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I'll say that again, John has an impressive gift shop if you ever go to one of his events,

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you know, I went there and I'm buying all these, you know, getting all these books and

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everything and I'm like, man, how am I going to take care of this and I look over in their

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suitcases I'm like, ooh, like he thought of everything.

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This is amazing, right?

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So he's got a nice little suitcase, you can fit everything inside.

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Just really, really awesome.

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And I got one of these cool jackets, which I love.

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It's great.

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It's a great jacket.

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And so yeah, I'm really good.

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You look good.

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Right?

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Thank you.

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This this has improved my looks by at least 15 20%.

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So I mean, totally worth the investment.

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We're gonna keep visually showing you since you have that look.

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So we're really excited.

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And what's really cool is we're just talking backstage with john, and he is teaching something

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for the very first time.

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This is a lesson he came up with last week, pertains to, you know, some of the different

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challenges he heard you guys have, that was brought up at faith over fear.

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And I'm, I'm really excited.

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I have my notepad ready.

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And so I hope that you're ready.

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And I'm just going to turn it right over to john.

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So we're super honored to have you john.

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And we will be doing q&a.

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After about 30 minutes, we'll do some some q&a and, and we're excited.

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Thanks Ray.

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And while I teach, I would just encourage you if you have a question, just, you know,

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write it down, write it down.

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Because it the interaction is so important.

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The teaching is informational.

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The interaction is transformational.

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You really in a kind of a mentoring situation, you have to have both of them.

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And so I love the q&a.

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And so as you have questions, just kind of write them down, you have a system, I think

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you can even maybe send them to someone and but but but we'll do I'll do 2530 minutes

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teaching that will do 25 or 30 minutes of q&a and I and I'm excited to be with you.

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Thank you very much and excited to be a mentor of yours.

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I know I'm not the only mentor, you have better mentors than me, but thank you for

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letting me be part of the family.

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And so we're going to, we're going to really grow together.

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So I'm one quick thing, sorry, one quick thing is you're on something very exclusive.

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And I would just, you know, we asked that you, you know, you'll get the recording of

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this, please don't record it on your side or share it outside.

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But I would be taking screenshots, I would be, you know, obviously taking notes and sharing,

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because there's a lot of people that would love to be in this room that are not in this

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room.

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And so use that to your advantage that can attract people to you.

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And and then obviously the sharing the knowledge.

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Yeah, in fact, thanks for bringing that up for a for a moment, because I do a few of

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these, just a handful, literally, three or four companies.

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And what they find out Ray is that the exposure to that I am a mentor of that company is the

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greatest recruiting tool they have.

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I mean, if you just take a few pictures of me mentoring and say, you know, I'm getting

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my mentoring lesson from John right now, that'll create a buzz for you.

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So anyway, it's just a it's just a thought, okay, here we go.

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So this is a new lesson, okay.

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And like I always teach you, you're never good the first time.

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So the good news is you're getting a brand new lesson, no one else has ever heard, you're

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the first to hear it.

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You know, the bad news, it's first time, so probably won't be very good, but we'll give

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it a shot.

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Okay.

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And the title of the lesson is, do I need to be a know-it-all leader?

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In other words, do I have to be a leader that pretty well knows everything that is happening?

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And when I was a young leader, the reason I'm talking about this is because in my early

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days as leadership, I was immature.

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And I was a know-it-all leader, I said, I need to know everything I need to know what's

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happening.

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How can I make leadership decisions if I'm unaware?

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And so I was controlling, I was insecure, I was a new leader.

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And obviously, whenever you're new anything, there's some insecurity in it, because you

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really don't know if you're going to be any good or not.

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So I think there was some insecurity, there was some control thing.

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And also, I'll say this, I didn't want to appear like I didn't know, it was almost like

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an image deal.

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Even if the people look at me and say, you're the leader and you don't know this or know

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about this, it's almost like, I want to be Mr. Answer Man.

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So when people come to me, I know, here's why we made that decision.

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And so this was kind of my first few years, not many, by the way, not many years, I learned

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my lesson pretty quick.

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But for the first couple, three years,

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I was kind of a know-it-all leader.

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And I found out very quickly

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that this was very debilitating in my leadership, very.

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It was slowing me down.

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I was way too much hesitation

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and I just wasn't creating the momentum I wanted

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because of the thinking that I had.

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So here's our big decision dilemma.

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This is kind of what we're building off right here, okay?

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And so this is what I want you to grasp.

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And it's a question, two questions

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that we got to make a decision here.

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And the first question is,

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do I need to know it all before I go?

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In other words, do I have to make sure

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I get all my ducks in a row?

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And when I get it all right,

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I planned and I've got it all figured out.

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Now I take off and I run with that decision.

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So do I need to know it all to go?

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Or do I go before I know it all?

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That's what we're going to wrestle with today.

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Good question.

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You know, Peter Drucker was a mentor of mine

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and he was, you talk about known as a management guru.

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He was the world's best.

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So everybody looked at Peter

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and thought probably he was the ultimate planner.

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And one day we were having lunch together

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and he said, John, he said,

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everybody looks at me as a manager

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and I write management books.

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But he said, I have found that planning

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without doing is not effective.

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In other words, if I try to plan everything

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and get it right before I do it,

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he said, you can't get it right before you do it

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because you don't know what's out there yet.

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You have to, it's like you have to go out there

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and discover what's out there

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so then you can make your leadership decisions.

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You never have the answers on the front side of action.

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This is huge.

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We get the answers when we take action.

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So should we plan on the front?

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And of course we want to do our best,

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but the best way I can explain it is,

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it's a football coach who has a pregame plan

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and you know, the first, I don't know what,

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eight plays, 12 plays, it's already set.

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I mean, get the ball, here we go.

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And they do a pregame plan based upon

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what they think is going to work successfully with the team.

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But during the first half,

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they began to find all kinds of things

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that they didn't experience or expect.

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And so what do they do?

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Well, a good coach has a pregame plan,

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a great coach at halftime adjusts the plan.

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In other words, your ability at halftime

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to now take action on what you're seeing

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is going to greatly determine how successful

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you're going to be in the second half.

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And if you're a college football player,

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one of the things that sets Nick Saban apart

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out of Alabama over other coaches,

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because I've watched him in dozens of times

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come out at halftime completely with a different strategy

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that has allowed them, literally,

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I watched him do that for a national championship

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when he changed his quarterback and took his starter

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and put him on the bench and put Tua out on the field

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and they won the game.

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And it was his ability to make halftime adjustments.

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And so this is going to really work us.

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We're going to go through some kind of mental gymnastics here

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to kind of get to the answer that we want

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so that we really become what I would call

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a stellar decision maker.

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And so let's go.

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And I'm going to always talk now about mature leaders.

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And the reason I'm going to talk about mature leaders

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is because mature leaders have the ability

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to see everything from different perspectives

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as immature leaders don't.

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If you're immature, you only see your perspective.

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This reminds me of so many lousy leaders.

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All they can see is their perspective.

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And so therefore they do a lot of assumptions

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and they have a horrendous amount of misses.

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If you're mature, it's exactly opposite.

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A mature person says, well, tell me what you think.

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And they get their perspective

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and they're just much more knowledgeable

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about the way people think than if I just rely on my own.

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So it will always kind of head up these thoughts

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with mature leaders because I'm talking to mature leaders.

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That's all you would have here.

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You wouldn't have any immature leaders in your group.

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Good night.

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You're all mature, okay?

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So here we go.

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Number one, mature leaders know

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that they can't know everything.

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So when I ask the question, are you a know-it-all leader?

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All of us maturely wise know that we can't know everything.

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I mean, we're not that good.

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We don't have that much time.

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But what I want you to know is leaders

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that have a little bit of immaturity,

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they know they can't know everything,

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but what they do is they spend too much time

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trying to know everything.

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know as much as they can know.

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And that came out very true to me. As you know, I, for 25 years,

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I was a pastor came very true to me when I went to San Diego and I followed the

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founding pastor who had been there for 30, I think he'd been there for 37 years.

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I was only 33 years old. And so I was going out and he was showing,

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I was going to follow him. It was already settled.

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And he was showing me everything and he was telling me about everything.

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And in the process, as I would go out and be with him,

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I kept thinking he's, he's involved with too many people. Good Lord.

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He had 27 committee meetings every month. You know, and, you know,

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I just got tired of thinking of the number 20. I mean, that's almost every day.

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You're with a different committee really. And, and the first month,

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I went to all those committee meetings and I thought, you know,

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I can't handle this. This is not, this, this isn't going to happen.

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This can't happen. And so I went to the search committee,

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which was a committee that basically said they want to be the pastor.

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And I said, we got to have a conversation. Now this is right,

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right in the middle of what I'm talking about. I said,

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what do I have to do in this church that only I can do and no one else can do it

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but me. Let's, let's, let's talk about that. I, I can't train somebody.

