Sam: All right. I can see some people jumping on. Just let me know if you guys got audio and video working. Just confirm to make sure you can hear me. I can see Venita, Thomas, Sulark, Joward, Leo, Joshua. How's it going, guys? Joward says, "Why haven't you accepted my friend request?" I'm at 5,000 and I've been at 5,000 for ages. You can't accept any more than that. So I have thousands of friend requests and I just can't accept them, so that's why.
So what we're going to do is we're going to do Q&A as always. So if you've got a question, just write what it is in that comment box and I'll answer it. We're going to be going for two hours, so we'll stop at 5:00 PM Eastern time New York. So we'll start with the first question here. Venita, "How do I handle this objection for Facebook Ads, 'What is your guarantee?'" It's not so much an objection. It's a question.
So you could tell them, if you have a guarantee, you'd tell them what it is. If you don't, I mean, you could, "We don't have one." What I would recommend is if you're selling Facebook Ads is what you can guarantee is the work that you're going to do. You can say, "I'll build out all of this. I'll build out all of this and we should be able to get clicks from within this price to this price. We should be able to get this many of them at this price. I estimate that we should be able to generate appointments or calls or whatever at this price. That's my side of this thing, but there's another side of it too, which is your side.
So you have to be good at closing the customers. You have to be good at servicing them, making sure you answer the phone, making sure you look after them. So it's very hard for me to guarantee you everything because it's a team effort here. I can guarantee that I will do this on my end and if I don't do that, well, I'll refund you in full if I don't do what I promised I'm going to do."
You've got to be careful. You don't want to put yourself in a situation where it's too dangerous and there's too much pressure on you because you can't guarantee everything because they're heavily involved in it too. So that's what I would do.
Katy McIntyre says, "What was the hardest and most frustrating aspect of getting the office space for consulting.com?" Every part about it. It sucks. You don't want to get an office space until you absolutely have to. I've put this off for so long. So I ran my business at an apartment for ages, years, but then I got to the point where I needed to hire a lot of people really fast. So we went from one employee to 50 in about 13 months, which is pretty fast.
In order to do that, I wanted to have everyone together, so that if we brought someone new on, they could learn and offer everybody else. That worked really well. We would hire a support person. They would come in and have no idea what to do and then they would just sit next to the other support person and watch them. That worked really well.
Put it off as much as you possibly can. It's expensive. It costs a lot of money to have that office and then all the furniture and then all of the setup and all of that. Plus, you're locked in to a lease, so that's a pain in the ass. Then also, leases are really strict, right? You're really locked in to that contract, which is a risk for a lot of businesses. Then when you have employees in an office, you have to pay payroll tax because you have to have them as W2 employees, which means that your costs go up, you can't just have 1099 contractors who are working virtually.
So I would put it off as much as you can. The only two clients of mine that I know have gotten offices is Andrew Argew and Lathan Fritz. Andrew Argew is making close to a million a month. Lathan Fritz is 800 or 900 grand a month and then they got their office, right? Because you don't want to take on that cost or that burden until you've got quite a big business. There's all sorts of parts about it that are a pain in the ass. I would work from home until the last point you possibly can.
Leo says, "Just joined the program and mastermind and the best course I've ever bought." Thanks, Leo. Venita, your second question here, I already answered that one. I told you what I would do in terms of the Facebook Ads guarantee. Venita says, "Do you think testing a broader version of your niche speaking to the market and refining the niche as you go along is a good strategy?" Yeah. I think you've just got to pick something to start with and then get into it and then the dots start connecting in front of you.
You know what to do when you go into it and you get the experience and you'll see these different opportunities and things and you can sense where to go. The key is to just start and get into it. I've seen pretty much every entrepreneur start with the wrong niche and the wrong thing and then through effort find the right thing. The path, it's messy. That's why I say just pick something and commit because even if you pick the wrong thing, when you commit to it, you'll find out that it's the wrong thing. You'll know what's right. Choose that and pivot before somebody else has even picked anything.
The key is to just pick something, commit, get started and then let things unfold along the way. I'll give you a perfect example of that. I started out helping plumbers and with get hot water cylinder peer clients and helping rag shops and electricians and locksmiths getting clients with Google AdWords and stuff in Auckland in New Zealand. That's how niched it was. I was helping trades people with AdWords in a small city, in a small country.
That's all I was doing and then that just kept growing until it's got to this point now. I would have never known starting out back then just helping these trades businesses, I wouldn't have known that we could have gone New Zealandwide, let alone worldwide, let alone being able to create trainings that deliver people results and then now, we're getting into this AI discovery thing. I mean, it's pretty cool. You always underestimate where something can go. Look at Amazon. It started off as an online bookstore. Now, that thing is so huge and it's such a massive business, Amazon. That just started with a bookstore.
So don't think, "Oh, I'm cutting myself off from all of this opportunity by just choosing a niche. What if I want to change later or whatever?" You've got all the freedom in the world, but you just have to start with something.
Venita says, "Will you be teaching us AI-related things to help with Facebook Ads? I already asked you a question about this and you said, 'Just follow the course,' but I wasn't sure if you are planning to do something for your students to help them." The training I've already given you shows you how to do Facebook Ads. You've got to understand that you don't need to add AI to Facebook Ads. Facebook has the best AI and machine learning algorithms in it. That's how it optimizes for conversions. That's how it creates lookalike audiences. That's how Facebook does everything. It's got AI built into it and not just any AI, but the best because Facebook's got the best starter, the best engineers, the best everything.
I just tell you how to work with Facebook and that algorithm to get the best results. So it's just really understanding Facebook's algorithm, which I explained. I explained exactly how it works and then just setting up ads and giving the algorithm enough variation, so it can find the possible combinations that work.
Rod says, "Hi, Sam. When are you releasing the updated new age organic outreach video? I'm having no responses with code email anymore. Do you recommend joining every Facebook group you can find that's part of your niche, then do just post an offer in there?" Rod, you want to watch Jeweliet Tangen's customer interview. Go and find Jeweliet Tangen's customer interview. It's on YouTube or you can find it in the Facebook group. In that interview, she explains how to do the new age organic attraction in detail. Then also, I did a Q&A call, a livestream, one of these a few weeks ago and I explained it in detail there as well. So you can look back at that.
If you use the search tool in the app, let me try it right now, that Hivemind search tool is very accurate. So I'm going to try it right now. I'll just type in new age attraction and see what comes up. Then I'm going to look at Q&A calls only. Where is it? I'm not sure if Hauser has added in all of the livestreams into this thing. Anyone has the link to the previous livestream, where we went into detail about the new age attraction method, if you can just link it to Rod? I'm just looking to see if I can find it in here. I'm not sure if Hauser has put these things in here. I'll have a look after this call.
The previous livestreams like these, we record them and then we transcribe them and then we put them into the portal, which means that they're searchable, so that in the future, you can search for keywords and find these. I've just got to make sure that we've been putting them all in there. I know that at least the first couple got in there. I'm not 100% sure. Watch Jeweliet Tangen's interview as well.
Angie says, "Hi, Sam. If I'm cold calling to sign up a new client, am I required to have a registered legal business before I do this? If they want a receipt from my services, do I provide this each time? I'm starting week four today. Thank you, Sam." Honestly, you can sell someone without having a business. That's totally fine because individuals are allowed to do business. You don't need a business to do business. What I would recommend doing anyway, Angie, because it's so easy to do in New Zealand, is I would register Angie Consulting Ltd in New Zealand.
If you go to companies.org.nz in New Zealand, you can do it all online. I think you can register a business totally online. It's the most easy thing in the world. It only costs 100 bucks or something. That way, if you make the name of the company just Angie Consulting or Angie Enterprises or something like that, that means that if you change your niche or if you change and do anything, you don't have to create a new company or anything because that generic company name can work for anything you do in the future.
I would recommend you do that because if you can set up a company and then set up a bank account, then you can set up a Stripe account. I know Stripe is in New Zealand now too. I always wished it was in New Zealand when I was there, but it has only come there since I've left. Get the Stripe, the bank account and the company name and have the ability to accept credit cards over the phone because that will make things way easier. Instead of having to do bank transfers and invoices and all of that, I mean, I would do that.
Adam asked about Uplevel Consulting. Adam, just shoot me a private message on Facebook. Otherwise, you can schedule a call if you go to week seven. So if you watch week seven's training, you'll see everything and you'll be able to schedule in a call to discuss it.
Venita says, "If your niche has a lot of compliance to deal with and you can't directly sell in your ad, I'm in financial service professionals, what angle will you use to get them more leads?" I don't know, but I would look at what other financial advisers are doing, financial service professionals are doing. That's always the easiest way.
My first instinct when I'm trying to figure out what to do is to look at what other people are doing because then I get to stand on their shoulders. My entry point is their existing point and then I just work on top of that to beat them. So I would just go in, identify the top three financial service professionals who are crushing it with Facebook Ads. Find them, look at what they're doing and emulate that.
