How To Shift Your Frequency From Lack To Abundance & Attract Wealth

Summary

The School of Greatness Podcast: How To Shift Your Frequency From Lack To Abundance & Attract Wealth

Host: Lewis Howes
Guest: Dan Martell (entrepreneur, author of “Buy Back Your Time”)
Date: October 3, 2025

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Episode Overview

In this engaging and actionable episode, Lewis Howes welcomes entrepreneur, coach, and bestselling author Dan Martell to unpack how our mindset, beliefs, and daily habits shape wealth. Together, they dissect the difference between scarcity and abundance thinking, break down the psychological and practical barriers to financial success, and lay out frameworks for building wealth, buying back your time, and leading with purpose. Dan shares vulnerable stories and concrete techniques to challenge listeners’ “money stories,” offering both a mindset reset and tactical strategies for anyone seeking greater abundance and financial freedom.

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Key Discussion Points and Insights

The Power of Your “Money Story” and Beliefs

• Your beliefs about money dictate financial outcomes.

  • Limiting beliefs like “rich people are evil” or “money is hard” repel abundance (09:21, Dan).
  • “Nobody’s going to get paid a penny more than they think they’re worth.” (06:19, Dan)

• Childhood experiences and cultural programming can sabotage wealth.

  • Many avoid wealth to sidestep family judgment or because of guilt (13:03).

• Rewriting your money story:

  • Identify limiting beliefs. Ask: “Is it true? Is it really true? How old is that belief?” (26:36)
  • Example: Shifting from “I spend to lose” to “I invest to grow” (29:13).

From Scarcity to Abundance: Shifting Identity and Environment

• Abundance starts with gratitude and focus.

  • “Your frequency, your energy, is what you frequently see.” (48:43, Dan)

• Environment determines identity:

  • Peer group shapes what you believe is possible—join communities that normalize wealth (43:44).

• Becoming a “steward” of money:

  • Rather than hoarding, see yourself as a conduit for value, service, and generosity (59:09).
  • “You will receive what you desire for others. If you want to be wealthy, go help other people become rich.” (106:59, Dan)

Three Pillars to Building Wealth

1. Worthiness:
   • Have an unshakable sense of your own value.
   • But: worthiness must be matched by actual skill and value creation (08:14).
2. Value Creation:
   • Invest in skill development, character, and belief systems.
   • Constantly ask: what does the market value, and how can I grow to solve bigger problems? (85:47)
3. Belief Systems:
   • Upgrade from self-sabotaging patterns to growth-oriented, empowering beliefs.

Practical Frameworks: Buy Back Your Time

• Buyback Loop Framework (89:39):
  1. Audit: Review two weeks of activities for energy/depletion.
  2. Transfer: Delegate or outsource the low-value, energy-draining tasks (92:00).
  3. Fill: Invest reclaimed time in activities that increase skills, fulfillment, and value.
  • Document and teach processes ("camcorder method") to facilitate smooth delegation (91:59).
• “Don’t hire to grow your business—hire to buy back your time.” (89:39)

Habits that Keep People Poor (84:13)

1. Blame/Victimhood:
   • “Step one is understanding you’re 100% accountable for your life and nobody’s coming to save you.” (85:28)
2. Not Investing in Skills:
   • “They’re working hard on the work; they’re not working hard on themselves.” (85:47)
3. Ignorance about Money:
   • Failure to learn financial skills or audit beliefs, bank accounts, habits (88:18).

Leadership, Business, and Wealth: Scaling with Integrity

• Don’t build a business you grow to hate:
  • Many entrepreneurs’ calendars become traps without proper delegation and process (05:04).
• Test-First Hiring:
  • Use video applications, personality profiling, and simulated projects before committing (33:45).
• Process over people for breakdowns:
  • “Assume positive intent. If there’s a mistake, I assume somebody wasn’t properly trained.” (39:07)
• Transformational Leadership:
  • Teach, don’t just tell; focus on developing team capacity so the business can grow without you (37:02).

The Role of Money in a Fulfilled Life

• Money is an amplifier, not a purpose:
  • “Money is a tool; it’s not good or bad. It’s like a fork.” (18:16)
  • True inspiration comes from how you use resources, not from showing off.
• Design for experiences, not just accumulation:
  • Set aside budgets for experiences; value worth over cost (71:47).
  • “If you have a company, but you don’t allow the resources to be leveraged by your team to do good... you’re a prisoner of money.” (19:45)
• Don’t be a prisoner of wealth:
  • “If every time you make a decision, the only thing you think about is money, you’re always a prisoner.” (66:36)

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Notable Quotes and Memorable Moments

• On worthiness:
  • “Nobody’s going to get paid a penny more than they think they’re worth.”
    (06:19, Dan Martell)
• On abundance mindset:
  • “Your frequency, your energy, is what you frequently see.”
    (48:43, Dan Martell)
  • “Ask yourself, ‘How can I appreciate even more God’s grace and guidance in this moment?’”
    (50:13, Dan Martell)
• On self-sabotage and beliefs:
  • “You’ll never push for the goal if you think the outcome is negative... That’s what I call self-sabotage.”
    (09:50, Dan Martell)
• On generosity:
  • "If you see other people that are rich and you're upset, then go be rich. Take that resource and deploy it the way you want."
    (60:58, Dan Martell)
• On leaving a legacy:
  • “The work instills the worth... Confidence is eaten away when we’re not keeping the commitments we make to ourselves in private.”
    (107:15, Dan Martell)
• On greatness:
  • “Are people better after having you around them? If that’s true, that’s greatness.”
    (111:17, Dan Martell)

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Timestamps for Important Segments

• Opening and context / guest intro: 00:40 – 03:46
• Why hard work alone doesn’t make you rich: 01:07 – 02:24, 85:28 – 86:15
• Common limiting money beliefs & their origins: 09:21 – 13:41
• Identifying and shifting your money story: 25:08 – 29:13
• Shifting identity through environment and action: 43:44 – 48:23
• The formula for abundance mindset: 48:23 – 52:22
• Worthiness, value, and the role of skill-building: 06:38 – 08:27, 85:47 – 87:23
• The Buyback Loop: Audit, Transfer, Fill: 89:39 – 93:25
• Transformational Leadership in teams: 37:02 – 38:39, 98:12 – 103:08
• Habits that keep people poor: 84:13 – 88:29
• Real-life stories of breaking old money patterns: 10:24 – 14:41
• Money as amplifier & inspiration vs. showing off: 18:16 – 21:33
• Budgeting for experiences, not just security: 71:47 – 72:50
• Dan on closing open energy/money loops: 75:03 – 77:22
• Dan’s definition of greatness: 111:17

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Guest’s Actionable Takeaways

• Audit your beliefs and daily routines around money. Write down fears, limiting stories, and test whether they are objectively true.
• Focus daily on gratitude, opportunity, and abundance in your environment.
• Invest in skill-building, not just “working hard.”
• Surround yourself with people who normalize the level of abundance you seek.
• Separate self-worth from net worth—build both through action, not just thought.
• Document, delegate, and teach processes to build businesses (and lives) you love, not grow to hate.
• Make decisions focusing on experiences and impact (worth), not just financial cost.

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Final Thoughts & Resources

Dan Martell shares, “The work instills the worth,” emphasizing that confidence, value, and abundance arise from consistent, skillful action. He and Lewis deconstruct not only the inner game of wealth but the systems to make it sustainable and joyful. For listeners yearning to break free from a scarcity mindset, this episode offers both a spark and a roadmap.

Connect with Dan:

• Instagram: @danmartell
• Special resource: DM “Louis EA” for Dan’s assistant SOP (standard operating procedure)
• Book: “Buy Back Your Time”

Host: Lewis Howes, The School of Greatness

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“Are people better after having you around them? If that’s true, that’s greatness.” (111:17, Dan Martell)

Transcript

[A]

I have a brand new book called Make Money Easy and if you are looking to create more financial freedom in your life, you want abundance in your life and you want to stop making money hard in your life, but you want to make it easier, you want to make it flow, you want to feel abundant, then make sure to go to make moneyeasybook.com right now and get yourself a copy. I really think this is going to help you transform your relationship with money this moment. Moving forward, we have some big guests and content coming up. Make sure you're following and stay tuned to this episode on the School of Greatness.

[B]

If you became the person who could become rich, when you say what should they do? First it's they gotta focus on the abundance that's all around them because your frequency, your energy is what you frequently see. Dan Martel and is the author of the Wall Street Journal bestseller selling book Buyback youk time has taken the world by storm. Dan has founded, scaled and successfully exited three technology companies. I'm Dan Martell. I don't think we create success, we attract success.

[A]

Why is it people that seem to work extremely hard don't make that much.

[B]

Money because they're not working on the right things? They're working hard on the work, they're not working hard on themselves. When I think wealth, I think time and just the freedom. And when we think about value of the time, it's not how much you get paid for your hour, it's what do you think you're worth. So I learned a long time ago is nobody's going to get paid a penny more than they think they're worth. What's negative beliefs that keeps people broke? The rich people are evil. I think a lot of people that think, well if I was rich I would just hang out on the beach and do nothing, drink Mai Tais. The reason why you'll never be rich.

[A]

Is because how does someone identify what their current money story is from their past? And then how do you rewrite your money story to create more abundance versus scarcity?

[B]

So good. That's a great question. I've never told anybody. This message is brought to you by Apple Card. Each Apple product, like the iPhone, is thoughtfully designed by skilled designers. The titanium Apple Card is no different. It's laser etched, has no numbers and it earns you daily cash on everything you buy, including 3% back on everything at Apple. Apply for Apple Card on your iPhone in minutes subject to credit approval. Apple Card is issued by Goldman Sachs Bank USA Salt Lake City Branch terms and more at applecard.com introducing the new Dell AI PC. Powered by the Intel Core Ultra processor, it helps do your busy work for you so you can fast forward through editing images, designing presentations, generating code, debugging code, summarizing meeting notes, finding files, managing your schedule, responding to Nicole's long emails, leaving all the time in the world for the things you actually want to do. No offense Nicole. Get a New Dell AI [e-mail] AI PC how those ahead? Stay ahead.

[A]

Being smart with your money is one of the best ways to invest in yourself and your future. With State Farm Personal Price Plan, you can create a competitive price just for you when you choose to bundle your home and auto insurance. That way you can keep more of your money focused on your goals. Like a good neighbor, State Farm is there. Prices are based on rating plans that vary by state. Coverage options are selected by the customer. Availability, amount of discounts and savings and eligibility vary by state. Welcome back everyone to the School of Greatness. Very excited about our guest. We have the inspiring Dan Martel in the house. My man. Dude, good to see you, brother. Man, we have an honor. We have known each other for 15 years. We're here in my home studio in Los Angeles in the basement. I'm still trying to figure out what this is going to be called. The basement of greatness or something.

[B]

Downstairs studio.

[A]

Downstairs studio. You know, just trying to upgrade our life in the downstairs studio.

[B]

No, let's see. I think greatness something sounds better.

[A]

Greatness, basement greatness.

[B]

Something something. We're not there.

[A]

Yeah, we'll figure it out. It'll come to us. Yeah, but I've seen you evolve over the last 15 years as an entrepreneur, as a, a leader, as a father, as a husband and transform in so many different ways. And a lot of people know you for the SaaS stuff that you do.

[B]

Yeah.

[A]

But your newest book, which is all about buying back your time, has really helped people rethink what it means to be a human being in life and how not just towards entrepreneurship or as a freelancer or in business, but also anyone in a career, how they can reimagine their life to optimize their life with time. And the first thing I want to dive into, because you coach and work with a lot of nine figure entrepreneurs and my community, I think people that are coming to this are really going to want to understand about the three principles of building wealth first before we get into time. So I'm curious, with all the people you coach and work with, what are the three keys that they all have in order to build wealth sustainably and exponentially. What would you say those three things are?

[B]

Yeah, I mean, the first thing I'd say is most entrepreneurs, unfortunately, because they've never been taught different, end up building companies they grow to hate. Think about that. It's not the economy that takes a business down or an entrepreneur. It's usually the fact that they wake up one day and they look around and they hit what I call the pain line, which is essentially they have opportunity to grow, but the more they grow, the more pain they're going to feel.

[A]

So, and what is the thing they're. They have the most pain around? Is it their team? Is their customers, the clients? Is it the industry they're in?

[B]

It's the calendar.

[A]

It's their schedule.

[B]

Yeah. And it's, it's, it's maybe the way they hired where they don't have the right people or the thing they're selling is too complicated. And the more they do, the more their calendar explodes. So imagine you get an email where you could double your capacity, double your revenue, and you can't take that business on because that would mean more pain in your life. And you're already trying to get more time for the weekends, for your kids or whatever it is. I mean, it's tough and you're exhausted, you're. You're burnt out. And it's not the dream that you were sold. You sold yourself a vision of a future where the bigger this gets, more time you're going to have and the more freedom. And, and unfortunately, if you're not taught to do it properly, that's what ends up happening. That's what happened to me. The three things that I would say that people who've created wealth, and when I think wealth, I think of, like, time. And just like the, the freedom is, first off is they understand the value of their time. So, and, and when we think about the value of the time, it's not how much you get paid for your hour, it's what do you think you're worth? Because what I learned a long time ago is nobody's going to get paid a penny more than they think they're worth.

