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Watch Me Answer Hundreds Of Customers Questions & Solve Their Problems LIVE!

Watch Me Answer Hundreds Of Customers Questions & Solve Their Problems LIVE!

Summary


Want to see behind the scenes of what it's like to be a Consulting Accelerator customer?

Check out this Q&A call recording where I answer hundreds of customers questions LIVE!

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Transcript / MP3

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All right. Can see a few people jumping on. Can you just confirm that video is working and audio is good? Hey Angie. Yep. All good. Awesome. We're good to go. So like always, let's just do some Q and A. I'm gonna hang on, I'm gonna jump on this call for two hours. So these go every Saturday from 3:00 PM til 5:00 PM. So if you've got any questions just write, "I've got a" ... Sorry. Just write what your question is in the chat box, and I'll read your question and then I'll answer it. So let's get started. Jarwood says, "I haven't got my first client yet. Should I stick to direct outreach and improving my message, or should I play around with Facebook posts and LinkedIn articles?" So you're gonna get clients from adding people as friends on Facebook, and when they're accepting you direct messaging them and starting a conversation that way. And also adding connections on LinkedIn, direct messaging them when they accept you, and starting conversations that way. I mean, that's how you're gonna get your first clients, and you should be doing that every day. You should be trying to add like 20 to 40 friends every day on Facebook. You should be trying to add like 20 to 30 connections on LinkedIn every day. You should be messaging people every day, grinding on it every day. And once a day you should just do a small, little post. But honestly, what's gonna move the needle more than a post is the messages. Messages are like the shots and the posts are kind of just like positioning tools. But the posts alone, they're not gonna move the needle. So keep doing the posts but focus on getting volume on the direct messages and the connections. So [Venita 00:02:43] says, "What if people are rude to you on the phone? What would you say if you feel they judge you for being asian?" Well I mean, it depends. Like it depends if it's real or imagined, right? So quite a lot of the time people think people are judging them because they've got their own insecurities. So you can't assume they're judging you. You have to know whether they are or not. So if they say something and they're rude, don't accept it and you can just hang up on them. Like I wouldn't bother. But be careful because you don't want to assume someone is doing it when they're not and then just blow it. So make sure it's factual. Sim says, "Hi Sam. Value-based pricing. How do we calculate this? Is it roughly 5-10% of revenue or should we find out more?" So value-based pricing ... I say that as a general rule, but sometimes we can't actually get math on this stuff. So for example, like [inaudible 00:03:50] helps people with porn addiction. There isn't really a financial amount to fixing porn addiction. And then someone like Britney Brown who does binge eating. There's not really a financial amount to binge eating. So it's a rule of thumb. You want to price based on value, and your price should always be less than what you're bringing them. And the more value that you bring for the lower the price, the better your offer is. So that's just a rule of thumb and a way of thinking about it, but don't get too caught up in the math, because sometimes we just can't do the math. Pricing, at the end of the day, there's no perfect way to do pricing scientifically and mathematically. It's just there to help. Jarwood says, "What is a forensic psychiatrist and why are you going to one?" It's just like a mindset coach, except a hardcore one. I watched a documentary of one of my favorite athletes, he's the best in the world at his thing, and in that documentary I noticed that he was seeing a psychiatrist and this guy really helped him get better. And so, I hunted down his psychiatrist and hired him because I knew if he made this guy best in the world at his thing, then he could help me with my thing. So that's why. Edward Tang says, "Hey Sam. Do you write your own copy and the emails you send out? If not, would there ever come a point you would hire a copywriter to do all of that for you?" So right now, I write all of the emails that get sent out. I do that. But right now I have let go of writing copy for ads and stuff. So I've got a team now that can write copy for ads. I still influence it a bit but I'd say 50/50 right now. 50% of it's done by me, or 50% is done by them. I quite like sending out the emails because it only takes me about 20 to 30 minutes, and it's good for the market to hear from me directly. But at the moment it's fine, but I mean, we may grow bigger. Yeah, I'll probably hire more people to help with copy. So Arthur Norwood says, "At the start, is it okay to test two niches at once? Or would you recommend focusing on one niche at a time? My first niche choice seems to have low competition, but there is a lot I don't know about their industry. My second niche choice has a lot of competition but I'm already in it." You've got to just think about it like this. You're always gonna make more progress really doing one thing than two things. So you want to just think, gun to your head, which one would you choose if you had to choose? If the consequences were you have to choose one niche, you get one chance, and the one you go into if you don't get a client and if you fail, you die. You're gonna make a good decision when the stakes are high. So whatever that one is, go into that, commit everything to that, and if it's wrong later on, then fine. Change. Like Jeff Bezos has this principle at Amazon for all of the managers and staff, and it's disagree and commit. That's one of their principles because a lot of the time with a team and everything, they can't all agree on something. But when they all can't agree on something that means that nothing's being done. So in that instance, what Bezos says is just disagree and commit. So it doesn't matter if you disagree entirely, if you think this idea's dumb. If someone really thinks it's good and the managers are willing to bet on it, you've just got to disagree and commit, because what happens when you disagree and commit is that you get to try something right away, and if it fails you can try the other thing anyway. But most people are still trying to find ... They're still all trying to agree and they're all trying to come up with the perfect thing and they haven't even acted by the time Bezos has tried both and found the one that works and he's away. So just that's what I would do. And guys, I can see the questions that are flying through today, so if I miss your question then just ask it again because these things are screaming through. I've already missed out a bunch. So Maureen says, "When did you decide to switch to the JIT webinar, sell on the webinar, verse the fragmentation funnel and a phone call?" Well, you want to move from the VSL funnel, or the fragmentation funnel, to a webinar funnel as soon as it's exhausted. You can't possibly do any more strategy sessions, but you're generating so many strategy sessions that your calendar is booked and you can't ... You're maxed out. At that point you want to move to a JRT webinar funnel, and if you get to that point, go and check out week seven. An Accelerator in week seven I talk about going to the next level, and that's Up-level consulting. And Up-level is where I teach the webinar funnels, the JIT. I teach infusion soft automation. I teach Facebook ads on a whole nother level. And that's basically where we cover how to really grow a seven-figure online course business, compared to a done-for-you, one-on-one consulting business. Accelerate is about done-for-you and one-on-one. Up-level is about online courses and automation and making seven figures and everything. And Quantum's about eight figures, and just full domination. So go check out week seven if you're interested in that. So Darren says, "I'm researching the corporate training market in order to provide [inaudible 00:10:10], but I'm struggling to find out who their clients are. I think it is either HR managers, training officers, or executives. Would you just contact them to find out, and if so, how would you approach them?" Researching the corporate training market in order to provide [inaudible 00:10:24] but I'm struggling with ... Yeah, you just talk to them. Like they have the answer and they'll tell it to you in plain english, so there's no point trying to guess and trying to find out indirectly. Just go get it. Go get the answer. So [inaudible 00:10:38] says, "Sam, how do I improve my message? I help high performers overcome burnout without the stress. I know that my niche suffers from stress and anxiety, lack of focus, time management and money. How do I condense all of this into one concise value proposition?" I would just say, "I help high performers overcome burnout and dominate their game," or something like that. You don't need to say, "without the stress," because, I mean, if you've got burnout, you're stressed. So it doesn't really fit. Katie McIntyre says, "What books are you reading this week?" I was just reading The Goal. It's just called, "The Goal." If you search on Amazon, you can find it. Joshua Westover says, "Hey Sam. I've been listening back to my call recordings and want to sound less robotic on the phone. Do you recommend memorizing parts of the script or any particular style of speaking to prospects?" Yeah, that's practice. With practice you can start to say the script without it sounding like you're saying a script. You can change things around. So it's practice, dude. Just practice, practice, practice. Every time you do it again, you'll get better. Susan Perry says, "Is this a well-worded niche? I help leaders understand how to bring out the best in people in order to create highly effective, high performance teams." Why? Because none of this is talking about a result. Like leaders bring out the best in people in order to create highly effective, high performing teams. We're not talking about like ... We're all talking about means but no ends. There's no point in having a means unless we're striving for an end. And you've just talked about five different means without any end. So they sound like nice to haves and airy fairy things because they're not tied to a concrete result. I would try and figure out what is the thing that everyone in that niche wants, and word your messaging around that. Rob Bailey says, "Which La Croix flavors give you optimal performance?" I would probably say a pamplemousse. That's a staple. Everyone's gotta have a pamplemousse collection, and then probably a few exotics. Exotics are the ones that come in these tall, skinny bottles. It's good to mix the normal ones with the exotics, because sometimes you get a little bit sick of the exotics, you go back to the other ones, and you just work between them. The key is to consume lots. So I have about 15 a day. Edwin Tang says, "Sam, what is your mindset behind over-delivering so much to this group with constant updates to the Accelerator course, in addition to weekly Q and A's? Especially when you're not charging us any additional monthly fees." Well I just want to provide the most value possible for the lowest price possible. So that's what I want to do because if I do that then people start talking. Like people are like, "Sam's course is better than ones we paid 70-grand for and it's 2-grand." And so, I want people to start saying things like that and I want them to tell other people, and I want it to be the best value in the world. And I want to just keep improving on it. Because if I do that, I make more money anyway. Business isn't just about trying to extract money from your customers. If you try and do that, you'll make money in the short-term ... You'll beat me in the short-term if that's the game you play. You'll make more money than