the promise

  • Christopher Thé – Black Star Pastry

    · 00:45:08 · The Unbearable Lightness of Being Hungry

    The fan base for Black Star Pastry is pretty large – after all, its stores attract long lines, have scored many Sydney food awards and even drawn the attention of an Argentinean TV show (its crew called up and asked for an updated pavlova). Black Star Pastry's success may seem unlikely when you consider that its creator Christopher Thé originally had a BA in Psychology and was also told the original Newtown location was "cursed" when he moved in; the DIY attitude that powered the first store meant that he pretty much built the patisserie from scratch, using his parents' retirement money. But the former pastry chef for Quay and Claude's eventually built up such interest for his work that a spin-off Black Star Pastry store opened in Rosebery and a pop-up has appeared at the Powerhouse Museum. Demand for his signature strawberry and watermelon cake has spiked exponentially – not long ago, he was selling half a tray of these a day; now Black Star Pastry buys around a ton of watermelon a week to cover the thousands of strawberry and watermelon pastries that are sold. (The revenue from the cake alone is basically enough to cover 40 people's wages at the company). Christopher shares many other amazing stories about running Black Star Pastry – including the incredibly personal story behind the design of the Rosebery outlet and the inspiration behind the Anzac Day cookie packages – to his surprising army ambitions, collaborations with local designers and keeping watch over former charges who have gone on to their own thing (look out for John Ralley's Textbook Patisserie).

  • Les bienfaits du thé

    · À votre service

    Tout commence en 2737 avant notre ère, en Chine. Selon la légende, alors que l'empereur Shennong faisait bouillir de l'eau à l'abri d'un arbre pour se désaltérer, une légère brise agita les branches et détacha quelques feuilles.Elles se mêlèrent à l'eau et lui donnèrent une couleur et un parfum délicat.L'empereur y goûta, s'en délecta et en reprit.L'arbre était un théier sauvage : le thé était né.Quels sont les bienfaits du thé sur la santé ?Quel thé choisir pour bénéficier de quelle vertu tout au long de l'année ?Cette boisson est parée de Vertus Santé légendaires, qu'elle doit en partie à ses composants et, surtout, à ses polyphénols.Ces substances végétales seraient en effet responsables d'une grande partie des bienfaits du thé. Les polyphénols présents dans le thé ont des vertus antioxydantes, anti-inflammatoires, anti-cancer et protègeraient le système vasculaire.Concrètement, ils permettraient de lutter contre l'excès des radicaux libres dans l'organisme, de diminuer le risque de cancers du sein et de la prostates de freiner la formation de plaques d'athéromes, responsables de l'obstruction des gros vaisseaux, et le durcissement progressif des artères, de limiter le cholestérol.Ils auraient aussi un effet anti-thrombotique, augmenterait la vigilance, atténuerait le stress et les méfaits d'un excès d'alccol, favoriseraient la digestion et la résistance des cheveux.Ils feraient aussi barrage aux UV et lutteraient contre des maux aussi divers que les céphalées, les yeux rouges, les nausées ou la toux.

  • Choisir son thé

    · À votre service

    Le thé est né il y a plusieurs millénaires en Asie et c'est aujourd'hui encore l'une des boissons les plus consommées au monde ; on en produit chaque année 2.700.000 tonnes environ, 1200 milliards de tasses de thé sont bues par an, soit 36 000 à la seconde. Mais ce n'est pas pour autant que nous savons, que vous savez tout sur le thé !Quelles en sont les différentes variétés, faut-il choisir son thé en feuilles ou en sachets, comment le doser, à quelle température le servir, quelles utilisations peut-on en faire en cuisine et comment le déguster dans les règles de l'art ?

  • SaaStr 134: The Crucial Difference Between Mentorship & Advocacy, Why You Have To Practice Upward Empathy & How To Make The Successful Transition from Services Based Business to SaaS Based Business with TapInfluence CEO, Promise Phelon

    · 00:30:11 · The Official Saastr Podcast: SaaS | Founders | Investors

    Promise Phelon is the CEO @ TapInfluence, bringing the first ever influencer marketing platform to the Fortune 1000. Under Promise’s leadership the company has enjoyed a 300% increase in revenue in 2015 alone, they made the successful transition from a services to a SaaS model and were successful in raising a fantastic $14m Series B. Prior to TapInfluence, Promise was the Founder and CEO at 2 startups, one of which, The Phelon Group, grew to 8 figure revenues and was successfully acquired in 2009. Before that, Promise got her start at BEA systems. In Today’s Episode You Will Learn: How Promise made her way into the world of SaaS and came to be at BEA systems, one of the most exciting companies in the valley at the time? How does Promise view the importance of building long lasting relationships with colleagues? How does Promise suggest is the right way to leave a job and sustain the best communication and relationship with former employers and colleagues? What does Promise mean when she states the importance of upward empathy? What are the benefits of installing this in your organisation? What is the right way to breed a culture of upward empathy? How does Promise differentiate between ‘advocate’ and ‘mentor’? What is the right way to attain each of these? At what point in one’s career is the right time to have each of these? What does Promise believe is the formula for making the successful transition from a services based business to a SaaS business? How can one make the change without significant customer churn and revenue loss? 60 Second SaaStr What does Promise know now that she wishes she had known at the beginning? How does motivating people differ when outside of the valley? Should customer success be able to upsell? If you would like to find out more about the show and the guests presented, you can follow us on Twitter here: Jason Lemkin Harry Stebbings SaaStr Promise Phelon

  • 牛津分级阅读《青蛙王子》The Frog Prince 附原文

    · 冬冬读英文故事

    Long ago and far away, there lived a princess. On her birthday the queen said, "I promise to give you any toy you want." "I want a ball made of gold," said the Princess. "There are no balls made of gold," said the Queen. "But a promise is a promise," said the Princess. So the Queen had a ball of gold made for the Princess. One day the Princess was playing with her ball. But the ball fell into the pond. "I have lost my ball made of gold!" said the Princess. She began to cry. A small frog hopped over to the Princess. "I can get your ball back," the frog said. "Frogs can't talk!" said the Princess. "Well I can!" said Frog. "I will get your ball back," said Frog, "But only if you make me a promise." "I will promise you anything you like," said the Princess. "You can even have my crown!" "A frog has no need for a crown," said Frog. "What do you want, then?" said the Princess. "I want you to promise to be my friend," said Frog. "Easy!" said the Princess. "I will do that." So Frog jumped into the pond. He got the ball back, just as he had promised. "Now we will be friends," he said. The Princess grabbed the ball. She did not say 'thank you' to Frog. "Hey!" said Frog. "What about your promise?" But the princess just ran away. Later, as the Princess ate her supper, she heard a sound. "What's that?" said the Queen. "Nothing," said the Princess. "Open the door!" said the Queen. "No, please don't!" said the Princess. The Queen opened the door. "Oh no!" said the Princess. Frog came into the room. "Good evening," he said. "What do you want, Frog?" said the Queen. "I want the Princess to be my friend, just as she promised," said Frog. "I can't be friends with a cold, wet frog!" said the Princess. "A promise is a promise," said the Queen. So Frog sat at the table and ate supper from a plate made of gold. "Now will you go back to the pond?" said the Princess. "A real friend would let me stay," said Frog. "A promise is a promise." So the Princess took Frog up to her bedroom. "You can sleep in this nice box," said the Princess. "A real friend would let me sleep on her pillow," said Frog. So the Princess put Frog on her pillow. As he sat on the pillow, magic happened. Frog grew and grew. He changed into...a boy! "Who are you?" said the Princess. "I am a prince," said the boy. "A witch turned me into a frog. The only thing that could turn me back into a prince was somebody being a good friend to me." "But I was a bad friend," said the Princess. "I didn't like you at first." "You were a good friend," said the Prince. "You gave me food. You even let me sit on your pillow." The Princess and the Prince became real friends. They liked to play with the ball made of gold, but they never went near the pond. When they grew up, the Prince and Princess got married. They promised to love each other for ever. And they did love each other for ever and ever. After all, a promise is a promise.

  • Hour of Promise is Quite Promising

    · 01:26:15 · Top Level Podcast

    The Locst God may be on the art, but our bet is that Hour of Promise will be ushering in Ulamog, the Ceaseless Hunger. Hour of Promise is no Explosive Vegetation Mike initially misreads Hour of Devastation as an overcosted Explosive Vegetation. It's not a surprising mistake. Explosive Vegetation costs four, but Hour of Promise costs five. They both go and get two lands; Hour of Promise sometimes makes two zombies. Oh wait... basic. Sorry: basic That is, unlike Explosive Vegetation, Hour of Promise can search up any lands, not just more Forests or whatever! Example: Go and get two copies of Shrine of the Forsaken Gods If you can cast Hour of Promise, the implication is that you have five lands in play. If you get two copies of Shrine of the Forsaken Gods, you'll then have seven lands in play, meaning you can tap for nine. All you have to do is hit your land drop next turn to have ten mana for Ulamog, the Ceaseless Hunger! Hour of Promise is More a Thalia's Lancers than an Explosive Vegetation Mike loves to mark for 4/4 creatures for five mana that have a cool or card advantageous abilities. Examples: Goblin Dark-Dwellers Indrik Stomphowler Thalia's Lancers Hour of Promise is like one of those, but possibly better. Why? Instead of one 4/4 creature, your payoff is two 2/2 creatures. Two 2/2s are sometimes more useful than just one 4/4, but Hour of Promise generates about the same amount of power and toughness. The "Desert" Clause isn't that big a deal All you need is one Desert in your first five lands and you'll be dripping in Zombie tokens! Why? You can just go and get two other Deserts and put them on the battlefield. Now, armed with three Deserts in play, you will soon the be the owner of a pair of Zombie tokens. The deck design implications are open to explore. Do you want to play lots of Deserts? That would increase your chances of having a Desert in play on turn five. Or, you might only play three total Deserts. Card selection aside, you will have a lot of specialty lands fighting for space in your mana base... You might not have room for too many Deserts. Pro Tour Champion Patrick Chapin and Resident Genius Michael J. Flores cover many more Hour of Devastation cards in this great podcast. Two words: "horse tribal" ... Check it out now!

  • What it Takes to Build a School – with Adam Braun : Zero To Travel Podcast

    · Zero To Travel Podcast : National Geographic Type

    I have some very exciting news for you in today's podcast. It relates to a personal dream of mine that has come true thanks to you - the Zero To Travel Podcast listeners! I also interview Adam Braun, the founder of Pencils of Promise - a for-purpose charity that builds schools for children who wouldn't otherwise have access to an education. Listen in to find out how Adam's background helped him start Pencils of Promise, how Pencils of Promise runs, and how you could build a school with Pencils of Promise. You will learn: The personal dream that’s come true for Jason, thanks to the Zero To Travel listeners How travel had an impact on Adam’s life and career How Adam’s background helped him start Pencils of Promise What a “for-purpose” organization is The story of Pencil of Promise’s first school build How Pencils of Promise decides where to build schools How donations to Pencils of Promise work and where they go The heart-forward decisions Adam has been making recently The challenges Pencils of Promise is facing Creative fundraising ideas A common misconception people have about Adam The story of Adam’s very first student How you can raise the money to build a school Resources Mentioned The Paradise Pack Pencils of Promise Extra Pack of Peanuts Podcast with Adam Braun The Promise of a Pencil: How an Ordinary Person Can Create Extraordinary Change Pencils of Promise with Adam Braun on Extra Pack of Peanuts Hitchhiking Stories From Scotland You're Coming Hitchhiking Around Scotland With Me For more travel podcast episodes, see the Travel Podcast Directory. The post What it Takes to Build a School – with Adam Braun : Zero To Travel Podcast appeared first on Zero to Travel.

  • De illustratieve kinderwereld van Thé Tjong-Khing

    · Fragmenten Nooit Meer Slapen

    Thé Tjong-Khing (1933) is een Chinees-Nederlandse illustrator en striptekenaar. Hij is geboren in toenmalige Nederlands-Indië en kwam in 1956 naar Nederland waar hij als tekenaar aan de slag ging bij de Toonder Studio’s. Daarna maakte hij tekeningen bij de verhalen van o.a. Miep Diekmann, Burny Bos, Guus Kuijer en Dolf Verroen. Bekend zijn Thé Tjong-Khings verbeeldingen van Vos en Haas, de helden uit de boeken van Sylvia Vanden Heede. Binnenkort verschijnt het filosofische kinderboek 'De dag dat de zee weg was', dat hij samen met filosoof Awee Prins heeft gemaakt. Pieter van der Wielen spreekt met Thé Tjong-Khing.

