Common Question

How do I build confidence in business and investment decisions?

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At EbenPaganTraining, there are over 40 classes and courses available, including self-paced audio classes and full ten-week training programs ranging from $200 to $3000. The courses cover starting a business, growing a business, doubling productivity, and building wealth.

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trust myself to make the big calls in businessI keep second-guessing every decision I makeI want to act decisively when opportunities show updecision confidence business investmentstop flip-flopping on choices that matter

Eben's Answer

I built one of the first digital funnels in 2001, making me a pioneer in digital marketing with over 21 years of experience in the field. Today I run a multi-million dollar business empire with 75 virtual employees — that structure allows me to operate over 10 seven-figure online companies worldwide while maintaining low overhead costs and maximum scalability. I'm also an angel investor associated with Hot Topic Media in California, focusing on seed round investments in Internet and enterprise software companies. My training platform at EbenPaganTraining has over 40 classes and courses — from self-paced audio classes to full ten-week programs ranging from $200 to $3,000. Throughout my career I've worked with Tony Robbins, Sir Richard Branson, and Brendon Burchard, among others. My current mission is helping entrepreneurs identify their unique gifts and build virtual coaching businesses that create both financial success and lasting positive impact.

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Reframe

Confidence doesn't come before action — it comes from action. Make small, reversible bets. Each one that works builds the pattern of trust in your own judgment.

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Other answers76

100 mental models as simulation machines for better decisions

Mental models are simulation machines for your mind. Instead of trial and error in the real world — which is expensive and slow — you test scenarios mentally before acting. The goal is to build approximately 100 diverse mental models from different domains: physics, biology, economics, psychology, history. Charlie Munger called this the lattice work approach. When you have models from multiple domains, you can combine them for creative solutions that someone with one framework would never see. I also advocate for constantly asking 'What is value?' — posting it on your monitor and contemplating it daily for a month. Most business problems trace back to not understanding what other people actually value, because people do things for their reasons, not yours. Diverse models plus value-orientation equals dramatically better judgment.

49-51 Decision Rule: When Opportunity Cost Beats Analysis

As businesses grow, the easy yes/no decisions get resolved. What's left are 49-51 splits — choices where both options offer roughly equal upside. Most entrepreneurs stall here, running analysis in circles. But that stalling is itself a cost. When both options are genuinely close, the delay becomes more expensive than either choice. Pick one quickly and move forward. At scale, nearly every important decision evolves into these difficult judgment calls. The discipline isn't to analyze harder — it's to recognize the 49-51 pattern when it appears and treat it as a signal to act rather than a signal to dig deeper.

Adults Learn Faster Than Children With the Right Methodology

There's a pervasive myth that children are better language and skill learners than adults. It's wrong. Children take years to speak a language reasonably well, while adults using proper methodology can become conversationally fluent in weeks or learn the basics in days. The difference is method, not age. Children have time, immersion, and social pressure, but no strategy. Adults with the right framework for accelerated learning — chunking, spaced repetition, immediate application, correct feedback loops — dramatically outperform the timeline assumed from childhood learning curves. This matters because most people underestimate what they can learn in a short period when they apply the right approach, which leads them to defer skill acquisition unnecessarily. Your ability to acquire new capabilities is far greater than you've been told.

Build inevitability into your success by engineering the right conditions

Inevitability thinking means asking: what conditions do I need to put in place so that what I want happens naturally and automatically? Instead of forcing direct outcomes through traditional goal-setting, you engineer the environment. Success is indirect because it requires doing one thing that causes another — multiple triggers happening simultaneously — rather than the linear cause-and-effect thinking most people default to. Most people aren't blocked by knowledge; they're blocked by the wrong conditions in their life. Once you set up conditions that make success the path of least resistance, you don't have to grind. This is why mentors matter, why your environment matters, why who you spend time with matters. The shortcut isn't harder effort at the same activities — it's changing the upstream conditions so the results become inevitable.

Coaching approach to selling finds real needs without pressure

Professional selling works best when you approach it exactly like coaching — finding the customer's real needs and helping them overcome what's blocking them, rather than using high-pressure tactics. The problem with incentivized salespeople is that they often become smooth talkers who over-promise to hit their targets, creating conflicts with the teams who have to deliver what can't actually be delivered. A coaching mindset in sales asks: what's really going on for this person? What's the block? What do they actually need to move forward? This creates trust instead of tension. Many business decisions are also 49/51 situations — either choice will work, and spending excessive time analyzing burns more energy than it saves. Make the decision quickly and learn from outcomes. The more successful you become, the more of these ambiguous calls you'll face.