The Mindset Of Money, The Marketplace And You

Welcome back to the Magnetic Marketing Podcast. On today's episode, Dan Kennedy's gonna be talking about the mindset of money, the marketplace, and you. I hope you enjoy this episode.

I don't think there's anybody that has had a bigger impact in the field of direct response than Dan Kennedy.

The legend 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. Well, welcome to The Source Code Live. My name is Dave D., and my first guest is none other than the creator of The Source Code, Dan Kennedy. Welcome, Dan.

Thank you, sir.

So, Dan, let's get into this. One of the things is in the source code you say that money is, is totally unresponsive to need. Money is totally unresponsive to need. What is— what exactly does that mean?

Well, it is one of the things money's unresponsive to. So a lot of people in business believe that they should be compensated, that customers should flow to them, that money should move to them because they have needs. They have invested money, they have opened this place, they have stocked its shelves, they have bills to pay, they have payroll on the 15th, they have the government as a partner showing up every month, and that there should be some correlation between that and how the marketplace responds to them. There's also a— so if you watch Shark Tank at all, you will see probably 1 out of every 5 come before the panel of sharks. And really, instead of presenting their business or under any pressure at all from the sharks, they default to a labor pains story. They default to telling about all of the sacrifice and hard work and horrific pain that they have gone through to get this to this point and how vital it is for them to get a shark to participate because they have— I'm pregnant and I have 3 children and mouths to feed. Because we have mortgaged our house and our— and in their head they think that's relevant. And it is not relevant at all. Money doesn't care. Money goes to investments based on the merit of the investment. It goes to businesses based on the merit of the business to the people from whom it is getting money. Entitlement's the same way. People feel entitled to the money moving to them because They have great products, they give great service, they're nice to everybody, their place is clean, and they're good Christian folks who go to church every Sunday, right? And therefore, things should work out well. And unfortunately, that is completely irrelevant to the reasons why money moves from place to place, person to person, and to any particular business.

You know, what's really cool is in what we did is we created action guides out of all of the points that you made in the seminar. One of the points here, you talked about entitlement. We're going to talk about that a little bit later in another segment, but we take people through any area that they feel where they could possibly feel entitled and might not even know it. Because one of the things that you said at the seminar, the live seminar on which this program is based, is that any feeling of entitlement can stop the flow of money to you.

Well, yeah, look, these attitudes affect everything that you then do in the marketplace. And so they affect what you say, how you advertise, and you don't understand that they are underlying those things, but they are. And then they're in the way. And so prospects, customers, clients, patients, they can't really enunciate even if you tried to have them do so. Why they are off-put, why they are not attracted. But it is because this attitude is coming through everything they're seeing and hearing about the business. So, you know, so Chris is coming up. So the chiropractor who says to you, if he's not getting the results he wants and he starts to talk to you about how he's the best-kept secret in town, and he's a better chiropractor than that schmuck Charlie that's got 5 offices and all the billboards and yada yada. And he begins to have that conversation with a consultant, with a coach, with a peer. That conversation is unwittingly, unintentionally on his part, working its way into everything he's putting in the marketplace. And that now is being perceived by prospective patients and it is off-putting because it is, you know, it's whining and crying and, you know, I mean, it's sort of like we're watching now the whole, you know, Trump campaign and several of the other candidates are consistently whining about how all the air has been sucked out of the room, and they don't get any media coverage. And what they don't understand is that is being heard, and it diminishes them even more than they were diminished before. It's off-putting. It's the opposite of magnetic.

You know, one of the things I think you just made a point.

So if you've created in there a diagnostic.

It is a diagnostic.

That's what you've done, and then a fix.

And then a prescriptive. That's exactly what— so just so people know.

Wow, you've done great work.

We did, thank you. There you go. So yeah, this is, so this wasn't even available to the original folks that paid $4,000 to go to the original seminar.

No.

So yes, this is diagnostic.

Not the kind of work that I would do. Yeah. Preparing for a seminar.

