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I want to show you how I became number one in different fields,
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industries, and even broke a world record
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and how you can apply the same process to winning or getting whatever it is that you want.
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My name is Al Shamozzi.
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I'm a portfolio of companies at acquisition.com that generates $250 million per year in aggregate revenue.
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I did a book launch that did $106 million in a weekend
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and broke the Guinness World Record for the fastest selling nonfiction book of all time.
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And so there's my kind of proof behind that.
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So in this video, I'm going to explain a core shift in my understanding of getting what I wanted
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and specifically in business.
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So this will be a belief breaker for you guys.
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So I talk to business owners for a living every single day,
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like literally every week, and I have for a decade plus.
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And one of the things that drives me absolutely nuts is the idea of industry standards.
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So you've probably heard this,
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people are like, oh, this is industry standard, that's industry standard.
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And I'll tell you a real conversation that might shift this for you.
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So there was a company that I recently met with,
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that was about a $500 million company.
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So half a billion dollar company, right?
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And they were efficient, but it was an old school model.
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So I met with the chiefs of that business,
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and I met with the leaders, right?
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And the entrepreneur who runs the business wanted me to look
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at certain components of how they do things in terms of acquisition and things like that.
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And when I walked them through their acquisition process,
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I was like, hey, these are some things that need to change.
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And there was a lady who was there who was in charge,
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or probably maybe half of it.
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And at least, you know,
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it fell under her purview.
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And as I would, you know,
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point out things that were bad or like needed improvement,
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she kept repeating the same thing,
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which is like, well, you know, we're industry standard.
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and I was, and she'd be like,
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we're meeting industry standards and she would get really kind of flustered and she kind of,
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I would say maybe to a degree got offended because I was saying,
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well, you know, this sucks and this sucks and these numbers aren't good.
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And they kept repeating, we're meeting industry standards.
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And so I paused and I was like,
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do you wake up in the morning and just say,
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I want to be an average company, right?
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We are average.
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Half the people are better than us and half are worse.
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We are average.
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Who gives a shit, right?
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I don't know about you,
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but like I didn't get in the game,
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whatever game you're playing to be average.
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Like the average business is average.
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The average American is overweight.
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They're in debt.
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They're divorced.
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They're depressed.
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And so the average business makes almost no money.
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Why would I use industry standards,
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industry averages, anything like that at all?
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And I say this because I have people who will push back on some of the things
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that I talk about with regards to margin,
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when I things I talk about in terms of timeline,
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when I talk in terms of pricing, right?
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And they'll say something like,
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well, you know, in HVAC, it's different.
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Or, you know, in SEO,
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it's a little bit different.
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Or, you know, we've got XYZ issue in trucking, and it's different.
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It's logistics, it's different.
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No, it's not.
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You get what you tolerate.
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You get what you accept and deem good enough.
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You are the standard setter.
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It is the highest and most important job in the company,
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and it is why some companies prevail and some companies fail.
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It's the reason that Jobs was so important for Apple,
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Elon was so important for Tesla and XAI and all the other things that he does.
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And at a certain point,
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you cannot actually do anything in the company except for hold the fucking line.
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And the person who should run every department or every division should be the person with the highest standards, right?
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And this applies to everything, right?
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Sales rates, closing percentages, profit margins,
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cashflow, the people you date,
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the body fat percentage you hold,
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how fast you expect something to get done, literally everything.
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Real quick, I'm going to show you the exact 10 stage roadmap from zero to 100 million plus
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that less than 1% of companies finish.
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I've now done multiple times.
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And so I can say with a lot of confidence
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that these are the stages as headcount increases that you need to get through.
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And I broke each of these down by eight different functions of the business,
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what the constraint feels like,
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like what are the symptoms of it when you're going through it,
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and then what steps we actually took to graduate.
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And we've done this across software,
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physical products, service businesses, brick and mortar,
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all of this, and it works.
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And it's my gift to you.
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It's absolutely free.
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And so the link's in the description,
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but you just go acquisition.com forward slash roadmap,
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just enter your info, and it'll spit it right back to you all free.
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So let me tell you a story about a billionaire mentor of mine.
