The Game with Alex Hormozi - The Question That Actually Fixes Your Business | Ep 930

Episode Date: January 7, 2026

Welcome to The Game w/Alex Hormozi, hosted by entrepreneur, founder, investor, author, public speaker, and content creator Alex Hormozi. On this podcast, you’ll hear how to get more customers, make more profit per customer, how to keep them longer, and the many failures and lessons Alex has learned and will learn on his path from $100M to $1B in net worth.Wanna scale your business? ⁠⁠Click here.⁠⁠Follow Alex Hormozi’s Socials:⁠⁠LinkedIn ⁠⁠ | ⁠⁠Instagram⁠⁠ | ⁠⁠Facebook⁠⁠ | ⁠⁠YouTube ⁠⁠ | ⁠⁠Twitter⁠⁠ | ⁠⁠Acquisition ⁠

You'd have this small amount of time to get a very high leverage answer. And so I wanted to make sure that every single person who asks their question asks the right question. And I'll tell you story that might illustrate the point. I think like probably six months back. There was a guy who came here. He was one of the children of the back. Got up and said, hey, can you talk to me more about the closure framework? And I said, well, before I do, you know, what's your closure rate?

And he said, 40%. I was like, okay. So you got excited. you bought these tickets, you reserve the date, you wait for having, got it to make, fly out here, got him to tell, got everything ready, lift your business behind, went through the first day, and then you had this opportunity to ask your question. I was like, and at the edge of this question,

we'll do nothing to change your business. It's not going to trade the business. He just buys sales stuff. And so when we hear, like Alex Lardgallon about sales stuff, and what's interesting is that the most, the things that we enjoy the most are rarely the thing that's holding it was smack. And so that's why, like, so much entrepreneurship, which is like eating glass, which is so painful because as soon as you get good enough at something,

that it's a little really constraint. It's like, great, I just feel like I started to get a hold of this, and now I have to get kicked in the genitals. So there you go, it's both sides. Over here, this thing that I don't know anything about. And so that's why we're organized it that way. I said that hopefully, because you probably have a lot of news from today, so far as or today and yesterday, yes. Okay, cool. We'll good. And notes are very valuable, but they're only valuable insofar as they translate into whatever you're going to do when you get home. And so all of you guys at some point are going to get into a plane or go to a car and

open up on a page or if you're old school, actually writing things down, and you're going to look at your eight pages of notes or whatever it is and say like, okay, what the hell am I actually going to do? And you're going to write three or four things on that next page. And my entire objective, the objective of this little portion, is to make sure that the three or four things that you're right on the page are the correct ones. Because you can, I'll say this, I have grown and worked with a lot of businesses. You can get a lot of stuff wrong.

If you just get, like, the one or two things that you're really going to dedicate your resources to, you really can't get one or two things right and get just about everything else wrong. If you get the right things right. And so I, and what are you talking about, constraints? Who here was at the implementation workshop? The online one? Okay, so this will be largely needed for a lot of me. So I have not the distinct pleasure of doing lots of Cues a day's for businesses.

And when I thumped through, what is the actual decision tree that I walk through when I'm talking to somebody trying to figure out where the business is stuck? And so I go to the 6M framework with the Mosey 6, where we were caught, and they just happened to all have M's, which is convenient for me, and for anyone else remember things. So the first and obvious question that I've always asked everyone, and I'll let a point as we're going through this. So you can see this are review what we're going. The first question is, why can't we do more what we're currently doing?

If you can't do what we're currently doing, then you now have permission. Go do more what you're currently doing and great. And we have now scale. Now, when I asked that question, so it's like, I can't. And it's like, okay, why not? So the first one is metrics. I can't do more what we're currently doing because I don't even know what I'm doing right now because I have new numbers to have a predictable anything process because we don't know what we're doing.

Okay, fine. So you don't have enough metric. So each of these become off- reps. The idea is as soon as you find it, great, that's what you attack, so that you can eventually go do more. So the route of all of this is always back to as soon as you knock out this other stuff underneath, you go back to if we keep doing more. The next issue that comes up is model, which is I don't want to do more because I'm not sure if I'm in the right boat. I'm not sure if opportunity is the right vehicle. I'm not sure if this isn't worth it or if it's going to be accomplished my goals. And that becomes kind of a larger portion of like, am I getting out of this what I want? And I would say my one tidbit on model is that a lot of times when someone's stuck on a model issue, I would say like 75% of the time I'm going to talk to them. It's just that they need to be reminded that it's going to be difficult.

And that they have this big goal. And then the reason that you get pinned 10 or $100 million or an exit is because it's fucking points. And that most people don't have the intestinal. to go through it, and a lot of it comes down to being able to manage uncertainty. Like, fundamentally, a lot of the pain of entrepreneurship is walking into a dark where you can't see anything and racing for however you get it. And then just continuing to walk into it all and while you're like, oh, I scream. And you're like, oh, up, up, dog shit again.

