Name: 自分がいなくても回るビジネスの作り方 (How to Build a Business That Runs Without You)
Uploaded: 2025-08-31T12:46:38.000Z
Duration: 9 min 32 s
Description: VoiceTubeの動画で発音を聞きながら英語表現を覚えよう！学べる英語：

様態の副詞

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

私は、週100時間労働をこなしながらやっと年収6桁を稼ぐところから、今では半分の労働時間で年収1億円以上を稼ぎ、自分がいなくても回る複数のビジネスを所有するまでになった。SOPやスプレッドシートだけでは、あなたを救うことはできない。そこで今日は、それを覆し、ゼロから始めても自分がいなくても回るビジネスを構築する方法を紹介しよう。そうすれば、最初にビジネスを始めた時のような自由を手に入れることができる。まず最初に、私が北極星指標と呼びたいものを定義する必要がある。あなたのビジネスを定義する数学の方程式は何か

法助動詞 B1

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.

私は企業価値を創造している。なぜなら、収益で裕福になるのではなく、資本で裕福になるのだから。企業価値は予測可能性、耐久性、収益を生み出すものであり、キャッシュフローとは無関係だからです。考えてみてください。収益ですか？生涯価値ですか？リテンションなのか？顧客ですか？五つ星レビューなのか？誰もが明確で、同じ方向に向かって構築すれば、システムは単に人を忙しくさせるだけでなく、実際の成果を促進し始める。しかし、指標を知るだけでは針は動かない。まだやるべきことがあるのだ。そこで、1080の10ルールで自分のクロー

転換語

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.

そして最後の10％は、あなたのセンスが問われるところです。ここが洗練され、見直され、磨き上げられるところです。スティーブ・ジョブズはステージに上がってデモをした。スティーブ・ジョブズは、ステージに上がってデモをするのが大好きだった。だから、ステージでそれを話すときに、本当にポップになるように改良するんだ。マジックは、すべてをやることではない。いつ現れるかを知ることだ。このトピックに関する私のお気に入りの言葉がある。80％は他の誰かがやってくれるが、100％は素晴らしい。そして、何だと思う？そうでないなら、

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

まず録音を押す。つまり、Zoomという非常に高価で入手困難なソフトウェアを使えば、自分ひとりでミーティングに参加し、画面を共有してクラウドに録画し、録画ボタンを押せば、今やっていることが突然できる。そうすれば、あなたがヘルプデスクになることなく、マーケティング、オペレーション、フルフィルメント、雇用、これらすべてを行うことができるようになる。その人と話すと、彼らは何がうまくいくのか、どうすればうまくいくのか、楽観的な見方をするんだ。彼は代理店を持っていて、自分の数字を見るのは好きじゃないんだ。彼は、自分の

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

しかし、チームに教える必要があるのは、そうなる前に彼らがどのような活動をしているかを把握することだ。先行指標から得られた活動に基づいて、事後的に発生する収益や解約率、利益といったものだ。そして、この2つのことを結びつけるのだ。今、あなたは、あなたが関与する必要のない数字を使ってビジネスを運営している。もし私のチームがビジネスを動かしているのなら、私はこれから何をすればいいのだろう？そこでほとんどの創業者は、自分が役に立たないと感じて雑草の中に逆戻りしてしまうか、もっと悪いことに完全に断絶してイノベーション