Prática de Shadowing: Hormozi's Best Advice - Aprenda a falar inglês com vídeo
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Alex Formosi is one of the greatest entrepreneurs of our generation.
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I made more in a year than the CEOs of McDonald's,
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Ford, Motorola, Yahoo, and IKEA combined as a kid in my 20s.
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He did $106 million in sales in a single weekend, and today his companies do over $250 million a year.
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And he knows exactly why you're doing everything right but still losing, why your plan to get rich is keeping you stuck,
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and why you're working hard but falling behind.
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and he speaks from experience.
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In his 20s, he was running nine businesses at the same time.
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I had a dental agency, marketing agency.
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I had a chiropractor marketing agency.
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I had gym launch where we'd fly out and do gym turnarounds.
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And then I had five gyms of my own.
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Jesus.
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At the same time.
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And I was somehow perplexed as to why I wasn't making any money.
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I was, there's like, everything was always on fire all the time.
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And I always just sold my ass off enough to be able to pay all the bills and have nothing left over.
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That was the, that was how I rocked it.
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And it was only, you know, when Layla came in and she was like,
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you know, I think maybe if we just did one thing, you could win.
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Because she was like, imagine if all you had to do is make one of these businesses work.
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How easy would that be?
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I was like, oh, my God, the only one of them work would be a joke.
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And like I heard myself say that and I was like, you're an idiot.
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Why are you so dumb?
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And so like the treat that I was missing at that point was focus and or discipline.
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I couldn't say no. I didn't have that muscle, so that was a trait I lacked.
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And so it's like, boom, and then that blew up.
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So while he was juggling nine businesses, he wasn't making any money.
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But as soon as he focused on one, it took off.
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Scattered focus is one of the main reasons you're not seeing any results.
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There are a few more, and Alex speaks with so much authority on this because he's made every single one of these mistakes himself first.
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The first thing he learned, pick one ladder.
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Ambitious people are especially bad at this because they see opportunities everywhere.
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Alex explains it with a wall.
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On the other side is the success you want.
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And to get over it, you need a ladder that reaches the top.
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So you start building.
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You put four rungs on one ladder, then four on another, then start a third.
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The problem is that none of them reach the top.
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But the idea, the fallacy is that, oh, I'll just do all three or four of these things and I'll see which one works.
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When the reality is that any of them work, but none of them will work unless you work on one.
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But if you take the rungs off the other ladders, stack them on one, and you're over.
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What's crazy is that this literally happens at all levels of business.
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Like people who are starting out trying to start five things, people who are like their second or fifth year.
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I talked to a guy last night who has a really good business, really good margin, 50% margins, has great revenue retention.
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He was in cybersecurity.
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People stay with him.
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People pay.
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He has no problem getting customers.
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He has no problem delivering on them.
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I was like, what's the problem?
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He's like, me.
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He said, I just, I get bored.
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He's like, I just want to start more things.
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And I'm like, yeah, you got to stop that.
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And that's exactly how a plan to get rich keeps you stuck.
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often it's three plans at once, each getting a third of you.
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So zoom all the way out.
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Think of somebody who gets better every single year and works on the same project for 20 years.
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You'd be like, my God, that guy's probably really fucking good.
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And what's interesting about this is that it doesn't matter what project the person works on.
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You do 20 years of reps and you do nothing else, you're going to be good.
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And so if you know that that's a fact, that's a certainty, that you're going to be good with 20 years of practice,
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then the objective is to just get 20 years of practice in one thing and stick with it.
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So like your plans aren't working because the plans are wrong.
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The plans aren't working because you're not working on the plan.
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The hard part about the plan is not creating the plan or even following the plan.
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It's sticking with the plan.
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That's the hard part.
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Once you've committed to one business, the new ideas start showing up inside it.
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But Alex has a simple order for deciding which ones get his time.
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When we're organizing opportunities that we're going to pursue with a business, is we look at what are the ones
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that we have the absolute highest likelihood of success that we need no new skills and no new effort.
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If we can do that, or the least amount of new effort and no new skills, that would be the first thing we're going to do.
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And then once we take off all the ones that take basically no effort and no extra skills,
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we're like, okay, which ones take more effort and still no skills?
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And then once we do that, then we're like, okay, now we can start learning a new skill.
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And of the different skills that we could learn,
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which of these is going to give us the highest leverage as in most output for the least amount of input.
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And that's pretty much how we tick down which of these opportunities we want to pursue because those have the lowest
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likelihood of not happening.
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It's really tempting to do this backwards, to chase the exciting new thing and leave the easy win sitting in the business you already have.
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And I know because I've faced this more than once myself.
