Two Day Rapid-Result "Instant Immersion" — Day 2

Jay Abraham · 2021-12-05 · 7 h 38 min · the recording

Transcribed by machine from the recording. Names and a few spellings may be imperfect; the timestamps mark where each passage begins in the recording.

0:00:05Welcome back everyone. I see Zoom is filtering everyone into the room. So let's give it a second for people to arrive. And as we're coming in, if you have had a profound insight into how to integrate or understand or dimensionalize something that we went over today. Or you realize that one of these concepts is working well for you when you're in your business. Let's put that in the chat to get us started and framed for today. So yesterday, Jay left off with relational capital. So we're going to get back into that. Good morning. And for those of you who are not in the morning, good evening. Happy taco Sunday. I love it. So good morning, Robert. And not good. Good morning. So thank you all for joining us. So this is going to be day two. And the question I'm going to start off to Jay is about connecting the dots. So how can we integrate and understand everything that we covered yesterday, because we got several questions that were a little bit confused about. Okay. Well, how do you apply all this? How does all it work? How does it fit together? Is there a way to prioritize? And I know that Scott is working on something that we can send out maybe at the end of the day today to kind of go through that decision making process and guide us to make better decisions about what to do now and maybe what to do next.

0:01:48So again, thank all of you for being here. And Jay, as soon as you're ready, feel free to start your camera and join us. So let's put it in the chat. Something to get started on your day. Is there an action that it seems to be the most logical action for you to take next? If yesterday was the only information that you got, what would be something that you could take from yesterday to apply to your business to maximize what you're doing or to multiply something new? So how to license? So that's great. So, and there's two ways to do it, licensing an internal product. So how do you codify and measure the sequence of everything that you're doing so that someone else can do it? There's lots of software out there that allows you to kind of teach what you're doing to someone else and create the best practices, although best practices might not be the best way to say this. There might be a better way to do it. But it's a powerful way to, you know, once you codify what you're doing, then you can sell it and license it. And then licensing other people's stuff is all about building the relationship. So, great question. Scott, I agree with you always. The risk reversal is huge. So I'm glad you're going to be focusing on that.

0:03:23Carrie would see sponsorship. I like that idea. So, you know, if you're borrowing a bigger players audience to sell a retreat, that is fantastic. And, you know, who would be interested in that? What audience would you like to reach? So asking several questions about not only who are the influencers that could reach the audience you want to reach, but, you know, think about the audience and who might be influencing them, because it might not. So, you know, you can reach a cooking show or something, even though it has nothing to do with your retreat, because that cooking show is something that relates to the audience in their life. Good morning, Brett. Glad you joined us today. And I agree with you, Brett. You say that preeminence seems to be the starting point. And the more that you value your clients, the more you're just kind of creating a foundation for great relationships and so much. So I, I want you to double down on that feeling, because I agree preeminence is really the fundamental place to start. And the nice thing is that it weaves through every single other category that Jay talks about. There's an element of preeminence and everything he does because he wants you to be ethical. He wants you to, you know, provide the highest value

0:04:51and truly give what the client needs, even if they need something else. So, you know, make sure that they get enough of what they want, and not too much. So, you know, just having that mentality that your client is the center of your business. Strategic partnering, excellent. I think that's going to be a good one for you, Dr Brownstein. It's finding the people that can, you know, leverage what you're looking for. So, you know, what is the win for them. So that ties into the preeminence on strategic partnering. Whenever you're looking into joining a relationship with someone, really get clear on how they will win from the relationship, because it's really easy to fall into what we want to need. And then when starting a discussion about, you know, hey, I want to work with you on something. But when you focus on what will they get out of it, you're more likely to actually get a deal on the other side. Jay relational capital, you know, being able to tap into what Jay is probably going to go over later the unlimited checkbook is so, so powerful. I mean, whenever you need capital for anything, realizing that talking to people and talking to the right people is probably a better step than then going to a bank and investigating alone or something like that.

0:06:20Amber, I always appreciate your enthusiasm. It's so good to have you here. Robert Anderson, staff communication. So communicating preeminence to the people on your team. That is powerful, because if you can get everyone's functioning on the same destination, the same direction. How powerful is that it is a multiplicative factor when you have your team in alignment on preeminence. It is such a powerful concept. Natasha, the human hedge fund, I'd be curious as to which aspect of the human hedge fund you want to get into. Is it the evaluation of everything that you're doing and making sure that it's beating alpha, or is it changing the conceptual framework of how you do things. I'd be curious to find out about that. Alberto using other people's products distribution channels and marketing. Excellent, excellent and good morning. Yeah, I agree with you Scott. There's a lot coming in. James. I think it's a lot of things that are going to be different from the kind of referral systems. So powerful. It cuts down the trust delay. Most people, most new prospects have to go through so many stages to get to the point where they actually trust you. They trust your product. They trust your service. In most cases, a trusted friend. And when you get information from a trusted friend, you don't have to do the same evaluation process that you do if you were coming in cold. So so powerful.

0:08:06Lisa, you're in negotiations. I like it. You know, when you're in motion, all of this makes more sense. So, you know, the fact that you're doing something right now. Powerful. And, and you are seeing what I call the cross pollination effect. So Lisa is talking about how preeminence, the Parthenon relational capital all seem to be part of the same pie and really fit into what she's talking about with this business school. And you're going to find that this becomes even more and more true. The more you dive into this, the more you review it, you're going to see that what Jay's doing is he's giving you a bulletproof vest against, you know, bad decisions and downsides. And he weaves these layers of preeminence, the Parthenon relational capital again and again so that nothing bad can get in and only the good goes out. So it's so powerful. And I'm glad you had that insight. Yeah, and Amber kind of like doubles down on that. The interplay is so powerful about how these categories complement each other and you can lever the levers. That's just fascinating to me. Jack is talking about how to, you know, that internal preeminence. How can you be more preeminent with yourself to get more out of your day, you know, utilize that human hedge fund philosophy about how to take what you're doing, maximize it, and then multiply it.

0:09:44So that's a great insight, Jack. I appreciate that. And thank you for the email. You know, it's good to get that kind of feedback that people are getting things from what Jay is sharing. And I also appreciate your enthusiasm. Simone implementing the guarantee. And wasn't that great that risk reversal section. I mean, there were so many different kind of ways to think about it. It's stretched my mind to think that it's more than offering what everybody else is offering. And I'm glad to hear that. And Scott, yeah, unless Jay is ready to jump on Scott. I'm here. I'm here. Let's do it. Because I've got a tight. I've got a tight timeline at the end. So I'm glad to hear that. Scott, I'm here. I'm here. Let's do it. Right. Because I've got a tight. I've got a tight timeline at the end. So I want to get going. All right. If you could turn on your camera. Hello, everyone. And how are you today? It looks like people are doing great and they're engaged. And I love that they are seeing how something that they saw yesterday could be applied to their life and business. But I do want you, if you can take just a quick minute, Jay, to connect a few dots because I know that when you're in the beginning of this, there's so much to digest.

0:11:17How can people kind of connect the dots and see how they can create a path to implementation? Yeah, no good question. And Brian and I talked a few minutes yesterday afterwards and I asked him for an assessment. And the good news is he felt that the vast majority of you are in alignment. But a couple of you that might be in unique businesses are starting up seem to be a little bit in need of some connectivity. So think about this. Your goal in this journey with me for yourself, your business is to understand that a business is driven by a finite number of factors. You have a product or service you either create or you resell. You sell that to an audience. You have to know who that audience is. You have to figure out the most responsive, cost effective way to reach that audience. You have to figure out the most compelling way to make your value proposition compelling enough that they wish to take and the ones that should wish to take action most immediately. And from you instead of your direct or indirect competitors, no matter what it cost you, including zero, if it's a word of mouth or a referral, you have the opportunity and obligation to figure out other ways to continuously monetize that buyer, that asset.

0:13:08If you are existing and you already have a or many ways of doing it, you want to keep improving those ways and either replacing or adding additional ways while adding additional offerings. If you are a startup, you should be anything but confused. You should be thrilled. Seriously. It's going, oh, I don't know if this works for me. We've had people say that I go, why would you say that? How are you going to grow your business on your own? How are you going to go after your market? Do you have a clue? How are you going to get sales? Do you have a clue? What are you going to do to set yourself apart? So they'll buy from you instead of somebody else. Do you have a clue? We're giving you all the ways to do it and unless you are dreaming and theoretical and play acting at business with some startups or some pre startups do, this is reality check from the heart. This is the real way to grow a business no matter where you are on the continuum. And what we're going to continue doing today is going deep on a few and we're going to go not shallow, but elegantly simple on many. Why? Pardon my voice because we want you to see that you have enormous options and possibilities and it's not one size fits all. There is a delusional belief in the business world small and medium size especially and also in the startup and pre startup that there's a click your heels

0:14:57and you're in Kansas. No brainer instantaneous simplistic automatic absolute easy way to gain massive success without a lot of effort. Now effort is not the key, but what works for one is not necessarily the optimal strategy for another. The reason I am saying that and the reason I will give you not one approach that might sound exciting as heck until you go out and try to do it and find that it is not the perfect approach for your business or your market or your particular positioning in the market. There's a lot of variations. You want to have a lot of arrows in your quiver so you can pick the right arrows to start with. And then as it hits its mark keep adding more arrows and more expansion. It really is quite simple, but it's not one size fits all. Now does that help Brian? That is fantastic and you still my thunder I was going to ask you a couple more things but you nailed everything we need to do in the intro. Just a quick reminder we are recording this you will have access to it. So thank you again for joining us and with that let me put up the slides for. Well you're doing that Brian, pardon me for talking over you. We're going to go deep and finish the 43 ways and then we're going to get into a rat that of a lot of other ways a few of them beg to go deep.

0:16:44Most of them are so clearly self evident. I think I said this to Brian you might have already said it because we were having some computer problems on my end, but they are the equivalent of the appeal of the nine drivers, where in literally you can miss execute partially execute and they're still going to work. And I'm not surprisingly well for you if you do it. If you don't do it then I'm you know it's not my problem it is yours but the truth of the matter is we are laying on a platter. The mechanisms you need to take whatever business you have or will have and systematically figure out and we will by the way by the end of today give you a process to identify what to do for a second and third. But it will be up to you. And some of you I think get it deeply some of you are getting it deeply some of you need again this very loving tough loving reality check to realize that if you really want to be an entrepreneur if you're a startup. You need mechanisms to do what I just stated and it would be to your advantage at a timeline this whatever time it is. Hold on. We're into it about 18 minutes on day two so you might want to go back. Four minutes ago and we listened to what I just said about 10 times so you get clarity on what your goal as an entrepreneur is whether you're a mature business service a product a manufacturer a startup a pre startup.

0:18:29Because a lot of people delude you to believe that there's just one thing and everybody can do that one thing and that alone is going to be the magical. You know the the one that's going to give you all the prosperity you want that is not true but the what is true. Is that if you have all these different combinations and you pick the approaches to start with that are the easiest best most applicable when they work you add another and another and you don't need to do them overnight you do them sequentially. You look back and you will be so prosperous and so far ahead of anybody you compete against it'll be remarkable okay let's get the powerpoint going where did we stop. I believe it was at 22. Okay I think we're on 23. Okay I think we did I think we actually did 23 didn't we. It's possible. Yeah that's okay all right so if not you can get research and develop it done for free I mean you can get other companies to verify something for you you can get them to share their research. Jesus I mean there's even licensing agreements a lot of the government agencies license their technology their methodology I know that somebody that I know license something from Lawrence Livermore. I was in the lab's and didn't have to give me anything up front was a methodology for DNA gene sequencing.

0:20:09Somebody that I know is involved with the Navy and the Navy has a department that relisances all there their technology. I suspect the Army and the Marines and the Air Force does to the GSA probably does I mean you just need to use them ingenuity but there's tons out there and you can go to other people to do research for you. I always somebody asked me what my business strategy was and I said find some other companies that have infrastructure, people, marketing departments, implementation, logistics, and have them do all the heavy lifting with me getting half of the profits to JV. So you got all kinds of, and again, if you go, well, I don't know how to do it. Well, in the beginning nobody knows how to do it. That's not the problem. It's like, what do you want to accomplish? I don't know. Okay, start with a pad or a mental construct and say, okay, if I could have somebody research something, what would it be? Well, I don't know. Maybe databases that had the market I want, maybe companies selling other products that had the buyers I want, maybe people that had products I could sell to my list. Maybe people that sell products I could sell mine through. Maybe platforms I could, I could market on, maybe podcasts I could try to get interviews or advertise on,

0:21:41maybe blogs I could do the same on, maybe discussion groups I could be part of. Those are a few ideas, Brian. So the question is, who is out there that could do it for you? Can you call other companies who could be your partner? Could you call trade publications, associations who might have editorial departments that already have it? What can't you do? Very little, you're most anything your mind has the capacity to conceive. Number 24, you can access knowledge and expertise and talent beyond your company borders. For most of you, and I'm not trying to insult you, your small, medium businesses, you're short on capital, you're short on resources, you're short on talent, you're short on technology, you're short on expertise. That's just a given, it's not a negative. It's just where the ball lies, you play it. But if I have expertise, you don't, and you get me to partner with you, if I have research, you don't. If I have marketing prowess, you don't. If I have databases, you don't. If I have digital marketing, you don't. If I have sales ability, you don't. If I have penetrating capability in other markets or parts of the world, you don't. That's a pretty cool asset base to plug into. 25, it strengthens your expertise in an industry

0:23:16as a result of the relationship and association. This is very much like that example I gave you yesterday of Baron Rothschild walking with his arm around somebody twice back and forth across the stock exchange and having the credibility of Baron Rothschild ascribed and transferred to that person. Number 26, it extends, expands your product service offerings. Most of you have a finite number of products or services. Some of you may have an infinite number because you're signed up for some kind of a training program that gives you access to 100,000 products. But the majority of you have one or a few product service offerings. But now, once you identify the buying profile of your target audience, you can go to every kind of other company that supplies a related product or service, something they buy before, during, after, instead. Or you can find products and services that just are other things that buying profile of yours buys. And you can do the opposite through other companies with your product or service. It's a double valve. Next, widen your scope of innovation. Most of you are doing more than one role. You're the manager, you're the marketer, you're the you're the product creator, you're the you're the deal maker, you're the negotiator, you're the

0:25:07cook and bottle washer. Well, now you can plug into all kinds of other people to give you innovation, innovation in marketing, innovation in product creation, innovation in accessing markets, innovation in gaining preemptive advantage, innovation in in how many ways you can sell. Number 28, you can secure your position as front or in your market, any new or any in your market. As front or in your market, there's a missing word or any new niche markets you address, the or is missing Brian 29, you can provide marketing or selling or have someone else provide me now. I mean, I used to teach people how to be a contingency marketing consultant. And I teach them what I do because there's lots of smaller companies that there's no way that I could afford to charge them. They can't pay me what I would charge and I can't justify working with them on a percentage. And I would teach people how to do it who wanted that kind of a market. And after I taught them, they go, well, Jay, it's really exciting. But you know, I don't know how to sell. Like, okay, so what's the problem? They go, I don't know how to sell. And I'd say, well, geez, there's only about two million or 10 million sales people out there that would love to be part of a business

0:26:34where all they did was sell and flip it to you to do the heavy lifting. Oh, I never thought about that. Well, I can sell, but I can't operate. Oh, really? So what's the problem? Well, I can't operate. I can't implement. Even though it sounds cool. I don't know how to do it. I just want to do it. Okay. So what's the problem? Well, I can't do it. Well, but you can sell, right? Right. Well, can't you teach this to somebody who could do it? And then you just do the selling? Oh, I never thought about that. Oh, Jake, I don't know how to sell. And I also don't want to implement. Well, first of all, I say, well, why did you even take this training? But after I get that, I don't know, it was interesting. I say, but it's not a problem. They go, what do you mean? Well, you can find plenty of people to sell and plenty of people to implement and you put it together and you're the puppet master and you can get half the mark or the profit. Oh, I never thought of that. If you expand your nonlinear thinking, the world is literally your literally your oyster. And opportunity is like a bus stop. It is everywhere and continuously available. 30, you can easily establish purchasing and supply relationships. You can do it yourself with people. You can go to people who are bigger that already

0:27:46have them and it can introduce their suppliers. You can pull buying power with lots of other people who are not competitive or even who are competitive. It doesn't really matter. Does it if you're selling a statement? 31, you can set up instant distribution networks all over the field of the bank, state, country, industry, nation, continent, world, someday, galaxy. Next, you can capitalize on all kinds of hidden assets. So we're looked at opportunities underperforming activities, underutilized relationships, credibility in all kinds of other companies, associations, media, influencer, authors, ex-employees. All you have to do is use your ingenuity and you go, well, that's so much. And my answer is yes, it is. Isn't that exciting? Instead of being intimidated that the interesting thing to me and it's not being critical, but it's being clinical. Why in the world would you be frustrated about having opportunities galore, choices galore, access galore, profit potential galore? That to me is the ultimate. Yes, you do have to start by saying, wow, there's a lot here and listing it all and then picking and choosing that's work. What you do first, what you do second, what you do third, how why where and doing it. Yes, that is effort. But in the final analysis, there's a lot more work and effort in

0:29:30avoiding it. There's a lot more work and effort in being mediocre. There's a lot more work and effort in struggling, frustrating, stressing because you can't achieve the income and its success you want. I think it's a lot less effort to do it. It's up to you. 33, you can make much higher return on investment return on effort return on employees return on entrepreneurial opportunities on these alliances than you can in your core business because you got no fixed cost. You have no salaries, you have no office expense, you have no startup training. I mean, you have none of the expenses, you don't have to put down at first and last and it is nothing you have to do except be inventive. 34, you can keep focused on your own core business while expanding, exploiting and harnessing this fast expanded stream of possibilities. As I talk to you this Sunday, I have a guy in Japan that does $50 million who worries about our business all the time. He has a full-time person, he's assigned to it. I have a man in France who worries about our business most of the time, not always, and he allocates time and his resources to growing it. I have a dental icon in my ami who wants to talk to me later because he's been trying to grow us another million dollar mastermind. I have a man who runs a 500 person

0:31:22advertising agency who wants to create a profit center with me who is writing ads for me right now to run to find clients for me on LinkedIn and he's a very talented man. Tomorrow I have a meeting with a man that has a database of 300,000 CEOs in the exact window of opportunity I want for deal flow who has been working relentlessly writing emails to send to his list that he endorses and he wants me to review them with him. There's only a few. I have a book project right now with a man who's got a 50 person organization and as soon as the book is done he can't wait to put the book through his organization and promote it all over for us, us, but it's really his effort. I have another book that is being started right now with a very famous icon in the investment world and the moment that book gets out I get ascribed his credibility and he hangs out with billionaires. I could go on and on and yet I'm talking to you right now that's the power that we're talking about. That is the power we are talking about. 35 it lets you maximize and multiply and spread your own management talent, economic, technological, technical and operational resources. I've already hit on that next you can outsource every non-core competency and get it performing many times higher

0:33:14at many times. I've got my window up at many times higher levels of capability and results and only pay for it in direct proportion to the results it produces. If you needed a marketing staff internally you're going to have to recruit you might have to pay a recruiter are you going to pay for ads or you're going to pay in terms of a lot of waste of time or you're going to pay in terms of hiring in competency and having them bury you and having to do it again and again and going through time opportunity cost and capital. But if you get other people to do it and you share the revenue or you pay on profit increases or you pay on deal flow or you pay on the fires they get you or you pay on the savings they achieve for you and you only pay for results. Isn't that wonderful 37 you reduce your overhead through shared costs lowing pricing and outsourcing. Some of these don't even deserve to be restated or re defined since already have 12 times. 38 it's a growth expansion mindset. Most people I mean I'm going to say this with heartfelt respect and I want you to think about this the rest of your life whether J. Ram law J. Ram can't be in it the rest of your life unless you're my agent you only live the life I live because a lot of

0:34:46you're younger you can have a longer life thank goodness and if I instill the right mindset it'll travel with you. So I believe and it's not meant to be a negative or a or a disrespectful comment but people in life with little exception are where they are at because that's where they want to be. By that I mean if you don't like your body unless you have some kind of a genetic issue that can't be corrected you can fix it. If you don't like your relationships with your significant other or your friends or your relatives you can fix it. If you don't like your environment you can fix it. If you don't like where your business is at or where your business is moving you can fix it. But in order to fix it it takes commitment it takes effort it takes consistency. I was for a period a couple of decades ago very unhappy in a marriage and I ate and drank and was 50 pounds heavier and one day I decided I didn't want to be a victim I wanted to be a victor and I changed my marital situation. I was able to be a better parent out of that marriage I'm not suggesting you are. I disciplined myself to stop eating and drinking the foods I was the alcohol I was I started regularly exercising changing my diet changing my mental diet I lost 50 pounds I met

0:37:10someone who became the mother to four wonderful new children I was able to have those children be friends and close to the other ones and I clarified my life and went on to do higher things. Did it happen with the click of my heels and sitting watching Oprah in my underwear while doing nothing? No nothing does but that's good because most of your competitors aren't willing to do it but if you look at your life if your life isn't going where you want you have always you will have always you have right this moment you always have the ability to change it. When I was getting started in my career I had no education I had no money by most people standards if you looked at my family who never achieved anything I had no future but I didn't really want to believe those limitations so what I did was I worked all night at a menial job so that I could all day speculate hang out with entrepreneurs who would teach me things and not pay me and invest not sacrifice but invest for the unbelievable compound rewards that accrued to me but if you think about it in all of life cause and effect cause and effect. There's a very very brilliant man that I know and he says all of our life with a little exception is really the result of decisions we make or don't

0:38:52make actions we take or don't make factors forces elements that are immutable that we either understand acknowledge and harness or refuse to understand acknowledge and let whipsaw us and I hope that this little motivating speech is a catalytic a cathartic impact on your life because I I'm not here for intellectual entertainment there's not enough of you to make a lot of an economic impact in my life I'm here because I care deeply about trying to demonstrate to anyone anywhere in any part of the business continuum that you can take your situation to literally epic proportions sublime and and stratospheric heights on a relative basis you may never become a billionaire I've ever may never become a billionaire but gee you can go so much further and it doesn't matter how competitive the market seems seems doesn't matter how little you have known I'm sharing with you those compressed methods lessons laws principles concepts that have allowed me to supposedly I stop calculating be the progenitor the creator the producer of something like 30 billion dollars of profit increases worldwide and I could promise you those increases came to people who took action it didn't come to people who thought that just through osmosis they were going to learn it and it was going to

0:40:44automatically manifest and it didn't come to people who said oh I'm overwhelmed or it didn't come to people that said oh this doesn't work for me came to people who believe the opposite next let's see where where do we stop the mindset it's a growth and expansion line 39 you're capitalizing on the goodwill of other entities I've created over years and an enormous investment millions and millions and always think about this if you had five alliances partnerships JVs and each company had been around 20 years and each company was only doing about five million four million dollars but they've been doing four million dollars for 20 years and that's a hundred million dollars and they've been investing in people and buildings and technology and all that you're leveraging off of hundreds of millions of dollars of investment for nothing 40 there's a lot of different kinds of alliances Jesus if you don't get that by now I can't help you and I'm not being negative I'm so positive I'm just a super realist I'm a tough love person whose job it is is to make outrageously a significant things happen for everyone I touch who wants it bad enough to run with it and to share with people who don't that if they don't and it doesn't happen it is not my fault

0:42:17and it certainly is not the fault of the methodology so if you're looking for the culprit you go in your bathroom and point at the mirror number 41 you can flip business opportunities I'm teaching you things you can do for yourself but the limitations are limit lust you can take all these put somebody or many somebody's in business doing this for other people and take a big piece of the deal and have them do all the heavy lifting I call that the Tom Sawyer school of business out of the white washing the fence those who be from the United States talking too fast from the United States that have studied a huckleberry fin mark twain and I don't want to go into it deeply but anybody can do it literally I mean I'm trying to show you that you have this enormous power that I have basically taken from my brain and just tried over the transom of zoom to instill and install in you and it's only halfway there so far next you could do equities and all kinds of strategic partnerships you can create these and other businesses and own a piece of it own a piece of it not just get profit it's only a matter of semantics and if you own a piece of it you could sell it back to people you could sell it to a third party you could basically maybe someday have enough you

0:43:46could go public you could sell it all out you could use it to acquire other businesses to borrow against I mean it's just unbelievable if you really want a different more elevated and a more I guess I'd call it proactive strategic life in your business world and on your personal life you can totally reinvent business opportunities you can access production you can't afford because there's always going to be somebody somewhere who's got access production you can get access delivery to delivery facilities technology procedures intellectual capital all kinds you never have to for you can license other people's marketing other people's sales ability other people's management skills other people's cash flow management other people's buying power I can go on and on that's it Ryan how was that that's fantastic okay skip it I already said this 12 times over next okay the unlimited checkbook is a very Asian of this and the analogy of it is this the motorcycle story that I told you and that is the motorcycle agai and china'll tell it again came to me in its seminar was frustrated because the bank wouldn't lend him money to grow I figured out if he wanted to grow he wanted to go all over Asia set up a factory somewhere offices set up offices in every

0:45:24country higher salespeople get him to go out and set up dealers to sell his motorcycles and my response was you don't need to do all that yourself somebody else has already done it they have a bigger problem than you they just don't know it when you figure out what their problem is and you help them recognize it they will be exhilarated they will be thrilled to make your problem a a non-problem go all over Asia find somebody who's got too much production capacity who's got a related product that's not competitive that's seasonal or one product one trick pony who has offices salespeople distributors dealers everywhere and partner with them that was my recommendation it took a minute 15 months later I came back to China he told me he did it I didn't even remember what I told him what did you do he told me he went all over Asia when he got to Malaysia Kuala Lumpur he found the Asia's largest lawnmower manufacturer they had a second shift that was only being partially used they had offices in I think 10 countries they had salespeople in all these offices they had thousands of dealers he showed them that by collaborating using their production and people their offices salespeople dealers they could also be not just

0:46:46in the lawnmower but in the motorcycle business they agreed to do it all he had to do was bring over tool and dies very little investment the other company had the equipment the people they started making them my guys started teaching the salespeople in the offices how to teach the dealers to sell motorcycles he got the dealers to buy the motorcycles the motorcycles sold both sides in the first year made 10 million dollars profit for almost no real investment the unlimited checkbook means that somebody else has a bigger problem than you first thing you do is realize what are your problems from one I don't have enough ways to generate business who's got access to those ways and isn't maximizing it I don't have our ways to make more product who's got capacity I don't have enough additional products and services who can provide them I mean Jesus whatever you want next I already said that next and by what you're going to get this power point if I said next next you're welcome to invest quality focused time reading reflection and then doing doing we have a program called do something different it's all about forcing yourself to take actions beyond and outside the status quo you are comfortable doing we have another one that we never quite

