Marketing Secrets with Russell Brunson - My First Podcast LIVE From My Tesla!!

Episode Date: June 19, 2019

A, B, and C students and how they sync in life... On this special episode Russell talks about A, B, and C students and what kind of workers they are from the driver's seat of his new Tesla. Here are some of the insightful things on this episode: Find out why A students are workers, B students are managers, and C students are strategic thinkers. See why each of the categories are key to running your business and why none are better than the others. And see which of those categories Russell believes his own wife, Collette, falls under. So listen here to find out which category you fall under, and what that means you need for your business. Transcript - https://marketingsecrets.com/blog/216-my-first-podcast-live-from-my-tesla Learn more about your ad choices. Visit megaphone.fm/adchoices

What's up everybody, this is Russell Brunson. Welcome to the Marketing Secrets Podcast. I almost said marketing your car, and there's a special reason why I said that. The first like, I don't know how many episodes, couple hundred episodes, this podcast was called the Marketing Your Car Podcast because I would do it every day while I was in the car

driving to the office. And today is a special day because I'm actually driving to the office in a car, but it's my new car. And you may notice it's not as loud as the last car. Usually I was in the Jeep, which is the loudest car on earth, which is why if you listen to the last, I don't know, 100 or so episodes, you're like, man, it is a really loud car that he drives. But right now I'm driving in a Tesla and it is so quiet and so fast and so insane.

And so maybe we're going to call this one the marketing your car episode number one. No, just kidding. This is still marketing secrets. But I got something fun to share with you guys today. I'll be right back after the theme song. So the big question is this. How are entrepreneurs like us who didn't cheat and take on venture capital, who are spending money from our own pockets,

how do we market in a way that lets us get our products and our services and the things that we believe in out to the world and yet still remain profitable? That is the question and this podcast will give you the answers. My name is Russell Brunson and welcome to Marketing Secrets. All right, everybody. So first off, if you don't have a Tesla, I can't say that word right, Tesla yet, you should just get one. They're amazing and fast and fun. My kids have been having so much fun

driving around in circles and driving down the street without my hands on the wheel. In fact, I could, oh yes, I'm gonna do that. I'm gonna go up to the busier street where I can put it into cruise control and I'm gonna talk, I'm gonna podcast with my. I'm going to go up to the busier street where I can put it into cruise control. And I'm going to talk. I'm going to podcast with my hands off the wheel because I have to. It's the first time in the Tesla while podcasting.

What? This is a huge... Anyway, this is a big moment for me. I'm so excited. All right. So with that said, there's so many things I can talk to you about today. You guys heard some of the episodes from the Lake Powell trip and I'm on the long, long, long drive home in the RV as I was writing the traffic secrets book and a bunch of

other things. Um, I just had a bunch of ideas in my head and things I want to share, but there's one on top of my head right now that I kind of want to share that I thought was, um, super fascinating. And, um, I don't know if it'll help you or not, but hopefully it'll give you some insights, um, as you're building your teams. And, you know, I know one of the big themes at Funnel Hockey Live this last year was focusing on the who, not the how. Like, who are the people you need to help create your vision? Not so much how do you do everything. And, you know, with that's been a lot of team building.

And so, you know, inside the coaching program, we've been talking a lot about team building and finding the right who's to develop your how and all that kind of stuff. And, um, anyway, one of the big thoughts, I think I did a podcast on this a while ago. I can't remember if I did or if it's just me talking in my head, which happens sometimes. Um, but one of the big ahas I've had recently is just that there's three types of, of, I don't know if it's brains or minds, but three types of people inside of every single company. And it's interesting because I used to think one was better or worse or whatever. And, and it's not true at all. They're all vitally essential to building an amazing team. And, um, as soon as I became aware of it, then like everything shifted because I, I don't know,

maybe it's just me. I'd never had a job before, so I didn't know how a lot of, you know, job things work. Um, check it out. I'm driving right now with no hands. This is the way to podcast in a Tesla without holding onto a wheel. Anyway, um, I'm such a nerd. Okay. So, um, three, three types of people. And, and so I'm gonna kind of go through these. The very first type is a strategic thinker. This is the person in the business who's like the visionary. He's dreaming about like the things and the vision, where we're going to go and all that kind of stuff, right? That's like one skill set. The second skill set is that of the manager.

The manager is really good at listening to the strategic thinker and then be able to lay out, okay, here's all the things that need to happen to make this person's vision become a reality, right? That's the manager. And then the third type of mind is the doer and the worker, the person that's actually doing the actual work, right? They're the ones who say, okay, this is my piece of it. And they sit down and they do the work. And again, I used to always think it's, I don't know, I always thought like, oh, you know, everyone needs to be strategic thinkers. And I tried to get people to think strategically. And I thought that

was the key. And then I thought, you know, like, oh, we need needs to be strategic thinkers. And I tried to get people to think strategically. And I thought that was the key. And then I thought, you know, like, oh, we need more people managing each other. And a lot of times we find these people who are amazing workers. They're so good at their thing. I thought, man, they're amazing. We should upgrade them to be a manager.

