Day 1. The Inner Work
Day 1: The Inner Work
One day on the thing that is not sexy but decides everything: resistance.
Day 1, part 1 of 14
The Success Equation: it is never a skills problem
Marc opened with the question he has chased for years: why do different people go through the same programme and walk away with very different results. His answer is resistance.
Everyone in that room had desire, or they would not have given up a Saturday, and everyone had skills or access to skills. So it is never a skills problem, and what is left in the middle is resistance.
The three parts, the way he wrote them up: Desire + Skills - Resistance.
The more resistance you clear, the lighter you feel and the easier everything gets.
Day 1, part 2 of 14
The self-cleaning oven: clear your own resistance
His private goal for everyone in that room is that you become what he calls a self-cleaning oven, able to clear your own resistance and your own limiting beliefs without needing him beside you.
He is happy to be asked. Once you can clear the same blocks yourself, the time you spend with him moves up a level, to work that is more strategic, instead of going over the same ground again.
It is not about being perfect at it. He still goes to his mentor, and to his wife, when he needs a belief shifted.
That is why the room only cleared a couple of beliefs together. The bigger win was leaving with a way to keep clearing them yourself.
Day 1, part 3 of 14
Your resistance list: the 13 kinds the room named
Marc asked the room to shout out the kinds of resistance they run into, and wrote them up as they came.
The 13 kinds, in the order they were shouted out.
Limiting beliefs
Family
Noise
Judgment
Fear
Attachment
Commitments
Health
Energy
Sleep
Worry
Distractions
Procrastination
The ones the room added afterwards. Rejection and the fear of rejection, the fear of failure, and waiting for the perfect time.
Then the first exercise. Three to five minutes with music on, writing down as many as you can, the most persistent and most frequent resistance in your life. He cut five minutes down to three and kept telling the room to brain dump it.
One line to keep from that stretch: you can have the resistance and still take action.
Day 1, part 4 of 14
Where your beliefs come from
Most of your beliefs are not yours to begin with. You did not choose them. They were handed to you by parents, friends, bosses, colleagues, your environment and whatever you scroll through.
Every belief once had a purpose. Even the fear of rejection had one, because for most of human history being thrown out of the group was dangerous. The only question is whether it serves you now.
His own rule, in cleaner words than he used on the day: anything taken to the extreme will mess you up. Water keeps you alive and too much of it poisons you. Planning stops you failing, and planning every area of your life stops you living.
He has stopped choosing beliefs by whether he thinks they are true. He now picks them by whether they have served him in this season of his life, and he stops at the point where a belief gets too weird to believe.
Day 1, part 5 of 14
The 2 meta-beliefs to carry everything else
A meta-belief is a belief about beliefs, and it holds up everything else you believe.
Removing resistance can be simple, easy and fun.
True all of the time? Maybe not, and it has served him very well.
Everything in life is here to serve you.
Everything will work out, and if it has not worked out yet, it just means it is not the end.
He was honest that the second one is hard to feel on some days.
The exercise: your worst experiences, and the blessings in them
Five minutes. Think back over the worst experiences of your life, the biggest disappointments and failures, in family, money, health or work. Then ask what blessings came out of them, and write those down.
Day 1, part 6 of 14
The 2 ways to spot a limiting belief
Two ways work for Marc, and he uses both.
Look at your patterns.
The results and the behaviours that keep repeating across different areas of your life. The example the room took apart came down to one belief, I can only achieve results if I have a lot of pressure, and one reframe, that you can get amazing results without pressuring yourself.
Look at prolonged suffering.
It is fine to feel sad sometimes. The question is what it means if you have felt it for ten or twenty years. Suffering is any state you know does not serve you, carried a long time.
The line the whole morning rests on, and he said it twice: for every suffering state you have, there is a limiting belief behind it.
Pain and suffering are not the same thing. A slap is pain. Suffering is still feeling a lot about it long after. An ice bath can feel painful, and you do not have to suffer in it.
He came back to it in the afternoon: the event is not the belief, the belief is the meaning you gave the event, and a self identity is just a label you put on yourself.
Day 1, part 7 of 14
The 5-step belief clear
State the belief the way a 12-year-old would.
One sentence, simple enough that a 12-year-old gets it, because if it comes out as a long speech there is nothing to work on.
Name the consequences of keeping it.
No consequences and it might not be a limiting belief, and the consequences are what make you want to drop it. Marc credited this step to Tony Robbins.
