My 5 Biggest Take-Away's From 2018

Marketing Secrets - Podcast (Russell Brunson - FunnelHackerTV)

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…and how I’m going to dominate 2019

On today’s episode Russell explains what his five biggest takeaways from 2018 were and why. Here is a list of the five takeaways he talks about in this episode:

  • Food as fuel
  • The power of challenge funnels
  • Transitioning from all-star to coach
  • Understanding the difference between strategic thinkers, managers, and doers.
  • And creating different front ends for your company that aren’t you.

Listen here to find out why these are Russell’s biggest takeaways from 2018.

—Transcript—

Hey, what’s up everybody? This is Russell Brunson, welcome to the Marketing Secrets podcast. I’m so excited to have you here, in fact, today I’m going to be going over all the biggest lessons I learned during 2018, as I’m getting prepared for world domination in 2019.

Hey everyone, I’ve been wanting to do this podcast for a while. In fact, I think my brother, who edits these podcasts, is about to kill me because I keep telling him I’m going to record this, I’m going to record it, I’m going to record it, and I haven’t and I haven’t. I was going to record it during Christmas break and then during New Year’s and now New Year’s is over and tomorrow I’m going on the Two Comma Club X cruise and I still haven’t recorded it. I was like, okay, I’m doing this.

And I think the reason why is because I don’t, there’s so many amazing things. This year was insane. It’s still hard for me to fathom everything that happened over the last 12 months. Last year we ended the year really, really good. We went from, let me think about it, Clickfunnels year one we did….well, first year was like 3 months so whatever, a million bucks or whatever it was. But the first full year was 10 million, the second one was 30 million. The third year was 70 something million and this year we passed over a hundred million, which is crazy. It’s insane I didn’t think that was even possible.

But it did and there’s so many things you learn at scale when things get bigger. The positive things at scale are way better, and the negative things are way worse. There’s just so much stuff and so many things I want to cover and talk about and I was like, how do I break this into a bunch of things?

So I kind of broke them down into 1, 2, 3, 4, 5 different things. They weren’t the full, you know, everything I learned from the year, but I think some really powerful things that were good that I want to share that I think will help you guys. So that is kind of the goal and the game plan. Some of these things are personal, some are business, some are management, some are long term strategic thinking, and there’s a bunch of different things in between.

So with that said I’m going to jump right into this. So number one, the first thing that I think was really, really big this year was shifting a lot of how, what’s the best way to say it, it has to do with health but it’s not being healthy. It wasn’t like I was eating different to get a six pack, some day I still want one, but that wasn’t the reason why, it wasn’t eating healthy to look good. It was like eating healthy because I needed to put better fuel in my body. I realized that I’m competing against entrepreneurs at all different levels. I’m competing against companies that get hundreds of millions of dollars in funding and I’m competing against people who have a team of 2000 employees working with them. I’m competing against people that have 30 different people with MBA’s working for…That’s what I’m competing against.

So it’s like how do I compete against these people? I can’t do it based on more schooling or more money, I have to do it based on more energy. The output that I’m able to put into the work that I’m doing, and my team and everything, I had a big realization that I needed to change the fuel that I’m putting into my body.

It’s interesting now, I’m going to share this with you guys, and some of you guys are going to think that I’m completely ridiculous, and I probably am because I want to put perspective because I know a lot of times people say, “I can’t eat healthy because it’s too expensive.” And I think that’s, for most of you guys, it’s one of those things like eating healthier, will actually in most situations, if you’re an entrepreneur and you’re building a business, it should make you more money. And it should be one of the number one focuses.

So I started shifting the way I ate and what I was eating. It kind of started because I was listening to a podcast with Tony Robbins and Tim Ferris I believe, and Tim was asking Tony, “What’s your morning routine? What do you eat?” And it was so funny because Tony was like, “For breakfast I have salmon. For lunch I have salmon. For dinner I have salmon.” And he’s like, “You have salmon 3 meals a day.” And Tony’s like, “Yeah, it’s not food for me, it’s fuel.” And the negative side of that is Tony ended up getting mercury poisoning from too much salmon, so that’s not necessarily the right thing.

