비즈니스 성장: 우선순위 지정과 헌신의 힘: 비즈니스 성장의 원동력

### 성장에 우선순위를 두기: 비즈니스 성공의 열쇠
* 🌳 "대부분의 사람들이 잘못된 일을 하기 때문에 **성과를 내기 쉽습니다.**"
* 💼 연사는 **연간 2억 5천만 달러 이상의 수익**을 창출하는 기업 포트폴리오를 관리하며 다른 사람들이 비즈니스 성장에서 흔히 저지르는 실수를 피할 수 있도록 인사이트를 공유합니다.
* 🌱 연사는 비즈니스를 나무로 보고 사소한 **'B+ 문제'보다는 중요한 업무에 집중**하는 것이 매출 성장을 위해 필수적이라고 강조합니다.
* ✂ 가지치기를 하면 나무의 건강이 증진되는 것처럼, 방해 요소를 제거하고 **하나의 주요 성장 경로에 집중**하는 것이 비즈니스 성공에 필수적입니다.
* 📈 우선순위 결정 회의는 **가장 시급한 문제에만 집중**해야 하며, 팀원들이 과거의 실수에 대한 비난 없이 **중요한 문제를 해결**하면서 지원받는다는 느낌을 받을 수 있도록 해야 합니다.
* 🔥 연사가 유료 광고 팀에서 다른 방해 요소보다 **픽셀 추적 문제를 우선적으로 해결**하여 성과를 개선한 구체적인 사례를 소개합니다.
* 🔄 주요 제약 조건을 해결한 후 팀은 **우선순위를 재평가하고 재조정**하여 모든 노력이 가장 영향력 있는 작업에 집중되도록 해야 합니다.
* 🗣 팀 내 투명성과 커뮤니케이션을 강화하면 **우선순위에 대한 공유된 이해**가 촉진되어 문제 해결이 빨라지고 궁극적으로 비즈니스 성장을 촉진할 수 있습니다.

하나의 성장 경로에 우선순위를 두면 방해 요소를 제거하고 리소스를 효과적으로 집중하여 비즈니스 성공을 가속화할 수 있습니다.

It's actually pretty easy to beat 99% of people because most people do the wrong stuff. And for me personally, I have a portfolio of companies at Acquisition.com that does over $250 million per year. And I make these videos because I

am really just shouting at my younger self of all the mistakes that I was making by working a lot on things that didn't move my business. The vast majority of growthisms, for the most part, are wrong because if they were right, people would do them and then grow.

But most of growth is counterintuitive. So I want you to imagine your business as a tree. Okay? So let's say you've got this tree and it's planted in the ground and you're like, "Where's the top of the tree? Don't worry, we'll get there." And the

height of the tree over time, let's just imagine, is your revenue. Okay? So as the tree gets taller, your revenue goes up. Okay? Now the problem is, let's say that you have these little offshoots, right? That's these little, these little, these little, these little growth hacks. These

are B+ problems. Hey, we should add this thing to our email sequence. Hey, we should do this thing for our funnel. What happens is the resources from the tree, from you, from the ground that are going into this thing are getting shot out to the side. And so you are growing, you feel

like you're solving problems, but you're still here at the same revenue as you were last year. But once you cut these things off, then all of the resources go right into the trunk and they just keep growing. And then your business continues to stay focused on the one thing that is

going to move the tree up the most so it's not about the amount of tasks that you finish, it's the amount of growth each task gets you. And this is why even biblically they talk about the way to keep a tree healthy is to prune it and

pruning literally means you're cutting things off. Commitment is the elimination of alternatives, which means commitment is literally the recipe for growth. Is that you focus all resources on the one growth path that you get the most for right now. You have a big list of

things that you think you should do, and what often happens is that you will do number five, number three, maybe number two because those are the ones that you're like, "Oh, I can knock that out pretty quick." "Oh, I can knock that out pretty quick." But what ends up happening

is you get to the end of the day and you still have that number one thing that's sitting there on your list, and that number one thing you probably know is the most important thing that if you only did that one thing, it would make the rest of the things on that list

irrelevant by comparison. But what ends up happening is that we do the B+ problems all day because it makes us feel good because we know how to solve them. The A+ problem is usually one that's a little bit hairier, it has more variables, it's more complex, we have to

get into systems, we have to do more analysis, and then we have to iterate to figure out how to solve it. And so because of that, we prefer the fast, the fast dopamine or whatever you want to call it, of solving the quick problem rather than solving the most important

