322 quotes, exactly as said.
Each with the moment it was said and what it referred to. Filter by speaker; copy with attribution.
“Decide comes from the Latin meaning to cut off.”
Tayler DeGrande · Set Your Outcome, Price Your Notes, Pick Your MountainSetting up the question of what attendees are leaving behind to be there.11:47:45 · r6q5rdT4kJd5iMF1MTuS
“The pessimists are always right. The optimists make all the money.”
Tayler DeGrande · Set Your Outcome, Price Your Notes, Pick Your MountainOn why entrepreneurs tend to be optimists despite having been through hard things.11:47:45 · r6q5rdT4kJd5iMF1MTuS
“If you're looking to walk out of this event, out of this room being the same person, you've come to the wrong event.”
Tayler DeGrande · Set Your Outcome, Price Your Notes, Pick Your MountainRaising the standard for intentionality over the three days.11:45:57 · r6q5rdT4kJd5iMF1MTuS
“History isn't built by people who avoid problems. It's built by people who decide they're responsible for solving them.”
Opening video narration · Set Your Outcome, Price Your Notes, Pick Your MountainThe walk-up video framed the United States as a 250-year-old company built by problem-solvers.11:55:14 · r6q5rdT4kJd5iMF1MTuS
“If you see somebody sitting by themselves and no one's going to them, approach them.”
Patrick Bet-David · Set Your Outcome, Price Your Notes, Pick Your MountainThe second of two rules for the room: participate, and be the leader who includes people.12:22:38 · r6q5rdT4kJd5iMF1MTuS
“But you may be walking around here and networking, go introduce yourself.”
Patrick Bet-David · Set Your Outcome, Price Your Notes, Pick Your MountainAfter telling the story of a Minnect call that became a $500,000 engagement.12:13:05 · r6q5rdT4kJd5iMF1MTuS
“You're gonna hear a message that you didn't hear a year ago, six months ago.”
Patrick Bet-David · Set Your Outcome, Price Your Notes, Pick Your MountainOn why returning to the same training pays off as you grow.12:23:50 · r6q5rdT4kJd5iMF1MTuS
“And the more money you make, it becomes very hard to have a beginner's mind.”
Patrick Bet-David · Set Your Outcome, Price Your Notes, Pick Your MountainIntroducing the Shoshin self-score.12:25:45 · r6q5rdT4kJd5iMF1MTuS
“The reason why I broke this in the book is because everything in life for me is sequencing.”
Patrick Bet-David · Set Your Outcome, Price Your Notes, Pick Your MountainOn the chess research behind Your Next Five Moves.12:27:38 · r6q5rdT4kJd5iMF1MTuS
“Elon may not be the best public speaker, but he knows how to reason and come up with ideas.”
Patrick Bet-David · Set Your Outcome, Price Your Notes, Pick Your MountainReasoning ranked above public speaking among the moves to master.12:29:33 · r6q5rdT4kJd5iMF1MTuS
“So at any moment, it's very important how you take notes because these pages that we have in the manual are the most important pages you're going to come to at the end.”
Patrick Bet-David · Set Your Outcome, Price Your Notes, Pick Your MountainClosing the explanation of the dollar-value and leaks note-taking method.12:30:50 · r6q5rdT4kJd5iMF1MTuS
“You should because the 75-year version of you is relying on you to do so.”
Patrick Bet-David · Set Your Outcome, Price Your Notes, Pick Your MountainOn why it is fine to make millions, right before saying it has to be about more than money.12:34:55 · r6q5rdT4kJd5iMF1MTuS
“But it's got to be more than money.”
Patrick Bet-David · Set Your Outcome, Price Your Notes, Pick Your MountainThe pivot into the Seven Mountains; he added that if it is only money, you will slow down.12:35:09 · r6q5rdT4kJd5iMF1MTuS
“The toughest one to climb is media, but it's also the biggest impact that you can make because you can go one to million.”
Patrick Bet-David, quoting pastor Dudley Rutherford · Set Your Outcome, Price Your Notes, Pick Your MountainThe line that pointed Bet-David toward media in 2010, when he had no YouTube channel.12:38:15 · r6q5rdT4kJd5iMF1MTuS
“The mountains that I can influence is business and education. And the opportunity is to teach and enable.”
Tom Ellsworth · Set Your Outcome, Price Your Notes, Pick Your MountainEllsworth sharing his own two mountains and the verb that ties them together.12:43:04 · r6q5rdT4kJd5iMF1MTuS
“Whatever video gets the most amount of views, make that exact same video again, just do it a little bit different, and then you continue to double down, double down, double down until it actually works.”
Nick Shirley · Nick Shirley: 1,000 Videos Before the Overnight BreakoutHis answer to creators thinking about quitting after low view counts.13:09:15 · o4vZ7U4tSK5hcPIY3LGm
“I posted a video every single week, and I only got up to 20,000 subscribers.”
Nick Shirley · Nick Shirley: 1,000 Videos Before the Overnight BreakoutDescribing his output from age 15 to 18, before he picked a niche.13:09:28 · o4vZ7U4tSK5hcPIY3LGm
“I started like picking a niche, and I went from 20,000 to now almost 2 million.”
Nick Shirley · Nick Shirley: 1,000 Videos Before the Overnight BreakoutWhat changed after three years of weekly uploads.13:09:33 · o4vZ7U4tSK5hcPIY3LGm
“Social media, a lot of this is just finding out what works and doing it again, and again, and again, and then slowly deviating and expanding your reach.”
Nick Shirley · Nick Shirley: 1,000 Videos Before the Overnight BreakoutSummarizing his growth method when asked about his secret sauce.13:10:08 · o4vZ7U4tSK5hcPIY3LGm
“People don't care that you went to the gym at 5:00 in the morning when you're making a video about politics.”
Nick Shirley · Nick Shirley: 1,000 Videos Before the Overnight BreakoutThe first mistake he warns creators against: making the video about yourself.13:11:06 · o4vZ7U4tSK5hcPIY3LGm
“Before I blew up on YouTube, I knew exactly how everything worked on the analytics side.”
Nick Shirley · Nick Shirley: 1,000 Videos Before the Overnight BreakoutOn knowing click-through rate, CPM by video length, and watch time before success arrived.13:12:06 · o4vZ7U4tSK5hcPIY3LGm
“Like YouTube doesn't care necessarily how long the video is, they care about how long someone stays on the video.”
Nick Shirley · Nick Shirley: 1,000 Videos Before the Overnight BreakoutThe retention principle behind his length decisions.13:12:31 · o4vZ7U4tSK5hcPIY3LGm
“When I lost my friend group, I lost all my friends, it just made me have to go out and do things and prove everyone wrong.”
Nick Shirley · Nick Shirley: 1,000 Videos Before the Overnight BreakoutOn being dropped by his high school friends because of his YouTube videos.13:08:20 · o4vZ7U4tSK5hcPIY3LGm
“I don't really fear that much because I know what I'm doing is true.”
Nick Shirley · Nick Shirley: 1,000 Videos Before the Overnight BreakoutAsked how he handles threats after his reporting angered powerful people.13:14:03 · o4vZ7U4tSK5hcPIY3LGm
“Literally every single day for two years, I was going and talking to people who didn't want to talk to me.”
Nick Shirley · Nick Shirley: 1,000 Videos Before the Overnight BreakoutHow two years of mission work in Chile prepared him to interview strangers.13:23:31 · o4vZ7U4tSK5hcPIY3LGm
“I would roll out the price and if their face didn't drop, I would not be dropping out that price.”
Nick Shirley · Nick Shirley: 1,000 Videos Before the Overnight BreakoutHis door-to-door pest control sales rule, offered as advice to the salespeople in the room.13:25:16 · o4vZ7U4tSK5hcPIY3LGm
“Most people, especially the first time they're clicking your videos, they aren't coming to watch you. They're coming to watch the value that you're about to give to them.”
Nick Shirley · Nick Shirley: 1,000 Videos Before the Overnight BreakoutHis advice to anyone in the room who wants to pick up a camera and do what he does.13:25:56 · o4vZ7U4tSK5hcPIY3LGm
“I make my videos so a five-year-old can understand it, and a 95-year-old can understand it.”
Nick Shirley · Nick Shirley: 1,000 Videos Before the Overnight BreakoutHis standard for simplicity, and why children recognize him in public.13:25:56 · o4vZ7U4tSK5hcPIY3LGm
“You did more useful journalism than any of the 2024 Pulitzer Prize winners.”
Host Adam Sosnick, quoting Vice President JD Vance · Nick Shirley: 1,000 Videos Before the Overnight BreakoutThe host's account of the Vice President's public reaction to the Minnesota video.13:03:38 · o4vZ7U4tSK5hcPIY3LGm
“One of the most difficult questions for people to answer is, who do you want to be in life and what kind of a life you want to build? Because people don't know what that means.”
Patrick Bet-David · Move One: Know Yourself, Name Your Future Truth, Build Your FlywheelOpening Move One: identity before income.13:30:01 · 98rfK0qDEUMnJNCy8UYl
“But knowing the role that suits you means you're comfortable driving from where you are and it may not be where you start.”
Tom Ellsworth · Move One: Know Yourself, Name Your Future Truth, Build Your FlywheelClosing the walk through the seven roles, from entrepreneur to solopreneur to CEO.13:36:11 · 98rfK0qDEUMnJNCy8UYl
“Before you say, I'm gonna make a bunch of money and go buy a big place on Maui and live there the rest of my life, take a three week vacation over Christmas and tell me how you feel at the end of week three.”
Tom Ellsworth, quoting a former Sprint CEO · Move One: Know Yourself, Name Your Future Truth, Build Your FlywheelThe test for whether you are a driver.13:40:19 · 98rfK0qDEUMnJNCy8UYl
“And when he says he knows what he wants to do, he knows what it costs to get there, and he's willing to do it, and the fire in his heart and knowing his capacity keeps the fire burning so his willingness to do what it takes never becomes unwillingness.”
Tom Ellsworth · Move One: Know Yourself, Name Your Future Truth, Build Your FlywheelWhy John, the least talented of the three, is the overachiever.13:44:38 · 98rfK0qDEUMnJNCy8UYl
“And we talked about how the same Thanksgiving table was sometime in the most lonely place.”
Tom Ellsworth · Move One: Know Yourself, Name Your Future Truth, Build Your FlywheelThe loneliness of carrying a business that relatives cannot see.13:49:22 · 98rfK0qDEUMnJNCy8UYl
“Don't leave here unless you have at least five new friendships on text message.”
Tom Ellsworth · Move One: Know Yourself, Name Your Future Truth, Build Your FlywheelThe assignment to build a peer network at the event.13:50:26 · 98rfK0qDEUMnJNCy8UYl
“So accept the pain threshold, find people that encourage you, but understand that this is just the way it was supposed to be.”
Tom Ellsworth · Move One: Know Yourself, Name Your Future Truth, Build Your FlywheelPressure as the founder's job rather than a malfunction.13:51:57 · 98rfK0qDEUMnJNCy8UYl
“I could be the most valuable number two because I understand the number one.”
Tom Ellsworth · Move One: Know Yourself, Name Your Future Truth, Build Your FlywheelAfter founding and selling his own company, he chose to build Bet-David's engine room.13:53:21 · 98rfK0qDEUMnJNCy8UYl
“Maximize value no matter where you are.”
Patrick Bet-David · Move One: Know Yourself, Name Your Future Truth, Build Your FlywheelThe rule for number twos, threes and fours in a company.13:54:58 · 98rfK0qDEUMnJNCy8UYl
“Those who master the boring stuff eventually create wealth.”
Patrick Bet-David · Move One: Know Yourself, Name Your Future Truth, Build Your FlywheelOn systems, and why small-business owners should not tune out when they come up.13:55:56 · 98rfK0qDEUMnJNCy8UYl
“Actually quantify how many calls, how many appointments, how many messages, how many emails, how many visits, quantify what hard work is so people can't say, I've been in the office for twelve hours.”
