Keeping It All Together: Why Recruiting Without Culture Always Ends in Attrition
You’ve recruited hard for months. People join, hang around for six weeks, and quietly stop showing up to the calls. You didn’t lose them to a competitor. You lost them because there was nothing holding them there once the initial excitement wore off, and no amount of recruiting fixes a team that leaks out the bottom as fast as it fills at the top.
This lesson from the Classic Costa Rica Intensive is about the piece almost nobody teaches: what actually keeps a team together once you’ve got one. As someone who’s built or is trying to build a downline, you already know the arithmetic. Recruiting without a reason to stay is just recruiting again, forever, for the same handful of spots.
Why does recruiting hard with no culture always end the same way?
Dave Wood puts the equation as bluntly as it deserves: recruiting plus no culture equals attrition. Teams built on recruiting alone fall apart every time, not eventually, every time, because a team is only as strong as the reason people have to still be there once the newness fades.
He points to Amway as the clearest proof this exists at scale. People stay involved for twenty years there without ever making meaningful money, and they’re still evangelists for it. Not because the compensation kept them, because the community did. As Ray Higdon states it, in the definition Dave Wood cites directly: “culture is the kind of the psychology of your company or your team, alright? A common vision and activities that you’re driven by that keeps you together as a community.” Notice that money isn’t in that definition anywhere. Neither is the product.
What does a vision big enough to hold a team actually look like?
Here’s the mechanic underneath culture that most people never test: your own vision has to be bigger than what any single person on your team wants for themselves, or you run out of road helping them the moment their ambition passes yours.
Dave Wood explains the exercise directly: “Okay, so I’m going to ask you to think about this. What does it mean to have a vision for your business that extends beyond just money, and extends just beyond yourself, that extends into the visions of your team? Okay? You have to. You have to have a community vision.” Take whatever your own goal is right now, ask what it would actually give you if you had it, then ask why that matters, and keep asking why until you hit the real driver underneath the number. That’s the vision your culture has to be built around, not the number itself.
- A vision large enough to include the biggest ambition anyone on your team will ever bring you, not just your own.
- A system with simple daily actions a brand new person can actually believe in and repeat.
- Ongoing education, so people feel like they’re growing instead of standing still.
- Room for leaders to keep evolving, so your best people never hit a ceiling and leave to find one elsewhere.
- Real relationships with the people at the top of your team, built over time, not manufactured.
Why did a guy with a private jet only need it for lunch?
The evolution piece is easiest to feel through a story instead of a definition. Dave Wood tells it about a leader named Brad Duncan, from the same Amway-connected world he’s describing, who thought he’d already made it until his mentor showed him otherwise.
And he said, I hopped on a private jet and I didn’t realize they went about two and a half times as fast as a commercial airliner. Flew to New York, had lunch, came back to Washington, time for dinner. Sitting on a couch the whole time. Said, and I knew I needed a jet, right?
That’s the mechanism behind why culture built purely on more money eventually stalls. Somebody always has a bigger version of the dream you thought was the ceiling, and if your vision doesn’t stretch alongside theirs, they eventually go find someone whose vision does. The evolution has to be built into the system on purpose, not left to chance.
What actually holds people to a system once the excitement wears off?
Underneath the vision and the evolution, there’s a structural piece: a system simple enough that a brand new person can follow it in their first week, before they have any money coming in and before they believe in themselves yet. Complicated systems only work for people who are already confident. Everyone else needs something they can just do, tied clearly back to the bigger vision, so the daily action means something bigger than the action itself.
Dave Wood also names the piece most builders never get to because they burn out first: you have to actually live whatever dream you’re describing to your team, and you have to do it visibly. Talk about wanting to travel and never travel, and your team notices the gap before you do. Live the dream you’re selling and it becomes proof instead of a pitch, which is the entire reason a story like moving to Costa Rica does more recruiting than a script ever could.
How do you actually build this into your own plan this week?
