Quantity -> Quality -> Quantity Quality IN this video, Alex speaks to how to scale team output by adjusting the quality. For example, we have that goal of posting 2 videos per week, then it can be 1 per day. As it increases we might get to multiple a day. Doing mass quantity is ok if youre "a news channel" or in my case I just chat and journal and post. But if we put all the effort in one major piece, (provided we had data onit) it'd be more valuable. We might see that of that week one type of video drives 80% of the results (literally 4-10x more outcome) a lot better (data), but it takes a lot more work. So we think: What if we just make more of THAT video, we get more results, and can put out the same "output" but it gets outsided returns. Then the output goes down in total videos, but the amount of time that gets repurposed into making one video really good ends up with all the videos being well. Then as that teams scales, they too go from 2 high quality videos a week to multiple a day... then rinse and repeat. Taking video views from 100, 100, 100, to 1000... and then adjusting it so all new videos out get to 1000, 1000, 10000 videos builds more leverage.

This isn't good for my perfectionism, but I've been obsessing over the perfect OS for the past few years and I have a different take on this Alex video. But I made a mistake in mis categorizing Product management as a one-off thing, and not as a its a iterative improvement type thing. I've had this habit to condense everything to a final version (workbook, updated slide deck coursework, case study deck, etc) and realizing it comes with iterative improvements. But man, thats not the way to do it. Its not like the video, where its one book gets posted and thats it. But its iterative in nature. If it gets better with use, with feedback, its better to put out that MVP than keep tinkering behind the cave. So when you have something thats going to be permanently done and posted (e.g. theres just one version) then you get outsided returns for making it super polished. This is a one off project. But it can be built with people, in public, with feedback, you end up with a stronger and more robust product. Alex made videos and content, and got feedback, and then curated the best in a book. Luckily this is most processes or production lines, where its expected things will come up, and to make SOPS and workflows I've been obsessing over how to make the final thing ((write the end book)) without getting feedback, mis classifiying it as a one-off project even though Product Management is that iterative process. Every since I got into obsidian, I noted my habits and routines, and the partners and clients and before AI the excuse was "I have no time". With AI, we can have it iterate and solve and implement the fixes as simple as quick feedback cycle.. "hey do this, ok hold on, ok what do you think" I remember laughing so loud by myself when I built my first vibe coding thing, that I was like this is it. Everything I've done, skills or whatever aren't being made useless, its just giving it immense power to be implemented. So I tinkered and strategied to the point where I have something that helped a few clients, but still incomplete.

Here are all of my notes from just the last few months of applying the QUESTS way to think. The big nodes are the specific areas or quests of thinking... and they may have a specific quests under them. Whenever I have an idea, I jot down an idea, or journal, or keep it in a note, and if its worth making its own unique note, I link each idea up to one higher order note. E.g. a note about sales would maybe link under a sales quest note, or could go directly in a "sales script" note which is linked up to. You feel lost, its fine. The goal is not to know where everything is, but that to capture ideas you need to make it easy (lazy af even) to add notes and link. Now If I needed to find that idea I can go into my sales quest note (duh) and find all notes that link to it. If its not there, it might be deeper. I'd go from Sales Quest (which is split best the 5 QUEST categories). If its a note that is about a specific engine or stage, I might link to there. So under Sales Quest -> Sales Engine -> Sales Closing Script. Or maybe it would be under Quest/Support (as it talks about a template). The idea is it can be found, and you should link to it in the way that you think. And if you can't find it, and you return back to that note out of necessity, you can simply update the link or simply add a (Related link) so you can have multiple links point out from it so you're more likely to return to it. Whenever you write a lot, any proper nouns, statements, main ideas get their own note, and link to eachother. This is the Atlas part of the Obsidian, or the timeless concepts. This is where I Talk about [[My Frameworks]] and other things. I talk about how concepts relate or are similar or help or influence by others. Ideas get close, contrast, collide or cluster together to form new ones. Over time, this rule starts to centralize (bigger dots have bigger link gravity) where the biggest notes are the main hubs of where you think, act, and reflect, and gather ideas.

Each month I'll be gifting a top engaging members full and complete access to our $5000 flagship program (absolutely for free). I've charged $4000-10k/mo for helping owners and their teams scale, and I'm going to help the person whose the most engaged with their problem. This is perfect if you 1) Have a business you want to improve its revenue, profit, or enterprise value or 2) get the tools and training to found your own bottleneck scaling agency full time It includes 1) Full complementary "gold tier" membership ($4000/yr) to this Skool. Its the end product that we'll build, how to find, target and breakthrough bottlenecks in production, project management, and internal team management. Literally learn all of the systems. 2) One dedicated focus worksession with me (3h work block). It can be used to help you systemtize and make a business more profitable, or help you get clients or to have me co-work through whatever problem, or even spend that focus lab hanging out. Whatever you'd like. When you win, you can be as selfish as you want it to be with this time (within reason lol). 3) Permanent bragging rights ;) and the envy of your peers >>>> How to claim this prize <<<<< 1) Have the most engagement in the Skool community at the end of each calendar month (We'll screenshot the 1st of each month) and the top 10 on leaderboard get something good too (Secret) 2) OR Eventually get to level 6 (to access the coursework) before we make it paid. 3) All members that score above 100 points of engagement will get a bonus for trying >>> How do you level up? <<<<< Each like is worth one point -- so post, engage, comment. Make valuable posts. Share insight. Improve or test or iterate upon ideas, or poke holes at them. Do stuff, and share what works. Build relationships here, talk to others, if they like you they'll like your stuff (and vice versa). You could just leave comments on my posts, but test, do, seek, and share and you'll win. Off to the races :)

You can split the nature of work between two areas. Strategy and Culture. Why is this important? Because it helps you build working systems if you understand how business systems work. Strategy is the "what do we do and what to do next" and Culture is the how we behave while working. Strategy is using the axe (the skill) and culture is how to carry the axe right, how we train ourselves using the axe, and how NOT to act. Culture is more important than strategy. You might have heard "Culture eats strategy for lunch". So let me break it down using some hormozi vids. Strategy is "how do we prioritize and take action among unlimited things we can do". Its saying "among all the problems of the business, we have one constraint that is limiting the business the most". There can be 10000 tasks and ideas but there is a limit of capacity and even then only one task being done at a time per person. Culture is the "Culture are the rules spoken and unspoken that govern the rules of an organization". THis can be distilled into value statements like "Run Your Quests" or "Speed is King" that can tell a story of what a company is a bout needs its team to perform to run the organization at peak performance. For us, a person needs skills to do both, but its an entirely different type of skillset. Soft skills, like being attentive to calendar events, completing tasks or obligations, breaking small problems into solutions, and more or less staying attentive, organized and tracking your work as you go can be chunked up to "run your quests"... which chunk up to an entire company-wide organizational model that runs everything. Having the specific technical skills to "get clients" fits within these things, so another cultural value can be added to "master your own strategy", but that too also gets chunked up to "Run Your QUESTS". So many things ladder up to this to the point where we hire and fire based on how people can well... "RUN THEIR QUESTS". Its Culture that we as operators are setting up and maintaining and curating with the CEO that usually don't think about culture as an entire department. The business is splitup into those two halves, the frontend customer journey (Revenue model) and the backend shared capacity that we want to up LIFT. This is the culture side, the shared services of work and tasks we do to not just get people in and doing stuff, but to get people to be at their peak performance.