State the better belief, again like a 12-year-old.
Reuse the words the old belief used, and do not go delusional.
Check that you can actually believe it.
Ask how it feels. If it does not feel like much, the jump is too big, so take a smaller step you can believe today.
Name the outcome and the benefits.
How will life be once you hold it.
The 3 kinds of evidence: borrowed, your own, common sense
Evidence stops a new belief being just a nice sentence. What he is after is what he calls irrefutable proof.
Borrowed.
Other people's evidence, from friends, family, mentors, what you find online, even people who are not on your side.
Your own.
Times when, without a perfect setup, you still got something good done.
Common sense.
Is it true that failing twenty times makes you a failure? You decide whether to carry that as who you are.
One believable step at a time
After anyone states a better belief, Marc asks how it feels, because if you do not feel much there is another belief underneath to clear first.
Going from I am a failure to I am a very successful person in ten minutes is too far in one move. It is also why a big high energy event leaves you flat a week later. The adrenaline drops, you land back on the same resistance, and the steps in between were never built.
A worked example from the room: I failed is not I am a failure
One participant came in believing that failing again, after failing many times, makes them a failure. The cost they named was feeling not enough, comparing themselves with others, being scared to start, and staying stuck.
The reframe that held: it is okay to feel like a failure and not be a failure. When that started to feel like an excuse to go easy, that was simply the next belief to clear, and it became that it is okay to slow down once in a while.
The question underneath it: if someone you love had failed again and again and called themselves a total failure, what would you tell them, and then tell that to yourself.
Two more moves sit inside that. When you feel nervous, ask who you are focusing on, because most of us care far too much about ourselves, and the way out is to think about how you can add value to the people in front of you. And never start with the how. Start with the what and the why, and your brain finds the how on its own.
Day 1, part 8 of 14
The 4 thinking styles: Analyser, Caregiver, Dictator, Clown
People who say they think too much usually mean they analyse every detail, and that is only one of four natural thinking styles. Marc learned the four in a programme he did, Asia Works, where they were taught as communication styles.
Analyser.
A detailed planner. Pushed too far it overthinks instead of risking something, and it hides behind perfectionism, which he calls the lowest standard.
Caregiver.
Warm and empathetic, other people first. Pushed too far it forgets the most important person, themselves.
Dictator, which he also calls the leader.
Structure, direct and fast, and he means the leader who sets things forward, not a historical dictator. Pushed too far it turns stubborn.
Clown.
Fun first, optimistic and approachable, and as the room put it, life is not so hard with them around. Pushed too far they will not take the hard things on.
Marc asked which one is best and the room said none of them, all four matter. There is no perfect balance either. It depends on the season of life you are in.
On himself: his top two are Clown and Caregiver, and Dictator is the one he needs more of.
The exercise ran two to three minutes. Name your top two natural styles and your areas of improvement, then work out what you can embrace more from the two that are not natural to you.
Day 1, part 9 of 14
Head, heart, gut and intuition: 4 ways to decide
Head.
Thinking it through.
Heart.
Tied to your emotions.
Gut.
What you get when your head and your heart come together to make a more informed decision.
Intuition.
What some people call a sixth sense, the aha that lands in the shower or while driving.
Marc said he was happy to play with that list, and that he is still new to intuition himself. Four years ago he was asking what a gut feeling even means, because he ran everything through his head.
One belief a participant cleared that morning landed right here: being effective is knowing when to use which one at what time, and there is room for both the head and the heart.
Day 1, part 10 of 14
The 4 state changers: motion, focus, words, environment
Marc credited Tony Robbins for the word state, and for state, story and strategy. Most people start with strategy. Story is your beliefs, which was the whole morning. State was the piece he wanted to add, and in Tony Robbins' words success is eighty per cent psychology and twenty per cent strategy.
Motion.
Move your body and your state moves with it. A squat, a few push ups, any change of movement.
Focus.
What you point your attention at decides how you feel. Sit in a month that went badly and you feel it all day, or choose to be grateful you are alive and grateful you learned something.
Words.
The words you choose about the same event change how it lands. Instead of angry or frustrated, say you feel a little bit peeved, and the word itself makes you laugh.
Environment.
The last one he named, and it splits into physical, the people you are with, and digital, meaning what you consume.
Music.
Songs help you activate a state, which is why he plays a certain kind of song when he needs warrior energy. He numbered four on the board, and music is his fifth in practice.
