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The first thing you sell is yourself.

People "buy" optimists because they enjoy their company. Attitude sells.

People value - and pay more for - the way you make them feel. People buy "feelings".

What is your specialty?

To truly thrive, learn what makes you uncomfortable.

Be grateful for your strengths, but work on your weaknesses. Your strengths will take you only as far as your weaknesses will allow.

Seek tough love.

People do not gather data to make a decision; they often gather it to justify their decision.

The first thing to plan for is your first impression.

Keep reading, keep listening, keep learning.

The future belongs to the communicators.

Simplify and clarify. Communicate so that you cannot be misunderstood.

Pros focus not just on words, but silence. A pause give the listener and chance to breathe. Watch your white space, silence talks.

Be careful in complimenting yourself.

Tell stories.

Put the audience, not you, in the story's hero's shoes.

Your key sentence in every presentation is your first.

Find your message, keep it simple, and repeat it often.

Revise every memo, then revise it again. Read it out loud and ask, "How can this be said more succinctly?" Brevity is power. Cut every document in half. Read everything you write aloud.

Listening makes you captivating. People speak too much and listen too little. We mistrust words, but we trust - and we praise - listeners. Listen - actively and often - always.

Before you speak, take one second.

We do not remember words well. We remember images.

Put your entire body into it.

A great presentation must be motivational. A poor teacher describes; a good teacher explains; an excellent teacher demonstrates; a great teacher inspires. Great presentations are not intellectual; they are spiritual. Don't impress them; move them.

Look them in the eyes. Constantly.

In speaking, as in so many things in life, less is more.

Speak for 22 minutes. Keep it short. Don't just make it brief. Make if a little briefer.

Let your jokes be on you.

Reach the head through the heart.

Honor each person's craving to feel important. We want to feel loved, no matter how well we hide it. Make the person feel important.

Before you do anything else, make the other person comfortable. A relationship starts with comfort.

Reply quickly. Do everything fast.

Always do right. This will gratify some people and astonish the rest.

Be a source. If your problem falls outside those areas, we will help you find the person for that issue.

Get on to common ground, and praise other not yourself.

Before you meet, and in the first seconds after you do, find common ground.

To establish common ground, mimic your listener's pace.

If you're not five minutes early, you're five minutes late. Always, on time.

Above all, people choose the reliable. Be there.

Bot the "I's". Not everyone does.

Be predicable.

You tend to experience what you believe you will. Belief works.

Life is not what you make it. It is how you take it.

First rule: make yourself uncomfortable. Push - if it hurts, good!

Believe. Your clients will act as if they have no choice but to agree. Don't be merely confident; be certain.

People aren't rational. They choose the tiny over the huge; so sweat the tiny stuff.

There is no such thing as too grateful or too appreciative. Thank people unforgettably.

Never talk politics nor religion.

Keep every secret.

Admit a weakness.

Always be fair. The rewards come and the penalties are huge.

Praise often; flatter - never.

Beware of playing the role of the tough guy.

Prove yourself with your price.

Follow up within a day.

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Winner: Raul Cabellero

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Why is it that a request stated in a certain way will be rejected, while a request that asks for the same favor in a slightly different fashion will be successful?

Those who don't know how to get people to say yes soon fall away; those who do, stay and flourish.

6 Principles:
1. Consistency
2. Reciprocation
3. Social Proof
4. Authority
5. Liking
6. Scarcity


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#1 Weapons of Influence

Everything should be made as simple as possible, but not simpler. -Albert Einstein

Expensive = Good
Ask a favor
Contract principle

When we ask someone to do us a favor we will be more successful if we provide a reason. People simply like to have reasons for what they do.

There is a principle in human perception, the contract principle, that affects the way we see the difference between two things that are presented one after another. If the second item is fairly different from the first, we will tend to see it as more different than it actually is. So if we life a light object first and then life a heavy object, we will estimate the second object to be heavier than if we had lifted it without first trying the light one.

Clothing stores instruct their sales personnel to sell the costly item first. Sell the suit first, because when it comes time to look at sweaters, even expensive ones, their prices will not seem as high in comparison. It is much more profitable for salespeople to present the expensive item first.

Start with a couple of undesirable houses. The house I got them into looks really great after they've first looked at a couple of dumps.

The trick is to bring up the extras independently of one another, so that each small price will seem petty when compared to the already-determined much larger one.


