Getting Started with 10X

once you get it is not what this book is about!

I wrote this book at 52 years of age and have currently created enough success for myself, only to have an appetite for more. I truly believe that I have yet to entirely fulfill my capac- ity or abilities. I don’t want it just for the game or the money but mostly because I really do consider it to be an ethical obli- gation to utilize my potential. Whatever—or whoever—drives you, go get it now—and quit being reasonable with yourself.

I am undertaking a major personal and professional expansion as I write this—all while expanding my family and my philanthropic desires. Everyone in my organization and even my clients will tell you that when I go at something, I always go now with an unreasonable belief to do wftatever is necessary to hit my targets. I am not an organizer, a great plan- ner, or a manager. I realize that taking action without adding time, meetings, and overanalysis is both an asset and a defi- ciency. The people who know me would probably also tell you that when I embark on a project—whether it is writing a new book, creating a seminar program, developing a new product, starting a new workout, improving my marriage, or spending time with my daughter—I go at it completely. I’m all in, fully committed, like a hungry dog on the back of a meat truck. I know myself fairly well. When I get involved in something, I am completely unreasonable with the actions I take until I get the results I want. I don’t make excuses for myself, nor do I let others make excuses.

Now means now—not a minute from now. Start with first things first; make your initial list of goals, then a list of actions that will propel you in that direction. Then—witftout over- thinking it—start taking those actions. A few things to keep in mind as you start:

1. Do not reduce your goals as you write them.

2. Do not get lost in the details of how to accomplish them at this point.

3. Ask yourself, “What actions can I take today to move me toward these goals?”

4. Take whatever actions you come up with—regardless of what they are or how you feel.

5. Do not prematurely value the outcome of your actions.

6. Go back each day and review the list.

As you get started on this path of 10X, you may feel a bit overwhelmed. You might even notice a tendency to start talking yourself out of getting started and taking action. Don’t be tempted to wait. You know it doesn’t work to delay. Think of yourself like being a car stuck in the mud; you need just enough traction to move an inch, and then you can begin to get out. It may require that you get dirty—but it’s certainly better than being stuck.

As I’ve mentioned previously, you want to be aware of friends and family who offer supposed “advice” because they love and care about you. Many of them may suggest that they don’t want you to be “unrealistic” and then disappointed. The vocabulary and mind-set of average people, even those you love, is always the same—be careful, play it safe, don’t be impractical, success isn’t everything, be satisfied with what you have, life is to be lived, money won’t make you happy, don’t want so much, take it easy, you don’t have experience, you’re too young, you’re too old—and on and on. When you hear what average people say and think, thank them for their advice. Then remind them that you want their support in going for it, and let them know that you would rather commit to your dreams and goals and be disappointed than never com- mit and be disappointed.

Let me give you a real-life example of using 10X that took place for me as I was writing this book. You’ll see as you read the following scenario how I was able to employ many of the habits and traits of the successful to reach the goals I had set for myself—and even go beyond what I had initially imagined. Sometime before I wrote my last book, If You’re Not First, You’re Last, I realized that although I had habitually been taking massive action in my life, I had yet to really think

in 10X magnitudes. So I decided to test out my 10X Rule as I wrote this book. As I reset my targets to match 10X thinking, I realized that one of my goals was to become tfte name that is synonymous with sales training. I wanted to become the person who people think of first when they consider sales training, sales motivation, strategies—anything to do with selling. This was the concept of domination that I had in mind as I wrote If You’re Not First, You’re Last. I had my new, considerable goal in place—but no clue as to how to accomplish it. I know, how- ever, that had I stopped and tried to figure out “how” to do this before I committed to making it my goal, I never would have gotten started. I probably would have decided immedi- ately that it was impossible.

Once I clarified the right-sized target and avoided over- whelming myself with technicalities and “how” minutiae, I then allowed the target to determine which actions would be most consistent with its size. It seemed as though a big enough goal would automatically move me to the right actions. A little trick I used was to ask myself quality questions like “What do I have to do to become tfte name people think of when it comes to the topic of sales?” I immediately began writing down answers and ideas: (a) Get 6 billion people to know who I am. (b) Get a TV show. (c) Get a radio show. (d) Get my books into every book store and library. (e) Get on all the major talk shows and news shows. (f ) Make If You’re Not First, You’re Last a New York Times best-seller. (g) Make a major push using social media to have people around the world become acquainted with my name. Again, I didn’t know how to do any of this at this point—nor did I want to figure it out dur- ing these early steps. I know I would only become derailed by the “how tos” and the “cannots,” and I just wanted to focus on hitting my target.

As I considered my goal of becoming synonymous with selling, I knew I was setting a target big enough to keep me inter- ested. I was inspired to do anything consistent with the answers we developed to our quality questions. Every single action my

company and I took was aimed at getting my name out there. We didn’t know anything or have any connections to television. I had written two self-published books but didn’t even know how to get a book published, much less sold in book stores. At this time, I hadn’t done any TV/news or media interviews and assumed that sites like Facebook and Twitter were for people who didn’t have anything better to do. Yet of all the goals I had listed, I firmly believed that getting a TV show would have the biggest bang. I know that all the actions I took were somehow connected and were going to be vital.

I immediately went to my wife and informed her that I was somehow going to get a TV show where I could demonstrate my ability to enter any company anywhere and sell anything in any economy—and increase that company’s sales. I knew that this would help me avoid any potential obscurity among sales organizations worldwide. Without reservation, she responded, “That would make an incredible TV show! You’d be great— let’s do it! How can I help?” No questions asked—just full support.

I was extremely excited, but I did everything I could not to share my new idea with anyone who might tell me it was impossible. I realized this was a big and exciting enough chal- lenge to get all my resources behind. I also knew it wouldn’t take place overnight.