This is a diagnostic. That helps sell the next seminar when you say things like that, yeah. This is diagnostic for each one of the points and then prescriptive, tells you the prescription. But I love what you just said because I think some people were having trouble conceptualizing how this source code helps, how that point would help me in my business. You just explained it perfectly.

Well, you can't keep— I mean, if you don't want to go so far as vibrational energy, if you don't want to go that far—

but you can, though.

You can. But if you don't want to go that far, if that sounds fanciful, you can't keep what's going on internally, heart and mind, from finding its way into and expressing itself through all your advertising, all your marketing, everything you verbally say, it affects staff and therefore wends its way through the staff out to the patient, customer, client. You can't draw a line. You can't— this is the way I feel and talk to myself while I drive home at the end of the day in the car. And over here, this is the ad I'm writing tonight at 7 o'clock in between Wheel of Fortune and, you know, whatever, right? You don't get to separate that. It intermingles without any effort on your part, and it colors now what the marketplace hears and sees and thinks and believes about you.

You know, this is your most prolific work, I think, on wealth attraction and business strategy. I mean, I think it's just beautiful because really Day One was more about mindset and the way money moves, and Day Two was really about, okay, now here's how we apply this to business. How did this all come about? I mean, what was the— I mean, because you've written books before and you have other wealth programs, but this one goes way deeper and into areas that really I never heard you talk about. And I've been following you for 19 years.

So part of the reason for that is, is that people have— it's hard to sell much of this discussion. You know, people really want and want to believe that their breakthrough will be being handed a 17-word paragraph that goes at the top of the web page, the 7 steps to a headline that, you know, the mechanical, technical things that are very clear and very formulaic and so forth. So the, the less tangible stuff is not all that popular, right? So that's the main reason you don't see me talking about it much, is because it's not really— does not serve well, you know, to do it. And so the places that it can occur is where this conversation occurred in a room that you are not trying to put a huge number of people into, right? And that mostly it is lifers, long-term customers, and most successful ones too, by the way. Of course.

Yeah.

And, and who are willing to pay a high price for it, who have sort of matured and evolved in their understanding of how these things fit together.

Yeah.

But I would say, so look, it is, how did it come about? Well, it's evolutionary, of course. You know, the more you work with it, the deeper you get to go with it. And so this is evolutionary of 40 years of work on self, for self, as well as for clients. The one thing I would sort of correct is that Day One is really not so much about mindset, but it is more about, if you will, the mind of money and the mind of the marketplace.

So it really—

and the mind of the marketplace.

Yeah. So it really is about the reasons why money goes here, doesn't go there. The reasons why this business prospers and this one diagonally across the street in exactly the same field does not prosper. And it's about the big reasons, and you really need to understand those before you start doing mechanical applications.

Gotcha, gotcha. You know, I'm gonna let people in on a little inside baseball, which we often do here unplanned. Exactly, one of the reasons you said this is a difficult subject and one that we don't talk about a lot, although probably the most important once you get the mechanics down, right, which most people have, is that it's not tangible. You know, that's the reason that we added in, honest to goodness, the third piece of the source code, which is the modern lead generation. I mean, honestly, this is awesome. I mean, we're going to teach them how to do lead generation with Facebook and YouTube and podcasting and content marketing and all of that stuff in a 4-week live program. But the truth is they don't actually need this. This is what they really need. Yes, this is what they really need. But this is the third piece that we added to the puzzle for that exact reason.

I mean, well, I mean, look, to a great extent, application becomes self-evident, right? When you understand the behavior of money. But if I understand what that is correctly, that's your 8-week Yeah, so we've got, well, there's 8 weeks.

Yeah, exactly.

Implementation.

Yeah, there's 4 weeks. We do lead generation. Yeah, the first 4 weeks are lead generation. OK? And then the next are we take people through this step by step.

So when you really have a thorough and deep understanding of why money behaves as it does in the marketplace, then you take an isolated area of application. Like lead generation. First of all, if you then look at what you are doing, again, a lot becomes self-evident. Oh gee, this is incongruent with, with how I now understand money behaves, right? But beyond that, there certainly are formulaic applications that, that can speed people's progress, and lead generation is an area I mean, it ought not be the only area one works in because, you know, if you pour a lot of leads into a bucket full of toxic systems on the back end, but it's a place that people can go and really see immediate impact. Oh, I tweak this, I tweak that, I tweak that, and look, more people are responding to this outreach.

