My 9 Step Blueprint To Making $1M (w/ Simon Squibb) | Ep 804

21:11Like you can't, unless someone is still listening to you, they opened the door, they clicked on the email, they responded with, with a comment. They DM'd you. They opted in on your site. Like someone has to take some initial move towards you in order to, they indicate interest. And so all you have to do then is just ask them why. So you say, hey, why did you respond to my post? Hey, why did you DM me? Hey, why did you opt in on my site? And you're just asking them why. You're clarifying the problem, right? The second step, and this is all listening, right? You're just asking questions. So what brought you in today?

21:40What was the main reason? What are you struggling with right now? And then, And this is just a very small step, but super important, which is we label them with a problem. And to say, OK, I got it, John. So it sounds like you're here and you want to get here. And this has been the thing in your way. Does that sound about right? And this is also active listening. So for me, from a rapport building perspective, if you say back to someone what they just said, they're like, oh, this guy's great. This guy's brilliant. Charismatic. And so we label them a problem and we have you're here. You want to get here.

22:11Here's this gap. OK. Okay, so then, and this is just out of just experience, we overview the past experiences that they've had. And I call this the pain cycle. I didn't know why this worked. I just knew that it did work. The key point here is you say, hey, so what have you done so far to try and solve this? What have you done? And then they're gonna start listing out, I did this. And then we just ask, okay, well, how'd that work for you? And then obviously they're talking to you, so it didn't work. So it's a loaded, you're just pushing on this pain. Getting them to realize it. Yeah. Basically, yeah.

22:41And so I have this fundamental belief that all salespeople are just motivational speakers, fundamentally, just on a one-on-one basis. And so all we're trying to do is motivate someone to take action. If you know that, or at least for me, if I think that's what it is, it just comes down to motivating someone, then what creates motivation? And so I spent a really long time trying to think through this. It's actually the opposite is what creates motivation. Deprivation creates motivation. So if I'm starving, then I'm very motivated to eat. If I'm exhausted and very motivated to sleep, with that same concept, what we want to do is basically remind them.

23:14We want to deprive them. Remind them of how deprived they are of this thing and how much pain they've gone through up to this point. We try and ask them what they did, ask them how that worked, ask them what they liked and what they didn't like about that thing. When they say the things that they liked, you associate that with, oh, I think if you like that, you're going to love this. And if they hated that, it's like, oh, that's great. And I understand why you struggle with that. because later we're going to take notes of that and we're going to make sure that we don't talk about that stuff if we have anything similar to that in our product.

23:41And so after we've gone through this pain cycle and you just keep asking, anything else you've done? Anything else you've tried? And 12 vendors are like, no, that's about it. They say, awesome, John. I think that you're going to love what we've got for you. Can I tell you about it? So this is where we ask for permission to make the sale. I go sell the vacation. So I have this little moniker about selling that a lot of people sell the plane flight and not Maui or Hawaii or whatever your vacation spot is. And so they then go right into, you know, jargon. They're like, oh, we're going to do these color tones and we're going to have this palette for your logo.

24:14And like, they're like, what is going on? But what people want, it's, you know, people don't want to buy drills, they buy holes, right? The drill is just the vehicle. And so what we want is to talk about the light breeze in their hair, what it's like at sunset, what they're going to feel like when they've got their feet in the sand and they're drinking the cold, you know, Mai Tai at the beach and they're with their loved ones and making a memory that they'll have for the rest of their lives. Sell the sizzle, not steak. Yes. It's a simple word. Yeah, exactly. But what we don't want to sell is the TSA, the plane check, and take your shoes off, the guy farting next to you, the terrible food on the plane.

24:48I don't know why they ever sell planes flying in the air. That's not the enjoyable bit, is it? Unless you're in business class, maybe. But really, it's not enjoyable. Why do they sell that? Every airline listening should change right now. And so I do something that I call a three-pillar pitch. I almost always try and chunk up basically my selling points to three points. Why three? I don't know. But threes just always work really well. And so the three pillar pitch, I like to have basically one statement and then a metaphor. And so if there's, and I used to teach this for fitness sales all the time.

25:16So it's like, there's three things, fitness, nutrition, accountability. And with that, it's like, you want to have a three-legged stool that if you're missing one of the sides, it's not going to work. It's like, if you just work out and you're not eating well, then it doesn't matter. You're not going to lose weight. If you just eat well, but you're not working out, you're going to lose muscle and you're going to rebound back. Is that right? And if, because we just knew about their pain cycle, they're like, Hey, I've had that happen before. Like, no, exactly. So you know that. And if I give you the best fitness and the best training in the world, I say the best fitness and the best nutrition plan in the world, but you don't actually do it because no one holds you accountable.

25:45It's not going to happen either. And so you got to have all three. And when you have all three, you can't lose. That's the three pillars. And so when I would create scripts for, I was still like a completely opposite script. I made a script for a B2B mortgage sales company. And so it was like, okay, they were selling leads to realtors. And so I was like, okay. So I spent the whole morning. I was like, what are the three things? It was like, okay, you want leads that are exclusive to you. You want them to be qualified and you want them to be timely. You want them to be like, they just opted in.

26:07They've got the, they're really interested and no one else is calling them but me. That's what you want in leads. And so it's like, these are the three things. And so then for each of those three things, you then just make one analogy or story that relates it. And so if I wanted to do, you know, explain accountability, I would say, okay, have you ever heard of the amazing race? It was a show that happened, even if they had, doesn't matter. And they're like, yeah. So there was actually this, this couple that won so many times they had to change the rules. Do you know what they did differently? They're like, what?

26:32He's like, so what they did was whenever they land into a new area and they had to find the new location, they would immediately grab a local and say, hey, can you get in the back of the car and just tell us where to go? And by doing that, they always beat everyone else. And so the thing is, is that you want to guide. And so that's exactly what we're going to do with the accountability. And so I have like six different accountability stories, but that's one of them, right? And so it's like, you just want to have one story for each of the pillars. And then you just say, does that make sense? They say yes.

26:55And then you just move on to the next pillar. And you'll notice that like, at least for me, especially in high volume transactional sales. So I would say like B2C sales, consumer sales, where it's, you know, one and done kind of sales. I found that like when I'm like on fire in terms of selling, the person's walking out the door and they're super excited. They're like, I don't even know what I just signed up for. Because the thing is, is that like the more in the weeds we get, the more questions they're going to have about it. And as long as you're confident, whatever it is that you sell, just know that you're going to take care of them.

