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“If it's Exorcist: The Beginning… let's get some background on Pazuzu! What's he up to? What was his deal?” - Steve  On this episode, the 2023 Halloween Spooktacular continues with a convo about the stunningly terrible prequel Exorcist: The Beginning! How bad are all these CGI landscapes? Why did they think an Exorcist film needed so many extreme gore-hound moments? Was that side-boob necessary? And really, Morgan Creek should have let Schrader finish his film with an appropriate budget and called it a day! PLUS: Your ears are not ready for the “Tubular Bells” knock-off at the end…  Exorcist: The Beginning stars Stellan Skarsgård, Izabella Scorpio, James D'Arcy, Remy Sweeney, Julian Wadham, Andrew French, Ralph Brown, Ben Cross, Alan Ford, Eddie Osei, and David Bradley as Father Gionetti; directed by Renny Harlin. Want more WHM? Join our Patreon fam today and instantly unlock hours and hours of exclusive bonus content, including Ad-Free WHM Prime at the $8 level and up! Be sure to get in early and get your tickets for the WHM Holiday Extravaganza where we're talking The Santa Clause! Check out the WHM Merch Store featuring new Polish Decoy, ‘Jack Kirby', and Forrest the Universal Soldier designs! Today's episode is brought to you in part by Nutrisense! To start decoding your body's messages and pave the way for a healthier life, visit  NUTRISENSE DOT COM SLASH WHM and get $30 off your first month and one month of board certified nutritionist support as well. When they ask how you learned about Nutrisense make sure to tell them it was the We Hate Movies podcast!

“We've got like, probably, 78 minutes of [new] footage here…” - Steve  On this episode, the 2023 Halloween Spooktacular starts a few weeks early as the guys chat about franchise-low, Saw V! Holy hell, how is anyone following this story? Are we supposed to be intrigued by the mystery surrounding that building fire? Does the movie even care about the virtually anonymous characters involved in this film's Game? Why couldn't we get a little more Jillsaw here? And can we please take these goddamn movies outside for two minutes of sunlight? PLUS: Introducing horror's latest serial murderer, Dogsaw!   Saw V stars Tobin Bell, Costas Mandylor, Scott Paterson, Betsy Russell, Julie Benz, Meagan Good, Mark Rolston, Carlo Rota, Greg Bryk, Laurą Gordon, Joris Jarsky, Mike Butters, and Al Sapienza as the Chief of Police; directed by David Hackl. Want more WHM? Join our Patreon fam today and instantly unlock hours and hours of exclusive bonus content, including Ad-Free WHM Prime at the $8 level and up! Be sure to get in early and get your tickets for the WHM Holiday Extravaganza where we're talking The Santa Clause! Check out the WHM Merch Store featuring new Polish Decoy, ‘Jack Kirby', and Forrest the Universal Soldier designs! Today's episode is brought to you in part by James Allen Diamonds! Get 25% off your order when you go to JAMES ALLEN dot com and use code WHM! Today's episode is also brought to you in part by Nutrisense! To start decoding your body's messages and pave the way for a healthier life, visit  NUTRISENSE DOT COM SLASH WHM and get $30 off your first month and one month of board certified nutritionist support. When they ask how you learned about Nutrisense make sure to tell them it was the We Hate Movies podcast!

Many business owners, leaders, and executives want to propel their businesses to success like Jeff Bezos did with Amazon, and the frameworks they're using today are definitely worth studying.But most of us think of these frameworks as secrets, and it might be difficult for many of us to understand how Amazon's practices can drive our businesses to massive success.Fortunately, Steve Anderson is gracing my show with his presence to share what he has uncovered from Bezos' 21 letters to Amazon shareowners. Steve Anderson is an expert in strategic risk and business growth, Co-Founder and CEO at Catalyit, and the author of the international best-selling book The Bezos Letters: 14 principles to Grow Your Business like Amazon. Steve highlighted the following principles from his book which resonated most with me and aligned with my values:1. How encouraging (successful) failures can actually propel businesses toward success.2. How obsessing over customers helps build businesses and serves them for the long term.3. How to accelerate success by simplifying complexities.4. How would a mindset of believing it's always day 1 scale a business.Without a doubt, this episode of the Best Place to Lead show is another insightful and fun conversation. Listen to this!Connect with Steve: On his LinkedIn: https://www.linkedin.com/in/stevetn/On his company: http://www.catalyit.com/On his website:  http://www.thebezosletters.com/ Don't miss out on all the good stuff that is coming your way!

Franciscan Spirituality Center920 Market StreetLa Crosse, WI 54601608-791-5295https://www.fscenter.orgSteve Spilde: Today it is my special pleasure to welcome Trace Bell. I love listening to podcasts, and my all-time favorite is the RobCast. Trace is a regular co-host there with his father, Rob Bell. Last year, Trace and Rob changed how I see life with their four-part podcast series titled, “Me, We, and Everybody.” In the podcast, they provide a great introduction to Spiral Dynamics and helped me grasp an integral perspective on spirituality. I am excited to welcome Trace to this podcast. Trace, I appreciate that series of “Me, We, and Everybody” so much because it helped me understand what has been happening in our politics for the last five or six years. It also helped me understand the path of spiritual growth that I've been on, and the spiritual struggles I encounter with many people I meet in Spiritual Direction. Trace, I apologize for putting you on the spot, but for our listeners who may be unfamiliar with what we mean by “Spiral Dynamics,” how would you describe this theory?Trace Bell: First off, I'm so honored for everything you said; it makes me so happy to hear people's response to that series. I'm honored. It's not putting me on the spot. I've been explaining this in a lot of ways to a lot of people, and I love it. I love sharing this with people. Spiral Dynamics is a psychological development model that maps the evolutionary patterns of humans and individuals. It models how _____ individuals psychologically develop in collective. It was developed a couple decades ago by guys named Clare Graves and Don Beck, who were psychologists. They found that humans over time, their value systems change as they go through these stages of growth. This is what Spiral Dynamics is ultimately mapping: It's mapping that there are certain stages of growth the humans go through, and groups go through as well. It's been a really illuminating and helpful model because it allows you to see your own growth and the certain stages you went through in your own journey. It allows you to understand … A lot of people are simply acting from different stages in this model, and they're acting from different perspectives. Another way people describe Spiral Dynamics is it maps the evolution of consciousness. Your consciousness increases in its ability for complexity and depth and compassion and empathy over time. That's what Spiral Dynamics ultimately maps: It maps how humans grow to more whole, aligned, integrated individuals.Steve: [On] the RobCast, everything is spiritual, so it always looks at things through sort of a spiritual lens. How do you connect Spiral Dynamics with spirituality, in particular?Trace: The spiritual implications of Spiral Dynamics kind of hit me in the face when I first learned the model. It describes the growth that people go through on their journeys. And you can see as people grow in this high-level development, spirituality becomes an integral aspect of these higher levels of development. The higher levels on this model of Spiral Dynamics, people at these higher levels are often maturing to a deeper spirituality and taking a very spiritual perspective on things. Spiritual development and spiritual evolution, if you will, is kind of inherent in the design of our reality. A model that maps this development of humans in groups is going to say a lot about the spiritual evolution of the people that it's mapping. There are a lot of spiritual implications … One of the stages in Spiral Dynamics – which we teach in our class, “Living the Spirals” – [is] actually a stage about your deep connection to your personal connection to spirituality, your personal connection to reality itself. It's literally a stage … There are actually stages in this model that describe and articulate people's personal connection to spirituality. In those higher stages – those integrated, integral perspectives – those stages are so intertwined with spirituality, and it takes a very spiritual value of having compassion for everyone, understand that people are coming from different perspectives, meeting people where they're at.The spiritual implications are endless. It's very fun for people to learn the model and kind of take away their own conclusions and find their own ‘a-has' and insight through the model. I've watched people over time learn Spiral Dynamics and take away their own insights that I didn't even get when I learned it, or I didn't even realize. I would urge anyone listening to go check out the model themselves and see if they can find any spiritual implications or spirituality within it because spirituality is a language that speaks to us personally. The model speaks differently to different people, and different people have different insights. That's what so beautiful about it: It has so many different ways to read and understand it.Steve: I would just say for people who are listening to this to do yourself a favor and listen to that series – it's “Me, We, and Everybody.” If you do a search on the RobCast, it was like last year [in] November. You and Rob just do such a great job of making it accessible. It's complex material, but yet it's very understandable. I can see anyone understanding it, especially the way you presented it. I just encourage people to listen to that, and then you'll want to end up reading more.Trace: Thank you. That was our goal when we recorded it. My dad has been teaching Spiral Dynamics for over a decade, and he [asked], “What forum am I meant to teach this in? Is it supposed to be a video series? Is it supposed to be a book?” And then he [said], “Let's do a podcast series.” He [asked me], “Trace, will you join me for this podcast series?” He and I were talking about it, and I had learned it a year prior, and [we said], “Yeah, let's do a podcast series.” We said down and [asked ourselves], “How can we do this in our Trace and Rob language the best that connects with the most people and is the most accessible, and also makes them want to learn more?” To hear that it had that effect on people just makes me so happy. Thank you.Steve: You are relatively young – you're in your mid-20s, correct?Trace: Yup.Steve: [Talk] about your spiritual journey and how the Spiral Dynamics might fit into that for you.Trace: The first time my dad sat down and taught me Spiral Dynamics, it was a very Rob Bell moment. He sat down at the kitchen counter with two big blank sheets of white paper with a marker. And [I thought to myself], “OK, this is going to be a Rob Bell moment here.” [He told me], “I'm going to teach you Spiral Dynamics.” And boom, he just wrote it out on two big blank white sheets of paper. He just wrote it out in his writing, and it was just beautiful. I had this whole model in front of me, and I ended up actually hanging it in my bedroom because it was kind of like a souvenir almost. When I first learned Spiral Dynamics, it really connected a lot … It really put language in a framework to a lot of the things I had experienced. I grew up with my parents starting a massive megachurch in Michigan. My dad was teaching at the church, my parents were very involved with the church, and that kind of was their project. My dad was very involved in the Christian world. People are kind of surprised when they hear me say this, but I just never really connected with any sort of organized religious structure when I was younger. I just never felt like a deep connection to Christianity, and I didn't really feel a deep connection to the church or what my parents were doing. My parents kind of kept the kids separate from the church a little bit – they didn't involve us very much in the church life.I didn't really have a connection to any sort of religious structure or consider myself religious at all, but as a kid I had a deep, metaphysical kind of wonder about the universe. [It was] a deep sort of wonder and awe about the universe, and a deep wonder and awe about consciousness. I say that everyone has their own doorway into spirituality, which is everyone has their own way that they came into spirituality, and [their own] way that the universe kind of ushered them into a deeper relationship with God, source, spirit – whatever word you want to call it. And to me, that felt like my doorway. My doorway wasn't organized religion; my doorway was this deep kind of yearning to connect with reality and to connect and understand who I am and understand the interconnectedness of everything. My growth throughout the years was just kind of following this thread of deep wonder. As a kid, I was reading about consciousness and I was reading about different kinds of religions and I was just reading a bunch of things to satisfy this yearning and this wonder and awe.My spiritual journey has been reintegrating and following that childlike wonder and awe and exploring that. I had a deep kind of connection to spirituality and this deep spiritual connection. When I learned Spiral Dynamics, I could see the reason it was so illuminating for me on my own personal journey is that I could actually see myself going through all those stages throughout my life. I could actually see myself … There's a stage called “Orange,” which is very logic-oriented and very associated with the rational mind. When I learned Spiral Dynamics, I [said to myself], “I remember when I went through my ‘Orange' phase.' There's a stage called “Green,” which is all about seeing everyone as equal and having compassion and love for everyone. I [said to myself], “I remember when I went through my ‘Green' phase.' I could actually see all of these stages of consciousness within myself and within my own growth journey. And it wasn't just like stages of consciousness that I had sort of gone through and didn't have any access to.

My guest today is Steve Schildwachter, former CMO of Museum of the Bible. Steve started his career working at advertising agencies before moving to the client side. In the interview we explore that transition, and his later transition from for-profit to non-profit.This is the free edition of Marketing BS. Premium subscribers get access to part 2 of Steve's interview tomorrow where we dive into marketing a non-profit museum (and twice the content every week).You can also listen to these interviews in your podcast player of choice: Apple, Sticher, TuneIn, Overcast , Spotify. Private Feed (for premium episodes).Today's essay is sponsored byTurn your audience into a businessIndependent content creators are generating more than $2M per year using this open source, customizable publishing platform. All of the features you need to launch a new blog, newsletter and membership site are built-in — with proper SEO, a clean editor and paid subscriptions with 0% fees.TranscriptEdward: This is Marketing BS. My guest is Steve Schildwachter. Today, we cover Steve's career and path to CMO, Leo Burnett, DMB&B, FCB Global, rVue, and BrightStar. Steve was, until recently, the CMO of Museum of the Bible, and I'm excited to have him here. Steve, by 2013, you'd risen in the ranks of advertising agencies to become an Executive Vice President at FCB. You oversaw brands like Raid, Pledge, and Windex but then you left to join the client-side as a CMO of rVue. Why did you do that?Steve: First of all, Ed, thank you very much for having me on the show today. It's a great honor to be here. I pretty much came to the end of the road in the advertising agency business. The business had changed a lot during the time that I was there, having started at Leo Burnett, brief time at DMB&B, and then many years at FCB. Very, very valuable experiences, I wouldn't trade them for anything. During that time however, the advertising agency business has become much more commoditized. There are a number of pieces to that but it became apparent to me that if I needed to innovate, I needed, at least for me, to go somewhere else. I had been keeping my eye for a long time on the media technology startup sector, a lot of exciting things happening there. When an opportunity came up to make that jump, I did it. Edward: Why did they hire you? At that point, you had no experience on the client-side, you always used to do advertising. Why take a risk to bring you on as a CMO?Steve: It was not that big of a risk for a couple of reasons. It was probably more of a risk for me because I was leaping into something that at that time was completely unknown for me. It was essentially an advertising concept, rVue was a media technology company that networked together about 150+ digital out of home networks. The clients for rVue were effectively advertising agencies and their clients who were trying to decide how to divide their media budgets. It was definitely a world that I understood very, very well. In that sense, it was a pretty natural transition. The other thing was that at least one of the participants was very known to me. I was being brought in as part of a new management team. The CEO who was hired is somebody that I had worked with in the past. Another is a Chief Technology Officer who I've met for the first time but we jived very quickly as a leadership team. We had a great experience there for a couple of years. Edward: What important skills did you take with you from your ad agency work into that job?Steve: I would say for sure, the knowledge of the change in media landscape. One of the things that I had made a point of in my last several years at FCB was to stay on top of the media portion.FCB at the time was running the few agencies that still had a media department inside. They had a separate media agency, all the agencies had split off, Leo Burnett, we got Starcom, and all the other ones out there. But FCB, even though we had a media buying partner within our holding company, we still have a media department inside because we had to be on top of that for our clients. The media landscape, having stayed on top of that was a skill that was very required for me going into that job.Edward: What skills were you missing? What did you not have that you had to develop on that job?Steve: That's a great question. I would say two things come to mind. One is I needed to get back into a ninja action figure stance like I was when I was coming up as an Account Executive, because in a startup, you don't have all of the supporting functions around you that you have at a large company like an ad agency or any large company. I found that I was pretty comfortable with that. I had always been doing my own PowerPoint presentations and that type of thing. Making travel arrangements for myself was not hard but it was something time-consuming that I never had to do before. You think differently, you have to renew in a startup. There's very few people in the company, you have to completely change the way that you work and the way that you're productive. That was one thing that I was missing. Another thing was understanding and really appreciating the sales function. There were some things that I knew about it intuitively. As an advertising person, I would try to understand who I was approaching and make sure that I was bringing something that was relevant to them versus relevant to me. But having had to hire a sales staff, manage them, and keep track of them was completely new to me. It was a great learning experience. Edward: Steve, I want to go back a little bit and talk about the path that got you there. I'm a big believer that the experiences we have when we're 12–14 affect our entire lives. What were you passionate about at that age?Steve: I was passionate about a lot of things. I was passionate about baseball, I was passionate about different things that interested me. But from a professional development standpoint, let's say it was really writing and communication. I had a teacher when I was around that age who saw that I had an ability to