me this year, and you'll probably make more money than me next year. But in 10 years, I will decimate you. So [inaudible 00:14:53] says, "How do you protect your course from getting leaked, and what steps can you take when you do see that it's out there? Particularly when the person who posts the content has their info hidden on who is." Yeah, dude. You need to hire somebody who's like your permanent watchdog. I've got a dude who's ... I call him, "The enforcer." I don't let out his real name because I don't want anyone to know what his real name is. But if anyone sees anything and reports it to us, we give it to our enforcer and our enforcer is googling things and watching things every day. And we've also got honeypots. So what the honeypots are is we bait the people in to us. So we ask them if they've got our course, and we buy it and then we get inside their inner workings of their business and then we find out through buying their stuff who the top person is, and then we sue him. And then we ruin them. And we freeze their assets, their PayPal accounts, and everything. You've just got to infiltrate their systems and smoke them out. And it's not a good use of your time, so you've got to give that job to someone else. So it sounds like you need a part-time enforcer to go and screw these people over. And when you do it enough, honestly, what happens is people get scared and they stop doing it. So now we message some people and we're like, "Hey, do you have this guy's course?" My course. And they're like, "Nah, no way man. He's too ruthless on punishing people. We're not selling that." And once you can create that perception, then you're good. Patricia says, "How does this sound? I help stakeholders to get an action plan in a day." Way too broad. Way too broad. So Lach says, "Sam, how do you protect your downside and personal life? Especially with people vying for your attention?" Dude, I don't know what that means. What does that mean? [inaudible 00:17:09] says, "Hi Sam. Can I please get your thoughts on the niche and the wording for my chosen niche? I help professionals working with people in the finance sector to finally free themselves from a job they hate to making big money doing what they love. But I'm not sure about the industry. Do I need to choose an industry? Are my pain points correct? Could I get your pulse on my niche? This has been my [inaudible 00:17:38] for the last few years. I've done a lot of interviews but no specifically for this industry. I am from the IT support and hate my job. Would you say I stick to an industry I know?" Yeah. So you're guessing what their needs are, and you're not them so your guess is inaccurate. And then you're asking me for my opinion on a niche that I'm not in. So if I say anything it's gonna be just as inaccurate as yours. So both of us trying to think about what life's like for them is a pointless pursuit. The only one who knows about them is them. So we either need to go direct to them and talk, or you have a better understanding of what you're doing. So you have an IT job and you hate it, so you're in a good position to understand IT professionals and how they could quit their jobs and start their own business. So I would start closer to home. I would start with what you do, because you know what you do so you can try and scratch your own itch. But also, you're gonna know people who do what you do, so you can talk to them too. But stop trying to guess what life's like for these people, because you don't know and neither do I. So Liz says, "Hey Sam. I am an INFJ and struggling. I have a lot of fear of rejection and criticism. I am on week four and realizing that I can work 10 hours a day on consuming information, but I'm such an introvert that reaching out is terrifying. Yet I am 40-grand in debt, mostly from trying to make money online, and living with a narcissistic mother and a pothead brother. Why isn't this enough pain to make me move forward? It gets worse. I'm 40 years old." Well at least you know, and honestly? It's never easy to start it. It doesn't matter how much the pain gets or anything. I mean, it's never easy. You just have to do it. I always use that example, it's like diving into a cold swimming pool. So you know what it's like. You're standing on the edge of a freezing cold pool, and the more you think about it and the more you procrastinate about getting in, the worse it gets and the less likely you are to get in. But if you just jump, it's cold for a second and then you're good. So you just need to jump. Stop learning stuff. You just need to act. you need to do something, and you just need to do it because you just need to rationalize it yourself. It's like, you can continue to have the life you've got, or you can act, go through a little bit of pain. It'll be fun once you go through it. And then have whatever you want and change anything you want. It's that simple. You just need to do it. Chris says, "Hey Sam. Here's what I'm looking to do for my niche. Help schools here in America leverage digital marketing and social media to increase enrollment numbers and increase overall affinity of parent-student stakeholders, etc. Does that make sense to you? When I talked to my principal friends they seemed somewhat confused, but I have to explain in more detail." Yeah, it sounds like with this we haven't started from a problem. So you're talking about something you think that these people should have, but you haven't anchored it to a problem. All solutions should derive from problems. So you have a problem first, and then you solve it and then you have your solution, right? You don't have a solution and then attach it to a problem. So you need to start with the problem, and that's why the principals don't understand it, because you're just going to them talking about a solution but they're like, "Why do we need this? Where did this come from? I don't understand this." You need to go to them and ask about the problems without any pre-conceived ideas about what you think the solutions may be, or should be. You just need to understand problems. Joshua Westover says, "Hey Sam. Do you think traveling is a good investment to make as soon as you can?" Up to you, man. It depends. I never did the whole traveling thing because I don't really like traveling that much. I mean, I go on holidays. I go on about 4 a year, every 90 days, and we go overseas and I've been around the world to different spots. But I don't have a real burning desire to go and travel all over the place. One thing I can tell you, though, is that if you're constantly traveling it is so hard to work. That whole lifestyle of constantly being moving around and doing all of that, no one who's lived that lifestyle has ever started a really, really impressive business. Because business is all about controlling variables. The more variables you have moving, the less efficient you are. But the more you have fixed, the more efficient you are. So wearing the same clothes every day, really good idea. That removes all the decision fatigue about what you're gonna wear. Sticking to one currency, really good idea. One time zone, good idea. And then sticking to one location, good idea. So in my company, even though we sell into all these different countries all around the world, if we mention a time it's in eastern time. We don't understand any other time. We just talk in eastern. It's always US dollars. And I just wear the same clothes. And we've got one company and then we've got ... We now have three products, but we used to just focus on one. If you're traveling all the time, you're constantly throwing new stuff into this and you can't get into a really good groove. When you fix your location, you can really get efficient because you understand everything. And when you're traveling the time zones are moving, your sleep cycles all over the place, you can't keep your diet consistent, exercise consistent, because you need to find where the new gym is, you need to find new places to get food. I mean, it's insane. It's so hard to do. It must make you like 300% less efficient. So Danny says, "Hi Sam. I've chosen the overcoming drug addiction niche because it's the biggest thing I have overcome and I want to show people how I did it and how they can do it too. Where do you think would be the best place to do my research for this niche, and how should I find the people and reach out to them?" So I think that's a great niche. I mean, I can tell you that would be a problem because that's probably one of the biggest problems there is. And there's definitely pain and people would definitely be willing to pay money for it, and if you've done it that's a very good story to tell. And it's proof that you know what you're talking about. and where do you think would be the best place to do my research for this niche? And how should I find the people and reach out to them? So two places. One is think about you back when you got started, and two is I would think ... I mean, I would look at the people who ... Think about the places where these people hang out. Your market isn't going to be the people who are ... Your market is gonna be people who are addicted, but want to fix it and are willing to invest to fix it. So you want to be talking to those people. You don't want to get confused and you don't want to get mixed messages by talking to the people who have no interest in fixing it and the last thing they'd ever do is spend money to try and fix it, right? So you need to find that segment of the market and talk to them. That's how you'll best understand them. I think those alcoholics anonymous things and ... Those are probably great places because those people have actually quit or they're really desperately trying to. So they're right on that cusp of being a great segment to talk to, because some of them have and some of them haven't, and some of them are kind of between have and haven't. But they're right there on that forefront of that problem. Melvin says, "I don't have a funnel or a value video, but I have a customer. My niche is lawyers." Cool. Good work. So Lach says, "Follow up. If there are four opportunities in front of you, how do you determine which are worth focusing on and which ones to discard? Especially in regards to people." I don't really know. The last people, especially in regards to people, I mean, why don't you just ask me the problem that you're facing and stop talking in abstractions and talk in realities. Because it's hard for me to decipher what you're actually trying to ask. Hold on one second. So Jared says, "Do you operate from a why, or do you operate from who you've become? Is the why relevant to the letter? Just curious of your thoughts." Yeah, I mean, my why is just getting better. Just getting as good as I possibly can. And I like to do things that haven't been done. So i like to try and climb mountains that haven't been climbed before, kind of like an explorer, and I like to get better myself in every way, shape, and form. So health, fitness, sleep, diet, business, and everything. And there's no end state in mind. It's infinite. So I'll never be done. And it just keeps going. So Alan says, "Sam, why did you switch from Unbounce from click funnels?" Sure. So click funnels. Well, first of all, it's faster. So page load time is faster. That's an important thing for pay-per-click advertising. Number two is, with click funnels, the images don't pixelate. In Unbounce, when you put the images in it, it compresses them and they get pixelated. And also, I find it way easier to build nice looking pages and click funnels than in Unbounce because of how it has its grid system and all of that. And I think it's also easier to make mobile-responsive things in click funnels, and click funnels has funnels where you can go ... Like every step and then within a funnel. Unbounce is just landing pages and then you have to make it into a funnel. So there's actually quite a lot of reasons why. But also another huge reason why is because with click funnels, I can give all of my students a link to click and it puts the funnel into their click funnels, which is huge. With Unbounce, they don't have anything like that. I can't do that. So