Hey there, Dan Martell here, serial entrepreneur, investor, and creator of SaaS Academy.

你好，我是丹-馬特爾，連續創業者、投資人和 SaaS 學院的創建者。

In this episode, I'm gonna share with you how to buy back your time to increase your profit.

在本期節目中，我將與你分享如何買回時間來增加利潤。

It's literally, if you feel like you're frustrated, you've got way too many direct reports, you finish your day, and you're wondering, what did I actually get done?

實際上，如果你感到沮喪，你有太多的直接下屬，你結束了一天的工作，你會想，我到底做了什麼？

And literally growing will cause more pain to you than you need to absolutely listen to this piece.

從字面上看，成長會給你帶來更多的痛苦，而你絕對不需要聽這篇文章。

So I'm gonna share with you how I teach my clients to strategically buy back their time in a way that's more profitable, and it creates a business they don't grow to hate.

是以，我將與你分享我是如何教我的客戶以一種更有利可圖的方式戰略性地買回他們的時間，並創造出一種他們不會討厭的生意。

And be sure to stay at the end where I'm gonna tell you how to get access to my exclusive Download the Next Hire Focuser.

請務必留到最後，我會告訴你如何獲得我獨家提供的 "下載下一個招聘聚焦器"。

It's the worksheet that I use with my clients to help them walk through exactly where they should be focusing their hiring plan to buy back their time in the most profitable way.

這是我給客戶使用的工作表，可以幫助他們準確把握招聘計劃的重點，以最有利可圖的方式買回自己的時間。

So I wouldn't be exaggerating if I said this is probably the most important topic that I talk to my coaching clients about.

是以，我毫不誇張地說，這可能是我與教練客戶談論的最重要的話題。

And the reason why is I've learned that if we don't learn how to hire people in the right sequence, that we'll eventually grow a business that is painful.

原因在於，我認識到，如果我們不學會如何按照正確的順序聘用員工，我們最終會發展成一個令人痛苦的企業。

That the more we grow, we'll literally like be driving with the handbrake on, we won't wanna push on the gas cause it hurts, okay?

我們越成長，我們就會真的像拉著手剎開車一樣，我們不想踩油門，因為那會很痛，好嗎？

It sacrifices our time, it zaps our energy.

它犧牲了我們的時間，消耗了我們的精力。

You know, and the other day I was talking to one of my coaching clients, Owen, and he ran into the same issue.

有一天，我和我的一個教練客戶歐文哈拉，他也遇到了同樣的問題。

Literally growth in 2020, but started to stagnate and slow because he didn't have the right people infrastructure.

從字面上看，他在 2020 年實現了增長，但由於沒有合適的人員基礎設施，開始停滯不前，發展緩慢。

He didn't make the right hire because for him, a lot of times when we're hurting it's cause we think the next hire is an expensive hire, okay?

他沒有做出正確的選擇，因為對他來說，很多時候，當我們感到痛苦的時候，是因為我們認為下一次招聘是一次昂貴的招聘，好嗎？

It's a VP, it's an operations person.

是副總裁，是營運人員。

Here's right off the bat.

一開始就這樣。

If you're thinking of hiring an operations person and you don't have a personal assistant, start there.

如果您想招聘一名營運人員，但又沒有私人助理，那就從這裡開始吧。

Like you never hire somebody to operate your business if you don't have an executive assistant taking care of that type of stuff to free up your time.

就像如果你沒有一個行政助理來打理這些事情，你就永遠不會僱人來經營你的生意，以騰出你的時間。

So I'm just gonna give you that quick one, but I'm gonna jump into the four key strategies that you need to consider to really understand the mindset, the beliefs and the tactics to buy back your time.

所以，我只想給你簡單介紹一下，但我會跳到你需要考慮的四個關鍵策略，以真正瞭解買回時間的心態、信念和策略。

Number one, the buyback principle.

第一，回購原則。

So the first off when people ask me, what does that mean the buyback principle?