[A]

So if you wait, what's the difference between how much you get paid per hour versus how much you're worth?

[B]

I think there's one that materializes in the minute. How much did somebody just pay me for what I just offered? And there's, what do you think you're worth? What's your value?

[A]

But some people might say, well, I'm worth a thousand dollars an hour. Yeah, but they're not getting paid that.

[B]

No.

[A]

And you could. Is that delusional to think, oh, I'm worth this, but if the market's not willing to pay it, are you worth it?

[B]

Do it's such a good question. Here's why it's a great question. Is because there has to be a belief you're worth more than what you're currently getting paid, so you make better trades. See, if you think you're worth a thousand, but you're only getting paid 100, then you're going to start thinking about your time differently, where you'll say no to things that don't even look remotely close to 200, maybe a $300 an hour opportunity. Or you might decide to spend some money. See, most people spend time to save money. I encourage them to spend money to save time.

[A]

Yes. This is kind of how I grew up, you know, this is what people do. It's like, you know, we're cutting coupons, we're going to discount, we're going waiting in line for an hour to like save money, whatever it might be. It's like you wait or you spend time to try to save money. But why is that the wrong way to look at it?

[B]

Because if we're talking about creating wealth, the only ways we can create wealth is by making that hour worth more. And this is what's interesting is, is so the first part is worthiness, but the second part is increasing your value. So if you think you're worth a thousand, but you're only charging a hundred, or people aren't willing to pay you more than that, then you can say, well, how can I become more valuable? For me, the three areas I always look at is the character traits that I have. Right? Like you're not valuable if you're not somebody that can deliver on the commitments you've made.

[A]

Right. And so then are you worthy if you're not valuable?

[B]

Exactly. So I think that you have to start with a belief you're worthy, but then you got to back it up.

[A]

By action and, and by creating value.

[B]

Creating that value.

[A]

What, Developing skills.

[B]

Yeah. So it's character traits first off, right? Like just being somebody that shows up that honors their word. Right. Be impeccable with your language. Second would be skills. Like what. What skill do you currently have that's creating value? And is there a way to upgrade that skill? Right. Marketing, sales, etc. And then the third part, I think is belief systems. Right. So what are the.

[A]

What are the belief Systems that keep people bankrupt or broke.

[B]

I, I always look at two things. Whatever the, let's say the goal is becoming rich. There's two parts of this. There's the negative, there's this limiting beliefs you have about yourself, about being rich and then there's the negative beliefs you have about the achievement. So both of those are in the mind. So think about like limiting beliefs is like, well, I can't do this. I've never done this before and I know the person has those belief. If I hear the language and you, and you know what I'm talking about, this language, like could, should it be nice?

[A]

One, two. Yeah, yeah, yeah.

[B]

That language has the expectation of failure built into it. So, so that's the, the, the limitation beliefs. And then on the other side of the coin of the outcome is a negative belief. So what's negative beliefs that keeps people broke? The rich people are evil. There's no chance you're going to wake up to try to be rich if you believe rich people are evil or rich people don't pay taxes or rich people took advantage of somebody or rich people are unhappy.

[A]

Because if you believe rich people are evil, you don't want to become that belief of evil.

[B]

If I held a knife to your throat and said step forward, you'd be like, well, I don't want to step forward because I'll hurt myself. It's like, yeah, so you'll never push for the goal if you think the outcome is negative. So until we work through those beliefs. I see. And that's what I call self sabotage. The biggest work I do with entrepreneurs is understanding what are the unconscious beliefs they have that are literally self sabotaging their progress to winning.

[A]

What are the beliefs that most people have around money that are holding them back then? Is it that money's bad or people with money or takers or what is it?

[B]

Yeah, I think it's, it's anything negative. So, I mean, I know I had money beliefs around, I used to, I had this crazy belief that everybody had.

[A]

To go bankrupt, that everyone had to.

[B]

If you want to be successful. Really it was this weird belief that I, I read Donald Trump's book and I read a bunch of other people's books and, and when you look at the history, they all talk, you know, if you're really trying, you're taking risks and at some point you'll probably go bankrupt. So get used to it. So like, well, if I have that belief, how hard am I going to push to try to be successful if I've Got a young family, and I'm trying not to create pain in their life.

[A]

Yes.

[B]

So that one kept me playing small for a long time.

[A]

Wow.

[B]

Yeah. The other belief is, you know, what will other people in my family say?

[A]

I have money.

[B]

Oh, my gosh.

[A]

Do you ever feel guilty about the money you have?

[B]

I. I felt so guilty. Louis, you've known me for a long time. I didn't tell anybody I had money. I was quiet about it. I didn't allow myself to buy anything nice until I was 30. I made my first million at 27, multi millionaire at 28. And it wasn't until I was 36 I allowed myself to buy a McLaren.

[A]

It's so funny.

[B]

Isn't that crazy?

[A]

Well, so funny you say this because I still don't really buy myself anything. I mean, I bought a nice home.

[B]

You bought. Yeah. You bought a beautiful.

[A]

I'm buying, like, you know, I'm not buying things to, like, show off that I have money, though. Like, I don't showcase my home. I'm not, like, taking photos of it and posting it online. I'm like, look at me. My friend got me a Rolex for my 40th birthday last year. I think I've worn it, like, seven times, because part of me is still kind of like, should I be wearing this?

[B]

Talk to me about that.

[A]

You know, it's. Well, part of it is not my style. You know, I don't like.

[B]

That's fair.

[A]

You know, part of it's like, I just wear the same black thing. Just like you're wearing black.

[B]

I don't even wear.

[A]

Yeah, exactly. So that's part of it, then. Other part of this is, you know, I don't want to reject money coming my way by. By not wearing it. But it's also like, how are people going to. Are they going to judge me? Are they going to want more from me? Are they going to be thinking I should be doing more? It's just like, do you also. Do I want to attract some type of judgment that is unnecessary? I don't know. It's kind of a lot of that.

[B]

Well, and that is it. So you said a few things that I just want to kind of pull up to the surface is one of them is I'm worried if they expect me to do more. A lot of people don't want to call their shot or live a bigger life, because then that becomes the new floor they got to live into. So that's a fascinating one. It's like, well, I don't want to create wealth. Because then I have to maintain that. And if I lose and people will visually, publicly see me rise and fall. Yeah, that holds a lot of people back.

[A]

I'm not afraid of the rise and fall because I've been in the bottom, but it's the. That's.

[B]

Yes, 100%. And like, for me, it was. What would my family say? Like, oh, you're too cool for us now. Why did you get that kind of car? I remember, dude, I got the car especially Canadian.

[A]

Okay, you guys.

[B]

It was the only McLaren in the province I lived in. And they used to have to go to Montreal to get service. And I remember the first time I had it for almost two weeks. I didn't want anybody to know it was in the garage. I was. I was. I wasn't even sure how it was going to, like, ex. Like, be with it. That was really weird. And I remember the first time I wanted to go to the gym and drive it with my wife. We went and worked out every day, you know, Renee. And she wouldn't come with me. She took her car. Why? She didn't want to have to deal with what people were going to say.

[A]

Interesting.

[B]

So it's fascinating that, like, when people just kind of try on these. These ideas, like, what would it mean to say even a lot of my clients, I say, can you say I am ultra rich?

[A]

They can't say it.

[B]

Nope.

[A]

Why not?

[B]

I mean, they. Everybody's got a personal story. But what does that mean? Why does saying the word ultra rich rich scare you? Frustrate you? Like, you're the judgment. What is it? What is. What does it mean to you? It's just words.

[A]

What do most ultra w rich people say around why they can't own that they're uber wealthy by speaking about it?

[B]

I think there's a part of it that is. If I acknowledge it, then I'm different than other people. And they don't want anybody to think that. They think they're better.

[A]

Really?

[B]

Yeah. I mean, I'm that way, man. I don't want anybody to think that because I drive a certain car or fly around in my jet that I think I'm better than you because that's. And you're the same way. Like, we don't. Right. I don't. The reason I don't wear watch is because I don't like it to get in the way. I appreciate beautiful things in design.

[A]

Yes.

[B]

But yeah, I'm definitely. When I first got the McLaren, I was worried that people would treat me different. And guess what? They did, they do.

[A]

They look at you differently.

[B]

Dude, I remember it was awesome. I mean, I showed up, I went and did a talk at a rehab center. I'll tell you why. So I pull up to go. I do a lot of work with troubled youth, and every kid immediately, the, the like, they want to know what I have to say. Whereas before I'd show up in whatever car and then they'd be like, who is this guy? Isn't that fascinating? So, you know, perception is reality. But yeah, people do treat you different. And sometimes if you are comfortable with it, you can use that to fast track conversations. And if you're not okay with it, then it can be a source of a lot of pain. And I think that's, that's the mindset.

[A]

Who are the wealthiest people that you know, that you respect based on how they live their life and what are the things that they do that you respect the most about them?

[B]

Yeah, I'm going to say Gary Vee for sure.

[A]

I just interviewed him yesterday.

[B]

Yeah, I mean, Gary, what are the.

[A]

Characteristics about the wealthy like, Gary that.

[B]

You respect that he uses his money to create and to help other people? And I, and I would, and I would aspire to always be that. And that's what it is. And I think that it's. If you truly. It's like when people say, well, I don't need to be rich, and I'm like, cool, why don't you become rich? And then if you want to do good with it, then you can. Like, why wouldn't you accumulate the resources? If you think somebody else, the government, this other entrepreneur, this CEO isn't going to do right by having that money? Go get it and once you got it, decide what you want to do with it.

[A]

Right.

[B]

That's the way I think about it. So when I watch Gary, you know, create his empire and then reinvest it into content and helping other people and running these big events and building companies to inspire entrepreneurship and help and really, like, help other people around them become wealthy. I mean, we've seen Gary over the years make concessions for his career for other people.

[A]

Yeah.

[B]

I mean, dude, even the fact that he helped build his dad's wine shop, like, no, like most people don't know this. He built it to 60 million. He owned none of it.

[A]

Yeah.

[B]

And was paying himself maybe 100k a year. Dude, I don't pay my CEOs 100k a year if they're generating 60 million a year.

[A]

Right, right.

[B]

That's not how the math works.

[A]

Sure.

[B]

So he inspires me. Just the way he shows up. I think, you know, Alex and Layla Hermosi, friends of ours, like, they. They do the same thing. They're. They're very much like, how do I use this to create more? How do I buy back my time? Like, because I really think it's about an experience. And a leverage thing, like, wealth should be an opportunity to live a full, a more fully developed life. Right. Like, I think the word empire subtitle my book. I believe an empire is a life of unlimited creation you never have to retire from. And I think everybody should want to aspire to do that.

[A]

Interesting.

[B]

Just be a creator. That's why I talk a lot about artists and creators in the book. This. The book's really meant for people that are starting off because I don't want them to get the wrong headspace for what it means to be successful. And I try to teach them how to value their time. The math behind it, the value of it, the worthiness. And then allow yourself to. If you have a desire to drive a supercar, don't tame it. If you have a desire to own a jet, don't tame it. There's nothing wrong with that. Live in a beautiful home. I think the number one thing you could ever do for somebody else is inspire them to live a bigger life. And you don't inspire people by playing small.

[A]

And to add to that, though, what is the difference between inspiring people and showing off?

[B]

It's the intent. Think about it. Money is an amplifier. That's it. It's not good or bad. It's like a fork. A fork can be used to hurt somebody. It could be used to nurture somebody. It's a tool. That's it. So some people buy the Rolex because they're trying to fill a hole that says, I'm not enough. Maybe this will make me feel worthy of that affection. Other people get it because they understand the history. And from a engineering point of view and a story, maybe their grandfather had one. They want to wear it as a reminder of that. Or. And it could be like, this is the cool part, is that it's not necessarily the thing. It's the story behind the thing. Is that fun? Like, that's why I help people kind of rewrite their money stories. Because then if we. If we say, okay, like, I had a client, he was worth, like, you know, 50 million, and he couldn't bring himself to. He had. He had a car he wanted to get. I think it was. It wasn't. It was like the, the new Corvette, okay, the C8, brand new rear engine Corvette. And he. And he couldn't bring himself, okay, guys worth 50 million cars, like 100 and some thousand. And I said, why is that? And his mindset was always about, well, if I do that, then I'm taken away from something else I could help somebody with. And I said, cool, I totally honor that. I appreciate it. I said, but what if you got the car to help inspire other kids that were just like you? And I could see the light bulb. And he goes, oh. I said, so talk to me about what? Just you just. I saw the math click. And he goes, well, if I got the car, then I could use it for charity rallies and I could do it. I could go to schools and I could, like, go to car shows. And I go, now we're talking. See, if you have a thing, a house, and you don't host people there, right? You have a company, but you don't allow the resources to be leveraged by your team to do good. You have money, but you just try to hoard it and keep it in one spot and not. Not use it to create experiences for yourself. That's, that's where I think people get prisoner of money. And here. And here's the thing. And I got this from one of my friends. I really like the way he framed it. He said, it doesn't matter how much money you have, a hundred thousand or a hundred million. He said, if money is the primary decision, you make a decision, you're a prisoner. Said, money needs to be a consideration, but it can't be the primary reason.