The lesson closes with a direct assignment, not a concept to think about later. Write down what resources you have right now and what you don’t, including the ones you don’t have yet, because naming the gap is what gets your mind working on how to close it. Decide what your front end offer is going to be, the thing that makes you money without requiring you to build all the infrastructure yourself first. Build in the ability to hand pieces of the work to somebody else as soon as you’re profitable enough to do it, because trying to do everything yourself forever isn’t a system, it’s a ceiling with your name on it.
None of this replaces recruiting. It’s what makes recruiting worth doing in the first place, because a team with nothing holding it together just requires you to keep recruiting the same number of people, forever, to replace the ones who quietly walked out the back.
There’s a reason this lesson leans on religious organizations and long running network marketing groups instead of newer companies for its examples. Both figured out decades ago that community, not compensation, is what keeps people showing up once leaving would cost them nothing. A network marketing business is a volunteer organization in the truest sense. Nobody has to be there, which means the pull has to be real, not assumed.
The full lesson goes further than what’s covered here, including the complete evolution model for moving leaders through levels of responsibility and the specific reasoning behind lower, more sustainable payouts over flashier ones. This lesson is part of the Classic Costa Rica Intensive. If you’re new to it, the entire course, including this lesson and everything built on top of it, is available for $99 at the Classic Costa Rica Intensive course.
Write your own vision statement this week, the one big enough to hold every ambition your future team will ever bring you. Then build one simple daily action that ties back to it.
Full lesson transcript
Lightly edited from the original recording — fillers removed, nothing added. Income disclaimer.
Let me go over some culture things for you, okay, and what that really means. I'm going to put this against the wall, and hopefully we can do that before the bugs come out and start screaming at us again, alright? And then I'm going to lay out a plan for you, okay? So, culture, and by the way, there is no upsell here, you know, maybe I should have one, I might have one at the next one, but there isn't one here, you know. If you guys want to give me more money, you're welcome to, but there's really not an upsell, so, at any time.
Yeah, any time you choose. Alright, I just wanted to give you the whole shebang here. So, culture, Ray Higdon writes it like this, you know, culture is kind of the psychology of your company or your team, alright? A common vision and activities that you're driven by that keeps you together as a community. Culture is your community vision, alright?
And a lot of times what happens is teams get built with no culture. What happens to a team that has no culture? Fall apart. They fall apart every time, right? And so if you're recruiting, right, if you're recruiting with no culture, I misspelled that, recruiting plus no culture equals attrition, okay?
And no viral growth, it's all you, and more expensive to maintain your income for the same stuff as time goes by. So, this is important stuff when you're laying out what you want because there's a lot of models out there. Alright, now who in the world has done the very best in network marketing creating culture? We'll go network marketing, and then we'll go online. Who?
Amway, right? Hands down without question. How do I say that? And I'm not even kidding. And they are apostles for Amway.
Wandering around shopping malls for 20 years. I'm not suggesting you get people doing that for 20 years, but just people love Amway. They love it. It's not just a business to them. It's their family, right?
It's their business family, all right? And this is something I've actually done a really good job at. I haven't done the best job I could have done, but I've done a really good job. You guys notice I have a lot of people who continue to be around me all the time, right? For a long time, right?
The reason is because of the culture that I build in my team, all right? Who else on the internet does a good job at this? There's a few. Not really that many, but a few. Jonathan Budd?
Right? I can plug that guy here. His followers are apostles of weirdness, aren't they? You ever met them? They're great guys.
I mean, just they love Jonathan Budd. They love him. You know what I mean? They love the guy. Mike Dillard, not really so much.
He sells stuff and he gets a lot of people selling stuff. Jonathan Budd, Tony Robbins. Yeah, not in the affiliate niche. Tony Robbins. So we got this.
Right? This is network marketing. This is affiliate marketing. Tony Robbins. People love Tony Robbins, right?
Dan Kennedy does it too. He has a million people around him that just keep buying everything he sells just because it's Dan Kennedy, right? So the question is, what does that mean and how do you do that? How do you create not just a business, but how do you create loyalty to your business? Okay, so I'm going to ask you to think about this.
What does it mean to have a vision for your business that extends beyond just money, and extends just beyond yourself, that extends into the visions of your team? Okay? You have to. You have to have a community vision. All right?
