If It Works, Does It Increase Your Workload? The Test Most Network Marketers Never Run

We're going to go until about 4:30-ish, okay? We're going to talk about duplication and cult building. But we're not going to talk about duplication in the sense that most people talk about duplication. We're really going to frame it and teach you what we did really to launch Empower and why we do the things that we do on a weekly basis. Does that get anybody excited to really understand why we do what we do?

Say aye. Aye. So, guys, I'm just pumped up. The feedback's been incredible. This information is going to, I think, seal the deal for you.

We're going to finish the day after the break with kind of some launch cycle information. And then we're going to give you a game plan to make some money with us. Does that excite anybody? Okay. Because remember, we're turning this into what?

Product, right? So we're going to teach you guys what we did to launch a company that did, where are we at? How about $12 million in sales over the last 10 months? Yeah, we're over $12 million, I think, as of yesterday. What's important about that is how much we've paid out in commissions.

Now, of course, this is just for our company and those of you who are in Empower. Obviously, that's the majority of you. But it's a big deal. And I think some of the information that we're going to give you this afternoon is going to really make it clear why we do some of the things that we do. So without further ado, I'm going to bring up the man, the myth, the legend, Dave Wood.

Make some noise, guys. What's up, guys? Tony Rush, you rock. He just emails, you know, once a week. What I'm going to do, guys, by the way, wasn't Dave getting this storytelling?

Yeah, it was awesome. And stories really, I just can't emphasize that enough. That actual whole story thing this morning wasn't really planned. We weren't even going to talk about that. But it just fit so in.

But the whole thing, I mean, you told a story. Curtis told a story. And then right after that, having a storytelling training. And then the whole weekend, we're just telling stories. It really fits into what we do because we kind of ramble about nothing a lot here.

Kidding. Sorry. But I will later. Actually, we're going to get into that when we're talking about the launch cycles. But a couple of things I wanted to share before I get in and move on are a couple of things that I picked up on with presentations and storytelling that just dramatically helped a lot.

Because it just fits into the subject, these are really little things and really easy to use. A lot of them I actually heard Dagan doing. And I just wanted to kind of share a perspective. Two things specifically — I was listening. This is back in 2006.

I was doing a weekly presentation for a network marketing business. Barely sponsoring anybody. I was getting in maybe 5% of the prospects that came. And I learned these two things and my closing ratios went from about 15% to like 70.

Right? Just from a couple of little things that I didn't think could possibly do that. One of them is something called an embedded command. Right? And what I noticed is I was listening to somebody do a presentation who sells a lot of stuff.

And I noticed that all the time for their presentation they would insert commands right in the middle of the sentence.

It's not really a command if you complete the sentence, but just right in the middle of it, they say things like, "decide to join." You know what I mean? Right in the middle of, right in the middle of it. Like when you make a decision, you know. They say things like this hundreds of times in an hour.

And I heard you guys doing it. Curtis does it. A lot of speakers do it unconsciously. If you guys ever watch Tony Robbins — I don't know if anybody here has ever had something from Tony Robbins transcribed — but he has an embedded command, three or four of them, literally in every single sentence. It's unbelievable.

If he talks for an hour and a half he'll do like four thousand of them. And so something I did was I would sit down before I did a presentation or made a video or something like this and I would just outline some things to command people to do in the middle of my video and kind of let my unconscious mind take over the process, and just by telling people what to do in a very nonspecific way, it dramatically increased the sales and conversions and everything that I did. So embedded commands — really useful thing. And if you want to know more about it, you can just look up embedded commands on the internet and they'll have more in a few articles than I could teach in an hour in something like this.

The other thing that Dagan mentioned is open loops, right? Open loops, which is starting a story and not finishing it, right? And it drives people crazy, but it's one of the most useful things ever, right? It's starting a story and you just never finish it, right? And I noticed that a lot of the best speakers — I don't think a lot of them are doing it on purpose, because one thing about good speakers is about half of them are super ADD, right?

And so it's just like a natural thing that ADD people start a story and then they change the subject and start talking about something else, right? I do it all the time naturally, right? But then I became conscious of it and then I started doing it more on purpose, because what happens is you start a story and you don't finish it and people will always be looking for the end of the story. Like, she was sitting there and what did she do? She was like, "Dagan, tell us the story," you know?

And he says, "I might finish that later," right? But some speakers, they'll start 20 stories in an hour that they never finish, right? Start a story and you don't finish it and then you just start talking about something else, and people's minds just kind of go like this and they don't know why, they just pay more attention, right? And the third thing, and this was super helpful, was learning how to use ambiguous language, right?

A lot of people, especially who are training and selling, think that people need to know specific details all the time to buy stuff, when really specific details only confirm a decision somebody's already made. Right? Very few people out there make decisions based on details. Dagan might be one of them, but there's like 10 in 100 people, or 3 in 100 people, that make decisions like that, and most of those people that think they make decisions like that actually make decisions emotionally for totally nonsensical reasons and then they justify them logically and make something completely illogical sound really, really logical.

You know? And that's the reason why they married their wife — usually it's because they fell in love because they thought she was hot or whatever when she walked by, you know? But so what I learned was that, if you guys ever listen to a politician speaking, they ask the question, right, and then rather than answering the question — it's like a simple question — rather than answering, they start talking about nothing, but then like a minute later you're like, you kind of get caught up and you're like, hey, but you can't really figure out what he said and how he answered the question. And it seems like those guys win politically. Yeah.

They win in political races more than people who actually answer questions. The guys who answer questions, everybody's like, "ah, yeah, woohoo," right? But nobody votes for them, because ambiguous language pulls people into trance, right? So what I learned was that ambiguous language takes people into trance, right, where specific language takes people out of trance, and people always buy things in trances, right? So if I want people to be in a buying trance, then ambiguous language — which is just essentially driving things, but they don't necessarily have to have a purpose.

You could be telling a metaphor. You know what I mean? I remember a time I was watching — I can't remember who it was — I just still remember the story. I was watching this politician on TV, and I can't remember, it was like eight or 10 years ago or something like this, when I first started learning about this stuff.

And somebody asked him some really just simple yes or no type thing, you know what I mean? Like, do you believe in abortion or whatever, like a direct question. And he changed the subject, started talking about nothing, and then everybody started cheering and clapping, right? And the way he did it was something along the lines of — and if you actually think about that for a second and you think, who is it in history that answers questions like that, right, that doesn't really answer the question but they just change the subject, tell a story, and then talk about what they wanted to talk about in the first place, right?

