There is a Secret Part 2

Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. Rwy'n gobeithio y byddwn yn gweithio'n fawr iawn, ond rwy'n gobeithio y byddwn yn gweithio'n fawr iawn. WIT equals possibility, DEBT equals security and stability. That's why you built DEBT. What's another reason you built DEBT? Because by building DEBT, you are keeping the information and the pattern pure. By sending knowledge through people, it will be distorted by the third or fourth level. You will also lose leadership by the third or fourth level. By working in DEBT, you maintain leadership and you keep the pattern pure. You show me somebody that says, that's a good leg, I don't want to work in it, I'll show you somebody that doesn't understand this business. You show me somebody that is one-legged and makes this statement, I don't want to work in that one leg. Because they've already passed me and I need to get some other legs, I'll show you somebody that doesn't understand this business. If you've got one leg, you'd be glad you've got one strong leg. If you've got one strong leg and you maintain leadership in there, because if that leg grew because you were in there and you're the magic and you pull out, good possibility, you may have zero strong legs. See, you're never intimidated by one strong leg. If you've got one strong leg, you work in it. Plus you build your WIT. And if you find that the only time you can sponsor is in DEBT and that one strong leg, which many times doesn't happen, everyone in here will generally find you're able to sponsor a higher percentage in DEBT than you are personally. You get in there and go, I'm a bomb, you don't get any cover in the house, man, I don't really need your money, blah, blah, blah, blah. Man, I want to show you something. I really need you. In fact, I'll even lend you the money for the kids. In fact, you don't even have to put any time into it. I'll build you to $4,000 if you let me do the thing. Just get in and get some people over. It doesn't work that way. That's my best friend. Please get in there. I've got time. I'll do it all for you. Did he get in? No. But we should have him. I've done it all before. But what we're doing is, what we're trying to tell you to do is, if you're the manager, you stay in there and take people with you to DEBT meetings. Take your personals to DEBT meetings. They say, what are we going to say? You're going to see one of the sharpest people you've ever seen present a present in front of you. They're going to get to introduce you that night. They're going to smile at the guy and say, I told you. But if you're not hitting, if you're making a cake and the ingredients don't work, change the ingredients to the cake. If you're doing 100 one-on-ones, you're not hitting. Stop doing one-on-ones and start taking them to home meetings. Home meetings don't work, do one-on-ones. If none of that works, take them to group meetings. If none of that works, work on your personality. It's not right. These people go through 50 or 60 people and say, I can't sponsor anybody. You need to set the posture. You need to learn how to control the situation. You're probably letting them be on the offensive, you're on the defense, but get back into the books and learn how to meet people at their knees. Let me give you some examples here. Three quick examples. You are sponsoring these people. What's number one in terms of how you would like to build a group? Is this good? He's excited. You've got him 15 wide out of the first two meetings. Is he excited? Oh man, he is bouncing off the wall. Why? He's got 15 wide. You'll probably see he can go 1,500 the first month of the business. But unless you secure those legs and build depth, you know where he's going to go? He'll go 1,500 one month to zero the next. Any people in here that have high fluctuating volumes, listen to this. Anytime you show me somebody who's got fluctuating volumes, I'll show you shadow groups. You show me people that volume fluctuates a great deal, I'll show you very shallow legs. Three, four, five feet. You see three, four, five feet, definitely. Probably not meeting five, probably four. Am I right, anybody on that? Okay. A few things, but is this good? This is number one right here. By building depth and building stability in your group, you minimize the turnovers. Do you know how you increase your retention rate? By building depth. Because this guy up here says, I don't have much. You hit the 1,000. This guy's doing 900. This guy's doing 800. He's not keeping a whole lot, but he goes, well, at least I got 1,000 on there. You know what should motivate him? To get a check, which he keeps very little and passes it on. That's why it is actually better to build some fatness, but you stop and build the fire lines when you find somebody that does get that fatness. Okay, but you minimize your turnovers, you increase your retention rate. The other thing is focus is important. I think this is a very important thing. Volume will always domino from depth. The catalyst for volumes growing are always at your deepest point, where the excitement is. You know something Bill Bridges said? Boy, I tell you what, I wish I had heard this. Bill said this. Your down line will always motivate you more than your up line will. Boy, you got to put that and write that in gold. Your down line will always motivate you more than your up line. You know the best thing you can do for somebody is to find a