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Again, I had a conversation many years ago,
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and he said this thing to me that I'll I'll never forget.
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He said, profit is unnatural.
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And I was like, what does he really mean by that?
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He said, it's common and normal for people when money is in a bank account to spend it.
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And that's why most people don't have money.
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He said, so if you have a company and it makes money and it actually starts to succeed,
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that success has this constant pressure of normalcy that fights against it.
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And so there has to be someone who holds the line and is like,
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no, we will not spend more,
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but we will keep making more.
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We will get more customers and we will not hire more people.
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We will find a way to service these customers better than we did our last customers without adding headcount.
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And we're going to do it even better, even faster with less.
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And so let me tell you another example of something that just happened in one of our portfolio companies.
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So they needed to add 15 sales reps to hit their Q1 goals, right?
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And so the leader was saying how his plan was to hire five reps a month, right?
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Every single month.
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And doing it this way,
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he said, would stretch the team,
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but it would still kind of like ensure quality,
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make sure the culture wasn't too stressed, et cetera.
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And honestly, it was a fair plan, right?
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But for this business, the extra sales guys were going to add about 4 million in profit that quarter.
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That's how much extra he was going to add just that quarter.
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So I pushed back and I said,
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why can't we do it in a month?
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I need a lot of different reasons of,
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and he kept hitting, you know,
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like it'll be cultural issue.
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I think we'll stretch the team.
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We might lose other sales in other places.
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And I kept pushing and pushing,
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but he had some reasons to come back.
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And thankfully he's a stud.
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And then after the meeting,
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he messaged me back and said,
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two of our guys have bandwidth who are more senior.
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They can assist the new manager and onboard three to five guys each.
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If we do that, we can actually do it in a month.
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And boom, $4 million more potential next year in Q1 because of one thing, a higher standard.
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Just saying like, why does it need to take that long?
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Why can't we?
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Like, if we were doing a billion in sales in this business,
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we probably wouldn't say we need to hire five guys a month.
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No way.
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Right.
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We'd be like, we need to start with 50 and maybe add 50 every other week.
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Right.
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The, the, it's just this minimum standard of,
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of something that you decide is enough or acceptable.
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And the crazy part about it is like,
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we're the ones who decide this.
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And then we're upset that we don't get,
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or that we're upset that we got the fruit of our very low standards.
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And so the way that you can kind of know kind of what your standards are,
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the, what the standard for somebody else on your team is,
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is how many attack vectors you use to approach or solve a problem, right?
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So it's not about doing the same thing a hundred times.
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That's not smart, right?
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It's about trying to accomplish the same goal with a hundred different iterations and angles until one finally gets through,
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till you pass the goalie,
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till you chop down the tree, right?
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It's like, well, I'm hitting it this way and I'm getting rock.
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It's like, okay, well then let's try from another angle.
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Let's try underneath.
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Let's see if we can poison the tree,
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like whatever we need to do.
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Can we reach out to our network and give $100,000 bounty for another SDR?
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Is there a company with a large SDR team that doesn't make as much as us we can buy?
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Can we hire five recruiters to speed up the process?
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Can we fly all of the SDRs in person to get them trained up faster
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so we don't lose cultural issues and we can get them on ramp in three days rather than in 30 days, right?
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Can the top two, most experienced guys who have some blank space,
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have them sub in?
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Bingo, right?
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All of these have costs,
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obviously, but of the costs, they're still worth it.
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So you're not getting what you want because you're not attacking the problems you have enough times in enough ways.
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So you're trying one or two things and then saying like,
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I tried that and it didn't work.
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I tried Facebook ads.
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You know, I tried making content.
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I tried hiring a salesman and it didn't work.
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It's like, no, it's not that it didn't work.
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It's that you weren't skilled enough to make it work.
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Very big difference.
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And so you're gonna tell me that no one on earth has ever had the same problem that you have right now?
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And of those many people on earth who've had it,
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no one solved it.
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You have somehow come across the Gordian knot of problems.
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No one has hired more than five SDRs in this period of time for a company of this size.
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Of course they have.
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And that's why those people won.
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And they didn't just accept that it wasn't possible within this timeline.
