Welcome to Networking Unleashed, Building Profitable
Connections. I'm your host, Michael Foreman,
and today we're tackling a question a lot of
people think about, but few talk about openly.
What if people who connect others, the one who
opens doors, bring opportunities together, and
build rooms that matter, actually got paid for
the value they create? Today's guest understands
how communities turn into income, why connectors
should stop apologizing for charging and why
real results only come when you put in the time.
This episode is about ownership, credibility
and earning what your relationships produce.
If you've ever wondered how to turn your network
into something that lasts and pays, you're in
the right place. start getting into it. I'd like
to introduce today, Joe, you are my guest today
on my podcast. Welcome. Why don't you give me
a little bit about your background and where
you are today? Sure. Thanks for having me, Michael.
This is great. I'm excited to be on here. We
had a lot in common. We were talking before we
got on. So a lot of Jersey, Rockland County stuff.
So a lot of connections there. But yeah, but
I'm a Jersey guy. I went to school in Ohio, came
back. I started a marketing agency right out
of college. I ran that for 20 years and I became
a connector. I just fell in love with networking.
I went to a BNI meeting when I was 25 and someone's
like, yeah, you network. I'm like, what is this?
And next thing you know. I loved it. And I'm
like, wait, if I introduce you to that person,
you could get me business and just the whole
idea behind it. So the next whatever, 15, 20
years or so, I was running the agency. I became
a real big connector. And then I sold the company
and I started another company and people are
still calling me, right? Joe, I need this. Joe,
I need that. Oh, Michael, listen, I'm happy to
connect you. you know what? How about you pay
me if I connect you to another deal, right? I
had a $100 ,000 deal that I connected somebody
on. I'm like, I should have gotten paid for that.
That was a nice size deal. And I went back to
them and said, how about I bring you more business
and you pay me? And they were like, yeah, like
you literally walked me in the door, president
of the company, and I got a $100 ,000 deal. I'll
pay you 15 % of whatever you bring me. So that's
when the whole thing started. It was like, maybe
connectors should be getting paid. And I think
we all as connectors, you as a connector, everyone,
I think we all in our back of our minds, like,
man, I've given out millions of dollars over
the years. Why I should have been, I should have
been getting paid. And people get frustrated.
I don't even get a gift card, not even a bottle
of wine. And I've done that before. And it's
like, you should be thanking people. And then
now that we have the upfront contract that we
put together through our software, it's like
you're going in saying, I'm going to, if I introduce
you, you're going to pay a commission. and just
let's stop playing around with this and we're
just calling it connectors get paid this is the
book i put out i feel like i'm always hawking
the book but connectors get paid how to build
a referral network that pays and we trademarked
it connectors get paid let's all start paying
each other that's our mantra if you're a good
connector get paid and the people that aren't
good I'm happy to pay you, Michael. If you get
me business, I don't like selling. I don't like
opening doors. I don't like doing all this networking.
But if you get me in the door somewhere, I'm
happy to pay you. So both sides are happy right
now. The connector is getting paid. And the other
people that are afraid, not afraid, but are just
uncomfortable with networking sales, they're
getting paid as well. And that's it. It's very
simple. It is simple. It is simple. And I based
my whole business. on that concept. I truly believe
it. I believe that networking is the lifeblood
of business. And some people don't have the salesmanship.
They know what they're doing. They know how to
do it, but they hate to go out and sell. So if
they find somebody like you or me or somebody,
and we put the two together, why not get paid?
Get a little piece of the pie. So that works.
Yeah, and it's not a sale at that point. No,
it's not. Michael, to somebody I know that's
looking for your service. They know me. Oh, Joe.
Okay, good. Yeah. Let me, I'm looking for your
service. And like you said, they know what they're
doing. Our friends are just looking, our colleagues
are looking for someone that could do the service
we're looking for. And all right. And if you're
always going to ask for a referral, people always
want a referral. So we're just making that introduction.
