The #1 SKILL To Be Successful In The TWENTY FIRST CENTURY! | Jay Abraham

You have to fall in love not with your business or with your industry or with being the fastest growing company. You fall in love with the clients you serve and you live for the privilege of enriching them.

I'm curious to know, from your perspective, what do you think the number one skill to kind of really grow successfully in the 21st century would be right now?

Geez, I think it's. Let's. Can I give you a duality? I think the first has to be that your value proposition has to be superior to all the generic competitors that you're competing against, unless you're cheaper. So that's still a value proposition. Other than that, your ability to leverage up performance.

Beyond that which everyone else does, your ability to market, advertise, sell position, preempt.

Let'S say monetize better, convert better, sustain better, you know, have more ways to qualitatively retain the monetization in the relationship. But I don't think a lot of people are very skilled in that, frankly. Pardon me.

Yeah, no worries. You know, how much, you know, you kind of brought the subject or the concept and even the tactile, the tactical side of preeminence to the marketplace. How important has preeminence been in creating successful organization and helping people create the leverage you just spoke of?

Well, let's see. I taught it to Tony Robbins. I taught it to Daymond John. I taught it to David Asprey of Bulletproof Coffee. I used it at Entrepreneur magazine.

I taught it to company that went from number nine to number one candy company in China. I taught it to a company that had one cosmetic surgery office and now has 87 in Japan. So I'd say pretty. I taught it to the assistant. I studied the co CEO of Keller Williams. I taught it to the guy with Planet Fitness. So I'd say pretty important.

Well, let's break down preeminence a little bit for the audience, if they don't mind. If you don't mind. Because it is such an important factor. I mean, it really is, and it's such an important tool. I'd love to be able to kind of break it down for them just a little bit.

Yeah. So.

Let me give you the origin of it so that if I just don't go into the literal explanation of what it entails, people will understand why it's so important.

25 years ago, I had a client that I learned more from than I taught. I taught my methods, but I learned more from them. They had a company in the publishing business that was three Times more successful than their closest competitor. They were many more times than three, more profitable. They had more premium price products and services. They had a much longer retention and average purchase price and lifetime value. And the people that worked there were the most qualitative, impressive, driven, dynamic, collaborative and purposeful, passionate people I'd ever met. That intrigued me. And so I did an exchange, Steve, and I traded them $500,000 of my services for the privilege of spending a week interviewing their entire organization, trying to reconstruct what it was that they were all about. And just to put it in even one more perspective, the guy that ran it, that was the.

Architect of all this success, came from one of the very large.

Private equity firms and investment banks. And he was a really brilliant guy that was a very, very brilliant PhD entrepreneurial type. So I spent all this time and what happened was I got over 1,000 pages of notes. I interviewed management, employees, clients, everybody. And I distilled it into a thesis that I gave birth to, geez, I don't know, 20 something years ago, pardon me. And I called it the strategy of preeminence. It became both. Please forgive me, I'm not sick with COVID I am.

A friend. I just did peppermint before.

No worries.

It is a combination of a strategic philosophy or philosophical strategy that becomes the core foundation of an entire business. It's the denominator of the culture. It's how you form your advertising, your sales approach, how you deal with your buyers, your team members, your vendors. And so that's the basis. So let me give you just the very short. It takes about three hours to explain it in its Steve, but I'll give you the quick short. So the first premise is you want your business, your company, your practice, your people, your products or services to be seen in the eyes of the market as the most trusted advisor your marketplace could turn to for life. In the macro categories that your product or service delivers in, you want to be seen as the only viable choice they could turn to for what they want to do. The most trusted advisor, the only viable choice. The only way you can do that. Again, according to my thesis, which is plan, which was proven out pretty well, is perspectives that are unique and decisively different than the rest of the maddening competitor crowd, number one. Number two, to keenly and clearly understand the mind of the market, you have to be able to examine, appreciate, evaluate, understand.

