Simple But Challenging Secrets Of Scaling Exponentially

I have with me in studio today my friend one of the most brilliant people I've ever had the privilege of having a conversation with none other than best-selling author inter internationally renowned business scaling coach Dr. Benjamin Hardy. Dr. Ben, great to have you here. >> Myron, >> always a pleasure >> again. >> Again. >> We're doing it again. >> Uh we're going to run we're going to run the play again. [laughter] Um, so I've read all of your books and it's I've read all of your books >> and in those books that I've read, I

noticed that you have a unifying theme in all of your books and I've never heard anybody talk about this before and your unifying theme seems to be From how to be live a progressively productive life and do it exponentially. All of the books talk about that, even if it doesn't seem like they do. And so, here's what's fascinating to me about that. That theme is the first thing that God ever said when he spoke to a human. God said, "Be fruitful," which means to produce on the outside based on what God planted on the inside

of you. He said, "Multiply," which means to increase. He said replenish, which means to fill up. the earth and subdue it, which means to bring it under control. It means to trample, but to bring it under your control because disruption always follows intention. And then he said, "And have dominion." All of your books point to that. So, I'm going to show you what I mean by that. So, here here are the book titles. And if I forgot if I don't if I'm missing one, let me know. But you got personality isn't person isn't permanent, right?

You've got the gap in the game, Who Not How, Slipstream, 10X is easier than 2X, and Scaling. Did I Did I miss any of the books? >> I think there was Be Your Future Self Now in there and Willpower Doesn't Work. >> Oh, Be Your Future Self Now and Willpower Doesn't Work. Those two. Okay, good. So, so that's that's all your books, but they're all they all have a Unifying theme. So, Personality isn't permanent shows you that you can become the 10x version of yourself, right? the gap and the gain um shows that if you

will focus on the 10x version of yourself and the 10x version of your goal instead of who you used to be, >> right? And you measure yourself based on how far you've come >> and how different you are from and how different you are from your past self instead of how far you are from your Future self. That's a way to be progressively productive. I noticed that um who not how we talked about this a little while ago, but who not how the 10x results that you're looking for are on the other side of a

who, not the other side of a how. >> Amen. >> Right. And on and and it's really on the other side of several h who's and then slipstream, which is that's my favorite. I I I love all of them, but slipstream Um is you actually get to experience life. It's not how you say it, but you can straighten me out on all of this. But you get to you get to live a longer experience of life in the same number of years that you would have lived just by learning how to slipstream, which is mind-blowing.

Um 10x is easier than 2x, which is not just that 10x is better than 2x, but it's actually easier because you have to remove so much of what you're doing. So you don't 10x Doing more, you 10x doing less. and then scaling which is your which is your concept of using power laws to figure out what the what is the one thing. It's interesting that all of those things um um personality isn't permanent which means you don't have to stay stuck being who you perceived yourself to be in the past. Willpower doesn't work. Shows us

that we will never behave consistently in a way that's inconsistent with how we perceive Ourselves. So, your ability to crystallize down the con uh crystallize principles down into like bite-sized chunks so we can digest how to live a progressively productive life and apply these 10x scaling strategies to our lives is mind-blowing. Have you ever thought about how all that stuff works together in that way before? Probably have. Uh, you know, how I look at it is is that um, you know, it was Kind of like what you said when we were talking earlier that your

past self would not have been able to imagine even where you're at today. >> Sure. >> But now you were imagining things >> way beyond. >> Yeah. I would say that for my past books there were there were great principles in there and I'm just trying to just keep learning and um >> you know I think that >> different books are probably relevant to different people on different parts of their progression and I'm I'm just trying to go deeper and deeper and deeper and >> um one of the things that I had to do actually

to go fullon in scaling >> was lose probably 90% of my audience or more. M >> you know I have a very broad email list that I grew for a long period of time and you know with with what I'm writing About right now not only am I writing specific to entrepreneurs which is not which is probably 10% of my old audience but I'm focusing on the 3% of entrepreneurs that want to go 10x and so >> and so it's been a it's been a shift where I have focused way deeper and way more specific

versus broad and so it was it was a conscious decision but it was a scaling decision to go specific rather than broad and to raise the floor on the audience even though I love the Audience. It was like I'm going to just focus on these people because you help one of these people and it's going to make a a millionx impact. >> Right. >> Again, that's a who >> correct you. >> Who you serve? Who you decide to serve and and that's like it's it's really interesting who you decide to serve. Who do you decide

to model? Um who do you decide to become? All of that Scaling 10x power loss stuff is on the other side of a who >> big time. >> So why is it that why is it that people then if if they really desire to have this goal? Why do they resist in from your perspective the only things that can get them to the goal that they desire? Such a such a beautiful um I mean we all we all resist um the thing that that God wants us to do now, right? And even just that's why

we have fear. That's why we and so >> I mean that resistance isn't a bad thing, >> you know, it's always going to be there. Even Steven Presfield, right, who wrote I think the war of art talks all about resistance. So that resistance is Actually like the signal. >> It's a good thing. um you just have to go through it, right? Like you it's it's you're never gonna just be without resistance like that resistance. And so it's the question is are you gonna lean into it? Are you gonna act despite it? Like you're going to

have fear, you're going to have resistance. So that's what's going to stop 99% of people. >> Uh one of my favorite concepts is psychological flexibility. And Psychological flexibility is facing that resistance or the emotions or the difficulties and still operating from the goal. Still operating at a higher value and going through it. Whereas psychological rigidity means, oh, the emotions are there. The resistance is there. I'm going to default back to my past self. So, it's just like the resistance is there. How fast and how often are you going to go through it? And how much

are you going to lean into It? And what level of resistance are you willing to face? >> Wow. And wow, what >> And you can get straight through 10x versions of resistance pretty quickly. Mhm. >> If you just operate from the future, you can you can make some decisions that your past self would have been plagued by, paralyzed by um and you just you just go through it and then you can handle things that would stop almost Everyone. >> Operate from the future. That's such a beautiful concept. Um it and it's a beautiful concept because

when I think about what causes people to quit and what causes people to keep going under the same circumstance is um my ability to replace in my own mind I think this might be what you mean when you say psychological flexibility maybe not but um when I replace in my own mind the anxious apprehension of the thing that I The outcome I don't desire right so I'm looking at this objective this goal that I have and but I also know that if I take this on, the possibilities of this opposite thing happening is also there.

Yep. >> And so I have so much anxious anxiety around this thing that I don't want to happen that it apprehends or stops me from doing the thing that I desire to happen. So I have to learn how in real time to replace the anxious apprehension Of the outcome I don't desire with the joyful anticipation of the outcome I do desire. Both of them are future visions of my experience. One of them produces doubt, anxiety, and powerlessness. But the other one produces faith, anticipation, and power. That's is that what you mean when you say thinking

like like operating acting from the future? >> Operate from the future that you want. >> Operate from the goal. Yeah. When you Start projecting a negative future, that's a future you want to avoid, right? And so they they they can't. >> And so now you got an avoidance based goal. >> There you go. >> Instead of an advancementbased goal. >> Yeah. Avoider approach. And so if you're spending all your time trying to avoid a certain future, first off, you're focused on that. >> Wow. >> Um and so you don't want avoidance-based goals, right? Obviously there's

things you want to avoid, but you don't want to be thinking about a future you want to avoid all the time. You want to think about the future that you want to create. >> Cool. It makes perfect. makes perfect sense. So, so I had an experience had a conversation with a a new friend of mine and he um he's a he's a very interesting guy Because he started his business in 2019. And um when he started that business, he started it because of something that his wife said to him and she challenged him big time.

And so he went into this grand search. And so he started a business. He was he he was a car salesman. If anybody's ever been in car sales, you know that that's like from sun up to way past sun down, right? And you're you're talking you're talking about um half Days, 12 hours a day, right? Right. And so, um, he started this business where he started teaching car salespeople how to sell more cars instead of selling cars himself. And he went all in on a strategy. I'm not going to say what the strategy is, but

he went all in on a strategy because that's not the point. And I said, "So, how much did how much revenue did you do your first year in business?" He said, "None." Said, "How much did you do your Second year?" He said, "40 million. He started business 2019 40 million. I said how much did you do last year? This was this was in 2026. I asked him this. How much did you do last year? He said 200 million. >> It's a great scale, >> right? It's a great scale. And so from 2019, I mean from

20 n from 2020 to 2025 grew his business to $200 million. And so it made me it made me realize, Wait a minute, this guy first first entrepreneurial endeavor of his life, starts a business and in his fifth year does $200 million in revenue. How? Here's how. Who >> he serves? He he doesn't just teach car sales anymore. He doesn't he he just teaches sales in general, but he teaches it to mega Fortune 500, Fortune 100 corporations. >> And so serving that higher level who Gave him the ability to reach far more people because he

reached the people who had the people he wanted to serve. And so, um, so in having that conversation with him, I realized that every time I've leveled up in my life, I just changed my who. And when I changed my who, it elevated everything. It elevated everything. And so, um, I'm going to be having a conversation with him in May. We're going to be spending some time together. We're going to probably spend At least a half a day together, maybe a whole day together. And I'm going to start serving at the corporate level as opposed

to just individual individual entrepreneurs because it'll give my mission greater reach, but it'll also help me become a better version of myself. So, as I'm sharing that with the scaling genius that I the best scaling genius that I know, what are Some of the things that I need to be aware of that I might be missing on the way to 10xing, 100xing my over three years, probably 100xing my business. >> Yeah. So we're going to operate from a billion a year in revenue because we already know 100 million's deep in play, >> right? >> Deep

in play. So a billion in revenue. >> Can you define deep in play? So >> yeah. So for you, we were having a conversation 20 30 minutes ago and >> you already see it. >> Oh yeah. >> You already know it. >> Yeah. >> And so >> that's something that is already deep within your realm of mastery, right? Um you obviously can still hit some Roadblocks, but it's it's well on its way, >> right? And so if we were to crank it now to a billion a year in revenue in two or three years, >>

we'd want to say what is a realist, not realistic, but what's a what what's a quantified model or pathway to that, >> right? Um you know, you could then break it down to number of clients, right? And then what would the price point of that have to be, >> right? >> Um and work my way backwards from what I've always Yeah. So if it's 10 if it's 10 million in engagement, then you still need a hundred of those, >> right? >> Right. To get to a billion. Um, and so if that's so you quantify a

model, let's just say you want 100 clients at 10 million a pop, >> right? That then becomes the floor. >> And now you know that it has to be a 10 Million plus engagement to work with you. Then you can quantify obviously out or lay out what's the what's the value prop for those people you're going to serve at that level and who's the audience at that level. Right back to who? >> Right back to who? >> And and think about how far that differentiates you even from your current self. >> Big time. >> Yeah.

