#302 Jeremy Haynes - The Only Playbook You Need to Hit $1M/Month - Kickoff Sessions

Episode Transcript
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Darren (00:00):
What is actually that first path that you would take
with someone to go from 50, 100ka month to a million?

Jeremy (00:06):
Judge yourself based on the speed in which you solve
problems.
Judge yourself on the speed inwhich you grow.
Judge yourself on theaccomplishment, on the outcome,
on the result.

Darren (00:17):
What do you see is the best funnel that you're
optimizing for with your ads andyour sales team?

Jeremy (00:23):
No matter how you choose to do it, no matter which
specific funnel funnel you biastowards and you should bias
towards whatever your strengthis, whatever's working for you
organically is typically whatyou should roll over to your
paid advertising side of thingsall right, man, let's kick off.

Darren (00:35):
So I think you know, if someone is listening to this
and they're like jesus fuckingchrist, like jeremy gets people
to like million a month and I'mnowhere near that.
What is actually that firstpath that you would take with
someone to go from, let's say,50, 100k a month to a million?
What's the first thing that youlook and identify for?

Jeremy (00:57):
Yeah, very important.
You start off with the mentalframe you have on money.
When you're looking at a mil amonth, it's a lot of money.
It's going to be a tough pathto ever achieve.
Typically, the things that youachieve are the things that you
view as small or realistic orwithin your reach.
So very important to noteusually the small people like in

(01:19):
that range that you're talking,dude, somebody at 50K a month
is not even a fucking grossmillionaire, yet they're not
even making a gross milliondollars.
It's like they struggle withthe idea that a is not even a
fucking gross millionaire, yetthey're not even making a gross
million dollars.
It's like they struggle withthe idea that a million dollars
is no fucking money at all.
And, it's very important tonote, it's very easy, through
data and conditioning, tominimize that number and

(01:40):
minimize any number for thatmatter.
Make it realistic, make itbelievable through data.
Right, the main thing that youhave to do is you have to go
through this process of likereconditioning the numbers.
Okay, and when I say it's donethrough data, just as an example
of this, I'll give you somerandom data the United States
government.
They say $40 million a year orless is a small business okay.

(02:02):
Therefore, a million dollars amonth, that's only $12 million a
year.
That's still really close toabout one-fourth of the number
that you're still under theclassification of a small
business in the eyes of the goodold United States government.
A million dollars a year, likedepending on where you live at,
you're getting fucked on taxes.
You likely have some seriousexpenses associated with that

(02:23):
revenue.
You might as well go work afucking corporate job and get
taken care of and coddled at oneof those places that feeds you
all day and gives you healthinsurance and benefits, because
you're going to net about thesame amount you would have made
if you would have just gone andworked a job.
There's no point in taking therisks of being a serious
business person unless you'regoing to make some serious
fucking money.

(02:43):
You have to be able tonormalize things.
I'll give you a great example.
I have a $400,000 car, one ofthree other cars that I have.
I went into that dealershipwhen I bought that car.
It was, without exaggeration,one of the cheapest cars within
that specific dealership.
On the floor of that dealer isa place called Prestige Imports
here in Miami.
They had eight Paganis, thecheapest one of which was $3

(03:07):
million.
You walk in, look to the leftimmediately, Bugatti Chiron Pure
Sport.
Bugatti Chiron Pure Sport,Bugatti Chiron Pure Sport.
It's like $3 to $5 million cars, depending on the mileage.
They had a specific Lamborghinimodel.
It was a race car.
I still don't even know thename of it.
Looked like a Huracan but I waslike, is that a Huracan?

(03:28):
And they were like, no, it'snot a Huracan, Like almost like
I disrespected this specificrace vehicle that I saw, you
know, and I was like, how muchis this car?
And it was like a fucking $1.2million car I'd never even heard
of before.
The moral of the story is andfeel like you bought a cheap car
relative to the conditioningand the environment in which you
participated in.
It's like I live down here ingood old Miami Florida.

(03:48):
I've lived here 12 years andover the last 12 years the
city's continued to thrive theentire duration of time, like it
didn't just rapidly evolveduring the COVID era.
It was like this the entiretime.
It's like right across thestreet from where I live just
the other day, sergey Brin pullsup on a $450 million yacht.
Now I want to be clear when Isay this.
I don't in any way, shape orform aspire to own a $450

(04:08):
million yacht.
That's not within my playingcards.
That's not something that Igenuinely want in my life.
But I'll tell you this that$450 million yacht sure makes a
$5 million yacht feel like it'sfree and it conditions down what
you might historically haveviewed as a large number to
something that is extremelyrealistic, within your reach,

(04:28):
fully something you can grasp.
It's very important to note.
I actually, when I startedmaking content and talking about
million-dollar months, Iactually tried to pick something
that was smaller than what Igenuinely believe.
I wanted to talk about instead,because when we work with
clients, our goal in order forus to get what we want out of a
deal, when we do an agency revshare relationship, we want to
get paid 100K a month off a deal, and we do that off of net rev

(04:51):
shares.
So net profit shares areessentially how we operate.
That means I have to netsomebody off of actions that are
trackable back to me a milliondollars in a month.
So in every deal that we do, weactually have to vet for
characteristics and be capableof taking that deal to a couple
million dollars a month for themto have the potential to net
out a million a month to pay usour 10%, get our a hundred K a
month that we're looking for.

(05:12):
So the moral of the story is islike even that even me sitting
here talking about milliondollar months, when I sit there
and like break down all theselessons from people who have
been there, done that, there'sum, there's just so much
conditioning that goes into itto just minimize it, make it
feel extremely realistic andbelievable for the individual
that's approaching these, thesekinds of things.
That's one of the number onethings that keeps people stuck

(05:32):
at these lower levels.
Because it's very important tonote like, once you view the,
the larger number is realisticand and within your reach, you
start to make bets and take thenecessary risks and do the math
to actually achieve thesenumbers.
All that these bigger numberstypically are are large bets
that play out on a consistentmonth over month basis.

(05:53):
That's really all it is, andyou're not going to throw your
nuts on the table and take aserious risk until you actually
get to the point where you viewit as something that you deserve
, that you're capable ofaccomplishing.
That's small and easy to do.
You need to be looking andtalking to people that are
already just crushing thosenumbers.
As an example of this, in myInner Circle program we just
recently gave a guy a trophy forhitting five mil a month.

(06:16):
The guy was at half a milliondollars a month in January of
this year.
Within seven months, theircompany started clearing five
mil a month.
By the way, total side note,it's a six foot trophy that's
made out of pure silver.
No dude, this one's made out ofpure silver.
The one, the million dollar amonth trophy is like still a
very respectable size.

(06:36):
I want to say it's like threefeet, it's a gold trophy, that's
like very large.
But this, this five mil a monthtrophy series, we don't.
We don't get to break it outthat often, but you know when we
do.
Anyway, it's like dude, thinkabout that.
How do you go from 500K a monthto five mil a month?
Okay, it's like there's a lotto that.

Darren (06:52):
Before we move any further.
I have one short question toask you have you been enjoying
these episodes so far?
Because, if you have, I wouldtruly appreciate it if you
subscribe to the channel to helpmore business owners grow their
online business.
Today, let's go through thatexample and I want to go through
that in detail and that's gonnabe a great for this.
But let's, let's take a stepback.
Let's keep focusing on themindset, like because you, you
set me off there.

