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  • You get an operations manual template.

You fill in your company's info, procedures, etc.

So, none of your managers bother with the manual, go do their own thing, and your company gradually stumbles and falls to the pits.

And you get sued, and they put you in the chamber, and they cut off your one leg, and they laugh at you.

Don't let that happen to you! OH NO!

How do you write an operations manual?

Try this:

  • Write the operations manual such that a 10-year old kid can read it and run your company to The Awesome.

Make it:

  • CLEAR.
  • FUN.

Not everyone likes to read a corporate manual; children books, on the mother %^@%^@ hand, appeal to anyone who picks one up because it's universally inclusive.

99.99999999999999% of peeps can understand them.

When your manuals have more clarity, and attract any personality, you get a more efficient team that's on the same page -- instead of worrying about mixed-up interpretations from your team.

Result: THE WINS.

Write for children.

Posted on November 05

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  1. Company X wants to improve their entire culture.
  2. Krrrrraaazy consultants tell they need a complete overhaul to running their company to improve profits by 5%.
  3. Company X enacts changes.

Company X fails like a freak as people can't respond to changes.

You + Favorite Website

  1. You go to your favorite website.
  2. You see its new design.
  3. You hate it and wish they could revert the design to the old.


People hate change because unfamiliarity breeds contempt.

  • You feel more comfortable with your friends because you've developed relationships with them.
  • You don't respond to your friends' friends as much because you're unfamiliar with them.

Enacting change in a company is similar to forcing little kids to make brand new friends:

  1. Team X isn't used to the newly-created low-base-high-bonus pay system so they hate it.
  2. Productivity tumbles.
  3. Company dies.

How do you enact change?

Introduce it.

Give a preview.

How did a multi-billion-dollar website incorporate change to its homepage?

  • Yahoo gave people a preview of their new homepage.
  • Yahoo let people gradually get more familiar with the new look.
  • With increasing familiarity to the new look, people became more responsive to the new look.

Then, BAM, they accepted it when the new look went full-time.

To get peeps familiar with change, instead of having the why-do-we-have-to-make-new-friends when-our-old-friends-were-so-much-better feelings, give a preview:

  • "You're getting a preview of our new bonus system. You'll start getting a teeny-tiny bonus for every X thing you do next week. This bonus will increase as we progress."


Change gradually.

Posted on November 05

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  1. Frozillo goes through his entire day answering emails.
  2. ...and fighting customer fires.
  3. Frozillo thinks he's productive.

But, Frozillo, you not productive!

How do you measure productivity?

  • Take a look at your tasks for the entire day.
  • Then, ask your bad-self: "What percentage of the tasks I've completed will matter 5 years from now?"

For instance:

  1. Teaching Team Member Charlie how to do Tasks A, B, C, D, E, etc. = won't matter 5 years from now.
  2. Creating an operations manual that Team Member Charlie and any other team member in the future can use tomorrow, next year, and five years from now = GOOD.

Ask yourself:

  • "What percentage of my day did I spend working on things that will pay big rewards tomorrow/next-week/month/year/5-years?"

Make work last.

Posted on November 05

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You get more energy when you have more oxygen flowing into your ridiculously sex-ay mind and body.

Breathing better = more oxygen.

How do you breathe better?

Perfect posture.

  • Shoulders as far back as possible.
  • Shoulders as down as possible.

It's like you're opening the gates to freedom as you release ridiculously more carbon dioxide from yo-self and breathe in more fresh, crisp, super-good oxygen.

Your chest + wide open = more oxygen = more energy.



Posted on November 05

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The happy feelings you get = like a roller coaster:

  1. One day/week, you're on top of the world.
  2. The next day/week, you're down like a downtown-downer-of-the-DOWN.
  3. Then, BAM, you're on top of the world again.

The Happy Cycle

You'll get the happy-sad-happy-sad-happy-sad-happy feelings cycle all-the-frickin-time for the rest of your ridiculous sweeeeeeeeeeeeet life because your mind makes everything relative:

  • You're sad because you just experienced something so great, so you're comparing the great experience to your not-that-great current experience.
  • THEN BAM: You're happy again, because you're experiencing the happier feelings relative to the sadder experience you just had.

If you're feeling sad/depressed/downtown-downer, know this:

  • You'll feel on top of the world again.
  • Guaranteed.

Wait for it.