所以，當人們問我，回購原則是什麼意思時，我首先要問的是，回購原則是什麼意思？

Here's what it means.

這意味著什麼？

It means when entrepreneurs, okay, will not grow into pain.

這意味著當企業家，還好，不會成長為痛苦。

So if there's this threshold of pain, you growing, if it means more pain, you won't do it.

所以，如果有這個痛苦的閾值，你就會成長，如果這意味著更多的痛苦，你就不會去做。

How does that show up in your business?

您的企業是如何做到這一點的？

Well, it means that you're slow to reply to emails.

嗯，這意味著你回覆郵件的速度很慢。

You don't follow up an introduction to potential partnerships.

你沒有跟進潛在合作伙伴的介紹。

You don't aggressively go for the close when you have a sales call.

當你接到一個銷售電話時，你不會主動去爭取成交。

You don't build certain features because it's gonna take a lot of time to map out the product roadmap or whatever it is.

你不構建某些功能，因為這需要大量時間來繪製產品路線圖或其他什麼東西。

But essentially it's painful for you to grow.

但從本質上講，你的成長是痛苦的。

If you sell, you gotta deliver, you gotta activate, you gotta onboard.

如果你賣了，你就得交付，你就得激活，你就得入職。

There's all these things.

有這些東西。

And what I've discovered is most people, when they do hire, they hire people to just add capacity.

我發現，大多數人在招聘時，只是為了增加產能。

They hire a developer, they hire a support person, they hire a frontline worker, whatever, which isn't bad.

他們會僱傭開發人員、支持人員、一線工人等，這並不壞。

But the problem is, is that if you do that a lot, eventually, usually around 12 employees, you're gonna get overwhelmed.

但問題是，如果你經常這樣做，最終，通常在 12 名員工左右，你就會不堪重負。

You're gonna hire a bunch of people to add capacity, but it actually doesn't free up your time.

你要僱一大堆人來增加產能，但這實際上並不能解放你的時間。

So what you wanna do instead is, the buyback principle is 100% focused on shifting the hiring from just hiring for capacity to instead hire for capability.

是以，你要做的是，回購原則的重點是將招聘從單純的能力招聘轉變為能力招聘。

Capability means you freeing up your time to be more capable to invest higher value time of yours into revenue generating activities.

能力意味著你可以騰出時間，更有能力將更有價值的時間投入到創收活動中。

Okay, so it's to buy back the lower value activities so that you can focus on higher value activities from your calendar.

好吧，這就是要買回價值較低的活動，這樣你就可以專注於日曆中價值較高的活動。

Why is that important?

為什麼這很重要？

Because just think about this.

因為想想看

If you had a calendar and you, or you looked at your calendar, you said, here are all the things I've done last two weeks.

如果你有一個日曆，你或者你看著日曆說，這是我上兩週做的所有事情。

And you just highlighted groups of things, either red, they zap my energy, and they, I hate doing this, or green, I love doing this.

你只需突出顯示幾組事情，要麼是紅色的，它們消耗了我的精力，我討厭這樣做；要麼是綠色的，我喜歡這樣做。

And you looked at it, it could be maybe today, 60% red.

你看看，也許今天就有 60% 的紅色。

Maybe it's only 40% red, but imagine this.

也許只有 40% 是紅色的，但試想一下。

What if your calendar was all green?

如果你的日曆都是綠色的呢？

What if you woke up and all the work you worked on, you did was stuff that energised you, added value to your business, generated revenue in high gross margin, profit to your business.

如果一覺醒來，你所做的所有工作都能讓你充滿活力，為你的業務增值，為你的業務帶來高毛利率的收入和利潤，那會怎樣？

You would transform the way you attack the day.

你會改變你每天的工作方式。

You would jump out of bed ready to hit your work.

你會從床上跳起來，準備投入工作。

You would be motivated to talk to customers, talk to partners, talk to anybody that could help you scale up, because it would mean more of that.

你會有動力與客戶、合作伙伴以及任何能幫助你擴大規模的人交談，因為這意味著更多的機會。

And that's the opportunity.

