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The Truth About Goals (You’ve Been Chasing the Wrong Thing) - EP002 · Freedom Flip

• 0:00
  So what is the goal that you really want to achieve? You mentioned, do you have goals? Left time on my phone, go to bed earlier, and meditate daily. Yeah, those are all strategies. They are great strategies, but they are all 100% strategies. This is my biggest discovery here.
• 0:15
  which is there is something deeper that I want to achieve by losing 20 pounds, by losing 50 pounds, by running a marathon. And I think that is the important part. Most of the other things, when we say, I want to be a millionaire by the age of XYZ, or this year I want to do a million dollars, whatever.
• 0:34
  there is something deeper that you really want to accomplish. And that thing that you are mentioning right there is just a strategy. So uncovering what is the real, true, deep goal that you want to accomplish, that is a game changer. How are you, brother?
• 0:52
  Very good. Today we can talk about goals and goal setting and all these kind of things. Talk, how do we think about goals? Is it beneficial to write down goals before the year ends, during the end of the year? Do you revisit the goals? How did goal setting evolve in your life in the last, whatever, 10 years? Dude, that's exactly what I want to talk about.
• 1:18
  There you go. Pomegranates, dude. I'm crushing pomegranates. I know that's not what you wanted, but I think I ate three or four yesterday. Just ripped them open, caveman style, just straight to the face. Unbelievable. I'm low on acromancia. It's something in the gut that helps break down sugar and other things. And it's like my body knows it's what I need. And pomegranate is just something that helps with that? It's one of the top things that over-replenishes acromancia. How did you identify that you had this lack in your gut? Yeah.
• 1:48
  I'm working with this woman that does, she does hair tests, spit tests, all of it. Because she says blood test is two in a moment versus like hair test is three months. And she does all these mineral tests. So from the hair, you can see how much minerals are coming out. Wow. Yeah, it's pretty neat, man. And then my body, like I had a pomegranate. I was like, oh my gosh, I just, I wanted so many of them. It is kind of a dessert, somewhat sweet.
• 2:15
  Even more than any dessert, I like was jacked up. I get the same with ice cream. It's just, I need this. My body. My body. My body is telling me.
• 2:29
  Okay, let's go back. Okay, coming to goals. So, actually, it's a beautiful start. So I woke up. We actually slept well with a newborn. Look at my wife, said, Happy New Year's. And we're just laying there and she goes, what was last year for you? And I said, probably an eight. She said, I said, what about you? She's like, I think she said nine. Nine.
• 2:51
  either 8.5 or 9. And then she goes, what would you have changed? Which is interesting because, you know, we're all obsessed with go forward. Like, I'm going to start the new thing and lose 10 pounds and blah, blah, blah, blah, blah.
• 3:05
  But your father, Charlie Munger, would have said, no, let's look back and let's look at what mistakes or dumb things we did last year and just remove those. So she goes, what would you have not done from last year? And I was like, man, actually, I didn't even think how deep it was until I responded. I was like, be on the phone less, meditate more and go to bed at nine every night. It's like if I did those three things, my year would be awesome. Like it just would be an awesome year. Yeah.
• 3:35
  And then she responded to, and it had me thinking about these goals, right? Is we all get so obsessed on the mountain to climb, but we forget like the basic, like you got to tie your boots. Like, like if you don't tie your boots, you're going to trip on the mountain. That's all over. If you didn't pack the stuff right back, you're screwed. And that was a good reminder to go back before you go forward to flip it coming back to the deep. What do you think?
• 4:00
  Yes. And let's just go maybe even back and maybe we start the conversation with this part, which is, let's just look at the last 10 years. Did you ever set up goals, wrote them out, check every quarter, every month at the end of the year? What has been your goal setting process over the last 10 years, let's say?
• 4:22
  I can't really remember prior to five, but at least the last four or five, I just do like a simple 10 for myself, five or 10 for myself, five or 10 for my wife, and then five or 10 together. You know, when we were, I don't know the exact number of years, but that was kind of our basic one. I didn't do much more than that. And I think when I had a business, it was very easy. It was like, get more revenue. And that's it.
• 4:46
  Everything else doesn't matter. But those were, do you have business goals with your business?
• 4:52
  We did, by the last three or four years, we were very specific. And it's pretty wild because a lot of it was out of our control in terms of like whether or not people went up for bid for cities and universities and public transits. But yeah, we'd have goals and we'd tie the entire company bonus. Half of it was to the goal. Half of it was to their own result. So yeah, the last three or four years, we were very lined in on like where we wanted to be.
• 5:20
  Cool. With my business, I never had goals. Me personally, I never had, when I started the business, my goal was I'm going to create this business and sell it for $1 million, right? Because that felt like the biggest number. Dude, Pablo, that was my goal too. I said by 30, I want to have a million dollars when I was like 23 starting the business. That was it. I couldn't think past that.
• 5:45
  But I did not even understand how selling a business worked, valuations, what EBITDA was, like zero. No understanding whatsoever.
• 5:55
  I just understood for whatever reason that what is very, very important is how much money ends up in my pocket. Yeah. Which most businesses don't understand that and they focus on top line or whatever. Of course, it depends on the industry and so on because there are different games that are being played with different industries. So that was a goal. That's it. There's no reverse engineering. Zero. It was like, blah, this is what I want. And that's it.
• 6:25
  I never, never really worked with goals besides we want to launch more products. Yeah. We, oh, profitability is going down. Okay. We want to increase the profitability. Okay. How can we do that? Oh, we can do this. We can do this. We can do that. And then I started writing my goals 2023, like personal goals. Inside of the personal, there is always a part of business. Yeah. Yeah.
• 6:54
  I think that this year, this year I wrote it differently. I wrote the six pillars of an ultralife and I put all the six pillars and then I wrote down what I wanted in each of them. But I think that I would have done much better if I would have wrote things down early on.
• 7:15
  The guy who's the executive director for the nonprofit, he read, I forget what it's named, something Hill. And this guy met with like 100 of the most successful humans that ever lived or read about them. And the common theme across all of them was, guess what? I don't know. They wrote down their goals and they looked at it almost every day. They'd have a sheet or they'd have a way to look at it every day. And to me, it's kind of back to Charlie Munger. It's a way to not be distracted. Yeah.
• 7:44
  It's like it just comes you back. It roots you back. Oh, this is what I want to do. And this will be the first year that I'm going to do that. He's done it, the executive director for the nonprofit. He's the man. He's done it for three or four years after he read the book. I think it's Think and Go Rich by whatever. Napoleon Hill. Napoleon Hill. I think I haven't read it. Yes. That's funny that you're going to read that book. Oh, I want to now because of him. But he was like the one huge takeaway is that all of these people
• 8:11
  had their goals clearly, specifically stated. I was like, well, that's easy. And I think about coming back to what did I do wrong last year? If we don't have specific goals, then we get distracted. Then we get excited by something random. We're all kind of dogs to some degree that are like, oh, treat, go grab it. Oh, ice cream, eat the whole thing. Whatever the thing is. So let me ask you on this. If you say...
• 8:40
  What would be one goal for this year for you? One other thing I'll mention that I literally have up right now is called Year Compass. It's pretty neat. It's free. It's a PDF you can download in like 180 countries. And it has you go through last year and then next year. And you look at the first step is you look at every week of the calendar and you think about what gave you energy and what didn't give you energy.
• 9:05
  What were the exciting events? I don't think I've finished the goals yet, but let me think of one would be less phone time, like fewer than four to five hours on my phone daily. I'm not sure what to, I was blown away how much I'm on my phone. I never look at the Apple stats of how much. I was appalled when I saw my average.
• 9:27
  Okay, so I have something that I think that you're going to really like. So what you just mentioned, let's say be less on my phone. Let's just say that you've been, what would you guess that is your average? I would have guessed three to four hours. Now I know it's eight to eight and a half.
• 9:46
  Okay, let's just say that it's eight. The question is, what would be your goal? To be five, let's say? Yeah, four to five. Okay, let's say five. Well, I would say that is not a goal. That is a strategy. So, and this is where I think that we fucked it up. The question is, what do you want to achieve by being three hours less average on your phone?
