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My Birthday Gift For You (First FHL Speaker Revealed!)

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514 - Creating Your Lead Funnel (ClickFunnels) -5 Day Lead Challenge - Day 3 of 5

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Episode Recap:

So, we are officially 175 days away from Funnel Hacking LIVE, and a few weeks ago on my birthday, everyone threw me a Birthday Party and we did a big event where people came and gave me gifts... But they weren't for me, they're actually for YOU!

They're for anyone who gets a ticket to Funnel Hacking LIVE 2023 and you'll want to get them soon, because something big is happening this year and I don’t want you to miss it! I've been wanting this to happen for 3 or 4 years now and it's finally time! So here's the announcement from my Birthday Bash.

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So that's what we're trying to build when we build a relationship, is we're trying to get people to trust us, get people to listen to us, be able to influence people, have respect for people. So the question becomes, how do I get someone to listen to me? How do I get someone to listen to me? And the way that you get someone to listen to you is to listen to them. And that's a little counterintuitive, because a lot of times people think, "Oh, if I want someone to listen to me, I should just maybe talk louder." No, that's not actually the answer. If you want someone to listen to you, you should listen to them.

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Transcript:

What's up, everybody? This is Russell Brunson. Welcome back to the Marketing Secret Show. I've got a fun one for you guys today. This is kind of like a recap of my birthday party, where a bunch of my friends came and gave me presents, but the presents weren't actually for me, they were for you. And so I want to give you one of those presents right now. You guys cool for some presents? Okay, so we are officially 175 days away from Funnel Hacking Live. And a few weeks ago, on my birthday, my team and a whole bunch of people threw a big virtual birthday party for me. Hopefully you had a chance to come do it. It was supposed to go for, I don't know, 90 minutes or something. It went for four plus hours. It was crazy. But we had all these people come on, and they told me Happy Birthday, and then they would teach something really cool, and then they'd give a gift to everyone who was on it, and it was crazy.

And so if you were there, you experienced it and it was awesome. One of the gifts was from Todd Dickerson, my co-founder in ClickFunnels, and he showed how he built AI inside of ClickFunnels, which is super cool and it's exciting. So a whole bunch of really, really cool things. But there's one announcement I made that I was really excited for. It was actually the announcement of the only person so far who I've asked to speak at Funnel Hacking Live. And so I'm not going to tell you who it is. I don't want to ruin the surprise for you. You may have seen it in the subject of the podcast, which... yeah, then you probably know. Regardless, I've been trying to get this person to speak for three or four years. And not only is he speaking at Funnel Hacking Live, he came on my birthday bash and talked for 20 or 30 minutes about some really cool things. So with that said, I'm going to introduce you guys officially from the recordings of my birthday bash. Here we go.

What I'm going to do is first off tell you, one of the ways that I want to make next year's event, that's coming up in seven months from now, even better. Every single year, obviously, we have some amazing speakers who come, and we haven't announced any of our speakers this year, other than I'm sure you're probably seen I will be there. I will be there. So I'm going to be there speaking, which is going to be awesome. But today, I want to officially announce our first speaker, and this is speaker is somebody who I've looked up to for a long, long time. I had a chance to get a copy of his book, which is right over here, Extreme Ownership. And I read this book, man... We're probably two or three years in the ClickFunnels. Someone recommended it, I read this book, and it shifted my mindset on so many things, book's called Extreme Ownership.

A lot you guys have read this or heard about this book, but I read this book, and it had such a big impact on me and me trying to be a leader of a company and a community and all sorts of things, and me trying to just, in my family and my relationships... It had so many dual meanings for me. It wasn't just business, it was in all areas of my life.

And after that, I kept trying to get the author to come and speak. We asked him multiple years, four or five years in a row, every year the Funnel Hacking Live didn't work at a good time, different things kept kind of falling away. And this year, luckily for me and for all of you guys, Jocko has been... We were able to figure out time for him to come. He's actually going to be coming on day number one of Funnel Hacking Live this year, which is going to be fun, because he's going to come and kind of kick off the event and help us to get in the right mindset to prepare for everything we're going to be doing over the four days of the event as you guys are building your businesses and your companies to get them done and launched and live, and it's going to be amazing.

And so what's exciting is right now we've got Jocko again. He's going to be our very first speaker officially announced in front of Funnel Hacking Live, and he's here today with us. Though, hopefully, my team can pull him up on the board. And... Jocko, are you there?