not only do I think it's a better product, I personally use it myself instead of Unbounce. So if we just remove everything else, I would personally use it over Unbounce anyway. And then when teaching it, it's easier to teach in click funnels too. Justin Atkins says, "How do you break being comfortable? Like I need fire underneath my feet. When I bought your course I was unemployed and was so close to getting a client. Now I'm unemployed, make 100-grand a year from work from home, 3 to 5 days from home, but I struggle to get up at 4:30 AM every morning. What would you suggest? It's like I need a gun to my head or something." Yeah, so waking up at 4:30, if you can't do that it doesn't mean that you're not hungry, because you might legitimately need the sleep, right? It depends. I find that I need eight hours of sleep otherwise I just fall off the rails, and most people are like that. Most people, if they think they don't need much sleep, they're really delusional. They do but they've got an illusion that they don't. And I know that one well because I used to do that for a long time. And so, be careful with that one, because you might need the sleep. But in terms of, if you're not talking just about the sleep, if you're talking about actually like being hungry in the day, then you need to do something challenging that excites you. You need to think, you need to imagine a new vision of what you're trying to build, right? So back when I was in New Zealand and I got complacent, I was making 200-grand a month or something with my business, and I was complacent. So I started thinking out into the future, what do I want to build? And so I started looking at apartments. I found this apartment over here in New York. And so I thought, "All right. I could move there." I looked at how much it cost and all of that. And then I thought, "All right, well, if I had my business set up over there, what would I want to achieve?" And I thought, "Oh, if I could make 300-grand a month US dollars and work from that apartment and live there and everything, that would be huge. And then I started thinking, "What would need to happen for me to do that?" And I was like, "I'd have to be on the phone all day. I'd be sitting on that desk and I'd just be taking calls all day. Strategy sessions. I'd have to turn it into a machine. I'd have to be productive. I'd probably have to give up alcohol. I'd probably have to work way harder, and I'd probably have to live really master ads and the numbers and the metrics of things." And I just painted a picture in my mind of what that scene looked like, and what I would need to do to get there. And then I was hungry again. I was like, "Yeah, I want to go for that." And so I decided to start taking the action steps to get there, which were things like selling everything I had back home, trying to get this apartment, trying to secure it and everything, and then looking at shipping stuff over here and looking at moving our cat over here, and then looking at setting up a company over here and what was required in terms of having a visa and all of that, flights. And then really working hard to make sure I started making more money so I could afford all of this stuff. I find whenever you get comfortable it's because you've arrived at that image that's in your mind, and you haven't dreamed out into the future and pictured a new one. Because once you have that new image out in front of you, then you're so hungry to get there that that's what lights a fire in me. And every time you get to that new one, you gotta think out again like another one and think out again another one. I'll give you another example. Once I moved to New York and set all of this stuff up and then got to 300-grand a month, that was about 1 year after I had first moved here. Was it one year? Yeah, almost. Yeah. And then I started thinking of what would be next, and then I started thinking about instead of just selling over the phone, like having a two-K product like Accelerator, which we could sell a lot of. And then we started scaling that up. And then once we got to like 18-million a year with that, I thought, "What's the next thing?" And I was like, "Consulting.com." I want to create a brand and I want to get an office and I want to have a team and I want to create a culture, and then I want to screw using [inaudible 00:34:34]. I want to make the best program experience out there. So I was like, "I'm gonna need developers. I'm gonna need to build this thing." And then I was like, "This time around, I'm gonna get a graphic design or branding agency to do the brand so that it looks better this time." And I was like, "I'm just gonna lift the standards up and I'm gonna build this thing." And that's what I did, and then now what I'm trying to do is I'm trying to get to $100 million a year with consulting.com, and with only 3 products. So Accelerator, Up-level, quantum. We want to get to 100-million in sales per year. And I think we can do that definitely within the next three, hopefully within the next two. And if we can do that, then the company will be worth one billion dollars, and if I can do that, then I can list it on the NASDAQ and liquidate quite a lot of that equity so that then I can go after my next thing. But I'm not gonna tell you what my next thing is yet. I'll tell you when I get to a billion. But that's what makes me hungry. It's constantly thinking out ahead and trying to get there. I guess, with you, if you're not hungry right now then you have ... You probably don't have a mental picture of what the next thing is that you want to get. Patricia says, "Okay, I get it. I get stakeholders and digital IT agencies to an operational action play in a day. Basically instead of a 300-page deck in 8 hours, working with digital and IT stakeholders, they have a quantitatively prioritized plan. Better?" No. We need to just talk in very simple terms. I can tell we're not talking in simple terms here because the word stakeholders is there, and the only time I've ever heard that word is at a steak house or at university. And I know you're not talking about the steak house one. You're talking about the word that they used at university. So we're talking academically. I've never heard a real business person use that word. We want to use real words. So for example, I help developers find a job in 30 days at the top of the market, or something. That's now talking in more real terms. You need to find out who you're talking about. Don't use words like stakeholders. And then you need to find out what their problem is, and what the result they want to achieve is. And forget about these other abstract terms. Like a 300-page deck. The last time I heard about a deck was at Vodafone, my corporate job. And that wasn't good. That company's pretty much been sinking ever since because they all got so bureaucratic and court and process. Remember, it's not about the process. It's about the results. Always keep your eyes on the results. Processes are simply a means to an end. The end is the most important thing. Alan says, "Sam, how does one stay hungry to get to the next level of success? Because the mind moves to pleasure and comfort naturally." Yeah, well, what I just said. My answer to that other dude. It's the same answer to you. You need to think of something more. So Florie says, "Hi Sam. I've been running a tutoring service for 12 years. I see lots of young people disorientated regarding what to do with themselves in the future. I help parents and students navigate the education system to decide on the most suitable career and find the pathway to reach it." Yeah, I mean, this could be good. But also, you want to be very careful that you never force this kind of thing upon a person, because no one knows what someone should do. Only they do. That's why with this training I provide lots of specifics, but I leave the niche piece out because I really want people to find their thing. Because once they find that, then it just explodes. And so I would really help people find what's within them instead of ... And I would forget about the education system, because if you're trying to just find something that they're interested in that fits within the education system, then that isn't really what they want. Forget about the education system. Forget about a career. Just really try and find that thing. Because once you find that thing, the other things will just happen and you don't need an education system or a career. That's a huge thing. There isn't enough of that in the world. Self-discovery is huge. That's a lot of what we do in consulting Accelerator is we push people on a journey of self-discovery and we force them to really look within themselves and find what they're passionate about, and then we give them a blueprint on how to execute it all. So you're helping someone with that self-discovery stuff in the early stages, which is cool. Chris says, "Thanks." Florie. "What do you think that offer sounds like?" I don't know. I forgot what the offer was. Try and put it in one comment because all of these things just keep flying past. Todd Barrack says, "Huge a-ha moment." No problem, Todd. [inaudible 00:40:48] says, "Sam, what's your opinion on working with luxury travel agencies and advisors? I only know military travel and computers, but I enjoy traveling." I try not to have opinions on things I don't know anything about. So I don't have one, and if I did it would most likely be wrong so there's no point in me even trying to form one. Just go and talk to them. That's what you need to do. Don't try and form opinions. Try and find facts. That's the most powerful thing you can do. Who are the best traders? The best stock traders in the world, the best hedge fund managers, the best businessmen in the world. They forget about opinions and they find facts. So they're the ones who read the letters to shareholders. They're the ones who try the product out and they're the ones who actually go and find the facts and then they forget about what the market opinions are and then they invest on things and make decisions based on that. So when it comes to starting your own business, forget about my opinion. Forget about everyone else's. Even forget about your own. Just go and find out what really is going on. What are the facts? Don't guess. Know. Joshua says, "It is important and necessary to let the prospect know we're recording the strategy session." Yeah, this is tricky one because, I mean, I don't know what the law is specifically, but if you're using the calls for anything ... If you're ever letting anyone else listen to them or even someone else within your company or whatever or you're putting them on the internet or something, then yeah you need to tell the person that you're recording it. The problem with that is, is that it's gonna screw your entire strategy session. Someone's gonna be like, "What the fuck? This is being recorded?" It's gonna weird them out and it's probably gonna not work. So what most people do is they record it but they don't put it on the internet. They don't use it for anything else other than themselves. And that's what most people do. I'm not telling you that's what you should do because I don't know if that's legal. But that's what most people do and that's what I've observed most people do. Yeah. Just be careful with the information, because as soon as that gets shared then now we're looking at privacy things. So Joshua says. Yeah that was your question. Florie says, "How does that offer sound and do I address it to the students themselves or to the parents or both? As finding a career is a problem for both, some parents are more concerned than the children regarding their career choice." This is a good question, and I don't know. But you'd have to go and find out. It depends how young these children are, right? Because if they're below a certain age then most likely the people who are gonna go looking are gonna be the parents and the people who are gonna make the buying decision are gonna be the parents. So in that case, you market to the parents. But you're trying to solve the problem for the child. But that's all I can really say without you going and investigating. You'd