27:21Because you explaining the macros and the calories and the rep schemes, like they don't even know what it is anyways. And so they're going to nod along and try and ask questions that they don't even know why they're asking the question. Like, what kind of certifications do you have? We just ask, which ones you're looking for? And they're like, right. So you just, they want to seem like they're asking informed questions, but they just don't know what to do. We do a three pillar pitch. And then we say, great. So then we transition to the close. So we ask for the sales. That makes sense. Awesome.

27:45You want to get started on Monday? Yes or no, whatever. And then you start moving through. Now, if they say anything but yes, you want to explain away their concerns. So most concerns, at least as I think through them, is you've got timing concerns, which is I'm really busy right now. Preference concerns, which is I don't like this particular thing about your solution. You've got money, right? You've got money slash ROI, whatever. You've got stalls, which is sounds similar to timing, but completely different, which is can you give me some time to think about it versus I don't have time. They both have the word time in it for sales guys off.

28:17Finally, you want to just cover past experiences. And so this is where I signed up with a creative agent you just learned like yours and they burned me. So you wanna make sure that you have something to overcome that particular thing. Once you understand what the core things that people have that they present with that are the reasons why they don't wanna do something, you just need to understand the logical arguments for each of these bullets. So with timing, this is all about priorities. So everyone's got the same times. You just say, hey, how important is this to you? Okay, then it means that there's something else in your 24 hours a day that we need to trade, that's less important than this.

28:51As long as you explain that to them, then you're good. Preferences is they want your result their way. If you change the variables of the way that I do it, if you just want to do fitness and nutrition, not accountability, then you're not going to get the result. So if you change the variables, you change the outcome. And so it's just like always thinking they want my results their way. You can't just, I mean, the amount of times I'd have, you know, ladies trying to lose weight, be like, can I just eat what I'm currently eating and then do your program? And I was like, no, because what you're currently eating is getting you what you're currently getting.

29:18Right. And so then we have ROI, which we solve with logic, proof and payment terms. So logic is just understanding like, if this does this, is it worth it? Okay. So if it is, then the problem is that they don't believe you. And so then it's all around proof. Like how many different varieties of testimonials can I demonstrate that are as similar to them as possible to get them to believe me? And, you know, we have our little belief breaking formula, but I won't even get into that. And then you've got payment terms. So it's like, okay, the person logically understands, they believe that could happen.

29:49Then it just gets into logistics of payment, which is like, okay, can you break this up for me? Can I do half now, half later, whatever. You've got stalls, which is, again, I need to think about it. But here, what we do is we walk them through a logical decision. So we say, okay, do you think that you'll be more successful if you do this than if you didn't do it? Yes. Okay. Do you think that if you do it on your own versus doing it with us, you'll get close to your goal? Yes. Do you have access or know somebody who has access to the money to get started? Yes, yes, yes. Great. Then you made a logical decision.

30:16And so a lot of people are just afraid of making mistakes. And so with stalls, we want to figure out what the fear is. And so the number one triage question that we ask is, if you have less rapport, we just say, what's your main concern? If you have a little bit more rapport, I just ask, what are you afraid of having happen? And you can lower your voice a little bit. And they're like, I just don't want my husband to say that I spent money on this thing again. And you're like, I totally understand. What if this is the thing that five years from now you look back on and you're like what if i hadn't done that and you're sitting there completely changed your lifestyle and you're you know your husband and you guys are so much better now i was like what if you look back on this one moment because i think about this with my wife i'm swiping on my phone if i had swiped left on the app and i hadn't met layla my life would be completely different than it is right now eight or nine years later and so it's like i just don't want that to happen to you like oh man okay and so then i didn't know you met in an app?

31:05Did you? Yeah. Should we give him a plug? Who was it? It was Bumble. Oh, really? There you go, Bumble. Yeah. Well done. And so this is, so if someone has a past experience, so that, hey, I worked with a creative agency before and it didn't work. Therefore, you won't work. I have yet to have an overcome here. There's also a decision maker. I used case studies for this one, by the way. Oh, this one's killer. So I'll tell you how to do it. So with Burn You Twice, you just say, listen, you had something bad that happened in the past. and the only thing worse than having a bad investment is letting a bad investment prevent you from making a good one right now great and so then we do a metaphor so it's like hey are you married a lot of times if you're old like they're like yeah you're with somebody yes okay did you ever date anybody before that person yeah you ever date anybody like middle school or high school yeah now imagine after your first middle school boyfriend or girlfriend you said anyway exactly so it just means that that person wasn't right for you it doesn't mean that all people aren't right for you yeah and so there's a big difference and so they're oh i get it so you don't want to let that person bring you twice.

32:00Once for when it happened and once when it stops you from having the good thing. And then there's decision maker, which is I don't have the authority to make the decision. I don't bring that one up because it's one of the hardest ones to overcome. And people have a lot of harsh beliefs in the comments about how I overcome this stuff. Because they're like, you should always get permission from the spouse. And it depends. If you're buying a house, yeah, you're going to need permission from the spouse. Kind of. Yeah. And so obviously you want to bring that person. If you know that whatever you sell requires somebody else, you want to make sure the decision makers are on the call.

32:27But there are times when you're in a selling situation where like, you've got one shot. For us, I try to overcome decision maker or authority to make the decision by first saying, okay, well, what if they say no? And so if I have a guy, I'll lean into his ego. And I'd be like, what if your wife doesn't give you permission? Yeah. Better ask forgiveness than permission. I use that at the very end. Yeah. But yeah, so what if she doesn't give you permission? Because then it makes them really, and they're like, no, I can. And it's like, oh, great. Let's get you going. You know what I mean? As soon as they bounce back, you're But if they say no, I wouldn't do it, then you say, well, what do you think they'd be against?

32:58So now I'm still not on, I'm now isolating towards variables. Like what are the actual things that they would say no to? Because I can overcome that, not the decision. And so they're like, oh, they'd be over, you know, it'd be this particular thing, but now I'm off decision. Now, if they're still like, no, it doesn't matter. And it's like, okay, well just, do they know that you're here right now? They know that you're struggling with this thing. Yeah, they know that you're struggling. Are they, do they approve of that? Well, they don't, I mean, no, they don't approve of it. They're not happy that I'm struggling with this.

33:22It's like, oh, then why would they be against something that they already don't approve of? So they're relying on past agreements. So it's like, you already have the permission. They know that you're struggling. Why wouldn't they want you to solve it? And it's like, well, if your wife's anything like my wife, like, we end up making it work in the end anyways, right? And then we'll go into, I think you might be asking for permission instead of support. Deep psychology you get into. It's starting to be marriage counselor, isn't it? It's time you stood up for yourself. Well, because then you play it out.