(07:12):
I think that's a great place tobegin.
So let's take me, let'sactually walk through my example
.
So when I, about two years ago,three years ago, I remember
distinctly being like stuck atlike 50k a month, literally
distinctly.
But two and a half years ago,two years ago, and I was like I
can't do it, not likeconsciously, but subconsciously,
I was like I can't do it.
And then eventually we brokethrough it.

(07:33):
We got to like six figures amonth.
When I got to six figures amonth, I didn't even think about
it.
I'd gotten to like 200k, 300k,350 within, let's say, about a
year afterwards, but I wasn'teven thinking about it because
I'd kind of broken this mentalfucking.
You know again, as you say, justpointless threshold in your
head that you put on yourself.

(07:53):
So my question is I made it upExactly, you just make it up.
You literally make these thingsup.
So my question is how do wereprogram yourself to start
thinking in those notnecessarily bigger numbers, but
like almost allowing yourself toto make that money?
Like what have you done there?
Because it sounds like you'vedone a lot of internal
reprogramming to even see thisstuff highly believable reasons.

Jeremy (08:16):
It all starts with highly believable reasons.
It's like the skeptic who sitshere and is like all these
assholes sitting here talkingabout a couple hundred grand a
month being no money.
You know, it's like the moral.
The moral of the story is likeyou can convict sitting here
talking about a couple hundredgrand a month being no money.
You know, it's like the moral.
The moral of the story is likeyou can convict yourself of
whatever you'd like, but thehighly believable reasons that
back up why you actually believein these things is what matters
most.
That's what you have to look atand when you, when you break

(08:38):
down the need for more money notnot just the want and desire
for more money, but the genuineneed for more money it can be
backed into from many differentperspectives.
I'll give you a great one withretirement math.
I haven't met a single fuckingperson that says I want to
retire when I'm 65.
100% of the people, withoutexaggeration.
I talk to tell me they want toretire somewhere in their 40s or

(08:59):
, for the conservative ones,somewhere in their 50s, and then
I just ask them a basicquestion.
I'm like, wow, you must bestuffing aside some serious cash
every month.
What are you investing?
And you look at theirinvestment plan and they've got
fuck all money going intomarkets on a consistent basis.
They got fuck all money goinginto real estate zero equities.
They don't take it seriousbecause they've never done the

(09:21):
math.
So, anyway, moral of the storyis it's like you better fucking
kick it into high gear if you'reserious about having a great
life, because a great life costssome serious fucking money.
And when you omit that moneymakes every single decision that
you're going to make now and inthe future, you're just not
going to make a lot of it.
You're just going to sit thereand live in this ignorant bliss
of being able to comfortablyafford selfishly, the measly

(09:42):
little life you've built now.
And everybody that you could befinancially helping, even your
future self that you could befinancially helping, is
suffering because you are notbeing a serious individual and
kicking it into high gear.
So it's all backed by reasons,highly believable reasons.
Does that make sense?

Darren (09:57):
Man.
This makes perfect fuckingsense and the more that you
understand the numbers, the moredo you realize the actions you
have to take.
So I mean you went really deepinto the details, super detail
on the personal reasons.
But then if you look at thebusiness actual outcomes you
need to do which was a huge kindof awakening for me in the past
year which is like how manycalls do we need?
How many people do we need tobe showing up?
What's the true put you need?

(10:17):
It's like when you get intothose nitty gritty details like
that should scare the shit outof you.

Jeremy (10:23):
Those just break down the bets.
I mean, if you just do closermath, like what you just
described, this is how manyclosing calls we need to achieve
this larger number.
This is how many people we needto close.
That just reveals the simplerside of things, which is the
execution of this how manyclosers I'm going to need.
This is how much ad spend I'mgoing to need to risk with our
current cost per calls.
It exposes whether you actuallyknow what you're doing or not
as well, cause sometimes youlook at that kind of math and

(10:44):
you ask yourself do I even knowhow to generate like a hundred
calls a day, or 50?
Do I even know how to run asales team of that size?
Do I even know how to sustainthat amount of ads spend in a
month and not get fucked on mycost per result?
And that that's generally whereyou start to invest into things
and, like you know, gather theawareness that you need.
But generally, from from myexperience, that that's more of
the easier side of things, ofjust that's.

(11:06):
That's like the farthest up thechain, close to the action,
that you can get.
Those are the that's.
That's just the executionbusiness math.
But yeah, more of the story isis think about this Like you're
not going to be convicted onrisking a fuckload of money for
business reasons, you're goingto become a highly convicted
money monster, solely based onsomething that selfishly matters

(11:28):
to you.
Okay, that's what actuallymatters.
That's why I broke down thepersonal reasons.
Specifically, it's got to besomething that actually moves
you into action and makes yousacrifice what's necessary to
sacrifice to achieve theoutcomes that you claim you want
.
Because, if not again, verysimple to understand you end up
one of those people making fuckall money every month and you
convince yourself you're a bigdog because you can selfishly

(11:48):
afford food at a restaurantwithout looking at the price for
the first time in your fuckinglife and you're flying first
class to wherever the fuckyou're thinking you're not.
You're not even staying in nicehotel suites.
You're staying in like theshitty little shoebox hotels
still, and you know yeah, yousay the four seasons like you
know, one of those shitty ones,you.
The moral of the story is it'svery important to understand,
like most people.
Just they have.
They have such a small internalworldview because they haven't

(12:12):
done the bigger math and theyhaven't relinquished the idea
that all they need to take careof is their current self, in
this moment.
You know, and they're not.
They're not taking care oftheir future self.
They're not taking care of theother people that rely on them
right now, today.
You know, as a result of that,like everybody suffers, your
future self suffers.
It's the most selfish thing youcould do, next to being poor.

(12:32):
The most selfish thing that youcan choose to do is only take
care of your current self, thatis.
That is one of the most selfishthings that a business person
can ever achieve.

Darren (12:39):
Dude, this is such a this is fucking really detailed,
like I love.
I love that you set it up waymore on the personal side so
that you can go take it easy,take it into the business then.
Then you can take in youractual best self.
So when you're, when you'reworking with people,
specifically in your mastermindright, because you have
one-to-one access to them,you're obviously going through
the setup here in the beginning,but then how does this

(13:02):
translate into the business?

Jeremy (13:03):
Yeah, beginning, but then how does this translate
into the business?
Yeah, so from there it's likewe start to expose everything
that's wrong.
Once we get to the point whereyou as an individual are
officially convicted and likeready to do what it takes to
achieve these larger goals,you're in the right frame.
Generally, the business stuffis extremely simple to break
down.
We start to look at bottlenecksand we start to identify with
that math that you brought up.
Let's just look at the idealnumber, right, and if that's a

(13:25):
million a month or a couplemillion a month, like, let's
break it down.
You know, how many closers dowe need?
How many calls do we need?
Is the current funnel?
Maybe it's a call funnel, maybeit's a webinar, maybe it's a
low ticket to high ticket funnel.
Maybe it's DM ads, maybe it'sjust organic and no paid.
Maybe it's just paid a noorganic.
Where are the current?
Where's the current revenue?
Where are the current calls?
Where are the current leads andrevenue coming from?
Let's strengthen that, let'samplify that, let's hedge

(13:48):
against it and bring in anotherfunnel at a certain point in the
game.
Let's just start the actioncycle and starting to amplify.
Most people get stuck and againa lot of that just comes down
to the reasons.
You know they just don't have areason to sacrifice beyond
where they're currently at.
They got comfortable, theyplateaued, you know, they
settled into wherever they're at.
But again, once that kicks inand all the personal reasons

(14:08):
become like very evident to youand you're you're selfishly
motivated again, everythingstarts to kick into high gear.
The amplification and the scalebecomes a game of either solve
the obstacle preventing scaleand amplification that's right
in front of you and it clearsday just attack the fuck out of
the contraction or, in mostinstances, you're right there,
ready to scale.
I was talking to a guy the otherday, as an example, in the
inner circle.
I get on a one-on-one call withhim.