Let's go there because in point number 4 of the source code, you say that money loves clarity. And that there are, there are 5 areas that you say a business owner really needs to be super clear about. One of the 5 is audience and market. They need to be super clear about their audience and market. Explain that and why that's so important.

Well, all bad advertising, all bad marketing, and all bad selling always defaults to being business-centered. So it's about the product, The product's features and benefits, price, price advantage if it exists. Does it come in pink? Does it come in blue? There's a, there's a product right now being heavily advertised in direct response radio that is a stop snoring device you wear in your mouth while you sleep. It's called a Zifa, I think, which try and spell that domain name.

Are they sending people to the Yes. Fantastic.

Yeah, so 10 of the 30 seconds is spent trying to tell you how to spell them.

What is it again?

It's a Zifa, I think, or Zifad, or some— but here's their latest campaign.

And the Z is what? But it's actually an X.

Yeah, now remember, this is a device you wear in your mouth at night in the dark. Its latest ad campaign, somebody's decided it's very cool that they now make it in pink, that somehow this will make it more palatable. Okay, so, so see, this is bad advertising and marketing because it's focused on the wrong thing. It's focused on the thing, right?

Right.

And what's most important is the who will wear who and why, right? And so what, when you understand, say, the marketplace responds cut up into little individuals.

That's right.

Right, that's what happens. Yes. There really is no marketplace, right? There really is no market of small business owners. There is no market of, uh, recently divorced women. There is no— right, it cuts itself up into tiny little fragments almost all the way to each individual. And it is clarity about who the individual is that you are most appropriate for or are making yourself most appropriate for that matters most. So you can't really do good messaging without that clarity. And if you get into the mechanics of messaging without that clarity— That's a step before. Okay, I'm going to write a headline. Okay, I'm going to write an ad. In the old days, it used to be the Yellow Pages rep is standing at the door. Crap, we need a Yellow Pages. If, if, if you do that without that clarity, what you do will not be magnetic to money. It might be technically competent, right, but it will not be magnetic to money because it was not aimed at a very specific person.

Yeah, fantastic. Okay, let's introduce our first special guest, Dr. Chris Tomshack. Dr. Tomshack is the founder and CEO of HealthSource Chiropractic. It is the largest, fastest growing chiropractic franchise in the world with nearly, check this out, 400 clinics. 400 clinics, and he did it like fast.

Lightning speed.

Lightning speed, all right. And nearly 8 million patients cared for. He is really, really a successful guy. Really has got a very successful healthcare model that is focused on patient outcomes and on excellent care. So let's bring him out here, ladies and gentlemen, Dr. Chris Tomczak. All right.

All right. Hey, Chris.

Good to see you, sir.

Dr. Tomczak. Good to see you as well. Thank you for joining us, my friend.

I'm glad to be here. 8 million cared for out of 11 million. Isn't that better?

Man, that's a lot of people.

It is a lot of people.

That is a lot of people. Thanks for joining us. By the way, don't forget, if you've got a question for Dan or Chris,. You want to enter them into the chat box. Chris does not do consulting outside of— you don't do consulting outside of your own business. No, I do not. No, okay, this is a golden opportunity for you. So, Chris, can you just tell us your story? Introduce yourself to the people who don't really know and tell us your transformation story, really how you were a chiropractor and now you have an empire, really.

Well, truth be told, the transformation started in '99 when I became, I believe it was called a silver member, which was the lowest rung, which doesn't exist today, right, of the predecessor of GKIC.

And that—

I think we have 2.

Well, that started the process.

They don't know it doesn't exist. They're still wandering around. You see them occasionally in the halls at an event.

It is unbelievable what is wrong with people.

Okay, alright.