• 10:13
  Yeah, you're right. It's like the mission. I want to be more present wherever I'm with or whatever I'm doing. Be more present. Okay, let's just keep going. What do you want to achieve by being more present in whatever you're doing? I think accomplishing the goals I actually want, right? Rather than reading whatever other people are sending me or asking me to do from the phone. Say that again? Accomplishing specific things I want.
• 10:40
  Like, it's funny, the reason I came up with, and it sounds like you're showing me how it's a bad goal, but I asked both my wife. I wouldn't say that it's a bad goal. To me, that is a strategy. That's not a goal. To achieve a goal. Yeah. Yes. Correct. Both of them, I said, what would you change in the last year? I said this to my wife and to our chief of staff. She said, both of them said, be on your phone less. I was like, oof.
• 11:05
  It's good alignment there. And I kind of ignored them. Like I kind of was like, nah, that's wrong. You know? But Holly's in the phone a lot. Her average is five. It was, I pulled it up. She's like five hours. So she's three hours less a day than me. Is it possible that you are getting, your data is a little bit skewed because you are doing something that is
• 11:30
  let's say that you want to do it, at least only on your phone, like watching TikTok, for example, that you really... I love TikTok. Just the clips and the monkeys. You seen the monkeys? The dog videos? The dog videos, yes, of course. I dig in a little bit. No, I think it's accurate. Now... There's no way that you spend 10 hours on your phone. Dude, eight, eight, not 10. Can you, you know, eight. Can you at least just check your calendar more often?
• 11:59
  What do you mean? Spend a little more time on your calendar. No. The calendar app. Just download on your phone the calendar app at least. Just a reference for everybody watching this is because I occasionally am late to meetings or forget about them and Pablo's remind me. It's because I only commit to meetings with Pablo's and my calendar's empty otherwise. So then it's just never used.
• 12:21
  Yeah, it's pretty wild, but I think it's true. I think it's right. That is interesting. So you said you want to be less on your phone. Why is that? Because you want to be more present. Why is that? I think because spending more time on my phone, other than, you know, reading books, listening to books, it's not as fulfilling as achieving things.
• 12:49
  Or focusing on the thing, the real goals that I want to do in the year. Okay. That's a deep thing, right? Well, yes, I think that it is. Because that's when your goal...
• 13:03
  being less time on your phone becomes a strategy. So what is the goal that you really want to achieve? You said right now, you mentioned, do you have goals? Well, I said three and maybe they're more strategies, but it kind of comes back to Charlie Munger of, these are things that I wouldn't have done last year if I could go back or I would like to do less. Less time on my phone, go to bed earlier, go to bed around nine and meditate daily. Okay. Yeah, those are all strategies. Yeah, I think what's... They are great strategies. Yeah.
• 13:31
  But they are all 100% strategists. Sorry, 99.999% strategists. Because amateurs speaks in... What do they speak? What is it? I've never heard this. Tell me more. Yeah, I have a big chin friend that has this phrase. Yeah.
• 13:53
  What is the name? No, I didn't make it up. I don't want to take credit. I think I read it somewhere. Or no, I know what book I got it from and I may have played with the phrasing. Amateur speaking absolutes. Professionals and probabilities. Let's go back. Let me pull it back real quick. I think the key thing is I've done the same thing you have and I agree with you. It was goals. I'm going to climb Mount Everest. I'm going to lose 30 pounds. Very specific goals. Those are not goals. That's my whole point.
• 14:22
  Oh, really? Those are strategies. Yes, 100%. Climbing Mount Everest? That is not a goal. That is a bucket list item or something like that, but that is not a goal. You tell me more on a goal. For the majority of people, this is my biggest discovery here, which is there is something deeper that I want to achieve by losing 10 pounds, by losing 20 pounds, by losing 50 pounds.
• 14:50
  by running a marathon, by blah, blah, blah, blah, blah. And I think that that is the important part. But let's just say my goal is to climb Mount Everest. Just to give an example. Not many people really finish Mount Everest. Yeah. So if I prepare for one year and then I just go and then I quote unquote fail. Did I really fail?
• 15:20
  What was I really trying to achieve? And maybe I was like, I almost reached, I was like 10% and I have to go back because health issues. Yeah. Or I'm going to die because of a storm or something. Yeah. Yes. Yes. So my life is in danger. This, I need to pull the cord down. Yeah. What was I really trying to achieve there? And was that the right strategy to achieve? Maybe yes, maybe not. Doesn't matter.
• 15:47
  But that's, again, climbing a mountain, climbing Kilimanjaro or whatnot. To me, those are bucket list items for many people, yes. But there are some specifics that, let's just say that for me, if I... Okay, let's just say my goal is to go from 25% body fat to 14% body fat. To go from 93 kilos to 80, 82 kilos.
• 16:15
  And to go from XYZ muscles to whatever number. Is that my real goal? What am I trying to achieve with that? To kill the fat kid and Pablo from his young age eating ice creams? There is something that I want to... I'm joking partially, but I'm serious partially. Yeah, yeah, totally. There is something deeper that I am looking to achieve. That's deep, man. So let's say that I'm like, well, for me, I want to be...
• 16:45
  in the best health that I ever been in my life in 2026. Okay. So let's just, let's just brainstorm some strategies. Well, if I go from 93 kilos to 80, 82, yes. If I go to the gym four times a week, good. If I walk 12,500 steps a day average, good. If I take my meetings on a standing desk, if I buy a treadmill, no.
• 17:12
  if I buy a treadmill in order to move while I am having meetings, if I focus on having meetings while I am walking rather than stationary, all those are strategies. Yeah, you're right. And some of them may work, some of them may not work. Dude, that's deep, man. This is something that I discovered not long ago, and I think that it's very important to make the distinction because it would be...
• 17:42
  easier for me to pursue the goal of, I want to be in the best shape, in the best health that I've ever been. I want, if I say in the best shape, which is not what I want, even though that may happen, I want low inflammation. Okay. Right now I have high inflammation. Okay, what do I need to do? Well, I need to avoid gluten, avoid dairy, avoid processed foods, avoid the shitty oils. Okay.
• 18:12
  I want to increase my sleep. I want to go from sleeping six hours, 22 minutes to seven hours average a night. Okay. That sounds good. I want to have low cortisol. But let me ask a couple questions. So would the goal be increased sleep, lower inflammation and how you achieve it in the exact amount? You're not putting a cap on or exact number. Say that again. Ask the question again.
• 18:37
  What you've been talking about, increased sleep, that's the goal. It doesn't have a number on it. That is a strategy. That is a strategy. My belief is that if I go from six hours, 22 minutes to seven hours, my health is going to be better. Yeah. And I say seven hours, it might be six hours and 45 minutes. I don't know. Yeah. Yeah.
• 19:02
  But I know that I want to increase the amount of time that I'm sleeping. Now, what is the strategy to achieve that strategy? Well, I want to go to bed at nine. Do you put a number on how much you're trying to increase that sleep? Yes, in this case, I'm telling you the exact number. 6.22 is last year. Seven hours is the goal for this year.
• 19:23
  What's kind of interesting that you're blowing my mind in two ways is combining two different things. One is I almost love the idea of not putting a number on it.
• 19:33
  It's something interesting to play with some of it. It's kind of like your business, right? Your business has blown away all your goals. If you had set goals. Oh, terrible. Then you're like, well, we got there and it's May. Guess that's a good year. And Elon's a great example of this, right? He just says, we want to reduce the cost per payload per ton to space. That's it.
• 19:57
  How we're going to do that, we don't know. And we want a 10, 100x reduction, right? We can't even imagine how much we're going to reduce it. And I think of myself, it's almost more fun to not put the number on it and say like, no, no, I'm going to play with the strategies, as you said. And I'm combining your strategies with your business, the two of them together. Yeah. It's like, no, no, I'm just going to, I know the area I want to achieve a goal.
• 20:25
  I know the general goal, increased sleep, right, could be a goal. But, and here's five strategies I'm going to play with. I think that it depends, right? Because I totally agree with you when it comes to revenue. I still, to this day, I don't like to have goals of revenue or profitability, right?
• 20:46
  But I also understand that my team, they want that. Yeah. They want that. And I'm thinking, I would have never achieved what I achieved, especially in the first four years. Yeah. If I have put a cap because it's... Limiting beliefs. It would be insane if I tell you, hey, I'm going to do this in first, second, third, fourth. It would be like, it's impossible. Like, nobody does that. What are you talking about?