But the statement he made, “It’s just fuel for me, it’s not food, it’s just fuel. I’m just eating to have the fuel for the energy I need to be able to produce what I gotta produce today.” And that had an impact on me. I heard that and I was like, oh my gosh. Look at some of this crap I eat. It’s not good for me.

And I still don’t eat amazing all the time. That’s why I don’t have my six pack yet. That’s why I still got my love handles. We’re going on the Two Comma Club X cruise tomorrow and I’m like, dangit, I was going to have a six pack by now but I don’t. Not even close.

But I realize that I’m using food for fuel, so the way I eat is different now. In the mornings I wake up and it’s like, what’s the fuel I need right now? So for me it’s a lot of water. Alex Charfen drilled that in my head. I drink a ton of water, I hyper hydrate in the morning. And then I look at the supplements I take. I’m a big believer in ketones. And not that I’m on a ketogenic diet, but I think there’s fuel in ketones. So I always do Prove It supplements every single morning, and every single night. I love their ketones supplements and not because I’m biased.

They built a company, I had a little piece in it, but Brian Underwood and the team over there, they built an amazing company. They became the category king in ketosis, so their supplements are second to none. They, I know behind the scenes of the science and what they’ve been doing. And they’re on I think the fourth version of the ketone salts. Everyone else, if you’re buying this stuff, ketone salts on the market, they’re using salts from generation one or generation two, and these guys are already to number four. What they have is so much superior and it’s good.

So even if you’re not on a ketosis diet, taking ketones is good. It’s fuel for your brain, it makes you feel good, and it tastes like candy, so that helps.

And number two, I found this other ketone drink it’s called HVMN and it’s expensive, they’re $30 bucks a shot. In fact, I’m about to take one when I get off this podcast. They’re $30 a shot and you take this thing and I feel, it’s fuel, it dumps into your body and it’s amazing. It’s ketone esters, but it’s $30 per shot. The Prove It things are like $5 a shot, so between just those two things, I’m at $35 in fuel first thing in the morning along with my water.

And then the next thing I have, I’ve been lifting heavy as well, so because of that I need more proteins than I normally do in my life. So I’m trying to get more proteins in, and I’m allergic to whey protein, so if I put whey protein fuel into my body I literally swell up. I get tired, it does all sorts of bad things for me. So what I do is I do a bag of bone broth with it. And the bone broth is not cheap either, it’s $30 a bag for this bone broth that I drink.

So it’s like by lunch time I’m at 30,60, $65 just between the ketones and the bone broth, but that’s fuel I’m putting into my body. And then with the supplements, I’m probably close to a hundred bucks a day in fuel supplements I’m putting into my body. And it has meant the world of difference, my energy level, my excitement, my ability to produce is better when I have better fuel in my body.

So that was kind of the first thing. And I know most of you guys are not going to be able to spend $100 a day on fuel for your body like I am. But I would recommend this year to start thinking about that. Food is fuel. And there’s time that food’s not fuel. There’s times when I go out with my wife and food I’m eating is not for fuel, it’s for a social thing. And I know that hey, we’re going out for sushi, this is not fuel, this is social hour so I’m going to have whatever I want, as much as I want, I’m just going to pig out, because I don’t need to be on right now, I just need to socially eat, and that’s what I’m doing and I’m going to enjoy the process.

So I’m not the hardcore weight loss guy who’s like, I’m never going to eat healthy. It’s like I know when to be healthy. And if I do want to eat junk, I eat it at night before I go to bed, that way I can pass out and let my body figure out how to digest all that crap and get it out of me so I have energy again for the next day. But during the day I’m eating healthy all the time to make sure I’ve got the energy to be able to accomplish all I’m doing.

So that was kind of the first thing this year, that big aha from Tony Robbins, which was this is just my fuel. This is not food, this is my fuel. And looking at it from that lens shifted how I started looking at stuff, and shifted how I was investing. If I was, I think Charfen said, if you had a million dollar race horse, what would you feed it? You wouldn’t feed it McDonalds and fast food, you’d feed it the best food you can. It’s like you are the race horse for your company, you should be doing the same thing.

