How To Take Your Business To The Next Level | Joe Polish

Because perfectionism is the demand that you be guaranteed up front with success before you'll actually commit yourself to it. How many of you have done that where you absolutely demand that success be guaranteed to you before you'll actually commit to the project?

Okay.

And the world doesn't work that way. It needs you to actually commit before the success can actually be created. And what that requires is courage. Okay, so commitment requires courage, but that's.

Not the first place you should look. And it's the first place all of us look. Me, too. It's our inherent thing. You want to lose weight. Well, how do I do it? I want to grow my business. How do I do it? It's instinctive. We've been trained to think that way. But the problem is the how to is usually not that complex. I mean, come on, 70% of America is what, 75% of America now is overweight. Is that because it's so complex how to be fit and strong? Right. You know, only the 1% know the answers. They hide it from you. You have to work your to not hear what it takes. Right.

You know, I want to jump into something. You keep coming up with this make a difference and, you know, being a difference. And that's about entrepreneurs creating a difference. And so, you know, I actually have written it down in my journal because we've had several conversations on Necker, and one of the things you said that you wanted written on your tombstone or your gravestone was, he made a difference.

And so I'd love to hear about.

That in the context of entrepreneurs and maybe their next phase or where you think it makes, like, for Virgin unite, Because has it always been, let's make a difference, and then, you know, the community and social involvement and the social entrepreneurship and the charitable, philanthropic side, or is that maybe in the second phase of entrepreneurship? Love to hear your take on that. I think. I think when you're starting a business, you've really just got to concentrate on survival and climbing over that wall. And once you've climbed over that wall and you know that you're secure and you can survive, then you can start worrying about the next phase, which is continuing to build your businesses, but also tackling some of the problems in the world. I think. I mean, I personally get enormous satisfaction from utilizing some of my wealth and my entrepreneurial skills, you know, to look at some of the social problems in the world and see if they can be tackled in a better way than they've been tackled in the past. And so, you know, in this. In this temple that we're in right now, you know, it's got 12 pillars. The, the elders was formed in this, in this temple which Nelson Mandela and Gracia Michel and are the founding elders. And you know, they've appointed 12 wonderful men and women in this world who go into conflict regions and try to resolve conflicts, use their moral authority to try to tackle them. And we run the elders just like we'd run a business. And we found excellent chief executive to head them up, make sure they're properly funded, and then give them the freedom to go and do the wonderful things that people like, you know, Kofi Annan and Archbishop Tutu and President Carter and Nelson Mandela can do. And that is use their moral authority to resolve issues. And we've set up a number of other similar organizations in different areas. You know, the carbon war Room, you know, to try to get on top of the problems of global warming. A Center for Disease Control in Africa to try to get on top of the problems of diseases in Africa. And have done it in quite an entrepreneurial way.

You've accomplished so much in terms of business and in terms of philanthropy. I would love to hear. Is there like two things? Is there something you're most proud of creating in business? I know I've had the pleasure and the honor of being at now three of your Virgin limited edition locations, including here in Necker Island. And then I've also had the honor of being involved with some of Virgin Unite. So just would love to hear if there's things that kind of pop out for you. Just being so proud that you, that you had a hand in creating them.

Well, I hope that our, I hope that Virgin Galactic will be on the business front. Perhaps the most exciting business that we've ever created. You know, the idea of building a spaceship. You know, I still have to pinch myself when I think about it. The idea of being able to fly on the spaceship that we've built is pretty damn exciting. I'm pretty excited about it.

I'm up for it.

I mean, I'm 144 already.

We still got to get these other two up.

Hey, hey, if there's a spot for me, get my specsy spacesuit on.

Anyway, I mean, I think that it's the start of a whole new era of commercial spaceship travel. And you know, we're only about a year or so away, so it's getting, it's getting very, very exciting. You know, if you can tap into, you know, the hundreds of thousands of people I think would love to go to space and try to make it affordable to hundreds of thousands of people, then, you know, there's so many, so many possibilities in space. So, on the business front, although I'm jumping the gun a bit because it hasn't even been properly born yet, I think Virgin Galactic will be perhaps the most exciting business venture that we've ever done.

And how about on the philanthropic side? Is there. Is there. I know you have so many initiatives, and you're very passionate about many of them, but is there one that even if currently, right now, is just kind of popping for you, that you feel is. Is very important?

I think the Elders is something which hopefully will live on for hundreds of years, where the, you know, the leaders in the world who have really excelled can then be appointed by the elders to join them as elders to speak out on the big issues in the world and for the world to look up to. That's something which I think will hopefully live on for hundreds of years and I think could make a big difference.

Well, you could have just cut a big check or could all the time to charities, but instead you decided to start your own with Virgin Unite. So why did you do that? And what would you like to see Virgin Unite accomplish? And even people that are watching this interview, watching us talk with you, why'd you start, first off, Virgin Unite, and what are you hoping that it accomplishes?

I think if you're an entrepreneur, you can make a check, go much further if you actually use your entrepreneurial skills alongside your. Your philanthropic wishes to tackle problems. So I think that, you know, by setting up the Elders or by setting up the carbon water, by setting up the center for Disease Control, you know, we will run those like we'd run a business. And we'll make sure that every penny is well spent and it's not wasted. And we'll make sure that, you know, that those organizations make a real difference. There are some times that we'll just write out a check, you know, two really good organizations. I mean, the tiger is in peril. I mean, there's only 2,302, sorry, 2800 tigers left in the wild. Most beautiful animal on earth, you know, so we're supporting, you know, organizations that are trying to make sure that the tiger is there for generations to come. And hopefully, you know, hopefully we can get the numbers to double and triple and. But where we feel we can bring our entrepreneurial skills is something we will.

Hey, I hope you're enjoying this video. And I want to let you know that I have a new book that's come out. And if you'd like to get it absolutely free, there's a link below in the description. Or you can wait till the end of this video or you can Simply go to joe'sfreebook.com and you can get a copy there.

Yeah, well, it's about changing your game. And, you know, back in 1974, when I first started coaching, I developed a role model. And the role model was the microchip, which people were just talking about the microchip around 1974. And the microchip basically takes the speed of information and puts it into a smaller space. So the constant evolution of microtechnology over the last going on 50, 60 years now has constantly pumped more and more information to more space. Well, since that was taken care of by the microchip, I decided to focus on another area and take the most actionable wisdom and pack it into the shortest period of time. And so in order, what this does is that as you do this, you actually increase your impact on the planet. And so my thing, just a little quote here from George Bernard Shaw, that progress is impossible without change. We know that the microchip is causing change. The question is, are you changing with it? So it really requires mind shifts all the time, actually changing your mind. So I'm going to pack 41 years of coaching. Well, my original attempt was to pack 41 years of coaching into 50 minutes. That was my goal. But as I got thinking about it over the last month, I decided to pack it into 30 minutes and then leave some room for your wisdom in response to what I'm showing you. So I've taken my entire coaching career and broken it down into three graphics. One of them is a circle, the other one is four boxes, and the other one is a curve. So I'm going to go to the circle first and what this circle really represents. And what I want you to do is to actually get your pen out because we're going to actually write here. And the thing I'd like you to do is to consider this circle all of your time and all of your activities as they're presently devoted to your business. So the circle represents just where you are right now. And so in 15 minutes, I'm going to get you to change your mind about where you are right now. And then I have four boxes I'm going to show you, and in 10 minutes, I'm going to show you how you're going to change your mind about what you're going to do during the next 90 days. And then the Upward curve that I spoke about. In five minutes, I'm going to show you how you're going to change your mind about what you're going to do for the next 25 years. So this is basically what I'm going to do in the next half hour. So the first thing I want you to do is to imagine this circle, that it actually has three parts. And what this circle really represents is your emotional reaction to different things that you're actually doing right now. Snapshot of where you are right now and what A stands, what the first outer circle stands for, we call this A, and the second one we call B. And the third one we call C. And A stands for everything in your business right now, all the time that you're spending that really irritates you. So this is the irritating part of your life right now. How many of you can relate to that right away? Okay. Yeah. And it's very important to actually tell the truth about what irritates you, because if you don't tell the truth about what irritates you, you can't actually do something else. The second part of what your life is right now is B, and this is the okay part of your business. And usually the okay part of your business is related to cash flow. Okay. How many of you are okay with cash flow? Okay. It's not irritating, but it's also. Some of it is not very exciting. Okay. And then the third part, C, really represents the part of your business where you're spending your time and your action with that is really fascinating and motivating. Okay, so you're very fascinated with this. It's new, it's got a lot of promise, and it's very motivating because it looks like it's going to be really big. It's going to be a lot better.

Okay.

How many of you have all three of those right now? You have irritating.

You have.

Okay, good. So what I'm going to do is I'm going to have you actually do a little list of the three most irritating things right now. Okay. And people can be irritating. So how many of you have people who are irritating? Yeah. Situations. How many of you have situations that are irritating? Right. And how many of you just have activities or tasks that are very irritating? You know, maybe obligations. How many of you have obligations that are irritating? Yeah. So anyway, it's just your truth, and I'm just going to give you an example of three of mine. And one of mine is spending any time with entrepreneurs who don't have any ambition, okay? It seems like a wasted effort to me. How many of you realize that being an entrepreneur is a life sentence? How many of you know you can't go back? How many of you know they won't have you? How many of you wouldn't hire you? Okay, so that's really. So I tell people it's a life sentence. There's no out out. And so don't do your life sentence in an irritating fashion. Actually get rid of the irritations. That's why you became an entrepreneur in the first place. Okay? So the second one for me is meetings that don't have any impact.

