50:08Omar Eltakrori · Talking Head
How To Teach and Grow Rich In 2026
A 50-minute solo argument that teaching is the greatest business model — and that most experts fail not from lack of knowledge, but from having the wrong objective.
June 12thThe argument in one line.
A personal brand now outperforms a business brand by roughly 20 to 1 because recommendation engines read content itself and match it to the right people, rewarding founders who post consistently and relatably over companies leaning on institutional trust alone.
Read if. Skip if.
READ IF YOU ARE…
- A founder or CEO who still routes all marketing through the company brand and hasn't built a personal following of their own.
- A business owner planning 2026 content strategy who wants a concrete cadence system instead of a vague 'post more' mandate.
- Someone scaling a small team who wants a role structure for staying lean between 3 and 12 people.
- A founder weighing an eventual exit who wants to understand how a clean business sale and a post-sale relationship actually work.
SKIP IF…
- You're a solo creator with no company behind the content — this is framed for founders and CEOs building a business, not creators monetizing an audience directly.
- You want line-by-line hook or caption scripts — this stays at the strategy and framework level, not tactical copywriting.
The full version, fast.
Daniel Priestley argues a founder's personal brand now generates roughly 20 times more attention than a business brand, and skipping it functions like a 95 percent attention tax. He traces why: platform recommendation engines evolved from chronological feeds into AI systems that understand content itself, so a brand-new account can reach the right audience just by staying on-topic. His system is short form, long form, lead form — daily hook content, then deeper explainer video built on proof, principles, and process, then a lead-capture step — because research says audiences need eleven exposures within ninety days to register a creator, and two to seven hours of content before they're ready to buy. He closes with how he structures lean teams of 3 to 12 people and how to exit a business without losing the relationship.
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Create a free account →Who's talking.
00:13guestDaniel Priestley
00:00hostOmar Eltakrori
Where the time goes.
00:00 – 01:06
01 · Cold open
Highlight lines from later in the conversation — the 20x/95% attention-tax thesis and the 'relatable beats impressive' story — used as the hook.
01:06 – 02:27
02 · Welcome back
Omar welcomes Daniel back for his third appearance on the show and sets up his credibility: eight appearances on The Diary of a CEO, over 40 million collective views.
02:27 – 06:26
03 · Why personal brand beats business brand
Daniel explains the origin of his book Key Person of Influence, the 20x/95%-attention-tax claim, and founder-led growth examples like Hailey Bieber outpacing legacy beauty brands.
06:26 – 09:18
04 · The Diary of a CEO story
Daniel recounts getting DM'd by Steven Bartlett while skiing, hitting 2 million views despite expecting the episode to flop, and receiving the text that became the episode's theme: relatable beats impressive.
09:18 – 13:02
05 · Relatable beats impressive, and intellectual capital
Why a story a few steps ahead of the audience outperforms one a hundred steps ahead, and Daniel's method for mining personal history into documented, teachable 'intellectual capital.'
13:02 – 16:26
06 · Climb the podcast pyramid, and boredom as the price of success
Start on small podcasts and build up, the way comedians test material in small clubs. Boredom with your own material (Bon Jovi's 'Bad Medicine,' Federer, Metallica) is a sign you're doing the reps that lead to scale.
16:26 – 18:54
07 · Sponsor break, injury banter, and the intro-event business model
A mid-roll read for the Content to Cash Challenge, some banter about a recurring wrist injury, and Daniel's note that he's run roughly three or four 'introductory event' presentations a month for fifteen years.
18:54 – 25:06
08 · How the recommendation engine actually works now
The evolution from chronological feeds to collaborative filtering to engagement-based ranking to today's AI systems that read and understand content itself — illustrated with the 'magical phone' analogy and an antique-lighter-repair rabbit hole.
25:06 – 29:52
09 · LinkedIn's 2026 algorithm shift, brand vs marketing
A gear-guide plug, then how LinkedIn's March 2026 update killed low-effort engagement-bait posts in favor of substantive ones, and a reframe of top-of-funnel brand content versus direct-response paid ads.
29:52 – 33:09
10 · Short form, long form, lead form
Daniel's content system across his group of companies: short daily hooks (pain, prize, problem, news), long-form explainer content built on proof, principles, and process, then a lead-form conversion step.
33:09 – 40:50
11 · The 11th-time rule, the two-to-seven-hour rule, and platform cadence
Research says audiences register a creator on the eleventh exposure within ninety days, and need two to seven hours of content before buying. Posting cadence differs sharply by platform — LinkedIn punishes double-posting, X rewards it, Instagram behaves like 20-plus products.
40:50 – 47:47
12 · Created value vs received value, team size, and the bank-robbery hiring analogy
The leverage math behind content (created value vs received value), the 3-to-12-person team sweet spot and Daniel's four-person super team, and his bank-robbery / Ocean's Eleven framing for assembling a founding team.
47:47 – 53:24
13 · How to sell a business and stay in the relationship
The process of selling a business — building a brochure and financial forecasts, selling the future rather than the past — and why the best exits keep the founder paid and involved for a year or two afterward.
53:24 – 1:00:47
14 · Audience Q&A: daily content cadence and using Claude to mine stories
An audience member asks how to actually hit a daily posting cadence. Daniel describes feeding his stories into a Claude project to generate pain/prize/problem/news hooks for filming days.
1:00:47 – 1:10:14
15 · Audience Q&A: reverse-engineering the future and resource access
A second audience question on hiring leads into 'reverse engineer the future' versus forward-engineering the past, the 'aircraft carrier' framing for borrowing resources you don't own, a mattress-business origin story, and two closing beliefs: business is a team sport, and existing resources are always worth a conversation.
1:10:14 – 1:12:53
16 · Sign-off and closing thought
Closing applause and banter, then a final reflection on how AI-driven matchmaking between creators and audiences is about to change far more than social media.
Lines worth screenshotting.
- A personal brand generates roughly 20 times more attention than a business brand, and ignoring it functions like a 95 percent attention tax.
- Guest appearances compound: one guest's eighth spot on a single podcast produced over 40 million collective views before he built any channel of his own.
- Relatable beats impressive — a story that's a few steps ahead of the audience converts better than one that's a hundred steps ahead.
- Intellectual capital only counts once it's documented: triumphs, disasters, and remarkable results have to be written down to become usable brand material.
- Climb the podcast pyramid: start on shows getting 100 to 1,000 views the same way comedians test new material in 30-person clubs before Netflix specials.
- Boredom is a leading indicator of scale, not a warning sign — performers who've done a set thousands of times are the ones who've reached the big stage.
- Recommendation engines evolved from chronological feeds, to collaborative filtering, to engagement-based ranking, and now to AI systems that read content itself.
- Because the algorithm now understands content semantically, a brand-new account with zero followers can reach 100,000 people a week by staying on one clear topic.
- LinkedIn's 2026 algorithm update killed engagement-bait posts (a quote plus 'I agree, what do you think?') in favor of long, substantive posts.
- Platforms reward frequency differently: LinkedIn penalizes a same-day second post, X rewards constant posting and arguing, and Instagram behaves like 20-plus separate products competing for attention.
- People register a creator only on the eleventh exposure, and that exposure has to land within a 90-day window, according to the research cited.
- Understanding a value proposition well enough to buy takes a buyer two to seven hours of cumulative exposure, whether the product costs $50,000 or $200.
- Created value versus received value is the core leverage math: one hour of podcast recording watched by 10,000 people returns 10,000 hours of received value.
- A four-person team built around an AI layer — a face-of-the-business Key Person of Influence, a head of growth, a head of delight, and a head of performance — is enough to scale a business to 7 or 8 figures.
- The lifestyle-business sweet spot is 3 to 12 people: fewer than three puts too much on each person, more than twelve adds coordination overhead.
- Reverse-engineer the future instead of forward-engineering the past: design the finished team and business first, then hire toward that snapshot rather than adding one role at a time.
- A strong business exit reads like passing a relationship forward, not handing over keys — the best deals include 12 to 18 months of paid speaking, advisory, or licensing income after the sale.
Personal brand math: 20x reach, an 11-touch rule, and a system to hit both.
WHAT TO LEARN
The algorithm now reads content well enough to matchmake it to the exact people who want it, which means a consistent, relatable personal brand outperforms a polished company brand — provided you show up on a schedule the research actually supports.
03Why personal brand beats business brand
- A personal brand generates roughly 20 times more attention than a business brand, and skipping it functions like a 95 percent attention tax.
- Founder-led brands are eclipsing decades-old institutional brands because trust now concentrates around a visible person, not a company name.
04The Diary of a CEO story
- Guest appearances compound: repeat spots on the right platform can outperform building an owned channel from scratch.
- Expecting to underperform and still showing up is often what makes an opportunity pay off — the outcome isn't always predictable from the setup.
05Relatable beats impressive, and intellectual capital
- Relatable beats impressive: a story a few steps ahead of your audience converts better than one a hundred steps ahead.
- Document your intellectual capital by writing down your actual high points, low points, and remarkable results — it isn't usable until it's written down.
06Climb the podcast pyramid, and boredom as the price of success
- Climb the podcast pyramid: build reps on small shows or small audiences before chasing the biggest stage.
- Boredom with your own material is a sign of reps, not a problem — the people who've reached scale are sick of repeating themselves.
08How the recommendation engine actually works now
- Recommendation engines now read content itself, not just engagement signals, so a brand-new account can reach the right audience by staying on one clear topic.
- The platform doesn't need you to have followers or connections anymore — it's matchmaking based on what the content actually is.