It takes that, that, like I said, that awkwardness
that I'm doing a sale. It's just an introduction
to someone who wants to do business with you.
It is. And it's so well put. I'm going to ask
you about the book later on. Okay. Let me get
right into this. Why do connectors often create
massive value for others yet struggle to get
paid out themselves? Yeah, I think, look, connectors
just love connecting, right? It's something we
want to do and just love making that introduction,
but are always, always been afraid to ask after
because it's like, I introduced you to somebody
and I just heard you close that $250 ,000 deal.
i can't go back to you after so you got to get
that upfront thing going now and that's what
we're talking about so they're often giving out
those referrals because they love making introductions
i didn't make introductions all day long and
they're just they're hoping i think that someone
would pay them and do the right thing but Why
would they have no contract to do? And that's
why we're putting in place to say, look, you
should start getting paid now. But put that up
for upfront contract that says I will introduce
you. I'm going to get paid now. So because they
haven't been getting paid and they're always
giving, giving and not getting reciprocation.
I think that's the bottleneck in a lot of these
networks is I give you four referrals. You don't
give me anything back. I don't get paid back.
I gave you four deals, Michael. You closed two
of them. You don't have one person you can introduce
me to? Now I'm not giving you any more business.
Not because I'm a jerk, just because I'm like,
I give you four deals. There's not one person.
But if you paid me on two of those deals, now
I'm going to keep that flywheel open and keep
giving you business. I'm happy now. I would love
if you gave me a referral back, reciprocated,
but maybe you're not a connector. Maybe you don't
have a good network. But I do, so I'll keep giving
you business. I just want a little piece of the
business. The other person's, again, happy because
you're the one that's connecting me. So you have
all the introductions. I'm happy to pay you because
I know you bring me more business. So it's a
simple, simple two -way street here. On a small
business plane, if you're just dealing, because
I hold a networking group every week and it's
about 15, 20 businesses come together, but they're
all a single man shop. They're just starting
out. So how would you handle speaking to somebody,
let's say of that group on what you're doing?
Yeah. So listen, they got to utilize the other
people in the group, right? Cause every one of
those 20, there's only 20 people, right? And
they're single man shopper. The only person that's
doing sales, you got to use the other 19 people
in our group to open those doors for you. But
a lot of times people just sit back and wait
for them to open a door. Right. But you got to
ask. the other person group hey john listen i
noticed on linkedin three people are cfos i'd
like to talk to cfos because i'm an accountant
do you know any of those cfos well enough to
make an introduction oh i do yeah i know i know
this one and that one good Do you mind asking
them if they're looking for somebody with my
services? And then, yeah, they go back to that
person and say, hey, I wanted to introduce you
to a friend of mine. He does accounting. He'd
like to talk to you. Maybe one of those two CFOs
are like, yeah, actually, we're looking for a
new accounting firm for a company. And then they
make the introduction. But these are 19 other
salespeople that are, you're a one -man shop.
You don't have a sales crew. No, you do. You
have 19 other people that are a salesperson for
you. You just got to ask them who they know to
get you in the door. And if they tell you they
don't know somebody, Tell them, you know what?
Okay, Michael, go on LinkedIn. Look at it. Because
a lot of times we forget. I don't remember what
every one of my buddies from college does. People
I went to high school with. You forget. Oh, you
know what? Do me a favor. Type in CFO in LinkedIn.
Oh, yeah. You know what? I do know John. I forgot
he's a CFO. Yeah, I can make that introduction
for you. So utilize those people. They're your
sales force. That's why you join a networking
group. So hire a sales force. Absolutely. Absolutely.