  • How Nonprofit Leaders Commit Brand Slaughter

    · 01:00:27 · The Nonprofit Exchange: Leadership Tools & Strategies

    David Corbin: Keynote Speaker, Business Adviser, President of Private and Public Corporations, Inventor, Mentor and pretty good guy…..David M. Corbin has been referred to as “Robin Williams with an MBA” because of his very practical, high relevant content speeches coupled with entertaining and sometimes side splitting stories. A former psychotherapist with a background in healthcare, he has served as management and leadership consultant to businesses and organizations of all sizes – from Fortune 20 companies to businesses with less than 1 million – and enjoys the challenges of all. He has worked directly with the Presidents of companies such as AT&T, Hallmark, Sprint as well as the Hon.Secretary of Veterans Administration and others. Notes from the interview: Why is it important for nonprofits to be clear about their brand? You have a brand. If you don’t work at defining it, your audience will. You create an impression by your actions, intent does not stop that. Everything you do adds to the impression you create. Make believe you are always being observed and act accordingly. Audit your service by experiencing your deliverable. Would you do business with your organization? When working with people to build organization framework, when to we focus on brand promise? From the beginning. Why do we exist? Who do we serve? How do we want to be known? What do we really want? Who are we really? Everything we take on needs to fit who we are at the core! Do the Brand Audit right at the beginning(Before you deliver any services or approach anyone)! Team must be fully engaged all the way through. Quality and Clarity Determine Financial Results. Growth must start at an individual level for the organization to grow. People – The only completely renewable resource of any organization! (And the most valuable) Culture is a reflection of leadership! How Do Leaders Keep Our Internal and External Brands Fresh? Integrity – Living the values of the organization. Boss Watching – Biggest Sport! Model the behaviors the brand represents. Transformation consists of a series of small steps, often many of them! It starts with one in a row! Everything counts when it comes to integrity. Leader must lead by example. The Transcript NPC Interview with David Corbin Hugh Ballou: Greetings, this is Hugh Ballou. We are live with the Nonprofit Chat. Today, we have a guest who will bring energy to a lot of different topics tonight. David Corbin is a friend of ours. We have known each other for a number of years. This is the first time we have had a live interview, so welcome and thank you for being here. David Corbin: My pleasure. I’m happy to be a live interview. I hope the other ones weren’t dead. What are you trying to say, Hugh? Hugh: You’re a live one, man. I like guests to start out by telling people something interesting about yourself. Why do you do what you’re doing, and what is your background that gave you… The few times you and I have had some deep conversations, I have really been impressed by the depth and breadth of wisdom that you have on these topics that you talk about. Give us a little paragraph or two about David Corbin. Who are you, and what brought you to where you are today? David: Well, I’m a human being. I’m not a speaker. I’m not an author. I’m not a doctor. I’m a human being, and I play the role of a keynote speaker, inventor, and mentor. I am a guy who loves life. What can I say? If there is a way- As I did yesterday, I had a client fly out from Mexico. The objective overall was for him to be happy, healthy, prosperous, and the like. I am the guy who likes to do that and likes to be that as the extent I can continue to learn and grow. I do all of those things. As you know, you have been in my audience, and I have been in yours. I love to share ideas from a platform. I like to consult with corporations at the highest levels and then solopreneurs. I love to run my 5K every Saturday, and I love to play tennis. I love to hang out in my backyard. I look out there, and I have chickens running around and a turtle in the pool. Life is great. Hugh: You’re in San Diego, California. David: I am. Home of Tony Gwynn, the famous Padre. Today I was honored to be invited to the unveiling of his statue in our little town here. I was also with his family at Cooperstown at Baseball Hall of Fame as he was inducted with Cal Ripken. I am in southern California, San Diego. The town is called Poway. Hugh: Love it. The first time we met, we were in Lake Las Vegas, and you had just published Illuminate. You’re not an author, but you write some really profound stuff. You actually were in a suit and tie that day. What inspired you to write that book, and what is it about? David: I’ll tell you what it’s about. It’s about facing the reality of situations in our life and our business. You see, I have read the positive mental attitude literature, and I have had the honor of meeting Dr. Norman Vincent Peele and some of the luminaries in positive mental attitude. I am honored to be in the latest Think and Grow Rich book, Three Feet from Gold. Nowhere in that literature does it say ignore negative issues, that we should push them under the carpet as it were. I came to realize that my most successful clients were individuals who had the courage to face those issues, not just accentuate the positive as the song goes. But rather than eliminate the negative, I learned the key is to illuminate the negative in a model that I call “face it, follow it, and fix it.” That is what Illuminate is about. It came from the realization from practical experience, that whether it is a nonprofit, a for-profit, or a for-profit that doesn’t intend to be a nonprofit but ends up that way, no matter who it is, the individuals who have the courage and the character to face the problems head-on, that is what I found to be the greatest model, and hence the title of Illuminate: Harnessing the Positive Power of Negative Thinking. Hugh: What I can count on if we are having conversations is the words coming out of your mouth are not what I can expect from anyone else, because David Corbin is one of the most creative people I have ever met. I remember when we were introducing ourselves at CEO Space one time, one person said they were a consultant, and then you came along and said, “I am an insultant,” and I said, “I’m a resultant,” and your head went, Whoosh. At least one time I one-upped you. David: It’s on my website now. There is an asterisk at the bottom and says, “Maestro Hugh Ballou, genius extraordinaire.” Hugh: I am honored, David Corbin. I have not seen that. A resultant in a pipe organ is a pipe that is not as long. A sixteen-foot pipe has a certain pitch. They don’t have space, so they miter it, and the result is a lower tone from a shorter pipe. We actually create a bigger result without having to be bigger ourselves. We can amplify the sound by what we do. You and I, I love this Illuminate. Two weeks ago, I talked to David Dunworth, who is also an author. He has quoted you. We talked about that. You illuminate a lot of people you maybe don’t even know. It’s really how we amplify what other people do. I’m just energized by the fact that you’re here. You have another book that is new. You’ve written about brand slaughter. Is that the title? David: It is. I was just on the TV news this week talking about that. It was fun. The guy couldn’t get over the title. The concept is- People create their brand based upon their values and the brand promise out to the world. They put a check off and think they’re done. Don’t stop there. You’re either building your brand—you, your employees and everyone else in your organization—or killing it. Nothing is neutral. You are either engaged in brand integrity or engaged in what I call brand slaughter, just like manslaughter in the first, second, or third degree. We can read in the news that people are convicted of manslaughter, but you don’t often see people convicted of brand slaughter, except maybe in the case of United Airlines or Pricewaterhousecooper in front of 30 million people after 87 years of great service to the Oscars. I don’t know if it’s brand slaughter. I think they can recoup from that. However, United Airlines is going to have a hard time coming back from that brand slaughter, wouldn’t you agree? Hugh: I would. It’s one that got highlighted in a series of really dumb things the airline has done. We’re talking to passionate people who are providing amazing value but are limited by how people perceive us. I was talking to someone on a radio interview, and he said, “There is a charity in my area, but I quit giving because I really wasn’t sure what was happening.” That is part of our brand promise, who we are and what we stand for. David: That’s right. When we look at the organizations that part of our charter is to serve others in an amazing way, and there is no shortage of people in the giving field, those organizations are carrying a lot of weight for the society. They are making a promise out there. By and large, they are delivering. However, there are some actions and behaviors they either are taking or their management/leadership is taking or their front line people are taking—they are taking certain behaviors that are undermining the brand and the promise of the entire organization. It doesn’t have to be that way. Look, I have had great experiences on United Airlines. I truly have. I love Gershwin, so when I hear that music, it pus me in a wonderful state. I have met some wonderful people. They are not just a group of dirtbags. However, the one person who carries the credibility and reputation of the organization pulled down the asset value of the corporation, the reputation of the corporation, and created for great humor, “United Airlines put the hospital back in hospitality,” such that Southwest Airlines came out and said, “We beat our competition, not our customers.” That kind of stuff is just going to keep going because of one guy making one bad move. I want to tell the leaders, managers, supervisors, and individuals who are carrying the torch of these organizations to do what I teach in this book called an ABI, an Audit of Brand Integrity. Have every one of your employees take a sheet of paper and write down the values, write down the brand, and then write down the touchpoints they have on a daily basis with the individuals they are touching: a customer, a fellow employee, a vendor. Everyone who is carrying that brand, and that individual looks at their touchpoints and asks themselves, “How does the brand live that touchpoint?” What could I do, what might I do, what should I do, what ought I do to really boost that brand? If the organization, let’s say United Airlines because we are picking on them, but I can tell you two of them I experienced today alone. But I focus in on that one. If the CEO said, “Folks, this is our brand. We are doing a brand audit. After you do that audit, come back and tell us examples of how that brand is to live in your head. Maybe even tell us some examples of what you have observed in our organization when we have committed brand slaughter.” There is a statute of limitations. Nobody is going to get busted. But it helps us to see how the brand is alive and well and being fed and nurtured and supported, and on the other side, by the law of contrast, we can see where we have fallen down so we don’t fall down that hole again. That would be an amazing solution. I implore everyone who is listening, whether you are running a nonprofit or not—maybe you are going to at some point but now you are a parent or a neighbor or a member of a church or synagogue—and ask yourself: What is your brand? How are you living that brand? I think when we get serious about this, we can’t solve everything we face, but we can solve anything unless we face it. This is a way of facing the opportunity of building your brand asset value. I sound like a politician. I am David Corbin, and I endorse that message. Hugh: That’s right. Your passion is contagious. Our friend from Hawaii, Eve Hogan, is watching on Facebook. We have a lot of people that we know. David, there are four million 501(c) somethings. There are 10’s, 6’s, 3’s, and government organizations. There are all kinds of tax-exempt organizations. They are charities; they are social benefit organizations. Russell and I are on the campaign to eliminate the word nonprofit. Rather than defining ourselves by what we’re not, which is not correct either—we do need to make a profit to make things happen—we are social benefit organizations. We leverage intellectual property. We leverage passion. We leverage the good works and products we have for the benefit of humankind. These nongovernmental organizations that we represent have a bigger job and more important job today than ever before. There is real confusion on the whole branding thing. I want to back up a minute to a question posted a few minutes ago. How can nonprofits eliminate their brand? But I think it’s important for them to know why they even need a brand and why it is important to be clear about the brand. It’s true for any organization, but we are talking to nonprofits. The reason we have top-level business leaders like you on this series is we need to understand good, sound business principles to install into these organizations that we lead. Why is branding important? How do we illuminate that into the communities that want to support us but need that information? David: Let’s just say this. Whether you like it or not, you have a brand. Whether you know it or not, you have a brand. These scanners- I have a scanner over there. It’s a Hewlett Packard. It doesn’t compare to these scanners. *points to eyes* I have a computer that we’re working through. It doesn’t compare to this computer .*points to brain* Everyone is walking around with these scanners and this computer, and everything counts. Whether you acknowledge it or not, you are creating an impression from the eye to the brain to the heart to the soul of who you are and what you’re doing, whether you believe in it or not. I don’t know if you believe in gravity or not, but if you walk off of any building in any town of any city, you are going down. It’s an immutable fact. Now, thank you for the concept of the not-for-profit. Why talk about what we’re not? That was brilliant. You open up my thinking. I thank you for that. I want to let all of my service providers know that everything that you do is creating an impression, whether you believe in it or not. Could you imagine if I came out and said, “I want to talk about hygiene and important it is?” *while sniffling and rubbing his nose and eyes* That would be absurd. I happen to have a 501(c)3 for anti-bullying called Anti Bullying Leadership Experience. Everything that we do is going to be carrying our mojo of the anti-bullying. Could you imagine if I started yelling at one of my vendors and pouncing on them and playing a power trip with them? That would be the antithesis of everything. The point I want to make is make believe that you are on the stage of a microscope and you are being observed in everything that you are doing because you are. And as soon as the leaders know that, they will start looking at things differently. You drive up to the parking lot, see what the front door looks like, see how you are greeted, and you are watching everything that is going on. God is my judge, I must tell you. Hugh, you know I am putting together a little wedding party for my daughter. I was at two places today, one of which the woman didn’t show up to the appointment, and she needed to call me back, and she didn’t later. One was a very famous place called L’Auberge Del Mar. It’s five-star. When I called to make a room reservation there, I was there for seven and a half minutes before I even found someone. I eventually called the manager who called me back. I said, “I’m going to give you a gift. I would like you to call and try to make a room reservation and get the experience of what that’s like.” She did. She called me back and goes, “My goodness, Mr. Corbin. I had no idea.” We need to audit all of these activities. Our service organizations, which do not have an unlimited budget that a lot of corporations might have today, must be efficient, must be effective. The best consultation you can get is from yourself experiencing your deliverables and that which it is you are bringing to the market. I just think that we don’t have a lot of wiggle room for error. There is a wonderful book by Andy Grove who started a little company called Intel. You probably haven’t heard of it. Andy wrote a book called Only the Paranoid Survive. I don’t think he is suggesting that we walk around paranoid. I think he is suggesting a strong and deep introspection into what we are doing and how we are doing it. I want to punch that home. Please, please for the benefit of all whom you are serving and whom you could serve in the future, take this message seriously. Know that you have a brand. Live that brand. Make sure that everyone in your auspices know how they live that brand. Hugh: Those are wise words. Mr. Russell Dennis is capturing sound bites. He is very good at picking out things, and you have given him a lot of fresh meat today. David, you work with a variety of different kinds of clients, some of whom you and I both know. When you are working with them on building out the whole framework of the organization they are launching and growing, at what point do you hone in on this brand image, brand promise, brand identity? At what point in this process do you focus on that aspect? David: I believe strongly with begin in the end in mind. It’s more than rhetoric. If you are a service organization, really ask the penetrating questions. 1) Why do we exist, and do we need to exist? 2) Who do we serve, and how do we serve them? 3) How do we want to be known? 4) What do we want somebody to yell over to the fence to their neighbor about our organization? When you have that, you work backwards from that. Business planning takes the existing business and carries it out into the future, but strategic planning envisions the future and works backwards from there. I take a deep dive of visualization. Actually, as you know, I am a graduate of Woodstock. I was there in 1969. So I can say not just visualization, but hallucination. I can really hallucinate on those questions. I just was in front of an audience in Atlanta and said, “What do you want? What do you really want?” I say that to businesses as I do strategic planning. Who are you? Who are you really? Then you know all of that. That is when you contemplate for your brand promise and the reputation that you want to earn because you can’t demand it. Then when you do that, you get the confidence to move forward. You now have the gristmill, and everything must go through that. How does it go against our brand? Should we do that? Great, tell us how it fits into our brand. When someone does something that is off-target, how did that dent our brand, and what can we do to prevent that from happening again? In direct answer to your question, do this brand audit right form the get-go. I promise you not only does it give individuals a sense of ownership, but it gives them a sense of confidence because nobody wants to mess it up. In Europe, they take it down to the bottom line. When you ding the brand, you are actually pilfering money from the organization. Isn’t that something? Imagine if we really own the brand. No one changes the oil when we rent a car because they don’t have ownership. When people know what the brand is in their hands, they take ownership. What happens is when you collaborate with your people, you breed creativity and commitment. Now they are engaged, they are enrolled. Nothing can stop a service organization with passionate, engaged people. That is why I plug what you’re doing, Hugh. Hugh: Thank you for that, David. That is such a vivid description of how we can upgrade our performance and upgrade the performance of the organization that we have a huge responsibility for as the leader. Perceiving ourselves as the leader doesn’t mean we have to do everything. It does mean we need to be involved in the grassroots of what is going on so we can know what is actually happening. And what you talked about brings to mind that we build relationship with others in the organization. To me, that is the foundation of leadership, and it is also the foundation of communications. You gave the gift to the hotel manager that she didn’t have because she was too busy doing the top-level things to get into the minutiae and figure out, Whoa, how do we look to the public? You could go to any big company in America and help them do an audit, and it would bring them immense value, probably within the first 30 seconds of your conversation. Part of what you described is part of this word that you have used, which is such a brilliant framing of how we- Everybody in Synervision is a leader. We lead from different perspectives, and we impact everybody else in the organization. We also represent the brand. We don’t know who is going to go wild, like United Airlines. That was such a terrible thing for everybody, but it highlighted an underlying problem. Brand slaughter was what brought it to the fore. I bet that cost United a whole lot of money so far, not to mention future business. Let’s take it back to the charities. We are doing work that impacts people’s lives, sometimes saving people from drug addition or suicide or insanity. There are a lot of worthy things we are doing. We have elements going on that kill the brand. I love it when you talk about this brand slaughter thing. I’d like to put it back into context in what we’re doing with this world of charities and how we need to contain this brand and empower our tribes to represent the brand and not be guilty of brand slaughter. Give us a little more food for thought, especially for charities. I work with churches, synagogues, community foundations, semi-government agencies. I find there is a similarity with everybody, that we are not aware of how the culture is represented by the people, and that brand slaughter is committed in minor ways, but also in bigger ways. I am going to shut up now and let you talk about brand slaughter and why that is so crucial for our charities. David: I look at it this way. I believe that the financial results of any organization is largely dependent on the quality of its people and the clarity of its people. Be it a service organization or otherwise, I believe everyone in the organization should create a circle. I don’t mean hands holding. I mean draw a circle, a wheel with a hub and spokes. Every one of those spokes is an essential core job function for that person. If it’s a leader, we know some of the spokes are delegation, communication, strategic thinking, and financial management. Those are all spokes. Whatever the position is, if you’re an operating room nurse or a development manager for a service organization, you create that wheel and look at the spokes. When you do, you start rating yourself on those spokes. The hub means you’re terrible. Outside at the end is a number ten. That is mastery. You get real serious with whoever you are, whatever your job is, and rate yourself on a scale of zero to ten. Where you are an eight or nine, great, pat yourself on the back. That is really cool. But don’t stop there. Unfortunately, Americans tend to stop at the immediate gratification. Look at what I’m doing great. We say no. Focus in on the threes, fours, and fives. Set a goal to a six, eight, and nine, and close those gaps. I say that to my brothers and sisters who work in the serious world of service delivery. I mean what we would call service providers and not-for-profits or whatever you want to call them. When you get serious, and you rate yourself on a scale of one to ten in those areas, and you start closing those gaps, magic happens. You know what the magic is? You start building a momentum of growing yourself. You can’t grow an organization unless the individuals are growing themselves. You show me an organization that does what I’m talking about: closing the gaps, setting personal goals, and getting more efficient and effective in what they do. I don’t care if their building burns down; they could accomplish their mission in a tent. They could do it with dirt floors. They could do it anywhere. The saying is, “Wherever two or more people are gathered in His name, there is love.” Let me tell you. Whenever you have a leadership team and a management team that talks about building their people, the only renewable asset in an organization, no matter what happens, they will win. Every one of the employees increases their asset value. You invoke the law of control. People feel good about themselves in the extent they are moving in the direction of destiny. Their confidence goes up. Their competence goes up. People talk about going down the rabbit hole. Now you are going up this amazing spire into success, achievement, productivity, confidence, peace of mind, and self-esteem. I am passionate about that because I have seen it work. I help it work. I live it myself. I couldn’t talk about it if I didn’t live it, or else that would be a form of brand slaughter. Hugh: I can validate that. You live out the David Corbin brand. You illuminate the brand. Or you don’t do it. You are very serious about being spot-on. You show up fully present. I have been doing the German ice cream thing. I am being Häagen-Dazs Mike. Russell, do you have a comment or a question for our guest tonight? Russell Dennis: It’s a lot easier to tear a brand apart than it is to put it together. Look at United. Those guys have been around forever and a day. And in the space of a day, they have torn the whole thing down and trashed a lot of good wealth. It’s very easy. Brand is about- it goes beyond a logo. People think of a logo when they think of a brand. It’s not the logo; it’s what is behind the logo that symbolizes something. I am going to pull a definition out of a book that a very wise man wrote, “The brand as is a tangible expression of top-performing culture comes to life when the elements including the mission are taken off the wall and put into daily action at all levels and through all individuals in the organization.” That is a big mouthful. Hugh: Who is the wise person that wrote that? Russ: Just some guy who is sitting around while we chat. Hugh: David Corbin wrote that. Russ: Brand slaughter, to me, is the ultimate thing. To say this is what we stand for and do something completely different. I think there are some people out there who are scrutinizing and are waiting for somebody to make a mistake. I have seen people do that. You run into those folks in a supermarket. People don’t intentionally set out to fail, but it happens. These are things that are talked about in the Core Steps to Building a Nonprofit course. When it’s building that foundation, they could lay all those things out. The time to figure out your brand is right at the outset. Who do we serve? What is in our wheelhouse? What do we have? What are we weak at? Where are our gaps? I think you have to hammer those strengths and work with them, but when you have a gap, that is where your recruiting starts. You recruit your advisors, you recruit your board. Or you look for collaborative partners. But you find a way to do it that will stay because everything rides on it. You have to have it all in place. You have to have a solid foundation to start making those plans and do the things that you want to do first. What are we going to do first? There is a big vision. I have been working with Sue Lee. We had a great conversation yesterday. I have also been working with Dennis Cole on his foundation. We are looking at some potential sponsors. We have got some things that we are going to be doing really soon that are interesting, but we are ready to break out and go out there and be a service to people by telling them they don’t have to succumb to any bad circumstances they have because of an injury or major illness. You can work around that. The whole brand is about living that and walking that walk. These are pretty courageous young men I am proud to be helping. Hugh: Part of that course where you talked about- David, Russell is helping people bring in revenue to their so-called nonprofits/charities. There is a relevance. Russ, I’d like to get David weigh in on the relevance of this branding and attracting revenue, the income that we really need that is the profit that runs our charity. Russell, I’ll bring it back to you in a minute, but you had illuminated some things that I wanted to get David to weigh in on. There is a monetary equivalent to the integrity in our brand that you talked about earlier. David: Yeah. Just as in the strategic planning you are asking yourself who are we serving and why are we serving and how are we serving, when you look at the individuals you are appealing to in business development, you say, “Hey, contribute to us. Support us.” When we are looking at that, we then need to reverse-engineer that. That is what I do in my visualization/hallucination. Why are they contributing? What have they contributed to before? What are they contributing to? What is going to make them feel good? How do they know they are contributing to the right organization after they contribute so they might want to contribute again? When you contemplate the psychology of that, much like you look into why people invest into businesses, you think about those donors. Then you know that the emotional connection- You guys have heard me talk about the mojo factor or the God only knows factor. Why are you contributing to them year after year? God only knows. Would you consider not contributing to them or contributing to someone else? Absolutely not. Why? God only knows. They are not sure what that emotional connection is, but you know the emotional connection. In my case, with the anti-bullying, we are looking at the ramifications of some of these young souls who have been bullied and how it impacts their lives. Individuals who are donating to that might have experienced some bullying before and know the pain they went through, as well as the imaginations throughout their life. We know that now, so we know what the mojo factor is to get that individual to know who we are, what we do, and how and why they might want to invest. When that becomes our brand, when they can see it and feel it and taste it and touch it, which it to say there is energy between what we are doing and what we are saying, from the logo and the color and the actions and our behaviors and our sounds, then when we have that going on, we have this awesome connection. Years ago, some of us are old enough to know about Ma Bell. Remember Ma Bell? And then a company came in called Sprint and they wanted to break that God only knows connection, that amazing connection between Ma Bell. Sprint came in and said. It was MCI. They said, “We are going to beat the price,” and Ma Bell came out and said, “Oh yeah? Make them put it in writing.” Ma Bell, you don’t talk like that. Ma? They broke that bond, you see. That is just an example of breaking a bond. When it comes to our organizations who are listening today, the bond is that promise. The two great things that my friend Russell just discussed are 1) it’s a lot easier to kill a brand than to build a brand. That is so true. And secondly, among other things Russell shared, there are some people out there who are looking for you to mess up. There is an individual looking for the rabbi to have a ham sandwich. There is an individual who is looking for the such-and-such the wrong way. They are looking for that. Why? Because it is easier to find the fault in others than to take the personal responsibility to build themselves. So when you know that, don’t be paranoid. But be a little paranoid and know they are watching you. Not only are people scanning you from a neutral point of view, and those scanning you from a positive point of view, but there are also those naysayers who are looking for you to be hypocritical. They are looking for you to mess up. That is when I say have everybody lockstep in knowing what is our promise and behaving that way. You can’t go after fund development and not be the brand, or you are wasting your time. Hugh: Whoa. So Russell, I have interrupted you. Were you formulating a question? We are two thirds of the way through our interview, and we are getting into the nitty-gritty. Did you have a really hard question to stump our guest with tonight? Russ: There is no stumping David. It just follows in with what I was saying. The fourth step of building a high-performance nonprofit is to be able to communicate that value that you bring to everybody you come into contact with. You have people that work in the organization. You have donors. You have people who get your services. You need to know how to do it with everyone. With people who are working with you internally, you have to set an expectation so people know exactly what they are signing up for. Understand that you are not everybody’s flavor, but you are some people’s flavor. When you talk to organizations or donors or people who are going to support you, here is the reality of anything you undertake: There is going to be some risk associated. If you walk in and tell them, “Everything is going to be peachy,” when you are in the service mind-frame or an entrepreneur, we can be hopeless optimists a lot of times. It has been my experience that a lot of things take twice the money, time, and effort they are going to take because we go in with those good intentions. We have to be fully transparent, especially if we discover we have some problems or snags implementing the project. The time to talk about that is as soon as you discover it and look at it and say, “Well, we may not be where we quite want to be.” Up front, transparent. Illuminate as David has talked about. That is a book that is on my shelf. I love that book. I read the thing in one sitting. A lot of people want to cover up. Or human egos want to make us look good. When we are in the business of trying to help people with some serious societal problems, you have to get the ego out of the way. That is hard to do. It makes it difficult to get organizations to collaborate or talk to one another. I have seen a lot of that, too. My philosophy is that you can get a hell of a lot done if you are not hung up on who gets the credit. It is an uphill climb often, but I think the landscape is changing a little bit. People are going into business with a socially benefited mind. They create business structures like the LLC and the B-corp and the benefit corporations. We are seeing a lot of these social enterprises crop up. People can not only make a profit but can also do some good. It’s all about doing some good, but there are certain things we have to look at. It has to be run efficiently and effectively, but it doesn’t matter what your tax stamp says. Hugh: There is a comment on Twitter: “Doing what you love, loving whom you serve, believing that your nonprofit is vital. I knew too many whose hearts aren’t in…” That’s interesting. David, do you want to respond to Russ before we go to the final set of questions here? David: Well, a couple things that come to mind. Something that you had said earlier, Hugh, and something that Russell just said. I’ll start with Russell. Yes, you need to face the issue. Face a lot of issues. Look at what happened. Happily, there will be lemonade coming out of this lemon on the United Airlines. Not for that doctor, but he will get a huge settlement. That is not what he wanted. I think the industry is shifting now. I read somewhere that Southwest Airlines has changed their model around overselling seats. Sometimes it takes this type of situation for people to learn, and then they shift. A lot of people don’t really appreciate their life or family until God forbid maybe a near-death experience, and that is what wakes them up. I say practice safety in driving before then, don’t wait for a near-death experience. Start contemplating for the potential issues or challenges that might happen in your organization before it happens. That is the part of roleplaying what could/might happen. What could possibly happen in this situation? Those are the types of things. Don’t be a negative nelly. Don’t get me wrong. The government has something called Sarbanes-Oxley that says the corporation has the fiduciary responsibility to anticipate, predict, and prepare for a natural disaster. It makes good sense. You don’t have to mandate that to me as a business owner. Of course, if I am manufacturing a car, I want to make sure that if the person who creates my rearview mirrors goes down, I am still going to be able to meet the needs of my organization, my shareholders, my staff, my employees. Of course I am going to do that. I don’t need regulation. For crying out loud, I don’t even need the Americans with Disabilities Act, which is to provide reasonable accommodations for people with disabilities. For crying out loud, that is just good sense. It is just good sense. Plus it is the right thing to do. But be that as it may, we need to face the issue before it happens. Oh by the way, be prepared for facing the issue after it happens. So Mr. President of United Airlines, anticipate if a problem goes down how you are going to handle it. Don’t say he was only following procedure. There was a guy in Nazi Germany who used to say that, too. I was just following procedure. I hate to make an extreme example, but I make a point following procedure. Following procedure, pulling a guy off, breaking his teeth. Come on. To say that is just ridiculous. What Pricewaterhouse did after they had a big brouhaha in front of 33 million people, they had 87 years of doing the job really well. What happened after that is they came back and apologized. They said Mea culpa. Just like the Japanese corporate executives did if a plane goes down, they resign. They take personal responsibility. But what Pricewaterhouse did is they said: It was our responsibility, and we apologize. We are looking into it. We want to congratulate those people on camera, including Jimmy Kimmel, for handling it elegantly. Even bringing a little humor into it. We apologize from the bottom of our hearts—I am paraphrasing here—and we will get to the bottom of this. We will let you know what happens so it never happens again. You see, that ding wasn’t brand slaughter. It was kind of like getting a ticket for tinted windows or a light being out. I believe we are going to forgive them after a while, but it will be hard to forgive United Airlines after they issued responsibility and took that cheap ticket out. I’m piggybacking off some of the comments you made earlier. I think it’s an important point. Anticipate what can go wrong. It doesn’t require legislation for that; it requires common sense. Then practice. Practice so it comes out naturally. Sir Lawrence Olivier said the key to acting is spontaneity, which is the result of long, hard, tedious practice. I say practice. Hugh: I could hear you talk all night, David. I think people would be with us this long. There are people listening to you with lots of focus. We could all reframe our own leadership. The question we threw out for people to think about is from the leadership position. My forty years of conducting, I know that what the orchestra and the choir sees is what I get. The culture is a reflection of our leadership. Representing the brand internally helps them represent the brand externally. My question to you is, in this whole spirit of illuminating- I don’t know about you, but I find some leaders who have more blind spots than awareness on the impact they are having on the brand externally and internally. You can do your own inventory, but I don’t think we can. We need to illuminate with some outside, impartial person asking us the right questions. David, how can a leader, especially one that has been in a position for a while, keep it fresh and illuminate our own representation of our brand internally and externally? David: I think it’s about integrity. Integrity is a powerful word. It’s thrown around. But integrity, the leader living the values of the business. I can’t ask you to do what I’m not willing to do. They say one of the biggest sports in life is soccer, but I don’t think that’s true. I think the biggest sport in life is boss-watching. Seriously. I really think that. They set the culture. They set the pace. To the extent they are leading with honor and integrity, with the values and behaviors and all. I talk about illuminate, face it, follow, and fix it. One time, instead of getting out of the shower and running past the mirror, I stopped. I didn’t quite like what I saw, and I saw a guy who was 40-50 pounds overweight. I thought, My goodness. How dare I talk about illuminate if I don’t face it. I faced it. I am asking everyone, every leader, to face: Are you living in integrity? I followed it. I found out why I was gaining weight. I was having a glass of wine or two every night, and it brought my blood sugar down. I would eat anything that was there. There are sardines and chocolate syrup. Looks great! And then I’d go to sleep. I didn’t realize I was training to be an athlete. There is an athlete who drinks alcohol and eats a lot of food at night, and that athlete is called a sumo wrestler. I was training to be a sumo wrestler. I couldn’t be a leader of Illuminate and be that hypocritical. The fix it was to take small steps and make some transformation. I ask my leaders, my brothers and sisters who are leaders, to get serious. I walked into an association that has to do with diabetes, and I saw a big Coke machine there. I look at some of our organizations who are in the health industry, and they are not healthy. I did a lot of work with a company. I won’t tell you the name of it, but it rhymes with Schmaiser Permanente. They are talking about their model called Thrive. And I look at some of their employees, and they are out of integrity. I say, “Don’t talk about thrive. You are better off saying nothing. When I see the word ‘thrive’ and see people who are grossly unhealthy, I know you are hypocritical. I wonder where else you are cutting corners. I don’t like that.” Everything counts. Everything counts. I scan, I think, I feel. Maybe below the line of consciousness. But if it is not in integrity, I am not donating my time and my money to you. I am going to move on to someone who is. Any business, any organization, the leader must lead by example. When she falls down, she says, “Mea culpa. You know what. I fell down. I apologize for that. Here is my plan.” The feminization of business today is so important. Authenticity comes with that, and a lot of drive. When we have the character to say, “Whoops, I messed up, wow, that is a big difference,” that is leadership. Leadership is real. Vulnerability, authenticity, those are just words. They are being overused, but they are real. Get serious about that. Hugh: You are preaching our song. We preach that leadership is influence. We get to choose if we influence positively or negatively. Those are good parting words, but I am going to give you the chance to do a wish or thought or tip for people as we leave. I want to recognize that they can go to David Corbin leaps over tall buildings. Do you really run a 5K every Sunday? David: Every Saturday when I am in town. Hugh: Wow. And you went to Woodstock? You know who else was there? David: My brother David Gruder. Hugh: Yes, he was at Woodstock. You and I are contemporaries. I am a little older than you are. I have never had anybody on this interview series take a sound bite from Rhapsody in Blue. He is a modern-day Renaissance man with many skills. David Corbin, you are indeed a blessing to a lot of people, but tonight, to Russ and me for sharing this great stuff with so many charities. As we are winding up this really powerful interview, David, what is a parting thought or tip you’d like to leave with these amazing leaders that are making such a difference in people’s lives? David: I would express my gratitude for their passion, for their hard work. It is difficult today. Service organizations, it seems as though they are being told to jump through hoops and then they make the hoops smaller and then they set the hoops on fire. It’s not easy. We need to attract people to volunteer and donate and work for our noble mission. Every morning, I wake up. My hands and knees are on the ground like our Muslim brothers, and I give thanks and gratitude every single morning. I want to give gratitude to those of you who are taking the rein and doing this amazing work, this social work. I thank you for that. I deeply hope that some of these ideas might help you be more effective, more efficient, and more joyous and confident in what you do. Thank you for what you do. Hugh: David Corbin, special words indeed. Thank you for sharing your wisdom with so many people. Your words will live on. Thanks so much for being with us. David: Thanks, brother.

