Sally Hogshead: The 7 Advantages of Fascination from Genius Network

I'm going to show you today how you can charge up to four times more for selling exactly the same thing. I did an experiment in which I gave women two pairs of sunglasses. They were exactly the same. The only difference was that one pair had a Chanel logo. And I asked women how much they'd be willing to pay for these two pairs of sunglasses. The pair with the Chanel logo, they were willing to pay four times more for it, even though the utility of the sunglasses was exactly the same. So here's the takeaway for marketing. People were paying for the logo even though they were buying the glasses. In other words, marketing can improve your price points by up to four times. So today I'm going to show you some examples of the hidden patterns that I found in studying 600,000 people. It's based on a decade of world class branding experience with some of the top brands. But before we talk about valuable brands that attract exactly the right customer, let's talk about having a major branding disadvantage. What's my last name? Hogshead. Hogshead. Can you imagine what it was like growing up with the last name Hogshead? I was literally tortured on the playground for my legal last name. And I remember going up to my mother, Mrs. Hogshead, and saying, why couldn't we just have a normal last name name like Smith or Jones? And she said something I'll never forget. She said, it's the thing about our name that makes it different, that will one day make you love it. And this is what I found in marketing. It's the thing about a brand or a company or a person that makes them different, that makes people truly love them and be willing to pay more money for them. This is especially true in a crowded competitive environment. And I'm going to give you an example of a competitive environment. This is a photograph that was taken of my sister, Nancy Hogshead when I was seven years old. When I was seven, she was the number one ranked swimmer in the world in two events. She had two Guinness Book world records when I was seven. So I want you to imagine, here I am a 7 year old, sort of the challenger brand, the underdog in a competitive marketplace. And my sister went on to win three gold medals and a silver in the Olympics the same year my brother graduated from Harvard. So I want you to imagine in my seven year old mind trying to differentiate myself and trying to find what's my competitive advantage in this marketplace. And so I remember thinking to myself, well, I can't do athletics, I can't do academics. Those trees have been peed on. What am I going to do? So I did what you do, and you're not good at athletics or academics. And I went into marketing. And from the very beginning, from the very beginning, I knew that my competitive advantage was not in following what other people did, but in developing new ways of helping people differentiate and standing out. And so I decided that I was going to write a tagline for myself. Now, I want you to remember, over the course of my life, when I check into a hotel, they literally say, no, seriously, what's your real last name? Or when I make a reservation at a restaurant, they cancel it because they think that it's a joke. The maitre d comes and thinks it's been a prank. And so my father said to me, you know, the name Hogshead really isn't that bad. A hogshead is a barrel that holds 62 gallons. It's a wooden cask that was used to ship rum from the old world to the new world. So when I wrote my tagline, here's what I wrote. A hogshead is a barrel that holds 62 gallons. So what's your last name, smartass? Now, this is what I call strategic polarization. There are certain clients that wouldn't want to work with me because I have the word smartass in my tagline. And that's probably a really good fit for me to know at the beginning if they don't want to work with me because I have smartass in my tagline. We're probably not a very good fit for anything. So when you think about your own marketing and your own communication, figure out who you're not talking to so that you can more accurately identify who you do want to talk to. Because in today's marketplace, different is better than better. It's not enough to be the best. A lot of people are the best. But when you're trying to compete on being better than your competition, you're just incrementally trying to outdo them at their own game. So if you offer 0.2% better returns, well, you know what? Next year, somebody else is going to come into the marketplace and they're going to outdo you. If you're not better than, you're going to compete on price. And if you compete on price, then there's no loyalty. And if there's no loyalty, then you're never going to be able to really scale and replicate and build your brand. So instead of trying to be better, I recommend that you try to be different. To tap into what are those qualities, not only about your company, but about yourself, that make you inimitable, in other words, that nobody else can copy because it's so easy for you as an entrepreneur to infuse them constantly. Now, over the course of the last 10 years, as I've studied over half a million people, we've looked at the high performers. We've gone inside companies like AT&T, GE, Cisco, Qualcomm, Intel, Intuit, and we've looked at the high performers. What do they do differently? We found that there are specific communication patterns among the entrepreneurs and the team members that are able to get the best possible results and get that 400 return. And the key is. Oh, I'll tell you in just a minute. Fascination is an intense focus. When you fascinate your customer or your client or your team, they're only thinking about you. They're not thinking about your competition. They're not distracted. They're not checking their iPhone. They're not thinking about their next meeting or what