have to go and look. Talk to parents. Talk to students. See what's going on. I know that this is a big niche because self-discovery is probably the most important thing in the world. Gone are the days where there's only doctors, lawyers, accountants, and people just go to school and then do that crap. Those are the lowest paid people these days. People who find unique new things, they're the people who really soar and have the most fun. And really trying to help people find those things, it's a big thing to do. So [inaudible 00:45:27] says, "Hey Sam. I saw an interview you did with Connor. He said he makes 400-grand a month. Can you please explain how he does that much per month? What does he do and how does he find that to generate that much money?" Yeah, so it's kind of biased because a lot of that money ... I didn't really know before the interview, but most of that money actually just comes from selling products on the internet. But e-commerce numbers are always inflated because you can start selling a product and most of that money is actually hard costs in the product and in shipping and all of that, and there's only a tiny bit of profit in there. And so the numbers get really big really fast, but the profit's only tiny. And so, really, if we're talking about consulting money, I think he's only really making about 80, 90-thousand a month. That would be more accurate. And how he makes that much is by ... He runs ads and he sells consulting packages like for seven-grand, really help someone with their store. So if he sells a package for 7-grand, he only needs to sell 10 of them and a lot of that's gonna come from just experience. Really knowing what you're doing. It's like this month we're making like 90-grand, almost 100-grand each day. How am I making that much? A lot of it's experience because I really know what I'm doing and people want to know what that is. And so the same would be true for Connor, and when you get really good at your thing the same will be true for you. A lot of it's just sticking to something and obsessing over it and getting really bloody good that people can't even ignore it. They just have to learn. Jonathan Mitchell says, "Hi Sam. Following your advice I'm continually iterating our sales and marketing message. I would appreciate your feedback on this. We help college-bound students boost their SAT scores by 250 points, or 5 act points, standard admission into their top college picks and receiving a [inaudible 00:47:49] scholarship by following a time-proven 8-step ..." Dude, way too many words. What is the main thing they want? We're talking about here boosting SAT points, ACT points, admission into top colleges, picks, and merit scholarships. I mean, the message would be a lot clearer if it was like, "We help students get into top colleges quickly," or in 40 days, or something like that. And then how you do that, that's what you do. But you don't need to put all this other stuff into the message. It just needs to be punchy and just is like ... It should talk about the end that the student has in mind. If the student wants to get into a top college, it should tell them how to get into a top college. I can help you do that. Nita says, "Hi Sam. I'm on a work visa in the USA. On work visa you can only work for the employer who has sponsored the visa. You can't do the business on your own until you get the green card. This I may get in 10 years. Any creative ideas or thoughts I can do the business as I don't want to wait for 10 years." Yeah, I know exactly what you can do. Screw it, it doesn't have to be where you're from. Just start. Incorporate a company in Canada, and then find a lawyer and ... Or you could incorporate a company from back home wherever you are, or you could use Canada. And then a lawyer will help you do it so that when you're working for them, for that company that's you, I'm saying them because the company is a separate entity other than yourself even if you own it. So my company isn't me, and I have different companies. So they're not me even though I really control them. So if you had an entity in Canada, then that entity could contract you to work for them and then you're not an entrepreneur. You're just somebody who's doing a contract freelance job for an entity in Canada, even though you own the whole thing anyway. That's how the law works. So you can do something like that. I'd do something like that. [inaudible 00:50:14] says, "Real world example. Today I went to brunch with my cousin. It's a 50-minute drive." This is getting good. I like it when we finally get to some real stuff. "It was a 50-minute drive so I drove downtown to meet her and she was 20 minutes late. Now I thought to myself, 'How is this person who lives 10 minutes walk away late?' So I could have been working on my business. I asked her and she said, 'I decided to take a shower and get ready.' So she decided it didn't matter if she was 20 minutes late. So that's a clear example of downside with people. In your week two it says it's important to make ..." Okay. I get it now. Yeah, always ask questions that are very specific like this instead of talking about managing personal downside. I've got no idea what that is. So first of all, I mean, why did you go meet this person? If she's a very close friend of yours or family or something like that, then these are the sacrifices we make and we have to tolerate with their mistakes and them being late or them being grumpy or whatever, right? Because we decide that it's worth enduring through this shit because we love these people. But what I find is that it's just best to not have that many of those people because it's a drag. But you can't not have any of them because you need to have your family. I'm close with a very small group of people. I think there'd probably only be like five, six people, that I would do anything like that with. Anybody else I wouldn't drive to them. I would probably not meet with them. And if they really wanted to, I'd make them come to me just so I know that I don't have to do anything until they get here. And if they're late, doesn't interfere with me. You just have to decide who are those close people that you're gonna keep relationships with? And it's best just to have close relationships with a small group of people. That's actually what leads to the most happiness, too. They've done scientific studies on this stuff. Having shallow relationships with tons of people ... It's way more beneficial to have deep relationships with a small group. And what I'll tell you with this specific girl, I wouldn't go drive and see her again. Next time, if she wants to see you, she's gotta come to you. I never really go to meet anyone. I want them to come to me because then I save ... Most of the time I find is spent going there and going back and waiting for someone that it's not actually you seeing the person. So if someone wants to see me, I'll make them come here. Joanna says, "Nice to see you, Sam. If I already have customers in a tribe I had worked for a long time with what I do." All right. Hold on. "Nice to see you, Sam. I already have a customer. If I already have customers and a tribe. I have worked for a long time with that with what I do today to [inaudible 00:53:29]. Can I sell through webinar that you did when I brought the program? Or do I need to go back and do one to one as before?" So it depends how far along you are, right? If you're making a decent amount of money. By decent I mean $100,000 a month, then I wouldn't try and touch that webinar that I do for the consulting Accelerator until you're making at least 100-grand a month. Bare minimum. Otherwise it'll kick your ass and it'll rob you blind, because that thing is like trying to ride a wild bull that's on stimulants or some shit. It's so hard to tame, but when you get it tamed it's like a rocket ship. So if you're making less than 100-grand a month, I would stick to just doing strategy session calls and selling your program to people via the phone and trying to do it that way and keeping things simple. If you're more than 100 then you could have a crack at trying to do that thing that I do. And what I'd really recommend you do is just ... I would probably check out Up-level. It depends. I don't know how much you're making. You said you've already got customers in a tribe. Sometimes that can mean 100, 200-grand a month, or it could mean like 5-grand a month. If you're already somewhat successful I'd join Up-level, because in Up-level I show you how to do everything that I do. Including this two-K funnel for this. I show you how to build the automated webinar funnel to sell the automated product. I show you everything in Up-level. So go and check that out, or just shoot me a private message on Facebook now and tell me how much your business is making per month. Judy says, "Hello Sam. Thanks for taking my call. Two common objectives in my niche. One, my wife does all the cooking and she's not willing to change what she cooks, where she shops, etc. And two, my husband is a meat and potato eater and my twin boys are always hungry so it's impossible for me to eat healthy and change my eating patterns. My niche is helping people who are sick and struggle with weight problems. I help them reprogram their body so that they can lose weight and be healthy." All right. Thanks. For two common objectives. One, my wife does all the cooking and she's not willing to change what she cooks, where she shops, etc. Two, my husband is a meat and potato eater and my twin boys are always hungry, so it's impossible for me to eat healthy and change my eating habits. Okay. Well these are the problems that you've got. This is why people pay money to you, right? Because you're the expert at getting around these obstacles. And you've gotta have a good response to that. What is your response to that? You can't change the fact that this is the situation. This is a real situation, right? I know when I was growing up, all I liked was steak, mince, and that was about it, and I loved baked potatoes. And I still like that. It's my favorite stuff. Red meat and potatoes and like ... What else do I like? Broccoli and beans. That's about it. And so this is a real objection, I can tell, and also if whoever's the chef, which is most of the time a busy mum who has to work a job and look after the kids and do everything else, I mean, yeah, we're not gonna go and burden her with a whole lot more work because she doesn't want that. So this is the problem. We can't change the problem. The problem is what it is and it's not going to change. But these objections are good because they're real. People aren't making these things up. They're telling you the truth. But your job is to figure out how to fix these things, how to get around them. So what's your process? I know what my process was to get around this. I didn't want to burden Ashley, my wife, to cook all of these prepared meals and go to organic stores and make meal plans. She's my wife. She's not a slave. So I didn't want to make her do that. I certainly didn't want to do that. So I had no option but to hire a chef. And that was how I did it. But you've got to think of a way to get around this. Maybe there's some type of meal thing that people can buy online, or maybe you can give them the meal plans and you can tell them the shopping list and they can buy it online from Wholefoods or whatever. You need to take the pain off of them and have a process for them so that they can actually do this. Because the facts aren't gonna change. What these people told you is true and you, what your responsibility is, as the consultant that helps people reprogram their bodies and lose weight, is to show people how to get around these obstacles. That's what a consultant is. And I can't tell you how to get around that, but you've got to figure it out. I told you what I did, but that might not be relevant for them. I mean, come up with a solution. Because if they tell you, "This is my problem," on the call and then you don't know how to solve that, then I mean, of course it's gonna be a no because we've already reached the end of the line. But if you had a very solid response to that and they