My first move was to inform my team—and emphasize that any project that moved us in the direction of our target had to get done. I made it clear that I didn’t want to hear “I can’t, we can’t, it’s too hard, it can’t be done.” We started mak- ing 10X moves by making calls to anyone we knew who could put me in touch with someone involved in the media, tele- vision, and book industries. This was somewhat of a painful step. People who work in the book and television industries have seen more than their share of failures and have there- fore come to view projects like this in a fairly pessimistic light. They didn’t hesitate to let me know—multiple times—how long something like this would take and that I couldn’t set my

expectations too high. I was hammered by the average kind of thinking ingrained in so many people—the very kind that keeps them from accomplishing what they want. I repeatedly received comments like “300 shows are pitched for every sin- gle show that gets picked up,” “The networks aren’t spend- ing money,” “A sales show is not a topic people care about,” “There are over 750,000 books written a year,” “When you don’t have a well-known name, getting on TV is very difficult,” and on and on.

Although this might be about the time when many people consider giving up, I didn’t—and you can’t either. Realize that everyone who’s trying to get their “break” is going through the same thing. I had to continually disregard the naysayers and refocus on my goals. I would look again at what I had to do to accomplish that goal and then do it—regardless of whether I was scared or comfortable. Remember: Successful people embrace fear and discomfort!

I don’t know if it was because of what we were doing or because we kept our focus on what we wanted, but I think it had to be a combination of both. I hired my first PR firm, and even though it was a complete disappointment, I didn’t give up, because I knew it was important. When the second one didn’t work out, I hired another one. We were undertak- ing a lot of projects simultaneously; they all took time, energy, money, and creativity, and they were all new to us. I had no way to gauge whether it was going to work or not. Addition- ally, I was doing this at a time when the economy was terrible. Everyone was contracting. My company—and the economy at large—was experiencing the greatest economic reduction I’d seen in my lifetime. My clients were reducing employees by up to 40 percent. My best competitor cut his staff in half, and countless others literally shut their doors. Entire companies were collapsing—and even complete industries were at risk. Everyone was scared, but I kept one important point in mind: that the most successful expand while others get smaller. They take risks while others conserve. So rather than cut my staff or

cut our expansion, I eliminated my own salary—and took the money I normally paid myself and used it to fund 10X.

Even as I was challenged like never before on every front imaginable, I did everything I could just to keep the target in focus. It wasn’t easy, and there was no guaranteed outcome, but I did everything I could to remind myself that we could make it happen. The more committed I became, the more challenges I faced. I almost felt as though the universe was just trying to see how strong I was and whether I could stick to it. My PR firms would get me one measly interview in three months, the banks were asking for more and more money, and my income had been cut off (by me, of course—but it still hurt!). The only thing I had going for me was my marriage, a new baby com- ing into the world, and my fierce belief in my capacity to per- sist and work. I was in love with my 10X goal. I knew it wasn’t just good for me but that the world needed to know a new way of doing things. To me, it wasn’t just an issue of personal suc- cess; it was about being on a mission to help. The entire world was suffering economically. I felt that my goal was substantial enough to move the bar in a big way—and not just for me. I felt that the risk of expansion was worth more than the money or the energy I was expending. Tfte goal ftas to be more valuable tftan tfte risk—or you ftave determined tfte wrong target.

So I continued with my commitment, dealt with the fear, became a fanatic about it, and continued to increase actions in other areas. I didn’t control the PR, the television networks, or the publishing companies, so I went to work on what I could control. Everywhere I could get my message out, I did—and finally we started seeing results.

We started getting calls to do radio shows and even some TV interviews. One morning, I got a phone call from CNN Radio to do an interview on the topic of the Fannie Mae bust, and I of course agreed. The next morning, I was asked to show up at 3:30 AM at the studio for an interview on the foreclo- sure problem, and I said, “Yes, no problem—I am your boy!” I remember getting a call from the PR people asking, “Can you

talk about the LeBron James contract and how it will affect basketball?” I said yes and headed off to the NBC studios with- out delay. Ten minutes before I arrived, I received a phone call in which I was informed, “The topic has been changed. Instead of LeBron, you will be talking about the relationship between Levi Johnston and Sarah Palin.” I didn’t know anything about Levi Johnston, but I still did the interview. The topic didn’t matter to me; I just wanted these media sources to know that they could count on me to show up and deliver. I reminded myself that the goal was not to do an interview on CNBC or to talk about Levi but to get the world’s attention—so that people would start to think of me the moment they thought about selling. Although none of this coverage would make me money, it would—more importantly—make me known.

We then started pushing on the social media front in a huge way. We pushed so hard that I had customers, friends, and even employees complaining that I was sending out too many e-mails and creating too many posts. Rather than back- ing off, I increased the amount of e-mails and posts until the complaints turned into admiration. I went from being disap- pointed with PR to being overbooked (that was just one way my massive action created new problems).

I kept making efforts toward the TV show as well. I tried to meet with theatrical agents, managers, big agencies, and little agencies, but even they wouldn’t meet with me. I talked to friends in Hollywood who had experience with the TV channels—and who had been unsuccessfully pitching their own reality TV shows for years. Yet even as I was venturing into this new space, I continued to add wood to the things I could control: speaking engagements, client calls, e-mails, social media, article writing, and my regular core business activities. And every time I would get disappointed or expe- rienced a setback, I would go back and write down my goals. This forced me to remain focused on the destination instead of the difficulties. I always kept in mind that the successful keep their eye on their targets regardless of the challenges.