And we put them in a management role. And then they're like horrible managers. And it's like, and I started realizing that those are three different skill sets. And sometimes people have, you know, maybe able to be good at two of them or something like that. Like, I feel like I'm a very good strategic thinker and I feel like I'm a really good worker. Like I can sit down, I can outwork anybody. Right. But there's one that you're probably better at, um, or one that you should be focusing your time

energy at. Right. Like, um, in the company now I make way more money, um, for us and for everybody have a bigger impact by being a strategic thinker than I do being a doer. Even though I love doing and I'm good at doing and I can sit down and work my butt off, but the strategic thinker for me is a higher leverage activity because I'm better at that than I am at the doing, right? And other times there's people that are better doers, right? There's people that are very specific in the field, like the copywriter, the designer, the programmer, the video, the audio, like people that are good at a, at a, at a thing, they should be focusing there. And then there's the managers who, you know, they, they probably are good workers, but they're better at the management of people. Um, anyway, so I started looking at it and there's the three

different, different levels. Um, and what was interesting is this, this, uh, um is this week while we were on the houseboat, I was there with John Jonas and Dan Goggins who own onlinejobs.ph. And they had their kids there as well. It was a really, really fun way to get time. And anyway, it was interesting. We were talking about business and things like that. And one of them said a comment that was interesting. He said, you know, the A workers will work for the B workers, or excuse me, the A students

will work for the B students who run the companies owned by the C students. And I started thinking about that. I was like, oh my gosh, think about how fascinating it is. The A students will work for the B students who own the companies run or who, or who managed the companies run by the C owned by the C students. I started thinking, it's like, Oh my gosh, think about this. Like strategic thinkers traditionally are the entrepreneurs, the founders of a company, right? They're very good strategically thinking, but they also traditionally were horrible in school. For example, my cumulative GPA in college, I believe was a 2.3, which means I had

straight C's. Okay. And maybe one a, which was a wrestling class and the rest were all C's, right? I was a C person. I sit in class and I daydream and I'd be all over the place. And they try to do teamwork. Like it's all work together and team. And I couldn't do the teamwork either. And like, I was a strategic thinker. And so because I struggled in school, I was only able to get a C, right? I look at a lot of people who are management level inside of ClickFunnels who are really good at that. They are B students. They're the ones who get along really good with people and they coordinate things and they, you know, they're probably the ones who had a lot of weekend activities and parties and they hung out with a lot of people and they're really good at like the management of people and ideas and concepts, right? And then

the A workers are the really, really good workers who sit down and they hear something, they learn it, they understand it and they go and they do it. And I started having this epiphany of just like, oh my gosh, if you look at that, the strategic thinkers are typically, were the C students in school, the manager are typically the B students in school, and the workers are typically the A students in school.

And again, I used to have this cocky attitude, like one was better than the other. And I think it was because, honestly, it was a chip on my shoulder from always thinking I was the dumb kid because I was the C student that always struggled. And so then I got in business, had success. I'm like, oh, like school sucks and all these things. And looking back at it through this lens, I'm like, no, like school, school like is a really good way to develop your workers.

Right. And you need amazing workers. Um, you know, the majority of our company are amazing workers who are doing the thing and they're the best of the best at the thing. And like, and, and you know, that, that's such a big key. And then you got the managers and, and then you got the strategic thinkers. And so anyway, it just got me to kind of look through this from a different, a different lens.

I'm starting a little bit because I'm still trying to figure out how to drive a Tesla. This is my second day on the road. There's all these weird things happening and lights popping up and on the little dashboard, there's cars flying past me. I'm just trying to make sure I don't kill myself on day two of my Tesla driving. I was pretty sure I was going to get taken on day one because I got the ludicrous modes.

You tap the gas like I just did and you go from zero to like 800 in half a second. Anyway, there's my C student brain, ADD and all over the place. All right, I'm coming back. So I'm going to wrap this one up. But, um, basically the thing I want you to learn from today is that there are three types of, of, of people inside your company and there's none of them that are better or they're

worse, right? If, if ClickFunnels was me as a strategic thinker, guess what would happen? Nothing. I'd have a lot of whiteboards, a lot of doodles, and it would look really, really cool, but nobody's life would have been changed, right? If I had a strategic mind and a bunch of workers, guess what would happen? Nothing. I'd have a lot of whiteboards, a lot of doodles, and it would look really, really cool, but nobody's life would have been changed, right? If I had a strategic mind and a bunch of workers, guess what would happen? We would have grown, we would have like four people on our team and would stop that point because there's nobody who could manage the people and put the things together and take the strategy into implementation

for the workers, do the workers, right? And if it wasn't for the B players, we wouldn't be able to grow a company, scale a company, all these different people, not B players, B students, the managers, right? And all three are essential. There's none that are better or worse than the other. They're all key skills. And so we understand that. And again, it syncs really close to like A students are workers, B students are managers,

and C students are the strategic thinkers. What's interesting is how in your company now, if you start thinking about this, like look at the people around, look around and say, okay, what am I? And I think a lot of times, you know, we think that we're the strategic thinker because we're an entrepreneur or whatever. We want to be a person, but if you really are honest with yourself and don't think like what you want to be like, what are you actually amazing at? And you look at that and say, well, you know what? I, I'm actually a really, really good worker. Like I love just working. Or like, I, I'm not that good at doing the thing. I'm not that good at that and say, you know what? I'm actually a really, really good worker. I love just working. I'm not that good at doing the thing.

