The Law of Duplication: Why Everything You Explain Yourself Stops Growing

Everybody on your feet, because Lord knows we can't bring him back up here with you guys sitting down. So let's bring the music up. Everybody, get nuts, get the energy back in here. You had your snacks, now it's time to get back to work. Let's bring to the stage, Mr.

Dave Wood! Awesome, man. Good to see you. I love the hat. Alright, alright, we'll sit down, we'll sit down.

So, have you guys gotten some value out of this morning so far? Okay, now this is just background information. You've got to know that stuff, because if you don't know it, you're just going to be frustrated with bullshit, right? And that's just the truth, right? Because if you don't know why something's going wrong, right, then it can just go wrong again, even if you fix it.

And that sucks, you know what I'm saying? When you start doing something right, and you don't know why it's right, right? And then it starts going wrong again, and you're like, I'm doing the same thing I was doing before, but it ain't working. Who in here has had that happen before? I'm doing the same thing I was doing before, but it's not working anymore, right?

Sometimes stuff changes, right? And that's why people who build their whole lives around strategies, they live in the warrior form, right? That's true. You know what I mean? You want all the newest, latest strategies in the world?

Don't pay for them. Just go read all these threads from all these broke teenagers trying to get rich doing SEO. You know what I mean? Seriously. It doesn't keep working.

No specific, specific thing in marketing will ever keep working, right? It'll come back to it. The market will circle back around. It'll stop working.

Direct mail's hot. Then it stops working, right? You know, telemarketing's hot. Not so much anymore, right? Not in the States.

Everybody's on the do not call list unless they don't know how to put themselves on it, right? And then when they find out how to put themselves on it, they're on it. I'm on it. You know what I mean? Why am I on it?

Because I don't like telemarketing calls. I don't even like making them, let alone getting them. I don't like either, you know, I'd prefer to not talk on the phone. Unless I'm talking to somebody interesting, you know, like my best friend or like my brother or something like that. I enjoy those conversations, but if I'm pitching my brother something, I'd just send him to a webinar and just tell him if he doesn't get on, I don't care, right?

And he can get in on the webinar. And if you don't get on the webinar, I'm not going to hassle my brother. You know what I'm saying? He asked my brother, actually, if I called him when Empower Network launched, I totally forgot to call him, you know what I mean? And I wasn't trying to be mean and wasn't trying to, you know, be malicious or something.

I just totally just wasted my mind because I didn't call anybody. He's like, dude, you didn't call me. I was like, I didn't call anybody. Nobody.

I didn't make any phone calls when I launched this company. I did conference calls for, you know, two months. And those led up to a private gathering where we had like, it was like 30 or 40 people that then grew to like 50 or 60 or 80 the next day, that then grew to like 250 or 500 by the time we launched that month, turned into 8,000. It was just, but there was no phone calls involved with any of it. Pretty interesting, in it, it was like, wait, I'm not making lots of phone calls, you know, how's that working?

I had a lot of influence, you know what I mean? So there was some stuff that I could do that a lot of people couldn't do at the time. The reality is, though, you could do things in a different way. You know, like sometimes people say stuff like only home meetings duplicate. I've been in this industry for 800 years.

You know what I mean? That's like the martial artist. That's like, only punching works. You can't possibly tackle my legs, because I'll just punch you in the head. Royce Gracie.

You know, when I was a kid, you know, I took martial arts all my life. When I was 12, I started taking Shotokan and Goju-Ryu Karate. I took Five Animals Kung Fu, I took Aikido. They're all like these striking arts. Well, it's because MMA wasn't popular and nobody had ever seen this bare knuckle fighting with grapplers in it before.

Because up until that point, the only fights anybody ever watched were like, you know, you watch Karate Kid or Bruce Lee, and you think that fights are just people randomly punching each other's faces and stuff using ninja tactics, you know. And then Royce Gracie comes on with this ultimate fighting, and nobody thought that he would just be beating everybody like that. I mean, he was beating sumo wrestlers, karate masters, boxers. You know what I'm saying? That's because none of them knew grappling, because nobody thought they needed it.

Right? This guy teaches martial arts, right? I remember you. You still teach martial arts? Yeah.

Ishan Roo. Ishan Roo, right? Karate? Right, right, right? So he teaches martial arts, right?

And people just said, oh, I don't need that. You know what I mean? They can't tackle my legs because I'll just punch them in the head, right? I remember the first time I told that to a really good grappler, you know what I mean? I was like, dude, you can't do that.

And I punched him in the head and he just took it, you know what I mean? And then he threw me on my head, you know what I mean? And I was like, I wasn't expecting that, you know what I mean? It's like you imagine you just punch somebody and their face explodes and then they can't do anything anymore, you know what I mean?

Now you can, strikers now are winning in a lot of those fights because now they've learned to adapt, right? But when they were saying, oh, that can't happen, right, they were getting pounded, all of them, until they said, okay, it's happening, how do I fight this? All right, now I'm going to punch again, right?

Now they're fighting again. Now they're winning and stuff, right? And it's kind of like a hit back and forth between the two. It's in martial arts. But in this business, people get fixated.

And just say dumb stuff, you know? "The only thing that duplicates is warm market" — specifically by warm market, I mean making a list of everyone and calling them personally. That's the only thing, right? How many of you have been in an organization and you were building in a different way and they were like, oh. I remember there was this guy speaking at an event I was in.

Bald guy, right? I won't mention his name. Not Eric. Another one. And, you know, so this guy's speaking at an event.

He's like, when you're doing this internet stuff, you're not serious about your future, you're just pathetic, right? It was something like that, wasn't it, Chris?

What did he say? I can't remember what he said. But it was just so, you know, punching you in the gut if you're doing anything but home meetings. You know what I mean? And at the time, I was actually...

I had just bought Mike Dillard's ebook, Magnetic Sponsoring, right after it came out. And I had just spent all this time building out this sales page on the internet. This is actually the first time I got exposed to online. Right? Right?

It was a sales letter. You know, I still got it on the internet somewhere. And it was for this company that I was in. And it was pretty decent for the first time I'd ever tried anything like that, because I'm gifted at selling.

Right? And then I went to that meeting. He was like, don't ever do that. It won't work ever. Right?

And like an obedient little, you know, religious peon that doesn't think about anything — I mean, even the Bible tells you to question stuff, you know what I mean? Sometimes people who are in religion don't question anything. You know what I mean?

You can't ask questions about anything. You guys got to ask questions even about stuff I say. Right? I'm not Jesus or something. You know what I mean?

This is how I came to these conclusions, is by thinking and asking questions. Right? Somebody says something and I just say, is that true? Let me try it. Right?

Well, it doesn't seem to be working that way for me. So I'm going to try something else. You got to learn to adapt to stuff. Right? Okay.

So I said, okay, and I just stopped doing marketing online. Now I want you to think about my story, because you guys know my story and how dumb that was. That added years to my failure. Right?