And when Tony said, “Food is fuel.” I was like, okay that’s it. What am I fueling my body with? So throughout the day I fuel it good. And I wish I was perfect, because again, I wouldn’t eat garbage at night or on weekends or whatever, but I’m not there yet. Maybe this year will be the year that that happens. And then next Two Comma Club X cruise I’ll have a six pack. But until then, I’m looking at food as fuel. So there’s number one.

Alright number two, we’ve done a lot of funnels. Tons of funnels. Millions of funnels. Not really millions, but you may know that I’m slightly obsessed with them. And every time I see a new funnel type I try it out, we test it, we try a bunch of stuff. And I think I have a new favorite type of funnel and we re-launched it yesterday. So if you go to onefunnelaway.com you’ll see our one funnel away challenge.

I am obsessed with challenges. Earlier this year, Natasha Hazlett who is going to be speaking at Funnel Hacking Live, she wrote a book and she started selling it through a traditional book funnel and it did okay, but it didn’t really crush it. And so she decided to change that from a book funnel into this challenge funnel. She kind of made it up and said, “Oh I’m going to have my book and it’s going to go with the challenge. People pay $47 for the challenge they get the book for free, and I take them through this live challenge experience.”

And she did it and the first one crushed it. She did over six figures in sales. And she messaged me, she’s like, “Russell, I cracked the code. We’ve never had something hit like this before.” And she ended up doing 4 or 5 more challenges throughout the year, and she just barely passed Two Comma Club, and it was amazing.

So she’s speaking at Funnel Hacking Live about challenges, but then she did challenges with some of her clients, her students, and other people and showed a bunch of other people. And everyone who’s doing these challenges is killing it. Then I saw Garrett White pops up with his challenge. And if you go to thekingskid.com you see his challenge, and it was like a four week challenge as well. So I funnel hacked him, bought his challenge, went through the process. And I called Garret up, I was like, “Dude, give me all your info, give me the intell.” And I picked his brain on how he’s doing his, and what he saw, and the pro’s and the con’s. And then I talked to Natasha, I talked to other people and I was like, this is the future.

It’s forced consumption content. The biggest problem most of us have with our clients is not that the stuff we’re teaching isn’t good. The biggest problem is they don’t ever actually go through the stuff. How many of you guys have bought a course and then it sits on a shelf and you never read it or you never go through. Or you bought the member’s area and “Someday I’m going to login.” But you never do. Or you bought the book and it’s sitting there, right.

The challenges force you to consume this stuff. So we launched our very first challenge, and it was a thirty day challenge, and we had 7500 people sign up for this challenge. And what’s amazing is that every single day it’s like, they would get a video from me, talking about strategy, videos from Julie walking through tactics of how to apply that strategy, and then Steven Larsen would get on live and motivate them and push them and yell at them and get them to do the thing. And it happened every single day.

And after 30 days all the content disappeared and it was gone forever. And you either took advantage of it or you didn’t and that was it.

And what was amazing is because everyone knew it was disappearing, because it was going away, because it’s like, if you don’t use it, you lose. It forced people to wake up and actually do the task and do the things. And holy crap, the weirdest thing happens. When somebody actually does what you say, they actually have success.

So the challenge is the best way to get the result for your end customer. I think every business should have a challenge. So if you look at me over the next 12 months, you will notice that we have onefunnelaway.com as the front end challenge, but then it will also become the backend of every front end funnel we have. All our books, all our things, everything goes, leads into the one funnel away challenge. And they go through this challenge, we have a chance to actually affect them, actually give them the result they want. When they have the result, then they stick and they do more and more with you.

Natasha was telling me on hers, the last day of her challenge she does a webinar where she sells her course and 80% of the people who complete the challenge buy the course. I think it’s like 25% of all people who sign up for the challenge buy the course. 80% of those who complete the course, 80% of the people who are taking action every single day end up buying the thing at the end.

Garret White sells a $500 a month continuity at the end of his challenge and he was getting like 25% of the men who signed up to join the $500 a month continuity. It’s one of the best ascension vehicles in the world.