Respect, acknowledge how they are seeing life and what drives them. Hope, fear, motivation. Because they are the ones you have to basically connect with and you have to Acknowledge that you understand them, you appreciate them. You have to be committed that your company honestly and what you do in the price point or the positioning renders a greater value and produces greater impact outcome, result, benefit, advantage, enjoyment, entertainment, whatever the product or service does than anyone else out there. And as such, if Stephen, you believe that to be a truth, you have a moral responsibility, an obligation and the privilege to try to reach as many people as you can very least appreciate, understand and evaluate your value prop. Because they are going to be disturbed if they don't. And if you know that you produce impact, outcome, contribution, value above and beyond your competition, direct and indirect and indirect means other forms of getting the same outcome. You have a moral responsibility to do everything in your power to not let the competition get that business. Not because you hate them and you wish they would die, but because the buyer will be deserved. Another category is that the way to express most powerfully your message to the audience is through metaphors, similes, analogies, things they can easily relate to that they already have a historic, a clear cut understanding of in other parts of their life. So you can show them that what we do in this field is like this in that field, or like this and that. And it's easy way to communicate. A very critical part of it is that you have to shift dramatically your passion and purpose. You have to fall in love not with your business or with your industry or with being the fastest growing company. You fall in love with the clients you serve and you live for the privilege of enriching them. You have a belief system that. I'm so sorry. Every time you interact with anybody for any reason, no matter the minimal amount of time, your job is to make them better off because they were in your life, not wait for money to change hands in order for you to start investing in the relationship. Because you believe beyond all belief that it's only a matter of time before the people that should be dealing with you will. So you don't have to wait for money to change hands before you start contributing.

You can't let people buy less than they should or more than they should, unless quantity, quality, consistency or frequency than they should because you're disturbing them. You can't let them buy too much. You can't buy a lot of buy too little. At least you have the responsibility to make them keenly aware of the implication of buying too much or too little. And then they can do whatever they want, including not buy from you.

I use the word client as opposed to customer. And the reason very psychologically Critical people that call the people they sell to customers. If they look up the definition of a customer in Webster's Dictionary, which I don't know if your people are all in North America.

They'Re all over the.

World, but we have a huge chunk in usa.

Well, our dictionary, Webster's, I don't know what you use in some of the other countries, but a customer is merely somebody who buys a commodity or service. So if I call you a customer, Stephen, what I'm saying subliminally is that I'm no more than a commodity. I'm a marginalized provider of the same product service you can get from anybody else. And by the luck of the fake gods, if you condescend to give me your business over you, it's just fortuitous. There's no reason why. Reason why is a key driver of this as well. And probably the last thing I'll tell, because there's lots of elements to it. But the last thing is you have three categories of clients. Oh, excuse me, I didn't finish. A client definition is somebody who is under the care, the protection, the well being of another. So it elevates the stature of the relationship in your own eyes and how you deal with that client. Now, the last thing is you have three kinds of clients you serve. The first and the obvious one are the ones that pay you.

Just peppermint dribbling down. The other two are the ones you pay your team members, your vendors. You have responsibility not to try to squeeze everything you can out of them, but to grow and develop everything you can within them so that they will grow more prosperous, more successful, more valuable. And the last thing, probably just in the quick distillate of it, is everybody needs to be on a crusade or a mission on behalf of the buyers that you're targeting. And if they're not, it suboptimizes. You got to get everyone mobilized and animated in the same spirit. That's pretty much it.

No, I love that. I know, and I know everybody can dig in more. I mean, obviously preeminence is, is, is something that's incredibly powerful to the marketplace. I want to come back to the competitor side for just a minute because when I was an early entrepreneur, I'm talking two, three years in, right. I would see my competitors, they would have all the nice stuff, and I'm in here. I am struggling to get by with what I've got. You know, I'm doing what Tony would refer to as being resourceful. So much so that I literally built my Scaffolding out of the trash piles.

Right.

You know, so there was this element of trying to understand what my competitors were doing well and not so well. But I also found myself almost going towards that, for lack of a better word, that what do you want to comparison scenario? In other words, how do we evaluate our competitors to learn and gain perspective to better our own businesses, our own identity, our own self rather than falling for the ultimate trap of they have stuff I don't have. So now I feel inadequate.

Yeah, well, I mean one of the more interesting insights that I countlessly.

I just fascinate by Stephen is that the majority of entrepreneurs don't have a clue. They don't have any idea what strengths, weaknesses their competition direct and indirect has, why people buy from them don't, how they sell differently, what their.

Their.