0:48:28finished called make something happen it's designed to force you every day in some way to make a progressive something happen where you look back and you've made gargantuan progress it's predicated on that adage that a trip of a thousand miles starts with the first step you eat an elephant one bite at a time next so we're gonna do the sticking point solution this was based on methodology I came up with a while back and it's pretty compelling I'm going to go through it quickly and simply but in the modules you will have access to we go deep on all of these but I want you to understand them if you are not achieving the results you want there are reasons again with very little exception you back out acts of God things you have no control over there are controlled reasons for everything cause and effect cause and effect cause and effect so I found what I thought were the nine reasons the nine sticking points on the revenue side that most businesses were most small meeting businesses were being engulfed in and didn't even recognize because most people don't have historically the capacity to think granularly to break apart the nuclear implication of what's coming together and causing causing it's called circumstances why am I not growing why am I not making profit why is it so hard

0:50:25why is this not working so I identified nine sticking points that you don't even know might be constraining you on the revenue side and that if you fix any many all it will unstick you and propel upward like a tightly coiled spring that's just released like an industrial spring that shoots upward but if you don't know what's what they are because you've never tried to think them through the good news is I've done it for you I've spent countless hours years enormous amounts of days trying to understand as many if not all of the factors forces elements impact our levers that cause action inaction achievement non-achievement growth superior growth stagnation and I'm going to distill some of it now so are you stuck losing out to the competition if you are did you ever say or ask why there are many reasons one you're not reaching the market it is effective and as a qualitative away number two your marketing sucks number three your value proposition sucks number four your business model sucks number five you're not trying to do it big enough number six you're trying to do it one one transaction instead of having people come in and using that as a an invested asset you get ongoing yield from if you're not getting the result you

0:52:14want go back to all the elements we have and all the elements we will be teaching you and reflect on it because the reason you're not probably resides with you not the market and in the past you may have thought well gee I don't have money gee I don't have any knowledge of marketing gee I don't have any any way to reach the market and that might have been true up to yesterday morning at nine o'clock but it certainly is not true today sunday morning at my 953 okay are you stuck not selling enough well this goes partially to number one and about number two do you are you sourcing prospects and qualified people in the right places are you sourcing enough of them do you know how to sell do you know how to close do you know how to create irresistible offers do you know how to make unbeatable propositions or are you not selling enough because word of mouth isn't generating enough because you are so arrogant and ignorant that you think you should just be sitting there and everybody should be to path to you that old adage you build a better mouse trap everyone's going to come to you reality says that you need to be proactive not reactive not static not you know not you know up the Poseidon if you didn't see the movie watch it about sitting

0:53:56there waiting for the tidal wave to knock you over learn consultative selling learn database mining learn strategic alliances learn lead generating and conversion learn risk reversal there's a start number three are you stuck with erratic business volume well most people don't run advertising regularly they don't run lead generating consistently they don't basically constantly access the market they don't have congruent marketing they try a little of this or a little of that and if it doesn't work they give up they don't understand that you can change your headline and change your results you can change the median change your results you can change the risk reversal and change your results you can change the value prop and change your results you can change the bonus and change your results you can instead of trying to sell direct make an offer that just starts a relationship you can find an entry level product they don't do any of that. They don't learn consultative selling. They just basically they're stuck with erratic volume. When I looked at them, they run ads sometimes, not. It was hilarious. I had a mastermind I did for somebody in France a couple of years ago and a guy came to it. He was making about $200,000 but he wanted to make him really good. I started by trying

0:55:41to evaluate, analyze, and clinically assess what he was doing, how he was doing it, how it was doing, why he was doing it. We got to marketing advertising. I said, okay, what he's spending. He goes spending $15,000 a month on Facebook. I said, well, how's it doing? We analyzed that 15 was generating $200,000 a permanent of which about 60% was profit. So 15 was getting almost 10 times profit and he was getting it in about five weeks. So I said, well, why are you only spending $15,000? He goes, what do you mean? I said, well, if you spent 30, it may not be symmetrical. Maybe it was a little less. But if you're getting almost 10 times for 15, if you spent 30 and you only got six times on the next 15, but six times is another 90 and you're making 60%. And that's $54,000 more, which is almost $600,000 of income a year and you're making the money any while you're just not reinvesting it. And he had no answer and no answer. I have had people that run and add sometimes and then run and add other times and then don't run and add and I'd say why and they had no answer. I've had people that allocate arbitrarily a percentage of last month or last quarters revenue to advertising. And I'll say why and they'll say, well, what do

0:57:37you mean? I'll say, well, why would you arbitrarily do five or 10% when instead there's this concept that I haven't taught any of you yet, it's called allowable cost. It means you have an unlimited budget if you can acquire a buyer at a certain cost up to that cost. If you know that every time you spend $30 to acquire a $50 sale, even if you don't make a penny, you know, you're going to get one out of every six that buy something in three weeks or three months for this and that. Or you know that if you spend a dollar and you get back three, you can spend a dollar all day long and really, above and beyond a certain level, you could spend $2 and you still make one. But if people don't understand that and don't do that, but they are stuck saying, well, my volume is erratic, it's their own fault that I'm not trying to be difficult or insensitive, but the fault lies with us, but there's no shame in not having understood this two days ago. There is terrible shame in understanding it and continuing to be stuck losing out to the competition, to be stuck not selling enough, to be stuck with erratic business volume next. Are you stuck failing to strategize? The answer is almost certainly yes. Most people tend to be purely tactical. They do things for the moment,

0:59:17they're episodic, they're static, there's no congruency, they try this, they try that, they don't do anything, they have no sustaining anything, they don't have a long-term approach to acquiring, converting, reselling, upselling, they don't have any way of really knowing what the future holds because it's just very, very, very momentary. You should never do anything tactically unless it advances and enhances a master's strategy. You need to have a strategy that is driven by your tactics, or your strategy drives your tactics, tactics are only going to support it, but if you're tactical, you're doing a little of this, a little of that, you have no congruency, no sophistication to anything you do, and you can say, well, I'm not a very sophisticated person, that doesn't mean you can't have sophistication to how you market, doesn't mean you can't have sophistication to how you strategize, it doesn't mean you can't have sophistication to your value proposition, and then by doing that, guess what, what do they say, a rising tide lifts all boats, if you have sophistication to all that, you will through osmosis become more sophisticated. Five, are you stuck with cost eating up all your profits? Well, if you're selling one thing and don't have a lot of

1:00:55repurchases that make that asset many times more profitable, that could be one reason. If you're not experimenting and testing different kinds of advertising offers and media, that could be another thing. If you can't extricate yourself by doing all that, then you find partners to share operation infrastructure costs, get a fulfillment cost down, find better deals with vendors. Number six, are you stuck still doing what's not working? Most people, yes, you even know it's not working. Einstein said the definition of insanity is continuing to do more of the same thing that doesn't get you any different result. Look it up, it's better stated than my paraphrase, but you don't even know how well things are working. Most of you don't measure, you don't compare, you don't analyze, you don't see, you know, I did the three ways to the business to grow business. Do you know how many active buyers you have? Do you know what the average unit of sales? Do you know what it is by different categories of buyers, different sorts of buyers? Do you know what they, what the profit is by the different categories? Do you know where they came from? Have you analyzed the cost of acquiring them so you know what they're worth, what yield you're getting

1:02:14annualized? Have you tested trying to make them one more transaction, better two more transactions, better if you tested trying to offer something else at the point of purchase, have you tested trying to package things together? Have you tested trying to reactivate inactive buyers? Have you tested trying to get more people to refer to you next? Are you stuck being marginalized by the market? If you're not preeminent, if you don't have a distinctive value proposition, if you don't have risk reversal, if you don't have reasons why people should buy from you and not your competitor and not the alternative and not equivocate and procrastinate, whose fault is it? The point I'm trying to make, excuse me, is that really and truly, if you don't mind a no-nonsense sobering reality check, you don't mind being shaken up a little bit in your mental model, really and truly, almost everything that is not working can be really attributed to you not working, the mechanisms, the methods, the elements, the principles that I am teaching. Number eight, are you stuck with mediocre marketing? I don't want to go there because I beat that up enough. Number nine, are you stuck still saying I can do it all myself? There's two implications here I'd like to scare you with

1:03:58and oh three maybe, it's very important for all of you for the rest of your business life, no matter how long I'm within it. What do you want your time to be worth? And that's a scary question, you want it to be worth $10 an hour or $20 an hour, $50 an hour, $100, $200, $500, $5,000? Because if you don't know what you want it to be worth, you'll never get it to be worth that. Different allocations of time and opportunity costs are worth different amounts. Your time, if you are the leader they had, the strategist of your business, your time is the most valuable. You should not dissipate it on lesser yielding activities because you are an investor, you are a human hedge fund. If you think it's great could you do it all yourself because that's basically saving money, it's wasting opportunity costs. We had a guy one time who spoke at a program in the United Kingdom, UK, England, and he was a very successful guy that had sent the Guinness World Record for selling more merchandise per square meter in retail than anyone else. And he had to high-five stereo stores and he was a little bit castigated because he and all his managers were driven around in chauffeur driven roles, Bentley's and Jackwires. And the people in the audience were like a lot

1:05:44of you. They were entrepreneurs but not multi-millionaire entrepreneurs. They wanted to be. And they resented him and he stopped them and said, is your time worth more back then than $12 an hour? He said it in pounds. He said, it is. Why would you want to waste two hours a day driving to and from your office? This is pre-COVID. Now it's two minutes walking to and from your home office. But he would say, why would you want someone else to drive? You don't care if you go on a rolls or a Ford escape. But the key is use your time more astutely, use it to plan, use it to do meetings, use it to think, use it to elevate your mental clarity. Don't use it to be in stop and grow traffic. And today people think, well, I can multitask so it doesn't matter. Bullshit. Multitasking is an illusion. It says no such thing. There's statistics that show when you try to multitask, you just prolong the outcome of everything you're doing. It takes much longer and some of the high yielding activities get pushed many days, weeks or months longer. And secondly, you end up doing a lot of things crappy. No one can multitask that well. If you do it well, it means you would be doing extraordinary if you focused entirely on one thing at a time, your highest priority

1:07:10got that done in the next and the next. The next analogy was still on number nine, doing it yourself. I had an effectiveness coach from Silicon Valley one time attending a seminar and I asked him, if you could share just one concept that would transform people's performance no matter what they did, where they did it size, type, scope of business, what would it be and why? And he said, okay, no matter whether you're one person business or a thousand person business, identify the three most important processes functions you do for that business, break them into as many sub processes as possible and evaluate them on a criteria. And I'm going to use my memory, but I think he had a little more powerful one, relevancy competency passion. You may be great at something, but it may be so irrelevant that it's such a waste of the opportunity cost, the most precious asset and resource you have that you shouldn't be doing it. You should pay somebody else and if you can't afford to pay them, get them to do it on some kind of a correlation where you pay them for results, or you defer it and you pay them later when you have more profit. So relevancy competency, if you're incompetent something people go, you should learn everything. Yes, if you're going to be an exponential

1:08:46entrepreneur and you're going to operate in the exponential zone, don't do anything you're only going to be able to do incrementally. Give it to somebody who's great at it so you can operate where you have your superpower. And finally, passion, if you're dispatching about something, the energy effort and time it takes to keep focused and on point is so costly you need to put it to someone else. Okay, those are the nine sticking points. Let's see here we are on time. We started at nine so we're going to go till 1030. Let's do a couple more. All right. Okay, I need to expand this but these are enough to get started. I created years ago and then I keep evolving it the 10 and then we made it the 20 I think marketing mistakes everyone is making or almost everyone is making and we realized if you stop making them immediately multiplies your performance so they are marketing mistakes and the corollary are the marketing multipliers. So let's go through them and see if any many all relate and apply to you. Okay, not testing all of your marketing concepts. You can test ads, you can test media, you can test value propositions, you can test entry level offers, lead conversion offers, you can test headlines, you can test

1:10:15credibility testimonials, endorsements, you can test risk reversal, you can test bonuses, you can test comparability of your product, its performance, you can test all of those when you test you should only test one variable at a time because if you test a bunch of them together you won't know which one was the driver and you won't be able to keep growing because when you find a winner it is not the end game you keep testing because you want to keep raising the baseline. Number two running institutional advertising you should never run any ad that's not designed to produce an immediate and a direct response. The response can be an a purchase, the response can be an opt-in, the response can be a request for some item to be sent, a download, the response can be a request to have somebody contact them, visit them, call them, it can be a request to set an appointment to come to you, it can be a request to sample or try something but always a direct response that engages and connects the prospect or advances and enhances the existing relationship. Marketing mistake in not articulating and differentiating your business is preeminence, pre-emptiveness. If you don't know what you stand for, why you stand for it, how standing for it is

1:11:58different than everyone else you compete against or alternative providers of the same outcome but a different product or service category and you can't express it to your market then it's not their fault that they don't buy from you and they buy from someone else or they don't buy. So develop a unique selling proposition that expresses and articulates your preeminence, incorporate it congruently in everything you do, get your preeminence integrated authentically and permanently in your organization, in your culture and how you communicate, how your team sees their role, make sure everyone's on a crusade or a mission to transform people's lives. Next. Not having a back-end product or service, remember I told you, it cost you the majority of effort opportunity investment to acquire the first transaction. It cost you almost nothing to get the second, the third, the fourth. If you have nothing to sell and find something to sell them because it can double, redouble, redouble again, your profit ability, it can give you three, four, five times the marketing budget because now you can spend a lot more to get that first sale because you're going to make it on the the repeat, find something to test that's a lesser entry level to make it easier to get a lot more people to start a purchase.

1:13:38Number five, not understanding your clients their needs and desires. I did something years ago that was fascinating and it might sound a little sexist in the me too environment but I'm going to tell the story any now. So don't hate me for it because it's not that volatile. But years ago when I was doing a lot of seminars, I had a mechanism I would do halfway through the second of a third day, a three day program. Once I had the trust and the comfortable certainty that I had the best interest of my audience at heart, in the afternoon I come in purposely 15 minutes late for one session. And I would apologize profusely until people that I was positively stunned and I had just seen the most stunning and awe inspiring woman in the hall and I was just captivated by her for 15 minutes and I was a little embarrassed and I apologize and then I went on to do that segment. Towards the end of the day I went back and visited and I said remember when I said that I'd seen the most stunning woman I think I'd ever viewed in my life. I'm curious to what vision you had and I went around the room randomly and asked them to describe the vision. It was interesting to a lot of men, it was anatomically I described physical. To women it might have been hair, clothing, look,

1:15:14to certain ones it was ethnicity. And the point was no two people had the same vision, definition, mental construct of what a stunning woman looked like. When I do interactions with people in a business I stop and ask different people what their definition of a word is or a word phrase. And it's interesting because your historic experiences, your background, your life experiences will forge how you define something, the picture in your mind, the interpretation. And if you don't really understand who your market is, if you don't understand what they're dealing with as they connect with you, if you don't understand their hopes, their dreams, how your product or service impacts their lives or their business in the positive, in the entertainment, in the protection, in the enrichment, you can't be exponential. So figure that out next. So when you have problems, you can't just try, I mean, if you just try to, to cut price, you're not going to get out of your problems, you got to give people reasons why. You got to educate people to know why you are doing something different. Let's say that you are overstocked on something. You could just put them out with a low price, or you could educate people and say, I bought too much of this water, I'm holding a bottle of

1:17:09water, it normally sells for $4 a bottle, I bought the best water, it's not reverse osmosis, it's not been put through charcoal filters, it's not capture, this is the most, the most magnificent water that is flown in from the Alps in Europe, it is, it is frozen when it comes, it is melted, and then gently bottled in special bottles that don't allow any sunlight to, you know, to compromise the purity, it has greater nutrient and mineral content than tap water that has been, that has been just reverse osmosis purified, it has infinitely more delectable taste, and it's worth whatever I said, $4 a bottle. However, our, our client base hasn't purchased the quantities I thought, my warehouses are too filled, I have other products I sell coming in next week, I have to either rent warehouse for it, or get the bottles of this wonderful $4 water out of the warehouse, so I would rather, or I have to sell it at a steep discount to a wholesaler who will just sell it for $4 to the market, but put it out to people that have more buyers, even though you may not have bought that much of this water because you didn't think you need it now, the good news is I found that this water stays pristine and wonderful for at least three months, so if you've ever wanted

1:19:10to drink the healthiest, the most delectable, delicious, and wonderment water, I would like to offer this $4 water to you for $2 a bottle if you'll buy at least three cases and pick them up at my dock because I can't afford at that price to deliver it to. Well, that's a lot more compelling than just saying, Acme Water $2 a bottle, isn't it, Brian? Right. Number seven, not making doing business for their company, easy appealing, even fun. I told you yesterday, my wife won't buy from somebody more than once if she has a lot of trouble with them, even if they've got something, she has to find that insulting, that they don't respect her time, her sense of needing convenience, her emotional well-being, they just want to make it mechanized to save them money and not have to interface. She's won't. It is amazing to me when there used to be a lot of Chinese restaurants, I like Chinese food, but I would go in and a lot of them had dirty tablecloths or bathrooms or waiting areas and I think or ceilings, they hadn't changed the tiles. I mean, you've got to put yourself in the mind and the body of the person you are dealing with. A true entrepreneur versus a business owner or a proprietor is fixated on making the experience meaningful, not just the

1:21:07transaction. So the transactional alone is not going to give you advantage. Experiential superiority will and it's going to differ from all of you, but think about it, the more engaging, the more appealing, the more enjoyable, the more pleasant, the more satisfying, the more distinctively positive the experience, the more you're inclined to repeat it, to recommend it, to think very positively of it, to be receptive when they offer you something else you can spend money on. Next, I just showed you reason why in that example, but reason why should be used in everything and it's also why you want people who work for you to do things. A lot of people don't tell them their own creation story, how you got started, why you got started, hopefully and maybe not, hopefully you're in business not just to make money because if you are in business to make money, I have a shocking and a sad reality, you probably won't make anywhere close to the money you deserve or maybe you don't deserve it because you just have a riches, you're just money motivated. But if you're in business to make a difference, if you're in business to contribute some additional outcome value, protection, enrichment to your audience or market, if you're in business to set

1:22:47up environments for the people that work for you, where you grow and develop them, you will. Number nine, terminating marketing campaigns that are still working. Yeah, I mean, people try think, stop. They, they, they, they, I mean, even some people only run ads when they make a lot of profit and if it makes less profit, they stop if it makes a break even they stop even though a break even if you sell them anything else in the future could be very profitable. Think about that. You probably don't even run regular campaigns so many of you don't even stop because you don't start next. Number 10, not specifically targeting the right market. It's work. It is effort to figure out who's got access and whether it's companies you can partner with media platforms, advertising sources, associations, influencers, podcasts, bloggers, discussion groups, LinkedIn groups. But if you're not willing to target the very best, highest, probable, most viable target audience and then convey to them the most compelling, distinct, unique selling proposition that's preeminent, then you deserve what you get. I mean, really, we get what we deserve in lessons and act of God in an aberration we can't control. Marking mistake 11, not capturing. If you don't have complete data on your your buyers and you

1:24:29don't have them by category by sources by what they buy, buy buy anything you can know about them so you can do more to optimize the knowledge base and the relationship base, you better start doing it because it's gold. But if it's just basically fool's gold right now, change what you are doing immediately next. I already talked about that. So I don't eat it in 12, read it not being tactical, not strategic strategic. Okay, number 13, not having an integrated marketing or sales system. I mean, literally marketing is very simple. You want to target the best audience. You want to make them the most compelling propositions, educate them on why, what, how your company, your product, your service, you know, fills a void, solves a problem, makes an opportunity possible, show them that that opportunity made possible is so fulfilling, satisfying that they should want to make that opportunity or solve that problem immediately, show them why they can only do it from you to get the optimal outcome, prove to them you can do it better, guarantee them it'll happen and give them a way to take action next and source them from as many sources as possible. Well, number 14 is axiomatic. We put that on there before everybody and their brother was doing it.

1:26:08But we talked earlier about using as many forms of digital media and social media as possible. Okay, shooting from the hit, not really testing, not thinking through strategic, I'm on 15, not thinking as an exponential entrepreneur when you're going to talk to somebody or try to talk to somebody on the phone, not having tested and experimented with what you're going to say, how you're going to say it, what you're going to do depending on different objections, different forks in the road. There's an adage, if you have 99 ways to say no, and I have 100 ways to get you to say yes, if we stay in conversation long enough, I will always win. Do you have even any sense of preparation for anything? If not, you need to. Number 16 is the same thing as one of the sticking points. Next, not reinvesting your profits. I can't remember how it was stated, but it's funny. Most new-vote, successful entrepreneurs, as soon as they make some money, they buy a car, or they do something indulgent materialistically, instead of reinvesting in more marketing or investing in quality people that are more talented, gifted, knowledgeable, and capable than they had certain functions, and they just dissipate their opportunity.

1:27:51Investment and reinvestment is the key to growth and prosperity. When you get a return on your investment, you need to reinvest to keep multiplying and compounding it. You don't just take it off the table. People who take it off the table basically limit dramatically their growth potential, their prosperity pathway, and their ability to impact the maximum number of people they could. 18, not knowing and leveraging the lifetime value of a client. We've pounded that so many ways into your brain. It would be an insult to do it one more time. Next, not maximizing your assets, relationships, opportunities, resources, intellectual capital, processes, procedures, systems, positioning, access to the market, distribution channels. Most people even have a list. They even know what they are. They do not even know what they are. Number 20, treating marketing and sales as silos, instead of having them all be integrated. We sort of hit that earlier. Wow, Brian, wasn't that exciting? That was. What I really love, Jay, is something that you said earlier, that if you can just eliminate a few of these mistakes you might be making, then you're eliminating some of your extra costs.

1:29:32You're eliminating the risk, the downside. It's so powerful. If you can just eliminate a couple of things that you're doing, quote unquote, wrong, that aren't providing value for you, your clients, your business, you will put yourself on the fast track to profits. So let's take a, what do you say, a 10 minute break? 10 minutes, what we're going to start. And by the way, everybody, my goal is on my end to be done by four. And then Brian and Scott will do some more with you. We might even get done with my end sooner if we go power through. We may not. I've got a lot to cover, but I'm going to go fast because I actually think when I do it fast, it impacts you better, maybe then slow. There's crock cooking. There's fast searing. We're doing an integration of both of them, which is interesting. But whenever we end, if it's early, Brian and Scott, I think we'll spend more time with you. If it's later, they will spend an hour with you. This is, for those of you who are in the expanded program, this is the beginning, beginning. For those of you that this is all, you're going to be experiencing. This is a pretty enormously comprehensive overview of how to grow your business beyond exponential. And I hope that me doing some interventional reality checks and

1:30:53sobering just, just assessment of the fact that you really do affirmatively have control of your destiny. And there's no one in this group or in any subsequent group that experiences this that can't harness these in a meaningful way, starting with the first applicable one and then the second. And it doesn't matter where you are in your business continuum, size, scope, industry, including a startup. And probably more a startup because you need to make every effort time resource go a lot further. So Brian, let's take 10, but everybody, we will start in 10. Bye. Thank you, Jay. Okay, we're coming back into the room. We've got a minute. Welcome back. So please tell me you are still capturing the notes and have made a note of, hopefully, you've caught a few

1:41:45marketing mistakes that you are making. Because now you have the opportunity to eliminate them and streamline your business and do things even better. So good. Glad to see it. So we are still able to see your chat, even though we've turned off chat for kind of to keep you focused on what Jay is sharing. And we are finding that the level of absorption that people are getting and we're getting reports back that it's very powerful. So we may do this again in the future. But I want to thank you again for staying engaged, staying focused. I hope you all have your copies, your teas, stay hydrated because your brains need water to survive. So make sure you're taking care of yourself. And Jay, if you could turn back on your camera, we are ready to launch into multiplier versus a diminisher. And yeah, Kerry, on second, yeah, please capture if you can, even if it's just us, you're take away from what you've gotten so far. Yeah, but don't but yeah, but stay focused while you're doing it. Very important. Getting some positive feedback, Jay, people are enjoying the session. Kerry's made a list of some of the mistakes that they want to look into on resources, assets, opportunities and ways to access the market to begin maximizing and multiplying perfect. So I like how you're you're weaving things

1:43:21in. All right, Jay, any comment before we get started on multiplier versus diminisher? Just repeating what I said that don't get overwhelmed. Get excited. It's taking you, those of you who are in business, the startups may be taking you till now to get started. But it's taking you whatever number of years to get to this point, these mechanisms when implemented in an intelligent and pragmatic way will dramatically accelerate and elevate your growth and prosperity. But it'll take a certain amount of time. And as long as you do it, it'll work. I told you, I guarantee it. If it doesn't, as long as you've done your part, my bad, if you haven't, you're bad. So let's continue. Go ahead. So here's the concept. This is a pretty profound, although elegantly simple. Most all of this is profoundly, elegantly simple. Business owners either multiply their situation, their resources, their opportunities, their relationships, their positioning, or they diminish it. It is literally physics. Quantum physics, spander contract. You don't stay static. Constancy is no, it doesn't exist. You're going one way or the other. Next. So the question to ask yourself, do you increase and multiply the passion, the performance, the communication of your team, or do you tear them down? And if you don't have

1:45:19a team, this is even more valuable because theoretically, unless you want to just be a little lifestyle employee, which is okay, you're buying yourself a job, then you're going to want to have 18. It could be one person could be a thousand or one people. You have to have the right strategy to grow and develop them so that they will grow and develop you. Because if you don't, you're going to always be limiting and limited in how high and how fast and how wide you can grow. Are you siphoning cash out of your market's momentum? Or are you adding value? Or are you just taking money out of the oxygen by doing nothing unique, adding no great value? Or are you adding such severe value that you're being rewarded, compensated, acknowledged financially for doing it for your market, your clients, your buyers? Are you making a huge positive impact or no impact at it? And a lot of you, this might be really a huge reality check because particularly the startups, many startups go into it thinking all they want to do is find a way to make money. The grim and the exciting, it's a duality conundrum. Realization is you don't make money trying to make money. You make money trying to make a difference. And if you're not going into your

1:46:53business product or service or you're not rethinking your business product or service saying, how can I make what I do, who I do it for, how I do it, how I do it differently, how my product is different, or the things I add to it or the people supporting it or the experiencing they have or the way we disseminate it or deliver it or sell it different, then you're a diminisher. Are you adding value? Are you a value creator or a commerce siphon? This is based on purposeful, impactful, innovation, burst pure profit motivation. What I use that, are you truly adding innovative value to your market? You're always trying to find better ways, more better experiences, better values, better additions, better connections, or you're just saying, Jesus, I want to make money and I want to go watch Netflix tonight or today or Oprah in my underwear watching while I sit in my bedroom contemplating my navel. Are you truly adding innovative, I said it to your market, if you can't answer it, then you probably aren't innovating or adding anything meaningful or purposeful to your marketplace or clients experiences, but you can start immediately. And how is up to you? But that is critical. You have to do it. You don't if you want to just eke out a mediocre living