09LinkedIn's 2026 algorithm shift, brand vs marketing
- Low-effort engagement-bait posts stopped working after LinkedIn's 2026 update; substantive, thoughtful posts now get rewarded instead.
- Brand content and direct-response ad content can run different levels of directness — one builds trust broadly, the other calls out who it's for.
10Short form, long form, lead form
- Structure content in three tiers: short daily hooks, long-form explainer pieces, and a lead-capture step where prospects self-identify.
- Long-form content should lead with proof, then principles, then process — evidence, reasoning, and a replicable method, in that order.
11The 11th-time rule, the two-to-seven-hour rule, and platform cadence
- Plan for an eleven-exposure, ninety-day runway before someone registers you as a creator, and two to seven hours of content before they're ready to buy.
- Match your posting frequency to the platform: LinkedIn punishes same-day double-posting, X rewards constant posting, Instagram rewards spreading across its many formats.
12Created value vs received value, team size, and the bank-robbery hiring analogy
- Weigh created value against received value: the leverage in content comes from how many people receive it, not how long it took to make.
- Keep teams in the 3-to-12-person range — fewer than three overloads each person, more than twelve adds coordination drag.
- Plan a founding team the way you'd plan a heist: figure out the target, the roles, and the plan before you start executing.
13How to sell a business and stay in the relationship
- If you plan to sell a business, build toward a sale that reads like passing a relationship forward — with paid speaking, advisory, or licensing income built into the deal.
- Buyers are purchasing the future of a business more than its history, so forecasts and documentation matter more than the backstory.
14Audience Q&A: daily content cadence and using Claude to mine stories
- A simple way to sustain daily content is to keep a running folder of your stories and use an AI assistant to surface pain, prize, problem, and news angles from it.
- Naming a specific ideal-customer persona makes it easier to generate consistently relevant hooks instead of generic ones.
15Audience Q&A: reverse-engineering the future and resource access
- Reverse-engineer the future instead of forward-engineering the past: design the finished team and business first, then hire toward that snapshot.
- Treat existing resources you don't own as fair game for a conversation — access is often available to those willing to ask.
- Business is a team sport: every visible individual success has an uncredited team behind it.
Terms worth knowing.
- Key Person of Influence
- A concept from Daniel Priestley's book of the same name describing someone an industry recognizes as central, trusted, and connected — the person whose name keeps coming up.
- Attention tax
- The loss in reach and trust a business absorbs by relying only on its company brand instead of the founder's personal brand, framed as roughly a 95 percent penalty.
- Intellectual capital
- The documented stories, remarkable results, and lessons a person has lived through that give them authority to teach or sell in their industry; it only counts once it's written down.
- Recommendation engine
- The AI system inside a social platform that decides what content each account sees, now built to understand the content itself rather than just engagement signals around it.
- Short form, long form, lead form
- A three-stage content funnel: brief daily hook content, deeper explainer content, then a form-based conversion step where a prospect gives contact details to go further.
- Created value vs received value
- Created value is the time spent making a piece of content; received value is the cumulative time or benefit an audience gets from consuming it, often many times larger.
- Climb the podcast pyramid
- Guesting on small podcasts first and working up to larger ones over time, the same way comedians build new material in small clubs before big stages.
- Rule of 40
- A business performance benchmark where a company's growth rate plus its profit margin should add up to at least 40.
- Proof, principles, process
- A three-part structure for long-form explainer content: evidence that something worked, the underlying reasons it worked, and the step-by-step way to replicate it.
Things they pointed at.
00:13channelThe Diary of a CEO (podcast)
53:45toolClaude (Anthropic)
Lines you could clip.
00:00
“A personal brand is 20 times more powerful than a business brand. If you don't use your personal brand, you're paying a 95% attention tax.”
03:00
“Do you like paying tax? No. Do you wanna pay 95% tax? No. I say, if you don't use your personal brand, you're paying a 95% attention tax.”
09:18
“Relatable beats impressive.”
35:08
“People will see you for the first time when they see you for the eleventh time — and it has to be within ninety days.”
41:17
“One hour of created value is ten thousand hours of received value.”
1:03:45
“If there's a resource that exists on the planet, I am allowed to have a conversation about how it gets used.”
1:07:37
“Business is a team sport. It's not a solo game.”
Where the conversation goes.
00:00 – 18:54denseWhy personal brand beats business brand, and the Diary of a CEO story
18:54 – 29:52denseHow the recommendation engine works and where it's headed
29:52 – 40:50denseThe short form / long form / lead form content system
40:50 – 53:24Team building, leverage, and selling a business
53:24 – 1:12:53denseAudience Q&A: cadence tactics and closing beliefs
Word for word.
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metaphoranalogystory
00:00A personal brand is 20 times more powerful than a business brand. If you don't use your personal brand, you're paying a 95%
00:06attention tax. I'm excited to have back on the department business expert, best selling author, and serial entrepreneur,
00:13Daniel Priestley. There's 8,000,000,000 people, and there's this algorithm that is going to find people who are talking about this thing and people who wanna know about this thing.
00:23And it could be any Do you feel like there is value in posting multiple times a day, or does it become kind of a mute issue at some point? A lot of people, we think that our story has to be so impressive in order to be worthy of views, relationships, connection.
00:39And actually, in many cases, you just have to be relatable. Relatable beats impressive.
00:45So how does one in 2026
00:47or at the time of watching this or listening to this
00:50build a relatable personal brand as a business owner? Well, let's start one step even before this and I'll I'll we'll finish up with a strategy that's just crushing it at the moment. But there is this there's there's an understanding before we get to that.
01:05And the understanding is that
01:10It's good to be back. Yeah. Oh, yeah.
01:12This is my third time. This is your third time. How many times have you been on the diary of the CEO?
01:16Eight times. Eight times. He is the most invited back guest of all time, one of the top podcasts, and
01:24I'm just grateful for you and your friendship and even just I appreciate it. And, yeah, I don't know how I ended up on the diary of a CEO eight times. 40,000,000 views?
01:34Collectively? Yeah. That's that's one way to build a brand.
01:37It's a good way to build a brand. Thanks, Steven. But for the rest of us, you know, you've been That's my new advice.
01:44People are like, how do you build a personal brand? I'm like, just go on Diary of a CEO eight times or Joe Rogan or something like that. Well, you know, whatever you want.
01:50Yeah. But as someone who has exited
01:53three companies, you just told me in the back, and you are at a place, which, by the way, anytime you can hear from somebody that doesn't need to do what they're doing, there's a there's a level of magic in this moment because you don't have to do this. You don't have to give value.
02:07You don't have to do any of this. You want to. That's true.
02:10And it's there's very few people that are maybe the words privileged or have the ability to do that. And so I just wanna say thank you. But for someone who is sharing this message of CEOs, you need to build a personal brand, Could you tell us why that is so important?
02:27So I wrote the book Key Person of Influence fifteen years ago, and at that time, it was such a weird thing to do. No one was interested in personal brand.
02:36The idea that you would, as a CEO, build a personal brand was just radical. Um, you know, kids were going on Facebook and, you know, people were arguing with a few people on on Twitter and, like, not a lot of activity in that space. It certainly wasn't a strategy.
02:51Fast forward to today, the only trusted brands are the ones where you've got a personal brand. A personal brand is 20 times more powerful than a business brand.
03:00Um, I tell people all the time, uh, do you like paying tax? No. Do you wanna pay 95% tax?
03:06No. I say, if you don't use your personal brand, you're paying a 95% attention tax because the personal brand gets 25 times, uh, 20 times more, uh, attention.
03:17It's more trusted. It gets noticed. Know, founder led growth, you know, the companies where there's a founder who is going into the marketplace with their personal brand, they're just eclipsing the traditional brands that have been around for fifty or a hundred years.
03:33Hailey Bieber decimated the, you know, the the Revlon's of the world by coming in with a personal brand, builds a a billion dollar business in three years.
03:43Yeah. It's crazy. Well well, fifteen years ago, when you said key person of influence,
03:50at the time, what did that look like, and what principles from fifteen years ago are pertaining today?
03:57So I never wanted to talk about being an influencer. I didn't think it was the right thing for a business person to try and just simply get fame for fame's sake or attention for attention's sake. Um, so the idea of just purely and simply, you know, documenting your whole life or trying to drape yourself over a Ferrari or, you know Porsche nine eleven.
04:16Or Porsche nine eleven. Yeah, like, you know, just Who would do that?
04:20So those those kind of things, I've never said, like, try to be an influencer, but I did say, like, you wanna become the voice of your industry, you wanna be one of the, like, every industry, there are a small group of people, their names keep coming up, they are at an epicenter, they know each other really well, um, they're super highly connected, and if anything's happening in the industry, they get looped in.
04:41I'm like, you wanna be one of those people. You wanna be one of the people who gets looped in to conversations, and everyone kind of follows along, and they wanna know what you're up to, and they trust automatically.
04:51If you're launching a new product, they wanna know what it is, and there's automatically some trust there. The principles that I talked about fifteen years ago was five principles, which is pitching, that the entrepreneurial journey is the journey of a thousand pitches.
05:04If you do great pitching, you will open up a lot of doors, you will have a lot of luck. You know, the more people you tell clearly who you are, what you do, what your value proposition is, the more lucky breaks you end up with.
05:18So pitching was the first one. Publishing, which is getting your ideas out of your head and putting it freely available in the public domain. Productization, so your time is not linked to how you make money, that you can free up the one for one link between time and money.
