32:20James Kemp · Essay
The Sovereign Way: Don't Build a Business. Build a Life.
A 32-minute manifesto on designing life first and engineering solo consulting cash flow to fund it — four traps, one operating system, zero sales calls.
June 3rdThe argument in one line.
A one-person consultancy can clear a million dollars a year by selling a single tiered offer to about 66 recurring clients, built on a self-chosen category and a brand that makes the sale before any pitch happens.
Read if. Skip if.
READ IF YOU ARE…
- A coach, consultant, or service provider with some existing audience who is tired of sales calls and wants to sell higher-ticket offers from a document instead.
- A solo operator stuck on the sell-the-work, do-the-work treadmill who wants recurring revenue and a calendar with white space in it.
- Someone competent in their craft who keeps changing strategies and funnels every few months and senses the real problem is positioning, not tactics.
- An expert who over-delivers, under-charges, and needs a framework for pricing and packaging without adding more deliverables.
- A founder who wants the math of a $1m business on one page rather than a complicated funnel diagram.
SKIP IF…
- You want a fast hack with no work on identity, beliefs, or category — the first third of this is internal and Kemp says skipping it is why most businesses get money and then lose it.
- You sell a one-off transactional product with no recurring problem to solve; the model is built on recurring revenue.
- You need step-by-step screen-share tutorials — this is conceptual and Q&A, the buttons live in his paid tools, not the video.
The full version, fast.
Kemp argues that strategy is cheap and everything works, so durable money comes from building on philosophy, principles, and a self-created category rather than chasing funnels. You build a brand-world (characters, language, places, mechanisms) plus an aspirational identity so the audience buys before you pitch, then package a hybrid offer: one outcome sold across tiers (platform, program, proximity) priced in weekly payments because the low "now number" triples front-end conversion. The revenue math is concrete — roughly 66 recurring clients at program and proximity prices nets about $84k a month. Delivery stays lean by separating products from offers: you build few products and recombine them into many offers. Acquisition runs a dual-mode funnel — a client campaign (vision page, VSL, application, evergreen wait-list that can run for a year) and a customer campaign (a $9 offer plus a 70%-take bump that funds ads) so people who will never be clients pay for the search for the ones who will.
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00:00 – 01:11
01 · Intro
Kemp frames the course as the complete recorded model — watch it many times, pick it apart, share it. The promise: a $1m solo business, the Sovereign System.
01:11 – 28:11
02 · The Sovereign Mindset
Vision over goals, surrendering to a benevolent universe to remove anxiety, current self vs higher self, and primers: remove need, don't tell stories, normalize discomfort, default to speed.
28:11 – 1:08:00
03 · The Sovereign Individual
Build strategy on philosophy and principles. Define what you believe, set constraints (non-negotiables, essentials, flow) on your calendar, and treat coaching/consulting/mentorship/creating as modalities not identities.
1:08:00 – 2:01:37
04 · The Sovereign Kingdom
Brand as a world you invite people into: characters, language, places, storylines, memes; an aspirational identity sold through contrast; unique mechanisms; and category creation as the real meaning of positioning.
2:01:37 – 2:20:46
05 · The Sovereign Leader
Leadership as the meta-stance across all modalities. Stop stopping, coach yourself first, go first, default to courage; self-coaching as problem-solving rather than problem-focus; fear lives only in the stories.
2:20:46 – 3:01:58
06 · The Sovereign System — Q&A
Live coaching on category vs niche, choosing modalities without having to pick one, removing rather than adding to find the core, and getting into motion so there is something to refine.
3:01:58 – 3:25:17
07 · The Model
A creation/delivery/monetization model, not a business. The revenue math: ~66 recurring clients across two tiers nets ~$84k/month. Design then deploy; mastery happens in the market, not on paper.
3:25:17 – 3:40:41
08 · The Product Code
The critical distinction: products are what you deliver, an offer is when you sell them. A scale from least scalable (1:1, events) to most scalable (tools), and a minimum viable product code.
3:40:41 – 4:10:54
09 · The Offer Code
Bundle products into tiered offers (platform/program/proximity), an access-driven model where price reflects access and speed. Sales = 60% audience, 30% offer, 10% copy. Validate the core: who you serve, what problem, why now.
4:10:54 – 4:34:55
10 · The Hybrid Offer
Offer making as the meta-skill. The three Ps — Promise, Plan, Price — on the first page. Specificity installs vision; weekly pricing and the 'now number'; price engineering and the emotional baggage around charging. Sell from a Google Doc, validate with three sales.
4:34:55 – 5:32:10
11 · The SoloOS — Q&A
Live work on unwinding over-delivery, renegotiating lifetime offers, front-loading milestones to front-load pricing, weekly payment psychology, fitness-niche depth, and how different markets buy.
5:32:10 – 5:52:08
12 · The Dual Mode Funnel
Market power laws and efficiency: most people never buy, so build acquisition that profits from non-buyers. Content builds brand, campaigns create clients. Run client and customer campaigns together for a 1+1=9 effect.
5:52:08 – 6:31:16
13 · DCM 1.0 — Client Campaign
The high-ticket evergreen engine: vision installer page, headline-driven VSL, qualifying application (TypeForm), and a follow-up cash campaign plus an evergreen wait-list that can run for a year, eventually making offers daily on autopilot.
6:31:16 – 6:49:45
14 · DCM 2.0 — Customer Campaign
Self-funding acquisition via meta ads: long-form and short-form ads to a $9 offer with a complementary bump (~70% take), upsells, and a platform membership, all built from products that already exist, then ascended to clients.
6:49:45 – 7:58:13
15 · The Daily Client Machine — Q&A
Closing Q&A: start with messaging on the funnel you already have, never send straight to a shopping cart, ad scaling (one angle/one creative/one ad per adset), the install frame for coaching, and being different beats being best.
Lines worth screenshotting.
- Strategy is cheap because everything works; durable money comes from building strategy on top of philosophy, principles, and a self-created category.
- You don't niche down into an existing category — that just stacks you against competitors until the only lever left is price. You create your own category and become the only one in it.
- Roughly 66 recurring clients (about 16 proximity at ~$600/week plus 50 program at ~$200/week) nets about $84,000 a month, which is a million a year.
- A brand is what people say about you when you're not there; the best brands make people buy without being sold to.
- Build few products and recombine them into many offers — all profit is made in the bundling and unbundling.
- Weekly pricing beats monthly: $250/week converts better than $1,000/month because buyers anchor on the low 'now number,' often tripling front-end conversion.
- Specificity installs vision — 'you'll make a million in 12 months' sells where 'you'll make money' has to be sold hard.
- The best offers are binary and easy to say no to; vague offers collect 'maybes' that never convert.
- Most people don't buy because they can't buy — wrong timing, can't digest it, no reason to act now — not because they doubt you. They doubt themselves.
- Run a dual-mode funnel so customers who will never become clients fund the ads that find the clients you actually want.
- Coaching is hard to sell to cold traffic because most people don't buy coaching; wrap it in an 'install' frame focused on what gets done.
- The market shifted from needing to be the best to needing to be different — different gets you clients now, and working with clients is how you eventually become the best.
- Power laws rule your audience: about 1% buy transformation at any price, a few percent buy programs, and the vast majority pay you little or nothing.
- Paid information gets consumed 10-20x more than free information because the intent is already there; a $9 buyer watches, a free webinar viewer bounces in six minutes.
- Price by contrast, not by sitting in the middle — put one-on-one at ten times your group price so the cheaper tier looks like obvious value.
- Separate content from campaigns: content builds the brand and should be fun and generous; campaigns create clients and should be measured by hard numbers.
- European and Scandinavian buyers convert on honesty about difficulty — '29 steps, it'll be hard' can outperform 'three easy steps' in skeptical markets.
- The hard work is internal — what do I believe, where am I betraying myself — because the processes of offers and funnels are easy once the foundation is true.
Build the foundation before the funnel.
WHAT TO LEARN
A durable one-person business comes from owning a category and packaging one tiered offer well, not from chasing the next tactic — the internal work is the hard part precisely because the mechanics are easy.
02The Sovereign Mindset
- Operate from vision rather than goals, since you control your inputs of energy but not your outcomes.
- Default to speed and action to stay out of anxiety and victimhood, because you can't be stuck if you're always in motion.
03The Sovereign Individual
- Build strategy on stated beliefs and principles, because every tactic works and only the foundation makes results last.
- Set non-negotiables, essentials, and flow on your calendar first, so the business feeds the life instead of consuming it.
- Treat coaching, consulting, and mentorship as dials you turn, not identities that trap you.
04The Sovereign Kingdom
- Build a brand-world with characters, language, places, and storylines so people follow and buy like fans of a universe.
- Create your own category rather than niching into a competitive one, because being first or only removes competition.
- Drive an aspirational identity through contrast so buyers can see who they become by working with you.
05The Sovereign Leader
- Lead first despite uncertainty, because followers only turn into fans behind someone willing to go first.
- Self-coach by tuning your thinking to a testable hypothesis instead of fixating on the problem.
07The Model
- Reverse-engineer your revenue target into client and pricing numbers — roughly 66 recurring clients nets about $84k a month.
- Design on paper but expect to master the model in the market, because planning is mostly busywork that keeps you out of the arena.
08The Product Code
- Rank products by scalability and price the complex, variable ones higher because they cost more to deliver.
- Build a minimum viable product menu and resist confusing volume of deliverables with value.
09The Offer Code
- Bundle products into platform, program, and proximity tiers where higher price buys more access and speed.
- Validate the core before you sell: who you serve, the one problem, how it shows up, and why they'd act now.
- Remember sales are roughly 60% audience and 30% offer, so fix those before agonizing over copy.
10The Hybrid Offer
- Lead every offer with Promise, Plan, and Price on the first page, where the offer truly lives or dies.
- Make the promise specific enough that the buyer can picture the future result, which removes most of the selling.
- Validate a new offer with three real sales from a simple Google Doc before building anything bigger.
12The Dual Mode Funnel
- Accept market power laws — most people never buy — and design acquisition that still profits from non-buyers.
- Keep content generous for brand-building and campaigns measured for client-getting, and don't blur the two.
13DCM 1.0 — Client Campaign
- Sell high-ticket from a vision page and unscripted VSL in your native format, then qualify with an application.
- Run the cash campaign and an evergreen wait-list for as long as a year so offers go out daily on autopilot.
14DCM 2.0 — Customer Campaign
- Use a $9 offer plus a complementary cart bump (Kemp's converts ~70%) to acquire customers who fund your ads.
- Build the funnel from products that already exist, then ascend customers toward becoming clients.
15The Daily Client Machine — Q&A
- Fix messaging on the funnel you already have before building a new one, because changing copy is the least risky lever.
- Wrap coaching offers in an install frame for cold traffic, since most people resist buying 'coaching' directly.
- Lean into being different rather than best, because the clients it wins are how you eventually become the best.
Terms worth knowing.
- Sovereign System
- Kemp's full model for a solo business: a sequence running from mindset and philosophy through brand, category, products, offers, and acquisition, designed to reach a million a year working two days a week.
- Hybrid offer
- A single offer that sells one outcome through multiple tiers and price points inside one document, so a buyer self-selects the level of access they want rather than choosing between separate products.
- Product code vs offer code
- The product code is the menu of what you can deliver (calls, events, courses, community, tools); the offer code is how you bundle those products into things you sell. Few products, many offers.
- Daily Client Machine (DCM)
- Kemp's acquisition mechanism. DCM 1.0 is a client campaign (vision page, video sales letter, application, follow-up) for high-ticket clients; DCM 2.0 is a customer campaign using low-ticket offers and ads to generate self-funding customers.
- Dual-mode funnel
- Running a client campaign and a customer campaign together so you generate leads and paying customers simultaneously, with low-ticket buyers funding the ad spend that finds high-ticket clients.
- Category creation
- Inventing and naming a market position you can be first or only in (e.g. 'solo consulting to a million in two days a week'), which removes competition and is Kemp's substitute for traditional 'positioning.'
- Proximity / program / platform
- The three buyer tiers: proximity buyers pay most for direct access and stay longest; program buyers want a prescribed path and oscillate; platform buyers are price-sensitive information buyers who churn most but are the largest group.
- Price engineering
- Structuring payments to maximize a chosen goal — e.g. weekly payments that sum to more than the pay-in-full price, with a discount for paying upfront, to lift either conversion or immediate cash flow.
- Install frame
- Selling a coaching or done-with-you offer by emphasizing the system that gets installed and the tangible outcome, hiding the word 'coaching,' because cold buyers resist coaching but accept 'I'll install this and it gets done.'
- Bump offer
- A small complementary add-on shown in the checkout cart of a low-ticket offer; Kemp's converts about 70% of buyers and is the key lever for funnel economics.
- Vision installer page / VSL
- The client-campaign sales page built around a headline and an unscripted video sales letter that sells the buyer on the vision and on you as the person to deliver it, with an application embedded beneath each section.
Things they pointed at.
1:15:00channelBen Settle (sociological vs psychological brand)
1:08:20bookJames Clear, Atomic Habits (named, dismissively)
6:06:40toolTypeForm (application forms)
6:23:20toolGoHighLevel / GHL (funnel building)
4:26:40productJanine Garner, Elevate (offer example)
2:26:40toolSolo OS / Offer Printer / Ideal Client Extractor (Kemp's tools)
Lines you could clip.
00:00
“Everyone's got a million-dollar business inside them if they can solve a problem or fulfill a desire for someone else.”
1:08:00
“A brand is the thing people say about you when you are not there.”
3:25:17
“All profit is made from bundling and unbundling.”
2:16:40
“If you want followers that turn into fans, you must lead. People who want followers but won't lead are trying to defy the laws of physics.”
4:43:20
“Most people don't buy offers not because they don't believe in you, it's because they don't believe in themselves.”
4:51:40
“$1,000 a month is harder to buy than $250 a week, just due to the psychology of how people see pricing.”
7:30:00
“We've gone from wanting to be the best to all you need to be is different.”
1:21:40
“If you niche down, you may have accidentally done it into a place that increases competition, costs, and anxiety.”
5:46:40
“Content is to build brand. Campaigns are to create clients.”
Word for word.
Read-along
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00:00I got something for you. I've worked with over 67 people on a million dollars a year and over 400 who are on the six figure run rate and uh the majority of those people did it all on their own and they followed parts or all of this model that I'm about to give you. And uh over the past few days uh over 141 people have spent the time with me to digest and do this model.
00:24And I want you to have it. Um, I want you to have it because I believe, genuinely believe that everyone's got a million-dollar business inside them if they can solve a problem or fulfill a desire for someone else.
00:35And um, I can only give you so much here because I've given you all the every single recording and every single life piece. Uh, and down below there's access to some resources that that will complement those that I, you know, I can't include in a video. But um I want you to have it and I want you to use it and I want you to pick it apart and I want you to watch it many times and I want you to share it with other people uh who can solve a problem for someone else and fulfill a desire.
00:59So uh it's long, it's uh it's edited, we've got it in chapters, so it's digestible, but uh this is the way to build a $1 million solo business, the sovereign system. So I'm going to talk then take a sip of the 42 things I have next to me out of screenshot and then I'm going to talk and do that four times.
01:26Um and then we're going to then we can talk. How about that?
01:31So the sovereign mindset happiness is then is never the goal. It's it's just a feeling. It's a temporary state that is that is fleeting.
01:42And as humans like dissatisfaction is built into our nature. It just is. It's there.
01:47Um, it's there for us to make progress. It's there to drive us forward, to innovate. It's there for us to build things, chase things, you know, create things.
01:58But it also it also provides some challenges and like to evolve we must be dissatisfied on some level otherwise there would be little imperative to do anything. If we weren't dissatisfied, we would basically do nothing, right? And I've commonly seen this come up uh with working with thousands of people is the most successful people are the most dissatisfied.
02:22And that dissatisfaction is both kind of a driver and also a crutch. Like most things when you have uh you know too much of it, it's not necessarily a good thing. And if you seek success and success is your own self-defin, you would do well to surrender to dissatisfaction.
02:42You just acknowledge it. You embrace it. You humor it.
02:46You honor it. And rather than chasing happiness, it's just our job to make peace with this, right?
02:53And we make peace with it by operating with as little anxiety as possible with while staying in a state of progress back to our higher self. And I'm going to give you some frames in here that just make this as practical as possible. And the first step is establishing vision.
03:14And this is admitting the truth in the knowing. And I'll make a categorical statement in that you already know who you are.
03:24And the tension that you exist in is from the fact that it's overridden or ignored or judged or just discarded. And it's only when you operate with vision does this tension actually melt away. Because without future vision, anything you do, any actions you take just feel disjointed and chaotic because they're not building and moving towards something.
03:49And I want to be clear that vision is not a goal, right? A goal is something that you in that you have um measurable outcomes of in the future. And I believe for most people that goals are counterproductive because vision is not a goal.
04:05Goals are outcomeentric and we do not control our outcomes. They just happen or we are given them. You cannot control what you get.
04:14You can only control what you give. And the major uh control that you have over are the inputs of your energy. So the vision is who you have the potential to become and the experience that that potential enables.
04:29And I call this the higher self, right? And to step into vision that you you know it could be very strong for you or it could be kind of you know loose signals that requires surrendering to the knowing. And I use this designation because again I've I've worked with so many people and in every case they they sought more knowledge but at their core they knew what they had to do.
04:57They just ignored it. And this created a gigantic tension in them that caused lots of stories to happen.
05:04And the path to your higher self is listening to the knowing and embracing its vision and just surrendering to that fact. You know what you can become because it because it already exists in the timeline. It is the vision and often you can literally see it.
05:24Right? Many people have described to me these vivid dreams or fantasies or things that are channeled to them or things they can imagine and they just write them off, right?
05:36It's written off as just dreaming or fantasy and it's often written by yourself through the um through the aid of other people and it's written off by those you dare to share with it. Right? Most people's vision is deemed unrealistic only because their current actions and the state of being are disconnected from the being required for this vision to actualize.
06:01Like said another way, your higher self is looking down on your present self and seeing that it's bullshitting. You aren't taking the actions now based on the knowledge that you think you have and you're not stepping into the things that you know because you're scared, you're judged or it doesn't seem reasonable and it seems like a dream and a fantasy.
06:25In every single case, and I especially see this when people come to Bali or I do one-on ones or I or I meet with people in person, I can get to the fact that someone knows exactly who they are and exactly what they want to do pretty quickly by removing it back. And all of the all of the things that you're knowing is covered is in stories, right?
06:48If all the stories from the past and external sources were removed, you would automatically just be that person. You would fall into the knowing. If you removed your, you know, your childhood traumas or the labels put on you or whatever the things that have happened to you and you remove the stories around them, the only thing left would just be you, right?
07:12And you know who you are. And so the encounter with these stories that that influence is to a greater or lesser extent, right? And tapping into the knowing purely requires honesty and only you can give yourself that.
07:28And it's actually a misnomer to say that um to stepping into your higher self that this is who you become because in actuality is already who you are. And I've seen again, I've seen this over and over again.
07:44I don't tend to give people a lot of stuff, but I'm very very good at stripping away the stuff that doesn't serve them, right? Because and I always find them in the middle of that and a and a state that they can comfortably and successfully operate in. And then that's them.
08:01You know, you can call that alignment. You can call it whatever you want. So you were already here.
08:07You were just encumbered by the expectations of others. the mimemetic desire of things that you think you want and a fire hose of environmental information. In the social and overcommunicated world, it is really [ __ ] hard to work out who you are when a lot of other people have an incentive to tell you who you need to be to aid to them, right?
08:32And your higher self already exists. Again, my experience knows this and subsequently what they believe they will get if they become it. There is a perception that um people know what it's like to be rich or successful or beautiful or some other statusbased kind of state and they're simply stories.
08:53You don't know what the actual experience is going to be like but if it's in the vision then denying it will cause you tension of doing that. Many of you are destined to get rich, but you're judging it now in a way that prevents you from doing it right.
09:11And rich again is like wealth. It's like success. You get to define it.
09:16You cannot get rich while despising rich people because you will block yourself at every turn if you attempt to become someone you despise. That's the definition of self-sabotage. And so your knowing points at your higher self.
09:32The singular reward is not the status. It's not the outcomes. It's not the results.
09:37It's not the money. It's just the returning to self because what you actually get is is out of your control. You can't decide how much money you're going to get or how beautiful you're going to be.
09:50They're already there. They just need some removal of the things that no longer serve you and that that no longer actually um actually aid you. This is not thinking about it.
10:04This is not like even creating it. It already exists. It's just an admittance and an embracing and not judging it that you already know who you are and who you are is your higher self.
10:19And that's fine. It's a concept. It's an idea but how do you actually do it right?
10:24So in the course of in the course of the modern world anxiety is the is is present everywhere because the requirements to play multiple roles right many of you are um many of you are parents and you have to play the parent role. Many of you are married so you have to play the partner role you know and your your your jobs to be done are are are almost infinite right and in the course of that playing and juggling all these multiple roles um you try and control a lot because it makes you feel better and in a in a grappling for control you introduce anxiety because you just can't control [ __ ] right and one of our jobs as people as people who help other people and again I'll you know we'll talk about how you do that and why you do that and And these things is to remove anxiety right at every stage.
11:14And because anxiety is the killer, it must be reduced to zero or close to it. And anxiety is injected by misattribution of control and need for certainty.
11:26People who are anxious overindex on how much control they have on the things that they get. They think that the actions of others can be controlled and there are a set of circumstances that can be enabled that make the future certain. You know, we saw this with co, right?
11:44That people would be like, "Oh, everything's so uncertain now." And I'm like, "Motherfucker, everything's always been uncertain. Unless you've got a crystal ball, you never knew what was going to happen tomorrow. Just now you're locked in your house and you don't know what's going to happen tomorrow." Right?
12:02So, it's a false belief that people have. And to remove the false belief, it doesn't require actual work. It just requires surrender.
12:09And that's a peeling back of the scales to a level just below nihilism. Right? And you know, here's a here's an overly simplified statement.
12:20I cannot control this outcome and I cannot control the future. You know, it's verifiably true and and that requires surrendering into it rather than creation of it. And to have that, this is where I come in because this is an operating system that I live inside.
12:39And that's the fact that the the belief that enables this for me. I believe in a benevolent universe and a benevolent God. And I'm going to give you both of those words because you can use both or you can use one depending on your overall belief system.
13:00Right? the universe. I believe the universe is looking out for you and will give you what you deserve.
13:07And so if at a base level, which I believe everything is energy, then the universe will reward those who are the best creators and the stewards and the amplifiers of that energy. And if we reduce everything down to energy, then it kind of gets kind of abstract, but also very very very simple. And this central belief has helped me more than any other because what I can return to is just like okay this thing that I have anxiety about it doesn't really matter right and just hovering just below that level of nihilism which is nothing matters is a very useful state to inhabit to reduce anxiety right and so the belief that the universe has my back because I'm a great steward of energy frees me up to just do what I want and be anything I need to be and listen to the knowing and then I don't know what the universe is going to reward me with.
14:03I can't say if I inhabit the state is going to give me three wives and $10 million, right? Those are meat verse, you know, projectable outcomes that people say they want and it turns out most people don't actually want them in the first place.
14:19Um, and it will give me more than I can imagine if I create and distribute energy in all forms, right? And I've said that with my goals. I'm going to build a $10 million a year solo business.
14:32How long it takes me, when it happens, in what form it happens, very little of that is up to me. But if I channel energy into it, then it should happen one day. But then it might not.
14:45But if I if I move through my higher self to achieve it, then then I'll be in the game for forever and ever, right? Because I am content.
14:56And I am content because I make others feel content. I'm rich because I make others rich. I am safe because I make others feel safe.
15:05Right? So I am a steward of this energy. I am an amplifier of this energy.
15:10I receive generously because I give generously and I talk about it very little. which was a a a shifting point for me. I wanted people to see me as generous rather than just being it, right? I give this much to charity.
15:25You are trying to manipulate outcomes, right? So, I do a lot and I'm very very generous and it all happens in private and only God knows, right?
15:35Why would the universe give me anything else in abundance if I operate in that frame? And if you truly feel that the universe has your back, then anxiety suddenly feels like it's kind of useless. It's kind of pointless, right?
15:52And even feeling anxiety, which holds you back, which you know transmits into fear, is actually an insult to God. It's an insult to the universe because it blocks energy and the energy is created and then the abundance flows and the evidence received, right?
16:10And to do this, first comes the belief and then comes the proof. And again, this is where people go get it the wrong way round. They're looking for proof rather than just having the belief, you know.
16:23And this is the only thing that you should ever fake. A belief in a benevolent universe that's a belief in that the world's got your back and a belief that the next action that is aligned to the knowing doesn't [ __ ] matter because it will all work out anyway. Because if you're a good steward of the energy, then it will come back to you. in in in abundance and because what you believe is more important than what is true because that dictates your actions, right?
16:49And as we go along through this, these things need to be converted to action. Otherwise, they're just philosophical. And the belief that your universe has your back and you are here to create and distribute and receive energy becomes true when you believe it.
17:04People who believe in God are right because the belief in God indicates the presence of it. and I'm going to stay at that level rather than getting down into the religious level because there's no utility in in that. Right? And so this is the frame that these things sit in.
17:23And as we go along the final step is like how do we actually do this? And it is this is the most useful frame. You are two entities.
17:38You are the current self and the higher self. Both are currently present. They both exist concurrently on different timelines, right?
17:46The larger the gap between them, the higher the tension. And I'll represent this in a very simple way. The bigger the gap between your head and your heart, the more anxiety you have because you'll be thinking cognitively and acting cognitively in a way that moves you away from your higher self.
18:04Right? And I've seen this over and over again at a practical and strategic level where people are doing things that make sense, logical sense in their brain that make no sense to their heart because they betray them their time, their energy, their relationships and everything like that.
18:21So both of those things are present and they derive tension. The bigger the gap between these things, the further you are away, right? And again away just means coming back.
18:34It doesn't mean that you're missing something. It just means closing the gap, right? The tension that manifests in the current self in the form of worry and fatigue and indecision and frustration.
18:48The tension is the signal, right? And the gap and is that persistent signal that most people ignore their own their whole lives because you can dismiss it.
18:58This makes sense is a very common phrase you'll hear people say. You'll also hear people say, "I don't want to." Right? And there's a deeper meaning to a lot of that, which is like in many cases, it's their soul saying, "I can't do that.
19:15That isn't me. That will take me away." Right? And you can see it on people.
19:20Well, I can, right? You know, and I'm not some Haley Joe Osman six sense kind of dude like, you know, peering into your soul, but I can see immediately physically on someone when they're miles away when they're the things that they really know that they are and the things that they're doing through thought are are disconnected and they're drained and they're anxious and they're unable to operate and think because they're trying to think in from two places they're trying to operate in the current self while while the while the higher self is screaming at them and saying can we just do the thing you really want to do and be the person that you really want to be that you know you are right.
20:03So tension and anxiety are these signals and if you are visited by these emotions they are signals from your higher self to change and the only way to change is to act right. So as I said you know get more practical with these things. When negative states arrive either individually or together you just step into the opposite state.
20:28Right? And this is the practice. This is the practice.
20:34So the opposite state of almost all the negative states is there. You step into courage. You operate with energy.
20:45You be decisive and you do it with ease. The way to remove negative states is act. The higher self always acts in those states.
20:56If the negative state takes hold, then the victim will dominate. We all have victims inside us, right? A couple of times a week, the victim will come out from me.
21:07I have to renew the kids' passports and do all this [ __ ] I'm like, why the [ __ ] do I have to do all this stuff? And it's like, this is the life I've chosen. Let's open the online portal and get it done.
21:21Right? And the victim is like impossible to kill. Lots of people try, but it's very, very simple to silence, right?
21:28And this is the daily practice. It's that switching of state. It's going, I'm scared.
21:36I've got no energy. I don't know what to do. This feels hard.
21:42Courage, energy, decisiveness, need, right? Because you've already decided that the universe has your back. So, at the end point, it doesn't even [ __ ] matter, right?
21:53And if you stop or if you stay in that state or if you move towards victimhood then you are doing it a disservice and if you inhabit negative states you are blocking the energy and its gifts. The universe wants you to win and it wants you to win on your terms because by doing that and the individualism that the universe has programmed in us it achieves balance right and nature is balance.
22:19It tries to achieve balance by producing individuals and the opposite state of that especially in the online marketing state is producing clones of each other and that throws the universe out of balance. Right?
22:34So operating in these states puts you at one with the universe. It's the natural state. actually flow and the only tension is external because then all the things the people telling you you're wrong or you're crazy or you're your dreams are irrelevant or you can't do that or who are you to do that are all external right but you have you're following the knowing you've removed the anxiety and you have God on your side because he wants you to win and then you achieve balance by you know being the person and achieving the higher self that you are truly meant to And here's some little primers, you know, as as you go along.
23:16And these primers are designed specifically for us, people who have to show up, right? Because these are the things that show up. A lot of stuff is hidden from people.
23:29You know, we may be able to see it physically, but we we can't quite read what it is. And the first primer is removing need. If you have great needs, external needs, you will be at the mercy of most everything, right?
23:43You'll be blown around by the winds of change. You won't be able to do anything because you will need approval on it. You will need permission.
23:52You will need a lack of judgment. And nothing good comes from those things.
23:57And so when you remove need, you again you like return back to yourself, right? Don't tell stories. Almost all people reason on actions via anecdote, right?
24:09They look at one data point and they say, "If I do that, that's going to happen or I've done that in the past and these things happen." And they ignore all the evidence that maybe repeating that action or doing that thing is exactly the right thing at the right time because there's a calling and a pull towards it. Um, normalize discomfort.
24:31The closing the gap is uncomfortable, right? Because you are depreciating the logical brain on the log, the seemingly logical world and you are elevating the knowing. And in another way, you are actually in many ways ignoring logic and embracing intuition.
24:51And closing that gap is uncomfortable because it it is almost always perceived as swimming upstream because many of the things that that you're called to do you might have to go first on and I and I'll cover that soon. Think in questions rather than make statements, right?
25:11I am scared. That is honesty. It's also a definitive.
25:18Why am I scared? promotes inquiry, right? And that is private to you.
25:24It's none of anyone's business. Why? If you're scared to publish a Facebook post today because your mommy took your spear getting away from you when you're five, it doesn't matter.
25:39It might be true. But admitting honesty allows you to actually embrace that and do something with it. Because without action, nothing actually moves forward.
25:50um default to speed. And I and I I'll expand on this one a little bit. Um I've never been so content on in in my whole life and I think about myself the least.
26:03And what I mean by that, so much of the times that I was miserable or the times that I was perpetually unhappy, you know, consistently unhappy or even depressed manifested through through states of excessive focus on the self, right? I do a lot of stuff now and I move very quickly and I'm very decisive in terms of how things are perceived and judged and I make decisions fast and I commit quickly because that's a that's a both an optimal state to operate and in the in the world of man and the life I'm trying to build but it also keeps me away from the darker states.
26:42Right? I'll say that in a simpler way. Do if you're doing a lot of [ __ ] you can't be depressed.
26:48Right? So when you default to speed with everything and you just sit below that level of nihilism which is I'm going to do it because it doesn't matter. You won't be anxious.
27:02You won't be sad. You'll just be uncomfortable. Right?
27:07And so when you default to speed, when you default to action and depending on how prone you are to go to the the the the depths of darkness, then it lifts you out of those states because it moves you beyond them because you don't have time. You're too busy doing things. You're too engaged.
27:25You're too much in the flow. You're too much in the belief. And then and then other people are coming along because the energy radiating out of you they want a little bit of because we are vampiric in our nature of energy.
27:41When we see someone with energy we're like I want a bit of that. I don't know where it is. I don't know where it's coming from but hey I want to be around that.
27:54Right? So those are the primers. And I wasn't going to start with mindset, but I have because the lens that you view things through is dictates the results again in the broadest possible sense that you ultimately get the sovereign individual.
28:15Um, the business model you choose dictates how you spend your time, energy, and the returns you ultimately generate for yourself and others. And if that's not the biggest decision you make, it's pretty damn close, right? The business model you will learn here is designed to be intentional and lean and flexible and it's much less about building a business and it's much more about building a life that the business feeds.
28:45Right? And I'll be candid here and and say I use the word business because I don't have a better word at the moment for what the heck I've built and what the heck I've taught other people to build as well.
28:59Right? Where you take the business is completely down to you. The decisions you make here and the things that you build right here, right now in terms of this training, that's the scaffolding that you build the business on.
29:15Right? And I want to be super clear. You can make plenty of money by ignoring everything I'm about to show you and teach you and help you implement.
29:25Right? The warning is your likelihood of keeping it. Ask me how I know.
29:33And the other things that come up in it may or may not be important to you is vanishingly small. Right? So you have a choice.
29:45You can skip all this and just get into the how to build a business, how to make money, all those things and you'll build something and you'll make money and then it will probably go away and then you need to build something again. You'll probably make money and it will probably go away, right? This is how to make the things that you do and the outcomes of those stick around.
30:13And I don't just mean money. I also mean in terms of uh impact, resource, utility, body of work and many many other things. Right?
30:24So many many people come to me for strategy, right? And strategy is just the thing we do. And strategy is is kind of nasty because everything works, right?
30:38But it's super attractive, especially in the marketing world, because it's tangible. And it's super attractive because it's actually the easiest. It offers the lowest cognitive load, right?
30:50Because strategy is just a series of tasks forming a process. I can teach most anybody a process, right? And one of the the the meta processes that I specialize in that I found is the the meta skill and the meta process is offer making.
31:04Because if I give that to you, you'll never be poor again. And if you're never poor again, you can be whatever you want, right? So I I focus on the meta processes, which is, you know, offer making and and communication.
31:17But what happens is that purely operating at a strategic level is highly volatile and it's exhausting as the rate of change at a strategic level is very very high both internally and externally. Right? And high rates of change induce high rates of anxiety.
31:39That word again, right? An anxiety is destructive for life and business. And you've probably been exposed to many strategies, probably tons of them.
31:51You're probably doing three or four or five or nine right now. You got this one from there and that one from there and that one from there. And in your mind, you're still like, I need to be doing another strategy.
32:05You tried them. You failed them. you discard them and then like god forbid some of them worked and then you had success but there was this like weird feeling of like this is so limited or it's not me or whatever many of you experiencing that right now you're like it's kind of working but I don't like it or it's kind of working and it's not really operating to the full potential. is kind of working but it's not like that person or oh my god that strategy doesn't work.
32:38All of these reasons is because the strategy was not aligned or or overlapping with principles or philosophy. And for me this is again like one of the easier ones to diagnose. I can find someone, meet someone, and I know they're using the a good strategy and they're the wrong person to use the good strategy or they're using the right strategy at the wrong time, right?
33:06Because they haven't necessarily defined some of the things I'm talking about here. And when we build strategy on top of an overall philosophy and underlying principles, we are building a very very strong base of that.
33:22And that allows the strategy to be flexible and dynamic and serve you and other people to take advantage of opportunities to move quickly, to move slowly, to move whatever pace you need, right? And it's pretty funny for me. It's not funny when you're in it.
33:39You can achieve extraordinary returns from a bad strategy if it's built on top of strength. Right? And I see this manifest in and and especially in the influencer world, right?
33:53There are people who've built um very large audiences and and a lot of attention and a lot of fans and followers through very very strong philosophy and principles and communicated those and they make shitloads of money and they have a terrible business model and stupid strategies and it doesn't matter because the people don't come for that and they can operate in that zone basically forever because it's built off philosophy and principles.
34:25Business gurus hate this one weird trick which is it's the strategy matters but only at the point of execution right and most people don't embrace this because it's quite difficult to think and be consistent for most people right because principles require thought and consistency they can guide strategy and they lower the volatility as principles and philosophy kind of evolve much more than they change.
35:04Right? You might have used five different strategies to get clients in the last 12 months, but you didn't change your your own your your core beliefs and your overall identity necessarily five times in that time. they probably evolved and morphed and you changed your mind about some things and you embraced others, right?
35:25So, philosophy has the lowest rate of change and it just morphs and evolves and but the fundamental beliefs that we have are very very change very very slowly. So philosophy in another, you know, philosophy is kind of like, you know, hypothesis. Philosophy is just like what do you believe?
35:44A hypothesis is just what what's the guess, right? It's just a fancy fancy ass word that just means what do you believe? Your personal philosophy is the strongest platform to build on, right?
35:57Because it's the closest to you. And to establish this, you must ask and answer the questions repeatedly of what do I believe? And this only gets useful when I actually just tell you what mine are because again you can take some of these, you can discard others, you can copy them, etc.
36:17Because they'll be going to be some will be overlapping and some will be discarded. So what do I believe? I believe creativity is the highest form of human expression.
36:27You can create anything that doesn't defy the laws of physics. Right? While I talk about a lot of modalities, I talk about coaching and consulting and mentorship and all these things.
36:37They're modalities. Um, but they're modalities that are manifested through creativity. Ideas are the greatest untapped resource on earth, right?
36:46You know, in on on earth, we think there's lots of oil under the ground and there's lots of resources. We don't know how many there are, but we can kind of find them. Ideas are absolutely everywhere and they're the most hidden.
36:59And I'll make a definitive statement that you can turn one idea into a magnificent business in life, right? But most ideas go untapped. They go um unfully manifested.
37:10And the longer you sit with an idea uh without acting on it. And the idea, you know, some of the frames I give people is the idea that won't go away, the more tension there is and the less able you are to do that idea until you see it manifest in someone else. I've covered this, but people know what they want.
37:28They are just reluctant to trust themselves because there's more reasons why you shouldn't do something than why you should. There's more re there's more people to tell you what you can't be than than the noise that the signal from you about what you actually are. Um, a reality of the modern world is true freedom of is downstream of financial freedom.
37:49You can't be truly free until you have an element of financial freedom because you are too constrained by the needs and the whims and the and even the laws of others. Right? Um another thing I believe there is no such thing as good or bad just useful.
38:05You will see me as I deliver these things and as I speak to you be evenhanded and say you don't need this but these are the consequences. Right? You could ignore all the training I'm going to give you today and dive into all the strategy I'm going to give you tomorrow.
38:20And that's neither good nor bad. You just haven't found it useful. But one day you might, right?
38:25I don't judge it. You can love people without loving their problems. I have a deep affection and a love for my clients and the people who trust me and come into my world.
38:37I do not listen to their stories, right? Because that that that that entrenches me in a story and makes me less useful to them. Right.
38:45So I have become practiced and very good principally at detaching from the stories that people tell me about why they can't do things to enable me to help them do the things that they actually want to do. Right? I believe I can create energy and give it to others.
39:00All forms of what I create is a form of energy. Right? I've spent literally dozens of hours combing through these, refining them, writing them, writing, you know, doing them, putting massive amounts of energy into it to distill them down to give it to you.
39:14Right? The energy wasn't in the creation. It was actually in the removal of stuff that might not be useful to you.
39:21That work is hidden, but it's my gift to, you know, my gift to the universe and the energy of it. So, you can see things more clearly um rather than having to, you know, walk beside me for 10 years. Um, this this one consistently manifested along the way.
39:37I believe in people more than they believe in themselves. And you know, I'm not the first person to say this and I won't be the last, but when people step close to me and they step into my world, I let them borrow my belief because I will believe and seek I will see only tiny elements of evidence that that something they're doing is working or good for them and then and then push them on and I will exceed their belief in the in the in their ability to do it or get what they what they what they say they want.
40:04Uh, I don't make goals because I have no idea what my capacity is. So, I must operate on the edge of comfort to consistently expand it. So, I don't know how much I can create.
40:19I don't know how many people I can help. I don't know how much money I can make. I don't even know how many kids I'm going to have.
40:30Right? So, I just operate on the edge of discomfort and just consistently expand it and then everything will work itself out. As I said, you know, I've shared the $10 million vision and the intention and I'm doing that to prove it's possible.
40:45It could be it could take me a year, it could take me 10, right? And so, I encapsulate these principles in the master principle of being sovereign. And again, this is not my word.
40:58I've just semantically commandeered it to, you know, encapsulate a philosophy. And so all my beliefs and my actions and the things I do go towards that. And to me, you know, that word has evolved a bit.
41:14I when I first kind of set out on this journey, I wanted to be just free to do whatever I want. as I accumulated kind of wealth and some influence and some power then it's become more important to me to be free from right I've set myself up in such a way uh in the world and the the rules that we have to follow etc to be you know free from a government coming along and taking everything I've got because no one single entity can do that right I say confidently Um, so I work to become sovereign so that others may become sovereign.