Okay?

So we have a tool in Strategic coach which is called the impact filter. What I require is that before we have a meeting, I want your impact filter the day before. Because I don't want to spend half the meeting trying to figure out what the meeting's about. I want to know what the meeting's about the next day. And I don't ask anyone to meet with me unless they get an impact filter. And then the next one is non strategic days and hours. So I have a time system where I only do three important things a day, okay? So sometimes I get my three important things done by 11 o' clock in the morning and that's my day. The rest of the day is not for work. Okay? And the reason why I figure three hours, three things a day is that in a five day work week I get 15 important things done. How many of you, if you got 15 important things done in a week, that's a good week. Okay? And I work 210 days a year. Babs and I. Babs is she who decides. So anyway, she who decides decided about 25 years ago that we take 155 free days a year. So we have, which gives me 210 days and if I do three important things, it's 630 important things. 640. 30 important things in a year. How many of you, if you did 630 important things in a year, it would be a good year. And do that for 25 years and good lifetime for a life sentence. Okay? So that's yours. Now I want you to write down right now where you are. This is October 26, 2015. It really irritates you now and there's a huge bonus for telling the truth here, okay? Just tell the truth about what irritates you, okay? If you don't tell your brain what irritates you, your brain can't take action. Your brain can't see any solution to It. So just write it down. The moment you write it down, your brain starts finding the solution. Could be big or small. A lot of people won't write what irritates them because they think there is no solution. But the truth is, there is no solution until you write it down. So our brain just wants to know what to work on, and you're the only one that can tell it. So that's it.

Okay.

Now I'm going to move on to okay. And for me, okay is I like intro sales presentations. You know, we started off where I had to travel all over the world actually to do sales presentations. Now they're closer to home and.

They.

Don'T irritate me, they don't excite me, but they're great. I mean, they're great for cash flow. And I'm still in a position where that's important for my company. So I do it. But it's not. I'd like to see a future where I don't have to do this anymore. And that's usually what okay things are for you. You'll do it right now. Another one is coaching the basic concepts. We've been coaching for 41 years, and I personally coach 6,000 people. And there's basic concepts related to time and money and relationship and purpose. And I don't mind coaching those. I mean, I'm more excited about the new stuff that's being created, but I'll do it. And then the third one is there's new knowledge products that I'm creating and there's parts of the process that's okay for me. Lots of parts of the process are fascinating and motivating, but there's still some things that are okay. Okay. So this is a good area. This is a tremendous area. And what we want to do as part of the logic of what I'm showing you, this ABC model is you want to always, every 90 days, be eliminating your current irritating. And then you want to systematize and automate the B's. The okay part. So that's kind of a progression. Eliminate the as, systematize and automate the B's. The Four Seasons Hotel has a great line which is systematize the predictable and humanize the exceptional. The more you can systematize the predictable part of your business, it frees you up to humanize, which means creativity and all sorts of new kinds of innovation. And it's really great. And then the third one, C is what I love. I've come up with this fabulous new idea. I'm so excited and it's been about the last six months where I've discovered how you can score minds. And basically what I'm really discovering is that the whole world actually runs by mindsets. It doesn't run by products or services. It actually runs by people wanting to graduate in their lives to a particular type of mindset. And I figured out how to create the mindsets, but not only that, I can teach anyone else how to create a mindset, a scorecard for mindsets that are important to you. So I'm very, very excited about this. Next thing is we have a part of the program which is called the 10 Times Ambition Program. And I really love it because I'm about 90 days ahead of my clients and I have to constantly come up with new stuff. And I'm very excited about that. And my final one is I've got a whole group growing number of my 10 times clients. A lot of them are in the room right here. You know, Joe very much so. I've got Dean Graziosi here. I've got Stefan Visenbach. I've got lots and lots of people here, and they're really changing games for other people. So I really, really love Robin. Robin's over here. Robin's a game changer. So I really, really, really love working with people who are game changers. And my definition of a game changer is, is that where all of your competitors actually become your customers and promoters. When you have changed the game of the entire industry, then your competitors actually become your biggest customers and your biggest promoters. And you can tell that's one of the telltale signs. How many of you would really like to do that? You would actually. Yeah, that's a huge thing. I really don't like competition. You know, I like everybody else to be competing, but I just really don't like doing it. I'm the fifth child of two fifth children, and we kind of. I wasn't born with a competitive chip, so I was just born with a sneaky chip. Sneaky chip. I know how to bypass trouble. Okay. And I never thought competing was really a good use of time. Okay, so the big thing here now how many of you. This is clarifying, you know, it's kind of clarifying where you are. And you do this every 90 days. Like this gives you 90 days of work and you can make a big shift. How many of you, if you eliminated the A's, automated and systematized the Bs, and then focused a lot more time on the Cs, this would be a big deal. For you, this would be a big shift. Okay, well, how are we going to figure out where we are right now? So what I want you to do, you'll notice the little boxes right under A, B and C. Your activities. What I want you to do is say what percentage out of 100% of your time right now? What percentage are you spending in A? What amount of time are you spending in B and what amount of time are you spending in C? And these are my real numbers for this quarter. And what I want to tell you is no matter how good you get at getting rid of A's next quarter, there will be a new bunch of as that irritates you. Some of the okays right now will become irritating next quarter. And the reason is because as you get more and more into fascinating and motivating, okay, things become irritating. Does that make sense? Yeah. Okay, so what I want you to do now is this is where you are right now. And what I want you to do is say what percentage of your time next time in 90 days do you want to be spending on A? And for me it's zero. Okay, Those activities, what percentage of those activities do I want to be spending? And I want to drop it down to 10. So I've gotten rid of 10, I've gotten rid of. I've gotten rid of 10% there. And so next time I want to spend 90% of my time on this. Really good. How many of you see the shift? That's a big shift. 20% of your time being shifted to fascinating and motivating. That's a big deal. How many of you can get excited right now by the prospect of doing that? Yeah, that's really super. Now I'm just going to have you come down below this and I want you to say how you're actually going to do this. Okay? So one of our things is that the scorecard concept that we have, we've really developed it very well at the 10 times ambition level. And now over the next quarter, I want to go throughout the program, everybody on a scorecard impact filter only rules. Okay? So sometimes I let people meet with me without an impact filter and I'm getting mad as hell and I'm not going to put up with it anymore. And so the next quarter, no impact filter, no meeting. And the next one is just to reinforce my three things a day. Okay? Three important things. And you know, if you restrict the number of things that you do in a day to a fixed number like 3, you only have one way improving, and that is since you can increase the quantity of things that you're doing, you have to increase the quality. Okay, so I'm an enemy of busyness on the planet. I'm a huge enemy of busyness. I think busyness interferes with people's growth of ambition. And I think busyness interferes with people's sense of courage. Okay. You can fool yourself by being busy that you're actually making progress, but it's a bit of a treadmill. Okay. And then I'm just going to put these in more of this as my information. But I want you to say the three things that you're going to do to automate and systematize B. And then with the 90% that I have here and you have another percentage, what I want you to do is to actually say what you're going to really focus on and what these activities are. So we've identified nine possible areas for growth, and we've identified nine activities that would lead to growth. And this is really super. We're really moving very, very nicely here. Okay, so this is cool. And now if you could only do one thing over the next quarter. If you could only do one thing, I'll let you. I know some of you are writing furiously. Okay. 60% of my client base historically have been ADD. And so I found that with ADD people you got to do it really fast and you got to get them to write in small boxes that you can keep them almost forever and have them only write about themselves. I find greatest way to engage another human being is have the entire conversation be only about them. How many of you are quite engaged when it's about you? Yeah, that comes from being a fifth child. I have a rule. I'm number 21. So when I meet a new person, I automatically assume that they have 20 more important things in their life than meeting me. And then if they are going to move me up into the top 20, it's because I'm creating value for them that actually engages them, but it has to be about them that makes life a lot simpler. The worst illusion in life that any of this was created for you. So what I want you to do now is zero in on the one thing that would actually be a game changer. What would be a game changer here? And you can only pick one. You'll do more than one, but I want you to have your focus on one. Okay, so for me, it's the. I have three game changers and I want to get them into a digital platform. So not only do they have A scorecard. But they have a digital platform. And by. By January 31st, I want three of my game changers with a scorecard in a digital platform. And I'm working with Stefan here. Bright guy from England. Not all of them are, you know, They stick out. All right, that goes for Americans, too. All right, so how many of you. This is revealing. So this is kind of like a really, really fast way of taking a look at your quarter. Now here's a real tip for you. How many of you have teams? Okay, go back. There's an extra blank, one of these in your pack. Go back and do this with your team and allow your team the movement now to get rid of the irritating work. And a lot of the irritating work really is what your company used to do, but it's not really necessary. It's kind of like your wardrobe. 80% of it, you haven't worn in a year. So why do you still have those clothes around? Just get rid of it. And how many of you have people in your life that are like clothes? 80% of them. 80% of them, you feel some sort of obligation, but you actually don't act on it. So we get rid of that. Okay, now we got to do another thing. So we're going to go to the four boxes right now. And this is a little thing that I discovered probably over the course of my life. But most people want a change delivered to them so they can always stay in a state of capability and confidence. And that's what perfectionism, by the way. Perfectionism is absolutely the enemy of entrepreneurism, because perfectionism is the demand that you be guaranteed up front with success before you'll actually commit yourself to it. How many of you have done that where you absolutely. You demand that success be guaranteed to you before you'll actually commit to the project. Okay. And the world doesn't work that way. It needs you to actually commit before the success can actually be created. And what that requires is courage. Okay? So commitment requires courage. So I want you to take the game changer breakthrough from the previous one, and I want you just to write from the bottom of the ABC page, write what you have in the bottom box and put that at the top. Okay? And so we have the create one on one game changer coaching process by December 31st.

