#289 Lara Acosta - This One-Person Business Made $1.5M with NO Sales Calls - Kickoff Sessions

Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Darren Lee (00:00):
What is the secret behind a six-figure launch?

Lara Acosta (00:03):
The secret is you need to understand who is the
target client that you'retalking to specifically so you
understand what they're willingto do, so you can get them from
A to B.
They want to get from pain tosolution.
The journey to success isfilled with self-awareness.
I see this all the time withpeople.

Darren Lee (00:32):
They want the outcome so bad, but they are not
willing to become the personthat they need to become in
order to get to that outcome.
And in this episode we breakdown how she launched products
like content code and creatorcapital, generating six figures
in one single week using nothingbut LinkedIn, a Stripe link and
a simple landing page.

(00:52):
We go deep into building highconverting content without
burning out, creating launchsystems without overengineering,
using AI to scale content thatactually sounds like you,
writing emails that sell withoutsounding like a sleazebag.
If you're a creator, consultantor coach tired of bloated
funnels and bro marketing, thisone will rewire your entire

(01:12):
thinking completely.
What is the secret behind asix-figure launch?

The secret is weaponized incompetence.
I think I've been thinkingabout this as I wrote an email
this morning about what actuallymade it succeed the most, and
it wasn't the insane imports ofdeep research, consultancy calls
, all these books and all ofthese YouTube videos that I tend

(01:38):
to gravitate towards whensomething's not working.
When something's not working,instead of going to all get to
all of this help which does work, the main thing that moves the
needle is just doing the thingthat I would have done when I
started launching things anddoing product launches, which
was assuming, well, havingignorance, because ignorance is

(02:01):
often bliss.
So when you're ignorant aboutwhat the best strategy for a
launch is, or what the bestoffer style is, or what the best
input to get the highestoutputs is, you are more likely
to do everything that makesabsolutely no sense in order to
get to your output that youactually desire.
Because that's what I did atthe start, because I didn't know

(02:24):
enough, so I that enough.
I had to fill in that gap, andthen, over time, when I, when I
arrived to Bali and you and Iwere chatting, I had to go back
to the very basics of just throwshit until something sticks.
And then that is what weaponizedincompetence really is is being
on both sides of the bell curve, where one side is like fuck it

(02:47):
, we ball, fuck it we ball, andthe middle is I need to do deep
research, I need to have all ofthese surveys done, I need to
have the perfect landing page.
The website is not loading at0.1% speed, whatever it is, and
then just trying everything whenwe were talking about when the
launch wasn't moving as fast asI wanted it to you and I spoke
about, okay, do the DM game, dothe emails, do the world

(03:10):
document, and there are thingsthat I would have done in the
past.
But because I'm so stuck in thisversion of like what worked
before needs to work again,because by now I have it
systematized, then that thingultimately does fail because you
have you try to over optimizefor these things that you think
are going to work.
But underlying all of that, itall came back to the very

(03:33):
fundamental basics, which is,throw stuff out of the wall and
see what sticks and don't stopuntil it works, which is what
essentially made the last twodays or highest revenue like
gross revenue days, which isobviously very predictable as,
like two days, our highestrevenue, like gross revenue days
, which is obviously verypredictable, as like launches,
and we can go about like howFOMO and Curiosity and all of
these happen, but ultimately itwas making the most weirdest

(03:57):
inputs to get the output that Idecided.

Darren Lee (03:59):
Would you say, though, that it's been the stuff
that you've done from day one,right?
Because, similar to you, Ialways say in the bell curve,
you just have make good content,sell simple stuff at the bottom
, and also at the very top andin the middle.
Then there's like GHL, andthere's all the automations, and
there's ConvertKit and there'sSubstack, but, like you've done
six figures in a week severaltimes, and cohorts is your thing

(04:23):
.
You're like a cohort queen, andyou did that two years ago, and
you knew very little bit ofonline space, but you knew pent
up demand and then funnelingpeople into a simple product,
and now it sounds like, aftergoing through all the bells and
whistles, you went back to thesame thing that got you there in
the first place, which was justmake good content, get people
to a webinar, showcase them thatyou can bridge the gap, and

(04:46):
then just give them a productthat's going to help them.
Just want to take one quickbreak to ask you one question
have you been enjoying theseepisodes?
Because, if you have, I'dreally appreciate if you
subscribe to the channel so thatmore people can see these
episodes and be influenced tobuild an online business this
year.
Thank you.

So well, I think that is just.
That is very basic.
Cool, that sounds so simple.
It just feels too good to betrue.
And then, as entrepreneurs andhumans, because we are
over-optimizers and highachievers, we try to find the
most optimal way to get there.
And then we start seeing all ofthese people talking about oh,
you need to start introducingcuriosity and you need to start

(05:25):
doing all these left turns andright turns onto how you
position your product.
It needs to be mystical, itneeds to be all of like elusive
and it has to be overly complex.
And I try to do that because Ienjoy it, because, ultimately,
I'm a storyteller andstorytelling comes from a lot of
fiction.
But then, when it didn't work,when that little storytelling

(05:46):
line that I really wanted to run, as I wanted to create this new
idea of a launch, didn't work,went back to basics create good
content, sell good shit.

Darren Lee (05:55):
But I still think, though, that what you've done is
you've done a launch, sixfigures in a launch.
You've done one half millionover the span of 18 months.
I still think that nothing haschanged, but maybe expectation,
that maybe you felt that itwould have came easier or
simpler, but the launch strategystill worked.
It's just the fact that it'sjust the time right.

(06:17):
For the most part, most salescome in the last 24 hours, as we
know, but I've had this withclients whereby they lose their
mind and almost want to jumpship the 10 days out.
But there is an element of likewhen you let the thing ride out
, you still got the result thatyou're always going to get.
Does that make sense?

yes, unfortunately, as you probably know, and you
probably are as well, patienceis a a virtue that I lack, and
so, even if you know that,ultimately, the last two days of
a launch are going to be themost profitable ones or the ones
where you get the most demand,you are trying to sort of

(06:57):
predict, via data and validation, how that is going to end up
looking, because usually thefirst day of launch and the
second day are good indicatorsof what the next few days are
going to look like.
Right, and this time around,the launch lasted 10 days.
I usually run them for fivedays.
Right, the actual launch lastedfive days, no, 10 days.

(07:19):
The pre-launch lasted five days.
So overall it's been a 15-daywindow.
Right, 15 days in the long.
Like a grand scheme is nothing.
But to someone that's living andbreathing this in the trenches,
having little to no sleep,trying to over-optimize
everything and predict what'sgoing to happen with the outputs
, it feels like two years, likemy eyebags have become twice as

(07:44):
large because I haven't slept,because I was trying to overly
analyze what the ultimate resultis going to be.
And back to your point.
Yes, at this point, what workedbefore worked again, but my
expectation of myself to be ableto systematize it and do it
better and easier, now that I'vebuilt a team or have more
people helping or have more ideaof what the predictability

(08:07):
could look like, based on myaudience and behaviors and
patterns and based on pastlaunches that we've done.
It's just like you still hopethat you can systematize the
unsystematizable, whichunfortunately, you cannot.
Systematize human behavior.
You cannot overly predictsomething.
You can try and get some data,but ultimately it is down to

(08:30):
human psychology and how theyreact.
And I really really tried toignore this because I'm like, at
what point can we stop with theI guess, fomo marketing and the
curiosity bias and all of thesethings and trying the limited
supply type of marketing, butunfortunately it always works

(08:50):
like a charm.
However, it does feel and wewere talking about this, sean
James Cameron was saying thisyou do end up giving a piece of
your soul away when you'retrying to do all of this
curiosity marketing or likescarcity marketing, because at
the end of the day, you do knowthat you maybe end up launching
this again in that maybe in afew years, like last time I did.

(09:14):
This was a year and a half ago,so it was very true that I
didn't know when I was going todo it again this time.
I also don't know, but in theback of my head I'm like,
potentially I I will.
So it is also learning how tobe comfortable with that unknown
of how you're suggesting thisto the market, which, if I need

(09:34):
to be completely honest about it, because most of the time and I
remember when I was a babymarketer and I was very fearful
of using these type of tactics,but they work From our
mastermind- with James Kemp.

Darren Lee (09:45):
The way he put it was that every single time and I
was very fearful of using thesetype of tactics, but they work
From our mastermind with JamesKemp.
The way he put it was thatevery single time you run the
scarcity marketing and you don'tfulfill the promise that you're
delivering, which is, yeah,we're pulling this off the table
, we're changing the price,there's only so many spots
available, it's not going to beavailable again.
You are lying to yourself andyou have to live with that
continuously and it's like, okay, there's a front where you're

(10:08):
relying on yourself, but then,secondly, your confidence as an
entrepreneur and as a marketerwill also decrease and the time
that you actually do it againand again, because I think your
prospects and your customers andyour followers they don't
forget that shit, especiallywhen you rub them the wrong way.

(10:28):
So what I want to do isunderstand how you do this in
the right way, because you'restill getting huge results, and
one thing that I would say isthat something that really stood
out for me was when you talkedabout after you finish these
launches and after you sell andafter you sell out, you go back
to being a girl and you go backto putting out that content and
you just you're everyone's bestfriend, right?

(10:49):
That's a unique way to do it.
It's a unique way to do it Now.
The contrast is for us, we're,like, always open.
People can always come in, theycan always book calls, they can
always get started.
So there needs to be thisdelicate balance between
marketing and sales.
And sales isn't evil, it's justa fact that we need to
understand the paradigm shifts.
So I guess my question for youis how do you plan out that

(11:12):
launch for someone who wants tolaunch a product, monetize their
audience, monetize theirpersonal brand?
And then how do you do it in away that doesn't burn the
reputation and goodwill of youraudience?

So first you need to start with an offer.
Most people think that an offerhas to have all these crazy
promises and bloated,over-delivering things.
You don't need to have thisundeniable, crazy promise where
you're promising people theworld, like you know, be able to
live in Dubai or make yourfirst $10,000 in three days,

(11:43):
Like it is not possible.
You and I know that that is notpossible, especially when
you're a beginner, Even ifyou're like an intermediate.
You cannot promise these typeof results unless you're
actually doing a done for youservice where you're taking care
of the entire process from A toB, but when it comes to a
program, you do not have fullcontrol of what someone does

(12:04):
with the information that you'regiving them, no matter how much
support you're able to givethem.
So, bearing that in mind, whenyou're building an offer, you
need to understand who is thetarget client that you're
talking to specifically, so youunderstand what they're willing
to do, so you can get them fromA to B.
The real result and the reasonwhy people buy it isn't just

(12:26):
because of the promise.
It is because of thetransformation they want to get
from pain to solution right.
And so if you're able to bridgethat simple gap, with as little
words as possible and with asingle, tiny promise that you're
able to give them, such as I'mgoing to give you the tools and
playbooks behind my $1.5 millionLinkedIn personal branding game

(12:51):
, then they know I'm going togive it all to them, but it is
on them to execute on this thing.
It is not on me.
I am going to give themeverything they need to know,
I'm going to give them all thesupport they need, but at the
end it lands on them to do thework.
So you start there.
Then, after you start planning,who is this person I'm trying

(13:12):
to sell to?
And this is a problem that Ihad because my audience is so
broad like 250,000 followers,Like that is a lot of people in,
I guess.
Guess, not to the people thathave a million followers or
whatever, but to me it's a lotand there's like a lot of
buckets of people that may wantthe same outcome but they may
not be able to take the sametype of execution.

(13:34):
So that's why the cohort ispriced at such a higher price
rather than my courses, becausethe higher price then leads you
to higher ticket clients whichare more likely to be more high
agency.
You know they will take theaction without me even having to
imply it, and that's why Iended up loving the cohort model

(13:55):
, because I ended up attractingthese high ticket people with
high ticket problems rather thanlow ticket problems, which is
like how do I optimize my banner?
Oh my God, how do I comment 30times a day like I don't have
time?
You make time.
You hire someone.
Simple.
They already know that.
I don't even need to rephrasethat.
They know this because theyeither have built businesses

(14:17):
they've hired before theyunderstand how to problem solve
immediately, instead of thepeople that have never solved a
problem, which is why cohortsare not for the people that are
going from zero to one.

Darren Lee (14:29):
They're the people trying to go from one to ten I
think a nice way to look at thattoo is.
So what's the painful problemthat you solve for a specific
user?
That's easy to find online.
That's the one element right.
So we help business owners makemore money with content.
The modality depends on how wedo the execution, based on
proximity and speed.