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I can't equip somebody. I can't delegate. I have to do this.

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And we got into an incredible three hour conversation.

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Let me tell you something. When you get ready to do a to do list,

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you had better first knock out your not to do list. You, you,

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you just better go X a whole bunch of stuff in your life. If you can't,

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you just call me sometimes because I have a strong ability and gift to put a

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whole bunch of stuff out of people's life.

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80% of the things that leaders do are as worthless as can be.

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They like to do it, but they're worthless. And to, Hey,

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to get rid of the worthless, you have to be ruthless.

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You gotta be just cutting them out.

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And so I sat there with the search committee and after three hours,

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there were only four things I had to do in that church. Now,

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I better know about those four things because those four things I'm going to be

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told, I mean, they had things like, I mean,

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very simple things like I had to go to church and preach. Okay, well,

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that was a little limiting to me, to be honest with you, but, but all right,

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I'll, I'll, I'll do that. I can do that. But, but you're getting the picture.

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You're getting, you're getting it. What do I have to do?

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Because what you have to do, you do really need to know a lot about it,

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but, but whatever thing you can pass off, delegate, equip, train people.

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Now that that lessens that need for, for all that knowledge.

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I really, I love the story. I've, I love the story of Thomas Edison.

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He had a South Florida home and his good buddy Goodyear Thomas Edison was hard

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of hearing, very hard of hearing.

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And back then hearing aids were just kind of being invented.

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And so he got him as a gift, some hearing aids and for Thomas Edison.

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And one day they were in the parlor and they were talking and he noticed that

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Thomas Edison didn't have his hearing aids in. And he said,

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where are your hearing aids? And Tom says, he said, well, they're in my pocket.

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He said, well, why don't you have them on? And Tom said,

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I don't like to hear a lot of average people talk. He said,

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I just pulled him out. He said, I just, I just I'll hang with them.

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But he said, there isn't very much.

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I want to know from average people. And I looked at it and I thought,

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I resonate that so much. I'll tell you what average people talk,

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just wear me out. I just sit there. I think everyone discuss something.

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It's going to make a difference.

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Are we ever going to discuss something that's going to have some life change to

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it? Or are we just going to basically have an evening together?

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Now there's nothing wrong with having an evening together,

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but I'm just saying to you in this area of when do I make a decision and how

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much do I need to know? Let me just tell you right now,

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you need to know a lot less than you think you need to know to make good

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decisions, but you did need to know the things that you need to know,

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to make the good decisions, which brings me to point number two,

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know that they're that mature leaders know that they must

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know something. So the question is, what should I know? It's now I'm getting,

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I should know, you know, Colin Powell,

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the great general of desert store

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basically said,

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if zero represents no information and a hundred represents knowing

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everything, he said, I make my decisions on the number 60.

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And I always have felt that that was so clear and over to, he said,

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I probably would like to know a little bit over half to make the decision.

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60 is probably about my number. I surely don't need to know 80 or 90.

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So can you just give me a little bit of over,

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I've always liked that how he did it. Cause you just hear that you,

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you understand it. And then he went on to say, basically,

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I want 60% information and that'll allow me to fill in the 40% of

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intuition. I, you know, intuition can be.

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If you tell me enough stuff, I could intuitively begin to figure it out as a leader.

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So let's go to number three.

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Mature leaders know that they must know what's important that affects the decision.

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So when we're asking ourselves, how much do I need to know?

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What we do know is this.

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There are other factors that affect the decision that we're making.

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Decisions are never made in isolation.

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One of the challenges of leadership is we make decisions based on a lot of narratives,

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an incredible amount of things that affect that decision.

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So a decision is not made in a vacuum.

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And some of the things that you just have to know for context of making a decision are

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things like, what are our values?

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What's the vision?

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What's the mission of the organization?

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What kind of a culture do we have?

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What's the purpose?

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Why are we in existence?

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What kind of personnel do I have?

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A lot of decisions, you can't even make them until you know what kind of personnel.

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Now, all those things I'm giving to you right now are things that are not the decision itself,

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but they affect the decision.

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So decisions need to be made in agreement with the things that are important.

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It's just that simple.

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So the decision I'm making right now, is it a value of ours?

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Does this fit our vision or our mission?

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Does this fulfill the purpose?

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So they're not the decisions, they're just the things that affect the decisions.

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Here's what I want you to know.

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Isolated decisions, decisions that are made without context, they become a distraction.

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And I have watched this happen in organizations all the time, where the decision, it becomes

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a distraction to people because it had nothing to connect it with all the things that you

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have to connect a decision with.

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I am rushing because I want to get to number four.

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I've never had number four taught to me.

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I've never heard anybody teach it.

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And I want to get to number four because I'm going to promise you there's some life in

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here that is going to spring forth in you.

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So number four, mature people, good decision makers, know that what they know, you have

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to know this, you need to know what you know can change.

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And this is where the big miss is.

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In fact, I almost, when I was writing this, you need to know that what you know can change.

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I almost got real strong and said, you need to know what you know will change.

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I think that there are a few things that don't have to change in your life, such as values

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and things like that.

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But 90% of what you know right now in your leadership is going to change.

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Harvard Business Review says that now when you get your Bachelor of Theology degree from

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a university, it has a five-year shelf lifespan, just five years.

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So when you get the degree, you've got five years to run on what you learned.

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And in five years, everything you learned is no longer there.

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So wouldn't it be nice if the universities would refund our money after five years, or

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give us half back, or I've got all kinds of things for universities to do that they aren't

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going to do.

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But anyway, so let's talk about this because this is where you get deep mentoring.

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When I hear people teach, I can tell, I mean, within 10 minutes, a lot of them are like

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first-level teachers or mentors, and basically they kind of know what they've learned.

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But in mentoring, you want to get around men and women that have layered learning over

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years because they bring a depth in their teaching that you just don't get.

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And you're just about to get some depth.

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So let's talk about COVID for a moment.

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COVID caused all kinds of disruptions, accelerated change.

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In fact, I told leaders during COVID, it's the only time in my leadership life you could

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change anything you wanted to without explaining it to anybody and could get by with it.

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It was like, oh my, you want to change something, just go ahead.

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Because people were so desperate and were so confused, you could just slap anything

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on the wall and people, it's okay.

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Because their life was in incredible turmoil.

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They lacked confidence.

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They were out of their comfort zone.

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They were in uncertainty.

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So now that we've come out of it, here's what I'm noticing.

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I'm going to give you three words in a moment, but here's what I'm noticing out of COVID,

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out of all the upheaval.

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The first thing that I'm noticing is a word that isn't a word, but I'm giving it to you

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because that's how I make words.

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You know, I have several words in the dictionary now that weren't words, but I introduced them

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because that's how-

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how's the word become a word? Somebody has to say it.

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Then somebody has to repeat it. And sometime somebody puts a definition on it.

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And it's like the law of countability out of my 17 laws of teamwork.

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When I wrote the law of countability,

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my publisher said there's no such word as countability. So you can't use it.

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And I said, I will use it because it should be a word. And so we used it.

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Now there's a word countability. Well,

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I'm going to give you another word that's going to become a word.

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And by the way, why would you allow anybody

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to put boundaries on your mind

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and just basically try to stick you in a yard? Honestly,

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I mean, is that kind of like how you want to live?

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So I'm going to give you a word that's not a word, but it'll become a word.

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You just trust me two or three years. It'll be in the dictionary.

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And the word is effort team. It's a great word.

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What effort team means, because what I'm seeing,

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I'm seeing a lot of effort team now with leaders.

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And what I'm saying to this efforting, here's what, here,

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let me I'll define it for you.

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Effort team is trying to make something work

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that has worked, but it doesn't work as well as it used to.

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That's efforting. So now I'm efforting. I'm just,

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all that worked before COVID that worked and oh my gosh,

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we got to make it work. And I'm efforting.

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I'm just trying to fit it back and it doesn't fit. It's not going to fit.

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So there's a lot of efforting going on that has no return at all.

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And so when we're talking about what you know can change,

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I just want you to know that people are efforting way too much.

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They're still trying to go back to how they led before COVID to make it work

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after COVID. The second word is protecting.

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And this word protecting, you understand that.

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Protecting means that you're doing the same thing that we've always done,

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but it isn't getting any better now. Oh,

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I wish I had an hour to teach you on this, because this is what,

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this is the major mistake of, of people in organizations.

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I'm going to protect this. You're doing the same thing you've always done,

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but it isn't getting any better.

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Why do we protect things that don't work?

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Why do we protect things that don't produce?

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And yet I watch people all the time in their organization have

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budgeted items for stuff that they don't work,

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but they're protecting it because they've had it around so long that they almost

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feel emotionally insecure if they don't do it. And, and, and,

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and remember what we're talking about is knowing that what you're doing will

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change. You got to know that. So efforting isn't going to work.