(14:29):
It's my, it's my first callwith him.
He says um, yeah, we're at like310 a month.
Um, it was, it was him and hismother, and his mother is simply
put like helping a veryspecific demographic with a
coaching business.
And I was like what'spreventing you from making more
money right now?
And he was like um, you know,like it gave me like a

(14:50):
roundabout answer.
Uh, I can tell it wasn't thereal reason.
So I just, I don't know, Idisregarded it.
I mean I don't even rememberwhat the fuck the guy said,
cause how relevant the reasonwas, and break down like some of
the math of the business.
I was like.
I was like so your cost percall is like really favorable,
your show rate's fine, yourclose rate's fine, your AOV is
fine, you're not having anyissues with spending money.
There's no like inconsistencyproblems on cost per result.

(15:12):
The closers are consistent.
But he only had, he only hadthree closers.
And I was like no-transcriptthing.

(15:49):
And I'm like bingo, you know,like you're not going to do a
fucking thing until you overcomethat specific fork in the road.
Unanswered questions, equalstalled progress.
So you're not going to do anylike, you're not going to hire
more closers, you aren't goingto take the next level of
necessary sacrifice, becausethis specific dilemma that
you're stuck in is obviouslygoing to prevent scale.

(16:09):
And so moral of the story issometimes it's situations like
that where there's just like abig unanswered question that
must be answered to continue andamplify the game further than
where it's at Other times it'sjust a lack of awareness and a
lack of know-how.
So let's take a similarsituation to that where somebody
jumps on a call.
They're like you know, hey, Igot this webinar right now and

(16:29):
you know I'm getting a decentcost per lead.
I'm peppering in organic aswell into it.
But you know, I just can'tfigure out how to scale the
webinar.
I'm at a three to one ROAS andit's like so you turn a dollar
into three dollars and you'renot spending more money to turn

(16:49):
it into more money.
And they were like well, no, Ithink I should be at like a six
to one, row S, and it's likewell, why can't we do both?
Why can't we fix and optimizewhile also scale, you know, and
sometimes they just needsomebody to come in and like
kick them into gear, like that,and then also help with the
specific bottlenecks to open upthe row S, to be able to get to
a six to one.
Sometimes it's just a lack ofawareness you don't know what
you don't know.
And you need somebody to comein, both from an accountability
perspective and from a here'sall the things you could do

(17:09):
perspective.
Other times I'll give you agreat one.
We had this guy join in.
I think it was a month ago atthis point that this guy's first
month occurs.
He lives over in Australia.
Again, I'm here in Miami.
We have plenty of people.
By the way, it's actuallysurprising how many people from
literally across the world, likein Dubai, australia, all over
Europe.
Obviously, here in the UnitedStates Everybody's a part of
this inner circle group that wehave.

(17:30):
Long story short, this guy inparticular.
He's in Australia.
I assume that you might come tomaybe one of the four
masterminds.
You get access to a year whenyou're a part of that, but you
still get the one-on-one calls.
You get the weekly calls, thegroup, all the resources and all
that.
So he specifically joins in andhe was just amazed with the
amount of revenue that peoplewere making.
Right away his ceiling liftedsubstantially greater because he

(17:54):
realized he was like I have acall funnel, I could do a
webinar.
Why am I not doing a webinar?
So he reads through this 72page SOP.
It's called mastering webinarsSOP.
He reads through this SOP.
Dude, he books one call with me.
Okay, don't even talk to meabout the webinar stuff, talk to
me about something totallydifferent.
Okay, he goes out.

(18:14):
In that first month he spends85K on a webinar.
He cracked $800,000 with thewebinar in that first 30 day
window of just being in thegroup and being exposed to
people making a fuckload moremoney than him.
He didn't view him as smarterthan him, he just viewed it like
man.
If these other people aretaking these bets, why wouldn't
I?
Like it seems like a webinar isan extremely obvious play.

(18:34):
So again, he spends 85,generate $800,000,.
Okay, that takes him over themillion a month mark right away.
It's like in that example.
He's a smart guy, he more thancapable of generating that
revenue on his own.
But in that, in that example,him being exposed to everything,
him seeing the amount ofrevenue that other people are
generating him, him diminishingthe current revenue number that

(18:56):
he was at and realizing he wascapable of achieving much more,
and realizing the vehicle inorder to do that for him was
going to be a webinar.
The vehicle in order to do thatfor him was going to be a
webinar.
And then just having thefucking courage to throw
something on the line, try itand get that big of a result I
mean that's an extreme result.
To be fair, not necessarilycommon, but moral of the story
is that is a great example ofanother component of this, which

(19:19):
is sometimes people just needthe courage, they need some
certainty and you can buycertainty.
You can buy certainty fromhaving people who have already
been there done that.
Show you what to do to helpmitigate the mistakes that you
could otherwise make.
Show you examples of specificin this case, webinars that
worked extremely well, so youcan help yourself replicate
those types of outcomes and justmake it easier and, essentially

(19:39):
, buy a higher probability forit to work.
You know what I mean, and,anyway, moral of the story is
like there's all kinds ofdifferent circumstances that
people find themselves in.
Once they get to the point,though, where, like the
mentality's unlocked, there'sjust some very specific
circumstance that you'll findyourself in.
That's your specific like block, and in almost all instances

(20:00):
those blocks are so easy to move.
You know, sometimes it's justlike a big question that's
unanswered.
Sometimes it is a specificcontraction or bottleneck that
you just need new awareness andknow how to solve around.
Other times it's the couragethat you purchase in order to
become more certain and justfinally throw your nuts on the
table and take that big bet andget that juicy outcome that

(20:20):
you're looking for.
You know, and I can't stressthat enough Like it's, it's just
different every time, you know.

Darren (20:25):
It just happens to get in the game and man, this is.
This is bringing up a lot forme, to be honest, because I
think me observing just you andjust learning from a lot of your
content.
What you're you're you're greatat amazing.
You're amazing at a lot ofthings.
Ads methodology it's so fuckingdialed in and, like your, your

(20:47):
approach towards ads, I think,is a huge bottleneck of my
approach.
You spend a little month rightnow on ads, bro, like sub 10k.
How much are you turning thatmoney into that money?
Specifically, the ads aren'tworking that well, like I would
say, maybe from ads, maybe like30 to 50K and then from organic

(21:09):
100 to 150.

Jeremy (21:10):
So you're turning 10K into.
You said 30 to 50K.
That's what you said.

Darren (21:14):
Yes, but it's inconsistent, right?
It's like yeah, it's justinconsistent in terms of moving
from marketing to sales.
Do you get me?

Jeremy (21:22):
Inconsistent in your sales cycles long, or you just
fail to consistently spend that10K and get that return.
Month over month there's beenmonths where it's spotty, or
you're just saying it'sinconsistent, as in that
fluctuation between 30 and 50Kis self-perceived as the
inconsistency.

Darren (21:38):
The results, that the leads that come in that book on
the calls, that the calls aretaken there.
The inconsistency I have islike show rate closer it with
cold traffic.