And it's really important to understand you've got to have a vision that is big enough to encompass the visions of the people in your team. Right? And that's my vision, my hope, my desire, that's all I'm thinking about. No. So my ability to help him is limited, right?
If my vision switches, though, and it goes instead of that, I want to empower 1,000 people to make multiple six figures a year, right, or something like that. Then all of a sudden your vision is big enough, right, and your prospects and your distributors will feel that what you want will actually help them get what they want, and that's important to a community, right? So that's step one, is getting a vision that is big enough. Best group I ever saw doing this? There's two.
In Amway, number one that I was involved with was a group called Worldwide Dream Builders, right? WWDB. Now, you could look them up and not find anything online but complaints, probably, because they're Amway. They're not online, so all their enemies are, but not them, so there's a lot of negative, right? This organization, I met people in that thing that would go to meetings, every meeting, because they loved the meetings.
Literally, I'm not kidding, buy every CD they ever sold, go to every event they ever did, they didn't even care about building the team at all. My dad was one of them. My dad had no desire to build Amway. He had a closet full of products, he went to every meeting, bought every course, bought every Amway product, a thousand bucks a month of Amway products for like 20 years. Not kidding, right Chris?
Exactly. You ever seen that cupboard at home full of Amway tapes? I ever show you that? Yup. It was like a gold mine.
I was like, the glass is on. Amway. Yeah. Right? Now, how do they do that?
Right? Well, this is what I believe, all right, and there's a lot of theories here you could go into. There's a few things that you need to have a culture, right? If you're planning on building teams, which you don't have to, you can just make a lot of money selling shit, right? There's a few things that you need to build culture.
Number one thing you need is you need to have that vision, right, that is vast and expansive in scope. If you want to know what you need to do, all right, here's what you do. You take whatever your vision is now. You say, what would that give me if I had that now, right? Ten thousand, all right?
Well, if you had that, what would that give you that you don't have now? Then when you find that answer, ask yourself, why, right? Now, what's going to happen is you're going to arrive at something that is your real core driver. Here's how you understand what a core driver is. A core driver, when you think about it, you can literally break down into tears.
Honestly, you know, not everybody will, you know, but you can because it's something that you're so passionate about doing, achieving, accomplishing, having, giving that it hits your true buttons. This core driver is almost always the true motivation behind every action that you take and that is going to be the basis for whatever your vision is that drives your culture. That's the first thing you've got to have, a vision that's built around your core desire, right? And it might just be, I want to help people freaking make so much money they never in their life ever have to worry about anything again. They can do everything they've ever wanted to do.
They can travel. They can be free. I want to help people break free from the constraints society puts on them and really live to their potential, right? Number two thing you need is you need a system, okay? And there are important elements to your system that need to be there, right?
And honestly, sometimes it doesn't matter if it's your system. It just matters that it's a system that can fill that bridge. What Amway did in my group, you know what they did? They had a system, guys. This is unbelievable, by the way.
They had a system and when you hit diamond in that, which was like their magical level, you actually became an owner in the system by paying $1. They had to actually have a transaction to have people co-own it, right? So they literally, you'd be a diamond and you owned it, you know? But you have to have a system. And what's the important elements of a system?
Well, there's number one, there's the simple daily actions that people can believe in, right? And these are really there to get them started. Why? Because when somebody's new, do you think they could do all this stuff? We just talked about this weekend when they're in their first week and have any money at all coming in?
No, absolutely not, right? A few months later, maybe, maybe six months later, maybe for some five years later. But right now, no, right? They can't, okay? Simple daily actions that somebody can do every day that they can believe in.
And here's the important thing. You need to tie these actions to the dream and the vision of the organization and helping people get what they need. And that's what you need to want. If you just keep doing this, if you keep following this process, you're going to make it. I believe in you.
Now, it's also slightly important for those to work, right? That's a part of it, you know? It's got, people will do it regardless of whether it works. That's a fascinating thing. If you're so adamant about it, people will actually do things that don't work for the next 20 years, you know?
But you don't want to put that on people, right? Simple daily actions that somebody can do. Part-time, okay? Number three thing that it has is it has to have evolution. I'm going to say actually first, education, because these are different.
