The Audience Q&A: Why Doing Everything For Your Team Keeps It Small
Kevin gets the microphone and just admits it. He was making $30,000 a month and still on the phone all day, doing three-way call after three-way call, being everybody to everybody for a team that never quite learned to move without him. He wants to know how you make the leap from that to a team that runs itself. You can hear the specific kind of tired in the question before he even finishes it, the tired that comes from being needed for everything and thanked for none of it.
The instinct is to treat this as a workload problem. Hire an assistant. Block off your calendar. Get more disciplined. It isn’t a workload problem. It’s a mechanic. Every time you answer a question your team could have answered themselves, solve a problem they could have solved, or sit patiently through an excuse instead of confronting it, you’re not helping anybody. You’re training them to bring you the next one instead. As someone who’s ever built a team past the size you can personally hold together by phone, you already know how that pulls at you: the desire to be everything for everybody, fighting the fact that being everything for everybody is exactly what’s capping your growth.
This lesson is built around the real mechanic underneath getting out of that trap: how to stop rescuing people, how to tell a manufactured excuse from a real one, and how to build enough authority with a team member that when you finally give direction, they actually follow it.
Why does being available for everything actually shrink your team?
Kevin’s transition off the phone wasn’t complicated, which is what makes it useful. He just stopped picking it up. He put up a message and let people find their own way to the next call, and the disaster he expected, the team falling apart without him, never showed up. What showed up instead was a team that finally had to start something every week on its own and actually attend it, because there was no longer a version of Kevin they could dial instead.
The blunt reason this works: whatever you’re personally doing for your team, you’re also teaching them to run the business your way, which means teaching them a version of it that requires you personally to be reachable at all hours. That doesn’t scale to two people, let alone two hundred. As it gets put directly in the training, “it’s not helping anyone to do things for them that if they do for other people, it sucks for them.” If the thing you’re doing would hurt your team if they copied it exactly, doing it yourself isn’t generosity toward them. It’s quietly training everyone underneath you toward a model that can never work once they try it themselves.
None of this means going cold on people or refusing to care. It means every hour spent solving something a team member is capable of solving is an hour not spent finding and developing the next leader, and leaders are the only thing that actually lets an organization outgrow the person who started it.
What’s really underneath a team member’s excuse?
Gary asked the harder version of the same question: what do you do when someone hands you a sob story instead of a straight excuse, a whole tangle of everything going wrong in their life, clearly hoping you’ll absorb it and let them off the hook? The answer starts before the story even gets rolling. You don’t let it run.
The reasoning underneath that is worth sitting with. Make excuses for yourself, and you’ve established that excuses are a currency people can spend with you. Stop trading in them yourself, and you’re no longer obligated to accept them from anyone else. The working process, once someone starts down that road, is simple to describe and takes real practice to run smoothly: interrupt it, get specific about what they actually want, and steer back to that instead of the story. As it’s described in the training, “what I’m always doing is number one, clarifying. Right? Clarifying. That’s the most important thing because the people just are usually giving you something that’s nonsense normally. Every, every excuse people get, they make up nonsense, right?”
Not because people are lying on purpose. Most of that noise is a defense mechanism firing, not a calculated decision. Underneath it is almost always a real goal, more time with the kids, a specific income number, something they said out loud the day they joined. Find that, put it back in front of them, and the sob story usually stops being interesting to either of you.
Why do you have to confirm commitment twice before you give direction?
Here’s the part that sounds harsh until you see what it’s protecting. Once you’ve found what somebody genuinely wants, telling them what to do next only works if they’ve already agreed, out loud, twice, that they’ll actually do it. Skip that step and you’re just another person handing out advice that gets nodded at and quietly ignored.
The reasoning is simple. Giving direction to someone who hasn’t confirmed they’ll follow it isn’t leadership, it’s noise. You can’t help someone you can’t direct, and you can’t direct someone who hasn’t already told you, plainly, that direction is what they came for. So the confirmation gets locked in before any advice changes hands, and it gets locked in twice:
And how do I do that? I’m going to say, if I tell you what to do, are you going to listen or are you going to continue to make excuses, which I’ve already demonstrated are not useful for you in helping you hit $10,000 a month like you want so you can spend more time with your kids? Are you going to continue to make excuses or are you going to listen? Confirm that he’s going to listen. I’m going to confirm a second time because I’m just brutal. Right? And I say, will you listen? Will you promise me you’ll listen if I tell you what to do?
That second confirmation isn’t paranoia. It’s the actual authority-building step. The first yes can be reflexive, said just to keep the conversation moving. The second one, asked a slightly different way right after the first, tells you whether you’re talking to somebody serious or somebody stalling. Once both are on the table, you’re not negotiating anymore. You’re assigning.