Okay. At what point does a network stop being
just relationships and become something people
should be compensated for stewarding? That's
the tough part. And that's why we're out there
with this mantra, connectors get paid. We all
have to agree upon it, right? And we're trying
to get it out there. And that's why I'm doing
these podcasts. Hey, if you're a connector, demand
your networking group to pay you. Hey, I could
join another group. This other group over here,
I heard they're paying their people that are
making introductions, right? So I think all the
networking groups, and look, I've talked to a
lot of them. They're like, we don't do stuff
like that. We do, you scratch my back, I scratch
yours. But again, these networking groups have
this bottleneck because the good connectors are
in a group. They're giving, giving, not getting
anything back. They go to another group, and
then they go to another group. You want to keep
them here. You want to keep those good connectors
that are going to. stay with you if they're getting
paid. And then they're giving business to the
other people. So they're going to keep the other
people there. So I think every networking group
should be doing this because you should all be
paying each other. You have a B &I, which it's
one person in one industry per group. And it's,
let's say, 30, 40 businesses. And they are required
to give a referral or an introduction or something
else. And they don't get paid for it. Right.
But the requirement makes it a BS referral. That's
the problem. Oh, I'm required? Okay, Michael,
who do you want to talk to? CEO? Good. I got
a CEO. Here's my friend, Kevin. And I introduce
you. Hey, Kevin, Joe told me to call you. About
what? Oh, I do accounting services. My brother's
our accountant. So why would he tell you to call?
Because I had to put a referral in. Otherwise,
you can't force referrals. So what we teach is,
look, do you know that person well? Michael,
do you know that person well enough to make an
introduction? Oh, yeah, that's my college roommate.
Okay, good. Can you ask him if he'd like the
services I provide? Here's what I provide. Is
he in the market for those services? And if he
is, then you make the introduction. And you are
making the intro because you're going to get
paid on the intro. So you have an incentive to
get that introduction done and to make sure that.
Both are following up. I'm following up with
the lead you gave me and your roommate is following
up with me and making sure I get back to you.
So otherwise, everyone just throws out a referral.
Here you go. You want a referral? I could give
you a referral right now if you wanted one. But
is it actually a referral that's going to close?
That's why I left BNI like four years ago. I
went through one year of it because everybody
said, you got to go, you got to go, you got to
go. I went and I'm like. There's nothing here.
It's just, they refer everybody within and I
didn't get a lot of it. So I know exactly what
you're talking about. And it is high time that
this is a needed, this is a needed something
for what's called a super connector. Yeah. And
I think every super connectors, I can't believe
you guys are doing this. I've been thinking about
this for years. I can't believe you guys built
something that actually does this. This is great.
Good. What must be in place inside a community
before money can enter without damaging trust?
Again, we built the software, so not to sell
the software, but we built the software to take
care of all that, like the upfront. You're going
to sign a contract that says, I will pay anyone
in this group that gives me a referral, I've
agreed to pay X percentage. So you need everything
in writing, just like anything in life. If you
think you're going to get paid on something,
hey, Michael, look. No, put it in writing. Send
me an email. I sent the guy an email the other
day. Hey, just want to put this in the email
so it's in writing that this is what we've agreed
upon. If you don't use our software, some sort
of software that is going to put that agreement
in writing. So what we do is we have an upfront
contract that says, I will pay a percentage.
Everyone puts their percentage on their actual
profile. Here's the percentage I actually pay.
And they have to accept an introduction. Say,
yes, Michael, you introduced me to that person.
So again, they click on a link that says in writing,
yes, you're the one that made an introduction.
So I can't three months from now say, Michael,
I already knew. I already knew Susie. Oh, really,
Joe? No, you accepted that I made the introduction
to you. So you just have to have those things
in place, right? You want to trust everybody,
but you can't. So we have a bunch of things in
place that before anything goes across, before
any money's done, sign these contracts that everyone's
in agreement on what's going to happen here.
If your client closes a deal for 10 grand, I
know I'm going to get 7 % of that. So I know
I'm going to get $700 into the pot. It's all
in there in writing. Good. Okay. What separates
communities that generate steady income from
those that stay social but never go further?