Advantages, what their marketing says they target. They just go blindly into the world. I make sure that everybody I ever work with knows everything they can about the people that are better, worse, different. They study people in their field, in related fields, outside their competitive market and other kinds of ways of satisfying the problem. For example, if you sold a supplement for weight loss, you'd want to know what every other weight loss supplement does. But you'd also want to know what every portion control, food provider, Jenny Craig, Weight Watchers, you want to know what every equipment maker, peloton people sell Bowflex, just independent, you want to know that sell personal training, personally, live or vicariously. You'd want to know all these things so you could evaluate where you lie on the continuum. And you want to look for niches because if you're not stronger you better find an advantage and if you're weak you better figure out how to make yourself stronger or not compete in that arena. You'd want to see media, you've never thought about positioning, you've never thought about all kinds of things like that.

Yeah and you know with several of my businesses of the seven are tied to construction related industry and that industry historically especially if working in the new construction side of things it's historically been recently over the last decade more about price, more about trying to figure out what the value add And I like the fact that you mentioned that, that that alone is not going to be enough and you become an expendable commodity. So if I take the essentially what you've been teaching all this time and I start to apply that to my business, what I'm going to be going to do in the marketplace is going out and learning from even people that didn't buy from me, why they didn't choose me to begin with. And then maybe some of those things would be different.

Why they didn't buy what they bought from who they bought, why and what the big motivators were other than price. And if it was price, you know, why do you not have enough advantage over to overcome price? I mean, use this as an example, and I'm not saying it with arrogance. I get paid, I mean, a staggering amount per hour. I mean, it literally.

It'S like 20 times, it's more than 20 times. It's, let's see, it's probably, you know, we get $15,000 an hour when my competitors oftentimes, you know, the generic ones get $300 an hour.

Yeah.

Well, be able to demonstrate an enormously value proposition if you want to charge basically 70 times more, don't you?

Yeah, absolutely. I mean, absolutely. I mean, I mean, I think that goes back. The reason I'm bringing this up is because I feel like early entrepreneurs, aspiring entrepreneurs, people that are 5 million and below, that's kind of, I'm using that as a tool. So they're getting started or they have a good sized company at the moment and they're in their building. I think oftentimes it's really easy to get lost in the minutia of the marketplace where you're not able to take a step back and actually get perspective in these given areas. You know, one of those areas that I've heard you talk a lot about specifically is also uncovering the hidden pain points within your own organization, within your own self, as it relates to, you know, uncovering your blind spots and trying to create leverage from there. How does one actually go about, you know.

I guess assessing where they really are in the marketplace? In other words, how do we stop the craziness and just stop them in their place and begin to give them tools to win?

Well, I think the first thing is really giving yourself permission that our society has imputed that we need to be omnipotent. I don't know anyone, certainly myself included, who's even close to perfect. I've got certain strengths. I'm very good in strategy, I'm very good in, in competitive areas, marketing, business, modeling, revenue system optimization. I have no skill whatsoever in managing and hiring in operations. And so I don't want to do it. But you figure out where are you the strongest? Because if you don't operate in what I'll call your greatness zone, you're going to, you're either operating in the magnificent part or the mediocre part, if you operate down here, it's very linear. There's no leverage. You want to operate where you have the most upside leverage. And to first do it, you got to do a reality check. What are you strongest at, what are you not strongest at? What is your company have asset resource wise, what doesn't it have? And then you've got to play to the strengths and you've got to compensate for the weaknesses. Now a very, a very critically important insight and it's a little rogue on what you're asking, Steven, but it's very relevant. Long ago I realized that there is no reason that any business, any entrepreneur, any business owner, any startup needs to ever feel resource impaired ever again. Because whatever you don't have, someone else has. And if you can figure out an equitable way that you can get them to make those resources available to you in some participatory way, pay for it out of the results they produce, the money they make, the sales they make, the savings they make. And when you can do that, I've done billions of dollars for clients and for myself over the years who didn't have a lot of capital but were able to tap into other people's resource base, buyer base, sales based, technology based, expertise based, manufacturing base, et cetera, and create explosive growth and success.

Now are we talking, I mean, maybe this is just one version of that, you know, for our live event we've got coming up ourselves in October. One of the things that we're doing specifically is we're partnering with other industry leaders in the form of affiliates. Cause they have an audience that I have yet to fully gain, but yet I have products and services that they don't have to market to their audience. Is that what you're talking about?

Yeah, I mean, that's one way. I'll give you another approach. I mean, years ago, one of the greatest success. I'll tell you a couple of them very quickly. So I'll tell you ones that people will resonate with. So many years ago I used to go to China all the time and I would help people in very qualitative entrepreneurial endeavors. And one time at a seminar I was doing for entrepreneurs, a young man came to the mic and through translation asked me, what do you do if you're too small and the bank will not lend you money to grow? And I asked him the question, I ask always, what would you do with the money if you had it?