What happens once someone actually confirms?
This is where the mechanic pays off, because now you get to be specific instead of vague. Not “let me know how it goes,” but a task, a number, and a date. Buy the product. Bring ten people to the gathering Thursday at eight. Show up, and you’ll get put forward as the example on this week’s call. No wiggle room, no open-ended “do your best.”
Notice what that does to the relationship. You’re no longer the person who fields every problem that walks in the door. You’re the person who hands a specific, time-bound assignment to somebody who already told you, twice, that they wanted it. That’s what actually frees you up to go find the next leader instead of re-litigating the same excuse with the same person every week, and it’s the only version of this that scales past a couple hundred people you can personally carry by hand.
This is the actual payoff nobody mentions when they talk about duplication. It isn’t just that your team grows faster. It’s that you stop being the bottleneck standing between your own effort and your own life. Every excuse you stop absorbing and every assignment you hand off instead is an hour back, and those hours are the whole reason anybody started building a team in the first place: to eventually work because you want to, not because the whole organization collapses the moment you stop answering the phone.
What’s here is the mechanic. The full session runs through a long stretch of live audience questions beyond these three: how to regain influence with a downline that’s stopped listening to you, when to start naming your own team culture, and how to keep a big group unified instead of fractured by rivalries and favorites. That full video, along with the complete transcript, is part of the Team Building Formula course.
If you’re new to it, get the full course, every lesson, every transcript, for $99 at the Team Building Formula course. Go claim the rest of the session and start building a team that doesn’t need you on the phone all day.
Full lesson transcript
Lightly edited from the original recording — fillers removed, nothing added. Income disclaimer.
Let's answer some questions. You got some? My name's Chad. I had a question about the level that you should be at when you start having a team and naming it and start creating your own culture. What level, how much should I be making?
How many people should I have in my team before I start looking into doing that? This is a good question, actually. I don't have any rules on this. What I think is you should just do it whenever you want to. As far as team systems, for me, I just don't think anybody should be doing that almost ever unless they just are making a lot of money and really know what to do.
Honestly, I think even most of those people, why do they want to? It's more work. But as far as when do you start just building teams and calling a team name, you could do it the second you decide to. When I got started, I just started doing webinar every week. I didn't have a big list.
What happened when I started doing a webinar every week, more and more people started showing up. I was promoting a little harder because I was nervous because my list was so small. So I just started doing it. So if you're ready to start doing it, just do it. Cool.
Thank you. Yeah. Good man. We'll go him. Doctor.
Doctor Evil. Dr. Steve from Boca Raton, Florida. Good to see you, Steve. I have a question about the challenge that you put out to people and even AK's challenge to people.
Sure. Tell them you want them to get 20 or 30 or 50 people to that call and they get just short of it or they get about half. What do you do? How do you handle them? You just say you didn't do it.
Sorry, I'm not working with you. Yeah. Make them do something else. And then you excuse it, but they have to do the other thing, you know, but there's one of those things you never tell people because that ruins it. But you don't just never talk to them.
You just don't never talk to them again. You give them something else to do. Yeah, yeah, yeah, yeah. You just give them something else to do. Give them some sort of challenge.
You know, they got to do 100 push-ups or something. No, I'm joking. But they, no, seriously, you just, you just, what your goal is to always challenge people's limits, right? Always challenge their limits. And if you're doing that, you're doing what you need to do.
You always want to be stretching people slightly beyond where they're comfortable all the time, right? Stretching them beyond where they're comfortable dreaming, beyond where they're comfortable doing, beyond what they're comfortable producing. Just always outside their comfort zone a little bit. And you're just pulling them outside of that a little bit with everything that you do, right? That's really what you're looking to do.
So whatever the person is, the capacity to do, you challenge them to do more than that, right? You got to be forgiving of people. You know what I'm saying? We're not actually being jerks here. We're just stepping on people's toes and getting them to do stuff that they wouldn't otherwise do.
You know what I mean? That's all you're doing. That make sense? Yep. Thanks.
Yeah. So whatever they, if somebody got a big list, challenge them bigger. If somebody's like brand new, just challenge them to do something. That's kind of a little crazy for a brand new person. They have no clue how to do it.
And just, if you tell them to do it, they're going to go do whatever they can. You know, if they come sweating, they're like, I tried so hard and I've only got 49 people here. I'm so sorry. You know, forgive me, master. Like, okay, okay, okay.
You know, just do a hundred pushups. I'm joking. Yeah, but that's it. Challenge people, stretch people all the time. All the time, right?