The demo that made it land: sit the way you would if you were feeling very low, then sit the way a warrior would. A couple of centimetres of movement is enough to feel the difference.
Day 1, part 11 of 14
What your emotions are for
Marc asked how many people believe every emotion serves a purpose, then took them one at a time.
Anger.
As his coach puts it, anger serves you when your boundaries are being crossed. He used to think anger was not a good emotion to have, and now he says plainly it has a purpose.
Grief.
Also from his coach, grief happens when your love has nowhere to go, which is why one person grieves for days and another for five years.
Sadness.
It is a release, and sometimes your body asking for help instead of asking you to be hard all the time. Expressed, it brings relief and connects people. Avoided, the reason it turned up never gets to serve you.
Suppression.
It has a function too, usually safety, acceptance or being able to keep going, driven by the fear of what happens if it all comes out.
So there are two questions to ask any emotion you carry. How is it serving you, and how has it served you your whole life. Then, what has it cost you.
One more line from that afternoon: it is okay to feel like a failure, and it is okay to feel sad.
Day 1, part 12 of 14
Heart-centred entrepreneurs can be badass millionaires
This was his thesis for the whole afternoon, and he said it straight. If you want to be a multi-millionaire while still living a fulfilled life and helping a lot of people, you must master your emotions. You cannot let your emotions control you, and you cannot let your resistance control you.
Can you make a lot of money and not care about emotions at all? You can. But if you want to succeed while also having good relationships, good health and a good life, you have to take this inner part seriously, and the fastest way to a result is not always a way you would want to live.
The line the afternoon hangs on, in his own words: he believes in a world where heart-centred entrepreneurs can be badass millionaires and help a lot of people at the same time, and to do that you need to take care of your emotions.
Why he wants the money at all: so he can do more of what he loves, help more of the people he loves, and take care of the people he loves.
Day 1, part 13 of 14
The 4 superpowers: Magician, Warrior, Lover, King or Queen
He first called these the four core emotional patterns, then mini superpowers, parts you can call on any time to make better decisions and be more focused. The idea underneath is that you are made up of different parts, which he picked up from a friend.
He used music so the room could feel each part rather than only think about it, and ran the same pattern for all four: watch the expressions, listen and notice what comes up, sit with one song, write for three minutes, work through the questions on the board, then ask that part what limiting beliefs it holds.
Magician, also the Wizard.
Pulls an amazing idea out of nowhere with almost no effort.
Warrior.
Courage, gets it done, finds a way no matter what.
Lover.
The caring, open, generous part.
King or Queen.
Steps up, leads the way, and decides which other part gets used.
Magician: the effortless, creative one
The idea arrives with no effort, in the shower or while driving, and you think, why not just do that. For this part, success is easy rather than hard, and his question was when you last activated a little bit of magician, today, or ten years ago.
If you over complicate things, using twenty five sentences where one would do, you need more magician, so play some music and get somewhere simpler. Easy does not mean you know exactly what to do, it is the state you are in.
When one person said they had nothing to tell their magician, Marc asked again with one word added, if, and suddenly they had plenty to say. He credited that move to Tony Robbins.
Warrior: a tired warrior is a weakened warrior
Warriors find a way whatever the environment or the people around them, and they will fight and defend. At the extreme it shows up as burnout, broken relationships, which he called a big one, the family suffering, feeling like a failure all the time, and my way or the highway.
His anchor, close to his own words: so many of us have run on warrior energy for so long that the warrior is tired, and a tired warrior is a weakened warrior, so without time to heal you will never be as powerful as you can be. The smartest warriors know when to fight and when not to.
Then Marc dissolved the either or. Being heart-centred has nothing to do with how hard you work. Someone in the room offered him the phrase heart-centred warrior, and he repeated it.
Lover: love does not keep count
The drawback that matters most is at the bottom of that board. The one person the lover does not love is themselves, and he softened it himself: they do not stop loving themselves, they forget to.
His question: is your lover tired, is it weak right now, or has it not come out in a very long time.
He asked what percentage each partner should show, the room said a hundred and a hundred, then he showed how much counting people really do, fifty fifty, seventy thirty, all transactional. So love does not keep count.
King or Queen: the one who decides
Room traits: they know they hold the authority, wise, a leader, stable, powerful, grounded and strategic, and there is some wisdom in all of us. Used badly it turns inflexible, overbearing and hard to reach, so what you want is a wise one.