were like, "Oh, that would work," now you've got a a better offer. Now you know you have product market fit. So you need to work on that. Find the solutions. Ingrid says, "Hi Sam. Ingrid from the Netherlands here. I love your course. Working through week two, video five. Did you know Shane [inaudible 00:59:37] in Dublin?" No, I didn't. Seems if your knowledge on paradigms and alchemy of self derive from him. Nope. Don't know who he is. I mean, what you've got to understand is that I learned this stuff from a bunch of different people, and the bunch of people I learned it from would've learned it from a bunch of other people, and the bunch of people they learned it from would've learned it from a bunch of other people. So I mean, nothing is ever truly unique so quite a lot of the time when you see something or hear something ... I mean, you can relate it back to something else, but yeah, I mean, lots of people influence me but I've never heard of this guy before. Max [inaudible 01:00:15] says, "Hey Sam. I've just finished week three and would love to jump on calls to close clients but I would need to do Facebook marketing for clients. Should I go straight to week five then come back to week four?" It depends. If you are confident enough right now to sell some on Facebook without knowing how to do it then you can learn once you've signed up a client, and you can learn on the first client. If you've got the balls to do that, do that. That's what I would do. If you don't, then go watch week five then come back and then sell. But I'd do it the ballsy way because I always find you learn better on the job. Ingrid says, "My niche of the hypothesis is to help women who are lonely, are sick of shallowness, to deepen their contact with themselves and others with a three week, proven experience. Can you sharpen my target group and decision?" Yep. I mean, what you're talking about here, it is something because you're talking about going from a current situation to a desired situation that's based on feelings and not objectives. Well, the objective is the feeling change, right? So this is something. I'm not a huge expert at this stuff because I don't really understand feelings that well. Plus I'm not a woman. So I would try the message on your target market. I would start talking to people. I'd start adding them as friends. I'd start looking inside Facebook groups and trying it on them and seeing what the market, what their response is to this because I can see what you're talking about and I understand it, but I don't know whether it will work or not because I'm not them and I don't have that situation. So I think you've defined it enough for right now, and now it's time to take it to the market and test. Joshua says, "I'm struggling to get my head around seeing myself in the third-person. Is the idea that I literally imagine looking down on myself and controlling what I'm doing?" It really just means that you ... Because we can't see ourselves in the third-person. It's not like we literally can see the back of our heads, right? So it's not like that. It just means that you ... You're controlling yourself instead of you just letting your ... Being reactive to things and just getting caught in the environment. So for example, if you're in a situation where you get really angry and you want to lash out, a person who can't see themselves in the third-person will lash out and lose it, and then afterwards regret it. But what someone who has more self-control will do is at that moment when it's getting too heated inside their own body, they will just imagine it from somebody else looking at them. What would it look like if I just lost it right now? And they'd think, "Pretty bad. Consequences? Pretty bad." So all right. Just based on that perspective, I'm not gonna do what I want to do. So it's just seeing things from a different perspective other than just within your own eyes. It's a really good skill to have. Looking at yourself through other people's lenses and making decisions based on that. I'll give you another example. When I wake up in the morning and my alarm goes off, in my eyes, from my perspective, I don't feel that good. I want to go back to sleep. And then if I look at it from somebody else's eyes it's like, "Well, Sam's not hungry. He obviously isn't very committed to his business and if he can't even get out of bed then what sort of leader is he?" Or if I'm looking at it from my competitor's eyes, they're like, "Well, this is good. Sam's getting weak. Now we can get him." And so when I start looking at it from other people's eyes, I'm like, "Shit. Gotta get up. Can't lose." So you want to look from different perspectives when you're trying to make your decisions. Not just your own because your own perspective is always biased and lousy. So Dupac says, "Hi Sam. Regarding helping people stuck in a job they hate. Is it okay to use major company surveys on the most hated jobs? For example, they list the top 10 most hated professions in the world. For example, they have done the research already. Do I have to reinvent the wheel? And how many interviews is reasonable? Am I looking down the wrong channel?" You never, ever, ever base anything off research somebody else has done. Ever. You want to conduct your own research all the time because there's ... A lot of the time, this stuff is bullshit. How can somebody know the most-hated jobs? I mean, they really don't. There is no real way to find that because how can we quantify every human on earth? And how can we quantify their level of hate? I mean, so these things are always ... It's like, what are the best countries in the world? I mean, that depends on what you like. Some people might like the cold. Some people might like high elevation. Some people might like humidity. Some people might like the city and all of that. I mean, you can't. There's no way to actually do that. It's just government-type people trying to make weird things. So I would do your own research. Now, because you're doing what you're doing, my hunch is that something inside you has to want to do this. For some reason or another. I'm guessing that you hate your job or you've had a job that you quit that you hated. So that's what's now making you look at this. And I would stop looking at the most hated jobs and just look at the job that you hated and just focus on those people. Because nobody knows those people better than you and them, because you were them or maybe you still are them. So just look there. Forget about the macro-level lists and research and all of that crap. Just work with real stuff. Shaun says, "If wealth is a primary goal of yours, would you recommend building your company as an asset that can be liquidated or built with the expectation of staying private and paying dividends to yourself at some point?" Yeah, I mean, that's the way my company's built. So my company's built like it's ... We have a corporation in Dublin in Ireland. That's the head company. That's actually consulting.com's head offices. It's in Ireland. And then it owns this company over here in New York, and this is a foreign-owned [inaudible 01:08:16] corporation owned entirely by the company in Ireland. So when the time comes to float, if we float, then we have the best structure that you can possibly have. so when we want to float we have the best structure and it'll make the value of our company way higher. Plus, we've got the best tax structuring and all of that. I wouldn't bother thinking about this stuff until you're making a lot of money. Until you've had to pay the government more than a million bucks in taxes, then don't even bother thinking about this stuff. Just stick to something simple. Because to restructure my whole company like this, it cost me like 300-grand in lawyers fees. Just lawyers. Took forever and it was complex and painful. Not worth it unless you're building a bigger company. But I would recommend starting a ... I would start a single member LLC in America and then get your accountant to elect to tax it as a corporation, because that way you've got a simple company and you're only paying corporate tax instead of income, unless you take all of the money out of the company as income. That's what I would do. Keep it simple. Millie [inaudible 01:09:33] says, "Hey. How's it going?" So Ellen says, "What are some good questions you can ask your clients and niche to improve on what you already have to get to know the niche in granular detail?" Honestly, dude, the best research you're gonna be getting right now is on those strategy calls. That is such a valuable exercise. I would just keep doing what you're doing, keep taking notes, keep recording your calls, keep listening, keep ... Right there you're getting the world's best market research. Strategy sessions is the best market research. How did I know to create Accelerator and get all of these people all of these results? How did I know to create a webinar that can convert someone from a total stranger into a paying customer? The calls. Doing thousands of them. I can pretty much tell you there's a direct correlation between the number of strategy sessions somebody has done and the amount of money that they make. We look at our top like ... Well they're both making about the same right now. Andrew [inaudible 01:10:44] and Nathan Fitz. Two guys are now making more than $10 million a year from this training. How? They've done probably 3, 4,000 strategy sessions. That's why. The more strategy sessions someone will do the more they will know, the more of an expert they will be, and the more money they will make. That's really the number one metric to look at. Not making any money? How many strategy sessions are you doing? Probably zero. There it is. That's why. Want to make more money? How many strategy sessions are you doing? Do more. It really is that simple. Want to learn more about the market? Want to make your message better? Do more strategy sessions. Want to get better conversation rate? Do more strategy sessions. Want to be better at sales? Do more strategy sessions. That's it. We started selling Up-level consulting just recently and we talk about that in week seven of Accelerator. But when I first rolled that out I even forced myself to get back on the phones and do the strategy sessions. So I hadn't done a strategy session in like two years, right? But I knew that it was crucially important that I went and did them first myself so that I understood the market and knew that we had the right offer, and I knew that we were solving the right problems and I could understand that everything was good. So for the first 30 strategy sessions I did them all myself. Every single one. And only then, once I knew what was going on, then I got other people to start doing them. It's an invaluable skill. Plus I wanted to still see if I had it. Wanted to still see if I knew how to sell people. And I do, apparently. I think I sold 20 ... I didn't close one of them. So if I did like 30, it was 29 out of 30. And the one guy I didn't sell, I didn't make him an offer. So it's almost 30 out of 30. Louise Cameron says, "I'm struggling to narrow down my niche. I currently help empower people to take control of their mind and life from chronic pain to anxiety to lifestyle to better habits. Should I ask people from all the groups what their main pain is and pick a common denominator?" Yeah. We need to talk about real things. We need real words. What we're talking about here, it's too abstract. You help empower people to take control of their body, mind, and life from chronic pain to anxiety to lifestyle to better habits. Yeah, it's just a collection of words. I mean, we need like point A to point B. So someone might be in chronic pain, literally. They might have back pain and we help them not get back pain. That's clear. But we need to get A, B, clear. Really clear. Moira says, "Hi Sam. I've been trying to get myself together to restart the program. It's been rough." Well, just do it. You just need to do it. You didn't ask me a question. You just said a statement. But just stop thinking about it, and do it. Alan says, "Sam, how do you improve engagement and people looking at your social media