1 Star2 Stars3 Stars4 Stars5 Stars (4.27/5 on 384 votes)


Cracking the life and success codes – Jim Britt

David Laroche: Hello, Achievers! Today I am in a new place—it’s awesome! I am in a may be landscape, and I am with Jim Britt. I’m sure you know him. He’s a keynote speaker and he reached over 1 million people in seminars. He has written 12 books… 12 best-selling books, and he has been named as one of the world’s top 20 success coaches. And he is with me… just next to me. Hello, Jim!

Jim Britt: Hey!

David Laroche: How are you?

Jim Britt: Nice to see you. Good, David.

David Laroche: I’ll let you introduce yourself; you will do better than me.

Jim Britt: Well, what would you like to know?

David Laroche: Oh, it’s a good question. I have a lot of questions to ask you; I have to choose.

Jim Britt: I could start by telling a little bit about my background and how I…

David Laroche: Yes. I would love to know your journey… your journey, and, especially, your struggles and how you overcame them.

Jim Britt: Okay.

David Laroche: And how did you become a top leader.

Jim Britt: A lot of people ask me, “How did you plan and get to where you are? What steps did you take to do what you do?” And my answer is, “I don’t really know. It, kind of, happened over time.” My first job was picking cotton. If you have ever seen people picking cotton it’s a very hard job; it’s back-breaking. I was six years old and all the family worked in the fields. I did that until I was about 12 during the season. You would come home with bloody hands and, you know, it’s hard work. You got paid two cents a pound, and cotton doesn’t weigh very much. You had to work hard for very little. So, I learned at an early age that working hard wasn’t going to get you anywhere. Working hard or long hours wasn’t, necessarily, going to get you anywhere. The next thing I did was—about half way through high school, in the tenth grade, I decided I had enough schooling, so I dropped out of school, and didn’t finish high school, didn’t go to college. So, I had no formal training of any kind. Looking back on it I think that maybe that was a blessing because sometimes you go to college and you get a degree, and you get, kind of, pigeonholed into “this is who you are—you’re a doctor or you’re a engineer, or whatever.” And you can’t think outside that because you’ve been so educated in that field. I didn’t have the education, so I didn’t know where to go. My next job was — I got married at 18 years old; I had my first child at 19. I worked in a gas station, pumping gas, for about a year and a half. I worked 60 hours a week—10 hours a day, 6 days a week for a dollar an hour.

David Laroche: Wow!

Jim Britt: So, I took home about $52 a week, and I didn’t know if I would stay there for the rest of my life. I didn’t know; I didn’t have any direction. And I knew a lot of jobs required degrees and required at least a high school diploma. I had always thought about working at the factory down the street—they paid a little bit more; you worked inside. One day somebody from the factory, a supervisor there, came and got gas, and started talking to me. Long story short, I got hired at the factory even though I didn’t have a diploma, because I had a kind of connection to get me in there. So, I went to a $1.67 an hour and worked 40 hours a week, so I still made about $50 a week. Again, I learned that both of those jobs were hard work. It was a monotonous work in the factory, on an assembly line, doing the same thing over and over, and over. It reminded me of picking cotton doing the same thing over and over, and over. Again, I learned that working hard, working long hours wasn’t going to get you anywhere. My life changed when one night, about midnight, I was working what’s called the “swing shift” — you get off at 12:30 a.m.; work from 4 in the afternoon to 12:30 — and about midnight a guy tapped me on the shoulder, and asked me if I was going to work there for the rest of my life. I said, “I don’t know. I’m 22 years old.” He says, “Come and go to this meeting with me. I think it’s something we can do to make some money on the side.” I said, “What is it?” He said, “I don’t know.” I’m going, “I’m not taking my night off and going to a meeting with you.” And he begged me over and over, and over, and, finally, he said the magic word. He said, “If you go to the meeting with me, I’ll buy the beer afterwards.” I’m going, “You’re on.” So, I took my night off and went to the meeting with him for the beer, not for the meeting, and I didn’t know what to expect. I just was in a hurry for it to be over so we could go drink some beer.