What are you going to do with it? If you have a moment, I gave you the Money, what are you going to do with it? He said, I have a small local motorcycle manufacturer, not only in China, Stephen, where there might be 100 million population city, could you possibly have a local motorcycle manufacturer? But he did. If I had the capital, the money, I go all over Asia, I'd open up a factory, I'd hire.

Workers to make my motorcycles, I'd hire salespeople to go all over Asia and recruit dealers and sell my motorcycles in 10 or 15 countries. And I said, okay, so what's the problem? And he goes, I told you, the bank won't lend me money. You don't. Your problem is always the solution to somebody's bigger problem. And I said, I want a field trip around Asia. Find somebody in a non competitive but a complimentary business, somebody who's doing something that relates to what you're doing, but is not competitive, that has a large factory that's being underutilized, that has salespeople, dealers all over and partner with them. And that took me literally, Stephen, what a minute. Yeah, I left and came back about 15 months later and did another seminar. And this man came back and he came to the mic at the end when we do question and answers, that we did, and he smiled like the Cheshire cat. He said, I did what you said, Jay. And I said, I don't even remember because I spend all my life answering questions, solving problems, untangling Gordian knots. He said, I went all over Asia and when I got to Malaysia, Kuala Lumpur, I found Asia's largest lawnmower manufacturer. Very nice, man. He said, they had literally. Hold on, my phone is vibrating on my leg. Literally a massive factory. They weren't even fully utilizing second shift.

They had dozens of salespeople all over Asia. They had thousands of lawnmower dealers. And we made a partnership where I brought to him the tools and dies. And if you don't know what that is, not you, but your people, those molds you use to form different pieces of metal that you put together in assemblies, that you put together and assemble parts or products. He said, I went and taught the factory workers that he hired how to manufacture. I taught his salespeople how to sell our motorcycles to both distributors and dealers, and how the dealers would sell motorcycles, how their lawnmower dealers would sell them to their clients. And in the first year, we both made $10 million profit just from that money connection. I've done tons of things like that.

A great story, which I think is pretty cool. Many, many, many years ago. Everyone probably knows what Carnival Cruise Lines Are they're largest and they have five other lines. Norwegian, Norwegian, I can't remember what it's called. They have all these lines around.

I had no idea they were sister businesses or sister companies.

Five different brands all over the world. When they started. A friend of mine worked for them and literally they had one secondhand ship. Ship. It wasn't a big one. They were so poor they could only afford. True story. To paint it on one side. People, they always brought the ship in on the painted side. So.

Go out every week half empty or half filled. And if you consider it probably had 800 rooms back then and 400 were not being used. My friend who worked there when they had only one second hand ship realized that that was $400,000 a week literally going down the tube. And he came up with a brilliant idea. He got the owner to let him call on hundreds, actually thousands of radio stations, television stations, magazines, newspapers and trade them advertising they would run in their media for credits to be used on his ship. Now that was brilliant because he had $400,000 a week in buying power he wasn't using. So he was able times 52. That's $20 million. Jesus, 30 years ago, which is 300 million today that he got free. But he did one more thing. He knew that if they use these credits right away that would fill the boat. He wouldn't be able to bring any cash.

Cruiser cruise clients in. So he gave the media two years time that they could use these credits. But he used his advertising right away to bring in cash. And that's how they fill boats and that's how they bought more boats. But I've got, you know, I've got 40 stories like that of things you never would have thought. I'll tell you one more because I know you got a lot of startups here. Great story and it's a true story and it's a wonderful story. There's a man in Northern California who always loved Porsche automobiles. Now I own a lot of cars and I happen to have as one of them a Porsche convertible. They're really cool and if you love the, you know, you just, you're, you're in love with him. But this man couldn't even afford to buy a used one. But he loved them and he just was. His dream was to buy a new one, but he couldn't afford even a used one. And he found out a small Porsche dealership was becoming available for repurchase. It was existing in Northern California. He didn't have a pot to piss in. But he went ahead and applied and got all the dealer documents and all the, you know, all the, you know, the manuals and the relations and the, and the governing responsibilities and rules. If you were a dealer. And he was reading through it and he saw one little part that gave him a brilliant idea. It said they might have changed it now, but this is when he did it, that a dealership could sell a, they could let anybody drive a new unlicensed Porsche with dealer blades for up to three months or 3,000 miles and it would be able to be sold as new. A demo.