So like I said, I think challenges are huge. I think it’s the future, I think every business should be having one. I know for us, that was kind of, of all the funnels we rolled out last year, that was the one that was the most shockingly surprising to me, and I was like, oh man, this is something we’ve got to focus on. Which is why, January 2nd, the one funnel away challenge launched officially again, and day one we had like 900 people sign up. And I think we got 2, I think it’s a little less than 2 weeks before the challenge actually starts and we’ll probably end up with another 5 or 6 thousand people who signed up. And we’re going to run it every other month throughout the whole year, and it’ll be the fuel that changes people’s live and gives them the fuel to want to ascend with us as a company.

So challenges are number two. So number one thing from the year was food is fuel and focusing on the fuel I put in my body, and number two is running contests.

Alright, number three. I did a whole podcast episode on this a little while ago, but it was the big aha I had after going on this retreat with a bunch of really smart dudes. And the big aha I had was that, I had been an all star in business and I had been writing copy and designing funnels and doing all these things, and I’d been trying to build this team. But the problem was, as an all star, I wasn’t a good team player. I was like, my team would try to do something and I’d be like, “Ah, you messed up.” And I’d rip it out of their hands and I’d just go dunk the ball myself and try to get all the credit about how great it was, right.

And it was realizing that if I wanted to grow, I can’t go from a hundred million to a billion by me being a better all star. I don’t care how good you are. Michael Jordan, there’s only one Michael Jordan and you can’t get better, you stop growing at a certain point. And the only way to continue to grow is to shift from being an all star to being a coach.

And that has been a really interesting transition for me. It hasn’t been as easy as I thought. But it’s been really rewarding, really fulfilling. In fact, just our internal agency when they had, in the last quarter of the year they had two funnels do over a million dollars, so we gave all the people on our team a two comma club award because they were the ones that executed on it. I gave some initial vision and strategy but they went in and actually did it.

And I think for, you know one of the biggest things this year for us was just really focusing more on building our team and training our team and less of me doing the thing, and me stepping back and not doing the thing, but coaching the people who are doing it. And it’s hard, it’s different, it’s definitely a different skill set, but super, super important. I think for all of you guys, because you grow from yourself to a team, to wherever. If you’re a start up and you want to grow to a million, from a million to ten, ten to a hundred, it really has to come back to you learning how to become a coach. You being an all star, you can’t get past a certain level.

And I got pretty dang far, we got, who knows-70-80 million dollars a year in sales with me trying to be the all star. But as we shifted to this concept of coaching our team and having them all be all stars, that’s when the growth started hitting again. And I’m looking at that right now inside the development team with Todd and Ryan, they’ve done such a good job of not just coding everything, they’ve built this team, and these processes in place, and they’ve become amazing coaches for these people. And now things move faster than they used to because of that.

So the transitioning from all star to coach was another big one for me this year. So number one, the fuel we put in our body. Number two, the contest funnels. Number three, transition from all star to coach.

Alright, number four. As I was doing this whole process of coaching people, and it’s funny because I have become mildly obsessed with personality profiling. The test I love, 16 personalities, which is a version of Meyer Briggs, I love. I love all these different things and I’ve been obsessed with them and learning them all. But this one, maybe this is a test, I don’t know. But it was kind of a realization I had as I was working with people on my team. And now that I understand it I’m like, oh my gosh. I look at things through a different lens.

But I realized there’s like 3 tiers of how people work. There’s nothing bad about any of them, they’re just different. And I think before I thought things were bad because I thought one way and someone else thought a different way. I was like, ugh, they’re bad. They’re not doing a good job. But that’s not the case, there’s just a different skill set.

So the three levels, and I’ll kind of map these out for you, the first one is there are people who strategically figure stuff out. They sit down, here’s the strategy of how it works and you can see this vision of how these things work and how they connect. They see the patterns and like, here’s the strategy behind how something works. So that’s one type of person.

The second type of person is someone who’s a manager right. They are able to take this strategic vision and they can plug people in and they can manage those people to go and do the actual thing, they’re really good at the management of the process, the management of the people and the kind of plugging in the systems and doing that kind of stuff.