[A]

Why you do something, why you create something, make something, start a business. It has to be a consideration.

[B]

It has to be.

[A]

You can't just say, I want to do this, but I may make no money. You have to be thinking about the money as well. How much do you think about the money versus the impact when you're making a decision? Exactly how much should you do?

[B]

I think impact should be at least 50%. I think the money should almost be. Let's not be wasteful, but I think we should listen to our heart and say, that's what I feel called to do. If you feel called to, you know, charter a boat and invite all your friends on it to create a magical experience, you know, I think that is a beautiful thing. And, and economically it might make no sense. You know, calling my dad and sharing with him some of my travel stuff I'm doing, he for sure would go wasteful. Makes no sense. Why would you do that. But again, different mindset, right? He had a belief that money didn't grow on trees and there was a limited supply. I have a belief that to the level I'm creative and resourceful, it's unlimited.

[A]

Let's go dude.

[B]

But that's true because you've experienced it. Yes, right? To the degree that I can create opportunities for people or feel a certain way, then all of a sudden I attract it into my life. Then I need to show up. And always. That's why the desire to help other people should be at least 50% of every decision, because it's actually a better way to live.

[A]

The School of Greatness is sponsored by Airbnb. Martha and I both share a love for traveling, and lately I've been going to Spain for a lot of my handball training. And Martha is often traveling too for different projects. There's something about stepping into a new country or city that just refreshes us. Some of my best memories, whether from work, sports or just to recharge, have come from exploring a new place. Now think back to your last trip. While you were away, was your place just sitting there empty? The same way you're excited to discover someone else's city, there are people out there who are excited to visit yours. Hosting on Airbnb while you're gone can be a practical way to put your space to use and help balance out some of your own travel expenses. From our experience, hosting has always been easy and straightforward, and whether you're on the road often or only once in a while, it can be a smart move that fits naturally into your lifestyle. Your home might be worth more than you think. Find out how [e-mail] host you ever walk out of the grocery store or fill up your tank and just think, how is everything this expensive? Feels like prices are going up everywhere and how great would it be if just once something actually just went down in price? Well, at Metro, that's exactly what's happening. They've lowered their prices and are giving you a five year price guarantee on talk, text and data. One line now 20% lower. Family plans also lowered. Oh, and you also get a free 5G phone, all with no ID required and no activation fees. Stop by your neighborhood Metro store, visit metrobyt-mobile.com or call to find out about their amazing offers. Bring your number not available if currently at T Mobile or with Metro in the past 180 days. Guarantee covers monthly price of on network, Talk, text and 5G data for customers activating on an eligible plan Exclusions apply. Details at metro by t-mobile.com When I get a good night of sleep, I feel unstoppable and I think I've finally cracked the code for consistently getting good sleep which is adjustable pillows, specifically the ones from Coop Sleep Goods. And I'm telling you they've made a huge difference. Not just for me, but also the 86% of coop sleepers who've reported better sleep after switching their pillows to Coop. Add or remove fill from the pillow to support your body's unique neck and spinal alignment. Every pillow comes with extra memory foam and and microfiber fill. Take Coop Sleep Goods Online Better Sleep Quiz to find your perfect pillow style and get a free pillow consultation with Coop's sleep expert to optimize your sleep. Plus Coop offers a 100 night free trial too. When I took Coop's sleep quiz, I learned that the cool plus adjustable pillow is the best choice for me, which is so accurate because I hate feeling like I'm overheating while I sleep or I'm sweating when I wake up. And this specific pillow is made with gel infused memory foam which is designed for 50% more breathability. Coop it just gets me Upgrade your sleep sleep visit coop sleepgoods.com greatness to get 20 off your first order. That's c o o p sleepgoods.com greatness. You mentioned money story. How does someone identify what their current money story is from their past? And and then how do you rewrite your money story to create more abundance versus scarcity?

[B]

So good. That's a great question. So what I do with people is I ask them to sit down and say as it pertains to money being rich and let's call it like being rich, what are all the negative beliefs that you have around that language and really sit with that for 15 minutes, don't move on it. Well and I and I've had people say the craziest things and crazy to me but maybe obvious to a lot of people listening the first one. I remember one time they said that rich people don't pay taxes. That's fascinating. And what I paid a lot of taxes. I'm like I know how much I write. I I and I want to pay taxes. The more taxes I pay, it means that I've obviously created more wealth. Like I have no problem paying. I don't want to pay one penny more than I have to. But I have no, I have zero problem. And it's funny how that belief well what is that? Why does that matter to you? Well, I don't want to make. I want to give a penny more to the government. I have to. Interesting. So you have an anger issue against your government that's stopping you from being wealthy because you don't want to pay more.

[A]

So you don't want to make more because you don't want to give more.

[B]

Dude, it's so fascinating, right? When people literally say, like, well, I don't want more because I might make, you know, if I'm wealthy or rich, my sister might be upset with me. Talk to me about that. Well, last time I got a raise and I told her, all of a sudden she didn't talk to me for three weeks because she thought I was better than her. That's interesting. Let's talk about that. So I always go to three questions when this stuff comes up. Is number one, is it true?

[A]

So first off, right off, all the beliefs. Write all the beliefs on your money story.

[B]

Yep. Yeah. Then for each one of them, the first question, is it true?

[A]

What if they believe it's true?

[B]

Well, is it really true? Is the follow up, is it true, comma, is it really true? Is there a scenario where that's not true? And for most people, if I say, is it really true? They're like, well, no, it's not really true. It's like, cool, let's start there. Second question is, what would need to be true for that not to be true? Because that's another great question. It's like, well, I don't want to pay taxes. Like, perfect. So what if you had a tax expert that specialized in making sure that you didn't pay a penny more to the government? You had to. Would that solve the problem? Cool. Because again, it's. It's not about overcoming that. They don't believe it anymore. It's resolving the belief. So if I then found a firm that I knew would help me not pay the government one penny more, then I could push harder. Right? Because again, people don't want to grow if they have a negative belief of achievement. So once we resolve that, then we move it forward. Now, the third question is, how old is that belief?

[A]

How long have you been thinking about it? Or how old are you? When you came up, when did that start?

[B]

Yeah, you know, I'm talking about seven.

[A]

I was 10. I was nine.

[B]

I saw, you know, I saw my dad, you know, upset, and he made a comment, and that stuck with me or my dad. My dad used to say that. It's. It's fascinating. He used to always say to me that it's not what you make, it's what you spend. Okay, which is good advice on the surface. It's not what you make, it's what you spend. So you could make a million dollars a year, but if you spend a million in one, then you're no worse off than somebody that didn't make any money. But what I took that and internalize it for my 20s, in my 20s when I started in business was every dollar I was an expense, was I was taking it away from me. So think about the concept of buying back your time. My belief if I spent a dollar, then I was taking away profit. So I tried to do as much as I could to save. Save. Dude, I was like, I was making like, you know, hundreds of thousands a year. And instead of investing in the business, I was constraining it, I was choking it from its potential because I wouldn't in, I wouldn't let a dollar go if it wasn't absolutely necessary. And the challenge, if you understand business is that it requires an investment. And what happens if you make good investments? You get a return on that investment. And if you get really good in business, then the more investments you make. Like when I ask somebody like, how much do you pay for a customer? Well, I pay 10 a customer. How much is that customer worth to you? A hundred dollars. How quick do you get that? A hundred dollars within the first month. How many ten dollar bills do you want to trade for a hundred dollar bill?

[A]

Right.

[B]

So what's your marketing budget? But originally they'll say, well, my budget's 10,000amonth. I go, no, it's unlimited to that. You get that $100 bill for every 10 that you put in. It took me six years of being in business and, and, and choking the potential of the business till I flipped the mindset of, oh no, it's not what you make, it's not what you keep, is literally what's the return on the growth? Because the real value in a lot of businesses, yes, it's the profit. But even more importantly, it's what's the business worth to somebody else? Because to the degree that, and this is what I talk about in the book, to the degree that I can build a business that doesn't need me to grow and that it has predictable revenue, predictable profits, those two equations equals how much it's worth to somebody else. And for. And that's what happened to me at 28, when my company got bought. My first company I sold. That was when the photo, even before that, that one that was the one that really set me up to then do a bunch of other stuff. But that's when I learned that yes, you can't be not profitable, but at the same time don't constrain the business from its potential growth. Because if you can build a business that doesn't require you to run and is predictable profit, then it's going to be incredibly valuable to somebody else or.

[A]

For someone like you, where the business requires some of you to grow. Your personality, your likeness, your knowledge, your wisdom, your content creation, all of it might be. How do you justify that when it's a personality driven totally. Or expertise driven. There's a lot of creators who are watching a lot of solo entrepreneurs.

[B]

It's my favorite question that are they're.

[A]

The experts, they're the face and they feel like they need more of them in order to grow.

[B]

Here, here's the way I would think about it is we got to reframe the problem we're trying to solve. Because I think the problem, you know, I call them puzzles, not problems. But the puzzle is what, what is true about the business. So do you need to be the person that creates? Yes, but what parts of it? So I have this framework I teach in the book called the 108010 rule. The 108010 rule. I saw Steve Jobs do this, Gary Vee do this, and honestly, most massive creators at scale, Jimmy Donaldson, Mr. Beast talks about this is they'll be involved in the first 10%, the ideation, the creative, and then they'll hand it off to a team that executes and then at the very end they'll come back for the integration. So what I do and what a lot of people do is I resolve to be the talent and by design in my company, where I am the talent, that is my role. I have a general manager that runs that company. So I don't do one on ones. I don't do strategic planning, I don't manage finance. I don't, you know, I mean with.

[A]

The whole team, you're just talent.

[B]

I am literally talent. When I wake up, the team says, I need this from you, this from you, this for you. I negotiate and, and then I try to figure out like, do you really need me to do that?

[A]

Negotiate your time 100%.

[B]

And then also like, hey, we've got revenue. Can you spend some, invest some to go get 80% of this project done that I'm not going to do. So for example, a lot of the creative projects we have like writers that help us with it, that come with the ideation that go research all the videos I might have done, and they present the solutions. Right. So it's really about just looking at your calendar and saying, okay, I want to be the person on camera. That's the thing. I can't. Until AI and maybe neuralink or whatever gets good enough, I'm doing that. But anything that isn't that, I'm not doing it. So. So create a forcing function, a decision to say, I'm the talent team. You guys want to grow the revenue, try to come up with ideas that don't require more of my time.

[A]

Right.

[B]

So that's the puzzle.

[A]

That's big.

[B]

That's the question.

[A]

But then you got to figure out how to hire the right people and people, you know, all that stuff.

[B]

That's the business stuff that's.

[A]

That's challenging.

[B]

Yeah. No, and that's why I talk about in the book test first hiring method. Like, what's that? So the test first hiring method is the idea that, you know, I got this from Seth Godin, you know, a long time ago, you know, Clay Bear. He introduced me to Seth. I'm in New York, and we go to his favorite ice cream place. That was when I was doing Clarity fm, and I was just so excited to meet the legend or Seth Godin. And we're talking about Clarity, which is a marketplace for entrepreneurs get paid over the phone. And that was cool. It was like kind of LinkedIn had a call button. But in our conversation with Seth, we were talking about people and talent because we had just raised a bunch of capital and we're hiring. And he goes, yeah, I have a rule. I just, I can't work with you until I work with you. And I said, what? What does that mean? And. And he was just like, he was ready to move on. I was like, I can't move on. What does that mean? And he essentially says, before I work with anybody, I do a project with them. And I'm like, I don't do that. And that was a big aha. And I said, tell me more. And he tells me what the whole process. So over the years, I've. I've developed kind of a three part way of how I hire. And the first part is people have to submit a video answering questions that are very clear, and they have to figure out how they upload the video to give me the video. And why do I do that? Well, first off, I want to make sure they can read the instructions and they can shoot a video and talk to a camera, which is really important. From a communication point of view. And, and they can. Technically they're advanced because, I mean, we're, we're doing distributed teams. I don't have time to teach you how to use Google Docs. Right, Right. So can you record a video and upload it and get a link and then put it in the submission for the application? So that's step one. Step two, we do a profile assessment. So a lot of people hire folks and they're like, man, this person just isn't like the lights aren't on. You know, you're talking to them.

[A]

It's like, what's going on?

[B]

Did you hear what I said? Turns out you can test for a lot of this cognitive intelligence. Yeah, yeah. So we have a profile assessment that not only does it do their kind of the cognitive side, it also does just their, their, their default behaviors.

