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Hey guys, welcome back to the fourth mini audio first series podcast that I have going

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on here.

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Today, I want to talk about win slow.

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That has been the background on my phone.

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It's how many of the growth lessons that I've had as an entrepreneur have been counterintuitive

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to my human nature.

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And I want to go through a few of those counterintuitive lessons that I have learned that have made

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me more money despite being things that aren't what I would guess would have worked.

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And if you are stuck or are not growing as fast as you want, then maybe you might need

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to try one of these instead.

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Recently, I've been thinking a lot about growth.

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Growth as a human being, but also growth, obviously as an entrepreneur, which I translate

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into making more money.

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One of the things that I have been thinking about is how that is very similar or growth

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has been very similar to me as marketing, and you were like, how does that even make

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sense?

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Don't worry.

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We're going to Quinn and Tarantino this.

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Roy Sutherland has this great little ism, and I made a pithy aphorism inside of the

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offers book about psychological versus logical solutions, which is that the logical solution,

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if you've tried the logical solution and it doesn't work, you might want to consider

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psychological solutions, which are solutions that are completely illogical, but bank on

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the fact that humans are irrational, and I'll give you a simple example.

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People may complain about the elevators being too slow, so you can either spend millions

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of dollars to try and fix the elevator, or you could put mirrors in the elevators and

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people stare at themselves and they don't notice the time go by.

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That would be a psychological or a psychological solution.

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In the UK, they had a lot of complaints about the trains being slow, and so again, they

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could spend a billion dollars or probably more making faster trains, but the solution they

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had was they just added a dot map that just showed how long people had to wait for trains.

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What's interesting is that an unlimited wait that you have no, you know that it's going

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to be some period between one and ten minutes, the unknown is more unbearable than knowing

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that you will wait nine, because then you can make plans.

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It also shows how crazy humans are when it comes to expectation management, which is

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that an unknown expectation, this is the devil you know and the devil you don't, right?

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People are so much more afraid of the unknown than of what they know and don't like, which

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I find hilarious.

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And so in a lot of ways entrepreneurship is a lot like this in that what makes it so painful

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is that you don't know how long the painful period is going to last.

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And so if you knew for a fact that it would be three years and then it would get good,

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then you could just lock in on three years and say great, I will grip my teeth, I'll

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get through it.

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But if you have no idea, if it's going to end tomorrow or never, it becomes way harder.

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And so there's a little story about this, a research study that was done with mice and

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you may have heard the story, but I'll tell you anyways, which is they had a mouse and

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they dropped it in and a mouse drowns in, let's call it 30 minutes.

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I don't remember the time.

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I think it was 30 minutes.

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In the second scenario, they drop a mouse in and then before the 30 minute mark, they

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pull the mouse out, they let it rest, and then they drop it back in.

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But the next time they don't take it out until it gives up.

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The second time, it goes for 16 hours.

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So it gets 30 times the output because it thinks that help is right around the corner.

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And so the fact that you save the mouse, and again, this is me adding narrative, so I'm

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sure they can try and prove this or not.

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But at least this was the takeaway that I had from that little story, is that a lot of

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times we're the mouse.

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And the hand that comes to save us is just that the thing works out, right, is that you

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get the deal, you get the breakthrough in the new acquisition channel.

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The product starts retaining customers, churn lowers, you hire that key role, whatever

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it is, is that I like to remember that nothing hard ever lasts.

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Because only one of three scenarios happen.

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You quit, which means you never see it through, so it doesn't, so in that instance, it stops.

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The second scenario is that it just gets easier because whatever the pressure was goes away.

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Or the third scenario is that you learn a skill that allows you to no longer see the thing

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as a threat or painful to begin with.

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In other words, you get harder instead of it getting easier.

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It's simply knowing that this hard will absolutely pass has helped me a ton in my business.

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But I started this with the fact that growth is a lot like marketing and that it's counterintuitive.

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And so let me explain now the meaty part of what I want to get to, which is that growth

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is counterintuitive.

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Most of the things that you want to do are work immediately or are wrong.

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And that might sound counter to the whole like, wait, I thought I had to take a long period

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Let me let me bridge the gap.

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You need to keep doing more until the point that you can't do more anymore and you need

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to do something better.

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Typically we max out volume before doing anything else and usually there's a lot more volume

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than you would think.

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But sometimes in order to grow, and this is especially true if you're at like a stagnation

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point, right?

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Like you're like, I don't know what to do.

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One of the things that's counterintuitive that has led to growth in more companies than

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I can name is deletion.

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How would it make sense that if you cut branches off a tree, it grows more.