• 21:12
  And I'm like, no, no, trust me, I'm going to achieve it. Or if I have done half of that. But what I did was, my goal was, I want to launch 20 products, 50 products.
• 21:24
  So do I call that a goal back then? I think that I was like, this is my focus. Your goal was to improve the business and a strategy was to launch more products. That's really part of it. I think that if I go deep and very difficult to understand right now what it would be, but if I would have the self-awareness back then, I would be like, my goal is to not be poor. Yeah. Yeah.
• 21:49
  Dude, spot on. That's it. That's my goal. I'm going to do whatever the fuck I need to do. To not be poor. Yes. That's it. You're spot on. And I still think about that today. Since selling my business, there've been very few times I've felt really poor. But man, when I feel that for a moment, it's like this fire and it's not a healthy fire. It's like, must not be poor again. Not again. Yes. So...
• 22:18
  I think that is fascinating to really take a look at your goals and understand that most likely most of those goals are just strategies of something bigger, much more profound that you want to achieve. Now, maybe it's something that you are running away from or something that you are running towards. So that is also important to get the understanding. Yeah.
• 22:47
  is what is the energy behind? So, for example, if you say, I want to be less on my phone. And then it's like, well, okay, why is that? Well, because I want to spend more time on my mission. Yeah. Okay. That's positive. Okay, let's just double click on that. What's your mission? Well, I don't know. Okay. Oh. Okay, interesting. Or, so that's, okay, let's just, we can keep talking about that. But what if you say,
• 23:16
  Well, I just, I want to spend less time on my phone. Okay, why? Because I don't want my life to be wasted. Okay, interesting. Why is that? Well, because you can go in all the negatives about it. Well, is there any way that you can flip it? Yeah. Into something that you want to run towards rather than running away from. Yeah. I think that the energy of running away from is very powerful. Very powerful. Yeah.
• 23:44
  It's like, I don't want to be poor and I'm just going to run as much as possible and I'm just going to defeat anything that is in front of me in order to run away from me being poor again. But there is a moment that after certain success, you need to make the flip. Yeah. You need to switch that up. You need to turn it into, what do I want to run towards?
• 24:09
  And that was so helpful from, I think you nailed it. The phrase that we loved from our friend Anastasia was that mercenary to missionary. Because it works as a mercenary, right? Like, I don't want to be poor anymore. I was poor as a kid. I have these bad memories. But once you've achieved, and oftentimes I think it's even a taste of that, right? Like you've conquered that initial mercenary task. It just doesn't work anymore. I think the most surprising thing I had after achieving some financial goals was like,
• 24:39
  Man, I'm just not fired up just to do that again. I think until someone has made, if money's the thing they're chasing, that mercenary thing, they're like, yeah, you just keep compounding. And the wild thing is there are, I mean, especially many of our real estate buddies, like they just love going after the property and the art of that one property. And I think they get rich slowly.
• 25:00
  It really goes versus those of us who had more of a big event. I think it's more of that existential crisis like, well, that doesn't work anymore. And that you're spot on. That's where the mission has to start to slide in. Yeah. And talking about real estate also depends on do they have the freedom to step out of that or they are in a scheme that there is no way for them to get out. It's just the hamster wheel becomes so big. Yeah.
• 25:27
  that that is a much more difficult thing to do as an exit. If you are devoting most of your time into that, it would be great to bring one of our friends to talk about this topic because how do they process this information? I don't know if he will be able to talk about this, but how do they process
• 25:45
  This concept of raising the next fund to buy another apartment complex or whatever they buy, and then to improve it, and then to cash flow it, and then to sell it. And it's over and over and over and over again. I just had to click. I've never thought about this before. For someone like what you built and what I had built...
• 26:09
  the value is not in me. It's external to me. It's this entity that's an LLC, C-Corp, whatever that can be sold. With the real estate professionals, the value is them. They can't sell that. It's very hard to sell that for real value until you reach some kind of crazy size. It's them just doing another deal that creates the value. So they can't, it's not separate from them. It is them. That is interesting. Well, they can, right? So we have a good friend
• 26:38
  also that he's selling his whole portfolio. But he has a setup where he's not really involved in the day-to-day. He's not, I believe that he's not the face of the company. Correct. But what I'm saying is those are individual assets. Think of them as like just good deals. So like for me, I would think I had a really good deal. We sold the city of Orlando. It was a couple million dollar deal. Yeah.
• 27:02
  you know, like that was great. We made a lot of profit on it. You know, we were the only one that actually bid on it. That's a deal. But the whole entity, right? We're a real estate professional, like, oh man, that deal in Orlando was great. They're going through the deals versus the actual fund. The entity is harder. I never thought about that. Wait, I want to pull back to the goals on, there were two things you were saying that were hitting a powerful, uh,
• 27:28
  side. So I think that that pull keeps pulling them in. I want to hear a little bit more how you think of goals this year. Is this all an epiphany this year of strategies versus goals? I had this, I think that last year or the previous year, that's where I realized, wait a second,
• 27:45
  What do I really want to achieve here? Or, for example, I had, I can't remember right now exactly what it was, but let's just say that it was about a specific pillar of wealth, right? Let's just say that it's about time freedom. And I had, okay, I want to be, now this is basically what I have now, but I want to be a time billionaire. Yeah.
• 28:09
  That's what I want to be. Wow. No, right now I am a, I'm a prisoner of my own creation. I have no free time. This is not the case anymore, but that this was the case a couple of years ago. I'm so busy. I'm so busy. I want to be a time billionaire. Okay. Here are my ideas, right? These are my goals.
• 28:29
  And then I realized, well, I did not achieve half of the goals, but I achieved the other ones. And I ended up with the final outcome. So, oh, these are not the goals. Oh, these are strategies. And I am doing this all the time. Also with my business, where we think about the, let's say, leadership team has goals.
• 28:54
  set up goals. Let's just say that the goal is to open the European market, just to say something. And then each of them, they bring the part that they need to accomplish to their teams. With leadership team, we say like, okay, what's the goal for this year? Okay, the goal for this year is to do $70 million in revenue. Okay, that's the goal. That's the goal. Great. How are we going to do this? What are the strategies to do this?
• 29:22
  This is not set on a stone because we don't know if this is going to accomplish it, but what are we going to do? We're going to open Europe. I'm going to start selling Europe. Okay, fantastic. Now, the sales leader goes, grabs it, goes to their team and says, hey, guys, this is the goal. We are opening Europe. So the strategy in the leadership team becomes the goal in the sales team. This is the goal. Now, each of you guys, you go and develop the strategy in order to accomplish that.
• 29:51
  So we want each person to develop the strategy, to have ownership when it comes to the execution and ownership when it comes to the results. That's the only path that we have found to freedom. Wow. Let's just bring it home to people. The person that you have in your house doing the housekeeping, the cleaning.
• 30:12
  Well, what is the goal that you are giving to them? And this is going to change, right, from people to people. But let's just say that the wrong way of doing it is, okay, your goal is to wash clothes every Monday at 9 a.m. This is what you're going to use. This is the, let me tell you exactly how you're going to do your job. This is the how, that's not the goal. These are just your strategies, your ideas, and you are telling the person to execute. And then you get pissed.
• 30:41
  When the person doesn't execute properly, because, of course, because you're not asking them to think about it. Yeah, they do execute what you told them, but it wasn't the real goal is your deep point, right? Yes. Like, they may have executed what I said, hey, on Mondays, wash my clothes and put them away. And they do that exactly. Well, the problem is I actually have a ton of stuff that shows up Monday that's dirty. Yeah.
• 31:08
  And they just did exactly what I said. Why they didn't see it? It's obvious that the basket is full on Tuesday. Why they didn't wash it on Tuesday? Because you fucking told them on Monday. Yeah, but why they don't have the foresight to think about this? Because you're not allowing them.
• 31:24
  Now, a different story. You said this, right? With the nannies. Your goal is that I spend the most amount of time with my kids. Yeah, that's it. That's your goal as the nanny. Meaning you're not telling them, go cook. Go pick up the shit on the floor. Go take the package from Amazon. You're not telling any of that stuff because those are all strategies. Well, remember, there's two goals for the nanny. Do you remember the first one?
