Podcast appearances and mentions of dan sullivan

We're living through one of the most profound transitions in human history. With AI projected to disrupt or replace over 300 million jobs globally and 75% of the global workforce rethinking their careers, it's no wonder that 1 in every 3 Americans has already undergone a major life change in recent years. This reckoning has created a pivotal moment in which fear, uncertainty, and doubt about the future are becoming increasingly prevalent. When life feels uncertain or misaligned, having a clear and compelling vision can be the anchor that pulls you forward. And today's episode is all about crafting a spiritual vision, not just a set of goals, but vision that pulls you toward your biggest goals… even when life feels out of control. Jennifer Hudye is the founder of Vision Driven, where she helps entrepreneurs, CEOs, leaders and changemakers craft, clarify, and connect to their compelling vision of the future. She's a gifted speaker who has taken the stage at TEDx, Mindvalley, and EO, to name a few. She has worked with renowned thought leaders, including Tony Robbins, Joe Polish, Dan Sullivan, and many others. And as you'll hear, her passion for helping others to take control and design a life they love shines brightly. In our conversation, Jennifer guides us through the five essential steps to crafting a spiritual vision, starting with self-honesty and culminating with becoming the version of yourself who can bring it to life. You'll learn how to suspend the “how,” what to do when fear blocks your clarity, and why vision is more than just a mental tool—it's a way to partner with God (or your higher power) to co-create a life aligned with your purpose. KEY TAKEAWAYS Jennifer sets the tone and intention for the pod Why Jennifer is compelled to help others create a spiritual vision The world is a profound transition period A vision is a tool to help make better decisions How fear of failure keeps us from dreaming big How to overcome mental roadblocks and stay on track The 5 steps to creating a spiritual vision When Hal set his vision on his first impossible goal How Jennifer's vision led her to Joe Polish's home, literally A quick recap of the 5 steps to creating a spiritual vision Jennifer's advice to anyone in a transition period Get The Full Show Notes To get full access to today's show notes, including audio, transcript, and links to all the resources mentioned, visit MiracleMorning.com/596 Subscribe, Rate & Review I would love if you could subscribe to the podcast and leave an honest rating & review. This will encourage other people to listen and allow us to grow as a community. The bigger we get as a community, the bigger the impact we can have on the world. To subscribe, rate, and review the podcast on iTunes, visit HalElrod.com/iTunes. Connect with Hal Elrod Facebook Twitter Instagram YouTube   Copyright © 2025 Miracle Morning, LP and International Literary Properties LLC

Joe Polish and Dan Sullivan explore how ambition and agency, rooted in generosity, drive lasting success. A behind-the-scenes look at their Hay House project on building authentic, impactful relationships. Here's a glance at what you'll discover in this episode: How combining ambition with agency creates unstoppable momentum in business and life Why over-giving without boundaries leads to burnout—and how to avoid it Practical ways to deepen relationships by asking better questions and being truly useful If you'd like to join world-renowned Entrepreneurs at the next Genius Network Event or want to learn more about Genius Network, go to www.GeniusNetwork.com.

It used to be that there were two political parties, and the one you didn't support didn't seem evil to you. They were just different. Dan Sullivan and Mark Young discuss ten changes in the political landscape of the U.S. and why the two parties can almost seem like separate species at this point. They share why Trump has a unique ability to provoke strong reactions from Democrats, revealing their true sentiments and leading to major transformations       ·      Donald Trump has forced Democrats to reveal who they actually are.   ·      Anxiety used to affect about 3% of the population. Now it's affecting 30% of the population.    ·      Trump will be one of the most consequential presidents in history.   ·      The Democratic Party's reliance on demographic shifts has not produced the expected results.   ·      The Democrats lack a clear leader and they continue to avoid taking responsibility for losses.   ·      There is a growing distrust in institutions, particularly as the Democrats have been seen as running them ineffectively.   ·      Trump has fundamentally changed the Republican Party and exposed the weaknesses within the Democratic Party, leading to a new political dynamic.

Do you embrace the fear that comes with chasing bigger goals, or do you let it hold you back? In this episode, Dan Sullivan and Shannon Waller explore why excitement and fear are inseparable for ambitious entrepreneurs—and how reframing fear as fuel, not a foe, is the key to lifelong growth and fulfillment. Here's some of what you'll learn in this episode:The specific types of fear entrepreneurs experience when pursuing big goals.How Dan experiences both fear and excitement with a current project.The two things that entrepreneurs can do with their fear.Why status-seeking entrepreneurs eventually lose their ambition.The cost of eliminating fear from your future. Show Notes: Growth is like a coin with two sides: excitement and fear. Entrepreneurs need to normalize fear as a regular part of their journey. Committing to a bigger future goal naturally brings up fear about whether you can achieve it. Real growth requires pursuing something more exciting—and more challenging—than what you've done before. Many people lose their ambition because they're stopped by the fear that comes with it. Entrepreneurs are driven to ensure their future is bigger than their past. Status-seeking entrepreneurs focus on external markers of success while growth-oriented entrepreneurs measure success internally, by their own progress. It takes courage for entrepreneurs to keep moving. Expect failure along the way—it's part of the growth process. For growth-minded entrepreneurs, fear isn't a necessary evil; it's a necessary resource. Stopping growth means losing the new capabilities that come with it. When you stop growing, you may feel uneasy about others who continue to grow. For status-seekers, ambition is a destination; for growth-seekers, it's a capability to develop. Growth-oriented entrepreneurs compare themselves only to who they used to be, not to others.  Resources: The 4 C's Formula by Dan Sullivan

Feeling overwhelmed by AI's endless possibilities? You're not alone, but it's nothing to worry about. Dan Sullivan and Gord Vickman share how top entrepreneurs avoid tech fatigue by focusing on clarity, delegation, and human strengths. Learn why mastering one tool beats chasing shiny objects, how to lead teams without being a tech expert, and the mindset shift that turns AI into your ally and not a threat.  Show Notes: Getting great at one AI tool is far more valuable than feeling overwhelmed by dozens. Humans aren't computers, so your creativity and intuition are irreplaceable. AI is here to stay, just like electricity, so focus on how it can serve your goals.You don't need to be a tech expert. Just know enough to guide AI toward what matters to you. Too many choices can freeze progress, so simplify and focus on what actually moves you forward. If you feel behind on AI, don't worry. Most people are just starting to explore it too. Your team likely has someone who loves this stuff, so be sure to tap into their enthusiasm and knowledge. Nobody tinkers and experiments like humans do—that's where breakthroughs happen. Leadership isn't about having all the answers. It's about asking the right questions.  Resources: The AI search engine discussed is All AI Tools Learn about Mike Koenigs and Lior Weinstein Perplexity The Impact Filter™ The Gap And The Gain by Dan Sullivan with Dr. Benjamin Hardy Who Not How by Dan Sullivan with Dr. Benjamin Hardy

In this episode, Faria Ibrahim, a powerhouse in commercial real estate investing shares her journey from engineering and fashion to building a multimillion-dollar commercial portfolio, and how title professionals play a vital role in successful transactions. Learn how integrity, adaptability, mentorship, and focused deal flow shaped her strategy and why communication and timing are everything when working with investors.   What you'll learn from this episode How to build trust with commercial investors through timely title workflows The role of mentorship and community in scaling fast and avoiding mistakes Mindset and strategy shifts to stay competitive in a changing interest rate environment Why women in real estate shouldn't wait for permission and just go for it The most impactful events and networks for breaking into commercial real estate   Resources mentioned in this episode Who Not How by Dan Sullivan and Benjamin Hardy | Paperback, Hardcover, and Kindle The ONE Thing by Gary Keller and Jay Papasan | Paperback, Hardcover, and Kindle ICSC NAIOP Brownfields | US EPA   About Faria IbrahimFaria Ibrahim is the principal and founder of Hudson Edge Real Estate, a nationally active investment firm with a focus on value-add assets across markets like Florida, Texas, and New Jersey. With a background in engineering, finance, fashion, and day trading, Faria brings a multidisciplinary approach to commercial real estate. Her company specializes in the acquisition, rehab, management, and disposition of retail, industrial, and multifamily properties. Faria holds an MBA in Finance and is a Certified Commercial Investment Member (CCIM) as well as an active member of the International Council of Shopping Centers (ICSC). Her investing philosophy is rooted in transparency, relationships, and her belief that "we rise by raising others."   Connect with Faria Website: Hudson Edge LLC Instagram: @faria_r_ibrahim   Connect With UsLove what you're hearing? Don't miss an episode! Follow us on our social media channels and stay connected. Explore more on our website: www.alltechnational.com/podcast Stay updated with our newsletter: www.mochoumil.com Follow Mo on LinkedIn: Mo Choumil Stop waiting on underwriter emails or callbacks—TitleGPT.ai gives you instant, reliable answers to your title questions. Whether it's underwriting, compliance, or tricky closings, the information you need is just a click away. No more delays—work smarter, close faster. Try it now at www.TitleGPT.ai. Closing more deals starts with more appointments. At Alltech National Title, our inside sales team works behind the scenes to fill your pipeline, so you can focus on building relationships and closing business. No more cold calling—just real opportunities. Get started at AlltechNationalTitle.com. Extra hands without extra overhead—that's Safi Virtual. Our trained virtual assistants specialize in the title industry, handling admin work, client communication, and data entry so you can stay focused on closing deals. Scale smarter and work faster at SafiVirtual.com.

Why Clarity, Not Confidence, Is the Key to Your Next Level   This week on She Talks Business, I'm joined by the extraordinary Nick Nanton—someone who's built a career on doing work that only he can do. Nick is a 22-time Emmy Award–winning director and producer who has created more than 60 documentaries and worked with some of the most iconic names in the world—think Richard Branson, Tony Robbins, Larry King, Magic Johnson, Dolly Parton, and more. His films have streamed on Netflix, Amazon Prime, Disney+, and have even taken us into the heart of human trafficking raids in Haiti. He's also a bestselling author, gold record-earning songwriter, and host of the docuseries In Case You Didn't Know. But today's conversation isn't about celebrity. It's about clarity. We dig into the mindset behind Nick's success, the self-doubt he's faced, the comparison traps he's escaped, and how he's learned to identify and operate from what Dan Sullivan calls a “unique ability.” This concept from Dan is something we both operate our business and structure our time with this in mind.  If you've ever wondered whether you're good enough, ready enough, or "doing it right," this episode is for you. Dealing With Imposter Syndrome At The Top Yes, even people with 22 Emmys have moments where they wonder if they belong. Nick shares how imposter syndrome has followed him into rooms filled with billionaires and why reframing those moments has been essential to his growth. You'll hear how that shift can quiet the noise and help you step fully into your own potential. Tune Out The Comparison Gene We all do it—scrolling, spiraling, stacking ourselves up against someone else's highlight reel. This part of the conversation is a refreshing reminder that comparison isn't just unproductive, it's often a complete illusion. If you've been feeling behind, this will help you realign and reset. Tune Into Your Unique Ability What are you world-class at? Nick and I talk about the Dan Sullivan concept of “unique ability”—the zone where your passion, skill, and natural genius collide—and how it takes time to tune in and prioritize it as you grow your business. Nick shares how identifying his unique ability helped him stop chasing opportunities that didn't fit, and start building a business around what only he can do.  Whether you're leading a brand, running a business, or simply trying to get clear on your next step, this episode is a reminder that you already have everything you need. You don't have to be everything to everyone. You just have to know what's uniquely yours and be brave enough to start with what you know, your experience, and then build from there.   What's In This Episode Moving beyond celebrity to focus on excellence and skills Approach to interviews: creating space for vulnerability and authentic conversations  Creating valuable, enjoyable experiences for clients and collaborators  The importance of sharing foundational knowledge and starting “at the beginning” Common hangups in personal branding (impostor syndrome, undervaluing personal gifts) Navigating creative industries: knowing your place and supplementing with experts The importance of self-awareness in professional growth Opportunities and challenges of integrating AI in filmmaking, songwriting, and business   What To Do Next Visit lisalarter.com/e187 for all resources from this episode.

André, The Impulsive Thinker™, sits down with serial Entrepreneur Mike Koenigs to tackle a question so many ADHD Entrepreneurs face: what's next when your business just isn't lighting you up anymore? Mike shares his own raw experiences with losing identity after selling businesses and how to break free when you're stuck, bored, or feeling unseen. This episode dives into finding purpose after a business exit, the real risks of staying idle, and Mike's simple framework to figure out your next act. If you're ready to stop drifting and start designing what's next, this one's for you.  

