MANUAL ON SELLING AND MARKETING

Way of the wolf by Jordan Belfort

3 TENETS
1 You must take immediate of control the sale.

2 You must engage in massive intelligence gathering, while you

simultaneously build massive rapport with your prospect.

3 You must smoothly transition into a Straight Line presentation, so you can

begin the process of building absolute certainty for each of the Three Tens.

THE 5 CORE ELEMENTS

1 The prospect must love your product.

2 The prospect must trust and connect with you.

3 The prospect must trust and connect with your company.

4 Lower the action threshold.

5 Raise the pain threshold.

THE FIRST 4 SECONDS

YOU HAVE TO BE PERCEIVED AS:

1 Sharp as a tack

2 Enthusiastic as hell

3 An expert in your field

Show them you're worth listening to:

1 Get to the point quickly

2 Not waste the prospect’s time

3 Have a solution to their problem

4 Be an asset to them over the long-term

TONALITY
1) The I care tone.

influencing tonalities, called the “I care” or “I really want to know” tonality.

2) phrasing a declarative as an interragotive, introduce yourself with this, “Hi, my name is Bill
Peterson, calling from Acme Travel Company in Beverly Hills, California. How are you today?”

3) tonality of mystery and intrigue, say something that is misteriously interesting.

4)Use scarcity when talking:

First, verbal scarcity is used to convey the logic: “We only have one black-onblack 750iL left,
and once it’s gone, it’s going to be three months until our

next shipment comes in.”

Second, you add on tonal scarcity by using a power whisper, which greatly

intensifies the prospect’s sense of scarcity.

And third, you add on informational scarcity by explaining that even the

information itself is in short supply.

5)Absolute certainty: your voice takes a firmer, more definitive tone.

6)Utter sincerity:This is a calm, smooth, confident, low-pressure tone that implies

that what you’re currently saying to the prospect is coming directly from your heart,

and that you’re being absolutely sincere with them at the highest possible level.

7)The reasonable man: This is one of my favorite tonalities, as it’s used at some of

the most important moments in the sales encounter.

8)Now, the key here is that the tone you use—starting with “I hear what you’re

saying . . .” and going all the way to the end, when you say, “. . . do you like the

idea?”—is going to be your hypothetical, money-aside tone.

9) implied obviousness: FOR EX:“Now, John, you’ll make

money with this, but more importantly, what I can do for you over the long term in

the way of new issues and arbitrage plays . . .”

10) “I feel your pain” , this is a tonality that you want to use when you’re asking questions that
are designed to uncover your prospect’s primary and secondary pain points and, if necessary,
amplify them.
ALWAYS REMEMBER, YOU CAN'T JUST PITCH SOMEONE RIGHT OF THE WAY, YOU
FORST HAVE TO ASK FOR A ''PERMISSION'', BY SAYING:

"If you have sixty seconds, I’d like to share an idea with you. You got a minute?”

PROSPECTING
1 You’re sifting through the prospects in your sales funnel by asking them a

series of strategically prepared questions.

2 You’re using these questions to not only gather intelligence but also to

separate the buyers in heat and buyers in power from the lookie-loos and the

mistakes.

3 You’re continuing to gather intelligence from the buyers in heat and buyers

in power, while eliminating the lookie-loos and mistakes from your sales

funnel as quickly as possible.

4 You’re transitioning the buyers in heat and the buyers in power to the next

step in the syntax, so they can continue their journey down the Straight

Line.

10 MAIN RULES

Rule #1: You are a sifter, not an alchemist.

Rule #2: Always ask for permission to ask questions.

Rule #3: You must always use a script.

Rule #4: Go from less invasive questions to more invasive questions.

Rule #5: Ask each question using the right tonality.

Rule #6: Use the correct body language as the prospect responds.

Rule #7: Always follow a logical path.

1 What part of town do you live in?

2 Are you married or single?

3 What kind of work do you do?

4 How long have you been living here?

 5 Do you have any children?

6 What do you like most about your neighborhood?

7 Are you self-employed or do you work for someone else?

Rule #8: Make mental notes; don’t resolve their pain.

Rule #9: Always end with a powerful transition.

Rule #10: Stay on the Straight Line

HOW TO BUILD A SCRIPT

First, your script must not be front-loaded.

Second, focus on the benefits, not the features.

Third, your script must have stopping-of points.

Fourth, write in the spoken word, not grammatically correct English

Fifth, your script must flow perfectl

Sixth, your scripts must be honest and ethical.

Seventh, remember the overarching equation of energy in, benefits out.

And eighth, a Straight Line script is part of a series of scripts.

LANGUAGE PATTERNS
Use power words, like “dramatically,” “explosive,” “fastest growing,” “most well respected.”

EXAMPLE OF GRADUAL QUESTIONS:

What do you like or dislike about your current supplier?

What is your biggest headache with your business?

What would be your ideal program if you could design it?

Of all the factors that we have just spoken about, what is the most important to

you?

Have I asked about everything that’s important to you?

SCRIPT PATTERNS

1 When you introduce yourself, remember to speak in the familiar and to

always sound upbeat and enthusiastic.

2 The next pattern is going to be to get their response of “I’m okay.” “If you

recall, we met last Thursday night at the Marriott,” or “If you recall, you

sent in a postcard a few weeks back,” or “We’ve been reaching out to people

in your area . . .” In short, you are trying to link up this call with the time

you first met your prospect, or when they took an action, like filling out a

postcard or clicking on a website.

3 This next pattern is extremely important and is the reason for the call, your

justifier. In essence, your justifier creates a valid reason to be calling today,

and it will dramatically increase your compliance rate.

4 From here you get into the qualifying portion of your script, and you start

by asking for permission to ask questions. This is another example of using a

justifier, this time with the word “so.” “Just a couple of quick questions so I

don’t waste your time.” This gives a reason why you need to ask the

prospect questions, and that reason is so you don’t waste their time. You

always want to ask for permission to qualify.

5 The last part of your open is always a transition. “Based on everything you

said to me, this is a perfect fit for you.” This should be an anchor for you;

you should know it by heart.

1 The moment you finish the above transition, your first words in the main

body should be the exact name of your product, process, program, or service

you’re offering. Here’s an example of this that I wrote for the movie The

Wolf of Wall Street:

“Name of the company . . . Aerotyne International. It’s a cutting-edge,

high-tech firm out of the Midwest, awaiting imminent patent approval

on a next generation of radar detectors that have both huge military

and civilian applications.”

2 The next language pattern should be no more than one or two paragraphs

and be focused on a benefit that directly fills the clients need. (Only

mention that feature.) If possible, try to use comparisons and metaphors to

illustrate your point, as they are far more effective than facts and figures

alone. In addition, if you can ethically link the above pattern to a

trustworthy person or institution, like a Warren Buffett or J. P. Morgan,

then do it. (Also, check to see if your company knows of any high-profile

people who have used your product and liked it.) The bottom line is that anytime you can
leverage the credibility of a respected person or institution,

you should try to bring it into your presentation.

3 After you’re done with the pattern, you should say, “You follow me so far?”

or “Make sense?” You can only move forward after the prospect says yes;

otherwise you’ll break rapport and enter the death zone. But once they agree

with you—boom!—you’ve completed one full language pattern.

4 Now, repeat steps two and three one more time—and then one more time

again, but no more than that, or you’ll run the risk of overwhelming the

client. Always remember, you’re framing, not front-loading!

5 As you’re transitioning into your close, you should try to create some type of

urgency—meaning, why the customer needs to buy now. If you’re in an

industry where there’s not a lot of inherent urgency, then try to at least use

tonal scarcity to imply urgency. But don’t create false urgency; that’s not

okay.

6 Moving from the main body to the close, we start with a transitional pattern

that explains how simple it is to get the buying process started. (This is your

energy in, benefits out equation.)

7 Then you directly ask for the order, with no beating around the bush. The
reason I’m highlighting this is that after spending the last ten years training

sales forces all around the world, I’ve found that the vast majority of

salespeople don’t ask for the order very much. Either they dance around it,

or they leave it open-ended, as if they’re hoping the prospect will just come

right out and say they want to buy it. In point of fact, most studies peg the

optimum number of times that a salesperson should ask for the order as

somewhere between five and seven times.

Personally, however, I strongly disagree, and I think that number has

more to do with poorly trained salespeople going through the closing

process in a wildly inefficient way. Three or four times should be more than

enough when you’re using the Straight Line System. Remember, this is not

about pressuring people into making bad decisions; this is about using the

Straight Line System to create massive certainty in the mind of your

prospect, on both a logical and emotional level, and then asking for the

order in a low-pressure, graceful way.

TYPICAL ENDING IS:

“Give me one shot, and believe me, if I’m even half-right, the only

problem you’ll have is that I didn’t call you six months ago and get you

started then. Sound fair enough?"

ART AND SCIENCE OF DEFLECTION

1 Start your introduction by greeting Bill by his first name, and then quickly

reintroduce yourself—stating your first and last name, the name of your

company, and its location—and ask Bill how he’s doing today. Remember,

from your very first word, your tonality must be positive and upbeat, with a

hint of bottled enthusiasm slipping out around the edges.

2 Remind him that you two spoke a few days or a few weeks ago, and that you
emailed him a bit of information on your company. Do not—I repeat, do

not—ask him if he actually received the information or had a chance to

review it, as there’s an excellent possibility that he’ll say “no” to at least one

of those questions, which gives him an easy exit ramp out of the encounter.

The way to avoid this is to simply ask him if the conversation “rings a bell,”

to which he will almost always reply with a yes.