Okay?

So we'll have that in place. And then this is really part of getting them digital. Okay? And then my commitment. Now, a commitment is the statement to yourself that I am going to commit to this even though I don't have the Guarantee of success. And that's what entrepreneurism is, that you commit yourself before you have a guarantee of success. Okay? And I've coached entrepreneurs all over the world from 60, 70 different industries. And one of the things I notice is when entrepreneurs start to die is when they start thinking of having a courage for free future. When you start thinking you're going to have a courage free, the universe notices. It's a bit like the Terminator. The light's going out like this and the universe starts wanting the parts back. When you tell the universe, I want a courage free life, the universe wants the parts back, okay? And you start dying, okay? In life. So with mine, by the end of 2015, I used all my experience from individual game changing coaching sessions over the past two and a half years to create a unique process that standardizes everything I know will be working for all existing and new game changer sessions in 2016. Okay? So game changer is the scary part of my life right now, okay? And I'm really. I just have to create it out of courage right now when I. The moment you start creating stuff and each of you can analyze things. The five biggest breakthroughs in your life with this card, okay? Every time you took a big breakthrough in your life is because you committed before there was a guarantee of success which required courage. The difference between courage and confidence is that confidence feels really good. Courage doesn't. How many of you, when you're feeling really shaky and you're feeling really, really scared and you're saying, oh, this is really terrible, Actually it's courageous. It's actually courage. And that's why a lot of people don't like courage, because it feels lousy.

Okay?

But the more you commit 100%, the shorter the courage that's required. That's really interesting. So I'm into short courage. I've tested long courage, and I like short courage. I like courage that's maybe 24 hour courage.

Okay?

15 minutes is even better. 15 minutes is better. You know, then there's some people, crazy people like Peter Diamantis, who.

Has a.

Lifetime of courage, lifetime of courage. I'm not that advanced yet. Okay, then the courage is that I hate going back. First of all, I have to go back and do an activity that I actually hate. And I have to collect all my notes over the last two and a half years, and I got to organize them because I'm the only one who knows where they are and I'm the only one who knows how they actually connect with each other. So part of Courage is for a while doing a particular type activity that moves you to the next level. But you're going to have to put in the time to actually do that. How many of you have something right now that it requires a very unpleasant activity on your part for a period of time. But if once you get it finished, then you never have to do that again in your life. And it puts you in a position where you can take a jump.

Yeah.

And so everybody thinks about courage, you know, like in a very heroic, medal winning terms. But a lot of courage is just what it is in your life right today that is required to go through to get to the next level. There are 7.3 billion people on the planet right now and each of them got up during this 24 hour period and they're facing something that represents the next jump for them. Okay, so one of my goals, I'll talk to you a little bit later, is that this is an exercise that's going to be online. It'll be an online app by the end of this month, probably by November 1st. And it's for phones, it's for pads, and it's for computers where you can just download this and use it. But what I'd like you to do is to distribute it to everybody in your network. Because I have a goal, and this is my influence from Peter Diamantis, that by 2039 we have a billion people on the planet using this exercise to basically grow on a daily basis. It'll be one out of nine people. And if you have one out of nine people actually going through courage on a day makes everything better, just makes it. What they're doing, I have no idea, nor do I care. I just want them moving forward on the thing that gives them courage. That's all I want to do. And then once we get this, you get a capability out of it. So it's the commitment and the courage that actually creates capability. So it's a bit like the commercials. Apply lather, rinse, reapply. This is the same thing here. So the same thing is you have to. Commitment creates courage. Courage creates capability. Capability creates confidence. So the next one is confidence. Okay? And see, this is what people really, really want. But they want confidence given to them. Nobody can give you confidence. You have to create confidence by going through commitment, courage and developing a new capability. And it's the three of those. And once you get the higher level of confidence, then you can commit at a higher level. Okay? And as long as you keep doing this for the rest of your life, you'll always be young. No matter what age you are, you'll always be young. People get old when they try to have capability and confidence without commitment and courage, okay? So that's just how the world works and what it means to be truly human. Okay? So that's it. So I've. This is what your next 90 days is about. How many of you, if you did this during the next 90 days, that would be a real breakthrough. Yeah, yeah. And I've got a lot of people here. You know, we have 300 in the room. And each of you is working on something else. And it's you working on something else that makes the world go round, okay? Because you influence a lot of other people while you're doing it, okay? It's not big stuff. It's the thing that you have to deal with right now. Okay? Now I'm going to take you to the next one. And this is an upward arrow, and this is really important. So I did the 90 days. You've just done the ABC to set this up. And then you did the four Cs. And now I'm going to show you that if you do the ABC and you do the four C's every day or every. At the beginning of every 90 days, I just launch you in just for the next 90 days. So in my program at Strategic Coach, the time period I get everybody to think about is 25 years, okay? So for me, I started a new 25 year period last year, 2014, and I'm going to 2039. But for you today, what you're doing, you're doing 25 years from 2015 to 2040, okay? So last year I was 70. So my next growth period, and this will be my biggest growth period, is from age 70 to age 95. So when I'm 95, I'm more energized. I'm a lot smarter, I'm a lot more ambitious than I am right now, okay? And the reason I want to do that is because I want to do it. People say, well, why do you need to do that? I say, I do not need to do that. I want to do it. Okay? Most of you in this room are beyond the borderline of need. You're into the world now of want, okay? And want doesn't have anything to do with other people thinking about what you should do. Want is simply, this is what I want to do. And the reason why you want to do it is because you want to do it. How many of you that's actually relieving there's no justification. In the world of wanting, in the world of needing, there's total justification because you're expecting other people to do it. In the world of wanting. Strictly your game. So you got the 90 days and then you do 100 quarters like this. So you do the ABC. So this quarter, which goes right up until the beginning of 2016, you do that. Okay. And then you jump to a higher level. And then the beginning of the next 90 days, you do that. And you do this for 100 quarters in a row. How many of you think it would really take you somewhere? Yeah. And remember, each One of those 90 days is just 1% of 25 years. So if you blow one, it doesn't really matter. So what I do is every quarter I do five things. This is my number one thing. But I actually do five things, five multiplier projects. And it's like compound interest. See, people really grasp compound interest when it comes to money, but they don't actually understand compound interest when it comes to capability. So every 90 days I want to ratchet up my level, first of all, of operating in the area of fascinating and motivating. And I want to ratchet up being in a continual cycle of commitment, courage, capability and confidence. And do that every quarter. And it's like investing now in something that's going to keep paying over. One of the big problems of living in the microchip age is, is people's reduced time frames. And if you reduce your time frames, time speeds up. If you lengthen your time frame, everything slows down. Okay? Okay, so this is October 26, 2015. I'd like to take you down back to October 26 in 1990. And what I'd like you to do is tell me the three things that were really ticking you off that day. Nobody remembers. How many of you though, can remember what generally you were really excited about in 1990. How many of you can get a handle on that? So here's a tip. Our brain only remembers excitement. It doesn't remember getting ticked off. That being the case about the future, don't try to remember getting ticked off in the future. Just remember. See, the only memory worthy things that are things that are fascinating and motivating. Nothing else is worth reminding. Doesn't last more than a couple days.

Well, you know, I mean this room is filled with some very high achievers. And obviously what I wanted to derive from you guys is just some insights, some how to, some what it is you do to just give them, you know, perspective and stuff and I carefully chose some questions, and this one is you're both masters at achieving what most people consider impossible. And I mean really like what you guys do. Most people consider absolutely impossible. So when something is considered quote, unquote impossible, how do you reframe it so it becomes possible in your mind? And how much of that is mindset?