The problem, so fundamentally, most people want to do a good job. I've found this from the people who work at my companies is that they want to do a good job. And so what they're afraid of is that if they have this problem that's underneath of their purview, that you are going to

yell at them and say, "Oh my God, look at these fires!" Right? But the thing is, is that if you just say, "Dude, there's this massive fire right here that's burning, and by far will burn everything to a crisp far more than these itty-bitty fires will," that means that

it's okay that these burn. And so when I do a prioritization meeting, especially if it's a big turnaround thing, or we got to turn an apartment around, something like that, like this is the most important thing in the business, I set the agenda up front and I say, "Hey, as of

this point, nothing that has happened before today, anyone is accountable for. I will blame no one for anything. And so if I ask you in the future of this conversation, who made this, or what made this happen, I am not asking to blame you. I'm asking so that I can understand the

problem better, so that we can solve it together. And by saying it's like, "As of this moment, there's amnesia from the past. No one here will be responsible." And so by doing that, the pressure in the room, they're like, "Okay, we're on the same

team." And going forward, if you get, and like I think you have to be specific with this, it's like, "John, if you get complaints from CS about this stuff, your turnarounds being slow, that's okay. You can tell them I said it's fine. Hey Sarah,

in legal, if you're having this issue and people are like, 'Hey, we gotta get these contracts signed,' tell them I said it's fine. And remember, I pay everybody's paychecks, and so at the end of the day, I'm the one who's got to sign it. And I'm

telling you it's okay, as hard as it is for you, because you guys all want to do a good job. To let these fires burn, we have to flex, we have to focus on this one, otherwise this one's going to burn us to a crisp. I was on a call with one

of my portfolio teams, and it was a paid ads team, and they were having issues with pixel tracking. And this issue had been going on for three weeks, and it was because everyone was distracted. Everyone was looking at all these different funnels and pages and follow-up sequences

and fundamentally, if the pixel is not bringing in the right traffic, none of the conversion re-optimization ever will matter ever again. If the pixel gets worse and worse and worse because we're seasoning it with worse data, and if you're like, 'What the hell is Alex

talking about?' It doesn't worry, it's just paid ad stuff. But fundamentally, if you're on a paid ad team, and you know what I'm talking about, if that is wrong, nothing else matters. And so the, the difficulty, and this is what's tough, is that you

have to look at all the other problems and be like, 'Oh yeah, all this stuff sucks, we're going to ignore that because if we don't fix this, none of that matters.' And even as I was going up and pulling up some of the pages, I was like, 'God, this is

ugly, and I told her I was like, "This is so ugly, we should fix this. But we're not going to today because today we're going to fix this problem. We're going to fix the pixel, that's it. And once we fix the pixel in all of these seven funnels, once

it's fixed, then we can go on to the next thing. But the next thing, because if you reassess, you might find out that once you fix the pixel issue, some of your conversion rate issues might go away because maybe you're getting the right traffic in there, which is why you have

to always reassess after doing the solution rather than trying to force, like, "I think these are the top 10. Would you put eight above seven? Who cares? You're not even going to work on it. You're just going to work on the one, and

then get that done, and then you will see with this new reality in this new context, which of these now will move the needle the most. And so Frank Sluthman, who as a three-time IPO entrepreneur talks about this in his management book, where he basically focuses every company

on only one thing. And so he says, "Some companies have five objectives. Some companies have three objectives. His companies are only allowed to have one because once you do that one thing," and this is something that I have found from my experience is that let's say you had

that list of five things to do, you have those five quote priorities, if you do the one that matters the most, what you will often find is that number two through five, sometimes one become irrelevant, other times something over here actually all of a sudden becomes the next most important thing, which

means that if you had done number three, number five, number two on your list and then done number one, then you figuratively would have wasted all of the time doing two, three, and five. Because by the time you did number one, it actually made those solutions irrelevant.