Chris says, "I have a strategy session with a school. My niche coming up in a couple of days. I'm in week two of the program. Question: When talking about payments, do you include the cost of ad spend in the total amount? Say I want to get paid 2.5K to manage, but want to spend 1K per month on ad spend. Do I just say the fee is 3.5 or do I break this down for them?"
So yeah, it's really simple. You just say what your fee is, "My fee for managing this and setting this up is 2,500 a month. Then your advertising spend is on top of that. You can spend whatever you want, but I recommend that we start with about $1,000 per month to test things out, find out what works and then work to scale up from there." That's exactly how I would say it. You don't need to bundle it all together or do anything fancy like that. That's easy enough for anybody to understand.
Venita says, "How many ad angles can you do with 1,500 ad budget?" I'd try at least three to four. I'm not sure about your second question. I would look at the reviews on the consulting.com website. You should be able to sort success stories by different industries and everything.
Shannon says, "What processes or formulas did you leverage to distribute your income in the early days from your company to a person like to take care of personal debt, to make investments and pay for living expenses?" Well, in the early days I was dumb, so I would make money and then I would just spend it on dumb things like a Ferrari, a Porsche, a Lamborghini and a boat and then a bigger boat and then all sorts of dumb stuff. Then I didn't realize how dumb it was until I had to pay all the taxes. Then I was like, "Shit! This was really bad. This was a dumb move," because once you move it over that line, it's taxed. Money is always taxed, but it gets way higher taxed when it goes over there.
So I learned pretty quickly that the game was to leave the money in the company, reinvest it back into the company again and again and again and again and then only take a small amount out for you to live. What I did is I tried to take out as little as humanly possible. So my salary is $50,000 a year, which is not much, but I just try and take a tiny one. I've got savings and my personal expenses aren't that much. Then all the money we make in the company, we try to invest it back into the company, back into the company.
Then if I need an amount of money myself personally to buy something or do something, then I will take a loan from the company. So a loan works totally different because a loan isn't income. A loan isn't taxed because it's a loan. It's not income. So if you loan yourself the money or really, it's the entity loaning you the money, then you can just pay interest on it. You don't even have to pay principal payments back on it. The interest rate, it depends where you are in the world. I don't know what country you're in, but in America, the AFR rate for a personal loan from your own company would be 1.2%, 1.2 to 1.5, depending on what short-term, longterm, whatever it is. So you only have to pay that.
That's what I would do if I needed any money. I just do the loan because that way, it doesn't get taxed. The key is to try and not take the money out of the company because if you look at the best companies in the world, they have done that. Amazon has been in business for about 25 years and out of those 25 years, I think it's made a profit one year. Every other year, it's made a loss and the sum total of all of those 25 years, it's made about $0. That is a huge reason why they're as big as they are because you imagine a company that takes huge profits. Half of their money has to get paid in tax. So they're smart. They try and grow their market cap and their net worth instead of trying to grow profits because that's the smartest strategy. I didn't really learn that until I grew up a bit more.
Some of your other questions say, "Take care of personal debt." Well, one thing you can do is you could take a loan from your company to your name and then pay off all of your personal debt with it because then what would happen is you would be in debt to your own company, instead of you being in debt to other people. I'd rather be in debt to my own company than other people. Plus, I can make the interest rate 1.5% or 1.2% to my company. Guarantee you, the people you have personal debt with, their interest rate is not 1.2%. You don't even have to pay back the principal. You only have to pay interest. I doubt the debtors you have, you have to just pay interest.
So I'll consolidate all of your personal debt, find out the total of that and I'd call them up and they will give you discounts if you pay it in full in one payment. They give huge discounts for that because it's an expense for them to collect it from you. So call them up, see how much you can get it down to if you make one payment. Take that amount from your company, loan it over to you, settle that. Now, you owe your company no tax.
Then you said, "Make investments." It depends what sort of investments. Honestly, I try to make my main investment my own company. The most successful people in the world invest in their own company because they can control it, they understand it and they don't have to rely on reports and analysts and things telling them stuff. It's like having insider information. It's like insider trading, right?
When you trade stocks, you only wish you could sit in the board room with the CEO and look at all of the numbers and know exactly what was going to happen, but you can't. It's illegal. In your own business, you can all day long. So that's why I like betting on myself because I know everything. I would encourage you to try and just reinvest it back into your own company instead of trying to make all of these other peripheral investments because it will take your attention away from the business. It will also cause you tax burden and all sorts of things.
Otherwise, if there's a really good investment, then I would buy it with the company. So that way, you don't have to take it out of the company, so the company can buy the property. Unless that's a piece of land or something, then you can get the company to buy that instead of you because you've got to just really watch the victors, the way the money flows because you don't want to move it from company to you and then into another investment. That's so silly because you just lost half of it coming in to you. If the company makes the investment, it can do 100%. Plus, if you make a loss on it, you can write that off, which is good. Try and simplify it.
Venita says, "What was the worst call you did and what did you learn from it?" I can't remember the absolute worst, but the first one that comes to mind is I was doing a call and everything was going well and then the guy just hang up out of the blue. I was like, "What the hell?" Then I called back, didn't pick up. I was like, "That is the weirdest thing I've ever heard," because he went all the way through the whole call and then just hang up. So what I did is I was like, "What? Who does that?" Then I found his email address and I put it into Gmail and then on the right-hand side, if you've got that LinkedIn sales connected thing, it shows you what LinkedIn profile is associated with that email.
If you want to stalk someone, if someone's got an email and it looks sketchy, do that. A lot of the time, people forget that they ever had their LinkedIn account associated to an old email. So this guy, he had a different name in Gmail and everything, but when I put in his Gmail, I could track him back years to his old LinkedIn. Then I found out his real name. Then when I found out his real name, I found out that he was just, obviously, trying to hear my script and hear what I was doing and everything. I was like, "Oh, that now makes sense."
Anyway, I didn't even think anything of it. It's not that bad because remember the worst thing that can happen from a bad call is a bad call. You can't lose money from a bad call. Your business can't fail. You can't get injured. You can't get hurt. You can't really have anything that bad happen to you from a call. A bad call is actually pretty much nothing in the grand scheme of things.
Then number two, you said, "What was your hell client and how did you learn from it?" It's hard to remember, but I mean, it's just clients that are needy, really needy and they don't respect you. What the best thing to do with them is to flip on them. What I mean by that is if they're used to being needy and demanding of you and then a lot of the time, your response is to just tolerate that and accept it and treat them nicely. If they continue to do that, then what I do is I just flip it back on them and I'm just like, "We're not going to deal with you anymore. This client relationship has ended," and just really ... What's the word? It's just really a strong, "I'm not going to tolerate any more of this crap."
You literally tell them that you no longer want to work with them ever again in just one message because then what happens a lot of the time is they freak out because they weren't expecting that and they all backtrack, retreat and then apologize to you and then I let them beg for ages to come back. If they really beg and I think they're being honest, sincere and everything and I might even get them to put it in writing that they're not going to do this crap again, then I'll work with them again, but yeah, you have to be firm on them. You accept it a little bit because everyone can have a bad day, right?
So anyone could send an angry email out of the blue or an angry call or whatever. Your first response to that is to treat them nicely and tolerate it and everything. As soon as you sense that they're now pushing you, then you have to be strong on them and end it. The key thing here is you have to be willing to walk away because the science of a relationship not just any relationship with a contractor, a consultant, a business, two businesses, I mean, the science of a relationship is the person who's got the control is the person who needs the other person the least. So whoever needs who the least has the control.
If someone else has that control on you, quite often if you analyze it, you'll realize that you think you need them, so you're willing to tolerate it. In those situations, you just have to be willing to walk away and you have to be willing to just end it. Otherwise, you'll just forever get treated like shit.
I saw the same thing happen with dudes and their girlfriends back at school. Some dudes would just do whatever their girlfriends said. Their girlfriend would always get grumpy at them and they'd always be apologetic and everything and it was over the top. In the end, those dudes just got treated like shit for their whole relationship and then they got dumped. So even being the nice guy for that whole time, still ended up with nothing at the end. So it's just like that all the time. You don't want to think, "If I just keep tolerating this, it will be fine. I'll get to keep this client." It's not. They will leave you, anyway. So you got to be firm.
Leo says, "I've been making 300 grand a month consistently by having a link to my course and my YouTube description." That's good money for a link and a YouTube description. Nice work. "The problem is that if I want to scale, I needed to start paid traffic. Would you recommend me to create a 2K automated webinar considering the difference that I have?" Wow! Let me have a look at something here. I'm just checking a few. All right. You're in the mastermind. Cool. Perfect. I was just looking because I thought you're in the mastermind.
Because you're in the Quantum, which is the right place for you to be if you're making that much a month, then I would honestly ask your question on our Q&A call, which we do on Tuesday nights because it's just a bit out of context here because I can take a full amount of time to explain exactly what to do on that Quantum call, but it's probably not the best place in here. I can't go into enough detail and show you everything and stuff like that. I can show you exactly what to do on that Quantum call.