(14:50):
So that can be one-to-one, thatcan be one-to-one coaching,
that can be a done-for-you,which we have.
It can be a group model or itcan be like info only, and where
they are on that sliding scaleis based on the speed and it's
based on the price.
And again, as you said right inyour audience, everyone wants to

(15:11):
grow a brand on LinkedIn,everyone wants to have that,
everyone wants to be a JustinWelsh or a Lara Costa, but they
can't afford it or they can'tfind themselves on that spectrum
.
Therefore, they bring thebullshit problems.
But I think that's why it's sointeresting, because we have the
same philosophy but from adifferent angle, which is it's
not about like the avatar, it'snot like I help consultants or I

(15:31):
help agency owners, it's justthat it's just problem being
solved.
Okay, that's problem.
What's the mechanism right?
Because this is the interesting,because you've done a 99 info
products.
You done $15,000 products atcoaching services, but it's the
same thing that you're doing.
So this is a big thing for me,which is like the offer is not

(15:53):
based on who, it's just based onwhat you solve and then you'll
attract that right person right.
That's the way our likeproducts and your products have
people from different industries, 24 seven.
I feel like people just reallyscrew that up, though and they
don't understand.
Like it doesn't matter whatcontent you have, it doesn't
matter what sales process youhave or funky funnels, if you
don't want to have that offercorrect in the beginning.
And I feel like the productsthat you have, obviously for

(16:15):
linkedin, just hit so well aswell it is like you said.

It is about how, like it's about the proximity of
a client within you, like the15k product or service.
It is one-to-one calls with meevery single week and I
literally edit your content.
The 99 product is me teachingyou how to do content in 10
videos right, and some templates.
Then the cool hood is you getme for six weeks specifically

(16:40):
and then you never see me again,um, and then, if you want to
renew, you go for the 15k offer.
But yes, it is the same.
Build a personal brand onlinkedin.
Um.
I think we've reached a pointwith the over saturation of
information, the a hundredthousand dollar leads or
whatever alex or office, wherewe believe that we need to have

(17:04):
multiple offers for multiplethings and multiple ICPs, and
then it becomes this overlycomplicated funnel and then it's
like you're in the middle ofthat Belcov meme.
We're like, oh my god, I haveso many offers and I don't know
what to do.
This one is specific for thisone and I coach clients, solve
this very specific problem and Ialso ask them for it's just not
it.
That is just not going to scaleyou, especially if you're

(17:25):
trying to, like me, run a oneperson business ish type where
your goal is to scale fast withhigh profit margins, which is
something I benefit from thematter for at the literal
maximum level.
Where my profit is, I don'tknow 90%, 95%.
When I first started it was 99%because I was literally doing

(17:45):
it all by myself, but it camefrom not having all of these
overcomplicated offers thatoften are the death of
entrepreneurs, because theentrepreneurs listening to you,
all of these offer complicationsystems are the ones that
shouldn't be taking this advice,because that is high level
advice that people with teams,with staff, with different,

(18:08):
multiple clients, with a lot ofexperience in the industry, can
do, but someone that's startingshouldn't do.
They should stick to one offer,one problem, one solution, one
platform, very important.
And I said this out of yourmastermind, like someone asked
me oh, why did you go onLinkedIn?
I, I'm like because I just feltlike the right platform, like
blue ocean opportunity.
No one was there, okay.

(18:30):
So the next question what doyou think is the next best, best
, best platform to come like?
Is it twitter?
Is it like this new red red?
But whatever, this is like thenew platform.
So I'm like the best platformis the one where you're
consistent at, not the one wherethe market is telling you to go
.
This is the problem and this iswhat I saw with TikTok.

(18:50):
Everybody was flooding TikTokand, yes, some people benefited
massively, but other people madethe big mistake where they had
such a thing, such a good thing,going and they try to
overcomplicate the systembecause oftentimes people don't
need more platforms.
They need to get better at oneplatform and then diversify

(19:12):
diversify onto the next fiveplatforms.
I only was able to grow myYouTube from zero to 30,000
followers in record time for myniche, not because it was the
next big platform and it was theplatform that I was taking the
most advantage on.
It was the next best logicalplatform for me to go into
because I had already validatedthe content, the offer and the

(19:37):
tonality in my ability todeliver something very well and
execute it extremely well andthen use multi-platforms to then
, kind of like, create thatcontent elsewhere right, but
then people do it.
They see it and they try andcopy it.

(19:57):
There's a problem with peopletrying to copy Iman Ghazi all
the time.
Oh, iman has a blog channel,has a business channel, has his
main channel and I need to haveall these channels.
I'm like, no, no, iman was onlyblog channel, has a business
channel, has his main channeland I need to have all these
channels.
I'm like, no, no, iman was onlyable to do all of these things
until he dominated the SMMAmarket, which is something that
people do not like.
Sort of like, they don't takethe time to go back and see

(20:18):
where it started taking out andthen, guess what, he was able to
then build a content teamspecifically so they could
repurpose his content everywhereelse.
But I have clients that come tome.
They were trying to build apersonal brand.
They asked me what do I do?
Focus on one platform, oneproblem, one solution.
What do they do?
They focus on 20 platforms, 20different problems, 20 different

(20:39):
solutions.
Six months later they come backto me that, oh, why is this not
working?
Because you're not email,engaging, you don't have a full
team and he did it that way.

Darren Lee (20:48):
That's the funny thing is that he did it going
super, super dialed in.
If you think about it, he hadsix years of creating content
before he looked to create asecond raw channel for his
fucking glasses and a businesschannel for its high ticket
program.
That I'm in, right, so it'salmost like you don't even need
it.
Again, it goes back to like,what type of pre-workout do I

(21:10):
need when I want to have a gymworkout?
Right?
Do I need creatine?
Exactly right.
It's like you're completelymissing the point.
Or even with your diet right, atthe end of the day, I just eat
chicken and rice and oats andprotein and it doesn't matter.
It doesn't matter.
But what about all the irondeficiency?
And it's like it doesn'tfucking matter, bro, for the
most part, most people are stuckin that bracket.
Even if you look at the offerside?

(21:31):
Because the offer complementsthe content.
And one thing that I found isthat now that we have multiple
offers, we have a front-endoffer and a back-end offer.
Yes, you need to keep theconsistency in the messaging and
the clarity, so a follower willalways see that consistent
message.
So, so let me give an exampleI'm obviously a fraction of the
size of you on LinkedIn, quiteliterally like 1%, but at the
same point I just focus onLinkedIn for so many years with

(21:53):
my podcast, because podcasts youneed a channel into a platform.

Yeah, you were on LinkedIn before me, I think.

Darren Lee (21:57):
For like three years , okay, and then it was only
until we opened up.
Ig was because we had a B2Coffer.
Now, to make this a little bitmore simple, at the end of the
day, there still is one frontend and then there's a back end
okay, which is just a good wayto increase LTV.
It's just a reoccurring model,okay.
But at the same time, with youroffer, you should only have one

(22:26):
thing that you need right nowto be able to see can you grow
it?
So, whether that's one-to-oneor an agency style offer, it's
like, can you grow that as muchas possible?
Only up to up until the pointthat it's becoming too much of a
stressor for you that you canlook to systematize it and group
it out.
So I'm gonna give an example.
We've had the agency for likefour years.
We got the agency to over 100ka month and then at that point
we couldn't push it up anyfurther.
It was like it was always likeone client and one client out,
one client and one client out.

(22:47):
And then the logical pathbecame to systematize it, group
it out and have coaching.
But we only got to that pointafter four fucking years of
having the agency and havinglinkedin.
And then we looked at instagram.
But to many people, a 1.2million year business is
perfectly fine.
It's just me, the fucking.

(23:08):
The mindset is like oh, alwaysbe growing, always be improving,
and that's the only reason whyI did it.
But it's like even at thatpoint, I didn't even need to do
it.

So you wanted to.

Darren Lee (23:18):
I wanted to because I was at that point and I had
done it for so long and we hadreached this kind of stagnation
period for six months and I was,okay, let's, let's just do it.
But the irony is that a lot ofit is just complete bs, right,
and if anything, you can just goback to having a second post
come out on linkedin.
You know, like that it's.
That's ironic, right?
It's like you get so good atone platform that you can just

(23:40):
get better content and maybe puta little bit more on that
platform.
You forget it.
You also forget like JustinWelch puts out two posts a day
and most people then put out onepost every two months and say,
hey, why isn't this growing?

I don't know.
I wonder why.

Darren Lee (23:54):
It's just funny, because the connection between
your content and how much yourbusiness is growing is super,
super tight, but people alwayslook to the problem.
they look to the symptom versuslooking at the underlying cause
so we have clients that are tooafraid to turn on their camera
to record, but they'll say theydon't get leads.

(24:15):
So I always look at symptomaticproblems versus root cause
problems, and this is when youcan become like a little mad
scientist not over engineering,but you can become a bit of a
mad scientist, which not overengineering, but you can become
a bit of a mad scientist whichis like, okay, if we have lead,
sales and delivery, if thedelivery is pretty good coaching
, consulting, agency, whateveryou generally just have a lead
problem, which is you needbetter content or more content,

(24:37):
and then you'll get to the pointwhereby, okay, the sales is
fucked, we need to fix the salesprocess.
How we need to fix the salesprocess, how do you think about
that in the context of like,when you're observing some of
your clients or even people thatyou've seen at the mastermind?
Before we go any further, Ihave one question for you.
Do you want to generate moreleads for your business?
Well, I've put together anentire system how anyone can use
a podcast to generate moreleads for their business, and

(24:59):
the best part is you don't evenneed a podcast to get started.
I've created an entire guideand framework for you to be able
to get more guests, moreclients, more customers, more
people in your pipeline andgenerate more revenue.
This exact system is availableright in the description down
below and you'll be able toleverage a podcast to generate
more leads for your business andbe able to increase your
exposure, increase yourauthority and increase your

(25:21):
influence in your industry.
So check that out right downbelow.

Well, firstly, it is important to note to anyone
that people try and copy whattheir grades are doing right now
instead of what they'reteaching you to do, which is the
main issue that I have withsocial media information.
There's so many kids out thereand not kids like, even people

(25:44):
my age or 30, 40, they're like,oh, but this person is doing
this and they have the overlycomplex funnel, so I should copy
them, because they're obviouslytelling us what worked before
and it's like, no, we're tellingyou what worked for your stage
in your career, because ifyou're watching us for advice,
then it means that you're not atthis level yet where you either

(26:05):
have the following the offer orthe gross profit.
Like even, or like the market,sophistication, level of
understanding or anything elsethat you don't understand, these
type of nuances that allows usto run these type of businesses
with content, with me having nowfive different offers at this
point, like they'll be, like Ihave this all the time.

(26:25):
They're like people will joinmy programs and I'll tell them
okay, what's your next offer?
Oh, I don't know.
I want to build a community.
Community, by the way, and Ineed to say by the way,
communities are the hardestbusiness models to run by far.
Why?
Because you need a consistentstream of people coming in,

(26:48):
staying in, preventing churn,and then you have to
consistently market it.
But then it's been sold.
Us school has grown, us whoop,whoop, whoop has come and it's
like oh, you need to build acommunity.
It's so easy.
You just get 100 people in andthen you make you know um, mr

(27:12):
and an arr and it's like it'seasy, it's easy, it's easy.
You just need to get people in.
It's like low ticket, 29 amonth.
You get people in, you justhave to partner with an
influencer and it makes magicinternet money.
No, it does not make magicinternet money if you don't have
any sophistication andawareness for how business works
and how to retain a client, bythe way.
So they'll ask me because theysee I'm running a community,

(27:35):
they see that I'm making sixfigures, seven figures from it,
and then they think, oh, it mustbe that easy.
No, it's not, even at a 250,000following rate a 30K on YouTube
, 40k on newsletter.
It is not simple because youhave to play the retention game.
It is almost back to playingthe agency game, where you have
to one client and one client,not one client.

(27:56):
You need to re-convince thesepeople to sign up to the thing
or repay again.
However, with communities,because they're so low ticket,
you have to be fixing the lowticket problems and the low
ticket people because there's somany problems to solve, right,
they need to decide where theirmoney needs to be allocated,

(28:16):
because they do not have thebudget to invest in all of these
things right.
So then the community model isoften worthless to someone that
does not solve the high ticketproblem.
That can like double, triplethe ROI.
Same like with a personalbranding community.
Yes, we can teach you how towrite, how to grow, how to
monetize your personal brand,but if you don't have the
knowledge of an offer, if youhave not done the work like

(28:38):
getting your first client andgetting that social proof first
then the community will beobsolete.
If you don't do the work andthis is like the if and but and
the nuance of why things work isthis will work if you do X, y
and Z.
And oftentimes people incommunities, they don't do the
work.

(28:58):
Why?
It is not because the communitydoesn't work, it is because the
people are not paying enough ofa high price to then link it to
the high output.
And that's why our best clientsare the ones that are paying
the highest ticket.
That's when I am the bestclient as well, right, and you
are the best client.
We both invest heavily on ournutrition coaching business,

(29:19):
right?
And so we commit to paying fivefigures, six figures, seven
figures, even on the program orsomething.
And then, because of that levelof commitment, it hurts, it
hurts to give away, so you haveto and then.
So it's back to humanpsychology.
If it hurts, then we must makeit work.

