With one exception I attend each year, and unless I’m speaking/training at one, I don’t attend masterminds.
And the reason why is simple:
I learned a long time ago, I am of zero use to anyone at them.
This was abundantly clear when I hosted the annual Oceans 4 Mastermind with my pals from 2013-2016. And the main reason why is, my business model is, and always has been, way too simple and way too “boring” for virtually anyone else I’ve ever been in one of these rooms with.
It used to amaze me how creative people get about complicating their businesses.
Especially with how much bloat and waste and new guru-trick seeking urges they have.
And, because of that, I simply have nothing to bring to the table that can help them unless and until they get their shyt together, first.
A somewhat recent real life example:
At the great Brian Kurtz’s masterclass that I spoke at last Fall, a good part of the first day was hot seats by the great Jay Abraham. For several hours, one-by-one, I watched businesses march up to the front of the room to have their businesses, ideas, and challenges solved by Jay Abraham.
And that was all fine and good.
I know many people had some truly life-changing sessions,
But, I also couldn’t help but think the entire time, with a few exceptions…
“Why don’t they just build a list and mail it?”
I say this with no exaggeration that practically every single person I saw get a hot seat could have prevented or even outright fixed the challenges they faced by first and foremost having a business model built from the ground up correctly in the first place. But because they didn’t, they had to have a master like Jay Abraham clean up their acts, which he did quite brilliantly, I will add. In fact, Mr. Abraham had to keep telling them he isn’t a tactics guy, but a strategy guy, and that they needed to focus more on the strategy-side of things.
I’m not saying this to pewp on any of them, by the way.
I’m simply saying, in my way of thinking, their businesses were way too complicated.
Their lack of thinking strategically was their worst enemy, not their lack of tactics, which almost always do nothing but add more and more layers of complexion to businesses. And from what I could tell, had many of them opened the feed sack (so to speak) of their businesses correctly from the start — and pulled the string across the top, and not ripped it down the middle — all the “feed” in their business would be extracted cleanly and orderly, instead of chaotically strewn all over the place, constantly needing to be found, picked up, and shoved back into the bag, only to keep falling out and having to be shoehorned back in with more fixes and patches.
And so it is…
Anyway, here’s why I bring all this up:
In the upcoming June “Email Players” issue I am teaching in great detail the newest version of the strategy-and-simplicity-based business model I use and have been perfecting, that I believe anyone else (with some adaption, though, in many cases) can use.
If you are new-ish, this could very well help you come into the game correct.
If you’ve been at it a while, it may require some radical changes to make work.
Either way, it takes some thinking.
And some strategic planning.
And, also, the ability to adapt and improvise for your unique situation.
If you want in on this issue, the deadline’s coming up fast.
Here’s the link: