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  • - You need to bet on your strengths,

  • and don't give a f(bleep) about what you suck at.

  • - If you want this, if you want bling bling,

  • If you want to buy the Jets, if you want to do sh(bleep), work.

  • - Entrepreneurship sucks.

  • I mean, it's lonely, it's high-risk.

  • I'm a humongous believer that ideas are sh(bleep),

  • and that execution's the game.

  • And so the reason I think that people are missing

  • why things succeed, is because of storytelling.

  • I love black and white data, I'm obsessed with it.

  • I would never take a f(bleep) note.

  • Like, that scares the piss out of me

  • what these three people are doing right now.

  • "Just do that", I'm like, nope!

  • This thing matters to me.

  • My friends, there are a million reasons why not,

  • but there's one great reason why.

  • Nothing in life is free, nothing happens overnight.

  • - He's an entrepreneur, investor, author, public speaker,

  • and internet personality.

  • - After graduating college in 1998,

  • he assumed control of his father's liquor store business.

  • - Through e-commerce and email marketing,

  • he grew his father's business from three million to

  • 50 million dollars in revenue.

  • He's Gary Vaynerchuk,

  • and here are his top ten rules for success.

  • - You need to bet on your strengths,

  • and don't give f(bleep) about what you suck at.

  • Way too many people in this room

  • are going to spend the next 30, 40 years of their lives,

  • trying to check the boxes of the things

  • that they're not as good at, and that,

  • you're going to waste a (bleep)load of time, and lose.

  • I highly recommend auditing yourself,

  • or you have no f(bleep)ing empathy, or E.Q.,

  • or self-awareness, then find somebody in your family

  • or friendship that does, and let them tell you who you are,

  • and once you believe that, either for yourself

  • or someone else told you,

  • go directly all chips, all in to that,

  • because that is the only possible way, in my opinion,

  • watching from the outside, that is, let me rephrase.

  • That is a very highly likely way of overindexing,

  • because the truth is, if you want to be an anomaly,

  • you've got to act like one.

  • And so that's it, that's what I got,

  • so thanks for having me.

  • (audience laughs)

  • How do you get money to do what you love?

  • You don't.

  • Right?

  • I lost a sh(bleep)load of money

  • when I started doing what I loved.

  • What you do, is you position yourself to succeed,

  • so for example, if you're doing something else,

  • and you want to do this thing you love,

  • you do it after hours.

  • You work nine to six, you get home, you kiss the dog,

  • and you go to town, right?

  • I mean you start building equity in your brand

  • and whatever you're trying to accomplish after hours.

  • Everybody has time.

  • Stop watching (bleep)ing Lost.

  • (audience laughs)

  • That's a good overheard, right?

  • That was a good overheard.

  • So, you know what I mean?

  • If you want this, if you want bling bling,

  • if you want to buy the Jets, if you want to do sh(bleep), work.

  • That's how you get it.

  • - My question is, I'm an entrepreneur, it's very great,

  • but not all days are great in a company,

  • so what are your tips and tricks for you know, tough days?

  • - I think there's massive confusion around entrepreneurship.

  • Entrepreneurship sucks.

  • I mean it's lonely, it's high-risk,

  • I mean I can't live without it,

  • but it's like a bad boyfriend, or girlfriend, right,

  • like, there's a ton of bad days being an entrepreneur,

  • not to mention 98% of entrepreneurial ventures

  • are going to fail, so there's going to be

  • a really bad f(bleep) day in your future.

  • (audience laughs)

  • Hopefully not for you.

  • Or any of you.

  • For me, I think this is a very personal question.

  • I think it's how you're wired.

  • I'm so all-in entrepreneur, I prefer the pain.

  • I think one of the reasons I love the Jets so much,

  • is because they bring me so much pain.

  • I love the climb.

  • To me, the setback is exciting.

  • I love when something goes wrong,

  • it's where I shine the most,

  • but that's not for everybody, right?

  • It can be very difficult,

  • and when you start affecting your life, and your loved ones,

  • and all the other things, it can get real nasty.

  • To me, the way I handle things, even on the few rare days

  • when I really struggle, I take a real step back,

  • and make pretend that somebody called me and told me

  • that my mother or daughter were killed.

  • And I know that's very dark, and I apologize,

  • but it's really what I do.

