The Russell Brunson Show - My 5 Biggest Take-Away's From 2018

Episode Date: January 7, 2019

...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 - https://marketingsecrets.com/blog/my-5-biggest-take-away-s-from-2018 Learn more about your ad choices. Visit megaphone.fm/adchoices

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Travel moves us. Hey, what's up, everybody? This is Russell Brunson. Welcome to Marketing Secrets Podcast. I'm so excited to have you here. In fact, today I'm going to be going over all of the biggest lessons I learned during 2018 as I'm getting prepared for world domination in 2019. 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. Hey everyone, I haven't wanted 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 to record this. I'm going to record,

I'm going to record, I haven't, I haven't. And then, um, and I was gonna record it like, uh, during Christmas break and then during new year's and then now new year's is over. And then tomorrow I'm going on the two common club X cruise and I still record it. I was like, okay, I'm doing this. So, um, and I think the reason why is because I don't, there's so many amazing things. This year was insane. Like I, it's still hard for me to fathom everything that happened, um, over the last 12 months. Um, you know, last

year we ended the year really, really good. Um, we went from, um, yeah, like, I mean, think about quick phones year one, we did, well, the first year was like three months or whatever, a million bucks, right. Or whatever it was. Um, 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. Like I didn't think that was even possible. Um, but it did. And like, there's so many things that you learn at scale when things get bigger. Uh, the, the, um, the positive things at scale are way better and the negative things are way worse. And there's just so much stuff and there's so many things I want to cover and talk about. And I was like, how do

I break these into a bunch of things? And so I kind of broke them down into one, two, three, four, five, five different things. Um, they weren't like the full con, you know, everything I learned from here, but I think some really powerful things that, um, 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, um, long-term strategic thinking, and there's a bunch of different things in between. So, um, with that said, I'm going to jump right into this. Um, all right. So number one, the first thing, um, that I think was really, really big this year, um, was shifting a lot of like how,

what's the best way to say like, it has to do with health, but it's not like being healthy. Right. It wasn't like I was eating different to, to get a six pack someday. I still want one, but that wasn't the reason why it wasn't like eating healthy to like, to, to look at it was like eating healthy because I need to put better fuel in my body. Right. I realized that I'm competing against entrepreneurs at all different levels. I'm competing against entrepreneurs at all different levels. I'm competing against companies that get hundreds of millions of dollars in funding.

Like I'm competing against people that have, you know, a team of, you know, 2000 employees working with them. I'm competing against people that have, you know, 30 different people with MBAs working for, like that's what I'm competing against, right? So it's like, how do I, how do I compete against these people?

Like I can't do it based on more schooling or more money. I have to do it based on more energy, like the output that I'm able to put into the work that I'm doing and my team and everything. And so, um, I had a big realization, like I needed to change like the fuel that I'm putting into my body. And, um, it's interesting now, and 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. Um, but I want to put it in perspective because I know a lot of times people say, well, I can't eat healthy because it's too expensive. And I think that's for most of you guys, like it's, 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 shouldn't make you more money. And it should be like one of the number one focuses. And so, um, I started shifting the way and what I was eating. And it kind of started with, I was listening to a podcast with Tony Robbins and Tim Ferriss, I believe. And Tim was asking Tony, like, well, what's your morning routine? What do you eat? And it was so funny because Tony's like, for breakfast, I have salmon. For lunch, I have salmon. For dinner, I have salmon. And he was like, you have salmon three meals a day? And Tony's like, yeah, it's not food for me. It's fuel. And, um, now the negative side of that,

of that is Tony ended up getting, um, mercury poisoning from too much salmon. So that's not necessarily the right thing, but the, the, the, the statement he made was like, 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 got to produce today. And that had the impact on me. Like 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.

That's why I still got my love handles. We're going on the two comic club X cruise tomorrow. I'm like, dang it, 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. And so the way I eat is different now. Like in the mornings I wake up and it's like, Hey, what's the fuel I need right now? And so for me, it's a lot of water, right?