401
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Protecting isn't going to work, but the third word adjusting is going to work.

402
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And adjusting is just simply making sure that you and the team are

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intuitive and agile. And they go together, really intuitive and agile

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to maximize the before advantage that good leaders have.

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Now, when I talk about the before advantage that leaders have, let me,

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let me clarify that all great leaders see more than others.

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And they see before others see more is the big picture before is the quick

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picture. Now listen to me carefully

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in the society and the culture we live now,

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seeing before others see is more important than seeing more than

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others. See when, when I started before, wasn't even the picture. When I,

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when I started off as a leader, 50 years ago, you didn't have to see before.

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Things weren't moving that quick. You just had to see more, the big picture.

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Now, now you guys need to see the big picture,

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but you need to see the quick picture. And, and, and the PR and before,

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before is all the advantage. Uh,

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90% of your success as a leader is, is in the word before,

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trust me on this. So we,

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we effort and protect way too much.

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And we adjust way too little.

421
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So what's the answer? What's the answer?

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The answer is that we have to have what I call personal inner agility.

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It doesn't start with the, with the team. It starts with me and, and,

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and personal inner agility to me is, is this,

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I have to, if I'm going to do agile in the company, if I'm going to, if,

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if I'm going to do agile and adjust real quickly, I have to be agile.

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I can't change my character into my behavior.

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So I have to be agile. And so I have to be agile on the inside.

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So I can do agile on the outside,

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which means I have to consistently understand that things change and they

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change all the time. And instead of resisting the change,

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I go to it and embrace it and see how I can take.

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advantage of it. And I'm going to give you quickly four practices that will help you build this inner

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agile self. And these are simple practices. I do them all. So it'll just help you and away we go.

435
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So here they are. In other words, because I have to be it before I can do it.

436
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I have to be agile personally before I can do agile professionally. Number one is you have

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to pause to move faster. That sounds like an oxymoron. It doesn't make any sense. But when

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I say you have to pause to move faster, what I'm saying is if you are pausing while you're staying

439
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engaged, you're putting thinking and action together. Most of the time we separate them.

440
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We do action or we do thinking. But we don't do thinking while we're doing action. And so the

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best way I can explain it to you in a racing term is that in the middle of action, which I'm always

442
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in action, I have pit stops. And those pit stops allow me to adjust, you know, change the tires,

443
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you know, do whatever. But I have pit stops. But remember this, they're pit stops.

444
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They don't run the race. And after the race is over, they have pit stops. They understand pit

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stops have to be in the race. You can't win the race if you don't have pit stops. You can't win

446
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the race of agility if you don't have pit stops in your action. And again, the pit stop, hey,

447
00:26:26.880 --> 00:26:33.200
you go over to have a pit, a pit stop is not a rest stop. So they're not going over and saying,

448
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boy, let's take a half hour and you get a cup of coffee and relax and talk about how the game's

449
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going here. No, no, no, no. They're only stopping just long enough to get better. And that, so this

450
00:26:45.680 --> 00:26:50.720
is huge. Just like you've heard me teach, don't separate success and failure. Huge mistake. That's

451
00:26:50.720 --> 00:26:55.200
a whole different lesson. You got to keep them together. They work good together. They work

452
00:26:55.200 --> 00:27:00.800
terrible separate. They add value to each other together. They tear down each other, separate it.

453
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So that's the first thing. The second thing is you have to embrace your ignorance.

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I don't know about you, but this is not hard for me. This one's kind of like, oh, good. I got this

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one down. Embrace my ignorance because I am constantly amazed at what I don't know.

456
00:27:22.000 --> 00:27:25.120
I'm constantly amazed that, you know, there's just so much I'm still

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growing in and learning in. And when you embrace your ignorance, I'll tell you what you do.

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I can see a person that's embracing ignorance because they're always curious and they're always

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hungry. And so that, you know, if you're a been there, done that person, you aren't my kind of

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person. You need to be on some shelf of life because your game's already over. You know,

461
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you got to embrace that curious, hungry. And let me tell you how I know that. Here's how I know that

462
00:27:53.920 --> 00:27:59.280
there is always a better answer always. So whatever answer I have in anything that I give,

463
00:28:00.240 --> 00:28:08.400
I'm always under the conviction that there's a better answer. So I'm always, while I'm doing my

464
00:28:08.400 --> 00:28:14.080
best with the answer I have, I'm always looking for a better answer. I watch people. I mean,

465
00:28:14.080 --> 00:28:21.280
I love these people say, well, I found it. You didn't find anything. You didn't find it.

466
00:28:23.040 --> 00:28:28.560
You don't find it. There is no finish line. This thing of growth and learning,

467
00:28:28.640 --> 00:28:34.560
it never stops. Okay. Number three, set direction, not destination.

468
00:28:36.400 --> 00:28:43.600
So many times we say, okay, okay, this is where we want to end up here. No, no, no, no. You don't

469
00:28:43.600 --> 00:28:49.040
want to end up here. You just want to go start in a direction that will get you there. And here's

470
00:28:49.040 --> 00:29:01.040
why. We don't improve after we arrive, dear Lord. We improve while we're going. That's why this,

471
00:29:01.040 --> 00:29:06.480
that's why this lesson is so appropriate to where people are. The improvement, the adjustments,

472
00:29:07.280 --> 00:29:13.200
and here's what happens. You start on, you go, you start on what you know,

473
00:29:14.160 --> 00:29:20.400
but you improve on what you're doing. And so it's kind of like, okay, I've got to start.

474
00:29:20.400 --> 00:29:26.480
And here's what I know. I know enough to have direction to start, but 80% of all the

475
00:29:26.480 --> 00:29:32.000
approval will be in the action. And then number four, what number four is you need to constantly

476
00:29:32.000 --> 00:29:38.240
test your solutions and you need to test yourself. And my best advice there for you is that

477
00:29:39.120 --> 00:29:43.520
one of the things you really, really want to have in your life a lot is a lot of what I would call

478
00:29:44.560 --> 00:29:49.920
quick, cheap failures. They're just the, gosh, they're the greatest assets you can almost have

479
00:29:49.920 --> 00:29:55.520
is you go out and you try it and didn't work, but it didn't cost you. If you have a lot of

480
00:29:55.520 --> 00:29:59.840
quick, cheap failures, you won't have major disasters because what happens is.

481
00:30:00.000 --> 00:30:04.560
You pull back and you say, Oh, that didn't work. That didn't work. And that's huge.

482
00:30:04.560 --> 00:30:09.040
Okay. Quick review, quick review. You're hanging out. You're doing super,

483
00:30:09.060 --> 00:30:12.560
by the way. No, that you can't know everything.

484
00:30:13.200 --> 00:30:16.080
No, that you must know something. No, that, that,

485
00:30:16.120 --> 00:30:20.480
that you must know what's important and know that what you know,

486
00:30:20.480 --> 00:30:23.040
it's going to change. Now,

487
00:30:23.060 --> 00:30:27.360
number five is know that starting early is an advantage in leadership.

488
00:30:27.360 --> 00:30:32.040
We've already talked about the before the before is a huge advantage.

489
00:30:32.040 --> 00:30:32.880
Okay.

490
00:30:33.520 --> 00:30:37.560
So when a decision is to be made,

491
00:30:38.080 --> 00:30:40.400
you need to be very, um,

492
00:30:41.120 --> 00:30:45.080
intentional in making it as fast as you can.

493
00:30:45.760 --> 00:30:50.440
Okay. Go get that 60% knowledge, whatever you have,

494
00:30:50.440 --> 00:30:52.840
but you, again,

495
00:30:53.680 --> 00:30:56.520
the person who starts first wins the race. It's the,

496
00:30:56.760 --> 00:30:59.640
it's the Gail Deaver's illustration. I'm not going to give to you now,

497
00:30:59.960 --> 00:31:03.440
uh, of this world app that I said, Gail, I can, I can, I,

498
00:31:03.480 --> 00:31:06.760
if I ran a hundred yard race with you, I could win. How can you do that?

499
00:31:06.760 --> 00:31:10.680
She was beyond herself. And I said, if you give me an 80 yard headstart in,

500
00:31:10.720 --> 00:31:13.600
you know, yeah, 80 yards, I can win this rate. Don't know.

501
00:31:13.600 --> 00:31:15.080
Let me explain something to you very quickly.

502
00:31:15.580 --> 00:31:19.680
The fastest person doesn't win the race. It's the person that started first.

503
00:31:20.200 --> 00:31:24.360
Starting first is the biggest advantage you'll ever have as a leader.

504
00:31:25.520 --> 00:31:29.040
The biggest advantage is that you made the decision quickly.

505
00:31:30.720 --> 00:31:32.200
So let me just give you some quick thoughts.