I'm not that good at coming up with stuff, but man, I'm a really good manager. Understand that and say, okay, cool. I'm going to surround myself with the others. I need to find a good strategic thinker that I can bring on my team. I need to find really good workers or vice versa. I'm a good worker. I need to find some managers to manage more people besides me and we need a strategic thinker to give us a vision and direction. It's all about team building.

It's all about looking at what you've got and like, and you know, it's like basketball team. I'm not a big basketball guy, but you know, if you come out there and you've got, oh man, this is going to date me. The only basketball players I know are John Stockton and Karl Malone and Mark Eaton. That was the last time I watched basketball was, uh, was in high school. Um, but anyway, it's, uh, you know, if the whole field was a bunch of John Stockton, he's like, he may be a rock star, but he's a point guard and he's tiny and

you're going to lose, right? If you had a whole bunch of Mark Eaton's, you're going to lose because he's like seven foot seven and he can't run, but man, he can tip the ball and he can, he can block people. Right. And then a bunch of Carl Malone's the same thing. Like you've got to have all the different people to make the team, the teamwork. And so understanding how, how essential that is for yourself and for your team as you're, as you're building it out. Um, and being okay with that and being okay. Like if you're not the strategic thinker, be okay. If you're not the worker, be okay with that. Like fit in with what works for you. I had this big epiphany with this, with, with, um, with my wife recently and my kids, like I'm looking at this, um, everything through this lens now. Like

my wife is one of the most amazing people I've ever met. That's why I married her. I love her. She's, she's, she's insanely cool. Um, and sometimes I get frustrated with her cause like, I know that she wants, she, um, she'll want us on Saturdays to work as a family. So I'll come to us. So what's the vision? What do you want me to do? And she'll look at me like, like, I don't, I don't know.

Like I just want everything done. Like, you know, she gets, when I ask her like, what's the vision? She gets really, really stuck. And then I'm like, okay, so delegate, like who do you want to do what? And she looks at me like, like, what are you talking about? Like I'm speaking Chinese to her, right? And then I look at her and she sits down and she just works her butt off. Like she will clean the entire house. I mean, we've got a big house by herself faster than anyone ever. And it's just immaculate and spotless. And like, she is a worker and she's insanely good at that worker.

Okay. But she's not a manager. She can't delegate. She's not good at that. And she's not good at the vision. Right. And so now that I'm understanding that, then I've come in. I said, okay, but the vision I have for this, um, for Saturdays, like, let's get the whole garage cleans out. Will you agree with it? She's like, Oh yeah, I love that vision. I'm like, cool. Okay. I'm gonna get the kids on that. And then I gotta be the manager. It's okay. You do this, you do this. And I manage out the kids and then we all go and we work. And that's how it flows really well. Um, all of the fights we get on Saturday mornings is when I'm trying to ask, what's your vision? Or I'm trying to say, hey, who do you want to do what? That's not her skill sets, right?

And so it's understanding that, and now that we kind of understand those roles, man, things work so much better now because I can cast, because I'm always waiting, I don't want to step on her foot, so I'm going to let her cast a vision vision and she's just like I like I just gotta work and get this thing done because I'm a worker right and that's what she she does and so when I realize I'm not stepping on her foot but I'm actually doing a really good thing by casting the vision and and and getting people in the right spots you know to do the right things then it just changed everything so anyway I hope that helps hopefully helps in your marriage hopefully helps with your relationships with your kids with your company with your team, with your kids, with your company, with your team, with all the

things you're trying to do. Um, cause if you have all those pieces, it makes your job a bajillion times easier. And you can quote me on that. So with that said, thanks you guys. Appreciate you all. Um, and hopefully for those of you guys who struggled in school and you got C's or you got B's, you're okay with that. Now you're like, man, it's, it's okay. I'm a strategic thinker. I'm a manager. I don't need to get A's. And if you're a student, like, man, I am good at getting crap done. That's where I fit into the side of the team. That's my superpower. Let's get some crap done and plug me in to the right spot. Um, for D students and F students, I don't really know where you fit in this. Um, I think D and F. Yeah, I got, I got nothing for you. So you're probably,

yeah, you probably should go back to school and try a little harder next time. Because even I got Cs and I was really bad at school. So you just show up, you get a C. The other ones just don't show up. So you probably don't want to hire them on your team. All right, that's all I got. Appreciate you all.

Thanks for listening. If you got any value from this, please take a screenshot of your phone right now and post it on Facebook and Instagram and tag me so I can see it and use hashtag marketing secrets. I greatly appreciate it. That said, I'll talk to you guys all again soon.

Bye, everybody. Would you like to see behind the scenes of what we're actually doing each day to grow our company? If so, then go subscribe to our free behind the scenes reality TV show at www.funnelhacker.tv.