1:48:29and an unfulfilling life. Next, do you look outside your organization for new ideas, for fresh approaches, you can borrow, adapt, adopt, innovate ways to motivate, to maximize and grow and develop your people and your relationship with your clients and your prospects. And Brian and Scott can maybe deal a little bit with this whenever we have the time with them today. Next, are you recognizing and understanding completely the possibilities to grow and support the ability and effectiveness of your team? I keep talking about a team because you will have a team no matter how you do it. Theoretically, you're going to grow to where you're going to have agencies you use or vendors you use or experts you use or advisors you use. That is a team, not just the people who work for you. Captive, salary, offshore, independent, freelance. It's a team. Are you open-minded and humble to take breakthrough ideas and concepts from within your organization? Do you listen? Do you solicit perspectives, ideas, observations that people make by their experiences with other product service companies, clients, past employers? Next, do you make everyone around you feel smart or more appreciated and more capable or do you try to squeeze everything out of them and browbeat

1:50:16and diminish? And what's the word I would say? And I give demean and diminishes enough. Can you encourage effective collaboration, creative collaboration amongst everyone inside outside? Do people you work with respect you? And do they feel like you are accomplishing something meaningful in your work and in their work? Do you demonstrate preeminence external and internal, not just to the market but to your team, to your vendors, to your advisors? Next. Okay, this is called the 12 Pillars of Strategic Business Grow. This is sort of a mental model of a template I think every one of you need to adopt and reflect on frequently. Let's do it. Number one, on a continuous basis, you want to be identifying and discovering hidden assets, overlooked opportunities within your business. In the beginning, they're everywhere because you're doing very little, probably of what I'm sharing. As you start doing more of them, then you want to up the game on each one. You will never stop. You will never hit optimization. You'll only get better and bigger and better and bigger and better and bigger and better and bigger. But you'll never get to saturation because there's always breakthroughs possible. Are you mining cash windfalls each and every month

1:52:00of an in and through your business? Because you can. You can reactivate inactive buyers. You can go back to prospects you didn't buy. You can find windfalls by doing special offerings. You can go to your market with products and services you partner with. You can go to your distributors or your vendors and see if they can make other products available to you. You can see if they will fund certain promotions for you. You can do all kinds of things. Next, are you engineering success into every action you take or decision you make truthfully up until now, not today, but up until yesterday morning. The answer is probably not very frequently because real success is only achievable by understanding the dynamics you're dealing with, probability outcome, highest performing, alternative factors in a situation. But once you do, then you've got to say, am I doing things to enhance probability of success? Or am I doing things where really success is just a crapshoot. You always want maximum success. One of the categories we'll introduce later is called absolute advantage. It's not a lack of. Number four, let me turn this off. Hold on one second. It's supposed to be honest. Still making noise. I'll have to figure that out. Building your business on multiple profit sources instead of depending

1:53:51on one single revenue generating. This is the power Parthenon. This is strategic alliances. This is different pillars next. Is your business communicating that you're different, special, more advantageous in the eyes of your clients and prospect, and that you're creating real value for them and your employees for maximum loyalty and bottom line results. There's an omission. We'll have to see because five and six is functionally the same. We forgot something there. I don't see if we can find it and maybe Brian will send it to you because there's one missing next. Are you gaining the maximum personal leverage you can and should from a reaction you take every investment you make every allocation of time, opportunity cost. I've got to put opportunity cost in there. Energy commitment you ever make because if you're not, then you are sub-optimizing and all you have is time, opportunity, and how you invest it. You are an investor. You're not a dissipator. At least you shouldn't be. And spend has no place in your vocabulary. Everything you do is an investment that you're getting a yield. You might be getting a negative yield if you aren't monitoring, measuring, and reallocating. Number eight, are you networking, mastermind, and brainstorming with like-minded,

1:55:35success-driven people inside and outside your field, your market, your comfort zone, who share real life experience, should be life not real like, experiences and shortcuts with you, ethical, qualitative, preeminent shortcuts, not manipulative, diabolical ones. Next. Are you turning yourself into an idea generator and a recognized innovator within your industry or market because you need to. You want to make growth thinking a natural part of your everyday business philosophy. But that's an umbrella. You want to grow your marketing capability. You want to grow your product service capability line. You want to grow your knowledge base. You want to grow your marketing aptitude. You want to grow your understanding of your market. You want to grow your reach. You want to grow your stature. You want to grow your experiential process. The experiences you are able or the experience you're able to create. And you don't do that by living in a vacuum. Final vision traveling outside your industry, your comfort zone. Next. Are you reversing the risk for both you and your clients and everything you do. So the downside is almost zero in the upside potentially near infinite. And there's a really important underscore reversing the risks for both

1:57:21you and your clients because you can test a lot of hypothesis very safely. You don't have to waste money. You don't have to dissipate a lot of capital. You don't have to go out crazily and insane wasting money and opportunity on things that may not work. You can try them conservatively. You can spread you can structure things where you only pay on results. But if you don't know that you can do that, you won't do that. You definitely want to do that with clients because when you try to reverse the risk, you'll get many, many, many times more people normally who will say yes than before, you will get some of them who take you up on whatever the guarantee or risk reversal is. But that's only relevant if it exceeds the increase in profit and revenue that it generates. Are you using small safe tests to eliminate dangerous risk and adopting funnel vision instead of funnel vision in all of your thinking? All of these 12 are what you need to be basing your weekly, monthly, annual, lifetime operating system on as far as the revenue side of your business. Next. Okay, this is probably going to go deep on this, but I may not do all of them. So each one of you and the ones that are just starting out, those of you who once you get

1:59:04your new business off and running and hopefully you'll use these methods to accelerate and shorten the timeline for for viability and positive cash flow, you will have created a revenue system, a revenue generating system. And that system could be anything can be sales people, can be social media, it can be word of mouth, can be radio advertising, can be whatever it is. Whatever the system is within that system, you have up to very rarely all of that you have up to 61 possible leverage or impact points that affect the performance of that system. And thus the amount of revenue that system produces for you. And most all of those impact points can be isolated, identified, and enhanced, increased and improved. Some of them are post or pre most of them are doing, but we're going to explore a number of them now. I probably won't go into all 61, because we are going to give you the PowerPoint. And it's pretty self explanatory, but I want to get you started. So you have a revenue system, it is generating your sales, your clients, your prospects, it's generating your conversion, it could be a strategic one, a tactical one, a proactive one, a reactive one, it doesn't matter, you have a system, even if it's a flawed one, a a dysfunctional

2:00:49one, a bizarre, weird one, you have one. Okay, anything you do, there are certain things that will generate far greater returns than others. If you don't know what they are, you can't harness, and I should add and harvest them next. Wait, wait, wait, is we'll go to the next one again. Oh, are we doing we didn't list the 61 points? Yes, we did. These are just a couple of just prep points. Oh, we did add a different it added different title to it. Okay, go back. Sorry about that. Go back. Now the next one. Oh, go back again. Okay, one, now go forward. Sorry, because it said leverage marketing, you see that? Oh, yes. So that's confusing. Pardon me, everyone. I haven't looked at the PowerPoint since Brian put it together. So I look at the titles to see where that sometimes we do a shortened version where we don't really get into the depth. Okay, we've already done the R community's quote next. Everything you do internally externally has leverage associated. The leverage is usually under recognize under utilize if you recognize the leverage points inside and outside. Let's talk about the revenue system and you conservatively experiment with multiplying the impact of those results, the yield of this leverage is compounded profoundly.

2:02:20Next. Okay, some of the points when hiring people ask yourself, what can they teach me from what they did before that I don't already know? Who is in your industry? Who left the company they were with and have superior knowledge and skill about the market you're at, the competitors you're dealing with, the vendors that are supplying you that you could bring into your company either as a consultant, a hire or just an advisor. Next, what are all the facets you're testing with your sales force? Remember, I talked about all the sub processes, people who have better opening accounts, people who are better than selling different products, people who are selling higher margin, people selling different industries. Number four, have you tested multiple variables, different ways to open a relationship, different ways to advance the relationship? I told you that we tested 33 ways of greeting somebody at the front door of a very large furniture chain and one of those triple conversions. No more leads, just three times the sales. So you need to be testing different variables. Variables are different ways of doing something. One way you do it or say it, another way you say it, it's different. Have you tested a multitude of sequential communications that involve call?

2:03:53It says letter can be letter emailed text as you know, as you can talk about more, the social media retargeting. It's the data that I've seen used to say it was 11 communications and contacts for a high price or a conceptual sale. I heard the other day it was 19. If you're doing one and stopping or none, and you think about it, if you're only doing 5% of what has been proven is necessary, it's funny, I have a partner and a project and he has a successful business that has been driven by intermittent promotion. And we did a certain promotion together and I gave him six emails to send. And when we do six emails, we send them approximately three days apart. He sent is about a week and a half apart and he got a successful result, but a fraction of what I expected because it's like fishing and letting the line go loose. You got to keep a tight tether and keep reeling it in and reminding people and hitting them from different hot buttons. We have a colleague that generates very high level meetings and appointments for people selling expensive services. And he has a database and he finds he's got to send out six or so long emails over a 15 day period. Six into 15 is about two and a half. So about every two and a half days,

2:05:35he's got to send another email. Most people don't even send one. So are you, you know, I used to basically very, very earlier in my career, young, 26, 7, I worked for a company and we sold lead generating programs and we targeted all kinds of companies, mostly financial ones. And I found that I needed to have eight or nine back then. This is 40 years ago, 45 years ago, eight or nine different call, letter, call, letter, call, letter. This was before even we had internet that I had to do sequentially in order to get the targeted prospects I was working to close. And when I did it, I never knew who would close at what sequence progression, meaning some would close at the third communication, some at the fifth, some never. But I found that if I ever tried to shorten the process and eliminate all those sequential processes, I went into the crapper, it didn't work. So think through how you're communicating because more communication, if it's valuable communication, if it's worthy communications, if it's interesting communications, if it is contribution communications, education communications, it helps. If it's self serving superficial hyperbolic and vacuous communication, it hurts next. If you test a different messaging to reach people that is value said that sustained

2:07:17progress is similar. When communicating with someone else, do you test different premises, propositions, preemptive ways of addressing issues ahead of time? It's preemptive, meaning if you know there's certain negatives, you know the certain concerns, if you know there's certain apprehension, if you know there's certain alternatives they're considering, have you addressed those in your communication before even they do and overcome them? Do you know what they are? You should, if you deal with people enough, either and frequently ask questions online or interacting on the phone in person, your salespeople, your customer service, your phone people, your sales staff on the floor, are you addressing it? So it makes it easier. The more powerful we are at preempting issues, the more successful we normally become. If you wait for them to be brought up, they're usually more they have expanded in the relevancy they have to somebody. We can defuse them ourselves a lot easier. If you know, for example today, Brian told me there were some of you that were concerned because you didn't quite get it. So rather than me letting you keep bestering, I addressed it, I tried to contextualize it, I tried to liberate you from feeling overwhelmed and showing you that

2:08:53overwhelmed was to your advantage. And I tried to preempt the issue in your mind. In what ways are you defining distinguishing delineating your product or service? Are you differentiating it or not? If you can't differentiate your product, can you differentiate your process, your people, what you do to support them? If you're not, then you're lucky as heck if you're selling a commodity and you have no advantage that you're just, it's the luck of the draw and I don't would hate to have my life be predicated on that next. If you tested what you can do to accelerate purchase, incentives, bonuses, discounts, risk reversal, limited price, availability, limited quantity, benefit bonuses they get, extended support or service or guarantee. Have you tested what you can do to upsell the purchase? Have you tested what to do? What to do after the purchase? That's sort of negligible or nebulous. You know, can you basically do things after the purchase to solidify and set up the next purchase? Have you tested making arrangements with other people who have additional and or complimentary products and services joint ventures? This is the 43 concepts next. Who might be someone that would endorse you to their list or would be an influential person

2:10:31who would recommend you and for whom you could add to your website or to your marketing pieces their credibility after they did that? How can you make the media you use more high yielding, better headlines, better bonuses, better risk reversals, better credibility, better reference to the profile of their audience? Number 15, can you move your media cost from fixed to variable? Can you work on deals with media or with podcasters or with platforms where you pay on results or you pay so much a lead against so much a conversion? Can you use barter instead of cash to get your media and thus reduce the cost of acquisition? I've done directly or indirectly and directly through my partners, billions in barter. I've owned Ferraris, Rolls Royces, Fiskars, Corvette, a tricked out vans, Mercedes G-Wagons, Mercedes GTSs, I'm driving a brand new NSX, which is $204,000. I think I'm in the process of trying to get an Aston Martin and I trade a day or two of my time for that. You could trade for something that you either don't have the budget to buy or normally wouldn't buy. And if you trade unused time, if you're selling time, if you trade product or service that has high margin, but you trade it at full value, you could get access to something at a very high discount

2:12:22over what you would write a check for. You can even trade products or services for things that can be subsequently resold at a discount. And if you make more cash on the net, then you would basically sell your own product. You're still ahead of the game. So barter, next, where could you put incentives or bonuses increase your yield? And we're 18, what have you done to make your database provide more performance yield? Do you understand it? You've broken apart better? Do you understand more about different types, sources, profiles of buyers? Next, in what ways are you continually optimizing and maximizing the three ways to grow a business? Have you built a power path and on? Have you built multiple impact and access points? How many do you have working for you now? How many could you start adding? How many referral strategies do you currently have in place, if any? Next, where all the places and activities in which you are embedding, integrating, cohesively congruent in the strategy of preeminence? How many of the 21 we haven't gotten to the 21 power principles are utilizing? So if you say all 21, then you are psychic or you've been through my work before. How many of the 34x factor? Same thing, you don't even know what they are. Next,

2:13:55are you continually looking at the nine sticking points in engineering breakthroughs for each? How many relational capital strategies have you? Are you applying? How are you using your time, your ability, your opportunity costs? Next, how many different sources have you tested? Brown and offline marketing? How many different headlines, copy points, positioning elements? Are you testing? Have you tested? How might you go to your competitors and try to buy their non-sold prospects, even their inactive buyers? If you sell something non-competitive, literally, if you sell something that's a compliment they don't, you might go and say, look, after you sell what you sell, make your people available to me. I already sold them the same thing I do, but I got three other things. We can share profit. Next, how much earned media you're trying to get? That's PR, that's exposure, that's community reference, all that stuff. What value do you create above and beyond your competitors in your market, if any? Once you get a buyer, how do you enrich the relationships? After that, they've purchased initially, even if you historically have only had one product to sell our service. Next, what do you do that is extraordinary for your buyers? Do you contribute other things?

2:15:18Do you speak differently to them? Are these areas you're taking them for granted, or do you relish them and treat them special? Do you really and truly in a preeminent way fall in love with them? Do you look at categories of buyers and analyze where they come from to see what unique correlations implications exist? Next, do you have anybody in your list that is influential or has influence to an audience? An industry group, a profile that you've never really thought about using, or is there a self-identified group that has bought from you? You never thought that you have a product service appeal to that group, so you've never uniquely gone after that vertical category. Are you leveraging testimonials, success stories? Are you continually getting them? Are you getting them where they're specific? They're comparing, they're contrasting, they're denominating and demonstrating the advantage your product service or company has brought somewhat? Protection here, Richmond. Are you getting quotes from people to reaffirm to other people what you do that's different, superior, advantageous, next? How could you leverage thought leadership locally, nationally, and your industry? How could you be a thought leader? Are you really working on distinguishing

2:16:43yourself and your business and if so, how? You even thought about it? A lot of startups don't think about it, they just think about making money. Can you make your communication style and voice distinctive so people can't wait to hear from you again and again? Next, you're exploring testing new access vehicles, new distribution channels, new media, new marketing approaches, what allocation of your budget is set aside for trying wild innovative things. I try to get all my clients to test every month with 5% of their marketing allocation, jackpot, wild, Lee, experimental things, most of which won't work but when we find winners they're explosively profitable. Do you test a lot of things? Who is not a non-competitive mind in your field that would be valuable to sit down with, to talk to, to pick their mind, to understand what you don't see in your own business, in your own industry, in your own market, in your own marketing? Do you study all your competitors, sales materials, sales approaches, marketing approaches, websites, value propositions? Do you even know what they are? Next, how could you make arrangements with conference providers, now the conferences are back, to get the rights to video or audio and use segments of their conferences when they're over to give away

2:18:08to your market or give away as a value added to get leads after their event is over? Do you form your own mastermind group in your community with non-industry successes? You collaborate with and discuss problems opportunities with so you are constantly growing and evolving and enhancing your mastery of the market. How are you leveraging the front end and back end of your business? Member front end could be a lead, front end could be a lower entry, front end could be a risk reversal, front end could be a bonus base, back end is all the other things you start offering beyond and above what you normally sell next. What can you do to make it easier for someone to start a buying relationship or a relationship? Now that to be a buying one, it could be converted to it from a relationship to a buying one. What would happen if you had one more dimension of purchase revenue that was more expensive advanced that's at the end of the purchase? That could double your lifetime value. Whose bigger problem can be solved by figuring out how to solve your problems? What can you do that blows people's mind? Just think about it in a positive way and you can run down the street naked but that's not going to be probably too beneficial. What can you do that positively

2:19:31blows people's mind? Next, are there people in the markets that have produced selling, marketing, operational cash flow, production, fulfillment processes that are better than yours that you can find out about and license the use of from them? Do you have things you can license to other people? How do you leverage everyone else's knowledge base? Do you? How do you leverage everyone else ethically? How many people could you leverage out there? How do you leverage your team more? How do you grow and develop them? Because if you don't grow them and develop them, there's data that says most entrepreneurs get about 20 to 40 percent of the productive capability their team has the capacity to deliver and it's not the team's fault. They're not lazy. They're not really holding back. They don't know how to be more productive, be more collaborative, be more creative, be more effective. If you have to help them, there's lots of training you can get them. Next, and yourself. How many different ways are you using to bring in prospects and first-time buyers? How many different ways are you trying to ethically improve the sale? If you don't have products or services to add, how many ways are you trying to find them? How many products or services have you

2:20:48acquired or at least partnered with? Are you adding one or more products every year or every week? Next. How many ways are you trying to continue the sale, extend it, add to it, continue the buying relationship, the frequency, the utility? Are you looking at all the performance metrics of everything and everyone and trying to improve all of them and learn from the higher ones? Are you adding one more market every year? Do you acquire one competitor or acquire a complimentary business or at least an asset or access every year on an earn-out where you only pay on results? Or you pay on a deferred basis next? Is there a lot on this print? There's a few slides. Why don't you cover the overview and make a lot of the progress that is that there's two or three kinds of selling, technical selling, technique selling and advisory selling. I prefer advisory selling. It's consultative. It's congruent with preeminence. It's trying to learn what the problem is. It's trying to see how many ways you can solve it. It's trying to understand the goals, the needs, the motives, motivations, mindset of the market and serving them in a very collaborative way. I think that's much more powerful, authentic and sustainable than trying to come up with manipulation. There are ways that

2:22:24manipulation will sell, but it's not enduring. People get resentful after the fact they have retroactive animosity. I think you want congruity and I would strongly urge you to learn advisory selling. I don't teach it. There's plenty of reasonably talented experts at it. You can learn it from a book, audio course, they're cheap, a few hundred or thousand dollars. Everyone in your organization that interfaces with the buying market should learn it because it'll improve everybody 10 to 100 percent almost overnight. Next. I'm going to just skip those. Jump through these. You'll all get these. This is an introduction that's a work in progress, but it's important. I've been working on a manuscript for three years called Relevancy Rules, and it's a double entendre. It's talking about the fact that everything in our relationship with anyone flows from a font of relevancy or lack, and that most people don't have a clue how to command and control relevancy, that most people don't know that relevancy is dynamic. It can change very quickly depending on how you conduct yourself, how you communicate, how you proactively or reactively respond or don't. It has to do with different networks, not networking, but you have

2:24:03different network relationships with different people, and those are dynamic, and they change constantly. It has to do with understanding the other side. It's really sad. People will email you or text you all the time thinking that it's the most important thing, and if you don't respond back, they can be very angry. If you respond back in a cryptic way, it can be misunderstood. If you only respond when you want something, it can prejudice something. When you get the chance to engage someone, if you miss execute today, that can turn someone off forever. So you have to be very mindful of what relevancy entails, and it's not just you, it's everybody in your organization, it's how your communication is received or rejected. It's how you acknowledge and respect the value, the intelligence, the relevancy of your market, your audience, and how you demonstrate and communicate it. You've got to be mindful of it. As we evolve, this will share more, but it's very important point. I'm just getting my thoughts clarified, but I will share them more as we go on. Next. Yeah, we can go through it. We're going to talk to about it. Go ahead. Just skip over to the next one. You're going to get all this. So this is pretty cool. In every, pardon me, excuse me,

2:26:02in everything you do with everyone you do it with one-on-one, even when you mark it online, even though you might be marketing and Facebook is reaching a thousand people, 10,000 people, a hundred thousand people, they're really reaching them one human being at a time. So when you're having any interaction, any impact with anyone, are you committed and are you aware of the fact that you're either going to activate absolute advantage or you're going to be activating this event. And if you haven't thought about it, you need to because you have control. Let's see the slides, Brian. So when you do anything, if you thought through what's the impact this is going to make, is it going to make an impact positive, negative? What is the probable outcome I am trying to achieve? First, what's the outcome? This communication, this interaction, this, whatever it is, will produce because a lot of times there's massive incongruity between intended result and what you're communicating and you don't even see it or think about it. And you've got absolute disadvantage because it's way off off the mark. Next, and anything you do, business or personal, there are certain things you do that will generate far greater returns than

2:27:43the other. We said this many times, you don't know them, you can't harness or harvest them next. So when you're trying to get advantage, take the risk away and the risk can be risk reversal or it can just be making it easier to start the relationship by not asking too much or by giving more or by giving knowledge they can intellectually or mentally or experientially validate, think about everything you're doing and say, okay, what is my goal in this interaction? What is the probability of doing it the way that I normally do it will have maximum advantage? Where am I missing that mark in how I have been doing it? What would it take to get more advantage advantage means more believability, more credibility, more responsiveness, more openness to receive the next or to follow through? I mean, you got to it's there's a myriad of outcome intentions, but there is one overriding truth and that is it's either going to have more advantage or less advantage for you and more advantage or less advantage for them. And if you're not achieving both, you got to correct it next. Most people never learn how to listen. They never hear what people say.

2:29:28They don't know how to acknowledge to the other side that they heard them. And this is certainly true in one-on-one live communication, whether it's on the phone, whether it's in person, whether it's by by Zoom, but it's also important when someone writes to you or they have a dialogue in a chat with your customer service or your technical support and not just answering them, but making them feel relevant and heard and that they're important. And you feel, and please don't worry, there are many people that get confused. You're not unique. We apologize, but let us see if we can help make a clear team. Listening is one of the greatest power sources you can master and instill in all of your team when you have a team next. This is a pretty catch-all. So establishing benefits, advantage protections, this is the essence of what everything is about. I mean, really, you're selling either what are you selling? You're selling experiences, you're selling benefits, you're selling advantages, you're selling protections, you're selling entertainment, you're selling opportunities, you're selling fulfilled. I mean, I've been where I told you about we're not buying a drill, you're buying a hole, you're not buying a hole, you're fastening,

2:31:06you're not buying fastening, you want to watch your big screen TV tonight. So always be clear on that when you're communicating. Take your positioning and communication above and beyond the transactional thing they are buying and take it to the reason they are buying it next. So I'll tell you the story quickly. I believe this is one of the most powerful things you can do in person or even vicariously through your marketing. So years ago, I traveled all over the world and I was the biggest force before the internet in the business seminar business entrepreneurial wise. I was all over the world, we were selling out, we were doing a thousand people every time we would go to Australia and do four seminars and a trip and it was very profitable millions of dollars. And one time I was in Australia and I was flying in and I was tired, I couldn't sleep and I went to the concierge suite to have a couple drinks and there was one man there, only one and I sat next to him and started up a conversation. And the only thing I told him about myself was that I was from the United States there on business. I could have told him that I was the highest paid most successful seminar giver in the business entrepreneurial community that I had five, so four excuse me sold out seminars

2:32:38in Australia that I was a multi best selling author in Australia, but I didn't I just told him I was there on business. The rest of the 90 minutes was me asking questions of him in a socratic interviewing way and I found out he was from Germany, he worked for the largest pharmaceutical company, he traveled the world calling on third world health ministers, he sold population control systems, I was very curious to learn what a population control system was, how you got a cold call with a third world health minister, how you presented it, how you sold it, how you got paid on it, how you implemented it, what the population thought about being controlled, what he did with his role of decks, what he was going to do when he grew up and stopped doing that because he had all these relationships. I wanted to know about life in Germany, lifestyle, cost of living, education, housing, what you do on vacation, holidays, climate, population, lifestyle, all kinds of things. And then I found out that he was a keynote speaker at the largest world summit that was going on in the same hotel, I just didn't pay attention to the security there when I came in for health ministers and he knew everybody, he was a real high level double A category person. And after about 90 minutes

2:34:18I was drinking cognacs and I started feeling tipsy and got up to leave and started walking towards the elevator and the man stopped me and said, Jay, I got to tell you, you are absolutely one of the most interesting people I have ever met. And I was floored because I only told him two very mind new and mundane and very abstract things about me, but I was totally consumed about him. And it gave me clarity to realize you want to be the most interesting person in the world, all you have to do is be the most interested but make that interest sincere. If I say, well, how's your kids and you don't even listen? And I say, how are you feeling? You don't even listen? And I say, what are you going to do this weekend? You don't even listen or engage, then you're not really being sincere. You want to be the most interested, interesting, be the most interested. You want to be the most relevant, make the other person relevant. You want to be the most beloved, love other people. It's very simple. It's the polar opposite next. You're an investor. And I don't believe you wait for money to change hands before you invest. Be the first to invest in the others and make the investment meaningful, significant and profoundly

2:35:51evidence so people are positively stunned by how generous you are. And they realize if you're willing to invest freely upfront, there's a lot more behind it that's available when they start a compensated relationship with you. Next. Yeah, you got to know what you're dealing against or you can't counter program wherever you're weak. Even you have to have strength against competition. And unless you're omnipotent, which you're not, you're going to have weaknesses. So unless you're aware of what you're dealing with, you can't have advantage, can't take where you're superior and maximize it. You can't tell where you're inferior and mitigate it. Next. Study the person or company or the profile of that person. Well, in advance, so you understand it better than they even understand themselves. Next. Ask people questions where they'll say yes, but don't do them independently. Next. This takes a longer discussion, so I'm not going to get into this today. Next. We talked about that. I don't know that I told you this extensively, but one of the denominators of being preeminent is leadership, you're guiding people, you're giving them the best reason to advice that's in their best interest not yours. You're telling them what to do, what not

2:37:28to do, why to do it, what your worldview is and how it's different maybe than everyone else is telling them. And you're showing them that you understand them, appreciate them. And you really agree with their worldview. And if you don't, you start with acknowledging their worldview before you start to overcome it. And that's leadership. And if you don't master it and practice it and perfect it, you're going to be at a disadvantage. Next. We get into this more, so I'm not going to talk about it now, but it's all important. When you're communicating, this is also for preeminent. Metaphorous similes and analogies make your points much stronger than trying to intellectualize. Any of you who have any background in religion, it doesn't matter Christianity, Buddhism, Judaism, you can be, you know, you can be Middle Eastern, you can be Asian, doesn't really matter. Your religion uses parables to make their points. Parables are stories. Storytelling metaphors similes is how the mind easiest, grass, and appreciates what something is all about. The more you can master it, the more powerful you are. There are books you can buy online that have massive amounts of metaphors and similes. You might start with some of those just to

2:39:04get your mind lubricated and liberated, but then start thinking yourself. But if you test telling stories using metaphors, similes, analogies, you will find they're much more powerful and impactful and produce higher level yield than when you don't. Next. If you want to have advantage, go to review sites, go to the reviews and the commentary that different competitors, different alternative forms of addressing the problem you have. Remember I said you could be selling a weight loss supplement, but there could be equipment, they could be portion control food, there can be trainers, go to all of them and see what people's because it'll give you insight that you can use to communicate the desires people have and show that you possess those and you understand you possess the ability to fulfill them and you understand them better than anyone else. Next. Yeah. I mean, this has many meanings. Goals that establish in advance, what's your goal? The goals establish in advance when you're communicating help people understand what the payoff, what the outcome, what the goal of this should be for them. And the more you control their expectation and you deliver or over deliver, the more advantageous you will be. Next.