Because I just didn't question some bullshit. So, not everything — this is, there's no perfect box here, and that's what I want you to get with these principles. There's no perfect box. There's no "you're in karate and you just punch them in the face if they tackle your legs and that's how you do it, and that's the only thing that works."

Right? And then simultaneously what happened? Ultimate fighting came out. Right? And I like using martial arts because I'd taken it my whole life.

Ultimate fighting comes out, right, and the grapplers are kicking everybody's trash for years, right, because everybody else didn't do striking — sorry, didn't do grappling. And so they didn't do grappling. Well, what happened when some strikers came in there and they learned grappling? They started kicking the crap out of the grapplers for a little while, didn't they? Right? Changed a little bit. Because when you get fixated into something, you can't adapt.

Does that make sense? So don't get fixated on this stuff. So what I'm going to teach you are concepts and principles. Now, these are filters, right? They're not going to apply to everything all the time.

What you want to do is you want to apply most of them most of the time if you can, right? But you can't apply all of them all the time. So don't get fixated like "I'm going to follow rules." They're just useful ways of thinking about stuff. They're useful models of running stuff through, right?

And let me give you an example of where I learned to think like this. And then this is going to be useful for you to help you understand. I grew up taking martial arts.

And I grew up taking, you know, striking arts. I was taking karate. And then when I was 19, I started taking a Chinese martial art that was just super weird. And they were really aggressive. And if you'd stand wrong, they'd kick you in the crotch.

I mean, with no cup on. They were just mean, right? And I actually liked that, because it's like you're part of this mean little school. You know what I mean? It's like they would actually condition your forearms, and they'd literally just beat your forearms until they were black and blue and swollen out to here.

And you were crying the entire class. And they would still just be beating them and beating them and beating them. But then after that, your arms didn't get bruised anymore. You know what I mean? It's like, so you go through that and it's the worst thing ever for like three months.

And then after that, people hit you with a pole and it just doesn't feel like anything. You know what I mean? So they were mean, right? But they were also different in the sense that — my first instructor, he was like an ADD martial artist, like a lot of you are ADD in your business, right? And what he did was he was just like, you know, a new move every four seconds, right?

This guy had a photographic memory. Chris knows him, right? Had a photographic memory. He had like eight degrees. He was also the principal of my high school.

He also owned a real estate business and he also owned like four other businesses. I think he was ADD, took Adderall, cocaine, and also had degrees. But at the same time, he was like a black belt in like 18 different martial arts. And before class he'd watch martial arts instructional tapes in fast motion to come up with new stuff to teach. That's how he used to come up with his plan to teach.

There was no system in it, as far as like you learn this and this and there's this progression. He would get one of these things off one of these martial arts magazines where there's one of these Chinese guys who's talking in a really high pitched voice and doing something ridiculous. And he would watch it with no sound in fast motion. I used to walk in and be like, what are you doing? He's like, I'm getting ready.

And then he would teach the stuff that he saw on the DVD, right? Because he was so good. Now this guy, his way of teaching didn't really make people that good unless they practiced a lot on their own, right? Because there's just too much stuff, right? So people got good, but it was because they were practicing on their own, kind of ignoring what he was teaching next.

But he was really good. I've seen it. I saw that guy fight like five fifth-degree black belts at once and beat them all. And he's just kind of playing around, you know, using all this stuff he watches, right? Really weird guy, right?

But then I started taking these Chinese martial arts, and they had a different way of teaching where they'd only teach you one thing at a time, and they'd teach you things that were based in principles, right? And they would teach you a principle and why something was working, and then they would teach you a way of doing the principle. But it was always part of an explanation that this could be done at any angle against any attack, right? No attack is going to be perfect coming at you, but this is why it's happening, right? There's like 108 principles like that, right?

Which is a lot of principles for something like that. It's kind of weird, right? 108 is a weird number too, but it's because Chinese people are a little religious too — that's their number for complete, right? That's why it's 108.

There's no real reason for it, right? I think they tried to invent 108 principles to come up with that perfect number, because it's in these weird Chinese texts, you know. But in any case, one of the principles, for example, was triangle structures, right? So if you look at any hit that hurts really bad, right, at the moment of impact, the body and the structure of the person who's hitting is formed into a triangle of some kind.

A triangle, or kind of like a pyramid shape, like we like here in network marketing, you know. But it's in some kind of triangle shape, right? So in that martial art, everything they do, right, moves in triangles. Everything. They stand in triangle shapes, they put their foot in the ground in triangle shapes, right?

Their arms move in triangle shapes. Well, what that does — that's kind of a weird thing, right, but it produces some really interesting results, right? It produces some really strange effects, right. Like there's this thing that they do called rooting, where I was sitting there — I remember I was just new to it, and I just thought it was weird, because it was different than what I did growing up. And this little — my Sifu came down, right? That means father in Chinese.

And he's this little white guy with a really big head. He looked like a politician, right? And he just smiled all the time. He didn't look like a martial artist. He looked like a younger George Bush or something.

He just had a huge head, right? The kind of thing that you make fun of in the cartoons or whatever. And I just looked at the guy and thought, that guy is not a martial artist, right? Well, this guy, I remember he was standing there. And the first time I saw this, it blew my mind.

He stood up and he said, you know, I need a bunch of volunteers. And so they came up, and he put his hands out. And he had all these people pushing against his hands, and he's just standing there, you know, standing on one leg, right? Like this, right? And he's explaining, you know, this is really easy, you know.

And I was looking at it and I was like, that doesn't make any sense. Why isn't he falling over, right? Now that looks like something that should be really, really, really difficult to do, but it's actually not. It's just the angle of his body makes it so when people are pushing against him, it pushes into the floor, right? And that's called rooting, right?

In Chinese martial arts, when you move, you're rooted from the floor. That does weird things. Like when you hit, you can hit in a way where you don't have to turn. If you're hitting from the floor, right, you can have power like you're turning your hips without turning them, right?

So one time — and I did this my whole life — one time I was in Mexico, and, you know, out at a nightclub, a real American nightclub. I got to clarify that, right? My lady... and then, you know, I go to the bathroom, I come out and some dudes are messing around with her, right?

So I said, hey, cut it out, right? He didn't cut it out. So I walked up and I socked him in the face, right? He lifted up. I didn't turn my body or anything, right?

He lifted up off the ground, flew 10 feet back, knocked over four people and was out, right? It was totally weird to everybody around, because I'm just not a big guy, right? But that's the weird stuff that, you know, Chinese people do. Now, don't get me wrong. There's people in this room that could just kick my trash left and right, because they're actual martial artists, right.

I'm just a weirdo. But when you understand why things work, you can do weird stuff. It seems weird to people because they don't know how it works. Does that make sense? Like Justin Marengi comes down to my house and he sees me and he's like, dude, what are you doing?