I have some of those old newsletters though. So it started back in '99. I've got kind of a unique background. I'm both a chiropractor as well as a business guy. You know, I've got a business degree, worked on a master's, the whole bit. So my first love has always been, always been business.

And so some—

and I don't remember, people have asked me how the gravitation happened where I get pulled into, into your world. I don't know. But I'm glad it did. Because that was '99. And that started the transformation of, okay, let's start, let's, you know, let's dig into the business realm. Let's dig into the marketing realm, let's build this thing. And so we just, we started doing just an enormous amount of marketing. And that built up the clinic to the largest one in the state. And then I opened up some multiple clinics and got bored. I was in a mastermind meeting, my very first mastermind meeting with Dan in your basement. No one had sent me any directions on what takes place in this thing, right? So I thought I showed up and it was like a mini seminar.

I truly did.

So I sit down at the table and I'm sitting with all these guys who I didn't know and they start speaking. I'm thinking, my God, these guys have amazing businesses. I feel like the littlest guy in here. You know, okay, I got 4 clinics, they're rocking and rolling, but truthfully, I was actually bored. Got it down to where I was running these things in about an hour and a half a day, and there was, I wanted to accomplish so much more. So I'm sitting there thinking, what am I going to talk about? The 4 clinics that are boring me? Or do I talk about what do I do, what do I do, what do I do? So I'm having a panic, a mini panic attack at the table, and I came up with the idea, well, what we've done is systems-based, systematized, it should be replicable. And so I threw it out when it was my turn to speak. I said, well, what do you think about a franchise? And the words I remember from Dan were, and I'll paraphrase, I've always cautioned everybody against, you know, don't run, don't walk, run away from a franchise, from starting one. But you said, I think this thing's got legs. Wow. And so that started the process, and here we are today.

So it happened out of panic?

Basically, yeah. I didn't know what to say.

Let me just ask you, so you as a chiropractor, I mean, so you did strategies and things like that, all the stuff that we teach here. That totally go against what everyone else was doing. What gave you the impetus to do that? I mean, to follow a different path? Like, people would say, well, that's not how we do it here in the chiropractic profession.

Well, it was both in and outside of this organization. I've always been a voracious reader, and, you know, I've learned that if everybody's pointing in a certain direction, it's probably a good idea to point yourself in a different direction. Maybe the opposite direction might even be smarter. And then I heard Dan hammer that one home that, you know, always go in the opposite direction of the herd is how Dan packaged it. And so I decided to follow that advice. It was just a decision. Let's do something, let's just do the antithesis of what everybody else is doing, and it worked.

So how quick, I mean, we talked, we joked about how quickly you got to 400 and still, I mean, growing like crazy. How quick actually was it? I mean, how fast did you get to like 100, and then, 'cause every time I see you, like, yeah, we opened up 25 more, we opened up 30 more. I mean, it's incredible.

Well, we opened up 6 in the last 30 days.

Okay, so there you go. See, he's always got something like that, that's right.

Well, we opened up in, we started the franchise in April of 2006, and then by December 31st, we were sitting at 63. So that was the trajectory was was started that way. And that was in no small favor from Dan. You hooked me up with a strong joint venture, if you remember. The title of the fax was Lemons to Lemonade. And I still have that. And so that started us off on a nice trajectory. Now, it hasn't always been on a skyrocketing trajectory. There's times when you've got to cull some of the people who just truly don't belong as part of the family because they just don't want to do things. And so we engaged in a large process of that in the last couple of years and are bringing on, through very targeted programs, really good candidates.

So one of the things you heard Dan and I talking about before you came out was having clarity about your target market. How important is that for you and your growth of your franchises?

Oh, it's massively important, but not just from our business, but it's also massively, hugely important for our franchisees. So we've got two distinct target markets. Target market for us as the franchisor, and we know that target market, we know exactly what it is, and when you're shooting buckshot, you know, and it's just spraying out all over the place, well, that's what you get back, right? And those bullets that are way outside the target, those new franchisees, so to speak, or those new members, those are the ones that truly don't belong. So you target it down to that sweet spot and you get, when you've done it correctly, you get candidates that truly belong within the organization.