Yeah, I mean that takes you further and further out on that bell curve power law potential, right? And so, so that's I think the start is the goal shapes the model. It sets a floor and it then determines who you are because you're going to define yourself a little bit differently, >> a lot differently. >> There you go. So, you're going to define yourself and what you do and how you help those people differently. So, it Differentiates you and specifies you allows you to become hyper specific. And then back to the idea what you taught

me just recently is now you're solving a a different problem for a different person. >> So what are you solving for those people at that corporate level? What do you you already have the mastery and you know they don't have it. >> I know they don't have it cuz every time somebody attempts to sell something to Me it's a horrible experience. >> Yeah. So think and so think about how much more valuable it is at the level that they're at >> because they're stuck and stagnant. It took them decades to get there. Think about how

much more valuable your knowledge is in their context. >> Right. Exactly. It's like it's quantum leaps above the you know the same teachings to a different person. this they have the leverage they just don't Have the knowledge and so >> so yeah quantify out the model and then from there we can start to develop what are the pathways who are the who's how do we start getting in front of these hundred people how do we speak their language how do we become signal to them right exactly but it's nice to have the goal the model

the floor and then who are we serving and who are you so that you're signal to them >> and are you willing to raise that floor >> for long enough to go get that first one >> you know because right Now you're you've already got the mastery and the attraction at your current level. >> Sure. >> People are going to be coming to you and and what happens I think raising the floor is a test. >> Mhm. >> I think it's a psychological I even think it's a spiritual test to say and I'm I'm just

using this model that I Made up as an idea. No, you know, if if it's 10 million uh per engagement that they pay you per year and that you're going to help make them billions because that's where they're at in their revenue and your sales knowledge is going to help them get there. Once you actually set that floor, you're going to immediately be tested a hund different ways. If you're willing to hold that floor, you're going to start getting the best opportunities you've Ever seen. Oh, yeah. They're going to be below that floor. >> And

it's going to be hard to say no to that. Um, you're going to have to hard look at a lot of different things in your existing system, your team, your capability, the clients that are very reliant and and love you >> and and and and you're going to have to find a way to say >> not now. >> Right. Yeah. Exactly. Yeah. It's just This is the new focus, right? >> And and so it it tests the heck out of you. >> Even things that you're not thinking of are going to be so compelling >>

that are going to try to stop you from setting and holding that new floor and operating from that future >> that whatever it is you set, that's just a a model that might not be the model you choose. You might be able to you might have different you might say 200 At 5 million or you might say a,000 at 1 million or you might say 10 at 100 million. Right? So you'll set the model that you want to play at and who you want to serve and how you want to play and how you want

to be defined in the impact you want to have. But yeah, setting that floor, holding that floor is the true test. And once you get the first at that new floor, your psychology changes forever, >> right? >> Once you get once you actually get the first above that floor, >> right, >> your confidence is now at that level. Now you can go get the next 10, >> right? And it's so fascinating that you say that because I've already experienced that so many times in the past. And what's really interesting is most people think that when

you change your who and you elevate your who to hope go help that new who get a better Result than they've been getting, like you help them re break through to their new level of whatever that new who is for them. Most people think that's going to be harder, but it's actually so much easier. So much easier. Like I I takes I I'll take one of my recent VIPs for instance like Richmond Den guy from Australia. He has to fly for 14 hours just to get here, right? And this guy paid me $350,000 last year

and he couldn't even conceive in his mind how To make a $100,000 offer, right? He could not he could not like, well, who do you sell it to? What do you have to do? you know, and and he had so much internal resistance, but I pushed him past his resistance. And he and when I say I pushed him past his resistance, I I just that's what I did. I pushed him past resistance. Anyway, it was easier for me to help him go from 3 million to 10 million in one year. >> Yep. than it is

for me to help somebody Who's stuck at $1,500 a month in their business to get to $100,000 a year because he's already used to just breaking through the resistance because he's already done it so many times before. So even though he doesn't know how he's going to do it, he knows that he can do it. >> He's got the reps of breaking through to a new ceiling. >> Yes. >> You know, and then setting a new floor. got the reps. >> Yeah, it's um Oh, there was something I I lost it. It'll come back to

me, Myin. But yeah, there was there's Oh, so for example, to get that first win above the floor. >> Um you're so right that >> it's he was afraid to set that $100,000 price point and so he was operating from the lower self, from the past self, and So it wasn't signal. But you're right, it's not harder. Um it they those people actually need it more. So, we actually just did a study on a thousand companies um and we're looking at >> their belief about their ability to scale >> and and whether they were growthminded

or scale-minded. And >> what was interesting is is that so um 99% of companies are below 10 million revenue in in the US 99% of all Companies are below 10 million revenue. Um, and so >> those 99% of people uh below 10, which is understandable, they have far less belief in their ability to scale than someone who's at 50 or 100 million. >> Mhm. >> Right. And so someone who's at 100 million revenue, even if it took them a decades to get there, which is fine. You know, maybe they linearly grew there over a long

period of time, >> they did have to break through several several thresholds of identity, ability, resistance to get to that level. And so to your point, they have the reps of knowing they can do it, but also they're willing to implement the resources to get there, get new resources, cut things that won't get there. So the people who are at higher level. And so the reason I say all this to all of you is you can apply those same things even if you're at 100,000 or if you know, you can apply Those same principles that

bigger companies are willing to do. Um, but most people under most people under a million absolutely aren't thinking at scale. They're thinking what we would call growth, which is where they're letting their path shape their future. So they're I'm at 100,000. Let's go for 200,000 rather than I can get to 5 million. What are the pathways to get to 5 million? So people under a million, people under 10 million are >> less than 5% of them think they can scale. Less than 5% of them would even aspire to scale. And so think about it. They're

not even thinking from that mentality. And so they're keeping all of these things that are below the floor. They're not willing to raise that floor. Well, so, so it sounds like the question that you don't ask is the answer that you can't get, right? Or the question that you're unwilling to ask is the answer that you can't get. And the Better questions you ask, the better answers you get. Like, how do I get to how do I get to 10 million from $500,000 a year is a better question than how do I get to 600,000

a year. That's a better question. So, it's going to it's automatically gives you better answers. Better answers produce better results. And here here's a hard one that I learned with one of our scalers is you can't get to scale by solving for growth. So for example, that person Who's at 500,000 trying to solve for 600,000. That's such a different set of decisions. You know, if I'm at 500,000, I'm going for 600. I can keep most of my team, my operations, I can keep my existing products, my my same client base. Like all of that stuff

is antithetical. It's the opposite of what would get them to 5 million or 10 million. M and so you can't get to 10 million by solving for how do I get to 600,000 you just so you can't get to scale by solving for growth. >> So define define scale and growth for the this YouTube live. So tell everybody what's the difference between growth mindset scaling mindset designing for growth versus designing for scale. >> So growth is just simply the idea of you take your past and your present and you do more of it. So you

you base your objective, you base your goal on where you're currently at or what you've Achieved before. So, it's like, okay, we did 500,000 revenue in our business last year, so let's go for six this year, right? And that's 20%. I mean, actually, it might even be a little bit more, but that's that that would seem like good growth. >> Um, scale is just on a completely different level for us. It's at least 10x in 3 years or less, right? Because that's just a much higher scale. So, if you're 5,000, >> at least 10x. >>

Yeah, it's at least 10x, right? Like that's just a that's a massive scale up and that's just a different game. And scale and growth are two different games. And so going for five five million from 500,000 is going to force a much higher floor, a more specific model, a more specific audience, uh probably a different value proposition, and a different team. >> A team to get to 5 million is you might Not even need that much of a team to get to 600,000, right? And so now you're just, you know, you need operations. You need

you need a lot of different things to get to five 5 million or 10 million. And so it's just a different game. >> And and you can't get to that game by solving for growth. Um the analogy that one of one of our our scalers and clients gave is just the idea of a mall, right? He said I he said he was very linear his whole career. And so he Thought he said I used to think that I had to like operate a kiosk and like really know everything about a kiosk before I could get

to the level where I'm running stores, right? And eventually I could run stores and once I got really good at that might take me several years. Then eventually I could get to the level of managing or owning a mall. >> Wow. And so he's and so he's just like now I realize that I could just go Straight from reverse engineering the mall which would be scale and if I'm reverse engineering the mall it's going to be a completely different game in a different path and I'm not going to necessarily need to know how to master

the kiosk or the or the store levels like that knowledge >> isn't required and so it's just a different game >> and and so you don't get to scale by solving for growth. >> You have to start from scale and it's going to be a different path. It's going to be a different game entirely, including, as you know, different who's that are going to help you get there. Completely different who's hoos. And the main point is that it's not harder. Actually, the main point is that there's less competition at that level depending on the goal.

And so, um, it's actually easier. >> It's actually easier. And you're Actually doing less, but more signal and less noise. That's what you like. You're actually doing more things that matter and fewer things that don't. >> Yeah. The higher scale is all going to be more and more about leverage, which is going to come through who's and resources. Whereas the lower levels are going to be through effort and work, right? And so you still need work, you still need mastery, but there's different leverage behind it. And so it Can go so much further, >> right?

