The Framework of Language Suggestion: Why Belief Beats How-To Every Time

All right, so let's talk about framework now. We've got useful beliefs, we've got unconscious phenomenon, right, that can be reproduced through language and stories, right? And now let's talk about framework of how to frame language and suggestions, right? And then we're going to talk about language, and then we're going to talk about some useful tools, and we're going to tie it back into all the things that we do. And if you guys will commit to mastering this stuff, you will really dramatically improve your ability to create followings.

It just is really useful, unbelievably useful stuff. I think it's the most useful stuff I've ever learned. So I think it's more useful than about anything. So let's talk about moving into the next phase here. Let's talk about how to influence unconscious phenomenon through language and aim it at a direction that gets people to reach whatever goal they're going to hit, which is what we do in network marketing, it's what we do in direct sales, it's what you do in selling, it's what you do if you're a doctor, right?

Even with a doctor, understanding suggestions is useful. Most doctors, for example, give you an example of a really bad way of framing stuff because nobody's taught what to do, right? They take a needle out and they're going to give you a shot, and you say, this is going to hurt a little, right, but don't pay attention to it, right? It's what they do, right? And then they stick the needle in and you're tense like this, right?

But actually, a really interesting thing, you can just touch somebody's arm and say, soften, and then put the shot in and they won't even feel it. Yeah, all sorts of things you could do. But if you say something that's a direct suggestion into what you want them to feel, right, they don't even feel it at all, right? And plus that probably weird people out just because, you know, you say something strange to them and they're not used to it, you know what I mean? But you redirect their attention away from the needle.

And you say, soften, and you touch their arm. And most people, you just stick a needle right in, they won't even feel it at all, right? I've seen people do demos of stuff like this where they've done that and then stuck a needle like right through somebody's hand. It doesn't really hurt them. You take it out and then the muscle heals in, you know, a day or whatever.

It's not really that dangerous. I'm joking. Do not do that at home. You know, I've seen people do really weird stuff with that, and people literally don't even feel it at all, right? They don't feel it at all.

There's hypnotists in Europe that specialize in pain control for surgery, because some people are allergic to anesthesia, right? And I saw this video of this surgery somewhere in Europe where this person was getting their brain opened up without anesthesia and talking to the doctor. And the doctor was about to faint, not the patient, right? Because they opened up to do the surgery and there was no bleeding, right? Because the unconscious mind can control the direction of blood flow.

And the body and mind, right? Actually, it can happen. It really is really easy to do. Like here, you do this little, I'll do this now. Now, this is actually a really interesting thing in framing, right?

And some of you guys have done this where it's like you create, you can create a feeling like there's a magnetic field between your hands that feels warm, right? And it's really easy to do. So if you just go like this and you put your hands out, go ahead and put your hands out like this, right? And if you put your hands close to each other and just kind of feel the space between your hands getting warmer as they come out, right? Okay.

They come together. Then you kind of pull your hands apart and you kind of feel that little warmth pulling apart between your hands. Then you push them together again, allow them to come closer. You can kind of feel this feeling between your hands like there's kind of a magnet that's drawing them just a little bit closer together. And you can allow that feeling, draw your hands together like it's happening on its own, right?

You know, like 80% of the room, their hands are moving together just a little bit, just from that. Now that's not like a big massive suggestion or something like that. But your unconscious mind just directs the attention of your body like that all the time in all sorts of different ways. Now that's a parlor trick. What's it useful for?

Well, nothing. You know what I mean? Yeah. Some people would say they're forming a chi ball between their hands. You know what I mean?

And then sell a course on magnetic chi power, you know. But the reality is it's good for nothing. It's not really useful. It's a parlor trick, you know. It's demonstrating unconscious awareness, right?

So here are the steps in framing things. And then we're going to go to the framework that we do that in. Here's step number one: identify what you're trying to do, the problem you're trying to solve, what you're trying to walk people through. To identify specifically, right, specifically what problem you're trying to solve with your language, right? That's step number one.

Step number two, and that could be done through walking them through different parts of their process, right? Step number two is select an unconscious phenomenon that would be the most useful to achieving that outcome, right? You say select phenomenon, right? And the funnest thing with this is actually just to play with it and to see what can happen. Actually, a big percentage of the population, if you know what you're doing, can actually completely visually hallucinate, without any training.