So what would you guys, what would you say to people, and Dan, This is for you too. What would you say to the person, and because we get this all the time, yeah, but if I target, I'm not going to make as much money because there's so many people out there. How do you answer that, Dan?

Well, so I think, I think Chris was very clear about the patient profile, which is why he built such a successful multi-unit practice of his own, is great clarity about who should be coming in that door. And who should not be coming in that door. And now great clarity and probably greater and greater clarity about who should be accepted as a franchisee and who should not be accepted as a franchisee. But also in both cases, to the earlier point, he violated all sorts of industry norms, right, in advertising and marketing the practices and in flipping the switch on the fast growth of the franchise. I think that the belief that when you deliberately narrow your focus, which the clearer you are automatically, the more of that that you do, that you are sacrificing a lot of money. And that the path to the most money is being the most broadly appealing to the greatest number of people in a market. It again, that is opposite to how money itself behaves. So money itself is drawn to a place that is specifically for that little hunk of money, those people. You see money moving at premium prices, so with greater price, greater profit elasticity, and with greater efficacy to somebody who is specializing one way or another rather than someone who is trying to be very generic. And the fear of, oh, we're going to leave 50,000 people behind and only have 5,000 ignores differential value of customer. It ignores competitive advantage. It ignores all these other aspects that can make the 5,000 worth a lot more than the 50,000. And as a practical matter, you never would have got the 50,000 anyway.

So, Chris, Part of the Source Code program has to do with thinking and in your thinking process. How important is mindset as opposed to, but in addition to, the technical aspects like herd building and lead generation, all that kind of stuff? How important is it to you?

It's so important that it's what I address before I get out of bed every single morning. Really? Oh yeah, the minute the alarm goes off, if I didn't wake up right before the alarm goes off, I go into a 3 to 5 minute process where I work strictly on my mind before my feet hit the floor. It's that important.

Really?

Yes.

So let's— I want to get into this because one of the bonuses that people get was Dan's personal modus operandi day, which was one of my favorites. All right, so this is a $2,000 one-day event, and you get that as part of this. And this, Dan, this goes over your procedures and your systems and everything like that. And you talk about what you do in the morning when you get up, what you do. So, so, Chris, you just talked basically about a morning routine. Would you mind getting a little bit deeper into what your morning routine is?

Well, certainly. And before I do, what works for me may not work for you or for Dan. We have to figure out what flavor seems to get us clicking in the morning.

Dan makes that point like right at the beginning of the seminar. He says, this is what I do. Take the pieces of it that work for you. The idea is to give you a jumping point so you can create your own systems, your own strategies.

But to have a system.

To have a system for everything.

Most people have no personal operating system.

To have a system for everything.

At all. They have a business operating system, right? It may or may not be a good one, but every chiropractor you talk to about becoming a franchise, they have an operating system for their practice, right? The door gets open, the lights get turned on, patient appointments get scheduled. There's a callback for people that don't show up. There's a, you know, so there's an operating system. If you ask that same doctor to describe or show you his personal operating system, from what he does to manage his own thinking forward, he doesn't have one of those.

Now you can hear the faucet drip.

Yeah. And it doesn't occur to most people that they should have one.

Okay, well, let me, it doesn't, and I can hear some people because I am psychic like that, I can hear them thinking, What does this have to do with me growing my business and getting more patients and more customers and more clients? What does it have to do with it?

Well, if my head is not in the game, I may as well not show up for the game, right? I mean, did we not hear coaches say that when we were kids? Right. And truly, you know, I believe that's the value of sports is learning how to get your head right, learn how to compete in life. Well, I've had many coaches say that. If your head's not right, you shouldn't be here. Well, I feel the same about business, about life, because I do my— this routine, I on Saturday and Sunday, every day of the week.

Do you mind sharing what it is?