Well, I think impossible is not a fact, it's an opinion. When someone tells me it's impossible, I always just look at them. Anybody around me knows that they can't do that. That's part of it. But if they didn't know me, it's your opinion. And they'll say, no, science shows. And I say, how many times does science show something's impossible? Now science shows it's possible. Things are impossible till somebody does it. And so I find that, you know, most of your business people, you look at businesses and what does it take to make a business grow? It's not impossible like a business grow. Business been shrinking for a long time or it's been stuck. The real problem is always the chokehold, is always the psychology and the skills of the leader. Always. And 80% of that is psychology and 20% is the mechanics. Like if you don't know how to read your financials and you're trying to fly the plane of your company, I mean, come on, you know, if all you do is go down, you look at profit loss and you see what it is and you have a beer. Either way, you either celebrate or get the brass. You know something, you know you're going to be in trouble, right? But if you have the skill sets, that's one thing. But you can get any skill set if you have the psychology. And anytime a business is not growing, it is not because it's impossible. It's because they aren't innovating. And they're not innovating because they're believing it's impossible. I mean, if we all know, what does it take to transform, obviously help people. It takes three things to create a breakthrough in anything. In your personal life, in your business, anywhere. You need a strategy. But that's not the first place you should look. And it's the first place all of us look. Me too. It's our inherent thing. You want to lose weight? Well, how do I do it? I want to grow my business. How do I do it? It's instinctive. We've been trained to think that way. But the problem is the how to is usually not that complex. I mean, come on, 70% of America is what, 75% of America now is overweight. Is that because it's so complex? How to be fit and strong, Right? You know, only the 1% know the answers. They hide it from you. You have to work your ass off to not hear what it takes, right? And so, you know, I remember I went to this. I went to a Ted Med center and I watched about 12 doctors, one after another, get up and do these stories about how we could just get patients to take their medications and trying to figure out the whole thing. And I was just looking and going, you're all talking about strategy and you've forgotten psychology because strategy is wonderful. I'm a strategist, spent my whole life figuring out strategies as a. We both know a strategy could save you a decade, right? And business strategy could save you. It could make an interesting success and failure. But most people have strategies available or they could get them, or you could create them. But the problem is you got a story. And your story is why it isn't working. And the story is, I've tried what? What? Everything. If you tried everything, you'd be fit, right? If you tried everything, you'd be profitable. If you tried everything, you'd be there. But people say it, you know, I'm big boned. That's what I used to say. I'm still big boned, but I'm 38 pounds lighter than I was 25 years ago and I've never gained it back. Right when I was big boned, that was my story. All the good ones are gone. That's why I'm not in a relationship. Or they're gay and I'm not, or I'm gay and they are. Whatever the story is, there's always a story. And what I tell people is, you know, if you can just divorce the story of your limitation and marry the truth of your unlimited capacity, then the whole game changes. But it's hard to do that because we. When you're in your story, you don't even realize it. So you need a third piece for breakthrough. And that's really what my life's about, which is changing people's states. Because in a different state, we're different people. Can mean people be nice? Yes or no? Yes or no? Of course they are. When they're a nice state. Can nice people be mean? Sure, they get a mean state. So really learning to train yourself to be in an ideal state where the best of you comes out for yourself, for your family, for. For your mission, for your world, for your co workers. To me, that's one of the most important decisions in life to make. You ask me out of all the people I've met, all things I've seen, what creates a magnificent life. Everybody has goals and dreams that are different. Some people want picket fence, Some want to make a billion dollars. Some want to have this huge breakthrough in technology. Some people want to write poetry. Whatever is right for people is what I want them for the themselves. I don't want to be like me or you or anybody else. I want them to have their dream. But to have it, you need two skills. You need number one to have the science of achievement. It's a science. You have to know how to take your vision and make it real. And most of the people in this room have already figured that out. And this guy sure as hell has. And you have, and I have. So most of us know and we can all refine our skills in that area. But we know how to take what we dream about, make it real. And if you don't, you can learn from somebody who does. You know, simplest thing is get crazily hungry for something. We all know when you get so hungry, so desirous, your brain starts coming up with answers. And then it's massive action but effective execution, which is all modeling, which is, I assume, what this is about. Find the best example, compress the time, Let someone else take 20 years to figure it out. You do it in two weeks or two months or whatever the period is. We should all be standing on the shoulders of the people around us instead of reinventing the wheel. And then there's this thing called grace. You work your ass off, you're totally focused. You're trying to serve something larger than your yourself. And you really are executing what works. You need a little grace. Might want to call it luck if you prefer God, the universe. But it's there and we can all achieve. But I think the more important skill, if you ask me, is to have an extraordinary life. Is the art of fulfillment. And it's an art. It's not a science. Because there's a science to making money. I don't care who you are. If you do certain things, you're going to have too much financial stress. You do other things, you're going to have an abundance. There's a science. There's a science to your body. Everyone here is biochemically different. Different genome, but there are certain fundamental patterns that if you and I follow them, you're gonna have tons of energy, gonna feel good. If you break them, you're gonna pay the price and have Low energy or disease. But fulfillment is an art. What's gonna fulfill you is different than the other person next to you. You're not gonna learn that from anybody else. And you gotta find it. Because success without fulfillment is the ultimate failure. And I get those phone calls all the time for the multi billionaire entrepreneur or politician or business person or the person just won their Academy Award and they're depressed and they can't tell anybody because they got all their goals, but they're not fulfilled because they really don't have that sense of meaning in their life. They went for something and they got it. They achieved. And if you doubt this, what I'm saying is relevant to you or us or anyone, just think about about a year, what, a month ago, we lost what I consider to be a national treasure, Robin Williams. How many of you loved Robin Williams? Look around the room. Keep your hands up.

Look.

And most of you didn't know him. Almost every. And then where you go in the world. People love Robin Williams. By the way, was he great at achievement? Oh, my God, that guy. He said he wanted to become a great comedian. He did that. I want to make the world laugh. He did that. I want to make my own TV show. He did. I want to have the number one TV show. He did it. I want to make movies. He did it. I won an Academy Award for not being funny. Not his skill set, drama. And he did it. I want a beautiful family. And he did it. And then he hung himself. Make everybody happy but yourself. Not a good plan. So if I had a gift to give you, it would be maybe make a different decision. And the decision is that no matter what happens in your life, you're gonna live in a beautiful state. A beautiful state. And that could be happy, that could be grateful, that could be being generous. Those are all beautiful states, aren't they? It could be curious, it could be fun, it could be playful. You're not limited to one state, but it's different than suffering. And most people suffering, and all suffering I've ever seen. I've traveled 100 countries. I've dealt with presidents of countries and presidents of businesses, CEOs. I've dealt with people in prison. I've dealt with, you name it, average people. Suffering always comes because you're obsessed about something related to you. You can only be depressed if you're focusing on yourself. You say, no, I'm depressed because it's my kids and they're not doing well. No, you're depressed because you feel you failed your kids. It's about you. It's about how you think what you should have done or shouldn't have done. Or what someone did to you or didn't do to you in the past or the future, which don't even exist. So I have a simple goal. My goal is help people make a decision that says, I don't know what's going to happen. You might get a divorce, even though you don't think so. You might find a family of your family with cancer. You might have your house get burned down or have a tornado go by. And if you live in the same place, it happens every two years, and you move back. We should talk. But, you know, some people seem to do that for some reason. You can't control those things. I can't control those things. I don't want those to happen to you or anybody I love or anybody who's even a stranger to me. But they're going to happen. True. Not positive thinking, bullshit. Just the truth. So if that's going to happen, I say make a decision now that says, I'm going to live in a beautiful state. And I'm going to find beauty in whatever life brings me. Because life is too short not to. I see a little buddy over here named Shawn. I remember when I got a phone call from the Make a Wish Foundation. So you have a young man that's about to die, and he wants to meet you. And he came to the seminar, and then I took him out afterwards. At the time, if he coughed too much, they said, you can't grab him. I said, I want to take him across the fire. I said, take him across the fire so if he coughs, he breaks the rib. I said, I'll be really gentle. We're gonna do this thing. And he did it. And afterwards, I sat down, I said, man, I don't have the answers. But if your body is. You're just coughing and it's gonna make you break a rib, your body is so acid. I said, you should get alkaline. Let me put you together with a doctor. How many years ago is that? You were 19. You're now 36. I like seeing you here. So, brother, give him a hand. He's a beautiful man. But Sean. What made me think of Sean is Sean lives in a beautiful state. He could be bitching and complaining and whining. What does he do? His whole life is not about himself. That's why he's so happy. He doesn't live in himself. He lives outside himself, serving things he loves. He still takes care of himself. And he's funny as shit and he likes to seduce women and things. Like, I can't talk about right now, but. Oh, you're married now. Okay, well, good. I'm glad of here. It's about fricking time. All right, John, good to see you grew up. Now, the bottom line is this young man over here who now is a different stage of life. He's always been. I think he lived because he lived for more than himself. I'm sure he felt pain. But we only suffer when we think about what's being done to us or what people are going to think or what they should have done or hadn't done. And you can't control that stuff anyway. I mean, why be pissed when people are going to do. Are people going to be mean? Yes or no? Are people going to be unfair and unjust? Yes or no? Are people going to be beautiful and generous? Yes or no? You just never know when that shit's going to happen, so might as well enjoy yourself along the way. And I suggest today, if you want, if there's any gift I came by to give you, it's to tell you what you know already, but get you to make a decision about it. To actually decide. I'm gonna live in a beautiful state. That doesn't mean I don't get angry or pissed or tired. You know, suffering arises and you end it the moment you go, holy shit, I'm thinking about me. If I leave this, I'll always be suffering. The human mind is always looking for what's wrong. The human brain is not designed to make you happy. It's designed to make you survive. Happiness. That's your job. And you only get it if you draw a line in the sand. That's how it's gonna be. And I can tell you, the few people that do it, I know a few people that have done it, they have magnificent lives. And when you're in a beautiful state, the best ideas come in. This man lives in a beautiful state. Every time I talk to him, I love seeing Peter. Peter's just always on fire about something. But notice, you know, he's doing unbelievably well. There's nothing wrong with that. But almost everything he's doing is about more than himself. And so that's why he feels so alive. He's not suffering an ounce. He's in ecstasy. He's not lucky. He's living life a certain way. It's a beautiful way. I'm honored to have you as a friend.

Thank you, brother.

Wow.

Now say Something better than that. I mean, like let's. Let's really see how good you are here, man.

Oh, God.

Yeah.

This guy goes, my mind, I'm like.

There'S no way to follow this.

What the hell was the question?

You cannot say anything. Truthfully, he doesn't have to say anything. He lives this shit. I'm just telling you what he lives. He really does. I'm not saying that to blow smoke. This guy lives it. If you meet this man, how many met this man before? And he was in a wonderful state. Let me show hands. I don't think I've ever seen him not in a wonderful state. I've seen him have some painful, challenging places, but he doesn't stay there and look at what he's able to create because of it. He has a nine year old boy who's on fire. He's on fire. To light the world on fire with what's possible, it's a beautiful thing. I honor you.