And then the third tier is the people who actually do the work, the doers who actually go out there and they go and implement the thing. And again, I think for a long time in my life I was like, oh well strategic thinkers are the most important part. Or, the managers are the most. Or maybe the doers. Or whatever, it’s like all of them are so vitally important. And if you’re struggling right now in your business, my guess is that you’re probably missing one of those.

You may be a great strategic person, you have this vision of where you want to go, but you suck at managing people and you’re not a doer, so you’re floundering. Or you’re a doer and you’re like, if someone gives me a task, I will do it. I will crush any task. But it’s like, it’s just me doing it, and it’s not a whole bunch of people because I’m not good at managing, and I don’t really know what to do unless someone tells me what to do, and visa versa.

So it’s understanding, for a team to be effective you have to have all those. You know, we spent a lot of time this year working on org charts. And it was interesting, as we built org charts, there’s this flow. It looks like a big pyramid scheme. Here’s CEO and then it moves down to this level and this level. I used to always, I don’t, I always kind of hated it. What’s the guy on the bottom going to think, they’re clear down here, this branch of this tree? And it’s like, oh no. It doesn’t matter what part of the tree you are, the whole org chart is essential for the success of the company.

There’s got to be people at the top of this thing who are strategic thinkers and a lot of times they make more money. Not all the time, but there’s a lot of value in strategic thinking right. And then underneath the strategic thinkers, then you have this layer of managers that are managing people, and then down below there’s these doers that are doing the actual work.

And what’s interesting, I see a lot of times where we would have someone in our team who is a really good doer, they’re an amazing programmer, or amazing whatever. And we’re like, “Oh man, this guy is so amazing let’s move them up the org chart. Let’s make them a manager.” And all the sudden we put this person who’s like a rock star doer and we make them a manager and it’s like, they were so successful as a doer, but they suck as a manager, they don’t have management skills. Or we bring them up and say, “Hey, what do you think about this, strategically thinking?” And they’re like, “I don’t know.” And all the sudden they fail because we put them in a role where they’re supposed to be strategically thinking.

And it’s like, no, you’re not supposed to be strategically thinking. You’re a doer and you’re supposed to go out there and actually do the thing. And I think, I look at our org chart now and there’s people who are doers who make more than the people who are managing them right. And that’s okay, because sometimes there’s a doer who’s insanely good at this thing and they should make more than their manager.

I think in my head I always had this org chart where as you go down everyone gets paid less and less, and it’s not necessarily that way. It’s understanding the value of the role, what they’re doing is what they should be paid, but a doer can get paid more than a strategic thinker, it’s just a different level. I think for me, really understanding that, it’s like okay, there’s strategic people and there’s management people and there’s doer people. Understand those are the three different personality types and skill sets and all are essential to you being successful.

So what I would encourage all of you to do today is sit back and be like, okay which one of those am I? Am I a strategic thinker? Can I sit down in front of a white board and map out a vision of this is what we’re going to do, and this is what it’s going to look like? And if you’re not, that’s okay. Don’t feel bad, but you need to get a strategic thinker on your team. You need to partner with somebody who is going to be that strategic thinker.

The next question is okay, am I a manager? Do I love managing people and processes and plugging things in place and making sure everything is working together? Because if not, I’m not super…I’ve become adapted, I’m able to do that, but I don’t love that, it’s not my favorite thing. I should not be spending my time there. I need to find people who are really good at management. There’s this process I was trying to manage over the last 3 or 4 months and I just, it never got done because I’m not that good at management. And I just handed it off to somebody and it’ll probably be done in like an hour now, because that person, that’s their skill set. They’re amazing at managing and then doing.

As my role in the company, in my dream job I’d just be a funnel builder. I’d be doing it all day long, that’s my favorite part of it. Unfortunately for me and the company, I’m more valuable as a strategic thinker, but I love doing it too, right. So there’s people on my team that just do it all day long. They write copy or they get to build funnels, or they get to do the design. I always tell them how jealous, I wish I could just be a doer, just doing the thing that you’re amazing at. That’s the thing for me, that I would love to do. In fact, my second, after, someday if we ever sell Clickfunnels, I’m going to come back and work for Clickfunnels and just be a funnel builder. That would be my dream. None of this stress of owning a company, and all the fun of just building the funnels. That’d be amazing.