  • I literally am able to,

  • at my deepest most struggling moment, within business,

  • take a step back and remind myself

  • that I could make a drillion dollars tomorrow on bitcoin

  • and if something bad happened to the people I love the most,

  • then it would mean nothing,

  • and it very consistently rewires me very quickly.

  • I just put business in perspective.

  • At the end of the day,

  • you know it's money, for me it's not really money,

  • it's my legacy, so I get hurt by it a little bit more,

  • but yeah,

  • I put it in perspective, it's money.

  • And you know what?

  • Up until I had a daughter, even while I was married,

  • up until when I had Misha, four years ago,

  • I secretly wanted to lose all my money.

  • I had this weird twisted dark fantasy of losing everything

  • just to rise again like a phoenix and remind you (bleep)s.

  • My assistant's got a great thing now on this.

  • Once in every four months, somebody sends an email

  • saying I've got a huge startup that I want you to invest in,

  • but you've got to sign this NDA, right?

  • Which literally every time gets an email back that says,

  • f(bleep) you, right?

  • (audience laughs)

  • And the reason is, I'm a humungous believer

  • in that ideas are sh(bleep),

  • and that execution's the game, right?

  • We've all got ideas.

  • Everybody's got ideas.

  • Do you know how many f(bleep) ideas we all have here?

  • We can probably sit here for the next two hours,

  • draw them all out, record 'em, and predict the next 78

  • great startups over the next nine years.

  • And, so I think the thing

  • that is another theme

  • in entrepreneurship is, there is way too much fodder

  • brought to the idea.

  • Uber was Magic Cab, three years earlier.

  • Uber's not an idea, Uber existed.

  • It was called Magic Cab.

  • But the guys that executed it sucked, so they lost.

  • So I think, you know, if there's any level of romance

  • left in this room about your idea, I'd like to suffocate it,

  • because I think the actual situation is,

  • what you actually do with it.

  • You know the reason I feel that storytelling

  • is the most under-rated skill in business,

  • is because it doesn't get talked about a whole lot,

  • and I don't think people realize it's happening

  • when it's happening, and most of all,

  • I don't think that many people are really good at it.

  • So, like, when I watch a Steve Jobs keynote

  • about a new product, I don't care about the new tech,

  • I don't care about the iPad or the iPhone,

  • I care about the way he was presenting it, you know?

  • When I see David Blaine, this is a magician,

  • if you ever pay attention to what he's doing,

  • he's storytelling you the whole way,

  • and then it's the big kick,

  • so if you understand what the consumer wants,

  • then you backtrack and you tell the story

  • to get them emotionally there, that's how things sell.

  • That's marketing.

  • There's a very big difference between marketing and sales,

  • and so, the reason I think that people are missing

  • why things succeed, is because of storytelling.

  • I think it's overlooked, I think that people

  • look at the x's and o's and the black and the white,

  • but I think storytelling, when done right,

  • takes a product that should have sold

  • a hundred million dollars worth of stuff,

  • and sells a billion dollars worth of stuff.

  • In 2001, it snowed in New Jersey on December 23rd,

  • which was one of the busiest days of the year.

  • Typically December 23rd is the busiest day of the year

  • in the liquor store.

  • A woman called us, we'd just started shipping,

  • and her case of Beringer White Zinfandel wasn't delivered.

  • First of all, I appreciate the people that know what

  • Beringer White Zin is, good job.

  • (audience laughs)

  • The entire case, by the way, 15 pack,

  • the entire 15 pack case

  • cost 45 dollars.

  • We're doing about $40,000 an hour in the store.

  • She calls.

  • I find out about it, somehow it was buzzing,

  • I was on the floor selling.

  • I am the premier salesman on the floor, as you can imagine.

  • (audience laughs)

  • I find out about it, and we're debating what to do,

  • she needs it for her Christmas dinner.

  • I grab the case, throw it in my car,

  • and drive to Bergen County to deliver it.

  • It takes me 2 1/2 hours to complete the whole thing.

  • The woman was 194 years old.

  • (audience laughs)

  • We didn't have a lot of lifetime value

  • on the back end there.

  • She looked like f(bleep) Yoda.

  • (audience laughs)

  • And the best part was, I delivered it,

  • all pumped with myself, and she said, "great",

  • and closed the door.