  • 381: Adam Braun | Pencils of Promise

    · 00:49:27 · The Art of Charm | Social Science | Cognitive Psychology | Confidence | Relationship Advice | Behavioral Economics | Productivity | Biohacking

    An ordinary person can create extraordinary change. "One of the biggest things missing in the non-profit space is the sense of for-profit business acumen." -Adam Braun The Cheat Sheet: How much money did he start Pencils of Promise with? Why must all communities that receive a school contribute 20%? Why non-profits can sometimes have adverse effects. What are the three forms of compensation? Adam shares what to consider when making your next career move. And so much more... Many of us dream about giving back, adding meaning to our lives and making a positive impact in the world. But how many of us do anything with that dream or even think we're still capable of pursuing it? Adam Braun of Pencils of Promise has pursued his passion for education and has now written his book, The Promise of a Pencil, to inspire and show the rest of us it's not too late and that ordinary people can create extraordinary change. Join us as we chat about that topic and more on episode 381 of The Art of Charm. More About This Show: Founding an educational non-profit wasn't always a dream of Adam Braun's. Born in NYC, he moved to the suburbs of Connecticut when he was a small child. His parents always placed a strong emphasis on education and he went to one of the best public schools available. He played basketball while in school and saw the distinct economic gap that existed. Some of his teammates lived in the worst neighborhoods while others lived in large mansions. He was fascinated by this and asked the parents who lived in the mansions what they did for work. The resounding answer: Wall Street. By 13 he was obsessed with getting a job on Wall Street and opened his own trading account. At 16 he spent a summer interning at a hedgefund and at 20 he was exactly where he wanted to be: he was playing collegiate basketball for Brown University, studying economics and on his way to his dream career on Wall Street. All of that changed when he did a program called "Semester at Sea". It's a collegiate program in which students and faculty spend a semester on a cruise ship traveling and exploring 10 different countries. Students and professors and administrators come from over 200 different schools to participate and Adam was one of them. Their first stop was South Korea, but on their way they were caught in a superstorm. Their ship was hit by a rogue 60-foot wave that knocked out their power and navigation system. When the announcement came to get to their muster stations everyone, including the adults on board, believed they were going to die. After a few minutes though, Adam knew he was meant to do more than simply die at sea at the age of 21. A feeling of calm came over him, and soon everyone onboard was safe. They continued their semester at sea and Adam enjoyed the backpacking and exploring of each country. As a project during his travels he asked a child in every country what their dream was. In India one child's answer floored him. The child simply wanted a pencil. When Adam handed him his own pencil the child lit up. That experience was the origin of Pencils of Promise. On today's episode we talk about the steps he took to building his non-profit after that experience, why it's been so wildly successful (people like Lewis Howes and Gary Vaynerchuk sit on the board) and how he wrote The Promise of a Pencil. He also shares how stepping away as the CEO of PoP actually helped the organization to grow and thrive, and he explains how you can apply his same lessons learned to your business. It was a pleasure to have Adam here and to find out the fascinating story behind Pencils of Promise. Listen in, enjoy and then join me in thanking Adam for being here with us. We'll see you next time on The Art of Charm. THANKS ADAM BRAUN! If you enjoyed this session of The Art of Charm Podcast, let Adam know by clicking on the link below and sending him a quick shout out on Twitter: Click here to thank Adam on Twitter! Resources from this episode: Pencils of Promise web siteAdam Braun's personal web siteThe Promise of a Pencil, by Adam Braun Email Adam here to raise money for PoP Pencils of Promise on Twitter The Art of Charm bootcamps   You'll also like: -The Art of Charm Toolbox-Best of The Art of Charm Podcast Wanna leave a comment? Too bad! Email me instead (we read everything)!   HELP US SPREAD THE WORD! If you dug this episode, please subscribe in iTunes and write us a review! This is what helps us stand out from all the fluff out there. FEEDBACK + PROMOTION Hit us up with your comments and guest suggestions. We read EVERYTHING. Download the FREE AoC app for iPhone Email Give us a call at 888.413.7177 Stay Charming!

  • Podcast #10 - Ni Air, Ni Eau

    · 02:38:56 · Le podcast de merugezu

    Nous sommes au mois d'octobre. L'été n'est plus qu'un lointain souvenir. Les feuilles mortes, la pluie et le vent nous rappellent qu'on rentre dans cette période où il fait bon de rester chez soi devant son PC ou devant sa console.Préparez vous un thé ou un chocolat chaud (pourquoi pas les deux ?!) et mettez-vous bien pour écouter nos échanges avec la team au complet, pour une fois !Nous parlons de nos vacances, de nos péripéties vidéoludique et de pas mal de choses à vrai dire pour un enregistrement qui a durer assez longtemps.Au programme :Sofiene a joué à Knack 2Guillaume a joué à FIFA 17Théo a joué à NieR: AutomataKen a joué à Yakuza KiwamiPazou à joué à Life is Strange: Before The Storm et Until Dawn—-Nioh ou le succès de Koei Tecmo et la Team NinjaQuizz Final Fantasy : Duel fratricideLe Sonic Bashing, pourquoi, comment ?Recommandations lettonnes : Phantasmagoria II : Obsessions Fatales et l’app Kanji StudyDans la série « Uberisation de la darksoulerisation et de la gentrification des jeux vidéo » : CupHead-gate! Dean Takahashi : escroc ou génie incompris?! Mais qu’en pense le public ?!?!Morceaux utilisés :Triplego – OrangeNobuo Uematsu – Let the Battles Begin! (闘う者達)Fat Jon – GenomeUn grand merci à vous tous. Nous allons gagner en régularité, ça nous fait vraiment chaud au coeur de voir votre enthousiasme s’exprimer à chaque nouveau contenu que nous publions. Du fond du coeur : MERCI ! ❤

  • La Chine au secours du thé mauricien

    · 00:12:33 · Economie et développement

    Vous prendrez bien une tasse de thé pour fêter la nouvelle année! Et pourquoi pas du thé de l'île Maurice? Le secteur fait face à de nombreux défis, comme le changement climatique et la vieillesse des plantes. Port-Louis a fait appel à l'aide de la Chine // Comment discutent entrepreneurs africains et allemands? Quelles sont les attentes de chacun? Une rencontre s'est tenue à Bonn sur le sujet.

  • La vie secrete de Colibacille - Episode 6

    · 00:12:00 · L'Inaudible de Walter

    Un grand feuilleton webophonique et proportionnel Episode 6 : archéologie, tête à Tohtô et thé à l'ail. Starlette... ...Colibacille Blast... ...Borken José Phinebacker... ...le Colonel Quenton... ...Jimmy Carlton Laurent Doucet... ...Anselme Gougnafier Twen... ...Arno Future Mademoiselle Hobby... ...Colibacille enfant Phileas... ...John McConcierge Pop Goes The WZA... ...Toto Laricco CousBou... ...Gallineo Gallinea Jean-Seb... ...Professeur von Glutamate Pompidou... ...Rachmaninov Helmut von Straffenberg... ...Sigismond de Courte-Paille Lams... tête à Tohtô Raoolito... ...Jean-Paul Braillard Lulu... ...Paul Tergheist Lionel... ...le Connétable Johnny... ...le Présentateur Tamala75... ...Doris McConcierge Minarey... ...Commissaire Pikachiette Nico Tupe... ...Pierre Laure... ...Valentine Nelson... ...le Commentateur Didouille... ...Anna Phylactic Cocorette... ...Geneviève Slyvoon... ...Commandant Poupougne Narghilet... ...le Commandant de bord Holograme... ...le Garde Monsieur Hobby... ...Rufin Pompidou... ...Bilou Crama... ...le Chauffeur de taxi Margot Zilla...Bohort...Cirbafe...The Bûcheron...Grincheux...Laetitia...Brice...Geoffroy...Anna Coluthe...Coupie...                   ...les Juges arbitres Irslo...Geckaude...Narghilet...     ...les Vendeurs de glaces Vinsouille... ...le Reporter Nelson... ...Dom Perignon Ian... ...Johnny Walker Limonade... ...Helga Mao... ...Etiennette Musique originale... ...Phaeton Bougre Voix générique... ...Abi le Fanu Ecrit et réalisé par Walter Proof ©

  • Kungligt thé med Staffan Westerberg

    · Nordegren i P1

    I dagens Nordegren: Kan Sverige bedriva krig i Afghanistan med hoppande majoritet? När vi nu har haft val varför skärper sig inte partierna och gör upp? Thomas Nordegren ska också dricka kungligt thé med anledning av att det i dag är exakt 200 år sedan Jean Baptiste Bernadotte landsteg i Helsingborg, staden där Thomas växte upp. Från hans barndom kommer han ihåg det fula monumentet vid hamnfärjan Kvick. Inbjuden på eftermiddagsteet i studion är också skådespelaren Staffan Westerberg som just nu spelar i en alldeles lysande självbiografisk teaterföreställningen Elvaåringen. Och hur ska det gå med Kjerstin Dellerts närvaro vid premiären av Aniara på Stadsteatern på torsdag? Är hon bjuden? Bisittare: Nina Lekander Kan Sverige bedriva krig i Afghanistan med hoppande majoritet? När vi nu har haft val varför skärper sig inte partierna och gör upp? Thomas Nordegren ska också dricka kungligt thé med anledning av att det i dag är exakt 200 år sedan Jean Baptiste Bernadotte landsteg i Helsingborg, staden där Thomas växte upp. Kungaparet intar sitt te samtidigt som Thomas, men på Sofiero slott där Marcus Nemrin förbereder kalaset. Från hans barndom kommer han ihåg det fula monumentet vid hamnfärjan Kvick. Inbjuden på eftermiddagsteet i studion är också skådespelaren Staffan Westerberg som just nu spelar i en alldeles lysande självbiografisk teaterföreställning Elvaåringen. Och hur ska det gå med Kjerstin Dellerts närvaro vid premiären av Aniara på Stadsteatern på torsdag? Är hon bjuden? Och så kollar vi Thomas blodtryck.

