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Big Picture: The Future of The Futur

#
121
Chris Do
Published
July 5, 2020

Chris Do's sincere desire is to do whatever it is that you think the community collectively needs and to help everyone grow.

Read Transcript
Is properly this is called number one. 20 one, it's the pro PM call PM and we're going to be talking about the big picture, the future of the future, if you will. And I just want to give you guys a few prompts to think about. And they are. Mostly to try to help you, I'm a solutions oriented person. And I'm going to be reading a few things that Mr Frank has shared with me and the numerous conversations I've had with individuals. I spent a good 8 to 10 hours this week just talking to people, figuring out what's going on. So it's led me to ask you guys some questions. One is how can we better support you? How can we help you succeed? And you could define this as any which way you want? How can we empower you? And how can we encourage you to voice dissenting thoughts? And I had to put the word dissenting in there because the assumption is, if you feel like you're in agreement in alignment, then it's very safe and you can say whatever you want. So I'm looking at the people specifically who have different frustrations or tension around the things that we're talking about specifically for me. And if there's members that are creating the tension for you, please let me know in the DMs and I will try my best to deal with that. And I think I want to start charting out what the community rules are and how do we want to proceed with that? OK, so I'm going to go back to this, guys. Everybody have a moment to look at this. How can we support you? I want to help you win. I want to make sure that when you're feeling not perfect, not good, not yourself, that you have a safe space to feel that way. And there's a group of peers who are ready to jump in and help. What is your definition of success. And how can we help to get you there? And then I want to talk a little bit about my overall vision, mission, and to provide some further clarification. OK, I'm going to stop the share here. We're going to get into this. And while we're talking, I'm going to try to take notes. So I want to do this later. OK, so let me just create a slide and get that ready. I think it's. Here, OK, this will work. OK, so let me tell you a little bit about what's going on some contexts. I think some people who are away for a few days miss the flurry of activity without getting into all the details and rehashing things and talking about things that other people may feel uncomfortable about me talking. I'm just going to give you the high level stuff that's going on. You may know because it was done in fairly dramatic fashion. Frankie had a protocol, not a protocol, just like a separate call with Melinda and a few other people, and he was trying to address some frustrations that he had now. I have since watched about 41 minutes of this call, and I have to admit to you. And I've said this to Frankie, I could not watch it be on 41 minutes because it kept talking and I wasn't sure what's going on. I felt the emotional energy, but in terms of clarity, I just couldn't get any more from it, so I stopped watching it. OK, and I've talked to other people who watched the whole thing, who are a part of it, and asked them, would you get out of it? What was your feeling? And essentially, it boils down to this because I've had numerous conversations and direct messages with Frankie. As far as I know, we're super OK. But that's as far as I know. His seeming biggest bone of contention is the positioning of core. What it is, his definition of what it's supposed to be, I think, are a massive misalignment. And so some clarity has to happen there. I think his main dissatisfaction with core is bleeding over into the future because for him, the two products and the two people who say to myself are tied together inadvertently, inadvertently, whatever we're tying together. And I want to provide some clarity around that. And there's this other idea that it doesn't feel safe for people to say something counter to what it is that I'm saying, and I want to talk about the realities of that and what I'm trying to do. So I want to set the tone in detention and let you guys know it is my sincere desire to do whatever it is that you think the community collectively and we have multiple voices in here to help you guys grow. There is no point for me to have the group if I can't help you. I also understand that for some people, there's an arc to your lifetime inside the group and it's natural. It's not designed for you to be here forever and thrilled that you're here for a really long time. But it's not meant to be here. You keep you here forever. If you do not get value from this group in excess of the money you pay, like everything you got to check out, I never realized the financial commitment that you're making in the big scheme of things is not a lot. But comparatively speaking, it is a lot because a Netflix subscription, I think, is like 20 bucks. An x'd subscription is like 11 next year. Disney Disney Plus. It's so we're talking about in orders of magnitude more than that. So I have a duty and a responsibility to help support you guys, to fill in the gaps, to answer questions, to give you a safe space, to play, to explore, to meet other people, to get work, to give work. That's really what it's about. I'm very cognizant of this concept of the cult, and I am for sure 100% against anything that resembles a cult. And so when things pop up and certain language is used, I strongly discourage that and I actually embrace dissenting points of view. I believe that makes us stronger. First of all, because we're together and because I don't believe in creating a unified, homogeneous group, think like this is all we do. We just say the same things over and over again. OK having said that? I have to realize that. For most of you, you've joined this community because. You have seen a video bought a product and you want to get the support. And many of you are coming in because of potentially, I think, the value that it provides you. So naturally, you are aligned with lots of people in this group. So it becomes difficult for the one Black sheep, so to speak, amongst a flock of other kinds of sheep, yellow sheep, purple sheep, whatever to say. Hey, what about me? And then people descend upon you and say, that's a counter to what the tribe thinks. I want us to move away from that. This is not what I encourage, as you have seen several times. I actually actively look forward to debating anybody that has a different view. And I create space for that. How how I can do that more. How can it make that more effective? I think there are some ideas that are circulating and now I'm going to turn it over to you guys. And then there are specific comments that Frankie shared with me that I'd like to bring up and talk to you about it. OK, now this is me. Stop talking. That was the context. And so now let's get into it. Ok? if you want to raise your hand or if you just want to speak unless there's like five people to speak simultaneously, go ahead and just turn your mic on, we can talk. OK, I'll give you guys some time. I recognize David. I'm not sure David was on that call. David, were you on that call? You were. I know Rachel was on the call. I saw her face. I saw Mo on that call for a little bit. And I think Zach was on it. I know Bob was on, I saw Bob. And who else was on it? Maybe we could start with Zach. Zach, you're a longtime member. You know, Josie, you know myself, you've been a part of this whole thing. Is there anything that you can bring to light in a hopefully a constructive way and a very clear way? So that was one of the problems when I was listening to the call. It's like what needs to be done? What needs to be done like what's the desired outcome? I joined that call, I think, because as I've observed some pain points of some members and just maybe just general future fans trying to level up from designer to strategist. And you know, I see people going through some roadblocks of get into that a 10 K or like charging for strategy. So that's something that I'm interested in helping others to do. So because I've kind of gone through that journey myself. So that's why I joined the call. And I think maybe there's something missing there because I think a lot of people are interested in blending at least some thinking into their services, if that be their primary service. So that's just my general observation. Just from the call and some of the things that Frankie is saying. So maybe there's more conversation and education around becoming more of a facilitator or strategist. OK, so what is the desired outcome for like we use what Matthew talked about this morning, like what was the intended goal of having these discussions? Is that clear to you? And then we can get into the finer points. So if we can look at through the lens of how might we fill in the blank? Because I know your design sprint guy, the problem towards solution. You know what I mean? Yeah how might we train designers to become better facilitators? OK, how might we train designers to become better facilitators? Perfect OK, I like that. Thank you. Mm-hmm Yeah, see you guys design sprint people, how might we? Right so I think then you can reverse engineer that. I think by saying, well, the designers in their group should be better facilitators. So now that begs the question of Who Wants To Be a facilitator, what promises were made and who says this is better or worse? Like, can we get into that? So maybe now we can add some points to that and talk about what do we mean, facilitator and what is wrong with the facilitation that's being done by whom and who's witnessing these things and all that kind of good stuff. Zach, do you have any information on that? Well, I really don't think, to be honest, as they let somebody else speak. OK, perfect. So at least we got one strong question right there already to start. I appreciate that. So how might we train designers to become better facilitators, right? And that is something I can try to help with. I am not an expert facilitator. I think I'm pretty good at it. But to say that I can facilitate the facilitators training facilitators. That's a big one, right? I don't want to get super meta about that. So, OK, Spencer, is your hand raised? Yes, sir. OK jump on it, man. So correct me if I'm wrong. But the purpose of this conversation mainly is how to avoid the misconceptions that were expressed by Frankie, both on the call and comments and in your conversations. Correct? so, OK, let me write that down first. Let me just capture that thought. So how might we correct? Some misunderstandings. That's what I'm trying to I'm making sure before I make my statement, I want to make sure I understand. So I want to make sure that I understand your statement before you make your thing. OK, Gotcha. Yeah so let me write that though. How might we correct some of the misunderstandings? Is that right? Yeah or align properly? OK how can we align? OK, like that? There's even a better word. How can we align? What expectations? I understand. When a member joins, understand their expectations and in the lines of what we're going to like, what the group is going to be able to deliver. Perfect OK, so let me recap. Let me play that back to you. How might we align expectations of new members? Right, Yes. OK beautiful. So that was how you say your first. My first interaction in that particular exchange. And that's what we're talking about was kind of like everybody else has echoed it too, right? Don't just walk out because you're having a problem. That's not really the way to handle things like even say it yourself. You welcome debate. You encourage that. Anyone who's watched your content say she's been doing it knows that that's. You champion yourself as a master debater. So that way is ridiculous, right? Anyway, but then I watched the video too. And I think even most said after talking to Franky the first time, he said, what are we talking about? That's kind of when I get down to it's the 40, right? Anyway, you and I started talking about it too, and I think it is fair for misconceptions to be had. And I spoke to a couple of those there. So I think that's the main thing is like for products like core that yes, there's 12 protocols about and yes, there's tons of free videos from back in the school days. But for products like core that we all of us talk so heavily about, even if you're someone like that who is primarily in sprints with just a little bit of core and myself who's primarily in sprints, just a little bit of core. It's so, so fluid to us. And so we're so confident in our conversations because we have been consuming that content for so long. Mm-hmm It's very easily. It's very easy. I could see for it to seem like that's what catapulted us to success and maybe that's on the community. So the community itself needs to do a better job of managing expectations to those