05:35Profile building, so getting on other people's platforms, getting more and more people to know who you are and to clearly understand your value proposition. And then joint ventures and partnerships so that you are not trying to recreate every aspect of the business.
05:49You're partnering with people who've already got some strengths. So good.
05:53And you've seen it evolve, and maybe what would you say the last would are you would you think of your personal brand as, like, the last three years it's boomed?
06:03Well, I've been talking about it for fifteen years, and I thought that I had a personal brand. Right? I had, like, twenty, thirty thousand followers, which was pretty pretty cool.
06:12Um, I got invited to speak, and I got paid to speak, which was amazing. Like, the idea that you get paid to speak is incredible. Um, I got, you know, I got to launch a group of companies, and the group of companies succeeded, and I sold a couple of companies, so I thought, like, hey, I'm onto a good win here.
06:29Like, I'm doing really, really well. What could possibly happen next? And then the diary thing started.
06:34So I'm out skiing with my family in Switzerland, and I get this message on Instagram from Steven directly. I've just been watching some of your content online.
06:44Do you wanna come on Diary of a CEO? Is everyone familiar with Diary of a CEO? You know?
06:48Yeah? So it was I'm like, what?
06:52You want me to come on Diary of a CEO? And I thought it was a scam. Um, so I I, like, I showed my wife and I said, do you think this is a real text message, like a real?
07:00She's like, well, it's got 5,000,000 followers. I'm like, yeah. That's a very elaborate scam.
07:05And, um, yeah.
07:09So I I ended up going on Diary of a CEO, and couple of million people watched the the episode, and then life began to just really take off. When when a few like, it's hard for the human brain to get your head around a couple of million people knowing who you are.
07:24I'm from a country, Australia, where we had, when I was growing up, 20,000,000 people. So 2,000,000 people, flat one tenth of the population.
07:312,000,000 people is a big city. There's probably I don't know. What's the population of Vegas?
07:35A little over 2,000,000. Yeah. Like, everyone in Vegas watching it.
07:38It's like a it's it's it's quite extraordinary, and the like, if you were to break it down, it would be 20,000 people watching it every single week for two years in a row to get to 2,000,000. Like, it's a it's a big number, and it was, like, all of a sudden, deals and opportunities and friendships and debates and all this stuff starting to happen at scale.
08:00So that was that was incredibly wild. It was also very unexpected because I genuinely thought my episode would bomb.
08:08I really thought it would go badly, and I didn't think it would go badly because I was insecure about it. I thought it would go badly because I looked at the data, and in the lead up to my episode, two iconic CEOs and founders had been on the show, and their episodes had bombed.
08:23Not bombed, but gone flat. The founder of Spotify, the founder of Airbnb, both couple 100,000 views each for an episode that normally gets a couple of million views each or a million views each at the time.
08:36And I thought, if the founder of Spotify doesn't get many people to engage, if the founder of Airbnb doesn't get many people to engage, I'm toast.
08:45Like, this is embarrassing. I'm like, well, at least no one's gonna see it. Right?
08:49Like like, this is gonna be bad. And then I went on I went on the show, and a couple of months later, we hit 2,000,000, and I sent Steven a text message because I can, and, uh, and I said to Steven, hey, look.
09:04I'm really surprised because I've I've not done anything that's that impressive compared to Spotify and Airbnb.
09:11Yeah.
09:12And he texted back, he said, relatable beats impressive.
09:17Bar.
09:18Right? Gem. And relatable beats impressive is really a powerful message because a lot of people, we think that our story has to be so impressive.
09:27We think we've got to launch a rocket. We think we've got to cure cancer. We've got to do some amazing thing that's super, super, super impressive in order to be worthy of views and worthy of relationships and worthy of connection.
09:45And actually, in many cases, you just have to be relatable.
09:49People have to relate to your triumph, your disaster, your story. The fact that you're a few steps ahead could be more relatable than being a 100 steps ahead.
09:57Yeah. That's good. The CEO who's done a $10,000,000,000 startup isn't relatable to a lot of people.
10:03Mhmm. Right? A lot of people are like, well, good for you, man, but I'm not gonna start Spotify.
10:07I'm not gonna start a a unicorn. Right. But then they go, oh, okay.
10:12So you went zero to a million in the first twelve months. Well, that would be cool. Maybe I could do that.
10:17So it's like it's not right? Right. And, yeah, you look at a lot of his biggest episodes, they're relatable.
10:25They're they're more relatable than they are impressive. So it's a good That's really good. It's a good heuristic.
10:30So how does one in 2026 or at the time of watching this or listening to this build a relatable personal brand as a business owner? What would you prescribe them?
10:40Well, the the first thing you need to do is you need to identify what's called your intellectual capital. Your intellectual capital is your valuable asset from your story.
10:50So what is the what is the valuable asset that that comes out of your story, that arises out of your story? So imagine that you draw a line of the last ten or twenty years, and you just map the high points and the low points, you say, when did I have a triumph? When did I have a disaster?
11:04When did I help someone? When did I solve a problem that that I was really shocked that I was able to solve for myself or somebody else.
11:16You may want to go through and ask there's a question that I think is a useful question, is, um, when did I do something special for a certain type of person, could be you, could be somebody else, we got a remarkable result.
11:30Remarkable just means it's worth talking about. I could quantify the outcomes, and I could explain how we did it step by step.
11:39So there's a bit of a mouthful to that, but it contains a lot of elements. It's got all of the elements of I did something special, so it was something worth talking about.
11:48For a certain type of person, it's gonna be relatable. We can explain the high points and the low points. We can explain step by step.
11:54We can quantify the outcomes and the results. All of that's in there, and if you can go and document those stories, then you've got the building blocks of intellectual capital.
12:05In a world where we're all distracted and we're all looking forward to the future and we're all flicking through our feeds, it's actually worth being one of the very rare few people who sits down in nature with a pen and paper and just writes down your stories, like, write down those little those things, and what you're looking for is intellectual capital.
12:28And we live in a time where AI knows everything, but it's never lived through anything. Yep.
12:35So it it can give you the answer to any PhD question, but it can't tell you what it felt like to to go high or low. So the competitive advantage that we have as humans is the relatability. That is our asset.
12:48So we gotta start with that asset. So the first thing is, do you have an some intellectual capital? And everyone does.
12:54Of course, the answer is yes. But it's not intellectual capital until we capture it. You gotta document it.
12:59So good.
13:00Alright. And then
13:02what platform are you choose what medium are you choosing? Well, as I said, just go on Diary of a CEO. That's it.
13:09After that Just hit up Steven. Just hit Steven up. Yeah.
13:12Just wait for him to send you a message while you're skiing. Yeah. Right?
13:16Right. And then Well, then that that shows value because
13:19can that be recreated
13:21in different contexts? And the answer is yes. Yeah.
13:23You can get on other people's stages. Well, yes. So that was not the first podcast I've been on.
13:29Yeah. I I recommend doing something called , and climb the podcast pyramid is that there are 600,000 podcasts out there, and many of them are getting a 100 views to a thousand views, start there.
13:43Yeah. You know? If you look at some of the biggest comedians in the in the world who are the highest paid comedians, when they've got new material, they don't go to the big stage, they don't go to Netflix and say, let's do a Netflix special.
13:54They go to little comedy clubs in little areas, and they go and see if they can make 30 or 40 people laugh. And then they go to the slightly bigger ones, and they say, can I make a room of a 100 people laugh?
14:07Yep. And it takes them a while to build up to those bigger and bigger audiences. By the time they get to the big audience, they've probably delivered that comedy set 50, a 100 times.
14:17Yep. By the time they get to a Netflix special, it's probably hundreds of times.
14:22Those those jokes just they're just coming out. So you wanna do the same thing that musicians and comedians do, which is build up. Alright?
14:29Go on the little podcasts and and build up to to bigger and bigger ones, so that's a big part of it. That's cool. How do you not personal question.
14:38How do you not get bored along the way of saying the same thing? I do get bored. Okay.
14:43Totally. But I'm I'm I'm a total believer that boredom is a big part of success. Boredom is a key ingredient.
14:49I I just watched this great documentary about actually, wasn't a great documentary. It was an average documentary, but it's a great story.
14:56Right? It could have been a much better documentary, but it was about John John Bon Jovi, Bon Jovi in the early days of Bon Jovi. And, like, he did something like a thousand concerts in the first five years.
15:10It was insane. It was, like, three a week every week for five, six, seven years nonstop, and there is this footage on the bus of the band members talking about how sick they are of bad medicine, alright?
15:24They're so sick of singing bad medicine because from their point, when you go and see a concert, you're so swept up in the moment because for you, this is a one off event.
15:35Right. You've not you've not done this. For the artist, it's three times a week.
15:39They are doing that show, like, arrive in a new city, set up, 20,000 people arrive, stand on stage, sing the song, same song, same set.
15:51Right? Pack down, go to the next city, get on stage, do it, 20 like, go and have a look at how many gigs Dolly Parton's done. Go and have a look at how many gigs Metallica have done.
16:04Mhmm. Like, this is like, it's thousands. Yeah.
16:08It's like two a week for decades. So boredom is just a big part of success. You gotta be okay with boredom.
16:15Yeah. Like like like, Federer is sick of tennis. You know?
16:19Yeah. Metallica is sick of master of puppets. Bon Jovi's sick of bad medicine.
16:26Comedians get sick of their own jokes. Yeah. You know, but you're not playing for yourself.
16:30You're playing for the audience. Hey, department fam. Pausing the podcast to talk about this life changing sponsorship.