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And so the rules that I would encourage you to live by is that unless the laws of physics prevent it,
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consider it mental handicaps that your competition gets to live by and measure themselves by.
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Not a suggestion, a recommendation,
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and certainly not a fucking law, right?
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Industry standards are a handicap that you let your competitors use and think they're doing well.
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That is the gift that we get as soon as you get out of this belief.
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Because if you want to be average, use industry averages.
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And most industry average businesses suck, right?
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Why would we look at them to judge ourselves by like,
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oh, this guy's completely broke and distracted,
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has no idea what he's doing.
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I should look at what his numbers are and say,
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oh, we're about the same.
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Is that an accomplishment?
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Should we be looking forward to something like that happen?
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Like if you wanna be the best,
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use physics and math and then work backwards.
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And so I think something that'd be really good to finish on is this great piece by Jeff Bezos.
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I want to read it to you because I think it just really drives this point home.
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Differentiation is survival and the universe wants you to be typical.
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This is my last annual shareholder letter as CEO of Amazon.
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And I have one last thing of utmost importance I feel compelled to teach.
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I hope all Amazonians take it to heart.
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So here's a passage from Richard Dawkins' extraordinary book, The Blind Watchmaker.
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It's about the basic fact of biology.
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Staving off death is a thing that you have to work at.
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left to itself, and that is what it is when it dies,
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the body tends to revert to the state of equilibrium within its environment.
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If you measure some quantity,
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such as temperature, the acidity,
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the water content, or the electrical potential in a living body,
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you'll typically find that it's markedly different from the corresponding measure in the surroundings.
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Our bodies, for instance, are usually hotter than the surroundings.
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And in cold climates, they have to work hard to maintain that differential.
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When we die, the work stops.
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the temperature differential starts to dissipate,
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and we end up the same temperature as our surroundings.
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Not all animals work so hard to avoid coming into equilibrium with their surrounding temperature,
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but all animals do some comparable work.
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For instance, in a dry country,
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animals and plants work to maintain the fluid content of their cells,
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work against a natural tendency for water to flow from them into the dry outside world.
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If they fail, they die.
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More generally, if living things didn't work actively to prevent it,
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they would eventually merge into their surroundings and cease to exist as autonomous beings.
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This is what happens when they die.
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While the passage is not intended as a metaphor,
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it's nevertheless a fantastic one and very relevant to Amazon.
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I would argue it's relevant to all companies and all institutions and to each of our individual lives too.
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In what ways does the world pull at you in an attempt to make you normal?
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How much work does it take to maintain your distinctiveness,
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to keep alive the thing or things that make you special.
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I know a happily married couple who have a running joke in their relationship.
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Not infrequently, the husband looks at his wife with faux distress and says to her,
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can't you just be normal?
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They both smile and laugh.
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And of course, the deep truth is that her distinctiveness is something that he loves about her.
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But at the same time,
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it's also true that things would be often easier,
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take less energy if they were a little more normal, right?
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This phenomenon happens at scale at all levels.
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Democracies are not normal.
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Tyranny is this historical norm.
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If we stopped doing all the continuous work that is needed to maintain our distinctiveness in that regard,
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we would quickly come into equilibrium with tyranny.
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We all know that distinctiveness, originality, is valuable.
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We're all taught to be yourself.
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What I'm really asking you to do is to embrace
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and be realistic about how much energy it takes to maintain that distinctiveness.
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The world wants you to be typical.
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In a thousand ways, it pulls at you.
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Don't let it happen.
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You have to pay a price for your distinctiveness, and it's worth it.
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The fairytale version of be yourself is that all your pain stops as soon as you allow distinctiveness to shine.
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That version is misleading.
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Being yourself is worth it,
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but don't expect to be easy or free.
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You'll have to put energy into it continuously.
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The world will always try to make Amazon more typical,
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to bring us into equilibrium with our environment.
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It will take continuous effort,
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but we can and we must be better than that.
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You have to hold the fucking line.
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Like, this is the last letter that Jeff Bezos wrote.
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And can you think about,
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like, all the things that he wanted to say?
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The thing that he chose to leave on was the line,
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was this is the standard.