interested in core. Even Rachel and I joked a couple of weeks ago about people who have no clue what core is, and they engage in conversations with us and in the program, you know, but introduced by it's like we have to remember, not everybody came here from when the school was a single product, you know, so OK. So this is a perfect opportunity for me to say back some of the things I heard and then to clarify and then ask you a question, is that ok? Yeah, go ahead. All right. So what I heard you say was we're all jumping in at different points in the timeline, so it's not always clear. Some of us have lived with UX design, strategy, facilitation Corps and sprints and whatever other frameworks you're using a value proposition, design, et cetera. And so we're all using different things and sometimes in hearing the success of others, we can then misconstrue that one or more products that I buy can lead to those results. And so there's a duty and a responsibility that we need to determine as to what this group should be taking care of, right? so that I get that right, right? OK, perfect. All right. So I wrote down the question, what are the misconceptions around core, the pro group and possibly design sprints? So those three things are heard. So let's get into it. So let me clarify a couple of things. Core was design authored and conceived by Josie with some input from me, but since then I just have backed out and he created core and mostly I think it was born out of him designing and facilitating, really large websites. And he's worked on some massive projects with some really big budgets that I know to be true, and it is built around three exercises. So this is coming from the UX design world. He made this thing and he is the author of it. He updates it. He maintains his own community called core tribe, and it's totally different. And he and I had a business relationship together, which has since separated. For all intents and purposes, there are two totally different things. I continue to sell core for a couple of different reasons, and I'm giving you guys all the kind of back information that you may or may not want to hear is to support him financially. And also because I believe in the product, I know what it's done for me and from the testimonies that I've received from lots of people, probably far outnumbering the people that have complained about it, probably in the multitude of 100. So so if there are five people who complain, I'll tell you, 500 people have succeeded and I still say, say that it has flaws. But it is a sound product. Many of us have used it, have adapted it to whatever it is that we use, we've combined it with other tools. But since we're not the author of that tool, we kind of leave that alone. So we've all done our own hacking modifying. It's kind of like this motherboard and computer, and you can upgrade the RAM. You can switch out the video card, you can do whatever it is that you want to it. But in doing so, other people have thought that maybe that is all inclusive as a part of this product. And so that's where some of the misconception is. So from a legal perspective, Jose's the owner and author of core and runs the core tribe, which we happen to sell and support through customer service. But Jose's is really the author of that, and I have no more control over that than I do, say of Marty Neumeier. Book zagg, right? So if I pick up the book zagg. And I'm reading it, I'm like, this is a fascinating framework, I like this and I start modifying it, and I run around and tell people Zags been really helpful for me, understanding brand and brand design and brand strategy and brand facilitation. Marte has no responsibility for that because that's what I'm doing. OK And then there's this idea of, oh, what's the function of the pro group as it relates to that? Well, the pro group is a community. We do coaching calls and we're here to give you support. Now, from time to time, I actually authored new content like New tutorials and things like that, but that's not the drive, that's not the thrust of what it is that I'm doing here. Ok? I'd like to open it up to some discussion here and see if other people have certain thoughts, especially around the concept of what are the misconceptions around core that have not yet answered. Anybody, please? And you guys know that title of master debater, it's just a joke. Now he's calling me a master debater, so you guys do know that it's kind of a joke. Ok? because if you say it fast enough, OK, Zach's hands up Zac. Far away, man. OK Yes. I think that was like a perfect overview of the conversation with Corey's, and it did trigger, I think, a misconception I got brought up that maybe can be discussed or kind of put to bed. Is that the definition of core in relationship to strategy where I think there is a misconception that if you do core, that is strategy file chef, you're done with the client, you've then your strategy where I think from my experience, it's part of that journey and usually the beginning. And I think there's more usually to be done to kind of get from A to z, so to speak, in creating a comprehensive strategy, guidebook or playbook for a client or a company. So that might be something we could discuss. OK, so core is a complete. This is a misconception. It's a complete strategic framework. Soup to nuts. Yeah, right. Yeah, yeah, that's what soup to nuts, right? OK, so let me ask you something, because this was something that eluded me on that call because people are asking for people definitions of stuff and nobody can give one solid definition as far as I could tell. Right 41 minutes, I listen to it. Here's a joke, right? As for designers, what graphic design means or branding or strategy? And you'll get like 16 different definitions from four designers. So what is that? So I'm not trying to do this to be flippant or to challenge you. Because look, this is the danger sometimes of labels and definitions because it allows people to say, I'm this and you're that and it is anything divisive, so I want to get into that. So what does it mean to have a complete strategic framework? And then because if it's not that, what is that? Yeah, I think that's a good question. I think there is a lot of different definitions, that's kind of what I was saying earlier. I think to the most ambiguous terms that gets thrown around in our group is brand and strategy, and we put them together, right? Right yeah, it's really dangerous and they're all and they all make sense. Like all the definition is like, oh, that sounds great. You know, obviously, you know, just from, I think from my experience, what I would say like end to end strategy, there's usually some at least a recommendation of tactics or execution that should be involved in strategy that I think it definitely scratches a surface. And I have used it to do those kind of things, obviously. But I think there's I think there's other frameworks or conversations to be had to get a little bit closer to discovering tactics or ways to execute something. Yeah, that again, that's just my viewpoint. And there's a lot of different ways of looking back while I have you on the line, please. Yeah so I know people who've taken the UX course at General assembly, and I'm not trying to throw shade on anybody. They spend $4,000 and many weeks later and. Are they a UX designer? They took one class for like 10 weeks, I paid $4,000. So if anybody here has gone to the general assembly, they can speak about it directly. I only know second hand because the people who have taken it, they're not quite ready to get a job yet. Right, and so if you say, well, isn't the US design class supposed to make you a complete UX designer in 10 weeks, is it realistic? And then we have to scale back our expectations and say, well, is core realistic? Like you buy something for $500 and you're now a certified, bona fide facilitator who can do a complete strategic? Meeting or session work session with your client and deliver high level tactics and recommendations of tactics and execution. So that was one of the issues I had while I was listening to what portion I could listen to during that call. Right well, we're paying for the information. That's what we're paying for. We're paying for the information. It's not necessarily to make us something that we're not. It's paying for the information just like we would pay for a leads list. I mean, you can pay hundreds of thousands of for qualified leads. And I mean, that's what you're doing, essentially. I mean, let's at least how I'm taking it. Yeah so I agree. I paid for an education, to be honest. I paid why I bought it, and I saw it as an educational tool. Yeah, me too. Really, I mean, Jose taught it to me and I'm like, immediately saw 1,000 ways to take it and do things with it, right? And I want to take responsibility for the part that I have had in Mis communicating, potentially inadvertently, of course, what you can do with it because I have been running a design company for eighteen, 20 now, 24 years. But back then of my 18 years and I did study graphic design at a really good school and then I was able to achieve successful success with it through my entrepreneurship skill, through 15 years of teaching all the kind of stuff. And as I said this morning, those are things that I cannot transfer to you, so I can only transfer the parts that somebody can grab in and get us jump start. And I think if we set the expectations in the language and how it's marketed, perhaps that'll help. But some of the suggestions that came, and it's almost crazy for me to read it verbatim, but generically, people are saying call it a mindset framework or like what? Like Woo, that just got even more abstract a mindset framework. Wow OK, so go ahead if I can jump in, please. That's it. Yeah, what you said there, that's what I was coming back to about the expectations and understand the purpose behind this conversation. Starting what you said there, core. I'm looking at it right now, right on Academy the future for high school. You don't make that claim. That it all comes back to a misaligned expectation based off of community comments, or either video is watch if you go to the if you go to core right now, it doesn't say you're going to be nowhere up here. Does it say you're going to be a brand strategist? Nor does it say you're going to walk out a master facilitator. The only I just did Command F facilitation is use seven times and two of them are imposed by you and one's in one's in a testimonial. You know what I mean? So it's like, I think while it's very well, it's very noble for the amount of times you've taken ls and falling on your sword through this conversation, I don't think it's necessary. I think it all comes back to. If we're positioning incorrectly in comments and community, then that's on us, but in regards to the future itself, if you actually are. You go look and you read the description here. Your expectations are because I mean, I did that when you and I are commenting back and forth, I went and read it word for word. You know, to see what the context actually was. And it all comes back to like very, very misaligned expectations. There are no fault of yours or the future teams. OK, fair. Fair fair disclosure here. There was two instances because when I literally was talking to frankly, Chris, it says, you're going to be a brand strategist. I'm like, does it? Oh, god, look at it. And I look through it. I'm like, I can't find it. Frankly, it's a search search I typed in brand strategy, and there was one instance, in the middle of the copy deck and said something like you'll be able to have the brand strategy conversations at the highest level. So I'm like, oh, that's the misleading copy. OK I don't necessarily agree with that. But if I start children smoking and that's the sentence, I'm going to take it out. So over the weekend, I asked people to strip that out, and there was one other instance in the dropdown menu. It says brand strategy something. Something, right? And guys, it's because people don't even know what facilitation means. They don't know what discovery means. They don't know what strategy. They don't know any of these words. And I think it was better. The team, somebody in the team did that. OK, guys remove that. That's creating confusion for somebody. Fine just remove that. And it has been removed. But those are only two instances a dropdown and in the middle of a copy deck and the rest of it, I did reread and it felt like it was a pretty accurate description. Now I'm looking at through the lens of someone who's gone through it, so I need to look at it through the lens of somebody who's never seen it before. And maybe that might change. I don't know. So I would love to hear from somebody that has a different point of view. So for me, when I came into the Pro group, it was something that I did like. Like, maybe a year and a half after I heard about the future, I heard about the pro group and all that stuff. And what I've learned from people that I've connected with that I've joined recently in terms of