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How to Decide What to Focus on When Everything Feels Urgent — Transcript

by MoreMozi · 3,977 words · 593 segments · language en · Watch on YouTube

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0:00Here's 14 years of business advice in 60
0:02seconds. Sell to the rich until you have
0:04the money to sell to all the poor
0:05people. The middle is where you get
0:06killed. You lack priorities, not
0:08information.
0:09Most times it's not that you lack
0:11insight, it's that you're solving the
0:12wrong thing. Business as a whole will
0:15only be as strong as its weakest link.
0:17Your best talent you have have
0:19Your best talent is in the future. You
0:21haven't hired them yet. Lots of rules
0:23means you have dumb people. If you start
0:25making stupid rules, it's because your
0:26standards are too low. Every person you
0:28hire, you want to raise the average bar
0:30of the team. A lot of money that you
0:32want to make is on the other side of a
0:34few hard conversations. I would rather
0:36pay 50% more for somebody who can move
0:38me 10 years forward than some 50% less
0:41for someone who keeps me the same who
0:42moves me 10 years back. If you want to
0:44get bigger, get better. Better leads to
0:46growth, bigger leads to blow. If you're
0:48going to enter a new marketplace, you
0:49want to be an order of magnitude better
0:51than the existing solutions. It's 100
0:53golden BBs, not one silver bullet, that
0:55creates the outsized returns. You have
0:57to let some buyers burn. The first four
0:59I work uninterrupted for the first four
1:01to six hours of my day on the things
1:03that I think have the highest leverage.
1:04If you allow everything to be urgent, it
1:06means that everything's a priority,
1:07which means nothing is. Priorities
1:09literally means prior, which means they
1:10come first.
1:12Entrepreneurship at the highest level is
1:14always hiring ahead of where you're at.
1:16Branding is simply an association people
1:18make between something they know and
1:19something they don't know. Between what
1:21you say, what other people say, and what
1:22customers experience themselves, what
1:24customers experience themselves is
1:25always going to be the strongest thing.
1:27State the facts and tell the truth. Do
1:28not make promises you can keep. Brand
1:31gets you higher returns on advertising,
1:32allows you to price far above the
1:33market, and get people that once they
1:35buy from you, they keep buying from you.
1:38Always ask yourself why you can't do
1:39more. Why can't we 10x this? It's so
1:42much better to spend 100 hours making
1:44one exceptional thing than doing 100
1:46things mediocrely. What they want is
1:48value per second, not seconds of value.
1:50The magic you're looking for is in the
1:51work you're avoiding. We need to be
1:53reminded more than we need to be taught.
1:55>> Why do so many entrepreneurs get stuck
1:57chasing the next shiny thing instead of
1:59fixing what's right in front?
2:02>> I think it's a misunderstanding of the
2:04difference between problems and
2:05opportunities.
2:07What
2:08people don't realize is that your
2:10problems are your opportunities and the
2:12opportunities often become your
2:14problems. Meaning,
2:16if you have something that's broken with
2:17your existing thing, fixing that will
2:19make your existing thing better and then
2:20will ultimately strengthen the business.
2:21If you have something that's weak within
2:23this business and then you try to pursue
2:24another opportunity, you now have less
2:26attention to the things already causing
2:27problems and this one you just are
2:28unaware of the problems that are going
2:30to come as a result. And so now you have
2:31more problems and less bandwidth and so
2:34as a result, you are less likely to
2:35succeed. And so
2:39the best way to create the outsized
2:40opportunities is to solve the problems
2:42that are in front of you that you don't
2:43like solving, but that is what the
2:45business requires today. So the framing
2:47question that Leila has asked me when I
2:49when we think through this, she says,
2:50"Is this a problem Is this a missed
2:51opportunity or a problem to be solved?"
2:54And just codifying like that means that
2:55oh, this is a missed opportunity means
2:56we don't have to think about this now
2:57because it actually only exists in my
2:59mind and not in reality.
3:01The problem exists in reality and that's
3:02what you need to solve.
3:04>> How do you decide what to focus on when
3:06everything feels urgent?
3:09>> It's a prioritization issue, not an
3:11urgency issue. And so and so imagine a
3:13pilot has a flickering candle Sorry, if
3:16I just So imagine a pilot has a, you
3:18know, a cabin light that's flickering
3:20while they're landing with one engine.