  • Website Branding with Joshua Adams

    · 00:26:02 · The Nonprofit Exchange: Leadership Tools & Strategies

    Transcript of Interview with Joshua Adams Joshua Adams, the Head Honcho of Rock Paper Simple, lives and breathes entrepreneurship, branding, and marketing. Joshua started programming at 11 years old and began his freelance web career at 14. As a result of working with over 700 clients, he has become an expert in the fields of web development, digital marketing, and branding. Joshua founded Rock Paper Simple in 2011 with the vision of empowering businesses who are awesome at what they do by developing their brand and digital presence. He is never satisfied with the status quo and is always working hard to find the simplest, but most effective ways to create results for his clients and ventures. You will frequently hear him say “Ever Forward!”, as he believes the best option is always, always to move forward. He lives to empower talented people and dedicates his work in every endeavor to the glory of God. Amongst other accomplishments, he was named a finalist of LEAD Brevard’s “4 under 40” award in 2016 and again in 2017 Rock Paper Simple Hugh: Hey, it’s Hugh Ballou. I have a guest who is a fairly new friend, but a couple years. We have connected, and over the couple years, we have had significant conversations. This is Joshua Adams. I’ve seen him and his team do amazing work. I wanted to share some information today with all our listeners about branding. We want to do a website. We’ve given no thought to what it looks like, what representation it is for who we are and what we stand for. Joshua, hello. Joshua: Hello, how are you? Hugh: I’m awesome. Tell people a little bit about you. What’s your background that has brought you to this really good place of branding, marketing, and web design? Joshua: Absolutely. I actually got in the industry more on the web programming side of things. When I was 11 years old, my dad handed me a programming book and said, “Here, learn this.” I remember picking up the book and going, This is bigger than the Bible. At that time, the Bible was the biggest book on the planet in my mind, so this was a big deal. I dug into it, loved it, and dove into programming. My friends were playing games, and I was at home programming, clockin’ away, making games and applications. As I got older, I got into web and focused on that. When I was 14, I started freelancing. When I was 18, I started my own web design company in my parents’ garage. I had three desks all lined up and said, “I’m doing it.” It took off. I loved business. I loved entrepreneurism. It was natural. A couple years into doing that, I merged with a marketing agency. This is where my mindset shifted because I went from a programming mind, that engineering, tell me what to build and I’ll build it—as you call them, propeller-heads—to thinking more along the lines of, How can I build it? How can I make this cool? I realized that these marketing clients don’t care how cool this is. They want it to make the money. They want it to have results, to have a purpose. I learned what marketing was, what branding was, and that influenced me. A month into this new partnership, my partner decided to disappear for an extended period of time. I went, Great. Here I am, a programmer, running a marketing agency. During the day, I’d be on phone calls; they’d want printing, design, or logos. I’d go, “Absolutely, great,” and I’d hang up and go, Crap. Google is my friend. I searched online courses and had to learn this on the fly. Here we were, developing for big clients in the area, and I had to figure this out. That was trial by fire. A few years into that, I had to part ways with my partner for more reasons than just going our separate ways. I brought all that marketing and branding knowledge with me and said, I want to develop a company that takes all the complexities away, all these over-the-top things that we were doing in the previous agency. I want to simplify it and build websites that are marketing-focused. At the time, my passion was still websites. I loved branding and marketing, but I wanted to focus on websites. We launched Rock Paper Simple five years ago with the premise that we would build websites on purpose, bring all this knowledge, and build marketing-focused website platforms. That was our claim to fame. People knew us for that. You want a marketing website? Go to Rock Paper Simple. You want a technical product? Maybe go somewhere else. A marketing-focused one? That was what we did. We took off with that. The funny thing was we’d sit in those planning sessions because we were big on planning. We would be talking about the brand and logo, and I’d be advising them on brand messaging and how they should position themselves. They had never thought about the unique value proposition. Our website planning session would often become a branding planning session. People started asking, “Do you do branding?” “No, we don’t.” Finally we said we ought to create a product. I’m a big believer that if you can’t do it well, you really shouldn’t do it. We said, “We’ll offer branding when we’re ready.” We set off, and about eight months later, myself and my lead designer created a brand product. It was logo and brand colors and messaging, the whole deal. We launched that and won a Gold Addy for it that year. That was about three years ago. Fast forward to now, we’ve added digital marketing services to our repertoire. It’s no longer just me and a couple guys. It’s a team of ten here in Florida. We focus on helping brands and organizations figure out who they are, their identity, build a web platform, and then get known in the world. That’s a fast forward of where I’ve come from and what I do. Hugh: You do it really well. I call people propeller-heads because they are geeks that put up pretty pages, and they don’t do any of the stuff you’re talking about. There is a whole back side of a website that drives traffic. We’re talking to social entrepreneurs that run a church, synagogue, or charity. The organization is a cause-based nonprofit. Why is marketing important to those organizations? Joshua: Sometimes marketing can be a bad word in some of those cases, just like profit. They’re making profit. We use different words for types of organizations. I myself was a youth pastor for three years. I have been involved in ministry my entire life. I get it. There is a bad connotation to it. But in many ways, we have to be careful how we say this, but the way you run any organization is like a business. There is a balance sheet. There are margins. There is overhead. You have customers, kind of. I use that loosely. Ultimately, any organization, whether it’s nonprofit or ministry, etc., you have all of those things. You have to cater to those people. In the terms of a nonprofit or a ministry, you still have to get out to your audience. You have an audience; you are trying to attract them. Whether that is because you are trying to make a profit or make an impact, it doesn’t matter. What your goal is as an organization may be different, but you still have to get to people. Regardless of what it is you are trying to do, you have to reach people with your message. Sometimes that marketing is to get donors, to drive revenue, to be able to do bigger things. Sometimes for outreach, to be able to reach people who are in need. There is plenty of need for that, to reach people who need the organization, whether that be a ministry outreach or a support group or whether that may be. How you get that message out there is important. Taking that step back to what we want to focus on today is that branding. What is that message? If you don’t have a clear, concise, consistent message, people don’t know what it is you stand for. That’s very important, even more so with these organizations. What is it that you stand for? I want to get behind something. We are very involved with that here at Rock Paper Simple. We believe in giving back to our community. I believe it’s in my fate; I believe I am supposed to give back. We are supposed to be an impact and a light to our community. That is a responsibility I have even more so because of my position, where I’m at. We do have the resources to do it. When I am asked to contribute or be involved or be an emcee for this or come and lip-sync battle over here—yes, we did do that—I am looking at who is this organization, what do they stand for, what is their message, why should we be involved, why should we give. They have to have a clear message. We have sat down with organizations before and said, Hey, we just did a branding project for a nonprofit. We went through the whole process. I can admit that sometimes it can be a challenge to sit there with a board. It’s a little bit easier when it’s one-on-one with a stakeholder. If you have a board, it can be challenging to make sure you really break down what you stand for. Hugh: This is all a lead-up, an umbrella for this interview. All of this is setting the context, which you have done quite well. The whole context of this is about design. Underneath that design is all the stuff you’re talking about and principally, for this interview, we are talking about design, how we engage the board, not that they are going to help you draw the logo. We think brand is a logo. I want to move into this umbrella of design. Also, you do work with boards. That was a really good segue. I didn’t set you up for that. That was just a predestination theory. I think people misunderstand brand. If you are going to do a really good design, all that work you talked about manifests itself in a very relevant design. Let’s talk about brand. We hear these words “brand image,” “brand promise.” People think a logo is a brand. Give me a short definition of brand. We need to have this brand so you can do the design, correct? Joshua: Absolutely. Understanding like you said, most people think I need a brand, so it’s a logo and some colors, etc. While that is part of your brand, you have to understand that your logo is a representation of your brand. Your true brand is really the character and essence of your company, the personality of it, what it stands for. That is your brand, not necessarily that pretty logo sitting there. When you have a truly great logo, a truly great image representation of your brand, it comes from a good understanding of who you are. I was talking about this yesterday at Shannon Gronich’s event. We were talking about branding and the concepts of that. What happens is people don’t know themselves. We have to stop and say, “Know thyself.” I like to use that. Who are you? What are you trying to convey? I was joking about how a lot of people do their 60-second pitch, their elevator pitch. Here is who I am and what I do. A lot of people come up and go, “Hey, I’m John Smith, and I build websites,” and they walk away. Okay. But really, what makes you different? You have to convey that. Know yourself. Know the true part. A lot of businesses don’t. Not only do a lot of businesses not, but a lot of organizations don’t. They will say, “Yeah, we help feed the hungry.” Okay, but more than that. Who are you? Why do you do that? What sets you apart? What kind of an impact are you making on the world that is different than the other ones doing it? Why are you more trustworthy? Tell me more about you. Tug at my heartstrings. These are all things that people miss. We take a step back and say, “Okay, yeah, we want to make a logo, but let’s talk about what you stand for.” We call that “brand vision” here. What is the vision of your brand? Before the mission, before the promise, all that: what is the vision? We say within ten words or fewer, what is the highest calling of the company? What is that headline in the newspaper you are so proud of? Ten years from now, a headline says, “Rock Paper Simple: Empowering people who are awesome at what they do.” Boom, there’s a vision. Something we want to accomplish. What is that brand vision? What is that battle cry? That is my favorite terminology to use for that that you can rally around as an organization. That’s brand vision. When you can define that, then you step from there and say, “Okay, what is my mission statement?” which is the how. How do I accomplish that vision? What is my brand promise? Who am I making that promise to, and what is that promise, that unique thing I am promising to every customer, stakeholder, donor, whatever it is? What is that unique promise I am making? The reason it’s important to define this is this stuff can float up in the head of the leader(s) or even the organization’s members or employees or staff or team members or clergy, whatever. When it comes out on paper and becomes real, you can live this stuff out more. Helping pull that out, I’ll sit there with boards and pull this stuff out of them. Tell me more about this. Let’s build this promise. Once we have a unified promise and everybody can get around what they’re promising, now it’s so much easier to deliver on that brand. We work on things like brand personality, how it should sound, how it should look, how it should act when you’re out there. Core values and value statements. That is the essence of your brand. With all that stuff, I give you a logo that represents it. When somebody asks me to define a brand, that is 90% of your brand. Your logo is just the representation of that. Hugh: Then you build a website to manifest that brand image, right? Joshua: Exactly. Now not only are you matching color and logo and style, but now you are matching personality and belief and message. That is what is so important. Design is so much more than just some pretty pictures and colors. It’s a message. True design has a purpose. Why are you doing what you’re doing? I am a big believer in questioning just about anything. Why are we doing this? There is always an answer. I am a little over-the-top with it, but there has to be a purpose. The first board I ever sat on, I was sitting there at 19, 20, and I go, “I am 20 years younger than everybody else. Can somebody explain why we’re here? If there is no point here, I don’t want to be here.” Hugh: That’s a key point, my friend. Too many people on the boards, it’s a nodding board. They come home, they nod, and they go home and do nodding. Joshua: Then I nodded at you. Hugh: Everything we do, we should ask why we’re doing it. Joshua: Yes. Hugh: We’re not going to delve into it in this particular interview, but we have talked about a web experience versus a website. What I’m gaining here is you are getting a whole experience. There is an engagement. At the beginning of that, people have to understand why you’re there, what your purpose is. Too many charities complain they don’t get donations. Well, there is a reason behind that. This is that structure that is so important. Let me focus. We are looking at the design element. Let’s take all those components. We are talking to the executive director of the clergy. They have an idea for this. They want to engage their board and get them on board with this. When you work with a board and define a course, the more people you have, the harder it is to make finite decisions. There is a general education level before people can make decisions. Can you give us two or three points for a nonprofit executive for clergy, how will they approach the board and get them focused on the work that needs to happen so they are supporters and understand why this work needs to happen and their role in giving input to it? How do you work with a board? Joshua: I have worked with individuals and boards. I have done 13 people. I have 13 stakeholders in a room. I got to get them all to agree. That can be challenging. What you have to rally around is core goals, a core vision. What are you trying to accomplish today? Typically, that is unity, a strong message, focusing our scattered message, nobody knows who we are. That is normally the pain we are running into. We say, “All right, let’s rally around this.” For me, the easiest thing is to work on my first step, that vision. If I can get 13 people to agree on a vision, the rest of it is much easier. We can build out from there. Before that even, why is it important? I think a lot of times an executive director is that person who has to go to the board and say, “This is important to me because…” People don’t know who we are. People don’t know what we are. Our name doesn’t represent what we do. I’m dealing with one board that I sit on—I am co-chair of it—where they are saying our name doesn’t represent what we do currently. It represents what we did 20 years ago. We needed to talk about that. Is this even relevant currently? We talk about that. It’s understanding that you have to make sure you are speaking the right message to the right audience, that you’re differentiating yourself from the crowd, that you’re making an impact with your message, and that you’re being consistent. These are all things that are important to any organization with their brand. Hugh: Great. You have created a page for our listeners. Your brand is There is a backslash with my name, Hugh. There is a page there with some special offers. Is there a place people can request a consultation with you? Joshua: Yes. Click on the tab “Schedule Free Consultation.” It pulls it up right there. Hugh: It would occur to me some leader listening to this says, “I have an idea I need to go in this direction. I want to brainstorm how to present to my board.” Is that a good reason for somebody to schedule a consultation? Joshua: Yes, I am working with someone now. We are more than happy to strategize how you present to a board, how you say, I’d like to explore this. You can even bring us along. We’ll tag along, show up at a meeting, have a chat real quick. No pressure. We won’t sell the board. If we are able to help, then great. If not, then we can move on from there, that’s fine. Oftentimes, getting the board to understand why this is important, everything you do is influenced through your brand. If people don’t trust your brand, they are not going to donate, they are not going to show up to your events. It’s the same with a business. If you go to a website and see a product you might be interested in and the website doesn’t look good and the logo looks like it was made in MS Paint, you see the Buy Now button, and you are going to think twice about clicking the Buy Now button. This is just regular business. You’re afraid you don’t know who they are. The same thing is true with nonprofits. If I go to your website and it looks like not great, then I am afraid to make that donation. It’s just the way the world works. We are trained that if it’s trustworthy, it’s consistent. That’s just how we are trained with our world that we are around. That’s why it’s important to have that brand cohesiveness. It doesn’t have to be the most amazing, wondrous design on the planet, but it does need to make sense. It does need to convey the right message. It does need to be consistent. Speak to the right audience. You choose your design, style, colors, and everything else based on what your audience wants, not necessarily your stakeholders’ favorite color. Hugh: That is a key point. What I am getting from this for you to approach the design piece of this at all is a whole lot of thinking that the leader with their teams, the board, the staff, whomever, need to go through so that they can give you intelligent answers for their questions. Joshua: When we work with somebody, we have a discovery session first, which is that pre-sales process so we really understand what’s going on. If we decide to work together, then we have a planning session. Prior to that, we even send them a questionnaire to learn more. We review it in that planning session. Then we get to work. Before I even start working with that board or company, we have gone through three steps of gathering information, understanding who they are and what they are. Then we wipe it clean and say, All right, tell me. What makes you guys different? What’s the vision? What sets you apart? We work on it right then and there. Sometimes in that first meeting, we knock out half the document. Sometimes in that first meeting, we have four or five choices for a brand vision, and we reschedule. Depends on the board honestly. Hugh: I would encourage people not to rush this part of it. We gotta have a website up next month so we are going to do something. That may do you more harm than good. There is such a thing as negative brand recognition, isn’t there? Joshua: Understanding that your brand says something, what does it say? Are you controlling that? Are you purposely driving that message? Your brand is going to say something. Whether it says we knew what we’re doing, we’re fun, we’re exciting, we do all this stuff, or it says, maybe we don’t know, maybe we’re not put together, maybe we’re not organized. It’s going to have a message. People are going to take that subconsciously without even knowing it. There are plenty of fantastic organizations out there with horrendous logos. They come across my desk. We donate to this. I look at it and push it aside. I look at this one over here. I know these guys. Later on, I find this other organization is fantastic, it just didn’t look good. I wasn’t writing a check to it because I didn’t trust it. I’m not saying that there is somehow a correlation to how good an organization you are. But it does impact perception. Perception is so key. Regardless of the truth, perception is the truth to most people, right? How often are we misjudged? I am just talking personally as people. We misjudge or we are misjudged all the time. This is another conversation. That is perception. You can’t just say, That’s not who I am and get mad about it. Unfortunately, to that person, perception is their truth. Until it’s corrected, that perception is what they are going to believe. The perception of your brand unfortunately is the truth to your audience until you change that. You take control of your brand and say, “I want my brand to say this.” Therefore, everything else will follow it. I want Rock Paper Simple’s brand to say that we empower people who are awesome at what they do. Whether that is they do, we empower them to grow and build. The rest of our statements go into how we do that. Our core values talk about how we go about doing what we do with the character of the company. Things like integrity, growth, and teamwork. These are all things in core to our team. One of our core values is community. That is why we do so much in the community. Why do we do that? it’s part of the brand essence. It’s part of the message we want to speak. I was speaking the other day and somebody made the comment, “Oh yeah, Rock Paper Simple does all kinds of stuff in the community.” The brand’s working. We are doing stuff. People know us as a company that does that. That’s important. Is my brand going to accidentally just communicate to people that we have integrity, that we are team players, that we are fun? No. I have to decide that’s what I want the brand to say and then push it out there. We are a very fun brand. One of our core values is legitimately fun. We do things that convey that. Hugh: You are a mushroom. You are a fun-gi. All right. This is helpful information. To do your design, there is a whole bunch of stuff underneath that: engaging the board in meaningful conversation around this. People can go to and get some more information. Joshua: Absolutely. Hugh: There are some special offers. Joshua Adams, I know you have a very fine team behind you, but you are the leader and you have created this powerful vision for yourself. Thank you for helping us think about design and how we engage our board around that. Joshua: For sure. Glad to help.

  • Road Trip Rant: It’s Time To Get Real About HOW To Have Success...

