More Money: The Art of Being Decisive
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Robby Amaro is a Partner at Telesto Ventures, that owns 4 E-Commerce companies. He has 2 operating roles in these companies: CEO of Prime Greens and CMO of Vitality Now. He is also partnered in two marketing agencies, and one marketing course (The Marketing Mercenary).
Robby Amaro is a lifelong entrepreneur that got his start selling Kirby Vacuums door to door. He then took his direct marketing skills and began pitching products at Sam’s Club and Costco. He took this knowledge, and tried out his skill set on the internet at Six Pack Shortcuts (now Six Pack Abs) where he started their email program – and took it from $1,000 a week to $16,000 a week, all while learning copywriting and SEO along the way.
He went on to get an equity offer at another direct response company where he was the CEO. The rest is history. He’s operated as a customer service agent, affiliate manager, email marketer, marketing manager, director of marketing and now CMO and CEO so there weren’t any shortcuts along the way. He put in the work.
Finally, he’s known to give way too much information away for FREE, so here you go.
This is an edited version of the audio interview linked above.
Dee Braun: The art of being decisive, it can make you more money.
Robby Amaro: It can. That’s for sure. Most people take too long to make decisions. So this is an experiment I ran. And the thing is a lot of people associate making a decision with it could be good or bad. So, what I teach is to associate decision making as a positive thing either way. So the fact that you made the decisions a positive thing because the quicker you make decisions, the quicker you learn, the quicker you know whether to or to not make that decision again. And as you make more and more and more decisions, you have more and more learning. And that learning is compounding. The efforts of something 10 years ago, for example, those decisions you made actually will still affect you.
Dee Braun: So playing devil’s advocate, you’re talking about being decisive, which I’m assuming involves the speed of making decisions.
Robby Amaro: Yes.
Dee Braun: But you’re told the whole time you’re growing up is think before you act. Think before you speak. Planning is good.
Robby Amaro: That’s because we don’t want to be like the rest of society. It’s a behavior that’s against everything society wants us to be, but we don’t have aspirations to be like the 99% or 99.9%.
Dee Braun: Why don’t we want to be like them?
Robby Amaro: I’m assuming that you want more, I’m assuming anybody reading this or listening to this wants something more. People who want more, don’t act like society’s conditioned us or like your parents have conditioned you unless they’re entrepreneurs, which is rare, or are against the grain type of personalities. … If you want something different, you’ve got to behave differently.
Dee Braun: So what’s, what’s the downside to this?
Robby Amaro: You’re going to make wrong decisions all the time.
Dee Braun: So, what makes it worth it? Besides the flopportunity angle.
Robby Amaro: When you’re a beginner, you are going to always want to make the right decision. So you’re going to ask this person, you’re going to ask this person what their opinion, opinion, opinion. What I’ve seen happening a lot is that you ask so many questions, and you take so much time to do something that it pushes that thing back from getting done. So this is where it takes a bit of … there is some analysis involved in decision-making. There are some opportunity costs. I think the question you should ask yourself when you’re making a decision, “What are the chances this can work, and why?”
Dee Braun: And what’s the worst that can happen?
Robby Amaro: Maybe those are the three questions. So if you write those three down and you’ve thought through them, you make the decision. … It’s the impact I’ve been able to make on each person is decision-making, and helping them do it quicker. I am not smarter than anybody, but I make decisions quicker than people, and I guess I’m not scared to do it. How to teach that is, is a little bit tougher.
Dee Braun: One thing that I see happen a lot, and I’ve done it, is trying to make a decision on something, especially on a topic I don’t feel I have a really good grasp in, so I ask people I respect. By the time I’m done, I am paralyzed.
Robby Amaro: I’m trying to think of a decision [that] I regret it cause it didn’t teach me something. That’s a tough one. I don’t regret any decision. So that’s just to make that clear: I don’t regret any decision because it’s exactly why I’m sitting here. But in the short term, there have been things to bite me in the butt really bad.
So, I’ll explain one, a business partnership I got into before I understood contracts, before I understood legal mumbo jumbo. Before I understood any of that and I was just like, “Oh, that deal sounds good. Based on the verbal agreement, I’ll sign.” I didn’t know what I was signing. I didn’t understand yet that I should have had a lawyer look at it, or I should have had at least somebody look at it other than me. I went into it, and I didn’t realize all the stuff that went on to it because I didn’t understand the legal mumbo jumbo. I signed something I probably shouldn’t have. And I did it really, really quickly, you know, in a matter of a day. So that’s one I would say in the short term affected me pretty negatively.
On the opposite end of the spectrum, that happened the other day. Like there was a company that we hadn’t tested SMS yet. I had read about it, heard about it, and I was like, you know what, I don’t know anything about it. I’m going to read up, make sure from a compliance perspective it’s good. Once that was done, I was like, “OK, I can wait for this. I don’t know if it’s going to work. I don’t know if the copy is going to work. I don’t know if the landing page is going to work.” So I was like, you know what, just send it. Just see what happens. Like what’s the worst that could happen? We lose, I think the spend was $500. So I was like that’s the worst that can happen. We made, I don’t know, we six X’d our spend in 15 minutes, and it ended up, you know, I think almost 10 X’ing it. So I did that almost immediately.
