0:02 Your brain is keeping you stuck. Not
0:05 because you're lazy or untalented, but
0:07 because you're thinking like everyone
0:09 else, and everyone else is making bad
0:11 financial decisions. I've spent hundreds
0:14 of hours around billionaires, and I grew
0:16 up around people with nothing. The
0:17 difference [music] between them has
0:19 nothing to do with luck or intelligence
0:22 or even work ethic. It's how they think.
0:25 And the 1% think in a way that
0:27 completely flips the rules of money to
0:29 their advantage. So, here are the
0:31 [music] six mental principles the top 1%
0:33 use to think differently about
0:35 everything and how you can use them to
0:38 build real sustainable wealth no matter
0:39 where you're starting from. When faced
0:42 with stress, [music] setbacks, or drama,
0:45 the 1% asks one question that changes
0:47 everything. You see, every time a deal
0:49 falls apart or key person quits, pause
0:52 [music] and ask yourself, will this even
0:54 matter in 5 years? This might seem
0:57 simple, but it is crazy how 99% of the
0:59 time the answer is no. And having
1:02 [music] that perspective is so important
1:04 because it keeps you focused [music] on
1:07 what compounds, not what distracts.
1:09 Recently on a Thursday, I had just
1:11 wrapped up an entire day of one-on- ons,
1:13 backtoback meetings with my team
1:15 members. And I get a late night text
1:17 from one of my team members who says, "I
1:19 need to talk to you." So, of course, I
1:20 [music] pick up the phone, give her a
1:22 call, and she lets me know that one of
1:25 our favorite team members is resigning
1:27 and he's no longer going to be with us
1:29 after two weeks. And after a day that
1:31 wasn't the most awesome [music] day, it
1:34 could have been super easy to be upset,
1:36 be frustrated, freak out, go into all of
1:38 this chaos [music] about what it's going
1:41 to look like for us to have to retrain
1:43 somebody, much less get over the fact
1:45 that the person that we really enjoy
1:46 working with is no longer to work with
1:48 us. But [music] instead of any of that
1:50 happening, she and I just had a very
1:52 calm conversation and [music] I used
1:54 this framework then thinking about in
1:57 five years from now will I even remember
1:59 that this bad news took place? Because
2:01 the reality of the situation is in 5
2:03 years from now I'm going to be really
2:05 excited about what I'm building, what
2:07 she's building, and what he's building.
2:09 And so having these moments of stress
2:12 and drama and friction, they're never
2:13 worth it because you're not even going
2:15 to remember that the situation happened.
2:16 You're going to remember how you handled
2:18 it. And if [music] you are a stressed
2:20 out person, you will always respond with
2:22 stress. If you are a calm, confident
2:24 person who can work through problems,
2:25 you are going to always remember that
2:26 your life was filled [music] with fun,
2:28 exciting moments and different twists
2:31 and turns and excitement. You see, most
2:34 people confuse urgency with importance.
2:36 Just because something feels urgent
2:37 doesn't mean it's actually important [music]
2:38 [music]
2:40 and that you have to stress out about
2:42 it. The 1% are able to separate the two
2:44 by applying [music] a long-term
2:46 perspective. Now, this doesn't mean that
2:48 you should ignore all of your problems.
2:50 They're real problems, but you should
2:52 triage them correctly. [music]
2:55 So, next time something goes wrong, just
2:57 pause before you react and ask yourself,
3:00 will this matter in [music] 5 years? If
3:03 not, handle it with minimal energy. If
3:06 it will, then give your full strategic
3:08 attention to it and solve the problem.
3:09 So instead of freaking out, we were able
3:11 to make a game plan and [music] get
3:13 clear on who would need to replace him
3:15 in order for the team to continue to
3:17 thrive. And one thing that I have
3:18 mastered after [music] having
3:20 interviewed thousands of people is an
3:22 interview process. And if you're
3:23 interested in the process that I've used
3:25 to hire thousands of people, go to
3:28 Instagram, [music] check me out, Natalie
3:30 Dawson, and send me a direct message
3:32 that says interview, and I will send my
3:33 process over to [music] you right now.
3:35 Now, the next principle is something
3:37 that goes against what most people think
3:40 about when getting rich. Don't focus on
3:43 hard work. Focus on [music] patterns.