I sat through the first half of the meeting and it was a cleaning product, a line of cleaning products, and I’m going, “I don’t see any interest here. I don’t know how you make money doing this.” Then the next speaker gets up and talks about how you make the money, and about half way through his presentation I sat up and I’m going, “I can do this. I can do this.” And I kept telling myself “I can do this” over and over, and over. Eventually, before the meeting was over, about 20 minutes into his presentation, I decided I was not only “could I do it?”, but I was going to do it, and I was going to get rich doing it. It was a business opportunity and you could start with $3, $300 or $4,000. I had $9 in the bank; that was going to be gone by Friday. I had no savings; I had no equity; I had nowhere to borrow money. None of my family — All of them had less money than I did. All my friends were in the same boat I was in, working in the factory. So, there was no way for me to come up with anything, even $300—I didn’t have them. “I could do the $3.” But when the guy came back to me and said, “Do you want to get started in our business?” I said, “Yes.” He said, “What level?” I said, “The $4,000 level.” As I’m saying it, I’m going, “How are you going to come up with that money?” My mind is going like this, but I committed to it. I thought I could actually go to my bank and borrow it. So, I went to the bank the next morning and they turned me down. I threatened to move my $9 to another bank, and that didn’t phase them either. Then I went to another bank, and another bank… Long story short, I went to 23 banks and loan companies before the last one took a chance on me, and loaned me the money.

David Laroche: Wow!

Jim Britt: Over the next 12 months I don’t even know how I lived, but I lost everything: both of my vehicles had been repossessed; all of my furniture had been repossessed; my home had already been foreclosed—it had a notice on the door from the sheriff saying, “You’ve got to be out in five days by a order of the sheriff.” I had no place to go; I had no money; I had nothing, but I wouldn’t quit… I wouldn’t quit. I knew I was going to get rich in that business. As a result of it, of me not quitting, the next five days before I was on the street a series of miracles happened. The first one was—somebody from the company came and visited, and taught me what I was doing wrong because nobody had ever trained me; I was just, blindly, going out trying to build my business. He gave me a handful of things that I needed to do every day, and if I do those things, I’ll make money.

David Laroche: What is it?

Jim Britt: And if I don’t do them, I won’t make money.

David Laroche: What was this advice?

Jim Britt: Well, one of the major things — a lot of them related, specifically, to that business – but he said, “Once you’ve decided what you want, everything you do from that point forward is going to move toward that or away from it. Once you’ve decided what you want, you need to focus on helping other people within your group get what they want, because if you can make them successful, your success is automatic.” So, that clicked with me and the very next month I made $2,500 which was back then a lot of money. I mean, that was not quite a year’s wages at the factory; $2,500 was a lot of money. And during those five days, too, I had another opportunity presented to me that provided me with a car to drive, a three-bedroom apartment furnished to live in, $300 a week in my pocket, and I took it not knowing if I could even do it. So, during that five-day period I had everything I needed: somebody taught me what to do in the business; somebody gave me a car to drive; somebody gave me a place to live; somebody gave me furniture where to live and I made $2,500. Then, the next month I made $6,000; the next month I made over $12,000; within six months I was making $40,000 a month. By the end of that year, from the time the notice was on my door, I had just under a million dollars in the bank. So, it can happen pretty fast.

What I learned from that is that once you’ve decided what you want — I mean, it needs to be a decision that is so strong that there’s no option, and that’s where I was. I didn’t have an option—I would not go back to the factory; I was not going to go back and pump gas. I, certainly, was not going back to pick cotton. I knew that there was no option, so I just kept moving forward. As a result of it, it happened. Looking back, I learned a lot of things.

David Laroche: It’s a great story. I love that.

Jim Britt: Yes. A couple of years ago I did interviews with 12 self-made millionaires, mega-millionaires, and one billionaire. As I’m listening to these 12 people — To qualify for the interview they had to have started with nothing, like I did. I mean nothing or below nothing. A couple of them were homeless before they started and different things, and they all were worth mega-millions. As I’m listening to them in the interviews I discovered that we all had the same traits in common.

David Laroche: Cool.

Jim Britt: Like a half a dozen traits that I believe…

David Laroche: What were these traits? I love that!

Jim Britt: I’ll give them to you. If you follow these, in my opinion, you cannot not be successful financially, but you can also use the same traits to accomplish anything you want. It could be losing weight, getting healthy…

David Laroche: We can change the focus.