16:37It's me. I'm sponsoring the podcast, and the sponsor of this podcast is the Content to Cash Challenge, which is a five day live coaching experience I put on for creators, entrepreneurs, coaches, consultants, and service providers.
16:51If you feel like you're stuck in business or maybe there's more to business and to revenue, I'm telling you that you don't have an offer problem, you don't have an industry problem, and you probably don't even have a sales problem. What you have is an awareness problem. And this is why I have the content to cast challenge because I believe transformation happens on a two way street.
17:10And how do you know if you're the right person for the content to cast challenge or you're in the right season? You're listening to this podcast. This is for you.
17:18This is your moment. So to take the challenge or jump on the wait list, scan the QR code on the screen or check out the link down in the description below. Let's get back into the conversation.
17:27So good. I think that I think there's something to say about from a creating a creator standpoint.
17:32I got you.
17:34Oh yeah, you got a broken I've got my little thumb over Oh, my.
17:38How many times have you told this story? Are you bored of telling this story? No, it's just traumatic.
17:43I felt like last time you came, there was, like, a broken something. I skateboarding through the house on Christmas just after Christmas to impress my children, and I broke my wrist, and then they put metal in there, and then the metal cut my tendons, and then I had this year has just been multiple hand surgeries, and it's been horrible.
18:00Sorry about that. Yeah. But, anyway, we're there.
18:02We're we're fine. Well, I opened the I appreciate you. For you.
18:06So no.
18:07Yeah. I think you know, I've I do a presentation in my business, and it's the same presentation.
18:13You I like what you call it an introductory event Yeah. And it creates
18:18a a feeling of maybe y'all wanna go to the next step with Omar. You know? I've done probably an average of three or four introduction events about a key person of influence per month for fifteen years.
18:29So good. Yeah. Something to say about that.
18:32Yeah. You were telling me in the back about if I were to start from scratch to to build my brand, you were you said something like long, short
18:42Yes. Or, like, how to build your business behind your Well, let's start one step even before this, and I'll cut we'll finish up with a strategy that's just crushing it at the moment, but there's an understanding before we get to that, and the understanding is that the fundamental nature of social media changed in the last year, like big time, and it's a change that is so big that it will literally change the way the world works.
19:09It will change politics. It will change humanity. Like, it's a humanity level change, and we don't even think about it, and it's massive.
19:20Behind social media is something called the recommendation engine, and the recommendation engine is an algorithm, an AI algorithm, that says, what are you gonna see in your feed? And if we go back a long time ago, we're just gonna see our friends, what they're up to in chronological order.
19:36And then they came up with, uh, another way of doing it, which is people who saw this also saw this, or people who liked this also liked this. And it was like, oh, okay, we can sort of sort based on stuff that's being liked.
19:50And then the next era of social media was engagement based sorting. So the algorithm didn't know what it is that you were posting, but it saw that lots of people were liking it.
20:00Long watch time. People shared it, so it must be good.
20:04So we'll show it to more and more people. And then they added some layers to that. They said, oh, okay.
20:09We can see that it's popular, but we can see that it's popular with women 40, so we'll show more women 40. Right?
20:17So they just started figuring out how to show people stuff, but the the the really important idea here is that the algorithm itself had no understanding of what the content was. It could just see the information around the content, and it was making judgment calls based upon what it could see around.
20:34So it's almost like you could see the shadow of something, you could see the silhouette of something, but you couldn't see the thing, and that's how the algorithm interacted with content up until recently. And as you know, AI in the last couple of years has become smarter and smarter and smarter, and if you've ever had a conversation with Claude or with ChatGPT, it's pretty profound how quickly you can have a deep conversation with an AI.
20:56Yeah. So what's happening is that there's the rise of two powerful AIs at the moment. One of them is LLMs that you can talk to, and one of them is what's happening with the recommendation engine, that the recommendation engine now understands the content, and it when you post something, it's reading it.
21:11It's understanding it as much as it can, right? But it is actually the way that the LLMs can understand all the languages, they can understand French and German and Japanese and Chinese and English and all that, They cannot AIs have developed a language for understanding video, for understanding social media posts, and it's a deeper language than humans can even understand.
21:38So it can understand a piece of content at a deeper level than humans can understand it, and it knows who should be seeing that content. So imagine to try and give you an analogy, imagine for a moment that there's , and if I pick up the phone, it will autodial someone somewhere in the planet who really, really wants to talk to you.
22:01They really wanna know what you know, and they really wanna, like, geek out on whatever it is you talk about, and if you just pick that phone up, it'll just autodial that person, and you'll just be connected with them, right, because it just knows what everyone on the planet's up to, and it's gonna connect you with the person who's very interested in what you have to say.
22:20That's kind of what's going on now. That never used to be going on. I feel that.
22:24Alright? I feel that doomscrolling for sure. Yeah.
22:26Yeah. Weird stuff can happen now. So you could start with a completely blank canvas of a social media account, and provided you're clear and on message, you could be in front of a 100,000 people a week just because you're talking a particular topic, very clear, very on message.
22:46The social media algorithm the recommendation engine's picking up on it, and it's putting it in front of people who are interested. Mhmm. Right?
22:54Now, this seems like a small, subtle thing. It's this is gonna be human changing.
23:01Like, consider there's 8,000,000,000 people, and there's this algorithm that is going to find people who are talking about this thing and people who wanna know about this thing.
23:12Yeah. And it could be anything. Like, I don't know why, but the other day, I got interested in I saw some piece of content about a guy who's restoring antique lighters and he's like fixing them and they're not working and he like scrubs them and fixes them, I for whatever reason, I'm watching this, and now I'm like in in a whole community of antic lighter repair people, right?
23:35But but the point the point is is the algorithm, when it figures out, okay, this is something we think you're interested in, it can find the content from anywhere, but it doesn't need you to be a friend, it doesn't need you to connect in any way, it's just matchmaking, and it's getting stronger and stronger.
23:52One of the things about this algorithm is that it is scaling in line with Anthropic's philosophy around scaling laws of compute, which means just add more compute and add more data, and it will get smarter.
24:06And that means it scales. And that means that fast forward two years, three years, four years from now, it will be you post a perfect piece of content that is perfect for these 27 people who live in different cities around the world.
24:19It knows that those 27 people want that piece of content. It's getting that content to them. Yeah.
24:24The implications of this is that a lot of a lot of entrepreneurs, a lot of business owners, a lot of people on social media, they're going to they're gonna see their view count drop a lot, but it's gonna be a way higher quality of view.
24:38Yeah. That's good. I mean, and I I say it's good because I've been creating content for a long time, and whenever, you know, you see the pendulum swing, you just play the game that's happening, and you're you're seeing a lot of people who've built audiences over the years not get the views they used to.
24:56And maybe that's, you know, both sided. There's a little bit of disappointment from the consumer because you forgot, like, oh, yeah. Why don't I see their stuff anymore?
25:03I'm subscribed. But the reality is is that's not gonna keep you on platform.
25:07What's gonna keep you on platform is watching things that you're consistently interested in. The number one question I usually get asked by people like you is Omar, how the heck does your videos look and sound so dang crispy? Well, reality is it's the equipment I use and you'd be surprised how inexpensive it could actually be.
25:24So I've compiled all my gear, and I've updated the list, and I wanna give it to you. So if you're listening or watching this, just hit the description box below, and I'll send you my gear guide for every budget. Now let's get back into the conversation.
25:36If we go back, LinkedIn changed its algorithm in a big way in March this year. You go back before that change, and here's a cool strategy. Post an inspirational quote by Steve Jobs, and just say, I totally agree with this.
25:51What do you think? And then get 10 of your buddies to go, awesome quote, bro, and that would've, like a year ago, blown up the algorithm, and you'll get a ton of views, ton of engagement.
26:03The algorithm now is just like, that's that's lame. We're not letting you have that.
26:07Yeah. But now, you do a long post and you do, look, there's seven things that I've learned from being in this industry for the last twenty years and here's what they are, and you do a really decent, thoughtful post. The algorithm's like, okay, now you're talking.
26:19Let me put you in front of the right thousand people. It's good. Right?
26:23So little accounts with a thousand people will massively outperform big accounts with a 100,000 people in terms of what turns into sales.
26:32That's good. Yeah.
26:33Do you have a distinguishing definition between brand and marketing?
26:41Because what's happening in my brain is it's getting polluted, like the type of content I make.
26:49Because when I make content for social media or YouTube that's gonna build brand, I'm I'm not being so direct in my communication.
26:58But if I throw money behind a paid ad, I'm gonna be very clear at calling out who this is for. And so
27:05Yeah. So this is this is a different reframe around top of funnel.
27:12There there was a lot to be said for top of funnel, just go for views, go for go for scale, and do it at the expense of of, like, being clear.
27:22Mhmm. Just talk about something political, talk about something broad, trending topics, all of that sort of stuff, regardless of what it is, just to get the views, and that's not really gonna be part it's not gonna be necessary.
27:38Now, I'm not saying that you do nonstop calls to action, but also the people who you will connect with will be ready for a call to action a lot sooner because they've their behavior in the lead up to seeing your content, their behavior has already told the algorithm that they are interested in doing something related to this.
27:57So take a fitness example. Someone's responding to posts that relate to high intensity training.
28:06Right? So it's like anything HIIT training, they've already been they've been engaging it. The algorithm has figured out this is really important to you at the moment.
28:14You're interested in HIIT training. And it's like, alright, there's a personal trainer who's doing some really great deep content on HIIT training. Let's connect you.
28:22Let's put you in touch with you, and and, of course, that person's ready for a call to action sooner. Yeah. They they don't like, they're they're they've already done half the journey by the time they're seeing your your content.