42:00And this is where the philosophy is a is is essentially a flywheel. And it's a flywheel that I've built everything on. Right?
42:09So I strive to stay in my power to enable others to see their own power. And these none of these individual beliefs are not are exclusive to me. And many of them may overlap or match many of yours, right?
42:25And I say that um both as an invitation and also kind of a word of warning. If there's things here that resonate with you, adopt them. If there's things that if there's things here that you disagree with, I don't care.
42:42Ignore them. Right? And that's mean to say that you can we only have a limited number of words and a limited number of ways of language to communicate these things to ourselves and other people.
42:55And so if those things resonate with you, please please feel free to adopt them as your own, right? And you give them the meaning that you need to right.
43:06So when I operate with these principles, everything seems really simple and it does feel at ease and I am human. So I can be dragged away from them or betray them in moments sometimes for quite, you know, quite significant moments of time. And I and I'll talk about that when I get to, you know, the the principles.
43:27But um busyiness, excessive motion, or having a ton of anxiety about what something looks like or than is are the factors that drag me away from my beliefs. And this is the this is like my point of vulnerability, right? These are personal to me and they might be relevant to you.
43:48If I'm busy all the time, I tend to just get into operator mode and kind of just cognitive mode and thinking and I start to diverge from some of my core principles. If I'm excessively worried, excessively fearful, then I just stop doing things which again betrays my principles. I am very sensitive for what you know again it's like maybe my spaghetti was taken away from me when I was five and I cried about it.
44:22I'm very sensitive to what things look like and that is uh default programming that I have attempted to divert, override, work around, embrace in lots of different ways. And I worry about what things look like and that stops me in my tracks. And I share all those things to say that when you when we talk about principles, you can you can accidentally introduce morality and start to think that some that following a certain set of guidelines and doctrine is the is the moral way to do it.
45:03And if you don't, you're an evil person. This is not a religion. This is just maybe a useful set of, you know, ways and frames to live a life and build a business.
45:14And it's easy to go into autopilot or go with the flow without discerning whose flow I'm in. And for me, the way to arrest unconscious flow, and you know, I've experimented on many of you, is just create a lot of space. Create a lot of space to be yourself in right?
45:38To live intentionally, I need a lot of time. And I don't want to frame that as the I do in marketing, right? I'm the guru who only works on my business for 2 minutes a week.
45:52But it actually has a point to it. Because to live intentionally and live what's truly important to me, I must create time just to be, to feel, to think, and create. And it's at this point we can start to hang some practical steps on the scaffolding of our principles, right?
46:08Because if you show me your calendar, I'll show you what's important to you. Whether that's truly important to you is is is kind of the open question, right?
46:19And one of the one of the requirements to embrace this and one of the bigger challenges for me along this journey is to acknowledge the reality that very very few things are truly valuable to me. Right? And I thought it was a lot of stuff until I actually sat with it and lived in it and thought about it is like, okay, what is actually important to me?
46:47They're really simple. have dinner with my children every day, see my kids before they leave the house every day, move every day. If I do those things, I am pretty content and pretty fulfilled, right?
47:08Not fully because I need to I can't not create on top of those things, but they are north stars. They come before business, right? Because they aid the commitments I've made, the things I'm passionate about, my well-being, and I I love to do them because they are me, right?
47:33And then I break these down a little bit further because it's this has got to be practical otherwise it's just [ __ ] me going walking through a journey of life, right? We break them down into into um two boxes and one overall, you know, way of being. And this shows up in a calendar.
48:00So the two boxes are non-negotiables and essentials. My non-negotiables if I if I look at my life in in a day to week is daily exercise, a date night with my wife and family dinner together. My essentials are a client group call weekly, right?
48:22I had my client group call before I'm going to be speaking and hearing my own voice for the best part of seven hours today. Like it might have been wise to, you know, it might have been smart to cancel that, but I won't. There's got to be like really instinct circumstances.
48:39Now Qatar Airways have got Starlink. I've got absolutely no excuse to cancel those calls that I had to cancel the other week. Right?
48:47And then overarching that, I've got the flow and that and they are rules and constraints. I when I show up, I show up. If you are with me or there's a group of people with me, I prioritize the showing up.
49:04If you have a one-on-one with me, I am there, right? And that requires energy. And I have limits on that.
49:13I have con I have to have constraints on that. So I can only do calls and I'm meaning I can. I can only do do calls to the standard that I want to do them on Tuesday and Thursday mornings, right?
49:27Because if you come to me and you're just starting a business or whatever, I am there. If you're coming to me and you do 26 million a year, I am there because I need to be there, right? Because I need to be in it because the comp the complexity of some of the problems that you may think you have and what the reality is is probably pretty different.
49:48I need to be able to to show you the path forward. And so this is what it actually looks like. And what this means is that there is a lot of white space.
50:03And once I have the flow, which is the another word for the constraints I put around these things, and then once I have the the non-negotiables and the essentials in there, I have a huge amount of space there, right? And some of these things start to overlap, right? I go to the gym, the gym gym like three times a week. uh my wife and I work out together on a Friday now, right?
50:31That's a relatively new thing. There'll be a season where we do that, where I integrate two things that are like important to me. Luckily, she's coming back from pregnancy and she's not as strong as she used to be.
50:45But when she starts getting almost as strong as me, then I have to quit for because my ego can't handle it. But, you know, so it's for a season. So the the nature of my calendar means that the important things are there and there's space for anything else right during the course of um building and re and creating and assembling this for you.
51:11I've worked many many hours, right? But it was the white space was there to to to fill that in during the course of um you know being pregnant. Now there there's a few weeks there where we're back and forth to the hospital and if you've been to Bali it means that you're you know sitting in traffic for 3 hours, right?
51:33There's lots of white space to do those things and in many weeks uh that is what it looks like. There'll be nothing in that week. There'll be tons of white space.
51:42There'll be tons of ideas and creativity. There'll be there'll be some tension. Patrick will come over to my house because it's way more fun to do on boarding and kickoffs in person and he lives in Bali.
51:53So, it's better than doing it on Zoom, right? So, I can default to the whites space. I'm like, we don't spend 30 minutes on Zoom.
51:59Just just come over and we'll hang out. We'll have lunch and we'll do the plan because the whites space enables that. It's a it happens to be there.
52:06So, I'll use it as an example. So that's all to say that um in my discovery and my my my uh enabling other people to and answer asking these questions to you, there's very little that's truly important to you. And said another way, a lot of the things that you say are important aren't because you're doing them for optical reasons or you're doing them because you think you have two.
52:35And the other thing that this frame and these constraints are designed to do is promote massive creativity. I have to work out through trial and error, through doing stuff, how to make $10 million a year in two days a week. I can't do that by following a plan because no one's really done that.
53:01I'm sure, you know, they have in the the deepest, darkest corners of things I'm not aware of. And, you know, there's plenty of $10 million solo businesses now with indie hackers and these things. But all to say that I have to create the the journey and the path to do that.
53:15And so, I need a lot of time and space and creativity to create it. So, the constraints breed creativity. They are the canvas we paint on.
53:25If you're given a canvas, you have to paint within the canvas of that. The canvas only has four sides, right? And I and I say this because most people have it inverted.
53:37Many many entrepreneurs work the same or more hours they did when they're in a job because they default back to that programming. And that is in most cases mindless and in most cases doing a lot of stuff that doesn't matter. and in many cases doing stuff that takes you further away from the vision rather than closer to it because there's no boundaries on it.
54:00There's no constraints. I'm just going to work 9 to5 and sit in the office or I'm going to go to the place or whatever it may be. Right?
54:09So that's how philosophy shows up by defining the things that are important, placing them in in a place to act on and then actually living in that rhythm. Because if the if the if the calendar or the ascension or the or the constraints are set up and then they're ignored then that will increase the tension. If you don't believe that you can do the things that you want to do that you state now and only two two days a week etc.
54:39Give yourself some bandwidth but constrain them in the first place because only then when you put constraints on will creativity show up. So as we kind of move up towards strategy, maybe even move down, I don't know what's the direction. Um there's an acknowledgement that beyond our philosophy, there there's there's some principles here.
55:02And these principles become both useful for us to operate in but also useful for us to communicate, right? principles of the guidelines for human conduct that are proven to have enduring permanent value. And everything I've given you and shared with you and given you access to so far is about building things that last, building things that are meaningful, building things that that that other people interact with that reward you and others, right?
55:29Because no matter what we do, and there's amazing different skill sets and modalities and experience in here, we operate humanpowered businesses, right? We work with people sometimes like super deep and intimately. Sometimes it's just kind of handoff and we give them services etc.
55:45But we need to we need a little bit of humanity in those and communication is a central part of the human exper human human experience. It it it actually is most of the human experience because communication breeds cooperation. It also bleeds conflict.
56:02It it it is um you know the cause and effect of so many things. So as we go through this defining our philosophy, we improve communication with ourselves and that was my central goal with what you know what we've got to so far.
56:16Who are you and how do you talk to yourself better and more effectively? So the things that you build out from are truly you and truly truly uh resonate and valuable to you. So by defining and communicating our principles, we both improve communication with ourselves, but we also improve it with others, right?
56:39So I defined my operating principles long ago. And the the road to them was kind of twofold. It was twofold.
56:49I only defined them publicly after I had defined them privately. Right? So the working I'm showing you here is a product of things that I did in private and operated on and built strate strategic outcomes on top of well before I shared them.
57:10And as I shared them they were they were quite numerous and a little bit contradictory and maybe a little bit confused. And as people interacted with them and I interact and I used the principles to interact with the things I did in the marketplace I refined them down through practice and like said another way in the beginning there were 10 sovereign principles and now there's six right because believe most progress is just refinement and distillation towards simplicity.
57:43I'm not going to read them out individually. Um, and again, you are free to borrow any many all of these ideas because these things surface in public. Copying and pasting these and saying and claiming as your own would be very stupid, right?
58:02But developing um your own off these frames or as as primers is very useful and again so is discarding them, right? So number one is lead yourself. To be truly sovereign, you must lead yourself.
58:16Align your actions with your beliefs. Right? Number two is set your knowledge free.
58:22I operate in a very very generous frame when I make stuff. I have more knowledge and knowing stored inside of me than I have the ability to to communicate it. And I've got to get it out.
58:35Again, I can't not do it right. that as a practical application because the value of knowledge actually um goes to free very quickly even more so in the world we're in now right but so by setting my knowledge free and doing things and building things and putting it out there and giving it in many frames I just get to go first right build a tribe the thing I'm most proud of in my communities is when people help each other with things that are maybe even in my skill set, right?
59:07We're we're on a call this morning and um and Ross um Ross is working with Robert around communication and um Tim who's um Robert's dad and business partner was there saying how much their audience had, you know, engaged with them and how much their offers had taken up and he he thanked me for the increased profitability in the business, but he thanked Ross and the increased branding and communication and those things, right?
59:33I'm super proud when that happens. I didn't lose anything. You know, some people think that clients working with other people and these kind of things that that there's there's a loss function, there's a scarcity function.
59:44Building a tribe means that you build tribe with um unique and individual results and you let people um you know you let people um deploy those in ways that that that are appropriate. Teach your tribe to fish. The there's a paradox with everything I'm doing right now and you'll see it, you know, tomorrow in the offer creation tool.
1:00:01It's like click these buttons and have an offer, but I'm still going to teach you how to make an offer, right? Because I want you to understand the underlying scaffolding and the framework to do it because the I've now got a tool that can think for you. That's both beautiful and dangerous.
1:00:16So, I'm always going to teach you how it works and why it works and what to do so you can replicate those results when the tools aren't available. Uh, show don't tell. I could preach from the high heavens about all the things I know and and everything, but I I just rather show you and let your own mind let you make your own mind up.
1:00:35I would rather demonstrate and show people what I can do and what I've done than tell them how great I am. And I found that that both works in in the service of people. It's just easier to show you than tell you.
1:00:49And I also found it it works in the attraction of people because I show and demonstrate and I strive not to tell people. I still tell but I strive to show and demonstrate things. And pullover push.
1:01:03Uh I don't do a heck of a lot of traditional selling and I know that costs me financially. Right? If someone says, "I'm not ready to do this." I say, "Take all the time you need." I don't handle objections.
1:01:22I don't I don't do a lot of selling, but through the course of operating with these principles, I sell a shitload of stuff, right? And so those principles have done me well, right? And the interesting thing for me is as I've gone along and I've diagnosed the actions I've taken, offers I've made, things I've built, and those things, I can more now more accurately diagnose when a strategy feels wrong for me by looking at these than I can the strategy.
1:01:54Right? I've started and killed many things strategically and financially successful, yet they went against one or more of these principles.
1:02:04I did an offer um back end of last year that generated 68 grand in a week that was the easiest thing in the world for me to sell and the easiest thing in the world for me to deliver. But it violated one of the these principles and I couldn't work out for a few weeks why it felt so off despite it being so easy and lucrative.
1:02:29Right? The reason was that I was I was gatekeeping some information and so I I was essentially betraying the knowledge set your knowledge free piece while the while the thing that people were buying was extremely useful. I I knew that there was you know probably a faster and easier way for them to do it and I and I was in possession of that so I gave it.
1:02:57So I I I stopped doing it. Right? So again, take what you need, discard what you don't because many of those will again overlap and have utility.
1:03:13So as we move through philosophy and the principles towards strategy like you know I've given you some practical things but the strategy is where the like the manifestation of the rubber hits the road the things you do we can layer on how you choose to show up inside your chosen strategies and tomorrow before we get into you know breaking down in terms of products and offers this is a useful primer to start to think about and understand that these things are distinct from each other.
1:03:47So the model works for people who help people and like in a marketing sense that's absolutely terrible positioning but none of this is marketing right who do you work with I work with people who help people vague pointless you know semantics but what happens in a marketplace is the fixation on the identities that are commonly pursued distorts the value creation And seeing them as simple modalities allows creativity to match principles and this is a challenging one to kind of teach in theory but it's easy to demonstrate in practice but the principles can be present in all these modalities right and I and probably you are good at all of these things and so they're little dials that I can turn up and down both when I want to and when I feel like it and what calls me.
1:04:47But I can also turn up and down at a product level, but because I can sell them in in the simplest in the simplest sense. And I found that breaking them down into modalities rather than inhabiting the identity of a coach or a consultant or a mentor is much more useful in um h letting you flow through the execution of this model.
1:05:11And it's much more useful in in in enabling you to create products that fit for you in the marketplace in real time. So these are my definitions. Coaching is helping people discover the answer inside them.
1:05:26Uh consulting is giving someone the answer. Mentorship is showing someone how I would do it. Creating is just coming up with original ideas.
1:05:35And the c curator of is the assembly of the best ideas. Right? So this is how it shows up for me.
1:05:41I create for my community. I mentor on weekly group calls. I coach and consult on Zoom and in person and WhatsApp.
1:05:49I c I curate and demonstrate these actions to pull more people towards me who might benefit from these actions. Right?
1:05:58So that for me the modalities think seeing them as modalities is far more beneficial because the reality that I've come across is lots of coaches do consulting lots of consultants do coaching lots of coaches are actually more effective mentors than they are coaches and the identity has trapped them in the expectation of what they think a coach should be what they should sell etc etc so these definitions are more than just semantics because they show up and they give us um bounds to create and live in a state within the principles while having the most flexible landscape to operate strategically.
1:06:38And this is the journey that I'm taking you on, you know, through that that that philosophy into some principles and then building a strategy on top of that because that's the mo most robust longlasting sustainable and and and the way to do it with ease that there is. So how to build from philosophy and principles? Answer the question, what do I believe?
1:07:02Decide your constraints. Put your non-negotiables, essentials, and flow into your calendar. Define your principles to guide you.
1:07:10The first time around, as I've said, mine were done in private and then evolved, you know, in practice and in public. Eliminate modalities. Then choose your ideal modalities and align your strategy and your products with the modalities.
1:07:26And what I mean by that is at this juncture I am giving you permission to stop doing some of those things if they no longer serve you. Right? If you don't want to be a coach anymore, you don't have to be.
1:07:39The model caters for that. If you don't want to curate and bring your community together, you don't have to be. If you want to go all in on one of them, you can.
1:07:50And then the other ones can pop up once in a while, but they're all frames and they're all useful in their own way. And they're all useful at different times. This is my favorite one.
1:08:06This is my favorite.
1:08:10because I see I see a couple of things happening. people come to me with like great offers and like no brand or or completely out of alignment or messaging or I see people uh come to me with like the most complex ideas of what a brand is and how it shows up and and all these disperate things about how they create content when there's actually a formula.
1:08:38Right? So um this is the sovereign kingdom. You build a world and you invite others in.
1:08:49So what is a brand? A brand is the thing people say about you when you are not there. You can live rent free in someone's head and they associate you with ideas and imagery.
1:09:00But a brand is pointless unless it's got the end point of promoting to action, right? and the most uh powerful effective brands on the world in the world they naturally and I'm intentionally using that word have people buy things from them right when your brand consistently sells someone on ideas and I want that really really to stick with you what business you're in you're in the ideas business when your brand consistently sells someone on ideas and imagery, it is very easy to get them to take action because it's the natural next step, right?
1:09:46And again, I'm wrapping in the, you know, the the the meta principle of like pulling over pushing. So, this is about creating a a world which inhabits a brand where people just end up buying things because it exists. Because the idea, the ideal brand does all the selling needed.
1:10:10And then when an offer is made, it's just natural. It's the next step. This is not easy.
1:10:17It is simple because there are three components and then a final step. Right? And it's primarily not easy for two reasons.
1:10:29Firstly, it needs intentionality. And secondly, because most people lack patience. First cough, wonder when it was going to happen.
1:10:42So the intentionality is here. The patience must be deployed in the marketplace because building a brand it this way it's quicker than you think but longer than you like in almost every case. So there's three components that we build.
1:11:04There's the world, there's the identity, and then there's the mechanisms. So inside the world, there are characters, there are settings, there are language, there are story lines. And when a world is in motion, people can't help but pay attention, right?
1:11:24They can't help it. If you think about your, you know, the favorite universes that you've, you know, you could be into Marvel stuff and the Avengers or it could be Game of Thrones or it could be anything like that. They are worlds, right?
1:11:38You know, Tokien and Martin and all these people who wrote massive fantasy worlds, etc. drew people in and the natural next thing was to buy the next book. The natural next thing was to watch the next episode. Right?
1:11:51So, all to say none of this is new. It's just it can be now it's available to us, right? The identity is the one you represent yourself and the characteristics of who someone becomes when they are inside your world.
1:12:06Identity is the most abstract thing here, but I'll bring it to life as we go along. The identity is the transition and the transformation of the human into their ideals. The third component, the mechanisms, they are the way to get there.
1:12:25They are the how, the map and the terrain that must be that must come from the world to actually exist to actually come up, right? I lost my place. So, if I'm coaching or consulting or I want people to give people a shortcut, again, here's the shortcut.
1:12:45You can ignore world building and identity. You'll just be constantly coming up with new mechanisms and new office to sell them, right? Because a brand can be successful with just one of these components.
1:12:58Um, a brand can build identity, a brand can build a world or a brand can build like exclusivity mechanisms, but the best ones always have all three because they compound on each other and they build the characteristic a modern brand needs to be successful, which is authority. Right?
1:13:17So these three components interact with each other and when they interact with each other they manifest into a brand and that brand puts content out there that builds it. So these are all built to meet the market in a way that creates your own category. Right?
1:13:36And again, I'll talk about and teach you about category creation because again, category creation happens quicker than you think but longer than you want it to. And cate category creation is the thing that um manifests the thing that everybody want, which is positioning. So when people talk about positioning, what they're actually talking about is category domination because a category is relative to other categories.
1:14:05And I and and I'll show you that in a minute. So only when you start your own category are you free from competition and dilution. Almost all of us are in high highly competitive markets.
1:14:17If you're in competition, the actions of others dilutes the profit and dilutes the impact of the message that you put out there. Right? So there's a way to get out of that.
1:14:27Let's build your own world. Create a a transformational identity. have mechanis mechanisms to do that which then then intentionally create a category of one and so there are steps to do this and these are the steps I prepared earlier.
1:14:43So your start point dictates your current conditions and your orientation dictates your direction. So the start point of building a modern brand with authority is sociological. And I first heard the distinction between so sociological and psychological from Ben Settle the copywriter.
1:15:01And Ben Ben came came to this retrospectively. He realized what he'd done by operating in a really canankerous and um you know way that he built a business that he wanted to do and he had a brand that he wanted and then people came to it. And what he what he what he defined was that you know we sociological just means human structure right a human structure is driven by human energy and this is in contrast to a psychological start point that's driven by demand and data and so big business build things for the marketplace.
1:15:39They'll do a survey. They'll get the data and they'll build things that they say people want. And then often they'll be like why didn't people buy it?
1:15:47Well, because the data is usually wrong because people don't even know what they want. So, we don't even bother with the psychological start point by like asking what the market what it wants. We to start a sociological frame which is sovereign because what that does is it prioritizes your own energy, interests, and desires and tolerances over the market.
1:16:12Right? I'm giving you the permission to define your own philosophy. I'm giving you the permission to, you know, document your own principles.
1:16:19I'm giving you permission to build your own world with constraints in it over how you show up on that world through the time that you deploy and the modalities that you deploy. Right? That is all sovereign.
1:16:29And so we can create this in the trust that there are people like you who value the same things as you. Right? So this is in contrast to businesses who start with the psychology of the market.
1:16:42We go who do I want to be? A psychological business is who do I need to be to the contort themselves in the product into the marketplace. It we start with what do I want to sell?
1:16:52They start with what will people buy. We start with what do I want this to feel like? They start with what must I do.
1:17:00In the course of building a lot of products, people betray themselves, right? And they justify it through the through the course of well the market will buy it and people want it. That's not good enough for me because by nature that's unsustainable.
1:17:14And while people will buy it, it doesn't mean you have to doesn't mean you have to sell it if it betrays you. So we must get we must go to the market and sell things, right? We must serve people.
1:17:25But when we look at the frame that the feedback from the market in the form is data is met with curiosity versus judgment. It's much easier to evolve within that.
1:17:38I've got onboarded a new client a few days ago, got him to send an offer out. He had 25 responses, right? A couple of people were in.
1:17:48I think three existing customers um reached out and then seven 17 people didn't say anything, right? Rather than say 17 people didn't buy my thing, you go into the marketplace and say what do you you know, how did you interpret this? What do you need?
1:18:05Why didn't you buy it? And so the data that comes back from the market is met with curiosity that then informs the next decision you make. The next iteration that offer will go out and it will sell twice as many because it that the data is informed by the marketplace.
1:18:22So this is all to say you know and here comes like the caveats when a sociological brand brand polarizes it's done so naturally and that is the outcome. said another way, it doesn't manufacture fake rage or bait or say things that are purposely controversial just to initiate a um a reaction. It tells the truth, right? And that when a psychological brand polarizes is manufactured for the for the effect, people say controversial things just to get attention, right?
1:18:59And that diminishes. Sociological brands serve the market by serving itself first and trust that it's serving the market by serving itself. So you are the first customer of your brand and I am a manifestation of this idea.
1:19:15The better I am at running my business, the the better I am at showing how I run my business, the more people I help run bring in, the better I am at running my business and the more people I can help. and the and the flywheel goes around which is all to say I am my best customer and my first one. If I do a good job for me, I by default do a good job for my people.
1:19:42And so when I start inwards and design from there, everything just flows and works and the right people buy in the right amounts at the right times. So world building is the demonstration and dramatization of the world you live in, right? Um the what I'm about to share with you could come across as very cynical because it shows it it could show if you wanted to tell a story of it could show how I kind of cynically use bits of my life and even my family to do things to profit.
1:20:21They're just part of the story, right? So you can judge it how you how you see fit and take again the bits up to your levels of comfort because building a world is a demonstration and dramatization of the world you live in.
1:20:38It's an abstraction to varying degrees of your reality. Right? I'm a lot nicer in person.
1:20:48I can be a bit blunt and direct and a bit even rude in the online space in the world. I'm very direct and that is on purpose. That is intentional because it repels the the sensitive little pedals that don't do very well in my world who won't go deeper.
1:21:08Right? It's just a just an example of that there is a a persona at play, right? And just the job is to just to not make the gap too big.
1:21:19So how much you abstract is personal preference. What characters you have in your world, what stories you tell is personal preference. If you get too far away from reality, then you're playing a character which can be exhausting for many.
1:21:35I have been there. I was um for a period of my life playing a character on the internet and living a life which wasn't aligned with any of that. Right?
1:21:47And so as the as I as I felt places where the stories started to have to be manipulated, I knew that my life had to change so the stories could change. There must be some sub some substance behind the world otherwise it is a fairy tale and fairy tales always end. Right?
1:22:09This is the least Lamborghini phenomena. It's got to go back on Monday if you don't own it, right? It's a fairy tale.
1:22:22And so the world has components, definable components. And again, it's really useful for me to show you these things because if you paid attention for any period of time, you will show you will see these things um show up. So the core components of world building are characters like the people who inhabit your world.
1:22:41There is language unique or distinguish esting unique or distinguishing language and ideally that starts to cross over in the mechanism to use so you have a unified language in your world and then the places the physical environments or even the virtual environments that you show up in right and then when you define these and then you start to communicate them through content you have storylines which consistently communicated open loops And then you have memes, which is consistently communicated ideas.
1:23:13And a meme is the most effective way to communicate it. And here's mine. I have characters.
1:23:23My wife has a name, believe it or not. She has a full name that was given to her at birth in Brazil. But in the public sphere, many people here have met her, so they know she has a name.
1:23:35They don't call her a Brazilian when you're sitting at our dinner table. Then in the public sphere, I call her the Brazilian. I have Mr. 13.
1:23:46Oh, he's Mr. 14 now. Can't even [ __ ] keep up. He's going to be Mr. 15.
1:23:53I have miss soon to be nine. And I've missed zero. Can't wait till she gets her own number that's not zero.
1:24:03Zero. I'm not massively fond of that. We have a cat and we have two dogs.
1:24:10They pop up. Have you seen them pop up? Have you heard about them?
1:24:15Right? They exist in this world. People ask me how the dogs are and I they wander into this room, right?
1:24:25And the cat sleeps upside down on the couch, right? I don't I don't like shepherd them into the room unintentionally, but I allow them to enter the space where where I'm where I'm like showing up, right? Then I have language.
1:24:41I I I have a definitive word for customers. I have a I have a distinction of what clients are. I talk about hybrid.
1:24:49I talk about sovereign. I talk about solo. And I give my own definitions to those.
1:24:55Right? So I build a monopoly around ideas. that word again. I have places.
1:25:03People know me as that guy in Bali, right? I'll always um take pictures on planes on purpose. You can see the you can't see like, you know, the map down to the floor plan, but you can see about 50% of my villa, right?
1:25:25Notice how you never see inside the bedrooms, right? There's boundaries. There's intention behind these things.
1:25:35I'm like, these things are fair game. I'm going to talk about them. I'm going to abstract them so people have a sense that these are real and that that they are things because they're real but they play a different role on the internet, right?
1:25:53And then I have story lines simplifying after separation, you know, from my last marriage and and the the transition to a solo dad for a period of time there. the road to $10 million. And then one of the story lines that you know when you see me new do new things in the marketplace, you I'll always be telling you what I'm what I'm killing and what's going what's going away, right?
1:26:22So when I change things, I never waste the opportunity for a good story. Lots of people are reaching out to me to ask what this solo OS thing because they're being kind of vague about it. They ask what's changing because they haven't told anybody, right?
1:26:38And that's not through, you know, obstruction. Plenty of people know. We, you know, people close to me know and people close to the world know exactly what's happening.
1:26:47But I use that as a story line because people are very interested in what you're building if it's new and innovative and interesting. They're also very interested in what you're you're getting rid of because it might apply to them. So all of these things are used as open loops.
1:27:03The characters show up, the language shows up, the places show up, the story lines continue, they drop, and they have new ones, you know, every once in a while. And then there's memes. Not a week goes by where someone will send me a photo of them having an oatmeal latte.
1:27:22Not even joking. I haven't done a I hate oat milk meme for about two years, right? But people remember those things for me.
1:27:30There never hills that I'm going to die on. I think James Clear's Atomic Habits is the most midweight book on earth, but it's helped so many people. I don't care.
1:27:41I don't like it. Again, it's not a hell I'll die on. There's a [ __ ] copy out there, right?
1:27:47But all to say, this world is designed. It exists. many of you have seen behind the scenes, but it's intentional about what's out there.
1:28:04Very simple intentions as you can see. Again, not complicated, just defined and intentional. And so, as you go along, you'll see these things show up in content, right?
1:28:18Because without without all of this stuff is just fantasy, right? World building is just fantasy.
1:28:26So, as you go along, you'll see these things popping up in content, and you'll see them pop up a lot, right? The frame in this piece from February is it's about Sovereign. The Brazilian pops up, the kids pop up, the location is demonstrated, right?
1:28:49There's this there's the cat. Again, a demonstration of philosophy. And I'll show you the philosophy post later in the week.
1:29:01And then the memes. Never waste a good meme. Humor, especially the self-depreciating type, is a shortcut to communication because you can uh tell the truth in ways that are accepted.
1:29:23So that's a world everybody inhabits some and most people underindex on the things in their world and don't appreciate that they're actually could be part of the world that you build. Right? Sure, I I live a extremely blessed abundant kind of life, but at the end of the day, I'm a dad and a husband with three kids who lives in a villa in Bali.
1:29:52Like, you know, I ain't Elon Musk, but I can define the things in that world that I believe resonate with other people so I can build a world to to invite people into. So, that's the world. The second stage is crafting an identity.
1:30:13And before I dive deep into it, I will say that worlds can be constructed and so can mechanisms. Identities tend to emerge through your work and through the resonance of that work. Um they are they are very difficult to impossible to necessarily manufacture.
1:30:33And so that is all to say that give yourself some time and space to create that because if it's not there don't force it. Many of you will be like oh there is an identity there that I've been using all the time. I just need to you know double down on the encapsulation of them.
1:30:51So identity manifests from a core question. Who does someone become when they commit to your world? What ideal characteristics do they attain on an individual and societal level?
1:31:03So one of the useful frames is seeing our identity as a transaction with society. Because if we see it as a transaction, you know, um who are you? People place value on, you know, some people are valued more than others because of their identity.
1:31:21Then we can use currencies to to define it. and simple currencies. The most simple ones are money and time and energy because they're universally val univers universally valuable. So crafting an idea steers people through ideas towards offers.
1:31:41And this is the this is one of the crucial hopping off points between brand and sales, right? If we sell people on the world, the the um the identity that they can become and the mechanisms to get there, the offer literally sells itself, right? Because if you create an aspirational identity and then you create a vehicle to get there, which is an offer, then it doesn't matter so much what's in the offer, just that it exists.
1:32:16Which again comes back to that central kind of idea. The better you get at selling ideas, deploying and selling ideas, the better you get at all of this because offers just tumble out the back, right? So selling them on who they become if they come inside your world.
1:32:34So there are layers of specificity here because I sell money, you know, as one of the primary things that I, you know, go out there and talk about. I can be hyper specific and different layers of specificity are are are differently available to people. Again, something that might be useful to come up in the Q&A.
1:32:54So, if you can use concepts that you can point at, then the ideas are stickier, right? So, the sovereign consultant as a piece of media, that's the that's the book title is actually a manifestation of an identity and specificity around it. Right?
1:33:14So the sovereign consultant is the identity on its own. It doesn't mean much. Okay, there's a consultant.
1:33:22I kind of know what consultants do or I'm one. What's that sovereign thing? Right?
1:33:29It's abstract. So an abstract identity while useful has limited utility and communication. But when we layer over specificity of currencies, I should stop saying specificity.
1:33:44When we layer over specific currencies like money, time and energy, it gets much more tangible and it gets quite binary. And when we move towards binary identities, that's when we can move towards selling because the best offers are binary. So again, a demonstration that's the sovereign consultant book.
1:34:12You'll see the sovereign consultant as an idea pop up in various guises to sell the to sell the identity through the selling of the book. I define it. a sovereign consultant makes $1 million in two days a week with 65 clients or less, right? Because they're the currencies that someone who operates in that in that world in that frame looks like.
1:34:36And what you find is that that some people resonate with all of it or some people resonate with only tiny one tiny component of it. And also the designation of the consultant part um while refining doesn't exclude I work with plenty of coaches I work with plenty of agency owners I work with plenty of people who just sell mentorship I work with you know all kinds of abstract things that I haven't mentioned and many of them came in through you know something that says consulting even though they're not which is all to say the the package and the way you package that identity and communicate is the crucial piece.
1:35:19So an identity is a monopoly on an idea and identity is like again hard to manufacture but most of them are hiding in plain sight. And so this the successful ones once you tune yourself into become easier to see. I've some of you I've helped you craft and form identities that you've taken and run with and all I did was organize the components that already there.
1:35:45the easiest to see are created by combining existing identities and currencies, right? And JK is a great example of this because I I remember the just the actual moment when this actually came together, right? It was on a it was on a one-on-one call between us.
1:36:02So, um he was big audience communicating with them and he was talking about making cash and he was talking to creators, right? And what I did is introduce the concept of like an identity.
1:36:16And when I said, well, why don't you just help them become cash creators? I saw the, you know, you see the light bulb go off, right? Because he saw two things that were right there and then combining to them together as an aspirational identity.
1:36:34And once you have the identity, you can drive in your content, you can drive contrast. And contrast is the most useful um teaching or belief shifting tool because it forces people to look at something that's the status quo and something that's the alternative or something that's in the present or something that's in the future.
1:36:53So some of the best books, some of the best things like have have very high contrast as a teaching mechanism. And if you're teaching, use contrast as much as you can. This versus that, right?
1:37:04So once once you see content creators versus cash creators, you can't unsee it. I mean, he sounds like he's talking to himself there, but he can he can and his content drive distinctions between those things. Cash creators are simple.
1:37:18They have insight. They have business. They use whale bait.
1:37:21They sell with Google Docs, not sales calls. They have limited offers rather than unlimited offers, etc., etc. They prioritize, you know, cash over likes, which was, you know, his existing brand likes over cash.
1:37:35And once you define those things and you drive contrast and distinction between them, you can easily communicate an aspirational identity. Do you want to be the thing on the left or the thing on the right? Do you want to do the old way of doing it or do you want the new way of doing it?
1:37:52Do you want to be in the pack or do you want to be out in front? Right? And so as he communicates results and demonstrates results, he can link that back to the identity.
1:38:03So one of the pieces I'm going to teach you around content is proof. Right? When you um use the language that's built in your world in the course of sharing your content and driving proof and demonstrating to it, it creates this flywheel because what it does is it links it links your ideas to outcomes.
1:38:21And so it links your ideas to outcomes at the kind of detriment of the old ideas. Well, you know what he's not saying, but it's semi-implied is that this person got this result because they're a cash creator. This result and this status is better than the being a a content creator, right?
1:38:43This cash creator used to get a bunch of may. May suck, right? Before he was a cash creator, he got may.
1:38:52And as soon as he became a cash creator, he got paid. So the identity layered over the world and then used as you know the proof and the problem and the philosophy is is a hook that kind of brings people in. And while many of our mechanisms can kind of come and go and be strategic and maybe seasonal or um they have a shelf life, an identity can can continue on and be manifested.
1:39:25I invite a ton of people in my world talking about making a million dollars a year profit. There's a number of people in my world who make more than a million dollars a year profit and still come in despite me st despite me stating those things which is all to say it's not exclusive if you wrap around those currencies. So the third pillar is mechanisms and I've simplified this down to the the core pieces because again like from utility if you ignored the previous two and just didn't care about identity and um didn't try and build a world mechanisms would actually drive sales.
1:40:13You can sell mechanisms because they're they're linked to a a a pain or problem and desire in the marketplace and a solution to it. So mechanisms are very effective um sales tools and offer creation tools.
1:40:29They're just one of the ones that has a as a has a higher rate of change, right? I've had to reinvent the daily client machine five times in its life because the strategies and the tactics that first encapsulated that mechanism, you know, six years ago um don't work anymore basically. So the mechanism has to be reinvented.
1:40:53That's why I have 2.0. So mechanisms are the way you get results. The only defining characteristic of your mechanism is it needs to be unique.
1:41:03It matters much more that it's yours than what it does. Uh the underlying mechanism must work. I have to say that you can't just package up [ __ ] and say this is a wonderful unique mechanism knowing it doesn't work and then take it to market because you might accidentally sell stuff because the idea of a mechanisms is that powerful.
1:41:28So the underlying mechanism does not need to be yours but it must be positioned as unique and it must be sprinkled with unique twists. Right? So the the daily client machine, the previous iteration of it was a lead magnet and a self-liquidating offer.
1:41:46That was the third iteration of that. I never invented lead magnets and I didn't invent selfquidating offers. Neither of those things are mine, but they came together in a mechanism called the daily client machine.
1:42:00The daily client machine 2.0 is something that I had to develop because of the changing conditions in the marketplace. I use the word dual mode funnel because it combines two different components inside the funnel to generate both leads and customers. Right?
1:42:17So the the mechanism I've kept the mechanism but it's it it just has to evolve. Customers to clients is just a low ticket workshop with an offer at the end. Didn't invent low ticket offers.
1:42:28Didn't invent low ticket workshops. Didn't invent offers. And I'm like hammering these points to say like most people have a mechanism. they just don't call it that or most people have a mechanism and they just miss it because because it's it's not theirs where like literally it just comes down to a cool name.
1:42:48So the hybrid offer was I saw a lot of people going out there and saying I can sell stuff via Google Docs. Since I did it there's 50 times more people you know open up any ad feed these days and someone's telling you how to do a Google Doc, right? But I have the hybrid offer.
1:43:05It's still a Google Doc. It's got a unique way of it's got a couple of unique elements the way it's presented and the way it's structured, but it's mine, right? And then then that has evolved and over the past two years, the hybrid offers gone through like four major kind of iterations, but the mechanism is there.
1:43:22I have given you examples of many of mine and I have more. You don't need that many. In most cases, most people just need one, right?
1:43:33But again, mechanisms show up in content to drive context because if we build a world that's inhabited by the people and the characters and those things that draws them in, the identity starts to give them a a sense of where they can go with you. The mechanisms give them a feeling of and and a and a bit more clarity on how they can do that.
1:43:58Right? So when we sprinkle all of those things in, we build a brand that by the time that people have understood what world, you know, who you are, what your values are, um the identity that they've become, becoming sovereign and whatever the pieces are and they see the mechanisms there, the natural outcome when the time is right is buying.
1:44:22And again as you if you like I'm sorry from now on once you once you've seen this you can't consume my content without seeing it but as you go along you will sprinkle these ideas all the way through hybrid hybrid hybrid clients customers etc. And so the positioning in the category are built out of that by the consistent deployment of those things.
1:45:00So lots of people want good positioning. Positioning is funny because when most people say it, what they what they're really saying is it's like a code word for like, I want to charge more money and I want people to think I'm awesome. You can do that by creating your own charact category.
1:45:22So our world mechanisms and identity are the methods we use to communicate. These build insight and and and trust and will move people on their own. The master key that unlocks all the value is being your own category.
1:45:38And being your own category is the ultimate position because it removes the thing that makes things hard and kills most good stuff which is competition. And the ultimate position in a category is the first one or the only one. The way to become the only one is almost always the first becoming the first one.
1:46:00And I have a huge issue with the way that most people are taught to niche down. And it accidentally hamstrings more people than it helps. And accidentally I mean um people who are teaching these things aren't conscious of this byproduct.
1:46:19Right? So many people have been told to niche down. And what most people niche down to is an existing category.
1:46:28So they say uh they say niche I work with trades, right? And then they they say, "I work with tradies." And then they go into a category that's filled with people who have niched down. And the intention was to niche down to improve focus, which you do because you're only communicating with trades.
1:46:54Your programs are for trades. Your offer is for trades. Your content's for trades.
1:46:59D. By niching down, you have put yourself alongside all the other people that are in the category of coaching trades, right? So by niching, you have put yourself in a competitive category.
1:47:15And you know what that this was hidden for a long time because up until now there was enough business to go around in each category. But what happens over time, market maturation is that the the metaphorical cream rises to the top and the top two or three people make all the profit, get all the attention and drive it because that's the natural cycle of markets, right?
1:47:37Which is all to say if you niche down, you may have accidentally done it into a place where increases competition, increases costs, increases anxiety, and increases the noise that that you are kind of dragged into. So when you create competition, you actually have to spend most of the time trying to convince them that you're the best using factors that are not differentiated with the competition.