posts? I've been posting consistently every day but ... But I noticed my niche and friends list stops liking and engaging." I don't know, dude. I'm not an expert on social media. I'm the world's expert at neglecting that thing. So I wouldn't worry about it. Forget about it. The only thing that matters, remember, generating strategy sessions, doing strategy sessions, getting clients, making money, and improving your offer. So do a post because your main objective is just to do one. But who cares about its engagement? Because it's irrelevant. We're not trying to be the most popular person on Instagram or Facebook. If we were, I'd be a horrible teacher at that and you shouldn't learn that from me. But if you want to learn how to make money and get clients and win, I'll show you how to do that. And a lot of what that involves is ignoring all of that crap, because that's a distraction. Just focus on the main thing. Forget about that. Tyler Sherwin says, "Here's my niche [inaudible 01:15:55]. I help urgent care providers focus on the day-to-day of seeing patients without having to worry about filling their waiting rooms." Yeah, so all you need to talk about here is, "I help urgent care providers fill their waiting rooms," or, "I help urgent care providers get customers." That's all. We don't need to talk about focusing on the day-to-day of seeing patients. Without having to worry about that, just talk about we help people who have this get this. That would make it simpler. Michael Robinson. "Who can help us truly refine the messaging on our niche statement to make sure we are grabbing attention? Curious to what you think on this. We help your team speak the same language so the world will pay attention. My primary niche is helping create alignment in the corporate team, which translates to easy decision making, better communication, and focused marketing initiatives. The results is that my clients have seen no less than 30% increase in revenues quarter over quarter. Any input in how I message this value proposition online so people will pay attention?" Yeah, so forget about teams speaking the same language. Don't worry about that piece. So the world will pay attention. Don't worry about that either. Because we don't even want the ... I mean, our team probably is speaking the same language. Factually, they're probably all speaking the same language otherwise it's probably pretty dysfunctional. And we don't necessarily just want people paying attention because everyone could be looking at us but for no good reason and we're not getting any customers. So I would forget that piece. I would just focus on ... Obviously the people who are interested in buying these sorts of things, they're people who have culture problems, like team problems, leadership problems, culture problems. It's more to do with leadership and culture. So I would talk more about, "I help misaligned teams" ... I'm just trying to think of some things here. I would say, "I help under-performing teams develop a tight culture so that they exceed their targets," or something like that. Dysfunctional teams is a great one because that dysfunctional teams just hits the nail on the head, because that's what you're talking about here. A dysfunctional team. And what you help them do is become functional. That's typically done through leadership and culture, and the result of that can be increased revenues. But I mean, the main thing I would address would be the dysfunctional teams. Because even if somebody has a dysfunctional team, they want to fix that even if it meant not making more revenue because they know it's bad, having a dysfunctional team, anyway. So making the additional revenue is just a by-product of fixing the dysfunctional team, which you can talk about but it shouldn't be the main piece of your message. Jonathan says, "How about this shorter version? We help college-bound students get to their top college picks by leveraging our eight-step college prep system?" Yeah, but it can be simpler. You don't need to say college-bound students because if you say we help students get into their top college picks, then it implies that they want to get into colleges, so we don't need to say college-bound. And I would just leave out your eight-step college prep system. What you do to help them get from A to B, you can explain that when you're talking to them or in other words. But your main message is you help people go from A to B. So it really is that simple. And then they'll ask, "Well, how?" And that's when you explain your thing, your system. So Lach says, "Lol, yeah. But she is close family. That is the problem. I feel like I should at least try to accommodate my family, but it's so distracting dealing with them. Every time I get a flow going with my business I feel like becoming a magnet for distractions, messages, friend requests, for [inaudible 01:20:51]." Yeah, well, dude, if you're only going to see her once every now and then, that's fine. I mean, it's fine. I wouldn't worry about it. But what I typically do with my family, which this works quite good ... But we use Slack for our company. Slack.com. It's like a messaging thing. And so our entire company, no one uses email to talk to each other. No one uses social media, text messages, or even the phone. If you send someone a message, you do it in Slack. That makes it simple. It means we only have to check one spot. So I created a chatroom in Slack called, "Family," and then I added my family into that chatroom and I told my mum and my dad and my sisters, "If you want to talk to me, we can have a call or something, but the main channel of conversation is this thing." And that's been really good because it allows me to stay up to date and whatnot on different things and allows us to have a communication thing. But then every now and then, we'll meet in person. So the recent vacation I had I went over to see them in St Lucia, which is where they live, and I spent like 10 days with them there. And then in a month or something they're coming here for 10 days, and I would try and just have a little chatroom for little messages here and there, and then meet them in person once a month or once every 90 days or something like that. But that's just how I do it. Maybe I'm totally weird. But I can't see my family every single day, dude. That would be so distracting. Mike McCormick says, "Hey Sam. I wanted to say hi and thanks for putting this course together. I've just started the course and love it already. I've got my niche and I will stick with it until I'm successful and become a master of my niche. No sunny object syndrome." Nice one, Mike. Get it done. Maureen says, "What is the process to get partners to promote your webinar? Do you have a process to find and then convince partners to promote your webinar? How did you get to work with [inaudible 01:23:09] or the others out there?" Join Up-level. I'll tell you if you join Up-level. It's where I talk about all of this stuff. This isn't really within the scope of Accelerator. So if you want to see how my two-K funnel works, how I got [inaudible 01:23:26], how we do all of that stuff and how it all works? Look at week seven or message me on Facebook now and we can get you into Up-level and show you. Troy says, "Does my pitch seem clear and direct? A growing concern for many executives and business owners is employee engagement. Low levels of engagement can negatively affect the business in multiple ways. We design an effective and practical solution tailor-made for your needs so you can focus on growth and revenues." Dude, it's so obvious that you haven't talked to the market. This sounds like an answer that I used to come up with to assignments that I did in university when I didn't attend the lectures or read the textbook and I just had to make some shit up. We're not really talking about anything specific, because we don't know really what we're talking about here, and the way to fix that is to go and talk to the market and find out what their problem is. And then everything gets so clear. You just need to go and do that. Honestly, I can't tell you how easy it is once you know what the problem is. Most of consulting is just trying to define the problem, because when you do that the answer just goes, pop! Just done. And you haven't identified it. And you can't. I can't understand what somebody else's problem is. I have to find out from them. We can't jump these things. If I'm trying to guess what somebody wants for lunch, it doesn't matter if I have a quantum computer that's powered by the sun. It's not going to guess what they want for lunch. The best way is just to go and talk to that person and then we know. Done. Kristen Baker says, "Hi Sam. I'm self-sabotaging my niche by being stagnant because of indecision. I want to go into environmental conservation but I don't know how to harness that passion into something people will want to pay me for. I want to improve methods of recycling, awareness of animals and the earth, welfare, as well as better means to conserve resources." Yeah, so it's fine that you want these things and these can be your end goals that you've got in mind. But you have to forget about those things so that you don't cloud your judgment when you're trying to ... Because what we're trying to do is we're trying to help our market solve a problem and by doing that we help ourselves. But in order to really help them, we have to forget about our wants and focus just on theirs. Because if we just solve theirs, we get what we want. And it'll probably be hard for you to do because at the moment, because you haven't let go of your personal wants right now, it might mean that you can only do a part of this right now or you're only gonna do something that might lead to this later on. But sometimes it's impossible to find a way to do everything you want and help somebody else, because our main objective is helping them, not ourself. And so, if you want to go into environmental conservation, then you need to find out ... That's a term used to describe a big, broad thing. So you need to find out what a specific company is within environmental conservation. Find an exact target. Somebody that you can look up on Google, find them, and call them and talk to them. Because right now your target is an abstraction, which means that we can't really get to them because we don't even know who they are. So first of all, really define who this person is and get an exact target, and then talk to them and find out what their exact problem is, and then see if you can solve that exact problem for that exact target, and then do that. And hopefully, that should align in the long-term with what you want to do here. But you need to go zoom in and get exact. Thank you, Sam. From Ingrid. Thanks, Ingrid. Finn Griffin says, "Hi Sam. I'm selling websites. Should I keep the script the way it is? Asking how much money per month they make. Or should I change it to reflect the transformation through the new website? I haven't had my first call yet so I haven't tested anything yet. Should I just leave it the way it is? And if the prospective client asks how the website is tied to more money per month I'll address that." Yeah, never make decisions based on hypothetical scenarios because most of the time they might be inaccurate and totally pointless. So just do it. Use it as it is and I wouldn't even react off one person. Reacting off one person's opinion is always a bad idea because that person might have been the error, not your method of doing things. So you want to make sure ... I would do it with at least 30 people the way it is right now, and if the majority of the 30 thought you were doing something weird, then maybe change it. But if only a minority of the 30 thought you were doing something weird, then just keep doing it. You want to only ever adjust your way of operating when it's been scientifically and factually proven that it needs to change. Not based on hypothetical scenarios that have never happened, or one-off scenarios which could be flukes. Vince Costello says, "How was your process when first expanding from just you to your first employee and how did you filter through the riff-raff?" Yeah, who