write, an ability to communicate, and he nurtured that. It was really a foundational experience for me. It taught me that writing, for me at least, is fun, it's something that I like to do. It led me to some insights about how communication works, what makes communication effective. I couldn't possibly learn all those lessons at the age of 14, but I learned to appreciate them. I was always that kid, even in college, who would much rather write a 10-page paper than take a Bluebook task because I liked the process of writing.Edward: What about that teacher experience, the fact that you had somebody who could develop you that way, did that affect your later career at all?Steve: Yes, definitely it did, it taught the importance of mentorship. Not just that teacher, I was surrounded by teachers. I had two uncles and one aunt who were teachers, and I talked to them a lot about what do you do, what is your experience, what is that like? I very nearly went into that as a career. It was one of the things I was thinking about doing was going into teaching. Eventually, I ended up choosing advertising and marketing. I don't regret that at all, but along the way, that appreciation for teaching has stimulated my curiosity and made me a self-learner. It has also inspired me at certain times to take somebody aside, somebody that I'm managing or somebody that I'm working with that there's maybe a requirement or an opportunity to teach them on the job and coach them along. I've mentored a lot of people through the process and it's really, really fun to see them now in leadership positions later. That's very, very satisfying. Edward: I want to jump ahead a bit, you're at FCB for about three years and then you moved to Latin America. What drove that decision?Steve: That was a really wonderful confluence of personal and professional. My first job at FCB was actually with a below the line division they had at the time. I got hired there to work on the Wendy's hamburger account because I had previous experience in the same category with another brand. I had a great time there and everything but meanwhile, the so-called main agency for Cone & Belding was taking on the global business of S.C. Johnson and they realized they needed somebody to run the Latin America division. I speak Spanish and my bosses observed that while I was in this first role that I adopted my oldest child who's now 25, she's from Paraguay. My second child is from Venezuela, we did those two adoptions. They thought, well, we need somebody to run the Latin America portion of this global account, maybe Steve is the guy. I took that role and moved to Buenos Aires as a result.Edward: How did that affect you? If you hadn't done that, how would your career be different today?Steve: I have to tell you, not only what I lament not having done, I lament having come back after just a few years. The reason I didn't stay down there was because the Argentine economy collapsed. There was this so-called Tango Effect that essentially made it necessary for us to come back because the currency collapsed and there was not much happening there. To your question, what it did do for me is it completely opened my horizons in terms of how I interacted with people, how I conducted myself as a global executive. Having to speak a language in a foreign culture, be a part of that culture on a day-to-day basis, and just deal with all the people that you deal with is an incredibly mind-opening experience. Most Americans don't have that opportunity. I say this not as a criticism or an insular country because we're very self-sufficient or very large or within practically our own continent. Not many people would get the opportunity so I feel very blessed to have worked abroad. It opened my eyes in so many ways, helped me be a better colleague, and also helped me be a better listener to people. You have to listen harder when you're listening in a second language, trying to understand. Then you have to start saying, oh, they think about this completely different than I've ever thought about it before. That really helps you to be, like they say, a better colleague but also maybe more innovative.Edward: That's an interesting thing too as an agency. When you're at an agency, you're a step removed from the business. In fact, as a business person in general, you're a step removed from the business from what your consumers are experiencing. You often have to really work to figure out how your consumers feel about your product. In an agency, you're a step removed from that because you're dealing with the business, who then deals with the consumer. How do you go about understanding a business when you're a step removed like that in your agency?Steve: Somebody that I respect very much is the head of CMO recruiting at Spencer Stuart, told me that he thinks that advertising agency executives have a leg up because of all the different kinds of businesses that they're exposed to. If you think about it, I spent probably half my career in franchise brands, half of it in consumer-packaged goods with the smothering of some other things. But you're exposed to all these different experiences and all these different ways of working that help you see the possibilities of how things can be. I would also say that working in an agency, if you do your job right, you can be as close to the consumer, if not closer than your clients. One of the things that clients always told me is they said, wow, we really appreciate how you get into the milieu of the clients, you talk to clients. Of course, we conduct the research on their behalf so that's a little hygienic sometimes. Just going to the store on a Saturday, seeing what products are moving, asking people why they buy what they buy, and just getting a sense of the category is something that any good advertising agency person should be doing, or at least that historically was the case in the places where I worked. Edward: You got pretty deep. When you were working with S.C. Johnson, you filed your own patent.Steve: That was a funny story because I learned more about entomology and pesticides than I ever imagined that I would know. That's not something I ever imagined at age 12 and 13 is that I would be an expert at bugs and how to kill them. It was really interesting to me.My client, S.C. Johnson, had the largest private entomology lab in North America so you could go there, you could work with the scientists, you can understand. It was necessary because the kind of advertising they were doing at that time at least required powerful demonstrations of efficacy. Before, I went to my Creative Director and said, here's what we're trying to sell, I had the very understanding of why should people buy it. Working in the lab with the scientists would help me understand what worked and what didn't. In the process of that, I got friendly with a number of scientists and I brought to one of them this observation. In South America, consumers down the trade in some of the more outlined retail locations were buying some of our more expensive products that frankly didn't sell well. One of them was a little cardboard square that you would put in a device, like an electric air freshener, but it was an electric mosquito repeller that people would use at night. These were more expensive than most people in that socioeconomic level could afford, so what they would do is they would cut them in order to get more use out of the ones that they bought. We thought, maybe there's a way that we can dosify them a little bit and make them perforated or segmentable so that people could get more use out of it. We essentially created a new kind of skew that could only be distributed down the trade and it basically facilitated the consumer behavior that we already observed. We applied for a patent on that and got it.Edward: I want to jump ahead a little bit. You left rVue to join Bright Care as CMO, but then about two years in, you just kept the CMO title but your job role expanded dramatically. Can you talk a little bit about that?Steve: BrightStar Care is a great company. I would say that is definitely to me the most superior brand in that home health care category right now. It's a very entrepreneurial atmosphere, and I had some good success in my first couple of years with marketing and things related to marketing. I was asked by my boss to take on some other things. I found myself, like at rVue, I was back in charge of some sales teams and everything so I was still learning some of that. My boss was very patient with me on that score. I was assigned to a lot of different things just based on the success that I had in the first couple of years in marketing. Edward: Then what happened? You take on all these additional responsibilities. How do you divide your time now between your old responsibilities and these new ones, and still achieve what you want to achieve?Steve: It was really challenging because as I said, a very entrepreneurial environment, a lot of things happening very quickly. It's a much bigger company than a startup but behaves like a startup, and that's a good thing. That company in particular, the founder and CEO has an unbelievable work ethic, strong accountability. I loved it, but it was a challenge. I would say anybody who goes through a similar transformation at a company, expanding their responsibilities, needs to make sure that they have strong lieutenants in charge of each of the areas that they're overseeing. Someone that they can be accountable to, someone they can rely on, and not incidentally somebody who's going to push you as a manager. Lieutenants should be coming to you and saying I think we need to be doing this, I think we need to innovate in this area.Edward: Steve, what were the biggest failure points in your career? Where did things not go as expected?Steve: On what we were just discussing, I think it was a mistake for me to accept one of the roles that I had. To me, the very soul of BrightStar's point of difference is its registered nurses. There was a department that had orders of registered nurses who would liaise with the nurses of each of our franchises. They were excellent, they were amazing in gerontology, they were amazing at working with clients and everything, but fundamentally, their role was not so much commercial as it was operational. If I could've turned down one