So the contribution I'll make. Thank you, Tony. And I think it was about impossible in mindset and so forth is the reality is there is very little that's impossible, period. It just is. And your mindset, as soon as you say something is impossible, then you shut down every possibility for solving it. And we all know this. And the challenge is that it's really hard not to be in that state because we get thrown stuff all the time. And what I want to share with you is an experiment, which is to say, okay, not only how do I make it, not how do I make it possible, but how do I actually go 10 times bigger? And you've heard me speak about this, you know, moonshot thinking, bold thinking, whatever the case, whatever terminology you want to give it. And most of us in our life are trying to make a 10% improvement. And we know this, this is. I'm trying to increase my revenues by 10%. I'm trying to reduce my sales by 10%, save 10% more of the, you know, the lands out there, Whatever it truly is, we all have this sort of beaten into us by life and by the rest of the universe that you can make these small incremental improvements. But the fact of the matter is that there are those in the world that go ten times bigger. And you, every one of us can be that. And as soon as you say, I want to not only solve this thing, but go 10 times bigger in my work, in the things. And can I say this in something that you're truly passionate about, not just about earning a little bit More money. I mean, it really should be in something that you care truly about that is bigger than yourself, that is impacting the world. As soon as you try and go 10 times bigger, three magical things happen. Number one, even if you have no idea how to solve it, no idea how to get there, you'll be amazed at what you come up with. And what's interesting is our legacy, our past anchors us to where we are today. And you have to let go of that. You truly have to let go of all the stuff in your past, what you thought you'd done, all of the infrastructure that you've built, to let yourself go. When Elon Musk built Tesla, the reason Tesla was such an amazingly better car is he didn't have 100 years of Detroit to hold onto. He started with a clean sheet of paper and imagine what could be. The second thing is when you try and go 10 times bigger versus 10% bigger, it's 100 times the value proposition and it's never 100 times more expensive or 100 times harder. And so you get this increased capability. And then the third thing is when you try and go 10 times bigger to solve a problem 10 times bigger, you've got to reinvent stuff. You have to actually go and figure out, ok, I have no idea how I'm going to solve that, but you're going to start to reinvent things. So when Eric and I were working on asteroid mining, we had to reinvent. We had to have so much computational power onboard the spacecraft, we had to come up with brand new sensors and hyperspectral and midwave IR that didn't exist, had never been licensed because these spacecraft were going to be operating at 200 million miles away. And that forced us to come up with new kinds of capabilities that were not currently possible. And you'll be amazed with those capabilities that you create in your business, in your life, enable you to do. And so there's this massive benefit, this payoff, this dividend that comes from expanding your mind and not being anchored to the past. And so I think that there are very few things that are truly impossible. I think that impossible is a state of mind. And I'll say one other thing. The people in your life are part of that anchoring. And so how do you anchor yourself with a new set of people? Right, I'm looking at my dear friend Naveen Jain here, with whom we've opened up XPRIZE India and are really working on solving women's and girls issues in India and providing abundant drinking water in India. I mean, so how do you surround yourself with amazing people who live in the state of anything is possible. I'm blessed at Xprize, at Singularity University, at HY&PRI. I live that constant. And so how do you do that? Where are you doing that? What is your nothing is impossible community here? Yeah, it is here. It is truly here. And so that's really critically important because once you get into that mindset, then you start freeing yourself from the bullshit that other that you tell yourself and people tell you, because we are living in a world where constant amazing miracles happen. The other thing, because I'll put my commercial into this. Stop watching the news. Stop watching the news. You could not pay me enough.

To.

Have the Crisis News network or the constantly negative news network, whatever you call cnn, pollute my mind. Really. I have social networks, I have Google filters and so forth. I was just telling Arianna about this and hopefully she'll do this. I want. On the front page of Huffington Post. I said, I want a slider where I can control the percentage of positive news stories.

Right?

How would you like that? Instead of because right now it's. Because right now it's. It's 10 to 1 negative to positive, and that pollutes your mind. And we heard an amazing presentation this morning. I apologize. Who was the gentleman who was talking about that? Talking about a few minutes of negative news in the morning.

Thank you.

Yeah, Sean, it's true. It's like, why would you possibly invest in the world and in the life and all these things if the world is falling apart, if the crisis. New network is showing you airplane accident. Airplane accident. Airplane accident. What problem is that? The news networks never tell you there was no school shooting today at this school, you know, or this airplane actually flew LA to New York and actually made it and everybody survived. That's not news. And so we get this disproportionate view. And so our minds are constantly. The mindset you have when you watch the negative news is awful. Not that it's not going on. It's not that there's this amazing hardship and lives that are on the precipice of hunger and death around the world. But the world is getting better at an extraordinary rate. And you can make a difference in it. And there is no problem. There is no problem we cannot solve. Period. End of statement.

So your latest book, Mastering The Rockefeller habits 2.0 scaling how a Few Companies make it and why the Rest Don't. What's this book about? Because I would recommend people get all your books and, you know, even all your Gazelle coaches, I mean, I've been to your events. You guys do amazing stuff. I mean, you have literally impacted, I mean, truthfully, with what your creation with eo. There are millions of people that have been impacted by the seeds that you planted. So this is your latest work. Who's it for? What's it about? What will people get out of it?

Yeah, well, you know, a lot of companies start up and there's this craze about startups and accelerators and.

Incubators.

Incubators and that kind of stuff, but very few scale up. And it's the scale ups, Joe, that really move economies, really drive innovation. And the problem is because they're not young, they're not cute, they're older, more established companies, they don't get any attention. And so we wrote the book for them. Those that have been kind of toiling away for five or 50 years and have finally figured out what they need to do and are going to take this thing from 10 million to a billion. And what are the key things that are necessary to scale up the company.

Gotcha.

Well, I was having a conversation with Dan Sullivan. As you know, he's one of my dear friends and he founded a company, Strategic Coach. And we were having this conversation because we have a friend, I won't mention his name, we all know him, who puts a lot of emphasis on trying to help startup entrepreneurs and putting together programs for them. And Dan just made this funny comment because, I mean, I want to help anyone that really wants to grow and learn. I mean, that's why I put out my free podcast. It's like this interview. I mean, we're putting it out to the world for free just so it'll help people that come across it. And dad made this comment. He goes, you know, there's all this emphasis on funding startups. He's like, you know, if you really want to make an impact fund, people who've literally had to borrow the money go into debt on credit cards, no one was there to help him. He goes, that's what weeds out the ones that can make it and ones that don't. I mean, if you just hand over money to someone that's a startup just because you should give them a reward because they want to start a business. He goes, the ones that are really successful, they've gone through the crap. They've gone through the hell that they've had to. And I just thought it was kind of funny.

No, he's right on. It's one of I think the problem with the incubators, they baby them too much. And then when they finally set him free, they didn't get some of the basic learnings from failing that are necessary to take the venture to the next level. And then what happens is when they do fail, it's at such a bigger level that it's devastating to their families, to their own net worth. It's a mess. And so I think you got to be careful helping folks too much in the beginning.

Yeah, yeah. I mean, I heard this line, and I say this speaking from ignorance because I'm not a parent. The quote was, don't handicap your children by making their lives too easy. Although I think that applies to anyone. I mean, you can really baby someone trying to start a business, and you can rob them of the learning that comes from it.

Absolutely.

Well, you've created a lot of tools. What is the Buckminster Fuller quote that you gave today? I love that quote.

Yeah, I know. I'm a mechanical engineer by training. Got a worthless MBA on top of that. And Bucky had this notion that you can't really change the way people think. All you can do is give them a tool, the use of which will change your thinking. And I mean, think about what the phone has done to change our behaviors more than any other change management, you know, seminar that you might be able to go through. And so we're tool builders, and we wanted to build some tools that help people make those changes.

Well, you know, I got a lap full of stuff here that I've, you know, books and everything here. So there's about bunch of growth tools that you have and you're known for the one page strategic plan. Talk about what that is and where people can get it. Because I want the people that are watching this and listening this to not just have some business insight, but I'd like to send them off to where they can get access to some of the things that you have literally done with thousands of companies and have created that will make a big impact for them, that will allow them to think more strategically, more creatively. And so talk about some of the tools you've created, specifically the onepage plan.

Yeah, it's the thing that we're probably best known for. To date, about 40,000 companies are using this tool. And it was a very simple idea. Everyone sits around and says, man, how do I get everybody on the same page? Well, you've got to have the page first for everyone to get on. And we use the analogy of jazz bands. I love jazz because you can bring these players in from all over the world, have never played together. But there's got to be a few things that have in common. And one of them is we're playing the same song. And so we thought, hey, how can we put on a single sheet of paper a way for people to get down from their core values all the way to what is the thing we need to focus on the next quarter in a simple format that they can communicate that to everybody else in the organization. And it's this common sense set of music that people can all play together. So that's what it does.

So where do people get this? Because I know you make it available online. I'll put a link to all the different places that I put this interview.

So go to scalingup.com or gazelles.com, but scalingup.com and they'll see a thing that says the onepage tools. And we've got them in multiple languages from Russian to Spanish to French to, you know, English, obviously. And so it's there for people to.

Use free of charge.

We've had them up there for decades.

Great.

So what are some other tools that you've created that have been really helpful to yourself, to other business owners that you've done?