As a property manager, you know the value you provide to real estate investors. You offer peace of mind, safety and certainty, and expertise. What if every investor found a property manager to partner with before even contacting a realtor? On today's episode of the #DoorGrowShow, property management growth expert Jason Hull sits down with real estate investing author and coach Dustin Heiner to talk about building wealth through real estate investing and the role of property managers. You'll Learn [06:06] Dustin's Journey to Financial Independence [17:48] The Importance of Property Management in Real Investing [30:04] The Importance of Finding Clients You Want to Work With [41:42] Investing as A Property Management Business Owner Quotables “If you try to serve people, then your life is going to get better.” “If you don't have your business that could run itself, then you're going to be losing money.” “Your property manager is absolutely your quarterback.” Resources DoorGrow and Scale Mastermind DoorGrow Academy DoorGrow on YouTube DoorGrowClub DoorGrowLive Transcript Dustin Heiner (00:00) this is the number one thing that I teach all my students, the first thing they always say, Hey Dustin, I found a great city to invest in. I've already got five realtors sending me deals. said, Whoa, Whoa, Whoa, Whoa. Let's say you bought one of those properties. Who's going to manage that? And they said, I don't know. I said come on. Like you, you're putting the cart way before the horse realtors are the last thing because you need to make sure that the   business is going to run perpetually without you. Cause the last thing you want is another job.   Jason Hull (00:26) All right, we are live. I am Jason Hull, the founder and CEO of DoorGrow, and we have the world's leading and most comprehensive coaching and consulting firm for long-term residential property management entrepreneurs. For over a decade and a half, we have brought innovative strategies and optimization to the property management industry. At DoorGrow, we have spoken to thousands of property management business owners, coached, consulted,   cleaned up hundreds of businesses, helping them add doors, improve pricing, increase profit, simplify operations, and build and replace teams. We are like bar rescue for property managers. In fact, we have cleaned up and rebranded over 300 businesses, and we run the leading property management mastermind with more video testimonials and reviews than any other coach or consultant in the industry. At DoorGrow we believe that good property managers can change the world and that property management is the ultimate   high trust gateway to real estate deals, relationships, and residual income. At DoorGrow, we are on a mission to transform property management business owners and their businesses. We want to transform the industry, eliminate the BS, build awareness, change perception, expand the market, and help the best property management entrepreneurs win. Now, let's get into the show. I'm hanging out today with Dustin Heiner who is successfully unemployed, according to his shirt.   it for those that can't see this later. So Dustin, welcome to the DoorGrow show.   Dustin Heiner (01:53) Jason, thank you so much for having me on the show. just love, I love property managers. I'm a real estate investor, bought property since 2006. Just, I don't know, I've got 30 plus properties, 750 apartment unit complexes and hotels I invest in. And I love not doing any work because my property managers are amazing. it takes a lot of time finding the right property managers, but in the end they make my life easier and I love paying them. They're only one of two people I love to pay, my accountant   and my property managers, because they make my life easier. I love that you have this show. I'm super pumped to be on, so thank you so much for having me.   Jason Hull (02:31) Awesome. I love the positivity because a lot of my clients get a lot of... How do we say it? Shit. Really. And you know, they feel unappreciated in a lot of... So I know there's a lot of listening. They're like, man, I want investors like this guy. But yeah, I love that you love paying property managers. I think I've said on one of my TikToks or reels, I said, the biggest mistake landlords make...   with rental properties is not hiring a property manager. And during this process.   Dustin Heiner (03:01) I don't want to deal   with tenants personally. I invested so that my property would work for me and I did not want to handle talking to tenants. In fact, I did at the beginning, I started talking to tenants, but I found out I'm a pushover because it's my property and I'm trying to be nice and everything like that. And it's so much better when there's a middle man that's going to be there. I tell my property managers, use me as the bad guy. Like say, this landlord, he's a jerk, but this is what we got to do.   I want to help them to make it easier on them, but in the end they make my life easier. yeah, I absolutely love that. Well, one thing you and I both know, property managers should be investing themselves too. They should be grabbing properties. if you know of a, if you're a property manager, you will eventually know somebody, an investor, who's going to be selling a house. Well, shoot. Instead of like, oh, point this over to investor, which I get lots of property managers sending me deals, say, hey, this guy's looking to sell. I'm like, great, and I'll buy it.   how much better would be if you guys bought   Jason Hull (04:00) Yeah, absolutely. I mean if you're a property manager you should really understand and know real estate investing like you're you're basically the advisor for your clients to do this and You have a pulse You know an understanding of the market that nobody else has and so leaning on a good property manager It can also be they could be an invaluable resource   of knowledge. if you before you get into a property one of the smartest things you could do is go ask the property managers is this a good investment or is this a good area or is this like is this a good idea and they're like no you should not have a short-term rental property out in the middle of the desert that nobody wants to go to like it's not you're not gonna cash flow but the you know the guru I'd listen to said I could you know yeah don't do that   Dustin Heiner (04:47) I've got, yeah, no, and you're 100 % right. So I personally, I've coached thousands of people to buy properties and I like buy and hold. Like it could be long-term, short-term, medium-term, even co-living, but we're gonna buy and hold these properties. Like we've got five kids. So I'll give these properties to my kids. I started investing back in 2006, just kept buying property after property. And then I realized when you get cashflow, when you get money coming in every single month from every single property, then you get financial independence and everything else on top of that is just gravy.   Jason Hull (04:47) Okay.   Dustin Heiner (05:15) And I consider my property manager, my quarterback of my team, like the football football team, they're going to make me money. They're going to protect me. They're going to make sure that everything is going right there. They're the, they're the quarterback of my team. And so when I find a good property manager, I hold onto them. In fact, I love find, well, here's what I do also. So in finding a good property manager, I do interviewing. I don't just grab first person because I personally feel like it's best to, you know, not everybody can work with everybody meaning   Somebody might not work well with me. I might have a bad personality of them. They're like, I don't like this guy. He's too hyper. He's got too much energy. Or they might say, hey, this is a great person to work with. And so what I love to do is when I grab a property manager and I just keep buying properties and keep giving it to the property manager, they keep doing well. But I mean, honestly, in the end, I wanted financial freedom and I knew that as I bought real estate over time, the value goes up. But the biggest thing is I invest for cash flow so that   Jason Hull (05:48) Bye.   Dustin Heiner (06:10) Money comes in every single month and give you case in point, your property managers are sending money. Like if you're a property manager, you're sending money to your investors, which is great because you're, making money, but you're also making them money. But at the same time, imagine that money coming into your pocket.   Jason Hull (06:27) Okay, I love this. think the clients listen to this or even property managers just listen to this and be like, I should probably send this out to all my clients so they should they can listen to this because this guy knows something and I want all my clients to see us in this light. This is a great light to see us in. So let's let's go back because we skipped qualifying you. Let tell us about yourself. Qualify yourself. Why should investors that   that these property managers send this podcast episode to and say, listen to this guy Dustin, you should be, you want to be like Dustin. Why should investors be listening to you?   Dustin Heiner (07:00) Absolutely, totally.   you know what, I'm even gonna tell you a quick story of what really shoved me into real estate investing. I started investing back in 2006, but I was not born with money. In fact, I was born into a very poor family, and I did what everybody is taught. We're taught this same exact path. You go to school, you get good grades. You take those good grades, and you go to college or university and get thousands and thousands of dollars into debt.   and then you get a piece of paper or a degree, that's what it's called, and you take that degree and you shop around and you try to find a job, a quote unquote career from someplace. And so I'm doing that exact same thing. In fact, Jason, I get the most stable, secure job you can ever think of. I got a job in the local county government in California doing IT. So California is not going away, government's not going away, and IT is definitely not going away, because I'm just like risk averse. Well, at the same time, I bought one rental property.   And that one rental property, I remember that check I got from the property manager. It was $317. Like, this is great. I need to buy more and more properties. But you know what happens? Life started getting in the way. My wife and I started having kids, after kid. Eventually, and this is what really got me to make sure I started investing. So I stopped because life got in the way, buying properties. But my wife and I started having kids. And when my wife had our fourth child, I went on paternity leave. That's where the dad stays home with the mom, changes poopy diapers, all that good stuff.   Well, after two weeks, I go back to work and on a Friday at 3.30 in the afternoon, I get a call from my boss's boss's boss's secretary, like the top dog. she says, Dustin, would you please come in the office? I said, sure. And I paused for a second. I hung up the phone. thought, why in the world are they calling me in the office? Like, this isn't normal. It's not normal. And I've also seen plenty of movies Friday at 3.30 is not a good sign. And I remembered a little bit before, right before I went on paternity leave.   Jason Hull (08:48) now.   Dustin Heiner (08:51) There was some rumors or some rumbly going on in the county that there could potentially be layoffs. And he really shook it off. said, there's no way I've got great seniority here. My boss is thinking of doing a great job. So I get up and I walked down the hallway to my boss's office. Now this hallway isn't very long. In fact, it's kind of short, but every single step that it took, felt like the hallway got longer and longer and longer. And it felt like my feet became lead bricks because as I was walking, I started thinking I could potentially get laid off while I get down the hallway.   Jason Hull (09:01) Amen.   huh.   Dustin Heiner (09:20) I turn the corner and I see my boss's door. His door is closed and I see his secretary there, super sweet, nice old lady. She says, Dustin, would you please have a seat? And I go and I take my seat and she's kind of sheepishly grinning at me, trying to console me with her eyes, because she knows everything about what's going on. I know nothing about what's going on. So I take my seat and I started thinking about my life. This entire plan that other people told me, I started thinking, if I lose my job, did I just waste my life doing this? And my goodness, we just had our fourth child.   Jason Hull (09:38) man.   Dustin Heiner (09:50) If I can't provide for our kids, does that make me a failure as a father? Does that make me a failure as a husband, as a man trying to provide for his family? Well, as I'm sitting there, my hands get all clammy, my forehead gets all sweaty because the nerves are just crushing me. Well, the door to my boss's office opens up and out walks a coworker of mine with a piece of paper in her hands. She is noticeably distraught, very upset. She's not necessarily crying, but you could tell her world has been rocked. She passes by me and my boss says, Dustin, would you please come in the office?   Jason Hull (09:54) Hmm.   Dustin Heiner (10:19) So I get up and I go into his office and I get laid off. And this is the government. Nobody gets fired or laid off from the government, but I did. And this is the reason why I tell the story. So I take that layoff notice and I go back to my desk and I realized two things sitting there at my desk, just getting laid off. Number one, I need to get another job to be able to provide for my family. So really blessed, praise the Lord to find another job in the same county, another department wasn't having those issues. Second thing I realized, I need to make sure this never.   Jason Hull (10:24) Hmm.   Dustin Heiner (10:48) ever happens to me again. I didn't make sure that nobody can take away my ability to feed my family. So right then and there, I said, I am an investor. It may so happen that 100 % of my money came from my job. That's now my part-time job. I'm a full-time investor. So quickly fast forward the story. Started buying property after property after property, each one making me 250, 350, $550 a month. I still own all of them. And now fast forward, I go to my new boss after 30 plus properties. say, Hey boss,   Jason Hull (10:57) No.   Dustin Heiner (11:17) I'm laying you off. laugh and it says Dustin, what are you gonna do? I said, I don't have to do anything. I own real estate that makes me money without even working. So last quick part of the story. Remember that short hallway that got longer and longer and longer? Well, I would walk to and from my car to my job a mile and a half every day. I was too frugal to pay for parking. Well, this last walk, I felt like I was walking on clouds because I knew I would never need a job again because I had money coming in from my property. So for you listening,   I want you to realize if you have your own business, if you're working for somebody else, if you have real estate that makes you money without even working grows over time. In fact, every 15 years, real estate doubles in value. mean, that alone is just should blow your mind. And then the cash flow that it makes. So in the end, what I suggest is if you make your own value coming from what you put into your own investments, IE rental properties, you're actually going to have   a floor of income. Now, just same thing with a property manager. You get your landlords and let's say you have 100 units. Well, you have a floor of income because that's normal income that comes in. Same thing with real estate investing. Let's say, God forbid, all those landlords to say this is not working out, we're moving. Well, you have your properties that has a floor of income coming in for you and then it takes so much stress off of you. So I'll pause the story because you've probably got plenty of questions, Jason.   Jason Hull (12:43) I love it. what a journey. there's always something that of thrusts us into a new state or even into entrepreneurism. I was suddenly a single dad trying to figure out how do I have time to spend with my kids when I'm stuck at a job at HP because I was in IT.   I'm like, I haven't even earned a week off yet. And I'm gonna get them for a week to spend time with them? How's that gonna work? How do I get to be dad? so, yeah, so sometimes I joke my kids are what made me finally leap to become an entrepreneur. so.   I love this idea of real estate allowing you to fire your boss or fire yourself from the job. Explain to people now what you do and your programs and all the stuff that you've built since, because you've done a lot of big things. I want people to make sure they understand Dustin's a badass and he knows a few things.   Dustin Heiner (13:36) Yeah.   Thanks, man. Well, here's what really   happened. So as I was quitting my job 2014 2015 inch I was 37 years old and I had so many people asking me how I was not working for somebody else and still making money if I feed my family I told them I invest in real estate and they would always ask the second question. Well, can you show me and so I just started showing friends and family members how to do it and then I realized two things number one was fun and number two I had plenty of free time because when you're not working for somebody else   When you're not having like, if you're a property manager, you have many bosses. Let's say you have 10 different landlords, working with 10 different bosses. That's really what it comes down to. And if you don't have any bosses bossing you around, you have 40 plus or more hours of your life back to do whatever you want. And so I just started helping people. So fast forward, I started a podcast, the master passive income podcast, you were on it. And that podcast in 2015, over 2 million downloads now with me just coaching. It's usually a solo show, like literally a solo show where I don't even   It's just me teaching how to do this, but over 2 million downloads because I just want to give this out. Then wrote three, no, four books, coach thousands of people. Now even have a live event, bring in hundreds of real estate investors together, but all for a goal. Here's the main goal. It's to help 1 million people to invest in real estate. And the big reason why I decided to have this goal was because the more people that I serve in my life, the more money they make and the more money I make in the end.   And so now everything from coaching thousands of people to having live events where we're just coaching even more and helping even more to books and podcasts, YouTube, you name it, like social media, Instagram, I'm over a hundred, 200,000, almost 200,000 followers on it now, just giving. And here's the big thing, a takeaway that I would love to share with everybody listening. For you listening, you need to realize if you serve and if you try to serve people, then your life is going to get better. The more people that I serve,   My goodness, I make so much more money, but the great thing is it's not a win-lose. It's not like somebody loses in order for me to win. No, it should be a win-win-win. And so now everything I do at Master Passive Income, to the free courses, to the paid coaching, all that sort of stuff, it's to help people to invest in real estate to get 40 plus hours of their life back and become successfully unemployed.   Jason Hull (15:59) It's amazing. And that's just really, really awesome. You're doing big things. You're doing big things. And you're not the typical property management client. How many different property managers do you have? Because your portfolio is spread out now, or is it all in your network? Five different states.   Dustin Heiner (16:14) Five different states? Yeah, correct. Five different states.   I think we have five main property managers. ⁓ Yeah, five main property managers that I work with.   Jason Hull (16:20) Yeah.   And how many units in total do you?   Dustin Heiner (16:26) So   single family home, like I might say single family, four units and below. So I would consider anything four units and below be residential. We have 33, 32, 30 plus single family homes, short term, midterm and even long term. Then we have two large apartment complexes, one's near Nashville, 350 units and other one's in Chattanooga, Tennessee, 325 units. And so we have great property managers for those properties. Then also,   I've invested in some hotels and so we have the, you know, the management company for that. But, what I found, and this is the number one thing that I teach all my students, all my students, lots of them, because here's what the first thing they always say, Hey Dustin, I found a great city to invest in. I've already got five realtors sending me deals. said, Whoa, Whoa, Whoa, Whoa. Let's say you bought one of those properties. Who's going to manage that? And they said, I don't know. I said come on. Like you, you're putting the cart way before the horse realtors are the last thing because you need to make sure that the   business is going to run perpetually without you. Cause the last thing you want is another job. In fact, this is the one big thing that I see when a mom and pop investor, somebody buys one property and then they buy a second or third, maybe they get to five, six, maybe seven or eight and they're managing it themselves and they cannot scale. And I know your audience, everybody knows about scaling cause you want to scale your business, the property management business. Well, you can't scale if you're the only person doing all this sort of stuff. And so,   Here's another question I get that people, other investors or even my students say, Dustin, how do you afford a property manager in your properties? I say, I don't afford a property manager. Like I don't pay my taxes on any of my properties. I don't pay my insurance. I don't pay for my property manager. I don't pay for repairs. Meaning I don't have to get a job to pay for any of that. My tenants pay that in the form of rents. And then I make sure I do not buy a property.   unless all of those expenses are accounted for even repairs, vacancy factor, and especially property manager. And that's the thing that most people don't do is realize, let's account for all those expenses, but then utilizing your property manager well enough. Here's the big question. And so all your audience is property managers. So they're going to, they probably rarely get this question, but here's my favorite question that I ever asked property managers. One of the first ones that said, if you would invest your money in this city now,   Jason Hull (18:37) Mmm.   Dustin Heiner (18:48) What area would it be? What zip code, where would it be? That is gold. I've asked actually the opposite question. Where should I not invest that city? And property managers say, I probably shouldn't answer that because discrimination and all that sort of stuff. so the question is better. Where would you invest your money? And then, yeah, you're gonna understand the entire market because the property manager, but you also Jason, we're awesome. The question is,   Jason Hull (18:51) Mm-hmm.   Yeah, wherever you...   Dustin Heiner (19:12) Would you manage this property not after you bought the property, but before you buy the property? That's a big thing. Cause a lot of people buy a house because they listen to tick-tock gurus and they just bought a house and they, Oh yeah, it should work out. Well, if you don't have any of the manage it, it's no longer an asset. It's a liability. So how much better is you ask the property manager beforehand, especially if you are investing, you're seeing, or sorry, if you're a property manager, you're seeing where the best properties are, where the best clients are, the best tenants, all that sort of stuff.   Jason Hull (19:19) Yeah.   Yeah, sometimes 100, 1000 times over. Like they have a lot of anecdotal data, right? And data data. So the bad path then is you kind of mentioned is to go to a realtor first, get a property, and then maybe go find a property manager. That's a really bad path. And that's kind of the default path that a lot of people would go down. And they're just headed towards a potential train wreck. Odds are   that the realtors incentive is not to just get you into the best investment solution. You get the most money on a deal and then you're going to you're picking this property and you have no idea if it's going to work out and then you might not even realize you need a property manager and you're saying start with the property manager. Ask them the area.   Dustin Heiner (20:16) No, it's to sell a property. That's all it is.   Absolutely.   Jason Hull (20:34) get their advice and clarity and find the property manager that you would want to be able to manage this. Like find a good property manager first and then make some good decisions. make some, let them help you make some good decisions.   Dustin Heiner (20:48) Well,   how I would explain it is I'm going to find the experts and it could be also definitely property management, but think of also inspectors, mortgage brokers, contractors, plumbers, handymen, insurance agents. I'm not the expert. In fact, like I said, I've coached thousands of people now to invest in real estate successfully. And sometimes they'll ask me, hey, Dustin, you invest in this city.   You're the expert. Tell me like, where should I? Tell me all this stuff. said, Whoa, I'm not the expert at all. In fact, I don't want to, I might know a little bit, but I don't want to be the expert. I hire experts. I hire them. So if you're a property manager, what you need to be thinking is, well, number one, you are the expert in that area because you're currently investing your time in your business to build up for landlords to utilize you. Well, that's number one, but who else would you actually want to start working with?   Now, personally, what I find is the property manager. so if you're not a property manager, if you're an investor listening to this, your property manager is absolutely your quarterback. I treat them as best as I can. Like I treat them so well because they take care of me and they want to take care of me. If I'm a jerk, if I'm like, you know, withholding, withholding money or like, we don't need those repairs. And they're trying to do their job and I'm holding them back from it. They're not.   excited about working with me. And so what I want is as best I can, my property manager to look favorable on me so they could take care of my property so I can have all my life back to play with my kids.   Jason Hull (22:15) Yeah, I mean this very much goes along with like Benjamin Hardy and Dan Sullivan's idea of who not how. Like finding the right who instead of going around and trying to just find the what like a property. Go find the who that can help you figure out how to do this instead of trying to figure out how to do everything on your own. Which is the slowest path to growth. Period. You know, is to do everything on your own.   Dustin Heiner (22:39) Well, you can't scale that way.   Yeah, you can't scale. If it's all about yourself, you can't scale. can't get like all my 30 plus properties. I love saying this. So a lot of people have heard of the book, the four hour work week. Good book and all. Basically, the premise is make your life so that you only have to work four hours a week. Well, honestly, I think working four hours a week is for suckers. I don't want to work four hours a week. I don't even want to work four hours a month. I maybe work 30 minutes a month on all of my properties because they get the property management statements.   I verify everything that's good, but I'll say this also. My daughter who's 16 years old, because I've coached a thousand people now, I coached her, she's my oldest and all my other kids are going to do it. She bought her first property four months ago and I coached her. She now does all the bookkeeping, all the, basically instead of me doing the work, 30 minutes, I pay her to do it and she oversees her property as well. And it is so much better when you have the experts first. One quick last thing, because you mentioned a really key, most people, and I did this too.   Jason Hull (23:32) if   Dustin Heiner (23:36) I wouldn't write to how do we find properties? In fact, my most downloaded podcasts are because on Master Passive Income, have lots of like how to find properties, how to fund properties, how to find property management. Like literally, it's just coaching. And the most downloaded are how to find and how to fund. Those are by far because people think those are the that's number one things that they don't have, but they believe that they need, which is not necessarily the case. Same thing on my YouTube channel. The most downloaded videos I have one.   That's like think like 16 different ways to get creative financing. If you don't have money yourself, how to buy properties with creative financing. I'm the most downloaded, but that's here's here's what I definitely got to say this. If you don't have your business that could run itself, because I always talk about building your business first. If you don't have your business that could run itself, then you're going to be losing money. And they give you a quick example what that looks like. I buy a property that's going to be making me money every single month and I don't buy it unless all expenses.   Jason Hull (24:11) Yeah.   Dustin Heiner (24:34) property manager included, vacancy factor, repairs, all included. And I add on my profit. If I want to make $400 a month, I don't buy a house unless the price is low enough, interest rates right, all the expenses are right to where I'm making that profit every single month on that property. And then obviously rents go up. But here's what it's like if you do not build a business, you do not get the right people in place. Imagine a convenience store. You're to start a convenience store, know, candy bars and soda machines and all that sort of stuff. Well, you will not sign a lease on a location.   open the doors and set a box of candy bars in on the ground. You wouldn't do that. You go out of business in two seconds. But what you would do is you would get, you'd build the business first. You get the gondolas, the shelving units, and all the candy bars go on the countertops, cold storage, bank accounts, cash registers, insurance, managers, everything in the business before you buy any inventory. Same thing with real estate investing. You build the entire business, get everybody the right people in the business, and then every property that I own,   is a piece of inventory that I put into my business. When you start realizing that even though you're an investor, you are a business owner that has inventory. Because I remember in 2006 when I first started investing, 2008 happened. 2008 happened and the crash happened. I knew so many real estate investors went bankrupt. fact, still talk, if anybody was investing back then, most likely you ask them, how did you do in 2008? I went bankrupt.   Jason Hull (25:44) Thanks.   out   Dustin Heiner (25:57) Honestly, that's literally, that's conversation happen all the time. But for me, I made more money. I was blown away. In fact, I was worried because I was just new to this. And because I was solely investing for cashflow. Now appreciation will come. That's great. But I'm going to give these properties to my kids. But I was solely investing for cashflow, $500 a month, $600 a month. And because of that, sadly, people, they had to get foreclosure because of the economy and all that sort of stuff.   but what did to the pool of renters, the pool went up. So there's more demand, supply's the same. In fact, I just buy properties and there's more renters. So my rents went up. I made more money in the crash when everybody else was going bankrupt because I was solely investing for cashflow. One quick, let me say one more thing, because I definitely want you to jump in. One more quick thing. Imagine that candy bar that you would buy to sell. If you had a candy bar business,   If you can buy it for 50 cents and sell it for a dollar and you knew all day every day, you can buy it for 50 cents, sell it for a dollar. You think, how can I get more money? Well, you'll make money. But let's say this is a great thing about real estate investing. Let's say you didn't even have 50 cents. It took you 25 cents to borrow 50. Well, you're out of pocket 75 cents. You still sell it for a dollar and you make 25 cents every single time. You would do that deal every day and you would think, how can I get more money? You'd borrow it. But here's one thing you would not do. Same thing with real estate investing.   You would not buy a candy bar for $2 if you could only sell it for a dollar. You do not do business to lose money. So I'll pause it because you could probably have plenty of questions, but we want to build a business and make money.   Jason Hull (27:26) Perfect.   No, love your analogies. I love that you're equating it to like even just buying and selling candy bars, which maybe some of us did in elementary school as a side hustle, or our kids do sometimes. My daughter makes little rubber bands, like little bracelets with different colors, and she goes and sells them. And the materials cost very little. And then she's like building these bracelets and ask them what colors they want. And then she's selling them at a market. She's like, I made like 20 bucks, you know.   Dustin Heiner (27:48) yeah.   Jason Hull (28:00) Yeah, so, you know, we've done this as kids, but when you equate it to something so simple, because we look at raw real estate and the complexity and all the numbers and we're like, this might make sense in the long run with some depreciation and then like, yeah, and you're like, let's keep this really simple. Let's like equate it to a candy bar.   Dustin Heiner (28:21) Because all that will come   like appreciation, depreciation, tax benefits, market appreciation over time, forced appreciation. Like when you buy a house, you fix it up, you guys know it'll make more money or it'll be worth more. All that will come, but income does not always come. So if you buy for income every single month from your property, could be long term, midterm, know, 30, 69 days, short term, or even co-living. If you buy for that, you will always get wealth.   If you buy, I'm hoping it'll go up in value. Like I hope this candy bar, I'll buy it for $2. Hopefully from a dollar now it'll be a $3. If you hope you're going to be stuck holding the bag and it's going to hurt. And so what you want to do is you want to make sure that you are investing for income. Cause when you invest for income, everything else will always come. But if you invest for just appreciation, you will not necessarily get income. You won't necessarily get all the benefits of everything that comes with real estate.   Jason Hull (29:17) Yeah, the other thing is the property managers often are one of the first to know if an existing client or owner wants to sell that property off. So they're great people to know if you want access to off market deals. I'm sure the property managers you have would love to get all of their clients to sell their properties and give them to you because you're easy. You're like their dream client because they'll have a one off like super emotional accidental investor that couldn't sell the property that's like.   driving them nuts and like they want it to be a perfect time capsule for a year because grandma planted the flower bed and like Timmy has his height in the door frame and like they want it to be perfect so they can sell it a year later and they're like, and it's like 10 times to 100 times harder to deal with operationally for them. The operational costs are really extreme. It doesn't sound like you're calling your property managers all the time.   Dustin Heiner (29:53) Ha ha!   Let me just say this. I don't want to talk to my property managers like month after month after month. I don't want, I just want the money. And as long as everything's going well, which is here's another thing. So if you're an investor, you want to make sure that your property managers understand your systems and procedures and processes. Like I have different property managers. They all treat all their landlords, everybody differently. But I say, when you're working with my properties, here's exactly how I want you to do it. And it's very simple things like   Jason Hull (30:13) Fuck it.   Dustin Heiner (30:37) Hey, rent's due on the first, late after the third, then you put a three day notice on the door if they don't need to get a late fee. And then once that three day notice is up, you start the eviction process. Like that's clockwork. It's most non-discriminate, yes.   Jason Hull (30:47) And this is pretty typical.   This is pretty typical, like decent property managers are already doing this anyway. Like this is really standard stuff.   Dustin Heiner (30:55) They should be. But I don't want to talk to the property manager. They're great people. I don't hire them unless   I like them. But at the same time, leave me alone so I can play with my kids. I could go to golf. could go to, I'm going to South Africa tomorrow for an investor trip. You know, I just want to live my life. Property manager, you take care of it. And if they are doing what I honestly like, I, they don't do well, meaning if they, if there's, it's not getting rented or there's that's a month after month where we're not getting,   rents paid, if things like that, then I'm like, I gotta find somebody else. Cause I don't want to have to think about it. If I have to think about the property, then why do I need you?   Jason Hull (31:29) Yeah, this is a challenge. They're property managers listening right now. Pay attention to this. Because a lot of property management business owners that come to us, they're not setting healthy boundaries with their clients. Because their clients don't know what they need. And so a lot of times the clients will artificially create a worse property manager. Because they're like, I need like this and I need that. I want, how's the renting process going? And did you talk to some people? Did you show it? And like what they think.   and they want to be so involved in the whole process, they're trying to micromanage the manager. And the manager's way better at this than them. By their own admission, they suck at this stuff, and they don't like it. But then they're trying to micromanage the manager, and bad property managers let them do it. Like the worst property managers usually have the highest operational costs in their business because they give every tenant and every owner a blank check for their time.   call me anytime and they phone system stuff so you can call them anytime and ask any question and they don't have a good system and so then they're wondering why they have, I had a client company once with 600 units under management in their business and they were making zero dollars. Property management can easily be death by a thousand cuts. I have seen inside thousands of property management companies and there are a lot that are making very little money.   And then like my wife Sarah, she had a property management business with 260 units. She was pulling in 90, 60 to 90 % profit margin. It took her, it was a part-time job for her really. And she moved to Austin with me and she managed these remotely. And these were C-class properties in Pennsylvania. We're talking $1,000 rent or less. This is like ghetto, like difficult tenants, difficult situations. And she had such strong boundaries.   and such good relationships with their owners in setting those boundaries that if they got needy or whatever, she would tell them that she was gonna fire them. And they were desperate to keep her because most property managers suck because of some of these reasons. And so she set really strong boundaries. And so her business was easy. She eventually installed one part-time person boots on the ground to help her open up property, show property, whatever, because she couldn't be there to do that and to pick up the mail.   and she had 60 to 90 % profit margin. It's like ridiculous. And so this is one of the trainings we have in our platform that we coach clients on, but property management could be death by a thousand cuts very easily. so it's just as important as it is for you to find a good manager to partner with, for them to find good clients to partner with and to be picky about their clients.   or to at least set better boundaries and expectations with their clients to help them be more like you.   Dustin Heiner (34:16) Absolutely. And it has to be a beneficial event where you guys are working together, a relationship. And like I said in the very beginning, I try to serve as many people as possible. The more people I serve in this life, the better my life gets, better their life gets. And as long as it's a win-win, in fact, one of my property managers, I paid him 12 % of the rent. the rent used to be, yeah, like when I, so this is when I first started investing in, it was in Ohio in 2006.   prices of rent were like 500 bucks. from 10, 10 % to 12%, it was like, you know, five bucks. And I was like, yes, go ahead. Now these are renting for a thousand dollars, but it's a hard area. It's like D plus C minus. I mean, it's a really rough area. In fact, I don't suggest any of my students invest there anymore because it's really, really rough. It's hard to find, like this property manager, I found them diamond in the rough, they worked with them for 10 years and then he retired and his daughter took over. So she's doing great too, but   All that to say, what you need to do is as you're hiring, finding the right property manager. So if you're an investor and you were trying to find a right property manager, you really need to make sure that you're paying them accordingly. That's going to be like, like I said, 10 % to 12%. Exactly. Exactly. Like they're going to make my life easier. What I need to do as an investor, if I need to pay more for a property manager, I need to buy the property for less.   Jason Hull (35:26) Yeah, don't try to cheat out on them. Yeah.   Dustin Heiner (35:38) I don't buy the property unless it pays for that good property manager. If I have to pay 15 % for good property manager, I don't buy the house unless I can afford that 15%. And in the end, my property manager in that one specific area, that's like C or D, D plus to C minus, I don't talk to her because she's so fantastic and she just doesn't bother me. I just let her run with it she does such a great job. And so it's such a great beneficial environment.   Jason Hull (36:03) Yeah, love it. I'm biased, but obviously, but I believe DoorGrow creates the best property managers because we help them figure some of these really simple things that they need to get down in. Sometimes they can't even see. Like one of the things we've been rolling out with clients is a three tier hybrid model because different investors have different strategies. There's really three psychological profiles of buyers that are taught in pricing psychology and those are the cheapos, the normals, and the premiums.   And so you need a pricing model that is a better fit for them. And the cheapos usually are really hyper concerned about price. They're not really focused on the long term as much. They're short-sighted. And so they're looking at what's the lowest fee I could get and they're like, cheaping out and they're making some big mistakes in the long run.   Dustin Heiner (36:46) Let me add, let   me add one thing with the cheapos. The cheapos will be the worst clientele. They will be the most problematic. It's just how life is. In fact, I'll give you.   Jason Hull (36:53) Next.   Operational cost   is the highest with the cheapos and so So one of the things that we coach our clients on is to make sure that they have these pricing models that balance between The a la carte of a cheapo and like you're gonna pay for everything extra so that they because then you're they're trying to gamble against the house Property managers the house and the property management should be winning right but a lot of times what property managers mistakenly do   Dustin Heiner (37:00) Absolutely.   Jason Hull (37:25) is they subsidize all of their lowest rent properties and their worst owners with their highest rent properties and their best owners. And they have properties in their portfolio they're actually losing money on. And sometimes they don't even realize this because they're not assessing them individually. We're like, yeah, you should fire those. Like you should just let them go or raise the price. It seems that is so obvious, but.   Dustin Heiner (37:45) especially if you're losing money on it.   Jason Hull (37:50) A lot of property managers have an entire section of their portfolio that's like 80, it's like the 80-20 rule. It's 80 % of their stress and their work and their challenges and it's like 20 % of their profits.   Dustin Heiner (38:02) And so here's a fun thing, like a thought, as you were saying, this had gotten to mind if and when somebody is pulling their hair out, an investor pulling their hat over a property or multiple properties, they just, they're just going to sell and because they're not good at investing. In fact, that's what I love to do is I coach people how to be good investors, how to make sure we're buying it right, how we're finding the right people, all that sort of stuff. Well, what's great is let's say they, you're, you fire them as clients, you fire them.   And they're like, I pull my hair out. I'm just going to sell. then eventually a good landlord will buy it. Good investor will buy it and they'll start working with you. So you start cutting out the 80 % that is just wasting your time and money and keep going after the 20 % that are making the money, making your life easier. That's just going to help everybody. Like it's just going to keep rising because in the end, the bad landlords there, they should just not be owning property.   Jason Hull (38:55) Yeah, I've had some interesting guests on our show recently and one of them runs a company. Basically, he explained to me that investors outside of the US love the US for real estate investing because he said almost nowhere else in the world can you get a 30 year fixed rate mortgage that allows you to do a payment that's low enough you could cash flow on it and just start making money right away, month after month.   And so they want to be able to get access to this. And so they help them set this up quickly. Get an EIN in a week and like get everything set up. Because it's complicated for them to figure that out. There's another company. I had a gentleman named Lioran. Really cool guy. Originally from Israel. He's here in the US, investor. And he created a company called Blanket. There's this really amazing platform for property managers that they can white label and that they use that allows them   It's like kind of like a property retention platform. So it allows them to put their clients portfolios into it, get a ton of extra data on their portfolios, and then they can, if they decide they want to sell this property, allows all the other investors in the entire blanket network to be able to get this and they get to keep managing that property without having to give it up. So property managers can have the properties   turn over and go to different owners and different investors, but they still retain them as that property is in their portfolio to manage. And so there's just, there's some really amazing things out there now for property managers. There's amazing tools, systems. We've got a lot of clients getting AI maintenance coordination using some really cool AI maintenance coordination tools that's allowing, cause getting a maintenance coordinator in a property management business, hard.   Ideally, it's like they're a veteran of doing maintenance of like 20 years and they don't want to run their own maintenance company and they want to come help you figure out what needs to be done. But there's an AI maintenance coordinator company that has been programmed by a guy who managed 30,000 units coordinating maintenance, all the way from small all the way up to that.   a long lengthy amount of experience and the system has programmed into it probably by now over a half a million work orders. Like and so it knows how to handle this better than probably anybody that you could hire and once you tell it you still have to train it you have to teach it but once you tell it how to handle things it can do it. And it's now doing phone calls it's like doing emails it's doing text like it's the craziest thing ever. And so there's this this there's this weird sort of   AI revolution happening right now and the smartest property managers are already adopting some of these tools because it allows them to scale their operations effectively. Eventually it'll be so commonplace everybody's like yeah we're all using this stuff and we can all like it's cheap enough or whatever and who knows maybe we'll all be out of jobs including property managers who knows but right now there's a good opportunity that if property managers are on the bleeding edge of what's working   you get as an investor a better property manager. And if.   Dustin Heiner (41:53) Well, for me,   there are plenty of software out there. Turbo Tenants One, Avails and other, apartments.com, those are fine, but I don't wanna even do any of that stuff personally. Yeah, as an investor, I don't wanna deal with that stuff. I wanna hire a person. And honestly, I don't think that AI, even though there's great tools as a property manager to help your business better, I don't wanna have AI run my business because I want an actual person   Jason Hull (42:05) this part of the night.   Yes.   Dustin Heiner (42:23) that it's   going to make sure like they have the emotions and feelings that they know, okay, there's something here, there's something there. And I just know personally, and this is why I teach all my students is, hey, these software are great if you're gonna manage yourself, but you can't scale if you're managing yourself. What we need is to hire the right people. It's all about, like you said earlier, there's a book, it's who, not how. We don't want to figure out the how, we want to get the right people in place. And one last quick thing that I said this a little bit earlier,   But people always ask, well, Dustin, how do you afford this, that, or the other? And the way I don't afford it, I make sure I don't buy a property unless all those expenses are accounted for, like the property manager to taxes, insurance, and even my profit. I make sure that is in there before I buy the property.   Jason Hull (43:10) Yeah, we have a ROI calculator that some of our clients use that we built out that already has their fees built into it so that the investors can see what are the benefits of this. What are the tax benefits? How does the cash flow like all this? And then, yeah, and in that, if it's not going to math out, then you just change how much you're putting down, you know, or you're getting a different property, right? so, but the...   The property management fees, if you're smart, should already be built in.   Dustin Heiner (43:41) Absolutely, 100%. And on top of that, again, I have to say your profit. If you're just guessing how much profit you're making, in fact, I always like to be conservative in my expenses higher so I don't get surprised, oh man, I didn't have the, or, and, or my revenue or the income from the rents. I estimate it or be conservative on the lower end. So if I could rent it for 1300, I run my numbers maybe at 1250, maybe 1200.   just so I'm not gonna be like, man, I can't make any money out of this property. Because trust me, it's really easy to overlook something if you're not hiring experts. Like my property managers, they know, here's a good property manager. I'll say, hey, property manager, I'm looking to buy this property, know, number one happy street. Tell me about it. Will you rent it? How much will it rent for? What's the vacancy factor? Will you manage it? What's the clientele like? And the grit ones will say, you know what? I know that area. In fact, I have a property like one or two streets over.   We were trying to rent it for 1400 Zillow said 1400, but we couldn't rent it for that. We got 1300 for it. That's gold. That like, is so much better information for an investor. When a property manager is he knows he or she knows exactly what's going on in there on the ground. And that's going to make sure that you're doing everything right. So when you hire the experts, they're going to make sure you do it right. Because especially property managers, I would say realtors, we said that a little bit earlier. Realtors just want to sell, sell for the high smoke, but your property managers.   for the longevity of that property, they're taking care of it. They're constantly making sure that it's working for you. So always ask them before you buy the property.   Jason Hull (45:16) I love that. This is a great message Dustin. I really appreciate you coming on and sharing this. I'm pretty confident that our clients and property managers listening is gonna be like, man, like every investor should listen and do what Dustin says. This would make our lives so much easier. And it makes them feel so much more valuable as a property manager. So I appreciate you sharing a positive message to everybody here on the DoorGroves show.   Anything else that in imparting that you would like to say to property managers that might be listening?   Dustin Heiner (45:46) Yeah, so one thing that I mentioned a little bit earlier is having a floor of income that's outside of whatever your job or work, your business, having a floor of income coming in. And what I planned on was I asked my wife, how much money do I need to make every single month in order for me to quit my job? Like what's our expenses like? And I remember the number, plan is day $4,200, insurance, mortgage, food, like you name it, everything, all of our expenses. I thought, okay, to become financially independent,   Jason Hull (45:52) Yeah.   would probably be double   nowadays. Which would probably be double nowadays.   Dustin Heiner (46:14) What's that? Oh,   probably, probably. Yeah, definitely. And so I said, okay, this is just math. If I buy one property that made me $500 a month. Well, in one year, that's $6,000. 10 properties, that is $5,000 a month. Okay, I got 10 properties right there. Then it covers it. That's $60,000 a year in income. 20 properties, that is $10,000 a month. That's $120,000 a year. That's passive. That's cash flow. That's after expenses.   And I thought, my goodness, all I need to do is hit that certain number. And then once I do, I don't have to work anymore. But here's the great thing. I had 40 plus hours of my life back that now I only build businesses that affect me and my family, as opposed to working for somebody else or, you know, having 10 different bosses that are just pulling my hair out. Now, let's say you had properties that of your own and you had your own property management company, you can fire those.   Jason Hull (46:59) You   Dustin Heiner (47:10) landlords that are taking up so much your time. You're making five bucks a month. It's like, it's not even worth it. Fire them because you have a floor of income. You are able to move forward. So in the end, when you're investing in real estate, you're going to be able to have a floor of income, which is so much more amazing because you have so many more options. Options are what's going to help you to make sure you scale and level up in life.   Jason Hull (47:33) Love it. Yeah, I think it's it's there's few things investment wise that can have as big of a return as having a business. So property managers listening. Cool. Build your business up. Grow that. But if your primary goal is just to get more doors, that's to manage for other people that I think you're making a mistake like your primary goal should be since you know real estate investing and they say invest in what you know.   you should be stacking your own doors. You should be investing and putting that in just a much better store of income for the long term and it's gonna grow and it's also if you're making a cash flow, you've already got the systems, you've got everything. Like you would make way more money on those units. So you should be building up your own real estate portfolio. One of our clients, he fired most of his third party clients because he just focuses on using his property management business now as a honey pot or a fly trap.   people come to him and say, hey, I've got this rental property. He's like, cool, let me scare the crap out of you of the tax liability if you ever decide to sell it. And maybe you should just, you know, do seller financing with me without talking about seller financing. All right, and so he's just got all these properties. He's just stacking doors and he's making so much money, right? So if you're listening and he's in our program, come be in our program. You get to hang out with this guy and other really amazing people do amazing things. But if you're a property manager, build your business up.   Yes, but also build up your real estate portfolio because you're one of the best at this. You're an expert at this. And that puts you in a state of integrity anyway, like if you believe in this stuff. And then build up your portfolio of clients portfolio.   Dustin Heiner (49:10) Hey Jason,   would you mind if I gave everybody a real estate investing course completely for free just for listening to the show?   Jason Hull (49:16) I would not mind that at all.   Dustin Heiner (49:19) Awesome. I like I said, my goal is to help 1 million people to invest in real estate. want you to invest. So get my real estate investing course completely for free. If you text the word rental, R E N T A L rental to three, three, seven, seven, seven rental to three, three, seven, seven, seven. I'll literally give it to you for free. Or you can go to master passive income.com forward slash free course. All one word for it. Master passive income.com forward slash free course.   I'll show you how to find if you are investing your area, that's great, but let's say you want to go into another area. I love investing out of state five different states now that I'm investing in how to build a business everywhere, anywhere in the country, how to scale to become financially independent. You can also find me quickly. I'll just share that master passive income, the podcast. Like I just love giving out so much more coaching on the podcast. I've had people binge the entire 400 episodes now, Jason, binge all of them and like DM me on Instagram. They'll say Dustin.   just from listening to your podcast, I started investing in real estate. I'm like, yes, that's exactly why I have the show. So yeah, one quick last thing. If you want to DM me, The Dustin Heiner on Instagram. love chatting with people. I love helping people. And in the end, when we all invest in real estate, everybody wins because we have great properties that people need to rent. We make money, property managers make money. We have a floor of income coming in.   But in the end, my goal is to help a million people. it's just another way that I can serve. But honestly, in the end, everybody wins.   Jason Hull (50:51) I love it. So they can text rental to 33777. They can go to masterpassiveincome.com slash free course. And they can go to masterpassiveincome.com to check out your stuff. then the, the Dustin Heiner, H-E-I-N-E-R.   Dustin Heiner (51:14) Correct.   More than likely you'll find me. I'm probably the only the Dustin, like if you just type that in, but man, I've been working really hard at Instagram. find out I actually kind of like it. I do like it. I'm almost 200,000 followers now. I didn't buy any of them. Like literally just hard work, putting in just great content, helping people.   Jason Hull (51:29) Yeah,   you're crushing it, man. I'm at 8,000, so I've got to figure out how to 10x my goal to that. So I'm working on that too. very awesome.   Dustin Heiner (51:38) We could definitely chat some more.   I could show you at least some insights of what I've done, but no, it's been great. I would love if your entire audience, all your property managers realize, let's just, it could be as simple as once a year, you just keep one for yourself. You find one, you buy it, and just year after year, you get more and more properties. I think that's a minimum you should be doing one a year.   Jason Hull (51:42) All right, we'll keep going.   So how do we start matchmaking your best investors that get it with my best property managers that get it? This is something for us to think about maybe offline. I don't know.   Dustin Heiner (52:08) Mmm.   Yes, we can   definitely chat through what it really comes down to is areas, know, areas like what cities are they investing in? But let's definitely chat because I think we could have a really good, really good way because I might. In fact, I while we are on this call, you know, have I have slack and that's where the community I've got thousands of students now, but we're in there chatting. I saw one note pop up, Christina. She's been with me for years and years and years. She's doing really well. And she was like, man, in Cleveland, like I have this property manager. I'm not going to name their name.   they're falling apart, I need another property manager, and so what it really comes down to, maybe you just help me know where they're managing, and then I could just point them to my students.   Jason Hull (52:48) Or   tell that person, if any of your investors see this episode or whatever, tell them to get their property managers to go talk to DoorGrow. Just say, look, you're not doing a great job. I'm actually considering finding another property manager. I think you should go listen to Jason and go talk to DoorGrow and get your shit together.   Dustin Heiner (53:05) That's a fantastic idea.   Absolutely.   Jason Hull (53:08) Because here's the thing, property managers do not wake up in the morning saying, I want to have a shitty business today. But most property managers suck. So where's the disconnect? The disconnect is they don't have the right strategies for growth. They're trying to do a bunch of digital marketing. There's very little search volume of people looking for property managers online. And usually the ones that are are the worst. They're the cheapest owners that view them as a commodity. They're at the end of the sales cycle. Word of mouth usually captures all the good stuff.   So these are the shitty scraps that fell off the word amount table. they're built, so they're spending money that they don't really have to get clients that they don't really want. And then they have these portfolios that are really difficult to manage. so then customer service is the first thing to go out the window because they're struggling. And I call it the cycle of suck. Take on any client, you have bad clients. You take on bad clients, you have bad properties. You have bad properties to deal with. The tenants are not gonna be happy. So you have bad tenants. And then you're gonna have a bad reputation. And that sums, and then what does that do?   helps you attract more bad owners. And so this sums up the whole industry in aggregate and that's our mission at DoorGrow is to disrupt that cycle of suck and we have a different cycle, a cycle of success where you're filtering at each stage and improving things at each stage. yeah.   Dustin Heiner (54:22) Fantastic,   man. I'm super pumped. I'm glad you're doing this because we need good property managers and property managers need to be buying properties themselves. So I appreciate having me on the show,   Jason Hull (54:32) Awesome, thanks for being here. Alright, so appreciate Dustin hanging out with us. If you felt stuck or stagnant and you want to take your property management business to the next level, reach out to us at doorgrow.com or if you're an investor and you're tired of your property manager but there aren't any other good ones either, then send them to doorgrow.com. Also join our free community just for property management business owners at doorgrowclub.com.   on Facebook and if you found this even a little bit helpful, don't forget to subscribe and leave us a review. We'd really appreciate it. Until next time, remember the slowest path to growth is to do it alone. So let's grow together. Bye everyone.  

Is your team operating at full capacity, or have they settled into a comfortable routine? Many teams deliver quality results, but what happens when passion and engagement wane? You might find your talented team members holding back, doing just enough to meet expectations, while their true potential remains untapped. In this episode, Shannon Waller explains the subtle difference between excellent performance and Unique Ability®. Here's how to ignite that spark of enthusiasm and creativity that elevates your team's performance, keeping them energized and committed to your vision. Download Episode Transcript Show Notes: Unique Ability is a superior skill that you're passionate about. Unique Ability® Teamwork means the right people are in the right seat using their areas of Unique Ability. The differences between 80% Excellent team work and 100% Unique Ability Teamwork are: Unique Ability teams self-manage because they're intrinsically motivated and engaged in the work and the projects. Excellent teams produce 2x results, while Unique Ability teams produce 10x results. Unique Ability teams collaborate and support each other without competing with each other. Unique Ability teams play full out with a no “defense budget” attitude. Unique Ability teams are always learning and growing, becoming their own internal experts. Unique Ability teams use their past experience as research for improvements in new projects. Unique Ability teams are always alert, curious, responsive, and resourceful. The Experience Transformer® tool takes a completed project as a basis for learning. The tools asks: What worked or is working? Often this breaks down into technology, timing, or teamwork. What didn't work? Usually this is a process breakdown, misunderstanding, misalignment, or miscommunication. Brainstorm: Knowing what we know now, what would we do differently? What's the new course of action or strategy? Keep what's working and fix what isn't. DONT's if you want to maximize your team's engagement: Don't shut down new ideas. Don't micromanage. Don't demoralize the team. Don't let 80% effort go on without addressing it. “Sometimes you're failing so slowly, you think you're winning.” Resources: How To Expand Your Team's Unique Ability® The 4 Performance Capabilities 10x Is Easier Than 2x by Dan Sullivan and Dr. Benjamin Hardy Transforming Experiences Into Multipliers Kolbe A™ Index EOS®

A magnitude 7.3 hits near Sand Point. How communities across the state reacted to the aftermath. Sen. Dan Sullivan strikes a deal to help fund Alaskan rural radio stations. But some within public media remain skeptical

The Real Growth Is Hidden In The Data That Most People Overlook In this episode, I'm pulling back the curtain on the exact numbers I teach inside my Millie Club Mastermind. These are the same numbers that help 7-figure business owners stop flying blind and start making decisions that actually move the needle. If you're only tracking top-line revenue, you're missing the full story. The four numbers I walk you through today are the ones most entrepreneurs ignore because they either feel overwhelming, vulnerable, or just not "fun." But here's the truth: these numbers hold the key to smarter launches, healthier profits, and a deeper sense of ownership over your success. Whether you're heading into your first six-figure year or gunning for your first million, this episode will help you finally feel grounded and clear when it comes to your business metrics. Your Homework: 1. Choose two of the four pillars I share in this episode and start tracking them immediately if you're not already. 2. Schedule a 30-minute CEO time block this week to review your numbers, even if they're incomplete. Start building that data-driven muscle! HERE ARE THE 3 KEY TAKEAWAYS FROM THIS EPISODE: 1️⃣ You Can't Scale What You Can't Track – Tracking numbers gives you agency not overwhelm. You stop throwing spaghetti at the wall, and you start making decisions that are rooted in evidence. 2️⃣ Your Conversion Rate Is Your Business IQ – Understanding where leads convert and where they fall off gives you instant clarity on what to fix for your next launch.  3️⃣ Profit Is Power – You don't need to make a million dollars. You need to keep more of what you earn. Tracking profit margin keeps your business sustainable. RESOURCES MENTIONED IN THIS EPISODE: How does your digital course offer stand out from the sea of offers just like it? If your answer is “dunno

《生技來一刻》即將滿五歲了。眼看我們一起走過了五個年頭。你是否曾經想過，這些 podcast 故事是怎麼製作的呢？又需要什麼樣的魔法才能讓這些故事完美呈現呢？而，又是誰在施展這樣的魔法呢？ 在第五季的尾聲，讓我們一起來認識《生技來一刻》的幕後團隊和 podcast 製作的故事。我們會分享是什麼讓後製疲於奔命，又是什麼讓製作人頭痛欲裂，關掉麥克風後又有什麼秘辛。讓我們一起來聽聽生技來一刻團隊的背後故事，認識施展魔法的小精靈們吧！ 因為小精靈人數眾多，幕後故事會分成上下集。沒有聽到你心心念念的那個工作人員的心聲嗎？那就千萬不要錯過兩週後的下集。   《生技來一刻》感謝國科會與駐波士頓辦事處科技組贊助我們製作節目。我們也歡迎聽眾的小額捐款，您的支持能幫助我們製作更優質的節目。https://www.paypal.com/US/fundraiser/charity/2101877  

You're not “too busy” to fundraise, you just have too much on your plate.  If you keep telling yourself you'll start pitching investors “next month,” but that month never comes, this episode is for you. Because let's be honest, fundraising isn't something you accidentally find time for. It's something you make time for.  And if your calendar is packed with tasks you shouldn't be doing, you'll never get the breathing room you need to raise capital. How do you shift from “I'll do it all myself” to “Who can do this so I don't have to?” In today's episode of Seed Money, I explore the overlooked reality that most founders don't talk about: how trying to do it all keeps you from doing the one thing only you can do. Dan Sullivan's game-changing book Who Not How helped me a lot, and now I'm sharing what it actually takes to free up your time (and brain) so you can raise money without burning out.   Topics Covered; How over-functioning founders sabotage their own growth Why you need to be the one pitching (and what you shouldn't be doing) How to start small: offloading just 1-2 tasks to open up bandwidth The perfectionist trap and how to escape it   About Your Host Jayla Siciliano, Shark Tank entrepreneur turned real estate investor, excels in building brands, teams, and products. CEO of a bi-coastal luxury short-term rental company, she also hosts the Seed Money Podcast where she's on a mission to help early-stage entrepreneurs turn their ideas into reality!    Connect: Website: https://seedmoneypodcast.com/ Instagram: https://www.instagram.com/jaylasiciliano/ Subscribe and watch on YouTube https://www.youtube.com/@seedmoneypodcast/    Please rate, follow and review the podcast on https://podcasts.apple.com/us/podcast/seed-money/id1740815877 and https://open.spotify.com/show/0VkQECosb1spTFsUhu6uFY?si=5417351fb73a4ea1/! Hearing your comments and questions helps me come up with the best topics for the show!   The information in this podcast is educational and general in nature and does not take into consideration the listener's personal circumstances. Therefore, it is not intended to be a substitute for specific, individualized financial, legal, or tax advice.  

