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Documenting your business mistakes may be the most important thing you do in your entire business career to make more money.

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After I lost everything for the second time in my career, that experience was so painful that I was like, I can't keep doing this,

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I can't keep repeating these same mistakes.

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So I was like, I have to find a way that I can learn from this.

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And so within the next three months, I started my podcast.

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And the intention behind that podcast was that I would learn to document the things that I was doing and what I was thinking about

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the problems that I was talking from at that time.

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And I always thought the concept of having like a Jeff Bezos vlog with once a week, once a week, he was like,

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this is what we're doing with the Amazon, this we're doing with the Amazon all the way to his current state,

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would have been so valuable.

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And I always had the belief that I would get to that level eventually.

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And so, you know, delusional or not.

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So I thought, why not start now?

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And so I started documenting my mistakes and my successes.

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And an interesting thing happened from that point until now, I haven't lost everything again.

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And we've built, you know, $100 million plus that worth arguably a lot more than that,

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but just for the sake of this video, in that next seven or so years.

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And so I've been in business for 13, but I lost everything about the halfway point twice.

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And so making sure that I learned the right lessons from my mistakes has been,

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I think one of the largest contributing factors to me being able to move forward at such a fast rate,

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whether you document it through video or you document it through podcast or you document through

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written, I don't think matters. I've actually done both. And so I started with just podcast,

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but the ideas for that podcast came from an email thread that I had to myself.

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And so every year I would start a new email thread called Lessons and Failures and then the year.

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And it would be hundreds of emails long to myself. And it would just be little little tidbits,

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little one phrase, two phrase of like, Oh, yeah, I had this interview with this girl.

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She did this thing. I think that's awesome. And then six months later when I find out that person

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stealing, I'm like, Oh, that thing that I thought was good is actually not good. So I'd have these kind

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of like continuous open looped stories that I'd be telling about what I think will happen versus

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what actually would happen. And then it allowed me to have much more crystallized decision-making power

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in the future, because I was like, wait a second, I've seen this one before. And I know how this

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one goes. And so that happened more and more times. So if you think about like, if entrepreneurship

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were a video game, you have levels. If you've ever picked up an old video game and then you like,

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beat it really quickly to the levels you remember, and then you get to the level you don't know,

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and then it's like really slow again. And it's, I think entrepreneurship is a lot the same

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ways, because you were like, Oh, I know what that pothole is. Oh, I know I can go get the extra

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ammo there. I know how to get the, I know what this director of sales should look like. I know

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what a director of marketing should look like. Oh, I've never run Facebook ads before. Slow.

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And then you just die, die, die, die, die, and you respawn over. And then finally you get through.

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And then the next time you beat all six levels, and then you also beat the Facebook level. And

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then you're like, All right, well, now we're going to run YouTube ads. And you're like, die, die,

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die. And so I see entrepreneurship a lot of the same way. But if there's so many things that are

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happening every day in business, that if you don't have a way to crystallize the knowledge to

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document what you've done, it's like you don't develop this repertoire, or at least for me,

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not as easily. So the nuance of what I remember it fades, right? I don't remember like, what was

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the big breakthrough here? I'm like, I just know that it worked, but I want to know why it worked,

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so that when a new situation comes up, I can know how to increase the likelihood that it happens

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again. And so nowadays I publicly do this stuff through shorts and longs and tweets. But fundamentally,

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the thing that got me into doing it in the early days was the side benefit that people would watch

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it. But the primary benefit that future me would be able to reference back to this thing and know

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where I was at that time, what I was struggling with, what beliefs I had. And that was probably one

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of those most interesting was, Hey, if there was a period of time where I was crushing it,

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how was I seeing the world and is it different than now? So it's almost like having a time machine.