I mean, that steady income is going to keep people
there. And I think people get to, I've seen a
lot of communities I've talked to over the last
couple of years that get to 60 people and then
just go stagnant. Because again, after that first
year, you get all that momentum building and
then the connectors are leaving because they're
not getting business back. So they leave, the
other people leave because they're not getting
business from the connectors anymore and just
go stagnant. And they stay at 60 and they lose
a couple of people. They never get to that other
point. I have a guy, he's been running a group
for 10 years now. He's got 60 members. right?
Our group has been three years. We have 550 members.
They're like, well, how do you have so many members?
And our group charges double what they charge.
I said, because everyone's getting paid. It's
just a simple switch. Let's all pay each other.
And now that money's flowing in. So if you get
a deal. More deals are happening because people
are introducing more people because they're going
to get paid. And then the connectors are getting
more money. So they stay in a group and keep
giving one out. Without the ROI, and we've talked
to a lot of chambers, like we're talking to chambers
right now. Chambers love what we're doing. They're
like, we need non -dues revenue. We can't just
rely on the dues to come in. Because if that's
all it is, our members are going to leave. But
now they want other revenue sources. Oh, this
is great. Now we can pay our members when they
get deals done. And the chamber could get a cut
of every deal that goes through. This is great.
This is a great revenue source. And the software
doesn't cost $129 a month. It's not like we're
trying to, because we're invested in people being
successful. So the deals come in, we all make
money, including us. And that's how we set up
the model, right? Deals come in, we make money,
the community makes money, the member makes money.
Everybody's happy. Good, good. Okay. Many people
underestimate the work involved. What does it
truly take? behind the scenes to build a network
worth paying for. Yeah, I mean, this has been
going on for a few years now. I think we're at
five years or so now. Look, it takes a lot. When
you're starting a network, you're the one bringing
people in. You got to convince them why you should
be part of your network. And I would be on LinkedIn.
I would be on Lunch Club. I would go to meetings.
And you got to put, like any business, you got
to put the time in to grow it and convince somebody
why your network is better than the other. And
for me, it was that whole mantra of getting paid.
Hey, you want to be in a network that pays for
your referrals? Come over here. And that was
my simple message on LinkedIn. Hey, Michael,
we have a networking group that pays you for
your referrals. Was that of interest to you?
Yes or no? And you send 50 of those messages
out every day on LinkedIn or whatever it is.
You'll get three, four people every day responding
yes, and you get those people. So it takes it.
But the thing we did to build it, again, the
incentive. Every group, there's not incentive.
The other incentive we put into place is, okay,
Michael, you join up. It's $100 a month to join.
If you bring another member in, we'll give you
$100 for bringing that member in. So now every
time you bring a member in, you're getting paid.
So if you're paying $100 a month to be a member
of this group and you bring in a new member,
you didn't pay dues that month. Okay, so now
you're incentivized. Let me see who else I can
bring to the network. And then that exponential
growth, that network effects just starts to happen,
right? We have 3 ,300 prospects right now for
our 500 -person group. 3 ,300 prospects. We have
six times the amount of prospects trying to join
our group because people are like, I want that.
And the members are bringing those prospects
in because they want the incentive to get the
money. And then they're going to get more people
on that deals are going to flow in and get more
money. So it's just... Again, the thing that
was missing and I saw with BNI and LinkedIn and
anything, any of the other networking things
is where's the incentive for me? Where's the
incentive for everybody? And what's the greatest
incentive? Money. Absolutely. Absolutely. No,
I couldn't agree more than 100%. It's exactly
what is needed. I've been networking my whole
life. I made it into a business three years ago.
And I have networking groups. I go to different
events. I think I'm holding my own event and
I understand exactly where you're coming from.
And this has been needed for quite some time.
People love the idea of passive income from a
network. What parts can eventually run quietly
and what parts require attention? Yeah, so look,
once it's set up in a system and people get to
know and start to build relationships. That just
starts to happen. So you don't have to push it
anymore. You start to build this relationship
with the group. Now you and I are referral partners.