Big percentage. I got some friends like that, you know. No, seriously, they don't take drugs or anything. It's like 20% of the population, I believe, with Stanford studies, that can visually hallucinate with the right kind of language and suggestions, right? Which, in a room of susceptible people, could be a dangerous thing, if you wanted to start like a religion or something like that.

You want everybody to see an angel or whatever, right? Which maybe you're actually seeing one, or maybe you're making them see it. Who knows? Right? So you got identify.

You've got select phenomenon, right? And then you've got linguistically frame, and aim a suggestion, right? And you aim the suggestion at solving the thing that you're looking to solve. Or you know, getting people to make the decision you're looking for them to make. But those are the essential steps of doing that, right.

Now, you're not going to sit there and consciously think of everything you're going to say, especially when you're selling. Because it's going to look funny, like this, but the point with this is understanding what you're doing, right, and also giving you a framework where you can practice communicating in ways that are useful. I think actually it's more useful to write emails and stuff like that because you get used to writing things with certain kinds of language, and if you do that all the time, what happens is it just kind of becomes automatic behavior. And you also kind of pick up on this stuff automatically by listening to things like the inner circle every day as you're driving around in your car, which is one of the reasons why it's really useful to listen to audios and stuff all the time, because as you are, you're absorbing the patterns of language unconsciously that great communicators use to get people to follow them, right?

Because the way that you talk absolutely controls whether or not people follow you in large numbers, without question about it, right? I just look at every person with a big following and they all kind of talk with the same sorts of patterns, right? So, this is, you know, basically what you're doing with language. Now, the key purpose of communication, the real key purpose of it is this. It's taking attention off whatever's causing the problem, or off, right, what you don't want people's attention on, and it's putting it on what you do want their attention on, right?

It's taking attention off negativity in the past and directing attention to positive resources people have in the past and great experiences they've had. It's taking their attention off negative buying experiences and putting it on times when they made a decision that turned into a great outcome. Because if you tell a story about, like, this decision you made to buy something and, like, you know, you lost your shirt, and then you do a call to action, probably not a good idea, right? Does it make sense to everybody in here?

Yeah. So, the more you go back to great places in the past, and the more you talk about it, the more you cause other people to start doing it, and people will change just from that because their mind will start sorting for positive things like these things that happened to them in the past. That make sense? So, that's, like, the key purpose of linguistically framing things, all right? Now let's get into universal processing methods that we all do, and how this fits into our model.

When you are thinking, experiencing, taking information into your senses, you're always doing these things. And you can't not do it, even if you think it's bullshit, and even if you don't want to do it, you can't stop it. This is the way your nervous system does stuff, okay? You just realize that. Number one thing we do, right, is we delete things.

We already talked about unconscious phenomenon, right? And if you don't believe me, maybe you'll notice it next time. So, let's get into it.

Number one, you familiarize yourself with what you're doing, right? And then you kind of go, okay, you know, you learn.

Now, you're walking around, and maybe you'll notice that you're in a situation where you can't just come in and talk about that. It's not like your keys are in your hands, and you're walking around with them. And maybe you'll notice that and remember this conversation. You can do that, too. Deleting things, okay?

Number one, okay? You're deleting things all the time. Are you deleting whatever you're not focused on, right? But more so, though, than not focusing on it, we're actually deleting things that are there. We're negative hallucinating all the time, but we're deleting things, right?

Information that's coming in, right? What else are we doing? We're distorting what's there. We're distorting it, right? The world is not like we see it, right?

And therefore, we're not responding to the world. We're responding to the way we see the world. There's a big, big difference, right? We're not responding to the world. We're responding to the way we see the world.

And the way we see the world probably isn't accurate, at least most of it. Some of it might be accurate, right? But, you know, even if you think you're right, it doesn't matter where you're getting your information from. People are like, the way I see the world is accurate because I'm religious. It's like, well, isn't God the only one that knows everything?

Right? The way we see the world isn't accurate, right? It's a representation of it, and the best thing we could do is to make it more accurate all the time, right? But even when we think it's accurate, it might not be because we're not seeing what's there. We're seeing what comes in through our eyes.

Remember, we don't see that immediately. Information comes into our eyes. It's upside down, back of our head. Our brain turns it right side up. It processes it, interprets it, and then we see, right?

