EverydaySpy Podcast - CIA Survival Guide: How To Outsmart Everybody Else & Get Ahead of 99% of People

Episode Date: July 3, 2026

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free of charge. BetMGM operates pursuant to an operating agreement with Eye Gaming, Ontario. The first thing is awareness. Yeah. You have to be aware that you're in a shed. That you're in a shed. And you have to be aware that you're choosing to be in the shed, right? You can always leave.

This is an argument I have so often with people who are trapped in the wrong mindset, right? I don't even know what the right psychological term is because I don't live in a world of academic psychology. But there are people who believe that they don't have a choice. And in the United States, for example, we have 50 states. there are some people in the state of Florida who feel like they can't leave the state of Florida because they think it's because they don't have enough money

they think it's because the drive is too far there isn't a support network on the other side the bureaucratic hurdles of trying to change your residency and get a new driver's license is too much the taxes are too high to pay to move from a non-state non-tax state to a state tax state so they all have reasons and the reasons are ground

in fact, but the value that they put on the fact, the value of the challenge is greater than the value of the reward in their point of view, in their perspective, and in reality it's the other way around. You just reminded me of a video that changed my life. I'm gonna play this video for you, okay? It's a very, very short video, but when you talked about people living in a state

or living in a situation where they don't think they can leave, this video came to mind. mind. They just get an ant and you can do this with basically any small creature and you get a baira or a pen and just draw a circle around it and it will not it will not leave the circle and I watched this video many years ago of just this ant trapped in the circle and they the guy drawing the circle around the ant just makes the circle smaller and smaller and it will basically remain trapped and it was in it when I watched it I thought you know I'm doing that for myself in my own life so the ant remains trapped they make it smaller the ant

won't leave the circle. But what's interesting here, right, is the ant is eventually figuring out that it's just a circle, that it's just a circle, that it's like just a shed. And when I saw that, the first thing I asked myself was, in what ways have I drawn an imaginary circle around myself? I think the more important question is oftentimes, when did the imaginary circle start? Who drew the first circle? Because it wasn't you. If you've ever seen a child, if you've ever seen an infant, a toddler, They are limitless. They know no bounds. They don't understand anything about the world around them.

They don't know how their body feels, so they don't know whether they're hungry or whether they're gassy or whether they're urinating. They cry at everything, and they're constantly squirming. They have no context. So all the context that they gain, they gain through absorption. We create the context for them.

We create the idea of, this is bedtime. We create the idea of, this is bedtime. of this is what a healthy habit is, brushing your teeth, washing your hands, whatever else. We create, this is home, and this is where you can walk around openly. But once you go out this door into the front yard, the front yard is not home anymore.

And now you can't go anywhere you want. You have to stay here. So somewhere somebody started drawing circles before we ever drew them, all we started doing was then believing that the circles were more permanent than they really were. And the way to understand that it's not permanent

is to step out. But stepping out does two things to us simultaneously. One, it feels uncomfortable because nobody else is stepping out. And two, it feels wrong. Why does it feel wrong? Because we've been conditioned to believe we have to stay in the circle.

This is why I love my company. This is why I love our mission of teaching spy skills to break barriers. Because everybody loves the idea of a spy. But when you think about what a spy does, nobody actually likes what a spy does. Nobody likes the fact that spies steal.

Nobody likes the fact that spies lie, but for some reason, they still like the idea of a spy. And that's why James Bond and Jason Bourne and spy shows are so popular. What's happening is we come. come, we come into this place where what we want and what we're told we're supposed to want, clash. Because you know what we really want is an opportunity.

And we want an opportunity so bad that we're willing to cheat to get the opportunity, but we don't want to admit that we're willing to cheat to get the opportunity. We want an advantage, but we don't want to believe that our advantage hurts other people. So somehow we want to all move forward with equanimity, and everybody does better. And that's just not the way that anything in nature actually works. And what entrepreneurs figure out when they're successful is that you can cheat and you can get away with cheating. And when you get away with cheating, it just gives permission to everybody else who was too afraid to cheat. And then you have first mover advantage in the marketplace and they copy you.

and all of a sudden that isn't cheating anymore. And cheating in the context, because cheating can, you know, it's a bit of a loaded word, right? What do you mean when you talk about cheating in the context of business? I'm talking about like an unfair advantage of any sort, right? Think about when, do you remember when MP3s first came out? Yes. Well, I had one when I was a kid. So an MP3 player.