Patrick Bet-David · Move One: Know Yourself, Name Your Future Truth, Build Your FlywheelThe sixth way to reach your potential: define hard work.13:57:07 · 98rfK0qDEUMnJNCy8UYl
“The sooner you're able to move on and learn, the better for you.”
Patrick Bet-David · Move One: Know Yourself, Name Your Future Truth, Build Your FlywheelEnding the move-on-faster ladder from a month down to ten minutes.13:56:58 · 98rfK0qDEUMnJNCy8UYl
“It's only truth to who? To you. It's a lie to who? Everyone else.”
Patrick Bet-David · Move One: Know Yourself, Name Your Future Truth, Build Your FlywheelDefining a future truth.14:01:41 · 98rfK0qDEUMnJNCy8UYl
“By the way, the way you gave her respect is by your future truth becoming a reality cuz the next time you talk, she'll believe you.”
Patrick Bet-David · Move One: Know Yourself, Name Your Future Truth, Build Your FlywheelWhy delivered promises are what let a spouse trust the next big vision.14:02:00 · 98rfK0qDEUMnJNCy8UYl
“You can't call yourself a visionary if you've never casted a vision that never became reality.”
Patrick Bet-David · Move One: Know Yourself, Name Your Future Truth, Build Your FlywheelVisionary versus talker; Kennedy and the moon as the example.14:04:45 · 98rfK0qDEUMnJNCy8UYl
“The fly wheel is what takes a regular person to build a $100 million company.”
Patrick Bet-David · Move One: Know Yourself, Name Your Future Truth, Build Your FlywheelOn why people undervalue the flywheel (transcript spelling 'fly wheel' preserved).14:13:47 · 98rfK0qDEUMnJNCy8UYl
“Remember, our entire goal for you is to have a breakthrough leaving this place that nobody back home recognizes when you go home.”
Patrick Bet-David · Move One: Know Yourself, Name Your Future Truth, Build Your FlywheelSetting up the personal identity audit.14:17:06 · 98rfK0qDEUMnJNCy8UYl
“Our goal is to get a breakthrough. By the way, less than 20% of you will take this seriously.”
Patrick Bet-David · Move One: Know Yourself, Name Your Future Truth, Build Your FlywheelSending the room into groups of four.14:33:42 · txeO1BHoPsYyc9nPRqf9
“And I realized that it had nothing to do with the person who annoyed me and it was a reflection of what I thought about me.”
Attendee at the microphone (president of a publishing and training group) · Move One: Know Yourself, Name Your Future Truth, Build Your FlywheelHis breakthrough on the 'who annoys you' question.14:51:30 · IiJs3UhruK8QRv1gAGbJ
“And what I realized with the third question, when I look at the public guy, I want to live in that skin when I'm by myself.”
Attendee at the microphone (founder of an indoor pickleball franchise) · Move One: Know Yourself, Name Your Future Truth, Build Your FlywheelThe gap between how the world sees him and how he treats himself alone.14:58:54 · IiJs3UhruK8QRv1gAGbJ
“You need a system that helps you make the best possible decision with the best possible odds in your favor.”
Patrick Bet-David · Make Better Decisions: Odds, the ITR Screen, and the 50/50 Partner TestDefining 'processing' as a repeatable decision system.17:05:03 · X1QcR7CyTzFdlLfcTWoX
“The key is to inspect the track record of our decision making process. How often we make the right decision?”
Patrick Bet-David · Make Better Decisions: Odds, the ITR Screen, and the 50/50 Partner TestWhy he made the room score their last five decisions.17:14:31 · X1QcR7CyTzFdlLfcTWoX
“Before you bring me crises or you bring me big problems, bring me also the ITR.”
Tom Ellsworth · Make Better Decisions: Odds, the ITR Screen, and the 50/50 Partner TestThe one instruction to give your team about escalating problems.17:20:44 · X1QcR7CyTzFdlLfcTWoX
“If your people are in the habit of using ITR, they may not even bring some stuff to your desk because it turns out to be small.”
Tom Ellsworth · Make Better Decisions: Odds, the ITR Screen, and the 50/50 Partner TestThe side benefit of quantifying every crisis.17:21:05 · X1QcR7CyTzFdlLfcTWoX
“We chose values and principles over this other one that scores higher on academia.”
Patrick Bet-David · Make Better Decisions: Odds, the ITR Screen, and the 50/50 Partner TestChoosing a Christian school over Florida's top academic school for his children.17:23:18 · X1QcR7CyTzFdlLfcTWoX
“All of us have one friend in our lives that can destroy our marriage, our business, our lives, our habits. One bad friend can destroy your life.”
Patrick Bet-David · Make Better Decisions: Odds, the ITR Screen, and the 50/50 Partner TestFriendship as a processing decision.17:24:58 · X1QcR7CyTzFdlLfcTWoX
“We have to find out when our grandchildren are good citizens. Till then, we're all average fathers.”
Patrick Bet-David · Make Better Decisions: Odds, the ITR Screen, and the 50/50 Partner TestWhy he refuses to claim his own decisions are proven right yet.17:26:06 · X1QcR7CyTzFdlLfcTWoX
“Decision making helps you prevent some additional noise in your life you don't need.”
Patrick Bet-David · Make Better Decisions: Odds, the ITR Screen, and the 50/50 Partner TestThe payoff of processing well.17:26:25 · X1QcR7CyTzFdlLfcTWoX
“Why ask five times and go deeper? Why why why why? Until you get to the root cause of the why.”
Patrick Bet-David · Make Better Decisions: Odds, the ITR Screen, and the 50/50 Partner TestThe root-cause step in the problem-solving flow.17:27:17 · X1QcR7CyTzFdlLfcTWoX
“When all of a sudden, I spoke for 20 minutes and everybody was role-playing with each other, we all of a sudden build a bunch of leaders.”
Patrick Bet-David · Make Better Decisions: Odds, the ITR Screen, and the 50/50 Partner TestHow he built leaders in his insurance company.17:54:56 · Flh03sjbLxAHoOKAR0Zm
“He is no longer a great operator at this scale, and Blake, his partner, his best friend, the guy who shook his hand nine years ago, he knows it.”
Case study video narrator · Make Better Decisions: Odds, the ITR Screen, and the 50/50 Partner TestThe heart of the 50/50 partnership case.17:57:31 · Flh03sjbLxAHoOKAR0Zm
“This is who you are. This is who you've proven yourself to be and this is who you're not.”
Audience case respondent · Make Better Decisions: Odds, the ITR Screen, and the 50/50 Partner TestHow to open the critical conversation with a partner.18:15:08 · Flh03sjbLxAHoOKAR0Zm
“You can't just say, oh, we need to do this, this, this. Life doesn't work that way with 50-50 partnerships.”
Patrick Bet-David · Make Better Decisions: Odds, the ITR Screen, and the 50/50 Partner TestAfter playing the partner who simply refuses every proposal.18:17:56 · Flh03sjbLxAHoOKAR0Zm
“Now, none of us have brought up the senior hires that have complained.”
Tom Ellsworth · Make Better Decisions: Odds, the ITR Screen, and the 50/50 Partner TestThe stakeholders every group forgot.18:20:37 · Flh03sjbLxAHoOKAR0Zm
“But sometimes a person is going to be waiting for you to cut a check for a decision to be made.”
Patrick Bet-David · Make Better Decisions: Odds, the ITR Screen, and the 50/50 Partner TestThe lesson of the dinner where a friend bought his partners out.18:24:08 · Flh03sjbLxAHoOKAR0Zm
“Because they figured out a way to make it work and it was on both parties.”
Patrick Bet-David · Make Better Decisions: Odds, the ITR Screen, and the 50/50 Partner TestThe founder pair who went from negative $300,000 to $14.9 million EBITDA after agreeing a spending rule.18:26:13 · Flh03sjbLxAHoOKAR0Zm
“The fishing rod, which will allow you to find the correct answer yourselves, faster than any of your competitors, is quite simply your rate of experimentation and failure.”
Steven Bartlett · Experiment Faster, Own Your Audience, Stay Irreplaceably HumanWhy he refuses to hand out tactics that will expire in months.18:36:17 · et9rqthBK3WF8Sf3ca2Q
“If you incentivize the outcome, you disincentivize the behavior because people will get scared. They'll get scared of being wrong.”
Steven Bartlett · Experiment Faster, Own Your Audience, Stay Irreplaceably HumanWhy he rewards the number of experiments, not their results.18:38:50 · et9rqthBK3WF8Sf3ca2Q
“So I stay out of the business of success and failure. I'm purely focused on increasing the rate of experimentation.”
Steven Bartlett · Experiment Faster, Own Your Audience, Stay Irreplaceably HumanHis one controllable input as a leader.18:38:50 · et9rqthBK3WF8Sf3ca2Q
“In every facet of your life right now, it is compounding for or against you based on how important you think those small things are.”
Steven Bartlett · Experiment Faster, Own Your Audience, Stay Irreplaceably HumanSummarising Jeff Olson's The Slight Edge.18:40:11 · et9rqthBK3WF8Sf3ca2Q
“We obsess over the smallest possible things that we think all of our competitors will ignore.”
Steven Bartlett · Experiment Faster, Own Your Audience, Stay Irreplaceably HumanThe 1% principle behind the show's growth after three flat years.18:42:00 · et9rqthBK3WF8Sf3ca2Q
“I don't think that I'm a special thing, and I try and build a system that will kill the guesswork.”
Steven Bartlett · Experiment Faster, Own Your Audience, Stay Irreplaceably HumanOn proving his blueprint works for other creators.18:46:58 · et9rqthBK3WF8Sf3ca2Q
“This I think is the word of the next decade for anyone who's got an audience on the internet is, do you own the relationship with your audience?”
Steven Bartlett · Experiment Faster, Own Your Audience, Stay Irreplaceably HumanDefining sovereignty.18:52:22 · et9rqthBK3WF8Sf3ca2Q
“In the world we're heading towards, it should be seen as the top of the funnel, and your owned environments have to be the bottom of the funnel.”
Steven Bartlett · Experiment Faster, Own Your Audience, Stay Irreplaceably HumanFlipping the role of social media in the funnel.18:52:37 · et9rqthBK3WF8Sf3ca2Q
“I'm so romantic about the impact I have, and I have zero romance about the way in which I deliver that impact.”
Steven Bartlett · Experiment Faster, Own Your Audience, Stay Irreplaceably HumanOn being willing to step aside if AI does his job better.18:56:52 · et9rqthBK3WF8Sf3ca2Q
“If there's no skepticism and no pessimism surrounding your idea, it's one indicator that you might be a little bit late.”
Steven Bartlett · Experiment Faster, Own Your Audience, Stay Irreplaceably HumanAfter ignoring two people who proved mathematically his ideas could not make money.19:03:17 · et9rqthBK3WF8Sf3ca2Q
“Deliver value for people, deliver them good things and the money will take care of itself.”
Steven Bartlett · Experiment Faster, Own Your Audience, Stay Irreplaceably HumanOn persisting with foreign-language translations his finance team said would never pay.19:05:16 · et9rqthBK3WF8Sf3ca2Q
“If I'm going to do this for 50 years, like I told you I was going to, then I have to wake up every day and look at my calendar and love my life.”
Steven Bartlett · Experiment Faster, Own Your Audience, Stay Irreplaceably HumanWhy personal interest is his decisive guest-selection filter.19:13:30 · et9rqthBK3WF8Sf3ca2Q
“People will subconsciously take you to where they want to go if you just listen.”
Steven Bartlett · Experiment Faster, Own Your Audience, Stay Irreplaceably HumanOn never writing a question down and following the guest.19:15:37 · et9rqthBK3WF8Sf3ca2Q
“The most important thing is just to care more than your competitors do about small details and try more things.”
Steven Bartlett · Experiment Faster, Own Your Audience, Stay Irreplaceably HumanHis answer when asked for the single most important factor.19:25:59 · et9rqthBK3WF8Sf3ca2Q
“In a world where the correct answer is changing this quickly, nobody is really that smart.”