So even your sight, it distorts things, right? So we delete, we distort, and here's what else we do. We generalize stuff, right? And what do I mean, generalization? This is what I mean, right?

When I put, like, my hand out like this, and you look at my hand, here's what most of us do. Unless you're an artist or somebody that takes photos, you see a hand, and your brain just kind of doesn't pay attention to the hand. Because it's not a new object, it's a hand. So your brain says, hand, right? And you have a symbol internally for what hand means.

So you understand it as a hand, but you don't look at the detail, right? There's a book called Drawing on the Right Side of the Brain. And who in here has read that book, Drawing on the Right Side of the Brain? A really cool book on drawing.

You take a person who sucks at art and get them painting, like, beautiful pictures in, you know, five or six weeks, you know, by following these processes. Really cool stuff. Well, the biggest thing that he points out in this book is that when people are looking at stuff, once you reach a certain age, and you understand language, most people stop looking at what's there, right? They don't even look at it. When you're a kid, you're looking at all the detail of it, right?

Like, if you look at your hand for a second, allow yourself for a second to forget that it's a hand, right? And just get absorbed in the magnificent detail of that. It really is beautiful, isn't it? If you just pay attention to what's actually there, when you see a chair, you don't look at the detail of the chair most of the time. You might remember kind of what it looks like, but you see a chair, and your brain says, symbol for chair, right?

So we delete, we distort, we generalize. Now, that's all useful stuff, because if we couldn't generalize things in our brain, we would have a problem every time somebody's face changed a little. We'd have to relearn their face, right? Like, if, you know, Paul Hutchings comes back to the next event, and he had a beard, it wouldn't be Paul Hutchings anymore if I couldn't generalize. I'd have to relearn what his face looked like.

So it's a useful thing the brain does, because I could recognize him even when his face changes or his clothes change or something. But there are people who have mental disorders who can't do that, right? The part of their brain that generalizes things doesn't work properly, and because of that, they see a person, and if the person has changed at all, it's a new person to them, right? This is a useful part of the brain. These are useful things we do.

We delete things, we distort things, we generalize things, right? And it's what we do, right? So next thing is to talk about levels of, I'll just call this what it is, neurological levels, right? This is a concept from NLP. Hold on a second.

Learn about levels, right? Neurological levels are basically levels of experience, right? Whenever you're talking and you're communicating with people, you could be communicating along these different lines and influence things along these different lines. Number one, right, is like I am statements, right? I am, right?

And that's where a person is like, they have a belief that they are something, right? And most of the time, those statements, they're just like things people make up, you know? Like a lot of people, they'll do something, they get frustrated, and they'll say something like, gosh, I'm stupid. You hear people say that stuff all the time, don't they? Don't you?

Well, they have like a pattern repeating all the time where they're saying that, and if they say that all the time, right, they're going to be creating a kind of experience that stems from who they see themselves to be, right? So my aim all the time is to take people's I am's and to expand them. That's my personal thing. I want to always expand what people are, right? Maybe take their attention off what they think they are that's negative, but I want to expand what they think they are, right?

And I think some of the best examples of this, I actually think come from religion. I give a lot of examples from that because I grew up Mormon, right? And I got a lot of that stuff floating around in my head. But when people think they're greater, right, they become greater, in general, right, you know? So I grew up, you know, in this religious family where my family like kind of like just, it was actually pounded in through music and hymns and singing and stuff too, but the philosophy was you're a child of God made in his image, right?

Well, that is actually a way of thinking about yourself that isn't necessarily going to produce anything negative, right, even if you don't think it's true, right? It'll produce positive results most of the time for people's self-images, right? As long as they're not feeling like guilty all the time for, you know, stuff that they're going to do or whatever, right? So you got I am statements. Number two, you got beliefs and values, right?

We're, I talked about this in the team building training. We're always changing people's beliefs and we're always helping people rearrange their values. And the reason is because if your values are way out of whack, and most of us are at one point, right? You won't do the things you need to do, in order to create the success you want. Make sense?

Like for example, if you think about it in terms like this, a lot of people have these internal relationships, the way they sort for information, you know, people want to succeed or whatever, right? They want to succeed financially. But let's say, like give an example for my family. My dad worked a lot, right? Well, I have no problem with that, not at all, right?