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So it's like, okay, if all of a sudden I get into like a losing streak, I'm going to go back to

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when I was winning. And I'm going to watch some of the stuff that I was doing then. So I can keep

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it top of my like, Oh, what's different between these two things. But if I don't have that to

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reference, then I just have to go off memory. But my memory in the current state is being jaded

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by my current situation. And so I want to be able to have a source where I can go back to truth

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and truth just being things that are documented. And so I see this as a really huge problem for a

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lot of small business owners or really just business owners in general is that they make a mistake

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but they learn the wrong lesson from it. And so Dr. Bergman talked about this where he said,

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it's worse to be successful and not know why than to have failed and know why correctly. And it's

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me paraphrasing. But that struck me when I heard that for the first time. And I think the reason

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it struck me was that it took me years to figure out why Jim launch was actually so successful in

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the beginning. Obviously, for me, I was like, I'm 27 years old. Took home $17 million in income.

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My first year, that's not revenue. That was profit. You know, in my first 12 calendar months of

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business, like, I'm so great. But we are so quick to attribute failure to an outside circumstance,

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but we don't attribute success to an outside circumstance. And I had a number of things that

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were going well for me at that time. And so it's like I had Facebook ads that were super cheap,

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which made the stuff that our gyms were using super cheap and super profitable from you acquire

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customers as homeowners was also super cheap and super profitable. And so I had these things that

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were working, you know, I was like, I'm just such a good marketer, but it wasn't that, right?

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I mean, because years later, when that arbitrage just appeared, right? It's like, is the same,

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is the same thing happening, right? And so what happened is that Jim launch had to evolve from an

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arbitrage business to one that went off of execution. And me basically realizing this, like what?

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Why is, why is it not printing the way it was before? It's like, oh, it's because the context

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has changed. And so I became a much better entrepreneur, despite the fact that the net income went down.

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And so learning from that is both humbling, but also the only thing that you can do to get better.

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And if we see ourselves as the asset that we're ultimately building throughout our lives,

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which we eventually just cash in at the end and die anyways, then making sure that I'm getting

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the right thing, the right lesson from the scar is arguably the most important thing that you can

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have to move faster. Because when you watch that person play that video game again, when they know

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the game, it's not like they're moving super fast. They just don't make the wrong turn.

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They go directly for the ammo. They go directly, you know, they avoid the pothole, they avoid the

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pothole heads too. They hit the dragon right at the sweet spot because they know where it is because

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they died 20 other times hitting the wrong part of the dragon that's not the sweet spot. And so

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they just, it's more efficient movement. They have less wasted moves. And so I see that the same

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ways on entrepreneurship, it's not like the businesses that I have are so much bigger than the ones

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that I have before and they grow so much faster because I know how to go through the first early

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levels really quickly because of what I've documented before. Here's what it looks like when it's wrong.

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So I'll talk to a small business owner and say, hey, you know, I hired a salesperson and then

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they didn't work out and I'm like, cool, so what'd you learn from that? This is always one of my

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favorite questions. Like, would you learn from that? And so I asked this to myself, like, would you

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learn from that? And so with this particular individual, it's just like, well, no one can sell

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like I can sell. I'd be like, well, I think you might have learned the wrong lesson from the mistake.

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And like the only thing worse than wrong, like, than having the mistake is learning the wrong

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lesson from the mistake because then you're bound to repeat it again. And so a fool never learns

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from their mistakes. A dumb person learns from their mistakes eventually. A smart person learns

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one lesson from a mistake. A very smart person learns multiple lessons from a mistake. A wise man

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learns from the mistake of others. The wisest man learns from their successes too. And so the idea is

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if we think about that as a continuum of how we can move more efficiently through life and get more

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for every move, it's making sure that we're like that person playing the video game, that when we

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go back through, we know what potholes to avoid. Because imagine if you played the game and you're

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like, oh, I killed this guy because I hit him in the sweet spot and you thought the sweet spot

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was here. But the real thing was that you had a certain arrow that you picked up earlier in the

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game. And when you play the game again, you don't think it's about the arrow, you think it's about

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the spot. And so then you hit the spot again, it doesn't work. It's because you attributed the

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success to the wrong lesson. And so I actually see this happen a lot. I think it's one of the most

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common mistakes that happens in entrepreneurship is that people just extrapolate their current

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view of the world over the mistake. But fundamentally, the people who are better at business see