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This is what makes us different.
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And of course it's going to take work.
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Of course it's going to take more ways to solve the problem.
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It might cost millions more in order to do the better solution than the easy solution.
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But, like, if I could just transfer this one thing,
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like, you can tell how good someone will be as an entrepreneur by the standards they keep for themselves.
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They continue to push back and say like,
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why can't it be faster?
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Why can't it be easier?
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And there's famous stories of Steve Jobs putting the phone book on the desk and saying it has to fit in there.
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And people have been saying,
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it's never been done before.
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And you've got Elon Musk going on the manufacturing line saying,
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this could have two bolts.
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And they're like, there's no way no one's done it before.
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And he's like, break it down to physics.
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Why can't we do this?
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And so when someone pushes back on you and says,
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we can't hire that fast.
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It's like, why?
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What physical law is preventing us from hiring that fast?
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If another company who's 20 times their size can hire 100 people a day,
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why is it taking us a year to do it, right?
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What choice are we choosing or what cost are we not choosing to bear
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that we could bear to make the investment to pull a future forward?
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And I think it's like that push,
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that relentless energy, the drive to choose to be different, right?
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To choose to hold a value,
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the perfect value that you have as the ideal,
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and then to strive continuously and though imperfectly to try and live that out.
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And I think of that as like the reason you win or you don't win.
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And again, I'm not talking table stakes.
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If you want to be average,
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then just look at industry averages, right?
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Look at industry norms, industry standards.
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But most businesses, if you looked at the average business in the US, they break even.
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The median business almost makes no money, right?
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And so it's like, why would we measure ourselves by that?
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We have to, by very definition,
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reject the vast majority of what other people do in order to achieve what other people can't.
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And I think that that is like,
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I would encourage you to be less reasonable.
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And I would say that it has been a skill that has served me well.
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I mean, you can imagine having,
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saying, hey, we, I want to break the world record
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that every other person who has had a book has had massive media empires.
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They've had big deals.
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They had national media behind them for presidents and monarchs who released books.
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And I'm saying, I'm just some guy in America saying like,
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let's see if we can do more than all of them.
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And we did, we fucking did, right?
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We outsold Prince Harry, Obama combined within 24 hours.
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And to be fair, please don't kill me for,
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you know, having some point of disrespect for whatever secret nations exist, right?
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But I'm only saying this to make the point,
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which is like, when I set that goal originally,
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can you imagine the amount of people who are like,
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I don't know if that's realistic, man.
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Like, hey, that's a really big number.
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Like, I've really thought, I mean,
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like, but what if it doesn't happen?
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I had someone ask me that.
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They said, well, what if we don't hit the goal?
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And I said, we dare greatly, motherfucker.
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That's the point.
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Like, so what if we don't hit the goal?
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It doesn't mean we don't,
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we give ourselves an excuse to not try,
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but like try in earnest,
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not say like, oh, we're going to do this and we hope this happens.
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It's like, no, we want to have five different versions of this thing going wrong and it's still hitting the goal.
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And so I say this because like the goals that I have
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and probably the goals that you have never apologize for them.
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They're, they're, it's normal for them to be unreasonable,
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but you don't need to be reasonable.
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The world wants you to be reasonable.
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It's like you need to be unreasonable.
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You need to stick your feet in the mud.
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And there's a certain amount of stubbornness that's required.
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And I think part of the reason that Peter Thiel
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and some of these great investors talk about phenomenal entrepreneurs is that they have – sometimes they don't have super high agreeableness.
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It's that they don't need consensus.
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They don't need everyone else to like them because they believe what they believe, right?
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And the thing is that in order to have an outsized return at anything,
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you have to bet against conventional wisdom, right?
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And conventional wisdom can be right.
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And so that means that fundamentally either you're an idiot or you're right and you're early and that's where you get rewarded.
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And so you have to think,
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like, at least the process I come down to is always like,
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what physical law of reality prevents us from selling this many books?
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And that's why it came down to like,
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all right, we'll have multiple generators.
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Like, if we don't have power, we can't sell books.
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We have to make sure that we have backups for internet.
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If we don't have internet, we can't sell books.
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Okay.