28:32That's good. That's good. So you can kind of let other people do the warm up content, and then you can come in as the person who's doing the deep content.
28:41I like that. I could see, like, the meta version of what I'm seeing in some people's cases is they've built not everyone has the opportunity to do this, but those that have been creating, they built their massive audience channel,
28:53and then they've created one to be more specific. And it's in actually, the intent is not to get a ton of views on it. It's to get specific views, the right views, because there's And multiple channels.
29:04There's no rules that say you can't have multiple YouTube channels and different, you know, different angles, and each YouTube channel can be its own very focused thing, and you can, yeah, you can do all of that. Yeah. So
29:18it's, yeah, it's it's it's changing. Thanks for bringing that to the table. Well, what is your approach to creating YouTube videos?
29:25I feel like you're you're at, like, under 20 videos, or do you have have you passed 20 video? You're around 20 videos, and you've passed a hundred Two hundred thousand.
29:33200,000 subscribers. Really cool. Yeah.
29:35There was probably a lot of latent,
29:37like, demand for me to do a channel. Yeah. But the so I'll I'll talk about the the main strategy that I'm using across all my businesses.
29:48I run a group of companies, and we've got a simple strategy that scales, which is the strategy is called short form, long form, lead form. So short form is short form content, short posts.
29:59Long form is explainer videos, explainer content, deep posts, and then lead form is fill in this form to engage. So everything is built around short form, long form, lead form.
30:11So if I was to take any business, I'm gonna say, alright, what are short, snappy, fun, easy ways to tell people who we are, what we do, what's the value proposition, what what is it we're about?
30:22Things that can be engaged with in under a minute. It could be written, could be diagrams, could be videos, right, anything that is just that short on message post, and some of the things that I like is talk about a pain point, something that's painful, talk about a price, something people want to achieve, talk about a problem, something that holds people back, and then turbocharge that by talking about any of those three things and mix it with something that's in the news or something that is an example people have heard about that brings it to life.
30:54Yep. So all of my short form content, pain, prize, problem, news, is like a major recurring theme to short form.
31:04When we then go to long form, the three most important things in a long form piece now, long form is like six minutes to sixty minutes. It's piece that you have to absorb. It's a video, it's a long article, it's a report that maybe someone wants to download, so it's gonna take six minutes to sixty minutes to absorb that.
31:24So the three big things that we wanna have in a long form piece of content is number one, a proof story. So we we lead with proof. What is it that you've done that makes me believe I should be listening to you?
31:37So tell me the proof story. And then number two, tell me the principles that underpin that proof story.
31:45Like, how did it happen? What are the three big things that hold that up? What are the three pillars or the three scaffoldings that are holding up that proof story?
31:55And then process, what specifically would you do to go how would you go through a process to actually get a proof story like that if you wanted to replicate it? So proof story, principles, process.
32:06So good. And that's a good piece of what I'd call explainer content. Now when it comes to most businesses, you mentioned it before, we get bored, that we get bored talking about our thing.
32:22We imagine that people are mind readers, and we imagine that they know what we know. We imagine that if they've heard it once, they must know it.
32:31Yep. That, like, that they only need to hear it once, and none of those things are true.
32:36Right. People are you have to imagine that people are pretty dim when it comes to understanding other people's worlds or other people's businesses.
32:44If they understood it, they'd already have done it. Right. Right.
32:48So be in the audience. Yeah. Like, exactly.
32:50Like, that'd be, you know, that'd be an expert like you are. You've gotta go through the process of explaining it in simple terms again and again and again from many different angles, and you just gotta explain it and explain it and explain it, and then
33:09just trust that it might take people two to seven hours, and then the penny drops, they get, ah, now I get. And sometimes an angle that you attempted that you didn't attempt before to say the same thing, but just sitting behind a different angle just goes through the like, one video that I love because I know you have ScoreCard, but you entitled you titled the video the million dollar landing page.
33:31Like,
33:32that's a different angle, but you were talking about the same thing Exactly. And it just hit and it connected. And people don't think of a ScoreCard or quiz as a landing page, but more people understand a landing page.
33:42So it's like, okay. Let me just describe this as a million dollar landing page. Yeah.
33:46And then it's like, Now I get it. I'm gonna set up a landing page that does this, and it's like, yeah, that's like, simple,
33:53different angles. Yeah. Explain it.
33:55Explain it. Explain it. Short form, long form, lead form.
33:59Lead form. But I question is
34:02lead form or introductory presentation? Well, to to attend an introduction presentation, you gotta fill in a lead form. Okay.
34:09There you go. Right? So the you you gotta so a lead form is where people engage and reveal themselves, and they do that because they wanna engage with an initial step.
34:21So there are many things that people will fill in the lead form for. They'll join a waiting list for something that's coming, they will pre register for a new product, they'll, uh, fill in an expression of interest, uh, if they're really interested, they might, uh, enroll for an introduction workshop.
34:38Uh, they might enroll to be part of a discussion group that's popping up. Yeah. Um, they might decide that they want to get a free trial for a particular thing, so there might be a free trial.
34:50But in exchange for the thing, you gotta give me some info. Yeah.
34:53So it's gotta yeah. This this is now a time where you fill in the form So good. And it's a lead form.
34:57Yep. So short form, long form, so I'm gonna hook your attention with some short form. It's gonna and and we're gonna do it.
35:03Now the cadence here is really important. Short form has to be every single day. I know this.
35:09These people, like, people hate me for saying this. The the research says that people will see you for the first time when they see you for the eleventh time, and it has to be within ninety days. Say that one more time.
35:21People will see you for the first time. I'm gonna say this 11 times. People will people will see you for the first time when they see you for the eleventh time within ninety days.
35:31Crazy. It's crazy. Yeah.
35:34So you imagine someone sitting there scrolling, and they're they're scrolling on their way to work or whatever it is they're doing, and they're scrolling, scrolling, scrolling, scrolling. They just overlook you the first 10 times. It's the eleventh time where they go, oh, yeah, I've seen you before.
35:48You keep popping up in my feed. What's your name? What is it you do?
35:52Like, they notice you at the eleventh time. If I was to if I was to show you photos from your, uh, feed, let's say I I got your Instagram or your your YouTube shorts, and I go through and I say, who's this?
36:06Who's this? What do they do? What does this person do?
36:09And you go, oh, not sure. I'm not sure.
36:12I'm not sure. Oh, wait a sec. That's Layla Hermozy.
36:14I know what she does. Right? Because you've seen her 11 times.
36:18Yeah. So they see you for the first time, and they see you for the eleventh time inside ninety days. It sucks, but that's the research.
36:25That's good. It doesn't suck
36:28because you're telling us exactly to do. Well, what sucks is that the implication is you gotta post every day. Yeah.
36:33You're gonna have to you're gonna have to be out there posting every day. Um, you know, there was only one time in my life where I got really, really fit, and this guy, he said to me, you just gotta work out every day.
36:44I'm like, every day? He's like, every day. I'm like, what about on the weekend?
36:48He's like, that's part of every day, isn't it? Alright, that's one of the days. Yeah.
36:52I'm like, ah, every day, okay. So I did, I worked out every day for like months and I got the fittest I'd ever been, and he said, I don't want you to break that cycle, want, you're not gonna take one day off. Every day you're gonna do something and you're just gonna work out every day.
37:09It's like, okay, fair enough. Same thing with blowing up your personal brand. You post every single day.
37:14What about Saturday? Yep. What about Sunday?
37:17Schedule it. Just stick it in the schedule. Have it go out.
37:21So, every single day, and you'll start getting a lot more engagement because people more people will see you for the eleventh time. The only people who really notice you are the people who saw you for the eleventh time, so it's very hard for people to get there.
37:33So every single ninety days, only gonna be a small group of people who see you for the eleventh time. Yeah. They're the ones who are gonna go, okay, you've got me, you've got my interest, and the algorithm is working for you to try and get that It's trying to help you with that.
37:48So then, they notice you, now they want to get to know you. Now they want to know your value proposition.
37:56So I noticed you on short form, now I want to know you, so now I've got to do the six minutes to, Sixty minutes.
38:03Yeah. Now, the thing that sucks with this is that when it comes to understanding a value proposition, the research says two to seven hours.
38:13Two to seven hours. So, like, what's a what's a purchase you've made recently?
38:19A purchase I made recently was
38:22a pair of shoes. Pair a pair of shoes? Maybe probably closer to the two hours than the seven hours, but you actually you was telling me about these new microphones you just bought.
38:30They were like a a new set of microphones. Oh, yeah. Yeah.
38:33My bad. That was that was a good one. Yeah.
38:34The the little headset. So, like, you or somebody else would have researched them to try and understand the value proposition of these microphones 100. And you would have geeked out on it and run down the rabbit hole.
38:43Why am I buying these again? What are they gonna do for me? It's a two to seven hour experience for your brain to go from I don't understand why I would buy these microphones to I'm gonna buy the microphones.
38:54That's facts. Yeah? Yes.
38:55Can did did you go through the 100%. I mean, I knew that where this day was coming,
39:00And, you know, instead of labs or handhelds, we wanted headset mics. And I don't wanna buy the worst ones, but I also don't need the greatest ones. And and so I'm like, yo, Art, can you, like, ask somebody and then go on YouTube and watch some reviews?
39:13And he sent me a couple, and it was like, I think these are good. I was talking to Neil, and he's like, yeah. Let's go pro.
39:18You know? Like, it was a whole thing. And then we even even having somebody come to dial it in yesterday.