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business more clearly. They can recognize the mistake more easily. And they're correct because

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they have a high predictive power. Meaning if they want this thing to happen again, they can

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predict that it will or what it would take to make the drag and die because they had the right thing

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which is it's actually not the spot or the arrow. It's both. You're like, ah, right? And only

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somebody who's lived through both those experiences. Well, the next time they came with the arrows

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that were right, they hit a different spot. It didn't work either. So you're like, oh, it's the

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combination of things. And oftentimes it's not one thing. It's two or three things that have to

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happen at the same time for the outcome to occur. And so like when I started to Alan, my third

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company that I was CEO of the same time you can already tell me smiling is the obvious mistake

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that I was making. Alan was a hard business. It was a business I'd never been in software before.

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I'd never developed software before. I'd never had engineers before product design UX. I didn't

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know any of this stuff. I was like, I just know that this is I knew the problem and I knew I

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product market fit because I knew exactly what needed to get built. And I knew I had a whole audience

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that I could sell to. But here's all the lessons that I learned from that. I make the majority of my

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content for business owners. But if you are getting started in business or you want to start your

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first business, I just put together something called the school games to school.com for slash games

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where right now 54.1% of people who start the school games and have a paid community make their first

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dollar. So more than one out of two people, the majority, which is absolutely absurd. We've worked

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it up from one out of three to one out of two over the last six months. And so we're getting

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exceptionally good at helping people make their first dollar in business. And so if that sounds

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not interesting, you can start for free. Go to school.com for slash games. Let's get back to it.

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One is software's heart. Second, that you don't want to get into a features war with competitors.

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Like competitors in software that can easily copy any features you have. And so you want to have

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other things about your business that give you more of a moat that protects you from just a race

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to the bottom and a features war. The main, the probably the biggest lesson I learned from it was

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yet again, another lashing from the woman in the red dress. The reason I'm so vehement about

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the one the red dress is that of all the mistakes that I've had to learn. She has been the sneakiest

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and the most devious of them and the one that I've had to learn the same lesson over and over and

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over again. And I would say, I would say to a certain degree, I'm ashamed of that of how many times

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I've had to learn not to pursue the one the red dress. And it's like, because every time you know,

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now she's black, now she's Asian, now she's white, and now she's tall, now she's short. Sometimes

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she's wearing a short dress. Sometimes it's not red. It's maroon. Sometimes it's, you know,

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faded mango for the color. But every time I'm like, no, no, no, this time's different. And you can

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probably tell like if you have that friend who dates the same girl over and over again, they're like,

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no, no, this girl's different. You're like, dude, it's the same thing. It's it's like super

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pasty work girl, you know, super tatted up, you know, dad issues, whatever, right? It's like,

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you'd run the same playbook, man. Like this is obviously not work for you. Obviously, I also have

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no issues with anybody who looks like that. I'm just saying as an example, in the main lesson that

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I learned from Alan was that it was the only argument that Laila and I have ever been in. It was

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actually a business argument, which I thought hilarious. And she just didn't think that we had the

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bandwidth to do to bring on another company and do it. And I argued that she needed to think bigger

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and that, you know, we had that we had to take big swings and all of that. And I ended up just

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steamrolling her. And it was a terrible decision for a number of reasons. But one of the biggest

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ones was that my operator wasn't on board. Even if she wasn't my wife, the person who's going to be

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running this thing wasn't on board with it and was telling me, shouting at me quite literally,

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that she was so spread then with the current businesses that take on something else would just

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one of them would suffer. And so that's exactly what happened, right? And so it had nothing to do. And

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like, maybe if I had only done that, then we would have grown it, you know, and it'd been

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increasingly all I think there's nothing wrong with the concept behind the business. And oftentimes

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everybody, there's often not something fundamentally wrong with the concept behind the business.