Um, Alex Sharfman drilled that in my head. And so I drink a ton of water. I hyperhydrate in the morning. Right. And then I look at the supplements I take. Um, I'm a big believer in ketones. Um, and not that I'm in a ketogenic diet, but I think there's, there's fuel in ketones. So I always do prove it's, um's supplements every single morning and every single night.

I love their ketone supplement. 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. And so like their supplements are second to none. Like they, I know behind the scenes of the science of what they've been doing. And they're on, I think their fourth versions of the ketone salts. And it's just like everyone else, if you're buying this stuff, like ketone salts on the market, like they're using salts from, from like, like generation one, generation two. And these guys are already like number four.

Like what they have is so much superior and it's good. So even if you're not like a ketosis diet, like taking the ketones is good. It's fuel for your brain. It makes you feel good. And it tastes like candy. So that helps. Number two, I found this other ketone drinks called H, it's called human 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, but $30 a shot, you take this thing and like, I feel it's fuel, like it dumps into your body and it's amazing. It's ketone esters. But it's $30 per shot, right? The Prove-It things are like five bucks a shot. So between just those two things,

like I'm at $35 in fuel, like first thing in the morning, along with my water, right? And then the next thing I have is, I've been lifting heavy as well. And so because of that, I need more proteins than I normally do in my life. And so I'm trying to get more proteins in and I'm allergic to whey protein. And so it's like, if I put whey fuel into my body, like it,

I literally, I swell up, I get tired. Like it, it does all sorts of bad things for me. So what I do is I do a bag of bone broth a day and the bone broth is not cheap either. It's $30 a bag for this bone broth that I drink. Um, and so it's like by, by lunchtime I'm at 30, 60, 60, $65, um, just between the ketones and the bone broth. Right. But that's fuel I'm putting into my body. And then I feel like the supplements, like I'm, I'm probably close to a hundred bucks a day in, in fuel supplements I'm putting into my body. Um, and it has meant the world of difference, like my energy level, my excitement, the my excitement, my ability to produce is better and I have better fuel in my body, right?

And so that was kind of the first thing. And I know most of you guys are not gonna be able to spend $100 a day on fuel for your body like I am. But I would recommend this year is to like start thinking about it. Like food is fuel, right? And there's times that food's not fuel. There's times when like I go out with my wife

and the food I'm eating is not for fuel. It's for social thing, right? And I know that like, Hey, we're going out to sushi. This is not fuel. This is social hours. 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, to, to socially eat. And that's what I'm doing. I'm going to enjoy the process. Right. So I'm not like, I'm not the hardcore weight loss guy. He was like, I'm never going to eat healthy. It's like, I know when to eat healthy. And like, if I do want to eat junk, I eat it at night before I go to bed. That way I can fall, pass out and let my body like figure out how to digest all that crap and get it out of me.

So I have energy again for the next day. Right. Um, but during the day, man, I'm eating healthy all the time to make sure I've got the energy to be able to accomplish all that I'm doing. And so that was kind of the first thing this year is just, um, 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, and it shifted how I started looking at stuff and shifted how I was investing the man. And if I, if I was, you know, uh, um, I think Sharfman said like, if you're, if you had a million dollar race horse, like what would you feed it? You wouldn't feed it McDonald's and fast food. You'd feed it the best food you can. Right. And it's like, you are the jockey. you're the racehorse for your company, like you should be doing the same thing. And when

Tony said, you know, food is fuel, I was like, okay, that's it. Like, um, what am I feeling my body with? And so throughout the day I feel good. And I wish I was perfect. Cause again, I wouldn't eat garbage at night or on weekends or whatever, but, um, I'm not there yet. Maybe this year will be the year that that happens. And next two comma club at two comma club X cruise, I'll have a six pack. But until then, um, I'm looking at food as fuel. So there's number one. All right. Number two, um, 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. Um, and every time I see a new funnel type, I try it out. We test it. We try a bunch of stuff. And, um, I think I have a new favorite type of funnel

and we relaunched it yesterday. So if you go to one funnel way.com, you'll see our one funnel way challenge. I am obsessed with challenges. Earlier this year, Natasha Hazlett, who's going to be speaking at Funnel Hacking Live, she wrote a book and she started selling it through a traditional book funnel and did okay, but 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. She said, oh, I'm going to have my book and it's going to go with the challenge. People pay 47 bucks for the challenge. You get the book for free.