33:48You say, listen, because if you don't do this and you don't do it because of your wife or whatever, because let's say you go home and she says no. Okay, fine. Well, play this forward five years. Your business isn't in the place you want it to be. You are not the way you want to be. You have this back pain. Whatever the thing that you sell around is. It's like five years from now, who are you going to blame? You're going to blame her or you're going to blame you? I don't think it's fair to either of you because at the end of the day, it's your life and you've got to be able to make these decisions.

34:11Now, again, I just think, and this is where you go into like, I think you're asking for permission when you really just need support. By the way, Amazon do a brilliant job of ticking most of these off by just saying, we'll give you a refund. You can send it back and it won't cost you anything. So my wife gets a package a day and she's like, don't worry, if you don't like it, I can send it back. So I don't object. It's like, OK, fine. I don't see much going back. But the point is, you can just get rid of it by a money back guarantee or giving people some comfort. Oh, 100%. Yeah, or you can do a delay pay with the payment term.

34:37You say, hey, just say yes now. Sign the contract. I'll delay the payment till Friday. And between now and then, if you go home and your husband says, no, sweetie, I want you to live 10 years less than that. I want you to be fat. I want you to have generational unhelp. If you really want to die young. Yeah, exactly. If he says that to you, call me up first. I'll talk to him. It's the most likely. Exactly. Yeah, yeah, yeah. And so I make some jokes about it. And then the final one here is, let's assume you explain away their concern. They're like, yeah, I want to do it. And I added this one later, which is you reinforce the decision.

35:02And so one of the major things that happens, and I had to add this in because I wanted my sales guys to make sure that they completed the transition to the handoff to customer success and onboarding. And until I had this, it was just like explain away their concerns, close the deal. And then it was like, I'm done. Yeah. And so it's like, no, we have to bridge this. We have to reinforce that they made a great call. So say, hey, right now I'm going to introduce you to Sarah. Sarah's going to get you started. Hey, Sarah, this is John. John's trying to retire his wife. John's trying to get in shape for a wedding, whatever it is.

35:28Sarah's going to help you take the next steps. Now then Sarah is going to start the onboarding conversation of how do I relate the actions that this person has to take with their goal and say, hey, we're going to help you retire your wife. We're going to help you look good for that wedding. But these are the first three steps. So that's how you get people to give you money. In England, there's a new gym that's opened up called Third Space. And one of the things they've done is they've also limited supply. So they basically, I went there, it's a beautiful gym. It's like a thousand dollars a month for it.

35:52And they're like, we don't need this space right now. Yeah. But put you on the waiting list. And then a few days later they ring up and say, someone's just left, but do you want it now? Yeah. And that's actually a brilliant, I'm like, yeah, yeah, okay. So limiting supply is another element. Oh yeah, that's great. All right, next, because that was awesome. So how many times they buy? So now we want to get them to obviously buy again, because I think Dan Kennedy said this and I just love this quote. He says, you don't get customers to make sales. You make sales to get customers. And so the idea is that once you have a customer, then you want to get them to buy as many times as seemingly possible.

36:23At this point, there's so many things that you can do to make a business make more money. So one is that you can increase the price of whatever you have. I'm just talking about eight different ways that you can make more money to get them, just basically make more money for any customer. So one is that you can just charge more. The second is that you decrease the cost of whatever you sell. So if you have a service, you can either pay people less, that's usually not the right idea, but you can improve the service ratio of how many customers to every rep. You can add tech in order to make their jobs easier.

36:49You can go offshore, things like that. The next one is you ask them to buy again. So you just do this times two. You say, hey, you have that thing. Do you want to buy more of that thing you just bought? One of my favorite upsells ever. The next one is that you can get continuity, which is you say buying, which I see this as a quantity. This one as they're buying once and then there's a delay. and then a day. So this is a quantity. Then you've got quality, which is, do you want to buy a better version of the thing that you have? Then we have a downsell. So it's like, hey, and this one is like, wait, how is this going to make me more money?

37:25So downsells make you more money in that if you turn a no into a yes. And so, okay, you don't want to buy the normal burger. Do you want to buy a junior burger? Do you want to buy a smaller one? Do you want to just buy the burger, not the other stuff? Okay. Then we've got cross-sells where you sell something different. So I'll go through this whole example real quick, but with a burger store because everyone can understand it. So I can take my burger and make it more expensive. I can lower the cost of each burger for myself. I can get them to buy two burgers. I can get them to come back again to buy another burger or put them on a burger subscription.

37:58So this would be through like follow-up. Good idea for business idea. Burger subscription business. In-N-Out should do that. Did you eat it there today? It's great. Not today. Okay. There's no sugar. Yeah, I'm sure. Yeah, I don't know what's in it, but it's not sugar. It's not because meat either, but anyway. You could have, you can increase the quality of the meat. You have, oh, this is mystery meat burger. You can have sirloin, you know, burger that's ground up. Mystery meat. Yeah, we can go lower quantity. So this is making it smaller. You don't just quantity. And then you can lower the quality, right?

38:27Now, I don't like saying lower quality, but it's a more economical, you know. This is a HP strategy for all their printers. They start off as really good printers that never break, don't need an ink cartridge. And they reduce the quality. So you need ink cartridges and you need the faster one, not the slower one. They make it slower. So you want to buy the faster one. And so you get the smaller burger. So you have less. Or you go from regular meat to just completely questionable. Like, what is this thing? Or you say, okay, what are the cross sells? Well, do you want fries with your burger? Do you want a drink with your burger?

38:54And so those are basically the eight ways that you can get a customer to buy more stuff. The whole process, though, especially if you're doing a cross sell, which is very common in terms of what people are thinking about selling next, is that there's a problem solution cycle that exists in business, which is that if you actually solve a problem with whatever you do, you also create another problem. So all problems, all solutions create more problems. All problems create solutions. If you do accurately solve it. So let's say like, let's say someone has the burgers and all that stuff. Well, once someone's full, then I created a dessert problem, right?

39:30Which I can solve, you know, with my milkshake or my ice cream cones or whatever, right? Just to use the very simple example. But if I solve the traffic to someone's site, then the next thing they're gonna need help with is sales. The next thing they're gonna need help with is delivery. There's always gonna be something else that's gonna happen. You know, if you help someone lose 20 pounds, the next thing they're gonna want is they're gonna want to tone up or they're gonna want new clothes. There's a ton of things that happen as a result. But there's another piece that I'll bring up here, which is something that I have learned over and over again, which is that people enter hyper buying cycles.