Yeah, yeah, yeah. So MP3s, as in music files, I remember when they first came out, it was, the market went chaotic. because you could get them off of the internet for free, which meant that the musicians didn't get paid for it. And that turned into, I think it was called Nabster or Napster. Yeah, lime wire, yeah. Yeah, there were so many of these different databases where you could just pool free music, and it was crazy.

Before that, there were CDs. There was even a brief period where there were mini-discs, right? People just kept making improvements. We call them disruptors now, because we found a way to glorify the word cheat and make it into something good. So now there's disruptors. But all they were doing

was taking advantage of something that other people weren't taking advantage of. A new form of technology. Well, how did they get access to a new form of technology? Because they got investors. Well, how did they get investors?

They knew a guy who knew a guy, they shook a hand, dad at the golf club maybe. They had five minutes with the right guy on the right elevator. Who knows? But the people who don't get investors, look at the people who do get investors

and say, that's not fair. That's just the way it is. That's the way life is. You know what's not fair? It's not fair that some people are born into a house where the cabin, where the shed that they're born into, is a $300,000 a year shed. And other people are born into a shed that's a $30,000 a year shed. That's not fair.

Nothing is fair. So once you accept that nothing is fair, that also means there isn't really anything that's unfair. You can do whatever you need to improve yourself in your life. So I'm in the shed, and I've just, I've listened to you, so I've realized that I am in a shed and that the rules I've been conditioned to believe aren't necessarily, they're rules, but they're breakable rules, and I have every right to break them. What do you think is step one beyond there, beyond the awareness?

I'm going to give you two answers, because there's the reality of the answer, but then there's my preferred response, right? The reality of the answer is once people, the reality is that most people have already thought about what I'm saying. I'm just giving words and authenticity and credibility to what they already believe. So they're ready for the next step. And they just jump right in. They believe me. I appreciate it when people believe me, but I don't want people to believe me.

What I want people to do is my preferred approach, which is to test the information. Test what I'm saying. Learn a framework that we teach every day spy. Learn a framework that you and I talk about. Put it into exercise. If it works, you just tested something. Now you can believe something. Now you can change your mindset and change your framework.

But too often, people just believe. I appreciate it when they believe me. It makes me feel good, but it's not what I'm trying to teach people to do. What I want people to do is actually test it, test it. Because if they test it, they make it their own. Here's the problem with every teacher I've ever had, with the exception of two or three. They tell you something is the thing.

facts. And then you know that at the end of the week you have to take a quiz on what they told you was the facts. And then you know that at the end of the semester, you have to take an exam on what they told you was the facts. They don't ever teach you to test or question the facts. And we know at our age and our success level that history is written by the winners, but there's always two sides to history. And then when you think about the political, the religious, the personal ramifications of everything that happens, you realize there's multiple different versions of truth. There may only be one fact, but there's multiple versions of truth. So how do we, we're not even conditioned to learn to question the truth to find the

fact. Instead, we're just taught that the truth that we're taught is the facts. And that's how we end up in a world like we have today, where people can can say whatever they want to say and people believe them instead of testing what you hear to see if it really is worth transitioning or transforming your belief system. It sounds like you're making a distinction between like knowledge and belief. What we call, information and knowledge. Exactly right. So information is what someone might say to you, but then knowledge is what you actually need to be true. Correct. There's a flywheel that we have in the intelligence world and it's a triangle and the top of the triangle is information. And then information flows into knowledge and then knowledge flows into experience. CIA believes that all people are