Then, one day I got a phone call from a casting agent with a group in New York who informed me, “We ran across one of your videos on YouTube and think you would be per- fect for a TV show. We’ve been looking for someone like you but haven’t been able to find the right person.” My response? “I am the right person! What took you so long to find me?” I then got the name of the person in charge of the project, called him, and told him that it just so happened that I was going to be in New York that weekend—immediately estab- lishing a commitment to the project. (By the way, I did not have a trip to New York planned prior to this call. However, I did have it in my mind to meet with someone about a TV show. Funny how things work out, huh?) The producer told me that he would love to meet with me. I told him I would be there at the end of the week and got off the phone.

I immediately showed the producer my willingness and hunger to make things go right and was willing to commit without having “all the information.” Remember: Successful people commit first and figure the rest out later. Some people might claim that it was entirely too impetuous of me to jump on the chance and claim that I’d be in New York within a week. But my calendar is mine to schedule whatever I want, whenever I want. And because I am committed completely to my success as my duty, I decided that “New York trip” was going on my calendar. I don’t need a personal assistant or a computer to do that for me. Give yourself every advantage, and give the person on the other end every opportunity to move forward. Don’t add time, hesitation, and doubt. Get everyone in your life reading from the same playbook. Don’t wait until something good happens and then have to add time by checking with others or your calendar. This will only slow your momentum down. Be constantly prepared for success so that you can grab the opportunity when it comes along!

Once I got off the phone with the producer, I called my assistant and told her to get me to New York. She informed me that I already had another commitment that I was unable

to reschedule. New problems—Yeaft! So I immediately picked up the phone (the “do-it-now” strategy) and used this problem to have more contact with my new opportunity (customer acqui- sition vs. customer satisfaction). I made the call and told New York that I couldn’t make it out there as soon as I thought and proposed another time. Interestingly, the new time actually turned out to be better for them as well. I flew to NY on my dime (take risk) and had no clue what I was doing (so what). When I got there, I found out the company owner was tied up in another meeting. I persuaded my contact to ask the owner to make just 10 minutes of face time for me (unreasonable). I pleaded with his gatekeepers, “Guys, I spent longer in the security line at the airport than I am asking him for—I need 10 minutes to explain my vision for the show.” The owner reluctantly made the time—and within five minutes, I could tell he was completely thrilled about the concept. He then spent an hour with me, and I was certain he would go to bat for me. On my way out the door, he said to me, “Anyone with this much belief and clarity I will get behind.” The group then decided to start pitching the concept to networks.

Not long after that, I received another phone call from a group here in LA connected with reality TV producer Mark Burnett. They asked me to be a guest on the Joan Rivers show, How Did You Get So Ricft? (which was somewhat ridic- ulous to me, because I don’t consider myself that rich). But, of course, I agreed to the show. Just before the Joan Rivers people came out to shoot the episode, the group in New York sent out a crew to interview me for material to use with the networks. When it was over, I called my new best buddies in New York and gave them my feedback: “The interview went well—but there is no way this will sell the show. The studio heads need to meet with me so that I can sell it myself, or we need to shoot me actually going into a company and increasing their sales for real and capturing it on camera.” I received a response that they “normally don’t shoot this” until they get some level of interest from a network. However, I went on to

explain that the interview was too soft, and I really needed to create a short video that would show the networks that this wouldn’t be a show about me. It would be a show that every- one would want to watch, demonstrating exactly how to cre- ate success in any business in any city and during the worst economy in 100 years.

To keep fueling the fire, I would continue to send both groups new information. I happened to be in Las Vegas at a convention (taking care of my core business) and noticed a camera crew shooting. I told the crew about what I was trying to do with this TV show and that I wanted to send my associ- ates in New York a three-minute piece. I asked them to record an impromptu video of me that would get their attention. I told them that if it worked, they would know they helped me make a TV show a reality. Surprisingly, they agreed.

I then recorded a three-minute video that I labeled “You Can’t Handle the Truth” that you can find on YouTube. The crew was kind enough to cut me a copy to send to both groups, and they loved it. This kept them thinking about me and furthering my cause. This video even caused the group in New York to broaden those networks they were planning to pitch to.

My commitment to move the ball forward was start- ing to stoke their commitment and enthusiasm as well. I was adding wood to my fire—and certainly going beyond the socially agreed-upon norms. Just so you know, I also—for the most part—had no idea what I was doing (courage is created through actions). The only thing I knew was that I was taking action that would accomplish the bigger goal. I was scared, worried about money I was investing, and feared rejection along the way but knew that I was creating an entirely new set of problems—which, of course, was a signal that I was making some of the right moves.

The next major event occurred when Joan Rivers came out to my house to shoot her episode with me. I, of course, shared with her my idea about a show, and she gave me the

names of the guys who produced her show. I employed the method of reaching up, not sideways and down. I called the group in LA and requested a meeting to pitch this idea—just in case the guys in New York couldn’t see the project through. Remember: Never quit adding wood and taking action, regardless of what others are doing.

The group in LA liked the idea. It also didn’t hurt that the producers had already seen what I did on the Joan Rivers show. By this point, I had gone from a single idea with mini- mal support to having not one but two companies considering the possibility of a show. I was in complete self-doubt when I went to Paramount and kept thinking, “These guys are just seeing me because they feel a bit obligated. So don’t think for a moment that you can be confident and secure every step of the way.” I literally almost cancelled my trip to Paramount on the way over, thinking it was just a waste—when my sense of duty kicked in. Yes, I was scared and didn’t really know what I was doing, but I did it anyway. I had to remember that emo- tions are overrated, and the boogeyman’s job is to keep me down. Again, pay attention to all the successful strategies I am illustrating here because they are what guided my decisions and should guide yours.

