you'd have this small amount of time to get a very high-leverage answer.
And so I wanted to make sure that every single person who asks their question asks the right question.
And I'll tell you a story that might illustrate the point.
I think probably six months back, there was a guy who came here he was one of those over the back, got up and said hey, can you talk to me more about the closure framework?
And I said, well, before I do, what's your closure rate?
And he said, 40%.
So you got excited, you bought these tickets, you reserved the date, you waited for it to happen, got everything flew out here, got in the hotel, got everything ready, left your business behind, went through the first day, and then you had this opportunity to ask your question.
I was like, at the end of this question, we'll do nothing to change your business.
It's nothing to trade the business.
He just likes Sam's stuff.
And so when we hear, like Alex Long, about Sam's stuff, and what's interesting is that the vast majority of the time, the things that we enjoy the most are rarely the thing that's holding us back.
And so that's why so much entrepreneurship is just like eating glass, which is so painful, because as soon as you get good enough at something, then it's all over the constraint.
It's like great.
I just feel like I've started to get a hold of this and now I have to get kicked in the genitals.
So there you go, it's both sides.
Over here, this thing that I don't know anything about.
And so that's why we organize it that way, so that hopefully, because...
Who here has a lot of notes from today so far?
Or today, yesterday?
Yes?
Okay, cool.
We're good.
And notes are very valuable, but they're only valuable insofar as they translate into whatever you're going to do when you get home.
And so all of you guys at some point are going to get into a plane or a car and open up a tablet page or, if you're old school, actually write things down.
And you're going to have a blank page and you're looking at your eight pages of notes or whatever it is and say okay, What the hell am I actually going to do?
And you're going to write, like, three or four things on that next page.
And my entire objective, the objective of this little portion, is to make sure that the three or four things that you write on the page are the correct ones.
Because you can, I'll say this, I have grown and worked with a lot of businesses.
You can get a lot of stuff wrong.
If you just get like the one or two things that you're really going to dedicate your resources to, you really can get one or two things right and get just about everything else wrong if you get the right things right.
And so, when you're talking about constraints, who here was at the implementation workshop?
The online one?
Okay, so this will be largely for the bottom.
So I have now the distinct pleasure of doing lots of Q's and A's for businesses and when I thought through, what is the actual decision tree that I walk through when I'm talking to somebody, when I'm trying to figure out where their business is stuck?
And so I wrote the 6M framework, the MOSI-6, the way we were called, and they just happened to all have Ms, which was convenient for me and for anyone else to remember things.
So the first and obvious question that I've always asked everyone and I'll light a point as we're going through this, so you can see that it's a repeatable framework
The first question is, why can't we do more of what we're currently doing?
If you can do more of what we're currently doing, then great, you now have permission.
Go do more of what we're currently doing, and great, we have enough skill.
Now, when I asked that question, it was like, I can't.
And it's like, okay, why not?
So the first one is metrics.
I can't do more than what I'm currently doing.
Because I don't even know what I'm doing right now.
Because I have no numbers to have a predictable anything process.
Because we don't know what we're doing.
Okay, fine.
So you don't have enough metrics.
Each of these become off reps.
The idea is as soon as you find it great, that's what you attack, so that you can eventually go do more.
So the route of all of this is always back to.
As soon as you knock out this other stuff underneath, you go back to.
We keep doing more.
The next issue that comes up is model.
I don't want to do more because I'm not sure if I'm in the right boat.
I'm not sure if I have opportunities in the right vehicle.
I'm not sure if this is even worth it or if it's going to accomplish my goals.
And that becomes kind of a larger question like, am I getting out of this what I want?
And I would say my one tidbit on model is that a lot of times when someone's stuck on a model issue I would say like 75 of the time when I talk to them it's just that they need to be reminded that it's going to be difficult.
And then they have this big goal and then the reason that you get paid 10 or 100 million dollars for an exit is because it's fucking plants.
And then most people don't have the intestinal for it to go through.
And a lot of it comes down to being able to manage uncertainty.
Like fundamentally, a lot of the pain of entrepreneurship is walking into a dark room.
You can't see anything and racing for how you're gonna get there.
And then just continuing to walk into it once in a while, you're like, oh, ice cream.
And you're like, oh, dog shit again, yeah.
And that's a lot of what the software process is for just many years at a time.
And then you're like, I think there's light at the end.
And then it's actually a flashlight.
Somebody's going to beat you over the head with it.
And so you have these moments, these glitters of hope that only get crushed.
Back to this.
So what if we were to ask the question, why can't we do more?