In his words, self-leadership is letting your king or queen take charge, so you decide when to use the lover, when to use the warrior and when to use the magician.
It is never either or, it is to what degree, eighty per cent fun and twenty per cent direct or the other way round, and all four parts are yours, so the aim is to use them together rather than pick one.
Day 1, part 14 of 14
Day 1 close: list every limiting belief you have
Before the last superpower he asked the room to close their eyes for about a minute and take stock. Everything you had been through that day, and then the lessons of your whole life, the good ones and the not so good ones. Then, who are you grateful for, who helped you get here, and who did you speak to that day who left an impression. Even the people you find hard to love are in your life for a reason.
One more question he used near the end, a term he said Alex Hormozi uses: what would the twenty or thirty year later version of you, the wise version, say about your situation right now. His own example answer was that this is going to be a blessing, you just do not know it yet.
Then the closing exercise, run quick fire because the room booking was ending. Take a blank sheet of paper and write down as many limiting beliefs as you have. Not as few as you can find, as many as you can find. If one sheet is not enough, use two, three, four, five. You can be wrong, you can write rubbish, just do your best.
Then add the self limiting identities you hold about yourself, the ones you want to get rid of.
And the handover into the next morning, in his words: then we will do a final activity to wrap today up, and tomorrow we will make some money.
Day 2. The Build
Day 2: The Build
The money day: what business you are really in, what people really want, and how a small yes becomes a big yes.
Day 2, part 1 of 25
One rung of the belief ladder at a time
Day 2 opened with Marc sending you back to your Day 1 notes to pick the beliefs to clear. The first question set the day: when your list feels long, which belief do you work on? Look at the height of the new belief, not the size of the list.
Write the negative belief down first. Then pick the NEXT believable belief, not the one at the top, because the top rung feels delusional and your mind throws it out. Climb one rung, clear what shows up there, then climb again.
Step 4 of the 5-step clear, can you accept this belief, is the only gate you need: "If you can't, then okay, let's try something a bit easier first."
You are not stuck, you are stacked
Marc credits this one to Tony Robbins. Nobody is stuck. Stuck is really stacked: uncleared beliefs piled up until you cannot move, taken off one at a time. His line: "stuck just means that you actually have a lot of underlying resistance and beliefs that you haven't cleared".
His example: somebody who does not know what business to start. Ask what common sense would do next, then notice the resistance sitting on each step, like "what if nobody comes".
Day 2, part 2 of 25
The breakfast round: ask more people, change it up
The first line is spelled that way on the sheet. Instead of the usual check-in, Marc ran a standing round he thought up while driving in that morning. Laptops down, music on, everybody walking: you name the breakfast you would describe yourself as, and the other person answers with one of the three lines and nothing else. No explaining, next person, and the room said it was fun.
Then the three lessons underneath it.
The goal was never to collect I love it.
It was to talk to as many people as possible, so that afternoon the goal was to invite as many people as possible.
A no is not about you.
Nobody said I hate you. They said I hate it, or I don't care, and you did not die.
If not many people say I love it, change what you are offering.
That is the natural next move, rather than deciding you are no good at this.
You had one minute on this: "What are some lessons you've learned about yourself? How can you apply this to your business?" Marc also separated doing something for fun from doing it with stakes, because the energy is different, and his read is that people overthink the invite instead of just asking.
Day 2, part 3 of 25
Desire and detachment: want it fully, hold it loosely
Both words underlined, drawn like a fraction. Marc calls them the two Ds. Desire is wanting the goal at full strength and chasing it to the last minute. Detachment is his second line: "even if I don't achieve it, it's fine. My life is good anyway."
The trouble is not the missed goal, it is the meaning we attach to it, so a miss stops meaning I did not hit it and starts meaning I am a failure. The reframe he took from a clip: "the goal just isn't meant for me at this point of time". Detached from it, he still wants it and goes after it.
Carry a lot of attachment and the feeling comes from stress and overwhelm, which is not the energy to build on.
You wrote for two minutes on what is most important in your life: family, health, or the mission you are on. One participant asked how you train yourself into letting go. Marc would not use the word training. You just remind yourself what matters most.
Day 2, part 4 of 25
What business you are really in
REALLY is circled on the sheet. Your category label, coach, trainer, e-commerce, wellness, tells an ordinary person nothing: "What's the real business you're really in? What transformation?" He worked it through two local food chains. One old-school breakfast chain is really in nostalgia and tradition, while a competitor is really in convenience and quick local food that is only just acceptable.