這就是機會。

That is the buyback principle.

這就是回購原則。

And that's the number one thing you need to understand is that we're buying to get time out of your calendar.

你需要明白的第一件事就是，我們購買的是你日曆上的時間。

Number two, calculate your EHR.

第二，計算電子病歷。

So your EHR stands for effective hourly rate.

是以，您的 EHR 代表有效小時費率。

Here's a simple equation.

下面是一個簡單的等式。

If you take your revenue, okay, and you just call it a million dollars, okay, or even your ambition this year, if you wanna get to a million dollar revenue, and you divide it by 2000, which is about the amount of hours that a person's gonna work in a year, that means your hour is worth $500, okay, $500.

如果你把你的收入算作一百萬美元，甚至是你今年的目標，如果你想達到一百萬美元的收入，然後除以 2000，也就是一個人一年的工作時間，這意味著你的一小時價值 500 美元，好吧，500 美元。

Well, if you look at like the list of tasks that you're working on throughout a two week period, there's 80% that are low value, okay, the 80-20 rule.

好吧，如果你看一下你兩週內的任務清單，有 80% 都是低價值的，好吧，80-20 規則。

And there's 20% that are high value, maybe between two to $500 worth of value.

還有 20% 是高價值的，價值可能在 2 美元到 500 美元之間。

These are things like selling, marketing, partnerships, product development potentially, right?

比如銷售、市場營銷、合作伙伴關係、潛在的產品開發，對嗎？

But these are things that only you can do or the things that bring you energy that creates a lot of value for your business.

但是，這些事情只有你能做，或者是能給你帶來能量，為你的企業創造大量價值的事情。

Everything else, this long tail of activities needs to get off your plate.

其他一切，這些長尾活動都需要從你的盤子裡拿出來。

So what I say is that if you can hire somebody for a quarter of that value, meaning that it fits $500 an hour, that's 125.

是以，我的意見是，如果你能以四分之一的價格僱人，即每小時 500 美元，那就是 125 美元。

You could pretty much hire anybody.

你幾乎可以僱傭任何人。

Just even think if you're $1,000 or 100,000 a year, that's $50 an hour.

試想一下，如果你的年薪是 1000 美元或 100000 美元，那麼每小時就是 50 美元。

Is there anything you can hire people for $12.50 to do that's on this line of long tail activities?

有沒有什麼事情是你可以花 12.50 美元僱人去做的，而這些事情又屬於長尾活動？

The answer is yes.

答案是肯定的。

You can hire people through sites like Upwork to buy people, to out task certain functions.

您可以通過 Upwork 等網站僱人買人，完成某些任務。

Most people think I need to hire a full-time person.

大多數人認為我需要僱一個全職人員。

No, you don't.

不，你沒有。

Out task that work using your effective hourly rate as a gauge, okay?

用你的有效時薪作為衡量標準，完成工作任務，好嗎？

So a quarter of your EHR is where you should be looking for opportunities to invest the buyback time.

是以，你應該在 EHR 的四分之一中尋找機會，投入回購時間。

Number three, hire multiple hats.

第三，聘請多頂帽子。

Most people when they hire, they hire one person to do a thing.

大多數人僱人時，都是僱一個人做一件事。

I need a designer, all they do is design.

我需要一個設計師，他們只會設計。

I need a Facebook person, all they're gonna do is Facebook.

我需要一個 "臉譜 "達人，他們只會 "臉譜"。

I need a whatever and all they're gonna do is this.

我需要一個什麼，而他們只會這樣做。

Here's my thing.

我是這麼想的。

If you look at your calendar and you see these chunks of work, okay?

如果你看看你的日程表，看到這些大塊的工作，好嗎？

Maybe there's what you'll discover is there's two buckets of type of work.

也許你會發現有兩類工作。

One's more office and operational.

一個更偏重辦公和業務。

The other one's more marketing type tasks, social media, posting, Facebook.