Because for me, I'm kind of a little bit like that too. If I need to work a lot, I'll work a lot. But it can create also, stuff like that can create negativity. Even though my dad was doing it for positive intentions, and he was a great father, it can create internal negativity with people and cause values things that turn into problems. What's an example of that?

Well, there's a family member of mine who wanted to succeed, right? And he had a problem for a long time where he thought, if I succeed, that means I spend less time with my family, right? So for him, there's a values conflict between making money and succeeding and family, right? Well, obviously, if you do that, you're not really going to work very hard. You're just not.

Why? Because you're going to run into internal problems and go back to those memories where it's like, you know, never saw dad. You know what I mean? It makes sense? Because my dad was a, you know, superior court judge and, you know, volunteered in the Mormon church.

So he worked a lot because those two things take a lot of time, right? And so that can create problems for people. And so sometimes we need to help people overcome those problems by helping them shift their beliefs and values so we can communicate on that level, right? The next thing that we're going to communicate on, and this is actually...

I really like speaking to this, capabilities, right? What people are capable of doing and not doing, right? Because people, we have a problem where it's like the lady out here in the front. I'm not knocking her, so I hope if you're here you understand.

I love you and I appreciate you. Yeah, she's up here and it's like, you know, what do you want to accomplish? You know what I mean? You know, people need to learn how to stretch their imagination. Because I'll tell you where you're really limited.

You're limited by your imagination. Because if you can't imagine something, the likelihood of you working to get it is not very high. Right? If you can't get pumped up, you're not going to get it.

If you can't get pumped up by something great, the likelihood of you trying to accomplish something great is not very high. Right? You know, Paul Gardner, you compete, you fight and stuff like that, right? So he does fighting and stuff, which, by the way, I think is awesome and crazy at the same time. But he likes to do it and I think his dad was a martial artist, too.

Your dad's a martial artist, too? Right? Guy just looks like a badass, by the way. I saw him and, like, the fear of God was put in my heart just by looking at a picture of his dad, right? You know, but he's a martial artist.

But before you fight, you imagine yourself winning, don't you? Every time he won, he's always imagined victory, right? So capabilities, but a lot of this is internal, but a lot of it is actually people's abilities that they have. But more so, it's more useful to focus on what people believe they can do and the capabilities somebody thinks they have than it is to actually teach skill most of the time.

Because if people believe that they are a leader and they can accomplish great things, they will seek the information out, find it, and apply it themselves regardless of whether you teach it to them or not. Okay? Whereas if you teach them the skills and they don't believe they can do it, they won't do it no matter what you say. No matter what you teach them. That make sense?

That's one of the reasons why I'm as ambiguous as I am because I know that everybody's gonna do things a little bit differently. You know what I mean? And so I talk to them in a way to where they're just going to do it no matter what. And when they go out there and they make it happen, when they make a decision to just do it, right, they figure it out.

Right? And I'm totally cool with people just figuring it out and doing it differently than how I do it because, truthfully, I'm weird. Right?

So you got capabilities. Right? And then you've got, here, you've got behaviors. Right? And this is where we can teach skills, we can teach people to do something new.

Right? But actually, most of the time, like I just said a minute ago, right? We need behavioral training, don't we? We need to teach people to do something new. We need to teach people the skills, right?

But people won't even do this without the right belief. Somebody says, I am poor. Right? It's gonna produce a very different kind of behavior than somebody that believes that they are great. They're a, you're a generational leader, right?

You can do amazing things, right? You're a powerful recruiter. It's different kinds of beliefs. Right? I believe everybody I talk to gets in, which actually, truthfully, they do now.

So it's actually become true over the years, but it didn't start like that. So anyways, behaviors, and then you've got environment. Right? And most of the time for somebody to change their environment, you've got to help them make a decision to change it. But that's the other way you can change people's behaviors.

Right? Because people's environment will affect who they believe they are over time. Right? So all the time we're moving people towards changing in these areas. We're moving people from I'm poor to I'm rich.

Right? We're moving people from a value system where they can't have a family and be successful at the same time to where you say, you know what, you can have both. Right? Somebody says, you can't have your cake and eat it, too. You're like, I've actually never had a cake without eating it, and I've never ate a cake without having it.

So I don't actually know what you're talking about. Right? So you've got I am. You've got beliefs and values. You've got capabilities.

We're changing people here and what they believe, really what they believe they can do and what they have the capacity to do. Right? So you've got I am. You've got beliefs and values. You've got capabilities.