Steven Bartlett · Experiment Faster, Own Your Audience, Stay Irreplaceably HumanResponding to an audience member who challenged his claim that he is not smart.19:33:20 · et9rqthBK3WF8Sf3ca2Q
“I realized that the definition of the word company is group of people.”
Steven Bartlett · Experiment Faster, Own Your Audience, Stay Irreplaceably HumanWhy recruitment became his highest-leverage activity.19:40:21 · et9rqthBK3WF8Sf3ca2Q
“This idea of constant reinvention has to be at the heart of your business and personal philosophy and it's not possible if you're romantic.”
Steven Bartlett · Experiment Faster, Own Your Audience, Stay Irreplaceably HumanAfter the Ryan Crouser and Tiger Woods stories.19:44:49 · et9rqthBK3WF8Sf3ca2Q
“The great advantage of the next decade is going to be to resist the temptation to defer your thinking to an AI.”
Steven Bartlett · Experiment Faster, Own Your Audience, Stay Irreplaceably HumanAnswering a parent whose children reject AI.19:57:00 · et9rqthBK3WF8Sf3ca2Q
“We are going to be a family business today, tomorrow and forever.”
Panelist (McDonald's franchisee) · Run a Family Business Without Losing the Family: Roles, Values, SuccessionExplaining why he treats his five children as future partners.22:12:10 · J1uN4jVnbTsrbMMB8SKF
“I am raising up my partners, so I think about if I get to choose who my partners are, then these are the things I want them to know, these are the attributes I want them to have, these are the type of experiences I need them to have.”
Panelist (McDonald's franchisee) · Run a Family Business Without Losing the Family: Roles, Values, SuccessionThe ideal-partner framing for raising children in a family business.22:12:16 · J1uN4jVnbTsrbMMB8SKF
“They can see my blind spots, they can give me their feedback.”
Panelist (appliance-repair owner) · Run a Family Business Without Losing the Family: Roles, Values, SuccessionWhy having his wife and son inside the business made him better.22:14:18 · J1uN4jVnbTsrbMMB8SKF
“You're either going to have tension with the people that you love and care about and you get to build something with or you're going to have it with the strangers.”
Panelist (McDonald's franchisee) · Run a Family Business Without Losing the Family: Roles, Values, SuccessionOn the occasional awkwardness at Sunday family dinner.22:15:32 · J1uN4jVnbTsrbMMB8SKF
“When we tried before we tried to separate this is work, this is family, that never worked.”
Panelist (appliance-repair owner) · Run a Family Business Without Losing the Family: Roles, Values, SuccessionWhy his family chose to blend business and home life completely.22:16:37 · J1uN4jVnbTsrbMMB8SKF
“Something goes down, some personal goes on, we can't let that fester.”
Panelist (appliance-repair owner) · Run a Family Business Without Losing the Family: Roles, Values, SuccessionRunning the company forces the family to resolve personal issues fast.22:16:59 · J1uN4jVnbTsrbMMB8SKF
“All of those things that you organize behind who you want to be and define who you want to be, those things remove conflict.”
Panelist (McDonald's franchisee) · Run a Family Business Without Losing the Family: Roles, Values, SuccessionOn writing a company vision, mission, principles, and values.22:18:23 · J1uN4jVnbTsrbMMB8SKF
“It's easy to fire somebody if they're not your family, but if it's with your family, it's harder to do.”
Panelist (construction-company owner) · Run a Family Business Without Losing the Family: Roles, Values, SuccessionWhy he focuses on helping relatives improve rather than replacing them.22:27:05 · J1uN4jVnbTsrbMMB8SKF
“My kids already have ownership of my company.”
Panelist (McDonald's franchisee) · Run a Family Business Without Losing the Family: Roles, Values, SuccessionHe gifted equity to his children once the company had value.22:23:46 · J1uN4jVnbTsrbMMB8SKF
“There's a list of 75 books that all my kids read by the time they're 18.”
Panelist (McDonald's franchisee) · Run a Family Business Without Losing the Family: Roles, Values, SuccessionA reading curriculum as a succession tool, inherited from his own father.22:24:51 · J1uN4jVnbTsrbMMB8SKF
“He's a very good integrator, so whatever I want or we talk about, he's very good at making those things happen the next week.”
Panelist (appliance-repair owner) · Run a Family Business Without Losing the Family: Roles, Values, SuccessionDescribing his son's role in the business.22:22:26 · J1uN4jVnbTsrbMMB8SKF
“Every level that we get to is an obstacle and that one seems bigger than the ones before”
Panelist (appliance-repair owner) · Run a Family Business Without Losing the Family: Roles, Values, SuccessionWhy he keeps outside coaches in his corner as the company grows.22:28:03 · J1uN4jVnbTsrbMMB8SKF
“Bring your spouse if even if they don't get involved in the business, at least they see what is that you're passionate about”
Panelist (appliance-repair owner) · Run a Family Business Without Losing the Family: Roles, Values, SuccessionHis single piece of advice for anyone running a family business.22:31:28 · J1uN4jVnbTsrbMMB8SKF
“Set the expectations early and often. People are only upset, they're only frustrated when they had an expectation of something happening and then that was not delivered.”
Panelist (McDonald's franchisee) · Run a Family Business Without Losing the Family: Roles, Values, SuccessionThe closing advice of the panel, for family business and all business.22:32:27 · J1uN4jVnbTsrbMMB8SKF
“Everything is about level of consciousness of where you're at.”
Patrick Bet-David · Power vs. Force: Find Your Level and Move Your Team to CourageOpening the teaching on the Power vs. Force chart.22:37:31 · sQI7H1oehVfcK9rnNtj4
“Give them 10 million bucks, they will lose it. Why is that? It's their identity.”
Patrick Bet-David · Power vs. Force: Find Your Level and Move Your Team to CourageWhy some people cannot hold on to money or success.22:38:09 · sQI7H1oehVfcK9rnNtj4
“People at the bottom try to force things to happen in their lives.”
Patrick Bet-David · Power vs. Force: Find Your Level and Move Your Team to CourageThe force side of the chart.22:38:27 · sQI7H1oehVfcK9rnNtj4
“That is the lowest level of consciousness any one of us can have in life.”
Patrick Bet-David · Power vs. Force: Find Your Level and Move Your Team to CourageOn shame, the bottom rung.22:38:49 · sQI7H1oehVfcK9rnNtj4
“So, anger, at least you're expressing how you feel.”
Patrick Bet-David · Power vs. Force: Find Your Level and Move Your Team to CourageWhy anger ranks above fear, grief, apathy, guilt, and shame.22:39:48 · sQI7H1oehVfcK9rnNtj4
“Have the courage to get up and share your story.”
Patrick Bet-David · Power vs. Force: Find Your Level and Move Your Team to CourageCourage as the first level of power, illustrated with public speaking.22:40:57 · sQI7H1oehVfcK9rnNtj4
“Neutrality is somebody that's willing to listen to both sides”
Patrick Bet-David · Power vs. Force: Find Your Level and Move Your Team to CourageDefining the level above courage.22:41:16 · sQI7H1oehVfcK9rnNtj4
“Because I'm willing to listen to both sides rather than just have a pride.”
Patrick Bet-David · Power vs. Force: Find Your Level and Move Your Team to CourageAfter killing his own three-month idea in a two-hour meeting.22:41:48 · sQI7H1oehVfcK9rnNtj4
“Business partners who make it work, they have to be in this calibration area.”
Patrick Bet-David · Power vs. Force: Find Your Level and Move Your Team to CourageOn willingness as the minimum level for a lasting partnership.22:42:01 · sQI7H1oehVfcK9rnNtj4
“I'm willing cuz this relationship matters to me and I want us to grow together.”
Patrick Bet-David · Power vs. Force: Find Your Level and Move Your Team to CourageExample of agreeing to reduce his own equity to keep a partnership healthy.22:42:17 · sQI7H1oehVfcK9rnNtj4
“I don't like what she just did, but she is fair.”
Patrick Bet-David · Power vs. Force: Find Your Level and Move Your Team to CourageWhat employees say about a leader operating at the level of reason.22:46:40 · sQI7H1oehVfcK9rnNtj4
“People that are afraid of rejection, you simply go and say look where you are.”
Patrick Bet-David · Power vs. Force: Find Your Level and Move Your Team to CourageUsing the chart to coach salespeople.22:46:58 · sQI7H1oehVfcK9rnNtj4
“The first three chapters are super slow, you got to make it to the fourth one.”
Patrick Bet-David · Power vs. Force: Find Your Level and Move Your Team to CourageHis reading instruction for Power vs. Force.22:47:16 · sQI7H1oehVfcK9rnNtj4
“Take this, put it on the wall, train it to your guys all the time to help your team increase level of consciousness.”
Patrick Bet-David · Power vs. Force: Find Your Level and Move Your Team to CourageThe closing instruction of the segment.22:47:21 · sQI7H1oehVfcK9rnNtj4
“So, they become better teammates, they become better decision makers, they become better individuals, and you look forward to working with these types of people.”
Patrick Bet-David · Power vs. Force: Find Your Level and Move Your Team to CourageThe payoff of training a team on the ladder.22:47:29 · sQI7H1oehVfcK9rnNtj4
“Study not just what was going on inside the ring, but economics far as outside the ring. Like, well, who's getting that extra money for the merchandise? And who's getting all the money for the tickets?”
Floyd Mayweather Jr. · Floyd Mayweather: Own Your Game, Take Fewer Hits, Trust but VerifyWhat led him to buy out his promotional contract.22:51:32 · a3Wr53Q9TgS1i7whEtkC
“That's the best 750,000 I ever spent.”
Floyd Mayweather Jr. · Floyd Mayweather: Own Your Game, Take Fewer Hits, Trust but VerifyOn the cheque that made him his own promoter.22:52:14 · a3Wr53Q9TgS1i7whEtkC
“I can go all the way to the bottom, but I can go back to the top. You know why? Cuz I started at the bottom and I know how to climb.”
Floyd Mayweather Jr. · Floyd Mayweather: Own Your Game, Take Fewer Hits, Trust but VerifyWhy being born broke is, in his words, the best thing about his life.22:54:54 · a3Wr53Q9TgS1i7whEtkC
“My rule for everyone in this room is always to put half up, no matter what. Always put half up. So, if it's $100, put $50 up. If it's $200, put $100 up.”
Floyd Mayweather Jr. · Floyd Mayweather: Own Your Game, Take Fewer Hits, Trust but VerifyHis rule for not losing money when it arrives in a big way.22:56:36 · a3Wr53Q9TgS1i7whEtkC
“You don't want to be the only smart person on your team.”
Floyd Mayweather Jr. · Floyd Mayweather: Own Your Game, Take Fewer Hits, Trust but VerifyOn surrounding himself with people smarter than himself.22:57:52 · a3Wr53Q9TgS1i7whEtkC
“That was the best day of my life because I knew I didn't want that feeling anymore.”
Floyd Mayweather Jr. · Floyd Mayweather: Own Your Game, Take Fewer Hits, Trust but VerifyOn his 1996 Olympic semifinal loss at age 19.23:05:44 · a3Wr53Q9TgS1i7whEtkC
“The less you be hit, the longer you able to last.”
Floyd Mayweather Jr. · Floyd Mayweather: Own Your Game, Take Fewer Hits, Trust but VerifyThe first thing his father taught him, which he applies to business.23:10:08 · a3Wr53Q9TgS1i7whEtkC
“God only give you one body. You only get one temple, take care of it.”
Floyd Mayweather Jr. · Floyd Mayweather: Own Your Game, Take Fewer Hits, Trust but VerifyWhy he never drank or used drugs while partying with his team.23:11:35 · a3Wr53Q9TgS1i7whEtkC
“I don't really do social media because you only got 24 hours in a day.”
Floyd Mayweather Jr. · Floyd Mayweather: Own Your Game, Take Fewer Hits, Trust but VerifyEight hours sleep, eight hours work, and he will not spend the third eight scrolling.23:13:54 · a3Wr53Q9TgS1i7whEtkC
“If I don't believe in myself, who's going to believe in me?”