they just are new to the group is they often ask about can I tell them things that I'm doing, they're like, oh, do you use or do you have you bought this? Have you bought that? And there's a lot of people that buy a lot of things coming into the group, and I haven't really bought anything. And I think sometimes our mindset may be that like, I'm looking for a solution to do xyz. Yeah and I could definitely see people coming into the group and people that are actually using a product or talking about it because they're actually using it. Yeah, I could see I could see people kind of falling prey to like, well, maybe that's what I need. Um, because yeah, I don't I don't know if we're having. I think we're all trying to grasp what we're trying to do. And so the conversations we're having are not really challenging some of the folks we're trying to challenge ourselves. And I think in doing that, like the gallery is kind of hearing, well, what I'm seeing is these people doing these things. So I ought to do that too. OK, so I'm going to try and capture that will. I think what you're saying is successful members create a false expectation for new members. Yeah, that's kind of it, right? Like, so here's the thing about peer reviews, right? Peer reviews is, I mean, I wish people would ask me and maybe I don't wish that sorry, I take that back. Strike that from the record doesn't want to answer those questions. But if people are like, Chris, what do you think? And most of the times I tell them, don't buy anything. So just don't even buy anything, just consume the content, engage with the community, get your bearings before you go and dump all your money. Like my pocketbook, Thanks you for it, but don't do it. Don't rush in to buy everything. And then what naturally happens is, hey, I'm considering buying core. So who do you hear from? You hear of all the converts, the zealots and like, whoa, it's friggin party. Like it's 1999, and then they think, that's it. $500 credit card. I'm done. And then they go out into the real world like, wait, whoa. Whoa, whoa, whoa. Whoa, I just sold a strategy session. I don't know what I'm doing. I barely know any of this and I'm floundering. And then now there's this misaligned expectation. OK, I get that. So I then could say, maybe, perhaps the people who are responding to this, let's be a little bit more sensitive and provide a little bit more context in your support. I truly appreciate it. I mean, you guys even being in this group already means you guys are beyond just like normal fans. You're like super fans in my eyes. And so of course, you're already going to be naturally inclined to say positive things. So I get that. OK is there something else? I want to hear from somebody who disagrees, who was just like Chris. Yeah, I got beat in the butt. Let's talk about that. I think, at least in the early days, I don't know about now because we don't really talk about car much, but we don't. In the early days, because you were so hype about corn, because it changed your life, like it changed your trajectory to start the future. So I think in the early days you talked about it a lot and kind of lifted it up to this thing like you don't have to just be a designer. I think even you got some, some flack for using the bricklayer analogy versus thinker. And so you are I think you were perceived by the majority of people as someone who was championing like, hey, look, designers, stop designing and get into this next thing. This is the next step for you to evolve. And that sort of thought or that sort of thing. Kind of just rolled it just a, you know, snowballed into this big movement. If I just buy this course, I can be a thinker. I can get paid to think I can be a facilitator. It can be a strategist. And that I think some people still held on to that. A lot of people kind of came in late, so they didn't hear too much of it, but in the early days anyways. And I wonder how much of that sort of stuck around where people were, you know, getting exposed to some of that thinking? Yeah so full disclosure, Dave and I have known each other for almost 20 years, maybe more than that at this point. We've known each other for a really long time. So and he's going to say, I think whatever he thinks at this point, because if we don't know each other at this point, I don't know what we do. So the video he's talking about when I'm having a debate about production like to me, all design is production, and I was debating debating two Art Center professors who are getting miffed about art direction. OK, this wasn't even about strategic thinking. The argument was there was a kid at Art Center who is literally a student paying other students to do his homework for him while he art directed it. And there was a big stink about it in the faculty. Like this is terrible. I said, well, is it because like, I've been shut down a lot in my life? So like, there was this one person that we're talking about who can't defend themselves. So I just said, guys, is it really that terrible? Aren't we training our design students to become leaders and ultimately become art directors and creative directors? So here's the kid who realized really quickly I have less talent, I have more money, but I know how to architect projects. And if I can do that and get my stuff done, is that wrong? And I know that goes against everything we're about. I'm like, does it? I don't know, because then that's when I said production. It's all the same to me. We're all just like brick layers. Now how that morphs into the strategic core, and you're going to be a fantastic farting rainbows and all that kind of stuff. I have no idea. Dave, do you remember anything else about that conversation? I don't know if it was just one conversation, but there was kind of a. I don't know, like a general, what I was observing anyways was a lot of designers, people who were on the box pushing buttons and stuff thinking like, Oh my gosh, this is the way up. This is the next if I want to start my own studio, if I want to, you know, get out of this job, I need to start offering strategy. I'm still waiting for the connection between the bricklayer layer into the strategy part. I am still consistent and I do admit I'm not backing down from that opinion. If you want to move up, you have to learn to manage people and teams and work with clients. That's not going to change for me. I think in the. The turmoil of the hurricane of what you got from the community or people who heard that and misinterpreted or took it a different way or whatever that all of this was kind of or not all of it. A large part of it was a result of that comment. And then people taking it, you know, however, which way they wanted to take it. Yeah OK, so I will pause on that. I see cats hands up, and I think cat wanted to say something right before you said something. I felt so cat. What's up? I just wanted to give my perspective on the whole situation, especially being a newer member, so I can say that I was very intimidated by it at first. Actually, I had a bird caught. I think you actually took me out of Vancouver on one of the calls because you were just saying, like, Yo, we give away so much information in some of these calls that you don't even have to buy it necessarily or buy a bunch of our products like people just actually listen. So that's what I did. I went through most of the discovery videos on the Academy site, and it's labeled as discovery, right? So, you know, I went to dig a little more about what discovery meant as opposed to brand strategy. They're reading like sseg and all these other books. And I was able to differentiate like what we're talking about is more like discovery sessions, right? Just helping provide clarity before you get into design, if you need to or before you get into a project and notice like man, this person needs a lot more stuff and now you can do volume based pricing and all those things. So it's kind of like connecting the dots for me. So in that aspect, but it was a little confusing coming in. I think I came in on the tail end up like Melinda's story. So seeing how she transitioned, I'm just hearing like, yeah, I'm trying to get paid for thinking to say so like, I know what you're doing, right? But then seeing the framework of career kind of just like, you know, it's a framework. It's the skeleton you have to. And then just seeing even like Ben burns on the videos like Ben's deck change, like four or five times, and then you see the culmination of what happened with building a brand. So I just was really paying attention to all these like, yeah, the evolution of everything. And I'm like, maybe I should pause. And that's why I think I'm one of the people that ask a little more about like, when's flow coming out? Yes, Yes. It's just seeing the things you're putting together and know, you have the six hats and all those things list. I'm like, yeah, that's the stuff I'm interested in. So, yeah, that's what I'm looking for. So I know for me, I was going to intimidate and I can see where, like, I'm ask Frankie a few questions before. Actually, we all had a we had a conversation, a chat one time. But but I didn't take it as though it was being misleading. I just, you know, I really just intently listened and went through some of the videos and that's all. So it felt a little like fomo, though, because you can see a lot of members like you see Zack on a lot of videos and things like everybody was in why you were so excited about. So they were able to grow with it. So I'm kind of just like, let me just kind of wait this out and just do some reading. And if I have questions, then I can ask them, yeah, yeah, I love that. I think you pretty much summed up a lot of this, which is fomo, really. I mean, it is FOMO God. It's like, man, people are just killing it. Miley's exact look at Chris now. Look, I need some of that, and I'm glad you're actually one of the people that I've talked out of buying anything and you're actually on the call and can testify to that, which is usually people DM me and say, hey, should I buy this on? My general answer is no, don't buy a single thing. I'm not here to sell you more stuff. Just consume what we have and figure out the gaps and then talk to me when you're done because there is that whole like, oh, there's a gold rush, let me rush in there and get everything you know. I see the book down here. It's on the floor. The one page marketing plan by Allen did, which I think is excellent. There's a framework in there. I don't expect to buy that book and become a mastering genius, a marketing genius. I just don't expect that no matter how many people say I become a marketing genius because I read that book, right, just like a red secrets, I don't expect to be flip and vacuum cleaners or whoopee cushions just like Russell Brunson. I'm just. And I'm approaching it like there's value in here, and what I make from it is up to me, but I can see now because you're not the first person to mention the whole Melinda train that Melinda is in some ways being taught by me to do certain things, and she has achieved a certain level of success and happiness. And that can be seen as there's this path and you just go down this path. But what we're missing is her skill, her work ethic, her desire to learn the coaching that's been happening and everything else that's been going on in her own knowledge seeking outside. So that's there for sure. And I know for me as well to just the people who I've been attracting as of late, you know, their solopreneurs who are just starting out. So that was the other thing, too. And I think core or a lot of the frameworks besides what Marty talks about is I think it's an sseg where he's trying to he's kind of moving at tea company along like it's just starting. So you were actually to see how to approach a business just starting up as opposed to talking to people with users that they already have and identifying them. So that was a lot of my challenge. That's also I post on it for a minute and just taking an info that way and creating my own structure of how to talk about tribes more so than users. Yeah so, OK, is there anything, any critical thinking or anything that you I know you guys don't really work with startups to that degree, and my stars are not even talking about text. I'm talking about, you know, a new business. Yes you know, so. So what's your question? Is there any other thing that you can suggest books or besides zag or any other framework not necessarily sprints? Because again, I'm working with solopreneurs as well. So yeah, it's kind of hard just having one other person. OK, that's an excellent question. I'm going to ask for you to just put a pin on that and circle back with me, and then I can give you some more specific information. I don't want the good people in this. For me, for people that are on, I think we're trying to talk about the bigger thing. And then I'll give you whatever you need after this call. Ok? OK, Thanks. Just in case, sure, Zach had his hand back up Zach. Or not? Oh, no, just really, really quickly about the bricklayers stuff, I think that did cue another thing where I think maybe a counterargument is that maybe there's a lot of creatives and designers, and I worked with one that started to feel like, oh, I'm not a strategist, I'm this loser that just makes really awesome UI things. And like, I was working with this super talented UI designer that can like design interfaces 10 times better than me. And he felt like a dope because he's not a strategist. I don't tell him, like, no, you're super valuable, talented, like, you make this great work for us and we need you. And he just is like seeing the core. And Springsteen was like, Oh no, I got to do that. So I think there is that kind of push to like, oh, if I'm not a strategist, I'm a loser bricklayer kind of thing. So right? OK so I know I've got a lot of flack for that bricklayer thing, and every time I talked to somebody about it, they seem to be OK afterwards, right? in the context of the video, they're like, you know what? I wasn't even mad that was said. It was just the way I said it was so much like ferocity because the two academics in the room were just dug in. And so then I just went bananas. And it was this idea that all our lives, I'm not trying to rain on anybody because for 20 some years, all I did was do that and I thought it was fine. I made a great living doing it. There's no there's no issue there. What I was trying to tell them that they're dividing up. All production and putting elevating one above the other, and that's why I say it's all bricklaying to me. And that's all it was to try to not allow them to, like, discuss shade. 