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#2 Reciprocation

Pay every debt as if God wrote the bill.

We should try to repay, in kind, what another person has provided us.

We are obligated to the future repayment of favors, gifts, invitations, and the like.

People are more willing to do a favor for someone they like.

However, for those who owed him a favor, it make no difference whether they liked him or not; they felt a sense of obligation to repay him, and they did.

People we might ordinarily dislike can greatly increase the chance that we will do what they wish merely by providing us with a small favor prior to their request.

Another person can trigger a feeling of indebtedness by doing us an uninvited favor.

There is a strong cultural pressure to reciprocate a gift, even an unwanted one but there is no such pressure to purchase an unwanted commercial product.

A small initial favor can produce a sense of obligation to agree to a substantially larger return favor.

Unpleasant character of the feeling of indebtedness. Most of us find it highly disagreeable to be in a state of obligation. It weighs heavily on us and demands to be removed.

We may be willing to agree to perform a larger favor than we received, merely to relieve ourselves of the psychological burden of debt.

Make a concession to someone who has made a concession to us. His request that I purchase some one-dollar chocolate bars had been put in the form of a concession on his part; it was presented as a retreat from his request that I buy some five-dollar tickets. When he changed from a larger to a smaller request, even though I was not really interested in either of the things he offered.

It is possible to use an initial concession as part of a highly effective compliance technique: rejection-then-retreat technique. One way to increase your chances would be first to make a larger request of me, one that I will most likely turn down. Then, after I have refused, you would make the smaller request that you were really interested in all along. Provided that you have structured skillfully, I should view your second request as a concession to me and should feel inclined to respond with a concession of my own.

The second request did not actually have to be small; it only had to be smaller that the initial one.



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#3 Commitment and Consistency

"It is easier to resist at the beginning than at the end." -Leonardo Da Vinci

Once we have made a choice or taken a stand, we will encounter personal and interpersonal pressures to behave consistently with that commitment.

We all fool ourselves from time to time in order to keep our thoughts and beliefs consistent with what we have already done and decided.

The desire for consistency as a central motivator of our behavior. The drive to be and look consistent constitutes a highly potent weapon of social influence.

If I can get you to make a commitment (take a stand' to go on the record), I will have set the stage for your automatic, and ill-considered consistency with that earlier committment. Once a stand is taken, there is a natural tendency to behave in ways that are stubbornly consistent with the stand.

The strategy for salespeople is to obtain a large purchase by starting with a small one. Almost any small sale will do, because the purpose of that small transaction is not profit; it is commitment.

Public commitments tend to be lasting commitments. Whenever one takes a stand that is visible to others, there arises a drive to maintain that stand in order to look like a consistent person. The more public a stand, the more reluctant we will be to change it.


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#4 Social Proof

One method we use to determine what is correct is to find out what other people think is correct.

Bartenders often "salt" their tip jars with a few dollar bills at the beginning of the evening to simulate tips left by prior customers and thereby give the impression that tipping with folding money is proper barroom behavior.

Advertisers love to inform us when a product is the "fastest growing" or "largest-selling" because then don't have to convince us directly that the product is good, they need only say that many others think so, when seems proof enough.

95% of people are imitators, and only 5% are initiators.

The principle of social proof works best when the proof is provided by the actions of a LOT of other people.

When people are uncertain they are more likely to use others' actions to decide how they themselves should act.

We will use the actions of others to decide on proper behavior for ourselves, especially when we view those others as similar to ourselves.


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#5 Liking

The main work of a trial attorney is to make a jury like his client.

We most prefer to say yes to the requests of someone we know and like.

The attraction, the warmth, the security, and the obligation of friendship are brought to bear on the sales meeting.

The friend doesn't even have to be present to be effective; often just the mention of the friend's name is often enough.

Calling on a prospect and being able to say that Mr. so-and-so, and friend of his, felt he would benefit by giving you a few moments of his time is virtually as good as a sale 50% made before you enter.

First, they get us to like them.

Physical Attractiveness

There seems to be a click, whirr response to attractive people. Research has found that we automatically assign to good-looking individuals such favorable traits as talent, kindness, honesty and intelligence. Good grooming of applicants in a simulated employment interview accounted for more favorable hiring decisions than did job qualifications.

Both male and female jurors exhibited the attractiveness-based favoritism.

It is apparent that good-looking people enjoy an enormous social advnatage in our culture.