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So after you decide on one thing, you still have to do more than feels reasonable to get any meaningful results.
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Otherwise, most people decide the idea was bad and start another ladder.
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So what should you fix first?
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The first thing you do is you do more.
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And for most small businesses, they're doing so little and think they're doing so much.
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And it's a huge gap in understanding.
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And so I'll tell this story that's probably the easiest way to explain it, which is when I had my first gym,
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I called up a mentor.
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He had 20 locations.
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I said, how do you advertise?
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He said, I use flyers.
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I said, okay.
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So I put 300 flyers out.
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It didn't work.
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I called him back.
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I was upset.
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I said, WTF?
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He said, slow down.
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What was your test size?
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And I said, what do you mean?
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He's like, well, your test size.
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So like, I mean, the 300 wasn't the only amount that you put out.
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I was like, well, yeah.
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It's like, well, our test size is 5,000 flyers.
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And then once we have a winner, then we do 5,000 every day in terms of flyers that they put on cars to get people in.
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And so over a 30-day period, he would be putting out 150,000 flyers.
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And over a 30-day period, I put out 300.
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So his mentor was putting out 500 times as many flyers.
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but Alex thought the flyers were the problem.
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He thought 300 was a fair test, but he had no idea how much the guy who was actually winning did.
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Years later, with a $46 million exit behind him, he made the same mistake again.
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Most small business owners have no idea how much more volume the guys who were ahead of them put out.
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I remember having a conversation at the very beginning of me deciding to make content after I sold the company, where I said, hey, you know,
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I really want to learn this Instagram game and content game.
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And so I talked to somebody who's
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He was a big, big influencer.
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And I said, you know, can you analyze my stuff and tell me what I'm doing wrong?
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And he said, dude, you're not doing anything wrong.
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You're just doing too little.
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And so he said, pull up your Instagram.
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I pulled it up.
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And I think I was doing like a post every other day or something like that.
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And he's like, dude, I got four posts a day.
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And I was like, whoa.
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And then he said, pull up your LinkedIn.
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And I don't think I posted on LinkedIn.
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He's like, I got 10 posts a day.
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And he's like, pull up your Twitter at the time.
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Now X.
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It's like, nothing, right?
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So he went side by side.
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He's like, I'm putting out 70, 80 a day, and you're putting out one every other, and you're complaining.
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And I was like, got it.
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So even when you're doing the right things, you might just be doing way too few reps.
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That's how you end up doing everything right and still losing.
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It's also how people who work hard fall behind.
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Being tired feels like progress, but tired only means the work was hard.
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It has nothing to do with whether it was enough.
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But more attempts only pay off if you learn from them.
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So make every batch teach you.
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acquired and that volume has a great feedback loop for skill
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because you do these iterations and you will suck and
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that is okay and as long as you like the process
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that i have for improving any part of any system is just do a tremendous amount of volume let's say
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we do 100 whatevers we look at the top 10 of the ones
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that got the highest response rate of the ones
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that got the most views or the ads
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that got the most clicks
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we say okay what was different about these top 10 percent compared to the other 90
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and so the next 100 we do we say let's just try
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and just do the thing we did in the top 10%, we do it again.
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And that continual refinement process has been key to all the stuff that we've done.
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It's just look at what worked, do more of that.
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That's what the Flyer mentor was doing.
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He tested 5,000 to find a winner, then put out 5,000 a day of the one that won.
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So if volume matters this much, it'd be reasonable to think that we should just pump out as much as we can.
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But Alex says there's a catch.
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And so the thing is, is that it's so much better to spend 100 hours making one exceptional thing than doing 100 things mediocrely.
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And now, Some of that's like wait a second.
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How does that contradict with you got to do lots of quantity?
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Quantity matters because it teaches you how much work it takes to create quality.
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And so once you learn and this is like
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if you look at I like youtubers
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because it's it they have really well documented like work cycles
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and you can see all their product and marketing in the same place.
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Is that in the beginning many of them make more videos
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and then over time they realize that if they make a better video it has outsized returns.
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So, hypothetically, you're putting in the reps, you're doing the volume, but the results are still falling short of your expectations.
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Then it's your job to find the step that's broken.
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Because every day that you're working hard and smart, but still not reaching your goals, you're paying what Alex calls the ignorance tax.
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It means you have no idea what you're doing yet.
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You don't know what you don't know.
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And the only way you pay down that tax is that you test and you iterate.
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And so you just want to get as many no's out of the way, as many failures out of the way, because you're not actually failing.
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You made progress.
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It wasn't yes or no. Did it work or not?
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It's how well did it work?