You're not stuck because you don't know how to grow. You're stuck because you don't know who can help you do it. In this episode, Mark and Justin unpack one of the most powerful mindset shifts for CPG entrepreneurs: the “Who Not How” philosophy popularized by Dan Sullivan. If you've been trying to do it all—handle retail, ops, legal, marketing—you're slowing your brand down. They get real about what happens when you hire the wrong people (especially from big CPG) and how founders sabotage growth by clinging to loyalty instead of capability. You'll learn: Why the right “who” beats a mediocre “how” every time The surprising mistake CPG founders make when hiring from big brands Why firing a loyal team member might save your company Listen now—and start scaling smarter.

"We're looking for ways to make an impact for credit unions of all sizes.” - Nick BrownThank you for tuning in to The CUInsight Network, with your host, Robbie Young, Vice President of Strategic Growth at CUInsight. In The CUInsight Network, we take a deeper dive with the thought leaders who support the credit union community. We discuss issues and challenges facing credit unions and identify best practices to learn and grow together.My guest on today's show is Nick Brown, Senior Trainer & President/CEO at SalesCU, which has the honorable distinction of being named the Top Sales Training Company for two years in a row! Nick joins me to share his journey into the credit union industry and how he found his passion for sales and coaching, explaining how SalesCU helps credit unions move from a reactive, order-taking service approach to a proactive sales culture that adds real value for members.In our conversation, Nick covers the four essential elements SalesCU focuses on to build an effective sales culture and highlights the importance of leaders becoming effective coaches who observe, plan, develop, and hold their teams accountable in a positive way. He also shares his vision for the future, focusing on making SalesCU's programs accessible to credit unions of all sizes to help them deliver the value their members deserve.Nick reflects on his own life-saving experience at a Children's Miracle Network hospital as a child, sharing how SalesCU is donating a portion of its earnings to support Credit Unions for Kids.As we wrap up the episode, Nick reveals what about his childhood soccer coach inspired him, what cities he would most like to visit, and what book he believes everyone should read. Enjoy my conversation with Nick Brown!Find the full show notes on cuinsight.com.Connect with Nick:Nick Brown, Senior Trainer & President/C.E.O. at SalesCUsalescu.com Nick: LinkedInSalesCU: LinkedInBook mentioned: The Gap and the Gain by Dan Sullivan & Dr. Benjamin Hardy

What separates entrepreneurs who collapse under pressure from those who come back stronger? Sasha Tripp—a real estate entrepreneur who survived financial disaster, market crashes, and personal crises—shares how she transformed adversity into her greatest breakthrough. Discover the mindset shifts that helped her lead with resilience and rebuild her business, and how Strategic Coach® gave her the tools to turn chaos into clarity. Here's some of what you'll learn in this episode:What made Sasha realize that she had to either improve her skill set or get into sales.Why the sky's the limit in real estate if you have the right work ethic.Why Sasha thinks she might never be employable again.How Sasha's entrepreneurial path and her Strategic Coach journey have always overlapped.The hardest thing Sasha has ever had to go through. Show Notes: True entrepreneurship is tested in the valleys, not just the peaks. You can't tell if someone's a really great entrepreneur in the best of times because they have a lot of supports in place. The 4 C's Formula®—Commitment, Courage, Capability, and Confidence—is the foundation of overcoming any challenge. It requires courage and commitment to gain new capabilities and confidence. Confidence feels good. Courage feels lousy. If there are going to be problems in the marketplace, residential real estate is where it shows up first. When everything falls apart, your mindset determines whether you rebuild or retreat. Entrepreneurship isn't about avoiding risk; it's about managing fear while moving forward. Entrepreneurs have the freedom to pivot and change when it makes the most sense to do so. If you don't have the answer yet, it might be that you haven't thought of the right question. Strategic Coach isn't about tactics; it's about training yourself to ask better questions. Strategic Coach is a community of unbiased people you can talk to about your challenges. You can want what you want. You don't have to justify it. Your business should fit your life, not the other way around. The fastest way to grow isn't working harder, it's thinking differently. Resources: The 4 C's Formula by Dan Sullivan 10x Is Easier Than 2x by Dan Sullivan with Dr. Benjamin Hardy Who Not How by Dan Sullivan with Dr. Benjamin Hardy The Gap And The Gain by Dan Sullivan with Dr. Benjamin Hardy The Positive Focus®

Just because someone excels in their role doesn't mean they should interview new hires—especially if they're a salesperson. In this episode, Dan Sullivan and Shannon Waller reveal why great salespeople often make the worst hiring decisions, how to spot the right evaluators for your team, and the mindset shift that separates a persuasive seller from a discerning buyer. Here's some of what you'll learn in this episode:The role of a job seeker in an interview.The role that an interviewer should be playing.Why Dan isn't involved in the hiring process at Strategic Coach®.A secret ingredient in the Strategic Coach hiring process.The powerful question you should ask every prospective customer and team member. Show Notes: Salespeople shouldn't conduct interviews because they'll treat every interaction like a sale—focused on overcoming objections rather than evaluating fit. Great salespeople are wired to close deals, which means they'll prioritize getting a "yes" over finding the right candidate. A sales-driven interviewer risks hiring the wrong person simply because they couldn't resist "winning" the interaction. As the person doing the hiring, you're the buyer, not the seller. It's the job of the applicant to convince you they're the right fit. It's not the interviewer's job to get the applicant excited about the position. Your hiring team should be dispassionate evaluators—think poker players, not persuaders. The best hires are those who sell you on their ability to contribute to your company's future. Confidence in hiring comes from being decisive, not from convincing someone to join. Trust your instincts—if a candidate feels off early on, that feeling rarely improves over time. Resources: Unique Ability® Free Zone Frontier by Dan Sullivan How To Improve Business By Asking Good Questions Always Be The Buyer by Dan Sullivan Your Business Is A Theater Production: Your Back Stage Shouldn't Show On The Front Stage

Scott Love is the President of The Attorney Search Group and host of The Rainmaking Podcast, which helps attorneys, professional service firms, and B2B salespeople get more and better business from all their clients. As a prolific thought leader on the topics of rainmaking, recruiting, and leadership, he helps law firm partners mitigate risk and maximize opportunity when transitioning from one organization to another. With his nuanced understanding of high-stakes negotiations, effective partner transitions, and the delicate risks that come with complex career moves, he has placed attorneys among the Am Law 100 and 200 in corporate, finance, private equity, and investment management practices. Scott has also written numerous articles and authored three books on his expertise, been quoted in dozens of premium publications (such as the Wall Street Journal, Bloomberg, and Business Insider), and been a popular speaker at conferences, retreats, conventions, sales meetings, and trade associations. Additionally, he served for seven years as a member of the Board of Directors of the National Association of Legal Search Consultants and is a member of the National Association for Law Placement. WHAT'S COVERED IN THIS EPISODE ABOUT LATERAL MOVES FOR LAW FIRM PARTNERS Law firm partners often find themselves at a crossroads, wondering if they've outgrown their current firm, or if the grass really is greener elsewhere. The thought of making a lateral move can feel risky and emotionally charged, but what if there's a more strategic way to approach these career decisions? Scott Love, who has spent 30 years helping partners navigate these transitions, reveals that the best moves aren't driven by money or ego, but by a clear understanding of what serves your clients best. He breaks down the two main reasons partners actually leave firms, explains why some lawyers hold themselves back from reaching their potential, and shares his proven framework for evaluating whether to stay put or make a move. In this episode of The Lawyer's Edge podcast, Elise Holtzman and Scott explore the strategic approach to lateral partner moves, the critical questions to ask before entertaining any offers, and how focusing on your clients' needs often leads to the most successful career decisions. 1:44 - How you can succeed where you are right now and fulfill your potential 4:55 - Two primary reasons why partners leave law firms 5:55 - What your main motivation for a lateral move should be 7:15 - Internal barriers that can block you from realizing your potential as a rainmaker 11:00 - Scott's recommendations to help you navigate a lateral transition 17:20 - Two questions to consider when choosing or trying to decide between firms 20:01 - What you need to understand about compensation before you engage with new firms 23:30 - How to mitigate risk and increase the likelihood of a successful move 30:32 - Two things you can do to successfully bring your clients to a new firm 33:55 - The strategic question lawyers forget when making a major business move MENTIONED IN STRATEGIC LATERAL MOVES FOR LAW FIRM PARTNERS The Rainmaking Podcast  The Attorney Search Group “TRP 252: [Lega] Avoid Landmines in Lateral Partner Moves with Hilary Gerzhoy” 10x Is Easier Than 2x: How World Class Entrepreneurs Achieve More By Doing Less by Dan Sullivan with Dr. Benjamin Hardy Get connected with the coaching team: hello@thelawyersedge.com The Lawyer's Edge SPONSOR FOR THIS EPISODE... Today's episode is brought to you by the Ignite Women's Business Development Accelerator, a 9-month business development program created BY women lawyers for women lawyers. Ignite is a carefully designed business development program containing content, coaching, and a community of like-minded women who are committed to becoming rainmakers AND supporting the retention and advancement of other women in the profession.  If you are interested in either participating in the program or sponsoring a woman in your firm to enroll, learn more about Ignite and sign up for our registration alerts by visiting www.thelawyersedge.com/ignite.

In this episode of Welcome to Cloudlandia, we explore the shifting landscape of expertise in the digital age. Our discussion starts by examining the sheer volume of digital content and how it challenges traditional learning and expertise. With AI playing a significant role, we consider how this technology might disrupt long-established institutions like universities, allowing individuals to gain expertise in new ways. We then take a historical journey back to the invention of the printing press, drawing parallels between past and present innovations. Using AI tools like ChatGPT, we uncover details about Gutenberg's early legal challenges, showcasing how AI can offer new insights into historical events. This approach highlights how asking the right questions can transform previously unknown areas into fields of expertise. Next, we discuss the changing role of creativity in an AI-driven world. AI democratizes access to information, enabling more people to create and innovate without needing institutional support. We emphasize that while AI makes information readily available, the challenge of capturing attention remains. By using AI creatively, we can enhance our understanding and potentially redefine what it means to be an expert. Finally, we consider the impact of rapid technological advancements on daily life. With AI making expertise more accessible, we reflect on its implications for traditional expert roles. From home renovation advice to navigating tech mishaps, AI is reshaping how we approach problems and solutions. Through these discussions, we gain a fresh perspective on the evolving landscape of expertise and innovation. SHOW HIGHLIGHTS We discuss the overwhelming volume of digital content and how it challenges the utility and comprehension of information in the modern age. Dean talks about the potential impact of artificial intelligence on traditional educational institutions, like Harvard, and how AI might reshape our understanding of expertise. Dan describes the intersection of historical innovation and modern technology, using the invention of the printing press and its early legal battles as a case study. We explore how AI democratizes access to information, enabling individuals to quickly gather and utilize knowledge, potentially reducing the role of traditional experts. Dean shares humorous thought experiments about technological advancements, such as the fictional disruption of electric cars by the combustion engine, highlighting the societal impacts of innovation. Dan critically examines energy policies, specifically in New York, and reflects on creative problem-solving strategies used by figures like Donald Trump and Elon Musk. We reflect on the evolving landscape of expertise, noting how AI can enhance creativity and transform previously unexplored historical events into newfound knowledge. Links: WelcomeToCloudlandia.com StrategicCoach.com DeanJackson.com ListingAgentLifestyle.com TRANSCRIPT (AI transcript provided as supporting material and may contain errors) Dean: Mr Sullivan. Dan: But who's going to listen to all the transcriptions? That's what I want to know. Who's going to read them yeah, but what are they going to do with them? I don't know, I think it's going to confuse them actually. Dean: They're on to us. They're on to us. They're on to us and we're on to them. Dan: Yeah but it's a problem. You know, after a while, when you've overheard or listened to 3 million different podcasts, what are you doing with it? I know, is it going anywhere? Is it producing any results? You know, I just don't know that's really. Dean: It's funny that you say that right. Like there's, I and you have thousands of hours of recorded content in all of the podcasts. Like between you know, podcasting is your love language. How many five or seven podcasts going on at all time. And I've got quite a few myself. Dan: I have eight series. Dean: You've got eight series going on regularly 160 a year times, probably 13 years. Yeah, exactly. Dan: Let's say but there's 1,600. Let's say there's 1,600 and it adds up. Dean: Let's call that. We each have thousands of hours of on the record, on the record, on your permanent record in there. Yeah, because so many people have said uh you know, you think about how much people uh talk, you think about how much people talk without there being any record of it. So that body of work. I've really been trying to come to terms with this mountain of content that's being added to every day. Like it was really kind of startling and I think I mentioned it a few episodes ago that the right now, even just on YouTube, 500 hours a minute uploaded to YouTube into piling onto a mountain of over a billion available hours. Dan: It's more than you can. It's really more than you can get to. Dean: And that's when you put it in the context of you know, a billion. I heard somebody talk about. The difference between a million and a billion is that if you had,1 a second each second, for if you ran out, if you're spending that $1 a second, you would run out if you had a million dollars in 11 and a half days, or something like that and if you had a? billion dollars, it would be 30 be 11 000, 32 years, and so you think about if you've got a million hours of content it would take you know it's so long to consume it. Dan: You know it's funny. I was thinking about that because you know there's a conflict between the US government and Harvard University. I don't know if you follow this at all. No, government and Harvard University. I don't know if you follow this at all. Because no? Yeah, because they get about. You know they get I don't know the exact number, but it's in the billions of dollars every year from the US government, harvard does you know? Harvard does you? know, and and. But they, you know they've got some political, the DEI diversity, and the US basically is saying if you're, if you have a DEI program which favors one race over another, we're not going to give. We're not going to give you any more money, we're just not going to give you any more money. I mean unless it's if you favor one racial group over another, you don't get the. You don't get US tax money. So they were saying that Harvard has $53 billion endowment. And people say, well, they can live off their endowment, but actually, when you look more closely at it, they can't, because that endowment is gifts from individuals, but it's got a specific purpose for every. It's not a general fund, it's not like you know. We're giving you a billion dollars and you can spend it any way you want Actually it's very highly specified so they can't actually run their annual costs by taking, you know, taking a percentage, I think their annual cost is seven or eight billion dollars to run the whole place billion to run the whole place. So if the US government were to take away all their funding in eight, years they would go bankrupt. The college would go, the university would just go bankrupt, and my sense is that Trump is up to that. The president who took down Harvard. The president who took down Harvard. It wouldn't get you on Mount Rushmore, but there's probably as many people for it as there are against it. Dean: Well, you never know, by the end it might be Mount Trump. We've already got the gulf of america who named it? Dan: anyway, yeah it's so, it's, yeah, it's so funny because, um you know, this was a religious college at one time. You know, harvard, harvard college was once you know, I I'm not sure entirely which religion it was, but it was a college. But it's really interesting, these institutions who become. You say, well, you know they're just permanent, you know there will never be. But you know, if a college like a university, which probably, if you took all the universities in the world and said which is the most famous, which is the most prominent, harvard would you know, along with Cambridge and Oxford, would probably be probably be up and you know what's going to take it down. It is not a president of the United States, but I think AI might take down these universities. I'm thinking more and more, and it has to do with being an expert. You know, like Harvard probably has a reputation because it has over, you know, 100 years, anyway has hundreds of experts, and my sense is that anybody with an AI program that goes deep with a subject and keeps using AI starts acquiring a kind of an expertise which is kind of remarkable, kind of an expertise which is kind of remarkable. You know, like I'm, I'm beginning that expert expertise as we've known it before november of 2022 is probably an ancient artifact, and I think that that being an expert like that is going to be known as an expert, is probably going to disappear within the next 20 years. I would say 20 years from now 2045,. The whole notion of expert is going to disappear. Dean: What do you? Think I mean you think, I think yeah, I have been thinking about this a lot. Dan: You'll always be the expert. You'll always be the expert of the nine-word email. That's true, forever, I mean on the. Mount Rushmore of great marketing breakthroughs. Your visage will be featured prominently. That's great. I've cemented my place in this prominently. Dean: That's great. I've cemented my place. Yeah, that's right. Part of that is, I think, dan, that what I am concerned about. Dan: That would be the highest mountain in Florida, that's right, oh, that's right. Oh, that's funny, you'd have to look at it from above. Dean: That's right. The thing that I see, though, is exactly that that nobody is doing the work. I think that everybody is kind of now assuming and riding on the iterations of what's already been known, because that's what that's really what AI is now the large? Language. That's exactly it's taking everything we know so far, and it's almost like the intellectual equivalent of the guy who famously said at the patent office that everything that can be invented has been invented. Right, that's kind of that's what it feels like. Is that? Yeah, uh, that the people are not doing original work? I think it's going to become more and more rare that people are doing original thinking, because it's all iterative. It's so funny. We talk often, dan, about the difference between what I call books authorship that there's a difference between a book report and a field report is going to be perfect for creating and compiling and researching and creating work, organizing all the known knowledge into a narrative kind of thing. You can create a unique narrative out of what's already known, but the body of creating field reports where people are forging new ground or breaking new territory, that's I think it's going to be out of. Dan: I think we're moving out of that, I'm going to give you a project. Okay, I'm going to give you a project to see if you still think this is true, and you're going to use Charlotte as a project manager. You're going to use Charlotte your. Ai project manager and you ask it a question tell me ten things about a subject, okay, and that's your, that's your baseline. It could be anything you want and then ask it ten consecutive questions that occur to you as it, and I had that by the 10th, 10th question. Dean: You've created something brand new hmm, and Then so ask so if I say Tell me, charlie, tell me 10 things about this particular topic. Okay, let's do it, let's, let's create this life. So okay, if I say, charlotte, tell me 10 things about the 25 years after Gutenberg released the press, what were the top 10 things that you can tell me about that period of time? Dan: Yeah. Okay, and then Charlotte gets back to you and gives you a thing, and then it occurs to you. Now here's where it gets unpredictable, because I don't know what your first question is going to be when that comes back. Dean: Yeah, so what would the Okay? Dan: and then Charlotte goes out and answers, charlotte gets the answer to that question and then you have another question, but I can't predict. So you're going to have 10 unpredictable questions in a row and you can't predict what those 10 questions are because you don't even know what the first one is until Charlotte gets back with information and I'm saying, by the time you've asked, you've gotten your answer to the 10th question. You've created an entirely new body of knowledge that nobody in history has ever created. Dean: That's interesting, right? Yeah, you know. That's so funny that you know there was a comedian, george Carlin, in the 70s and 80s, I know George. George Carlin had a very famous bit where he was talking about words and how we all use the same words and you would think that everything that people say, well, everything has already been said. But, ladies and and gentlemen, you're going to hear things tonight that have never been spoken in the history of the world. We're breaking, we're making history tonight. He said, for instance, nobody has ever said hey, mary, as soon as I finish shoving this hot poker in my eye, I'm gonna go grill up some steaks. He said you just witnessed history tonight, right here. Dan: Yeah yeah, that's funny, right yeah yeah, yeah and uh, you have the explanation for a lot of foolish things that people do. Dean: Exactly. Dan: And I think that's that all the things have been created in the history of the world are a very, very small percentage of what is going to be created. Dean: This is interesting. So while we were talking I just typed into chat GPT. We're going to create history right here on the podcast. Dan:So I just said. Dean: What are 10 things that happened in the first 25 years after Gutenberg released the printing press and she typed back. Here are 10 key things that happened in the first 25 years, roughly 1450 to 1475. Number one the Gutenberg Bible was printed and she describes that the 42-line Bible became the first major book printed using movable type. Two, printing spread to other cities. Within a decade. Printing presses began appearing outside mains, starting with Strasbourg, cologne and Venice. By 1475, over a dozen European cities had active presses. Then, number three Johann First sues Gutenberg. First, who had financially backed Gutenberg sued him and won control of his equipment. Fust and Gutenberg's assistant went on to become successful printers in Mainz, the first printed Psalter, whatever, p-s-a-l-t-e-r in Latin, the first book to bear a printed date and a printer's mark. That's interesting. So the property, the first kind of copyright, I guess right. Or the first printer's mark and the first color initials. Emergence of the print Trade was another one Printed Law and Medical Texts, latin Grammar by Donatus D-O-N-A-T-U-S. Mass produced in the 1460s. The first printed Greek and Hebrew. First books using Greek were typed print in 1476. Printing in Italy begins and the rise of the Incanobula era, the Enoch group was well underway. Dan: Yeah, Now ask a question about that number 10. Dean: Yeah, so that's interesting. So if I said what happened with the lawsuit, yeah, what happened with the Fust lawsuit? Dan: Yeah, now here's the thing Now, here's the thing that until you got the answers back from the first prompt from the first query. You had no idea what your next question was going to be. Right, because I didn't know, and so this is almost like a didn't know, and so this is almost like a uh and what I'm saying. If you tracked, if you were to do this, you know, after our, maybe during, maybe during our podcast, but uh, certainly after you know, let's say, by five o'clock this afternoon you would, you would ask 10 questions that's an original, that's an original body of knowledge. That no one else previous to you has put together. Dean: Wow, so the lawsuit? So Gutenberg? It went in detail about Gutenberg's partnership with John. Dan: Tell me 10 things about the lawsuit. Dean: Yeah, well, that's what essentially she's done here. Yeah, the lawsuit was filed five years later, 1450. Gutenberg needed funding to develop his movable pipe. He borrowed 1,600 guilders a significant sum a wealthy financier. The loan was formalized as a business agreement Fust would invest and Gutenberg would develop the technology and handle production. Lawsuit filed in 1455. 1455, after several years, fust sued Gutenberg, claiming misuse of funds and lack of returns. The outcome the court ruled in favor of Fust. Gutenberg lost control of his printing equipment. First, fust partnered with Gutenberg's former assistant, peter Schofer, and the two continued printing successfully. Fust and Schofer became one of the first successful commercial printing firms in Europe. Gutenberg, though innovator and inventor, died in relative obscurity and financial hardship in 1468. The lawsuit reflects the tension between innovation and commercialization. Gutenberg had the vision, but Fust had the capital and, eventually, the press. Let me know if you want a dramatized version of the court case. It's got all the ingredients money betrayal and world changing technology oh my goodness yeah yeah, yeah, and you know, and, and so what I'm thinking here? Dan: is that by the end of the five o'clock this afternoon, let's say you follow through on this. You're a great. You're a greater expert on this particular subject than has ever lived. Dean: Yeah, Dan, you just that. It's almost like doing a triple play. I mean, yeah, it's three layers deep or whatever. Right, or yeah, or whatever you know, but just the layers. Dan: But it's all original because no one could possibly duplicate separate from you. Like today somebody's out there and they're duplicating, and they're duplicating the first 10 answers, the second 10 answers, the third 10 answers. Nobody could possibly duplicate that, you know. Dean: Because, it's up to me what the follow-up questions are. Dan: Yeah, and it doesn't occur to you until you're presented with the say oh that's a really interesting thing, but nobody else could. Possibly. They might follow you on one thing, but they wouldn't follow you on two things. And each further step towards 10 questions, it's just impossible to know what someone else would do, and my statement is that that represents complete originality and it also, by the end of it, it represents complete um expertise that was done in a period. That was done in a period of about five or six hours yeah I mean, that's what we were doing it. Dean: I said, yes, that would be fun. Please do that. She created this, dramatized the People vs Johannes Gutenberg, and it was called the. Trial of the Century Act. Dan:One the Pack. Dean: A candlelit workshop in Maine. The smell of ink and ambition fills the air I mean this is ridiculous. And then at the end, so outline the thing. And then it says, uh, would you like this adapted into a short stage play script or animated storyboard? Next I said, let's. So I think this would be funny to do it. Please do a stage play in Shakespearean pentameter or whatever. What do you call it? Dan: What's that? Dean: What's the style of Shakespeare in Shakespearean? How do you call that? Well, it's a play, yeah, yeah, but I mean, what's the phrasing called in Shakespearean? Dan: Oh, you mean the language. Dean: Yeah, yeah, yeah, the language structure. Dan: Yeah, yeah, iambic pentameter In Shakespearean. Dean: I'm going to say Shakespearean pentameter yeah. Dan: Pentameter is 10 syllables Da-da, da-da, da-da, da-da, da-da. That's the Shakespearean. He didn't create it. It was just a style of the day, but he got good at it. Dean: Damn, I am big, oh man so the opening scene is, to wit, a man of trade, johan by name, doth bring forth charge against one, johannes G, that he, with borrowed coin, did break his bond and spend the gold on ventures not agreed I mean yes, there you go completely, completely original, completely original. Oh, dan you, just now. This is the amazing thing is that we could take this script and create a video like using Shakespearean you know, costumed actors with British accents? Dan: Oh they'd have to be British, they'd have to be. British. Dean: Oh man, this is amazing. I think you're on to something here. Dan: My feeling is that what we've known as expertise up until now will just fade away, that anybody who's interested in anything will be an original expert. Yeah, and that this whole topic came about because that's been the preserve of higher education, and my sense is that higher education as we've known it in 20 years will disappear. Sense is that higher education as we've known it in 20 years will disappear yeah, what we're going to have is deeper education, and it'll just be. Individuals with a relationship with ai will go deeper and deeper and deeper, and they can go endlessly deep because of the large language models. Dean: Oh, this is I mean, yeah, this is amazing, dan, it's really so. I look at it that where I've really been thinking a lot about this distinction that I mentioned a few episodes ago about capability and ability, episodes ago about capability and ability, that, mm-hmm, you know this is that AI is a capability that everybody has equal access to. The capability of AI yep, but it's the ability of what to how to direct that that is going to. Dan: That's where the origins, because in the us, uh, at least over the last 40 or 50 years, higher education has been associated with the um, the political left. Uh, the um um, you know, it's the left left of the democratic party, basically in can Canada it's basically the Liberals and the NDP. And the interesting thing is that the political left, because they're not very good at earning a living in a normal way, have earned a living by taking over institutions like the university, communications media, government bureaucracies, government bureaucracies corporate bureaucracies, culture you know culture, theater, you know literature, movies they've taken over all that you know, literature, movies, they've taken over all that, but it's been based on a notion of expertise. It's um that these are the people who know things and uh and uh and, of course, um. But my feeling is that what's happening very quickly, and it's as big a revolution as gutenberg, and I mean you can say he lost the court, but we don't remember the people who beat him. We remember Gutenberg because he was the innovator. You know, I mean, did you know those names before? Dean: No I never heard of the two people and. I never heard of the lawsuit. You know it's interesting right, yeah, yeah. Dan: And it probably won't go between our country. It won't go further than our right right today, but gutenberg is well known because somebody had to be known for it and he, he ended up being the person. And my sense, my sense, is that you're having a lot of really weird things happening politically. Right now I'm just watching the states. For example, this guy, who's essentially a communist, won the Democratic primary to become mayor of New York. Dean: I saw that Ma'am Donnie. Dan: And he's a complete idiot. I mean, he's just a total wacko idiot. But he won and the reason is that that whole way of living, that whole expertise way of living, of knowing theories and everything, is disappearing. It's going to disappear in the next 20 years. There's just going to be new things you can do with ai. That's, that's all there's going to exist. 20 years from now and uh, and nobody can be the gatekeeper to this, nobody can say well you can't do that with ai. Anybody can do it with ai and um and you. There's going to be people who do something and it just becomes very popular. You know and there's no predicting beforehand who the someone or the something is going to be. That becomes really popular. But it's not going to be controlled by experts. Dean: Yeah. Dan: I think. Ai is the end of expertise as we've known it. Dean: Yeah, yeah, yeah, I think that's really I mean a little bit. I think that's been a big shift. I'd never thought about it like that. That that's where the if we just look at it as a capability, it's just an accelerator, in a way. Information prior to November 22, prior to chat, gpt all of this information was available in the world. You could have done deep dive research to find what they're accessing, to uncover the lawsuit and the. You know all of that, that stuff. But it would require very specialized knowledge of how to mine the internet for all of this stuff where to find it how to summarize it. 0:32:24 - Dan: Well, not only that, but the funding of it would have been really hard you know you'd have to fund somebody's time, somebody who would give you know their total commitment to they, would give their total attention to a subject for 10 years you know, and they'd probably have to be in some sort of institution that would have to be funded to do this and you know it would require an enormous amount of connection, patronage and everything to get somebody to do this. And now somebody with AI can do it really really cheaply. I mean, you know, really really quickly, really cheaply. I mean you know really really quickly, really cheaply and wouldn't have to suck up. Dean: Yeah. I mean this is wild, this is just crazy. Dan: Yeah, that sounds like a yeah, you should take that at a level higher. That sounds like an interesting play. Dean: I mean, it's really, it is. I've just, my eyes have been opened in a way. Dan: Now, now. Now have somebody you know. Just ask them to do it in a Shakespearean British accent, right. Just ask someone to do it. I bet. Dean: Yeah. Dan: I bet it'll be really interesting. Like that's what I think now is there would be. Dean: the thing is you could literally go to Eleven Labs and have the voice having a, you know, having British Shakespearean dramatic actors. Yeah, read, create a radio play of this. Dan: Yeah, so I go back to my little quarterly book, the Geometry of Staying Cool and Calm, which was about a year and a half ago. And I said there's three rules Number one everything's made up. Does this check? Does that check? Everything's made up, yeah. Dean: Did we just make that up this? Dan: morning. Dean: Yep. Dan: Nobody's in charge. Dean: Right. Dan: Is anybody in charge? Dean: Do we have to ask? Dan: permission. Dean: Yep, okay, and life's in charge. Right, is anybody in charge? Do we have to ask permission? Yep, okay. Dan: And life's not fair. Dean: Life's not fair. Dan: Life's not fair, that's right. Why do we get to be able to do this and nobody else gets to be man? Life's not fair. Dean: Uh-huh. Dan: Wow. Dean: It's a pretty big body of work available. I mean, that's now that you think about it. I was kind of looking at it as saying you know, I was worried that the creativity, or, you know, base creativity, is not going to be there, but this brings certainly the creativity into it. I think you're absolutely right, I've been swayed here today. Your Honor, yeah. Dan: But you're still confronted with the basic constraint that attention is limited. We can do this, but it's enjoyable in its own. Whether anybody else thinks this is interesting or not doesn't really matter. We found it interesting yeah, yeah, in background. Dean: Uh, you know, charlotte created a, uh, a playbill for this as well. She just kept asking follow-up would you like me to create a playbill I said. I said, can you design a cover of the play Bill? And it's like you know yeah, what's it called Well the Mainzer Stad Theater proudly presents. The Press Betrayed A Tragic History in One Act, being a True and Faithful Account of the Lawsuit that Shook the world. Yeah, that's great I mean it's so amazing, right, that's like, that's just. Yeah, you're absolutely right, it's the creativity, I guess it's like if you think about it as a capability. It's like having a piano that's got 88 keys and your ability to tickle the ivories in a unique, unique way. Yeah, it's infinite, yeah, it's infinite yeah. And you're right that, nobody that that okay, I'm completely, I'm completely on board. That's a different perspective. Dan: Yeah, and the. The interesting thing is the. I've just taken a look at the odds here, so you have, you start with 10 and if you did you continue down with 10, that makes it 100, that makes it a thousand, you know, it makes it 10, 000, 100, 000, a million. Uh, you know. And then it you start. And the interesting thing, those are the odds. At a certain point it's one in ten billion that anyone else could follow the trail that you just did. You know, yeah, which makes it makes everything very unpredictable you know, it's just completely unpredictable, because yeah and original. Unpredictable and original yeah. And I think that this becomes a huge force in the world that what are the structures that can tolerate or respond well to this level of unpredictability? I think it's. And then there's different economic systems. Some economic systems are better, some political systems are better, some cultural systems are better, and I've been thinking a lot about that. There was a big event that happened two days ago, and that is the US signed their first new trade agreement under Trump's. That is, the US signed their first new trade agreement under Trump's trade rules with Vietnam, which is really interesting, that Vietnam should be the first, and Vietnam is going to pay 20 percent tariff on everything that ships in. Everything that is shipped produced by Vietnam into the United States has a 20% tariff on it. And they signed it two days ago. Okay. Dean: Wow. Dan: However, if China ships it because China maybe has a much bigger tariff than Vietnam does, but the Chinese have been sending their products to Vietnam where they're said made in Vietnam and they're shipped to the United States the US will be able to tell that in fact it's going to be 40% for Vietnam if they're shipping Chinese products through. Dean: And this can all be tracked by AI. Dan: Right, this can all be tracked by AI. The reason why Trump's thing with tariffs this year is radically different from anything that happened previously in history is that with AI you can track everything. Dean: Yeah. Dan: And it happens automatically. I mean, it's not a stack of paper on an accountant's desk, it's just electronic signals. Oh, no, no that came from the Chinese 40% Please, please, please, send us a check for 40%, right, right, right, right, 40%. And my sense is that this is the first instance where a new set of rules have been created for the whole world. I mean, trump went to Europe two weeks ago and the Europeans have been complaining about the fact that their contribution to NATO has to be 2% of GDP, and that's been contentious. I mean, canada is doing like 1% or something like that, and they're complaining. And he came away with an agreement where they're all going to increase their contribution to NATO to 5% of NDP, and part of the reason is they had just seen what his B-2 bombers did to Iran. The week before and I said, hey, it's up to you. I mean you can do it or not do it, but there's a reward for doing it and there's a penalty for not doing it, and we can track all this electronically. I mean we can tell what you're doing. I mean you can say one thing but, the electronics say something else. So I think we're into a new world. Dean: I really feel like that yeah, yeah, wow. Dan: But it's expertise in terms of an individual being an expert. There's expertise available anytime you want to do it, but an individual who's an expert, probably that individual is going to disappear. Dean: Yeah, I agree, yeah, I can't. Yeah, I mean this is, yeah, it's pretty amazing. It's just all moving so fast, right, that we just and I don't think people really understand what, what we have. Yeah, I think there's so many people I wonder what, the, what the you know percentage or numbers of people who've never ever interacted with chat GPT. Dan: Me, I've never. Dean: Well, exactly, but I mean, but perplexity, I have perplexity. Dan:Yeah, exactly. Dean: Yeah, yeah, that's interesting. Dan: Yeah, well, you know. I mean, there's people in the world who haven't interacted with electricity yet. Somewhere in the Amazon, you know, or somewhere, and you know I mean the whole point is life's not fair, you know, life's just not fair. Nobody's in charge and you know everything's made up but your little it was really you know extraordinary that you did it with Charlotte while we were talking, because yeah would you get two levels, two levels in or three levels in? Dean: I went three or four, like just that. So I said, yeah, I asked her about the top 10 things and I said, oh, tell me about the lawsuit. And she laid out the things and then she suggested would you like me dramatic? Uh yeah, and she did act one, act two, act three and then yeah doing it in, uh, in shakespearean, shakespearean. And she did that and then she created the playbill and I said, can you design a cover for the playbill? And there we are and that all happened happened while we're having the conversation. Dan: You know what's remarkable? This is about 150 years before Shakespeare. Dean: Yeah, exactly, it's wild, right. I mean I find I was looking at, I had someone, diane, one of the runs, our Go-Go Agent team. She was happened to be at my house yesterday and I was saying how I was looking, I'm going to redo my living room area. My living room area I was asking about, like, getting a hundred inch screen. And I would say asking Charlotte, like what's the optimum viewing distance for a hundred inch screen? And she's telling the whole, like you know, here's how you calculate it roughly. You know eight to 11 feet is the optimal. And I said, well, I've got a. You know I have a 20 by 25 room, so what would be the maximum? What about 150 inches? That would be a wonderful, immersive experience that you could have. You certainly got the room for it. It was just amazing how high should you mount? Dan: that yeah, but but can they get it in? Dean: that's the right, exactly. Dan: Yes, if you have to if you have, if you have to take out a wall to get it in, maybe, yeah, too expensive, yeah yeah, but anyway, that's just so. Dean: It's amazing right to just have all of that, that she knows all the calculations, all the things. Dan: Yeah, and I think the you know what you've just introduced is the whole thing is easy to know. Dean: The whole thing, is easy to know. Well, that's exactly it. Dan: This is easy to know. Whichever direction you want to go, anything you need will be easy to know. Dean: Yeah. Dan: And that's new in human affairs We've had to pay for expertise for that, yeah. Dean: You'd have to pay a researcher to look into all of this stuff right, yeah. And now we've got it on top. Dan: We were at the cottage last week and Babs has a little pouch it's sort of like a little thing that goes around her waist and it's got. You know she's got things in it, but she forgot that she put the Tesla. You know our keys for the Tesla in and she went swimming and then she came out. It doesn't work after you go swimming with the Tesla. Dean: I don't even have a key for my Tesla anymore. It's all on my phone. Yours is on your phone. Dan: Yeah, yeah well, maybe she. Well, that'll be an upgrade for her to do that. But anyway, she went on YouTube and she said how do you, if you go swimming with your Tesla, bob, and it doesn't work, can you repair it? And then she went on YouTube and it would be easier buying a new Tesla. Dean: That's funny yeah, first you do this, then you do this. And interesting, uh, there's a guy uh rory sutherland, who is the uh vice chairman of ogilvy, uh advertising oh yeah and wow, and yeah, he did he had a really interesting thought he said let's just propose that we're all using electric cars, that electric cars are the norm. And we're all charging them at home and we're all driving around and we're all. It's all. You know, everybody's doing that. And then somebody from Volkswagen comes up and says hey, I got another idea. What if, instead of this, electric engine? or electric power. What if we created a combustion engine that would take and create these mini explosions in the vehicle, and, of course, we'd have to have a transmission and we'd have to have all of these, uh, all these things, 250 components, and you know, and you'd be asking well, is it, is it, is it faster? Uh, no, is it, is it more convenient? No, is it, is it, you know, safer? you know none of those things. It would. There would be no way that we would make the leap from electric to gasoline if if it didn't already exist. That's an interesting thought. You and he said that kind of. he used this kind of thinking like rational thinking and he said that rational thinking often leads to the wrong conclusions. Like he said, if you had a beverage and your job was that you were trying to unseat Coca-Cola from the thing, if you're trying to be a competitor for Coca-Cola, rational thinking would say that you would want to have a beverage that tastes better than Coke, that is a little less expensive and comes in a bigger package. And he said that's what you would bigger container, that's what you would do to unseat them. But he said the reality is that the biggest disruptor to Coca-Cola is Red Bull, which is expensive in a small can and tastes terrible. It's like you would never come to the conclusion that that's what you're going to do. But that wasn't. It wasn't rational thinking that led to no no yeah, and the other. Dan: The other thing is that, um, you know, um, the infrastructure for the delivery of fossil fuel is a billion times greater than the infrastructure delivery system for electricity yes. And that's the big problem is that you know it's in the DNA of the entire system that we have this infrastructure and there's millions and millions and millions and millions of different things that already work. Dean: And you're trying to. Dan: But the other thing is just the key. There is energy density, it's called energy density. That if you light a match to gasoline, you just get enormous energy density. And this came up. I was listening to this great guy. I'll send you the link because he's really funny. He's got a blog called Manhattan Contrarian. Really really interesting. Okay, you know, really interesting. Dean: Okay. Dan: You know New York City. You know he's New York City. He's a New Yorker guy and he was just explaining the insanity of the thinking about energy in New York State and New York City and he said just how weird it is and one of the things is that they've banned fracking in New York. Dean: Oh, wow. Dan: They have a huge deposit of natural gas underneath New York State, but they've banned it. Okay, so that's one. They could very, very easily be one of the top energy-producing states, but rather they'd rather be one of the great energy. We have to import our energy from somewhere else, Because that puts us on the side of the angels rather than the side of the devils. You know. Dean: Oh right, yeah, Side of the angels rather than the side of the devils. Dan: You really want to be on the side of the angels, but he was talking that they're exploring with green hydrogen. Have you ever heard of green hydrogen? Dean: Never. Dan: Well, it's green because it's politically correct. It's green, and then it's hydrogen, it's green and then it's hydrogen, and so what they have is in one place it's on Lake Ontario, so across the lake from Toronto, and then it's also in the St Lawrence Seaway. They have two green energy sites. And they have one of them where it's really funny they're using natural gas to produce the electricity to power the plant that's converting hydrogen into energy. Dean: Okay. Dan: Why don't you just use the natural gas? Oh, no, no, no, no, no. We can't use natural gas. That's evil, that's the devil. And so it's costing them 10 times as much to produce hydrogen electricity out of hydrogen. Rather, they just use the natural gas in the beginning to use it. And if they just did fracking they'd get the natural gas to do it. But but that produces no bureaucratic jobs, and this other way produces 10 times more bureaucratic jobs. Dean: That's crazy, yeah, yeah. Dan: But he just takes the absurdity of it, of how they're trying to think well of themselves, how much it costs to think well of yourself, rather than if you just solved a problem, it would be much easier. Mm-hmm, yeah, yeah, amazing, yeah, marvelous thing. But I'm interested in how far you're going to go. I mean, you've already written yourself a great Shakespearean play, maybe you? don't have to go any further than that. Dean: I mean I think it's pretty fascinating, though, right Like, just to think that literally as an afterthought or a side quest, while we're, I would say as a whim. You know, that's really what we, this is what I think, that's really what I've been reframed today, that you could really chase whims with. Yeah, this you know that, that, that you can bring whatever creativity um you want to. It like to be able to say okay, she's suggesting a dramatic play, but the creativity would be what if we did it as a Shakespearean play? That would be. Dan: You know, I think Trump is tapping into this or something you know, because he had two weeks when it was just phenomenal. He just had win after win, after win after win, after, uh, after two weeks, I mean nothing, nothing didn't work for him. Supreme court, dropping bomb on iran, the passage of this great new tax bill, I mean just everything worked. And I said he's doing something different, but the one you know Elon Musk to do. We have to use this Doge campaign and we have to investigate all of Elon's government contracts. And he says that's what we have to do. Dean: We have to. Dan: Doge, Elon, and he says you know he'll lose everything. He'll lose Tesla. He'll lose SpaceX, everything He'll have Tesla. He'll lose SpaceX, everything. He'll have to go back to South Africa. Dean: I mean that's unbelievable. Dan: He's such a master like reframer. Dean: You know, I saw him turning the tables on Nancy Pelosi when she was questioning his intentions with the big beautiful bill Just tax breaks for your buddies. And he said oh, that's interesting, let's talk about the numbers. And he pulls out this thing. He says you know, you have been a public servant. Dan: You and your husband. Yeah, you and your husband, you've been a public servant, you've had a salary of $200,000 a year $280,000 and you're worth $430 million. How'd you do that? Dean: That's an interesting story. Dan: There's not a person on Wall Street who's done as well as you have. How did you do that? You know Exactly. Dean: I just think what a great reframe you know. Dan:Yeah. Dean: Yeah, he's a master at that. You know who I haven't heard from lately is Scott Adams. He's been off my radar. No, he's dying. He's been off my radar. Dan: He's dying, he's dying and he's in his last month or two. He's got severe pancreatic cancer. Dean: Oh, no, really. Dan: And you know how you do that, how you do that. You know I'm convinced you know, I mentioned it that you die from not getting tested. I'm sure the guy hasn't gotten tested in the last you know 10 years. You know because everything else you know you got to get tested. You know that stuff is like pancreatic is the worst because it goes the fastest. It goes the fastest Steve Jobs. And even Steve Jobs didn't have the worst kind, he just fooled around with all sorts of Trying to get natural like yours, yeah. Yeah, sort of sketchy sketchy. You know possibilities. There was no reason for him to die when he did. He could have, he could have been, you know, could have bypassed it. But two things you didn't get tested or you got tested too late. Dean: So that's my Well, you said something one time. People say I don't want to know. He said well, you're going to find out. I said don't you? Dan: worry, don't worry, you'll find out. When do you want to find out? Dean: Right Exactly Good, right Exactly Good question yeah. Dan: What do you want to do with the information Right, exactly, all right. Well, this was a different kind of podcast. Dean: Absolutely. We created history right here, right, creativity. This is a turning point. For me, personally, this is a turning point for me personally. Dan: I was a witness yeah fascinating okay, dan, I'll be in Chicago next week. I'll talk to you next week, okay, awesome bye, okay, bye.