另一項任務則更多是營銷類任務、社交媒體、發帖、Facebook。

What you wanna do then is say, how can I hire for a role that they'll do those three buckets of things?

然後，你要做的就是說，我怎樣才能招聘到能做這三件事的人呢？

Because there's value in that.

因為那是有價值的。

So I think that people forget when we started as entrepreneurs, we wore seven hats, 14 hats, a ton of hats.

是以，我認為人們忘記了，當我們開始創業時，我們戴著 7 頂帽子、14 頂帽子，一大堆帽子。

We wore all the hats.

我們戴著所有的帽子。

And then what we do is we hire people and we hand a hat over.

然後我們要做的就是僱人，把帽子遞過去。

What I'm saying is hand over three hats.

我的意思是，把三頂帽子交出來。

Hire somebody who's gonna lead your marketing and say, here's all the things I do in marketing.

僱一個人來上司你的營銷工作，然後說，這就是我在營銷方面要做的所有事情。

One, two, three, four, five, six, seven.

一、二、三、四、五、六、七

You now do this.

你現在這樣做。

I know you may not have experience, but I trust you.

我知道你可能沒有經驗，但我相信你。

And there's free courses online and there's YouTube videos.

網上有免費課程，YouTube 上有視頻。

Go check out this guy, Dan Martell.

去看看這個人，丹-馬爹利。

He's pretty smart.

他很聰明。

He's got a bunch of videos on certain things and just hand it to people.

他有一大堆關於某些事情的視頻，就這樣交給人們。

I think people underestimate how capable folks are if you actually empower them and you coach them to success.

我認為人們低估了人們的能力，如果你真正賦予他們權力，並指導他們取得成功。

And you just say, these are the outcomes that I'm gonna hold you accountable for.

你只要說，這些都是我要讓你負責的結果。

Figure it out.

想辦法

Let me know if you're stuck.

如果卡住了，請告訴我。

And every week we're gonna meet and you're gonna show me where you're at and are you making progress?

每週我們都要見面，你要告訴我你的情況，你有進步嗎？

So that to me is one of the big ideas, the aha moments between the buyback principle is you buy back multiple hats.

對我來說，這就是回購原則的一個重要理念，也是 "啊哈時刻"。

You give groups of activities to one person and say, hey, you're in charge of invoicing, client activation and receivables, okay?

你把一組活動交給一個人，然後說，嘿，你負責開票、客戶激活和應收賬款，好嗎？

It might sound crazy, but why?

這聽起來可能很瘋狂，但為什麼呢？

Well, because they're working with the customer to activate them.

嗯，因為他們正在與客戶一起激活它們。

So they should make sure the invoice got done.

是以，他們應該確保發票已經開好。

And if somebody hasn't paid, ask them about it since they have a relationship with the customer.

如果有人沒有付款，可以詢問他們，因為他們與客戶有關係。

That's what I'm talking about when I say hire for multiple hats.

這就是我所說的 "一職多僱"。

And number four, build throughput.

第四，建立吞吐量。

So my whole thing, when I look at scaling companies is I'm trying to drive revenue.

是以，當我考慮擴大公司規模時，我一直在努力增加收入。

I'm trying to create throughput amongst my management team.

我正試圖在我的管理團隊中創造吞吐量。

So for me, it's not even that I buy back my time.

是以，對我來說，我甚至不需要買回自己的時間。

If you have leadership, you need to teach them how to buy back their time.

如果你有領導力，就需要教他們如何買回自己的時間。

If everybody at your organisation is understanding this principle in hiring, not to add capacity, but to free their time up so they can work in more of their genius, their unique ability, it's a game changer.

如果你所在組織的每個人在招聘時都能理解這一原則，不是為了增加能力，而是為了騰出時間，讓他們能夠發揮更多的才能，發揮自己獨特的能力，這將會改變遊戲規則。

If you just ask people to hire folks to add capacity and it doesn't free up their time, you're gonna burn them out.