Then the rule he says he has held for years: "the messaging used to attract people in can be extremely different from the business you are really in". You need both, because messaging with no core underneath is not sustainable, and a core nobody hears about brings nobody in.
This is your north star, not your marketing, and the person who most needs to believe it is you. If your own description bores you, you will quit the first time something goes wrong. You wrote on it for about ten minutes, then shared it in pairs.
Two answers from the room. One participant gave a category answer, and Marc asked twice why it matters to the people served, until the answer came out as giving families the freedom of choice. Another had a client who keeps pulling them into his world, so Marc told them to ask the client why. In the client's own words, this participant gives people a safe space.
Day 2, part 5 of 25
Why you got into business in the first place
FULFILING has one L on the sheet. Two questions feed the answer to what business you are really in. The first: "Why did you even get to the business in the first place? Because you could have chosen e-commerce, dropshipping, a lot of bunch of stuff." For that one he runs a chain of seven levels of why, credited to Dean Graziosi, and seven is not sacred.
The second question is which client experiences were the most fulfilling, and the way in is to message past clients and ask why they chose you. Two more ways in: "the drive comes from what we call the injustice you see in the space", and simplify it to one line you can remember.
His permission line: "Be okay to want things for yourself, and then still be okay to want things for others." Marc gave his own answer as a work in progress, maybe so everybody gets to live to their fullest potential.
Two answers from the room. One works with workplaces, and the answer was people not feeling awful for eight hours a day, which they had not said out loud in months. Another runs a food business, and the answer was that it is fine to want freedom and still want to bring people joy.
Day 2, part 6 of 25
The 6 human needs: what every buyer really wants
Marc credits these to Tony Robbins. A red line splits the sheet: the first four are needs of the body and mind, the last two needs of the soul. Everybody has all six, ranked differently.
Certainty.
"people want security ... to know what to expect in their lives."
Uncertainty, or variety.
The other side of certainty.
Connection and love.
"a lot of people want love, but they settle for connection".
Significance.
Feeling you matter.
Growth.
Feeling you progress.
Contribution.
Something beyond yourself, not necessarily changing the world.
The business use: "if you don't provide certainty ... You are not going to get the results you want." Under it sits the frame that every action has a positive intention: it meets one of these needs. You had thirty seconds on your own top two.
Your ideal client's top two needs
"Don't think about what should be. Think about what your ideal clients want right now." He also pushed back on assuming everybody runs on certainty, since other markets buy for growth or love. You wrote their top two needs and why they came to you.
Marc reframed his positioning live: systems and AI are the certainty, and it buys time with family, room to grow, or more people helped. He also built a workplace request from the six: thank the manager, speak as a team, give a shared reason, offer a trial with a way back.
Day 2, part 7 of 25
Pattern interrupts and interpersonal risk
People run on patterns because the brain saves energy that way, and Marc calls the small version a trance, meaning habits you do not even notice. A pattern interrupt breaks the loop, because the same words in the same tone get you the same nothing: "if it works, amazing. If it doesn't, try again."
Interpersonal risk is the other half: saying the uncomfortable true thing with a good intention. He opens with "can i give you some honest and direct feedback that's very uncomfortable for me to say", and closes by apologising for any offence and not for the substance.
Every ask carries this risk: "if you DM someone, and they think that you're just being a scammy salesperson, that is an interpersonal risk." Asked how to give feedback well, he said pick one thing, because twenty at once lands as overwhelm and turns into conflict.
Then his rule on how many times you try: "if you didn't try 30 times, don't tell me you try." He tied it to the morning round, because even after an I hate it you could have gone back and offered that person a different breakfast.
Day 2, part 8 of 25
Enter their world first, then they enter yours
Applied to the room, you lead with the version of you your audience can accept, and once they are in, you show them the rest.
One participant has a naturally fun energy and serves an older audience. Marc reframed how that audience gets described, then gave this rule as the answer: connect first in the way they expect, and let the fun show once you are in. Before lunch you wrote your takeaways and decisions, including the words you were going to change.
Day 2, part 9 of 25
Broken agreements: where else do you break them?
The room came back from lunch late, and Marc told nobody off. He asked who had already noticed they broke an agreement, said he would not be annoyed for the rest of the day, and turned it into one question: "just think about what are some agreements in your life that you have broken because everybody else was doing it. Because everybody else was doing it. Your environment." He put himself in that question too, with no blame attached.