What separates successful entrepreneurs from the rest? It's not just having answers—it's asking the right questions. Dan Sullivan reveals how Strategic Coach® was built on curiosity, resilience, and a relentless focus on the future. Discover why questions drive growth, how to avoid stagnation, and why your next decade could be your most ambitious yet. Show Notes: Most people aren't very good at asking themselves questions—but questions are exponentially more powerful than answers. Strategic Coach provides value, not by giving answers, but by asking the kinds of questions that transform people's thoughts and experiences into strategies for growth. You can only be truly useful to someone if you know what they're trying to achieve. In sales and in entrepreneurship, maybes are the enemy. Yeses move you forward, no's teach you, but maybes drain your energy and resources. The external approval you seek early in life shapes your identity, but lasting fulfillment comes from measuring your own growth and value. Resilience isn't about avoiding setbacks, but about bouncing back stronger. Teamwork and collaboration are the ultimate multipliers. Your ambition can keep expanding at every stage of life when you build with others. Resources: How To Sell Transformation Using This One Question My Plan For Living To 156 by Dan Sullivan First 100 Days The Positive Focus® Exercise Learn more about Jeffrey Madoff Learn more about Dan Sullivan and Strategic Coach®

That dream you haven't dared say out loud? The one that feels embarrassingly unrealistic? It might be exactly what your creative business needs. I started my flower business delivering bud vases to rural pubs, secretly dreaming of working with luxury brands and venues. That impossible vision didn't make building my business harder, it made everything clearer. When you aim for something extraordinary, project decisions become far more obvious. In this episode we look at how thinking on a scale of 10x instead of 2x can transform everything from your daily choices to the opportunities you attract, and how to hold massive dreams without losing your mind! Whether you're dreaming of premium clients, luxury brand partnerships, or building a seven figure creative business, this strategic approach to ambitious goal setting will revolutionise how you grow your creative business. Key Moments [04:18] The secret dream I didn't dare share - from kitchen table to luxury brands [06:23] Why small dreams keep you small and thinking in incremental improvements [09:21] The strategic power of impossible goals and how they force innovation [11:30] Dreams creative entrepreneurs whisper and why they're not as impossible as they seem [14:54] How to hold big dreams without losing your mind - the private vision strategy [19:07] When dreams change entire industries and create space for others to follow [20:44] The permission you've been waiting for - why your biggest dreams aren't big enough   Notable Quotes: "When you allow yourself to dream impossibly big, you can't just do more of the same. You have to completely reimagine what's possible." "The difference between creative entrepreneurs who build extraordinary businesses and those who stay stuck isn't talent, luck, or connections. It's the willingness to envision something so compelling that it pulls them forwards through every obstacle."   Resources Mentioned: Read: This Week's  Full Journal Post Read: 10x is Easier Than 2x by Dan Sullivan and Dr Benjamin Hardy Link: The Base Notes Waitlist Subscribe to our Weekly newsletter Website: www.philippacraddock.com Email: news@philippacraddock.com   Share Your Insights: What's the dream you haven't dared to say out loud? I'd love to hear about it. DM me on Instagram i'm genuinely excited to hear it, These impossible dreams are what transform not just your business, but entire industries.   Never Miss an Episode: Subscribe to my weekly newsletter for insights on building your creative business around what you naturally do best. Next week, we're exploring persistence - how to handle rejection and keep moving towards those ambitious goals in a way that feels comfortable rather than pushy.    

Hannah's Children: The Women Quietly Defying the Birth Dearth by: Catherine Pakaluk The Rise and Decline of Nations: Economic Growth, Stagflation, and Social Rigidities by: Mancur Olson This Kind of War: A Study in Unpreparedness by: T. R. Fehrenbach Fight: Inside the Wildest Battle for the White House by: Jonathan Allen Original Sin: President Biden's Decline, Its Cover-Up, and His Disastrous Choice to Run Again by: Jake Tapper and Alex Thompson Meditations by: Marcus Aurelius The Gap and The Gain: The High Achievers' Guide to Happiness, Confidence, and Success by: Dan Sullivan and Benjamin P. Hardy

On today's Midday Report with host Terry Haines:Gov. Mike Dunleavy is calling lawmakers back to Juneau for a special session next month. A wildlife facility outside Haines that's popular with tourists has come under scrutiny over concerns related to animal care and public safety. And U.S. Sen. Dan Sullivan says he's pitching the Alaska LNG Project to the U.S. Department of Defense for potential investment.Photo: The entrance to the Kroschel Films Wildlife Center, pictured above on June 27, 2025. (Avery Ellfeldt/KHNS)

What if working harder is exactly why your business feels stuck?This week, I'm sitting down with Michael Walsh — a 30-year veteran who's helped hundreds of founders scale service businesses past the invisible walls that trap 98% of owners below $5 million… and keep 99% from ever reaching $10–20 million.He calls them danger zones — predictable trapdoors that snare even the smartest owners. If you've ever wondered why more sales doesn't fix your profit problem… why great people leave… or why your “well-oiled machine” feels more like a mess of people problems — this is for you.Inside this episode, you'll learn exactly why traditional management and “systems thinking” break down — and how to design an intelligent ecosystem instead.KEY INSIGHTS & TAKEAWAYSThe 96% Trap: Why 96% of businesses stall at $1M–$5M — and how to break through with a simple shift in how you see your people, not just your systems.The Hidden “Danger Zones”: How to recognize — and navigate — the invisible walls at $2M, $5M, $10M, and beyond… before they kill your momentum.The Well-Oiled Machine Lie: Why treating your company like a “machine” turns your people into cogs (and why it backfires).Build an Intelligent Ecosystem: How to create a culture where your best people stay, grow, and solve problems faster than you ever could alone.Freedom by Design: Michael's Freedom Framework for service businesses — the same approach that helped founders triple revenue, exit for millions, and actually enjoy running their business again.The First Step to Escape Burnout: How to know if you're in a danger zone right now — and the exact first step to get unstuck.TIME STAMPS[00:00:00] The Growth TrapWhy “just work harder” stops working — and what most owners get wrong about scaling.[00:03:05] Meet Michael Walsh30+ years, 3 bestselling books, and hundreds of companies rescued from invisible ceilings.[00:05:53] The Real People ProblemWhy process-based consulting fails — and what's really holding your team back.[00:09:54] Danger Zones DefinedThe predictable crisis points at $1M, $2M, $5M, $10M, and the chasm at $12–$20M.[00:13:06] The Compound ProblemHow people + structures multiply complexity — and the hidden cost of “near miss” hires.[00:19:00] Well-Oiled Machine vs. Intelligent EcosystemWhy the industrial model kills creativity — and what real knowledge work needs now.[00:27:04] The Four Human DriversSurvive, thrive, connect, adapt — how to design a business humans want to be part of.[00:38:37] The Freedom FrameworkMichael's process for tying growth and culture together — so people grow as the company grows.[00:46:14] How to Get UnstuckQuestions every founder should ask to know if they have the right people and leaders.[00:50:31] Your Next StepWhere to get Michael's book, start a conversation, and design your path to freedom. If you're ready to break through the “invisible ceiling” — without losing your freedom, your people, or your sanity — this episode is a must-listen. PS – When you're ready, here's how I can help: Get a copy of my New Digital Report, PROJECT SUPERPOWER, here: www.MikeKoenigs.com/SuperCA Join me for a Cup of Coffee at my Digital Cafe and discover your next big opportunity. This is where we can meet:www.MikeKoenigs.com/1kCoffeeCAIf you haven't already, get a Free Copy of my Ai Accelerator Book Here: www.MikeKoenigs.com/AiBookFreeCA