Jocko: I am here.

Russell: Hey man, how's it going?

Jocko: It's going outstanding. Looks like you guys are kicking it off, legit.

Russell: We are having some fun, and I prepared over here. I've got all your drinks here. We got protein drinks, caffeine drinks. So I'm going to be drinking for the next three or four hours getting prepared and ready for all the fire you're going to be dropping on this. So I'm ready for it, man. But I'm so excited you're going to be coming to Funnel Hacking Live this year. We've been trying to make this happen for so long. Grateful that you're able to come. I would love to kick this off. Initially, for those who don't know who you are yet, do you want to kind of introduce yourself and tell people a little bit of your backstory? 

Jocko: Yeah, my backstory is... Well, I guess I started off as a very rebellious young kid. I was always getting into trouble, wasn't doing the right things. And when I turned 18 and got out of high school, I went in the military. And when I went in the military, I went basically straight through Navy Bootcamp. From Navy Bootcamp, I went to Basic SEAL training. I was 18 years old. I made it through basic SEAL training. When I got done with that, I got stationed at Seal Team One in San Diego, California, and that's where I spent my adult life was in the SEAL teams. I ended up going to SEAL team two, went to SEAL team seven, went to SEAL Team three, deployed a couple times to Iraq and had some very challenging deployments over there. And during this time, moved up through the ranks.

I started off as... I was the youngest and most junior guy in my first two seal platoons. And then I moved up through the ranks. And eventually, I was in charge of a SEAL platoon, and then I was in charge of a SEAL task unit, which is two seal platoons combined together. Finished out my career running the training for the West Coast SEAL teams. And the training that I ran was actually... It is not the training that you see on TV where guys are carrying boats on their head and stuff like that. I ran the advanced tactical training that actually teaches SEALS how to be prepared for combat.

So that is my life in a nutshell. Up until I got out of the military. Once I got out of the military, I planning to hang out, surf, hang out with my kids, work out. I ended up... A few months before retirement, a friend of mine that was a CEO of a big company, he asked me if I would come and talk to his executives about leadership. And my initial reaction was, "Well, I'm going to retire." And he said, "Hey, I'll pay you some money." And I said, "Okay, I'll do it."

And I went up and I talked to his executives. And as soon as I got done speaking with his executives, he came up to me, and he said, "I want you to talk to every division I have in my company." And he had a big, nationwide company. And I said, "Well, like I said, I'm retired. I want to hang out with my kids. I've been gone a lot." And he said, "I'll pay you more money." And I said, "Okay." So I started talking to all of his divisions around the country. I was finally at one of his divisional meetings, and the CEO of the parent company was there there. And that CEO owned about 40 or 50 companies at the time. And he came up to me afterwards and said, "I want you to talk to all my CEOs." I went and did an event with all his CEOs, and when I got done with that event, those CEOs came up to me, "Can you talk to my company? Can you talk to my company? Can you talk to my company?"

So I started a consulting company, and I started going around the country. I brought one of my buddies on board, and we started going around the country talking about leadership and teaching leadership. As we did this, people would come up afterwards and they'd say, "Hey, do you have this information written down anywhere? Is there anything we can hand out to the people that couldn't make it to the meeting today?" We eventually looked at each other and said, "We better write this stuff down." As we wrote it down, he had a friend that was a literary agent. She took a look at it and said, "You guys have a book here."

So we wrote the book, we put it all together. We wrote the book, Extreme Ownership. When that book come came out... Or I would say it was a few weeks from coming out. I went and did some interviews on some podcasts. The first one was a guy named Tim Ferris, one of the most popular podcasts. And he had me on, and from there I started doing podcast interviews. I got told, "Hey, you should do your own podcast." This was in 2015. I figured I've got people that are really good at podcasts telling me to do a podcast, so I started my own podcast. And from there, the stuff just started to grow. And you pointed out, I have some drinks, I have a supplement company, I have a clothing company, I've got real estate, I do all kinds of stuff. But what it all boils down to is leadership. And that's that's what I'm most passionate about, trying to help people with leadership, trying to help people help other people, because that's what leadership is. So looking forward to coming down and talking with you all.

Russell: So cool. And my team said you're going to spend like 15, 20 minutes kind of going over some of the core principles of Extreme Ownership right now with everybody. Right? And then we're going to go a lot deeper at the actual live event. So I guess I can pass it to you and you can kind of run with that for a little bit, and then we'll come back.