40:01and so let's say that I sign up for a marathon. If I decide I'm going to start a marathon and then I go to the shoe store, the running shoe store, and I say, hey, I want some running shoes. If that business owner, it's like, well, they just bought the running shoes. I don't want to scare them away. I don't want to seem too salesy. Well, what are they going to do? They're like, well, I still need the iPod thing for my shoulder so that when I'm running, I need new tank tops. I need running shorts. I got to have the app that tracks my progress, whatever it is, right? And I've I've got to have those gels that, I don't know, whatever marathon runners.

40:32But the thing is, is that if you don't sell it, they're going to buy it, just not from you. And all of this is gonna happen in a very short time cycle. They're gonna make the decision, I'm now a marathon runner, and so I need to get all the stuff associated with that. You buy a pet, there's a zillion things you buy. You go to a wedding, there's a zillion things you buy. Like whenever someone makes a decision to enter it, like basically have a new identity that then associates with whatever purchases they're going to make, they enter the cycle where they just buy lots of stuff. And you wanna be there right at that moment to make that next offer again and again and again.

41:01And offers are only bad if you present it at the wrong time or it's not a need. And so that's why we don't try and sell them. We make the offer. We present it. If they're not into it, no big deal. And so that's at least how I think through upselling and getting more out of it. Nike stores do this so well. You know, they put the socks on the way out to checkout, right? They put the jails and all that stuff. And brand. Brand plays such an important role in this because once you've got trusted, and then people want to buy from you because they know your shoes are good quality. Well, your tops are probably good quality.

41:33Your socks are probably good quality. Your armband is going to be good. Put my iPhone in. So who helps you? Isn't that next? Yes. Who helps you? That's it. By the way, we have a platform that helps people. It's the hardest thing we've noticed for people to actually ask for help. People love giving help. That's the shocking thing. But people don't ask. Interesting. But what's your take on it? So who helps you? So the way that I think about this is you have four ways you can let other people know about stuff, right? So you've got one-on-one, and then you got one-to-many, people who know you and people who don't.

42:06And so one-on-one to people who know you is warm outreach. So you just text your friends, you DM people, you email, you call, whatever. You've got one-to-many to people who know you, which is posting content. Like you make a post to your Facebook page and you say, hey, this is what's going on in my life. One-to-one to people who don't know you is cold outreach. So that's cold calling, cold emailing, cold whatever. And then you've got one too many, two people who don't know you, which is paid ads. And so these are the only four things that any one person can do to let other people know about their stuff.

42:34You can talk at events here too, similar things. Oh yeah, totally. Once we know this, this is how we advertise to anything to get customers. Then it's like, okay, well we do the exact same process to get employees. And so you need a team that's going to help you. And so in the beginning, a lot of times you start by reaching out to people, you know, and saying, hey, friends, family, Do you want to help me with my business? And then you probably make a post and say, hey, I'm hiring. You know, anybody who knows anybody, please like make the introduction. And then you start running ads on job boards and saying, hey, I've got this great thing.

43:06Please apply. It's great. And then when you get more advanced, you start headhunting and you start looking for people who are really good at that thing. And these are typically, in my experience, these are the highest value and the hardest. It's just like the sales that you made with Apple. It's like these people, sometimes it takes two, three years to get that one killer on your team, but that person can just build an entire division or part of the department and just continue to scale. And so it's basically taking the same concept that you have with advertising to get customers and applying it to employees.

43:37Now I have another framework if you're good with it. So you've got lead gen, how you get customers, right? And then you've got nurture and you've got sales and you've got onboarding. and then you've got retention slash ascension. All right, so you retain them and you upsell them. Okay, cool. A lot of people, at least in business, understand this pipeline, but they don't know that they already have all the skills. Just like all the things that you do to currently cut customers, you already have the skills to advertise to get people to help you out. And so then all this is is just application generation, which you use the same core for that we just went through.

44:08Nurture is the same as that you should be nurturing. So fun facts, Alila might've shared it yesterday, but like A candidates take on average eight days to find a job and B candidates and below take 30 days plus. And so if your process of getting someone from the first engagement to getting hired takes longer than that, then you're by definition getting B players and below. Now, I'll say my only exception to that is if you're hiring C level enough, it just takes a very long time. But you want to make sure that the communication is still rapid between those things. They're trying to make a decision quite quickly.

44:36They might have a notice period that's longer, but they might still make a quick decision. And so the application nurture here is that like a lot of smaller businesses like they should, they should be honored to work for me. They should, they should be calling me. I'm going to put a hundred steps of friction. It's like, well, okay, you're just going to get fewer applicants. Like you say, yeah, a, a won't get a players. Yeah. A lot of, they just don't want to deal with it. And so sales, this is the interview. And so a lot of people are like, well, tell me why you should work for me. That really only works for low level individual people at a certain level.

45:04You're selling them just as much on why they should work for you as they are on, on them. And that's, that comes with talent because the higher the level of the talent, the more options they have. They don't, I'm not saying, yeah, I know you know, but I'm just saying. No, it's so, it's so, this thing, I don't want people to miss it because a lot of people don't understand when they're recruiting, they're selling. And I work personally so hard to get good people. Like it's the hardest job. And people don't apply a sales process to it. I think it's the most valuable. They sit back and say, well, tell me where you're going to be in five years or why you're good for my company.

45:30And people just don't give a shit. Good people will be like, well, why should I be here? Yeah, right. Why should I spend my next five years here? Totally. And onboarding is the same. You onboard employees the same way. after someone takes the job, they accept the offer, they sign the paperwork. It's like, great, now we have the onboarding, here's all the passwords, this is what it's gonna look like. And typically, people do, I think people do this backwards, which is they basically bring people on and say, good luck. Whereas the basically the more work you do upfront, the less work is required over time in order to get someone to be proficient at whatever their work is.

45:58Do you do a big onboarding? Yeah, we're super big on onboarding. Anything particularly on onboarding you think is really useful? Honestly, it's just a lot of touch bases. I mean, the first two weeks, they're probably like, Like managers usually meet twice a day, you know, with new hires just to say like, okay, what are you going to do today? At the end of the day, it's like how to go, tell me about the conversations you had. And usually, especially it depends on what level of, you know, person's coming in. Anybody who's maybe director level and up, they're going to talk to all the directors across the departments or kind of shadow a lot of people because we want them to get a very good idea of a holistic understanding of the business so they can understand where and why their work makes a big impact.