Education, right? People will stay involved with things where they feel like they're growing, right? So why does Tony Robbins have a culture? Because he has ongoing education. People are always learning and stretching and growing from being around him.
Why does J-Bud have a culture? Because people are always constantly stretched when they're around him. Stretched constantly because he's pushing himself to new heights and levels and pulling a bunch of people with him as best as he can.
He does a great job. You know, I told him that the other day. I sent him a message. I said, you know, J-Bud, I never told you this, but I just think you do a great job, man, you know? You deserve your success, you know?
Very few people would say something like that. It's true. He does. He deserves it. He's worked for it, right?
He's really done a lot of work and he's stretched and he deserves what he has. Mike Dillard, too. All these guys. MLSP guys, all of them, right? So Amway, J-Bud, you know, Tony Robbins.
Constant evolution, constant growth, constantly feeling that there is something that's next. There is something that's next. If I just keep learning, if I just keep growing, I can make it, right? The fourth thing that there's got to be, there's got to be room for the leaders. Why?
Because what happens if there's not? You don't keep making residual income from those leaders, do you? Yeah, because they're going to leave. Eventually. They'll get pissed off at you, right?
So how did Worldwide Dream Builders, now, they actually have had some problems the last few years, but it took them, seriously, I'm not kidding, this thing has been there for like 35 years, doing 30, 40, 50 million dollars a year in sales. It's an organization, system, tools, events. Blows a magnet-like sponsoring all this crap out of the water like it's nothing, right? Right? A lot of people making millions of dollars a year in that thing, right?
How do they do that? Well, there's different steps in evolution for their leaders, right? There's always something that's pulling you to the next level, right? There's always something new to dream, to achieve, to accomplish.
You just finally were able to afford a Ferrari and Brad Duncan's riding a private jet now. Shit. I'm jealous. Brad Duncan, this guy in that group, actually has a private jet.
He used to. I don't know if he still does. He sold it, right? He had a private jet when I met him. I remember a story, okay?
And this is just Amway, right? I remember a story with Brad Duncan where when he wanted a private jet, he said, I thought I was rich. And I went to my mentor's house, Ron Pereira. And Ron said, you want to go to New York for lunch? And I looked at him.
I said, what the hell are you talking about? And he said, let's go. And he said, I hopped on a private jet and I didn't realize they went about two and a half times as fast as a commercial airliner. Flew to New York, had lunch, came back to Washington, time for dinner. Sitting on a couch the whole time.
Said, and I knew I needed a jet, right? You know what I mean? Why is one of the reasons I did the event here, right? Because it keeps your dreams alive, being here, right? It's important, right?
And here's the next part, you need to live the dream. Now, it doesn't matter if you do it immediately, right? It doesn't matter if it takes you a while, but you need to live your dream. You're talking about something and you've got enough money to do it, you better do it. Right?
Why? Well, because if you don't do it, then your team starts saying, well, what the hell's the point? This guy's just going to freaking always want more and never relax and never do anything he wants to, he talks about in his freaking, you know, spammy voice broadcasts. Forget it. Right?
So I was talking about, since I got on the internet, I want to move to Costa Rica, tropics. Right? I remember there was a guy, Jeremy Reese. Anybody know Jeremy in here? You know Jeremy Reese?
Great guy, by the way. Disappears, comes back, disappears, comes back. Great guy. He'll be rich one day. Right?
Very structured, analytical guy. I remember he got on my list right around the time I started it. And then he says, Dave, I knew I had to join you because I never put my email into anything. And somehow I went to your page and I said, I have to put my email in here. I have to.
I said, cool. And when he joined, he sent me a five page long plan of what he was going to do. And I laughed out loud and I said, awesome, dude. Let's go for it. He said, cool.
Just wanted to make sure you approve. I read it very quickly. Yes, I did read it because it was so funny. He was breaking down numbers and metrics and mechanics and exactly how many people would join after he did so much. It was unbelievable.
You guys would love him. Right? But here's the thing. I was talking about going to Costa Rica. Then I made a bunch of money a few months in a row.