506
00:31:33.360 --> 00:31:36.120
The best thing you can do is make a right decision quickly.

507
00:31:37.320 --> 00:31:41.200
The next next best thing you can do is to make a wrong decision quickly.

508
00:31:42.560 --> 00:31:45.880
And the worst decision you can make is to not make a decision at all.

509
00:31:46.040 --> 00:31:49.520
Now, why is a bad decision better than no decision?

510
00:31:49.520 --> 00:31:52.880
Well, a bad decision, if you make it quickly creates action.

511
00:31:53.040 --> 00:31:54.840
And as soon as you make a bad decision,

512
00:31:54.960 --> 00:31:57.240
the action itself tells you it was a stupid decision.

513
00:31:58.320 --> 00:32:02.000
So you learn very quickly. What won't work. If you make a bad decision,

514
00:32:02.000 --> 00:32:05.960
you learn much more quickly about what work that if you don't make that

515
00:32:05.960 --> 00:32:07.560
decision, or you don't know what will work.

516
00:32:08.400 --> 00:32:11.800
So you keep delaying inevitable failure.

517
00:32:12.760 --> 00:32:17.360
Now decision-making is overrated.

518
00:32:17.720 --> 00:32:20.800
And this decision-managing is underrated.

519
00:32:21.880 --> 00:32:24.320
So I'm sneaking this in on you. Don't miss it.

520
00:32:24.880 --> 00:32:28.760
What I'm really doing is I'm talking to you a lot about decision management.

521
00:32:31.240 --> 00:32:35.280
Okay. Let me, let me just prove it. Let me ask you to show me by hands. Okay.

522
00:32:35.280 --> 00:32:39.920
I'm watching you show me how many of you have ever made a bad decision.

523
00:32:39.960 --> 00:32:43.600
Would you raise your hand? Thank you very much. It's okay. In fact,

524
00:32:43.600 --> 00:32:47.240
we could probably do this if we really wanted to. And if you, you know,

525
00:32:47.240 --> 00:32:50.000
get your feet in the air and I mean, how many, I mean, I mean, how many,

526
00:32:50.000 --> 00:32:53.320
I mean, just think about, about all the stupid decisions you've made in your

527
00:32:53.320 --> 00:32:56.720
life, you know, and I've made, you know, I don't, I don't know how many you've

528
00:32:56.720 --> 00:33:00.600
made, but I'm I'm I've made more. Okay. Stupid decisions. Okay. Okay.

529
00:33:01.680 --> 00:33:05.200
And yet we recover, we recover,

530
00:33:06.760 --> 00:33:11.360
we can get back. We can, we can override those dumb decisions that we make.

531
00:33:11.360 --> 00:33:12.180
Okay.

532
00:33:15.000 --> 00:33:18.760
When a person makes a decision, I hear people, I said,

533
00:33:18.840 --> 00:33:23.480
that decision made me, Oh, that was the one. When I made that decision,

534
00:33:23.480 --> 00:33:25.720
that decision made me. And I want to walk into them. And I was saying,

535
00:33:26.160 --> 00:33:28.360
you're a wonderful person, but you're a shallow thinker.

536
00:33:30.320 --> 00:33:31.920
The decision never makes you at all.

537
00:33:33.680 --> 00:33:35.800
The management of that decision is what makes you,

538
00:33:36.640 --> 00:33:39.120
you make the decision in a moment,

539
00:33:40.240 --> 00:33:41.960
but you manage it for a lifetime.

540
00:33:43.520 --> 00:33:47.680
It's the management of the decision that allows the decision to take hold.

541
00:33:48.880 --> 00:33:51.680
It allows the decision to be consistent.

542
00:33:52.600 --> 00:33:56.040
It's the management of the decision that's essential.

543
00:33:58.040 --> 00:34:00.160
So when you and I make a decision,

544
00:34:00.160 --> 00:34:01.480
that is the first step,

545
00:34:02.440 --> 00:34:07.120
but the management of that decision would be all of the rest steps that you and

546
00:34:07.120 --> 00:34:11.800
I would have. Okay. Now, okay.

547
00:34:11.840 --> 00:34:15.000
Let me see here. I got to skip some stuff. Cause I got to get into Q and a,

548
00:34:15.000 --> 00:34:18.280
I'm very sorry. I got a little bit too much material. Um,

549
00:34:23.560 --> 00:34:26.120
since I'm, since I'm emphasizing before,

550
00:34:26.120 --> 00:34:30.280
let me just, let me just take a moment and talk to you about intuition.

551
00:34:30.280 --> 00:34:33.639
Intuition is very hard to teach. Uh, the, in the 21 laws of leadership,

552
00:34:33.639 --> 00:34:37.040
there are two laws that are very difficult to teach timing and intuition,

553
00:34:37.280 --> 00:34:41.840
because timing and intuition does favor the gifted leader always.

554
00:34:41.880 --> 00:34:45.040
If you're, cause we are intuitive in the area of our gifts.

555
00:34:46.080 --> 00:34:48.920
So which of the three questions describes you,

556
00:34:49.440 --> 00:34:53.080
I sense, or I intuit, uh,

557
00:34:53.080 --> 00:34:55.480
before, uh, movement, before we start.

558
00:35:00.000 --> 00:35:04.240
If that's true of you, you have great foresight as a leader.

559
00:35:04.240 --> 00:35:11.320
Or I sense during the action, I sense during that movement, which means you're flexible.

560
00:35:11.320 --> 00:35:14.200
You say, oh, well, that isn't working, let's go over here.

561
00:35:14.200 --> 00:35:21.480
Or you sense after the action's been taken, which honestly usually results in the failure

562
00:35:21.480 --> 00:35:25.080
of that decision, that leadership.

563
00:35:25.080 --> 00:35:31.320
The more that you understand before, the more that you will exercise movement, and

564
00:35:31.320 --> 00:35:34.320
the more that you exercise movement, the more you will increase intuition.

565
00:35:34.320 --> 00:35:35.320
One last thought.

566
00:35:35.320 --> 00:35:37.800
Okay, here we go.

567
00:35:37.800 --> 00:35:45.120
The last thing I want you to do is to know that discoveries determines decisions.

568
00:35:45.120 --> 00:35:47.000
This is the icing on the cake.

569
00:35:47.000 --> 00:35:49.440
Three minutes, we're going into Q&A.

570
00:35:49.440 --> 00:35:52.720
This is the icing on the cake.

571
00:35:52.720 --> 00:35:55.680
Don't miss this.

572
00:35:55.680 --> 00:36:00.960
The best way I can illustrate and spread that icing for you is to say that 10 years ago,

573
00:36:00.960 --> 00:36:06.480
I said, after training 6 million leaders in every country in the world, I told my nonprofit

574
00:36:06.480 --> 00:36:09.040
board we were going to go to transformation of leaders.

575
00:36:09.040 --> 00:36:11.280
We're going to take it to a whole different level.

576
00:36:11.280 --> 00:36:16.520
We train leaders and have good leadership skills.

577
00:36:16.520 --> 00:36:19.680
Transformational leaders not only have good leadership skills, but they also have good

578
00:36:19.680 --> 00:36:22.360
values which enhance those skills.

579
00:36:23.000 --> 00:36:27.120
I said, we're going to go to a nation, we're going to find out a country that will invite

580
00:36:27.120 --> 00:36:32.440
us in by the president, and we're going to go in and try to do transformation.

581
00:36:32.440 --> 00:36:33.440
We've never done it before.

582
00:36:33.440 --> 00:36:35.240
Remember, you're never good the first time.

583
00:36:35.240 --> 00:36:40.320
I took my key leaders to Guatemala the first time, and I said, now you have to understand,

584
00:36:40.320 --> 00:36:45.440
we're going on about 20% what we know and about 80% what we don't know.

585
00:36:45.440 --> 00:36:49.200
We're here not as authorities.

586
00:36:49.200 --> 00:36:57.120
We're here to introduce what we know, try it out, see what works, see what doesn't work,

587
00:36:57.120 --> 00:37:01.240
ask a lot of questions, and find out what we need to know.

588
00:37:01.240 --> 00:37:03.800
I wrote this statement, and it's a powerful statement.

589
00:37:03.800 --> 00:37:05.200
Here we go.

590
00:37:05.200 --> 00:37:11.600
I'm talking about our initiative of going in to Guatemala for transformation.

591
00:37:11.600 --> 00:37:13.600
Here's the statement.

592
00:37:13.600 --> 00:37:25.440
What we knew was much less than what we didn't know, but we did what we knew so we could

593
00:37:25.440 --> 00:37:30.960
discover what we didn't know.

594
00:37:30.960 --> 00:37:35.880
I'm going to repeat that one time, because you can live off of that statement for a couple

595
00:37:35.880 --> 00:37:37.000
of weeks.