1:48:04And what eventually happens is once all those factors are shaken out of the marketplace or we have four calls a week where the other guys only have three, the only thing left is price. This is the pro. This is the cycle of every single marketplace since the beginning of time, right?
1:48:22I didn't invent this. It's just market. It's just supply and demand laws.
1:48:27And what happens is that eventually the easy stuff runs out. Everybody's commoditized down to the certain point. The messaging is commoditized.
1:48:36Everybody's saying the same thing. And the only thing left is to lower your prices. And the prices are usually lowered at the time of the highest costs.
1:48:47And that's when markets tend to have a a thing that's called a shakeout because this happens all at once for a load of people, right? And so what ends up happening is that you run a psychological business on based on what people will buy rather than what you want to produce because that's the only way that you can compete because you have to serve the market.
1:49:12Right? So this is these are both realities for many of you right now because I can see a couple of people shaking their head and nodding. Um and also the a lesson in that that many things just don't change, right?
1:49:31So how do we counter this? Well, everything here counters it in some in in many ways, but the the the the thing that the the the market that we're entering into dictates the results, right?
1:49:48So when you end up running a psychological business, generally when those people come to me, they're the most unhappy because it either got hard or they're doing a lot of stuff that the market demanded them to do that they don't want to do and various other reasons, right? And so we just need to change the reality. And the only reality that counts is in the prospect's mind.
1:50:08So we don't create something new and different, but we work with what's already there to re retie the connections that already exist. It's a very confusing sentence unless I give you context. So this has been true for about 50 years but is more true now.
1:50:26The mind in the defense of the volume of communication screens and rejects most of the information offered to it. Right? So the mind only accepts that which matches prior knowledge of experience.
1:50:41In the course of competing or in the course of niching down, people spend literally spend millions of dollars trying to change people's minds. And once the mind's made up, it's really really difficult to change. Um, said another way, you can't afford to change your market's mind.
1:51:02You can't you don't have enough money and you don't have enough time. So the best approach that we take in overcommunicated is oversimplified and this is the only thing I think you should oversimplify. I think every everything else in your creation should be a full send a fullthroated roar of your capacity and your passion and your vision.
1:51:33But the category you operate in benefits massively as a as a start point from oversimplifying. So you have to get rid of ambiguities. You have to simplify the message and then simplify it again and again and again if you want to make a long-lasting impression.
1:51:51So you are purely selecting in cate creation the material that has the best chance of getting through. Right? The enemy is not the competition that you accidentally put yourself in conflict with.
1:52:05The enemy that is keeping you out is the volume of communication that exists in the marketplace and in all human existence. Right? So approach it inside out.
1:52:17You don't need you don't look for the solution inside the product. You look for the solution to the problem inside their mind. Right?
1:52:27because that's the thing that you can change. You ignore the sending side and you concentrate on the receiving end because their perception is their reality. Right?
1:52:39And positioning is positioning is much more useful as as understanding it's a system for finding a window in the mind that that window is already there. You just need to create the message that fits in the window. Right?
1:52:55that even that doesn't guarantee anything. Once you've got that, you have the highest chance of finding the time and the right circumstances for the prospect. Right?
1:53:08So, the first step is you got to go first. You got to create a category. You've got to find a an innocent mind that's probably been damaged by the incumbent things that live in that category.
1:53:21And then you can be first in it. And you you need to go first with things because second in category creation is nowhere. And the way to be first is just invent something, right?
1:53:34So for me, solo consulting is a category. I want to own the category of solo consulting and I create a an opportunity for a window in time. So, the window in time for me is often when someone comes to me and they've just lost their third salesperson and they're back on the phones and they're back doing 19 calls a week and they're like, "Fuck this.
1:54:00I thought I got away from this and I built this business that got me away from this and I want to sell with a Google Doc and I don't want a team. I want to go solo." Right? My positioning was there all the time. the window of time happened with circumstances that happened to them.
1:54:19Does that make sense? Right. And I do that by embracing that one of the categories that I build from is a competitive one.
1:54:30Consulting is a competitive category. I don't have a chance to be first in that category. It will be a losing battle.
1:54:40I can't win that war. Online business is a competitive category. I don't know if you've noticed, there is no way to be first in it, but I can be first in the category of helping consultants build a 1 million profit business on their own, right?
1:54:55Because I can manufacture a position in the market and the out and and the outcome from me being consistent with that is just creating that window of time. So done over a long enough time period, the windows just keep coming.
1:55:08But the category creation and and is an intentional choosing of a position in the market and not choosing a position that other people choose and categories, subcategories, etc. require some um some depth to them. I couldn't as effectively go out and just say it's solo consulting.
1:55:32I have to have a solo consulting that makes a million dollars profit. There's a there's a category that someone can have a solo consulting to make a hundred grand at home for female consultants. There's a category to have a solo consulting $10 million AI powered etc.
1:55:53Their subcategories or the created categories. So those examples are useful in terms of understanding where category comes from when it terminates. Right?
1:56:05Then comes the action. It's fine to decide and it's fine to take that position, but you must communicate that position and act as if that is true. I act as if I'm first by launching first of its kind products.
1:56:23Right? So category creation also drives innovation because there's a forcing function. Well, if I'm going to own the category of solar consulting and making a million dollars, I better damn well go first with the the best tools that, you know, fulfill that obligation.
1:56:41And so, as as we get into the strategy and the products and the things I've shown you, you see the lens that I look through these things both in terms of the brand, the world that it builds, the category creation, but also how that flows through into the things we actually do, right? So simply I create the category by deciding what the category is then I reinforce the position by acting as if I own the category.
1:57:04When you act as if you own the category that becomes true. It can come true very quickly if it's like a very very unique category and the timing is right or it can come it can come true pretty slowly if it it requires some unpacking from the market because there's so many legacy categories and and people participating in it.
1:57:24The faster you get away from competition, the more you're actually able to create a category of yourself and then communicate it through world mechanism and identities. So the rubber is starting to kind of hit the road like you know I'm asking you to think about stuff and then I'm asking you to do stuff and then you know finally actually communicate stuff.
1:57:45So there is defining who you are and what position you take in the marketplace and then there is defining how you speak about it. And I've started to, you know, sprinkle through here content, right? Because content communicates.
1:57:57We must communicate with ourselves first and then we can communicate to the market from that base. And that's going to be the most pure way of doing it. So I've given you the steps to define the internal part.
1:58:11But before you create the big chunky bits, you know, before you create the offers, the content, the message to match your market, you must get inside your market's head to meet them where they are at, right? So the client the client extractor will be the most underused but important tool in the whole tool stack because what this does is takes you deeper than anyone has ever taken you on getting inside the mind of your prospect, getting inside the mind of your marketplace and then matching those things with the content and the context that you that you can communicate with.
1:58:48And the people who've been um had access to the first iteration of this, it wasn't until they used it they understood the power of it because it keep gives you a deep deep psychological profile of the ideal prospect and subsequently client in there and how to communicate with them. So it's designed to go much deeper than surface level needs and you will get annoyed with it because it will ask you questions that you can't answer.
1:59:15So it will guide you towards the answers because you have not been able to think this deeply before about how people perceive words and communication and ideas, right? It's just it's just it needs to be a coached and guided process.
1:59:29Um so it goes down to the surface level. It goes into the hopes, the fears, the dreams and the aspirations of the client. And then inside the tool that's stored.
1:59:39So anything that any outputs are based on those psychological things in a nutshell, it will be able to put things in your office, put things in your content that are psychological ideas that are inside the mind of your client that you can't see and are not available to you because you you just haven't been able to go that deep.
1:59:58So um I encourage that as a regular practice. Um, I'm doing that as well in terms of constantly retouching myself with the marketplace and re rebasing myself with not only what I think but how people perceive those things and how they're communicated to give me to give me that. So um again the caveat you know brand and authority and positions they are not instant right there are some there are some people here and some people watch this training who will have the conditions under which they can like kind of snap their fingers and their brand feels magical overnight as like a reformation and people like ah there you are I get it all now and for for many others they'll have to unwind certain pieces before they can build up their creative destruction will have to be present.
2:00:45But the the components are simple, right? You define the components of your world, your identity and the mechanism. You commit to the category you want to occupy and define the actions that establish that position in the category.
2:00:59You know, I ask myself all the time as the category leader of, you know, million-dollar solo consulting, what do I need to do next and who do I need to do it with and what needs to come up? what are the actions of that of that person and and how that business shows up in the marketplace. So that's my category.
2:01:16Then use the ideal client extractor to build key insights about your clients and that will give you the that kind of link between not kind of link that will give you the link between the things in your marketplace and and the things that you say as you layer over you know some of your core ideas. um the sovereign leader.
2:01:44So coaching, consulting, mentorship, and creation are very skill-based, right? Um and they're all very very distinct modalities to me, but with with just massive crossovers. But the meta stance you know across things that is most useful to take is leadership.
2:02:05So that that can sit across all of them. And the reason why is the more effective you are at leading yourself, the more effective you are at leading others. And the more effective you are at leading others, the closer you get to achieving your vision.
2:02:22And this is acknowledgement of like while we are sovereign and individuals and um special little snowflakes ourselves. It's almost impossible to manifest the biggest your biggest ideals of your vision without other people. People have to participate in it at different levels, right?
2:02:43And so without a leadership stance, your skills are diluted and diminished in power. And the the funny thing to me is like the physics of this have shown up in the marketplace for a long time and all those waffly leadership coaches that talk about leadership being the most important thing are kind of right. Just did it just went about it in the most waffly way because it's literal physics.
2:03:05We need leaders and to achieve vision and and achieve amazing things and fulfill vision then we need leadership. So here's some commandments. Thou shalt stopping.
2:03:16Thou shalt coach thyself first. Thou shalt go first and thou shalt default to courage. This is how we talk around the house.
2:03:25I go, "Thou shalt eat dinner." And other, you know, various things I do. The kids love it. Stop stopping.
2:03:32Um, if you've been on any of my group calls, you might hear me say that like most weeks. Just just [ __ ] stop. Just stop stopping.
2:03:42I very rarely tell people to stop. I get people to pause and and those things, but just stop stopping and stop second guessing stuff, right? So brands brands and communities get lost and they get sorry brands and communities lose momentum when the leader gets lost and lost leaders are hard to follow like where are we going?
2:04:01Like what what's the point of all this? So the vibe fades and the energy is off. It looks the same but feels different.
2:04:08And you may have been inside communities and these things when you have a um you know they start to diminish in their um communication and things start to like die down and then you get this big injection of like new members and all of a sudden it starts up again because some of those people take a leadership frame into it.
2:04:27And so most people stop when they just start doubting that they they just start to doubt oh if I do this then will this happen or if I do this will will this happen etc. And lots of people just stop, right?
2:04:40And you've have to have ways to stop stopping. So, how do you do that? Well, you get back to the basics of turning up and pointing everyone in the same direction.
2:04:52And that just gets everything back on track. So, marketing and messaging loses momentum when it tries to serve many masters and so do you, right? And in the course of serving people you will get um and and creating you'll get two things happen.
2:05:06The audience capture will set in that you have all these people responding at who don't fit your ideal target market and then client delivery will sit in and you have all these different things going on for different clients and there's no general framework and general direction that everyone's pulling in. Right?
2:05:26So on the on the messaging front, trying to say a lot of things to a lot of people is causes people to stop because they're like, "Who am I talking to today? What am I saying?" And trying to um say say the same things as other people causes people to stop because they're like, "I just sound like everyone else." So stopping stopping is just getting back to the basics.
2:05:48You get back to the single discipline of having a single person that you speak to. You speak to the obvious problems.
2:05:56You link your mechanisms to those. You speak to their aspirations. You link your identity to those.
2:06:04And you quickly get back on track. Right? So the the circumstances in the environment which you can stop under are super common.
2:06:14And no amounts of experience, money, and gurudom. Google Docs doesn't even think that's a word. Make you immune to losing your mojo for periods of time.
2:06:23leaders do get lost, right? And this primer is about minimizing that and knowing what to do when you get back on track. So, one of the biggest challenges, and I see this occasionally with myself, but I see it in manifest and some of my friends, it's actually harder the biggie you are because you think you need to maintain the illusion of having it all worked out.
2:06:46And in the course of helping people, you naturally take a small leadership position. And it's very difficult for you to admit that you don't know what the [ __ ] you're doing, right? And just appreciating that you're a leader and getting back into the frame of what would a leader do?
2:07:03They would just go back to basics and get back on track and get everyone pulling in the same direction kicks you out of that and puts you back into the responsibility that you've taken on. Right? So momentum is always a product of doing the basics.
2:07:17And complexity kills momentum. Lots of different ideas, lots of content, lots of clients who are in various states in various places. It kills momentum because you don't know whether you're Arthur or Martha and nothing flows.
2:07:34They're just a a series of disperate tasks. So when you feel it kind of slipping away, when you feel that overwhelm or that piece of like, okay, here I don't know how to help this person. I don't know what to do next.
2:07:48I don't know what to write about or the don't knows or the or the the temptation comes in to stop. Go back to basics. Hack away the complexity.
2:07:58Who do you serve? What do they need to do? Why should they do it?
2:08:03Who do you serve is the category that you want to operate in. What do they need to do? It's the mechanisms that you use.
2:08:10If you've got too many mechanisms, kill some. Why should they do it? Because this is who they become and that's the identity, right?
2:08:21You've got to go back like many things I've said today, you know, reignite that flame that got you here in the first place, right? And so taking taking new insights and the new person that you are back to old problems and back to basics is invigorating. I have really enjoyed going through old trainings and re rewarding and rephrasing and simplifying things because I just know more.
2:08:48I am better. I'm a better operator than the person who created those in the first place. I have done more.
2:08:55I have more experience. I've seen more success. I've seen more failures to know what how to refine them and and and and how to how to make them more simple.
2:09:06Right? Understand that there is no such thing as a wrong decision apart from the decision not to take action. You can pause but never stop.
2:09:17You can rest but never stop. You can reather but don't stop. So just just stop stopping.
2:09:27Most of us have signed up to coach. If you got kids, it's doubly true. In my case, triply true.
2:09:36A lot of coaching can be boiled down to insight giving and permission granting, right? So, paying others to extract known ideas and make them real. Um, I find coaching a really powerful process, but I I find it almost ironic that um that that the what's perceived as coaching, what actually is are almost inversions of each other, right?
2:09:59So, coaches hear all the time about how someone is stuck and two minutes later they're like magically unstuck because you've just given them the permission or removed the the actual blocker because you've diagnosed the problem and then you pointed it out. And you can do this yourself.
2:10:16And as with, you know, Facebook marketing people who don't run Facebook ads, I've found that many coaches who are supremely talented at coaching others aren't so good at coaching themselves. Whether that's a prioritization or whether it's emotional or whether it's kind of practical. So the difference between people who can self coach and those who need external insight is vast in overall well-being and success.
2:10:48And I think it's useful to understand that the concept that people have which is overthinking is not real. Overthinking is just not having a mental process that's tuned to problem solving. Because what most describe as overthinking is a mental process tuned to focus on problems.
2:11:06And our diagnosis of problems of our own problems is usually very poor. Right? So most people are limited on self coaching because they start attacking the problems that aren't actually problems and they never kind of unstuck unstick themselves because they're working on the wrong problem.
2:11:23So describing the first act is describing something or you as overthinking is also a victim mindset, right? because it it it indicates you're stuck in a process and you are subject to that process. So it portrays you as captive of your mind. You control your mind.
2:11:42So overthinking is a is a victim process because you're essentially trapping the mind in the in the story of the victim. So tuning your thought process to problem solving versus problem focused is just an inversion of the action that you believe leads to the problem. Right?
2:12:00So this is abstract until I give an example. I can't make this offer as I don't know what will sell. Right?
2:12:07That's problem focused. What you can't do. So therefore you won't do it because you're stepping into uncertainty.
2:12:15The the the problem is not the offer. It's just not knowing. The reality is that you'll never know.
2:12:22The problem solving hypothesis is well people want more clients. So, you test the hypothesis. If I held a workshop teaching you how to get three new clients before Christmas, would you attend?
2:12:36Right? The absolute worst thing that can happen is that you don't get a response. And then you have data.
2:12:43People aren't interested in getting more clients. I don't have an audience of people to get this offer. The next decision is that you test a new hypothesis and you build an audience of people interested in getting new clients if it's option two.
2:13:02So if you tune your thinking to be idea test learn and away from problem, you don't really get stuck because you're always in motion getting feedback. And again, like I said before, you don't have time to get stuck, right?
2:13:21And then you get perspective and that informs the next offer. And so said in a much simpler way, self coaching is just a process of kicking yourself into into action and removing impediments to that action by not focusing on the problem by focusing on on a hypothesis and the actions that lead to the solving of that problem.
2:13:48And it's cleared up. This is a crucial one of the times, right? So this is where physics a lot of the leadership conversations have just missed this that leaders lead.
2:14:00Like it's very simple physics. Lots of people want more followers but they're unprepared to lead. They are trying to dei defy the laws of physics.
2:14:11Right? If you want followers that turn into fans, you must lead. People who are want followers but are unprepared to lead are literally trying to defy the the natural laws of the universe.
2:14:23So leaders just go first despite the perceived risks and lack of certainty and they just go first anyway. So sovereign leaders just surrender to the natural uncertainty of the outcome. You know one of my favorite phrases and the way I honor myself is say I don't know.
2:14:43Dan asked me like, "How many people do you think will be on the workshop?" I don't know. How many people do you think will jump into Solo next week? I don't know.
2:14:54Like, we prepare for these and we have zero expectations. I don't know. It's new.
2:14:59Let's see. Right. And that's in the frame is like, we'll work it out.
2:15:05The universe has got my back. Any challenges are lessons. Struggle is a season and they always come to an end, right?
2:15:12Some challenges don't feel like lessons. They feel like you're being punished. And some seasons feel like they just go on forever.
2:15:20But they always end. And you can bring them to an end by acting. Again, that word.
2:15:28They end faster when you go first and act off the front foot. And understanding when to go first um is a little bit of an art form, right? Because going first mitigates future catastrophe.
2:15:47When results aren't flowing for clients, you need to be the first to leaning in, right? You don't wait until the client's just sick of it and is prepared to give up on you or asking for a refund or whatever it may be. You lean in hard when you see the wheels wobbling or them about to fall off.
2:16:08Go first. When results aren't f aren't flowing for you, be the first to lean in. Right?
2:16:13Because what you what you see in the course of helping people is there's an asymmetry between the results of your clients and the results for you. I've seen plenty of scenarios where people have just their clients are crushing it and they're killing it and their business is failing. And I've seen plenty of scenarios where that they're where the other way around. they're crushing in a business, but their clients are barely getting any results or they're not happy or, you know, and various other things.
2:16:41So, going first is leaning into one of those things to restore the balance. The another way of saying it, a lot of people sacrifice themselves at the altar of client results and and kill boundaries and kill energy by not prioritizing their own results when when when the time is right.
2:17:00And that means for some periods of time, you're doing an extraordinary amount of like of marketing and sales and content creation, maybe at the detriment for periods of time of of client service and client delivery. You're saying no to things. I can't do that.
2:17:15That's no longer available, right? And so when you default to the habit of going first, you'll never be waiting because waiting creates space for anxiety and it kills momentum and eats time. And we see this all the time that um just waiting for it to get better or waiting for things to happen in most cases like puts you in a frame of a lot of anxiety and that that the outcome that you're waiting for is far more detrimental than the um than the the circumstances that you were operating in before.
2:17:47Most people wait until there is disaster before they act. It doesn't have to be that way. The final primer is courage.
2:17:56Um, if money solves 90% of problems, then courage solves the rest. I think you could uh almost put that on my grave. So, the immediate discomfort of deploying courage is the price for long-term fulfillment.
2:18:20The stories that you tell yourself about what will happen are the only manifestation of fear. Fear doesn't truly exist in the world that we live in. That's a um non-inclusive statement by the way because there are people who genuinely live in fear right now in the world.
2:18:42But in the it's it's broadly true in the context that I'm delivering it today. the the fear lives in the stories. The way that we don't need stories is just to be present, right?
2:18:58So the the create the courageous must be present. When you're present, you can banish the nightmares of a future that hasn't happened yet. And if you're truly present with yourself, then fear dissipates because the fear is in the story and the story is not you.
2:19:17And to be courageous, you must be honest. If fear is present, then it must be queried and named. When it is identified, it is easy to prove it's not real, right?
2:19:27It loses its power and fades into the background. Fear hates being in the light because when you actually expose some of the stories that people have, even when they say them out loud for the first time, they just sound nonsensical. They sound silly, right?
2:19:43Even the words coming out of someone's mouth about all the fears that they have bottled up the first time they they air it out verbally to someone else you can see the fear dissipating you know the old cliches of you know a problem shared is a problem harved right so courageous acts remove then remove the story that fear was telling you again act and most fear is just misdescribed like overthinking it's resistance to change.
2:20:15Change only comes when your desire for your vision is stronger than the fear. So your the story that you have about your vision and your higher self, it must be bigger than the fear that you inhabit today to to embrace the things that you that you know you should do. After that, in my experience, action follows easily.
2:20:42be a leader. Comments are open if you want any ideas, feedback, questions. They're all welcome.
2:20:59I'll just unmute someone in a minute. I've got an hour. an hour.
2:21:15Jared >> um if your if your category or your um industry so mental performance as an example if it's not known to be as flooded as say like the market size is smaller and it's not as flooded as say online consulting is it still necessary to find a category or can you stay sort of macro like I am >> it's less it's less acute >> but you still need to define Okay, cool.
2:21:48That's my question. >> Cool. So, categories can be defined on um a few different dimensions.
2:21:55It can be defined in the uh the outcomes that people achieve. It can be defined in the um the inputs that people have like the their existing um their existing profession or it can be defined in the um in the mechanisms used as well. you know, um you could be the leader in um professional athlete coaching with hypnosis for example.
2:22:29>> Yeah. Or like team sports or something like that. >> Yeah.
2:22:33The more the category always benefits from specificity just like an identity, just like an offer. If someone can point at, hey, I'm a I'm a I'm a consultant. I want to go solo.
2:22:44I want to make a million dollars. Then then they become self-fulfilling, then they just search for the for the best person in the category to do it. But you have to give them >> Can you can you categorize based off a mechanism or like could you be like say the flow state coach for athletes?
2:23:03>> Yeah. Okay. Cate categorization defining a category and being category one is another way of saying positioning.
2:23:15I use category because you can construct it whereas positioning is just a completely abstract idea and and people mispersceive positioning because they don't understand what it's relative to. People think positioning is like you look better or like it's got all these weird ideas that that are impossible to actually execute in a real marketplace.
2:23:36Whereas cate you can actually create a category intentionally and then act in it. Whereas if you and that the outcome is a position whereas if you try and position yourself you you tend to use um uh insignificant levers to do it. I'm gonna I'm gonna be the most expensive.
2:23:57There's no substance behind that, right? I'm going to be the best. What's your position?
2:24:04I'm the best in the market. What? You know, so it's it's it's I'm intentionally using category because it's more it's got more utility to use so you can build it up.
2:24:15And we're we're working on a tool. We're working on a tool to do that as well because it's useful. We got we got the um we got the offer printer really humming with um you know giving names for offers and names for mechanisms and stuff like that.
2:24:33So it's got some really good creativity. Going to run it me I'm going to run it up against Taki the the master name creator of stuff. See if my see if me and my offer printer can beat my mate.
2:24:48>> That'd be quite fascinating. because it'd be cool to get the ideal client extractor and then marry it up with the mechanism names that come they come up with and see how custom offers may sell. Same same product, different offer.
2:25:04>> Yeah. I I'm also mindful of in terms of um we we have a we have a deep risk in the um in an AI powered world that things become too easy and you're just given all the answers and those answers go out into the marketplace and get unintended consequences and so you give people it's like it's you know I'm intentionally designing the the content kind of piece to mitigate any risks of someone being AI in content creation, right?
2:25:36You don't want to be a copy paste version of me. You don't want to be a um AI robot version of whoever um just because it's easy. So there's a there's a, as I've said, it's augmented, you know, my frame is augmented intelligence.
2:25:52So blending the best bits of human created stuff with the speed of, you know, machine learning and creation is the is the intersection that I'm aiming for. And we found it.
2:26:04But we found it with the offer printer and those things that it's it's very much yours. It's just got speed and some inaccessible creativity layered over the top. David, I think just um I'll run I'll run the normal, you know, chaos centric.
2:26:24Just unmute yourself because I can't be bothered looking at raise hand stuff. >> No worries. How you doing, Dave?
2:26:29How you doing, James? Sorry. >> Good man.
2:26:31Um just on what Jar was saying with the category and position um if you create your own category does that can you automatically basically position yourself as the only one doing it >> because you that's how you act. Yeah. >> Yeah.
2:26:48That's the whole thing. So basically I've created a thing called um a YouTube channel called my next million which basically me just show showing them my first million all the mistakes all the different stuff and then also gives people permission to go for their next moon and so it's like it's not specifically niching down in any type of you know way of making it but it's utilizing their own intelligence to actually find out finetune their next moon easier.
2:27:17Yeah. So that's so that's a way to sort of utilize the category and then positioning and then you kind of like one of one >> positioning is always retrospective. It's an outcome, right?
2:27:28So if you if you put yourself in that category >> Mhm. >> which it is my next million it relatively positions you against something else. So there's alternatives to making a million dollars.
2:27:49You're saying you've already made you've already made a million >> and so I'll show you how to make another one. >> Yeah. Or help them refine how they make their next one.
2:28:00So it's better in that sense. >> So another way to say it and another way to look at it is in a category is like what do you remove or what you what are you not going to do, >> right? >> Yeah.
2:28:12Yeah. That's that's part of the system in the version kind of like the creating the what you don't want and what you do want. Kind of like the anti- goal sort of stuff.
2:28:24Yeah. Yeah. That's why you know again like categories and positioning and things are taken very literal where they're just perceptions in a marketplace and it's much more useful as a frame to act in so it becomes true because I can adequately help someone who's making the first dollar on the way to a million >> as I can someone who's already making a million already making 5 million.
2:28:55And two of my consulting clients are well over 20 million, right? The positioning that I use and take didn't exclude me from having them. Oh, he's he he just does that.
2:29:08So, I think sometimes in the design of these things, they can be taken too literally. It's like it's like niching down. You think, well, you're not going to get all the other people.
2:29:19But you know when you do the marketing to tradies you end up getting people who work at Bunnings and all kinds of stuff coming through the door. The funny thing the funny the funniest niching I always see is when people female coaches always go I only work with females and then 20% of the the audience and the people who apply to them are still males because they they they adequately define the problems and they display empathy in those things through the focus of that.
2:29:47>> Yeah. What I kind of thought of it with with it is basically um you're working with a certain caliber of person like you would have had to have a crack to get your first million however you made it and then um the people that aren't there or haven't made it if they're still in the room they're at least willing to have a crack and then obviously that would be a you know spin-off product to them or like a a low touch kind of thing.
2:30:11>> Yeah. So this kind like the different stages of it, but using that as the as the grand idea, >> which is like the Yeah. >> At this juncture, I'd encourage you not to get too ahead of yourself in designing products and solutions for the things that you come up with.
2:30:29>> Say that again. Sorry. At this stage of like building from principles and and and as you move towards strategy when you build a world the mechanisms and um and the identity that within that and you start to define the category piece prematurely building products before that environment has got some kind of um intention around it can be quite limiting and you get some false positives.
2:31:16>> All right. Um this is the hard stuff and that's probably something that not many people want to hear. Hey, the the work of creating products, making offers, attracting people in, running marketing.
2:31:43They are processes, right? And they are extremely well defined with pretty clear parameters. And so they're actually very easy to do if you just follow the process.
2:31:58The challenge for most people is this. Don't follow the process because they seek exceptions. The hard stuff, the hard work is what do I believe?
2:32:09Who am I? What am I ignoring? Where am I betraying myself?
2:32:15What um what have I what have I done before? What am I doing now? Or what have I done before that no longer serves me?
2:32:25Where am I bullshitting myself? Where am I lying? Just to yourself or maybe other people.
2:32:34I don't know. Plenty of people do. That's the hard work.
2:32:41Like tomorrow, you see how hilariously easy it is to make an offer and create one. Now, it's going to get easier. But the price of a mission is um is actually building these things on top of something that's meaningful and true to you.
2:32:59And that it takes a bit of work. And in many cases, the work, as I said, you know, numerous times, the work is not like via addition. It's via subtraction.
2:33:08It's like no longer things that no longer serve you. And some of those things could be very difficult to swallow. Many people know they're in environments or relationships or things that are actually in um inhabiting vision.
2:33:28And some of the things that um you are required to let go of could cause a bit of short-term pain, maybe even some longish term stuff. Unmute yourself. Stop saying question.
2:33:44Hey James. >> Hi. >> You've kept me interested for four hours.
2:33:49Well done. >> Um interested in brand and how you taking your brand forward. You know, you've been you've had James Kemp and Sovereign.
2:33:58How are you going to balance all that going forward? >> I don't I don't I just throw a lot of ideas out there and see what sticks and then kill the ones that don't. >> Okay. you know, I I can't describe I can't describe the thing I've built for you just calling it Solo OS.
2:34:16It's a platform, but it doesn't it doesn't fit into the current any of the current um descriptions and I I don't like um I don't like the current uh iteration of communities and and the in the technology space. So, I'll just put in people's hands, see how you use it, see what happens, see how you describe it, and then if if some of those things fit, I'll take those things to market.
2:34:43What I um I think a more useful way to look at it is like what do I avoid? Uh I won't be talking about AI much. I think that AI is just this kind of abstract um non specific thing that's not relevant to to most people.
2:34:59And so to me as I as I go forward in terms of like I stay true to the the principles and the the philosophy and then I live in the world and the and the offers become increasingly dynamic. >> Okay. Thank you.
2:35:21>> You know that's in the context of just I've built my own playground. I I intentionally built what people call a brand so I could just be paid to exist. Like if I had to encapsulate a state of being that talked that maybe demonstrated sovereignty that would be paid to exist, right?
2:35:48And then I, you know, I can be super honest about these things like the with the best will in the world having an offer where you come and watch people people watch you record a course and get access to it in Q&A and stuff. It's it's it breaks a lot of rules of offer making.
2:36:08It's not really clear what you were getting. It's it doesn't really make sense to most people like why would you do that or what's the benefit of me, etc. But 141 people or whatever bought it because I sold it.
2:36:22And what I say that because I created the environment for that to just happen, right? That I'm rewarded just for doing things that are enjoyable to me. And you can too.
2:36:37Just take some time to intentionally build it. I think I think the first decision is like is it worth it and are you worth it for most people? Because the when as soon as you start mining the uh the inner world and and and those stories that that can be can be pretty hard.
2:36:57It be pretty painful. A lot of people just don't um don't do the things they need to do because they don't believe they're worth doing for themselves. They block themselves from the outcomes because they scared of the person that is on the other side of that those outcomes or they they don't believe they deserve them.
2:37:18Hardest part of um like getting rich is actually spending money on yourself because the the the voice in the back of my head still says, "Well, you don't deserve that. You don't deserve this. James, I had a question.
2:37:39Um, hey J. >> Hey ma'am. Um, the coach and consultant and mentor thing that sort of stood out to me.
2:37:48Um, getting different advice from people over the years. Um, being a facilitator or a life coach, business coach, consultant, mentor, it's all sort of um, yeah. would love your um input on I guess how to decide on one of them so that I can then go to that next level in a very what you're talking about with a very busy market.
2:38:14So I'm in the coaching space for tradies. So I thought you were talking straight to me. >> I didn't know that.
2:38:23>> So I'm in the right place at the right time. The universe has put me here. So um >> first I question whether you actually are.
2:38:31Pardon? >> First, I would question whether you actually are in the coaching space for tradies because in my experience, >> the online coaching industry isn't very little actual coaching has gone on. >> Yeah.
2:38:45>> Most of what the online coaching world is consulting is leverage consulting >> which is kept coming up >> problem process stuff. And then then there's a subcategory of um online coaching which is mentorship like I did this so I'm going to mentor you to do it or me which is I'm doing this so I'm going to mentor you to do it.
2:39:10>> But you don't have to decide. You can and the the the primary first decision is that do any of these modalities not serve me anymore? And then you can remove one.
2:39:21M >> but you don't have to ultimately decide because the way I'm going to show you tomorrow in terms of setting up your products is they can all exist in a universe right >> okay cool >> so like super simple example um during the course of the syndicate uh which is changing in its you know and its delivery and and all those things you know I had we had a group of people at a community and and and things that were hosted on school right that was just training a training portal and a community where people could um to could turn up on the um on the weekly group calls.
2:40:01I was doing mentorship which is if someone asked me something I would be the answer would be in my experience >> I did this or um I'm doing this to solve that problem that you have too. I had that problem and I did this to solve it or I'm doing this. Right?
2:40:26Mentorship is demonstration of doing. >> It doesn't have to be like these are the buttons I pushed and everything but just you know sharing from from first person experience. >> Yeah. during those calls, what would happen when I when I perceived that the that wasn't enough?
2:40:47Sometimes I'd ask permission, do do you want some co coaching or consulting here? And if someone was at the coldface and exhausted by a problem and there was no point in coaching them through it because they just had no way of seeing it. And that's respect for other people as well because you don't have enough time to coach someone in a group program.
2:41:06M >> you just tell them what to do, which is consulting. Just do this. >> Yeah, >> that comes from a place of experience and knowledge.
2:41:14And you could argue it's mentorship, but it didn't. And then if people wanted to buy one-on-one calls, they could buy them in two and six and eight hour blocks at the time. That was that was coaching and consulting because to truly coach someone, you need to get inside them.
2:41:33Like coaching, don't take that literally. Coaching coaching in group virtual environments is extremely surface level because you are inhibited about with shame and public and optics in those things.
2:41:51Only people who can be coached or coach in p in virtual group environments are sociopaths because they've got no filters on it. Real coaching happens in person or it happens um in private and it can happen in virtual environments like Zoom. >> One of but one-on-one.
2:42:09>> Yeah. >> Like don't get me wrong, you can >> and people argue with me about that. I don't care.
2:42:16B you can coach in those but you are minimizing the effectiveness because of the the the the bounds that people place on their communication in front of other people. And the bigger the group, the more that's true. You're just not going to say [ __ ] in front of how many people are here now? 28 people that you would say to me in person.
2:42:33>> And you're not going to say those same things to me in Zoom either. >> Yeah. 100%. >> Which is all to say, you don't have to choose, but you can set your products up that reflect your natural ability to do it and and the and the energy that you want to expend in doing it.
2:42:50It requires energy coaching, right? So for me, I have to limit the amount of coaching I do, but I can open up really widely the amount of mentorship I do. I can mentor a ton of people all at once.
2:43:02It's like, look at this. Look at what I'm doing. This is how I solve the problem.
2:43:08And then that's when the that's when the modalities are are really useful because at a product level you could run a mentorship program and they just turn up and you show them what you've done or what other people have done even because you can mentorship by a third party and then you could sell consulting hours over the top and you could sell coaching in person.
2:43:25>> Does that make sense in terms of like >> you don't need to decide? >> Yeah. >> Unless there's anything there that you really need to discard and then that's wise.
2:43:37No, it's like I just a realization I do a bit of everything. Probably look same as you. Yeah.
2:43:42>> And you're probably good at all of them. >> Yeah. >> But you probably prefer some most of the time >> and most some of the time.
2:43:51>> Yeah. Coach for half an hour, mentor for half an hour. >> Yeah.
2:43:57You you get to put the bounds on that relative to the energy requirement. I know people who could coach all day long. Yeah.
2:44:06>> And have done for years in person at the coldface kind of coaching. I couldn't do it. >> So in terms of standing out in, you know, the markets that are just getting noisier and noisier and noisier for sort of one man bands like myself or, you know, probably a few people here that like want to want to stand out in a very saturated market.
2:44:29Um, is that probably listen to the recording of what we've just been talking about for the last hour, I guess, sort of niching, not niching down, but narrowing down. Um, >> well, one of the first things you don't do is try and stand out in the market >> because a market is a construct.
2:44:47It's an idea that's you perceive that there's this big group of people out there that are that a small group of people are competing for attention with, right? what markets actually are um are just either individuals or groups or subgroups of people. And so you don't try and stand out.
2:45:09You just eliminate the parts of the market that you can't, won't, don't want to speak to. >> Okay? >> And you do that by defining the category that you're in.
2:45:25And then probably the methodology that you give to that group of people maybe linked to a a category. So tell me more about who you work with. um trady business owners um mostly doing under a million dollars who million dollar turnover who want to double their turnover and increase their >> why do they want to why do they want to double their turnover >> so that they can afford to hire more people to >> why do they want to hire more people >> um so that they can invest in other things like lifestyle um invest in property >> what kind of lifestyle >> um the clients that I work with a lot of them want move to Bali and play a lot of golf.
2:46:15And >> that's a category. >> Some of them want to buy. >> Yeah.
2:46:21>> I help trade business owners add 500,000 profit to their bottom line and build a put a general manager and so they can run their business from barley and in 30 days a year. >> Yeah, >> that's attractive. But it's already there, isn't it?
2:46:43>> Yeah. I just got a test. >> This is what you know I I say repeatedly like this is not about if someone's emotion is very rarely about creation and like lacking things.
2:46:58>> Marketers have told you the things you don't have. I'm here to tell you that if you remove the stuff that is fusicating the stuff that's already there, then that's both the category that you occupy. There's a message around that that supports that category and there's products that live in that that manifest the truth of that category so that those things actually happen.
2:47:27I I understand that that's an inversion of what you're being told everywhere else that you just need to go and get this and you need to do that. Right? So in less than 60 seconds I removed the things that were obusating the things that already there.
2:47:47That might be the thing. please take it away and you know silly party the whole thing and say well it's not actually that they actually want to move to Thailand and it's actually 400,000 like I don't know you know better than me but it's all to say that there's a that the the things that are present for people in motion are are already are there and all I do and all my material in the community is is is to remove those things because you've got everything you need.
2:48:20Does that make sense? >> Yes. And if you're to the other people like talking through Jay, if you're not in motion, get in motion in any way you can because um to take it to the next level, you need things to remove.
2:48:39And that sounds completely the opposite of what probably people think. If you get emotion and if you get um five bad clients, people like me can show you where the one good one is and all of that and the one good product is and all of that and the right position with all of that because they already exist. Love it.
2:49:13Thank you, mate. Sounds great. >> Hi, James.
2:49:20>> Hey, Hatch. >> How are you? >> I'm good.
2:49:24>> Um, >> yeah, I'm good, too, thank you. Uh, I had just a quick question and maybe my mind was when you were doing the mindset primers. Um, the don't tell stories part of that.
2:49:39I'm assuming that's the don't tell stories to yourself. I might have missed that. >> I had remove need, don't tell stories, normalize discomfort, thinking questions, default to speed.
2:49:53But the don't tell I mean obviously in world building we tell stories. So I'm assuming that this relates to don't tell stories to yourself about things that the universe may or may not be delivering. >> Yeah, >> it is great.
2:50:08Okay. >> It's exactly that. >> Okay.
2:50:11I just wanted to >> Lots of people especially around fear. Fear is a funny thing. >> Yeah.
2:50:18Yeah. Yeah. >> Because it's so often misattributed and misdiagnosed.
2:50:22Lots of people say that they have they're scared of something or they have fear when it's just like minor discomfort. And then lots of people will say um I fear something because of this reason and it's not even remotely in the ballpark of that, you know, and I'm facitious and I say, you know, you're not doing that because your mommy took your spaghetti away when you're five.
2:50:45But there's some there's some scary truth to that in terms of what stories, traumas, and ideas people drag through their life, you know, kicking and screaming and propping up like Weekend at Bernies to get in the way of whatever they're trying to do now. >> And stories stories are just, you know, the the the corpses that people drag through.
2:51:09And um there are there just aren't that many stories that people need that are particularly useful to them, but people are just chalk a block with them. >> Yeah. A mentor I worked with a long time ago would always say, "It's never about what it's about.
2:51:30>> The problem's not the problem." >> Yeah. So, all versions of that. Um >> there's some there's some truth there's some complete truth to the cliches.
2:51:40It's just they're hard to identify in the moment. Right. >> Yeah.
2:51:45Um, can I just expand on or get you to expand on philosophy, principles and strategy? >> Mhm. >> I I I think for the longest time I have had a significant problem in deciding what I solve for.
2:52:05And I think we've had two or three conversations around this. I've finally figured out that I help business owners build business systems to free up time so they can make more money. So, it is for a better life.