如果你只是要求人們僱傭員工來增加產能，卻不能騰出他們的時間，你會把他們累垮的。

They're not gonna stick around with you, especially your A players.

他們不會跟你在一起，尤其是你的 A 級球員。

So I hire executive assistants for all my senior leadership team.

是以，我為我所有的高層領導團隊聘請了行政助理。

Why?

為什麼？

Because it's the cheapest amount of labour capital I can deploy to have them free up their time to think strategically, to look like, essentially they're in the forest.

因為這是我所能部署的最廉價的勞動力資本，可以讓他們騰出時間來進行戰略思考，讓他們看起來就像在森林裡一樣。

They gotta look up and look over across the forest and say, where are we going?

他們得抬起頭，眺望整個森林，然後說，我們要去哪裡？

That's strategic thinking.

這就是戰略思維。

If they're leading a marketing, a sales team, customer success, they need the space in their calendar to do that.

如果他們是市場營銷、銷售團隊或客戶成功部門的上司，他們就需要在日程表中留出空間來完成這些工作。

And that doesn't happen if we just keep adding people to fill capacity.

如果我們只是一味地增加人員來填滿容量，這種情況是不會發生的。

We need to increase the capability.

我們需要提高能力。

We need to increase the throughput, what I call management bandwidth, so that you can scale your company even faster.

我們需要提高吞吐量，也就是我所說的管理帶寬，這樣才能更快地擴展公司規模。

So quick recap, four strategies to buy back your time, to increase your profits.

是以，快速回顧一下，有四種策略可以買回時間，增加利潤。

Number one, the buyback principle in essence, okay?

第一，回購原則的本質，好嗎？

Number two, to calculate your EHR and use that to hire.

第二，計算電子病歷，並以此進行招聘。

Number three, hire for multiple hats.

第三，聘用時要身兼數職。

Number four, build throughputs.

第四，建立吞吐量。

As I mentioned at the beginning of this episode, I wanna share with you an exclusive resource.

正如我在本集開頭提到的，我想與大家分享一個獨家資源。

It's called the Next Hire Focuser.

這就是所謂的 "下一個招聘聚焦器"。

It's literally the worksheet that I use when I'm coaching clients through this process for them to understand, where are you spending your time?

這是我在指導客戶完成這一過程時使用的工作表，目的是讓他們瞭解，你把時間花在哪裡了？

What brings you energy?

什麼能給你帶來能量？

What's valuable to the business?

什麼對企業有價值？

What are the lists of things that you're doing that you could group together and hire that person to make sure that you have a very clear task list of things when you bring that person in.

你正在做哪些事情，你可以將其歸納在一起，然後僱傭那個人，以確保你在僱傭那個人時有一個非常清晰的任務清單。

Here's what you're now owning, hand it over to them.

這是你現在擁有的東西，交給他們吧。

Give them guidance, coaching to success.

為他們提供指導，幫助他們走向成功。

Click the link below to download your copy of my Next Hire Focuser to make your next hire a success.

點擊下面的鏈接，下載我的 "下一次招聘聚焦"，讓你的下一次招聘取得成功。

It will free up your time and add tremendous amounts of profit to your business.

它將解放您的時間，為您的業務帶來巨大的利潤。

I'm really excited for you to deploy that.

我真的很高興你能部署這個系統。

Let me know in the comments how that works out.

請在評論中告訴我結果如何。

If you like this video, be sure to subscribe to my channel, smash that like button and share this with any other entrepreneurs you know are struggling and need to consider redeploying their capital into more effective people time.

如果您喜歡這段視頻，請務必訂閱我的頻道，按下 "贊 "鍵，並與您認識的其他正在苦苦掙扎、需要考慮將資金重新部署到更有效的人際交往時間中的企業家分享這段視頻。

So share that link with somebody you love.

是以，請與你愛的人分享這個鏈接。

As per usual, I want to challenge you to live a bigger life and a bigger business, and I'll see you next Monday.

像往常一樣，我想向你們提出挑戰，讓你們的生活和事業更上一層樓，我們下週一見。