Jesus, Buddha, you know what I mean? All the big religious people. There's history, leaders through history, they all do it. All those Amway guys, they'd be sitting there in a hallway and somebody says, "How do I sponsor more people?" And they say, "A long time ago when I was a boy," and they change the subject and tell a story.

And then you're like this, and then you're at home thinking and questioning your sanity a little bit, and four days later you have an aha moment because you think about it. Because what I discovered is that when you talk about specific things all the time, you're trying to convey something that's very specific in your head to another person's head. Right? Whereas if you tell something very ambiguous and hypnotic, and just open, and maybe describing a concept that you don't really give a specific answer to, they figure out their own answer and think that you told them, and think that they came up with it all at the same time. Right?

But really, you didn't say anything. You know what I mean? So it's a really useful way to teach, but just figure out — toss those things out, let float around in your brain as you're moving along. So duplication, back to this. All right.

Who noticed a few open loops, by the way, in the last, like, ten minutes? All right. Duplication. Right? This is a really cool subject, and we're going to have to go through this stuff quick.

And the reason it's fascinating is because I've gone through every phase, from thinking that it's complete bullshit and a waste of time, to now kind of understanding why it works in all kinds of different markets. But when I first got started in network marketing, it was 2002, and essentially they talked about being duplicatable all the time. It drove me crazy. You know what I mean? They'd say, "Okay, yeah, I understand, Dave, but is that duplicatable?"

You know what I mean? And it just made no sense to me why somebody would ask that. I'd be like, well, it doesn't work. So what happened, and this is what I noticed over time, is that if somebody told us something that was duplicatable, it wouldn't work, right? And then if it worked well, it wasn't duplicatable.

Right? It was like this contradiction. It was like people would tell you, "Well, don't do this, do this — do a home meeting — because they're duplicatable." I'd be like, yeah, but I do those, and they don't work very well. Right?

Whereas then I started internet marketing, and then my upline says, "Well, don't tell anybody how to market on the internet, because it works, but it's not duplicatable." You know what I mean? You guys, you're laughing too. It's just the most hilarious thing ever. So what I did was I just ignored everyone, and I just started building a business online.

Right? And I built a business through building my own funnels and selling, like we do it in Empower Network, but I was doing it myself, and I was teaching everybody how to do it themselves. Right? I was teaching everybody how to construct a funnel, put it up on their blog, and how to sell through videos and things, which is super useful. The problem was nobody could do it, except for one in 500 people, right?

So Rob Ford could do it, right? Justin Verrengia could do it. There's a few other people that could do it. If I bring in 10,000 people into an organization, a few people could do it. Then everybody else got no results whatsoever.

So it was like everybody — and Tracy, you experienced this too, right? You bring in a zillion people, and they all get no results. And then one guy gets massive results, right? Whereas in a lot of the traditional network marketing organizations you see out there, they have a whole bunch of people getting little results. This is why I think a lot of the old school guys make fun of the internet guys.

You know what I mean? Because they've got these big front-line organizations, and nobody has any success, right? And their team — they've sponsored 200 — what did you say, you were telling me this story the other day about somebody, oh, it was an unnamed person who hammered the phones in your organization. He sponsored 200 people and had a total of 202. Correct?

Speaker 4: Big, big, big, big, big. It's probably your son's talking. Woo. Speaker 1: Yeah, start over. Speaker 4: All right.

Hit the mute button, right? Speaker 2: Hold on a second. Let me — I think it's — Speaker 1: Can you hear me now?

Speaker 2: Yes, it is. I don't want to — Speaker 1: What am I doing wrong? Speaker 2: There you go. Speaker 1: See how good I am with technology?

Can't work a microphone. All right. An unnamed person, when I got back from Asia, I really wanted to get online. And an unnamed person who is very, very, very successful. Speaker 2: That's right.

Speaker 1: He was very successful online. He had a system on how to do network marketing online. But I wouldn't buy it, because I knew him when he was doing traditional network marketing. Back in a business I was in, '93, '94. And he was a hammer.

He was unbelievable. He was like a boiler room guy. I mean, he would sit with the list. Nobody would work the phones like him. And it was like he was selling stock.

You know, bang, bang, bang. And he put in tons of people front line. But if you put in 500 people front line, he had an organization of 502, because he couldn't build up the sales. He couldn't save his life. And I said, what's he going to build online?

He's going to end up with 506 people front line and he'll never build an organization. And sure enough, he's like the number one sales guy, like you are, on the internet. But as far as I know, never built a network marketing organization online. So — but you guys have done it. Speaker 2: Yeah, yeah.

Speaker 1: That's why I like this. This is the only thing I've ever seen that's combined network marketing depth with internet marketing success of numbers. Speaker 2: Yeah, yeah. Speaker 1: And there's probably something else. Speaker 2: No, no, that's it.

That's it. And that's what we're going to talk about today — is why. But no, that's the problem that most internet people run into — those who succeed, they get a lot of success personally. And then they end up grinding all the time because their team never takes off. Right?

That makes sense? Everybody in here so far? So there's a reason why that happens. There's actually a way you can get things to duplicate and kind of have the best of both worlds. And we've done a really good job here in Empower Network.

And I think that if you look at these concepts, they'll not only make a lot of sense, but you can implement literally everything that you ever do for the rest of your life and just dramatically increase the quality of life that you have and the amount of money that you make. And it's definitely made us a lot of money. So the reasons why things duplicate are fascinating. And this is a little bit of a contradiction to some of the things that I've done in the past, before we launched Empower Network. Some of this stuff will be really simple but new to some of you guys, and I think that once we get into the culture stuff that I'm going to talk about in a little bit, a lot of it will make sense.

Things duplicate, first of all, because somebody has an amazing skill, right? Whether it's a skill of presenting, a skill like Dagan's. Dagan's really good at split testing. You know what I mean? He's been split testing things for years and testing headlines and capture pages and conversions.

So he can sell really well. Right? Most people, if they're going to try to sell like Dagan, right, it's going to take them as long as it took Dagan to learn how to do it. Right?

It just makes sense. If they haven't had a background in being a boiler room salesperson, or doing thousands of presentations, or doing 10,000 home meetings, and they haven't been split testing for five years, they probably can't sell as well as Dagan can sell. And so what most of us do when we start building an organization is, once we actually figure out something that we're really skilled at and that works really well, we try to teach it to everybody as the core thing to build a business, not realizing that if they actually try to do it, they're going to fumble around like we did with no success for like five years. Right? Now, let's really just drill that concept into your brain.

