Name: 如何創建一個不需要你也能運轉的企業 (How to Build a Business That Runs Without You)
Uploaded: 2025-08-31T12:46:38.000Z
Duration: 9 min 32 s

轉承詞

I went from barely making six figures a year while grinding a hundred hour week struggling to get ahead to today making over a hundred million dollars a year working half the hours and owning multiple businesses that run without me. SOPs and spreadsheets alone they won't save you because your business only runs when you're there. So today I'm going to show you how to flip that and build a business that runs without you even if you're starting from scratch. That way you finally get the freedom you started a business for in the first place. First things first we need to define what I like to call your north star metric. You need to be able to tell me what is the math equation that defines your business. If you know this then everybody on your team can align to it. You can optimize for it. The north star metric is that one number that if it gets better it tells you the business got better. If you don't have one it's kind of like building a house without a blueprint. Everyone's running around hammering and sawing and putting up walls and all of a sudden you step back and you look and it's just a pile of lumber. Like you haven't built a home. Every business I start starts with a north star metric. For example restaurants revenue per seat. My media company revenue per followers. Martell ventures enterprise value created for dollars spent. The way I came up with that is I'm putting my money into a business and

我從一年只能賺六位數，每週工作上百個小時，掙扎著出人頭地，到如今一年能賺上億美元，工作時間只有原來的一半，並且擁有多家企業，這些企業在沒有我的情況下也能運轉。光靠標準作業程序和電子表格是救不了你的，因為只有你在的時候，你的企業才會運轉。是以，今天我將向你展示如何翻轉這種狀況，即使你白手起家，也能建立一個不需要你也能運轉的企業。這樣，你就能最終獲得創業之初的自由。首先，我們需要定義我稱之為 "北極星指標 "的東西。你要能告訴我，定義你業務的數學公式是什麼。如果你知道這一點，那麼你團隊中的每個人都能與之保持一

程度副詞

I'm creating enterprise value because you don't get wealthy with revenue you get wealthy with equity and that's the way we measure enterprise value. So of course the dollars I spend to generate equity value is the ratio that if everybody can get aligned with then we make it better because enterprise value is creating predictability, durability, and revenue that has nothing to do with cash flow. Think about it for you. Is it revenue? Is it lifetime value? Is it retention? Is it customers? Is it five-star reviews? Once everyone's clear and building in that same direction your systems actually start driving real outcomes not just keeping people busy. But let's be real just knowing the metric doesn't move the needle. There's still some work that needs to get done. So the next step to build a business that runs without you clone yourself with the 1080 10 rule. You don't scale by doing more you scale by strategically inserting yourself at the right moments and in many ways doing way less. It's kind of like Steve Jobs if you actually like go back and hear how he worked with his teams he didn't do all the steps. He could have never possibly done that. When he built the iPhone for example he talked to Johnny about the material science and the different equipment and the design and the thoughts. Then Johnny went off and he built prototypes and then Steve came in and they talked about and they refined it. So this is how you do it for yourself and that's why it's called the 1080 10. The first 10 percent that's where you set the vision. You talk about what the definition of done looks like. You talk about the essence of it the way the customer is going to feel. Where you've seen it done well. If you can draw a picture draw the picture. If there's a wireframe draw the wireframe. But the clearer you can communicate the vision the better this is going to work. The second step is 80 percent. It's let your team run. Let your team execute. Let your team do the work based on the vision that you both agreed and saw together.

我在創造企業價值，因為你不是靠收入致富，而是靠股權致富，這就是我們衡量企業價值的方式。是以，我為創造股權價值所花的錢當然就是這個比例，如果每個人都能做到這一點，我們就能做得更好，因為企業價值就是創造可預見性、持久性和收入，而這與現金流無關。你想想看。是收入嗎？是終身價值？是留住客戶？是客戶？是五星級評價？一旦每個人都明確了目標，並朝著同一方向努力，你的系統就會開始推動真正的成果，而不僅僅是讓人們忙忙碌碌。但實事求是地說，僅僅知道指標並不能推動工作。還有一些工作需要完成。是以，下一步要做的就是用 "1080

基礎被動語態

And the final 10 percent this is where your taste comes in. This is where the refinement it's review and polish. That's for Steve Jobs was getting on stage and doing the demo. That's his favorite part was okay based on what you built I'm going to demo it this way this way and this way. So make sure we refine it so that it really pops when I talk about it on stage. The magic isn't doing it all. It's knowing when to show up. Here's my favorite quote on the topic. 80 percent done by somebody else is 100 percent awesome. And guess what? If it's not go be better. The more you stay in the vision and the review part the more your team can scale without you. Next we need to talk about what I like to call the camcorder method. Let's be honest. We all hate SOPs. Making them updating them reading them. I mean it's so crazy like people have these fully documented systems that nobody opens nobody looks at and they honestly they become stale in like six months after you create them in the first place. However they're 100 percent necessary. I like to do it completely different than the way most people do. The best systems aren't typed they're recorded. A few years ago I was talking to my friend and he's like yeah I created an SOP but it didn't really work and I was like well how'd you do it? So he said I took my whole team we went to Tahoe for an off-site we spent three days building the company way this document this handbook and everybody spent all this time document every aspect of the business and then they got back nobody ever used it and six months later it became stale it wasn't even updated it wasn't useful. That is not the way to do it. Instead use the camcorder method to document how it's done so that you've got the training then the person creates the checklist then it's their responsibility to update it and maintain it not for the people at the top to do it. Plus it's done while you're doing the work saving you all that time. So instead of a regular SOP I use what I call the camcorder method and this is how it works.