3:21Okay, well, we see that we need to
3:23change the bulb here, but there's also a
3:25one engine that's on fire. We should
3:27focus on that, not the flickering light.
3:29Like if you go to the emergency room,
3:31it's literally called triage, right?
3:32Which is okay, do you have a broken
3:33ankle or do you have a heart attack?
3:35Broken ankle, you can stay here. Heart
3:36attack, go straight in. And so
3:38fundamentally like you have limited
3:39resources and so you have to be able to
3:40prioritize um and you have to let fires
3:43burn. We have to accept the fact that
3:44there's going to be problems, they're
3:45going to occur, the business will never
3:46be perfect and we have to say that's
3:48okay.
3:49>> What separates a top 1% entrepreneur
3:52from a top 0.1% entrepreneur. What you
3:54going to put?
3:54>> Most entrepreneurs think about strategy
3:57the way they think about what they want
3:59to make for dinner. And so, they will go
4:01to the refrigerator, open it up, and
4:03say, you know,
4:05"What's inside of here? Let me see what
4:06I can whip up." Rather than opening
4:09their hands and looking up and saying
4:10like, "What the [ __ ] do I want to eat?"
4:12And then go to the grocery store, going
4:13out to eat, and looking at all the
4:14potential options that exist. And so,
4:16strategy is the curation and
4:19prioritization of opportunities. And so,
4:21the curation part is that most of them
4:22are looking just with their head in the
4:23fridge and looking at six options. So,
4:25you have to be able to see all the
4:26potentialities. And then when you have
4:27all the potentials, the prioritization
4:30is says, "Of all things, which of these
4:32is the most important?" And I think this
4:33is This is where you get your 100x
4:35differences in entrepreneurs um because
4:38of what they'll call deconstraint
4:39thinking.
4:40>> People will say you should just better
4:42about to go pulling. Is that actually
4:44the right way to to take a big risk?
4:47>> Yes, so
4:48I'm a huge fan in play of plan B's. But
4:52I want my plan B to continue to level
4:54up. And so, I remember that when I
4:56started my business, my plan B was that
4:58if this didn't work and I spent all my
4:59savings on my gym, that I knew that I
5:01could drive Uber and strip. And if I
5:04could do that, I'd be able to make
5:05another $150,000 a year, take the extra
5:07cash, and then try over you know, try to
5:09start over again. Once I learned how to
5:11sell, that was the first real skill I
5:12learned, I was like, "Okay, well I can
5:14start selling cars and probably make,
5:15you know, 200, 300, 400,000 a year
5:18depending on what kind of cars I was
5:19selling." And I could do that hustle
5:20really hard for a year, and and then go
5:22back out if I really wanted to. And then
5:24once I learned how to market, I knew
5:25that I could make a million dollars a
5:26year because I could just go get leads
5:28and and sell them myself, and then ask
5:30for a significantly larger portion of
5:31the business. And so, what happened is
5:32that with every risk that I've had to
5:34take in business, the skill set has
5:37basically given me a backstop to fall
5:39back to, knowing that
5:41I can take this bigger swing because my
5:43worst case scenario is still fine. And I
5:45think that knowing that your worst case
5:47is actually not death is what unleashes
5:50you to go take big swings.
5:53So, I'm not a fan of like you know,
5:56my wife and kids need me
5:58and I have
6:00a really stable job and I've never done
6:01business before and I'm going to quit
6:03everything with no savings and you know,
6:05make this work. I mean, you will
6:07certainly have high motivation, but you
6:10might still not have the skills.
6:12And so, there's a chance that you will
6:14do a lot of damage when you could have
6:15otherwise still taken the same upside
6:17with a little bit of consideration.
6:19>> Yeah.
6:21What's a red flag to watch for at
6:23business parties that most people miss?
6:25>> Well, so if I have teammates
6:29or employees or even customers who come
6:31to me with a problem for every solution,
6:34then they are literally making my life
6:37worse at every interaction. So, here's a
6:41solution and then they give three more
6:42problems and here's another solution.
6:43Here's three more problems.
6:45I want solutions and you can show your
6:48work if you want to, but unless you have
6:50something to add,
6:52this idea is the best bad idea we have
6:54and so, we use that as like this is our
6:56best bad idea and unless somebody else
6:57has a better bad idea, this is the bad
6:59idea we're going with. And I think you
7:00want people who can come forward with
7:02best bad ideas because it's so easy to
7:03sit on the sidelines and critique, but
7:05not be willing to put your own ideas
7:06forward that are kind of in the arena
7:08for other everyone else to attack. And
7:10so, I think that is a huge red flag
7:12green flag
7:13that I think about as like are is this
7:14person always offering solutions to my
7:16problems or are they offering problems
7:18to my solutions?