256 versus shade, 254 grays and saying that they're two different colors and that was the problem there. So I'm curious to this person, this UI designer, who was amazing. They were saying to you, are they also a pro member? Like, what's the relationship? Or they just work for you as a freelancer? He was up until fairly recently. He was one of our art directors and my agency that we were OK. But how is the information that's connected to us related or is this just a general idea about people not feeling good about not being in those positions? I think it's both like he. I mean, he knows of the future. He's a pro member, but he's watched plenty of content of the future. I see. Yeah and then I think he and I'm using him as a personal story of a general observation I've had. Yeah, I see. OK so this, I think, is emblematic of a larger discussion with society in general. You know, we see things happening on Instagram. We're like, why? Why is my life not so amazing? Why aren't I parting with amazing people and doing living that lifestyle hashtag, whatever? And so that becomes problematic. Now you guys know that a lot of the content I put out there is for creative entrepreneurs. So then am I also saying, if you're not a creative entrepreneur, if you're not running a company, then you're less than, you know, so it's like there's a lot of ways to look at this. I mean, you're doing great and he's looking at you like, you're doing amazing, so he wants to be. And then you're looking at the owner of the company and saying, I should be and where does it end? He's like looking at the side of, you know, it's like, I should be you, and then they're looking at the president. So I don't know where this ends, really. So I think we all need to find some happiness with where we're at. What I'm trying to do here is to give everybody as much information as I can directly this appeals to you, if this is what you want, that there may be a path, not the path, a path for you. And if I can help you get there, I will, right? It's just a path that be path. OK I saw, Matt, is it matt? Matt, you had your hand up, please chime in. Yeah, I just was wondering how much of this is a framing issue, you know, as far as talking about core being an exposure to facilitation as opposed to a full scaffolding or set up for facilitation. And then also a conversation about it not being a shortcut that you come with professional skills, with experience. And so forth, and that you're building upon those to go to the next level. So it's not like you're 18 years old and have never done anything and you buy core and all of a sudden you're a strategist. Yes I don't know if some of that communication could potentially solve some of these issues. OK, I'll write that down. It's no shortcut. OK, so some people think it's a shortcut, and, you know, and we talk about facilitation, I just want to talk about facilitation a little bit. I've had limited exposure to facilitators, but I had one through the whole OK that I did have some experiences. I think twice now with facilitators like legitimate, this is what they do. One is called benevolent vision. They did some work for AIG and we spent, I think, a day on the beach, at the beach working on something. And I've got to be honest with you. What we got from that was less than what you would do if you tried just by yourself first time. I'm let you know that right now I also have read a full report from one of the largest. Brand management, another term brand management consultancies. They pay $20 million plus for this report that somebody shared with me, I read through them like, there is not one substantive thing in this document. Took him a year and a half to do. On the call with Frankie. Bob said he was a General Motors and they spent 1 and 1/2 billion dollars, or $1.6 billion dollars, on a report that he said was essentially core. So I need to know from somebody here who's either worked with a master facilitator who is one themselves. What that even means and what the expectation is here, because there's one thing that I can do is try to stem some of the misconceptions, either about the copy that's on the page, which I will continue to work on. And to encourage people who are giving recommendations to things to give greater context to how you got where you got. But then it's like. The rest of it is like mad personal responsibility and accountability, I'm a big believer in that. Like we're I'm not going to infantilize our audience and speak to them in a certain way, like, hey, you know, don't think you, you can just do this. So where does that, where do we go with that? So, dimi, you have some thoughts, right? Yes, but not on facilitation. So I don't know if you want to change the topic, or what is it? What'd you say? I said not on facilitation, so I don't know if your thought for one second. Anybody have anything on facilitation? I have a quick comment, which is, how do you know, whether you're getting the a-team or the team, you know? As far as you know, you may have spent $20 million, but at a giant consultancy, the a player comes in and sells the job. And then, of course, people do the work right. So in this case, how do you know whether you're getting the a-team or not? So those are the big questions, you know, even if you're spending a ton of money. I mean, these consultancies are making money on how many hours and how many people they throw out a project, right? Yeah so that's part of the. So when you're getting the a-team and you're not getting results, that's one thing. But if you're getting the C team and you're not getting results, this kind of draws a line there, right? Well, there's two things that we need to think about because I cannot answer that question. That's that's one of those which are thought experiments that ask that because I think people assume they got the a-team. When you pay $20 million, I assume you get $21 million worth of value. And for whatever reason, because I asked the person who shared it with me. Were you guys happy? They're like, yup, we're happy. So who am I to say? They're like, we felt like we did a lot. I'm like, OK, fantastic. Because I read through it, I'm like, I can't highlight one thing in here that I didn't know before, and I could have written this whole report prior to even starting. You know, the conclusion? This is laughable. You guys, are you ready for this? The conclusion was we need to be a digitally focused, centric company. $20 million a year and a half. Harvard MBAs flying in from all over the world doing something that looked like core and sprint. Current, whatever. Or have someone paid me that much to do that, right? Right, so if some of us are upset, if some of us are upset or other pro members charging 2005 1,010 $1,000 and not living up to some kind of standard that we don't know about, I'm like, go read that report. If you want to start a fight, fight, fight somebody like them, right, so I'm going to assume and this is a poor assumption, Matt, that because you went to Harvard because you got into these management consulting, because you've been brought up, you've been you're good enough to be put on the front line that there is some vetting, some training that is probably far superior to anything that we can do. I'm just going to assume, because I don't have AI barely got an art degree as it is. So there's that whole thing, and you guys saw me make this comment in the group, it's like, how are you guys talking about validation? And this is a discussion I had with Frankie, who get to decide if it's good. Do you or does your client. And if the client is happy, what do we care that somebody else made a client happy? Because this is one of the things I cannot stand you guys, which is on design Twitter, a new rebrand comes on and everybody is a fricking Michael Beirut. Everybody's got an opinion about things and how they make something thicker, thinner, more spacing. It's not centered, it's too centered. And it's like, you know what? The only reason why you're talking about this is because he's spending the money right now on building a new building. And you're sitting here Sunday or Monday morning. Quarterback design, Twitter like. The clients are happy they have achieved some kind of mission or they haven't, and that's between the client and the designer. Like, I think I'm a design snob, but I'm not such a design snob. I'm like, well, I'm going to tell you how to do that, because what? Nobody hired me to do it. I was even in the discussion for it. So what are we talking about here? OK, I'm going to take a pause on the facilitation dimi. Fire away, men on. For me, it was yesterday on the am call after we finished, Mo said something that I think clicked very well on me, like separating the separating the YouTube channel and its content and the pro group and its content. And I think what would benefit like I listen to this conversation, I think was a common theme of nuance. So I think what we could afford in the Pro group, especially between us, is some more nuance during conversations like, I find that lots of times we're all very eager to give general maxims to live by like coreys. This or strategies that or the craft is not, you know, the craft is not important in the business part is important or niche down or don't niche down while. I think that all of these conversations, if taken, you know, if we're made with a little more care in what we actually mean, it would help. And I think this is the main grinding point between Frankie and, you know, that conversation. I don't think from what I heard it was, it was a conversation specifically about that. It was more about how. How vague or specific we are with what we say. That was both vague. OK OK. It's so sorry. It's very early for me. Barely has some coffee in me. Yeah, it's getting more coffee. OK, what else? All right. A nuance nuance is important maxims and all these kind of bold declarations I'm guilty of. And that's how I talk. That's how we think. And it's usually what gets people to wake up and how do we do that? I mean, how do we provide that. And how far do we want to go with that? So it sounds to me, it sounds to me, and I'm going to now read some things, and I think it's time for us to move on unless there's somebody here who's like, I need to speak about this man. I'm feeling it. I'm not feeling it. I want to talk. So I'm going to give you a little bit of time. You just interrupt me any time you want. Essentially so I'm going to say something. I want to say something, but I watch, anyways, do it, OK. Can I just give a quick, like two minute recap of some notes that I feel like are highlighted from the group's commentary? OK, so just full disclosure I personally had like a three hour discussion with Frank about this, and there are some sentiments that Frankie noted that I agree with until this. This became like a big core thing, and I asked two questions on the other three hour call that had everybody on it, which was what's the problem and what's the alternative? So I'm just going to go through my notes here just to speak on behalf, to speak for the people. A little bit, something I agree with. Core is not strategy. Yes, we can check that off from a very holistic standpoint of what strategy is, which is all already a rabbit hole that is scary to even go down in. However, something we can control is the individual experience that someone gets through the use of core. This seems to be a thread that is said a lot and that something