最後的 10%就是你的品味了。這就是精益求精的地方，也是審查和打磨的地方。史蒂夫-喬布斯就是這樣上臺演示的。這是他最喜歡的部分，他說："好吧，根據你所做的，我要這樣演示，這樣演示，這樣演示。是以，我們要確保對它進行完善，這樣當我在臺上談論它時，它才能真正躍然紙上。神奇之處不在於包辦一切。關鍵是知道什麼時候該出現。在這個問題上，我最喜歡這句話。80%的工作由別人完成，100%的工作就會很棒。你猜怎麼著？如果不是，那就做得更好。你在願景和審查部分做得越多，你的團隊就越能在沒有你的情況下擴大規模。接下來，我們需

First press record. Meaning like on this really expensive hard to find software called Zoom you can get on a meeting all by yourself share your screen record it to the cloud hit record and all of a sudden do the thing you're doing the only difference is you talk out loud and explain why you're doing what you're doing if it's processing your inbox if it's creating a pitch deck if it's having a sales call whatever you do just record it once you've got the recording you've got a few of those then you can give it to somebody else let your team turn it into a repeatable system have them document and create the checklist so with that now you're marketing your ops your fulfillment you're hiring they all get done without you becoming the help desk so once you do that we can now move on to the next step to make sure your business runs without you running the business by the numbers here's why numbers don't lie people do I've seen great people try to tell me what they're feeling and I believe and I think and I've seen show me the data like I understand you're bullish you you talk to this person they gave you some optimism about what's going to work and how it's going to work it reminds me of this guy I knew he had this agency and he's like yeah I don't really like looking at my numbers I'd rather just like do it the way I feel I mean that's why I have a business in the first place and then his revenues went down and he blames marketing customers upset and he fires someone he has no metrics to understand what's actually happening where it's broken and he thinks that just because of his desire to run the business based on his feelings to have the freedom so he doesn't feel like he's like built this prison of structure it's like dude you're firing people and the customer's upset that's enough for you to decide hey I probably need to get the data so to do this in a way that you don't go insane you just need your team to report on two things the first off is you need the leading indicators the leading indicators are things you're going to measure that are correlated to the outcome you want y'all want more profit

首先按錄製鍵。意思是說，就像在這個昂貴難找的軟件 Zoom 上，你可以一個人開會，共享螢幕，錄製到雲端，點擊錄製，突然就可以做你正在做的事情了，唯一的區別是你要大聲說話，解釋你為什麼要做你正在做的事情，如果是處理收件箱，如果是創建推銷平臺，如果是銷售電話，無論你做什麼，只要錄製就可以了，一旦你有了錄音，你就有了一些這樣的錄音，然後你就可以把它交給別人，讓你的團隊來做。把它變成一個可重複的系統，讓他們記錄並創建核對表，現在你的營銷、營運、執行、招聘都完成了，而你卻成了服務檯，所以一旦你做到了這一點，我們現在

I get that number of profit goes up you're happy but what you need to teach the team is to figure out what are their activities they do before that happens if it's a sales function it's the number of calls they did that day if it's a marketing team it's amount of leads they generated there needs to be leading indicators that correlate to the results you want that brings us to the second type of numbers you gotta look at which is the lagging indicators these are things like revenue and churn and profit that happen after the fact based on activities that came from the leading indicators when you can get everybody to understand I do this and the volume goes up and then the lag indicators goes up and everybody wins and you connect those two things now you're running a business with numbers that you don't have to be involved in here's why what gets measured gets moved now you know exactly what to measure you've learned how to clone yourself with the 1080 rule you've built systems with the camcorder method and you're running the business by the numbers instead of gut feel but here's the question I hear every entrepreneur who finally steps back if my team is running the business then what the am I supposed to do now and that's where most founders either slide back into the weeds because they feel useless or worse become completely disconnected stop innovating and ultimately cause their own business to stall when the business finally runs without you you need to step into your next level which brings us to our last but arguably the most important point leading from your zone of genius it's the thing that you do that creates value for your team for your customers for your family that honestly if you didn't even get paid to do you'd probably be doing it anyway that's why I always think the best businesses to start are doing the thing that you do when you procrastinate think about all the people that all they do is spend time on youtube they should just get a job doing youtube stuff the way I like to think about it it looks like work feels like play so here's how you find it first off find the high leverage moves think about vision mission values the stuff that only you can do as the founder then what you want to do is build a team that builds the business of like really talented people that you trust that are creative that are driven and share in the upside with them and then lead like an artist think about what an artist does they bring strategy energy taste essentially magic that only you can now if you tell me you're stuck just managing tasks you're not leading you're just limiting your job is to multiply not maintain when you operate from your zone of genius you stop being the glue and start being the accelerator the gasoline that's when the business actually scales without you and because of you most people don't allow themselves to integrate all aspects of themselves so they can truly live into their zone of genius and look if you're a business owner and want help directly from me to implement these strategies just message me coach on instagram and let's make it happen

我知道利潤增加了，你很高興，但你需要教給團隊的是，在利潤增加之前，他們都做了哪些工作？如果是銷售部門，那就是他們當天打了多少通電話；如果是營銷團隊，那就是他們創造了多少銷售線索。當你能讓每個人都明白我這樣做了，業務量就會上升，滯後指標也會上升，每個人都會贏，你就把這兩件事聯繫起來了。你已經學會了如何用 1080 法則克隆自己，你已經用攝影機方法建立了系統，你正在用數字而不是直覺來經營業務。如果我的團隊在經營業務，那我現在該怎麼辦？"這就是大多數創始人的問題所在，他們要麼覺得自己一無是處，要麼完全失去聯繫，