Jeremy (21:50):
When it's inconsistent and in a bad place.
What's the row as during thatwindow?
Oh, it could be like 1.5 to two, Understood.
How often does that happen?
How often does it bop down thatlow and then go back up to the
three to five range?

Darren (22:03):
It was better.
Now it's worse, but I think wehad to make a lot of changes.
We we changed, we moved.
We had a fucked up an adaccount.
Create a new ad account and gotrid of ads manager, had them.
Ads managers are bringing a lotof it in house.
Now it's better, it's moreunder control now, but what I'm
just trying to say is's abottleneck that I've observed.

Jeremy (22:23):
Inconsistency will always be a bottleneck because
it's in itself, it's in itsuncertainty.
We don't generally take bigswings when we have uncertain
conditions.
It's especially when you haveorganic to compare it against
directly.
You're going to put yourself ina tough place mentally where
you don't actually take a bigswing.
How you have to look at it islike a gambling budget when you
walk into a casino.

(22:44):
So I imagine $10,000 in a monthis a perceived budget that you
could walk into the casino,light it on fire, doesn't matter
, it's not going to financiallyruin you and you could walk into
the casino again next monthwith 10K and bet again.
But here's the downside of onlybetting 10K.
10k is also only probable tomake you, like you just
described, 30 to 50K.

(23:05):
Does 30 to 50K have any realmeaning for you after you pay
commissions and the otherexpenses and deduct the 10K and
add spend against it?

Darren (23:11):
Literally fuck all, Like literally.
It means literally fuck all.

Jeremy (23:14):
To me yeah, and so listen to this right.
Does only spending 10K actuallyincentivize you in that example
to put the necessary attentioninto that funnel?
To get it consistent, you don'thave a big return that you're
probable to generate and you,technically, are making far more
in something that's moreconsistent for you and that I

(23:35):
imagine you've been doing forlonger.
So what's the incentive for youto put a concentrated amount of
attention and effort into thatand get it consistent?
How long has that problem beendragging out?

Darren (23:45):
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(24:08):
smart entrepreneurs are buildinga business in 2025.
Quite a bit of time, man.
So I guess, put a context likeour ages, like our for for the
ad specifically, let's say,three to five months.

Jeremy (24:18):
Yeah.
And so listen, what do youthink is going to change?
Like you think you're justgoing to wake up and all of a
sudden give a fuck.
You think you're all of asudden just going to be like, oh
, I'm going to jump in there andget it consistent.
No, what you're going to do isyou're going to side piece it.
You're not spending enough toactually give a fuck.
Think there'd be a difference inhow I would choose to gamble,

(24:46):
spending only 10 versus uppingit to 30?
You think I'd try harder?
You think I'd be moreintentional?
You think I'd give more of afuck about turning it into more
money, even though it needs tostay in a range where, if it did
vaporize, it's not going tofinancially ruin me.
It's not too big of a bet whereit's going to become like an
invulnerable desperation energyseeping into my bets.

(25:08):
I just need to bet enough to behighly intentional about
solving the problems rapidly.
This is the biggest thing thatholds people back most commonly
when they're on their path tobigger months.
It doesn't matter what thenumber is.
Producing more money month overmonth requires you to solve the
problems that are in front ofyou fast in order to unlock the
next problems that inevitablyface you.

(25:30):
I'll give you a perfect exampleof this with a different
metaphor.
I just recently acquired acommercial building where we're
going to do the events from hereforward for our masterminds for
the inner circle.
Now, moral of the story thisspecific venue had a whole time,
just a whole bunch of problems,a whole bunch all kinds of

(25:50):
random things, and each singularproblem was going to be there,
no matter how fast or slow.
I solved those problems, youunderstand.
So here's what I did.
I literally the moment I signedthe lease, a guy in the parking
lot walks in, shakes theowner's hand.
He's like hey, nice to meet you, shakes my hand and then he

(26:13):
brings in a fleet of six dudeswithin minutes, starts grinding
down the floor to put a newfloor in that I paid for.
Okay, that problem was thefirst problem of many that I
would later face.
It's like I had to then do allkinds of things.
I'll give you another one.
Just trying to turn the wateron.
It's a fucking crackhead thatcut the water line to the
property to be able to take ashower or some shit.

(26:34):
And when we went to have thecity turn the water on, the city
told us.
They were like oh, the meterwas spinning so it looked like
there was a leak somewhere.
Motherfucker, you turn thefucking meter on.
At the meter there's like awater fountain spewing out.
That would have been a betternote for them to leave.
It took us like four hours justto figure out that that was the
case.
To even find the meter tooklike two hours.

(27:02):
I then ordered a big 220-inchscreen, 150 of these super
comfortable chairs, pool table,custom arcade machines, fuckload
of furniture.
Had to repaint the walls, hadto buy all these wall graphics,
had to buy signage, paid amuralist to paint the entire
outside of the building withthis giant Megalodon shark,
since my agency's name'sMegalodon Marketing had to put a
$50,000 sound system into thisplace.
That in itself came with awhole set of inevitable problems

(27:24):
and dozens more of just randomsmaller things.
Here's the point I'm trying tomake Every single problem that I
just articulated and then someare inevitably on my timeline
that I will face.
The speed that I accomplishthose problems is
self-determined.

(27:44):
It's either I come across everysingle one of those problems in
a rapid succession or Iself-paced through them at a
slower rate and delay the amountof time that that, in this case
, property becomes usable to me.
Okay, why would I, instead ofjust attacking it all at once,

(28:05):
delay them and still deal withevery single problem that I'm
going to face anyway?
There's the exact same set ofproblems, whether I do it fast
or whether I do it slow, that Iface One set of problems.
Having me solve them quickerjust enables me to be able to
make money off the place faster,comparatively to dealing with
it over a slower duration oftime.
So again back to you.

(28:26):
When you look at your currentcircumstances of spending a
measly, fucking dude tenthousand dollars in a month, I
bet you spend more than that ondinner.
You know, I guarantee you spendmore than that on fucking lunch
at this point, like youprobably buy more than shoes and
random clothes and bullshitthan ten thousand.
So it's like you're gambling onad spend with a budget that is

(28:47):
making you not give a fuck.
And you're also not self-awarethat every single problem that's
preventing you from being ableto spend more money and turn it
into more money confidently areall just waiting there for you.
Every single problem is justthere, waiting for you and your
inability to say I'm going tokick it into high gear here and
just start to intentionally, ina highly concentrated way,

(29:09):
aggressively overcome theseproblems that are in front of me
right now to get to the otherside, where you have the next
set of problems that you face,but you're also in a better
financial position, where you'reable to risk more money and
turn it into more money.
You're able to have moreconsistency, able to risk more
money and turn it into moremoney.
You're able to have moreconsistency.
You are choosing to delay theinevitable.