Jim Britt: Use the same traits for anything—having a better relationship, excelling in your business, excelling financially. You can use it to accomplish anything you want in your life. Most people have used it to a degree; they just don’t know they’re using it, and they use to a lesser degree instead of a greater degree. So, if you want to accomplish big things, it’s so much easier than accomplishing small things. I was coaching somebody yesterday and he said, “You know, I’m broke. I don’t know what to do. It’s just draining me.” I said, “Of course, being broke is so much harder than making money.” And I said, “Why do you choose being broke? Because you’ve got a struggle; you use your mental energy all the time; you’re trying to figure things out; you’re trying to pay the bills; you’re focused on all of that and you just keep creating the same thing. You’ve got to change your focus. If you want to do well financially, you’ve got to change your focus.”

So, the first thing that I discovered was — The first trait is that if you want to change –– and and these are simple things – if — if you want to change you have to have a desire to change.

David Laroche: Yes.

Jim Britt: It may sound simple, and most people have a desire. I had a desire when I picked cotton; I had a desire when I worked in the factory; I wanted something better… everybody does, most people anyway. Even people living on the street, some of those want something better. Some have gone so far down that they can’t feel anymore, so they don’t think outside the grocery cart that they’re living with their belongings, but most people do have a desire to change. The problem is though—you hear an interview like this; you get the six traits that you need; you go to an event; you go hear Tony Robbins; you go hear somebody that is going to motivate you to accomplish more; and you spend two days; and you get revved up; you get excited about changing your life; you’ve promised your significant other if you go, that this is going to be the answer. When you come back you’re going, “I’ve got the answers! We’re going to get rich. We might as well buy the new house. Let’s get the new car; let’s get a yacht… because I’ve got all the answers!” So, you’ve, kind of, triggered that desire. Then, you can’t sleep that night when you get home—you’re so excited; you can’t wait for Monday morning. And then you get up on Monday morning and you do nothing; you go static; you go back into your old ways because the pain of implementing what you just learned is greater in your mind than staying where you are.

David Laroche: Than the desire.

Jim Britt: You’re going, “I’ve got to take a risk.” It’s like I was coaching one person and I said to him, “So, what’s the one thing, negative, that pops up all the time?” He said, “I complain a lot.” I said, “Why?” “Because I don’t want to take responsibility and I don’t want to take a risk.” So, I said, “You would rather complain so you justify why you’re not doing well.” He said, “Yes.” See, that desire to change sinks back into doing nothing so you don’t feel the pain of having to stretch and grow, but you have to have the desire. So, that’s step number one.

Step number two is—you have to make a decision that doesn’t allow for anything less. So, if you want to be wealthy, for example, it doesn’t allow for a mediocrity. If you want to be a thin person, that doesn’t allow for being fat because you made a decision to be a thin person. If you smoke cigarettes and you want to quit, you don’t say, “I want to quit.” You say, “I’m no longer a smoker; I’m a non-smoker” which rules out smoking. But if you’re trying to quit, that doesn’t rule it out. You see, you’ve go to make that decision and that’s how people change. And we all do it, but we don’t do it intentionally. That decision has to be so firm that there’s no option, because success and failure, wealthy and poor or wealthy and mediocrity those are both decisions. So, if you say, “I made a decision to be wealthy, but I ended up being mediocre.” — No, you made a decision to experience mediocrity, because it’s a series of decisions that changes you. You say, “I’m going to be a millionaire.” Then your mind goes, “How are you going to do it?” Then you’re going, “I don’t know how to do it” and you’re already off track; you’re already over here. So, it has got to be so firm that you have no other option… there’s no other option. You can’t sink back in and say, “I’m just going to get a job.”

I remember having that thought one time going through a struggle “I’m just going to go get a job” and about five minutes later I’m going, “No, I’m not. I can’t.” I’ve had times during years where I lost a lot of money and businesses, and everything almost went upside down. You just look at it and you spend about a day thinking, “Oh, what am I going to do?” Then get up the next morning and you hit it, and you recreate it. That’s what people do; that’s what successful people do; that’s what people who are committed to things do—they get the job done. They don’t know what to do; they just keep going until they figure it out or go get some counseling in some place, some mentor, somebody that knows more than they do. A good friend of mine used to say that “Your income is the average of the five people you hang around the most.”

David Laroche: Yes, I love that.

Jim Britt: That’s powerful when you think about it.

David Laroche: I love that because I used to be with beginners.