  • Awesome.

  • Everybody, especially my Dad, who was pissed that I left,

  • because of all the customers that came in asking for me,

  • or that I could have sold, everybody's baffled.

  • I can't tell you what the ROI of driving through the snow

  • in my car to deliver a case of $45 pink sh(bleep)

  • to a woman that looked like Yoda was.

  • (audience laughs)

  • But I can tell you this.

  • Over the next two to three years, that story

  • became the foundation of how we treated

  • every single customer.

  • It became our competitive edge,

  • and those are the things that matter to me.

  • I love black and white data, I'm obsessed with it.

  • The day when the nerd beat me,

  • I f(bleep) understood that the nerds beat me,

  • and I respect the living f(bleep) out of data,

  • conversion funnels, all that sh(bleep).

  • But I'm telling you right now,

  • that there are way too many f(beep)ers

  • running businesses today with this,

  • and not enough people running businesses with this.

  • (audience applauds)

  • And again, I swear on my life, I am not Mother Theresa,

  • and I'm far from running my business just on this.

  • But I'm telling you right now,

  • the reason I amassed my following,

  • the reason why I continue to retain it,

  • is because my percentage of this far outweighs

  • every f(bleep)er in this room.

  • I mean it.

  • That's how I feel and that's how I try to roll every day.

  • And I promise you, if you are able to figure out

  • how to afford, how to afford, the allocation of this

  • in your business more, your long-term value

  • will be dramatically higher.

  • Your long-term business success will be dramatically higher.

  • Your grandparents, your great-grandparents

  • built businesses based on this,

  • it's how we built the whole thing.

  • We got really lean and mean when we went to the suburbs

  • and big box stores and all we cared about was dollars,

  • and it's great, and the data matters, I continue to use it,

  • and use this tool and understand it,

  • but I'm asking you one final thing.

  • When you go home, if this talk meant anything,

  • and by the way, I fundamentally believe

  • only three of you are going to act on this talk, I do,

  • because what I talk about is ridiculously hard

  • and massively frustrating and takes forever, you know,

  • like everything that's good in f(bleep)ing life.

  • (audience laughs)

  • If you do anything because of this keynote,

  • there's only one thing I ask you to do,

  • because as zenny as I got, I'm a practical m(bleep).

  • Here's what I want from you.

  • When you go home, look yourself in the mirror,

  • and audit everything you and your business do.

  • I promise you that if you audit from top to bottom,

  • of expenses, and effort, and time and energy and payroll

  • and all that sh(beep), if you audit all of it,

  • even the best of us, even the InBevs,

  • which was the company that bought Budweiser,

  • they built their whole business on like,

  • printing on the both sides of the paper

  • and all that horse(beep),

  • even the most efficient ones of us,

  • are doing 20% dumb sh(beep).

  • If you take that eight per cent, that 13%,

  • that 16% of dumb sh(beep) that you're doing,

  • paying that person that's not bringing any cultural value

  • to your business, having that contract that you just renew

  • because you're busy as f(beep),

  • whatever the f(beep) you're doing,

  • if you take any piece of that percentage,

  • and you apply it to giving a f(beep) about your customer,

  • it will be better for your business going forward,

  • because for the first time since we all lived in small towns

  • where your reputation was the complete backbone

  • of how you did business,

  • for the first time, because technology

  • is bringing us back together in a small town,

  • for the first time, being good, and caring,

  • and following up, matters.

  • It (bleep) matters.

  • How about doing something, random act of kindness,

  • for a current customer, not the ones that unsubscribed?

  • Or left?

  • You know how you always do nice sh(bleep)

  • when they're going?

  • How 'about while you've got them?

  • Re-allocate your thought process, I'm telling you,

  • because the tools that is the umbrella of this event,

  • are getting so good, so good.

  • You know what that means?

  • All that sh(bleep)'s is about to become a commodity.

  • Emotional E.Q. is going to dominate business

  • over the next decade, and I implore you

  • to start paying attention, and oh by the way,

  • I'll leave you with this,

  • you know what the best f(bleep) part is?

  • It feels good.

  • Thank you.