3 Once he does, then briefly explain to him how the last time you spoke, he

asked you to give him a call the next time an extraordinary investment idea

came across your desk.

4 If he replies no, then act a bit surprised, but chalk it up to the fact that he

must get a ton of calls and emails each day, and then assure him that you

did, in fact, speak to him, and that you did, in fact, email him some

information; but there’s no need to worry, as it was just a bit of background

on your company. Then complete step three—reminding him that he asked

you to call him the next time you had an investment idea.

5 Explain how something just came across your desk and that it’s one of the

best things you’ve seen in quite some time now, and if he has sixty seconds,

you’d like to share the idea with him.

6 Complete your introduction by saying “Got a minute?” using the reasonable

man tone

For example, let’s say Bill replies, “It sounds interesting. Let me think about it.”

To that, you’ll answer with the standard Straight Line response to an initial

objection, which is: “I hear what you’re saying, Bill, but let me ask you a question:

Does the idea make sense to you? Do you like the idea?”

Bill said, “Yeah, it sounds pretty good.”

To that, your standard Straight Line response will be:

“Exactly—it really is a great buy down here! In fact, one of the true beauties

here is . . .” and then you’ll go directly into the main body of your follow-up

presentation.

Here are a few quick examples of language patterns that work very well with this

type of step-down approach:

“If you give me 1 percent of your trust, I’ll earn the other 99 percent.”

“Frankly, on such a small sale like this, after I split my commission with the

firm and the government, I can’t put puppy chow in my dog’s bowl.”

“I’m obviously not getting rich here, but, again, this will serve as a

benchmark for future business.”

STRAIGHT LINE PERSUASION

The best way to combat these limiting buying beliefs and lower someone's action
potential is

through the use of:

1 Language Patterns

2 Belief Busting

3 Making Logical Cases

You MUST establish the following three things in 4 seconds:

1You're as enthusiastic as hell. This tells the prospect you have something really

great to offer.

2 . You're sharp as a tack. If they don't think you're sharp as a tack, you're wasting their
time.

3 You're an authority figure and a force to be reckoned with. People are taught to respect
and listen to authority figures from a young age.

This all rolls up to one simple fact: you are a person who can help them get what they
want and achieve their goals.

OPENING SCRIPT DISTINCTIONS

While you are listening and watching the exercise on the video, pay attention and take
note of the following tonal distinctions:

1. Use up-tones to pace and lead.

2. Raise your voice at the end of "Global Capital, in Tampa, Florida" to infer a micro-
agreement.

3. Use a tone of "mystery" at "Now if you recalL"

4. How's-it-going-today (contracted) says, "I really want to know!"

5. The power of the pause, not before "at the Marriott Hotel."

6. Five beats is the "kill zone" of the pause in the script.

7. Raise your tone to say, "Does that ring a bell?"

8. The words, "One of our top traders" are grouped/said together.

9. Use hypnotic patterns.

CLOSING SCRIPT DISTINCTIONS

While listening to and watching the exercise on the video, take note of the following tonal
distinctions:

1. Use transition words: Well, now, and but.

2. Slight drop in tone at "Well, the reason for the call" implies you have a secret

and scarcity.

3. Emphasize that it's scarce; that there's not a lot around. Your tone must be congruent
with this!

4. Use transition words to go up and down in tone and volume.

5. Whisper and they'll see you as someone worth listening to-especially coupled with
"bottled enthusiasm."

6. Your "bottled enthusiasm" is rooted in absolute certainty; it's still there when your
tone drops, and the prospect knows it.

7. "Got a minute?", stresses the "reasonable guy."

8. Building rapport is in your tone.

USING GOAL ORIENTED SELLING TO CLOSE THE SALE

Ask Questions
Gather Intelligence

Build Airtight Logical and Emotional Cases

Get the Client to Love the Product,

You and Your Company

Close the Sale

PRESENTATION

Once you determine that the client has the money and should buy your product, what
you say next is very simple: "Let me say that based on everything you have just told me,
this is the perfect fit for you." And then move into your presentation.

As you give your presentation and continue moving down the line, eventually you get to
the point where you ask for the sale.

It usually sounds something like, "Okay, let me tell you how easy it is to get started. It's a

question of your name, some basic information and credit card number. The product

arrives in three days and believe me you won't be sorry. Sound fair enough?"

3 points to keep in mind ...

1. IDENTIFY THE CLIENT'S "WHY"

2. MEMORIZE QUESTIONS IN ORDER

3. ASK PERMISSION TO ASK QUESTIONS

BIG PICTURE QUESTIONS

1. What did you like/dislike with it?

This identifies the client's likes and dislikes, which will be used later on to customize
your pitch to meet the client's specific needs.

2. What would you change or improve with your current source?

Ask what your client would change about their current situation.

3. What's your biggest headache with ... ?

This uncovers the emotional problems he/she might be experiencing. Pay close attention
to the answer. You will use this information later in your pitch.

4. What's your ultimate objective?

Once you understand your client's goals and objectives, you can become the right
person for

the job.

5. What would be your ideal program?

Ask the client to be as specific as possible in terms of the product or program.

SPECIFIC QUESTIONS

6. Of all the factors, what's most important to you?

What factors are most important to your client? What is he ultimately trying to
accomplish with you?

7. Have I asked about every detail that's important to you?

Is there anything your client might have missed? Does he have any additional concerns
or questions for you?

THE TRANSITION

"WELL, BASED ON EVERYTHING YOU JUST TOLD ME,

IT SOUNDS LIKE THIS IS A PERFECT FIT FOR YOU."

YOUR FIRST "NO"

LANGUAGE PATTERN #1

"I hear what you are saying, but let me ask you a question.

Does the idea make sense to you?"

LANGUAGE PATTERN #2

"And let me say this. The true beauty of the program is ... "

THREE DIFFERENT RESPONSES TO ANY QUESTION

"Things really suck right now."

• Don't get stuck in the script and respond with "Okay, great..."

• Take this opportunity to MATCH or ELEVATE his state.

• For example, "Things could be worse" or "I hear you ... "

• Remember to convey that you care!

• Don't bring the client out of feeling his pain just yet. Think of it as tough love.

YOU ARE JUST LIKE THEM!

"Things are not that great. I'm behind on some of my bills."

• Again, respond with a bit of an elevated tone.

• "I totally understand. That's exactly why I called you ... "

• Do NOT say "Oh man, that's awful!" because you will sound disingenuous.

"Things are going welL"

• Depending on how upbeat the client's tone is, try to match it and elevate it to

your tonality.

• If he sounds only slightly optimistic, try saying, "Well, you seem to be doing better

than most folks.

• If he sounds more upbeat, respond with, "Great, good for you!"

LANGUAGE PATTERNS

1 Hold your hand every step of the way. Clients always worry that once they buy, you will
leave them hung out to dry. This phrase removes that fear and knocks off a huge
negative that always exists in the client's mind.

2 Show you the ins and outs. This works especially well with complex products or
services. Many times, people hesitate to buy because they fear they won't know how to
use it properly or that it will be difficult to use. This pattem offsets that fear by stating
that you will show them how to make it simple, easy and wonderful.

3 Huge upside with little downside. People always worry about what will go wrong if they
buy. This phrase addresses that fear by convincing clients they have a lot to gain and
little to lose by buying your product. Of course, it needs to be supportedwith evidence.
But this phrase is so powerful it should be used several times during your close.

4 Incredibly easy to get started. 'It's incredibly simple' people don't want to expend

energy. They want to be told how easy it is to modify their loan or to fix their credit.
You're knocking out a negative, adding a positive.

5 In-depth training program. This is a great pattern to use when your product requires
people to learn something in order to use it. It tells clients that you will be there holding
their hand every step of the way.

6 It's a long-term relationship. This pattern uses future pacing to remind clients what you
can do for them over the long term. It tells clients that once they complete the
transaction, it is just the first step in all the things you can do to make their lives better.

7It's surefire, paint-by-numbers. You have a system. People love buying systems. They
especially love turn key systems that are paint by numbers, step by step, move by move.
Money rolls in, freedom rolls out.

CLOSING PATTERNS

Believe me. "Believe me, if you do even half as well as the rest of the people who have
gone through this program you're going to be very, very impressed. All I ask is after
you've made money with this I want a ton of referrals. Sound fair enough?"

Your wife. "Your wife will be kissing you when you walk through the door." This pattern
knocks out the fear that loved ones will disapprove of the buying decision.

Kid's schools. "If you do this you'll be sending your kids to the finest schools." This is a
powerful emotional pattern. Do not make statements like this if your product cannot live
up to it.

I am not getting rich here. This is very effective for getting referrals and building

long-term relationships because it insinuates that you're not making any money on the
transaction.

SAVE YOUR MOST POWERFUL

LANGUAGE PATTERNS FOR THE FINAL CLOSE!

These include patterns like:

1. If you do even half as well as the rest of the people that have gone through

this program ...

2. All I ask if that you give me one shot. ..

3. The only problem you'll have is I didn't call you six months ago and get you started
then.

4. Believe me you will not be sorry. Sound fair enough?

LANGUAGE PATTERNS FOR LOOPING

1 Does it make sense to you? Tonality is essential. Ask in a calm, curious tone,

"Does the idea make sense to you? Do you like the idea?" This is not a pattern to

use with certainty.

2 True beauty. "You see, the true beauty of the program is that it's .... " and then go on to
describe how it will solve the client's problems and make his life better. This a beautiful
transition and powerful deflection pattern.