39:23Like, I mean, it was a whole thing. It got it and I bet you if I measured it all, somewhere between two and seven hours was invested into that. 100%.
39:30Yeah. Yeah. So everyone's
39:33customers are exactly the same as that. They they wanna spend two to seven hours geeking out on something before they go ahead and buy it.
39:39Yeah. So you have to give people enough explainer content that they understand it, that they get it. Yeah.
39:46That's so good.
39:47Okay. So a lot of what you're saying sounds like a lot of work.
39:52But The money's worth it. Okay. I mean, but you have but you recently released your book, The Lifestyle Business Playbook, and there is this concept that we want to build a business that gives us the time freedom and the money freedom that we all dreamed of.
40:08And yeah, what so? How do you weigh that tension?
40:11Well, business is a bit of a flywheel. You need to get it going, and then it starts to escalate.
40:20There's smart ways to do this. I a filming day once a month, and in my filming day, I hit it and I do lots of short forms.
40:27I do three or four long forms, and we, you know, we we we just get an entire day which gives me a month worth of stuff. When I go on a podcast, that gets turned into 30 or 40.
40:37Right. That's a month worth of short forms. If you go look at all my social media profiles, you know, they're they're all Clips.
40:46Podcast clips. Yeah. Um, so all of that sort of stuff.
40:49The other thing too is I I want people to think about the difference between created value and received value. So created value is how long did it take you to create this?
40:59Received value is how how long did it, uh, deliver value to others? So if I sit down and I do a podcast, let's say let's say this, right, we do this for an hour, and the created value time for me is an hour, but let's say 10,000 people watch it and let's For argument's sake, let's say 10,000 people watch it all.
41:19Yeah. So one hour of created value is ten thousand hours of received value. What's that gonna do for the business?
41:26So a lot of people are like, oh, jeez, a lot of time involved in doing this. What you're trying to achieve is ultimately getting to the point where the created value is a fraction of the received value.
41:37Yes.
41:38And that doesn't diminish the received value. Like, I I think about this in offer creation. Yeah.
41:44But, like, the the offer that they buy doesn't necessarily mean the the delivery that I or, like, the fulfillment. It's, you know, like there's so much experience, time, distilling down what they're getting, but what what they buy is different than what I'm giving, if that makes sense.
42:03I mean, yeah. I like to classify that as identifying one to many business opportunities.
42:12That every time I show up, I wanna make sure I'm not just showing up for this one time and it and then it ends at the end of this. And the reason for that is because it's a very low ratio of
42:22created value and received value. You know, if I'm delivering it personally, it's one to one, and that's that's a very difficult that's very hard to have a lifestyle. Yeah.
42:30In a digital world, it needs to be, you know, the the ratio needs to be much bigger. The other thing too is a lot of entrepreneurs, they try and do everything on their own.
42:39The sweet spot with the lifestyle business is somewhere between three and twelve people, so you need a small team of people working together, and the magic happens when you've got three to 12 people. Less than three and there's too much writing on your shoulders, there's just too much work to be done, too much stuff.
42:57Once you get three, four, five people, everyone's got a bit of a specialty, so my teams are always initially structured now. It's changed since AI, but my my teams are now we have a key person of influence who's the face of that business.
43:11We have head of growth who is responsible for leads, marketing, sales Mhmm. All of that.
43:17We have head of delight who's responsible for making sure people love what they bought, and we have head of performance who's running the business as a high performance business. They're responsible for what we call rule of 40, which is the growth rate and the profit rate add up to 40.
43:32Okay. So we put those four people around an AI system, so imagine a diagram where there's an AI at the center helping to run the business, key person of influence, head of growth, head of performance, head of delight, and the AI supporting that, and that's my four person super team.
43:50So good. And and and that very rapidly turns into 7 figures to 8 figures of revenue, and we're away, and we're we're doing great things. Can you speak to the young Daniel Priestley who is afraid to make their first hire
44:05because there's a thought, and it's I'm gonna get I'm gonna lose money by hiring somebody.
44:13Well, for starters, I'm very, very lucky that I was I was a first hire and I made a lot of money with my mentor and I made my mentor a lot of money, and I recognized, oh my goodness, you can hire an idiot 19 year old who will will make because I was the idiot 19 year old.
44:31Right? So I went, wow, an idiot 19 year old can make you a lot of money. So I'd been on the receiving end of that deal.
44:37I went, okay, this is cool. I need idiot 19 year olds. So I was 21, so it wasn't hard.
44:42There were there were plenty buzzing around. But, look, I I always I like to use the example of a bank robbery.
44:51There's some great movies about bank robberies, and the movie always starts with a group of people getting together over a beer and a pizza, sitting there thinking, how would we rob this bank?
45:04And it's not one person thinking it through. It's the gang thinking it through, and then they're sitting there going, okay. Let's go sit and watch the bank for a bit, right, and we'll see if we can figure out how they change their guards and how they move the money around, and they're sitting in the car and they're doing a stakeout, and then they start to formulate a plan and they get the, like, matchbox cars and they build the little Lego city, they drive it around and they, like, do the stopwatch and they see how long does it take and, you know, they've got their little bags that they're swap at at the park, right, and they're, like, role playing it and figuring it out.
45:40Startup is very much similar to a good bank robbery. It's like you you wanna start with a beer and a pizza and a few people and saying, alright, here's the plan. We're gonna launch something and it's gonna do this, and we're gonna try and achieve this, and we're gonna The goal is that we wanna do a $100 a month within twelve months, and we're gonna do this, and it's like, oh, we could never do that.
46:00Let's see if we can figure it out. Alright? Let's let's go on stakeouts.
46:04Let's go and find someone who's got a successful business, and we'll stake that out a little bit. We'll see how they're doing it. I love that.
46:10Yeah. Right? So good.
46:11I think about Fast and the Furious. I don't know why that's where my wait. Wait.
46:14Wait. See, I'm in I'm in Vegas. I'm thinking of Ocean's Eleven.
46:17Oh, yeah. Mean, then there's that classic. Now mind you, Ocean's eleven is what is it?
46:2211 people? Is that why it's called yeah. So so if if I wanna launch a business that's gonna be really big really fast, I'm hiring 11 people on the day one as well.
46:31Like, that my mindset, I I once had someone come to me, and he had 12 people on the team. He said, Daniel, I really wanna go big.
46:39And I said, okay, well, you're gonna need a board of directors, you're gonna need an executive team of about five, we wanna have three or four people on the board, we want an advisory team who lend their reputation to it, and I mapped it out and said, here's your executive team of five. I said, then you're gonna need 12 people on this sales and marketing team, four doing this, right, another eight doing that, and then you're gonna need about 12 consultants over here doing the delivery work, and you're gonna need this.
47:04He goes, how long is it gonna take to get there? I said, three or four days. He said, three or four days?
47:09I said, yeah. So what we did is we put on a conference, and we invited 70 people along who were the right people who should be joining that team. And we stood up in front of the group, and we delivered an amazing three day conference, and we said we're gonna be going from 12 to 40 people, and, uh, we're gonna be inviting people in this room to come and join the team.
47:30And we just put on a big conference where we shared the vision and the mission and the and the plan and the timescales. We had boards around the room, people came and put their ideas on the board, then we had, like, apply for the different roles, where do you think you fit within the org chart? People came in and said, I wanna be on one of this, one of this.
47:47Three days later, we had a had a organization with 40 plus. That's crazy. So we just went from 12 to 40 like that.
47:53How do you sell a business?
47:56Um, well, definitely, you should sell a business. It's a great thing to sell a business. It's, uh, it's ten years' worth of work in in one transaction, which is kinda cool, um, when you when you get to the point.
48:06So anyone who's anyone who's thinking of selling a business should definitely think about it seriously because it's a typically, it's a life changing moment. You also get your time back, so you're now you get a level up of understanding, you get a level up of time, and you've got money, so suddenly, like, you become, it's a it's a leveling up moment for every entrepreneur.
48:26I think it's a it's something that more people should actually just out and out say, go ahead and sell a business. Like, do a do a sale.
48:35It's a process. It's like a marketing campaign. Um, you wanna bring in some specialists in that marketing campaign, so depending on the size of the business, you might bring in a consultant who's like a CFO consultant specializing in this, or if you're a bigger business, you bring in what's called an M and A firm who is like an agency that helps sell businesses, or if you're even bigger, you bring in something called an investment bank, and they underwrite it, and they do all sorts of stuff to to make it a a really good sale.
49:02So you you would definitely need either a person or a team of people to help support that process. The business, they're going to want to see the history of the business, they're going to want to see the future of the business, mostly the future.
49:14A lot of people, when they sell the business, they want to talk a lot about the history, but actually it's the future that you're selling, so you're going do some financial forecasts. When you sell a product, you should have a brochure, a beautiful brochure, that shows people the product that they get.
49:29When you sell a business, you should also have a beautiful brochure about that business. So one of the companies, the IT companies that I sold, we put together a beautiful brochure about the whole business.
49:41So it had a bit about the past, and it had a bit about the team and the top clients that we had. We printed that out as a beautiful, like, high gloss, really, like, great thing, financial forecast that folded out, right, printed up lots of documents so that people could really get their head around it.
49:58We created a video about the future of what's happening in the next five years and the plans of what the business is gonna do, created slide decks. We had the entire team trained on how they how they would share what their role is and what their plan was for the future.
50:14We documented all of the assets of the business, a lot of things that people take for granted. So we documented the database size, and we documented the awards that we won, and we documented the content library that we'd built, and we don't Like, all of it was super documented.