I said, I'm getting out of here. And I went. And when I came down here and he saw that in a video, he finally joined. Right? That's when he joined.
Why? Because he's like, shit, I can live my dreams too. I can do it too. Right? He's followed me ever since.
You got to have the dream. You got to live it. It's your responsibility to live it. Not just be stressed out and doing boring business crap. All the time.
Business, you know, it's sometimes fun. Like when we're doing stuff like this. But, you know, not always. Right? And here's the last thing.
Okay? And I think it's really important. You got to develop relationships with your leaders. All right? Now, why is this valuable?
Because, guys, people stay in stuff like this not because of the thing. Because honestly, who gives a crap what it is? You know? I don't care. It's all.
You know? I'm in Numis and I'm in it because I like Chris Kent and Jake Kevorkian and Ray. Pretty much it. I like the coins better than something else. But if they were in something else, I'd probably be in the other thing.
Right? Because people are loyal to people who feel, they feel that if they're around them, they can help them get to a new level. Right? So you need to be constantly growing and evolving and moving on. Which is okay to do.
Because isn't that what life's all about? It's the destination. It's the journey. Is it not? Right?
It's a journey. Right? So you need to form relationships with your leaders over time. And sometimes you need to make them stretch to get that relationship with you. Right?
You don't need to go around calling everybody and hassling everybody. Just, you know, you really wanted me to help you? Well, then, you got to fly across the world, man. Right? And they do it.
You're like, oh, shit. I got to help these guys. Right? No. Seriously.
I mean, sometimes you got to make people stretch. Because that pull will cause people to take actions they wouldn't have taken even more than monetary rewards. Right? Even more than recognition sometimes. Just to be around you.
They'll come. Right? And those are the elements of culture that are important. And in there, if you don't want your life to suck, this has got to be systematized. Right?
Everything in here, everything must be systematized and scalable, except for this, because it can't be. Right? Everything. I'll give you a great example from Amway. What do most leaders have to do to motivate their downline?
Constant, never-ending motivation. Right, Dave? I mean, you stop sending voice broadcasts and those suckers stop doing nothing. You're like, stop. Go motivate yourself.
Right? I mean, is that not true? You have to constant, never-ending motivation to motivate your downline. Well, the Amway guys knew this. So everybody out there is doing non-stop, never-ending, incessant conference calls.
And that's what leaders do every single night. A lot of times in the industry, some of them work 12 hours a day, and if they stop, their income just starts going away. Isn't that true? Right? So what do these cats do?
Well, they say, people need constant motivation, and this stuff's expensive. So number one, we'll make them pay for it, and we'll make money from it, and allow them to make money from it once they're leaders. So number one, they're paying for their own motivation. Clever. Right?
Number two, the motivation itself is going to sell them on buying more. So we don't have to do it. Number three, the system itself is going to sell people on going to the events and participating in the leadership development and participating in the education. The system will do it. They'll pay for it.
We'll profit from it. So will they when they get to the level. Right? You must create a system, and here's the last brilliant thing that they did. And honestly, nobody's done this ever but Amway.
I've never seen another organization do this. I've seen a lot of other leaders and other organizations who are making a lot of money, but nothing like these cats, you know, over here. Here's the last thing they did, folks, is they made a company that managed it so none of the leaders had to. Right? So a lot of us make videos and stuff.
Right? And audios and things like that. Well, you know what they did in Amway? They created an event system, and they created this company that's managed by a CEO who they pay really well. Right?
I'm just telling you what they do. And then the CEO handles all the employees that are there with the audio-video equipment recording everything. Right? At this convention. And then they structure it and put them into the CDs that go out every week, and nobody ever touches it, so they're all free of it.
They say, man, we are getting a lot of phone calls. It's bothersome. So you know what they said? They say, well, we've got to communicate with our team, but there's got to be a way to do it all at once. And that's expensive, so they've got to pay for it.
And we're going to make money from it, and so will they. So they created a voicemail system, and you're not allowed to call your upline until you hit certain ranks, that poll. You pay for the voicemail system. It's like 40 bucks a month. They all make gobs of money off of it.