Don't let, but don't let people get around you all the time without stretching them. Don't let it. Because what will happen is if you're doing that, right? If you're doing that, people won't do anything. Right?
And you just lose opportunities everywhere. Right? You lose it. And this is a big problem, guys, with everybody who does this business. It's because they just, they just are never stretching people.
Right? It's challenged people. Right? You teach martial arts, right? And where do you always want people?
Right on their limits, right? Right on their limits. That's where you always want people. Any personal trainers in here? Right?
You are? Where do you want people? Right on their limits. Right where they're uncomfortable. All the time.
Then people are grown. Right? Right? That make sense? This guy here.
Hypnosis. How's it going, Brad? Hi, my name is Umar Mahmood. I've led a lot of people into the inner circle and I realize that I've lost the influence. -huh.
So how do I push them back without pushing them back so I can regain that? Or do I just put my focus and attention elsewhere? Go get new people. Just new people? Yeah, new people.
Because what happens is, and this is something I learned actually from Amway, right? Is because they, some of those guys are real good at building depth. And they'll get a person and they'll bring another person underneath them, another person underneath them, another person underneath them. They'll just keep doing it until they find leadership down there. Right?
What they always teach you is when that happens, that leader down there never respects the upline. Ever. Right? But here's when they start respecting them. They start respecting them when that upline creates a new leader outside of them.
That's when they start respecting them. So when you lose respect with somebody, which will happen, right? It just will. How do you get it back? You get it back by building new leadership outside of them.
Okay? Or building new leadership underneath them if they've got a team. Right? So then it doesn't matter if they respect you or not because you've got an organization that listens to you beneath them. Because remember, if somebody has a team, right?
And you're a leader and you know what to do. It's obvious. You make money or whatever. If somebody has a team, their team will listen to you, period. I promise you, that's the way that it is.
That's the way that it is. That's the way that it is. The further away they are, the more they're going to listen to you. So you can do it in one of those two ways. If you don't have a team underneath you, don't worry about it.
Just go get new people because if they're going to quit, they're going to quit. If they're not going to listen, they're not going to listen. Go get new people and work with those people. And when you create results outside of that, respect is restored and they listen again. Okay?
Give me a hand. This guy. We'll go over here. He kind of answered my question at one point, but I also realized that some of us have a vision that is beyond the money element. I always want to make money to be able to work.
I want to be able to provide a better service for my dream, which is helping people to break free from the food and pharmaceutical model that beckons so much diabetic challenges throughout the world or epileptic or whatever. But, you know, we can't state treatment cures and diseases. So you want to give money to these causes or what do you want to do for them? No, I want to earn the money to have the power to be able to send the message out so people can truly be healthier and look as dynamic as yourself. How much money is that?
How much money do you need to earn to help that cause? See, if you look at, like, your cause and your dream, that's a fairly easy dream to hit. Right? Just you. Producing.
I always did. Right? Barely anybody was doing anything because what I was doing was so damned confusing that was a problem. Not the filters of duplication, right? And so I would just go make the money and then just second you do, get a new dream.
For me, my dream was selfish when I started. It had nothing to do with anybody. That was my dream. You know, it's like, your dreams usually start selfish but then you get there real quick. Right?
And if you don't, if you don't expand your dreams to something else, right, then you lose the capacity to move on. So you get a bigger one. You got to think for a bit and say, what do I actually want? That puts you in this really interesting place when you can live a life to where you choose your dreams. Right?
You can choose. When you live a life to where you can do something 10 times bigger than anybody around you. When you live a life that you can say, how do I want to be significant? You know? You get to choose.
That's what I want to do. That's what that allows you to do. So I would actually hit those things first. You know? Meet your needs.
Meet your goals. Right? And then he needs what? A bigger dream. And as long as you just keep doing that, you hit something, you make it bigger, the bigger it gets, the more people will be attracted to it and the more money you get, right, the more money you make, I should say, excuse me, the more money you make, the easier it becomes to get good people in your organization.
As long as you've got a good life. So if you've got a good life, the more money you make and the more free you get, the easier it becomes to get good people in your team. Right? See, if you're not making more money, if your income's not going up, it becomes more difficult. Why?
Because people look at what you're doing and they say it's not worth it. Right? It's not worth it. If you never live a dream, people look at you and they say, you know, it's not worth it for all that work. But if you're living your dream and it keeps getting bigger and then you live another dream and it keeps getting bigger and you live your other dream and it keeps getting bigger, right?
You'll continuously get better people in and around you all the time. And what do I mean by better people? I mean people that are closer to leaders before they join. That's what I mean. Because anybody could become a leader over time.
