Ever feel like you’re stuck in a rut, trying to build your business but not seeing the results you want? You’re not alone. Many reps struggle with finding the right strategies to truly make an impact. But what if you could change that? What if you could learn the secrets to transforming your life and business from someone who’s been there and done it? That’s exactly what Art Williams shares in this powerful session. It’s packed with insights and real-world advice that can help you break through the barriers holding you back. Whether you’re looking to boost your recruiting momentum or sharpen your mindset, this video is a game-changer. Dive in now and discover the tips and strategies that have propelled countless reps to success. Don’t miss this opportunity to learn from one of the best in the business. Watch the video below and get ready to take your business to the next level!
Video Transcription:
Check out this amazing video (originally by @Entreleadership on YouTube).
We loved repurposing it for our audience! Thank you.Thank you.
Thank you.
Thank you, Dave.
I love Dave Ramsey, one of the giants in our country.
You know, when I talk to my team, I coach football in Georgia for seven years, and then I coached AL Williams for 20 years.
And when I said, you know what? They answered back, what? And so it would encourage me when I say, you know what? If you would say what? You know what? You got it.
Okay.
I’m going to talk to you about how to change your life and how to do something absolutely incredible in business.
I mean, I was a football coach, graduated in college with a PE degree, the kind of person that’s not supposed to make it in business.
And I found out a lot of things about winning in business, the real important things to winning in business.
A lot of these people that write books that ain’t ever done nothing, but they try to tell you how to do it.
That’s a pile of know.
Going to college and listening to these professors that ain’t ever done nothing tell you how to build a business.
A pile of know.
Only when you’ve done it like Dave Ramsey do you know the little things, the real small things that are difference between winning big and just being average and ordinary.
And I’m going to cover with you today the real small things and important things that you need to do to win big in business.
So you know what I believe? Nobody wants a boss, but everybody needs a coach.
Bosses intimidate.
Coaches motivate.
Bosses look for your weakness.
Coaches look for your strengths.
Bosses criticize you.
Coaches praise you.
The number one theme that we had in a.
AL.
Williams was, I want to be somebody.
I wanted to be somebody so bad, it just ate me up inside.
It was in my bones, it was in my blood.
It was in my heart.
I want to be somebody.
Those five little words were important to those a.
AL Williams people.
It hit a nerve for anybody that wanted to make a difference with their life.
There was a goodness in a.
AL Williams.
There was a goodness that drew the right kind of people to us.
We believed you had a responsibility to do what’s right.
We believed your reputation was everything.
If you don’t do what’s right, you might get by for one day, one week, one month, one year, but sooner or later, they’re going to smell you out.
A.
O.
AL Williams believed that character was more important than education.
We believed that morals was more important than status.
We cared more about determination than ability.
People who joined a.
AL Williams saw that were built for people that grew up tough, for people that had a number of disappointments in their life for people that wanted their life to be special.
I hate these big companies and these big liberal universities that tried to program people like me to believe that it’s the winners of the pretty people, these people that have the perfect bodies.
You know, they’re 6ft, 2185 pounds, slim three piece suits, wing tip shoes, power ties, beautiful teeth, beautiful smile, great tennis players.
That’s a bunch of crowd.
They have these perfect backgrounds.
You know, these people put this out.
There that if you’re born on the.
Right side of the tracks, if you’re born rich, you’re the privileged class, you’re supposed to go to college, you’re supposed to get all the good jobs.
If you’re born from a poor, average, ordinary background like me, that you must give up all your big dreams and all your big ambitions.
If you have a high iq, they rule you brilliant.
If you have an average iq like me, they say you’re supposed to drive a truck or be a janitor.
Will bull.
People are judged by how high they score.
An aptitude test, personality test, achievement test and crap like that.
Ain’t nobody ever designed a test.
Or will they design a test that.
Can measure the heart of a champion? I believe.
You know what? You know what? I believe people want three things.
Really deep in their heart, they want three things.
They want to be their own boss.
They want to be their own boss.
Number two, they want to work at something they love, something they believe in, something they’re passionate about.
And number three, they want to build total financial independence for them and their families, where nobody can put their thumb.
On you and squeeze you and use you, where you can tell everybody out.
There to take a flying leap if you want to.
And AL Williams provided for its people.
Those three things.
February 10, 1977.
AL Williams was born.
Just a peanut.
85 people in one city, in one state.
The enemy was 250,000 peoples in every city, in every state.
Our weapon was by term and invest the difference in an IRA.
Our motto is a company where salespeople are king.