that will touched on as a new member. When you come in, you're reading all these comments, which are the equivalent of Amazon testimonials inside the group of people's success story. Chris says this all the time. He sells us back our time, and as human beings, there's a lot of information out there. I know, I know I've downloaded an obscene amount of white pages and and I've screenshot an obscene amount of Instagram posts and websites. But the pro group and this is going to be I'm not trying to boast, but this is a trusted resource that with credible testimonials that allows people access to whatever they're trying to become proficient in. So when I purchased core, I didn't strategy even existed until this trusted source enlightened me to its existence. And then I went down that rabbit hole. After I went down that rabbit hole, I realized that if you like, if you're trying to become an agency and you don't do strategy, you're going to be laughed at because it seems to be like a main pillar in people's agencies. But so. Which leads me to this last point about shortcut, and I think Matt mentioned this, I don't think it's a shortcut to becoming a strategist. I do think we have to be careful, unlike how we define shortcut, because I do think it is a shortcut to us finding out things we don't already know, like because there's so much information out there. But when we come into like this contained space and it's like, this is core, this is what it does. This is how it can potentially help you. And you're like, oh, OK, I never knew about that. It's a shortcut because it saved you. You've given us back our time to not do all this research. OK yeah, I don't. I feel like I just rambled at the end there. But the key for the key for me was. If you're new to the group and you do hear these commentaries. I think core is probably the best alternative for you to enter into that strategy world if we were to call it a gateway drug. Or else you're just going to be role, you're going to be wasting your time searching for a more credible source to study from that can serve as like your entry point into that world. I just wanted to say that to like to, like, encourage people not necessarily to buy, but to know that. There's not a lot of condensed, meaty, beefy all in one package that can get you started like the things you provide here. OK OK. I'm sorry to cut you off. I'm going to say a couple of oh, please, thank you. All right. Thanks for saying that, Michel. Thanks for saying that. A couple of things, though. One is I'm going to reinforce and restate this one more time. Please, everybody listen to this. That's watching this live with me or later on. Please do not buy one more product from us. Stop buying products. You don't need more products. Products are not going to save your life. Would you do just need to do is do your due diligence and I see it. I see it. Now when you see, like there are 30,700 videos and each one is an hour and a half long. Oh my god, my brain's going to melt. But what you need to do is do your due diligence, consume all the content that's already included part of your membership, start to learn about things. I think most right and I think most wrong because you can pick a value proposition design. You can watch a couple of videos from AJ and smart like I can push pick this, put it all together myself. I can watch the videos that are recorded on Discovery. Yeah, just watch it. Start there, I mean, there's a gazillion books, I mean, whatever your drug of choices, use that now. If you just so happen to be and many people are. I don't want to piecemeal everything. Chris, I want to start to end. I want a template. I want videos that are sequenced linearly. Of course. Pretty good product to do that. That's it just now I'm going to move on to the next thing. Now I like this and the debater, not the master, the debater in me is coming out right now and Mossad. Mossad core is not strategy. So then somebody is going to have to be very brave at this point to tell me what strategy is. For my own edification here, I can help. OK, who said that to me? Give me fire away, man. What is tragic with you? OK, so I have a background in mathematics before I did design and did lots of game theory. So there is a difference between strategy and tactics. So strategy is a collection of tactics that have a very broad theme. And usually they are one way. We're hoping it's the best way, but it's usually one way to achieve a specific goal. For example, like, I don't know if people play chess. When you say control the middle, this is a strategy when you say, use your Bishop to do that. This is a tactic. So it's a collection of tactics to achieve a specific goal in a specific way. It's something that you intend to inform every move you make. So far, so good. Now here's the dangerous part, in fact, going to have a good time if you still here, if you made it, yeah, he's the O'Hair. Now I'm going to ask everybody. Are you a 100% in alignment with Jamie's definition? And I'm pretty sure it's not going to be 100 percent, this is the way human nature is, ok? And if you literally look it up in, Frankie says, it's on the call. I was like, this is what it says right here on the internet strategy is the plan. So when you say when you say, OK, and I don't think there's a disagreement here, it's a plan and tactics is what you do. Look, the how you do it right? What are we trying to do? OK, so it's a plan, it's a very broad word. Very broad word. So when you say core is not a framework to help you form a plan. If we can agree to that, then I say, OK, well, what is it then? Because when I do core. Now you guys can debate whether I'm doing whatever, if I'm doing branding or brand strategy or discovery or facilitation. What am I doing? I did give them a set of recommendations. Not a full plan on how to do it, and then they can hide wherever they want to do it. I helped them to figure out who they are, what their purpose is. I help them to figure out some of the pain points of their clients and their customers and how to track them and why they're misaligned. And in doing so, I figured that I've already overdelivered. On these management consulting companies, because they give them nothing. Can I jump in? Of course. So this is a great point about nuance. So, yes, you might be delivering to what other people will sell as strategy, but when you're doing core, you're identifying the audience, you're identifying the brand attributes, you're building something which is not specifically a collection of tactics that they can employ. There's a part of there's a part of core that has specific moves for the client to play, but they're not strained by a certain strategy like they don't have a common theme that makes them a consistent move towards something like these suggestions for efficiency and that sort of bit. But this is still not really. Strategy, just because it's better than the other people give that. And you're delivering in. Well, it depends if you're over what you promised do to assess if you're over delivering or not. Right so let's say, wait, hold on, Dave, I'll get to you. But Priscilla's before you, Dave, just give me one second. OK, so this is really the heart of this argument, and I feel like at a certain point, this is going to be a diminishing return kind of call, right? I want to save you guys from that. It's late for a lot of us. Let's just talk about this for half a second. So the agreement is between myself and my client. And if I deliver on what I said, I've satisfied the clients need. If I deliver more than if I could do something unexpected, I've created delight. And that's how I stay in business. If many of you guys have watched the olise thing and I said, you know what? I figured it out. You guys are refined, rustic. This has to be our compass moving forward because it's a position that nobody can occupy but us. So this is a positioning thing. It's that part of core. No, it's not. But we're not telling you that it's part of core. I'm just telling you what I do, right? And I use that framework to get to this point. Which I will then try my best to teach you guys how to do that. But to say that it's not that plan, that's not the well, that's now up to you, to say that Photoshop can't make you an artist is both true and untrue. It's like it's a tool. And the user makes it what it is, and I can debate that with somebody if they wish. And to have these expectations put on anything, if you go to a driving school doesn't make you a good driver, if you buy a computer or buy software or buy a hammer does not make you a carpenter, right? You what happens to every photographer? Albert Watson takes this amazing photo. What's the first question? People ask him? What camera are you using? And then you go by the camera, it's like, well, Albert Watson, the genius photographer, said he used this cannon and my results don't look like that. Now people are going to get in line and say, well, you can't call yourself a photographer and we're not going to sell you cameras. It's a messy rabbit hole man. And if I can say that can make an improvement and it's better than what I'm seeing in terms of a standard that is on exponential scales higher than what I charge. I'm going to sleep just fine that night. I think the problem is some of us are saying some of the younger people are buying core writing around building themselves as a certain kind of thing, overcharging their client and not delivering. And that may or may not be true. Who am I to judge? But moreover, like, what can I do about that. And what should I do about it? My answer is nothing and nothing because I didn't certify you. Adobe is not responsible for people making bad art. Apple is not, you know, responsible for people who write viruses and malware. Just think about the ramifications. This is to me, unfortunately. It's assuming more power than we should have or we should want. People come in and out of the program, people do good and bad things outside of this group. How can I be responsible for that and should I be? It seems like there are three solutions moving forward. One, we leave it alone. Two, we stop selling for altogether because you guys are like, this is bad for us, which I can do. And three, we do whatever we need to do to fix the messaging around it and do a little bit of exercising nuance and context when we talk about it, and mostly because I'm not talking about core anymore. You guys like. Sorry, Rob. You almost killed us there with the feedback that then the communities has come together, understand that some sensitivity to this, and if there's anything else I could do, I'm happy to do it. OK, so it's Priscilla and then Dave and then Matt and then Demi. Let's go, Priscilla. Fire away. So I purchase core and core has really helped in my design because for once I'm going very deep with a client. But now my imposter syndrome that I realized is because I feel like core is getting all the information out of the client. But they are then looking at me to give them a strategic plan on marketing. And that's where I was like, wow, I realize I'm missing the marketing side. I'm a designer trained. I'm not a marketing yet, and I'm learning to fill that gap, but that's really where that strategic planning is probably missing. At least that's what I put my finger on for my case. OK so the client asked you to do marketing, you're not in the marketing expert. We get that. So the client asks you to build a website. You're not a website expert. I get that the clients asked, you do packaging. So I think we're getting into what most of you guys would call tactics now. It's like we understand who the clients are. We understand what we need to say about it. From our point of view, the execution becomes a whole other thing in itself, right, priscilla? Yes but to me, I think a marketing plan encompasses everything. It will encompass design. will encompass social media. It will and what in social media? Then there's all these subgroups. Where should we be? We should we be on FaceTime on Facebook, on Instagram, blah blah blah. You know, there's all these different avenues. Should we do a brochure? Should we do a billboard on down the street? So to me, a strategic marketing plan is going to tell the client. This would be the most effective route for you. OK according to. So now we've introduced another word marketing, so strategic marketing plan, which I don't believe it says anywhere in the literature at all. Well, I'm not saying. It's saying. What I'm saying is core has been great to dig deep, dig, dig in. But it kind of to me, it kind of finished in a fishtail where it's like, OK, now it's up to me to deliver a document that's more than the result we went through the day. You know, it's like, I feel like I need to come up with a conclusion for the client. OK, I'm now hearing something I can actually help you with. So everybody that purchased core that is having a hard time summarizing your insights. I want to do a call specifically for you to teach you, period. So Priscilla, put a pin on this and I'm going to