I don't want to think there's better or worse people or something like that when I'm saying that. What I mean is, right, is that some people when they join, they need like eight years to get there. Right? And some people when they join, they're kind of there right now. Or they were there before.
They already, they were there before. So you know how to build stuff. So you know how to build, bring leaders in your organization? I'll tell you how. There's a friend of mine who's up in Canada and he was a, you know, a million dollar earner in a deal I was in and here's how he got in.
And he got in and he said, this is ridiculous. And just joined because of their credibility. Right? That's how. Right?
So anyways, next question. Over here. Kevin, connect. Yeah, yeah. How did you make that transition to get off the phone and retrain your team to become self-reliant the way you taught us today?
How did you make that transition? Just stopped picking it up. Had a message. Yeah, just stopped. Just got it out.
It's not helping anybody anyway. You'd be amazed. What you're going to be amazed by, Kevin, is if you are doing that stuff now, right, which you probably are from the pain in your voice as you asked that question. Right? I know how hard these guys work.
I mean, I'm around these guys. If you're doing that now, right, it's not helping anybody anyway. You'd be amazed when you stop how it doesn't affect anything. Right? You just start something every week and then they have to go to that.
And they actually show up this time because you don't talk to them if they don't. You know what I'm saying? You want to talk, get on the call. Right? You want to get close to us, then be a leader.
Not a big deal. Right? That's a big deal. I'm not a leader now. Okay, well then you need to be one.
Stop it. Just cut it out. I'll give you permission. Right? Guys, it's not, it's not helping anyone to do things for them that if they do for other people, it sucks for them.
You get that? It sucks for them if they do what you're doing. So you're teaching them and saying by your actions, do what I'm doing, it sucks for you. Congratulations on joining my team. Seriously, my philosophy.
Right? That's why I refuse all the time is because for me, I'm doing you a disservice to your life by through my example teaching you to do something where you're running around being a Mother Teresa in business, which makes sense if you're feeding people in Africa or something. It doesn't make sense in network marketing. Right? Because not only does it not help your team, it doesn't help you and you could be doing something else for heaven's sake.
I mean, you could be having sex with Melissa or something. You know what I'm saying? Other person. Hi, I'm John. So your classic phrasing when you're on the phone to get them to invest in themselves, invest in their education, you say, are you going to do what I tell you to do if I'm going to show you how to get started with this?
And then you recommend the product. Now, what would you say to those people who their expectation is they've joined your business and they're going to get your help and then you recommend them other products and they're going to get you help. They're getting frustrated and angry and annoyed at you that you're demanding. Well, not demanding, but asking them to buy other products to actually get the training and invest in themselves. If they don't understand that and their expectation was that you were just going to help them, what would you say to those people and how would you make that transition to look, you've got to invest in your education, you need these products, but they're adamant that they either haven't got the money or they're frustrated that you're even asking that question.
There's a great question in it because that pops up from time to time, especially if you're newer and you're talking to a lot of people. Right? And this will go back into, this will go back into a concept of belief change. Right? Because there really is.
Because something like that, right, doesn't necessarily mean they're not going to buy something else. Right? Just an objection. Right? But what that really is some belief that somebody's entitled to something.
Therefore, do everything for me or I'm angry. Right? Well, that's their actual attitude. That just, please, just send, send the customer service of whatever company you're in and just say, please get a refund. Okay?
Seriously. Right? But as far as belief change goes, it's like, some people, they just legitimately believe something silly like that. And so, what you do is, like with that one, there's this great belief change pattern called apply to self. Okay?
Apply to self. And this is one of my favorite ones in the world, apply to self. And what do I mean by that? Well, you know, so let me ask you a question. Right?
So, you know, John, why'd you get in this? Well, I saw your website. I saw how much money you were making. I wanted to get a bit of that action. So, you wanted to make some money.
Right? How much money do you want to make? Let me ask you a question. Time freedom. It's going to have the lifestyle that I want.
So, you want time freedom? I do. What does that mean for you? It means not having to slave away 12-hour days, which I, let's say, I am doing in my job right now. So, you don't want to slave 12 hours a day away.
Let me ask you a question, actually. Would you like me to teach you how to do that? I'd hate that. Then you don't want me to help you with this stuff. You want to buy the product.
And here's why. Please, it's your responsibility. You've got to realize you must help me with everything. Would you be free? Not at all.
You could actually go do what you want. So you actually could be free with your time, right? Free with your time. Like you want. How would that make you feel?
Pretty good. Great. Pull out your credit card and log into, the website. I'm going to lead you to something and you need to buy something that I'm going to tell you to buy. I am.
I'll do it. You'll do it? Are you going to do it no matter what or are you going to give me this bullshit every time we talk? I'm going to do it. Okay, so here's what I want you to do.