Joshua Westover says, "Hey, Sam. I'm thinking about experimenting with sending my outreach messages as voice notes on Messenger. Have you heard of other students doing this whether it's more or less effective?" I haven't heard of people doing it, but you can only learn by testing. I wouldn't try this until you've tried what we do know to work because what we know for a fact works is sending texts, typed messages on direct message on Facebook to friends after they've accepted your friend request. That works.
So I would start with that because we know 100% that that works. Then once you've got that working, I would try and innovate and experiment by doing voice ones, but you never want to be taking guesses and innovating before you've got anything going because it's just like, "Why would you choose to try and experiment with things when you don't have anything going in the first place?" It's just getting your priorities out of order. So just start with texts, get some clients, get a system going, then experiment with that. I have no idea whether it would work better or worse. You can only learn by trying it.
Philip McIntyre says, "Where do you recommend meeting potential clients?" I would look in the training. I tell you what to do in the training. I mean, we want to join Facebook groups. We want to identify our niche, join Facebook groups that they're in. We want to see what conversations go on and then add those people as friends and message them also on LinkedIn, places like that.
Thomas says, "Hi, Sam. I constantly post high-popular content for my niche and do not get many discovery calls from it, maybe three to five a week. What besides giving even more value through my post could help me get more call to book? I just started adding my ScheduleOnce link in the comment section underneath the post. What about the following ideas: doing a value video, filing was not necessary beforehand, twice a day Instagram posts, doing hardcore outreach? Unfortunately, Facebook is limited to 20 a day. I could do LinkedIn, instant email, but where exactly is the 80/20? Even much more high quality, I already got many shares, likes, wow, comments and still not enough strategy sessions."
Dude, you're focusing on the wrong thing. The 80/20 is adding somebody as a friend, so joining a Facebook group, finding people who are in your niche, adding them as a friend. Once they accept you, you send them a direct message. Just think about this for a moment. What do you think is going to have a higher response rate: a direct message to a friend or some content on your wall? It's always the message. Content is not that powerful. It's best to just have conversations, but we want to have some content to prove, so that when people look at our profile, that they look at us and think, "Oh, this person is in my niche. This person is worth accepting." Otherwise, they might not accept your friend request.
What you're doing is you're relying on your content to do the heavy lifting for you. The content doesn't do much heavy lifting. The heavy lifting happens with the messages. So do that. Try and add 50 friends a day on Facebook and try to add 30 connections a day on LinkedIn. From that, 50% of those should accept your request within 24 hours. So if you add 50 a day on Facebook, 25 should request every 24 hours. If you add 30 on LinkedIn, you should get 15. That's what? 40 people that you can message everyday. From those 40, things will start happening, but it's all in the messages. Messages, messages, messages.
Venita says, "Did some strategy sessions, didn't close. Then a friend requested me and wants to stay in touch. What would you do? He won't close and said he doesn't trust you or anyone." Do nothing. Forget about it. Move on. If you don't close someone, who cares? There's plenty more fish in the sea.
Mauricio says, "Hello." How's it going, Mauricio? Leo Gilet, I already answered your question, Leo. Matt Mackowski says, "I have two niches. One is single-level houses for older folks for ease and the second is having people with hip surgery as a second population, also for single-level homes. Can I do both populations?" Yes. They're pretty much the same thing. I mean, most of the people who have hip surgery are going to be in that older demographic, anyway. It's the same thing. You're looking at it too close.
On your website and then your value video and stuff and even in your ads, your ads could say, you could say, "If you're finding it harder to walk around and go and up down the stairs because of your age or whatever," and then you could say, "Also, if you've had hip surgery or anything like this and you're finding you have less mobility, then a one-storey home is best for you." It's not a different niche. It's just a different angle in the ad and in the copy.
Philip McIntyre says, "I know you said hold off the office space. So where would you recommend meeting with clients? Just coffee shops doesn't feel like a real structured meeting sometimes." I recommend not meeting with clients. 2018, we can use the phone or we can use Skype. I wouldn't meet with clients. It's a waste of time. If you really want to meet with them, then you can go to their offices or you could ask them to go to ... I would go to their offices. That would be better. My first thing would be I wouldn't want to go and see them.
My business didn't start growing really fast until we stopped doing in-person consultations because you spend about an hour driving there, got an hour going back and then you've got all of this ... You get there, then you're waiting, then you've got to find the right building or the right office, get in there, sit down. Then they invite you in, then there's some small chat. Then there's all of this crap. 90% of the stuff you're doing there is not productive, so I removed it. That works way better. You got to remind yourself what's the main thing. The main thing is solving the client's problem and getting them to where they want to go. It's not meeting them face-to-face.
If you want a good example of this, I mean, Warren Buffett buys $10 billion companies without meeting face-to-face. Not kidding. He will just buy it, done over the phone without visiting. Big businesses and big entrepreneurs and stuff, they don't do face-to-face. It's a huge waste of time. They just want to keep the main thing the main thing and keep things fast and rapid. I recommend the same to you.
Joshua Westover says, "Hey, Sam. I've got a question about pensions. My parents believe that having a pension is essential, but I had mixed reviews on this when it comes to business. If you know you want to go down in this business road, can you ignore saving into a pension?" I don't think you need a pension, man. Pensions are things that are invented for people who had nine-to-five jobs and were worried about retirement, right? So when you've got a nine-to-five job, you know that when you stop working that nine-to-five job, you're going to stop making money. Then you're worried about what you're going to do when that happens. So a pension scheme seems fine.
If you've got a nine-to-five job, a pension scheme might be a good idea, but in my mind, I'm like, "I would rather just invest the money into the business, look after the business and everything and then save my own money. So then when I'm retired, I don't need a pension because I've got as much money as I want. I've already got enough to retire if I wanted to, so I don't need a pension." Also, it's in my control instead of theirs and also, my company, I plan to have running with other people, so that when I retire, it still keeps making me money. I mean, you don't need a pension. It's old school thinking from nine-to-five employees who thought that was the way it goes, but it's a thing of the past.
Skylar says, "Hi, Sam. Curious to when you plan on releasing the AI information you mentioned in a post a couple of days ago and where do you think this kind of tech will take us. We're going to test it. I don't know. It's still probably a couple of weeks away from doing this test. I just wanted to see who was interested, so that we could message them and invite them into the test that we're going to do. I'll let everyone know when it's ready, ready for this test, so we can try it out.
I don't want to let out too much information about what it does, but we've collected so much data now for such a long amount of time and I've helped thousands of people pick their niche and I've watched the process evolve, right? So I've got a really good understanding of what makes people pick their niche and what little triggers, what are the signals and the markers and what are the little signs that this might be someone's niche. Well, I've got a good enough understanding of it now that we can put it, we can get you to go through a quiz and everything and then at the end of it, it will give you suggestions. Then you can start working through that. It does a bit more than that, but I don't want to let out too much information because this is pretty cool thing that we're working on.
The goal of it is is to help people regardless of ... because the bias that I don't like is that someone might join the program and then they might check the Facebook group and then it might just be random that this one day, the people that are ringing the bell in that Facebook group, they might be doing digital marketing. So then that person might think, "Oh, this course only works with digital marketing."
One net is not an accurate observation, but people's brains aren't disciplined enough to know that that's random and that they just saw that on one day. If they were to make an objective judgment on that, they would have to scrape the entire Facebook group for all time and then run a model of it to see, but then that would still have bias in it because the people that post in there are bias to posting and that might have relationships to being in the extrovert or being in a particular niche.
So there's all sorts of these biases in there. I want to remove those, so that when you explain who you are, what you're interested in and things like that, we can actually, factually show you what things you might be interested in and then as you choose those things and go through and into them, it starts learning more, learning more, learning more and it helps you narrow it down and all of that. It's pretty cool.
Chris Watson says, "I have a strategy session with a school, my niche, coming up in a couple of days." We already answered this. Alap says, "Sam, what was the most helpful course you took in undergrad in [UNY 00:47:30]?" None of them. It was probably that one I did on birds because it was so bad that it forced me to quit. That was the best because it made me quit.
Richard Lloyd says, "How much of a product should I have before I try to get clients? I'm planning to help people who deliver training courses mobilize their content through apps. I think old school manuals to start. Should I build a very basic website and app to demo or just get cranking and I find customers even without a product, I could sell them on the idea to start?" What I would do is I would tell them that you're giving them a special. I would design it on paper.
So this is what I did with this company I started called SnapInspect. I created a ... Let me see if I can actually find it. I can't find it. I was just seeing if I could find the old PDF. I got a Keynote up and I created, I think it was seven, eight, maybe it was 10 pages presentation that explained what the app was, what it looks like. You want to mark up what this thing is going to look like because when you're trying to sell some app or something like that, people want to see something and it helps them understand it.
Also, you can mark it up using this thing called Keynotopia. That's these templates that you can get for an IOS or Android app and then you can design an app in Keynote for $20. Then it looks like a real app and then you can put it all together. You can make this presentation, explain to people the problem, the solution, then here's what it looks like and all of this and then at the end, you can show them the pricing and say, "This is what the pricing is going to be, but if you join before we launch, then I can give you this discount." You could give them 20% or 50% off.