Posted on November 05

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  1. Bob shops for printing vendors.
  2. The first printing vendor gives him a quote for $10k.
  3. Bob accepts.

Bob's money = draiiiinnned.

Now, Take Barbara

  1. Barbara shops for printing vendors.
  2. The first printing vendor gives her a $10k quote.
  3. She gets a quote from the second: $9k.
  4. The third: $8k.
  5. The fourth: $8.5k.
  6. the fifth: $7k.

She Identifies Finalist

Barbara likes the fourth vendor a lot because of their experience dealing with her industry, but she thinks she can get a better deal than the $8.5k.

So, she goes up to the fourth vendor, and tells them:

  1. "I like what you can provide. But, I have another vendor who provide the same thing for $7k."
  2. "Can you beat it?"

BAM, they settle:

  • $7.5K

Better deal: KA-CHING.

When you introduce competition among your vendors, they find more ways to become more efficient and provide you more value for your buck.


Shop around like the world serves you.

Posted on November 05

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  1. You sit down, and do Task X in 10 minutes.
  2. You stand up, and do Task X in 3 minutes (and take 2 minutes to chill-ax).

Now, multiply those instances by 98796587695 days.

That means:

  1. You reduce 2 days of work into 1 day.
  2. You reduce 2 months of work into 1 month.
  3. You reduce 2 years of work into 1 year.

How in the mother ^^@^@?

Try this:

  1. Think of yourself as a 400-meter sprinter.
  2. How do you run faster?
  3. How do you beat your previous records?

The mindset to get faster forces you to find the most efficient ways to get faster.

  • Complete X in the most disgustingly $^@$^ fastest time you can.
  • Then, try to beat that record.
  • Then, again.
  • And, again.

Think of working like you're finding quicker lines around those tracks to get faster-faster-faster-faster.

You = Olympic Athlete


Posted on November 04

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Do this:

  1. Google.
  2. Search "[Expert's name] quotes"
  3. Click and read!


You start learning about the gist ("the big picture") of the expert's insights/teachings/philosophy, paving a way for you to learn the little details with greater clarity.


  • "Albert Einstein quotes"
  • "Warren Buffett quotes"
  • "Milton Friedman quotes"
  • "Sam Walton quotes"


"[Expert's name] quotes".

Posted on November 04

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  • Economies can limit inflation by eliminating the influx of $.
  • So, why do world-class economies (e.g., USA! USA!) still have inflation?

Yes, ridiculous inflation is a bad thing (ZIMBABWE KABAM!); but, small, gradual inflation is a good thing because of this son-of-bizitch:

  • Inflation keeps those with a lot of $ investing $ in their economies.
  • As a result, that fattens the economy exponentially more.

For instance, if you sit on the sidelines hoarding your cash, that value of that cash will depreciate; you become $^@$ poorer.

  • So, a sustainably strong economic system ensures that those who don't invest in their economies suffer like a bizitch.

Manageable inflation makes people less complacent.

Yet, what do crazy companies do with their superstars?

  1. 'YAY! You're a superstar! High five to you!'
  2. 'Keep doing what you do! We'll give you bonuses! Always and forever!'

So, they make them complacent instead of keeping them motivated to grow their skills/knowledge/innovation/customers/inventions/etc. further.

As a result:

  • The ridiculous potential for freakish more production from Superstars = idle.
  • The company remains stagnant.
  • The customers get cheapened value.

To keep your superstars humming, build a system where your superstars don't rely on their past successes.

For instance:

  • Low base. High bonuses.
  • Strong incentives to help the company work faster.
  • Increased rewards as Superstar progresses.
  • etc.

Constant Superstars.

Posted on November 04

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Say Bobsheezy has some grand ideas in the back of his head; he's afraid to consult with others because someone stealing his ideas scares him.

  • So, he doesn't seek advice.
  • He doesn't reach out to those who could help him.
  • His ideas remain with him until the market renders them obsolete.

The Value of Keeping Bob's Ideas Secret?

  • Bobsheezy's ideas = unproven.
  • Opportunistic peeps are focused on the super-successful with proven $$$$ ideas.

The paranoia Bobsheezy has over Idea X prevents him finding great talent to make Idea X a super dooooper successful reality.

  • Facebook's ideas, for instance, were exposed immediately after two weeks of programming.
  • Facebook's so-called inspiration kept his ideas secret until they became obsolete.

Worry about your idea when you get super successful.


They Won't Pay Attention.

Posted on November 04

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