born with a spy secret superpower. For some people, that means they can win deals for others. They can spot liars, some can even seduce lovers. I built a free three-minute test to help reveal to you exactly what your secret hidden superpower is. All you have to do is click on the link in the description below. Take the test and start using your spy superpower to stay ahead of 99% of people. So what happens is you learn information, from that information, you develop knowledge, and then you test that knowledge through experience, and what happens when you when you go out and take action in an experience,

you get more information, which yields more knowledge, which you test through experience, which yields more information, and you have this very positive flywheel. That's how the intelligence cycle works. But what happens in society, what happens in a state system that requires people to become predictable and obedient and respectful and collegial,

is they skip the experience part. They say, this is information, This is knowledge. And here's more new information. And here's more new knowledge. And they never give people the opportunity to test the knowledge for themselves. So I'm breaking out the shed. And I'm going to try and test some of this information that I'm going to learn today and in this conversation.

What is a good example of something that you've seen in your practice when working with people at the everyday spy has helped someone to change their life, like a framework that typically helps people to change their life in the most profound way? to business, sales, their career, whatever. One of the ones that jumps to mind right away is it's a simple framework about perspective versus perception. And we may have mentioned this actually in our previous conversation, Stephen. Perception is what you believe to be true about the world around you.

Perspective is what other people believe to be true about the world around them. So as I sit here looking at you, this is my perception. My perception is that I'm sitting in the center seat and you're sitting outside of me and everything else is built around me at the center. Well, guess what your perception is?

The same thing. I am across the table from you. You're at the center and everything in this room is built around you. So our perceptions are never going to be the same. So the only way that I can find common ground with you is to stop thinking about what's happening around me from my perception

and start thinking from your perspective. Because then I get my perception plus your perception combined. I get twice as much information to think through this specific situation. Can you train that? Can you train someone to have both points of view? Absolutely. So here's how I mentioned that awareness is the first step, right?

Really, we have a three-step process at CIA that we use when we teach spy skills to future spies. Because that's all CIA is. CIA is a giant training engine that's constantly creating new spies. And then spies just go out and spy. But what CIA really does is train spy, who then steal secrets and compile those secrets

to share with decision makers on the hill, right? CIA's system of teaching is a system where you educate first, you exercise second, and then you experience third. Remember that flywheel? So you educate, that's your information, you exercise, that's where you turn information into knowledge, and then you experience, and that's where you actually go out and test the knowledge to see if the knowledge is still applicable

in the world that you live in today. So those are the three steps. So whenever you're trying to get anyone to break a barrier, whenever you're trying to get anyone to transform, all you have to do is educate them, help them to exercise, which means practice what they learned in a controlled space, and then kick them out the door to go do it for themselves. It's like kicking a bird out of the nest. So if I, can you make this very real for me? Because I want to be someone that can walk through the world and appreciate my perception of a situation, but also the other person's perspective. So if we just put this in the context of me here as a podcast host, how would I be able to implement this to become a better podcast host, like understand the other person's

perspective and the way that you're seeing the world? Absolutely. So we had a whole conversation before the camera's turned on. Yeah. Right? Can you tell me five things that you remember about me that I shared during the time before the camera's turned on? Yes. Go ahead. Okay. You want me to say them? Absolutely. It's private stuff, but tell me. Okay. We're talking about your relationship, things you're going through at home. You said that in the last couple of days, everything's changed because of the assassination attempt on Donald Trump.

We talked about you used to live in an RV for a while, and you've just recently moved across America to a new place. You mentioned your kids as well. Give me specifics. Oh, God. You said that you used to live in the RV with your kids, and there's a, they're varying ages, I think, I think one of them is, did you say three years old?

Close? One of them was three or something. Five and one. Five and one. It's okay. You did great, right? Those things that you recalled. You recalled those from what's known as your paleo-mammalian brain,

the back part of your brain, passive learning part of your brain. Because naturally, when you are untrained, when you're untrained to think like a spy, you rely on passive knowledge. You rely on passive observation to create prefrontal cortex knowledge. All the spy does is when they talk to you, they turn on.