And I'm taking this live challenge experience. And she did it. And the first one crushed. I think 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 four or five more challenges throughout the year. And she just barely passed through Comic Club. 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 four or five more challenges throughout the year. And she

just barely passed through Comic 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 or students and other people. And she showed a bunch of other people. And everyone who's doing these challenges, it's killing it, right? And then I saw Garrett White pops up with his challenge. If you go to thekingskit.com, you see his challenge. It was like a four week challenge as well. So I funnel hacked him. I bought his challenge and went through the process and I called Garrett up. I was like, dude, give me all your info. Give me the mentality. I picked his brain out, who he's doing his and what he's, what he saw and the pros and the cons. And then, uh, uh, talk to Natasha and talk to other people. And I was

like, this is, this is the future. It's forced consumption content. The biggest problem most of us have with our clients is not that, um, the biggest problem is not that like we, they, like the stuff we're teaching isn't good. The biggest problem is they don't ever actually go through the stuff, right? How many of you guys have bought a course and it sits on the shelf, right? And you never read it. You never go through it or, you know, you bought the members area. Someday I'm going to log in, but you never do. Or you bought the book and it's sitting there, right?

Um, the challenges force, force you to consume the stuff, right? So we launched our very first challenge and it was a 30 day challenge and we had 7,500 people sign up for this challenge. It was amazing. It's every single day. It's like they would get a video for me, uh, talking about a strategy videos from Julie walking the tactics, how to, how to apply that strategy. And Steven Larson, we got on live and motivate them and push them and yell at them and get them to do the thing. And that 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 who was disappearing before, because it was going away, because it's like if you don't use it, you lose it, it forced people to wake up and actually do the tasks and do the things and holy crap the

weirdest thing happens if someone actually does what you say they actually have success okay and so the challenge is like the best way to get a result for your end customer i think every business should have a challenge um and so if you look at if you look at me over the next 12 months you will notice that we have one funnel way..com as the front-end challenge, but then it'll also become the back-end of every front-end funnel we have. All of our books, all of our things, everything leads into the One Funnel Way Challenge.

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 the last day of her challenge, she has 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 people who are taking action every single day end up buying the thing at the end. Garrett 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. Like it's one of the best Ascension vehicles in the world. And so, um, like I said, I think challenges, um, are, are huge. I think it's the future. I think every business should be having one. Um, I know for us, that was kind of of all the funnels we rolled out last year. That was the one that was like the most shockingly surprising to me. And I was like, Oh man, this is something we got to focus on. Which is why January 2nd,

the One Funnel Challenge launched officially again. And day one, we had like 900 people sign up. And I think we had two, I think it's like a little less than two weeks before the challenge actually starts. And we'll probably end up with another five or 6,000 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 lives and gets them to want to ascend with us as a company. So challenge number two. So number one thing from the year was food is fuel and like focusing on the fuel I put

in my body. Number two is running contests. All right. Number three, I did a whole podcast episode on this a little while ago. Um, but it was the big aha I had after, um, I had after going to this retreat with a bunch of really smart dudes. And the big aha I had was that, you know, I had been an all-star. Like, you know, in business, I had been writing copy and designing funnels and doing all these things. And I've been trying to build this team.

The problem was like, as an all-star, I wasn't like a good team player. I was like, you to build this team. The problem is like, is as an all star, I wasn't like a good team player. I was like, you know, my team would try to do something like, ah, you messed up. And I'd rip out of their hands. I would just go dunk the ball myself and try to get all the credit about how great I was. Right. And it was realizing like, if I wanted to grow, like I can't go from a hundred million to a billion by me being a better all star. Right. Like, I don't care how good you are. Michael Jordan, you know, there's only one Michael Jordan. 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's 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, like when they had in the last quarter of the year they had two funnels do over a million dollars and so we gave all people on our team a two comic club award because they were the ones executing on right like i gave some initial vision and strategy but then they went and actually did it and i think for um 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 like me doing the thing and me stepping back and like not doing the thing. Um, but coaching the people who are doing it and it's hard, it's different. It's, it's, um, it's definitely, um, it was definitely like a different, a different skillset. Um, but super, super important. And I think for all of you guys, like, as you grow from, from yourself to a team to, you super, super important. And I think for all of you guys, as you grow from yourself to a team to wherever, if you're a startup, you want to grow to a million, from a million to 10, 10 to 100, 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 a year in sales with me trying to be the all-star. Um, but as we shifted to this, this concept of coaching