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Like you have some services, some problem that you saw for some specific customer. It's this

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all the other stuff, right? And being able to recognize, oh, that is not what a sales director

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looks like. But until you hire that person, have them, you know, spend six months wasting leads on

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them and then having them fail and then hire another sales director. And again, six months of not

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growth because they're not closing the way they need to. And then on the third, when you finally

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find it, you're like, oh, this is what a sales director looks like. This is what a sales director

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does. And then because guess what happens is that from that point going on in your life, you know

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how to beat that level. And so you quickly put the right sales director in and your second company,

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your third company or whatever it is or a new division in the company because you know what it

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looks like when it's right. And so I think making sure that it's like, okay, I know how to kill the

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dragon because the sales director can't just be charismatic. They also have to have systems things

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and they have to do both of them and they have to care about people or whatever. And so it's not

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usually one or two things that's usually a handful. And that's what makes business complex. And so

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trying to remember all of these little details is so hard that it became so important for me to

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document those things. And you get the double benefit when you document that you make content about

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it. And so you can both build your personal brand if you're into that and get the benefit of

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documenting the lessons, which is the real benefit is the entrepreneur. And I find it interesting

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because a lot of people, a lot of business owners who make content ask me, how do I come up with

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content ideas? And I always found that such a silly question because I always have so many things

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to talk about. And I think it's because the easiest thing to talk about is the news. You just look

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at what's going on and you make commentary on it, which is why a lot of channels or people over

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time just devolved into just news reporters with commentary. But I don't think that's the right way

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to do it. I prefer to talk about my news because life is always happening. And so I also have problems.

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And so unless you have no problems in life, which I don't think anybody watching this has no

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problems in life, you talk about the problems that you're dealing with right now and how you're

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approaching them. And you can also just do it in in a rears. Like if you don't feel like being

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vulnerable, fine, because there's sometimes there's things in business that you can't, you know,

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if you have a, you know, employee shift from dealing with Daniel who's behind the camera right now.

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I'm like, I got this problem with this videographer. You know what I mean? Then like I probably can't

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talk about it right now, right? But if I could talk about it, like literally if we solve something

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in the three months later, I'd say, hey, Dan and I were having this beef, but we figured this thing

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out is totally cool, right? And so we just talk about something, you talk about a little bit in

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a rears and that way you're not risking anything, client relations, whatever. But you just talk about

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your news rather than the news and you always have source of content and it will allow you to document

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your business mistakes and successes so that you learn the right lessons. And so let me tell you

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how powerful this is. So I had, I had dinner years ago with an entrepreneur who had exited a company

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that was an e-commerce company and he had made the majority of their sales on Amazon. This is the

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early days of Amazon when like you can pretty much just like list a product and it would just grow

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because there's reviews hacking and there's all sorts of stuff. And so we had dinner with

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this entrepreneur and I remember him saying this, he said, isn't it crazy that you could never have

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a business successful ever again? Like this could be the most successful business you ever have.

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And it was because he attributed everything that he had in his life to the luck of things working

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out in tandem. And the reality was that for him that was true and for us it was also true. But

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we had crystallized the knowledge because we wanted to study what made it successful. And so since

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that point he has not had a business that was more successful than that first one that he had.

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We have had everyone since be more successful than the first one that we had. And the difference

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was, did you document the lessons? Are you just playing a video game? That's the same game,

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but you're acting like a new character like you've never played it before because you never

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wrote down what you were supposed to do when you got to the first boss or the first portal.

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And I think it's just as important like I said to study your successes. And so like our supplement

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launch for prestige labs is probably the most successful launch in terms of like cleanliness,

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like no problems of anything we've ever done. And the difference between that launch and some

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of the other ones was that I had my operator on board. The team had been completely trained up.

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We had an alpha phase. We had a beta phase. We worked through all the kinks in the process. I let

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them set the date for when the launch was going to be. We were staffed up. We were trained.