Well, you know, it's a challenge. This whole life side and business side, you know, everyone's talking about the balance. We see it more as a blend. And so we created a one page personal plan to go along with the one page strategic plan. So that if you can kind of as the entrepreneur get down and the executives in the company, what is I need to do on the personal side and then look at that in relation to what I've got to do on the business side and mesh those up. You know, we find people are much more successful in both aspects of their business. And we mirrored the same people, strategy, execution and cash. But we said, look, let's look at the relationships, let's look at the achievements, let's take a look at those rituals that we do on a daily basis, our exercise and other things. And then obviously there's the wealth component that we have to pay attention to. And so that's become a tool that started to really catch hold around the world as well. And then we're known for this Rockefeller habits checklist. What are these 10 habits, these routines, ones that John D. Rockefeller had in place over 100 years ago that made him the wealthiest guy on the planet, wealthier than any of the guys that we have here today, except maybe Putin. And these are Things that you can put in place in any company from startup all the way to the largest companies in the world.

What I hope is that when someone watches one of my interviews or listens to it and I'm talking to a bright person and the person actually can help solve problems, help them get to their bigger future where they want to go, that they have some pain. Because usually if they don't feel some pain and some hurt, they're not going to do shit about it. I mean, there has to be either some great inspiration or there has to be some frustration and annoyance. And you're like, I'm kind of sick of it. You know, Dan Sullivan has this line where he says, irritated oysters make pearls. And I want people to be in a pissed off state, but also not just letting them know, what do you do with it? Okay, yeah, I don't know what to do. But you have literally created just so much solutions for entrepreneurs. So what are some of the things that people will get out of scaling up? And also what does gazelles really offer people?

Yeah, well, and what we wanted to focus on, what Geoffrey Moore says is provide a hundred percent solution. There's so many parts and pieces out there that's frustrating for business owners to kind of pull it all together. So we thought, look, let's give business owners a hundred percent solution. Let's get them the coaching support, let's get them the education, let's get him the technology to tools, literally tools we've got in the cloud that you can run on your mobile devices so that we can help them kind of automate these components that are necessary to manage the chaos that comes with trying to scale up the business. Now, we do that in how we started the interview in these four areas. Let me give you the test. First thing, why would you look at the people side of the business? Well, well, there it's purely your gut feel about are you happy? Because our happiness is really tied to the people we work with. And I can tell you when you're not happy is you're having an issue with your partner. You've got a salesperson who's mucking up the attitudes of the rest of the salespeople. You've got a customer who's got too big a piece of. You got a supplier that has you constrained. You've got a bank that is in your way of being able to scale up. You got issues at home, you got a sick child, challenges with your spouse if you don't get or you just can't hire enough talent. To keep up with the growth that you're able to handle. If you got one of those, you better focus your energy on getting that fixed. And we built tools. Whether it's your personal plan, your face tool, the processes in the organization, we help you source employees, how do you manage them, how do you retain them, These are all the nitty gritty things or around people. Now, generally you're happy with the relationships in the business. Then we look at strategy. And strategy is very simple. Are you growing top line and gross revenue dollars as fast as you would like? And by the way, you can grow too fast. You know, as Andy Grove said, more companies die from indigestion than starvation. But for a lot of companies, that's not a problem. I mean, you're not growing fast enough. That tells me your strategy is wrong. You don't have enough of what people want that they literally are beating your door down and standing 10 million in line on a Monday to want to buy your phone. So then we have tools to help you really figure out this industry dominating, competition crushing strategy that allows you to have a monopoly because that's what businesses want. Government doesn't want you to have it, businesses want it. And there's the essential tension of capitalism. So we help you figure that out. Now, if revenue's growing as fast as you'd like, then we look at your profitability and how much just raw time you're having to put in the business. Let me tell you what's sad, Joe. I've had so many friends double, triple the size of their company over 2, 3, 4, 5 years, yet the bottom line didn't come with it. They're actually making less money, absolute money, let alone a percentage, and working more hours. And at some point you wake up and say, what am I doing all of this for? And most of them, rightfully so, fire everybody, get rid of their fancy offices and go back when it was them and assistant working out of a spare bedroom and they were having more fun and making more money. And that usually is because they're sloppy in execution. And I gotta say, most entrepreneur companies are sloppy. And by the way, we know one simple metric, revenue per employee. It's crazy predictive. But I ask people today, how many employees do you have? Multiply it times 100,000 and you pretty well have guessed the revenue. Large companies, these big bloated bureaucratic machines that we make fun of, generate two and a half times more revenue per employee than most of us mere mortals do. And that's simply because because we have sloppy Process within the organization. And if you come back then to what frustrates people you hire is they join your company and they have to both work with idiots. You didn't hire the other people, right? Or I got stupid process. Things are frustrating. We can't even get an invoice out the door. We can't even get our product or service out the door without us having to work 18 hours, days, eight days a week to make up for this slop that's around here. And so we really help companies tighten up that execution. And then, look, you can get by with decent people, decent strategy, decent execution, but not a day without cash. And we're not talking about making payroll. That's important. But do you have the kind of financial muscle necessary to do some of the stuff we talked about today? You need to lock up that constraint. You need to get. You need to buy one of your keys suppliers. There are a couple of key acquisitions you need to make. You've got the cash to bring on that chief marketing officer. That's necessary if you're constrained by those cash resources to do what you absolutely need to do. Man, you age so much faster. And so we look at those four areas, we got tools in every one of those areas to minimize the pain that entrepreneurs feel when they're trying to scale up.

Awesome.

Awesome.

Well, I remember the first time I interviewed you, which I don't know how many years ago it was. It might have been a decade ago. I asked you about deadlines and you said that there's this misnomer that entrepreneurs work well under pressure, but under pressure they just work. Do you still believe that to be the case? I mean, do you have any thoughts? Because a lot of entrepreneurs put themselves on the firing line way more than they need to because they don't prepare in and they're just. Look, I'm speaking from a guy who has gone through enormous amounts of add distractible shiny object pursuits taking on. I've become better than I ever have been. I think meditation has done more to help me than many things. But what are your thoughts about the behavior of these crazed entrepreneurs that are driven like crazy, but they're driving, driven. This is causing them enormous pain, broken relationships, poor health, all that sort of stuff.

You know, my thoughts are just what you said. And it's recognizing that this is both the source of our strength and the thing that gets in our way that the entrepreneur has to sort out. And Joe, we don't have enough time in this interview to unpack all of that kind of stuff. That we just described. But I want to come back to this thing on the deadline. Take this big hairy, audacious goal, this 10 year goal. Jim never meant for that to have a deadline. You don't have to get it done in 10 years. It's just like a North Star that you've put out there that you head towards. And a lot of entrepreneurs beat the deadline and others take longer. It's just the fact that you know what the finish line is and some folks run the 100 meter, you know, sub 9 seconds and some take a little bit longer. But hey, we got at least get across the finish line and that's why you got to set those finish lines.

Joe, thank you so much.

Good.

Joe, thank you for having me here. By the way. Kevin, where are you? Kevin Harrington. Kevin was one of the 22 founding board members of EO. I think we've known each other for 27 years. And so great to have you here. I ran an executive program at MIT called the Birthing of Giants and we moved about 50, 1500 crazed folks through. And it was the Kevin Harrington case study where he went from 0 to 80 million in a year and then kind of sold his company for more. Anyway, the story is amazing. Great to have you here as part of it. What I want to do is get right on into the topic. By the way, there's a company, Gazelle's, I write for Fortune magazine. They're venture columnists. I wrote a couple of books. One we're going to talk about. I've got a new book coming out October 21, known as the Growth Guy. Here's what I want to focus on. There's actually two really bad non decisions that most business leaders make. And the first one is that you literally allow your sales channel, whatever that is that could be you, your distributors, your reps online, to go after any low hanging fruit you think that they can garner and that that will commoditize and destroy your margins faster than any other single non marketing decision I've seen entrepreneurs make. So I want to talk here just in my few minutes about what I call the 770 rule. And I want you to realize that Ikea, the world's largest furniture distributor last year at 28.5 billion euros in revenue, has a total combined market share of 6.8%. When Apple hit its highest market cap two months prior to Steve Jobs untimely death, their entire global market share was only 7%. Yet that 7% represented 50% of the entire profitability of the global industry, which meant that they were allowing the other 93% of the customers to go to their competition fighting over what was just the other 50% of the profitability. And so I want you to be crystal clear that you really only want a few percent of the marketplace. You don't want it all. But your key decision is you and you alone have to figure out what that list is. By the way, one of the guys that endorsed the greatest business decisions, a huge hero of mine is Sam Palmisano. Sam went on to be CEO of IBM, doubled its market cap in the seven years he ran it. And now as chairman, Sam was given this unbelievable division to turn around. And obviously his goal was, hey, we gotta get revenue up. But rather than tell that to his sales channel, he said, look, I think our best next customer is those that are with EMC. Now, rather than say, let's just go after EMC's customers through Market intel, he found out the top 100 customers of EMC. And then literally using the most important management tool ever developed, the whiteboard right across from his desk, he wrote the names of those hundred customers. And then he got on a daily global sales call. And those who've read Rockefeller Habits know that we're big into this daily huddle On a daily global sales call. He had one question to his sales channel. Who did you get on that list today? What was his question the next day? Who did you get on that list? And if some sales guy said, look, Sam, I got a hot one over here. Sam said, look, I don't think you hurt me. We're going after those hundred. And so the first thing I want you to do is figure out what is that 7%. And then I want you to dominate that 7% by 70%. Walmart, today, the largest retail company in the world, has something just under 10% global market share, yet they own 63.6% within the niche that they're in, which are these big box warehouses. So that's where the 770 rule comes in, by the way. So, Robin Sharma, where are you? He and I have been doing this roadshow. We were just in Bahrain. We're on our way to Kuwait, here in a few weeks. And as I was heading there, I ran into this story about Ollie. And this is the guy that we want to emulate. Here's a guy that was carving wood since he was a kid in some southern province in Turkey. Yet at age 55, the age that I am, he decided I'm going to specialize. And all I want to do is Carve wooden doors. But not just any wooden doors. He wants to carve wooden doors for churches? No, but not any church. Christian churches. And today this guy owns upward of 70% of a very, very narrow niche within the wood carving business. And if you've got a Christian church, this guy can carve a mean Jesus and Mother Mary out there. And this is the go to guy that you want. And you can imagine how nice it is to have customers stand in line waiting for you to serve them. And so really, it comes down to something very simple. Supply and demand. And I want you to realize something weird happened in 2007. This switched from World War II to 2007. We had actually more demand than we had supply. I don't want to take anyone away from any of you in this room, but if you just hung up in shingle and said, I can do the business, you did well. But we have a billion four people moving into the middle class between now and the year 2020, and they are slightly hungrier than most of us in this room. It's what keeps my wife and I awake about our four children. They are not, I don't think, as hungry as the children in these other countries coming up, which means through the Internet, everything you've been hearing, they can compete with you anywhere. And so you in this room have to make the most important pivot you've ever made in business history, and that is from obsessing on the supply side of the business. Let's do a better, faster, cheaper kind of chasing your supply chain around the world. You're going to need to, and I'm going to be very precise, spend 80% of your week, your calendar, on the demand side of the business. So I want to tell a story. This comes from my dear friend Rick Cash, vice chairman of Nielsen. Because of demographics, we now spend more money on our pets than we do our children in the United States. This is why one of the hottest franchises, Dogtopia, Peter Thomas, many of you know, just won franchise of the year. And so you would think if you're in the dog food business, you could make a fortune. Yet the problem is that entire industry, anyone can make dog food, ship it anyway, even through Amazon, has been commoditized. And so here's the key thing you've got to do first, what is the question? It's never the answer. What is the question your industry's organized around? In that industry, it was the size of your dog, big, medium, small, or puppy. Instead, this one unnamed company said, I'm going to Ask a different question. And they said, what is the relationship of the owner to its dog? And whenever you do this, you find a set of different segments in a way that no one else has looked at the market. And always, always there's a segment no more than 7 to 10% of the total market that represents an inordinate amount of the profitability in that industry. In this case, it happened to be a segment they called performance fuelers. These are folks that are active. They like to bike, hike, run, jog, and they want their dog with them. Representing 7% of the entire dog ownership market, yet 25% of the profitability. Then formulate a 100% solution, which this company did. And when you know the Persona of this 7%, your marketing costs plummet. Now, the second worst decision you can make is get obsessed on the cost side.