• 31:54
  Don't die. That's it. Don't let the kids die. Don't let the kids die. And then the other one is... Maximize my time with the kids. Help me maximize. You're here so I can be with the kids. That's the intention. So what you're saying is these are your two goals. Don't let the kids die and allow me, make it possible for me to spend the most amount of time with my kids. That's it. That's it.
• 32:19
  Okay, but how do I do that? Great question. That's a question for you. You come up with a strategy. You execute the strategy. You own the results.
• 32:27
  Dude, it's a beautiful, and I keep being obsessed with the two lines, who not how, right? So who is the person? And we don't do that, right? We're like, well, if we just do this, then, and you're right, it's just a strategy versus like, okay, who is the best person I can find in the world to do this in my life, start this business with me, help my kids, whatever it is.
• 32:51
  You start with that and you don't waste your time on the strategies. And I still struggle with this. Like I still catch myself and be like, no, no, no, no. I'm getting into hows. Right? And here's how I remember it. Hows are headaches. Because if you start with a hows, you just get headaches. Because you're like, I said clean the clothes on Monday.
• 33:10
  You know, like I need them clean. And it's Tuesday and they're not. The hows just create huge headaches. First is the alignment of the who. Hey, you own this. You are the person to do this. How? Here's an idea. There's an idea. You have an idea. Go. Yeah, this is why it's important with the people that you work with is you have to delegate the goals. Not the how to achieve the goals. Like a great example. Goal is...
• 33:40
  Don't let the kid die. Maximize the amount of time that I spend with my kids. That's it. That's your goal. And another way also, this is very interesting. I am thinking more now. Let's come back to the personal goals. Usually the personal goals, they don't change with time. So when are you going to go and tell the opposite to your nanny? Hey, listen, I don't really want to spend any time with my fucking kids, okay? So just let me do the laundry.
• 34:10
  When are you going to do that? Like never, unless you're brain dead. So similarly to the six pillars of an ultra life, when am I going to say, you know what? I want to be time poor again. I don't want to be a time billionaire. Like, no, no, I'm pretty sure I really want to be a time billionaire always, forever. Now, how do I achieve that? That's going to change. The strategy is to achieve that. That's going to change over the years.
• 34:39
  I want to be, this year, I want to be in the best health that I've ever been in my life. When am I going to say the opposite? When am I going to wing it? When am I going to be like, you know what? Fuck this year. This year is fine. Let's just go fat this year. It's good. Fat's back. You heard it here first.
• 34:55
  So, you know, let's just take a break for a couple of years. Let's just be shitty health. Good. I like instead of fat, you're fluffy word. Let's be fluffy for a couple of years. It's a little more padding. So take this example, right? What's your goal for this year? This year I want to run a marathon. Okay. But what do you really want to achieve there? Yeah. Yeah.
• 35:19
  And then maybe when you dig deeper, the person is able to say like, well, I just, I haven't really been active lately. Yeah. And I really want to do an activity. Great, great. Now that can be running every morning, running every other day. Your knees might be shit. And maybe you need to go for just a walk every day. Maybe you want to walk 20,000 steps every day.
• 35:46
  Those are strategies. You have no clue which one is going to be. But you have to be flexible with the strategies. Yeah. You're fixed on the goal, flexible on the strategies. Yes. And I think that when it comes to personal goals that we set up on a yearly basis and so on, I don't really think that the goals change. I think that what changes is the strategy in order to achieve those goals.
• 36:15
  I mean, dude, that's huge. You're tying it back to Amazon, right? It should be delivered faster and delivered cheaper. It's going to be the same, right? And he flipped it. And variety of, yes, totally. So this is just for those that don't know, this is what Jeff Bezos says. He's like, okay, what are, from a first principles point of view, what are the fundamental truths about the universe when it comes to people buying stuff? Well, they want things faster forever.
• 36:45
  They will want things cheaper forever. And they want to have a variety of items, a lot of different options to buy from. When that's going to change? Never. Great. That's it. This is the focus. How do we achieve that?
• 37:05
  That's what we need to figure out. That's where we are flexible. That's where we need to, because if you are not flexible, so let's just take the example of the marathon again, right? Never run in my life. My goal is to run a marathon. And then I start feeling three months in. I am training with the app, with the trainer, with whatever. I start feeling knee pain. I start feeling the sole of my feet starts hurting. I have plantar fasciitis now. No, no, no. We need to keep pushing it.
• 37:35
  We need to keep pushing it. And then I end up, I kind of barely walk for six months because I damaged myself just because of a goal, quote unquote, that in fact was a strategy. What I wanted is to be, again, I don't know in this example, because that's going to depend on the person that is setting up this example. But let's just say that the goal was strategy.
• 37:57
  I wanted to be in great shape. I wanted to feel alive again. And I thought that maybe by running a marathon, I was going to feel alive. Maybe. Maybe not. And maybe you need to pivot in the middle. And that's totally fine. Yeah. Are you making fun of me with the marathon story? Have I told you that?
• 38:17
  I have no idea. No, zero. I was making fun of you. I ran the marathon without training and I couldn't walk for like, like my right glute didn't fire like halfway through the race. Now it was a kind of a joke thing. I was there to support my buddy and I copied his bib the night before. And I was like, he was like, I don't know if I'm going to finish. I was like, Oh, I'll copy your bib. I'll jump in and I'll help you finish.
• 38:40
  You know, a kilometer before. Well, a couple of kilometers in and I had a couple of copies. We just jumped in and we started running. And then the other guys run every week. When you say you have a copy, what do you mean you have a copy? You know, the bib with the numbers? Oh, yes. You just stamp it on and it's not running. I took it to a hotel. I said, can you copy this three times? They copied it three times. I cut out the edges. Shut up. This is true. Yeah. And I hadn't run a mile in like five years, six years.
• 39:07
  And the other two guys that were our friends that just they're supporting on the sideline for our one friend who was fundraising and doing the London Marathon. I was like, guys, let's just jump in. So like we clip them all on. Jump in.
• 39:20
  We go all the way. They're all in good shape. They're like, I'm dragging. My right glute stops firing. I'm like, must accomplish marathon. It's like, it's not firing. And then I was like five kilometers left. I was like, guys, you go. I don't want to slow you down. And I'm going. And then this guy comes trotting next to me. He's like, hey. He's like backwards looking at me. He's like, hey. He's like, that's not your bib, is it? I was like, what?
• 39:47
  He's like, that's not your bib. I was like, I was starting this like, don't lie task. So I'm like, I heard it hurts. Like part of me is like, yes, I'm done. So I was a couple kilometers off. I could almost see the finish line.
• 40:03
  He's like, this isn't yours. Opens the gates. Like, get out of here. Who was this guy? Was that security? It was security right before the finish line trying to catch idiots like me. And this is like eight years ago. And he sends me off. But the problem was I needed to see all my friends and my group.
• 40:23
  But they went through the entrance and the whole park was blocked off. I couldn't get into the park because there was only one little entrance and all these people. So I had to like crawl around to find them and just destroyed my body. And then I remember flying back to the United Sights the next day. I had to use the cart to push to like hobble over. But I mean, it's kind of exactly one of your things. Now, granted, I had only decided that was a goal that day.
• 40:51
  I had only even thought about it the day before. And I wrecked, I truly think five, six years later, I still had a glute firing issue that I didn't recognize all tied back to that day. It's deep. Just for some people that might be listening to this and they are like complaining or bitching around or already posted a comment, please leave the comment there. But I just want to clarify one thing. I think that is awesome.
• 41:14
  to say, I want to run a fucking marathon because I want to run a fucking marathon. Fuck you. Yeah, for sure. A hundred percent. Yes. I think that it's very cool to have adventures that you want to do. Yes. That are physically difficult to accomplish. I think that that is very, very cool and very, very important. All I'm saying is most of the other things...
• 41:38
  When we say, I want to be a millionaire by the age of XYZ, or this year I want to do a million dollars or a hundred thousand dollars or whatever. There is something deeper that you really want to accomplish. That thing that you are mentioning right there is just a strategy. It's just a strategy to achieve. So uncovering what is the real, true, deep goal that you want to accomplish, that is a game changer.