Then that way, you're pre-selling it. You're selling it before you build it to make sure that people buy it because you want to make sure that people want to buy it before you build it. You can't sell people something as if it exists because the first thing they're going to do once they buy is go, "Where is it?" and then you're not going to have it. So you have to be upfront about that and pre-sell it and tell them that it's coming at this date. I would do that.
It's so important that you sell something before you build it because otherwise, you risk all of that time, all of that money, all of that everything and I know that one well because I spent a year and all of my life savings, which is only $12,000 on this one idea, building it and everything and then I went out to sell it and then nobody wanted it. That's when I learned that lesson the hard way. So from now on, I'd always sell something before I build it.
Alaris says, "Hey, Sam. I lost my motivation on the way. How can I motivate myself to come back to the route?" I mean, you're always going to lose your motivation. We're humans. We go up and down and up and down. I would say every week, there's at least one or two days that I'm not that motivated. It's normal. You can't let your motivation or your emotions dictate your actions. A really good piece of advice is your motivation will come and go, but you can never lose your discipline. So you have to keep your discipline. That's what you're missing right now. You're missing discipline.
So you need to write down these things that you're absolutely going to do like, "I'm going to wake up at this time. I'm going to bed at this time. I'm going to make sure I do this every single day and I'm going to make sure I work at least this many hours, do this many calls," or whatever. That way, your motivation can move around up and down, same with your emotion, but you'll never breach your discipline. That's the only way to do it because your motivation will come and go.
I always say motivation is like a warm bath. It's going to cool down pretty damn quick. Sometimes you can be motivated in the morning and then by lunch, be demotivated. So if you're relying on motivation, you're screwed. You need discipline. If you want to see, if you want to understand this in a really good level, plus, this movie is pretty good, anyway, I would watch Usain Bolt's documentary. What's it called? I'll look it up. It's called I Am Bolt, I Am Bolt. Watch that documentary.
In it, you might think, "All right. Usain Bolt, the world's fastest sprinter. He masks, 'Be motivated all the time.'" No, but you'll watch it and you'll literally see some days he doesn't want to wake up on time. He doesn't want to get out of bed. He doesn't want to go training. Some days, his friends are having a party and he wants to go to the party and have fun, but he has to keep his discipline. When you see that it happens like that for everyone in the world, no matter how high up they are, it will show you that this is the way it is.
There isn't these super humans that are motivated everyday. Every human, no matter how high up they are, they still face the same thing. They just have better discipline and they also have support systems around them to keep them accountable.
Alan says, "Hi, Sam. My niche is helping engineering software companies with business revenues one to five million, make an additional one to two million per year eight to 12 weeks done-for-you program. How much do you charge since it takes them three to six months to get customers? Thank you." I don't know. This isn't enough information for me to know. I mean, you should look at what the market is charging for this stuff. You should look at the value that this client is getting from this stuff.
You should also have in your mind a fair price that you think this is worth. You always want to price on the lower end of the spectrum in terms of ... Well, actually, it depends. Sometimes people will come in and they think they should charge $50 or $100. Those people will need to charge way more. If you're helping someone with consulting or something, you need to be charging at least one to two grand. Really, it should be two grand a month or more. If you're helping someone with a program, that program should be at least two grand or more because that means that you can put more time into it, you can sell it, you can spend more money advertising to sell it and you can make more money with it.
Above that, you should try and keep the price as low as possible and just make it as valuable as possible because some people try and just charge as much as possible and other people try to make things more valuable and decrease the price or keep it the same. In the history of business, those who have made the prices lower always win. So I wouldn't try and be that person who's just trying to have the most insane prices. I would try and offer the most value because when you do that, people just start flocking to you.
Jennifer Mason says, "I'm discovering that I'm really giving hope and help to people who have seizures. I healed myself of epilepsy via meditation and mindfulness. I'm wondering about what type of contracts I should set up, what I should make to cover and how I can go about this early without lawyers?" I think the way you're going to do this is you're not saying that you're a replacement for a doctor or for medication or for anything like that. You should get a lawyer to just draft this up for you, but it's going to be pretty simple.
I mean, that's what all of the ... There's naturopathic doctors, right? Then there's coaches and there's all sorts of people all over the place that help people with advice and even with health-related things, but they're not liable because they are just advisers or consultants or coaches instead of doctors or things like that. So I would just speak to a lawyer or I would look up on the internet for a template contract that might already exist from some law company and then you should be good to go.
I wouldn't worry too much about it. It's going to be very easy to do, extremely easy because anyone can do whatever the hell they want provided you're just advising them and you're not making them guarantees and they're not under the impression that you're a replacement for doctors and things like that.
So most of the time, you should be fine. It's only when you have your own platforms and your own systems and stuff that it's a little bit more complicated, but everything I recommend for us to do in this training is using other people's platforms to keep this thing simple.
Sim says, "Hi, Sam. How many Susie's will you recommend asking what they want for lunch before being able to conclude the niche's needs and wants?" There isn't a number. First of all, it has to be more than 20 people, so that we know that what we have found is widespread and we haven't just found a fluke. I know what a lot of people do is if they talk to someone or call them, the first person they talk to might say, "I've got this problem," and then that person is convinced, "I've found it. This is the thing. This is it. I know everyone has this problem." Dangerous, really dangerous.
You need to talk to at least 20. Then as you go on to each new call, you can't go on to those calls with preconceived ideas about what that person wants because if you do and you ask questions that are subtly hinting to them that they should be interested in this problem and solution that you've already identified from a previous person, then you've broken your experiment and you haven't a problem. You've just installed a problem in their brains and then basically, manipulated them to convince that they have this problem that you initially told them that they have.
So you got to be careful that you don't do that. You got to be careful that you talk to at least 20. If you talk to more than 20 and you've done it in a proper way, where you don't come in with preconceived ideas and you ask questions that truly get them to reveal what their needs are instead of you suggesting what needs they have, then the number of calls you have to do before you know is when you find something, it will be blatantly obvious. It will hit you in the face when you find something.
If something is too small that you can't find it, you haven't done enough calls. Big problems whack you in the face and you can't ignore them. That's what you want to do. Keep talking to people again and again until this thing is so obvious that you can't see anything else. That will happen.
Michael Hamil says, "My company is highly reliant on partnerships and JVs that we create. An issue keeps coming up with this model, though, as we are reliant on other people's timelines and ability to deliver. Any book suggestions on negotiations or strategy for situations like this." Well, JVs are great, but they're dangerous because the ball isn't in your court. You don't control them. So there's two downsides to a JV, commission and permission. You need to give them commission and you also need permission from them all the damn time. Sometimes they just might not be in the mood to do business with you. So you're constantly at the mercy of them.
You don't want to have that. You want to do JVs because they're great, but you need to have the muscle in-house, in your own business to make money yourself. That's the most vital thing a business needs. All businesses that have relied on JVs or different partnerships, the moment those partnerships dry up or things change, the money stops flowing and the business ceases to exist.
What you need to do is you guys need to figure out how to make paid traffic work. That's the key to business these days. If you can make paid traffic pay, then you'll always be good. So that's what I recommend doing. This course shows you how to make paid traffic pay. So I'd look at that.
Joshua Westover says, "Is there a good way to find Facebook Ads in your niche to see what others are doing? Should you just like the pages of the companies whose ads you want to see?" Yes, that's a good idea. Also, you can try Google searching it sometimes for bigger companies. Sometimes they will have the actual ad or sometimes people will do a boosted post on Facebook and that post, you'll be able to find on their Facebook page if you scroll back far enough. A combination of all of those things, then you should be able to find it.
Hannah Ortel says, "I'm doing one-on-one coaching with people. What software do you recommend to manage what they are working on, Basecamp, Trello, Asana, et cetera and any other great software not already mentioned in your program? Love seeing you live. It's like listening to an old friend." Thanks. To manage what they are working on? If you're doing coaching for them and you're not helping them with project management, you don't need to know all of those details. You just need to take some notes on Google Docs or just on a piece of paper.
You don't need all of that information about them. Your brain will retain most of it. When they come on to the call, they'll tell you what their problem is and then if you need to know a piece of information, you can ask them and they'll tell you. You're worrying too much about what you're doing for your clients. If you're just coaching them, you don't have to have a full-blown project management software thing for them. That is not necessary at all.
Coset Dwight says, "How do you build credibility and sell without testimonials? I have happy previous customers, but I'm making a new product that no one has used yet." Good question. It's just practice. Practice is what builds more credibility than testimonials will ever do, anyway. Someone that just practices, practices, practices, they're going to have the most confidence out of anyone in the world, regardless of what their credentials and previous experiences are.
I know that because I used to have absolutely no confidence and no testimonials and no certificates or credentials or anything, nothing and literally, too petrified to make a call. From practice, now I've got enough practice that I don't even need any of that stuff. So it's practice. Just keep at it again and again and again and again, repetition. The more times you do it, the better you will get.