2:40:50Yeah. I mean, this is just what I've, I mean, I've done it so much now that's intuitive, but when I didn't do it that much, I think, okay, what's probability outcome? What's going to happen? Because the way I want, that's great. If it doesn't, how many ways will it go wonky on me? Okay. They could say no, they can say yes, they get us these questions, they could want this, they could want that. I need to be prepared for every scenario so that I don't have to hesitate or contemplate or equivocate. I just matter of fact, confident, certain. And I need to not just think through, but I need to test different ways of expressing it and see how it resonates in situations so that I can evolve the most powerful and compelling proactive response. Next. Everything is causing effect. If you don't understand what drives results, declines, refusals, contemplation, commitment, then you can't harness them. So you've got to study them. I mean, again, this is not negative. It's so exciting. You're a research scientist. You're the ultimate and you're able with this knowledge to understand the whole business process at a level, none of your competition do. Don't get intimidated, get exhilarated next. Bonuses normally not always enhance both the number of people who buy

2:42:42and the rapidity during which they can buy, they can shorten the buying cycle and it can increase also the size of the transaction or the combination of transactions depending on how you incentivize with the bonus. Next. Yeah. I mean, one of the things I believe people don't understand is that when you're selling something specific to someone, that someone isn't just a perrier buyer. It's a man, a woman, a husband, a wife, mother, father, lover, son, daughter. And the more you understand all that's going on in their life and within reason, you can address other things that are more holistic, the more of a bond you're going to establish beyond everyone else. And this has a lot of implications. So just introducing the thought for you to contemplate is probably enough here next. Yeah. If you're going to talk to somebody and look them in the eye, that seems evident. But if you look on zoom, when most people talk, they look up, they look down. Maybe I do it. If I do it's rude and I apologize. But the more I look you in the eye, even if I'm just looking at the camera, the more confidence, credibility, integrity, I evoke and ethical sincerity. Next. Yeah. If this goes to that, that discussion we had about no two people

2:44:21are the same. You need them to feel that they're more understood, appreciated, that you grasp that where they're coming from and you acknowledge that and you have empathy and respect for their reality. Even if you don't agree with it, you got to start where they're at if you want to get them to trust you. Next. This is no different than an airplane. You once you figure this all out, you have a checklist. Before you go into anything important, before anyone else does, until it becomes so automatic and even then it's worth rechecking it. Even though airplane mechanics and pilots and everybody knows it pretty much like the back of their hand, they still have to go to their checklist because if they forget one element or two and the plane crashes, then that's pretty bad. Next. When you're getting absolute advantage in any interaction, why should they focus, trust, listen, choose, respect, appreciate you over anything else? And the more you can answer that question in a meaningful way, the more you win. This is about winning ethically instead of losing or being an also man. Next. So one of the biggest competitors you are dealing with is not direct competition. It's not indirect. It's it you're dealing with equivocation,

2:46:00contemplation, procrastination, uncertainty, fear, making a bad decision, the wrong decision, discomfort. I found that a lot of people don't buy our stuff because they don't trust themselves to be able to do it or they don't know that they really will commit the time or they don't see, they're not sophisticated enough to see the correlation of investment and yield. So you have to be able to overcome whatever the factors and forces are that keep people from taking action at all versus action, even from you. Next. You want to lower the barrier of entry, make it easier to go forward then backward, make it easier to say yes, then no, make it easier to start a relationship then to contemplate starting. It's just lunches that there's a matchmaking service call, it's just lunch. And what they do is say, look, we're going to put you together with people and just have lunch. You're not going to go to bed, you're not going to go to dinner, you're not going to go away on a weekend, we're going to have you meet for coffee or lunch and see if it's a match, if it is good, you go forward. But if not, you know, public place, nice environment, low risk on both your parts, whoever's paying, or if you're going Dutch, it's modestly cost, very low risk, low barrier of

2:47:44entry, high upside. Next. Yeah, you want to put your words with people are attaining to try to avoid attain eliminate, but have never verbalized themselves. And we'll get a little deeper to this a little later. Next, you're their champion, they're advocate, they're greatest fan. And if they don't feel that, then they won't really trust you. Remember, a lot of the, of the games and the, and the professional games and even the Olympics and everything, they weren't the same without people there, you know, you know, rallying people on. We need that. We need that in sports. We need that in business. Prospects need that. Buyers need that. Partners need that. You're everyone's champion, your team members need that next. So this is just analyzing things. I mean, these are, I'm not going to go into this right now. Next. This is interesting. One time I had, well, two different stories. I had two attorney clients that fascinated me. One was a criminal attorney and I asked him, how could you defend rapists and murderers and horribly terrible criminals?

2:49:22And he said, the only way I can do that is I have to find one thing I can admire about the maybe they were a good son or daughter or they were active in the church, something that I can admire before I can defend them. I had a dental malpractice attorney who refused to take on a client unless he could go and live with them over a weekend and see how seriously impaired their life had become their body had become their, their, you know, their whole reality had become because of the injury. If he didn't be, if he wasn't able to appreciate, empathize and really understand them, he wouldn't take them on, but they didn't think he could advocate properly. Next. Yeah, after interaction, for instance, examine what happened. What did you like about the way you did it or your team did it? What didn't you? What do you wish you'd done differently that you could do in the next one? What did you not have a strong response to? What did, what question or issue did you not really thought about before? What was the most you liked about how they conducted themself? What was the style about them that maybe you want to appropriate a thought process, a communication style, you know, a way that they communicated authenticity? What did you admire about

2:51:01it? I mean, you want to always grow from every interaction you have because if you grow continuously, you look back and you are exponential on steroids. Next. What all this means, you can do different, better things anytime, the next time. But it was interesting, Fran Targeted in a very famous Hall of Fame football star who was a quarterback in three Super Bowls and never one wrote a book that failure is not permanent, just a temporary setback. And it isn't even that. When you don't succeeded something, it's actually a very constructive learning experience because it tells you what not to do the same next time. But you have to have the right mindset. Just like I said earlier today, this is not to be intimidating. This is to be liberating. It's not that, oh, I couldn't apply this. It's, wow, how many ways can I apply this to get my outcome next? This is a technique for dealing with negativity. When somebody is hell bent on negativity, there's many ways to defuse it. But one of them is agreeing with them, a choxin. You know, Brian, I do feel the same way and probably say the same thing if I were in your shoes and didn't understand what we stand for or how our product or service delivers, or why our risk reversal is so comforting or why so many other people like yourself have trusted us,

2:53:10or why 90% of our buyers have already purchased 10 more times. So I probably need to share that with you, but I would feel the same. And instead of trying to fight it, you embrace it and then turn it next. I like that. You're welcome. Next. Oh, I'm changing it on the wrong slide. Okay, let's do where we are. We are at what time do we have scheduled for lunch? We were thinking about noon, so about six minutes or so. Well, why don't we do it now and just stop and we'll start it at right at 1230 because I don't want to get started and stop. That sounds great. Okay, everybody, right at whatever the bottom of the hour. 30 minutes past the hour. Yes. All right, everybody. Thank you. Let's take a lunch break and capture your notes before you go. We will be back in about a little over 30 minutes. And yeah, capture those notes. I am going to turn on the chat. If you want to connect with people, you are able to talk amongst yourselves as they say. So there you go. All right, let's start coming back into the room. And Jay, when you are ready, go ahead and flash

3:29:10your and I need I need two more minutes and I will be back. So tap, Bojangles. Okay. Excellent. So we were we had a fun lunch. I hope all of you did as well. Scott, if you don't mind joining me for a quick second, there is just so much to unpack from this morning, let alone yesterday and this morning. It just we all have so many opportunities to improve and I am looking forward to this afternoon. I know that Jay is going to need to step on the accelerator. So remember that you can review this more than once and there's a power of it. And one of the things that I think that we need to get everyone to acknowledge is the power of our subconscious minds because when you listen to this, you may not realize how much you're taking in when you review it again. So some people are talking about deal making or the brass tacks of a joint venture or a profit sharing deal or something like, you know, how do you do it? And you and I have discovered that in role playing, you you learn how much you really know. So the thing is, is you might not need a deep dive from Jay to get started on all this. What you need to do is to pick one of these strategies and levers and just get started on it. Where you start is you do some of the research, you know, you gather some of the intel, you look into what the

3:30:45competition is doing, and then you role play it with somebody. What else would you like to add to that Scott about how to take action on these things? You know, Jay likes to talk about small tests, you know, you find an idea or concept and, you know, when working with sales people, I found that there's a number, let's just say it's 30%, that the average salesperson closes out. That means that two times out of three, they're not getting the deal. One time out of three, they are. And not every time that you work with a new idea or concept, you're going to hit it out of the park. It's not, can't think of it that way. So small tests are a good way to look at a process and say, what can I do that's going to be low risk but high reward. And that I can test and find out if it's going to work. I think that sometimes there's a weird correlation to failure that just because you stopped and didn't make it work one time means that, you know, that aspect of business is a complete failure and that's not true. It takes a lot of work and effort. You know, you and I get the benefit of hearing these conversations frequently and I'm in here madly taking notes and writing down questions and seeing like, you know, there's correlation with this point. So if you're brand

3:31:55new to this, it's like drinking from four firehoses at one time. Being around this, it's still like drinking from a fire hose or as always content that you can take. And Jay does a great job of explaining concepts and ideas. So the mistake is just thinking like if I go through this one time, I'm going to get everything that I need. What you need is what you hear at the time that you need it. So there's people in the chat saying relational capital, you know, there's things about the unconscious mind. Those things that stick out makes them notes about them, talk them out. One of the coolest things you can do is just grab your phone and go on a drive or go on a walk and talk to yourself and just talk these things out loud. I do that a lot. I've got a headset, like a gaming headset. And if you see me driving down I five, some point where the gaming headset on is because I'm talking through concepts and ideas. And sometimes it'll take me a couple hours. Sometimes it takes a few minutes. But then I have that transcribed transcribed to otter and it helps solidify some of these things. Sometimes I'll turn it into a training session. So the workbooks that I do, therefore you're benefit. But one of the things that they help me do is solidify the

3:32:59thoughts and how do I put this to action? How do I create some momentum in my own mind? If I can create a workflow for it and I can teach it, that means that I can do it myself. Now for taking action on a mindset thing that Jay has shared, a great way to lock that in is to teach it to someone on your team. Teach it to your partner. It's a great way to lock in a mindset is to share that information, review it, review your notes, maybe listen to the replay, and then teach it to someone. Because when you teach someone, like Scott and I have found out, when we try to articulate what Jay has said, we know how much we don't know about what Jay says. We have stumbled and bumbled through most of Jay's material more than once. And we know because we've wrestled with this, we know how powerful and deep it goes. And we know that we know less than you. It's just that you don't know this well enough to know how little you know. How fun is that? So by learning this, you're going to learn how much more there is to unwrap and unpack. So give yourself permission to learn more, engage more. But here's the thing. In my own life, my big takeaway is I want to start valuing the fast acting small action over the sexy big win. Because even though the sexy big,

3:34:28you know, the big swing to knock the ball out of the ballpark seems like the thing to do. It's the little steps that I do before that putting on your cleats before you go out on the field, making sure you had breakfast so you can have, you know, make it to the ninth inning, making sure you have your water bottle with you so you can stay hydrated till the fourth inning. You know, it's these little steps that are so much more important than that final big swing where you hit the home run out of the park. If you don't go through the nine innings, if you don't have a good breakfast, if you don't resolve that relationship argument that you had from three weeks ago that's still hanging over your head, you know, you're going to have all this baggage with you, you know, you're not going to be in uniform, you're not going to be hydrated, you don't have the energy, you're just making the big swing and it doesn't fit in. So when you take the small steps, it leads to the big steps. So I hope that you all prioritize a big, sexy thing that'll keep you motivated. But do the little things first. Take action on those little things that may seem easier, almost trivial, because that's where you get your momentum. So Jay, we're on here. Let's

3:35:37continue our adventure. And pardon my voice. Let's do it. Now we left off here. Is this one that you want to go through? Yeah, do we have a lot of notes on this one? There are some real powerful notes as well as how to ask questions. But if you want to just talk about the basic concept, they can come back to. Well, let's yeah, let's let's go through this is a trilogy here. So I think that one has helped distinguished, nominate, differentiate, and drive my successes that I've become very good, I believe, at being a critical thinker, thinking about issues at a much deeper level of strategic meaning. I think I have learned to become a consequential thinker, being thinking about action, reaction, probability, outcome, cause, effect, contingency, thinking. And I think I am really probably world class to be truthful about Socratic interviewing, about being able to engage somebody and take them on a journey progressively. And through the process, getting them so comfortable that I am in the moment with them that I am really projected into their reality. And it's taken a long time, pardon me, for me to be able to become reasonably masterful at those abilities. You may take a while, but if you're not at all aware, focused, embracing any of it, even if you're again, semi

3:37:48competent, it's going to be like those categories I told you about that they're compensating. Even if you miss execute, they will still deliver enormous bounty for you. So let's see what some of our slides are and we'll see how they, whether they're relevant, I created these, but I haven't looked at them for a while. So the critical thing is improving the quality of his thinking through skillful analysis assessment, reconstructing deeper thinking, it entails effective communication, problem solving abilities. All of these are designed to expand that machine up above your neck that is just there waiting to be utilized. It's only being utilized by most of us a fraction of a fraction of its capacity to produce, perform and profit for us. Next. So a critical thinker raises vital questions and problems, formulating them in your mind clearly precisely gathers, assesses relevant information using abstract ideas to interpret it comes to well reason conclusions, solutions, tests them against relevant criteria and standards. You're able to think at a height and strata above the people you're competing against. Sorry, I've got the window, but I'll shut it into a moment. The airplanes are coming fast and furious right next to me. I've got right on the

3:39:27middle of a runway. Next. Things open mindedly objectively with alternative thoughts, systems in mind, assessing assumptions, implications, practical consequences, communicates effectively trying to figure out solutions to complex and even simple problems that other people don't recognize is aware of the your own emotions and the influence emotions have over decisions. Because a lot of times we make assumptions. As I said earlier today, assumption is too much. I don't know where to start. Assumption is a short word for my startup. I need something else. What else could you want? And an infinite number of ways to find buyers to cost effectively attract them, convert them, monetize them, get other people to put up the money to raise your your standard and get free rides with other people. I don't know what else you could want, but geez, I would wish people would have given me that when I was starting next, recognize the degree of conformity, their peers display understand these factors have influence over the other people's thoughts and actions. Yeah, let's continue. I don't want to go through everything. It's a lot. It's great though. You guys going to have all this to review a concept. Go back one more.

3:40:54Let's see what a consequential thinker is involves evaluating costs benefits of choices, impulses, reaction, probability, outcome next. Yeah, when you're when you're doing a Socratic interviewing, you want to basically you get others to think more about what exactly they're asking thinking about. You're drawing out things from them. You're looking at what are you saying that? What exactly does that mean? How does this relate to what is the nature? You're asking all kinds of cool questions that I don't want to get I want to get through as much as we can, but everybody we created the depth of these. So you could take each one that you wanted to master or at least gain proficiency and prowess at and have a roadmap to get pretty well into it with these. And then you have as we get them all put up, you'll have all these advanced modules to take deeper on many of these things, not all, but a lot of them. And if you can't really pick and choose and then go deep and get masterful relatively quickly and whatever you want to apply, I'll be not surprised because I'll be disappointed in you. Not what we've created. We've created a safety net of capability for you that is only it can only be compromised if you don't avail yourself of it. Okay, next,

3:42:40yeah, go through. I don't want to go through all these. I wanted to see what they are. It's good. So look at all the things we've created for you. This is just on Socratic interviewing next next. Just keep powering through. Okay, on thinking differently, let's go back for a minute. I think one of the cool things about me that I stand for is teaching you to think differently about everything. To look at your worldview and flip it on its end. Don't force yourself anymore to be linear. Don't force yourself to see it as everyone else does. Because breakthroughs aren't going to come from seeing it the way everyone sees it. They're going to come from seeing it differently, seeing new possibilities, new options, new opportunities, new flaws you can compensate for, new gaps, misassumptions or assumptions that are self limiting that other people practice. Like I only sell one product. So that's all I can sell instead of. I sell one product to a buyer, but that same buying influence buys things before, during, after, instead, why couldn't I access all of them and offer those two? Next, I don't want to go through a bottle. Let's show them what we've got real quick, really quick. Okay, go ahead. So it just shows you how to think really,

3:44:06okay, and this would just one quick one back for a minute. So there's a great, I mean, the story of Alexander the Great, every this this mythical king in Greece created this massive gordia knot and said anybody who could figure out a untangle it could have his daughter as their bride and all these riches that he was willing to give them the treasure trove of riches. Many, many, many, many, many suitors tried and nobody could untangle the knot. Then Alexander the Great looked at it, looked at it a couple of times shook his head and thought, okay, and he drew a sword out and just cut it right off. I call it the Indiana Jones School of Marketing. If anybody ever saw the first Indiana Jones Raiders of the Lost Ark, Indy was being chased down a bazaar somewhere in I think North Africa and some, I don't know where it was, maybe Madagascar is somewhere and all these really scary looking people were chasing him and he was trying to escape and so he slipped into a alley and we thought he was safe but it turned out it was a dead end and at the one end was this, the end of it was this seven and a half foot tall giant spinning all these huge swords looking really intimidating and then behind him were these two guys coming at him looking really mean and you thought for

3:45:35a minute he was a goner except it was only 20 minutes into the program so if he'd been a goner in a very short lived movie but nevertheless after two minutes of watching this giant spin his sword and looking very pensive Indy pulled out a gun and said screw that stuff and shot him. He changed the game. You can change the game at will. You can cut that you can not have to try to untangle the knot but just lop it off with your sword if you want to think differently about your situation. I'm just going to walk over for 20 seconds and shut the window so you don't hear the jets anymore. Hold on. Okay next. All right so that thing is a very powerful concept that most people don't even understand. You can test all kinds of scenarios assumptions variables in your business world and you do something one way you get a certain result. You do something another you get another result. You can test ads. You can test media. You can test propositions. You can test prices. You can test bonuses. You can test risk reversal. You can test packages of offers. You can test pricing terms. You can test how you describe something. You can test how you prove your proposition. You can test how you demonstrate it in words or if it's video you can test the value

3:47:23of different people. Types of buyers, sources of buyers. You can test back end offers. You can test other additional upsells at the point of sell. You can test downsells to people that don't buy. You can test sequences of follow-up letters and if you test nothing and you start saying okay what am I doing now that I can easily test some of these. You can test how you how you start a conversation on the phone in person in somebody's office at a trade show. All of these will produce variation. We've seen one approach triple the causes. We've seen one headline five to 21 times multiply sales. We've seen one follow-up sequence triple the total number of buyers. We've seen one bonus quadruple sales. We've seen risk reversals change everything. We've seen different upsells quintuple the profitability. We've seen a lesser price entry level offer instead of the expense they offer 10 times the number of people that started a relationship. If you're not testing a number of those kind of hypothesis assumptions and variables you are leaving enormous amounts of profit potential on the table. Next. Every transaction every kind of buyer every lead is worth different amounts until you know where they came from what they came for.

3:49:12And when you if you retroactively examine values and you can say okay let's go back in time. Let's forensically examine people that came from different ads people came from different media or sources people that came and bought different things first and then what else they they bought or what they bought if they only bought one thing and what they cost to acquire what they made and you'll see all kinds of variation and when you see that variation you'll see that certain certain maybe ads or media or types of of product service offers you want to do more of for cash flow certain ones you might want to do more of for the back end the residual or the yield you'll get all over time you have total control when you understand the dynamics and the metrics and the performance elements you're dealing with next already said that next we've said that in essence go ahead you have a control right now which is whatever you're using that becomes you know your ad if you only have one end that's your control if you have one way of of present presenting or one thing you say or one way you say it that's your control if you have one price point that you're control if you have one offer that you're control if you have no risk reversal one risk reversal

3:50:45that's your control you constantly see how many ways you can improve whatever your control factor is and you only want to test or experiment with changing one variable at a time next yeah I mean this is just stuff I you test one against another a lot of the the digital media let you test all kinds of things problem with digital media sometimes it's not trying to get you the most profitable residual value they're just trying to get you the most sales upfront and that may or may not be the ultimate goal you're after depends on where you are in the business continuum if you have no money your startup and you need profit you might need to get more front end profit but you might be much better off long term playing a back end game where you get buyers should buy over and over get even if you don't make as much profit on that quality and you won't know till you experiment next I already talked about all these things you can change next next uh and we sort of went through all these things and and all of you you got I mean this is a lifetime pq optimization I've talked a bit about this but if you have a sales force of any kind and you can just also apply stuff a lot of people doing the same thing internally but if you have a lot of sales people in the field

3:52:13on the phone uh freelance salary when you start analyzing who's stronger at what it is amazingly revealing you will find that one person might be better at opening accounts one might be better at selling certain kinds of products one might be better at holding profit one might be better at selling certain kinds of combinations one might be better at selling certain scenarios one might be better at selling certain industries if you find out who's better at what and what they do differently, assuming you have multiple salesmen or women. And then you teach each of those salesmen or women all the different attributes that the highest performers in each of those categories does differently. You can multiply that salesmen or woman's performance 10% here, 3% there, 5% there. And the combination becomes dozens and dozens or hundreds of percent increased performance and it could be hundreds of thousands or millions of dollars more revenue for you and could double their income for themselves. So same thing with distributors, with franchisees, if you have them next, already, this has already been covered next. Go ahead. And by the way, everybody, I could go deep on all these as you've already seen, but I've

3:53:51got a lot of talk. So social intelligence and EQ and emotional is your ability to understand yourself and others emotional response and reality from surreality and how to understand the interaction you have with your community, your marketplace and be able to command and control absolute ethical advantage over yourself and others. It's a soft scale, but it's very powerful next. So when you become self aware, you understand your weaknesses, your strengths, you improve your communication, your clarity, your communication of expectations, you improve your ability to lead, lead internally, lead people you represent as the head of your business or the product icon next. Hello, can we lose Brian? Hello, Brian, next, are we have a problem? I think we may have a technical issue. Stand by for a second. No problem. Everybody, don't worry about it. If we do, we'll fix it. Not a problem. It is fun. You got plenty to process while we're waiting. So no problem at all stuck in back by passage.

3:55:36If you need to go to a different slide set, it's okay. Okay, we're going to go to trust building. We had a problem with that. We'll just to get the slides. So this is pretty cool. Stephen M.R. Covey has emerged as the world expert in business trust building. He has studied the principles of how, why trust is such a powerful force and factor in people's decision making and emotionally emotional commitment process. He has realized that that you literally can multiply your results by 300% in a broad array of implications, 300% more sales, 300% faster closes, shortening the sales cycle, 300% more collaborative cooperation from your team, 300% more impact in your message by using the elements of trust building. And he has isolated them down to literally, I believe, 13 principles that we are going to share with you right now. And when I share these, do yourself a favor. Don't be defensive and say, well, I do that and I do that. The truth is most of us think we do these things, but we don't come across anywhere close to as compelling, as authentic, as complete in any of these.

3:57:53So the first one is talk straight. Talk straight. Be straightforward in how you communicate. Second, demonstrate genuine, authentic concern for the other side. And this is universal. It means in your advertising and your selling and your communication and your leadership, in your management, in your hiring, in your motivating internal external, create transparency. Don't be covert. Don't be close to the vest. Don't be surrectitious. Don't basically keep people unpinned in needles. Number four, right wrongs. This is sort of goes back to alcoholics anonymous, you know, make amends. If you've done something inappropriate, said something, been rude, mean, and interested, maybe been fast and loose on something, promise to do something and not, you know, been late for something, missed something, not shown up, not appreciated somebody, proud, beat somebody, demean somebody, admit it and resolve it. Show loyalty. If you want loyalty, show loyalty. You want loyalty to your clients, people who bought from you deserve more loyalty than the people that have them, people that work for you deserve you to be as loyal to them as you want them to be to you.

3:59:39Employers to have this delusional mistake that thinks they have a franchise entitlement to everybody caring about them, to buyers continuing to buy, to employees and team members staying motivated. But you don't, you have to earn it. You have to refuel it, refuel it, refuel the tank over and over again. Deliver results. Deliver results your team can see. Deliver results your clients can see. Deliver results that people appreciate that prove that you when you are asking them to trust your leadership, you are demonstrating that there are reasons why because you deliver results. Get better all the time in every way. And if you go, oh, I am overwhelmed, I can't do all this. Realize this. Most people don't even read one book a year. People that I know read one book a week, my wife reads two books a week. People that manage 20,000 people have to do a lot of different things and people that manage themselves. You can't figure certain things out, but it's not that you can't, you won't, you don't, you don't try to understand the process of doing it. You can get better as a leader, better as a marketer, better as a manager, better as a value creator, better as a human being.

