How To Achieve More In Less Time Than You Ever Imagined Possible

Hello everybody, welcome to the Magnetic Marketing Podcast. This podcast is going to be rather special. We're going to be talking about how to achieve more in less time than you ever imagined possible. If you think about it, there's a lot of times when we sit back and we say, you know, I wish I had more time. Everything just seems to fly off the shelf. And in this episode, we're going to be talking not so much about how to multiply your time, but how to use the time that you have more efficiently. Now, this episode has a lot of golden nuggets. My favorite is the time vampires, how they not just suck up your time, but they're draining your energy and your passion, your creativity in your business, and they're making you more and more ineffective. So we're going to be talking about how you can get rid of those and then how you can really take back control of your time the Dan Kennedy way. If you've been enjoying this podcast so far, please make sure to leave a review, share this with a friend, and let's dive in.

I don't think there's anybody that has had a bigger impact in the field of direct response than Dan Kennedy, the legend Lessons of Dan Kennedy should be ignored at your own peril. They're not really lessons, they're kind of laws that you live by. Dan opened my eyes to what small business marketing looks like.

Dan teaches strategic direct response that is timeless.

His ripple effect touches people who don't even know his name.

The world as we know it was changed because Dan Kennedy became obsessed with marketing.

Welcome to the Magnetic Marketing Podcast with your host, Dan Kennedy.

Hello everyone, this is Bill Glazer and I'm joined by Dan Kennedy. And we're going to be your hosts today on the Diamond Tele-Coaching call. Let's talk about today's topic. And today's topic is how to achieve more in less time than you ever imagined possible. And Dan, in talking about this, I'm actually tying in like two concepts that are taught in the Renegade Millionaire system, which is all about time integrity, but also beyond time integrity, is also about achieving more in less time. And before we get started, the real purpose of the Renegade Millionaire system when you created it was all about people achieving autonomy in their lives. And so just by way of background, I want to start with that. So the first, it's a two-part question. The first part is, what is your definition of autonomy? Okay, that's number one. And then how is this whole thing about achieving more in less time, how does that tie, how's that a great tie-in to achieving autonomy?

Almost a closed loop. The, I suppose the most used approach to defining autonomy is relative to business is being able to do business with who you want, when you want, where you want, under the terms and conditions you want, at the prices and fees you want. In other words, literally dictating the rules of engagement. And while it is both It is outcome and benefit, but it is also methodology. And so sort of the closed loop is that approach is what makes it possible to get so much more accomplished in so much less time than most people do, because most people are not in control of the rules of engagement and therefore have their time usurped by people that they really shouldn't be doing business with either as clients or vendors by traveling to people instead of having people travel to them, by having to go work someplace that saps their productivity. Getting to or from it, you know, et cetera. And then the rest of the loop is the individual who is able to get so much more accomplished in so much less time than most other people is able to create a lot more value, which translates into more power, which translates into the ability to dictate the rules of engagement. So there's a circular effect to all of this, and it almost doesn't matter where you start, you're going around the same track.

Yeah, and I'm going to be, you know, asking you some questions today that are specific tactics that you actually employ in order to accomplish this. And I, you know, I, you know, and actually I believe I'm really, really good at this. But I've never seen anybody as diligent as this as you are, almost obsessively so, as you are with this. And I also want to say to everybody who's listening to this call that in addition to the Renegade Millionaire system, which again Dan talks a lot about this whole notion of time integrity and also about achieving more. Another resource, if you don't have it, and you really should have it, which is going to lead me right to my next question, is Dan's book on the No BS Time Management for Entrepreneurs. So if you don't have that book, you should certainly grab a copy of it. It's available on Amazon.com, and it's an easy place to get it, and many local bookstores, etc. If you're coming to the Superconference, we'll bring a supply of them with us. There that you can pick up a copy and Dan will actually sign it for you during the book signing session. So you want to— that's another great resource for getting better at this because a commonality in just about every entrepreneur that I've ever met is the fact that they all struggle from this topic, which is they say, "Gee, if I only had more time I could get more done," and I don't think that's the solution to the problem. As a matter of fact, it's not the solution to the problem is having more time. It's just being able to use your time much more effectively. Now moving into our next question, Dan, about this, and again, I'm taking this right out of your book. In your book, you've identified a term that you call time vampires. And I'd like you to, for those of you that aren't familiar with that term, can you sort of explain what you mean by time vampires? And then also talk about how that sort of really does what you call it, is a vampire of people's time. So, God, I'll just turn it over to you. I've done a good enough job stumbling over that question.