Jim Britt: Yes. Well, think about it—if you want to make $100,000 a year and you’re making $35,000, and everybody around you is making $35,000, and that’s all of your friends, and you do everything that they do, and you hang around them, what do you think your chances of making $100,000 are? I mean, unless you break out of that, there is not much chance, because you’re getting input. But if you start stepping up and — I’ve made it a point to — I’ve got at least five billionaire friends — so, I’ve made it a point to have rich friends. I like to hang around them; see what they know. I’m not a billionaire, but you know what? I can learn from them. So, you’ve got to be open, and hang around where it’s better, but you’ve got to make that decision. The problem that most people have is they make the decision and they let their mind take over, and go to work on them. They don’t make a firm decision that doesn’t allow for retreat; that’s the key. The first thing that most people think is “How do I do that?” “I want to be wealthy? Okay, how do I do that?” That doesn’t matter.

David Laroche: I take the commitment “I will…”

Jim Britt: Once the commitment is there, you’ll figure it out how, but if you try to figure out how before you make the commitment, you’re focused on the wrong thing. It’s like setting a goal. I haven’t written down a goal for 35 years, and the reason is because it doesn’t work. I mean, why do you need to write it down? You’re going to forget it? Here’s what I do—I make the decision that I’m going to do something. Now the goal is the steps in-between… the steps in-between like “I want to be a famous author.” Okay, then the first step is—write a book. The second step is to do some promotion and write on through; find a publisher… whatever you’re going to do. A lot of people try to figure it out before they make the decision. No, you make the decision, then figure it out, because the answers will come to you.

David Laroche: When you are committed.

Jim Britt: My newest book coming out — I’m not sure of the title yet; I think it’s going to be called, “The Tower of Babel.” Not sure yet, but that’s what it looks like.

David Laroche: When it will be finished send me an email—I will put the book below the video.

Jim Britt: Okay. A lot of people apply, or try to apply, what’s known as the “law of attraction”, and that doesn’t really work. Actually, scientifically, through Quantum Physics you can prove that it can’t work; there’s no way it can work. But a lot of people still think it does. They think if they make the decision to have something, they’re going to attract the things to them that are going to fulfill that decision. When in reality what happens is—when you make the decision to have something, your view of the world changes… opportunities that you didn’t see before because you didn’t need those opportunities, because you haven’t made a decision to have it. So, once you’ve made the decision your view changes, and the view people have of you changes. That’s how you accomplish things—you take action. If the law of attraction worked, then I could decide to have a hamburger, and it would appear on my table here along with the soda and the French fries. People would say, “That’s not realistic.” Well, neither is the law of attraction. I used to teach the law of attraction until I discovered some things about it a few years ago that really don’t work. If you ask — in fact, I have… many times — 3, 4, 500 people in a room, “How many of you believe in it?” All the hands go up. Then I ask, “How many can actually say that is has worked for you?” I almost never get hands raised… a few here and there. But then when you question them….

David Laroche: They take actions.

Jim Britt: It’s really all about the decision. Decision is so powerful once you have it, because it determines how you show up; it determines how people show up for you or you show up for people. It determines your mindset; it determines everything. Without it you get nothing. That’s a second trait—that wealthy people make decisions. They will change them if something is not working, of course, but they’re not going to jump around. I see people going from business to business, to business… ten businesses at one time. That’s okay if you made one of them work and you go to another, and make that one work, and go to another and make that work. But if you’re trying to do all ten at once…

David Laroche: A crazy dog.
Jim Britt: And it’s usually out of fear they’re doing that because they can’t get one to work, because they haven’t decided. They’ve made a whole bunch of little decisions that mean nothing. So, you’ve got to focus… you’ve got to focus.

David Laroche: So, it’s easier to do a few, little decisions than taking one decision and follow that.

Jim Britt: Yes, yes. They think those little decisions are getting them there, but if they haven’t made the BIG decision as a foundation, then the little ones don’t mean anything. You show me somebody with ten businesses trying to make them all go at one time; I’ll show you somebody that’s broke.

David Laroche: I would love to know the third trait of successful people.
Jim Britt: Okay. Well, as we said the first two is having a desire to change and making a decision to change. The third one — the third and the fourth, kind of, tie together — but the third one—if you noticed that successful people are very bold people; they’re willing to do things that other people aren’t willing to do. They’re willing to step up and say — If you look at the tallest building in the world in Dubai—it’s just over a half of mile high. For somebody to step up and go, “I’m going to build a building that’s half a mile high” I’m going, “Are you kidding me?” But they did, and it’s standing. You’ve go to be bold; you’ve got to step up and do things not recklessly, but bold, because in this world there are people who will run over you if you’re not. You’ve just got to get up there and get it done. My philosophy is simply this—Say “Yes.” Figure out “How.” Say “Yes” and figure out “How.” If you see an opportunity that you think would make you money or whatever is you want, say “Yes, this is what I’m going to do” then figure it out. And that’s what happened with my second opportunity during that year that I made all the money. I got introduced to a new opportunity that came out of nowhere. I went to deliver a five-gallon container of carpet shampoo to a customer that owned an apartment complex. That five-gallon delivery is what got me the next opportunity, and it came out of nowhere.