7:19>> Do I need to go viral in order to build
7:21a brand?
7:22>> I am living proof that you do not need
7:23to go viral to build a brand. I think
7:25you need to do tremendous amounts of
7:26work and demonstrate expertise over a
7:27long period of time in different
7:28conditions that shows a specific avatar
7:32that you can help them with their
7:34specific problem. That's basically it.
7:36And so, in a lot of ways,
7:39virality and there's tons of people who
7:40have clips that hit lots and lots of
7:42views and I'm sure if you go over the
7:43profile they don't actually have many
7:44followers at all. And so like if you're
7:45a one-hit wonder,
7:47uh that nothing really happens. Like you
7:49have to be able to turn that attention
7:52into
7:53something meaningful for you. And so the
7:55big difference here is that there are
7:57entertainers and there are educators.
7:58Educators are typically going to show
8:00that they can they can solve a problem
8:01for somebody and then that leads to
8:02services or products of some kind.
8:04Entertainers, the entirety of their goal
8:07is to simply get attention and then sell
8:09your eyeballs to an advertiser in the
8:12future and that is the media business.
8:13And so people think of like of like
8:15okay, I should copy these entertainers
8:17but the vast majority of businesses do
8:19not need entertaining content. They need
8:21educational content and then as a result
8:23have that lead to products and services.
8:25So no, you do not need your brand to go
8:26viral. A brand can go viral if lots of
8:30happy people talk about your stuff,
8:32which is I think the slow grow or even
8:35fast grow way of getting where you want
8:37to go.
8:38Like I think the top video I have in
8:40total has like 7 or 8 million views.
8:43That's not mega viral, but I have made
8:45like
8:46I don't know, 100,000 pieces of content.
8:49Should I focus on quality or quantity?
8:51We actually internally call this
8:53qualume, which is how do we do quality
8:56volume? And the I think the answer to
8:59that is more around capture than
9:02manufacture. So what does that mean? You
9:04have certain things that you do in the
9:07regular course of business every day
9:09that's you living. And
9:11the answer is not let me just capture
9:13all of this and then post it up there
9:15cuz that's not going to be quality,
9:16right? And so it's more being deliberate
9:18about how you can choreograph or
9:21structure or pre-package the way you do
9:24things in a way that creates content
9:28from doing what you're already doing
9:30where you're going to have significantly
9:31more volume than you otherwise would. So
9:33I'll give you an example. So like if I'm
9:34a dentist,
9:35I want you like let's say you say you
9:37see 50 patients a day. I'm making it up.
9:41Well, we know that they're going to get
9:42greeted at some point. We know that
9:43they're going to get worked on at some
9:44point. We know that they're going to
9:45walk out and probably have some sort of
9:47uh experience before and after, right?
9:49And so, all we need to do is set up a
9:51camera on the before, during, and after,
9:53three-term contingency, by the way.
9:55Before, me or like bad, me good. Very
9:58simple. All right? And so, you structure
10:00your life so that you can demonstrate
10:02that relationship over and over again,
10:04so that you can create a high volume of
10:06high-quality content.
10:08>> How should I be thinking about making
10:10content in 2026?
10:12>> So, we're at the convergence of paid and
10:15organic. And in each of those settings,
10:18the people who are succeeding the most
10:20are making the most total content
10:21overall. And so, there's a number of
10:23strategies that you can do to make [ __ ]
10:25loads of content. So, number one, you
10:28can have AI in-house making tons and
10:31tons of statics, doing tons and tons of
10:33posts for you, so you can have a team of
10:3510 that works like a team of 100. That
10:37is a centralized approach to this. The
10:39decentralized approach is where you have
10:41an army of people,
10:43UGC creators, etc., user-generated
10:44content, uh who do reviews of your
10:47stuff. They post organically, and they
10:49do it for a commission. And so, the goal
10:51is basically, how can I build this
10:52community of call it super affiliates or
10:55affiliates that are making, you know,
10:57five posts a week times a thousand of
10:58them, it's five thousand posts a week.