2:52:20>> But there's a part of me that says it should be about money somewhere. And I in my mind I was yeah, I've been I've been tustling with myself over that for for the longest time. Um, but >> which usually which usually indicates a a lack of resonance with that that idea?
2:52:47>> Uh, yeah. And I >> So, who's it for? Who are you for?
2:52:54>> Who am I for? >> Yeah. I'm I'm for uncomplicating.
2:53:01>> No. Who? Who as in a category?
2:53:06Who >> who >> it >> you said the only only thing you indicated in the in the course of service is like business owners. Who who's that? >> Um who is a business owner >> to you?
2:53:29Yeah, it's anyone who's running their own business. So, I don't do any corporate. So, it's >> so anyone who's running their own business.
2:53:39Okay. >> So, >> if someone had a if someone I don't know what you're into, but if someone brought to you, >> you know, an SNM torture dungeon, you know, that was >> that was down the road and went, >> "Hatch, I want you to work with me." You you you'll be like, "Heck yeah. Yeah.
2:54:00>> Is it any Is it anything? >> No, it's not anything. No.
2:54:04>> Okay. >> Um >> because if it's anything, it's nothing. >> And if it's nothing, then there's no principles behind it.
2:54:11>> Yeah. Which I think is why I'm struggling with the that part of it. >> I mean, >> there's a child there's a childlike quality to all of the all of the principles.
2:54:23>> There's a childlike quality to all the philosophies, >> you know. Even even in the um again I say these things slightly facitiously even my even my uses of God in the universe you know I'm talking I'm getting awfully close to talking about the big sky daddy and you know he's going to look after me and all those things right so there's a childlike element of that >> the that the universe is good and it's great and it it will reward me it's a very useful frame to live in but it's the there's a childlike quality to that and if you think of the characteristics of you know children they have natural curiosity they lean into certain things and they they kind of ignore others.
2:55:00You see them, my daughter's like four months now. >> And you can see her um she's much more interested in like faces than she is in things, right? And so she's got that kind of that starting emerging like thing of like being interested maybe in people and impossible to judge those things, but you can see her bias. you can see whereas my other kids were like oh they love the books and the black and white and red things right and that's at four months old.
2:55:28So when you when you adopt you know childlike qualities to these things you get closer to actually the truth because that was the original state that you that you were in when you were the most curious the most honest the most present and and all those things when you're a child. And so if we return to some of those qualities then our philosophies can emerge pretty quickly.
2:55:50What do you what are you curious about? What do you get excited about? What do you what like what do you um you know the phrase would be geek out over?
2:56:01Right? You know for me for me I've always been fascinated by business models. Right?
2:56:06You know I've explored and unpacked and um deconstructed and reconstructed business models like so many ways and so many times at so many different levels. You know what I used to do when I was a kid? I used to get a I used to get Lego and I'd sit there on my own in a room for hours and I'd follow the instructions perfectly on the Lego box and I'd build it exactly how the book said and then I'd sit there and I'd look at it and I' then I smash it apart and I build four new things with it.
2:56:36Right. What do I do now? >> Yeah.
2:56:42>> Really similar. >> Yeah. >> I follow a prescription of something.
2:56:47I build something up based on some rules and something and then I break all of them and then realize, oh, I can't break that one. I've got to do that one and and then to that if that's not innate in terms of that natural childlike, you know, curiosity of, you know, those things, then I don't know what is. And so everybody's got those.
2:57:12And >> if you don't and you can't identify those things, then that's where the inner work of removing previous stories and and whatever's going on that that inhibit the view of those things uh is useful to find those answers because they're not they're not answers in the binary sense. they're um they're accepting or embracing things that are already there.
2:57:46>> I think probably the thing that resonated me to you was the the family aspect of that because I've always wanted to be available to my family. >> Mhm. and you know when they were growing up like I went to every single Easter bonnet parade and you know Christmas thing and when they were at primary school and then they don't want you at high school as much but I was always you know I was always available and and coached teams and and so on and so on.
2:58:14So, I think it's that availability side of things, not being so busy at work that I couldn't be involved in my kids and then letting someone else be involved and then them the other people having the the overall philosophy, sorry, imparting their philosophies rather than mine. So maybe I was a bit of a control freak uh while I was trying to be um open and available at the same time.
2:58:44But if you're working 50 60 hours a week, then you can't be available to your kids or you're trying to be in two places at once. And I then go back to, you know, and I've now lost it in the in the book, you know, if you're if you're not if you think you're solving for both or one or four of the four things you can solve with, then both you and your clients, you know, are confused.
2:59:12And I think that's probably where I've lived for the last, you know, year plus. >> Yeah. Um >> because the answers the answer's deeper down.
2:59:22>> Yeah. Which is I'm really excited about some of the the you know I'm sure it will piss me off and I'll um take your name in many different ways as the questions come rolling in. Um but I think it's good and I think it's also good to get inside the mind of my clients because I think I've kind of moved through those things now. you know, working a smaller week is easier for me, whereas But I can remember when it was when it was awful.
2:59:51>> Yeah. >> And then feeling stuck. >> All right.
2:59:55>> I've put things in the I've put things in the order that they are for very specific reasons. Right. And so from top to bottom today is the is the sequence which builds on the next part.
3:00:11And returning back to yourself is the is the first step that most people take because once you set off off on some of these journeys, some of the >> offers and processes and models and requirements of those things, they don't happen if they're built on a base of that of someone else's creating or they don't happen properly if they're um betray principles or natural things that people have.
3:00:47>> Yeah, I think I'm I think I've got all of the things. I just need to get them in the right order and I'm hopefully someone else asking me those questions that is um going to help a lot. So, I'm I'm really excited.
3:00:59>> Cool. Thank you. Thank >> Thanks, mate.
3:01:04Good to see you. Likewise. >> Any more for anymore?
3:01:10How long do we go? Where's the timer on Zoom now? Cool.
3:01:28Thank you all for coming. Uh I believe the link for tomorrow is the same. Anyone who stuck around for three hours and 20 minutes, kudos.
3:01:44And uh I'll see you tomorrow. But if I don't, I'll uh I'll make sure you've got everything you need on Friday. See you.
3:01:53>> Thanks, man. >> Cheers. >> See you tomorrow.
3:01:58the model. I prefer not to call this a business model and um it's a creation model and it's a delivery model and it's a monetization model. But I want to be clear, it's not set up to be a business.
3:02:15And I say that because the philosophy of these things is very important to me about why I build a business and you know for many of the people in my world for the same reasons. You know I build a business to have a life and in in some ways it's disrespectful to even call the thing that I have a business because it doesn't have a massive operational overhead. doesn't have a lot of the characteristics of a business and uh it's unlikely to ever list on you know a public stock exchange or anything like that.
3:02:48Um but the reality is that it will crush most businesses on most business metrics and that is just a demonstration not of me that is a demonstration of the model and it's demonstration of how powerful it is. Uh, and it's an ongoing demonstration of how um flexible it is and how powerful it is in real time.
3:03:11And you can take it as far as you require. My commitment to you is to give you the model to generate a million dollars a year. And I've shown repeatedly that this is achievable under a vast array of conditions.
3:03:27I'm going to show you exactly the model that I use with a a couple of variations, you know, because everybody needs a level of discernment and customization, you know, that generates 3.4 million a year. And so the model is the model. It can be as small, you know, figurative figuratively, literally, or as large as you need it to be.
3:03:50It can be something much smaller and lighter than this and something far larger and weightier. I have a private client at the moment and he's and he's categorically said he does not want want more than 10 clients um at his age and his time of life and his commitments and his expectations. He wants to get to 10 clients.
3:04:10He doesn't want to compromise on the income but he will only serve 10 clients and he's on the road there. he's about you know a third of the way there in terms of revenue and he will march towards it based on his parameters and that's what the model can do. So the order of execution and the sequence doesn't change and as I said in the previous modules strategy is only good as the environments it's built in.
3:04:38If you haven't been through the sovereign system, you should go back and go through it before you dive into this. And many of these things do require a rewatch and tying things together both forwards and backwards because the sequence it's it's unpacked is the sequence you do it in, but the sequence you understand it in might not be the sequence that you unpack it and do it in. which means to say all of these modules are standalone and they benefit from going back when you see a gap and when you see a hole in something or lack of clarity on something I will state where you should go from there.
3:05:15So the biggest challenge for any human executing this model is its simplicity. And I don't say that lightly because I work with smart people and smart people tend to have this tendency to complicate the [ __ ] out of everything and look for a complex path rather than an effective one. And this model is can um throw a lot of things open because there's no complexity to hide in.
3:05:47There's no busy work to do. There's no cards to shuffle behind the scenes or things to create or anything to do that masquerades as production.
3:05:57And that can be difficult and challenging in its own right because a lot of people take solace in the in the work that they do feeling like it's moving them forward towards something but it's just busy work and it's just organizing debt chairs again. And there is no complexity to hide this in this model and you will find out where you're over complicating things or where you are potentially hiding from things because um all of those things actually prevent you from getting out there.
3:06:28So you are much more likely to overengineer it than undercook it. And the model is binary you know it is step by step. It is um test and learn and then come around again.
3:06:41You create an offer you took it to market. You got real feedback. You improved it and you made it again.
3:06:49Those actions and the steps which is just an example of a few of them. They are binary.
3:06:54They happen or they don't. And it's important to understand that this model is forged out there. I'm going to take you through the design and the deployment of the model.
3:07:07But they are two different activities and I do not want anybody and I will prevent you from getting stuck in the constant design of things because we design and we deploy and then we redesign and we redeploy and that is the sequence that we go on. So the model is here but it happens out there. The mastery of these things happen in the marketplace.
3:07:31Everything I'm giving you today, everything I'm sharing with you didn't happen inside my head. It it's not theoretical.
3:07:39It happened through learning, through failing, through succeeding, through giving these things to other people, them failing, them succeeding, and essentially coming back on the loop to to form a model that's very very robust. And mastery happens in the marketplace because the vast majority of planning and thinking and designing and building and making is largely busy work.
3:08:04It keeps you out of the market and it wastes time doing inconsequential work. And I don't just mean inconsequential work as in you don't make money from it.
3:08:14I mean inconsequential work that's probably taking you away from things that are more important to you. So only the actions in the arena will reveal its final form. The model is extremely simple to design.
3:08:27The challenge comes in the deployment of it because as you know Mr. Tyson says everyone's got a plan until they get punched in the face.
3:08:35And so at each step, I give you the steps to to to um show you what you can see when it goes in the marketplace. And you know, I'm not going to lie, like everybody, design is the fun part because it's theoretical. We can make something, we can create something, and we all are, you know, creative and in in varying degrees.
3:08:55When we get out there, it gets more challenging. there's there's funds, but there's also um reality when the the ideas that we have maybe aren't met by the market in the ways that we do it. So, we go through the sequence.
3:09:11We pick who you serve, how you communicate, and then we install a sovereign brand where the natural outcome is buying from you. We design your product code and your offer code from your and form a blueprint. We use the offer printer to build a 3K hybrid offer and validate it by making three sales from a simple Google doc.
3:09:29We then use the DCM tool to build the DCM1 to generate at least 3K or one sale a week. And then we use the DCM tool to build your DCM2 to generate at least 3K per day from new customers. And I'm going to take you through that sequence today and over the next few modules.
3:09:48So we go from making 3K to 3K a week to 3K a day. Your biggest risk is not following that sequence and uh not um moving through the steps or trying to accelerate through the steps too quickly without validation at each stage.
3:10:05So we only need two things to do this. We need a hybrid offer and we need a daily client machine. So each of these systems solves for a specific stage and we master one before moving to the next.
3:10:19So to get to 1 million a year, you only need to average, I say only, only need to average $83,000 a month in revenue. And I'm going to tell you exactly how to do it. So you start with two tiers in your client offer.
3:10:36You start with a tier one, which involves proximity. And I'll unpack these these words for you as we go along. And then we have tier two, which is a program.
3:10:46If you have 16 tier three clients at an average of $600 a week, you generate $41,280 of recurring revenue. If you have 50 tier tier 2 clients at an average of 200 a week, you generate $43,000 in recurring revenue.
3:11:01So 66 total clients generates $84,280 of recurring monthly revenue. And you know I am I am pulling you towards the most valuable form of revenue which is revenue that recurs. As I've gone along I've said you know anxiety is the thing that we that we aim to reduce the most.
3:11:24And recurring revenue lowers the noise and lowers the anxiety the most in terms of your cash flow, the business and the general environment and feeling you. When you start the month with revenue that you know is going to come into the bank in the next 30 days, you are free to create, you are free to deploy, and you are free to do the things that you both want to do uh and need to do in the course of that.
3:11:48So on this plan, you know, it only requires you signing 1.25 25 clients a week. And when you break it down to those numbers, it doesn't sound so, you know, scary because if you generate a 100 leads a week via the daily client machine, you only need to convert just over 1% of them to a client, you know, and I'd be targeting all of you to generate um to convert 3 to 5% of those leads into a client on on that kind of on those kind of metrics.
3:12:16So, we choose pricing that maximizes conversions and economics. After 10 years of data, I'm just going to give you the pricing and then I'm going to walk you through the art later. But program offers at 100 to 250 a week.
3:12:31They work with the widest range of markets. The wide of widest range of markets where someone is helping someone else get a get a particular result. Proximity offers at 300 to 750.
3:12:42They sell to the right people in the right ratios. And again, I'll talk about what those people look like and why people buy. We start with the highest value offers you have and then we create the conditions to launch a highly scalable platform later.
3:13:00So today we design the um the the the code the product code and the offer code and but later on you will deploy the platform. So I'm getting you to design everything now and then I will show you the sequence that we deploy those to get the best results.
3:13:16So we use a hybrid offer and the reason for that is uh manifold but it tackles some of the big issues in you know coaching and consulting and mentorship and services that people sell one or more products at specific price points for specific durations. And while it's simple, it's much closer to easy because it it doesn't put people in the marketplace of understand why people buy and also um the power of a proximity and access model.
3:13:49It's easy so the majority use it and it's easier to leave money on the table than work out how to take it off in a simple manner. So the hybrid addresses this by selling across a range of prices and time frames with a single offer because simplicity is actually having one offer with multiple options inside it. And there is a useful distinction between offers and products that's really made and I wanted to introduce you to that now as because as I unpack it it's a very very critical distinction as we go along and hybrid is a single offer with multiple products inside it.
3:14:24We sign them up with for a program with an ongoing commitment with clear promises, outcomes and timelines. Those who wish to go faster, they get a higher level of access and they can opt for proximity um while getting everything in tier 2. You only include what is required for them to get the core result.
3:14:46And so what this does is have we have a product and an offer that allows for higher client value over and above the the program level. We sign people up for 12 months. We are um building a brand that offers transformation.
3:15:02So while we make small promises along the route, we install big vision into people as they go along. And uh there's a lot of nuance and how to sell this, but we lay out a plan and a product to maximize the lifetime value on a pathway that makes sense to the prospect. So the steps are, you know, they're very very simple when they're broken down.
3:15:26The first one is we define your products. So we have a a product code which defines the products. The more time and energy required to deliver the result, the less scalable that product is.
3:15:38The less time and energy required to deliver the result, the more scalable the product is. and and obviously the pricing attached to that product ultimately reflects it. After we've designed a product code for you, we design um the offer code. So we bundle those products into offers and offers are the things that we ultimately take to market.
3:16:00Once we have done that, we can reverse the polarity because we can unbundle those offers into your marketing. The reason this model is so efficient is because we are making the minimal amount of things to spend the maximal amount of time in the marketplace, deriving yield from our assets and communicating with our audience.
3:16:22And I'll say that again. This is an offer-driven model that maximizes the assets. And one of the fundamental tenants of um you know business that that we borrow from that world is creating assets and and deriving a yield from those assets.
3:16:40And so this model um builds the minimum number of assets to get the result and then derives maximum yield from them. And what this means in terms of simplicity is that I can fit a three in a bit million dollar business on one page. Right?
3:16:58I design products that deliver the result to my clients. I bundle those into offers that promise a result of those clients and then deliver those products based on the the offer that the client u the offer that the client opts into. I then take some of those assets and I stack them up in front to generate leads and customers that I can then turn into clients.
3:17:27So, I'm going through a cycle of um of designing a product, bundling it up, and unbundling it. All profit is made from bundling and unbundling, right? And if you get this right, you will have an absurdly efficient ecosystem that both delivers spectacular results, is very enjoyable to be a part of, but also gets an absolutely massive yield relative to most other people, you know, in the categories and the ones surrounding you to that.
3:18:01To give you a sense of that, 27% of the people in my audience have bought something from me, right? And that is because I take the assets that I build.
3:18:11I take the assets that I've created and I use those to generate leads and customers and bundle them into offers. And that bundling and unbundling process and and and timing that and finding that on a cadence means that you have a very very high yield environment. If the model doesn't fit on one page, it's too complex. you know, and you've probably seen all those zoom in, zoom out, you know, so and so boards and mind maps, etc., showing just someone's funnel.
3:18:41Uh, this model doesn't have any of that because it all fits on one page and it has a logical flow from back to front in creation and front to back in terms of acquisition. As you move along, each component of the blueprint is assembled. So we we start with products then we move to offers and then we then we move to lead and customer flow.
3:19:04I want to talk about expectations because results are always relative and expectations um map the enjoyment and the adherence of you know deployment in a model. Some people are going to find it really easy and really fast and some people are going to find it really difficult and frustratingly slow. Right?
3:19:27And so at each point I give a I give some variance and some discernment based on where you likely are. The start point and the first actions dictate the speed of results. I've had people start from absolutely nothing and you know be on a million-doll run rate within 3 months.
3:19:47I've had people start at a million-dollar run rate and go backwards for three months because they tried to hack the sequence and take shortcuts through it. Right? So, discernment is imperative.
3:19:59Results come from action. And the speed of results come from the existing conditions and those you create. And the reality is there's a there's an equation that that can kind of dial you in to what your expectations are in terms of the things that you probably want to measure like speed and money and return and profit and these kind of things that sit on the business scoreboard.
3:20:24So sales are a product of three factors. 60% of sales are driven by the audience. what your existing relationship with them is, how big it is, and how useful they believe you are, right? And all those factors combine.
3:20:38If you have a large audience, uh, but you make a massive right turn into a brand new offer that they don't know you for, it's going to take some time for them to get to know you around that that proposition and that concept. If you have a brand new audience and you you'd go through the hybrid offer and you f refine down using the principles from it, you might you might find that you get you you double or triple the sales that you are currently getting because the audience can suddenly see the clarity and the specificity in the offer and make it easier to buy using price engineering and the promises in the plan that we lay out.
3:21:1430% sits in the offer and so the clarity of it, the specificity of it, the relevance of it, and the timing of it. Some great offers don't work because they're at the wrong time. Right?
3:21:27You, you know, as we stand here today at the, you know, the back end of 2025, you know, offers that are to do with AI and these kind of things are going very, very well. Those will become commoditized in the marketplace in a relatively short period of time. and the window will start to close for most people and that that means that only the people at the top of that category will continue to profit and maybe maybe um the make the next leap up the category ladder.
3:21:56If you've got one work here if you have an existing offer put lay these principles over it and that is your path to speed. If you don't have one let's create one. I envy you a little bit because building and designing things from a blank page are both enjoyable, but they're also transformative because suddenly people can see the magic that you have in you.
3:22:21So that's all to say only 10% is in the copy and the words that you use, but it's also the most common place that people overthink and get stuck internally, you know, and we've got some tools that that overcome that, but still secondguessing and overthinking and pausing uh on on the words as you see is a mathematically silly decision to make because the the the vast majority of the the immediate return is driven driven by the two things that you may or might not have which is an audience and an offer that matches that audience.
3:22:58So a receptive all to say with expectations a receptive audience and a clear offer will take you 90% of the way there. I've seen excellent offers very poorly worded that it doesn't matter because it was the right thing for the right audience at the right time with the right promise and and all of those things stacked up to a very very successful offer.
3:23:20I've also seen the complete inverse of that as well. So there may be elements that you have to let go of to grow. I'm helping a private client at the moment unpick his overd delivery.
3:23:32He's offered far too much access. He has far too few boundaries and he's relatively undercharging from that which is limiting the next options he can unpack to the market because essentially he's he's overd delivering and undercharging in the current space. um which you know has kind of boxed him in.
3:23:52And so we un we unpick that before he can actually move forward. And many creators overserve because they they allocate they correlate volume with value. If I give more people more stuff then more people will like me and maybe more people will get the result.
3:24:12In the vast majority of cases that is just upside down thinking and constrains both you and the people that you serve because you are looking for simplicity. So if you are currently serving people some renegotiation may be required to unwind previous offers or unwind previous uh quote unquote commitments to get them to a place where you have the capacity and conf confidence to grow.
3:24:39I've got a client right now who's stopping his weekly group calls um which was part of a a promise and an offer that was made to hundreds of people and hundreds of people have it but very few people are using it. So he's moving that to a quarterly one-on-one call to replace that and then essentially buy back about 4 hours a week which is being underutilized um in his overserving of his market.
3:25:03Um, and so there are plenty of examples where we can we have to unwind things before we can move forward. If you are starting from a blank page, just simply follow the sequence.
3:25:19the product code. There is a critical distinction between products and offers and the distinction multiplies the effective effectiveness of your assets. Without it, we're pretty limited in the leverage that we can deploy.
3:25:40And I'm going to unpack this for you because it's a critical one. Uh just like bundling and unbundling, products and offers are very distinct things. And when you see them, you will you will unlock levels of leverage that were just unavailable before.
3:25:58So products are what you deliver. When you sell a product, it's an offer.
3:26:04A product exists and an offer is created. Different products have a large variance in the cost of delivery. Every product has costs of time and some have goods.
3:26:19Every product has a cost of complexity and they can all add up both in obvious and also silent ways. By nature, the lower the cost to deliver, the lower the price in the market. Um, as an amendment to that, when you find products that violate this rule, throw everything you have at taking advantage of the uprage.
3:26:40If you can find products that cost, you know, nothing to deliver, but you can charge very high prices for, you should be doubling down and tripling down on that product as much as you can if your priority is yield from that from that and putting an offer around it. Products are not offers yet, we can create offers for individual products.
3:27:03And as with most things that I teach, that is a statement. And then I'm going to demonstrate what that actually looks like in reality. And there's two ways we use products.
3:27:18We bundle products to serve clients and then deliver them results. And we unbundle products to generate customers. Keeping this focus makes product and offer creation focus simpler and productive.
3:27:33It also makes you very agile and very dynamic and very fast because once you understand the distinction between products and offers, you can have few products and many offers. And the more offers you have that fit your category and your marketplace, the more sales you make, the more people you serve and and the and the faster the flywheel spins.
3:28:02Occasionally, we can benefit from both of these factors simultaneously. Occasionally, we can um have a product that both serves clients and generates customers. And in the validation portion, I'm going to show you exactly what that looks like.
3:28:17But keeping the focus on the primary purpose of a product allows you to derive the most benefit. So if you focus on the primary purpose of a product to be either to serve clients to get a result or to generate customers anything that happens subsequent to that is of is is going to be a bonus.
3:28:38So there is a a product scale, right? Because once we embrace the distinction of uh that products are not offers and offers are not products, but they're, you know, close cousins of each other, it uncovers a critical fact. The more complex a product is to deliver, the less scale it can achieve.
3:29:00If your product serves many different functions, many different masters, if it has a lot of cost and high complexity to deliver, and if it changes every time it is delivered, it has limited scale. Businesses that are described as unscalable often have products that change every time they are sold and every time they are delivered and they get stuck in a delivery cycle and a sell the work, do the work, sell the work, do the work cycle because of complexity.
3:29:36So limited scale means you cannot have many simultaneous customers and you can sell the product and the offer less frequently and it also means that your results and the outcomes that you deliver will be much more variable and the inverse is is also true. You have a lot of scale if you have products that you can have a lot of simultaneous customers inside.
3:30:03They they have very low cost to deliver and they they get the same result every time someone consumes them and every time they are delivered. So this this product code is from the most complex to the least.
3:30:20And so at the at the top of the tree the we've got oneonone or or done for you services. So these can be delivered remotely and require the scarcest resource and the most limited one especially in a solo business which is time and services require your time or internal or external resources which have an associated cost. onetoone especially nowadays um can be both symmetric as in you're talking to the person onetoone at the same time uh obviously I'm talking in the in the digital realm via phone calls or zoom calls or they can be asymmetric you know I do asymmetric onetoone via WhatsApp um I used to do it via slack and I've done it occasionally via telegram they are the easiest product to sell at the as as they are the easiest offer to understand they are also the least scalable product relative to the other ones.
3:31:18So live events, they have a high cost in logistics and time actually predominantly in logistics. Live events often take more effort to organize than they often do to deliver because in live events you're often delivering material that you've already got. um they are deeply effective at both retaining existing customers and generating new ones because again in the world we're in time and person is priceless.
3:31:45So using the same format repeatedly increasing increases scale opportunities and simplifies logistics group call simple to deliver and effective up to approximately 30 participants without installing a structure. I have repeatedly found um unless you're very very high skilled in being a ring master having more than 30 people on a weekly group call is very difficult to facilitate and make everybody feel seen and heard and um and not get a one one by one questions asked where people have to wait for many you know many minutes tens of minutes and sometimes dozens of hours um to to actually get their get their questions asked.
3:32:23The structure of these can be open Q&A, they can be off office office hours, or if you need a little bit more structure, you can start with a small teach and then have an open Q&A. Um, weekly frequency depends on time zones and average attendance size.
3:32:38I'm going to give you how I do these things, you know, as we go along. Our virtual workshops, they require prep time and the delivery is efficient up to hundreds of participants. So you can get you know hundred hundreds of people on both a Zoom meeting and also a Zoom webinar.
3:32:54They can be used as a primary way to deliver new material to clients. The second the secondary benefit is that tickets can be sold and used as a sales opportunity plus recording as a long-term asset. The a training or a course you know require prep time and are a multi-year asset.
3:33:14I tend to make you know a full course or a full training approximately every 24 months. Uh the community the one of the more abstract kind of ideas and it can take many forms but it's an essential glue that holds clients together. It also reduces delivery load if you have you know very good client selection.
3:33:33If you have clients helping other clients, then it is hugely beneficial glue to hold a community together to enhance results but also reduce some of the delivery load on you. If people are asking question answering questions that are asked before you can, then it's very beneficial to you know everybody involved.
3:33:52Um and they also provide new content communities and the engagement of communities keep people coming back to the to the platform and the ecosystem that you've built. uh tools. This is the probably the fastest expanding, you know, category of them all. Um it's highly scalable with simple packaging options.
3:34:11You know, you can have spread list, spreadsheets or checklists or templates. Um you can put if you have physical tools, you know, I've worked with many people in the in the health space who send people physical tools to help get generate um uh create results also testing and and some of these components that require a physical component in the delivery of some help.
3:34:32They are anything that's essential to get results. It just needs to be costed both in the sense of bundling it and also unbundling it. And in this category, technology will continue to accelerate the options to package and deliver them.
3:34:47So we are going to develop you know a minimum viable product code because the question is like how many products do you need and the answer is as few as possible to get the desired results. Every product has a cost of delivery and some are less obvious than others. You know, if I if I strip out the idea of delivering a one-to-one uh coaching service, it might theoretically be possible to do 20 onetoone calls a week.
3:35:17Whether it's emotionally and physically possible and sustainable over a long period of time is is down to the individual. Some people would thrive in that environment and exactly someone else would be crushed by it. So costs are relative.
3:35:34Costs are relative to cost of goods, but they're also relative to energy, to time, and other variables that need to be considered. Again, overd delivery is a curse that befalls many experts. And as we move to constructing offers, you are best served to deliver the minimum number of products to prevent you overstacking your offers and making the common error which is mixing up volume with value.
3:36:02The majority of people that I see who have an existing um you know business helping people have often overengineered the um the offer to deliver a lot of volume. A lot of stuff is going on. A lot of promises are made and mixing that up with value that always has a culdeac at the end of it which kind of hems you in both uh energetically and also strategically and often financially as well.
3:36:31So this is where you know the demonstration of me layering over what I do and how I do it is the most useful. And the clarifying question I use to myself is what do my clients need to get 1 million a year in two days a week? And that forcing function means that I can always uh bring myself back to focusing on only the products that will do that.
3:37:00What gets people there faster? What gets people there easier? and also what gets people there with more ease in terms of the emotional human component that we deliver uh in our business.
3:37:14Um if we are coaching people uh we are also supporting people along the way. And even if we're just mentoring or we're just um offering services or we're just consulting you know there is an emotional and a human component that needs to be factored in when we're um both designing our products but also bundling our offers.
3:37:38So this is as complex you know as it gets. And remember this stack and this code drives a multi-million dollar revenue and profit business, right?
3:37:52I deliver my onetoone via WhatsApp and Zoom. I have three overseas events a year and I have three to five events at my home in Bali. They are called the blueprint.
3:38:06I have a two-day um event structure when I am overseas in um and I have a three-day event structure when I'm in Bali. I run the same playbook for every event to to reduce preparation time and reduce the delivery and energetic component. I'm delivering in those events 80% of the same material and then I'm testing out a new idea that I'm interested and excited around which is usually reframing or reuing something that I've already taught or given before.
3:38:40I have um a WhatsApp group and I have two weekly calls and the group component and the delivery for people in the sovereign society. Um, I hold two monthly workshops on a Thursday morning at 7:30. I have solo OS and then I have the sovereign library which has um about four dozen trainings in it.
3:39:01I have the community and then I have tools. So when selecting and building your product code, you have your client's outcome in in mind. So, we're starting to look back at the category, you know, we're in and the people we want to work with and the type of business that we want to run and how we spend our time and what's valuable to us and we look forward into how we're going to deliver things and then how we're going to sell the delivery of those things.
3:39:32So, when selecting and building your product code, you have the outcomes in mind. Anything that doesn't contribute to the main or the beneficial outcomes is either nice to have or unnecessary. As I've gone along, you know, I've added components that are both um nice to have and kind of unnecessary to getting the full result.
3:39:57It is um it is unnecessary for me to get someone a result for me to run, you know, six to eight events a year. And that's just the honest truth. It is um fun and connecting and um interesting and allows a level of uh connection and um and delivery which I want to cultivate inside my community and also my life.
3:40:23Um so but again it's not essential to the actual delivery of the result. So your product code in this instance and the design of it just has the essentials the offer code.
3:40:38So we've defined the products to deliver and now we monetize the products by bundling them into offers. And while products and offers are distinct they have a very very close relationship. So these things we do these things back to back because there is a little bit of going maybe back and forth between them to ensure the blend and the mixture is right.
3:41:09So the offer code we start to layer over the way that we offer our products to the market. And this is an offer-driven model and what I mean by that is we sell a single outcome but we have multiple ways to get there. So we bundle together the products that delivered the require required result and reflect the tier of access.
3:41:30So our top tier you know the least scalable and the one with the highest investment is proximity and this is bought by people who want transformation and and and um direct help getting there. proximity which you know encompasses um components of onetoone of um masterminds if you like of transformation that uses all the modalities there but it sells to a person who values proximity to uh required results.
3:42:02Only a small proportion of people innately know or have experienced the fastest way to get results is be around people who are have already achieved the result or are getting it. They have a um people who buy proximity have an innate understanding that you you actually achieve results almost via osmosis by being around and in the environment that you that of that where the results occur that you want to um succeed.
3:42:34And so if I locked you in a castle with five billionaires for a year, you were very likely to come out significantly richer than you would if I locked you in a castle with five broke people. Right?
3:42:49If I locked you in a gym with five bodybuilders, no matter what you did, you'd probably come out a lot stronger, bigger, buffer, faster, etc., etc. Proximity is power, as the cliche goes. And in our proximity, people who invest in it understand that they're going to pay a high price to be around success and they're prepared to invest in that both financially, but also in terms of emotionally and usually physically.
3:43:20You know, I'm getting on a plane four times uh in the next nine months to go and be around people that doing things I want to do, have things that I want to have, um are things that I want to be and and um and inspire me and give me ideas because I receive that via osmosis. And that's how proximity works.
3:43:42Tier 2 is a program that's bought by people who want a prescription and access to help. that's bought by people who um buy into the fact that there's a pathway and there's a process to getting the things that they want. You know, I provide a pathway and a process to getting to a million dollars a year in two days a week.
3:44:06That doesn't happen overnight. And people who buy programs understand that when they're clearly laid out uh with a a promise, a plan, and a subsequent price attached to it.
3:44:18So those people um kind of hover betweenformational buyers and insight buyers. They hover between kind of proximity. And what you'll find that people who buy into programs is they can fluidly move between these these kind of proximity and and platform kind of tiers.
3:44:36They'll they'll frequently move between close proximity and information. And they'll usually um they're usually oscillating and they're very volatile in their success.
3:44:48They have good months, they have bad months financially and emotionally. And when the bad months hit, they will look to scale down. When the good months hit, they'll look to scale up.
3:45:00And so what you find that people buy programs, they have a high a higher rate of change of moving between those. Whereas um in proximity buyers, they very much understand that just being around you or around the people in your inner circle or your or close proximity will eventually get the result.
3:45:20So they tend to stay for a very very long time. Um platform buyers, they buy information, right? Platform buyers generally um at the lower tier of the market don't um have an innate understanding of proximity and are much more costdriven.
3:45:39So they are more pricing sensitive. They are um much more um change sensitive. They are more um volumetric sensitive like um platform buyers often like to look for uh buying things that have a lot in them. you know, they might be impressed by the sheer number of videos you have on your training portal or the sheer number of calls that they can book or the sheer number of um, you know, meetings that they can attend to talk about things.
3:46:11Platform buyers tend to be information buyers and they have an idea that if they just get more information, they will achieve success. Platform buyers have the highest rate of quitting because if something doesn't see generate a return very quickly, they will move on from it.
3:46:30Platform buyers can also be um program and proximity buyers and we call this ascension. So what happens is someone can buy into a platform for you know a small amount of money. They'll like what they see.
3:46:45They actually had a goal in mind. You know they actually wanted to they wanted to do that but they were skeptical or the market says that they've been burnt before etc.
3:46:55They will start small and then they will upgrade and then they will upgrade. I've had, you know, more people than I can name start by buying a platform, you know, a membership, upgrade to the middle tier, come into close proximity, drop back to the middle tier, and then drop back to a membership, right? And that's a kind of that's a natural cycle for a proximity buyer who buys info.
3:47:17In general, platform buyers will be lower ticket. they'll be um they'll quit more easily and in general they won't have specific goals. They'll just look for a lot of training or a lot of access or a lot of um um a lot of leads on and and a lot of dopamine to get the next thing.
3:47:36Um and neither of these none of these things are said with judgment. They are just the reality of how people buy and also the buying type that many people inhabit for the majority of their life. Some people only buy proximity.
3:47:50They only buy onetoone. Some people only buy path after path after path.
3:47:54I've met plenty of people who go from 12 month thing to 12-month thing to six month thing to 12-month thing and they are committed to that path at the time, but then they switch path. Platform buyers tend to be the largest comp component of the marketplace and they will buy in pretty large numbers but they'll also leave in very large numbers and you are looking for the ones who will ascend through your products and look to get more proximity to you.
3:48:25So this is an offer-driven model, but it's also an accessd driven model. And the access means speed and ease for clients. And the pricing of each level reflects the access a client has.
3:48:38The more access to you and your resources, the larger the investment. You are in the business, doesn't matter the modality, you are in the business of time compression. You helped people do things faster than they could on their own. you know, said a another overly simplified way.
3:48:57And you must ensure that the larger the investment, the faster the result is achieved. If people are playing for close proximity to you, you must be able to multiply their investment. And you do that by multiplying um by well slashing the amount of time that they would have received that said result on their own.
3:49:19I'm very clear, you know, the people I work with who are on a path or have passed a million dollars a year, they were going to do that with or without me. I just help them get there faster in many cases in this lifetime. Um, and and and with more ease because I've already made the mistakes or seen the speed bumps or seen the seen the ways to do things and, you know, even quote unquote the shortcuts.
3:49:45So you must ensure that your boundaries are in place in an access model and you also must ensure that your products meet the goals of the client which is to do things faster and with more ease. And with more ease I just mean less stress, right? And these offers all have the same rules.
3:50:06They have continuity and payments recur until you or the client chooses to stop. They have clear inclusions and boundaries on what access the client can expect from you. They know whether they can book a call with you, whether they can jump on a zoom call, whether whether they can um whether they can message you privately or they have to do it via community etc.
3:50:29Those um expectations are clear and they are also easy to get started using weekly payments. And we will go into how and and also why we do that, you know, as we unpack the hybrid offer.
3:50:43You do not need to launch all of these levels at once. And I will show you the sequence in a moment. So offers live and die on how easy it is for someone to see the outcomes.
3:51:00And if you've come across or been on any of my, you know, calls or recordings or workshops before, you'll often see me pull the finger out and literally and go, "What are we pointing at here?" And so specificity in offers allows people to see things. You'll make money is very different in what someone can see to you'll make a million dollars in 12 months. you'll lose weight is very different to you'll lose 10 kilos of fat in 90 days and have visible abs in the mirror.
3:51:35One of them is abstract. It's a concept. It's an idea.
3:51:40I can't imagine what it is in my head because you haven't defined to me make money. You haven't defined to me lose weight. The others have some specificity in them.
3:51:53They have something that you can point at that happens in the future. If you have something that you can point at which happens in the future, you start to install something that people can see. There is literally installing vision, right?
3:52:09So specificity is the image inserted in into the prospect's mind. And without it, the offer will need significant selling to convert. And again, that's, you know, one of my caveats.
3:52:21Offers that aren't VAP specific can still be sold. They just require a lot of selling, right? So, they require maybe sacrifices that you might not want to make because they might require a lot of content, a multi-step funnel, and you getting on one to two phone calls with someone to get them to see the thing that you could just be specific about.
3:52:46And that is the cost of non-specific offers. It's not that they don't sell and it's not that they cannot sell in large numbers. They just need a lot of infrastructure and a lot of steps to happen before they can actually be sold.
3:53:01So specificity cuts down the amount of selling that needs to be done and allows us to sell naturally in this environment with a sovereign brand and a hybrid offer. That means we have content and we have an offer dock and that's the simplest path and specificity enables it. So in the previous modules I talked about modalities you know breaking down breaking down between coaching and consulting and mentorship and and and all the different modalities that we can actually deploy while using them as your whole identity is stifling.
3:53:44They are useful in offers and there are people in the market who buy certain services at certain times right if I'm out there looking for a consultant I will look for a consultant or a consulting offer you know more specifically and so when I have something in mind when I already have a solution I'm looking for a coach or I'm looking for a consultant then the modalities can be quite useful So the multiple modalities fit into each tier and I give you this because this is another nature of the flexibility of these things because you can fit them you know to yourself.
3:54:28The tier one you know in the platform component is a membership offer. It is access to materials and it recurs and that's what people understand as a membership offer. If your market understands membership offers, they buy membership offers, they know how to buy membership offers, you would be wise to call your tier one offer a membership offer, right?
3:54:51Again, in tier 2, it's a program. If your market um actively goes and looks for mentorship or coaching or consulting, and many of I do and many other people do, then it will be wise to call the offer one of those things and then signal the other modalities. it.
3:55:08You can call it a coaching program. If people in your marketplace buy coaching programs, if they don't, they don't buy them, they don't know how to buy them, which is are two distinct things, then it might not be wise to call it a coaching program. So, you fit the modality and the description to fit the market that you have in tier three, you know, because it has basically everything in it under this model.
3:55:34It can be called a lot of different things, but in proximity, as I said, you know, direct mentorship is something that people will buy. One-to-one coaching is something that people will buy. Consulting is something that people buy and done for you services.
3:55:51I bought um a landing page design and a and a bookfunnel some time ago. I went out there to look for someone who was going to do it for me because I wasn't going to do it myself. So, I went out there looking for a done for you service and them if they'd called it anything else, I might not have discovered it and I might not have bought it and I might not have accepted the offer.
3:56:14So, certain categories benefit from using modalities more than others. And this is where your discernment comes in. You know, the example I've given is fitness consulting isn't really a thing, right?
3:56:26Fitness consulting is much harder to comprehend than fitness coaching. So if you're in the market, you know, in or around fitness, you're probably going to call it fitness coaching.
3:56:37Again, there's variables in that. You know, if you've done something significant in the fitness industry, then a mentorship offer might be the appropriate thing. In the proximity, it might be onetoone fitness coaching.