Day 2, part 10 of 25
Ask for what the other person really wants
Every one of those moves started from what the buyer wanted, not from what the charity needed. He also told you about his early days raising donations for a big conservation charity, where the ask was a donation and the work was sales.
Then the one question to carry into every ask: "no matter what you're asking, always please ask this question. What do they really want? Or some people will say, what is it in for them?" He said it again a moment later: every time you ask for something, are you speaking to what they want?
Day 2, part 11 of 25
Name your fears before you make the ask
Marc named the afternoon block the happy money sprint, and said the happy money part was borrowed from somebody else. Then five minutes with music on: write down every concern, question and thing you feel nervous about when it comes to making an offer, giving a presentation or sending an invite, then shout them out.
What the room shouted was honest and long: no clear offer yet, how to handle objections, no time, how to keep the clients you have, how to offer something bigger to somebody who already bought, and how to ask with no client or experience yet.
He answered the two biggest. On time: "if it's not a thing of time ... It's a question of priority", and once you change the word from time to priority, your energy is different. On rejection: it may sting, and then you ask how it serves you, and you ask the person what they were actually looking for.
Day 2, part 12 of 25
The money path: from followers to more cash
All in red down the left, each one hooked to the next with an arrow, WORKSHOPS in green under INVITES, and CLIENTS and MORE CASH circled.
Followers.
The people who even know you exist.
Qualified leads.
Somebody who has shown they might work with you, by asking for your guide, saying a post was exactly what they needed, or answering your survey.
One-to-one calls or invites.
An invite can go to a workshop, an event, or straight to a paid thing.
Clients.
The people who say yes and come in.
Cash.
What that yes actually brings in.
More cash.
From the clients who already paid you once.
The point of the chain is to find the ONE step you push today: "this is not a funnel lesson".
Three answers from the room. One wanted more calls and found calling tiring, so the move was to scale the ask through messages. One had lost a lot of contacts, and the bottleneck was qualified leads rather than followers, so a survey campaign. For one the constraint was energy, so Marc took the campaign off them.
Day 2, part 13 of 25
Pick one cash campaign for today
Marc then ran the menu of campaigns you could start that afternoon and told you to choose one, not five. The survey campaign is his favourite, because one form gives you leads, information about your market, possible one-to-one calls and workshop invites all at once, and hardly anybody uses it now. A value trade skips all that and goes straight for the ask and the call.
You had a few minutes to pick the one thing you would promote, then everybody said their campaign out loud: value trades, survey campaigns, one-to-one calls, direct invites, workshop invites, DMs, and useful resources.
Day 2, part 14 of 25
Send value that is not your own
Giving value does not mean writing everything yourself. Try not to send your own material, because a sceptical reader assumes you are only selling yourself. Take somebody else's work instead, break it down, and add your own reading on top.
That came from his mentor, and it is his standard now: "I don't want to be known as a summarizer." For years he was good at giving out notes and getting hundreds of comments, and people were thankful and still did not know what he actually did.
Two rules keep it honest. First, "it must be relevant, it must be valuable", because people may notice you are selling a little and still cannot argue it is not useful. Second, do not promise what you have not made yet: "if it's not 7 page, don't say 7 page."
Day 2, part 15 of 25
DMs move faster than content
Given the straight choice between posting and messaging, Marc says message: "DMs are the way to skyrocket your business and growth in a short period of time. DMs are the fastest way. Content is one of the slowest ways." He added that this has replaced a lot of cold calling for him, and when he does call, there is already some context.
His own story sits behind this one, and it is a month of DMs sent from a cruise with no laptop.
Money is not the only value you can give
He then pushed back on the idea that adding value means adding money, because there are thousands of ways to add to somebody's life and money is only one. His example was messaging a well known person after a death in their family and offering nothing but a conversation, and meaning it.
Day 2, part 16 of 25
Give a reason for every promotion
Marc ran the rest of the menu fast, and a no anywhere on it is fine, exactly like the morning breakfast round.
The ways to make the offer.
A workshop or event, a high touch invite, a guide people ask you for, a short challenge ending in a one-to-one call, a smaller version of something somebody turned down, past clients, referrals, partnerships, affiliates, and asking for the sale.
Give a reason for every promotion.
Marc credits this rule to a businessman he learned it from, and he adds that you balance the reason with real value.