they're going to feed their kids for dinner. They're only thinking about you. And neurologically, in a state of fascination, the brain opens up. Fascination is a state of intense focus. This is what it looks like in an mri. When the brain is in a state of fascination, it opens up neurologically. It looks as though the brain is falling in love. So when you fascinate a customer or a client, it's almost like they're falling in love with you. They're not being cynical, they're not being skeptical. They're not thinking about. No, they're not thinking about how they can defer the decision. They're not overcome by inertia. They're ready to take action. They're more likely to listen to you, remember you, and put in place what you say. And so when you fascinate your customer, you have a tremendous competitive advantage. The problem is that today, although the average attention span used to be 20 minutes long, the BBC reports it may only be nine seconds long. The average attention span, nine seconds. So you're in a pitch or you're in a meeting with your team, or you're listening to me at the front of the room. Every nine seconds, your brain scans to see if it should focus on something else. In other words, attention span has become the most precious resource. When you introduce yourself to somebody, if you don't make a strong first impression, you've actually damaged your odds of communicating with them again. In other words, you have disincentivized them from communicating with you the next time. So the next time you send an email, the next time you raise your hand to speak in a meeting, think to yourself, am I adding value or am I taking up space? Because if you fail to fascinate them, then the next time they're going to be less likely to turn and listen to you or open your email or take your call. When you fascinate somebody, you become most worthy of their attention, their most precious resource, their attention span. They want to give it to you instead of giving it to everybody else. And this is key, not only in marketing, but in having effectiveness meetings, building your company, building a career and a life that you love as an entrepreneur, you're either adding value or you're taking up space. And there are certain ways in which you create new value that feels for you like a wellspring. So let me show you what it is that high performers do differently. Yesterday, the most important thing for you to know was how you see the world. Raise your hand if you've ever done a test like Myers Briggs Strengthsfinder Discovery. Colby these are great tests and they show us how you see the world. They're built on psychology, so they're looking from your eyes out. I created the first assessment that takes that and turns it around and shows the opposite. It shows how the world sees you. It's not built on psychology. So I'm not looking out of your eyes at the other person. I'm showing you the kind of impression and, and cues that you consciously or unconsciously send to other people. So in the same way that a brand can measure how the world sees the brand, or that a company can measure through market research, how the customer sees the company, I'm showing you how the world sees you. And this is a really uncomfortable perspective for a lot of people. We're not used to thinking about how the world sees us. We're used to thinking that we can show up however we want. So the problem is that people try to be all things to all people. And instead of focusing in and honing on those key benefits that they naturally offer, they water down their benefits. And just like a brand that tries to be all things to all people, it's hard to get traction. For the first half of my career, I was a copywriter in advertising. When I was 24, I was the most award winning copywriter in the country. When I was 27, I opened up my first advertising agency with Target and Remy Martin as my clients. My work still hangs in the Smithsonian Museum of American History. And what I found as a copywriter and creative director for these brands is that when I could find the perfect words to identify a brand, that brand became more valuable, more admired, more loved. So the key was for me to unlock the positioning by finding the absolute perfect words that were going to inspire action and fascination in the consumer. And I found that what I really loved most about creating advertising messages for brands was being able to hone in on that core essential difference and the key of creating a great brand. There are two steps, little secret here. First step is how is the brand different? And the second step is what does the brand do best? Once you figure out how a brand is different and what the brand does best, it becomes really easy to create a positioning that the brand can just naturally live into over and over and over again. And the same is true for you. Once you can identify how you are different and what you do best, it's easy to have a wellspring as an entrepreneur because you can hone in on those areas of core focus. Now, I told you earlier about how women are willing to pay four times more for a pair of sunglasses with a Chanel logo, even though it's the exact same as a pair that doesn't have a Chanel logo. This phenomenon happens all the time in everyday life. Raise your hand if you buy Morton Salt. We're paying 187% more for Morton salt than regular salt, even though chemically it's the exact same salt. It's literally a commodity. So people are buying salt, but what they're really paying for is the Morton's connection to the brand. We see this happening all over the time with products, and we're familiar with that in marketing. But the reality is that the same is true for you. If you can identify what has people see you as being different and better than your competition, it becomes easier for you to charge more. So in all of marketing, what I learned from