3:56:51Which goes to say that modalities as identities can be very stifling to our um to our creation. But modalities as descriptions and labels for things when we get to offers can be very useful when they fit the market.
3:57:07So I've talked extensively and written extensively about you know specificity and offers which is the primary thing. There is an overarching you know um concept that sits across everything. This layers over your whole brand and your offers.
3:57:25And that is the core. And it's all very well to have a great brand. And it's all very well to have good products so they're easy to deliver.
3:57:34But if the core is confused among any of that as in people are like what do you actually do and why are you helpful and it looks great but what's going on here? Then if the core is confused then it's very very difficult for them to firstly engage and secondly to buy and there are four reasons people make money people buy rather.
3:57:57One is make money. The second is save money. The third is staying legal and the fourth is live a better life.
3:58:05The majority of people I work with fit into the two buckets of make more money and live a better life. They sell some form of personal transformation whether it's physical or emotional or mental or spiritual or they sell some form of business transformation whether it's um the acquiring of more or the simplification and the acquiring of simplicity.
3:58:27Um the save money category is generally reserved for financial products. Um but it can also be extended into um you know structural and leadership um and operational type products. uh admittedly being quite difficult to message if you choose the save money category.
3:58:45Um and staying legal very much fits in the compliance um and the often the governmental space where things are required to do like business setups, accounting or anything that's required in a in a compliance world. State legal are wonderful products to have because people often have need them for a particular reason but that also introduces competition.
3:59:09So your normal approach to categorization needs to apply. So every brand and person inside the brand and dare I say a guru has a core and everything else is a benefit. And the interesting thing as you go along is that you can have a core but you can have a lot of benefits around it.
3:59:34But they are just that they are benefits. Personally, I sold for making money. I talk a lot about money.
3:59:43I help people make a lot of money. I also have a lot of benefits that come around with that. And people joke that, you know, joining my programs is a great weight loss formula because it, you know, they stop bullshitting themselves, etc., etc.
3:59:57But they are all just peripheral benefits. And some of those benefits, you know, we take and we cultivate and run with. But we'll always come back to money because it stems from one of my core beliefs that true freedom is downstream from financial freedom.
4:00:12So there are many benefits that come from working, you know, come along the way from working with me, from being in my world um and the way I make it and the and the people I keep around me. But I attract people into my world largely with the core idea of making money. And then along the way I demonstrate all the things that maybe money can buy and some of the things that money can't buy.
4:00:35Right? And so that's all to say is as brands and people grow and they develop a skill set it can be very easy to creep into all the areas right and you know I joke about this that you know the end point for every guru is you know some iawaska self-help you know ceremony um after they've closed down their business coaching you know empire and that's a that's a an ex a common manifestation of the scope creep when people get skills.
4:01:05They're like, I don't want to help people just do this. I can help them with so many things. I know I'm a fitness coach, but I can definitely help them be a better father.
4:01:17And it's important to keep one as the core and anything else that's around it as a benefit. So when you validate the core, you have again some clarifying questions. So which one of the four things are you solving for the customer?
4:01:32again make money and live a better life. Um, you know, fit in 90% of of the cases in my world. What is the main problem you are solving?
4:01:43How does this problem show up in people's lives? When we talk about categories and um oversimplifying messages etc. We have to understand whether people are aware this problem even exists in the first place.
4:01:58Right? And do we understand what in what way people are trying to solve this problem right now? And that talks to your knowledge of the market.
4:02:08It talks to your unpacking of a category that you live in. And it talks to um having an appreciation of what other messages are being put out there in the market and what other propositions living live out there outside in the market and maybe um getting in or polluting potentially you know your prospective client's head because they are um they inserting ideas that might not might not be relevant or optimal for that person until you come along.
4:02:36So any confusion about this bleeds out into offer creation, messaging, and content. And again, you know, a lot of people get lost on that kind of journey because they're like, I'm just a damn good person and I've got so many skills and I can help people do a lot of things. When that happens or you get out there and you realize that your your offer and your messaging are doing and saying and promising a lot of things, you just need to come back to the core.
4:03:05So through the creation of the sovereign world and the category that you inhabit, your call would have started to emerge, you know, and I showed you and demonstrated in front of you some examples yesterday of how if we remove things, we can just come back to the core. We can come back to the core proposition, the core message, the core idea and some of the core promises.
4:03:29If it has not started to emerge, go back. Go back through the exercise and again remove elements to make it clearer. When I say go back, this is a distillation issue.
4:03:40It's not an addition issue. You are not looking to add things unless you absolutely have to because they're not present. you are looking to remove things so you can actually find the core of um the message that you're trying to communicate, the proposition that you're trying to put in front of people, and ultimately the offers that you're going to make them.
4:04:02So, we've got two codes here that kind of go back and forth that we need to assemble and code is written and assembled and then it's run, right? So we must assemble these both these codes. In the simple terms, we stack products and we bundle them into offers.
4:04:23So again, I'm going to use mine as a demonstration because it's the most useful. Those are my products. You know, we've got WhatsApp, we've got the events, we've got the we've got the the group and the weekly calls and the group component.
4:04:36We've got the work the virtual workshops, we've got training and courses, we've got a community, and we've got tools. Right? You have two offers to name.
4:04:45Again, I've highlighted this because people get way too obsessed with naming something. And I'm here to tell you it doesn't matter.
4:04:52Come up with a name you like. Choose it. Run with it.
4:04:55Changing the name of your offer is one of the easier things because uh I'll be blunt. Like no one cares apart from you. As if you do if it does what it says on the tin and it's easy to understand, then it's good enough.
4:05:10So you need to name one now and one later. I office need names and that's as you know as simple as it gets. I have two the sovereign society as a program and the solo syndicate as a platform.
4:05:23It's important to stress that the outcome for both of those and everything in this world point towards the same place. One offers a higher level of the highest level of access. One offers a medium level of access and one offers a low level of access.
4:05:39One offers a high level of speed, one offers a medium level of speed, and one offers a low level of speed. Right? But again, the variable results that people achieve in that is relative to where they are, not relative to the things I give them.
4:05:55So all of them guide someone to build a $1 million a year solo business. And you are getting clear on what your products are, but you're also getting clear on what's inside an offer.
4:06:06And we do it this way way around because it's useful to know what's in it before we know what promise, plan, and price to lay on it. If we don't have some clarity about the products we're going to offer that fit the criteria that we've set, then then we go to the offer and we make this promise, the plan, and the price, but we find that they might breach our boundaries or we find there's too much complexity in it or we find we overd deliver it.
4:06:35So these two pieces sit in harmony and they sit in equilibrium and once we have designed the products we bundle them into the offers. So this is what it looks like for me. The solo OS has tools, it has a community, it has a course and access to virtual workshops recorded into a training library.
4:06:58Right? So it has the first three layers plus a customization and a connection layer. So there's two times monthly workshops that people at that level will get access to.
4:07:13If they're an active member, they get access to all of those things. If they're not an active member, they don't. Right?
4:07:22So that is the first four layers of product. As we move move up into tier two in the society, you get you add quite a leap in terms of access and there is also a leap in terms of the price that it that commands for it, right? And I'm starting to introduce the pricing layer and the bundling layer.
4:07:45So tier 2 includes everything in tier one plus a WhatsApp group and two weekly calls with me, one on a Tuesday and one on a Thursday. They also include any and all inerson events which obviously has a very very high real and perceived value. And so to offer a higher level of access and offer a higher level of energy and customization and proximity, the price needs to be a much greater factor than the price of the of the tier one.
4:08:20As I go up again, I cater for the people who just want access. Some people just buy onetoone. I have clients who message me once a month who pay me weekly and have done for eight years, right?
4:08:36Because that's the type of people they are and that's the thing they buy and that's the way they buy. So tier three in proximity to me, I just add on one to one, right?
4:08:47There are some um peripheral benefits that I've added like if those people wanted to come and spend a day with me in Bali, I would make that happen, right? There are some off market again things that I have added that I go along but again in the product stack they are not essential to get the result.
4:09:07They are just as we go along they are nice to have and they're beneficial for both me and the client. So everybody who has access to me onetoone also has access to the society and they also have access to every single tool and workshop and training portal etc. But they're not paying for that.
4:09:28They're paying for access and proximity to me. So as we bundle these things up, we just essentially just unpack what's in each product layer and put it into an offer. Again, this is a design exercise.
4:09:44As with most design, it needs to have a proof of concept before it can, you know, even hope to go to market. And you don't need much in the product and the offer code to actually move to creating an offer. Because the reality is that 80% of a million-doll a year business is actually locked up in the effectiveness of your hybrid offer because it has the two components. um that drive the most revenue, the most profit, and the highest value of ultimately customers.
4:10:16So, we're moving through these steps in the sequence. You pick who you serve, how you communicate, and install a sovereign brand where the natural outcome is buying from you. We've just gone through designing your product code and your offer code.
4:10:31And then you can start to form a blueprint from that. We use the offer printer to build a 3K hybrid offer, 3K minimum, uh, and validate it by making three sales from a simple Google doc. So, the design portion is, you know, coming to an end.
4:10:47Now, we're flipping that design into deployment and we're going to the hybrid offer. The skill of offer making um to me is the meta skill alongside copywriting messaging. If you have offer creation as a skill and copywriting/meaging as a skill, again, you're never going to go hungry no matter what you do today, tomorrow, or what you choose to do in the future.
4:11:19So I teach and give you things that are meta skills so you don't have to spend too much time accumulating the small skills. So the learning and the insights for these things is is very very valuable.
4:11:33So you actually acquire the skill um while the offer printer will give you a lot of speed. So in path two we have some templates and the templates are approached with some principles and when we construct an offer we need three key principles to be present in there and they are conveniently all start with P you know of course because that's how I designed them like that.
4:12:01So, there's a price, there's a plan, and a promise. And the offer lives and dies on the first page. And it actually lives and dies in the first, you know, few lines or paragraphs of the offer.
4:12:14Just like, um, you know, more people read emails. Um, the the the purpose of a subject line of an email is to get you to open the email and the purpose of the first line is to read the second line. you know the the purpose of of the opening of an offer is to get the attention of the right person by um in having the right promise and having the right conditions under which that promise is fulfilled.
4:12:39So if you get these right the offer sells itself again the words around it matter but they don't matter as much as those three components being present. So clearly articulating the promise of what gets done and the plan of how it rolls out allows the prospect to see the future if they commit to buying. And again, I'm going to labor that that piece about being able to see in the digital world.
4:13:08We sell a lot of things that are abstract because by the nature they occur in the future and they also have they show up in people's lives where we may not physically be there. We very very rarely sell tangible things. So we are not a shop where people can walk into and put point at things off the shelf and say I want that and then they get the physical manifestation of something.
4:13:33We have to create that with with words and imagery and ideas and you know often sometimes visuals as well. So the the promise of what gets done and the plan of how to do it allows that seeing and this is distinct from the logistics of how and when the offer is delivered.
4:13:51So, I got you to design the products because I don't really want you to talk about the products to people unless you really have to because no one cares how many calls there are in your program or how much coaching they'll get or how many videos they get until they've understood that the promise is right for them, the plan is, you know, meets their expectations and their guidelines and the price is relative to the benefit that they feel it will get to them.
4:14:24Right? If you match the promise and the plan with the right price, you're most of the way there and having a high converting offer.
4:14:34Right? And so the promise is what gets done, what can you point at? Can you describe what they will see show up in their lives if they commit?
4:14:45Can you articulate in words their deepest desires better than they can? And if you can and you have a good knowledge of the market, what are they going to do and avoid by getting there? For example, in many of my offers, I will tell people that they all have a high ticket offer that they can deliver and sell without sales calls, right? because I know that there's a that a lot of people who come to me have done sales calls and now see them as a negative and are looking to get away from them.
4:15:21Right? That is not a requirement of every offer, but if you know that there's a there's a solution that people have used before or a promise they were trying to fulfill before and they've used it and it's been either sub-optimal or not effective or they hate it, then it's wise to mention it there to to show them that they move away from a painful current state or a painful past.
4:15:46The plan is essentially future pacing. What happens first? How long does that happen for?
4:15:55What does it take? What happens next? What happens after that?
4:15:59How have you painted a clear picture of the next few days and weeks that look what they look like and what you'll see show up? And clear beats cute, right? And name in the branding of your systems.
4:16:11Like have your mechanisms there, but don't overdo it. As I've gone through this training, I've tried to be as clear as possible about steps and what happens next and milestones and expectations.
4:16:24That is a replication of what happens in an offer. You have you you can be as clear as possible about what happens and when and and when they can expect it to happen so they can see that happen in the future and you have a higher level of adherence. pricing.
4:16:41It is both the simplest and most complex um decision that you have to make that you have to undertake. And I'm going to walk you through some thinking on that. But is there a clear ROI?
4:16:55Especially if you are selling money or you are in the market of saving money, is there a clear return on investment? Have you made it easy to get started? And does your price factor in the cost of an action?
4:17:10Right? If you sell um a a save money program, then you might be talking to someone who's burning a particular amount of cash on a particular mechanism.
4:17:22Um Jim here helps people, you know, finally launch and get their app back on track after they've been around the houses and and wasted a lot of money on development houses. So that's a kind of, you know, fits in the save money category indirectly and possibly even directly depending on how he messages it.
4:17:46But the cost of an action to them might be burning another $100,000 in a development house rather than hiring Jim for $24,000. If you can present the cost of inaction to people, it's one of the more difficult things to present, but it's one of the most effective sales mechanisms that you can have because there is direct contrast to what they're already doing and the cost of them continuing to do that.
4:18:12Many products have um less clear costs of an action, but if you can introduce it and make that relative to the price you're commanding, then it is a very effective contrast mechanism. The other piece with ROI is return on investment is relative to speed.
4:18:30The faster something comes, the higher it is val, the more it is valued. you know, getting $100,000 uh in the next year is significantly less valuable than getting $100,000 in the next month, right? So, there is a factor of both in terms of time, but also um both in terms of uh return but also the time that returns happen over.
4:18:55And as with most things that are exist in human nature, the general um component is the faster the better. We do and say all these things because we only talk about features or products inside the offer as and when is necessary. No one really wants to watch 54 videos and 10 attend hours and hours of calls every week and constant planning and redo things.
4:19:26And many many offers are failing because they're indigestible rather than lean and specific. In the vast majority of offer cases, telling people everything that's in it is more likely to kill demand than enhance it because it's feels difficult to digest. Because if you mention the components in there that there's 50 videos and 20 calls a week then there is uh many people will believe that they have to adhere and consume those things a to get value from it and b to actually get the result.
4:20:02So only include the components that directly derive the result or clarify the logistics. You know, for example, I am clear that I have two calls a week in the Sovereign Society and I'm clear when they are because one of the questions people have is, you know, do you car cover the European time zones?
4:20:21Yes, I do that on Thursday afternoon. Do I cover the US and um South Pacific and Asian time zones? Yes, I do that on Tuesday morning.
4:20:29So those are just small components of maybe objection handling or questions that people have in the course of an offer that that can be you know left out at the beginning but maybe inserted if you get the question a lot. Pricing is um you know there are whole specialtities and experts on pricing and pricing is both an art and a science and I've given you the guidelines based on actual data right but you need to use discernment in doing them and you need to deal with some stuff that's going on inside you to to price it effectively program offers between 100 and 250 a week work in the widest range of markets for people who help people with things proximity many offers at 300 to 750.
4:21:14Sell to the right people in the right ratios. There are in every single market there are edge cases. There are unicorns.
4:21:20You know, I've s I've I've run programs where I've had people selling $30,000 fitness offers and and they were they were in a program with someone selling $1,000 fitness offer and they did the same thing. They were just to to a different market, right? So, they are priced accordingly.
4:21:36And that's the data on pricing. You will have your own data on pricing that you should combine my data with and start to make a decision. That's the science.
4:21:46That's all there is. It's this is what I found. What have you found?
4:21:50And how do you match how do you match those criteria together in terms of the data? The rest of it is based on you. The rest of it is based on you, the market you operate in, your perception of value, and your perception of value differs from the market in most cases. and also um based on the return you deliver to clients.
4:22:10So I've given a primer here because thinking and considering these things is useful and um absent of being able to coach you personally through pricing and in the majority of cases people undercharge for some things and overcharge for others which is suboptimal. This will you know fill the gap with that um with what we've got here.
4:22:32So price and consumption, these are frames. Pricing consumption and relative value. Um some time ago I had the syndicate and I launched at $250 a week and then I raised it to 300 a week.
4:22:44There is there was another rise around the corner and that was relative to the market at the time. And in the world of $2,000 to $5,000 a month programs, that existed in a market where that was priced under the market rate. And that was intentional because what I was seeing was that a number of members in the syndicate were also in other programs and having access to me and my strategies was complementaryary to their overall goals.
4:23:14So rather than competing with those programs, I had a category. I formed it and I created an offer that fit within those parameters that enabled me not to take clients from other people but um basically sit on the side of the market and and get a highly profitable program that was highly beneficial to people that would also priced in a way that would enable them to be in other people's worlds, right?
4:23:43And the pricing structure was low enough for people to get started because it's weekly and that's what we use. And it's also priced high enough to have an incentive to consume and participate.
4:23:56And pricing always art and science and has these kind of tensions along the way. And there are plenty of um you know programs out there that that sat at a lower price that people would would have a low adherence to and a and a and maybe a and a high churn from that. um that was priced lower than mine and then ultimately people would leave.
4:24:18So that is an example of pricing for consumption and relative value in a marketplace that existed at the time. Another way to think about these things is working back from your target hourly rate. So there's been a common idea that you don't trade time for money, you shouldn't trade time for money and you can't trade time for money.
4:24:39You have to trade it at some point. you know, whether it's leveraged or directly input of time, time is always involved. I took dozens of hours, you know, producing the stuff that I'm presenting to you today. Um, and that took time.
4:24:52It took hours of time. And I have a target of $2,500 an hour or 10K a day. So, some of my output undershoots that while I was recording this and while I'm creating this in the delivery and the supply component of my business, I undershoot it. in the sales component of my business, I overshoot it.
4:25:11You know, an hour with me costs $5,000. But it's always a consideration when when I'm designing and building or committing to something because I'm always like weighing the value of my time in these things.
4:25:25And then that that value of time is reflected on the way I price things. So the when I have things in a a a target hourly rate, I can essentially naturalize and normalize my different activities to meet that and often come out with the pricing of a product that that is right for those goals, but is also right for the market.
4:25:49And this is right for the market because I can deliver 10x worth of value when working with someone for two hours. So I can charge 2 a half th000 an hour um or more and actually give give a return from that because I have a target hourly rate and I have a target ROI. So when I design, when I build things, when I sell things, I'm factoring in the hourly rate from those things and I'm factoring that over the complexity of delivering the product, the costs involved and and and ultimately my time.
4:26:22The other component of pricing is the marketplace. And in the time we're in now and the time we've been in for a little while and the time we're going to be in for a little while more is there's a lot of signals kind of flashing red. Spending is slowing down and a lot of your clients clients have less money.
4:26:43And if your client's clients have less money to give you, there better be damn good reasons to do it. And the that what this means is there's a flow through with as people hold on to things tighter.
4:26:56It's not that the not that the money flow stops, but it ultimately slows down. So pricing can be one of the pieces that we can use to increase the velocity of a sales cycle, right? And so what you don't want to be is in the middle of anything.
4:27:14Um in economic contractions or when things are a little bit harder, you want to be the most expensive or you want to be the cheapest. And so I wouldn't want to have, you know, a normal two grand a month program these days where it's just a course and a community.
4:27:32And plenty of them still are like that. and I wouldn't want to be there in the next 18 to 24 months. So, it's optimal to be at the top or the bottom. And that's why I choose both, right?
4:27:46I have low ticket options and I have very high ticket options. I have inexpensive products and I have a relatively inexpensive, you know, membership and platform.
4:27:57I have high price products and consulting and partnerships. They they all offer extreme value respective to the people they serve. So pricing is one of the most valuable mechanisms to optimize in a business.
4:28:12And I think what's what's like misunderstood about pricing is that not all products and offers necessarily exist purely to make money. The reality with say um the events that I run for you know the society is that they actually cost me money to run.
4:28:30But the trade-off is I spend time with people that I enjoy and those people spend more time with me and subsequently over the long term they are very profitable. Um in the immediate um instant like moment they cost me money.
4:28:49So they are products that even if I sell them on the market at face value, if I sell tickets to them and I unbundle them, they will um they will actually lose me money immediately but I will gain over the long term. So pricing pricing is, you know, is literally in the in the first instance the doubt board. It's where do you start?
4:29:11Where do you feel the price? Where do you have you made the the the the scientific decisions based on the data that I've provided and the data that you have? And then you come back to a place where you feel relatively comfortable about it. and you go out into the market and then you get more data and then you go back to the market to um ultimately achieve the price.
4:29:33So the emotional umbrella that's sitting all over um all of this is the emotions. When you price things and when you come to the point of asking for money um your relationship with yourself and money will not only drive but it will dominate many of your pricing decisions. I have personally witnessed over and over again the discomfort of people repricing their products when I run up into their emotional uh stories or their past relationships with pricing or money or their even their childhood stories around how they price it.
4:30:13So use the data and then um apply the art and then collect more data and apply more art. What you will find is that you will find um a happy place for pricing all your products. A a place that you might have some initial discomfort over but the um the ultimately the pricing will land in the right place when you when you deploy the whole model and they all contribute to each other.
4:30:39So I wanted to take you through an example that wasn't me that um is useful and um eternal as well because this offer um you know at this stage has been running for over two years um and has become more and more successful not through addition but through refinement um and that's from Janine Garner who's you know at a million dollar plus run rate and has you know through the course of that um been selling elevate but on on the road through that.
4:31:09She's eliminated sales calls and some of the things that were um you know in the way of getting this offer to ultimately made more offers and more people which is the way you make more sales. And this is a really really again you know an exercise in simplicity. It's very very clear what the promise is.
4:31:26You get and get five prospects every month securing at least one highv value client and then the frequency of that every single month. It's clear how long it's for and then it's very very clear on what they're committing to in the initial road map. So it's future pacing them on the plan.
4:31:41First you develop the client road map and this is what it does. Then you develop the product road map and this is what it does. Then you spin up the IP generator system and this is what it does.
4:31:52And this encapsulates a very very strong offer because this is binary. You either buy into the fact that these things are going to happen over that time frame and these are the steps you're going to take or you don't because it's either it's not right for you or you don't believe in yourself and very rarely it's because they don't believe in the in the ultimate service provider.
4:32:13Um most people don't buy offers not because they don't believe in you, it's because they don't believe in themselves to get the result. And you will shake out those people very very quickly with this style and this template of making offers. So if you want to craft an offer by hand, your next task is to, you know, craft an offer you using a simple Google doc.
4:32:35So we use a Google doc and I continue to use a Google doc because it's fast to create and share and modify. Um, and there's there's two different templates here that are both supplied. So the two different templates are relative to what has happened before the offer is made.
4:32:53And in offer making the conditions under which the offer is made, like what happens before it is critical to how the offer is received, perceived, and then acted on. If your audience is familiar with you, if you if they're familiar with the problems you solve, and you've produced adequate content that talks to those pains and problems and the proof around them, you can use a very simple template, which is does what it says on the tin.
4:33:22It has a price. It has a plan and it has a promise ultimately contained in it.
4:33:27If your audience you feel is less familiar with you or this is a new offer for them, the extended template fleshes out the steps and unpacks the bonuses to enhance perceived value. So fundamentally when someone buys an offer they have to have a certain amount of information before they buy the offer. If they've gathered that information and the idea before they've seen the offer, we can use a simple template.
4:33:57If they've only got pieces of that or an incomplete piece of the outcome and the promise of the offer, then we can use an an extended template um to essentially flesh those components out and actually sell off the page. And you know, maybe a useful um analogy with this is, you know, it's the difference between running a 45 minute sales call and running someone through the full, you know, the full offer and and the objections and all the things they have versus, you know, a 15-minute check-in to see if they're a good fit, you know, and ultimately they're going to buy the offer.
4:34:33So, that's the the the simple and the extended version. So that is you know the the thousand foot view of the offers and the creation. Um if you want to use the offer printer um then you can click directly into that.
4:34:47If you want to use the templates and understand and unpack the components of that um then both of those templates are available there. Hey Steve.
4:35:02Hey James, good stuff mate. Um, just a question probably similar to what Jonathan asked but maybe different. Um, by the school community um I have had it at a client level which looks too high when people go searching for self-help.
4:35:24Um, and maybe this is a school question, but could you have all your tools, um, your clients and your highly tier clients all within the same system? That way you just Yeah, you can of course you can. >> Yeah.
4:35:48The the nuance is that there are people in what used to be the circle and now is society which I would bet they haven't watched a single training video on the portal. >> There are people more than a couple in there who've never turned up to a group call. Right.
4:36:10Um so yeah the in an accessbased model you are giving people access to all the products who are at the top of the tree whether they use them or not whether they see value in them is up to is up to them. Right? And when we have products, we can remove complexity by also timing the product, right?
4:36:43And I'm I'm won't talk about these things in the training, but I'll talk about them here. So, if someone joins the Sovereign Society, in the first I'm not going to say the time. In the first few weeks, I will give them messaging access to me for a period of time.
4:37:04I don't advertise it. I don't tell them before they've bought because I'm not selling off the back that it's one:1 or it's got a onetoone component of it.
4:37:15But, it's beneficial to both of us because they can get to offer validation. and they can get to those things much more quickly and they go faster and they're more likely to stay, right? So, because I have a product there which is onetoone messaging, I can drop that in to an offer even if it's not in the offer. Does that make sense?
4:37:40>> Yeah. >> And the same with Zoom calls. In the offer for the Sovereign Society, it doesn't say that you can get on Zoom, but there's a block on Tuesday and there's a very small block on Thursday where if I had a high volume of messages for someone or they were super stuck or they were getting, you know, they were going off course and that was causing a lot of messaging and a lot of time, I'd be like, let's jump on Zoom because I can probably solve something in 10 minutes on Zoom that might burn 60 minutes on WhatsApp, right?
4:38:16But again, those products and that block and that allocation of things already exist and so I can move them around, not even in in the course of making the offer to sell it, but in the course of the delivery because I got flexibility in there. If I've got a Tuesday and um between I've changed the call times, but between 10 and 12, there's a time there for calls that I get on Zoom for.
4:38:44So sometimes there's most of the time there's nothing but if there were 30 minutes in there that's just there because that's the time allocated for it. So that space can expand and contract because the product exists and you can lock off courses within the classroom in your school for those who are wanting to get something off the shelf.
4:39:08>> Yeah.
4:39:12But you know again it's the it's the it's the ease and the access to whereas someone who is at um you know a community level they have to work through the course and they have to work out where to go through the course they can go through it linearly but they'll have to work out themselves what to go back to right Karita will help them on a on a Monday but you know in terms of direct them but if you're got messaging access to me and I've got a training, I just go, "Here's the link." Right?
4:39:45You don't have to work out which of the 10 videos to watch. I'm like, "Just go and watch that and grab the template from it and then do this and then ping me back later." Right? People are paying for that time compression.
4:39:59They're paying for that. Like, do you have a template for this or what do you do that? Because they're paying for speed and ease.
4:40:07I would never get someone in the um Is this true? I would never get someone in the sovereign society to start from a blank page on anything because I give them a primer or a template and if necessary I'll get on the Zoom and like let's let's tackle the promise you got a new offer or this isn't working or whatever like that let's start from that because they're paying for me to give them energy from the past which I've already create I've already solved the problem I created it right but the model allows for those things because at my fingertips I've got so many options and solutions right again unpublished like there's a quasi done for you component in that which is like Alex go and install that funnel on Valentin's high level go install the daily client machine on that right again unpublished kind of bonus but time compression So when you have the product and offer piece, the products make sure that you're not customizing and just doing stupid busy work because you've got a solution for
4:41:36most everything. And the offers are dynamic because you have the most flexibility in how you solve problems for people and then you have the most flexibility in how you make them. So, in this is the paradox that um I think confuses a few people about looking at my business.
4:41:55They're like, "You make so many offers." Like, it must be it must be complex. It must be hard. And I'm like, "No, I just recombine products that I've already got and put them in another offer." I mean, I'm already working on Tuesday.
4:42:12I've already got time there. I've already got a video. I've already got time allocated for it.
4:42:17And then I just fit offers around that, right? So it makes it extremely dynamic and responsive to the market because I can spin up a new offer now. With the offer printer, I can spin up way too many offers right now.
4:42:28You know, I to the point where you confuse the messaging, confuse the market if you make too many. But that's the that's the nature of having a product and offer view because you just have a stack of stuff that you pull from and then you combine them and then you've got an offer. Make sense?
4:42:50>> Yeah, man. >> Cheers. >> Any more?
4:43:02>> James, >> hi. >> Hey, I'm happy to be here. So you started this call uh by saying uh this is not a business model but this is a model for creation and you used a bunch of uh you used an example of one of your uh clients who's uh who doesn't want to do a lot of the things that you usually put into uh your your model like uh who who wants to just have 10 clients who wants to >> uh yeah all of that.
4:43:33So it also seems that okay what we're doing here what you've what you've given us here is an operating system and a and a way of assembling something that works to our own style. Uh and um I I don't want to get to a spoiler but and and you're giving us a lot of formulas but how do we um how how do we begin to assemble them?
4:43:56Do we start with what we want in terms of um a result and then uh understand the products and then you know like what is the what is the skill in a >> in assembling this model for ourselves >> custom fitting it to our own needs. >> So what have you got >> what have I got? >> Mhm.
4:44:19>> Uh I I'm I'm starting with a blank slate. >> Cool. Uh so >> so what skill have you got?
4:44:27>> What skill have I got? Yeah. uh just listening just uh uh just uh allow allowing myself to sit and uh understand somebody, understand what they want and kind of shape them towards like figuring out what they they know they want but um are blocked in in in accessing. >> Okay.
4:44:56Why are they blocked from it? They might be a um afraid or they might have ideas in their head of like how things are supposed to be. >> Mhm.
4:45:07And what do they what if they're blocked from accessing this? Once they access it, what do they get on the other side of it? Uh they get they they unlock that creative energy like something that is >> and what do they use that for?
4:45:27>> To to to create whatever they want to create whatever >> what are the what do you what do you think they want? Because this is where you need to have a hypothesis, right? >> Because >> the utility by nature the utility of a skill is, you know, quite general.
4:45:45Like I can help people with what and then the with what, what are they going to do with the what? And the doing part is already there. You know, I unlock my energy so I can find a new partner.
4:46:03I unlock my energy so I can leave my job and start a new business. >> I unlock my energy so I can get back to the workforce after being pregnant. Right?
4:46:15So when we have a a clear a clearer view of where we can what sand and sandbox we can play in, we can start to remove options to find the core of the proposition. Right? And the core of the proposition will always come back to helping someone get what they want or helping sol someone solve a problem that's in the way of them getting what they want.
4:46:43And that the the the origin point of almost everything is who who are you? Who do you want to help? Because those things have a resonance in it.
4:46:57Because you might not give a [ __ ] about helping someone start a business, but through past experiences or familial experience or or environmental experience, you care deeply about helping someone unlock something so they can um get married, right? It's a relational um live a better life offer, whereas the other one's a make money offer.
4:47:22You know, they both involve listening. They both involve um unblocking things and and you know creating a better future, but they both diverge off very different paths and there's one of those paths that you can remove.
4:47:37So the other one is more obvious. And so if I point them to a channel them to a certain path and it's not necessarily a make money uh future. It may be okay you build a certain kind of business that is on your terms or or you organize a certain team that is on your terms that is that a make your life better offer in in a in a sense and how how do is it how do I >> anything anything business related should stick in the make money category.
4:48:06Anything that any transformation that happens from from a make money category is beneficial. Right? All the money I help people make, they decide how what they do with it.
4:48:22I don't. Some of them might want to move to Bali. Some of them might want to start a family and all those things.
4:48:29My job is to help them make money. And along the way, I might indicate or inspire them on ways that they can deploy that money to live their version of a better life. But it's still a make money offer.
4:48:43Does that make sense? >> Yes. Uh and I'm I'm sorry to haul other people's time, but what if my goal isn't to increase the qual the quantity of their money, but the quality of how they make their money.
4:48:57And so the making money is kind of like an added benefit as you said and it's more about that unlocking of the creative energy. What like they can make as much money as they want but that's not what I'm necessarily going to help them with. That is just an added benefit of what I'm what I'm helping them with.
4:49:17>> Yep. But I mean live a better life offers have um bigger market opportunity than make money offers because most people want to live a better life on one dimension whereas only some people want to or have the the inherent belief they want to make money. So live a live a better life offers with the byproduct of of having more energy, time, love, whatever currency it is to make more money are very very valid.
4:49:43I work with a number of coaches, you know, addiction coaches or even manifestation coaches, which don't necessarily um promise money, but one of the byproducts of them solving the primary problem is those people get more money. But it still comes back to the the primary problem.
4:50:02And some of those benefits are definitely a signal along the way. and and what part of prepackaging, you know, a category and an offer is largely deciding which outcomes that you want to deliver and which ones you care about. >> I don't care about people saving money. I don't even particularly care about people being, you know, hypervigilant and, you know, hyper legal because I don't have enough understanding of the different jurisdictions that people operate in.
4:50:39So, I just, you know, ignore those ignore those kind of pieces. But what I do know is I've got a version of sovereignty. I've got a model that that feeds it and I've got a life model that you know that can indicate to people what's possible if you if you run the if you run the business model alongside it.
4:50:57And so those those combined ingredients means that I just remove everything else and I focus on that. >> Thank you James. the just like you know we went through with Jay yesterday the answer is one or two layers deeper or one or two layers further than most people ever go right >> if you're going to unlock my creative energy can you tell me what I'm going to do with it >> because that is the thing that attracts people >> it's unlocking creative energy so you can and the so you can is your job to choose >> so you can clearly communicate it to them otherwise you'll never get to unlock anyone's creative energy because going out there and says I'll unlock your creative energy is a wish it's not an offer >> it's a desire it's not a promise >> so I'd cynically say for for a fact that most people like vision, right?
4:52:10>> They don't they people don't know what they don't know. And so a big part of offer making, a big part of branding, a big part of positioning is actually deciding and prepackaging outcomes that are desirable to people and going, "Do you want this? Do you want to unlock your creative energy so you find a partner in the next six months?" >> Yeah.
4:52:34Nah. >> Right. And one of the other things I say a lot is offers are binary.
4:52:41The best offers are binary. And what that means is the best offers are easy to say no to because you could go up to someone and say, do you want to unlock your creative energy and find a partner in the next six months and they're like, I'm married. No.
4:52:56Right. But that's that's useful and healthy because you don't have lots of may. Oh, this is nice.
4:53:05And unclear offers and unbinary offers have lots of people circulating around them going, "This sounds great." But what does it mean? And people don't ask those questions. People don't ask the question, "What I'm going to do with all the creative energy?" They look to you to say, "This is what you can do with it." And once you test the different things, you'll find some that you can do, but you don't care about.
4:53:36There's lots of things that I know about that I don't teach cuz I don't care to teach them. So, I don't talk about them because it's confusing and distracting. Thank you.
4:54:07Anyone still in that? >> Hey James clear on who they do and who they serve and why and what and the spe the specificity of it. Hey, James.
4:54:21I don't know if uh you can hear me over here. >> I can. >> Yeah.
4:54:26Uh greetings from Costa Rica over here. Uh hello. So, >> yeah.
4:54:30And uh yeah, you mentioned in a part of the of this call like you don't want to be like in the middle, right? You either want to be like the most expensive one or like the mo like the on the cheaper side, right? uh meaning like in terms of uh um I don't know if I got that right but I'm working my I'm in the fitness coaching industry right or business so that this sort of resemble me because I feel like in the middle right uh but to go towards the right um side of the scope in terms of you know I work like 12week programs I have my team and so on but in the current social media a thing.
4:55:12How would you differentiate yourself from others and make yourself like stand out a little bit given that with the time we're living nowadays, it's probably like everyone tells you like you got to dumb down the content. So, I feel like I'm I have like >> if you're selling to if you're selling to dumb people, you do.
4:55:34Yeah. >> Yeah. Exactly.
4:55:36Because my biggest asset is and everyone tells me that like my clients network you know is my my knowledge. I like reading. I like learning.
4:55:45I give people great results and so on. But I feel like my mind is always trapped on this um thing of you know you can't talk about what you know you can't you just got to uh hit the pain points and so on. How will you do that? cuz I found out about you probably like on Saturday night and I consumed like probably entire Instagram in like the first three hours and I was like wow this is different right this different sort of felt like it goes against the grain but I like it so uh how will you do that and be able to just like attract the right people >> who's the right person >> I'm sorry >> who's the right person >> uh well my idea client It's usually people over 30 looking to drop between 5 and 10 kilograms of fat in the next 90 days that want to simplify life uh without losing well without losing their family time and social life pretty much.
4:56:41>> So why do they want to do that? >> Uh because usually they have a pain in the middle for example um they don't feel comfortable with themselves themselves like in the mirror. Um, I have clients that tell me, "Andre, I got an injury on my left knee.
4:56:59I was trying to play with my 5-year-old and I got injured and I can't stand I can't take it anymore." Right? So, it's going to solve something for for them and give them back like um quality of life um probably confidence.
4:57:14And that's the part that I'm sort of trying to I've heard I've been eight months since I transitioned to this um system, right? I've been doing this for like the past six years, seven years, but finding like defining my ideal client avatar or or profile. It's it's it's hard when I'm trying to portray the message or the communication through my through my content, for example.
4:57:41But that's usually my my onetoone clients. That's what they do. And I have to develop plans for them on the road because they're traveling because they're uh you know going What are they doing?
4:57:53Why are they traveling? What are they doing? >> Uh they have maybe some of them have like construction companies or they're business owners pretty much all of them.
4:58:01Or they have like really high uh uh directive uh um job in a in a multinational company for example. what's important to them and how does how does fitness um their body image, health, well-being and those things intersect with um >> their the other things that they're actually spending their time on like traveling and working and those things, >> right?
4:58:24Yeah. They feel like they have put their um physique like in a second place and either if their parents for example, they want to be like a little bit why have they had to do that or why have they felt they had to do that? because of time.
4:58:39>> So when you said you're in the business of time compression, I wrote it down because, you know, helping people get things done like faster. Uh it's like they want a fast result without having to sort of juggle with everything on the in how do you give them things that they're not forced to juggle that just fit >> a structure that is actually sustainable. is not having them meeting like uh like a bodybuilder pretty much.
4:59:08So it's like, you know, 45 minutes three times a week of training uh either home or at the gym. >> And I I use an app for everything, right? So um I tell them, you know, you want to eat this, this, this, and this.
4:59:22And uh also, um I develop for them, you know what? It's like, Andre, I'm I'm traveling to Mexico. I'm going to be in Cancun for the next What do I do?
4:59:31staying at a resort and they're or they're staying at a built business hotel and they've got a buffet and they've >> Yeah. >> and have a gym or not have a gym that they don't know what's in it. >> That happens >> and they don't have and they don't have any support structure and they might be drinking alcohol at night or they might be having a late night or >> Yep.
4:59:50>> So, how do these people make decisions? >> Uh, in what sense? >> How do they make decisions?
4:59:59So, how do they buy stuff? just I'm a I'm a director of a construction company in Costa Rica. >> Yeah.
5:00:06>> How do I buy things in the normal day-to-day business in my business? >> Not even an I wouldn't say like it's not even a hunch. It's just like this is right for me.
5:00:19Uh this is going to save me time. This is going to give me a result. Here it is.
5:00:24And I say that because I hate sales call, but I've been developing the skill for the past like eight, nine months. And uh they are usually the my my right like my idea client is usually the pretty much takes the call just because he's already made up his mind. So like yeah that's what I want.
5:00:42Cool. >> So what has caused them to make up their mind? What has c what has caused them to finally get help?
5:00:50Cuz some of these people would have been overweight for a decade or more. >> Right? That's the part I'm trying to figure out still because if I find that out, I can probably portray a better message or communicate better through my stories and content.
5:01:05>> Yeah. >> So, most people don't buy because they can't buy it. >> Right.
5:01:14So when people think about product market fit, they spend a hell of a lot of time trying to make the product and the brand and everything look perfect and try and raise the credibility of the the you look how good I am. Look how smart I am. I am good.
5:01:34Look at this is my proof. Right. >> Yeah.
5:01:38The problem is on the receiving end because they can't buy it. They can't buy it for a few different reasons. There's no reason to buy it now.
