Jason Feifer

It's a terrible, terrible way to open something. And the reason for that is because people are very busy. And especially if you are serving any kind of business audience, those people are really utility oriented. They want to know what they're going to get from this because they have very limited time and they have too much coming at them all at once.

It's a terrible, terrible way to open something. And the reason for that is because people are very busy. And especially if you are serving any kind of business audience, those people are really utility oriented. They want to know what they're going to get from this because they have very limited time and they have too much coming at them all at once.

And the only things that will survive are the ones that are clear in value. I have this concept that I wrote about in a previous newsletter, which I call the first question. The first question is the first question that anybody asks about anything. And that question is, is this for me or is this not for me? They're always asking that. I mean, think about it. You are asking that.

And the only things that will survive are the ones that are clear in value. I have this concept that I wrote about in a previous newsletter, which I call the first question. The first question is the first question that anybody asks about anything. And that question is, is this for me or is this not for me? They're always asking that. I mean, think about it. You are asking that.

And the only things that will survive are the ones that are clear in value. I have this concept that I wrote about in a previous newsletter, which I call the first question. The first question is the first question that anybody asks about anything. And that question is, is this for me or is this not for me? They're always asking that. I mean, think about it. You are asking that.

Every time you encounter anything in the first couple seconds of this episode of this podcast, you were like, is this for me or is this not for me? And then, you know, Morgan said something that answered yes. And that's why you're this far into this episode. But, you know, could it could have gone the other way? People might have been like, I don't care about newsletters. And then they're out.

Every time you encounter anything in the first couple seconds of this episode of this podcast, you were like, is this for me or is this not for me? And then, you know, Morgan said something that answered yes. And that's why you're this far into this episode. But, you know, could it could have gone the other way? People might have been like, I don't care about newsletters. And then they're out.

Every time you encounter anything in the first couple seconds of this episode of this podcast, you were like, is this for me or is this not for me? And then, you know, Morgan said something that answered yes. And that's why you're this far into this episode. But, you know, could it could have gone the other way? People might have been like, I don't care about newsletters. And then they're out.

So when somebody opens my newsletter, the first thing I want to do is identify why this is for you, which is why I open by stating the problem, which in this case is you're being misunderstood. Now, you don't have to do it exactly like that, but I do think that it's really important to be as straightforward as possible so that people appreciate value. You had asked about structure.

So when somebody opens my newsletter, the first thing I want to do is identify why this is for you, which is why I open by stating the problem, which in this case is you're being misunderstood. Now, you don't have to do it exactly like that, but I do think that it's really important to be as straightforward as possible so that people appreciate value. You had asked about structure.

So when somebody opens my newsletter, the first thing I want to do is identify why this is for you, which is why I open by stating the problem, which in this case is you're being misunderstood. Now, you don't have to do it exactly like that, but I do think that it's really important to be as straightforward as possible so that people appreciate value. You had asked about structure.

I do it for a couple of reasons. Number one, I do it because I want the newsletter to be an easy read. I don't want anyone to ever feel lost in it. I know that a lot of people are reading it on their phone while they're on the go or on the toilet or who knows, you know, there's a lot of distractions. So like the format is basically this, it opens like that.

I do it for a couple of reasons. Number one, I do it because I want the newsletter to be an easy read. I don't want anyone to ever feel lost in it. I know that a lot of people are reading it on their phone while they're on the go or on the toilet or who knows, you know, there's a lot of distractions. So like the format is basically this, it opens like that.

I do it for a couple of reasons. Number one, I do it because I want the newsletter to be an easy read. I don't want anyone to ever feel lost in it. I know that a lot of people are reading it on their phone while they're on the go or on the toilet or who knows, you know, there's a lot of distractions. So like the format is basically this, it opens like that.

Then it steps back and it tells some kind of story. Sometimes it's about an entrepreneur. Sometimes it's about me. Sometimes it's some, some interesting psychological study. And then it applies that story to you. and your problem, and then it gives you some kind of exercise, a couple questions to ask, something to do, and then it just kind of takes it home with a big idea thought.

Then it steps back and it tells some kind of story. Sometimes it's about an entrepreneur. Sometimes it's about me. Sometimes it's some, some interesting psychological study. And then it applies that story to you. and your problem, and then it gives you some kind of exercise, a couple questions to ask, something to do, and then it just kind of takes it home with a big idea thought.

Then it steps back and it tells some kind of story. Sometimes it's about an entrepreneur. Sometimes it's about me. Sometimes it's some, some interesting psychological study. And then it applies that story to you. and your problem, and then it gives you some kind of exercise, a couple questions to ask, something to do, and then it just kind of takes it home with a big idea thought.

I repeat that every single time. It's because the world is full of so much noise that you have to create signal for people. And you do that by being repetitive, but useful. And so I created a structure that was useful for my reader, but also very useful for me.

I repeat that every single time. It's because the world is full of so much noise that you have to create signal for people. And you do that by being repetitive, but useful. And so I created a structure that was useful for my reader, but also very useful for me.

I repeat that every single time. It's because the world is full of so much noise that you have to create signal for people. And you do that by being repetitive, but useful. And so I created a structure that was useful for my reader, but also very useful for me.