Similarity

We like people who are similar to us, whether it is in the area of opinions, personality traits, background or life-style. Dress is a good example; as is age, religion, politics and cigar-smoking habits.

"Mirror and match" the customer's body posture, mood and very style.


Compliments

We are phenominal suckers for flattery.

The evaluator who provided only praise was liked best. Pure praise did not have to be accurate to work.


Contact and Cooperation

We like things that are familiar to us.

Our attitude towards something has been influenced by the number of times we have been exposed to it in the past.

Competition has its place; it can serve as a valuable motivator of desirable action and an important builder of self-concept.



Conditioning and Association

The nature of bad news infects the teller. There is a natural human tendency to dislike a person who brings us unpleasant information, even when that person did not cause the bad news. The simple association with it is enough to stimulate our dislike.

An innocent association with either bad things or good things will influence how people feel about us.

We are known by the company we kept. People do assume that we have the same personality traits as our friends.

The important thing for the advertiser is to establish the connection; it doesn't have to be a logical one, just a positive one.

during fund raisers, the appeals for further contributions and heightened effort never come before the meal is served, only during or after.

They should connect themselves to good news but not bad news.

All things being equal, you root for your own sex, your own culture, your own locality etc.


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#6 Authority

A deep-seated sense of duty to authority within us all.

Extreme willingness of adults to go to almost any lengths on the command of an authority.

The sheer strength of authority pressures in controlling our behavior.

The appearance of authority was enough.

Con artists, for example, drape themselves with the titles, clothes, and trappings of authority. They love nothing more than to emerge elegantly dressed from a fine automobile and to introduce themselves to their prospective "mark".

Clothes

A kind of authority symbol that can trigger our mechanical compliance is clothing.

A traditional authority status in our culture: a well-tailored business suit.

Finely styled and expensive clothes carry an aura of status and position, as do trappings such as jewelry and cars.

Owners of prestige autos receive a special kind of deference from us.



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#7 Scarcity

The way to love anything is to realize that it might be lost.

The idea of potential loss play a large role in human decision making. In fact, people seem to be more motivated by the thought of losing something than by the thought of gaining something of equal value.

Scarcity principle occurs in the "limited number" tactic.

The idea is to dangle a carrot in front of the buyer's face and then take it away.

When an item becomes less available, we experience an increased desire for it.

The drop from abundance to scarcity produced a decidedly more positive reaction than did constant scarcity. People see a thing as more desirable when it has recently become less available than when it has been scarce all along.

The importance of competition in the pursuit of limited resources. Not only do we want the same item more when it is scarce, we want it most when we are in competition for it.

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Why is it that most sales training courses and seminars contain large doses of motivational psychology? Why is it that the sales profession is the largest user of motivational training? Is it coincidental that the next largest user is the armed forces? What is it that the armed forces and salespeople have in common that requires them to be the largest users of motivational training? How many carpenters, mechanics, CPA's, claims adjusters or veterinarians need to attend motivational seminars in order to do their jobs?

How many professions come with a built-in fear of rejection and reluctance to do the job? Why do approximately eighty percent of the people who enter the selling profession leave within the first few years?

Traditional selling is getting your prospect to buy. It is getting somebody to do something. HPS is determining whether there is a mutually acceptable basis for doing business.

Only spend your resources on customers who need and want what you're selling.

There are clearly many more prospects out there than can ever be given our service. If you try to sell every prospect, you'll waste time, money and effort. And, you'll waste the "opportunity cost" of not getting to those prospects who are most likley to buy, now.

Only High probability Prospects - those who are willing to commit step-by-step to the buying process - are worth the salesperson's time, energy and resources.

You must disqualify prospects who don't fit certain criteria.

Selling is reaching a series of agreements with those prospects who first acknowledge that they need, want and can afford what we're selling.

What most salespeople don't realize is they're wasting a lot of good selling opportunities by seeing too many of the wrong prospects.

Aggressive salespeople create defensive prospects. Persistence breeds annoyance.

We never ask for the order!

We don't "handle" objections, we answer questions.

HPS is really a method of inquiry. When asking a good question to a prospect it will either move the process forward or disqualify the prospect. There is value of not going forward when you don't get clear and honest answers.

In HPS we don't ask rhetorical or manipulative questions. We only ask questions we need to know the answers to.

Keys:
End the meeting if you are unable to move forward

Be thorough at the first meeting.