Floyd Mayweather Jr. · Floyd Mayweather: Own Your Game, Take Fewer Hits, Trust but VerifyWhere his confidence comes from.23:18:12 · a3Wr53Q9TgS1i7whEtkC
“Whatever your best attribute is, I need to take that away from you and make you resort to doing something that you don't want to do.”
Floyd Mayweather Jr. · Floyd Mayweather: Own Your Game, Take Fewer Hits, Trust but VerifyHis fight plan against any opponent.23:21:30 · a3Wr53Q9TgS1i7whEtkC
“This whole arena could be filled with Conor McGregor fans, but they can't fight for you.”
Floyd Mayweather Jr. · Floyd Mayweather: Own Your Game, Take Fewer Hits, Trust but VerifyWhat he was thinking while McGregor did the talking at their press events.23:24:40 · a3Wr53Q9TgS1i7whEtkC
“You can't lose control of your emotion. You have to stay calm, relax, and focused at all times cuz anything can happen.”
Floyd Mayweather Jr. · Floyd Mayweather: Own Your Game, Take Fewer Hits, Trust but VerifyWhy he never went into a fight trying to destroy anyone.23:26:18 · a3Wr53Q9TgS1i7whEtkC
“Once you train around 2 or 300 people every day for 30 years, you used to it.”
Floyd Mayweather Jr. · Floyd Mayweather: Own Your Game, Take Fewer Hits, Trust but VerifyThe 'Doghouse' at his gym, and why a full arena did not rattle him.23:27:01 · a3Wr53Q9TgS1i7whEtkC
“There's really three ways you can learn in life, hearing, seeing, and doing.”
Floyd Mayweather Jr. · Floyd Mayweather: Own Your Game, Take Fewer Hits, Trust but VerifyOn how he sharpened his mindset; doing means physically hands-on.23:41:15 · a3Wr53Q9TgS1i7whEtkC
“What I had to learn the hard way to trust but verify.”
Floyd Mayweather Jr. · Floyd Mayweather: Own Your Game, Take Fewer Hits, Trust but VerifyHis knockout lesson for business, after describing hundreds of millions stolen.23:42:16 · a3Wr53Q9TgS1i7whEtkC
“Believe in yourself first before you could believe in anyone else.”
Floyd Mayweather Jr. · Floyd Mayweather: Own Your Game, Take Fewer Hits, Trust but VerifyHis process for overcoming fear.23:45:14 · a3Wr53Q9TgS1i7whEtkC
“A lot of times, we surround ourselves with liabilities that we think are assets”
Floyd Mayweather Jr. · Floyd Mayweather: Own Your Game, Take Fewer Hits, Trust but VerifyOn choosing the people around you.23:47:32 · a3Wr53Q9TgS1i7whEtkC
“Look around real quick. This is the story of your life. The guys can't make it to the 25th hour because they wanted to be comfortable”
Patrick Bet-David · When Your Key Executive Quits: Build a Company That Keeps RunningPointing at attendees leaving before the final exercise.23:53:19 · WxJ71lw00yLq36jk6Rlz
“No keyman insurance, no accurate operations manual, no second-in-command ready to step in.”
Case study video narrator · When Your Key Executive Quits: Build a Company That Keeps RunningThe three missing safeguards in the Hartwell case.23:56:56 · WxJ71lw00yLq36jk6Rlz
“Greg wasn't just an employee, he was institutional knowledge wearing a name badge.”
Case study video narrator · When Your Key Executive Quits: Build a Company That Keeps RunningWhy the VP's departure was a company-wide risk.23:57:00 · WxJ71lw00yLq36jk6Rlz
“The culture Greg built starts cracking under one question nobody prepared to answer: Who's next?”
Case study video narrator · When Your Key Executive Quits: Build a Company That Keeps RunningThe internal politics that followed the departure.23:57:32 · WxJ71lw00yLq36jk6Rlz
“The systems and processes are in place to make sure that the quality of service that you're receiving is going to continue.”
Audience case respondent (CEO who lived the scenario) · When Your Key Executive Quits: Build a Company That Keeps RunningWhat he told customers on the calls that lost none of them.00:07:21 · WxJ71lw00yLq36jk6Rlz
“To make sure that we always have a system that no one is irreplaceable.”
Audience case respondent (CEO who lived the scenario) · When Your Key Executive Quits: Build a Company That Keeps RunningThe design goal of the SOPs and systems he built afterwards.00:08:12 · WxJ71lw00yLq36jk6Rlz
“Don't call him into the office, don't go somewhere, go there hat in hand and go tell us what's going on.”
Audience case respondent · When Your Key Executive Quits: Build a Company That Keeps RunningHow to approach the executive who quit, to learn what happened and secure a handover.00:13:22 · WxJ71lw00yLq36jk6Rlz
“If someone worked there for eighteen years, it's no surprise that they quit if you're the CEO.”
Audience case respondent · When Your Key Executive Quits: Build a Company That Keeps RunningArguing the case is a cultural failure, not a staffing event.00:14:47 · WxJ71lw00yLq36jk6Rlz
“So in my mind, this guy quit mentally six, twelve, eighteen months ago.”
Audience case respondent · When Your Key Executive Quits: Build a Company That Keeps RunningResignations are decided long before they are announced.00:14:55 · WxJ71lw00yLq36jk6Rlz
“If you're running the ship and you lose your best guy and it's a surprise to you, then it's really time to pick up the mirror and look at yourself.”
Audience case respondent · When Your Key Executive Quits: Build a Company That Keeps RunningThe leadership lesson in a surprise departure.00:15:39 · WxJ71lw00yLq36jk6Rlz
“But I'm gonna call the customers, and I'm gonna let them know that I'm gonna be personally responsible for continuity.”
Audience case respondent · When Your Key Executive Quits: Build a Company That Keeps RunningThe CEO's personal guarantee as the customer-retention move.00:17:22 · WxJ71lw00yLq36jk6Rlz
“The question is what insurance policies you create for it not to happen the second time.”
Patrick Bet-David · When Your Key Executive Quits: Build a Company That Keeps RunningTurning the case from recovery to prevention.00:18:24 · WxJ71lw00yLq36jk6Rlz
“If it happens second, third, fourth, fifth time, you're just not creating the right systems.”
Patrick Bet-David · When Your Key Executive Quits: Build a Company That Keeps RunningRepeated key-person losses are a systems failure.00:18:30 · WxJ71lw00yLq36jk6Rlz
“I think you gotta create a vault, vault of knowledge.”
Audience case respondent (CEO with about 100 staff) · When Your Key Executive Quits: Build a Company That Keeps RunningThe prevention system: knowledge the whole team can access, with two backups per role.00:18:35 · WxJ71lw00yLq36jk6Rlz
“I don't like being given ultimatums in business, whether it's direct or indirect.”
Audience case respondent (CEO with about 100 staff) · When Your Key Executive Quits: Build a Company That Keeps RunningWhy he built first and second backups for every role.00:19:13 · WxJ71lw00yLq36jk6Rlz
“They need to know that they're replaceable, but that's not the plan.”
Audience case respondent (CEO with about 100 staff) · When Your Key Executive Quits: Build a Company That Keeps RunningHow he sets expectations transparently with his team.00:19:52 · WxJ71lw00yLq36jk6Rlz
“Whatever you do tonight, make that time for yourself.”
Patrick Bet-David · When Your Key Executive Quits: Build a Company That Keeps RunningThe Day One closing challenge: finish the personal identity audit instead of going out.00:21:15 · WxJ71lw00yLq36jk6Rlz
“Most important question one ought to ask themselves is this, why should someone work with you?”
Patrick Bet-David · Build the Right Team: Running Mates, Accountability, Replacing YouOpening the team-building section: benefits are not a reason, association is.11:39:56 · fDfiYdM0g5ELMWyBV8eq
“You have to create an environment where those types of people come to you.”
Patrick Bet-David · Build the Right Team: Running Mates, Accountability, Replacing YouOn wanting people smarter than himself, like Tom Ellsworth and his CTO, around him.11:45:52 · fDfiYdM0g5ELMWyBV8eq
“Do I have the best version of you now, or is the best version of you behind me?”
Patrick Bet-David · Build the Right Team: Running Mates, Accountability, Replacing YouThe question to ask a long-tenured employee whose score has slipped as the company grew.11:51:20 · fDfiYdM0g5ELMWyBV8eq
“A running mate shares the same pressure, if not more than you do at times.”
Patrick Bet-David · Build the Right Team: Running Mates, Accountability, Replacing YouDistinguishing a running mate from ordinary C-suite executives.11:52:18 · fDfiYdM0g5ELMWyBV8eq
“You're not gonna be around my kids if your character score is not very high.”
Patrick Bet-David · Build the Right Team: Running Mates, Accountability, Replacing YouWhy character is the first and non-negotiable factor in the running-mate matrix.11:53:04 · fDfiYdM0g5ELMWyBV8eq
“Who can you text right now and talk to? Who can you get on a call with? Who can you have a conversation with? That is valuable, because all of us are one relationship away from financial freedom.”
Patrick Bet-David · Build the Right Team: Running Mates, Accountability, Replacing YouThe Rolodex interview question, after scoring one of his own running mates a 1 on contacts.12:01:31 · fDfiYdM0g5ELMWyBV8eq
“If you want to duplicate people's identities, ask them what they think.”
Patrick Bet-David · Build the Right Team: Running Mates, Accountability, Replacing YouThe involvement love language and its simplest question.12:21:15 · fDfiYdM0g5ELMWyBV8eq
“The more you don't do it, the more they know you'll accept them not hitting their numbers in the future.”
Patrick Bet-David · Build the Right Team: Running Mates, Accountability, Replacing YouWhy skipping accountability conversations trains the team that standards are optional.12:24:31 · fDfiYdM0g5ELMWyBV8eq
“So quarterly calibration for us became magical because we were able to identify issues that were about to be massive explosive problems in six to twelve months, but we figured that out now.”
Patrick Bet-David · Build the Right Team: Running Mates, Accountability, Replacing YouThe payoff of quarterly reviews and the manager-quality survey.12:29:52 · fDfiYdM0g5ELMWyBV8eq
“Finish with love. Always finish with love. Always finish with I believe if you improve in this area, you could have a major future here in the company.”
Patrick Bet-David · Build the Right Team: Running Mates, Accountability, Replacing YouThe ninth accountability guideline, the closing line of every hard review.12:32:43 · fDfiYdM0g5ELMWyBV8eq
“Micro manage until there is trust. What brought us here won't take us to the next level. No one has 100% job security, including me.”
Patrick Bet-David · Build the Right Team: Running Mates, Accountability, Replacing YouThree of his written business principles.12:35:19 · fDfiYdM0g5ELMWyBV8eq
“Write it down, stamp it, tell your guys, put it on the wall, let them know.”
Patrick Bet-David · Build the Right Team: Running Mates, Accountability, Replacing YouAfter only about 3% of the room had written principles their whole team knew.12:38:43 · fDfiYdM0g5ELMWyBV8eq
“By the time that I realize I'm in the replacement business, everything I do I'm in the replacement business.”
Patrick Bet-David · Build the Right Team: Running Mates, Accountability, Replacing YouIntroducing the replacement game: who trains from this stage next year, who succeeds him.12:43:16 · fDfiYdM0g5ELMWyBV8eq
“I can't have butterflies with high level responsibility positions.”
Patrick Bet-David · Build the Right Team: Running Mates, Accountability, Replacing YouOn a brilliant but seasonal 20-year colleague who cannot be given a chief officer role.12:48:58 · fDfiYdM0g5ELMWyBV8eq
“We need who you are in twenty four months when we grow.”
Tom Ellsworth · Build the Right Team: Running Mates, Accountability, Replacing YouThe retention half of the talent cycle: build, develop, lead, duplicate.12:53:46 · fDfiYdM0g5ELMWyBV8eq
“Two things that you can't teach when you're given executives heavy positions, and that's instinct and intuition.”
