# How to buyback your time as a business owner ## Метаданные - **Канал:** Alex Hormozi - **YouTube:** https://www.youtube.com/watch?v=awOQDy_o9ww - **Дата:** 07.05.2021 - **Длительность:** 9:13 - **Просмотры:** 16,473 ## Описание Download your free scaling roadmap here: https://www.acquisition.com/roadmap-yta72 The easiest business I can help you start (free trial): https://www.skool.com/hormozi Business owners: Want to scale faster? We provide in-person advisory for companies doing at least $1M per year: https://www.acquisition.com/workshop-yta72 If you're new to my channel, my name is Alex Hormozi. I'm the founder and managing partner of Acquisition.com. It's a family office, which is just a formal way of saying we invest our own money into companies. Our 10 portfolio companies bring in over $250,000,000+ per year. Our ownership stake varies between 20% and 100% of them. Given this is a YT channel, and anyone can claim anything, I'll give you some stuff you can google to verify below. How I got here… 21: Graduated Vanderbilt in 3 years Magna Cum Laude, and took a fancy consulting job. 23 yrs old: Left my fancy consulting job to start a business (a gym). 24 yrs old: Opened 5 gym locations. 26 yrs old: Closed down 6th gym. Lost everything. 26 yrs old: Got back to launching gyms (launched 33). Then, lost everything for a 2nd time. 26 yrs old: In desperation, started licensing model as a hail mary. It worked. 27 yrs old: "Gym Launch" does $3M profit the next 6 months. Then $17M profit next 12 months. 28 yrs old: Started Prestige Labs. $20M the first year. 29 yrs old: Launched ALAN, a software company for agencies to work leads for customers. Scaled to $1.7mmo within 6 months. 31 yrs old: Sold 75% of UseAlan to a strategic buyer in an all stock deal. 31 yrs old: Sold 66% of Gym Launch & Prestige Labs at $46.2M valuation in all-cash deal to American Pacific Group. (you can google it) 31 yrs old: Started our family office Acquisition.com. We invest and scale companies using the $42M in distributions we had taken + the cash from the $46.2M exit. 32 yrs old: Started making free content showing how we grow companies to make real business education accessible to everyone (and) to attract business owners to invest or scale their businesses. 34 yrs old: I became co-owner of https://Skool.com, which is a platform for people to build communities online, making a living doing what they love, with people like them. 36 yrs old: I did a $106M book launch selling 3.6M copies of my $100M Money Models book, in 72 hours, breaking the Guinness world record for the fastest selling non-fiction book of all time. Today: Our portfolio now does $200M/yr between 10 companies. The largest doing $100M/yr the smallest doing $5M per year. Our ownership varies between 20% and 100% ownership of the companies. Many of them we invested in early and helped grow (which is how we make our money - not youtube videos). To all the gladiators in the arena, we're all in the middle of writing our own stories. The worse the monsters, the more epic the story. You either get an epic outcome or an epic story. Both mean you win. Keep crushing. May your desires be greater than your obstacles. Never quit, Alex DISCLOSURE Information shared here is for educational purposes only. Individuals and business owners should evaluate their own business strategies, and identify any potential risks. The information shared here is not a guarantee of success. Your results may vary. Copyright © 2025. ## Содержание ### [0:00](https://www.youtube.com/watch?v=awOQDy_o9ww) Intro what's going on everyone alex from moza here three companies who uh now have done over 110 million dollars in sales and this video i want to talk about the entrepreneurial journey as it relates to control and the reason i think this is so important and this is probably the biggest reason that people get stuck all right and so at the end so what i'm going to do here is i'm going to explain kind of how control shifts throughout the entrepreneurial journey where people get stuck and at the very end of the video i'll tell you basically the most valuable rule of thumb that i've learned in scaling our companies all right so ### [0:28](https://www.youtube.com/watch?v=awOQDy_o9ww&t=28s) Why entrepreneurship is difficult first thing is the reason entrepreneurship is so difficult is because it forces you to change who you are your identity the values that you supposedly have as you continue to grow i'm not saying your you know honesty etc those types of values but the way that you see the world and how you operate because in the very beginning you most of us at some point have to transition from a lack of control to complete control right and what i mean by that is either you know went straight into entrepreneurship where you shifted control from your parents to yourself right or in many other instances you started you had a job someone else was kind of responsible for your income for the most part because they're paying you weren't generating it yourself and so you're very limited right and then you jump to taking complete ownership over all of your outcomes right and so you have complete control the difficult thing is that the thing that takes you the first step that huge leap of saying i'm going to be completely in control is usually the thing that will stifle most entrepreneurs who are trying to grow right because if you have complete control and complete ownership that's great but there's only one of you right and so what that leads to is kind of this buyback and i think the first time i heard this recently was denmark tell us talking about buyback principle and i just like the terminology but basically you just ### [1:38](https://www.youtube.com/watch?v=awOQDy_o9ww&t=98s) The buyback principle continue to buy back your time as you continue to grow the company and so in the very beginning most people are buying back support time so it's just kind of like lower skilled support tasks that they're doing in their business so it's like them and then they've got maybe an assistant right and then after that there might be higher level support or administrative tasks so that might be like billing collections contracts all that kind of stuff that might happen in the business after you have like your kind of support role taken care of from there the next level of control that people have to give up is selling right no one can sell like me no one gets it like i get it people just don't relate to my customers right and the issue is control you're trying to control the whole thing and the thing is that every time you add someone in and you buy back more of your time you relinquish control and so the thing is that every level of entrepreneurship i'm telling you right now it is always uncomfortable because the thing that you are now holding on to is the thing that you have to give up and this has been one of the hardest things for me a lot of this is because we identify with being the thing right in the beginning i'll give you a simple example because we work so many gyms people be like no one treat trains a class like i do right so that's the first level of fulfillment right first level of delivery is training right it's also the first thing they need to outsource and the reason for that is because the market will pay someone 15 an