3 If I had been ... "If I had been your financial advisor for the past three years, making you
money on a consistent basis, you wouldn't be saying 'Let me think it over' right now. You
would probably be saying, 'Let's get started.'" Again, tonality is key.

4 As far as my company goes ... This is an excellent transition from selling you to selling
your company. "I pride myself on doing this. I pride myself on doing that. I plan on being

the top producer in my company. I am not going to get there without my clients giving
me tons of referrals because they love me. And as far as my company goes ... " Then go
on to say all the great things about your company.

5 What we can do for you besides this one transaction ... This should be presented more
as a statement than a question. Find three things (which can include your up-sells)

you can do for the client outside this transaction. In fact, this pattern isa good way to
pre-frame your up sells as benefits.

6 What's the worst that could possibly happen? This is the ultimate minimizer. It

allows the client to run through all the possible bad outcomes if the product doesn't work
out and compare them to all the positives if it does.

7 We can start off small. This is an effective pattern for minimizing some of the client's
fears while setting the groundwork for doing more business in the future. Starting out
small does not mean lowering price, although it can mean buying less so that the
customer doesn't pay as much.

8 Please don't misconstrue my enthusiasm for pressure. Today's clients are very

distrustful of high-pressure salespeople. This pattern allows you to put it out there and
defuse it. The client will respect you for saying it. If you don't say it, he may feel you are
pressuring him.

9 I understand what you're saying. This is a great response to the person that says, "Let
me think about it." It is also a great tool for demonstrating caring and empathy. Say, "I
understand what you're saying" and then loop back to selling your client on you and the
company. If the client still wants to think about it after several loops, get a little stronger
with your tonality. Say,"1 understand what you're saying but let me say this ... " and start
using some closing patterns.

10 Getting started is very simple. "Getting started is very simple. It's just a question of I
some basic information." This is an excellent soft or trial close.

11 Cash outlay of only ... "Cash outlay" always sounds better than "costs." You can also
use the term "investment.

OPENING SCRIPT

Hey, John! _____ , calling from X,Y,Z Company, over in Sydney! How you going today?

Great! Now, if you recall, you attended a seminar last week, over at the Hyatt Hotel? With
the Wolf

of Wall Street? Does that ring a bell?

Okay, great. Well, the reason for the call today is that there are only a few seats left for
his

upcoming boot camp, in Sydney, and if you have sixty seconds, I'd like to share an
opportunity

with you. You got a minute?

Okay, great. Just a couple of quick questions, so I don't waste your time:

1. What kind of work are you doing now?

2. So you're self-employed? (or) So you're working for someone else?

3. And how's it going for you? Sales? Marketing? Growing? Cash flow?

4. Do you do anything (or have interest) on the Internet at all? Real estate? Trading?

5. How's your financial situation right now? Are you in good shape, or are you struggling
a bit?

6. Have you set any financial goals for the next few years?

7. What do you think your great limiting factor success is?

Okay, great! Well, based on everything you've just said to me, this program is definitely a
perfect

fit for you. Now, here are just a few of the quick highlights:

First, the program starts with a 52-week coaching program, which is literally off-the-
charts

effective! You'll have the Wolf as your personal coach and mentor, for one full year-
guiding you

every step of the way to massive success. You'll have direct access to him each
Wednesday

night, face-to-face, through a webinar, and the rest of the time you'll be able to
communicate with

him personally, through email, with any questions you have about business. You follow
me so far?

Okay great! Now the coaching program is only the beginning. You'll also be attending his

three-day boot camp, in Sydney, in the second weekend of July; and I can promise you
that if think

the 3-hours in Perth were powerful, this is at a whole new level. He'll be showing you
every tactic

and strategy you need, to become massively successful in any field, especially ____ ,
which

he'll be spending nearly a full day on, because it's one of his areas of true expertise. And,
believe

me, with someone like the Wolf showing you the ropes on this, you cannot go wrong.

Now, getting enrolled is very simple-just a question of some basic information for the

application-and believe me, John, if you do even half as well as the rest of the people
Who've

gone through this program, you're going to be very, very impressed. Sound fair enough?

If He Agrees, Then Say: .

Okay, great. Now, let me just make sure I have your correct details. Your full name is Bob

Smith, correct? (Capture all necessary account info: name. address, home number, cell
number,

email-then say ... )

Okay-great! Now, as a far as payment for goes, it's a cash outlay of only $3997, minus the
cost

of the ticket you purchased to see him last time. I can handle that with either a credit card
or a

debit card. Which would you prefer?

Okay-great. Do you have the card handy?

If After You First Said, Fair Enough, He Asks What's the Cost of the Program?

It's a cash outlay of only $3997, minus the investment you already made for the last
ticket. And
that includes the tuition for both the boot camp and the twelve-month training program.
And, like

I said, if you do even half as well the other people who've gone through this program,
this will be

the best investment you've ever made. Sound fair enough?

Okay, great! Now, let me just make sure I have all your correct details. Your full name is
Bob

Smith, correct? (Capture all necessary account info: name. address, home number, cell
number,

email-then say ... Okay-great! Now, as a far as payment for goes, I can handle that with
either

a credit card or a debit card. Which would you prefer?

STRAIGHT LINE PERSUASION'M

First Rebuttal

Well, let me ask you a question. Does the program make sense to you? Do you like the
idea?

Exactly! You see, the true beauty with the Wolf's program is that you'll be mastering both
the inner

and the outer game of wealth ...

(Write a paragraph of powerful bullets, then say ... )

I mean, it's a truly incredible program. You see what I'm saying?

If HE AGREES ENTHUSIASTCALLY, YOU SAY:

Exactly! It truly is incredible!

Now, let me ask you this; If I'd been working with you for the last three or four years,
advising you

on different seminars-I mean, let's say I'd enrolled you into a stock-trading seminar, three
years

ago, and you'd been doubling your money ever since, or if I'd put you into a real estate
program or

an Internet program, and you'd been making a fortune on those, too-then you probably
wouldn't
be saying, "Let me think about it, Michael?" You'd be jumping through the phone right
now to sign

up! Am I right?

(If the prospect says "no," or is non-committal, then you must confront him or her, in a

give-me-a-break tone. You'd say: Wait a second! You mean to tell me that, if three years

ago, I'd put you into a stock-trading program and you'd turned a $10,000 investment into

a hundred grand, or if I'd put you into a real estate program and you'd bought and sold

a bunch of properties, and made a fortune on there, too, then you wouldn't be saying,

"Where do I sign up, Jimmy? I mean, come on! Honestly!)

Exactly! Now that I can understand. You don't know me, and I don't have the lUxury of a
track

record. So let me reintroduce myself to you: My name is , and I'm a senior vice

president at Empowernel. Now, I plan on being one of the top people here this year, and
I'm not

going to get there by advising my clients poorly, and I'm certainly not going to get there
by dealing

with one client a time. But what I know is that if I enroll you in the Wolf's program, now,
and you do

even half as well as the rest of my clients who've gone through it, you'll give rne tons of
referrals

down the road. And that's how my business truly goes.

And as far as Empowemet goes, not only are we the largest seminar company in
Australia, but

we're also the most well respected one. We only represent the best mentors in the world-
from

people like Tony Robbins, to Dr. Wayne Dyer, to the Wolf of Wall Street himself, who is
by far the

best success-coach out there, when it comes to turning people into millionaires.

So why don't you do this: get started right now. Let me reserve you one of the last seats
at July's'
boot camp, and get you signed up for the coaching program Again, it's a cash outlay of
only

_____ And, believe me, if you do even half as well as the rest of my clients who've gone

through this program, the only problem you'll have is I didn't call you six months ago and
sign you

up then. Sound fair enough?

Second Rebuttal

If He Still Wants To think About and Call Back

You know, I've been doing this for quite some time now, Bob, and if there's one thing I've
learned

over the years is that you simply won't call back. It has nothing to do with the program.
Despite

how great you know it is, and how much money you know it can make for you, and how
many

problems you know it can solve, you'll simply get caught up in the daily grind again and
not take

action. That's just the way it is.

I mean, let me say this: one of true beauties of the program is that actually comes with an
unconditional guarantee. If you go through the first day of the boot camp and don't think
it's the best seminar you've ever went to, then you can get a 100% refund right on the
spot, no questions asked. So it cost you absolutely nothing! You just turn in your
workbook, shake my hand, and we can part of friends. So what's the worst that can
possibly happen here: Let's say I'm wrong, and you absolutely hate the boot camp and
get your 100% refund. Is that going to put you in the poor house? (Wait for a response)

Exactly! Of course not! But on the upside, if you find his seminar even one-tenth as
amazing as

the rest of my clients who've gone through it, you're going to be literally soaring to
success. And

what the Wolf can do for you over the long term, in the way of ... (list various benefits.)

So do this: enroll with me tonight, and I'll deduct the cost of your ticket from the last
seminar, as

well as a copy of The Inner Game of Wealth (explain it briefly, and tell them they can keep
it, even

if they show up to the seminar and ask for a refund, then say ... ) "But believe me, that's
not going

to be happening her, because if you do even half as well .... (and then go into another
close.)

NEVER SPLIT THE DIFFERENCE

Negotiations
Slow it down: Don't rush things up or you'll end up breacking rapport/trust.

Be positive: You'll be perceived as friendly, calm and in control.

Mirroring: Sometimes you have to play their game, learn to improvise.

4 STEPS FOR A GOOD NEGOTIATION

1. Use the late-night FM DJ voice.

2. Start with “I’m sorry . . .”

3. Mirror.

4. Silence. At least four seconds, to let the mirror work its magic on your counterpart.

5. Repeat.

TACTICAL EMPATHY

Is just about understanding others, about what they want.

