The 3Ds Employee Training Method
Document, Demonstrate, Duplicate — turn any employee into a lead-getter
The 3Ds method is Hormozi's system for training employees to get leads: Document, Demonstrate, Duplicate. It's based on the principle that anyone can be taught to do ground-level advertising jobs — who you pick matters less than how you train them.
Document means creating a checklist of every step exactly as you do it. The test: could a stranger get your results following only this checklist? Demonstrate means doing the task in front of the trainee while walking through the checklist step by step. Duplicate means the trainee does it in front of you, following the same checklist.
The system includes specific training principles: blame the checklist not the person if results are wrong, give feedback one step at a time, reward following directions even when results aren't perfect yet, avoid punishment during training, distinguish between competence and performance (knowing what to do vs. being good at it), and retrain whenever there's a major performance dip.
- If they get it wrong, WE got it wrong — blame the training, not the person.
- There's a difference between competence and performance — knowing what to do vs. being good at it yet.
- Focus on their ability to follow directions more than whether they get the right result.
- Reward the good stuff you want them to do more of — they'll do more of it.
- Give feedback one step at a time; fix one thing before moving to the next.
- Document: Create the ChecklistWrite down every step of the process exactly as you do it. Record yourself doing the task multiple ways and in multiple shifts. Then, follow only your own written checklist and see if you can still do an A+ job. If yes, you have your first draft.Pro tipHave a trusted observer watch you work and document what you do — you'll catch steps you do unconsciously.WarningIf the checklist requires long explanations for any step, that step is too complicated or contains multiple steps disguised as one.
- Demonstrate: Do It in Front of ThemSit down with the trainee and walk through the checklist step by step while you perform the task. If they stop you or need clarification, adjust the checklist. This produces your second draft.
- Duplicate: They Do It in Front of YouThe trainee follows the same checklist while you observe. If the checklist is right, the outcome will be the same. If it's off, you'll find out fast. Fix the checklist until it works, then have them follow it until they get it right.Pro tipDon't take over when they mess up — pause, step back, and let them try again. Fast feedback cycles help people learn faster.WarningAvoid punishment or penalties for mistakes during training. Learning a new skill is punishing enough.
- Apply Training PrinciplesPraise following directions even if results aren't perfect yet. Give one piece of feedback at a time. Distinguish competence from performance — if they know what to do but aren't fast yet, they just need reps, not new instructions. Retrain the team whenever there's a major performance dip.Pro tipThink 'slow then smooth then fast.' Don't change anything if they know the steps — they just need more practice.
A portfolio company missed cold outreach goals for two quarters. Investigation revealed: they lost a rep every four weeks, hired 1 out of 4 candidates, and HR only produced 1 qualified candidate per 10 screening interviews — requiring 40 interviews for one hire. Hormozi switched to group interviews and pushed everyone with basic social skills to sales, training them on the specifics.
Two businesses making $5M revenue and $2M profit. Business A requires the owner to work around the clock — it's a high-paying job worth near zero to buyers. Business B runs without the owner — it's an asset worth $10M+ to investors because someone else could buy it and make millions without working in it.
Hormozi developed this after years of believing 'nobody can do it like I do' and competing with his own employees rather than enabling them. He realized his employees' poor performance was his fault — he hired and trained them. When he shifted to believing 'if I can do it, someone else can do it better,' and invested in proper training systems, his businesses started running without him and became vastly more valuable.