this decade as a creative director is you have a choice. You can either have the biggest budget or you can be the most fascinating. If you have the biggest budget, you can just pound the message in over and over again with television commercials. But if you don't have the biggest budget, then you need to be more competitive and you need to find something that's not only going to interest your customer, not just add value, but truly fascinate them. It's better to avoid putting yourself in front of somebody than to waste their time with weak communication. The same is true in your marketing. If you're not differentiating yourself, you might as well donate that money to a charity. Every time you communicate, you're either adding value or taking up space. So today I'm going to show you how to add value, how to create value. Every time you communicate in those first nine seconds of the attention span. The key is stand out or don't bother. Every time you create a marketing message, that message needs to stand out or else it's going to compete and fail. When I began researching brands in my last book about 10 years ago, I found that there are seven different ways that brands create marketing messages. I created a structure for developing marketing messages for any type of company or organization or person. And I found that each one of them creates a different type of fascination. It works differently in the brain. Five years ago, when my book came out, I decided that just simply as a launch technique, I was going to create a personality assessment. The assessment outdid the book. Within just a few months, we had 30,000 people do the assessment. That was for free. So I realized, wow, maybe it's not about writing about brands. Maybe it's about helping people figure out what makes them fascinating. And now we've had 600,000 people do the assessment all over the world, with research translated into 14 languages. So there are seven types of communication, and you naturally use two of these. One of them is your primary advantage. Your primary advantage is when you are in the flow, you are in the groove, you feel confident. You're more likely to persuade the person on the other side of the table. Your secondary advantage is the way in which you are second most likely to fascinate and impress that person. You also have a dormant advantage. The dormant advantage is exhausting. And when you have to use your dormant advantage, it just feels like quicksand. So, for example, if you have a primary power advantage, you're very comfortable in a position of being a leader who makes decisions for you. That feels like a wellspring. You could do it all day long. You feel confident in these situations if you have a primary passion advantage. Like me, you're a relationship builder, so you have a competitive advantage in situations in which you're going to go in and immediately create a connection with other people. Passion personalities like to come in. They like to talk a little bit before they do business. They don't tend to like spreadsheets. And when we do training with companies, we separate people according to different groups. We put the passion people together and the innovation people and the trust people. And the passion personalities are always really excited. High five. Woo. Love that. Awesome. While they're brainstorming Together, and then by the end, they've never actually come up with an idea. So the problem is that people, entrepreneurs tend to hire people like them. In other words, they're replicating themselves instead of optimizing themselves. So as you're watching this list, I want you to be thinking, which one of these seven is your quicksand? In other words, it's your dormant advantage, the one you're least likely to use, because that is the person that you most need to hire. A mystique advantage is almost like the opposite of a passion advantage. Mystique personalities like to stand back. They like to watch, they like to listen and observe. They want to take all the data and then find the right answer. So what happens in the workplace is the passion personality bounces in. Hi, how are you doing? How's your weekend? And the mystique personality doesn't really want to engage. They don't want to talk. They just want to get the job done for them. This all feels a little bit like much. So it's kind of like the. It's like the passion personality is saying, why don't you tell me you love me anymore? And the mystique personality is saying, I told you I loved you last year, and if that changes, I'll let you know. So we see that there are these dynamics all throughout all of our communication that we're not even aware of, but are actually extremely predictable. Prestige personalities are overachievers with higher standards. They like to push to the next level. Alert personalities are precise detail managers. This group scores incredibly low in alert, which is common among very successful entrepreneurs, because they tend to not be detail focused, not as concerned about implementation, innovation. These are untraditional problem solvers. They like to find a whole range of solutions. They love to be able to brainstorm. They don't think, 1, 2, 3, 4. They like to go, 1, 2, 4. And finally, trust personalities are very stable, very reliable. When we measure large groups of accountants or family physicians or mortgage brokers, they score very high in trust because their communication is naturally going to be extremely consistent and they're going to do the same thing over and over again. So if you open up the book, you will see that there's a matrix, and the matrix shows you how the world sees you. There are seven different advantages. Here you have a primary advantage and a secondary advantage. Your primary advantage, remember, is the way in which you're most likely to create value for other people. When you combine the primary