See, folks, I really believe the first step to winning is you got to have impossible goals.
Big goals.
Listen to these goals.
We had at AO, where were just a peanut.
85 of us in one city, one state, fighting the largest, most powerful industry in the world.
Our number one goal was to change the largest industry in the world and destroy cash value life insurance.
That’s impossible.
Can you imagine a little peanut? 85 people, just like this, first two rows right here, talking about changing the largest, most powerful industry in the world.
Number two, we wanted to become number one.
There were 2000 companies in that industry and we wanted to be prudential.
40,000 agents versus our 80, 519, 77.
We were born, they were born in 1864.
It’s just like if I were some of you right now, I mean, if I had to target a company I’d like to really go after right now that reminds me of prudential is Starbucks.
They’re the most overpriced, overblooded pile of crap, I think, out there in their business.
So number three, our goal was to see our families become financially independent.
Now folks, can you imagine? I started off making $4,600 a year.
My last year, 7th year in coaching football in Georgia, I was paid $10,700 as head coach and athletic director.
Can you imagine how impossible that goal seemed to me, to become financially independent.
To change my family financial future for generations? Folks, when we founded AL Williams in 1977, I told every new recruit in our company for two years.
I spoke at every meeting like this for two years in AL Williams.
And I said, I want you to know if you’re going to join AL Williams, I want you to understand upfront going in this thing that the ods are like this, of us surviving.
I’m not talking about beating prudential, I’m not talking about changing an industry, I’m not talking about becoming financially independent.
I’m talking about the ods are like this, of us surviving.
But if you asked me, said, art, be honest with me, tell me how you really feel.
I got to tell you, I feel it.
I feel it.
I feel it in here.
I think we’re going to do it, and I think it’s going to be big.
You know, being somebody is seizing the moment.
Winston Churchill said it best.
He said, there comes a special moment in everyone’s life, a moment for which that person was born.
That special opportunity, when he seizes it, will fulfill his mission, a mission for which he is uniquely qualified.
In that moment, he finds greatness.
It is his finest hour.
In 1977, the life insurance industry owned 60% of the assets in the United States.
They owned the politicians and they owned the regulators.
They had been in business over 100 years.
They did everything they could possibly do to put AL Williams out of business.
But the industry had to defend things that were indefensible.
They had to defend selling a fraud.
They sold a cash value life insurance product, whether it was called whole life or universal Life or any of that stuff out there.
There were two benefits locked together in one contract, insurance and savings.
In one contract, you paid for two things, but you only got one.
If you died.
Your family got the life insurance benefits, but they kept your savings.
If you wanted your savings, you had to surrender your life insurance.
Al Williams separated that split funding, we called it, where you bought an insurance, cheap term insurance from an insurance company, and you invested with an investment company.
You paid for two things, and you got both things.
Next, they had to defend.
You lose your savings if you die.
Let me ask you this.
What kind of low life, scum sucking.
Dog could create a product like that, a savings program? You lose if you die.
They had to defend prudentials average size benefit, like in my family of $4,500.
Was there average death benefit? Just a burial policy.
The industry’s average death benefit was $6,000.
Just a burial policy.
They had to defend that 90% of.
Their agents, 90% of those scum sucking dogs owned term insurance on their own life.
They bought the inexpensive stuff and sold.
Trash value to their clients.
Who could do something like that? See, winning in business, in my opinion, is accomplishing your goals.
We had impossible goals, but we did it.
We did it.
Number one, we destroyed trash value.
Now, these are the industry numbers.
These are not.
AL Williams made up numbers from 1977 were born to 2003.
The life insurance industry lost 41 million policies.
41 million policies.
Ain’t that something? Ain’t that something from in 1977, 90% of all life insurance sold in these United States was cash value life insurance.
Only 10% term.
In 2000, and 390 percent of all.
Life insurance sold was term and only 10% cash value.
Ain’t that something? See, AL Williams did that.
AL Williams did that.
Think about this.
In 1977, there were 2000 life insurance companies.
In 2003, only 69 companies sold one new policy.
Only 39 life insurance companies recruited one new agent.
Ain’t that something? Ain’t that something? Think about this.
In ten years, AL Williams grew from 85 people in one city in one state to 225,000 people in every city in every state.
The life insurance industry went from 250,000 people to 170,000 people, lost 80,000 people.
Ain’t that something? Ain’t that dad gum something? Our number two goal.
Now, folks, this is impossible.
This is impossible.
But you can still do those things today.