11:00That allows you to decentralize it. I
11:01think that is the better of the two, um
11:03but you'll have less control, which is a
11:04downside and depends on the type, you
11:06know, business you're trying to build.
11:07And so, functionally, it's either
11:08decentralizing externally or
11:10AI-enhancing internally, and those are
11:13probably the two primary strategies for
11:15hitting volume. In terms of brand,
11:19I would be thinking about live and
11:21interactive and demonstration. How do
11:24you do things that AI cannot do in the
11:26real world and do in a way that your
11:28competitors will have difficulty
11:30cloning?
11:31>> Is AI going to replace all of us?
11:33>> I don't think AI is going to replace all
11:35humans. I think it'll replace some of
11:37the work that humans do.
11:39But if we look at, you know,
11:41let's take a simple example. Uh chess,
11:44right? Robots can do chess better than
11:46humans can do chess. They can beat
11:47everyone.
11:48But chess has grown in interest over the
11:51last however many years. And so, like,
11:53how can that possibly be when there's a
11:54robot can then beat everyone? Because
11:56people care about stakes. They care
11:58about, like, real drama. And so, to put
12:02a different example to this, like, will
12:03AI replace Mr. Beast's videos when he
12:06says, "Here's $5 million and I put 10
12:09people on an island.
12:10Uh let's see." Well, if you had an AI
12:12exact clone of that video with 10 people
12:14who didn't exist,
12:16um
12:16and the $5 million wasn't real, no one
12:19would care because the stakes is what
12:21makes the video, right? And so,
12:24that means that right now in the future
12:25it's going to be leaning more towards
12:26things that are reality-based,
12:28IRL-based. Like, are there real-life
12:30stakes? This is where live streams will
12:32always be recordings. Like, there
12:33there's going to be experiential, like,
12:35concerts aren't going anywhere, right?
12:37People still want to go to that stuff.
12:38If you want to go to a stand-up comedian
12:40show, like, people want the experience.
12:42And so, those things AI will not replace
12:45uh anytime soon. And so, I think it's
12:47just knowing what are the things that
12:49we're doing that uh do not have stakes,
12:52that are not IRL, those are the things
12:54that are most at risk.
12:59I also think that the industries that
13:01are most likely to get disrupted from a
13:04content perspective are inversely
13:06proportional to the amount of risk that
13:09the consumer takes on by listening to
13:12the influencer that is talking. So, for
13:14example,
13:15uh a pure entertainment, like, meme
13:17style thing, yes, I think AI can replace
13:20that.
13:21Uh hot girl on beach with butt pictures,
13:24absolutely can uh get replaced with AI.
13:27Then you start crawling this way. You're
13:28like, beauty influencer who's now doing
13:30reviews on stuff and give you tactics on
13:31how to put makeup on.
13:33The risk of buying lip gloss or eyeliner
13:37and then using it based on what this
13:39influencer said that's AI, pretty low.
13:42So, do I think that there's a high
13:43likelihood of disruption there? Yes.
13:46Now, you move on to personal finance.
13:47Like, how I spend my money. Okay, the
13:49stakes are a little higher here. What
13:50about taxes? Okay, if I mess something
13:52up here, I could go to prison, right?
13:53You go into business, and then you go to
13:55enterprise, right? Like, the further up
13:57you go this way, the margin for error
13:58goes down, and the more likely you want
14:00an influencer who has real-life proof.
14:02So, for example, if you look at even on
14:04the personal finance space, like,
14:05there's tons of UGC beauty beauty
14:06influencers, and there's already AI
14:07that's disrupting that. AI has disrupted
14:09porn, right? Alt Earth is actively doing
14:11that. But, if you look at the biggest
14:12influencers in the personal finance
14:14space, almost all of them have huge
14:15credibility behind them of things that
14:17they've done, things they've
14:17accomplished, et cetera, that gives
14:19their advice credibility. Right? And the
14:21thing is is that AI will not have
14:22credibility in the real world for a
14:24while. And so,
14:27you just need to lean on proof,
14:29which decreases the stakes for the end
14:31user. So, everything comes down to
14:32stakes.
14:33>> Forget.
14:34>> How do they keep themselves from being
14:35lazy and complacent to tools?
14:40>> I think you should totally be lazy and
14:42complacent with the tools. I just think
14:43you should take all the time that you
14:44get back and then just do like 100 times
14:45more using the tools.