Today on Welcome to Cloudlandia, Our discussion unravels the surprises of Ontario's geography, the nuances of tariff wars, and the timeless drive for ambition, ensuring you're well-equipped with insights into how technology continues to redefine the global landscape. Discover how NuCom's innovative app is revolutionizing sleep and relaxation. We dive into the specifics of how its unique audio tracks, like "Summer Night," are enhancing REM and deep sleep, all while adding a humorous twist with a comparison to Italian driving laws. With separate audio for each ear and playful suggestions for use, you'll learn how this app is setting new standards for flexibility and effectiveness in achieving tranquility. Finally, we ponder the evolving nature of trust in a world increasingly dominated by AI and digital interactions. Drawing inspiration from thinkers like Jacques Ellul and Thomas Sowell, we discuss the societal shifts driven by technological advances and the potential need for encryption to verify digital identities. SHOW HIGHLIGHTS We discuss the intriguing journey from Ontario's cottages to the realm of international trade, focusing on how AI is reshaping trade agreements and challenging the predictability of global politics. Dean explores NuCom's innovative app designed to improve sleep and relaxation through unique audio tracks, highlighting its effectiveness in enhancing REM and deep sleep. We ponder the evolving nature of trust in a digital world increasingly dominated by AI, exploring how we can maintain authentic human interactions amid rapidly advancing generative tools. Dan shares a humorous story of two furniture companies' escalating marketing claims, setting the stage for a discussion on capitalism and the importance of direct referrals in business. We delve into the impact of technology on society, drawing insights from Jacques Ellul and Thomas Sowell, and compare AI's transformative potential to historical technological advancements like the printing press. Dean highlights the importance of personalized market strategies, exploring how personal solutions can evolve into valuable products for a wider audience. We explore the concept of ambition and agency, discussing how adaptability and a forward-looking mindset can help navigate new realities and unpredictable changes in the world. Links: WelcomeToCloudlandia.com StrategicCoach.com DeanJackson.com ListingAgentLifestyle.com TRANSCRIPT (AI transcript provided as supporting material and may contain errors) Dean: Mr Sullivan. Dan: Ah, Mr Jackson. General Jackson. General Jackson. Dictator Jackson Dean: Now there's two thoughts that are hard to contain in the brain at the same time. Are you in Toronto or at the cottage today? At the cottage, look at you, okay. Dan: Yeah, all is well, very nice day, yeah, except our water went out and so we can't get it fixed until tomorrow morning because it's cottage country. Till tomorrow morning because it's cottage country. And you know, this is not one of those 24-7 everybody's available places on the planet. Dean: Where do people in cottage country go to get away from the hustle and bustle of cottage country on the weekends? Dan: Yeah, it's a good question. It's a good question. It's a good question they go about two hours north. Dean: It feels like that's the appropriate amount of distance to make it feel like you're getting away. Dan: In the wild. Dean: Yeah. Dan: So we're having to use lake water for priming the vital plumbing. Dean: The plumbing you have to do. Dan: You have to have pails of water to do that and we'll do. Even though it feels like a third world situation, that's actually a first world problem. Dean: You're right, you're exactly right. Dan: Yeah, yeah, beautiful day, though. Nice and bright, and the water is surprisingly warm because we had a cold winter and the spring was really cold and we have a very deep lake. It's about um the depth meters on the boats go down to 300 feet, so that's a pretty deep lake that's a deep lake. Yeah, yeah, so here we are here's a factoid that blew my mind. The province of Ontario, which is huge it's 1,000 miles north to south and it's 1,200 miles east to west has 250,000 freshwater lakes, and that's half the freshwater lakes on the planet. Isn't that amazing? Dean: Yeah, I heard a little. There's some interesting Ontario facts. I remember being awed when I found out that you could drive the entire distance from Toronto to Florida north and still be in Ontario. Dan: Yeah. Dean: Yeah, yeah. Dan: Yeah, If you go from the furthest east, which is Cornwall a little town called Cornwall to the furthest west, which is a town called Kenora Right, kenora to the furthest west, which is a town called canora right, uh, canora. It's the same distance from that as from washington dc to kansas city. Oh, that's amazing yeah I had a good. Dean: I had a friend who was from canora. He was an olympic decathlete, michael sm. He was on the Olympic decathlon team and that's where he was from Kenora, kenora. Dan: Mm-hmm. Yeah, yeah, it's a lot of big. I mean most of it's bugs, you know most of it's bugs. It's not, you know, the 90% of the Ontario population lives within an hour 100 miles of the? U, lives within an hour a hundred miles of the US. Yeah, yeah, you know, I mean that's it's if you go from the east coast to the west coast of Canada. It's just a 3,200 mile ribbon, about a hundred miles high that's really can't. From a human standpoint, that's really Canada. Everything else is just bugs yeah. Dean: So it's very. I guess you've been following the latest in the tariff wars. You know again Canada with the oh yeah, well, we're going to tax all your digital things, okay. Dan: Okay, yeah, okay we're done. Yeah, we're done. That's it Good luck Stay tuned. Dean: We'll let you know how much we're going to charge you to do business. I mean, where does this posturing end, you know? Where do you see this heading? Dan: Well, when you say posturing, you're Well. Dean: I don't think I mean it's. Dan: There's a no. It's the reworking of every single trade agreement with every single country on the planet, which they can do now because they have AI. Yeah, I mean, you could never do this stuff before. That's why using past precedents of tariffs and everything else is meaningless. Dean: Well, here's an example. Dan: If the bombing of Iran, which happened in recent history, iran which happened in recent history, if that had happened 30 years ago, you would have had a real oil and gas crunch in the world. Everything would crunch, but because people have instant communications and they have the ability to adjust things immediately. Now, all those things which in the past they said well, if you do that, then this is going to happen. Now I don't think anything's going to happen, Everybody's just going to adjust. First of all, they've already built in what they're going to do before it happens. You know, if this happens, then this is what we're going to do. And everybody's interconnected, so messages go out, you know they drop the bomb, the news comes through and in that let's say hour's time for everybody involved. Probably you know 10 billion decisions have been made and agreed on and everybody's off and running again. Yes, yeah. Dean: Yeah, it's amazing how this everything can absorb. Dan: I think the AI changes politics. I think it changes, I think it changes everything. Mm-hmm, mm-hmm. Dean: Agreed, yeah, but, but, but not necessarily in any predictable way, mm-hmm. Right, exactly. Dan: Yeah. Dean: But meanwhile we are a timeless technology. Dan: We are. Dean: I was rereading you Are a Timeless Technology. Yeah, these books, Dan, are so good oh thank you. Yeah, I mean, they really are, and it's just more and more impressive when you see them all you know lined up 40 of them, or 44 of them, or whatever. I'm on 43. Dan: I'm on 43. 43 of them yeah, I'm on 43. I'm on 43. 43 of them, yeah, yeah, yeah, yeah. This one's called Always More Ambitious, and we talked about this in the recent In the free zone yeah. In the free zone that I'm seeing ambition as just the capability platform for all other capabilities. Dean: Yes, you know, you have ambition and you know or you don't. Dan: And then agency goes along with that concept that, depending on your ambition, you have the ability to adjust very, very quickly to new things. For example, getting here and, uh, it was very interesting. We got here yesterday and, um, we had an early dinner. We had an early steak dinner because we were going to a party and we didn't think that they would have the kind of steak at the party that we were right, they didn't have any steak at all. Oh, boy, and they had everything that I'm eating steak. The reason I'm eating steak is not to eat the stuff that's at the party. Right, exactly, yes, I mean, I'm just following in the paths of the mentor here, of the mentor here, anyway, anyway, um, so you know, all the water was working and everything, and when we went to the party we came home and the water didn't work and it's some electrical connection you know, that in the related to the pump and um and anyway, and I just adjusted. you know, it was still light out, so I got a bucket and I went down to the lake and I got a bucket full of water and I brought it up and you know, and I was really pleased with OK. Ok, scene change. Dean: Yeah right, Exactly yeah. Scene change. Dan: Ok, you, you gotta adjust to the new one, and I'm new reality, right yeah, new reality. Okay, what you thought was going to happen isn't going to happen. Something is going to happen and that's agency. That's really what agency is in the world. It's your ability to switch channels that there's a new situation and you have the ability not to say, oh, I'm, oh, why, jane? You know, and you know that long line of things where, maybe 10 years ago, I was really ticked off and you know and, uh, you know, you know, I checked if I had any irish whiskey, just to to dead dead in the pain. Dean: All right. Dan: Yeah, and I just adjusted. You know? Yeah, this morning I took a Pyrex you know, the bowls you use to mix things, the mixing bowls you know, yes and I just filled it up with water, put it in the microwave. It still works, the microwave. Went and I shaved, you know, and. Dean: I shaved Right. There you go. Dan: Yeah, you can do a washcloth bath if you need to. Warm water, yeah, but the interesting thing about it is that I think that you don't have agency unless you have ambition. In other words, you have to have a fix on the future, that you're going to achieve this, you're going to achieve this, you're going to achieve this, and it's out of that ambition that you constantly develop new capabilities. And then the other thing is you utilize all the capabilities you have if something goes you know goes unpredictable. Dean: Yeah. Dan: Yeah. Dean: And my. Dan: Thing is that this is the world. Now, I mean, you know and so, and anyway it's, it's an interesting thing, you know but I'm really enjoying. I'm really enjoying my relationship with perplexity. I'm sort of a one master, I'm a one master dog. Dean: Right, exactly. Dan: Like I listened to Mike Koenigs and he's investigated 10 new AIs in the four weeks since I talked to him last. Dean: He's doing that there. Dan: I'm just going developing this working relationship with one. Dean: I don't even know. Dan: If it's, is it a good one? I don't even know if perplexity is one of the top ones, you know, but it's good for my purposes. Dean: Well, for certain things it is yeah, for just gathering and contextualizing internet search stuff. But you know I look at Mike, as you often talk about Joe Polish, that you know. You don't need to know everybody, you need to know Joe Polish. I just need to know Joe, anybody you want to meet, you just mention it to Joe and he can make it happen. And I'd look at Mike Koenigs like that with AI tools. We don't need to know all the AI tools. Dan: We just need to stay in touch with Mike. Dean: Mike and Lior and Evan, you know we're surrounded by people who are on the. Dan: Yeah. And Tom Labatt do you know Tom, yeah, well, tom has created this AI mindset course that he's doing. And and he he comes to every one of our 10 times. Our connector calls, you know the two hour Zoom calls. So we've got every month I have two for 10x and I have two for FreeZone and and he's in breakout groups and every time he's in a breakout group. He acquires another customer. Dean: Right. Dan: And then I'll have Mike talk about what he's discovered recently. His number goes into chat and you know know, 10 people phone him up and say what's this all about? And it's amazing the, the uh, what I would say the um, um progress in our strategic coach clients just acquiring ai knowledge and mindsets and capabilities just by having one person who I just get him to talk to on a Zoom call. Dean: Yeah, it's pretty amazing yeah. Dan: I think this is kind of how electricity got foothold. Did you get electricity in your house? Yeah, yeah, yeah and you have electric lights. Yeah yeah, yeah, yeah, and you have electric lights. Yeah, yeah, I do, yeah, yeah, you know, it's, you know. And then all sorts of new electrical devices are being created. Dean: Yes, that's what I'm curious, charlotte about the, the, uh. What were the first sort of wave of electrified uh conveniences? You know that. Where did we? Where did we start? I know it started with lights, but then. Dan: Yeah, I think lights obviously were the first. Yeah, yeah. It would have taken some doing, I think actually. I mean, once you have a light bulb and they're being manufactured, it's a pretty easy. You can understand how quickly it could be adapted. But all the other things like electric heaters, that would take a lot of thinking. Dean: Before what we're used to as the kind of two or three prong, you know thing that we stick into the wall. Before that was invented, the the attachment was that you would plug it into the light socket. Dan: Oh yeah, that was how you would access the electricity. That's right, you had a little screw in. Right, you had a little screw in that you could put in. Yeah, I remember having those yeah. Dean: Very interesting, that's right. Dan: Right, yeah, yeah. And then you created lawn wires that you could, you know you could you know, it's like a pug, but you needed something to screw into the light socket. Dean: Yeah, yeah, yeah, very, I mean it's, it's so. Yeah, what a. What a time. We had a great um. I don't know if we recorded um. We uh, chad and I did a vcr formula workshop the day in toronto, in toronto, yeah, and that was a really the first time we'd done anything like a sort of formalized full-day exploration. It's amazing to see just how many you know shining a light for people on their VCR assets and thinking of it as currency and thinking of it as currency and it's amazing how, you know, seeing it apply to others kind of opens their eyes to the opportunities that they have. You know, yeah, it was really I'm very excited about the, just the adaptability of it. It's a really great framework. Dan: Have you gotten? Your NuCom yet? Dean: I have absolutely. Dan: I really love it what's your favorite? I have different. First of all, I use the one at night that sounds like crickets. Okay, yeah, you know, it's 10 hours, you can put it on for 10. It's called Summer Night and it's got some. There's a sort of faint music track to it. But my aura, I noticed my aura that my REM scores went up, my deep sleep scores went up and the numbers you know. Usually I'm in the high 70s. You know 79, 80, and they jumped to 86, 87. And that's just for sleep, which is great. So I've had about two weeks like that where I would say I'm probably my sleep scores I'll just pick a number there but it's probably up around 50, 15, 15, better in all the categories and that and. But the one thing is the readiness. The readiness because I play the trackster in the day. But the one thing is the readiness, the readiness because I play the trackster in the day. But the one that I really like to have on when I'm working is ignite okay yeah, it's a. It's a really terrific. It's really terrific, that's right I haven't used any of the daytime. Uh, yeah, the daytime yeah, yeah, and then the rescue is really great. Okay, yeah, and you know For people listening. Dean: We're talking about an app on iPhone called NuCom N-U N-U-Com, yeah, and it's basically, you know, waves, background music. I mean, it's masked by music, but it's essentially waves. Dan: Apparently. We were in Nashville last week and David Hasse is experimenting with it. He says what they have is that they have two separate tracks. I use earphones and one track comes in through your right ear, one comes and your brain has to put the two tracks together, and that's what uh, so it elevates the brain waves or kind of takes the brain waves down. And there's music. Dean: You know the music yeah over and uh, but I noticed mentioned to me that the music is incidental, that the music has nothing to do with it. Dan: No, that's exactly right, it just gives your brain something to hold on to Attached to yeah. And then Rescue is really great. I mean that one. Just you know if you have any upset or anything, or you're just really busy, or you're enjoying anything. You just put it on, it just calms you right down. Dean: Did you notice that the recommendation on Ignite is to not use more than 60 minutes a day? Dan: Yeah, I doubt if I do. I think it's about a 14-minute track. Oh, okay, yeah, interesting, yeah, but that's a suggestion. Dean: Yeah, it is a suggestion. That's right, that's funny. Dan: Now what you're talking about. There is a suggestion. That's right, Now what you're talking about. There is a suggestion. Dean: That's all suggested. That's right. Dan: That reminds me of I was in Italy, I was on the Amalfi Coast and Italians have a very interesting approach to laws and regulations, you know. So we were going down the street and I was sitting right next to the bus driver, we were on a bus and a whole group of people on the bus, and so we come down to a perpendicular stop. You know you can't go across, you have to turn, and the sign is clearly says to the, and the driver turns to the left, and I said I think that was a right-hand turn. He said merely a suggestion. I love it. Dean: That's great. Dan: Merely a suggestion. Yeah, that's funny, yeah, yeah, yeah, that's funny. Have lawsuits, you know, like something like this. I mean, it's a litigious country, the. Dean: United States. Dan: Yeah, and so you know they may be mentally unbalanced, you know they may be having all sorts of problems. And they said why don't we just put in recommended not to use it more than an hour? So I think that's really what it is. That's funny. Yeah, Like the Ten Commandments, you know, I mean the suggestions yeah, there are ten suggestions, you know, yeah, yeah, but break two of them at the same time and you're going to find out. It's more than a suggestion. Yeah, fool around and find out, yeah I think in terms of book titles, that's a good bit. Pull around and find out. That's right, exactly. So what would you say is uh, just going on the theme of pulling around and find out that you've discovered is that there's things with AI that probably shouldn't go down that road. Dean: Anything. Just philosophically, I'm more and more resolute in my idea of not spending any time learning the particular skill or learning the particular tool, because I really, if I look at it that fundamentally, if you think about it as a generative tool or as a collaboration, creating either images or words or picture or uh, you know, sound or video, that's the big four. Right, those are the underlying things. There's any number of rapidly evolving and more nuanced ways to do all of those things and you're starting to see some specialists in them now, like, I think, things like you know, eleven Labs has really focused on the voice emulation now and they're really like it is flawless. I mean, it's really super what you can do with generated, uh, voice. Now even they can get emotion and I think it's almost like the equivalent of musical notations, like you can say, you know, uh, you know pianissimo or or forte. You know you can give the intention of how you're supposed to play this piece. Uh, so you get a sense that they can say you know whispers, or quietly, or or excited, or giggles, or you know you can add the sentiment to the voice, and so you just think, just to know that, whatever you can imagine, you can get an audio that is flawless of your own voice or any voice that you want to create. You can create a. There is a tool or a set of tools that will allow you to prompt video, you know flawlessly, and that's going to constantly evolve. I mean, there are many tools that do like. It's kind of like this race that we're all in the first leg of the relay race here, and so it started out with Sora was able to create the video, and then the next you know, the VO three, you know less than a month ago, came out and is the far winner by now. So any time that you spend like learning that technical skill is I don't think that's going to be time well well spent, because there's any number of people who could do those things. So I think I'm more, you know, I'm more guessing and betting that imagination is going to be more valuable than industriousness in that. Dan: One thing, and I'd just like to get your take on this, that the crucial quality that makes human things work, human activities, human teamwork and everything is trust you know, and that you're actually dealing with something that you can trust. Ok, and I'm just wondering if the constant evolution of artificial intelligence is going to encourage people to make sure that they're actually dealing with the person in person, that you're actually dealing with another human being in person. Well, I see that in contact with this person or you've got some sort of encryption type mechanism that can guarantee you that the person that you're dealing with digitally is actually the person? And I'm just wondering, because humans, the need for trust overrides any kind of technology. Dean: I agree with you. I mean that's. I think we're going to see, I think we're going to see a more. We're going to react to that that we're going to value human, like I look at now that we are at a point that anything you see on video is immediately questioned that might be especially, yeah, especially if you, if it's introducing a new thought or it's counter to what you might think, or if it's trying to persuade you of something is. My immediate thought is is that real? You know, you know, I just wonder. You know what I was? I was thinking about Dan. You used to talk about the evolution of the signs. You know where it said the best Italian food on the street? Yeah, the evolution was in the town. Two furniture companies, yeah two furniture companies Best furniture. What was it? Dan: Yeah, best furniture companies, best furniture, what was it? Yeah, best furniture store on the street. So the other one comes back and says best, you know best furniture store in the town. And the other one says the other one comes back, state the other one comes back country. The other one comes back Western Hemisphere, the other one comes back planet, the other one comes back solar system and finally it's so far out, it's in the Milky Way. And the other one comes back and says best store on the street. Dean: Right, exactly, and I think that's where we're. I think that's where we're. Dan: Yeah. Anything to differentiate anything to differentiate, I mean the other thing is differentiation. You know, yeah, yeah, yeah and yeah, so no. I go back to Hayek. He's an economist, fa Hayek, and he said that he was talking about capitalism. And he said the big problem with capitalism is that it was named by its enemies. It was named by the whole group of people. You know, marx was the foremost person you know and he, you know, wrote a book, das Capital, you know, and everything else, and they thought it was all about capital. And he says actually, capital is actually a byproduct of the system. He said what capitalism is is an ever expanding system of increasing cooperation among strangers. He says it's just constant going out from ourselves where we can trust that we can cooperate with strangers. And he says most places in history and most places still on the planet, the only people you can trust are our friends and family our friends and family. That limits enormously cooperation, eliminates collaboration, eliminates innovation, eliminates everything if you can only trust the people that you know. He said that basically what capitalism is. It's got this amazing number of structures and processes and agreements and laws and everything that allow you to deal with someone you don't know halfway around the planet and money is exchanged and you feel okay about that and you know, there was a great book and I've recommended it again and again called the One-to-One Future. I've read it. Dean: I've read it. Yeah, yeah, this was written back in the 90s, yeah, and that was one of the things that they talked about was this privacy, that, and I don't see it happening as much, but we're certainly ready for it and and going to appreciate having a, an intermediary, having a trusted advocate for all of the things you know. That that's that we share everything with that one trusted person and trust them to vet and represent us out into the world. Dan: It's really interesting. It would have been at a Free Zone workshop, because those are the only workshops that I actually do, and somebody asked. Babs was in the room and they said that you know how many of your signups for the program you know, the last 12 months and you know we had just short of a thousand a thousand signups and you know, and we know what the influence was because we have the contact we have the, you know, we have the conversations between the salesperson and the person who signs up, and somebody asked how many of them come directly from direct referrals. It's 85%. It's not the only thing They'll read books. They'll see podcasts. Dean: Yeah. Dan: Yeah and everything like that, but it's still that direct referral of someone whose judgment they totally trust is the deciding factor. Dean: Yes, yeah, amazing, right, and that's. Dan: I mean, here we are. We're 36 years down. We're using all kinds of marketing tools. We're using podcasts, we're using books. We're using books, we're using social media. And it struck me one day. I said how do people know me on social media? I said I never use social media. I've never. I've never. Actually, I don't even know how to. I don't even know how to use social media. Dean: I wouldn't know how to get on and everything else. Dan: So I went to our social media director and I said um, how am I on social media? He says dan, you're out there, there you're doing every day you're doing 100 things a day you know you know. and he went down the list of all the different uh platforms that I'm in and I said uh. I said oh, I didn't know that. I said, do I look good? He said oh, yeah. He says yeah, nothing but the best, but I'm just using it as a broadcast medium. You know, I'm not using it as an interactive medium. Right Well, I'm not. We're using it as an interactive medium, but I'm not. Dean: Right. Dan: Yeah. Dean: Yeah, that's all that matters, right, I mean, and it's actually you, yeah, it's your words, but you're using, you know, keeping, like you say, somebody between you and the technology. Dan: Yeah, yeah, yeah, always keep a smart person. Right A smart person between yourself and the technology. Dean: Yeah, yeah, yeah. Dan: Yeah. So yeah, I was at the party. I had this party that was sort of a beach, had this party that was sort of a beach. You know, we have an island, but there are about 15 couples of one kind or another at the party last night, most of whom I didn't know, but I got talking and they were talking about the technology and everything like that. it was about a three person and myself and we were talking and they said, geez, you know, I mean it's driving me crazy and everything like that. And one of them said, dan, how are you approaching this? And I said, well, I'm taking a sort of different approach. And I just went through and I described my relationship to television, my relationship to social media, my relationship to the you know, my iPhone and everything else. And they said, boy, that's a really different approach. And I said, yeah, and I said you know we're growing, you know the company's growing, and you know everybody who needs to find out. what they need to find out is finding that out and everything else. So yeah, but I don't have to be involved in any of it. Dean: Right, yeah, you know, you're proof that it's. You can be in it, but not of it. Dan: Yeah, I think that's part of the thing. Yeah, but there's kind of a well, we're probably on this podcast, we're developing sort of an AI wisdom, because I think wisdom what matters is that you can adapt a particular strategy and just think of it, you know, and just stick with it. There's just something that you can stick with and it doesn't cause you any harm. Yeah, the one thing that I have learned is that the input between me and perplexity has to be 50-50. And the way I do it, dean, is I trigger everything with a fast filter, so I'll do the best result. You have just one box. I put the best result. You have just one box, I put the best result. That becomes the anchor of the particular project that I'm working on with Perpuxy. I'll just take it and stick it in there. Then I'll write one of the success criteria, okay, and then I'll take the success criteria and I said okay, now I want to create two paragraphs. Okay, so I've got the anchor paragraph and I've got this new paragraph. I want to take the central message of this success criteria and I want to modify whatever I wrote down in the lead and bring it back as a 100-word introduction where the success criteria has 50 words. Okay. And then what I'll do is I go to a mindset scorecard and I'll start creating mindsets and I'll take a mindset and I said, okay, I want to take this mindset and I want to change the meaning of the two paragraphs and it comes down and then after a certain point I said okay, let's introduce another. So I'm going back and forth where it's delivering a product but then I'm creating something new and inserting it into the product, and it's kind of like this back and forth conversation. Dean: You're using perplexity for this Perplexity yeah. Yeah. Dan: Yeah, and it has a really nice feeling to it that it's doing some magic. You know it's doing magic tricks. It's carrying out instructions instantaneously. You know three or four seconds. And then I read what I wrote and then it gives me a new idea. Then I write down the idea in the pass filter or the mindset scorecard and then I insert that new idea and say, okay, modify everything above with this new thought, and it's really terrific, it really works really great, yeah, okay, and you know it's, and what's really interesting about? I'll go do this. And then, down at the bottom, it creates a unique summary of everything that we're talking about, and I didn't ask it for a summary, but it creates a summary. Dean: That's amazing, isn't it? Dan: Yeah, yeah, yeah. Dean: Yeah, this is. You know. I really enjoyed the new tool that we did in the FreeZone workshop. This time I forget what the tool is called. Dan: I had three. I had the six-year your best six years ever. Was it that one we also? Dean: had. Always More Ambitious, always well, always more ambitious was great too, but yeah, that uh. But that six year your best six years ever is. That's such a good thing that if you just imagine that that's the, the lens that you're looking at the present through that, you're always. It's a durable thing. I try and explain to people I've had this framework of thinking in terms of the next hundred weeks is kind of a the long-term like actionable thing that you can have a big impact in a hundred weeks on something. But it's gonna happen kind of a hundred days at a time, kind of like quarters I guess, if you think about two years. But I've really found that everything comes down to the real actionable things are the next 100 hours and the next 100 minutes. And those I can find that I can allocate those 50 minute focus finders that. I do those sessions, it's like that's really the only. It's the only thing is to the extent that we're able to get our turn our ambitions into actions that correlate with those right that align, aligning our actions with our ambitions because a lot of people are ambitious on theoretically ambitious, uh, as opposed to applied ambition. Dan: They're not actionably ambitious. Dean: Actionably ambitious. I think that there's something to that, Dan. Dan: Yeah. Dean: And it's frustrating yeah. Dan: Yeah. Dean: Yeah. Dan: I think that's a really good, theoretically ambitious, but not actionably ambitious, yeah, and I think that's a really good theoretically ambitious but not actually ambitious, yeah, and I think that theoretically ambitious just puts you totally in the gap really fast. Absolutely Okay, because you have no proof, you're never actually You're full of propositions. Yeah, I'm reading a book. Have you ever read any of Thomas Sowell? I? Dean: have not. Dan: Yeah, he's a 93, 94-year-old economist at Stanford University and he's got 60 years of work that he's done and he's got a great book. It's a book I'm going to read continually. I have about three or four books that I just read continually. One of them is called the Technological System by Jacques Hulot, a French sociologist, jacques Lull, french sociologist, and it does the best job of describing what technology does to people, what it does to organizations, when they're totally reactive to it. Dean: You know in other words. Dan: They have no sense of agency regarding technology. They're just being impacted, and it's really good. He wrote it probably in the 60s or 70s and it's just got a lot of great observations in it. Dean: And. Dan: I've read it. I've probably read it. I started reading it in 1980, and I've probably read it three or four times. One book fell apart because there was so much notes and online Really Wow. Yeah, the binding fell apart. Dean: What's it called again? It's called the. Dan: Technological System. Dean: The. Dan: Technological System. Jacques, you know Elal and there's quite a good YouTube interview with him If you want to look it up. It's about 25, 30 minutes and very, very, very engaging mind. He really gets you to think when he talks about it. But the book that I'm talking about right now, this is Thomas Sowell. It's called Intellectuals and Society and he said if you take all the intellectuals in the world and you put all their sense of how the world works, at best it could represent 1% of the knowledge that's needed for the world to run every day the other 99%, and he calls it the difference between specialized knowledge and mundane knowledge. Okay, so specialized knowledge is where somebody really goes deep, really goes deep into something and then develops. You know, if the whole world would just operate according to what I'm seeing here, it would be a better world. And he says, and he said that's the intellectual approach. You know, I've I've really thought this deeply, and therefore what I want now is for someone to impose this on the planet. So, I feel good. But, he says what actually makes the world work is just everybody going about their business and working out rules of, you know, teamwork, rules of action, transaction work. And he says and intellectuals have no access to this knowledge whatsoever because they're not involved in everyday life, they're off. You know they're looking down from a height and saying you know, I'd like to reorganize this whole thing, have the mundane knowledge are now being able to really get multiply the value that they're just getting out of their daily interactions at an exponentially high speed and that the intellectuals are probably. The intellectuals are just if they're using AI. They're just doing that to multiply their theories. But they're not actionable ambition, they're theoretical. Theoretically ambitious right, yeah, yeah. Dean: Yeah, that's really interesting looking at the uh, you know, I think that there's, you know, kind of a giant leap from proposition to proof. Oh yeah, in the in the vision column is like that's it's worth so much. Uh, because intellectually that that's the. It's a different skill set to turn a proof into a protocol and a protocol into a protected package. You know, those don't require creative solution and I'm finding the real like the hotspot leverage points, like in the capability column. It's ability is the multiplier of capability. Dan: Yeah. Dean: You know, because that then can affect capacity and cash, you know. Dan: Yeah, yeah, I mean, if you take it. I mean never have human beings had so many capabilities available to them but do they have any ability to go along with the capabilities? Dean: Yeah. Dan: Yeah. Dean: And I think that that part of that ability is to recognize it. You know, vision ability to recognize the excess capacity that they have, you know. Dan: And. Dean: I think that that trusted you know. Dan: The leverageable point in the reach column is the you know a heart level, like an endorsed uh being access to somebody else's um, to somebody else's trust level yeah, relationships yeah it's so it's amazing like I just like that I've seen so much opportunity AI introduced chat, gpt, that we're at a major this is a major jump, like language itself almost. I often go back and say I wonder who the first tribe? That was probably a tribe that developed a language so that they could communicate. You know where they could keep adding vocabulary. You know they could keep adding vocabulary and that they must have just taken over everything immediately. They just totally took over just because of their speed of teamwork, their speed of getting things done. And then the next one was writing when they could write. And then you have another jump, because with writing came reading and then the next one came printing. You know, and I thought that when the microchip came in and you had digital language, I said this is the next gem. But digital language is just a really, really fast form of printing actually. It's just fast, but artificial intelligence is a fundamental breakthrough. So, we're right at the beginning. Gutenberg is like 1455, and it must have been amazing to him and the people who knew about him that he could produce what it would take, you know, a hand writer would take months and months that he could produce one in a matter of you know hours. He could produce in hours, but as many as you wanted. Dean: I wonder what the trickle down, like you know the transition, how long it took to eliminate the scribe industry. Dan: Well, I will tell you this that they have statistics that within 40 years after Gutenberg there were 30,000 presses across northern Europe. So it took off like a rocket. You know it took off. And I mean, and you know, and it I mean in the next 150 years, we're just pure turmoil politically, economically, culturally in. Europe after that came and I think we're in that. We're in that period right now. We're feeling it, yeah, I think so too. Everybody's going to have to have a newcomer. Dean: Yeah, that's right. Dan: Probably on rescue all day 60 minutes at a time, right? Yeah, yeah, yeah, anyway. What have we gotten today? What have we? What's the garden produced today? Dean: Well, I think that this, I think we had this thought of, I think you and I always come the two types of abilities. Well, the capability and the ability. No, theoretically ambitious and actionability Actionability- Theoretically ambitious and actionably ambitious. Dan: The vast majority of people are theoretically ambitious. Dean: They're not actionable. Yes. Dan: I think that's a good distinction. Dean: I do too. That was what I was going to say that level and I think that the you know, when you see more that the I think, being an idea person, like a visionary, it's very difficult to see that there's a lot of people that don't have that ability. But you don't, because we take it for granted that we have that ability to see things and and have that uh, access to that. It doesn't feel like you know almost like you can't uh, you've got the curse of knowledge. We know what it's like to constantly have vision and see things, that the way things could be, um, and not really realize that most people don't have that, and I think it's we discount it, um, or you can't discount it by thinking, well, that that can't be do you know what I? mean that there's got to be more to. It mean there's got to be, more to it. Well, that's the easy part or whatever, but it's not and that's yeah. I think that the more I saw Kevin Smith, the filmmaker, the director. He was on there's a series online called the Big Think and they have, you know, different notable people talking about just their life philosophies or the things, and he said something that on his, the moment he decided to move into being kevin smith professionally, that that, the more he just decided to double down on just being more kevin smith for a living it's like he's really without using the words of unique ability or those things that that was the big shift for him is just to realize that the unique view, vision, perspective that he has is the more he doubles down on that, the more successful things have been for him. Yep, yep. So there's nothing you know, you've been Dan Sullivan professionally or professional. Dan Sullivan for years. Dan: Yeah Well, 51, 51. Yeah, yeah, uh, it's created all sorts of tools. I mean uh you know, I remember the psychiatrist I went to the amen clinic to receive my um add diagnosis, you know because he's got. He's got about seven different types of ADD. Dean: Yes, which one do you? Dan: have. Yeah well, mine's not hyperactive at all. Dean: No me neither yeah. Dan: I mean it takes a lot to get me to move, Anyway, but mine is the constant being barbaric. It's sort of I'm thinking of this and then all of a sudden I think of something else. Dean: And then. Dan: now I've got two things to think about, and then the third one wants to join the party and everything else, and meanwhile I had something to do this morning and I just blew right past it. Dean: Anyway. Dan: Right, yeah, so anyway, but I had filled in. There's like 100 questions that you have to fill in online before they'll even accept you, and you know what's your day look like. You know mine pretty relaxed, good structure, everything like that. But the test, they do all sorts of brain scans. They test out concentration, they test out how long you can maintain attention on something. They do it at rest, they do it after exercise and everything like that. It's about three days. There's about nine hours of it that they do. And so we got together and she said you know, if you look at how you answered our questionnaire, online and you look at our test. These are in separate universes. They don't have any relationship to each other. To each other. She said I've never seen such a wide span between the two. So well, I'm sorry, you know we just pretty soon we got to what I do for a living and I said well, I create thinking tools for entrepreneurs. And so I told her, I gave her a couple of examples and she said well, I don't know who else you created these for, but you sure created them for yourself. And that's really what we do. Is that what we are best at in the marketplace is what we're trying to figure out for ourselves? Dean: Yes, I think that's absolutely true. Dan: We sell our therapies to others, that's right. We want to see if our self-therapies go beyond ourselves. Dean: Yeah, exactly. Dan: Yeah, yeah, all righty. Dean: Okay Dan. That was a good one, yeah, are we on next week? Dan: Yeah, oh, yeah, yeah, Perfect, perfect, okay, I'll be back. Dean: I'll meet you here. Dan: Okay, thanks Bye, thanks Bye. Thanks for watching.

In this newscast: The fate of Juneau School District's universal free breakfast program remains uncertain after the Board of Education delayed a decision yesterday; Huna Totem Corporation shareholders adopted open enrollment last week at the village corporation's annual meeting; Dozens of Juneau residents gathered outside Senator Dan Sullivan's office today to implore him to consider Alaskan's reliance on Medicaid; Some key Alaska state legislators are pushing back on the Republican budget package known as the "big, beautiful bill"; Subsistence hunting isn't rare in western Alaska, but one recent catch is stirring excitement in Nome

Dan Sullivan and Peter H. Diamandis delve into the intriguing concept of abundance and its accompanying challenges. They explore the implications of a future filled with humanoid robots and advanced AI that can handle both physical and cognitive tasks. The conversation raises critical questions about survival and the necessity of challenges in our lives. In this episode: Dan reflects on his own journey of ambition, noting that he continuously seeks greater challenges and opportunities, suggesting that the entrepreneurial spirit thrives on self-generated challenges in an abundant society. The conversation references the Universe 25 experiment, which demonstrated that a lack of challenges can lead to societal collapse, paralleling the potential dangers of a life devoid of struggle and competition. They discuss the psychological challenges that arise in different life stages, emphasizing that as physical dangers diminish, individuals face increasing pressures related to purpose, meaning, and personal growth.

John continues his conversation with Peter Awad. In Part 1, Peter shared his story of growing up in a grocery store and his transition from running multiple businesses to becoming a coach. In this episode, Peter discusses building real connections with his coaching clients, why he started White Stone Coaching, why he works with Christian businessmen, and explains the 70/30 framework to help people work more in their Zone of Genius. Listen to this episode to learn more: [00:00] - Intro [01:07] - How Peter helps his clients [05:35] - Why Peter started his coaching company, White Stone [08:28] - You only need to be one step ahead to be a coach [10:33] - Impact of Peter's faith on his business [14:14] - The analogy of life purpose to being a puzzle piece [16:04] - Traits of a great leader [18:27] - Peter's definition of success [19:34] - The 70/30 concept in coaching [22:31] - Peter's top daily habit [23:55] - Peter's best advice [25:58] - Question to ask when things aren't going well [26:51] - What Peter wants his legacy to be [29:29] - How Peter invests in his personal growth [32:03] - Creating meaningful memories with family [35:50] - Best way to connect with Peter [38:03] - Book recommendations [42:43] - Closing remarks NOTABLE QUOTES: “If you're a coach, you only need to be one step ahead of the person you're coaching. You can be further ahead, but you only have to be one step ahead.” “You can't be a disciple maker if you're not a disciple first.” “You can't take people higher up in the mountain than you've been.” “Great leaders come in with nothing to hide, nothing to prove, nothing to lose.” “You only need to be one step ahead of the person you're coaching.” “Sometimes all it takes is a small shift in perspective to open up a whole new world.” “Athletes have coaches, but everyone else is just told to figure it out.” “We're all a puzzle piece in this giant puzzle … When we discover our identity and we're living in our purpose, then we are linking arms, yoked with the other pieces around us.” “If we want to go fast, we've got to go together.” “You think about something you buy and you're really excited about, and it almost immediately loses value. The longer you have it, the more it degrades. Soon it's just junk, and you throw it away. Experiences are like wine — they get sweeter.” “We prioritize meetings with people we don't know or don't even like, but we leave it up to chance to hang out with the people that matter to us most. What are we doing?” BOOKS MENTIONED: 48 Days to the Work You Love: Preparing for the New Normal by Dan Miller (https://a.co/d/g6ZPdo4) Living Fearless - Exchanging the Lies of the World for the Liberating Truth of God by Jamie Winship (https://a.co/d/5OeeW2B) 10x Is Easier Than 2x: How World-Class Entrepreneurs Achieve More by Doing Less by Dan Sullivan (https://a.co/d/cshTgD6) The Gap and The Gain: The High Achievers' Guide to Happiness, Confidence, and Success by Dr. Benjamin Hardy & Dan Sullivan (https://a.co/d/cBTQdjU) The Ruthless Elimination of Hurry by John Mark Comer (https://a.co/d/6MzZufd) USEFUL RESOURCES: https://whitestonecoach.com/ https://www.linkedin.com/in/peterjawad/ https://www.instagram.com/thepeterawad/ https://www.facebook.com/thepeterawad https://x.com/peterawad CONNECT WITH JOHN Website - https://iamjohnhulen.com    Instagram - https://www.instagram.com/johnhulen    Facebook - https://www.facebook.com/johnhulen    X - https://x.com/johnhulen    LinkedIn - https://www.linkedin.com/in/johnhulen    YouTube - https://www.youtube.com/channel/UCLX_NchE8lisC4NL2GciIWA    EPISODE CREDITS Intro and Outro music provided by Jeff Scheetz - https://jeffscheetz.com/ 

Unlocking 10X Growth: Why Less Is MoreIn this solo episode, Casey Baugh dives deep into the groundbreaking principles from 10X Is Easier Than 2X by Dan Sullivan and Ben Hardy. Through personal stories and leadership insights, Casey redefines what it means to scale—by subtracting, not adding.Discover how eliminating distractions, elevating your identity, and aligning with visionary mentors can be the true multipliers for exponential success. Whether you're a founder, operator, or lifelong learner, this episode challenges you to think bigger, act bolder, and aim for impact.Chapters:00:00 – 01:26 | Why 10X Isn't About More WorkSubtraction, not addition, fuels exponential growthGreat leaders focus on opportunities, not problems01:26 – 03:32 | Leading with Your Future SelfYour past identity can limit your future potentialVisionary leadership begins with self-transformation03:32 – 07:33 | Visionary Thinking: Lessons from Musk & JobsElon Musk's $25T dream: RoboTaxis & automationWhy visionary beliefs reshape companies07:33 – 10:13 | Surround Yourself with the Right PeopleMentorship from Todd Pedersen, Brian Murphy, and othersThe right relationships can 10X your belief and output10:13 – 13:35 | Constraints Create Clarity & ActionThe founding of Sandlot & Breeze Airways under pressureDeadlines and clear limits sharpen performance13:35 – 14:05 | Final Challenge: Dream Bigger in 2025Resourcefulness beats resourcesSet goals that force elevation, not comfort Hosted on Acast. See acast.com/privacy for more information.