596
00:37:37.000 --> 00:37:45.280
What we knew was much less than what we didn't know, but we did what we knew, in other words,

597
00:37:45.280 --> 00:37:50.800
we took action on what we knew so we could discover what we didn't know.

598
00:37:50.800 --> 00:37:54.400
The moment we took action on what we knew, we knew that we could discover everything

599
00:37:54.400 --> 00:37:58.240
else because action is going to reveal everything else we need to know.

600
00:37:58.240 --> 00:38:04.200
Discovery is a result of this, acknowledgement, and the acknowledgement is this, we don't

601
00:38:04.200 --> 00:38:05.240
know it all.

602
00:38:05.240 --> 00:38:07.800
That's where we start.

603
00:38:07.800 --> 00:38:14.000
Discovery is a result of action, we act on what we know.

604
00:38:14.000 --> 00:38:22.840
Discovery is a result of assessment, we now know what we didn't know.

605
00:38:22.840 --> 00:38:30.320
Discovery is a result of adjustment, we now tweak what we did not know.

606
00:38:30.320 --> 00:38:36.960
Discovery is a result of action elevation, we act on what we discover so we can discover

607
00:38:36.960 --> 00:38:37.960
more.

608
00:38:37.960 --> 00:38:43.920
Those five A's are the process of discovery, acknowledgement, don't know it all, action,

609
00:38:43.920 --> 00:38:46.000
we're going to act on what we do know, assessment.

610
00:38:46.000 --> 00:38:50.400
Now as we're taking this action, we're going to find out what we don't know, adjustment,

611
00:38:50.400 --> 00:38:54.880
we're going to fix what we don't know and start it, and then action, and that elevates

612
00:38:54.880 --> 00:38:59.340
us until now we're acting not only what we knew in the beginning, but now we're acting

613
00:38:59.360 --> 00:39:03.880
on the discoveries we're having right now, and the discoveries we have right now are

614
00:39:03.880 --> 00:39:08.220
going to elevate us to discoveries that we don't even know that we need to know yet,

615
00:39:08.220 --> 00:39:12.740
but that's what happens when you take action.

616
00:39:12.740 --> 00:39:19.700
So if I'm a, I got to know it all leader before I do something, you're going to be left behind.

617
00:39:19.700 --> 00:39:26.300
Honestly, you're going to eat dust all the time, because there are those who are moving

618
00:39:26.300 --> 00:39:32.380
right now, they're going to learn a lot, they're going to fail a lot, they're going

619
00:39:32.380 --> 00:39:37.940
to adjust continually, but they're going to get there faster, they're going to get there

620
00:39:37.940 --> 00:39:47.580
faster because they were secure enough to go where they hadn't gone, to admit they didn't

621
00:39:47.580 --> 00:39:53.100
have answers they didn't know, but they were secure enough to take action to find them

622
00:39:53.420 --> 00:39:57.820
and that's the key to your success.

623
00:39:57.820 --> 00:39:59.980
The things that you do not have in your life right now.

624
00:40:00.000 --> 00:40:03.440
are because you haven't taken action on them.

625
00:40:05.080 --> 00:40:08.400
Every one of us have incredible possibilities

626
00:40:08.400 --> 00:40:10.720
and fruit hanging around us,

627
00:40:11.680 --> 00:40:13.400
but we've never acted on it.

628
00:40:13.400 --> 00:40:14.480
And remember this,

629
00:40:17.020 --> 00:40:18.760
the good stuff doesn't come to you.

630
00:40:19.880 --> 00:40:21.880
You go to the good stuff.

631
00:40:21.880 --> 00:40:22.720
That's the lesson.

632
00:40:22.720 --> 00:40:23.560
Hope it helped you.

633
00:40:26.260 --> 00:40:27.880
Ah, that was awesome.

634
00:40:27.880 --> 00:40:30.380
I mean, you're pretty good the first time around.

635
00:40:30.380 --> 00:40:33.120
Yeah, maybe at the end of the year,

636
00:40:33.120 --> 00:40:34.800
I'll teach it again, right?

637
00:40:34.800 --> 00:40:38.200
See, hey, then you can grade me a little bit better,

638
00:40:38.200 --> 00:40:40.040
but it's the best I could do the first time around.

639
00:40:40.040 --> 00:40:40.880
It was awesome.

640
00:40:40.880 --> 00:40:42.200
It was obvious the first time around,

641
00:40:42.200 --> 00:40:44.600
I had a little too much content and I realized,

642
00:40:44.600 --> 00:40:46.840
you know, oops, oops, I got a little bit too much in here.

643
00:40:46.840 --> 00:40:49.720
But anyway, it's a real practical lesson.

644
00:40:49.720 --> 00:40:50.560
It works.

645
00:40:50.560 --> 00:40:52.000
Yeah.

646
00:40:52.000 --> 00:40:54.240
Two quick things, and I won't slow things down

647
00:40:54.240 --> 00:40:56.000
because I know we got some questions

648
00:40:56.000 --> 00:40:58.360
I think Vanessa is gonna pull up.

649
00:40:58.360 --> 00:40:59.440
Two quick things.

650
00:40:59.440 --> 00:41:02.800
Man, it really, I just felt that when you said

651
00:41:02.800 --> 00:41:04.360
how you manage your decisions,

652
00:41:04.360 --> 00:41:07.320
not the actual decisions is what makes you.

653
00:41:07.320 --> 00:41:11.320
And what immediately came up for me is Peter, right?

654
00:41:11.320 --> 00:41:15.280
You know, Peter made the decision to deny Christ three times

655
00:41:15.280 --> 00:41:17.960
even though, you know, he had been told he would do that.

656
00:41:17.960 --> 00:41:18.960
And he's like, no way.

657
00:41:18.960 --> 00:41:20.600
He made that decision,

658
00:41:20.600 --> 00:41:22.520
but how he managed that decision

659
00:41:22.520 --> 00:41:24.600
is he showed up very differently.

660
00:41:25.320 --> 00:41:27.080
And, you know, it was just so admirable

661
00:41:27.080 --> 00:41:30.760
if you're looking at a story of someone very flawed

662
00:41:30.760 --> 00:41:33.720
that went on to make an incredible difference.

663
00:41:33.720 --> 00:41:35.120
So that was number one.

664
00:41:35.120 --> 00:41:39.440
And number two is, I love this, and I just experienced this,

665
00:41:39.440 --> 00:41:42.760
do what you know so you can discover what you don't know.

666
00:41:42.760 --> 00:41:44.880
So my eight-year-old daughter

667
00:41:44.880 --> 00:41:49.200
was having a lot of issues at school.

668
00:41:49.200 --> 00:41:51.920
She's a firecracker, she's a spark plug,

669
00:41:51.920 --> 00:41:56.000
and, you know, just having some discipline issues at school

670
00:41:56.000 --> 00:41:58.560
and I prayed on it and I got to homeschool

671
00:41:58.560 --> 00:42:00.920
and I don't know anything about homeschooling.

672
00:42:00.920 --> 00:42:05.120
And so I, you know, I just, you know, trusted that part

673
00:42:05.120 --> 00:42:07.880
and I did what I know, which wasn't much,

674
00:42:07.880 --> 00:42:09.640
but I reached out to some people.

675
00:42:09.640 --> 00:42:11.320
Now I know a whole lot more

676
00:42:11.320 --> 00:42:13.200
and I'm actually excited about it.

677
00:42:13.200 --> 00:42:17.280
And so I just love, those are my two biggest takeaways,

678
00:42:18.280 --> 00:42:20.520
but I just really appreciate, great, great lessons.

679
00:42:20.520 --> 00:42:24.760
I got a ton of notes and we'll roll them over to questions.

680
00:42:24.760 --> 00:42:25.880
And thank you.

681
00:42:25.880 --> 00:42:27.400
Thank you.

682
00:42:27.400 --> 00:42:28.440
Awesome, awesome.

683
00:42:28.440 --> 00:42:29.600
Thank you so much.

684
00:42:29.600 --> 00:42:32.880
Listen, let's start with you, Jason Wessler.

685
00:42:32.880 --> 00:42:35.720
You had a question, I'm going to ask to unmute you.

686
00:42:35.720 --> 00:42:38.520
Guys, be ready when I ask to unmute you

687
00:42:38.520 --> 00:42:40.760
so that you can ask your questions to John.

688
00:42:40.760 --> 00:42:43.520
So Jason, I'm asking you.

689
00:42:44.800 --> 00:42:46.480
Yeah, hey, thank you.

690
00:42:46.480 --> 00:42:49.000
So, you know, you mentioned intuition,

691
00:42:49.000 --> 00:42:51.280
so I'm just wondering if you can advise

692
00:42:51.280 --> 00:42:53.960
what the best book would be to learn more about that,

693
00:42:53.960 --> 00:42:56.680
you know, trusting ourselves, that inner voice,

694
00:42:56.680 --> 00:42:59.680
you know, probably God really, right?