Certainly, it's very quick. I focus as soon as I wake up. And how I get myself in a new habit is just— I mean, my father used to teach— said a couple wise things. One is Jesus loves duct tape, and Jesus loves sticky notes. So I put a sticky note with what the habit I wanted to inculcate in my life. I put it right on the alarm clock. So the first thing I would see as soon as I woke up, that's how I got that ingrained. I don't need it anymore, obviously, but I needed it for 30 to 35 days. As soon as I wake up, I focus at least 1 to 2 minutes, possibly 3 depending upon what's going on in my mind, on just things I'm grateful for. So I'm instantly getting away from what normally would happen, which is, "Oh my God, I've got this problem. I'm already 10 minutes late. Let's move, let's move." It slows it down. So what am I grateful for? Get my mind in a good place, and then I focus on what are the 3 big things I've got to do today. That's it. What are the 3 big things? I don't focus long. I just see it. Then I see it being done perfectly. What does that feel like? What does it feel like? So I spend 10, 15 seconds on each. What does that feel like to just nail that thing? It feels great. I move on to the second one, the third one, and then I start my day.

Wow. Fantastic. Fantastic. I mean, you can do this right away. So we're going to be taking your questions for both Dr. Tom Schacke and Dan in just a second. But Chris, if you had to ask Dan a pressing question about wealth attraction, what would you ask Dan?

Wow. Okay. For wealth attraction, because it's such an expansive topic, I would say there's so many things we could talk about, that you could talk about, and so many things that you've written about. What would you say are the 3 most important, important most integral steps to implementing a wealth attraction mindset or wealth attract— into attracting wealth attraction in your life? One of those first most important 3.

Number 1 is buy this. Buy this is number 1.

You're trying to help me, are you?

No, I'm trying to make some sales.

Oh, God.

Yeah.

Yeah, in fact, if you just put this under your pillow—

Is that how it works? Yeah, you don't even have to open the box.

It's amazing. You don't have to put this under the pillow. Oh, uh, you'll appreciate this. I have a, I have a copyrighted client right now who wants double the results they've been getting. Only double? Oh yeah, but it turns out they don't want to change anything, so they're balking at changing any and everything that they're doing. And I've tried to explain to them that just giving me the $164,000, this this actually won't get this done. I wish it did. I'll write a check right now. But yeah, but unfortunately. So look, first thing is getting as many of the big obstacles out of the way. Yeah. So, you know, most people— I talked about it at the seminar— most people actually have an obstacle course that they are asking money to navigate to get to them, right? They have mental and emotional stuff in a way. They have practical stuff in the way. And so they have this obstacle course outside the door. And you know, there's other places dough can go. So the first thing is the whole, how am I sabotaging myself? What's in the way here? You know, and it can be a practical thing like in your world, the doctor's office that doesn't answer the phones. Right? Literally. They let everybody go to lunch at the same time. They put the phones on answering service. Well, that's an obstacle in the obstacle course out there, right? So the first thing is get rid of as many of the obstacles as you can. Make it easier for flow to come your way. And you don't necessarily need a bunch of new stuff. You know, you don't need more video on your website. You don't need 6 more social media. Get rid of the stuff you got in the way. Again, in your world, and you know this, a bunch of these offices have one Battle Axe Bertha, right? She's the toxic person affecting everything. If you can finally get Doc to get rid of Battle Axe Bertha, magically there's more new patients, more people showing up, more cases accepted. So that's the first thing when I have an opportunity to work with people personally about this. That's the first place I go is let's figure out, let's figure out all the obstacles that are in the way between you and money. How you think, how you talk, right? How you behave, your personal operating stuff. And your business. And that's, that's pretty consuming in and of itself, right? You almost don't need the other two answers. That one's plenty. But if I was going to pick a second one, then I would say on the, on the personal operating system side, It would be becoming as ritualistic about what you do as is humanly possible. So the less flexibility in reality in your days, in your behavior, in your response to this need, this problem, this task, the more it is what you're doing to yourself in the morning is creating déjà vu later in the day. I've already done this in my head. This is how I do it. Now I'm just going to do it again. The more of that, and it's why personally I try and have as little unscheduled, unorganized time as I can, and I try and lump together as many like items as I can. So it's why I do a phone day and not phone calls all during the month and so forth. So, but it is about finding, to your point, what works for the individual that makes them more productive. That's, you know, really the second thing. Because see, the business, whether it's 4 clinics or 400 clinics, to a great extent is a reflection of the individual at the helm and what's going on with that individual. It doesn't matter if it's 4 or 400. It's still a reflection of that. Fantastic. So look, here's the thing. Best tools, worst tools, good advertising, bad advertising, that's only part of the puzzle. And there are— so in a network, Chris's, where they are all basically using the same stuff, right? So there's 400 HealthSource clients. Absolutely. I think there's, there's 1,200 MiracleAir centers. When I did a lot with MiracleAir, there's, I think, about 800 Sleep Number bed stores all across the country.