4:01:21You can get better as a man, a woman, a husband, a wife, father, mother, lover, significant other, parent, you can get better as a friend, you can get better as a advocate of your market. And again, you have 24 seven, how do you allocate it? If you look at how you use your time and opportunity, now you will shudder. There's no question people's time goes by, but there's a great question that you use it even remotely close to opt. It clarify expectation. If I assume things, but I don't clarify, or I use phrases that are abstract and based on my definition, not yours, and I don't assure both sides that we are hearing the same, we are understanding the same, we are achieving the same, we are pursuing the same, our timeline goal and outcomes are the same. If I have, if I do not have the right to be upset, if I don't get the outcome I want. Number nine, practice accountability. Accountability to others, accountability to yourself, accountability to your clients, accountability to your vendors, accountability to your team members, accountability to your loved ones. Confront reality as it exists, don't be a diluted optimist, don't sweep problems under the table, don't act like, don't be just the eternal optimist, be a strategic, totally resilient, possibility based realist. I mean, there are

4:03:11negatives, you have to overcome, there are challenges you have to resolve. There are problems you have to solve, don't go airy fairy, you know, don't think, don't think Polly had it like, be a realist, but be a strategic proactive and resolution based realist who takes the problem, the challenge they constraint and overcomes it. I mean, if you think about it, we're here to embrace, to embrace, confront, overcome, resolve, and keep going higher up the mountain of negatives. I mean, if you don't overcome negatives, there's no fulfillment in life, we'd all be stepford people. Keep your commitments to others internally, personally, to your family, loved ones, to your clients, to your vendors, and to yourself, commit to yourself and do it. If you're going to lose weight, starting January 1, lose weight. If you're going to keep growing, if you're going to read a book a week, don't read a book one week and then stop or read three chapters. If you're going to start figuring out what you're going to test, figure out what you're going to test and start doing it, if you're going to watch this three times, don't watch it 30 minutes and say, I'm going to do it. If you're going to do something, allocate time on your schedule and make it a priority. Number 12, listen before you want to be heard.

4:05:01Stephen R. Covey, the father of Stephen M. R. Covey said, try to understand before you want to be understood. Number 13, extend trust. If you want people to trust you, trust them. The majority of us deserve it. A few are bad apples, but not most of them. Most of us are fundamentally good, but fundamentally honorable. We fundamentally have integrity, maybe not always the same. Our values may not always be the same, but give me the benefit. If I breach that, then take it away, but don't take it away before, because people that don't trust others are saying they're not trustworthy. You don't think people realize that what you do expresses exactly what you really are. Next, we're having some technology problems today. Go back, go back, go back, go back. No, no, no, you're going the wrong way. You're going the wrong way. You're going the wrong way. You're going the wrong way. I think. Are you already gone over this? No, just a trust. Go on to the next. Let's see where the next one is. And maybe you're going to. We already talked about that, didn't we earlier? It was when we did it was a placeholder.

4:06:41Pass through that, because this is what case thought. So sigma is a really cool. It's process improvement and everything you do, there's processes, there's systems, there's procedures. If you isolate the processes, these are like impact points. There's processes in delivery of your product. There's processes in acquiring the product. There's processes in organizing your marketing. There's processes in fulfilling your product. And the more you look at your processes, the more you can improve streamline, enhance, multiply them. And the more you do that, the higher your return. My friend, Shubir Choudhury is the world expert in six sigma. He was able to look at processes that general motors about two years ago and find $5 billion of improvements. And those improvements represented savings. They represented enhanced performance. They represented short and timelines. They represented less process function. So it streamlined it. They represented more predictable performance of the products or assembly concepts. So you're always looking for enhancement. You're always looking to invest in enhancement, because that's a higher ROI next. Yeah. So Sally Hogg said, there's all these, and I'm just introducing a few of them. I think we have

4:08:29a list, don't we, Brian, of some of the other soft skills that we found? They go, go back to Sally for a minute. Don't go back. Don't change. Yes, we do. We have a whole list of soft skills coming up. Yeah, good. So just to get you started, there's hard skills that are measurable. And there's soft skills that usually haven't been, but there are experts that are starting to measure it. And there are many, we're going to introduce you to some of the experts real quickly, and then some of the soft skills real quickly. So you can realize how much you can work on. And again, don't go, oh, I'm overwhelmed. Don't be. The greatest thing in the world is to have choice. Isn't it? Free choice. You start with all you could do, and then you isolate the ones you want to do first, second or third are the ones you have to do, or the ones that are the easiest to do, or the ones that seem like they're going to have the most response, most impact for the least time and effort. And you do those first. And maybe you can do a couple of them at the same time. If you have a team, maybe you can do some, they can do some. Maybe if you are all by yourself, you pick the one you're going to do first. And as soon as it starts working, you decide whether

4:09:45you're going to do more or whether you're going to use some of that profit to pay someone either to work for you internally full time or somebody outside to just work on that activity. And you keep cycling. It's really easy when you don't get overwhelmed. So Sally Hogg said, started out with her methodology being focused on how she had originally, it was, I don't know what the category was, what was it originally, Brian? Do you remember? Because she evolved it. It was originally fascination. Fascination, right. Thank you. How fascinating you are. And she found in a studies that the more fascinating you were in your interaction, the more effective you were, the better the salesperson you were, the better the motivator you were, the better your leader you were, the better inspire you were, the better iconic face of your business you were. And then she started evolving it and realizing that it had more implication than just fascination. In the full sense, how you are seen by others. And then she started doing research and it too was about a 300% impact factor. The more powerfully and positively and profoundly impressively you are seen, the more impact you have. And when I tell you 300%, and I tell you 300%, it's not Sally's plus

4:11:29Steven MRS together are 300, it's Sally's is 300, Steven ours is 300. So even if you misexecute because you have to work on it, you just take what you understand first. If it's only 50% for Stevens the first time you apply it, if it's only 40% for Sally's, but you're doing this 10 different places and it's 50 times 40 times 30 times 100, it is off the chart. And that's how you create these above exponential profit explosions, because most of these will fall faster and more significantly to the bottom line than the top. If you do it right next, the apparent is better than better at Sally's quote. I love that. Next. So she looked at how you're seen, how are you seen, whether you're innovative, whether you're passionate, whether you're powerful, whether you have prestige, whether you're trustworthy, whether you have a mystique, whether you're alert and responsive. And each of these she gave a relative weight to I'm just giving you the outer periphery. And next, now the next is Roger Love. Roger Love is started out as a voice coach and he's ended up coaching many of the Grammy winning singers. And then he realized that he was really a master of strategic communication. And then he realized how you are heard can affect your impact, your

4:13:12outcome. And he started coaching salespeople and litigators and speakers and newspeople. And he started producing outrageous improvements and outrageous enhancements and outrageous performance increases. And so he's got a methodology that's really cool. Let's go to the next slide. He says that when people hear you, they're immediately going to mentally assess where you're from, how successful you are, how much confidence you have in yourself and whatever it is you're advocating. If you are worth listening to, if you're in control or you need to be controlled and you're really a subordinate, not a leader, if you're energized or basically bland and uninterested, if you're mundane or you're creative, innovative, inspiring. And when we're done with this and you get this PowerPoint, pass yourself through this. Michelle, later on, tell me how in the world I can stop this because I keep hitting the right maybe the wrong button, but it keeps making that noise. Anyhow, I'm trying to show you all all the options in every form and show you that as you work on these, if you increase performance on many facets of your self and your business, it is a beyond exponential outcome. Think about a multifaceted diamond that just sparkles beyond imagination. It wouldn't

4:15:11happen if they only had a few of the facets cut in polish. But some of these have so many facets that it's just beguiling. I'm opening you up to a world of performance, enhancement possibilities that give you total certainty, control, and command of your business future if you take charge and accept it. Next. So long ago, I started thinking about how do you greet wealth in business, but then I started thinking, what is wealth? Because wealth is denominated to find many different ways. So here's five definitions, not all of them, but five you should think about because you should be building your business to address most, if not all of them. One is you want to be able to multiply whatever your current income is continuously compounded because you can. You can't. You're going to start with one thing and then hopefully it'll do better. Then you're going to add another and it'll do better and then it'll start doing better and better and better and compounding. And then you keep doing it and you don't stop because whatever I teach you today is a starting point. You can go back and iterate and do more refinement. Over time, if I'm still on this earth, I'll share with you new distinctions in new trainings. If I'm not here, somebody else will pick up the mantle. You can

4:16:40rest assured of that and find distinctions, but you should never stop. It should be constant, never ending enhancement and improvement because you can take performance from wherever you are to enormous stature. Think about companies that started small and now they're multi-billion worldwide. You may never be multi-billion worldwide, but there's no reason whatsoever to be tiny little and limited. So the second is create far greater predictable future income. I should put predictable so you know with certainty you have revenue and cash flow in the future. The third is always fine within what you're doing and outside of it, windfall income, jackpot income, a newfound income that wasn't there before and then you can convert newfound income to ongoing income and move it then to one and two. And then four, you need psychic income, emotional wealth. If what you do is not fulfilling, if what you do is not psychic and emotionally enriching, if what you do isn't uplifting, if you don't get up on a Monday morning excited about what you do and you're going to commit the rest of your life to achieve on you, you should sell it or get someone to run it and try to find something that does turn you on and turn you up because

4:18:09honestly the rest of your life is a long time and there's a correlation between emotional wealth and achievement. And if you don't allow that correlation to work for you then it's going to work against you. Five is position the business for future set and make it an asset. If you do it right and you systematize it and you have a lot of residual income and predictable income, the odds are exceptionally high that you will be able to turn a worthless business that's just income and you really it's just a job into an asset that could be worth five, 10, 15 times what it pays you in a year. And it's the same time or effort is just how you structure that asset your business is an asset if you wish for it to be. And if you do it right it'll be a prized asset that people can buy. If you really want to do it wise you start by creating your business as an asset and then you start acquiring on an earn out other related or complementary businesses and combining them so you create this larger asset because as you expand the asset the value is a symmetric. What might be only worth a two or three time multiple of its tiny could be worth a five or eight time as it gets to a certain threshold and it could be worth even more if you get it beyond normality and that's

4:19:35what your goal should be long term for the rest of your business. Next, you know we I'm going to go back to this let's save this for after we get through a lot of other things because these are fun stories but they take a while. So there's a concept that I I created called sunk cost marketing and it's basically looking at every sunk cost you or others have invested in money time effort learning curve opportunity cost that you no longer are receiving a meaningful return on or yield and figuring out how to reclaim and re monetize that sunk cost. The easiest way to explain it is a lead that didn't convert that you had to pay for either in money or effort. A buyer that became inactive. A a advertising approach you stopped using a a distribution channel that you stopped that stopped selling your current product but you have a quality relationship with and maybe you could structure relationships for other people who have other products and you could get a piece of that. A organization that may have endorsed you and done a promotion to their list and that's over and you're doing nothing else with them and you could structure new new endorsements or endorsements for others. People that used to work with you and left but might have relationships

4:21:40that they can feed. People that work for other companies and left that could introduce you to their former clients and move them to you. Salespeople with other companies who left that could basically do the same for you. There's a whole spectrum of sunk cost categories and the first is to say where have I already sunk also learning curve. Maybe you've got a methodology that you use or there's another sunk cost and that is there may be somebody in your business working for you that has created a methodology that is outperforming what anyone else could do in that role but you've never really recognized it and if that person leaves that methodology will be forever lost if you don't preserve it and once you preserve it and codify it you then can teach it and apply it to other people doing it now or other people that come in after that person either leaves or get promoted or you could take that and teach it to other people outside of your competitive market and get paid a usage fee, a training fee, a percentage of its savings or its profitability. Next, you know avoid sunk cost thinking evaluate their party you know what are the risk cost liability systems assets. I don't remember what this meant so go to the next one. So you always

4:23:14want to try to monetize the sunk cost you want to reactivate it you want to figure a way to turn it into profit because if you do I mean I gave you the example of the company that was getting a thousand responses a month for their their CRM they were closing 3% they were not closing 97% they were spending a hundred thousand dollars a month on advertising to get those thousand leads meaning they were wasting $97,000 and by going now to the people that didn't buy in the future and before and offering them a more affordable lower price one we were able to reclaim the sunk cost we were able to make outrageous profits we never had access to we were able to make all those 97 thousand dollars now a great profit center for us instead of a a black hole just by thinking differently. Next, modeling for millions. Okay so there's three implications of this and that is how can you take what other people have done inside and outside your industry and adapt them adopt them to you either through observational interpretation through buying them the rights to use it to licensing the rights to use it to profit sharing the rights to use it do you even know what they are advertising approaches selling approaches lead generating approaches access vehicle approaches

4:25:11management approaches cost containment approaches if you find that there are other people in the same field outside of your competitive market or other people in in parallel universes but not the same in your market anywhere that have methodologies that you could borrow and you could apply it in your business and it would be either saving space productivity based profit enhancing based and you pay out of results or you pay a lesser amount then it makes you you want to do that all day long but you can't do it if you don't know who they are what they are why they are where they are and you can study outside I mean if you're like in the heating and air conditioning in Louisville and that's all you're doing you might look at every heating and air conditioning outside look at their ads look at their their emails look at their landing pages looking at their call and see how they handle things you know study their success if they're independent and they're only in another city contact them see if they've got methodology that would that's better performing than yours if you've got for example I have a client in HVAC and he closes 60 percent I think are 65 percent of the leads that his ads produce the average is about 35 so we are preparing to teach

4:26:43his methodology outside it is one city to as many people's want to learn it because if we can help them close literally almost twice as many prospects for an average of eight to fifteen thousand dollars where the profit is three to to five thousand dollars and we get a share of it and we do it with a hundred other companies it's huge you can if you add stuff you can out out you can take outside great but it's probably a lot easier to take things inside they're everywhere you just have to start studying them next you can you can learn the strategies that work but you have to monitor investigate study research next borrowing from billions this is is using the the enormity of resources that other companies have put into play to borrow what they make available freely and nobody even understands for example you can go on Amazon in the product category and you can see that people that buy one thing buy other things well they are telling you other things you could go into if you're in those fields if you sell uh let's think about it if you sell uh i'm trying to give a good a good concept here well i have a client that sells essential oils when we go on Amazon we see that people buy essential oils buy what else you know and people that buy what else buy essential oils

4:28:41and they tell you other products that you can earn with there's amazon.com school of business which i will probably get ahead of myself but you can go if you're in any field of endeavor you can go on amazon's to start with you can see any book over the last three years that has been a bestseller in that category or related categories related to me if you were selling essential oil as an example there's people in in yoga there's spiritual people there's people in all kinds of categories that are similar you can go to all the books that have ever been sold in those categories and you can find first of all the titles and the subtitles of those books because most books are sold by the promise and the premise and the benefit that they they telegraph more so than the quality of the of the of the content you can collect all that scrape it all and collect it and those are really very powerful headlines and sub headlines you can use many places you can then go to the chapter titles in the successful books and the same thing normally they convey a promise and a premise that people want so you collect all those and those give you language patterns that are better than most of the copy you or your copywriters write

4:30:06then you go to the review segments of of amazon where individuals review the book and give comments you look for the zeros and the five zeros are terrible five are great you do the same for the low selling books on the negative side and you see what people loved and what they didn't love and how people express it when they are passionate passionate means very happy or very mad if you've never thought about it when people are exhilarated and happy they're subconscious overrides they're conscious same thing when they're unhappy if you've ever seen anyone who's delighted with something or somebody who is angry with something if you back out vulgarity their subconscious is really amazingly efficient dimensional great imagery and metaphoric when they're explaining their joy or their anger so you go through the the positives and the negatism you scrape those because when people are in state and the subconscious is overriding a conscious they express exactly what they wanted and loved and what they didn't want and you put those into two categories the positives and the negatives then you go to discussion groups and you see all the positives and the negatives people that are in their own words on the same kind of of issues on the topic

4:31:33of whatever you sell a product service category type of person then you go to review sites for your competition and you can do it all over the world in english-speaking languages and for yourself you take the positive negatives but it's all written in passionate language now you can now you consolidate similar phrases in a hierarchy of the most common the second most common the third most common if you do it right you have all these powerful positives premises and and promises in language that resonates with your target audience and you also know what everyone hated and didn't want and then you can craft your own messaging to them using this billion dollars of research that cost you nothing and that you can access 24 seven and you can write headlines landing pages emails scripts letters ads that speak to them in ways no typical copy could no competitor would because they don't understand how to put into words what people really want that's the essence but i've never said before never thought before never verbalized before that's one way you can borrow from billions you can also see topics that are trending there's all this research out there that's available to you there's all these tools out there there's one that let you look at every ad

4:33:06that's being read on facebook for anybody categorically if you do that you can see what kind of ads are working for the high performers and you can adapt them or adopt them or people in related but not competitive field so you can use variations for yourself there's a myriad of things like that next next oh this i just said it's another version of this and they're just most people don't realize that you have all this wonderful resource available if you if you refine and shift the way you look at at accessing intelligence accessing knowledge accessing research accessing insight next already talked about it next next you can go through amazon totally okay so this is more sophisticated this friend of mine helped companies prepare themselves to sell to private equity firms and i liked a lot of his methodology and i'm including it but i'm going to power through some of the most simplified and easiest aspects and i'm going to defer talking right now about the others they're included in some of the advanced modules you'll have access to soon we're putting them all up it's you won't have them all for a week or two or three but it's fine because you're going to have to watch this over and over again and start start experimenting so you'll have plenty of time before you're wanting to go too deep

4:34:58let's see that the slides and i'm going to power through them so he's had the anatomy of a healthy business they're constantly developing new products new services they have a very sophisticated customer or client acquisition they understand how to maximize lifetime value they have created enhancement strategies they have a boat strategy of differentiating their product they have processes they're constantly introducing and and improving they are constantly improving the yield on performance of every facet of their revenue system next they have an exit strategy they're engineering they move to automation as often as possible to eliminate cost and variation they outsource when it is more cost effective they systematize and document codify everything so it's if somebody wanted to buy the business it's not dependent on the owner and a bunch of people to have it all in their mind they have certain trade secrets that they know how to protect they are enhancing return above and beyond their generic competition so that it's very desirable and people want them next so when you look at what's you when you're trying to grow your business or or position it to have more value you want to look at what you control what you

4:36:36can't control okay let's take a look next so you can't control what's happening in your industry you can't control stock you can't control the economy you can't control regulatory and you can't control interest next you can't control how what rate you grow you can control your assets you can control the quality of earnings meaning that it's predictable that it's sustainable that it's desirable that it's it's not it's not diminishing or or short-lived and the predictability that you put in motion systems that will convey to somebody it will continue and sustain so that they're willing to buy it and pay a premium next all things being equal the more earnings you have from a more broad diversified buyer base or sourcing base the less risky the businesses that's why you want many many back end product services that's why you want many strategic alliances that's why you want many different pillars in your power part the norm next remember increase your sales and growth rate and you increase the predictability and sustainability of earnings assuming you're a strategic anchor next you can decide to concentrate or spread your risk you have people risk you have talent risk you have market marketing risk you have positioning risk you have competitive technology

4:38:18risk you'll have risk of alternative means of getting the same outcome that your type of product or service produces next you have to be beating the market or you shouldn't be in business literally I mean you're starting a business but you're putting money in it if that money is not going to earn you a lot more than you could make sitting passively in the market or in real estate and you make the same with a job other than the freedom and the freedom may not be worth it because you're buying a job if you don't build it into something that's predictable strategic sustainable and satisfying next if you're not getting those kind of outcomes you better rethink your strategy and make the asset produce what it should which is that alpha yield above and beyond normal or liquidate or give the resource to someone who can get the rate return you're not getting or give it to a manager and use your opportunity to take all we've just taught you and put it into something bigger better more profitable more valuable and more asset rich next it's very simple concepts but how many people even think about this not many small medium entrepreneurs and definitely not many startups that are just trying to make money instead of really creating an asset which is where real wealth comes from next

4:39:47it's a guy did a nutshell apply the same methodology that professional investors apply to their investments to your business activities and actions next understand your micro investment before before you are the investment in the business the investment within the business you look at cost to acquire leads prospects lifetime value what is the yield you're getting that is an investment it's not expense member you're not a spend it's an investment you better know what you're getting because you might be getting a negative yield and you got to reallocate next what are some of the most common mistakes entrepreneurs make they pull risk out of the business excuse me they don't they don't really they the risk are they put risk into it instead of pulling it out it's written wrong think like a proprietor they think like a proprietor in terms of revenue and expenses instead of thinking like a professional in terms of yield that's the two-dimensional versus the three-dimensional thinking and they don't think about being value creators and about the experience they're creating for their market above and beyond their competition next we already talked about this so I can I can pass on that go ahead you never should write a check in business if you don't believe it'll produce

4:41:10some kind of a return but as an investor it would be insane not to get a return that exceeded what you could get deploying the money somewhere else so you never had one of you don't think you can make money on them do you even know what some what kind of yield you're getting on your on your investment and people and processes and products and marketing if you don't you better start doing it next okay you could enhance your return a couple ways you can make new investments which are expensive or you can maximize their turn on the existing investments you are have already made next you can deploy new risk capital or you can find ways to maximize the yield on the capital you've already deployed the latter is easier safer more leverage you can add 20 more salespeople or you can find ways to get far more productivity out of the people you've already hired or you're hiring next it's similar to understand intellectually but intellectually putting into practice takes discipline this is where you say oh I don't know what to do operating commitment implementation execution monitoring measuring next so we're going to find more value in a business in reallocating capital that's sort of like the human hedge fund in making the process improve

4:42:53selling processes marketing processes fulfillment processes reclamation processes reactivation processes referral generating process and then expanding in multiple areas strategic alliances power part that on next when you reallocate capital you want to measure the relative performance of the current process when you have different processes the higher yielding ones should get more capital than the low ones it's very obvious but most people aren't taught to do that next you constantly monitor the numbers what's it cost to acquire a buyer what are their lifetime value next higher yielding processes get more capital lower yielding get less if a different strategic purpose and value all thing one size doesn't fit all they're not all worth the same amount of value to you of income to you of strategic importance to you next whoa what you just do okay this went up to get into right now because you're not here most of your far from that so next next okay you can analyze your own backswing so you need a board of advisors and you can get them they can be doesn't get a matter how large or small get people who have been further along than you that have multiple perspectives and they're to be right now ready for sale they

4:44:36could be ready for growth they could be ready for understanding the industry better better for understanding marketing better better for understanding selling better better for understanding value creation better next proprietors versus entrepreneurs next a proprietor sees a gap in the market usually an opportunistic one opens a business just to fill in and run in the analogy this is taken from a famous consultant Peter Drucker he said most people in business are proprietors and he used an example of a delicatessen he said most people open a deli in an area where there's a lot of other fast food so they're trying to take advantage of the jet stream of demand it's a clean business they've got decent food nice signage crisp uniforms clean you know clean facility you know tables and you know nice bread nice meat and cheeses and nice people but nothing memorable a true entrepreneur establishes something so exceptional valuable they command a higher price they experiment with product services and experiences to create memories worth returning for they think about how it's going to look before you even approach it the smells they pump outside the names of the sandwiches and the meals that are memorable the way people dress the phrases they use how

4:46:09they display it on the in the in the case they might get bread that costs them twice as much even at a loss on the bread part because they're making so much by charging a premium on the sandwich they think about doing things nobody else does and how the people are more more memorable and and impressive when they interact at the tables next is a business owner you're either a proprietor and entrepreneur typically shockingly but truthfully 95% are proprietors they don't have a clue how to create this kind of additional value do you copy the status quo i add a competitive disadvantage which most people do or next oh or are you we left you on a clip or are you an innovator are you basically someone who creates unimaginably superior value okay understanding to me but how are we on time let's see for a minute hold on we're almost at 150 and is that been how long has it been since we came back so we're gonna take a break at two i believe okay good okay so understanding the meaning of value to the other side pretty self-explanatory remember i talked about the stunning woman well a lot of business owners think what they believe is valuable is valuable to their market and it either isn't or it isn't the way it is abstractly or implicitly or superficially explained so the first thing is

4:48:03you don't what you believe is valuable doesn't have one iota of meaning to me the market you got to figure out what i value and what and how and how i did nominate that value or you can't provide superior value to me and if you try to subjectively and and unilaterally thrust your definition of value down my throat you are going to be sub optimal in your success next so this is a simple concept that ties back to the whole theme of taking your business profits beyond exponential in a nutshell there are a number of prominent people that talk about the 10x moonshot alternative but what they're referring to is almost always 10 times your revenue not 10 times your profit and their assumption that they invoke on everybody is it's a piece of cake you just figure out ai and vb are and a couple things you're putting together you shake it all up and all of a sudden shazam you got a 10x front end and even if you could it doesn't assure a 10x bottom line because if you're at x now and you got to 10x you're going to need 10 times the facilities normally 10 times the the infrastructure 10 times the capital base if that's revenue based i believe by the way if you're going to try to do that what they don't tell you and this is a truth you can check this out

4:50:03you got to find the right experts and all these things ai vr all these different virtual and artificial and technological areas they cost a fortune they're not going to do cheap most of them have never worked together they've never worked in your industry you got to decide what the 10x revenue gross revenue top line growth model is supposed to be what the the the the mechanism these people going to work on is it's going to be like building a custom house it's going to take longer cost more frustrate you more have more more alterations and changes than you expect while you're doing it you're going to have to keep two different teams on board the new technology the old team when it's finally done it's probably going to underperform its expectation in the beginning you're going to have to spend more time money trying to figure how to articulate the new reality you've created assuming all that happens by the way if you don't have the money to fund it you're going to have to find the money through borrowing through diverting cash flow through through tapping into your capital reserves or to diluting your ownership by selling off equity a much easier road and it's what i've been teaching you sort of subtly is to try to create a 10x bottom line growth because it costs nothing

4:51:39it's highly more predictable you can do it progressively and use the the the the results and the rewards to to fund anything that requires experimentation to get to the next profit level you can use it to fund your 10x moon shot and it's so much easier to grow bottom line over top i have a colleague who teaches might be one of our slides i don't remember how to turn your top line into your bottom line in four years or less and he's done it for thousands of companies around the world by figuring out what their constraints are and removing them you can do the same it may take five years but why do you care assuming you have a top line if you're a startup you can raise your your your goals and just reverse engineer how you're going to do that using whatever combinations progressively and additively of what i'm teaching you wish to apply next already this is all what i already said so go go way through it go past it okay de-risking so if you look at business you got to do a goal you want to do what i call and i think this might be another slide but i call it asymmetric return thinking this is what a hedge fund does you want to get out for you want to get way way above normal you want to get way above industry normal upside yield return profits

4:53:14from everything you do on the revenue side but you want to reduce your risk far below what everyone else tolerates a true edge fund has minimized risk and outrageously maximized upside there's no reason when you understand the power of what i'm teaching you you start using it you can't model the same thing next yeah these are just some of the things for you to study next didn't we have a whole list of de-risking i thought we did i thought i gave that to you brian find it and we'll put it on the on the slide i'm sure we have a list from a lot of to it it's from oh who's it from Nick who didn't add Nick Nick gave me a list and just find it and and we'll give it to everybody these are all things you can de-risk your business with there's about 30 different categories so what kind of investor are you next slide is there no slide forward or just that let's see yeah are you a preserver you know try to keep the status quo are you a accumulator trying to you know take money off the table are you a follower are you independent it you know what is your version to risk and loss what is your need for gain next go back i thought we had different okay it's probably a different slide so you are an investor do you know what kind are you value investor are you