3:45 When I kept seeing top performers
3:46 burning out after hitting their first
3:48 million dollars [music] in revenue, I
3:50 realized that this was a pattern
3:52 problem. Over the last 10 years, I've
3:54 had the opportunity to study thousands
3:56 of businesses. And [music] I get to see
3:58 the difference between business owners
3:59 who operate a million-doll business
4:01 versus a $10 million business versus
4:03 [music] a $50 million business. And the
4:06 majority of businesses never get over
4:08 this million-doll mark. And it made me
4:09 really look into [music] what is
4:11 actually happening at this million-doll
4:13 mark inside any business. And what's
4:14 happening is the business owner isn't
4:17 able to see that they are the problem
4:19 and that they are unable [music] to
4:21 train other people effectively. So, I
4:23 stopped having the same conversation
4:26 over and over because I realized that me
4:27 solving one business owner's problem
4:28 individually [music]
4:30 over and over again was actually the
4:32 same problem that they were running
4:34 into. [music] So, I didn't take the
4:36 approach of continuing to solve one-off
4:38 problems. And instead, I built a system
4:40 which is in my book called Teamwork,
4:42 [music] which is an end toend people
4:44 framework that teaches founders exactly
4:46 how to break through the $1 million
4:46 ceiling. [music]
4:48 The way I like to look at this is if I
4:50 have to solve the same problem two or
4:52 three times, it's not a coincidence.
4:55 [music] This is a system issue. And the
4:58 1% are able to zoom out and see these
5:00 cycles that keep repeating. Cycles could
5:03 be people cycles, cash flow cycles,
5:06 operational cycles, and they use that
5:08 insight [music] to make smarter and
5:11 faster processes, smarter and faster
5:14 systems because hard work just makes you
5:16 busy. But pattern [music] recognition,
5:18 when you're able to tie a solution to
5:21 it, allows you to become rich. So look
5:23 at the last three problems that you've
5:24 solved [music] and ask yourself, are
5:26 they actually the same problem wearing
5:28 different masks? If you're solving the
5:31 same type of issue repeatedly, stop
5:32 doing that. [music]
5:34 Instead, build a system around the
5:36 problem. Then you can document that
5:37 system once you have the solution in
5:39 place and it gets [music] implemented
5:41 forever. That is how you scale.
5:43 Principle number three is something that
5:46 completely changed how I make decisions.
5:48 It's called one level up thinking. When
5:51 my team brings me problems, I don't just
5:53 jump in with answers anymore. I [music]
5:55 ask myself, if I were on the board, how
5:57 would I handle this? What advice would I
5:59 give? You see, this allows me to no
6:01 longer react emotionally and forces me
6:03 to think structurally. It also prevents
6:05 me from jumping in and solving the
6:07 problem. And this is one of the lessons
6:09 that I actually learned for my husband a
6:11 handful of years ago early on in our
6:14 business. There was a massive
6:15 fulfillment problem that we were about
6:18 to run into. And it was going to require
6:20 hundreds of hours of [music] rework on
6:22 projects that were already mid-stream
6:24 that clients were expecting to be
6:26 delivered. And this area of the business
6:28 was my responsibility. But instead of
6:30 him hopping in to help me solve these
6:33 problems, he refused to get involved. He
6:36 let me figure out how to solve this
6:38 problem because it was my [music] job to
6:41 figure this out. It wasn't his job. And
6:43 that was invaluable to me because it
6:45 [music] was actually difficult for him
6:47 to not jump in. It wasn't something that
6:49 was easy as if he was just giving me
6:50 work and [music] didn't want to do it.
6:53 No, he wanted to solve the problem, but
6:55 he didn't allow himself to get derailed
6:58 from what his job was. So when you
7:00 remove the emotion, you set your team up
7:03 and the structure up for success.
7:05 Because if you keep hopping in and
7:07 solving the problem, the team never gets
7:08 better. The system never gets better.
7:10 You just keep getting sucked into doing
7:11 the same thing over and over [music]
7:14 again. And this is how I went from being
7:17 an operator to an architect. From doing
7:20 the work to learning how to design the
7:23 machine, the 1% [music] constantly zoom
7:25 out of their current level to think at
7:27 the next one. And that is how you start
7:30 acting like a CEO long before you get
7:32 the title. So next time you face a
7:34 decision, pause and ask yourself, how
7:36 would someone a level above me handle
7:38 the situation? What would they see that
7:40 I'm not seeing? What would they
7:43 prioritize that I might be ignoring?