Darren Lee (29:38):
I love that.
I completely agree, and I thinkthe problem with some
communities is that they sit inthis kind of middle ground
whereby it's a bit cushy,they're learning but they're not
actioning.
You know, and full transparency.
We had a bit of an issue withthat about our program.
So, just for context, we runour program off this model of
content growth and monetization.

(30:00):
Okay, and it didn't.
And it had some cracks.
Because the problem is that,right, people follow it to the
rule book so they naturallybreak it.
If I run it, I have a bit ofintuition, but if someone
follows the rule book, it breaks.
So they were creating contentthat wasn't aligned to their
offer.
Okay, so then we change it tooffer content sales.

(30:20):
But what happened was everyonewas hyper fixated, mental
masturbation on their offer andthey're like is it Google Doc?
Is it Notion?
Which color should my landingpage be?
So they had these amazingoffers that were just not being
bought by anyone because theyweren't in the market.
So then we had to change it to,instead of offer optimization,
it was offers, but running it.

(30:42):
So you had to run it.
So the second we made adjustmentyeah, you help founders with
ghostwriting that are based inSilicon Valley Great Run a list
on TechCrunch and message 150people and I had to literally
track people's inputs.
So here's how much leads youhit a day.
Here's how many posts you putout a day.
Here's how you contact them,because otherwise I always say

(31:03):
the best offers that are in thedark, they're worth nothing.
How many startups never hitproduct market fit?
That's why the book leanstartup was created.
Are you familiar with that book?
Yeah, the whole idea was youhave a hypothesis, get into the
market, get your hands dirty andtest it and fail, like the
whole point is failing.
You miss tom's talk at themastermind this.

(31:24):
This is so, so good.
I'm going to release this videopublicly.
So Tom, head of client success,head of coaching in our business
.
He was a teacher and he taughtunderprivileged kids in Wales.
He was also head of educationat a company called Synthub.
It's a really big, famous DJ'seducation business and the whole
logic is you have this thingcalled a season teaser coaching.

(31:45):
So the first stage of coachingis you introduce a concept,
right?
So here is why you would needto grow a personal brand on
LinkedIn.
You link the concept to aproblem.
The problem is most peopledon't grow on LinkedIn because
they put out AI content orwhatnot.
Once you establish that withLara, and I explained to you

(32:06):
that here's a concept and here'sa problem we need to link it
with a plan.
So you co-create a plan, so meand you put together a seven day
action plan and this is themost important part Then I leave
, you go off into the wind andfail, and I want you to get reps
in and actually chew glass andbang your head off the concrete
so that you feel pain.

(32:27):
And then you come back andyou're like I have this issue,
this issue, but that worked,something in there worked.
And then you fine, tune, tune,tune, tune, tune, tune.
And that's how you release.
That's how you introduce aconcept, and all a program is is
just that a thousand times overhere's hooks, here's posts,

(32:47):
here's common thing.
You're always introduced inthat concept over and over again
, and I think it's reallybeautiful, because the problem I
see is that people buy things,develop a codependency with that
founder and then don't doanything and then slap them on
the wrist and say it didn't work.

It reminds me of the book atomic habits, when
they set up two people, twodifferent types of groups, to
take photos.
Right, one group had to takeone photo and you have to be the
best.
And then the other group.
They had to take 30 photos forlike 30 days, I think, and the
best quality of photos came fromthe people that were doing the
30 days of photos, because theyhad more practice and they were

(33:25):
able to identify what type ofangle created a better photo.
So that is literally the same,because we're trying to build a
habit of not rapid execution orlike rapid results, it's more
like execute, understand, test,iterate, win how do you find,
how do you find adifferentiating between the
products that you have now,especially for new prospects

(33:47):
that come in?
So back to the community model.
What makes the community a sixfigure community, almost like
seven figures at this point?
It is understanding what thesingle problem that these people
are looking to fix and how Ican bridge the gap by giving
them a roadmap right.
So we have the roadmap with thecourses.
They come to the course I fixthe problems.

(34:09):
The most successful people andthe ones that have stayed the
most because they get the mostresults or they get the most out
of it, aren't the ones that arefollowing the playbook, they're
the ones that are breaking it.
They're the ones that arebreaking it in their own way,
understanding that my advice isnuanced and I only know as far
as I know about this thing.
But they know their offer bestfor their own niche, right.

(34:30):
We've got real estate people,we've got doctors, we've got
accountants, right, sointeresting.
So then they are able tounderstand the nuance between
what I'm teaching and then theirreal life understanding of what
is happening in their ownmarket.
And this is key, becauseinstructions in the world of
business are meant to be brokenor they're meant to be going

(34:55):
around and like step one works,step two, three, four didn't.
Step five does work.
I'm going to take what worksfor me and then I'm going to
implement accordingly as I seefit to me.
So we have amazing people likethere's this guy called Alan.
He's a real estate mortgagingperson and then he's been able

(35:15):
to grow his account notmassively, but enough to get a
lot of leads every single weekto his LinkedIn.
But he isn't focused on beingfamous, he's focused about
getting the input so he can getthe outputs.
He's doing the 80-20.
He comes to the calls, asks ourquestions, he's excited about

(35:36):
things and then he implements.
That's what makes this workvery well.
What makes it fail for people isthat they sign up, they don't
come to anything.
They take the course, theydon't implement.
We check consistently who istaking action and who's not.
And the people that aren'ttaking action, they haven't
posted because they are scared.

(35:58):
So they're having a mindsetissue.
They have a content issuebecause, again, they have
imposter syndrome, or becausethey don't have an offer yet,
because they're too scared oflaunching an offer or releasing
it.
Or they're the ones that are toostuck in their heads at this
point because they're beginners,because they don't know where
to go, because there's too manythings going on at the same time
.
So they get in their heads andthey cannot implement.

(36:19):
Come to the course.
They come to course with aquestion, but then they'll end
up overthinking this questionbecause they think that it's
either shouldn't be that simpleor it feels really hard, like
there's no in between.
So I think for this specificmodel to work and why I love it
so much and why we've made itwork so well it is we identify

(36:41):
the problem.
We give them the roadmap.
People take it, implement andif they can't implement, they
come to a course, ask theirquestions, they leave, implement
again, come back right.

Darren Lee (36:50):
I want to ask you about duration of programs.
So this is something that Ialways think about, and a lot of
clients are always asking abouthow long is enough to get the
result and how short is notenough to put them under
pressure.

It depends again on the proximity that we're having
.
So if it's a one-to-onecoaching program, like I had
with my clients, which was threemonths, if they're not getting
results by week six, thenthere's definitely something not
going on.
Because usually, like in theagency we both run agencies we
know that the average time forus to actually see where
something's failing is weeksfour or even week eight.
Actually see where something'sfailing is weeks four or even

(37:26):
week eight, like either onemonth or two months around that,
because you can.
Then you had enough time totest, validate and iterate the
main issues that we are.
We know, either offer, content,monetization, whatever is,
whatever we specify orspecialize in.
But then if something's notworking, based on everything
that we know, then we knowthere's something either on the
backend very important, becausepeople don't look.
I didn't look at the backendbefore and so is the offer

(37:49):
actually optimal?
If they're creating the content, they're following our playbook
, they're doing the sales on thebackend and it's not working,
okay, we have to go back andactually ask the tough questions
what are you doing to monetizeyour audience?
Oh, yeah, I'm sending some DMsevery single week.
Oh, but we agreed that you weregoing to do 20 outbound

(38:11):
messages.
Oh yeah, I just didn't do thembecause I thought X, y and Z, I
didn't have time.

Darren Lee (38:17):
It's always a bottleneck, so it's always a
constrained conversationbasically.
So it's always a constrainedconversation basically Because I
often hear this and I'll haveclients that come to me as well
with this which is like we'renot making money.
So problem symptom we don'thave money and then it goes into
our model is the offer salesdelivery, or specifically, leads

(38:40):
sales delivery.
Where does this shit fit intothe bucket?
So whether you're running apodcast or you're running
LinkedIn, you do need everythingright.
But if you're in like grow youraudience mode, that's fine, we
just focus on the content up inthe leads bucket, that's fine.
That's completely.
There's nothing wrong with that.
I had a coaching call withsomeone yesterday, super
overwhelmed.
It was just like bro, just putout the two podcasts a month,

(39:07):
don't worry about it, just don'tworry about it, don't worry
about all the other shit.
But if you're not making sales,there's a bunch of other shit.
Because I think the so again,for my mastermind, james Kemp,
stood up and he said back in theday you could run an ad and
book a call for $5 a call whichis apparently very cheap.
Okay, back in the day you couldcreate content and that content
could hit a landing page and itwould buy a nine dollar ebook.

(39:27):
You'd spend that money on amatcha in bali.
But these days are those daysare just over right.
So the whole like content to avsl, to a book call super tough.
Content to a landing page, to abuy button super tough.
There's like other shit goingon so you could have the best
content in the world.
It Content to a landing page,to a buy button super tough.
There's like other shit goingon so you can have the best
content in the world.
You can hit a landing page.
Landing page might not beoptimized.

(39:49):
It could be like a VSL isfucked, the headline could be
fucked and you've just trashedall the leads.
I'll give you a personal story.
We run a big sales team, like,if you want to make more money,
you got to make, you got to havea good sales team.
Straight up, right, you'regoing to make more money with a
good sales team.
But we have a scenario wherebywe run traffic.
We get a shit ton of leads.
We get over 50 to 100 leads aday and then we burn half of

(40:10):
them because we said somethingstupid.
Someone will look at that andthink it's a content problem.
Someone will think of thatthing as an offer problem.
But the crazy sound is we lookat it and think it was actually
a dm problem.
Which is fine, no emotion, goin and fix it.
But I think that's why thelayers to the game like we run a

(40:31):
three million year businessright, three to four million
year business.
It's a lot different than afucking 10k a month chop shop.
You know.
So this is where clientrelationships is often tough,
because they will saysymptomatic problem.
But they're not even aware ofthe fucking 15 steps to get to
the symptom to arise well itcomes back to the journey to

(40:58):
success is filled withself-awareness.

How able are you to identify that the problem isn't
external, it's truly internal,because you lacked the insights
to understand that you didsomething wrong, something broke
in your process, not because ofsomeone else's fault, but all
because of your own, because,ultimately, we have to take

(41:22):
ruthless accountability for ourown actions.
No matter how big or small theteam is, it ultimately all falls
on you.
So whoever then plays the blamegame and I, I'm so guilty.
That's why I can talk about itfor uh with such candidness,
because I am often one to blameeveryone else but myself.
Yet I have to come back to baseand be like where did I fuck up

(41:46):
?
Oh well, we were sat um threedays ago, four days ago, and I
was like literally having 20million mental breakdowns
because everything was broken,and so I was like who do I blame
?
Like this person, this person,this person?
You're like lara, like let'sjust sit down and like look at
what what's going on.
We're like okay, and I was likeoh my god, it's a landing page
issue.
Like I don't know my email,like whatever my email.
I was looking at my emaildeliverability issue.

(42:08):
Like the speed of the landingpage, the vsl, like yes,
ultimately, yes, they do add up.
But the problem wasn't the offer, the landing page, the content,
it was simply our ability toget people from point a to point
b, which was sending the offer,like you said.
Well, like you have a GoogleDoc with the offer Clear, clear
as day, that sort of fixed it.
But it also fixed it for myselfto understand how then I can

(42:31):
position the product better.
And this is something I said topeople in the mastermind you
don't have a content problem,you have a positioning problem.
You're overcomplicating thewhole system by using all of
these tools and resources, yetyou're not focusing on the thing
the 80-20.
The content problem isn't thething, it's the positioning
problem.
How is this product positioneddifferently to all of my other

(42:53):
products that are lower ticket?
And that was one of the mainissues that I think I ran into.
But it wasn't until I sort ofsat down with myself and I sat
down with you and startedtalking about different things
and solutions.
Then I realized it's not acontent problem, it is a
positioning problem.
The product was positioned wrongfrom the very start because we
lacked the insight and theforesight I personally did, to

(43:15):
understand that I needed to goabove and beyond to
differentiate this product fromall of the other products in my
ecosystem.
Right, and it was very easy todo at the start.
And this is also important tohighlight, because I was based
basing my success upon thesuccess I had previously when I
had one offer.
Right now I have five, you knowdifferent products at different

(43:39):
, different prices.
So then people are forced tonot choose me and my single
offer.
They're forced to choose me,choose that they have a problem
and then choose which one of theprices are they willing and
able to pay and what commitmentlevel they're able to commit to

(44:00):
me, right?
So not only do I have toconvince them that they have a
problem that I had, that I canfix it now that I am the best
person to fix it for them, butnow I have to convince them that
this is the best offer for themthat burns so much mental
calories, as I've often heard.