It's part of their system that the CDs convince you to buy. So they don't even have to convince you to buy it. Have you listened to that CD? And you listen to it, and you're like, shit, I'm not on the voicemail system. I need to get on that.
So now you're not allowed to call your upline. You have to send them a voicemail in this system, and he only has to check it twice a day and answer everybody's messages all at once, which might take him two hours a day with an organization of 50,000 people. And now if he has a valuable message, he takes that voicemail and he broadcasts it to his whole organization, so now he can answer a question that probably a lot of people have to 50,000 people. Right? As a result of that, the Amway people in network marketing are the most free people in network marketing, period.
Period. They've got the best lifestyles. Unfortunately, it's just impossible to grow today, but that doesn't stop them from keeping an $8 billion, $9 billion organization together. There's people in Amway, they've got 2 million active reps in their downlines, buying 1,000 bucks a month in products. A lot of them are in, I was going to say India, but Sri Lanka, too.
They have Amway there. I got it. All right. That make sense to you guys? That's culture.
So then you create a system, you create a culture, and then the culture should drive the marketing of your model, regardless of whether you want to participate in all that or not. That's the big part. Annoying. It's the practice of getting to just be part of the business. That's the first step.
The second step is, you have to see that someone's doing that. I'm going to try to figure out everyone that's doing that right now. Okay? So then you start doing everything right now. That's the first step.
Then you have to think about starting over with the best way of doing it. Is it better to make a little bit less, but to be way more free sometimes, and to keep people around so you don't have to be rebuilding it? Right? What if your income's depending on a bunch of leaders, but because you just keep them out, they all leave? Well, then you got to go find the leaders again, don't you?
That sucks, you know? It's attrition. They might go take 10,000 people with them somewhere else. That's not cool. There's got to be incentive for people to stay around or they just won't stay around.
They won't stay around. Believe. You don't want that. You want a business that's there for a while. Part of that is culture and this stuff needs to be studied.
If you want to go and find out what creates great cultures, I'll tell you a couple of things you can look at. It's religions. Even people get uncomfortable talking about that, but it's just the truth. Non-denominational Christian churches. Why?
Because they keep 1,000 people a week going to church who the second they don't like the church, they'll go to a different one. They keep 1,000 or 2,000 or 3,000 people a week going. How do they do that? That's useful information if you're building a big network. In network marketing, what's the similarity?
If you want to leave, you just take off. There's only 500 bucks to get in and it's nothing to quit. No big deal. You leave. In a church, same thing.
With exceptions. When I was growing up, if you stopped going, you'd go to hell or whatever. There's a little bit of pull there. A lot of them, it's just like, oh, no big deal. You're saved.
Go ahead and go somewhere. People just keep going to the church. How do they keep people around? They keep it around through the culture and community, the process, the education, the growth people experience there and keep them together. Amway groups together.
Same as every organization that's good in the world keeps people together. But remember, we are a volunteer organization. None of you have to be here. None of you. You could have said, I'm not going.
Right? So if you're volunteering to spend your time, energy, and money to go, there's got to be a reason. And there's got to be a pull to keep you around. Right? And then the system that's promoted must sustain the marketing or the leaders are going to just have a miserable life.
Because sustaining marketing sucks, doesn't it, Lawrence? It's okay to do for a couple of years, guys. But do all you want to be writing an article a day and back linking and syndicating it yourself all day and all night for the next 20 years and competing as backlinks increase with a million more backlinks? Huh. Right?
You want them to be sustained by an organization of people just getting started and helping them succeed. So then all this culture then must then drive into the system. And you know, I think this is really important, too. This has got to be able to make people a lot of money. And it's got to be accessible to people if you want to keep people around.
Because I'll tell you, there ain't nothing that will cause rifts faster than money. Doesn't matter if it should be that way, just the way it is. Right? Somebody feels like they could never get where you're at. So what are they going to do?
Leave. Right? They might want to do JVs with you to tap into your list. Right? But they're not going to keep doing your stuff.
Are they? Does that make sense? If you want them to keep working with you, then they better be able to make, the money better be accessible to them. Right? And I think lower residual, way more sustainable and a lot more successful people sometimes is a better option.