Upon meeting members of the group, I was shocked to find they had already spent time coming up with their own version of a show with me. All my fears about their lack of interest—like most fears—were completely unfounded. When both of these groups researched me, they both commented, “It is like you are everywhere” (omnipresence).

Although I clearly wanted to shout from the rooftops at this point, I knew I couldn’t get too excited or stop to celebrate. I had to keep pushing with more actions and more responsi- bility in order to move things forward. Rather than waiting for one of the two companies to offer me a deal, I started calling retail companies to see if I could line up organizations that would be interested in being on my new show (that, by the way, I don’t have yet). Although this would normally be the

production company’s job, (1) there was no deal or company to do this yet, (2) I hate waiting, and (3) I wanted to move things forward to a point where no one could walk away. Was I being too aggressive, acting in a socially unacceptable way, and breaking the agreed-upon rules? Could this offend some- one? Absolutely! Look, if either of these groups said no to me, none of what I was doing would matter to them anyway!

It was interesting that when we called companies to let them know about the show, not only were people interested in being on it, they also started asking us how we could help them before the show. We landed multiple new accounts just by making the calls about the show. I then informed the New York group that I was lining up organizations that wanted to be involved in the show. The producers told me to “slow down,” to which I replied, “I can tell you I will—but I won’t.” What did come out of this call was that the group in NY agreed to shoot a teaser piece of the show. We all agreed that a Harley dealership would make for a great visual and fantastic story. After a dozen phone calls, we found a company willing to agree—but I still didn’t have a commit- ment from New York. Yet once I told them that I had the ideal place ready to go, they couldn’t say no. They agreed to send a crew to shoot me for two days. (Understand that when you keep pushing forward, something will result.)

I found myself with no experience shooting a TV show, no script, no notes, no preparation, and really no idea of what we were actually going to do, but I was on my way to shoot two days in the largest Harley store in the world (commit first; figure the rest out later). I was working with a group of people I had never worked with, and frankly, I was scared to death. The only thing I knew for sure was that I could go into any company and increase its sales. I kept one thing in mind: Fear is an indicator that you are moving in the right direction.

To put myself at ease, I focused my attention on the future and reminded myself of my goals. On the way over, I reminded myself repeatedly that I could handle my fears and

that I was going to have to do something like this. Otherwise, people would never come to know about me and my ability to help people. Remember: Your only real problem is obscurity. I kept giving myself pep talks: “Show up, be all in, and trust that creativity follows commitment.” Look at the number of successful traits that I employed here: have a “can do” attitude; believe that it will be successful; show up; commit first, figure the rest out later; do it now, not later; go in all the way; be courageous; do what you fear; stay focused on the target; and be willing to be uncomfortable. Even if I failed, I knew that my mind-set and actions were in the right place. I may regret my performance—but at least I won’t regret not taking a shot!

We started shooting the “teaser.” About three hours into it, the producer said, “Grant we need something that really shows what you do, beyond words, beyond explanations. We need to see that what you teach actually happens.” I looked at the camera man and said, “Turn on that camera and follow me.” I then took over the Harley showroom floor by going from customer to customer and engaging each of them. I had clients getting on and off the bikes. I was moving them around, taking photos of them, and texting photos to their spouses at home with messages like “I am about to sell your husband a motorcycle.” It was fun, easy, and incredibly powerful to inter- act with customers and handle their objections, resistance, and problems—and then have it all recorded on camera.

At the end of the first day, the producer looked at me and asked, “Can you do this with any company, anywhere?” I’m sure you know by now what I told him, but just in case you don’t, I’ll repeat it here: “Dude, I can do this in any com- pany, anywhere, endless times and show anyone, selling any- thing, how to increase their sales in any economy!” He said, “I believe you—and I believed in you before I even saw what you just did. Now America has to see this TV show.”

I asked him for one favor: “Once you get an agreement to meet with the network people, allow me to pitch it to them.” I knew that I could sell this show better than anyone else. He

agreed, went back to New York, and started editing the piece. He called me the following week and told me how excited he was but that the summer season was going to delay his pre- sentations to networks. He explained that it would probably be another four weeks before he could pitch the reel, but he assured me that everyone will love it.

I hadn’t heard from him for about three weeks, so I started calling him. I knew I wouldn’t get anywhere with this project without persistence. When we spoke, he confirmed that he was still “all in.” I reminded him of his commitment to me to let me pitch it to the executives. He called me back a week later, at 6:45 AM, and told me the following: “Grant I have bad news. The networks don’t want you to come pitch the show. Instead, they want to start shooting right away.”

The first thing I thought of was the guy who had told me, “For every TV show that gets made, 300 are pitched.” The second thing I thought of was the person who told me that no one wanted to see a show on sales. (Stay focused on the future, be unreasonable about it, continue to add wood, and don’t focus on what people say has been done, can be done, or is possible!) People are so caught up in their own negativ- ity and losses that they give up on creating the future they want. Others feel the need to criticize other peoples’ ventures as a way to justify giving up on their own. Never regard the impossible; instead, stay focused on what you can do to make the supposedly impossible possible. It is a good thing I didn’t bother to listen to all the naysayers, huh?

At this point in time, we haven’t yet shot the show, but everything is in place to do so, and we expect a release in the upcoming year. My hope is that this show will provide viewers with the direction that regular people need in order to cre- ate success in any economy, anywhere, and at anytime. Market slowdowns, financial problems, challenges, and fear are not as powerful as a person’s ability to dream big and act at 10X lev- els! No economy, no matter how bad, can hold down a goal that is followed by enough action.

I’ve shared this story with you to show you how I employed many of the concepts discussed in this book in order to achieve the goal of expanding my footprint. I am just like you—no more talented and no more certain—but I am using 10X thinking and taking 10X actions. This isn’t just a book; this is what you have to do today in order to make it. The world no longer rewards talk. You and I must not just talk the talk but walk the walk. This should help you realize that 10X will work for anyone.