Only make a generous ask of people who trust or like you.
If you never delivered well, or they are in a bad place, they will read the ask as you wanting their money.
Then pick one.
"There's thousands of ways to make money. But choose one later. Choose one. Don't choose thousands."
One more from the room: a client ran a short accountability challenge with a bonus one-to-one call built in, and that call is where the main offer gets made.
Day 2, part 17 of 25
Share from the heart, do not perform
Marc brought one participant up to share in front of the room. They had asked why they freeze the moment they get to their slides, and his read was that the words were never the problem, the energy was, along with the tension of having to perform in a certain way.
They were nervous and they shared anyway. That is the part he pointed at and told the room to copy: nervous and still sharing from the heart, with love, connection and honesty in it, beats a smooth performance.
Day 2, part 18 of 25
Value based follow ups: every message gives something
"Did you receive my previous message" is not pushy, but it is still a nudge, and a nudge pushes people the wrong way. Marc's line: "every message you send will make people more likely or less likely to buy from you."
So every follow up carries a piece of value. Reminding somebody of what you already gave them counts, as long as you point them at the useful bit. His example: just checking you got the guide, because on page seventeen there is the part about the thing you are dealing with, and it matters even more now.
One participant was calling a lot of people and it was wearing them out. The move was value based messages to the whole list first, then calls for the warm ones only.
Day 2, part 19 of 25
Small yes to big yes
All in green, with a downward arrow between YES and the word to, and the BIG yes inside a large hand drawn box.
This is the tip Marc says he gives more than any other. Do not open with the big ask. Message one asks for a small yes and nothing else, and only after a yes do you send details. The first two sentences do all the work, so the topic in them has to be practical: "I ask in a very simple way."
The 2 DMs: the small one comes first
Message one, the small yes.
Hi, hope you have been well. Not sure if you are interested, but I am running a quick project on this thing, and I was hoping for a few chats with people I can help. It helps me a lot, and you get clarity and feedback too. Would you like more details? All good if you are not.
Message two, only after a yes.
Wonderful, here are more details. In short it is a quick one-to-one call where you get this, this and this. It helps me a lot. Would you prefer next week or the week after?
For people who know you well one message is enough, and his own texting style is his, not a template. Rather than firing off a link, ask first if they want more details.
Day 2, part 20 of 25
Learn to results: they want the result
In green, LEARN circled at the top with a long arrow down to RESULTS, and nothing else on the sheet.
"These days, people don't want to learn anymore." "So what do people want? They want the result. So the faster you can get them the results or the implied results, the better."
A vague class name only promises learning. What promises a result is the exact thing you hand over: the activities, the process, the questions, the messages, the step by step guide, the toolkit, the one daily routine. Putting a number in front of a vague word does not help either, so what you actually hand over is what matters.
The balance he keeps: "I give them what they want, but I also give them what they need as well." A seven part checklist is a result, and everything else on that list was learning. One participant had described their offer with a longer time commitment than it needed, so Marc found the shorter true number and led with that, because the short number is the hook.
Day 2, part 21 of 25
Second positioning: rate your message from their side
In green, with a large 8 written and circled in blue beside the 10. Second positioning means reading your own message from the other person's chair, so position one is you and position two is "their point of view".
Then he put a number on it: "From a scale of 1 to 10, how likely would you say yes if you were the ID client and you were reading it? If you are not at least an 8, do not send it." At least an eight, best is ten, and a seven is not good enough.
The 2 checks before you send a message
Does it sound like you?
If it does not sound like you, it does not go out.
Read it as your ideal client and rate it one to ten.
Below eight, do not send it.
He added that the title matters less than how you describe it, and about the scripts he hands out: the scripts are there to guide you, not to replace you. Two drafts got the same note. One sounded impressive and said nothing concrete, so he made the person say what it does and what it saves the reader from. The other read like advertising copy, and the answer was plain benefits.
Day 2, part 22 of 25
The message clinic: clear beats attractive
For about an hour Marc went person by person through the drafts, and the rules he repeated are the teaching.
Clear beats attractive.
"Remember, clear beats attractive." A phrase like the way you want is vague.
Enter their world first.
"You need to enter other people's paradigm first before they can enter yours." You have seven to thirty seconds to make a good impression.
Meet expectations before you try to beat them, and cut hard.
Lead with something practical they can use.
Say the benefits plainly, not like a copywriter.
