Alex Hormozi outlines a three-stage personal brand strategy: do epic work first, associate yourself with positive things repeatedly, then defend your status with big goals. Includes examples and busin
Key Takeaways
- Build real credibility through accomplishments or visible work before trying to build a personal brand.
- Repeatedly associate your personal brand with what your ideal audience values, consistently and over time.
- Maintain and defend your position with ongoing ambitious goals rather than resting on past success.
What the video covers
- Hormozi cites over $250M/year generated through portfolio companies and the Guinness record for fastest-selling non-fiction book (Money Models, $106M in 72 hours) as proof of the strategy's value.
- Stage one, 'do epic': build real skills, accomplishments, and experience before expecting an audience to value your opinions.
- Credibility can come from either a notable accomplishment or from visibly doing a large volume of work, such as documenting thousands of outreach attempts.
- Audiences want speed and time savings, so content that condenses lessons (like a 12-minute video summarizing 100 dates) is highly valued, comparable to CliffsNotes.
- Stage two, 'associate yourself': repeatedly pair your brand with things your target audience finds positive, creating strong associations.
- Hormozi's own consistent visual associations (beard, hat, tank top, flannels) became so strong that people dress up as him, illustrating how repetition builds identity.
- Strong brands are built on visual and nonvisual associations, similar to Steve Jobs' black turtleneck or Superman's 'S'.
- Know your avatar: ideally a growing market in pain with a problem to solve, that can afford your product and is easy to find.
- Brand association carries risk: the Bud Light example shows how alienating part of an audience can cause financial losses.
- Stage three, 'defend the belt': after building credibility and association, set big external goals and keep proving yourself through challenges that scare you.
Chapters
- 00:00Introduction: Why Personal Branding Matters
- 01:00Stage One: Do Epic Work First
- 04:00Demonstrating Credibility and Giving People Speed
- 05:10Visual and Nonvisual Brand Associations
- 07:40Brand Risk and the Bud Light Example
- 09:00Mass Market vs. Niche Positioning
- 12:00Stage Three: Setting Big Goals and Defending Your Position
Full Transcript — Download SRT & Markdown
Speaker A
In a world of AI, building a personal brand is one of the most valuable things that you can do. That's what helped us generate, through our portfolio companies, over $250 million a year. And we recently broke the Guinness World Record for the fastest-selling non-fiction book of all time. Money Models generated $106 million in sales in 72 hours.
Speaker A
Record for the fastest selling non-fiction book of all time. Money models generate $106 million in sales in 72 hours. So in this video, I want to show you three stages that I went through in building a personal brand and
Speaker A
So in this video, I want to show you three stages that I went through in building a personal brand and how you can do the same. Starting with stage one: do epic. The reason everyone skips this step is that it's probably the hardest step, right? Because every 23-year-old wants to start a personal brand, because they see it online, right? And what everyone forgets is the personal part. Not making videos or posting, but actually having real skills, accomplishments, opinions, or takes that are worth watching in the first place.
Speaker A
see it online, right? And what everyone forgets is the personal part. Not making videos or posting, but actually having real skills, accomplishments, or opinions or takes that are worth watching in the first place. But what makes an opinion worthwhile, right? You
Speaker A
But what makes an opinion worthwhile, right? You have unique insights or experience that the audience doesn't have, and that's why they value what you're saying. So if you want an epic personal brand, you have to do epic first. The proof is in the pudding. And it's not even in the pudding. The proof is the pudding. Right? You'll build a bigger brand making content for six months after a decade of experience than you will off a decade of content with only six months of experience. All right? Because no one cares about your opinion until they know it's worth something.
Speaker A
even in the pudding. The proof is the pudding. Right? You'll build a bigger brand making content for 6 months after a decade of experience than you will off a decade of content with only six months of experience. All right? Because no one
Speaker A
So you have to back up your talk with your walk. Think of it as demonstration. And there are two ways to win in terms of doing this. Either you have something that you accomplished, right? Or you do so much work that people want to buy into that work.