Because for me, this is what I said. I had done about — when I got on the internet, I had done probably 2,000 presentations between home parties, one-on-ones, hotel meetings. Right? Being a missionary. Maybe it was like 5,000 if I include all that stuff where I'd been in front of the room selling stuff.

Right? I sold vacuums when I was 18 years old. I used to show up in a tie-dye shirt and cut-off jeans and sell a $3,000 vacuum to old ladies in their living room, when I was 18. No, Rainbows.

Right? But I started selling when I was a kid. Right? And I sold and I got better at selling. And then I got on the internet in 2009 and I took what really worked well for me selling stuff, and I started doing it on the internet, and it was like this magical thing.

Right? When I got on the internet I wasn't doing what anybody was doing in our niche. I just totally changed the style. I mean, if any of you were in that system that I was in, everybody had these little intro videos on the welcome page.

You'll remember it, Tracy. I made an hour and a half long presentation. Right? It was based off my old Amway presentations I used to do, or the old vitamin presentations I used to do, that sold 80% of the room. That 90-minute thing outproduced everybody in that whole company.

Right? So I started teaching people how to do it. And here's exactly what happened. I recruited a zillion people who did nothing. Right?

Anybody here ever done that? I don't know if anybody here has ever done anything like that. So I recruited a zillion people who just did absolutely nothing. Right? So I started thinking, man, maybe these guys are right, but the internet just can't duplicate.

Right? We've been pounded to death with that for ages, which is why a lot of the bigger network marketing companies try to keep their organizations off the internet. Right? Because they say, "Oh no, stay away, it's evil." Right?

And so what I did was I said, okay, let's try this other stuff. Let's just — I'm going to fly around and do meetings. So I built an organization. I started a new one. I put about a team of 200 in about three weeks.

I had some people recruit people. And I booked meetings all over the place. And I flew around and I did meetings and presentations just to see if there was some magic in flying around and selling things in hotels versus doing it in a livestream. I just wanted to tell if it worked any better. And the truth is that for me, it worked a lot worse.

Because I'd go and I'd sit there and there'd be 50 people in a room, and I'd broadcast it on the internet and have 500 people watching me on the internet, and sponsor 10 times more on the internet than I did in the room, and I didn't have to travel and it cost me no money. Right? To do. So I actually got more growth on the internet that month from broadcasting those meetings than I did from showing up in hotels selling stuff. So I came to the conclusion.

For me, I just don't want to do this. It's stupid. Right? So what I did was I started going back to the drawing board and switching things around and changing around. But what I really had a breakthrough on was when I asked myself the question: what if I took this skill of mine that's unique and I put it into a system that other people can use.

And rather than having them have to replicate it to get my results, right, they can just use it. Does that make sense to everybody in here? So rather than having to sell like me and follow up like me and do all this stuff, their tasks are limited to two or three things. They're compressed into two or three things that they have to learn. See, here's what I learned: a lot of the stuff we do that sounds complicated is actually pretty easy.

Like traffic, right? Traffic sounds really complex when you start talking about it, because people say "internet traffic" and then they start thinking SEO and all this stuff. But normally when you're teaching traffic, you're also teaching sales psychology, you're teaching people how to construct funnels through internet technology, you're teaching people how to set up affiliate software, how to get SSL certificates on a website — which I still didn't even know you had to do until we launched this company and for some reason the orders wouldn't work, right? — and all this crazy stuff that we all do if we're selling info products. And you start teaching this stuff, but the problem is, by the time people get around to the traffic, not only do they usually have a funnel that just doesn't work very well, because they haven't been doing it for years, right?

They have a funnel that sucks. They have a site that usually doesn't work, and then it takes them three more months to tweak it around to get it to work, and then they finally start learning traffic, and then they quit, and they're like, "I've been working for six months, I've got no results," right? That's why the internet doesn't grow very fast in normal network marketing organizations. And so the alternative has always been people saying, "Well, just send people to the company websites," or whatever, and company websites, pretty much universally suck balls at selling stuff.

Right, Lawrence? He knows, right? So I put that into a system, and I gave everybody — I tested a few things before we launched this company, with other companies I was in, where I took what I was doing and I put it into a format where everybody could use what I have, right? And then what happened is everybody started producing a little bit of results in my team, everyone who was working. Rather than just me, a whole bunch of people were all recruiting a little bit by using me.

There were guys that were recruiting a lot who knew how to do it. But what happens, it created a whole bunch of the little success, which in an organization — if we're building a team, 90% of the growth of the team is going to come from a new person who refers a new person. You guys know that? If you look through an organization — and she can tell you — if you look through an organization of a million people that she built, or 300,000, in a normal network marketing organization, it's like 95% of the people who ever get in are referred by a person who just joined. So what you've got to keep in mind, and this is really important as you're building a team, is that there's a few things that are just universal and common that we've talked about for the week.

Number one, most people who get into this stuff are going to quit. Right? They're just going to quit. They might be in for a year, they might be in for six months, but eventually they just get out. I mean, how many people have you guys recruited who were there and then they're out?

Right? So they're going to get in and they're going to get out. Right? Number two, in order to do what you do, they'd have to stay in for longer than that. Which they're probably not going to do, if they're like most people who get in your team.

Right? And so if you give them something that's very simple that can produce some sales, right, where they don't have to learn any complex skill whatsoever, they just have to take massive action, before they leave they'll have some success and bring some new people in that fosters the growth of the organization. So in traditional network marketing, this is kind of what the systems do. Right? I'll give you an example of what I did back in 2006.

As a foundation, because it's the same thing that needs to happen in a different format in order to grow. When I was in 2006, I had my first successful organization. It was because I built a little team, and we were kind of all struggling to grow. We flew down to a meeting with Eric Worre in Orlando, and Eric had put together — Eric is a brilliant salesperson. He can sell virtually anything to anybody.

And people just trust him. You look at him, he's like Tony Rush — when you look at Tony, you just kind of look at him. You just can't distrust him. You know, with my face, I'm kind of different.

People don't know what to think. And then I start talking and they trust me. But Tony, you kind of look at him and trust him. Eric's like that. You know?

So he had this sales video that literally simplified what we were doing to where all you had to do to get somebody in that organization was get about 10 people to watch that video. Right? If you got 10 people to watch the video, somebody would get in the team. Now, to me, I just didn't give a shit. Because I could sell in hotel rooms at that point.