Well, the vampire analogy is because they don't just suck up time. They literally drain you of energy and lifeblood. So the sales professional who is spending too much of his time with poorly qualified or poorly prepared prospects is not only living an unproductive existence, which is directly reflected in income and bank account balance. But he's living literally a soul-draining existence. And, you know, over time, uh, it makes him increasingly ineffective, and the income continues to diminish rather than improve. The business owner who is spending an inordinate amount of his time dealing with recalcitrant and uncooperative and unmotivated employees, poorly performing vendors, activities that don't relate directly to sales, profits, achieving his goals. Again, he's not only unproductive, He's being drained of his entrepreneurial energy and creativity and passion for his business. And you see a lot of these people literally walking around like zombies. Their skin's a little gray, their eyes are a little dull, they don't have a lot of pep to them, and that's what's happened to them.. And so protecting yourself from that, I think, is just critical. The, the list of time vampires is, you know, as long as a list can be. Some are, are quite universal, everybody experiences them. Others can be relatively unique to someone's personal existence or type of business. And I think most people are extremely reluctant to to rid themselves of them even when they are aware of them for a variety of bad reasons. The idea that, you know, the devil I've got is better than the devil I don't know, the difficulty of replacing someone, the fear of firing a client, and not having sufficient deal flow to replace that client. You know, all of these reasons that cause people to be generously tolerant of time vampires, you really start all the way over there and you fix those reasons. So, you know, if you think about, for example, tolerating bad clients. Why does somebody tolerate bad clients or bad customers? Well, because they don't have enough flow coming to them of good clients or good customers. So if you go and you fix that, which is really a marketing problem, then you have— you are emboldened to do a better job of protecting yourself from the time vampire of the bad client or the bad customer. Similarly, you can sort of trace every time vampire being tolerated back to a cause that is within your control that you can go fix so that you don't have to tolerate them. But most people Their lives are incredibly populated by them. And of course, there's not just human time vampires, there's technology time vampires, there's situational time vampires. And so, you know, most people are winding up at the end of their business day drained, and then they sort of put themselves back together again and, and go through the exact same blood-draining experience the next day. And that's not a very good cycle. I had it at its very worst for a very brief period of time many years ago when I took over a company with a lot of employees and a lot of problems, and I very idiotically attempted what at the time was very popular and was called open-door management. And it was a very bad idea. And it didn't take me very long to figure out that it was a very bad idea, however noble it may have sounded or popular it may have been in the management literature of the time.

Yeah, I'm actually shocked to hear you admit that you even did it for a short period of time because, um—

Oh no, no, I ceremoniously took the door off the office and nailed it to the wall next to the office.

I mean, that's just suicidal.

Yeah, well, damn near.

I mean, if you— if anybody came to the Glacier County office, which I'm not inviting anybody to do that, but if anybody came to the Glacier County office and there's There's two doors that are leading into my office. I mean, they are closed all the time and there's do not disturb signs in front of both of them. So it's totally inefficient.

And you know, I think people are just, you know, they're, a lot of people conduct their business affairs essentially out of fear. So fear of what others will think of them, fear of losing a deal because they weren't immediately accessible. Fear of an employee screwing something up momentously because they couldn't get to them instantaneously to ask them a question. And so really, they are literally, I mean, they're not like physically standing quaking, but they are operating in fear. And the results of that are never very good.

You mentioned that people are very intolerant of all this allowing these time vampires and bad behavior. You think it's because of the fear factor?

Yeah, yeah. I think people are, uh, just anxious of mostly negatively imagined consequences of beginning to, you know, impose their, their will and write their rules. And so they really are not in governance. And as a result, there's a direct link to both personal productivity, actually to organizational productivity, and to how they feel about what they're doing over time.