Because with leverage, a minimal input produces a magnified output. >> Yeah. And that's that's where we get to power loss. >> But yeah. Yeah. Critical critical analysis of finding the few inputs that create almost all the outputs, including who's >> different who's at the kiosk level, there's hundreds of thousands of people that are available. at the mall level Now you've dropped down to far less who's and so they're actually easier to find because you have to filter a lot harder >> and so there's [clears throat] less of them and and so you got to find

the signal more the floor is higher >> so when somebody who's who's got a business that's stuck at I don't know a half a million a year 700,000 a year or maybe they're stuck at 120,000 a year it doesn't really matter a year >> 100 a year >> um >> what is the process for them at like if somebody's stuck at 100,000 a year, what would you recommend their future goal be that they should start working backwards from? And like literally like step by step, what do they do first? Let's say you're I'm I'm stuck

at 100,000 a year. Um and you're going to help me scale from there like and I need A better goal than 200,000. So what should what would ideally the goal be for me if I'm stuck at 100,000? >> At least a million. Um but the beauty of goals as I understand them and even just the future and the past is that these are tools, >> right? So the so the goal is a tool for identifying options and pathways in the present. And so you know you could let's at least say let's get you to a

million in three years. That's that's an at Least. But we might you know we might say using the goal as a tool. We don't have to use it to define ourselves. We don't have to use it to have imposttor syndrome and now get paralyzed. We're using it as a tool for looking honestly at what are you doing now that has any signal to that. >> Mhm. Okay. >> What and so we would what what's fun and so we would so the first step would be set a goal and and don't and use it as a

Tool. It doesn't have to be perfect but a goal properly set is halfway reached according to John Door because it starts to eliminate options and identify potential paths and people. And so in the beginning, we might just set a 10x goal and start to think about models and pathways to getting there. >> And how do and okay, let's so let's say I'm going to do that. How do I overcome the internal angst about that goal long enough to Actually even figure out how to reverse engineer from there? Do you know what I'm saying? Because okay,

>> use it as a tool. So, for example, a lot of our scalers, they they wait for a long time to think about a goal that seems impossible because for a lot of people, a 10x in three years seems impossible. That's actually its beauty, by the way, because it forces you to start thinking from the future rather than the past. And so, >> usually for most people, it helps to just say, let's use this as a tool because then we can be more psychologically flexible. We can change the tool. We can think at a million.

We can think at 10 million. we can get 100 million if we're willing to use it as a tool for analyzing options and paths. We don't have to do anything right now to make a decision. We're just going to look at we're going to use that future that higher scaled goal just to look at Options and and so a lot of times just thinking about it as a tool allows people to put their guard down. >> They don't need to be so stressed out, so fearful like remove the anxiety. >> I don't reach this. I'm

gonna >> and that's part of psychological flexibility. Let's just use this thing as a tool to think about let's be honest. What's below the floor? what are all the things you're saying right now that are costing you a lot by continuing To say yes to and that the floor would go up dramatically if we were operating from that higher goal. Um but then what happens is is that if you just allow yourself to think from the goal, think from scale again. If it's at a million, if it's a 10 million, whatever, >> you start and

you start to think about pathways to get there. Um once you actually start to quantify out a pathway, it stops seeming as impossible. Once you actually start to generate Thoughts and pathways, all of a sudden um because you're actually thinking about it and you're thinking from the goal, the more you start to put structure to it, the more it starts to be like, "Oh, we can do this." You know, and so once you Yeah. Once you start to clarify and quantify it, you're like, "Oh, there are ways to do it. I don't know exactly how

we're going to get there, but I can start to see the path." It stops to seem Impossible. So, like quantifying it reduces a lot of the stress. It allows you to start to find ways to raise the floor. So just thinking from the goal, giving yourself enough time to do that and not being defined by it. Um it really helps. I'll just give one example. So there was a guy who read the science of scaling. He was a CTO of a company, chief technology officer. >> Yeah. He read the book. They were at a amazing

technology startup doing six Million revenue and they had taken out a ton of funding. Um >> and and so like they taken out 20 mill, you know, they gotten like 20 million plus of funding. They were at six million and the systems were just trash. Like it was they it was a rough startup. like many startups are. But he read the science of scaling >> and he's like, "What are we doing?" He's, you know, the the goal was to get to like 20 million revenue in in the Next year or two, you know, so it

was still a 2x, but they had taken on a lot of funding. And he thought, "Why aren't we going for a billion?" Like, "Why aren't we going for a billion in this company?" So, he went to his boss >> and he said, "Why aren't we going for a billion?" He's like, "This is an incredible company. We've taken funding." >> I would have loved to seen the look on his boss's face. >> Yeah. and and his boss knew that we're going for 20. And so his boss said this, his boss said, "We can get to a

million, but it's going to take us 15 years." >> You mean a billion? >> Yeah. We can get to a billion, but it's going to take us 15 years. >> And so this guy, this CTO, just, you know, we call it using time as a tool. Okay. Using time as a tool, whether it's timelines or scales, right? Just using the future as a tool to analyze Potentials in the present or pathways in the present. And so what he said to the to his boss is all right it's going to take us 15 years but if

we had to do it in three how would we do it? >> That's a great question. >> Yeah. If we had to do it in three what? And honestly the boss sat there for a second and again he was just using it as a tool. If we had to do it in three how would we do it? And the boss said thought about he said we would have to Get it into 10,000 schools. >> And then all of a sudden he said we could totally do that. So he quantified a bath and he's like, "Oh,

now is all we have to solve for is how do we get into 10,000 schools, right?" And so it's like and so just by thinking about it from scale on a different timeline and just and now that's now that is their goal. Like now they're going for a billion in three years and now they have a new path and a new focus and now they're building The team to do it and they're solving the distribution to do it. Whereas what before they were going for 2530 who knew what they were who knows what they were

doing. >> Wow. So that single question eliminated all the noise. And it showed him exactly the path. >> Showed the exact path. Like one question can do that. That's mindblowing. >> But that path couldn't have been solved. Couldn't have been figured out. And and Everything about that path could not have gotten them there if they were solving for the growth of getting to 25 or 30 million from where they were then at at 6 million. They were going such a complex difficult direction. Oh yeah. That it would have taken them a long time to get

to 20 or 30 and it would have been rough. Whereas now they're reverse engineering what what is the systems? What is the team we need to get into 10,000 schools with this? who do we Need to be right back to your point. who do we need to be as a company to start getting those contracts also then you know and so it's really leveled up even in two or three months operations organization get the wrong people out and who are the people we need to get the technology to the level where these schools are going

to want us but also who's the distribution who who might be able to get us a thousand schools just through one who right and so now they're Just thinking entirely differently they're thinking from scale they're thinking as pros whereas before I think that even though they had taken on a lot of funny I think they they were thinking as amateurs and they were thinking in a sloppy manner. Whereas now it's just like they have a clean goal. They got a clean path. They know they got to be the best and no one else is doing

what they're doing. It really differentiates them from all the other people that they Were competing against before. Now they're just playing a different game. Let's just get our thing into 10,000 schools. Let's get our who's let's just let's just specialize right there. >> So good. >> And the crazy part, >> they fully know that they can do it. So that's the that's that's just the beautiful shift of when you go from scale uh growth to scale and you know you can do it. You get to the point Where you know, let me just give one

more quick example. >> We're not in a hurry. >> The [laughter] one this one is funny because >> a lot of people think I don't have that courage or I don't have that ability. One of the people that I've worked with the most timid, shy accountant you can think of. This guy is >> so nervous. And it took him 10 years to get his accounting firm to like 900,000, Right? 10 years. and and they're good at what they do, you know. And when he said, "Let's go for 10 million in three years." Again, you use

the goal to look at your system. You look you use the future to magnifying glass out the power law within what you're doing or without. And by just looking at it, he realized we have a thousand clients that pay us less than $1,000. Some of them pay us 200 bucks to just do their normal, you know, tax forms at the end of the year. He said, "We have 10 clients that pay us over 50 grand." So half of their revenue was with 10 clients, >> right? These more deep tax um strategy. So he said, obviously

that's got to be our focus and our specialization to get to 10 million. We only need, you know, I don't we only need a couple dozen of them, right? Whatever. And so he was too afraid because he had all this incoming business to come in. He was too afraid to say no to him. M >> and so after three months of continuing to say yes to the wrong stuff below the floor and knowing it >> right >> and not focusing on the new pathway he started to get just totally mad at himself and so he

had to say his son works in the company his son had to be the one to say no >> so he said his son was the keeper of the floor right and so his son and he was fine with that yeah by the way know Yourself right know thyself and so he had his son was very happy to say no like we don't do that anymore but here are some people that we can refer you to that we trust that will take phenomenal care of you, right? And so they set the floor, held the floor,

stopped saying yes below the floor. But then what happened was is his son started to think from the goal, how do we get to 10 million? We need, you know, we need >> we need 50 to 100 of these these people Who can do this deeper tax strategy. So his son started to join masterminds of, you know, financial advisors because financial advisors have a lot of clients who are looking for this type of tax strategy. So he starts to develop a strategic partnership with just one of these financial adviserss. And basically the financial adviser says,

"I want to test one of my top clients with you on your tax strategy to see if it works. And if it works really Well, I'll send them all to you." >> And so they send he sends his top client, they use their advanced tax strategy, save this guy seven figures, and they make six. So they make, you know, and it just blows them away. And so then this guy says, "Okay, I have $10 million of business for you right now. Can I send you this $10 million of business? >> So remember his goal was

10 million million >> and so now he has one who one person. >> Yeah. So he's so he's gonna So his first year doing it back to your story of the the person in 2020. So their first year they went from just under one to almost two their second year they're actually going to probably blow past 15 because that that one who said I've got 10 million of business for you. >> Now there's other financial advisers like we want to do this too. And so this guy's now going for 50 million in his Accounting firm