    · 01:36:34 · The Marketing Secrets Show

    If you’re not as successful yet as you’d like to be… I know why. This episode I went off on a 96 minute rant that’ll get you back on track. On today’s special road trip edition of the podcast Russell talks about some exciting events coming up, some personal development rules he follows, and why it’s okay for people to outgrow Clickfunnels. Here are some of the cool things to look forward to in this episode: The viral video by the Harmon Brothers and the kind of party that is planned for it. Why Russell thinks studying, learning and geeking out on the marketing of your product is the key to success. Why it’s okay to be greedy in the initial stages of your business. How building and growing a business is similar to making, being pregnant with, and birthing a baby. What the 3 steps toward personal development that Russell follows are. Why you need to be willing to take risks. What some Clickfunnels clients are doing that they shouldn’t and why Russell is a little pissed off about it. And much, much more. So listen here to hear this extra long, extra informative and extra exciting episode of Marketing Secrets. ---Transcript--- What’s up everybody, this is Russell Brunson. Welcome to a special edition, a road trip version, edition, whatever you want to call it of Marketing Secrets podcast. I feel like we’re going old school, for our long time friends and followers, this is like a Marketing In Your Car.  But I’ve got a long drive ahead and I want to welcome you guys to the podcast. Alright, alright everybody. I just started a super long road trip heading to Burley, Idaho. It is my wife’s grandma’s 100th birthday. So we’re heading down to the big birthday party. Isn’t that crazy, 100 years old! It’s really, really fun. My wife and kids actually left a day and a half ago. I had to get some stuff done, so now I’m heading down for the big party. So basically I have a two hour road trip and was heading out the door, super excited and I’m totally unprepared. I forgot my camera to record podcasts, I forgot my little ear buds, I forgot my sunglasses. Oh well, what can you do? I forgot my battery charger for my phone, oh well I’m still excited. So I’m heading down and I’ve got some time to talk to you guys. So I wanted to share some cool things. First off, one thing we’re working on is, as you’ve probably heard, we’re about to launch our viral video with the Harmon Brothers. They’re the guys that did Squatty Potty and Poopourri and all the other awesome things. What’s funny, everyone asks me, “Oh I want to hire them too, their stuff is awesome. How much does it cost?” and I think people think the quote is going to be like 10 or 15 grand or something, but it’s actually half a million dollars to hire them to do a 3 minute video for you. It’s not cheap. So we paid a lot of money to get this video created and then I was like man, most people do a video and then they launch it and it kind of just, you hope it goes well and sometimes it does, but I’m like, if we’re going to launch it, I want as much oompf behind it as humanly possible. So I was like, we need to do a launch party. So that was kind of the first thought, but how do we do a launch party? I’ve never done one before but it’s gotta be just kind of like a regular party. Well maybe we should get some cool speakers, some cool influencers and affiliates out here, so who would be cool to have? Oh Gary Vaynerchuk would be cool. He’s not speaking at Funnel Hacking Live, but he’d be a really cool fit for this event. So we called him up, he said yes. We had to pay him about 100 grand to get him to come to Boise to speak. But we’re like where in Boise is actually cool enough to host an event like this? There’s not a lot of cool hotels. So the Boise State football stadium, the big Skybox there, is kind of cool and hold 3 or 400 people. So we’re like, cool we’ll do this. We rent the Skybox, but who are we going to invite. We need to make this really, really cool. I think it was Alex Charfen told me this, it might not have been him, but I think it was. Basically said that entrepreneurs like to create events out of everything to make it memorable for them and for everybody else. So I was like, we need to make a big event. So anyway, it just keeps getting bigger and bigger. We can invite our affiliates, that’ll be kind of fun, we’ll invite a bunch of them. But who else can we invite that can share this video? We can invite people that aren’t necessarily our affiliates, just other influencers that if they share the video it would dramatically boost it. So okay, let’s do that. So we set up this event, I was going to speak, Harmon Brothers were going to speak, Gary was going to speak, then we start reaching out to influencers and they’re like, “We don’t really care about people speaking. We want a party.” And we’re like, it’s going to be kind of a fun party. We’re all fun people. They’re like, “No we need a real party.” So we’re like, how do we throw a real party? So we started just kind of brainstorming and what came out of the brainstorm was what if we rented out the actual football stadium and tried to play bubble soccer, that’d be kind of fun. What if instead of playing bubble soccer, what if we tried to play the biggest game of bubble soccer ever? What if we had the Guinness Book of World Records come and…. Anyway, that was kind of the initial crazy thought and then Dave was like, “I’m going to figure out how to make this work.” So Dave spent the next two weeks on the phone getting the Guinness Book of World Records, and then getting Boise State to let us come, and all the licensing fees and it’s been this insane project. So we got all that done. We don’t have any influencers who have kind of, we’re in this thing with a lot of money. We have no influencers actually coming. So then I was like, okay, I have to go old school. Practice what I preach. So the last two days I’ve sat in this car and recorded almost 200 videos, personalized videos for all these influencers, which was a lot of work. We made a page, 200 pages for 200 different influencers and now Monday, we’re in the process of contacting all of them and inviting them to this huge party. Anyway, it’s been crazy and none of them may come, but hopefully they will. But regardless it’ll be a fun party. We’re going to set a world record, we’re going to launch a viral video and that’s one of the many things we’re doing. We also have 12 events in the next 43 days happening in Boise. One of them just got done so it’s actually down to 11. Monday we have a design-a-thon where we’ve got 30 designers coming out and we’re busting out a whole bunch of new templates for the Marketplace that’s launching during the new onboarding, everything’s going live in Clickfunnels when the viral videos hits and about a billion other things. It’s crazy. The next 45 days will probably be the most stressful, crazy days of my life. But if we can pull it off, it’s going to be nuts. I keep saying that, I did the same thing with the book launch. I think there’s something about me, I think something’s wrong, the wiring in my head where I always think that after this life will get normal again. But then I just keep stacking things on. I think part of it is just momentum, it’s hard to get momentum for a lot of people. But when you have momentum you don’t want to slow down, you want to keep riding the wave. So I feel like I’m 14 minutes into my 15 minutes of fame and I’m enjoying the ride and I don’t want to slow down, so I’m like, we just keep rolling stuff out. We’re launching a new book, the Funnel Hacker Cookbook, this month. It’s crazy. If you guys could see what’s actually happening behind the scenes, I don’t think you’d actually believe it. Funnel Hacker TV, we started filming that because we wanted to show people, but that’s still just a glimpse, it doesn’t come close to everything that’s actually happening. It’s nuts. Alright, so for you guys I wanted to share, because I’ve been thinking a lot about this last night as I was working super late. I was like, why am I here? It’s been two nights that I’ve been here until like 2:30 in the morning and I’m loving it. Outside of hanging out with my kids, there’s nothing else I would rather do than that. And I’m like, how do I get people to where they’re this passionate about what they do and their business and what they’re selling? I did a podcast a little while ago talking about the number one trait I found between entrepreneurs who are successful and those who aren’t and the biggest trait is that the ones who are super successful, they’re the ones who are extremely passionate, not just about their product but about the marketing of their product.  They start geeking out on the marketing. That’s the key. Those who obsess with the marketing are the ones who have the most success, which is why for me it’s been a big deal, that’s why I wrote the Dotcom Secrets book and the Expert Secrets book, and why I do the events. All the stuff I do is because my goal is to get you guys, I want to make marketing and sales fun. If this is something that you guys, if I could make this the entertainment. To study and learn and geek out on the marketing, then that’s been my mission on this earth. Because when I was learning this stuff, it was exciting for me but honestly it was kind of boring. The people teaching and talking about marketing, yawn, they were boring and I had to wade through a lot of boring crap and now I’m trying to make it exciting. I’m trying to bring my raw passion to you guys and I hope I’m doing my job. I’m doing my best. Because if you get pumped up and fired up about the marketing of your thing, then that’s how you get the ability to make money, free yourself, and give you the ability to not just make the money but impact more people and serve more people and that’s the goal. So I’m thinking, outside of me just everyday trying to get you guys pumped and excited and fired up about how much fun the marketing of your thing can be, I was thinking about this last night, how do I just take that part of my brain out and shove it into your brain so you’re fired up. I started thinking about it and I think the key for someone to be truly passionate about the marketing and the selling of their thing, they first have to be truly passionate about their thing. Because you think about that, I talked a little bit about this in the Expert Secrets book, initially you don’t wake up, well I did, but I think most people don’t, maybe that was my gift of whatever. But most people don’t wake up excited, “I’m going to learn how to do marketing!” It’s not the thing that pumps people up. But there’s something else that happens, there’s something that you got excited about in your life. It could a book you read, it could be audio, could be video, could be just a weird thing, I don’t know. Whatever it is that your thing is. Everyone has their thing, your thing is something. So your thing that got you pumped up, whatever that was, I want you to think about that because that’s the key that unlocks everything. First you get excited about that thing because it’s exciting to you. You go through this time of growth. You start studying it and you learn and geek out and start growing and growing and growing and growing and at first it’s honestly kind of a selfish thing. There’s nothing wrong with that. What’s the dude from Wallstreet say? Greed is good. Initially it is, I think. Not long term, but short term greed is good. Greed is what gets you to unbalance your life in a way initially, not long term but initially. Initially you have unbalance your life to focus on a thing to have greatness come. When I met my beautiful wife and I wanted to fall in love with her, for me to be successful in that I had to be greedy. I had to shift all my time and all the other stuff I was doing and other people and other things. I had to unbalance my life to focus everything on that relationship so that we could fall in love and get married. The same thing happened with business. The same thing happened with wrestling. When I started wrestling, I had to be greedy about that thing. I had to get so unbalanced in every other thing in my life and just focus on that thing, because that’s what it takes to be great at anything, right. That raw passion. So first, the greed of that thing, of you desiring that thing is what initially starts. Some of you guys it was weight loss, some of you guys it was Biohacking, some of you guys it was finance, some of you guys it was history. It doesn’t matter, whatever it is that you geek out about. So the greed of the excitement that you feel initially for that thing is what makes it so you can completely unbalance your life and absorb and go into that thing. That’s the first key because to be an expert, to be able to share your message, all those things we talk about and to actually care about the marketing about your thing, you’ve got to be ridiculously passionate about the thing first. Otherwise you’re not going to wade into this territory, you’re going to go through all the pain of being an entrepreneur and getting that thing out into the world. Because I know a lot of us paint this beautiful picture of entrepreneurship and it is eventually, but initially it’s not. Initially it sucks. Initially you have to go through so much. It’s like giving birth. My wife has given birth to 5 kids, 4 times, one time was twins. Giving birth is not pleasurable. The initial thought of it, that creates the baby. That’s pleasurable just like your business, the thought of it is exciting. You’re romantic about the thing you’re going to create. Sorry, my jeep is super loud when I go into overdrive. Anyway, that’s pleasurable, we all enjoy that. I enjoyed what it took to get my wife pregnant, that’s awesome I enjoyed what it took to create the seed of Clickfunnels and the business, right. That part’s fun, and then after the romantic side happens, for pregnancy there’s nine months of pain for the woman. My wife, I watched her go through this 4 times. She gained weight, she felt horrible, she felt sick, she was throwing up. Business is the same way, after you go through the romantic part, now it’s painful. You have to work hard and you can’t sleep and you have to deprive yourself of friends and family and life and all the pleasures in life to birth this thing that you have. And most people give up during the birthing process, because it sucks. With a baby you got no option, the baby’s coming whether you want it to or not, but the birthing of a business and to be an entrepreneur, it’s so painful most people don’t make it through it. They always say that 1 out of 100 businesses succeed, but the reality, 1 out of a million businesses never even get to fruition because the idea is planted, but the birthing of the thing never happens because it’s so painful. So if you’re not obsessively, insanely passionate about your thing, I’ve got to break it to you, it’s going to be hard to birth it. Those hard times come and it sucks. So I think that not only do you have to become passionate about the market, because I’m trying to make that part fun, so the birthing process is actually fun. Maybe I’m the equivalent of the hypno-birthing class. My wife and I did hypno-birthing for the last kid, which was actually really cool. We did classes and they tried to make it really, really fun. So maybe I’m the hypno-birthing coach. Trying to make the process of birth fun for you even though you know it’s still going to suck. But maybe you can have a good time along the way, you should, it is really fun. But I was like, if you’re going to go through that birth process, you have to be so excited about the baby, that’s the key. My wife and I were so excited about the twins, we were so excited for the other kids and that’s why she was willing to endure that pain because we were so passionate and excited about the kids. So for you, it starts with before you can be an entrepreneur, before you can birth this thing, you have to be insanely passionate about your thing. And there are people who will tell you otherwise. “No, it’s math…blah blah.” I don’t know, I think you can make money without passion, but you can’t leave a legacy, you can’t do what’s really important without it. So my next phase of this, we got a long road trip, you guys. I hope you don’t mind. But the next phase of this is how you become passionate about this thing? You’re like, Russell I see you. You’re jumping around, excited, screaming every single day, but I wake up in the morning and I’m tired. I wake up in the morning and I don’t always feel that passion. And I get that. I want to share some stuff, this is maybe personal development, according to Russell. I don’t teach personal development, I probably never will, but I have my thoughts on it, I have my feelings. So I do a lot of it myself. So I’m going to give you, during our road trip together, some of my thoughts and the personal development stuff that I had to go through and we have to go through and hopefully some of these things will help. So number one, the first thing is all of you guys, you’ve got to quit being so bleh. That’s the official term for it, bleh. My daughter, she puts on this little monster mask, it’s so cute and then she’ll go “bleh.” That’s what most of you guys are doing. If I ask you what you’re working on, you’re like, “Bleh.” You’ve got to be excited, if you’ve listened to the podcast, probably three hundred episodes ago I did one talking about being awesome. People always ask you, “How are you doing?” and everyone goes, “I’m alright. I’m doing okay.” First off, if you’re doing okay, it means your life sucks. You need to stop it. “I’m doing okay.” My kids, I told them, when somebody asks you how you’re doing, you never say I’m doing okay. I’m doing good. Good is the enemy to great. If you’re doing good, that’s not a good thing. If you’re going to change the world you can’t be like, “I’m doing good. It’s alright.” Notice this, everyone will ask how you’re doing and you’ll always say doing good. First thing to change, you are no longer doing good. You are doing awesome, all the time. My kids, if you ask them, “How you doing?” “Awesome.” If you ask me, “How you doing?” “Awesome.” You need to reprogram your brain from “I’m doing alright.” To being awesome. When people ask you that from now on, this is rule number one, you have to say you’re doing awesome. It may seem like a dumb thing, but you will see how it changes people around you. “How you doing?” “I’m doing awesome.” They’re like, “Really. Huh, nobody ever says that.” If you say you’re doing good, bleh. You just did that, bleh. You pulled an Ellie, a monster Ellie. Ellie’s my daughter that does that, bleh. So no more bleh’s. You’re doing awesome. And if you don’t feel awesome, guess what the first step to feeling awesome is? Saying that you’re feeling awesome. Okay, that’s number one. Number two, stay in control. If you ever go to a Tony Robbins event, which you should, if you don’t you’re insane. I’m not allowed to say yet, but he may be hanging out with us at our next Funnel Hacking Live event. But regardless, you should go to at least UPW. You get to walk on fire and hopefully have a chance to go to Date with Destiny as well. If you really want to have a shift in your life, Tony is the person that will take you and shift you. That’s why I don’t teach personal development because Tony is the best in the world and I couldn’t do better, even remotely close, so I’m not even going to try. If I felt like I could I probably would go and try to serve that market, but Tony’s the best, so I’m not going to. So I leave it to Tony and also Brendon Burchard, Brendon’s the man. Tony and Brendon, those dudes will shift yourself, personal development wise, so go and study them. Tony especially, because walking on fire is insanely cool. But one of the main things you learn in Date with Destiny is a thing called state control. So state is the thing that you are in as you are doing something. Sometimes you’re in a happy state, and a bleh state. Most of us we live our lives in a bleh state. You have to learn how to change your state like this. The coolest thing I learned from Tony is that I actually control the state I’m in. I don’t think most people understand that. You control the state you’re in. You can change it, you can be depressed or be happy, you can change it that fast. When I learned that and became aware of it, it was insanely cool. I would have a long horrible day at the office. I’d be beat up and tired, worn out, come home and as most people do, I could walk through the door and be like, bleh. Be a bleh dad. But I was like, no. I don’t want to be a bleh dad. So I walk in tired, beat up, angry sometimes, frustrated, all the crap you go through sometimes during the day, I get to the door and I say, I could either walk in and be a bleh dad, or I can change my state. What am I going to do? I’m going to freaking change my state. So I do what Tony Robbins talks about, there’s three things he calls the triad. I make these three shifts in my life, my physiology, my focus, my meaning, I shift those things and boom, that fast I walk in and guess what? I’m not a bleh dad, I’m a freaking awesome dad. I have fun with my kids, I play with my kids, and they’re going to remember that. When I walk in the office, some days I haven’t slept for more than an hour. I walk into the office and guess what I feel like? I feel like I want to die sometimes, I’m so tired. I walk in and could be like, bleh. But guess what happens if I walk in at state, guess what happens to all the people around me? They will match my state, because I’m the leader. If I walk in like bleh, they will all become bleh. This is the official term by the way, it’s bleh. So if I walk in bleh, they’re all going to be bleh. If I walk in at a freaking ten, they are all going to rise to my level, to my state. State control is huge. You can control your own state, but the other cool thing is that you can control the state of the people that are around you. People always come to our office and they’re like, “Is it always like this?” the answer is yes. Why is it like this? It’s because I’m freaking setting the pace when I walk in during the day. I walk in knowing that the pace that I set, everyone’s going to match me at that pace. If I come in bleh, they’re going to be bleh. I work with other companies, and partners and friends and people and what’s interesting, we will work with employees of a business owner and whatever the state of the business owner is, and you know that by seeing their videos and all their stuff, the entire company matches that state. It’s insane. So if I want to dominate the world, I gotta learn to change my state. So understanding state control is huge and so much more simple than you think. Tony Robbins talked about, go to UPW. There’s three things, he calls it a triad, there’s three things that are involved in state control. I’ll kind of go through these, I’ll probably just slaughter them, so go study Tony. Worst case, go to YouTube and type in “Tony Robbins State Control” or something, I’m sure you can get some videos of him teaching it as well. But the triad, there’s three things you gotta change. The first thing is your physiology. You’re body, this amazing gift that God has given us functions and drives everything. Have you ever notice that depressed people look depressed? Bleh. Sad people what do they do? They look sad. They’re body matches and mirrors how they feel. So a lot of times you think, “I’m sad, that’s why my body’s like this. My shoulders are drooping because I’m bleh.” Sometimes, because your body’s drooping, that’s why you’re sad. Just changing your physiology, changing your state, how you hold your body, will actually change how you feel. It’s insane. He talked about a group of people who were clinically depressed, not just I’m depressed, I’m sad, clinically depressed. They were in a clinic, they were in rehab because they had such bad depression. They took this group of like 50 clinically depressed people and took them off all their depression medication, which all medication really does is change your state. Changes our physiology, honestly we’ll talk about that in a minute, but it takes them off all their meds and makes them stand in front of a mirror for thirty minutes a day, with their shoulders back, smiling. Even if it’s a fake smile, or angry, makes them smile for thirty minutes. Guess what happened? Just by changing their physiology and forcing themselves to smile for 30 days, every one of the people who had clinical depression were healed. They were miraculously saved from their depression. Now there are times when, I have friends and family members that deal with depression, so I’m not short changing that, but I promise you that by shifting your physiology you can shift everything. It’s huge. I’ve seen people who are depressed shift their state, shift their body and they get un-depressed. It’s crazy. So if I want to be in a happy mood, if I want to be in a good state for my kids, my wife, my whatever. If I’m going to a meeting or whatever, the state, how I hold my body has a ton to do, 50% of how I enter a room has to do with the outcome of what’s going to happen. That’s not scientifically proven, that’s just what I’m guestimating based on what happens. That’s a big thing. So figure that out. How do you control your body? Look at what depressed people look like and if you hold your body in a way that depressed people hold their body, you’re going to be depressed. If you hold your body the way sad people hold it, you’re going to be sad. If you hold it in a way of the happy people, you’re going to be happy. Look right here right now, do I look happy? The reason why I’m doing this, if you watch Funnel Hacker TV, “Why is Russell so excited?” Because when I’m in an excited mood, I feel better, I get more done. I get people around me to raise to my level of vibration and they get excited as well. There’s this weird thing, and this is scriptural, for those that are the church going folk, and those who aren’t it doesn’t even matter. Light cleaveth to light and dark cleaveth to darkness. One of my coaches, Tara Williams talks about this all the time, vibes, vibrations. People like, “He’s got a good vibe, she’s got a good vibe.” Sense the vibration. And if you think of this like tuning forks. Let’s say you have a tuning fork here and you want to, if you hit two tuning forks next to each other, they will eventually match their vibrations. There’s a high pitched one, a low pitched one, they will meet in the middle because vibrations match. Light cleaveth to light, dark to dark. The same thing happens with you. If you come in and you’re a tuning fork and your vibration’s high, people are going to suck you down to their level and you’ll be depressed. Or you’re going to come in and freaking just blow your mind with the level of energy and vibration and everybody will rise to you. You have to understand that. They’re either going to suck you down, or you’re going to rise up. That’s one part of state control, is understanding that your body has so much to do with it. Now that you understand that, how else can you control your body? This is why us nerdy, entrepreneur, biohacking people talk about the importance of our body. Alex Charfen at the Pirates Cove mastermind said that “for any of you entrepreneurs that aren’t treating your body like a professional athlete, you’re insane. You’re doing things that professional athletes aren’t. You’re trying to accomplish things that they can’t even fathom. If you’re not taking care of your body, you’re insane.” It’s true, what you put into your body effects your physiology. When I eat crap, guess how I feel? Crap. People always ask me why I take so many supplements. Because different supplements I take effect my physiology. I have rules with my supplements. Most of you all know, I’m a Mormon, therefore I don’t do a lot of things. I don’t do alcohol, tobacco, coffee, tea, any other crazy stuff, I don’t do a lot of these, but there’s some supplements that I do take because they affect my physiology. I do take some caffeine, because caffeine affects you physiology. You take it, it increases your energy. Your physiology changes, it helps me get into state faster. There’s other supplements I take, I could go days on supplements, but there’s things I take because they affect my physiology. There’s things I don’t eat because they affect my physiology. If you look at how I eat, I usually don’t eat breakfast. The reason why is breakfast typically makes me feel sluggish and tired, my physiology goes down. I usually eat one huge meal a day. When I’m at the office Melanie makes me this huge salad, it’s got high fats, tons of vegetables, I eat it and there’s almost no carbs outside of the carbs inside of vegetables because carbs make me feel sluggish and tired. I don’t want to feel tired. So I just eat the vegetables meats and fats because that keeps my energy, my physiology good. When I’m at home, if I’m going to eat junk, typically I eat it at the end of the night, when I’m about to go to bed, because at that point I don’t care about my physiology, I’m going to fall asleep. But I don’t eat at dinner, I usually won’t eat all the other nice stuff. I’ll go and pick the veggies, the meat off, whatever my wife makes and I’ll eat that because I know that if I eat the rice and the carbs, stuff like that, guess what happens? My physiology drains and I’m going to be a worse dad for my kids. I know how it works. So if I want to stay in peak state for my kids, I have to stay in, I gotta keep my physiology going, so I’m very careful of what I eat. Sometimes, I’m not as good as a lot of my biohacking buddies, sometimes I just screw up, and if my physiology…this is probably the bad thing. This is the negative of personal development. But if I eat something and feel like crap, I’m like, “Well, I feel like crap. I’m going to feel like crap no matter what, I might as well make my taste buds feel good.” So then I go all out and if I have a bad day, I have a really bad day. Because I’m physiologically jacked anyway, let’s have some fun. Anyway, there you go. Alright, that’s number one. Number two side of the pillar of Tony’s triad is shifting what you focus on. Have you noticed that depressed people focus on depressing things? Have you noticed that happy people focus on happy things? But Russell, there’s so much sad things happening in the world. I know there is, but guess what I don’t focus on? The sad things that are happening in the world. Guess what I don’t watch? The freaking news. Want to know why? Because the news focuses on depressing things. I don’t want to be depressed. I don’t listen to depressing things. I try to focus on people and things that get me pumped up. I listen to podcasts of people that inspire me, that get me excited. I read things that get me excited. I focus on stuff that gets me excited. In business, crappy stuff happens every single day and I tell you what, when you go from a million dollar company to a 10 to 100, the level of crappy crap that comes up everyday exponentially increases. They say, someone told me the other day that every three months an entrepreneur’s focus with decisions could either make or break them. That’s true when you’re running a million dollar business. When you’re running a hundred million dollar a year business that happens a lot more often. I would say probably every three hours. I’m not kidding. There’s a lot of crap that hits me in the face every single day and if I focus on the negative, I would be in a state of depression right now. I have to look at it and I’m like, “Oh, that sucks. Alright, this is the answer.” And I turn my back and run from it. I do not focus on it for more than 5 seconds, otherwise I will lose my state. What are you focusing on? A lot of you guys get overwhelmed and get stressed. Do you not think I get overwhelmed? I have 12 events happening in the next 47 days. We’re doing the biggest launch in the history of the freaking internet. We’re re-doing the complete onboarding process, I just wrote a new book in the last 30 days. It’s not a tiny book, it’s a freaking cookbook, it’s a 500 page cookbook. We’re doing a design-a-thon in two days. If you knew how much stress I have on my plate.  I don’t know, I’m pretty sure most people would crack under the pressure. I’m shocked that I haven’t yet, but the reason why is because I keep moving on. Dan Gable, the greatest wrestler in the history of wrestling. Well maybe not the greatest anymore, but he is the legend. He is the Michael Jordan of wrestling. So Dan Gable, someone asked him one time, because he went through all of college never losing a match. His very last match he lost, he got so pissed off that he went and started training for the Olympics and he actually became an Olympic champion and not a single person scored on him. And what’s crazy is while he was training for the Olympics, it’s so crazy. The Russians actually said, they came out publically and said, “We are going to train an athlete with the only goal to beat Dan Gable from the Americans.” And Dan Gable was like, “No, I’m the greatest wrestler who’s ever lived, no one’s going to beat me.” So what did Dan do? He would work 7 hours a day, working out 7 hours a day preparing for the Olympics, then he’d go to bed at night. Then as he’d go to bed at night, he laid there in bed saying, “The dude in Russia who is trying to beat me is awake and training right now. And that pisses me off and freaks me out.” So what did Dan Gable do? He woke up at midnight and he’d go running. Because he knew that his opponent was competing, was training and it stressed him out knowing that his opponent was awake while he was sleeping. He did not like that so he got up and kept working out. Is that obsessive? Heck yes. Did he crack under pressure? No, he went to the Olympics and won. Not a single person scored a point on him. That’s Dan Gable. Now someone asked Dan Gable, I heard this in an interview one time, they said, “Dan don’t…” and afterwards Dan went on to become the head wrestling coach of Iowa Hawkeyes and won more NCAA championships in a row than anyone in any sport, I believe. Anyway, insane. And someone asked Dan Gable, “Don’t you believe in pressure?” and Dan’s like, “Yeah, I believe in pressure, it’s everywhere. The difference is that most people sit underneath the pressure and they sit on it. I believe in it, I just don’t put myself underneath it. I step aside and I focus on what I need to get done.” And most of us, it’s that same way. I don’t know about you guys, sometimes I have so much stress and so much pressure, I’m about to crack. Then half of that is just in our heads. So I’ll sit down with a pad of paper, especially at night when I can’t sleep, I sit with a pad of paper and write down what I’m stressing on. I write all those things down, when you write it down it’s like, oh that’s actually not as bad as I thought. And then you can fall asleep, get yourself out of the pressure. Sometimes we’re focusing on all pressure and stress and all this stuff and that’s why we don’t succeed. Don’t do that. Write it all down, prioritize it and be like I can’t control what I can’t control. I’m going to move forward out of the pressure. Go. And sometimes I don’t get crap done. I’m sure that all the stuff I have to get done between now and our viral video launch, most of it is not going to get done.  