ฝึกพูดภาษาอังกฤษด้วยเทคนิค Shadowing จากวิดีโอ: How to Build and Scale Your Business to $25M

It's not going to work at first and the reason for that is the bigger you are, the harder it gets because the more people you have to move through.

That's how you get big because no one ever built anything big by themselves.

In order to build a business you need two things

and these two things are developed over time and usually through trial

and error which is why it's so difficult to build business and that is context and contrast.

So when you are taking new actions to build your business and you're trying to calibrate what's working and what's not working,

it isn't until something works that you say ah I figured out how to do it and now you have context.

And when you try to do something you fail and it's not working now you have contrast.

So what happens in the building process is you're making lots

of curated decisions all day long relative to sales marketing operations finance people leadership strategy

and sometimes they work

and sometimes they don't work well the issue is as your business is getting bigger

and it goes through the breakpoints 1 million 3 million 8 million 15 million 25 million the width of

that decision-making process

and the number of people involved now where you're getting inputs from multiple people the decision-making becomes much more difficult

because you're uncertain which of the 15 elements

that you listen to across the 10 people explaining things and

which one did and which one did not work

so what happens is you start to create this belief system

that when things work it's because you guys did it right and when things are broken it's because it doesn't work.

The truth is when things work, it's because you figured out how to make something work.

And when things don't work, you didn't figure out how to make it work.

And if you embrace that as the reality versus it won't work, then what happens is you don't suppress your belief lid.

So when John Maxwell talks about the law of the lid, if you recall there's three lids in scaling a business.

You have your belief lid, you have your operational effectiveness lid, and you have your leadership lid and inside of your leadership lid,

you have your me leadership, your we leadership, and your us leadership.

And what that means is when you're $3 million or less, it's all about you.

You gotta have the leadership.

And when you move to 8 million, it's all about you.

You're gonna be dragging everybody and pulling them along and trying to get them to all do their thing.

But in order to get from 8 to 15 million, it has to move from you to two additional people helping you

which is the rule of three and if you don't have three people

and you try to go to 15 million your business will statistically break

because you don't have enough people pulling that all those other people behind you

and john maxwell also talks about law of chain and just imagine

that your chain is linked to every single employee to another employee to another employee to another employee

and you're pulling everybody up this big hill

and all of a sudden two people come alongside you

because they have enough belief in you they come along at eight million

and they start helping you pull and you're like oh finally someone's helping me and

if you try to go from eight to 15 million without the three people pulling you will eventually wear out

and get pulled backwards which is called a slip back and

and most likely breaks so when you take

and you think about how you should be making decisions what is the process for decision making

and when you try things and and they don't work, instead of saying they don't work, change your language to we didn't do it right.

Because in our experience and all the research shows that when business owners take action and they get a negative result,

it's higher probabilities they did it wrong than the thing didn't work.

And so that's where you start to get this context and contrast.

And how you build the muscle for this is first, why are you doing something?

And then you visualize what that outcome looks like.

That way you have a target.

Now, while you're moving to target, you have to create understanding.

And this is where you're going to gain context and contrast is little micro decisions that are turning your why into reality.

It's not going to work at first.

It's going to be clunky at first.

It's going to be difficult at first.

And the reason for that is the bigger you are, the harder it gets because the more people you have to move through.

And this then goes into the law of addition, which as you're adding people if they don't understand your why

and they don't understand the target they don't know how to support it

so they get lost in the journey and so once there's understanding

and you start practicing and having little successes little failures

because you don't want to practice too much too fast

which is why you don't want to over try to grow too fast

and too fast isn't more than 10 a year too fast could be more than 50

or 100 a year so i just want to make sure you understand that 8% to 12% growth is not success.

It's mediocrity, by the way.

So a lot of people get confused with how they set their targets for growth.

Now, as you're gaining this context and contrast,

you're gaining understanding and you're documenting it and you're training it because it's now through consistency where you get the multiplier effect.

The more you do it, the water over rocks, the less resistance you have, the more you figure out, the more people believe it, the easier it is to see it,

the easier it is to train it because it works, It's the same, it's always the same, it always works, and everyone has high belief that

if you do this you're going to get this result now once you figure

that out you need to replicate it through other people you have to go out

and duplicate what you have already proven works that's the operational effectiveness lid

so once you figure it out it's consistent now the next

technical move is teaching others to do it until they're consistent and getting the same targeted result.

And you're gonna have to build your business one human being, one person at a time.

And you're gonna have to connect the chain to them and be at the front of that, which is gonna be difficult for you as a me leader.

And that usually gets you to 3 million.

It might get you to four and five, but eventually you need to get a couple people coming around on your wings and you become we leaders.

You're all pulling in the same direction with a stated objective.

You're not trying to do the same thing.

You're not tripping over each other.

You're running everything someone is the visionary is like here's where

we're going here's why we're doing it here's the kind of people

that are going to help us here's what the big picture

looks like then you're going to have the operator the integrator making sure you're crossing your t's

and dotting your i's and people are set up for success

and your training's in place and they understand what they're doing

and then you're going to have your builder to go out

and get more clients more customers more people and along

that process you're going to target 250 000 to 500 000 of revenue per employee so that every time you add someone,

the business needs to do $250,000 to $500,000 more revenue.

That's going to drive 15% to 40% profitability within your business, and you're just going to continue to do that 20-mile march to $3 million,

then to $8 million, then to $15 million, then to $25 million.

And that's how you get big, because no one ever built anything big by themself.

Thank you.

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ฝึกพูดภาษาอังกฤษด้วยเทคนิค Shadowing จากวิดีโอ: How to Build and Scale Your Business to $25M

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