Your Next Five Moves: Master the Art of Business Strategy

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The purpose of this Move is to identify what matters to you the most and help put a strategy together that fits your level of commitment and vision. I may influence you to question certain decisions or ways you’ll go about fulfilling your vision, but it’s up to you to decide to stretch yourself and think bigger. It’s a lifelong practice. I hope the tools in this chapter will lead to some breakthroughs and get you onto the path to knowing who you truly want to be. Shortform note: Bet-David recommends building momentum but doesn’t clearly define what “momentum” means to him. We can conceive of momentum in business as the continually increasing ability to succeed easily in whatever new venture or campaign a company attempts.) Method #1: Build Internal Trust You’ll know you’re succeeding in life when others are winning simply because of their association with you.” At that point, I looked him in the eye and told him I quit. Initially, he thought I was kidding, but I was confident about my decision. What’s the point of working somewhere that doesn’t give you a clear direction on what you need to do to advance in the company? Why put myself through the misery? It was at that moment I realized I could not live another day with my destiny in someone else’s control.

Your Next Five Moves by Patrick Bet-David, Greg Dinkin

You need to identify what matters the most to you to put a strategy together that fits your level of commitment and vision.” Instead of being selfish and looking to see what you could take from others, focus on what you could give them. You need to define: The third reason IBM has been so successful was that once I had a picture of how IBM would look when the dream was in place and how such a company would have to act, I then realized that, unless we began to act that way from the very beginning, we would never get there.I understand that not everyone knows who he or she wants to be. It’s normal not to have all the answers immediately. Remember that this question—and every move in this book—is a process. All the examples I give and stories I tell exist for you. They’re meant to get you to reflect and better understand yourself. If you don’t have a clear answer at this point in time, you’re in the majority. All I ask is that you keep an open mind and keep reading with the goal, in due time, of answering this question. Don’t be afraid to call them out when they don’t keep their word. Make it very clear it’s their performance you don’t like, not their personality To take down a behemoth, use the following two tactics: Tactic #1: Take Down the Behemoth Gradually

Your Next Five Moves: Master the Art of Business Strategy Your Next Five Moves: Master the Art of Business Strategy

Whether you are a business major in college or someone who is already running a business, you can benefit from Your Next Five Moves. Additionally, the book is an easy-to-read and well-structured book that you can zip through A final example among the many, many others the author talks about is developing speed, a key element in success. The way to do this is to continually simplify and practice all processes involved. How fast you grow will be dictated by how well your team is working on your business. And to maximize results, you need to have mechanisms to hold people accountable.

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One day, my supervisor, Robby, offered me an assistant manager position at the Bally in Chatsworth, thirty miles outside Hollywood. He wanted me to turn the club around; it had been hitting only 40 percent of its monthly goal. Working effectively with others will mean the difference between enjoying the process and desperately seeking a day job while hiding under your desk” Adversity will inevitably strike when you start growing rapidly, warns Bet-David. When this happens, seek the counsel of numerous people with differing perspectives and experiences. Ideally, find people who’ve studied or personally experienced the type of problem you have. They’ll give you the most valuable advice. Shortform note: In Zero to One, Peter Thiel provides additional context for why equity is a good form of compensation. He argues that when employees—Thiel focuses in particular on CEOs—work for equity, they shift their thinking from short-term to long-term, which leads to healthy, sustained growth for the company.) Task 3: Build the Right Culture

Your Next Five Moves | Book by Patrick Bet-David, Greg Dinkin Your Next Five Moves | Book by Patrick Bet-David, Greg Dinkin

What do you mean?” I asked. “I made it very clear that I wanted the weekend manager position in Hollywood.” That position, he said, had already been filled. Selling is about believing in yourself, believing in your business, and believing in the value you can offer to the other person.” Knowing who you want to be (including your deepest desires, core beliefs and values) and start behaving as if you were already that person.People want to follow someone who is driven by his or her future truth. It’s the reason we’re enamored with visionaries. As long as the person speaking has 100 percent conviction, he or she will get others fired up. How to hire and retain the right people. This involves attracting the right talents and advisers, having a robust recruitment process, and developing an attractive compensation plan to retain people.