Everything that I'm talking about right now is based on a concept that we call the theory of constraints, which is that you have one thing in your business that is limiting your growth. It is the constraint of your growth. And once you deconstruct it, 

a million a year, so it's a decent sized room. Um, 25% over 5 million, 50% over 1 million. And so, it's for legit business owners. We talk about this type of stuff that really moves the needle for businesses in a big way, fundamentally.

The goal of strategy, which is the big fancy word that people use, is to prioritize limited resources against unlimited opportunities. There are unlimited things that you could do to grow your business. You could run TikTok ads, you could run LinkedIn ads, you could 

run LinkedIn outbound, you could optimize your site, you could improve your sales conversions. There's a million things that you could do to grow your business, but there is one thing that can grow your business more than the others. And that one thing would pale, or make 

everything else pale in comparison. And so, when people are considered excellent strategists, translate that into their excellent at prioritizing, but the real best strategists see all of the moves, and probably some moves you don't see, that maybe the number one thing on your

list gets you a 2X, but there's another move that has a number one that's a 10X. And so fundamentally, you have to prioritize against all things you could do, known and unknown. And the people who move the fastest in terms of distance

covered are the ones who get the most for every unit of effort, which is not about how fast they do things, but at how much speed they cover with the things they choose to do. And so let me give you a different analogy that you can think of with. So a lot of people have a little

wheel on their car and they're thinking, "How do I make this thing spin faster?" Right? They've got this little wheel and they're like, "I just got to go around and around and around and around." Right? But what they don't think about is that you

could have a wheel that's this big, and if you just do one revolution, you get more than this one does in 10. And so we want to just think, "What is that one big wheel that if I just roll it once, it makes all of the wheel spins

that I have on this tiny wheel irrelevant?" So let's imagine you have your to-do list, right? You've got your one, you've got your two, you've got your three, that's a three, there you go, you got your four, you got your five. The

thing is is that most of the times these are B and C level problems because you know how to solve them, yay, but this one is the A+ problem that you have no idea how to solve. And so we spend all day every day just crossing these things off.

and then we are happy at the end of the day but then we're sad at the end of the month because we still haven't solved the one big problem and so you have to be comfortable with the idea that you might not solve it for one day or two days or three days or four days but if you do solve it on the fifth day you get the A+ solution that gives you it takes your wheel from a wheel that's this big to a wheel that's this big and from that point going forward

when you're rolling you're getting that much more for every revolution and so I want to make this super tactical for you once you've identified what the priority is what the one thing that matters most is then typically humans us and your team will likely not want to do it it's

very much in our human nature to just continue to work less and less because it's easier and so these are some tactics that I have done to pull the future forward so number one if you change the meetings from end of week to end of day or twice a day you will

communicate how much more important it is to you to get those things done so so if you have a weekly cadence for something that is the priority for the business then you should be meeting far more than once a week probably more than once a day number two once you've determined

that that is the priority and you have a cadence and deadline associated that because you're getting feedback loops that are installed much faster then you want to eliminate everything that's not that now they might sound obvious in retrospect but it it isn't in reality

especially if you have a team. And so the way that we eliminate is by saying everything that you are currently working on is not as important as this thing, which means you need to let some of these fires burn once you have set that deadline and you've eliminated

everything else. Then we increase the frequency of communication. So obviously, the meetings set little mini deadlines because you want to get things done by then, but in between communication also needs to ramp up. So if you check in on someone after an hour after the meeting and say, "Hey, where are you at?"

That communicates a very different idea of the urgency around the priority or the problem that you're trying to solve now. Once you have that communication loop in there, what you want to also do, or that I have found effective, is to make winning obvious, clear, and present publicly. So

that means that if you have a dashboard, if you have a progress marker, a thermometer, something to show anytime someone sees it, the progress that is being made. It acts as a reinforcement loop for the entire team to get things done. And if you want to go real advanced

mode, put a pot of gold at the end of the rainbow, saying once we fix the conversion rate on our page, then we will all get this thing together. And it could be we all go out to dinner. It could be, "Hey, everybody gets the rest of the day

off, whatever day we finish it." Like, you can make the pot of gold whatever you want, but it also shows what's in it for them. So it's easier to say committed than to stay committed, which is the only thing that matters now as the boss for