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We had inventory. We had everything. We had all the little holes figured out. And the first month

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we did $1.7 million in recurring revenue, recurring, crazy for supplements. And so the crazy

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thing about that was I had learned from the mistakes that I had done before. And so I was like how can

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I not make those? And also this worked out well. How do I make sure that I repeat successful

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actions? How do I make sure that I check every one of these boxes the next time? Because nothing

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feels like success, which is one of Layla's favorite sayings. She's like well we have to remember

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that it took us a year to do this. And so if we want to do another thing we can think oh we just

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crush that. We can crush another one. She's like no the point is that it took us a long time and

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a lot of work and a lot of buying and a lot of training and a lot of resources for an extended

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period of time to make this big thing work right the first time. And so when we do something else

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we have to understand that's the price that we have to be willing to pay. And having that context

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you think wow okay I know to beat the next level it's going to take me two hours but mom wants to

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go to the grocery store so I probably shouldn't start that level right now because I'm not going to

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be able to finish it. And so having the context of what kind of resources am I going to have to put

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towards this gives you a more realistic view of how many things you can actually take on and do

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well. And I think that big picture that has probably been one of my biggest meta lessons is that

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once I learned how long it takes me to do something well I learned how few things I can actually do

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which means that I have to say no to just about everything. Even if and Steve Jobs was famous for

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asking his executive team this he said what have you said no to lately? Because he didn't want

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people to just say they're focused. It focuses everything you turn away from and he said it's not

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just turning away from bad ideas. It has to be an idea that you in your bones desperately want to do

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and still choose not to because you said you were going to stay focused on the one thing that

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mattered most. And that has probably been one of the hardest lessons. It's the inverse of the

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woman in the red dress for me because there's I've just I there's so many things in like the

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business world that I want to do I want to try but knowing how much work it takes to make one

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thing work very well and just taking me a very long time to learn this is that you just can't

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do many. You have to learn how to say no. And once you do start the game with all the lessons

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you zoom past all the levels and you get to the hard part which I call the virgin territory right?

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Now it's how do I hire a CFO? How do I do a business transaction? How do I take on debt in a way

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that's responsible? How do I scale to a new acquisition channel? How do I go from five sales

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people to 50 sales people? Like what is that process? What does a career path look like for a sales

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person? What does a career path look like for customer success? Like is this is this customer

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reporter customer success? Like where do I find a good IT director who can actually integrate all

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of our systems together? But what's interesting that I've always thought about this is that like

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we were able to grow so quickly in gym launch. Sure we had the arbitrage of the Facebook stuff

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that was happening. But I also came into it having run six locations with 30 plus employees and

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you know eight sales guys. And so I was used to 30, 50, sometimes 100 sales a day on my team.

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And so if I went to as soon as we started gym launch I immediately went up to what my level of

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incompetence was or my level of max competence right equal opposite. As I knew what it was like to

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spend a thousand dollars a day. I knew what it was like to spend three thousand dollars a day. I

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knew what it was like to have eight sales guys taking calls all day long. And so I could quickly

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scale to that which is why we went from basically nothing to 26 million that next year because

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I was used to that level of activity we should more zeros on the price tag but everything

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else is the same. And one of the greatest parts about documenting things publicly is that

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you now become accountable to the lessons you claim you learned. And so I think that if you think

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about the benefits of documenting business mistakes and business successes publicly is there's three

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things. One is you make it for you. And so it will help you learn the lesson better and telling the

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story makes it stick. If you just try and remember a lesson it doesn't apply. It's kind of like

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Elon Musk had this clip that I sent on a whole team but he talks about how education is all wrong.

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They have a course on a wrench and they have a course on a screwdriver. He said they shouldn't

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teach that way because you don't have context. You bring him remember it but he said hey let's take

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a part this engine. Now everyone looks at the entity says oh I guess we'll probably need a wrench

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but now the wrench is contextualized the problem that helps solve right. And so when we tell the

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stories it helps contextualize the problem that we're solving at the time so that when a problem

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similar to that when a girl with a red dress comes up and she's got short hair you're like okay

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I have one of you guys before had long hair and the dress was you know shorter but I think you're

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related right. And so you have the first benefit which is that you crystallize the lesson. The second

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is that you're accountable to that lesson because there's people who are watching it who are like

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hey I thought you said that you didn't want to do a lot of these things you can't be see of

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multiple things right right and so it holds you accountable to that. And then the third benefit is

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that you actually make money from it because people identify with your values and your beliefs and

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say hey I'd like to do business with you. And that if you see that as gravy then you won't lose

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because you never did it for them to begin with. So instead of giving a non-answer to like what's

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the one thing that you think you attribute a lot of your success to. I actually do have some answers.