In this episode of Welcome to Cloudlandia, I reconnect with Dan Sullivan for another wide-ranging conversation that blends current events, history, technology, and human behavior. We start by reflecting on the safety and comfort of life in Canada while discussing the news of missile strikes in Israel. From there, we explore the idea that innovation often advances when entrenched leaders move on—whether in science, business, or geopolitics. Dan brings up Thomas Kuhn's idea that progress happens after the old guard exits, creating room for new ways of thinking. Our conversation shifts into the role of AI as a horizontal layer over everything—similar to electricity. We compare this shift to earlier transitions like the printing press and the rise of coffee culture. Dan shares his belief that while AI will transform systems, the core of human life will still revolve around handled needs and personal desires. We wrap by talking about convenience as the ultimate driver of progress. From automated cooking to frictionless hospitality, we recognize that people mostly want things to be “handled.” Despite how fast technology evolves, it's clear that unless something is of deep personal interest, most people will let it pass by. As always, the conversation leaves room for reflection and humor, grounded in the reality that technological change doesn't always mean personal change. SHOW HIGHLIGHTS Dan and I explore the complexities of living in a "world-class" city like Toronto, discussing its cultural vibrancy against the backdrop of global geopolitical tensions. Dan delves into Toronto's significant role as a financial and technological hub, emphasizing its strategic importance in trade with the United States, where a substantial portion of Canadian exports cross the border. We discuss the transformative potential of AI in today's digital revolution, drawing parallels with historical innovations like Gutenberg's printing press, and how these advancements continuously redefine our society. We examine the evolution of Starbucks, from a unique third space with artisanal baristas to a more automated environment, and ponder the implications of this shift on quality and customer experience. The conversation shifts to the rise of independent coffee shops, highlighting how they meet the demands of discerning customers by offering premium experiences. Dean reflects on our relentless pursuit of convenience in modern urban life, where technological advancements shape our daily routines and enhance our quality of life. We conclude with a discussion on habit formation and the role of technology in reinforcing existing habits, while considering the balance between maintaining old routines and embracing new ones. Links: WelcomeToCloudlandia.com StrategicCoach.com DeanJackson.com ListingAgentLifestyle.com TRANSCRIPT (AI transcript provided as supporting material and may contain errors) Dean: Mr Sullivan, Dan: Mr Jackson, I hope the rest of your day yesterday went well. Dean: Oh, delightful, I learned stuff yesterday. That was a very nice day, beautiful, beautiful weather today. You know what, dan, if you could, as an option at the Hazleton, upgrade to include your perfect weather for $1,000, this is what you'd order, it's this kind of day. Yeah, mid-70s perfect white fluffy clouds. Yes, it's why. Dan: Living in a safe, globally unimportant country. That's exactly right. Holy cow, I don't know if you've seen, yeah, what's uh? I woke up like literally just a few minutes ago seeing all the, uh, the raining missiles on israel right now from Iran. Have you seen that this morning? Dean: Oh yeah, there's a lot of them. Most of them don't hit anything and most of them are shot down, but still it puts some excitement in your day. Dan: I mean really, yeah, these ones look like. They're something unique about these ones that they're supersonicersonic and many of them are hitting, yeah, different than what we've normally seen. Like normally, when you see it, it's the, the iron dome or whatever is, you know, intercepting them, which is always interesting, but these ones are like Direct, like you can see them hitting in inrael that's. I mean, could you imagine, dan, like you, just look at how geographically we are. You know we've won the geographic lottery in where we're positioned here, you know, just realizing that's never. Even though you can, all you know you always take precautions with the umbrella above us, over the outside. Dean: But I mean still that today. I've lived in Toronto for 54 years now, just past the anniversary, the 54th anniversary and I think that, first of all, when you have a really large city like Toronto, the center of a lot of things that go on in Canada, A world-class city like Toronto. Well, it's not a world-class city. But yeah, they have to go five years. I'm putting a new rule in for world-class cities. You have to go five years without ever saying the words. Dan: Yeah, we're a world-class city. Dean: We're a world-class city. And that takes you to stage one probation. Dan: Yeah. Dean: No, that takes you to stage two, probation, and then stage three probation is where all the people who've been saying it's a world-class city have either died or moved, and then it's sort of like science. There was a famous he wasn't a scientist, but he was a, I think, a science historian. Thomas Kuhn K-U-H-N if you ever came across that name wrote in the 1960s and he wrote a very influential book which is called the Structure of Scientific Revolutions, and he was asked many times when you have a sudden series of scientific breakthroughs and we really haven't had any for quite a long time, it's been mostly almost a century since we've had any real scientific revolutions. So all the progress we've made over the last century were for discoveries in physics and magnetism and electricity and uh, you know nuclear but they had already worked out how that was going to happen in the by the 1920s. and he said what when, all of a sudden, when you get a breakthrough, let's say, for example, they discover a new hydrogen atom and it essentially gives everybody free energy? That would be a scientific breakthrough. Do you think that I mean? Would you think? Dan: that would be. Dean: Yeah, yeah. In other words, energy just didn't cost anything anymore, you know, and the price of energy would go down. Dan: That would free up a lot of that, free up a lot of other things energy would go down that would free up a lot of that'd free up a lot of other things, and, uh, and, and he said, the single biggest cause for scientific breakthroughs is the funerals of old scientists. Oh who everybody defers to that you can't first them. Dean: Yeah, well, defers to, but they control promotion of young scientists. They control where the money goes for a scientist and then they die and their control loosens up and to the degree that control disappears. Now you get new. Dan: Yes. Dean: Yeah, so that's a long way around. But I think that in the world today there are people who are basically in control of geopolitical systems, economic systems, you know, cultural systems, and in the next 10 years, I think, a lot of the controllers are going. They'll either die or people will think they've already died. They don't have to actually die, they just have to be in a room somewhere and no one's heard, and no one's heard anything from them recently, and uh and uh, you know, and everything like that, and then things change and then things really shifted. But my sense about Toronto is that it's going to be the Geneva of the Western Hemisphere. Dan: Okay, that's interesting. Dean: Switzerland from a geopolitical standpoint really. I mean, nobody ever talks about well, what do the Swiss think about this? But lots of stuff happens in Geneva. People meet in Geneva. There's tons of money that goes through Geneva and you know, when you know people who hate each other want to talk to each other and feel safe about it, they do it in Geneva that's interesting. Dan: How did Switzerland become its neutrality known for? Is that just because of its positioning between Austria? Dean: and Germany mountains. Yeah, the uh, the germans had given some thought during the second world war to invade switzerland, and switzerland can put into the field in a very short period of time a very big army. I don't know what the numbers are. But the other thing is, uh, for the longest period I know maybe a century long they've been howling out the mountains. So they've got, you know, they've got secret bases inside the mountains, but there's also they've created lots of dams with big reservoirs and if there was ever an invasion they would just blow up the dams and they would flood the entire lowlands of. You know, people are told to the mountains, the entire lowlands of you know, people are told to the mountains, get to your bunker. You know everybody's got a bunker and they've all got guns and they do it. You know they just want to. They're in the middle of one of the most warfare inclined continents in human history. Europe is very warlike. It's always been warlike. Dan: Europe is very warlike. It's always been warlike, but they haven't wanted to be part of the wars, so they've taken the other approach. Dean: Yeah, and Canada is kind of like that, but the US is very uniquely positioned, because a lot of people don't know this. I mean, you come to Toronto and it's big skyscrapers, yeah, you know, and it's a financial center. It's very clearly a big financial center, it's a big communication center, it's a big tech center. But a lot of people don't know it's a big manufacturing center. There's the airport here. Dan: Oh yeah, All around the airport. Dean: Mile after mile of low-rise manufacturing Industrial yeah, all around the airport Mile after mile of low-rise manufacturing Industrial. Yeah Actually, sasha Kurzmer, who you'll see tomorrow, you'll see Sasha says it's the hottest real estate in Toronto right now is industrial space Really Wow, yeah. Yeah, we have enough condos for the next 10 years. I mean most of the condos we got enough. Dan: It's enough already. Yeah, that's true. That's funny right. Dean: I mean the vast number of them are empty. They're just. You know they just built them. Dan: Money lockers. Dean: Right yeah, money lockers right, yeah and uh, but a semi-truck you know like a big semi-truck loaded with industrial products can reach 100 million americans in 24 hours and that's where the wealth. That's where the wealth of toronto comes from. It comes from that distribution. Dan: Access to American market. Dean: Yeah, that's true. So you have the bridge at Buffalo, the big bridge at Buffalo. That goes across to New York and you have the big bridge at Detroit or at Windsor that goes across to Michigan and 80% of all the exports that Canada makes goes over those two bridges. Dan: Wow. Dean: Rapid-fire factoids for our listening audience. Dan: Yeah, absolutely, I mean that's. Dean: I like things like that. I like things like that. Dan: I do too. I always learn. You know, and that's kind of the you think about those as those are all mainland exports physical goods and the like but you know that doesn't. Where the real impact is is all the Cloudlandia transfers. You know, the transfer of digital stuff that goes across the border. There are no borders in Cloudlandia. That's the real exciting thing. This juxtaposition is like nothing else. I mean, you see, navigating this definite global migration to Cloudlandia. That's why I'm so fascinated by it. You know is just the implications. You know and you see. Now I saw that Jeff Bezos is back, apparently after stepping down. He's gotten so excited about AI that's bringing him back into the fold, you know. Dean: What at Amazon? Dan: Yes. Dean: Oh, I didn't know that. Dan: I saw that just yesterday, but he was talking about AI being, you know, a horizontal layer over everything, like electricity was layer over everything. Like electricity was, like the internet is, like AI is just going to be a horizontal, like over everything layer that will there's not a single thing that AI will not impact. It's going to be in everything. And so when you think about it, like electricity, like that I think I mentioned a few weeks ago that was kind of a curiosity of mine Now is seeing who were and what was the progression of electricity kind of thing, as a you know where it, how long it took for the alternate things to come aside from just lighting and now to where it's just everything we take for granted, right, like like you can't imagine a world without electricity. We just take it for granted, it's there, you plug something in and it and it works. Dean: You know, yeah, no, I, I agree, I agree, yeah, and so I wonder who I mean? Dan: do you? Uh and I think I go all the way back to you know that was where, like gutenberg, you know, like the first, the transition there, like when you could print Bibles okay, then you could print, you know, multiple copies and you know, took a vision, applied to it and made it a newspaper or a magazine. You know all the evolution things of it. Who were the organizers of all of these things? And I wonder about the timelines of them, you know? Dean: And I wonder about the timelines of them. You know Well, I do know, because I think that Gutenberg is a real, you know, it's a real watershed and I do know that in Northern Europe so Gutenberg was in Germany, that in Northern Europe, right across the you know you would take from Poland and then Germany, you would take from Poland and then Germany, and then you would take Scandinavia, then the low countries. Lux date that they give for Gutenberg is 1455. That's when you know a document that he printed. It has the year 1455, that within about a 30-year period there were 30,000 working presses in Northern Europe. How many years. That'd be about 30 years after 1455. So by the end of the—you've already surpassed 30,000 presses. Yes, but the vast majority of it wasn't things like Bibles. Dan: The vast majority of it was't things like Bibles. Dean: The vast majority of it was contracts. It was regulations. Dan: It was trade agreements. Dean: It was mostly commercial. It went commercial and so actually maps, maps became a big deal, yeah, yeah. So that made a difference and also those next 150 years were just tumultuous, I mean politically, economically I mean yeah yeah, enormous amount of warfare, enormous amount of became. Dan: Uh, I imagine that part of that was the ability for a precise idea to spread in the way it was intended to spread, like unified in its presentation, compared to an oral history of somebody saying, well, he said this and this was an actual, you know, duplicate representation of what you wanted, because it was a multiplier, really right. Dean: I mean that's, yeah, I'm. It was a bad time for monasteries yeah, exactly. Dan: They started drinking and one of them said you know what? We should start selling this beer. That's what we should be doing. Dean: We should get one of those new printing presses and print ads labels. Dan: Oh, we got to join in. Oh man, it's so funny, dan, that's so true, right? I mean every transition. It's like you know what did the buggy whip people start transitioning into? We're not strangers to entire industries being wiped out, you know, in the progress of things, yeah. Dean: Well, it wasn't until the end of the Second World War that horses really disappeared, certainly in Europe, certainly in Europe. It's. One of the big problems of the Germans during the Second World War is that most of their shipping was still by horses. Throughout the Second World War, you know they presented themselves as a super modern army military. You know they had the Air Force and everything like that, but their biggest problem is that they had terrible logistical systems, because one of the problems was that the roads weren't everywhere and the railroads were different gauges. They had a real problem, and horses are really expensive. I mean, you can't gas up a horse like you can gas up a truck, and you have to take care of them, you have to feed them. You have to use half of them to. You have to use half the horses to haul the food for the other half for all the horses. Dan: It's a self-perpetuating system. Yeah, exactly, that's so funny. Dean: Yeah, it's really an interesting thing, but then there's also a lot of other surprises that happen along the way. You know, happen with electricity and you know everything, but it's all gases and beds. Dan: Well, that's exactly it, and I think that it's clear. Dean: It'd be interesting with Bezos whether he can come back, because he had all sorts of novel ideas, but those novel ideas are standard now throughout the economy. And can he? I don't know how old he is now. Is he 50s? I guess 50s. Dan: Yeah, he might be 60-something. Dean: Yeah, well, well, there's probably some more ingenious 20 year olds that are. Dan: You know that are coming up with new stuff yeah, that were born when amazon already existed, you know I mean, it's like howard schultz with starbucks. Dean: He had the sweet spot for about 10 years, I think, probably from, I would say probably from around 90 to 2000. Starbucks really really had this sweet spot. They had this third space. You know, they had great baristas. Dan: They had. Dean: You walked in and the smell of coffee was fantastic and everything. And then they went public and it required that they put the emphasis on quantity rather than quality, and the first thing they had to do was replace the baristas with automatic machines. Okay, so you know, a personal touch went out of it. The barista would remember your drink. You know, yeah, a personal touch went out of it. The barista would remember your drink you know yeah. Dan: They were artists and they could create you know they punched the buttons and do the things, but they were not really making. Dean: Yeah, and then the other thing was that they went to sugar. They, you know, they brought in all sorts of sugar drinks and pastries and everything else. And now it wasn't the smell of coffee. When you walked in, it was the smell of sugar drinks and pastries and everything else. And now it wasn't the smell of coffee. When you walked in, it was the smell of sugar and uh and uh. So that I mean, people are used to sugar, but it's an interesting you know, and then he also, he trained his competition, you know, if you look at all the independent coffee places that could have a great barista and have freshly ground coffee. He trained all those people and then they went into competition with him. Dan: I think what really you know, the transition or the shift for Starbucks was that it was imagined in a time when the internet was still a place that you largely went to at home or at work, and the third place was a necessary, like you know, a gathering spot. But as soon as I think the downfall for that was when Wi-Fi became a thing and people started using Starbucks as their branch office. They would go and just sit there, take up all their tables all day. Dean: I'm guilty. Dan: I'm guilty, right exactly and that that kind of economically iconic urban locations, you know where you would be a nice little oasis. Yeah, it was exotically, exotically. European, I mean, he got the idea sitting in the. Dean: Grand Plaza in Venice you know that's where he got the idea for it, and yeah, so it was a period in a period in time. He had an era, period in time to take advantage and of course he did. You know he espresso drinks to. Dan: North. Dean: America. We, you know, maxwell House was coffee before Jeff Bezos, you know, and yeah, I think there's just a time. You, you know, I mean one of the things is that we talk about. We have Jeff Madoff and I are writing a book called Casting, not Hiring where we talk about bringing theater into your business and we study Starbucks and we say it's a cautionary tale and the idea that I came up with is that starbucks would create the world's greatest barista school and then you would apply to be, uh, become a barista in a starbucks and you would get a certification, okay, and then they would cream. They would always take the best baristas for their own stores and and. But then other people could buy a license to have a barista licensed, starbucks licensed barista license yes. And that he wouldn't have gone as quickly but he would have made quality brand. Yeah, but I think not grinding the coffee was the big, the big thing, because the smell of coffee and they're not as good. I mean, the starbucks drinks aren't as good as they. They were when they had the baristas, because it was just always freshly ground. You know, and yeah, that that was in the coffee and everything like that. I I haven't been. I actually haven't been to a starbucks myself in about two years that's interesting, we've got like it's very funny. Dan: But the in winter haven there's a independent you know cafe called haven cafe and they have won three out of five years the, the international competition in in Melbourne. Uh. Dean: Australia. Yeah see, that's good, that's fantastic yeah yeah yeah and Starbucks can't get back to Starbucks. Can't get back to that. You know that they're too big right, yeah, we just in winter. Dan: I haven't been yet because I've been up here, but it just opened a new Dutch Brothers coffee, which you know has been they've been more West Coast oriented, but making quite a stir. Dean: West Coast. That's where the riots are right. The riots are in the United. Dan: States. Dean: Oh man, holy cow, riot copy, riot copy. Dan: Yeah, exactly, I mean that's yeah. I can't imagine, you know, being in Los Angeles right now. That's just yeah unbelievable. Dean: Yeah, I think they're keeping it out of Santa Monica. That's all I really care about. Dan: Nothing at shutters right. Dean: Yeah, I mean Ocean Avenue and that. Have that tightly policed and keep them out of there. Dan: Yeah, exactly, it's amazing To protect the business. Yeah, I'm very interested in this whole, you know seeing, just looking back historically to see where the you know directionally what's going to happen with AI as it progresses here. Dean: Yeah, you know like learning from the platforms it's just constant discovery. I mean, you know like learning from that, it's just constant discovery. Dan: I mean uh, you know yeah yeah, I mean it's um. Dean: I had a podcast with mike kanix on tuesday and 60 days ago I thought it was going in this direction. Dan: He says now it's totally changed it and I said, well, that's probably going to be true 60 days from now yeah, I guess that's true, right, layer after layer, because we won't even know what it's going to, uh, what it's going to do. Yeah, I do just look at these uh things, though, you know, like the enabling everything, I'm really thinking more. I was telling you yesterday I was working on an email about the what if the robots really do take over? And just because everybody kind of says that with either fear or excitement, you know, and I think if you take it from. Dean: Well, what does take over mean? I mean, what does the word take over? Dan: mean, well, that's the thing, that's the word, right. That's what I mean is that people have that fear that they're going to lose control, but I think I look at it from that you get to give up control or to give control to the robot. You don't have to do anything. You know, I was thinking with with breakfast, with Chad Jenkins this morning, and we had, you and I had that delicious steak yesterday, we had one this morning and you know just thinking. You know, imagine that your house has a robot that is trained in all of the culinary, you know the very best culinary minds and you can order up anything you want prepared, exactly how it's prepared, you know, right there at your house, brought right to you by a robot. That's not, I mean, that's definitely in the realm of, of realistic here. You know, in the next, certainly, if we, if we take depending on how far a window out you take, right, like I think that things are moving so fast that that's, I think, 2030, you know, five years we're going to have a, even if just thinking about the trajectory that we've had right now yeah, my belief is that it's going to be um 90 of. Dean: It is going to be backstage and not front stage. That's going to be backstage yes, and that's got. You know I use the. Remember when google brought out their glasses, yeah, and they said this is the great breakthrough. You know all new technology does. And immediately all the bars and restaurants in San Francisco barred Google glasses. Dan: Okay, why? Dean: Well, because you can take pictures with them. Oh, I see, okay, and say you're not coming in here with those glasses and taking pictures of people who are having private meetings and private conversations. So yesterday after lunch I had some time to wander around. I wandered over to the new Hyatt. You know they completely remodeled the Hyatt. Dan: Yeah, how is? Dean: that it's very, very nice. It's 10 times better than the Four Seasons. First of all, they've got this big, massive restaurant the moment you walk into the lobby. I mean it probably has 100 seats in the restaurant. Dan: Like our kind of seats yeah. Dean: Yeah, I mean it's nice. I mean you might not like it, but you know you know, you walk into the Four Seasons and it's the most impersonal possible architecture and interior design. This is really nice. And so I just went over there and I, you know, and I just got on the internet and I was, you know, I was creating a new tool, I was actually creating a new tool and but I was thinking that AI is now part of reality. Dan: Yes. Dean: But reality is not part of AI. Dan: Say more about that. Dean: Well, it's not reality, it's artificial, oh it's artificial. Dan: It's artificial. Oh, exactly it's artificial. Dean: I mean, if you look up the definition of artificial, half of it means fake. Dan: Yes, exactly. Dean: Yeah, so part of our reality now is that there's a thing called AI, but AI is in a thing called reality, but reality is not in a thing called AI. Dan: Right. Dean: In other words, ai is continually taking pieces of reality and automating it and everything like that, and humans at the same time are creating more reality. That is not AI. Dan: AI, yeah, and that's I wonder. You know, this is kind of the thing where it's really the lines between. I'd be very interested to see, dan, in terms of the economy, like and I'll call that like a average you know family budget how much of it is spent on reality versus, you know, digital. You know mainland versus cloudlandia. Physical goods, food you know we talked about the different, you know the pillars of spending, mm-hmm and much of it you know on housing, transportation, food, health, kids. You know money and me, all of those things. Much of it is consumed in a. You know we're all everybody's competing outside of. You know, for everybody puts all this emphasis on Cloudlandia and I wonder you know what, how much of that is really? It's digital enabled. I don't know if you know. I just I don't know that. I told you yesterday. Dean: Yeah, but here, how much of it? The better question is. I mean to get a handle on this. How much of it is electricity enabled? Dan: Oh for sure, All of it. Dean: Most of it Well, not all of it, but most of it. I mean conversation, you know when you're sitting in a room with someone is I mean it's electronically enabled in the sense you like. Have it the temperature good and the lighting good and everything like that, but that's not the important thing. You would do it. Great conversations were happening before there was electricity, so yes, you know and any anything, but I think that most humans don't want to think about it. My, my sense is, you know, I don't want to have conversations about technology, except it's with someone like yourself or anything like that, but I don't spend most of my day talking about technology or electricity. The conversation we had last year about AI the conversation we're having about AI isn't much different than the conversation we're going to have about AI 10 years from now Did you? see this Next year. You're going to say did you see this new thing? And I said we were having a conversation like this 10 years ago. Yeah, yeah, that's absolutely true, I don't think it's going to change humanity at all. Dan: Yeah, I'm just going through like I'm looking at something you just said. We don't want to think about these things. Girding of that is our desire for convenience, progressively, you know, conserving energy, right. So it's that we've evolved to a point where we don't have to think about those things, like if we just take the, if we take the house or housing, shelter is is the core thing. That that has done. And our desire, you know, thousands of years ago, for shelter, even hundreds of years ago, was that it was, you know, safe and that it was gave did the job of shelter. But then, you know, when, electricity and plumbing and Wi-Fi and entertainment streaming and comfortable furniture and all these things, this progression, this ratcheting of elevations, were never. I think that's really interesting. We're never really satisfied. We're constantly have an appetite for progressing. Very few things do we ever reach a point where we say, oh, that's good enough, this is great. Like outhouses, you know, we're not as good as indoor plumbing and having, you know, having electricity is much nicer than having to chop wood and carry water. Dean: Yeah, well, I think the big thing is that efficiency and convenience and comfort, once you have them, no longer have any meaning. Dan: Right. But the ratchet is, once we've reached one level, we're ratcheted in at that level of acceptance. Dean: I mean possibly I don't know. I mean I don't know how you would measure this in relationship to everybody's after this. First of all, I don't know how you measure everybody and the big thing. I mean there are certain people who are keenly interested in this. It's more of an intellectual pleasure than it is actually. See that technology is of intellectual interest. You me, you know, you myself and everything else will be interested in talking about this, but I'm going home for a family reunion next weekend in Ohio. I bet in the four or five hours we're together none of us talks about this because it's of no intellectual interest to anyone else. Ok, so you know but it is for us. It's a, you know, and so I was reading. I'm reading a is the observation of the interest and behavior of a very small portion of the population who have freedom and money and that. And the era is defined by the interest of this very, very small portion, the rest of the people probably they're not doing things that would characterize the era. They're doing things that may have lasted for hundreds but it doesn't. It's not interesting to study, it's not interesting to write about, and you know, I mean we look at movies and we say, well, that's like America. No, that's like actors and producers and directors saying this is how we're going to describe America, but that's not how America actually lives. Dan: Yeah, that's interesting, right, movies are kind of holding up a mirror to the zeitgeist, in a way, right. Dean: Like Strategic Coast, is not a description of how the entrepreneurial world operates no, you know the yeah. Dan: The interesting thing thinking about your thinking is is transferable across all. You know it's a durable context. That's kind of the way. That's what I look about. That's what I love about the eight prophet activators. The breakthrough DNA model is very it's a durable context. It's timeless. Dean: Yes, I mean if the Romans had the eight prophet activators, and they did, but they just didn't know they did. Dan: Right. Dean: Yeah, and you go forward to the Star Wars cafe and probably the ones who are buying drinks for the whole house are the ones who know the eight prophet activators. Dan: Secretly, secretly, secretly. Who's that? Dean: weird. Who's that weird looking guy? I don't know if it's a guy. Who is it who you know? Well, I don't know, but buy him a drink oh my goodness, yeah, I'm. Dan: I think this thing that is convenience. We certainly want things to get easier. I mean, when you look at, I'm just looking down no, we want some things to get easier. What things do we not want to get easier? Dean: The things that are handled. We don't want to get easier. Dan: Oh right exactly. Dean: Yeah, for example, if there was a home robot, we would never buy one, because we've got things handled. Dan: Yeah. Dean: Yeah, I have no interest in having a home robot. I have no interest in having a home shop for a cook. I have no interest in everything because it's already handled and it's not worth the thinking it would take to introduce that into my, into our life I mean yeah, and it right like that. So it's. Dan: There are certain things that we'd like to get easier okay, and we're and we're focused on that yeah, yeah, I think about that, like that's I was thinking, you know, in terms of you know the access we have through Cloudlandia is I can get anything that is from any restaurant you know delivered to my house in 22 minutes. You know, that's from the moment I have the thought, I just push the button and so, yeah, I don't have. There's no, no thinking about that. We were talking about being here in the. You know the seamlessness of you know being here at the Hazleton and of you know I love this, uh, environment, I love being right here in this footprint and the fact that you know the hotel allows you to just like, come, I can walk right in step, you know, get all the function of the shelter and the food and being in this environment without any of the concern of it, right? No yeah, no maintenance. No, I never think about it when I leave. Yeah, it's handled. Think about that compared to when I had a house here, you know you have so much. Yeah, that's the thing, that's a good word handled. We just want things handled. You know Our desires. We want our desires handled and our desires are not really. I think our basic desires don't really. Maybe they evolve, it's just the novelty of the things, but the actual verbs of what we're doing are not really. I think you look at, if we look at the health category, you know where you are a you know you are at the apex level of consumer of health and longevity. Consumer of health and longevity. You know all the offerings that are available in terms of you know, from the physio that you're doing to the stem cells, to the work with David Hasse, all of those things. You are certainly at the leading edge and it shows you're nationally ranked, internationally ranked, as aging backwards. Dean: I'm on the chart. You're on the chart exactly, but I got on the chart without knowing it. It's just a function of one of the tests that I take. Somebody created sort of a ranking out of this and I was on it. It's just part of something that I do every quarter that shows up on some sort of chart. They ask you whether you want to be listed or not, and I thought it was good for um, because your doctor is listed on it too, and I. I did it mostly because david hoss he gets credit for it, you know he does it for yeah you know, it's good. It's good for his advertising and you know his marketing and I mean it's just good for. It's just good for his advertising and you know his marketing, I mean it's just good for his satisfaction and everything like that. But you know that's a really good thing because you know I created that. It was like two years I created a workshop called well, it's a lifetime extender, and then I changed it to age reversal future, because not a really interesting term, because it's in the future somewhere. Right but age reversal you can actually see right now it's a more meaningful comparison number and I had hundreds of people. I had hundreds of people on that and to my knowledge nobody's done anything that we talked about which kind of proves to you, unless it's a keen interest you can have the information and you can have the knowledge. But if it isn't actually something of central motivational interest to you, the knowledge and the information just passes by. The knowledge and the information just passes. Dan: Yeah, and I think it goes. If you have to disrupt your established habits, what do you always say? We don't want any habits except for the ones that we have already established. Right, except for the ones that are existing. Dean: Reinforce them, yeah, reinforce them and anyway, today I'm going to have to cut off early because I have, and so in about two minutes I'm going to have to jump, but I'm seeing you tomorrow and I'm seeing you the next day. It's a banner week. It's four days in a row. We'll be in contact, so, anyway, you know what we're doing in context, so anyway you know what we're doing. We're really developing, you know, psychological, philosophical, conceptual structures here. How do you think about this stuff? That's what I think about it a lot. Yeah, yeah, yeah, yeah. It's always pleasurable. Dan: Always, Dan, I will. I'll see you tomorrow At the party. That's right. Have an amazing day and I'll see you tomorrow night okay, thanks, bye.

Are you holding back, waiting for the “right” decision? In this episode, Shannon Waller and Dan Sullivan reveal why taking action—even imperfect action—is the key to entrepreneurial momentum. Discover how making any decision unlocks feedback, reduces anxiety, and activates your best thinking, while indecision keeps you stuck. Plus, learn practical strategies to overcome perfectionism and move forward. Here's some of what you'll learn in this episode:The importance of making a decision that requires that you take action.How indecision leads to more indecision.What you sacrifice when you refuse to choose.How to get a clear picture of the situation you're in. Show Notes: Taking action, even with imperfect information, is better than staying stuck in indecision. The problem with making no decision is that you're not changing the situation that's paralyzing you. When you can't make a decision, the pressure builds on you exponentially, as does the feeling of isolation and disconnection from your team and your goals. As soon as you start taking action, you get an enormous amount of information about whether it was a right action or a wrong action.Perfectionism is the enemy of progress. Humans are best when they're in motion. People become unproductive when they're not making decisions. You don't have to make the right decision. You can make a decision, and then make it right. Clarity and confidence come after you commit, not before. Decisive entrepreneurs make mistakes, but they also learn and adapt much faster than indecisive ones. When you're indecisive, you lose access to your wisdom, experience, and problem-solving abilities. The act of deciding eliminates alternative options and allows your mind to focus on what matters most. Protecting your role and saying no to distractions is a by-product of being decisive about your commitments. The word “decide” literally means to “kill off” alternatives, freeing you from mental clutter and overwhelm. Resources: The 4 C's Formula by Dan Sullivan The Gap And The Gain by Dan Sullivan with Dr. Benjamin Hardy The Impact Filter™

How can you stand out in a crowded marketplace? Think beyond the product or service you're selling, and make sure you provide customers and clients with an experience they'll remember. Dan Sullivan and Jeffrey Madoff share the benefits of creating unique memories in “the experience economy.” Show Notes:Every purchase is an investment in a future experience. It's rarely about the product or service itself.In many cases, what you're really buying is confirmation of status—a way to signal who you are (or who you aspire to be).In the experience economy, people talk about how they experience certain products or services. In essence, what's being sold isn't the product—it's the memory associated with it. How you feel about a transaction matters more than what you bought. Nostalgia plays a big role here. We like things that connect us to when we were younger. Humans are constantly integrating past, present, and future and creating meaning out of their experiences. Identity is deeply connected to memory. Resources:The Experience Economy by B. Joseph Pine II and James H. Gilmore Casting Not Hiring by Dan Sullivan and Jeffrey Madoff Learn more about Dan Sullivan and Strategic Coach®​Learn more about Jeffrey Madoff

Send us a textFeeling stretched thin in your small business? You're not alone—and you don't have to do it all. In this episode of Monday Morning Motivation, Anna dives into the transformational concept from Dan Sullivan's book Who Not How. Discover why asking “Who can help me?” instead of “How do I do this?” can be the breakthrough you need.Anna shares personal stories, real-life examples, and actionable steps to help you delegate with confidence, reclaim your time, and focus on what truly matters. Whether you're a solopreneur or growing a team, this mindset shift could change everything.Tune in and start your week with clarity, motivation, and a smarter way to grow.