You know, it's interesting because, you know, one of the commonalities that I see most entrepreneurs have is the slowness that they rid themselves of the unproductive or destructive employee. And, you know, many of them will allow them to linger and hang on forever. And sometimes I've seen some potentially reason for why you let somebody linger on for time, but I actually think that the main reason is, is because they look at the whole process of having to now go and recruit, interview, hire, and train a new replacement employee, to them is more painful than having to actually live with the bad one that they got.

Well, that's right. Yeah, that's right. You know, it's not much different than keeping a dog around that craps on the carpet all the time. I mean, you're familiar with the dog, you know the dog, the devil you know, and maybe the one you get is not only going to crap on the carpet, but he's going to chew up the chair, and I got to go find a new dog and I got to train a new dog, so I'll just tolerate this dog. But that sort of frames the whole thing as an either-or situation of evils., which ought not be the case, specific to a management situation, we know that it's extremely dangerous to be in that position in the first place where any one person is indispensable. In manufacturing, you learn to cross-train so everybody can do everybody else's jobs. In many businesses in sales, the single account executive relationship with client has been replaced by team relationship with client. So any one given salesperson can be shot at any given time and there's not disruption. I mean, so there are, you know, strategic ways to deal with that specific management issue. But the overall tolerance of all of it is pretty much— is often for exactly the same reason, is that the aftermath of doing what is obviously necessary is so unappealing, or there's quote, no time to do it, that the bad situation that is damaging to productivity and draining of energy continues to be tolerated and procrastinated over. Specific to management, I think, and I'm sure you would agree, there's also people who, you know, are very reluctant to make these changes out of blind hope that somehow somebody's going to fix themselves, out of loyalty, out of, gee, Mary's got 3 kids and her husband doesn't pay his child support. Kind of knowledge. You know, there's all kinds of reasons why we let people hang around who ought not be there. And I think even, which some of that's dealt with in the time management book you referred to, I think a lot of this even goes all the way back to not really having a sense of how much every hour and every minute of your time has to be worth. In order to achieve your goals, and what key people's time has to be worth in order to achieve your goals. So there's not really enough pressure to protect it because it's not viewed as a financial expenditure to start with. And so people tend to be, you know, much more wary of the spending of their money than they do the spending of their time.

So I think people— and I'm going to ask you to be brief on this answer, although you probably— it really deserves a longer answer than I'm going to ask you to give, but I have some other questions I want to make sure I get to on this call. But I think people would be very, very interested in sort of seeing some of your own personal behavior in terms of how you were able to manage your time so well in order to get so much done. So, and maybe even lead with some of the idiosyncrasies of some of the stuff that, which you obviously don't consider them to be that, but as others would consider them to be idiosyncrasies.

Well, look, I suppose the biggest overriding thing is that, um, that basically, you know, I don't necessarily like to work. So if I am going to work, by God, I want to squeeze every ounce of juice there is out of that hour's lemon. And so that makes me very resistant to having any of it wasted. Um, so, you know, like today for me is a phone day. So the entire day from 7 o'clock this morning until 7 o'clock tonight is all pre-scheduled phone activity. There's private coaching calls in 20-minute increments. There's this call. There's some time with you after the call. There was a radio interview. There's various and sundry things, the commonality all being that they all happen on the phone. And the other commonality being that there's going to be— despite almost all of it being scheduled back to back with no breaks, there are going to be breaks because some people can't tell time, uh, some people can't tell time if there's a time zone difference, and some people can't manage to show up when they're supposed to show up anywhere, period. So there's a guarantee there's going to be, in a day, somebody's going to miss a phone appointment altogether, um, somebody's going to be 5 minutes late, somebody's going to need to leave 5 minutes early, etc. Well, I have work to do that can be done in that kind of interrupted manner so that I use those 5 minutes and the 20 minutes or 30 minutes that somebody misses altogether rather than sitting around twiddling my thumbs or fuming. And it doesn't sound like much, but, you know, 10 minutes captured every day is 3,000 and some odd minutes in a year. And that's a significant little chunk of money when you equate the minutes to money. And I think most people, you know, are more casual about the way their time is used and all of that. Most people don't even have end times for what they do. They only have start times. And so phone calls, for example, with me, I mean, they end when they end., based on pre-agreement, not based on how long somebody wants to talk. And everybody knows it.