Take Notes

Listen.

Not talking.

Never respond to anger; defuse it or leave.

I don't want waste my time with anyone who doesn't want what I'm selling or doesn't want to talk to me.

The objective is to spend our selling time only with prospects who need, want and can afford our product, who are ready to buy now and are willing to buy from us.

We only do business with people we trust and respect.

Establishing a relationship with a prospect is a lot like having a conversation with someone you've just met socially, like at a party, with the sincere intention of finding out all about the other person.

Once a prospect realizes you're truly interested, and not just trying to ingratiate yourself, he'll answer almost any authentic question.

If I can meet all your criteria for this product, what will you do?

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Winner: Steve Gonzalez

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Make personal contact with your listeners.

"Talkers have always ruled. They will continue to rule. The smart thing is to join them." -Bruce Barton (1886 - 1967), scholar, editor, author, congressman, sales executive, businessman, and founder of ad agency Batten, Barton, Durstine and Osborne.

The ability to communicate is the single most important skill determining your success in life.

Communicating is a contact sport. They failed to make emotional contact with their audience. They failed to reach the hearts as well as the minds of their listeners. More specifically, they failed to reach the "heart of the mind" - what I call the First Brain - the emotional part of the mind.

It's essential to be liked, believed and trusted. It's a matter of making emotional contact. Be natural, unfeigned, genial.

Her certainty, a lot of energy in her voice and her manner, great posture, an authentic smile. She radiated confidence and competence.

Communication is selling. Everytime we communicate we are selling. And we're selling ourselves. We had better get serious about communicating effectively if we want to be successful.

We want to influence our listeners to make a decision in our favor.

People buy on emotion and justify with facts. Most of our major decisions are overwhelmingly influenced at the emotional level, the preconscious level. If you want to reach, persuade or motivate people, you have to make emotional contact with them.

Kennedy arrived at the debate looking calm, assured and dashing. He was animated and totally in control.

3 Fundamental Truths:

1. Writing versus speaking.

The spoken word is almost the polar opposite of the written word. Written communication is linear, single-channel input. Spoken communication is multi-channel input.

Information channel. In the spoke medium, what you say must be believed to have impact. If all you want to do is transfer information, don't say it, put it in writing. But if your goal is to influence, to persuade, to get your point across, then you've got to say it - and say it with impact.

Action channel. Believability is overwhelmingly determined at a preconscious level. The speaker's posture, expression, energy level, eye contact, inflection, intonation, volume and actions are just a few of the many cues that accompany and modify the words of the message. Spoken communication carries energy, feeling, passion, and goes right to the emotional centers of the brain. To convince and motivate, we must say it with impact.

2. You've got to be believed to be heard. What you say must be believed in order to have impact. You must be believed.

3. Belief is determined at a preconscious level. Believability is an emotional quality. She has a strong, distinctive voice, with a wide dynamic range. Instead of planting herself behind the lectern, she moves freely about the platform, making eye contact around the room. She has an interesting smile and open gestures.


An open smile with just a touch of wry wit behind it. An honest sense of humor. A delightful sparkle. A bit of girl-next-doorishness.

The first brain is the nonreasining, nonrational part of our brian. Simply put, it is the seat of human emotion, composed of the brainstem and the limbic system. To reach the New Brain, our message must first pass through the First Brain, the emotional part of the brain.

You must persuade your listener's First Brian that you are trustworthy - that you are likeable - that you represent warmth, comfort, and safety.

Be natural. Learn to use energy, enthusiasm, motion, expression. Become freer - less inhibited - more naturally ourselves.


Getting to Trust

In our communication with others, trust and believability are virtually synonymous.

You must win the trust of your listeners. Belief is a first brain function. It comes from nuances of behavior, not from facts or logic. It is perceived and felt rather than analyzed.

Does the voice quaver - or does it project authority? Do the hands gesture nervously - or forcefully? Do the eyes flicker hesitantly - or gaze unfailingly? Is the posture diffident - or confident?

We instinctively believe and trust someone whose face is an outward display of inner feelings; we distrust the person who wears a mask.

In communicating, our emphasis must be on making ourselves first brain friendly. Our goal is to become open, unaffected, spontaneous - in short, we want to disclose the natural self within us. A natural communicator is confident and at ease.

Likability is the key to trust and believability.

Be gentle but firm.

With all those handouts in their grasp, everybody was too busy reading to listen to the speaker.