Look, I'm going to admit something.

We just because we do a lot of printing, our workshops around the world, yada, yada, yada, it was a big decision now that we had to renew our big subscription with Xerox. And I got to tell you how I got sucked in as CEO of our global company into that decision trying to save just a few more cents per copy of these growth tools that we have passed out. Yet the reality is we spend all this time on the cost side of our business. How much time do you spend on this one critical marketing decision, which is price? Truth is, we kind of lick our finger and put it to the wind. I want to ask an important question here. How many of you have read a book, attended a course on strategic pricing? I do want to see a show of hands in here. Look, it's the one P of the four P's of marketing that makes you money now. And I have an mba. I never took a single course in pricing. An industry that it's lost its shirt for decades has now been profitable, insanely profitable, for the last 36 months. The airline industry, because they finally got their pricing strategy right. And so if you want to combine the two worst decisions ever made, it would be, number one, letting your salespeople call on anybody that they want to, and number two, letting them name price. You must take control of both of those decisions.

And coach, you've talked about two attitudes that entrepreneurs need to have. And I think for who not. How could you talk about those two entrepreneurial attitudes? Because I think they play in to something that's really important, especially for younger entrepreneurs to get and understand this, because it'll help you forge your way through life.

Yeah, well, they're just two simple ones. So I personally, since 74, I've coached 6,000 entrepreneurs where I've dealt directly with the entrepreneur. And at any given time, I'm coaching 500 to 600 in workshop program. And I really interact with a lot of people. And Zoom's actually being a big jump for that. You can interact a lot more easily with Zoom, But I said that when you decide to become a entrepreneur, you're making two fundamental decisions. And if you haven't made these decisions, you're not really an entrepreneur. The first one is that I will depend entirely on my own abilities for my financial security. And most people in the world can't do that. They need someone to give them a job and guarantee their financial security. Entrepreneurs depart. And I have to tell you, it's only 5% of the population, adult population in the world that ever makes that decision. And the other decision is I will expect no opportunity until I first create value. So you have to lead with value. You have to be the first one to create the value. You can't say, somebody give me an opportunity, you know? You know, and, you know, I mean, there's an attitude among a lot of people, you know, I would become an entrepreneur if the government would give me a forgivable loan.

Yeah, yeah. And there's a ton of that. So, I mean, so here's the thing, too. You said something which I've repeated a million times. I say it all the time, that early on, this is probably 22 years ago, I think I heard you say this, where we were in a conversation and you said, all money earned ethically is a byproduct of value creation. And when it comes to developing relationships and finding who's. If you want to have a lot of who's in your life, just be really useful, just be really grateful, be generous and be helpful. And if you can produce a result for somebody, produce the result. Don't talk about producing the result. You don't build a great reputation by talking about what you're going to do. You build a great reputation by actually doing stuff. And so, you know, I'm the highest referring person in the world to Strategic Coach, and I don't do it because I have some sort of affiliate arrangement with Dan, because we don't. I do it because it's a really good program and it helps people. And the same way that Dan's the highest referring person to Genius Network, and this is. That's what a collaboration is. Whereas in my experience, a lot of people, they think that there's like this limited supply of usefulness that they have and they're the ones that hold it. And God forbid, don't tell someone else about someone else's useful book or program or whatever. I mean, yeah, we are telling you to go buy this book and read it and share it because I know that this book will be helpful to the entrepreneurs that actually do read it and utilize it. And so a lot of people use people, other people utilize people. That's what I think collaborations really are. And so I want to.

Joe, can you give the little two step. When somebody can't decide between Genius Network or Strategic Coach? We have a little two step routine that we do.

Yeah, yeah, both of us. So someone asked me, which program should I join? Should it be Genius Network or Strategic Coach? Now the real answer is you should do both because they both reinforce each other. But I always say join Strategic Coach because I don't want to be in a position where I'm ever having to pit one thing against the other because they're all really useful. Because I know if people go to Strategic Coach, they're going to bring back a really good Genius Network member to me. Because Strategic Coach does a great job with helping people identify their unique abilities, getting their skills and life together, building a unique ability team, creating a self managing company. And so whenever I can send people or my clients into something that's going to make them a better client, they're not a better person, they're going to come back to me as a better client. Now will every one of them? No, but that's the way it works and that's that. And Dan does the same again.

Yeah, well, I say, well, first of all, you're probably just a really good salesperson, but you're not a great marketer. And you have to be a great marketer to even have a sale these days. So go, go and spend time with Joe and become a greater marketer. And therefore. And after that, the price of Strategic Coach will just be an instant decision, you know, then you'll come in and you'll. Because a lot of entrepreneurs are really, really good salespeople. But the world, the way it is, it's getting harder and harder to be in front of someone to actually sell. And that requires marketing. It's a whole other. It's a whole other skill in the marketplace is marketing, you know? Yeah, you can sell when you're in front of someone, but can you get in front of someone?

Oh, how to have a great day according to Joe. Thank you so Eunice has been my assistant for 25 years, and someone's like, the Great Gazoo. Everyone's like, why doesn't Eunice, after all this stuff she's learned, go and run her own company? Because she knows every. Like, why would you not do that?

Because I love Joe Pollard.

This seems like a total setup. No, but like, someone was saying, how do we find a Eunice? I've heard that a hundred times. People want to hire someone to help you. What would. What would you say to them? Make sure you speak to the mic. How does someone hire, like, an assistant and stuff? Because everyone hire someone like you. Like, you're like, I don't know.

I don't know.

Get in front of the camera here.

All right, so what do you think?

What's your Colby?

8732.

That's so funny. My new assistant is at 8732. It's perfect. It's a perfect Colby. That's how I find a strategic planner.

That's what you do.

Yeah, it's true. Okay, that was helpful.

Get out of here.

Very focused. She knows she's in a great place, she's of service, she feels great, and she gets rewarded. And you do take her great places, and she gets to meet amazing people. There's a lot of benefits.

Oh, yeah. She's met so many famous people, it's not even funny. But I couldn't do what I do without Eunice. So Eunice literally runs the backstage of my life, and I'm like a front stage person. It's a great collaboration. People have come in and tried to steal her from me over to the years and all kinds of stuff, but, you know, it's what a lot of people don't realize. It's not about money. You know, money, of course, is important. You know, if you're running, if you have a career, you have to make money. That's not the only criteria, though.

There's.

There's many other things, and certainly I'm sure there's hundreds of times where she's gone home to her husband and wanted to be like, I want to kill Joe. You know, that sort of thing. But it's. It's all part of the deal you got to keep.

You inspired me so much years ago when you bought her her Tesla, and she's like, no, I don't need it. You did anyway. And I'm like, that is the way to show up for your assistant. Of course she's gonna really love you and take care of you when you're doing the same for her. You really care about her.