Oh, okay.

Yeah. On how many demos he could put out with that one piece of information and no money, no money at all, Stephen. He ran ads all over California and the ad said, drive a brand new Porsche automobile every year for the rest of your life. For a one time investment of $75,000. He got over 200 people to send him 75 grand. He let them all. He used that to buy the dealership. The dealership cost a million dollars down with a half a million more. He didn't give away one.

Point in equity or dilution. He didn't have $1 of loan obligation. Half the people that drove that, he gave each one a demo for three months have kept them and bought them at a discount. They all became his referral sources. But I mean, when you understand that you have this enormous capability to use ingenuity with, you have to understand the opportunities that surround you. But once you do, I mean, it doesn't matter if you have no money, doesn't matter if you don't even know how you're going to compete. I created a $250 million seminar business about 25 years ago when I was your age, just by partnering with Tony Robbins and Success magazine and business booksellers and a bunch of financial newsletters that all had direct trusted access to entrepreneurs. And they recommended and endorsed my programs and we made, literally we did $250 million, which is a quarter of a billion dollars at any fixed investment. So, I mean, a lot is possible. I've been privileged to experience a lot on a worldwide basis. But I mean, there's no reason anybody would be. The only reason that anybody should be.

Should be limited is their mind is limited, has nothing to do with what's possible. And you don't need capital to do it. You don't need, you just need, you don't need, you don't even need a lot of skill. You just have to understand how to harness assets, access opportunities and really do the most with it. And I've got tons of stories like that.

No, I love that and I love the fact you gave examples because I think, you know, there might be someone listening here. He says, you know, I got a decent sized landscaping company. How do I do this? Like, well, well, maybe you can partner with the folks that sell you mulch. Yeah, there's some, there's some horizontal integrations and even some vertical ones maybe down the road.

Let me give you more. That's. Yeah, this is, I'm not trying to interrupt you, but quite profound. And this will get people thinking. So many years ago I realized the correlation between any kind of home improvement. You're in businesses, maybe you sell home improvements, I don't know. But there's a phenomena that no one really understands until you start trying to look at correlations, implications, anomalies, associative connections and relationships between one kind of a transaction and another. So if you talk to anybody, I mean a group of anybody, get enough critical mass so that the law of averages work. Who has ever done even one, one.

Home improvement? Let's, let's. The new and the normal one's going to be a kitchen remodel. Yeah, sure. So you got this, let's call. You say you have a 30, 40 year old home and now you've got a modern kitchen. Right. But then every day you come home and you look at this modern kitchen and you contrast it to this 40 year old rest of the house. So what do you do next?

Yeah, and you maybe do the carpet and the walls and maybe the roof and maybe the garage door and maybe the landscape. And maybe you do hardscape, which is patios.

You know, fireplaces in the back. Maybe you do a pool or Jacuzzi or anything. But there's a strong correlation to why the people that do one to doing many. So if you connect with any, doesn't matter, any kind of a home improvement company, their buyers, if they only sell one home improvement, are great prospects for any other kind of home improvement. So too are their non sold prospects because they probably went somewhere to do it and if they didn't yet do it, all the better.

Yeah, I love that. I love that. Well, I think it goes to show why your mentorship has been so effective with so many. Well, let's just call it what it is, world changers. I mean the people that you've impacted and that you've personally worked with have been world changers. They've, you know, I've got this piece in my heart about trying to create A legacy that outlives me, which you've done in spades. And so I kind of have a selfish question in that at some point in time, I myself would like to become what I recur, refer to as a world class mentor. And as a result, as a world class mentor yourself to so many amazing entrepreneurs and you've done so much. What does it take or what can we learn now to begin working towards the process of becoming a world class mentor that really assists others, others, you know, advancement.

Well, the first is you have to put the other side's best interest ahead of yours. Always.

The concept of adding value is a very overly worked and overly beat up concept. You can't wait for me to say, okay, how can I add value to you, Steven? That's not the right question. It's knowing where you can add value.