The opportunity was to be the foreman and run a construction site to build a 52-unit apartment complex from scratch, from the ground up, and all I had was the blueprints and nothing else. The problem was I didn’t know how to do it; I had never built anything before. I worked on a construction site cleaning up during one year in my freshman year of high school for this guy, and I would do little repairs, stuff like that. So, he thought I was pretty good, pretty smart. I did do a few things, but I learned by watching other people doing it; I didn’t really know how to do it. I certainly didn’t know how to build a 52-unit apartment complex. You know what, I built it and it’s still standing. And I said, “Yes” and I figured it out. I didn’t tell them until 10 years later that I didn’t know what I was doing, but I figured it out. I figured, “Well, you get on the phone, you call a construction company.” And I said, “I’m going to build a 52-unit apartment complex. What do I need to do first?” They go, “Well, you need a property.” “I’ve already got property.” “Well, you need to have the plans.” “I’ve got the plans.” “You need a permit.” “I’ve got the permit. Where do I go now?” And they would give me two or three things that I needed to do. Then, they would start saying, “When can we come up and meet?” I would hang up on them and call the next one, and start with this one left off. I also learned that the building inspector will keep you on track, too; they won’t let you put a roof on before the walls are upright, but I built it in record time. I built 52 units in eight months, and they gave me a year to build it, and there were some big bonuses… So, the philosophy is—don’t try to figure things out. Say “Yes” and that’s bold when you do that, when I said, “Yes, I’ll do it.” A part of it was desperation because I needed money; I needed a place to live; I needed a vehicle to drive. But a part of it was “I’m willing to say ‘Yes’ and figure it out.”

I started a chain of health clinics years ago, and a guy told me that he had already tried it, and he failed. He said, “I had one in San Francisco exactly what you’re trying to do. I’ve got $1,600 in volume in one year.” I said, “Well, obviously, you don’t even know how to get the people in the door and I do.” But I didn’t for sure; I just thought I did. Well, that turned into 26 clinics across the country.

David Laroche: Wow!

Jim Britt: And they are all very successful. You’ve got to be bold, if you’re going to get ahead in life. That ties into the next component, the next trait—you’ve got to be willing to step out of your comfort zone, because here you are and here is your comfort zone, and out here in some place is this thing that you want, and you can’t get out of there without stepping across that line in some place. Again, people look at the pain of change, but anything you do, whatever it is — I don’t care if it’s lifting weights in the gym — you’ve got to push yourself. My greatest fear was getting up in front of people and speaking.

David Laroche: Yes, we will talk about it just after that.

Jim Britt: Yes, it was the biggest fear I had; I was terrified. I mean, it would be a better word for it—terror. I didn’t want to do it, but I pushed myself and I forced myself. During a five-year period I put the word out to my salespeople that I would go do speeches for them to sell tickets to seminars, and I did to the tune of about three a day, for about five years. At the end of five years I was still terrified, but every time I would speak to a group I would walk out, get by myself, and I would ask myself, “How did I do it? How could I have done it better?” Until one day I walked into a group in Park City, Utah, about 400 people in the room, and my thought was — When I walked in the doors, instead of being nervous like I usually was, I said, “Let me at them.” So, no longer nervous, and that’s been years and years ago. I know speakers today that have been speaking for 25 years and are still nervous when they get up and speak. I got to the point where I understood what caused that and how to eliminate it.

David Laroche: How can we eliminate the stress?

Jim Britt: Well, there are two things that we’re looking to do when we get up in front of an audience. Number one is—you want their approval, and when you need their approval, you get none.

David Laroche: You are lost.