They turn on the prefrontal part right away, and they start paying attention to all the details right away. Because the way that you gain someone else's perspective is by listening to what they're saying and seeing how they're saying it. Because what happens now when I sit with people, I was just with a client this morning who made a comment on this, when you're trained and you sit with someone,

you are always gaining more information about them than they are about you when you know how to practice perspective versus perception because from the moment that you came in and sat down, you were very much in your world. You're sitting here in socks. You're sitting on your leg. You're very comfortable. You're messing with all of your technology.

You're fighting with your technology because it's not exactly the way you want it to be. Like this is Steve's world. And there's not a single thing wrong with Steve's world. But Steve's world isn't as big as the world of Steve and andy together. Whereas when I came in here, just because of the way I'm wired, I'm paying attention to you. I'm paying attention to your producers. I'm paying attention to the set. I'm paying attention to the people who I've met from your team in previous calls because I'm trying to gain as much perspective as possible before I sit at this table with you and the cameras turn on and we're on a

one-way trip. Because I only get one chance. So I want to have as much information on my side moving forward. So you as a podcast host, your original question was, how do I use this information? How do I use these frameworks to become a better podcast host? Every person who sits across the table from you came from somewhere. And every time they leave the table you're sitting at, they're going somewhere. And they're bringing stress and they're bringing pain and they're bringing worries and they're bringing concerns with them. And they're leaving with the same things. I know that your partner is thinking about babies. When you talk about it, that's how you, you're going to, you you talk about it. You say my partner is thinking about getting pregnant. You don't ever say

we're thinking about getting pregnant, which makes me wonder if she's more excited about pregnancy than you are. I'm so fucked. I'm afraid Lord, she doesn't listen to this. Am I accurate? So do I, can I match her excitement levels? She's changed the entire house at home. It's like she's expecting. I don't know. But like the entire, my shampoo is gone. That's like her level of excitement about it. But, and you know, yeah. So obviously I'm excited about it. But, no, of course, I can't match her level of like preparation and obsession about it. No. Yeah. But I'm paying attention to you and which is that's the only reason I even have the ability to ask that question. Right? Because I'm coming in and I'm trying to live in your shoes. The whole time I'm here,

I'm trying to live in your shoes. Even as I answer your questions, I'm trying to think, what can I do to bring value to Steve, to the diary of a CEO, to the audience that's listening, because this is my only time to talk to you guys. So what can I do to maximize that value? That's practicing perspective. So when you do that to your guests, you're going to unlock a whole new level of podcasting from them. Instead of being frustrated or curious or wondering whether or not they're on track or off track or whether or not they're tired or not you're going to get the best performance out of them,

if you literally just took, I mean, we have an exercise. We have an exercise called Get Quiet at CIA. And in a get quiet exercise, all you do is just get quiet. You stop overwhelming your sensory organs, your eyes, your ears, your feelings, your taste buds, your nose, your olfactory. You get yourself into a place where your sensory organs can take a break. Because what happens when you don't overload your sensory organs is your brain starts to index. And when your brain starts to index, it gives you a higher level of awareness, a higher level of observational skills. So especially before you go into an area where you want to make observations, you want to quiet your sensory organs so that you can go in with fresh sensory organs.

It's kind of like cleaning your palate before you try a certain ice cream, right? The reason that we do that is because we want to gain as much prospective information as possible so that we have the informational advantage going into any situation. understanding that most people are coming in, living in their own perception. Consider applying this to business, right? You are a coffee shop. Well, there's 500 other coffee shops. There's five other coffee shops

just in two square miles of where your coffee shop is. So when you think about your own product, you think, well, my coffee is superior. It's from Ethiopia, we roast it here and it smells great and whatever else. Or you think my building is better because we have local art. artists on the wall and we play local musicians, right? Like, that's what they think. That's what the owner of the coffee shop thinks. But they don't stop to think about the customer who buys the coffee.