And being able to demonstrate firsthand by connecting dots for somebody where that value is so they'll want it and then truly being able to deliver it. And no matter where you are on the continuum, you start by producing a lot of successes and getting them documented. Generate a ton of testimonials and case studies so that you can leverage them if you can do it. Every level of business performance has within it levels of influencers. Somebody who influences a $200,000 business probably wouldn't be the same kind of influencer as somebody who would influence a $200 million business. So find the influencers on a progression as you keep moving up your game on who influences the market you are serving now. Get them to let you contribute to them, ask them to nominate people you can help and judge you accordingly. So you can build a, a massive, massive collection of testimonials, endorsements, and then you just keep moving up the food chain. That's what I did and I had to work my ass off. It doesn't. People think you can do it overnight. You have to earn.

Yeah.

Performance. Not through rhetoric, but it's not hard if you can deliver. And if you can't deliver, figure out how you can. That's a very, maybe a cold sounding statement. It's just pragmatic.

No, it's, I mean, it's a true statement. Right. I mean if the reality is, is the, the influence you have in the marketplace and you've had for a long time now would not be there had you not super served other people and help them with their initiatives.

Yeah. You can't bullshit.

Yeah, yeah.

And if you can deliver and you're the real thing, and the real thing is a relative statement, the real thing to somebody that your audience. I mean, I may be. I mean, I have great compassion and empathic respect for any entrepreneur at any point, starting out small. But most people that are sophisticated aren't going to be the right advisor for somebody who's starting out because they don't have enough moving parts. They don't have a lot of infrastructure, a lot of capital they're wearing. They have to pick and choose, and they need somebody who can get down in the dirt with them, so to speak, in the weeds and help them. But then as that, as that entrepreneur grows to a larger. When you get, you know, you've got them under 5, when you go to 10, it's a different. When you go to 20, different. Going from 20 to 40 million is different. 50 million above is different. They're different needs. But if your goal is to get to that point, you just cycle it through performance. And it's not just being discovered. It's going out of your way proactively and strategically, Steven, to gain the awareness of the people who on the continuum have the ability to influence the target audiences you would want as you evolve and progress. And I always would go to people when I was younger and say, look, you don't know me. I want to make a difference. I'm going to help you. I'm going to give me anybody that in the realm that I'm operating now that I can help. I'm not going to charge them, not going to charge you. If I don't perform, banish me from your kingdom. If I do, you're giving me the strongest endorsement and judge me accordingly on the results I deliver for you or others. It's pretty simple.

Yeah, but I think even as simple as it is, I think it's scary for a lot of folks to put that risk out there, you know, But I think it's because they're for me. And you could correct me if I'm wrong, but it seems like they're. Their identity might be tied to the wrong thing. It's not about actually proving results. It's about becoming known.

Yeah, but ultimately you live or buy. You live or die. I mean, if I sell you my program and my program, I mean, there's two kinds of content. There's great content that people don't execute on, and there's crappy content that people work really hard. And it doesn't work if you've got great content but people don't execute. That's what we call normality. Because Only frankly, about 5% of the people that ever buy anything, do anything with it. Most people.

Tragically. But truthfully they look at expertise as intellectual entertainment. But if you methodology, ip proprietary methodology, techniques that deliver madly if somebody works them, that's the first imperative. You need that.

Yeah. I mean speaking of a couple programs that work really well, I know that Beyond Exponential has had a lot of, a lot of success on its own in helping people. The triple play matter of fact, where if, you know, I'm a big believer in all the work that you do, like obviously where would people find that particular program? Because I think that's a great entry point for someone who is trying to break through through kind of get into some of the beginnings of preeminence and some other things. I mean it's a great thing. Where would people find that at.

Actually right this moment, probably the only way you would find it is communicating with my office. Because we've only offered it limited to Tony Robbins audience and a couple of internal ones. But we're getting ready. It's a new methodology that's taken me a lifetime to figure out. But basically it's a no investment, no risk system for taking profit performance literally beyond exponential. And it's got 50 different ways you can do it. And it shows people how to move everything they do from incremental to exponential and beyond. It's really cool. And it teaches all these different ways. You can take anything you're doing and make it do more for you, faster, easier, more profitable and safer. But we don't really. It's not in the market formally now you could connect with. Well, I guess you could connect with our head of program admissions. That's probably an easy way to do it. His name, Bob Callisante. And I can give you.

Is this recorded?

Yeah, this will be recorded. I can and I can always put in the show notes as well if you guys are okay with it.