What are you doing all day? I'm like, I don't know, reading or going to the beach, you know? Now I'm going through a phase right now where I'm working a lot more than that, because, you know, for example, preparing the content of this product, right — this is actually all memorized and in order, right. A lot of you think I'm rambling, right?

Chris, you saw the outline for this, didn't you? You're not allowed to show that to anybody, by the way, but you saw it? And am I following along with it exactly in order, concept for concept? Yeah, yeah. Not rambling at all, right?

You're like, what? I thought you rambled. Yeah, sometimes. Yeah. That's weird, isn't it?

Doesn't that trip you out a little bit, Chris? Seriously? Does that trip you out? So, in any case — principles, what are they, the background rules that you need to run everything through? And if you run something through these principles that I'm going to share with you now, I'm going to give you principles and I'm going to give you examples of them.

I'm going to show you how to create things with them, in addition to teaching them. So this is going to take a little bit — this section, two, maybe two hours, something like that. But these are filters that if you run what you're doing through, it'll show you why it is or isn't creating what you want in your team. Okay. Does that make sense to you?

What we're doing? All right. So these are not specifics. These are filters. And let me show you how to apply the filters in different kinds of strategies as we're going.

First thing, we've got the laws of duplication. Okay. The laws of duplication — these are the filters that you want to run any strategy through. It'll show you whether it's going to be able to duplicate or not.

Okay. If you run something through this and it doesn't run through all of them, then it's not going to duplicate. Does that make sense? So it won't work, in other words. So these are useful.

Rule one: you've got the law of the story. Okay. And this is, if you're communicating a message in your organization anywhere, you're reading, pointing, introducing, or telling stories. Reading, pointing, introducing, or telling stories. Right?

Who else did that? Jesus did it. You know? I do it all the time. Drives people crazy.

Right? People say, how do I do this? And I say, by the 15-minute formula. Okay.

Right? Which is actually going to be a resource library in this product when this comes out. So those of you who are watching this, it'll be tied to that. You know? So I never answer anybody's questions.

Who was sitting around this group last night? Remember me explaining how to do that? How I was teaching you how to do that in the example of doing it? You're reading, pointing, introducing, or telling stories. Why?

Because if you're explaining something that can be explained by something else, you're getting in the way of the message. Right? And you're also, at the same time — okay, you're teaching somebody, in order to do this, you have to do what I just did, which is explain this.

But they don't know how to explain it. So they can't. So when they explain it, they're going to mess it up. So it's not going to duplicate. Does that make sense to you?

So say you build this business by really complicated sales presentations. What's the problem with that? They can't do it. Because we're not talking about seasoned pros here, like Tam. We're talking about 50,000 people coming through every six months that are babies in diapers.

Right? And they don't even know the difference between having to poop and not poop yet. That's where they're at. Right? And you're trying to get them to do math or calculus or something like that.

And they can't sell. Because 99% of the population, as it is right now, can't sell. They can learn it, but they can't do it right now. Reading, pointing, introducing, or telling stories — what's an example of that?

Well, somebody throw a question at me, and I'll just repeat it so we don't have to walk around with a microphone for this. It's fine. It's just random questions. Somebody throw a question at me that somebody would ask you. Well, we're not talking about prospecting, we're talking about teams.

So, yeah, yeah, yeah. Because I'm not going to even talk to prospects. I'm going to send them to a video. Huh? Somebody says, how do I get leads?

Right? People ask questions like this. And then what do you all do? You barf all over them. Right?

You barf all over them. "Well, let me tell you 18 ways of getting leads. Let me help you with everything." Well, what's the problem with barfing all over them? Number one, you make no money.

Number two, they probably get bored because you're probably not very good at teaching anyway if you're like most of us. Right? You got to learn how to tell stories and be funny and stuff to even be interesting. Right? Number three, they're not going to do it.

Right? If you tell them like that, here's what they're going to think: oh, God, in order to do this, I got to sit on the phone and teach people to get leads. Right? You think you're helping them.

You're messing them up. Right? And you cannot teach that as well as a pro. You can't. I can't.

I mean, I'm not even good at getting leads. You know? I'm not. I'm not a lead guy. You know?

I was saying at the last seminar, my capture page always converted at like 8%. You know, and Jonathan, our CEO, he was like, dude, if I got capture pages at 8%, I'd hide my head in shame. You know? Right? Because I'm not focused on it.

I'm not good at it. So it doesn't make sense for me to teach it. No. Definitely doesn't make sense for most of you to teach it. Right?

Some of you are good at it, and then it might make sense, except for the fact that then you've got to do it. Right? So what do I do? I say, "You're serious about getting leads?" Okay.

"Now you have the 15K Formula, don't you? Okay. Have you watched every one of the modules? Okay. Which modules haven't you watched?" "About half of them." "Here's the deal.

I want you to go into the 15K Formula, choose a strategy, I want you to watch that module, and then I want you to apply it. Then I want you to do it again, and I want you to alter what you're doing from what you learned, and I want you to master that one strategy until you're getting a minimum of 30 leads a day. Is that okay with you? And don't call me back until you're getting 30 leads a day, with a question about leads. Is that cool?

All right. This Thursday, 8 p.m., I have a team meeting going on. I want you to come on there, right? And I've actually got a guy on that webinar, too, that's going to be sharing some of the strategies that he's learned from the 15K Formula, right,

and how he's applying them in the business and getting leads. But here's the thing: I'll actually bring you on and let you talk to this guy. But there's a rule. Here's the rule.

You ready? You have to get 10 people to the webinar. Okay? So I won't bring you out if you don't get 10 people there. So here's my question for you.

Will you get 10 people to the webinar on Thursday?" "Awesome." "All right. So go through those modules, apply them, master that strategy. More importantly, though, get 10 people there on Thursday, because I want to bring you out and actually answer this question with an expert and a pro."

Is that cool? Now, if you didn't have the 15K Formula, I'd sell it to them. See what I'm saying? Reading, selecting, introducing, or telling stories — what's the problem with getting in the way?

The problem with getting in the way — and this feeds into the next rule too — the problem with getting in the way is a problem in something being able to have the ability to expand. Here's why. Okay? Any time you explain anything to anybody, they don't remember any of it. Okay?

I'm going to teach this whole seminar today, and you guys are going to remember, like, a funny joke and a story, and some of the stuff will pop into your head. You have to review stuff a lot to remember it. Does that make sense to everybody in here? People don't even remember stuff. So if you're building a business based on something where you're teaching somebody, and they have to teach somebody, and they have to teach somebody, and they have to teach somebody, right?

What's the problem? Well, you explain it, and let's say you know all of it. Right? A lot of you have seen illustrations like this, but for those of you who haven't, it's useful. Let's say you know 100%.

Let's say you effectively explain 60%. You're really good. Okay? You're really good. You effectively explain 60% of what you know.

Okay? Well, then this person hears it, but they don't understand all of it. And they don't remember it. They distort it. So how much do they actually remember?