Make them feel understood, use labelling.

Repeat them back their feelings.

"It looks like you don't want to come out; It seems like you worry that if we open the door, we'll
come in with guns; It seems like you don't want to get back to the jail.

|--------- IT LOOKS LIKE ]

LABELS----------|---------- IT SOUNDS LIKE |>>>>> STARTS

|--------- IT SEEMS LIKE ]

If you have to make a request, do this: label, tactical empathy, label and repeat

KEY LESSONS OF EACH CHAPTER

 KEY LESSONS

Using this chapter’s tools in daily life is difficult for many

people because they go directly against one of society’s

biggest social dictums. That is, “Be nice.”

We’ve instrumentalized niceness as a way of greasing

the social wheels, yet it’s often a ruse. We’re polite and we

don’t disagree to get through daily existence with the least

degree of friction. But by turning niceness into a lubricant,

we’ve leeched it of meaning. A smile and a nod might

signify “Get me out of here!” as much as it means “Nice to

meet you.”

That’s death for a good negotiator, who gains their

power by understanding their counterpart’s situation and

extracting information about their counterpart’s desires and

needs. Extracting that information means getting the other

party to feel safe and in control. And while it may sound

contradictory, the way to get there is by getting the other

party to disagree, to draw their own boundaries, to define

their desires as a function of what they do not want.

As you try to put the chapter’s methods to use, I

encourage you to think of them as the anti–“niceness ruse.”

Not in the sense that they are unkind, but in the sense that

they are authentic. Triggering “No” peels away the plastic

falsehood of “Yes” and gets you to what’s really at stake.

Along the way, keep in mind these powerful lessons:

■ Break the habit of attempting to get people to say

 “yes.” Being pushed for “yes” makes people

defensive. Our love of hearing “yes” makes us

blind to the defensiveness we ourselves feel

when someone is pushing us to say it.

■ “No” is not a failure. We have learned that “No”

is the anti-“Yes” and therefore a word to be

avoided at all costs. But it really often just means

“Wait” or “I’m not comfortable with that.” Learn

how to hear it calmly. It is not the end of the

negotiation, but the beginning.

■ “Yes” is the final goal of a negotiation, but don’t

aim for it at the start. Asking someone for “Yes”

too quickly in a conversation—“Do you like to

drink water, Mr. Smith?”—gets his guard up and

paints you as an untrustworthy salesman.

■ Saying “No” makes the speaker feel safe, secure,

and in control, so trigger it. By saying what they

don’t want, your counterpart defines their space

and gains the confidence and comfort to listen to

you. That’s why “Is now a bad time to talk?” is

always better than “Do you have a few minutes

to talk?”

■ Sometimes the only way to get your counterpart

to listen and engage with you is by forcing them

into a “No.” That means intentionally

mislabeling one of their emotions or desires or

 asking a ridiculous question—like, “It seems like

you want this project to fail”—that can only be

answered negatively.

■ Negotiate in their world. Persuasion is not about

how bright or smooth or forceful you are. It’s

about the other party convincing themselves that

the solution you want is their own idea. So don’t

beat them with logic or brute force. Ask them

questions that open paths to your goals. It’s not

about you.

■ If a potential business partner is ignoring you,

contact them with a clear and concise “No”-

oriented question that suggests that you are ready

to walk away. “Have you given up on this

project?” works wonders.

KEY LESSONS

“Sleeping in the same bed and dreaming different dreams”

is an old Chinese expression that describes the intimacy of

partnership (whether in marriage or in business) without the

communication necessary to sustain it.

Such is the recipe for bad marriages and bad

negotiations.

With each party having its own set of objectives, its own

goals and motivations, the truth is that the conversational

niceties—the socially lubricating “yeses” and “you’re

rights” that get thrown out fast and furious early in any
 interaction—are not in any way a substitute for real

understanding between you and your partner.

The power of getting to that understanding, and not to

some simple “yes,” is revelatory in the art of negotiation.

The moment you’ve convinced someone that you truly

understand her dreams and feelings (the whole world that

she inhabits), mental and behavioral change becomes

possible, and the foundation for a breakthrough has been

laid.

Use these lessons to lay that foundation:

■ Creating unconditional positive regard opens the

door to changing thoughts and behaviors.

Humans have an innate urge toward socially

constructive behavior. The more a person feels

understood, and positively affirmed in that

understanding, the more likely that urge for

constructive behavior will take hold.

■ “That’s right” is better than “yes.” Strive for it.

Reaching “that’s right” in a negotiation creates

breakthroughs.

■ Use a summary to trigger a “that’s right.” The

building blocks of a good summary are a label

combined with paraphrasing. Identify,

rearticulate, and emotionally affirm “the world

according to . . .”

KEY LESSONS
 Compared to the tools discussed in previous chapters, the

techniques here seem concrete and easy to use. But many

people shy away from them because they seem

manipulative. Something that bends your counterpart’s

reality must be cheating, right?

In response, let me just say that these tools are used by

all the best negotiators because they simply recognize the

human psyche as it is. We are emotional, irrational beasts

who are emotional and irrational in predictable, patternfilled ways. Using that knowledge is only,
well, rational.

As you work these tools into your daily life, remember

the following powerful lessons:

■ All negotiations are defined by a network of

subterranean desires and needs. Don’t let

yourself be fooled by the surface. Once you

know that the Haitian kidnappers just want party

money, you will be miles better prepared.

■ Splitting the difference is wearing one black and

one brown shoe, so don’t compromise. Meeting

halfway often leads to bad deals for both sides.

■ Approaching deadlines entice people to rush the

negotiating process and do impulsive things that

are against their best interests.

■ The F-word—“Fair”—is an emotional term

people usually exploit to put the other side on the

defensive and gain concessions. When your

 counterpart drops the F-bomb, don’t get

suckered into a concession. Instead, ask them to

explain how you’re mistreating them.

■ You can bend your counterpart’s reality by

anchoring his starting point. Before you make an

offer, emotionally anchor them by saying how

bad it will be. When you get to numbers, set an

extreme anchor to make your “real” offer seem

reasonable, or use a range to seem less

aggressive. The real value of anything depends

on what vantage point you’re looking at it from.

■ People will take more risks to avoid a loss than

to realize a gain. Make sure your counterpart

seem that there is something to lose by inaction

KEY LESSONS

Who has control in a conversation, the guy listening or the

guy talking?

The listener, of course.

That’s because the talker is revealing information while

the listener, if he’s trained well, is directing the conversation

toward his own goals. He’s harnessing the talker’s energy

for his own ends.

When you try to work the skills from this chapter into

your daily life, remember that these are listener’s tools. They

are not about strong-arming your opponent into submission.

Rather, they’re about using the counterpart’s power to get to

 your objective. They’re listener’s judo.

As you put listener’s judo into practice, remember the

following powerful lessons:

■ Don’t try to force your opponent to admit that

you are right. Aggressive confrontation is the

enemy of constructive negotiation.

■ Avoid questions that can be answered with

“Yes” or tiny pieces of information. These

require little thought and inspire the human need

for reciprocity; you will be expected to give

something back.

■ Ask calibrated questions that start with the words

“How” or “What.” By implicitly asking the other

party for help, these questions will give your

counterpart an illusion of control and will inspire

them to speak at length, revealing important

information.

■ Don’t ask questions that start with “Why” unless

you want your counterpart to defend a goal that

serves you. “Why” is always an accusation, in

any language.

■ Calibrate your questions to point your

counterpart toward solving your problem. This

will encourage them to expend their energy on

devising a solution.

■ Bite your tongue. When you’re attacked in a

 negotiation, pause and avoid angry emotional

reactions. Instead, ask your counterpart a

calibrated question.

■ There is always a team on the other side. If you

are not influencing those behind the table, you

are vulnerable.

KEY LESSONS

Superstar negotiators—real rainmakers—know that a

negotiation is a playing field beneath the words, where

really getting to a good deal involves detecting and

manipulating subtle, nonobvious signals beneath the

surface. It is only by visualizing and modifying these

subsurface issues that you can craft a great deal and make

sure that it is implemented.

As you put the following tools to use, remember this

chapter’s most important concept. That is, “Yes” is nothing

without “How.” Asking “How,” knowing “How,” and

defining “How” are all part of the effective negotiator’s

arsenal. He would be unarmed without them.

■ Ask calibrated “How” questions, and ask them

again and again. Asking “How” keeps your

counterparts engaged but off balance. Answering

the questions will give them the illusion of

control. It will also lead them to contemplate

your problems when making their demands.

■ Use “How” questions to shape the negotiating

 environment. You do this by using “How can I

do that?” as a gentle version of “No.” This will

subtly push your counterpart to search for other

solutions—your solutions. And very often it will

get them to bid against themselves.

■ Don’t just pay attention to the people you’re

negotiating with directly; always identify the

motivations of the players “behind the table.”

You can do so by asking how a deal will affect

everybody else and how on board they are.

■ Follow the 7-38-55 Percent Rule by paying close

attention to tone of voice and body language.

Incongruence between the words and nonverbal

signs will show when your counterpart is lying or

uncomfortable with a deal.

■ Is the “Yes” real or counterfeit? Test it with the

Rule of Three: use calibrated questions,

summaries, and labels to get your counterpart to

reaffirm their agreement at least three times. It’s

really hard to repeatedly lie or fake conviction.