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One is the time blocking thing that I made a video about the other day which is like my productivity

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system or something some YouTube headline. But basically the maker manager time understanding the

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difference in those things. But the second is that okay if I can maximize my maker manager time

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then I maximize the raw unit. But now I want to get the most for that time and I think this what I'm

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talking about today with crystallizing those lessons has been probably the second most viable

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thing that I've done in my career. So it's I need to make time so that can do the work that matters

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most. And then I need to document the mistakes that I made so that when I do that work that

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matters most I'm actually working on the work that matters most. And so using the video game

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analogy it's like if Alan were a video game and I'm trying to win at that game then I've got a

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co-op player my wife and business partner who doesn't want to play the game. It becomes very hard to

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win when you're doing co-op and one player doesn't want to play or wants to win at a different game

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right. And so there are a lot of lessons not just that one that I learn from from Alan as a

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company and I've learned lessons from every company I've had but not being able to look back

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because it was so long ago would increase the likelihood that I am forced to replay that level

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again because I wouldn't remember why I failed. So if you had to apply the woman of the red dress

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to a video game scenario it would really be like trying to play two video games at the same time

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and win at both. Like just think about how crazy it is. Like there's two ways you can think about

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one is that you literally try and play both games at the same time which obviously no one's

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going to win. What's crazy is that entrepreneurs do this all the time. The second scenario might be

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a little bit more realistic because they are alternating between games. It's like one day to play

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this game, one day to play that game, one day to play this game. But if you'll notice that when you

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do that you're kind of like rusty you kind of like got to like get yourself right back up to speed

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like your hands got it like you got to learn the key not like you got yours rusty right you got to

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get it read up or sped up. Now do that with three games and you're playing one game you know ABC,

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ABC. Well imagine the guy who's just playing on A. That guy is your competitor. He's going to

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not be three times better than you. He's probably going to be like six or nine times out of you

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because not only is he spending three more three x the time on the actual game as you but he also

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doesn't have the cost of change and the cost of getting caught up to speed every single time.

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And so he might be six or nine times ahead and you're like how is this guy beating me? It's like

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because he's not doing anything else. It's all like to think like how would I play this game if I

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had to win. Like there was no option for failing. Well I definitely wouldn't have any I wouldn't

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be playing any other games. I definitely would orient my entire life around the video game. I would

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definitely make sure that like food is brought to me you know you know drinks were brought to me.

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I'm you know sleeping optimally I've got everything that I need my lighting all that stuff would

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be optimized that I could just play this game. And the people who make the most money in business

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call it the game. The reason the show is called the game is because I think

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everyone is in the game. It's just that a lot of people don't know it.

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And so as soon as you realize that you are playing a video game with money in business

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then all the same rules apply and you want to have your prima officially official strategy guide next

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to you of all the lessons that you've learned along the way. It's just that this game has way more

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than 10 keys on a keyboard and way more players because everyone in the world is playing and

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there are no rules besides not going to jail. And so you have a true open world

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game with real stakes and players that have been playing for 60 years who are competing as to.

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And so I just want to do everything in my power to make sure that I increase the likelihood

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that I can win. So if you aren't documenting your successes start if you aren't documenting your

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failures start you can also not doesn't really matter when I didn't do it I made a lot less money

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when I started doing I started making a lot more money. And so I would say do it whatever way you

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can if it's just Twitter and tweeting it or if it's email thread change yourself or it's an audio

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message it's yourself or just when you're driving whatever version of that it is as long as you make

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you the main audience then you won't worry about the reviews you won't worry about the performance

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you'll just get better at it. And I think that honestly having done 700 something solo podcasts

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up to this point I've gotten better at talking just because I was forced if you listen to my early

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podcasts compared to now I'm more articulate how did that happen because I did a show a lot of times.