There's a product in there, right? It's called the Team Building Formula. I'll actually show you why this just isn't a good idea. And after you buy the Team Building Formula, here's what I want you to do. I want you to go through that and I'm actually going to bring you out as an example on this week's team call.
But I want you to do something for you, for me in addition to that. Can you do something for me? Yep. Okay, here's what you want to do. We're meeting this Thursday, 8 o'clock.
We're having a team gathering, right? And no matter what it takes, I don't want to hear any excuses from you, no whiny bullshit, like I'm not going to buy the product. I don't want to hear anything like that. You need to get 10 people there to that team gathering, okay? You get 10 people there, I'm going to pull you out.
I'm actually going to show this as an example and I'm going to help you learn to make a lot more money too. Is that okay? Yeah. Okay, see you Thursday. That's what I do.
Apply to self. Apply to self. You just take somebody's beliefs and apply them to themselves. It's really easy to do and I'll get into it in a minute. I want to talk about this.
So how do you apply things to yourself? It's really easy. It's like somebody says, you know, cancer causes death. Well, how would you apply that to itself, right? Well, that belief spreads like cancer and it's like, you know, it needs to die, right?
You just take something and you apply it to people and they just can't fight with you anymore. Impossible. And they just feel stupid because they just told you they wanted something that if you do and they copied it, they can't have. You know what I'm saying? Apply to self.
Can't argue with me. He might get angry and like quit but he's not going to argue with me because he's just going to look like an idiot. Who is it? You? Yeah, yeah, yeah.
Bring the microphone here. Hey everyone. Aaron Hillier. You talked a bit about problems and you talked about gossiping causes problems and ignoring problems doesn't solve anything. As your organization gets bigger and bigger, obviously there are going to be more and more problems.
I'm sure you don't have the time nor the desire to resolve all problems. So can you talk a little bit more about those that maybe cause a little bit more disease to an organization or those that are more problematic than others perhaps? Yeah, yeah. I mean, this is something I'll talk about in the next, the mass influence formula more so. It's how to deal with stuff like this, how to build culture and things like that because that really has to do with culture and the way to answer that the simplest way is you want mechanisms that regulate and reinforce themselves.
Right? So for example, it's like the whole don't be a wussy thing. Why do we say that? Right? Because anytime we say don't be a wussy, somebody's like, well, I'm not going to be a wussy and they just do whatever we say.
Seriously, that's why we do it. Right? So if you, you're like, hey. So no, I'll give you an example. So I was at the, I was at the, you know, the event back in San Diego.
The first one, we had those masks. You guys remember, some of you guys there, who's here with the masks? Like we had the Guy Fawkes, some of you are like, what did you do? We had these Guy Fawkes masks at this event. Right?
So I remember I was up on stage and I was going to give a speech in the Guy Fawkes mask which was hilarious because you couldn't hear me speak because the sound was being muffled by the mask. I didn't think about that before I put it on. Right? And so I got this mask on and I'm up there and there's a whole bunch of people that wouldn't put that mask on. I think they were nervous or something.
I think they were like nervous out there in the audience like is this guy a terrorist or something like that. It probably was the wrong message. I mean, I just thought it was funny. You know what I mean? I spent like 12 grand to get these masks because I thought it was funny.
You know? Funniest request ever for an event planner. They spent like four weeks trying to find somebody to deliver 3,000 Guy Fawkes masks. You know? I think they were thinking it was like the movie V for Vendetta.
But in any case, I sit in there and I put the mask on and then there's like probably 1,000 people that didn't put the mask on and I took my mask off for a second. And I said, don't be a wussy. Put the mask on. And I put my mask down and they all went like this. Right?
And why do I talk about that? Well, because if you set rules in your culture, people just follow them. Right? People just follow them. And what's an example of that?
Right? You have a choice with like cross-recruiting at your events. You could have a policy where you slam people and you kick them out or you could just say anybody that comes to our events and tries to recruit people into another deal is a wussy and we're all going to make fun of them and insult them together like they've got the smallest penis in the world. Right? Problem solved.
No, seriously. So little stuff is easy like that. That stuff usually doesn't cause that bad problems though. The things that are problems are like massive distractions. You know what I mean?
People like who hate each other's guts. You know? Because people will dislike each other in your team. Right? But you've got to realize you're going to have people maybe that just don't like each other in your team and they're both important.
Both of them. Right? And you can't play favorites in politics if you have an organization. You just have to let people be who they are. And if somebody's producing you've got to let them do certain things.