■ A person’s use of pronouns offers deep insights

into his or her relative authority. If you’re

hearing a lot of “I,” “me,” and “my,” the real

power to decide probably lies elsewhere. Picking

up a lot of “we,” “they,” and “them,” it’s more

likely you’re dealing directly with a savvy

 decision maker keeping his options open.

■ Use your own name to make yourself a real

person to the other side and even get your own

personal discount. Humor and humanity are the

best ways to break the ice and remove

roadblocks.

KEY LESSONS

When push comes to shove—and it will—you’re going to

find yourself sitting across the table from a bare-knuckle

negotiator. After you’ve finished all the psychologically

nuanced stuff—the labeling and mirroring and calibrating—

you are going to have to hash out the “brass tacks.”

For most of us, that ain’t fun.

Top negotiators know, however, that conflict is often the

path to great deals. And the best find ways to actually have

fun engaging in it. Conflict brings out truth, creativity, and

resolution. So the next time you find yourself face-to-face

with a bare-knuckle bargainer, remember the lessons in this

chapter.

■ Identify your counterpart’s negotiating style.

Once you know whether they are

Accommodator, Assertive, or Analyst, you’ll

know the correct way to approach them.

■ Prepare, prepare, prepare. When the pressure is

on, you don’t rise to the occasion; you fall to

your highest level of preparation. So design an

 ambitious but legitimate goal and then game out

the labels, calibrated questions, and responses

you’ll use to get there. That way, once you’re at

the bargaining table, you won’t have to wing it.

■ Get ready to take a punch. Kick-ass negotiators

usually lead with an extreme anchor to knock

you off your game. If you’re not ready, you’ll

flee to your maximum without a fight. So prepare

your dodging tactics to avoid getting sucked into

the compromise trap.

■ Set boundaries, and learn to take a punch or

punch back, without anger. The guy across the

table is not the problem; the situation is.

■ Prepare an Ackerman plan. Before you head into

the weeds of bargaining, you’ll need a plan of

extreme anchor, calibrated questions, and welldefined offers. Remember: 65, 85, 95, 100

percent. Decreasing raises and ending on

nonround numbers will get your counterpart to

believe that he’s squeezing you for all you’re

worth when you’re really getting to the number

you want.

KEY LESSONS

What we don’t know can kill us or our deals. But

uncovering it can totally change the course of a negotiation

and bring us unexpected success.

Finding the Black Swans—those powerful unknown

 unknowns—is intrinsically difficult, however, for the simple

reason that we don’t know the questions to ask. Because we

don’t know what the treasure is, we don’t know where to

dig.

Here are some of the best techniques for flushing out the

Black Swans—and exploiting them. Remember, your

counterpart might not even know how important the

information is, or even that they shouldn’t reveal it. So keep

pushing, probing, and gathering information.

■ Let what you know—your known knowns

—guide you but not blind you. Every case is

new, so remain flexible and adaptable.

Remember the Griffin bank crisis: no hostagetaker had killed a hostage on deadline, until he

did.

■ Black Swans are leverage multipliers. Remember

the three types of leverage: positive (the ability to

give someone what they want); negative (the

ability to hurt someone); and normative (using

your counterpart’s norms to bring them around).

■ Work to understand the other side’s “religion.”

Digging into worldviews inherently implies

moving beyond the negotiating table and into the

life, emotional and otherwise, of your

counterpart. That’s where Black Swans live.

■ Review everything you hear from your

counterpart. You will not hear everything the

 first time, so double-check. Compare notes with

team members. Use backup listeners whose job

is to listen between the lines. They will hear

things you miss.

■ Exploit the similarity principle. People are more

apt to concede to someone they share a cultural

similarity with, so dig for what makes them tick

and show that you share common ground.

■ When someone seems irrational or crazy, they

most likely aren’t. Faced with this situation,

search for constraints, hidden desires, and bad

information.

■ Get face time with your counterpart. Ten minutes

of face time often reveals more than days of

research. Pay special attention to your

counterpart’s verbal and nonverbal

communication at unguarded moments—at the

beginning and the end of the session or when

someone says something out of line.

LAUNCH by Jeff Walker

Product Launch Formula is based on 3 mai parts.

1) Pre prelaunch: this is when you start anticipating your launch among the most loyal fans.

2) Prelaunch: This is when you persuade the market with 3 pieces of content, no matter how,
you can do it over 5-12 days. It can be format in any format.

3) Launch, called "OPEN CART": This is when you actually launch, and let it available for
somewhere from 24 hours to seven days.

4)Post Launch: This is when you follow up people who bought, and those who didn't.

STORY: HOW HUMANS COMMUNICATE

STORIES + PROCEDURE ABOVE = GREAT LAUNCH

A LICENSE TO PRINT MONEY: YOUR EMAIL LIST

You have to build an email list in order to build a community, a "family".

|-------- PROSPECTS, people who haven't bought

LIST OF---------|

|--------CUSTOMERS,These are more important and you have to give the extra
importance, they are people who already bought from you, and are more likely to buy again.

LIST GETTING: HOW TO BUILD YOUR LIST

To build a list, you need a squeeze page,it's page that you use to get contacts, its only purpose
is to get leads.

Then, tou have find an offer so that people are whilling to join your list, after that: the only thing
you have to do is drive traffic there.

You can also do A-B testing, some people will get a certain type of offer, others will see another
better for their interest.

The other big thing is to drive here traffic, a great way to do it, is through affiliates.

THE SIDEWAYS SALES LETTER

Instead of pages, I used days. Instead of a 10-page sales letter, I used a 10-

day sequence. Instead of one super-long letter, I split it up into a series of

contacts over a number of days. We call those contacts “Prelaunch Content” or

“PLC.”

Sideways Sales Letter is a sequence of Prelaunch Content,

followed by a sales message. Three pieces of

Prelaunch Content, which you share with your prospects over a period of up to
12 days. Content can take any forms. The PrelaunchContent is structured so that it’s
compelling, valuable content . . . and it naturally leads into the sale of your product. At the end
of the Prelaunch Sequence, you “Open Cart” by sending your prospects to a sales page to close
the sale. I want to emphasize that part about valuable content—this isn’t just about taking a
sales pitch and stretching it out over a couple of weeks.

One really important part of the Sideways Sales Letter is what I call the

“Launch Conversation,” because when you post your Prelaunch Content, you

will generally do it on a blog where there’s a place to leave comments below the

video. At the end of your videos you ask for your viewers to respond in some

way, such as asking questions and making comments.

Making the pivot to the sale in the final piece of Prelaunch Content is

critical, and leaving out that pivot is a mistake a lot of people make.

THE PRE PRELAUNCH

The whole idea of the pre-prelaunch is to begin to activate your tribe—or

start building a tribe if you don’t have one yet. But you’re also doing other

important foundational work. You’re testing the market’s level of interest in your

product idea. You’re trying to surface potential objections so you can answer

them during your prelaunch. And finally, you’re gathering information to help

finalize your product offer. As if that weren’t enough, you’re doing all of this

while setting the stage for your Prelaunch Sequence.

Your Pre-Prelaunch Sequence is all about grabbing your market’s attention without actually
trying to sell them anything at all.

The Ten Pre-Prelaunch Questions

1. “How can I let people know something is coming without having it feel

like I’m trying to sell them something?”

As soon as people think you’re trying to sell something, their defenses go up. When

your prospects feel like there’s a sales pitch coming, they instantly believe you

less and distrust you more. So the idea here is to begin the conversation about
your product WITHOUT overtly selling it.

2. “How can I tease their curiosity?”

Curiosity, which is closely related to anticipation, is another powerful mental

trigger. It’s a hook that grabs people and doesn’t let go. If you can start to engage

your prospects’ curiosity early on, you’ll keep them interested for the entire

launch.

3. “How can I get their help in creating this product? How can I make this

collaborative?”

This is really important, and it’s something most people miss. People will

support the things they help create. So if you can get people engaged and create

the feeling like they’re part of the process—possibly even that they’re almost cocreators—then
you’ve now moved them from prospects to cheerleaders.

4. “How can I figure out what their objections are to this product?”

You can’t sell to people until you overcome their objections to the sale. You

can’t overcome those objections until you discover what they are. You might

THINK you know what their objections are, but you don’t really KNOW what

they are until you start engaging with your prospects. Unfortunately, most people

launch their products without having any real idea what those objections are.

With the pre-pre you’re going to find out what they are early on—when you still

have time to do something about answering and overcoming them.

5. “How can I start to engage my prospects in a conversation about my

offer? How can I be engaging and avoid the “corporate speak” that will kill

my launch before it starts?”

This is closely related to the first question, which was about letting your

prospects know something was coming without being “salesy.” The addition

here is the “engagement” piece—starting the conversation and being

conversational. In other words, this is where you set the stage for the entire
“Launch Conversation,” where you create a marketing dialogue instead of a

monologue.

6. “How can I make this fun and humorous and even exciting?”

Make no mistake. Even though I’m teaching you an incredibly powerful set of

tools, your job of keeping people’s attention in a crowded market will always be

challenging. Think about every second you’re engaging them as a ticking

“attention bomb.” You have only so many seconds where you can keep them

engaged. I’m not trying to intimidate you or be overly dramatic, but the reality is

that the people you’re selling to have thousands of other things battling for their

attention. Think of humor or surprise as an instant attention reset. Every time

you get your prospects to laugh or smile, it sets that ticking “attention bomb”

back to zero, and you’ve gained some precious extra seconds.

7. “How can I stand out in a crowded market? How can I be different?”