Jocko: Yeah, I mean, there's so many things to talk about when it comes to leadership. And from my perspective, what I always think about, the first question is, "Well, what are we trying to do as a leader? What are we trying to make happen?" Well, for me, that's pretty straightforward. I'm trying to get a bunch of people that have a bunch of different ideas, and I'm trying to bring them together to get them focused on doing and executing a mission in the most effective and efficient manner. That's what leadership is. Now, there's also a little something called relationships, because when it comes to working with other people and leading other people, the most effective and efficient way to do that is to actually build relationships with other people. And I know that this might sound a little bit strange, and a lot of times people don't expect the big Navy SEAL to come and talk about building relationships.

But that's what my real goal is as a leader. I want to build the relationships with other people. Then I usually get asked, "Okay, well how do I do that? How do I build a relationship with someone?" And in order to answer that question, I usually have to talk about, "Well, what actually is a relationship? What does it mean to have a relationship with another human being?" And for me, there's really four components of that. And I'll throw a fifth one in at the end.

The first component is listening. Right? If I've got a relationship with you, Russell, if we don't listen to each other, we don't really have a relationship, do we? So we've got to listen to each other. And we've got to trust each other. Let's face it, if we don't trust each other, we don't have a relationship. We've got to respect each other. So if we don't respect each other, we don't have any kind of relationship. And we've got to be able to influence each other. So if you have influence over me, I want to have influence over you too. That's called a relationship.

So that's what we're trying to build when we build a relationship, is we're trying to get people to trust us, get people to listen to us, be able to influence people, have respect for people. So the question becomes, how do I get someone to listen to me? How do I get someone to listen to me? And the way that you get someone to listen to you is to listen to them. And that's a little counterintuitive, because a lot of times people think, "Oh, if I want someone to listen to me, I should just maybe talk louder." No, that's not actually the answer. If you want someone to listen to you, you should listen to them.

If you want someone to respect you, how do you make that happen? Do you tell them, "Hey, listen, you better respect me"? No, obviously, that doesn't work. We have to actually treat them with respect. If we treat them with respect, we'll get some respect back. Trust. How do we get people to trust us? Well, we have to put some trust into them, and if we put some trust into them, they'll put some trust back into us. We start small with that, but we grow it over time. And the last one is influence. How do I get someone to be influenced by me? Well, the most powerful way to do that is actually for me to open up my mind and allow me to be influenced by them.

So I know all those things are a little bit counterintuitive, because it seems like, "Hey, if I want someone to listen to me, I should just yell at them." Or, "If I want them respect from them, I should just demand it." But it doesn't work that way. And so that's what we want to do. We want to set that example. We want to lead by treating people the way we want to be treated. And that goes into that last little bonus I talked about in a relationship, and it's probably the strongest part of the relationship, and that is caring about the other people. And we have a saying in the SEAL teams that if you take care of your gear, your gear will take care of you. And then what that means is you've got a parachute, you've got a dive rig, you've got a weapon, and you've got to maintain and take care of those pieces of gear, because your life is going to depend on those pieces of gear working.

So if you take care of your parachute, if you take care of your dive rig, if you take care of your weapon, it'll work when you need it. So that's why we say, "If you take care of your gear, gear, it'll take care of you." What I also like to say is, "If you take care of your people, your people will take care of you." That is one of the most powerful tenets of leadership, is to be able to show other people that you are truly trying to take care of them. You are truly trying to help them. That is the most powerful thing you can do on an individual basis to help people come into your team and be a part of your team. Now, clearly, we talked about the book Extreme Ownership, and that is just a state of mind that will change, really, everything that you think about.

And it's something that's very, again, counterintuitive. What it means is I'm not going to blame anyone else, and I'm not going to blame anything else when something goes wrong, what I'm going to do is I am going to take ownership, and I am going to get problems solved. And I say that it's counterintuitive, and my proof to it being counterintuitive is the fact that... Well, I got four kids. And if you've ever walked into the kitchen and your kid is sitting there and there's milk spilled all over the counter and it's dripping onto the floor, what does your kid say? You look at your kid and say, "What happened?" I know my kids would say, "The milk spilled." Right? "The milk spilled." They didn't spill the milk, the milk spilled. They're passing blame onto the milk as if the milk spilled itself. And that is a human instinct that we all have. We all have this need or this want or this desire to protect our own ego, to keep ourselves out of trouble.