star underneath them. You know the best way to get a group moving? Find somebody down in there that will move and just out of sheer pride this guy will get out there and just get moving. You always build the fire from the bottom. Why? You take a building. This is an old example, but you just want to know. You work on the 19th floor of this building and you hear there's a fire up here on the 24th. What happens? Anyway you go up, you're pouring the gas on it right now. What you do is you probably go up, you go down. But let's say you work on the 19th floor and down here on the first floor you hear there's a fire. What happens? You probably get excited. Why? Because in any way you always build excitement from the bottom up. Do you know what you got to do? Is find 20 people that will open the door for you that you can get in depth. They see that you're sponsoring less than 50 people. They don't care if you're less than 35. You know why? The person that you're sponsoring may not do it. The person they sponsor may not do it. But they may find somebody who they can love to direct or they will find a leader which is the best one or they will make it direct by building depth. You build depth deep enough and you will have a direct. Why? Wayne Martin says this. A 15 to 20 wide will give you 6 to 8 liters. 15 to 20 deep will give you 6 to 8 liters. Tell you what, you can bank it on somebody Do you want to know how many people don't know this? Most of them won't. Is it me that figured it out? No way. I was tired of losing legs. I said well how do you make this thing go? You'll find out about it if you go down to the weekend. So it'd be worth it to go down to the weekend and sit around and listen to Dex and go talk about depth. When Dex has got legs in which there's 3,000 directs and legs that do over 100 billion I'll listen to this short little guy. I'm going to too. But here's something else. Why do you build like this? If you're working down in a group who has the most new names on their list? The person that just got in. Which means after 2, 3, 4 meetings and this guy has called up to 3 or 4 people who's got the most new names on the list? Where should you be? Your goal is to get out of their house as quick as you can and into the next house. You show me somebody who's out of their house or just out of their personal's house. I'll show you somebody who doesn't understand their business. When he was dying he only had 2 meetings in his home. That's basically being limited. You want your whole group to come to you. This business is built outside of your house. In their house. These people will come to this person's house a whole lot ahead of theirs. And if you want to say let's bring all the people to my house. No. That's not going to work. This is coming out real quick now. You understand your goal is to get out of that house as quick as you can. After about 2 or 3 meetings I'd like to get out of this house and into this house because that's where the most new names are. OK? Let me tell you something else that will happen. If you keep pressuring this person right here. Listen, man, let's have another meeting. We've got just some people going. Let's have some meetings. After their first 2 or 3 meetings the pressure on this person sets in. You know why? Because what happens is one of the current rules of M-Work is it starts becoming a boss-employee relationship. And you never, ever, ever want to find yourself bossing any of your distributors. You show me somebody that builds this business by bossing their distributors I'll show you somebody that won't last in the business. My personality, my ego is big enough and my personality is strong enough I don't take orders well. Nobody that ever once ever told me anything that I had to do. You say, did you do this to be wealthy? No, you didn't. I'm pretty simple, boy. Don't just lay it out like that. You know what you want to do? Don't worry about this person. You want to work around them and work directly with this person because that way you're not building the business by direct pressure. Indirect pressure always works. Have you ever heard Bill talk about the incubation process? Everybody has a certain incubation process until the self-image and the belief level of the man by himself gets up to the point that they're able to commit to the business what they need to commit. Do you know how you speed the incubation process? By building a fire from the bottom up. Do you do it by books? But they've got to make the decision to be consistent and read books, listen to tapes, and attend functions. Do you make decisions quicker? Is that the word? By building a fire underneath them. Can you imagine a kite flying with that many little tails? How does a kite fly? With a tail. It's a horrible analogy. Let me give you the best analogy I can think of. By the way, I'll just hit on the psychology of death a little bit here. The psychology of death is basically indirect versus direct pressure. They minimize personality conflicts by building underneath people and bringing them up. They sit there and say, hey look, I don't want to read the books. I don't want to listen to your tapes. I'm not going to show up in front of the whiteboard and I'm going to use a flip chart and I'm not coming to your silly meetings. Let me go over a couple things here. Picture a handful of sand. You can sift through all these grains of sand to find a diamond. You can sift through these