695
00:43:01.440 --> 00:43:04.960
Well, Jason, this is, intuition is hard to teach.

696
00:43:04.960 --> 00:43:07.240
So let me start with what I know

697
00:43:07.240 --> 00:43:09.760
and then I'm going to go to what I think.

698
00:43:09.760 --> 00:43:12.280
There's a difference between what I know and what I think.

699
00:43:12.280 --> 00:43:14.080
Here's what I know, you are intuitive

700
00:43:14.080 --> 00:43:17.840
in the area of your giftedness, end of statement.

701
00:43:17.880 --> 00:43:19.360
So every person is intuitive.

702
00:43:19.360 --> 00:43:20.320
So sometimes people say,

703
00:43:20.320 --> 00:43:22.000
well, I'm not a very intuitive person.

704
00:43:22.000 --> 00:43:24.240
I want to say, well, you are in the area of your giftedness.

705
00:43:24.240 --> 00:43:26.360
I don't know what your gift is,

706
00:43:26.360 --> 00:43:29.760
but if I put you in your strength zone, your giftedness,

707
00:43:29.760 --> 00:43:30.760
you're very intuitive.

708
00:43:30.760 --> 00:43:32.600
That's why it's your strength zone.

709
00:43:32.600 --> 00:43:35.240
So every person is intuitive.

710
00:43:35.240 --> 00:43:37.720
The challenge is sometimes when I'm teaching leadership,

711
00:43:37.720 --> 00:43:39.000
they're not gifted as a leader.

712
00:43:39.000 --> 00:43:43.440
So therefore they're not intuitive in their leadership.

713
00:43:43.440 --> 00:43:45.280
So let's say that I'm not intuitive.

714
00:43:45.280 --> 00:43:48.000
So it doesn't come naturally to me.

715
00:43:48.000 --> 00:43:50.720
There are three things that you do to increase intuition.

716
00:43:50.720 --> 00:43:54.080
Number one is you need to be around an intuitive leader

717
00:43:54.080 --> 00:43:57.600
and spend proximity time with that person.

718
00:43:57.600 --> 00:44:02.400
What happens is they will visually flesh out intuition

719
00:44:02.400 --> 00:44:05.720
in your life because they're intuitive on a daily basis.

720
00:44:05.720 --> 00:44:08.360
And so you'll see them, you'll see them make a decision.

721
00:44:08.360 --> 00:44:09.200
You got to stop and say,

722
00:44:09.200 --> 00:44:11.280
now how could you make a decision that quick?

723
00:44:11.280 --> 00:44:13.280
And what you want to do is every time you see them

724
00:44:13.280 --> 00:44:17.560
kind of lean in and go a lot quicker than you would go,

725
00:44:17.560 --> 00:44:20.240
just call time out and say, now, can you help me there?

726
00:44:20.240 --> 00:44:22.760
I mean, you hardly reflected all that

727
00:44:22.760 --> 00:44:24.240
and you made the decision.

728
00:44:24.240 --> 00:44:26.200
What you're trying to do is you're trying to pull back

729
00:44:26.200 --> 00:44:28.320
the curtains of an intuitive person

730
00:44:28.320 --> 00:44:33.320
and have them spell out why and how they do this, okay?

731
00:44:33.920 --> 00:44:35.760
And that's, and by the way,

732
00:44:35.760 --> 00:44:38.880
the more intuitive people you are around,

733
00:44:38.880 --> 00:44:40.320
the more intuitive you will become.

734
00:44:40.720 --> 00:44:43.720
There is a catching of intuitiveness,

735
00:44:43.720 --> 00:44:46.120
not to the degree of being gifted in it,

736
00:44:46.120 --> 00:44:48.080
but at least being helped by it.

737
00:44:48.080 --> 00:44:49.920
That's number one.

738
00:44:49.920 --> 00:44:52.720
The second area that you need to really work hard on

739
00:44:52.720 --> 00:44:54.760
is you need to trust your gut.

740
00:44:54.760 --> 00:44:58.240
You give your mind way too much favor

741
00:44:58.240 --> 00:45:00.120
and you give your gut way too little.

742
00:45:00.000 --> 00:45:06.480
favor. You dismiss the things that you feel inside sometimes because one, it doesn't make sense,

743
00:45:06.480 --> 00:45:13.840
it doesn't add up, or your mind is in conflict with it. And the reason that you need to do a

744
00:45:13.840 --> 00:45:19.040
little bit more gut stuff is because I have discovered even people that are not intuitive,

745
00:45:21.200 --> 00:45:26.480
they in their gut sometimes just know what to do. But if you don't do it, if you let your mind win

746
00:45:26.480 --> 00:45:31.280
over your gut, you'll never become intuitive because you don't get to practice it. Again,

747
00:45:31.280 --> 00:45:37.360
you have to practice it. So when you start saying, I can't explain it, but I feel it,

748
00:45:37.360 --> 00:45:43.200
it's kind of here, then do it. Now, what you also have to do is the third thing,

749
00:45:43.760 --> 00:45:48.560
is you have to evaluate how successful you are when you practice, and you take those risks,

750
00:45:48.560 --> 00:45:54.000
and you go with your gut. And what you need to do is you need to remember the times.

751
00:45:54.320 --> 00:46:00.560
You know, I overrode my mind, and I did that instinctively or whatever, and it really worked.

752
00:46:01.280 --> 00:46:07.600
I did it, and it didn't work at all. You can tell you're improving when you up your percentages.

753
00:46:09.680 --> 00:46:12.960
If you've been doing that for 10 years, and it doesn't get any better,

754
00:46:12.960 --> 00:46:19.040
then you're not improving yourself. Usually, practice, even intuitive practice,

755
00:46:20.000 --> 00:46:26.320
gives you confidence that allows you then to pretty soon allow that influence of the inner self

756
00:46:26.320 --> 00:46:32.000
to rise a little bit higher that will allow you to do things. But you're going uphill. Remember,

757
00:46:32.000 --> 00:46:34.640
you have two strong emotions. You've got the mind, you've got the gut.

758
00:46:36.400 --> 00:46:43.360
The mind almost always wins. And the more the mind wins, the stronger it gets, and the less

759
00:46:43.360 --> 00:46:48.640
the gut wins, the weaker it becomes. So you're trying to move those emotions up a little bit

760
00:46:48.640 --> 00:46:54.640
higher. But those are three things that you can try. And I can promise you they'll make you better.

761
00:46:54.640 --> 00:47:00.320
I can't not promise you that they'll make you intuitive. I still think it's a major gift.

762
00:47:00.320 --> 00:47:04.320
And so I think you can get better intuitively. I don't think unless you have the gift,

763
00:47:04.320 --> 00:47:10.240
you can become great intuitively. Good question. Thank you.

764
00:47:12.080 --> 00:47:14.640
Very good. Popping over to Colton.

765
00:47:19.440 --> 00:47:21.600
Oops, Colton, we can't hear you.

766
00:47:25.280 --> 00:47:27.760
Still can't hear you. Can you hear me now?

767
00:47:28.320 --> 00:47:29.680
Yes, yes. Got it.

768
00:47:30.480 --> 00:47:35.920
I was like, oh, no, my one spot, my one shot. Hey, John, thanks so much for your training.

769
00:47:35.920 --> 00:47:41.280
Good to see you again. It was funny. My pastors, they told me to say hi to you,

770
00:47:41.280 --> 00:47:44.640
Becky and Roger Tirabasi. They told me to say what's up.

771
00:47:45.440 --> 00:47:48.320
They're wonderful people. My gosh, tell them hi.

772
00:47:48.880 --> 00:47:55.200
Yeah. So my question is this, just to give you background, I'm a million dollar a year

773
00:47:55.200 --> 00:48:00.480
earner in network marketing. I've been in the same companies in the industry for about 11 years now.

774
00:48:01.040 --> 00:48:07.520
I've enrolled quite a few people and got them to multiple six figures a year in income. And I feel

775
00:48:07.520 --> 00:48:12.720
like the last few years, I kind of have like a core group of 25 people who've kind of like

776
00:48:13.440 --> 00:48:18.640
been I've identified and kind of like there are leaders. And I feel like I might be like

777
00:48:18.640 --> 00:48:23.920
leading followers, because they haven't been able to kind of duplicate and bring in a new

778
00:48:23.920 --> 00:48:30.720
crop of leaders. And I'm trying to figure out, like, what do I need to do in order to kind of

779
00:48:30.720 --> 00:48:36.080
help us like create like a new, because all the people who are doing well now, like we're doing

780
00:48:36.080 --> 00:48:41.200
well, you know, two years ago, there's like not like a new group of people. And I'm just like,

781
00:48:41.200 --> 00:48:46.880
what am I not doing or enabling or something? Well, Cole, that's great question. First of all,

782
00:48:46.880 --> 00:48:52.880
congratulations that you build a group. Okay, so don't despise the fact you've got 25 people

783
00:48:52.880 --> 00:48:57.600
making six figures, and they're doing very well. And that's attributed to you and your leadership.