First, in the beginning, you're boss of you, but over time, if you develop a team, you become boss of other people. And so what I have found is that you can't just increase the priority, you need to also increase the commitment. And so commitment, I define it as the

elimination of alternatives. And so let me give you a simple example: marriage. The ultimate commitment relationship-wise means that you eliminate every other person from your life, literally, who's not your wife or your husband that you will ever date again. So you say, 'You were the only person. I eliminate all

others.' And that is a commitment. If you're in health, if you want to commit fully to something, then it means you have to eliminate everything else that is not that thing. So that's where you throw away all the food in your kitchen that's not aligned with your goal. You

pour out all the alcohol. You eliminate the alternatives so that the only thing left is to do the thing that you committed to. And within the context of business, you have to eliminate everything that is not the priority. And the thing is, is that it's very easy to

say you're committed, and I've noticed with my teammates, a lot of them are like, 'I'm committed.' But it's very hard to show that you're committed. So if you want to teach this process to your team, this is how I think about it. Number one is you

prioritize. You say, 'There's lots of things we could do, but if we just did this one thing, this would be the most important.' The second thing that I do is I create urgency. So I say, 'This is very important. This is when we're going to be

meeting about it. We have to get it done by this time, but you can't do that without also eliminating everything else that they have on their plates. It's not fair to say, hey, we're now just going to make this incredibly important thing that's

due tomorrow, but you also still have to do your normal work. It doesn't work. They're just like, it's not going to work, especially on a continuous basis. And if you do one, two, and three, then what's going to happen is that you will solve

it, and you will solve it significantly faster than you thought because everyone will be focused on solving it, and everyone will get out of the way to make sure that it gets done. And then you look at your list and you reassess and then you re-prioritize. You

set the new urgency. You eliminate everything else and you keep going. And the difference between a bad strategist and a good strategist just comes down to the thing that they choose to believe is the most important. So this is how I applied this four-step process to the

paid ads team that I was talking about earlier. So first off, I said, okay, here are all the things that are wrong with our marketing, and then I said, and we're going to ignore all of them except for the pixel issue. Then I said, okay, we're

going to meet end of day today, because this was first thing in the morning, and people were like, well, I have a, I have a meeting right now. And I was like, oh yeah, is it with me? They're like, oh no. And I, they're like, well, should I? I was like, 

yeah don't be on the meeting and I was like and if someone gives you a problem tell them they can talk to me then I said that also means that whatever you're regularly doing for the day it's not that it's now this and then

we went through every single line item of what had to happen for the pixel to get fixed and we assigned every single line item to each person and I said how long do you think this will take how long do you think this will take how long do you think this will take and by

the way I'm asking I'm not asking for days here I'm asking for minutes and hours all right and by the time we're done it's like great so it looks like we can get all this stuff done in the next six hours so we're going to meet again

at 4:30 today so that all of you guys can show off your work and I can tell you how great of a job you did then at the end of this I said okay now every single person tell me back what you're going to do next now and so here's

what's interesting people came back and they said something and it wasn't what I said so I said let me say it again you're going to do this you're going to do this and this is going to reroute here say it back to me and they said it

it's like right write it down and then I go back to the person ask him again once everyone gets it right great we're going to meet in a few hours I'll see you then at the time of me making this video right now I'm between the calls all

right which is why I'm so fired up so once we get on the call once the pixel's fixed guess we're going to do we're going to look at the next thing on that big old list and say all right we had 20 other things we need to do but tomorrow

we're going to work on this one and we're going to solve that and the thing is is that so many businesses what they have and there's this great analogy for this is that they have this graveyard of half-built bridges they never get to the

other side of the river because they never finished the bridge and so the thing is is that the company is spending resources building all of these bridges putting these bricks here but they never get one of these dollars across to the other side into their bank

account and so this is honestly where most businesses lose all their money is building these half-built bridges because no one focuses on completing their work so we had a portfolio company that had a show-up rate issue and so they had uh call it a sales event that

they ran regularly in order to turn prospects into customers and so we noticed that they were getting a very low percentage of their prospects to show up now they were complaining about lead quality things like that and so we said okay if we only got the industry

standard benchmark of leads to show up to this event we would increase the revenue of this business by 35% and given the margin of this business let's say is 10% we would more than triple the profit of this business is there anything else we could do with