Okay?

They are all selling exactly the same products and services. They are all using exactly the same advertising and marketing. It's standardized except for the proprietor and the people in the business. All right? And yet it is arranged in a pyramid. And so there are 1% who are outperforming everybody else by a huge margin. There's 4% who are stars. There's 15% who are making very good incomes. Then it starts to fall precipitously, and there's a bottom 20% who, despite having the exact same toolbox, right, the exact same web presence, the exact same everything, can't manage to, to get out of their own way. So it's a profound demonstration of the fact that the person matters as much as everything else. And it's natural for you to want that not to be the case. Sure, right? I just— if I just have the right stuff, stuff, right? If I just have the right button in the right place on the site, if I just have the right signs in the store, if I just have the— then how I think, how I behave, how I get others around me to think and behave, the, the energy I give off to the marketplace shouldn't matter. But it clearly does. So when you narrow your focus just to mechanics, right, so, you know, there's, there's a technical or clinical aspect of every business. In a restaurant where Becky comes from, there's the kitchen, right? Is the food any good, right? In Chris's business, there's the actual chiropractic treatment. Does a person get out alive? Are they helped? Are they harmed? Do they get out alive? So there's a clinical—

That's the key metric in the chiropractic office?

Yeah, well, in the restaurant business, it's what percentage of people do you food poison every month. Gotcha. It's an important metric. So there's this technical clinical aspect of a business, right? Then there's the advertising, marketing, selling aspect of the business, which is mechanical, right? Then there's this intangible part of the business. That is harder to talk about, and it is more personal, and it is therefore more resisted, because the thing most people like to have least is a mirror, right? And so to think that you can have these two and not have this third piece and be actively working on this third piece on a day-to-day basis really reveals either a great misunderstanding of how the marketplace works, why money is attracted to one person, place, or thing and not attracted to another. One of my Titanium members was flying home from a mastermind meeting we had at Disney, and she found herself in first class next to a high-ranking executive from Universal theme park. And he said— she said she'd been at Disney. He said, did you come to the— she said, no, we were at Disney. And he said, well, it's very frustrating to us. He expressed it, he said, we're doing the same things and we are not getting the same results. And what he doesn't understand is this third piece of the business. And to her credit, she did not attempt to explain it to him. First-class flight, she sort of excused herself from the conversation and disappeared into her pad because it would have been futile. But that's what everybody misses right, when they poo-poo this, right, when they're impatient with this, right, I need to pay the light bill tomorrow, give me an ad, right. Well, but you see, he's right. Mechanically, the Universal theme park is doing— and he went on to say, he said, look, we got an Express Pass, look, we put guides in, look, we went and created park inside park like with Harry Potter, look, we're, we're We're having extra park hours for VIPs. We do exactly what they do. We don't get the results they get, and we hear all the time from people like you who come here and never even spend 5 days over there, and you never even come to our place, and you know, we don't get it, right? What they don't get is the third part of this.

Yeah, okay, let's get to some of the viewers' questions because they've got questions for, uh, for both of you. So the first one comes from— let me see the question, kids. Uh, can you explain— that's mission critical at this juncture. Um, can you explain how money moves? You talk about it as if it were a person, Dan.