Are you feeling trapped by your role? Are you looking for more freedom? Shannon Waller asks, “What if you shift your perspective and adopt a partnership mindset?” Challenge the traditional hierarchical thinking that stifles collaboration and results. Instead, imagine an environment where you, and everyone around you, are liberated to contribute your Unique Ability® and show up as your most evolved self, regardless of status or title. Discover how this mindset fosters collaborative teamwork, amplifies contributions, and leads to results and growth, letting you to focus on creating immense value. Download Episode Transcript Show Notes: Ditch the hierarchy. Treat yourself and others as partners, not just bosses or subordinates, for true freedom and results. Role-based thinking hinders teamwork and collaboration. Bring your most evolved version of yourself to work. Instead of your authentic self, show your “front stage” best, even internally. Value people who are different from you; they can do what you can't. Alignment on core values keeps the focus on collaboration toward shared goals. Put your ego and authority aside. Partnership means implied equality – focusing on contributing resources, skills, and effort toward shared goals, and sharing risks and rewards. The marketplace only cares if you create value; it doesn't care about your status. Know yourself and your unique contributions. Focus on the situation and the other person, not just yourself, to be a great partner. Don't be trapped by your role or title, even if it's CEO. Redesign your job to match your unique contribution for greater impact and happiness. This partnership mindset allows you to work effectively with people at any status level. The goal is to give people freedom to do what they're best at, play full out, speak up, and contribute fully. Dan Sullivan's solution when team members struggle is to bring in another “Who” that can do that piece of the work effortlessly. The Strategic Coach® core values, or P.A.G.E., are: positive and collaborative teamwork being alert, curious, responsive, and resourceful focusing on growth and results providing an excellent first-class experience for clients Resources: Cy Wakeman's books No Ego: How Leaders Can Cut the Cost of Workplace Drama, End Entitlement, and Drive Big Results The Reality-Based Rules of the Workplace: Know What Boosts Your Value, Kills Your Chances, and Will Make You Happier Reality-Based Leadership: Ditch the Drama, Restore Sanity to the Workplace, and Turn Excuses into Results Ego, Authority, Failure by Derek Gaunt Never Split The Difference by Chris Voss Who Not How by Dan Sullivan with Dr. Benjamin Hardy Kolbe CliftonStrengths® PRINT®

Business coach Dan Sullivan and marketing and advertising geniuses Joe Polish, Dean Jackson, and Mark Young have all been friends and business colleagues for years. Now, they're teaming up as the Super Partners for a very special podcast episode where they talk about what marketing really means and provide examples of elegant ideas that entrepreneurs can use to better engage their audiences. Here's some of what you'll learn in this episode:Solutions that mean no more cold calls or door-to-door sales.The purpose of advertising.How advertising can be used to help people.The difference between marketing and sales.Why selling has gotten a bad name.What's changed since Dan founded The Strategic Coach® Program 35 years ago.Why direct mail is still the greatest form of marketing in the world. Show Notes: Everyone who has a business is going to have to do marketing and selling. One elegant idea is worth more than 1,000 semi-good ideas. Perfect has become the enemy of good. Anything you put in front of somebody is marketing. Only the hungriest fish snap at the crappiest bait. Once you figure out marketing, it's the ultimate leverage. Marketing is the aggregate of all the steps you take to go from somebody not knowing you all the way to them being engaged in a relationship with you. Once you figure out a marketing algorithm, it works again and again. You can create control in your future if you learn how to put a message out there that causes people to want to give you money. There are businesses that die of starvation, and there are businesses that die of indigestion. The average person receives between 5,000 and 24,000 advertising messages daily. Part of sales is just connecting with someone. People don't buy from you because they understand what you do. People buy from you because they feel understood. Dan's definition of selling is getting someone intellectually engaged in a future result that's good for them and getting them to emotionally commit to take action to achieve that result. Resources: I Love Marketing podcast 10xTalk podcast American Happiness podcast Cloudlandia podcast HYPNO-TI$ING by Mark Young Video: “Is Selling Evil?” by Joe Polish Who Not How by Dan Sullivan and Dr. Ben Hardy The Gap And The Gain by Dan Sullivan and Dr. Ben Hardy 10x Is Easier Than 2x by Dan Sullivan and Dr. Ben Hardy Strategic Coach® Mark Young Jekyll + Hyde Labs Dean Jackson The 8 Profit Activators Joe Polish Genius RecoveryWhat's Your Cleator?

What if you could clone your best team member... without ever hiring a new one?This is Part 2 of my live talk at the “Your Best Life” event in Las Vegas — and if you liked Part 1, buckle up.In this episode, I show you exactly how I'm using Ai to automate hiring, build new brands, write entire books, and even create full-blown software platforms in a single weekend.(Yes, really.)You'll hear how I replaced an outgoing integrator in 24 hours with a unicorn hire… then hired her #2 the very next day — using nothing but a ChatGPT prompt and my network.And I'll walk you through the four-part system I'm using to:Build productsWrite booksAutomate contentScale high-ticket offers……with fewer people, more profit, and less BS.KEY INSIGHTS & TAKEAWAYSThe Ai-Enhanced Hiring Hack Discover how I used ChatGPT to write a “unicorn” job ad in my own voice — and filled a mission-critical integrator role in less than 24 hours (plus her #2 the day after that).Shake-the-Trees Campaigns & High-Ticket Upsells Find out how I help businesses instantly generate high-value offers from their existing clients — including one health biz that went from $2K/year clients to $30K+ in days.Ai-First Content Workflows I show you how to build 10-slide social posts, dynamic presentations, entire books, and even functional software from a single blob of input.NotebookLM: Your Ai Brain-in-a-Box Train your own private AI with your content, and generate summaries, prep docs, legal training, customer research, or even synthetic podcast episodes in minutes.The $1K Cup of Coffee Funnel (Revealed) I break down the full-funnel that turns $1,000 consults into $100K+ clients. (It's not theory. It's working right now.)Synthetic Everything — And What It Means for You From podcast hosts to interactive demos and training tools, AI is cloning creators and coders faster than we can keep up. I'll show you how to ride the wave before it crashes over you.TIME STAMPS[00:00:00] Opening Shares from the RoomBreakthroughs from Part 1 – plus how attendees are already using the tools to build faster and smarter.[00:03:00] Ai for Personal Development, Hiring, and “Leverage Me”How one prompt wrote my integrator job ad, attracted a unicorn hire, and ensured I'll never get caught unprepared again.[00:06:56] Genspark Demo – Instant Content for Any BusinessFrom websites to social carousels and presentations – see how I create client-ready content in real time.[00:11:18] Shake-the-Trees Campaigns & High-Ticket UpsellsThe “Category of One” positioning and ICP framework that helps any business go from $2K to $30K offers with their best existing clients.[00:12:47] Training Your Own Ai with NotebookLMThe step-by-step on building your private Ai assistant – trained on your best sales calls, assets, docs, or books.[00:15:59] Real-Time Summaries and PodcastsHow to prep for meetings, summarize deals, and create conversational synthetic podcasts that talk back to you.[00:19:06] Ethics, Accuracy, and The Speed of TrustSynthetic content vs. real trust – why the winner is whoever builds the fastest connection with the most people.[00:25:42] Ai-Powered Book & Software CreationThe prompt that turned Dr. Steven Poulter's content into a bestselling book AND a prototype software app in under a day.[00:33:25] Building Funnels, Products, and Reports with AiThe full breakdown of my “$1K Cup of Coffee” campaign – including how I use Ai to create 80-page prep dossiers on every lead.[00:52:58] Personality Profiles, Future Visioning & ICPHow we predict ideal outcomes, create client readiness tools, and build conversion funnels with zero homework.[01:02:01] The Ai Accelerator OfferA limited-time package to train your team, build your funnels, and spend time with me solving your biggest business challenges.[01:07:20] Closing ThoughtsFinal call for action. Offers. Open Q&A. The moment that tied it all together.If you're serious about scaling smarter — with fewer people, more automation, and higher profits — you need to hear this.PS – When you're ready, here's how I can help: Get a copy of my New Digital Report, PROJECT SUPERPOWER, here: https://www.SuperpowerAccelerator.com/SuperJoin me for a Cup of Coffee at my Digital Cafe and discover your next big opportunity. This is where we can meet:https://www.MikeKoenigs.com/1kcoffeeSpend a day with me reinventing yourself and experiencing a massive personal and professional breakthrough. Watch this.

In this episode, Dr. Lahana sits down with Kendall Strampel - women's wealth and business coach, speaker, and founder of the Wealthy Women's Business Academy. Kendall shares how she scaled not one but two businesses to seven figures by age 23, and the mindset + strategies that helped her - and now hundreds of other female entrepreneurs - create wildly successful online brands. We dive into Kendall's personal health journey, how she built a life she doesn't need a vacation from, and the power of honoring creative cycles and knowing when to delegate. She shares her favorite workouts for women, why she's obsessed with Notion, and the key leadership tools that keep her grounded and growing. --- Connect with Kendall: WEBSITE INSTAGRAM BIZ BLUEPRINT FREEBIE           Kendall's Fav Books + Podcasts: 10x is better than 2x  Dan Sullivan and Ben Harvey Books 21 Laws of Leadership   --- Ready to work with us 1:1? You know, stop the guess work? Let's go! Request a free phone call to see how we can help you! Connect with us on https://www.instagram.com/nuvitruwellness/ + TikTok (@nuvitruwellness) + ! If you're interested in all things Gut Health, Functional Nutrition, Hormones, Wellness + more, check out our other podcast called Functional Nutrition Wellness.    

What does it really take to build a thriving business and lasting wealth—on your own terms? We sit down with Kito Smith, a standout in the San Antonio real estate scene, to explore what it means to build wealth—and a business—by design. Kito's unwavering commitment to his “why” has shaped his approach to real estate, leadership, and life, driving his success as both a top-producing agent and a mentor within his community.In this conversation, we dive into the discipline behind Kito's daily routines, from his 600+ days alcohol-free to his structured approach to time management and delegation. We unpack how embracing health, therapy, and self-care has transformed not only his business but also his mindset. Kito shares creative strategies for building community and promoting homeownership, including unique events like “Ribs and Tips” that bring real estate education directly to the people.Through mentorship, purposeful action, and a commitment to giving back, Kito shows how self-confidence and clarity of purpose can lead to both personal and professional freedom. This episode is a practical guide to living—and building wealth—with intention.Resources:Learn more at The Color of MoneyRead The Gap and the Gain by Dan Sullivan & Dr. Benjamin HardyRead You Owe You by Eric ThomasBecome a real estate agent HEREConnect with Our HostsEmerick Peace:Instagram: @theemerickpeaceFacebook: facebook.com/emerickpeaceDaniel Dixon:Instagram: @dixonsolditFacebook: facebook.com/realdanieldixonLinkedIn: linkedin.com/in/dixonsolditYouTube: @dixongroupcompaniesJulia Lashay:Instagram: @iamjulialashayFacebook: facebook.com/growwithjuliaLinkedIn: linkedin.com/in/julialashay/YouTube: @JuliaLashayBo MenkitiInstagram: @bomenkitiFacebook: facebook.com/obiora.menkitiLinkedIn: linkedin.com/in/bomenkiti/Produced by NOVAThis podcast is for general informational purposes only. The views, thoughts, and opinions of the guest represent those of the guest and not  Keller Williams Realty, LLC and its affiliates, and should not be construed as financial, economic, legal, tax, or other advice. This podcast is provided without any warranty, or guarantee of its accuracy, completeness, timeliness, or results from using the information.

Wow! I interview some amazing folks, but very few who meet the following criteria: Local to me Somebody my kids know of   I've seen Lacey Hennessy's murals all over the place for years, and I finally caught up with her. What an amazing young lady! She not only lives out her passion through her mural work, but she's also made a full business of it and even coaches other artists.   Be sure to follow her, as she posts some amazing stuff on Instagram.   Find Lacey at- https://www.instagram.com/lacey_does/ https://www.laceydoes.com/links    Things mentioned in the show: Jesse Itzler- https://amzn.to/3FMpleL  Who Not How by Dan Sullivan- https://amzn.to/4kZnfHz    --- Click here to change your life- http://eepurl.com/gy5T3T   Hit me up for a one-on-one brainstorming session- https://militaryimagesproject.com/products/brainstorming-session-1-hour    Sign up for the Tip Sheet for tons of income opportunities- https://drdavea6500c.clickfunnels.com/sales-pagekwe3so96    Check out the sweet Hyper X mic I'm using. https://amzn.to/41AF4px    Check out Dr. Dave's Streams of Income at: www.drdavidpowers.com   www.instagram.com/drdavidpowers  www.youtube.com/@streamsofincomebydrdave  --- Join the Streams of Income community at www.facebook.com/groups/streamsofincomedream  --- Check out Passive Income Engines to find your own Streams of Income at www.SelfCoachYourself.com --- Check out my best-selling books: Rapid Skill Development 101- https://amzn.to/3J0oDJ0 Streams of Income with Ryan Reger- https://amzn.to/3SDhDHg Strangest Secret Challenge- https://amzn.to/3xiJmVO --- This page contains affiliate links. This means that if you click a link and buy one of the products on this page, I may receive a commission (at no extra cost to you!) This doesn't affect our opinions or our reviews. Everything we do is to benefit you as the reader, so all of our reviews are as honest and unbiased as possible. --- #passiveincome #sidehustle #cryptocurrency #richlife  

Dan Sullivan and Joe Polish dive deep into the Entrepreneurial mindset of “guesses and bets” — the essential approach to navigating an unpredictable future. They explore how risk, resilience, and values-driven decision-making shape lasting success in business and life. Here's a glance at what you'll discover in this episode: Why Every Big Move Is Just a Guess and a Bet: Think you can predict the future? Dan reveals why even the most advanced AI and data-driven forecasts can't eliminate the uncertainty of business. Here's how the most successful Entrepreneurs embrace risk.. The Hidden Reason Entrepreneurs Burn Out (And How to Avoid It): Most Entrepreneurs don't retire because they've “made it”—they retire because they're tired of the relentless cycle of uncertainty. Joe and Dan break down why staying in the game requires mastering the emotional rollercoaster of making decisions with no guarantees. The One Mindset Shift That Turns Your Biggest Failures Into Wins: What separates those who bounce back stronger from failure versus those who never recover? Discover Dan's approach to making breakthroughs through negative events—and how his own bankruptcy and divorce led to some of his greatest insights. Why Some Entrepreneurs Keep Winning While Others Quit (Hint: It's Not About Intelligence or Talent): Every entrepreneur faces fear, but what makes some keep going while others fold? Joe and Dan dissect how the ability to respond to negative events—not avoid them—is the real key to long-term success. Why ‘Follow Your Passion' Is Terrible Advice for Entrepreneurs: Many people believe that passion leads to success. But the TRUTH is that following your TALENTS, not your passions, opens up the biggest opportunities. Here's how to utilize this to create more profitability and success for you and your business… The Art of Ethical Betting (How to Make Money Without Leaving a Trail of Wreckage): Every Entrepreneur makes bets. But how do you ensure yours aren't at the expense of others? Joe and Dan unpack the ethical framework behind making bold moves in business without sacrificing integrity... If you'd like to join world-renowned Entrepreneurs at the next Genius Network Event or want to learn more about Genius Network, go to www.GeniusNetwork.com.

Innovations in the realm of age reversal are accelerating. Getting physically younger while getting older in years is a real possibility. In this episode, Dan Sullivan and Steve Krein explain the advances, discuss what's needed for further breakthroughs, and share why age reversal developments are critical for entrepreneurs to be preparing for. Show Notes:Many entrepreneurs retire out of social or societal expectations.Setting a goal that might seem crazy serves as a magnet for what you need and as a repellent for what you don't.You treat your remaining years differently depending on when you think you're going to die.Thinking about your legacy means you're thinking about being gone.There's the expectation in society that once you turn 65 or 70, you don't take on anything new.The solution won't be possible if you don't have the goal.Medicine is going to become the fastest growing industry in the United States.There are thousands of solutions that need to be worked on to enable true age reversal.There's been an incredible drop-off in venture capital funding of all areas except health and medicine.American progress in all areas is driven by adventuresome consumers.Mission alignment is the single most important predictor of success in long-term health-related entrepreneurial ventures.Resources:The Strategic Coach® Signature ProgramLearn more about Steven Krein at StartUp HealthMy Plan For Living To 156 by Dan Sullivan

If your marketing success is dependent on you doing everything — writing every email, scheduling every post, fixing every tech issue — this episode is for you. Because it's time to shift from doing it all to becoming the Content CEO in your business. This week, your hosts, Suzi Dafnis and Michelle Falzon, share the 3 key shifts you can make to move from overwhelmed content creator to strategic content leader. Listen to This Episode to Hear More About:  -> The real reason your content feels inconsistent and exhausting—and how to fix it with one powerful mindset change. -> Why batching, briefing, and building systems is your new superpower (even if you're a solo operator). -> The 3 key shifts to becoming a Content CEO—and how to start making them today. -> How to get 80% of your content done by someone else—and still have it feel 100% like you. -> What to do when you feel like “no one can do it like me”—and why that belief is keeping you stuck. -> The surprising truth about delegation: Why handing off tasks isn't enough—and what to do instead. -> The 3 high-leverage roles every growing business needs (and how to know which one to hire first). -> Why your first hire doesn't need to be full-time—or even permanent—to make a massive difference. -> The “Who Not How” principle that unlocks freedom, focus, and faster growth. -> How to stop being the bottleneck in your marketing—and start building a machine that runs without you. -> The one question to ask yourself this week to start stepping into Content CEO mode. -> And so much more… Also Mentioned in This Episode: Apply For Mastermind Ready to scale your business? Explore the HerBusiness Marketing Success Mastermind for expert support and community. https://her-business.lpages.co/herbusiness-mastermind/?utm_source=Website&utm_medium=General&utm_campaign=HerBusiness-Mastermind Join the HerBusiness Network Find out what this is Australia's leading network for women business owners. https://her-business.lpages.co/request-an-invitation/?utm_source=Website&utm_medium=General&utm_campaign=membership-waitlist Episode 237 – How & When to Hire a Copywriter with Belinda Weaver https://herbusiness.com/podcast/how-and-when-to-hire-a-copywriter-with-belinda-weaver/ Belinda Weaver – Copywrite Matters https://copywritematters.com Dan Martell – Author of Buy Back Your Time https://www.danmartell.com Dan Sullivan and Dr. Benjamin Hardy – Authors of Who Not How https://www.strategiccoach.com Amanda Paul – Brand Injection https://brandinjection.com.au   We'd love to hear from you! Got a bonus idea from today's episode? Let us know over at the Content Sells Podcast Facebook Page. Enjoying the show?Help us reach more women in business by leaving a review on Apple Podcasts. It means the world to us!