  • The ability to adjust is the entire game,

  • like I'm so proud that I change my mind every day,

  • my Dad used to get so pissed

  • when I was building Wine Library,

  • he would always be like, (bleep), he would say,

  • like, three months ago you said Ricky

  • was going to be the best employee,

  • I'm like, I changed my mind, he's sh(bleep), fire him.

  • (audience laughs)

  • Or, he's like, you said sparkling wine was important,

  • now you just eliminated it from the key spot.

  • I'm like, I changed my mind,

  • like, my ability to only be comfortable in massive chaos,

  • has been my biggest asset as an entrepreneur.

  • Like, I would never take a f(bleep) note.

  • That scares the piss out of me,

  • what these three people are doing right now, right?

  • And so, now, now, now,

  • that may work for them, and back to the opening statement,

  • you need to do you, like

  • plenty of people that make a (bleep)load more money than me

  • and've grown bigger take (bleep)ing notes.

  • The key, though, the key is,

  • way too many people are doing,

  • like, here's a good one.

  • You know what really pissed me the f(bleep) off?

  • (sighs) I'm completely driven by happiness,

  • and like, I'm crippled by chaos, you know,

  • Vaynermedia, which is now 500 people, update your sh(beep),

  • (audience laughs)

  • Vaynermedia is like completely dictated by, like,

  • I'm a dictator of HR.

  • All I care about is the atmosphere,

  • all I care about is how people roll,

  • I think I've fired the four most talented

  • smartest people that have worked for me,

  • because if you don't know how to play

  • with the other boys and girls, you're out.

  • Because I suffocate under conflict and negativity,

  • and "nobody's better than me", so you got to go.

  • So, what really pissed me off in tech world,

  • was when Steve Jobs's book came out when he was dying,

  • when it was all about Steve, three or four years ago,

  • I literally watched a lot of my tech startup friends

  • start being like a d(bleep) to their staff,

  • because Jobs was tough, everybody fell into the romance of

  • I have this big vision, and I'm going to be a d(bleep)

  • like Steve, right?

  • And I felt that was really interesting for me

  • to watch that half-decade, of literally

  • watching people I know, and then watching them

  • act differently because of the status or the icon

  • of the moment, and you see a lot of that,

  • and so that it is probably the energy

  • I'm trying to bring to this class today,

  • which is, you can look at how people roll,

  • and it's great to admire, and things of that nature,

  • but it's so damn important to stick to your DNA, right?

  • And what you're good at, and to recognize that you need

  • to surround yourself, whether it's your co-founder,

  • or whether it's the people who work for you,

  • all I do is hire the people that are the opposite of me,

  • that bring the other value, that bring me the ability

  • to remember what the f(bleep) that meeting was about and

  • go make sure it happens, you know,

  • whatever it may be, right?

  • So I think that's another thing

  • that I would highly recognize.

  • I delegate everything that I think

  • is not the single most important things in the world,

  • and then I micromanage the things

  • that I think are the most important things in the world.

  • Luckily for me, hence why I've been able to

  • build big companies, I don't think most things matter.

  • So, I don't think I'm any different than anybody else,

  • I actually think everybody is a delegator,

  • and a micromanager, I just think that

  • my radar of what's important is different.

  • Yes, we need to do something with that.

  • That's the sh(beep) guys, that's it right there.

  • I'm just like you, we're all the same,

  • we all delegate, we all micromanage.

  • The difference is, I don't think most things matter.

  • And what do I mean by that,

  • as I'm trying to think about somebody watching this

  • for the first time, instead of alluding to people

  • that have watched forever.

  • Most things don't matter!

  • I don't know, that's what it means,

  • You know, like, I don't anything matters,

  • I just don't think things matter,

  • I don't think, like one client

  • that's going to put us out of business,

  • I don't think one employee is going to kill our atmosphere,

  • I don't think a lot of things matter.

  • I don't think, a misspelling in a deck is something

  • that really matters to a lot of people in my company.

  • It just doesn't matter to me!

  • I just don't think -

  • Guys guys, I just don't think we're going to lose

  • the account because we put the i before the e.

  • And if we do, f(bleep) them!

  • Idiots!

  • I don't think not being,

  • I don't think not wearing shoes in an establishment

  • is the biggest thing in the world,

  • clearly if you've watched Daily Vee One, some people do,

  • and guess what, I do not judge.

  • Do not judge.