You've got abilities. You're always expanding it and increasing people's options and abilities. Right?

Because I like that way of thinking. I like the thinking of taking a person and helping them succeed in the way they succeed now as fast as possible, but then just expanding their capabilities and their capacity. Right? And then, right, changing their behaviors, that's where we get into like in business, that's where you get into actually doing training. But remember, I was actually listening to Jeff Olsen training a while back, right, and, you know, he talked for like three and a half hours, right, about stories and things like this, and then there was about ten minutes of training, and the training was do two exposures a day and do a weekly meeting, right, and he actually said, and he was in that training, he says, now most people are like, you just get to the training, he's like, I'll get there, I'll get there, and he kept saying that, and then he's moving on and on and on, telling more stories, and then he, you know, he said something later that I thought was brilliant, and this is one of the things I do, he says, if I just got to the facts and told you what to do, you won't do it, right, we've got to talk about the philosophy first, we've got to talk about the attitudes first, we've got to talk about the beliefs first, and that's why, regardless of what you think, the best trainers in direct sales with the biggest teams are all 95% beliefs, values, stories, motivation, and stuff like that.

And very little how-to, because the how-to is actually really simple, right, the reason they're doing that, though, is because for me, if I could take a Justin Varengia, and you know, he almost drowns, and I can use that as an example to leverage the stuff that I know, and get him to make a shift on what he believes is possible, and the fact that his time could be running out, you know, all of a sudden, I can take a person, and now this person here says, I am going to do it right now, because I'm powerful, and it's my time. That person will figure it out, get it done, and do it in their own way, and I can't teach them the things that they're going to learn, figuring it out on their own like that. All I can do is help them learn how to become more powerful on the inside. That make sense to you guys?

So that's how I create that weird effect with believing in people, and getting them to change, is by changing who people are, and then that replicates down through their behavior, through their environment, through all that stuff. That make sense to everybody in here? So then how do we do this, is the question, where do we aim it? We've talked about, last couple of seminars, and if you guys weren't there, which actually I think like two-thirds of you weren't, I'm going to talk about this here, I'm going to talk about these things a little bit now, and kind of through the day. What we do is we aim these ideas, and we aim these resources, and we aim the language and stuff like that, we're going to talk about through the different things that we do, right?

So last time I was talking about duplication, I was talking about how to create systems and tools and stuff like that, and duplicate a big team, so you aim that stuff within that framework, right? How do you do it in the sales process, right? Well if you look at the sales process, I covered this the other night, but I also covered it, top producer formula, right? You've got capture attention here, I'll write this out real quick, capture attention, right? You got rapport, you got get credibility, right?

You've got target a problem, give a solution, you got set expectations, social proof, you got benefits, you got irresistible offer, I can't spell that, excuse me, some English teacher's going to have a heart attack, right? You got risk reversal, you got scarcity, okay? And then you've got call to action. The only thing I want to, you know, just repeat again for the eighth millionth time, when you do a call to action, be clear on what people are supposed to do. Most people will tell people to join, but they're not clear on how, they're not clear on what link to click, what it looks like, how to fill out the order form.

Tell people specifically what to do if you want them to do it. That's also in a way a post-behavioral suggestion. So we've got that, right? Now over here, I've also covered, well I did a bonus training on this, I don't think I actually covered it live. But it's going into the first training I did in Seattle.

So this is a sales process, right? So again, what you do is you take what you're selling and you aim, you aim what you're selling, and also selling is just a decision process, isn't it? Isn't it just a belief change process in all you're doing? Yeah, right? You're getting somebody to make a decision to do something specific, right?

Well what are you doing when you're creating a little belief change? You're getting somebody to change a belief. You're getting somebody to change a belief in a specific direction. They're actually sort of the same, right? There's all sorts of different models you can use to sell things, to change beliefs.

They're actually sort of the same. I could do a sales presentation in 10 minutes, right? I could do a sales presentation in an hour and a half. And depending on what I'm selling will depend on how long I need to spend selling it and how long I need to spend explaining it. Because what the sales presentation is going to be is changed and impacted by how complex the product is that I'm selling and how much people need to be educated and informed.

Actually, Tony Rush posted a really great article on his wall the other day about long copy versus short copy. Hey, Tony! And he's back there, right? He posted a really great article the other day about long copy versus short copy. And you know, what the article basically said was, how long should copy be?