[A]

See, I think their personality style too.

[B]

Dude, it's all that. Because the best hire is somebody that selfishly has a desire to be better at the thing you hire them for. My favorite question is to ask somebody, in five years we can't be working together. You wake up and you're living your dream life. What does that look like? And they explain to you exactly what they want to do is what you need them to become in your company. Game on.

[A]

Right.

[B]

So that's step two. Step three is the test project. Here's what's different about the way I do test product. A lot of people like, oh yeah, we do test projects. No, we simulate. So whatever the role they're going to do is what they do for the test project. So I just hired a CEO to run one of my companies. His test project amongst the four other candidates was to create a 90 day plan. Because that's the first. You know what I mean? So whatever they're going to do when they start working for you.

[A]

Yes.

[B]

Is 100% what the project should be. And that's why it's called the test first hiring method. So before somebody ever gets to the end, the other rule I have is I always have to have three really good candidates, which it sounds like a lot of work and it is. But the chances of you not hiring somebody that can hit the ground running and add a lot of value to your business is very, it's limited.

[A]

What happens when you hire fast and you don't have three potential candidates to make a decision from?

[B]

It happens sometimes. Especially if it's like a key role, specialized role. I mean, we'll look for it and just manage the expectations. The big thing that we do that's quite different is we document everything. So if the person comes in and they don't pan out, at least we have a process so we're not left hanging.

[A]

Sure.

[B]

But it's never usually a good. And it also think about what it communicates to the person that you're hiring. Right. If they go through this process, they're thinking to themselves, I'm joining a killer team.

[A]

Right.

[B]

So, like a lot of times, really, senior director level above hires we're making, they're so impressed with their process that they almost want to come work for us as they're going through it, because they're thinking, if I had to go through this.

[A]

Right.

[B]

Imagine the other people I get to work with.

[A]

Yeah.

[B]

You know, so I think that's the. The business part is. Is always interesting because, yes, you have to figure out how to be the talent, but then it's always about the people. I think we build the people. The people build the business.

[A]

Exactly.

[B]

So our job, and I call it teach, not tell. So this is a very. You're going to love this. So when I have people that work for me, I don't tell them what to do. If I see something they're doing wrong, I write it down. I create a training, I teach it, and now I have a standard. So essentially, when I'm coaching people and they say, you know, my team's not figuring it out or they're too slow or I don't feel like the risk takers, I. I hear it all. I go, cool, make a list. What's on your list? And they're like, well, they don't. They don't. They don't collaborate in meetings or they don't take notes in meetings, or they're. They're slow on email replies or whatever it is. Make a list. All of them. 13, 14 complaints about their team. I said, cool, now show me where you've done a training on how those things should be done. Right. Well, I don't.

[A]

Right, right.

[B]

That's the problem. Right.

[A]

Or maybe they said, well, I told them one time or twice, but no, no, no. Yeah, yeah.

[B]

Not tell.

[A]

You have to show Teach.

[B]

You need to show me where there's a video that. If I watch that video and I follow what you told me are the five ways that I need to collaborate in a meeting, that when I show up in a meeting and I don't do it, you pull out that video and say, hey, you remember this video you watched? Let's talk about the way you showed up in that last meeting, Right. And see what's cool about that is just so simple. Is great leaders and you know, this look at the people they've led to the degree those people have developed and grown, that says, you know, if you look at any organization that's performing, I will show you a world class leader. It's impossible for you Boy Scouts, you know, organization, businesses, media companies. If you, if you point to this company's doing awesome, I will introduce you to a world class leader.

[A]

Right.

[B]

And that leader is really good at developing people.

[A]

Wow.

[B]

That's a skill set.

[A]

How important is creating bulletproof processes for your teams in order to grow and scale?

[B]

If you have an issue on your team, you have two options. It's either people problem or a process problem. So I default to assuming positive intent. I call it API. Assume positive intent. If there's a mistake, I assume somebody wasn't properly trained. So I always go to.

[A]

The process is broken.

[B]

It's the process. So I always ask before I get upset, I go, can you show me the process that led you to create this outcome? And sometimes they'll be like, well, I don't have one. It's missing. So I don't get upset at the person. And then if they have it, I look at it and there might be a step missing that causes the issue. Cool, let's add it together. Well, I'll just be like, can you add that step? See, right there. Enter boom, boom, boom. It's done then. Now I have something I can hold them accountable to. But I think as a default, people, especially entrepreneurs, we're kind of crazy. CEOs are crazy. In case they didn't know that. Like, I'm very self aware. I always want to go to the process. But once the process, that's why.

[A]

But once the process is in place and then there's a breakdown continually, then they're not following a process.

[B]

Yep. And then it's their decision if they want to not step up to the standards. Right. I think people, at the end of the day, if you don't have a process, a system, they'll fall to the level of your systems. So you need to train them. They have to exist. And then that's how you build a company that doesn't require you to run. And people, some people are like, well, I don't ever want to sell this company.

[A]

Cool.

[B]

I would still encourage you to build it in a way that you could sell it. Because a company that could be sold is a great company to own. Right.

[A]

And that's how there's less breakdowns, and you can hire more people and put them into the process and.

[B]

And think about just what's fun in life. Like, my whole philosophy is, I want to wake up every day and go back to back. Awesome stuff.

[A]

Yes.

[B]

Fixing a problem that keeps happening is not fun.

[A]

Not fun.

[B]

Hence why a lot of people build companies that grow to hate. It's the way they built it.

[A]

Yes.

[B]

So as soon as you get to a place where you resolve a problem, and that's why I teach the framework, the camcorder method in the book. This is how we create processes in my life, is when a problem happens, I solve it. I never want to have to revisit that. And then every time, it's new problems. Like most entrepreneurs, I know you're this way, Louis. It's. I'm addicted to my expansion. I don't want to revisit something I've already overcome.

[A]

Yes.

[B]

And having new team members, sometimes it feels like, oh, I got to teach them again. And here's what's crazy is whenever you feel that way is why you might not want to grow the business. Because if I grew it, it would probably that person wouldn't be able to grow with me.

[A]

Right.

[B]

So I'd have to let them go, which means I have to hire something new, which means I got to train them. So that's a lot of people, because they don't have those systems in place, they actually will stunt their growth.

[A]

Wow.

[B]

Isn't that fascinating? It's really cool. Like when you sit down with an entrepreneur that's got a business and you're like, okay, where are the opportunities? And they're like, well, I can't do that because of this. It's like, talk about that thing, that person. Yeah.

[A]

So when someone starts to develop their. And get to be aware of their money story and they start to identify their story. Is that true? Is that really true? And they go through these steps, would you say that when they're clear on their money story, they then have a money personality or identity?

[B]

I think it definitely is identity.

[A]

Identity, yeah.

[B]

And we've all heard. You know, one of my coaches, Ed Milette, talks about. About this a lot. Right. The whole idea that, you know, whatever our identity is around our wealth, our love, our relationships, it's like a thermostat, Right. If this room is got a thermostat set at 80 and it gets hot, the cooling is going to kick in. It's going to cool us down. If it gets cool, the heater's going to kick in, it's going to heat it up. And everybody has an identity around money and especially worth. And you know, some people, it's fascinating to watch, they can just go look at their bank account. Usually it oscillates between the floor and the high. Right. And some people, it's overdraft is cool and it is like no problem. Other people, if they don't have 5,000 in their bank account and savings, they freak out. So it's interesting from a. Working through the beliefs is trying to figure out how do I make the old high the new low?

[A]

How does someone break through?

[B]

Then you got to do the belief work. You have to understand what beliefs you have about breaking through. Because if the low happened, if you looked in your bank account or you stepped on a scale, you step on a scale and you thought it was going to read a number and it read 20 pounds heavier, you're going to make a completely different set of decisions that day. Right. About what you have for breakfast.

[A]

Right.

[B]

Do you go to the gym? Of course you're going to the gym. You're like, what am I doing? 20 pounds heavier? I didn't know that was going to be there. So what happens is you need to trick yourself into making the old high the new low and act as if it was this. The best way to fix your identity is get around other people. Yes, we know this. I mean the environment. It doesn't matter how motivated or how much positive motivation you have about being warm. If you're sitting inside a commercial freezer, you're gonna be cold eventually.

[A]

You're gonna get cold.

[B]

Yeah, you're gonna be cold. So it's like how about we move you out of the freezer into a warm room and all of a sudden that warm room is your peer group. Right. And I always say if you're the, if you're the big dog in your city, you might want to look around. Right. If you're the smartest person on your street, find another street.

[A]

Yes. So what would you say is the process then from shifting out of a belief system of scarcity or lack around money into abundance and prosperity? Would it be around the story first, then shifting your environment around people you're with so that your identity starts to shift? How do we shift our identity to become wealthier minded and wealthier materially?

[B]

Yeah, it's beautiful. Question.

[A]

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[B]

I love it because oftentimes I'll talk about the chocolate and the broccoli. You know people, sometimes you have to communicate the chocolate because that's what people really want. But what they need is the broccoli. So the chocolate for a lot of people is success. It's rich, it's money, it's accolades, it's recognition.

[A]

It's it's all that and what is the. And point. Put a note in on that. What is the thing that people usually want? Is it they want financial freedom? Is they want status, they want options. What is it people really want when they think around wanting more money?

[B]

I think it's, I think the word that comes to most entrepreneurs when I ask them this question and I do, I run big events and I say, okay, why do we start the business? One word, write it down. Go. It's freedom.

[A]

Freedom.

[B]

It's freedom. Freedom means the ability to do what you want with who you want, anytime you want. Which is a. Is interesting because it's a bit of a fallacy. Right. I can actually. Your work ethic is a byproduct of, of your gratitude. Think about that. I think a lot of people that think, well if I was rich, I would just hang out on a beach and do nothing, drink my ties. The reason why you'll never be rich is because that's all you would do with that resource. If you became the person who could become rich, you would have a different character trait that would. You would not be like, I don't want to waste my day. Yeah, I've done this for 14 days in a row. How many more days am I going to just hang out on a beach.

[A]

And do nothing, get bored?

[B]

So it's fascinating that some people that are broke have a belief about what they would do in their rich and it's the reason they'll never be rich. Because that energy will never bring that to them. Right. So when you say what should they do first? It's. They got to focus on the abundance that's all around them.

[A]

So start paying attention to abundance around you.

[B]

It's, it's. You can wake up and you can decide that the world has scarcity and negativity and lack of. And you will find evidence of that. Or you wake up and you decide that the world is abundant and there's positivity and there is so much opportunity around me and my job is to just keep my eyes open for the rest of the day and not like, yeah, because your frequency, your energy is what you frequently see. Want people to hear that. Your frequency, my energy is what I frequently see. You know, and that was. I was excited my boys came in here. I wanted them to meet you because you're one of those people where I'm like, Lewis is such a good and positive like you need to feel that energy. So it's. I'm never surprised when I meet somebody that's Successful. That's positive. Because of course they are. Because look at the way they. They look at life. So I think the first thing, any person, no matter where they're at, doesn't matter how much money they have or have nothing. They can decide, hey, in the last hour, did I focus on opportunity? Did I focus on gratitude? Did I focus on abundance? Or was I complaining? Was I seeing the. The downside of my situation? Like, one question I asked myself a dozen times a day. Louis, I've never told anybody this. Anytime I feel any lack, and it happens all the time, or frustration, you know, I meant to be somewhere on time, I'm running late, or, you know, my driver, something happened. I always go to this question, how can I appreciate even more God's grace and guidance in this moment?

[A]

That's cool.

[B]

Any. Anytime. It's like a cleanser. I could be sitting here and I'd be like, oh, man, I wish I would have had something to drink before I started, or whatever. And I'd just be like, how can. In my mind, I just asked myself, how can I appreciate even more God's grace and guidance in this moment and immediately see how it just changes the scanning of the. The world. All of a sudden I'm like, oh, I'm warm.

[A]

Yeah, that's cool.

[B]

Or, hey, I'm here with my buddy. That's cool.

[A]

I'm healthy. I'm healthy.

[B]

Oh, my gosh, I'm breathing clean air. That's cool. I have. I have resources. I have friends. I have rich relationship. I just got back from vacation. Like, there's as soon as you. And that's why I think questions are probably one of the most powerful tools we have. Because if you ask a more powerful question, you'll live more powerful life. And that is my. That is my question. It's my primary question that I use to try to reset it so it's. It's not about, like, go get another skill or character trait or change your belief. It's really about, like, can you decide right now to see opportunity all around you? It's there. Yes, it's right there.

[A]

You mentioned frequency. How important is it for us to shift the frequency of our thoughts and our emotions in order to draw in more financial opportunities? And is money attracted to a certain type of frequency? If so, what is that frequency?