Um, the idiosyncrasy stuff, um, as you say, actually, before, before you get to the idiosyncrasies, I mean, the first answer to the question would fall in that category.

Well, see, yeah, well, as you pointed out, see, it does seem weird to me A, because it's a modus operandi that hasn't really changed in many, many years. So I mean, I'm very used to it. And you know, it doesn't seem strange to me at all. It just seems like common sense.

But like, for example, one of the things that people find the most fascinating about our relationship, our working relationship, is the fact that we have a pre-scheduled monthly call for us to talk. I mean, they find that amazing, you know, and we've been doing it for 7 years and it's worked terrific for us. And it's— I mean, we get more done in that time, that hour or hour and a half that we talk, than one would get— and, you know, any other 2 people would get done in a weekend, you know. And because it's, you know, it's very figured out in advance and it works really well. But now, so now that you've said that those aren't idiosyncrasies, what are some of the idiosyncrasies?

Well, I, you know, it's a very hard question because nothing really seems obviously strange to me. I mean, I, I really like our call. I mean, I really sort of rein in and control and impose organization on all the communication I have with everybody. And on the rare occasion that, you know, that's not going to work out for somebody, you know, I end the relationship. And so one of the biggest differences I observe between me and most is that I get to do almost all my work activity regardless of what category it is in without interruption or disruption. And that compression of time and concentrated effort on a given task really does essentially give you more time. It multiplies time because almost everybody else is hop, skipping, and jumping a whole lot. And so if I'm writing, all I'm doing is writing. I mean, I'm not checking email. I'm not answering the phone. I'm not making a phone call. I'm not, you know, I'm not doing any of that.

I'm writing.

If I'm on the phone, I'm on the phone, um, almost without exception, be they vendors, uh, tomorrow I got a bank manager. They come to me. I don't schlep around going to other people because it just, it's so incredibly time inefficient, uh, not to mention the fact that, you know, people forget where they're supposed to be and don't get there on time and, you know, all of those sorts of things. So better I should be working. And so I'm just, you know, your word was obsessive. I mean, I micromanage it and micromanage everybody's interaction so as to avoid them interfering with it. I'm also, I'm also amused that people don't— I mean, I'm quite capable of disconnecting the phone altogether for some period of time, and you know, that has always driven people crazy. I mean, people used to get out of the bathtub to go answer their landlines. I assume now they take their cell phone with them to the bathtub. I don't know, but that would be my assumption. Um, and, and so people just like live by the disruption and the interruption and the constant connectivity, uh, whereas I live very much in, in the opposite way.

So moving back to the Renegade Millionaire system for a second, one of the exercises that you have in the back of the manual is you talk about iron fortress strategies used to safeguard your time and productivity. And you actually ask people to list those out. I guess the question is, talk about that as far as these iron fortress— I hope I said fortress— iron fortress strategies like What would you consider are some, some good ones to have, and, and maybe what are some bad ones that people do have?

Well, I mean, I think, for example, you know, control of place, um, and work environment and situations. So, you know, when Trump started to do The Apprentice, um, a big issue was where they were going to film it. And an absolute deal-breaker for him was having the boardroom scene, which takes a lot longer to film than what we see on TV. I mean, I believe, if I remember what he said correctly, that, that that's like 3 hours. So a deal breaker for him was that they had to put a boardroom studio in Trump Tower so he could just come down in a back elevator and come in there and do it. And if they were going to take a 20-minute break, he could get in the elevator and go back up to his office and do something. He didn't want it in a studio somewhere else. And, you know, that's control of place. Um, I mean, so like, I, I'm not quite as rigid about it as I used to be, but almost without exception, I write for at least 30 minutes every morning on my stuff. And so if I'm working at a seminar that is here and is at a hotel no more than 20 minutes from my house I could still get my coffee, come down to my office in my morning, and I can do my half an hour without, you know, having to get up at 4 o'clock in the morning and/or be otherwise massively inconvenienced. If that thing is in another city, all bets are off. So I think control of place is a big one. For salespeople, control of selling situation, you know, is a big one. And again, I think most people, you know, aren't very good about that. I think control of the way people interact. So as you say, we're efficient, you and I, and have been for 7 years. So scheduled call, certainly, you know, 911 emergency stuff when it has to be, although generally in both directions, me to you, you to me, that's a fax, and it's not a common occurrence. I mean, way back, you know, when I took the door back off the wall and put it back on my office, having discovered that open-door management was a bad idea, I switched to everybody having either, depending on who they were, once a day, one every two days, twice a week, here's your 15 minutes of quality time and it's a predetermined appointment start and end and you better have all your shit organized because at the 15th minute it's over whether we've dealt with your 8 crises or not.— in a short period of time, everybody who didn't have to be fired got in gear with that, and it worked fine. Clients, same way. So I think you can't protect your time and your productivity unless you are able to define how people are going to work with you interact with you, communicate with you, and get them to understand that process and adhere to it.

