Jay Abraham

We did Entrepreneur Magazine and it grew, I don't know, something like, uh, it grew, I think, uh, uh, 900% in six months. The people with Agora started out, they were just one little company. And the guy who's the partner was a mentee of mine. We did all the financial newsletters and blew them up. And then I've had influence over lots of people.

But when I learned that the real power was in borrowing success approaches from outside an industry, not inside it, I started creating something I called Funnel Vision. which is expanding, not tunnel vision, doing everything the same way everyone else does. And I made a distinction, which I think is worth sharing. It may or may not be profound, but the concept of best practices sounds really cool.

But when I learned that the real power was in borrowing success approaches from outside an industry, not inside it, I started creating something I called Funnel Vision. which is expanding, not tunnel vision, doing everything the same way everyone else does. And I made a distinction, which I think is worth sharing. It may or may not be profound, but the concept of best practices sounds really cool.

But when I learned that the real power was in borrowing success approaches from outside an industry, not inside it, I started creating something I called Funnel Vision. which is expanding, not tunnel vision, doing everything the same way everyone else does. And I made a distinction, which I think is worth sharing. It may or may not be profound, but the concept of best practices sounds really cool.

I'm going to teach you a better way to do it. If I was only teaching it to you, it would truly be a great advantage, but I'm not in the market of teaching one person. I want to teach everybody because that's the only way I'm going to make money. Well, if everyone has the same Best practice, it's not an advantage. It's just a standard operating procedure. You got to find the next one.

I'm going to teach you a better way to do it. If I was only teaching it to you, it would truly be a great advantage, but I'm not in the market of teaching one person. I want to teach everybody because that's the only way I'm going to make money. Well, if everyone has the same Best practice, it's not an advantage. It's just a standard operating procedure. You got to find the next one.

I'm going to teach you a better way to do it. If I was only teaching it to you, it would truly be a great advantage, but I'm not in the market of teaching one person. I want to teach everybody because that's the only way I'm going to make money. Well, if everyone has the same Best practice, it's not an advantage. It's just a standard operating procedure. You got to find the next one.

If you're lucky enough to get in early enough for a few weeks or months, you got an advantage, but it always gets marginalized. I started basically working with clients, teaching them methodologies that I... I guess I would call pioneered and refined. I created the three-way to grow business model, which is the ultimate application of geometry, the safest, easiest way.

If you're lucky enough to get in early enough for a few weeks or months, you got an advantage, but it always gets marginalized. I started basically working with clients, teaching them methodologies that I... I guess I would call pioneered and refined. I created the three-way to grow business model, which is the ultimate application of geometry, the safest, easiest way.

If you're lucky enough to get in early enough for a few weeks or months, you got an advantage, but it always gets marginalized. I started basically working with clients, teaching them methodologies that I... I guess I would call pioneered and refined. I created the three-way to grow business model, which is the ultimate application of geometry, the safest, easiest way.

Past is no cost, no risk way to grow a business significantly. I created the power parthenon of geometric growth, which is how to really access a market from many vantage points. I created the nine drivers, the strategy preeminence. We got 97 today. And for many years, when I was about your age, we traveled the world about 90 times, 80 some to be exact.

Past is no cost, no risk way to grow a business significantly. I created the power parthenon of geometric growth, which is how to really access a market from many vantage points. I created the nine drivers, the strategy preeminence. We got 97 today. And for many years, when I was about your age, we traveled the world about 90 times, 80 some to be exact.

Past is no cost, no risk way to grow a business significantly. I created the power parthenon of geometric growth, which is how to really access a market from many vantage points. I created the nine drivers, the strategy preeminence. We got 97 today. And for many years, when I was about your age, we traveled the world about 90 times, 80 some to be exact.

And I did very expensive trainings all over the world. We did, believe it or not, and this is not arrogant, it's just clinical. We did a quarter million dollars or billions, excuse me, a quarter billion dollars of seminars and very expensive product sales when I was about 18. 35. I'm not now. We sold books for, we sold 72,000 copies of one book for $377. We sold $500 books.

And I did very expensive trainings all over the world. We did, believe it or not, and this is not arrogant, it's just clinical. We did a quarter million dollars or billions, excuse me, a quarter billion dollars of seminars and very expensive product sales when I was about 18. 35. I'm not now. We sold books for, we sold 72,000 copies of one book for $377. We sold $500 books.

And I did very expensive trainings all over the world. We did, believe it or not, and this is not arrogant, it's just clinical. We did a quarter million dollars or billions, excuse me, a quarter billion dollars of seminars and very expensive product sales when I was about 18. 35. I'm not now. We sold books for, we sold 72,000 copies of one book for $377. We sold $500 books.

I was very active in the group training. And then as I got older, I got very frustrated and I stopped doing training. And this might be illustrative as well. And then I'll shut up. I stopped doing it because I had, I had a hundred thousand success stories from around the world. Now, that sounds pretty impressive, doesn't it? No. Because I've helped people in a thousand industries.

I was very active in the group training. And then as I got older, I got very frustrated and I stopped doing training. And this might be illustrative as well. And then I'll shut up. I stopped doing it because I had, I had a hundred thousand success stories from around the world. Now, that sounds pretty impressive, doesn't it? No. Because I've helped people in a thousand industries.

I was very active in the group training. And then as I got older, I got very frustrated and I stopped doing training. And this might be illustrative as well. And then I'll shut up. I stopped doing it because I had, I had a hundred thousand success stories from around the world. Now, that sounds pretty impressive, doesn't it? No. Because I've helped people in a thousand industries.

That's the profoundly positive. The negative is I'd exposed millions of people to the methodology and the majority of them treated it interesting, but it was intellectual entertainment. And when I realized that I was more intellectual entertainment than action catalytic, that I wasn't really moving people to take action, my ego didn't need to be on a stage. So I stopped fundamentally doing it.