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So I have a question for you.

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Why do most businesses fail today?

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Well, it depends who you ask.

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The Harvard Business Review will say it's under capitalization.

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That's why they fail.

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They're wrong.

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I'm not scared to say Harvard's wrong.

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Businesses fail because they don't sell enough product

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or service at a high enough price.

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Hands down, that's all.

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I can't make it any simpler.

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You need to sell.

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You've got to move your product or service, whatever that takes.

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And it's not having the greatest marketing company in the world,

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either.

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It's you getting it done in the beginning.

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But you can sell.

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That's what we call the fuel for the economic engine.

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Your business is an economic engine.

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Your fuel is sales.

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And it's got to be priced right.

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People can sell, but they're not pricing it properly.

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And that also stalls out the business.

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That's scary.

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It is, because I hear a lot of people in real estate

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were not really selling anything other than our commission rate

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kind of thing.

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You know what I mean?

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That's how we make our profit.

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However, I hear so many businesses that sell products

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start off at the low end because they want to get familiar.

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They say, hey, I want people to come to me

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and talk to me.

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And then they raise the price.

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And unbeknownst to everybody else, they just click on it.

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It's like, oh my goodness.

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How does that happen?

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How does that work to move, to get someone motivated to be OK

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to have a price that could actually lead to profit?

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Yeah, it's really simple.

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It's one word.

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It's called value.

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They have to drive value.

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They have to be a value-driven business, not

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price-driven business.

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You want to compete against Walmart, have fun.

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You're going to have to be the lowest every single day.

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It's a race to the bottom.

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You'll never get out of that.

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You'll never scale.

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But if you know, because I make this assumption,

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I make the assumption that everyone I work with

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is great at what they do.

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You've got a great idea.

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So you're great at it.

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But now, how do you convey that value to the customer

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that they can attach a dollar amount to the value, which

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means when someone buys, they buy a car for $40,000.

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So you just go out and buy a new car for $40,000.

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They didn't buy it because they wouldn't pay $40,100.

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If it was $100 more, they'd say no.

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That's not it.

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It's worth more than $40,000 to them, not just in money,

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but value and prestige.

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I can drive around with the sun roof open.

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The whole thing.

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That's what they're buying.

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They're not buying the dollar amount.

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Yeah.

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You understand?

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So they're not shopping because I have $10 to spend.

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You know what I'm saying?

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So the value is how you present the value.

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Again, and we always, one of the key factors in everything

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that we do is we always deliver more value

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than someone's paying for it.

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Always.

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20 years as a custom water feature builder, never once.

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I built over 1,000 of them.

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Did anyone ever tell me they overpaid?

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It was always, you don't charge enough.

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And I charged a lot.

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Yeah.

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OK.

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It's not that you buy.

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I get to whatever I want.

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They're still like, you should charge more.

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I'm like, yeah, now that yours is done, right?

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You know?

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So it's kind of good.

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But that's value.

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It's all about value.

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Can you teach someone how to be valuable

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or to put value in their product?

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Yes.

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Absolutely.

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Because here's a weird psychological thing.

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None of us value ourselves properly.

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Yeah.

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Almost hands down across the board.

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And you can probably, right?

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You're shaking your head.

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I'll shake my head.

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I don't.

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Everyone.

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It's just we don't.

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So you need outside eyes on that.

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I had an office manager who literally made me $400,000 more

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on a single job because she valued

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what I did more than I did.

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Because I said, hey, we can do it for this.

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She goes, no.

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She kept going higher, higher.

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Let me do that.

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She wrote it out.

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We made an extra $400,000.

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Because someone else had higher value in what I did than I did.

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OK.

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That's amazing.

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Yes.

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Yes.

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So then there has to be voice behind the value.

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And voice meaning someone that, if it's not yourself,

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someone that does see the value to give you that,

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I guess, that encouragement to show you your value.

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And I get goosebumps saying it because we

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should know ourselves how valuable we are

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and what we put our brains and our vision and our passion into

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is just that valuable.

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But we don't.

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We don't.

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Yeah, we spend our life with people telling us

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no all the time.