And I was recruiting 80% of the room. So I was like, why the hell would I want to hand out a video where I only get 1 in 10, when I could get 8 in 10? Right? But this is what happened. I had a little team of about 20 people, okay, at that thing.

He just hammered into us: all you got to do is get people to watch this video and you know you're going to be rich. Right? Just hammer it. I don't know if you guys have ever been at a meeting like that.

They just hammer it. Right? Well, my team all got pumped. And they bought like hundreds of these videos. And my team grew by like 10 times.

In a month. It was like that. I was just mind-blown by it. But the reason why is because almost my whole team, they didn't have the ability to sell anything.

Right? So that's how they do it in old school — they take a skill that's an advanced skill, like Eric's ability to sell stuff. Right? Like the ability to make infomercials.

And they make a tool. Like a DVD. Right? That's usually what it is. A DVD, audio, video.

We had audios that we used to sell stuff. I've done audio programs too. And they actually work. Since I've been on the internet, I made a little recruiting audio and I sold 70,000 of them.

I was like, pass these audios out. Had an army of people passing the audios out. I don't know if anybody has ever heard that. Right? But you take a skill, an advanced skill, you put it into a tool, because that tool will get exponentially more exposure than if you just tell everybody to go out and try to do what you're doing.

Right? In Eric's organization, the event went from 1,000 to the next event had 4,000. Right? I mean, it grew that fast. It was unbelievable what happened.

And if I hadn't seen it, I wouldn't have known that could happen. Right? I think you've seen things like that happen a lot of times. Right? So you take a skill, you put it into a tool that everybody can use.

So the question you guys got to ask, because you can do this with everything, is with anything that you do well, is there a way to systematize it? Ask yourself this question. This is how people construct systems. Is there a way to systematize what you're doing, right, so that anybody can use it without having to know how it works? Anyone can use it without having to know how it works.

Because if you explain how it works, they'll do nothing most of the time. Right? Who here has been really frustrated because you've told people exactly what you're doing — you've explained it on the phone, showed them how to set it up, showed them the psychology of why it works, given them your PowerPoint presentation, showed them a recording software, whatever it is, and you've told them exactly what you're doing, and they do absolutely nothing at all. Who's been frustrated by that?

It's because it would take them six years, and they would have to call people on the white pages like you did, Aaron, for years, and then sell dog food, and then whatever you join next. And then join Google. And then join the third deal, and then build a big team, and then get sick of it, and then finally get on the internet, and now you've got this amazing skill already when you're here, so you take off. Does that make sense to everybody in here so far? So if something's working extraordinarily well, is there a way to systematize it so that everybody can use it without knowing how it works?

That's how you duplicate stuff, as simple as that. So with Dagan, for example, he's a traffic god, you know what I mean? So what does he say? Let's do a co-op. Why?

What's a co-op do in essence? We could do a million case studies of this. A co-op takes a skill that's very difficult to learn for most people, which is traffic, and people pay for it, and then they can just use it without knowing how it works. You take a capture page Dave makes that converts at 70%, and you just give it to everybody, and then they can capture leads without knowing why the capture page works, because it's irrelevant to their success. Does that make sense so far?

So when you're growing an organization, here's what I learned, and it was a little bit frustrating to be truthful, because I wanted to — I was like, I wanted to be Mother Teresa and save everybody, and say, "Look, this is what helped me succeed. This is exactly what I'm doing. This is exactly how it works. This is why it works." And then they still don't do it.

Drives me crazy. But then I stopped explaining almost anything, right? And just started doing things that were very simple and teaching people to take action. Right? And look at all the success that comes from that.

Because I want you to think about this for a second. In Empower Network, we do a lot of complicated things as a company. Right? Dave has this amazing psychology that we work into our capture pages. The email copy that we write, right?

How many people have just copied one of our emails, sent it out, and made sales? Right? Virtually anybody that has a list has done that. You just copy our emails and you make sales with them. I've copied Tony's emails and made sales with them.

Right? We have incredible, compelling copy. We have hypnotic psychology in our sales videos. That first sales video that we had — we spent a week just staring at the thing, and then had a hypnotist look at it, and then put more hypnotic language into it, and then stared at it for another week before we even recorded it. That's how much time we put into making the sales video.

That thing was compelling as hell, right? It was 25 minutes of nothing but "get money." Did I ever show you that, Dave? No. I actually did that original one.

I told you about it then. Did I? Yeah. We had an embedded command on every slide, and there were 500 slides, 200 of which said "100% commissions." Do you remember, Tony?

Well, you never saw that either? I got to show it. The lawyer told us to take it down and destroy all copies. I was like, oh. Yeah.

But let's say instead of just giving everybody that video and letting them use it for their own business, let's say instead of doing that, I explained to them how I made that video and why it worked, and then told them to make their own video, right? How well do you think it would work?

Not at all. Now, you guys just started selling your funnel to your organization that you have in your other company, right? Blew up your team, didn't it? Massively. Because they've been testing what they've been doing for years, right?

It works extraordinarily well. So then they give it to their team, and their team can create the same success if they just drive traffic to it. So a couple of things that will help you guys in building a team here, too. Here it's simpler because you don't have to know how or why it works necessarily. You really just have to do it.

But even people here, I see people all the time, they bring their team in. They say, "Look, I know that this is what the videos say. I know this is what the audios say, but let me teach you the real strategy," right? And without exception, everybody that's doing this has less upsells. And their team grows less fast, right?

They're teaching more and their team grows less fast. Tracy, can you come up here for a second? I want to give you an example, and then we'll get into some other things here, some concepts, and then we're going to get into some culture stuff. But Tracy — Tracy sponsors a person or two a day, usually two a day now, right? Right.

And your income has been growing by like 30% a month. Right. How much do you explain to people? I don't know. I don't.

I explain as much as what's required for them to get to the back office, do the eight core commitments, get on Empower Hour, and follow the mantra of two a day. And that's it? Pretty much that's it. And that's all I ever hear her talking about, by the way, which is basically what we say. So she's basically repeating what we say to her team, which not only makes it so it takes less time, but rather than being like this with her income, which is what mine did for a long time until I stopped this, her income just goes like this all the time.

Saying less is bigger results. Right? Right. Less is more. Less is more.