46:32And then finally, you have the exact same thing, which is retention and ascension, which is how do I keep good talent? And then what's my career path for them so they can see their vision of what it's going to look like in five years? It's like, listen, we're bringing you in a director, but long term, we'd love to have you as a CRO or a VP of this whole division or something like that. And these are the requirements. This is what you would have to do in order to move up there. And again, we try to define things by behaviors. So if you're doing all of these activities, then you will, by definition, be this role.

47:01And so our way of promoting at least at acquisition.com is we want people to just start doing the role. And then the title feels obvious rather than, hey, I want that title. Okay, here's the plan. I'd rather you just go do the next role. And then everyone's like, well, yeah, he deserves the title. Like, so everybody else has already bought in because you're already doing the job anyways. And I think it's one of the biggest hacks, at least for those of you who are employees at a company, some of the best ways to move up. Naylor said yesterday, which I absolutely love, was growth. Yeah. Give people a chance to grow.

47:28Because that will keep them. Everybody I've ever lost in past companies has been because I didn't have a thing they could do next. Yeah. So this is a brilliant framework. If we think about the brand as a virtuous cycle, right? We can make whatever, you know, we have those brilliant advertising campaign of all time, the best associations, the best celebrity endorsements. But as soon as people try the food or they try the product, they wear the shoes, if it's not good, it doesn't matter. It doesn't matter how good all of that stuff is, is that you have to keep the edge. And I think that's where the connection between the brand.

47:58So it's like the brand makes a promise that remains the same, more or less. The way to keep the promise changes. And so it's like, we want to be the, so if Apple says we're going to have elegant products that are well-designed, blah, blah, blah. Okay, that promise has remained the same for many years. But the way they execute on that promise has to change, right? Because technology changes, there's new advancements in foam. So the shoes become lighter, they become better fitting. From an R &D perspective, what we did was that we actually had an R &D department at Gym Launch, the company that we sold.

48:29And what we did was I said, okay, here's your budget. And I want you to spend this money, no matter what, every month. And I just want you to spend it on solving our customer's biggest problem. So every month, you're gonna give me a list of all the problems that they're saying they have. And I want you to try and weigh them as how big is the problem and how many of them are suffering from the problem. And so we use a little format, which is basically with the product, it's like how many people are suffering from this thing? How much are they suffering? How likely is this solution? going to solve the problem?

48:57And then how much does it cost us to do it? And so with that, we can basically create a power ranking of, okay, this thing is impacting a lot of these people. So this is a high priority issue, but we don't have any solutions that we're actually really confident about. Well, we've got a solution that we're really confident about, but it's really expensive, right? And so this is where you basically factor all four of these things in, into your innovation cycle. So you say, okay, this is how we strategically prioritize our resources to get the best returns. If we think about what strategy is, okay, so a lot of people use this word and no one really defines what it means.

49:30And so I'm going to define two words for the audience that I think will make a lot of sense. So strategy is just prioritization of resources. So when people are like, man, I really need a strategy. It's like, dude, it just means what are my priorities? That's all it is. And so if we think about the universe as having unlimited things that we could do, but we have limited resources, time, money, energy, effort, then the people who get the furthest in life are the ones who are the best at allocating those resources to get the most bang for the buck. And fundamentally, that's what the best strategists are.

49:59It's just this big amorphous word that people define in all sorts of ways, but that's all it is. Then it's like, okay, well, if I'm gonna prioritize my resources, I wanna prioritize my resources in a way that provides the most value. And so for customers, I see value as this value equation, which I taught in the$100 million offers book, which is I see there's four variables to value. You've got the dream outcome, like is the thing the thing they want, the need thing that you're referencing earlier? We've got perceived likelihood of achievement, which is if I buy this thing, how likely is it that I'm actually going to get what I want?

50:26And this is actually the last one that I added to this because I was like, there was another thing that felt like it was missing. You've got time delay, which is how long is it going to take between when I buy and when I get? And then I've got sacrifice and effort. So they're two sides of the same coin. Effort is what are the things that I have to start doing as a result of this purchase that I don't want to do? And what are the sacrifices? What are the things I'm going to have to stop doing that I wish I could keep doing? And so fundamentally, the goal here is you want to increase the dream outcome as much as seemingly possible and increase their perceived likelihood.

50:55And you want to decrease the time delay and decrease the effort and sacrifice. And so in a perfect world, you'd have something that they click a button. They get their dream outcome absolutely guaranteed immediately by doing nothing. And if you had that, you'd have an infinitely valuable product. If you think about like, hey, buy a six pack. If someone could just simply click a button and then all of a sudden they could pull their shirt up and they would have a six pack. Press that button. Of course. So many people would. And then because of that, we'd be able to charge a tremendous amount of money.

51:21And so by thinking through this, these things, in my opinion, will never change. People will always want things to be faster. People always want to do less for them. They will always want to have less risk or a higher perceived likelihood of achievement. And they want to make sure the thing is actually what they want. I use fitness examples a lot because a lot of people understand it. But it's like, okay, let's say that someone wants to lose weight. Okay, that's the dream outcome. then why is it that a PDF is$5 about how to lose weight and liposuction is 50 grand? Well, the other three variables.

51:50So if I think about the PDF, if I buy a$5 PDF, when I make the purchase, do I really believe that I'm immediately going to lose weight? Probably not. And so there's a huge discount that I'm going to put on the value of the PDF because I don't think I'm really going to do anything with it. Whereas liposuction, if I pay it, they're going to put me to sleep. They're going to rip this fat out. So the perceived likelihood of achievement significantly higher on the liposuction for time delay. It's like, okay, this one, I might have to work out for a year in order to see the results. The liposuction, I go to sleep, I wake up, I'm thin, much faster.

52:19And then effort and sacrifice. Well, I'm going to have to sacrifice, you know, taco Tuesdays, nights out with the girls. I'm going to have to sacrifice sleeping in. I can't do that anymore. Sacrifice my weekends. And the effort is I now have to wake up early. I have to eat food that I don't like. I'm going to have to be sore. I'm going to have feel stupid because I don't know how to exercise. It's like, there's a lot of costs with that compared to you just wake up and you didn't do anything. And so for that reason, one thing's $5 and the other thing's 50 grand. And so if we think through that, like there's many different things that solve losing weight, making more money, you know, getting more elites, there's a ton of different things.