Speaker A
that you accomplish, right? or you could do so much work that people want to bargain on that work. So, if I make content that's let's let's say I'm in the in the relationship romance niche, right? If I go on a hundred dates and
Speaker A
So, if I make content, let's say I'm in the relationship and romance niche, right? If I go on a hundred dates and then I make a video about those 100 dates and it's 12 minutes long, I get two seasons of The Bachelor in 12 minutes. That's a good deal. And so, if you think about what humans want out of content, they want speed. This is education, to be clear. They want speed. They want to trade for their time. The thing that we all feel like we don't have enough of is time. And so people will pay with their attention for things that save the time they don't have to spend while still getting all the benefits.
Speaker A
education to be clear. They want speed. They want to bargain for their time. The thing that we all feel like we don't have enough of is time. And so people will buy with their attention for things that paid down the time that they don't
Speaker A
Like, why did CliffsNotes boom back in the day? Which, by the way, if you're watching this, you probably don't know what CliffsNotes is. Sparknotes was something else, and people would, you know, not read Shakespeare, they'd read the CliffsNotes. And you guys just watch it, you know, talk to AI and get it. But back in our day, right, we still had to read the CliffsNotes to pass the test. And so people want the CliffsNotes, but you still have to write the book to get the CliffsNotes. And the CliffsNotes are going to do more for many of you, when you're making content, than the actual book will. They don't want to go through five years of entrepreneurship. They want to learn the lessons in five minutes.
Speaker A
something else and people would like you don't read Shakespeare you read the cliff notes and you guys just watch it you know talk to AI and get it but like back in our day right we we still had to
Speaker A
Stage two: once you have the cred, you associate yourself. And again, the credibility can come from volume of work or volume of accomplishments. It can come from either. So if you're like, "Ah, but I haven't accomplished anything," well, show the work. Show the work. Do a thousand outreach attempts. Knock on 10,000 doors and document it. That is the work. People will happily not do the work. They'll watch you do the work and then get the lessons from it. That's the idea.
Speaker A
book will for many of you when you're making content right they don't want to go through five years of entrepreneurship. They want to learn the lessons in five minutes. Second stage is that once you have the cred, you
Speaker A
So anyway, stage two is: once you have that, associate yourself with positive things over and over again. So what do I mean by positive? The positive has to do with what your audience or ideal customer finds positive, which also, by the way, means that you have to know who you're going after. Branding people make it feel like it's this big amorphous thing, but it's just associating you with something else. If you appear on a podcast with someone, you have a minor association. If that podcast person becomes your co-host, it's a stronger association because it happens more and more times. So just think of these pairings over time. I have paired myself with a beard, a hat, the acquisition.com tank top, and flannels. So much so that there are Halloween costumes of flannels and tank tops, right? Because I've made the association so strong that people are like, "Oh, that guy's dressing up like Hormozi." But fundamentally, there's nothing inherently unique about a flannel or a tank top. It's that I do it every single day.
Speaker A
All right? It can come from either. So if you're like, "Ah, but I haven't accomplished anything." It's yeah, show the work. Show the work. Do a thousand uh outreach attempts. Do 10,000 doors that you knock on and document it. That
Speaker A
Now, if I say black tank, black turtleneck, jeans, and New Balances, who do you think? Steve Jobs, right? If I say a red S on your chest, I can just give you that, and you know it's Superman, right? Because in every single appearance, he looks the same. And so the association that's made is strong. That's a visual association.
Speaker A
what do I mean by positive? The positive has to do with what your audience or ideal customer finds positive, which also by the way means that you have to know who you're going after. Branding people make feel like it's this big
Speaker A
What we're talking about at a kind of 2.0 level is what the nonvisual associations are that we're making, right? One is your brand, and the other is the thing that your audience or customer likes. So what you do is figure out who your avatar is. Ideally a market that is growing, that is in pain, has a problem to solve, can afford your stuff, and is easy to find. Now, the easy-to-find part is something I talk about in my first book, *Offers*, because back in the day, algorithms weren't as good as they are. So you had to put a beacon out saying, "This is for you." But AI knows who it's for now and can serve it directly.
Speaker A
think of them these pairings over and I have paired myself with a beard, a hat, uh the acquisition.com tank top, flannels. So much so that there are Halloween costumes of flannels and and tank tops, right? Because I've made the
Speaker A
Once you know who they are, we have to figure out what they like. Then we associate ourselves, our brand, through the things they like. You make content about the things they like, you make products they like, both free and paid, and you appear next to the people they like.