Patrick Bet-David · Build the Right Team: Running Mates, Accountability, Replacing YouWhy executive selection has to test judgement through questions.12:54:50 · fDfiYdM0g5ELMWyBV8eq
“I said, listen, in every relationship, each party is thinking about five things.”
Patrick Bet-David · Build the Right Team: Running Mates, Accountability, Replacing YouOrigin of the five-aspects conflict formula: concerns, fears, assumptions, motives, asks.12:58:50 · fDfiYdM0g5ELMWyBV8eq
“Cuz we can't just win a business in life and not win in family as well.”
Patrick Bet-David · Build the Right Team: Running Mates, Accountability, Replacing YouSetting up the case study of the founder whose $12 million company is costing him his marriage.13:09:52 · fDfiYdM0g5ELMWyBV8eq
“If you are building a company that you're doing 100% of the work, you're already setting yourself up for failure.”
Audience member (business owner responding to the case study) · Build the Right Team: Running Mates, Accountability, Replacing YouBefore describing the Friday date night he has kept every week since his daughter was born.13:26:35 · fDfiYdM0g5ELMWyBV8eq
“So when I picked up a video camera, when I started playing sports and wrestling, and I found things that I actually loved, it didn't feel like work.”
Logan Paul · Logan Paul's Creator Playbook: Reps, Story Structure, Leverage, ExitsHow years of hated childhood labor for his father prepared him to work hard at what he loved.13:46:25 · fDfiYdM0g5ELMWyBV8eq
“I do consider myself an artist. My canvas just changes, whether it's performing in the WWE, whether it's taking pictures, making content.”
Logan Paul · Logan Paul's Creator Playbook: Reps, Story Structure, Leverage, ExitsExplaining why he approaches content with taste and intuition rather than pure analytics.13:58:03 · fDfiYdM0g5ELMWyBV8eq
“You will get better the more you do. You put in the rep.”
Logan Paul · Logan Paul's Creator Playbook: Reps, Story Structure, Leverage, ExitsOn going from 4,000 subscribers at 18 to more than 100 million followers at 31.13:59:32 · fDfiYdM0g5ELMWyBV8eq
“Not every idea is going to be an incredible idea, but some of them are still good. So for the love of God, have an idea, take out your phone, write it down.”
Logan Paul · Logan Paul's Creator Playbook: Reps, Story Structure, Leverage, ExitsOn the discipline of capturing ideas before they are forgotten.14:03:16 · fDfiYdM0g5ELMWyBV8eq
“After you shoot something, take out your phone, write down what you shot. Write the broad strokes of it, write the date.”
Logan Paul · Logan Paul's Creator Playbook: Reps, Story Structure, Leverage, ExitsThe first step of his storytelling process.14:04:30 · fDfiYdM0g5ELMWyBV8eq
“It's like you're doing the work before the work, and you get to see what the story looks like.”
Logan Paul · Logan Paul's Creator Playbook: Reps, Story Structure, Leverage, ExitsWhy he structures the story beats before the edit begins.14:06:08 · fDfiYdM0g5ELMWyBV8eq
“Failure should be celebrated, I think, because you're going to learn the most and you're going to become the person you want to be because of those failures.”
Logan Paul · Logan Paul's Creator Playbook: Reps, Story Structure, Leverage, ExitsOn how his relationship with setbacks has changed over ten years.14:11:54 · fDfiYdM0g5ELMWyBV8eq
“I could walk on water and people would tell me it's because I can't swim.”
Logan Paul · Logan Paul's Creator Playbook: Reps, Story Structure, Leverage, ExitsA saying he uses to describe why strangers' opinions cannot be his compass.14:14:09 · fDfiYdM0g5ELMWyBV8eq
“Say yes more, do more stuff, discover what life is and what you like, and perhaps you'll find a hidden talent in there.”
Logan Paul · Logan Paul's Creator Playbook: Reps, Story Structure, Leverage, ExitsOn how joining the WWE at 27 was an accident that revealed what he was born to do.14:18:22 · fDfiYdM0g5ELMWyBV8eq
“If you do stuff that people don't like well enough, they'll like you.”
Logan Paul · Logan Paul's Creator Playbook: Reps, Story Structure, Leverage, ExitsOn being a wrestling villain whose hated Prime logo on the mat became part of the character.14:23:34 · fDfiYdM0g5ELMWyBV8eq
“As long as you don't die, you have a chance to win.”
Logan Paul · Logan Paul's Creator Playbook: Reps, Story Structure, Leverage, ExitsOn Prime surviving competitor attacks, political scrutiny, and lawsuits in the beverage category.14:27:23 · fDfiYdM0g5ELMWyBV8eq
“I would rather deal with someone who is consistently good than someone who is occasionally great.”
Logan Paul · Logan Paul's Creator Playbook: Reps, Story Structure, Leverage, ExitsAnswering a 12-year-old's question about the one quality behind his success.14:34:51 · fDfiYdM0g5ELMWyBV8eq
“Try stuff and then eventually you'll realize that the power of no is truly a powerful thing.”
Logan Paul · Logan Paul's Creator Playbook: Reps, Story Structure, Leverage, ExitsAfter describing five years of trying to be an actor and admitting he cannot act.14:40:57 · fDfiYdM0g5ELMWyBV8eq
“Authenticity is the highest resonant frequency at which humans can operate.”
Logan Paul · Logan Paul's Creator Playbook: Reps, Story Structure, Leverage, ExitsTelling a young athlete how to stand out among thousands of talented peers.14:45:24 · fDfiYdM0g5ELMWyBV8eq
“Having an exit strategy in mind, having a goal of what you want to do and having a way to make sure that your hard work is eventually going to pay off is really important. And man, don't be afraid to take chips off the table.”
Logan Paul · Logan Paul's Creator Playbook: Reps, Story Structure, Leverage, ExitsCalling Prime's lack of an exit strategy a mistake that cost at least $100 million.14:53:30 · fDfiYdM0g5ELMWyBV8eq
“I realize in that moment, everything's about systems, transfer of knowledge and actual accountability with numbers not tied to personality.”
Patrick Bet-David · Quarterly Calibration: Score Every Employee on Five Things, FairlyThe moment he realised nobody on his sales team was earning six figures after seven years of personality-led management.17:02:37 · OycAYqFAC7qNpvLi2DKB
“Don't give me the final result. Start with your activity.”
Patrick Bet-David · Quarterly Calibration: Score Every Employee on Five Things, FairlyHow he opened the Monday morning accountability board.17:03:48 · OycAYqFAC7qNpvLi2DKB
“We only have to ask you one time it gets done.”
Patrick Bet-David · Quarterly Calibration: Score Every Employee on Five Things, FairlyDefining the 'one club', the reliability marker under the results category.17:09:25 · OycAYqFAC7qNpvLi2DKB
“The more you're part of a one club, the more you're going to move up in the company.”
Patrick Bet-David · Quarterly Calibration: Score Every Employee on Five Things, FairlyWhy reliability is the fastest path to promotion.17:09:25 · OycAYqFAC7qNpvLi2DKB
“We don't work with does not meet expectations, we just wish you nothing but the best.”
Patrick Bet-David · Quarterly Calibration: Score Every Employee on Five Things, FairlyThe consequence of a 5-10 calibration score.17:10:47 · OycAYqFAC7qNpvLi2DKB
“It's black and white if you're a needs improvement.”
Patrick Bet-David · Quarterly Calibration: Score Every Employee on Five Things, FairlyNo bonus and no raise for anyone ending the year in the 11-24 band, even if they threaten to leave.17:11:16 · OycAYqFAC7qNpvLi2DKB
“No, it's not realistic. But they're afraid of conflict.”
Patrick Bet-David · Quarterly Calibration: Score Every Employee on Five Things, FairlyOn the people-pleaser manager who rates half the team outstanding and nobody below meets.17:14:25 · OycAYqFAC7qNpvLi2DKB
“So everybody self-calibrates themselves. And we say, really, you just scored yourself a 47. Tell me why you think you were 47 last quarter?”
Patrick Bet-David · Quarterly Calibration: Score Every Employee on Five Things, FairlyHow the review conversation opens when the self-score is far above the manager's score.17:16:44 · OycAYqFAC7qNpvLi2DKB
“The elitist scores himself high. Everybody gets a horrible score.”
Patrick Bet-David · Quarterly Calibration: Score Every Employee on Five Things, FairlyThe second manager type, whose teams lose future stars.17:17:45 · OycAYqFAC7qNpvLi2DKB
“So the elitist management gets exposed very early on, by the way. It's very easy. Actually, their first calibration they get exposed.”
Patrick Bet-David · Quarterly Calibration: Score Every Employee on Five Things, FairlyWhy skip-level meetings plus an uncoached first calibration reveal bad managers quickly.17:19:22 · OycAYqFAC7qNpvLi2DKB
“Cuz now we're making decisions based on data and now we realize is the leak the employee or is the leak the middle management?”
Patrick Bet-David · Quarterly Calibration: Score Every Employee on Five Things, FairlyThe diagnostic question calibration data lets a company answer.17:21:18 · OycAYqFAC7qNpvLi2DKB
“But if you don't have this data, how do you improve efficiency in your company? You don't.”
Patrick Bet-David · Quarterly Calibration: Score Every Employee on Five Things, FairlyClosing the case for measuring everyone.17:21:36 · OycAYqFAC7qNpvLi2DKB
“We exposed which managers we wanted to bet on and which ones we had to move out. And you know whose responsibility that was? Ours.”
Tom Ellsworth · Quarterly Calibration: Score Every Employee on Five Things, FairlyWhat two years of calibration data revealed about middle management at Valuetainment.17:22:46 · OycAYqFAC7qNpvLi2DKB
“Question every requirement, delete every possible step, simplify and optimize, accelerate cycle time, automate last.”
Patrick Bet-David · Quarterly Calibration: Score Every Employee on Five Things, FairlyReciting the five-step algorithm from the book about Tesla, used as a model for cutting waste in any process.17:24:06 · OycAYqFAC7qNpvLi2DKB
“I manage expectations with everybody in my life, and that includes employees.”
Patrick Bet-David · Quarterly Calibration: Score Every Employee on Five Things, FairlyTying the marriage money agreement, sponsor rules and calibration into a single habit.17:28:51 · OycAYqFAC7qNpvLi2DKB
“How about just making a list of stop doing? That is the cheapest way to buy back your time.”
Dan Martell (intro video) · Buy Back Your Time: Audit, Transfer, Fill, and Lead With AI LeverageFrom the sizzle reel played before he walked on stage: the fastest lever is subtraction, not addition.17:31:57 · Ew2y3QNf5Q3QW6RmmDTt
“Here's what I learned a long time ago, you will not grow into pain.”
Dan Martell · Buy Back Your Time: Audit, Transfer, Fill, and Lead With AI LeverageIntroducing the pain line: why founders stall, sabotage, or sell when the calendar is already full.17:37:46 · Ew2y3QNf5Q3QW6RmmDTt
“And we wanna say yes, but if that opportunity equals chaos in our calendar, we say no.”
Dan Martell · Buy Back Your Time: Audit, Transfer, Fill, and Lead With AI LeverageHow a full calendar quietly turns down growth.17:38:03 · Ew2y3QNf5Q3QW6RmmDTt
“We hire people thinking we're gonna grow our business, have more time back, but then we end up babysitting people.”
Dan Martell · Buy Back Your Time: Audit, Transfer, Fill, and Lead With AI LeverageWhy hiring to grow fails, and why you should hire to buy back time instead.17:42:31 · Ew2y3QNf5Q3QW6RmmDTt
“An empire is a life that you do not have to retire for.”
Dan Martell · Buy Back Your Time: Audit, Transfer, Fill, and Lead With AI LeverageThe Fill step: he is not a four-hour-work-week guy; buy back time to build, not to sit on a beach.17:50:09 · Ew2y3QNf5Q3QW6RmmDTt
“You cannot build million dollar companies off $10 tasks.”
Dan Martell · Buy Back Your Time: Audit, Transfer, Fill, and Lead With AI LeverageThe uncomfortable math behind the buyback rate.17:52:00 · Ew2y3QNf5Q3QW6RmmDTt
“Your inbox is a public to do list of strangers on your time.”