50:29We left nothing to the imagination. It's like, here's all the assets that you're buying. Here's all the amazing people that you're buying.
50:34Here's the future forecast of the business, and we just put it in beautiful documents, and, you know, we treated it as putting together a really lovely partnership where we want this business to go to the next level by you buying it, and we're gonna support that in every way that we could, and that came across, and and yeah.
50:55So I've sold a few businesses, and we put we we kinda think it through in those terms.
50:59And then when you sell a business, are you still involved, or are you
51:04So some people, they think that selling a business is like selling a house, that you kind of, like, list it with an agency and then someone sells it and then you walk away, here's the keys, and it's a lot more like having a teenager who grows up and becomes an adult, and it's a process.
51:22It's more of a it's more of a passing a relationship forward or a set of relationships forward as opposed to selling a thing.
51:33So it's often the case that the business needs to hit a level of maturity that it can be sold, that it has a life of its own, um, and also when you sell it, you don't necessarily wanna cut it off from its founding team or its founders or any of those sorts of things.
51:51So for me, personally, the best sale is one where, in my mind, I'm thinking for the next twelve to eighteen months, like, I'm there to make sure it succeeds. Now, what does that look like?
52:01It could be that I commit to speaking at conferences that that they do. It could be that I commit to helping with, uh, supporting the, uh, the social media channel, uh, that I sit in on key meetings, that I attend a quarterly
52:15strategic adviser meeting. I charge for all these things. Yeah.
52:18When you told me that, that broke my brain, that, like, you start businesses, hire the people, and if you guys want me to add insight and consult,
52:27I'm gonna invoice the business. Yeah. Well, of course, my time you know, you can't like, you can have the business you buy the business and then as much as or as little of my time as you want, so I have a speaking fee.
52:38If you want me to speak at the conference, I'll do a discounted speaking fee as as part of the deal. Richard Branson sells businesses all the time and he gets paid a really great speaking fee to do the ads or to be associated.
52:55They have a license fee that goes back to Virgin, so if you want to keep the name Virgin, so Delta Airlines bought Virgin Atlantic, or the majority stake of it, and then they pay a license fee for Virgin. They pay Richard Branson to do certain activities.
53:09So cool. Yeah. So, yeah, like, my dream scenario is that I sell the business and have 18, twenty months' worth of relationship runway ahead.
53:20Like, happy
53:22days. It's cool.
53:24Awesome. Well, I'd love to get, like, two, three questions from the room if you guys have any questions, uh, to Daniel in regards to anything. Good afternoon.
53:32My name is Abby, and I wanted to ask a question about when you mentioned posting every day. So even though you have your content days, what are the types of content that you either encourage or your team produces
53:45for you all to hit that every day, in a sense, like, cycle to be able to get those eleventh that eleventh view for the first time in a ninety day span? Okay. So the way that I do this is that I created a folder of, like, all my posts, all my stuff, my story, and I just put it in the folder.
54:02And I connected it up with Claude, and then I just basically said, every day, I need stories to talk about. These are the like, we wanna identify the main pain points.
54:12So we asked Claude, who is my ideal customer persona? And we gave that person a name. And what every like, every day, we want pain points, prize points, problem points, news stories, and just give me the the lines.
54:28Give me the hooks. So then on a filming day, my team will be sitting behind the camera, and they'll go, talk about the frustration of hiring someone, training them, and then they leave.
54:39It's like, okay. Blah blah blah. So I'll go go into that.
54:42Or talk about the prize of, like, getting an inbound sale of someone you've never heard of. They've just seen your content they wanna buy. So we'll, like, we'll we'll go through, and we'll just talk about this stuff.
54:54And we'll just record and record and record and record, and you get used to it.
54:59You get good good at it, and then you get sick of it. And then you say, let's do a long form. So we'll we'll get in, we'll do some long form.
55:06The truth is that what I will tell you is probably gonna be overkill for most businesses.
55:15I've got multiple 8 figure companies I've gotta feed. So I've got, like, hundreds of people, and we've got seven companies in the group, and they're all growing and they need doubt.
55:25Like, one of my businesses needs 12,000 leads a month. Every like, 12,000 warm leads a month.
55:31That's just one. So I've gotta create enough content to get that happening, and then another one wants, like, five or 6,000 leads a month, so, like, I'm under a lot of pressure to produce for a group of companies. If I was running just a small business and I needed ten, twenty, 30 customers a year, I can just, you know, just talk to the right person.
55:54What's their problem? What's their pain? All that sort of stuff.
55:56Now, the other one that's fun as a good way of doing a little bit of daily content is set it up to look like a podcast and just have someone who's, like, interviewing you as if you're a podcast guest, and they just rapid fire the questions at you, and you just give your fast pithy answers, So good.
56:14And you look like you're you look like you're delivering a podcast. It's got that authority framing. It's, you know, it kinda looks like, you know, oh, Abby must have been on this great podcast, and they're asking her all these questions.
56:25Boom. Right? So that can work really well.
56:28I love that. Knowing that the formula is that they see you for the first time when they see you for the eleventh time, do you feel like there is value in posting multiple times a day if you truly post with value, or does it become kind of a mute issue at some point?
56:43So
56:44some platforms still punish you for this. I've noticed that LinkedIn doesn't like it. My second post of the day, like, off a cliff.
56:53So I might do a post and, like, post 140 likes and everything's going great. Post two, LinkedIn's like, don't do that.
57:01I'm like, okay, sorry LinkedIn, right? But x on the other hand, if you go to the other extreme, x is like, oh, you want to post every day? Yeah, let's post every day.
57:10Why don't you post again? Post again. Start a fight.
57:12Why don't you see what this guy's saying? You should disagree with him. Get on there.
57:15Disagree. Like, you know? So x loves you for for for, like, every every every day.
57:24So you gotta pick your platform if you're gonna do multiple posts a day. I think I would say something like Instagram, probably like see, Instagram is like 20 or 30 products bolted into one.
57:37Instagram lives is a very different product to Instagram carousels, Instagram posts, Instagram stories. Like, you've got if you list out all the things you could do on Instagram, it's something like 20 products.
57:51I think it's probably more than that, and you can go and do a bunch of those products in a day.
57:58So you could say, okay. If I really wanna ramp this up, I'm gonna go a story, a post, a carousel, a live.
58:07By the way, Instagram lives, like, unbelievable
58:11how effective that is. I mean, I would say I'd probably watch two of yours start to finish because it's just really good. You're talking about the political climate, the financial you know, I I don't know.
58:22It it's really cool. Yeah.
58:25So, like, I'll go for a walk and just do a history lesson on, you know, like like, that was the probably the most recent one you saw.
58:34You might have seen the history the history that I did. So, like, I did the history of the limited liability company, um, and I was doing I was doing a history of I I did this whole history lesson of the the decade of 2025 to sorry.
58:511825 to 1835, where it was a very tumultuous ten years, where there were six prime ministers in ten years, same as what we've got now.
59:01We've just had six prime ministers in ten years. And I said, it's not unprecedented. Let's go back in time to another time where we had six prime ministers in ten years, and I talked through.
59:10We had a pandemic. It was the cholera pandemic. We had a banking crisis of eighteen twenty five.
59:15What caused that? Right? So I just kinda pieced together, and I was going through and and and take you take doing this thing.
59:22Six, seven thousand people watch it, and it's so, yeah, completely separate product to to, uh, to this other one. So, um, if you're geeking out on a topic and you feel confident that you could do a really good fifteen minutes chat on that and you've already posted two or three times in other formats, go for the live.
59:43Yeah. Mixing up the format
59:44and the delivery. And and the way that social media companies think of their platforms is they think of their platforms as multiple products stacked on top of each other.
59:55So, internally, they think they have a team called Instagram Live just working on Instagram Live, and they have a team who are optimizing carousels, and they're all competing internally to get more oomph for their product team.
1:00:10So you see it as Instagram. They see it as 34 different things that are yeah.
1:00:17And they're all wanting their thing to be, you know, loved and adored. So the more you put out different stuff on on the thing, they're loving it.
1:00:30You may also notice that sometimes they'll put something new out, and that thing will have priority for the first six weeks. So Instagram recently put out these stupid, weird, little instant photos.
1:00:43Right? They're just testing this thing for the next for six weeks. That'll be a big thing, and you can hack it if you wanna hack it, and it'll it'll go out there because they're trying to see whether people like it or not.
1:00:54Hi. Jenny Bolivar.
1:00:57You talked about how to hire a team. Can you tell me a little bit about how that idea came about and how you conceptualize the execution of that?
1:01:08Because my jaw dropped in a way that I was like, what?
1:01:14And I I wanna know more. So the way I think about it is it's it's a process that I think of called reverse engineer the future.
1:01:22Reverse engineer the future is not Ford engineer the past. So Ford engineer the past is, oh, I'm a one person business today, so I guess two people would be doubling the business, and I better wait until I'm ready to double the business, and I better do this, and like So you're kind of like trying to say, where have I come from, and where do I need to go to next?
1:01:43And the other way of thinking about it is what would the model of excellence look like? So what is a snapshot of the future that would be highly successful? So I create these snapshots, and I go, okay.
1:01:56So six people doing these roles with this ad spend with with this product, and we've got this brochure, and we've got this landing page, and we've got this ICP, and we're at this price point, and this person does this, and this person runs this, and this person does this, and then the phone call goes to this person who takes that call and does this, and then this person gets looking after that.
1:02:18So I'm trying to create a future state snapshot that I think would be a model of excellence that would work.
