Either you're micromanaging people or you give them complete freedom.

And either end of that results with usually negatives.

Having people that are mismanaged is not a problem.

It's really a dichotomy that the leader needs to learn how to manage of how do I not give people complete freedom, but also not overly micromanage people.

How do I meet in the middle and manage people in a way

that makes doing their job easier, not harder?

How do you create an unshakable business? I cross $100 million in net worth by the age of 28.

Now I'm growing acquisition.com into a

billion dollar portfolio. In this podcast, I share the lessons I've learned in scaling big

businesses and helping our portfolio companies do the same. Buckle up and let's build.

This is one of the shadow sides of like what I do and even what I teach, right?

I'm helping people primarily start a solopreneur type business where they don't need anybody else.

And there's enough tools and free and pay to create a six, multi six, even even seven-figure business without a single person on your

team, really. You could get away with it. And even those that have somewhat of a team, they might just be

like contractors here and there. So I think one of the negatives of that is it's very self-oriented

by the nature of it. And for someone like me, I can speak only for myself.

I mean, I hear my students talk about this as well, and everyone's personality is different.

But I'm introverted by nature, and I'm happy to, like, whittle away at something on my own.

And I didn't have any experience running a company with teen.

Like, I didn't want to be a business owner.

I wanted to be a rock star.

And that dream kind of died and became an audio engineer.

...