This short story isn’t even really about me; it is a guide for what you have to do. You have no idea how many people throughout my life have laughed, criticized, and raised their eyebrows about the things I wanted to do. You don’t know about the hundreds of thousands of phone calls I have made that went nowhere or the thousands of e-mails to which no one responded. You have no idea how many people—even my supporters—suggested to me that I may be pushing beyond the limits and putting myself at risk. I have spent 30 years pre- paring and studying, making mistakes, and taking action—all of which has allowed me to develop some level of discipline that I have not always had.

Training and learning are absolutely critical to your fol- low-through and the development of courage, persistence, unreasonable thinking, and especially discipline. I keep remind- ing myself that when it comes to dreams and goals, there is no being reasonable or rational and there is no distinguishing between the possible and the impossible. I think you will agree that it is impossible for you to ever do anything exceptional if you continue to live your life with thinking and actions that are mediocre.

Big thinking, massive actions, expansion, and risk tak- ing are necessary for your survival and future growth. Staying small and quiet are just ways to continue being small and quiet. Keep thinking this way, and sometime in the very near future, no one will be able to see you, hear you—or be aware that you ever existed. Commit to 10X thinking and 10X action.

Tftis is the major difference between success and the alterna- tive. It is not about intelligence, economics, or even who you know—because without massive action, none of those things matter.

I still have many of my own long-term goals and tar- gets to meet. I haven’t yet made the show, 6 billion people do not yet know me, and there are countless other things I still want to do—many I haven’t even thought of yet! However, I do know that I am moving in the right direction. I also know, and want you to know again, that this is not about me being more special or having some unique quality; it is simply about operating with 10X thinking and 10X actions.

Make your fire so big and so hot that others will have no choice but to sit around it in amazement. You will never have all the answers, your timing will never be perfect, and there will always be obstacles and difficulties. However, you can always count on one thing: Taking massive actions consistently and persistently and then following up with more fourth- degree actions are the only ways to guarantee the success you desire. Always go all in on massive action. Let the rest of the world operate at the first three degrees of action, and watch them spend their lives fighting over the bits and pieces left behind.

Look around you and you will see the world filled with average people, average thinking, and—at best—average actions. Take another look. What you will really see behind this acceptance of average are people who have given up on their dreams and who cease to live with a dynamic purpose. They are instead willing to settle for whatever their estima- tion of “normal” is. When you’re choosing the people whom you will learn from, look for the exceptional—those who stand out because of the way they approach their lives. Don’t worry about how they are special or different from you. Focus on how they think and act and how you can duplicate that. Suc- cess is not a choice or an option; it’s your duty to operate at the right level of thoughts and actions. So follow through on your

responsibility to leave a footprint on this planet—so that when you are done with your tour of duty, you will be remembered for approaching your life with nothing less than the biggest of dreams and the most remarkable actions. Remember: Success is your duty, obligation, and responsibility, and by thinking at 10X levels and taking 10X actions, I am certain you will create more success than you have even dreamed of!

Glossary

failed in reaching my goals.

10X Rule.Concept based on understanding the correct esti- mation of how much effort and thought are required to get anything done successfully. Where others perform one action, the 10X Rule says to do 10 actions and to set targets 10 times higher than you first imagine.

401(k).A retirement account to which both employee and employer contribute, on which taxes are deferred until withdrawal, and for which the employee usually selects the types of investments.

absolute.Positive; unquestionable.

abundance.An ample quantity; wealth.

accommodate.To bring into agreement or to bend to anoth- er’s needs.

accomplish.(1) To bring about (a result) by effort; (2) to bring to completion; (3) to succeed.

act.The doing of a thing; deed.

action.(1) A thing done; deed; (2) the accomplishment of a thing usually over a period of time.

adapt.To make fit (as for a specific or new use or situation), often by modification.

additional.The result of adding; increase.

advertising.The action of calling something to the attention of the public, especially by paid announcements.

agreed.To concur in (as an opinion); admit, concede.

agreement.(1) A contract duly executed and legally binding;

(2) spoken or unspoken mutual reality on a given situation.

air.The general character or complexion of anything; appearance.

á la carte.A menu or list wherein each item is priced sepa- rately.

alterations.The result of modification.

Amway.A direct-selling company that uses multilevel mar- keting or network marketing to promote its products. Amway was founded in 1959 by Jay Van Andel and Richard DeVos.

Ancient Rome.A small, agricultural community that grew into one of the largest civilizations in the ancient world. Internal strife and external attacks eventually broke it up into independent kingdoms. The Dark Ages followed this division and dispersion.

ancillary.Extra; not the main source.

annual.Covering the period of a year.

apathetic.(1) Having or showing little or no feeling or emo- tion; spiritless; (2) having little or no interest or concern.

arrogance.An attitude of superiority manifested in an over- bearing manner or in presumptuous claims or assumptions.

assertive.Characterized by confidence.

asset.An item of value owned; (plural) the items on a balance sheet showing the book value of property owned.

assignments.Specified tasks or an amount of work assigned or undertaken as if assigned by authority.

attention.(1) Observation, notice, especially a consideration with a view to action; (2) an act of civility or courtesy,

especially in courtship; (3) consideration of the needs and wants of others.

audition.A trial performance to appraise an entertainer’s merits.