And so when things go wrong, we like to blame other people. We like to blame other things. And this attitude, from a leadership perspective, is actually contagious in both directions. And the way it works is, if I'm working with a leader that's not doing a good job or is frankly not a good leader, and something goes wrong for that leader, their project's not done on time, they didn't get the sales that they wanted to get, and you asked that leader, "What happened? Hey, what went wrong with this project? Why didn't you finish the project on time?" A bad leader's going to look at you and say, "Well, we didn't get the support that we needed from the marketing. We didn't get the material that we needed from the supply department." They're going to point fingers and blame other people. And as soon as you start blaming other people, guess what? You give up control. You give up control. Now, it's nothing I can control anymore. It's these other factors in my life.

And that never works out good, because now we can't make any difference. We can't make any changes. So that person with that type of attitude of blaming and making excuses, they're not going to improve. They're not going to get better. Now, if you contrast that with someone that has this mindset of taking extreme ownership of what's going on in their business, of what's going on in their life, they're the ones that are going to be able to change it. When their project is late, they don't say, "Hey, well, I didn't get the supplies I needed from the supply department." What they say is, "Hey, one of the reasons that we didn't get this done on time is I failed as a leader to let the supply department know what we are going to need far enough in advance that we had it ready for the project. That's my fault. Next time I'm going to order the material earlier."

And when you have that attitude, all of a sudden you can fix things. All of a sudden you can actually implement a change in your life, in your business, that will resolve this problem. And what's interesting is when you blame other people, guess what those people do? They start to make excuses, too. They start to blame someone else. So if I point at the supply department and say, "Hey, supply department, this was your fault that I didn't have the material I needed." You know what the supply department says. They say, "Well, we didn't get the order form. The admin department didn't give us the order form." So now the admin department says, "Well, we ran out of paper, because we didn't have the supply department." And what you end up seeing is you have all these people that are just blaming each other.

No one is actually solving the problem. Now, when you take ownership, instead of pointing fingers, that's when other people actually step up. So if I tell the supply department, "Hey, supply, I didn't give you enough heads up on when we were going to need this material, that's my fault. Next time I'll order it earlier," there's a really good chance they look back at me and they say, "Hey, you know what, Jocko, we actually want to set up a meeting with you once a week so that we're tracking on what supplies you're going to need in the future so that this doesn't happen again." And what we end up with is both sides making changes to get problems solved. And when this happens, that's when we start to win. That's the general idea of extreme ownership. But it's important to remember, as you already pointed out, Russell, that this doesn't only apply to our business.

This applies to everything that we do. It applies to our life, it applies to our relationships, it applies to our health and our fitness. It applies to everything that we do. And when it comes to interacting with other people, this idea of ownership, I heard an extreme case of extreme ownership that is at the top of examples for taking extreme ownership in your personal life. I had a guy on my podcast, his name was Captain Charlie Plum. Now this guy was in the Vietnam War. He was a fighter pilot. He was on his 75th mission. And on his 75th mission over Vietnam, he was shot down. He was shot down, he was captured, and he ended up being a prisoner of war in the Hanoi Hilton, which is a terrible prisoner camp in Hanoi, in Vietnam, north Vietnam. He was a prisoner there for six years.

And during that time period, they would usually have the same cellmates for six months, nine months, a year, and then they would get rotated or someone new would get captured. So someone else would come in. And they actually loved getting new roommates, because he told me it took about three months. Around three months, they would know absolutely everything there was to know about their new cellmate, that they would just tell stories of their entire lives, what they'd been through. They'd go through all their memories, they'd share everything they could. He said it took about three months for them to know everything they wanted to know, or everything they could know, about their cellmates. But what he told me was this. They had a rule. They had a rule in their prisoner camp. And that rule was if your cellmate did something that annoyed you, it wasn't your cellmate's fault, it was actually your fault.

So if your cellmate was snoring, and you let that annoy you, it was your fault. It was your fault for allowing that to annoy you. If your cellmate picked his toenails before he went to bed at night, and that annoyed you, that was actually your fault for letting it annoy you. And to me, just when he told me this story, I thought to myself, that is an outstanding example of extreme ownership. To not allow some other outside entity to interfere with the way I feel and say, "If there's something that's bothering me out there in the world, it's not on them, it's on me. I need to change my attitude." And I think if you look at the world that way and you start to take ownership with the things that are going on in your life, all of a sudden... It's a very heavy weight to bear.