Let's say they're really good, and they remember 50%. Well, now, if they have to repeat the strategy, they're starting as a cripple. Okay? Number one. Number two, it takes their time.

Number three, they don't make any money when they're doing it. Number four, it doesn't work anyway. Because most strategies don't work with half the strategy very well. Might work a little, but not very well. What's the problem?

He explains that to somebody. If he does a really effective job, maybe he explains a little bit of it. But then that person doesn't remember it, and how much might they remember — maybe, maybe, maybe 25%. Right? What would happen if the way the Christian church spread — as an example of churches — everybody had to remember all of the stories in the Bible?

In three days, Jesus would be a pink elephant. You know what I'm saying? That's what would happen. You ever played Chinese whispers? I don't know how they do that so fast.

I'm like, I didn't have pink elephant in my notes. But in any case, you see what I'm saying? You ever tried to play Chinese whispers? You start with one thing, and usually what happens is some jerk in the middle — usually me — changes it totally, because he thinks Chinese whispers is ridiculous, because nobody will repeat what they heard. Right?

So I'll just change it totally right in the middle and never admit it. Right? And be like, no, I didn't change it. And somebody said, I thought you said pink elephant. No, I didn't say pink elephant.

I said blue tree. Right? And then that person's confused and they're like, wow, I really totally heard something else. Right? And then I'm like, hey, hey, hey, I'm ruining the drill.

Right? And even if there's not some jerk in the middle of the drill that changes it, right, you got a person who tells a person who tells a person who tells a person, and a story completely and totally changes. Why never believe rumors? Because where do rumors usually come from? Three, four generations down from somebody who doesn't have a clue what they're talking about, ever.

Not ever. I mean, let's just be real here. You hear something about somebody — is it true? Almost all the time it's not true. Or it's one side of the story, or it's a very distorted side of the story.

Right? Even what we do — so if you're constantly explaining everything, what happens?

Within two and a half levels, nobody has the ability to do anything. And they're all wandering around in Walmart every time. You got that? Okay. So that's rule one, reading, pointing, introducing, or telling stories, which feeds into rule two of duplication laws, which is everything feeds into something third party. When you're telling your stories,

you're pointing, when you're introducing — third-party expert. Everything feeds into a third-party tool, okay? Third-party tool, third-party training, third-party event, third-party expert, okay? Why does it do that? Because if you put yourself in the way, they put themselves in the way.

Now, even if you're really good, like some of us, a lot of you guys who produce — this is actually your only problem, is you put yourself in the way of everything, okay? I talked to Landon about that, actually, like about a month ago or something like that. I called him on the phone, and he's like, yeah, nobody was succeeding in my team. I was like, well, did you promote the calls? He's like, no, right?

Yeah, remember that? He's like, no, I don't promote the calls. I get them on my calls, right? Because I want to build my brand, right? So what's the problem with that?

Well, if everybody has to build their brand, everybody has to know what he knows to even be able to do it. Because that's what I used to do. And what was the result? A lot of front line, and that's it. And then I occasionally got some superheroes, because they saw how I lived, and they liked it, and so they could copy the whole thing, but it took them a while to learn it.

You know, like Paul Hutchings was one of those, Rob Fore, you know, people like that, right? But that was it. Nobody else did anything, because they can't. Third-party tool, third-party training, third-party event — and events could be lots of things. Events could be a hangout, right?

It could be an event like this, right? It could be an event like a conference call — that's an event. An event is just a gathering of people, right? So you point them to a third-party event, a third-party expert. And the reason why you want to edify an expert, right,

is because then the expert will turn back and edify you, and it goes back into — we were actually talking about this the other day — it goes back into the power triangle, right? Well, I just like to draw pyramids, actually, is the reason why I draw this stuff. But if you go to the power triangle — what's the power triangle? Power triangle is how you develop authority with people, right, when you don't have any authority.

Now, credibility by itself will develop some authority, but only some. We've all been around people that are really credible, but not a lot of people listen to them about anything, right? Really, the ability to get people to listen to you comes from social authority, right? How is social authority created? Social authority is created from edification.

There's some other ways too, right? But probably the easiest way is edification, right? So if you want somebody with authority to edify you, you've got to edify them. That goes both ways. You know what I'm saying?

If we all talk bad about each other, we're destroying each other's authority. That's why I won't talk bad about anybody publicly, even if I don't like them or something. And it's hard for me to not like somebody. They've got to do something super malicious, right? But I'll never mention it.

Maybe in a private conversation with my friends, I might say something in the middle of a frustration, but then I try to correct it and stop. I don't like it. Because whenever you de-edify somebody, it just comes back at you, you know? What happens when you say, don't join that team, join me? They start saying, don't join that team, join me.

And then they start talking in circles — I don't like that guy, right? I don't want him out in front of people. They say, I don't want that guy in front of my team. If you're in the same organization and we're de-edifying each other, the people you're de-edifying will not put you in front of their team, right? Why?

Because they know you talk bad about them. So you're disrupting the power triangle by de-edifying people. You're disrupting your ability to be powerful. Does that make sense? But if we talk good about each other, what happens?

Somebody talks good about me, what do you do? You put them in front of your team, and the person talks good about you, and it creates more social authority. Does that make sense? So the power triangle operates — it's like a respect triangle, but it operates on the power, right? I'll get into a different marker here.

It operates on the power, right? And then you've got you, and then you've got your prospects or your audience, right? And the more social authority you have, the more powerful you are with everyone, and vice versa. So we can all help each other if we talk good about each other. It's disruptive to everyone if we talk bad about people.

If we say, yo, don't join that company, join us, because that company's awful, what does it do? That whole company says, that leader's an idiot. Now, what happens if that company goes out of business? They'll join anybody but the guy that bad-mouthed them, right? So because of that, the guy that bad-mouthed the company never gets leaders when the company goes out of business.

Does that make sense? Because the leaders are all mad at them. So this goes even with people you're not even working with — it's not useful to de-edify people ever. Does that make sense? Third-party tools, third-party training.

It's like, if you're in my organization, I would want you referring your team to this training to learn how to build teams, not trying to explain this whole thing. Most of you couldn't explain it anyway, right? Or if you explained it, you'd be missing tons of it. Right? Does that make sense?

So in any case, right, that's third-party. So that's one of the rules, right? What's another one? Law of promotion.

What's this? Okay? Everything you're always doing is always promoting the next event. All the time. From selling, to events, to talking in conversations, right?

You're always promoting the next event. Every promotion's a training, every training's a promotion, right? Because you're training people by doing things with them. Now why do you want to do that? Well, I'm going to get into something called the time trap law in a couple of minutes, but here's why.

Every time you don't do something you could do with somebody, you're losing time, and it replicates, okay? So if this guy asks me the question, "how do I get leads," right, number one, I'm losing time from explaining the answer to his question, right? Number two, I'm not making any money by doing that. Number three, I'm teaching him to make no money by sitting on the phone telling people how to get leads,

which doesn't make him any money at all when he could be selling a product, right? Number four, when he does that, it's not going to work, because he doesn't even know how to do it. So I'm teaching him to do something that's going to start breaking down immediately upon enactment of the strategy. You think it's helping people — it's not helping them. You're helping them be dependent on you.