[B]

It is. I think the number is like, 433Hz or something. Like, I think I saw it with times, like, the money frequency is 433 hertz. I don't know. I do know this in my kids playroom in our house, there's a chart and it's. And it's essentially a spiral energy chart. And there's a downward spiral and upward spiral. So the feelings on the downward spiral are all the things you would assume, you know, anger, frustration, sadness or whatever. The upward spiral is things like gratitude and joy and laughter. So when we think of our frequency attracting, because I don't think we create success, we attract success. And Jim Rohn says this often. Right. We attract success by becoming an attractive character. So.

[A]

So an attractive identity.

[B]

Yes. I mean this is, I hope, I hope people can resonate with this. People want to do business with people they like that are positive, that make problem slash puzzles not an issue, Easier.

[A]

Yeah, yeah.

[B]

And oftentimes it's not even do you have the skill to solve the problem is when you work on a problem, are you joyful, are you kind, are you funny about it? Do you take yourself seriously or do you just. Do you crack a joke from time to time? Yes, because that's what people want. I want to be around people that make life lighter, not make them harder for me. So I think that energy, that's why I tell the kids, because check this out. If you woke up today and you don't feel proud of where you're at, I can guarantee there was a day back in your past six months ago, six years ago, it doesn't matter when, where you went from an upward spiral to a downward spiral. And that one day, that one decision, it was little, where you got upset at somebody when you knew you knew better, you didn't apologize, you should have been quicker to apologize. Something happened to you, you assumed that they were trying to be malicious, you should assumed a positive intent and you started to downward spiral. Isn't that interesting? Like if you wake up and you're 20 pounds overweight, there was a day where you ate a little bit more than you should have and you didn't go to the gym. It's never like the one day, it's the multiple days. That's why for me, that upward spiral, downward spiral and the energy and that frequency, it's something I've been teaching my kids since they, they could understand language. Wow. Oh yeah. It's because again, it's who you are, attracts things into your world. The world isn't as it is, it's as you are.

[A]

But how come you know, people watching and listening might say, that sounds great, Dan and I understand that, but why are there so many wealthy or rich people who are nasty and are mean and treat people poorly. How do they have money still?

[B]

Because money is not. And Tony Robbins talks about this. He said there's a science of success and then there's the art of fulfillment. So there is a science of being successful just like there's a science for being healthy. And if you go into a caloric deficit and you do hypertrophy training, you will be ripped. If you sell something for way more than it costs you to make and you can scale it up, ta da, you're rich. The art of fulfillment is completely different. And that's the, that's the world we live in.

[A]

But we're talking about frequencies also.

[B]

Yeah.

[A]

Like personality and frequency and identity and beliefs and attitude which I believe. Also when someone, when I'm at a restaurant and someone is like just got the most positive attitude who's waiting on us, I'm like, I want to over tip. Right. I want to give more because I appreciate and I value positive energy. So I value that. But there's a lot of wealthy people also who are mean and angry short. Exactly. And all those things. And just like, you know, the least amount of tip or whatever it might be. And so how do they get away with it or how do they succeed in spite of a lower energy frequency in some way?

[B]

Yeah. It's such a great question because I'm not saying you can't be successful or rich without it. It's just then you don't have the fulfillment.

[A]

Right, Right. And it can be that. But then you don't have good relationships and you might be.

[B]

But let's talk about what they have that the people that are looking to create and have impact and have more fulfillment should consider. It's the worthiness. See that person that uses what I call dark energy to create and I use it too in my early 20s proven all those people that ever second guess me, I'm going to show them I'm going to win so big that it's going to be undeniable that they were wrong. Like that was a very dark like kind of diesel.

[A]

It drives you.

[B]

It, it was powerful. It's got a lot of torque problem. Is it also. It eats at you, it's dirty, it feels hard. And I think that's why you see a lot of billionaires want to be Buddhists, but you don't see any Buddhists.

[A]

Who want to be billionaires because they got the fulfillment. They don't need the money to feel good.

[B]

They don't realize that I could have felt good the whole time.

[A]

Yeah.

[B]

That's a beautiful place to come from. Right. And so what I would encourage people that want to be more full of positive energy and be successful to consider is just know that you're worthy of it. Because it doesn't matter how great of a. And we all know these people, they're so kind, they're so giving, but almost to a fault. Right. They create opportunities for people all the time, but they don't feel worthy of getting a piece of it or being participating it or collaborating around it. Wow. So they lack. Yeah. I have a friend, that mutual friend that I know, he's given to me for 15 years, and I continuously ask him every year, when can I help you? And he's just like, oh, it's all good, man. I don't want to bug you. Wow, dude, that's not cool. Like, for real, man. Like, I really want, you know, and now I'm like, kind of upset. It's like, hey, man, like, do you think my help ain't good? You know what I mean? Like, what's going on? Right, right. So I do think some people can be financially successful, but when it comes to the art of fulfillment, that that takes a different process.

[A]

So I want to get back to.

[B]

This.

[A]

Process from identifying your money story and then realizing that's your money identity and personality once you've created, identified that story and once you've realized, okay, this is my identity, this is my personality, and this is how I make decisions day to day. Or this is how when money comes in my bank account, I feel something. I either feel excited, I feel anxious, I feel avoidance. I have this attachment style to money.

[B]

Yeah.

[A]

How do we break free of an attachment style to money that is harming us so that when money comes and goes, it flows, it feels good. As opposed to anxious, avoidant or stressed emotions. Because growing up, I had a lot of anxiety around money. And now when money comes to me, I say, thank you, I appreciate it. I don't care if it's a penny or a hundred thousand dollars that comes in the bank. I'm like, thank you. And I learned this from my friend Ken Honda. He said, when money comes to you, ask it where it wants to go. He said, where do you want to go? Do you want to go towards food? Do you want to go towards rent? Do you want to go towards giving it to people for free? Do you want to go towards investing in something? Where do you want it to go? And I like that philosophy of like, just paying attention of where you want it to go. What else Would you say that we should be considering around when money enters our account or it comes in our hands, what should we think and what should we do with the next steps?

[B]

Yeah, you kind of touched on it. I think that one belief I would encourage people to consider that would help with the receiving is the belief that you're a steward of it. Oh, okay.

[A]

Some people can't receive money that well. Right. No, it's hard for them to let someone pay for them for a meal or to take.

[B]

Not only that, they. They stress themselves out. If I put a million dollars in a lot of people's bank accounts, they'd be worried that somebody's gonna rob them tomorrow. They'd be worried that they're gonna mess it up and the government's gonna say, you now owe us $2 million. Like they. There's so much angst around receiving. And one of the big ideas that.

[A]

I got, a worthiness conversation. Is that a value conversation. Why is there angst around receiving?

[B]

I think it's a. A fear of not knowing. Right. Because it's new. A lot of people, you know, I call them factor of 10 problems. Most people start with $10 problems. And those are. Those are meaningful back then, right? Cell phone bills, a little extra, and you're like, whoa. And you're calling up and you're spending three hours trying to get that $10 back.

[A]

Yeah.

[B]

And then. And then we go to $100 problems. Right. And then thousand dollar problems. And if you think about the mindset to the degree that we can become comfortable with bigger quality problems. I remember Oprah one time she was being sued by my. The mad cow people because of something she said on the show for a billion dollars. And somebody interviewed her and said, oprah, like, how do you sleep at night? You're being sued for your whole life's work, your whole net worth. And she said, I'm just grateful to be the kind of person that could be sued for a billion dollars.

[A]

Wow.

[B]

Huh? She got really comfortable with receiving and being. So I think that the first idea is to understand that we. It's not ours.

[A]

That money is not ours.

[B]

It's nothing's ours. I mean, I love that you bought a new house.

[A]

Eventually when I leave, it's not mine.

[B]

It will. And there could be. Exactly. So if. If we actually just get into the headspace that everything we've created in our life, there's a lot of in person and like, it's not permanent. Then all of a sudden, like you said, it's. Where does it want to go, how do we want to use. To shape it? How do we use it to help other people? Right. We're stewards of it. If you see other people that are rich and you're upset, that evil people, you're like, they're rich, Then go be rich. Take, take, take that resource and deploy it the way you want. So I think the way I look at it is money coming into my life is a byproduct of the value that I created. Right? So if I want to have a bigger impact, I want to do more good. I want to create more. Even as an artist. In the book, I talk about Andy Warhol and how he created the Factory, and he had. He had teams of people supporting his art. He decided, I'm going to use this resource to do more. And I think that when you correlate that, and I think that's why tithing for a lot of religion is really important. Like, I follow the same process, and I believe you do as well. Like, when you get money and you know that that money is going to help people. For example, my buddy Mark, he came to my house one day and he's like, dude, I have. I have money mindset problems. I just can't charge, you know, $5,000 for what I do. We're sitting in my sunroom. I said, interesting. I knew he's a person of faith. And I said, what? I think he was charging two. And he knew he should be charging five because everybody else charged five. He just felt. Felt guilty about it. I said, well, what if you knew that every dollar you made, 10% of your income went to your church, Dude, I saw his whole body, meaning, shifted. Yeah, he lit up. I want to charge 10. Of course you do. Right, right. Because he aligned his desire to serve. Right? And I just thought that was just a beautiful way to. To think about what beliefs do I have around money now? It doesn't solve it. It doesn't fix the skill problem. You got to become more skillful and more valuable. But it helps you receive because you know that as I receive, it's not mine anyways, I don't have to protect it. I don't have to worry about losing it. And it's now a resource that I get to use to then go create other things I want to see in the world. And ideally, hopefully, it's to help people.

[A]

When someone hoards their money, what are they saying?

[B]

They're saying to the universe that it's fixed, that I won't get anymore, and I better protect it.

[A]

Wow.

[B]

And typically those people cannot live a fulfilled life. Wow. Yeah.

[A]

How much should we, I mean, we live in a material world and there's, there could be challenges in the future. So how much money should we be putting aside of the money we're bringing in for paying our bills and expenses in the future and making sure that we're not day to day?

[B]

This, this is the stats. Because I always, I'm a data numbers guy. If you look at the worst case scenario and we kind of went through it with the global pandemic, it may be a year at most. Most financial experts will say you should have six months of overhead expenses set aside available liquid. That way if you ever had to restructure your business or you got laid off or whatever happened, you could weather that storm because it takes, that's about it. And you know, and some experts will say in the business side it's about three months of operating expenses, six months, some say a year. I think that's a lot. But let's say worst case, everything else above that is really about, okay, what's the allocation? Do you want to invest for the future? Do you want to set budgets aside for creating experiences? And I don't know if there's a right or wrong answer because I think depending on the situation, how old somebody is, they might want to, you know, I know, I love the book Die with Zero. I think you've had the author on, yeah, super cool book because the philosophy of actually designing the leverage. Because he talks about the go go years of slow go years in the no go years. Right. So like if I have money, especially if you have kids, there's two concepts from the book that I thought were phenomenal. One is if you want to bless your children, bless them when they're younger. When like, for example, I call my, as soon I read the book, called my dad. I said, dad, do you have any desire to leave money to my sister? And he goes, yes. I said, you should give it to her now. Why? It'll have way more value to her now when the kids are teenagers in regards to the life decision she can make and experiences than when she's 60. Think about an extra 100 grand or whatever the number is at 27 years old will have a completely different impact on your life than at 57 years old. And unfortunately, a lot of parents that want to give their children, they wait till the end of their life and they don't do it. And, and he talks about it that you want to do this when they're around the perfect ages, like 27, 28. So that was one big idea. The other one is, you know, people.

[A]

And the memory dividend of it.

[B]

Right.

[A]

Like you get to experience it and you get to have those memories for the rest of your life and you're alive. Yes.

[B]

What a crazy idea. It's like you can actually see it in their eyes. Like, oh my gosh. And you see the impact it had. Not after you're not here anymore. Right. And the other one was that when you, whatever age you want to say, you retire. I'm not a big fan of retirement, but that there's the go go years. Right. You know, 50 to 60 or 65. And then there's the slow go years. So a lot of. And then there's the no go years. No go years are like 75 plus.

[A]

You're not moving much.

[B]

No. So most people don't realize that the amount of money they save for retirement, you can buy insurance in case you're worried that it's going to run out. So that protects you on the upside that you live to 100, but you're not doing a whole lot of backcountry skiing.

[A]

You're not traveling. Yeah, yeah.

[B]

For most people, everyone maybe on a cruise or something. Yeah, yeah. Like, wow, you're 82 on the back mountains. But I just think that a lot of people worry about accumulating for again, it's, it's, it's anything to extremities. It goes back to if the primary reason you're making this decision is only for money, then that's where you feel a prisoner of your money. And it doesn't matter if you have 10 bucks in your pockets or 100. It's a big idea. I know a lot of really wealthy people and they are prisoners of their wealth. Really? Yes. That unfortunately is the norm.

[A]

What will make someone a prisoner of.

[B]

Their wealth if every time they make a decision, it's. They're always thinking about what it costs. It's not what it's cost, it's what it's worth.

[A]

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[B]

The difference?

[A]

How should we be thinking about it? Cost versus worth.