7:44 This will instantly upgrade your
7:47 decision-m. Principle number four might
7:49 be the hardest one to master, but it is
7:52 also the most powerful. Emotionless
7:55 decision-m equals freedom. When I fired
7:56 my executive vice president, [music] it
7:59 wasn't emotional. It was math. And the
8:01 numbers told the story before the drama
8:03 ever did. You see, when [music] somebody
8:04 comes into your environment and you
8:07 actually look at the numbers, you look
8:09 at whatever it is that that role is
8:10 supposed to drive, [music] and you see
8:13 that the numbers before them were
8:15 growing, maybe [music] like this or
8:18 maybe they were at least flat. But when
8:19 they come into the environment, you can
8:21 [music] actually plot this person joined
8:24 at this point. And you watch what
8:26 happens with the graph. And if the graph
8:30 starts to go like this in a variety, if
8:32 not all of the metrics [music] that that
8:34 person is responsible for, you do not
8:35 need to use any motion when firing the
8:38 person [music] because it's just math.
8:39 And that math is tied to the results
8:41 that they weren't able to create inside
8:43 the organization. So, it [music] can get
8:46 really emotional and you can use emotion
8:47 and start pointing fingers and having
8:49 all sorts of drama around it. It is
8:51 simply [music] can a person in my life
8:53 do the job that they're supposed to do?
8:54 And the only way that you know if
8:55 somebody is doing the job they're
8:57 supposed to do is if your stats in life
8:59 get [music] better and anyone inside
9:01 your environment where your life gets
9:03 worse around [music] them means that
9:04 they are not fulfilling the role that
9:06 they have in your life. So, they have to
9:08 go. I used to second guessess tough
9:10 calls and take things very personally.
9:13 [music] But now I treat my emotions like
9:15 background noise. I can acknowledge
9:18 them, but I make decisions based off of
9:20 [music] the data. And that discipline
9:23 gives me peace and it gives me
9:24 precision. Because [music] the elite do
9:26 not make decisions based off of their
9:28 emotions. They make decisions based off
9:31 of datadriven bets. [music] They
9:34 separate their feelings from true facts.
9:37 Emotions slow down execution where
9:39 clarity [music] actually compounds with
9:40 wealth. So, next time you face a tough
9:43 decision, write down the facts that
9:45 separate from [music] your feelings.
9:48 What does the data actually say? What do
9:50 your emotions say and [music] separate
9:52 the two? Make the decision from the data
9:54 column, not the emotion column. You
9:56 don't fire somebody [music] because you
9:57 don't like them. You fire somebody
9:59 because they can't do the job. And when
10:00 you start to do this, you'll start
10:03 making faster and better decisions, and
10:04 you'll sleep better at night. The next
10:06 [music] principle is about the one
10:09 resource you can never get backed.
10:11 Protect your time like it is your
10:13 capital. I used to feel like I didn't
10:16 [music] have enough time or energy to do
10:17 everything that I need to do until I
10:20 started saying no to quick calls and
10:22 [music] things that just added up that
10:25 ended up costing me 2 hours of context
10:27 switching. So by cutting off these
10:29 little things that I said yes to, I
10:32 bought back time and energy for the
10:34 strategy and the team development that
10:36 is [music] a requirement of my role. I
10:38 learned this lesson very early on in
10:40 college. You see, one of my close
10:44 [music] friends was always busy. She
10:46 said yes to [music] every person who
10:48 wanted to get coffee with her, grab
10:50 lunch, go out to dinner. She was very
10:53 popular but incredibly stressed. and she
10:55 was [music] never able to spend time on
10:58 her grades. Whereas I rarely said
11:00 [music] yes to people. I like to do my
11:02 own thing. I had a very small group of
11:04 friends [music] and I wanted to get my
11:05 work done. So by the end of the
11:08 semester, even though she looked like
11:09 she was busy and she felt like [music]
11:11 she was busy, she didn't actually get
11:12 the results that she wanted. The
11:14 acquaintances that she was saying yes to
11:16 weren't actually helping her get closer
11:19 to her goals and she wasn't doing very
11:20 well in school. Whereas I [music] still
11:23 did feel like I was busy, but I was busy
11:25 focused on getting the grades that I
11:27 wanted to get and spending time with
11:30 just a handful of people who I loved
11:32 being around. [music] And this lesson
11:33 really taught me that you can say yes to
11:35 a million things and everybody's going
11:37 to feel like they're busy. But if you're
11:38 not saying yes [music] to the right
11:39 things and to the things that are
11:41 getting you closer to where you want to
11:43 go, it's wasted [music] time. And I've
11:45 pulled this lesson forward to where
11:48 today my calendar gets audited like it's
11:50 a financial [music] statement. If it
11:52 doesn't create leverage or generate
11:54 momentum, it's not getting scheduled.