our team and having them be all the all-stars, that's like when the growth started hitting again. And I'm looking at that right now inside the development team with Todd and Ryan, those guys, they've done such a good job of not just coding everything. It's like they build this team and they have these processes in place and they've, they become amazing coaches for these people. And now things move faster than they used to because, because of that. So the transitioning from all-star to coach was another big, um, big one for, for me this year. So number one, the fuel we put in our body. Number two, contest funnels. Number three, transition from all-star to coach. Um, all right. Number four, as I was doing this whole process of like coaching people,

um, and it's funny cause like I've become mildly obsessed with like personality profiling, right? Like the DISC test, I love. 16 personalities, which is, you know, 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 is one like, maybe this is the 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 that there's like three tiers of how people, people work. Um, and there's nothing

bad about any of them. They're just different. And, um, I think before I thought that things were bad because like, I, I thought one way and somebody else saw a different way. And I was like, oh, like they're bad. They're not doing a good way. And I was like, oh, they're bad. They're not doing a good job. And it's like, no, no, no, it's not the case. There's just a different skill set. And 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, right?

Like they sit down, like here's the strategy of how it works. And you can see this vision of like how these things work and how they connect and you see the patterns. And like here's the strategy behind how something works, Right. And, um, and so that that's one type of person. The second type of person is someone who's a manager, right? They're able to take, um, this strategic vision and then they can plug people in and they can manage those people to go and do the actual thing. Right. And they're really good at the management of the process and management of the people and kind of plugging in the systems and doing all that kind of stuff. And then the third tier is people actually do the work, the doers,

right? Who actually go out there and they, they go and implement the thing. And again, I think for a long time in my life, I was like, oh, well, you know, strategic thinkers are the most important part or, oh, the managers are the most, or maybe the doers or whatever. But it's like, all of them are so vitally important. And, um, 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, like you have this vision of where you want to go, but you suck at managing people and you're not a doer.

And so you're floundering, right? Or you're a doer. You're like, someone gives me tasks, man, I will do it. I will crush any task. But it's like, it's just me doing it. 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, right? And vice versa. So it's like, it's just me doing it. 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. Right. And, um, and vice versa. So it's like, it's understanding. It's like for a team to be effective, you have to have all of those. And, you know, we spent a lot of time this year working on org chart. And it was interesting as we build org charts, like there's this flow, you know, like it looks like a big pyramid scheme, right? Your CEO, and it moves down to this level and this level. And, and I used to always like, I don't always kind of hate it. I'm like, what's the guy on the bottom going to think? Like, oh, they're clear down here in this branch in this tree. And it's like, no, no.

It doesn't matter where in the tree you are. The tree, the whole org chart is essential for the success of the company, right? 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 who are managing people. And down below there, there's these doers who are doing the actual work.

And it's interesting. I see a lot of times where we would have someone in our team who's a really good doer, they're amazing programmer, amazing whatever. And so we were like, oh man, this guy's so amazing. Let's move them up the org chart. Let's make them a manager. And also we put this person who's like a rock star doer. We make them a manager.

And it's like they were so successful as a doer, but they suck as a manager. It's like they don't have management skills. Or we bring them up and say, hey, what do you think about this? Like strategically think through it. And they're like, I don't know. And also 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.

You just have to go out there and actually do the thing. And I think, you know, I look at our org chart now and it's like 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. You know, I think in my head I always had this org chart where the, you know, as you go down, everyone gets paid less and less and less. It's not necessarily that way.

It's, it's understanding like the value of the role, what they're, what they're doing is what they should be paid. But, um, a doer can get paid more than a strategic thinker. It's just, it's a different, it's a different level. And so, um, I think for me to really understand that it's like, okay, there's strategic people, there's management people and there's doer people. And I understand those are three different personality types and skill sets and all are essential to you being successful.