Dan Martell · Buy Back Your Time: Audit, Transfer, Fill, and Lead With AI LeverageWhy the admin rung means delegating the inbox, not filtering it.17:57:11 · Ew2y3QNf5Q3QW6RmmDTt
“Here's what's crazy. Most of you are world-class sales people, but you suck at follow up.”
Dan Martell · Buy Back Your Time: Audit, Transfer, Fill, and Lead With AI LeverageThe sales rung: founders love the close and neglect the data entry and follow-up that AI can own.18:04:15 · Ew2y3QNf5Q3QW6RmmDTt
“If you don't have one, you are one.”
Dan Martell · Buy Back Your Time: Audit, Transfer, Fill, and Lead With AI LeverageClosing the Replacement Ladder: if you have no assistant, you are the assistant, and an overpaid one.18:07:00 · Ew2y3QNf5Q3QW6RmmDTt
“That is what a leader does. If you do anything other than that, you're a manager.”
Dan Martell · Buy Back Your Time: Audit, Transfer, Fill, and Lead With AI LeverageOn coaching with a principle and a personal story rather than issuing instructions.18:13:16 · Ew2y3QNf5Q3QW6RmmDTt
“Tell gets problems solved one off, training gets a whole bunch of people leveled up for a lot of problems.”
Dan Martell · Buy Back Your Time: Audit, Transfer, Fill, and Lead With AI LeverageHis company philosophy: we train and we don't tell.18:14:38 · Ew2y3QNf5Q3QW6RmmDTt
“You're not selling you, you're not selling your time, you're not selling your presence, you're selling your standards.”
Dan Martell · Buy Back Your Time: Audit, Transfer, Fill, and Lead With AI LeverageWhy service businesses should price on methodology as if someone else delivers.18:15:41 · Ew2y3QNf5Q3QW6RmmDTt
“Your biggest expense is not doing the thing that makes you the most money.”
Dan Martell · Buy Back Your Time: Audit, Transfer, Fill, and Lead With AI LeverageSumming up the AI and robotics section: opportunity cost is the real line item.18:28:44 · Ew2y3QNf5Q3QW6RmmDTt
“What I would love to feel in life is fulfillment.”
Dan Martell · Buy Back Your Time: Audit, Transfer, Fill, and Lead With AI LeverageClosing: happiness is fleeting; fulfilment comes from striving for your 10.0 self and sharing what you learn.18:29:29 · Ew2y3QNf5Q3QW6RmmDTt
“A better way to think about it, become the person you needed most in your darkest days.”
Dan Martell · Buy Back Your Time: Audit, Transfer, Fill, and Lead With AI LeverageHis definition of the 10.0 version of yourself, drawn from his own years in juvenile detention and rehab.18:30:11 · Ew2y3QNf5Q3QW6RmmDTt
“It says for the managers, it provides a duty, a duty to objectively sit back and manage your team.”
Tom Ellsworth · Hire, Review and Pay by the Same Yardstick: A People System That ScalesWhat a structured review process does for managers, as opposed to employees.18:38:32 · kED5xYsrsbuk6tGT3w4G
“Have you given your low performers their, you know, severe encouragement to get going?”
Tom Ellsworth · Hire, Review and Pay by the Same Yardstick: A People System That ScalesOne of the five questions leadership asks every manager.18:38:53 · kED5xYsrsbuk6tGT3w4G
“But if you don't manage them correctly, don't know how to get the best out of them, they will only run at one pace.”
Paul Williams · Hire, Review and Pay by the Same Yardstick: A People System That ScalesOn engineers, and why a system still needs to be delivered differently to different people.18:39:44 · kED5xYsrsbuk6tGT3w4G
“It's got to be an enabling process that's efficient, that fits in the calendar, but quickly gives you exactly what you need.”
Tom Ellsworth · Hire, Review and Pay by the Same Yardstick: A People System That ScalesWhy the quarterly review is capped at three weeks.18:41:17 · kED5xYsrsbuk6tGT3w4G
“It's like a teacher getting the report cards and sending them home.”
Tom Ellsworth · Hire, Review and Pay by the Same Yardstick: A People System That ScalesThe mental model for delivering quarterly scores.18:41:31 · kED5xYsrsbuk6tGT3w4G
“Those of you that are high performers, we're gonna have high expectations, but you're gonna receive outsized rewards.”
Tom Ellsworth · Hire, Review and Pay by the Same Yardstick: A People System That ScalesThe deal made explicitly with top performers.18:42:11 · kED5xYsrsbuk6tGT3w4G
“We do feedback quarterly en route to a full annual score, where we then would talk about raises.”
Tom Ellsworth · Hire, Review and Pay by the Same Yardstick: A People System That ScalesSeparating the feedback cadence from the pay cadence.18:42:52 · kED5xYsrsbuk6tGT3w4G
“You have to be firm enough in the concept of meritocracy to say no.”
Tom Ellsworth · Hire, Review and Pay by the Same Yardstick: A People System That ScalesOn giving no raise at all to does-not-meet and needs-improvement ratings.18:43:05 · kED5xYsrsbuk6tGT3w4G
“Well when you apply it to people, suddenly everybody thinks they're 125% of quota, and you need to bring them back down.”
Tom Ellsworth · Hire, Review and Pay by the Same Yardstick: A People System That ScalesWhy sales quota logic is accepted for reps but resisted everywhere else.18:44:16 · kED5xYsrsbuk6tGT3w4G
“Meets is a great score for people doing a great job within the bounds of their job.”
Tom Ellsworth · Hire, Review and Pay by the Same Yardstick: A People System That ScalesResetting expectations about the middle band.18:44:23 · kED5xYsrsbuk6tGT3w4G
“Well, the reason we do it quarterly, is otherwise when it comes to compensation, recency kicks in.”
Paul Williams · Hire, Review and Pay by the Same Yardstick: A People System That ScalesWhy the assessment is quarterly rather than annual.18:45:23 · kED5xYsrsbuk6tGT3w4G
“In other words, pay the company so it can pay us.”
Tom Ellsworth · Hire, Review and Pay by the Same Yardstick: A People System That ScalesThe principle behind the company-first bonus unlock.18:46:46 · kED5xYsrsbuk6tGT3w4G
“But if you're not asking the right calibrating questions in the interview, then you're really just having a conversation.”
Paul Williams · Hire, Review and Pay by the Same Yardstick: A People System That ScalesWhy rapport in an interview is not evidence of fit.18:52:38 · brphxPfiqfO9Ygo36L7G
“So stop hiring the person who interviews best, and start hiring the person that is best for the job.”
Interview Now product video (played on stage) · Hire, Review and Pay by the Same Yardstick: A People System That ScalesThe central hiring claim of the session, from the product video.18:55:05 · brphxPfiqfO9Ygo36L7G
“She filtered everybody in the company along that lens, and so we needed to clean that up and make it more objective.”
Matthew Stanfield · Hire, Review and Pay by the Same Yardstick: A People System That ScalesOn a soft-spoken recruiter who never hired dominant personalities at Mattenga's Pizzeria.19:01:25 · brphxPfiqfO9Ygo36L7G
“Like even interview is not a miracle that everything is going to be perfect. There's no such thing.”
Matthew Stanfield · Hire, Review and Pay by the Same Yardstick: A People System That ScalesSetting realistic expectations for any hiring system; 'interview' refers to the Interview Now tool.19:08:23 · brphxPfiqfO9Ygo36L7G
“I really do believe that if we don't have a system, it is literally just a popularity contest and I'm not interested in popularities. Give me something that measures everybody by the same yard stick.”
Paul Williams, relaying Patrick Bet-David's brief · Hire, Review and Pay by the Same Yardstick: A People System That ScalesThe design brief for the performance review system.19:10:19 · UIjO9PIFdYtQLAvcm9YF
“Obviously, it doesn't show your scores, but it allows you to know where you are and where your trajectory is.”
Paul Williams · Hire, Review and Pay by the Same Yardstick: A People System That ScalesOn the nine-box grid published for the whole company at Valuetainment's campus.19:18:32 · UIjO9PIFdYtQLAvcm9YF
“What I didn't realize about the done button was that it meant done done, and then it got sent out to all the employees from the studio.”
Valuetainment director of studio operations · Hire, Review and Pay by the Same Yardstick: A People System That ScalesHow uncalibrated scores leaked to a whole team in an early review tool.19:20:47 · YuYCsF9RzleJyzFELITR
“We learned whoever spends the most money is the most disciplined that shows up.”
Patrick Bet-David · Recognition That Drives Behaviour: How Bet-David Rewards Attendance and GrowthExplaining show-up rates by ticket tier.11:43:09 · AjxEHYIT23Wl4h5T8aMl
“The data I'm recognizing on that's more important than anything else is who on our consulting firm brought more people to the Vault conference this year than last year.”
Patrick Bet-David · Recognition That Drives Behaviour: How Bet-David Rewards Attendance and GrowthIntroducing the 'plus minus' recognition metric.11:45:48 · AjxEHYIT23Wl4h5T8aMl
“All of them have to be here, uh 18 to 24 months. So it's not like the only guy here 13 months and your numbers look good so you can come up on stage.”
Patrick Bet-David · Recognition That Drives Behaviour: How Bet-David Rewards Attendance and GrowthThe tenure rule for award eligibility.11:46:17 · AjxEHYIT23Wl4h5T8aMl
“Anybody next year that has a hundred people here, butts and seats, not tickets sold.”
Patrick Bet-David · Recognition That Drives Behaviour: How Bet-David Rewards Attendance and GrowthAnnouncing next year's private-dinner incentive.11:48:30 · AjxEHYIT23Wl4h5T8aMl
“I want you to get the recognition in front of everybody and I want you to recognize your own guys based on this data.”
Patrick Bet-David · Recognition That Drives Behaviour: How Bet-David Rewards Attendance and GrowthAsking recognised leaders to pass recognition down.11:45:39 · AjxEHYIT23Wl4h5T8aMl
“Half the battle is over what you're doing.”
Patrick Bet-David · Recognition That Drives Behaviour: How Bet-David Rewards Attendance and GrowthRecognising a general-ticket attendee who lined up at 6:30 every morning.11:37:36 · AjxEHYIT23Wl4h5T8aMl
“Have you ever seen a discount at SLS ever? Even if you've been with us for four years, have you ever seen us discount at SLS? Never.”
Patrick Bet-David · Recognition That Drives Behaviour: How Bet-David Rewards Attendance and GrowthOn never discounting his premium event.11:45:15 · AjxEHYIT23Wl4h5T8aMl
“It's funny for every one person that said that, a hundred generals said, I cannot believe I only pay $397 for this.”
Patrick Bet-David · Recognition That Drives Behaviour: How Bet-David Rewards Attendance and GrowthWeighing one complaint about general tickets against widespread gratitude.11:43:53 · AjxEHYIT23Wl4h5T8aMl
“You have no idea how much respect I got for you.”
Patrick Bet-David · Recognition That Drives Behaviour: How Bet-David Rewards Attendance and GrowthTo the early-riser attendee, before knowing his name.11:37:28 · AjxEHYIT23Wl4h5T8aMl
“And when people ask me how do you judge a parent that's successful is when your kids seek you after they no longer need you.”
Patrick Bet-David · Design a Life Your Kids Come Back To: Ten Decisions, Seven Warning Signs, Family RitualsHis definition of successful parenting.11:56:24 · IEj3OBCx6A1z7gQpjfPK
“You as an individual need to be thinking about creating moats that causes your grandkids to come to you later on.”
Patrick Bet-David · Design a Life Your Kids Come Back To: Ten Decisions, Seven Warning Signs, Family RitualsApplying the business idea of a moat to family.11:57:09 · IEj3OBCx6A1z7gQpjfPK
“People don't want to see someone do it and take their excuses away.”
Patrick Bet-David · Design a Life Your Kids Come Back To: Ten Decisions, Seven Warning Signs, Family RitualsWhy critics keep moving the goalposts on work-life balance.11:59:44 · IEj3OBCx6A1z7gQpjfPK
“You got to choose what your dream is and pursue it.”