with the secondary, that gives you the archetype. The archetype is a specific look at how you're most likely to be successful. In other words, if you're going to go into a pitch or a meeting or presentation or a speech or a difficult conversation, if there's one way that you can focus your communication, this is going to be the way that you are most likely to have a successful outcome. These are the adjectives which I'm going to get into in a minute. The adjectives are your positioning in a crowded marketplace. And when you use these adjectives in your copywriting, in your LinkedIn bio, in your self description, your introduction, you're more likely to be seen as confident and authentic by the other person. This is your fascination advantage. Your archetype is your fascination advantage. It's the way in which your personality is most likely to create value for your clients, for your customers, and for other people. So what I've done is in the same way that I used to do market research and positioning for brands, now I'm doing the same thing for you to find out what is your positioning in a crowded marketplace. It's almost like imagine you had a focus group of 100,000 people measure who you are at your best, and then I give you the words to describe that. There are 42 different archetypes. Each one of them has a slightly different style of communication. But when you understand which archetype you are, it becomes really easy for you to take the copy I've already written and to use it in your communication. When teams are built around different types of personality advantages, then people can offset each other and the team becomes much more highly functional and effective. This is what the report looks like that you have in front of you. So there are analytics that describe it, and then it gives you a clear description of how the world sees you, which is basically your marketing copy already put into a report for you. I'm going to take you a little bit into the data because this is where, from a marketing perspective, it gets really cool. Yesterday I did the keynote at infusionsoft conference and this is what their data looked like. Now, this is the raw data when I first get it from the analytics. Every conference gets a code or every population. Every team we go into to look at gets a specific code. Then we take those analytics and we put them into a format so we can find the patterns. And what we're looking for is what are their advantages that they're using and which ones are they not using. So this is how the icon participants compare to the average population. Now, I know that for you, this Just looks like a bunch of numbers. But for me, it looks like a fingerprint. Because before I go in and I work with a group to help them see how they can become more effective, this tells me everything I need to know about how their high performers are functioning. So here's how high performers add value to their clients and customers. The key is that they have a specific benefit. Just like the best challenger brands, Just like the market leaders, your personality has a specific benefit. And when you can hone in on that benefit that you provide to other people, it becomes a specialty. Clients don't hire you because you're balanced. They hire you because you're extraordinary in some way. The problem is people try to be great at a lot of things which simply doesn't work. As Dan Sullivan can tell us, there are two versions of you. There's a most valuable you, and then there's a least valuable you. The most valuable you is the one that's going to attract exactly the right clients who are going to pay you more for doing exactly what you love. When you're being your most valuable you, you don't have to change who you are. You have to become more of who you are. It's easy and it's effortless. And there's a least valuable you. When you're going through the motions, it's exhausting. You feel like you're moving through quicksand. So when you can identify this most valuable you, then it's easy to carve out a clear place in the market. So what high performers do differently is that they add a distinct kind of value that nobody else is adding. And on these high performing teams, each person is adding a different type of value so they're not overlapping. The key problem that entrepreneurs make when they hire is they hire to replicate themselves rather than optimizing themselves. Now, I think data is pretty sexy. So I'm going to show you some data about our population right here and how it's different than the average population. Here's the average population of 600,000 people that we've measured. Now this is you who can tell me one difference that they notice about these two pie charts. Prestige. Now, prestige is the language of excellence. So prestige personalities like to be able to push the results. They don't want to sit there and ramble around with mediocrity. They don't want to settle. They don't want to go home early. They want to figure out what is the outcome that we want to achieve. And then they know exactly how to get there. And they get really frustrated when the people around them don't seem to know what the outcome is. They want to be able to go, go. It's almost like they have a built in Ferrari engine. And this is a quintessential leadership trait. So you can see the average population has 16% prestige. This population has 30% primary prestige advantages. The average population has 8% that are detail oriented thinkers. This population has 3%. So that means that the way this group is most likely to communicate is through the language of excellence, of showing people how to improve, how to push their results instead of how to do a PowerPoint presentation. Now, here's the average results and here's what I want you to notice. The dark primary is the dark one. Dormant is the gray one. Here, watch this. You can see the