This is related to question #6. Standing out is about getting your prospects

engaged and keeping them engaged. I never want my marketing to be like other

people’s marketing. I want to be different, unique, memorable. There’s an old

principle that I always keep in mind: In reality, most people (and businesses) are

not having much success. At best, they are getting “average” results. I’m not

interested in average results, and you shouldn’t be either. So don’t do what the

average business is doing; watch what they’re doing, and do the opposite.

It’s not very hard to stand out in your market and with your prospects. Just

do things a little bit differently than your competitors do.

8. “How can I figure out how my market wants to be sold?”

This might sound like a weird question, because you might think that the folks in

your market aren’t walking around “wanting” to be sold to. And you’re right,

they’re not. But they are walking around with problems. And they’re walking
around with hopes, dreams, desires, and fears. They’re lying in bed unable to

sleep because they’re thinking about those hopes, dreams, desires, and fears.

They want solutions. And if you have a solution, they certainly want to buy it

from you.

9. “How can I figure out my exact offer?”

No matter how much I would like to make Product Launch Formula seem like

complete marketing magic, the truth is that you need to create a great offer. In

fact, the term that I use for this in PLF is “a crushing offer.” Not really a very

technical term, but you get my point. If your launch is going to be a success, you

need a crushing offer.

And if you have a crushing offer, you’re a long way down the road to having

a successful launch.

And your pre-prelaunch is a key to creating a crushing offer. Because if you

ask them the right way, your prospects will tell you how to create a great offer.

10. “How can this naturally lead into my Prelaunch Sequence?”

Since your launch (and PLF) is all about sequences, all about creating a greased

chute that leads right into your launch day, it’s only natural to have your preprelaunch tie
seamlessly into your Prelaunch Sequence.

So let’s just jump into an example

SUBJECT: Quick announcement and a favor …

Jeff Walker here. We’ll be sending your Trading Update in just a little bit.

But first I need to ask you a favor …

We’re really close to wrapping up our long-awaited trading manual. We

will be releasing it in early January. But before we do, I have to ask you a

couple of questions. Can you help us out?

You can answer the questions here (and get a little more detail on the

trading manual) at this link:

http://www.example.com/

Thanks and best regards,

Jeff

if they clicked the link in

the email. They landed on a simple web page that said:

Hi,

We’re VERY close to finishing our long-awaited Trading

Manual.

We have been working on this for more than four years, but

we are finally going to wrap it up. We will be releasing it in early

January.

This course will be entirely focused on “Support and

Resistance.” It will include two printed manuals, eight audio

CDs, and one video tutorial DVD. It is going to be a complete

brain dump of everything that we know about “SUPPORT and

RESISTANCE.”

We are going to cover all the ways that we use to generate

our support and resistance zones, and we are going to show

you exactly how we trade those zones.

HOWEVER, we need your help. Before we finalize

everything and send it off to the printer, we need to make sure

we have covered everything.

That is where you come in. Please take a few minutes to

answer this super-short survey—there is really only one thing

we want to ask you …

What are your two top questions about Support and

Resistance that we absolutely NEED to answer in our trading

course?

HERES THE BREACKDOWN OF THE MESSEGE SO THAT YOU MAKE OTHERS BY YOUR
OWN, ALL THE QUESTIONS ABOVE HAVE BEEN ANSWERED TO.

1. “How can I let people know something is coming without having it feel

like I’m trying to sell them something?”

Well, I definitely let people know something was coming, and I did it without

any hint of a pitch. I was simply asking for their help. I wanted their feedback on

this project.

And that truly is what the email was all about. But it also accomplished a lot

of other things …

2. “How can I tease their curiosity?”

I did this in a few ways—first just by telling them something was coming that

they couldn’t get yet. And then, in the email, I told them they could “get a little

more detail” by clicking on the link.

And then there’s the key phrase “We’re really close to wrapping up our

long-awaited training manual,” which is repeated in both the email and the

survey. Just by telling people that the manual was “long-awaited” sets the

expectation that people are already curious about and eagerly anticipating this

product. And this is important, because “buzz,” curiosity, and anticipation feed

on each other. So by starting to build in that perception early on, I’m already

setting the stage for the build toward a highly anticipated launch.

Was this product really long-awaited? I don’t know. But I do know that I had

been dropping hints about it for a long time, and I had built up a list of people

who had asked me to create this product. And I know that I had been working on

the project for a long time, and I was ready to get it launched. That’s enough for

me to call it long-awaited.
3. “How can I get their help in creating this product? How can I make this

collaborative?”

Well, this one is obvious. When my readers clicked through to the survey, I

asked them what their top two questions were about the topic. I’m including my

prospects in the creation of my product by soliciting their feedback. This is the

key sentence:

“HOWEVER, we need your help. Before we finalize everything and send it

off to the printer, we need to make sure we’ve covered everything.”

Remember, people will support that which they help create. I’m giving my

readers a chance to help create the product.

There’s another subtle bit of human psychology going on here. Remember in

the last chapter when we covered the reciprocity mental trigger? Well, this might

seem counterintuitive, but we’re actually engaging the reciprocity trigger here.

Now, you might think, “How can there be reciprocity at play here, since you’re

asking them for a favor?”

Well, stick with me on this one. First of all, remember that the people

reading this were on my email list of subscribers—many of them for a very long

time. And, just by virtue of my publishing to them every day, they viewed me as

an expert or even a “guru.”

And now, by asking for their opinion, I am giving them my attention. And

the key word there is “giving.” By giving my attention, I am building up a little

reciprocity in the minds of many of my readers.

Do you see how, with just a short email and a short survey, we’re starting to

build up a confluence of triggers that will come into play down the road?

4. “How can I figure out what their objections are to this product?”

This one is easy. I’m just outright asking them to tell me their objections in the
survey. No, I don’t use the word “objections,” because people don’t think in

those terms. But by asking for their “top two questions,” they will tell me what

their objections are.

When you do this, you’ll always find two or three or maybe even four

common themes that keep showing up in the responses. Those themes will

contain your prospects’ primary objections.

5. “How can I start to engage my prospects in a conversation about my

offer? How can I be engaging and avoid the “corporate speak” that will kill

my launch before it starts?”

First of all, look at the email and the survey. No corporate speak there. Right

from the start, the subject line is “Quick announcement and a favor . . . “ When

was the last time a big corporation asked for a favor in their email?

And as far as starting the conversation—that’s what this entire minisequence is about. Asking
for their feedback starts the conversation.

6. “How can I make this fun and humorous and even exciting?”

Okay, I’m not sure that I hit this one in this pre-prelaunch other than the fact that

I’m letting my readers in on something before it happens. I’m letting them into

my creative world. It’s almost like whispering something to someone in a

crowded room—everyone wants to know what you whispered. In this case, I’m

whispering to my readers before I announce it to the general public.

7. “How can I stand out in a crowded market? How can I be different?”

The key here is by asking my readers for their feedback before the product was

released, I let them become part of the process. And that’s absolutely important,

because people support that which they help create.

I gave them a small part to play in the creation of the product, and that’s a

step toward building an army of people who will support your launch and

possibly even buy your product.

8. “How can I figure out how my market wants to be sold?”

This is what the survey is all about. In addition to gathering the top objections,

the survey will give you all kinds of additional data and information.

If you use a survey like this, it’s often good to mix up multiple choice

questions with essay questions. You will get a higher response with multiple

choice questions, because it’s easier to check a box than to type in an answer.

However, essay questions will give you quite a bit more insight. And that insight

will often tell you how to construct your Prelaunch Sequence and your Launch

Sequence. Often I will literally cut-and-paste words and phrases directly from

this type of survey and use them in my Prelaunch Content.

There is an old saying in the direct marketing world: “You want to enter the

conversation that’s already taking place in your prospect’s mind.” The responses

you get to a survey give you the shortcut to entering that conversation. It’s hard

to overstate just how powerful this is.

9. “How can I figure out my exact offer?”

Again, the answer to this question is in the survey responses. Actually, this

survey is just the beginning of the answer to this question. If I’m launching an

information or knowledge product, it’s often possible to continue to tweak the

answer all the way up into my launch, so I’ll gather data throughout the preprelaunch and the
prelaunch to help me fine-tune the offer.

Even if you’re selling widgets, it’s possible to add information-based

components to the offer. For example, in this launch we ended up adding some

live question-and-answer teleseminars to the offer. Since the calls are delivered

after the launch, it took zero effort to add them to the offer. And that same type

of bonus could be added to all kinds of different launch offers.

10. “How can this naturally lead into my Prelaunch Sequence?”

A few days after I sent that first email I wrote to my list again. I thanked them
for the overwhelming response and told them how excited I was to have the

project almost complete. That continued the conversation about this upcoming

product and did so in a way that was not “salesy.” I wasn’t screaming “Buy my

stuff, buy my stuff!” at the top of my lungs. Instead, I was asking my list to join

me as co-creators.

That pre-pre also showed them that I was concerned with making this the

best possible product, and I was very interested in what they wanted. And I put

them in the state of imagining the product as the best possible product for their

needs.

Sell Them What They Want: The Magic of Prelaunch

So one of the key cornerstone pieces of the Product Launch Formula is

delivering value and building a relationship with your prospect before you ever

ask for the sale.

If you’re trying to sell coaching services to high-end corporate executives, then

sending them a cookbook of vegan recipes is not going to generate much

business for you. You need to structure your content into a sequence that

naturally builds up to your sale. And that’s the very essence of the Product

Launch Formula.

Your Prelaunch Sequence

The framework for the overall story arc is that you start off teaching people

about the opportunity for change or transformation. Then you follow that up

with some solid teaching, and you show that transformation or change. Finally,

you give the “ownership experience.” This is where you start to pivot to talking

about your product and the impact it will make on your prospective client.