Patrick Bet-David · Design a Life Your Kids Come Back To: Ten Decisions, Seven Warning Signs, Family RitualsOn ignoring the people who call you out as you grow.11:59:44 · IEj3OBCx6A1z7gQpjfPK
“Family members, give them five to fifteen minutes of one on one time and let them talk to you.”
Patrick Bet-David · Design a Life Your Kids Come Back To: Ten Decisions, Seven Warning Signs, Family RitualsThe daily practice he took from a book on being a great parent and spouse.12:05:47 · IEj3OBCx6A1z7gQpjfPK
“The wrong community will destroy your life and steal a decade from you, the wrong community.”
Patrick Bet-David · Design a Life Your Kids Come Back To: Ten Decisions, Seven Warning Signs, Family RitualsDecision five: who you surround yourself with.12:15:38 · IEj3OBCx6A1z7gQpjfPK
“I said I'm not looking for a girlfriend, I'm looking for a wife.”
Patrick Bet-David · Design a Life Your Kids Come Back To: Ten Decisions, Seven Warning Signs, Family RitualsWhat he told his future wife on their second date after a six-hour question session.12:20:39 · IEj3OBCx6A1z7gQpjfPK
“Every year we have different types of crisis that happens, every year. And you got to learn how to respond to it.”
Patrick Bet-David · Design a Life Your Kids Come Back To: Ten Decisions, Seven Warning Signs, Family RitualsDecision nine: how to respond to failure or crisis.12:18:00 · IEj3OBCx6A1z7gQpjfPK
“Sometimes people have money, power, fame, and they have no clue to do with it, and they destroy the whole thing.”
Patrick Bet-David · Design a Life Your Kids Come Back To: Ten Decisions, Seven Warning Signs, Family RitualsDecision ten: what to do with freedom.12:18:18 · IEj3OBCx6A1z7gQpjfPK
“I can tell you the people that are on fire typically have the clearest vision of what they wanna do next.”
Patrick Bet-David · Design a Life Your Kids Come Back To: Ten Decisions, Seven Warning Signs, Family RitualsClosing the seven signs of compromising your vision.12:23:22 · IEj3OBCx6A1z7gQpjfPK
“My entire life right now is within a three mile radius.”
Patrick Bet-David · Design a Life Your Kids Come Back To: Ten Decisions, Seven Warning Signs, Family RitualsThe dream life he set in his twenties and reached in his forties.12:27:52 · fvheS2PyvuAzZqtWzXA1
“If you're not there yet, don't go do the two, three week thing right now.”
Patrick Bet-David · Design a Life Your Kids Come Back To: Ten Decisions, Seven Warning Signs, Family RitualsWarning against buying the big-vacation lifestyle before you have earned it.12:29:55 · fvheS2PyvuAzZqtWzXA1
“A big vision needs big support.”
Patrick Bet-David · Design a Life Your Kids Come Back To: Ten Decisions, Seven Warning Signs, Family RitualsOpening the section on support systems at home and at work.12:31:09 · euzcfzkp1bVTMhF33Ite
“In every situation you're in, choose to lead.”
Patrick Bet-David · Design a Life Your Kids Come Back To: Ten Decisions, Seven Warning Signs, Family RitualsThe first of the four Bet-David family values.12:31:48 · euzcfzkp1bVTMhF33Ite
“If you want people to respect you, just keep improving.”
Patrick Bet-David · Design a Life Your Kids Come Back To: Ten Decisions, Seven Warning Signs, Family RitualsThe third family value, improve.12:32:07 · euzcfzkp1bVTMhF33Ite
“Whatever happens next, remind me that my identity does not come from the outcome.”
Patrick Bet-David · Design a Life Your Kids Come Back To: Ten Decisions, Seven Warning Signs, Family RitualsA line from the morning prayer he read aloud.12:35:54 · euzcfzkp1bVTMhF33Ite
“If you truly wanna get rid of bitterness in your body, even if it's 2% of it that you have, pray for those who betray you.”
Patrick Bet-David · Design a Life Your Kids Come Back To: Ten Decisions, Seven Warning Signs, Family RitualsOn praying for enemies.12:36:51 · euzcfzkp1bVTMhF33Ite
“Books are our currency as a family.”
Patrick Bet-David · Design a Life Your Kids Come Back To: Ten Decisions, Seven Warning Signs, Family RitualsOpening the family rituals section.12:37:32 · euzcfzkp1bVTMhF33Ite
“Everything for us is intentional on what we do. When we go to dinner, no phones during dinner.”
Patrick Bet-David · Design a Life Your Kids Come Back To: Ten Decisions, Seven Warning Signs, Family RitualsThe no-phones rule at family dinner.12:41:48 · euzcfzkp1bVTMhF33Ite
“And again, remember, four things, out work, out improve, out strategize, out class.”
Patrick Bet-David · Case Study: Scaling From $22M to $100M Without Betraying the Team That Got You ThereFraming the final case study with the conference's four themes.12:47:12 · BTzaBPUk6nTUtpQUCHIL
“The instincts that worked brilliantly at $22 million are starting to create drag.”
Case study narration · Case Study: Scaling From $22M to $100M Without Betraying the Team That Got You ThereDescribing Ridgeline Manufacturing's loyal leadership team.12:48:42 · BTzaBPUk6nTUtpQUCHIL
“Nobody's failing, not visibly, but the company is bumping into a ceiling that nobody on this team has ever broken through, because none of them have ever been on the other side of it.”
Case study narration · Case Study: Scaling From $22M to $100M Without Betraying the Team That Got You ThereThe core diagnosis of the case.12:49:33 · BTzaBPUk6nTUtpQUCHIL
“The corporate executive board found the skills that win at $20 million are fundamentally different from what it takes at $100 million.”
Case study narration · Case Study: Scaling From $22M to $100M Without Betraying the Team That Got You ThereResearch cited in the case.12:49:55 · BTzaBPUk6nTUtpQUCHIL
“Carl knows only 15% of leaders make that jump without real development or structural change.”
Case study narration · Case Study: Scaling From $22M to $100M Without Betraying the Team That Got You ThereThe statistic the fictional founder is weighing.12:50:11 · BTzaBPUk6nTUtpQUCHIL
“You're Carl, do you hire executives who've already lived at $100 million, or do you invest in growing the team that got you here?”
Case study narration · Case Study: Scaling From $22M to $100M Without Betraying the Team That Got You ThereThe question put to the room.12:50:37 · BTzaBPUk6nTUtpQUCHIL
“So, the first thing that I want to do is I want to take my leadership team on a one-to-one and I want to ask them who do you want to be?”
A founder at the microphone · Case Study: Scaling From $22M to $100M Without Betraying the Team That Got You ThereFirst step in a plan that splits the team into those who want to step up and those who need leadership above them.12:57:11 · BTzaBPUk6nTUtpQUCHIL
“I would invest in my people if they have this upside and they are coachable.”
A founder from Quebec, now based in Florida · Case Study: Scaling From $22M to $100M Without Betraying the Team That Got You ThereArguing that outsiders may lack fire and change the culture.12:59:31 · BTzaBPUk6nTUtpQUCHIL
“But at the same time, we have an opportunity to set those expectations right now.”
A first-year franchisee · Case Study: Scaling From $22M to $100M Without Betraying the Team That Got You ThereOn using year one to agree what each early hire wants to be in five years.13:02:23 · BTzaBPUk6nTUtpQUCHIL
“Look, guys, we're going to have to change and there's four options.”
A 28-year-old founder scaling from about 12 million to 100 million in a year · Case Study: Scaling From $22M to $100M Without Betraying the Team That Got You ThereOpening line of the honest conversation he learned from a mentor.13:04:21 · BTzaBPUk6nTUtpQUCHIL
“Or we can hire people below you that will then actually support you so you can move up.”
A 28-year-old founder scaling from about 12 million to 100 million in a year · Case Study: Scaling From $22M to $100M Without Betraying the Team That Got You ThereThe third of the four options.13:04:37 · BTzaBPUk6nTUtpQUCHIL
“So we're going to have that conversation with a bias towards personal growth because we believe in our people.”
A 28-year-old founder scaling from about 12 million to 100 million in a year · Case Study: Scaling From $22M to $100M Without Betraying the Team That Got You ThereHow he weights the four options.13:04:50 · BTzaBPUk6nTUtpQUCHIL
“Very important, everybody, all the leaders, all the executives know it's your job to go out to events and meet people.”
A 28-year-old founder scaling from about 12 million to 100 million in a year · Case Study: Scaling From $22M to $100M Without Betraying the Team That Got You ThereWhere to find skill and leadership mentors.13:06:01 · BTzaBPUk6nTUtpQUCHIL
“So never, ever, ever skip over an important relationship.”
A 28-year-old founder scaling from about 12 million to 100 million in a year · Case Study: Scaling From $22M to $100M Without Betraying the Team That Got You ThereOn relationships from events becoming friends, partners and mentors.13:06:16 · BTzaBPUk6nTUtpQUCHIL
“So every 90 days you got to do a skill review.”
A 28-year-old founder scaling from about 12 million to 100 million in a year · Case Study: Scaling From $22M to $100M Without Betraying the Team That Got You ThereKeeping pressure high while developing people.13:06:28 · BTzaBPUk6nTUtpQUCHIL
“What a simple perspective on how to get that conversation with them.”
Patrick Bet-David · Case Study: Scaling From $22M to $100M Without Betraying the Team That Got You ThereReacting to the four-option framework.13:07:27 · BTzaBPUk6nTUtpQUCHIL
“I am this case study and I am the bottleneck in the problem in the company.”
A founder at the microphone · Case Study: Scaling From $22M to $100M Without Betraying the Team That Got You ThereThe last speaker captured before the recording ends.13:09:27 · BTzaBPUk6nTUtpQUCHIL
“My credo, if you know me, is I want to leave you better than I found you.”
Tom Ellsworth (walk-up video) · Protect Your Superpower: Compass, Shadowing and 30-60-90 DelegationStating the principle behind his teaching and management.13:25:14 · WhReWDaeT30AfsVSge5d
“There's a big difference between a dream and a vision.”
Tom Ellsworth (walk-up video) · Protect Your Superpower: Compass, Shadowing and 30-60-90 DelegationA vision belongs to people capable of making dreams come alive.13:25:42 · WhReWDaeT30AfsVSge5d
“I am not afraid of an army of lions led by a sheep. A follower, a pretender. I am afraid of an army of sheep led by a lion.”
Tom Ellsworth, quoting Alexander the Great · Protect Your Superpower: Compass, Shadowing and 30-60-90 DelegationPatrick Bet-David's favourite quote, kept on a statuette in his office, used to open the talk on authentic leadership.13:27:37 · WhReWDaeT30AfsVSge5d
“You have to be the lion in there that's unafraid to lead.”
Tom Ellsworth · Protect Your Superpower: Compass, Shadowing and 30-60-90 DelegationConviction has to come from within your own personality, not from imitating someone else.13:28:00 · WhReWDaeT30AfsVSge5d
“Somebody else's plateau becomes the continuation of your momentum as you now take it on yourself to bring those people into your culture and keep driving.”
Tom Ellsworth · Protect Your Superpower: Compass, Shadowing and 30-60-90 DelegationOn a roofing company that grew by buying two smaller competitors whose founders were retiring.13:30:18 · WhReWDaeT30AfsVSge5d
“We're wired to be on this side building and exploring and driving.”
Tom Ellsworth · Protect Your Superpower: Compass, Shadowing and 30-60-90 DelegationWhy entrepreneurs belong on the building half of the Barbarians to Bureaucrats life cycle, not the administrator half.13:34:52 · WhReWDaeT30AfsVSge5d
“But I prefer to look at it as I have to break a person's will without crushing their spirit.”
Tom Ellsworth · Protect Your Superpower: Compass, Shadowing and 30-60-90 DelegationDefining the SOB role: making the hard call about a person for the good of the person and the company.13:37:59 · WhReWDaeT30AfsVSge5d
“That marker and that whiteboard need to be in your hand or it needs to be you on the phone or out with somebody.”