was my first employee? I think it was Jesse. Jesse Clark. He's the general manager of our company now. He's actually in Ireland. So he moved from Canada to Ireland to run consulting.com over there. So I got my first real team member from my customers, and some of our best people have come from our customers. So if possible, that can be the best place to get people from because they truly ... Obviously they believe in the mission because they've paid for it. Jesse was in my mastermind. He had bought every program I'd ever sold, he'd been to every event. There'd only been like two. And he'd bought every ... He was even in my mastermind and he was on every call. And then I mentioned that I might be hiring someone and he wanted to do it. So I would mention to your customers that you're thinking about hiring someone, and see who comes out of the woodwork. That's the best place to get people from. Hands down. Also, we talk about how to hire people in Up-level. Specifically, we talk about how to hire sales reps so that you can stop doing the strategy sessions and get people to do them that aren't you. And how to hire a media buyer, because those are the two things that are generally gonna strangle most consultants because you scale up and then you're doing strategy sessions and you know how to do ads, but then your whole week is full of strategy sessions, which is a good thing by the way, and if you're not doing a strategy session you're tweaking your ad so you can get strategy sessions. That's typically when someone maxes out. And in Up-level we show you how to hire reps so that they can do the calls, and then how to hire a media buyer so that they can do the ads. Now you've got multiple people doing the calls and someone driving the ads to those people, and now you've freed up your time to really work on growing the company instead of working within it. So I'd check out week seven or message me about Up-level, because we cover a lot of that stuff there. Crystal says, "Hi Sam. How would you deal with social anxiety and asking someone for help you stay accountable going through this training? I can't maintain my devotion on my own." Well, what Crystal is saying here is that she has social anxiety about asking someone for help so that she can stay accountable. So if someone's interested in being an accountability partner with Crystal [inaudible 01:32:58], then message her. And Crystal, just do a post in the Facebook group. I mean, you pretty much did the same thing right here. I'd just write a post right now in the Facebook group. Say, "Hey, I'm having some social anxiety and trouble asking for help. I'm really looking for an accountability partner so that we can pair together so that we can keep each other on track here." Write that post. Post it right now. And then people will start looking at it and they'll comment and then probably in the next 30 minutes to an hour you'll have an accountability partner. Because I guarantee you there will be other people who are thinking what you're thinking and feel like they don't want to ask for help either. It's one of the most powerful things you can do in this course is ask for help on the calls or on these ones, on the ones that Jesse and [inaudible 01:33:58] hold every week. Or in the Facebook group. Or post and ask for an accountability partner. It makes so much difference. The people who typically do really well with the course, they find some friends within it. They weren't friends before. Sometimes they're not even from the same country. Sometimes they're totally different ages and totally different life situations, but somehow they bond. And when you make a bond like that it's very powerful. So I encourage anyone who's on this call now who hasn't found one of those partners, post in the group right now and get one. So Judy says that her earlier comment she posted ... Right. So my question is, "How do I respond to these two very real objections on the sales calls? I know how to help them solve their problems but I'm not sure how to handle these two negative objections on the issue of sales calls. My objections. My wife does the cooking, etc. My husband is a meat and potatoes eater." Yeah, so you need to explain how you get around that. So if your solution can get around that, then you have to tell them how. You have to explain how your system can get around that. I'll give you a perfect example. If somebody says, "I want to buy a consulting accelerator but I don't have any money." I'd be like, "Well, that's a good thing because the program shows you how to make money. So if you don't have any money then you definitely need this program because it shows you how to make it." But then they'll still be like, "I don't have any money." Well, find some damn money. Go get a job. Save some money. Sell something. Go get a credit card. Go do anything. But if you can't come up with some money then you may as well just lay down and die because it's way easier to come up with some money than it is to start a business. So that's your first challenge. Come up with the money and then join. Otherwise, you may as well just give up right now because it's never gonna happen. So you can just come up with ways to respond to every actual objection. So if someone wants to think about it, if someone wants to do anything, you've gotta have a way to answer them. So you've got to come up with a way to answer these objections. Maybe just pull up a Google doc and type how you would respond to this and then refine it and practice saying it and get confident saying it. This is an objection, and it's a normal one. It's a real one. You just need to come up with your response. And you're asking me, how do we respond to them? I don't know because I don't know what your system is. Why don't you tell me in the comments how your system helps somebody change their diet and everything when their wife isn't willing to add more burden and responsibility to her plate, and when the children aren't willing eat bird seeds for dinner? That's what I used to call really healthy food. I used to call it bird seed. So that's what I always would say. But you need to come up with a way to ... How does your system solve that? How does it help them? James Grand says, "Hey Sam. How do you ensure you wake up on time each day?" Dude, that's so simple. All I do is I set my alarm on my phone. It's not even fancy. And I'll show you how I do that. I've got an iPhone. It's this right there. It's the same time every day. 6:50. I just press this button. It's on. And now it's 6:50 in the morning, this thing's gonna make some noise. When it makes noise I wake up and then I get up. That's it. And if I don't get up then obviously I'm weak and I don't have what it takes and I need to look inside myself and find the strength to really do this, because if you can't do something as simple as that then it's your own fault. It's nobody else's fault. It's not your alarm clock's fault. It's not the world's fault. It's your fault. You're not disciplined enough. Don't want it bad enough. You just have to get real with yourself. Tracey says, "What about this? I help successful professionals develop emotional intelligence so they can go from the head to the heart and create next-level authentic connections." It's too vague. It needs to be more exact. Emotional intelligence could be important, but why? Emotional intelligence is important because if a company doesn't have any empathy or emotional intelligence then they'll mess it up. But they don't want emotional intelligence just so they can go from the head to the heart, because what does that really mean? Because if that means abandoning logic and just going to emotion, that would be a bad decision too. You need to have both. And no one really wakes up every morning and thinks, "I'm so freaked out right now because I don't have enough next-level authentic connections." So you just need to think about it in those terms. To you to means something very specific because these words were obviously important to you because you used them. But look at it from their eyes. What words do they use? What do they really want? Maybe these companies aren't connecting with their customers. Maybe they've lost touch with their market, right? Now they have a problem. The solution to it might be because they don't have ... They've lost connection with their market because they don't have enough emotional intelligence or empathy or something like that, and so now you might help businesses who have lost touch with their market and lost engagement with their market or whatever to regain it through emotional intelligence or something. You can use these things that you're interested in, but you have to attach them to A-B scenarios because people want A-B scenarios and they're willing to do anything to get those. But you're just talking about the means and not the end, because going from the head to the heart isn't an end. It's just a method. Vince Lopez says, "Tolerance for pain. I am trying to develop a tolerance for pain like nobody else. I do heavy weights, have my own sauna one hour a day, cold hour meditate, get rejected every day from sales. What are some other practical ways I can develop more pain tolerance? Anything you can suggest?" Dude, maybe you're having enough pain already. Why do you want the pain tolerance? I mean, there's a lot of things you could do that would be pretty painful. I mean, you could ride a bike at full speed, fall off on purpose. That'd hurt. But why? What are you trying to do? You might be stuck and just fixated on trying to develop pain tolerance, but for what purpose? Tell me that because otherwise there's not much point in trying to develop pain tolerance. I think it's a useful skill to have because we're humans, we're gonna have infinite painful situations, and how we respond to those is important so we've got to be good at it. But it doesn't mean that we should obsess about that. Wayne [inaudible 01:43:06] says, "Hi Sam. I help portrait and wedding photographers attract clients on a predictable basis so that they can grow their company consistently. Most photographers tend to cross over between wedding photography and portrait. Is it okay to pitch to both, or should I be specific on one?" I'd be specific because they're gonna identify with you anyway. If they do both, then they'll just be like, "This guy's good with weddings." But wedding photography is such a huge market and such a huge niche that you don't want to go even more broader than that. That one's fine. So Crystal, Sophie Mindy just said she can be your accountability partner. Sophie, I recommend you just direct message Crystal. Add her as a friend on Facebook first, then send her a DM. And crystal you should do that post in the group. Helga says, "This is my current message but I'm working on improving it. As an advanced RTT practitioner, I help people overcome anxiety, depression, addictions, or phobias without using medication." Yeah, so I'd just lose the, "As an advanced ATT practitioner." I don't know what the hell that is and it's kind of irrelevant. I would just say, "I help people overcome anxiety and depression and additions without using medication." Bam. The other thing is not relevant. It might be to you, but not to them because it wouldn't matter if you had that or didn't have that. If you can get them the solution, they don't care. So don't bother talking about that. Remember, no one cares about you. They only care about themselves. So make sure your message is just about them. I'm struggling to attract clients through my website, probably because my message is not clear yet. I have talked about Up-level for me but I have never done a strategy session or ads. Between 1 and 200 clients have come to me through referrals but paying low fees by the session. Now I do completely stop accepting clients off the street and have strategy sessions with them first. It's really difficult to say no to someone or lose them because the price will be much higher than it is today, and possibly too high for my current clients. I suspect this is what scares many coaches. Yeah, so I mean, as far as your message goes, just lose the advanced RTT thing. But then, as