We don't know our metrics.
Get our metrics, then we can do more.
I don't know if this option is right for me.
And this is the feature, not bug.
This might just be a feature of your business rather than something.
This is not a problem to solve.
This is a dichotomy to be managed.
This is just going to be part of the shit that you deal with in the business that you're in.
Maybe two polar examples.
If you're in the cleaning business, finding business is really not that hard.
Many people want you to clean them.
It's just not a hard business to get them in.
Finding people who want to clean other people's stuff, much harder.
That is the feature of that business.
On the fitness and weight loss side, Wanting people to come and train at a facility and talk about fitness stuff.
Tons of super fitness geeks who do it for free all the time.
Really hard to find people who are overweight, who want to lose weight, who want to sign up for a gym.
It's always going to be a demand-centric business because people in and of themselves lose motivation.
These are two completely different industries.
They have dynamics that are embedded within human psychology and human behavior, that are inherent to those businesses.
If you were like, hey, the cleaning business is tough.
It's just really hard to find good people.
No shit.
That's the problem that you get to solve in exchange for money, right.
And then on this side, it's like hey, you know, i've got this beautiful gym, i've got all these people that want to train like no one actually wants to, like stick with the diet and work out.
It's like oh, welcome to the gym business, right.
And so it's just like these are going to share it to a lot of the businesses that we're in, and sometimes you see this, you're like yeah, and that sucks too.
Do you want to start over?
No well, at least you have five years of experience, and now you have five years ahead of somebody to start against that, right?
Okay, so we've got more metrics model, And the next issue that comes up is money okay.
Which is, I can't do more because I can't afford to.
Okay, so we're relieved of this.
We're like alright, can we not afford to, because leads cost too much?
Can we not afford to because we close too few of our sales?
Or closing too few is a conversion rate issue.
Is the problem that we have, our lifetime gross profit is too low?
We make too little on them, right?
These are the kind of like sub offshoots of money.
So maybe we have to isolate each of these because all of these can sometimes seem similar.
So we can't afford to, because it's too expensive.
Well, are our leads too much or do we not make enough money?
Or are our leads the right price, but we don't know how to close?
And so this is where having industry averages, which is the only time in my life where I'm okay with looking at industry averages every other time I just toss it out because mortgage wouldn't be average, but it is decent to at least understand like okay.
If I'm closing off of a webinar and we're closing 0.5% of leads, we're off, right?
Now, what's our lead cost for this personal development thing?
Well, if we're at $20, that's too high because that's just not what the CPS, that industry dictated.
That's where a lot of pattern recognition, that's where a lot of marketing can help a lot on the diagnosis of this stuff.
The last step here is, So, simply put, so these are sub.
One, two, three, four, five.
And there are six, and I'm forgetting one of them.
I wrote it, so I should know what they are.
Maybe one of my guys can tell me.
The last one is vampire.
Which is like, I would do more, but I just don't have more salespeople.
I don't have agents.
I have the metrics.
I'm fine with the model.
We could afford to do it.
I just don't have enough people.
Which here's the cool part about this model.
It goes back to the top.
What do we do to get manpower?
Why can't we do more?
We can't do more because I don't have metrics around how I attract talent.
Okay, let's get our metrics and then we can do more of the attraction of talent.
So it's a cycle.
It always repeats itself.
And so this actually took me, like you know, only 10000 fucking calls to figure out.
That's how it works.
What's my sixth one?
Free lunch.
With that being said, was that helpful?
Mark it.
Thank you.
I forget it because it's such a bullshit one.
My mark is too small.
Sure it is.
So my market is too small.
There's only like, it's so rare that your market is actually too small.
Like if you are in bumfuck Kentucky, you might actually have a market that's too small.
That's fair.
And that actually works all the way through.
I can't find a super AI technologist in bumfuck Kentucky.
So I can't do more reach outs, because I've tested everyone in my market, because I know them all and they're in my cell phone and none of them are AI, whatevers.
Okay, that's fair.
It's just that the vast majority of businesses are not in that situation.
Even if you're a local, If you're in a market that's, you know, 50000 and up, you can pretty much, you're pretty much dead.
And then, obviously, the follow-up question is, like, is there a solution?
So, we do hire readers.
Am I remote?
And I get into some of those conversations.
But, yeah.
So, these are the reasons that people get stuck.
And that is the model.
Like, this is the digital trading model.
Like, this is what we run through.
And then, obviously, for each of these levels, it's like, okay, what do I do instead?
Thank you guys so much.
Thank you.
