So, the question to you
is very business-related. – Please. – As you know, we built
something similar to you, we got inspired off of Crush It! – Yes, yes. – So, did the same
thing, did a lot of jobs, put in a lot of work over the years. – Built leverage. – Yeah, built leverage,
put the trust in the brand. – We have a substantial
business now in seven figures. – But, now that, it’s been
a couple years we’ve kind of stagnated.
– Yeah. – Because, so. – Happens all the time. – So my question to you is, and I think, one of the weaknesses
here, is actually scaling, because we tried to do
everything ourselves, we have a small team,
but how do you actually build that team with you, and
the most important question is that, how do you build
and maintain that culture and that, that love that, the same love that you have for the business, – In other people? – In other people. – (laughs) This is a very, this is a very eastern European question,
is very common things that. So, the answer is, you don’t. If you expect somebody
else to love your business as much as you, you two are
out of your (beep)in’ mind. And, this is something
I tried to teach my dad. As a young kid, I’m like,
Dad, you own the business. How the hell do you want them to love this as much as you do? What you need to do is
several different things. First of all, thank you
for asking me the question. I lived it. I did it at Wine Library,
from people that are more like you. You guys went to zero to
something just like my Pop’s. And how I scaled it was, I
taught him these pillars. And I taught him these pillars. Which is, number one, get over that. It’s over. They’re never going to
love it as much as you. If you’re lucky enough, like I find, like that amazing man behind you, if you can find people that can
love it 8.5 as much of a 10, 9.2 as much of a 10, 9.7 on a holy grail moment out of 10, well then, you’ve won. So, that’s never gonna happen,
and it’s actually completely, completely disrespectful
for you to even want that from somebody else,
’cause you never loved somebody else’s business as
much as you love your own. So, why are you going to try
to make somebody else do that? Number one. Number two, the biggest mistake
people make at this point is you start wanting to cash
in on some of the fruits of this amazing hard work. It’s a little bit more exciting to dress a little bit better, to
live at a better place, to take a vacation, to
do all these things. I get it. The way to scale and grow
is to have the dollars to continue to scale and grow. If you’re doing everything yourself, there’s a couple reasons. One, you’re a perfectionist
and don’t think anybody else can do it. Two, you see other people do it and they do it as an eight to your 10, and that’s not good enough. Three, you do not want to
deploy the money because you want to use those
monies for other things for yourselves and other things. All three are massive vulnerabilities. Fix those three, and you’ll grow. I run my businesses the first five, 10 years of their lives at no profit. And I did it, and people
can say, now, easy for you. Bullshit. I was 28 years old, I
build a humongous business, and I was making $40,000 a year. I had friends that were half
me and a hundredth of me making more money, had better
cars, were having more fun, I was 28 years old, making $40,000 a year, and I build a $30 million
business at that point. That’s eating your own dog food. So, get over yourselves,
and be thankful that people want to work for you, and get
them to an eight or a nine, and you get them to an eight
or nine, by loving them more. What you did for your audience, you need to do for your
employees 10 times more. Biggest mistake entrepreneurs make, they treat their employees worse than they treat their customers. Biggest mistake. Treat them better than
you treated your audience. Then they’ll get from a six to
an eight, and that’s amazing. They’ll never get to a 10. It’s not their business. Number two, decide how much
you want to live great now versus every dollar, every dollar, you take that trip to
Spain, is three dollars less that you make three years from now. – Well, what if you have
still substantial money after vacations, after
everything, and you– – Invest it. – And into? – People. – But, people, how do you
find these people who are still eight even or a seven? – But easy, because you
need to treat them better, because you’ve got them,
you just need to change the way you treated them. And, if they don’t get
there after you treat them way better, you fire
them, and you find people who do react to you giving them more value than they’re providing you. – Cool. – You understand?
– Yeah. – Really?
– Not fully. – So, that’s why I’m not letting you go. Here’s my thing: you kick it. So, how many employees do you guys have? – Uh, around the world, seven right now. – Great, you need to really vet them, the number one thing I
would do if I were you is, I would call them right
after the show, and say, What can I do to make
this much better for you? – We do that. – Good, good. Do you deliver on everyone? – Yeah.
– Great. Well then, you should
be having no problem. Then, then, I’m a little
bit more confused. Then, either you have not
built up enough trust with them for them to tell you the truth, or, you’re just not hiring fast enough. – We’re not hiring fast enough.
– Good. – ‘Cause no, because we’re,
we’re, we’re trying to have everybody be like fully 10. – So, you know, (laughs) – [Alex] We want Eric’s– – [Gary] Eric, Eric was
what number in place, 17? 17. He watched Vayner go from 17 to 200, then, for personal
reasons, he went to Boston. He’s back now, and we’re 600. What Eric can tell you
(laughs), all the VaynerMedia employees from 17 to
200, stick with me here, this is not an insult, he
knows how many four, five, six, seven and eights. You need four, five, six, seven
and eights when you’re big. You can’t make seven 10’s,
that’s not how you scale and win. That’s the secret. It’s not about you guys
getting seven people to a 10, it’s about you hiring 40 people at eights. So how about this, here is
the last question, follow-up.