So I'm just quietly giving you referrals because
you've done a great job. I've introduced you
to a couple of clients. You're doing an awesome
job for me. And I keep making money off of you.
I'm just now quietly, you and I are just sending
referrals. But I keep sending it to you and I
keep putting it into the system and the community
owner keeps getting paid every time. So they're
happy the deal's going on. Then that passive
income just kicks in, right? We did in the last
two weeks. our community, for the groups out
there that run networking groups, chambers, whatever,
our community made $5 ,000 in the last two weeks
in passive income. Just deals that I don't even
know about. That's where it starts to get interesting.
I was on a call today with a group that has 2
,000 members, a chamber of commerce out west.
They have 2 ,000 members. We just generated five
grand from 500 members. That's exponentially
grow that. That's $20 ,000. That's in two weeks.
That's $40 ,000 a month. $500 ,000 that a chamber
or other can make in passive income. So it just,
once it starts going, there's, again, our group,
I always use our group, we have 4 ,300 deals
going on right now, 4 ,300 deals in a 500 person
group, right? Because the incentives there, these
people want to, it's just, it's so simple and
so easy and so effective. And that's why I try
and tell people, why are we at 550 members after
three years and you're at 60 members after 10
years? Not much different. Networking is not
much different across things. Pull people together,
let them talk to each other through referrals,
but we're paying people. The numbers don't lie
in anything, right? That's the difference. That's
the difference. Okay. How should connectors think
about pricing their access? introductions or
community without feeling awkward or apologetic.
So listen, when you're starting a community and
you have no proven track record, you're going
to have to go low, right? When I started, our
community was 500 bucks for the year, right?
Which there's communities out there charging
$6 ,000 for the year, right? We were 500, right?
And then we got to 100 people. Okay, now we have
a little bigger community. We're going to start
charging $100 a month. Nobody batted an eye,
right? And now we haven't even raised it in a
while because we're still doing that. So you
want to price it. Where's the value? Am I going
to pay $100 a month for 20 people in a group?
No. You got 100 people in a group? Maybe I'll
pay $100 a month. Now you got 500, 1 ,000 people
in a group? Maybe you're going to pay $250 a
month. So base it on the value you're providing,
right? People want to pay for value, right? When
I first started, I had a guy come to the New
York meeting. There's eight people there. He's,
call me when you're bigger. which I get it, right?
Okay. You don't want to be here when we're starting.
And honestly, a year later, he tried to join.
I'm like, you know what? You didn't want to take
the chance when we started. You're not in now.
I told him no. But listen, I get it. There was
no value at the beginning. I don't want to come
here where there's eight people here. So I think
you got to price it according to how many people
you have, how much value you're bringing, right?
Now we've been around for a while. We could probably
raise our prices if we wanted to, because we
could see all the value, see all the deals we're
going. And as far as the value you're putting
on you to pay for these referrals, you have to
decide what your margin is that you could afford
to pay the other member of the group. Hey, Michael,
you're a member of the group. I'll give you 10
% of whatever comes in. I'm going to pay 10 %
on that. Or I'm going to pay 7%. Or I'm going
to pay 12%. It's up to the members what they
want to pay. They put it in the system, tell
you what to pay. That's what the system will
do. But the problem we see a lot is someone will
be like, I'm only going to pay for the first
deal. And people aren't incentivized like that.
If the initiation fee is $500 and you're paying
10%, that's $50. You're doing an ongoing deal
with this company because you're the one that
made a referral. And all of a sudden, you're
out with your friend. Oh, yeah, we're doing $10
,000 a month with Michael. He's been doing a
great job. $10 ,000 a month? That guy only paid
me on the first $500. So don't undervalue your
incentive for the other people to give you money.