1:02:26So if I'm gonna try and create a car, I'm thinking about what does the car look like when it's finished. Right? What I see most entrepreneurs doing is like, oh, I can only afford wheels, so I'm just gonna get wheels, and I'm gonna run around with wheels.
1:02:40Right? And it's like, why isn't this a car? How does these wheels turn into a car?
1:02:44It's like, this is not gonna work like that. Alright? We're gonna have to reverse engineer the future state.
1:02:49So the what I've also found is that entrepreneurs think it's it's safer to go slow and to do one thing at a time, and I've found it's safer to go fast and do all things all at once.
1:03:05So, like, rather than I'll add one salesperson, and then I'll add one marketing person, and three months later, I'll add the It's like, no, no. I'm gonna get you all around a dinner table tonight, and I'm gonna get you all to commit right now that we're working on this for the next three months, and this is what the this is the future state that we're trying to get to, and we're we're starting tomorrow.
1:03:27Like, that's that's my ultimate goal. How do I get everyone in one place doing it all together at once?
1:03:33You like that? It's wild. And now here's the second part to that question.
1:03:38When you're starting and you don't have capital to entice people to be part of this. Okay.
1:03:45So is there capital on the planet? Yes. Somewhere.
1:03:49Right? Um, is there an aircraft carrier? There is.
1:03:52There is an aircraft carrier. So if you wanted to make a movie about an aircraft carrier, would you build one? No.
1:03:58What would you do? You'd find who's got the keys to it, and you'd say you'd say, can we borrow this for Richard Branson with his first plane. Yeah.
1:04:07Can we can we, like we wanna make a movie about, like, aircraft carriers. I've heard that you're the admiral, and you've got, like, an aircraft carrier. Can you, like, figure out can we just like, we don't wanna have to build one from scratch.
1:04:18Can we come and just use yours for a bit? So the same thing is who's got capital? Right?
1:04:25And how much do they wanna put at risk and for how long? And, like, it doesn't have to be some VC. You know, when I was early twenties, I slept for the first time on a foam mattress as opposed to a spring mattress, and I thought I got it in my head that I'm gonna start a mattress business.
1:04:41And, well, it's something to fall back on.
1:04:46Oh. And
1:04:52so, like, I went to this factory that made foam mattresses, and this guy's been in business for forty years. And I said, hey.
1:05:00I wanna start a a new brand of this and blah blah blah. I don't wanna manufacture them. I just think I'm gonna be really good at selling them, and we're gonna launch this thing.
1:05:07I said, would you be able to, like, manufacture me, like, 30 of them and I can see if I can sell them? And he's like, yeah. And I said, and also, like, would you be interested in, like, putting in maybe 10 or $15 to our ads in our marketing so we can take out two ads in the paper, and we will just pay you a lot for those first 30 mattresses?
1:05:27And you'll get your money back if we can sell just the first 30. We won't make much, but we'll have tested the the thing. Sure.
1:05:34Let's do it. And he was sitting on tons of cash, and it was not like some massive financial VC deal.
1:05:42So it's just like, okay. Who who wins if I win? So if I've got four people and we're doing a million of revenue and we're and we're, like, kicking the door down, who would win?
1:05:53Oh, okay. I guess this company might win and this company might win and okay. Maybe they'll put some money in.
1:06:01Also, maybe the four people would win because the other thing too is for an early stage startup, you're probably not gonna hire someone who quits their job at Microsoft and comes and works for you. You're probably gonna hire a rebel or a misfit.
1:06:13So you might say, hey, Sarah. Like, I know you took a year off from maternity leave, and you're thinking about getting back to work.
1:06:22And I know that you want, like, loads of flexibility that you wanna be able to just work when it suits you, and I know you only wanna do three days a week and all that sort of stuff. I can't really afford, like, big money for the next three months, but here's my project.
1:06:37Maybe you could come and do, like, three days a week with me. And at the end of three months, like, if it succeeds, you'll not just like, we'll loop you in on bonus payment and all of that sort of stuff.
1:06:48And Sarah's like, totally. Like, that perfectly suits. You know?
1:06:52That's that's what I've got in mind. That's good. I I
1:06:56feel like you believe and may you've adopted a belief early in your business entrepreneurial journey that you don't it it can't it's never gonna be perfect.
1:07:09Like, when you say, I'd rather just test it all at once, what you're saying is there's no such thing as perfect, and there's no way of arriving to an outcome unless it is tested. Like, it is a backwards way of thinking where most people, to include myself, that you have every desire and you and you have a picture in your mind of what perfect looks like, and you think you could arrive at that
1:07:31without testing. The the the the two beliefs I wanna share that really come up for me is number one, business is a team sport.
1:07:39It's not a solo game. Like, everything great is a team sport. Yep.
1:07:43Whenever you see someone who does something extraordinary, you bet your ass there's a team behind them. Like, you know, the guy who just won Wimbledon, you know, he's out there on the court.
1:07:55You can only see him, but what happens immediately after he wins? I wanna thank my team.
1:08:02Mhmm. Or who's on the team? Oh, a load of people.
1:08:05There's all there's the person who does the money and the person who does the my assistant, and there's the person who's, like, my coach, and there's my physiotherapist, and there's my the it's like, they've got you know, this person who's playing a one person game is actually there's six or seven people in the box just cheering them on because that's a whole team sport.
1:08:23Right. They're full time working with that tennis player. So, like, business success is a team sport.
1:08:28So idea number one is you you need a team. Every your next level of success will involve a next level team. If you're just getting started, your next level team is three or four Rebels and Misfits.
1:08:39If you're a 30 person organization, your next team's probably 40 or 50 people who are next level up. But it's it's always a next level team that takes you there, and it's the alignment the magical ingredient is the alignment.
1:08:53Right? I know you're you're a man of faith. What was the first thing Jesus did?
1:08:58Ran around Assembled a team. He assembled a team. Right?
1:09:00Yeah. Got his got his people around him. So so business is a team sport.
1:09:07Success is a team sport. The next belief that I have is if there is a resource on the planet that already exists, I am allowed to have a conversation about how it gets used. Alright?
1:09:20I'll say that again. If there's a resource that exists on the planet, I'm allowed to have a conversation about how that resource gets used. It's okay.
1:09:28I'm allowed to have that conversation. So I say, oh, okay. I wanna do a launch party, a rooftop penthouse.
1:09:35Does a rooftop penthouse already exist? Yes. I'm allowed to have a conversation about the use of that to see if there's any way that we could structure a deal where I can launch my business at that rooftop penthouse.
1:09:48It's okay to have a conversation. It's good. So it's just it's a very simple idea.
1:09:55If there's an aircraft carrier that exists, I can have a conversation about using it. If I wanted they might say no. Right?
1:10:01I might not be able to find a way. Cash is only one way of bridging that gap. It's it's a it's a very simple way.
1:10:10It's great if you've got loads of cash, but it's only one way of bridging the gap.
1:10:14Wow. So good. Come on.
1:10:16Can we clap it up for Daniel Priestley? What a treat, bro. Appreciate you.
1:10:20Thank you. Awkward handshake because that was Let's do it again. Let's do it again.
1:10:25There you go.
1:10:28I wanted to just end with the thing because I'm a golfer. Oh, come Like, the catty and the gutsy. That's it.
1:10:33That's it. Like that. What are you Is it Okay.
1:10:36Okay. Potatoes? Potatoes fries.
1:10:37French fries. How you know you got young ones? What What are talking about at Forward?
1:10:42And yeah.
1:10:44Well, the the thing I wanna talk about at Forward is this I'm, like, I'm geeking out on this algorithm. I don't think people are gonna realize how much this is gonna change the world. Like, I know that it's so weird and geeky.
1:10:56The recommendation engine, the this slight change that happened earlier this year, it's it's gonna like, for ten thousand years, we have conversations with people who we meet in the real world, who are geographically close to us, then we slightly start engaging around certain people.
1:11:17And now there's gonna be this wild matchmaking on steroids where the algorithm understands what you're trying to achieve without you even trying to talk it through in the background, and it's gonna go and find your people for you.
1:11:33It's gonna be wild.
1:11:35Dang. You know what I think about? I think about people are gonna be disappointed more.
1:11:42Like, disappointment is gonna happen more because everybody wants to just work with the person they believe is right to work with, but not everyone earns the right.
1:11:55Everyone earns the right to do business, but, you know, do you know what I'm trying to say? Like like, are you actually good at what you do?
1:12:03Well, there there will be that,
1:12:06but bear in mind, the person who's really good for you to work for might be really different to the person who's really good for me to work for, and the AI algorithm will pick up on the tiniest little subtle details and just say, oh, look, for whatever reason, I wanna matchmake you over here, and I wanna matchmake you over here.
1:12:23One thing that is definitely gonna happen is that every single one of us, if you do this right, you will find the audience that is right for you. Well, the the algorithm will find you that audience.
1:12:33Mhmm. So I might put some content out, and it will find the thousand people who really resonate with the Daniel Priestley approach.
1:12:40You put the same sort of thing out, and it just goes up. I'm gonna find you a slightly different audience, but they're gonna be just perfect for you. Wow.
1:12:48That's that's what's gonna happen. Sweet. Well, one more time.
1:12:51Let's clap it up for James. Let's go.
The Hook
The bait, then the rug-pull.
The episode opens on the line that becomes its thesis: your company's brand is worth a fraction of your own name, and not using it is a self-imposed 95 percent tax on attention. What follows is Daniel Priestley's case for why that gap just widened, and the exact system he uses to close it.
How they asked for the click.
MENTIONED ON CAMERA
