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Consultant Mastery Event Day 3 Part 3

Jay:

I want everyone to have every possible opportunity of benefiting, and just so you

know it, this isn't really anything more than the preparation. This whole two‐plus

days so far has been spent on one primary goal: getting you to think differently.

That’s what the whole thing is about, getting you to think differently about

yourself, your value, your contribution, your market, your competition, your lack

of competition, how to add value, what value means, how to reach people, how

and what the rest of your professional life should and could be, whether you

want to work harder to avoid growth or not.

Not that there's a right or wrong, because I don’t have the right to impose my

ideals or my morality or my perspectives on anybody, but if you are preeminent

you have the obligation and the responsibility to share them and to share why

you believe in them, and to contrast them very clearly against belief systems that

people may not fully realize they are following, and to help them question, good

and bad, examine, good and bad, what, why, and how they're doing, [and what

why 00:01:23] they're doing, and when they want to continue.

Part of preeminence is once you know the upside, the downside, the alternatives

that are possible, you have every right to keep doing what you're doing, the way

you're doing it, as long as you know the price you're paying, whether it's

financial, whether it's fulfillment, whether it's equity, etc.

I'm going to just do a couple of rough, fast, down, dirty stuff that I want to make

sure that I talk about.

I did something very interesting, and it was polarizing. I did a crowdfunding

keynote. Gina worked on it. Rob helped. Melissa worked on it. It was a really

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eclectic group of people. You had people who were trying to sell services, people

who were trying to create platforms, people who were trying to get funded,

people who were thinking about funding, people who wanted to do professional

services, people who were just curious.

I prepared a three‐ of four‐hour presentation, and the woman was conflicted and

was, "Everyone equal," including all the sponsors who were a bunch of

wannabes. I had about 45 minutes of my three hours to present, and what I

chose to present was an in‐your‐face assessment of why people pay me.

I did this for a reason. I went through a litany. "They pay me to understand how

to reduce or eliminate the risk in a transaction, even understand what the risk is.

They pay me to understand all the competition, meaning the industry, the

generic competitors, the new or existing, emerging. I'm paid to understand the

human psychology like procrastination, contemplation, equivocation, factors and

how they factor into everything, how to turn all those to maximum advantage."

I'm doing this for a reason. "I'm paid to understand how to stand out, how to

out‐appeal, out‐impress, out‐excite investors, prospective clients." I'm just going

through this. "I'm paid to understand the number of impact points, nuances,

leverage elements that serve as bridges or locks … think the Panama Canal … to

get you to your end result. I'm paid to understand and communicate masterfully

what value in both intangible and tangible terms are for a company's product,

service, or offering represents to a wide swath of different players, all that can

position, positively or negatively impact your intended outcome." I'm doing it

quickly.

I stopped and I said, "Why am I telling you this?" I said, "Do you think I'm really

tell you this so I'm an arrogant … and excuse my vulgarity … prick?" I said, "No,

but you guys don’t think about any of these." I had a much bigger litany; this is

just a part of it. I said, "What's going to happen in the [grad funding 00:04:14] is

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all you naïve and theoretically‐impressive aspirants are going to bump around

and fumble around, and you're going to accidentally uncover the opportunities.

Then people are going to bring me in to do this stuff against you. Who do you

think will win? If you don’t understand all this, who do you think is going to win?"

I was trying to be very … so yeah, the sophisticated people love it. The wannabes

were terribly, terribly offended; but I think you’ve got to know what you are and

what you're not, and what the value of what you are is to the people who will

appreciate it. This is just a little bit of an object lesson.

I'm going to do a little bit of preeminence, and I'm told … God bless you,

Jeremiah already got you preeminence, and he got you [Mava 00:05:07], and he

got you Bob. Bob did a more linear distillation of how to actuate for financial, but

I'll give you a few.

I've got to tell you this because you should all go on my site, and if you're not

registered, register [right now, used to be 00:05:23] nonregistered. There's five or

six hours on preeminence. There's a soliloquy on it. There's a summary on it.

There's two demonstrations. One is me doing it and showing how it animates

and comes alive for people in the real estate field, another one doing personal

trainers, how to think about it from the inside, the outside, the recipient. How to

shift your thought process. How to start your day asking, "How many people's

live am I going to transform today?" A whole bunch of things like that.

It's more example reference base. Right now I'll just give you the quick points.

Then I'll go through it all. I've got something stuck in my throat, so I'm going to

drink some water.

The concept of this is not original. However, I embellished it, and I expanded it,

and I'd like to hope that I innovated because, as I said, there's nothing original.

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There is original synthesization. I think that’s what people like Tony Robbins do

well, and I'd like to hope that that’s something that I do reasonably well.

A client of mine builds this enormously successful company three times bigger

than their closest competitor, something like five times more profitable, much,

much, much more respected. They built it on a strategy that was the foundation

of everything … their culture, their marketing, their hiring, their interaction with

their clients, their advertising, their selling, their customer service … everything.

I wanted to learn it, so I did a $500,000 trade. I gave them my time, and they

allowed me for a week to just hang out. I paid my expenses, went there and

interviewed the man who had created it, and interestingly, he was a managing

partner of Bain and Company in their halcyon days, and he imbued this really

cool strategy in this company in a totally different application.

I reconfirmed it by interviewing all the managers to hear how they interpreted it.

I always do that. I want to hear what you think [reality is 00:07:39], different than

360. I want to hear your take on the business you're in, you're take on what

you're doing, your taken on why you're doing it, your take on all kinds of things,

and then overlay it and see how much variance there is.

After taking 2000 pages of notes, I distilled it down to … I've never perfected it.

Jeremiah and those guys did a better job of … because I'll do things until I think

it's adequate, conveys what I want, and then I'm doing with it. [People 00:08:06]

once said I'm like the most disgusting playboy. I come up with a really great

concept, I have my intellectual way with it all night, and then I throw it out in the

morning because I'm bored.

I came up with preeminence 20 years ago … to give you a graphic illustration. Let

me give you a couple of the concepts. The biggest key to institute preeminence is

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being able to really show, feel, express authentically, empathy. "I feel the way you

feel. I understand what your problem is."

Big difference between giving information and giving advice. The key is to be

seen as the most trusted advisor to that prospect, that client, for life, irrespective

of whether money changes hands now or later or never. You're there for them,

and you're not there for them only when and after money is … you're there for

them because you are their champion, their advocate. You're giving them advice;

you're not just giving them information.

You help provide people with focus, because most people are out of focus. Focus

gives clarity. Clarity gives people the power. When they understand clearly the

implications, the possibilities, the dangers, the powers that are available, then

they have clarity. Clarity give power. Power gives understanding. Understanding

gives certainty. Certainty gives trust to the person that entrusted me with all

those attributes, and trust allows me to commit.

You should be seen as an alternative to status quo thinking, because you are. If

you're better than 51% of the people you compete against, you have to be

thinking and acting and seeing it better than they, so you really are giving an

alternative perspective.

It's all about leadership. You are a leader. You're not an expert. You're somebody

who sees what kind of a better outcome, future, result, profit, impact, stature,

effect your expertise, harnessed by that individual or company, can have. You live

with the vision of that already occurring and seeing the profound effects, and

that’s what's driving you in all you do.

Most people don’t know what focus is until they’ve made it, so you have to help

them do it in sequences. My attitude is: it's only a matter of time before anyone

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