>> when 900,000 in 10 years. >> Yeah. Yeah. So, that's what I'm talking. >> So, yeah. So, that's the shift and he knows he can do it, right? Because remember, he got he got the rep above the floor and they've raised the floor. So, they're they've they've let go of the old model and they're starting to get wins above it. Now, they're seeing pathways to it. And so, he's like >> he knows he can do it. He believes he Can do it and they see the pathway of doing it. And >> and they they're already

like on that path. And so, he's just like, Ben, like I'm going for 50 now. How did this even happen? Like you talked to me two years ago. We were at 900 maybe going for like 1.2. >> I I I just got an idea. I've got to send it to myself. So keep talking. I I like I don't I don't want to forget this. I'm No, I'm serious. I don't want to forget This. >> Yeah. So let let him keep going. And if you want to speak, you can. But you just you can't get to

scale by solving for growth and and the future is a tool to shape the present, right? And you said something really phenomenal um my which is I think you said that you can't you know you can't get to success or growth without disruption first. You said >> disruption always follows intention. >> Yeah. Yeah. So that's extremely true. So Even Peter Ducker said that the future's job is to be the enemy of the present. The future is going to disrupt the present. You know like it's that's what it's going to do. >> I feel like I'm

in a fight with Mike Tyson right now and I don't like I' I've got my arms are paralyzed. I can't even move. >> Yeah. Yeah. >> And the disruption really is the past self versus the future self and then Eventually the raising of the floor and and facing, >> you know, whatever all the projections you have about who you're going to disappoint and stuff like that. So, he was so afraid of disappointing all of those people who he really loved his old clients. He was so afraid of disappointing them when it's like those people are

going to be fine. like he's going to transfer them to another accountant and they're going to be Awesome and >> they'll be all right. Like but he was making it such a such a mountain in his head >> and and now he's not. Now he's going for 50 and he's going to be all right. And >> but he but to your point of who >> the goal also allowed his son to show up differently like once they started going for 10, his son could really flex new capabilities. his son could set the floor, hold the

floor. His son could now Go and filter for those really awesome strategic partnerships with the goal of being, you know, back then at 900,000 if they're going for 1.2. Think of how much that would have diminished his son's potential. >> I mean, think about it. His son would have, think about what his son would have been doing, like, you know what I mean? But now his son is opening up so many new opportunities and pathways and it's unleashing his son, >> which is a side benefit that he didn't realize was going to happen, which there

are so many of those when you decide to scale. So many benefits that you could not have imagined that come with that that are just mind-blowing. >> What are you going to share or is that super private? What you just put in your phone? If it is, that's okay. [laughter] >> That's all right. Let's keep going wherever you want to go. I like it. It's not >> That's not for you. [laughter] It >> It is. It is for you, but it's for future you. >> Okay. >> You guys will know in a year. >> No,

you'll know next Monday. >> [laughter] >> Um, so, so the, um, Tony Robbins said, this is one of the, the like Tony Robbins said on an audio cassette tape series that I had got from him a decade and two decades ago, at least two and a Maybe two and a half decades ago, um, he said that if you want to model, he told the story about how he consulted with the military to help people who couldn't pass their um, Mark marksman's exam and usually if people didn't pass it, they they only got three tries and

then they're out, right? And so he said he told and he told the story about how he consulted with them to go help people who failed it the first time pass it the next time. >> And they only had like a 25% something like that, really low percentage of people who took it the second time and passed. And so he told him he could like increase that to at least 80%. And so he goes in and um he says, "Okay, to whoever was over the army at that time, whoever the general was, he said, "Okay,

here's what I need. I need your best sharpshooters, marksmen, and snipers. I need them to come into a room. So I need to ask them some questions." Okay? And He asked them some questions that got to these three things that he believes you have to model in order to duplicate any form any form of human excellence. And so one of them he the first question he asked was okay so how do you hold a gun? He said have you never they said have you never shot a gun before? No I've never shot a gun. You've

never shot a gun before. How are you going to help these people pass? Right? Their belief that you have to have done the thing in Order but he knew that you only have to know how to develop really really rapidly. Right? And so he said and and he and he basically took their percentage from 20ome% up to 80 something% who would pass it the second time they took it. And he said these are the three things that you have to model. You have to model number one first and foremost their belief systems. If you're t

having a conversation with somebody who's doing the thing you'd like to do, One of the best first questions to ask them is tell me everything you believe about achieving this result. >> Okay? You you have to model their belief systems. He said number two, you have to model their mental syntax. That's not just the messages they fire off in their brain, but the order in which they fire off those messages me messages in their brain. He said, I can take the same words and put them in two different sentences and make them mean the exact

Opposite things because I'm putting them in a different order. And then he said, for instance, the dog the dog bit Johnny. That's four words. I can take those same four words and make it mean the total opposite. Johnny bit the dog. And so syntax is important. So you find, okay, what do you do first? What do you think about second? What do you think about third? What do you think about fourth? What do you think about fifth? Like you find the order in which you do These like model the order. So you model their belief

systems, you model their mental syntax. And then he said you model their physiology. How do they carry themselves in space and time? He said because how you carry yourself physically causes you to fire off different messages in your brain based on that physiology. Like if I'm carrying myself like this, then I'm going to be firing off sad, downtrodden, defeated messages In my brain. Whereas if I count carry myself with a positive posture, I'm signaling to myself and everybody around me that I know where I'm going and I know what I'm doing and this is going

to work and it's a sense of certainty. And so I said all of that to say this. I believe that based on what you're saying and based on my own personal experience, based on what you're saying, you're you like even the first time I heard you talk, it made me so hyper aware of this Thing that I accidentally stumbled on in 1999 that changed my life forever. And it doesn't matter at what level. What I'm about to tell you works at every level, period. And that the thing that I discovered was it's easier to make

a lot of money in a short period of time than it is to make a little money over a long period of time. But it it's even bigger than that. It's easier to make great astronomical strides in any arena than it is to make incremental advances. It's Way easier. It's way easier. And if you can if you can make if you can just force yourself to believe that long enough to make the decision I made next, which is it's it's so much this like I experienced 10x is easier than 2x without even knowing I experienced

without ever hearing that concept because as soon okay 1998 I made $48,000 for a year. You all heard me tell the story. I'm going to tell it again. 1998 I made $48,000 for the year. And in April of 1999 I accidentally made $6,200 in one week. And when I made that $6,200 in one week, the first thing I said was, "Wow." And I said it backwards. I said, "Wow." And I said it upside down and backwards. Mom, wow. Okay. And then and then I decided based on that new awareness, that must mean it's easier to

make a lot of money in a short period of time than it is to make a little money over a long period of time. Well, if that's true, Then I had a decision to make. Am I going to keep looking at all the hard ways to make a little bit of money or am I going to stop looking at and stop looking for the hard ways to make a little bit of money and only focus on the easier ways to make a lot? Now, that was from $6,200 in a week. Our business has averaged for

years $30 to $32,000 a day. But that principle is still true. All of the things that I need to do to Make a lot of money from there, whatever a lot of money is, a billion dollars from there, those the things that I need to do to build a billion-dollar business are easier than the things that we're doing to have a $15 million plus a year business. Way easier. And and when I am willing to do what you said that you're going to have to stop doing all of the things or a lot of the

things that can't get you to a billion, But a lot of those things got me to 30,000 a day. Are are you is how hard is it to get stop doing $30,000 a day activities? >> It's harder, >> right? It's hard to stop doing them, but the things that'll bring a billion dollars a year are much easier things. They're just totally different things. Like, so that's that's where my brain was going when you and and so people people have a hard time allowing Themselves to believe that scaling is the easy path. Nobody has a hard

time believing it's the best path. Most people have a hard time believing it's actually the easier path than growing. It is it is when we say easier, it will break you, >> right? It will break you. It is psychologically rigorous to raise your floor and and to your point, but it is It is it's the simpler path. It is the simpler, more focused path. the path less taken. >> Taking the path is the hard thing. >> Oh yeah. Yeah. Yeah. Choosing the path. >> And one of the things you said earlier though is that that

higher scaled objective will force you to become 10x better. >> Yeah. I I think about myin and his level of mastery and mastery and scaling are very similar concepts, right? That you Get to this level of mastery and distinction differentiation where you're doing something at a level that there's no competition for it, right? Um, and so the type of mastery that you'd have to develop over the next two or three years to achieve the 10x version of what you're doing now >> for a different >> who >> type of person and organization and structure where

you can take them to a New level. It's going to force you >> back to a new level of fundamentals and a new level of mastery and maybe a new level of faith and talent development. Right? It's interesting when you think about even just the parable of the talents, right? that people who have five go to 10 probably to 100 to a thousand, right? Exponential talent development >> um >> versus those who just choose not to Develop the talent. >> And so and and that talent doesn't always have to be even your own. It could

be capability. It could be leverage. It could be bringing in others, right? It doesn't always have to be >> solely to yourself, but it's it's the enterprise you're building and the talent you're building. Even an organization, >> you know, an organization can have its Own capabilities outside of you and an extension of you, right? Especially when you start bringing in really good who's and think about the who that you recently borrow and think about the talent that that person has or the capability or the resources. >> And so >> I'm thinking about what level of

mastery >> and depth does Myron have to go to to solve that 10x and to fulfill that. >> Um one of the things that I think a lot About is >> you know think about the things that you all do what level do you take it to? Like a lot of people, they're doing many things at fairly average levels, right? And so >> they may be putting forth a lot of effort, exertion, but everything they're doing is like >> maybe it's at the 60th percentile. Like it's just above average, right? And they're doing like 10

things just above Average where it's like what if you could take this thing you're doing to an extreme expression. >> Think about Michelangelo. Think about the David. M >> we still go and look at that David or the Sistine Chapel because whatever he did, >> he took it to such a level of mastery and expression. >> He's like, if I'm going to do this statue, I'm going to take it to this Level of depth, this level of impact, this level of innovation, and we go still look at it, right? So, it's like >> you taking

whatever your 10X version is, what level of expression >> and impact can you take that mastery? Right? If I'm writing a book, I I'm I'm I want to say what level of expression can I take this to? If I can get this not to the 99th percentile, but the 99.9999, it could become a power law. >> It might be able to speak to a Myron Golden, right? It might be signal to someone like this, right? And so it's like, are you willing to take what you do to that level of expression, that level of mastery

where of course there's no competition for that. And so I just think about what you could become and even the type of faith you'd have to you know impose >> right >> and and it would it would just be really Exciting the things that I would have >> it would be really exciting because if you think about value creation and if you think about skill development and innovation even Steve Jobs said innovation is saying no to a thousand things including the things that are currently right now above your floor >> you know to get to