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And I think if you can make even that frame shift, you're like, okay, well, I'm reaching out to people.
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They're responding, but I'm not getting them on the phone.
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Okay, well then you have a scripting issue.
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Okay, then you get them on the phone.
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Okay, well they're not buying.
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Okay, well then it might be an offer issue.
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It still might be a sales issue.
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Depends on why they're not buying.
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If they're saying, you know, it's price, it's like you might be mispriced, but you also might just be really terrible at explaining the value.
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And so you just continue to work your way down until eventually someone's like, yeah, that sounds good.
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And they read you their credit card over the phone and you're like, holy shit, this is actually happening.
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And you make your first dollar.
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Notice the question he keeps asking, which step is breaking?
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The replies, the calls, the offer, the price, each one has a different fix fix and the same question scales up.
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This is how it sounds when Alex looks at a company that's already working.
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So we want to invest to a company.
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We come in and a lot of times, right?
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Like in we're in like the diligence part of the deal cycle.
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And I say, okay, so you've got five sales guys and you're spending 5,000 bucks a day on ads.
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That's your primary way of getting leads.
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Why aren't we spending 50,000 a day?
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I just asked the question, like why, like what stops us from something's 50,000 a day.
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And then a number of things will come up.
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And then the question is, how soluble are all those things?
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Now, if they say, well, whenever we spend more money, our row eyes goes down,
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I'd be like, okay, I would see that as your ads suck.
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Great.
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If they say, we can't handle the call volume, then I'd be like, oh, you don't know how to hire, recruit, and train salespeople.
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Cool.
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If they say, oh, we could, it's just that we couldn't deliver based on the promises that we make,
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because we have a lot of high touch service.
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Like, okay, So you need to, we need to systematize more stuff on the back end and get better training in place on the back end.
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Ideally, maybe bring someone in who's ruling, you know, ruling that, owning that rather than the founder who's split between too many places.
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Right.
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So like you can, you can quickly understand where the constraint of the business is by simply asking, why can't we 10x this?
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Right now.
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For a lot of founders, the biggest constraint is the same one the cybersecurity founder had, the business owner himself.
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If the business relies on you to get customers, which is very common in founder-led companies, like you're the breadwinner, you're the promoter,
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you're the one who brings the business in, this is one of the biggest risk factors in business because this is why you can't leave.
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And when you do leave, the revenue goes down.
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And it's very scary because everything relies on you.
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And what's tough is that it feels good in the short term to have everyone rely on you, right?
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It feeds your ego.
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It makes you feel important because you're like, I'm irreplaceable.
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I'm a special snowflake.
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I am a unique human being with unique skills and therefore I am important.
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But the idea is that you actually, in order to make an important business, you need to become less important.
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So if the business stops when you stop, congratulations, you've just built yourself a job you can't quit.
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But every fix so far assumes the idea itself is actually good.
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But sometimes it isn't, and that's when you have to decide whether to push or pivot.
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it.
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Every founder hits the question at some point and Alex answers it with two kinds of failure.
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So there's kind of like good failure and bad failure.
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So good failure is like, I tried something and I saw that it didn't work and I realized what I need to do instead.
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And I'm going to iterate continuously.
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Bad failure is where I have an assumption that the world of the conditions were going to be this way.
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And my assumption was false.
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And so if I believe that people really wanted to have a dog
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Zoom calls or whatever, right?
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Zoom made for dogs.
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Let's just take a ridiculous example.
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Well, then I would have to take a couple of need to believes of like, in order for this to be successful,
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these four things would have to be true.
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If I find out after starting some iterations that one of my three
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or four assumptions that underpin this being successful long-term is not true, then I should not keep trying to pursue this.
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And that is where I would say we need to pivot in a situation where none of the conditions that I,
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or none of the need to beliefs have changed.
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All of those conditions are still the same and it's a deficiency in skill, then that is where I would push.
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Now, how long will it take is gonna be completely predicated on how quickly you can learn
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and the quality of that feedback.
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So write down what has to be true for your idea to work.
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When it gets hard, if all the elements still hold true, keep going.
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But if one turns out false, change direction.
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And while you're pushing, keep in mind, Alex runs two very different time horizons.
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Expand the time horizon that you measure your output on, but shrink the time horizon that you measure your inputs on
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so measure what you do today faster
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but measure what happens from what you did today longer
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that's it like find people ahead of you figure out what they did
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if that's what you want to learn do the inputs
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and measure them quickly short-term get feedback and then don't
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and then wait a long time until you get the outcome
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that you want but I I would say instead of optimizing for the outcome, I optimize for progress.