So, so I would, I would say that everybody's listening to this right now, I would go back to the Renegade Millionaire system and get that manual out, in the back you will see that exercise that talks about the iron fortress strategies used to safeguard your time or productivity. And I would say that you fill that out, give some thought to it. You might even want to get some input from even some of the people that you work with as far as how they would identify that for you or what you actually do right now. And also what you're not doing right now. And so, like, like, as I said, where's the holes in, in that iron fortress strategies? What are the things that you're not doing that you probably should be doing?

Um, you know, the point about that is this is not about, you know, being a diva. Um, this is about presuming that you are a highly valuable person performing high-value things, then this is about making sure that you can do that with the greatest effectiveness possible. I mean, I look at what we do to try and optimize the performance of a racehorse. And if you compare it to what most people don't do to try and optimize their own performance, it's stark. Everything from, you know, diet, nutrition, exercise, physical health, to physical environment, to mood, to place— I mean, some horses, for example, prefer a stall at the front of the barn where there's a lot of activity. Others prefer a stall at the back of the barn where they're left alone and not bothered. Since they can't tell us that, we have to figure that out for them. But it matters. And physical environment matters for a human performing as well. Now, I happen to believe you should be able to perform at your best under the worst possible circumstances., but that doesn't mean you ought to be putting yourself to that test on a day-to-day basis. So I think, you know, when you just said discuss this with people around you, I mean, I definitely believe that your key people, including not just staff, but like vendors you keep, even clients if you're in a client environment that you work for. Have to be made to understand that everybody's best interests are served, uh, by Bill being able to perform what Bill does, um, at, at the best possible level. And everybody's really in that game and ought to be supportive of that.

You know, I'll tell you that at first people will react poorly to that idea. And also they'll make, they'll make sort of snide little comments to you about it, or comments to others about it.

It's not at first.