• 42:07
  It's funny, you're saying strategy and you're right. I'm thinking it's also a symptom, but you're not solving the root goal. And what you're doing with all this is say, no, those are just strategies or symptoms to solve. I wouldn't call it symptoms because they're no problems. To me, this is an idea that you have, a strategy that you have in order to accomplish something deeper that it's inside of you and it will continue to be there.
• 42:34
  But the faster you are able to uncover it, the easier it's going to be for you to live in that space. Totally right. What I'm saying is whether you're going up to a new great thing you want to do or down to resolve a problem you have, it's the same truth, eternal truth, that we as humans naturally focus on strategies up or symptoms down instead of the root, right? The root problem or the real goal.
• 43:04
  Which is, it's hard for us. It's not an easy thing to realize like, no, take a layer, go a layer deeper, take a layer deeper, take a layer, whether it's a problem or a goal, it's removing the layers and going to the actual true root of it, which is oftentimes something that happened in our childhood, something we're insecure about, right? There's something deeper to focus on, positive or negative.
• 43:30
  I have an interesting goal. I think that is very important when we are, especially in business or in anything, but this is very clear in business. We tend to have meetings and then we have meetings about meetings and meetings and meetings. We don't even know what the fuck we're talking about. Well, we are thinking, well, we just have, we have this problem and we, okay, what's the real issue to that? Because usually when we say we have a problem, that usually it's already the symptom. That's not the real issue.
• 44:00
  The real issue, we need to go deeper to find out, to figure out what's the real issue. And unless we uncover the real issue, nothing is going to get solved. And now we are going to have a different symptom eventually. And it's such a waste of time. So spending the time to dig deeper, to understand what is the real problem rather than attacking the symptom is massive.
• 44:24
  And that's whether that's the problem or the goal. It's opposite directions, but it's the same process. That's the cool thing, right? To simplify it down to whether it's something I want to accomplish that's good or remove something bad. It's the same process, right? Remove those layers and you can get to the actual, that outcome you're looking for or the true outcome, not something else. One more thing that we've been working a lot on this is, let's just say, I'm just trying to put an example here, but...
• 44:53
  Okay, let's just go back to revenue in a company, right? Okay, our goal is to do $50 million in revenue this year, increase revenue by 25%. Okay, then a good question to also attack it from a different place is what is the limiting factor to make this happen? And this is a very simple question, very difficult to really understand what is the answer. What is the limiting factor? What is the thing that is limiting us to accomplish this?
• 45:20
  And doing a proper brainstorm with your team, it's critical because many times we just put a lot of things that have nothing to do. They are not limiting factors. There are symptoms of the real limiting factor. What is the real limiting factor for us to achieve this goal, this thing that we want? It's so funny. There's three or four things that are coming to mind. So first was with the nonprofit, we're talking about our goals. Yeah.
• 45:49
  And it's so funny because he just, the first instinct he had was just, we want to do, you know, three to five times better than we did last year. And it was kind of our first year. So the numbers are very low. 2,000 kids helped, a million dollars in revenue they created. And I'm like, no, no, no.
• 46:06
  those are limiting beliefs. And this is your bigger point, right? And it's so amazing to think we don't only have limiting beliefs that are like, I can never lose weight, or I can never be rich. We also have limiting beliefs of how much weight can I lose? How much wealth can I generate? Or, you know, how many people can I help in this nonprofit? Like we create
• 46:25
  a ceiling subconsciously by fixating on the number, you know, as the goal, even though it's a strategy. Like that's, that's a, a wild one. And I just hearing you talk, one strategy came to mind. So we have a second house in Florida and I realized, I was like, I don't want to spend any time on this.
• 46:45
  And the goal, I was completely off this year of like... Sorry, explain. You wouldn't want to spend any time on this? We own the house. It's got a pool. We do rent it for a couple months of the year when we're not here during kind of the big season, winter season. You know, and also when my friends are, if you come down, I don't want to answer any of your questions or do anything. So I have someone that's helping manage the house. We've got cleaners. We've got some handymen, all of us. But I've still kind of been too much of the manager. I want none of it.
• 47:13
  And the real goal is to minimize my involvement on the house. That's it. Because that'll never change. Well, what is your real goal behind that? To spend almost no time on the house. So I can spend my time on my mission. I'm talking more with her, with my manager of the house. So like the real, you're right, the real goal is to go focus on my mission. Yeah.
• 47:37
  But in terms of her world she's going to own, assuming, I don't know if I think she's the right person, right? It's to express with her, hey, my goal on this house, my goal for this house, not for my life, not for my personal life, just...
• 47:49
  minimize my time. And I don't think I've ever articulated that, right? Like she may think I actually enjoy screwing around with certain things or getting involved with X, Y, or Z. And it's until we align on that. Well, wait, wait, let me just tweak a little bit that one. Tell me what you think about this. So you can say that that's your goal, minimize my time dealing with the house. But the other thing would be, this is the goal that I want. This is my vision. Is that this house become...
• 48:19
  vehicle for incredible experiences for my family and for the people that I love. And in the time that is not being used, this house also generates revenue for us to boost those experiences. And I want all that to happen with me having zero involvement with anything that is management admin bullshit.
• 48:47
  It's so funny because we're going to rent it even more. But wait, wait, what do you think about that? I love it. It is amazing. It's beautiful. It's music. Pablo dropping a beat. You're expanding a little bit more on your goal. Think how this is where I took it from. I don't want anything to do. It comes from a negative place. Yeah. To be positive.
• 49:11
  To this is my vision. This is the vision that I want. And the only way to achieve that is by me not being involved in this, this, this, this. And I only want to be involved in blah.
• 49:26
  Yeah. What you said, create amazing experiences for myself and my family and renters, right? Even people who want to come, I want them to have amazing experience while minimizing my involvement in any of that. I said you, your family, friends, loved ones, right? Because you may want to give it to a friend. And again, in your case, I didn't mention this, but for you might be like, and renters. Yeah. Okay. Because if you want that for renters, maybe the profit is lower.
• 49:56
  Because maybe that means that every person that comes and rents from you, you are literally having...
• 50:02
  brand new things, like a basket, like with flowers, with wine or with whatever that you like. And, and you have any, anyhow, you can have a welcome basket for 500 bucks for every single guest. Again, I don't know, but that is an important, it was your vision. And maybe that's part of your vision.
• 50:26
  You're spot on. And because we only spend, you know, oftentimes fewer than 30 days, if we were to hypothetically rented all that, especially the big ones, we're replacing all of our outdoor furniture. Because they mentioned like, hey, we'd like nice furniture. So we just got the whole, which is your point. It's less profit, but it's an amazing experience for them and us. But that is your vision. Yeah. Yeah.
• 50:48
  And this is what you can say vision, you can say goal. To me, it's kind of the same because you don't want to really change that. Now, this may change in the future where you may say, you know what? I have enough money. I don't really want to rent this to anyone. Yeah. Or not. Or you may be like, no, dude, I definitely want to have this rented out because I want this house to be in use. Yeah. I want this to be a vehicle for happiness. That's for you to create. Yeah.
• 51:17
  It's definitely like the wealth money right now, but I think there is probably 80-20. 80 is that. 20% is like...
• 51:26
  man, I don't, this is an amazing house. I want someone to be having a good time. Ideally it's me where they're fewer than 30 days. Okay. Second, friends or family. Okay. Third, a renter. Like that would be awesome to get that. And it's funny, right? Most of my family and most humans, like a lot of our good friends and family, I'll be like, Hey, you can go down. No, we can't get away. Like, yeah, they're stuck in their, their system and their mode. But it's a beautiful restatement that you just had.
• 51:52
  And even one more thing, right? So right now, if you say, okay, I just hire a chief of staff. The mistake that I have done in the past is I hire a person and then I say, hey, this is my vision. Sayonara. Good luck. Yeah.
• 52:05
  Terrible. Never worked for me. The way that I figured that out to make it work is that this is the vision. Now you are in charge of coming up with a strategy and executing and you own the results. I want, I want you to be free. If you are free, I am free. If I am free, you are free. I want you to be the owner of the whole end to end process. Wait, so.
• 52:33
  How do I know that the strategist makes sense? How does she know that the strategist makes sense? I just hire her. I have no idea. We need to get to know each other. Yeah. So what I have done, and it just works great, which is I do that speech and the person is like out of their mind. He's like, okay, yes, I love that.