circle back with you and teach you how to do it. OK, perfect. I'm going to say this and I'm going to move on because I see it's getting really late. OK, I'm going to say this. If you have a framework, whether it's the one page marketing plan, Zags only in a statement or any of these things, it doesn't really matter. Value proposition design and you approach it like I'm a note taker. Like, tell me who your market is and you just write it down and tell me what your unique selling and you write that down. You've done very little for the client, except for to hold up a framework. I barely call that thinking. It's mostly note taking, sadly, and I've said this before on calls and in workshops I've done, do not be a human tape recorder. You've overcharge and you're wasting your brain. Do not be that person. OK, so if that's you, now, I'm going to get in trouble like Chris just called. It's a tape recorder now, ok? Brick layer tape recorder OK. If that is you, let's talk and I'm going to teach you how to do this. And I've witnessed people who've had their own levels of success running for being a human tape recorder. I was like, ooh, you know, that's not really what I recommend you do. So let's put a pin on that. I'm going to circle back. You should be able to come up with insights based on the framework that you're given, and I've expanded on that in the discovery series. Just watch it and let me know. So that'll be the homework. You must watch the discovery series, watch all the videos. And we're going to get together. And if you still have a question, I'm more than happy to help you. And I will teach you for free. OK, now this is the discovery series inside the Academy. Yes, and there's like 13 videos on it. Got it. OK because I do the exercise is a little bit different, because the more I do it, the more I learn something about my clients and what they want. It's not perfect, but I show you how I do it. I think it was Dave and then Matt, and then I think we need to wrap up here. It's so late, guys. Well, lost some of the fire now that it's some past, but to Mo's point and to also to your rebuttal, to the most point, that isn't strategy. I think that analogy of core. And like Photoshop or the Adobe products or whatever is a good one. Because just like there's varying degrees of design, whether it's effective design or poor design, part of it has to do with the tool, but a lot of it has to do with the user. So with strategy, whatever you however, you want to define strategy, I think there's some core things that everyone will include in that definition. And at the very basic level, it is a plan like whether, however complex it is so core in that sense, I think is a strat like it is a strategic tool in helping you discover what. Plans of action, connected plans of actions you should take after having gone through those exercises, so there might be better strategy tools out there, but it's like, I don't know what we're arguing about. It's a tool that you know, people have. Some people have found effective and enabled to tweak to make it really effective. But I think a lot of it has to do with, you know, developing your own self as a facilitator, as a strategist, as someone who can connect the dots. Someone who can process information and come up with a solution. So I'm not sure exactly what we're arguing about. I don't I think this is a pretty simple conversation, but where they disagree, I don't even know, right, Dave. So like, I give you a pencil and a canvas and you draw something. It's OK. You give it to Picasso and he sells it for $4 million. We blame the pencil. We blame the canvas. OK no, that's kind what it boils down to. OK, let's do that. So then Matt and then Rachel, Matt. So I think the thing is it's nuance, right? So core is really a framework to surface to either surface or validate the client's goals, whether or not you do strategy. Strategy is the plan to make that goal happen, right? So you may or may not create a strategic plan after you do that discovery. So maybe that's when moat talks about it not being strategy. That's one way of looking at it. You certainly could dovetail what you discover into strategy, into tactics and execute the entire thing. But I mean, maybe that's potentially the nuance that people are getting stuck on. Maybe, maybe, and I think it's really those of us that know it. It's a few prompts designed to spark a conversation with you and your client to make you dig deeper and to be introspective. That's how I take it. And then while doing that, you're surfacing certain things. And if you're a certain kind of thinker, you connect certain dots and you present those to the client as, hey, this is kind of interesting. Isn't this fascinating what we just figured out about our own user, about what they want and how we're misaligned in terms of what we deliver for them? Oh, brilliant. Like, what should we do about that? And then what are solutions? Potentially how, what, how might we get there? And on what platforms do we need to do this? And perhaps it's different than the plan we had going in or the objective? And do we want to continue down that path or not? So those are all the kinds of conversations that you're going to want to have. Rachel all right. I got nerves acting up again for some reason, but here we go. Let's do it. When I do, I focus primarily on facilitation and building my facilitation skills. The success of a session, you say you're using core one. It all depends on how you're setting it up with Van vanja said, setting the intention with the client, what are they expecting out of this? So you're framing really matters. You understanding what you're going in that you're understanding the framing to when I do facilitation with a client. I am using core simply as a structured process that I can explain to them what we're going to do and why and in what order, so they feel guided through the process. It's not ambiguous, it's not mysterious. It's like we're going to do this and we're going to do this. And each of those three main tools in core are, to me, like three different gold mines. And you get as much as you are willing to actually dig into that is how much material you get out. My clients thus far, I'm still relatively young in this journey, but my clients. So far have been very satisfied by the end of our sessions together. Not when they get a summary, not when they get anything from me after they're ready to like, go. At the end of those couple of days because through the process, I'm talking with them, asking questions, asking them why they're laying out like they're business people. They have strategies in their mind about various things. Usually, the role I've played thus far in my journey is helping them distill them, helping them see where they might have conflict zones and where they have gaps that are frustrating them, but they just can't see why they're not making progress on something. And when I'm able to take everything and lay it out in front of them. All of a sudden they see it and they're like, oh, I couldn't do that for myself. Thank you so much. Now you've actually not just laid it out, but you've written it out for me with a table of contents. Thank you very much. And I can move forward now where I couldn't before. Um, so with that. I like to look at core is either like you're digging up these gold mines or you're asking a business owner to show you the bricks they built with. There might be a pile of bricks they haven't used yet. A partially built wall you're asking them to give you. You're asking them to give you a tour of the house. Then you do have to be present, be asking questions, be curious. That's that's my spiel. OK. I think my son is trying to creep behind me and scare me. Say it's like you're going to jump out. That's why I'm looking around, guys. Woo Rachel, thank you very much. OK I'm actually in agreement with you that the exercises, as they were conceived, actually helped me create a lot of value and squeeze a lot of gems out of that sucker. And over time, after using it, I just keep adapting it to what it is that I see and make it what it is that I need. But the principal components of it are still there. It just has been modified and it's kind of really up to each and every one of you guys really OK. We spent a lot of time talking about core product. I have no control over, right? So is there some kind of conclusion here? Because a lot of the fire and heat and tension that arose from the conversation seem to be centered around core, but I'm not sure that's entirely the entire sentiment, and I don't think it is because. I'm going to read some comments to you, so if you guys are falling asleep at this little, this will fire you up a little bit. So let me see which ones I can read. Ok? he included comments and feedback from five different pro members, and I want to address it. They're all anonymous. I have no idea who said it. So if it's not you who said it or it is you, you could pretend like you never said it was fine. OK OK. Pro member number one says just wanted to say I 100% support everything you said in the group and all the nonsense and silliness going on right now. Why I haven't said anything in that community. In months, that's why they haven't said anything in the community months. OK, so that's one. So that's saying something like four four. I don't even know what it is that they're complete 100% supportive and agreement with, but they haven't been able to talk in the community and that bothers me. And what have I done? What responsibility? What accountability do I need to have to make sure that it's safe for people to say whatever it is they want? OK hey, Frankie, Thanks for bringing this thing up. I purchase core ran a few times now, like most, I have been altering it as I go with clients. I see some shortcomings, but I didn't think it was going to bring strategy into my business with quotes, but quickly realized I needed to deliver a lot more thinking in the final document to the clients. I think many of us share that same sentiment, so not a lot of disagreement there. This is how I identified my imposter syndrome. As I realized as a designer, I was missing the marketing aspect. Oh, I think this is Priscilla the marketing aspect of strategy. So I have been trying to educate myself. All this tips to learn robust strategy approach the core. Thank you for bringing that topic up. I do hope you're still sticking in the group, but OK, blah blah blah. This one was. This one was lovely. What Chris will start to realize more is that as the community grows, the need for community support will grow. Things will need to be better defined and structured as he needs personally to take care of his gospel in quotes and how he engages the community, and he'll need to take better care of himself. Well, thank you for your concern. Per member number three. OK, I'm only going to read one more here, because. OK, this one is good, one permanent member number five, so the other ones are just a little long, and if you want to, I'll copy paste. So you guys going to read this member number five. Your voice is strong. For many people, it is nearly impossible to relate to Chris. People can relate to you. I support you, my friend. One major thing I think for me when I found where I found profound success with core is because I had a decade of pain points and a full time as a full time creative. That's that's what we heard there. OK, so let's go. Anybody want to respond to those comments or add to it? You don't have to out yourself, please, I I'm not here to embarrass anybody, so. I think Frankie just gave people permission to voice their frustrations with something where their expectations may not have been met in the timely time that they expected, so I think that's a good thing. So you find out what people are thinking about it. But that's with anything I think you put out in the world. Someone's everyone's going to have their struggles with it until you master it, right? Yes anybody else? Sean, Sean, you were supposed to say something I didn't call on you, sorry. My apologies, Sean. Oh, it's all right. I think what I was going to say earlier was brought up, but about this and I'm a new member. So disclaimer there. But I think with things like people feeling uncomfortable to talk and things like that, I'm really excited about that. There's some other speakers being invited in to do sessions and things like that. I don't know if that's new, like the thing that Bob's doing in a couple of weeks. I think that's really interesting, and I think that could help sort of democratize the group if we're more people are being invited to give presentations and things so that it's not seen as just like the crystal gospel session and. The other thing that I'm thinking about is like, you know, this group is sort of like drinking out of a fire hose, and the beauty of it is that there's so many people here and we're all, you know, the type of people that like to learn new things and try to create things. So the beauty of it is that we're bringing in different things and