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It does.

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You prune trees and then they grow up vertical further.

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And so what feels illogical actually ends up working in most businesses.

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And so you want to do more things.

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You want to quote overdeliver to your customers.

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But you see overdelivering as providing more stuff rather than doing fewer things better.

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And so we reach these points where we don't know what to do and so that we just try to

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do something new.

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And we keep doing these cycles and end up just diluting down the stuff that we ultimately

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sell.

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And so a lot of times I've just found that my breakthroughs come from counterintuitive

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solutions.

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So right now, believe it or not, I'm in a period of slowdown, which sounds crazy for

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maybe you to hear because we're growing like crazy.

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Basically everything in me right now has 17 more amazing, huge things that I want to

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do with acquisition.com.

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And it has taken me more than a decade of doing business to learn that I can basically

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do one big thing a year about that's about it.

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And that's like maxes out my team with crazy growth with an exceptional operator in

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Layla and the and the directors that we have and the executives that we have.

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That's about it.

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That maxes it out.

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And so then it's like, well, what do you do with the rest of the time?

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And so if we define patients as figuring out what to do in the meantime, then it means

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I get to practice being patient.

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In a real way, acquisition.com continues to grow faster and faster.

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The less I try and break it.

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And again, it's counterintuitive.

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You would think that you should push harder.

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You should keep pushing, keep pushing, keep pushing.

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And to an element, you want to push from a holding the standards perspective, but not

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necessarily from trying to have a baby in one month by sleeping with nine women.

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It doesn't work.

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Like some things just take nine months.

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There's a story that I have around this, which was when I started building out the

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outbound team for Jim launch, I read a book and it said it will take 12 months for

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outbound to be a material percentage of your business.

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And so I said, well, I'm smarter than this guy and I work really hard.

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And so I'll be able to do it in 12 weeks and it took 12 months.

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And this guy built a zillion outbound teams and it was very reputable.

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And it was a really good lesson and humility in that.

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As much as we want to always believe that we're special snowflakes, sometimes it just takes

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nine months to have a baby, not sometimes, most times, that's what it is.

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And so you probably have a lot of pregnancies that are going on in your business.

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And if we just say that as an analogy for the things that you're giving birth to, new

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products, new processes, projects that you have going on, new people that you're bringing

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on, you want to treat them like one night stands and that they're somehow be fully grown

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children when they come out in seven days.

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But sometimes it just takes nine months.

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I have been going back and forth in this little saying that I've been repeating to myself

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and it's the background of my phone is win slow.

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So for a while, the background of my phone was just win.

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I recently changed it to win slow, even though that's a, it should be slowly because

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it's an adverse slowdown.

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But I like win slow.

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And it's a different way for me of triggering the thought of win for sure.

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So it's a different way of saying just win that's appropriate for my current chapter.

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You may be actually wanting to go faster, but the desire to go faster is making you

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go slower.

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That lesson has been so hard for me to learn.

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It's been painful because I also compulsively want to work.

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I want to feel like I'm doing something.

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But sometimes it takes nine months.

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You can't sleep with your wife again to make it go faster.

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It just takes nine months.

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I have just figured out things to do in the meantime, which is how do I lay the train tracks

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for after the baby is born?

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How do I set up the baby's room?

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How do I get the books that we want to read?

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How do I go to the parenting sessions?

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And by the way, we're not having a kid.

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That's not my, that's not my, everyone get, you know, calm down.

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How do I think about preschools for this kid so that we don't have to do that work?

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I try and do as much of the other work for the, for after the child is born ahead of time

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so that when we hit that curve, then when I'm back to being able to push again, it zooms.

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And so it's a lot of, like a lot of my day to day right now is digging the well before

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we're thirsty.

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It's banking pre-work so that I can lay tracks so that Leila can continue to build the

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track that she's on.

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She's continuing to build the continuation so that when that track hits the track that

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I have already laid out, it just connects and then zooms.

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But that track doesn't get to get used until these things occur.

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They are contingencies.

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This has also been helpful for Leila and I in trying to figure out our growth and the

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roles within growth, which is that I'm very much the zero to one guy.

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I'm the breathe life into this thing.

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I will do the Herculine amount of work to make something happen.

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Once it happens, Leila is the one to infinity person.

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And, you know, as much as I get all the credit, because I'm awesome getting,

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because I'm the guy.

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But as much as I get all the credit for our success or disproportionate amount of the

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credit, Leila's the one who makes us all the money.

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Because you make all the money when you do the boring shit.

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Like news fun.

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Doing more is boring, but when you do more is where you make all the money.

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All the money isn't more.