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Yeah.

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Even as a kid.

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No.

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No.

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I try to work with my children.

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I really tried not to do.

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I mean, there's time you say no because they're

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going to stick a fork in the outlet.

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OK, like, I'm not going to do that.

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But sometimes you got to let them stick the fork in the outlet.

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Then they learn.

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But at the same time, I want them to work for it

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from a sales standpoint.

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Because kids will just keep asking, asking, asking.

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And I want them to drive it, go, go, go, and find, all right,

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yeah, that makes sense.

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We'll go with that.

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I'll let you do it because they persisted for four days

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on what they want to make sure they know it.

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Of course, they're going to ask.

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That's easy.

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But we want to make them work.

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I think understanding the value of what they have to bring

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in order to get what they want.

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Yeah.

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Right?

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So they have to show me something more than just

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asking just because I'm your dad.

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Yes.

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Show me why.

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Show me why you deserve this.

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And then make them walk through that exercise.

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And now if they can do that when they're young,

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it kind of becomes habit.

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Now they're always willing to stay in the fight, which

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is part of my terminology.

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I just want you to stay in there and make it work.

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So that goes back to the name of your business,

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Sharp in the Spear.

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We always think that for ourselves

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that we are in the right place.

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And I'm sure most business individuals that do contact you

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are like, hey, I got it all down pat.

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But what they don't realize is you need someone to sharpen.

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And I'm thinking of the little knife set

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where it has a sharpener.

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And you don't realize that it's there for you to actually

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sharpen it because it gets dull.

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You're the one that actually helps a dull business

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become sharpened and actually to make profit and to progress.

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That's what it sounds like to me.

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Is that what the name means?

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Exactly.

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We're honing entrepreneurial warriors

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on the battlefield of business.

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Absolutely.

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So honing is sharpening that spear.

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When you sharpen it, anything sharp,

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you got a kitchen knife, it cuts better.

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It cuts faster.

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You're not going to cut your finger off

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because it slips because it didn't

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cut through what it did.

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So you actually make things safer.

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You make it more profitable.

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I can cut more, do more.

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The sharper you are, again, you're improving everything.

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You're starting to see things.

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So outside eyes, do the sharpening.

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Wear that ceramic sharpener.

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And you can do 30 strokes and you've got a sharp knife.

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Now you can cut anything you want.

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You're up there with all the TV chefs now.

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Yeah, right.

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Just hitting things that don't work.

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So yeah, it really is that, really understanding

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where they're at.

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Like everyone, and I have an assessment they can do as well.

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It shows them exactly where they're at right now.

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But we all can improve.

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And how are we not learning every day and improving?

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I mean, that's business in general.

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Business is uniquely that way, even more than just

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regular life or going to a job because things shift every day.

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The competition is always on your heel.

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I call it the endless war.

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That's why it's a battle.

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We use a lot of the war terms.

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But it really is a battle.

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It's a battle against obscurity.

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Right?

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People have to know you.

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You've got to stay out.

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You can't just get them to know you, then stop getting to know you.

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And then you go away and say, hey, I remember that.

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What ever happened to you get there?

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Whatever happened to, oh, they're still there.

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Whatever happened to jazzercise?

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Whatever happened.

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There's these places and they're still there.

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But you never hear about them anymore.

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They had their big run, but they're still there doing business.

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But they're not out in the front anymore.

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They've changed their stuff.

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So very interesting.

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But it's very, very challenging from a day to day basis.

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Absolutely.

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So I wrote a few things down.

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And one of those things for us in the real estate business

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is staying top of mind.

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When you think of jazzercise, who would you

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would have thought about that?

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When you think of real estate, does Javanka stand out?

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And so I get that part, definitely.

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But I want to go back to you saying improving

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and sharpening the knife.

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And the first thing I thought about was time.

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And I kept thinking about time.

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And a lot of people want to birth something quickly.

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And so if you take out the time piece

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or work with the time piece, then I

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think that we could probably, we as in business owners,

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could probably manifest it a little bit faster

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than if we were all alone using sharpen the spear quicker

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with the coaching parcel.