5:01:48They can't digest the thing they're going to buy. You know, it's like trying to go and buy a 7 series BMW, but you've only got a parking for a motorbike at your house. It doesn't work, right?
5:02:02So your that metaphorical example is like they understand the need for exercise but they hate it for different reasons and they only have an hour a week to do it and you are you understand all the constraints because I asked you the questions and you and you you know what their constraints are. Right. >> Right.
5:02:23>> And then they're they can't buy it because of timing. So you communicate the things that will cause the timing to come into your hand. They had an injury that prevented them from going on a work trip.
5:02:37They had an injury that they couldn't go on site. They hurt themselves playing with the kids and that was both annoying and embarrassing. Right?
5:02:47So those stories are are present in your content. And you have done you have got everything in your messaging and your product and your mechanisms that demonstrates that you understand they have about an hour a week. They go to buffets.
5:03:07They might need want or even need to in some cultures and some industries drink alcohol once or twice a month or a week or whatever it may be. they have children and you have fit everything to their constraints, right? And then over the top of that is the way they buy, right? If you're selling to males in general, you're looking for something that they can emotionally buy but justify it later through logic, right?
5:03:46So the sciencebacked approach for South Central American executives to lose 5 kilos in five weeks um exercising an hour a day while traveling, having a family, and making a million dollars a year, right? Because that's their default.
5:04:06>> If you're selling to females, they tend to buy from consensus. And consensus is what are other females buying, right? So you'd frame that as um the community for female executives who support each other to lose five with a a structured diet 60 minutes like the same components are there but they're framed based on gender or some other individual component and there's your category.
5:04:37Right? So with um with fitness coaching, you need to dig right down into sub subcategory like you help um African-American dwarfs with one leg called Pedro lose 9 kilos in 9 days. I'm being facitious, but you get the point, right?
5:05:06You can go so absurd like almost absurdly niche you you can go do these people even exist right >> right >> and >> perfect >> in business coaching you have to go about halfway twothirds of the way down into categorization and subcategorization with fitness coaching you need to go all the way down I coach people called Bob It's much more fun when you just take the piss out of these things, but because it's it's so so deep in the categories that it's it almost feels silly.
5:05:45And when it feels silly and small in terms of there can't be that many people in this market, you've got it right. >> Nice. >> It's a good heruristic.
5:05:57>> Nice. Yeah, you got it 100%. So when you go when you go down to the category and you go down the subcategory you go deep and that's where you come in to fit your way of doing it.
5:06:11So you use the word knowledge before, right? >> So your content might be very demonstrative, very sciencebacked and and and and those kind of pieces. So that me that might be your frame and everything is very logical and you know the proven sciencebacked approach.
5:06:29Don't use the word proven. terrible copyrightiting. But the um the sciencebacked approach, the modern way of doing it, etc., etc. It's very clean.
5:06:38It's very logical. It's not cheerleading. It's not motivation.
5:06:42It's rar. It's like, listen, your life's a jigsaw. I've got these three pieces that fit into it perfectly.
5:06:49This is the this is the support I give you. I understand that your primary um your primary constraint is time, not money. So therefore, in exchange for me giving you something that fits your your busy schedule, I'm going to charge you a lot of money.
5:07:05People who have little time generally have more money. People who have lots of time generally have less money. In the broad paintbrush of capitalism, people with no time and no money are in big trouble.
5:07:24But that's a like, you know, that's a that's another category that um that that exists. But those two things are relative, right? You know, and and as I as I said before, people pay me a lot of money to not go searching through 10 videos just to be told that this is the one and this is the template and this is the by line because that searching through that portal could take them 15 minutes and then an hour of wasting their time.
5:07:56that hour could be worth thousands of dollars. So giving me a portion of that actually makes all the sense in the world to that person. They don't necessarily like calculate it like that.
5:08:11But people who understand the value of their time or have a have a have a concept of it in terms of time, money, the relationship status and all those things will pay large amounts of money to get time back. So while I am in the market of making money for people with people, I'm also in the in the marketplace for people with money to save time to make more money.
5:08:38So they can do have other things etc. and that seesaw goes on. Does that make sense? >> Absolutely.
5:08:48Way more than I than I thought. Thanks for that. Yeah, it's a it's all you know again repeating from yesterday it is distillation and removal right >> and unfortunately or fortunately for me because I just look at it everything from the opposite direction because it's done very well for me >> is that the automatic search that you go on is like what do I add what do I need to make or build or create all those things >> and the reality is just with a conversation together we can clear away because you've got you I ask you questions you give me the answers like you you know all the stuff right I didn't like give you anything and like oh it's over there and those people we just remove some stuff >> and if I can you know most everybody here is in the same situation that concept of just distillation removing the impurities and the variation is how far you need to go down and you know the another hero IC is the bigger the addressable market, the bigger the potential market and fitness is probably one of the biggest the world's the world's fat, right?
5:09:59So, especially the western world with money is fat. So, there's lots of opportunity there. There's literally a billion a billion customers there, you know, across the across the category, the the topline category.
5:10:12If the the market is wide, then you have to go really deep. If the market is really narrow, you don't have to go very deep. >> Got it.
5:10:25Got it. Super clear. >> Cool.
5:10:28>> Yeah. Thanks. Yeah.
5:10:33>> How many fitness coaches here? Because I could see on the gallery a few people were nodding their heads. fitness is um fitness or um the live a better life categories you know that they fit in personal coaching, personal development and all those things uh are are very much depth markets.
5:11:03you go all the way down into a very very deep um in the in terms of the niching concept, you niche all the way down to the tiniest point and there's your category, right? And then the position comes from that because that that that position is essentially a specialist position. Um Ashley who was uh in the syndicate you know she was at 1,200500 a month for like one-on-one fitness coaching just from you know categorization into you know executives and um in tech companies right because that she's a professional semi-professional athlete so that transfers across in terms of credibility her addressable market and her like her audience is built on like Twitter where she's got an accessibility to those people.
5:12:04She's a very kind of scientific and like logical thinker, which these people are. And so therefore, she can sell high ticket fitness coaching. Whereas there are other people trying to sell into that market that were, you know, unsuccessfully charging onetenth of what she wanted to charge, but the position enabled her to do that, right?
5:12:25And so understanding all those components of of what they price the most enables her to charge 10 times more than the the quote unquote competition because she has a deeper understanding of the requirement of the customer and how she matches her world with that because those two things interact with each other. Just like I said to to to just then in terms of that, you know, if they biologically and you're deep into the science and those things and they're by scientifically um you know I I one of my positioning things is I don't do anything really short and snappy and clickbaity and those things.
5:13:09I write clickbay uh email subject lines and um you know ads, but my content is like I say what I need to say. So I don't I do that to repel people who are like I need to make money tomorrow.
5:13:31I don't have time for all this like talking stuff like give me the answer. Give me give me give me give me right. So I naturally am pretty deep on topics and subjects and I very curious and I have a lot of insight to share.
5:13:46So I talk as much as I need to talk. I write for as long as they need to write and that has a forcing function of people are forced to consume and go down and go oh there's actually much more depth to this than I thought. It's not just a another I'll get you, you know, five to 10 high ticket clients and blah blah blah.
5:14:09Actually, oh, there's some nuance here. I like nuance. This is interesting.
5:14:15I like learning things. I like acquiring the skills, but I also like making money and not working that much. Right?
5:14:24So part of the the model that the the thing that is that I try and show in the presentation of things and and what I'm doing both publicly and in private here is that I don't take shortcuts into easy tactics and little and like massive giant promises and those things. Mind you, a lot of people think um I'm out of touch on that because a lot of people think that like building a million-dollar business is like really hard and it's gatekeep and all those things, but I don't share it.
5:15:00It's just skills and structure and then commitment. Any more for anymore? Can't call the offer printer a bot.
5:15:18It's like a real living human being back there like typing real fast. Everything's faked, right? We've just got this massive like building in the Philippines with people. [ __ ] I can't keep up.
5:15:32They're typing all the offers into I'm I'm joking. Of course, there was some AI company that did that. They were like, yeah, here's our AI tool that does this.
5:15:42And it was actually people in the background like typing as fast as they could. Oh, the internet. >> I have a question, James.
5:15:51Well, two. >> All right. >> Um, you mentioned that a big problem that a lot of people have is they offer too much, which I know I do.
5:16:02So when people join my program, they get the coaching calls with me like weekly, lifetime access to my private coaching group and five of my courses. So what they're getting a lot of information and a lot of access to me >> but you mentioned like >> you mentioned that now like with somebody else you told them then to give each of those people a onetoone call and then say okay you're not going to get this amount of calls with me anymore but I've got like maybe 15 people it would be a lot of work to like put them on that kind of drawing back of my energy but then moving moving forwards, maybe I could change the offer and just keep them on what they've already been added into.
5:16:48>> Yeah. Yeah. It's twofold.
5:16:51And then my other and then my other question is like I teach for the most part the core of what I share is transforming limiting beliefs like subconscious beliefs, trauma work but I to make sales I had to tie it into money for the most part >> like shadow work or transforming limiting beliefs for wealth creation and it's kind of led me into solving too many problems and that's why they get a lot of says to me because I'm getting so many people with different issues and I feel like I'm I'm losing my way because I'm not solving one specific problem.
5:17:30I'm very broad and I'm giving too much. Maybe I should change my offer completely or keep what I'm doing now and scale it back on what I offer. Um I don't know if you have any advice.
5:17:42>> Yeah, the the first the first one is um is twofold. the new offer has only to the new people only has the customization pieces of the access pieces that's required to get them a result. That could be one, two or three onetoone calls over a time period initially. Um, >> I would if access is involved on any kind of frequent basis, I would almost never do a lifetime offer unless there's extreme amounts of scale inside it.
5:18:18So, anything to do >> with weekly access or ex or messaging access or anything that had a high a higher frequency shouldn't have a lifetime offer around it. It's just I would I I would say that offers that have maybe a monthly call or a monthly they're okay to do lifetime offers because you tend to see people the majority of people have kind of tuned out after about two years >> right so >> well I have the lifime access at the moment >> renegotiating >> and to renegotiate a a previous client offer that you've made >> you need to introduce something that is that is >> better or beneficial is the way to look at it >> right >> so you have to bribe them basically >> you can't take it away you have to replace it with something that you can state is better >> right so I just had a client remove his weekly calls and replace it for 12 people with onetoone quarterly calls that are just 20 minutes long >> right >> and if you add up the total >> the total time spent on both of those things, then he's essentially cut about 70% of his delivery.
5:19:34>> So, right, >> he hasn't cut it by 100% because that's very difficult just to remove something and go, "Yeah, it's just as good and I've taken it away." It's replaced with something else, >> right? >> Yeah. So you could replace it with >> one collective call that you do together every month and then kick the one-on-one calls to every, you know, six weeks or something like that.
5:19:59>> If you >> and then for the people that have already offered lifestyle >> scientifically add up the total hours and then say, well, how do I reduce the total hours with clients by 50%. While still maintaining some level of delivery, >> right? And then people that have already offered lifetime access to um is there any way out of that now?
5:20:22No. >> No. Um they'll I've been doing it for long enough to know that they'll choose the way out, which is them just tuning out.
5:20:34>> Yeah. >> They don't actually have >> because people don't need your support forever. >> Yeah.
5:20:39They don't actually have an incentive to keep coming back. Yeah. Yeah.
5:20:43I've noticed that like once they've got some results, they don't tend to show up to the lives anyway. And then yeah, my other question is for the inner work like transforming subconscious beliefs. Um making people excited about doing work on their trauma is very difficult, but it is the core of what I do.
5:21:03And if I was to change my offer and transform my offer, that's always going to be the core of it. Other than like an incentive of this can make you more money or you can transform your relationships. Is there like another way to bridge the gap between making people actually want to do shadow work but not being so specific about, you know, those tangible results that they get.
5:21:26There's no way to bridge that gap because there is no It's like asking someone to run in a straight line and they say, "When can I stop?" And you're like, "I don't know." >> Yeah. >> Just run. >> Can I do >> right?
5:21:44Just solve your trauma. >> Why? >> Like, >> yeah.
5:21:48>> Why? When? Like what for?
5:21:52>> Right. So, it's human humans are incentive driven. and outcomes even if they're even if they're in future and intangible and hard to identify are partial incentives, right?
5:22:04And so >> one of the things I say again repeatedly is that you can't sell recurring offers if you don't have recurring problems in your marketplace. If someone if you have solved you don't necessarily solve trauma. If you have if you have healed enough trauma with someone to get them to a the first milestone like one small outcome.
5:22:34>> Yeah. like going outside, you know, >> for some people that is a big deal. You know, for a subset of the population, they're >> can't go outside because for reasons, right? But there's, you know, st you might have a 12week program that encompasses that.
5:22:54I will work with you to heal your trauma so you can go outside for the first time. So you can talk to a woman for the first time. So you can go to a job interview for the first time in in however long, right?
5:23:07Choose a milestone. >> Okay. >> Though that doesn't >> translate to a recurring product where you're like, I'm just going to heal your trauma over and over again because that's problematic on a few different levels, but it's not it's not reasonable, right?
5:23:27So then what people can do is that they can have ongoing support for those people once they're past that first milestone. >> Okay? >> And so you can have a a a program and you could look at it as rather than a 52- week program, you could look at it as a 12week and a 40we.
5:23:49Right? So you you map out a year for someone and say in the first 12 weeks we're going to do this and in 12 weeks we're going to get to this milestone. You're going to go for a job interview for the first time and you know sit in front of someone and you know whatever whatever that that that causes them to lift up and you know pull themselves up by the bootstraps.
5:24:12After that I'm going to support you at this. So front-loading problems and solving them in a short period of time also allows you to frontload pricing. Right?
5:24:22So what you might find is that is I I'll just pick numbers out of the year. The the 12 weeks is five grand, but so is the 40 weeks, right?
5:24:30So the to solve the primary problem and have a milestone over a short period of time that's more valuable so you can charge more money. just scale the numbers to based on your one for long-term ongoing support. It has a much lower level of access. It has a lower touch piece.
5:24:49It's more support orientated. So on a day-to-day, week to week, month-to-month basis, it's not as um they're not as integrated into it as as they were in the first 12 weeks where they were doing some work.
5:25:04So it's just a more of a hands-off kind of support and structure, right? So, you've still got maybe a $10,000 annualized value of a client or pick your number, but then it's it's frontloaded and it's and it's it's relevant and relative to the journey that the client goes on.
5:25:24A lot of people try and sell recurring products into markets where the problems don't recur. I've healed your trauma, >> right? >> So, don't come back.
5:25:34Otherwise, I didn't do my job. It's like, "No, that sounds awful." All right. >> Great.
5:25:40Okay, that's helpful. Thank you. And I I have noticed that you speak about weekly payments.
5:25:46So, a lot of your revenue comes in, people sign up to pay you a certain amount of money, but they pay you weekly. >> Mhm. >> Oh, okay.
5:25:55>> Yeah. So, um there there's some trainings in the syndicate that go deep into price engineering and how to do that and how to and how we do them. But, um the top line the topline thing with price engineering is that uh the lowest now number which is the number that the dollar number that we ask for today has the highest conversion.
5:26:24Right? And so $1,000 a month is harder to buy than $250 a week just due to the psychology of how people see pricing and money and future pacing it. >> Yeah.
5:26:40Unfortunately, the um as I discovered a couple of days ago, the the apps on the app store have also learned this with children >> because my son signed up for a three-day trial of a game app >> and then it defaults to 160k $10 a week. >> And he goes, I thought it was a month cuz I said to see the number and I'm like, oh [ __ ] I've been I've known this for years and now they're doing it in apps, right?
5:27:10But essentially the psychology for people is that. And the secondary psychology is that >> if you had a um this is a relevant example because I helped someone price something this morning. If you have a $200 a week 12 month program, it's really easy to get started because that you're just asking them for $200.
5:27:27They can start now, you know. So it essentially in most in most scenarios it triples front-end conversion over say $800 a month that you know the relative charge and >> you can still save them money by offering them an $8,000 pay in full. Hey some people want to some people >> um want to go week to week >> and you know go for the whole year which is fine. there is an opportunity to save $2,400 and you pay $8,000 today and the saving number is quite big, right?
5:28:05And so from a cash flow perspective with my clients, I help them engineer those to prioritize the thing that they need now. If they need front-end cash flow and they need now money and they have high churn kind of product, we might discount the pay in full up to 50%.
5:28:26So you might have a $100 a week $5200 um annualized offer and we'll let you put we'll let you buy it for 2500. Right? So you get you give them essentially a 50% discount from there.
5:28:39If you want to engineer that even further, there's a third layer where you actually split the pay in full and not make it a pay in full as $1,250 today and $1,250 in 30 days. You still get 2500, but it's over 30 days rather than day one. >> Yeah.
5:28:56When you have ideas of the market and you have these pricing levels, these enable us to sell in most cases more than people can sell on phone calls and having these high big infrastructure kind of sales processes because we deploy pricing to to do those things depending on the goals. There's a whole training on it inside the syndicate.
5:29:19>> Okay. Well, thank you. It was helpful.
5:29:21>> That's the top one. I'm doing like payment plans on a monthly basis, but I never really thought about doing it weekly. And of course with weekly the numbers do sound, you know, more appetizing for people.
5:29:34>> Yeah. >> Approachable. >> Yeah.
5:29:36>> The only only caveat I'll say to it is that all of those things are designed to improve conversions because most people have a conversion problem. If you're listening and you don't have a conversion problem and you apply those things, you can sign up a lot of clients who might not be an ideal fit because you've just made it really easy to get started.
5:29:59So, there is a about two or 3% of of cases who people don't have a demand problem and they don't have a conversion problem who apply price engineering and they're like, "Oh my god, I'm making so many sales and oh my god, my client quality has dropped." Right? Only caveat to everybody listening that um having a high converting offer has other effects on your environment and you know never forget that we are human serving businesses and we have communities and those things.
5:30:28So we do need to be mindful of who we let in if we make it really easy to buy stuff. >> Yeah, for sure. I think it's a whole another conversation of the people that actually show up to what you're serving and that goes in with the pricing as well.
5:30:43Yeah, that the the stance you know that I gave yesterday on leadership is is the one um in my world I ensure that what you see is what you get, right? And so if I I I work pretty hard not to represent the inner world with the client world and the private calls and those things to not misrepresent that in public. So, you know, I'm not saying the content is the same, but the tone and the delivery is all very similar.
5:31:16>> Okay. Thank you. >> You're welcome.
5:31:21So, we just cracked over three hours again. >> Yeah, it took Alex like an hour to download the recording yesterday. So, okay, folks.
5:31:32Uh, thank you very much. The just to uh reiterate because we had a few emails about it because I probably wasn't clear about it. The access to recordings and solos will be on Friday morning my time.
5:31:44Uh so that's like Thursday night for a ton of you uh northern and western hemisphere people. Um and then you'll get access to all the docs you've seen the recordings um and also the the platform as well. But thank you again and I'll see some all a few of you tomorrow.
5:32:10So, efficient market dynamics, it sounds obvious, but client serving businesses are set up to serve clients. Yet, the reality is that the majority of every single marketplace uh they won't become clients. So most people that you interact with won't become a client.
5:32:33And over a long enough period of time, clients come out of an audience and sufficient numbers. You know, you if you have consistent messaging, you build a a an audience consistently around, you know, a few core ideas, then you will get clients.
5:32:54And in the percentages obviously vary between um the different industries and different categories and different verticals and different niches um and then the the percentages vary based on audience size as well. So if we agree that you know it can take a a long time to shake every single client out of your audience and build one in the first place.
5:33:22Then time is a very important factor and efficiency is finding ways to shorten time periods. You know, in in the purest sense and in a solo business, in every business, very long sales cycles just suck and they're very hard to scale.
5:33:39If you have a very long sales cycle, you have a lot of people in it concurrently and it is difficult and challenging to identify, you know, where the opportunities lie and where the focus should be. So therefore, we must have efficient ways to identify who is most likely to become a client as early as possible. And set another way with these with this approach that I'm going to show you and with the the the philosophy underlying it, the reason that a lot of people buy from me and my audience and I convert a lot of clients is not because of the conversations that I necessarily have or the offers I make.
5:34:20It's the conversations that I don't have and the offers I don't need to make. Right? And that is efficiency.
5:34:27We can afford not to spend time with large portions of our audience and our prospects because we will we can wait for them to take a particular action and I'll show you what they are or we can just let it run its natural cycle. And having a you know having an understanding of dynamics of market dynamics is also enables us to generate cash flow from those who will never become clients in very very efficient ways.
5:34:56And all of this is, you know, rooted in, you know, general power dynamics and general um, you know, if you want to say, uh, asymmetry. the the most common um you know asymmetry formula is the 8020 formula that you know that that uh 80% of the apples that are grown in the orchard are grown by 20% of trees you know and we see power laws everywhere and some of them are you know kind of obvious um and some of them are very much less obvious and in you know client serving businesses power laws aren't that obvious because in the digital world we feed in numbers at the top and kind of just treat every single one and zero as the as the same thing.
5:35:41And the reality is that there are different pockets of different people who buy different ways at different amounts in your audience. You know, and these these are the buckets. There's there's approximately 1% of your people in your audience who will um be open to sign up to and commit to and invest in transformation. you know, long-term commitment to, you know, a big vision and buying proximity, you know, and those people.
5:36:09There's no real upper bounds on what people will invest in those numbers, but it's it's much it's further north of your highest price product or coaching or experience today. Trust me that every time I've um come into contact or or spoken, you know, in depth with the 1% of my audience, I've had to invent and come up with something that was twice as expensive and twice as involved as the last thing I was selling at that time because those people want transformation.
5:36:38And a lot of them want to go further and they want to go faster. And so those people are, you know, only a small subsection of the audience, but in many cases they can make up a a very very large proportion of your revenue and your profit and their lifetime value is very high.
5:36:54There is there is a a small group of people who are, you know, the core people. They they will buy programs and they will stay along and they will go along their journey with you. But again, you know, they are kind of sub 5% in most marketplaces.
5:37:08And you know most programs and most kind of mid-level client programs that like cater to these people you'll see quite often that um someone has a list of people that they have converted you know 3 to 5% of those people into clients through regular nurturing and communication which is a very you know common um you know a very common number.
5:37:26Then there's the people who will spend you know up to that point they tend to be slightly more informational rather than insight. They might buy the odd, you know, mid or higher ticket piece, but they will buy, you know, a lot of low ticket offers. They might come to um events or experiences, but they won't often will kind of stop short of investing in monthly or weekly or annually recurring kind of programs.
5:37:50Um they will buy bits and pieces off you and they might add to up to a, you know, a healthy lifetime value. Um, but they won't uh they will very rarely commit to a program or a long-term recurring piece. They will often commit to it and then come back and go back to the informationational you arena.
5:38:09I have um a few dozen people who have just through um lower ticket offers and and and mid-tier offers, you know, who spent approximately $6,000 with me and but they added it up through $100, you know, and a maximum of kind of $2,000 purchases. Um, and when I've inquired whether they want to be in a in a program or whether they want coaching, the answers the answer is generally no or sometimes a bit more woolly.
5:38:36Um, maybe one day kind of thing. And these people are very comfortable in in those kind of realms.
5:38:41And you can you can cater for those people very healthfully without needing to or forcing them to necessarily move into a container um that that that doesn't um doesn't fit their their buying type or their or overall their ultimate goals. And then there's the rest of the market. The rest of the market will either give you absolutely nothing in monetary value or they'll give you very very small amounts.
5:39:03You know, um I'm up into the thousands of people who have given me $9 and nothing more than that. I'm up into the tens of thousands, probably approaching the hundreds of thousands of people in my career who have given me absolutely nothing apart from an email address, right?
5:39:18And so they are the majority of the market. And when we understand um you know natural power laws, we can much more effectively design offers to cater for those people. But we can much more effectively design efficient marketing campaigns and efficient um offers to monetize those campaigns that take um advantage of reality, which is that there's going to be a tiny tiny number of people who buy a lot from you and spend a lot of money with you.
5:39:44And there'll be a gigantic number of people who will spend like a vanishingly small number um to a little bit. And and when we understand that, embrace that, we can set up a product suite and we can set up marketing that ultimately um you know, is is is pegged in reality.
5:40:00And this is the the opposite again, you know, like a lot of the things I teach of the traditional lead generation, you know, um formula, if you like. Traditional lead genen and acquisition is a game of large numbers and many people have tried and failed at it because it doesn't scale at small numbers so that they they tend to give up along the way.
5:40:23And so traditional lead generation is, you know, feed a thousand people at the top, nurture them, which is a fictitious action while each one slowly drops off, right? they either stop paying attention and they block or unsubscribe from you um or they eventually become a client through some salesmanship, you know, from varying degrees of force.
5:40:43Very few of those thousand people are just going to rock up and and you know, drop into your inbox and saying, "Here's $25,000. They are there, but there's some steps to take, you know, on the on the way to get there." And so, traditional lead generation, you know, a thousand people in the top, they go through a certain number of steps, and you might get 30 clients out the other end.
5:41:04And that's if you're good and lucky. And honestly, it's it's it it happens if you're consistent over a long enough period of time. Building an audience and putting messages in front of them, people will buy stuff in what um in what volumes and and how much those volumes mean to you financially and practically um is is is kind of the thing that we have to put the finger in the air on.
5:41:24So bringing some predictability to lead generation and customer acquisition and bringing some you know scope and predictability to to to where the focus the energy is absolutely critical for a solo business. And there are there are a ton of issues with traditional lead generation. Um and it and for a long time it's been taught and it's and it's worked.
5:41:47Um but with rising ad costs and you know natural market maturation generating when the cost of a lead is low enough all these things work. There is no um system in the world that is able to waste 90% of 97% of the product and then be a sustainable system. And lead generation does that.
5:42:05It basically says if you get a thousand people I'm going to discard you know 97% of the waste product. And no systems on earth have have scaled over a long period of time where 97% of what they produce is just waste.
5:42:17And so this approach also only caters to one buying path and one buying type. And what that does is people often search for the best funnel, you know. And if I pulled um anyone who's been doing this for a little while and asked how many funnels have you have you deployed and how many funnels have you tried and how many funnels and how many strategies you do, it would be numerous.
5:42:38And the search for the perfect funnel kind of goes on because the conditions that you were doing it under were essentially, you know, the deck was stacked against you. And the old way is just feed them in at the top, send a lot of communication, which people call nurturing, which is a fictitious thing. People don't people aren't nurtured to to make to to make a sale. they see that their current situation has now become, you know, too stressful or too hard to bear or they can no longer tolerate it and then they buy something.
5:43:12And we can manufacture those moments if we understand that that's the buying cycle and that we don't just need to send them emails, you know, three times a week forever and they just hope they buy one day. And so dual mode client generation um essentially approaches the reality of the marketplace and it it cuts to another truth is what we really want as clients.
5:43:36We don't want big buckets of leads. We do all of this. We build all of these things.
5:43:42We create all these things. We push these buttons and we spend the money um with Zach and all the others because we want clients.
5:43:50We don't want big buckets of leads. It's handy and useful over time to build up an audience. Um, but if that audience isn't going to buy, you've got nothing to sell them, then um, I think that's more of an entertainment business than an actual, you know, a service business.
5:44:07And dual mode means that we essentially can generate leads and customers both at the same time. And we can take them down a path and that diagram is incorrect. It should say lead to client and customer to client. um we can take them down a path to actually buy based on their terms and the setting it up in a dual mode fashion.
5:44:28We can use those who won't immediately or ever buy to become clients to fund our marketing to get clients. People who are never going to become my clients every day are giving me money so I can go and find the people who are going to become clients. people who buy my low ticket offers are funding my search for the people that I really really want proximity to and and I'm very useful to them in in the life and that might sound you know kind of slightly cynical um but the reality is that um the funding sources of you know us acquiring clients can often be people who are never going to become clients and with the dual mode we can also monetize IP we've already built I've covered in the previous modules how we you know we we bundle our products up to to get clients And when we go to the market, we can unbundle our products to actually get customers and generate leads.
5:45:20And during this, we can shorten the sales cycle and only engage with the highest quality and those who are at the highest readiness. And with dual mode, we generate leads and customers at the same time using the exactly the same ideas. So, it's the most efficient way to do it.
5:45:35And it's also the most efficient way to produce it because all of the things that you're going to put in these funnels actually already exist in the service of clients. And we make information about our system freely available to consume.
5:45:51Then we funnel the attention into action. And the other mode is that the fastest way to understand intent and desire is to initiate a transaction. And initiating a transaction is just literally getting someone to give you money.
5:46:04If you if you think about um the act of buying something on the internet, the act is the same. Uh you pull out a credit card, you enter those credit card details there, you enter a couple more numbers, and you've made a purchase. Whether that is $1 or $100 is less relevant that that person is making a commitment because they're taking a they're going through a process of doing something and acquire something.
5:46:25If we um if we're very curious about why they've done that, then we can we can lean into that action and and actually, you know, serve them exactly where they need to be. If they buy a low ticket product, we can be exactly where we we can be exactly there to say, why did you buy this and what are you trying to do? And as we go along, you know, the the the the we shouldn't um neglect how significant the act of giving, you know, a stranger giving you money is, right?
5:46:56For a stranger to click on something on the internet that they'd only seen a couple of seconds ago and enter a credit card number and and click some buttons is quite a significant act that's often, you know, played down. And so when we generate a customer um we are generating something with with someone who has high intent and they're signaling a level of attention on that intent and they're signaling a level of trust um that that wasn't present you know only 5 minutes ago.
5:47:23And that's all to say that you know selling anything to anyone on the internet and you know especially a stranger is a significant act and we shouldn't diminish it even if the the number is is much smaller than we than we eventually can can take them to. And in in the process of buying and you know we covered this um in the previous modules and in the Q&A we need people to consume our ideas and we also need to con people to consume our ideas from us because they need to both buy into our ideas and they need to buy into us being the person to help them with those ideas before they buy anything.
5:48:01Right? And so we need people to buy into ideas to buy working and to buy into working with us at every level.
5:48:07And the key word in this is consume. And consume doesn't come up in a lot of sales and marketing because it's not prioritized. Right?
5:48:15So a lot of sales and marketing is trying to condense um the process. And actually if you allow consumption to take its natural course, the process runs its own course. And so one path a buyer can take is consuming information and they derive insight on how it could work for them and then taking the next step and by putting that into insight into action.
5:48:36The other is purchasing information consuming it then taking the next step presented in the chain of consumption and action. And what this means at a at a practical level is free information has a distribution advantage. We can put a lot of free information out there and it will go really far, but the consumption of it will be lower purely because it's got a larger reach.
5:48:59So, it's more competitive and there's less intent by the person consuming it. Right? Paid information has an attention advantage, but it doesn't have a distribution advantage because only a few people are going to spend the money to actually pay and and consume it.
5:49:15If you look at the stats between say a 60inute uh VSSL or a webinar and a 60-minute training that someone's paid $9 for, people are dropping off of that 60-minute VSSL or webinar within six or seven minutes. If you want if you if you sell them a training, people aren't dropping off much at all if they start it, right?
5:49:35And so the consumption of a paid product, you know, is 10 to 20 times higher than the consumption of a free product because the intent is there. And so we use both as a force multiplier. So within the within the daily client machine, you know, we take them through our content into um installing some vision and selling them some ideas.
5:49:54We we can we can take an application to filter to the right people and then we can present our hybrid offer. In the 2.0 um path, we're taking a low ticket offer that that you know effectively um packages a lot of the same things and the same ideas.
5:50:10We're giving them an upsell. We're giving them an offer. And you know we're ascending them through the consumption of offers.
5:50:18We take the same idea and we create two funnels, right? But those run in conjunction with each other and both funnels lead to an offer. The one point um oh you know the client funnel uses a as an insight path and the customer funnel uses an info path.
5:50:34So these are campaigns and campaigns um are distinct from content and in the course of a lot of marketing people try and get campaign for performance out of content and that ruins their expectations and they try to get content performance out of campaigns which they they're trying to get consumption. Set another way, a lot people want to publish a post on Instagram and and have um everybody like it and everybody follow them and everybody comment on it and then everybody buy from it and everybody love it and everybody do all everything at once.
5:51:06Content is to build brand. Campaigns are to create clients. And I want to be super clear about the distinctions between those because the more you embrace those distinctions, the more focused your activity is, the more focused your actions are. and also the the more fun you have with creating the content because it's about sharing ideas rather than getting clients.
5:51:26And when you embrace those two distinctions, it makes campaign building and deployment much easier because it's measured. And it makes content uh deployment and creation much more fun because then you just get to communicate.
5:51:38And so these these two things working together in harmony um give us multiple paths to bring people in and are a force multiplier and um over and above what a single campaign 1 plus one in the course of a dual mode funnel doesn't equal two. It equals nine. And so when we run both together they work in harmony and and the way the algorithms work mean they intertwine with each other and it and it um it makes the reach go further and it makes the actions much more definitive.
5:52:09Step one is the DCM 1.0 and this is a client campaign, right? So we are uh putting people into this to install a vision, selling some ideas, uh qualifying them, understanding what where they are relative to where we need people to be to become clients. We're presenting them an offer and then we're um you know we're presenting the offer to them and then they're deciding on which level of that offer they're going to take which they do with the hybrid right and as with most things they're rather than tell you how it works and give you all the components to work it out yourself demonstrating what one looks like and how it's built is much more useful.
5:52:49So the client campaign provides insight on your vision, you know, the system, the steps, the results generated. Set another way, the um the identity part of the world and the mechanisms that you use. And what client campaigns do is they they're they talk to those people who are right at the at the at the tipping point of I've got to change something or I need to do something or they talk to people who are much more open to change in their effectiveness.
5:53:17But at the same time they often talk to the curious and the interested who might be open to change in the future. And um they directly appeal to someone with the desire to fix their primary problem or achieve their ultimate desire or transformation. And while this campaign can be used to sell almost any offer and it has a lot of utility and so it's very useful to you to install you know at least once and some people do it twice.
5:53:45Um the highest ROI is using it to sell your hybrid client offer which is um again set another way getting high ticket clients and the campaign is evergreen and it's it's used designed to use ads to drive traffic to. We use deadlines as urgency and client caps as scarcity.
5:54:04Right? So this is not a nurture campaign. It is once someone is in the campaign and they've gone through the funnel and they've made an application um they are going through a sales process with the offer.
5:54:15Um the the things you need uh and I don't want to say only things you need um but the things you need because the message on top of these things is the most important thing is that you need a converting offer that's been bought by at least three people. So the offer has been validated and you need a clear idea of the criteria you need for clients because you're going to actively filter them as they go through.
5:54:40You will um only be presenting the offer to people who um meet a certain criteria. So there's only four components of that campaign and um there's the you know the page where we install the vision. The vision installers um you can see this as your primary sales page for clients. you might um want to use it as your homepage.
5:55:00You might want to use it on your as your domain because it you know it sells the big vision. It sells the ideas and the components in it um in the most effective way when you follow the structure. Uh inside that there's the vision video.
5:55:14So that gives context and it and it and it deres a call to action. And so the the vision install page is there as you know invitation for someone to watch.
5:55:22We use a headline to drive them in there to get the context and the video essentially um you know converts them if you like to take the next step. The application filters and makes offers to prospects who fit the criteria. The follow-up campaign which generates conversations and clients via automation.
5:55:40So what um what DCM 1.0 this module is the is the big picture overview the installation so you can get the first version up. There is, as with most marketing and campaigns, because there's a lot of moving parts that happen in different places, there's a lot of nuance in executing these. And so there's layers below this um that once you get your first version live and get out into the market that are useful to know.
5:56:06So I've covered everything here that you need to deploy one and actually put one out there and create one um and giving you the materials to do so. Um but as with most things when it's in the arena there's some other things that um that that come up that need to do. So back to the you know back to the big picture installing vision you are in the business of installing vision and um when you successfully demonstrate your vision for someone and sell your ideas to get them there then well there's a window right there's a window that's open to invite them to do it with you you know and the When someone is sold on the idea and you being the the the guide of that idea or the deliverer of that idea of the installer of that idea, selling them on your offer becomes simple.
5:57:03Right? So this the the the vision installers blending you installing the vision while demonstrating that you're the person to do it. Right?
5:57:12And this is a complete homepage for your system. It has all the components needed to sell the vision and it has the components of proof that you can deliver your promise solution and an overview of the phases you take them through.
5:57:27So, um, as I've as we've gone along, obviously we've worked backwards from the offer, you know, we've worked backwards from, you know, the vision and the category you operate in that you're installing to the offer. And this is the sales process and the marketing process, you know, allin-one. And so, it's clearly framed as working with you as the next choice after consuming the page contents.
5:57:53So each component has the application embedded beneath it and the first component is the vision video. So this section is all about the headline and the headline drives about 80% of what happens on the page when someone arrives there in the first 3 seconds.
5:58:08If the headline is relevant to them or enticing enough for them to take the next action, then that is an effective headline. if it's vague or non-specific or not relevant. Um, you know, and a lot of headlines, a lot of these pages are going to just get to people who don't care about getting the results, so they're going to bounce from it.
5:58:28Um, then the page will not work and because they won't get to consuming the next thing. And we are clear in our headlines. Um, clear headlines trump cute ones every time like most copywriting.
5:58:42So, we call out who it's for, the outcome, and whatever currency you're, you know, you're selling in terms of the idea, and whatever you help people with. So, you know, a a demonstration headline, how to build a solo biz that generates $46,423 per week in profit, right?
5:59:00It's specific but broad. It's specific in what it gets. It's not specific in in actually who it's for.
5:59:07If you were to do the same thing um you know for coaches um for example you would put the word coach in there. If you consultants etc etc um if it was for you know personal fu personal trainers whatever you have that called out if that's the category you work in and the subcategory you work in.
5:59:26Um the next piece is the the case study. So the case study replicates much of the components in the in the video sales letter. And so demon it's it's a demonstration of a transformation and proof of how it applies to a client and we are um in this as specific as possible you know within the realm and within the bounds that the client or the subject allows us to do.
5:59:50So I've got six of these that are very specific in terms of mapping someone's journey from um zero to a million dollars. um from unwinding a business to a million dollars from completely changing a model that didn't make them more money but did it in a different way and I could use any of those that you know subject to my ideal avatar to actually tell um someone in the story.
6:00:19So we do this both in a um in video form you know we walk through the transformation and um and say the mechanisms used and we also do it in text form. We tell the story of um what they did and then we in insert those kind of pieces you know you can see there what JK was doing before you know what the he installed an identity and you know followed the training and did the things and executed them and got the result.
6:00:46So this is both a a reinforcement of the of the mechanisms and identities and those pieces, but it's also proof that uh maybe you know what you're talking about um and maybe the things that you do actually get results. We start to foreshadow um you know the offer andformationally um as I've said before we need people sold on certain ideas and we need we need people moving in in a future pace to actually embrace and invest in the future.
6:01:14So on this page we break down the phases in the system and show the specific mechanisms that drive those desirable results right so you know here I'm talking about installing the model that's what we do there's a hybrid client offer there's a platform offer and all those things so that breaks down and foreshadows the things that are going to be in the offer what we don't what we what is suboptimal to happen is the first time someone hears about the hybrid offer is when they see the offer.
6:01:47Sounds like a tortology. The first time someone hears about the sovereign consultant is the time that they sent the offer because that offer will lack context. Right?
6:01:58So if we have those those um those phrases, those ideas, those mechanisms um before it, then those things are familiar with and they have context before someone actually moves on the um moves onto the offer. And so, you know, content should always be delivering context. And, you know, if you just follow the basic rules of, you know, putting your mechanisms and putting your your characters and those things in the in the in your content, then those things will derive context because your content will give them that.
6:02:30And finally, an FAQ. Um, I like to be quite direct. Um, you know, pre-handling objections and qualifying common questions like price and differentiation.
6:02:39Um they're very common ones that you won't get um you won't get the most common question of why you're different. Well, some of you will.
6:02:47Um but you you often won't get like why is this different? But you'll have someone probably running that in the background, you know, as a as a as a subconscious question. Uh pricing the the best practice for me is expose pricing as early as possible.
6:03:01Right? You do not want to get someone who's fully bought into all your ideas and fully bought into everything and is desperate to do it, etc. and then they get sticker shock at the last minute because that will of that often paralyzes people and puts them in a state of um victimhood and I can't do this which is very difficult to drag them out.
6:03:21I like to expose pricing or indicative pricing as early as possible to filter out anybody who is going to have that scenario. And I also understand that in a dual mode funnel that I will probably sell that person something else anyway because they will come back around to be able to see a product in a different form in a different context.