that level of innovation you'd have to say no to the thousand things that are currently above your floor >> that would go below it so that you could reach that level of innovation and mastery >> which would be from a value perspective 10 100x 1,000x because now you're getting that much further on the power law and so it just goes exponential >> so good on so many levels of everythingness um wow tell us Dr. Ben, tell us more about practical ways that we can apply power law principles into our business Cuz we're here to talk

about. I mean, that's that's what we're talking about. We're talking about people scaling their businesses, scaling their income. People think it's hard. Um, I found being poor very hard. >> Um, like I found it to be exhaustingly difficult and painful. And I fortunately for me, I learned to hate being poor. And some people say, "Well, you should be content." I am I was content To not have much for a season, but I was not content to stay there. As I heard a preacher say a long time ago, it's not a sin for a bird to

land on your head, but if he builds a nest up there, now that's a sin because he doesn't have any business being there that long. Okay? So, it's not a sin to be poor. At least, not but for me to stay poor would have been a terrible, terrible misuse of so many gifts. So what what are some power laws That the people who are in this room right now and the people who are watching us on YouTube right now, what are some power laws that they can apply to their lives that will just be in

that will begin to like cause them to have breakthroughs to new levels where old ceilings become new below new floors. >> Yeah. The first one is and you know you and I have talked about it at depth many times is just that the future psychologically the future is a tool and That the future is the thing that shapes your identity and the future is the thing that shapes your choices and options. Like the future your future all of you is the thing that's shaping your present. In other words, your goals are the things that are

shaping your present. Anyone who's watching this online or listening here, you're only here because this is signal to your goals. >> If it wasn't, you wouldn't be here, >> you know. So everything you do is based on your future. >> Um Roy Balmeister who he um one of my favorite psychologists um he he and he and a lot of the he and Marty Selman and others created the whole field of positive psychology. But Roy Roy did a lot of research. >> What's his name? Roy what? >> Roy Bowmeister. >> Bowmeister. Okay. >> Yeah. He was

up at he's up at Florida State. He wrote a he wrote willpower the book willpower. He also he's done so much research on this idea of prospection which is that your views of the future shape your present >> and and how your future is what actually gives meaning to your present and that goes straight back to Victor Frankl >> that your future gives meaning to your present and allows you to you know when you have a why strong enough you can bear anyh how right but Balmeister said That our own self is not a thing

it's a process so yourself is a process and you use your future to dictate yourself >> and so your future you we all use our future to organize our present to organize even our own sense of self. Our self is not a thing. It is a process and it uses the future to organize itself. So so it's just just that I would say is is is is the fundamental principle is that your future shapes your present and that once you understand that you can Scale your future in specific ways to disrupt and change and and

simplify and redirect your present dramatically and in key ways. So would you say that your future shapes your present either intentionally or unintentionally? And what I mean by that is by decision or by default. >> Amen. >> Okay. >> We all have goals, right? I think a lot of times we develop those goals just From the context we grew up in. Um it we could even devel develop our future in reaction to past events, right? Traumatic experience, right? You go through some experience and then that shapes a future that you're mostly avoiding, right? A future

that you don't want to deal with, right? So, we all have a future. Uh, but you want to be the one who's choosing that versus it just having been given to you or it being a reaction particularly to Something that was negative or difficult. Um, one of the the most >> the most debilitating thing about trauma is what it does to your future. >> Trauma destroys hope, right? And hope is [snorts] associated with goals. And so when a trauma is unresolved, that person has very little view of their future. It's all past and and the

past is the driver, the past is the dictator, the past is the predictor, the past is the explainer of everything. >> And so until that person is willing to reframe that and and turn it into value, you >> So is that is that the difference between somebody who is who feels like a victim of life? They feel like a victim of life because of what they feel like the past has done to them. >> Yes. The past. So there's a concept called locus of control. >> And locust is another term for location. >> And so

they're placing the locus of control >> outside themselves. >> Outside themselves in >> their past [laughter] >> when they don't realize their past is inside their head. >> And that's the only place. >> I don't have a past outside of my head, outside of me. where where would it be? You know what I mean? Like [laughter] and so my past is in my head and I'm Placing it outside of myself and giving it the control over me rather than realizing it's me in the present that shapes my past and I have to use agency. The

location of control is right here, >> right? Um and so yeah, so the future is the super tool. You know, the past is a phenomenal tool as well. These are tools. The past is a tool really for meaning and lessons. Um, and so >> going back to that traumatic experience, a trauma is an event that was very Painful, emotionally difficult, and that you're associating as negative value. It it's it's a liability. It's it's because it happened to me. >> My present and future will always be worse. And so it's now it's it's now cut off

so much potential. It's now ruined so many things. And so that's a past that has not only neutral value, it has negative value. And so in the present, the only way to turn that into post-traumatic growth and benefits, Blessings, is what are all of the forms of value I can have from this. So you have to create value. Just like imagination, you create a future in the past, you have to create value. I have to, you know, whatever traumas I've been through, I have to choose in the present to give that specific value. And for

it then to go from a liability to an asset. And I can take that asset, I can scale the asset of the past. And you got to get to a point where you also associate Gratitude to it, where you realize, >> God allowed me to have this so that I can be better, not bitter. And I'm glad it happened. >> Right? >> You get to the point where you're glad it happened and it has huge value. Now it's an asset. Now your future's huge again. >> And and and see that I think that that's I

think that that is one of the things that that is a sign of is maturity. >> Amen. Because when I think of when I think of my childhood, which was what most people call really traumatic, um I had polio as an infant because I was born here in Tampa in a segregated hospital. So I contracted polio after the polio vaccine was discovered because the conditions of that hospital were not up to par and they didn't have all the access that other hospitals had. When I was a child, the thing that I wanted to Do more

than anything else in the world, I wanted to be able to run. I couldn't run. So, I learned how to fight. Um, no. So, >> think about how much that could have shaped everything about your future, >> but it did. But when I was a child, I hated the fact that I couldn't run. In fact, when I was a child, I could not say the word polio without tears welling up in my eye. >> Could not say the word without feeling Agony in my soul. >> It was too traumatic, >> right? It was it was

too painful because it was the thing that made me different in my mind as a child in a worse way. Now, God God allowed that. I'm going to can I'm going to take it a step further. God didn't only allow that to be my experience of life. I believe that he ordained it. Why? Why do I say that? Because, and God didn't do it, but he ordained that it be Done. And I I don't have time to go into the to the theology of that right now. I'm just going to say it. Maybe I'll go

to the theology of it another time. But he ordained in his sovereign wisdom because he knew what he created me for. >> Right? So God in his sovereign wisdom ordained that my body slow down so my mind could speed up so I wouldn't be distract I'm very athletic and in the athletic arena I'm very competitive when I say competitive I like to win Y'all can judge me for this if you want because I love to talk trash [laughter] okay >> it's a fun arena for you >> it makes it makes me it's fun for me

and so [laughter] yeah so so I would have been so distracted by sports and been very good. I probably would have been a professional athlete because I had enough discipline >> and enough coordination and enough Physicality everywhere except my and and character and intentionality and c and courage. >> I was I was afraid of nothing. And so I I would have had I probably would have been distracted by sports, which would have been great for me financially and fame and all that other stuff, but I would have missed out on all of this all of

this impact. I would have missed. And so whereas I was a child, I hated the fact that I had polio, I couldn't Say the word polio, um I hated the fact that I couldn't run. If God said, "My I'm gonna give you a doover and you can do have a do without polio." I would not choose it. I would choose the path I have already taken because it has impacted my life and impact given me the ability to impact the lives of so many other people that I wouldn't change a thing. And it that that

that lesson [applause] >> what it what it taught me was what it Taught me what what that new that that adult mature awareness taught me is that I don't have enough discernment to discern that something is good or bad. So since I don't have enough discernment to know whether something's good or bad. None of us can tell what's good or bad looking through the windshield of our life. We can only tell looking through the rearview mirror. I've just decided to trust that everything in my life, even the difficult stuff is good, even When it doesn't

feel good. >> Come on. >> So, >> for you, not to you. >> For me, not to me. Everything that happens to me, happens for me. >> And I'm going to embrace the part that's for me and trust the part that feels like it's against me is only there to make me stronger for the future thing that God knows I can do that I am not strong enough to do yet. So, >> so these are some this is this is the psychology of time we're talking about um the past phenomenal tool. You can even go

back to this polio story and you can keep adding and stacking value to that >> value gratitude and it can enhance things. But the future psychologically is is infinitely stronger in weight than the past. The past is incredible for learning, for filtering, for meaning, But the future is is so much better. and or [snorts] it's not better but it's just it's a different tool for a different purpose and its job is to shape guide and direct the present and to the idea of the power law if you scale the future it will allow you to

find the critical points that you can scale like when you go for that's the beauty of of scaling the goal and especially giving yourself a short amount of time to do it >> to back to your point of quantum leaps and sudden >> that it's easier to make sudden changes than incremental ones >> that's the beauty of what we call using time as the tools you give the scale and you give it less time than feels less time than seems reasonable. Um that forces quantum leaps but it it also when you scale the goal up

right I'll give a funny example it it allows you to find the power law that can get you there. The power law is the the option that has the capability of getting you to the goal including the person. So it's like if you're going for a 10x goal most things can't get you there. They're going to fall below the floor and those options therefore aren't in power law territory. power laws the 1% of things that actually has capacity to the goal. >> So I'll give you an example. So there's a company that I was speaking

in a room sort of like this a bunch of Entrepreneurs >> it was an EO group entrepreneurs organization >> and I was teaching them the difference between growth and scale >> and that these are different games and one of the guys was listening. He said I've been haunted ever since I read the science of scaling. [laughter] >> He said >> that's a funny word. >> Yeah. No, he said I've been haunted. He Said, "Because I have had my business for 25 years." He said, "It took me 25 years. We're at 14 million revenue. They make

these um like electrical cables, you know, these um fiber op they make these fiber optic cables." And he said, "You know, I've been at this for 25 years." He's like, "I'm ready to He's like, what I want to do is I want to take the next five years to go from 14 to 20 >> and I'm gonna have a great exit. I'm Gonna sell this thing for like 50 $60 million. I'm gonna be in a great spot. I've I've poured the last 25 years into this company. >> He's like, I see the path. I believe