But you got to do the important things, and I’m fixed to talk about it in just a minute.
Our second goal was to beat prudential, who had been number one forever.
But in 1989, AL Williams did $92 billion in business.
We beat number two, prudential.
Number three, New York life and number four, metropolitan combined.
Ain’t that something? Ain’t that something? See, our number three goal, our number.
Three goal seemed impossible for our families.
Just a bunch of coaches and people.
That had played on a team to build financial independence for their families.
And we did it big time.
In 13 years, we produced 140,000,000 heirs.
Now, back in the were worth something.
We had more $100,000 earners.
Today, that’s $400,000 than any company in our era.
Think about this.
In 1988, of the hundred largest companies, 34 were AL Williams team.
Our number five, Bob Busan’s team, did $26.7 billion.
Number six, prudential, did $26.5 billion.
One of our teams beat Prudential.
Ain’t that something? Ain’t that something? See, folks, you got to set impossible goals.
You got to set impossible goals.
You got to dream big.
You got to go out there and do impossible things.
Another key to AO William’s success is we gave our people ownership.
See, I believe ownership.
Building your own company, like we talked about taking, you know, if some group.
Of people had the courage to come together and go out there and knock their butt off, it’s just unbelievable what you can do.
We gave our people ownership.
We gave our people a chance to build their own company within a company.
And when people have ownership, they love it more, they protect it more, they try harder.
Let me give you a couple of examples.
Bob Turley died a few years ago.
He had built an army of 16,000 people in 36 states.
In Canada, he had a payroll of $145,000,000 a year, $1.4 billion over ten years.
And he left that to his son.
He’s changed his family for generations.
Bob Safford, another great leader in AL Williams, had an army of 19,000 people operating in 38 states plus Canada, had annual cash flow of $110,000,000.10 years, $1.1 billion, and left that to his two sons.
And we had dozens more examples like that.
See, I believe to win in the free enterprise system, folks, you got to do two things.
Number one, you got to have an edge.
You got to have an edge.
You got to have something that you’re.
Better than other people that you’re competing against are.
You got to have a better product at a better price and a better delivery system.
Now, how do you get that edge? You get that edge by studying the competition.
Like, if I was going after Starbucks, I’d know everything about them.
I know them from a to z, and I guarantee you, if you go look at a company like Starbucks that’s.
Got over 3000 coffee crap places and.
That kind of stuff, you can find all kind of things that they’re overblooated on.
They got fat and lazy and sorry, right? But you got to take this stuff serious to get an edge.
You got to look at the competition and you got to analyze them and study.
I studied Prudential, I studied New York life.
I studied metropolitan like you can’t believe.
And I found out their weakness.
It was just like when I was a football coach and were playing somebody on Friday night, I’d look at those game themes and I’d study those game themes and I’d find the weakness of the opponent.
So we studied the game themes and we looked at the life insurance center said the largest industry in the United States, they own 60% of the assets in the United States.
They look so big.
Prudential looks so big, they look so powerful, they look so unbeatable.
But then when I got in there.
And I looked at them, I found out there were nothing but a paper tiger.
I found out the big life insurance companies is like the federal government.
They’re fat, lazy, slow and inefficient.
Everything the federal government touches turns to crowd.
Let me give you two examples.
FedEx, they have better service and they make a profit.
The post office run by the federal government, poor service and they lose money.
The competition spent millions and millions of dollars on things we didn’t think were important.
As an example in advertising, Prudential spent $68.50 per policy.
AL Williams spent four cents in office expenses.
Prudential spent $1,383 per policy.
AL Williams spent $149 per policy.
Equitable took out a full page ad in USA Today and said they spent $220,000 per agent, getting them ready to sell life insurance.
AL Williams spent zero.
Our part timers paid their own $100 licensing fee.
See, AL Williams took all the money we saved by being more efficient and we built a better product for the consumer, and we built more commissions for our sales force.
Next to get that edge, we had to simplify the complicated.
When you get as big as Starbucks as an example, it’s like a bureaucracy.
It just gets out of control.
And the life insurance industry was a million times bigger than Starbucks.
And we had to find a way to simplify how complicated they made it.
Let me give you an example.
This is Prudential’s rate book.
If you look at, it’s 176 pages.
It’S an inch thick.
This is what they got three series of products.
They got the Gibraltar series modified life, three, modified life.
Five modified life.
Ten modified 25.
Ten played light.
Up at 85.
Economatic whole life paid up at 90.
Life paid up at 85.
Life paid up at 65.
20 year pay life, ten year pay life co life joint whole life.