Jim Britt: The other thing is we want to control; we want to control the audience, and when you need control, you’re out of control. What happens is when you’re trying to control, you’re coming from here. You manipulate and you’re trying to think about “How can I control the audience? I’ll tell a big joke. I’ll do this. I’ll do this to get the audience moving. And I want them to like me, too. So, I’ve got to do things to make them like me.” So, it’s a combination of control and approval. But if you let go the need for control, you’re in control and you start speaking from here versus here. If you let go the need for approval, you get approval, because you’re speaking from here. Those two things really govern most negativity that you’re experiencing in your life. Everything, really, that’s not working in your life, culminates back to those two things—the need for approval and control. It’s like I asked a guy that has said that he liked to complain, to justify why he’s not doing well. I said, “Is that a need for approval or control?” He thought about it for a few minutes and he said, “Approval.” It’s always is — I don’t care if it’s a messy office or whatever it is — it’s always something. You have a messy office; you’re late for an appointment and things like that. That’s a need for — You say, “Well, how would I want approval for being late?” Well, because you get recognized for being late. You know you’re five minutes late and the people are waiting on you. They expect you to be there; they’re holding the meeting, so you’re the center of attention. Those things are really critical and looking at those things in your life, really, not just in speaking, and stepping out of your comfort zone. If you look at your life, the person you are now can’t have the things that you want. You’ve got to become somebody different to have those. It’s like saying, “I want to be a famous speaker.” Well, you can’t have that. You’ve got to step out of your comfort zone and become somebody different.

If I had been interviewed 35 years ago like I’m being interviewed now, I would have, probably, not known what to say. You become somebody different as you move along and progress; you develop confidence. All of that is a step out of your comfort zone every time. I’m just going to say that if — whoever is watching here — if you’re comfortable, you’re not growing; you’re stuck.

David Laroche: So, you have to constantly look for opportunities to do something that you don’t know in order to grow.

Jim Britt: Yes, whatever you’re doing. If you’re in a business –whatever it is — and you’re looking at business like I did in the speaking business, and I was in the business of promoting seminars, initially. So, my greatest fear was speaking. I had to confront that in order to make progress and move ahead. That’s really what you’ve got to do, and almost every business is like that. You’ve got a fear of doing something—well, you need to confront that and get it done. That way you’ll move past it. That’s a fourth thing—stepping out of your comfort zone. Successful entrepreneurs, wealthy people take action.

David Laroche: It’s the fifth step?

Jim Britt: Yes, the fifth step. You’ve got to take action, and that probably should have been an earlier step after you made the decision, but still you have to take action. Nothing happens without action… nothing. You’ve got to move on it. A lot of people will spend all their time getting ready—“I can’t do it yet. I don’t have my business cards printed.” or “I don’t have my… this or that taking place. I don’t have my business plan.” No, take action on what you can take action on now, and figure it out as you go. In today’s world, if you spend too much time figuring things out before you take action, somebody else will take action in front of you, and you’ll be the second or the third place.

David Laroche: I had the idea.

Jim Britt: Yes, you think you’ve got the idea; somebody else has got it already. The just haven’t taken action on it yet, but they will. You have to do that, and when you take action, of course, you get confronted with your comfort zone, again. When that comes up in your face and you feel that fear, and fear…

David Laroche: It was amazing the first time I did an interview in English for me. I was terrified. It was by Skype and I was terrified to do that in English.

Jim Britt: A fear of stepping out of the comfort zone is really — Fear is your imagination making up an experience of what’s going to happen in the future; it’s not real.

David Laroche: Yes, it’s in your head.

Jim Britt: But it’s also based upon past experiences. So, you’re bringing the past into the present and trying to figure out how you can not have to confront it. When in reality — The point I’m going to bring up next is probably the most important point of all. Most people don’t, consciously, know they do this, but some do it. We all do it to a degree. I was on a panel with several entrepreneurs at a big event, and I was asked “What’s the one thing that you’ve learned and applied in your life that’s been the most life-changing, the most beneficial to you in your life and your career?” I didn’t even have to think; it was right there in one second. I said, “Learning to let go… learning to let go.” Then, I went on to explain that. Letting go is like letting go a fear. You can confront it, push against it or you can recognize what it is. What happens is — And this is really critical for success. I have a whole program called “The Power of Letting Go” and it’s powerful. One of the concepts is that we get caught in what I call an “addictive cycle” and we’re, actually, addicted to who we are and what we have, and the experiences that we’re going through, because we believe that that’s who we are. The way that works is you start out with an experience—you grow up poor; you grow up in an abusive family; you grow up with an alcoholic parent or whatever. That creates experiences for you, and some are good, some are bad. The good experiences are the ones you want to keep… the good “addictions” you want to keep. People say, “Am I really addicted?” I say, “Yes. If you get up in the morning, every morning, and you have to figure out how to put your pants on — you pick them up and you go “How do I do… ho do I do this?” — it would be a little inconvenient. Or if you try to figure out which hand to brush your teeth with or you get in your car and you go, “How do I drive this thing? What’s this for? That’s the key. Where do I put it?” That’s all addictions that we have…

David Laroche: Automatic.