Tom Ellsworth · Protect Your Superpower: Compass, Shadowing and 30-60-90 DelegationThe leader's time belongs on the future and on outside relationships, not inside the back office.13:42:33 · WhReWDaeT30AfsVSge5d
“You have to remind people there's not a money tree and a printing press in the backyard.”
Tom Ellsworth · Protect Your Superpower: Compass, Shadowing and 30-60-90 DelegationDeclaring the why behind your compass: growth is what pays for raises, bonuses and promotions.13:44:56 · WhReWDaeT30AfsVSge5d
“When you talk about the company, I'm suddenly not making it about you and me.”
Tom Ellsworth · Protect Your Superpower: Compass, Shadowing and 30-60-90 DelegationWhy support should be demanded in the third person, as a company need.13:45:23 · WhReWDaeT30AfsVSge5d
“There's stretch, overlap, growing pains, inexperience, and distraction.”
Tom Ellsworth · Protect Your Superpower: Compass, Shadowing and 30-60-90 DelegationThe five symptoms of a leader whose superpower is being pinched by internal demands.13:47:21 · WhReWDaeT30AfsVSge5d
“When opportunity meets preparation and I'm prepared, I take advantage of it. They call me lucky because they're not prepared.”
Tom Ellsworth, quoting Roger Penske · Protect Your Superpower: Compass, Shadowing and 30-60-90 DelegationWhy the 10 percent of time spent on the future is how a leader makes their own luck.13:50:03 · WhReWDaeT30AfsVSge5d
“You show me the one that can step up and do half your job. Come back to me and talk to me about director.”
Tom Ellsworth · Protect Your Superpower: Compass, Shadowing and 30-60-90 DelegationThe half-your-job rule that replaces tenure as the basis for promotion.13:53:39 · WhReWDaeT30AfsVSge5d
“Now the VP of sales only has four sales direct reports and a trusted manager. The workload's almost the same, but look at the size of the team now.”
Tom Ellsworth · Protect Your Superpower: Compass, Shadowing and 30-60-90 DelegationHow the shadow-to-team-lead structure nearly doubles a team without doubling anyone's hours.13:55:04 · WhReWDaeT30AfsVSge5d
“Because you want them to feel a progression of you letting go, but you don't want to let go until you feel the progression that they know.”
Tom Ellsworth · Protect Your Superpower: Compass, Shadowing and 30-60-90 DelegationThe principle behind the 30-60-90 day delegation check-ins.13:57:18 · WhReWDaeT30AfsVSge5d
“I was going to earn that by the way I practice on the football field.”
Jerry Rice · Set the Standard: Montana and Rice on Teams, Trust and Second ActsOn joining a two-time champion locker room as a rookie in 1985 and deciding how he would earn his place.14:07:50 · kYdPSVgsD7gdGcPnBqDB
“I was letting my teammates know that, hey, look, you lead by example, you show up, you are accountable every day and you work hard.”
Jerry Rice · Set the Standard: Montana and Rice on Teams, Trust and Second ActsExplaining why he ran every practice catch to the end zone in his first camp.14:08:31 · kYdPSVgsD7gdGcPnBqDB
“If your drink is just sitting there, now there's a problem. You want people to empty the shelves because now you can get the reorders.”
Jerry Rice · Set the Standard: Montana and Rice on Teams, Trust and Second ActsOn what retailers actually care about when they stock G.O.A.T. Fuel.14:29:55 · tpnhpYkxYAjQmUXGTPMQ
“If my name is on it, it got to be 100% real.”
Jerry Rice · Set the Standard: Montana and Rice on Teams, Trust and Second ActsOn why the drink is all natural and certified safe for tested athletes.14:30:43 · tpnhpYkxYAjQmUXGTPMQ
“I didn't want to become known as a sports investor.”
Joe Montana · Set the Standard: Montana and Rice on Teams, Trust and Second ActsOn why Liquid 2 Ventures ruled out sports deals from the start, even at the cost of missed winners.14:33:28 · uiImZA1JM5FSyEB9V6BH
“We don't lead rounds. We don't take board seats.”
Joe Montana · Set the Standard: Montana and Rice on Teams, Trust and Second ActsDescribing the fund's seed-stage positioning, which lets founders use it as a sounding board.14:36:44 · uiImZA1JM5FSyEB9V6BH
“One of the other big reasons the company fails is the CEO usually doesn't know when to get out of the way.”
Joe Montana · Set the Standard: Montana and Rice on Teams, Trust and Second ActsRelaying what mentor Ron Conway taught him about founder transitions.14:39:33 · uiImZA1JM5FSyEB9V6BH
“It's a difficult decision, but you got to do what's best for the company.”
Jerry Rice · Set the Standard: Montana and Rice on Teams, Trust and Second ActsOn accepting a change in his own role at G.O.A.T. Fuel when a new CEO came in.14:41:47 · uiImZA1JM5FSyEB9V6BH
“When you got an individual like that, you don't try to take that away from him.”
Jerry Rice · Set the Standard: Montana and Rice on Teams, Trust and Second ActsOn Deion Sanders arriving at the 49ers with his own entourage.14:43:17 · uiImZA1JM5FSyEB9V6BH
“Every day I showed up at work, I wanted to learn something different.”
Jerry Rice · Set the Standard: Montana and Rice on Teams, Trust and Second ActsOn how a veteran mentors newcomers: by the standard he sets, not by lecturing.14:44:33 · uiImZA1JM5FSyEB9V6BH
“When she comes on, you're going to hate her.”
Joe Montana · Set the Standard: Montana and Rice on Teams, Trust and Second ActsWarning his partners before bringing his daughter Elizabeth in to run operations.14:48:16 · uiImZA1JM5FSyEB9V6BH
“I just want to tell you, you've hired a lot of good people, but your best hire was Elizabeth.”
Joe Montana, quoting one of his partners · Set the Standard: Montana and Rice on Teams, Trust and Second ActsWhat a partner told him about eight months after his daughter joined the fund.14:48:31 · uiImZA1JM5FSyEB9V6BH
“But I think the leadership every day is something that you have to buy into, and you have to prove yourself that you belong there.”
Jerry Rice · Set the Standard: Montana and Rice on Teams, Trust and Second ActsAnswering an audience question about rallying a team that is down at halftime.14:52:27 · hVIFCQIOGlBvrrimPsRH
“We need all 11 on offense to make things work.”
Joe Montana · Set the Standard: Montana and Rice on Teams, Trust and Second ActsOn why he never yelled at teammates and never quit on a struggling player.14:55:39 · hVIFCQIOGlBvrrimPsRH
“I wanted to impress this guy, I wanted to impress my teammates that I forgot the most important thing, catching the football.”
Jerry Rice · Set the Standard: Montana and Rice on Teams, Trust and Second ActsExplaining the drops in his rookie season.14:56:09 · hVIFCQIOGlBvrrimPsRH
“If you're not performing, I don't care how much you talk about what you think you can do, but you have to go out and prove that you can do it.”
Joe Montana · Set the Standard: Montana and Rice on Teams, Trust and Second ActsOn how he rebuilt his identity from quarterback to venture investor.14:59:22 · hVIFCQIOGlBvrrimPsRH
“There's got to be an outcome for everything you do.”
Patrick Bet-David · The CEO's Four Jobs and the Four Speeds That Scale a CompanyOn why he went to Harvard's Owner/President Management program with the stated goal of becoming a better CEO.15:03:38 · vrb5WQ4TnFXbuijEP4S3
“He says, there's four things you got to do. Two of them help your company grow steady, two of them helps your company grow exponentially.”
Patrick Bet-David, quoting a billionaire chairman he met at Harvard · The CEO's Four Jobs and the Four Speeds That Scale a CompanyThe origin of the four-quadrant CEO diagram.15:04:07 · vrb5WQ4TnFXbuijEP4S3
“If you want to grow linear, improve your systems, your operating systems.”
Patrick Bet-David, quoting the chairman · The CEO's Four Jobs and the Four Speeds That Scale a CompanyThe first of the two linear-growth quadrants.15:04:21 · vrb5WQ4TnFXbuijEP4S3
“There's going to be many opportunities you don't even know.”
Patrick Bet-David · The CEO's Four Jobs and the Four Speeds That Scale a CompanyOn why a CEO has to be out shaking hands and building relationships.15:04:50 · vrb5WQ4TnFXbuijEP4S3
“So I'm going to bring you $100 million and you want me to pay for the software?”
Patrick Bet-David · The CEO's Four Jobs and the Four Speeds That Scale a CompanyRefusing to pay a software vendor who also expected him to bring every insurance carrier.15:05:34 · vrb5WQ4TnFXbuijEP4S3
“If we don't go to the insurance conference now, none of this ever happens.”
Patrick Bet-David · The CEO's Four Jobs and the Four Speeds That Scale a CompanySumming up the chain from one conference to a ten-million-dollar investment with Oscar De La Hoya.15:08:07 · vrb5WQ4TnFXbuijEP4S3
“He came to the event, he did his part, he shook hands, he got deals, his business just grew.”
Patrick Bet-David · The CEO's Four Jobs and the Four Speeds That Scale a CompanyOn a sponsor who reported four times his money back from this year's conference.15:09:11 · vrb5WQ4TnFXbuijEP4S3
“I said, you leave to another company only because of leadership, because they're better builders and they're going to change your life.”
Patrick Bet-David · The CEO's Four Jobs and the Four Speeds That Scale a CompanyTelling an early PHP recruit why poaching agents with a better comp plan would not work.15:11:32 · vrb5WQ4TnFXbuijEP4S3
“Those who leave for comp will leave that company to another person that leaves them for comp.”
Patrick Bet-David · The CEO's Four Jobs and the Four Speeds That Scale a CompanyOn why compensation is not a retention strategy.15:11:39 · vrb5WQ4TnFXbuijEP4S3
“If we build a system that takes people that are doing nothing to become millionaires, the world's going to show up.”
Patrick Bet-David · The CEO's Four Jobs and the Four Speeds That Scale a CompanyThe leadership-development bet that grew PHP to 60,000 agents.15:12:16 · vrb5WQ4TnFXbuijEP4S3
“Stability of systems makes the business predictable, and you going out there shaking hands, you're one relationship away from changing your life.”
Patrick Bet-David · The CEO's Four Jobs and the Four Speeds That Scale a CompanySummarising the two linear quadrants.15:13:00 · vrb5WQ4TnFXbuijEP4S3
“I never asked him for anything. When I went to church, I asked him what do you need.”
Patrick Bet-David · The CEO's Four Jobs and the Four Speeds That Scale a CompanyOn the church relationship that later introduced him to Tom Ellsworth and PHP's top earner.15:13:22 · vrb5WQ4TnFXbuijEP4S3
“You do it too early, they collapse, they go out of business.”
Patrick Bet-David · The CEO's Four Jobs and the Four Speeds That Scale a CompanyOn the risk of expanding into a new market before the team is ready.15:19:24 · vrb5WQ4TnFXbuijEP4S3
“So you have to think about the speed of expansion and it needs to be intentional.”
Patrick Bet-David · The CEO's Four Jobs and the Four Speeds That Scale a CompanyClosing the Houston expansion story.15:19:31 · vrb5WQ4TnFXbuijEP4S3
“I definitely screwed it up a lot until I got better at it, and you're never going to be 100%.”
Patrick Bet-David · The CEO's Four Jobs and the Four Speeds That Scale a CompanyOn timing speed: when to launch a contest, a campaign, a hire or a raise.15:19:51 · vrb5WQ4TnFXbuijEP4S3
“Every single one of our systems, we do this to make it tighter because if you don't, you're just adding additional unnecessary steps that frustrates a lot of different people.”
Patrick Bet-David · The CEO's Four Jobs and the Four Speeds That Scale a CompanyOn the six-step process-cutting routine after taking policy processing from fifteen minutes to one.15:21:14 · vrb5WQ4TnFXbuijEP4S3