The highest returns on capital we get as entrepreneurs as talent. Like full stop. Where else do you get 10x, 20x, 100x return so reliably? If I'm thinking from the like I really have to fill this role angle, it's like usually not the right person. If I'm thinking like I don't even care if I have a role for this person, I have to get them in, it's usually the right person. Once you get to like 5 million in revenue, that's what you have to become as a collector of people. It's pattern recognition, especially when it comes to talent. You have to grow fast. And I do think that's a virtuous cycle. The faster you grow, the more talent you get, which grows you faster. And so it can also be vicious in the other direction. It's mostly vicious in the other direction. Yeah, yeah. I'm hiring for about six or seven roles. What mistakes you think I'll likely make? Like if somebody comes in as a C-level executive and has no network of people that they've worked with in the past, that's weird. Who have you hired recently that is significantly better than you or has taught you something? Who takes you to school? This is something that I can only say now with 14 years of business experience, which is, I feel like I can rule the world. I know I could be what I want to. I put my all in it like no days off. On the road, let's travel. I just like, I think Sean does this as well. You think in frameworks. I don't think like that at all. That does not come naturally to me. And whenever I hear

you, we have a mutual friend, Ryan Dice, and Ryan was like, he was like, making me feel like a jerk. He was like, you don't think in frameworks? Like, how do you learn something and then think how you're going to teach it to your team or whatever? And I'm like, I don't know, man. I'm like a Neanderthal. Like, I just kind of like float by life sometimes. And I just like, I don't like reflect and think in a framework.

But you do that.

I think frameworks happen when you have to reteach or reuse the same thought process

over and over again.

And so rather than re-deriving the same decision set, you create a framework to give

yourself mental shorthand.

And so I think it's just like, I created the scaling, like you were at the implementation

workshop, like the Mose6 or whatever. It's like more metrics, market, model, money. And then

underneath the model, there's, you know, four offshoots and then finally manpower. So it's like,

these are the six reasons that people get limited in their business, right? And that was because I had to think, like, okay, I've done so many Q&A calls. There has to be, there is a decision trade. Like, it might be more complex than I thought it was, but there is a decision tree that I'm going through. And so just actually crystallizing that. And so you totally think in frameworks, you just haven't documented them. That's my two cents.

That's my opinion. Well, like you had this cool, like I've been watching your, I think I told you the other day, I was watching your content, not on tactics of making money, but on tactics of leadership and management. And you had this cool thing called the diamond. Yeah, it's great. It was like basically

for the listener, it was like, if you have an employee who's not doing what you want them to do, they're either they don't know what you want done, they don't know how to do it, they weren't motivated or they don't know, I think, when that you want it done. Yeah, or there's something blocking them. Yeah. And when you come up at something like that, is that something that you make up?

Or do you read other books and you steal like cool bits of inspiration and you repurpose them for your need?

So honest truth, I really don't read as much as I probably should.

Almost all my stuff just comes from like me doing it and then saying, man, there's got to be an easy way to describe this if i happen to

come along some sort of you know if there's some coincidence i see that as corroboration of an idea

but yeah no i really don't consume anyone else's stuff for for like inspiration i like i have enough

shit going on every day i have tons of stuff to talk about and so yeah no the management document

was like,

all right, fundamentally, people don't do stuff for a reason. I have to figure out what that reason is. And if there's a way that I can have a framework that I can have for this conversation that makes it less like, how do I not attack the person? Rather than say, like, you are a least piece of shit. It's like, that's unlikely to be productive and also probably not the real cause of why they're not doing

things because most people do prefer to stay employed and also probably not the real cause of why they're not doing

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