784
00:48:58.160 --> 00:49:04.000
What happens is, is when you can develop a team, the team gets very satisfied being the team.

785
00:49:04.640 --> 00:49:12.320
And so you are not changing and lifting the level of expectations on your team.

786
00:49:12.320 --> 00:49:15.760
So you need a new team to what you need to do. And you get a new team one of two ways,

787
00:49:15.760 --> 00:49:23.040
you sit down with your old team. And you say, I need a new team, which means I probably won't use

788
00:49:23.040 --> 00:49:29.280
you anymore. Now watch this. But they have a chance to be a new team. Also, the old team could be the

789
00:49:29.280 --> 00:49:34.160
new team. And you put out the expectations of what it is going to look like to be on the new

790
00:49:34.160 --> 00:49:39.680
team. This is where you get your win. In other words, Colton, I would sit there and I'd say

791
00:49:39.680 --> 00:49:44.800
to be on the new team, you have to every six months bring somebody in the circle

792
00:49:45.520 --> 00:49:52.960
that absolutely you found and you're developing, and they got to 100,000 a year or more. So you

793
00:49:52.960 --> 00:49:59.840
can only stay on the new team by bringing in new people. This is the requirement of being on the

794
00:50:00.000 --> 00:50:07.040
team. No longer do we just have us four and no more, us 25 and no more. So you lay out that

795
00:50:07.040 --> 00:50:13.280
qualification and you look at your old team and say, guess what? I hope all of you on the old

796
00:50:13.280 --> 00:50:20.400
team are on the new team. I want you, hey, but let me tell you something. If you're on the new team,

797
00:50:20.400 --> 00:50:23.760
there's going to be something very different about our new team. Instead of having 25,

798
00:50:23.760 --> 00:50:29.680
we're going to have 50. Because the only way you can be on the new team is to go bring somebody

799
00:50:29.680 --> 00:50:38.080
else. Those upfront expectations are humongous. And say, I'll do my best to help you. But now

800
00:50:38.640 --> 00:50:43.280
you're going to have to produce. The moment that you do that, two things will happen. You'll have

801
00:50:43.280 --> 00:50:47.680
half of your players go out and get more players and they're just going to kick out and do really

802
00:50:47.680 --> 00:50:52.800
well. You'll have half your players who want to hold on, hang on. And basically,

803
00:50:53.360 --> 00:50:59.680
you know, rely on friendships and relationships. You follow me? Most people use relationships in

804
00:50:59.680 --> 00:51:06.640
damaging ways. You know, why should I hang with you? Because I've always hung with you. Honestly,

805
00:51:06.640 --> 00:51:11.600
I know that sounds a little cruel, but are you growing? Are you changing? Are you any better?

806
00:51:11.600 --> 00:51:16.400
Because I'm growing and I'm changing. Is there anything better, worse than somebody that's

807
00:51:16.400 --> 00:51:20.560
growing, hanging around somebody that's not growing? I mean, how many of the same conversations

808
00:51:20.560 --> 00:51:25.040
do you have to have before you say, I don't need another lunch with this person. Nobody's home.

809
00:51:25.040 --> 00:51:30.240
And so you get the new expectations out there for the old team and let the old team become the new

810
00:51:30.240 --> 00:51:36.080
team. But you'll lose some and you'll gain some, but that will, I will promise you in six months,

811
00:51:36.080 --> 00:51:42.720
Colton, you'll tell me great advice. And by the way, by the way, Colton, you go out while they're

812
00:51:42.720 --> 00:51:49.120
getting one, you go get two yourself. Because the one I was like, I was like, I was like my

813
00:51:49.120 --> 00:51:55.440
players and say, excuse me, I don't know if you can do this or not, but I can. So you can watch

814
00:51:55.440 --> 00:52:01.760
me do it if you want to. I always put myself out in front of everyone else. I'm going to do more.

815
00:52:01.760 --> 00:52:06.160
I'm going to be better and it's going to be bigger. And by the way, that's why I'm the

816
00:52:06.160 --> 00:52:13.600
unqualified moral leader of the things I lead. I'm not living off of yesterday. In network

817
00:52:13.600 --> 00:52:18.160
marketing, people get a title or position. There's a certain amount of money and they live off of

818
00:52:18.160 --> 00:52:24.400
yesterday and they're as worthless as can be. Now I know nobody more worthless than network marketing

819
00:52:24.400 --> 00:52:30.400
people that got to be diamond or something. And they sit in a lounge and sip tea and are diamonds

820
00:52:30.400 --> 00:52:34.240
the rest of their life. And you just say, dear God, is that, is this as good as it going to get?

821
00:52:34.240 --> 00:52:40.400
Because it is, let's do the funeral and you can go home. Okay. So you get that expectation level

822
00:52:40.400 --> 00:52:45.360
up there and you meet it as the example. Makes sense. Love that. Thanks so much, John. Yeah.

823
00:52:45.360 --> 00:52:53.680
Good to see you for it. Really, really good. I love that. Uh, Carrie or Carrie, please correct

824
00:52:53.680 --> 00:52:59.760
my pronunciation of your name. You're next. My name is Carrie and it rhymes with Siri.

825
00:52:59.760 --> 00:53:05.520
That helps you. Thank you. Thank you. Thanks so much, John. This was like,

826
00:53:06.160 --> 00:53:10.480
it just really hit hard, but it's so good. I think you kind of already answered my question,

827
00:53:10.480 --> 00:53:16.640
but my question was, are they are training our timing and intuition hard? Because they're

828
00:53:16.640 --> 00:53:20.800
about us learning to trust ourselves and then really stick that and walk that out.

829
00:53:21.840 --> 00:53:27.360
Well, I think intuition is hard because we don't trust ourselves. Yes. I, I, I mean, I,

830
00:53:27.360 --> 00:53:34.960
because we don't know, we don't know. So there's a risk there. I call, I, I call it the emotional

831
00:53:34.960 --> 00:53:39.840
risk. There's an emotional risk of saying, I'm going to do something that I'm not even sure that

832
00:53:39.840 --> 00:53:45.920
works, but I just feel it could work. But there's also an emotional loss in not taking the risk.

833
00:53:46.640 --> 00:53:53.680
Because what happens when I don't take the risk, I, every time you don't move and take the risk

834
00:53:53.680 --> 00:54:00.960
or action, you reduce yourself. This is what people miss. You know, we're supposed to leave

835
00:54:00.960 --> 00:54:06.240
our footprints in the sands of time, not our butt prints. And what people don't understand is

836
00:54:06.240 --> 00:54:12.560
when they sit on their ass and they don't move and they don't go and they don't take action,

837
00:54:13.280 --> 00:54:20.960
they make themselves smaller. I know some people that were just beautiful size and now they're

838
00:54:20.960 --> 00:54:28.400
very small. You can't make yourself bigger by not doing what you should do. You just make yourself

839
00:54:28.400 --> 00:54:33.600
smaller. So people think I'll stay the same. No, no, you don't stay there. Nobody gets to stay the

840
00:54:33.600 --> 00:54:40.080
same. You only get to stay when you, when you, when you die, you don't stay the same. So you're,

841
00:54:40.080 --> 00:54:45.360
you're either improving or you're, or you're sliding. And so when you don't take these

842
00:54:45.360 --> 00:54:50.960
intuitive risks, honestly, you're selling yourself short and you're, and you're cutting

843
00:54:50.960 --> 00:54:57.520
off your potential. So once you know that, that is a real incentive to me to take the risk. It's

844
00:54:57.520 --> 00:54:59.760
kind of like, I'm not sure what's going to happen.

845
00:55:00.000 --> 00:55:04.240
Here, here's the way it is. I'm not sure what's going to happen if I take the risk intuitively,

846
00:55:04.240 --> 00:55:06.640
but I do know what's going to happen if I don't take the risk.

847
00:55:08.720 --> 00:55:16.640
Make sense? Yeah, good, thank you. Thank you. Yeah, thank you. So good.

848
00:55:16.640 --> 00:55:25.520
Popping over to you, Justin Rogers. Hey John, it's a pleasure to be here. Hi Justin.

849
00:55:26.320 --> 00:55:32.560
So one of the notes I took is that you had said seeing before is more important than seeing more.

850
00:55:33.360 --> 00:55:37.760
And so my question is, how do we get more effective at the seeing before part? And

851
00:55:37.760 --> 00:55:42.640
you may have answered some of that through the intuition already.