That's not helping people, right? That's why I never help people through stuff like that, and sometimes it drives me crazy. Even my own brother — you ask my brother. Say, does Dave get on the phone with you?

Does he talk to you about everything? He'll say no. He won't even answer questions. Right? Chris, do I ever answer questions?

Never. So he just stopped asking after a while, right? And if he calls — and occasionally he calls, he's like one of my best friends — he never asks me marketing questions. And whenever he throws a customer service thing at me, I tell him to go to customer service. You know, he says, but they're being slow, or whatever.

I say, well, then I'll send a note to the company in customer service and ask them to be faster. Right? I do that all the time. All the time, right? Why do I do that?

Because I'm not going to sit there and do something, because everything that I do is going to promote something. Right? So if he asks me that same question, I'm going to somehow turn that into promoting the next event. Somehow. Every time.

Why? Because then, in the process of not answering the question, I made him commit to get ten people to the event to even get it answered by somebody else. But if he gets ten people to the event, he's going to make money and stop asking me dumb questions. Because you can't get ten people to an event without making money. Right?

So now, in addition to not answering the question, not wasting my time, making a commission if he didn't have the product and selling it to him, and then not having to do it at all, right, I got ten more people to my event and got another story of somebody that made money at the same time. And I also taught him, in the process of doing that, how to answer that question, because he could do that. And his team could do that. And their team could do it. And they could do it, and they could do it, and they could do it.

Right? But if I answer the question, it has to stick around my little bubble. Does that make sense? Everybody got that? Yeah.

So every promotion is a training, every training is a promotion. Here's the next one. What duplicates has to work, and what works has to duplicate. Okay? This is a big problem one, and here's why.

It's because usually you have one or the other. What do I mean by that? Right? Well, what's something that duplicates but doesn't work very well? Anybody in here ever tried to do a home meeting and just couldn't get anybody there?

Right? So everyone could do it, except for it never works? You know what I mean? What about — you know, make a list of your family and friends, call them all, and show them this presentation.

Duplicates really well, but doesn't work for anyone, you know? Or how about, you know, go wandering around in Walmart — there's a Walmart near everybody's town, you know, so it's duplicatable, but nobody ever joins. What are some other things that duplicate but they don't work? Everybody could do them, but they just don't work for anyone. That we just teach in this industry, because it's like, well, everybody could do this.

Yeah, but it doesn't work at all, idiot. You know? Huh? Yeah, passing out flyers, drop cards, right? I'm not meaning to rain on anybody's parade here if you sell drop cards or whatever, but you know, that's the only way anybody makes money with them, is by selling them.

You know? It's like drop — I'll tell you a funny story about drop cards, you didn't think it was funny. So I was at an event for this company selling coins, right? And one of my buddies, who's a good friend, sells drop cards, right.

And if he sees this video, he's gonna laugh hysterically, he'll think it's so funny. Somebody buys his drop cards, right, and just starts dropping them everywhere, and they look like $100 bills, and so people pick them up, and then they're just infuriated, right? The best part, the funnest thing to do, is to go to a nice dinner or something, a fancy restaurant, and rather than a real tip, leave a drop card. And then in the drop card you say, I want to give you a tip, you can make a lot more money online, and then give your website.

See how that pans over, you know what I'm saying? So in any case, my buddy's leaving drop cards everywhere, right, and leaves one outside, right. Well, then another one of my friends woke up in the middle of the night, and he's like, what's up? What's up?

What's up? And so he wakes up in the middle of the night — he smokes a lot, right — and he walked outside to have a smoke, right. And he looks over, and there's this $100 bill, and he almost walks over to go get it, but then this homeless guy goes to grab it. But then another homeless guy sees he's picking up a $100 bill and just comes and attacks him.

And they get in this bloody fist fight over this $100 bill that lasts like 15 minutes, right? And then, after 15 minutes, one guy is just down, and the guy goes, yes, yes, and he picks up the card, opens it, starts cursing, rips it, throws it on the ground, kicks the guy, and walks away. That's the most entertaining thing that ever happened from a drop card that I've ever heard about, right? But I've never heard about somebody joining a business or being in one later from that, you know what I'm saying?

So everybody can leave drop cards — hey, let's go leave cards at the gas station, let's leave our business card with everybody we see, right? But for whatever reason, nobody just joins, right? So what works has to duplicate, what duplicates has to work, right? So you got to have both. It can't just be like, can everybody do this?

Because then if you say, can everybody do this, you're not even asking the question, will it work if they do it? You know what I mean? Does that make sense to everybody in here? Right? What do I mean by work?

Something that's going to produce sales, right? Like what I just did with him — he asked a question, I turned that into him promoting people to the event in order to get it answered. That works, it duplicates, he can both answer the question now if he just copies me, right? And everybody in his team could do that, because nobody has to answer questions to sell. And he doesn't have to sell, because I'm selling on the webinar, or somebody else is selling on the webinar, right?

So now he doesn't even have to sell, and he could still get results just by promoting the event. And all he did was ask me a question I never answered. You know what I mean? See how much time you're wasting with people? Right?

Which leads us into the next one. And this one's the fun one. And these are just filters. Remember, these aren't hard rules. You're never going to be able to do all of them at once.

But these are just filters to go through. And if something doesn't run through this, it might duplicate, but there might be problems in it. Here's the next one. This is the prime one. The time trap law, right?

Right? And here's the question you got to ask in the time trap law. And this is just where you filter everything through when you're building organizations: is the question, if this works and duplicates, work plus duplication equals more work for you? If the answer is yes, please, God, don't do it.

I'm not calling you God, although you might be, right? I did not mean that the other day. Seriously, if it increases your workload by doing it and it working, right, that's a time trap. Now, what's an example of this that's like one of the holy things in this industry?

Three-way calls. Three-way calls, right? Now, they work and they duplicate, right? They actually work really well. There's almost nothing that could get you to convince a grandma more easily to pull out her credit card and join an MLM than a three-way call, right?

If that's what you really want to do. There's almost nothing. Because you're getting her on the phone with a third-party expert. We already talked about third-party, so this fits within the duplication laws. It works and it duplicates, right?

And you're getting her on the phone with a third-party expert, and you don't have to be good at closing. All you have to do is introduce her to this other person, you know? And it works. Even though, honestly, the way it's set up most of the time, truthfully, it's a little slimy, I think, right? And here's why.

It usually works like this. I call it the surprise attack, you know what I mean? You know? The surprise attack works like this. "Hey, I want to introduce you to somebody who makes so much money.

It's unbelievable. It's unbelievable, right? You know, this person, his name's Mr. Wood.