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Yeah, it's time compression.

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So what I didn't do in the first 20 years of my business,

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I would not accept help from anybody.

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I'm doing it all by myself.

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It's all ego.

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It's all me.

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I won all the awards.

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I built the greatest stuff.

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I have world class exhibits.

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I actually recognize it's all about me.

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So it all comes crumbling down.

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And you realize, you know what?

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This is not all about me.

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Now, if someone would have helped me, first,

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never would have collapsed.

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I would have survived all that.

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No problem.

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Would have got through it.

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But you have to bring them in because that wisdom

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that someone like 35 years in business I can bring

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will compress 10 years of causing mistakes, bad decisions,

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poor relationships, right?

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All that stuff we can get because we've already

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been through it.

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So it's really important to understand

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that's how you compress time.

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So whether you're two or three or five years in

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and you feel like you're getting stuck,

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that's when you bring the outside eyes in.

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You've got things going that's good.

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But like you said, you sharpen it.

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Hone it so you can get back on track so you're cutting faster,

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moving quicker, bringing the right people on,

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having your business attract the right people who can actually

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thrive in your culture and continue

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to move this business forward with you just at the helm

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and not down in the engine room.

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Absolutely.

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So really important to think about that.

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Compressing time.

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That's probably going to stick in my head all day long

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as I continue on.

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And you mentioned war several times.

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Were you in the military?

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I'm a Marine.

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Yes, I'm a Marine.

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So that's where it kind of comes from.

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Yes, yes, yes.

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Thank you for your service.

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I see war room behind you.

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And I loved that movie.

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I totally loved that movie.

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So with that being said and being kind of your time,

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I have a question.

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Just give me two or however long you want to go.

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I just don't want you to go overtime.

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You probably have something to do.

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But tips for early entrepreneurs.

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I just start with get.

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So we will talk about this.

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We get a mentor.

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Mentors are different than coaches.

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Mentor is someone who's been where you want to go.

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They're already there.

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They're successful.

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Get their ear.

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Ask them a question here or there.

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Now, don't beat them up.

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Don't try to drag the life out of them because it's free.

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Be very respectful, but listen to what they have to say.

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They will give you one or two little nuggets that'll, again,

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time compression.

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They'll save you from making some really dumb mistakes.

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In your head, you think you got it.

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It makes sense to you.

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If you need to talk to someone who's already been there,

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go, yeah, I thought that too.

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But it doesn't work like that.

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It works like this.

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You go, oh, then you do that and poof.

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You just jumped ahead two steps.

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So really important to seek those people out.

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Find out who's been where you're at, who's where you want to go.

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That's key.

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Another thing is just be sure when you begin,

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you understand where you're going to go,

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like we spoke about earlier.

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Exit strategy.

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The best time to do an exit strategy

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is before you launch your business.

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Is it 10 years?

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Is it 20 years?

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When you have somewhere to go so now you can dial that backwards

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and understand when you can hire your first person,

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you'll actually know when you need to because you've

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done your exit strategy.

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00:12:33,720 --> 00:12:35,680
How are you going to create passive income

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to replace your active business income

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that you're making in the business when you leave?

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If you sell it, you're going to lose all that money.

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You're not going to get that salary anymore

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because someone else bought your business.

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But if you can create assets that are now

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generating income to replace that when you get out,

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that's a big win.

364
00:12:51,040 --> 00:12:51,760
Yeah.

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Now you're basically still getting your salary

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and you sell for a big number at the end.

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And now you go start another business and life is good.

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Those would be probably the two biggest things I would say do.

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I love that.

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So the tips is get a mentor and know where you're going to go

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and create an exit strategy when you begin your business.

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Thank you for being here today.

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I'm really happy that you tuned in to Vision Pros Live.

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I'm looking forward to seeing your reactions as these episodes

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continue to move forward.

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This is going to get more and more fun.

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We'll have more and more engagement as well.

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We'll invite people to participate in the show.

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And thank you for giving us your time and attention.

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Have an excellent time building out your vision

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and becoming a Vision Pro yourself.