52:52But if you want to make sure that your thing's more valuable, you want to decrease the risk, which is increased perceived likelihood. You want to make it faster, decrease the time delay, and you want to make it easier. This framework works so well. A case study like blockbusters didn't keep their advantage because people wanted it quicker because going to Netflix originally it was even posted to them blockbusters didn't think people wanted it posted they thought it was more convenient for people to go to a store and buy it and so it was a less time delay there's no less sacrifice just press a button at home that people don't keep their advantage they die like blockbusters do so you've got to keep thinking about how you can make this this is a brilliant equation i'm glad you went a bit deep on it because i think a lot of people just just talk about this top line as you say they don't think about the time delay and they don't think about the sacrifice element.

53:31It's so funny you say that because the first half of my career, all I thought about was this. So all I did was I had bigger promises, more proof, bigger promises, more proof. But if I look at the biggest companies in the world, all they focus on is this. Amazon's like, how do I make it easier? How do I make it faster? How do I make it less effort for the person? And this part is usually where all of the operational effort goes in. This is all the marketing and sales. Totally. Plus this promise, if you make it too big, you damage your brand. Oh, totally. This is why it all links together. Yeah.

54:01Because if you're not careful, you want to get that big sale and you sell something you haven't actually got. Yeah. And then you're in real trouble. Right. Next. Stick with it. Stick with it. Right. The difference between number two in the world and number one practically for running is a tenth of a second. But the difference between number one in the world and number two is everything. And so all of the best gains come at the very end of the compounding. It comes from the very deep knowledge that only comes from repeating many failures in a very narrow field. And so it's actually one of my favorite definitions for an expert, somebody who's made more mistakes than anyone else in a very narrow field.

54:34How do people stick with it, though? Because, I mean, social media is a great example. First three years I did social media, I made no money and it probably cost me a million pounds. Yeah. So it's only the last year and a half I've actually started to make money and be able to pay the team and all the rest of it. So I look at it as a purpose thing. I'm trying to fix the education system. It's broken. It should be teaching the skills that you and I are trying to give people for free. What do you think is the formula there? So I'm going to go back to something that I said at the very beginning. So if motivation is equal to deprivation, you need to feel deprived of something.

55:04In the examples I gave, if you're starving, you're hungry. If you're sleepy, if you're exhausted, you're motivated to sleep. But money doesn't work the same way. Because if you take that logical extreme, you'd say, okay, well, then all poor people should be more motivated to make money than anything. And the reality is they're not. So why is that? So because all the ones that I first said are all physiological needs. The other one is completely made up. Money is only a new, I mean, in terms of humanity, it's a very new thing, right? And so it's a psychological construct. The idea is that the deprivation actually is completely made in our own minds.

55:36You know, Harvard at least did this study, which is they talk about your reference group, which is the biggest predictor of people's long-term financial well-being is their reference group, which is, and this is important, is that it's the five people you compare yourself to, not the five people we spend the most time with. And I think that's a huge, a huge difference. You want to take advice, not from the people who are closest to you, but the people who are closest to your goals. Take advice from them. And people are like, oh yeah, I'll take advice from them. But when you're about to make a big life-changing decision, who do you talk to?

56:07If you're talking to the people closest to you, none of them have relevant experience. And if you don't want their lives, then definitely don't listen to what they say. Right? And it's very hard because that's what makes it feel so lonely, I think, in the beginning. Because you have no one to talk to. And so that's why I'm such a big believer in heroes, heroes and mentors. So mentors are people who actually interact with you. But heroes are just like, what would Warren Buffett do? You know, some people are religious. What would Jesus do? Whatever your thing is, right? Like, who's that? Who's that idea?

56:29And sometimes, you know, one of my friends is like, what is the ideal version of me do? What's the person I want to become do? And all of this, again, around doing. Because if I do those things, like I might not be a patient person. But if I pretend to be patient for five years, people start calling me patient. I might actually be patient because all I did was patient things, even though I don't feel patient. Right? And so it's like we can change basically how we feel and what we do don't need to be connected at all. So you can feel horrible and still do things and be kind. And people like you can feel like a very nasty person because of the things that you think and the things that you want to do.

56:59But as long as you don't do them, then the only thing the world will ever judge you on, at least the only thing that I would ever judge you on is what you do. And so it's like, OK, motivation, deprivation. So back to this. In my opinion, I've always struggled with this question the most because it's never been an issue for me. And I think, and that's why it's one of the hardest things that I have to translate to somebody else. So everything that I have is more around, how do I translate how I see it more than, this was the series of steps I followed to become motivated. I was so afraid of failing.

57:26I was so deprived of respect, or at least how I perceived it. Not continuing was just never a choice. And I used to think when I was like, the earliest days of the gym was really tough for me. I was sleeping on the floor, the whole story, right? And it sounds cool in retrospect, but when it's like, you're sleeping on the floor of a gym because you can't afford two places. And, you know, if you've got kids the same age as you who are partying on the rooftop of your gym because it was below a parking garage is where my gym was. So it was a parking garage. So people, like, these cars would drive over the top.

57:52It's like, do-do-do-do. And it was concrete and metal. So it just sounded like a gunshot. And it would happen all night long. So I couldn't sleep. But I'd have to wake up at 4 to teach the 4.30 class. And I taught all the classes. So I'd take eight classes a day. But then I also ran the whole business. I had zero employees. So I did all the billing. I cleaned it. I fixed the equipment. I marketed it and got leads. I did everything. I didn't know that employees were a thing. That's why heaven is one of the steps. I had no idea. Whenever it would be really hard for me, I would always think to myself, as long as I don't quit, I win.

58:18If I just keep going, I just have to survive. Just kind of approaching it from that perspective, because the more painful thing was the idea of going home a failure. And I just couldn't do it. I was like, I would rather die. And I think thinking through past human experiences, which is, okay, across all the globe, slavery has happened everywhere. and slaves for their entire lives for thousands of years had to work all day, every day. And they had no opportunity. They had to work all day, every day, but there was no upside. They just had to work all day, every day, or they die or get killed or whatever.

58:49And so I was like, if they can do it with no upside, I can absolutely do it with the chance that I can win. And I think seeing business as an infinite game is what was a huge perspective shift for me, which was there There is no number one in business. And this was something that was like really like it's for anybody who's listening to this, I think it's powerful to understand is if I were to say, hey, who was the richest man in the world 30 years ago? There's a couple of Japanese guys because the Japanese economy was booming at that time. Now, no one even knows who they are. And that was just 30 years.