Since you’re giving out great free content, you

naturally will hit the Reciprocity trigger. And by showing your knowledge of
the topic and your ability to give great content away for free, you hit the

Authority trigger. As you move through the launch, you’ll naturally start to

build Trust. And as you gather comments and create a conversation about your

Prelaunch Content, you’ll start to build Community. And since you’re taking

your prospects through this entire sequence together, it becomes a shared

experience that hits the Events and Ritual trigger. Then, as you get closer to

your launch date, the Anticipation will start to build.

A quick word about formats: You’ll find that this is a very flexible process.

Your PLC can be delivered via email or as blog posts or as PDF reports or audio.

But most of my Product Launch Formula Owners have been using video for the

last few years. Video has a number of advantages.

there are two primary types of video: screen-capture video and full-motion video.

Screen capture is a video recording of a computer screen with a voice talking over it.

You can record a PowerPoint-style presentation or record a demonstration of a web

site or some software. Full-motion video is like the video you see on TV; it’s shot with a

camera. Neither one of these types of video is better or worse; each one has its

strengths and weaknesses.

PLC #1: The Opportunity (or the Journey)

Your first piece of Prelaunch Content (PLC #1) is critical. It has to grab your

prospects’ attention and draw them in, so it has to be compelling. And it must

answer the all-important question “Why?”

THE ANSWER Some people just don’t like the word “transformation” or they don’t see

it in their offer. That’s fine—you can use the word “change” if you want or even

“impact.” The bottom line is you need to focus on the end benefit that your

product will create for your prospect. At the most basic level, you are either

taking away some pain from your client . . . or you’re delivering some pleasure.
Now if you look at why people don’t buy from you, the first and most

common reason is that they’re not interested in what you’re selling. For instance,

you might have the greatest wheelchair in the world—the most comfortable,

efficient, reliable, flexible design in existence. It might even be priced lower than

any other wheelchairs in its class. However, if you’re trying to sell that

wheelchair to someone who doesn’t need a wheelchair, then you’re not going to

make the sale.

The second reason people don’t buy is that they don’t have the money. They

just simply do not have it, and they have no means to get it. That reason is a

deal-breaker as well.

The third reason people don’t buy is that they don’t believe you. You’re

telling them how great your product is, but they’re not convinced. They either

flat out don’t think you’re telling the truth or they think you’re mistaken. In other

words, they don’t trust either your ethics or your competence.

A fourth reason is that they believe you and they believe you’re right about

the product and that it actually does work. However, they don’t believe the

product will work for them

Product Launch Formula isn’t going to help you with either of the first two

reasons that people don’t buy (they don’t want what you’ve got or they flat-out

don’t have the money), but if you do this right, then it will handle the third and

fourth reasons. They’re going to believe you. And the first piece of Prelaunch

Content is the critical first step.

So here’s a general recipe that works well for PLC #1:

1. Show the opportunity. Show/tell how their life is going to change with

your product.

2. Position. Show/tell why they should listen to you.

3. Teach. It’s important not to just go on and on about the opportunity; you

have to deliver value.

4. Raise objections and either answer them or promise to answer them

in upcoming videos. No matter what your offer is, there will be

objections. You need to face them head on.

5. Foreshadow PLC #2. Let them know there’s another video coming, and

spark their desire by revealing some of the really cool stuff that they’re

going to learn in PLC #2.

6. Call to action. Ask for a comment on your launch blog or in social

media.

PLC #2: The Transformation

your second piece of Prelaunch Content is

all about the “What”—what is this transformation or opportunity and how is it

going to change or transform your prospects’ lives?

So in PLC #2 I actually teach how to do the Seed Launch. Of course, since

that prelaunch video is only about 18 minutes long, I can’t teach it as deeply as I

do in the actual Product Launch Formula Coaching Program, but I go as deep as

I can in that amount of time. And I’ve had people successfully do a Seed Launch

based on that video alone.

Here’s the general recipe for a strong PLC #2:

1. Thanks and recap. Thank people for their comments and questions

from PLC #1, and then give a quick recap of PLC #1.

2. Recap the opportunity. You won’t spend as much time as you did in

PLC #1, but you need to quickly recap the opportunity. Don’t ever

assume that your prospect has seen or paid attention to or remembered

PLC #1. Remember, they’ve got busy lives and your launch isn’t nearly
as important to them as it is to you.

3. Recap your positioning. You need to remind them who you are and why

they should listen to you. But don’t take too long with this—do it

quickly.

4. Present a Case Study or do some real teaching. You need to deliver

some real value for your viewer. Teach them one (or more) cool things

that they can put to use quickly.

5. Objection crushing. Talk about the top two or three objections and

answer them. You want to go after your prospects’ big objections to the

change or transformation that you’re promising.

6. Foreshadow PLC #3. You need to let them know you have another

video coming soon. Build some anticipation for it by telling them a little

about what you’re going to teach in that video.

7. Call to action. Ask for a comment on your launch blog or in social

media.

PLC #3: The Ownership Experience

Now in PLC #3 you will start to answer the “how” question.

So here’s the recipe for PLC #3:

1. Express thanks and excitement. Thank your viewers for their

comments and questions from PLC #2. Tell them how excited you are

and how excited all your viewers are. (And if you did a good job in PLC

#1 and #2, then your viewers WILL be getting excited.)

2. Quickly recap the opportunity and your positioning. Don’t assume

they remember (or even saw) your first two videos—briefly describe the

opportunity, and remind them who you are and why they should listen to

you. Don’t take too long with this—move through it quickly.

3. Possibly present a short Case Study.

4. Answer the top questions you’ve been getting. In other words, you’re

going to answer the top objections. You want to do this even if you’ve

already raised and answered those objections in your earlier PLC. People

raise the same objections in different ways by asking different questions.

So go ahead and answer those questions that keep popping up in the

comments on your blog.

5. Explain the big view and how to make it happen. This is where you

step back and look at what’s really possible. What’s the ultimate

transformation or change that your prospect can have in their life if they

buy your product? Look at it from all angles and project out into their

future.

6. Pivot to your offer and create a soft landing. Do this in the last 25% of

your PLC #3. By now your prospects have fallen in love with you,

because you’ve given them huge value. And it’s time for you to start

preparing them for the offer—that’s the “soft landing.” You don’t want

to go from being their best friend in one video to a used-car salesman in

the next. So you have to tell them that in your next video you’re going to

have an offer for them, and they need to watch if they’re ready to take

their transformation to the next level.

7. Seed the scarcity of your launch offer. You will want to have some

type of scarcity in your launch offer, and near the end of PLC #3 you

want to make some mention of that scarcity. You’re not looking to hit

them over the head with it, because they still haven’t seen your offer. But

this is a good time to mention that they should be on the lookout for your

next email, because this is going to be a limited offer.

8. Call to action. Ask for a comment on your launch blog or in social

media.

Your Prelaunch Timing

A typical seven-day sequence might look like this:

Day 1: Release PLC #1

Day 3: Release PLC #2

Day 5: Release PLC #3

Day 7: Open Cart

A ten-day Prelaunch Sequence might look like this:

Day 1: Release PLC #1

Day 5: Release PLC #2

Day 8: Release PLC #3

Day 10: Open Cart

Every time I do a launch, I get comments from people who are shocked at the amount

of content I give out.

Show Me the Money: It’s Time to Launch!

Launch Day Nitty-Gritty

So first off, the term we generally use for launch day is “Open Cart” day.

So if you’ve followed my formula so far, you had a strong Prelaunch

Sequence that led into your Open Cart. Your PLC connected with the people on

your list. You hit the mental triggers to create a lot of authority, social proof, and

community. And in the last few days of prelaunch you’ve started to hit on the

scarcity trigger. Your list knows that you have an offer coming. Your final piece

of PLC had a strong pivot where you started to foreshadow your offer. In other

words, your prelaunch has already completed most of the heavy-lifting for you

in terms of making the sale.

Now, the actual mechanics of opening your launch are pretty simple. You

need to have a strong sales page. This is typically done through a sales video or a

sales letter.

Once you have your sales page ready, no matter whether you’re using a sales

video or a sales letter, the next step is simply a matter of sending an email to

your launch list to let them know you’re now live and open for business. This is

a short, simple email with a link to your sales page.

EXAMPLE OF EMAIL

----------------------------------------------------------------------------------------------------------------------

Okay, I just opened up registration for Product Launch Formula. We’re

now live:

CLICK HERE for Product Launch Formula

http://www.productlaunchformula.com

(I opened it up a bit early to avoid any bottlenecks and spread the load on

the server.)

Best regards,

Jeff

P.S. Remember . . . you don’t need to panic. I don’t expect to sell out

immediately. However, if you want one of those spots at my PLF Live

Workshop, then please don’t delay. They’re going to go fast. Here’s the

link: CLICK HERE for Product Launch Formula

http://www.productlaunchformula.com

----------------------------------------------------------------------------------------------------------------

As you can see, the email was short and simple. The open of the email had

just one sentence before I gave the link to the sales letter. And, of course, when I

sent this email, the link was clickable.

NOTE: The “PS” is often the single most read part of an email, and I used it

to hit the scarcity trigger, warning my readers that they shouldn’t delay or they

risked missing out on my live workshop.

Your Open Cart Strategy

So your open is certainly a big high point, but it’s just a part of your entire

Launch Sequence. Typically, you will want to keep your launch open somewhere

between four to seven days.