[B]

I mean, think about, okay, I could go on this trip and it would cost me $10,000. Right?

[A]

They think, man, that's a lot of money.

[B]

It's a lot of money. But the experience of bringing your children, especially if they're like 17, 18, you don't have a lot of like, most people don't realize this. It's so imper. Like the life is. I think that if everybody just got really comfortable about how they're not going to be here forever and that this time, like, dude, today I don't get today back. I, I plan my life in five year increments. I think it's enough time to do something meaningful, not too little time to be wasteful.

[A]

Yeah. Yeah.

[B]

And I feel like if every, every year I sit down, I reset for another five years and I try to figure out like, okay, so we do for example, we just got finished doing a vacation with 18 of my siblings and our, my, my, my nieces and nephews. That's a trip that my brother and I finance for the whole family. We do it on ski hill. All of it?

[A]

Yeah.

[B]

One house, 18 of us, side of a mountain.

[A]

Yeah.

[B]

We do it once every two years. And, and it is the best. So cost wise, big number, big worth. Do take everything. Take the McLaren, you know what I mean? Like, I don't. That's not important. Wow.

[A]

That one week together is like if.

[B]

You ask somebody they had two weeks to live.

[A]

Yeah.

[B]

And you can tell anybody else, what would you do at your time? They would get on in a one house, of course, with their family members, pour into them to the degree they could.

[A]

Wow.

[B]

And on the last day they'd have to say goodbye. Yeah.

[A]

You're not taking anything with you?

[B]

Nothing. It goes back into the pool. Wow. Like you played the game of life and you put all the chips in and at the end of it it's somebody else that just, it's crazy. Everybody gets it back. And I think that if people use that perception or perspective in making decisions, especially money decisions, they would, they would live a richer life. This is why I love Ramit Sethi's work around living a rich life. Because he's not about, you know, scrimping and saving your way to wealth. Right. He's about like, hey, let's set it up, automate it so that your mindset doesn't even become part of it. Let's take care of like where things should go. And then now let's talk about how do you increase your value. Yes. So that you have more to then live a life. We were talking earlier about like, you know, travel and expenses. One of the ways I had to overcome this is put money aside that had to be spent for trips.

[A]

Really?

[B]

Yeah. Because if not, then otherwise, like, man.

[A]

That'S a twenty thousand dollar trip, dude.

[B]

This is the problem. Every time I was making it as.

[A]

Through a money business class or just this or should I go this hotel?

[B]

You're like, yeah, should I took that, should I take that 20 grand and put it into my business?

[A]

Exactly. Look like I could do with this money. Yeah. So because I had laptops with this, I always think about iPhones. I'm always like, there's like five iPhones.

[B]

That's so awesome. But I, I thought that was a good way for me when I remember somebody talking about this, like, set the budget aside. Yes. Because then you can, you have to spend It. And if you don't spend it, you lose it next year. Right. And then it. What does it do? It forces you to prioritize.

[A]

Wow.

[B]

If I know I've got 20 grand a year for trips, whatever the number is, and I'm not looking at the cost of the thing, I'm looking at the worth. And then I'm prioritizing because if I.

[A]

Don'T use it, I. Scheduling the dates for it. You're doing all that? Yeah.

[B]

Yeah. You're making it a priority. You know when people say, like, my family's important to me and my health's important to me, I go, show me your calendar. Right. Show me.

[A]

Where are you investing your time for your health?

[B]

Bank account and calendar. Yeah. It does not lie. Wow. And people that say that important to them and they haven't, they don't have day night in there, they don't have family trips, they don't have investments in their relationship, like seminars where they can do together, they don't have any money spent on it. Do you know, like the entrepreneurs that will spend 50 grand to hire a consultant to come in to help them with their marketing, but won't spend 500 on buying a book or a course for their marriage. Wow. That's unfortunate. But that's the norm.

[A]

Yes.

[B]

Right. Because again, what do you think you're worth?

[A]

Yeah. What is the biggest money problem you have today?

[B]

Such a great question. You know what's funny, man, is I don't think I take advantage of the biggest opportunity in front of me.

[A]

What do you take advantage of instead?

[B]

Smaller, safe. I know. And I'm a guy that buys a company a month and I.

[A]

What's the biggest opportunity in front of you?

[B]

That, you know, that's my biggest worry. I, I, When I think of where the, like. Because I don't think about money, I think about value creation. It's the same thing for me. So when I, when you say money, I just rewrite value creation. When you say, what's the biggest value creation block or things stopping you, I think I bet there's something I don't see that is bigger than what I'm doing that I don't want to see because it would mean having to renegotiate some things.

[A]

Like what?

[B]

Just my time and my commitment and my, my success, whatever that is. But essentially for me to go for something bigger, that's scarier, that's unknown, that's usually the thing. And it could be, it potentially could be just doing more of what I'm doing now. But giving it even more resources. That is the, that's probably the thing that I think about the most. Wow. Yeah. Yeah. I love the power of questions. And I love that question of what's a opportunity that is right in front of you that you're not taking advantage of. That's a beautiful question. And that's kind of the one I kind of keep thinking. It's like, is it this? Is it this? On the money side? I would say in the last few months that I've gotten world class out, but it was really bugging me is I had so many open loops.

[A]

What do you mean?

[B]

Dude, I had and still have in certain cases, 26 credit cards.

[A]

Oh.

[B]

I have three banks that I deal with and spreadsheets of accounts. Just the complexity of my, my business empire. Yeah. Yeah. I've got travel points. Like we're talking millions of points. I'm a hoarder when it comes to points.

[A]

Dude, I just told me some of those. You got the jet.

[B]

Okay, you want some? I'll send them to you. But it's so funny because the other day I was like. And I have different reward points programs, right? Because I, I, I remember I decided one day I was like, I want status on everything. So I like did the whole credit card thing. I don't know if you've heard of this as a thing, but it added complexity. And so here's, here's what I know about going forward. You can't move forward until you clean up the past. Think about that.

[A]

Isn't that true in relationships also?

[B]

It's in everything. Wow. And when I think of, I remember I sat down, opened up a Google Doc, and I just wrote down, I think I called it like money cleanup. And it was just like a list of all these loose ends I knew were there.

[A]

It's so funny you're saying this right now because in the last two months I have cleaned up so many energy, I guess, open loops in relationships. And I've been. And it takes a lot of courage because you have to use your voice, you have to speak up, you have to take actions, you have to disrupt situations and relationships and things are going to shift and move. And so I've been using my voice in every different relationship that I have. When there's something I feel like that just feels off to me. Whereas I used to just say, I'm going to be the nice guy, I'm going to take the high road. I'm going to, you know, not ruffle any feathers. But now I'm just Like, there's too much energy that's seeping everywhere that I need to reclaim.

[B]

Yeah. It's almost like the holes in the dam, you had to go, like, plug them. Yes, right.

[A]

Because you're.

[B]

It was. All that energy on the backside of the dam was leaking out.

[A]

And the more I do it, the more powerful I feel. And it's not doing it in a. In a mean, aggressive. It's being conscious is being considerate. It's being, you know, communicating with kindness, I guess, but being firm in your communication of what you need or the boundary you're creating or closing a loop. And I think it's interesting you're doing that with kind of all these credit cards and points and things. Just things that are out there.

[B]

It got.

[A]

So these things are just out there and you're having.

[B]

And they're just open loops that need to be closed. Yes, right. They're. The. A friend of mine said it once recently, it's so good.

[A]

Hard to do your homework until you clean a room. You know, it's like he.

[B]

He said. He goes, I bet all the potential in your business is on the. Under. On other side of unexpressed conversations.

[A]

Oh, man.

[B]

Oh. I was like, dude, isn't that fascinating?

[A]

Yeah.

[B]

That the. The conversations you've been avoiding is where your potential sits.

[A]

That. I feel that literally. Gary said this yesterday on the interview with. With him. He's like, I've got 2,000 employees, and my biggest flaw is my lack of candidness.

[B]

Like, directness.

[A]

Yeah. He's like, I'm very candid and honest with my audience. He's like, I can say whatever I need to, but when someone's been with me for a year or three years and I really like them and I know about their family and their life, but they're drastically underperforming. I haven't been able to be candid and say, here's the action plan you need and. Or you can't be here anymore. You know? So he's like, I've carried people on my back by doing more speaking, by doing these things because I don't want to be candid with them. And I was like, man, isn't that interesting? But he was like, if I just was candid more frequently and had those uncomfortable conversations, they would either step up or they would move on.

[B]

And then somebody better would come in.

[A]

Exactly.

[B]

Free up his time.

[A]

We would grow and expand. Right. And I was just like, man, it's so challenging.

[B]

Need that. It's challenging. Yeah, it's. It's Interesting because I, I like that dam metaphor as you shared that. Because when you said the more I do it, the more I plug the holes, the more powerful I become.

[A]

Yes.

[B]

Think about it. The more energy.

[A]

Cuz the water is now boom. It's going up. Yeah.

[B]

And it's. I mean that's the you know, energy will flow where attention goes. And if you've got those people taking.

[A]

Your attention just like little thoughts throughout the day. Ah, this is frustrating me.

[B]

That's why people don't sleep well. I know when I say when they're like when clients of mine are not sleeping well. It's very simple. Have a journal, write it out.

[A]

Yeah.

[B]

Because if not you think that that process is going to resolve itself. You just have to write it out. Okay. I did. Have you heard about the 12 hour walk? What's his name that did that? He has a. Called the 12 Hour Walk Challenge. Forget the guy's name but amazing explorer. He's just like a world class explorer. He wrote a book. So I decided to just. It's literally you wake up and you decide to walk for 12 hours.

[A]

Holy cow.

[B]

So I was like I do Iron Man's like I can do this.

[A]

Yeah. That's hard though.

[B]

I did not realize how hard it is. It was the most. It. It was like doing. It was like between a half and a full disincent. It was legit. And I started it. I did it January 1st and I started in the morning and it was 6, 6am because 12 hours I want to be finished by dinner. And I went walking and luckily somebody gave me some advice on how to have the best experience because some people have had horrible experiences. Do some research. But like for example, somebody suggested have a series of questions that you. That you meditate because you're walking by yourself. There's no devices, there's nothing you and yourself. Oh no. 0. So one of the questions was a quote. It wasn't even a question. It was a quote Joseph Campbell quote that said the cave you fear to enter holds the secret or the, the key of the secret you're looking for. Wow. The treasure you've been looking for all those. So I'm walking in the woods, Lewis, and I'm screaming. Okay, it's just me. What's the cave? I'm willing to look at it. Just I just tell me what it is. And, and as I had my journal had something write in and I would just get these. These what you just said. Conversations. Things that have been just left unsaid. And I remember this like one of them. It wasn't even a big deal. It was just a group that I was in that I didn't want to do anymore.

[A]

Dude.

[B]

I just had to call him up, dude. And I told him, he goes, man, I didn't even know you were still in it.

[A]

Oh my gosh, man. Dude, that was one of the things I did last week. I removed myself from a group and.

[B]

You think it's like the biggest thing. And they're like, I can't believe you stayed. You're not. And so like, I just thought that that question. The cave you fear to enter holds a treasure that you seek. And if you're willing to go in, there was some crazy stuff. I was like, oh, no, I can't do that. I must do that. That was my to do list when I come back. But that 12 hour walk, I thought was one of the most fascinating experiences. I mean, talk about therapy.

[A]

Wow.

[B]

Yeah, right? Just you and physically. Oh my gosh, seized up. I was all ambitious. I'm going for a steak after this. I do. I fell in the parking lot. Like, I got out of the car. Meet my buddy.

[A]

Oh, yeah, Yeah.

[B]

I just fell to the ground. I was like, anybody see that? No. Okay, cool. Let's get to the bar. I gotta, I gotta sit down. Wow, man. Yeah, but it was, it was, I think like meditating against questions of like, again, just open loops, man. Right into the. Because what, what are you telling yourself? It's in many ways it's helping you build that worthiness.

[A]

Yes.

[B]

Because if you ask yourself, why have you not had it? It's like, well, I just don't want to create issues or disruptions or friction or it's like, well, why? Well, I'd rather take it myself. I'd rather be maybe the martyr. You know what I mean? It's interesting because I love Gary's stuff. I think Gary, he's the compliment to me because I am too direct sometimes. And that, that's literally. I went from, yeah, being the person was too quick to hire, too quick to give feedback to now when I, I hear Gary and he is a worldclass operator that I don't think people give him enough credit.

[A]

Employees.

[B]

It's not, it's, it's, it's even the way he operates, people don't understand. Like his philosophy is continuity, is this is a competitive advantage. He's like. And again, it's funny because it's, it's a double edged sword. He's like, I keep people around, so I have a competitive advantage. But I don't. I'm not quick to upgrade the talent. So it means I deal with the downside of that.

[A]

Yes.

[B]

But all things said and done, there's no other leader that I can point to that I feel truly care about the people. He cares about the things they care about. That's leadership.

[A]

Yeah.

[B]

You need to care about the people you care about things that they care about.