Speaker A
black turtleneck and jeans and New Balances, who do you think? Steve Jobs, right? If I say red S on your chest, I can just give you that and you know it's Superman, right? Because in every single appearance, he looks the same. And so,
Speaker A
The example of this going wrong is Dylan Mulvaney making an ad for Budweiser, which went super viral. The problem is it went viral for the wrong reason, because many people who drink Bud Light and Budweiser didn't want that association. To be clear, that's not all Budweiser drinkers or all Bud Light drinkers, but the majority of them didn't want that association, and the brands netted a loss in revenue. This is where it gets interesting. I make no comment here. My point is that there is an audience, a smaller audience, that loved that association. It was just smaller than the core audience. So Dylan Mulvaney might be an amazing brand association for a different product or company whose audience leans another way. For Starbucks, for example, that might be a better association, because they have a more left-leaning audience. I want to be clear: there's no inherently good or bad association. It's whether it's a good association for the ideal customer you have, your ICP, your avatar. If they like that association, some of those cool points will rub off on you. And if you make a hundred cool associations, then all of a sudden you can appear without the association, and some of that will rub off on you until eventually you become a brand.
Speaker A
and the other is the thing that your audience or customer likes. And so what you do to do that is you figure out who your avatar is. Ideally a market that is growing, that is in pain, has a problem
Speaker A
Let me give you one more example of a bad way of doing it. To be clear, all the brands I'm talking about have been masters at branding, and it was only a one-off mistake, because their brands are so strong. So what did Budweiser do to repair that? They made a super strong association with UFC. For their demographic, UFC was a great pairing. Then they saw some recovery, and they became a little bit, you know, they moved to the right. We'll just call it that way.
Speaker A
So you had to like put a beacon out saying this is for you. But AI knows who it's for now and just serve it directly.
Speaker A
Real quick, I'm going to show you the exact 10-stage roadmap from zero to $100 million-plus that less than 1%
Speaker A
and paid, and you appear next to the people they like. And so the example of this going wrong is uh Dylan Mulvaney makes an ad for Budweiser and it went super viral. The problem is it went viral for the wrong reason because the
Speaker A
people who drink Bud Light and Budweiser don't like trans people. Now, to be clear, that's not all Budweiser drinkers or all Bud Light drinkers. Uh but the majority of them didn't want that association. And so, they netted a loss
Speaker A
in revenue. And this is where this is gets interesting. I make no comment here. My point is that there is an audience, a smaller audience that loved that association. It was just smaller than the core audience. And so Dylan
Speaker A
Mulvaney might be an amazing brand association for a different product or company who has an audience that like maybe for Starbucks that would be a better association because they have a more leftleaning audience. I think so I want to be clear there's no inherently
Speaker A
good or bad association. It's just is it a good association for the ideal customer that you have your ICP your avatar. And so if they like that association they will some of that those cool points will rub off on you. And if
Speaker A
you make a hundred cool associations, then all of a sudden you can just appear without the association and some of that will rub off on you until eventually you become a brand. Right now, let me give you one more example of of a bad way of
Speaker A
doing it. And to be clear, some all these brands I'm talking about have been masters at branding. And it's only a parent that made a mistake because of how strong their brands are, right? And so what did the what did Budweiser do to
Speaker A
repair that? They made a super strong association with UFC. And so for their demographic, UFC uh was a great pairing for them. And so then they saw some recovery and they kind of became a little bit uh you know, they moved to
Speaker A
the right. We'll just call it that way. Real quick, I'm going to show you the exact 10-stage road map from zero to 100 million plus that less than 1% of companies finish. I've now done multiple times. And so I can say with a lot of
Speaker A
confidence that these are the stages as headcount increases that you need to get through. And I broke each of these down by eight different functions of the business. what the constraint feels like, like what are the symptoms of it
Speaker A
when you're going through it, and then what steps we actually took to graduate. And we've done this across software, physical products, uh, service, businesses, brickandmortar, all of this, and it works. And it's my gift to you.
Speaker A
It's absolutely free. And so, the link's in the description, but you just go acquisition.com/roadmap.