things from the outside. And things that have worked for us and things that we've taken here and modify it and change. So like, we've taken these base materials. And given them a life of our own, share them with each other, brought other things in. Mixed it all up, and it's not like this is not the, you know, the future tools support group, this is the group where it's all of us sharing our tricks. Yes, I did like. This group has taken on a life of its own, I think people just need to understand that it's its own beast. Thank you, Sean. Anybody else? Alec hey, there you are, man. Yeah, I've been here the whole time watching slowly from the sidelines down and off. I did go to a bar with my friends, so if you mentioned me, I was checking in. I'd step out every about five minutes just to see what was going on. OK, but I don't know if this has been said, but I did post a poll in the Facebook group trying to make myself useful just to kind of get people's opinions that don't feel comfortable talking. But also like, I just want to say thank you for all the honesty. It just is absolutely awesome. I think it's honest. I think it's one of the most important things in the world. You already know this. We've had a discussion about this, and it's AI think the power of what's happening is just completely awesome. But the other thing is, I think that and let me know if this has been said and I missed it tonight. But as far as the kind of new people joining and I've heard the sentiment a few times of drinking from a fire hose. And I know that's actually one of your early videos if people go back and watch, like how to get started with the future. And it's like, just take what you need with the program. But I think maybe there's also room for like the Titans or maybe other people to start kind of training the kind of new guys so like, for instance, like Sean and I believe are going to try to do a call soon as kind of peeps here. But also one of my goals is like, you know, it seems like, you know, I'm going to learn so much from him, I'm sure. But you know, he's like, I just want to make cool stuff for a little bit like I'm. And it's like, that's awesome. If some of us can become mentors and help train, I think that's exactly the direction. So that's just kind of what I wanted to add, I'm not sure if it's already said numerous times I'm just piling on, but thank you very much, Alec. I try to be as transparent as possible and create space for people to be as honest as they want to be. Florin hi, guys. Hey, man. Uh, really new to the group, so I haven't actually been a part of, I don't know this emotional discussions that went there, but what I wanted to chime in is because I've purchased for one year and a half, something like that now, and it's a bit of feedback on my side on what it is and how I see it. From my perspective, I think we're too much trying to give definitions and things of those nature. Let's just be like real for us. It done wonders in terms of us, you know, as an agency being able to have a. Systematized process to get inside the mind of the client. So our discussions with the client, you know, prior being at a certain level while using core, we managed to dig really deep. And what that helped is it created trust between ourselves and it created a certain level of interaction that an engagement that did not existed in the initial discussions before. And of course, after core, we do insights, we do our own research. And we do provide a strategic document at the end. But by using core it, I don't know what we did it. It helped us in, first of all, creating that trust part, but also expediting our process because. We managed to shorten the times in which we did research, because now we had the input of the client like. There, you know, it was there rather than us doing a bit of guesswork, I think, without having this tool to actually dig deep, so. I think it's no strategy and it is strategy, so let's don't give definitions, let's just try to see it simply as a tool to dig deep and to just better our practice. And that's it. And let's not make a fuss about it. OK, I appreciate it. Flora, welcome to the group and thank you. Thank you. OK all right. Spencer is raising his hand, and then I'm going to ask you all one really big question, and then I'm going to wrap it up, ok? Go ahead, Spencer. Yes, so just two things. The group is growing, those part of you introducing units a couple of months ago as the group grew and needed more structure. And Greg asked for things we could add to the website as I'll add a page. So that is it's growing pains, right? That's a problem we know was coming and you kind of foreshadowed it to us. So with that out of the way? Thanks for honesty here. We saw it was coming to you, listening to everything. And I core is providing strategy. It's led to strategy. It's also it's referred to as discovery with the inside of our agency. It always has been. But I think as we grow, so falling back on the statement of growing, I think that as we grow core, I don't think you stop selling it. But for those of us that it was the gateway into the future with the first product or the second product or things like that. It's not that anymore. The group is standing alone. It's standing, it's standing on its own two feet and there are falls within the group. I'm happy to discuss those, in my opinion, on a structural basis, but core isn't. What is it to the group, what it is to the OG members? I guess the one those of us who have been here for the last year or so. Tonight, the A list is who that, while you've taken a lot of accountability and large responsibility again, I fall back. I think it falls on us as a community to just one stop talking about it. So much and to encourage the people who don't understand it just to frickin' grind. Like, you know, like, there's so much time spent in the comments like, this is the first protocol I've been on and probably for months because I'm in my office working right now like I work all the time. That's just what I do. And to be honest, making money like I love. I'm thankful for the money I spend here. I'm paying for the knowledge I get. But earning is always going to come over, see on a call like, you guys are awesome. But like, we need to encourage the people who are like, what's cool or what's this? Get caught up in semantics of? Is it a plan? Is it a strategic plan? Is it tactic based? I agree with Demi's definition. I'm on the marketing side a lot of things too, but. Just stop talking about it and go do it. It's like if you people in this group skateboard, like if you watch a video, how to kickflip 1,000 times on YouTube and you still go outside and bust your ass like it is until you go practice, you can watch all the videos you want to talk about it with your friends playing skate like we need to encourage people to go work and go learn and facilitate and stop pointing them towards stop being billboards for the futures products, you know? Well, I mean, come on, let's draw the line there. I mean, come on. You just were. You had me right up and said that minute. I'm just kidding. Spencer, thank you very much. Oge member, I haven't seen you very much and not very active, and that's usually a good sign. Right and we've said this before. Guys, you're supposed to use this group to support you in your business success and your personal success, so each person is going to squeeze a little something different out of it. It's one tree, but we all make different things out of it. Some people make wood and some people make lemonade. Some people find shade. Some people want to sit. Whatever, peter, because I respect you so much, I'm going to give you the last word. I'm going to ask the group this giant thing, and I have something to say to everybody, ok? So Peter fairway, Yeah. So obviously, I think like Spencer, I'm usually busy working and I'm jumping in on stuff here and there. I sort of feel. And it's late and I'm tired and I apologize if this comes off as crass, it doesn't. But like, I kind of feel like this is a silly discussion and it's not. It's not about core. Core is not like we're trying to define what strategy is, what it isn't, and it doesn't matter. It's a tool to do a variety of things, whatever those things are to you or to someone else, whatever, it's effective. But I think for me, a personal kind of like. Observation I've had, or maybe like irritants in a way, and I think some of it has been stated in different ways by different people here, like Matt mentioned, there's no shortcuts like people have had years of experience coming into this or, you know, for some of us, like, we've been doing different things for many, many years. We've got real world experience, real results. And I think it appears as though there's a lot of people coming in without that experience, without that knowledge and are looking at it like, wow, this is a quick way that I can get paid for my thinking that I can make a ton of money. And it's something bigger than that. And yes, that is something that you should lead to and grow to and aspire to. But I feel like there's a lot of people who are repeating words without understanding what they mean and how these things should be used. And that, to me, is where, like, I'm certainly in the camp of, I feel like there's a lot of conversation. There's a lot of individuals that it does make. It seems as though we devalue what a lot of us do because it's kind of clear that people don't know what they're doing. And I want to make a really important distinction on that because I think it's a difference when you fake it till you make it and you try to appear as the expert versus come with me on my journey, learn with me as I grow. I'm figuring this out because as somebody that has for years been hiring people and whatnot, I skip over resumes. I don't I don't read any of that. I immediately pull up your site, your portfolio or your dribble. Whatever it is, you have about 5 seconds to impress me before I close the window and never think of who you are again and again. Like, I'm sounding really harsh on stuff. I'm not like that cold blooded, but it's the same kind of thing. If I see somebody say something right now and I realize that they don't necessarily know, know what they're talking about, they read something, but they don't understand it. They can't actually act on it. Yet without the guidance and experience of that, or I look at their work and I go, OK, something here doesn't add up. I disqualify you. And that will not change for a very long period of time. And I think that's something that is very important to note within the community of how people might view others. I think it's also very, very vital for clients because. Clients are smart. A lot of the clients that we work with are very intelligent individuals have fortune 100 500 board level director level experience are amazingly talented people that know what the heck is going on, and this isn't their first rodeo. And if you come in and it is clear that you are not ready yet, you're going to be written off. And you will stay written off if they remember who you are. And so I think it's just an important distinction of like I want to recommend to people like take one step back, go on the journey, learn with me, learn with others, but don't push for that. I think someone just said instant success. And I think that's a key word. It takes a lot of time to become an expert. It takes a lot of time to earn and charge and up your worth. And that doesn't happen overnight. It doesn't happen from a 500 course. And to me, that's the larger issue that I've seen. Like poor strategy discovery, it doesn't matter. It's not like the real relevant issue. But I think taking that back and I love that everyone's getting on YouTube. I love that everyone's changing their social game. Make sure you know what it is you're talking about before you get there. And I think that's something really, really important. And it's how you position it. You can position it and have it be the start of a story or you can have it position it to where it's the last chapter that I'm going to read. Great, thanks, Peter. And I think that's a fair Warning for people. I think he's taking a harder position on it than I might, and he said he was his late. He's been working. He's maybe a little cranky right now and he's saying it. Very matter of fact, for some of there are more junior members to say that you get one opportunity to get your reputation right and to build or lose stress, and it's very hard to recapture. We say this quite often hard to build trust. Easy to lose it. OK, now where I may differ on this is that if you're honest and you're being clear about where you are and you frame it correctly, I'm all for you. I'm all for you. And I'm here to support you in your journey and that we are all imposters at the beginning of our path. It's the mistake to call yourself at the end of the path and out at the beginning where you will get yourself into trouble. But that's the decision for you to make because your decisions don't necessarily hurt me, so