59:20Forget 500 years. And so the thing is, is the number one guy in the world at business, if you want to measure it by net worth, which whatever. But even if you did, it's like that guy just touches the top for a decade and then someone else touches the top. And so when we say, I want to be successful, success is about sticking with it. And so the only way that you become a failure in business is by stopping. And so all the infinite games, like all the games worth playing in life, in my opinion, are all infinite. So it's not about getting married. It's about staying married. It's not about getting in shape.

59:47It's about staying in shape. It's not about starting a business. It's about staying in business. And the only thing that gets you out of business is you choosing to stop. And I think that's a very powerful frame because it puts it 100 % in your control. And so as long as you keep trying, you're still in business. And I think a lot of people give up so much. They give up just on the idea of a negative comment or some snide remark from a friend of theirs or, you know, their dad or their brothers, you know, makes them try to feel stupid for taking a risk that they were unwilling to take. And I think that's bullshit.

1:00:14A lot of times there's a lot of social media stuff. I don't think there's anything wrong with it that talks about like, find your passion, find your purpose, find the thing that you love. And I think that's great. But when I started, you know, my first business, I wasn't doing it because it was something I was passionate about. It was not, it was not this like sunshine and rainbows. It was miserable. I had a lot of shame, not a lot of anger. And so I didn't feel any of the butterflies, but that's what I had. And so it's like, I think you just use what you got. And if you need shame to get you going, if you need, if you need anger to get you going, then you can, that fuel can change over time.

1:00:48But wishing you had a different fuel, I think is what gets people in trouble. I think that's what, that's what stops a lot of people. Like I should feel, it's like you should nothing. It should just, it shouldn't exist. It's just, what do you have? Then what are you going to do? I'll say the last piece is they're trade-offs. And I think being able to name the price of the things that you want is super valuable, which is like, you know, the cost of fame, for example, is privacy. You don't get that anymore. And the cost of you starting a business is for, you know, for me, it was like, I stopped being able to follow the football team that I used to follow.

1:01:23I stopped being in fantasy leagues with with my friends. I stopped being able to go out to the bar and drink and things like that. So there was a cost. And so the thing was just like, am I willing to pay that or trade that for this thing that I want most? And I think for some people, maybe you don't want that. And I think the thing is just like, and that's okay. But I think the problem is where you want to have your cake and eat it too. I want to have the six pack, but I also want to have cake. I want to, you know, I want to, I want to. We have this new ball six. Yeah. Well, you want to play the game.

1:01:53Yeah. But it's that people aren't willing to make the trade. And I think that just comes down to the very bottom of everything. Like when I wanted to, there was a period where I wanted to get into Harvard's business school, when I had done two years of consulting and that was what I thought was gonna be my path. But I'm always very grateful for them because on one of the application questions they had was, how will our Harvard MBA help your short and long-term goals? And I thought about it for like three days and I realized that, well, I wanted to start a business. And so me start doing another two years of school, I could just start a business.

1:02:21Like that was just the goal. And so I'm grateful that they asked me that question. But before I ended up getting to the application, I spent four months taking, I basically did 10 phone books of problems because I read this research study on standardized testing, which said basically it was just a direct correlation between the number of problems that you did before taking the test was directly correlated with your score. And as soon as I saw that, I was like, oh, I'll just do all of the problems. And so I did 16. Like, it was huge. It was like, it was standing on the floor of books that probably like the really thin Bible paper, like really thin paper.

1:02:54And so I did four hours a day of problems for four months. That's all I did. I just did problems. And so I got above Harvard's mid-score. For me, it was like, this is the only thing that I have to do. And this is what I care about most. They were like, how do you stay motivated? It was like, I don't know. I just didn't have any other choice. Because the alternative is just something I wasn't willing to do. and I think a lot of people aren't willing to cut things like I've been I'd say one of the things that's been you know blessed with if you want to say that is um I'm very willing to cut people and things out of my life very quickly I think it's healthy to do that first of all I feel a little emotional hearing you talk about that I don't know why that's triggering something in me um do you know what it is because I have the same problem trying to help people have a better life they kind of got to help themselves what do you think of this like you know I think it's Pablo's cave where people get brought a fish in the cave every day.

1:03:41And it's easier, right? They don't ever leave the cave. Because that's what a salary kind of is. The food comes to you every day. And people have forgotten how fucking amazing it is to go out in the rain with your mates and hunt. Or go together and make the food. And men and women made food. Men and women went out hunting in the old days. But there was no fridge. There was no get up and eat shit. Get up and go out and make shit happen. And you know what it is? And it's absolutely fine if people don't want to do it. But I don't want people to say they can't be an entrepreneur or they can't sell, I want to be honest.

1:04:08They can't be bothered. And I think the key is, and you described your story, I have a similar story. I love the hunger I have from the deprivation that I had. The Vikings used to land places and burn the boats that got them there. Then they got no fucking choice. And I think that's what people need to do. If they really want to do it, they need to burn the boats that got them. They can't go back to the cushy job, the middle-class life. That's it. You're in or you're out. And then, like you say, you've got to figure out what you're going to cut out. It's going to give you the goal you want. So especially in the beginning, you have limited resources, right?

1:04:37You have limited time because you have no leverage. You have no one helping you and you probably don't have that much money. And so time is the only thing that you have that you really have to be really careful with. And so that's, it's, what are the, what are the activities? Does this activity, you know, like drinking, for example, is this like, does this, does this increase the likelihood that hit my goals? That's it. Does it increase the likelihood of my goal? Does, does, does having these friends in my life increase the likelihood of my goals? And the answer is usually pretty obvious it doesn't and then the thing is is that most people are again just cowards yeah is that they're not willing to just make the make the clap i'm pretty sure you live the same framework that you did when you were younger i act like i've got no money the motivation thing really gets me because sticking with it which is the theme around this is altered down to perhaps limiting your choices not increasing them some people have too many choices yeah you know like die on the hill you know like go for it yeah and people don't do it so okay getting better this is the one step before we get a million dollars so I'm looking forward to the million dollars in cash yeah all right getting better because I've done all these things so hopefully a big suitcase of money is coming my way get better so I'll um I'll describe a process that that I I do and it's all based on action so I define work right as volume times leverage which is how much you do and how much you get for each time you do it because that equals output which if you're looking at this transitive property, work equals output.

1:06:01So it's not about how hard you try, it's about what you get done. And if you have more leverage, you get more done. Now, if you do a lot of work, so I'll give you a simple example. So if you're, if you, if we're learning sales, right? So if I start cold calling and I do a hundred calls a day and I have low skill, then I will have low leverage. I'm going to get fewer appointments than somebody who makes the same amount of calls as me and has high skill. They'll book five times the appointments as I will. So So did they work more? In my world, yes, they had higher output. And so a lot of times it's like, you have to learn how to work.