Because the customer who buys the coffee is coming from somewhere and then going to somewhere. And the coffee shop is just one stop along the way. So if you really want to become the coffee shop that everybody wants to go to, you have to think about life through their eyes, through their perspective. Why are they drinking the coffee? Oh, they're drinking the coffee because they're a new mom. So then what else does a new mom need? What else does a new mom want when she goes to a coffee shop? Maybe she wants other moms to be there. Maybe she wants specials. Maybe she wants to find little things to buy her kids. Who knows what? You can change your shop to fit your customer if you're open to their perspective. Otherwise, all you're doing is creating your own little circle, your own

little shed. So in terms of practical things that you do so that you can really tune into someone's perspective, is the most important one just listening? Yes, but there's a twist because you also have to dig for the information you want. So you have to know how to ask questions. And you have to be willing to ask questions. There's another exercise that we have at CIA called Windows and Doors. In a conversation, people will open windows, windows in conversation, which means I might ask you one thing where you might ask me something, and then in my response, I hint at something else.

That's a window, right? You started this conversation by asking me, what season of my life am I in? That was a fantastic question to open windows and doors. Because you don't know what the answer is, but you're going to choose what you hear

to decide where you go next. The same thing happens in a normal conversation, right? You can see windows and doors when they present themselves when you are trying to cultivate perspective over somebody, you want to choose the windows and doors that you follow through in the conversation

specifically to collect the kind of information that you want to gain that perspective. So if I'm trying to sell something to you, if I'm trying to sell something to you as an entrepreneur, I'm going to follow the windows and doors that open up in conversation that take me to understand better what limitations or challenges you're having as an entrepreneur.

So if I'm trying to buy, If you're a car salesman, and I'm a customer and I want to buy a car, what kind of questions would you start asking me to? I love this exercise because I actually just had to buy a car after we moved. And I was shocked at how horrible my car salesman was. Because he did not think this way, right? Why do people buy a car? I'm going to let you practice your perspective on me.

When I moved to Colorado Springs in May, why did I have to buy a car? Because you have kids. Nope. You have two kids. Oh, because you have to... Well, you mentioned Colorado Springs, so I suggest... I guess that's pretty pertinent to your answer, but you have to travel a lot around Colorado

because it's quite vast, isn't it? You need a mode of transportation. That's the only reason anybody buys a car. That's where you have to start, because then you have to think, well, why are they here? If you're a Subaru dealership and somebody walks in, you already know that they've pre-qualified a number of things. They must be looking for a Subaru.

they must be looking for a two-wheel car, they must be looking for an all-wheel car or else they wouldn't be here. So you can kind of make those assumptions if you practice perspective when they walk in. And then when they walk in, that's when you find out, oh, they're a parent. So I'm looking for a mode of transportation

that's also safe because I'm a parent. I have a family of four. So I'm looking for a mode of transportation that's safe for at least four people. If you practice a little bit of perspective, you learn a lot more about the person. person that you're trying to close. So now I ended up buying a Nissan Pathfinder, a brand new Nissan Pathfinder. Not because my salesman was any good, but because I went to the Nissan

dealership already wanting a brand new pathfinder, just like you did. But I always go through this experience to see what's the salesperson going to do? Like, are they going to try to sell me something good? Are they going to try to sell me something wrong? Are they going to understand my specific needs? Or am I going to have to coach them through this whole thing? My company gets hired to give sales training to high-performance sales teams. And what I'm shocked at is how often, even with a high-performing sales team, salespeople don't practice perspective and perception. What they practice is whatever script they're supposed to read. And they practice empirical numbers and they practice the law of averages and it's like, I need to make 100 calls to convert 12%. That's what they practice. Instead of

practicing something just a little bit more efficient, like changing your opening line to ask an open-ended question, just like you did. An open-ended question is a question that makes the person on the other side of the phone speak through the lens of their current reality. Do you know what? I've never said this before, but there's a question I ask every guest in the preamble. And I don't know if I asked you, but I ask 99% of guests when we sit down. And it's what's front of mind for you at the moment. And for me, the reason I ask that question is because kind of what you said, because people come here. And I assume that there's something. that happened when they woke up this morning, or there's something that's bugging them that