Jim Britt: … but positive ones—you put the key in; you turn it on; you’re off and running. We don’t have to think about it. We drive down the road—we don’t’ even think about it anymore. We know how to keep it between the lines because we’re addicted to that. It’s a habit that we’ve developed, if you want to look at it that way. But there are so many of them that are negative, because an experience creates a feeling. So, it goes in a cycle. You’ve got the experience—maybe it’s a traumatic experience that happened to you in your life; maybe you’re abandoned; maybe your parents died; maybe you lost all your money; maybe… whatever. Or it could be a series of little experiences that every time you experience that you start to feel that, and you don’t like the feeling, so you stuff it, push it down. And a feeling influences how you think—how you think about yourself, how you think about the world… “It’s hard to make money. It’s hard to do this. It’s hard to keep relationships together because my parents didn’t. I saw my mother married five times or whatever.” All of those things are feelings that cause you to think, and as you start to think in those terms, you start to believe that; you start to believe it to be true. A belief is something — The interesting thing about a belief is that all of them are false; none of them are true. It’s something that you have decided it’s true.

David Laroche: Yes.

Jim Britt: And people say, “I’ve got a class for two days on how to change a belief.” You can change it in 30 seconds, why spend two days? Make up something new. You made up that belief—make up something new. It’s like a path in the field. If you look at a path, it’s a beaten path because you’ve been on it every day of your life over and over, and over. You think, “I don’t know how to get off this path because over here it’s tall grass and something might bite me.” I’ll tell you what—if you move on a different path and you walk it a few times, pretty soon you have a path over here, and that one is growing over. See, that’s where the decision comes in. So, a decision is a belief. You make the decision and that changes what direction you’re going. Instead of going through all the mental gymnastics of trying to change a belief, just make up something new. They are all false anyway; it’s just something you’ve decided is true.

The belief is something that we, unconsciously, will defend to the death in some cases; we will defend what we believe in. Just like if the person believes that money is hard to earn and he can’t get out of this trap, and he’d rather complain instead, then that complaining is the justification for not changing the belief. It’s also the justification that money is hard to get. “Money is hard to earn; that’s why I complain. So, I complain because money is hard to earn, and money is hard to earn because I complain.” See, it’s a “Catch-22.” Then, the belief influences how you behave; it influences your actions basically, because if you believe it’s hard to get, you will make sure that you don’t get it. You will fight to the death defending that belief that “money is hard to get.” You start listening to people when they talk and they come up with some justifications—“Economy is bad…”

David Laroche: “I’m too young.”

Jim Britt: “The world is mean and ugly” – — whatever it is – “No– “Nobody has any money.” All of that stuff is justifications based upon what you believe, but there are people getting wealthy in a bad economy. Why? It’s because they believe they can, and they take action accordingly. If you believe you can, you’ll take action accordingly. The action will create a result, like proving to yourself and people that you know around you that what you believe it’s true.

David Laroche: It’s possible.