Dee Braun: I think the legal point really good idea because your miscue, mistake, with the first example wasn’t deciding to go into a partnership.
Robby Amaro: Yes. 100% Like that’s the biggest thing. I’ll tell anybody, any contract you get, have a lawyer explain it to you. I know it’s expensive, it’s very expensive, and you’re going to pay $1,000 bucks to have your contract read by a lawyer. But you’re going to understand what you’re signing because what happens is that if things start going well for you or if things start going bad for you, you need to know what you can and can’t do from a legal perspective. And what you’re actually signing onto. Because you know, they might end up in a situation where you can’t do something you want to because of a non-compete or because of this or because of that. Or solicitation.
There are so many intricacies with contracts – they’re written in favor of the company. Most people don’t realize that everything is written in favor of the company. Even if you’re the CEO, the contracts are written for the company, the longevity health of the company. So as an employee or team member, you better read what you’re signing into. Even if you trust the people, because I’ve seen it happen so many times, everything could go away. Something could happen to that person; they could sell it. It’s good to know here’s my situation, and here’s what could happen if everything went great, and here’s what could happen if everything didn’t go great, but here’s what I’m legally signing because a lot of people don’t do that. It’s expensive. That’s a side note, but God get your contract read. Get your contract read by the lawyer.
Dee Braun: Do you think that newer people in a space, it could be this space or another, are more hesitant to make quick decisions?
Robby Amaro: Always. They’re scared to make a mistake, or they’re scared to be wrong, or they’re scared it’s not going to work, or to look stupid or to fail. Most of the time they’re in their head about something. So they just won’t, they won’t make the decision, and they’ll triple confirm it. And you know, I see it all the time.
We’re building a team, and it’s always the same thing for me. It’s become kind of a cyclical process. You come into something new; you hire the team, and the team at first is super unconfident. They’ll message you on the side. Should I do this? Should I do this? Should I do this? Should I do this? And he’s like, how are you going to scale if they keep asking you questions? I said, well, the whole goal of new team members is to get them comfortable at making decisions. That’s all I want to do. And we cannot move on. We cannot grow until they’re comfortable doing that. So my intention is to make them more comfortable. Nobody’s ever going to be 100%. I want to wake up, and I want to make a bunch of risky decisions. I don’t think anybody wakes up like that. But you know, you got to get people comfortable doing it. So for new people, if that’s a goal, you know, if you’re new at something, you’ll take leaps and bounds in whatever company project, et cetera you’re doing.
If you get comfortable making decisions faster for a couple of reasons. Reason one is that if you make the decision, your boss or whoever’s above you doesn’t have to. And if they see you saving them time, that’s value. Even if it’s wrong, I don’t know many people who get upset when you’re wrong about something. You made a decision; you got something done, that’s great. Of course, you don’t want to make it a habit. If you do everything wrong, that’s another issue. But typically, you know, it adds value. And then the other reason is, it shows you have ambition and risk. Like, nobody’s the boss or higher up if they haven’t taken risks. So they will notice that. And it’s actually admired. It’s not looked down upon.
Dee Braun: Do you see a direct correlation between making quicker decisions, being more decisive and revenue?
Robby Amaro: I only know how to explain it in terms of companies I’ve worked for, and I guess personal income. The quicker the decision’s made, the quicker the company grows, and the quicker I’ve made more revenue personally. I only have my experience, but that’s what it goes back to: What is your value that you bring to a company?
I only know from personal experience, but I think it goes back to what I said at the beginning: You’re going to learn faster as you make more decisions. And Ron Lynch says this all the time: “We’re in business because we know we solve problems.” There are always problems. And we’ll always be in business as long as we keep solving problems. And that’s just what it is. It doesn’t change. You wake up in the morning; there are problems to solve. You solve the problems; you got a profitable business.
Dee Braun: Because otherwise, it is just a head full of knowledge.
Robby Amaro: Exactly. There are two things that I do that are, I guess, strange and what a lot of people think is the right thing to do. It’s the right thing for me to do. And I think that’s what people should be thinking. What is the right thing for you to do to find success? Like I don’t network that much. I really don’t. And it’s mainly because I am such an implementer and integrator that when I go to something like T&C, which is usually the one I end up going to, maybe one other one in the year, I have enough to implement and do for about six months typically. And I literally take all of that stuff into action.
Every time I network, I hear something, and I want to do, hear something I want to do. It actually starts hurting me over implementing it. And that’s just what works for me. Another thing is reading. I don’t read that many books because I have the same problem. Every time I read them, I implement them into my life. If it’s a health self-help book or a, I read a lot of sports psychology stuff and business books, and I try to implement it all. So I have to be careful and cognizant of what I do because it starts actually negatively affecting my time ROI. In a monetary way, because I’ve measured this, that’s what’s right for me. I read and network very strategically and intentionally. It’s not right for everybody.
Dee Braun: If we can leave people with one nugget of wisdom about decision making, what would that be?
Robby Amaro: Work at getting comfortable doing it. Yeah. Work at getting comfortable doing it fast. That’s what I would leave with them. It’s a skill a computer can never replace because it involves emotion, qualitative, and quantitative analysis. And it will always add value to anything for the rest of your life
Dee Braun: The one thing I would add is don’t underestimate your gut. And dare to look stupid.
Robby Amaro: Yeah. Agree.