Speaker A
Just enter your info and it'll spit it right back to you. All free. So, let me give you another example of a big brand that made a big brand mistake. And you wouldn't even think about it at the
Speaker A
onset, but let's dive a little deeper. So Coca-Cola Classic made an ad around Christmas time that was like an AI Christmas ad. And so I can almost think about the meeting of like it's like listen we got to lean into AI it's the
Speaker A
future all this stuff right and what ended up happening is that people backlashed against it because what is AI associated with with the everyone well many people are very afraid of AI right and Coca-Cola has a very like I would
Speaker A
say vanilla Coca-Cola classic open happiness it's about as broad and general America and now global obviously but like they want to just get everyone to drink their drink right they're not trying to be polar on any side of the of
Speaker A
the of the the train tracks, but AI is a very polarizing issue because so many people are afraid of it. And so by associating themselves, because people would tell that it was AI uh with AI, then they're associated with job cuts,
Speaker A
job losses, big Fortune 500 companies cutting people out of creative departments, what about all the actors they used to pay, blah blah blah blah blah blah, right? And it creates this wrong narrative. And so it wasn't even that the ad was made with AI. It was
Speaker A
that AI itself has a brand, which it does, and the pairing of Coca-Cola with it was not good. Now, could Nvidia have an AI ad? Absolutely. Could Microsoft have an AI ad? For sure. Right? All of these could have AI um ads and it would
Speaker A
have been great. So, was an AI ad inherent inherently bad or good? It depends on the brand. It depends on the reinforcement history, the associations that that brand made over time. And so let me show you another big company that
Speaker A
I would say is less cutting edge ironically, but Apple. And I would say that if Steve Jobs were there, Siri probably would have been one of the first voice AIs and we would have had a different product than they have, but
Speaker A
that's okay. Um, anyways, um, but Apple made an ad purely with the human touch side, but the idea was that was very wellreceived. And so if you think about Apple, like they're so big now that they're like everybody's got iPhones.
Speaker A
Like they're they're like Coca-Cola. They're general popular. They're technically bigger than Coca-Cola, but like they're they're mass market, right?
Speaker A
And so if you're ma marketing a mass market, you have to think about mass market wants, which is a lot of times not necessarily what the people who are making the ads like or what, which is why it's always about the customer. And
Speaker A
so long term in the second step, we associate oursel with cooler cooler things and people and we make content about it. And we just want to make sure that our products match our promises. So we create a virtuous cycle of branding.
Speaker A
what we say is the first level of branding about ourselves. And then people consume our product and it's what other people say. And then finally, you have a customer who heard what other people said and they buy it and then
Speaker A
it's about what they say. And if you buy a product, it doesn't matter how good the marketing was, you're going to make a decision about it. My favorite example of this is like if you go to a movie,
Speaker A
you're going to see a trailer. You might think, "Oh, that trailer was interesting." And then a friend of yours sees the movie and you say, "Oh, how was it?" And the person might say, "Oh, the movie was great." And then you say,
Speaker A
"Fine, I'll go see it." And then when you see the movie, you will make the decision and you will not care about the trailer and you will not care about what your friend said. Uh you will just care
Speaker A
what you think. And so ultimately, if that movie was good, you're more likely to see a movie with that actor or about that topic or from that director or from that production studio as a result of that because they fulfilled their
Speaker A
promise, right? And so the idea is that once you do that process, the virtuous cycle of branding is you continue to do that and then basically wait 5 years and don't give up. Now, the third and final step is what I'll call defending the
Speaker A
belt. All right? And so, what Coca-Cola, what Apple, what UFC, what these what these large brands have to do is once you get to the top, you have to stay relevant, right? Because that's actually the thing that degrades these kind of
Speaker A
empires. So, like Rome was defeated by the barbarians, not by an on a head-on a head-on match, but because they nibbled away at the borders, right? And so, brands once they're big, they get nibbled away into irrelevance, right?
Speaker A
All these little players do things that are a little bit more relevant for smaller audiences and they start gaining market share. And so what does a big brand do to stay a big brand? You have to fight newer, hungrier challenges to
Speaker A
defend the belt. Like somebody can't just win the UFC and then say, "I've won forever, right? They've got to stay in the title spot and let people take shots at them to usurp them, right?" And so a couple like one of my favorite examples
Speaker A
is obviously like Red Bull when they did a jump from outer space, right? Like why would an energy drink do a jump from outer space because they have to take the most extreme example of craziness of like that guy must have been hopped up
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on so much stuff to do something that insane and if he if he was able to do that then you know what maybe if I'm a little bit tired they'll give me a little boost this afternoon. Right? And
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so you're defending the belt is doing an aspirational thing that your audience finds cool or interesting. All right.