Mr. Wood lives in another country. You don't even have to live in another country to live in another country. He doesn't live in the States anymore. He's got an organization of 300,000 people. He's got training products all over the world.

He's done millions and millions of dollars in sales. Mr. Wood, this is my grandma. Mrs. Wood, this is my grandma, Betty."

And he goes — he's on the phone right now, right. That's how people do three-way calls, like all across network marketing. Now, that's not the way the experts teach it, right, but that's the way everybody does it in their downline, right. That's the way everybody does it, right,

because they just want this person to get in, and then the person's surprised, so you've broken their state, right? It's part of energy. And then the person's surprised, so you've broken their state first, and so we got them, right. And then this expert comes on, and this person has no filters of, like, blocking them, because it's this expert that's third party, so they don't want to be rude, right, but also, they're going to listen, because they're edified by somebody they know, so they'll listen to this person, and then this person sells them on the business, right.

And it works. But what's the problem when it works? Time trap law. I just convinced two people at the same time, in one conversation, that the way that they succeed is calling me, right? So what are they going to do?

They're going to call me. They're going to call me. What are they going to do next? Right?

They're going to get their people calling me, and what if I get really good at it? It takes about three days to go from zero to 100 calls a day if you're good at three-way calls. Now, you might say, well, yeah, you can build an organization really fast. That's true. You can.

It's also a great way to get ear cancer, right? Or go crazy, you know? So it works and duplicates, grows organizations, but it's a time trap, right. What are some other ways of getting into time traps, right?

Something where you have to sell with people in order for it to work, right? I got a guy — I was telling a story about this earlier in the weekend — but the way he builds, and I don't mind people doing this in my organization, I'm just not going to do it, right, the way he builds is he gets somebody, he makes a list with them, and he calls everybody in their entire list, right. Well, if that works, what happens? You make a list, and you go get five people, and then you make their list, and then you go get five people, and then you're making lists with 25 people.

And then you're making lists with 25 people, and then you're making lists with 25 people, right. In three days, you can't handle it. There's too much work. Now, you can make money like that. I don't want you to mistake me.

It works, it duplicates, and if somebody replicates it, it works and duplicates for them, because people don't have to do anything. Like this guy — he's literally one of the most intense people I've ever met in my life. He will make the list for somebody, make them pay for the tools to mail out to their list. They have to pay for the tools, give him the addresses, give him the phone numbers. He mails the list to somebody, has the tools, and calls everyone.

And he will just do that, and do that, and do that, until he finds a producer in his team, right? Which fits into another one of the laws. It fits within all the laws, but the time trap law. What's the problem with it? The better it works, the better you are at it, the more trapped you get in it, right?

This is why most network marketers are slaves to their business. Not all of them, just most of them, right. It's because they're not asking the question, if this works and duplicates, will it increase my workload? Really simple, isn't it? But you've got to ask the question, because if the answer is yes, that's not going to get you to where you want to go, right.

So here's the rule. The rule is, right, whatever process you start has to have an equal workload when it works. Equal or less, okay? So what are some examples of that? Doing everything in groups, okay.

I could do a group with 100 people, I could do a group with 10,000 people, with three people, with one person, right. If that's my first group, it's one person, that's fine. Next time, I get two people on. Next time, I get five people on. Next time, I get 1,000 people on.

If I have a training every week where I train everybody in my team at once, right, then if people are succeeding from my training and they want more training, right, and they call me, I just get them on that, and it takes no more time with 10,000 people than it takes with four people, right? Does that make sense to you? So there are ways of doing things — there are ways that work,

there are ways that don't work, and there are ways that work and duplicate that don't increase your workload when you do them. If you say, I'm going to do personal home meetings for everybody that joins my organization — works and it duplicates.

And if it works really well and duplicates really well, you go from one meeting a week to 15 meetings a week in about three days, right, if you're really good. And this is the way a lot of people build, because it's all they know, right. But what's the problem with that? It won't ever lead to freedom.

Not ever. And it doesn't ever stop. Not ever. If you keep doing it, it just keeps going. Because it keeps feeding itself.

It's feeding itself in the wrong direction, right? Does that make sense to you? Okay. What's the next one? Fast start law, okay.

This is a tricky one, because this is something that's actually a little bit difficult to do, okay. And you've got to really know what you're doing, or you've got to have a good system, okay. Whatever you're telling new people to do has to keep the attrition in your organization at zero from new people, or your organization can't grow. Right? What do I mean by that?

You're going to have attrition, okay. So when you're starting people in your organization, right, when you're bringing people in, okay, you have some process that they do, okay. In your organization, if you've got a big team, there's going to be a lot of attrition in it. For example, my organization is large enough that I think I need to bring in about 8,000 people every month or it goes backwards, right. That's a lot of people.

Yeah? Now, I'm not bringing in 8,000 people a month, right? My organization is just big enough that that's what has to happen or it'll go backwards. I actually know what it is — it's somewhere between 6,000 and 8,000 people.

Some months it's been higher, some months it's been lower. But if you've got a big team, that's just what happens. That's a lot of attrition. No, you don't have a big team, right? I actually heard a guy say it best.

I read this book years ago. He says, somebody who thinks that their business doesn't have a lot of attrition doesn't know how to grow fast. The truth, right. So, whatever you are running people through as a process, number one, has to not involve you other than maybe your personal people. That's okay if it's your personal people, as long as what you're doing is third party, because if what you're doing is first party, in other words, you have to do it, then my new people have to do it with their people and they don't know how.

So it goes three, four levels removed, it doesn't work anymore. Make sense? So it's going to be a third-party process. It's not you. Some kind of system, some type of process

that replaces the attrition in your organization from new people. This is the only way you can be free, right — the new people coming in and replacing themselves just as fast as they quit. It doesn't need to be any faster. They just need to replace themselves as fast as they quit from new people who don't know what they're doing, right?

That's a little bit of a weird one, right, because if you can do that, then the people that do know what they're doing will grow the organization, because there are other people than new people there. They just need to replace themselves, right, but then the people who stick around and are doing something will grow the organization. They can actually build teams if you can do that.

But if you can't do that, what's the problem? You're always going to be scrambling, running around, replacing your organization as it's falling apart. Does that make sense? A little bit weird, but it makes sense, okay. That feeds into the next one, which is viral sustainability.

What's viral sustainability? Whatever you're doing, okay, needs to be able to sustain itself or more. If you start a process, it needs to be able to sustain itself when you remove yourself from the process, right? It needs to feed itself, right. That's why we have a model in this industry where people get people, because then we don't have to do what big companies do.

See, big companies, they have attrition like that too. If a company has hundreds of thousands of customers, they have big attrition like that too. It's the nature of business, and anybody who thinks that's not true has never sold anything and never had a lot of customers, right. So what do they do? They just keep ramping up their advertising and ramping up their advertising and ramping up their advertising, and that's how they do it.

