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The #1 lesson from working with Brad Jacobs, who built eight multi-billion dollar companies, is to set huge goals in both professional and personal life. Small goals lead to small achievements, while big goals inspire great things.

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While useful for habits, small goals fail to inspire. Big, audacious goals create a powerful energy that stirs creativity, attracts talent and capital, and forces you to become a different person to achieve them. They are magnetic by nature.

Setting a specific, achievable goal can inadvertently cap your potential. Once hit, momentum can stall. A better approach is to set directional, almost unachievable goals that act as a persistent motivator, ensuring you're always pushing beyond perceived limits and never feel like you've arrived.

When business success no longer provides deeper fulfillment, set an unreasonable goal for contribution, like feeding a billion people. This forces you to think differently, operate at a new scale, and connects you to a purpose larger than yourself, reigniting your passion.

Asking for a 5% improvement encourages tweaking an existing system. Asking for a 20x improvement, as Elon Musk did with online sales, forces a complete rethink of the entire process, leading to fundamental changes like abandoning the 'build-to-order' business model.

Contrary to keeping targets private to avoid failure, entrepreneur Mark Laurie advocates for announcing huge goals publicly. This act forces the team to reverse-engineer a plan, aligns stakeholders on the ultimate prize, and increases the probability of achievement—making the risk of public failure worth it.

Hormozi suggests that a lack of motivation often stems from goals being too small, not too big. The goal of breaking a world record and hitting $100M was so significant that it excited the team and justified the extreme effort required, whereas a more "realistic" goal might not have inspired the same commitment.

It's a fallacy that smaller goals are easier. For new ventures, a bigger, more ambitious vision is more differentiated and interesting. This makes it easier to recruit top-tier talent and attract key partners, which in turn simplifies execution and creates a flywheel of momentum.

Unlike founders driven by negative pasts, Brad Jacobs demonstrates a shift to a positive fuel source. His motivation comes from the love of the work itself, creating a self-sustaining loop of energy and ideas that compounds over time, rather than a goal-based motivation that can be depleted.

Setting exceptionally high goals is critical for outlier success. Even falling short of a massive ambition will produce a better outcome than succeeding at a modest one. The process of striving for greatness generates significant value, regardless of the final result.

Bilyeu calls 'under promise, over deliver' a failure mindset focused on managing expectations. True high-achievers set impossibly high goals—so high they're almost embarrassing—and then work relentlessly to surpass them, aiming for extraordinary capability, not just safe delivery.