Okay. And so what I would encourage all of you guys to do is sit back today and be like, okay, like which one of those am I? Am I a strategic thinker? Can I sit down in front of a whiteboard and map out a vision? This is what we're going to do and what it's going to look like and dah, dah, dah. 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 a partner or someone who's going to be that strategic thinker, right? And the next question is like, okay, am I a manager? Do I love managing people and processes and plugging things in place and make sure everything's 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, right? 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 three or four months and I just, it never got done because like 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. Um, because that person, that's their skillset. They're amazing at managing and then doing right. Like, like, um, it's my role in the company. Like, like in my dream job, I would just be a funnel builder. I'd be doing it all day long. Like, that's my favorite part of it. Unfortunately for me and for the company, I'm more valuable as a strategic thinker. But, man, I love doing it too, right?

And so there's people on my team that, like, they just do it all day long. They can write copy or they can build funnels. They can do design. I'm like, oh, I'm like, I always tell them how jealous I'm like, I wish I could just be a doer just doing the thing that you're amazing at. Like, that's the thing that, for for me, like I would love to do. In fact, my second, after we, after, you know, some, someday if we ever sell ClickFunnels, I'm going to come back and work for ClickFunnels and just be a funnel builder. Like that would be my dream.

None of the stress of owning a company and all the fun of just building the funnels. That'd be amazing. And so just understand that like there's strategic thinkers, there's managers and there's doers and being okay with like, first off, figure out who you are. And second off is like surrounding yourself with other types of people because they are all essential for you to be successful. And so, yeah, that was another big aha I had as we were, as I was going to this coaching phase and building the teams out, um, people I was super frustrated with until I realized like, oh, well, they're not a strategic thinker. Why do I keep trying to give this person strategic thinking

opportunities? They're amazing manager. Like, let me get someone strategic to figure this out. You know, build out the strategic vision, hand it to the manager and they will run with it and they will make it amazing. But like being upset at the manager because they're not strategic thinking is wrong. Like I was in the wrong there. Right. Or vice versa. Like you get the strategic thinker who's like, like dreaming up all these ideas and we're like, Hey, go, go manage, like make it happen. They're like, I don't know how to manage. And then we're angry at them. It's like, no, like, like that's what they are. Like it's a superpower. Each of these are superpowers. Like understand that and coordinate people in the right spot and your strategic thinkers, and then to cast the vision, the managers to set the processes and the

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Support the show, save time, and find your next hire faster. Remember, when it comes to hiring, Indeed is all that you need. So number one we talked about was fuel. Number two, contest funnels. Number three, transition from all-star 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, um, was my last biggest takeaway for this year, um, is as we're growing ClickFunnels, I feel bad. How many of you guys like when you open a Facebook or Instagram, all you see is my face like 8,000

times a day. I'm so sorry for that. Um, but for a long time, like I'm, I've been the attractive character of ClickFunnels there for my faces out there, you know, like all those things. And so it's like, that's what's out there. And it's like, eventually it gets so saturated. You can't keep growing with your one face, your one brand, your one thing, you know, at a hundred million dollars, you know, at a million dollars, it's 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. Like on, on my face, like there's only so many people in this world. Like it gets insane. So I was like, how do I, how do I do this? And also like, let's say we did want to sell ClickFunnels someday,

or let's say I wanted to retire or whatever. Like if my face is on the front of everything, um, it's not a very good asset for somebody else to buy. Right. And so this year we started like having this, this idea of like, what are the other front ends we create for ClickFunnels that aren't Russell Brunson's face? Okay. So that was the question. That was the, the kind of the concept. And you will notice over the next 12 months inside our company, all the new things that are happening.