Speaker A
And so the thing is is that if if if Red Bull did that, but if they just stopped doing advertisements and they stopped doing big brand moments like that, eventually they would fade into irrelevance when another uh energy drink
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company comes along that's new and hip. So they've got to they got to show they got to kind of like put their fallus on the table, if you will, right? They got to show people what's up. They got to
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show who daddy is. Like still remind them or mommy, what you know, whatever your vibe is, right? Um you still got to say who's boss, who can still who can still show up. like can Jon Jones still show up and still put a hurting on
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someone, right? And so let me give you a couple examples of this. Like Apple, you know, and Steve Jobs famously did these big big huge keynotes like those were these huge events, these brand moments of their innovations, what they had
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done, right? Uh Elon is famous for doing these these big uh you know Tesla, he did the robo taxis, he did the Optibbots for us. We do our, you know, we did the book launches. We did the launch for the
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leads book. We did the launch for the money models book. I sold the company.
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This, that was kind of my first big brand moan, if you will, um, of selling the company for just under 50 million bucks. And so each of these things are brand moments that are aspirational for the target audience, right? Um, Open AAI
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and, uh, and Claude, when they when they go make their updates, they make big fanfare about it. And so, you have to have these belt moments. And what I think is really interesting, I'd say for me as a business owner, shifting a
Speaker A
little bit towards uh business, it underpins branding is that internally I can tell you when you have this big goal and it has to be public. That's the thing. It's like you have to kind of like set the date, make the shot across
Speaker A
the bow, and you've got to let the world know that you're going to do this thing.
Speaker A
And the amount of energy that it incites within the team and the alignment of where we're going is unbeatable. And this is why you hear the Steve Jobs and the Elon Musks talk about these insane timelines and they're so demanding
Speaker A
because they know they've got this public thing that they can't cancel. There is a reason that sports has maintained relevance for such a long time. And why is that? Because they play a championship every year. Literally 7 days after the championship over like no
Speaker A
one even pays attention to it. They're literally all the commenters are talking about what's next season going to look like, who's who's on the waiver wire, who's getting traded, what coaches are moving around. people move on, but they
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need to have this thing. And you know what? You're only as good as your last season, right? If you were Super Bowl champ and the next season, you go one in one in, you know, 15 or one and 16 or
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whatever it is, um, you're no longer relevant. So, you have to keep defending the belt, right? You have, if you want to create a brand, you're trying to create a dynasty. What do you do right now? Number one, do epic in terms
Speaker A
of volume or a quality outcome. So, big accomplishment or lots of work that you can show your work for. And that becomes your initial content. Then we continue with this loop by associating with the stuff that people want. So business
Speaker A
owners want to make money. Uh girls want to get pretty or they want to lose weight. We associate with those things and we associate with the people that those people find cool or interesting.
Speaker A
And we do that pairing over and over and over again. And then some of those people say, "Wow, this person uh is cool and so I want to buy their stuff." And you just need to make sure that your
Speaker A
stuff fulfills the promise and is also cool and good. When that happens, you start to build yourself a brand. You now have a brand at that point. When you've completed that loop, at this point, you just continue that loop as much as you
Speaker A
can, but you still need to have the third step, which is you have to defend the belt. You got to find these big moments, these big external goals that you can drive towards things that scare you, things where you actually have real
Speaker A
stakes. That's the thing that people make like you have to have stakes. You have to have skin in the game.
Speaker A
Otherwise, it's not interesting. What is the first thing that happens in every reality show? They show the big amount of money, right? Who wants to be a millionaire? There's a million dollars.
Speaker A
There's inherent stakes. And so you have to create stakes both within the company because if we don't do this, we're going to be humiliated. We're going to miss our goals. Uh we could we could lose a lot of money and that puts everyone's
Speaker A
jobs at risk. Like there's real stakes inside the company, but because of that people out on the outside, it makes you and the goal more interesting. And so what do they do? They pay you the attention.
Topics:personal brandingAlex Hormozicontent strategyaudience buildingbrand associationcredibilityentrepreneurshipmarketingavatarMoney Models