Now, if you don’t like any of those, they got the state series modified life five citation 50 life paid up at 90.
Professional 52 life paid up at 85.
Modified life.
Three, modified life five, modified life.
Ten graded premium whole life.
The abbreviator modified life 21 increase in premium life paid up at 90.
Modified 25.
Ten life paid up at 85.
Estate, 25 whole life, economatic whole life, paid up at 90 a life paid up at 65.
20 year pay life, ten year pay life, co life, joint whole life.
Now, if you don’t like that, they got the Prucose series, they got variable life waiver premium, appreciable life waiver premium, appreciable life level death benefit, appreciable life variable death benefit, variable appreciable life level death benefit, variable preachable life variable death benefit variable preach life waiver premium.
And this is what we got.
Our rate book is one page thick.
We sell our best product that we own on our own life.
Every time you’ve got to get an edge, you’ve got to simplify the complicated.
The next thing we had to do is we had to build a better delivery system.
See, AL Williams was the first company that built with part timers.
We wanted to build an army of part timers and go to the kitchen table and educate the consumer.
Now, a.
AL Williams had that edge.
Now, the second thing you have to do once you study the competition and get the edge is you got to compete better than the competition in the free enterprise system.
You got to get up early and you got to compete hard or you going to get your butt knocked off.
And to compete, your attitude is everything.
I believe the single most important thing you develop in your lifetime is a positive attitude.
The glass has always got to be half full.
You got to expect your people to be positive.
You can’t ever let your meetings turn into a gripe session.
Positive attitude is everything there is, plus everything there is.
Positive people are like a dad gum magnet.
People are drawn to them like bees to honey.
Folks, I believe you can overcome every problem in business.
You can overcome financial problems, sales problems, health problems, business problems, recruiting problems, personal problems.
You can overcome everything and still be all you want to be in business.
But you can’t ever overcome an attitude problem.
The moment you give up on you.
You’Re dead as a doorknob.
Now, if you get this positive attitude, you can’t walk around like a dead butt.
You’ve got to show it.
You got to walk faster.
You got to talk faster.
You got to show your excitement about.
What you are doing.
See, I believe 90 plus percent of winning is always being excited.
Stamp this in your brain.
People won’t follow or believe in a negative, dull, disillusioned, frustrated, dad gum crybaby.
The greatest definition of a winner I ever heard.
This person said, almost everybody can stay excited for two or three months.
A few people can stay excited for two or three years.
But a winner stay excited forever.
People want to follow a leader that’s positive, that’s aggressive, that’s enthusiastic, that’s tough.
Another principle I believe in.
Winners are disciplined.
You’ve got to have standards in your life.
You’ve got to have rules.
You live by discipline.
The definition is doing what you’re supposed to do when you’re supposed to do it.
I had one rule on my football team, and that was you were going to come to practice every day unless your butt was in the hospital, hooked up to life support, your butt was going to be at practice.
And one day were fixing to start practice, and I had my starting right guard, Johnny Campbell, walking out to practice in his blue jeans and a t shirt.
And I said, campbell, have you quit? Have you quit? He said, no, coach.
A beast stung me in my eye.
My right eyes closed, and my head’s swollen up.
I can’t get the helmet on my head.
And I said, campbell, if you want.
To play on this football team, you get your butt back in the locker room.
You fit that uniform on, you find.
A way to squeeze that helmet over.
Your head, and you get your butt out here to practice.
And just think, Campbell, if you can practice with one eye, just think how.
Great you’re going to play Friday night with both eyes.
See? You know what? You know what? To win big, you got to have a big dream.
You got to have a big vision.
See, I had the privilege of coaching in high school, and I believe for most men and women, their high school years were their peak years to dream and be excited.
I’d have these guys and gals come in the 9th grade and their eyes were as big as a baseball.
They’d start driving or dating or playing before hundreds of thousands of people.
They were in beauty contest on debate teams.
They felt like life was a bowl.
Of cherries, that they were put on.
This earth to conquer the world or.
Really be somebody to make a difference.
And then they graduate and they get dumped out in the big, bad world and they get married.
They have a few kids, they change jobs a few times.
And one day this vibrant, turned on, pumped up human being becomes a shell of a man, and his foot hits the floor and he’s developed an attitude that life’s dealt me a bad hand, that I can’t do it.
I just got to give up on all my dreams.
See, at.
AL Williams, we didn’t sell life insurance.
It was so much bigger than that.
We gave a different kind of person.