What we do is we do it through viral sustainability, right. The best way to explain viral sustainability is this — it's a story, right. I'm going to use a specific person because he's really well-known in the industry, so all of you know him — Eric Worre, right, my friend — and so he gets involved in this company. It's a vitamin deal.

He starts building his organization, and he is running around like a crazy man, because that's what you do, you know what I mean? When you're new in an organization and you start a big team, and you've got tens of thousands of people popping up, you've got to run around for a little bit to kind of feed it until you've got systems in place, because until then, it's kind of just you, right. If you don't have any systems, you have to do that forever, right. And that's why a lot of people never build big groups, because they can't afford it, and they don't know how to sustain it. That's why a lot of people stay trapped on the phone, because their organization never feeds itself, so if they stop getting on the phone, their organization starts going backwards, because they don't have good systems.

Does that make sense to you? So he runs around, he starts going crazy, and this organization's building, and he's got like a little conference call people are recording, which is like, seriously? It was the worst thing ever. Eric — or Chris, do you remember that call? Do you ever hear it?

It was that 14-minute sizzle line, right. Sizzle lines never work, it's always the energy you introduce it with, and then they work, right. That's the key. So it's Eric, and this is basically the sizzle line: "My name is Eric. I've made millions and millions and millions of dollars.

I've made millions and millions and millions of dollars. I just joined a vitamin deal. It's hot. Get back with the person who introduced you to this call and joined now."

That was like the call, you know what I'm saying? Like, "My name's Eric, here's why I'm rich, and here's why it works really amazingly well, get back with the person who invited you here and find out how to get started." You know, that was like the essential 14-minute message, and then there were some details scattered here and there in between the hype, you know. But in any case, so you get people on the call, then you get them on a three-way call, right, and then they'd get in. Well, that was really dependent on the upline, right.

So he's building, building, building, building. And when you're doing that, you've got to work to recruit really hard, right, when you're new. You gotta go out, and some of you guys, when you're new, you're like, gosh, it's so hard to recruit. How does it seem so easy for these people, right? It changes with time, and I'm about to tell you how.

So then, six months later, we're at an event, there's like a thousand people there or something. He has this DVD, right, that he launches at this event, and he's like, "This DVD is the most powerful thing you've ever seen in your life. If you will just get it out there, we are going to grow this organization so fast, it's unbelievable. You cannot get 10 people to watch this DVD without one joining. You can't."

And then he spent the whole weekend selling us on how hot this DVD was, right, and how we were all going to pitch by getting people to watch it, which actually worked really well, right, because now nobody needed to present, they could just use this tool, put it in the VCR, right, and then, you know, people would watch it in a living room, they'd get in. You know what I mean? So it would work, right. But what did it really do, right? When you got 10,000 people all showing people videos with your face on it, how does that help you?

All of a sudden, people just kind of start hunting you down, asking to join. It's just this transition that happens, you know? We had that video where Lauren Stan was on the front of the video, right? People would just hunt that guy down, and they would just join him because he was the one on the front of the video, right, because that's how people are.

So leaders, as you progress in order — now, the question is, you say, well, I don't like that. Here's the problem, though. You have to like it, because that's what helps people who are new. Because new people can't sell like Eric. They can't present like him, they don't understand it.

So new people who otherwise would never recruit in their life, ever, not ever, right, now they have a tool to recruit, okay. So it helps both people. But now what happens is all of a sudden you can recruit without doing anything. Why?

Because people will hunt you down, travel to your city, stand outside on your porch with their heads shaved for three days without food or water, if you'll only train them, you know, as long as they don't pass out. I mean, people will just hunt you down and they'll ask to join, because they just want to be around the guy, you know, who's in the video, or one of the people who are in the video. Those videos make everybody in them more famous, and it makes life easier, right? And the more famous you get, the easier it is to recruit, right? So what does that do — it creates viral sustainability in your ability to produce sales as you move up in an organization, right.

So eventually, in the progress of building an organization, you need to do things in a way where everybody in your team could use it. Why? Because if everybody in your team is using your stuff until they're at a place where they can break off, everybody promoting your conference calls and your webinars, right, creates a sustainability around your ability to produce. And then you don't have to work so hard to maintain it all the time. Does that make sense to you guys?

Right? So everybody promotes Justin Berenji's conference call, they all make more money because he can sell better than most of us, right. But also, all of a sudden, all these people are talking about Justin. And in the process of talking about Justin, what happens? His recruiting becomes effortless.

And now he can sustain his recruiting, he can sustain his production without doing much. Does that make sense? All right. So that's some weird concepts for you, right. And here are some other filters, and we're going to walk through these — there's a whole bunch of them, probably different from what you guys were expecting from this, but this will help you guys more than you could imagine if you just learn to think.

And then we'll show you different ways of applying this. You're like, just teach me the strategies, right? Hopefully I've taught you guys a lot already you can use. If I'd heard this years ago, it would have saved me like, you know, seven years, all seven. Because I would have been like, wait a minute, you don't mean it, you know, I don't have to do all this bullshit.

No, you don't have to do it, right. You can do things in a different way. What's the next one? Everything that you do has to be able to work on different levels of duplication, right? And there are different levels of duplication. Level one, right —

you've got to ask the question with what you're doing and what your team's doing, okay. Can what you're doing be done five levels down, a thousand miles away, in a different country, with somebody that doesn't know anybody in your sphere of influence? Can what you're doing work five levels down, a thousand miles away, in a different language, right, with somebody that's completely removed from your sphere of influence, who speaks a different language — not as if your company's in multiple languages, that doesn't apply to everything, right — with somebody who doesn't know what they're doing, getting in somebody who's good, getting in a high-level person — can it work, right? If the answer is no, it's impossible, it can't work, right, then you're never going to grow good depth in your team.

Where do leaders come from in your team? They come from depth almost all the time. Some people say, "I only would sponsor leaders if I was to do this all over again." It's like, dude, you forgot how you built your organization completely, right? You don't usually sponsor leaders all the time — sometimes you create them, right, but most of the time that's the case, you're creating them, right. You didn't sponsor a leader, right — you got somebody in who wasn't one, and they became one, right.

I knew a guy who said, "I only sponsor leaders in my network marketing business," and I was like — and they only sponsor leaders and you've got a total of three people ever, you know. No, leaders come from depth, right. Leaders come from the sphere of influence of somebody else who's not a leader. Usually, everybody knows a leader, but not everybody is one, right? Who knows a leader in this industry, right — we're all here as a leader — who knows somebody that can move a lot of people, who knows somebody who's charismatic? Everybody knows somebody who's charismatic, but not everybody is somebody charismatic. Therefore, most leaders will pop up in depth in your organization, right.

If you say, "I'm only going to sponsor leaders," right, then you're only going to have one out of every thousand people you could get. It's ignorant, and you also have no clue who they are. It could be Justin Berenji — was he a leader when he joined, you know? You might have thought he was, or whatever, because he ranted and raved and stuff, but he was making like $2,000 bucks a month and could barely afford his rent in a third world country, in a 350-square-foot apartment. We're not talking about a beach house, or anything like that. He wasn't a leader — he became one.