difference between you and the average population. So look at prestige and then I want you to look at innovation, Prestige and innovation. So this is a very clearly defined group. And what we can see is that when, when Genius Network attracts new members, they're not just attracting any type of member, they're attracting a very specific mindset. And that's one of the reasons why the brand is so successful, is because it has a very clear positioning for people. You are 118% more likely than the average population. And I think that of the hundreds and hundreds of groups that we've measured all over the world, this is the highest percentage that we've ever seen. In one single advantage within a population, you are very likely to use power as well. 81% more than the average population. But when it comes to details, not so much. 61% less likely. So remember we were talking about most valuable you and least valuable you. The most valuable you is when you can be respected, competitive, goal oriented and focused on results. The least valuable you as a group is going to be when you're mired in the details, when you're getting in the weeds, when you're getting overwhelmed and by the minutia. This is the percentage of this matrix, of this population. So when we take and we look at what are the different archetypes that you have, you can see there's a lot right here. Who else is a visual thinker like me? For us, we have dots. And then we took it a step further and we said, well, how could we show this data even more interestingly? And so we did names. And we're going to print that out and give that to you in just a minute so you can see where all the names are in this room. 16% of you are one archetype out of 42. So think about that. We've never seen such a high percentage in one specific archetype. When you do your report, may I borrow your report? Sure. Thank you. Joel, when you go into your report, there's a video in there. And in the video, I describe how the world sees you at your best. And I give you the actual marketing copy that you should be using to describe yourself, your ideal positioning within the market. So if you're an avant garde, for example, in the video, I'm saying you provide forward thinking and enterprising leadership. Now, you don't have to use those exact words, but this is a positioning that's going to feel very natural and authentic for you if you're an avant garde. Another example is if you're an avant garde, you bring a fresh interpretation to the details. So in a sense, it's like combining marketing positioning with personality to get your ideal positioning. An archer, on the other hand, is totally different. So let's talk about alert, because you guys score very low in alert. An alert personality is on target, reasoned and pragmatic. So in the video, I describe you professional. You find precise answers to the most complex problems. You can hire and retrofit by figuring out what type of personality would be best for a particular job and then screen for that when you hire. I'm a catalyst. Catalysts are out of the box, social and energizing. So a catalyst creates out of the box solutions that might be a potential positioning I could use. A maestro is ambitious, focused, and confident. And this is language that you can use in a LinkedIn profile or that your team can use when they're understanding how each of them are different. A maestro has bigger goals and knows how to execute them. So data can be really sexy when you start looking at it and applying it in untraditional ways for a certain population. I want you to begin thinking about your own network. The people that you most want to reach. What do they have in common? What is their communication style that makes them want to communicate with you? This was a photograph that was taken of me in 2010. It was the lowest time of my entire career. I was struggling. I had gone from being an advertising creative director and made the leap into wanting to get into speaking. And my speaking career was absolutely leveled out. I could only charge about $3,000 per speech. I was exhausted, I was haggard. I wasn't seeing my kids. I was on the road all the time. And so I decided that I needed to position myself more clearly within the market. So I took my book Fascinate, that had just come out that same year, and I put it inside of a box for speaking. There are four people you have to compete against. One of them is more famous. One of them is more specialized. One of them has a preexisting relationship with the bureau or the client. And the last one is kind of the pet. Like they're an internal somebody that somebody's championing for internal. So I knew that I had to compete against those four factors. So I created a box that was almost irresistible to open. And so when people got the box, I wanted to create a fascinating experience for them based on my positioning of being able to help people differentiate themselves. And then I wrote a letter to each person that I was sending it to. We only sent out 100. And I wrote a letter to each person telling them what I thought made them fascinating based on their online brand. And so it wasn't about me. It wasn't a promotional package. It was all about them. And then we set them up, we lined them up. We sent out 100 of them and put them in a box and shipped them away. And I said to my kids, this is almost like a golden ticket. It's almost like one of these boxes has a golden ticket inside of it. We don't know which one it is. So we have to pack them up all nice and neat and ship them out. And apparently they all had golden tickets because my entire calendar was booked within two weeks for the next year. And I was able to raise my fee to $35,000 per 1 hour speech. So the difference of positioning made a huge difference in being able to not change my content, not change who I am, but change what the perceived