my research team wouldn't have been able to find on the internet, that they haven't yet said in an interview. And it's been so unbelievably amazing when you ask that question. And then there was one particular conversation I had, which was one of my favorite of all time, where it was with Simon Sinek. And because I've spoken to Simon Sinek three times on the podcast, I didn't, like, have research. Like, we've talked about everything. So I sat down and I had to sit down and figure out where the conversation was going to go for the next three hours. And so my opening question to him was really broad. It was, how are you and please give me the long answer? And you have to be honest. And he literally, for the first time ever in his life, went, do you know what, I'm feeling really

lonely right now? And for him to say that, a guy like that to say that was like, whoa. And if I had sat down with my, okay, today we're going to talk about management strategies, I totally would have missed one of my favorite conversations of all time. But you have to have a lot of trust in yourself. This is what I've come to learn as a podcaster. To be able to sit down without any questions written down here and to ask a really open-ended question and then to try and follow them, like wherever they might take you? Well, that's what's interesting is that one of your superpowers as a podcaster is that you have a plan, but you don't always stick rigidly to your plan. You go wherever the guest takes you. You go where Simon Sinek takes you, right? I've taken you down this long path

about living in a shed that I'm sure was not on your agenda. And I'm sure lost a good half of the people that we were talking to early on. But my point was, with all that is just to say, you practice what is called courage. And courage is, courage is a word that is definable. And people don't often take the time to really define what courage is. Courage is doing the thing that you're afraid of. That is courage. So going off script and asking a question, coming in unprepared for a podcast, those are things that cause you a little bit of fear, a little bit of anxiety. You're like, I don't know how this is going to turn out. but you do it anyways.

One of the major differences between entrepreneurs and aspirational entrepreneurs is that entrepreneurs have the courage to try and aspirational entrepreneurs are always talking about the day that they will have the courage to try. Trust comes into this, right? Because part of the reason that I can sit down

with someone for three hours and not necessarily have a... I've never had a question written down, but not even have an idea of where the conversation's going to go is because I have so many case studies that it's been fine in the past. And it's those case studies that have built up this sort of self-trust that enables me to sit down and go,

how are you? And then they go off about loneliness and we spend three hours talking about loneliness. But that comes from that initial trust, I think. I think trust is a good word. Self-trust, I'm trying to. Yeah, self-trust or confidence. Yeah. Those are good words to use. But I would almost challenge that what you're really talking about is you're gambling on odds that you've learned are in your favor.

Right? It's kind of like when you think about a professional athletes. Professional athletes do some amazing movements. Sometimes they make the score and sometimes they don't. But what happens is when they make the score doing an amazing movement, that's what we all remember. When they miss the shot doing the amazing movement, nobody remembers that. Nobody remembers how many basketball shots Dennis Rodman didn't make. They just remember something else about Dennis Rodman.

Arnold Schwarzenegger has this famous quote where he made lots of of movies. We all remember our favorite Arnold Schwarzenegger movie. But how many of his bad movies do you remember? Not many. And he knows that too. And that's one of the reasons that he said yes to so many movies was because he learned early on in his bodybuilding career that nobody remembers when you lose, but they always remember when you win. So he had no problem making a bunch of movies because the one or two or three or 12 or 18 that became blockbusters were the ones that defined him. even though he also did kindergarten cop. I mean, that's quite a good concept to hold in your mind

if you're trying to weigh up any sort of risk in your life, like the risk of leaving the shed that we were talking about. Correct. You're taking a chance. You're taking a gamble. But here's the thing. We're conditioned in our shed. We're conditioned to gamble on the system.

Right? If you're going to roll the dice, at least roll the dice that the system gives you. right, bet on the house because the house is going to win. What we really learn as entrepreneurs is to gamble on ourselves. Like, bet on you. How many people take every dollar they earn and they invest it in a brokerage that's managed by somebody else that is targeting an 8% return on investment?