people by you personally working with one at a time. That's a lot of work. But do you know that the sifting is magnified and modified by working in depth? Do you know why? Because your exposures of sheer numbers is better in depth than it is just working personally. That's why these people realize that they're not working the business smart. If they would just stay in depth and keep working in depth, you're going through more people. That's why I'm tenacious. If I have a leg, I will stick in that leg as long as I can keep depth going. And I build myself options as I go. I talk to two guys and two, but you know what I'm saying? I would rather work in an existing leg in which I've already invested time and work. Remember Bill Britt, 35 legs in 10 years. Dexter, 50 in 15. You know what I'm trying to say? They have worked depth. Because by working depth, you're going through sheer numbers and you will find that it has popped up. Does that make sense? Okay, so it's magnified by working depth. Let me give you another thing here. I tell you about the volume dominated from depth. Okay, this is important. Just read it right now. Do you know how you keep momentum growing in a leg? Do you know how you keep momentum and volume continuing to grow? This is the same. You can keep the volume growing. You can keep the momentum growing by keeping depth going. The important point to notice though, if some people get in on a mind lock of this type, they figure in terms of when I say keeping depth going, they think that I mean depth, i.e., how many layers deep. You want to know something? If you bottom out here 10 or 12 feet, number one, if you've only built one leg of people as you go, you may have to back up all the way back up here to get over and go down again. That's why when you find somebody with three or four, build your fire line and build yourself in some options and you don't have to back all the way back up. You making sense? I tell you what, that could have saved me in six years. You know that one statement, I went, why? I was so mad. I went, man, I'm going to make sure you know this. You know what it was? It was after Bill's fan reunion in Greensboro. I sat down and breathed a cigar and just kind of talked a little bit and we were just asking some questions and Nick said, oh yeah, just remember when you're working depth and you find somebody that's three or four wide, hold these in all three or four so that if you start working the leg at the bottom side you don't have to back up all the way up to layer one or two. All you've got to do is go back up to where you've got the fire line built and you can go, who told you that? I said, come on man, look at our t-shirts now. Bill said, don't look at me I didn't tell you that. I haven't heard Bill do the same thing. It's on Brian Martin's right now. I was trying to think, I can tell you the guy that told us that but I have to point. Does this make sense to you? Does it make sense? And you've got some legs deep. Do you know how you get the volume going? Go back and fatten it up wherever you've got potential to fatten it up. Let's say you've already got depth established in some legs. Will you go back and help them build some fatness? Build some fatness in there. Build some profitability. But you know who I won't build fatness for? Somebody who I know can make me a leader that isn't a leader. But somebody who is a leader that is loyal and edifying and reads the books, listens to tapes, and does what you know needs to be done. You take the time to build a little profitability. And you don't want to build some of that fatness. Let me tell you another thing. Quality is nourishing. Do you know one of the greatest reasons why you were deaf personally? Because it helps your confidence grow. As I said, I've got one leg strong and you were having problems and working with because of your confidence and your self-image. Stand out. If you've got a problem working the business three to four nights a week, go on and work three to four nights a week in one leg. Just don't ease over. What if I'm a silver and I sponsor an anvil? I'm talking about getting your self-confidence up and not worrying about the short-term haul of this business thinking the race is over as soon as one person passes you. I'm telling you, to be bigger than that long-term business. Do you know what I always like to tell people? If you're a silver with an anvil leg, you've still got a half a million in the bank. All you want to do is get to the point where you start collecting on it. But never, never, never pull out of a leg because that's where my confidence grew. My confidence grew by staying in legs in which they said, man, we're glad you're here. And I said, well, I'm glad somebody's glad. Because the new people I've been showing it to sure are. They could care less. I'm telling you, don't get in those legs because the worst thing you can do is sit home and die in front of the TV and have pity parts. Do I need to say that again? Don't sit at home and die in front of the TV and have pity parts. You get in there and you work that. But I'll tell you one other thing. If you haven't been very active in that leg for a while and you're off on a tangent, don't get in that leg and screw it up. Because before you get in that leg, you check with your upline. If your upline tells you something, that your attitude stinks. But if your attitude is alright, you need to get in that leg. If it's