If you want to be memorable and persuasive, the primary variable is your behavior.

End your presentation on a high note.

Remove the "ums" and "ahs".

Step out from behind the protective barrier of the lectern, and walk boldly to the center of the stage.

Standing on the edge of the stage, moving easily from one side of the room to the other, he looked directly at each person in the room, his eyes communicated with each individual. He stood tall and smiled easily. He gestured comfortably and confidently as he moved easily across the platform. His voice rose and fell dynamically, sometimes to underscore a point, sometimes to rivet attention, sometimes to convey emotion.

9 skills areas that relate to two keys principles: eye factor and energy factor.
1. eye communication
2. posture and movement
3. dress and appearance
4. gestures and the smile
5. voice and vocal variety
6. words and nonwords
7. listener involvement
8. humor
9. natural self



The Eye Factor
"What you do speaks so loud I can't hear what you say."

The visual sense is very, very powerful. The eye is the only sensory organ that contains brain cells. It is the visual sense which dominates all of the senses. The language of the first brain is a visual language. The eye factor dominates.

Eye communication is your number one skill. It ranks first because it has the greatest impact in both one-on-one communications and large group communications. It literally connects mind-to-mind.

Good eye communication is more than just a glance. You are actually looking at an individual - making a first brain-to-first brain connection - when you genuinely communicate with your eyes.

Use involvement rather than intimacy or intimidation. For effective eye communication, count to five. A feeling of involvement requires about five seconds of steady eye contact. When we talk to another person and are excited, enthusiastic, and confident, we usually look at them for five to ten seconds before looking away.

Push for longer eye communication - beyond your comfort zone - for it's too easy to revert back to "short" eye-contact habits unless you work at it.

Beware of eye dart.

Beware of slo-blink.

Contact eyes, not faces. Look at people for four, five of six seconds. And exercise particularly on elimination rapid and/or distracting eye movements.

Posture and movement. Stand tall. The difference between towering and cowering is totally a matter of inner posture. It's got nothing to do with height, it costs nothing and it's more fun.

Dress for success, but the most powerful visual first impressive you make comes not from your clothes but from your posture. Confidence is best expressed through good, upright posture. How you hold yourself physically is an indicator of how you hold yourself mentally - and a decisive factor in how other regard you.

Stand tall. Stand with your shoulders back and your stomach in. Imagine a string from above tied to the center of your scalp and pulling you upward. Stand straight, but not starchy, and move naturally. Remain fluid rather than locked into a rigid position.

Watch your lower body. The second part of posture that often gets neglected is the lower part.

Get in the "Ready Position". The ready position means basically weight forward. Lean slightly forward, knees somewhat flexed, so you can bounce lightly on the balls of your feet.

Lean forward to give yourself more impact. Just make sure you move as you speak. Movement adds energy and variety to your message and imbues you with an aura of confidence. When talking to a group, move naturally - a few steps at a time rather than just a single tentative one-step. With eye communicating motivating you, take natural steps toward one person, pause as you complete your thought, then move on to another set of eyes. Beware of repetitive and mechanical movement though - it can be worse than standing still.

Movement is a reflection of energy, excitement and enthusiasm.

Dress and appearance. After posture, the most immediate visual impression we make on our listener's first brain is that of our dress and appearance. Our goal is to enable the listener to feel a comfortable sense of identification with us. The impression others receive from you is largely influenced by the way you groom yourself from the neck up.

Test out your first two seconds. People form their first and often lasting impressions of you in the first two seconds after meeting you. Those impressions are primarily from your dress and appearance.

Open gestures and a warm open smile. Your smile dominates your listener's impression as you communicate. It demonstrates openness and likability.

Keep your hands and arms relaxed at your side when you are at rest. Learn to smile under pressure. Cultivate the same natural smile when you're on the hot seat as when you are at ease among friends.

Find your nervous gesture and stop making it. Your hands should fall naturally to your sides when you are not emphasizing an idea or point.

It's virtually impossible for you to over-exaggerate. Big positive smile! Big energetic gestures! Don't worry about overdoing it. Exaggerate!

Without pause he flashed the first slide on the screen, strode across the stage, and used his pointer to bang against the screen, making his points. He roamed the stage like a restless tiger.

Good persuasive communication is driven by energy.