4:54:49appreciation investor are you a yield investor what investor are you or what kind of investor have you been versus what kind you need to transform yourself to next so crushing the glass soon and brian before we go why don't you just tell me if there's another slide because i don't want to go back and forth and i don't remember all the slide decks one more slide on this okay so the concept here is we all are operating to some degree in one of two delusionary states of mine either an unbridled abstract optimism with no concrete foundation just saying i want to be a million dollar income or i want to be the fastest growinger i want to be the this or that but no sense of strategic certainty of how we're going to get there or the opposite i'm not going to grow i have a limited amount of resources i'm a startup this doesn't work for me there's nothing there i can use i want something that's a no-brainer that i can do instantly in my underwear and it's going to make me a million dollars with no risk or effort i mean and so you got a polarizing spectrum it's like a broken tachometer i want it i want you to crush and break through the glass ceiling of pragmatics strategic reverse engineered achievement i had a former client many

4:56:23years ago they sold their business for six hundred and fifty million dollars more than 10 years ago they were three times larger than their closest competitor and they were more than five times more profitable and they grew every year at beyond industry normal rates and they did it because they reverse engineered every year how they were going to grow they had many different services that they sold how they were going to grow by different services by industries by the marketing they were going to do they had allocation of what numbers of of subscribers were going to stay what their attrition allowable was how many knew they were going to bring in how much more they were going to get in revenue from each one the mechanisms they were going to use to do it and then they had hedge strategies and they had these reverse engineered by week and by month and by dollars and by activity seasonality everything and then they went through the thinking of how and what they were going to do as a hedge strategy in two diametrically different scenarios if their projections underperform how they were going to compensate if they overperformed how they were going to escalate and they spent three or four weeks in december doing that

4:57:54and they stopped everything and they always over exceeded their goals most small entrepreneurs never reach their goals because they don't have goals it's very abstract or they don't believe they're capable and they've relegated themselves to a life of quiet desperation neither is what I would like my hopefulness for you is that you will not accept either and if you have that you will suspend that limited thinking and it's limited if you want if you want promiscuous upside with no concreteness it's limited if you think that you're destined to mediocrity on the downside because you don't have resources or you don't have expertise right let's take a 10 minute break give your voice a little bit of a rest here okay let's do it everybody let's be in 10 minutes thanks all right so we'll be back in 10 minutes uh wrong screen and chat is open again if you want to chat all right make sure you have your refreshments your popcorn everything you need to get your mind focused on some new concepts

5:08:36some of which have never been heard before so this is new territory that j is about to explore with you to unlock untapped resources develop your mindset expand your possibility and probability for how you generate revenue dimensionalizing the ways that you test and adjust everything you do so that you get better results that are more powerful and just awesome so j when you are ready and your voice is born back up because you've been coached by roger love in how to use that dynamic voice of yours go ahead and click on your camera we're going to start back with profit prism i need about two more minutes you take both of them right so if you can what did you get from the last section that we just covered was there an insight that you can add to your list of things to focus on next is there something small that you could do to integrate and implement did tom's exit strategies give you an insight into how what steven mr covey talks about you know starting with the end in mind how how that whole theory could add value to everything you do in business and yes alberno the the power parthenon really linked in to what we just talked about about dimensionalizing and differentiating the ways you can generate revenue in your business

5:10:19and i like that you're you're talking about testing and dn i'm glad you like the exit strategy excellent excellent so yeah and then eric consultative consultative and advisory selling um cool so anyone else want to add a little something in the chat i know i know you're kind of focused on capturing the notes or carrying your your drinks back from the refrigerator right now but get get in your comfortable seat get your notes ready because we're about to lock into it okay brian let's do it all right so let's talk about light and profits because we are about to share the profit prism okay okay so these are some new concepts that are evolving and a number of these integrate some or many of the previous facets nope unintended but the concept here is is you have a vast array of options your business is like a canvas and you can create any picture or combination picture you want with any kind of medium you want you know people paint pictures with oil acrylic charcoal pen and ink they create art with plastics with paper mache with bronze our goal here is to show you that you have a multitude of ways to to generate create and and achieve massive profitability you have a prism in terms of the fact that you

5:12:17can come if if the prism is designed to bring everything to a colorful concentrated laser like outcome and the outcome is massive continuously compounding beyond expectation profitability then the prism says you can do it one of or combinations of through a lot of different revenue sources you can do it through a lot of different product service options you can do it through a lot of different partnerships you can do it through a lot of different distribution channels you can do it through a lot of different advertising approaches you can have one approach that's a lead generator one approach that's a small entry level offer one approach that's selling direct a high ticket one approach that's selling ongoing subscription if that's what you sell you can do it by acquiring rights to all kinds of other people's products services processes marketing selling but that you have lots of ways to crack the the nut of breaking through the barrier you can do any one of those categories you can do all of them together I don't care I just care that you recognize that you have these choices and that you choose at least one of them and that as you progress and you make money you consider reinvesting some of those profits in other people to help you add more and more

5:14:21because where it can take you in a matter of years is unimaginable unimaginable next well diversifying it will improve your business because you'll see ways to reach people differently ways to monetize the people that you attract differently ways to give yourself more superiority through endorsements ways to give yourself more lifetime value yield from each asset you invest in and you'll see yourself as an investor all that is critical next yeah the profit prism is the opposite of the profit prison and if you I didn't bring up besides being stuck at the nine sticking points you can be successfully stuck and not know it you can be making money that pretty damn good but it's way way less than the opportunity the the investment of time and effort resources ingenuity innovativeness marketing strategy prowess could produce you don't want to be locked into a profit prism that is limited or limiting you want to be unfettered untethered on the upside next yeah this is just showing you possibilities I'm trying to break you out of any kind of rigidity of thought or paradigm or even limited sense of possibility that you may have come into this unknowingly or unintentionally or unwontingly bearing next it's pretty self-explanatory next

5:16:34yeah 10 company they made a fortune was Levi's they turned that that material into jeans and they you know and they realized the reapplication of what they were doing to feed a hungry market uh changed everything next how do you create profits now where do most your profits come from where do your profits come in who can create profits for you what generates your profits how many more ways could you from what you're doing from an out what you're doing from the people you're doing it with in terms of the buyers the revenue sources the providers the sellers the distributors the salespeople the ads the media the platform social media influencers next yeah we've covered most of this just pass it on let's go ahead go ahead we don't need more so radical rebound let's look at this do we have slides for this brand yes we do okay let's go into this so this was started for covid but now i want to use it as a metaphor for you making a rebound from where you were when you came into this so how and why do you you're actually messing up our okay this is an as so painful admission we're living a new reality things won't be the same anymore this is after covid so how do you pivot you got to pivot your branding refine your target audience

5:18:12acknowledge this new reality but focus on the good reaching new audiences on different platforms lighting up your tone inspire others with great content to become part of your and this is this is accepted from something it's not in entirely on point next i brought it on here but it's not a point so you know you you got a common enemy but who's the common enemy the common enemy is different for different people it used to be the pandemic now it's not really as much it might come back but the common enemy is in complacency the common enemy is everyone else telling everybody the same thing if you go back to preeminence it talks about having a unique perspective showing him this is reality as i see it and it's different they're not telling you all the right things the truth we have a new truth what is it so now you can become a high performing virtual team you're not needing people all together you can access opportunities talents experts skill sets all over the world many of them very very very advent agiously on cost i mean this was you know how can you shock people and awe them in ways nobody else does this goes more towards the experience side next future proving is a really interesting concept

5:19:43how can you enter new markets new niches new relationships how can you change old habits of yourself your industry and buyers so on eight collaborations that defy logic this is all strategic alliances most people don't think about power partnering endorsements go branding referral generation look at opportunities within outside your business looking at how ways to monetize the buyer profile even if it's outside of the realm of the category your product or service normally fills brace the competition i mean if you sell things they don't persuade them to let you have access to their their buyers that they have nothing else to sell to the prospects they no longer literally deal with even their distribution channel for the products and services that you sell they don't next yeah you can be larger than life by being permanent you can be larger than life by strategic alliances you can be larger in life by using variations of the bear and Rothschild concept you can be larger than life by bonuses and making a commodity product or service proprietary by adding things nobody else does next and this is just a concept slide j so just so i keep saying this you're not spending whether you think you are or not if they say

5:21:30well you got to spend money on this you are investing in everything and you should demand an above market yielding return or you shouldn't do it that return theoretically is profit it can be savings would be productivity could be efficiency it can even be an above market protective advantage if you're investing in something to make you proprietary but know the yield you are playing for and if you're not going to get the yield that strategically economically competitively make superior sense don't do it next so you want to see what's the low hanging hanging and low hanging fruit low hanging fruit is first of all following up more on unsold prospects low hanging fruit is turning one time buyers into on time but i'm going pardon my voice it's it's going today low hanging fruit is changing headlines offers and getting better yield low hanging fruit is figuring out who already has access to the same market and profit from them low hanging fruit is figuring out what else people automatically are going to buy an offering to partner with somebody that provides it low hanging fruit is asking more strategically and systematically for referrals that's a start i mean there's all kinds of low hanging fruit next next yeah and i always say most of it when you've done nothing really

5:23:11strategic or exponential beyond exponential everything is low hanging fruit so you want the highest easiest points to start where you can have the first easiest wins that's always a good place so it'll reinforce your commitment to keep doing more of these you want to find the highest points of upside leverage that you can maximize in what you're already doing with the least amount of average change headline change of proposition change test this test that add this add that next yeah sharp ratio just reminding you again it's a measure of risk adjusted to return you might be making double your money but risking a lot more on it to get it whereas something else makes you 80 percent has no risk and you can expand it a lot so again know the risk and the reward you're getting and know that you're getting a return that justifies the investment and if you're not don't do it reallocate to asset classes activities investments that do deliver what you want now and residual because the more you get yield the more you get appreciation appreciation can be knowing that every month you add another product and the value of that asset appreciates appreciate and yield can be basically knowing that every time you get

5:24:45a buyer that makes you 50 dollars they buy 10 more times and make you 500 dollars it's knowing not guessing next uh Brad you know I it doing a slide on this yes it's about breaking through like okay it means that we take we suspend governors on our sense of where we can take things so when they first broke the four minute mile they thought it was impossible now everybody runs miles at I don't know three minutes and 20 seconds uh you know airplanes you know couldn't go across the ocean then they couldn't go past uh Australia I mean past uh Hawaii now they they go to Australia and beyond without having to refuel um uh years ago they thought that we were going to run out of food and a friend of mine Paul Pilser wrote a book called unlimited wealth and he advocated that will never be a shortage of resources because whenever that happens technology and innovation comes up with a solution and we used to get something like a hundred bushels at acre now we get a thousand because of innovation so you will get unlimited returns if you set your sights on constantly finding these performance breakthroughs next so ideator is something is that just a slide brand there are three okay well ideator to me is somebody who commits themselves to constantly

5:26:37examining evaluating exploring their their business looking for better performing ideas better markets better media better messages better management better maximization better positioning and if you're not committed to being an ideator then you're limiting your ability because again it's multiplier diminisher it's expand or contract you either basically you grow or you die and you want to grow through ideas ideas are the drivers of breakthroughs if you don't have breakthroughs sooner or later you have breakdowns next my colleague that does that the turning your top line into the bottom line in four years or less has a he walks you through an exercise he gets you an outrageous goal turning your top line into bottom line and says it's impossible unless what unless you do what different unless something happens different unless what has to occur and then how do we make that happen but if you don't invest the time to think through this deeply you'll never do this meaningfully next we were talking about it's impossible unless and i was using some examples in tennis they've come up with new you know new rackets that have more power they're you know half the weight golf they have new balls and new heads that can knock the ball you know 10 20 50 yards further

5:28:45running we talked about farming we talked about our individual intelligence electric cars you know they have one when i i'm from indianapolis when i was there the the the dizzying speed of a car it was about 154 and without wow it would never repeat that now i think it's 225 it's impossible unless you do what differently it's impossible unless next yeah just looking at you running a company you know they've been a hedge fund maximizing results why mineralizing risk maximum minimum maximum minimum next your decision scientist because everything that happens is a result of the decision you make or don't make and the decisions have to be based on your your your understanding of the dynamics you're dealing with and the options available and probability and outcome next are you an astute asymmetric result focused investor or a profligate risky speculator speculator is just do a bunch of things without any pragmatic proactive strategic thought they're just mud throwers on the wall are you a mud thrower or a javelin thrower next so most people spend all their time on the upside without spending any time on mitigating the doubt you can do both but if you mitigate the down you have a lot more opportunity

5:30:28for the up because you're going to have more resources less stress more more revenue coming in more probability of a positive outcome and even the losses will be very minimized and very tolerable next oh are we stuck again oh good yeah we have a a service called small moves big profits and it shows all these little shifts that produce massive upside and i don't think most people think about the power that offers them but you need to everything i'm teaching you're really small shifts big big results next are you told you multitasking doesn't exist we have a video that the same colleague that i'm referring to the the the top line bottom line guy has done and he shows that if you try he's got a bunch of different projects that people try to multitask and he shows that if you would normally get the most important one done in this amount of time my hands are about three inches apart because you're trying to multitask it takes infinitely longer and if it's an a concept that's going to make more money or reduce risk or reduce cost and you takes and it takes eight times longer the cost of multitasking is so outsized to the cost to the cost of taking the most important thing and doing it completely first and the second most important second etc so

5:32:16think about it multitasking is the most costly it's the most costly what's the word i would use oh crap there's a great word it's the most costly delusion no sense of of productivity and effectiveness out there it's a it's a fallacy it's a sham and a scam that we've invoked on ourselves and we never looked at the numbers we never looked at the timeline we've never looked at the cost uh it is making to us by making the priority no more valuable or or or essential than the the non-priority that's dumb think about it next get the same thing yeah i i'll find this where we put it up we already did the private private equity versus venture capitalists is this private equity doesn't buy something that hasn't been validated they buy something that's underperforming in terms of revenue underperforming in terms of scope underperforming in terms of profitability underperforming in terms of possibility and then they make it more profitable more predictable more valuable and then they flip it venture capital is speculates one in 24 works a private equity doesn't speculate they're in the money almost instantly they won't buy something unless they already see how much more they can add to it very quickly so they can turn

5:34:04it into four or five years for a multiple on what they paid a multiple that's far outweighs that what they could get on their money passively investing adventure capitalist private equity mindsets they only risk a little amount they usually borrow most of it or they make the seller carry most of it so private equity is only invested minor for a much higher yield they're getting a massive return on investment every every year because their real risk on it was very very low it was just the down payment the 10 percent 20 percent if they borrowed or what they paid out and the owner carried the rest the venture capitalist putting out a percent up he or she is risking all that money and they're only winning one out of 20 or 25 question and evaluate whether you're using a private equity mindset or venture capital speculators mindset your speculator and you're winning only one out of x stop it next I already said that you can move right through it do we have the do we have the the okay what is the character of an exponential business it tests small do experiments they disrupt they operate in the world of asymmetric thinking downside is limited upside is maximized their decision scientists with a prejudice towards action

5:35:35a their monsters of execution and experimentation they're not wedded to tradition they're they understand that breakthroughs the more that the more success you get that success is in direct proportion to quantity quality consistency and breakthroughs you continually execute engineer and then and then perpetuate next we already talked about social intelligence that's redundant that's redundant two-way licensing I sort of talked about I'd already talked about kiln drawing we had a dry cleaner that had a methodology for increasing performance of his store he was making three times the typical dry cleaner he had three stores in Chicago no desire to ever grow and he took his methodology for marketing selling tracking and keeping and monetizing much more profitably clientele he taught it to a thousand other dry cleaners outside of Chicago for two hundred dollars a piece I was making two and a half million dollars a year sharing it he was making a million dollars a year using it the state attorney had a methodology for growing about four times larger than the average one he was in Los Angeles never wanted to go past that taught it to attorneys everywhere but Los Angeles had 500 paying him 10 grand a year that's five million for using his method he was making about a million using it himself

5:37:17I can go on and on but if you could either license your stuff out or figure anybody out there that can license to you and if you want to be really inventive you can take this methodology not just for your business for any business and put somebody into the licensing and flipping business get control of stuff and license it to hundreds or thousands of people in any industry you want just model the concept next there's some strategic soft skills we're going to talk about next adapting to digital workforce that's a skill leadership is a skill that can be measured on the performance you get the collaboration you get the productivity you get out of others expectation management helping people see their expectations with greater greater clarity and commitment so they produce and perform more in a shorter timeline your ability to communicate is a soft skill that can be measured on improved outcome you can do relationships better accountability better assertiveness better collaboration better creativity better conflict resolution better thinking better next you can have a bias towards acting more instead of contemplating uh collaborating uh equivocating procrastinating you could be better at innovation and managing it

5:38:48you can raise your intellectual horsepower many ways you can in your interpersonal skills believe it or not humor is a liberator of creativity and a negotiator of relationships you can improve your problem solving your time management you're negotiating your ability to learn on the fly and integrate the lessons you can improve your ability to prioritize and be pragmatic next you can improve your ability to enrich others you can be improve your ability to be objective in analysis to clearing away and clarifying assumptions and challenging misassumptions you can improve your ability of self-assessment this goes to greatness you can improve your ability to recognize and address unspoken but felt needs and others including your market your team your your loved ones your social awareness your situational awareness you can improve your ability to manage stress to to definitely handle crisis to go the distance to persevere to be resilient to be indefatigable under you know courage under fire next soft skills lead to hearts goes they're measurable they produce more outcome output income most companies underperform their potential because they don't know what to develop in themselves and others I said this earlier most small-medium entrepreneurs try to squeeze everything they can out of their

5:40:35team instead of grow and develop everything they can with inside them and that's ludicrous because you're only getting 20 30 40 percent of the capacity they have to produce pro perform contribute they just don't know how to be better you could make them better you get the benefit and they're grateful because it feels better to be a higher achiever you know that next this is just one slide yeah this is the essence of this entire training flipping your worldview on its side or upside down or right side up I should say because most people are upside down you don't have to be next going back constantly ask yourself what do we stand for why do we stand for it who do we stand for what is standing for it mean how do we deliver it how do we know it's being received recognized and responded to the way it's intended do we manage it do we clarify it do we do we make sure we're congruent consistent in all those facets of expression next so continuous intelligence accumulated CIA is there a slide under just this okay how are you getting your competitive business intelligence how are you diversifying your industry by borrowing from other industry strategies how are you expanding the client experiences by studying how other people in other industries or in other parts of the country doing

5:42:16what you're doing do it differently better next so asymmetry means getting more than normal if everyone else is getting x and you're getting two or three x and you're compounding that then you're explosively out growing out expanding out performing out achieving out out out everything so the first thing you want to do is commit that I want to have an information trapping knowledge asymmetry I want to take in more usable knowledge now the problem with most people is they overly discriminate they're discriminatory they're discriminators the worst kind they discriminate thinking I only want a certain kind of knowledge I want knowledge about what my industry or businesses or what I'm interested in but breakthroughs come from outside the industry I already told you that if they do then you need to get knowledge from outside the industry hopeless curiosity a commitment to take in a much broader spectrum of knowledge and understanding from all kinds of different realms and areas topics and situations gives your subconscious the strength and the foundation to formulate all types of expanded breakthroughs there's a book that was written many years ago one second it is called a technique for creating ideas and it was written by a man who was renowned as being the

5:44:18preeminent creator of breakthrough ideas in his field at the time and he was trying to give everybody a simplistic way to turn themselves into idea generators extraordinary and he said here's what you do recognize that the brain was designed to solve problems and create opportunities that can be mined and and realized but it can't do it if it doesn't know what its goal is and it can't do it if it doesn't have fuel so he said first thing is figure out what you think you're trying to do I want to break through in marketing I want to break through in value creation I want to break through in access vehicles I want to break through in positioning I want to break through in competitive superiority I want to break through in learning then study everything you can find on that category right now and then here comes the real that you know the the the penny dropping or the shoe dropping and study everything you can about everything you can outside it and then let your mind do what it's designed to do is to take elements of all that filaments of all that we've done all kinds of unique new hypothesis synthesis possibilities and then let it do it and let it pop it out and be ready for when it pops it out by literally having digital recorders or pads

5:45:52everywhere your bathroom in your car in your office your office bathroom so you can make it a prisoner forever and keep taking knowledge in people who read one book a year are not one 50th as good as people who read one book or 52 one book a week they're a fraction because it's a compounding process people who study all kinds of different industries topics are not just broader uh uh faceted they possess literally exponential understanding of life there's a book that was very popular a year ago called range r-a-n-g-e I don't remember who wrote it I think it's last name Epstein and he studied highest performers today and he said they tend not to be specialists but people got a broad diversity of experiential understanding from a lot of different realms because what worked yesterday hindsight is not adaptable today you have to have the fluidity the the the agility the the the knowledge base to draw from that let you create new interpretations to deal with what's going on you can't do that if you're rigid and you only allow yourself to learn about what you do if you only allow yourself to learn about your industry the breakthroughs will come from without so knowledge asymmetry and information trapping is one of the keys and it's

5:47:31very liberating and and exhilarating and intoxicating next nine forms of thinking just so you know that most of us operate at a very very basic level of utilization of what's what's possible for that that organ that is cradled in our cranium I thought I'd just share with you what some of these forms are right analytical thinking critical thinking divergent thinking convergent thinking holistic thinking creative thinking abstract thinking contract thinking sequential thinking strategic thinking you should look at this and then look up the definitions because they're pretty interesting and literally the majority people I meet are one maybe most of them are analytical thinkers most of them are not divergent and convergent thinkers almost nobody is a holistic thinker very few are creative thinkers most people can't go in and out become between abstraction concrete almost no one is a sequential or strategic thinker if you can master or even become reasonably capable and somewhat proficient at all of these and you incorporate those in addition or all the ones you don't have to the one or so you might have it's the same thing as the 10 10 10 10 10 percent more by critical 10 percent more by divergent 10 percent more by convergent 10 percent more

5:49:08by allistic 10 percent more by being more creative 10 percent more by being able to go abstract concrete 10 percent more sequential and strategic it's not just 10 percent it's 10 times 10 times 10 times 10 you might double-triple the capacity of your brain to explosively support you and and operate at such a rarefied level and strata and and and ceiling of potential not even ceiling because it's ceiling was but everything I'm teaching you is how to add and harness geometry and everything you do not just one thing you do next covering what you don't know you know assessing missing knowledge next you need to assess your reality challenge it see what's out there look other people who understand that which you superficially understand from a deeper level question your assumptions always because if the assumption is wrong everything that flows from it is wrong and again there's a lot of erroneous or limiting assumption there's no potential I can't grow this won't work for me I can't add all these social media or digital media I can't structure strategic alliances I can't try to sell more than the one thing I sell I can't borrow success processes I can't go for making 200,000 to two million dollars I can't create a business that has a valid asset value in the

5:51:00in the millions or tens of millions I can't really create a business that is more than local I can't really create a business that is can be competing with all these larger online e-commerce businesses next next so pattern recognition Tony Robbins is the world's preeminent guide that with all truth I think I'm pretty damn good at it but there's many ways to recognize patterns and use that pattern recognition to drive the ability to see opportunities correlations implications gaps uh felt needs all kinds of things let's look at the different kinds of patterns you can learn to recognize yeah what is it it aims to understand how elements activities events objects information form new patterns that represent opportunities for innovation or exploit or ethical exploitation or the threat of a disruption to a business or industry next and Jay I think I may have pulled the wrong one for this because I remember we went over different pattern recognition the side I must have put the wrong sorry well I definitely we have a slide we'll get into you everybody and there's nine different ways of pattern interruption and most people don't even have one that they use and if you can study them and add again I'm not I am not suggesting you do

5:52:42all this overnight I'm not suggesting you do any of this overnight I'm suggesting you pick the one out of different categories that are the most applicable the easiest the most critical you do that first and the next and the next and if you cycle through as many or all of them you go iterate again and take it higher and higher because each round of iteration you'll be so far more progressed you'll be able to do it at a heightened level and a more sophisticated level partner or perish if you look at at commerce today it used to be that something like 20 or 30 percent of the major corporations were generating their revenue from strategic alliances co-branding partnership I would suspect that's even improved because the efficiencies of collaboration a scale of using each other's distribution and resource space but there's no reason every small media entrepreneur can't do the same slide yeah joint ventures power partnering endorsements strategic alliances co-branding next you know Tony Robbins did it with me either with Fran Tarkington a ARP did it with colonial pen uh uh information did it with a famous comedy star I did it with using newsletters to partner with my uh brokerage client I see out partnered with

5:54:06advertising uh media like radio TV I did it in my seminar business with partners there's no reason you can't do it because all these are millions of millions hundreds of millions billions of dollars from these collaborations partner or perish partner or perish you can't do it all yourself why would you want to do it when you can tap into millions tens hundreds of millions of dollars of other people's resources for no downside risk next creative collaboration is the foundation today of everything you want to plug into other people that have pieces of the buzz knowledge pieces skill pieces asset pieces relationship pieces learning curve pieces next you can do it by mastermind by going through leads cups by bringing advisory boards by developing funnel vision any all when you go through this slide deck privately you want to pull out as you're going through the elements that are the most critical easy mission critical meaning things that have to be done things that long term have to things it'll be the easiest to win up knows the ones you do first next so mastermind is pulling knowledge pulling experiences pulling resources pulling relationships to help one another dramatically exceed what their capacity to achieve on their

5:55:47own would normally be next so the friction factors it's an interesting concept I have a partner who runs the number one most successful Honda accurate dealership in the world world and interestingly they built a huge profit center by trying to figure out where is the friction today in cars and it's in buying and it's in service in service you got to get your car there you got to basically stand in line and figure out all the things you got to give you got to give your your issues to the service person you got to either get a ride home or get a get a rental car and fellow papers then you got to keep calling to see what the status on your car then you got to take time off to get it they decided that was friction friction friction and they realized they thought they were competing in service against the other five hundred dealers in their market but they realized that's not where they were competing against they were competing against the other 30,000 service companies in their market many of which were right down the street so they said how can we make doing business with us frictionless so the first thing they did was they opened up 24 seven so now you don't have to leave work and be there between eight or seven and five you can do any time you want

5:57:26next they had pick up and delivery pick up and delivery next they created an app just like uber that told you the status of your car work and what the estimated timeline and progression was so you never needed to even call and and be frustrated standing in line waiting on the queue getting somebody to do nothing about your car wasting 45 minutes to find out it's not going to be done for three days they did it all with selling you can buy a car online they'll deliver it to you you can test drive it at home they'll bring it to you and their business exploded exploded where are the friction factors in how your industry does business what are the friction factors in how you do business how many of those friction factors can you make frictionless can you lubricate can you eliminate next the profit pinata is a metaphoric concept it has to do with the fact that most people give up prematurely in their pursuit of business of sales of relationships they communicate once and if they don't get a response they stop they call somebody once or twice if they don't get a response they give up they send one or two emails and they give up they give up on trying to close a lead they give up on trying to sell something