Yeah. And that's a lot of what the awkward process is for just many years at a time. And then you're like, I think there's light at the end. And then it's actually a flashlight. So he's going to beat your head of it. And so you have it. You have these moments, these glitters of bug that only get crushed. Back to this.

So, but I'm going to ask the question, why can we do more? We don't know our metrics, great. Get our metrics that we can do more. I don't know if this opportunity is right for me. And this is the feature not bug. Like, this might just be a feature of your business rather than something, this is not a problem to solve. This is a decad economy to be managed.

This is just going to be part of the shit that you deal with in the business that you're in. I mean, you two polar examples. If you're in the cleaning business, finding business is really not that hard. Many people want you to clean them. It's just not a hard business to get to admit. Finding people who want to clean other people stuff much harder.

That is the feature of that business. On the fitness and weight boss side, wanting people to come and train a facility and talk about fitness stuff, tons of super fitness geeks who do it for free all the time. Really hard to find people for overweight, who want to lose weight, who wants you sign up for a gym. Really difficult.

It's always going to be a demand for a business because people, in and of themselves, lose motivation. And so these are two completely different industries. And they have dynamics that are invented within human psychology, human behavior, that are inherent to those businesses. And so if you were like, hey, you know, the cleaning business is tough. It's just really hard to find good people. No shit.

That's the problem that you get to solve in exchange for money. Right? And then on this side, it's like, hey, you know, I've got this beautiful gym. I've got all these people that want to train. But like, no one actually wants to like step in the diet and work out. It's like, oh shit. Welcome to the gym business, right? And so it's just like, these are going to share it to a lot of the businesses that we're in.

And sometimes you need to cheer and you're like, yeah, that sucks too. Do you want to start over? No. Well, at least you have five years of experience. And now you have five years of somebody to start against that. Right. Okay. So we've got more metrics model.

And the next issue that comes up is money. Okay. which is, I can't do more because I can't afford to. Okay. So when I're relieved of this, we're like, all right, can we not afford to because leads cost too much? Can we not afford to because we close too few of our sales? We're closing too few as a conversion rate issue.

Is the problem that we have, our lifetime gross profit is too well. We make too little on it, right? Are these the, these are the kind of like subtle. offshoots of money. So maybe we have to, like if I isolate each of these, because all of these can sometimes seem similar. So we can't afford to because it's too expensive.

Well, if our leads too much, or do we not make enough money, or our leads to the right price, but we don't know how to close. And so this is where having industry averages, which is the only time in my life where I'm okay with looking at industry averages,

every other time just toss it out because mortgage wouldn't be average. But it is decent to at least understand I'm like, okay, if I'm closing off of a webinar and we're closing 0.5% of leads, we're off, right? Now, what's our lead cost for this personal development thing? Well, if we're at $20, that's too high because that's just not the CPS that industry dictated. That's where a lot of pattern recognition is where a lot of R2 can help a lot on the diagnosis of this stuff. The last step here is manpower.

So, simply put, so these are sub. All right, so food is like A, B, C, sorry. So you got one, two, three, four, five. And there are six, and I'm forgetting one of them. I wrote it, so I should know what they are, but maybe one of my guys can tell me. The last one is vampire, which is like, I would do more, but I just don't have more salespeople. I don't have phageants. Right.

I have metrics. I'll find out the model that I did it. We could afford to do it. I just don't have enough people. Which, here's the cool part about this model. It goes back to the top. What do we do to get manpower? Why can't we do more?

We can't do more because I don't have metrics around how I attract town. Okay, let's get our metrics, and then we can do more of the attraction of town. So it's a cycle. It always repeats itself. And so this actually took me to like, only 10,000 fucking calls to figure out.

But yeah, that's how it works. And so maybe... What's my sixth one? Anybody... I'd say, like, free lunch. Anybody figures out, but you're a end. So, all right, with that being said, is that helpful? Market.

Market, thank you. Thank you. I forget it because it's such a bullshit one. My mark is too small. Okay. Sure it is. Tom. All right. So, my market is too small.

There's only, like, it's so rare that your market is actually too small. Like, if you are in Bunk, Bucke, Kentucky, you might actually have a work with me. That's too small. That's fair. And that actually works all the way through. I can't find a super AI technologist in bumfunk, Kentucky. So I can't do more reachouts because I've texted everyone in my market because I know them all, and they're in my cell phone. And none of them are AI whatever. Okay. That's fair. It's just that the vast majority of businesses are not in that situation. Even if you're a local, if you're in a market that's, you know, 50,000 in it up, you can pretty much, you're pretty much good.

And then obviously the follow questions is like, is the relationship? So we do hire her two. This semi-remont, and I'm interested in some of those conversations. But yeah, so these are the, these are the reasons that people stuck, and that is the model. Like, this is the DGF's ready well. Like, this is what we run through.

And then obviously for each of these levels, it's like, okay, what do I do instead? Thank you guys so much.