the resources we have that would give that kind of a return, a tripling of profit for no risk in the next 30 days. And since the answer was no, then we said great, everyone in this company, the only priority that you have is to get this

number to go up. And so then we did a number of things to make that one percentage go up, and as a result of that focus, the business did grow by more than 35% because every single person in the company was aligned with it. And guess what also happened? Other things fell by

the wayside, other things that were not as important started to burn. We had little customer service issues, we had little issues in the sales department. These were all little things that normally would have taken away from the team's focus on that one thing, but because prioritization is so powerful, if

you get the one thing right, it makes the rest of it irrelevant. The thing about doing easy problems is that they're so tempting because we all want to have that quick win. We want to have one or two wins, hey, I want to get my momentum

going, but what ends up happening is that you you eat half your day and then you get a couple calls, a couple interruptions, and then the day is gone. And then the next day you still have that number one that's sitting at the top, but you filled up with two or three

more easy wins, and you never get the big wins to happen. That continuous parade of little wins never moves the ball forward. You never get the breakthroughs, you never get the growth. A big part of why those A+ problems are the big hairy problems is because they are soaked in

the unknowns we don't know how to solve them and so I want to give you this frame of understanding that I have which is when you have these other things underneath two through five on that list you typically know what you need to start doing how it's going to go and

what it's going to look like at the end the number one problem you typically don't know where to start and you don't know what to do and you don't know how it's going to end but you know that if big picture if you solve that one thing

everything else would be irrelevant and so part of beginning to solve that problem is learning to understand the problem itself and so you can't feel like you're not making progress when you're trying to understand it and wrap your arms around it and so there's an

old saying with how do you eat an elephant you eat it one bite at a time and so you just have to start pulling the thread which is how that's my term it's like I just start pulling the thread and see what comes and then as I

pull the thread my next pull becomes more and more obvious to me but you don't know what the next pull is you don't know what the next step looks like until you take the first step and the reason we don't is because it's unknown long

term you want to make sure the team understands what the priority is and that's what you're doing as the boss but if you want to have faster communication cycles and more people immediately aligned with the priority of the business then what you and this is

Something that I've worked a lot on is increasing information transparency across the company. That's a lot of big words, but basically just means that you want everyone to know the same stuff. Because if everyone knows the same stuff - the financials, the conversion rates, how we make money, the profit margins - then everyone else has the same information. Now, that might freak you out as an entrepreneur, but I remember when I was listening to Sam Walton's autobiography, he talked about one of the big fears that he had was like showing all the

financials. But guess what? The biggest companies in the world are publicly traded, and every single employee can see every single thing you could possibly imagine about the company. And yet they still function. And so it is 100% an irrational fear that entrepreneurs keep

by thinking that no one should know. And so I have over time continued to loosen up my, my, my, you know, white-knuckle grip on information because the more people who know everything, the more people can help me solve the problems. If you were to come tomorrow and say, 'Guys, this is

the priority. Like we've got to do this,' a lot of people will get overwhelmed because they don't know, because you also told them something last week and the week before was also a priority, and they're not done doing that yet. And so one of the practices that I'd like to do

is to pull up their agenda and say, 'Show me everything you're working on right now.' Okay, because you'll find out that some things you asked them for two months ago that they might still be working on, and even if they're not working on it, it's

still there. And they're thinking about it. And that's okay.

taking their attention because they know they're not working on what they think they should be working on you're like oh I totally forgot I even asked you to do that oh uh we solved that other problem already in that other department which makes this problem now relevant so sorry

about that if you have more frequent loops where you can look at that list and say oh no this is more important than this don't worry about that don't worry about that this one we can deal with next week table it this is what I

want you to work on and this is how I'll start you can give someone so much less anxiety around the work so much clear direction and it gives you the opportunity to give out a-dab boys the moment they do it and if this is going

to help you make more money in your business here's two more videos like this that'll help you make even more

It's Actually Pretty Easy to Get Ahead of 99% of People

Day Job: I invest and scale companies at Acquisition.com | Co-Owner, Skool.
Side Hustle: I make free content showing how we do it 


Alex Hormozi

비즈니스 성장에 가장 영향력 있는 업무에 집중하기

대부분의 사람들은 잘못된 일에 집중하여 성장을 방해합니다.