Right? Does that make sense? So the plan, to go back, all of you came here because you want to make more money. It's a good thing we're stopping because the bugs are now out.
Right? Here's what you need to do. All right? This is your assignment. Step by step what to do.
Number one. Okay? I want you to make a plan. Okay? And these are the elements that your plan has to have.
You have to take into consideration your resources, what you have available in your life and also what you don't have available in your life. That all has to be in the plan. I want you to make a list. Say, what resources do I have? And what resources do I not have?
And then make a big list. Right? It's okay if things are not available to you yet because then your mind will start asking, how can I get them? Right? Automatically by nature of that question.
Well, I don't have $10,000 in capital yet to build a good system. Decent system actually, mediocre for that. I don't have $10,000 in capital yet. Where can I get it? Well maybe making a front end product and starting to build your list would help.
Right? Or finding another one that somebody else built that you can sell and earn money right now so you can scale your advertising. Maybe that would help. Right? Make a plan, what resources, what do you not have?
What's your front end going to be? Right? What front end offer are you going to have that can make you money? Who in here wants to make money? Or something.
Even if you have to do a little manual labor in the beginning to get that going. Right? Because there's a different level you can do things at once you've got a lot of influence. Because I'm not going to stay on the phone for somebody an hour a week for nothing. You know?
Because if I offer that, it's not scalable. I've only got a certain amount of hours I can spend possibly in a week doing that. I can't do it. I can do it with JVs and people who have really close relationships with me. Right?
And that's it. And I've got to be selective. And I've got to make people do things to get that time. And it's more valuable to me to coach somebody who has 500 people in an organization that I'm earning income off the whole lot because they're a leader. Right?
Than it is to spend time for 500 bucks an hour with somebody because it's not leverage and it's not scalable. The leader is leverage though. Does that make sense? What front end are you going to have? And then, what's your marketing plan to get traffic and capture the leads?
What are you going to use? What tools? What resources? Right? Now, here's the important thing that you need to build into this.
Okay? Number two. This is still part of the plan. It must be scalable. Alright?
It must be. Alright? You have to have the ability to train somebody else how to do this stuff that you have to do for your marketing maybe in the beginning on your own. And maybe you don't have to do it yourself at all right now. And you thought you had to.
And you don't. And see, somebody, let me give you an example. Somebody like Nigel would be better off spending a week interviewing people and finding a good article writer and paying him 25 bucks an article than he would trying to do that while he's writing three articles a day and trying to keep up and trying to interview people. It's better for you to slow down, find somebody who you can rely on, drill them with questions and say, this is what I expect you to do, the hours I expect you to work, and what I expect to happen. And this is what I'll pay you for it.
You know? Make sure they're a good partner. You know? Make sure they're a good person. Slow down to speed up sometimes because then what happens?
Once he's profitable, he can immediately scale that and do it again. Right? And now he has four articles a day going out instead of two. Right? I think that you should build in a viral mechanic.
Right? You don't have to right now. But if you're going to do the work, why not make it accessible to the people that you're selling it to and have a system for selling it? And teach them that they can sell that article. Right?
The next thing it should include is the people you're going to work with, the people you need. I mean a plan and a system and an ability for other people to promote your stuff to make money in a process to show them how to do that. Not everybody will do it, but I'll tell you, even one good affiliate can double your sales. Right? Absolutely.
Yep. In magnetic sponsoring, it was simple as you get a capture page, immediately start spamming everyone, right? All right. Who are the people you're going to work with? Who do you have now?
What are the people that you have in your life now and who do you not have that you need? Maybe you need a good tech partner to do what you want to do, right? Or an employee, right? So you don't have to do it. Once again, for a lot of us, depending on where you're at, it might be better to slow down.
To not do any design for a bit, to go through some designers, find a good one that you like that you can work with, and now he can build your stuff. You don't have to sit there setting up blogs all day and you have to slow down and make a little less money in the beginning, but then you don't have to do it. Do you want to do design work, Stuart? I mean you're an engineer, but do you like drawing pictures? Yeah, probably not.
Probably not, right? You want somebody else to do it. Who do you not have? Who do you need? And how can you get them?