Darren Lee (44:20):
The way that I describe this is just the mental
calories, right.
They come in, they hit alanding page, they think, they
think, they think, they think,they think all these calories
are being burned, yeah, and allthey're looking to then is just
to jump off.
That's the biggest problem,right?

it's like you need to remove friction from
everything, like having africtionless approach is what
it's like make an offer bye,like there's.
I think we were talking in themastermind like all of these
people have these overlycomplicated funnels where it's
like oh my God, how does LeadMagnet connect to this?
Lead Magnet sign up no sign uppage.
Lead Magnet bye.

(44:53):
Sign up page.
Lead Magnet first email offeryou know what it's like.

Darren Lee (44:57):
It's like if I go out for dinner with my wife we
are, we're living in balithousand amazing restaurants.
I have to be like we're goingto this restaurant she's like
all right, cool.

But if I was like you want to eat, what do you
want to eat?
Sorry, what, like, what do youwant to eat?

Darren Lee (45:10):
and you're like exactly are you going to go to
italian or greek ormediterranean or maybe middle
eastern?
She's like there's so muchmental calories and she's like I
don't want to do any of them.
But if I'm like we're going tolast night, like literally last
night driving, we're going to goto a steakhouse, it's going to
be good, perfect, and we need toconsume.
We need to restrict the amountof consumption, consumption of
calories people are doing intheir brain which is tough for

(45:31):
you because you don't have salescalls, which I want to talk
about.
You don't have like a salesprocess, right.
So let me give an example the Ithink and model.
The easiest way to do this isyou have all content that just
says I do X, and then they comein.
So they come from contentLinkedIn, ig, youtube, hit a

(45:52):
page.
From the page, they see theproblem that's being solved and
the next action from there is,let's say, a book, a call,
because in the book, a call, wehave different ways that we can
help someone, depending on wherethey're in a journey.
I'm getting started.
I'm into media and beginning.
I'm making 1k a month, 10k amonth, 100k a month, and then
from there then consult ofselling is on the call.

(46:18):
It's like hey, lara, I'vereviewed your application,
you're giving what consultativeselling is solution orientated
and that allows us to have a 45minute conversation on a call to
be like, look, you're bettersuited here, I'll get you better
results here.
The problem or the challengethat you have is the fact that
you don't have that and you alsodon't even manage your fucking
DMs in terms of like you get somuch inbound because you're just

(46:39):
famous.

That.
How can you separate that outin content only?
It's very, very, very, verycomplicated.
Well, I think that is where theart of the launch comes in,
where we're only marketingcertain products for certain
time periods and then we areincreasing awareness that this
product is coming months prior,so 30 days prior, or whatever.
Then we're turning the marketawareness from all of these
different product suites to justthe one thing, and that one

(47:14):
thing is the thing that's goingto solve their one problem.
So we're like slowlyindoctrinating them throughout a
30-day, 20-day, 15-day periodat minimum, and then over time,
then we're convincing them thatthat is the only offer.
And so that is how I'm able toget out of sales calls often,
although I was really close towanting to run them this time

(47:34):
because we ran into bottlenecks,but the way it worked is
naturally due to the size of myaudience.
I am now granted the ability tonot have to have sales calls
because I am not running a fullbish up where, like, there's
different tiers in systems,although we're getting there and
we might be there by the nexttime.
We have our podcast, probablytomorrow at this point, but

(47:58):
ultimately I like the no salescall approach because I don't
like sales calls and I don'tlike having to pay a sales
setter or whatever because Ilike high profit margins.
But therefore and so forth, Ithen experience these different
types of bottlenecks that youwould be able to fix.
So it is on me to understandwhich problems I'm okay having.

(48:21):
Okay, because someone that hasa team.
Then you may be having theissue that now you have to spend
money on ads to then drive theleads on demand right, because
you don't have the volume offollowing that I have.
So you were able to then belike you're okay with that
problem and I'm okay with the nosales call problem.

(48:43):
That means that I may notbenefit from more revenue
generated immediately.

Darren Lee (48:50):
Right, and that's okay so so you need to
understand the constraints ofwhat you're playing with, right
so if you're exactly so.
If you're going to go for thislike solo solopreneurship
approach, you obviously can'ttake sales calls.
You have a quarter of a millionfollowers and you're a
solopreneur.
You can't take sales calls.
It just doesn't actually makesense because you're gonna book
50 calls a week.

You have to deliver your product so when am I gonna
work on the product?
Exactly right, so it'smathematically not correct.

Darren Lee (49:18):
There's a but then like.
The hybrid approach is like ifyou're small and you, you need
to make a couple of sales amonth, but if you sell a 5k
product, you can get the, youcan get the 30k a month with a
tiny audience, because I fuckingdid it right, so you can do it
with a very small audience, butit's like you need to understand
the laws of leverage.
it's like as they, as youraudience grows up, you have the
opportunity to do that.
There's obviously and I thoughtabout this a lot of this, like

(49:40):
this morning as well, because itjust depends on what you
fundamentally want, right,because Alex Ramosi has 4
million followers, whatever hehas, and he still runs sales
calls.
The reason why is because he'strying to get to a billion
dollars in valuation, which islike 400 million a year in
revenue.
Right, but if you don't want todo that, that's fine.

(50:01):
I do think that the like likewell, it just depends on the
product, right.
It's like if you have the solet's take a step back if you
have crazy velocity of traffic,crazy velocity, iman, sell
velocity or use of velocity, youcan scale that 1500 product to
a lot, to a lot, a big number,and then if you can get more in,

(50:24):
you just it's, it's a, it's a,it's a traffic problem.
You need more traffic in thedoor to sell that product and
conversion on the landing pagemove from 1% to maybe 2%, okay,
and like that's the game in thebattle you play.
Now E-Mansel has a book, a call, at the bottom of $500 product.
That's the game you play and intheory, yes, it's infinitely
scalable.

(50:44):
Okay, but you will always bepushing more people in the front
door to make more money, right?
If you want to get like amillion a month or two million a
month, it's a volume on theback and a front end To flip
that.
The converse is, like ussmaller audience, we need more
book calls and we need to fillthat problem to have the other
back end of selling a $5,000 to$60,000 product.

(51:08):
So it's like again, it goesback to the tier of constraints.
What constraint do we have?
The majority of my guests runcontent businesses.
They've used content as themain element of their business
to drive more revenue and buildtheir influence online.
We've been doing this through apodcast for many years.
We have many guests, clientsand even customers use a podcast

(51:29):
as their main source of drivingmore revenue for their business
and building their influenceonline, and we're offering a
handful of spots to book in acall with our team to learn how
you yes, you can leverage apodcast to generate more revenue
for your business and driveyour influence online.
Many of our clients andcustomers start from nothing,
but each one of them are actiontakers and they want to learn

(51:49):
more about how to build apodcast and a brand right around
their business.
So if you want to learn moreand you're really interested in
building a podcast, check outthe link down below and book in
a free call with our customersuccess manager and he will
guide you into how you can buildand generate more revenue from
your podcast this year it's also.

You mentioned the one percent and then to add an
additional, the two percent, tosome people the stress that that
additional one percent to getfrom one to two percent is just
too much yeah, that's what itmeans, what you want in your
life it's.
And then I've been forced tothink about this very critically
over the last year.

(52:28):
Like, what business game am Iplaying?
Am I playing the build and sellgame?
Am I playing the lifestyle gameor am I playing the?
I don't know yet.
I'm trying to be a highperformance game, whereas, like
when you're you're playing thelifestyle business game, it's
like you're okay, making 10k amonth, yeah, the build and sell
game of that's infinite.
You're trying to get to amillion validation, two million,

(52:49):
three million, eight figures,whatever.
And then the high performance,like I want to get to 100k and
then retire.
So it is.
What problems are you gonna beokay with dealing with?
That may just allow you to makethat like small increment.
It's not going to be massive,it's going to be small, it's
going to be tedious, you'regoing to hate yourself, you're

(53:10):
going to be stuck in the dungeondoing marbles at 2 am in the
morning for that small increment.
That then, overall, like overtime, does it does compound and
it will lead you to a largeevaluation.
But in that moment in time,what type of person are you?
Are you the person that justdoesn't want to do it and rather
go to the beach and have funwith friends with the money that

(53:31):
you're making?
Or are you going to take thetime and fix this problem so you
can have that incremental gainand then compound it until 10
years?
Right, you and I are playing theinfinite game.
We want to grow as fast as wecan, as we possibly can, with
the most fun as we can, with theright people.
Right, but some people that'sjust not good enough, like they
just rather not.
And I think people shouldreally stop and question what

(53:56):
game they're playing, becauseoften we are misled by following
the people that we thinkthey're playing the lifestyle
game, but they're playing thebuild and sell game, and so and
and also the the reverse youthink you want to build and sell
, but in reality you actuallyjust want to play the lifestyle
game.
And it is important to to thinkabout yeah, it's a.

Darren Lee (54:18):
It's a extremely good point and I think I've seen
that a lot with entrepreneurs,even in bali, like a lot of guys
like and it's so, so cliche.
But you don't judge someonebased on what they say, you're
just based on their actions.
Right, and I think I've justcome from a tech background.
I've always been comfortablehaving a team.
It makes sense to always likekind of just scale, because

(54:39):
that's what I know, like I'vecome from these companies, so to
do that feels very natural tome, versus if I was just walking
around a beach making 5k amonth like I'd be fucking
anxious as fuck, dude, likeliterally super, super anxious,
and you build rules andparameters around that.
So the biggest things for meare like my health and my
relationships and I think we'reboth very value aligned in terms

(54:59):
of what we're doing.
But we're also in that phase ofour life and I don't think for
me it's like a phase, but I meanwe're in that stage where it's
like what else would you bedoing, dude?
We're gonna go for food afterwe go to the gym, we're gonna
sauna.
There's like nothing else to do, you know.
So it's understanding that, butthen coming in with the goal
that you actually want toachieve.
Right, you think that that'seasier?
Then right, that's.
The big thing for us is like weget on calls with people and

(55:22):
for the most part, I just say asimple question which is like
how much you're making 20k amonth where do you want to get
to?
One at the 200k month?
Okay, is it biz op or is aprogram or as an agency?
And then we we make theformulations as a result.
So I'll give an example withandrew that you've met.
Like sat down with andrew quiterecently and we wanted to go
into like a coaching model withhim.
It's easier to scale.
And he was like no, I don'twant to do coaching, I want to

(55:44):
scale the agency.
And I was like all right,you're at the right place, I've
scaled an agency so I can helpyou scale an agency.
Here's all the things that'sgoing to happen.
We're going to need at least 11people fully drawn out.
We'll have an issue with churn.
We'll have an issue with this.

(56:08):
We need this issue, we need tofix this issue.
And he was like all right, I'm20 years old, making 25 25k a
month I'm prepared.
I'm like, all right, buckle upbecause it's fucking complicated
and that's it.
So now we've made thosedecisions to get to six figures
a month.
As someone who is 20 years old,that's so cool, but you need to
understand the laws of the gameright andrew what a legend.
Okay, I want to walk through.
Maybe some of the let's have a.
I want to try and marry we knowyou were saying something.

Uh, before that, can I go back?
Yeah you were saying how manypeople in valley.
We're in valley, by the way.
I don't think we said that.
We made it to podcast four invalley this is our four podcasts
on my show.

Darren Lee (56:44):
Yeah, but then it's like our fifth podcast overall.

Yeah, our fifth podcast together.
So it started off as a joke andnow it's a reality.
That's cool, but more so.
What I wanted to say was youand I are aligned in our values,
and I think that's why we getalong so well and why we click
so fast, and it is important forentrepreneurs to find that
person or find that group ofpeople that are able to I know
you're gonna say understand themto the very value-based level

(57:10):
where you and I I've actuallyextended my stay in bali, which
is something that I wouldn'thave done in like a million
years.
I've been traveling to dubai,miami, la, trying to see if I
like abroad, and I realized nowthat it wasn't that I didn't
like being abroad.
It was more so I was around thewrong people that weren't in
the same game as I was, which isgo gym in the morning, lock in

(57:36):
for like five hours, say hellofor a few hours a day, go back
somewhere else, shoot the shitor whatever, and then go back to
the thing like it's all, likewe're both prioritizing health,
wealth and relationships in ourown very basic, similar way, and
I think meeting people that arethat aligned with you will make
life easier and scalability iseasier.
So I had a problem.

(57:57):
We both sat down for one hour,fixed it.
It Back in London.
I think I would have identifiedthe problem, stared at a wall
for five hours, wouldn't havefixed it.
Have a mental breakdown, callyou eventually you would have
fixed it right.
And I think there is so muchvalue in proximity to the right
people with the right answersand even if you didn't have the

(58:19):
right answer.
You would have been able tohave a conversation with me to
get to that right answer, basedon what my thoughts, beliefs and
operations were and it's sointeresting, right?