And I think I've kind of built the concept of just follow the leader. And so I drive that home with — I don't want you to just follow me, I want you to understand I'm following Dave. And I will point out specific things that I'm doing to follow Dave, which means that if you send out an update for some odd reason, then I send out an update, and in that update I say, "I'm sending out an update because Dave sent out an update." Yeah. And so then they just —

Oh, well, Tracy said do it because Dave said do it, and then they do it. Right. And because she's so consistent with that message, because it's consistent all the time and it doesn't change on her, her organization starts getting it after a while. Because here's the other thing — I'm gonna have you come back up and we're talking about culture stuff, and just talk for a few minutes about what you're doing with your team stuff. But here's another thing that I learned that drives this concept home.

It has to be simple. Take all the complex stuff and put it into a system. Everybody else can use it without understanding how any of it works, or it won't duplicate. And the next thing is, it takes a long time — it takes a little while of repeating and demonstrating a message before it starts to catch, right? It takes a little while of repeating the same message before it starts to catch.

Now every time you change your message, every time you change it, you start over, okay? Even if it's a tiny thing, because what happens is your whole team is gonna have to start relearning. They're gonna feel like they have to relearn how to do it, or think, "Oh, now I have the secret," and get distracted from what they were doing and just stop and do something new. Because here's who we're talking about here, and this is what you guys gotta keep in mind when you're moving through large numbers. Let's say you have 100,000 people in a team, right, or 40,000 like we've got.

And like Curtis said, and like we demonstrated the other day, three to five percent, or one to three percent, or whatever it is, do anything. They work hard and they have success. That means the rest — 40,000, essentially, people. If we have 40,000, or 42,000, you've got maybe 2,000 who are working and actually listening.

And the rest of the people in that group, right, are going to do virtually nothing. They'll do a little before they get distracted, and then maybe they'll come back in a month and do something more and then get distracted. But they're gonna do virtually nothing, right, is what they're gonna do. You'll tell them to do something and they won't do it. So if you give that person a complex thing, the amount of results they produce is zero.

Because they start the complex thing, and then they jump to something else before they can ever get anyone with it. Whereas if you give that person something extraordinarily simple to do, that anybody in the world could do, that you could explain to your grandma on a napkin, in Safeway, whatever that is — "here, do this" — they'll do it three times. They'll do it three times and then get distracted. Well, them doing that little simple thing three times will produce a result for them a statistically significant percentage of the time, right?

So I'll give you an example in Eric Worre's organization. I had this DVD that we essentially replaced doing one-on-ones and all this crazy stuff with. Right? This DVD produced a result by itself. Now that was a grinder thing.

I didn't like doing that, because it sucks driving around passing out videos, right? But the fact is a person would get it — pass out 50 of those things and then quit and bring two people in, right? So if you have 100,000 people on a team, this is a big breakthrough for me. I met a guy in that company who had 50,000 people in his organization.

50,000. Okay? Every six months, guess how many people quit? What would just some guesses be? What do you think, Lawrence?

50,000 people on a team, how many quit every six months? 75%. 75%. So — that's about right.

Right? 75%. So he would have, every six months, 40,000 people would quit and join. Right? And when he told me that, it blew my mind.

Yeah. 80% turnover? Yeah. So 80% turnover in 120 days. So basically, the strategies that you have to be able to replace most of your organization who is not going to learn how to do it before they leave.

Right? Before they leave. Before they leave. Yeah. They stop.

They stop talking to people. Right? They're not doing anything anymore. Does that make sense to everybody in here? So he had 40,000 people quit and about 41,000 join every six months or so, is what this guy had.

And so his organization was growing every six months. And he told me that, and I burst into laughter, and he started laughing too. Right? But it made a lot of sense to me when he said that — why all the stuff that people tell you in these companies is so simple. And you can never pull anything out of it.

Right? I remember calling Eric and saying, "Eric, I'm frustrated." And I could literally never pull anything out of that guy ever, no matter how many times I talked to him, other than "make a list of everybody you know and hand him the DVD." Right? "Well, I've done that."

"Have you talked to everyone?" "No." "Well, then make a list of everyone you know. And give them the DVD. Can you call me when you've done that, Dave?"

"Yeah." "Hang up the phone." Right? But you could not pull anything out from that guy other than that. Because he knows that if he changes his message, when those 40,000 people quit and join, they don't replace themselves.

Does that make sense to everybody in here so far? It's a little bit of a different philosophy, but we're dealing with massive numbers here of people. Right? So if we want to help the few percent who are going to do it succeed, what's the best way to do it? It's to make it so if they bring a team of 1,000 in, 1,000 are there in six months.

How do you do that? You keep it simple. Everything complex is systematized so that anybody in the organization can create success with it. And you repeat the same message all the time, all the time, all the time. Now, I'll give you an example of how this works.

Our core message is — here's the difference with us: my philosophy is, if we're going to have a core message, and it has to be the same all the time, which it does — and I've learned that if you change it, you screw yourself every time. Your growth just stops.

So if we're going to have a core message, why not actually have one that, if somebody does it, it actually works? You know what I mean? Helpful. So rather than telling people, "go get five, who get five, who get five, who get five," right, we tell people to bring in two people a day.

Why? Because I've never met a person who's done that who hasn't had massive success. Right? Does that make sense? But how long have we been repeating the two a day, two a day, two a day?

Well, we started that maybe in January or so, or around there, when we were having merchant issues, and we kept repeating it, kept repeating it. It started catching a little bit. And then — in Atlanta, I want you guys to think about this here for a second.

Other than telling people to sponsor two people a day and follow the eight core steps, what did we teach in Atlanta? Yeah. We taught them how to believe that if they got to it and followed the eight core steps, they would get the results that they wanted. That's about it, right? That's about it.

And then we had 8,000 stories about it. Now, here's what happened. We've been repeating that message for months, right? But not a lot of people were doing it. A few of the leaders.

We came out of that event and 50 people were doing it. Right? Because if we repeat the same message, it duplicates over time. So, that event, we came out of it, and our growth doubled in 30 days. Right?

Does that make sense to everybody in here? Here's the next concept to get that's going to help you with this. And then the day's going to come up and then we're going to just go right into culture, I think, is what we're going to do. I think that just makes sense. Is this pretty simple concepts, guys?

Pretty simple stuff? Keep it simple. The next thing is people have a short attention span. Right? People have a short attention span.

It's unbelievably short. Right? I mean, five seconds usually. You know? Now, somebody focused who's taken ADD meds or whatever might focus for 90 days.