[A]

Yes.

[B]

He does that at a world class level.

[A]

Yeah.

[B]

And I think he's got a photographic memory. I mean, I've never seen anything like.

[A]

He remembers when he met you, how he met you, the conversation he had with you 10 years ago, where you were. He was telling me this.

[B]

Thousands of people a year. It's amazing. Yeah. So he's got to have a photographic man.

[A]

We. We met in 2009 and he goes, I remember exactly where we were. We were in world Market in St. Louis and this and that. And then I went in your car. I drove him somewhere. We were like, connected on Twitter and I was like, how do you remember World Market?

[B]

I can't remember where I was last week.

[A]

I know. It's crazy, man. It's a. It's a gift.

[B]

Yeah.

[A]

We all have our talents. Speaking of talents and what people lack, what do you think is the three habits that keep people poor?

[B]

There's so many.

[A]

The first habit, because you talked about a lack of worthiness, you're talking about talents.

[B]

I've got the habits. The first habit that keeps people poor is blame. It's not being accountable for their lives, man.

[A]

So many people love to stay in victim blame mode as opposed to responsibility.

[B]

Feels so good, dude. If. How. I would love to say that. It's like being on a beach in the sun. Like, how good would that feel when nothing that I'm experiencing that's negative is my fault? That's awesome. That feels great. Like, I get it. It's just. It'll keep you poor. Right. Step one is understanding you are 100% accountable for your life and nobody's coming to save you. If. If you don't believe that, then you'll. You'll never create. Yes. So I think that's the first habit is just that negative belief around blaming other people. The other one is the. The habit of not investing in their skills. Right. The. The habit of. And. And it can come from. I don't feel I'm worthy, but it's really simple because it's not about working hard. I know a lot of people that work hard, that really struggle, make ends meet. And I know Other people that on the surface, you look at them, they go, they hardly work and they are wealthy. Af Right.

[A]

Why, why is it people that seem to work. Some people that work extremely hard don't make that much money because they're not.

[B]

Working on the right things. They're. They're working hard on the work. They're not working hard on themselves.

[A]

Oh, what do they need to be working harder on in order to break through to the next financial level?

[B]

They got to find out what does the market value. Right. What is your boss value? If you've never talked to your boss or never talked to your customers and say, here's what I'm doing for you today. What could I do that you would find more valuable that I should consider learning how to do?

[A]

Yes.

[B]

That conversation has. Then you're, you're missing the boat. Because the world rewards people. That creates value. Like, there's a reason why there's hedge funds, managers making a billion dollars a year.

[A]

Crazy.

[B]

Some people hear that and they go, that's, that's, that's not fair. Okay, he made a billion, but he made a hundred billion for people.

[A]

That's value.

[B]

Do you know how to do that? I don't know how to do that. And if I did, I think that's pretty awesome. So, again, it's, that's the extreme. There's people at that level. But if you're making $50 an hour, 25 bucks an hour, you could ask yourself, what's the next level of value that I can create? So that belief that the habit of not feeding their mind. I mean, Louis, there's people that are in troubling situations that don't even read books. Like, I don't know about you, man.

[A]

The answers are out there.

[B]

I am shaped by books.

[A]

Yeah.

[B]

I've read 1600, continue to read every day. Why? Because for $36 hours of my time, maybe it takes me a month, maybe it takes me a week, depending on how much I'm reading, I can learn a person's perspective on a topic that took them 25 years.

[A]

Yeah.

[B]

And I'm looking. And when I read, I'm looking for one nugget that's going to add value to my life to make me more valuable. And if I can do that, then the market will reward that.

[A]

Okay.

[B]

So one of my mentors said, he goes, don't read. This is a big. This is, this might shift everybody's perspective. Don't read for yourself. Read for your customers.

[A]

What does that mean?

[B]

It means acquire knowledge to be helpful to other people. See, most people when they start reading, they're like, okay, I need to be more powerful. Yeah. It's all for themselves. Money management, productivity, time management. No, no. What business are you in? You're in solar. Cool. Go read the custom, like, read the books that your customer should be reading. Right. About home maintenance, whatever it is. And then that way you're them, you're valuable to them. You're differentiated amongst all your peers to that customer. So that was like, when my mentor Tim said that to me, I was like, oh. I had a different lens on even just reading and investing myself. The third habit I would say is they don't understand money. It's really just the. They.

[A]

They don't have the knowledge about what money habits.

[B]

Right. They're wasteful. They don't spend. It's. It's. It's. It's literally that habit of like, show me your bank account and I'll show your money beliefs.

[A]

Yeah.

[B]

Like. Like what people don't realize is the environment definitely is a reflection of your beliefs. Your bank account is environment. Your body's an environment. Your house is environment. The city you live in's environment, country you live in. These are all containers.

[A]

What you eat all these things?

[B]

Yeah, all of it. And says something. But the words you use is your environment. Like the language.

[A]

Yeah.

[B]

People don't audit themselves, so I think that that's a big part of it is the. The money. People say, I'm not good at math.

[A]

Keep saying it.

[B]

Can we add a comment to this?

[A]

Keep saying it. You're gonna believe it.

[B]

Yeah. And I think that's why language matters better. So I think those are the three things is just make sure that you focus on them, and then, wow, that's good. You'll overcome them.

[A]

What is the. I mean, we haven't really talked about buying back time, but I'm curious about.

[B]

But have we?

[A]

We have.

[B]

Yeah.

[A]

But I'm curious about if people can get one thing from your book. Buy back your time. What is the main thing we need to understand about how to do this, why we need to do this? And is there a simple framework that we should think about when it comes with time and money?

[B]

Yeah, 100%. And it's. It's in chapter three. It's called the buyback loop. And it's kind of the core framework. The, The. The unique part about this book, the perspective, is that we don't hire people to grow our business. We hire people to buy back our time. Because if we do, the second we get the first. But if we do the first, we definitely don't get the second.

[A]

Interesting.

[B]

Think about it. How many times are you like, I gotta hire six people and all of a sudden I don't have any time to do what I'm supposed to do.

[A]

Right.

[B]

So it's really about how we look at the. What I call the. The sequences and the steps. What's the right step? So the buyback loop states that whenever you feel pain in your life, okay? And this, you don't even have to be an entrepreneur. You can be just a person working on a team. First off, you do a time and energy audit, and that's a two week review of your calendar. Really? Yes. Because, dude, this is what's crazy.

[A]

What does that look like? Is there a process?

[B]

Yeah, it's in there. Yeah. Yeah. Chapter three. Chapter three is a buyback loop. And the time and energy audit. Yeah, there it is. That's the buyback loop.

[A]

Okay.

[B]

So I teach the whole, like, calendar review and you highlight things. But here's the. The philosophy is, right off the bat, there's probably things that really suck your energy that would cost very little to have somebody else to do.

[A]

Yes.

[B]

Like even in your home, like have a cleaner come in and clean for you. Hire somebody. Do meal prep. We have meal prep. Even though we have somebody in our home, we still. So, like, there's all these relatively low cost things, and it frees up your energy. So it's not even about being more productive in time. It's being able to go from thing to thing to thing with things that light you up. So time isn't created the same. I know about you, Louis, but when I was in math class and I looked up at the clock, it took forever.

[A]

Forever.

[B]

Man, school, it was like the hour. Class felt like three hours.

[A]

It was exhausting.

[B]

Go to math class. Clock. Clock rings for me on that. Or sorry, every.

[A]

Every subject for me. Oh, yeah, gym was the only thing.

[B]

Okay, so. So take that one. You go to gym, the bell rings, and all of a sudden an hour is 17 minutes and you're like, oh, I don't want to leave yet. So time is not created equal in the sense that the energy that we feel within that time matters. So in the, the time and energy audit, we look at what we're doing with our time and what things would cost very little to pay somebody else to do that that we don't want to do. And then we go to the next step, which is transfer. So audit's the first one, transfer is the next Step. Once we transfer that stuff the right way.

[A]

Right for what?

[B]

The task. How do you people talk about delegation?

[A]

Someone else doing it?

[B]

Yes. So I teach the camcorder method and I teach the. The process for documenting things and. And how to do what I call transformational leadership.

[A]

The grand quarter method is you filming something.

[B]

Everything, showing.

[A]

I don't even create whatever it might be.

[B]

Dude, on your phone, you can actually pull down your control panel and add screen and voice recording. Most of my transfers are. So it's in your control panel.

[A]

Scroll down.

[B]

Yeah, so I have it right here. It's this button right here.

[A]

Yeah. Does that record audio, though?

[B]

Dude, there. That button right there.

[A]

Oh, shoot.

[B]

Next level.

[A]

So it records on the screen.

[B]

On the screen. So I'll hit start recording like that. And then I'll pull up the app.

[A]

And I'll show someone step by step. And it's getting your.

[B]

And I just talk. I say, I'm going to take the next 26 minutes. I'm going to walk you through how I process my inbox and I go through it, or how I think about scheduling my flights, or how I want you to maintain my. My road bike or whatever the thing is. And then when I'm done, I hit save, right? I hit stop, and I upload it to a shared icloud folder. It synchronizes in the background, sends them a notification, and then they create the sop.

[A]

They create the process.

[B]

That's the key. Why? Because then I can see based on what they created if they watch the video and did they get what I was saying?

[A]

And if you taught it well, yes.

[B]

And then if they didn't, I can either train them up or I can add some stuff to the process. So that's how we transfer. So audit for time and energy, transfer to other people. And then Phil, atf.

[A]

What's Phil?

[B]

Phil is the most beautiful part. Phil is what we've been talking about.

[A]

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[B]

Phil is literally what we've been talking from the beginning. That's why I was loving that we were having this conversation. Phil is who do I need to become to be able to deal with bigger problems?

[A]

What do I need to learn? What value do I need to create? How do skills?

[B]

It's literally, don't wish the world is easier. As Jim Rohn says, wish that you were better.

[A]

Yes.

[B]

Who do I need to become to go from ten dollar problems to hundred dollar problems? Thousand. I want billion dollar problems, Louis. I want you to have billion dollar problems, dude.

[A]

And they shouldn't be daunting at that level.

[B]

No. Because you've developed yourselves. Like, it's funny, one day I called my brother, I was hiking and we were talking. He goes, how's things? I said, things are incredible. And I'm a little worried. It was. Why is that? I go, it's not normal. Like, usually at my scale, there's always a thing, like a meaningful puzzles I got to deal with. And he goes, well, what's going on in your life? I said, well, there's this, this, this. And he. He laughs. He goes, dude, last year those things would be big things. He goes, have you ever considered that maybe you've just evolved where those are now, little things? I was like, oh, snap. That's. That's what happens is over time, the problems, puzzles, challenges are still there.

[A]

Yeah. Yeah.

[B]

Oh, they just don't. They don't resonate. The first time somebody quits on you on your team, it's like somebody, you know, got you in the heart.

[A]

Yeah. And then it happens. You're like, okay.

[B]

And then it happens 100 times. The 100th time, you're like, I didn't even. Like, there's no losing sleep it's just.

[A]

Exactly.

[B]

Yeah, they quit or the whatever. So I think that's what happens is. So the fill part for me is the ladder of success. And I think of it through, you know, skills. Do I become more valuable? Beliefs, what are the world views, the money beliefs I have? And then what are the character traits that I need to develop? Right. The mental fortitude, toughness, consistency, productivity. Like, there's. There's character traits, and that's how we evolve to become better. And anytime we feel the pain line and we're. We need to scale, we go, audit, transfer, fill. The coolest part about this framework, Louis, is, is it works with our team. So you ever have a team member come to you and they say, I feel overwhelmed.

[A]

Yeah.

[B]

Give them the book. Yeah. Do the process. And by the time they go through it, they'll be like, I'm good.

[A]

Okay.

[B]

I could see where I was spending time on stuff I should.

[A]

I didn't need to be. Yeah, yeah.

[B]

Or things I said yes to, I needed to say no to, or I need to renegotiate timelines, or I just felt overwhelmed because I didn't have clarity. Most people feel overwhelmed because they don't have clear direction. This gives them the roadmap in the process to overcome it, and then that's where we spiral up. That's why it's the buyback loop. Wow. Yeah.

[A]

Speaking of team, you know, a lot of people struggle with meetings, and I've heard you talk about meetings are a waste of time.

[B]

Big waste.

[A]

Why do you think. Do you think people should have meetings with their teams? If so, how should those look like? Or should we eliminate meetings altogether?

[B]

I think for most people, if the meeting isn't a scheduled reoccurring meeting, then it's usually a byproduct of poor communication and leadership. So I can almost correlate the amount of meetings a company has to their performance as a team. And the more meetings is bad.

[A]

Wow.

[B]

Yeah. Because if you have a good process, for example, to review the strategy, decide, communicate it to the team, review it on a quarterly basis in a cadence, have the measurements in place. Right.

[A]

Goals, the metrics, all this stuff.