"How do you pay back the interest to your company when you are only earning through your company? I find this topic so confusing." I'm not talking about taking out your salary through a loan because that would be a bit weird because then you need to take a salary that covers your basic needs. A loan is good when you're thinking about buying something like a car or a boat or something like that. That's when a loan can be handy because then when you might not own the asset for that loan. You might only own it for a year or two or something. Then once you sell it, then you can pay back the loan with whatever money was left over from that and settle a lock. If the asset depreciated a bit over those two years, then you can take out a little bit more in salary and pay back the loan.
The key thing here is that if you're going to buy a car for 100 grand, for example, if you take 100 grand out of your company's income, you're going to get taxed 50 grand. There goes 50 grand. Then you buy the car, well, actually, now you can't buy the car for 100 grand. If you want to buy a car for 100 grand, you're going to take out 200 grand. Then you're going to get taxed 100 grand and then you get to buy the car for 100. Then let's say you own the car for two years. Now, that car has depreciated to 80 grand. So now, you took out $200,000 for something that's worth 80,000. That is so dumb.
What you want to do is loan yourself the 100 grand, buy the car for 100 grand. You've already saved yourself 100 grand on the tax. Then own it for two years, then let's say it's worth 80 grand, then sell the car, get the 80 grand, pay back the principal off the loan for 80 and then take out 20 in income and then pay that back. You saved yourself $100,000 just by doing that. Your day-to-day income that you're spending on things like food and all that, that comes from your salary, not from a loan. The use of a loan for an investment or a purchase of an asset or something like that. That's when it can be really good.
Liz says, "Hi, Sam. Can you recommend some NLP resources or do you think your mindset training should be enough? Have you read Natural Brilliance?" Honestly, I've never read anything about NLP ever. I don't know anything about it. Sometimes people will think that I might, I use a lot of NLP and different things, but I've never ever, ever studied it, seriously.
Joshua Westover says, "I hear a lot of business owners say investing in real estate is the best way to protect and grow wealth. Do you agree or disagree?" I mean, it depends. Your business should be the main vehicle to grow your wealth and your money, right? How does Warren Buffett and Mark Zuckerberg and Jeff Bezos ... I mean, they haven't been out there focusing on real estate. They've just been focusing on growing their company.
A lot of the time, people have this weird view that they should invest in all of these other things that isn't their company because they're worried about their company failing. That's playing to lose. You may as well admit defeat right there or you just fail to see a big enough horizon for your own company. So I recommend just pumping it back into your company and growing that as big as you possibly can, but also keeping cash. Always keep cash because cash is king. It's more valuable than real estate. It's the most valuable thing in the world, cash.
Warren Buffett, he always at least 45 billion in cash. There's a quote he's got and it's like, "I can't go to sleep at night without 45 billion in cash." That's the most important thing. I'd rather have cash than real estate any day of the week because if there's a massive turn in the market, everyone who owns real estate is screwed because they've got no liquidity. Now, they've got to keep paying back their debt and they don't have any cashflow, so they're squeezed. Then what they have to do is sell their property at really low prices because no one else has money to buy that. That's when a dude with cash comes in and eats everybody alive. Cash is always the best thing. It's the ultimate weapon.
So while I don't have all of these real estate holdings and stuff, I do have a lot of cash kept, that's my investment there. What would be the right word? I guess, it's like a fail-safe plan. If the business all of a sudden got into trouble, then there's got to be enough cash to keep everyone alive in the company and keep the business going until things turn around. It's like having a survival fund or something. That's a really good idea.
You want to think about how much money your business requires each month to run and then you want to think about how much money you require personally each month to run and then it's a really good calculation to figure out how many months you could stay alive, you and the business, if everything stopped. If all the income just stopped, how long could you stay alive for with paying your bills and everything and keeping your company going? That's a good equation. You want to have that long. You want to try and grow that thing out longer and longer and longer.
So while I don't have property, I could probably last for a few decades and probably go and buy everyone else's property if that ever happen. That's why it's a really smart idea to do that.
Geraldine Morris says, "Hi, Sam. Is it better to look for generic public on Facebook Ads, for example, online niche obesity? I get a lot of surveys and calls when I match with public with gastronomy, but very few can afford the 1,500 plan. Is it better to match, for example, gastronomy plus Mercedes Benz?" How many have you done? How many calls have you done with this niche? Tell me and let me know how much because it's hard for me to tell you whether you found something that's factual or just you haven't done enough calls.
Catherine Walt says, "Loving week one and two." Thanks, Catherine. Mauricio says, "If you had to start all over again from zero, what would you do differently?" I would just work faster. I wouldn't have any of the fear or I wouldn't have any of the procrastination or anything or worrying about what to do. I'll just speed because I realized now how slow I used to move because I was constantly so afraid or uncertain or all of these different things. I mean, I would do what I'm doing now. I would start off consulting local businesses or a specific niche and doing done-for-you. I think done-for-you is the best place to learn.
Everyone right now in the market that is really crushing it, they learned from done-for-you because those people always make the best business owners because they've been there and done it. They've been on the tolls before, so they understand everything. A lot of the world's wealthiest billionaires and everything, they always started at the bottom because someone who started at the bottom knows every single little thing about the entire company and they know everything about business from being a one-man operation to doing customer support, to doing their ads and learning all that.
So by the time you rise up and you get higher, you just know everything and you're not like one of these managers who's never seen the bottom. They always fail because they don't understand how it works. So I would start with done-for-you, helping businesses get customers. I'd get more clients, really work to master the skill. Then once I had mastered it enough and got enough clients, I would then instead of doing it for them, I would start a program, a course like what I do now because you can sell way more of a course than you can done-for-you because there's only so much work a human can do.
When you give the work to them to do and then you put your advice into a video, then that's cheating. Now, you can sell tons and have tons of clients. Then I would do that and I'll just keep scaling, scaling, scaling and going as high as I could, exactly what I'm doing right now, but I would just go faster.
Lee Forest says, "Hi," from New Zealand. Good country. "I turned down a client. Just far too needy and full of excuses." Yup. Good. I always give them a warning first because I like to give all of my clients the benefit of the doubt. After a warning, if someone's being an idiot, then we kick them out.
Diana Lock says, "Sam, what's your number one advice for dating?" I don't know. I haven't dated in a while, but what I do know is that when I was trying to find girls, I didn't have much success with it at all, but when I just forgot about it and focused on myself and my business, it became easy. Because what happens is it's like the same concept that happens in business too. When you focus on making a really good product and being really good at what you do and being really interested in that, people start coming to you.
When you forget about that and you just go and chasing everyone, you're just chasing everyone and you're not offering anything that's special, but when you work on yourself and your own business, it's like people just seem to notice that you're not as needy as other people and also, it's more attractive a lot of the time when somebody isn't that interested. So that can work really well.
Izzy says, "How much content do you need to post online and how often to get organic traction? If you are already pulling clients through direct outreach, is it okay to skip to paid advertising without having a large organic following with your content?" Content, I don't like. Forget about that. I tell you to do some posts on your Facebook page, so that it doesn't look like a ghost town and to have at least three blog posts on your website, so that it doesn't look like a ghost town, but that's it.
I've never gotten clients from posting great content on the internet. Well, actually, it's a lie. I would have, but it is almost zero. All of the clients that I have come predominantly from paid advertising or direct outreach or sending emails or a joint venture partner. If we would look at how much money I've made from just doing blogs or content, I'd be bankrupt, totally bankrupt and screwed. So that's not what I recommend doing.
I would master organic direct outreach first because that is free and it's fast and it's easy to do and you can make money from that. Once you've mastered that, then figure out how to use paid advertising and then use paid advertising and organic direct outreach at the same time. Then when you want to grow more, just keep scaling up on the paid advertising.
Catherine Walt says, "What's the shortest time it's taken to get through your next level mastermind [inaudible 01:20:22] just a little bit?" Well, I mean, what's a typical timeframe is someone joining the Accelerator, then about a year later or, actually, there is no typical timeline. It just totally depends on how committed really you are. Some people join Accelerator and then find out that Uplevel has a higher level of service and is more what they were interested in doing in the first place, they jump immediately.
Sometimes someone's in week one or two when they join Accelerator and then go into Uplevel. So that happens fast, but sometimes people will do Accelerator for a year before they feel like they're ready to join. There isn't a normal path. It totally depends on what someone wants to do and how committed they are. The mastermind, typically, we see people joining that between six months after joining. First of all, we see most people go from Accelerator to Uplevel and then, typically, about six months after being in Uplevel, they'll go to the mastermind. That's the typical thing.
Ingrid says, "Finished week two. My new self is a bit scary like be careful, it may come true, but also, it's extremely exhilarating and energy-giving. Loving the discomfort." Awesome. Good work, Ingrid. Cool, Thomas. Yes, that makes sense.