It's just the way that it is. Because otherwise you're playing favorites and favorites divide your organization more than people bickering and stuff sometimes. Right? So with stuff like that right? Stuff like that you need to resolve because they're two people that have got massive amounts of influence.
Right? Or you need to find a way to connect them together to where they don't have to talk to each other but they can work with each other. That works too. You don't need people to like each other. You just need to work together.
Right? Not everybody in this room would like each other if you knew each other. Which is the way it is. I like pretty much everybody and I'm a super weird guy because of that. You know?
It takes a lot for somebody to do something to where I don't like them. You know what I mean? Usually if somebody does something malicious and then they're like I'm sorry. I'm like yeah it's okay. You know?
I'm a little on the extreme side there but that's what I'm talking about. Big things that are larger conflicts you want to deal with because they're like cancer. And just like cancer causes death that's just something you want to die. Over here. How does one exactly create a culture within their team?
How does what? How does one create culture like team culture within their team? We'll talk about that more so the next event because that culture is its own thing but culture is like really it's social mechanisms. Right? It's really what culture is.
Culture is the social mechanisms that kind of control things. Right? So if you look at like a church or organization like that what are the social mechanisms that control it? Right? Well there's certain rules everybody has to go by.
Right? There's times people have to gather. There's requirements for being a part of it. You know what I mean? If you don't follow the requirements you kind of get pushed out of it.
Right? There's things like that. You know the thing about your team though the important thing for your team though that's right now is this. You're producing. You're leading by example.
And if somebody's bringing something at you or you're doing something anything in your organization you're bringing it back to growth and production only. Right? And then you're feeding all that into culture. Right? So your organization probably has events of some kind or something like that.
Your culture and your team is your team follows the company system and gets to the events. Period. Or they can't get around you. Right? What you want to do is you want to reinforce whatever you're around.
Because if you don't reinforce what you're around you're fighting it. Okay? And if you fight it doesn't work out. It won't work for that well. It won't grow.
I actually was building a team in a company where I always have brought people to events. Always. Right? Because I was taught in Amway that if you don't go to events you don't love your family. Right?
That's what they said. They were serious down there about that too. Anyway, they're like if you went to an event they're like are you serious? Are you giving up on your dream? I mean they were just so intense about everything.
Right? But you know you go to events. I was always taught to go to events. Right? So I'd bring my team to this company events and I'd bring my team there and they'd all quit.
The most unbelievable thing ever. I was like you just came to an event. It's supposed to fire you up. They told me in Amway. You know?
But the problem was this is that I was building in a certain way. Right? And it actually worked. It duplicated. My team was having success.
So I was having success. My team was having success and then I'd get them to an event and they'd get pounded to death for three days to do a home meeting and they'd get so stressed out after they did it and it didn't work that they'd just drop out and say screw this. So I used to go to events with my team and lose 70% of my team every time. So guess what I stopped going to? I stopped going to the events.
Right? Because I was sick of fighting. I was sick of fighting. So you can't fight a culture of a company if you're within the company. You can't.
You have a choice. You can go start your own events or you can align yourself with a different culture. You can't fight it. If you're telling somebody to do something because here's the problem with that. If you're telling somebody to do something that's contradiction to the team system, the company system, if you're contradicting it, you're number one saying don't listen to your company.
Right? Number two, if other people are succeeding in the company, now you look dumb. Number three, people just won't listen to you as much because they're like why is he contradicting this more rich person or this more rich group of people? Why is he doing that? That doesn't make any sense.
I wonder why he's doing that and they're just going to start questioning you about everything. That's fine if people question things but the reality is that as much as possible you want people to just obey. I said that out loud. I did. Right?
Okay? Because, right, the reality is you need people to do certain things. Right? And if they don't do those things you can't move your organization forward. Now regardless if they question you and then they do them or they just do them it doesn't matter.
What matters is that we all do things and we aim in a direction together. Right? So you need to do things that are in alignment and reinforce whatever you're doing. Right? Whatever you're a part of.
Right? Reinforce it. Because if you reinforce it'll reinforce you. Right? That's a problem Landon had I was talking about a little bit earlier today.
You know, a few months ago when I called him he said when I was in this my team wasn't duplicating. And I said let me ask you a question because other people's teams were duplicating just fine. Okay? Just fine. So let me ask you a question.
Were you promoting the calls? He said well no. I was doing my own calls. I said okay. How many people were you bringing to the events?
Well I wasn't really bringing a lot of the events and focusing on it. I was kind of focused on my stuff. I was like oh so in other words you were getting a team to buy something and then saying don't pay attention to what they're doing pay attention to me. Right? Of course your team's not going to grow.
