How would you coach me differently?

Yeah.

So I'm going to show a case study again that I use, but I'm going to keep it really short and simple.

Let me go to the slideshow.

So here's what I would tell you to do in simple terms.

Don't use your past performance as the basis of your goals.

If I could repeat that, that's linear psychology.

How do we reconcile between those feelings, what you're describing and what we've traditionally done in terms of setting goals?

And just your thoughts on the kind of the science of becoming an influential person.

And I do want to show you, if we can pull this up, I will, I'm not going to go too, too deep on this.

I do want you all to understand in a bit.

I've talked about this a little bit.

The book I'm writing right now is actually called Power Law Strategy.

And I really think that we've been trained in the bell curve world.

We've been trained that the bell curve world is the idea that there's a normal distribution, that all things are created equal.

And it's like, okay, where do these people come from? What do they see in us? What kind of partnership do we want to do with them? Do you think it's because of the body of work that you created? Do you think it's because of the problem you're solving or the skill set that you have?

How do you live that out when you can't really afford it at this point?

Yes, there's a lot of really, I'll answer it from a few different directions.

Let me give an example, actually.

Let me give a very vivid example.

And you can challenge me on this because you gave some thought on that, which is if you can't live it right now.

And by the way, just to give the framework a little bit.

So we call the scaling framework in the science of scaling frame floor focus, right? So frame is the future that you're operating from.

What's your opinion on all this? Is it important to get in the room with other people that are in the same place or maybe are 10x of where you're at and that just by being around them, it will pull you up? Or is it something I can just do on my own with my own constructs and listening to the books and applying it myself?

How important is identity as it relates to seeing yourself as a person who can actually scale something? I showed

this to the people earlier.

So I wrote a book maybe four or five years ago called Be Your Future Self Now.

Has anyone read that book by chance? So there was some really interesting research on that book.

And so let me just show these.

I showed this to people earlier today, but the reason I show this, this is really how psychologists view time.

And for a long time, people thought your past self shapes your present self and your present self shapes your future self.

So will you unpack the vehicle?

do you balance the enjoyment of today with the pursuit of a better tomorrow?

So this is going back to the psychology of time, that the past and future are not actually separate from the present.

The past and the future are how you frame and operate in the present.

And obviously, we've talked about improving the past by emphasizing the gain, right? But the future, as I've already said, is the primary force shaping your present.

But the thing that you all have to realize is that the future is in your head.

I know it might feel far away and I know that it feels like there's a massive distance to cover and there are things you've got to do, but the future is simply a tool for choosing who you're being in the present.

I'm actually going to show just one more picture here.

And it's a bitch.

I would start looking for routes.

You would.

That's the first thing you would do is you'd start pathways thinking.

It's great.

The example I gave in the book was the woman who has the software company.

You know, Alicia Alt, she had a software company, LevelUp Score, and she w- she was in a one-on-one coaching business.

And she wanted to get her software into the hands of the 50,000 credit repair companies throughout the United States, and she was doing it very linearly, one-on-one.

Immunity like a resistance to?

How do entrepreneurs know what to cut?

That's why I think that the goal is the first piece is because the goal determines what the floor is.

And then therefore from there, what the focus is.

And so it's very hard to know what I mean, there are there are things in the business that you don't need to set a different goal for to know that they probably should be cut.

There's things that are obviously below the floor.

I mean, those things, whether it's just bad product or bad team members or just, you know, bad habits, whatever it is, there are things that we already know.

are probably below the baseline of our best self or our best company, right? And so those things are below the floor.

Because from a psychological perspective, I think that's where it gets very interesting.

Go ahead.

Well, let me first start by saying this.

I'm actually just going to quote it because I forgot it.

I have the book sitting right here, luckily for me.

So there's a quote that I threw in right at the beginning of this book by Richard Bach.

It says, what the caterpillar calls the end of the world, the master calls a butterfly.

All right.

That was a crazy 10 year

Mm-hmm.

Which means that your past and your future are very much the same.

Whereas the other way where you let the future shape the present and you let the present shape the past, you actually f- it forces a recognition of difference.

Like it forces a recognition that things aren't the same.