value was, just like those Chanel sunglasses. So the same is true for you. When you have a clear and distinct unique positioning, it becomes much easier for you to stand out. And now when I speak, I can choose whichever audiences I want, which events I want. I have a career that I absolutely love. And I'm actually not on the road very often because I can be so profitable within a given event that I don't have to do it very often. So we can scale the business and create systems that companies can use to be applying this. In 2011, I spoke at National Speakers association, which is one of my favorite organizations in the whole world. And in 2012, I was honored to be invited into their Professional Speakers hall of Fame, of which Joel is also a member. There are only 200 members in the whole world, so I'm honored that we get to do it together. So after I had been doing speaking, I realized that I needed to be able to scale this because the problem with speaking is until I can replicate myself, then I just end up spending all my time on an airplane. So we began looking at how could we potentially grow our email list and how could we turn this into a replicable system? So here's what we've learned within our own list about how we apply our system to our customers. When we launch a product or we release a new program, we find that innovation personalities are the fastest to adopt this system. It's really easy to get them to understand a big conceptual leap. Passion personalities are most likely to share content. They make impulsive decisions. They buy based on how they're feeling. So when we target to passion personalities, we put in a lot of adjectives, a lot of stories, a lot of body language. When we target power personalities, we know that of our list, we segment according to industry level, gender, geography, and how they describe themselves. So we have all the data of all these people in those segments, but then we also know their personality. So we send different types of messages to different personality types because we know how they want to be communicated to. So we wouldn't send the same type of message to a passion personality, which wants to have an experience as we would send to, say, a prestige personality. Prestige personalities are the number one investors in our systems. They invest in themselves, they push themselves with higher goals, and they're not afraid of big packages. Trust personalities are very slow to convert, but once they've converted, they stay with you. Mystique personalities for us have an open rate that's three times higher than the alert personality. So when we target a mystique personality, we know that they're going to open and we want to talk to them about themselves because they tend to be more introverted and they're not used to getting information about themselves. So if you're interested in getting this kind of information, let me know and I'm happy to help talk to you about how you could potentially be applying this within your own lips. Here's an example of how we use it. This is what our list looks like. Our list is 19% passion advantage, probably because groups tend to attract who the leader is, and we only have 8% alert. This is our revenue by advantage. Alert personalities are only 2% of our revenue. So we've learned that if we're going to do strategic polarization, that we don't need to target alert personalities because they're unlikely to invest with Us, anyway, we track every single purchaser by personality, more so than any other factor. So that when we follow up and we do customer service, that we know we're going to be able to talk to them in the way with which they want to communicate. Over the summer, when I was launching my book, we tried a lot of different things. There were two things we did that were most effective. First thing that we did that was most effective when we launched the book was we segmented the list by Advantage. And when I talked to say, alert personalities, I would say, I know you want details, you want a system that you can apply over and over again that's fail safe. And so turn to page 82 and I'm going to give you the exact bullet point steps that you need. Now, I would never send that type of message to an innovation personality. They don't want a bullet pointed list. The innovation personality wants to know, how can I change? How can I make the biggest change possible? So we created totally different messages for each of them. So in other words, every message that we had had seven different versions based on the communication style. The other thing that we did is we created an initiative, a movement named Project Fascination. My goal for Project Fascination, we wanted to show 100,000 people how they naturally add value. And it was a pay it forward program that we released. Codes. Here's what this looked like. People could come to a landing page, and on the landing page, they could type in their email address and they would immediately be given a code for 100 free $37 reports. And they could share them any way they wanted to. They could share them with their team, they could donate it to a high school, they could put it out on Twitter, they could send it out to their list, they could do a contest, they could do a blog post. However they wanted to do it was fine with us. The only stipulation was they had to be doing it with the spirit of showing other people how they add value, not talking about themselves. And so to do this, we created an advocates kit. The kit says this kit contains everything you need to inspire people to discover who they are at their best. And we created blog posts that they could cut and paste tweets they could use. We created a whole community and a conversation around this. We never sent it out to our list because we have paying customers. We wanted to have integrity with making sure that we weren't undercutting