Right? And that's a long time for network marketers, because most of them have ADD. So people have really short attention spans all the time. So what you tell people to do has to be able to work in short bursts. Right?

Or it'll stop working. Right? Because if you take forever to build an income, here's exactly what happens. You start building an income, you jump to a new deal. Almost all the time.

Who in here has been in more than one deal? Who in here has been in a deal, swore they'd do it, but then 90 days later you jump to a new one because you weren't making enough money? You know what I mean? We all do it. People have short attention spans.

And so if what you're doing doesn't create results in a short window of time, it doesn't matter whether they're Mormon or atheist. Right? It doesn't matter what their belief system is. It doesn't matter if they signed a commitment form to you that says, "I swear under my grandma's name that I'll be here in a year." They're gone in 90 days.

Right? Remember when we were in that legal thing and then we'd have people sign a year commitment? Right? And they'd sign it and then quit the next day? You know what I mean?

They'd sign, "I'm going to be here in a year at the meetings," and they'd say, "I swear I'm going to be rich in this company." And you'd say, "Awesome, man." And then the next day, "I'm sorry. I was praying in the closet. I had a vision.

An angel appeared. They told me to quit." You know what I'm saying? Oh, yeah. Yeah.

Oh, yeah. Yeah. I laugh every time you tell that story about the person that they just — God revealed and opened up the heavens and now all of a sudden they've been saved from network marketing. Well, I had the exact same thing happen.

The exact same thing. Remember when he flew down, David, when we launched that company and he flew all over the place — I was one of the few guys that put a meeting together and people actually showed up. I made about 200 phone calls. I'd done some offline stuff before. I promised free beer.

It's hilarious that we were doing this on the internet. I mean, I just wanted to see if it worked. Should I do meetings? You know what I mean? Everybody's doing meetings.

That was right before I got online. Yeah. It was a little bit before I got online. Basically, I just got fired from my job for drinking at work. Now, here I am having a margarita in a meeting.

You know? Hence why he grabbed the microphone. Yeah. Well, I grabbed the microphone because you came by me. I thought maybe I should.

But my friend did that. One of my good friends. He was like, "Dude, I was just praying that something was going to come." And he was like a brand new Christian, so he was real excited and tried to tell everybody about it. Kind of like when somebody first gets into network marketing, they go out there and try to tell everybody about it and they quit.

Right? But he came in and he's like, "God told me to get in. This is awesome. This is a solution." And then I was like, "I'm going to do this."

And then, about a month later, he was praying about it and God told him to get out. Well, exactly, because it was harder than he thought. You know what I mean?

And Artie is a Christian too, right? God doesn't tell you to change your mind all the time. That's usually the ADD. You know what I'm saying? But it's easy to blame stuff on yourself.

So people have short attention spans, right? And that's why, if you look at an organization, right, the biggest organizations in network marketing have events four times a year. Why? Because people stay focused for about 90 days. We just had an event in Atlanta.

We'll have another one in San Diego 90 days later, right? Because beyond 90 days, the people — does that make sense? Right? So the question is, if what you're doing works, does it increase your workload?

Those are the strategies that I call the slavery model. Right? If it works, does it increase your workload? So I'll give you an example of some things that also duplicate, but they just suck balls. Right?

One, helping your team close people. Now, I'm not trying to bash too much into anything, because almost every network marketing organization in the world teaches you to do three-way calls. Almost all of them unanimously teach you to do it. Right? But what happens — here's the problem — if you're actually good at those, because I got kind of good.

Right? We'd give them a video, and then we'd do three-way calls, and then close people on the phone. And the first time I did it, I was like — this is the most gangster thing ever. I get a phone call from somebody.

They're like, "Dave, I just got Tony Rush on the phone. He's seen the video. We were watching it together over lunch at a coffee shop. He's super excited. He's pumped up about the comp plan and the product.

He thinks it's incredible. Tony, this is Mr. Wood. He walks on water and glows in the dark. He shoots lasers from his eyes.

You know what I mean? He walks with a little swing in his step. His wife's hot. And not only that, but he makes tons of cash doing virtually nothing at all." Right?

"Tony, Mr. Wood, Mr. Wood." "Yeah, this is Tony here." Right?

Right? Then I show up, and I'm like, "What's up, Tony?" He's like, "Nothing." Right? And then I close him.

Right? So the first time I did it, I thought it was cool. But the problem was, the energy that I put into that strategy, which duplicates and works, increases the workload. Right? And the better I got at it, the more my workload increased.

And it just feeds itself like this vicious cycle. Right? Every day. And it never stopped. I'd be at dinner, hanging out with my family.

My phone rings. I pick up the phone, and it says, "Dave, Bertha just saw the video. She's so excited." You know what I'm saying? That's why I don't have a cell phone still, is because of this.

I just say no. So I will not do anything that increases my workload if it works. Right? Nothing. I don't care what it is.

With any strategy, I will not do a strategy that increases my workload if it works. Right? Conversely, other strategies decrease your workload if they work. Right?

They decrease it. For example, you've got two choices. You can train your team on how to close, which is what most people try to do who can't close, because they don't have anybody to talk to. Right?

And so they spend all their time helping their one guy learn how to close, just like them. You ever had anything happen like that in your team, Aaron? "I want to help my team member so they can be just like me." Well, that's fascinating, how much money you make this month, Rob.

You know what I mean? And so they spend all their time helping the person close. Well, what happens? If you actually are successful and you help Susan learn to close, right, and then she goes out and gets somebody in, what does she do?

She says, "It's amazing. Dave is such a good closer. He spent four hours with me last week coaching me how to close." He says, "What's up?"

He says, "You need to call that guy and consume all his time with bullshit." Right? So if I'm successful, my life sucks. You know what I'm saying? So a lot of the old-schoolers try to keep their teams off the internet because it duplicates, and I try to keep my team away from old school so they don't hassle me to death.

Look at this. What's an alternative way to do it? Right? Well, there's lots of ways you can do it. Number one thing you can do is you can record yourself closing somebody on the phone, and you can sell it to your team.

Right? Then they listen to you closing on the phone, and you make money from selling it to them. Right? Creates a better duplication, because then they drive around in their car.

Right? And while you're doing nothing, they're learning to close. And then when they get a team member in, and the team member says, "I can't close worth garbage. I can't get anybody in." What do you say?

You say, "There's this fantastic audio you have to listen to in the Inner Circle. It's a guy named Dwayne Pyle who closes 85% of his prospects if you listen to that. Now, I don't have the Inner Circle — Tony, let me ask you a question. Are you serious about your business?"