Pierre Bijurvan says, "Your best tips on how to close on call number one. My experience so far, done 30 strategy sessions and no one I've been able to close. The prospects are always trying to postpone it." So you need to listen to them. You record your calls, listen to the objection and then whatever objection they're giving you there, you need to come up with a better answer. You need to be better at fighting them to buy now. Also, it's probably a change in your behavior because most people don't buy now. Most people like to sleep on it. I always like to sleep on decisions. It's totally crazy. You don't need to sleep on decisions. If something is right, it's right for you. If something is wrong, it's a no. You just need to get fast at decision making.
Most people delay it. So when they go to sell, they influence it to go that way because people sell the way they buy and people buy the way they sell. So if it's a new belief system for you that you can actually sell someone on the first call, then it's going to take a little bit of time until that chips away in your brain and then you expect that as the norm. When you expect people to pay right away, it just happens every damn time because the conversation dynamics are different and it's not foreign to you because this is your normal way of doing things.
Just like a lot of the time, I used to think the way to do business was to meet people in person and have a meeting with them. Then I thought, "No one ever purchase at a meeting ever." So you'd never talk about price or anything. You just have a good chat, share this, do all of that. Then at the end of the meeting, you'd say, "Cool. I'll shoot you over a proposal when I get back." So then I'd go back home, create a proposal and then add it as an email attachment and send it to them and then follow up via email after that and then eventually, they would say they're ready and then I didn't even think people pay with credit cards, so then I would send them my bank information and then they'll transfer the money and then I'd start the work. I don't know what I was thinking, but that was my belief system, so that's just what I created when I went out to do it.
Then I realized that that's not necessary. So then I realized that you didn't have to do in-person meetings. You could just have a phone call. Then I realized that people could pay with credit card at the end of the phone call without the proposal and without the followup and all of that stuff wasn't necessary. So it's just about your belief system and you need to practice it again and again and again. Eventually, it will crack for you. You'll get them to make a decision on the call.
Everyone has this experience, seriously. The moment you try and change it to ... People have the exact same experience when they go from done-for-you to programs because they're most common objection will be, "Oh, but I don't really want to do it myself. I want someone to do it for me." That objection gets everyone when you've just recently changed from done-for-you to programs because that's the big thing in their mind. They're like, "Oh, no one's going to want to do it themselves when someone could do it for them." So we create our own objections a lot of the time, which is really fascinating. That's probably what's going on with you and you just need to practice.
Matt Mackowski says, "Great reply. Needed some reassurance. Also, the message video to attract them really helps. Thanks, Sam." No problem. Lara Doll Kennedy says, "What's a good way to say, 'I help restaurants book event spaces and full tables consistently using digital marketing'? Full tables sounds dumb to me." No, I think that's fine. That's probably their language. If that's their language, use that.
Ismael says, "Do you think having this niche is too broad? I want to help small or medium-scale businesses to grow their business using business and data analytics." What you're basically saying there is, "I want to help anyone grow their business to anything using something that's very broad." So it's not very specific. I can tell here that you haven't based your decision on a market need. It's immediately clear to me whether someone's spoken to the market or just come up with something in their brain. This, I would bet 10 grand on it, that this, you just thought of and it's not derived from the market.
So you need to derive your ideas from the market. Otherwise, they look weird like this one here. This one doesn't make sense because you've just been spinning around in your head trying to think of things, but we can't find the answer when we do that. We have to get out of our head, talk to the market, find out what their problems are and then base our solution off the problem. It's so easy when you do that, honestly. It's the easiest thing in the world.
Just like when I'm trying to make improvements to my company like, "How am I going to make our company better? How am I going to make our product better? How am I going to do all of these things?" When I do that, when I start thinking about it in my own head, I get confused and I can't with these ideas and then they don't seem right. Then I'm like, "What am I thinking?" I'm just going to ask my customers. I'm going to do some surveys. I'm going to do some Q&A calls. I'm going to just talk to them and ask them. Then as soon as I do that, they tell me and it's so blatantly obvious what I need to do. So always keep that in mind.
Todd Beret says, "Aloha, Sam. I may have the opportunity to partner with a national company that already has tens of accounts with bigger companies in my niche. Do you have any suggestions about partnering with larger firms?" If you can do it, do it, but I wouldn't bank everything on a partnership with a big firm because sometimes they move so slowly and they're not under your control and all of this. There's nothing better that a business ever has than their ability to get customers themselves. That is the number one thing that all growth companies have, the ability to grow by themselves. They don't require anybody else.
We may have that engine. When they have a lever to pull on that allows them to jump, jump, jump, that's how they skyrocket. If I was in your situation and I had this opportunity, I'd pursue the opportunity and try and close them. At the same time, I would be doing this myself. Even if they did have a partnership with me, I would still be ruthlessly pursuing it myself because I'd be worried that that partnership might end or something might change.
I never like relying on other people completely because that just leaves in a vulnerable situation. I like doing partnerships and everything, but I don't like the thought that if those things end that I'm screwed. So I always make sure our company has power, enough power internally to grow on its own. I would say 90% of our growth happens on our efforts. Only about 10% to 20% would happen from affiliates or other partnerships or things like that. Most of the muscle is in-house, which means that we're good.
Red Cote says, "Question." I trust you to be cheeky, Red. Robert Timmons, "Sam, the niche I am picking is social anxiety disorder, which is public speaking. Now, I need an idea to reduce it further as high percentage have fear speaking." You don't need an idea. You need to talk to the market. That's cool. You've found that you have a general interest in this social anxiety disorder place, right? That's good. Something made you choose that. You wouldn't have just chosen that at random. You just have some interest in that for some reason. A lot of the time, it's because you had a personal experience with it or you know people that do, things like that. That's fine. Good hunch to start to looking in that.
Now, what you need to do is you need to talk to those people. You need to get out of their brains what their problem is. Then you need to talk to lots of them and find out what their problem is. Once that you've talked to them, you will know what to do. You can't not know what to do when you talk to these people. If you talk to enough of them, you can't not know what to do. It just jumps out and hits you in the face.
Evie says, "Hey, Sam. I have a question regarding my niche. I am now branding myself as a mindset coach to female entrepreneurs. I'm an NLP practitioner. I know people's biggest pain is fear, self-doubt and procrastination. Would you suggest talking about how I help women move past fear and self-doubt, so that they can take a consistent action, build momentum and get clients? How would you word this?" Sure. What I recommend doing is you've got to be careful not to confused means for ends and ends for means.
NLP is a means. It's a method to achieve something. No one wants to do NLP just for the sake of doing NLP. If they do, I mean, their mind isn't quite straight because you shouldn't just ever go out and do something just to do it. That's the means. Then you need to try and find the end that these people want.
So if you are helping female entrepreneurs, that's the group of people, so you need to identify female entrepreneurs' biggest problem. You said it's fear and self-doubt and stuff, which could be true, but what's that blocking them from getting because there'll be something which they're trying to achieve. It might be more clients. It might be more growth, more profit. It might be, I don't know, all sorts of things. A lot of the time, it's related to customers.
Then you're helping these people get customers and it's through unblocking themselves and breaking through their self-sabotage and their fear and things like that. That way, you say, "I help these people get to this place by this method." Then it becomes clearer. The way you've linked it right now is you say, "I help women move past fear and self-doubt, so that they can take consistent action and build momentum and get clients." You want to talk about, "I help these people get this by that," because that makes it way clearer because no one goes out just wanting to build momentum. I mean, they do, but people only want to build momentum and take consistent action to get a goal and get an outcome.
So you want to try and be real outcome-focused in your message and then you can provide the service that you do, but it's just way clearer. It will cut through a lot of the people in your niche, who just talk about the NLP stuff and forget about the fact that it's just a means to an end. That's how you'll get cut through in your niche. You might be helping a particular type of female entrepreneur. They might be coaches. I don't know your business, but if they're coaches, then you can get more specific like, "I help female coaches get clients by doing this sort of stuff." That's what I would recommend doing.
What I always recommend people to do is forget about the thing you know how to do. I can tell by your language here because you said, "I'm now branding myself as a mindset coach," and you're an NLP practitioner. You don't even really want to say those things to people because it's not the main thing. The main thing is getting the result. So I don't go out ... I'll give you an example. I don't tell people the skills that I have or the different methods that I know and all of these things. I just tell people about the outcome that I'm going to help them get.
Then they trust whatever the hell of methods I've got to use and they don't even really care what methods I've got. You want to be careful not to put too much emphasis on the methods because that's confusing the main thing. The main thing is always the objective and someone will do use any method to get an objective, anything. Literally, if you said to them, "All you need to do is just drink this potion," they would do it and they wouldn't care, just provided it worked. Try to forget about the fact that you do NLP and the things that are related to you and just obsess over the things that relate to them. That makes it more customer-centric.
Jeff Bezos said it really well. He said, "We have no attachment to the skills and the systems and the methods we have. If all of a sudden customers wanted to stop using E-commerce, we would stop providing E-commerce. We don't care about what we have and we're good at. The only thing we care about is giving customers what they want." That's really smart. You never want to get too attached to process because once you treat process as the main thing, then you forget about the outcome and you get it wrong. So you want to stay focused on that outcome.