That's what they do with every dollar of their life. My mother-in-law just recently retired about three and a half or four weeks ago. She is, what do you have to be to retire? 69, I think. So she's 67 or 68 years old. She's worked her entire life. Her primary investment vehicles, I shit you not, are CDs.

It's a device in the investment world where you basically put your money in for a certain amount of time, and it guarantees you a certain yield. And that yield is usually very, very low. But that was her preferred investment vehicle. So for the 69 years or the 50 years that she's been working, she's been in. She's been investing in these low-performance certificates of deposit CD. That is exactly the kind of thinking that was conditioned into her by the generation before her. That's where she learned about CDs at all. That's why she bought her first CD at 16 years old was because mom and dad told her to do that.

So here it is 2024. She's retiring, and all of the money that she saved is basically in these certificates of deposit, which is not a lot of money. Really? Yes. Because it doesn't grow. Whereas I invest in my company. and my return has been 300%.

And entrepreneurs, even entrepreneurs who don't grow quickly, still see 12% return on investment, 15% return on investment, 20% return on investment, which outperforms anything in the market. But you still have these people who don't want to gamble on themselves

because they're afraid that the house will win. Who can't be taught the things that you teach in terms of the CIA skills and everything you teach within everyday spy? There's a lot of people out there who already, who right out of the gates had a circle drawn around them, that CIA is some kind of deep state conspiracy, kills Americans, sells children, steals drugs, kind of organization. Of a room? Maybe there was a CIA that did that once.

But my point is, those people are never going to believe what I have to teach them. There are threads all over the Internet about how I'm a fake and a phony and a fraudster. and there's even, there's, for every one of those threads, there are also threads that talk about how I'm a plant, how I'm still a CIA officer. I did read that in the comment section. Isn't that funny? Quite funny.

So there's like, there's both sides. These are people who cannot, they'll never be open to learn. They're not willing to learn. How do I know you're not still a CIA officer? Does it matter? No, it doesn't. It doesn't matter. If you can take the information and test the framework and get ahead,

does it matter? Well, actually, maybe if the freight, Okay, you're at the right point there. You said, test it myself. Because you could be teaching me things that are going to just keep me trapped in the Matrix because, you know. But I don't want you trapped in the Matrix.

I don't know that. You could still be a CIA spy. I could be. But the key thing you said is that you're giving them to me to test for myself. So I get the results to check. Right. Whether what you're teaching.

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Feel free to buy your payday for life ticket today. Raffle number 155-2194. Please play responsibly. Me as positive or negative, productive or not productive. Correct. And that's what really drives me. What drives me is this vision of a future that's good for my children. And the future that's good for my children is a future where the United States is still the most powerful economy in the world, still the most powerful military in the world.

And according to all reports, that is not what will happen by 2035. By 2035, we will be at parity with at least another country, most likely China. And as we reach parity, what that means is you reach equality. As you reach equality, your superpower status goes away. You are no longer a superpower. You are a near-peer power or a near-peer competitor. It's very different than being a superpower. Why does it matter?

Because when there's competition, there's more uncertainty. There's more unpredictability. There's more danger. There's more risk. There's less opportunity. Think about the starting quarterback for a football team. He's the starting quarterback. He is the person.

He is the, the place. player that will start the game, that will have the football, and nobody questions it. There's a lot of opportunity there for that person. But as soon as they start to be unpredictable, as soon as there's a new star, a new quarterback that comes in and threatens the existing quarterback now, we don't really know who's going to start. And the team doesn't really know who's going to start. And then for all we know, the team is going to have two different quarterbacks that swap in and out throughout the entire game, and the whole team performs worse because they don't know how to predict the quarterback because the new quarterback or the old quarterback isn't

the one that's always throwing the ball. So there's an uncertainty that comes as competition arises. It's why business owners want to be in a business of one. It's why there's such a thing as a blue ocean marketing strategy versus a red ocean marketing strategy. Because when you're in a blue ocean, when you have no competitors around you, your business will most likely thrive. You have room to make mistakes. You can learn slowly. But when you're in a highly competitive red ocean, and you don't get any of those opportunities.