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And so the same thing will happen to you and you'll actually get practice on making content on

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presenting to your staff on presenting to your team on presenting the customers by doing it more.

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So the question from the audience is do you see Layla as your guide? So I think there's like

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guide with the capital G and then guide with a little G so guide with the capital G would be the

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assumption that like Layla is my guide in life and the answer be no I would say that we're partners

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we do things these things together but within the context of the story in that instance yeah she came

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in with the insight and that's what changed the character got me over the obstacle and got me

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the next thing and I think we both played that role for one another throughout our careers and

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having somebody like that the hard part is just finding somebody who actually wants you to win.

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It's just it's so rare everybody has their own agenda and it's how you can help them win

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and so I mean that's why I think at least you know husbands and wives have the most aligned incentives

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and so it helps that when they're selfish for themselves like you can believe like sometimes

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they're wrong but at least their intentions correct and I think what's really cool about

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documenting your mistakes and the lessons from them is that we give such great advice to other

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people and yet we don't follow it for ourselves and so when you actually write down the advice

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that you want to give to yourself it kind of stares back at you and you're like man and one of

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the most powerful frames that I've had in my life in terms of like navigating difficult situations

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is if I were coaching myself of our mentor myself of our own guide what would I tell me because

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the beautiful thing is that you always have complete context for the situation because you're in it

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so you don't need to tell somebody to try and get them up to speed you are up to speed but most

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people if I said hey how do I lose weight be like hey stop eating shit move more right but then when

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when it's you you're like well I have all these other things I have all these emotional charges

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around all this crap right but if we listen to our own advice most of the time we don't lack

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information we lack execution so the question is do I get just as much value from my solemn

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in sessions just basically when I talk to my future self which sounds really sketchy but basically

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just have a chat message that with what I imagine to be my 80-old version of myself who's already

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accomplished everything that I want to accomplish has all the lessons learned and can reflect back on

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my present situation versus what I've learned from my past self and I think that I've learned

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lessons from both and I think time travel is one of the most useful frames for crystallizing lessons

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and getting insight into situations where you're like I just don't know what to do because it's

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like your present state in your present condition with present influences and things that are going

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on your head that are top of mind doesn't but like future you definitely had will ask a different

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question about the scenario that oftentimes just erases the importance of it entirely so the

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question was right now what big boss are you dealing with I think that the boss that I am dealing

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with right now is actually just being patient and so we have all of the skills we brought from

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all of the other businesses we've owned and run and we're applying it to our current business

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with acquisition.com and I think it's much more of a character trait test for me because the

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model is working above projections when I started it in 2021 and so I it's doing everything that

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I hope to do and better which Layla brings up all the time and I have a huge desire to fuck with

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shit like I have a huge I'm a I'm a tinkerer I like tinkering with things but most of the time

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you don't need to tinker when it is working and so I think a lot of times in business depending

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on what it is it's not like a lot of things are good enough like if it's not the constraint of

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the business then it's just a cost that you force the business to incur by changing anything like

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the cost of changes guaranteed the upside from changes it and so if you have something that's

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working well then whenever you change it everything sets back because everyone gets has to get

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retrained on a new process and you anything before it gets back to even neutral let alone whether

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it improves or not and so I think the big boss that I'm facing right now is just a skill thing

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that I'm learning which is just letting things grow without getting in the way and if you guys

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want to know something very trippy about this I didn't start having compounding growth in my wealth

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until after I started documenting my mistakes and so until I lost everything the second time

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I did not document my mistakes I didn't document anything after that point 90 days after I lost

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everything 90 days three months is when I made my first podcast and from that point going forward

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I've spent more time thinking about why did this work rather than really anything else because if I

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know why it worked then I can do it again and so then I get to like conquer that level and I just

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know that I can always skip past it if I know the right why hey guys if you enjoyed the podcast and

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want to learn more stories of the failures that I have so that you can avoid those many many failures

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I also have a couple things that work well for me and I cover them in my two books 100 million

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dollar leads and 100 million dollar offers I think they have like 26,000 five stars on Amazon if

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you don't grab them there they're also free on my site at acquisition.com