Barack Obama.Born August 4, 1961, Obama is the 44th and current president of the United States. He is the first African American to hold the office. Obama was the junior U.S. senator from Illinois from January 2005 until November 2008, when he resigned following his election to the presidency.

barrage.A rapid outpouring of many things at once.

basic.Constituting or serving as the basis or starting point.

basics.Something that is fundamental (e.g., get back to

basics).

bend over backward.To go beyond the normal expectations in order to create a positive effect.

beyond.(1) On or to the farther side, farther; (2) in addition.

Bible.Books forming the central religious text of Judaism and Christianity.

Bill Gates.Born October 28, 1955, Gates is an American business magnate, philanthropist, author, and chairman of Microsoft, the software company he founded with Paul Allen. He is ranked consistently as one of the world’s wealthiest people and the wealthiest overall as of March 2009. During his career at Microsoft, Gates held the posi- tions of CEO and chief software architect, and he remains the largest individual shareholder with more than 8 percent of the common stock.

biochemical.Characterized by, produced by, or involving chemical reactions in living organisms.

biological.Study of living organisms and vital processes.

BlackBerry.A wireless handheld device introduced in 1999 as a two-way pager. In 2002, known more commonly as the smartphone.

blind.Made or done without sight of certain objects.

blip.Something relatively small or inconsequential within a larger context.

block and tackle.The simple things necessary in order to accomplish a task (comes from football terminology). boogeyman.A folkloric or legendary ghostlike monster. The

boogeyman has no specific appearance, and conceptions of the monster can vary drastically, even from household to household within the same community. In many cases, he simply ftas no set appearance in the mind of a child but is just an amorphous embodiment of terror.

brieftng.An act or instance of giving precise instructions or essential information.

broke.To ruin financially; out of money.

budget.A list of all planned expenses and revenues; a plan for saving and spending.

business downturn.A downward turn, especially toward a decline in business and economic activity.

buy-in.The commitment of interested or affected parties to a decision (often called stakeholders) to “buy in” to the decision; that is, to agree to give it support, often by hav- ing been involved in its formulation.

campaign.A connected series of operations designed to bring about a particular result.

capital.(1) A stock of accumulated goods, especially at a specified time and in contrast to income received during a specified period; also the value of these accumulated goods; (2) accumulated goods devoted to the production of other goods; (3) accumulated possessions calculated to bring in income.

chaos.A state of utter confusion.

cheerleader.One who calls for and directs organized cheering.

church activities.A form of organized, supervised, often extracurricular recreation in a place of religious worship.

Circuit City.Publicly held company that sold electronics.

Failed in 2009.

circumstance.The sum of essential and environmental fac- tors (as of an event or situation).

cold call.A call made without introduction or advance notice, referred to as “cold” because no introduction has been made.

Communist Russia.The largest ruling Communist Party in the world, which collapsed in 1991.

community.A body of persons of common and especially pro- fessional interests scattered throughout a larger society.

competition.Those who strive against others to win.

competitive.The state of striving consciously or uncon- sciously for an objective.

conditioned.(1) Brought or put into a specified state; (2) determined or established by conditioning.

conquer.To gain mastery over or win by overcoming obsta- cles or opposition.

contact.A person serving as a go-between, messenger, con- nection, or source of special information.

contraction.The act of getting smaller; reducing efforts, resources, and energy used.

control.(1) To exercise restraining or directing influence over, regulate; (2) to have power over.

counterintuitive.Contrary to what one would intuitively expect; the power or faculty of attaining direct knowl- edge or cognition without evident rational thought and inference.

courage.An act that demonstrates mental or moral strength to venture, persevere, and withstand danger, fear, or dif- ficulty.

craft.An occupation or trade requiring manual dexterity or artistic skill.

crawftsh.Any of numerous freshwater crustaceans resembling the lobster but usually much smaller.

creative.Having the quality of something created rather than imitated.

critical.Of, relating to, or being a turning point or especially important juncture.

CRM (Customer Relations Manager).Software applica- tions that allow companies to manage every aspect of their relationship with a customer.

crossover.An instance of breaking into another category.

cultivate.To encourage and help the growth of.

culture.(1) The set of shared attitudes, values, goals, and practices that characterizes an institution or organization (a corporate culture focused on the bottom line); (2) the set of values, conventions, or social practices associated with a particular field, activity, or societal characteristic.

customer satisfaction.Business term; a measure of how products and services supplied by a company meet or sur- pass customer expectations. It is seen as a key performance indicator within business and is part of the four perspec- tives of a balanced scorecard.

cycle (sales cycle).An interval of time during which a recur- ring succession of events or phenomena are completed. database.Usually a large collection of data organized espe-

cially for rapid search and retrieval.

database management.The act of conducting or supervising usually a large collection of data.

data-scrubbing programs.The process of taking a data set with individually identifiable information and removing or altering the data in such a way that the usefulness of the data set is retained but the identification of individuals contained in that data set is nearly impossible.

dazzling.To arouse admiration by an impressive display. deaf ears.Unwilling to hear or listen; not to be persuaded. deal.An arrangement for mutual advantage.

defy.To confront with assured power of resistance; disregard.

degree.The relative intensity of something.

delusion.Act of misleading the mind or judgment of some- thing. (I used this in the context of misleading yourself from falsehoods. In this way, delusion is good.)

demise.(1) A cessation of existence or activity; (2) a loss of position or status.

demographics.(1) The statistical characteristics of human populations (such as age or income) used especially to identify markets; (2) a market or segment of the popula- tion identified by demographics.

denial.A psychological defense mechanism whereby con- frontation with a personal problem or reality is avoided by denying the existence of the problem or reality.

dependency.(1) The quality or state of being dependent;

(2) one who is relied upon; (3) addiction.

deploy.To spread out, utilize, or arrange for a deliberate purpose.

deprived.Marked by the withholding, especially of the neces- sities of life or healthful environmental influences.

determine.To fix conclusively (e.g., determine motives).

detox.(1) To remove a harmful substance (such as a poison or toxin) or the effect of such; (2) to render (a harmful sub- stance) harmless.

differentiate.To mark or show a difference in; constitute a difference that distinguishes.

diligence.The act characterized by steady, earnest, and ener- getic effort; painstaking.