(29:32):
You are choosing to lower yourprobability of ever making it
work by waiting.
Listen to what also happens atthe same time.
You sit here over a three tosix month duration of time and
you're also starting to becomeconclusive about the fact that.
I mean, you know, you start tomake all these narrative
conclusions, paid ads, like it'snot really working that well
for me, you know, and it's likestart to see all this dumb ass
shit that's not even true, justbecause you're not willing to

(29:56):
put the concentrated effort intoit that's necessary to overcome
the obstacles, to overcome theproblems and get to the point
where it becomes a seriousfucking cash engine.
So to your point this is veryimportant to note.
It's like, yeah, I'm highlyskilled in paid ads, but from
having my marketing agency forthe last decade now and doing
rev share deals a majority ofthat time now, what I've learned

(30:18):
is is, like, anything thatholds back the revenue is my
responsibility.
So, like, whether it'ssalespeople problems, whether
it's business owner mindsetproblems, of course, if it's a
paid advertising problem, everysingle individual thing that
could impact the ROAS and theoverall revenue affects my total
paycheck that I can get.
So it's like I've, over theyears, had an incentive to

(30:38):
develop into handling everysingle one of these random
problems that prevents revenuefrom occurring because of how
I've incentivized myself and mymarketing agency to get paid a
fuckload of money.
So, anyway, the moral of thestory is your problems are
essentially self-imposedproblems based on the speed in
which you've chose to deal withthis and the bet size that

(30:59):
you're allocating towards thisright now.
I would encourage you to do twosimple things Spend more money
than what you're spending rightnow, but keep it below the
threshold that makes youdesperate if you vaporized it.
And two, try as a result.
It's a natural incentive that'sprobable to occur.
Try, as a result of spendingmore money, to notice the
difference.
Be self-aware of it, of howmuch more of a fuck you'll give

(31:20):
to actually solve the problemsthat inhibit the consistency
that you look for from.
Agreed, man?

Darren (31:26):
yeah, man, I think, like you know, full transparency
of fucking doing a lot to getit solved.
It's the inconsistency it'slike dog.

Jeremy (31:36):
It's been taking you three to six months.
You spend an easily tenthousand dollars.

Darren (31:39):
No no, no, no, no, take a step back.
It's actually.
It was.
I brought in an ads guy, but ina very experienced ads person I
can tell you about afterwardsand we worked on it and then we
got rid of him and taking itin-house, so like we're taking
responsibility into our ownhands, right, we've had like an
issue with with them notnecessarily them directly, but
we're working with them got ridof them and then moved in-house.

(32:01):
This is Darren, listen to this.
This is called narrative.

Jeremy (32:04):
So I believe that in my job, half my job is results, the
other half is narrativemanagement.
What you're sitting here sayingright now is the story that
you're living through.
That justifies the currentcircumstances.
Okay, you need to beintolerable, you need to be
in-fucking-tolerable of the factyou've only spent 10K on a
month over month basis foralmost three to five months now

(32:26):
in your words.
And now you're sitting herethree to five months later and
you're telling this story likeit means a fucking single thing.
No, it means nothing.
Literally, what you're sayingout loud right now means nothing
.
The results are what matter,and the results are currently
suffering because you are tryingto justify that this story
you're telling yourself is realand means something for the fact

(32:50):
that it's such a small andinsignificant number.
Currently, you're trying toapply a set of reasons, logic
and storyline to what hashappened.
Instead, what you need to do,don't gaslight yourself.
Just look at it for what it is.
Just say you know, jeremy'stotally right.
I can easily flip the script onthis.
You could spend 50 can a monthand make 500 if you did the

(33:13):
right things and you attackedall these problems that
inevitably face you in a muchmore aggressive manner Gives a
fuck that you had an ad guy andnow brought it in house.
What the fuck does that have todo with you being able to spend
more money and turn it intomore money Again?
You could have done that indays, but instead it took you
three to five months.
Judge yourself based on thespeed in which you solve
problems.
Judge yourself on the speed inwhich you grow.

(33:35):
Judge yourself on theaccomplishment, on the outcome,
on the result.
Have fun along the way andenjoy the process, but do not do
not gaslight yourself intothinking that that storyline
that you're telling yourself issomething that is valid and true
and should inhibit growth fromoccurring.
That's how you get stuck withyours at a time.

(33:58):
That's a huge component of whatwe see inside of that group that
you're referring to, the innercircle there is.
We see people all the time.
Do they do just that?
They have like some highlybelievable to them story that
they say out loud and it makesthem feel like it's justified to
be in their currentcircumstances as a result of
that narrative.
And, in reality, what thepeople do who have like rapid

(34:20):
ascension, they detach from thatstoryline and they redefine it
and they say makes total fuckingsense.
I've got to detach from thisnarrative and I've just got to
look at it for what it is.
I'm going too slow, I'm solvingproblems at a turtle fucking
pace and I'm tolerable of mycurrent circumstances.

(34:43):
And, as I mentioned, as soon asyou overcome that specific
obstacle and that goes back towhat we started this whole thing
with that's a mental issue.
That's a mental issue that'scurrently inhibiting you going
faster and accomplishing more ina shorter duration of time.
That's literally all it is.
There's nothing else thatmatters.
You already have thecircumstances you just discussed
.
So now you have an in-house adguy, you have the resources, you

(35:06):
have the current positioning tobe able to bet more, risk more,
but again you're still not.

Darren (35:08):
Just think about that.
Tell me this what do you see asthe is literally the most
profitable funnel, or the bestfunnel that you're optimizing
for with your ads and your salesteam?
Is it through a webinar?
Is it DTA Most?

Jeremy (35:24):
common ones are call funnels, webinars.
For some businesses it's lowticket to high ticket, or DM ads
, For others it's challengefunnels.
But the most common two by farare call funnels and webinars.

Darren (35:35):
The reason why I ask is because our VSL funnels or, but
the most common two by far arecall funnels and webinars.
The reason, the reason why Iask, is because our like VSL
funnels are like the VS, youknow, direct to VSL.
That was like that was like oneof the issues.
But then what we've doneinstead you mentioned you
mentioned a DM which I want tobring that up We've started to
do like a DM which are cominginto Instagram because Instagram
is like super hot for us andthen we're setting them and then
setting them on.
But it's a it's actually avolume issue.

(35:58):
So, just for context, we'regetting we had like 4 000 leads
a month come in right, likeliterally 4 000.
It was staying on top of thatvolume with the ads and then
doubling that down, getting themon calls, getting them set.
So that's part of like theoperations, part of it, the
sales opposite of it.
That's why I was just curiousbecause that's what I wanted to
ask was like for those guys togo from 500k a month to 5

(36:19):
million?
Are they going straight?

Jeremy (36:21):
to a VSO.
Yeah, they did do a call funnel, that's all they do, and they
hired dozens and dozens anddozens of fucking salespeople.
That's a big issue that a lotof people face.
They can max out their currentclosers and then just suck ass
at being able to hire newclosers, maintain top talent,
attract top talent, get them inthe trenches and then get their

(36:43):
calendars full, make them moneywithin the first 30 days.
That's a whole game in itself.
But yeah, moral of the storyjust closer math of being able
to anticipate and have theconfidence and certainty you can
fill the calendars of the nextclosers that you bring in,
anticipate and have theconfidence and certainty you can
fill the calendars of the nextclosers that you bring in.
But yeah, it's no matter howyou choose to do it, no matter
which specific funnel you biastowards and you should bias
towards whatever your strengthis.

(37:04):
Most people generally havesomething going organically in
most instances not all the time,but, to be fair, in most
instances and they try to rollover to like a completely
different thing when they get topaid advertising, and that's a
terrible choice.
It's like whatever's workingfor you organically is typically
what you should roll over toyour paid advertising side of
things.

Darren (37:21):
That's what?
Uh, that's what fucked us.
I'm not going to lie, Notfucked us, but what I mean is,
like that's what I had an issuewith the DM in IG is like our
stronghold, like that's like thething that's always been good
coming down, problem painduration process set On the
calls, sales, ops, triaging done.
That's always worked well.
It's getting the true put.