Because I'm not going to go back to you if I
find it out. I made $50 off that deal, and I
know you're making $10 ,000 a month. So you've
got to make sure there's a value to the other
member to bring you more business. So incentivize
them. Give them a good commission. Okay. All
right. What are the fastest ways people damage
a community when they rush to make money from
it? That's a good one. I'll give you the story
of what happened with me. When I started, I had
a certain vision of what I wanted. And I want
a certain... type of person in the group right
i wanted someone to more higher end business
we want to b2b we wanted people that really vetted
out right we didn't want to let like a lot of
groups the problem is and not to say any groups
but as long as you have a hundred dollars and
a pulse you're in right because they want to
make money so i did the same thing right i had
a certain thing i wanted to do And, but all of
a sudden it was growing. Somebody wanted to open
up a chapter. I said, oh, Michael, you want to
open up a chapter in Atlanta? Go ahead. Yeah,
that sounds cool. And someone else wanted to
open one. All of a sudden I had four chapters
of this group that I was starting in the first
six months to a year. And it was great. We're
going to make a ton of money. Now we'll get more
members in. We were just letting everybody in.
We started to just loosen up the reins because
again, someone comes to meetings, eight people.
That looks bad. I want 20 people in those seats.
So I'll let Susie in, even though she's not the
best member, right? But then you devalue your
group because you have people in there that aren't
good networkers, don't do a good job, make you
look bad in front of the client, right? So I
literally woke up one morning and I had about
60 members in my group because I wanted to grow
this quickly. And I woke up one morning, I cut
30 people out. I sent them a note that day and
said, sorry, Michael, we're going a different
direction. Nicely, you're not part of that direction.
We're just going a different thing. And from
there, we always stuck to our guns about who
gets in the group. Because if you're just trying
to grow a group fast and get as many people in
there, you're going to have bad people in there.
And then the good people are going to leave.
So we don't put the value on the $100 a month.
We don't care about your $100. That's what we
charge to be in our group. I don't want you in
just to get $100. right if you're not if you're
not a good member of our group we don't have
a bad feeling about you somebody raised their
hand and says i've done business that michael
before i don't like you're not in where other
groups are back up you got 100 bucks you're in
yeah so that's the bad part you don't want to
just go after as many people as you can it's
just not going to be long no and i understand
that 100 i i've i don't charge for my being in
my group, but I know exactly what you're saying
because I've had to cut people out. Now it's
a free group. So for me to cut somebody out,
what are you doing? It's, this is free. I don't
have to come to you. I know, but I would prefer
if you didn't come to the meetings at all. So
without putting a price on it, I've had to do
the very same thing only because I wanted to
keep the integrity of the group. Exactly. And
that's what you have to do. Okay. How does patience
shape who succeeds in turning relationships into
income versus those who burn out or fade away?
Look, patience is the biggest thing in sales.
You can't expect somebody to buy when you want
them to. I want to get my quota done this month,
but the person's not ready to buy. I tell everyone,
if you're going to be a salesman, get used to
fishing. Go out and fish. Get on a lake for the
day and throw your pole in there. It's going
to take you six hours to land a good bass, right?
But as long as you're patient, a fish is going
to hit at some point. It's not going to hit in
the first hour that you want it to in the second
hour. But that last fish you get, and I got it.
I was up in Canada three years ago. We go fishing
every year. And the last day, after three days
of fishing, I hadn't caught anything. Me and
my buddy are sitting on a dock sharing some tequila,
and we just threw our pole in, and I hit a bass
like you wouldn't believe. And it was the last
hour of... Any chance to go fishing, I hit that
bass. It's the same with sales, right? You got
to be patient. If you're not going to be patient,
you're going to get frustrated, burnout. Oh,
this isn't working. Let me try something else.
You can't. Go get your plan in place. Have your
MVP. What's your value proposition, right, that
you want to do? And go after the right people.
Not all of them are going to buy. And you can't
force them to buy. Hey, Michael, if you buy this
month, like we'll give you a discount. All they're
doing is trying to hit their quota. They don't
really care if you come in as a client. They're
just trying to get somebody in because they know
they want to get X amount of clients this month.