So if I look at the pre- if, if I'm looking from the present at my past, if I'm thinking about Ben Hardy a year ago, because I know that it's me in the present that is looking at that, I can look at what's different.

How's Ben Hardy different from who he was a year ago? You know, how do I look, how do I, how do I treat my children differently? How do I, how do I value things differently? What have I learned in the last year that I didn't know a year ago? And so I think it's very personally beautiful, and there's actually research on this as well, that you actually want to separate your past from your present, but you don't wanna be mad at your past.

I don't wanna be mad at Ben Hardy from a year ago, even though, you know, Ben Hardy a year ago was pretty ignorant, [chuckles] like compared to what I am now.

And, uh, is there anywhere else you want people to go to, to find about, uh, you guys?

Let's talk about that.

Yeah, so I would say like the advanced... model of goal setting is first off the acknowledgement of time.

So like time itself isn't from a psychological standpoint, time isn't outside of you.

Like if I'm thinking about my future, I'm thinking about it in my head.

Right.

And so the future and the past are psychological tools.

Yes, they, and their primary objective, their primary purpose is to improve our present decision-making.

Because then I could say, well, why don't I do a $500 million company in three years? And then all of a sudden you're going from an impossible goal to actually like that is where I'd start to be like, oh, that perhaps is a little bit delusion.

structured and offensive systems and defensive systems and probability and driving up the probability of winning so when you thought about building scaling.com and you sat down and you kind of drew it up what what were things that you said were missing in the world like they need a strategist they need frequency with a strategist they need a framework they need to come together twice a year because they they enroll in scaling.com right yeah they're assigned to tell talk us through the mechanics of of that

Yeah, so we thought, what would be helpful and what would be needed? And certainly we believe in coaches, right? We believe in that as a concept, whether you're trying to improve your health or whether I want to learn how to write a book, right? I mean, when you go write a book, an editor is kind of a coach, right? Yeah.

And we don't use that language because we prefer strategic advising in our world.

And, you know, it's probably closer to consulting because we really help them in like the actual gritty, not just with their mind, but like the actual strategy, decision making in terms of team members and things like that.

And so we knew that these people, you know, and also in performance psychology, this is something we were learning more and more.

there is certain cadences that are helpful.

Usually a week, weekly cadence is often too often just for the brain, but biweekly is actually really useful, right? Monthly might actually be a little too far for some, you know? And so we just thought we need someone, they do need should like advising, you know, And counsel from someone who's a master, someone who's outside their business, right? And can just engage with them and help them ultimately develop the right strategy and then be accountable to that strategy.

But tell us about that.

Hmm

...

it seems like this is, like, the grounding of all self-development ideas, and also, like, psychology.

[laughs] Like, I'm...

But anyways, I, I knew I wanted to write a book on it, um, and so I was doing all sorts of research on it while writing other books, and then all of a sudden in 2020...

And I had known who MrBeast was, just 'cause, I mean, I like YouTube.

I was watching it.

So, um, you tell, can you tell us the story about Viktor Frankl and how he used his purpose of protecting his book to survive, uh, while he was in the concentration camps in the Holocaust, and what you learned from his story about hope and purpose, and then we'll, we'll close out the conversation.

And so what, what phase of your life did you bump into Dan Sullivan, and how did that relationship progress?

Super fun stuff, man.

So, so what happened was, so I went, I went home from that mission, went to undergrad, studied psychology, ended up getting married, and then originally I was gonna go into...

And so I got home from that mission in 2010, right? So 16 years ago.

And so I finished the undergrad from start to finish in three years.

Like, again, I barely graduated high school, but flew through undergrad, uh, just 'cause again, I, I had learned so much on that mission.

And I tried to go into counseling and clinical psychology programs and ended up getting rejected, had to do way more research, and, um, ultimately ended up getting into, you know, shifted over to organizational psychology and ended up getting into a PhD program at Clemson University.

Hey, you look good.

actually go for it.

So as an example, there's a guy who is a friend of mine named Mark.

He has an advertising agency and they're doing 20 million.

It took him 30 years to get there.

Then he like learned some of these scaling principles.

He's like, okay, I got to go for a hundred million in three years.

Again, it took him 30 years to get to 20.

Okay, so give it to us.