far as getting clients goes, I'm not surprised you're struggling to get clients if you haven't done a strategy session because that's how we get them. So you need to do those things and you need to stop selling sessions ... I wouldn't stop selling sessions by the hour right immediately because then you're ... Start just trying to sell this new thing, but keep your existing session clients or whatever. But for new clients, from this point forward, the only type of client you will accept is this new way. We're not gonna bring on new people but you can grandfather the existing clients with what you've already done. That way you don't just say, "Bye bye," to them, but you have to be strict on all new people. It's this way or no way at all. That you have to be strict with. And some people might walk away and not buy from you. Yeah, that's normal. Whenever you make a decision you cut something off. It's why the word decision has the word cision in it. Cut. So that will happen but it's for an important reason, because if you move to this new model you're gonna help more people and you're gonna help them in a deeper way and you're probably gonna help more people get more results. It will mean that some people don't want to buy it. Whatever. That's fine. The end result is worth it. So you just have to be disciplined. No more accepting clients who want to buy on your old model. Start doing strategy sessions. Start selling it and start doing this. I would recommend it. And if you've already got a lot of clients, then I would recommend looking at Up-level because there's a higher level of support there. The Q and A calls and everything I do myself, live, and it's a group and a program for people that are already in business and already running. So I'd recommend looking at it. I'd just look at week seven in the Accelerator program. James Grand says, "The reason why I asked how you wake up is because my willpower is weak right now." Yeah, so why? Why is your willpower weak? You've gotta understand whether it's for a factual reason or for a ... I try to think about it like, am I being weak because biologically I am weak? Or am I being weak because I'm just being weak? Because if you're going to bed intoxicated at 4:00 AM and you're trying to wake up at 8:00 AM, then yeah, your willpower's gonna be pretty damn weak, and for a good reason too. So if you can't get up in the morning then I would ask what time you're going to bed, because the easiest way to wake up in the morning is to go to bed early, and to not be drunk. That makes things so much harder. Even one glass of wine or one alcoholic beverage screws you, and if you don't believe me, check this out. So this is this ring that I wear every day. It's call a OURA ring. O-U-R-A. And it tracks your sleep, your heart rate, your body temperature. It tracks everything. Every single health metric you can have. And if I just have one drink ... Because every now and then, if I'm out for Valentine's Day or something with my wife, I might have a glass of wine. And that's fine, but then what's interesting is when I look at my data it's like off the charts, and all I had was one damn drink. And I'm like, "Oh my god, that's what happens with one?" And there's a lot of people that have half a bottle of wine every day at night time. I mean, that can really screw with you. So make sure you're going to bed at the right time. Make sure that you're not drinking alcohol. And then make sure you're getting a good sleep and your willpower might change. If it still doesn't change then you need to get hungrier. You need to look inside yourself and ask, "Why are you doing this? How important is this really to you?" And if it isn't, then maybe you should just quit because you gotta ask yourself how important it is. If it is important and when I say that to you you get angry, it's good. It's good. That's what my psychiatrist and coach does to me. He will get me like that. So if I say that to you and you start to think, "I'm gonna show him," then that's a good thing. But you just gotta ask yourself that question. "James, why don't you just quit? Maybe you don't have what it takes. Maybe this isn't for you." Glen says, "Hey Sam. After watching week seven it seems like Up-level was mainly for creating an online training course. Is it acceptable for someone who's just starting out, or is it more for established companies looking at scale?" It depends. It's designed mostly for people who have already got something going and want to grow up. But it's also for people who want just a higher level of service. So in Up-level there's more ... I do the Q and A calls. We've got a higher level of service. So a perfect example is Hunter [inaudible 01:52:02]. He joined Up-level when he didn't have a client. He had zero clients and he was trying to get clients in the real estate niche, and he joined Up-level just purely because he wanted to talk to me on the calls and get higher level of support. And on the first call we ever had, first week, first call, I tore apart his niche and sent him out to look for a better one. And on the next call he came back with porn addiction, and within the next 30 days he was making 6 figures. So it's not just for people who are already going. It's also for people who are just getting started but want higher level of support. Sophie Mindy said, "Crystal messaged me on my messenger." Cool. Message Sophie Mindy, Crystal. And we're gonna go for four more minutes here because it's 4:46, and like I said, these calls, they happen every Saturday from 3:00 PM to 5:00 PM eastern time New York. And if I don't get to your question today, then it means that you need to show up earlier. You get the opportunity to ask me like 20 questions on here if you show up at the start and stay til the end. So don't just join at the end and get upset because your question doesn't get answered. Moira's looking for an accountability partner too. Post in the Facebook group, Moira. Just post in there. Troy says, "I'm an executive coach helping companies with low employee engagement. That was my elevated pitch earlier." Yeah, I don't understand what you're asking me. If that question needs to be read with another question I can't remember what it was because I've read so many of these things. Maureen says, "Are you doing any self-punishments for yourself? Let's say you have to do X or achieve X in the next week and you don't, and then say instead you decide to go and drink with friends, did you ever self-punish yourself or how did you finally stop self-sabotaging yourself?" Well there's no need to self-punish yourself because you've already done it, man. If you didn't achieve what you wanted to do, then that sucks. You're gonna feel bad anyway. But if you didn't achieve what you wanted to do, and you went out drinking, and now you're hungover, then oh my god. You're already gonna feel like shit. You're already punished enough and you don't have your results, and you're worse off today then you were three weeks ago. And you don't need to punish yourself anymore. You just need to fix it. Stop repeating the patterns and just get real. Alex Martinez says, "Hey Sam. I've been using my message with moderate success. Here it is. I help people start and growing hyper-profitable real estate investing businesses. I help them by using my system I've created. One of my clients just got his first deal within three weeks of working with me with zero dollars in marketing. This was after spending 18 months on his own over 225K on real estate investing education and while spending over 12-grand on marketing. These deals are houses to float. I was thinking about shortening my message to, I help real estate investors get deals with predictability. Any thoughts?" My own answer is just to test it because that really is the true way to find out. Yeah, I mean, it's to test it and use more real words. So at the start you help people start and grow hyper-profitable real estate investing businesses. I mean, it sounds like what you're doing is a bit more specific than that. You're helping people find house flipping deals, right? Without spending any money on marketing. So I'd say, "I help house flipping real estate investors find more deals predictably without spending money on marketing." Now we're getting very specific. Now that's starting to sound interesting. So I would make it real like that. All right. Gonna do two more questions, then we're done. Loveth says, "Hi Sam. How does this sound? I help community pharmacists gain more customers through Facebook ads." I mean, depends if they want more customers. You've gotta go talk to community pharmacists. I don't know what they are. I don't know what community pharmacists are. Whoever they are, go and talk to them. Find out what they want and if what they want is customers, then find the best way to get them customers. And if the best way to get them customers turns out to be Facebook ads, then do that. But remember, it's never about just Facebook ads. If there was a better way to get customers right now other than Facebook ads for myself, I would do it. I would detach and forget about Facebook in a heartbeat. I'd say good riddance to it. I'm not attached to it at all. I've invested a lot of time learning it and mastering it and everything, but I don't care. If there's a better way, I'll move instantly. And so, you always need to remember the objective is the most important thing. Don't become attached to the means to the end. Focus on the end. So James Grand says, "Also, Sam, I left my dream niche of helping people learn a language and lose weight at the same time." That's an interesting combination. "I felt like this was more about my passion instead of solving a massive problem. Now I have my niche of helping people who stutter regain speaking confidence. In this niche my comment continued. I struggle to take action each day in my new niche, although I am solving a big problem. Which should I stick with?" I mean, if the first one ... You help people learn a language and lose weight at the same time. That's really interesting. If that's what the market wants, give it to them. It's kind of interesting. But if you just put those two random things together and started to sell them, then people might have a reaction like me like, "That's kind of weird." Because generally people want to learn a language and they don't just want to learn a language. They want to learn Chinese or French or English. It's that specific. And they don't care about losing weight at the same time, or if they do they'll probably look somewhere else for that help. And they wouldn't really expect the two things to be together. But I don't know if that's true or not because I haven't wanted to lose weight and learn a language at the same time. So if that isn't based on a problem, forget about it. And if this new one is based on a problem ... You help people who are stutterers to not stutter and regain speaking confidence, then yeah, do that. Because that is a problem and I know there's already two or three people in Accelerator, and there's someone in Up-level who does this. I know a guy in Up-level, Jacob, who helped people with stutters and it's a good niche. It's a big problem and a lot of people have it. And so, I would stick to the one that's most real and most of a problem. The bigger the problem, the bigger the opportunity, really. That's how it works. Cool. Well that's it. We're at 5:00 PM now. So thanks everyone for attending. Now if you liked this call, just click that like button. Like. Give me some feedback if you enjoyed it. And if you didn't get your question answered, then you need to show up earlier. These calls happen every Saturday 3:00 PM til 5:00 PM. You can show up at 3:00 PM and you'll have the opportunity to ask me like 20 questions. So just be more disciplined next time if you want your question answered. So just like this video if you enjoyed it and thanks everyone for attending. I'll see you on the one next Saturday and if you've got any questions until then, Facebook group is the best place to go or our Q and A calls that Jesse and Nick Hauser hold every week. Thanks.

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