• 52:59
  I said, but I'm not going to let you just say, yeah, go, good luck. No, because you have never done this. I want to meet with you. I want to hear your strategies. And I want to be able to give you, because we are just starting to work with each other on this new thing. And it's a big thing. I don't want that you smash your face in the ground. I've been dealing with all this house for five years. I have a lot of experience of marketing
• 53:27
  what to do, what not to do, what went right or wrong. For me, it may go great for you, but at least I want to be able to be involved at the beginning because I want you to win. So this is how we're going to do it. You go, did you got the vision? Yes. Any questions? Well, what about this? Fantastic. Okay. Strategy. Now you go, create a strategy. Let's meet in three days, in one day, next week. And I want to go over with you on the strategy. And then you see what the person has in mind.
• 53:58
  And one more thing. And your goal as the person creating the strategy is that when you are sharing with me the strategy, your goal is that I say, holy shit, this is incredible. Yeah. I've never seen. Wow. A hundred percent on board. I love it. This is way better than what I could come up with. Way, way better than anything that I came up with in the last five years. Unbelievable. Go for it.
• 54:26
  Execute, go. Sometimes here at the beginning is a fine line, right? So just to give an example, and there might be some bleeping here. When we were talking about doing the podcast, I have a very bad experience with agencies in my line of work. Right.
• 54:45
  Very bad experience. Agencies are shit. And usually the best thing is to have people in-house doing that job. That's usually the experience that I had. From your prior experience. With my business. Yeah. So when it comes to the podcast, I'm like, I'm going to hire people in-house. And then *** says, I think that the best thing is to go with an agency. And she's like, I know your experience with agencies, but I think that is the best. And I'm like,
• 55:14
  Okay, just let's see. What I could have done incorrectly is to say like, no, no, no, no, stop it. No, no, no, no. Let's not do agencies. Let's just hire a person in-house. Because now all of a sudden, why do I think that I'm so great? Yeah. Like, she might be right.
• 55:33
  It's because of your haircut. That's why. She might be totally right. Yeah. Okay. And you cut her legs out if you stopped her. You just... Exactly. You just knocked her legs out when she's running. She's trying to sprint towards an exciting thing and you knocked her legs out. With a big chance that I am wrong. Yeah. Yeah.
• 55:51
  And then she resents you for it. She's like, this guy sucks. I had a good idea. Yes. This is the dangerous part when we are not used to work like this, is that we end up making that kind of mistake where, and it happened with me, with one person in my company that she's like, well, but it's, are you sharing with me your vision or, or you are just doing the strategy?
• 56:18
  Like, what are we doing here? And again, we've been working for a long time, so we have very good confidence and very good relationships. She was challenging you on that? Like, challenging how you were approaching it? Wow. Yeah, because I was approaching it incorrectly. And I was approaching it from a place of fear. A place of like, ah, I don't want a mistake here. I don't want a mistake on this thing. Wow. And the only way to get freedom that I have found is...
• 56:48
  I need to give the person the freedom to come up with a strategy, execute, and own the results. That's it. Yeah. That's it. Done. Wow. Are you ready for my dyslexic flip to what you just said? How I'll remember it? So most people, myself included, most of my life, it's you start with the outcome. I want blah. Then I start coming up with, here's how I'm going to do it.
• 57:17
  And then the last thing is like, okay, let's go hire Jimmy or Sally, Susie to go do it. If you flip that, it becomes the acronym WHO, WHO. No, instead, we do the opposite. We start with who is an amazing person to work on this. We let them come up with how.
• 57:39
  And then we observe outcomes to evaluate how the strategies are actually creating the change or not. So it's the flip of what we naturally want to go do. Yes, but I just want to also be one of the biggest mistakes that I made recently.
• 57:55
  for years in my business is that because I'm hiring the who, and then I'm just stepping to the side. I'm like, well, I just hired the who. The who, allegedly, is way better than me at this, and it's why she or he is the who. There's a bridge. Therefore, they are going to do it, of course. And I think that there is a part that I was not considering, which is...
• 58:21
  I cannot just state the vision slash goal one time and walk away. Because there is nuances. There's stories behind that. There is more information. The person doesn't really know. I prefer to have the meetings with the person where I can answer more questions about that. And also I want to see what's the strategy that the person is coming up at the beginning.
• 58:51
  Let's meet at the beginning. I want to see 100% of the strategy. And then eventually those meetings go down to 80% of the time, 50% of the time. And eventually I don't want to meet with you. Yeah. Because you don't want to meet with me. It doesn't need to happen. Because it's not needed.
• 59:07
  nothing personal. It's not that I dislike the person. It's that the less time the person is meeting with me, the more time the person is having freedom to go and execute, to come up with the ideas. There is a moment, there is a moment that is like, you do it.
• 59:22
  You do it. I love that. There's two things from that. One is, and I think we've talked about this, right? The meeting should be a phone call. The phone call should be an email. The email should be a text message. The text message should have never happened. And as you gain trust, that's the path, right? I have not heard that one. So explain. Oh, you've not heard this?
• 59:42
  No. Well, it actually ties to the second point that you brought up, which is we were riffing on this in the last couple months. Someone's like, hey, Peter, let's get on a call or let's have a meeting next week. And you had this great challenge, which is like, I need to start. I don't accept that many meetings to begin with, but I really need to push people. OK, cool. What's your goal? Right. And my assistants say, what's your goal for the meeting?
• 1:00:07
  And their goal may be one thing, and I have a very different goal. There was a family-type situation where this was like, we had a goal, it was going to be a family night. And then friends of the family members showed up. So it wasn't a family night. And I left. I was like, okay, I'm out. And there was a little bit... Wait, wait, give more context. What happened? My wife and I had a family event. We were with family. When did you say family? Whose family? What family? I'm not going to mention the actual family members, but it was some of our families, some of our greater family.
• 1:00:37
  We were going to see them. The intention, the agreed goal was. You and your wife. Between me, my wife, and those family members. Okay. We were going to have a dinner as a family.
• 1:00:50
  How many, wait, how many people, listen, people already know what you're talking about. So just give the full story. I have four kids, the woman who's kind of going to be, is being promoted to our chief of staff, my wife, me, and then a couple of family members. That's it. That's the plan for the dinner. Okay. In your house? In their house. Okay. How many people from their side? Okay.
• 1:01:13
  Two, three people that are... Okay, so you were dominating, basically. Your family was dominating the whole thing. We're dominating. I already am a little resistant because I don't like to eat dinner later. And it was like probably going to be later dinner. I was like, ah. What time? Seven. I want to eat at five. I want my food to digest three, four hours. All right, so you're already upset about life. And not upset because I said, hey, should I eat now? And my wife was like, no. Why do you ask the question? No, don't worry. What's that?
• 1:01:41
  Why do you ask the question? Because I wasn't in charge of dinner. I wasn't ordering dinner or cooking or provide. I was in the backseat. Not my house, not my dinner. So I said, I can eat now. We show up. And then there's no fault, right? Suddenly, 30 minutes later, like five or six neighbors of theirs show up. Adult neighbors. And I'm like... And it was so funny because I had this like... And I was channeling some of you. I was like...
• 1:02:10
  I don't want to be here. So I was like, okay. I'm leaving. So I tell them... Now, there was a house nearby that I knew. Wait, how did you tell? How did you tell them? I went by...
• 1:02:23
  My wife, I went by the girl who's chief staff. And sorry, I also had some other family with me. It's a long story. But I just said to all three of them, I said, like, hey, I'm going to go. I'm going to be over at this house. I'm gone. You went to pee over the house? No, no, no. I went to be. To be. At a different house in the neighborhood. I didn't sign up for this kind of like...
• 1:02:44
  neighborhood party thing. I thought it was a family night. But did you say that to them? Really good question. And this was the feedback we talked about the next day. I said, I'm leaving. I didn't say, hey, I don't want to be here now with this party. And honestly, I don't think I had gone inward. Got it. The root cause. You didn't know exactly what happened. The next morning, I was able to be like, oh. This is why. That we had a goal. The goal changed, which no problem. I'm not in charge of people. I don't want to control them. I love them all. I didn't sign up for this goal.