I can get from 14 to 20 in the next five years. >> He said, but since I read the science of scaling, >> I'm like, well, maybe I should rather than going for from 14 to five, maybe I should just go for 50. And that's not a 10x, but 14 to 50 in the next three years. >> And he said, but if I thought from if I thought, how do I get to 50 in the next three years? I can't do it by selling the full cables. M >> he said what I would have to

do is I would have to focus my company just on the electrical chip at the end of the cable. He said that's the most profitable part of our business. And he said no one actually just optimizes for Selling the the the connector at the end of the cable. He said no other company does this. He said I would have to stop creating the full cable. He said if I just if we just optimize our business for creating the connector at the end of the cable he said that's first off the most profitable aspect. He said

it would stop us from competing with the people who actually make the cables. He said it would >> and they would all become their Partners. >> He said we would have so many more partners. He said but and he said and I and I asked him I said do you think if you just focused on the cables at the end that you could get to 50 million in three years. He said I think that that would be like the floor. He said we could go so much past it. Um and so like the reason I

bring this up and I'll finish the story but when you operate from scale it points out the power law Right for him the power law to scale for him was those cable for was the connector at the end of the cable. Like that was the thing to scale. That was the thing that had capacity to get to 50 million and beyond, right? The whole cable couldn't do it. Connector, if they just stopped doing everything and just focused on that, they'd be the only business doing it. So the the beautiful part and back to the accountant,

right? The scale objective pointed out the Possible power law that if he focused on and created mastery on took it to an expression, >> mastered it, you know. So, so I'll fast forward this story. So I talked to him six months later. I'm like, "Okay." I'm like, I'm like I'm like, "What are you going to do? are you gonna? And so I talked to him six months later and he said, "Okay, here's what happened." >> I started to dig in and part of their business and I don't know these things. It's just kind of like

um >> Tony Robbins not knowing that industry. You don't need to know the industry to know the principles, right? And so he said, "I went and I realized we have a certain code like an engineering code that's associated with our business that we've built up a reputation for the last 25 years. and that code is what enables us to make the cables and the connectors. He said, "If we want to create a new business that's solely Focused on this, we're going to have to get new code and therefore we won't have the brand that we've

built and established over these 25 years." >> I was like, "Okay, like so get a new code." Like, you know what I mean? Get a new code. You still have all the relationships. Like, you could be back to 14 million probably this year if you just did that. But um and one other so so that was one resistance right to the idea of resistance all of a sudden There's this resistance he's like man I'm g have to get this new code all of a sudden now uncertainty comes into play can we with a new code

still have the same reputation no it's going to be a different repres rep it's going to be a different reputation it's not we're not we're no longer we're no longer those guys or these guys and deals would have come so fast if they had done this but also he was like we also have six we have we've got like6 to10 million of Already deals in place M >> I was like, "Couldn't you just sell those to people who are in that old model?" >> He's like, >> he's like, "Yeah, we probably could have." So, he

ended up not doing it. >> He ended up saying, "I see it. I know it. I know we can do it, but I've been on this path for 25 years. I'm going to stick to this path because it's certain >> and because >> That's a crazy confirmation bias right there." >> Yeah. And he just he just said it he just said it feels too risky because he said that 50 million exit right >> feels so sure it's five years away whereas this one he's like he's like I can see it there's no one else doing

this I I believe and I can push him again and again if you went that path do you think you get to 50 million revenue not valuation this path is 50 million Valuation do you think you can get to 50 million revenue in three years he said yes I know I could but it still feels too uncertain And so he didn't do it. And that's all right. By the way, it is all right. It's all right. Like and I I said that's fine. You that's your choice. Um but I only show I tell that example

because the scaled future shows you the possible power law. And it shows you what's below the floor to that future. And if you Lean in and take that to expression, um you know, you he would have to build another team. He'd build different types of partnerships if he began operating from that future. If we're getting to 50 million in three years through chips, it's it's kind of like the idea beyond the idea. Like sometimes when I'm sitting and journaling, the original ideas are are good, but then it's like the idea after the idea after the

idea. So it's like if he had actually been Operating from that in two, three in in two years, he'd have opportunities and stuff like right now that would stack upon each other, right? And it would start to compound compound. >> Exactly. >> We thought the same thing the same. And so, you know, I'm just my main point here is we all have the choice to operate from the past or from the future. But when you scale the future uh and you give yourself less time to the Point of sudden quantum leaps, sudden transformation, it just

points out the few pathways that could get you there. And if you lean into those and take those to expression, that'll take you to the 99.99 percentile. That's how you get to power law outcomes. That's how you separate yourself from competition. And he saw it himself. That would take me from competition. Can I share how I discovered what like in my own life I experience I experienced hear >> um and I've told this story before but it's okay it's relevant now because when when you talk it makes me realize what's happened >> and I didn't

realize that it happened like that >> it's happened times and times for you you've you've done so many power laws. >> Yeah I but I didn't even realize that's what I was doing until today. >> [laughter] >> Um but but a couple years ago uh four Years ago to be exact, I had some distasteful experience on we will inconvenience you at our convenience airlines which is all of them. Um one on American and one on Southwest in particular and I decided on that in inside a month and they were one of them one of them

lost my luggage and it was stayed lost for like three months. The other one caused me to they they had a delayed flight which caused me to miss a connection and I was going to be late Getting back for something I was unwilling to get back late for and so I had to buy all new tickets and when I got when I bought the new tickets I'm on this plane I decided I will never this will never happen to me again. I made a decision and sometimes people say well how do I do it? How

do I do it? Sometimes it's better off when you don't know how. When you don't even not only don't know how it's how you're going to do it, don't even know how it works. Because like when I say I am never going to do this again, I'm never going to subject myself to this again. I said I will never fly commercial again unless I'm flying overseas in first class. I'm I'm not even doing that unless it's on Emirates. Um other than that, I only fly private, right? I had no idea how much it cost to

fly private. I'd never looked into it. I had never thought about it before. I I thought about it, but never never seriously enough to even look at How much it costs. And so I had this price in my mind. I had a trip coming up two weeks. Got to fly to Vegas and back. I had a friend who has a jet. Well, I called him, "Hey, Ed, you got a jet, don't you?" He's like, "Well, I don't have a jet, but I have access to a jet." I said, "Okay, cool. I need to go to

Vegas in two weeks and take some clients with me, and I'm thinking it's going to cost 25 or $30,000, which I'm willing to pay." He says, "Yeah, but it's going to Be 60 grand." >> I said, "It's going to be how much?" He said, "Yeah, you got to put your big boy pants on if you're going to fly private." I said, "I only have big boy pants. Get the jet." And so, so he booked the jet. And now I've got a decision to make. I have them. I have the money, but do I want to

take money that's making me money and spend it on a plane ride? And, and it's not the only trip I have. It's just the first trip I have coming up. What What can I do? Oh, I know what I'll do. And this is where the power law came in. I I I don't want to spend the money that I have. I don't I'm certainly not going to borrow the money. So, what am I going to do? Oh, I'm going to create an offer that will pay for this trip. So, I said, I'm going to sell

a VIP day. I'm going to let somebody spend the day with me. I Used to charge $25,000 an hour for coaching. If they spend eight hours with me, that'd be $200,000. $200,000. You get to spend the day with me. You get to fly with me on the private jet to Vegas and back and any other trips I have over the next 12 months. You get access to my like my um $55,000 mastermind and I'm going to interview you on my YouTube channel. So that's that was the offer. >> Quite an offer, >> right? Quite an

offer. I made that to a Couple of my clients. The first two guys I offered it to said yes. >> The first two guys I offered it to said yes. So now and then I said, "Well, what else could I do?" And so I was going to speak for somebody else. I charged them for half of the plane ride. So they paid me 30,000 for expenses towards the jet ride. So now I've got I brought in $430,000. The trip only cost me 60. I've got $170,000 p. I got paid $170,000 to fly private to Vegas.

>> I'm like, huh, that's interesting. But if I wouldn't have made the decision to fly private, >> which was way outside my current spending comfort zone, >> without question, >> I would have never discovered the power law to make the offer. But it gets better. I decided that I needed to raise my prices of my coaching because from 25,000 an hour to 40,000 an hour, which sounds like a crazy decision to make, I know, but I decided it. But I decided because I don't like doing coaching, so only the serious need apply, right? So I'm

raising to 40,000. And then I said, but that math doesn't make sense at 200,000 anymore. So I'm gonna have to raise that, too. So I told everybody in my Mastermind, here's what's going to happen next year. This was in October of that same year of 2022. Next year, this price is going to somewhere between $3 and $400,000. If you want to get it at $200,000, you need to get it now. 16 people said yes. >> Wow. >> That's $3.2 million more dollars. And I ended up having some other people pay for the jet fee when

I got ready to go somewhere. I ended up doing $3.9 million In revenue on that offer inside the first year and I only spent $1.7 million on flying private, which means I made $2.2 $2 million profit because of the power law that I discovered that I wouldn't have discovered if I would have allowed myself to keep playing small and letting we will inconvenience you at our convenience airlines inconvenience my [clears throat] life Because they could. And so I discovered that power law. That offer since then has made me 14 since I started has made me