the people who were paying. So this was completely organic and native. The first day we had 20 codes. Second day we had 200 codes. Used so on and so forth. Within 30 days, we had 100,000 people who'd participated in the program. We tried to shut it down because we had hit our goal of having 100,000 people see their highest value. And there was such an outcry, we left it open for one more week and we had 20,000 more people who did it. The program's no longer available, but we kept open the Facebook conversation that was going on around it because we found that it was so inspiring. We had 3,500 people who signed up to be advocates. And those people were essentially, they were almost like referral partners. And so out of that, we created our certified training program. We created all kinds of cool communities that live on. So let's take a look at Joe. Joe is an avant garde. Like 16% of this group here, the avant garde is described as original, enterprising and forward thinking. That means Joe has a competitive advantage in situations in which he can win by being original, enterprising and forward thinking. If he were going to be describing himself, he might say, I have original ideas, an enterprising mindset and forward thinking results. Victoria Labaume, who introduced Joe and I through a video, is also an avant garde, original, enterprising and forward thinking. Lisa Sasevich is a victor, classic Victor, A leader who wants to be able to focus on the goal. Respected, competitive, results oriented. Now, remember when Lisa was up here earlier and she was talking, you can see, didn't you have tremendous respect for her? And you can see how she's competitive, that she doesn't. Not only does she not want to lose, she doesn't want her participants to get a lesser result than they could. She's very results oriented. When you read this book, you'll see how she lives into being respected, competitive and results oriented. Because remember, the assessment is measuring how the world sees her at her best. Now, Lisa, what would it feel like if I said to you, listen, I want you to coach this group, but don't push them too hard because they really just want to have a good feel, good experience. What would that feel like for you? Yeah, you would hate it, right? Could you do it if you absolutely had to? Would it feel authentic and comfortable and confident for you? It would be a disservice, right? Because you would not be being your most valuable you, you'd be the least valuable you. Now, there are other personalities for whom it would feel incredibly empowering and confident for them to come into a group and be loyal, nurturing. And so when you're hiring Lisa, you may not want to hire another victor. You may want to instead hire somebody who's like say a beloved or an advocate or a different personality type. Now when we, I had the honor of being able to take a look with some of the sassies. And when we measured Lisa's group, we found that her group scores like Lisa, extremely high on power and on prestige. So she's attracting the kind of audience. So when Lisa communicates with her audience, she doesn't want to use loosey goosey language. She doesn't want to give vague outcomes. She wants to talk to them in the language of confidence and excellence because that's how they're most likely to respond. When I did a partnership with Dan Kennedy, we measured GKIC and we wanted to understand how his audience would respond. Dan is a mastermind. Mastermind is power plus mystique. These personalities tend to be like chess players. They like to stand back, watch, observe, think two steps ahead and figure out what the move is going to be before they take any action. Methodical, intense and self reliant, Dan came, flew his private plane to spend a day with me to learn about the system and to understand how he could be applying this not only for marketing but also for large groups to see how we could analyze them. And when we went inside gkic, we saw that among those entrepreneurs, the maverick leader was their number one archetype. The maverick leader is a big conceptual thinker. They hate getting mired down. They like to be able to see what the possibilities are. And they tend to lose their car keys. I'm a big fan of Jeff Walker, best selling author, creator of pllc. He's a maverick leader, as is my husband Ed, who's my partner and the president of Fascinate and is downstairs. Hi honey. So here's a marketing principle. Remember we said before it's better to every time you communicate, you're either adding value or taking up space. And if you don't have the biggest marketing budget, then you need to be the most fascinating. This is what my business card looks like. And when you go through the business card, it's the same system that we've been talking about. How do you fascinate? And then when I meet them, it's not about me, it's about them. So you fascinate with passion or you fascinate with innovation or power. And when I give out my business card, do you think they stick it in a file somewhere, crumple it up, throw it away? No, they keep it forever. In fact, we found that there is an average of 10 exposures for every business card, meaning for every business card I give out, they show it to 10 other people. The business card costs $2 each, and we calculate that every time I give out a business card, we make $48. So the key is, don't put out the most marketing messages. Put out the most fascinating marketing messages, and when you do, you're going to be far more likely to keep your audience. This is a photograph of my dad. He's 82, he's a retired surgeon, and I had dinner with him recently. And he said, do you like my shirt? It's team fascinating. I said, how is your shirt fascinate? And he said, I'm wearing your matrix. So the key that my dad taught me is don't change who you are. Become more of who you are at your best. It.