11:56 That one shift made [music] me more
11:58 effective than any other productivity
12:01 hack ever could. Because average people
12:04 trade [music] time for money. The elite
12:06 treat time as capital, as an [music]
12:09 asset that can compound or can be
12:11 wasted. and they audit their calendar as
12:12 if it's a profit and loss [music]
12:14 statement. They cut low yield
12:17 activities, outsource anything that
12:19 creates friction and reinvest hours
12:21 [music] into high return thinking and
12:24 relationships. They don't manage time.
12:26 They allocate [music] their time like
12:29 they're an investor. So this week, audit
12:30 your calendar like it's a financial
12:33 statement. For every meeting or [music]
12:35 every appointment that you have, ask,
12:37 "What is the return on this investment
12:40 for this hour?" Cancel, delegate, or
12:42 shorten anything that doesn't create
12:45 true value. And then reinvest that time
12:47 into high return [music] activities,
12:50 strategy, relationship building, skill
12:52 building. Your calendar today [music] is
12:54 actually your future. So allocate it
12:56 like your goals depend on it. The last
12:58 principle is one that most people
13:00 ignore, but it might be the most
13:02 important. You see, a curated
13:06 environment equals curated thinking. I
13:08 used to think that I could be successful
13:10 despite my environment. It didn't matter
13:11 that my house was a mess [music] or that
13:13 I had friends who were a little
13:15 unaccountable or that I had a bunch of
13:18 unfinished cycles because I wanted to go
13:20 change the world. And what I realized is
13:22 if I couldn't get control of my own
13:24 environment, meaning the type of food
13:27 that I eat, [music] how I move my body
13:29 every single day, the friends that I
13:31 hang out with, the problems that I'm
13:34 solving. If I can't handle me and my
13:35 environment, how am I going to be able
13:37 [music] to impact other people? Because
13:39 why should they listen to me about me
13:41 helping change their [music] environment
13:43 when I can't even get control and change
13:45 my environment? So, when I started
13:47 [music] to look at this, I really had to
13:50 take a honest look at my environment.
13:51 What were the state of my possessions?
13:54 Were things banged up, messy, [music]
13:56 dirty, or were they organized and neat?
13:58 And was there order in place? [music]
14:00 When it came to my relationships, were
14:02 those people doing well? Were they
14:04 having wins in life? [music] Were they
14:06 successful? Or were they struggling and
14:08 dealing with a whole bunch of problems
14:09 and a whole bunch of issues that were
14:12 then being placed on me? Was my [music]
14:15 income actually growing or was it
14:17 staying stagnant? And what I found when
14:18 I really looked at my income [music] is
14:20 I was so focused on solving other
14:22 people's problems that I never took the
14:23 time to solve problems that I cared
14:25 about, that I could control. and I just
14:27 wasted my time solving everybody else's
14:30 problems. And so your environment and
14:32 curating your environment has to be the
14:34 first step in order to ever become elite
14:36 at anything. If your environment doesn't
14:38 challenge your operating system, you
14:41 will end up defending mediocrity instead
14:44 of truly evolving. And today I am
14:46 ruthless about curating who I'm around
14:49 because I know it will directly shape
14:51 how I think. I just actually watched
14:53 [music] this with my husband recently.
14:54 We are no longer spending time with a
14:57 particular individual. And my husband is
14:59 five times happier than he used to be.
15:01 He is happier in the mornings. He is
15:03 happier at dinner. He is happier
15:05 throughout the day and will send me
15:06 random text [music] messages. And I can
15:08 trace it back to the fact that this one
15:10 person who is in his ear is no [music]
15:12 longer in his ear. That is the power of
15:15 the people who you spend time around.
15:17 And the 1% know this. So they [music]
15:19 only spend time around people who
15:22 stretch their standards, who challenge
15:24 their thinking, and ultimately who
15:26 sharpen their world view. This is how
15:28 they keep moving forward. So look at the
15:30 five people that you spend the most
15:32 amount of time with. Are they truly
15:34 stretching your thinking or are they
15:36 reinforcing your limitations? [music] If
15:38 your environment isn't challenging you,
15:39 just change it. You can join
15:42 communities, masterminds, or groups
15:43 where you are the [music] least
15:45 successful person in the room. That
15:48 discomfort is growth. Your thinking will
15:51 never outpace your environment. So
15:53 curate it like your future depends on
15:55 it. If you act on these six principles,
15:58 you will think differently from 99% of
16:00 people. And that is [music] how wealth
16:02 is built. If you like this video and
16:04 want to learn how to communicate like
16:05 the 1% [music]
16:07 so that people actually listen when you