Your voice is the vehicle of your message. Learn to drive that vehicle like a Lamborghini. Push it, open it up, "Floor it"! Transmit the energy you have inside you through the vehicle of your voice!

Make your voice naturally authoritative. Work on bringing it down into a lower register. People associate a rich well-projected voice with authority and competence. Visualize your voice as a roller coaster: life it over the summit, then let it plummet.

How do you put a smile into your voice? just smile, and then talk. If you feel happy, excited and enthusiastic, let your voice show it.

Learn to project your voice.

Practice varying your pitch.

Practice varying your pace.

A good way to drain the energy factor out of communication is through a bad habit I call nonwords.

Build your vocabulary. Use synonyms.

Paint word picture. Paint intense, colorful word pictures by using metaphors and vivid expressions.

beware of jargon.

You must be aware of nonwords that obstruct your message. They make you appear hesitant, uncertain, incompetent.
uhh
ahh
umm
so
well
you know
and
okay
like
sort of

Replace your nonwords with something more powerful. Use the power of the "pause". The planned pause can be one of your most dynamic communication tools. You can pause for as long as three or four seconds, right in the middle of a sentence - and it will not only seem perfectly natural to your listener, it will give extra punch to your message.

Exercises in pausing probably have the second biggest and most immediate payoff in your communications effectiveness - eye communication is number one.


8 basics to listener involvement:

1. Use drama.
2. Maintain eye communication.
3. Move.
4. Use visuals.
5. Ask questions.
6. Use demonstrations.
7. Use samples and gimmicks.
8. Create interest.


Humor. Humor creates a special bond between you and your listeners. It's virtually impossible to dislike someone who makes us laugh, who helps us enjoy ourselves. It makes you appear more genial, more warm, more likable.

Don't tell jokes. Leave comedy to comedians. Fun is better than funny. Your goal is not comedy but connection - creating an atmosphere of fun, friendliness and openness. You want to put your listeners at ease.

A warm genuine smile always works.

Think funny. Think friendly.

How to test a hunch.
1. Don't trust your first impression. Don't make a decision until you take a second look.
2. Compare your hunch with the objective facts.
3. Never substitute hunching for doing your homework.
4. Never confuse a hunch with hope.

Real communication is always a two-way process. Always. The irony is that in order to get people to really listen to you, you have to listen to them. And I mean really listen. Listen when they talk. Listen when they ask a question. When you open your gate, you open your listener's gate.

Grow antennae, not horns.

Because a company is made up of real people, and real people need real communication. They need feedback, interaction, and attention. They need contact.

We need to listen with our eyes.

Nod your head.

Make vocal responses.

Make a mental list.

Respond at the emotional level. Use warmth, a smile. Respond with positive words.

Let another person talk. You invite them to talk. You find ways to draw them out.

Mastery comes from doing, pure and simple.

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You want to get paid for your results, not your actions.
Rich people think a certains way, and poor people think a completely different way, and those ways of thinking determine their actions and therefore determine their results.
It's not what we know that prevents us from succeeding; it's what we know that ain't so that is our greatest obstacle.
Do you truly feel that you deserve wealth?
When self-made millionaire lose their money, they usually have it back within a relatively short time.
The motivation you have for making money is vital.
Your income can only grow to the extent that you do.
Thoughts lead to feelings, feelings lead to actions, and actions lead to results. Don't let negative thoughts live in your head "rent free".
When you're in debt, don't buy more!
Rich people believe, "I create my life". Poor people believe, "Life happens to me." You have to believe that you are the only one who creates your success, that you are the one who creates your mediocrity, and that you are the one creating your struggle around money and success.
I challenge you not to complain at all. Not just not out loud, but in your head as well.
Don't have a victim mentality. There's no such thing as a rich victim. You can be a victim or you can be rich, but you can't be both at the same time.
Rich People play the money-game to win. Poor people play it not to lose.
The number one reason most people don't get want they want is that they don't know what they want.
Rich people focus on opportunities. Poor people focus on obstacles.
Rich people associate with positive, successful people. Poor people associate with negative unsuccessful people. Most people earn within 20 percent of the average income of their closest friends. Instead of mocking rich people, model them.
Rich people are willing to promote themselves and their value. Poor people think negatively about selling and promotion. You have to be adept at selling, inspiring, and motivation people to buy into your vision.
Selling is one of the world's highest-paid professions.
Rich people have their money work hard for them. Poor people work hard for their money. Without passive income you can never be free.