department in retrospect, it would've been that one. I loved them, I thought they were excellent, but it was just not something that I had the wherewithal to manage. I would say that's something where I probably should've said, are we sure about this, I'm not sure if maybe that's something that I should take on. Edward: How did that learning affect later in your career, if at all? Did it change your perspective on taking on responsibilities in other places along the way? Steve: Yes. I'd still consider myself somebody who wants to contribute in any way that my contributions would be welcome. I'm definitely not somebody who goes out to seek, build an empire, expand, and everything. The responsibilities that I was given at BrightStar were not ones that I asked for, but I am willing to help out. That hasn't changed. If I'm ever in this situation like that going forward, I'm going to be a lot more discriminating and just really think through, is this something that I can succeed at, is this something that's good for the organization to have me oversee?Edward: Steve, what are your productivity tricks? What do you do to be productive that most people don't do?Steve: There are a number of things. Years ago, I did what a lot of people did at the time, I read The 7 Habits of Highly Effective People. That helped codify for me a lot of things I was somewhat doing naturally, but I really got focused on those things that we call big rocks. You've heard this analogy before. You've got a container full of big rocks, sand, some gravel, and this type of thing. The big rocks represent those priorities that are most important that are going to move the ball downfield for the organization. You got to focus on those first because if you focus on all the less meaningful stuff that's the sand, you'll fill up your container with things that now don't allow you to fit in the big rocks. You always start with that.I would say that I went through a period where I got way too fascinated with planning ahead like that. What I've learned more recently is to leverage coincidences, things that happen. Call them coincidences, call them happenstance, call them divine appointments, whatever you wish. Things will pop up and you have to have the awareness in the moment, and the full vision in order to be able to take advantage of those things when they arise. There may be something that comes up and you think, wow, this is a quick easy win, if I jump on this right now, I can really do something great for the organization so let's get a team together and address it.Planning ahead is great, but you've also got to be willing to look for those coincidences when they come up.Edward: How do you differentiate between a coincidence that's an opportunity you should jump on, and a coincidence that's a distraction from the plan that you were trying to work on?Steve: This I will mention in not a positive but not a negative way, just a more discriminating way. This Art of War by Sun Tzu, it was a thing years ago to quote that book. I would say take a step back, look at all the different maxims listed on that book. What it's really about is fortune favors the prepared. You have to have a certain ripeness about you and a certain handle on what all's going on in order to succeed. It's not about doing something machiavellian like under-cutting a competitor or that type of thing, it's just paying attention a lot and being aware of what's happening around you. That's how you distinguish one coincidence, a coincidence that's productive versus a coincidence that is a distraction. If you've got a sense of what's going on, you can make those judgments right in the moment and be able to decide, yes, this is something I should chase for a day, or no, this is something I should just let go.Edward: Thank you, Steve. We're going to wrap it with that and we'll come back tomorrow to talk about your experience at the Museum of the Bible.Steve: Thanks so much, Ed. Great speaking with you. This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit marketingbs.substack.com

Transcript Steve: Steve and Jill here. Jill: Hi. Steve: Welcome to the Land Academy Show. Entertaining land investment talk. I'm Steven Jack Butala. Jill: And I'm Jill DeWit broadcasting from awesome, Southern... Are we southern or central area? Steve: Central? Jill: Excuse me. Awesome, Central Arizona. [inaudible 00:00:16] I have got to figure that out. Steve: Our elevation's 1500 here. In California, we were at elevation number... Like one foot. Jill: There we go. Steve: You know how you obsess on- Jill: I do obsess on that. Steve: On the weather and stuff? Jill: And GPS and all that. Steve: I have elevation issues. I put elevation in every single one of our land postings. Jill: [inaudible 00:00:38] you remember, you used to have that thing... And it was dialed into satellite stuff? Steve: Yeah, the weather... Jill: Yeah. And it would tell you all kinds of cool... The barometric pressure and things like that. I'm going to get one of those again for the new house. Steve: I think that you can get... I like the one that goes on the roof, where you don't need the internet. Jill: This one didn't need the internet too. Steve: So you install a little thing that goes... You ever see those little... Jill: A little gyro thing? Steve: Yeah. Jill: Oh, well you can do that if you want. I don't need that. Steve: [inaudible 00:01:09] Jill's out, if you have to install anything now. Jill: Exactly. Steve: Do you ever notice how girl products are just like open it and plug it in? And it's clean and pretty and simple and you don't really get any real information or the meat of anything? But- Jill: Why is this a bad thing? Steve: They're happy. Jill: It should work. I should open up and plug it in. Steve: I think I just described Apple computer. Jill: It's like a bathroom scale and should be able to just do it quickly. Not have to program the whole thing. Steve: Before Jill starts to talk about women's weight. Today, Jill and I talk about introducing Land Academy accountability and women's groups. Before we get into it, let's take a question posted by one of our members on the landinvestors.com online community. It's free. And if you're already a member, please join us on Discord. Jill: Okay. James wrote, "Hello. When filling in the red, yellow, and green tests in the equity planner, which filters are used for land and farm to get land postings and Redfin [inaudible 00:02:09] data?" Assume on Redfin for [inaudible 00:02:13] data, you only select land for the last three months. And for land and farm, no houses and undeveloped land. However, the numbers from these filters are very different than the numbers in the example Jack uses for the equity planner. And I want to make sure I'm doing this right. Steve: You're doing it right. James, I can tell you haven't filled this out before and by this question, you are going to be wildly successful at this. Whenever I get questions about equity planner, data scrubbing. Like yesterday, the school district thing yesterday was nothing short of amazing. I didn't make enough of a big deal about how positive that is like Jill did. So I'm doing it now. The answer is this. When you have a lot of data available, i.e. You have an urban county or a zip code that you're sending it to, then use it all in from one source, probably Redfin. You're not going to get the data that you need in realtor, all of it. And you're not going to get all of the data that you need in Zillow. You are going to get it in Redfin. The bad news is that Redfin's coverage doesn't... Rural counties are not a priority for them. So you're doing it right. I can tell. In three months is great, that's actually what I use. It's interesting that you say three months, because that just made sense to you and that makes sense to me. Jill likes 30 days, but there's not enough data. You can do it back three years if you want on Redfin, that's, that's not apples to apples. Because real estate market was not the same thre...

Introducing Land Academy Accountability and Women's Groups (LA 1425) Transcript: Steve: Steve and Jill here. Jill: Hi. Steve: Welcome to the Land Academy Show. Entertaining land investment talk. I'm Steven Jack Butala. Jill: And I'm Jill DeWit broadcasting from awesome, Southern... Are we southern or central area? Steve: Central? Jill: Excuse me. Awesome, Central Arizona. [inaudible 00:00:16] I have got to figure that out. Steve: Our elevation's 1500 here. In California, we were at elevation number... Like one foot. Jill: There we go. Steve: You know how you obsess on- Jill: I do obsess on that. Steve: On the weather and stuff? Jill: And GPS and all that. Steve: I have elevation issues. I put elevation in every single one of our land postings. Jill: [inaudible 00:00:38] you remember, you used to have that thing... And it was dialed into satellite stuff? Steve: Yeah, the weather... Jill: Yeah. And it would tell you all kinds of cool... The barometric pressure and things like that. I'm going to get one of those again for the new house. Steve: I think that you can get... I like the one that goes on the roof, where you don't need the internet. Jill: This one didn't need the internet too. Steve: So you install a little thing that goes... You ever see those little... Jill: A little gyro thing? Steve: Yeah. Jill: Oh, well you can do that if you want. I don't need that. Steve: [inaudible 00:01:09] Jill's out, if you have to install anything now. Jill: Exactly. Steve: Do you ever notice how girl products are just like open it and plug it in? And it's clean and pretty and simple and you don't really get any real information or the meat of anything? But- Jill: Why is this a bad thing? Steve: They're happy. Jill: It should work. I should open up and plug it in. Steve: I think I just described Apple computer. Jill: It's like a bathroom scale and should be able to just do it quickly. Not have to program the whole thing. Steve: Before Jill starts to talk about women's weight. Today, Jill and I talk about introducing Land Academy accountability and women's groups. Before we get into it, let's take a question posted by one of our members on the landinvestors.com online community. It's free. And if you're already a member, please join us on Discord. Jill: Okay. James wrote, "Hello. When filling in the red, yellow, and green tests in