(37:44):
Getting the true put true dothas all not always, but that's
part of you said the hiringright.
When do you hire?
You're always hiring right.
You're always putting guys.
You can't perpetually hire.

Jeremy (37:54):
You're always hiring right.
You're always putting guys.
You can't perpetually hire.
That's like best case scenario,because usually it takes a good
three to sometimes upwards ofsix weeks to be able to hire
train place a closer onto thecalendars, potentially, if they
do poorly, have to go through anextensive retraining process or
potentially fire them and startthat whole process over again.
Hiring one closer at a time isone of the most risky things
that you could do.
So generally you need to hire afew at a time and then

(38:16):
obviously that requires you tothen spend more money for the
growth to fill up theircalendars as soon as they come
in.
And that's your biggest riskperiod of time.
Right there is when you spendmoney to fill the calendars of a
new closer.
They shit the bed and then allof a sudden you're out whatever
amount of money you spent to tryto fill their calendars up.
But simply put the marketingand the sales relationship
having essentially thisconfidence on both sides of the

(38:39):
equation the marketers wantconfidence that when new
salespeople come on they have areally high probability to still
have ROAS and turn that moneyinto more money that they're
risking to fill up that person'scalendars and the salespeople.
They obviously want to knowthat they're going to come into
a business with full calendars.
But the sales management forthem to perpetually hire they
need the confidence that themarketers can fill the calendars

(38:59):
of the new closers that theyput onto the deal.
Because you're dealing withpeople.
There's a big difference.
One of my buddies, josh Troy.
He always says there's adifference between marketing
knobs and people and obviouslythere is.
I can crank everything on thead spend side of things and damn
near immediately fillsomebody's calendars On near
immediately fill somebody'scalendars On the people side of
things.
Obviously, personally, you wantto have empathy to the fact
that you're now financiallyresponsible for this individual
and their earning potential bybringing them into the business

(39:21):
as a sales rep.
So anyway, for the opportunityto perpetually hire, both
marketing and sales need theutmost confidence in one another
to play that type of game.
What most businesses do insteadand this is why they also go
pretty slow They'll hire a newcloser and then they'll just
wait and they'll see ifmarketing can fill the calendar.
Marketer on your account mightsuck, not be able to fill the

(39:43):
calendar immediately.
They try to scale and like costper call starts to slip and
then everything kind of goes toshit from there.
Then eventually the closer'scalendar starts to get full,
maybe like two months later, andlike everything's good.
But again, like theinconsistencies of the marketers
skill, being able to fill thecalendars inhibits the setting
team and the closing team fromhiring more people.

(40:03):
So then you end up like scalinga matter of like a handful of
times a year in that example.
Comparatively, if you do theperpetual hire example, I mean,
yeah, you can scale extremelyquickly because you always have
the additional closer capacityto book into and to be able to
scale into.
Comparatively, obviously youhit a hard ceiling when you're
doing anything that relates tothe salesperson's capacity, no
matter what the funnel is,whether it's call funnel,

(40:25):
webinar, dms, low ticket to highticket, et cetera you have
capacity issues.
You can only book intowhatever's available to book
into.
So in that example you're goingto go a lot slower, which again
isn't bad per se, but to get tothe point where you perpetually
hire, that's the ultimate game,that's the ultimate scale game,
that's where it goes thefastest in most instances.

Darren (40:42):
What sort of tech do you have that manages this right
?
Because if you look at likesomeone like Ryan, like the way
Ryan and they scaled, like theyjust did a bunch of fucking
issues, like everything was puttogether and like fell apart and
they went up and they went downand so on, how do you, how do
you manage this outlook?

(41:02):
So, let's say, managing all thesales data, managing everything
like, how do you integrate thisif your team is scaling super
fast?

Jeremy (41:07):
yeah, usually you just have some custom reports and
custom dashboards.
It's relatively easy,especially in the world of of
all these uh fucking softwaresthat exist nowadays.
So a few things.
Number one typically just buildlike a Google looker studio
dashboard and you get somevisuals for all the stats, like
every stat that you can possiblytrack and measure, but have

(41:28):
have the meat we call them tierone through three stats.
You want to have like tier onestats like ROAS, show rates,
close rates, AOVs, like thestats that are made up of a
bunch of smaller stats but theyhave a lot of leverage by
tracking those specific stats.
You want to have themcollectively and you want to
have them individually reported,so individually on each closer
or individually on each setterand then collectively as the

(41:49):
team in this example, and samething on the marketing side of
things.
You want to have itcollectively from all channels
and then you want to have itindividualized as well.
Usually, the custom dashboardshave a little more accuracy
relative to how they're set up.
You'll typically like, as anexample, high roast is a good
tool to refer in this example ofa tool that can track a lot of
the ad side statistics and likethe sales conversion data, but

(42:11):
it doesn't track like all theother sales stats that you need.
So you still end up in thisposition where you need a custom
dashboard of some kind and then, yeah, paying somebody that's
very competent to come and buildthese dashboards out.
They're not impossible or toughto build out, it's just where
you're pulling the data from.
So, from that perspective, youthen need a sales team that's
going to be compliant, because alot of the sales team
statistics are self-reportedThings like show rates, close

(42:33):
rates.
These things can be measuredand tracked if a CRM is properly
updated, but you have to havecompliance with whatever main
software and tool the dashboardsare pulling the data from,
Obviously, otherwise the datacan become inaccurate.

Darren (42:46):
So yeah, that's what happens, right.
It always ends up beingbullshit, right.

Jeremy (42:51):
It's going to be bullshit if you've got a bunch
of people that aren't actuallycompliant with updating
everything that they need to.
But yeah, I mean moral of thestory.
This is again like a reallyimportant thing to understand.
Compliance is a non-negotiablein all the sales teams that we
work with.
Like they do not toleratesomebody coming into the
business and not updating thestatistics, not updating the
dashboard, not updating the CRMs.

(43:11):
Like it's a non-negotiable.
It's something that you must do.
It's a mandatory task withinthe business.
It's not like an optional thing.
Don't do that, you're going toget fired.
That make sense and if you thinkabout that example, this is
very important to understand too.
It's like who the fuck haswillingness to fire a good
closer because they won't updatethe CRM right?
It's like who's got the guts togo and that you can go out

(43:32):
there and attract more toptalent closers and swap out that
individual if necessary.
I've had so many instances overthe years where people just
operate out of a perspective ofscarcity and that limits their
growth and their potential moreso than almost anything else.
You have to operate with thisperspective of like true
detachment.
You know and you have tounderstand what the
non-negotiables are and ensurethat everybody's following
through on those things.

(43:52):
You fail to do, that you'regoing to have a bad time.

Darren (43:56):
Yeah, man, dude, it's funny you say that, actually, as
I just had a call with a clientearlier and I said like I
actually got rid of a closer whowas very talented but he was
doing things his way.
Nice guy, but doing things hisway.
So I'll give an example Callrecordings weren't updated.
Call transcripts weren't added.
Call transcripts weren't added.

(44:22):
Call feedback like wick, like,bear in mind he was in the us,
we were in asia.
So I'd wake up and I I wouldjust get no report, like nothing
, no insights into calls, andthis had slipped the guy's
fucking good, no doubt about it,but it was like a it's death by
a thousand cuts.