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It's in going from one sales guy to 20 sales guys.

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It's going from one support rep to 20 support reps.

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Buying, you know, your first round of inventory to buying, you know, six months of inventory.

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It's scaling ads from a thousand a day to a hundred thousand a day.

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Like those are the things that make you more money, but they are also known.

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And so in a lot of ways, the best risk adjust to return way to grow is to do more, because

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you already know that the strategy worked.

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And so you have very little risk in doing more of that thing.

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It's just that most entrepreneurs like doing new stuff myself included.

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Because more takes less of my time to do.

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I spend a tremendous amount of time on what the big new thing is going to be.

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And doing as much pre-work as I possibly can to do that work ahead of time, so that when

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the time comes to go zero to one, it goes zero to 10 really fast.

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But once it gets to 10, then the new train track has to get laid, and that will take time.

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And I have to accept that.

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And so it's been a long process for me of being able to hold back.

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Because I'll tell you the story of Henry Ford with his marketing director, because I think

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it's a good analogy for what it's like to be an entrepreneur.

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But Henry Ford had a marketing campaign, so CMO, his marketer was right next to him in

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his office, because he thought it was really important.

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And so he walked by his office every day, and he saw this car at.

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That was sitting.

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It was old school days.

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So they paint the ads and stuff.

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And after like three months of seeing this ad every day, he goes into the guy's office

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like, hey, man, when are we going to stop running this ad?

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I'm just going to sick of seeing it.

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The CMO looked up at me and he's like, we haven't run it yet.

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And so we have this assumption that, because we've thought about something a lot, that the

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market already knows, the market's already tired of it, when in reality, the market doesn't

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even know you exist yet.

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They don't even know your name yet.

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And you're worried about making your content boring or repeating the same thing.

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But it couldn't be further from the truth.

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And so the things that have changed about what my day to day looks like is that I spend

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a tremendous amount of time trying to figure out what is the true input that I can put

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into the system that makes the whole thing move fastest.

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And fast doesn't necessarily mean that we have tremendous amounts of activity.

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But what type of lever can I pull that one move on that lever makes a thousand steps

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irrelevant?

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You know, four or five years ago, when I started, I guess it's 2019, five years ago,

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when I started making YouTube videos, the thought for me was, if I only had a brand that

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was massive and had tremendous trust within the business community, then I wouldn't need

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to be the best investor.

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I wouldn't need to have the most cash.

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If I just had proprietary deal flow and people who wanted to deals with me specifically,

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then all of these other concerns will be irrelevant.

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And so then, if I know what that one thing is, then I can just make all of my priorities,

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just making that one thing come true.

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And so that is what I spend a lot of my time thinking about.

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Like, is there a way, is there a, is there a, is there a cheat code?

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Is there an override on the system that can make all of this busy work disappear?

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Not because I don't have to do it, but because it has shrunken into a relevance, because

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there's another thing that's ten times or a hundred times more potent that I could do

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as a move.

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And so I think that deletion is counter to human nature.

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I think slowing down is counter to do to human nature, pursuing fewer opportunities is

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counter to human nature.

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And so a lot of the things that I'm in the season right now that I'm working on are things

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that are counter to my personal nature.

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But I think that they are also exactly what is required for us to grow right now in the

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season.

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And it may be the season that you're in right now, is that you may need to confront the

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work and just say, we need to do more of what we're doing and do nothing new.

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We need to actually do less stuff.

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We need to take some of the stuff we're doing and delete it, because I'll give you a good

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litmus test for this.

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If right now I think about all the stuff you've got going on, of all those things, think

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in your mind, which one of those things makes you the most money, because you have it in

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your mind, right?

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You've got, you know, handful of things going on, what's the one thing that you're like,

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that for sure is the thing that makes us the most money?

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If I were to wave a magic wand and make all of the other things disappear except for

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that one thing, how much easier would it be for you to grow?

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You'd probably be like, hell of a lot easier.

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And if that's the answer, then why don't you do that right now?

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Because there's no other move that you could make that could grow your business as much

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as choosing not to do everything else that's not making you money.

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And so in a very real way, you doing less doesn't really mean doing less.

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It means doing fewer so that you can do more on the one thing that gets you the most for

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what you put in.

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For me, that is why growth has been counterintuitive and this has been top of mind.

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And if you like this more narrative style of audio first podcasts, again, let me know.

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That's why I made this little mini series so that you guys can tell me and this is like

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a little mini test.

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And if you like it, I'll do more of it.

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And if you don't, I will go back to doing what I was doing.

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So share it, tag it, and otherwise keeping awesome.