I've been getting them for 30 years. Well, at first, when, when the person is who's new to this is exposed to it, right? Um, that's what I mean by at first. And, you know, and like, you know, I have many people that are used to, and let's say they are big names in airspace, and they are used to being able to pick up the phone and just talking to the other person. And they are challenged by the fact that you can't just talk to me. You gotta actually usually phone or email my assistant and she sets up a time. Time when I talk to them and they got to wait until I got a time that's available for them. But so again, at first that is something that they don't react well to, but after you sort of— they understand that that's how the game is played, like Dan said, they actually do eventually enjoy that. And like Dan said, which is even more important, they got their they're ducks in a row, so they use the time very wisely. So they're not just schmoozing for a period of time. They realize that they got to get to the point pretty quickly, so it's a much more productive time. And I think there's a time to socialize with folks and there's a time for business. And, but at the business, you know, you got to be as productive as you possibly can, so you got to really manage the amount of socializing time that you do have. I will also say, to Dan's point about his open-door policy, which Dan and I never have used. Now, I've never been as rigid about it as I was until I met what I can— what my Dan Kennedy in management— so the guy's name was Vince Rapoli, and he was the one that first taught me the whole issue of that, you know, figure out who are the people that report directly to you. Have a prescheduled meeting with them one-on-one each week and with a certain amount of time that's scheduled for it with a specific agenda and sort of train them throughout the week like you did with your 15-minute meetings, Dan, where they come with their list of stuff that they're prepared to discuss. I actually take it a step further, which is when they leave the meeting, they're leaving with a list of accomplishments with deadlines. So when they come back, when we meet with them the next week, they're reporting back to me. They're going down the list actually. They're leaving with an actual list. They're going back to the list and reporting to me what they've accomplished on that list to their deadlines. And then they have time to— and as well as I do— to bring up new topics that we need to discuss. And then again, at the end of that meeting, they're leaving with yet a new list. And as I said, my doors are closed with "Do Not Disturb," and they know, like Dan talked about the 911 issues that he and I will usually fax back and forth. And on a rare occasion, if it's a real— the fire is burning bright, one of us has picked up the phone, but I can count on one hand how often that's happened over 7 years where one of us had to do that for the other. So the same thing with these these folks. They have to, on a rare occasion, if there's a fire burning in Glaser Kennedy and they've got to say to my assistant Sherry, gee, I really need to talk to Bill as soon as I can, they do have the right to do that. But they've got to, they can't, that's like a get out of jail free card. If they start abusing that, they're going to lose that and they know that. But that has really, really, really served driven the growth of all my businesses. So when I created the menswear, two menswear stores, we're two of the top most successful menswear stores in the United States. That's how, that was a big factor in that big growth of that. And the Glazer Kennedy growth over the last 7 years that we've had, you know, mega growth at Glazer Kennedy, that's a big factor in that is managing your people most effectively. And my definition of management, which is a big part about this whole thing about time management and also about extreme productivity, my definition of management is getting things done through others. So I don't want people to think in listening to this that everybody can do everything themselves. That's not a smart use of your time. And like Dan said, knowing what your time is worth, and I know Dan, I mean I know what he's I know exactly what I'm worth an hour. I got that number that's nailed. I know you've got that as well. That's a really smart number to work with is every time you're looking at a task saying to yourself, am I now best to be doing that task or am I better off getting this done through others whereas I'm better off spending my time on the most productive task, which is now realizing what my time is actually worth. And if you're not having that number, damn it, you better get that number because that is really a game changer in figuring out how you actually do stuff.

I'm going to open up— The bigger that number, too, or the bigger you want that number to be, the easier it is to get so far behind you can't catch up. So it makes it really incumbent upon you not to waste much or let much be wasted. And you know, the inverse of this, like if you go on QVC to sell something, they know exactly how many dollars per minute you have to generate in order to get a return engagement in a slightly better time slot and then get a return engagement in a slightly better time slot and ultimately move up the ladder to be—

excuse me— a recurring primetime player.

Because their whole business is based on turning a finite number of broadcast minutes into the maximum number of dollars. So it's very clear, uh, they know by 9:05 in the morning if they're ahead or behind. They know by noon if they're ahead or behind. The person selling is being told through an earpiece in their ear whether they're ahead or behind on a minute-by-minute basis. And they have to be, because if they were casual about it at all, by the end of the first week of the year, they could be so far behind they'd never catch up for the rest of the year. And most people don't have that kind of clarity, which, as you just pointed out, you and I do, about what the time has to be worth and its relationship to where we are trying to arrive in financial terms.

Most people don't have that kind of clarity.

However, it is my observation that people way at the top do, that 7-figure earners do. I mean, you do not.

I mean, I've had a relationship with Greg Ranker at Guthrie Ranker for 30 years.

I can't pick up the phone and call him. I'm, I'm gonna, I'm gonna get his assistant and we're gonna get a scheduled time. Now I imagine if I told that assistant, you know, I'm, I've only got an hour to live and the doctor's standing here by my bedside and I want to tell him something, chances are I could get him on the phone. But short of that, no. And I doubt hardly anybody just picks up the phone and calls Trump. I rather doubt it. And so I know from having a few conversations with Iacocca how he worked when he ran Chrysler. And, you know, God save the soul who just showed up at the door of the office.