We, we tested a couple, like one of them, we had Kaylin Pullen 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 amazing. Well, sold great. And it's like, people are hearing Caitlin's story and they come to click phones. I don't even know who I am, which is fantastic. Right? So that's like, that's one, um, that's one example. Um, uh, some of them, I can't, I can't tell the details about it yet, but, um, we are in the process right now. We just sent letters of intent of acquiring

a really large company. And the sole reason why we're doing that is because it gives me the ability to create dozens and dozens of front ends that aren't Russell, that aren't my face, right? That will lead people to ClickFunnels, but they aren't my face, which is essential, right? 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 in the strategy behind it because it's so exciting but I just it's like it's like we have a letter in 10th line but the deal is not like inked so I gotta wait on that one another partnership where I'm doing work again all these all the the deals and the partnership things I'm doing right now are all about like how is like how can this be a front end that doesn't require Russell Brunson's face? and so for you, I want to start thinking the same thing. Like what are other front ends you create for your business that aren't always

you focused? Um, are they success story? Like most of our ads that we're developing now, um, we're capturing success stories of our users. Like our users are becoming the face of click followers. Our users are becoming the front ends.

It's not just, excuse me, not just Russell, not just his books, not just his things, right? It's the users are the ads. And then it's, um, we're getting influencers making funny videos with influencers as ads. Um, we're creating new software programs, um, that aren't just built in a ClickFunnels because we're building these tools externally where we can sell to bring people on the back end of the ClickFunnels, right? So we're just building all these funnels, these front end things that aren't me. Because if you see 22 Russell ads in a row, you're likely to buying goes down every single ad, right? Because either you bought or you're really annoyed with me, right? But if you see an ad for 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. We're doing it with the goal and the focus of it's not Russell funnels. Actually, I'll give you a couple examples to get you the wheels in your head spinning example, uh, Grant Cardone, we went and built a book funnel for him with the first 10 X book, right? We flew on his plane and like filled in the whole, the whole funnel there.

And so if you look at that book funnel, if you go and you buy a, um, if you buy, if you buy the book through it on the thank you page, then, um, basically it pushes people into click funnel. So, so now we can target Grant and his audience, his people. He pays the ad dollars to sell his book, and Thank You Page, it sells ClickFunnels, and then we send a percentage of the affiliate commissions back to him. So it's a win-win where we're able to help him drive traffic and sell a lot of books, which then in turn sells ClickFunnels, right?

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. Like 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 the news for you, you see Russell's face selling my book, but you see Tony Robbins' book, you see Greg Cardone's book, you see who else's books, right?

You see those things and you buy them, and then it's like on the backend, you're in use of click funnels. And now it's like, I can, I can acquire a lot more customers, a lot different type of customers, um, through that process. So anyway, there's kind of a vague way to explain it. Um, you will see the, 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 it all fits together. All right.

So those are the five biggest things. As I was going through my list today, just thinking the biggest takeaways from the year that I think could help you guys. So number one is 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 you, man, you eat eggs for breakfast or you eat ketones for breakfast or you skip breakfast altogether to keep your energy high. Right?

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 onefunnelway.com. But this is now the core front end to all of 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 transitioning from the all-star on my team to transitioning to a coach. I think for all of you, 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, the strategic thinkers, the managers, and the doers. Understanding that all three of these roles

are essential for success in your company. And you gotta figure out who you are and surround yourselves 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 for most of you listening to

this, only one or two of those things will actually resonate with you right now. And that's totally cool. Some of you guys aren't in a spot where you have one front end working, let alone a whole bunch of other front ends. So don't even worry about that now. But some of you guys are like, 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, right? So it's like fixing your fuel is your biggest thing or it's like, maybe I have a funnel, but it's not going that way. Maybe I make a contest funnel in the front. Like each of their guys, hopefully there's something you can pick from it that'll benefit you specifically. Um, and, uh, and then maybe check out this podcast to get a year from now.

And then some of the other ones may pop out for you. Um, but anyway, hopefully that helps you guys. Appreciate you all. Thanks for listening. And with that said, I will talk to you guys all again very, very soon. Bye, everybody. Want more marketing secrets? If so, then go get your copies of my two best-selling books. Book number one is called Expert Secrets, and you can get a free copy at expertsecrets.com. And book number two is called Dot Com Secrets, and you can get your free copy at dotcomsecrets.com.

Inside these two books, you'll find my top 35 secrets that we've used to become the fastest growing non-VC backed SaaS startup company in the world.