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Do we have enough books to sell?
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We got to print them.
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Okay, great.
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We have to have logistics that we have hundreds and hundreds of people ready to actually ship those books out.
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Okay.
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If we have each of these things,
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then all that it really takes is enough people to see it and an offer enough that is compelling,
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that makes sense for a big enough audience to say yes.
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That's it.
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And so you have these problems in your business.
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You're not cash flowing enough.
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You're not hiring fast enough.
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You're not, your price isn't what you want it to be.
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If you believe and you can reason it to say like,
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what prevents us from doing this?
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I think that that's where you can get these special outsized returns.
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I think that's where you can have the unreasonable accomplishments,
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but it comes first from having unreasonable conviction that you will hold the line,
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that this will be the standard that you have.
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And the fact that no one else has ever done it before means absolutely nothing to you
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because there's no reason that they couldn't have done it.
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And good on you for ignoring the fact of their mediocrity.
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Контекст и фон
В данном видео спикер Аль Шамоззи делится своим опытом в бизнесе и объясняет, как он смог добиться успеха в различных областях, включая рекордный запуск книги. Он обсуждает важность понимания и переосмысления стандартов отрасли, призывая к выходу за рамки среднестатистических показателей. Это видео станет полезным для всех, кто стремится к успеху и хочет понять, как мыслить нестандартно.
Топ-5 фраз для повседневного общения
- «Мы соответствуем стандартам отрасли» - Фраза, которая часто используется для оправдания недостатков.
- «Это совершенно не устраивает» - Выражение недовольства о ситуации или показателях.
- «Я не хочу быть посредственным» - Пожелание достичь большего, чем просто быть средним.
- «Нам нужно внести изменения» - Призыв к улучшению текущего положения.
- «Кто заботится о среднем?» - Вопрос, который подчеркивает желание выйти за рамки обычного.
Пошаговое руководство по shadowing
Чтобы улучшить свои навыки разговорного английского через shadowspeak, вы можете воспользоваться следующими шагами:
- Прослушивание: Включите видео и внимательно прослушайте его несколько раз. Обратите внимание на произношение и интонацию.
- Повторение: Сначала повторяйте фразы за диктором, стараясь подражать его интонации и ритму. Это поможет развить shadow speech.
- Запись: Запишите себя, когда говорите эти фразы. Прослушивайте записи, чтобы сравнить своё произношение с оригиналом.
- Практика с друзьями: Найдите пару для практики, чтобы отрабатывать услышанные фразы в диалоге. Это поможет укрепить навык практика разговорного английского.
- Регулярность: Занимайтесь регулярно на shadowing site, выбирая разнообразные видео для практики разных акцентов и стилей речи.
Эти советы помогут вам улучшить свои навыки и уверенность при разговоре на английском языке. Не бойтесь ошибаться, главное — это практика!
Грамматика в этом видео
Конструкции, которые говорящий использует чаще всего, с точными словами из видео:
| Конструкция | В видео |
|---|---|
| Present Perfect have/has + причастие прошедшего времени — прошлое действие, важное сейчас | you've probably heard · I've now done · we've done |
| Придаточные определительные who / which + предложение — уточнение о человеке или предмете | people who will · person who should · someone who holds |
| Пассивный залог be + причастие прошедшего времени — важно, что происходит, а не кто это делает | weren't skilled · is not intended · is needed |
Что такое техника Shadowing?
Shadowing — это научно обоснованная техника изучения языка, изначально разработанная для подготовки профессиональных переводчиков и популяризированная полиглотом доктором Александром Аргуэльесом. Метод прост, но эффективен: вы слушаете аудио на английском от носителей языка и немедленно повторяете вслух — как тень, следующая за говорящим с задержкой в 1–2 секунды. В отличие от пассивного прослушивания или грамматических упражнений, Shadowing заставляет мозг и мышцы рта одновременно обрабатывать и воспроизводить реальные речевые паттерны. Исследования показывают, что это значительно улучшает точность произношения, интонацию, ритм, связную речь, понимание на слух и беглость речи — что делает его одним из самых эффективных методов для подготовки к IELTS Speaking и реального общения на английском.