Dillard’s.Based in Little Rock, Arkansas, a major depart- ment store chain in the United States, with 330 stores in 29 states.

diminish.To make less or cause to appear less.

direct mail.Printed matter (such as circulars) prepared for soliciting business or contributions and mailed directly to individuals. Typically, this refers to programs in which entire databases are mailed with a particular offer.

disagreeable.Can describe a person who is able to disagree with the acceptable norm or social considerations.

discipline.To train or develop by instruction and exercise, especially in terms of self-control.

dissertation.An extended, usually written treatment of a subject.

Dollar Store.A variety store or price-point retailer that sells inexpensive items, usually with a single price point for all items in the store. Typical merchandise includes cleaning supplies, toys, and confectionary. Typically serves commu- nities too small for Wal-Mart.

dominate.To take over, overpower, or bring into submission of another or others.

do nots.A made-up word; things a person wants to avoid or not do.

double down.Term from the game blackjack whereby a per- son doubles up a previous bet in hopes of either doubling his or her winnings or making up losses.

downside.A negative aspect; worst-case scenario.

downturn.A downward turn, especially toward a decline in business and economic activity.

earn.(1) To become duly worthy of or entitled or suited to;

(2) to make worthy of or obtain (e.g., earn your business).

economic contraction.A shrinking or lessening relating to or based on the production, distribution, and consump- tion of goods and services.

economy.The structure or conditions relating to or based on the production, distribution, and consumption of goods and services in a country, area, or period. A country, com- pany, and even an individual has an economy.

effective.Producing a decided, decisive, or desired effect.

elated.Marked by high spirits; exultant.

encourage.To give help or patronage to (e.g., encourage oth- ers to do business with you).

end all.Describes the ultimate solution.

endurance.The ability to withstand hardship or adversity, especially the ability to sustain a prolonged stressful effort or activity.

enlist.To secure the support and aid of; employ in advancing an interest.

entrée.The main course of a meal.

environment.The circumstances, objects, or conditions that surround a person.

erode.To cause to deteriorate or disappear as if by eating or wearing away.

exception.A case to which a rule does not apply.

exhibit.To present to view, as in showing or displaying out- wardly, especially by visible signs or actions.

expand.To increase the extent, number, volume, or scope of; enlarge (comes from spread).

expansion.Act of increasing the extent, number, volume, or scope of; enlargement.

experience.(1) Direct observation of or participation in events as a basis of knowledge; (2) the fact or state of hav- ing been affected by or gained knowledge through direct observation or participation.

exploit.(1) To make productive use of; utilize; (2) to make use of meanly or unfairly for one’s own advantage.

extra mile.More than is due, usual, or necessary.

extraordinary.Anything outside the realm of what most nor- mal people can and do achieve.

fanatic.Marked by excessive enthusiasm and often intense uncritical devotion.

ftnancial plan.A plan of how to stay solvent with regard to income and expenses.

ftrst quarter.The first three months of a financial year.

flier.An advertising circular.

Fortune 500.Top 500 companies in the United States based on gross sales.

freelancer.A person who pursues a profession without a long- term commitment to any one employer.

front.An area of activity or interest.

fuel.Support; stimulate.

funk.Slump.

GDP (Gross Domestic Product).One of the measures of national income and output for a given country’s economy.

It is the total value of all final goods and services produced in a particular economy—the dollar value of all goods and services produced within a country’s borders in a given year.

generate.To create or be the cause of (a situation, action, or state of mind).

genuine.Free from hypocrisy or pretense; sincere.

goals.The end toward which effort is directed.

Greece (ancient).Considered to be the foundation of Western civilization, as a golden age flourished in this culture for many generations. When the Romans conquered Greece, they adopted many aspects of this culture. Roman civilization in turn went on to conquer much of the world and so spread Greek culture to many other countries.

guarantee.An assurance for the fulfillment of a condition such as an agreement by which one person undertakes to secure another in the possession or enjoyment of something.

gullible.Easily duped or cheated.

hammer.To strike or drive with a force suggesting a hammer blow or repeated blows.

Heard Automotive.Founded by Bill Heard, who operated the largest Chevrolet franchise in the world and who closed all operations in 2009.

HerbaLife.Founded in 1980, a company that sells weight- loss, nutrition, and skin care products by multilevel mar- keting, also known as network marketing. It has been the subject of controversy and lawsuits.

high-handed.Having or showing no regard for the rights, concerns, or feelings of others.

high margin.A product or service that has a high difference between its cost and its selling price.

hot stuff.Someone or something unusually good.

Howard Schultz.Born July 19, 1953, Schultz is an American businessman and entrepreneur best known as the chair- man and CEO of Starbucks and a former owner of the Seattle SuperSonics.

huddle.(1) To gather in a close-packed group; (2) to curl up;

(3) to hold a consultation.

hungry.(1) Eager; avid (e.g., ftungry for affection); (2) strongly motivated (as by ambition).

information-assisted selling.Using information to help the consumer and the overall sales process so that it is quick and easy.

insane.Absurd; extreme.

instructional.The action, practice, or profession of teaching (e.g., instructional videos).

intensity.The quality or state of being intense, especially an extreme degree of strength, force, energy, or feeling.

invest.To involve or engage, especially emotionally (e.g., invest

time and energy).

iPod.A brand of portable media players designed and mar- keted by Apple Inc. and launched on October 23, 2001. irrational.Not governed by or according to reason; without

reason. This is used in the good sense of irrational (e.g., Be irrational in the level of actions you are willing to take in order to realize your dreams).