So just to understand that, there’s strategic thinkers, there’s managers, and there’s doers, and being okay with, first off figuring out who you are and second off, surrounding yourself with the other types of people because they are all essential for you to be successful. That was another big aha I had as I was going through this coaching phase and building the teams out. People I was super frustrated with until I realized, oh, they’re not a strategic thinker. Why do I keep giving this person strategic thinking opportunities, they’re an amazing manager. Let me get someone strategic to figure this out, build out the strategic vision, hand it to the manager and then they will run with it and make it amazing.

But being upset at the manager because they’re not strategic thinking is wrong. I was in the wrong there, right. Or visa versa, you get the strategic thinker who is dreaming up all the ideas and we’re like, “Okay, go manage that, make it happen.” And they’re like, “I don’t know how to manage.” And then we’re angry at them. Like no, that’s what they are. It’s a super power, each of these are super powers. Understand that and coordinate people in the right spot and get your strategic thinkers to cast the vision, the managers to set up the processes, and then the doers to go and execute on the work. And when all three are working in synergy, that’s when you get magic happening.

So number one, we talked about food as fuel. Number two, contest funnels. Number three, transition from all start to coach. Number four, understanding the difference between strategic thinkers, managers, and doers and how they all fit in your organization. And then the number five thing that was my last biggest takeaway for this year is, as we’re growing Clickfunnels, I feel bad, how many of you guys when you open up Facebook or Instagram all you see is my face 8000 times a day? I’m so sorry for that.

But for a long time I’ve been the attractive character of Clickfunnels, therefore my face is out there, all those things. So it’s like, that’s what’s out there. It’s like eventually it gets so saturated that you can’t keep going with your one face, your one brand, your one thing. A million dollars is easy to keep pushing and getting your face out there. At a hundred million it’s like, man, we’re spending millions of dollars a month on my face, there’s only so many people in this world, it gets insane.

So I was like, how do I do this? And also, let’s say we did want to sell Clickfunnels someday, or let’s say I wanted to retire or whatever, if my face is on the front of everything, it’s not a very good asset for somebody else to buy. So this year we started having this idea like, what are the other front ends we can create for Clickfunnels that aren’t Russell Brunson’s face? So that was the question, that was kind of the concept.

And you will notice over the next 12 months inside our company, all the new things that are happening.

We tested a couple, like one of them we had Kaelin Poulin, who just had her baby yesterday, by the way, she did a webinar, she did kind of my funnel hacks webinar but she did her version of it. And that’s done amazingly well, it’s sold great. It’s like people are hearing Kaelin’s story and they come to Clickfunnels and they don’t even know who I am, which is fantastic. So that’s one example. Some of them I can’t, I can’t tell details about them yet. But we are in the process right now, we signed letters of intent of acquiring a really large company, and the sole reason why we’re doing that is it gives me the ability to create dozens and dozens of front ends that aren’t Russell. They aren’t my face. They will lead people to Clickfunnels , but they aren’t my face, which is essential.

So you guys will find out probably the end of quarter one, maybe early quarter two about that acquisition as long as it goes through. It should, and I’ll talk more about it and the strategy behind it because it’s so exciting. But I just, it’s like, we have a letter of intent signed but the deal’s not inked, so I gotta wait on that one.

Another partnership I’m doing, again all the deals and partners and things I’m doing right now are all about like how can this be a front end that doesn’t require Russell Brunson’s face?

So for you, I want you trying to think of the same thing. What are other front ends you can create for your business that aren’t always you focused. Are they a success story? Most of our ads that we’re developing now, we’re capturing success stories of our users. Our users are becoming the face of Clickfunnels. Our users are becoming the front ends. It’s not just Russell, not just his books, not just his things. The users are the ads.

