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ROAD map, roadmap.

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Hear me out.

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Let's say that you have more demand than you can handle and you've got a team that's

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spread thin and you're thinking, okay, well, I need to increase my team because I have

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this demand, but I can't increase my team because I don't have the money to do it.

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What's the problem?

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Well, you've got to step one, raise your price if you're supply constrained.

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You've got more than you can handle.

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Then we can decrease how much is coming in by raising price.

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By raising price, what's the next thing that happens?

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Well, now we have more cash flow because we raised a price.

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We're making more for the same thing that we were doing before.

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That cash flow does what?

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It allows you to pay and advertise higher, higher compensation so you can attract the

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talent you need to get people in so that you can no longer be supply constrained, right?

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And so usually there's two or three order consequences that have to happen.

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Now, each of those have cool risk, but the alternative is what?

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You stay there, you stay stuck, right?

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And so you're basically, you're going to spend money knowing that the ROI will go down

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and you'll make more money.

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So I'll give you an example.

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A lot of business owners, especially on the smaller side when they're starting out, maybe

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there's a hundred bucks a day, a thousand dollars a day, five thousand dollars a day,

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they get to this arbitrary price point of what they're spending on advertising.

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And they're like, I can't spend beyond that, right?

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And the reality is that usually the return goes down in terms of relative return, but their

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absolute return goes up, all right?

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So let me say it differently.

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If someone said, hey, if you give me ten thousand dollars, I can give you a hundred thousand

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dollars.

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I'd be like, well, that's a great deal.

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I'm like, can I give you a million dollars at that?

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And they're like, oh, no, no, no, no.

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If you give me a million dollars, I can only make you an extra million.

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And I'm like, wait a second.

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So if I give you a million, you give me two million, so I make one million in profit.

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If I give you ten grand, you make me a hundred grand.

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Which would you rather do?

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Don't think about this too long.

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You want to give the million, so you get two million.

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Why?

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Because you made a million dollars in profit versus ninety thousand dollars in profit.

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Of course, it makes more sense to do that, but the thing is the relative return will

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be lower.

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And so this is really like that little note that is especially common in small businesses.

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I used to work with, I mean, obviously with gyms, right?

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And so what would happen a lot of times is a gym owner would cap their spend, right?

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So I'll give you how this would work.

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So let's say that in order for them to cover all the costs in the gym, they need to sign

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up X number of members per month.

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What they would do is spend as little as possible to get those X members and then be like, okay,

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I broke even, but I can't spend more money because I'm breaking even.

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It's like, dude, you have to spend more money because you're getting to break even on

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that spend.

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Getting above that is the gravy, but people because they down regulate their goals based

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on the difficulty of achieving them, right?

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And so you will actively, like you have to hear your own thoughts as you're going through

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this.

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And like if you start qualifying your own goals and decreasing them and patting them,

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it's because of whatever hard decision, whatever trade off you haven't actually spelled

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out.

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And so from a very tactical perspective, something that has given me such outsized returns

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of my life is actually spelling out the trade, spell out the trade, right?

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I talked to a lady last week who had a bunch of businesses, right?

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And so she had five different businesses she was running and she was doing like a million

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or two million dollars a year, whatever.

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And so when I talked to her about it, she was like, the other problem is like, I can

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grow things, but I get really bored really quickly.

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And I was like, okay, well, first off, there's nothing wrong with that.

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And I super mean this because I'm not the should guy.

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I'm not that you should do this.

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You should do that.

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Do whatever the hell you want.

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There are certain paths that are better for optimizing for specific outcomes.

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And so a lot of people don't even know what outcome they're optimizing towards.

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And so if you just have make more money as the goal, guess what?

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Very hard to focus with that because everything makes more money.

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And so you get super spread then because everything you can make a logical argument makes

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more money.

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But it won't make you the most money because the most money is going to come from focus.

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Now when I spelled out the trade off for this lady, I said, listen, option A, you keep

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doing what you're doing.

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And you say, I prefer more novelty in my life.

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And I'd be like, that's amazing.

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Just understand that the trade is you're not going to build something super big.

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And that's okay.

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You have to really want to build something really big.

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And if you really want to build something big, the trade off is you don't get the novelty

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in your life.

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So which one would you prefer?

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And that's what it comes down to.

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And if you're like, you know what?

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I would rather have this big outcome than the novelty.

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Then great.

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Then you know what you're paying for.

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You know when you have those moments of boredom, what you're getting for it.

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You know the trades you're making.

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Now part of the difficulty of these trade-offs is that, what do you think she gets immediately,

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novelty?

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What do you think she gets at a delay?

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The price she pays is that she doesn't get the big business today.

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But in both instances, she doesn't get the big business.

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But in one of them, she gets the benefit of the ADD, of the squirrel brain, of monkey mind,

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of trying all these different things, tasting all this different stuff.

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And again, I want to be clear, do whatever you want.

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But I only say this from my own experience of, you will limit yourself by spreading yourself

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as you think.

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And here's the real kicker, and this one's nasty.

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The better you are, in general, the more capable, the more able, the more potent you are as

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a human being, the more things you can multitask and do decently well at.

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But the thing is, is that you're still giving up the aggregate upside, which is almost

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always 10 times bigger than your current spread thin version, and that sounds like a crazy

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number.

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But like, I went from a couple million bucks a year.

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And again, this is rough numbers, I don't remember the exact ones, of when I had nine different

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things that were going on.

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I had my launch business, agency one, agency two, one for car park, one for dentists, then

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I had my six locations, right?

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Lot of different businesses, one CEO, and I'm like, I'm a big CEO.

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As soon as I just consolidated all of that in a one, I basically 10x, how much I was making,

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roughly.

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And the things I've seen this pattern, the problem is people aren't willing to, I try to

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say this at a PG way, prune the garden, there we go.

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Prune the tree, right?

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They're not willing to cut the branches off to let the whole thing grow, right?

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Back to the original owner that I was talking about at the very beginning, right?

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When I have my conversation with him, it became clear that this is what he ultimately wanted

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to have.

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And so when I've been able to kind of convince business owners to do the thing they ultimately

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want to do, it's just spelling out what my trade is.

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And so, know that when you have hard decisions in front of you, there's nothing wrong with

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that.

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It means if anything, you've picked all the easy paths, you've already, you've already

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cut the low-hanging fruit off.

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You've already made the easy ones that have almost no trade-off, or the trade-offs are

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so obvious or benign that you're like, obviously I'll make the trade.

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But what happens later is you get to real irreversible decisions, you know, or rather difficult

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to reverse decisions.

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And so at that point, you have to put your big boy pants on and say, I got to make a trade.

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Because the only thing that is guaranteed is that if you want everything from life, you

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will get nothing.

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And so, that is mine, that is my little message of the day.

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The hard choices that you have are hard because you've used up all your easy decisions already.

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And wishing that they were easier does not make them easier.

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And you've got to pick, and you've got to live with the consequences.

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And I will say that's the more irreversible decisions you make, the better you get at

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making them.

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But you've got to start.