the equity planner, which filters are used for land and farm to get land postings and Redfin [inaudible 00:02:09] data?" Assume on Redfin for [inaudible 00:02:13] data, you only select land for the last three months. And for land and farm, no houses and undeveloped land. However, the numbers from these filters are very different than the numbers in the example Jack uses for the equity planner. And I want to make sure I'm doing this right. Steve: You're doing it right. James, I can tell you haven't filled this out before and by this question, you are going to be wildly successful at this. Whenever I get questions about equity planner, data scrubbing. Like yesterday, the school district thing yesterday was nothing short of amazing. I didn't make enough of a big deal about how positive that is like Jill did. So I'm doing it now. The answer is this. When you have a lot of data available, i.e. You have an urban county or a zip code that you're sending it to, then use it all in from one source, probably Redfin. You're not going to get the data that you need in realtor, all of it. And you're not going to get all of the data that you need in Zillow. You are going to get it in Redfin. The bad news is that Redfin's coverage doesn't... Rural counties are not a priority for them. So you're doing it right. I can tell. In three months is great, that's actually what I use. It's interesting that you say three months, because that just made sense to you and that makes sense to me. Jill likes 30 days, but there's not enough data. You can do it back three years if you want on Redfin, that's,

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He’s invited by some of the world's top salesmen to help them sell more.    He’s incredible...and amazing at it - I’ve learned SO much from him.    Every time he speaks, I take out a pen and paper...    (Hint, hint...cue, cue...to everybody here!)   Please take out a piece of paper and take notes!    This is a man who’s likely to make MORE money arrive in your pocket just by listening to him... ;-)   Mr. Myron Golden. Myron: Hey, Steve. How are you doing, man?    Steve: Fantastic. Thanks for being on here, man.   Myron: Absolutely my pleasure to be on Sales Funnel Radio, talking to one of my favorite trainers...teachers… ‘OfferMinds…’   Ooh, did you see what I did there?! ;-)   Steve: That's good!     Honestly, thanks so much for taking the time. The feeling is mutual.    I have notebooks upon notebooks from your things.    Every time you come speak...or anytime I’m at Inner Circle or one of Russell's events, I’d fill a WHOLE legal pad.    And thinking…     "Oh, man, that was amazing."       "No, that was better than the last."        "Oh, my gosh, they're getting better…”      Myron: You're kind, thank you.   Steve: You are just an incredible salesperson.    You have so much skill and so much knowledge...    I've watched you unplanned…    (...and I know you've done this multiple times!)    ….get up and pitch someone's product better than they pitch it to an audience that doesn't know you…   AND you'll make MORE sales than the actual owner of the product!   How do you do that?! I know that's a huge question, but that's amazing…   HAVING NO INHIBITIONS   Myron: First of all, how I do that in particular, is how I sell.    First and foremost, I have to believe in the thing that I'm selling. If I believe in the thing that I'm selling, then it's easy for me to sell it.    What I mean by that is...   Most salespeople don't even realize that they haven't gotten out of their own way yet.    Most people who sell things, whether they sell cars, or sell shoes, or sell online courses… or whatever...     … they believe that selling is doing something ‘TO’ people not doing something *FOR* them.    So first and foremost, I look at selling as a service.    I look at it as something that I do *FOR* people’ that makes their lives better. It makes the world a better place because people like me are selling.   So I don't have ANY inhibitions.    For example...a pitcher will have pain in his shoulder, and he can't throw the ball as fast, or a golfer will have pain in his back and he can't swing.    Because subconsciously, his body knows that, “This movement is gonna hurt me or hurt someone.”    Right?    When we are incongruent or when we have incongruence about selling in general, that makes it hard for us to sell things.    I think the thing that I have going for me when it comes to selling is that I have *NO* incongruence in me whatsoever.    If I feel like a product isn’t good, then I wouldn't sell it to somebody in the first place!    Does that make sense?    Steve: Yeah, that makes sense.   Myron: I get out of my own way.   Steve: And I mean, you've done that multiple times.    I saw you do that at Dream 100 Con.    I mean, you're the guy that Russell Brunson asks to come re-pitch ClickFunnels' amazing offer after he's pitched!   Myron: Yeah.   Steve: It's impressive.   Myron: I'm honored. I'm honored by Russell. I appreciate him more than I can say...  I've got so much belief in what he offers, that selling a Russell Brunson coaching program is easy for me to sell.   (...even though he doesn't consider himself a guru, okay? I'm gonna call him my bounce-back guru.)    Because I went out, made a fortune and had a lot of great things happen in my life.    And then…    I went through seven years of life devastation.   Like every year, major tragedy after major tragedy, of some kind, happened in my life.    ...from 2007 through 2013.    I signed up for another coaching program in 2014 and I just didn't like that kind of work.    I don't believe that the key to success is to find something you're passionate about and the money will follow.’’   I DON’T believe that's true.   Steve: I don't either.   Myron: But I do believe that…    If the work that you’re doing doesn’t match the person that you are, you will never create wealth or massive world change in that arena - because your ‘doing’ has to match your ‘being’.  Right?    The coaching program was great; they had a lot of people making A LOT of money...it just wasn't the kind of work that suited me.    After that in 2015, I joined Russell's Inner Circle and my life has been on an upward trajectory financially, ever since then.    Selling a Russell Brunson coaching program? That's like the easiest thing in the world for me to sell!    Because he is the one person who I can point at and say, incontrovertibly, has helped more people to become millionaires in a shorter period of time than ANY other human being I've ever known of.   Steve: Yeah, not even just “known of”. I've never heard of anyone doing that!   Myron: Exactly.    And he's not an MLM guy. He's just a guy who teaches you frameworks that work.    So standing up and selling his product is easy because…    I wasn't selling the product I was selling the payoff   ...and I know what the payoff is because I get paid from that payoff all the time!   So that's why, if I can look at something and it makes sense, then it's easy for me to see how it makes sense...    ...then it's easy for me to say HOW it makes sense in a way that's easy for people to receive.   Steve: It's powerful stuff! And you know what's funny?   I feel like there's a lot of people who are jumping in entrepreneurship…   (which is great!)   ….but they do it under this notion that it's NOT sales, it's “entrepreneurship”.    But  like,  “ Eh, entrepreneurship IS sales. It's a sales role."   Myron: Yeah, exactly.   Steve: And if you're lying to yourself about that, you're already a bad entrepreneur!   To be an entrepreneur is to be a salesperson.   Myron: Exactly.   Steve: How can people be better?    How can they get rid of the inhibitions around selling?   Myron: Let's start with this.    So as you just said…   The reason that people say, “I'm an entrepreneur, I'm not a salesman,"    (What does that even mean?)    ...that is because they think there's something inherently wrong with sales!    But I'm gonna fix that right now.    BLOOD & SALES   …. the people reading right now - they can agree or disagree.    If you disagree ...here's what I'm gonna say to you…   ”You've been wrong before… congratulations, it's happening again!”   So I happen to have some money in my pocket….   ….if you take some money out of your pocket, any amount of money… and you look at that money - just check it out - and you’ll realize that:    All of the money that you have...    All of the money you will ever have...   To do the things…    You desire to do for yourself...   For the people that you love...   The causes that you care about...   The only reason it's possible for me, you, or anyone else to ever have money is because somebody somewhere sold something to someone for a profit.    PERIOD.   (I wasn’t gonna go here, but I will…)   Money is like blood, right?    Money is like blood, in that, money is stored in a bank.    Where's blood stored?    Steve: In your body.   Myron: Well, no, it's stored in a blood bank.    Money is stored in a money bank, right?    Steve: Oh, I get what you're saying.   Myron: Blood is stored in a blood bank.    Blood has to be in circulation in order to give life to your body and money has to be in circulation in order to give life to the economy.   Steve: I love that.    Myron: Right? So money is very much like blood.  Blood carries oxygen to every part of your body.    Money doesn't really carry oxygen, but it does help you breathe.    … because when you don't have any money, you feel like you can't breathe.   Steve: That's true.   Myron: Right?    But also…    Money is a mass noun, just like blood is a mass noun.    Yesterday, I went and got some blood drawn - I didn't go get ‘A blood’ drawn, I got SOME blood drawn.    … even though it's singular, it's a mass noun.    So you have to put “some” (which is plural) in front of a singular word.    You'd never say "I gave A blood," because that doesn't make any sense.    I gave SOME blood. Well, guess what?    When it comes to money, you wouldn't say, "I gave A money..."   It's SOME money.    Money and blood are both mass nouns.    Money and blood are both fungible.    Q: Now, what does fungible mean?    Well, you drove my car when you were in Tampa.   Steve: Yeah, great car, beautiful car.   Myron: With my name on the floor mat.   Steve: On the floor mats right there, that was...wooooo!   