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Because when entrepreneurs flip those two time horizons, they quit on things that just needed more time.
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Do all of this and there's a good chance it works.
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You focus, you put in the volume, you fix what's broken, and eventually you get over the wall.
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But that brings up a question that's really easy to skip.
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What are you climbing for in the first place?
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Alex admits he's still working this one out.
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Someone gets to a few million dollars a year and they're like, that's it.
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I made it.
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I made it.
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And I have to fight against this is what I'm working on.
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I see that and I'm like, out of the game.
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Like, he's out.
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He's out.
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Done.
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Quit too soon.
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Yeah.
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Yeah.
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Like, there's so much juice left to squeeze.
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Right?
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But then it's like, the thing is, is that the juice that comes out is your output.
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And the thing that's being squeezed is you.
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But he's also not telling you to stop working.
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He tried that once and it made him absolutely miserable.
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And so I remember when I sold gym launch, there was a year that I more or less took off.
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I had all these kind of existential crises that I was going through
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because all I had been doing was just working, working, working.
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Then I hadn't like put my head up to like look around and smell the roses per se.
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The problem that I had was that when I was smelling the roses, I was miserable.
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I was very sad.
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And the sadness for me came from the thing that I had
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that was most reinforcing my life was the work that I was doing.
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That was the thing that I enjoyed the most.
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And so not having that actually created a huge loss for me.
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The work itself is what he loved.
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While most people unwind by watching TV, playing video games, listening to music, going out with friends, his favorite thing was to actually work.
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Let me tell you this story.
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So my first gym ever, I had my first manager who worked there.
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And he was a trainer.
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He was awesome.
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Best trainer I ever had.
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And I promoted him to manager.
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and with that pay raise, um, he went from something in the neighborhood of like $25,000 a year as a trainer,
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uh, paid by session to getting a salary of like $45,000 a year,
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which for me was a ton of money at the time when I was paying somebody else.
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Right.
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And, uh, he did it for six months, crushed it, did an amazing job.
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And he said, Hey man, can I talk to you after work today?
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It was like, yeah, sure, man.
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What's up?
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Like you're like, you're doing great.
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Whatever.
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He says, um, Hey, I, um, I don't, I don't want to be, I don't want to be manager anymore.
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And I was like, what do you mean you're quitting he's like no no no
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I I just I just want to be a trainer
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and I was like but I mean
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but you realize your your pay would get cut in half like
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that like that doesn't really make sense and he just looked at me
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and I still remember this to this day he looked at me he's like I'll just be poor then and I
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and I it was like it was like it was like a it was like a bomb dead day
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I was like and I looked at it I was I was literally speechless then I just said I respect it,
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but I will never understand it.
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And the thing is, is that he is to this day, I got to see him.
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I got to see him three weeks ago.
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First time in like 10 years.
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He was then the happiest person I've ever met.
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And today, or when I just saw him, just as happy.
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And he's like, dude, I mean, I can't believe that we were starting that gym and you were at the floor.
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And, you know, we were canning some of those old stories.
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He's like, look what you have, man, all this stuff.
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and I was like, dude, you won.
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Like, I'm still trying to catch up to you.
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Alex Hormosey, with everything he's built,
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telling the trainer from his first gym that Alex is the one that's actually trying to catch up to the trainer.
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Ultimately, the trainer knew early which work he wanted to spend his days on and he was willing to pay for it.
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And that's the last way to do everything right and still lose.
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You can climb the wall, you can reach the top, and you can find out that it was someone else's.
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So pick one thing, put in more work than feels reasonable, learn from every batch, and eventually, win.
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Just make sure it's a wall you want to be on the other side of.
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And money is a big part of it, of course.
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But the bigger prize is a life you're proud of, doing work you love with the people you love, and the health to enjoy it.
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Build that, and you'll know you've won.
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Vocabulário e dicas de fala para esta lição
Esta aula de conversação usa o vídeo “Hormozi's Best Advice”. Este vídeo tem 344 frases e 3977 palavras para praticar shadowing. A fala dura 18:01. O falante fala rápido, cerca de 221 palavras por minuto, então espere sons ligados e reduzidos. 87% das palavras estão entre as 3.000 mais comuns do inglês, por isso o vocabulário é fácil de acompanhar.