Well, yeah, it is sort of, um, because it has a mind and it has a heart and it— but, but it moves through the marketplace, right? So yesterday or the day before, maybe over the last 3 days, there's been a couple billion dollars that everybody is talking about has disappeared, right, in the stock market. Well, no, it didn't. It moved. It didn't disappear. It's not gone. People didn't take $2 billion outside in the parking lot, pour gasoline on it and set fire to it. It moved, and it moved for rational marketplace reasons. Certain things grossly overvalued, certain things grossly undervalued. Certain— now, that's not to say that you could perfectly predict the day, but you could predict that exactly what happened yesterday was going to happen, right? It's much harder to pick the day, the week, or the month. But, and so money moves through marketplace mechanisms. And by the way, every time we try and interfere with it artificially and get in the way, we never accomplish what it is we thought we were going to accomplish by, by trying to force it to do something irrational and unnatural to it. So if we just go confiscate it from somebody and take it over here and give it to somebody else, at the very first opportunity it runs out the window and it runs back to where it should be based on merit and marketplace forces. All those efforts are always grossly unsuccessful, have been throughout history, will be forevermore. So money moves by means of marketplace mechanisms. So to the small business owner now, that means customers, clients, leads, prospects, customers, clients, retained customers or lost customers, right? Customers increased in value or decreased in value. Customers multiplied through referrals. And money is either coming to his business by those means or it is ignoring his business and going elsewhere by those means, or it is leaving his business dissatisfied with how it is being treated by those means. And if you think about it as having a mind that it is now exercising that will through the marketplace, That's a, that's a different way to think that a lot of your competitors will never think that way, and it can lead you to different conclusions, to more interesting conclusions.

Right, great answer. Chris, next question is for you. What's the biggest breakthrough that your franchisees have got and that has made them successful? Your most successful franchisees, what's the biggest breakthrough?

Well, first of all, I'm still picturing a stack of money with a legs on it. Wow, that's a far-reaching question.

What's the one big thing?

One of anything is a bad number.

Right.

That is, I would think that that's the one big thing. Now I learned this concept from actually from Dan a long time ago, but he was originally, or shall I say superficially, he was applying it to marketing. But that goes all the way through a business. So, I mean, if you've got, especially, you know, if you've got a small business and you're reliant on like 2 people, you lose one of these people, you got a massive problem, serious headache. People need to be cross-trained. So if you got one person that just handles this, it's not a good idea. You've got to have a much stronger base. And so one of anything is a bad number, not just with people, but then it relates to marketing. So let's just take marketing for instance. Back in, you know, 2000 to 2007, freestanding inserts in a newspaper and large display ads killed it. Brought in business, you know, by the, just by the multitudes. Well, guess what? They don't work so well anymore today. So if, and at one time early in my career, I was heavily dependent upon those, on those, on just that newspaper. So that one thing and It's a bad place to be in. So what have we done for our franchisees is we've got just an expansive, totally multimedia, all sorts of genre-related marketing pieces so that if something's not hitting over here, well, you've got 8 other oars in the water over here, or 15 or 20 on this side, all targeting, driving that business, because we can have the best systems in the world, on the opposite side from what you said earlier, but if we don't have any business walking in, we're out of business. Just like you can have the greatest marketing, but if you've got a crap business, well, you're going to be out of business also. Right? So you got to have both, but one of anything is a horrifically bad number. Right.

You know, so here— so what I would say he's done, if you want the one breakthrough thing, is— so most independent business owners, in his case most independent chiropractors, but it applies to everybody, they tend first of all to be pretty narrow, one or two means of getting business that they are focused on at a time, and they tend to go from one to a different one to a different one. They tend not to stack. So they're bright shiny object, or okay, this month I just went to a seminar about social media, so we stopped doing everything else, right? And we run over here, we do this, right? So they are always repeating repeating the one mistake, the mistake of one again and again and again, right? With that, they're also very much random and erratic acts operators. Most small business owners really focus on advertising and marketing when the place is empty, which is already too late, right? And so what he's done is is imposed organization and discipline and diversity on these business owners. And, and then the most successful ones take to it and embrace it. And if you went toward the bottom of your pyramid, you would find doctors resisting it every time.

Yeah, every time. Yeah, absolutely.

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