852
00:55:44.080 --> 00:55:49.760
It's a great question, and the answer is awareness. When I share with you, and you

853
00:55:49.760 --> 00:55:56.080
already caught it because it got on your aware screen. When I said seeing before is more important

854
00:55:56.080 --> 00:56:02.240
than seeing more, you looked at that and thought, oh my gosh, I didn't know that. Right. Now you

855
00:56:02.240 --> 00:56:11.440
know it. I put it on your awareness. You can't improve what you don't know. You got to know

856
00:56:11.440 --> 00:56:17.200
yourself to grow yourself. So one of the things I do as a leader is I put an awareness screen in

857
00:56:17.200 --> 00:56:22.320
front of potential leaders all the time and say, are you aware? Are you aware that before? Now

858
00:56:23.360 --> 00:56:27.360
when I started off, there wasn't even a before. It was just more. You didn't have to be fast. You just

859
00:56:27.360 --> 00:56:33.280
had to show up and know more. That's all changed. So now that you have the awareness, it's like I

860
00:56:33.280 --> 00:56:39.280
tell you, look for the color green today. Well, all day long you're going to see more green

861
00:56:39.280 --> 00:56:43.760
than you've ever seen before. Now you always see that green, but awareness caused you to see it more.

862
00:56:44.400 --> 00:56:50.000
Now I'm saying look for before more than ever. And every time you come to a decision,

863
00:56:50.800 --> 00:56:57.280
think before and say, you know what, if I get 80 yards out in front of the race,

864
00:56:58.080 --> 00:57:04.160
I can beat that. And let me give you a classic example. I just gave this the other day

865
00:57:04.160 --> 00:57:08.160
somewhere. I've been traveling a lot. So I've been in a different city about every day. I think it

866
00:57:08.160 --> 00:57:14.080
was in Salt Lake. Anyway, the other day I was talking to people in the real estate market. And

867
00:57:14.080 --> 00:57:19.440
of course that's a very tough market right now. And so do I get out right now? So many of them

868
00:57:19.440 --> 00:57:25.520
leave, they leave. And I was trying to help them understand that difficult times are just

869
00:57:26.160 --> 00:57:36.320
beautiful times. We just have so many wimpy people. Do you know the greatest way to increase

870
00:57:36.320 --> 00:57:42.800
market share is have a difficult time? Because people quit. It's the most wonderful thing in life.

871
00:57:43.840 --> 00:57:48.880
Tough times make people go home. And when they go home, guess what? You didn't go home.

872
00:57:48.880 --> 00:57:55.760
So here's what happens. That pendulum swings. It swings, always has one. Good times, bad times,

873
00:57:55.760 --> 00:58:01.520
good times, bad times. So when it swings over to bad times, everybody's leaving the ship.

874
00:58:01.520 --> 00:58:05.760
But you stay on the ship. You stay ready, prepared. Why? Because when opportunity comes,

875
00:58:05.760 --> 00:58:09.920
it's too late to prepare. So when it swings back, guess what? You're already on the ship.

876
00:58:10.480 --> 00:58:14.720
Now, what do these people that quit have to do? Oh my gosh, I got to go get my office again. I got

877
00:58:14.720 --> 00:58:19.920
to start all over. While they're scrambling to get started, you've already started. I do not

878
00:58:19.920 --> 00:58:26.480
want this to be said the wrong way, but listen, they'll never catch up with you.

879
00:58:27.200 --> 00:58:32.720
They'll never catch up with you. So I tell people during bad times, stay in the game

880
00:58:33.440 --> 00:58:40.480
and get in a state of preparation and take all the action you can to reduce the bad times less.

881
00:58:41.440 --> 00:58:46.880
But when that pendulum swings back then, you have a 20% market share you didn't even have. I mean,

882
00:58:46.880 --> 00:58:51.840
honestly, when you hang around average people, you don't even need to run the race. If you stand

883
00:58:51.840 --> 00:58:57.520
still, you'll win. I've never seen so many people quit, sabotage themselves, play stupid. I mean,

884
00:58:58.080 --> 00:59:04.560
I just look at life and I just say, how can you not win in life? There are so many stupid people

885
00:59:04.560 --> 00:59:12.400
out there. If you stand still, you won. So understand, see that big picture. But if you

886
00:59:12.400 --> 00:59:17.680
stay in the game, once that game starts to turn, you're already running down the field. And

887
00:59:17.680 --> 00:59:21.680
everybody said, how the heck did that happen? Well, you stayed in the game. So just stay right

888
00:59:21.680 --> 00:59:25.520
there. Makes sense? Makes perfect sense. Thank you. It's funny because I'm actually in the real

889
00:59:25.520 --> 00:59:33.920
estate business. Oh, okay. Bingo. Well, but just stay there. And when that swings back to you,

890
00:59:33.920 --> 00:59:38.640
you're going to smile and say, boy, here I am. I'm playing a game that everybody else now is

891
00:59:38.640 --> 00:59:42.800
going back and getting all the supplies for. I like it. Thank you so much.

892
00:59:42.800 --> 00:59:47.840
Yeah, you're welcome. So good. Well, John, we want to honor your time. Thank you so much. I

893
00:59:47.840 --> 00:59:54.320
know you went a few minutes over. Just really appreciate you. And yeah, man, can I speak to

894
00:59:54.320 --> 01:00:00.080
that? You know, I got out of real estate in 2009. And I

895
01:00:00.000 --> 01:00:04.980
you know, I panicked, the market crashed. Had I had, I figured it out and rolled

896
01:00:04.980 --> 01:00:09.740
up my sleeves and just worked on the rents and everything, I would be worth

897
01:00:09.740 --> 01:00:14.740
probably about $15 million more today. Because all of that real estate bounce

898
01:00:14.740 --> 01:00:20.020
back. And and so just such such good wisdom today, just really, really

899
01:00:20.020 --> 01:00:23.420
appreciate you. And we're all just so, so grateful for you, my man.

900
01:00:25.320 --> 01:00:29.060
It's great to be with you, Ray. Great to be with all of you. Hey, I can hardly

901
01:00:29.060 --> 01:00:33.300
wait till the next time. So let's keep going. Until then, I'll see you. God

902
01:00:33.300 --> 01:00:37.300
bless. Thank you, John. Thank you, John. And if you're on here, and you had a

903
01:00:37.300 --> 01:00:40.500
question that didn't get answered, please, you're not you're not going to

904
01:00:40.500 --> 01:00:43.700
get a john Maxwell answer, but you'll get a Ray Higdon answer. It's about,

905
01:00:43.700 --> 01:00:49.820
you know, 20% on on the dollar value there, maybe. But asking the Voxer group,

906
01:00:49.860 --> 01:00:52.740
and I want to make sure that I can help you out at least with, you know, my

907
01:00:52.740 --> 01:00:57.420
take on it. And I just really appreciate you guys. So just was this awesome or

908
01:00:57.420 --> 01:01:02.620
what? It was so, so good. And so just excited. I'm so grateful you guys are on

909
01:01:02.620 --> 01:01:06.740
this journey with me. I'm learning right alongside you. And we'll rock it out.

910
01:01:06.740 --> 01:01:10.380
You'll see now what you'll see me do is I got

911
01:01:12.380 --> 01:01:19.940
1233. Yeah, 123. I got three pages of notes. So you'll see me convert this into

912
01:01:19.940 --> 01:01:24.900
content. If this kind of content would turn on the type of person you're trying

913
01:01:24.900 --> 01:01:28.260
to attract to you, I would encourage you to do the same. This could be in your

914
01:01:28.260 --> 01:01:33.700
stories or lives or whatever. But I'm telling you one thing I one thing that

915
01:01:33.700 --> 01:01:37.860
attracted a lot of people to me over the years is I always shared when I invested

916
01:01:37.860 --> 01:01:43.940
in myself. And I know that some people are, you know, maybe weird about saying,

917
01:01:43.940 --> 01:01:48.700
Hey, you know, I gave this person money or something like that. I you know, did I

918
01:01:48.700 --> 01:01:55.180
have people see? Oh, he invested in that thing. I'm going to go do that thing. Sure.

919
01:01:55.820 --> 01:01:59.220
But you know, I just never I just don't believe in scarcity. It wasn't that big of

920
01:01:59.220 --> 01:02:04.980
a deal. But a lot of people when they saw me invest in myself, came to me and said,

921
01:02:04.980 --> 01:02:08.900
Hey, what are you learning? Like, how can I work closer with you? And it's the same

922
01:02:08.900 --> 01:02:14.100
thing with you, you made a big bold statement, big decision. And so manage that

923
01:02:14.100 --> 01:02:19.020
decision powerfully and maximize your return on it. And so I appreciate you guys

924
01:02:19.020 --> 01:02:22.380
very much. Hit me up in the Voxel group if there's anything that didn't get covered.

925
01:02:22.580 --> 01:02:27.020
And just love you guys. So awesome. Rock it out. All right. Bye, guys.