• 1:03:14
  You know, coming back to the goal. Well, wait a second. Why do you say no problem? Because, and this is probably a little bit different between you and me. If someone doesn't want to spend time with me, I don't care. I'm not attached. No, wait a second. No, no. But there is a difference here. So if we say, hey, we are doing a family dinner, and then the person invites the neighborhood or four neighbors, there is a problem. It's not the end of the world. Right.
• 1:03:41
  It's not a situation for you to stop seeing your family, but there is a problem. And that problem triggers you taking an action. Correct. Correct. So my question to you is, why do you... It's like, well, there is no problem. Why do you minimize it? What I mean is because no one's trying to force me to stay in this new plan and I can just...
• 1:04:07
  exit from a new plan. I don't view there as a problem. The thing that I received the feedback was I could have said like, hey, why don't I take the kids and bounce and just be a little more clear? Like, I don't want to be here. This is not the night that I was planning or that I agreed to the goal. There's a new goal.
• 1:04:27
  Yes, I understand. When you took off, right, what did you do? You just spoke with your wife, with your chief of staff, and said, hey, I'm leaving, or what? And one other family member that was there, three of them. And you said, hey, I'm leaving, bye. I said, I'm going to the house down the street. That's somebody I'd like to see. I'm going. Now, it got more complicated because my phone was low and it died. And they went to the house, but they didn't knock on the door. They just peeked in and didn't see us. Like, they knew this house. They were very familiar with the people.
• 1:04:55
  So they didn't think I was there. So then they're like, where is he? It added complexity, but pulling it back to the goals, right? You had this amazing insight that comes back to the meeting could be a call. The call could be an email. The email could be a text. The text never happened. If we don't start with what is this goal, right? It's actually really who should be involved in this. Like I may not care about this goal or it's not a meeting I want to have.
• 1:05:23
  If I can understand what your goal is, I can decide, am I the right person? Am I a who that should be involved? Or, hey, why don't you go talk to Bill or Sally? She's great on this topic. We don't even need to have a call. We don't even have a text message. We have an email. That's it. And I'm not committing...
• 1:05:41
  Until I understand. And I like people. I like meeting people. So there's a little bit of a tug and pull on that. Like there's certain people where it's somebody like you. It's like, hey, let's do a call. Of course. Anytime, anywhere. I don't care. I'm always excited to hear what you have to think. And there's a dozen or so people in my life that are like that. There's like a hundred that I like, but I'm not willing to give hand over my time in that way without some level of clarity around the...
• 1:06:07
  the goal that they have. And it's not just a selfish, partially as I want to protect my time, but it's partially like, I don't want to waste your time. Like if this is something I don't really know or don't feel excited about or understand, I should just tell you that up front and give any thoughts, advice, just of, hey, here's a better path than me. Like, I don't know anything about this topic or this space or this industry, or I don't do another one. It's like, I get a lot of these seed round investments. Well, I'm not doing those anymore. Right.
• 1:06:36
  Right. So how do you get that shit? Because I like, I mean, in my local community, I had done quite a few. And just because if somebody's kind of doing a tech business, they're like, oh, he did a tech business and sold it. Go talk to him. But, you know, now a lot of people seek advice, get money, seek money, get advice. So now people are better about, that's a good flip. A lot of people are coming to say, hey, I want your advice. Well, they really just want my money.
• 1:07:01
  They want to raise the investment, which is not a criticism of them. I think it's a smart approach to see if there's knowledge I have and then maybe I invest.
• 1:07:09
  But I try and pull that out right away. Like my assistant now will just say, he's not doing any seed round investments or private investments. Like he's focused on public markets and businesses. He's starting himself. Done. And then a lot of times they're like, oh, appreciate that. Is there anyone you know doing that? And then sure. Like, oh yeah, here's two people that do a lot of them. Go talk to them. And my assistant can do all of that without me even being involved. Yes. Because we've now aligned on that. I've given her the strategy. She knows.
• 1:07:36
  And guess what? Now I don't have a call. I don't have a meeting call. I don't even look at the email. It's not a text message. It's just solved. In a respectful way of we're still answering the email. I'm still integrated in this community that I want to help and support. And I want to help any entrepreneur. Like I don't necessarily, I'm not willing to give up my time to them, but I want to support them in their effort of risk, challenge, whatever. And that was the point that brought me back to you saying, I don't want to get on the call unless I know the goal. I don't want to go to the meeting unless I know...
• 1:08:05
  what they're interested in. And it may just be, hey, I want to brainstorm with you. That's still a goal or a topic. Like, hey, Pablo, I'm starting this new business. Can we brainstorm on it? Yeah. Maybe, maybe not. But I'm going to commit to it or not commit to it beforehand. And I think what's so cool is when you actually are stepped back, even with a family event, then you can kind of lay down the expectations. Everyone understands. And yeah, things change a little bit. But whoa, if it goes a completely different path,
• 1:08:35
  Now we can pause and say, hey, this wasn't what we talked about. Maybe we can do it, but this is a whole new plan. Let's talk about it. I may not want to be involved in that, or you may not want to be involved in this. 100%. Yes.
• 1:08:49
  That's good, man. But I think the acronym I'm going to try and remember is who, how, outcome, right? It's the opposite of what I did most of my life. And the how, they come up with a how, and I just strategize with them. I listen to them. Who, how, outcome. So who, spell the word who.
• 1:09:07
  Any project, any goal, anything you're trying to do, start with who. Who, how, outcome. Because what do we do naturally? What outcome do I want? What goal? Maybe it's not even a goal. So I start with the outcome. That's probably not the right goal. Then I think about how to do it. Then I think about who to do it with. Flip it. Go the exact opposite. Flip that over. And the only way for my monkey brain to remember that is like, who, how, outcome. Anything I want to do, who, how, outcome.
• 1:09:36
  That's cool. So coming back to the goals, let's say, are you planning to set up some goals to have something or not? Do you care about it? How do you think about it? I spoke with a friend today and he said, well, I used to put a lot of goals and now what I am just doing is I have one or two goals per year. That's it. I don't have more than that because then it becomes, those to me are the most important. I push back a little bit on that because I think that there are
• 1:10:04
  Definitely, I don't want to have 27 goals. I think that is not 27 goals. Most likely, that is five goals and 22 strategies of how to achieve those goals. But I definitely want to have goals in each pillar of an ultra life. So two thoughts on what you thought of this. One is, I'm not going to make the goal before the year starts. I mean, it's already January 2nd. I'm going to do it when my kids go back to school.
• 1:10:35
  because I wanted to really spend the time with them. And I think it's kind of neat to like, let that whole exciting time to do it pass and then do it after that. And I think I'm going to do as of this call, I'm going to do one for each of those five or six. I know there's six in that. I may trim it down to five. We'll see, but I'll do five or six goals, one in each. And then it's like, okay, here's the one goal I want to accomplish in each of these. I might try and find more of the
• 1:11:02
  transformational goal, not transactional. I define that as the goal that's not going to change. Right? Yes. Because then I can have a couple strategies I'll play with this year, but I would rather find these, I guess I get older. And I love this quote from Warren Buffett where he said, as he's retiring as CEO of Berkshire, the best investor ever in
• 1:11:25
  He said, my life is nothing but compound interest, nothing more, nothing less, and nothing brilliant. And it's like, and to me, what is compound interest? Compound interest is every part of life, friendships, marriages, relationships, businesses, investments. It's the conviction that helps you go beyond the temporary challenges that any decision will have.
• 1:11:52
  If you can flip to the end thing of it's something you're that passionate about, the mission, you can overcome the short-term challenges that exist in investments, relationships, businesses, health journeys, whatever it is. You're going to get sick. We know that. You're going to lose money. We know that. We're going to have hard days in a relationship with someone. We know that. Hard days in a business. But if you can find that alignment on that true mission—
• 1:12:18
  then it's going to propel you through that rather than what they would, Charlie and Warren would say was, you know, the stock market's a great way to transfer money from long-term thinkers to short-term. And that happens in relationships and everything else. Like a one night stand as a goal for a dude, right? Of like, I'm going to hook up with this girl one night. That is a transactional relationship. There's a lot of things that go poorly and there's limited chance that it's really an upside scenario.
• 1:12:45
  If that's the goal. And these things, that's not a compound goal. You're not going to compound your life or your relationships with that mindset. Same with a business. I'm going to buy this business off this guy and get a great deal and screw him. And then next year, I'm going to sell it and flip him. Like, that's the wrong goal. And I think about these pillars, these six. What can I find that's transformational across these six? That's my real goal as of this call. Across the six, you mean one that summarizes all of them? One for each.