Jeremy (44:27):
There's a good and great , you know it's like those kind
of people can get fucked, youknow, because they they create
more problems than the revenuethat they produce, because then
you don't get the leveragethat's necessary to be able to
improve things further and haveaccurate data.
Those trends become verycritical as you scale to be able
to report, to have salesmanagement AI analysis where you
get the opportunity to throwevery single transcript, week

(44:58):
over week, month over month,into an LLM of your preference
that is going to do thatanalysis, when prompted properly
, and reveal things that a humansales manager would rarely ever
go, fucking do themselves.
And again, like the individualthere, fucking everybody by not
doing the things and beingcompliant does nothing

(45:19):
beneficial for the business, forwhatever little revenue that
fucking rep's going to chip in.
You know, and you don't everwant a singular rep to have
leverage too much leverage overthe business, otherwise that
becomes problematic.
And then you got to betolerable of it.
And then all of a sudden everyother rep says, oh well, this
guy over here is not doing it,I'm not'm not gonna do it either
, and then the whole thing goesto shit as a result of that.
You know not good dude.

Darren (45:39):
I think a huge thing that stood out to me with your
work too is the culture.
Right, like I just, I fuckinglove your energy man, like I
love, I love just the the energyyou bring and I feed off it too
, and I feel like that's a bigthing that's happened with your
team and your clients too.
Like, how do you maintain,maintain that culture, because
sales team okay, fair enough,everyone is commission-based,
right, so they all eat what theykill, but how do you pull that

(46:02):
energy throughout theorganization so motivating
people that are maybenon-financial?

Jeremy (46:08):
motivated One of my old high performance coaches that I
had.
He had me read this book onetime.
You remember what the fuckingbook was.
But here's the moral of thestory.
He said said beliefs cause wars.
And I remember hearing that andI was like, yeah, you know,
that is.
That is actually very true.
That is why we have wars, youknow.

(46:28):
That is why, like there's,there's I mean every everybody's
behavior is self-defined bybeliefs.
Conflict is typicallyself-defined by just imposing
beliefs, and I can't stress itenough.
Beliefs are the most importantthing.
They drive all our behavior andso, being self-aware of that,
all culture is is just a sharedset of beliefs, and what most

(46:49):
organizations lack, they lack acharismatic leader that's just
constantly projecting thebeliefs that the organization
and the people within it need toshare collectively.
It's just constantly projectingthe beliefs that the
organization and the peoplewithin it need to share
collectively.
It's like all you're trying todo is share a worldview and when
you have a bunch of people thathave their own individual
brains, culture is just having acollective brain between all
individuals that people can pullfrom, and there's obviously no

(47:20):
fucking hypothetical brain inthis example that actually
exists.
How that works is is havingagain, the charismatic leader
just constantly share andproject how people need to be
thinking, what the perceptionneeds to be of different
circumstances, managing thenarrative of the organization
and what people are viewingdifferent circumstances as
fitting into that grandnarrative, and having the grand
narrative aligned to a specificbelief system that collectively
benefits everybody.
When you look at how beliefsdrive behavior, again, the right
set of beliefs can cause you tomake a fuckload more money.
The wrong set of beliefs caninhibit your growth dramatically

(47:43):
and that's true of everybodywithin your organization.
We've had I'll give you aperfect example we had this
client.
It was 2021 or 2022.
They scaled up to a milliondollars a month and one closer
in particular was doing like 700K of the mill a month.
Okay, and this particularcloser was getting paid upwards
of like on some months when itcracked a little more than a

(48:05):
million a month, was gettingpaid at the peak like 200
something thousand dollars amonth as a closer.
And this particular guy I kepttelling the client I was like
dude, this is a regular guy Likethis is a guy who lives in like
bumfuck, nowhere has a familyLike you need to start
conditioning this guy upwards tohave him understand the
importance of how much moremoney he needs, you know,

(48:26):
because I bet he's justsquirreling in a way doing fuck
all with it of this guy making agood couple hundred grand a
month, his productivity justdrops.
His availability on thecalendar all of a sudden slims
out to next to nothing and allwe keep hearing from this guy is

(48:47):
essentially all this family manrhetoric of I'm just going to
spend more time with my kids now, I'm not going to close, I'm
not going to do this or that,and the beliefs obviously
immediately drove the revenue ofthe business into the fucking
ground.
In addition to that, thisparticular client they didn't
have like a well defined salestraining regimen and like top
talent attracting system.
We had to step in and help themwith getting new closers, which

(49:10):
ultimately saved the businessand helped it thrive again and
like get back to the milliondollar months.
But I can't stress enough tothis one closer, he, this guy.
This guy obviously gets firedbecause of his lack of fucking
productivity after a certainpoint.
But this guy thought he was theshit Like.
This guy thought he was thefucking cream of the crop and I
remember it took a good.
I think it was like eightmonths.

(49:30):
It was pretty close, prettyclose to a year, right.
But right around the eightmonth mark of after this guy got
fired, he comes back.
And he acted like he just had arole within the business
waiting for him when heinevitably wanted to come back.
He communicates with thebusiness owner and was like hey,
you know, I'm, I'm ready tocome back.
Like I had this uh fuckingemergency in my backyard where I

(49:51):
don't know what it was, but itwas like a $200,000 repair that
was necessary for him to dishout in his bag.
And this guy hadn't worked atall for like eight months.
So he's just sitting there justsquirreling away money and then
just spending it, letting itslowly leak out, you know, and
then a big expense comes alongthat just pretty much wipes him
out or gets him close to this.
Uh, I wouldn't say wipes himout to zero, but like it gets

(50:12):
him in a mode where he's like Ineed to, I need to work again,
you know, I need to go back outthere and make money.
And, dude, this guy had thefucking audacity, when he comes
back, to say, oh, I'm only goingto close for like three hours a
day, I'm only going to makelike three hours available.
And we were.
And we were like get fucked,like no, you're not coming back,
no-transcript ever have, orwhatever the fuck you want to do

(51:02):
with your kids.
It's a whole point of working.
You know, again the guy's justsquirreling away cash, you know,

(51:26):
and it keeps running dry, keepslike a slow leak, and then the
second time he attempts to comeback, in this case he has more
willingness to take more hours.
But at this point it's like,dude, the closing team is so
fucking dialed in you can tellthat the organization and the
people a part of theorganization and this guy there
was going to be like oil andwater, it just wasn't going to

(51:47):
mix together and so therefore itwouldn't make sense to bring
that individual within theorganization.
The beliefs are what carrymomentum, you know.
The beliefs are what definewhat people should do.
And when you know the beliefsare, just simply put, how
everybody is going to behave,and when you allow people into
the organization to haveessentially contradicting
beliefs to what you've definedand collectively believed in as

(52:10):
an organization, that's a hugeliability and it inhibits the
potential of the organization.
Beliefs inhibit our behaviors.
Again, when you look at thevery first thing we spoke about.
When it comes to mindset, thesimple lesson there is what we
think defines what we'reprobable to do.
What kind of story we're livingin defines what we're probable

(52:32):
to do.
It defines our potential andtherefore every individual in
the organization becomes anasset.
Or it defines our potential andtherefore every individual in
the organization becomes anasset or a liability to the
potential and the momentum ofthe organization collectively.
And when you have those serious,strong, high conviction reasons
whether they're selfish orempathetical or both that you
need that additional revenue,you would never fucking let

(52:53):
somebody who has contradictingbeliefs to the organization and
the worldview that you requirepeople to think with when
they're working with you toachieve the large outcomes.
You just don't take those risksand you also, again, as the
charismatic leader, you'reconstantly looking for that and
you're trying to find people andattract people and shape their
worldview into things that aregoing to benefit them and

(53:16):
benefit the organization andcreate a win-win, symbiotic
relationship.
We're not trying toindoctrinate people into a cult.
It's all going to go killourselves.
It's like we're not doing anycrazy shit.
We're just trying to get richerand help other people along the
way.