And so if you want to be a top performer, you have to start running things like a top performer before, even before you are a top performer. And, you know, and first of all, that last sentence you said takes a lot of courage for people to actually buy into that because, you know, they're so afraid that they're going to miss an opportunity by doing that. The truth of the matter is that they'll actually They make more opportunity for themselves by doing that. But the other thing I would say, which is one of the biggest tenets to the whole Renegade Millionaire system, which is why people struggle with buying into what you just said, is that they are very, very concerned about being criticized by others. One of the commonalities in the Renegade Millionaire system is the immunity to criticism. So there's no, I mean, even my friends, which is really crazy, my friends complain to me about the fact how inaccessible I am to them. You know, they want to be able to call me on my cell phone and talk to me anytime of day or night. And there's times that I'll take their calls on my cell phone. Most times I don't even have a cell phone with me. So I can't take my calls, which also bothers the hell out of them that they can't just reach me. But you've got to just be immune to it because if not, you just won't get done what you want to get done.

The quickest, the surest way to please a lot of people in life is to be unproductive and unsuccessful.

You'll be loved. But that's about all. Well, and what you'll be loved by is the fellow unproductive, unsuccessful person. So what happens is they want to bring you down to their level. Once again, when I think back to high school, I had friends in high school because in high school I had a different agenda. It wasn't about being an entrepreneur, right? Friends in high school and now fast forward, well, some of those people I'm still friendly with, but they're not like, they don't have the entrepreneurial mindset that I do. So, some of them do and I really enjoy hanging out with them and I enjoy talking entrepreneur with entrepreneurship with them. But the ones that don't have that entrepreneurial mindset, I hate talking to them about business because they want to bring me down to their level, you know.. And they're actually, or in many cases, although they don't cognitively realize it, they're like jealous of the success that I've enjoyed so that they don't want to— they want to now bring me down to the level where they wouldn't be jealous of it. Which is another big concept in the Renegade Millionaire system is the whole who do you associate with and the litmus test that you have for who you actually associate with, and there's different people that you associate with is what my belief is, but you associate with them in different ways.

Absolutely. Yeah.

I guess one more thing, then I'll open up to questions. So in the back of the manual, there's this exercise you have, which I encourage everybody to do, which is the Iron Fortress Strategies used to safeguard guard your time and productivity. And then the next exercise that's a follow-up to that is where's the hole in your fortresses? But then also back there, and by the way, it's probably a bunch of people that are listening to this right now and they're saying to themselves, gee, I own the Ready Game Million System. I haven't looked at it in a while, you know? And I would advise everybody to go back and minimally listen to the CDs again, probably multiple times. But better yet, do the exercises. Well, yeah, that's true, which is where I'm getting to right now. There's an exercise— which you're actually right, better yet do the damn exercises because they're actually much more, uh, they will, they will produce a much better result for you than listening to the CDs because they'll bring it to consciousness to you where your strengths are and where it needs to be worked and where the places that need to be worked on Which is now getting to the last exercise, which is a really interesting exercise. I guarantee you that I don't think anybody on this call has ever done this exercise that's in this book. Maybe one or two, but very few. In the back there you've got this exercise, which is the 15-minute time block diary. I used to give that exercise to every manager. To my men's wear stores and to every sales associate in my men's wear stores. I will tell you a little story about that. I used to give it to them. I used to tell them to do it for a week. Then they would, at the end of the week, they would turn it in to me. The first time when they turned it in to me, they always did a crappy job with filling it out. They were just way too broad in how they filled it out. And I knew that was going to happen. So then at the end of the week, I handed it back to them. I said, "Now go do it for another week. I need much more specifics." So I never really got a good result until the second week because they needed to think they were going to fool me on the first week. And so now I would advise everybody, I know it's a pain in the neck. This is a horrible thing to have to do. I can tell you that right off the bat, but I advise everybody to be very diligent about it, and only the really, truly successful people that are listening to this call was ever going to actually do this. The real, real ultra successful folks, I guess the really, the true renegade millionaires, will ever do this. But I'm going to tell you something. You fill it out, okay, and you do a really good job of filling it out, and at the end of the week you go back and look at it, you're going to be finding a lot of places there that are time vampires or things that you're doing that others should be doing that are going to cost a lot less for them to be done. So it's a tremendous exercise and I highly encourage everybody to do that.

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