[B]

Yep. I have the mission, vision, values. I've got my. My metrics, I've got my project management. Like, to the degree you have that built in, then the meetings are not really needed. They're there. If you have to collaborate, which is fine. New project.

[A]

Or communicate something. Hey, I need this thing.

[B]

Ideation phase. When I talk about the 108010 role, for sure, you need a Meeting to the ideation. Yeah. But it's not in response to lack or response to something went wrong. And I think for a lot of people, their default tool, they have one tool in their chest and it's a meeting. And again, meetings for me are an indication of poor leadership. My whole philosophy on leadership, weekly meeting.

[A]

Like check in meetings or like scheduled meetings. I mean like with the team though.

[B]

Yeah. So there's different levels. At the, at the bottom level, let's, let's pretend I was the CEO. I have. I don't believe anybody should have more than five to seven direct reports. And those five to seven people are the people. You've decided that if I want anything more to happen in my business, I must work through them. It's a big idea. So, so a lot of people, they, they're like, I want to do this, I want to do that. It's not, can you do it, Louis? Does your team have the bandwidth to do it? It's called management bandwidth. So I can only have five to seven. So when Gary is like, hey, I have a hard time letting people go. If you created that constraint, I, I bet it would create a forcing function for him to go like, but I want to go do this other thing. But I don't have the person. So it's. You don't want to add more because what happens is people get overwhelmed when they have 15, 20 people reporting to them.

[A]

Yes.

[B]

So my rule is five to seven. I work through those people. Those I have weekly one on ones. So anytime I see anything where it's like I saw an email and something happened, I want to give you feedback. I just write it in a Google Doc. So I have a note, your name and I just write it down. My weekly meeting, I sit down and we have a format and I just review it with you.

[A]

Yeah, yeah. That's where we do are doing weekly meetings with certain people.

[B]

Yeah, yeah. Your direct reports.

[A]

Yeah, yeah.

[B]

But that's it. And then, and then if you lead a department, you'll have a weekly meeting to review that department's progress.

[A]

Got it.

[B]

Right. And if there's a project that you're involved in from an ideation point, you might be in that project. But what I encourage people to do is get the planning done at the beginning of the year for the year. And ideally you have a 10 year focus. Then you do quarterly kind of iterations. Wow. And then everything's measured. I mean the, the big difference about how I lead is again, I don't tell people what to do. I Teach them. And then I do what's called transformational leadership versus transactional leadership. So this is. This is all the entrepreneurs gonna be like, oh, no, I do that. Here's. Here's that. Looks like most people do a tell check. Next loop, tell them what to do, check they got done, tell them what to do next. Problem with that is that about 12 employees, you hit a ceiling and it hurts.

[A]

Yeah.

[B]

Because you wake up in the morning, you spend your whole day just trying to make sure everybody else is pulling on the rope in the right direction. What I do instead is a transformational leadership, which is. I'm very clear on the outcomes. I'm. I'm. Let's say we're going to hike a mountain. I'm going to talk about the top and talk about how it's going to feel. I'm going to talk about where we're going. I'm going to give you a GPS coordinate, then I'm going to do a measurement. Okay. So outcome, then measure. Here's how I'm going to measure your progress. Every day, you need to report back how many feet of elevation gain you've made that day. Or hiking a mountain.

[A]

At the end of the every day, each person reports back how far they've gone.

[B]

Yeah. How many feet. And that's the feedback loop. Why? Because it lets them know if they're making progress. They know, did I do better today than yesterday? Cool. You have one day. Like, I think most businesses just don't have a measurement for each person on the team.

[A]

Yeah.

[B]

So now you're going to report. And if there's a huge deficit, the third step is coach. See, what I find fascinating is the amount of coaches that I work with that have training companies that are. That are, you know, really good at teaching, that don't coach their team.

[A]

Wow.

[B]

It's fascinating. They'll spend 98% of their time in their calendar with clients. 0. Working on actually developing the skill. So the coach framework I teach. Yeah. It's anytime. Like, if somebody made 100ft elevation. 100ft, and then they had two, I'd write that down. I'd sit down and be like, hey, I noticed you only did 2ft of elevation gain. What going on? Well, I got off track and ended up down a ravine. Interesting. Then I use the 1 3. One rule, which is, what's the one problem? The three solutions, potential solutions. And what's the one recommendation you have?

[A]

Not what you want me to give.

[B]

Never. I. Louis, I. I heard once a guy said, if you want to Be rich, be lazy. If you want to be wealthy, be incompetent. My job is to not give people answers to the test.

[A]

Wow.

[B]

Because I robbed them from the opportunity to learn.

[A]

Yes.

[B]

So when I coach them, I asked them, hey, I noticed you only went two feet yesterday. What do you think happened? Well, I ended up going off track. Cool. What are three options of not going off track? Well, I probably could have followed somebody. I probably could have bought a map. I could have done this. I said, sounds great. Those are all good options. They're all good. Which one do you want to do? I'm going to probably buy a map. Sounds like a good idea.

[A]

Yeah. Yeah.

[B]

So what happens is, over time, that transformational leadership approach allows you to develop people that's good. So that you don't become the bottleneck. The reason they call it a bottleneck is because it's at the top.

[A]

Yeah.

[B]

Again, most people build businesses they grow to hate because they don't know a different way of leading and creating and training. So that the bigger they grow, the more time it takes. Right. My philosophy is, the bigger it gets, the more time you get back. Wow. Yeah, it's. I mean, it's the funnest thing to show people because once they see it, it's, like, so logical. If I'm always hiring people to buy back time out of my calendar, it's impossible for me to get to a place where I feel overwhelmed.

[A]

You should have more time every time you hire.

[B]

Every time you hire. The rule is, start with the calendar, audit it. Okay, here's the bucket of things. That's the only people I'm going to hire to buy back that time. Things that I didn't want to do in the first place that don't make me a lot of money. Then I transfer it. Then I fill my calendar with things that make me money. I enjoy doing that. Develop me so that I become more so. It's kind of awesome that. And you've seen me do it for a decade. This is literally how I do it.

[A]

I love it, man. This is awesome. I could ask you a lot more questions around this, but I want people to get the book. Buy back your time, get unstuck, reclaim your freedom, and build your empire by my man, Dan Martell. Make sure you guys check this out. Get a few copies for some friends also. This will be a game changer for anyone. And I think, again, people want to feel free. They want to feel light. And it's hard to feel free if you are stuck doing too many things. You don't want to do. And you're not evolving beyond that. And there's always going to be a season. Or maybe this is a limiting belief, but I've been through many seasons of like, oh, I don't have the skills. I've got to go do something that's going to take time and energy at a. At a rate that I wish I was making more at to go develop skills until I get to the next level. You know, I was a truck driver, I was mowing lawns, I was doing all these different things. I was like, that's not what I want to be doing. But I've got to keep developing the value within me, the skill set, filling up my time wherever I can get it to get more skills, to then go showcase my value and exchange it for some type of money that I want. Right. So I think this has been a beautiful conversation. I love this concept of kind of knowing your worth, but also understanding your value. Because everyone can say I'm worth this, but unless the. The market agrees, wants that value and is willing to pay for that value, you're worth what you're getting, I guess.

[B]

Right? Yeah.

[A]

So there's a difference there. Where can we follow and support you the most?

[B]

Instagram is my favorite. As you know. It's just like I give away every. My. My plan is to die empty. Right. I want to die. Give it all away. A lot of people that read the book are always asking about like how to manage your executive assistant. So I'll do something for your audience only Louis. If they. If you guys message me, follow me on Instagram, message me Louis. I'll send them direct link, no opt in, no nothing to my Google Doc. Sanitized for my internal stuff. Standard operating procedure for working with my assistant. I think it's like 42 pages ask and to clean it up. So just for this audience, message me Louis EA. I'll then know and I'll send it to you over on Instagram. Dan Martel on Instagram, two L's and Martel. Dan Martel on Instagram and dan Martel on YouTube and all platforms. And yeah, I mean the, the, the big thing I want people to understand, I, I kind of call them the three universal truths is I think the biggest way for us to become more values. We talk about worthiness is first off realize that we become what we talk about. People talk about visualization. The problem is visualization is that a lot of people visualize big dreams they don't tell anybody about. So you talk your future into existence. That's a big. That's a big. Like for me. That's why I've always shared. These are my goals, is my vision, is what I'm doing. Number two is I think that we will receive what we desire for others. Think about that when we talk about money. If you want to be wealthy, I know how to do it. Go help other people become rich.

[A]

Right?

[B]

Right. If you don't want your boss to become rich, you might have a money mindset problem because you will receive what you desire for others. And the third one, especially as it pertains about worth and the concepts in the book, is that the work instills the worth.

[A]

The work instills the worth.

[B]

When I had no self worth when I was a teenager trying to figure out my way in life, all I knew is that if I could just show up and do the work, be consistent. Right. Because I think confidence is eaten away when we're not keeping the commitments we make to ourselves in private. So the work instills the self worth.

[A]

Yes.

[B]

And you can't think your way to that. It's a doing. It's proof. When I show up and I. And I'm consistent for 45 days, 60 days. Louis, when you've done this podcast for so long, the work instills the worth.

[A]

Like the level there every week for 11 years.

[B]

Those are the three universal truths. I think that if people would consider it would just transform their whole mindset and perspective.

[A]

And weren't you in jail for a period of time?

[B]

I did, man. Juvie. Well, I know that's what we connected earlier with your brother story. Yeah. I ended up.

[A]

How old were you?

[B]

I was 15 the first time, 16 the second time.

[A]

I'm laughing, but it's not funny, really. But it's crazy, dude. I'm just curious, what is the. You know, what I love about your story and my brother as well. The cool thing, my brother went to prison for four and a half years.

[B]

Yeah, I think when you were eight, right?

[A]

Yeah, eight to 12.

[B]

Yeah.

[A]

And the. One of the coolest things and the thing that I'm really happy for him is last month, after 27 years of him being out, he got pardoned by the state of Ohio. The governor gave him, like, a full forgiveness pardon and everything. And it's cool to see that, you know, we can make mistakes or go through dark times and still have a life of success and fulfillment if we put in the work, if we're willing to reshape our story, our identities, our actions. And so I just want to acknowledge you for the constant journey you've been on. Because you know, you could have gone down a much darker path twice in. In juvie. I don't know how long you were there for a few months each time, or. Yeah, you could have kept making those decisions based on a belief and a story that you were worthless or not good enough or bad or wrong or whatever it was. But you have decided continually to upgrade those beliefs and be of service to others. So I want to acknowledge you for that. My man.

[B]

It's.

[A]

It's beautiful to watch. I wish you lived in LA so we could hang out more. But now you got your jets, you can come down anytime. So I just want to acknowledge you for the service, man. It's cool to watch you put yourself out there more and share this wisdom with the world in such a way where you understand processes and also you can teach it so people can consume it and understand it and make it easier, because some of these concepts can seem daunting to understand and to implement. But with your book, you give people the tools, the processes, frameworks, and the stories on how to take these kind of baby steps and grow beyond these old beliefs. So I acknowledge you for that. Appreciate you. Final question for you, because you shared my three truths question already. My final question, you just went right into it, which is great. What is your definition of greatness?

[B]

Such a great question. You know, I still remember the call when you'd bought greatness.com. really, I do. I remember where I was at.

[A]

What did I say?

[B]

I was asking what was new and you were all excited. There was a bunch of stuff. I think he just finished doing a big photo shoot with Nick and he said, hey, dude. And I also bought greatness.com. and I said, I remember thinking, oh, that's a big dog move. That's a big move.

[A]

You know what I mean?

[B]

That was a. Nobody in our space was doing that kind of stuff. And I was just so proud of you. I was just like, yeah, Louis, like, let's go.

[A]

I remember Noah KAGAN Got like, Sumo.com. yeah, before that, I think. And I was like, I need to do something. I need to own, like, more than my name, A word more than just my name. Which I was like, I can't really. Can I go so far with that? And it's limited by me, but owning a word is like.

[B]

And did you ever do that? The book, I mean, it's awesome. Yeah. Like, I read your last book and it was. I love that book, you know, incredible. Book.

[A]

Thank you.

[B]

I think greatness is very simple. Is that are people better after having you around them? Like are if you look around the people you spend time with, are they better for having you in their life? If that's true, that's greatness.

[A]

My man Dan. Appreciate you brother.

[B]

Oh honor.

[A]

Thanks man. I hope you enjoyed today's episode and it inspired you on your journey towards greatness. Make sure to check out the show notes in the Description description for a full rundown of today's episode with all the important links and if you want weekly exclusive bonus episodes with me personally as well as ad free listening, then make sure to subscribe to our greatness+channel exclusively on Apple Podcasts. Share this with a friend on social media and leave us a review on Apple Podcasts as well. Let me know what you enjoyed about this episode in that review. I really love hearing feedback from you you and it helps us figure out how we can support and serve you moving forward. And I want to remind you of no one has told you lately that you are loved, you are worthy, and you matter. And now it's time to go out there and do something great.

[B]

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