A lot of it will, most of it will. But sometimes you can’t affect it, so you do whatever you can and as you get closer and closer to deadlines all of the non essentials fall away and then you get the essentials and that’s how the game’s played. Alright, this is fun, we’ve been going 32 minutes you guys. I hope you’ve been having fun. I don’t know where I left off. Physiology, shift your physiology. Number two, what you’re focusing on and then number three, what’s the meaning. I think number three is meaning. If not I’ve been teaching this wrong, or thinking about it wrong. Number three is the meaning we’re attaching to things. A lot of times something bad happens to us and we attach these weird meanings to it. And we, it’s really cool, we have this unique ability as humans to attach meanings to things, right. And usually what happens is subconscious; we don’t know that we’re doing something right. If someone punches you in the face, subconsciously our body attaches a meaning to that. So this person is mad at me, we attach the meaning, I need to fight….sorry, let me step back. Someone punches us, right. Our meaning maker attaches this meaning to the thing. That person is mad at us, we must fight them back. So I go and try to fight someone. Or someone punches us and maybe the meaning is this person is going to kill me, that’s the meaning we attach so then we run away. There’s all sorts of things. Every single day, something is happening and we’re attaching these meanings to it and these meanings direct where we’re going with our thoughts and actions and everything else. But as soon as you’re aware of this, you can actually change the meanings that are coming to you. I actually don’t know if this is part of the triad, it may not be. I can’t remember now. Go YouTube Tony Robbins. Regardless, I want to talk about meaning, because meaning is a big thing. When you’re aware of this it’s kind of cool because now it gives you the ability to kind of shift meanings. So when somebody, we’ve had some morons, and they are morons, this week that have been attacking Clickfunnels and at first I got so mad I want to kill them and fly to their house and beat them, because that’s the wrestler in me. My body attaches a meaning to what they’re doing. But then what’s cool is Tony taught me this technique where you stop and say, okay, what if that’s not the meaning they’re attaching, what if it’s actually this meaning? You shift the meaning that maybe they’re attaching and if you shift the meaning associated with an experience, it’ll change your perspective, which changes everything. So we gotta become good at consciously picking the meaning we’re attaching to things. If someone screws us over we can attach a meaning saying “That person is a horrible person trying to screw me over.” But if you attach that meaning, be careful. Because as soon as you attach that meaning to something, guess what happens? Now the situation you enter, the state you enter is going to be based on that meaning and it can get really bloody and get really bad and things can turn really bad, which is going to increase all these other pressure, noise and other bad stuff. But if you come in and say, “Look, that person is a total douche bag,” I don’t know if I can say that on TV. I apologize if I can’t. Anyway, that person is a horrible person, but maybe their having a bad day today. Maybe they’re struggling, maybe financially, whatever. You attach a different meaning to the situation, then you come and you’re like, man that person screwed me over, but this is probably why he did it. Or why she did. If you attach that meaning it gives you a different set of tools to deal with the situation. So what happens now in my life, if something happens and instantly a meaning is attached by my brain and what I’ve found is that most of the times that the instant meaning that’s attached, is going to leave me in a really negative path. It’s weird how it works. So too often I run down that negative meaning and bad things happen. So I try to consciously stop and try to take the exact opposite. I remember Tony at Date with Destiny he does this thing, he says, “Find an experience in your life that pissed you off.” For me it was something with my wife, and my wife was at the event then, sitting separate, so she was sitting four rows ahead of me and there was an experience and they said to write down the experience, so I wrote it down. They said, “Write down all the meanings you attached to that experience.” I was like, “My wife is mad at me, she doesn’t love me.” I wrote down all these different meanings that I had attached to that situation. And then Tony said, “Write a big line down the side of the paper and next to each of the meanings you attached to that situation, I want you to write the exact opposite of that thing.” So I was like, “My wife is mean to me, but on the other side, she actually loves me. My wife is super selfish, no she is actually so giving that she struggles.” So I wrote the exact opposite of each of the meanings that I had attached to the situation. But what’s crazy is after handwriting out probably three or four of the things, I started crying. I started crying because I realized, I love my wife and I know her, and I realized the true meaning of what happened in that situation, was actually the exact opposite of the meaning I had attached to it. I instantly realized that I was in the wrong and she wasn’t. I broke down crying because I was like, “Oh my gosh. Where else in my life is this happening? Where I’m attaching these meanings subconsciously to a thing and I’m actually wrong?” I realized that day that I have to take control of my meaning maker, the meaning I’m attaching to every single situation. So something happens now and instantly I get the negative meaning, it just happens that’s in our brains wiring for some stupid reason. I stop and I’m like, what’s the opposite of that, what’s something that if I could attach a different meaning would make me look at this person through a different angle, a different lens, a different light? I shift the meaning and it shifts everything. It shifts how I feel about the person. It shifts how I approach them, it shifts the response. It changes everything. I wish I could say I am perfect with this, I am not. If you’ve ever been on the back end of a backlash from me for stuff, I apologize. Because I’m, I can be a prick sometimes. I didn’t realize this until the other day. We have a contractor, he was killing himself for us, and I imagine it’s got to be a pain in the butt working with me sometimes. Because I’m vocal, I’m on TV, I’m on Instagram, I’m ranty and ravy and talking about everything. And without thinking I kind of shared publicly my thoughts and part of it’s because I’m a media personality. If I came out like bleh all the time nobody would listen. So I’m usually on the extremes, I’m extremely happy or extremely upset because that’s what’s interesting. So I feel bad because I published stuff that was negative towards that person. And the other day it was kind of brought to my attention, “Wow, Russell this person is really working his butt off for you and you’re saying these things.” And I had this moment again where I kind of broke down and I was like I’m a bad person sometimes. And the meaning I was attaching to all these situations was like, they’re lazy, they don’t care, they’re not working hard enough, or whatever. I’m attaching all these meanings and I had this fun little moment where I had this exercise where I was like, okay, if I switch the meaning, what’s actually happening? And I was like, oh man, I’m a jerk. I realized it again, so I reached out personally and apologized and I don’t know if it’ll make it better or not, but I was wrong. I’ve had other situations this week where again there’s this person who’s honestly, it’s always the people you help the most. It’s someone I helped a lot, to have a lot of success, I bent over backwards for them and now they’re publically attacking me and us. It’s just….it’s funny, the meaning, even now, the meaning I want to attach to it wants to come in there. I’m like, no stop. Get out of my brain. Because I know, I know the reason why this person is being a douche bag. I’m going to use that word, I apologize. I know the true meaning. It’s not the one that makes me feel better about myself, which sucks because that one makes me feel so much better about myself. But it’s the truth. So I’ve tried to attach that meaning to it, even though every time I think about the situation, my blood’s boiling just thinking about it again. But I gotta go back to the meaning that I attached on purpose. So the more you guys are aware of this the more you can affect. That’s a big part. There’s number two in personal development. So where have we gone this far? So far we’ve talked about not being bleh. We talked about shifting your state in the circumstance. We talked about shifting the meaning you’re attaching to things. Alright so here’s a couple of things. Yes, we’ve been going for 40 minutes, but I still got another hour and a half drive, so we’re going to keep on talking. It’s like on Wedding Singer, which is one of my favorite movies of all time, do you remember when he’s all depressed after his girlfriend gets married on him and he’s hosting the wedding party and he’s telling all these jokes? And the one guy’s like, “Hey wedding singer, you’re the worst wedding singer I’ve ever heard.” And he looks at him and he’s like, “Well I have the microphone so you will listen to every word I have to say.” One of my favorite lines ever. That’s how I feel right now. I have the microphone so you will listen to every word I have to say. I guess you can turn me off, hopefully you won’t. Hopefully you can hear me. This is car is so loud when we’re driving. I hope this is coming through because I think there’s some good stuff in here for people. Alright, next thing. We talked about being not bleh, we talked about getting in state, we talked about meaning, these are pieces to help you function better as a human being. I always tell people how much of an impact Tony Robbins had on me. It’s because he made me aware of these things and there’s so many more. I wish we could go to UPW. Go walk on fire. I think you can get a ticket for $500 to a thousand bucks. If you are broke and don’t have the money, go get a credit card and finance it. If you’re broke, you’re going to become more broke. Who freaking cares? At this point, what’s the worst that could happen? You’re going to go bankrupt? Dude, you’re broke, it doesn’t matter. It always blows my mind when people are like, “I don’t have any money, I can’t invest.” Then you have nothing to lose. Go take out a loan. Go take out five loans, who cares? Worst case scenario is you lose it all. If you have nothing, then you have nothing. I taught the cub scouts, the 12 year olds, I did an entrepreneurship merit badge and one of the guys asked, “how old do you think these kids should start?” I was like, “They should start now. I got a dozen friends who are teenagers who are making insane amounts of money.” The guy who asked said, “Just so all you kids know, you have nothing. If you lose it all you didn’t lose anything, so who cares?” Anyway, it always makes me laugh because people are like, “you can risk a lot because you have money to risk.” I’m like, “Dude, it’s way easier to risk when you’re broke.” Worst case scenario you lose everything, but everything is like rent on an apartment, but that’s not that big of a deal, you guys. When you’ve got 150 employees whose lives depend on you, I promise you it is a lot scarier to risk at that point. Nevertheless, I digress. Where was I going? I don’t even remember. Hopefully there was something in there of value. Okay, what I want to talk about here is you gotta risk. You’re creating this thing, you’re giving birth, you’re going into this thing…..Oh I remember what I was talking about. I was talking about investing in UPW and talking about being broke. Yeah, go to UPW, go to Date with Destiny. Invest in these events because it’ll transform you, it’ll help you to become super aware of yourself and other people. That’s what Tony gave me that was so important to me. Most of us live life on autopilot and we’re just going through the day bumping into things and things are happening and you’re just not aware of how we work. When you’re aware of how you work, it’s like now you can affect things, change things, tweak things. I can change my approach, I can change other people’s approach. For me it’s been huge to understand me and people better. So yeah, go to those things it’s worth it. There you go. I have a friend down in Australia, his name’s Mal Every, I don’t know why this just popped in my head but he says, “I don’t have a problem with you if you’re broke, but I do have a problem if you stay broke. There’s too many opportunities in this world. If you stay broke, it’s because you’re not trying.” You’re literally not trying. Anyway, I don’t know why I said that, but it popped in my head therefore it must have been important. Alright, the next thing I want to talk about. If you want to be successful in life the next piece outside of not being bleh, and figuring out state control and attaching meaning to the right things, the next thing is you have to stop dabbling.  Stop freaking dabbling. School has screwed up all of us. School has taught us how to dabble. You sign up for college, you take 20 credits, 20 cool things that you want to learn about. What they do is they spoon feed you and force you to dabble over a semester. So they give you a little bit of information in math, you spend 50 minutes. Then you go to the next class, here’s a little bit of science, a little bit of history. So you dabble in a whole bunch of little crap and you try to remain and retain all this stuff and then you go back the next day and you dabble a whole bunch and you dabble and you dabble and you dabble for like 15 years of our life. Let there be no mistake. You will never be hyper successful if you are dabbling. Dabbling is the opposite of what you need to do if you want to be successful. If you want to be successful in something, you have to go deep, you have to immerse, you have to be obsessed with that thing. I guarantee you the people I’m competing against right now in our business, the reason why we are kicking the crap out of all of them is because they are dabblers. I promise you, there’s not one of my competitors that spent as much time in the last 48 hours, in the last week, in the last 5 weeks studying marketing and business and growth and personal development as much as I have. And for most of them, we’re already way past them, so why in the world, why are they not…..? I don’t know. But they’re dabbling and that’s why I’m able to pass them. When you start immersing and you go deep, a couple of really cool things happen. First off, you will start seeing connections that you cannot see when you dabble. I sucked in school because I could never see the connections. I spent an hour in history, an hour in math, then an hour in debate, then an hour in logic, I’m trying to figure out how to make the connections. Unless you go deep in something, you can’t do it. The reason why I’ve written two books is not, yes I like writing books, yes I like sharing it. When I write a book, I have to go in such deep immersion that I start seeing these connections that you don’t, you can’t see when you dabble. When I started writing the Expert Secrets book, I was doing a whole bunch of things. Some things consciously, some things subconsciously and as I started focusing on this book and trying to make a really, really good book, it forced me to read and study and geek out and immerse myself in a whole bunch of different things and through that process, I was not dabbling, I was immersing. I don’t know if it’s God, if it’s your brain, but when you immerse yourself, I feel like the reward for that, all these connections that you don’t normally see, all the sudden start being open to you. Howard Berg told me, he’s the world’s fastest reader. He said when he goes to do a topic, most people read a book and they form their opinion based one book they read. He’ll read 30-40 books to get a really clear view of the reality of the situation. This is what 30 authors have said and you get a very clear view of it. And that’s how I feel about immersion. When you immerse yourself and you go and listen, study, read, you really geek out and become obsessed in your thing. I don’t know if it’s your brain, God or the universe, whatever you want to attribute it to, I know who I want to attribute it to. But he opens up pathways, he opens up connections for you and lets you see a whole picture and that’s your reward for immersion. So that’s the next step in this you guys, you have to stop dabbling. So first off, the first phase in this comes back to you being greedy. The first phase is figure out this thing you want to be obsessed with. Maybe it’s not the marketing yet, and that’s okay. Because phase one is about being greedy and mastering it for yourself and becoming who you need to be to serve the world that you’re trying to serve. So go and now is the time to become unbalanced. In the bible, well if you listen to this song, I think it was…who was it? A time for every season, there’s a time under heaven for everything. A time and a season for everything, right. This is your season to immerse in your craft and become the best in the freaking world in your craft. Again, there’s a time and a season, this is the time and season right now for you to do that, for you to immerse yourself. So that’s phase number one and that’s going to give you the ability to become who you need to be. And you’re going to become completely unbalanced. Your work life, your social life, your family life is going to become unbalanced during that period of time, but you’re going to be able to immerse yourself, you’re not going to dabble. You’re going to unbalance and become awesome at your thing. And then there will be a transition phase where you’re going through and becoming so passionate about it, where there will be this weird time where all the sudden, I don’t know what it is, you can’t get filled up anymore. For me, I was doing all this marketing for all of our businesses and companies. We were doing the Neuropathy product, the weight loss, the dating, all these different businesses and we’re doing it and there came a point where I stopped getting fulfilled by just doing the business and I didn’t know what it was. I started going through this slump. I didn’t feel the momentum, didn’t feel the progress. I was like, ugh. I didn’t feel it and that transition is because eventually you can’t keep growing in that immersion. Because eventually you’ll see the connections, you’ll see everything, you’ll be going through this immersion and then you will…. I don’t know how to say it, not that you’ll become perfect ever, but you’ll become more perfected in that thing. Where it’s hard to squeeze a lot more oranges to get any juice out of it, to really fill you up. And that’s what I talk about in the Expert Secrets book, that’s where you transition from this growth, to the only way you can keep growing is transition into contribution. And this is where entrepreneurship is born. This is where you realize the only way for me to actually keep sharing this and to keep having that juice is to start contributing and giving back and sharing with other people. And what you find is insane. As soon as you take this path and this gift, this thing you’ve been geeking out on and immersing yourself on and become obsessed with, you start sharing it, that juice starts flowing again. It’s like the next wave and it’s so fulfilling. That’s why I’m doing an hour long podcast instead of focusing on the road and listening. That’s why for me right now, I started listening to, when I start doing personal development and growth and start learning and studying, as I do that I start shaking because this is good. I’m getting juice, but if I could share this with other people I’d be getting ten times what I’m getting now. That’s why I publish so much, that’s why I share so much. It’s because that contribution will fill you up more than the growth will eventually. But first you gotta fill up. Again, you gotta become unbalanced so you can become who you need to be. But after you’ve hit that point, and you’ll know it because you can’t get the same thing out of it, until you start contributing. And that’s logically where you start shifting to contribution. That’s when you start becoming obsessed with the marketing. That’s when you start geeking out there. That’s the key you guys, that’s what it’s like. At that point, you don’t care about the money. This is what I talked about a few podcasts ago. The people who struggle are the people trying to make money. When you’ve been geeking out on a thing and have filled yourself up and now you’re shifting to contribution, you do not care about money. I could not care less about money at this point in my life. It’s fun, it keeps track, it’s how we know that we’re doing well. It’s such not a driving force, you can ask…..I do not have logins to my bank accounts. I have no idea what’s in there. My accountant, I’m always like “Hey can I buy this?” and he’s like, “Yeah.” And I’m like, “Okay, cool. I have no idea.” My wife, I don’t have access to my bank accounts, personal, business, anything. I do not know what’s in there. I don’t want to know. It means zero to me at this point in my life. The only thing that means anything to me now is contribution. That’s what fires me up. That’s the state you gotta enter business and entrepreneurship in. Those are the people who are successful. The come in like, “This thing that I have, this gift, this thing. I’m so passionate about it, I have to figure out how to share it with other people.” Then guess what’s going to happen? Then it’s going to be easy to become obsessed with the marketing because the marketing is the means for you to get your message out, for you to get your product and your service out. All the sudden it becomes exciting. I think that’s why I struggled in school so much. I would learn and read a book and it didn’t matter to me. If you’re going into marketing and you’re struggling, this marketing, I’m learning this stuff. I learned about squeeze pages, traffic and conversion but you don’t care. It’s because it’s like school. I study a thing and I write a paper but I don’t care about this paper, there’s no point to it. If you’re struggling studying the marketing it’s because there’s no point to it. But as soon as you find your thing and you obsess with it and you’ve grown and filled yourself up and shift to contribution, now when you start studying it, the marketing becomes alive. It lights up and becomes alive again. I remember, I always thought I was dumb. I hated reading, I hated studying, I hated school, I hated all those things and honestly, I thought I was a dumb kid. I started my business and started selling these little things, it was crazy because I was selling some stuff and I was not doing that well. I remember it was pre-podcasts, but everyone used to do tele-seminars back when I got started. I would download all these tele-seminars and I would listen to them. Guys like Arman Morin, Alex Mandossian, those are the guys I listened to. Marlon Sanders, these are the guys I listened to initially. And I would listen to them on my headphones. I would burn these tele-seminars onto cd’s and put the cd’s in and listen to them while I was on my wrestling trips and I would learn stuff. They would say stuff and I’m like, “That’s so cool. I’m going to go try that.” And I’d try it and the craziest thing would happen, I would try something. I was making a little bit of money and then I’d try something and make more money. I was like, are you kidding me, that freaking worked. I gotta try something else. I listened to another tele-seminar and I would try it and are you kidding me, that freaking worked! And then another one and I was like, that guy wrote a book. I’d read his book and I’m like, I’m going to try it. And then guess what happened? I’d make more money.  My thing would go out to more people and I’m like, “Oh my gosh.” And all the sudden reading became alive for me, studying became alive for me, marketing became alive for me. I remember copywriting I was like, one of my first websites I set up and I didn’t have a sales letter and someone’s telling me about this copywriting thing and I was like, are you kidding me? That is the stupidest thing I’ve ever heard of. I’m not going to write words, I don’t want to learn that. I remember just being angry because I didn’t want to learn copy. It sounded so boring and stupid. Anyway, I tried to hire a copywriter, and the copywriter, it was actually Michael Thornton was the first copywriter I tried to hire and his quote for me at the time was 8 or 10 grand or something and I was like, “Whoa! I haven’t made that much money in my entire life combined at this point.” So then I tried to read a book on copy and again, it was horrible. I read it and I was like this sucks. I had to write my very first little sales letter. So I wrote it and then it was crazy because it made money. So then I started listening to some copywriters and the guys like, I remember it was Michael Thornton actually, I was listening to this presentation he gave at this big seminar and he was like, “We tested this thing and it turns out that a red headline out converted a blue one.” So I changed my headline to red and sure enough it out converted. I was like, what the crap? Okay, what else does this guy got? I remember he tested a brown background, it did better in this thing. So I’m going to do a brown background. So I did a brown background and sure enough it out converted. I’m like are you kidding me? Then he said to try a new headline, his headline swipe file had all his headlines. So I tried four or five headlines and one of them dramatically beat the other one. I was like, what? I changed the headline and I doubled my income. Normal humans, if they want to double their income, guess what they gotta do? A doctor would have to go back to like 16 more years in medical school to specialize and double their income, work another 15 years and then maybe they would. I changed 13 words on a headline and all the sudden guess what? Copywriting became alive for me. It got exciting and all the sudden I want to read every freaking copywriting book I can find, because I’d read through and most of it was garbage or rehashing stuff but I’d read one sentence that was like, “Oh, you should end each line with a dot, dot, dot. Because it keeps the readers mind open and doesn’t close out the thought and they’re more likely to keep reading.” I was like, what? So now to every single email and every single thing I’ve ever written, I add a dot, dot, dot, you’ve probably noticed that before. Guess what happened? Everything increased. And I started going to marketing seminars. I’d go to a five day seminar and listen for five days and every single speaker who is talking, I knew everything. I’ve done that, knew that, heard that, rehash, rehash and then one speaker on  day 6 would say one thing where he’s like, “Oh yeah, this one time I added an exit pop where I gave a discount and 20% of the people took the exit pop.” I was like, wait, what? So I go back to my thing and add an exit pop and my income would increase by like $100,000 a month. From that one little thing. I remember I was like, I sat through 5 days of crap and got that one thing and it was so huge for me that it made the whole thing worth while. Or I would be at an event, got nothing and I’d go out to eat with everybody and I’m the Mormon dude, everyone goes to the bar and I’m like, I don’t want to go to the bar, I don’t want people to think I’m drinking. So I’d go to the bar, and I’m not joking, I’d order milk because I didn’t want people to think…..if I ordered a sprite people might think I’m drinking and I’m like I don’t want people to think I’m drinking, so I ordered a milk. So I’m holding a milk and I’m at the bar and everyone’s drinking and they’re like, “Why do you got a milk?” I’m like, “Oh, I’m a Mormon, Mormon’s don’t drink so I’m drinking milk.” They’re like, “that’s weird.” And then they’re kind of drunk and the coolest thing about drunk people, drunk people don’t have any filters. They lose the inhibition to filter stuff or whatever. So I’m drinking milk, totally sober, they’re completely drunk and I’m like, “Hey so, what’s the biggest thing you’ve figured out?” and they’re like, “Oh man, okay so we did this thing on our squeeze page where we did blah blah blah.” I’m like, what? He just told me that. I would spend four or five hours in the bar drinking milk, asking people questions and getting nugget, after nugget, after nugget. I’d go back and add it and sure enough I’d add this little thing and it’s like Russell, you gave yourself a three thousand dollar a day raise by doing this one little thing. That’s a million dollar a year raise. How do average humans get a million dollar a year raise? They don’t, they can’t. It’s physically impossible to do that. How did I do it? Some dude at a bar who is drunk off his butt told me this little thing and then I did it. Where do you guys think I got the Perfect Webinar from? I am not a genius, but guess what? I went to all of these events and saw speaker, after speaker, after speaker pitching and maybe what they said sucked, but I heard how they did a close, I heard how they did a trial. That guy said that thing. All of the differences…it’s funny because Stephen’s always like, he always talks about the Russellisms, the things Russell says that are so cool in my presentations. I didn’t make most of those things up, most things I heard another speaker say it and I’m like, that’s amazing, wrote it down and it was worth everything. It would make me laugh, I’d go to an event and I would get one or two little nuggets like that and I’d come back and it would give me a two to three, maybe four thousand dollar a year raise and I hear someone online complain, “It was a pitch fest. All they do is sales stuff.” I’m like, “You went to that event to try to learn how to sell things. Why do you hate money so bad? I saw the same thing you did. I gave myself a four thousand dollar a day raise.” I don’t know what else to do. It’s because they haven’t figured it out yet. It’s like they’re going to school and they’re pissed because the professor bored them to death. It’s like, when you go with this different lens, when you’ve got something you are so insanely passionate about, that all you care about, you don’t care about making money, spending money. All you care about is figuring out how you can get this to more people and when you get one little nugget after five days of information and that one thing does this huge thing, that’s worth it. I hear people complain, they go to forums, “That event sucked, it was a pitch fest. I heard that stuff before, they didn’t teach me anything new.” It’s because they’re not real entrepreneurs. They haven’t fall in love with the marketing of the thing. If you’ve fallen in love, this is how you know you’ve fallen in love with the marketing of your thing, it’s when you literally stop watching TV for the shows and you watch for the commercials. That’s how you know. It’s when you’re listening to the radio and you’re waiting for the songs to end so you can hopefully hear a really good direct response radio ad. It’s when you’re scrolling through your Facebook feed looking for ads. It’s when you’re like weird crap that you know you don’t care about, but you’re praying that they will start re-targeting you with their ads. It’s when you log into your wife’s Facebook account, not because you give a crap about what she’s doing, or care what she’s talking about, but you know that she is seeing different ads than you are and you want to see what those ads look like. That’s when you know that you’re passionate about marketing. That’s when you know that you’re so obsessed with getting your message out that it’s become, that’s the level you gotta be at. But I think I’ve come to grips now, I think it used to piss me off when people weren’t obsessed about marketing, but now I think I get it. It’s like, I don’t think you can be obsessed about marketing at first, until you have first gone through the growth phase for yourself. You’ve got to become ridiculously obsessed initially with your thing, because that’s the first phase. You’ve got to immerse yourself there and after you’ve done that, then when you start shifting the entrepreneurship side, the growth, to the contribution and sharing it. That’s when you will become obsessed with the marketing. That’s when copywriting became alive for me. That’s when split testing became alive. That’s when all the geeky crap that I shouldn’t care about, none of us should care about, that’s when I started caring about it, that’s when it became alive. Does that make sense you guys? That’s when I can sit there for five days and watch sales pitch after sales pitch after sales pitch and hear a single word about what they said, but just watch their hands, their hand motions, how they’re anchoring the stage, what they’re pointing to, why, when and how and be excited. One of my buddies, Darin Stevens, he literally went to a Tony Robbins event, he went to the entire thing. I can’t remember if he told me if he watched the recordings of it or if he did when he was there, but he watched an entire week long Tony Robbins event with no audio on. No audio. Why would somebody do that? Because Darin wants to be the best person in the world at controlling the stage. Understanding how your physiology and stage presence and how you’re anchoring the stage, what you’re doing, why you’re doing it, how you’re doing it, why it works. What did he do? He took the best person in the world, Tony Robbins, and he watched him and took out all of the audio because the audio distracts you from he’s actually doing. I can’t tell you guys this enough. Funnel hacking is not just about looking at the outside, it’s about really understanding what people are doing and why they’re doing it. Yes, I’m selling products and services to you guys, but at the same time watch how I’m doing it. So Darin went and watched Tony Robbins because he wanted to see Tony’s hand motions, what he’s doing, why he’s doing it, how he’s doing it, and he wrote this huge write-up for me, he sent me, it’s insane. It’s about all the stuff that Tony is doing, the reason why Tony’s pounding his chest at times, why he’s going like this, why he’s doing the ‘whoa, yes!’, why he’s pointing to different directions while he’s anchoring and seating and all those things are not accidental. They’re real and they’re purposely done. When I’m on stage and talking about stuff, when I’m walking on different parts of the stage, sometimes its accidental. But for the most part, I’m doing things on purpose. I’m anchoring the stage, I’m taking you on timelines, I’m trying to bring you back to different places so you get emotionally impacted based on things that are happening. Same things happening in a webinar, tele-seminar, not podcasts because I’m just driving and talking, but maybe I am, who knows. But I want you guys to understand, all of these things are there for you. I spent 14 hours yesterday, 14 hours going through every email I have ever sent with swipe files, squeeze pages, templates. I found every template I ever had paid for, designed because every template I designed I went and had all these people, the examples, a decade of funnel hacking. I went through yesterday and archived all of it into trello boards based on page type, based on funnel type, based on all sorts of stuff. And I’ll probably never use those pages again, but I wanted to be able see them and categorize and be like, the reason why that page was awesome was because of this. There’s actually this one little block, there’s a dude that figured it out, on these squeeze pages, I’m not going to ruin the surprise for you, but if you type in squeeze page warning, those who are in the know will know that there’s this dude who had a squeeze page and at the very top he had this warning block that says, “Warning: Blah, blah, blah” That increased conversions on squeeze pages by insane amounts and most people never knew about it. Then  he mentioned it, I think he’s in the dating market, he mentioned it at a mastermind and then dozens and dozens of people have done it, but most people have never seen it before. If you were to do it on your pages right now, it’s insane. I totally forgot about it until I’m looking at my swipe files right now and I’m like, oh yeah. There’s so many things. I think so many people get bogged down in this other stuff that they forget about that. Become obsessed with the marketing. Go through all this stuff and legitimately do and it’s going to make it so much fun, it’s going to make it alive for you guys and I want to give you that gift. But that’s the transition. So anyway you guys, this has been a long one. I hope you got a lot out of it. I just want you guys, I know that you have something inside of you. I know that you have the ability to change people’s lives. I believe that, probably more so than you do at this period in your life. If I didn’t believe that I would not be doing this stuff. I make plenty of money running a software company.  