I mean for heaven's sakes listen to that. When you say it out loud doesn't it just sound stupid? Right? Now Landon's not stupid it's just something that people do especially when they're new they start to get influenced they're like I don't want to give away my influence. Right?
People always have this fear it's like I don't want to give away my influence over these people. Let's think about something here for a second though. Do you really want to control everything? You really want? You want an organization you control you're only going to have an organization of a couple hundred people ever.
You got to just let go of that. Right? So that's what I would do is I would do things that reinforce the cultural system that you're part of. Reinforce the commitments you're part of. Reinforce the systems you're part of.
Reinforce the things that you're around. Right? Because that is the way to work together with people. If you do that you'll get more powerful with your people because your company your team your leaders are going to edify you and notice. Right?
Notice. And some of them will do it purely out of ego. I just do it because it works. Right? I don't care if somebody is like David Wood is the greatest thing in the world.
It's irrelevant to me. Right? I just want to do things that work for people. And I know that it works better to be unified than it does to be right about stuff. It's better.
People will listen more to a unified message than they will to the message that's more correct. Right? So for me I'm building big groups of people. And I want more people to listen to that. So if I want more people to listen to that how do I do that?
I unify people more. Right? That's how I do it. How do you do that? You edify each other.
You build on each other. You build on what each other's do. So if I go into a team I always want to edify the team leader but I won't edify a team leader if they're not following the system. I won't. I just want to talk about them.
I'm not going to de-edify them. I'm not going to say don't listen to the leader because that's a bad effect. You just don't talk about it. You just talk about the system when you're around them. You talk about the system.
Right? That's what you do. You never want to bad mouth anybody but if somebody's doing something that's not useful to the organization that you don't want to promote you just don't talk about them. Right? Or you don't talk about that aspect of them or you just talk about something else when you're around them.
Okay? That make sense everybody in here? Who has the microphone? She has it. We'll give it to this guy here.
And we'll go to this one over here. And we're going to do this for a couple of more minutes and then I'm going to have some closing thoughts for you. Hi Dave. Ron McClellan from Ocean Springs, Mississippi. Hey Ron.
How you doing? Good. I had a question. If your upline isn't necessarily having a routine meeting you start one. Have a call and you start your own.
If other members on the uplines team can they join with you and you sort of have them together on your team meeting if you don't have a large downline at this point in time? I don't care. I mean whatever you want to do. It's fine. What matters is you have a team that's unified.
Right? And then it doesn't matter. To do that if you start your own team like kind of segwaying off of what you told Landon. Landon was having his own call which sounds like a similar thing to do but yet seems like you counseled him we'll go up to the next call. So I was a little confused by that.
No it depends. There's no confusion here. And this is a part of the thing that you look like just somebody that you think a lot about things and everything has to be in this process. And I'm a little frustrated because I don't think like that at all. I'm an engineer.
Yeah, yeah, yeah. I totally understand. What I would actually do is I'd ask Lawrence Tam what he thinks about that. But for me there's just no hard rules with stuff. Sometimes something's appropriate for one situation sometimes it's not.
With team things the important thing is you've got one. Okay? And you're promoting it. That's what matters. Right?
Because if you've got one and you're not promoting it you're not going to make any money. Right? And you're not going to build anything. So you need to have one and be promoting it whether it's a part of your upline whether it's a part of a company a person in it whether you team up with somebody else's team to me it's irrelevant completely. What matters is that you've got something third party that's live that's happening every week that you can refer people to right?
So you can keep yourself focused on producing because that's what matters right now. That makes sense? So whatever you want to do is fine within that. Let's go to the man. There's just two more and then I'll hang out for a while but I want to give some closing thoughts.
So just him and then her and then we'll pick one more from there. Gary from Toronto. Just a question about somewhere between compassion and posture. When you have to say something to somebody to get them to that take the action you sometimes hear people with trying to unload a bit of problems on you. What do you do with that?
Well they try to unload problems on you? Yeah they just give you a sob story about everything that's going on. I don't allow people to keep talking about it. Yeah and here's why. You guys got to think about it like this, right?
If you allow yourself to make excuses for things then maybe you have to take them from people, right? However, if you don't allow yourself to make excuses for things you also don't have to listen to it, right? So for me, I don't make excuses for myself so I'm not going to take excuses from you. I tell people just like that. Right?
So when people come up to me and they start blabbering negative on me, normally my response is stop. And usually if you say that, they stop. And sometimes they stop and then they keep going and then I say stop a little louder and then sometimes a third time. By the third time they always cut it out, right? You can't keep negative people if they just keep saying stop and then they stop.
You say okay, right? I say here's how this is going to go, right? I don't ever allow myself to make excuses for things. So I'm not going to sit here and listen to your negative. If you want to be negative, it's okay and you are being negative.