6:03:43Which is another way to say if someone hits this and your weekly payments are too much, they are going to be shown an ad um or showing content later on which has a a $9 price or a $50 price or a $100 price that they can then buy into. So, we don't lose out with a dual mode funnel because, you know, we're we're putting a barrier in place that there's um there's a there's a monetary factor.
6:04:06Um we actually win by exposing the price and getting the right people through the through the funnel. So, the vision video is a VSSL, right?
6:04:16And it follows a video sales letter structure. And I recommend you avoid using a script or it will just feel very scripted and robotic. Um this has obviously a high requirement for confidence and belief in your methodology and your systems and confidence and belief in um in your ability to deliver the result.
6:04:38If you're really winging it um and you're really winging it because you don't know what you're talking about, this video is going to fall flat, very very flat because if you don't use a script, it will be very meandering. It will be very vague and it will be very loose.
6:04:55And that's all to say that the the barrier to entry of recording an unscripted video sales letter is skills and that you're actually good at what you do, right? I don't and I'm not talking about worldclass mastery, just that you know your [ __ ] right? You're looking to hit the points.
6:05:14You're not reading off a list of demands to work with you. And I tell people to avoid scripts because it tends to make them very rigid and very robotic, like they've just been kidnapped and they're begging to be freed from some kind of hostage situation.
6:05:30And there are two factors in the creation of this. If you get the right structure and use the right format, then this will be 80% of the results. Another way of saying this is that it doesn't what the contents of the video sales letter don't matter as much as you think.
6:05:51And I say that to relieve some pressure because some people spend an absurd amount of time planning and thinking and refining their points or the words that they need to hit or they're going to say. The video sales letter is contained in a in an infrastructure that means that the ideas can be sold anyway without it.
6:06:14It's just a nice thing for people to consume. And what you will find is is two the two people who make applications from this page either watch the first 60 seconds of the video and then apply or they watch the whole video once or twice and then they apply. So that is indicative of like high need and it's also an indicative high of high levels of research and both of those are obviously advantageous to um getting an application um and ultimately presenting an offer.
6:06:46So I've given some guidelines here u because these are the ultimate you know guidelines and the derivative of these uh was kind of pre product launch formula um which was the prevsl days before product launch formula kind of dropped and chopped three chopped this idea up into three different spots right and so the the length of a VSSL again is importantly irrelevant And what I say by that is is like it's like the question of like how long should my copy be?
6:07:22The answer is as long as it needs to be, but you won't accept that answer. So your VSSL is going to be 20 minutes. And so you start with a hook.
6:07:32You use the big promise or an unexpected insight to hook them in. And then you call out them directly. You know, you call out the pain because you want to prove empathy uh early.
6:07:43If you're kind of good at editing um and you're confident with it, you can use p pattern interrupts or surprising visuals or bold statements. Um a little trick or it's not a trick, a secret I I like to use is I because of the style of my video sales letters, I like to have things in the background or things going on in the background or stuff in the background that said that that is not necessarily obvious but sends another message. uh use that information how you see fit.
6:08:13Um then you're moving into the empathy and the struggle. You tell a story. Um be honest and emotionally vulnerable.
6:08:22Um because uh it's either you or your client's kind of struggle. And I could tell plenty of stories for myself and I could tell dozens of stories from my clients about what they were going through before the change that they made and what happened on the other side. And that's just a mini typical transformation story.
6:08:40vulnerability and honesty, you know, and maybe saying things that people don't uh admitting things that people don't expect you to admit will will ultimately disarm skepticism and build trust early. Then there's the t transformation. The important thing here is is critically around that without teaching too much.
6:08:58If you give too much too early, then there's no real incentive for them to dive into the meat if they need to dive into the meat. Um, and then you, you know, ease off of like the tease. how did this happen? And then you teach and ultimately shifts beliefs and the this is the meat of the of the kind of video.
6:09:16Um and just as an aside that this video structure it works in a lot of different places. Um so if you're recording um content videos or you're recording YouTube videos or any other long form then this style of you know intro hook um you know story and then and then meat is actually the way that you know high performing YouTube videos are also done.
6:09:38um they just tend to be edited and presented in slightly different ways. You talk about the method, you bring it in um you take a piece of the solution and then they get an aha so you drop an insight. You know, it was it was um once I'd put everything once I'd put everything inside the Google doc.
6:09:55It was I I was getting on the phone and I had and the next moment someone was buying before they'd even booked the call and they canceled it and then the money was in my account and they go, "Oh my god, that would be amazing." Then you introduce case studies and social proof. Ideally, that case study on any proof is different to the other one that sits on the page because you're telling a different story.
6:10:18If you only have one or you are the story, then include that. You need something in terms of proof. Then you're talking about like what actually gets done.
6:10:27Um and for me that is this is the offer. It's a singular piece of like we're going to build this this this and this. So I take them through the phases.
6:10:37I don't um give much more detail than that. Um, and I say this needs to be built and this needs to be built and this needs to be built because it needs to be instructional which is this is the path but it can't be how-to which is you go into detail about showing them exactly how to do it because that goes against the whole pro the whole you know proposition that you're going to help them do it.
6:11:01And then you know scarcity and urgency and reassurance as with everything I teach the scarcity has to be real. The urgency has to be real. If you only take three clients a week because those you can onboard, then say you're taking you've got, you know, one to three client spots open in the next seven days.
6:11:19If there's true scarcity is you've reached your client caps and you've reached the, you know, the upper limits of what you can do, say it. um it is it doesn't matter to the individual there but it matters to someone who has a problem now and and and feel like they need to make a decision to solve it. Uh and then you have a a call to action.
6:11:41The the the frame that is most effective over the long term with VSSLs is that the very much work with me frame, you know, and work with me to get these things done because you've exposed everything. That is the most efficient way. If the if we had sales calls in the stack and that was to do it, that's actually the least efficient way because it reduces the do the total number of calls where things happen.
6:12:08This sales letter, this process is designed to sell your offer via a Google doc. And so there's certain things that need to happen before the offer is exposed.
6:12:18So again, you know, clear is kind here. So we're not taking people through a process that they're not actually going to make to the other side. That is best for both of us.
6:12:29The format is very important. And how you show up is the unspoken frame that people are seeing into your world from. Right?
6:12:42And the word you were looking for is native. What format are people used to seeing from you? And I'll give use myself as an example.
6:12:54I turn up online in two ways. Talking to a Google doc and RAW, right? Those are my two things.
6:13:02There isn't a studio. Well, there has been before, but there isn't a studio that I film things in with yellow and blue lights.
6:13:10There isn't a camera crew following me around. Again, there's been those things before. So, my native format is Google Docs and one take videos with a camera propped up somewhere, right?
6:13:22And usually wearing a tank top, so I don't want to let the let the audience down. These are my native formats. These are mine.
6:13:34If you are a PowerPoint presenter, that's your native format. If you are a camera crew walk around, then that's your native format. Is that clear?
6:13:48Because your native format matters the most. Again, I say that and I stress that point because there are going to be people who tell you that this is the best way to do it. And what they the best way to do it is via a PowerPoint presentation on your VSSL.
6:14:05That is true for some people and it's true for the person who is insisting that, right? And the best video sales letters are in the format native to the person who's in them and the audience that that that that has got used to seeing that person in that native format. If you've never been on video before and you've never done and you're not putting out videos and you're not putting out content that people have consumed before, um, a this is going to be like less effective in terms of total numbers, but b you can do anything you want because you you this might be the start of you making a native format.
6:14:38This might be the first video you have ever, you know, recorded and put out in in public. So, choose native that everyone's got a best one for them. Um, and that is the right one to do.
6:14:52the the application and again this is different to what you've seen before um and it has some it has some byproducts that I that I'll cover in terms of the alternatives at the end of this so the application is designed to qualify and put the offer in front of the right people and what I'm saying there is the the application is designed to not put the offer in front of everybody Right?
6:15:21We want to attract prospects that fit and we want to repel prospects that don't meet basic criteria. And I mean basic, right? Use tight form for the application.
6:15:33That is a directive because um it has the best UX uh for both PE actually. is a pleasure to use as a piece of software and it's got the best most um uh usable UX of any kind of form builders and creators and it gives you the most options to actually embed and also the most options to take the lead um and the things that happen inside it.
6:15:57Uh and it's relatively inexpensive. Um so these are the questions if you like the framing is very much um qualification and screening. So the first frame the start frame which is embedded in the page.
6:16:11I'll personally design and build a 1 minute profit biz with you that you can run on your own without a huge team sales calls and riding the revenue roller coaster. I put a caveat there. There's no call required.
6:16:26I'll send you the an invitation to work together via email. Right? That covers a lot of truth.
6:16:33What I'm not saying there is that I'm not saying that I'm going to do that onetoone or a group program. I'm not talking about the modality or the or the offer further on. I'm talking about what can happen if we choose to work together because I want to present them both options because I know a hybrid offer is coming, right?
6:16:55Which has both um a proximity offer and also a program offer in it. Then, and I feel like I need to say this, I ask their name and then I ask their email. And then again, I start to get into a little bit of a components of the offer of what happens.
6:17:11So, what I'll install with you, the sovereign model that you can use to generate 1 million profit in the next 12 months, and the right offers you, a hybrid offer with two access tiers, a daily client machine bringing in leads, customers, and clients. Does that make sense? Right.
6:17:28If it doesn't make sense, we've prematurely opened a window to someone. If it's like, yeah, okay, sure, I don't know what all of those things are, but they sound good. Let's go.
6:17:43That's an acceptable answer, right? I've got an income criteria here. Do you make a minimum of 30K a month?
6:17:51My personal coaching is only useful for specific people. In the first um in the first version of your of your client campaign, you can make that binary like you can screen out people at different income levels or don't have certain things or those things.
6:18:08In further versions, you can make it conditional, right? So, I can send someone who's over 30K to one offer and I can send someone who's under 30K to another offer, for example. But in the first instance, we can make it um binary as a as a screen.
6:18:24The application will still go through if you um if you take it there, but you will get some clarity on the back end whether that person meets an income criteria or could be a health criteria or it could be a readiness criteria or whatever you have, right? I surface price towards the end, right? And what what you may or may not notice, very few of these questions are actually about them.
6:18:53All of these questions are almost all about their readiness to actually do something, right? And again, it's about, you know, presenting an offer to people who are actually ready to do something and not presenting an offer to people who aren't ready to do something. Are you The Sovereign Society starts at 500 a week depending on the time period that people commit.
6:19:13Right? So that's the lowest possible number that someone can come into a program or have proximity to me with, right? Are you able to commit to investing at least 500 a week for a year provided we agree I'm useful to you and the outcomes are achieved.
6:19:27Then the final two questions are give me a brief description of what you currently sell, who you sell it to, and how much you charge. Um, the the thing I'm they're still going to get the offer anyway, but the thing I'm looking for there is some meat on the bones. I'm looking for someone who's like actually telling me these are the things I'm doing.
6:19:49Um, people include like this is what I'm trying or this is what I've tried before or this is what I've tried and failed with, etc. What result would you be delighted with in the next 13 weeks?
6:20:01What you'll notice there is I've kind of reduced the time period down to something they can possibly imagine. You know, what would they really be delighted with of five clients, you know, um developing a marketing channel and getting, you know, like leads flown? It could be like really really um really really specific or it could be just a general idea of like I need to get off the phone or those things. what you're looking out for here in um in any kind of qualification or future conversations is unreal realistic expectations.
6:20:32Well, James, I want to make $1.2 million in the next 13 weeks and I don't have a list, an audience or an offer. And I'm like, well, I ain't much use to this person, and no one really is, right?
6:20:44And so in future, you know, when you're engaging with these people and potentially asking um or answering, you know, um follow-up questions or anything like that, having expectations and reasonable ones is a very healthy pe thing to have in the course of, you know, engaging with them and directing them back to the things they want.
6:21:04because u on many on many cases we can sell pretty expensive solutions that solve very simple problems because that problem was very very um uh present and relevant to that person at the time. So when we get the truth on the table, it's a very very useful piece of information in in the in the sales process because we can draw people back to it and said if all this did you know was get you you know two new clients would you you'd be delighted with that?
6:21:33Yep. Cool. Let's go.
6:21:36The follow-up campaign is, you know, the reality of where most of the action happens, right? These people are at variable stages of their interaction with you. Some of them will have gone through this and seen the offer the first time they ever came set eyes on you and they've just spent four or five minutes briefly skimming through a VSSL and answering a survey and they are going to be, you know, not familiar with the mechanisms and who you are and all the things in it.
6:22:10Some people could be a year in of the of of following along with you and they're ready to go and they're like, I'm just clicking these buttons so I can get the offer and get started, right? And so that's all to say the reality is that that 10% or less people will join on their first exposure to the offer. The first exposure to the offer, we do not have an extremely high expectation of conversion.
6:22:34And the people who do convert, if you like, and become clients were probably going to become clients anyway. They've just done it in this really efficient efficient way.
6:22:44So, we need consistent follow-up over a long period of time with consistent reinforcement of the core messages and proof to indoctrinate ideal prospects into considering the idea and offer. And there's two um there's two things I give you here that both do that job. The first one is the cash campaign because it's got the ideal structure for presenting an offer, having a deadline, having some scarcity, and then taking it away.
6:23:12So, it follows a sequence which opens an offer, the doors close, so it's got some urgency and then taking the offer offer away and then that can be essentially, you know, backed into the wait list where you run the weight list rhythm after the cash campaign is completed. The the caveat with both of those is if you run the cash campaign and the weightless campaign back to back in the in that format that takes you about 45 days into the person's journey with you, right?
6:23:46The the majority of people aren't even going to convert in that 45 days. So, what you can do is just keep extending the weightless campaign. Honestly and truly, and many people who run paid traffic and do marketing don't want to hear this.
6:24:03I would run it for a year. I would open and close that offer for 12 months and I would just make it available for 4 days and then I would close it for a period periodic period for that person and then I would open it again and then I would close it and I would open it again and I would do that until they unsubscribe from it because it's delivered via email or they bought because the reality is if you do that it will automate your client acquisition and the more people you feed in the top the more people every day are being make made offers to because if you prioritize offers made this client campaign can be making offers for you every single day on autopilot, right?
6:24:45And that's the terminus of this kind of idea. If you have good ideas, if you have a big vision to people and you get people into this and they're making the application, you feed the right amount of people here and what you will find is relatively quickly you're making an offer a day.
6:25:04then relatively quickly you're making two offers a day. This is automated, right? You don't see any of this, right?
6:25:10People will be popping up and asking questions and responding to them. Um, and if you watch the weight list, you'll probably get some the better context of this. And then you're making three offers a day.
6:25:21When you get to the point where you're making 10 high ticket offers a day, what do you think happens? Right? You have essentially a machine that has, you know, indoctrinated someone and installed a vision. you have get got a machine that's also um very much positioned you and got a good idea that you're the right person to solve it and then you're making offers to those people approximately three to four times a month.
6:25:45So run the weight list rhythm after the cash campaign but that gives you a sense and a scope of how you can do it. Um do you need to change the weightless campaign every time you run it?
6:25:56No, you can just open and close it. You could literally, if you're a lazy bugger, just repeat it. You might want to change some of the content, you know, on a on a, you know, a 60-day or 90day cycle, but you can literally automate it, you know, and go on forever.
6:26:11The longest I've seen someone automate that weight list campaign is three years. And funnily enough, they are a very well-known, influential person in it, and they've fed about 100,000 people through that, and it's made millions of dollars, and it just keeps going. In fact, I'm not even sure that the offer that he's selling anymore is even actually publicly available, but it's being sold via that campaign.
6:26:34I want to give you a couple of um you know, a couple of modifiers and and a couple of modifications that you can think about. It is optimal to run the vision page with an opt-in requirement. So, what that means is that someone enters an email address um before they can actually access the page.
6:26:52So, it essentially it's a um a lead gen page. They enter it and then they get to the vision page. What this does is obviously builds your list and enables an email follow-up for people who haven't applied um to to work with you.
6:27:07If you sell, and you know, I've been kind of pretty broad on these criteria. If you sell to afflu affluent people or you have a sophisticated product that's really abstract or kind of quite complex, it can be optimal to remove this to increase consumption volume.
6:27:25If you have a product that's hard to define and hard to describe, which some are, um, then allowing someone to come back and access the page without having to opt in repeatedly is beneficial to you. There are some products that require one or two or three gothroughs of a page in a VSSL before someone actually gets it enough to take action.
6:27:47If you sell to affluent people, I was with um someone this morning who sells to professional athletes. Professional athletes don't willingly give their contact details or they don't have to give up those things.
6:28:03Um and so they often don't. So, it is wise and discerning for him not to run a lead capture and an email opt-in on the front of that page. Personally, I don't do them, but I have an audience size where I can get plenty of traffic to these pages without needing to capture an email address for it.
6:28:23Again, your results will vary and you might discern about where you are at the time. If you are just starting out or you have a relatively small audience and you have a relatively simple product to sell, get an email address before they hit the the page and you will and you will get the best results over the long term.
6:28:43You've always got the option of removing it later. The other um the other modifier for this is early on of running an offer or running ads, it can be optimal to switch the application process to book calls. And all that is is changing the call to action below the video to book a call.
6:29:05Right? Book a call has less friction than application by about, you know, 200%. So book a call is a perfectly valid thing to happen on the early days of an offer and it's actually useful because it can gather insight on the offer and vision and a volume of calls will increase sales.
6:29:26Um, said another way, if it's a brand new idea and you're just putting it out there, talking to people to understand how that is being received is really, really useful information, right? And you can do it a lot faster on a call than you can by getting 25 hand raises and sending out a Google doc where you might get ghosted or you might not get much actual targeted response.
6:29:50It is very reasonable to put a a call to action early on to get calls for the first 10 or 15 or 20 people who, you know, actually take action through that funnel. In other words, if you put the first 200 people through and you know they got to the page and they opted in and you got 15 calls from that, which is a a reasonable target number, you would learn a heck of a lot about the people, the offer, the messaging, and the framing that then informed the the rest of the funnel that you could that you could then update it and then you could go straight to an application and and the Google dot process. um calls can be removed if the offer is fully validated to the traffic source in the audience.
6:30:34And that encouragement and discernment also goes to if you're relatively new to paid ads, then at one to2 to $5 a click, um it can add up very quickly um in terms of the learning cycle. And so calls are advantageous to get conversations with people if you're running, you know, to a cold traffic audience. So you can actually speak to people about the offer inside.
6:31:00Remember, if you're still in the validation phase, the the purpose of validation isn't to necessarily sell the offer. That's a great bonus.
6:31:08It's to get insight about how the offer is being received. So then in the future, you can actually sell that offer more effectively. the second part of the dual mode funnel and how it works is the customer campaign generates a customer and makes sequential offers to turn that customer into a client.
6:31:28Again, it's you know automated and offer driven, right, in a different way than the than the client campaign is. So, we use products that are already proven useful and then we unbundle them into many offers that generate clients. And I'm going to labor that point as we go through that everything that you do in this probably already exists or is about to exist in the course of delivering to clients.
6:31:56This funnel is designed to run with meta ads. It is not um it has data from running through other places uh YouTube and other things but this funnel is designed to run via meta ads right the only other place that it works if you like um if you are don't want to or reluctant to run meta ads is in the middle of funnel by using it to promote products middle of funnel to people who are already on your list.
6:32:27Just understand that the the reach and the scope of that will be very very limited. So the goal of this when ads are layered over is to acquire a customer for free and we do that by generating enough revenue from from office to cover the cost of advertising. Again set another way uh if we're paying 50 bucks to get a customer we want that person to buy 50 bucks off us in the in the course of coming $50 worth of products in the course of becoming a customer.
6:32:56What you need? You need a converting offer being bought by at least three people. Getting free customers is great.
6:33:05Don't get me wrong. Getting free customers every day is wonderful. Uh, you know, and I've done it for years and it's great, but without a client getting offer on the back end, it's very very limited in its scale and its scope and its o its overall effectiveness.
6:33:24Again, set another way, you ain't gonna get rich on $9 offers. You ain't going to change people's lives on $9 offers, right? So, we need a converting offer that it that that ultimately can form the back end of your customer acquisition and turn people into clients.
6:33:43The second the second thing you need is a training or a tool from your product code. And I'm going to take you through real examples.
6:33:52And this is the uh impossible to prescribe funnel, right? I cannot tell you without coaching you and then even then going through some trial and error and coaching and consulting you over a period of time what will work here. Right?
6:34:10So we have to start with a hypothesis. So we you know the top of the funnel is running ads. Uh there's three types of ads that you know and I'm going to supply the templates and the how-tos and how to create those um to you.
6:34:26Um and and then the campaign structure that this works in. So there's three types of ads. There's a long form ad, you know, which ultimately tells a story.
6:34:36I I have one that's like really effective about why I stopped doing sales calls that talks to the the hybrid offer template which is on the front end. There's a does what it says on the tin.
6:34:48Um, the caveat with these is that they they still work, but they are so common in the marketplace, which is, you know, buy this $9 offer, it's only $9, it does this, that they they they look a lot like advertising. And if your market is is being advertised to and being marketed to a lot, these will be ultimately less effective, and you should stick to long form ads.
6:35:11Uh, and then there's shorts. I have had u a lot of success with two different styles of short form vertical video. One of them is um essentially a short form captured from long form.
6:35:23So um the product itself and the recording of the product itself. I could put a a vertical video of me having some non-ontextual part of the teaching piece and run it as an ad. The other one works as just completely random lifestyle um vertical videos.
6:35:39they work extremely well to, you know, to be a a scroll stopper and a hook. We run um we run a number of different audiences in the stack and again you know I show you uh in a in a in an additional training how to structure these and give you some creative and and leads on that. The first one is um the open and global to everybody.
6:36:04And the algorithm in the meta universe these days and the um the way it's run means that it's pretty good at finding buyers pretty quickly. So you can afford to run very open campaigns and very um broad targeting um and very large audiences because the algorithm is now so good at finding them.
6:36:24That doesn't mean that you can only run that. I I recommend that you run interests and global I mean every every geographical jurisdiction that you cover. If you only have clients in Australia or the US or the UK or whatever it may be or um you're doing it in an alternative language where it's only in Spanish, etc., obviously you you that's your that's your version of global.
6:36:47Um you run it to interests that fit your ideal profile. Again, you know, there's there's other trainings that go into more detail on this. You run it to warm.
6:36:57People have hit your landing page and this is where the dual mode again kicks into action. What happens is that if someone visits your um DCM 1.0 and they don't complete an application and they bounce from that page, they will be served this ad to sell a low ticket product.
6:37:13Right? So, the filtering that we do over the 1.0, we can still capture a customer via the 2.0 you know, because effectively we're retargeting this funnel to people who have hit that landing page or hit any other pages that you've got. Then we've got, you know, things like video viewers if you do a lot of content and and and followers, which works particularly well in the Instagram universe.
6:37:36Uh the important thing nowadays is it's a creative game rather than audience game. Increasingly advertising is being um you know down the critical factor being the creative and the volume from it. So it's very much a creative and a messaging game and that does all the filtering.
6:37:51The number of boxes we can tick and the number of things that we can do on on on those environments is actually reducing and being limited and then being taken away all the time. So this has a high requirement for being both creative uh in terms of the the long form and the stories you tell or the content you feed it um and also flexible in terms of um feeding out large amounts of content on a regular basis to find winners that you can ultimately scale.
6:38:17In the first instance, I'd run, you know, a long form ad and then try a couple of reels or or vertical videos that that drive to the same place. The the meat and potatoes is the front end, you know, offer. The we're running a low ticket offer to generate a customer.
6:38:33And so, um, we use common, you know, things that people buy straight off the shelf and and all of those can be our tools, you know. So, I've used a book. I use um a Google Doc template that with an accompanying training and I've used different price points.
6:38:49I can't stress this enough. The the time that you will spend making an asset just to sell, just to run a funnel for is probably not worth it because that's no guarantee that it will actually work, right? So, use an asset you've already got.
6:39:04Again, this is a trial and error and a test and learn. There can be assets that are really really effective to for for clients and really useful and tools, you know, cheat sheets and templates and those kind of things, but they're very hard to describe to a to a person unfamiliar with them or or or cold traffic and they just don't do well in advertising, right?
6:39:23And so we have to pick products that that do well with advertising, otherwise this funnel ultimately doesn't perform. And then over time, we have to pick um products that do well with advertising and also do well in terms of generating us a client. the the hybrid offer.
6:39:37Um I've got a client Joshua who downloaded the hybrid offer um for $9, filled in the template and made $110,000 in in the course of that and then became a client. And so those thing these things can also have a path where they're extremely useful for the right person. They get a result for an inconsequential amount of money and they move through to do other things and that's our ideal. they both sell um but they also um you know generate a client over the long term and that's that's the long-term sweet spot you're looking for.
6:40:10The the the overarching idea is it's a rule of one, right? The hybrid offer template is very easy to understand. You get a template, you fill it in, you make an offer, right?
6:40:22And it's got a company training to do it. The um the the the guidelines for these are templates and PDFs and books and and these things work very well between$1 and $10. Bundles work very well between 15 and 30 and live workshops um work very well 25 even up to 100.
6:40:39If you've got a very, you know, um, if you've got a live workshop coming up, et, etc., and you're, you know, you're using the customers to clients method, it's worth running some traffic to it with this with this exact funnel. Um, because live things, um, have some built urgency and a deadline in them. They they can sell very well, even at, you know, quote unquote higher price points.
6:41:02You want 8% conversion on it. And that's not a hard and fast rule. It's a ballpark rule because obviously it depends on um the economics you get from the rest of the funnel.
6:41:11If we if we're spending $50, we want $50 out, but you want 8% conversion on the first product in there because without the first product working, they'll never get to the second and the third and the fourth product. The the critical component to economics is actually the the bump offer that sits inside a shopping cart. This is the because of the frequency and the exposure to it and where it sits in the funnel is really really crucial to get right as it increases the economics of it.
6:41:43Right? So um I have a bump um in this particular funnel the the front end offer is $9 and then the bump offer in the cart which someone can select is $29 which gives me a front-end cart value on first purchase of 30 $38. those people have um uh kindly selected that bump at about 71% of the time.
6:42:04So my the my bump offer, seven out of 10 people who buy the $9 offer buy the bump offer, right? And so that's very very effective at raising the economics very simply and easily and they don't require um you know a lot of copy or anything like that. They just need to be extremely complimentary to the um to the first thing they've bought. the the cash campaign is very complementaryary to the hybrid offer because the cash campaign enables someone to sell the hybrid offer, right?
6:42:36And so the the the cash campaign and the hybrid offer work beautifully handinand where those numbers are completely different. Even though it's the same bump when someone buys the book, those two offers are much less complimentary and and not linked.
6:42:49So if you choose a bump that's complimentary to the first offer, you'll get the highest overall conversion. I like to have one bump across the the whole network of offers when you're running more than one of these. Um but that's you know essentially a complication that most people um you you need a lot of trial and error to get there.
6:43:08The first um you know sorry the next um but the first kind of major offer is the first upsell. These are um these exist purely to increase average order value. What you will what you will find is this probably exists in your platform and in your membership, but it will just be a a larger version of an offer that actually sits there.
6:43:33Um, it's kind of strange, but it still works and you don't you don't have issues with it. They can buy this as the upsell and then still buy a platform offer of a membership that includes this upsell later on and be okay with it.
6:43:50Right? So, this purely exists to get the economics of the funnel up. Um, don't include too much.
6:43:57I found one to threestep kind of courses or implementation packs or anything like that work work very very well. You want to aim for 20% conversion. Anything over $200 to cold traffic is difficult to get conversion on unless you have a wellestablished brand and a name where people are just going to click through stuff and and and ultimately buy it.
6:44:22So um the the rules there are you know it it already exists again um don't include too much don't make don't give away the farm and include everything in your product stack in your membership um and and get 20% conversion. The platform membership is introduced here. And this is why you know for for many of you if you haven't designed a platform offer at this juncture we can go back and and ultimately do that because that's the best offer to to actually have this my um my platform offer is a is a you know a $50 a week at the time membership.
6:44:58It's now $100 a week membership and I go straight into offering the membership there. Um, this is the again an offer that may not be accepted first.
6:45:08So, we can tack the cash campaign as the follow-up again to ultimately sell this offer. This is the offer that starts to move people towards being clients. Well, it doesn't start to um it actually it actually moves people from being a customer to become a client.
6:45:26Over the course of the cash campaign, you want to aim for 5 to 8% conversion because you're selling it via email using deadline. Again, only about 20% of people will buy off the actual funnel page and actually take that that membership offer as a one-click piece.
6:45:44Once they are a client, they've dropped the platform thing, we want to sell them into the program. So, we follow up by email and say, "Hey, thanks for joining the platform, etc., you know, what do you need help with? And we we take them through a sales process.
6:45:59You know, why did you join? What are you doing? And we see if they are suitable for the program campaign.
6:46:05I recommend not automating this. I recommend reaching out to every single person who joins um any of your platform or membership options and actually say, "Do you want further access?" You know, you don't say that directly.
6:46:18You you you discern what they need in in in the first instance. What I've found particularly effective um is if someone buys the first low ticket offer, the the customer offer and they buy the bump but they don't buy anything else on the training and the delivery page. We can actually put offers as well.
6:46:37So this is where I surface like a trial or something like that. rather than joining at the time for, you know, $50 a week, I offered people by the time they got to that and and offered a trial it for $9 for nine days, right? And then we get more members, we get more potential clients going through that.
6:46:56So in the delivery and the consumption of these products, remember they're someone has paid money for this training. So the adherence and the consumption is really really high. the majority of people buy the training and then watch it, you know, often within a few days.
6:47:13So you have a 85 to 90% consumption rate to that to to that page. Even if they don't watch the full training, there's, you know, the trial on there. So that's just a very simple way of again getting another easy to buy offer in front of someone who's already bought from you.
6:47:29The the deployment of these are uh the the deployment is straightforward. the scaling of them, you know, is is is everything is in the offer, right? So, the methodology we use is start testing your low ticket offer to your current audience. If people buy it, you know, you go to your list and say, I've got this thing for N bucks.
6:47:51You put the offer out there, you build the funnel and you say, I've got this template or I've got this tool for N bucks. You take them through the funnel, right? You will and if you pick up customers and you pick up clients in that then you have a level of confidence that you did have before that people actually want the thing and the the knowing that some people want the thing is better than not knowing if anybody wants the thing.
6:48:19Right? So the minimum components of the low t of the customer campaign are just one low ticket offer and a bump offer.
6:48:26I would recommend um in the first instance just building those. You put a low ticket um you put a low ticket offer together and you put a bump offer on the cart and you um and you go out there once you actually get to ads um add downells and upsells as you go. I will I will build and launch um to this day um daily client machines that only have two offers in them and start running traffic to them. traffic generation and ads, they take time for the algorithm to learn and for people to engage with them.
6:48:58And they may take multiple um touches of the landing page before someone actually buys. And so the earlier you can get into the learning even with small budgets, the faster you ultimately um get confidence whether the offer and the funnel are working on the front end. And as you go along, you'll work out whether the the the funnel is working to turn a customer into a client.
6:49:24As with everything, it's it's iterating and testing and learning as you go. And as with everything else, it's about getting it out there and executing, you know, the minimum version and getting it into the market, putting it in the arena where the real stuff actually happens. Who's got questions?
6:49:49You're next to me on the screen, Jim, so I don't know if you've got any. Uh, to put words in your mouth, the DCM 1.0 is where you would start with and you would have your u video of VSSL like video. I forgot you gave it a better name. and then get to a question funnel to kind of qualify people into your ecosystem is kind of what you're suggesting where you might get them into a call especially with my high ticket thing.
6:50:16My understanding you mostly >> yeah it's the um it's the most evergreen so you can build it and it will last a long time right >> and also it's the most um it has the most utility >> because it's very flexible in terms of it can run in multiple places. It works on email, it can work in social profiles if you just like just want to do organic and you don't even want to touch ads and and it will also work with ads.
6:50:41So from a um >> yeah cool >> from a focus point of view it's the best bang for buck in terms of an asset to produce and from a from a yield point of view it will it will you know give you the longest term yield because it will generate the higher the higher ticket clients rather than you know memberships and those kind of ideas.
6:50:59>> Yeah. Cool. Thank you.
6:51:03Cool. Great stuff for three days. Thank you for this.
6:51:07It's been great. Can't wait to see more. >> Yeah.
6:51:11This is only half the half the actual module. So there's there's more coming and everyone will get access to the uh the platform in the morning. Some lucky people got it yesterday, but they're very very special.
6:51:28Very I'm hurt. I didn't get that email. >> You didn't?
6:51:35Apologies. >> It's all right. Not a biggie.
6:51:38I didn't have time today. Um the FAQ pricing section are you doing the same one just one pricing like you did offer in the in the type form you mentioned 500 are you doing the same price in FAQ? >> Yeah just from >> okay so then and then when you present offer to them they'll have the ability to either go summit or into private >> and and that's where you present the other offer.
6:52:08Um, will you eventually tack on when someone says no to that question, >> are you just blocking out sending them the offer or they get it? You'll still send them the offer. >> Still send them the offer.
6:52:23>> Okay. So, it's like an automation to the >> Again, again, in the in the in the V1 of the 1.0, which is a confusing way of doing it. um anything that has multiple paths or anything is complexity that's unnecessary at the beginning, right? >> Yeah.
6:52:39>> When you get up to really big traffic numbers and maybe a high volume of applications, you know, and I've seen that happen where especially in the like YouTube world where someone can explode, then you need you need more active filtering because you get so many leads, right? And you get so many applications. Um, the nature of of this campaign is it can handle a lot of volume because it's largely automated, but even then you need to be available to answer questions about the offer um objection handle or ask you know whether someone's um ready for it etc.
6:53:14So in the in the follow-up and the response there is some um you know sales process to run in the background via email or even um you know via messaging. So um you as soon as volume gets to the point and this is again a 1% problem then you need to have more stringent um filters in place you go for volume first and then you put friction in later when the volume is too much.
6:53:40>> Yep. the sophistication or whatever you use the word regarding like affluent people for the athletes. Do you feel like um like even trialing just going straight to call off the application and because it's like low barrier or presenting the the offer but then maybe going into like a a text messaging conversation with them back and forth a few times and then present offer there rather than automating it all the way through from the front end.
6:54:15affluent or um discernment buyers are informational buyers. So your best to surface the offer there and then allow um questions to be there in the most frictionless way. Right?
6:54:27So you might have a call to action on the bottom of the offer which is text me on this number >> for example. >> The >> in like overarching all of these ideas is that people need a certain amount of information before they buy stuff right and people make decisions in different ways. And so when you've I've given you two two like macro macro funnels that cater to the biggest number of buying types, but there's still discernment in how people buy stuff.
6:55:00If people interact by these things with, you know, text messages and those things, then that's how you do it. I've even helped people define um these as like because their market was say corporate or um you know home services or things that were not bought via an application, you can send people a quote rather than sending them an offer.
6:55:23And so the languaging and you know that matches the market and the style of it, they matter a lot. And so blindly following and saying, "Well, it has to say this and it has to look like that can be a mistake in some categories." >> Okay, cool.
6:55:39So you you just present them the offer on once they submit the application, you just present the offer on the next page and is that just straight to Google do plus an email or you just closing off? >> Send the offer via email. >> Yep.
6:55:55Yeah, just the that's the the cache campaign just triggers and and off it goes. >> Okay. And last one in the DCM in the solo OS is that going to have um do you think it's worth completely going from scratch and mapping out your do points and sessions or will the daily client machine pull together your client extractor and start to piece together some frameworks and then you can build off that for your video sales letter. people who have have existing stuff, they should go through the ideal client extractor and the offer printer and the DCM to essentially put those things together and map them together.
6:56:35I've said a couple a couple of to a couple of people this morning, they're like, "What do I do with the offer printer or the DCM?" It's like, put the stuff you've already got in them and see if there's anything that's that it sees that you can't see based on your ideal client. Right? So when we're using tools, the tools don't necessarily have to replace, you know, cognitive output and creative labor.
6:56:58They can complement it if you've got things already. Like it would be crazy to have a high converting offer and then say, I'm just going to use use the offer printer and run with that.
6:57:08And um but it can it can pull and create stuff that you don't have access to because it goes you I mean you've used the the ideal client piece to see how deep it goes, right? that it says stuff and frames that you just >> you are very difficult to to get to on your own. >> So I I recommend if you've got something, >> use them to to to complement that and you'll see phrases and words and framing and um that you can just rip straight out of it and put into the existing thing that will make it much more effective.
6:57:37That's what it's all about. >> Yeah. Sweet.
6:57:39So the DCM in Solos is trained on that video sales letter um framework that you just provided. trained on a lot more than I I don't even present it trained on the whole history of them. So, it will >> it will f up and it's a it's a very good copyriter too.
6:57:55>> Awesome. >> The hooks it comes up with are very they're very strong that model uses I think dam will confirm. Is it use claw?
6:58:08I think most of the copy based ones use cord or claw or gro. Anyway, they're good. Hi James.
6:58:17>> Hello. >> I've got a workshop coming up in about three weeks. I'm a little bit unsure after that.
6:58:26My call to action would be ideally uh to get them to book into my six week fast track. I don't know quite how to do that. Should I are you still should I use a Google doc and and I don't want to if someone's really hot and I've got the ability to give a link straight into a uh checkout where they can do that or do I sidet track and say look I've got a Google doc if you're interested uh I can send you the details that to me seems like it's it's delaying those who might want to do it straight away.
6:59:06Okay. >> Can you advise what or offer both? I don't know.
6:59:12>> How do I do it? >> I uh Is that a question? >> Yeah, it's a question.
6:59:26>> You would I don't know. I haven't >> Have you seen Have you seen a Google doc from me in the past, Julie? Yeah, I have, but I wasn't sure.
6:59:35>> Have I ever sent you straight to a shopping cart for a multi >> for a mid to high ticket product? >> Well, I don't know what you do these days. I don't know.
6:59:47But I know you used to do a Google >> At any at no point in any of this training have I said send someone straight to a shopping cart, have I? >> No. >> Okay.
6:59:57So, don't do it. So send them to a Google doc with the information with the link on the Google doc into the car. >> You can you can do whatever you want, but the fact that it's not present here should be very telling where the how effective it is, >> but do whatever you want.
7:00:27Anyone else? >> Yeah, James. Um, I've got I've just got a question around the cadence of uh um DCM1 and two and those two different offers.
7:00:40>> Yeah. Uh do you do you have a preference for or or you know data on what works well in terms of do you go kind of two weeks for that hybrid and then two weeks for the the other one on and off in terms of sort of switching back and forth what offers are going out every day and every week. >> That that's the middle of funnel or the rhythm is something completely different.
7:01:08Right? These these two campaigns are designed to be self-contained and as a campaign, right? So, you build them and they run.
7:01:21You know, occasionally you might >> um run a week where you send everybody through the client campaign because you've, you know, you've got some high ticket stuff to do. Occasionally you might have a week but they are there and they run on in the background. Right.
7:01:39>> Uh gotcha. So it's separate from the cadence that your your email offers might go week on week off sort of thing. They're just running all the time.
7:01:47>> Yeah. Campaign thinking you know is around what are the metrics and the KPIs of this asset you know and they both have quite different metrics. The the the 1.0 know has very simple metrics which is how many people have watched the how many people have watched video visited the page how many people have applied and how many people turn into clients right they're very very basic and we can we can steer based on those based on those numbers the the customers you know there's a lot more steps and there's a lot more economics to think about which is how much did I spend on ads how much uh what's the average order value which offers are performing what was the front end um economics.
7:02:33Did I did I retrieve achieve a one return on advertising spend? Did I put $50 in and got $50 out? And what are the backend metrics?
7:02:42But the backend metrics come later because um as an example, the original social code training that did really well as a as a front-end customer offer via ads. It liquidated and did great, but it did really poorly at converting people into clients, right? So then I'm weighing, well, is this an offer that is actually something that I want to put, you know, investment behind because I can't actually see the long-term path to getting clients from it and profitability, right?
7:03:16But I needed to do the customer component first to find that out. and all the metrics look good, but then the metrics don't look to the measure because it's like, well, what's the point in just getting customers if those people based on this um don't have a high intent to to to get help or work with me? >> Gotcha.
7:03:38>> But I really want to encourage in the in our in our world, in our community, a real ability to discern between content and campaigns. You build campaigns that have measurable outcomes, that have levers that you pull that get particular results, right? They are about performance, raw metrics.