Myron: I drive a Bentley Continental GT.    If I let Steve borrow my car, when he brings my car back, my car is NOT fungible.    It's a car, but he can't bring me back a Volkswagen Jetta and say, "Here Myron, here's a car."    You have to bring back the same car!    ...or at least the same kind of car in, at least the same kind of condition.   (Preferably my car, right?)   So if somebody borrows a car, a car is NOT fungible.    If somebody borrows my golf clubs...    (… I wouldn't let somebody borrow my golf clubs 'cause those are my babies!)      But if I did, it's like, "No, you can't bring me back some other golf clubs."    "Well, they're golf clubs! What difference does it make?"    No! Golf clubs are NOT fungible.    If you give blood at a blood bank and then get in a car accident, you need to go get some blood… they don't have to search through millions of pints of blood to find the exact blood you gave!   Steve: "Oh, here are your cells!"    Myron: Exactly.    They just have to find the same blood type.    It's like with money.    Money is fungible.    If you loan me $5, you don't care if I pay you back the same bill.    Or if you owe me $50 then you don't care if I pay you back a $50 bill. Or two $20s and a $10 or five $10s or 10 $5s.    You don't care.    Q: Why?    A: Because money is fungible.    As long as it's the same currency type (#American dollars), you don't care.    You don't wanna loan me $50 in American dollars and I give you back Costa Rican dollars.    That wouldn't work.    So…    Money and blood are very much alike.   So here's what you gotta realize.    The only reason any of us EVER have any money in our pocket to do…   The things we wanna do    The things we desire for ourselves    The things we desire for people we love or the causes that we care about    … is because somebody somewhere sold something to someone for a profit.    Here's what that means:    Just like money is the blood, it keeps the economy alive, money is the lifeblood of the economy.    Salespeople are the heart of the economy that keeps the blood flowing.    If you are in sales, free yourself from the idea…from this ridiculous Hollywood notion that selling is somehow doing evil in the world.    Hollywood does way more evil in the world than salespeople!   The government tries to demonize business and salesmen and entrepreneurs while they do WAY more evil in the world.     Here's what you gotta realize...    Being a person who is in sales (a salesman or saleswoman) is one of the most noble, honorable positions and vocations in the world.     You make the world go ‘round.   Once you realize how essential salespeople are in the world and how much joy they bring into the world?   Salespeople bring joy into the world!    Remember how good you felt last time somebody sold you a new car? Or somebody sold you a new house? You felt great!   Why?    Because they sold you something that made your life better.    Salespeople bring more joy into the world than almost any other profession.    So once you wrap your mind around what selling really is…   … that FREES you up from all those internal conflicts and incongruencies that create the cognitive dissonance that restrict you from going out and making your offers boldly.   Steve: I 100% believe that.   Myron: That was a long answer.   Steve: But it's an amazing answer.    It drives me crazy…. "Money's evil."    Money is NOT evil, money is an amplifier.    I feel like (most of the time) when someone is NOT good at sales, usually they need to redefine their relationship with money.    They have so many *false beliefs* around money.   Myron: Absolutely.   Steve: Do you find that to be true?    Myron: Absolutely.    I'm gonna say, money IS an amplifier, but I'm gonna add a caveat.   Because money IS an amplifier…    If you're bad, money will make you a worse person, or give you the opportunity to do more evil in the world.    If you're a good person, money will give you the opportunity to do more good in the world   HOWEVER…   Money itself is NOT bad, nor is it neutral. Money itself is good. Money is a good thing.   Steve: Right.   Myron: How can you say money is a good thing?    Q: What is the substance that represents wealth around the world since the beginning of time?    What's that substance?    Steve: Gold.   Myron: Gold, that's right.   Steve: Yeah.   Myron: Gold is the substance that represents wealth.    The first time gold is mentioned in Scripture is in the Garden of Eden.    Here's what God said, "And there was gold in that land, and the gold of that land is good."    Now, wait a minute, wait a minute!    Help me understand something here.    The Garden of Eden is a place where all the food is free.    The Garden of Eden is a place where there were only two people who ever lived there, Adam and Eve, (last I checked, they were married to each other).    There were no stores, there was nothing for sale, and yet God put gold in the Garden of Eden and then, He made sure He told us it was good.   Money is good. It's not neutral. It's not bad. It is inherently good.    You can do bad things with money, but it’s inherently good.    A car is inherently good - it's not bad to not have to walk everywhere you go!    It's good to be able to get places faster and it gives you the ability to save time and put more experiences in your life.    But people have run over people intentionally with cars!   You can do something bad with something that's good but it doesn't make the good thing bad - it just means that a person did a bad thing with it.   Steve: And the person did it, NOT the car, or the gold, or the object!   Myron: You know how you talk about the Capitalist Pig it really irritates people?    THIS MAY OFFEND YOUI'm gonna say something that really irritates people.   Steve: Yeah.    Myron: I'm not attempting intentionally to offend anybody (that's not my intention) but if they get offended…. they should probably grow up a little bit!    So the government talks about gun violence, right?    Steve: Yeah.   Myron: Oh, there's no such thing as gun violence.    I know, I just lost a bunch of people....but I lost the ones I wanted to lose.   Steve: Sure.   Myron: Okay?    There's no such thing as gun violence. I have a whole bunch of guns, not one of them is violent.   (I know I just lost a bunch of people… but I lost the ones I wanted to lose)   Steve: Me too. It's so funny, they're just sitting there and they never harmed anyone.      Myron: They don't do anything to anybody.   They just mind their own business!   In fact, they don't even mind their own business ...because they don't do anything.    They just sit there until I go to the range and I practice.    There's no such thing as gun violence, it's people violence and some of those people use guns.    Nobody talks about...   Steve: Car violence.   Myron: Car violence.    Nobody talks about fist violence.    It's stupid, it's like saying, "My stupid pencil failed that test."    *Your pencil didn't take the test*    Steve: I'm gonna use that one!    I wish I would have known that when I was in elementary school, hah.    “My pencil's broken!”   Myron: "My pencil...I can't believe this... What kind of pencil is this?!”   Steve: So we've gone through and said, “Okay, in order to get better at sales, you really need to embody…” Myron: You have to fall in love with it.   Steve: Sales are incredible.   Myron: You have to fall in love with it.   I love sales and salespeople.    Pray for salespeople every night when you go to bed. Thank God for them every morning when you wake up.    Stop being, "I can't believe that person tried to sell me something."    When somebody tries to sell something to you, get excited about it and watch their process and see what you can learn.   Instead of , "I can't stand these stupid infomercials. I can't stand these stupid commercials….”    I like infomercials… I really love them!    Steve: Me too! I watch them for fun.    Myron: Goodness, they're so entertaining!   I'm like, "Ooh, that is such a great idea!"    Steve: Oh man! So we’re saying …   THE STRUGGLE IS NOT REAL!   Number one: You can't even learn any of the skills or real tactics that you teach if you can't even accept the fact that…    Sales ARE good.   That money IS good.   Myron: Absolutely, absolutely!    And that you are doing good in the world when you sell things to people.    Do you understand that people only buy something because they value the thing they're buying more than they value the money?    It's kind of amazing when you think about it.   Steve: Yeah, money is GOOD. Sales are GOOD.    I'm writing down some of the notes here...    What else would somebody need to do?    I mean these are all major foundational pieces before you even get into tactics…   (or even things that you'll be speaking at OfferMind about)   So what else can somebody do to just increase their sales?    They're like, "Hey, I've got those things, I know sales are GOOD. I know money is GOOD."    What would be the next step?    Myron:    Realize that the struggle is not real, it's imagined.    “But sales are SO hard!”    No, no, no, no, that's just a story you tell yourself.    Sales are NOT hard, you're just NOT good at it.    I love what Jim Rohn said his mentor told him.    He said, "Mr. Rohn, Mr. Rohn. Don't wish it were easier. Wish you were better."   Steve: Ohhhhh...there's some zing on that!   Myron: That's juicy, ain't it?    Steve: It's a little sting, there. A little spicy.   Myron: Yeah, he was like, "Sales is hard."    No, no, no, no. It ain't the problem.    Sales are not hard. Sales are really, really easy! You just don't know how to do it.    Jim Rohn said his mentor, Mr. Earl Shoaff asked him, “So how much money do you make?"    He said, “Well, I don't make that much. I'm broke.”    His mentor said, “How is it that you, being 26 years old and a healthy American male...and you're broke?”    He said, “Well, I can't help it. This is the job I have. This is all they pay.”   His mentor said, “Well, now Mr. Rohn that's not true. Let me ask you a question. Are there people who work for your company that get paid more than you get paid?"    He said, "Yes."    His mentor said, "Well then, that's not all they pay. That's just all they pay YOU."   And I said, "That is so good!"   Steve: I totally I can hear his voice as you say that. You do it well!   