Darren Lee (58:29):
because, again, people blame the, the external
thing.
So bali's so fuckinginteresting to observe because
even last night I'll show youthe guide it was some young kid,
whatever, and he had a videobefore that was like oh, like,
fuck germany, I'm living in balibecause it's cheaper and I can
like have an amazing life.
Same kid puts up a video sayingoh, bali, life is too simple, I

(58:49):
need to go grind somewhere, soI'm gonna leave bali so I can go
grind.
This guy's like 21 years old,right, he's like I'm gonna go
back to germany to lock in.
Okay ways is real, this is real.
And then a guy that I know, avery, a very famous influencer,
commented going yeah bro, sameman, I had to leave bali because
it was too relaxed and me, asan entrepreneur, I need to be in

(59:10):
like a very hustle city.
Both of those guys are fuckingbroke.
I know many people here that arelike millionaires making
multiple six figures a month.
Dude, they get up and they workon the thing they need to do,
and when they're work on thething they need to do and when
they're finished with that thing, they go to the gym, they hang
out with their kids and so on.
It is not the place that'srestricting you.
Yes, the environment isimportant and who you're around

(59:32):
and work together and we'regrinding together, but it is the
underlying characteristic traitthat makes people stand out.
People will say, oh, I can'tsucceed in Bali.
They're just, they're justusing as an excuse because
they're just looking at girls inthe gym and they're just not
actually working on things.
So, for us, because we're valuealigned, you know we work

(59:52):
together in like dubai, we'llgrind it out.
We'll work together here.
We'll grind it out because weare just values aligned and the
energy that we emit to oneanother, it rises up right and
this is why I always say toeveryone if I said it during a
mastermind, there is no onethat's like you.
Me and you are exceptionallyclose in terms of how we go
about things and, like during mymastermind, you had spoke,

(01:00:15):
you're working all day.
And then I came back from dinnerand you were recording a
webinar and there's like lightson in your face at 12 o'clock at
night and I'm looking at himlike Jesus Christ.
I go up to bed at two o'clockin the morning.
You're like want to get foodand you're still up working and
I'm like no, I'm asleep and Ithink, like that energy is the

(01:00:37):
oh, this is how I got lucky,this is how I got lucky right.
And you often, I'll often putup on Instagram being like you
know, it's just luck, or this ishow I got lucky and you're a
perfect example of that, thankyou.
Whereas, like, we're rewritingvsls like 11 o'clock at night
like 1 am, 2 am nicotine becausethe whole thing with this is
that there is a point wherebythere is no alternative, right,

(01:01:00):
and this is the whole thingwhere it's like, well, I could
do x, y and z.
It's like, no, no, no, if that,if that launch doesn't work for
you, you are fucked.
You can't relaunch it.
You have this next 60 dayperiod where?
But you haven't made moneybecause you can't necessarily
push another offer.
You're fucked.
You've used 10 days to get itright and you're screwed.
That's it same with me.
If we start not booking enoughcalls, we are fucked.

(01:01:22):
We're not making new money,right, and yeah, we have clients
and retainer clients and stuff,but we need new people coming
through the door every singlemonth.
I think we calculated to get tolike, uh, we want to do 300
calls a month.
That'll get us to a million amonth, and to do that, that's 10
calls a day.
And then some days we bookseven.
Sometimes you book five, butit's not 10, right, and I think

(01:01:46):
there has to be that element oflike rootlessness and this isn't
like a bro potting, it's like alot of people are pussies at
the end of the day when it comesto what they want to do and
when you look at the numbers,you look at the data how much
traffic you need and how muchcalls you need, how much sales
you need.

Lara Acosta (01:02:06):
Most people hide from the numbers because they're
too afraid that it shows thegap of where they are and where
they actually want to get to andhow they'll never get there I
see this all the time, withpeople that they want the
outcome so bad, but they are notwilling to become the person
that they need to become inorder to get to that outcome, so
they're not willing to.

(01:02:27):
You and I and every single highsuccessful entrepreneur, the
millionaires, the billionairesI've met they optimize not just
their business but their entirelifestyles to become that person
100%.
And the journey to success isfilled with all of these
realizations that perhaps you'renot who you thought you were

(01:02:48):
100%.
You get your first win as anentrepreneur, you make your
first $10,000 and you think, oh,I'm the shit.
Then you have to go back and doit again, and then you have to
go and do it again, and again,and again.
And then you realize, oh, maybeI't just get lucky.
But how do I then manufacturethat luck?
Then you manufacture it bystaying up at night, by
understanding the data, bylooking at the myroboards.

(01:03:08):
Darren and I will literallysend each other ridiculously
complicated myroboards for noreason, just in order to maybe
fix some problem or maybe beaware that there is a problem to
fix in the future.
And I remember this breakingpoint where I had where I
thought I was a shit.
I was like, yeah, I'm a bigboss, I have 10,000 followers on
LinkedIn.
I made my first $10,000 a monthand then I thought I had it all

(01:03:31):
figured out, but then it tookme to a breaking point where I
had to then look at myself inthe mirror and be like you need
to optimize all the things inyour life not just business, but
also your health.
Like you're not sleeping enoughand that's why you can't think
straight.
You're not doing enough of theinternal work, like
understanding how to communicateto then be able to sell high

(01:03:51):
ticket.
Because you and I have alsoinvested very heavily in
speaking, because we understandtheir power of being eloquent
when you speak right, becausethat positions you very
differently to some bro in balithat says yes, like, but and um
every single time.
Because that is a differenttype of positioning.
You don't have a contentproblem, you have a positioning
problem and that's why it soundsso cliche.

Darren Lee (01:04:13):
But like you have to understand investing so people
invest in you, right?
Like I've spent multiple fivefigures on public speaking
coaching so that the words thatcome out of my mouth are better,
and then I've sold 40k on stagein an hour, so it's like I need
to be the person to invest instuff and I need to be what me

(01:04:33):
and Tom call a green flag client.
So we have green flags and redflags.
Red flags are like neediness,dependency, codependency.
Saying something's a scam,throwing your hands up in the
air, blaming everyone, and thena green flag client.
That's who you want to attractand I always say the person that
you are is the person youtracked right.

(01:04:54):
Your clients are a reflectionof you be the client that you
want to have 100 right.
So everyone knows your businessreflection of you.
But your clients are also areflection of you.
So that's why you've seen meeven at my mastermind.
Like the people there, like we,we vibe off each other.
Now there's not like, uh, wedon't play.
But I would say that we respectthere's a lot.
It was a high level of respectthey're great people and even

(01:05:15):
with my public speaking coach,michael, that you've met, he was
like oh, we'll make one of meonce a me once a week and we'll
chat once a week.
And I was like, no, no, no,dude, I'm like super, super busy
.
I sent him a YouTube video.
I'm like, when you get a chancethe next four days, just send
me back a voice note.
He'll send back an 11 minutevoice note, I'll listen to it
and then my assistant will putit through chat, gpt and we'll

(01:05:37):
summarize his notes autisticvideo.
I'll read the doc once andthat's it.
Like that's literally as far asit.
And he's like did you makethose changes?
And I was like, yeah, I did.
And he's like all right, fine,I'm not like where is my or or?

I like it's just when are we gonna have our next
call?

yeah, or like when, as you say.
Uh, I remember I'll neverforget this when we had our
first podcast.
We were in the taxi coming backafterwards going to go for food
and you said you have a lot ofclients that are like messaging
you, being like when am I goingto go viral?
Like dude?
It's not.
The reason why the goal isdesirable is because it's
difficult.
So just because you pay anagency or you buy a coaching

(01:06:14):
program doesn't mean you getgoal.
You have to become the personto get the goal.
And then, when you become theperson to get the goal, when you
get the goal it comes.
You become the person, get thegoal.
When you get the goal, it comesnaturally.
It's like this, it's it's almostlike there's an element of
arrogance because it's like Iknew I was that person to get to
that point.
So anyone that knows mepersonally knows that my only

(01:06:36):
goal is to get a million dollarsa month.
It's the only goal that I havein my life.
I'm married, I have my kids, mydogs, I I have my home.
My only goal is to get to amillion dollars a month and
everyone's like is it possible?
And I'm like I am becoming theperson to get that goal and if I
don't get it and if I make$985,000 in a month, I'm

(01:06:57):
certainly pretty happy, but youneed to have thatmark.
It's a benchmark becausethere's many people with half
the intelligence of me, withmore balls than me, that have
got there and that's the ironyof the bell curve.
We go back to the beginning.
As you said, I'm in AFL and I'min all these big programs and
I've invested very heavily in alot of these big programs.

A lot of guys are bro-scaler cowboys they don't
actually have a system or astrategy or whatnot.

They know how to build a crm yeah, like they just
they just got to that stage,which is two things one, it's
kind of funny and then two, it'salso very liberating.
You know, and you often hear mesay that, like a lot, of, a lot
of times you're one degree off.
So I think that largelyeveryone is one degree off their
goal okay, for the most part.
But that is liberating and alsodebilitating, because the

(01:07:50):
problem is that if you're onedegree off, you will never get
there and you'll think, ah, it'sjust gonna come, it's gonna
click right.
But there's a famous story withthis, which is a a plane left
New Zealand to go to Antarctica.
You go in the SouthernHemisphere and they do tours, so
they go in and they go in lowand then you can see all the

(01:08:10):
glaciers and the dial on theairplane was two degrees off.
And because it was two degreesoff, it went straight into a
mountain and it just goes boom,because the dial was off two
degrees.
So one degree is off.
Yeah, you're warm and cozy,making six and a half k a month.
Oh, it's fine, I'm gonna getthere.

(01:08:30):
Two degrees off means anabsolute catastrophe, and I just
think that a lot of this isvery close to home for me,
because I've been in this gamefor quite some time and I built
businesses when I was a kid andthey went to zero.
So it's's like I've feltgenuine pain of making no money,
that now that I'm semi on theway of actually making money,

(01:08:51):
I'm like you don't drop thisopportunity just because you
think you know something.
So, david Dreary he was SamOvens' head of sales at
consultantcom and he released avideo recently which was like

(01:09:12):
you should know that you'reactually shit at what you do,
because I don't care how goodyou are, if you think that
you're great at what you are,you're going to basically fall
down eventually.
So you might be the best personat making offers or content or
or whatnot, but having thatattitude that you're the best is
actually going to kill you longenough.
And it's uh, you know, theseguys are making four million

(01:09:33):
dollars a month, right.

So I think they got a few things right it goes back
down to the level ofself-awareness you have, like.
Are you self-aware enough ofknowing what you are good at and
also what you're bad at?
Because then you are morelikely to, more likely and
willing to learn something new,despite your ego.
100 ego isn't bad.
It's most likely how we use it.

(01:09:55):
Ego is actually really good tohave.
Like you know your strengths,you can utilize them and you can
actually use them as anamplifier.
However, if you use it wrong,then it could be the end of you,
but if you use it right, itwould be the most like the best
thing that we could have, right?
I have an ego, but then I amvery humble when it comes to
talking to you about offers,when it comes to you to talk
about podcasts, and you so aswell with me when it comes to

(01:10:16):
linkedin content, because youknow what you're not the best at
, what you're willing to learn,and so am I, and I think that
type of attitude is what makesthe best high performers not
just entrepreneurs, but overallemployees like I've seen your
team, your team they're good atwhat they do, but they're also
very much willing to learn fromyou and they do not think of

(01:10:37):
themselves as better than you,they think of themselves as good
for their role, and then you'rebetter than them at them, than
them at leading, at doing thescaling thing, at all of these
things, and most people get lostin, like I am good at one thing
and therefore I am good at allthese other things no, it's
coachability, what like 101.

I think if you're listening to this and you're an
entrepreneur, you want to getinto space.
The number one thing you needto ask yourself is am I
coachable?
Am I someone that's willing totake positive and negative and
just neutral feedback?
As James Kemp says, nothing isneither positive or negative.
It's how we interpret it.
So if you're wanting to learnLinkedIn or wanting to learn

(01:11:19):
podcasts, you want to build abusiness.
You need to be coached, becauseyou will be coached by the
market.
So Balaji famously sayseveryone's boss is a CEO and a
CEO's boss is the market,because that will cut you up.
It's like being thrown into agrinder, basically.
So it's a very interestingobservation because if I look

(01:11:40):
back in my journey, right,there's two things I didn't have
.
It's interesting uh, so I builta startup when I was 21, I
built one several times 23 and,uh, both things I didn't have
was one I didn't have trafficand trust, and then the other
thing I didn't have was any sortof what I had was a high ego.

(01:12:01):
So, so I wasn't able to takefeedback.
So I'd look at something, I'dmake sales or I'd get feedback
from people that like it was agood product or whatnot, and I
would over index on that versushow much money was it costing us
to acquire a client?
How much was this costing us?
How much is this costing us?
I didn't give a shit about thedownside stuff or the risk stuff
.