And he can tell everybody about it because it's a wonderful program. There's nothing like it. And it's an infallible program if you work it. And, and we put people into a 13 week experiment and something like 65% had successes over 45% profit increases in the first 10 or so weeks. So it's pretty powerful. It's normally a 13 week program, but I put together a 39 week extended.

And it's a really cool version, but takes a long time to explain it. But they're interested, tell them to contact our, our colleague who walk them through and see if it's appropriate for them.

Yeah, I'll do that. In fact, what I'll do is I'll go ahead and connect with the team. Your team has been very awesome in working with me and stuff like that. As you can imagine, it's clear they live and breathe preeminence and everything that's associated with it because the culture is phenomenal. I'll make sure I get an appropriate link for them. And if you're okay with sharing that the audience, I'll be happy to share with the audience.

Offer it more publicly. I haven't yet. I've been using it for very high performing people. But it's a great way to take whatever you're doing and make it really explode. Your bottom line. And just for people's comfort, it's much easier, believe it or not, to grow your profit than your top line. Your bottom line not producing anywhere close to the results, the yield, the income, the, you know, the level of success that your effort deserves. You just need to know how to do things differently.

I love it. Well, look, I can't thank you enough for spending some time with me today. I can sit here and listen to you and be mentored by you all day long, hands down, with no problems. With one final question I have for you though. Just because the name of the show is stuck to unstoppable, what is the definition of unstoppable mean to you?

I mean, years ago I was fixated with language patterns and I had a very fascination with words like indefatigable, undefeatable, imperturbable.

I mean, I think that setbacks, reversals.

Disappointments are a natural part of life and they're even a more frequent part in business. And if you understand it that when you were a child, a little child, you failed more times than you succeeded in your effort to learn to walk or talk. I mean, I mean, and.

One of my friends who's a former, former three time super bowl champion hall of Fame quarterback Fran Darkenden, wrote a book saying failure isn't permanent. I think people take it too seriously and they take it too personally. They make it about them. I mean.

If you think about it, how do you grow if you don't have, if you don't try things and if you, the more things you try statistically, I mean, the more things you won't win at immediately. But if you look at baseball, I'm not a baseball enthusiasm, but somebody that has, you know, if you have a.400 batting, which is off the chart, you fail 60% of the time.

Yeah, that's true. Very true.

You know, I mean, if you look at the athletes that in basketball that score 60 points, they probably missed, you know, three times as many shots. I mean, it's part of human nature. Well, we might take it. I think people take themselves seriously and they think it's all about them. Whereas if something doesn't work, it isn't even necessarily a failure unless you risk too much on it, which you don't have to. You can mitigate and moderate risk, but anything that doesn't produce the results you're after tells you to shift and pivot and go a different way.

Yeah, no, I love that. I love that for sure. You know, it's interesting as I've kind of grown as an entrepreneur and as a man in general, you know, I've learned that the main part of our culture likes to celebrate success. I, however, like to celebrate the sacrifice. I like to actually know that someone has been through something, overcome something, and come out on the other side because they didn't give up because they did pivot. They did try. I find that those stories are incredibly inspirational to a variety of different people in all walks of life. Even if they're not, you know, necessarily getting a piece of content that maybe directly overlays with what their struggle is as a rule of thumb, you know. So I love that. I love that so much. Well, dude, I have again. I could sit here and talk to you all day. I really could. I so enjoyed the conversation. How can everybody else find more about you?

They can. You know, if, if, if they have very limited budgets, they could either go to Abraham University, which has very modest priced programs for people that are smaller and unlimited budgets. They can go to abraham.com and it has a lot of entry level, really great, no cost, materials and resources. They're big and they could afford a very large fee. They can contact me@jbraham.com but most of them should just probably either go to. They're big enough and they want to learn how to grow their profits beyond exponential. Go to the link you'll give them. If they want to just get a small, very modest investment, they should go to Abraham University if they don't want to invest at all. Good. Abraham.com I love it.

Jay, thank you so much for hanging out with me today, man. I really appreciate you big time.

My pleasure. Very best of luck to all of your entrepreneurs. I hope this stimulated more expansive thinking and more important, a different degree of action. Thank you very much.

I know it is. Take care. If you love that interview, go ahead and check out this next one right here. Life's going to be brutal, no matter what, for the next 10 years. You might as well focus on what you do have. Focus on where you can go and be resourceful as hell, because that is where real success comes from.