Which copy, if you don't know what I'm talking about, I'm not talking about copycatting somebody. I'm talking about copywriting, writing sales letters and stuff. And he said as long as it takes to sell something, right? That's how long it should be. But there's useful models of shifting around people's beliefs that work really well.

And I could run these patterns through that too, right? Number one, you've got a positive intention because remember we talked about every behavior has a positive intention, right? And if you aim something at a positive intention and then you reframe the action from the intention, it's actually really easy to change people's behavior by doing that. You've got redefining, redefinition, right, which is taking something that means something and just making the meaning of it something else. And this is all going to fit with the language patterns I'm going to cover when we come back from the next break, which I was supposed to do I think like 20 minutes ago.

But I'm going to go through these and then we'll take a break and then I'll come back, right? But you've got redefinition, you've got consequence, and what's that? It's just simply painting out consequences of not doing what you're telling people to do or, you know, the consequences of their continued behavior, right? Number four, you've got chunking, chunking down, right? Okay.

And that's basically taking something ambiguous, making it more specific. Number five, you've got chunking up, right? Number six, you've got metaphors. And what's a metaphor really? It's just a story that means something.

Which, if you're telling stories that don't mean anything, just assign a meaning to them and then you've got a better story, right? You just tell the same story but then tell people what it means, you know? It'll help you out with your metaphors and stuff like that, right? And then you've got change frame size, right? The best way to describe what change frame size means is like it's like that picture of a little fish and that's all there is but then you expand it and there's a big fish chasing the little fish but then you expand the frame and then there's a bigger fish chasing that fish but then you expand it and they're all running from a boat, right?

Sometimes people are seeing something and they're seeing that little fish and this little fish becomes absorbed in the problem and you just need to expand the picture and the problem literally goes away or the perception goes away. So you've got change frame size. Okay. Right? And then you've got change outcome which is helping somebody to, you know, set a goal that's in opposition or different from what it is that is creating their problem which is actually super easy to do too.

And then you've got model of the world shift, right? Helping people shift the way that they see the world, right? And then you've got reality strategy. This one's actually really fun because if you learn to challenge the reasons why people believe that something is actually true or real or valid or whatever, most of the time it just crumbles and falls apart because people don't have real reasons for believing the things they believe most of the time.

They actually have no reasons at all. They just formed a belief from their experiences or whatever but you've got reality strategy and we'll talk about a little bit of this stuff as we go through the day. Then you've got counter example, right? Okay. So how do you explain counter examples?

It's just social proof of something different than what somebody believes, right? It's really fascinating actually giving a counter example to somebody who believes something and then the last one's metaframe. Hold on a second. I'll talk about that later, right? But a counter example, giving a counter example to somebody who believes something really specific for a long time, it's really fun to see the look on their face.

I remember this happened to me in 1999 when I was seeing UFC fights for the first time. I had been taking martial arts my whole life and there was a Shotokan master against Royce Gracie and I just could swear that Shotokan master was going to elbow the snot out of Royce Gracie's head when he dove at his legs like that. I was like, that guy's got to be an idiot to dive at the legs of a karate master. And sure enough, 14 seconds later, karate master taps out, right? My friend showed me that who was like a grappler and like my face, I think it was like white and like this, you know?

It's like that dog look, you know, when they turn their head like this. You know, I was like this for like a good while, right? But the neat thing about that was it was an example of something that I held, you know, held valid that wasn't really valid. That make sense? So these are ways of altering around what people believe and these are processes we can use in sales.

So these are like tools to solve those processes and this is where you're aiming information over here and this is then how you construct patterns to create those outcomes. Does that kind of make sense to you guys? It's like a lot of stuff, you know? So you're like, it's okay. You don't have to understand it.

You could just go into a deep dream-like state and absorb it and you'll remember it when you need to. It's fine. Folks, obviously the income examples discussed are extraordinary. The income claims presented are not intended to serve as a guarantee of income. Instead, they're designed to give you an idea of what's possible.

And that's what we're here for. We're here to help you. We're here to help you make your decisions possible. Success in this business requires leadership, hard work, and dedication. Since we want to help you make an informed decision, we've gone above and beyond with our income disclosure document.

If you want to see the average earnings, please visit the page at www.EmpowerNetwork.com forward slash income dot php.