Right? What's the outcome here? What's the value that you want in your plan? Short, medium, long term, right? If any of you want a good planning system, there's only one that I could possibly recommend and it's called Simpleology.com.
Absolutely the coolest planning system in the world and it's free, okay? It's un-freaking-believable. It will double your productivity if you use it every day. It's like 15 minutes a day. Simpleology.com.
It's un-freaking-believable. It will help you learn to think backwards and forwards about your business. They have a paid version. They might even have an affiliate program.
I recommend it to people all the time, but barely anybody, honestly, barely anybody ever uses it. It's unbelievable. Mark Joyner is the godfather of internet marketing too. He invented the affiliate software that I'm using. He's a brilliant guy, right?
Number two, you get your plan. I want you to immediately go to Simpleology.com. I want you to immediately go to work on whatever the next step is in your plan, all right? Now, there's different next steps. Who in here is on a little bit of a budget?
All right? A little bit of a budget though. You don't have to raise your hand, right? Here's the thing. If you're on a little bit more of a budget, money constraints in the beginning, what do you do?
What you do is you're going to have to make a product that's a little bit more manual and create a job type of income from your business. Okay? So then you can start scaling because some people, you literally can't do it if you're broke. You can't scale with money. You've got to scale with creating an income and outsourcing that and then starting to do it, right?
So if you're in that situation, what do you do? Create a product, maybe where you set up somebody's blog for them or something like that, you'll do it for them, you know, 100 bucks a month for the next 90 days. You host it, charge them 50 bucks a month. Something you can do. And then as soon as you've got enough money, as soon as you've got the conversions going, you hire somebody, spend some time making sure they know what they're doing, and then you focus on doing more marketing.
The second you've got money, you focus on scaling that marketing. Alright? Okay? That make sense to everybody? Here's the last thing that you need to do, alright, and then we're going to go back to my house, alright, and hang out for the night.
Last thing that you need to do. Okay? Alright? Is continue your evolution, right, by learning. At some point, I might decide to do a follow-up conference on this one, I might not, alright?
I want some feedback from you guys on this after you leave, alright? I want you to continue your evolution and your learning and your growth and your knowledge, alright? That's absolutely awesome and hilarious, by the way. And how do you do that? How do you do that?
Continue to get around people, continue your evolution, your learning, your relationships, your growth by continuing to be around the people that you know and trust who can help you make more money, alright? And stay tuned, we've got some cool stuff coming up. A couple of things I want everybody here to be aware of that I'm working on that aren't done, so they're not available yet, unfortunately, just because I've had to slow down, I didn't want to do it myself, so I hired people to do all this stuff. Alright? All the stuff that you guys have bought, you're automatic affiliates of, okay?
Within the next week or two, you'll get emails of that stuff and all my stuff is direct pay, all of it. So, yeah. Yes. So I'll have replicated stuff, replicated funnels, all that stuff coming up in the near future and if you guys want to use them, I'll have autoresponders and everything for you to use and build your own list and all that stuff, okay? And we're going to variate that a little bit and we're talking with these guys.
I'm starting an event system and on the next event that I have, you're all automatic affiliates of it. So, I'll send an email out and let you know and I don't know what I'll charge yet, so the commissions are going to be somewhere between $500 and $2,000, so once I figure out how much I'm going to charge for it I'll just play around and do some testing. I bet they will. You know, I didn't do a funnel last time. Okay.
I'll have that available for you soon, okay, but don't let that stop you in your own plan and also, if you guys come up with something and you want to do a JV, right, email me with ideas, right? I got money, okay, and let me know, you know, and sometimes, some of you might learn you have to fight a little bit to get to that next level to where I'll do that with you. That's okay. There are people in the room here who are at your level. That make sense?
Yeah. You want to make sure that you're heading in the direction that you want to go and you're not heading in the direction that you don't want to go when you get out of here. Does that make sense? Forget phone calls, all that stuff, and I'll email you guys here. I'm going to get this phone thing set up.
Probably do it tonight, dude, and if you guys want somebody calling your leads, I'll shoot that off to you as well. All right, guys. Thanks for coming.
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