I don’t have to do all this stuff. I don’t have to talk or write books, but I’m in a spot in my life now where my contribution is to get you off your butt so you contribute as well. I am trying my best to touch as many people’s lives as possible through the things that I do, but I just know that the clearest path for me to have impact on the world is to touch you as an entrepreneur because you have the ability to affect more people. You may not, some of you guys know this. Some of you guys know that we have people that literally have hundreds and thousands, if not millions of people a year that they are touching and affecting. If I could magnify what you’re doing just a little bit, it amplifies that. If I can show you something that gets you to convert more people and gives you more money so you can actually serve people at a higher level, that’s huge. And some of you guys are at the beginning of this journey now and you’re like, “I don’t have anything Russell. I’m not that passionate yet. Or I don’t have a voice, I’m nervous, I’m awkward.” Whatever, I promise you, I wish I would have been podcasting and blogging 12, 13, 14 years when I got started. The Russell you see today was the most awkward, nervous, weird person on planet earth 14 years ago. I couldn’t carry on a conversation with a human being, let alone with a camera for an hour and 8 minutes now. That comes with a lot of practice. It’s kind of what we talked about at the beginning. Unbalancing your life and becoming obsessed with something. I don’t care what that is for you. But you need to do it, find something that fires you up. Right now if you’re not that passionate about anything, that’s okay. Find something that gives you a little spark, because initially it’s a spark. I wasn’t that passionate about marketing at first, but there was a spark. Once you have a spark it’s like, okay now let’s throw some kindling on the fire. There’s a spark of something, go find other people who are obsessed. You have a lower vibration right now, they have a higher vibration, we talked about this earlier. Go find people who are obsessed and get around them. Listen to their podcast, read their book, if they have an event, finance your house if you have to, finance that event and plug into their vibrations so they will bring you to the excitement level that they are at. I am trying to do that every day with my marketing, if you have not noticed. Most of you guys, when you came into this world, you did not know about marketing, you didn’t care about marketing. You didn’t care about funnels, that was not, you didn’t get into this world saying, I’m going to build funnels. You either had a spark saying I want to make money, or you had a spark saying I want to share something. You had a spark and for some reason you bumped into me because I’m so loud and obnoxious and annoying and everywhere. You probably saw a YouTube video and you’re like, “Stop targeting me on YouTube, Russell.” But I’m trying to take your spark and ignite it. I’m trying to give you as much waves of excitement and passion and vibration as I can muster up, so that your vibration will rise to my level. So for you, where do you have a spark? Find that spark and then find the people around you in that market who are on fire and plug into them. Give them any amount of money that they need. I’m serious about this. If you’re broke it does not matter, you’re going to be more broke. I don’t know how to get that, I was at Grant Cardone’s event, I think there were like 2500 people in this long room and you were seated based on how much money you spent. People in the front spent 15 grand to be there and in the back they spent like 500 bucks. The further back you got, the less money you spent. What’s crazy to me, is when I pitched my product, the people in the front ran to the side of the room and bought. And the further back you went, the less and less people ran to the back. You may say, “Russell, it’s because the people in the back didn’t have as much money, therefore they did not run to the side.” I would argue with you that you are wrong. The people in the front have money because they have invested money. They’re used to spending money in investing and then they have more success. The people in the back are broke because they’ve never invested in themselves. That’s it. That’s honestly it. They’re already broke. Grant Cardone said this to me backstage, he’s like, “Don’t the people in the back understand, if you’re already broke it doesn’t hurt you to be more broke.” It doesn’t. I don’t know if that’s financially irresponsible. But I did a whole podcast on this called entrepreneurial scars, our founding fathers who I believe were inspired from God, who created the constitution of the United States, they gave us this thing. Because in this country we needed to give the entrepreneurs the ability to risk everything and be okay with that. If entrepreneurs didn’t have that ability, this country would have stagnated and died. I am a huge believer in that. Capitalism 101. If entrepreneurs don’t have the ability to risk everything, everything stops growing. But if entrepreneurs have an out, then guess what? They can risk everything. So it’s scary at first, but I promise you it’s a lot less scary to risk everything now, then it is when you have a whole bunch of stuff. So now is the time for you guys to risk everything because you don’t have that much. I don’t want to be a jerk, but it’s true. Now is the time to risk things. It gets harder and scarier when you have people and money and all these kind of things. I always tell people, for you, you have to figure out what is the worst case scenario if you fail? It gets people to look at that thing straight in the eyes and say, I’m okay with that. That is the key to be able to risk stuff. Because a lot of times there’s this fear of, the worst case scenario, something bad is going to happen and they can’t be successful. You gotta stop and write down for you right now, if you were to fail, if you were to go and get a bunch of credit cards and blow it on mastering your craft and getting around the best people in the world and raising your vibration, everything, what’s the worst case scenario. The worst case scenario, you go bankrupt. You go bankrupt, what happens? You can’t get a credit card for like a day or two maybe. You can’t get a home loan. Okay, well you’re going to have to rent. Can you rent? I don’t know, hopefully. There’s programs, the country….I know I’ve rented to people who, there are things. Anyway, maybe it’s financially responsible. I’m not a financial planner, don’t listen to me. I’m just saying that if I was in that same situation and I was starting all over again, I wouldn’t worry about that. I would not worry about that. I have built and lost everything twice now, and guess what? It was alright. It’s okay, but the biggest thing is if you don’t build something, you don’t try something, if you don’t go deep on something, then you’ll never know, you’ll never know. Anyway, make sure you clear it with your spouse first to get their buy in, I’m just saying. Those people in the back of the room at Grant Cardone, if they had run to the back and invested I think it was $2,000, that’s not that much. If they would have invested $2,000 they would have gotten the exact same thing that Brandon and Kaelin got. Those of you who listen to the podcast, you’ve heard me talk about them. Brandon and Kaelin were down to their last money. The network marketing company they were in ended up kind of falling apart, they stepped away from it. They had zero dollars left in their account. They had a credit card and a couple of other things and they saw my pitch for funnel hacks, it was $1,000. They watched it and they were like, “We have to buy it, we have to buy it. We don’t have a thousand bucks.” They were freaking out and finally decided, “We’re going to buy it.” I wish they were on here right now to tell this story because it’s awesome. So they said they were going to buy it and then Brandon was going to buy it, and going to buy it and then he wussed out. He’s like, “I’m not going to do it.” So he didn’t buy it. Instead he went to and paid $100 for Clickfunnels. He went back to Kaelin and said, “I didn’t do it. I just bought the $100 thing.” And she’s like, “We said we were going to buy it.” And he’s like, “I know. We don’t have any money.” And she’s like, “It doesn’t matter. We don’t have any money anyway. Who cares if we buy something with it. We don’t have any money.” Zero and negative $1000 is pretty much the same thing. It’s not changing the quality of your life. So they went back and ended up buying the $1000 thing and she was pissed because now they were $1100 in debt as opposed to $100 and then guess what they did? They had something they were really passionate about. She had lost, I don’t know, 60 pounds. She was in weight, she was already passionate about something, she’d already gone through the growth. She had already filled that. Now she was transitioning, they were transitioning to need to share this with other people. So what did they do? They did similar to what I did. For them, they did it a little different, this is what I recommend for you guys though. They bought the Funnel Hacks training and then they watched video number one. They started watching it and as soon as they got into it, they paused it and they did that thing. They pushed play again, they started doing, they did that thing. They implemented what I said. Paused it. Did that thing. Pushed play, pause, play, pause. And for two or three months or weeks, I can’t remember how long it was. That’s all they did. They put it all in place and when it was done, they launched their business. They’re initial launch, I think it was Thanksgiving or Christmas, they were driving to their families and they told me that they had enough gas money to get there, but no gas money to get back. So they filled the gas in their car, started driving, they got down to their families house, they were staying in a room and they started going through it and they launched this thing and luckily for them they rolled it out and made $20,000, that paid for gas money to get back. And then they started geeking out, started plugging in, they started doing what I did. Again, I didn’t want to learn copywriting, but when I found out you change a headline you change 13 words and you give yourself a thousand dollar a day raise, it suddenly becomes really interesting. So they plugged in the podcast and I watched these guys over the next year, over the next two years and it was crazy. I would do something, I remember I did a podcast where I was on a webinar with Jason Flatlien, who is one of the best webinar performers on this planet, at the end of the webinar Jason did this weird thing for 90 minutes. I was so pissed at him because I thought he was going to kill webinar sales. Turns out he doubled our webinar sales, on the drive home I was doing the podcast and I’m like, “Holy crap! Flatlien pulled this thing out of his butt. He did this thing, I never even heard of it, doubled, literally 2x’d our sales.” The podcast went live the next day. Brandon and Kaelin listened to the podcast, they said, “Freaking Russell Brunson.” Which is the same thing I used to say when I’d be like, “Freaking Dan Kennedy. Freaking Michael Thornton. Freaking John Carl.” All the guys I studied. They’d some little nugget and I’d try it. So they said that, they went back and added the same thing to the end of their webinar and they messaged me back, they said, “Freaking Russell Brunson. We did it to our webinar. Doubled sales.” I was like are you kidding me? And every single thing, they listened to my podcast and they’d tell me every time I’d say something, they’d take it and try it and Brandon said, “We’re like a week behind you on your implementation. You do it, we implement it a week later and we’re doing it, and doing it.” And I want you guys to understand, that’s when this game becomes fun. It’s when you realize that man, listening to Russell rant about this stupid thing, if I add this one little piece, all the sudden I go from helping 100 people a day to 120 people a day, that’s pretty cool. My bank account goes from $1200 a day to $1300 a day. You gave yourself a $100 raise today, are you kidding me? People don’t do that. We used to have a big mantra in our old office, we’d always say, we’d come in and be like, “How can we give ourselves a raise today? How can we give ourselves a raise today?” And it was like looking for that gold nugget. Looking for that little thing. Looking for that headline, split test, that tweak that I did, that little nugget. What could we do that’d different? That’s how the 108 split tests book was born. I was able to do a lot more split testing before Todd Dickerson, my partner in crime in CLickfunnels, we used to build the best sales funnel we could, we’d get it out there live, pre-clickfunnels, it was a pain in the butt. We’d build the whole thing out, and get it live. Todd would login, he’d use visual website optimizer, it was our split test tool at the time, he’d split up like a thousand different tests and try to beat my control. And he always did, pretty much every time. And that was the goal, I made the best version we can, Todd let’s see if you can beat it? And he would test, test, test, test and he beat it, beat it, beat it again, beat it again. And it was like every day, how do we give ourselves a raise today? That was the game we played and that’s how the 108 split tests book was born. That’s how half of what I know about funnels was born at that time. We were just testing every funnel variation idea, planning pages, template, idea, everything we could we dream of for a 2 ½ 3 year period of time, it’s how I became who I am today. It’s how I became the dude who probably knows more about funnels than any human being on earth because I hacked more funnels, tested more funnels, we did more than anybody. And during that time of growth, that was the growth time for us, we were doing it on 12 companies we owned. We were doing it for a whole bunch of other people, which by the way, that’s a story for another podcast, don’t do 12 companies at once. But that’s what we were doing, that’s how we mastered this craft. That’s how I know more about funnel psychology, I believe, than anyone on earth. Because I did it. I did more of it. We tested so many thing. I was like, holy crap. I thought for sure this would have won. But this won, and this didn’t win. This helped on page one, but it made page three conversion go down. I got my gift because of the insane amounts of work that Todd and I did during that time. Todd and I and my entire team, by the way. We didn’t have it nice like you guys have now days. I went on a little rant to someone on my team the other day, we get people now to come to Clickfunnels who first off, they don’t use Clickfunnels the way it’s made. So those of you guys who are having bugs, I want you to hear this. Because if you have bugs, it’s because you’re trying to do crap that Clickfunnels is not made to do. You’re hacking things and you’re doing stuff. If you use Clickfunnels the way it works, there’s not bugs. I don’t have bugs in my funnels. I don’t know why everyone’s got these bugs. It’s because you’re trying to do things that you think are going to be better and they’re not. It’s because you’ve been listening to the Confusion Soft guru’s explaining why you need 55,000 different variations of funnels. If you just learn how to sell, all that crap would go away. Every time people say, “There’s all these bugs in Clickfunnels.” I’m like, “I’m not seeing them man, because I build funnels on it every single freaking day and I’m not seeing the bugs.” There are little things here and there and we fix them as they pop up. But for the most part, you are creating bugs by trying to do stuff that does not matter. So that’s number one. Number two, you’re paying between $100-300 a month for the software. We had a really, really bad competitor come out, which we’ve had I’d say probably at least 30-40 Clickfunnels killers who have come out in the last 3 years since we launched Clickfunnels. They all come and go and they all try to undercut us in pricing. I always get all these people like, “So and so cut you out.” And maybe someday we’ll have a big competitor, I mean who knows. I’m excited for that day, I actually enjoy competition. Some of you may probably have noticed. I got no problems with that. When I was wrestling, all I tried to do was fly around the country to find the best in the world so I could learn to beat them so I’m game. Anyone wants to step up legitimately, please do. But please don’t come in here disguised like, “We’re going to beat them by undercutting their price” Everyone’s coming out like, “You’re losing all your customers because they’re undercutting your price.” I’m like, “Are you kidding me? The people who complain about spending $100 a month to run their entire company, I don’t want them as customers.” In fact, we’re honestly thinking about doubling or tripling our prices just to show, to give the virtual finger to everyone who’s trying to undercut us. We don’t want those customers. You can go there. If you can’t spend $100 to run your company, you should not be running a business at this point and time. Honestly, that’s how I feel. I want to walk you through a walk down memory lane at how we used to build funnels because this is the reality of how it used to work. We would have an idea, I would then have to go funnel hack dozens of people to see what would be the best thing, so I’d probably spend 2 or 3 thousand dollars funnel hacking a bunch of people’s things. Because I didn’t have a way to mock up templates. So I’d funnel hack and take tons of screen shots of all these templates of all these different pages and then I’d have to go to one of my designers, I had a bunch through the years. I’d show them, “This is the process I think would be best. I think I want a landing page here, and this, this, this. I want this from this guys funnel. I like this over from this one. I want this from here.” So I’d map out the funnel process I wanted to test. But I want this guys design but this over here… was a nightmare. So our designers would go and try to create a page but I’d be like, “No, but this and that…” and it would literally be 6-8 weeks of us going back and forth just getting the design and the funnel structure right. They’d have to hand code everything. So we’d get all this done. Then we’d have to go and after we got all the pages done, so it looked good, we’d go back to our developers and say, “okay, here are all the pages, here’s the order forms, here’s everything. Now you gotta actually make this work.” So they’d have to go and custom and go into PHP and coding and sequel database to build up so the order form would actually work. We actually went to a database, they’d have to set up the security certificates, they’d have to set up all the API’s to go to the 20 or 30 different things that we would need. And it would take the developers on average, probably another 30 days to hook up all of those things. So my cost just in salaries at that point and time were probably at $15, maybe $20 grand in salaries just to get all these things done to that point. Then we still had to write the copy, which eventually I started liking copy, so I did a lot more of that myself. But prior, I started having a lot of copywriters. I would spend on average between 10-15 grand for every sales letter we would write. Whether it was somebody else, or it would be my own time, which would take me probably 6 weeks or so to write all the copy for a funnel. We would then plug all those things in, and we’d be 3 months, conservatively 3 months and usually a little more than that, and conservatively about $30 grand per funnel in. Before we could test it. Before we could test it. So for you guys to be like, “That’s $100 and I could only build 30 funnels. I still have to get an SMTP mailer to send my emails out.” I have no empathy for that. None, zero. I want you to leave us and go to the competitors. Please, for the love. Leave us, go for the $37 option. I want you to be their nightmare clients, I do not want you to be using Clickfunnels. I don’t have any empathy. Zero. Not one iota of empathy for you if you cannot pay $100 or even $300…..if you cannot pay $300 to run your company, you are not an entrepreneur, you should leave this business. Honestly, you should just stay as an artist and go to the beach and do your thing and have a hat out there to get tips. That is your level of being an entrepreneur. I don’t know what else to tell you. Please leave. You can go, you have my permission. I don’t not want or need your money. But if you were trying to freaking change the world and sell stuff and make a business, that’s what we’ve given you. If you wanted super insane, complex stuff, you may have outgrown Clickfunnels. That’s fine, if you’ve outgrown Clickfunnels, go hire people to custom code stuff, I’m okay with that. You’re going to be like, “Oh your software’s buggy.” It’s like you’re trying to customize crap that your should be spending 20 or 30 grand on, like we used to. You can do that. Go for it. You have my permission to leave. I do not need your $297 that bad. I promise you that. The headaches that go to some people who are trying to, who are complaining to me about the bug they find when they try to add the 47th upsell on the 13th email sequence if somebody clicks yes versus no, twice instead of once. That’s not what we’re made to do. And the reason why, after freaking testing a million things when you go back and do it the way I had to do it, those three months and that $30 grand was for the initial test. Then Todd would have to go split test a whole bunch of things and then guess what we found out? Half the time we’d get the pages to convert but the funnel wasn’t profitable. So then we’d have to come back and say okay, this entire funnel didn’t work so we have to rebuild the upsell, downsell sequence. I had to go back to the drawing board and it’s not me spending 15 minutes in Clickfunnels, cloning the page and doing a split test. No. It was me hiring another copywriter to write a new version of the video sales letter. It was me figuring out new layouts and designs and functionality and trying to re-custom freaking code all that crap from the ground up, then we’d have to go re-build the entire funnel, then re-launch it, drive new traffic. If the funnel didn’t work we’re into another $10-15 grand in for the second test. “Oh my. $300 costs so much. I can only do 400 split tests at once.” I’ve got no mercy for you okay. Sorry for the rant, but this freaking important. Alright, so the reason why my funnels are simple, and I want you guys to understand this, is because your funnels need to be simple. I learned this from having to custom code stuff. If I made these complex freaking funnels that everyone thinks are so cool now days, because of Confusion Soft and others, they draw these little diagrams and they try to impress their clients by how complex their funnels can be, that’s not going to serve you at all. I want you to understand this, that will not serve you. It will screw you up and you’ll be finding bugs in Clickfunnels because it’s not build to do what you’re trying to do. With the design hack-a-thon happening next week, we are building out 30 types of funnels. These are the funnel structures you should use. You should work to plug the crap you are selling into these funnel structures, not the other way around. You should not try to say, “oh I got this good idea, I’m going to do 14 upsells and then I’m going to have a mini survey on upsell number two and then I’ll sell them this.” No, just plug the crap you have into the existing stuff. The tiny potential maybe incremental sales you could get by tweaking this thing, is not worth….I promise you that if you put the same effort and same time and money and energy into hiring a better copywriter or mastering….there’s a dude who I pay $100 to write each headline for me. When we have an offer I’ll give him a thousand bucks and say, “Write me ten headlines.” That’s a better investment of your time than trying to have 16 different upsells. Because having a different headline can change your conversion. That will do more for you than the complexity that you’re trying to do. My rant is over. I think it’s over. Should it be over? I just want you guys to understand that. Clickfunnels is built for customers like me, who want to get a message out quickly. They want to take the best proven practices, and they want to focus on the stuff they can control. If you want a cheaper option because you feel like $100 is too much to invest in the entire background and infrastructure of your business, you have my permission to go. I hope you enjoy it. And when your business makes enough money that you can switch, we will gladly welcome you back. Or you can do what the wise man did and built his foundation on a rock. I don’t know if you guys remember that song from Sunday school but the wise man built his house upon the rock, and the foolish man built his house upon the sand. And when the rains came tumbling down, the rains came down and the floods came up, the rains came down and the floods came up, the rains came down and the floods came up and the man on the sand washed. And the man on the rocks stood still. This is primary songs 101, guys. So if you want to build your house upon the sand, go the cheap option you should. You definitely should. And if and when you want to get super complex, if there’s reasons and cases, Clickfunnels wasn’t built for, don’t feel bad you guys. I’m okay with that. You can outgrow us. Clickfunnels is a company that’s built for businesses in this certain range and I understand that and I respect that. That’s who we want to serve. If we try to serve everybody, we will not succeed either. So a lot of times if you guys come to us and you’re like, “Oh, this is a bug, this is a bug.” A lot of times we’ll hear that and say, “It’s not a bug. It’s the limitation that we have put on our software because that’s not something that we want our users doing.” Because if we open that to everybody then it adds a whole other level of complexity. Clickfunnels is already complex, I don’t want to add more complexity. I want to make more simplicity. I honestly, if I wouldn’t have uproarings and riots in the streets right now, I would take away some of our features. I would pull things out, I would simplify a lot of stuff. And you will notice over the next year or so, we have a bunch of new UI people and new teams coming in and our goal is simplification. Trying to make things more simple and easier, not more complex. Like, “Russell, what’s the newest feature coming to Clickfunnels?”  There are some cool new things coming out, but at the same time a lot of its simplification. At Funnel Hacking Live we opened up Actionetics and someone messaged me the other day, “you had this cool feature in Actionetics, it was the best thing you have and then you guys pulled it away two weeks later. Why did you guys do that?” I’m like, “Two reasons, number one: What people were doing was making smart lists that have literally 800 different things in there. I understand you guys want to be segmented, but I promise you that level of segmentation, it hurts you more than it will ever help you. And number two: It destroys our database. It’s not good. If you want that kind of complexity, please go and build that on your own. But this is for, Clickfunnels is built for entrepreneurs to move quickly.” The opportunity, you being able to launch two funnels instead of one is the difference. That’s the goal of it. I’ve been going for a long time you guys. I don’t even know where I’m at. I hope I haven’t passed where I’m going. Anyway, I hope you guys enjoyed this podcast, it’s been a lot of fun. I hope you guys actually listened to the whole thing. There were a lot of really, really cool stuff that I really wanted to share with you guys in here. I hope you got a lot of value out of it. To recap, don’t be a bleh, build your empire, become unbalanced and focus on becoming who you need to be, and then after you’ve done that and you’re ready to transition to contribution then shift your balance and be obsessed with the marketing of it, have fun with it. This game is fun you guys. Every day I wake up and I’m like, I can’t believe I get to do this. I can’t believe I had a two hour drive today and I can’t believe I get to hang out with you guys and share and talk and based on my stats, between YouTube and our podcasts, we’ll have between 15 and 20,000 people who will listen to this whole entire thing. It’s crazy. 20,000 people and if each of you got one little nugget out of that thing and I gave 20,000 of you guys the ability to affect an extra 10 people, that’s 200,000 people that we affected. And if you’re able to get an extra 100 people, that’s 2 million people I was able to affect. If you get an extra thousand that’s 20 million people. It’s insane the ripple effect.  I hope that I didn’t waste any of your time and you guys got something, one or two or three little nuggets. But look at these things that way. Go into this, go into everything, go into your study time, go into your podcast, I’m putting out a lot of content and I’m hopefully making it entertaining and fun for you guys, but you’re always looking for that one little thing, “oh, that’s how Russell….” I had probably a dozen people message me when they saw how I do my….One of the Funnel Hacker TV episodes I had my Expert Secrets board and I finished the Expert Secrets book and I closed the board and they saw that. That’s how you manage your projects. Now I see how you get so much stuff done. Everything’s compartmentalized. You have your teams, different projects, and trello’s the way you do it. That little thing was huge for people. One little nugget, and you never know where they’re going to be picked up. You never know when gold’s going to be dropped and you can grab it. So plug in, immerse yourself in this stuff you guys. My goal is to get your vibration up to mine so you can be as passionate as I am, because if you are, that’s how you’re going to change the world. That’s how I’m going to change the world. I can’t do it without you. So I need you guys there. So step in, plug in, have fun, enjoy the process, simplify your funnels, and build your company upon a rock. With that said you guys, I appreciate you all and I will see you guys soon. Bye everybody.