"People are tired of people trying to sound perfect already."
Cold messages go straight to the point.
Cold people do not care what your name is.
Write it the way you would message a friend, and personalise every message to wealthy people.
One or two campaigns a month, and never lead with fear.
A few more. A line like what if you could works on consumers, while organisations and wealthy people want it plain. And you test the idea by hand before you pay for any ads.
Handling an objection live, he pointed at the energy rather than the words: "Chill, fun, simple, open, authentic, not trying to fake, not trying to oversell my workshop." And the day's instruction sat over all of it: "the point is to send at least 10 DMs today."
Day 2, part 23 of 25
The 10-80-10 law: you write for the maybes
In blue with each of HOT, WARM MAYBES and COLD circled, and a large green oval around the whole middle row. Marc stopped the room here to explain why you had spent so long on wording.
10 hot.
People who would buy almost anything you offered them.
80 warm maybes.
The middle group, and the reason you sharpen every message.
10 cold.
People who will never buy, whatever you send.
He made the name up himself: "It's what I call the 10-80-10 law. I don't know what the law is, I'm just [making it] up myself." The exact percentages do not matter. The message work is all for the middle group. Sometimes you send something lazy and somebody pays you anyway, because they were already hot.
Day 2, part 24 of 25
The closing round: what the room took away
Marc framed it first: this is just the beginning, and you have seen that a small yes can lead to a bigger yes. Then one line each from the two days.
One of you said, do more value trades, and another said, launch my offer.
One of you said, keep inviting more people, and Marc added that inviting can be fun and simple.
One of you said, messages first and then calls, so calling is less tiring.
One of you said, I have a customer list I am not using, so use it.
One of you said, it is okay to feel like a failure.
One of you said, desire and detachment, and Marc added that it is okay when they say no.
One of you said, get past the limiting beliefs, and Marc added: "You can still take action and remove your limiting beliefs at the same time".
One of you said, keep it easy and simple, and Marc added: "Build the muscle of simplicity".
One of you said, you do not need it all worked out before you move.
One of you said, go for the small yes first, especially with cold people.
Marc closed by asking for a photo, your takeaways and a tag, and signed off on business always being able to be fun.
Day 2, part 25 of 25
The 3 things Marc promised after the retreat
In blue, with item 3 circled. Just before the afternoon teaching Marc listed what he wanted to give you. He also said why he would rather make an ask worth saying yes to than assume people remember: after two days like this, life happens, family happens, you get busy and distracted.
The playlists.
The whole set, sorted by emotion, free. They are right below on this page.
These notes and your toolkit.
The two days written up and packaged, plus an AI Implementation Toolkit you can open any time you want to go over it again.
An extra one-to-one call.
Not your usual coaching call, and Marc arranges it with you directly.
The 9 playlists from the two days
Open in Spotify
The 4 superpowers
Everything else
Why this matters
Why the two days matter for your business
Clear your own resistance and you become a self-cleaning oven.
Then the time you spend with Marc goes to strategy and to your next money move instead.
And you get to build the whole thing heart-centred and still be badass about it.
Do this now
Do this in the next 48 hours
In the next 48 hours, take one belief from your Day 1 list, open your AI Implementation Toolkit, and clear it with the 5 steps.
Put it in your calendar before you close this page, and keep the cleared belief somewhere you will actually see it.
The recap
10 things to remember from the two days
The Success Equation: desire plus skills minus resistance, so it is never a skills problem.
The goal is to become a self-cleaning oven and clear your own resistance.
Two ways to spot a limiting belief: a pattern that repeats, and suffering you have carried too long.
Step 4 is the gate. If you cannot believe the new belief, take a smaller step.
A tired warrior is a weakened warrior, and your king or queen decides which part runs the show.
Your label is not your business. Ask what change you are really in the business of.
Six human needs, and without certainty people do not buy.
Walk the money path and pick the one step you push today.
Ask for the small yes first, and rate the message at eight or above before you send it.
Clear beats attractive, and business can always be fun.
Keep doing the work with your AI Implementation Toolkit
It helps you clear one belief at a time with Marc's 5 steps, check in with your 4 superpowers, and pick your next money move, one question at a time.
- Download the file, or copy it.
- Open your AI tool: ChatGPT, Claude, or any other AI chat.
- Upload or paste it, and it guides you one question at a time.
Long pastes may turn into an attachment in the chat. That is normal. Just hit send.