5:59:11else to a buyer they give up on trying to set up a partnership they give up on everything when as the more follow through and follow up you do the higher the probability of getting the outcome you want as i said it used to be nine touches this says 11 i think it's now 19 and most people give up at one or two and the ones the follow-ups they do are are tepid you want to keep progressing strategically advancing the communication it has to people that that explore something and don't buy from you don't buy right now but it doesn't mean they won't buy in the future so giving up on them now is dumb after people that would buy now need to be pushed more they need to be able to see the implication for many different vantage points i was on the phone just now with one of my partners at the break i've told you about him we created we're on our third now mastermind group together and he couldn't do one himself but i created i think i total now 12 different emails we keep sending out and every time we send out another one we get more people but it used to be he'd give up after the first and he'd get not enough to ever do one we're on our third one sold out sold out repetition sequential communication the profit pinata is a metaphor

6:00:41for multiplying exponentially and explosively your results next yeah so uh integrated mindset is very powerful you want to be you want to be absolutely un uh unstoppable you want to be indefatigable you want to be um uh incomparable cultivate your hindsight what happened in the past your foresight excuse me your insight what's happening right now in your market in your industry with your your marketing and then your foresight what is happening in the world trends uh uh uh emerging interest new media new approaches other people are doing how people are selling and integrate that all together next slide i think you all need constantly to verify that you are in alignment with what i call the three p's do you have passion is that passion uh aligned to a higher purpose in terms of contribution value creation and are you in clear understanding of the true possibilities not just the abstract hopes and dreams and have you have uh and you have a well orchestrated and engineered process for getting there with head strategies next this is a very simple concept but it's what i call the loyalty royalty if you attract the best quality people you convert them you sober deliver in how you serve them you don't drop them when you

6:02:49have currently nothing else to sell because there's no reason you won't have other things to sell you keep adding value way beyond the point of transaction you gain a loyalty that generates a loyalty that royalty has many facets it's their readiness to buy other things when you offer them if they are justified it is their readiness to refer people to you when you ask them or when you help direct them it is their readiness to provide testimonials success stories it is their willingness to buy faster in the future to buy more they're much more enjoyable to work with they stay longer your lifetime value is more and they grow your clientless for you there is a royalty on loyalty and loyalty is the member i talked about interesting versus interested you want to get loyalty you produce loyalty you generate loyalty you demonstrate you convey loyalty next the Akido school in marketing is a really cool concept and in its nutshell Akido is a martial arts concept that uses the power of the enemy against the enemy so in marketing whatever the problem is you turn it into a positive there are many ways to do it but one is you you take a negative and you acknowledge it and show that that's actually a positive for you

6:04:49uh let's see uh i am sorry we are unable to do this seminar in a live setting but it gives me the chance to come into your home to go over this with you to basically be much more intimate to let you communicate in ways you wouldn't in a static seminar unless we gave you last minute q and a it gives you the chance for us to give you the the um the uh powerpoint and if you're in a live setting you'd never get a chance to re-experience it because we'd never give you the video so i've turned a negative into a positive that's a bad example but throughout uh your your business life you're going to have negatives happen instead of abandoning it turned it into an app to an advantage whenever there's a problem shared if there's a an issue shared but don't try to don't try to sweep it under the table and don't be embarrassed turn it into a positive you can almost always do that brian next so jay we made this for a half hour program so there's like definitions in here as well as quotes from a keto masters that may take us a little bit off point just give it a look at it now but everybody i wanted to show you the depth of the powerpoint and there will be expansions in the future as i build out some of these but we want you to be

6:06:28really aware that you have so this is we've given you all kinds of arrows to shoot they're in your quiver and you can choose the right one first if you're just going to hunt the target shooting you start with that get get your your your prowess and get on the on the on the bullseye then you can have more long-term ones more accurate ones ones that can hunt for bigger you know bigger game but the point of all this is you know now you have no reason no reason whatsoever forever complaining is no ever believing that unbridled qualitative upside growth and profitability is elusive you have the power you have the the mechanisms you have the understanding you have the optionality to to take your business well beyond exponential on the bottom line and you can do it safely and you can do it rapidly and you can do it in so many ways and you can do it at whatever progression you need to but if you don't do it shame on you so moat strategies are differentiators protectors advantage they are benefits or positioning elements that give your product your service your company to people behind it your methodologies how you deliver your process is your experience preeminent and preemptive advantage and that's what you want why would you want to compete in a world

6:08:10where you are disadvantaged or you are commoditized i don't understand it just by adding some of these elements you transform the whole perception of who what why you your product your company your people your process is are and that's what you want next yeah you want to unplug distractions bypassed diversions get past your biggest constraints is there a slide on this or just this brand yeah you want to find focus in a world of distraction i mean it's easy to get distracted the most important distraction not important the most compelling everyone's on facebook they're on their phone i mean use your time all you have no one has more than 24 seven and our number nowadays are you know there's no guarantee you have you know three years 10 years 30 years so you want to make the most of every day of every hour of every opportunity of every every choice you have on how to invest that time and if you decide to invest it in playing a game on your computer if you decided to invest it in you know in searching all the movies on Netflix if you decide to invest it on a sports platform or you know anything else like that and that's how you decide to invest it and the return you get on that investment over long term relative to your life your your business

6:09:53your your your financial security is diminished and that's as long as you know the cost that an action or inaction has to you i don't care what you do but you have to understand that the world doesn't care if we thrust ourselves down for the count so to speak and never get up past mediocrity world doesn't care if we jump in the rain dust ourselves off and just knock the competitors out but it what it cares about is that you do what you're going to do you have choice you have free will there's a psychologist named Skinner who thought nobody had free will i disagree violently i think you have total free will there are certain things as i said that are acts of god that you can't control but other than that you're free will to change anything you want and if you decide you want to invest hours a day or a week in the most unyielding wasteful and suboptimal activities or low priority actions and that consciously is how you want to invest your opportunity cost and you're willing to accept a return on that investment that is either neutral or negative then that's your prerogative but i want you to know the cost that you are are incurring of attention deficit and not being focused and of diverting yourself

6:11:33and dissipating your time it is so funny whenever it goes well i don't have any time i go okay let's take the last 30 days of your business life and let's see how you spend every hour let's see what you do let's see how disciplined you are how optimal you are how focused you are how much time you spend focused on the most important thing first or whether you take basically take calls it will whether you read emails at any time whether you're disciplined and allocate time on a prioritized basis to what's really important or whether you dissipate it and you're profligate and how you use it everyone uses their time that's not the question i mean we wake up we go to bed day's gone that's not the question how is it that somebody who's worth billions and has no more than 24 seven can get all kinds of things done and we struggle to try to make a living or make a good living it's that we don't use our focus and our capacity anywhere close to the way they do but it's not that we can't learn how all those soft skills will help you those leveraging points i've given you will help you figuring out your own the friction in your own ability to perform at a higher level having a prejudice towards action being a monster of implementation execution

6:13:01you know being diametrically opposed to procrastination, equivocation and contemplation refusing to spend more than a finite amount of time on wasteful or indulgent or escapism activities would help but don't tell me you don't have time don't tell me that because that's a self-delusion that you are psyching yourself up make warm buffet doesn't have time the only has 24 seven you think that Ray Dalio doesn't have time the only has 24 seven you think 20 Robbins doesn't have time he always 24 seven you think god jeff bezos doesn't have time he only has 24 seven you think that other high achievers don't have any time it's how they use the time how they leverage up the time how they how strategic pragmatic how much of an asymmetric return thinker they are how much they look at everything they do as an investment how much they look at the return they're getting how they allocate priorities first how you do so don't tell me you don't have time and don't tell me you can't do this and don't tell me you don't have the resource because i just told you you got an infinite resources everything you might tell me is that you are delusional you can tell me that you are rationalizing your fear of of doing this you can tell me that your ideology doesn't believe it

6:14:48i can accept that but everything i'm sharing is things that have worked for others they're not pie in the sky but it's up to you you have the right to do it not do it just don't blame me if it doesn't work because it means you didn't work it next i don't want to get into too deep on this next let's see if there's anything else worth talking about on this this category do you want to skip ahead to the Einstein yeah i can go with that let's do that because i think that's pretty good you know what's yeah we already talked about that uh and competing with yourself maybe we ever talk about storytelling so let's go yeah okay so and these others are are cool but they're self-explanatory so i spent some time a couple of months ago trying to think about a big breakthrough i wanted to share with everybody and i was trying to think of what i felt was the essence or the quintessence of my mindset and then i started studying other much higher and more profound achievers than myself because i've been very blessed but on a relevancy scale i'm way down on the food chain from some of the people that i just chronicled i mean i'm successful but i'm not a multi-billionaire i'm not Warren Buffett i'm not Ray Dalio i'm not those caliber people but i've done a lot but

6:16:22a lot is relative so the question is who could i model that i was similar to but had taken it to a much higher form and how could i explain it in a way that would compensate the same way as a nine driver meaning if you understand it and you start doing your interpretation of it even if you underperform to some degree or you misexecute to some degree it's so forgiving and it's so powerful and strong in its ability to compensate that it'll it'll work in spite not because of perfection so i studied lots of people and the one that i settled on that i liked the most was Einstein because a lot of the ways he operated mentally were very congruent and somewhat somewhat uh a rendition or similar to me he was much more elevated and disciplined at it but i thought if i created a proprietary thesis that i called the mind Stein effect and i shared it at least in as much as i understood it with the caveat i reserved the right to keep evolving at one second then i could inspire you that i could motivate you that i could captivate you that i could stimulate you to commit more of yourself to this kind of discipline as an overarching basis you used to drive application implication implementation and execution of all that we're talking about are all of that we're talking about

6:18:12that were most easily readily and immediately applicable to you so let's go into the mind Stein effect so he said something quite profound it's not about learning facts not about road training it's rather learning to think to think and i would say to think differently than everyone else next i use it as a metaphor and a mental model because it's somebody you can relate to and i'd like to hope you admire next so here's some of his success attributes he possessed infinite inquis he was is he was infinitely inquisited he was constantly asking questions wanting to know the reasons why wanting to understand the intricacies that the dynamics the the drivers the whole basis of everything he was exposed to he had an intelligence but he used it to tenaciously indefatigally solve problems he had a highly logical intelligence not just a highly intellectual mind but logic pragmatic critical thinking consequential thinking intelligence he gained knowledge through more studying and investigation than others were willing to do read it again he gained knowledge through more studying and investigation than others were willing to do people they sometimes envy me and they sometimes resent me because i charge a lot but i say if you are willing to spend 45 years and travel around

6:20:14the world 81 times and do hundreds of thousands of hours sometimes for 15 18 hours a day and you're willing to suffer and struggle and you're willing to invoke yourself into as many parts of the world and as many industries and you are willing to put yourself on the line and have to perform and you are willing half the time to only be paid if you perform you could have the same thing but are you willing to study more and investigate more than others are willing to do i don't know but there's a correlation and asymmetric payoff next here's his 10 strengths and i think all of you should want this but i can't invoke or impute my beliefs on you these are just my my belief but might you might evaluate him i think he had enormous imagination great everybody yeah okay one of the things that you one of the ways you introduced this that i thought was absolutely brilliant is many people admire Albert Einstein and yet we put him on a pedestal and we think it's unreachable to do what he's done and take a look at these 10 things we may not be able to do that's great right great thank you for that great intervention yeah when i first introduced this everyone he's right on point i was trying to make a point that he had admittedly a supreme intelligence but that was

6:21:49only one little iota one small small part of the bedrock that made him so wonderfully great the others anybody can cultivate including any one of you he had great imagination creativity innovation possibility based thinking you can do that he was always questioning you know assumptions reality you can do that he would look at all problems and be inspired to see them in new ways of thinking you could do that he cultivated intuition based on understanding and experiences you can do that yet a really strong positive attitude he was indefatigable couldn't do that next he took naps he took naps twice a day i think and he reinvigorated his brain he let's brain work when he was sleeping you can do that he didn't get immersed and engulfed and diverted by mundanity you can decide to do that he was always willing to try new things and fail he wasn't embarrassed wasn't uh he wasn't defeated you can do that he maintained balance he loved music he loved cooking he loves spaghetti he wasn't lopsided you need to do that because a lot of you are lopsided he stayed on top of technology he wasn't intimidated he was enthralled a shift in how he perceived it his contemporaries were intimidated he was accelerated they were

6:23:46scared he was uh he was thrilled to embrace it and discover next rinstein's way of being he was the ultimate generalist he had enormous visualization he could envision things he was able to exploit his imagination productively he had great humility that was tied to great passion if you don't have passion for who you are what you do who you do it for why you do it what doing for it means to people you better get into a different feel where you can cultivate it because passionless people are very very very rarely exponential achievers they're mediocre achievers they're they're commodity achievers they're they're they're uh stuck stalled stagnant achievers and i don't think any of you wish that for yourselves next he had an incredible worldview remember i told you you want to flip your worldview he had a great sense of humor i think i have a great sense of humor ryan knows that i'm not as funny today because i'm trying to be so serious because the rest of your life and taking your business where it deserves to be is a very serious matter he questioned everything to find this simple explanation on and simplify complexity a lot of the things i share seem elegantly simple when i explain them but they're very complex i've

6:25:31just tried very hard to take them and lowest common denominator torque them down and down explain them so you go oh my god that's so obvious next your business not can but should be better than you could possibly imagine next hopeless curiosity in my opinion is the ultimate wonder drug it's the ultimate supercharger it's the ultimate catapult of achievement a fulfillment of joy of satisfaction discovery constant intellectual expansion constant experiential what's the word i would use experiential uh interior enters a word for it it's like that the the not discovery but but i'll think about the word is but when you get a chance to constantly expand and expose yourself to all kinds of new things if you're committed to it it is so thrilling it is so fascinating it is so humbling in the most wonderful way not jealous and not negative but positive you go wow there's so much to learn there's so much i can be there's so much to take in there's so much to understand there's so much to integrate and growth is the most fulfilling satisfying and and healthy thing you can do for your mind mean and you get older people are obsessed with doing crossword puzzles to keep their mind going this kind of intellectual exercises

6:27:40a million times more stimulating and probably will keep you uh infinitely more mentally agile and in fighting weight intellectually and it'll keep multiplying your intellectual capacity next so playful creativity Einstein's genius was in his imagination next do you have a bias towards taking action or do you have a prejudice towards negativity and contemplating and with blanketing and and dour attitude and rationalizing why something's not right or you can't do it today or you don't have time or you got to get back to you know that underperforming insanity which Einstein defined is doing the same thing the same way in expecting a different result next and this is Tony Robbins you're not the chair of the resources resources are infinite they're greatly accessible do you have the resourcefulness to take advantage of next vision without execution is just hallucination so don't dream about someday i'm going to be successful someday we're going to be a big business someday i'm going to have the income i want someday i'm going to have the house i want someday i'm going to be able to retire with the income and the certainty make it today next so the ROI a big idea is I mean big ideas can transform your business but you won't find

6:29:33them if you don't keep experimenting you don't keep testing you don't keep innovating you don't keep optimizing and innovating and optimization and innovation are ironically a little bit of polar opt the polar opposites thank goodness we're almost to the end of our day because my brain is getting a little bit tongue tied my tongue is getting a little bit brain tied so the concept here is that you let the law of averages work for you if you're experimenting and uncovering and and examining and testing new ideas all the time new approaches all the time new variable combinations all the time the statistical probabilities you're going to find breakthroughs breakthroughs can be large they can be small they can be explosive they can be transformative it's a numbers game the more you discipline yourself to do it the more probability you're going to find the big idea ones that'll change everything the big positioning ones the big market access ones the big proprietary ones the big preemptive ones preeminent ones profit boosting ones but it won't happen if you don't make it happen the delusion that people who sell information have wreaked and invoked on us is that it doesn't take very much we don't have to try a lot of things

6:31:02here's the no brainer you do this and your business will explode and even if it makes your money it's just a transaction it's just a tactic that is that is the short lived and you have to replace with another tactic another tactic i'm teaching you how to build a a sustainable ever multiplying obscenely profitable explosive growth machine that can transcend and and and circumnavigate any obstacle any constraint any competitive challenge next so just how a big idea change something our big idea was we didn't have money we were going to persuade uh rayo tv magazine newspapers to run ads for us that when they had unsold advertising on performance it was a 60 million dollar payday for us risk reversal transform federal express endomatos when they came out created billion errors in fred smith and whoever the the founder of domino's was repurposing some cost gave magazine a 900 return on two of the things that they did that no one ever thought about testing a new headline gave napolean hill the second biggest selling book of all time people don't know that thinking grow rich was originally called how to use your noodle to make a brutal truth and it was a bomb but they changed the headline and that test

6:32:43created a book that sold i don't know 50 hundred million copies transform people next barter and gave a jingle maker in tennessee a whole new profit center that generated over a hundred million dollars and bought him a bank and made him wealthy many times over for a lifetime next you are a decision scientist with big decision to make will you make the default choice and do nothing huge downside no upside to doing that or can you test these strategies and find the big win the big rr wise and if you can't a lot of little ri's are like if you were baseball team and you never struck out just hit singles all day long you win the game could it be a hundred whatever hundred zero so it doesn't matter what strategy or what combination it matters that whatever strategy you evolve you implement you execute you sustain next are you a creator or a curator not only that there's a negative but there's two different kinds curators just assemble that which exists and apply it there's nothing wrong with that creators take it and they create hybrids synthesis new approaches new possibilities original thinking you can invent you can gather and improve doesn't matter but you have to decide which one you are so you're clear if we don't know

6:34:20who we are what we are why we are and what that means as far as how to harness harvest optimized maximize the game we are playing with ourselves we can't win we cannot win next the artist said that next you could be an integrator which is the best of all yeah cross training is taking merge this is merging complementary strategies put them together think of it cross training supposedly is a fabulous way because you change your muscles you they don't get they don't get lazy they don't get satiated you challenge all the different muscles in different ways that's what you should do with your revenue approach your your your product service offering your positioning you should be the ultimate cross-training mechanism next yeah remember tenden tenden tenden tenden trying to give you a bulletproof strategy next I like that quote don't be afraid to try things just do them conservatively and there's a failure not permanent it's only permanent if you risk the farm which is stupid yeah I think it's like a get out of fail card we didn't quite take it we're gonna play monopoly and get out of fail means it doesn't matter you you'll never find breakthroughs if you don't find breakdowns it's okay test them just do it conservative you're Thomas Edison didn't create the light bulb by stopping beyond alpha

6:36:09attitude okay is the opportunity worthy of me see the concept in business and life is you know are you worthy of this no is the is the opportunity worthy of you because you can do so much more with time opportunity access resources other people's resources you want to have the alpha attitude next so Jay you gave me several categories and what I am impressed with is you haven't stopped so I'm gonna briefly share some of these new categories that you shared yeah but let's see what they are yeah yeah then we're probably gonna call it a day for you we're gonna take a quick break so everyone can capture their notes and then let's see the other cat just everybody knows this isn't even everything we have added to this let's just see yeah that's the alpha life which is you know it's it's it's being able to think about things in a way you've never thought before next next it's seeing that you really are richer than you think with all kinds of of of wealth generating possibilities available to you next it's that you can get in a matter of only seven hours a month the equivalent of a mentor if you discipline your time and apply it right to learning next it's that every day you should give yourself a daily dose of breakthroughs and it's easy to do

6:37:54it's that you want to see yourself as an exponential entrepreneur growing beyond beyond just the mean that everyone else achieves in every way next that is it I've included a couple of those earlier on that were newer but we know we're all we came we I hope everybody that you got from this uh an understanding of what you have always had available but no one has ever put together for you to understand I hope that not one of you can leave this saying I haven't found applications that I can use immediately I really hope those of you with startups are no longer confused and I hope you never think this won't work for me because you more than anybody need this and I haven't done a two day for many many many many many many many many I don't know years I haven't done a two day so this is a fun experience for me I hope I gave you what you want we're going to use this for other things too but you're the first that have ever been exposed to this and I wanted to give you uh an immersion that would force you to never look at your business ever the same again and never look at your future ever the same again and I hope I achieved it Brian and Scott and team thank you that we had some technological problems in the beginning and I couldn't get on

6:39:31and we were frustrated but we figured it out you guys are a very impressive dedicated all of you Brian Scott Michelle my daughter Laura Carlos anybody else I have an acknowledge Desiree everybody thank you I'm going to leave in the very good hands of Carlos and Scott and everyone else Michelle and Laura and I hope you all don't resort resort back to status quo I will be heartbroken for you I can't be responsible if you don't take responsibility for uh never again allowing yourself to be relegated to a life of mediocrity bye guys thank you thank you very much again so Scott if you want to join me we're just gonna let everybody know to take a deep breath and begin to digest I know that when I finish a good book or an event like being with Jay Abraham I just want a moment to really resonate with that energy that I just got because it's so powerful and mind expanding so we're going to take a quick break here but any quick transition word and it get people excited to come back after five minutes yeah like this use this time to decompress take a few moments Jay went over so much in the last two days I was taking notes I was making things that I want to ask him questions about for things he I haven't heard before so we'll have a work to when you come back so we yeah we Scott's gonna

6:41:09share something in the chat with everyone I'm gonna open up the chat again so that you can ask questions so when we come back in five minutes we can begin to address those but for all of those who are saying thank you no truly thank all of you because you are what's going to make this program great from your participation you're taking notes you're taking action and having results from this material is truly what makes this program a success so we want the very best for you and we want you to do those last couple of slides you know we want you to get out of that fail card you know just have the courage to go for it and enrich your life and and make a difference and we will see you all in about five minutes if you pass out we totally understand but we'll be back in five minutes for those of you who can who can go for a little bit longer and we're gonna take a quick break and we'll see in about five minutes hey Brian and we are going to share that workbook when everybody gets back uh-huh an incentive to stay awake and go a little bit longer thank you and just so you know you can share notes in the chat with everyone you don't have to share it with just uh hosts and panelists you can change that so that everyone can see your enthusiasm

6:42:54your insights and takeaways so if you want to take your last couple of notes in the chat feel free to do so all right the final countdown so now it's okay if you want to treat yourself if you if you like giving yourself rewards i hope that you have your your snack of of luxury

6:47:15and celebration with you whatever that is thank you scott for sharing that treat if you still need something for your mind there it is the link was just shared in the chat by my compadre scott sovenbell and so what we're going to talk about over over the next little bit is about any kind of implementation challenges because we want to get you moving on this as soon as possible and we know that there might be a couple of things that are holding you back or there may be some we also noticed that when you're confused or you need clarity on something it will often stop action so if you have a you know like what does this word mean look it up um you know google it get a definition it can actually free you um from your mind holding you back to take action so when you're reading something when you're listening to a presentation and you notice that there's a word you don't understand i want to encourage you to look it up because understanding words is the first step to taking action right greater clarity yeah you're spot on man i mean to cut you off in the middle of a thought you're right there in a transition you know one of the greatest things that you can do as an entrepreneur is raise your hand and say i don't know uh in a meeting if

6:48:40somebody says something that doesn't make sense i need some help i need some clarification and the reason i say that is i sit through so many meetings with people when we get to the end and everybody says okay is everybody have a clear game plan of what you're going to do then you have people who've been in the meeting saying no i don't understand like you should have asked like 40 minutes ago and so if there's a point of you saying i don't have clarity how many examples do you need we can go three four five ten times try to you know give you a different direction of way of saying it so that you can pick up on it jay gives so much content and it's amazing and sometimes if you've heard it for the first time you're like the two dots aren't connecting what do i got to know and how do i make it better i think i just see here uh robert anderson saying asking the clarification questions is awesome and i believe you asked one about sunk cost and it led to you making $93 000 not sure about that but it's kind of how i recall it in my mind so very powerful and it can lead to massive massive growth so scott is there it a key to you know like we've just had our minds expanded how do we digest this and prioritize it

6:49:58you know what kind of rule of thumb can we use so okay there's things in life that make me like a kid in candy store and this is one of them and so the best way to do this is to pick three can everybody put the number three in the chat just help me out here just uh i'll put one in there for you too right pick three three things that you picked up from this this weekend that you want to work on dude like you can go crazy there was 400 different topics that we looked at so like i like that people take it literally pick three is like uh forklift should be picking up forks so if you pick three topics of things are going to move the needle free the most Brian can i share my screen yeah i think you can yeah try it sure all right so when i put this workbook together i wanted to give everybody the the best opportunity for the three items and if you go to page number two there's a decision grid and the reason i build it out this way was to help you narrow down to three things and so here's the challenge i'm going to give you right now put those three things if you've got this printed out write the three things down because i'm going to ask you to put them in the chat i'm going to ask you to be highly engaged here because everybody said

6:51:12they're going to pick three and you know you can look and say like this isn't the perfect one let's just stick to three you can you can always add more you can delegate to your team members but let's just start with the three that you're going to do just and like there is no wrong answer by the way you're not going to get graded here Brian's not going to pull out a red pen and click off red marks on your on your pay fork and either am i i'm going to be happy that you started with three so if we're taking a look at this decision grid just just simple decision exercise we can label the upside from one to ten if it's got huge upside and then no downside that's to me like the direction for a winner if the risk is low when the reward is high it tells me what i need to know you can add a column in here for investment i just i wanted to make this so simple for you to look at something and say here's the thing that i'm going to run forward with the most here's the thing that's going to give me the most amount of leverage i can make a quick decision i can do a 30-minute meeting with my team of those three we're going to narrow it down to the one that you're going to pick for right now and then we're going to move from there so i'm curious to what

6:52:21three that you're going to pick so look at that here you put amazon school of business six sequential emails an update for events implement referrals low dollar low risk testing like this is the thing for you to get started that way you're not overwhelmed implement referral program uh improve clarity on usp amazon school of business you're doing fantastic by taking action tonight because this clarity is putting a funnel towards these are the directions that i'm going to go these are the things i'm going to do just so you know i'm doing this myself one of the things that i am looking at is usp the second is risk reversal and then the third is referrals and by usp you mean unique scott proposition selling but yes so congratulations for everybody who did put stuff in the chat and if you haven't done it so far i encourage you let's narrow your thoughts down because 15 hours of j is like going to school for an mba for 22 years by the way my professors did not like me because i would talk to them about j abraham and they didn't understand the concepts and so i was constantly like scott this isn't j abraham classes this is school that's what i was literally told lots of time surfing the fire hose yeah i would i would agree

6:53:46okay so when you fill what i like about your matrix scott is that it actually goes through kind of a constraint formula you know what's the downside what's the upside you know how much time will it take to implement this because finding the thing that has the lowest downside you know maybe not the highest upside but maybe the the shortest time to actually create a result is probably the place to get started because you want to have momentum the sooner that you can talk about how you are using this to make a difference you know the the more likely you are to move on to strategy two if you can't be bragging about a win in under a month you might lose momentum so a great goal to have is to have a win and i define win as a failure if you try something and you've learned that it doesn't work that is a huge win because now you have things that you can you know kind of reflect on and say okay what about it didn't work and often we get more creative more inspired to overcome losses than we do to create wins don't ask me why but the brain seems hardwired to go away from the negative more than it is to go towards the positive so when you have a loss you can't do something right you can't tell me i can't do something i'll figure out a