That makes sense? Most of the leaders in my organization, they became a leader. So it has to work, number one, like that — five levels down, a thousand miles away, different countries, somebody totally removed from your sphere of influence. What's something that could work like that? Third-party presentation systems, conference calls, group presentations and hangouts, big events — somebody gets somebody of influence to an event, and they're like this, when they come to the event, by the end of the event, they're in. If it's a good event, events work like that.

Conference calls where somebody who has credibility is on the conference call — that works like that, without creating time traps. Three-way calls work like that too, but they create time traps. A conference call with lots of people —

I was in an organization where the guy said, "I'm not going to do three-way calls, but I'll do 50-way calls anytime you want. You get 50 people on a call, I'll sell them all at the same time," right? What's the advantage of that? You can talk to 50 people the same way you can talk to 5,000. It doesn't matter.

It's completely scalable, right. It doesn't take any more time out of your day. Does that make sense? So the second one, right — it has to work like that.

Now the next duplication level: you have to be able — listen carefully — from what you're teaching, be able to produce full-time people where there is only one person in the organization producing, okay. Most people think in order to make money in this industry — even with another comp plan, it doesn't matter, a comp plan that doesn't have big commissions, doesn't have high-ticket stuff, it doesn't matter — organizations should be able to produce full-time people, right, full-time incomes, from what you're teaching, with one person who knows what they're doing. One.

Why? Because if you can't do that, you're not going to get good people, right. If you are completely depending on something to replicate in order for somebody to be able to make money, you're not going to be able to keep good people ever, right. And the reason is, good people don't like to have to depend on other people to be able to make money. They like to be able to make the living they need, right.

And that's why I always teach a model where, if you do it, you'll make money regardless of what anybody in your team does first, right. You want to have both. Does that make sense to everybody in here? Then it also has to work at a level, right, and this is important, where whoever's doing it can back off from it, and it can sustain itself to at least a level that's acceptable when they back away, right.

And ask yourself, what would happen, what happens if you back away from your organization? Now, I've gone through different phases, right, where I've made mistakes, I've done things well, but I've gone through phases where I could back away from my organization for a year at a time, right.

When I stopped working in 2011, early in the year, I backed away for about four months. I didn't send an email, and it did nothing to my income at all. Didn't send an email, didn't answer the phone, didn't do a webinar, didn't answer any questions, didn't talk to my downline, didn't do anything. My income was affected zero, right. Here's the next one.

This one's really important, okay. Next one's really important, and most people don't get this. You have to allow people in your organization who outgrow it and want to go do their own meetings and stuff, and want to make their own systems and tools, if you're making systems and tools. Now, you might not be making systems and tools, because hopefully you've realized if you're in this room, there's only like five people in this room that even have the ability to do that, and most of them are like, God, I don't want to do that, right.

And that's better, in my opinion. Honestly, if I was in my organization and I was a leader, I'd make a quarter million dollars a month and I'd never do anything. I wouldn't do trainings, nothing. I'd get out of the way, right. I'd let Dave Wood do it.

That's me, right? But unfortunately, I've never been a part of an organization like that, so I've always had to construct things, right. But most of you, you're not in that space, but you've got to allow people to outgrow you, right, if they want. Now, here's the thing: sometimes they're not even ready to, but you've got to let them, and have it to where they can still be a part of your team when they do that, right.

See, most of you, if they do that, you kick them out, right? You say, oh, you can't be here, right? What do most companies do? "I say you can't do that. You're out."

Well, what's the problem with that, right? Then they don't stay in, and neither do their teams, okay. They leave. You've got to allow people to be free, right. And that feeds into other stuff on how you manage that, right.

That's sometimes problematic. Sometimes you run into problems from it, but it's not as big of a problem, right, as if you're trying to control everybody, because sometimes people want to do their own stuff. You just got to let them. You'll be okay with it. "Cool, man.

Not a big deal. You want to go promote that thing? Go promote it. Not a big deal," right? And this is the way that you've got to think about people, okay.

It's like the baby again, who can't do anything. They're trying to figure out what poop is, you know what I mean? I just like saying poop in a seminar. It's funny, right? But they're trying to figure out what's this uncomfortable feeling in my stomach, right?

And then three months later, they figure out, oh, when I have that, it means I need to poop, right. And then they kind of learn to move their eyes, and they learn to move their arms. And then, six months later or something like that, they kind of get up on their hands and knees for the first time, and they kind of stumble around, and they can't move very much, and all of us were like that a long time ago, you know? Some of you guys were like that like 200 years ago. I'm joking, right.

And then, a few years later, that same person is running, right, and talking, and reading, and eventually doing math, right. They started out not being able to move. You got to have something for everybody as they're progressing through, right.

So, those are the filters, the main filters that you run duplication processes through that allow something to grow, right. If you run something through that — is there a way to do this that fits within this? There's a way to do everything that duplicates. Anything that works, there's a way to do it that will duplicate. See, sometimes people — I was in a company, give you an example — and I was the only one in the company producing massive results, and they're like, don't listen, don't do what he does, because it doesn't work.

It doesn't duplicate. I was like, none of what you're doing is working. You know what I mean? You ever been there? Right?

It was like, "don't listen to that guy, it's not duplicatable." He's the only one producing at all. You know what I mean? It's like the only one.

But, you know, you could take any behavior — if you're more of a systems thinker, more of an engineer, like Lawrence, he's got an engineer mind — you could take any behavior that's working and you can replicate it for everyone. And all you have to be able to do is be able to give what's working to people, and you can replicate it for people who don't know how to do it, right? And then they could use it, and it'll work, without them understanding it. That's all that's required for something to duplicate.

It doesn't matter what the strategy is at all, right? People think home meetings work, and why do they duplicate? They duplicate because somebody who speaks really well goes into your home with your prospects and sells them for you, not because home meetings are the only thing that duplicates. Why do three-way calls work? They work and they duplicate because you're getting an expert who knows how to close on the phone with somebody's prospects who doesn't know how to close, and they close them.

That's why. It's not because three-way calls are the only thing that duplicate, right. On the internet, it's like that too. And on the internet, we get messed up a lot of times because we're trying to get these babies, right, to sprint and do calculus, right. What's an example of that?

Well, "you've gotten in my team now, congratulations. Spend the next four months setting up your websites, your autoresponders, your conference calls, your team websites, your branding, and make sure to buy the branding package, right." And by the time they get around to recruiting somebody or selling a product, they quit. And how do I know that?

Because that's what I used to do, right. And I just decided to cut it out. And I got to think, these people are babies, and it's not because they're not intelligent, it's because they got to learn. So if I require these people to learn before they do anything, right,

guess what happens? It's impossible for them to replace themselves faster than they quit. Impossible. Can't work. Does that make sense?

All right, does that make sense? Okay. 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.

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.