"Are you serious?" "Yes, I am." "Are you serious enough that if I tell you what to do to make the money you want to make, are you going to do it, or are you just going to fool around with my time?" "I'll do it. I just need somebody to tell me."

"Now, let me ask you something. When you have 10,000 people in your organization, do you want everybody calling you and hassling you, asking you how to close? All day, when you're with your wife at dinner, do you want people calling you saying, 'Please, Tony, help me close my prospects, help me close my grandma. She just saw — I saw the video.

I'm so excited to get her in.' Do you want them doing that?" "I hadn't thought about it that way. I guess I don't." "Well, here's the thing.

If you don't want to do that, can you do me a huge favor?" "Yeah." "Never call me again with these stupid questions, and get the Inner Circle. There's an audio in there I want you to listen to every day for the next three weeks. And if you do that, I promise you your closing ratio is going to double.

Can you do that? I want you to download that audio and listen to it in your car every day for the next three weeks." "I'm speechless. Yes, I can do that." "Great.

Now, here's the next thing I want you to do. After you've attempted to close at least 100 people using the information in that audio, why don't you give me a call back, tell me how it worked. Is that okay?"

"Yeah, that's great." "Great. I'll never call again." See, I have 100,000 people on my team like that and go live on the beach all day. See what I'm saying?

But see, people do things inadvertently that, by virtue of succeeding, make their life awful. Right? It's like this vicious thing. Right? So for me,

it was like — one of the people in my upline, it wasn't Eric, but it was somebody else — I said, "Man, my team ain't doing much." And the real problem was, I was only recruiting two people a month, which is not enough to succeed at ever anything. You cannot make any money ever in network marketing, I don't care what Amway says, by sponsoring two people a month — it never works.

Because the one-arm, one-leg guy in India somewhere who succeeded like that does not mean it will work for anyone else. Right? We usually got to do more. Right? So that was a real problem, but what they told me to do was, "Well, here, I've got the solution.

When you get somebody, they need to pass out the videos. Because you get one in ten, right, Dave?" "Well, yeah, of course I get one in ten." Right? And I was having a hard time getting 20 out a month.

And they said, "Well, then help them make a list and drive around with them passing out the videos." Right? Well, it worked, but amazingly, my life became instantly consumed driving around all day. You know what I mean? So be careful about what you put into your life.

You know what I mean? Because remember — right? Remember, the goal is to make money doing nothing. Right?

That's the honest goal here. It's the truth. Now, if we also do something and make more money, well, that's a bonus. Right? The goal is to make money doing nothing.

Not to make money working your ass off all day, running around with everybody. Right? So if the goal is to make money doing nothing, then here's the opposite strategy: you create duplication systems that, by virtue of putting energy in, your time becomes decreased and your income goes up. How do you do that? You don't train anybody ever.

Right? Unless it's part of a system that people have to pay for. Right? Never. Why would you train people for free?

You know what I mean? Right, Dagan? Never train people for free. And what I learned was, when people pay for training, they also produce more from the training. Right?

So not only do I make more money from selling it, I duplicate more, they take it more seriously, and my income goes up by ten times. Right? Never train people for free. If somebody calls and asks you a question that could be answered by a system, then send them there. Right?

And then they're getting charged. They're getting trained in front of your computer while you're at the beach. Right? And if they won't buy it, you won't work with them. Right?

Why would I work with somebody? Tony, let me ask you a question. Let's say he said, "You know, Dave, I'm not going to buy the Inner Circle because I'm just going to keep the blogging product and see if this works, and if it works, then I'll buy the Inner Circle. Just teach me how to close." Say he does that.

You know what I'm going to say? I'm going to say, "Tony, let me ask you a question. I've sponsored like 2,000 people in the last ten months. Right?

That I've personally enrolled. I'm not talking about pass-ups. Right? To learn what you want me to teach you for free. So if I had a choice as a leader, should I work with you or should I work with them?"

You know what I mean? Yeah? And then they'll be like, "Okay, I'll buy it." Right?

And then I made a commission doing less work and freed up my time. Right? So refer people to systems to do things that suck manually. Because I actually tested this, because I'm curious about everything. Right?

To where somebody says something works better in a particular way, so I try it out. You know what I mean? Like somebody said the meetings work better, so I flew to Hawaii. That was one of 15 cities. I spent $18,000 flying around to do meetings.

Right? Just because I wanted to know if I do that, will my organization quadruple and go crazy doing meetings. Well, what happened was, I got burned out and didn't want to do anything for about two months after that. I wanted to quit for a little while. Right?

It sucked. When we went to Hawaii, we made 200 calls. We got like two people in. I flew to Hawaii to get two people in. You know what I'm saying?

It's like I got on a plane and flew to Alaska. I called 200 of my relatives to invite them over to my house, because everybody says to do home meetings. Right? So I'm like, okay, I'll do it. Right?

Because I can't tell somebody to do something I'm not willing to do. So I'll fly to Alaska. My relatives live there. And I'll call them. And get them to my house for a meeting.

I made about 200 calls over three or four days. Four people showed up. Right? Selling shit on the internet, living in Costa Rica, I had this massive advantage, too.

They said, "Hey, Dave, how much are you making?" I said, "You want the truth?" They said, "Yeah." Nothing in it. And I live in Costa Rica. And I'm just doing this.

I'm just doing this for fun, coming up here to see if it works. "You need to come to my house, though, and check this shit out. I'm making a lot of money." So four people show up.

My taxi driver, who drove me from the airport to my house, showed up with one of his buddies. A lady named Marsha who took karate with me as a kid. And then one of my best friends, Chris, who almost wanted to quit because we were doing a home meeting. And he got in because we were doing it on the internet. Right?

So the taxi driver and Marsha swore to God they would join. And they left without signing an application. So I flew to Alaska with no result whatsoever. Now, that's not saying home meetings don't work, because obviously they work. I just hate them.

Right? So I tried that, and I flew to 15 cities and made all this money on the internet. Right? And I said, screw this. I'm going to make money on the internet doing what I want to do.

Right? So this is the thing you guys got to realize: you can define and create your life. And ask yourself what you really want to do. What do you really want, before you do anything in your organization? Define and create it like you want it to be.

Look, I'm done listening to people just to listen to them. You know what I mean? Just because it makes a lot of money. You make a lot of money as the CEO of a company running around ragged on your fourth wife. Right?