The Big Close

Make it clear that something

bad will happen if they don’t buy before your launch ends—that your prospects

will miss out on something. That negative consequence is what creates scarcity,

and it will generate a huge spike of sales in the last 24 hours of your launch.

IMPORTANT: Lots of people avoid creating real scarcity at the end of their

launch. Don’t make that mistake or you will cripple your results. In fact, you will

cut your sales in half. Put some real teeth into the end of your launch, and you

will double your results.

So what is that scarcity? What is that negative consequence if people don’t

jump onboard during your launch? There are three primary ways to create

scarcity in your offer:

1. The price goes up. You have a special price during your launch, and

people need to jump onboard during your launch to get that price. This is

an easy one to understand. A “Grand Opening Sale” or Black Friday, the

mega-shopping day after Thanksgiving in the U.S., are two familiar

examples. While this is a good incentive to get people to jump during

your launch and it’s an easy one to use, it’s not the most powerful form

of scarcity during a launch.

2. Remove bonuses. Let’s say you’re selling a product that teaches people

to play blues guitar. During your launch you have the special bonus of

receiving a personal Skype guitar lesson from you. If they don’t sign up

during your launch, then they don’t get the bonus lesson. This can be a

very powerful form of scarcity. If you have a strong bonus, this can

actually be a stronger incentive than a price increase.

3. The offer goes away. If your prospects don’t buy during the launch, then

they get shut out of the opportunity—meaning, they can’t take advantage

of the offer at all, ever. In most cases, with most offers, this is the

strongest form of scarcity—it’s usually a much stronger incentive than

the price going up. The only problem is that this type of scarcity doesn’t

fit well for a lot of offers. If you’re opening a restaurant, then you don’t

want to close down after a week. I’ve personally used this form of

scarcity quite a bit, especially with my online programs (like the Product

Launch Formula Coaching Program). It makes a lot of sense for my

offer, because I teach the program to groups of students in a similar

fashion to a college class. That means registration is only available for a

limited period of time when I’m starting a new class. If someone misses

the registration period, then they can’t get in. This type of scarcity is an

extremely strong incentive for people to jump onboard if it fits with your

product.

One key point: You can combine these three forms of scarcity and layer

them on top of each other. If you can have the price go up and bonuses go away

at the end of your launch, then you’ve just created more scarcity and a more

powerful launch.
EXAMPLE OF LAUNCH AND ERROR NOT TO DO

It’s critical that you don’t let up during your open cart period. I’ve seen some of

my students make this mistake, and they end up leaving a lot of money on the

table. You need to keep mailing your launch list each day your cart is open.

Here’s how to use email to keep your launch in front of your prospects. For this

example, we’ll assume your launch lasts five days.

On launch day, you want to send out two emails—the first when you open

the cart (see the email above) and the second about four hours later to let your

list know that everything is up and running and you’re open for business.

The day after your Open Cart, you should send one email—typically a social

proof email, where you talk about the great response to your launch.

On Day Three you send a longer email that answers many of the top

questions about the product. As with all your emails during your open cart

period, you should include at least one link to your sales page.

On Day Four the message shifts to scarcity. You are basically giving a

24hour warning ahead of your close. You should be absolutely clear about when

you’ll close and what your prospects stand to lose if they don’t act before the

launch offer closes down.

Then on Day Five you’ll be mailing two (or even three) times. The first one

is sent early in the morning reiterating that you’re going to be closing that day.

The second email goes out about six to eight hours before the cart closes. This is

a day that will be filled with fireworks and a massive rush of orders—provided

you follow this plan. Unfortunately, I’ve seen lots of people make the mistake of

letting up on the last day. Either they don’t mail their list at all or they just mail

once. This typically happens when they start to worry that they’ve already sent
too many emails during the launch and wonder what good one more email could

do.

What If No One Buys?

So what if your launch just doesn’t convert? You open the cart and you have

very few sales. As much as I would like to tell you that this doesn’t ever happen,

sometimes it does. When it does happen, it’s time to go into diagnosis mode.

Once you’ve gone through your launch and closed your cart, you will want

to strengthen your relationship with those who bought from you. This is the

“post launch,” and it’s critical that you use it to extend your momentum and

positioning from your launch.

Another area you shouldn’t skimp on is customer service. I provide worldclass customer
service, and it’s worth every penny I spend on it. I don’t look at

customer service as a cost center, but as a big part of my overall strategic

business building.

Finally, don’t forget about following up with the prospects who did NOT

buy. You just spent considerable energy romancing them in your prelaunch, and

even if they didn’t buy this time, they are still great prospects for future offers.

The good news is that by now we’ve already learned nearly all the tools and

concepts that you need in your Seed Launch. The even better news is that the

Seed Launch is the simplest launch of all. And the best news is that you’re going

to end up with your own product by the time you wrap it up, and it’s going to be

a great product that’s perfectly tuned to your prospects’ needs and desires.
The Seed Launch takes advantage of two phenomena that very few people

are aware of unless they’ve done some list-based direct marketing. The first is

that, on a percentage basis, smaller lists are more responsive than bigger lists.

And I’m not talking a LITTLE more responsive—I mean they’re a LOT more

responsive.

Since social media moves faster than books can be published, and since the

Seed Launch will still be working decades after I write these words, I’m not

going to give you exact tactics on how to build a micro-list via social media. But

at the end of the day, you attract followers by publishing relevant interesting

content about your topic. It can either be content you create or content you

curate (i.e., stuff from others that you find and repost). Either way, it doesn’t take

long to attract a small following. Again, aim for one hundred to three hundred.

It’s really not very hard.

The JV Launch

Now there are lots of ways to build a list, but the single fastest way to do it

is by using the lists that other people have already built and curated. That’s the

essence of a Joint Venture Launch (also known as a JV Launch).

The way this generally works is that your JV partners will mail their list and

encourage their readers to visit your Prelaunch Content. In most JV Launches,

the JV partners actually send their list to your squeeze page, so that the visitors

have to join your list before they get to your PLC. Throughout your launch, you

follow up with your new prospects. You use special affiliate tracking software

(see the Resource Page at http://thelaunchbook.com/resources) on your web site

to track which JV partner referred each prospect.

Remember, your relationships with your JV partners should be treated like

gold. You need to nurture and cherish them so they turn into long-term

relationships.

Creating a Business from the Ether: The Business Launch Formula

Six Keys to the Business Launch Formula

Key #1: Always Deliver High-Value Prelaunch Content in Your Launches

Key #2: Always Be Building Your List and Building Your Relationship with That List

Key #3: Make More Than One Offer

It happens to almost everyone who goes through the PLF process. In the midst of

your first launch, you get at least one great idea for your next offer or product.

That’s because of the launch conversation—your launch process creates a great

deal of interaction with your prospects, and you’ll get lots of ideas and

suggestions. And many offers will likely lend themselves to periodic launches.

Often PLF Owners will do three or four launches per year and sometimes even more.

Key #4: The Circle of Awesome: Seed to Internal to JV

There is a cycle of launches that works really well. I call it the Circle of

Awesome. I know that’s not the most grammatically correct term, but I invented

it when I was with my son. And what it lacks in grammar, it more than makes up

in, well . . . awesomeness.

It goes like this. You have an idea for a new product, so you use a Seed

Launch to help birth the product. The Seed is great for getting your first few clients,
making sure there’s a demand, and creating a great product.

Key #5: Relaunches and Evergreen Launches

Part of the effectiveness of your relaunches will be dependent on your

ongoing list building. If you have new leads coming into your list, and you’ve

got a proven Launch Sequence, then you’ve got a great opportunity. You can
either run periodic relaunches, or you can use an Evergreen Launch.

Key #6: Take Care of Your Clients and Launch to Them Again

IF YOU WANT TO TRY THIS METHOD, REMEMBER TO GIVE A LOOK AT THE

RESOURCES FILES.

CRUSHING IT

Intent

” It’s in seeing how their product or service

makes others feel, in helping customers solve problems, achieve more, or feel

better about themselves. In short, the source of their success lies in how much

they

CARE.

Authenticity

You need to be authetic, to be yourself.

Passion

Passion is your backup

generator when all your other energy sources start to sputter.

Patience

Nothing happens overnight.

Speed

You need to be a fast mover.

Work

When you first start out, there is no time for leisure—if you want to crush

it. There is no time for YouTube videos or shooting the shit in the breakroom or

an hour-and-a-half lunch.

Attention
One of my great advantages has been the ability to

see where the attention is shifting even as my competition is looking elsewhere

(usually backward).

THE EIGHT ESSENTIAL, CONTENT

Document, Don’t Create.

Documenting to build a personal brand is an especially good tactic if you’re

already working a job that you want to leave someday. Build your brand and

gain traction in your niche before you ever need to make any money, so that

when you are ready to step out of your current job, your brand is there to hold

you up and carry you to your next opportunity.

Now, this tactic solves only one hurdle: how to build cred when you have

none yet.

WHAT'S STOPPING YOU?

All the reasons people throw out to justify why

they’re not doing what they say they want to do boil down to one of three

kinds of fear, each of which requires a different response.

Fear of Failure

You have to let yourself be your sole judge and jury.

Fear of Wasting Time

People are so scared they’ll be wasting time if they try to build a business,

even when their time isn’t valuable.

Fear of Seeming Vain

You’ll look like an ass for a

while if you walk around with a camera constantly pointed at your face, but

everyone looks like an ass when trying something new.

Everyone’s an ass until they’re a pioneer.

Business Made Simple By Donald Miller

The ten characteristics of a value-driven professional.