hour somebody will come in for 15 an hour to do that work well if you have work that pays you a hundred dollars an hour then you should be doing 100 an hour or not the 15 hour work but they ### [3:07](https://www.youtube.com/watch?v=awOQDy_o9ww&t=187s) What happens next think because they like to feel special unique no one can train like i can train well i mean obviously there's probably some people train a lot better than you so maybe you should let them do the training right and then after that usually the business owner will do contracts billing you know and they're usually not that good at it anyways because they're entrepreneurs and so that's the next thing that happens right and so then the next piece might be some sort of assistant of some kind or some sort of right-hand operator that would help you out right and then again there it's like well no i don't trust anyone with the money if i'm not looking at the money then we're gonna lose well i used to say the same thing until i had someone who's better at tracking the money than i am huh crazy right and so i had to give up control of the money i'm not saying i don't look at it right but i had to give up control of it and so then i'm just selling right because that's the highest value thing i could do at the time was i could just talk to people and get them to give us money right but then eventually there's too many consultations that have to happen i still have to run the business right and so i have to give that control over to someone else which is probably one of the biggest and most difficult people this is usually either thing that gets in the way of people going i'd say from a million over so we're doing over a million so up to a million dollars a year you can just sell yourself right like you yourself can sell and you can have these other people who are assisting you but once you cross a million it's usually difficult to be doing the selling yourself and that's where you have to start scaling sales so you have to give that control up right the next level after control of the sales is now you have to teach other people in a group not just one person but a group of people how to sales you have to manage a sales team you have to recruit you have to hire you have to train compensate etc and again that's levels of control but again here even with the sales team you're talking maybe three maybe 10 million when you get to 10 million trying to go to 30 the level of control that you're giving up here is leadership weird right because there's too many departments too many people you can't lead everyone right so you have to lead a small group of people and get them to lead the people who are underneath of them right and so again it's a level of control it's control over your culture now obviously you want to lead it by example you want to be the most distilled down version of that thing so that it permeates right but as you continue to buy back i think the question that i like to ask myself is what am i trying to control and i think if you think about that and then rather what part of my identity am i giving up by giving up this control i used to think i was you know such a great salesman right no one can sell like i can sell but you know what i can't outsell 12 guys right i literally can't you know what i mean i can't do it and so and if the business model requires you know only a soup like your level of sales to make it work then the model's broken right you should be able to have people close half as many as you and still make the model work right now obviously over time you want to get them to sell better than you because all they're doing is selling right whereas you were when you were selling the way you did you were running the business and so with each of this kind of ### [6:05](https://www.youtube.com/watch?v=awOQDy_o9ww&t=365s) The rule of thumb cycle is you have to give up control and so i told you the beginning of the video that i will give you the rule of thumb that has been served me very well in running my companies which is how far away do you get right when you relinquish control because the thing is you relinquish control but you still take full accountability and responsibility for the results that's what's wild is that you have to say i'm going to give this over to you i'm losing control and yet i'm still responsible that'll trip you up but the rule of thumb that i use is know where the bodies are buried and so what i mean by that is if i don't know where the flaws are in a department i'm too far away so if i'm if you know if i talk to let's say a marketing director or i talk to a sales director i talk to uh you know customer support i talk to you know finance and i don't know where the bodies are buried like i don't know what the issues are because every department has issues every department has problems it's a business it's made of humans and humans are imperfect right which means that there are always imperfections there are things that are not working as well as they could if i can't name problems if i don't know where the bodies are buried in the department then i'm too far away right now when i say that doesn't mean i have given up too much control that's not the issue it's just i need more transparency i need to be paying more attention to that area and this rule of thumb has served me well so if i start hearing only good news from a department and i don't hear anything negative i'm too far away and this has been my managerial leadership rule of thumb that has really helped me a ton is know where the bodies are buried and so this is the entrepreneurial journey in a nutshell i got a lot of feedback from the zero to 100 million dollar video that i made of kind of the steps from a business model perspective but from the personal perspective the issue is control and that's why most people can't get stuck because they have all these personal issues that prevent them from controlling i'm sorry alex i just don't trust people i have trust issues well get over it because you're not going to build something great without trusting other people so if you want your mom or your dad or the thing that you know you have your trust issues with to be the reason that you're not successful but give them more power go you know power to you right just get just keep giving them control over your life because you have these issues right or you can decide i think this person's done enough damage to me in my life i'm not going to let them stop me from accomplishing what i want to accomplish and so i'm going to take back that power the control over my outcomes take responsibility which may feel shitty in the moment because it means i suck but at least i suck and i don't point at them saying they suck because i can control what i do and as a result i can go through this process and continue to buy back and relinquish control buyback and relay cruise control first of the doing then of the admin then of the ops then of the sales and then of having a sales team and then of the leadership and then continuing on and on as we relinquish more and more control right how can you be free if you control everything interesting anyways lots of love keeping awesome i'll catch you guys on the flip side hope you found this valuable bye --- *Источник: https://ekstraktznaniy.ru/video/16681*