but those are like fair Warning words from you, from Peter to say that he'll write you off. Other people write you off and that's the danger. OK, now the big question I want to ask is group is this it's like there's a lot of energy around this because it's like it's been pretty peaceful here. And there's this spark, this explosion of emotion without a lot of clear direction as to where to go. And I think it's done, if anything, kind of upset the cart unnecessarily because I'm not sure any of this was productive for anybody. I'd rather have spent the whole time talking about marketing a cat had questions about how do I deal with first time clients and we're just growing your business. That's what I'm here for. So I think the learning lesson for me is a couple of things, and please jump in if you think I'm Miss something. One is I think we need to set up some ground rules about how we can behave. And if you bring a problem, bring a solution first. Tell me what it is that you want, because otherwise I may have to start to exercise some of that because if one person can do this, imagine if what people can do this and this is a group that you guys pay for that you're part of to learn, to grow and not necessarily to sit down. And this is not like it's not high school. It's not about making lots of noise to get some attention or not. I'm not saying that's what Frankie was doing, but the net effect of it feel feels like that to me, too, is some people still feel very unsafe to say things, and there's certain parts that you'll need to be accountable for yourself and grow the other parts. What I can do to help, please DM me, reach out to me. It does. I do take it personally that some people feel like they can't say something, and I'm not quite sure what I'm doing or what I can do more of to help you feel safe, ok? And I'm going to start to implement some new plans. Things are changing. This is a living, organic growing organism and it changes and it's going to keep changing. I know when we talked about switching up calls, people were not happy with that. But then Mo took over and showed it. It's like there's a different flavor. Now Bob's going to do a call at think I'm going to have David talas do a call at want some of the superstars and member led calls to happen more. So that's going to be happening. This is all part of us diversifying and I don't want to do all the calls. I don't. And if this helps our community to grow fantastic, this is what I want. Matthew did the call today. The question I have for you is this is that if the group were to provide you one thing to help you grow. What is that thing? Is it your peak performance partner? Is it just having a place to talk and share? Is it documents? Is it the coaching calls? Is it guess? Is it? What is it? And if you can tell me I'm going to make some notes because I just want to give you more of what you want. That's my strategy. Give people what they want, according to my good Alec. According to the Facebook poll, so far, it's just strategy. Are you serious? Are you serious? And grow my business. And then after that to gain direction for my business and a greater career creative. Now, it's not that many votes, so it's a super small. So early. So I'm always skeptical of early numbers, right? Small sampling to skew things. What I'm talking about is you join the group. What is it that you're getting out of it that you want more of? Versus specific like I want courses on strategy. So it's a bigger question, right, because if I pulled something away, that was important to you and that was the only reason why you're here, that would be a mistake on my part. So what is it? One word answers. I'm going to exercise the one breath rule. You can say whatever you want, as long as you can see one breath. We're here at the end, so take a deep breath and say whatever it is you want. OK, Mo. Yeah, Mo can talk for 4 minutes under one breath. Peter, did you have a hand up still or is that are left over? Is that a hanging hand? Oh, it's a hanging hand, but I'll jump in after. I'm like, yeah, no, no. Go ahead, go ahead. I think I saw Zach, and then Matt had his hand up for half a second. So was that one breath? What do you what do you feel like this is the value of the group for you? Community by symbol. I enjoy the community. OK thank you, Zach. Anybody else? You don't even need to raise your hand, just mute, and you guys will gesture to each other, why right? OK accountability. A female representation. Love it. Business growth. This growth. Claire, can I ask? Oh, Priscilla, can I ask you a quick question? Yeah what part of the things that we're doing? It leads to business growth. Well, that's there's so many parts, and that's the thing I'm learning, I know it's longer than one thought that we took that part away from the group and you're like, OK, I'll write that, ok? Who else I really enjoy the peer to peer learning. Different perspectives. Even if it gets into semantics, somebody's definition of a word can still be informative like that community and peer to peer learning. OK beautiful. Thank you. I'm not sure if this goes along with that, but mentorship, definitely from your PDP. Honestly, I don't really have AI don't have AI don't have a mentor PDP puppy. So it's more like just group mentorship. OK Yeah. Mm-hmm Perfect thanks, Mario. How the sausage is made like visceral details of how some things are done, these are new ones and telling me about sausage and visceral details. Oh my God. What kind of sausage you want me to make? I mean, how do we make the sausage with you? Give me like when I joined, I remember, like, there's lots of videos in the Academy about, you know, very specific things like doing your Facebook ads or, I don't know, like detailed details. Very specific nuance. Content boom. Thank you. Anybody else, please fly away. I'll go, I for me, it's changed over time. Well, those are your answer. That's my answer. You said something like that's like a puzzle, that an enigma. What changed over time changes over time? What started as creative up my creative game? And now it's something completely different. I never know what's right. It's different. OK, I'm just right that. This is where I think tape recorder. Go ahead. I think this is what he's saying is like as we're learning, our needs are also evolving. I like that you cleared it up like that. He followed me. OK, I love it. So it's kind of hard to hit a moving target, but I like that we're evolving. Yes what I think is really moving is the constant prompting to grow. You set up these situations. And then there's a whole if you want the accountability or not, but it's this, it's this constant prompting to grow. It's like a pseudo coaching in a way. and you don't feel like that's too much. The constant like grow, you guys. Let's do this. No OK, good. I'm just checking because some people like stressing me out dough. You're doing too much of that. Ok? all right. A couple more, two more. Three more. And then I'm going to end on my final message or motivation. What's that, chris? Personal motivation for me? OK and you're super new to the group. Yeah not that long ago. OK and fire on the video. Fire on the video. That's my boy. Why don't you guys just high fiving each other over the video right now? Two dorks. OK who else? I think one thing that's maybe not happening is and that would be, I think would be really helpful is helping people diagnose their businesses. Ooh, ooh, I love that. But isn't it interesting that tonight there is no youngsters saying, I want to learn how to draw a logo because we don't do that, that's why you do you have it on Instagram right now, like how to make a better logo? Oh, but that's Instagram. And that wasn't really doing that. That's just playing around. There's a difference between the future YouTube channel and the future program. Yeah, I think most of this is actually there's a difference between future academy, future YouTube, christodoulou, future Instagram, future Facebook and the program. They're all different. And it's like, I'm going to throw up right now, OK, I'll see you guys. Anything else? That's one or two? Come on, let's finish. Let's finish strong. I'm going to make you guys cry in a second here. I'm going to. I don't know how much you do as Chris, and I don't know if it's just because we're friends, but I really value the times where you call me out at the blue and you just wind up talking about stuff and you do it in a lot of ways, diagnose where I'm at. I think you do with a few other people. I know you cheat. It's OK. And I found that very helpful. So whether it's or Matt or Ben or Greg or whoever else, I wrote it down. I don't know what you're talking about, but I wrote it down. OK anybody else? Well, along those lines, just the sort of individual attention in that I can speak directly to you and ask you a question about my specific situation, and I can get that answer or asset to anybody in the group and get some opinions. Yeah OK. It's like crowdsource advice, it's awesome, isn't it? You get a whole Bowl of M&M, such as one flavor. I think that's what you mentioned before. Sean, it's like it's good to have different voices and opinions. And I love that. I'm often reluctant to say anything because I don't want to cut off the natural energy that people are like, oh, I have a point of view. Let me say that first, and I'm only going to weigh in when it's like, God dang it, and I have to say something, I'll say it. All right. OK, fantastic, everybody. Now we're here at the end. Thank you, everybody for hanging in there. I know it's super, super late for some of you guys are super early. For somebody else now. We had set a challenge up a week ago from today, Wednesday. Last week we said, what is your two week goal? And I've gotten pretty good response, probably the best response I've had for any challenge so far. And I was thinking, why isn't there 300 people who have added something to this? Because it was not specific. It was not specific in that you had to do a goal that was not already aligned with what you needed to do for that week. I wanted to see you guys do it. I wanted there to be more action, less talking, as many of you have said, and it takes work. I know Bob has gone on the record, saying he wants to get to 100 YouTube subscribers and he's almost there and he's learned things in doing this. And I put it out there that I'm going to grow my Instagram channel by 10,000 in two weeks, and then I had a wake up call with myself. It's like, what? I have to do to post a day, and it was taking me all of like six hours to post one time of day. I've learned some valuable things. Now here's the funny thing. It's Wednesday. It's not midnight yet. Some midnight yet to hold this up. You guys see this, can you see this? What does this say here? Maui says 120,000 followers, I was able to grow my Instagram followers by 10,000 new followers. In one week. Why do I say that? Because if you make your intention, your goal is clear. It's like magic. If you make it super, super clear, it's measurable and you break it down into bite size, actionable to do steps. And when you're sitting there thinking about slacking off, doing x, y and z And you look at your own to do list and you're like, you know what? I'm going to be accountable to myself. This is just a lifelong. Skill, a habit to develop to constantly setting goals that scare you a little bit that make you throw open your mouth, and if you can do that, there is no limitation to where you can go. Set goals, hold yourself accountable, make it super clear. And then just be your own boss and do not let yourself off the hook. I'm going to be super excited to talk to you guys all that are taking part of the challenge. It's never too late to start the challenge. It's a two week sprint. You could do it to be sharing with you in two weeks time and not one week's time. How do you guys do? And here's the really cool part. Even if you fail, you still win because you did the challenge. So what if you fall a little bit short of your goals? So what if you fall a lot short of your goals? It doesn't matter because you're better off than you were yesterday, and that's all that really matters. So I'm really excited to see where each and every one of you guys are in two weeks. Or a week, I'm sorry, Mo, your eyes are melting, you ok? I'm vibing to what you're saying, I'm like, OK, I'm going to drop another Instagram post in a second. So this is it, guys. Thank you very much, everybody, for just coming out for staying up and having the fortitude to be here. I so, so appreciate all of you guys as part of this vibrant community. We endeavor. We meet Matt, Ben, Gregg, mark. Everybody is part of the future team. We're here to make this thing work for you. You're the most important part of what it is that we do. You are the lifeblood. You are the alpha, the beta, the Charlie and the gamma. You are my alpha to my omega, whatever it is. You guys rock. Ok? take care of everybody. What's up the recording? Good night.

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