not, I don't know what you do with it. I guess you just get out and do it. I figured that out. I don't know what you do. I guess you just get out and do it and sit with it, don't you? Read your book, listen to the text, attend to the book. I've got all the answers to everything, but just get deep enough in the sense, anyway, that's the why the psychology, kites, building on fire, do you ever hear the tree story? Well, I love this one. I'll just tell you the tree story real quick. Tree story. This is it. Then we're going to tell you how to build it. That's the most important part. We're going to tell you how yet. But the tree story is that if you've got a tree, this tree, a tree, a pyramid tree. I love it. But you've got a pyramid tree here. Do you know that the tree will be as tight as the taproot is deep? So what do you want to do in each one of your legs? Do you want to build each person, the chief sponsor, a taproot? You want to build a taproot. We've been talking a lot about building a taproot. Because if you get a healthy taproot, it will automatically, if it's a healthy taproot, branch out. Why? Because the excitement is from the bottom up and you'll speed the incubation process and if you build fire lines and leadership and fatness as you go, you'll have a healthy growth, prosperous tree. Okay? It will branch out as wide under the ground as it is above the ground. It's true in nature. It's true in any way. Now I'll tell you one other thing. Do you know there's people that copy the anti-waste plan? They'll never know what I just told you. There's going to be some people in here that are going to run into copies that are going to go out. I'll just tell you this. I don't care what group you get into and where you go, you'll never have the pool of knowledge that you got in this group. I don't care where you go. Because I'll tell you what I'm talking about. Anyway, that's the psychology of building depth. Does that make sense to you all? I'm getting numb up here while I'm trying to go through this. But let's tell you how to build it because that's really the most critical thing. Oh, let me tell you the last thing about the psychology of it. Just because I've drawn the group out like that does not mean you have set up a chain of command. There's natural things in which you're supposed to order products through and throw green sheets through and pass DV checks down that are basic to the movement and the logistics that's fragmentation and workloads and responsibilities. Because you don't want to have to deal with all these people personally. You know, I look at Bob and Ann and Jack and Mickey and Glen and Linda's group and I look at Ben and all my other people and I'm dealing with one person. And some of them like that balance of people. I'm only dealing with one person. So there are certain logistics that you want to have but you know what you do not want to set up? A chain of command. There never is a chain of command. You can listen to my tape about a team proposal. When you hear somebody set up their little kingdom and become a little opposing in their group you've got problems. As soon as you hear this type of attitude I don't want you working in my group. And before you work in my group you check with me. Man, you get working in that guy's group pronto. Because if that type of attitude gets in that group you'll leave the whole group. As soon as you have if you've got a root going down for a tree and a cancer model sits on it what happens if you don't cut it out and work around it? It's going to kill the whole root. And I can go into the how with you. I'll just park this in here for a second. If you've got flow going down and you've got somebody negative in there or somebody messes up on a PD check somebody gets a PD check and says I can't get to it for two days. You work around it. If you've got a root you work around it. I'll tell you what all they've got to do is mess up on a PD check one statement and I'm around it. And Jenny isn't like that. I say babe one chance they don't get two. They mess up on one PD check later and use somebody else's money and I'm pulling their group from underneath them around them and they deal directly with me. And they can rant and rant at you can you see what I mean? And if they're not attending the functions reading the books listening to tapes and doing and counseling and doing what I know needs to be done without me telling them to do it. And you've got somebody that's stopping information flowing in here and people are coming to pick up all those people. I won't let them even go over to that house and pick up. The worst thing you can do is have an upline. Go over to the upline. They've got to motivate themselves in their upline. You know what you do? You get them away from that person and bring them around to the excited person. That's why it's important to have you disperse product. And product pickup isn't just a disperse of the product. It's a disperse of the product. If you have a product pickup, I'm coming out. And they come to my product pickup. And so let me just tell you this in here. If somebody is dealing around you, guess what friends? I just told them why you're losing your group. Because you've lost your group. You've lost your group. You've lost your group. You've lost your group. You've lost your group. You've lost your group. You've lost your group. You've lost your group. You've lost your group. You've lost your group.