(01:12:24):
I think that's why one of thereasons why I'm so big on data
like you could look, you couldask me any question, any area of
my business or even ourclient's business, and we get so
focused on getting in the trackstuff, because then we can look
at it objectively and then Ican say change the ads, change
that hook, fire that person,let's put in that rep, let's
change that structure just super.
That person, let's put in thatrep, let's change that structure

(01:12:44):
just super quickly.
And I actually have an exampleright now of this woman who's an
amazing entrepreneur, but shegave like 10% to like a partner
and that's really screwed up thesales process, because now she
doesn't lose 20% in a sale, sheactually leaves 30% in the sale.
So it's like, objectively,based on the data that we have,

(01:13:05):
we need to do things.
Here's what we can do, here'swhat I prioritize, here's my
preference in a scenario.
I think that's what a CEO is,though, you know, and most
people are just cowboys.

Well, you're able to identify the problem without
any emotion, but just logic.
Without any emotion, but justlogic.

Just look at the theory of constraints, because
the whole and this is reallyimportant for clients client
work is like yes, there issymptom, but under the theory of
constraints there's oneconstraint that's blocking
everything else from happening.
But all of business is justsolving a series of constraints.
So if we can solve the oneconstraint, that will move into
the next process.

(01:13:41):
So, to make this logical, ifyou do not get leads, you need
to create content.
Okay, without the content beingcreated, we can't get leads.
So it doesn't matter if youhave a closer from fucking Eman
Gazi's program or not.
It doesn't matter, because ifhe doesn't have calls in the
calendar, take a step back.
If you don't have a setter tobe at the book calls, you can't
even have that issue.

(01:14:02):
So this is the irony ofscenarios that you can really
really break it down and theissue that we have is like we
just need more calls.
Ads aren't efficient, fuck.
Okay, what do we change?
Okay, we need more content.
Well, I can only post twice aday on LinkedIn.
I can't post 80 times a day onLinkedIn.
So how much money do we have inreserve?

(01:14:22):
Could we put that into ads?
That is the mental model whenyou're in content with ads, is
that you max out your audience,your time on organic.
You say, logically, are wetruly and I mean truly putting
out max volume of content?
And then are we putting out max, let's say, quality of content?
That can always get better,obviously, but if we have a

(01:14:43):
winner, can we put it onsteroids, which is what
effectively advertising is,because we have maxed out the
front end, okay.
And then, conversely, then ifyou're running an agency, none
of that shit matters, bro,because you only have you have a
fulfillment constraint.
So that's why, for me, when wehad the agency, it didn't matter
if I got 20 likes on a post,because I knew that all I needed

(01:15:04):
to do was close to two clientsa month, because we could only
take on four clients a month,right.
So, again, self-awareness,understanding the bottleneck,
understanding the constraints,understanding for you it was
like it was probably just a.
It was a positioning problemwhich was affecting the landing
page hits, which was affectingprobably the VSL, and it was

(01:15:27):
burning so much calories intheir brain.
They were like, ah, I'm out.
That's all people think.
They're like, ah, I'm out.
And we got to get people tostop doing that effectively as
they go through the buyingsequence.
Okay, let's chat about thewebinars.
So we've been long overduetalking about this for many
podcasts.
We were on top of this in ourlast podcast not the last one,

(01:15:49):
that was a bullshit podcast theone before that it wasn't
bullshit no, it was a uh talkingshit podcast we were do one
sorry we were do one yeah, wewere do one, and there is a lot
of value for them.
It's just that it's alwaysgoing to be uh, I think we can
do more of them, but what Iwould say this is what I also do

(01:16:09):
in gym too is that I preferthese conversations yeah, of
course yeah, I'm more serious,it was just more impromptu.

I was so tired, yeah, and so were you.
It was like 9 pm at night.
My ex-boyfriend was in thecorner so I was like, okay, I
don't want to talk businessright now, but it was nice.
Most of my clients have seenthat podcast and I think that's
why they really like me, that'swhy they've stayed on Retainer,
because they got to see thisversion of me that is not

(01:16:38):
polished and talking about VSLsand webinars, which I think.
That is why the element ofstorytelling and having
interesting things to talk aboutbeyond what you do for work is
important for client retentionand also overall connection
building with potential clientsand overall the large audience
that you have, Becauseoftentimes and this is why again

(01:17:00):
back to Iman Khaji becausewe're both clearly well, I'm a
fan, I'm a fan.
Girlie pop fans is people oftenenjoy Iman's blogs a lot more
than his business content atthis point.

His blogs.

Yeah, his blogs.
Or vlogs His blogs Because itjust shows this other side to
him that people often crave tosee, because people often, often
they want to see what thebehind the scenes of being a
successful person is, and it'snot just via sales offers.
Uh, smma, content is life.
Friends, what do you do for fun?

(01:17:35):
And often, yes, it's just work,but there's little smidges of.
Or you have this religiousstory, or you come from a
buddhist family, but you wear across on your neck.
That's very interesting, why?

and then it makes them connect with my values even
more, which makes them evenmore aligned exact same for me,
like why I incorporate, like thedogs and all my content yeah,
like my wife and stuff.
It just adds that nextdimension that I'm not just I'm
not just a bro scaler, I, I'm abro scaler with dogs.

Yeah, five Four.

Five, four dogs, two cats.

Two cats.
More to come.

More to come, but I do want to talk about how you
run webinars, because the marketawareness or the market you
know, you always talk about theshifts in market.
People say I don't agree withwith this, but that webinars are
like outdated who says that?
People say that they say thatpeople say that yeah who said

(01:18:32):
that cancelled.
I think webinars print moneyyeah, they do and but I want to
walk through.
How do you create demand forthem without creating noise,
especially when you're running alaunch right, just like ah, we
got this launch, ah, we have awebinar?
I feel like there can be moreconfusion.
I'm always worried with theconfusion part.
And then, when you run thewebinar, how do you run the

(01:18:52):
structure of it and how do yousell elegantly on it?

back to the.
What did I call it at the start?
I forgot what was it.
Oh, weaponized incompetence.
So back to weaponizingcompetence.
By the point, I'm starting torun webinars, I'm starting to
ram them in every single day.
It doesn't matter how elegantthe webinar looks like, it

(01:19:19):
matters that there's a uniquevalue proposition.
I will teach you how to writethree posts with AI on LinkedIn
in the next 30 minutes.
The next value proposition Iwill teach you my seven-figure
plasma run in 60 minutes so youcan copy me.
The next value proposition Iwill show you my BSL funnel
breakdown so you can steal itfrom me.
Those value propositions, forme, outperform the need to over

(01:19:43):
systemize and over schedule andtime the webinars right, so the
market is aligned, becauseunfortunately, the market will
never be perfect.
The market will never bealigned.
There is not, not ever.
Not everyone would be at theright buying phase at the right
time when you want them to dolike.
If I was to sit down and think,okay, when do I run this launch

(01:20:04):
and is the marketsophistication going to be at
this point and are all of myaudiences going to be ready to
buy by this, then I would haveactually imploded and exploded
and died.
For me, velocity momentum.
How am I building momentum asfast as possible?
Launch day 5th of May till the15th of May.
We've got 10 days.

(01:20:24):
Everybody knows, okay,everybody knows.
More importantly, I know that Ihave 10 days to go, full send
on this thing.
And I'm not leaving anything,as I wish I had done this
Because, again, I think I saidit on your last podcast I rather
do the thing and do it wrongthan not do it and regret it
Right.
It is better to regret doing thething that do it wrong than not
do it and regret it right.
It is better to regret doingthe thing that didn't work than

(01:20:46):
not doing the thing that thatdidn't work and not knowing if
it could have worked.
And I think back to the overcomplication and the belt the
belt curve.
We wanna schedule perfect thebanner, the link.
Is the link in bio correct?
Oh, I need to.
I need to put the right name inthe link.
And um, it needs to be at thisperfect time because everybody

(01:21:07):
in different time zones is awake.
I run webinars at 11 am, atnight, pm at night, at 2 am, at
5 pm, 4 pm, it didn't matter.
What matters is that I neededto take to turn my attention
into traffic, then that trafficinto conversion.
Whatever method I used webinar,sales, funnels, the website I

(01:21:27):
just did everything to that.
Now, with the webinar process,have a nice title that solves
one specific problem.
I'm going to teach you how towrite 30 posts with AI in the
next 10 minutes.
Simple, send it to an emaillist, blast it out.
Schedule it two days in advance.
Hopefully, if it's me, I'm out.
Schedule it two days in advance.
Hopefully, if it's me, I'mprobably scheduling it full
hours in advance at one point,and so schedule it.

(01:21:48):
Get, at least, hopefully, 100people.
Come into the call.
Then explain the thing, solvethe problem, leave a gap for
understanding that the problemis simple, that we know their
pain.
I can give them the solution.
I've given you the system, butyou need me to implement that
framework, because you know thatwithout me, you cannot

(01:22:09):
implement it on your own.
And this is how you run asuccessful webinar.
It is not about gatekeeping theinformation and not letting
them know what the problem.
The solution is is giving themall the information so they know
that they need you to implementthe thing.
So, hey, here's how you runyour AI content system.
You need chat, gpt, you needthis prompt and this thing.

(01:22:31):
However, now to get it to goviral or to get it to generate
sales on demand, you need thisother thing, and that other
thing is my six-week program,where I'm going to explain to
you exactly how to take contentto monetization.
In six weeks, straight Done,sold, five tickets in.
Now.
The thing that worked best thistime, though, is again back to

(01:22:51):
the point I think we didn'tspeak about yet the point where
my audience because I'velaunched so many times and my
audience is not growing atrocket speed is not duplicating.
At the point where I'm hittingthe millions.
I'm not a million, I'm a 250.
I grow by 10,000 followersevery single month, which is a
lot, but it's not enough tobenefit from the volume gain to

(01:23:15):
then be able to launch products,often right.
This is why big creators areable to monetize a lot with
launches every two months,because they have the benefit of
a larger audience, meaning morepeople are coming into the
funnel, more people are goingout, more people are coming like
.
I don't do that because I'm notdiversified.
That's a problem, but that is ame problem.
Like people at 10k followersdon't need to focus on this, but

(01:23:37):
that was my problem.
So then I encountered thisproblem where it was more so.
People were alreadysophisticated enough in my many
different offers.
They had to choose.
So then what I did in the backend and you saw me doing this is
, instead of focusing on newclient acquisition, I focused on
upselling the current clientsthat we had from our current
cohorts.
So then I started running miniwebinars within my current

(01:24:00):
programs.
So then I had to kind of likeswitch the webinar funnel from
new person.
I explained the problem.
I gave them solution incompletesolution.
They need me, these people thatalready bought from me.
The point was getting them tosee that this problem that they
currently have will then besolved at an accelerated way by

(01:24:23):
joining the six-week program.
And so I went in into mycommunity, into my coaching
office, into everything beinglike come to the school.
I'm going to address thequestions that you have about
the program, if you have any,and the questions were okay, how
is this different Questionanswered, sold Within two
seconds of I solve that problem.

(01:24:43):
I'm in.

I remember I was there, I was actually here and I
listened to it.
It was a woman that was like oh, like I don't know, can I join
the calls?
And you're like do X, y, z, howis it different?
Abc and it goes back to thebell curve, like I was that's so
obvious to me, though, like Idon't understand why you weren't
doing that.
That's like the suit.

It's honestly like so fucking stupid because I was
thinking like the person thatlaunched her first program,
which was getting you new peoplein and out.
Because by this point I'moperating from a point of
experience rather than newknowledge and acquired, you know
, gain of like, I am aware thatI have this new, this, these
people that can be upsold but Ithink this is like a lack of

(01:25:26):
awareness of like ltv though,and it's not you right, it's
like what you take the wholething.

the reason being is because we do sponsorships.
We play sponsorships on a chWilliamson's podcast.
Let's just use that as anexample.
I spoke with my sales team thismorning and we focus on new
leads that come in and we dolike 100K a month roughly on new
leads, and we have old leads,and I literally sat down today

(01:25:52):
and I was like let's go back topeople who bought in 2023 and
2024.
Tell them an update on thepodcast that we run, tell them
the data and ask them can we doyou want to go back and do
bigger buys?
It's just like obvious.
So there's like purchases thatwere closed, and then there's
people then who booked callsdidn't close, who sit in a CRM,

(01:26:18):
and then there's people then whowork adjacent to the clients
that we have.
So, let's say, agencies that webuy from, we buy sponsorship
slots from.
It's kind of complicated, butit's like different buckets, but
the the answer was like how arewe going to get to for this
pretty specific product?
300k a month, it was.

let's go back to people who've already bought
from us but it goes back for methat the answer is so simple to
you because you've seen itbefore.
I hadn't seen it prior becausemy agency days have been gone
for so long where I forget aboutLTD or LTV.
And so back to what you weresaying on data.
It is important to look at thedata so you know where the

(01:26:54):
bottleneck is.
So then I looked at the data, Isaw who.
I went into the data when thingsweren't working and I looked
okay, who are the people buyingthis thing and the people buying
the thing within the pre-launch?
The pre-launch did better thanthe first four days of the
actual launch.
Why?
Because it was geared to thepeople that were within our

(01:27:16):
programs.
But I didn't realize because Iwasn't looking at the data.
I was focusing on volume ofcontent pushed out, right, that
was my main focus.
But then I went back and lookedat the data and then I was like
, okay, so then, based on thisthing, we can go from a to b by
then retargeting and upsellingthese people but this is the
funny thing, right, is that?

because?
Is that, because of the factthat you took the time to have
data, you were able to make waymore money?
Right, because otherwise you'rejust frantically running around
the internet being like, oh, Idon't know what to do.
I don't know what to do.