  • ep10 Node.js sideshow |

    · 00:53:32 ·

    # ep10 Node.js sideshow第 10 回 Node.js の SideShow です。@koichik さんの「ところでみんな Promise 好き?」から始まった、 Promise / Generator / Rxjs などの話題と、 Java の Future や Haskell の Monad との関係などの解説です。## Show Note- 0:00 ~ : そもそもみんな Promise 好き? - ES6 Promise - WindJS - カール・ヒューイット- 1:40 ~ : そもそもの Promise とは? - Java の Future - Haskell の Thunk- 7:30 ~ : 本当に Promise は必要なのか? - Scala の Option - jQuery の Deffered - DOM の Promise- 15:22 ~ : JS の Promise と Haskell の I/O モナド - Haskell の I/O monad - Haskell の do 記法- 18:45 ~ : genrator ってどうなの? - function*- 20:50 ~ : generator と Go の groutine/channel - Go の Channel - Generator のスクリーンキャスト - koa - co- 29:45 ~ : generator と Lua の coroutine - Lua の coroutine- 33:10 ~ : generator と goroutine の決定的な違い - ニクラウス・ヴィルト- 40:43 ~ : Async/Await - C# async/await - koa への issue- 43:00 ~ : Reactive Programming と RxJS - RxJS - Functional Reactive Programming - meteor - cloudup - node-amqp

  • 12/13/15 The Promise: The Hope of the Promise


    Homily from the Third Sunday in Advent.Hope is the heart of every promise.Hope is trust in another extended into the future. The promise of Jesus makes hope possible. Our “yes” to His promise makes hope actual. Mary, the Mother of Christians, makes our hope strong. Our hope is this: Jesus is with us…and will be with us.Mass Readings from December 13, 2015:Zephaniah 3:14-18Philippians 4:4-7Luke 3:1-6TO DOWNLOAD THE BIBLE STUDY TAP ON THIS LINK OR COPY THE FOLLOWING LINK IN YOUR INTERNET BROWSER (Chrome, Firefox, Safari):

  • Circulation June 13, 2017 Issue

    · 00:20:14 · Circulation on the Run

    Dr. Carolyn Lam:               Welcome to Circulation on the Run, your weekly podcast summary and backstage pass to the journal and its editors. I'm Dr. Carolyn Lam, Associate Editor from the National Heart Center, and Duke National University of Singapore.                                                 In our feature discussion today, we will be talking about insights from the PROMISE Trial regarding the prognostic value of non-invasive cardiovascular testing in patients with stable chest pain. First, here's your summary of this week's journal.                                                 The first paper reports novel findings on gene smoking interactions in coronary heart disease. Co-corresponding authors Dr. Salahin from the University of Pennsylvania and Dr. Riley from Columbia University and colleagues used data on almost 61,000 coronary heart disease cases and more than 80,000 controls to investigate effect modification by smoking behavior at established coronary heart disease and smoking-related genetic loci.                                                 They found that the cardio-protective effects associated with allelic variation at the A-D-A-M-T-S seven, or ADAMTS7 locus, were attenuated by 60% in patients who smoked tobacco, compared to those who did not smoke. Allelic variation in ADAMTS7 associated with reduced coronary heart disease risk, was associated with reduced ADAMTS7 expression in human aortic endothelial cells and lymphoblastoid cell lines.                                                 Furthermore, exposure of human coronary artery smooth muscle cells to cigarette smoke extract led to induction of ADAMTS7. These human genomic data therefore provide new insights into potential mechanisms of coronary heart disease in cigarette smokers and suggests that inhibition of ADAMTS7 may be a novel potential therapeutic strategy for coronary heart disease that may have particular benefits in individuals who smoke cigarettes. This is discussed in an editorial entitled Holy Smokes, an Interaction, by Dr. Braxton Mitchell.                                                 The next paper provides first evidence that genetic over-expression of CD39 may offer ischemic cerebral protection. CD39 is an ectoenzyme with a PYRase activity, which cleaves ATP and ADP. CD39 is expressed on the surface of myeloid and vascular endothelial cells where it dissipates the high local concentrations of ATP and ADP, which would otherwise serve as potent pro-inflammatory and pro-thrombotic signals.                                                 In the current study from first author Dr. Bick, corresponding author Dr. Pinsky from University of Michigan Medical Center and colleagues, authors used a model of permanent middle cerebral artery occlusion to show that CD39 expression reduced edema, infarct volume, and inflammation with corresponding improvements in neurological outcomes, compared to control mice. Over-expression of CD39 in only the myeloid cells also reduced cerebral infarct volume. Thus, amplification of endogenous CD39 expression, or even administration of exogenous circulating CD39, may be of future interest as a therapeutic target to minimize ischemic injury caused by cerebral ischemia.                                                 The next paper provides pre-clinical data to show that MicroRNA93 may have a therapeutic role in peripheral artery disease. First author Dr. Ganta, corresponding author Dr. Annicks and colleagues from University of Virginia, used MicroRNA-106b-93-25 cluster knockout mice and showed that MicroRNA93 over-expression alone was sufficient to enhance angiogenesis, arteriogenesis, and perfusion in ischemic muscle via increased M2-like macrophages.                                                 MicroRNA93 targeted interferon regulatory factor 9 to inhibit immune response gene 1, and itaconic acid generation in macrophages to induce M2-like macrophage polarization. Furthermore, MicroRNA93 over-expression produced a paracrine effect on macrophages that induced angiogenesis and skeletal muscle recovery under hypoxic conditions in vitro.                                                 Thus, these data demonstrate that MicroRNA93 induces beneficial effects in multiple cells that can enhance perfusion in ischemic limb and thus identifies MicroRNA93 as a putative therapeutic target in clinical peripheral artery disease.                                                 The next study is a large scale genetic analysis that represents the most comprehensive causal assessment of adiposity with cardiometabolic diseases to date. Co-corresponding authors Dr. Cassis and Dale from University College London used 97 snips for BMI, and 49 snips for waist-hip ratio adjusted for BMI, to conduct mendelian randomization analysis in 14 prospective studies supplemented with coronary heart disease data from CADRIoGRAM+C4D, stroke data from METASTROKE, Type II Diabetes data from DIAGRAM and lipids data from GLGC Consortium.                                                 They found that both waist-hip ratio adjusted for BMI, and BMI had causal effects on coronary heart disease and Type II Diabetes, and were associated with higher left ventricular hypertrophy, glycemic traits, interleukin 6 and circulating lipids. However, only waist-hip ratio adjusted for BMI increased the risk of ischemic stroke. Thus, both the amount of adiposity and its distribution play important roles in influencing multiple cardiometabolic traits and the development of cardiometabolic disease.                                                 Furthermore, the findings indicate that body fat distribution has multiple roles in disease that are independent of general adiposity. This suggests that physicians should pay attention to measures of adiposity beyond BMI.                                                 The next study addresses the conundrum that clinical trials show benefit of lowering systolic blood pressure in people aged 80 years and above, but yet, non-randomized epidemiologic studies suggest lower systolic blood pressure is associated with higher mortality. In the current study by Dr. Ravindrarajah and colleagues of King's College London, a population based cohort study was conducted using electronic health records of 144,403 participants aged 80 years and older, registered with family practices in the United Kingdom, and followed for five years.                                                 Mortality rates increased with frailty level, and were highest at a systolic blood pressure of less than 110 millimeters mercury. Furthermore, systolic blood pressure trajectories showed an accelerated decline in the last two years of life, without evidence of intensification of anti-hypertensive therapy.                                                 Thus, a terminal decline of systolic blood pressure in the final two years of life suggests that non-randomized epidemiological associations of systolic blood pressure with higher mortality may be accounted for by reverse causation. That is, participants with lower blood pressure values were closer on average to the end of life. This is discussed in an accompanying editorial by Dr. Naveed Sattar.                                                 Well, that wraps it up for our summaries. Now for our feature discussion.                                                 The evaluation of stable patients presenting with suspected coronary artery disease is by far one of the most common diagnostic evaluation strategies that we need to undertake in cardiovascular medicine. There's a whole host of evidence supporting prognostication based on various non-invasive tests, such as anatomic imaging with coronary computed tomography angiography, but also with stress testing, or functional testing, such as stress nuclear or echocardiography, or exercise electrocardiography.                                                 However, our paper today really sheds light on the comparison of these two strategies. And I'm just delighted to have starts with me. First, the primary author of the paper, from the PROMISE Trial, Dr. Udo Hoffmann, from Massachusetts General Hospital, Harvard Medical School, and the editorialist of a beautiful accompanying editorial, Dr. Leslee Shaw from Emory University School of Medicine, Atlanta, Georgia.                                                 Welcome both. Dr.  Udo Hoffmann:        Hi, Carolyn. Hi, Leslee. Dr. Leslee Shaw:               Hi, Udo, how are you? Dr. Carolyn Lam:               So, Udo, could you start by just sharing what you did in this PROMISE Trial? Dr. Udo Hoffmann:          The Promise Trial is a large comparative effectiveness trial that was done between 2009 and 2012, with follow-up ending 2013, at [inaudible 00:10:13] sites across the U.S. and Canada. And what it did was compare two strategies for testing patients with suspicion of coronary disease, symptomatic patients. These patients were randomized to either receive a functional test first, or an atomic test first, and the idea was to see whether providing the functional information or the anatomic information leads to differences in outcomes of these patients.                                                 As you know, the primary paper showed that the health outcomes of these two strategies were similar and not different. Now in this paper here, we took the slightly different approach and we really wanted to see how the results of the tests as they were seen by the [inside 00:11:02] so it was all based on the sight interpretations of these tests. How the results of these tests actually were associated, or were associated with the health outcomes. And so we directly compared categories of CT results, and categories of functional testing results, and how they are related to outcomes. The good news I think is that sight interpretations in real life do actually have prognostic value for both the anatomic or the CT, and also the functional testing, and so findings as significant disease [inaudible 00:11:36] ischemia have in fact similar prognostic value. And we also saw that on the lower end of the findings, so mildly abnormal findings for example, that the ability to see nonobstructive CAD, perhaps if you're a difference maker and identify from additional patients or group of patients that is at risk for [inaudible 00:12:01]. Dr. Leslee Shaw:               I think that often times we struggle with negative trial results, if I can put PROMISE in that negative trial results. And here we have a paper that I think really applies clinically. I think it's going to have far-reaching clinical implications. I think if you look at the CTA findings, this is a real world practice. I think there's a simplicity to CTA interpretations that really is amplified in the nice ability to risk stratify. Whereas the functional interpretation, as you both know, is complex. It integrates a lot of factors, wall motion, perfusion imaging, ST segment changes, exertional symptoms, all of that, and I think we see a lot of sight variability in that image interpretation on the ischemia-side of the functional testing arm.                                                 But there's and important finding from this paper, which I think we have seen in bits and pieces prior to this report, and that is that on the CTA side, you had about a third of the patients having pure normal coronaries. So you see that very low risk in that population. But what you see on the functional testing arm is that the event rate in patients with normal studies and in patients with a mildly abnormal study, the event rates were identical, which is fascinating.                                                 And importantly, two thirds of the population on the functional testing arm were in those normal and mildly abnormal subgroups, something like that. And that has important implications for what is in that one third on a CTA side with normal findings versus three quarters? Well I think from this randomized trial, I think we can infer that you're going to have some non-obstructive disease in that population, but you're also going to have non-ischemic obstructive disease.                                                 We know from FFR and all of the angiographic literature that not every obstructive lesion is ischemic. And so on the stress testing side, we have a lot of obstructive disease that potentially is missed. And I think this study really clearly illustrates that limitation of stress testing and it reflects sight variability in imaging and the interpretation. It reflects the patient populations and the struggles with doing stress testing, but also just flat out reflects the ischemic cascade, and what we can expect from an obstructive lesion, or a non-obstructive lesion, that may not elicit ischemia.                                                 So to that extent, I think Udo's paper is just, just far-reaching and really clearly one of the most advanced papers that we have seen in such a long time. From really providing an important message for those imagers and for folks doing stress testing in this country. Dr. Carolyn Lam:               should we then always do anatomic testing first before selective stress testing? Dr. Udo Hoffmann:          The choice of testing is very much I think tied to the population of the patient you're talking about. I think when you follow the literature, 30 years ago when all the classic studies out of [experienced centers 00:18:53] such as Cedar Sinai, were published, the ischemia burden was much higher in the tested population. Back then you had probably a third or 40% of patients who in fact had some abnormality or ischemia on stress testing. One of the findings here in this study, and that is true for both tests, is that the prevalence of severe findings, severe abnormalities, whether ischemia or obstructive disease, is what I found testing is pretty similar, so it's both around 12%, but it is relatively infrequent. And I think that has changed.                                                 And you cannot expect, as Leslee pointed out nicely, it is not expected from a stress test to detect non-obstructive disease that has prognostic value, but doesn't necessarily explain these symptoms that the patient is presenting. So we should not forget that these patients do not come for primarily for prognostic assessment, they come because they're symptomatic. And the primary question is do we find an equivalent that could explain the symptoms of the patient? And only once we are convinced that there's no such equivalent that would for example lead us to further assess the patient for potential reverse [inaudible 00:20:19] therapy, then the second question that can be answered is for the prognostic implication of the test. And I think in this relatively low risk population, this prognostic aspect gains more importance irrelative to the diagnostic aspect. Dr. Carolyn Lam:               I think Leslee made it very clear in her editorial as well, not to forget in essence at the extremes of disease, that both tests, both strategies conveyed similar prognostic information, and it was more for the fine grain teasing apart that perhaps we need to consider very, very carefully what your paper is saying. But at the end of the day, it's about treating the patients for their cardiovascular risk management, isn't it? Recognizing that even if you don't have ischemia, if you've got the risk factors, like you nicely showed, that we should be treating them for the risk factors.                                                 Leslee, want to share some of your thoughts there? You covered that so nicely in your editorial. Dr. Leslee Shaw:               Well I think that's one thing we've seen from PROMISE, SCOT-HEART, and many, many other recent trials as of late, over the last three or four years, is that the stress test is an opportunity not only to assess ischemic burden, or that CTA's not only a test to assess the extent and severity of coronary disease as well as plaque, but it's an opportunity to identify clear, preventive strategies for the patients.                                                 And this is really something that I don't think at least historically within the stress testing community, that we have taken upon ourselves in order to say, "Okay, here we have a symptomatic patient. We not only are going to assess ischemia, but we're going to look at what else they need to do in order for us to guide prevention." I think this is a clear reminder that this is a great opportunity for us to have a bit of a paradigm shift on the diagnostic testing, to take that whole picture if you will of the patient, and really to focus in on prevention because that is a great opportunity, as Udo talked about just a few minutes ago, it's a great opportunity for us to set the patient on the correct course.                                                 The guidelines, as both of you know, focus in on having that diagnostic evaluation and to implement guideline directed medical therapy as a front line examination. This is a great opportunity for us to just use that diagnostic evaluation ad the initiation of appropriate care for the patient, and then to look at symptom burden, recurrent symptoms, the need for additional interventions. But that first step is guideline directed medical therapy for the patient. Dr. Udo Hoffmann:          Continuing on Leslee's excellent point, I think the paper I think is hopefully a starting point to think about randomized trial, because we assume some maybe come to the conclusion, okay, if you have non-obstructive disease, you should be treated with [inaudible 00:23:13] and aspirin. But we don't know that. I think this is really a call for randomized trial. PROMISE was the one, and it was a good trial. It looked at the association of strategy with an outcome. I think one trial that is needed is to look what specific therapeutic decisions based on imaging or based on test diagnostic test findings, would be justified and would potentially lead to improved outcomes. And that is true for both the stress testing and the CT side. So I think this paper shows the opportunities, but I don't think we have the randomized data to exactly define what are the management options for each of these details of the information that these test results deliver us. Dr. Carolyn Lam:              

  • The Best and the Worst of America’s Self-Help Culture

    · 00:30:00 · Positive Parenting from

    Interview with Jessica Lamb-Shapiro, author of “Promise Land,” who takes us on an eye-opening tour through America's self-help culture. The post The Best and the Worst of America’s Self-Help Culture appeared first on Mr. Dad.