A chance to dream again, a chance to hope again, a chance to get excited again.
See, folks, it’s your responsibility as a leader to reach inside your people’s heart, to grab your people’s heart and to help that person get excited again, to believe in themselves again.
I believe you win with your heart, not your head.
Coach Lombardi, the great coach of the Green Bay packers, was speaking at his last speaking engagement in Washington, D.
C.
Before he died of cancer to a group of top executives.
And early in his speech, he said, I’m fixed to give you the secret to winning in business.
And there was a hush came over the room.
You could hear a pin drop.
And he said, the secret to winning in football and the secret to winning in business is heart power.
You capture the person’s heart.
You capture the person.
See, folks, the secret is passion.
Your passion’s your heart.
Your passion’s your mind.
Your passion’s your soul.
Winning big in business has got to.
Be more than just making money.
You’ve got to have a passion.
And to get a passion, you got to love it.
Mickey Mantle, the great baseball player with the New York Yankees, said, I love hitting the baseball.
I wake up every day.
I’m excited to go out to the ballpark.
I love hitting a baseball.
Man, when it rains a game out, I get angry because I want to go hit a baseball.
I don’t like it.
I love it.
He said, if you like something, you’ll never be good at it.
You got to love it.
See, how do you keep a passion.
Once you love it? How do you keep a passion? By not ever forgetting the things that blow your butt out the water.
Let me give you two examples.
I never got over what they did to my mama.
My daddy died at age 48 of a heart attack, and he was sold too little of the wrong insurance.
And I had two younger brothers still at home with my mother.
I wanted to hurt them.
I wanted to punish them.
I had the daddy of one of my football players.
I was making $4,600 a year, assistant coach in Thomasville, Georgia.
I had a wife and two kids.
And he said, art, I want to come talk to you about insurance.
I knew I needed insurance, and so I said, sure, come on.
And I didn’t want to know anything about insurance.
I didn’t want to know anything about investments.
All I was interested in is football, right? And so he sits there and he talks to me about insurance, and he says, how much can you afford? And I said, $20 a month.
And he sold me a $10,000 whole life policy.
And I found out a couple of years later he could have sold me $150,000 of insurance.
I wanted to hurt him.
I wanted to punish him.
Don’t ever forget the things that gave your passion.
Another principle I learned is you always got to learn to do a little bit more.
I learned this 40 years ago in AL Williams from two of my vice presidents in Dallas, Texas.
On the outside, both looked the same.
They were the same age, they were the same sex.
But one made $500,000 a year and one made $50,000 a year.
And I started studying, and I said, man, why such a difference? They both do everything you’re supposed to.
They both are loyal to the company.
They work hard, they make money, they.
Save money, they treat their people good.
On the outside, everything looks the same.
But what does a $500,000 a year person do? The $50,000 a year person doesn’t do the $500 a year person does everything he’s supposed to.
And a little bit more.
He works hard and a little bit more, he makes money a little bit more.
He saves money a little bit more.
Three years ago, I had back surgery, and I had a partial knee replacement, and I became a swimmer.
I swim every day from an hour to 2 hours.
I swim time.
I don’t swim.
Laughs and I probably hadn’t missed five days of swimming in the last four years.
And, folks, when I get to that hour mark, let’s say I’m swimming an hour today.
It’s so programmed in me.
For 40 years, I’ve done this.
It’s so programmed in me.
When I get to that hour, the finish line, I always go, another three.
Minutes, another five minutes.
If you want to win in this life, you got to do what you’re supposed to and a little bit more.
And you can’t ever stop at the finish line.
Let me give you another example about being tough.
In my five years as a head football coach, I never had to call time out and drag one of my players off the field.
I told my players, I said, listen, football is not a team game.
It isn’t an eight.
Football is a game between you and that guy in the wrong color jerseys right across from you, and somebody’s going to win, you or him.
And the first four plays of the game are critically important.
You got to hit him hard and.
Show him who’s boss.
And then from there on, you look.
For every weakness and you can’t ever show hurt.
You can’t ever show doubt.
You can’t ever show quit.
I never let one of my teams take a knee during a timeout.
I said, on a timeout, you turn.
Around and you look at that guy, you see him on his knee, you see him take his helmet off, see how much he’s sweating.
You see how much water he drinks.
You know he’s sucking eggs.
Hit him hard and we chalk him up.
Now, we pray before every game.
We pray before every game.
And it’s a sincere player that nobody on either team would get hurt.
That’s not the purpose of sports.