And hating your life every day. There's tons of money in that. You know what I mean? Except for the fact that you've got to pay support to all your wives and children from the different families you've had to start, because they all hate your guts because you're never home. Right?

And so here's what I found: rather than doing that, why not systematize what sucks and doesn't work very well anyways. Because here's the truth — let's say I want to teach my team something. And I actually want them to learn. God forbid I want them to learn something. Right?

So I teach it to them. And I get on the phone. Now Dagan's smart, so he's a little different. Let's say Dagan's a normal guy and we get on the phone and he asks me questions for about an hour and a half and doesn't record the conversation. Do you want to know how much of that he'll remember?

Five percent maybe? The stories? Maybe one of the stories out of four? Not only will he not remember it — and Dagan Smith, who's like a god, practically —

he actually shoots lasers from his eyes, you know, and walks on water and glows in the dark — but Dagan Smith, right, won't remember what I told him if he doesn't record it. So we have that versus, "drive around and listen to this audio for the next three weeks."

Right? And then that person gets inspired and learns to close. And plus you can sell them something else in the audio. Right? So let's say the audio upsells.

Now I made a commission selling Tony the closing audio. And he drives around for three weeks, which is impossible to do without buying everything else, because it sells him everything else in the audio. Right? Does that make sense?

Now, Amway was brilliant. And we're going to talk about this in cult building. I talked for way longer than I thought I'd talk about this. But this is cool, isn't it? Isn't this cool stuff?

Amway was brilliant. Here's why. Because every other team I've ever been in runs around ragged doing everything for everybody. Every single one of them runs around ragged, like a chicken with their head cut off.

Preaching the dream. Never living it. Right? I've been in organization after organization where they're like, "Let's live at the beach doing nothing in two to four years." And then by the time they hit two to four years, they're so burned out on that company that they think it's the company's fault.

They jump to a new deal with their team. And they preach the two-to-four-year plan there. Isn't that what happens, Aki? Oh, yeah. Over and over.

Over and over and over and over again. And they never, ever, ever live the dream. Whereas these Amway cats — now, they have an issue. They have some issues. They're not perfect.

And they've had some issues recently. Because they just haven't changed in like 800 years. You know what I'm saying? They still do church meetings in their meetings. You know?

And things like this. Which is cool, I suppose. You know? If you like hymns from the 1800s. Right?

You'll love Amway. But — that was a bad one. But the truth is, they just haven't changed in a while. Right?

So they've just stayed rigid and inflexible for a long time. Right? You know, we're Amway. You know? But they kept teams. I want you to think about this together. They kept their leaders in.

Dexter Yeager has kept his leaders in his team. His biggest guys have stayed in his team since the '60s. Who else do you know who's done that? We're talking since he started building in the 1960s. His leaders are still in his team.

Right? That's cool, isn't it? All the Amway cats are like that. How do they do that? Right?

Because in network marketing, you run yourself ragged, because there isn't enough money from the downline. And that's the truth. Right? Nobody talks about it. And it's not that network marketing income's bad.

Right? Sometimes more. Right? Sometimes less. But then you're growing.

And then you get discouraged and stop working. That's what happens. Well, what Amway did is they realized the deficiency — well, not Amway, excuse me.

Just as a fair disclaimer, if Amway corporate ever sees this video, Amway doesn't approve of this necessarily. Just the reps do it on their own. Right? But what the reps did is they realized the deficiency in 30% commissions. Right?

They said, "This is some horse shit." They build a big team, there's thousands of people in it. Rash can do it. Right? They build the same 10,000-person team.

They say, "This is some horse shit." And they say, "Screw this. I'm selling some tools."

So they created a tools thing where everybody profit-shares. Well, their teams are being trained automatically. Well, they do nothing. You were not allowed to call them directly. And if you managed to get a hold of them, which was impossible because they would never give out their phone number ever.

Right? I got a hold of my upline once. One time. One time ever. Right?

I said, "Hey, Dave." He says, "Hello." I said, "Hey, this is Dave Wood." He says, "Who?" Right?

He said, "Oh, yeah. You know, I came to one of your meetings. You were in Phoenix." He says, "Oh. How did you get my number?"

I was like, "Well, I schemed it through somebody else in the group who somehow stole it, or whatever, when he wasn't looking, from his cell phone." Right? And because they didn't know three-way calls, because of what I described of the vicious evil cycle. Of — of evilness.

Right? But in any case, I got a hold of him. He says, "Oh." He got a hold of me. He says, "Well, Dave, I'd be happy to answer this question."

I asked him some question about, "Hey, look, I'm really trying. I'm out there talking to people. I was working." And I was getting no results. I mean, Aki saw how hard I worked in that thing.

I worked my ass off. It's just I got no results. And so I was telling him about it. He says, "You know, Dave, this is such a great question.

You know what? If I answered this to you personally, it wouldn't be fair, because the rest of the team needs to hear this. The rest of the team needs to get value from this. Because this is a valuable question.

So here's what I want you to do. Are you on the Communicate system?" Right? I said, "Well, no. I was going to get that, you know, when I start getting some people."

And he says, "Dave, can I ask you a question?" I said, "Yeah." He says, "Are you serious about your business?" I said, "Yeah." He said, "Do you love your family?"

"Yeah." "Do you want to live on the beaches of the world?" I was like, "Well, yeah." He says, "Do you want to live on the beach? Do you want to go Diamond?"

I said, "Yeah." "Now, are you fooling around with me? Are you just fooling around with my time? Is that what you're doing?" I said, "No.

No. Not at all." And I was like this. He says, "Dave, I have thousands of people who have that voicemail system.

And the thing is, if you send me this, I can send it to all of them. And all of them don't call me — they send me a voicemail and then I'll respond. Because I don't have all day to answer calls from a team of thousands of people. If I answered the phone all day, I'd have an awful life.

Could you imagine having a big team and having to answer calls all day, Dave?" And I said, "No. I couldn't imagine having to do that." And he says, "Yeah.

I've tried it. It's awful. So we built this voicemail system for you, for your benefit, so you can send me this message and then I'll answer the whole team at once. So here's the deal: you're never allowed to call me again if you don't get the voicemail system."

See the difference, guys, in the smart ways? You know what I'm saying? You've got to understand that you don't want to run yourself ragged all day. So that's duplication in a nutshell. I rambled for way longer than I thought, Dave.

You got anything for me? Give me a hand.