How Alex Hormozi Gets Other People To Build His $100M+ Empire

**SPEAKER_1** (0:00)
The highest returns on capital we get as entrepreneurs is talent. Like full stop. Where else do you get 10x, 20x, 100x return so reliably? If I'm thinking from the like, I really have to fill this role angle, it's like usually not the right person. If I'm thinking like, I don't even care if I have a role for this person, I have to get them in. It's usually the right person.

**SPEAKER_2** (0:17)
Once you get to like 5 million in revenue, that's what you have to become is a collector of people.

**SPEAKER_1** (0:22)
It's pattern recognition, but especially when it comes to talent, you have to grow fast. And I do think that's a virtuous cycle. The faster you grow, the more talent you get, which grows you faster, and so it can also be vicious in the other direction.

**SPEAKER_2** (0:32)
It's mostly vicious in the other direction.

**SPEAKER_1** (0:34)
Yeah, yeah, yeah.

**SPEAKER_2** (0:35)
I'm hiring for about six or seven roles. What mistakes do you think I'll likely make?

**SPEAKER_1** (0:38)
Like if somebody comes in as a C-level exec and has no network of people that they've worked with in the past, that's weird.

**SPEAKER_2** (0:44)
Who have you hired recently that is significantly better than you or has taught you something? Who takes you to school?

**SPEAKER_1** (0:50)
This is something that I can only say now with 14 years of business experience, which is...

**SPEAKER_2** (1:02)
I just like, I think you, Shaan does this as well. You think in frameworks. I don't think like that at all. That does not come naturally to me. And whenever I hear you or we have a mutual friend, Ryan Dice, and Ryan was like, he was like, making me feel like a jerk. He was like, you don't think in frameworks? Like how do you learn something and then think how you're going to teach it to your team or whatever. I'm like, I don't know, man. I'm like a Neanderthal. I just kind of like float by life sometimes and I just like, I don't reflect and think in a framework. But you do that.

**SPEAKER_1** (1:30)
I think frameworks happen when you have to reteach or reuse the same thought process over and over again. And so rather than rederiving the same decision set, you create a framework to give yourself mental shorthand. And so I think it's just like, I created this scaling. Like you were at the implementation workshop, like the Mozi 6 or whatever. It's like more metrics, market, model, money. And then I need to model there's four offshoots and then finally manpower. So it's like these are the six reasons that people get limited in their business, right? And that was because I had to think like, okay, I have done so many Q&A calls. There has to be, there is a decision tree. Like it might be more complex than I thought it was, but there is a decision tree that I'm going through. And so just actually crystallizing that. And so you totally think in frameworks, you just haven't documented them.
That's my two cents, that's my opinion.

**SPEAKER_2** (2:21)
Well, like you had this cool, like I've been watching your, I think I told you the other day, I was watching your content, not on tactics of making money, but on tactics of leadership and management. And you had this cool thing called the diamond.

**SPEAKER_1** (2:32)
Yeah, it's great.

**SPEAKER_2** (2:33)
It was like, basically for the listener, it was like, if you have an employee who's not doing what you want them to do, they're either, they don't know what you want done, they don't know how to do it, they weren't motivated, or they don't know, I think, when you want it done.

**SPEAKER_1** (2:45)
Yeah, or they're something blocking them, yeah.

**SPEAKER_2** (2:47)
And when you come up with something like that, is that something that you make up, or do you read other books and you steal like cool bits of inspiration and you repurpose them for your need?

**SPEAKER_1** (2:58)
So, honest truth, I really don't read as much as I probably should. Almost all my stuff just comes from me doing it and then saying, man, there's got to be an easy way to describe this. If I happen to come along some sort of, if there's some coincidence, I see that as corroboration of an idea.
But yeah, no, I really don't consume anyone else's stuff for inspiration. I have enough shit going on every day. I have tons of stuff to talk about. And so yeah, the management document was like, all right, fundamentally people don't do stuff for a reason. I have to figure out what that reason is. And if there's a way that I can have a framework that I can have for this conversation that makes it less like, how do I not attack the person? Rather than say like, you are a lazy piece of shit. It's like that's unlikely to be productive and also probably not the real cause of why they're not doing things. Because most people do prefer to stay employed and also prefer to do a good job, I think by and large. And so it's like, if we take that to be true and I want them to succeed instead of they, they're like, what's getting in the way here? It's like, well, I didn't communicate that I wanted them to do this thing. OK, well, that's on me. I didn't tell, like I told them, but then they're like, cool, I don't know how to do that. That's a training issue. OK, you know, they didn't know there was a deadline associated with it. It's a when problem. Right. And then it's like, OK, well, they knew when to do it. They knew how to do it. And they knew that I wanted them to do it. Then it's like, OK, well, then is there something blocking them? Now, the motivation one of like, they're not motivated to, is like technically correct. But it's the last one that I'll go to, because most times people are relatively motivated to do it. Now, mind you, there's definitely times when that's just not the case. Right. Or the how component has a more generalised skill that someone doesn't have. So I'll say differently, like if in order to do a role, my position is like you probably heard like attitude versus aptitude.