Just like in this training, if Facebook Ads stopped working, I would change the training instantly. I don't care what it is. I would use anything if it works. I would just provide the best one that works. I've got zero attachment to ads, zero attachment to landing pages or anything. I don't care. I've got no care in the world. All I care about is the result. That's it.
Eteniora says, "My niche is holistic wellness. I am new here. I am new where I live and still don't know people. How do I deal with straight decision?" You've got to go through the training. Your question signals to me that you haven't gone through the training, which is fine if you're new. Just go through it. Watch every video one week at a time, one module at a time and I explain what to do.
Daniel Gibson says, "Hi, Sam. I've been getting some interesting answers to my research from speaking to recovered addicts. Once I've got my message done, how do I approach addicts that I want to help without trying to sell them? All I want to do is help and I know I can't." Yeah, but what you've got to understand is that selling people is the way to help. So businesses always make more impact than charities. Charities, when they measure those things, those things are very inefficient money-wasters. Quite a lot of the time, they're actually scamps. We're just a bunch of executives milking it, getting free money from people giving donations.
Businesses are extremely efficient at helping people. I didn't say it's actually the way the world is moving now. We're going to see business people running business-driven charities because businesses can generate their own money, which can get reinvested back into improving the way that they help people and all of that, whereas, charities are very inefficient. So you've got to think about it like that.
If I was trying to help people start businesses and start their own consulting businesses and get clients and none of them ever paid me any money, they probably wouldn't have listened to me. They probably wouldn't have taken any action and I would have been lucky if I could help five people. Instead, by charging money, I was able to do this. So you got to think about it like that. Don't relate charging money to being evil or charging money to not helping people. It actually helps them more because people respect what they pay for and it shows that they're more serious.
You've got to understand than an addict is obviously paying money for drugs. So if they claim that they don't have money to pay you to fix their issue, then they're delusional and lying because they're spending their money on drugs, which is the thing they don't want to be doing, but they claim that they don't have money to pay you. I mean, they don't have that excuse. You've just got to charge them. I would say to them, "Hey, look, I want to help you out." You can go back to the same people who you did research with. I would say, "Hey, look, I want to help you out. This is what I want to help you with. This is the kind of offer that I'm going to give you and this is the pricing that I think is fit."
Then let them decide. They've got to have some skin in the game. Otherwise, nothing is going to really happen. Skin in the game is the most powerful thing in the world. When you've got money in something, it means that you care about it more.
Donnie says, "Hey, Sam. What do you find a big problem to fix as a personal trainer? What demographics would you target weight loss, health?" This is a wrong question, dude. You need to ... If you're a personal trainer, you need to ... Wait a minute. "What do you find a big problem to fix as a personal trainer?" I know what this question is asking, but if you're a personal trainer looking for a problem to solve, then you can either look at your own problems and try and solve those or you can look at your clients' problems and then try and solve those.
If you're trying to target personal trainers as a niche, then you need to talk to personal trainers, find out what their problems are and then seek to solve those. I'm guessing by how you've worded this sentence here that you haven't talked to your market. You need to talk to them. Otherwise, we get confused and we go on loops.
Jacob Ferrell says, "Hey, Sam. What are your thoughts on offering a fixed term of monthly package, i.e., three months to see whether it's a good fit, then extending the contract later? People may be hesitant to sign up for a monthly payment with no end day." Dude, you're offering ... With a month-to-month thing, they can cancel whenever they want. Now, you're saying that I think that people are worried about having the freedom to cancel whenever they want, so I think what would help them is by actually locking them into a three-month fixed contract when then they have the option to cancel afterwards. That's the worst deal.
That means that they start for three months and then they have the option where it's month-to-month, they always have the option. I would just stick to month-to-month and tell them that it's not a fixed contract. Tell them that it's not a 12-month thing.
Crystal says, "Hi, Sam. I'm doing a market research for my niche in ADHD and I find that how I want to help people is very much like a life coach that specializes in ADHD. Would you know if I need to be certified?" The only thing that matters is if you can solve somebody's problem, remember? That's it. So certifications don't matter. Truthfully, if someone actually had the cure to cancer and they were four years old and they didn't know how to speak and they had no qualifications, nobody is going to care. Nobody is going to be like, "I'm not taking that cure because this infant can't speak and it has no qualifications." Everyone would be lining up to buy off that infant that can't speak.
That just puts it in perspective that the only thing that matters is solving the problem, not certifications. If you believe that you have a way for helping ADHD people, which there's tons of ways of doing that, there's meditation, there's self-discipline, there's all sorts of ways to help people like that and then you can help them and you don't need a certificate to help them. You don't need anything like that. Just always keep in mind that it's the solution that matters, not the certificate.
If you needed a certificate to do well in business, I would be screwed because I don't have any. I'm not Facebook Ads certified. I'm not Google Ads certified. I'm not certified in Google Analytics. I'm not certified in any of those things. The only way that I judge whether I know what I'm doing is if it works. The more it works, the better I know I am at it and so I don't think I know anything until it works, even if I had the certificate and it didn't work, I still believe that I suck at this and I think my certificate is useless. So that's what I would do.
Most people come out of university with a certificate in business and marketing and they think that they're hot shit, but they're clueless because they can't make customers come to businesses. They're useless, but they've got a certificate, which makes them feel like they're valuable, but in reality, they're useless. I would rather know that I'm useless and think that I'm useless than actually be useless and think that I'm valuable. That's totally weird. That's why I hate certificates. That's why we don't offer anybody certificates at consulting.com. The only celebration we have is when you get a client because that way, we keep everyone focused on the main thing and we don't get distorted with anything else.
Richard Thomas says, "Hi, Sam. You might have covered this already, but is the Consulting Accelerator course useful for people wanting to run profitable E-commerce stores, as well as provide consulting services in that niche?" Yeah. We have consultants inside the program, who help E-commerce businesses. They're consultants to E-commerce and they do really well at it. E-commerce is a huge niche. So there can be tons of consultants in that niche helping people. At the same time, you also want to have a E-commerce store. That's totally fine. Nothing wrong with that at all.
A lot of the methods that we teach in here are the exact same that work for E-commerce. A lot of what I learned from my business I learned from Jeff Bezos, who runs Amazon and I apply those same methods in here and a lot of what I teach you is ... Really good business knowledge can apply to anything. No matter what it is, you'll be good at it because business at the fundamentals, it's all the same.
Kay Twang says, "Would you have a set date for the launch when you pre-sell?" I guess you're talking about what I was talking about before, which was with that guy who asked the question about the app. I just want to make sure that you're talking about that. If you are, then I would give them an estimate as to when you think it will be built. What I did was SnapInspect, my software app company, is I talked to developers in India and they told me, "This thing can be built in three or four months."
So when I was selling it to people, I said, "We think we can have it out in three to four months." I didn't absolutely say a specific date because that would have been ... I would have got ... There's no way anyone can predict that. I said, "Three to four months." Then I think it actually ended up taking five and then we gave it to them then.
Mitch Kenny says, "Favorite LaCroix flavor?" It's definitely the Pamplemousse. Pamplemousse is a good drop. Sophie Mendez says, "Hi, Sam. How you doing?" Doing good. Thanks, Sophie. Steven says, "Sam, what happened to private flights? My question is I'm looking to scale from 100K a month to 500K a month, but not doing done-for-you. I was thinking about doing a course in digital marketing, but I think the market is oversaturated. What's your thoughts?" I don't understand the private flights part of your question, but if you're looking to scale from 100K a month to 500K a month, yeah, I know that trying to go from 100 grand a month to 500 grand a month and done-for-you is going to be an absolute slog. It will suck and I doubt you'll get there.
Even if you did, I don't think you'd want to be there because you'd have to have so many stuff and so much complexity because to do done-for-you at that scale, you need an army and then it's just so complex. To keep the quality control high, I mean, I wouldn't try and do it. I think the way to scale any service business is with a program because it makes sense. If you want to go to 500K, you need to do a program.
"Doing a course in digital marketing, but I think the market is oversaturated. What's your thoughts?" I think if you have to ask that question, then you're not good enough at digital marketing to actually provide a course and grow to 500 grand. If you had something really special and you're a real high-end gun at digital marketing, you wouldn't ask that question. You'd know. You'd know that the market is very saturated, but you'd know what you have is different.
So I would just keep focusing on getting better because when you have something really good, you'll know it and it doesn't matter how many competitors there are. You know that you'll crush them all because this is that good.
Connor Shelly Fontoux says, "Hi, Sam. I finally managed to get myself into reading and I'm starting to love it. If you were to pick one book to recommend, what would it be?" I can give you two. Two that I recently like was Principles by Ray Dalio, good book, and then Made in America by Sam Walton. Those two are awesome. Those are two books every business person should read. If you read those two, it's better than getting a Harvard MBA, man. There's so much knowledge in those two books.