$14 million from that one power law of I'll just create an offer to pay for it. And that changed everything for me. So instead of saying it cost too much to fly private or I can't afford to fly private or I don't want to spend enough money to fly private, I just asked the question, what do I have to do in order for me to only fly private? >> Wow. >> And when I asked that better question, guess what I got? I got a much better answer and discovered a power law. Now I've and that

has impacted so many other people's lives like one of my clients, the first guy who bought the first person who bought that offer from me from the promotions of his event that he did on my YouTube channel. He had a $5.7 million day from that one. So I got 200,000. He did an event that He promoted on my YouTube channel. People came to that event. and he made create an offer, made that offer, did $5.7 million in sales in one day at that event. And so what I'm saying is I discovered this parallel principle. And

even though you like what I'm saying is you don't have to know how. In fact, I think asking how you're going to get there is probably a bad idea. >> It's a bad start. >> It's a bad start. That's not a good way To start. ask you. Thinking that you need to know how before you decide you're going to do something is almost always a terrible idea. >> The point of the impossible goal is that you don't know how to do it in the beginning. >> That's the point of the impossible goal is that you

don't know how to do it. Why? Because it's going to expose you to power laws. This is something new. I Just learned about power laws today, but I'm but I apparently have been applying some of them. Not >> you would have to be applying them if you're at the 99.9 percentile and beyond because that's where they begin. >> Wow. >> And so you know that that you would have to be applying them if that's if that's where you're at, >> which is a select few things create the majority of results. >> So you shared something

with me or maybe with us earlier in the audience something. Can we draw on the board, Michael, or no? >> Yeah. >> Okay. So, can you draw the power law curve and explain it to us in a in a drawing on the digital board? >> Let's do it. >> Okay. Because I want I want to see >> I don't know how to use this. >> Just like a pen and paper that Yep. Just like that. >> All right. Here. >> Yeah. Yep. >> All right. >> Cool. So, this is the bell curve. >> Okay. That's

the bell curve. That's >> That's the mean. These are standard deviations. >> And that and the mean is the me average 50th percentile. >> One standard deviation out is 84. Then You get to 97, then you get to 99.7. That's three standard deviations. So if you're already here, >> what determines here? Like what? So where what is the meaning? What is the on different measures? >> But as an entrepreneur, the mean revenue wise, >> if you go revenue, right? And so if revenue in the United States, there's 34 million companies, >> right? >> So yeah,

if you're at the mean here, that's 50,000. >> $50,000 a whole year. >> Yep. 50,000 revenue. Jump one standard deviation, it's 500k. >> Wow. That's my >> then 5 million then 50 million. But the thing is is that the standard deviations go way out. So to get to the fourth >> is that 50 million in valuation or 50 million in revenue. >> 50 million revenue. >> Okay. >> So this is a revenue >> this is a revenue measure. >> Okay. >> You can do you could do these types of standard deviations. You can you can

you can look at these things from height. You can look at it from revenue. You can look at it from profit. This is revenue. >> But the thing is is that the further out you go and this is called the tail. Mhm. >> Um the more the more exponential it Becomes. So to get to four so this is three standard deviations. To get to four standard deviations now you're doing 18 billion revenue. >> Wow. >> And then to get to five which is this extreme tell you're doing like it's really >> five standard deviations. >>

Yeah. 400 billion. There's only 17 companies at this level. >> Wow. >> So like this is but think about it. 600 you have to be at six 400 billion. So that's a four. >> 400 billion. >> So >> is six dev six standard deviations away from the mean. Five five from the Yeah. One, two, three. And so, sorry, this one needs to go away. But the whole point is it gets way more exponential. But this right here is the starting point for power laws. >> This is the starting point. Anything beyond here, the results start

to get way more exponential, right? And so there's there's two ways to look at the world. There's a a bell curve way of looking at the world or there's a power law way of looking at the world. The bell curve way of looking at the world puts all the emphasis on the mean. >> So the mean is the focus. the mean is the center of gravity and everything clusters around the mean, right? That's This idea that and so if you think in a bell curve world, you're thinking like everyone else. You're thinking like the mean.

Um whereas when it comes to results, results don't operate on the mean. Results operate on a power law. And so the idea is is that 99 plus% of results come from the from the outliers. The outliers rule the world in a power law world. So it's like you know the examples I gave were 99% of the books are are written or 99% of the book sales Out there come from less than 1% of the authors >> right you know in a in a power law world the the differences are extreme right so um like 600

million 600 sorry 600 billion revenue is is like it's like 13 millionx bigger than the mean it's 13 millionx bigger and Harry Potter books sell, you know, the average book that comes out sells less than 100 copies. >> Wow. >> And so if you want to play in the power law world, you just have >> 100 copies ever. >> Yeah. Ever. The average book Yeah. There's four million books published a year. The average book sells less than 100 copies. That's that's this. But there's a few books. And again, it depends on what you're going for.

You know, you might not be optimizing for book sales. That might not be the thing. It might be a book that generates Hundreds of millions of revenue, right? There's different there's different measures and you got to decide what's the measure you want to play. But it's just you got to acknowledge that power laws are what what rule results. And so if you want if you start to acknowledge that then you can't make decisions below here. You know anything below here >> is going to converge you back to the mean. >> They even call it reversion

to the mean. That's competition, >> right? Convergence and competition are the same. >> Strategy is about differentiation. >> Strategy is about not doing what other people are doing. It's about being different. Michael Porter, the guy who created the whole field of strategy, said strategy is not about beating competition. It's about escaping competition. >> So good. >> And so if you make that your starting point, you're gonna say no. Remember, a goal properly set is halfway reached. Because if you set the goal properly, the majority of options that are competitive are no longer they're going to

all be below the floor. >> So it's going to force you to start finding who's pathways, etc. that are going to immediately start taking you to a power law level of value creation. >> So good, Dr. Ben. Wow. [applause] >> Yeah. >> You know that uh that that reminds me of the first time I ever heard you speak like you talked about 10x is easier than 2x and the 8020 principle. This and then I came up and asked you about Price's law. Do you remember that? >> I came up I remember you talking to me

about it. Yeah. >> Right. Is this like is so this is like this is similar to Price's law. This reminds me of Price's law because you Have to even apply Price's law to the results of Price's law and that's how you get to this. That's what I was thinking of when you were talking about this, right? 50% of the production of any domain is produced by the square root of that domain. So if you have if you have four >> sales people on a sales team, half the sales are going to be made by two

people. That makes sense cuz because two is half of four, but it's also the Square root of four. But if you take the square root to three, three is the square root of nine. So if you have nine salespeople, half the sales and half the commissions are going to be made and earned by three people out of the nine. But if you take it all the way up to 10 is be if 10 becomes the square root and you have a 100 sales people on a sales team, half the commissions and half the sales are

done by 10 salespeople. >> Exponential. Exactly. The bigger the Domain gets, the smaller the percentage of the square the square root is of the total as it gets bigger. And so you have to keep applying that over and over and over and over again. And it's just it's just kind of mathematically mind-blowing. And this like this is like a quantum leap on Price's law because it just shows you that the the further you get from the from the average, there's less competition, there's less Friction, there's less restriction, there's less Okay, he thought, okay, come on.

>> Yeah. So here here's so you and I were talking about the difference between growth and scale. Yes. >> And that you can't get to scale by solving for growth, right? >> So if this guy right here This is even a 10x which is phenomenal. Right. >> Right. >> But if he you can't get to here >> by solving for this. >> Right. >> That's that's you know Whoa. I I don't know what I just said. >> Undo. Hold on. Yeah. There's an undo thing. >> I don't need to draw anymore. But that's that's solving.

We might even consider that a semiscale, but really you can't you can't get to here by solving for this, >> right? >> And so yeah, >> that Oh my goodness. It's made my head. Here's another thought. No, I just Anyway, go ahead. >> Share the thought. >> It It reminds me of of a rocket ship when it's reaching like it uses 90% of its fuel to escape the Earth's atmosphere >> and then once it gets out of the Earth's atmosphere and it's in orbit, it burns No fuel. >> Boom. Boom. >> This is orbit. >>

This is orbit. This that's But also, you can't get to orbit by solving >> for >> for staying on the ground. >> Exactly. >> You know, because that's building a car, >> right? That's that's >> even even even building a jet. >> Yeah. >> Even if you build a jet, you don't get to reach escape velocity. >> Yeah. So, um but one thing that's that's wild is think about this company here. This company here at at 50K can comprehend this. It can't comprehend this. >> And so, what they say is is that you can't comprehend

something unless you're at least within one standard deviation of it. >> So, like, you know, that's why they say Genius, it takes genius to see genius, right? Because if you're out here, think about this person can't this person can't even fathom what a $50 million company looks like >> unless he starts thinking from the goal. Unless he starts solving it and getting information from the goal. And so as it gets further out, you know, they say that when it comes to talent, like the number one in any domain is actually 10x or 100x better than

number two because They're so far away that no one else can even comprehend what they're doing, >> right? which is why Tiger Woods was number one in the world for like seven years. >> And he was he was so much better than everybody else who ever played. >> The gap was huge. >> Yeah. Like the the numbers are not even even remotely close. Uh >> I just I like when you were talking about that, I I realized I had an Awareness, but it it left me. It'll come back. It just Oh, I here's here it

is. The reason there's a communication gap between people who are super successful, the reason people who are who are struggling to figure out business have a hard time learning like understanding what people who are not struggling in business are saying is because there's a communication gap and that communication gap is based on the how many standard deviations they are away and that Communication gap exists because the awareness gap is there like the what a person who's operating based on the mean is aware of is too many standard deviations away from the person who's doing 50

million. So when that person's talking, it just sounds like they're just they're making noises. They could be they might be speaking if they might as well be speaking a foreign language. But the same thing is true like when somebody >> if I'm coaching somebody and they're trying to tell me why it's so hard and why it's so impossible. I don't even have the ability to process what they're what they mean. like I I don't understand like I can't comprehend that what you're that somebody can even believe that what you're saying you believe is true. It's

it because there are too many standard deviations away in their awareness and the communication. And that's why I think it's so important For all of us to expose ourselves to people who are several standard deviations away by reading those books and listening to people that we don't understand why they believe what they believe or what they believe. so that our awareness can level up. >> So that then we can just me having a conversation with a guy who's been in business for for six years, seven years, who did 200 million last year opened up something

in me that said, Again, it's going to sound self- serving and braggadocious. I don't mean it that way. I am one of the best sales trainers and salespeople who's ever walked on planet Earth. And I'm not I'm not bragging on myself. It's just an observation because I understand that domain by quite far. >> Right. So, but but if I'm if I if I really recognize that, why would I not do more with it than I'm doing now? >> Why don't you take it further down the Tail? >> Exactly. That's the point. And he made me