• 1:13:15
  One for each, yes. Dude, you got it. There is one for each. What about you? Well, I don't want to tell you because I wonder you think independently through them, but yes. Is that the framework you're looking? Will you do one to two? Yeah, I already gave you one, right? Health. What's my goal? I want to be in the best health I've ever been in my life. That's it. Okay. And then I can be like, okay, what are the areas? What are the limiting factors for this to be true?
• 1:13:45
  Okay, this, this, this, this, this, this, this, this. This is a fun topic. This is a very good topic. Yeah. The six pillars of an ultra life. So we have health. We have relationships. We have purpose and mission, which we can talk about that. Which I think that is very interesting. We have personal and spiritual development. We have time freedom. And we have financial freedom.
• 1:14:14
  Those are the six pillars. The reason why I'm separating the personal and spiritual development is because we all have different spiritual practices and paths, and the same with personal development. So for some people, they have it more separate. In my case, it's integrated inside of my purpose and mission. And also, it touches every single other area. I gave you another one, right? But...
• 1:14:42
  My goal is to be a time billionaire. How can I be a time billionaire unless I develop myself, unless I work on myself and my limiting beliefs? Yeah. So there is a lot of things that interlap, interconnect in the other five areas. Like the only way that I am gonna be able to achieve those goals,
• 1:15:07
  in these areas is by working on myself. Yeah. By developing myself. That's it. That's the only way. But that's why I'm also separating that because I think that it can be, we can also fall into the mistake of stop looking at it. So having a pillar that is time, freedom, I find it critical. Yeah. Have a lot of people, have a lot of money and so on, and they don't have the time.
• 1:15:35
  Like me, back-to-back schedule. You're all the time on your phone, so. It's beautiful, right? But that's right. That's a negative consequence of me finding time freedom, but then using it. Well, it depends. I don't know. I have to, I want to give you the benefit of the doubt on this.
• 1:15:56
  Because are you really wasting your time? Are you after cheap dopamine while you are on your phone? Are you doing personal development? Are you doing that because you are escaping other things? There's so many questions that I don't know for you to answer those questions with yourself. Yeah, it's a deep one. And I'm going to have to dig in further. One other example that hit me pretty big. I got a call New Year's morning, 830 from a close friend.
• 1:16:26
  And he... Sorry, sorry, before you go there, you're going to start again or paste it again, but I would say go on your phone and analyze app by app. Yeah. Rather than eight hours, five hours, 12 hours, just check every app. Like I just check right now and I realized that, well, yeah, the average is I'm spending one hour in my gym app. It's like...
• 1:16:52
  Yeah, I'm just counting the reps and putting the reps inside of the gym fucking up. And it's counting like I'm one hour on the phone. It's basically, it's almost like a workout hour. It's not a phone hour. It's a, you are in it doing the work. Exactly. Yeah.
• 1:17:09
  Exactly. So I think that you have to be careful of how this is being counted. And I think that you can go specific and realize, oh, you know what? Yeah, I spent one hour in X.com wasted time now or on YouTube or on Chrome or whatever. I realized that last year with X. YouTube is probably that for me now. God. You did a great job with mail. You realize, shit, I am wasting so much time on my email.
• 1:17:39
  I'm just going to delete this and I'm going to check my email once a week. Yeah. That's it. You can do the same shit with everything else. And that's really a negative. That's why finding the transformational goal is the key because then it's fun to create the new strategies. It's also back to compounding investment. Like people that work with me when they know those are my transformational goals, they're trying to support that online with that, not attack it.
• 1:18:06
  Yes. So I got you off. You were sharing something else. Well, this is one that is a different goal topic, but a friend called me and it's funny. It's hitting a lot of these themes that you mentioned. He called me on New Year's Day and was like, hey, I'm gone, left my wife for an activity. Like it's a pre-scheduled event. I'm gone for, you know, 36 hours.
• 1:18:31
  I had kind of, and I keep hearing the same story from men, especially many men who have done really well financially. I've heard this kind of same story five or 10 times. And he's like, she's calling me every hour stressed. She's like, you know, you're worried about X, Y, and Z. I was like, what? I was like.
• 1:18:51
  And I was like, look, man, I was there at one point, right? I think there's this whole narrative around co-parenting, right? Where I think there needs to be a CEO. It can be the man or woman, but there needs to be a CEO. And, you know, so I start kind of asking. And what is the other person is? You have one CEO and the other one? Typically, it'd be more of a COO. And I look at this, you know, as an example, when I say man or woman, like my triplet sister is a lot like me. I think she'd be a great CEO of their family.
• 1:19:19
  Her husband is a lot like my wife. They're great. They're great consistency. Like they're not going to really think out of the box, but man, they're going to crush knocking it out each time and making sure the system keeps running.
• 1:19:32
  And I mean this. I think Sisha could be a great CEO. I think I can be a great CEO. It's when we don't know who's thinking that visionary strategic, we get in trouble. So my buddy calls me. He's like, man, she's losing it. And I set her up for success. And I did everything around my house for three days before I left. And she doesn't want anyone in the house. Yeah.
• 1:19:53
  And he's like really struggling on this. And it was so fascinating because guess what his solution, his goal was solution. He goes, I need to get my pilot's license. And I was like,
• 1:20:06
  So like what? I know exactly. And I go, do you think you're flying away from the problem? And he's like, yeah, yeah. We come up with this outcome for this goal. What's your goal for the 2026? I want to get my pilot license. Yeah. And really it was, he was just trying to literally fly away from the problem in his house. And I was hitting the questions like, are you the CEO or the COO?
• 1:20:31
  You know, and you've heard plenty of lines, right? If you don't hire a nanny, you are the nanny, right? Like for a parent, if you've got a working parent and there isn't, it's just too much going on, right? Whether it's a babysitter down the street, whatever it is.
• 1:20:45
  So, you know, it was really neat to do what we're doing right now, which is kind of challenge people on their goals of, are you getting to the root, right? Whether it's a negative thing or a positive goal, are you at the root or are you at just a symptom or a strategy? And that was a powerful one. It also was one of these like kind of God-like moments of...
• 1:21:05
  I told you I'm poking around an idea in the family space. It's like I literally, first hour of the new year, have someone who has everything you could ever want in life. Materially, kids. Financially speaking. Financially speaking. Yes. From material. Like he has no constraints from a material perspective. Zero. Calling me.
• 1:21:27
  like broken, you know, in this decision, wanting to be what he viewed as a good father and husband and not feeling that he was able to in the current setup, limiting beliefs, prison, whatever you want to call it. I'm like, man, it was a power. It's just powerful moment that comes back to these points that we have of, you've got to start with a transformational goal, not a strategy. You know, you've got to get to the root of the issue or the goal.
• 1:21:52
  Yeah, well, let me know when you got that. I would love to hear your thoughts, and then I can share also my side. Oh, on the goals. Okay. It's a good time bound. We have a call in like four days. Well, next week I moved it because most likely I'm going to be flying. Okay. Well, then I probably should be able to have it down then our next call. When are the kids coming back to? Well, Tuesday. They start Tuesday. Tuesday.
• 1:22:20
  They go back to prison on Tuesday? Okay. Dude, I want you to see this school. I do have to say, I think it's far from having, you know that I substitute teach at these schools, so I get to see the inside of the prisons. Okay, well, maybe you're right. Maybe I'm wrong. It happens all the time. It happened today with the schedule. I was wrong. I was wrong.
• 1:22:43
  My fault. My bad. I owe now how many thousands of dollars for being late. That's a lot of money. You owe me nothing. Just your friendship. Thank you. Wait, Papo, go to bed. I want to get this call. I don't go to bed at seven, but... Oh, get ready for bed. Yeah, go. Tell me. Wait, I'm going to grab this call. I'm just... Okay, you're leaving. Yeah. Love you. Love you, man. See you. Bye.
• 1:23:13
  Thanks for spending time with us on the Freedom Flip podcast. If today's episode gave you something to think about, make sure you're subscribed so you don't miss the next conversation. And if you think someone else could use a little perspective shift, share this episode with them. We'll be back next week with more ideas worth flipping. Until then, keep questioning the default.