Art Barr says, "Hi, Sam. How much do you pay your sales team?" We've got a company, a big enough company now where I can't really start saying everyone's compensation structures in here. So it's probably best if you just message me in the Uplevel group or something and I can help you in that since you're in Uplevel.
Aslam says, "Hi, Sam. I remember you mentioned too that you pushed Andrew Argew to get a cat since he's allergic to cats. I would like to know how he challenged the medical condition initially and cope with that." This is the funny thing, man. I can tell a lot of Americans is going to get angry at this, but we have a cat, right? Pretty much every single American that's come over to our house comes in the door, sees the cat and then freaks out. They're like, "I'm allergic to cats." I swear, every American is allergic to bloody cats. Then what I told them is I was like, "Oh, it's all right. No one's allergic to this cat. It's like one of those cats that you can't get allergic to." Then they believe me and then they never had any issues.
Even Derek Halpern, he came over once and he said he's so allergic to cats that he might have to go to a hospital just even if he's close to it. I told him that it will be fine. Nothing's ever happened to anyone and it's not one of those special cats. Dude, I swear, it's mental. A lot of these things are mental. There might be some people that truly have some type of genetic, cellular thing when they come close to an animal, but there are people who would die if you give them peanuts to eat, right? I'm not recommending those people do that.
A lot of people who think they've got allergies and shit like that, they don't. It's bullshit. It's like most people with back pain don't have back pain. It's just all in their mind. It's just another thing. Another thing is hay fever. The amount of Americans say they've got hay fever, man. It's like depression and then all of these things, ADD. What is ADD? It's just someone's inability to focus. That means that pretty much everyone's got that fucking thing. So a lot of the time, you don't need medication and you don't need all of these different things. You can change things yourself.
There is some things you definitely cannot change. There are some people that if they don't have this specific chemical in their body, they would die. Those things, best not to challenge those, but a lot of the small things, people don't really have them.
Andrew used to be ... He thought he was allergic to cats, he had hay fever. He used to think that he couldn't eat meat, he had to eat this. Then he was a germaphobe too, so he was constantly washing his hands and worrying about stuff. If someone used to go to his house and if someone sat on his couch, I'm not joking, as soon as that person left, he would order in cleaners and get them to steam clean his couch. No jokes. That's how germaphobe he was. Every person who sat on the couch had to get steam cleaned. That makes no sense.
Then he pushed through that. Now, he's changed and he eats meat now and he doesn't care so much about germs. He will get tons of people into his house and not worry about getting his couch steam cleaned. He's got a cat. He just fought all of those mental things he had and he broke through them.
Jacob Ferrell says, "Hey, Sam. Doing direct outreach on Facebook and LinkedIn. How do you go from just adding someone and messaging them to getting them to schedule a call?" I would add them, wait until they accept you. Then when they accept you, I would direct message them and I would start asking them some questions and things. Then I would try and get them on to a 15-minute chat and then on that, I'd try and get them from that 15-minute chat through to a strategy session.
You're in Uplevel Consulting. So look at the inside Uplevel in week two. I've already mapped out the whole process with templates and everything. So if you go in there, week two Uplevel, get that. I tell you what to say and all of that stuff.
Ismael says, "Do you think having this niche is too broad?" Yeah, it is too broad. I already answered that one. You need to talk to the market. Tammy says, "Hey, Sam." Hey, Tammy. John Bradbury says, "Hi, Sam. It's the same here in Sydney. What do you think of my niche? I help leaders solve relationship problems and get results by teaching and coaching them interpersonal skills." You haven't talked to your market. You need to talk to these people and ask them, "What problems are you facing on a day-to-day basis?" They will tell you. If you talk to enough of them, you will notice the same problems that are universal among all of them and then offer a solution to that problem, which will be your offer. That is what you want to do.
Right now, I can tell that you might know a little bit about the niche, but you don't have a problem identified clearly enough. All solutions that derive from problems are simple. It's like, "Oh, we just fixed that. Done. So easy. Plain English. No fancy, abstract words used to describe it," but when there is abstractions, it's clear that someone thinks this is what people have as a problem and then they think this thing will help them get the solution which they think they want. Way too much thinking going on there. That's dangerous. I wouldn't be on any one of those things. I wouldn't be on the problem, the method or the outcome. All three could be wrong. When you talk to the market, you can make sure each one of those is fact check.
All right. We're at 5:00 PM now. So I'm going to do two more questions and then we'll wrap this one up. Peter Jorvan says, "Hi, Sam. What would you say to handle the issue when potential client is a perfect match and also themselves are verbalizing they need the solution, but still procrastinating to make a decision and just asking for more and more details and/or case studies. Very frustrating." You need to be direct with them. A lot of the time, I know in a lot of cultures too, Europe people aren't really direct with each other. They just tell someone, just strike through because it's not socially acceptable and it's not as polite and things.
In a situation like this, when someone needs this damn thing and they're just hurting themselves by going around in circles, you just need to be direct with people. I would say, "Look, dude. You need this problem. We found that. You need this solution because you have this problem and it's bad and it's not going to solve itself. I have the solution to this thing. I know I can fix this for you, but I'm not going to just keep dancing around like this. You're either going to make this decision or you're not. What is it going to be?"
Force them into the corner and just only accept a yes or no. Just push them, push them, push them, push them and if they say no, that's fine, done. You need to squeeze this person and just be direct with them. I'm guessing what's going on is they're asking more questions. You're answering their questions and then at the end, they're saying, "Oh, yeah, I still don't know. I still don't know." Someone needs to be more forceful here. Someone needs to take take alpha role and just be like, "This what needs to happen." That's what's missing from that right now.
All right. Last question here. So Shelly says, "Who or what owns your primary residence, you, a company or a trust?" So I don't own it. I have no way in hell I'd want to own this thing. So I rent this place. It's way smart a business move to rent it than own it because if I own it, I'd have a ton of money tied up into this place, which isn't really appreciating and if there's a movement in the market, it could totally drop a lot. There's not much potential with it. I'd have all of my capital tied up in a bloody house. It's the last thing in the world I want.
What I would prefer is to have my capital working in my business, where it gets way more return than any property investment in the world ever could. That's where I like to have my money. Then when paying rent, I deduct that as a business expense because I work from home, so I can deduct a large amount of this as a company expense, which makes it even cheaper. It's the smartest way to do it.
You don't really want to own your own place. If you already own your own place, that's fine. Keep it, but I don't get the whole owning your own house thing. I'm for owning my own company and I don't care about house. I'd rather rent it because then I can change my mind whenever I want. If I want to move, I'd move. I want to go somewhere else, I'd do that. I can do whatever I want whenever I want and I'm not stuck with this thing.
I can give you an example too. A lot of people might thing, "Oh, but why would you want to have your own money in your business? Wouldn't you want to have your own money in a house?" If I bought a house for a million bucks, one million and I couldn't buy this house for a million dollars, so I'm just using a $1 million house as an example. If I'm lucky, that house might go up 10% a year and that's if I'm really lucky.
Then let's say I keep it for 10 years and I go from one million to two million, but then I get taxed. That's a fantasy scenario, anyway. Chances are, that's probably not going to happen. If I invest $1 million in my company, every month I make more than one million back. So I put a million in, I get two million out. One in, two out every month, month after month and it keeps going up, up, up, up, up. That's the equivalent of a 10-year miracle housing investment every 30 days. How can you compare that? Then tell me why you should own a property.
It takes them 10 years and they risk anything, everything and then it's a miracle if that happens. I can get more than that, more than they do in 10 years every 30, increasing. That's the difference of having your money in property and then having it in a business that you've turned into a weapon. You want to turn your business into a massive weapon and then put your money into that. That's the fastest way to wealth, not diversification and all of that stuff. It's just focusing on one thing and making it ruthlessly good.
All right. Last question here from Rohim, "What's up, Sam? I follow your four-day Facebook Ad test rule religiously, but with the new Facebook learning mode, do you feel that we should not touch it until the FB learning mode is done or should we just use the four-day rule?" Yeah, just use the four-day rule because sometimes that learning thing might need 50 conversions to learn. If it's costing you $20 a conversion and you know it's not working after four days, then why would you continue to waste money on it just to learn that it's a failure once it's finished learning?
You'd know before an ad set is finished learning whether it's good or bad. The four-day rule still applies. Facebook just added that learning thing. It makes no difference to our training.
Cool. Well, I'm going to wrap this one up now. If I didn't get to answer your question, then you need to show up to these things earlier. I do this every single week on a Saturday from 3:00 PM till 5:00 PM Eastern time New York and there's people on this Q&A call that probably asked me 20 questions. Venita, for example. How many times did you hear Venita in this thing? She got to asked about ... Maybe she got to asked 30 questions because she showed up at the start. If you show up at the end, you aren't going to get your question answered. Show up at the start, you'll get a lot of them. So make sure you're here at 3:00 PM next time.
So just click that like button if you really enjoyed this, just to give me some feedback. Then thanks everyone for attending. I'll see you on the next call next Saturday.