성장 전략은 직관적이지 않은 경우가 많습니다.

비즈니스 성장을 나무에 비유하면 수익은 높이입니다.

사소한 개선 사항(B+ 문제)은 핵심 성장에서 리소스를 전환합니다.

양이 아닌 성장 잠재력을 기준으로 작업의 우선순위를 정하세요.

헌신이란 가장 영향력이 큰 업무에 집중하기 위해 다른 대안을 배제하는 것을 의미합니다.

우선순위 지정 기법 및 가장 중요한 작업 해결에 대한 저항 극복하기

사람들은 가장 중요한 문제(A+ 문제)보다 쉬운 문제(B+ 문제)를 우선시하는 경향이 있습니다.

A+ 문제는 더 복잡하고 더 많은 분석이 필요한 경우가 많습니다.

직원들은 종종 비난을 두려워하여 주요 문제를 해결하는 것을 두려워합니다.

과거의 실수를 탓하지 않는 환경을 조성하여 열린 소통을 장려합니다.

중요한 A+ 문제에 집중하기 위해 사소한 문제를 일시적으로 무시할 수 있도록 명시적으로 허용합니다.

우선순위 지정의 실제 사례와 그 영향력

3주 동안 픽셀 추적에 어려움을 겪고 있는 유료 광고 팀.

픽셀을 수정하기 위해 다른 문제를 무시하면 모든 전환 최적화 노력에 영향을 미칩니다.

주요 문제를 해결한 후 우선순위를 다시 평가합니다.

프랭크 슬루스먼은 기업이 단 하나의 목표에만 집중하도록 하는 접근 방식을 취합니다.

가장 중요한 작업을 해결하면 다른 작업은 무의미해지는 경우가 많습니다.

제약 조건과 전략적 우선순위 이론

비즈니스 성장을 제한하는 단일 제약 요인을 파악합니다.

무한한 기회에 대비하여 제한된 리소스의 우선순위를 정하세요.

뛰어난 전략가들은 효과적으로 우선순위를 정하고 영향력이 큰 움직임을 파악합니다.

큰 바퀴와 작은 바퀴의 비유, 영향력이 큰 작업에 집중하는 것.

우선순위화를 구현하고 저항을 극복하기 위한 전술

대부분의 사람들은 가장 중요한 문제(A+ 문제)보다 쉬운 문제(B, C 레벨 문제)를 우선시합니다.

A+ 문제를 푸는 데 걸리는 시간에 익숙해지는 것이 중요합니다.

미래를 앞당기기 위한 전략: 회의 빈도 변경, 비우선순위 업무 제거, 커뮤니케이션 강화.

대시보드와 진행률 마커를 통해 승리가 분명하고 공개적으로 드러나도록 합니다.

우선순위에 집중하도록 장려하기 위해 보상을 제공합니다.

헌신은 대안의 제거로 정의됩니다.

헌신하는 모습을 보여주는 것보다 말하기는 더 쉽습니다.

약속을 가르치기 위한 4단계 프로세스: 우선순위 정하기, 긴급성 만들기, 대안 제거하기, 재평가하기.

4단계 프로세스를 실제 시나리오에 적용하기

유료 광고 팀의 픽셀 문제에 4단계 프로세스를 적용합니다.

픽셀 문제에만 집중하기 위해 다른 마케팅 이슈를 무시합니다.

작업을 할당하고, 분과 시간 단위로 마감일을 설정하고, 자주 체크인할 수 있습니다.

모든 사람이 계획을 이해하고 반복할 수 있을 때까지 지시를 반복합니다.

기업이 반쯤 완성된 다리를 건설하고 프로젝트를 완료하지 않는 것에 비유할 수 있습니다.

세일즈 이벤트에 참석률이 낮은 포트폴리오 회사입니다.

출석률을 높이는 데 집중한 결과 매출이 35% 증가했습니다.

쉬운 승리의 유혹은 중요한 돌파구를 마련하는 데 방해가 됩니다.

A+ 문제는 미지의 문제가 많아 단계별로 접근해야 하는 것이 특징입니다.

회사 전반의 정보 투명성을 높여 문제 해결 능력을 향상시킵니다.