In this episode of Welcome to Cloudlandia, Dan and I talk about how much AI is reshaping everyday life. I share how new tools like Google's Flow V3 are making it easier than ever to create video content, while Dan explores how AI could tackle complexity—like managing city traffic or enhancing productivity—when it's applied intentionally. We also look at how people are adapting to the massive increase in content creation. I ran some numbers: Americans spend around 450 minutes per day on screens, but YouTube alone sees 500 hours of content uploaded every minute. So while AI makes it easier to create, attention remains limited—and we're all competing for it. Another theme is “agency.” We discuss how autonomous vehicles, digital payments, and convenience tools reduce friction, but can also make people feel like they're giving up control. Dan points out that even if the technology works, not everyone wants to let go of driving, or of how they interact with money. Lastly, we reflect on what it really means for tools to be “democratized.” I talk about Hailey Bieber's billion-dollar skincare brand and the importance of vision, capability, and reach. The tools might be available to everyone, but outcomes still depend on how you use them. We end with thoughts on tangibility and meaning in a world that's becoming more digital by the day. SHOW HIGHLIGHTS In this episode, we delve into Canada's evolving identity, sparked by significant events such as the King's visit and U.S. tariffs, which have prompted provinces to reevaluate internal trade barriers. Dan explores the challenges and comparisons between Canada and the U.S., particularly in areas like cannabis legalization and its broader implications on issues such as prison reform. We discuss the health concerns surrounding the rise of vaping, particularly its impact on youth, and how it is becoming a focal point in societal discussions. We navigate the transformative role of energy innovation and artificial intelligence, examining their impact on industries and economic power, particularly in the context of U.S. energy consumption. Dean shares personal experiences to illustrate AI's capabilities in reshaping information consumption, emphasizing technology as a powerful change agent. The intersection of technology and consumer behavior is dissected, with a focus on convenience trends, including the selective demand for electric vehicles and limousine services in luxurious locales. We conclude with a humorous anecdote about students using tape-recorded lectures, reflecting on the broader implications of convenience and technology in education. Links: WelcomeToCloudlandia.com StrategicCoach.com DeanJackson.com ListingAgentLifestyle.com TRANSCRIPT (AI transcript provided as supporting material and may contain errors) Dean: Mr Sullivan. Dan: How are things in Florida Hot? Dean: Hot, it's hot. Dan: It's hot. Dean: They're heated up. Dan: It's normal. Dean: Yeah, no, this is like it's unusual. It went from perfect to summer, All just overnight. I'm looking forward to coming to. I'm looking forward to coming to Toronto, to coming to. I'm looking forward to coming to Toronto Two weeks right, Two weeks here. Dan: Friday. I'm actually uh, You're going to spend a week. Dean: Yeah, I'm in. Dan: Chicago. I'm in Chicago next week. Dean: Yeah, I'm in. So I'm. Yeah, I'm coming for three weeks. Dan: You're holding court. You're holding court. Dean: I'm holding court every which way I arrive on Friday, the 6th, and I leave on the 29th, so there. So you are going to be in Chicago next Saturday. Dan: Next Saturday you're in Chicago, yeah, until the Friday and then back home and we'll have our. Whether it's table 9 or not, it's going to be table 9. Let's just call it table 1, because it'll be at restaurant one. Dean: That's exactly right. Dan: It'll probably be nice to maybe even sit outside, which is a very good restaurant. Yes, on the patio. Yeah, yeah, that's great. Well, canada is going through profound changes. Dean: That's what I hear, so prepare me. I'm already prepared that I will be ordering Canadians with breakfast instead of Americanos. Dan: They've already conditioned me for that. I've been here 54 years in Toronto 54 years and over 54 years I've never gotten a good answer about what a Canadian is. Dean: Okay. Dan: Okay, except that we're not Americans. We're not Americans. And to prove it, and to prove it, they brought the King of England over to tell them Okay, ah that's funny. Dean: I didn't see anything about that. Is that just that yeah? Dan: we came over. They have a thing called the throne speech. When parliament resumes after an election, it's called the throne speech. Dean: Okay, just a reminder. Dan: Yeah, and so just to tell you that we're an independent, completely independent country, we got the King of England to come over and talk to his subjects. Dean: And. Dan: I guess that's what caused the division in the first place, wasn't it? Dean: was the King of. Dan: England. So nothing's changed in 236 years. It's all been. You know the royalty. They brought the royalty over to put some muscle into the Canadian identity, anyway. But there is a profound change and I don't know if you knew this, but there's tremendous trade barriers between the provinces in Canada. Dean: Yeah, it's funny how Canada has really always sort of been more divisive kind of thing, with the West and the Maritimes and Quebec and Ontario. Dan: But they have trade barriers. Like they're separate countries, they have trade barriers and Trump's pressure putting tariff on has caused all the provinces to start talking to each other. Maybe we ought to get rid of all the trade barriers between the provinces it's just that pressure from the south that is causing them to do that, and they would never do this voluntarily. Yeah, but it's putting such pressure on the canadian economy, in the economy of the individual provinces, that they're now having to sit down and actually maybe we shouldn't have barriers between you know and the. US has never had this. You know the US straight from the beginning was a trade free country. You know the states don't have trade barriers. Dean: Right right. Dan: I mean they have laws that have not been entirely in sync with each other, for example, alcohol, you know, Some of the states were dry, and so it wasn't that we won't allow you to compete with our alcohol. We don't have any alcohol and we won't allow you to bring your alcohol in Fireworks. You couldn't have fireworks. Some states you could have Citizens could buy fireworks. I remember Ohio. You could never buy fireworks but you had to go to Michigan to buy them. Dean: Is cannabis now nationally legal in Canada? Dan: What's that fireworks? Dean: No cannabis. Dan: Fireworks, no, just the opposite. Cannabis, yeah, exactly. Yeah, yeah, it's national, and that's another thing. The US, generally, when there's a contentious subject, they don't. Well, they did do it. They did it with Roe versus Wade, and then, of course, roe versus Wade got reversed. The way that American tradition is one state does it, then another state does it, and that gets to a point where it's like 50% of the states are doing, and then it elevates itself to a national level where the Congress and the Supreme Court they start, you know. Dean: Florida. Florida just rejected it again. Every time it's on the ballot it gets rejected in Florida. Dan: What's that? Dean: Cannabis. Oh yeah, it's a state issue. Yeah. Dan: Yeah, and I don't think it's ever going to be national, because there's enough bad news about cannabis that probably they won't go for it. I mean the impact. Dean: Well, think about all the people that they would have to release from prison that are in prison right now for cannabis violations. You know it's interesting. That's one of the things that has been the discussion here. Dan: You know is you can't legalize it, and then all of a sudden yeah. They'd have to get a whole new workforce for the license plates Right. Dean: Well, the robot. Dan: Yeah, robots. Dean: Well, the robots, the robots. Dan: The robots can smoke the cannabis, yeah, yeah, but it's. I don't see it ever being national in the US, because there's as much argument there is for it, there's as much argument that there is against it. And you know, especially with young people, especially with you know it's a gateway drug. They know that if someone in their teens starts smoking cannabis, they'll go on to higher-grade drugs. Dean: That's interesting. Dan: That's pretty well established Actually smoking is the first. Tobacco, first then cannabis. The big issue down here now is vaping. Dean: Vaping. Dan: I've never quite understood. What is it exactly? I see that we have some stories here yeah, what is vaping? Dean: what is vaping? It's just like a chemical you know way of getting nicotine, you know and it's pure chemicals that people are sucking into their lungs. It's crazy no smoke no smoke. It's because in most cases you know you can vape in places that would be otherwise smoke free. This is just vapor, you know, so it's not intrusive, you know? Dan: what's funny is, I haven't tell you how up to tells you how up to date I am right I'm getting my news about vaping from dean jackson. Yeah, that tells you how up to date I am right. Oh yeah, I'm getting my news about vaping from. Dean: Dean Jackson. Yeah, exactly. Dan: That tells you how out of touch I am. Dean: That's right, I stay in touch with what the kids are doing. Dan, I'll tell you. I keep you up to date. Dan: That's so funny. Kids, yeah, how much less than 80 does childhood start? Dean: I don't know I'm hanging in there. I just turned 40, 19. So let's see Keep that. We'll keep it going, keep it alive. Dan: Yeah. Dean: So it's been an interesting week. Now we're coming up on like 10 days of the new VO3, the Google Flow video processing that we talked about last week, and it's just getting. You know, there's more and more like everybody's tripping over themselves to show all the capability that it has. You know, I had an interesting conversation with Eben Pagan I was talking about because this new capability I mean certainly it's at the stage now what Peter Diamandis would say that you know, the execution of video has really been democratized. Now the cost is nearing zero in terms of, you know, the ability to just use prompts to create realistic things, and every time I show these videos they just keep getting better and better in terms of the news desk and the man on the street type of things and all the dramatic, the dramatizations there's really like it's gonna be very difficult. It's already difficult. It's going to be impossible to tell the difference between real and virtual, but my thought is that this is going to lead to more and more content being created, and I did the latest numbers For the same amount of attention that is exactly it, dan. I looked at the thing, so I looked it up. Well, certainly, our attention capacity has remained and will remain constant at. If we had 100 of somebody's available attention, we would have a maximum of a thousand minutes of their attention available every day, but on average, americans spend 400 to 450 minutes a day consuming content on a screen. So that's what the real availability is. And I asked Charlotte about the current rate of uploading to YouTube, and right now there are 500 hours per minute loaded to YouTube every single minute of the day. 500 hours per minute, it's getting crowded minute getting, it's getting crowded and that is piled on top of over 1 billion available hours of content that's currently on youtube, because you can access any of it, right and so just? Dan: that you can't even. Dean: You can't even sit down no, and I thought know, the thing is that the content that's being created for that it's novelty right now. That's driving and everybody's watching it going holy cow. Can you believe this? Oh man, we're never going to be able to tell. That's the conversation. It's like a peak level interest in it right now and it's pretty amazing. But I just finished the second season of Severance on Netflix which is a great show. And I read that the budget for that show is $20 million per episode. So they spend $200 million creating that content, that season, for you to watch, and so you're competing for that 450 minutes of available attention with the greatest minds in Hollywood, you know, in the world, you know creating this mega it's not Hollywood. Dan: It's not Hollywood, no Right, I mean Actually a lot of. I bet. If you put Hollywood against London, England, London would win in terms of yeah, you're probably right. Interesting content, I bet. Yeah, I bet the skills of British people just in the geographic area of London outcompetes Hollywood. Dean: Yeah, but it's really kind of interesting to me that I don't know to what end this creation Well, there is no end. Dan: Yeah, surprise, there's no end. You thought you were getting close to the end. Dean: Nope, nope. Dan: No, I was thinking about that because I was preparing myself for my weekly call with Dean. And I said you really bright technology guy. And he said that it's called the bottomless. Well, and he said actually. He said do you know what most of the energy in the world is used for? This is a really interesting question. It caught me by surprise. That's why I'm asking you the question. Dean: I don't know. Dan: Most of the energy in the world is used to refine even higher intensity energy. Oh everything that's where most of the energy in the world is used is to actually take energy from a raw stage and put it into power. He says it's not energy we're getting. You know, when we switch on light, it's power we're getting. He says power is the game not energy. Dean: Energy is just a raw material. Dan: It's the constant human ingenuity of taking raw energy and making it into eventually like a laser, which is one of the most intense, dense, focused forms of energy. Is a laser? I noticed the Israelis three days ago for the first time shot down a rocket coming from not a rocket, a drone that was coming in from I don't know, the Houd know, one of those raggedy bunches over there, and they were comparing the cost that, basically that if they send a rocket to knock down a rocket it's about $50,000 minimum a shot. You know if they shoot one of the rockets, it's $50,000. But the laser is $10, basically $10. Dean: Oh, my goodness Wow yeah. Dan: And you know it just prices you know, and everything else, but what they don't take into account is just the incredible amount of money it takes to create the laser. Yeah right, right, right you know, and he said that the way progress is made in the world, he says, is basically by wasting enormous amounts of energy, what you would consider waste. And he says, the more energy we waste, the more power we get. And it's an interesting set of thoughts that he can he said? by far. The united states waste the most energy in the world, far beyond anyone else. We just waste enormous energy. But we also have an economy that's powered by the highest forms of energy. So he says that's the game, and he says the whole notion of conserving energy. He says why would you conserve energy? You want to waste energy. He says the more energy you waste, the more you find new ways to focus energy. Anyway maybe AI is actually a form of energy. It's not actually. You know, I mean everybody's just from this latest breakthrough that you spoke about last week and you're speaking about this week. Maybe it isn't what anyone is doing with this new thing. It's just that a new capability has been created, and whether anybody gets any value out of it doesn't really matter. It's a brand new thing. So there's probably some people who are really going to utilize this and are going to make a bundle of money, but I bet 99% of the humans are using that, are doing that for their own you know, their own entertainment. It's going to have actually a economic impact. It's not going to. Dean: That's my point. Dan: That's what I was saying about the thing about the what I was saying about the thing about the, what it's another way of. It's another way of keeping, another way of keeping humans from being a danger to their fellow human beings you know, he's been down the basement now for a week. He hasn't come back up, there's a harmless human. Yeah, yeah. I was you know, but if you think about AI as not a form of communication. It's a form of energy. It's a form of power yeah, and everybody's competing for the latest use of it. Dean: Yes. Dan: But like for example, I've never gone beyond perplexity, I've never Right, right. You know, like people say oh, you should use Grok and I said, no, no, I'm getting a lot of value, but I'm creating these really great articles. I have a discussion group. Every quarter we have about a dozen coach clients that get together and for 23 years we've been sending in articles and now this last issue, which just went out I think it goes out tomorrow you know, it's got about 40 articles in it and former mine and their perplexity searches to you and yeah, and. I'm just looking for the reaction because you know I had a prompt and then the I put it into perplexity and I got back. I always use ten things. You know ten things is my prompt. Ten things about why Americans really like gas-powered, gas-powered cars and why they always will. That's, that was my prompt and it came back. You know 10 really great things. And then I took each of the answers and it's a numbered, sort of a numbered paragraph and I said now break this out into three subheads that get further supporting evidence to it automatically. So I got 30 and you know, and I do some style changes, you know to yeah, make the language part. Thing you know it's about six pages. It's about six pages when you put it into word wow, I put it into work. I put it into word and then do a pdf you know, pdf and I send it out. But they're really interesting articles. You know I said but if you look at the sources, there are probably one of the articles has 30 different sources. You know that it's found. You know, when you ask the question, it goes out and finds 30 different articles. Dean: Pulls an idea about it. Dan: So I'm just checking this out to see if people find this kind of article better than just one person has an opinion and they're writing an article. Dean: Here. Dan: I just asked a question and I got back a ton of information. You know I said so, but that's where I am with perplexity. After using it for a year you know I'm using it for a year I've got to the point where I can write a really good article that other people find interesting. Dean: Oh, I would love to see that. Dan: I mean that's I'll interesting. Oh yeah, I would love to see that. I mean that's. Yeah, I'll send them out this afternoon. I'll send them out to you. Dean: Okay. Dan: They're interesting. Dean: Yeah, huh. Well, that's and I think that's certainly a great thing Like I assist, but it's like a single use, Like I'm interested in a single use. Dan: And I get better at it, it gets better and I get better, you know. And yeah, so that, and my sense is that what AI is a year from now is what you were a year ago. Dean: I'm saying more about that. Dan: Well, whatever you were good at last year, at this time you're probably a lot better at it next year because you have the use of ai oh exactly I'm amazed. Dean: You know like I. I'm like your charlotte experiment. Dan: You're a lot better with charlotte now than when you first started with charlotte. Dean: Yeah, and she's a lot better a lot better, charlotte's a lot better. Yeah, I had a conversation with her yesterday because I got another entry for the VCR files where Justin Bieber's wife, hailey Bieber, just sold her skincare line for a billion dollars and she started it in 2023. So from yeah, from nothing, she built up this skincare line, started with a vision I want to do a skincare line partnered with a capability, and her 55 million Instagram followers were the reach to launch this into the stratosphere. I just think that's so. I think that's pretty amazing. You know that it took Elizabeth Arden, who was a she may be Canadian actually cosmetic, almost 40 years to get to a billion dollars in Different dollars, different dollars in value than you know. Here comes Hailey Bieber in two and a half years. Yeah, I mean, it's crazy. Yeah, this is but that's the power of reach as a multiplier. I mean it's really you got access to. You know, instant access, zero friction for things to spread now. Yeah. Dan: Yeah, I mean the big thing that you know. I want to go back to your comment about democratization. It's only democratic in the sense that it doesn't cost very much. Dean: That's what I mean. Yeah, it's available to everybody. Dan: But that isn't to me. That's not the question is do you have any capability whatsoever? It's not that. The question is do you have any capability whatsoever? I mean, you know that tells me that if the person who waits next to the liquor store to open every he got enough money from panhandling the day before to get liquor, he can now use the new Google thing that's open to him. I mean, if he gets a computer or he's got a buddy who's got a computer, he can do it. But he has absolutely no capability, he has absolutely no vision, he has absolutely no reach to do it. So I think it's the combination of VCR that's not democratized. Actually it's less democratized. It's less democratized. It's either the same barriers to democratization as it was before or it's still really expensive. It's not the vision, not the capability, it's not the reach, it's the combination of the three, and my sense is very few people can pull that like this. Yeah well, while she was doing it, 99,000 other people weren't doing that. Dean: That's exactly right. Yeah, yeah. Dan: That's really that distinction. My sense is, the VTR is not democratized whatsoever. Dean: I really am seeing that distinction between capability and ability. Yeah, seeing that distinction between capability and ability. Dan: That's every the capabilities are what are being democratized, but not the ability. Dean: Ability, yeah, ability is always more than pianists yeah, and that's the thing ability, will, is and will remain a meritocracy thing that you can earn, you can earn, and concentrated effort in developing your abilities, focusing on your unique abilities that's really what the magic is. Dan: Yeah yeah, yeah, as'm going like. My sense is that you know where we're probably going to be seeing tremendous gains over, let's say, the next 10 years. Is that a lot of complexity? Issues are, for example, the traffic system in Toronto is just bizarre. The traffic system in New York City and Manhattan makes a lot of sense, and I'll give you an example. There's probably not a road or a street in Toronto where you can go more than three intersections without having to stop. Dean: Ok, but in. Dan: New York City on Sixth Avenue, because I know Sixth Avenue, which goes north, I've been in a cab that went 60 blocks without stopping for a red light. Wow, Because they have the lights coordinated and if you go at a certain speed you are you'll never hit a red light. Ok, yeah, so why can't Toronto do that? I mean, why can't Toronto do that? Because they're not smart enough. They're not smart enough. Whoever does the traffic system in Toronto isn't smart enough. My sense is that probably if you had AI at every intersection in the city and they were talking to each other, you would have a constant variation of when the lights go red and green and traffic would probably be instantly 30 or 40 percent better. How interesting. And that's where I see you're gonna. You're gonna have big complexity issues. You know big complexity there are. There are lots of complexity issues. I mean, you know people said well, you know, a Tesla is much, much better than a. You know the gasoline car and. I said well, not, you know, a Tesla is much, much better than you know a gasoline car. And I said well, not when you're driving in Toronto. You can't go any faster in a Tesla than you can go, than traffic goes you know it's not going any, so you know it's not. You're not getting any real. You know a real superior. It's not 10 times better superior. Dean: It's not 10 times better. I don't know, Dan. I'll tell you. You guys activated the full self-drive? Dan: No, because it's illegal. No, it's illegal. It's illegal in Canada. Dean: Let me just tell you my experience. Yesterday I was meeting somebody at the Tampa Edition Hotel right downtown and there's sort of coming into Tampa. There's lots of like complexity in off ramps and juncture you know they call it malfunction junction where all of these highways kind of converge and it's kind of difficult to, even if you know what you're doing to make all of these things. Well, I pulled out of my garage yesterday and I said navigate to the Tampa edition. And then bloop, bloop, it came up. I pushed the button, the car left my driveway, went out of my neighborhood through the gate, all the turns, all the things merged onto the highway, merged off and pulled me right into the front entrance of the Tampa Edition and I did not touch the steering wheel the entire time. Dan: I did the same thing on Friday with Wayne, exactly. Dean: I've been saying that to people forever, Dan. I said, you know, Dan Sullivan's had full self-drive, autonomous driving since 1998. You know, yeah, yeah, boy, yeah, and you know You're always two steps ahead, but that you know. Dan: Well, no, I totally understand the value of having to do that. Yeah, it's just that it's available. It's available in another form as well. Dean: Yes, yeah, yeah, the outcome is available. Right, that's the thing. Dan: Yeah, yeah, yeah, but I enjoy chatting with him. You know like. Dean: I enjoy chatting. Dan: He's you know he. You know he. He's got lots of questions about. You know current affairs. He's got. He's got things to you know what's going about in London? It's the cab drivers. I would never take a limousine in London because cab drivers have their own app now. The black cab drivers have their own app and plus they have the knowledge of the city and everything. But if you're getting close to an election, if you just take about 10 cab drives and you talk to them, what's it looking like? They're pretty accurate. They're pretty accurate. Because they're listening constantly to what people are talking about when they're in the taxi cabs and they can get adrift. They get a feel about it. Yeah, I mean, I like being around people. So being alone with myself in a car, it doesn't, you know, it's not really part of my, it's not really part of my style anyway, but it makes a lot of sense for a lot of people. Probably the world is safer if certain people aren't driving oh, I think that's going to be true. Dean: You know as it's funny. You know now that. So elon is about to launch their robo taxi in Austin, texas this month, and you know now whenever a. Tesla Google right Google. Yeah, I think it is, you're right. Dan: Yeah. Dean: So yeah, whenever a Tesla on autopilot, you know, has an accident or it steers into something or it has a malfunction of some way or some outlier event kind of happens, it's national news. You know, it's always that thing and you know you said that about the safety. I kind of do believe that it's going to get to a point where the robots are safer than humans driving the car and but the path to get there is going to have to not like as soon as if there ever was a fatality in a robo taxi will be a. That'll be big news. Yeah, well, there was one in phoenix with waymo there was a fatality. Dan: I didn't know that yeah, I was actually a pedestrian. She was crossing the street and it was very shaded and the Waymo didn't pick up on the change of light and didn't see her. She was killed. She was killed, yeah well you know, it's like flying cars. You know, the capability of a flying car has been with us since 1947. There's been cars that actually work, but you know, usually you know, I mean we all are in cars far more of our life than we're in the air, but your notion of an accident being an accident. I've only been in one in my life. It was a rear end when I was maybe about 10 years old, and that was the only time that I've ever been in an accident. And you know, and it happened real fast is one of the things that's the thing is how fast it happens. And spun our car around and you know we ended up in a ditch and nobody was hurt and you know that was my only one. So my assessment of the odds of being in an accident are gauged on that. I've been in hundreds of thousands of car rides that seems like that and I had one thing. So my chances of you know, and it was okay, it was okay. If you have an accident at a thousand feet above the earth, it's not okay, it's not okay, and that's the problem, it's not okay, it's not okay, yeah, this is, and that's the problem. That's the problem. That's the real problem. It's an emotional thing that you know it's death If you have an accident you know, it's death. Yeah, and I think that makes the difference just emotionally and psychologically, that this it might be a weird thing one out of a thousand, one out of a thousand, one out of a million you know, chance that I could get killed. When it's a hundred percent, it has a different impact. Yeah, well, I was thinking that when, or the power goes out, the power goes out. Yeah, I mean, I've flown in that jet. You know there's that jet that has the parachute. Do you know the? Jet yes, yeah, and I've flown in the jets I've flown in the cirrus, I think yeah anyway, it's a very nice jet and it's very quiet and it's you know, it's very speedy and everything else. But if something happens to the pilot, you as a passenger can hit a button and air traffic control takes over, or you can pull a lever and it pulls out the cargo chute. Everything like that, and I think that they're heading in the right direction with that. Dean: Yes. Dan: I think it's called VeriJet is the name of it, but they're very nice and they're very roomy. They're very roomy. I flew from Boston to New York and I flew from San Francisco to San Diego. Dean: Yes. Dan: I've been in it twice. They're very nice. Dean: Yeah, Nice jets. Maybe you that'd be nice to go from Toronto to Chicago. Dan: Well, they have them now, but it only makes sense if you have four people and they don't have much cargoes. They don't have much space. You're treating it like a taxi really. Dean: Yes, yeah, true, I was going to say about the self-driving, like the autonomous robo taxis or cars that are out driving around, that if it starts getting at large scale, I think it's only going to be fair to show a comparison tally of if somebody dies because of a robo taxi or a self-driving car that the day or week or year to date tally of. You know one person died in a autonomous car accident this week and you know however many 3,000, 2,000 people died in human-driven cars this week. I think, to put that in context, is going to have to be a valuable thing, you know. Dan: Yeah, yeah, I mean. The other thing that a lot of people you know and it's a completely separate issue is that you're being asked to give up agency. Yes that's the thing. Dean: You hit it on the head. Dan: And I think that's the bigger issue. I think you know a lot of people. You know I'm not one of them, so I have to take it from other people saying they love driving and they love being in control of the car. They love being in control and you're being asked because if you are in an accident, then there's a liability issue. Is it you, is it the car, is it the car maker? Is it you know what? Who's? It's a very complicated liability issue that happens, you know happens, you know, and it's really. Dean: You know. What's funny, dan, is if you and I were having this conversation 122 years ago, we'd be talking about well, you know, I really like the horse being in control of the horses here, these horseless carriages, I don't know that's. You know who needs to go 30 miles per hour? That's that. That sounds dangerous, you know. But I love that picture that Peter used to show at the Abundance 360. That showed that Manhattan intersection in 1908. And then in 1913, you know, in that five year period from horses to no horses, I think we're pretty close to that transition from 2025 to 2030, you know. Dan: Yeah, it'll be interesting because you know the thing that I'm finding more and more and it's really reinforced with this book. I'm reading the Bottomless Well, and this is a 20-year-old book, you know and everything, but all cars are now electric cars. In other words, the replacement of mechanical parts inside cars with electronics has been nonstop, and actually I found the Toyota story the most interesting one. Toyota decided to stop making electric cars. Did you know that? Dean: Oh, I just saw a Prius, but is that not electric? No, it's a hybrid. Dan: They have both, and for me it makes total sense that you would have two fuels rather than one fuel. Dean: Right. Dan: Yeah, and there's just so much problems with you know the electric generation of getting the. I mean, for example, it tells you what happened under the Biden administration that they were going to put in I don't know 100,000 charging stations. Dean: Yeah. Dan: And it was 12. They got 12 built Wow, 12. They got 12 built Wow. And the reason is because there's not a demand for it. First of all it's a very select group of people who are buying these things. Dean: Yeah. Dan: And a lot of it has to do with where, for example, in California, I think the majority of them come out of a certain number of postal zones. Dean: Oh, really yeah Like. Dan: Hollywood would have a lot of them Like Hollywood would have a lot of them, beverly Hills would have a lot of them, but others wouldn't have any at all because there's no charging stations unless you have one at home. But the other thing is just the sheer amount of energy you have to use to make a Tesla is way more than the energy that's required to make a gas car. Gas cars are much cheaper to make. Dean: So there's some economics there. Dan: But the other thing is this thing of agency living in a technological world. More and more technology is taking over and you're not in control. And I think there's a point where people say, okay, I've given up enough agency, I'm not going to give up anymore. And I think you're fighting that when you're trying to get that across. I mean, I know Joe is wild about this, you know about Joe Polish, about self-driving and everything like that, but I don't know when I would ever do it. Dean: Well, especially because it's not a problem you need solved. You've solved the problem since 1998. You've got you've you know one of the things, Dan, when you and I first started having lunches together or getting together like that, I remember very vividly the first time that we did that, we went to Marche. In the yeah, downtown Hockey Hall of Fame is yeah, exactly yeah. We went to Marche and we sat there. We were there for you know, two hours or so and then when we left, we walked out, we went out the side door and there was your car, like two paces outside of the exit of the building. Your car was there waiting for you and you just got in and off you go. And I always thought, you know, that was like way ahead of. Even your Tesla can't do that, you know, I just thought that was fun thing, but you've been doing that 25 years you know just wherever you are, it's knows where to get you. You walk out and there it is, and that's this is before Uber was ever a thing for, before any of it you know, yeah, yeah, well, it's just, you know, I think we're on exactly the same path. Dan: It's just something that I don't want to think about. Dean: Right. Dan: I just don't want to have all the where did I park? And you know, and the whole thing. And the cars are always completely, you know, clean. Dean: They're completely you know clean they're, you know they're fully fueled up all the insurance has been paid for that they check them out. Dan: I think they have to check them out every couple weeks. They have to go into their yeah, their garage and make sure everything's tuned up. Dean: They have to pass yeah, most people think that would be a, that's an extravagance or something you know if you think about that, but do you know approximately how much you spend per month for rides or whatever your service is for that? Just to compare it to having a luxury car, of course I have no idea to having a luxury car? Dan: Of course, I have no idea, Of course. Dean: I love that Of course you don't. That's even better. Dan: Right, I know it's about half the cost of having a second car. Dean: Right, exactly. Dan: It's so, it's pretty. You know, that's pretty easy, it doesn't use up any space, I mean. Dean: Right. Dan: Yeah, yeah and yeah, yeah, yeah, it's an interesting. Dean: I like simple and I like you know, I I just like having a simple life and I don't like that friction freedom, friction freedom, yeah yeah, yeah and but our limousine company is really great and it's called Bennington and they are affiliated with 300 other limousine companies around the world. Dan: They're in a network, and so when we're going to Chicago, for example, the affiliate picks us up at the airport. When we go to Dallas, the affiliate picks us up at the airport. The only thing we do differently when we go to London, for example, is that the hotel Firmdale Hotel, they get the cab and they pick us up and they pay everything ahead of time. It goes on our bill. But it's just nice that we're in a worldwide network where it's the same way. If I were going to Tokyo, it would be the Tokyo right. Dean: So yeah, that's. That's really good thing in in Buenos. Dan: Aires. Yeah, yeah, it's the way, it's the of, no, it's the four seasons, of course it all actually does it. Yeah, so it's the hotels, so that's it. But it's interesting stuff what it is. But the democratize. I think that the I mean the definition of capitalism is producing for the masses. You know, that's basically the difference between other systems and capitalism, the difference between other systems and capitalism. Capitalism is getting always getting the cost down, so the greatest proportion of people can you utilize the thing that you're doing? You? know, yeah, and I think it's democratizing in that effect. But it all depends upon what you're looking for. It all depends upon what kind of life you want to have. You know, and there's no democracy with that Some people just know what they want more than other people know what they want. Yeah right, exactly. Dean: Yeah, I think that we're. You know, I keep remembering about that article that I read, you know, probably 2016 about the tyranny of convenience. You know that's certainly an underestimated driver, that we are always moving in the direction of convenience, which is in the same vein as that friction freedom. I've noticed now that other friction freedom. I've noticed now that other. I just look at even the micro things of like Apple Pay on my phone. You know, just having the phone as your, you know, gateway to everything, you just click and do it, it's just comes, it's just handled, you know. Know you don't have any sense of connection to what things cost or the transaction of it. The transaction itself is really effortless float your phone over over the thing, I got cash all over the place. Yeah, exactly I know, like a little, like a squirrel, I got little ATMs all over the house. Yeah, exactly. Dan: I got shoeboxes with cash. I've got winter coats with cash I mean Babsoe Cup. She says you got any cash? I said yes, just stay here, because I don't want you to see where I'm going. What do you want? Yeah, yeah. And I find a lot of entrepreneurs I think more than other folks have this thing about cash, because you can remember a day way back in the past where you didn't have enough money for lunch. You know. Dean: Yeah. Dan: I always, I'm always flush with cash, yeah. Dean: Every time I go to the airport. Dan: You know the airport in toronto or where I'm landing. I always go and I get. You know, I get a lot of cash I just like currency. Dean: Yeah, I love the. The funny thing is the. What was I thinking about? Dan: you were talking about. Dean: Oh, I had a friend who had he used to have a file like file folders or file cabinets sort of thing. But he had a file like when file folders or file cabinets were a thing, but he had a file called cash and he would just have cash in the cash folder, yeah, yeah, or nobody would ever think to look for it. You know, filed under cash there's a thousand dollars right there. Dan: Yeah. We had a changeover a year ago with housekeepers? Dean: Yeah, we had a changeover a year ago with housekeepers, so previous housekeeper we had for years and years. Dan: She retired and we got a new one and she's really great. But there was a period where the credit card that our previous. We had to change credit cards because she makes a lot of purchases during the week. And then Babs said, Dan, do you have any cash for mary? And I said, sure, wait right here. And I said I brought him. I had five hundred dollars. And she said I said well, that'd be good. And she said where do you have five hundred dollars. I said not for you to know mary, you can ask, but you cannot find that's funny, I think there's something to that, dan. Dean: I remember, even as a kid I used to. To me it was something to have these stacks of $1 bills. You had $40 as a 10-year-old. That's a big stack. You were a push, oh yeah, and I used to have an envelope that I would put it in and I had a secret. I just had a secret hiding place for the money. Yeah, yeah, so funny. I remember one time I got my mom worked at a bank and I had her, you know, bring me. I gave my money and had her bring like brand new $1 bills. You know, like the things. And I saw this little. I saw a thing in a book where you could make what like a little check book with one dollar bill. So I took a little cardboard for the base thing, same, cut it out, same size as the dollar bills, and then took a glue stick and many layers on the end of the thing so that they would stick together. But I had this little checkbook of $1 bills and I thought that was the coolest thing ever. Dan: It's tangible, yeah, yeah. Dean: It's like agency. Dan: I think we like tangibility too. I think that's the value that we hold on to, and you can push things where they disappear. You know, digital things sort of disappear. And it's not tangible. So I think a lot of people get in the money problem because the money they're spending is not tangible money. You know, and I think there's we're. You know we're sensory creatures and there's a point where you've disconnected people so much from tangible things that they lose its meaning after a while. I'll send you one of my articles, but it's on how universities are in tremendous trouble right now. Trump going after Harvard is just, it's just the sign of the times. It's not a particular, it's actually we don't even know what Harvard is for anymore. They're so far removed from tangible everyday life. We don't even know. So you can have the president of the United States just cutting off all their and so somebody says oh, I didn't even know they got funding. You know, I didn't even know they got funding. You know, I didn't even know the government gave harvard money and there's no problem now because they've lost touch. They it's hard for them to prove why they should get any tax money and they've gotten so disconnected in their theoretical worlds from the way people live. It's a. It's an interesting thing. There's a tangibility border. If you cross too far over the tangibility border, I heard a comedian. Dean: Jimmy Carr was on Joe Rogan's podcast and he was saying you know, the joke is that the students are using AI to do their homework. The tutors, the teachers, are using AI to grade the homework and in three years the AI will get the job. Dan: Teaching other AIs? Yeah, exactly. Dean: Yeah, well, I mean you can go too far in a particular direction. Yeah, that's where it's headed. Dan: That's exactly right, yeah, yeah, apparently Henry Kissinger taught at Harvard and you know he was on the faculty but he was busy, so in some of his classes he just put a tape recording of him, you know, and he had a really boring voice. It was this German monotonic voice you know and everything like that. And so he would just put a teaching assistant would come and turn on the tape recorder. Dean: And then he asked one day. Dan: He was. He was just in the building and he walked in and there were as a class of 40. And he walked in and there was one tape recorder in the front of the room and there were 40 tape recorders on the 40 desk. He was oh no, yeah, they were just recording his recording. That's funny, yeah, and they would have shown up. I mean, they would have had standing room only if it was him. Dean: Yeah, right, right, right. Dan: So it's lost tangibility and it doesn't have any meaning after a while. Yeah, that's funny. Yeah, Okay, got to jump. Dean: Okay, so next week are we on yeah, chicago. Dan: Yeah, we are an hour. Dean: Okay, perfect. Dan: It'll be an hour, the same hour for you, but a different hour for me. Dean: Perfect, I will see you then. Okay, thanks, dan, bye.

This week we're excited to present a conversation with cinematographer Peter Deming, who recently joined us for two special screenings of David Lynch's Lost Highway, courtesy of Deming's personally owned 35mm film print. This conversation was moderated by FLC programmer Dan Sullivan. Most of Lynch's later films straddle (at least) two realities, and their most ominous moments arise from a dawning awareness that one world is about to yield to another. In Lost Highway we are introduced to brooding jazz saxophonist Fred Madison (Bill Pullman) while he lives in a simmering state of jealousy with his listless and possibly unfaithful wife Renee (Patricia Arquette). About one hour in, a rupture fundamentally alters the narrative logic of the film and the world itself becomes a nightmare embodiment of a consciousness out of control. Lost Highway marked a return from the wilderness for Lynch, and the arrival of his more radical expressionism—alternating omnipresent darkness with overexposed whiteouts, dead air with the belligerent soundtrack assault of industrial metal bands, and the tactile sensation that everything is really happening with the infinite delusions of schizophrenic thought. Lost Highway is a Janus Films release.

What if you could 10x your business output, without hiring a single new team member?In this special episode, I'm sharing a talk I did for the “Your Best Live” community in Las Vegas last month. You'll hear me break down exactly how to make more money, with fewer people – using the most powerful Ai tools available right now.I walk through the real tools, workflows, prompts, and systems I'm using to build brands, automate sales, and compress time for my clients (and my own companies) – without needing a team of 20 to pull it off.Whether you're a founder, operator, consultant, or investor, this episode will open your eyes to what's possible when you treat Ai not as a toy—but as a full-time team member.KEY INSIGHTS & TAKEAWAYSThe "More Money, Fewer People" FrameworkDiscover how to 10X productivity and output while cutting costs, complexity, and headcount.Ai Tools I Actually Use Every DayGet the exact stack of apps and systems I rely on to write, research, build presentations, automate email, close sales—and run a full business as a one-person marketing team.Agentic AI: The Next EvolutionLearn how multi-agent workflows are changing the game and allowing entrepreneurs to "run ops" without operations people.Real Business ExamplesHear how I used AI to help clients like Nathaniel Ely launch a $1B tax-saving offer, or how I spun up full campaigns, books, funnels, and brand systems in days—not weeks or months.The Death of the Traditional TeamWhy bloated teams are a liability in the AI age—and what lean, agile operators are doing differently to win big.Compression = AccelerationMy system for compressing 6 months of work into a weekend—and how you can apply it, even if you're not “technical.”TIME STAMPS[00:00:00] Introduction Live from Las Vegas—Mike lays the foundation for how AI is changing business forever.[00:03:22] Why “More Money, Fewer People” is the New Model How AI is replacing the need for complex org charts—and what comes next.[00:06:11] The Tools I Use Every Day My personal AI stack for writing, research, outreach, and automation.[00:08:40] Multi-Agent Workflows and Agentic AI The next big leap in AI productivity—and how to set it up right now.[00:11:18] From Idea to Execution in 3 Days How we launched a full brand, books, marketing, and funnels in one weekend using AI.[00:15:30] Why You Must Lead By Example The #1 thing founders and leaders need to understand about getting their teams to use Ai.[00:18:42] The Real Threat of Not Adapting Why sticking with outdated models will kill your momentum (and how to future-proof your business now).If you're even slightly curious about how to use Ai to streamline your operations, grow faster, and do more with less—you don't want to miss this episode.Additional ResourcesGo get a copy of my NEW Digital Report, PROJECT SUPERPOWER, visit: https://www.SuperpowerAccelerator.com/SuperTo book a $1k Cup of Coffee with me, go here: https://www.MikeKoenigs.com/1kcoffee

An entrepreneur for over 35 years, Gary Mottershead is the founder and president of GCP Industrial Products, the largest U.S. importer of industrial sheet rubber, serving customers across North America. In this episode, he shares the highs and lows of his career, as well as his goals as a Program Coach for The Strategic Coach® Program. Here's some of what you'll learn in this episode:What Gary considers to be his most important responsibility.How Gary's entrepreneurial career started with an actual tire fire.How he and his team built up their “crisis muscle.” Why reinterpreting your past and protecting your present is crucial to entrepreneurial success. How Strategic Coach® helps entrepreneurs sharpen their vision. Why Gary chose to write a book—and what he learned from the process.How entrepreneurs can overcome FOMO.  Show Notes:If you're going to bring children into the world, you should look after them.Having a support system at home is vital to the success of any entrepreneurial family.Stability in some areas of your life can give you the energy to handle changes in others.Sometimes, not making a decision is the greater risk.There are things entrepreneurs feel compelled to do without knowing why.Trying to be significant before you're successful is doing things backwards.The time isn't up unless you decide it's up.The mark of an entrepreneur is not how often you get knocked down, but how many times you get back up.You'll handle a situation more calmly if you've experienced something similar before.Being nimble is a mindset.Forgiveness means letting go of the hope for a better past.You can rewrite your own story, keeping only what's important.The future isn't written yet—which means you can still shape it.Entrepreneurship is a lifestyle, not just a job.Without intention and direction, too much information can paralyze you.The hardest thing for an entrepreneur is being honest with themselves.You can only help those who want to be helped. Resources: Kolbe A™ IndexAntifragile: Things That Gain From Disorder by Nassim Nicholas Taleb Nimble Future: Reinterpret Your Past, Protect Your Present, Engage In Your Future by Gary Mottershead Unique Ability® Time Management Strategies For Entrepreneurs (Effective Strategies Only) The 4 Freedoms That Motivate Successful Entrepreneurs The Self-Managing Company by Dan Sullivan

After managing over $50 million in marketing spend, Mike Hambright reveals the strategies that are driving lead generation success in 2025. Discover why consistency in lead gen is crucial, how inbound channels like SEO and direct mail yield higher ROI, and why cutting marketing budgets can lead to long-term setbacks. Mike emphasizes the importance of targeting distressed sellers and shares how tools like Investor Machine leverage AI and predictive analytics to identify motivated leads. He also discusses the significance of maintaining consistent NAP (Name, Address, Phone number) across online profiles for SEO benefits. Drawing inspiration from the book Who Not How, Mike underscores the value of building the right team to scale your business effectively. For real estate investors aiming to optimize their marketing strategies and achieve sustainable growth, this episode offers actionable insights. Explore more at Investor Fuel. --------------------- Mentioned in This Episode: Investor Fuel A mastermind community for real estate investors seeking growth and scalability. Investor Machine A full-service lead generation platform utilizing AI and predictive analytics to identify motivated sellers. Who Not How by Dan Sullivan and Dr. Benjamin Hardy A book emphasizing the importance of collaboration and finding the right people to achieve business goals. --------------------- Key Quotes: - “If you don't have marketing and you don't have lead gen, you don't have a business.” - “Consistency is what's important. The last thing you should ever cut is lead gen.” - “Inbound lead generation typically has a 200-300% higher return on investment.” - “Mail tends to be the highest profit deals because you can highly target who you send to.” - “SEO leads are even better than pay-per-click because they've come to your site and raised their hand.” - “The best list is mailing to the leads you've already generated.” --------------------- Chapters: 00:00 – Intro 00:10 -- The Hidden Cost of Cutting Lead Gen 02:00 – SEO Basics: Importance of NAP Consistency 03:10 – The Necessity of Consistent Marketing Efforts 05:55 – Addressing Budget Cuts in Marketing 07:19 – Determining Effective Marketing Spend 11:33 – Comparing Inbound vs. Outbound Lead Generation 14:22 – Evaluating Profit per Deal Across Channels 17:13 – The Pitfalls of Inconsistent Marketing 20:13 – Retargeting: Staying Top of Mind with Leads 24:39 – Strategies to Lower Marketing Costs --------------------- ➨Our Evergreen Marketing Podcast: https://link.chtbl.com/gkGhAnYN ➨Our CEO, Trevor Mauch's Entrepreneur Freedom Formula Podcast: https://link.chtbl.com/EFF ➨ Facebook Group for Evergreen Marketing: https://www.facebook.com/groups/officialcarrotcommunity ➨Subscribe to our YT channel: https://www.youtube.com/@GetCarrot ➨Instagram: https://www.instagram.com/getcarrot/ ➨Take a demo of Carrot.com: https://carrot.com/choose-demo/ --------------------- About Us: At Carrot, our vision is to inspire & empower real estate professionals to gain true freedom and make a greater impact with their businesses. We do that by providing industry-leading websites, marketing tools & training that help you generate more motivated seller leads than any other platform. ***Join us live, Thursdays at 11 AM Pacific for the Evergreen Marketing Live Q&A: https://www.facebook.com/groups/officialcarrotcommunity/***Need to grow as a leader? Check out Trevor's podcast: https://link.chtbl.com/EFF***Learn more at Carrot.com/shows - Carrot, a 5x Inc 5000 company, with millions of motivated leads generated over 10+ years.

Nine years. 800 episodes. And one message you can't afford to miss. In this raw and reflective solo episode, Alex Pardo pulls back the curtain on the nine biggest lessons that transformed his business and life so you can shortcut your path to freedom, impact, and fulfillment. Plus, stick around to the end for a major announcement that hints at what's next.   KEY TAKEAWAYS What your schedule and spending reveal about your true priorities How to escape the trap of consuming more info and start doing what moves the needle The overlooked way to build true confidence A powerful reason why you shouldn't stop when things get difficult  The make-or-break skillset no entrepreneur can afford to ignore and who you should be learning from How one relationship can change your business and your life   RESOURCES/LINKS MENTIONED Buy Back Your Time by Dan Martell | Hardcover and Kindle  Who Not How by Dan Sullivan and Benjamin Hardy | Paperback, Hardcover, and Kindle  Business Secrets from the Bible by Rabbi Daniel Lapin | Hardcover Alex Hormozi Russell Brunson  Dan Kennedy   TWEETABLES "Confidence isn't built in your head. It's built in the reps." "Money flows to those who have clarity." "Relationships are the ultimate ROI." "Hustle can be a season, not a lifestyle."

Nathan Payne is the co-founder of Offer on Homes and Investor Drive, a wholesaling investment firm and real estate coaching platform helping investors scale their portfolios the “Painless” way. With a background in door-to-door sales and a passion for autonomy, Nathan has built a thriving real estate business while living his dream lifestyle in rural Ontario. He specializes in wholesaling, flipping, and coaching clients through real-world deals using a hands-on apprenticeship model.     Make sure to download our free guide, 7 Questions Every Passive Investor Should Ask, here. Key Takeaways Nathan transitioned from door-to-door sales to real estate after seeking a lifestyle with more autonomy and time freedom. He emphasizes real-world coaching through deal partnerships, not just video courses or information dumps. Wholesaling success comes from embracing rejection, refining your sales process, and staying persistent through messy deals. Building savings and having a support system are critical when transitioning into entrepreneurship. Real estate investing should align with your lifestyle goals—not just financial benchmarks.     Topics From Sales Hustler to Rural Investor Started in door-to-door sales before quitting to launch a real estate business with his roommate. Lacked marketing and deal flow at first, but invested heavily in coaching and mentorship to improve. After seven years in the business, he moved with his family to a farm in Ontario, living a slower, intentional life. Lessons from the Early Grind Faced rejections, lost contracts, and failed deals when first starting. Learned that sales tactics differ between products—urgency pressure may work for cable, not for homes. Paid for mentorship after realizing trial-and-error was too costly and time-consuming. Painless Flipping and Coaching Philosophy Teaches students by reviewing live deals, helping them qualify leads, and even partnering on closings. Emulates an apprenticeship model: direct feedback, ongoing support, and real deal experience. Rejects the passive “info-only” coaching model in favor of outcome-driven partnerships. Living With Purpose, Not Pressure No longer driven by money—prioritizes time with family and coaching a handful of serious clients. Believes success is defined by clarity and self-awareness, not vanity metrics or hustle culture. Coaches students to align investing strategy with lifestyle goals from day one.