Vocabulário principal deste vídeo
15 palavras do vídeo que vale a pena aprender, com pronúncia e significado:
| Palavra | Pronúncia | Significado |
|---|---|---|
| trainer substantivo | /ˈtɹeɪnɚ/ | treinador, treinadora |
| flyer substantivo | /ˈflaɪə(ɹ)/ | voador |
| founder substantivo | /ˈfaʊ̯n.dəː/ | fundador |
| ladder substantivo | /ˈlæd.ɚ/ | escada |
| horizon substantivo | /həˈɹaɪ.zən/ | horizonte |
| output substantivo | /ˈaʊtpʊt/ | produção |
| skill substantivo | /skɪl/ | habilidade, talento |
| feedback substantivo | /ˈfiːdˌbæk/ | comentário, avaliação |
| rely verbo | /ɹɪˈlaɪ/ | contar com |
| pursue verbo | /pɚˈsu/ | perseguir |
| assumption substantivo | /əˈsʌm(p).ʃ(ə)n/ | suposição, pressuposição |
| mentor substantivo | /ˈmɛn.tɔː/ | mentor |
| zoom verbo | /zuːm/ | zumbir |
| suck verbo | /sʌk/ | chupar, sugar |
| juice substantivo | /d͡ʒuːs/ | sumo, suco |
Phrasal verbs que você vai ouvir
| Palavra | Pronúncia | Significado |
|---|---|---|
| put out verbo | colocar/botar/pôr para fora | |
| pull up verbo | /ˌpʊl ˈʌp/ | puxar para cima |
| take off verbo | tirar | |
| fall behind verbo | atrasar | |
| find out verbo | descobrir | |
| get over verbo | superar | |
| go down verbo | descer | |
| blow up verbo | explodir |
Frases que vale a pena repetir
Frases curtas e completas do vídeo que você pode usar na conversa do dia a dia:
- Why are you so dumb?
- I was like, what's the problem?
- I said, how do you advertise?
- What was your test size?
- What are you climbing for in the first place?
Gramática neste vídeo
As estruturas que o falante mais usa, com as palavras exatas do vídeo:
| Estrutura | No vídeo |
|---|---|
| Present perfect have/has + particípio passado — uma ação passada que ainda importa agora | you've committed · I've faced · has been |
| Orações relativas who / which + oração — informação extra sobre uma pessoa ou coisa | people who are · somebody who gets · guy who was |
| Voz passiva be + particípio passado — o foco está no que acontece, não em quem faz | might be mispriced · be completely predicated · being squeezed |
Pronúncia para ficar de olho
O falante usa 102 contrações e formas reduzidas, como you're, I'm, don't. Diga-as na forma curta, do jeito que você ouve.
- Os sons de “sh” e “zh”: assumption /əˈsʌm(p).ʃ(ə)n/, congratulations /kənˌɡɹæt͡ʃəˈleɪʃ(ə)nz/, crush /kɹʌʃ/, exceptional /ɪkˈsɛpʃənəl/, expectation /ˌɛk.spɛkˈteɪ.ʃən/
- Palavras longas — acerte a sílaba tônica: miserable /ˈmɪz(ə)ɹəbəl/, entrepreneur /ˌɑn.tɹə.pɹəˈnɝ/, ridiculous /ɹɪˈdɪk.jə.ləs/, congratulations /kənˌɡɹæt͡ʃəˈleɪʃ(ə)nz/, exceptional /ɪkˈsɛpʃənəl/
Sons difíceis para falantes de português:
- Consoante final — sem acrescentar um “i” depois: output /ˈaʊtpʊt/, input /ˈɪnpʊt/, rep /ɹɛp/, feedback /ˈfiːdˌbæk/, suck /sʌk/
- /l/ final — a língua toca o céu da boca, não vira “u”: skill /skɪl/, miserable /ˈmɪz(ə)ɹəbəl/, muscle /ˈmʌs.əl/, dental /ˈdɛn.təl/, exceptional /ɪkˈsɛpʃənəl/
- /h/ — um sopro suave, diferente do “r”: horizon /həˈɹaɪ.zən/, likelihood /ˈlaɪklihʊd/, hire /ˈhaɪɹ/
Como praticar com este vídeo
- Ouça o vídeo inteiro uma vez sem falar e anote as palavras que você não conhece.
- Comece na velocidade 0,75×, faça shadowing frase por frase e volte à velocidade normal quando ficar fácil.
- Grave a sua voz e compare com o original, prestando atenção a palavras como trainer, flyer, founder.
O que é a Técnica de Shadowing?
Shadowing é uma técnica de aprendizado de idiomas com base científica, originalmente desenvolvida para o treinamento de intérpretes profissionais. O método é simples, mas poderoso: você ouve áudio em inglês nativo e repete imediatamente em voz alta — como uma sombra seguindo o falante com 1-2 segundos de atraso. Pesquisas mostram melhora significativa na precisão da pronúncia, entonação, ritmo, sons conectados, compreensão auditiva e fluência na fala.