7:04:04Content is something different. There is a an an intersection with those things that the content that you put out there that you communicate with people that you use to communicate with people which is email, social, video, all the long form or the short form of those things. Some of those assets can be used in campaigns like my best ads were posts.
7:04:29You know, I wrote the post, I got a good engagement and then I turned it into an ad. But what I have observed is that people tie themselves up in knots by wanting content to act like a campaign.
7:04:46And what I mean by that is that I posted on Facebook today and I'm not rich, you know? And they go, I want to be famous. I want the likes.
7:04:55I want the comments. I want to put a se I want to put a call to action in this and get clients and I want people to like me. That's how a lot of people make content.
7:05:04They're like trying to get content to do all the heavy lifting. And the reality is that someone might need to pro to consume between 9 and 50 pieces of content before they even even engage with the campaign and they even do anything, click on it even, let alone go through it, buy things and go all the way. And so if we can in ourselves separate content and campaigns, it frees us up a lot because the content we can just make it and it can be good, it can be interesting, it can be fun, it can be whatever you want.
7:05:46It can be and it and I found that frame is like thinking in the content frame makes me more generous because if I'm like I don't need anything from this then it's just good content. and thinking a campaign we can be methodical we can be you know KPI driven and it it also you know subset it makes me a lot more useful at a campaign level when someone's gone I've spent $1,000 on this and this is what happened what do we need to tweak or change or kill or or anything like that because we've got real numbers on the board and so or to say content and campaigns are two are two distinct things in this world it's um and it that leads to better outcome comes across the board.
7:06:31You know that the old organic or ads, it's just it's just too it's just too simplistic. So the organic thing and leads people to just thinking their content is just going to print clients every day. And the ads thing leads people to, you know, do ads that are like too much like content and don't perform.
7:06:57And then they're like, what's going on? I just I just find that organic versus ads is too simplistic, whereas content versus campaigns is is a much more useful distinction. James Andre over here.
7:07:10Hi again from last night. All good. Uh gave me lots of clarity last night about a couple of things.
7:07:17So I I have like two short questions to be honest. Uh number one example um my coaching business right fitness coaching business right now is uh I would say force driven cuz uh I've been working with some people right and like in their community not onetoone uh so they use mo like a lot of like uh the acquisition type of you know they're working with hormosi they're working with they work with Charlie Morgan and so on so we use like a lot of force uh meaning and I just realized right now on this worship that I'm using a traditional lead generation and about a thousand conversations with my appointment setters and the leads generated through my Instagram account >> uh maybe get like 20 sales high ticket sales like for my coaching program right >> so you need a lot of volume a lot of uh traffic like in the top of funnel and uh let's say I would and my pretty much the leads depend a lot on how my Instagram stories perform because we use like a hand raiser funnel, right?
7:08:20People interact, lead magnet, open a conversation, and although it's not too ethical, but it's what I've been taught. It's uh we withhold the resource up until we have like three four uh text messages with the person, and if any friction is generated, then we sort of give back the the the resource to activate again the the conversation.
7:08:41Now, if I don't love it because, you know, an Instagram story out of 10, probably one sequence will work and uh the other nine will plop. For example, I've had days where I have 110 replies to a story asking for a lead magnet. Maybe one prospect disqualified and some days we have 15 replies, some days zero.
7:09:02So it it's not predictable to me or or or >> is it working though to like >> are you getting some outcomes from it? to be honest uh I'm in like the six sevenk a month range for you know for a while and it was been pretty much like organic up till now on we just started like a a little broad campaign then uh with a broad audience um interest audience and 1% look alike right just yesterday to get like more people in the top of funnel coming in uh but after a conversation last night and I've been talking also for like a couple of days.
7:09:43I think it's your onetoone client. I think it's Louis Joe Calbert or something. Um, so let's say if I were to transition from a uh force-driven business model to an idea driven, right?
7:09:56As we talked last night about the, you know, the differentiation, communication, messaging >> and so on. Uh, how fast or how slow should I be doing something like that? Like that transition?
7:10:08How fast how slow should it be? In case that's uh that's what I >> Good question. Yeah, good question.
7:10:15>> If something works, even if it doesn't work that efficiently or particularly well, the in in funnel land, everything works, right? So if you've had now cl new clarity over message and the which market that matches with, the wise thing to do is apply the messaging to the existing funnel to see what happens, >> right?
7:10:51>> Because building funnels is lots of work. Optimizing funnels is lots of work. Changing messaging is the simplest path to refinement of something that's already moving, that's already going, right?
7:11:15And that is the least risky path because starting a new funnel is risky, >> right? uh replacing a funnel one funnel with another one is highly risky because nothing has a guarantee of working and there are many circumstances beyond your control.
7:11:34So the first thing I would look at is refining the messaging on the current funnel and then seeing the results because you get a feedback loop real quick, don't you? >> Right. >> Yeah. you will know >> within a few days whether the new messaging is landing or or you know and then you can discern do I have these people in my audience do they get the offer etc etc so go messaging first because remember messaging is targeting and also remember every strategy works that some are just more efficient than others and some suit some people at different times better than others right but all my all my things are are meant to stand the test of time so not someone's not pulling the funnel down and that they're taking the newest, greatest, sexiest tactic and only running it for three months and then because everybody's doing it then it stops working.
7:12:26So start with messaging. Then I would um I would treat that as your first version of like you know the DCM1 funnel and then I would go to the the two and start to generate customers and and get open that buying path up >> because what you >> what you have with an audience is essentially potential energy. on the power laws, what most people do is they pull out one to 3% of the audience into clients, right?
7:12:55And set another way, 98% of the audience haven't bought anything from you, haven't given you money, haven't transacted with you. It's useful to know how much of your audience can actually buy something from you in the first place and give you even a dollar, right?
7:13:16So running customer offers gives you a sense of what your power laws are because it's like okay well if I've got 10% of the people buying $9 and $15 and $25 things and I've got one to two% buying you know 2,000 3,000 4,000 $5 things. How do I fill in the gaps in the middle? And so you go to the other end and you say, "Let's generate some customers and let's generate some cash flow." Because what a lot of people have done is they've invested in this audience and they've only monetized 1% of it or 2% of it.
7:13:46So they have an absolute boatload of unsold things and at the moment it's waste. So you convert waste into into something productive and that something productive, you know, it's it's you see what it turns into. >> Yeah, absolutely.
7:14:02Thanks again for the for the clarity. If I don't want >> just a just a like a real like practical thing with that. If you make your first low ticket paid product a live workshop, you get to benefit from the fact that you both generate cash to get people to that live workshop, but you also get the opportunity to make an offer, >> right? 100%.
7:14:26So selling them like a static low ticket product is a bit of a waste when you can do a dynamic low ticket product which is come to the workshop or by the way buy my coaching because this is what's inside it. >> So if you're if you've got the opportunity to do your first customer product do it live.
7:14:44It's faster too because you don't have to package something up and produce it. You just need to get people to turn up at a certain day at a certain time. >> That's cool right there.
7:14:53Yeah. Absolutely. Uh honestly, uh you probably 20x the value that I I expected from the the workshop and I'm very >> that's always my goal.
7:15:04>> Grateful for that. And my my last little question since I've been talking to I don't know if it's Lewis or Louie, right? Joe Calbert.
7:15:11Um >> it's very specific in the way you pronounce it. Trust me. >> Yeah.
7:15:16And uh you know I I saw the magical Google doc uh and we today and the one to one looks pretty good now would you say like with the moment and this is my last question um at the moment I am right now would it be more convenient to get some speed for example because I can't I wish I could afford your once but I can't hopefully someday and um and get somebody like uh him to get me some speed like and some momentum to get started and so on and sort of putting on the table, you know, what about the transition and the risk and so on and this is probably what I talked to James and so on or will you point me like after this workshop for some other little like little bits and pieces for from your um offer products or or something like that and that would be >> yeah I I'll open up the syndicate next week and make an invite to everybody who's you know not currently a member and that does have a little bit of me because there'll be a monthly workshop in that with me and um I will tell you now it's 100 bucks a week so it's relatively inexpensive for you know that level of access and those things honestly if you've got an offer now the smartest thing you can do right now is put that offer in a Google doc apply a weekly price use the hook of you can get started
7:16:41today with me for X whatever that weekly number Send it to people who you've got on a sales call who are unsold and re-engage those people. >> Great. I have like 15 of those.
7:16:54Yeah. >> Yeah. Then you work backwards from there.
7:16:56People who were interested but didn't book a call through a setter. Hey, I know like how much is your is your high ticket offer? Uh right now on call it's high ticket for like the market but I know it's probably my my limit beliefs. uh 600 for uh bucks for 12 weeks uh inside the call or 800 outside of the call.
7:17:17>> Okay. So 600 600 for 12 weeks is 50 bucks a week, >> right? Yeah, it sounds when I saw the the weekly pricing today uh I was like it changes the perception of >> Yeah. the thing.
7:17:32>> So So the way we do it and I'll give you a crash course in financial engineering. The way we do it is we we essentially add the payments up weekly. uh over the duration of the offer in most cases um to add up to more than the current pay and full price, right? Because we want to maintain the current pay pay and full price of 600.
7:17:52So you you say that it's um you say that you can get started today for $60. So $60 um 12 time 60 is 720. So they can either pay $720 over over 12 weeks or they can save $120 today and pay 600.
7:18:06Right? when you sell, you say, "Hey, I've been thinking about you and you know, I know you're I know you you'd see a lot of value in the offer, but you said, you know, that maybe it was too expensive or you couldn't get started now. Um, if I had a way for you to get started for $60, would you be interested?" So, you ask permission to send the offer.
7:18:23You send the offer, they will the $60 number is way more attractive than the number they've been pitched before. And then they go, "Okay, let's get started." Because it's all about this the now number, the $60. And then they get started. when they get to the the checkout which you send them, it has $600 price there and the $60 a week price.
7:18:43There's lots of things. >> There's other things that go on in terms of in terms of weekly pricing and engineering and you can be like almost endlessly creative and also quite tricky with pricing and because it's a magic unlock. But if you do that, you will probably double your conversions right now.
7:19:03That's insanely great. Uh, that's it for me, James. Um, thank you.
7:19:15I I'll put if I said that in 46 seconds, I'll put it on YouTube later. That that and I was talking through everybody, right? Do the math.
7:19:28So, um, if you've got a high ticket offer, which many of you do, do that. Go to unsold leads and then go to people who haven't booked calls and then go to people who might be familiar with you and go through from hottest to coldest and go through that and say, "Hey, I've been thinking about you. Um, if if I found a way for you to get started for X, which is the weekly number, do this.
7:19:54If you want to collect the the biggest number of paying fulls and like cash flow is a priority like immediate cash then you make the discount um large and large I mean 30 to 50% over and above that like you could do you could do in the example there you could do um 12 weeks at $100 and get started for $100 and then have $600 in the cart.
7:20:16So, they get a 50% discount for paying in full in most cases, unless there's data that that proves that the product is priced incorrectly, which I uncover a lot with with private clients as well, that it's just it's as underpriced or overpriced. Um, then it's that will you maintain the current pricing of your of your midt or high ticket offer.
7:20:40So you m in that example you maintain the 600 and then you place a pricing plan over the top to increase the number of conversions. If you just want sales at any measure whether it's paying falls or weekly you can have a smaller delta between the um the total you know that 720 and and 600 there will be some pay in full still.
7:21:01I would estimate that about onethird of people will pay in full even if they said that they couldn't afford it in the first instance. That was the one of the more interesting things about this, you know, the price that pricing mechanism. Uh if you want um if you don't if it's just about getting people started and you have good retention, then it's wise to um not discount the pay in full too much and just make the weekly pricing really accessible.
7:21:28anything um that's you know short duration based or like consumer consumer um weekly payments 75 and under work really well in B2B um 100 to 200 works particularly well um and to do with coaching if there's a one-on-one component or there's a program component you can be anything you know anywhere between kind of 300 and 750 add a th000 bucks a things get different at 2,000 bucks a week.
7:22:03You need to be somebody to sell it as the as the the the the rundown, if you like. Do the maths. I've given you the the big piece.
7:22:20Math is fun when you use it to your advantage. Hey, >> pricing is the big unlock for most people, you know, with an existing offer. >> Who was that?
7:22:33>> Uh, that was me, James. Just to Sorry, George. >> Fight paper scissors rocks.
7:22:41>> Um, uh, where you There you go. You're up. >> Go, go for it.
7:22:45Go for it. Mo, >> why? >> Hey, James, I just wanted to ask, it's interesting that George is up there because he's helping me out with this.
7:22:51Um, I've just been through all the sovereign ace AI stuff with the which is just it's brilliant. It's staggeringly good, mate. >> The new the new one's 10 times better.
7:23:01>> And I've Well, great. I'll go back. But I've got I've got all the my DCM built out and I got a better understanding of it, deploying it now today.
7:23:12Um, and the offer printer and all of that. I was about to build it all and George was actually going to help me with building it all out in GHL. Is solos OS something that's I should be doing it in instead of GHL or should I >> No.
7:23:27>> Okay. Got you. >> No.
7:23:28Yeah. The workshop um the workshop we've got a page builder in there. Um it's very limited and it's in beta and it basically produces a static landing page with an opt-in that goes to a lead just as a proof of concept.
7:23:41So you you'll see that when you get access tomorrow. Um the intention is obviously to build a full a fullyfledged funnel builder and we'll get there probably quicker than we think. Um but right now build everything in GHL with the templates that are in the training.
7:23:55>> Excellent mate. Thank you very much. So George, that's a >> cheers.
7:24:03Hey James, uh just a question on on scaling ads. Um, so I've got I've got my DCM funnel working super super good. Um, I'm and it's and it's going well.
7:24:14It's just like I got my first high ticket sale a few about an hour ago. That was that was cool. And that was from the >> pay out of the out of the DCM.
7:24:25>> Yeah. >> Lovely. >> So yeah, 200 bucks a week.
7:24:30It was heavy discounted 5998, but um yeah, it was cool. >> Very cool. Um, so, so the front end's converting super well now.
7:24:39I've got a number on the back end, which is good. My my question is on scaling. >> That's huge.
7:24:45Yeah, it's it's it's over time it's more significant than the front end because if you when you optimize that flow there, if the front end's just, you know, just getting customers and then when it starts pumping out clients, then you've got something that you really really can lean into. So, it's it's big. It's big.
7:25:01It's huge. >> Yeah. Yeah, I I I felt that cuz I I manually sent out the cash campaign which ended last Friday and I added it into the automation sequence and so this guy just replied to today's I have to end this um which was a week later.
7:25:21So it's started to trickle in on the back end which is yeah it's cool. >> So my ad question though um so it's converting well on the front end. My average order value is about 28 28 bucks.
7:25:35So the bump's super good. Um I'm just thinking of scaling and where I'm going to going to take it. I market is is small.
7:25:43Um there's probably going to be a time soon where that first $9 offer is going to reach its threshold. So when when you were I was watching when you were rolling out the $9 offers, you were just continually adding new offers as you went. Do you just from a technical standpoint just throw them in the same campaign and just see what's converting better to the next or would you create a new campaign every time a new >> Yeah, you you can put them in the same campaign as you roll them out if you want to get real ad technical and dorky.
7:26:16What you can't do anymore is run um the same angle with multiple creatives. You need separate angles down at the ads set in the in the um in the um in the ad level, but you can run them in the same campaign. Yeah.
7:26:35>> Separate angles in the ad level, not the adset level. >> The data the conversion data is stored at a campaign level. So the learning happens at a campaign level.
7:26:47So if you had three offers, you could have one adset for each inside the campaign and then you have each individual angle inside the adset. That's just a simple an overly simplified campaign structure, but it works. >> Got it.
7:27:01Okay, >> does that make sense? >> Yeah. So separate offers by campaign.
7:27:07>> Anglece once it reaches at >> probably won't get there because of like addressable market size. So you don't need a particularly complicated campaign structure because once you see it start to the ROI change, you kind of covered the whole market because of your audience. >> Um but that that campaign structure will will be do you well right now.
7:27:36Cool. And as a correction, ads set level for the different offers, different angles inside the adset. >> Yeah.
7:27:47Cool. >> What What used to be what used to be good was having one to three angles dynamically and changing with 10 different pieces of creative. That doesn't work anymore for whatever reason.
7:28:10Um, and so you need one angle with one piece of creative with one headline in one ad and then you need to run it inside the adset. So you have more ad you have more ads in each adset. dynamic ads right now aren't working.
7:28:31But again, like we could talk in two months and that changes because that's how it works. >> Yeah, for sure. So, so just to clarify on that, multiple ads, still separate ads or do you do the whole merge all the creative in one ad and >> separate decide separate ads?
7:28:50>> Yeah, separate ads still. Yeah. Cool.
7:28:52Yeah, >> it means you have a metric crap ton of ads, but who cares? It works. You just find them and >> change them.
7:29:01>> Yeah, cool. Awesome. Thanks, James.
7:29:05>> Cool, man. Well done. The 28 bucks is probably pretty okay in your >> Is that in the martial arts category or something else or more general?
7:29:24>> Okay. >> Yeah. So, I've got I've got a $9 $9 offer, 29 bump as you suggested, which converts is it's probably also that seven seven out of 10. um >> once you got there like it's almost imposs once you've got a in that 70% it's almost impossible to beat it even if you change the price.
7:29:45So I've tried different bumps and as soon as you got a 70% converting bump it's like okay just just leave it just keep going. >> I've got a upsell for the 99 and that that does okay.
7:29:59Um, and then >> try try putting try you don't have too many mechanisms to use in in a market like yours. So, what what I do is I'll put the price of the upsell up to $1.99 and then I'll put the downell as a payment plan for the um or or a discount for that one. You'll find you just get a a bump in conversion.
7:30:20You won't get a bump in conversion, you just get more money out of the funnel. >> Interesting. >> So, put it up to 199 and then you you've got two options with the downell.
7:30:31You can either have a payment plan for the downell like four payments of 50 bucks or you can have um or you can just discount the the downell back to 99. >> Interesting. >> It's it's partly to it's mostly pricing psychology at that stage.
7:30:49They're like, "Oh, I can get it for $99." When on the last page it was $1.99. So, your overall conversions um can go down on the upsell, but both of those combined will make more money out of it. So, I've regular seen people squeeze another 20% out of average order value doing that.
7:31:12>> It's the lazy man's way as well because you just got the same offer at two different prices. >> So, you don't need to do anything up. >> What's your reason for discounting the offer, though?
7:31:23>> Who cares? You don't need one. You're just saying get it for this.
7:31:27I really want you to have it. [Music] >> Okay. The I tried a client offer on the back end which Yeah. that just didn't hasn't done anything.
7:31:43So it will >> Is it a coaching offer? >> Yeah. Real hard to sell to cold traffic.
7:31:50I I discounted it as a a 3.99 and then downell. Yeah. But none of them work.
7:31:59>> This is this is a really this is a really important insight at this stage. >> Coaching is really difficult to sell to cold traffic. The reason being most people don't buy coaching, right?
7:32:14So if you want to sell coaching as a like a primarily coaching offer or like a done with you offer shall we say to cold traffic, you probably need to frame it up with the install frame and then hide the coaching and the offer. The delivery mechanism can still be calls and coaching and I'll guide you through it and those things, but you need to make the offer more tangible, which is I'll install this and this will get done, right?
7:32:50And so you you shift the frame of the offer to be more about what gets done and it just happens to be done via coaching. >> Got it. That was a question I had when I looked at the funnel because I saw you had the install offer, but I know you didn't have it as in a I guess as in a funnel for the lack of a sense.
7:33:14So, if you did it that way, would you actually offer the install offer on the on the same? I know the conversions would be non-existent or low, but then use the cash campaign to go back to the install offer instead of a continu continuity. Yeah.
7:33:31>> Yeah. >> What I'm saying is that um coaching takes a fair amount of time to sell to people. >> Yeah.
7:33:38>> And it only sells to certain people. And this is like don't know why people don't talk about this, but people seem to imply that coaching is like really easy to sell to everybody. And the reality is that very few people seek external points of help.
7:33:58And when they do, there's a level of vulnerability in it. So they have to be comfortable. And so when you frame when you frame coaching with an install, it reduces some of the feeling of like I'm going to coach you and you need help.
7:34:13And the the only place this doesn't apply to is like very high level um like leadership coaching and those kind of things which are coach are coaching, right? there's no real way to dress them up in something else that's not worth doing because it actually obfusates the the actual thing that happens. But business coaching, fitness coaching less so, but still if you framed it as a you know, I'll install the system so you can you know get muscle or lose weight.
7:34:47Um all of those things are are you should ideally um you know focus on what gets done and what is installed and what is what the outcomes are much more than you should say the the the modality that it is but that's a very nuanced thing you know I can I >> telling you these things like can make these things more complex in people's heads and that's not the intention but I sell one-to-one coaching in two different ways depending on whether that person is coached or open to coaching and they just go do you want do you want to work one-on-one together and that's a coaching offer.
7:35:32If they're less familiar or oh they want some more kind of tangible things then I'll wrap up the coaching the delivery is the same in a in an install offer. Make sense? Yeah, cool.
7:35:47I might give that a shot. >> So, if you if you take that six grand offer and wrap it wrap the install, you know, framing around it, you'll find that it works better right where it is. Just that change will improve conversions.
7:36:03>> Yeah. >> You you lock into the people who buy coaching, which you which you've done, which is great. >> Again, like the delivery doesn't change.
7:36:13>> Yeah. I like it. Cool.
7:36:17Good stuff. Thanks, James. >> It's amazing that no one's told that.
7:36:24E, >> is there anyone else think that? People are like, "Yeah, yeah, you just sell coaching to everyone." It's like, yeah, there's there's so much contextual relevance to like the general you just run you just run a felon and sell coaching. And it's like, yeah, well, yeah, maybe there's there's smarter and more efficient ways to to frame it up.
7:37:01>> Juna, how do you say it? Ya. >> Ya.
7:37:06>> Yes. Finnish name. It's uh from Bible.
7:37:10I guess it's Jonah in Bible, but it's a Finnish version of that. Yeah. Um, hey, thanks.
7:37:18Uh, great content, great value. Um, interesting thing in my market in Finland, it's really hard to get basically anyone in a free coaching call slash uh sales call anymore, consulting call. >> So, The European the European mind is a is a different beast when buying coaching.
7:37:40Yeah, I'm familiar. >> Yeah. Yeah.
7:37:43Yeah. So, I ran this 47 euro um low ticket offer >> that was like there was like so you can like take imple implementation call with me 45 minutes or so. So, I ran it organically and it was like two days.
7:38:02I sold 10 of them and I booked calls which never happens if you do if you would do it like free and then I sold one high ticket offer and this was like two weeks ago. >> Nice.
7:38:17So would that make sense to you to run it as a like uh with ads as a low low ticket >> and you're a funnel. >> So you make the um you make the call one of the bonuses of the product, >> right? >> Yeah.
7:38:36>> But it's um the best practice with a front end if you're running ads to it is it's an unannounced bonus. So they don't see it until they actually buy it. >> Hey.
7:38:45Oh, >> you buy this $47 thing and you actually get a um 30-minute call with me, >> right? So, you get a lot higher adherence to because it's part of the product. Um and you don't get that skepticism of like, oh, is this actually a sneaky way to get me on the phone and sell me something?
7:39:03>> Yeah. And the angle could be like because here we have like basically five business coaches in Finland to be honest. So the angle could be like um crafting your offer like that that was over offer crafting Google doc kind of thing which nobody does here.
7:39:24So it it would could be something like uh creating like getting help or creating an offer uh is like now very accessible with me. So that could work because everybody thinks that you need at least €1,000 to pay a coach to help with offers and stuff.
7:39:48So I don't know >> the cynicism in marketplaces which is absolutely Scandinavian market the German speaking market you know I've all been help people in and be involved with them. Um the French are a completely different beast, but the both of those markets operate very similar and cynicism >> cynicism of and skepticism >> the the least skeptics are the English and then Scandinavian and German speaking markets are the probably the most skeptical, you know, in terms of that anything's free.
7:40:25They're like looking for the thing. When you have inbuilt cynicism, it's not actually that difficult to just completely turn it upside down because by giving them more than they can possibly expect, right?
7:40:40So, if I was you, how I'd do it is I'd get them on the call and I'd write the lead of the offer. So, I'd write the, you know, what do you want to help people do over what time and how much do you want to charge?
7:40:56And I'd literally give that to them. And if they felt excited about it, that idea that you've just helped them form up, you've probably extracted from them and frame it, then that puts you in the best position. If they're not, if they don't give a [ __ ] then none of this applies.
7:41:15But if they're, hey, I see I want to do this and I want to see how it works. I want to complete this offer and I want to get it out there and make three sales or something. Then they are prime for the next offer, right?
7:41:31But that is particularly effective in markets that aren't really given much. So you give them something that's fundamental and profound and you give it and and if it's relevant to them then you've just opened this window to make the next offer very very because you're just like well do you want to do this offer or not? M >> and so if you do that, you're going to get the best people, but you're also going to have that a pattern interrupt of like this guy just is here to screw me over and take my money and it's all a scam and blah blah blah blah blah and whatever stuff is running through their head.
7:42:14Yeah, it's it's interesting market because like obviously me as a business coach nerd, I consume your stuff and Americans and everybody. >> You don't buy like them. >> Yeah.
7:42:25They're they're they're just like >> you live in a different bubble and they live in that bubble. >> Exactly. So understanding how they buy is the critical thing because it's not the same as you. in the sales calls my best closure is that I will say to them that honestly uh like this is not easy and I I won't give any guarantees.
7:42:47So that's the best closer that for in my market >> in a weird weird way. >> No. >> So when when you >> Europeans are like am I going to suffer?
7:42:58Is it going to be really different? Right. I'm in.
7:43:01>> Yeah. >> Sign me up. I'm only half joking.
7:43:06The the level of complexity you can sell into those markets is like sometimes absurd and the level of directness you can be of like all the steps and this is what it needs to be because that feels um and is closer to the truth. And so when you expose those realities there then you're more likely to invert. Whereas the western mind is like, can you just lie to me and tell me it's going to be really easy?
7:43:36And again, I'm like I'm being facitious here, but like you can tell I'm not joking. You know, the people are like, "Yeah, this is three easy steps." And and they're like, "Fuck yeah, I'm the three." And the Europeans are like 29 steps. Sign me up.
7:43:54>> Yeah. >> Pain, suffering, bleeding, even better. Exactly.
7:44:02>> And and that that phenomena like you can repeat that um Valentin is in Austria, you know, speak German speaking market coaches, both fitness coaches and and business coaches. He does great on, you know, paid workshops. But again, like trying to get people, you know, back in the back in his old model and back in the previous days to turn up to a call, book them in the first place was like just pulling teeth.
7:44:26But paid workshops work extremely well both to sell a one-on-one frame. Um they um one-on-one coaching in some ways in Europe is easier to sell than kind of because it's easy to understand and it's like okay let's do the work >> and then you know a community offer about €3,000.
7:44:45Yeah, the the you can repeat those workshops quite a bit. And what you'll find is you also you you will have a um what I would consider an unnaturally large customer base. And what I mean by that is that you'll have people 10 like people buy 1047 47 euro workshops and you'll be like what why don't you just join the membership and they'll just keep buying.
7:45:08They are >> true customers. And some there's some markets operate like this in in in western other western countries like English speaking world where you will have a customer where you're just baffled why they don't just join the membership or you know some and they go longterm but they will make a custom of buying like they are the word customer they will make a c you know I I' have people like that in my just buy a lot of customer offers and they're like no I want to do this I'm going to buy $50 $100 things like most weeks and So, and you you ask them, but you accept that that that's just the buying behavior and it's okay.
7:45:49And um one day they might convert into a client. >> Yeah. There's like one lady like I yesterday I launch a launched a workshop and then I checked the stripe and there was oh she again uh but when we have a conversation she's never ready to >> get into the program but she already paid me like 400 in in like tickets >> and she may never she may never will be.
7:46:15>> Yeah. >> And she's quite happy on that realm and and actually doing anything that kind of bucked that trend would actually be counterproductive for both of you. she gets some level of contentment and enjoyment and insight from buying on on that on that cadence. And um if you want to let her, it's probably wise to keep letting her do it.
7:46:34>> Yeah. >> Thanks a lot. >> Cool.
7:46:40Be I think you know I've kind of I said it but also the unspoken is a huge part of this game is empathy. you know, and I and I get you to I get you to lean in early about both who you are, but also like who you're ideally selling to, you know, on a on a values basis and a lot of other dimensions. How understanding and observing how people buy in the categories and the industries you operate in is really crucial.
7:47:17And I've been in and party and a member of and sometimes an adviser to a lot of programs that were just couldn't work out why people weren't doing the thing or weren't buying the stuff. And in many cases, they had the who right and they had the offer right, but they were using a framing and a sales process that was just completely counterintuitive to the people who who were going through it.
7:47:47a a a classic example is um property coaching to you know mom and dad's kind of stuff you know could BTOC high ticket property coaching a lot of those people um when and when that virus thing happened those people who were selling in that market tried to convert from an inerson event thing to go online a ton of them went online and they couldn't work out why people weren't booking calls And the average consumer does not book a strategy session, right, by clicking on a page and going into a calendar and all this.
7:48:26They're like, "What is this?" Right? But they do apply for things. They do receive quotations for work to be done, right?
7:48:35And I did some consulting where I was like, "Yeah, they're not going to come." And they're like, "But why? my coach told me that I should just run 45 minute strategy sessions and I'm like have these people ever booked a strategy session in their life and they're like no and there's I've come across so many examples of that where people are using framing especially because the sales process can be kind of the same but it can be framed in a different way.
7:49:09You can change a um you can change a strategy session to an application for example. The same thing the application can have a call booked as part of your application where the frame is completely off and it and like no results happen and they change the frame and then all of a sudden the thing takes off, right? which is all to say like think about a lot about how people buy because empathy is like getting into their mind and those things, but you need a level of um behavior understanding as well.
7:49:42And if you're asking people to do things that they've never done before or they're not used to doing or are just completely outside their realm of understanding, you're going to be really frustrated and you won't know why. I've got a great offer. I'm talking to the right people.
7:50:00And then just the way it's framed is like, I'm not booking a strategy session. I'm not, you know, there is a few instances where I've talked people away from using Google Docs and said you need a sales page because in this market that's how people buy, right? And so it's all to say that a little bit of empathy, as in putting yourself in someone's shoes, goes a heck of a long way when you're talk when you're um doing these things because in the virtual and online world, we don't have that full feedback in front of our faces.
7:50:40It's not there, you know, all the time. And so we have to deduce things. Why did they ghost me?
7:50:50Why did this happen? Etc. And if nothing's happening and something that looks like it's really dialed in, dialing in on how it's presented and how it's framed and how it's um is is really important.
7:51:13I'll stop at the top of the hour. So, if anyone's got a last question or comment or feedback or anything else, >> did I ask one last question, James? >> That was the invitation.
7:51:32Go ahead. >> Um, yesterday you mentioned pricing. You don't want to be in the middle.
7:51:38And in terms of the middle like for coaching um a weekly call for 12 weeks is 997 too much in the middle group coaching. Uh no it's it's at the bottom. It's at the low end.
7:52:03>> It's low. Okay. >> Yeah.
7:52:07The other the other component of of being in the middle is that you might not want to have pricing that sits in the middle. You might want not want to have linear pricing like >> so is like 2k something that would be in the middle. So, for example, where you'd where you'd have something that was figuratively in the middle is if you charge 997 for group coaching and you charged $14.99 for one-on-one coaching.
7:52:37>> I would have group coaching for 997 and I'd have one-on-one coaching for 9997. >> Okay? >> And I'd have a huge distinction between them.
7:52:49Mhm. That's helpful. Thank you.
7:52:56>> Pricing is um when I say pricing is relative, it's relative on so many dimensions. It's relative to your relationship with money. It's rel relative to what you've sold before.
7:53:07It's relative to what you think you can confidently ask for. Then it's relative to the marketplace and then it's relative to what other people are selling. Right?
7:53:16And when I say you don't want to be in the middle, it's another way of saying is like you don't you can use pricing to stand out and you can use pricing intelligently stand out by having high contrast like I just said there. You know, have your one-on-one coaching 10 times more than your group coaching or you can be the very most expensive or you can justify it or you can be the cheapest.
7:53:40Right? When I say like being in the middle is risky. Being in the middle on when people judge it is kind of like, oh yeah, okay, it's not a place you want to be.
7:53:52And they go, oh h there's no imperative to move. But when they say, oh, it's relative. Like, hey, that 997 is amazing value compared to the 9997.
7:54:04Then if you price anchor, you can even price anchor people psychologically on things that you no one even sells. I've coached people that have $100,000 offers um knowing that they wouldn't sell for some time until their authority was was to a certain degree they would. Eventually they sold, but they didn't sell their $100,000 offer for six months because no one came along to do it.
7:54:27But their other offer converted better because the the $100,000 offer introduced a relative comparison. Right. >> Right.
7:54:37Framing. Yeah. >> Okay.
7:54:38Thank you. >> You know everything psychological. >> And but in terms of like you said the market how it's changing like how do you see it changing?
7:54:49Is that because you have to stand out now to actually make sales whereas before you got away with not needing to stand out? >> Yeah. Now, >> yeah, >> we've gone from you know the dimension that you were wanted to be was the best and fortunately or unfortunately now all you need to be is different.
7:55:15This is challenging from a practical and ethical standpoint because there's some people who are very good at being different, but they're very bad at being good. So, you have an a an maybe a a flow of money to people who might not be able to follow through with it. But >> on the same token, it means that the route to um utility and helping people is a little bit shorter because you don't have to necessarily spend all that time being the best.
7:55:48And while getting better and mastery of those things are are things that you I believe you should strive for because they're your ultimate long-term moat, being different is a a good way to enhance your journey on being the to to being the best because you can't be the best without working with people. Right.
7:56:10>> Right. You need that feedback and that's going to make you better. You need you need a lot of stuff in your in your arsenal to to take advantage of the of the >> the fact that when we are around when we are serving clients, we get better.
7:56:24When we get clients, we get better at getting clients, we also get better at serving clients and we get better ourselves, right? And if that if we take advantage of the fact that being different is the way to get clients, then being different is the way is one of the ways to become the best. >> Yeah, it makes sense.
7:56:51>> In the short term, being different is good enough. in the long term being the best is the is the only way that that you hold on to any of it or at least without you know at least with some ease. Okay peeps, thank you again. Uh we will send out login to the replay.
7:57:12There's also um a couple of additional trainings that I popped into there that were weren't recorded as part of here to just to bulk them out. Um the as part of your ticket and the investment for this um you will get updates to solo OS as in the core training that will be inside the the platform. Um so as I add additional pieces or anything needs to be changed that kind of core curriculum will be be dynamic over time.
7:57:43Obviously, I want you to join the syndicate later, but you can decide whether when and where when and how and why that's that's right for you. But um I will I am committed to you know making the core piece um you know as as good as it possibly can and there for the market and you'll have access to that for as long as you need it.
7:58:07>> Okay folks, see you around.
The Hook
The bait, then the rug-pull.
Eight hours, one folding chair, and a man sipping from forty-two things off-screen: James Kemp opens not with a tactic but with a body count of millionaires he has helped build alone. The promise is the whole game — a million dollars a year, two days a week, no team, no sales calls — and the first two hours refuse to talk about money at all.
Named ideas worth stealing.
01:11model
The Sovereign System (sequence)
- Mindset
- Individual (philosophy + principles)
- Kingdom (brand + category)
- Leader
- The Model
- Product Code
- Offer Code
- Hybrid Offer
- Dual-Mode Funnel (DCM 1.0 + 2.0)
The full top-to-bottom build order, done internally first and deployed in the market second.
Steal forstructuring any course or signature methodology as a sequence that builds belief before tactics
15:00list
Mindset primers
- Remove need
- Don't tell stories
- Normalize discomfort
- Think in questions not statements
- Default to speed
Five daily practices for staying out of anxiety and victimhood and in action.
Steal fora mindset section or lead magnet for a high-performer audience
1:40:00list
Six Sovereign Principles
- Lead yourself
- Set your knowledge free
- Teach your tribe to fish
- Build a tribe
- Show don't tell
- Pull over push
Kemp's operating principles, distilled from ten down to six, used to diagnose when a strategy feels wrong even when it works.
Steal forwriting your own public principles that double as brand and filter
1:10:00list
World-building components
- Characters
- Language
- Places
- Storylines
- Memes
The definable parts of a brand-world (e.g. 'the Brazilian,' Bali, oat-milk meme) that make an audience pay attention and buy naturally.
Steal forturning a personal brand into a recurring world people follow like a TV universe
1:09:00model
Three brand pillars
- World
- Identity
- Mechanisms
A brand needs a world to inhabit, an aspirational identity buyers become, and unique mechanisms; together they compound into authority and category ownership.
Steal forauditing whether a personal brand is built on more than just tactics
45:00list
Four modalities
- Coaching (discover the answer inside them)
- Consulting (give the answer)
- Mentorship (show how I'd do it)
- Creating/Curating (original or assembled ideas)
Treat these as dials you turn up and down per offer, not identities that trap you.
Steal forpackaging the same expertise into different offers without an identity crisis
3:25:17list
The Product Code (scalability scale)
- 1:1 / done-for-you
- Live events
- Group calls
- Virtual workshops
- Course/training
- Community
- Tools
Products ranked from least to most scalable; the more complex and variable to deliver, the less scale and the higher the price.
Steal fordesigning a minimum viable product menu instead of over-stacking an offer
3:40:41model
The Offer Code (three tiers)
- Platform (membership, low access)
- Program (prescription + access)
- Proximity (direct 1:1 access)
One outcome sold at three access levels; price reflects access and speed, and buyers ascend between tiers.
Steal forbuilding a tiered offer ladder out of one body of work
4:10:54acronym
The Three Ps of an offer
- Promise (what gets done, made specific)
- Plan (future-paced steps)
- Price (clear ROI, easy to start)
The offer lives and dies on the first page; get these three right and the words around them matter far less.
Steal forwriting the top of any sales page or Google Doc offer
3:06:40model
The 1m revenue math
- 16 proximity clients x ~$600/week = ~$41,280/mo
- 50 program clients x ~$200/week = ~$43,000/mo
- = 66 clients, ~$84,280/mo recurring
The whole business on one page: about 1.25 new clients a week, converting ~1-5% of 100 weekly leads.
Steal forreverse-engineering a revenue target into client and pricing numbers
3:16:40concept
Sales = 60/30/10
- 60% audience (size, relationship, perceived usefulness)
- 30% offer (clarity, specificity, timing)
- 10% copy
Most of the result comes from a receptive audience and a clear offer; copy is where people over-invest and get stuck.
Steal fordeciding where to spend effort when a launch underperforms
3:53:20list
Four reasons people buy
- Make money
- Save money
- Stay legal
- Live a better life
Pick one core; everything else is a benefit. Most solo experts live in make-money or live-a-better-life.
Steal forvalidating that an offer has a single clear core, not scattered promises
5:32:10model
Dual-Mode Funnel (DCM)
- DCM 1.0 client campaign: vision page + VSL + application + cash campaign + evergreen wait-list
- DCM 2.0 customer campaign: ads + $9 offer + ~70% bump + upsells + platform membership
Two funnels run together generate clients and self-funding customers at once; non-buyers fund the search for buyers.
Steal forbuilding acquisition that profits from the 97% who never become clients
6:06:40list
VSL structure
- Hook (big promise / unexpected insight)
- Call out the pain (empathy)
- Empathy + struggle story
- Transformation (tease, don't over-teach)
- Method + aha insight
- Case studies / social proof
- What gets done (the offer phases)
- Scarcity + urgency (real)
- Work-with-me CTA
An unscripted video sales letter in your native format; structure drives 80% of results.
Steal forrecording a sales video or even a high-retention YouTube video
4:51:40concept
Price engineering
- Weekly 'now number' for conversion
- Pay-in-full discount for cash flow
- Split pay-in-full across 30 days
- High-contrast tier pricing (10x), never the middle
Structure payments to the goal — conversion, cash flow, or client quality — using the psychology of the smallest visible number.
Steal forrepricing an existing offer to double conversions without changing the product
How they asked for the click.
VERBAL ASK
00:02product
“Get the $9 Hybrid Offer and the Sovereign Consultant book; join the syndicate at ~$100/week.”
Soft and pull-based — the course is itself the demonstration; offers live in the description and are mentioned in passing during Q&A rather than hard-pitched.
MENTIONED ON CAMERA
Visual structure at a glance.