Yeah, well, the reason I bought Eunice a Tesla is because the fact that she doesn't expect one. There's nothing about an entitlement attitude in her. And she has brought in millions of dollars into my organization over the years, and she doesn't even think of herself as a salesperson. And the reason is, is because she just wants to help people. And so she helps our clients. She listens to them. She guides and directs them into the things that they need. And, you know, she's literally one of the best salespeople that I've ever had who does not think of herself as a salesperson. And I've had salespeople that will, you know, we've brought on over the years that will try to just pitch and they'll try to sell. And it's. That's not what I want represented in Genius Network. Genius Network is not a place where we want, you know, people feeling like they're being, you know, sold. Some sort of, like, you know, dream. I mean, it's a real deal. It's just. It's, you know, so a lot of the sale selling is attracting who you want and repelling who you don't. And I really do believe with. Well, let me ask you, Lee, I mean, you've hired many, many people. How do you find great people?

I love that you asked that question. I do use the disc and the Colby. A lot of them are referrals from other people. Sometimes I'll just put a note out. We just hired five new people this year. Chrissy is my gatekeeper for that, actually. She knows what we need on the team, and she's been taking a lead on that. And I thank you for Chrissy.

And by the way, that's my ex girlfriend, by the way. So that's just some people. That's kind of funny.

And she worked for Richard Rossi for years, and that's how I knew her originally. But just seeing her and her genius, her knowing the network and knowing people has helped me. But she's basically been the gatekeeper for who comes in now, and she knows what I need. And she's actually much tougher at interviewing and finding the right fit than I am. So I actually appreciate her a lot for being able to do that. And she tells them exactly what she wants them to do, and she measures it, and she's just really good at it.

So I was originally going to talk about accelerated learning, right? Like how to speed up learning in employees. But after talking to People in this audience. I realized that one of the biggest issues that many of you face, one of the biggest challenges, is getting smart people to work for you, keeping them and allowing them to grow your business. So I'm going to be talking about that. So first, mindvalley. We are basically a media company, a media and technology company. We are probably the world's biggest seller of meditation products right now. We have apps, we have 20 something websites, festivals, events. We represent some of the biggest meditation teachers. We're basically like a recording studio for personal growth superstars. And we have about 100 people across the five different countries right now. However, the funny thing is we actually started two blocks down from this hotel in that little apartment above the playwrights tavern on 8 and 45th. And the funny thing is, before I moved into that apartment, it was a Thai massage parlor. And we all know what Thai massage parlor means in New York. So I guess what I'm trying to say is one of the world's biggest spiritual product companies was actually founded in a whorehouse in Times Square 10 years ago. So about a couple of months back, I was with Joe, with Joe Renee and a whole bunch of people. Couple of you were here on Necker Island, Richard Branson's Necker Island. And we were having a toga party, right? And that's what Joe looks like in.

A toga, by the way.

So I was, I'm just gonna leave that up. Joe Renee gave me permission. So I was talking to Richard and I said, richard, people, focus, focus. I said, richard, you've built eight different businesses in eight different industries and taken eight different businesses to a billion dollars. If you could just sum it up in like one paragraph, what do you think it would be? Now, this is what he said, and I'm quoting him. It's all about finding and hiring people smarter than you. Getting them to join your business and giving them good work, then getting out of the way and trusting them. You have to get out of the way so you can focus on the bigger vision. Okay, so Dan Sullivan said something similar. Never think of human beings as. Oh, sorry, that odd keynote problem. Never think of human beings as a cost. Human beings are an asset. Peter said something similar. Talent is key. So there's a constant theme here. Talent is really a key ingredient in growing your business. But I find that many people, many people here who are my friends have this problem. They are so immersed in their business that they have no time to do as Branson says, focus on the greater vision. So recently I made a decision. I decided to not double my company, but increase it by 2.5 times. In a span of 12 months, we went from 41 people to over 100 people. I've been hiring people like crazy. And while doing this. So that's my team right now, we have still managed to keep headcount to only about 15 to 20% of revenue. But the beautiful part is right now I've basically outsourced every single aspect of my life. I don't do anything, anything right now except just think about the vision. I wake up in the morning, someone has planned my entire day. So I'm still immersed in growing the company from a vision point of view. But everything else has been outsourced. All I want to do is take all the lower revenue generating activities and find smart people do it. The question is how? And I want to show you just three ideas, three powerful ideas that you can apply in your business to do the same. Right? So the first thing is imagine this. Imagine the impact you can have. If you had 100 people whose full time job was to support your vision. That's some pretty powerful impact. Now the first. So it's all about attract, growing and monetizing great talent. And the first idea is how to hire. So one of the things that occurred to me is that the US only has 5% of the world population, but there are millions of smart people outside America who want to come here and work for American companies. And the thing is you can hire global talent, but many people don't know the secret. So there's this one organization I use and I'm going to ask you to take out a pen because I'm going to share a couple of email addresses and contacts which are going to be really useful. It's called isac. I know them well because they are non profit. They don't market themselves because being a non profit, you know, they're not really marketers. But get this, they are one of the only organizations outside the US government that can issue work visas. And they work with 800 top universities around the world grabbing amazing talent and then finding these talent jobs in foreign countries. They are 50 years old and ISAC was basically how I got into the us. I didn't just sneak in on a boat, I actually got a visa from isac. I was one of those raw talents that ISAC helped bring in. So when I started my company, I used them to find talent. And ISAC is amazing. So ISAC gets you young people from universities around the world who put learning first, not money, but learning. Now all you guys here are educators. So what you can offer this young talent is actually amazing skills. I mean, from Joe, they could learn networking skills. From Neil, they could learn how to pick up women. So there are tons of amazing talent from all around the world who would want to be working for you if you know to tap that. The key paradigm shift here is it's not about money anymore. The current generation, they care more about opportunities to learn, right? So here's a funny statistic. I use ISAC to advertise my company all around the world. We get video cover letters from people all around the world who, who want to work from mindvalley. In fact, we get so many applicants that we say the only way to apply is to create a video cover letter and put it up on YouTube. And I found that ISEC talent is so smart that right now 50% of my management team and my management team is 18 people. Nine of those 18 people were young people that I hired from ISEC. That's how powerful that group is. So Ohmlife, which is the product that Paul Hoffman shared, his product, Paul, I published it, but I didn't come up with the idea, nor did Paul. A young Argentinian kid who came to us through ISAC came up with the idea. He developed it, he built the first website, he turned it into a million dollar business. That's how smart outside talent can be. But the other cool thing is I had all this other talent in my company from different countries. And we were able to take Paul's business, omharmonics, from English to Polish, Spanish, Russian and Italian in a span of like three months. So we launched this in November. We already now have a multimillion dollar business in five countries because we take that ISAC talent from Poland or from Italy and I tell them, hey, listen, I'm going to give you a license to take all the products we create in America, in English, take it back to your country. I'll keep 55% of the revenues. You keep 45. You do whatever you want. And I spend one hour a month on the phone with them just being a coach and advisor. They run everything else. So using this model, I've been able to expand my business to about seven different countries. And now a whopping 20% of all my revenue comes from this team of international talent that have taken my business global. Great way to exhaust international talent. Okay. Secondly, think about attending Awesomeness Fest. Awesomeness Fest is my mastermind. It always happens in a paradise location. So we bring in entrepreneurs, but I also selectively invite smart Talent, whom I know want to find jobs with these entrepreneurs. I mean Kevin, Kevin is an example. Joe met Kevin at Awesomenessfest and Kevin now works for Joe. Second idea, growth. Okay, so couple of tips. We insist that all our talent work 45 hours a week. But five of those hours they have to spend learning and growing themselves. That's a key ingredient. So I grow people like crazy because we insist on growth. A couple of tools you can use Google Wikis. Okay, so Google Sites, it's a free tool. Everything in my company is documented. We have a 3,000 page wiki. And what we do is, okay, let's say someone wants to learn a new skill, say video sales letters. I buy them Ryan Dice's product. I then have them summarize the product on the wiki. So everybody who studies something summarizes it to create Cliff Notes for everyone else. So I don't actually have to spend time going through hours of product. My talent is creating it for me. Okay, again, Google Apps, powerful tool. We then ask them to create a summary, a 20 minute training explaining the product to the entire team. That happens. Then we ask them to blog about it. And in fact, almost all our trainings are now available. We decided to open them up to the community so you can go to mindvalleyinsights.com and you can basically get access to all the knowledge from my company for free. Now by doing this, I'm also grooming my talent. There's a psychological thing that issues when that happens. When you ask someone to teach, they become better at what they do. Okay, so those are some ideas for growth. Now the final idea is space. So anyone can do this. This is freaking radical. It's completely changed the way my company runs. I simply hired an empty office and I turned it into an auditorium and I gave it away free to the community. So I told my programmers, I want you to start a programming meetup group. Invite all the other smart programmers to come together for about three hours every month. I'll provide free food, I'll provide free rent. And you guys just organize amongst yourselves, get to know each other, do TED talks. So our programmers did it. And before you know it, we had 150 programmers showing up in our office every month. We did the same thing with iOS development, databases, social media, copywriting, motion graphics, web apps, user interfaces, public speaking, video editing. These are all key talent areas that people are looking for. And what I've done is I created all these groups in my city. And so a simple group like webcam KL has 1600 members, techies on Facebook. So what happened is I created a system where the smartest people in the city come to me every month. Every single day. There's a group of hot talent meeting in my office and the result is I get to poach everyone. So I get the best programmers, the best designers. And so that's how I was able to hire 60 people in the last one year. And not just 60 people, but 60 epically smart people. So by this, anyone can do this. All you need is space, you know, so I. And it literally just cost me like 2000 extra dollars a month to rent a space and give it out free.

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