Myron: That's all they pay *YOU*    So what we have to realize is…    Mr. Rohn said, "It's too expensive."    "No, Mr. Rohn. The problem is not that it's too expensive. The problem is that you can't afford it."    We always wanna blame it on something outside of ourselves.    We always wanna relieve ourselves from the responsibility to do the thing, but the reality is... the reality is that sales ISN’T hard…   “…I just haven't learned how to do it yet!”   I'm gonna tell you something, Steve.    I have NOT always been good at sales.    When I got started in sales in 1985 selling insurance and investments through a company called AL Williams, I was not even good enough to be bad yet.    I was so bad, I was worse than bad!    I got started in October of 1985 and I did not make my first sale until April of 1987.    I was working and doing presentations... and I was woefully awful.    See, here's what happens.    Most people are not willing to be bad long enough to get good.   I was making offers and doing presentations from October of 1985 to April of 1987.    (By the way, if you're counting that's 18 months before I made a single, solitary sale.)   Shortly after I made that first sale, I became the top salesperson in our office month after month after month after month.    Some of you will say, "Well, Myron. How did you do that? What was it that changed for you, that took you from not being able to make the sale, to being the top salesperson in your office?"    *EASY*    I ran out of all the ways that wouldn't work.   Steve: Mat time!   Myron: The only thing I had left? The ways that it WOULD work.    It's so amazing, Steve.    People resist the only activity that can help them get better at the thing they are desiring to do.   They'll create all kinds of creative avoidance around not doing the one thing, i.e.,    Making offers   Doing presentations.   DON’T HIDE   I'm gonna tell you something, I've got a young lady who's in one of my high-end coaching programs.    Her name's Eileen, I think you met her.    This particular coaching program is $40,000 and they have to put at least half down and then they get on weekly bank drafts, right?    So she's like, "Myron, I really wanna get in this and I don't have the money. I don't know what to do."    First of all, she came to me and she didn't hide from me.    She came to me and said, "I don't have the money. I don't know what to do. What should I do?"    I'm like, "This person's gonna be awesome."    … because when they didn't have the answer, they knew there was an answer…   ... and so they ASKED for the answer instead of avoiding the place where they could get the answer.   Steve: Yes. I'm a student of exceptions.    If you don't have the means, or you don't have whatever...    JUST FIND ANOTHER WAY.    It doesn't mean that you're blocked!   You keep moving!   Myron: Yeah, exactly.   Here's what I told her:    "Eileen, you already have a $4000 offer. Raise the price to six and make more offers.    In fact, take the people who are in your current database right now and give them a date at which you're gonna raise your price to $6000 and give them an opportunity to get it now for only $4000.    Raise your prices."    I said, "Then the second thing you wanna do, raise your prices and make more offers."    Now, here's what make more offers means to me: *Collapsed timeframe*.    Take the number of offers you would do in the next year and do that in the next month!   Take the number of offers you'd do in the next month and do that in the next week!   Take the number of offers you'd do in the next seven days and do that many offers today!    You will have the money in less than 30 days.    She called me a week later, "Myron, I have the money."   Steve: That's SO cool.   Myron: It’s something as simple as “make more offers”.    I can tell you story after story. That's not unusual, but it is unusual to find people who are willing...   To make an offer!    Adjust the offer and then make that offer to another person when somebody says no to their offer   Make that offer just the way it is to 10 more people just to see if the problem is the offer... OR if it’s just the way they're offering it.   Steve: Right, right.   Myron:    Most people won't allow themselves to stay in the game long enough to figure out how to win the game.   Steve: You know, it's funny. I went back and I recounted how many tries it took me... and it was 33 failures over six years!    It was painful...   Myron: Well, why didn't you quit?    Steve: Right? Yeah, I know.    Someone was like, "Why did you think you could keep going like that?"    I was like…   I realized that failure is largely made up. You just learn. Everything is progression. It's not win-lose, it's just progression.   Man, I had a lot of garbage in my own head around the beliefs in money that I had to overcome.   Myron: Absolutely.   Steve: Before I could even sell what I was making in the first place.   ALL WORK *WORKS*   Myron: Absolutely.    What's really interesting that a lot of people don't realize?    They'll say, "But Steve, it's not working! But Myron, it's not working!"    I say, "Okay, first of all, let me help you understand something. All work WORKS."   Steve: I'm gonna put that on my ceiling!   Myron: All work works. There's no such thing as, "I did that thing, and it didn't work."    Oh, it worked.    "No, no, but I made the offer and nobody bought."    It still worked.    "Well, if I made the offer and nobody bought, how can you say it worked?"    See, work is a two-sided coin.    Q: What are the two sides of the coin?    There's the work I do on it    There's work it does on me.    When the work I do on it doesn't do what I thought it would do...then the work it does on me ALWAYS does what it's supposed to do!   I know all work works.    So when I'm working on something that seems like it's NOT working, it's still working on me.    It's so interesting, we were talking about how you had six years... six years you tried all these different things and none of them "worked."    You had six years of failure, about 30-some odd failures but here's what we as human beings fail to realize.    Repetitive use of a limited ability will always produce an increased capacity.    What do I mean?    If I wanna get in shape and started doing push-ups, and I wanna do 30 push-ups, but I can only do five, here's what happens initially after I do five.    The next day I can only do three, right?    Because push-ups, in the beginning, don't make you stronger at first, they make you weaker because of fatigue.    So people think when they become fatigued from the activity that they wanna get good at, they think that means it's NOT working.    But you have to do it over and over again.    Repetitive use of a limited ability will ALWAYS produce an increased capacity.    Unless you do the activity repetitively, it cannot increase your capacity to do that thing.    Eventually, if you do five push-ups today, and three tomorrow, and then five the next day, and then three the next day, and five the next day... all of a sudden, you get down one time and then it’s 21.    Where did that come from?    Repetitive use of a limited ability will ALWAYS produce an increased capacity.    Over that year and a half when I was making presentations and nobody bought, what I didn't realize I was learning two very valuable lessons.    I was learning how to NOT work for money.    I was learning how to hone my message and how to adjust my approach and then go back and do it again.   And that's what I mean when I say I literally became the top seller.    Went from a year and a half no sales...to making a sale...to top salesperson.    “How did you do that?”    I ran out of all the ways that wouldn't work. The only thing I had left were ways that would work.   Steve: I totally get it.    It's kind of the same thing for me... after a while, I was like, "I don't know how else to be bad, or make it not produce cash.”   Myron: Exactly.   Steve: So just so everyone else can see, I've taken so many notes that I even turned the page…   ….now I'm going down this side of the page with notes!   I have so many notes and what's funny is that I've listened to you speak so many times...    Every time I hear you speak, more and more comes out!    I have a greater understanding of why I behave the way I do.    Not just, "How do I sell more?"    It's, "How do I actually behave better?"    It's really fascinating and I want to thank you for that.   Myron: Absolutely, my pleasure bro.   Steve: So you're gonna be teaching a lot of stuff at OfferMind and you're gonna come speak...   Myron: Yes.   Steve: And at the point where you're gonna come speak, people should have a great idea of what their offer actually is.    The core offer, what they should be doing.    Horse blinders on about everything else and just hyper-focused on that one core offer…which is what I'll be doing on the first day.    But you're gonna come in and teach them how to offer the offer.   Myron: How to offer the offer in a way that people expect it.    So many people make the mistake of thinking that the offer is their person.    What do I mean by that?    What they'll do is say, "Well you'll get so many hours of my time."    I say, "How many hours of your time?”    What I want less than hours of your time is for you to have hours of my time!   Steve: Right.   Myron: Okay? So they'll sell their person.    They'll sell their pieces, "Well, this has got five books, 17 videos and 47 audios."    Well, nobody cares about the pieces.   Steve: No, I don't want that.   Myron: Nobody cares about the pieces.    They'll sell their process.    It's fine to teach people the process after they've taken advantage of your offer, but don't sell them the process!    If you sell them the process then they're not gonna buy it.    I'm gonna teach you how to offer the offer...    Q: ...and so how do you offer the offer?    When you're selling to somebody you don’t sell them the process, you only sell them the payoff.    You don't sell them your person, you don't sell them the pieces, you don't sell them the process.    Q: What do you sell them?    You sell them the payoff and you use a concept that I call Emotional Cooperation.    After you use Emotional Cooperation… (and I'll teach you what that means when I get there - at OfferMind…)    ...then you use what I call Logical Justification.    