1:06:29But the thing is, is that how did that guy who was good get good? He did volume, he did a lot. And so then it's like, okay, if this is our equation for output in terms of getting better, the getting better part is gonna be leveraged. This is a constant, you have to do work, you have to do volume. Okay, so we start with the doing, which is the volume. Cool, so we have that first. And so whatever it is, so let's say it's, I wanna start making, you know, Instagram reels. Fine. I want to get good at Instagram reels. So it's like, great. So I'm going to make a hundred Instagram reels. And this is the part that people, well, people, people don't even do this, but let's assume that you did this.

1:07:01Okay. So you do the hundred Instagram reels. People then say, well, I did a hundred and nothing happened. It's like, okay. So then what we do is we look at our hundred. Let's say this is, you know, the, the, the hundred reels that we did. We say, what's different about these, about these top ones and what's different about these? Singers do this all the time, don't they? They put a music out all the time. 60 % of of Adele's songs never went in the top 10 or something. Oh, really? So yeah, they also do it. And so then once we figure out, and this is where you have to be as detailed as possible.

1:07:29And a lot of times you'll start having almost superstitions. It's like, okay, I coughed at the beginning of this call. Well, that was different. Well, did all of your top 10 calls, did you cough? Well, no, okay, then disregard that. So you run something called a common factors analysis, which is just saying, what do all these ones have in common? What do these ones all have in common with each other, but it's different than all of these ones. And so once we do that, we say, okay, so my next hundred that I do, I want them to look like this. And then all of a sudden it's like, huh, I got 30 % better on my total views by just doing more of the stuff that worked.

1:07:58And so this process you just do for like 10 years. And you just keep doing it over and over again. I mean, like the first, the first YouTube video that I did, I think probably has like, you know, a hundred views or whatever it was. And for anybody who's listening to this, like Simon had a big business, but I'm assuming that when you started, you had zero subscribers when you started your account. And so did I across all platforms. And so people have this idea that everyone starts at zero. And I'll also give you this other word of encouragement, which is there's a huge media narrative around the idea that millionaires and billionaires are evil.

1:08:33I don't know why, but there is. What's interesting about that, at least in the US, the statistics are that the overwhelming majority of millionaires and billionaires are self-made, not inherited. And so it's like, okay, wait, if the majority of them are self-made, then that means they all started at zero. And so they had the same thing. So let's say they didn't have a lot of money. I actually think having zero, starting at zero is a competitive advantage. Oh yeah, we have nothing to lose. Yeah, exactly. Anyone with zero, you think, you don't realize that you've got an advantage. You have no money and all you have is time.

1:09:02And that means that you're in the exact same position as every self-made millionaire and billionaire when they started. And the only difference is that right now you're a self-made poor person. It's just that no one likes to claim it. By the way, self-made doesn't exist because everyone had help. Oh, for sure. No, no. In terms of starting here. Yeah, we've, no, you can have nothing and still make it. Do you know what's really interesting about this for people listening as well? Like I've invested in 78 companies. I know you've invested in a lot of businesses as well. Sometimes too much money can destroy a business.

1:09:33I've seen people like WeWorks, for example, their biggest problem was they never thought about actually making money. Their business was raising money. Right? So I think that that's another thing people don't really quite grasp. But getting better, I mean, do you think there's a mental framework to help people get better? Because, I mean, even myself, right? I'm pretty good at business. I've had to get better to compete. Yeah. But is there a framework for getting better as a human? Like, do you think? Is a human being not as a business person? I think they're linked. But what do you think? Well, I mean, I really 100 % live on that common factors analysis thing.

1:10:04So if I look at, so I'll tell you how I lived my whole life. So like the thing that started this was I was 21, 21 or 22. And this is my first job out of college. And I remember I had a really good weekend. I was just like in a good mood, came in on Monday. And my boss was like, hey, what's going on? I was like, I just had a good weekend. She said to me this line that I just kind of like hit me. She said, I'm pretty sure stringing as many days in a row like that as you can is the secret to living. and what what it did though is it took this whole light this amorphous idea of like joy contentment purpose and just made it really tactical it was like okay how do i live as many days in a row as i can of days that i like so i looked back at like last year and i said okay what were the days that i liked the most what were my top 10 days well the things that i had in common as i worked out okay cool i did that i ate with people i like ate with friends and then i worked until i had nothing If I do that on all my days, then more of my days will look like that.

1:11:01And so the majority of my days now feel like what used to be top 10 % days. And so obviously these are different for other people. It might be playing music, it might be whatever your thing is. But that common factor is analysis. And it's like, okay, what are the top 10? You know, Leila and I have gone on 100 dates. Okay, the top 10 dates, what do they have in common? Okay, well, Alex - Have you done that? If you actually - Alex got flowers. I think about all of it. Yeah. How do mistakes better is brilliant. Alex got flowers, right? He got flowers. he had a gift is this coming from her side she tells you you planned no he had free plan he pre-planned something right she's told you her list i wrote some sort of note right um and so and we dress up and so those are the things they're like this is my this is my recipe for making good dates and so it's like a lot of a lot of times it's like no one just takes the the look back and says okay what but it's because they don't start with the i did stuff that's the first step like you got to do the hundred reps you got to do make the hundred posts you got to make the hundred you You gotta make the 100 cold calls.

1:11:54You gotta make the 100 sales and you gotta record them. And that's the other piece, like you have to be able to record it. Whatever, to the greatest degree possible, you have to recall what were the details. And so then you look, you see the common factors. It's like, all right, well, I'm gonna only do those five next time and by randomness, because life happens in where there's variables that are out of our control. Again, there's gonna be another top 10 % in the next 100 dates. And we're like, okay, so in those days, not only did I do these five things, but we had a driver. It was a big difference.

1:12:23And there was a surprise element for some of these. And at a certain point, the thing is, is the improvement is going to go like this, right? Just like that, just like that sales thing. You know, the first time you do this, your dates are going to get way better, right? And then after that though, the dates are going to get incrementally better. But all that happens is like, man, people are going to be like, how do you have such a healthy relationship? You're like, you know, all I did was I just looked at the stuff that worked and I just stopped doing the stuff that didn't. And I just did it over and over and over again.

1:12:48Amazing, Alex. Honestly, you're an amazing human being. I love this. I hope you guys enjoyed it. We're off to have some chicken now. We'll see you later.