Darren (53:28):
You understand what I'm saying, dude?
It's huge right.
It's like that energy permeatesacross the entire organization
and it's not even front end aswell as back end.
It's.
It's a rotten apple, and samewith a client, dude, even when
you're in a circle, right, onerotten apple, you can't actually
three people.

Jeremy (53:45):
The most recent 30 days we had we had a big, big rise in
quantity of people that joinedin.
Last month I want to say like20 or like 25 people joined in.
We had we had one guy inparticular that just didn't like
the niche that he was in.
I felt like it was a niche thatwe just didn't want to have
association with as a group.
It was a niche that had areally high failure rate and it
was something that I just didn'twant to have out there saying

(54:07):
they're a part of the group.
We we don't want those types ofpeople a part of it.
We want, like, highly ethicaland integrative people a part of
it.
We had another guy.
He was very low on hisconsumption within the first 30
days, like he wasn't going outof his way and like consuming
anything.
He wasn't actually implementingeverything.
He's actually verylackadaisical.
He had a bias.

(54:29):
He was like I want to gettranscripts of every single
course recording that exists andI can throw it into my own
custom GPT and we were like,dude, that's no, it makes no
sense.
Like we already have that.
We have Jeremy AI and it'strained literally every single
day on every single thing Idocument within that day.
It's trained on it thefollowing morning, like no, you
don't need that, you alreadyhave it.
And anyway, we thought in thatcase why we kicked that guy out.

(54:51):
He used to try to fuck us.
We thought that okay, thisguy's just trying to take all
our material and just make afucking Jeremy, so like he's not
the right fit.
And then we had another guy joinin Won't say the name of this
company, cause I still got a lotof respect for this company,
but big, big company like on therise right now.
You'd absolutely know who I'mtalking about If I said the name
of them.
They had one of their employeesjoined in on behalf of the
company into the group andinitially it was honestly a very

(55:13):
, very like well-intended reasonfor the guy to join in.
But then they started using thegroup as a lead list and so
again we kicked it.
We kicked that person out too.
We don't need anybody like that.
And the cool part about thegroup is it's a secondary income
for me, so like I don't give afuck at all about the quantity
of revenue that individuals bythemselves pay, like
collectively it's worth doingrelative to what everybody pays

(55:35):
to be a part of the group but,like, when we have the wrong
people a part of it, itjeopardizes everything.
We kick out the wrong peopleall the fucking time.
It's really fun and thankfullyit doesn't happen more than like
a literal handful of times overthe course of a year, cause our
betting process is super strict.
But, yeah, super fun.
Dude, we, we don't tolerateanybody that's the wrong type of
person in there.
And it creates so good when itcreates.
Creates like such a good,genuine place to just talk about

(55:56):
money, openly share everythingabout getting richer.
You know what's working, what'snot working.
You show up to.
You show up to masterminds oryou're just active in the group
chat.
Like you know you're justaround a bunch of people that
have that shared belief systemand you can have like the utmost
confidence and trust incommunicating these.
You know like rather vulnerablethings that otherwise be very
uncomfortable to talk aboutanywhere else and essentially

(56:16):
you're talking with randompeople at first that eventually
become close friends and youknow people that you like,
genuinely like and appreciateand and value the perspective of
.
And it's so cool, it dudes.
I protect it at all costs.
I give such a fuck about thatspecific group thriving and and
maintaining it and having thatto your point like that culture
effect, though it's so good yeahman, but they're also your

(56:40):
tribe, right, and they're yourfriends.

Darren (56:42):
Like, at the end of the day, like my clients are
literally my mates.
Like I'm running my masterminddude, in three weeks, it's my
third mastermind this year,fucking, this year.
I just fucking love doing it.
And like, yeah, is it aheadache organizing it.
I'm just like, yeah, but it'ssick, I love it.
And people do, people fly.
You'll be surprised, man,people fly for all around the
world to it, similar to you,right, because I'm pretty close

(57:02):
to australia's.
So it's like, yeah, they'lljust get up, they'll fucking fly
, they'll just go for it.

Jeremy (57:06):
You know they're so fun there's, uh.
So I think it's so funny.
You know, I think that if backwhen I was a regular person,
like well, before I ever tookrisks to get into business, I
think it would be so funny tojust say out loud that, like you
pay to be friends with greatpeople, it sounds ridiculous.
As you get richer and richer,it's actually the best barrier
to entry that you have.

(57:27):
It's like you're kind of,you're kind of uh, uh, placeboed
into the idea that, like allthese rich people hang out at
country clubs and like randomplaces that you're going to pay
to participate in one day.
But in reality, from what I'veexperienced in my reality anyway
, the actual rich people thatare similar to me, they
participate in things like this,like these mastermind groups

(57:47):
and these are these are wheresome of my greatest friends have
come from Like these are theplay and and as you, as you get
deeper and deeper into business,you typically get busier and
you have to have some type ofaligned reason to be able to
spend time with people freely,even your friends.
You can still have time, ofcourse, where you get to spend
time and just hang out and do.
Fuck all that relates tobusiness.
But the moral of the story is,I mean, what a great incentive

(58:09):
to be able to meet with peoplethat you know are high quality,
vetted, making certain amounts,that by default, also have a
bias to like, share and providevalue with one another, and
you're both there for like, asimilar outcome and a similar
intention.
Just get a fuckload richer thanyou are right now.
That, to me, has been whereI've developed some of my
greatest relationships over thelast decade, whether it's my own

(58:30):
mastermind or plenty of otherpeople's masterminds.
It's dude, it's awesome, I loveit.
The mastermind effect is sweet.
The first time I went tomasterminds, it's uh, dude, it's
awesome, I love it.

Darren (58:36):
Yeah, the mastermind effect is sweet.
The the first time.
The first time I went tomastermind as well, I was like
why the fuck am I doing this?
And then I paid for it and Iwas one of the best experiences
ever, my first mastermind, youknow, it's like it's like a
first time going out fuckingdrinking, getting pissed right,
and I don't know that.
That's what started the wavefor me, dude, and I've literally
organized one a quarter, bearin mind.
Let's go, let's chill it.
Just put dude in a massivefucking villa and it's a great

(58:58):
time.
But, dude, I want to say bigthank you for this.
You're an absolute legend.
I feel like we should do asecond podcast in person.
I think really detailed, reallydetailed on the delivery side,
really detailed on some otherweird, fucking autistic shit
that you love talking about.
But, um, hopefully I I mightget back to america in q4,
hopefully, that's a well, maybe,because I, I am due like a

(59:20):
bunch of podcasts and I think,uh, to do them in person.
But, dude, you're a legend andum, yeah, and I also I want to
say thank you for the kindfeedback too.
I think you gave me to kick upthe ass that I needed so thank
you for happy to help.

Jeremy (59:35):
thanks for having me on.
It's a pleasure.
I hope your audience gets a lotof value from this and I
appreciate your opportunity.
Looking forward to part two

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#302 Jeremy Haynes - The Only Playbook You Need to Hit $1M/Month

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.css-14f5ked{margin:0;word-break:break-word;display:-webkit-box;-webkit-box-orient:vertical;box-orient:vertical;-webkit-line-clamp:2;overflow:hidden;}#302 Jeremy Haynes - The Only Playbook You Need to Hit $1M/Month