But right when our kids in the locker room came in to dress for the game and exit the back door to board the bus to go to the stadium to do battle, I had a giant board, and it was a knockout chart.
And our goal was to the referees in the third quarter were going to have to raise their hands and say, look, those folks ain’t got nobody that wants to keep on playing.
And our goal was to knock them out.
In our championship year, we had 49 knockouts to nothing, to zero.
And I would tell the players they’re down there working out an hour before the game and then 20 minutes before the kickoff, the players always go to the dress room for the last minute instructions.
I told my players this for five years.
I said, now, fellas, you saw me talking to the refs tonight.
And I told them, I said, Mr.
Ref, you see those guys in the wrong color jersey down there? They don’t love it like my guys.
They’re not as tough as my guys.
Mr.
Ref, I’ve never had to pick up one of my guys and drag them off the field.
And I want you to know, on.
Friday night, I wear my nice, clean clothes to the game.
And if one of my guys get hurt, I’m not going to go out there and get all his blood and.
Sweat and all that crap all over my clothes.
You’re going to have to move the.
Ball to the other side of the.
Field and play a little bit till.
He can walk himself, get to crawl, and get off the field.
Now, folks, if one of my players had got hurt, I’d have been the first one out there, but they didn’t know it, so they didn’t get hurt.
My first two years.
My first two years, when I went in business, all I heard was, no.
No, I don’t want any.
No, thank you.
No.
And it was killing me.
But two years later, I paid a death claim.
I took a woulda and two children, a check for $150,000.
And if it not been for me.
And my company and my toughness, they’d.
Have had to try to live on $10,000.
And my whole world changed.
I said, wow, I thought this thing worked.
The numbers proved to me that buy.
Term and invest the difference was the best way to go.
But now I see a real live situation where a family’s in desperate crisis, and this stuff really works.
But you know what? You know what? People kept saying, no, thank you.
And you know what? See, I forgot that 95% of the.
People I went to see said, yes, thank you.
And so I developed.
I changed my attitude.
I said, look, all you can do is all you can do.
You can’t do no more than all you can do, right? I mean, I can’t do no more than sell what’s right? I can’t do no more than sell what I own on my own life, right? So when I walk in a house, I can’t pay the premium for the people, right? I can’t make the decision for them, right? They got to pull their own little red wagon, right? So all you can do is all you can do.
You can’t do no more than all you can do, right? But all you can do is enough.
You got to keep being positive.
You got to keep being positive and have a can do attitude.
The worst two words in the english language is, I can’t.
I was watching our kids in the weight room for a few weeks one year, and I kept hearing these guys say, I can’t.
Maybe they wanted to get in a 300 pound club, and they’d get it almost up here, and they’d say, I can’t.
The spotters would take the weight and put it on the rack, and I.
Said, wow, that’s our problem.
And I called an emergency meeting the next day, and I got all my team together in the locker room down there.
And I said, fellas, I’m passing a law today.
You can’t ever say I can’t.
In fact, I’m going one step further.
You can’t even think I can’t.
And anybody that catches one of my football players saying I can’t, you get to give them three licks with a board.
I had a board about this wide and this long and I had little.
Holes board in the fatty and, you know, so you could really get spleen viscerally, a little butt.
And it took me about two or three weeks every year I’d have a kid come down and knock on my door and he had said, coach, he said it, coach, he said it.
And I’d make that other kid bend over and I’d get that kid the board.
He’d bust him three times.
And folks, you could not create a word game to get one of my.
Kids to say I can’t.
They’re bringing home a little bit closer.
When art in April, my kids were this little and could understand words.
When they said, I can, I made them do three push ups.
Stamp this in your brain.
A winner is not afraid to fail.
A winner is not afraid to fail.
In a high school football game, if you’ve got two teams of equal ability, there’s about 120 plays, 60 plays on each team, and 98% of those plays fail.
You’re going to fumble the ball, you’re.
Going to make a yard or two, you’re going to lose a yard or two, you’re going to drop a pass.
And if you really study football, you’re.
Going to find that four or five.
Plays are the difference in winning and losing.
But see, every player on that team knows when he’s in that huddle.
He knows that 98% of those plays are not going to work.
But he also knows that the next play might be one of those four or five plays.
So the team that wins is going to give it everything they got, leave it all on the field 120 times.
You got to keep calling to play.
Most of the things you do in business don’t work like it’s supposed to.
You just got to keep calling to play.
Let me give you another leadership principle.
Reward and punish.
See, you got to have long range goals, like I talked about earlier, these goals that seem impossible, you got t