14:47So, it's like,
14:48let's say I work an 8-hour day using a
14:50shovel. If there's a bulldozer, should I
14:53only work 10 minutes to, you know, dig
14:55the horse grave, or should I work 8
14:58hours using a bulldozer and do the
15:00entire field and have like the next year
15:02of work done? You just get 100x
15:03leverage.
15:04>> So, what's interesting is that there are
15:06psychological and logical solutions. And
15:08so, most of the time when we are in
15:10business, we always try the logical
15:12solutions first. If you've tried two or
15:14three logical solutions to solve a
15:15problem, you might want to consider a
15:17psychological solution, which is
15:18something that is irrational or
15:19illogical, but still solves the problem
15:21in terms of a human behavior change. And
15:23so, the simplest example I think Rory
15:25Sutherland brought up in his book um
15:27is
15:28it if you have people complaining about
15:30elevators being too slow, you can try
15:31and spend hundreds of thousands of
15:33dollars on a faster elevator. Or, you
15:35can put mirror in the eleva- uh you can
15:36put a mirror in the elevator, and then
15:38people stare at themselves, and they
15:39pick their teeth, and they forget that
15:40they're in the elevator while they're
15:41riding it. And they did the same thing
15:43with uh you know, the the trains uh in
15:45the UK. It's like you spend a billion
15:47dollars trying to make the trains faster
15:48or just simply telling people how many
15:50minutes they have to wait until the
15:51train comes allows them to not feel like
15:54their time is wasted cuz they know
15:55exactly how long they have to do
15:56whatever they're going to do. And so, in
15:58those situations, it was a psychological
16:00solution rather than a logical solution
16:01that solved the problem. And so, if
16:02you're stuck on something, try and think
16:04of something totally crazy. Like, "Hey,
16:06what if I just put something on top of
16:07my pricing menu that was 100 times as
16:09expensive? Let's see what happens
16:10there." It is irrational, but it still
16:12could absolutely work.
16:15>> What business should I start in 2026 to
16:18make money?
16:20>> So, this is how I think through
16:21opportunities at each income goal level.
16:23Which, by the way, starting a restaurant
16:25that's really successful and building a
16:27billion-dollar software company takes
16:28the same amount of life.
16:29Uh one just has a much more capped
16:31upside. That said, if I wanted to make
16:33$100,000 a year, uh sales career is
16:35probably the easiest thing um that you
16:37could get into. Uh if I wanted to make a
16:38million dollars a year, I would probably
16:40look at a local business uh or an
16:43education business. Those are both
16:45pretty straightforward to start um and
16:47can make a million bucks a year
16:50without huge amounts of skill.
16:51Um if I was trying to get $10 million a
16:53year, I would try and pick a low churn
16:58uh business. So, basically, you do the
17:01same activities you do in the $1 million
17:02business except you just have a product
17:04that people keep buying, and then 5 10
17:05years later, all of a sudden you have a
17:06$10 million business. The difference is
17:08that that that local and sometimes it's
17:10education businesses are faster to make
17:12that million. They just never get to 10
17:14or 100 because people your your work
17:17never stacks.
17:19Uh if I was doing if I wanted to go for
17:20a hundred million dollars a year, uh
17:22it's the same thing as the 10. You're
17:24picking a permanent revenue vehicle uh
17:27that you're chasing after, but you now
17:28have a monster uh front end in front of
17:31it in terms of your ability to acquire
17:33customers. Uh and then finally, if I was
17:35trying to get to a billion, um there's a
17:37number of ways of hitting a billion.
17:39Uh the fastest way to hit the billion is
17:41software.
17:42Surest way to hit it is just having a
17:45low churn vehicle like insurance
17:47premiums that go over time
17:49um
17:50or
17:52buying, you know, through M&A and
17:54combining businesses that are of similar
17:55kinds. Um
17:57Brett Jacobs has a great book uh you
17:59know, a few how to make a few billion
18:00dollars
18:01uh where he talks about this.
18:03Um but yeah, that's that's how I think
18:05about this. But what's interesting is
18:06that
18:07like what changes your activities is
18:08literally your goal. And so, I think
18:11someone else said this, but hundred
18:12thousand dollar goals are the most
18:14common goals, which are actually why
18:15they are some of the most competitive um
18:17because everyone's competing for them.
18:19And so, like going after billion dollar
18:20things sometimes it's like you're only
18:21competing against 20 people instead of
18:22200,000 or 2 million.

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