Jesus Christ.Jesus of Nazareth, the son of Mary; source of the Christian religion and savior in the Christian faith.

knock off.The act of discontinuing some activity that is unwanted or unproductive.

know.(1) To perceive directly; have direct cognition of; (2) to have understanding of; to recognize the nature of; to dis- cern; to recognize as being the same as something previ- ously known; (3) to be acquainted or familiar with; (4) to have experience of; to be aware of the truth or factuality of; to be convinced or certain of; to have a practical under- standing of.

knowledge.The fact or condition of knowing something with familiarity gained through experience or association; acquaintance with or understanding of a science, art, or technique; the fact or condition of being aware of some- thing; the range of one’s information or understanding.

lack.To be short of or have need of something.

lazy.(1) Not inclined to activity or exertion; not energetic or vigorous; (2) encouraging inactivity or indolence.

liability.An action causing a person to be exposed or sub- jected to some usually adverse contingency or action. lifestyle.The typical way of life of an individual, group, or

culture.

literature.(1) The body of writings on a particular subject (e.g., scientific literature); (2) printed matter (e.g., leaflets or circulars).

locked up.Unable to shift; fixed.

logical.(1) Of, relating to, involving, or being in accordance with logic; (2) skilled in logic; (3) formally true or valid; analytic; deductive.

long recession.A recession that lasts longer than the average length of 18 months.

magnify.To enlarge in fact or in appearance.

mantra.A commonly repeated word or phrase.

market share.The percentage of the market for a product or service that a company supplies.

marketing campaigns.A connected series of operations designed to promote, sell, and distribute a product or service.

marketplace.The world of trade or economic activity; the everyday world.

Mary Kay.A brand of skin care and color cosmetics sold by Mary Kay Inc. Mary Kay World Headquarters is located in Addison, Texas, a Dallas suburb. Mary Kay Ash founded Mary Kay Inc. on Friday, September 13, 1963. Richard Rogers, Mary Kay’s son, is chairman and CEO, and David Holl is president and COO.

misnomer.A wrong or inappropriate name or designation.

MLM (multilevel marketing).Also known as network mar- keting, a marketing strategy that compensates promoters of direct-selling companies not only for product sales they personally generate but also for the sales of others they

introduced to the company. The products and company are usually marketed directly to consumers and potential business partners by means of relationship referrals and word-of-mouth marketing.

momentum.Strength or force gained by motion or through the development of events.

money.Something generally accepted as a medium of exchange, a measure of value, or a means of payment, such as officially coined or stamped currency.

motives.Something (e.g., a need or desire) that causes a per- son to act.

movers and shakers.Refers to people who make things happen.

must.(1) To be commanded or requested to (e.g., you must

stop); (2) be urged to; ought by all means to.

myth.An unfounded or false notion.

necessity level.(1) The magnitude of the pressure of circum- stance; something that is necessary in relation; requirement;

(2) an urgent need or desire; the magnitude of a quantity considered in relation to an arbitrary reference value.

negativity.(1) Lacking positive qualities; especially disagree- able; (2) marked by features of hostility, withdrawal, or pessimism that hinder or oppose constructive treatment or development; (3) promoting a person or cause by criti- cizing or attacking the competition.

negotiate.To confer with another so as to arrive at the set- tlement of some matter. (Note from tfte autftor: Although most believe that negotiate means to accept a lower price, negotiating has nothing to do with discounting the price of your product or service.)

neurochemistry.The study of the chemical makeup and activities of nervous tissue.

newsletter.A small publication (such as a leaflet or newspa- per) containing news of interest chiefly to a special group. norm.A principle of right action binding upon the members of a group and serving to guide, control, or regulate proper

and acceptable behavior.

nurture.To further the development of; foster.

NuSkin.An American direct-selling company that sells cos- metics, nutritional supplements, and technology services. It was founded by Nedra Dee Roney and Blake M. Roney in 1984 and was officially listed on the New York Stock Exchange under the ticker symbol NUS in 1996.

objection.(1) A reason or argument presented in opposition;

(2) a feeling or expression of disapproval.

occupancy.The fact or condition of being occupied or lived in. offset.Something that serves to counterbalance or compen- sate for something else, especially either of two balancing

ledger items (e.g., offset the pullback).

old school.Something not updated; a way of thinking that is not necessarily wrong but is not current.

oops.Used typically to express mild apology, surprise, or dismay.

opportunities.(1) A favorable juncture of circumstances;

(2) a good chance for advancement or progress.

overtly.Open to view; manifest

participate.(1) To take part; (2) to have a part or share in something.

passive.(1) Receiving or enduring without resistance; submis- sive; (2) existing or occurring without being active, open, or direct; (3) relating to or being in a business activity in which the investor does not actively participate in the gen- eration of income.

peddle.(1) To sell or offer for sale from place to place; (2) to deal out or seek to disseminate; (3) to offer or promote as valuable.

Peninsula Hotel.An ultra-luxury hotel operator based in Hong Kong. Its flagship hotel, the famous Peninsula Hong Kong, which opened in 1928, used to be known as the “finest hotel east of the Suez” and is probably one of the best hotels in the world.

perfect.To make perfect; improve or refine.

pinned down.Unable to move.

playtime.A time for play or diversion.

positive.(1) Having a good effect; favorable (e.g., a positive role model); (2) marked by optimism (e.g., the positive point of view).

power base.The starting point or line for an action or under- taking whereby a person has possession of control, author- ity, or influence over others. Military term meaning a place where military operations begin.

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Date: 2016-04-22; view: 584