6:55:13way to make it happen and prove you're all you can't be the best at the world at you know doing these monday sessions i'm gonna prove watch him and there's no work books are coming there it is uh the the what what he really wants me to say is you can't have tacos and tahiti oh yeah watch me tacos and tahiti's on the list so i see it as a huge sign of encouragement for everybody on here who took the time to put their thing in the chat and they've literally narrowed down their thought process that they've taken the time and the reason i bring this up for a second time it is super important to not try to chase after everything that jt teaches you you have so much opportunity to find new things but i would challenge you to take this type of content and decision making to your team so that they're not constantly bringing you stuff and saying here's all the cool things that we can do and it becomes a giant distraction although what you have done is the book that jay j mentioned and i'll see if it doesn't get blurred out by my computer is range i know it's probably backwards by david fstein and what i like about this is david suggests that you do exactly what you did at these last two days you've opened your mind to a range of possibilities of strategies you can use

6:56:41in your business to grow your business so now you can make a better evaluation because at some level your mind understands everything you just heard so when you have a gut feeling that you know uh shifting your mindset, referrals and testing and increasing your you know whatever it is is the thing for you you're right and you just fill out scott's matrix and that'll guide you to which one to start with first and then when you have that one then ask yourself the question what can i eliminate that is off topic from growing my business because you know that series on the 20 marketing mistakes there may be things that you are doing that are taking your time that keep you from implementing this idea so maybe another thing is to look at what's happening are there any meetings that you have next week that you don't have to go to that you can cancel right now are there any time wasters that are eating up your time in a way that's ineffective is there something that you can eliminate to make more space for success in your life what can you possibly say no to so that you so that life can say yes to what you really want it's got you know part of that is eliminating projects you may have a project that is a dog that just is not doing anything for

6:58:06you and it's chewing up time money energy effort mental capability mental real estate you may be able to trade that or sell that to somebody else and let them pick it up or bring somebody in a pam on a split revenue as j would do it here you take this over you make it work we'll figure out a way to make some revenue work for you here's a percentage you just got to get it to be successful so i noticed in the chat earlier scott there were a lot of questions and i see one here in the q&a about reaching out to corporate clients in more effective ways there was several about how do you make a deal how do you start a relationship and i think that we can address us just really briefly in that look we're all in kindergarten when it comes to relationships nobody knows how to do them perfectly so you just need to make the choice to begin the process you know i scott and i both are big fans of role playing because why have a dangerous conversation when you can have a safe one with a friend so have your safe conversation with somebody on your team you know buy play the things find out what you don't know do your research based on what you discovered in your role play of like i don't know have another role play

6:59:21that's even better and then have the conversation many people were asking about you know lawyers documents contracts if you have the right relationship you might not need as much of that as you think because if you truly care about if you truly understand preeminence what does it matter if they don't pay you doesn't yes we all want to be compensated for the energy and effort that we put out there but the truth is is that when you have a passion and a purpose to positively influence your clients then every investment is a win for you why because you're being of service in the way that you want to be and if it's not giving you the results you want you just keep adjusting and adjusting and it'll come back to you can you say a little bit more about creating those brass tack you're like what are the micro steps someone would need to get the ball rolling scott who do you want a contact i would make a list of who are the top companies you want to work with so chat home just to talk about a dream 100 who are the top i don't know let's say top 10 people you want to work with and then make a list of who are the contact people and then make a drip campaign how are you going to contact them what are you going to do to get their attention how

7:00:41are you going to get them to call you back and when they say no i'm not interested right now what are you going to do when you re-contact them and when they say no i'm not interested how do you keep them engaged you know when you take a look at most business interactions it takes between seven and thirteen times to reach out to somebody to contact them what can you do that's interesting i send boxes of goodies from hawai to people if i want to contact them and get in touch with them and i don't put anything except for my name on there i make them look me up and try to find me and get my phone number like if they contact me i know i did my job because i'm not like hey i want to do business with you i'll figure out a reason to contact them and say you know i really like your book i really like your blog i really like your podcast here's a box of sunshine from hawai in the mail and i know that they have it in three days because there's a tracking number and i don't know how many people have been able to contact and reach out to that find night email they they find me on linkedin and they say thank you so much for those box of coffee and goodies is there anything i can do for you i'm like well you know what the funny thing is

7:01:46that there is and i don't have to try to bypass eight keepers because when you get a box it's coffee and chocolates from hawai there is no gatekeeper now you for whatever town whatever part of the world that you live in you have your own version of that and i will tell you it cost me about 50 to 70 bucks to set one of those boxes up but like for me to not have to get past a gatekeeper and not have to like go back and forth time value of money says it's pretty pretty inexpensive proposition and because of it like when i go to live events people are like oh my goodness you've got to meet this guy scott only does he wear a low haw shirts and he's always in hawai but he sends the best boxes of goodies and like i've been introduced to people that are like i want to box at goodies from hawai and i'm like you do and like they're well-known people like give me your address i'll ship one off to you and they get super excited and it's just a good way to open a relationship you can do a book you could you mean like if you got a friend that's an author get them to sign a bunch of books for you pay them like i'll pay you 20 bucks a book i just need you to sign them and put them to somebody's name i've got a friend that's a really well-known author and persuasion and influence and i went to

7:02:54him and i said hey i need 10 books to go about i'll pay you for every book i'll just give you 200 bucks but i need you to fill these things out i'm going to ship you the books if you can sign them and send them back they're personalized and they went to executives and so you can use this strategy to get somebody's attention hope that hope that answers your question Brian got me all excited talking about chocolate and coffee from boy it did indeed and i did jay jay talked a little bit about sometimes going directly to the person might not be the best you know i mean he was doing an interview i think it was about hitting above your weight class so the the interview was asking him so if you don't kind of qualify to talk to the decision maker is there someone in the decision maker's life that you can reach and i thought this was brilliant because i wanted to share this idea with my kids i want my kids to know that they can reach and do anything so i asked my daughter i said so who's someone you admire and she she thought about it for a minute and she's like i'm like okay let me ask a different question who would you like to meet she's no no thought about it taylor swift and i'm like fantastic now do you have taylor's number she's like no i don't

7:04:07have taylor's number i'm like if you go to a concert you're not having dinner with her so how do you think you have dinner with taylor swift and i said does taylor swift volunteer in any kind of organization does she have a club does she have a group that she belongs to is there uh you know someone that she supports and she's like well i guess i could look into that and so finding the person who's next to the person who you want to talk to maybe another strategy i have a good friend who works in cryptocurrencies and he's he's he's he'd blatantly admits that he's i stalk people before i meet with them i find out everything about them so these are simple things that we can do to make it easier to have the meeting i am a introvert so i do weird things like have colorful pocket squares yesterday i had a big leaf on my lapel why because it's a conversation starter i write a motorcycle because you can't walk into a place with a helmet and not have a conversation everybody's got something to grab some attention yeah so use it so it's a great way to get these things started and it doesn't you don't have to have like the perfect strategy the perfect email sometimes blowing it can be um marco was on earlier and he was saying hey you know i'm expecting some documents back from

7:05:33some people that i put an offer to and they haven't sent it to me and i i remembered this funny email sequence i got you know they asked me for something and i didn't want it so i was ghosting them i just wasn't responding and and instead of saying hey do you have that thing that we asked for they started sending me these joke emails that were like you're not going to believe it a dinosaur came into our thing and and stomped on our server and it's gone we we haven't gotten your thing but we think it's because you said it while we were getting a new server and then it was like uh we just did a time check we noticed that we think a time lord came into our establishment and stole about three days if you said your response in the last three days please send it again so it's this funny sequence and it got me to laugh i responded say thank you for the female sequence but you know it's not a fit for me but you know have fun uh find ways to engage people uh and is there something that you want to address how are you going to digest this so if you want to interact with us you can either raise your hand or put it in the chat or put it in the q&a scott sorry i was reading a question here um somebody was asking me about getting

7:06:51contacts iris was asking me about getting contacts and i'm trying to figure out what the question is so you send it great get it home um we're on there is no prep for tmogs up for a really good sleep yeah hey good point so iris could you rephrase your question i'm trying to figure out what you're asking me and i want to give you a really good answer so if you could put a different version of that in the chat or raise your hand yeah we'll raise your hand we'll bring you up all right iris go for it uh you can unmute yourself there you go hi staff thank great co-stars today really enjoy um my question is uh how do i'm trying to get away it's leads but what i follow that these people perceive like a 20-30 letters how can i be ahead and they broadly they receive and they test it away by letter so can't how can be ahead that they can open my mail okay so from what i hear what you're asking is how can you get in contact with people who are pre probate or in probate uh so very probate but they're waiting for the here for the courtes so like um i have a cousin that's in Las Vegas it is a probate attorney and so you know he's always talking about you always want to have your paperwork done before probate so you know if you go and you

7:08:46follow what jay says about what do people buy before during after her instead of so i would personally i would reach out to accountants i would reach out to insurance agents i would reach out to attorneys of people who have a profile of somebody who's between 50 and 60 maybe even 70 because there's a point where mortality tables start saying that you have a higher propensity of losing your life and so when you start taking a look at all those there's optometrists you can just make a list of like all the professional services that somebody would need when they're 60 70 or 80 and then whatever any of those professions are those are the people that you're going to want to connect with those are the people that you're going to want to talk to and then so this this isn't going to be an instant process for the example that i'm giving um as i'm talking i'm thinking of like how could you get in contact with that person short of finding probate attorneys or being willing here's another thing you can find um associations and find a probate attorney association and go speak at their events be willing to interview people for podcasts so if you if you want to get found you can say hey i created a youtube channel i want to interview you hey i created a podcast where i would like

7:10:01you to do a ghost a guest blog firm and so for everybody listening and watching right now literally take out the term probate attorney or somebody in probate and put your industry your service in there okay to help yeah that's an umbrella usually you can reach from there i don't probably before they go to court it's what most of the agents contact them but at that point how can we head of the other people so part of this part of this i'm not i don't know if i'm going to be able to give you a good example because i'm not an attorney and i don't even play one on youtube so finding a way to get to the people before they meet the next person is is going to be draw a map they could i have a whiteboard in my office in the other room and anytime i want to meet with somebody i go how would i explain this to a fifth reading and and i do order of operations who are they going to talk to who are they going to interact with and then i reverse engine there from there you can use a post-it notes you can you can take that information and just make a mind map of all the people you can use something like um mind mop just go on to google and look up mind mapping software there's a ton of it that's free and then build out your list and then figure out what

7:11:27your contact points are and how you can get to that person could you send them a book could you get them on a blog could you could you get them on a podcast would they do a video or an interview with you could you buy them could you buy an hour of their time at lunch and ask them a bunch of questions okay all right thank you yeah absolutely so i got a couple of questions about next steps and and i liked your response getting a good night sleep tonight is a key next step for everyone just really digest this capture your notes capture your top priority and sometimes in the the warm light of the morning where of the next day you see things in greater clarity Brian what that being said can i add something here yes after events like this it's not in common just step away for an hour or two and have your brain go i have the best idea ever so there's a couple of things that you can do one have a notepad you get ready to take some notes because your brain is going to just dump out information to open your phone and put it on voice recorder mode or video mode and literally just talk it out loud hey i heard this idea from j about preeminence and how to be preeminent and to be a leader in my industry and i'm going to start doing interviews

7:12:55i'm going to start doing better risk reversal and then just talk it out and then you can take that content and then drop it into something like rev.com or otter.ai and have it transcribed and then j talks about double spacing in your notes and then going through and then figuring out where it's at like the the magic doesn't happen to get it perfect right now the magic doesn't happen to get it perfect at this moment the magic happens to get those notes on paper on audio and on for on video so that you can take it and do something with it otherwise you're not going to capture and it's going to go away you know at one point i used to carry a waterproof video camera around with me because i came up with so many ideas and i would just i didn't matter where i was if i was in the water i was out of Hawaii and i was swimming in snorkel and i came up with an idea i'd literally pull off this camera and start talking to it i'd pull the mask off my face or the the breathing apparatus out and say hey i need a way to do this so i have four laptops and they're all set up with google docs and i have like spots on the screen i have a running list of about 100 questions right now that i want to ask j and anytime i come up with a question i just go and i dump it into like what do i want to

7:14:09ask j if i'm going to do a podcast or a youtube video i literally just keep a running list and it's just a handy way to always have a spot to put something in and literally have short cuts on my phone on my home screen for my note-taking guide so i've got one for j questions one for podcast one for youtube videos one for business ideas and i don't ever want to get stuck and say i don't have anywhere to put this i got technology you got tech going and the lowest tech form of that is a pen and a piece of paper so i just encourage you that after today after tonight and even in tomorrow when we do our session there's going to be a point where you're walking down the street and you're like i don't have anything to write on you pull out your phone and you say hey i'm sitting here walking down the street but i had this great idea about preeminence i just recorded it awesome well said so i saw a couple of things in the chat relating to new businesses launching and that kind of thing you know implementing a new idea and if i were in your shoes and i'm launching a new business come January and i want to implement everything that j just talked about how could i do that i would start with a concept that he talked about in the mind of the market and that is listen

7:15:30to the reviews for the problem tony robin's often says when j and tony are together that if you can tap in to an underserved you know market into a key problem and solve that billions so what market need is not being built and one of the best ways to find that is in negative reviews i've got a problem with these competitive future competitors of yours that aren't solving this problem so there's your your problem finding and then you expand that problem and you think about it and go from there i saw you wanted to say something scott it's just you know the thing is is taking a couple of minutes and putting down the information that you need to gather you know if you need to say hey i just i need five minutes to write this down it's going to be the thing that helps you brianick i think that was the path that you were going down yeah i'm just like everybody else i'm on mental fatigue so i'm sorry so once you have that problem clear in your mind then you think about who has that problem and they are your target client and then you really think about how you can best serve them so you dive into preeminence again and you really think about how you can make that client have a better life what else do they need before you serve them what would they need after you serve them what

7:17:02might they do instead of you serving them so these are you know and while you're serving them how could you add even more value how can you stack the value so that what you do is so different from what everyone else is doing you know you do a competitive market analysis so that you can see what other people are doing and you need to know before you hit go that you are different right i'm going to give you your essay and i'm sorry i completely answered your question the wrong way after you started talking i started thinking like that's not what he asked me so here's what you do you you group the reviews in three different groups one star reviews three star reviews and five star reviews and five star reviews are going to be the most flowery thing possible you can cut and copy and paste all those words into a word cloud and you can look for the positive word so you can use them in headlines so you can use them in the body of the copy you go to the one star reviews and you look for all the negative things and you build out a frequently asked question or a guide about all the problems that are faced in that marketplace or the product of the service you have and you reverse engineer and you say i'm not doing any of this what risk reversal do i need

7:18:09to put into place what problems do the market have what are my opportunities because like in my mind i look at a problem as a coin on one side it's a problem on the other side it's an opportunity it's not just like oh there's problems if there's a problem you have an opportunity okay and then the three star people are typically the people that are highly engaged when they write long reviews so somebody who's going to take the time to write a review in the middle is going to be a person that you want to reach out to and do an interview you like there's a disparity for whatever reason five star people they're going to love it they're going to think it's great three star people are the people you want to talk to and if you use that type of a mind map to figure out like how do i build out where i want to go and what i want to do it'll help you out and then you bring in that accounting partner that person that's all about you need to invest money to make money and you tell them i don't believe you make a list of everything you think that we need money for and i'm going to tell you three ways that we can get that without spending the dime and they're going to call you crazy and you're going to say absolutely and so they give you this list of all the things you need

7:19:16money for advertising uh manufacturing product this pro you know salespeople this you're saying okay salespeople that's a profit on performance manufacturing that's uh you know we're just going to split part of our profits with them and buy their business on a performance basis uh you know just go crazy and come up with you know ideas where you don't need to spend a dime on anything that you're doing in business so using relational capital is the next step that i would do so you know how do i how do i start my business well i find a problem that i can solve i make sure that i make it unique i make sure that it is so the way i solve it is so different that the competition that it confuses the market it is so disruptive they have no way of realizing that i'm functioning on a totally different level and then i do it for no money so i'm not investing i'm not going to the bank i'm not putting myself in negative leverage i'm doing this with relational capital to just thrive from so welcome to the new people because some of these examples you probably have never heard meat user brian use okay so uh one of the coolest videos that i watched was a jake paul video and so i spent an hour a day looking at random information on youtube random podcast because i'm

7:20:31looking for different ways to use correlation and so i was watching this random jake paul video where he said i bought my intern a car and so i was i was watching it and i picked up something cool that he said he said hey had i would have thought about this i would have found a sponsor i would have found somebody who would have bought this car and i would have had given him a shout out in the video and so every time that i look at something new for me for my business one of the first questions is is how do i not pay for it every one of us has a cheap friend that weasels out of the bill at the end of dinner they just it always happens so like if you just imagined yourself how can i be the cheap friend that never pays you know i'm not saying that you don't pay i'm saying like how can you find a way if you didn't have the money what would you do could you find a sponsor could you get somebody to co-sponsor could you get them to to uh you know put some names somewhere now reverse of that how could you monetize it how could you find this sponsor so it's the same thing for testimonials not only you know are there people wanting to give testimonials who wants a testimonial for me i start looking at things like if i was going to take it i was going to make a coin out of

7:21:39what would be the flip side can i get sponsors can i give sponsorship it works like how can i not spend money doesn't mean i'm not going to it's just what's a different way to look at currency if i didn't have cash if i didn't have credit how can i do this and so i see that elbourno he has a resource and doesn't quite know how to maximize the monetization from that very resource just spend the time and think about it who else would possibly need this you know who is spending money you know you look at their advertisers so the specific example is media channels go ahead Scott you are going to hear jay say the jay say you the phrase tollgate tollgate so toll position but tollgate toll position you are absolutely right brian thank you for the correction so elberto there's you there's the list and over here is a group of people who want to use that monetization and if the the true toll position tollgate for you is going to be to take that list and do something with it you can get part of the revenue share by saying i will introduce you to new people they can use it but i want a cut for every interaction i want a part of the piece i want a part of the puzzle so that's like the most best example you could use for a toll position and i see dian has a question so go ahead and unmute

7:23:13your microphone is it about testing yes let me see well i'm trying to figure out how it's so hard for me to articulate how i'm going to ask jay a question and because i know um i try to put my whole story together and then i don't know how to how to ask him the question and so that's what i guess i'm i'm kind of concerned about tomorrow and we start asking questions so what what business are you in what industry so i'm in the beauty industry i started a 13 years ago i was a move i started a mobile spray-taining business i moved it into now i have a salon i did it by myself working at 8am to 10pm and and i now it's i'm at my five-year mark of being in a brick and mortar and thank you i'm exhausted though uh so i uh i have a little bit of turnover i had to learn how to hire so i have a front desk and then i do have to teach spray-taining so ours is a lot better because i private labeled my own well spray-tian solution that everyone loves and it has hyaluronic acid in the vitamin e it doesn't have that spray-tian smell so i have to teach though now i'm teaching people how to spray-tian because we contour we have brought it down to a lower price because i look to see how other industries we're doing it and bringing i i it's

7:24:41low and i'm making money at lower end at the beginning to get them to continuously buy for me and so we're doing well there but now i'm just exhausted and i'm trying to see the only way that i can see and this might be just being my limited belief is that i need to scale and i don't know how to replicate myself over and over again or get it out there um is your is your store maximized to the fullest capability as it is right now yes so you can't take any more appointments not if i don't any people to take on those appointments so i kind of feel like i'm just kind of i feel stuck so Brian do you want to take a crack at this or do you want me to do it i i want to go meta on you um with permission to be slightly harsh yes i need that because i you know i'm doing this by myself so i i you know i need i need another outlook on it because i want all of you to hear this and it may come off like i'm being a little mean i just want your permission to be a little mean it might not be but permission to coach permission to coach all all jay wants is hi um dianne so he knows how to pronounce your name and if i did it wrong correct me no no that's correct me and i'm in the beauty industry i specifically work in a spray tan salon i'm having a trouble with

7:26:13turnover and i'm looking to solve that because i am frazzled and out of my mind and just need to cover i'm thinking i might want to scale but what guidance would you give me that's the pace that he wants i love it okay you know what's funny Brian is that's the exact same light out that i had yeah it's who you are you know scott and i we need more of that story so when you're with us on kind of a monday morning that story makes a difference but with jay it's just industry maybe a nuance you know i'm a i'm a doctor well that's not good enough what kind of doctor i'm a chiropractor is there something that makes your business unique yes i work on just this little part of the the spine not the whole thing okay okay okay so but starting off with that and then jay will ask for clarification so have numbers ready how are you currently getting income how are you advertising how much are you paying your employees you know anything that's related to so turnovers and issue how many hours are you open how many people do you have on staff how long does it take to train them what incentive do you give them to stay these are all things jay may ask we don't know but jay has this magical superpower of asking you the one question you didn't prepare for

7:27:40and asking the one that would make the most difference if you know it so like go to town on thinking about what element might jay ask for and having that all listed out but don't share it with them until he asks okay Brian and i put a shortcut in the chat just you can literally turn it into three sentences and he cares more about your problem than your name you know because that's what he's thinking of he's he's in the day just to understand jay's mindset he's in the day to solve problems so if you start off with i have a staffing problem hi my name's dian i run a this that and the other thing but starting off will give his brain time to process your challenge so i've noticed that the two people that have done this and started off with their problem got hugely better answers than the people started with the name and the industry just a sneak trick but yeah if you start with your challenge to prep his brain i have a staffing challenge you know your name your industry and then what do you need to know jay thank you so scott did you want to begin to address this or do anything else with prep on this but i think we had time set aside for tomorrow to go over asking jay questions yeah and i think for the

7:29:03sake of everybody's learning capability and and intaking information um i i i i would love i i'll stay on as long as people need me to but i think that the most beneficial thing is for people to write down their notes from today you know and gather insights on that how put those notes to paper and figure out what do i got to do to make this happen scott scott is that link in the chat a video of you talking about how to ask and craft jay a great question that's crazy i don't know is there the date let's see oh you want to share that go ahead and share that scott give me one to me one second i got to find you like hold on i'm on a small laptop and so because of it i have to here you got it you want me to share this yeah sure why not all right here goes here go to my share screen i just put it in the chat so people can click it it's in the chat uh yeah but i was only shared to us i'll share it with everybody oh i'm insights that i don't know i don't know but i don't think my computer sounded off to my uh no worries no we don't need to share that now but if you want to on your own time and you want more about crafting a question um and and just so you know this is your first one so take your time you don't need to ask a question this time we have

7:30:35some alumni that are gonna come in and ask some great questions uh so take a breath but if you do have a question even if it's jay i'd like to learn more about that mine stein thing you were talking about that's a question that you can ask in this so if it's related to this program to these topics or your business implementing one of these topics it is fair game all right did i so dian did that answer your question about the question yes it did thank you so much my brain is very welcome from today awesome well i appreciate you for being here and i also appreciate your challenge i just read an interesting article uh data piece that many of the people who are leaving the workforce are trying to start their own business so if you can show a pathway to ownership you may solve that issue that you're having because your challenge is often the solution to someone else's bigger problem so there are people who want to be entrepreneurs they want to own their own franchise and they don't know how so why not start as an internship to ownership where you work with me for six months which is one month longer than your average person stays whatever that is and then give them a workbook on how to get into ownership and give them a pathway how to earn out their own franchise

7:32:18and people that have ownership tend to work harder yeah and longer and better uh iris i see a question about learning more about selling strategies and open and closed loop uh you are lucky that every monday you get to tap into this brain of this person he's above me but i don't know which way on the screen he is but here scott sillvenbell is a master sales person he trains sales staff he trains uh corporate executives on how to maximize their sales and sales processes and he's been doing that for a while he's over 2,000 videos on youtube uh 2,500 uh you know you create them so fast i just you know it's tough to keep up with so tons of of knowledge there um but a quick thing about an open loop just definitionally an open loop question is one that gets the client or prospect talking a closed loop is a yes or no question it's about confirming understanding in my book um do you understand this so brian i'll give you a good example of open loop closed loop so you know um today we were watching jay braham and i got this cool thing to tell you about jay but hold on before i get to that it went to this amazing place for for tacos for lunch and they were fantastic so the open loop was we were talking about jay

7:33:50and then i switched the topic and i never finished that story and then i go into another topic so if you watch things like soap operas soap operas are one big giant open loop they start and bob and beddie are fighting and then charlie and charlie and charlie or at the table but they're about to kiss and then dave and diane are bearing a body in the backyard and it just it rolls through different it rolls through different positions um the tv show 24 was one big giant open loop there was a bad thing and there wasn't even batter thing then there was a worst thing and then something really good happened that was small and then it started all over again so like it keeps attention span of the brain if i just tell a story at some point your your brain just gives up so if you open a loop and don't finish the story people will pay attention they're like wait wait you you have tacos you were in tahiti and and like you went scuba diving but like then you were hanging out it's a way to keep people's attention yes indeed thank you for clarifying that scott i appreciate it um we are working on a facebook group for for this cohort for for the group of people that are in here so uh natasa was asking about that

7:35:11so grab your surfboards uh find your tacos um open your travel maps and take your mind off this and just relax you know um but keep your notepad close because as you relax just like arkametes when he took a bath he realized that he had the formula to measure a golden crown and uh you may notice that you have an epiphany just like arkametes did uh and uh see that you can connect everything that j talked about to creating profits in your business so relax and let the good ideas continue and trust that you'll capture them have that notebook candy don't let that notebook go more than five feet away from you because i tell you you're gonna need it yeah keep your notepad close in your video camera closer coming from the man with 2,500 youtube videos so i can understand why he would say that and why i would say a notepad so so it has been an honor to launch all of you on an epic journey to creating massive profits in your business and having an enriching life because it's not just about business there are tools and techniques and strategies and systems and sequences that j shares that not only enhance the business it enhances everything about your life how you have relationships how you communicate how you listen how you talk these things add a ton

7:36:54of value and scott and i want to be with you on this journey and we want to celebrate those wins that you have we want to be a part of engaging uh sometimes even enraging you to get into momentum so uh we may be mean and tough sometimes if you are being stagnant because we want you to win we may want you to win more than you want to win but but just win yeah i'm looking forward to tomorrow and things start and let's go so with that thank all of you we're gonna let leave it open if you want to capture a last line to a friend um because i hope you realized that you are all in the same boat uh we're about to go to one of the most amazing destinations on earth and uh i have faith and almost certainty that it will transform your life in a very positive way be preeminent and that means showing up and creating them amended in your life so be prepared to do the work because the work is what gets you results and that's what we want for you any last words Scott