  • Everybody's allowed to do their thing,

  • it's just like parenting, I will never spew my parenting.

  • I talk about it, but it's very holistic,

  • like, this is what I do, not what I'm telling you to do,

  • this is me, but f(beep) it.

  • So, ultimately, I think that I'm both,

  • like everybody in the world.

  • I just think that I deem what's most important

  • at a very very high level, on things that most people,

  • you know what, a lot of you were commenting

  • on my five-minute meetings.

  • Most of you, cause you're part of my community,

  • think it's great, lot of comments on YouTube and Facebook

  • of like, oh, I like Daily V,

  • 'cause Gary spends five, that's nice.

  • One comment: "I worked in a small--"

  • and by the way, whoever said this is going to see this,

  • and be like, holy crap he reads everything.

  • "I've worked at small companies where the boss

  • "didn't even know my name", you know what I mean?

  • Like, "this is cool", but, do you know how many people

  • think it's stupid?

  • I have a lot of people in my life that think I'm very busy

  • and I have a lot of things to do and why in the world,

  • Gary, it's not scalable, it's not sustainable.

  • Yeah, you're making that face because you're so

  • in our cocoon, but boy, just like, you know?

  • Don't do that.

  • It's not bad, nobody expects you to do it,

  • not at this scale, and you have a great culture

  • and you have great intent, just do that.

  • I'm like, nope!

  • This thing matters to me.

  • So I'm micromanaging a "hello" into my company

  • three to six months in, and a lot of people outsource

  • to an HR person, or to the leadership, so,

  • I do unscalable things all the time.

  • Micromanaging, if I deem them the most important.

  • Pitching new business,

  • I like to micromanage that,

  • 'cause it's important to win business,

  • money helps me keep doing everything (laughs).

  • - [Steve] Roberto asks, "What do you feel

  • is a bigger obstacle to success,

  • a lack of time or a lack of capital?"

  • Roberto, this is a tremendous question.

  • I think the biggest obstacle to success

  • is a lack of optimism.

  • That question in itself is the problem, my friend, right?

  • You're looking at two things that are both negatives,

  • and guess what?

  • Both of them are obstacles.

  • When I started WineLibrary.com,

  • transformation from my business, I had time,

  • I worked my face off every minute, but we didn't have

  • a whole lot of money in our profit center,

  • so it took more time, right, it's just the way it is.

  • Today, I have more money, but boy don't I have time,

  • but neither, ever, ever will be an excuse for me,

  • and so, just to drill this through the throat

  • of the Vayner nation, that's right, I went that graphic,

  • don't smile, D Rock, here's the bottom line:

  • I refuse to allow you to get an answer to that question,

  • because both of them are firmly square in the excuse column,

  • and I've no patience for that.

  • There will always be problems.

  • Let's talk about a million other things

  • that are a way to stop success.

  • The health and well-being of your family members,

  • so it takes your mind away from execution.

  • The country you live in's government and political concepts

  • at these moments, a la start-ups in China,

  • that I invested in, that got traction,

  • but then people that were wired into the government

  • decided to not allow it to happen,

  • and then the startup disappeared.

  • Not as easy to be an entrepreneur there!

  • It's still a communist country, sorry, it just is.

  • And so all these things can be problems, right?

  • There's a competitor with a billion dollars,

  • who's also skilled and punches you in the mouth

  • and knocks you out in the first round, right?

  • The world changing, I mean there's just a million obstacles,

  • right, the media, one bad coverage of you,

  • a moment in time, you know what I think about a lot?

  • You know what I think about a lot?

  • Let's get really real, this is why we did this show.

  • I always, I'm a human being, and I always think about

  • a moment in time, what if I just say

  • the wrong thing at the wrong time, right?

  • What if I call out China for being a communist country

  • in an episode, while I'm on a rant,

  • and somebody who's watching doesn't like

  • the way that tastes and picks away a business opportunity

  • for me in China in seven years,

  • even though I'm not trying to zing,

  • it's just things that I saw.

  • What if, what if, what if I looked down on my phone

  • while I'm driving, even though I've really not done that,

  • and I hit somebody, and I kill them,

  • and that becomes the story.

  • And they're like, forget about the story,

  • about what you think of me, I will never recover from that,

  • because I killed somebody because I needed to check a tweet.