And we’re getting influencers making funny videos with influencers as the ads. We’re creating new software programs that aren’t just built into Clickfunnels because we’re building these tools externally where we can sell to bring people on the back end of Clickfunnels. So we’re building all the funnels and front end things that aren’t me, because if you see 22 Russell ads in a row, you’re likelihood of buying goes down with every single ad, because either you bought or you’re really annoyed with me.

But if you see an ad from me, and then you see an ad from Tony Robbins and you see an ad from these other things that aren’t related, but they all push back to the same core thing, there’s magic there. So you’ll see this next year will be the year of a lot of funnels for our team. We’re building our agency, really, really large, but we’re doing it with a goal and a focus of it’s not Russell funnels.

Actually I will give you a couple of examples to get the wheels in your head spinning. For example, Grant Cardone, we went and built a book funnel for him with the first 10x book. We flew on his plane and filmed the whole funnel there. So if you look at that book funnel, if you go and you buy the book through it, on the thank you page, basically it pushes people to Clickfunnels. So now we can target Grant and his audience, his people. He pays the ad dollars to sell his book, and the thank you page sells Clickfunnels and then we send a percentage of the affiliate commissions back to him.

So it’s win/win where we’re able to help him drive traffic and sell a lot of books, which then in turn sells Clickfunnels. We’re trying to do the same deal with Robert Kiyosaki and potentially other people as well. Where it’s like, we’re helping them on the front end funnels and then in exchange we get customers on the back end. How many deals are there like that? That you can create where it’s like, I’m not necessarily the front, I’m able to leverage all these other people.

So now in your newsfeed you’ll see Russell’s face selling my book, but you’ll see Tony Robbins book, you’ll see Grant Cardone’s book, you’ll see who elses book, you’ll see those things and you’ll buy them and it’s like on the backend, you’re introduced to Clickfunnels. Now it’s like, I can acquire a lot more customers, a lot of different type of customers through that process.

Anyway, there’s kind of a vague way to explain it. You will see, that is my strategic vision for the year, and you’ll see it coming true over the next 12 months. And next year, when we’re doing the same podcast you’ll be like, ‘Oh, that’s what he’s talking about. So cool. I see how it all fits together.”

Alright so those are the five biggest things, as I was going through my list today, just thinking of the biggest takeaways from the year, I think it’ll help you guys.

So number one is I’m looking at food as fuel. How are you fueling your body, and knowing that right now Russell spends $100 a day on supplements to fuel his body, what can you do different. Maybe you don’t eat cereal for breakfast, maybe you eat cereal for dinner when you’re ready to go to bed, but man, you eat eggs for breakfast, or you eat ketones for breakfast, or you skip breakfast all together to keep your energy high. So fuel is number one.

Number two is the power of challenge funnels and contest funnels. If you want to see ours in action go to onefunnelaway.com, but this is now the core front end to all our businesses. All of our books and everything will lead to this and this leads and sends people up our value ladder.

Number three, my personal role of transitioning from the all star on my team to transitioning to a coach. I think for all you guys, the faster you can make that transition from all star to coach, the faster you can grow and start scaling your companies.

Number four is understanding the different types of thinkers. There’s the strategic thinkers, the managers and the doers. And understanding that all three of these roles are essential for success in your company. And you gotta figure out who you are and surround yourself with the others.

And then number five, creating different front ends for your company that aren’t just you.

So there you go. There’s five big things for my year. My guess is most of you guys listening to this, only one or two of those things will actually resonate with you right now. That’s totally cool. Some of you guys aren’t in the spot where you have one front end working, let alone a whole bunch of front ends. So don’t even worry about that now.

But some of you guys, you’re tired and you try to get stuff done and you can’t focus and it’s like man, the fuel you’re putting in your body is destroying your ability to compete. So it’s like fixing your fuel as your biggest thing. Or maybe it’s like, maybe I have a funnel but it’s not going that way, maybe I make a contest funnel in the front end. Each of the other guys, I hope there’s something you can pick from it that will benefit you specifically.

And then maybe check out this podcast again in a year from now and then some of the other ones will pop out for you. But anyway, hopefully that helps you guys. Appreciate you all, thanks for listening. And with that said, I will talk to you guys again very, very soon. Bye everybody.

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