It's frustrating. It's the most frustrating thing
possible in sales is like, I had a woman this
morning said, let's wait till the spring. We
have other things going on. I'm like, oh, all
right, listen. I got to build a pipeline. So
right now I'd love to close her. But in the spring,
April comes around May. Oh, I have 10 people
that said to wait to the spring. OK, I was patient.
I got five of those clients. OK, but I had to
be patient for again. It'll come. You just keep
on to figure out a path, figure out your go to
market strategy and just stay with it. Right.
I do the same thing all the time. Reach out to
people all the time, every day to your pipeline,
build your pipeline. It's tedious, but you have
to be patient with it. It's so true. And consistency
is always the way you go. If you stay consistent
in your marketing and everything else. So consistency
is being authentic, of course, but that consistency
will always net you more results. I found. Yeah.
Okay. So let's bring this full circle. If someone
wants to move from helpful connector. To paid
community builder, what mindset shift must happen
first? Yeah, if you just want to be a helpful
connector, that's great and all. But if you want
to really build a community, you got to go in
with the fact that how are you going to build
your community? How are you going to bring people
in? And how are you going to monetize that community,
right? What is the community you're going to
bring? What type of people you want to bring
in? And then you got to go from that mindset
of just being a helpful connector. I'll help
you here and there. You got to drive. business
to those people then especially those first 10
to 20 people you bring in and say hey michael
come to be part of my network you better be ready
not to be just a helpful connector like i'm going
to drive a lot of business to you Because if
I do that, you're going to tell your friends
to join the group, right? And you have to go
in thinking, this is a full -time job for the
most part. Maybe you have another gig going on,
but you got to put the time in to get this thing
going. So like when I started the group, yeah,
it took a lot of time to get that going. And
it was every week of having meetings, doing more.
And eventually you get to the part where you
could start growing, but you got to get the first
couple of people in there and make sure they're
getting value out of the group. Because if you
start getting people to leave in the first two,
three months. it's not going to be good. So yeah,
if you're going to start your own network, go
in with a plan in place, how to do it, and make
sure you're going to be out there knocking on
doors, getting people in and getting results
for them pretty quickly. So those first people
that buy into what you're doing are going to
be the ones that make or break you. Absolutely.
I can't agree with you more. With my networking
group that I started only about three months
ago, that's exactly what I'm doing. And I'm staying
consistent. I'm staying, and it's just... I only
have 15 or 20 members now. It grows every week,
but I put a whole lot of time into it. Okay.
That conversation cuts straight to the truth.
Building a network people trust doesn't happen
by accident. It doesn't run itself. It takes
consistency, care, and showing up long before
money enters the picture. If this episode challenged
you how you think about relationships, community,
or getting paid the value you bring, share it
with somebody who's been doing it quietly behind
the scenes. Thanks for listening to Network Unleashed,
Building Profitable Connections. I'm Michael
Foreman. Keep building real relationships. Keep
showing up. Keep creating something worth paying
for. Until next time. But before we start, before
we stop this podcast. Joe, I want to ask you,
listen, you have a book that you published. You
have this great software. What's the best way
for people to get in touch with you? So if they
want your services, how they can get you. So
if they want to read the book, just go to Amazon,
put in connectors, get paid. Kindle's 99 cents.
It's a great, if you want to start a network,
it's a great book to do it. Otherwise go to Joe
at Nolodex, N -O -L -O -D -E -X .com. That's
my email. Shoot me a note and say, I want to
learn more about it. And we'll set up a time
for a discovery call. That's great. Joe, I have
to tell you, it was a great podcast. I'm so thankful
that you came on. And I love hearing about New
Jersey because I'm from New York. So we hung
out in the same places. Exactly. All right, Joe,
take care. Thank you. Well, hold on, folks. Don't
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All right, folks. A huge thank you to our guests
for sharing such incredible insights today. And
of course, a big shout out to you, our amazing
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