  • These are moments in time.

  • So there are so many things that can keep you

  • from being successful, right,

  • the people that you invested in,

  • having something bad happen to them, so it slows you down,

  • my friends, there are a million reasons why not,

  • but there's one great reason why, which is,

  • you've just got a persevere, no matter what it is,

  • it's just the way it is.

  • It's hard being an entrepreneur.

  • It's hard building a business.

  • Everybody thinks it's so easy, that there's an entitlement,

  • there's a disaster, zinging China?

  • Here comes my US zing right now.

  • There is an insane generation of 18 to 25 year olds

  • right now who think they're entitled to having a business

  • because they saw the social networking movie,

  • and everyone's decided if you're a kid

  • and you know what tech is,

  • because you used Instagram early on,

  • you're entitled to actually build a business.

  • Building a business is hard,

  • and you know what makes it really hard?

  • Everything that happens every day of every moment, so,

  • you can pick time, you can pick money,

  • as the one or two things that you think stop you

  • from winning your game, but the truth is,

  • there's a million reasons.

  • 99% of businesses go out of business for a reason,

  • and that reason is, it's hard.

  • And so, if you're watching this show,

  • I've got a sense of who you are,

  • and you need to start creating layers and layers

  • and layers and layers of skin to be able to get through,

  • because the glamor of being an entrepreneur well goodness,

  • you know you get very confused by my optimism,

  • 'cause it's my optimism, I can't help it,

  • it's just how I roll, it's probably one

  • of the variable 1% reasons why I'm successful,

  • but please, don't get it twisted, this is hard,

  • every day is hard, and if you don't have the stomach

  • to weather this storm, you will not be successful,

  • and by the way, let me throw you a real weird curveball:

  • and that's okay.

  • People have to look themselves in the mirror

  • and understand if they're number two, three, four,

  • five, six, seven in their organization,

  • that has differences of being a number one,

  • but maybe that's where your skill set sits,

  • maybe that's how you make your fortunes, and happiness,

  • and all the things that you're looking for, and so...

  • That question got me going a little bit, Steve,

  • because it's under the context of excuses,

  • and I will never make an excuse,

  • everything that's a problem with me,

  • everything I don't achieve,

  • everything that's a problem with Vaynermedia,

  • and everything is my fault, and I succumb to that

  • and I respect that, and I actually think

  • that's the way it should be, and so no excuses, my friends.

  • Nothing in life is free, nothing happens overnight,

  • it all takes tons and tons of work

  • and tons and tons of talent,

  • and tons and tons of serendipity, but my friends,

  • luck, serendipity, there's a forced culture within that.

  • You know, you don't just sit in your room hoping

  • and then something lucky happens,

  • nobody just knocks on your house's door and says,

  • congratulations, you've been awarded this.

  • Luck comes from being in the right spot.

  • I've been really lucky, because I (bleep)

  • bleed out of my eyes every day of my life

  • and worked my face off.

  • Y'get really lucky when you have that 11:30 p.m. meeting

  • where the lucky thing happened, pretty cool,

  • since all you (bleep) sleeping, I was pretty lucky, weird,

  • that I scheduled that meeting 'cause I did a ton of things

  • for 30 years that allowed me to even have that meeting

  • in the first place, that gave me the leverage

  • to have that lucky thing that happened.

  • There's no overnight successes, period.

  • They don't exist.

  • Show me.

  • Leave a comment in YouTube, leave the name, explain to me,

  • tell me, show me, let me know,

  • show me the overnight success, because I'll show you you,

  • justifying in your brain, something that is just not true.

  • Period.

  • - Thank you so much for watching.

  • - We made this video because Cameron Blackwell asked us to,

  • if you have another entrepreneur you want us to profile,

  • leave it in the comments below.

  • - We'd also love to know which of Gary Vaynerchuk's

  • top ten rules meant the most to you,

  • what you're going to take home from this video,

  • leave it in the comments and we'll join in the discussion.

  • Thank you so much for watching.

  • Continue to believe!

  • And we'll see you soon.

- You need to bet on your strengths,

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Gary Vaynerchukの成功のためのトップ10のルール (@garyvee) (Gary Vaynerchuk's Top 10 Rules For Success (@garyvee))

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    Evelyn に公開 2021 年 01 月 14 日
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