It's a very heavy weight to bear. It's a very heavy weight to say, "Hey, you know what? Haven't achieved what I want to achieve from a financial perspective. That's my fault." That's a heavy weight to bear. It's a lot easier to say, "Well, the market wasn't good and the economy took a bad turn and Covid came." That makes it a little easier on me, makes it a little easier on me. But guess what? I can't control those things. I can't control the economy. I can't control Covid. I can't control those things. But when I take ownership and I say, "Oh, the economy made a change and I needed to shift faster. Oh, COVID came along? I needed to pivot. I need to pivot right now. I need to make adjustments." All of a sudden, instead of these being outside forces that are controlling me and my life, when I take ownership, all of a sudden they become things that I can control. Now I'm in the driver's seat, and when I take ownership and I get in the driver's seat, guess what? I'm going to win the race.

So those are some of the basic concepts of leadership and extreme ownership I'm going to get to when I get down there. When we get together next time, I'm going to talk about things like the four laws of combat leadership, which is cover and move, teamwork. Simple, how to keep things simple, prioritize and execute, making sure you're not focused on too many different things. And I'm going to talk about decentralized command, which is making sure that everyone on your team is actually a leader. So I'll talk through that. I'll talk about something we call the dichotomy of leadership. And what that means is we as leaders are going to get pulled in different directions. We're going to get pulled in extreme directions. And it's not too hard to figure out, although some people spend a lifetime figuring it out, that it is much more important to be balanced. It is much better to be balanced than it is to be extreme. I'll talk about that.

I'll talk about humility, I'll talk about discipline, I'll talk about a superpower. And that is the ability to take a step back and detach from the chaos in mayhem that's going on. So you can see logically what you should do in order to move forward. And of course, I will go into, as you said, some more detail about the idea of extreme ownership. These are lessons that we've now taught to thousands and thousands of people. These are lessons that came directly from the battlefield. They've been tested in combat. But what's also interesting is they've now been tested in literally every industry, in all sizes of businesses with all kinds of leaders at every different level. And these principles absolutely work, and I'm looking forward to sharing them with you all live.

Russell: Oh, man, thank you, Jocko, so much. I'm so excited. Obviously I have been a huge fan for a long time. I read the books, I've gone deep on the podcast. And I'm so excited, first off, bringing you to my community, but also, I'm bringing my wife. I've got five kids, they're all coming to this. I'm trying to set the tone for our entire event based on these principles, not just from a business side, but also, again, my family, my wife, my kids, like everyone's coming to this. And I'm grateful for you making the time and going to be out there with us all. And I cannot wait to meet you in person and have a chance to hang out with you. So thank you again for coming. Thank you for spending time with us today as well, man. I totally appreciate you.

Jocko: Yeah, thanks for having me. I'm sorry it took... What was it, five years? To make this happen. Four years, five years, something like that? But glad we finally got the calendars aligned, and I'm looking forward to this. Let's rock and roll.

Russell: Me too. Thank you again so much. I appreciate you. And everyone, let's give Jocko a huge round of applause in the comments and everything.

Russell:
All right. So awesome. Jocko is officially coming. He'll be a keynote on day number one this year at Funnel Hacking Live, which is awesome. And one of the interesting things... So we always track Funnel Hacking Live, ticket sales and everything, based on where we were last year as we're trying to obviously keep filling the room and things like that. And right now, we're at almost 500 tickets more sold right now than we were this time last year. So we've sold out at Funnel Hacking Live every year, and this year we're going to sell even earlier, which is amazing. So that means for you, though, if you don't have your tickets, you need to go get them because they will be gone soon. And you can get your ticket at funnelhackinglive.com. And on that page you'll be able to see all the bonuses that are still available. There's some for my birthday, they're still there. Some may not be there anymore, but there's some cool stuff in the members area for you guys.

And if you do have a ticket for Funnel Hacking Live already, make sure you log into the members area. There's some gold in there we left for you. So that's my game plan. Anyway, FHL is coming soon, and I want to make sure you guys are there. So if you want to come see Jocko and you want to see me and all the other cool speakers, right now, go to funnelhackinglive.com, get your seat, and we'll see you guys at the event here in... Man, not that far away. Six months or so? Crazy. Anyway, it's going to be fun. We'll see you guys soon. Thanks, everybody.

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