realize that, you know, it's easy to I mean, it's pretty easy to get com comfortable at 15 to $18 million a year. pretty easy to get comfortable. But to be willing to make yourself uncomfortable enough to go to the next standard deviation or beyond ah that's the game because that's the real game of becoming. >> Another way of looking at this by the Way like we're looking at the tail this way. >> But if you look at it in terms of results that obviously it goes like this >> like but it goes so high here

because like you know it's just like you can't even see it when it's here. But the but the thing is is any by with by the time you're out here any marginal difference >> creates a creates exponential you know. So for you for example, you're already for sales you're probably I don't know Where you are my but like for for your domain you're in the 99.999 like you're you're at deep mastery >> right >> but anytime you keep going this way those nines can keep going >> anytime you go this way even fractionally at this

point it's going to go exponential because you're so far out there >> that I mean this even just like a 0.1% leap right or you know >> it's going to take you 10x like the 10xes just get more and more exponential as you get out on this curve. That's why the whole idea of the power law just gets more extreme. >> Wow. >> So good. >> And so here's one of the things that you're going to have to guard against because now I'm going to draw on his drawing [laughter] [applause] >> because if you're operating

from the if you're operating from the mean. So I'm going to >> That's some serious competition right there. That that's that's a painful world to operate at the mean. >> Yes, it is very painful. But if you're operating at the mean and you have somebody who's if you have somebody who's two standard deviations away, this person right here to you From from this person's perspective, this person is either lying [laughter] >> or scamming. >> They're they're incomprehensible. Anything beyond a standard deviation is hard to comprehend. >> Right? This person, this person here, this person over

here in the mind of this person is a fictional superhero character. >> They might even be evil, >> right? They might, they might even be evil. They might even be evil. And and so because this this what this person the awareness that this person operates from and the level the the level of concepts that they communicate based on that awareness cause this person to to conclude in order for somebody to be saying the things they're saying. Something about them has to be illegitimate because if it's not them something about them that's Illegitimate. It must be

me and it certainly can't be me. >> Doesn't fit within their frame. >> Yes. >> It it's the the the concepts the signals just don't >> they don't match. >> Yeah. It's noise in their frame. Wow. So, >> it's honestly actually not comprehended, you know, to the idea of readiness. It just washes over. You can't even see it. Right. Right. >> You know, until you start digesting it and you really can't start digesting it until you start trying to solve it, >> right? >> Once you start trying to solve it, >> all of a sudden

you're trying to digest it. So, you're working harder to understand the signals. You're open to conversations. Um, you're willing to let go of old models, old ideas. So only when you start trying to solve it can You start you know generating the pathways and finding the understandings to get there. >> So good. And by the way this applies in business, it applies in finance. It applies in relationships. It applies in fitness. It applies to every aspect of your life. The exponential gains that you are looking for are on the other side of a decision you

don't understand how to make but you have to make it before you understand How to do it. Like it's on the other side of a decision you don't understand how to how to accomplish, but you don't need to understand how to accomplish it. Like if you can trust that you don't need to know how to do it, >> right? >> You just need to decide to do it. >> That's right. >> It'll change everything for you. Everything. >> You definitely don't know how to do the Impossible goal when you set it. Right. >> That's a

beauty is now that you have now you have to start solving for new pathways, new knowledge, new who's that are way beyond your current thought process. But now you're actually trying to solve it, right? Uh, one of my favorite quotes from Dan Sullivan is just that your eyes can only see and your ears can only hear what your brain is looking for, right? That's selective attention, >> right? And so now that you're solving it, you know, >> you know, to this to the example that I gave you before with that guy who found that superhoo,

that CFO superhoo, >> once he started to solve for how the heck do I do 200 locations in three years? What kind of finances? We need a super CFO. Now he's looking for it. Whereas before that I asked him in your old business you know his old franchise was did you even have a CFO before? No, I did everything. He didn't have a seauite. He didn't have any form of scaling organization. >> In his old model that took him 15 years to grow, he didn't even have a CFO. Whereas the first move he needed to

make once he came up with the new 10X model was I need a super CFO. >> He went and got an amazing one. He didn't even have that in his old model. >> Like it wasn't needed. It wasn't needed from that other goal. >> It wasn't needed from growth. But now he's operating from scale. He needs now these different who's he needs this different capacity, this different capability. And because he was operating from scale, meaning operating from the future, he made extreme outlier decisions that his past self would have made. He's now making decisions that

are way beyond, you know, they're on the tail of decisions, >> you know, and he's bringing on who's That are at the tail of capacity now. He's bringing in a who that knows how to be the CFO of a multi-billion dollar organization. That who was not available when he was operating from growth. So now you have the compound compounding effect effect of all of these who's that are many standard deviations away from the mean. >> Yeah. They're they're closer to the goal. You're bringing on who's at the level of the goal. And you're using the

Goal to attract those who's >> so good. >> Wow. >> So good. >> And the who's that would have been phenomenally acceptable and exceptional before are below the floor now. M >> which is okay. I mean it it there's no value judgment here, >> right? Of the value of the people. Just >> there's no value judgement. It's >> how much value can they add to the Journey? How much value can they add to the goal? And if they can't add value to the goal, they're beneath the floor. >> Yeah. It's relevant to the goal, right?

>> It's relevant to this thing's objective. A company has its own objective, right? >> I as a person have a different different goal than my company, right? The company has its own goal >> and so it has its own agenda and so it it it's it's its goal is going to determine what's relevant and irrelevant Including my my aspect in it. >> Um my own personal goals, you know, those are very different, >> right? Wow. So good, Dr. Ben. So here's um we've we've been we've been going for a while. So let let's let's tell

folks how they can learn more from you. Um where can they find out more about Dr. Benjamin Hardy? Where can they get like transformational information from you? Where can they where's the best place For them to go look? >> Read the science of scaling. >> Read the science. >> That's my newest book with Blake Ericson. He's the co-founder of scaling.com. So science of scaling is the closest book to this thinking. I think that exists, but it's the closest that I've written. So read the science of scaling and then just go to scaling.com. That's that's our

ad that's our advisory program for people who want To 10x their business in three years or less. >> Cool. using this framework. I will say I'm almost done writing the next book which is called Power Los Strategy. >> I was going to ask you that. When is that book coming out? >> This year. It'll come out in 2026. It'll come out. You know, you'll get it soon. >> Let's go. >> But it'll come out soon. Power Law Strategy. So, >> let's go. >> Yeah. [applause] >> Wow. Wow. Um, as we wind wrap up this this

YouTube live, um, what questions could I have asked, should I have asked? Um, if you were interviewing you, what would you ask you that would really be beneficial for everybody watching? >> I'm going to flip it just to just to Mess with you and just say, what's the number one thing you got out of it for you, Myin? I want I'd rather just push on you and just say for you personally because you're already an extreme outlier in and of yourself. >> Yeah. >> What what's sticking out for you personally? Um what's the signal for

you >> that the 10x easier than 2x? The billion dollar goal for instance is even easier Than I thought it would be before we started the conversation because the things that you showed me to focus on gave me some very very specific things that I need to go look at what needs to be eliminated and what needs to be what what what is signal and what is noise. That's that's what like the like you me saying 100 million you saying okay but what what did you have to do to be get to a billion in

three years it's like oh yeah that's a much Better question and realizing that that's a better question and as I started thinking about the answers to that oh that's going to be way easier to get to than I thought even before we sat down and started this conversation that's what I got out the feeling and here's why here's why I'm emphasizing the word feeling because I believe that human beings are singularly motivated and what I mean by that is human beings are motivated by one thing And one thing only and that is what they they

do rather based on one thing and one thing only. What do I feel like doing? >> And most people attempt to make themselves do the thing when what would work better is learning how to make yourself feel like doing the thing. >> And you showed me how to make myself feel like doing a billion dollars in revenue. That's what I got out of that. >> And if and if someone can do it is my >> Oh, easily. If someone can do it, it's Myin operating from his future self. >> 10,000%. >> And that's going to

take you to a level of master and innovation, >> right? >> That at your level already is going to get so valuable. Think about how much further away that takes you from competition as you master at that level to get to that. And and one of the Reasons most people don't step into operating at that level is because their perception of it being difficult makes them feel like, well, nobody would ever do that because it's too hard. But there's never it's never a good idea to assign a level of difficulty like something's going to be

so hard before you even set your foot in the arena. That's all there's that there's there's never a good reason to do that, >> right? It's doable. That's all I need to Know. Hard, easy. Well, it's doable. it's doable. I might as well be the one to do it. >> And and you'll find as you get into the mud of it that it was way harder than you thought and that maybe if you actually understood the magnitude. It's still easier than the than than just not doing but once you get into it, but as you

start solving it, you'll bring the capacity, you'll bring the capability, you'll have your breakthroughs and You'll get the wins that will just it'll show you I mean you the if you think about the bell curve from where you started >> right >> to where you're at now, >> right? The level of distance and rarity of transformation and growth you've already experienced is magnitudes more than what we're talking about. Like to get from where you started to where you're at now >> is probably 100x's more difficult than to get you from where you're at to a

billion. >> I mean, you know what I mean? It's like, you know, >> 100% can. >> Yeah. I mean, yes. Well, because because put it this way again, just going back to revenue, um, you know, less than I think it's I think it's like less than two or very few ever get past a million Revenue, right? So, even to get to that level is rare. To get to 10 million, it's like it's like 10% of that. And so, it just gets it just gets more and more rare. Obviously, if you operate from it, raise the

floor, you can do it. If you operate from the goal, bring capacity from the goal, you can do it. just getting to 1 million revenue is rare. >> You know, it's not 95% or more of companies won't get there, right? To get to 10, now you're in like you're already In the 99 percentile levels. And so it's like it just gets so where you're already at is already it was rare enough. And so, but you're now already, as you already said, you understand the principles. You understand how to have the breakthrough, the psychological flexibility, how

to shatter a new ceiling. M >> you might not know how to do it on this one, but >> I know that I can. >> But you know you can. You've done it so many times before, >> right? Wow. So good. So good, >> brother. >> Always a pleasure. Dr. Ben Hardy, Y'ALL. [cheering and applause] >> WOW. WOW. Thanks for watching. We'll see you on the next video. Bye for now. Yes. >> Okay.