And I did for like two days.

That's what I mean.

Then I had to sit down and I was like what the
self-awareness level where it'slike you know I could have
played the blaming game so hardand I did for two seconds Like I
was.
You know I'm not going to say aperfect, I am the Belkoff meme,
that's what I make fun of.
I was like oh my God, where isit going?
Oh my God, I'm going to cry.
Please help, oh I need.

(01:28:11):
I was so close to buying thisthree courses about how to
launch a product.
I literally was that person,Because you enter this fight or
flight mode where you don't knowwhat you don't know and you're
scared of not knowing anything.
And then it goes back to like,at least that's how I react to
problems.
But then and I also I'm a girl,so like it goes back to, I
react emotionally, naturally.

(01:28:31):
But then I have to switch it togo very logical, like very
broad scale mode.
It was like look at the databro to me like no, look at the
emotions.
That's how I operate.
Unfortunately, that's myadvantage and disadvantage as a
woman in business.
But then you, I went back intodata.
Looked at it.
Luckily we have it.
Luckily I have access to it.
Luckily I know where to look.
Luckily I know how to operate.

(01:28:52):
We have Klaviyo and look at CTR, open rates, who is clicking,
who is buying.
Go to Stripe, cross-referenceit and look.
Okay, this is happening forthis.
But if I was a beginner I wouldhave had no idea what to look,
but that, luckily, that justcomes from maturity of me being
in the market and then learningas I go, which is the main

(01:29:16):
benefit of being scrappy at thestart and not trying to scale
too fast, because I learned howto do it all by myself.

So then I don't know where to look for problems and
solutions yeah, it's sointeresting because I take the
example when we were at themastermind.
When you, uh, when mark markasked us, uh, one of the guys
with his emails, he's like allmy email list is cooked.
And then my immediate reactionbecause you've more experience
with email than I do, thanks,love you guys.
Check, is that focused.

(01:29:43):
Because you've more experiencewith email than I do, my initial
reaction was Where's my coffee?
I didn't think you wanted one,you just had a coffee.
It's okay, it's alright.
Basically, mark said, oh, likeI have a, my email list is

(01:30:07):
cooked.
And then I said yeah, is anyonebuying from it?
And he said no.
And I said yeah, it is cooked.
And you said no, the headlinesaid yeah, it is cooked.

Then you said no, the headlines are shit and he
looked at me with such disgustlike I felt like I he hated me
for that but it was a but.

This is why I said to the guys later, which was
like this is the big differencewith like you is the fact that
you had gone through thisproblem so many times and over
and over again and for years andyears and years, that you knew
that if people aren't openingemails, it's because, yes, it
could, because the email iscoked.
But is that a?
Is that a?
That's a symptom, but theunderlying issue is this guy.

(01:30:45):
This guy's headlines are shitand it was a very for me, it was
a big awakening once again asto a few things one, how direct
you are and how you can getamazing results of people
because you're so direct.
Um, I feel it's kind ofdifferent when it's male and
male that's sort of nerdy, butbecause I think, like guys
respect you more, becausethey're like kind of scared of
you, um, but it's true.

(01:31:07):
And then, secondly, then it'sjust like the laws of the game,
which is like you understand theunderlying thing, right,
underlying message.

It's kind of how I look like look at a podcast well
, I think, um, yeah, that levelof scariness just comes from me
being having to become sostraightforward after being let
down by the market gender rulesthat I just had to accept it
just becomes in a male dominatedindustry.

(01:31:35):
When you're a woman in businessthere needs to be you're either
perceived as just a beautifulgirl that's just being a girl
and figuring things out, orpositioned as someone that's
scary and is standing onbusiness.
You know there is againpositioning matters so much.
How you position yourself fromthe start is how people are

(01:31:57):
going to perceive you.
First impressions matter themost.
That's why our headlines andprofile pictures on LinkedIn are
optimized to make peopleperceive us in some sort of way.
The way your profile picture onLinkedIn is and the way my
profile picture on LinkedIn is.
We are perceived as influentialrather than friendly.
That's why we're not smiling orthat's why you don't have a

(01:32:19):
photo with your dogs in thatyou're just positioning, and
that is so important when itcomes to real life positioning
as well.
So I'm not here to play.
I'm not here to give you thefluffy answer.
I'm here telling you whatyou're doing wrong and you're
gonna have to pay attention tome.
I opened the mastermind beinglike what did I say?

I said something like if you're, if you're here
so that I like say good thingsabout you.
Like you're in the wrong room.

I was like, get out .
Like if you're here to play,like, just get out, like I'm not
here to give you the adviceyou're about to.
You wanted to listen for me andthat is important because it
makes people listen and take meseriously.
But if I open with a hey guys,my name is la and I'm a content
creator and influencer and Ibuilt a business and, like I'm
just a girl, do you think thatwould have landed?

(01:33:09):
Well, no, but it is those smallnuances that I had to implement
over three years of myexperience of seeing how people
react to certain approaches tothen make my own hit so hard and
resonate.
Yes, it may not be fair.
Yes, it's not the best.
Yes, it is.
It is an alter ego that I haveto put on, because you and I

(01:33:31):
know that I underlyingly, yes, Iam a girl, but I can switch it
on where I'm like in businessmode, where I'm literally
standing on business.
I know data, I know logic and Iknow that I underlyingly, yes,
I am a girl, but I can switch iton where I'm like in business
mode, where I'm literallystanding on business.
I know data, I know logic and Iknow how to react to certain
things.
Right, but it is what works.
It is what works for me and iswhat's ultimately going to get
me to that ultimate outcome thatI want to hit, which is 1
million, 2 million, 3 millionwhatever it is, I'm playing that

(01:33:57):
, yeah, but again, we always tryto power dynamics and it's
about how you want to positionyourself, because for me it's
slightly different.

Right when I started working with michael, my
personal uh, public speakingcoach, he said I was too high in
competency, or I was high incompetence competency like 10
out of 10 competency, whereas Iknew my thing, but I was very
low and warmed, so, as a result,people weren't warming to my
content or to me.
So I would speak on stage andI'd be very overly indexed on do
this, do this, do this, whereasI had to, like, bring it down a

(01:34:22):
level and be more focused onconnecting.
So you'll often, if you everwatch I have a couple of
speeches coming up and they'llbe recording.
You're going to be at one ofthem.
I will laugh at all thesethings that are self-deprecating
.
I will ask, I will ask allthese things that are
self-deprecating.
I will ask, I will askquestions and I will say jokes
deliberately, because it bringsdown a front that, oh my god,
this guy is just trying to broscale me and, as a result, it

(01:34:45):
warms people up to me.
So, again, it depends firstlyon who you are and then,
secondly, what's the messagewe're trying to convey to that
person?
And I've just seen, like leadsales, everything has skyrocket
from being more relatable.
And then let me give you anexample.
This is what Hormozy does, butyou just don't see it.

(01:35:05):
So he will say he will stand onstage this is a famous video
that I send you, uh, which islike his sales training and
he'll get on stage and be likeall right, this is how you build
a hundred million a year, uh, ayear, uh, sales team, uh, from
someone who's making half abillion a year.
And then he would look aroundand be like who here struggles

(01:35:25):
to book calls and everyone'ssuper awkward because it's from
ozzy, and he's like oh, just me,then I'm the only dummy.
He's like who here can't closea sale as much as they can't
close the door, and no one willlook.
And then he'll be like oh, it'sjust me then, and he'll,
they'll laugh and it'sself-deprecating.
And then everyone's like and hedoes that really well, he
smiles because he knows he needsto smile.

(01:35:46):
You can fucking give a shitabout smiling, and behind closed
doors he probably doesn't care,you know.
So, yes, the character.
As to your point, is it fair?
No, do you need to play intothe character?

100% well, at the end of the day, entrepreneurs
are also entertainers.
100%.
We have to make ourselveslikable, um, we have to make
ourselves resonate, especiallywhen you are 10 steps ahead of
the person that's listening toyou.
You have to come back to baseof like.
I am just like you, you're justlike me.
I did that as well in themastermind, where I was like I

(01:36:22):
was I.
I realized this and I correctmyself as well, because I like
none of us are perfect.
When we're speaking, it's likemaybe I'm going coming across as
too blunt, and then I go oh,but I used to have this problem,
so that's why I did like.
I used to have no sales, myemails used to be like shit, but
then I did this one thing thatI'm telling you to fix it.
And then guess what?
Now I'm here, you know, and soyou know is being able to like,

(01:36:48):
know how to speak and how tomake those self-deprecating
jokes, but also understand howto correct yourself in the
moment when you're doing itwrong.
You know'm over-indexing on thelogic and I'm coming across as
very scary and I think I'mshouting at people.
I'm so sorry.

That's such a good point, because the biggest
feedback that I get a lot oftimes when people come into my
world is that they feel likethey're in the same position
that I was in and they feel thepain and I'm like, yeah, dude,
it sucks.
I'm like, yeah, dude, it sucks.
I know what it feels likeRelatability, likeness, trust
and it's all again pure Charisma.
But it's also we can get to that, but it's also just authentic.
And I know we always chat aboutauthenticity, but it is

(01:37:26):
authentic where someone's like Ifeel like I'm in your position,
I'm like, yeah, bro, that'sshit.
I remember exactly how that was.
Here's what we're going to dobetter.
And charisma is kind of the,the last piece of that puzzle of
a competency warmth.
Warmth is charisma, you know.
So someone like dakota, he'scharismatic and he's like

(01:37:47):
self-deprecating and he's likefunny and so on, and he's a high
level of charisma and like hespoke at in our program and I
was just laughing for most of itI actually asked him has he
considered doing stand-up?
yes, he does yeah, and I waslike you should actually just do
stand-up.
I say you'd actually just smashit.
And I think that those things,they're all skills and you can

(01:38:09):
learn competency you can becomemore competent.
Like confidence is a precursorto competency, right, you have
to get one to become the other.
Same at Warm, you can injectthis, you can learn it.
And the last step then ischarisma.
You can become more charismatic.
There's literally charismacoaches on YouTube.
It's a thing you can learn.

I love charisma on command.

And you can pull that into your content written
or in person, dating, everything.
Everything is based on thoseparameters and it's ironic
because you see a lot of thebiggest guys on linkedin.
A lot of them aren't very warmin person that's why they don't
do video exactly and it's okaybecause they know what their

(01:38:52):
strengths are.
A lot of the written people ingeneral in life they're
introverts yeah, they're notgoing to be good at speaking,
and the irony was that I was aspeaker and I had to write a lot
as a result, and I think, to behonest, right, stop being a
fucking princess, like learn it.
Like don't we just learn it?
You know what I mean?

what writing?

vice versa.
Right, I was super dyslexic, tothe point that I couldn't read
or write in school, that I wastold to not read or write.
And then I launched my podcastand I was like I need to promote
this on LinkedIn.
I need to learn how to write.
So, yes, I didn't want to do it, yes, I felt awkward, but I
just fucking did it.
And then vice versa, as youknow, brian Chow and June Chow

(01:39:34):
those two guys are Korean theygot into video and they didn't
feel comfortable with it, sothey learned public speaking.
Was it awkward for them?
Extremely, I imagine theyprobably did acting classes,
public speaking coaching.
They weren't princesses aboutit and that's why they are
successful entrepreneurs.
Just because you don't likesomething doesn't mean you
should just avoid it completely,right, especially if it's

(01:39:55):
standing in the way of yougetting the goal.
If you don't like, if you, ifyou want to record youtube
videos, but you feel awkwarddoing it, you don't not do it,
you just get better.
And this is so like raw advice,but like there is an element of
like part of the me uh bellcurve which is like just get
better at the thing.
I mean it's funny because youlooked at a few of my clients

(01:40:15):
videos and and you said, yeah,yeah, like you know, editing is
good and stuff.

It's a great script , but they don't know how to
read a title from.

Yeah, it's like they just need to get better.
And then that kind of like hitme.
I was like, fuck, maybe I justneed to tell them they need to
get better too, right.
And it's like of like whenyou're going to the gym, right,

(01:40:44):
I call one of my team members,like guy's great physique.
He's 19 years old, his testcouldn't be more true to roof
and he's like I won't makeenough progress.
I'm like, well, you just needto do it for six more years.

He's probably looking at you, shredded you
know, but that's the thing,though.