I'll tell people just like that. You are being negative about this, right? My question for you is this. What are you here for and what do you want? See, this is what I'm always doing with people.
When I'm interacting with people, what I'm always doing is number one, clarifying. Right? Clarifying. That's the most important thing because the people just are usually giving you something that's nonsense normally. Every, every excuse people get, they make up nonsense, right?
It's just the way people are. It's not because they're even trying to do it. It's because of defense mechanisms they have. People are always putting nonsense up. So I clarify, right?
Distract from it. And then I build rapport and go back to what they want, their core desire. I'm trying to get to the core. Sometimes I can get there in a minute. Sometimes I can't get there and so I move on.
Right? But I'm looking for a button, right? He says a hot button, right? I'm looking for that inner desire that he's got. And when I've got that inner desire, I just take whatever his problem is.
I just reframe it by that desire. Right? Because usually he can't have that desire and that problem at the same time. He's got to choose to get rid of it. So that's what I'm doing.
So I go back to your core desire. Then based on the core desire, right, I find out if you really want it or not. That's why I'm always saying that. That's what I'm actually doing. No matter what you say, what matters is what you're doing, you always find out if they really want it or not.
Are you serious or are you not? If they're serious, right, and they confirm it, then you confirm that they're going to listen to your authority. Right? Why am I doing that? I'm creating authority.
That's what I'm doing. Why? Because if I don't have authority with him, I can't get him to do anything. If I can't get him to do anything, I can't help him. If I tell him to do something, he doesn't do it.
It's a totally useless relationship for me in business. Right? So I'm going to confirm my authority with him next. And how do I do that? Are you going to continue to make excuses or are you going to listen?
Confirm that he's going to listen. I'm going to confirm a second time because I'm just brutal. Right? And I say, will you listen? Will you promise me you'll listen if I tell you what to do?
Okay? And he'll confirm a second time and then I'll tell him here's what you need to do next. I know you're broke. I know the comet fell on your house and, or I know that like you were in such a good mood until a midget in a bikini ran down your street the other day. Whatever your excuse is.
However, however, here's what we're going to do next. I've been broke and I just made a decision. Everything in my life changed. So I'm going to give you the chance to make a decision. Here's what you have to do next.
Here's by when you have to do it. Here's your assignment. And I'll meet you at this event every time. That's how I deal with people. And the reason is, is because that will help him get where he wants.
See, if I'm all week with everybody, it doesn't help anybody. It doesn't help me. It doesn't help them. It doesn't help the team. Right?
And why am I doing this? Because if I'm not going to building a business, I would much rather be back in Costa Rica snuggling up with my kiddos or something. You know what I mean? But, so this is for something. It's got a purpose.
It's got a vision. So back, back to why we're here and then we just got to, I'm going to end this and then, and then, and then we're going to do a couple things and go. This will be like two, three more minutes total. Okay? So what are we doing?
We're bringing people in, in big numbers, and then we're identifying people that we can move to create massive numbers. Right? That's what we're doing. That's what all the systems are for. That's what all the principles are for.
They're all geared in that direction, everything. If that's what you're focused on, you're going to build a massive business because you're going to have the time to focus on the right things. Right? The right activity. Which is moving big numbers.
And it will become unbelievable to you what you can do. If you could keep up with this over a long period of time. Because the same work, the same work that recruits 10 people a month can recruit 60 people a month can bring in 10,000 people a month. It's the same energy. Okay?
The same. So you're aiming somewhere. Right? And my goal is for, my question for you is this. Did you learn what your outcome was to learn today?
Did you learn it? Give me a yes. You learned it? Okay. A little different than what you thought probably when you came here.
You know what I mean? But you learned it. You learned it. Right? You learned it.
So what's next for us? What's next for us is leaving this place with a goal in mind of as quickly as you possibly can, quickly as you possibly can, right, bringing in hundreds of people and then thousands of people, right, using this information. Right? Hundreds. And then thousands.
And here's the key. Tens of thousands is not any more difficult than 100. Not any more difficult at all. Isn't that cool? Is that a big shift for you guys?
Are you excited? Yes. That's called the team building formula. Thank you for coming. I want you to thank the staff.
Thank the volunteers. Thank everybody around you. Thank the leaders who invited you. Thank Jonathan, video crew back there. Right?
These guys are awesome. They've been sitting here listening to me talk about nonsense all day. Right? And let's go out there, lock arms and fight the forces of evil, all right, folks? You excited?
Yeah. I'll see you at the next event with a team, right? With a team. All right? Folks, obviously the income examples discussed are extraordinary.
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