When you combine Emotional Cooperation with Logical Justification, you become what I call a Psychological Artist.    You can hang pictures in people's minds for them to refer to that help them see your offer in a more favorable light. OFFERMIND???Steve: That is powerful stuff and I’m taking notes like CRAZY.    If anyone's watching or listening to this now, and they're like, "Will OfferMind be worth it?"    ...first of all, if you're NOT convinced by now… I don't know what to tell you!    What would you say to somebody who's like, "You know what, I don't know if I should show up to OfferMind?"   Myron: What does that mean?    Steve: Right.   Myron: No, no, I know what you mean.    I'm like, "I don't know if I should show up for OfferMind?"    Some of the greatest marketing and sales minds in the world alive today are gonna be there teaching you how to get BETTER at creating offers, and offering those offers…   ...if you don't know if you should be there…? Perhaps we should come get your family and take them to safety!?!   It's that kind of deal.  THE TWO THINGS...One of my old mentors, Charlie "Tremendous" Jones... I love that man and he was so amazing.    He changed my life in so many ways.   Steve: Oh, I didn't know he was! Oh, that's cool. Wow.   Myron: Oh yeah, I knew Charlie.   Steve: Oh, that's amazing.   Myron: Yeah, I knew Charlie.   Steve: Cool.   Myron: He lived in the same town as me. I used to go visit him.   Steve: That's amazing.   Myron: Like, I would go hang out with him.    Charlie used to say:    Your life would be the same 10 years from now as it is today, except for two things, the books you read and the people you meet.   When he said, "The people you meet", he is talking about the people you associate with.    I have found that NOTHING in this world ... in this life...changes your life for the better like going to live events.    Live events are my vibe.    I get to meet people and interact with people.    If I had never gone to Funnel Hacking Live, I wouldn't even know you and we wouldn't even be having this conversation right now.   Steve: No, definitely not.   Myron: When you were at Funnel Hacking Live in San Diego, 2016 and I was at Funnel Hacking Live 2016... I don't even know if I remember meeting you.    Do you remember meeting me?    Steve: No.   Myron: Probably not. No.   Steve: No, no.   Myron: Probably not, right?    We were both there, just as attendees.     And now you're having your event, and I'm coming to speak at your event!   You learn from me, I learn from you.    We make each other's lives better and we help each other's students, it's like...    ...does it get any better than that?!    Steve: I don't know?!   Myron: You will meet joint venture partners and they can open doors for you that you can't open for yourself just by going to live events in general...    But OfferMind! Like really?!!    I mean where will an assembly (other than at Funnel Hacking Live) of this level of marketing and sales genius be converged in ONE place at the same time other than OfferMind?    If you're not there ...where else would you be?!    Steve: I don't know? I've asked the same question.    I'm like, “I don't know why you wouldn't show up to this, it's pretty ridiculous…”   Myron: Your life will change.    I love what JR Ridinger used to say, he is a guy who is the president of a network marketing company I used to be a part of.    He said, "You can change your life in two days."    How long is OfferMind? Two days or three days? Two days?    Steve: Two days.   Myron:    You can change your life in two days. You can get more accomplished in two days than you get accomplished in a whole year by being smart enough to get yourself to that next event. Steve: There’s something about it...   Myron:    It collapses timeframes   It gives you a synergy    It gives you a level of focus that you can't get...that's diffused when you're out here doing your own thing in the workaday world.    When you come into a space where there are that many people focused on sales, focused on marketing, focused on offer creation, dude, it changes everything.   Steve: Yeah.   Myron: Yeah, I'm speaking at OfferMind.    But I'm not just going to OfferMind 'cause I'm speaking, I'd be going to OfferMind if I wasn't speaking.   Steve: Yeah.   Myron: Let's not get it twisted, ladies and gentleman.    Steve needs to go to events, I need to go to events, Russell needs to go to events.    The teacher who has stopped learning has lost his right to teach.   Steve: Okay, amen.    I think about like wings on a plane.    I tell everyone, if you're being coached by someone who's not also being coached, stop listening to them!   They're not practicing the very thing they're teaching you.   Myron: Absolutely.   Steve: Get away from them.     Myron: Absolutely.   Steve: Oh man.   Myron: Don't get stuck like Chuck in a pick-up truck.   Steve: Well hey thanks so much for being on here, thanks for being in Sales Funnel Radio.   I'm just incredibly excited to have you on.   Myron: Me too.   Steve: Guys, go to OfferMind.com and grab your ticket.      By the time while I'm saying this right now, we're pretty much out of VIP seating -  stuff is filling up very quickly.    Go get your ticket and we'll see you September 2nd and 3rd!   You’ll get to listen to Mr. Myron Golden teach you how to offer the offer that I'm gonna teach you how to build on day one.   Myron: May I borrow one of your words?    Steve: Yes.   Myron: BOOM!   Steve: BOOM!   BOOM!    If you're just starting out you're probably studying a lot. That's good. You're probably geeking out on all the strategies, right? That's also good.   But the hardest part is figuring out what the market wants to buy and how you should sell it to them, right?    That's what I struggled with for a while until I learned the formula.    So I created a special Mastermind called an OfferMind to get you on track with the right offer, and more importantly the right sales script to get it off the ground and sell it.    Wanna come?    There are small groups on purpose, so I can answer your direct questions in person for two straight days.    You can hold your spot by going to OfferMind.com.    Again, that's OfferMind.com.

Over a half century of runaway fee-for-service. Seven years of Obamacare. Republican leaders - with inept efforts at reform. And now...a President who's biggest suggested solution is to sell health coverage across state lines "and it will bring premiums 60 and 70 percent.” Seriously...is that the BEST we can do? Can it truly be possible that our past and present leadership has failed, and is failing to properly lead us into a sustainable solution? Today we jump into reality and reason with renowned healthcare scholar and pedigreed economist Joe Antos of the American Enterprise Institute. Hop on the train to reason. Right here...on RED HOT HEALTHCARE. LET'S GO! In this episode, Dr. Steve jumps into a number of key issues on healthcare reform with noted healthcare economist and scholar Joe Antos on subjects including: The Conflict Between Healthcare BUSINESS vs. Consumer NEEDS The History of Fee-For-Service and Free Market Forces The Value of Healthcare Policy Literacy for Citizens and Major Media Costs vs. Pricing vs. Transparency Joe's Prescription for Reform Here's a valuable audio snippet from the show: DR. STEVE: "I find it interesting, from an outside-of-politics perspective, that President Trump said how it was going to be 'SO EASY TO GIVE PEOPLE GREAT HEALTHCARE...AT A TINY FRACTION OF THE PRICE'. He also told us that selling health insurance across state lines was going to be a big help in making care a lot cheaper. Most economists, and I think most people that have a sense of how health care operates and is priced, knows that this doesn't make much sense. However, the media bought it. The citizens bought it...and his supporters bought it. And we saw this also with Obamacare, four years ago. When Jonathan Gruber - the architect of Obamacare was caught commenting on 'THE STUPIDITY OF THE AMERICAN VOTER' toward helping President Obama pass the Affordable Care Act. It seems like to me that we as citizens, should have a greater responsibility to be more literate on healthcare policy. Certainly not to the degree of you [or other economists]. But because citizens and the media are not literate, it seems to be a dumming-down where we [as individual taxpayers and supporting consumers] are the unfortunate recipients." JOE ANTOS: "You never ask an easy question Steve...I have to hand it to you." DR. STEVE: [LAUGHING] JOE ANTOS: "So, there's a whole bunch of issues here that you're addressing. Part of it has to do with whether citizens should be more aware of what leaders in Washington are discussing, when working on health policy in Washington. And I would agree that it would be useful...the electorate should be more informed about everything. However, when you think about how the average person interacts with the health system, it's with their family doc. They get interacted ON. But in terms of being actively involved, those are the elites. They may not live in Washington, and it doesn't happen outside of Washington. Policy is not made in town halls, it's not something where the average person has a lot of leverage and interest. Policy is one thing. Interacting with your doctor is where it's at for people. They need better information about what their options are for providers, treatment, coverage, and cost. That's something that the average person could get behind, if they could get this information in a way they could understand. DR. STEVE: " On those points I agree. I probably would take some exception, and note that health care has become largely unaffordable. We may disagree on the statistics a little, but if we look at the number one issue with healthcare. It's not the quality, though it needs to be improved. It really seems to be the cost [to them]. You could be talking about the cost of drugs, most certainly the cost of healthcare coverage, and Obamacare has now made this more than clear. This leads me into a point that I've been wanting to ask you as an economist. I've been biting on the bit to ask you this..." LISTEN TO THE SHOW TO HEAR IT ALL!

by Steve On a hot summer night in Texas, a barefoot man chases a thief.