It's like you just need to do this for six more
years because his food's dialedin, his sleep's dialed in, his
training's dialed in.
It's like, yes, dude, you aredoing everything correct, you'll
become great at it.
It's ironic, right.
An observation I have of you islike I don't think you realize,
like, how valuable the stuffthat you do has on other

(01:41:23):
platforms.
You know, like youtube cameeasy to you and I know they were
all like your best.
Like you know linkedin postseffectively about how to grow
and xyz and so on.
But you started my mastermindbeing like oh, like, this is how
you do content on linkedin.
But I had to mastermind beinglike, oh, like, this is how you
do content on linkedin.
But I had to interrupt you andI was like this is just content
in general, guys.
Like there's the attentionmarket, there's the community

(01:41:45):
engagement, there's the notbeing a potato, right.
So I think, like almost like alimiting belief you have is that
your content isn't transferable.
Your content like thesis isn'ttransferable to other platforms,
when it absolutely is.

Yes, but nuance.
So example very interesting.
I taught the Slay framework atthe Mastermind right Slay
framework my framework storylesson, actionable piece of
advice.
You, that's our writingframework, right.
And so I saw people trying toimplement it live two days after

(01:42:23):
they're like oh, I'm using theslave framework, I'm using the
same framework, right, wrong,because that is a framework
specific.
How I taught.
It is like in the how they'velearned.
It is as per word by word,instruction by instruction.
So this person wrote the captionwith the slave framework, but

(01:42:47):
he didn't have the nuance to useit in the video short, whereas
where it should be used, right.
So I think, yes, there might bea limiting belief from me, but
also it is a limiting beliefalso in my constraint of
teaching.
What works well fast onLinkedIn may not work well fast
on Instagram, for example.
So if you don't have the logicto understand that this written

(01:43:12):
framework can then be used as ascript framework instead of just
a caption, then it's not goingto work.
So the person used a clip cutfrom a podcast, whatever.
They didn't understand thatthis lead framework could have
worked well if they used it intheir script rather than the
caption.

Yeah, makes sense.

But my problem, the reason why I say LinkedIn
specifically, it is because Iknow when they use these
specific frameworks, the outcomeon linkedin would create
velocity momentum rather thantrying to figure out where it
goes where.
Because on link on instagramand the reason why I'm opposed
to so far so forth is because oninstagram you have different

(01:43:51):
moving parts.
On linkedin you just have onewhich is written and photo on.
On Instagram you have video,you have the overly compete,
like the saturated Instagramfeed where it's like real, real,
real, real, real, real, real.
On LinkedIn you don't have that.
So I am more able to get someonefrom point A to B as fast as

(01:44:14):
possible with a single frameworkthan then me having to then
think oh, is the Instagram storyhack, the video scripting hack,
the captions, the B-roll thatyou used the length of the
caption, the hashtags that youuse the DM giveaway framework,

(01:44:34):
all of these things.
So it is not that I amreluctant to use this, because I
do know it works.
I am more reluctant to teach itfor the platforms, because then
I am trying to avoid, avoid.
How do I say it?

It's like the delta and the variance, with all the
external variables.

There's too many external variables that I am not
comfortable with dealing yetbecause I don't know.
I am not inherently intuitivein that platform, yet I am
inherently intuitive in linkedin.

So but you did it in youtube.
That's the whole point, right?
Is that I?
I completely agree with you.
However, the like slaveframework, which is awesome, can
be translated into a realscript.
Yeah, it's just a real, but thenit can also be elaborated on
with um youtube.
So let's give an example.
So the lean writing method bydickie and nicholas cole starts

(01:45:25):
with a tweet you know, you'refamiliar with this right and
then it expands, and expands,and expands.
It's the same shit as in yourmental model, but that is the
same thing.
So I think that they've had alot of success with going from
linkedin to you, linkedin toinstagram, linkedin to x, and
then into youtube under oneindividual platforms, and then

(01:45:47):
into newsletter.
You know, and this is howthey've built such a fucking big
business, right, it's because,like I'm just saying, like the
mental model between them it is,but then it does come with the
amount of reps that they had onTwitter to then be able to
afford to write long-term.

So, when it comes to teaching beginner-level
people who are already opposed,this is what I am over-indexing
on.
I'm trying to under-optimizetheir interest in multiple
platforms and their alreadypre-validated fear for posting
on LinkedIn.
At the very start of themasterclass, I literally

(01:46:21):
separated people into two groupswho's posting on LinkedIn and
who's not.
So I realized that there's somany people that already have
all these objections to postingon it on LinkedIn and they
already.
There's like a very smallfraction of people that are
posting on LinkedIn that theylove it.
So I had to over-index on.
It's easy just do A and B andit's going to lead you to the
highest outcome with the mostminimal input right, most

(01:46:43):
minimal, bearing in mind.
I did shout at people for 30minutes telling them that they
needed to do like the verynon-scalable things, because
doing the things that don'tscale will lead you to the
highest outputs every singletime.
No matter how much you try andover automate something, if you
do the things that don't scale,you will become the best person
that you can, because you're notautomating personalization and

(01:47:04):
you're not automating everythingelse, and that is the thing
that matters.
So when I'm trying to explainit, yes, I am on their indexing
on the sophistication andputting them on other platforms
because I want to, I want themto win in one platform, so then
they're able to be like, okay,this shit works, let me try, and
then put in the reps, then putin more reps, then be able to

(01:47:26):
diversify from linkedin posts tothen youtube script, because if
you're able to create alinkedin post that works, then
now you're able to understandthat you're able to write
concisely, communicate wellthrough written word, and then
you're able to now create thescripts that you really, really
want to create.
But then it's optimizing fromthis thing called the winning
effect, when one single win canlead you to create momentum,

(01:47:49):
because you validate your ideaof yourself that you're able to
do one thing right, and then itcreates this momentum for you to
win and win again.
That happened to me when Ifirst posted my LinkedIn post.
If I didn't benefit from thewinning effect, which came from
me taking advice from multiplepeople that I saw on LinkedIn
that I had been reverseengineering, taking that in

(01:48:11):
understanding one framework andthen going viral that same day.
I was able to then benefit fromthat momentum because I knew I
was going to get it right.
So I'm trying to create thatmomentum for other people when
I'm teaching them, rather thanhaving them again ruminate on
this oh, I can't do this.
Therefore, I can't understandthis and I don't know how to

(01:48:33):
write a post, and then I don'tknow how to write a LinkedIn
post.
Then I don't know how to writea post, and then I don't know
how to write a LinkedIn post,then I don't know how to write a
newsletter, then I don't knowhow to take it into an email,
and so on and so forth.
That's my problem that I hadwith Dan Coe, when his usual
writing model is oh, I justreally write a very long
newsletter and then thatnewsletter becomes a YouTube
script and then that YouTubescript becomes five tweets and

(01:48:56):
in those five tweets I thenrepurpose onto LinkedIn.
What people and then I was aperson that I wanted to follow
that because it just seemed sosimple and the problem with
oversimplifying things for anaudience that isn't
sophisticated enough that andthat doesn't know what the real
work behind the scenes is thenyou end up making them feel like

(01:49:20):
they're incompetent.
But you're not bad at things,you're just not good at them.
Yet, and that is the thing thatI'm trying to get people to
understand.
It is more.
It comes with a small rep andthen with that consistency, then
the reward comes, where you'reable to then take one LinkedIn
post that went viral and thencreate a viral video.
Because when I tried the Dankoapproach, where I'm going to

(01:49:44):
write a really long newsletterand then turn it into a YouTube
script, well, the newsletterisn't optimized for the first
three seconds of a hug onYouTube, right.
The same newsletter isn'toptimized for the small
retention that a LinkedIn postneeds to have, right.
I'm optimizing for logic andnuance and how sophisticated the

(01:50:05):
person reading this is.
And ultimately, when I'mtargeting a broad audience, I am
aware that this broad audiencedoesn't understand the other
minimal, crucial,overcomplicated, minimal middle
of Belkov meme things that comeinto play, have to have and take
part on.

So my content got 10 times better.
The second.
I stopped doing that.

Yeah, everybody's content gets better when you
stop following the big creator'sadvice.
Because again, I have thisthing and I hate to say it Danko
, justin Welch, maybe even Alex,are as much as we like to say
that they're equals to us.
They benefited from the goldenage of LinkedIn, like Justin

(01:50:51):
Welch really really hit it offin 2020 when no one else was
posting on LinkedIn.
Same with Danco.
So they may be really good atit and they are, they're
incredible at it, but they alsohave this benefit of first mover
advantage that we often do notsee.
So when Danco goes, you are theniche, I am like no, you need

(01:51:11):
to niche down until you becomethe niche.
You niche down, then you widenup, then you level up and then
you become the niche.
Dan niche down, then you widenup, then you level up and then
you become the niche.
Danko started by dominating aniche of one in the design
industry.
Then he started creatingcontent about design.
Then he realized, okay, I'mgetting all the reps in design
and I know how to write.
Now I'm going to level up andbecome a writer overall, because
I learned how to talk aboutdesign in a very specific way.

(01:51:33):
So then I'm going to take thatknowledge and then implement it
into a broader market, and thenthat broader market became
YouTube, twitter, newsletter, soon and so forth, and now he has
his courses call text and allof these things.
But again back to person at thebeginning stage is looking at
what the people are doing.

(01:51:53):
Oh, I'm not going to copy whatthey say, I'm going to copy what
they do Wrong, because thenthat's going to lead you into
six months of you wasting yourtime and it hurts me and I'm so
passionate about this.
I'm literally gettinggoosebumps about it because I'm
getting so angry because I wasthat person who wasted all of
his time trying toovercomplicate and over index on
the thing that these people aredoing, rather than the one
thing that was going to get meto that one output that was
going to get me to that socialproof, authority, mastery of the

(01:52:16):
subject.
In order to be an expert, youhave to be do, to be willing to
do the things that take you tobecoming an expert, rather than
pretending to be an expert whenyou don't know anything.
And so that is an issue.
That that is an issue that mostpeople have, especially
beginners and even advancedpeople like I.
I speak to so many seven, eight,eight-figure entrepreneurs in
the DTC space, e-com space, smmaspace, everything and they're

(01:52:38):
trying to create thismulti-platform approach.
That is just not going to workbecause they've dominated the
business space and they are veryhyper-logical but, like you
said, then they're over-indexingon the hyper-logic and they're
under-indexing on the charisma,on the content, on their ability
to communicate.
But then when they try and overdistribute their content onto

(01:53:02):
other platforms, when it's themsitting down in a podcast and
they're just like this, theydon't have any emotions.
They're talking about dtc andmr and like how to scale, almost
like some ovens.
That's why his content may notresonate with a lot of people.
When I watch some ovens Icannot be retained because he's
so monotone and then that mightwork for other people.
But for a broad scale, whereasideally where the most people
that are building a personalbrand actually want to get to,

(01:53:24):
which is fame, level status orat least micro niche fame, it is
not going to work when youdon't have all of these other
elements optimized, especiallyyour ability to communicate
concisely and have a level ofcharisma or being able to move
your hands so you're interactiveor look, or having some sort of

(01:53:45):
distinguished look.
When I was taking coaching fromBrett, he was able to tell me
something that I hadn't reallyperceived.
One of the main reasons why I'mable to stand out in the market
is because I have an accent, isbecause I look a certain way,
is because I dress a certain way.
You as well.
You have the, the hair, youhave the, the, the blonde hair,
all of these things that make usdistinctive.
But if you do not understandwhat makes you distinctive and

(01:54:06):
you look like everyone else andyou don't have all of these
things optimized, like yourability to communicate, then
you're gonna blend in.
So I'm going.

I'm in the middle of the bell curve right now I
completely agree with you,though, because that was a whole
theory with my podcast too.
Right, which I was known forpodcasting, helped me with our
podcast, building a podcast,turning it into a business, and
then it was like huh, we'd reacha critical mass that we can
still help that cohort pluspeople with youtube content.
And then it was youtube pluspodcasts, and not just for

(01:54:36):
podcasters but for businessowners.
So it took five years to getinto that threshold, but that's
where I run a mastermind andsomeone's like well, you have an
entire ecosystem of productsand services and offers.
You have an agency and acoaching program.
Can I just do that?
And it's like no, you need toget your one-to-one fucking
bread work course working.
We need to get 50 clients inthere.
We need you to run it so manytimes that you've you've got rid

(01:54:59):
of all the fat of it, you'vebroke off all the fat so that,
therefore, you are that personthat I can do things right,
because even like you have lotsof uh, small one-liners, so do I
.
They come from you fucking thisup so many times that you're
like oh look, I'm gonna say likethis, I'm gonna say like that.

All Episodes

#289 Lara Acosta - This One-Person Business Made $1.5M with NO Sales Calls

Episode Transcript

Popular Podcasts

On Purpose with Jay Shetty

Crime Junkie

Ridiculous History

.css-15opob5{left:0;position:absolute;top:0.8rem;} All Episodes

.css-14f5ked{margin:0;word-break:break-word;display:-webkit-box;-webkit-box-orient:vertical;box-orient:vertical;-webkit-line-clamp:2;overflow:hidden;}#289 Lara Acosta - This One-Person Business Made $1.5M with NO Sales Calls