Jim Britt: And the result creates an emotion that feeds the original experience. It goes in the cycle—experience, feeling, thinking, belief, action, result, emotion back to the original experience. So, you just keep going in that cycle over and over, and over. It actually releases neuropeptides in your brain, just like being addicted to a drug; it’s no different. A drug addict says, “I know this is bad for me; I’m going to quit.” So, they quit and then something happens that triggers their emotions, and they say, “Well, just a little shot of heroin. This is the last time though.” And they do it because they’re addicted. It doesn’t mean they can’t stop if they make a decision to. It just means they won’t stop until they make a decision to. So, everybody is addicted to something. Some people are addicted to success to the point that they are unhappy. So, it’s looking at all of these addictions because that addiction becomes just like a drug addiction. You’re going, “I know, this time I’m going to be successful.” But the old belief creeps in and goes, “No, you’re not, because you’re caught in that cycle.” So, learning to let go, and the two things we just talked about — the need for approval and the need to be in control — those two things… it’s, kind of, the beginning point to breaking that cycle. There are so many other ways to break it. I mentioned in the beginning that every action you take is going to move you toward what you want or further away. It’s another way to break it—you make choices; you become more observant of yourself; you observe what action you’re about to take, and “Is it something that’s going to move me toward what I want?” Now, if you haven’t decided what you want, it doesn’t matter what action do you take, because you’re just going to stay in that cycle. But if you want to get out of it, you’ve got to decide and then you’ve got to observe yourself and make sure that the actions you’re taking — An action could be a thought, a feeling, an emotion, a behavior. Any of those things could be an action—a belief that you have that’s holding you there. I would say challenge those beliefs; challenge them and say, “How did I come to believe this? Who taught me to believe this? What if they didn’t know? What if it’s not true? And more importantly who would I be without this belief? Who could I be without it?” That’s critical.

David Laroche: Yes. So, there are five steps… five traits. Do you have other traits? Yes?

Jim Britt: Six traits.

David Laroche: Okay.

Jim Britt: Desire, decision, bold — be bold — step put out of your comfort zone; take action and learn to let go… those things. If something hasn’t worked — A friend of mine passed away recently at about 84 years old, and I knew him from the time he was about 65 to 84. He lost a couple of million dollars… only two million dollars. He lost with some scam in one of the Virgin Islands where they built some condos; so he lost all of his money. And every time you talked to him, every time you met with him, every time you saw him, every time anybody saw him, that’s all he talked about. It was how much money he lost, and he would be so much further ahead if he had not lost that money. See, that went on for 19 years. If he had just let that go and moved on, he probably would have lived longer for one thing, and certainly would have made more money. But he was always broke, and the reason he was broke—“because they took him for his money.”

David Laroche: Is he Jerry Clark?

Jim Britt: Pardon?

David Laroche: Jerry Clark? He’s not Jerry Clark?

Jim Britt: No.

David Laroche: Okay.

Jim Britt: That’s what people do sometimes—they just stay in that cycle and don’t break out, and it leads them right back around in the same circle over and over, and over.

David Laroche: Yes.

Jim Britt: So, it’s a conscious thing… just being conscious of what you’re doing. But you can use the same six things to accomplish anything you want.

David Laroche: Everything, yes.

Jim Britt: Somebody says, “I want to lose 50 pounds.” Okay, you’ve got the desire to do it; make a decision to do it; you’ve got to be bold and do things that you don’t normally do; step out of your comfort zone; maybe do some juicing or whatever.

David Laroche: Great.

Jim Britt: You’ve got to let go all your things; you’ve got to take action… all of those things. Whatever you want in life, if you apply those six things, you’ll have it. If you don’t, you won’t; it’s that simple. If you take a look at anything that didn’t work for you — you pick up one of those things that you didn’t do — I guarantee you, if look at what has worked for you in your life, you’ll see those six things right there, every one of them.

David Laroche: I love your six traits. It was a huge answer! I love that. I have other questions for you. Just before that I have an idea for the card…

Jim Britt: How old are you?

David Laroche: 24

Jim Britt: Good time to get started.

David Laroche: Your story was very inspiring for me. I love your story.

Jim Britt: I was about 24 when I got introduced to Personal Development.

David Laroche: Yes, it’s great! It would be amazing for you to see me, to see Tony Robbins… Generation Y.

Jim Britt: Tony was an interesting progression of what he did.

David Laroche: How old was he when you met him?

Jim Britt: He was a big guy; he is still. He was just over 18 when he went to work for me, six-foot-seven. He presented himself pretty well, initially, but not great. His size really worked for him; he was intimidating. I worked with him on presentations.

David Laroche: Let’s continue with the presentation. My first book, at the age of 18 years old, was “Unlimited Power” and I was shy at the age of 15 years old. I started to grow by doing small steps every day to go outside my comfort zone. I believe a lot in doing that, but it was long. Then I started to discover Tony Robbins through “Unlimited Power” and I started to read a lot of books. I would love to know—what did you do with him? What did you teach?

Jim Britt: A lot of what was in his first book — he might not admit it — but a lot of what’s in his first book was stuff that he learned from me and learned from Jim Rohn in a little different way. He had been there for about five years, and right after that is when he started in his own direction, and his first book came out. So, I could recognize certain things in there.

David Laroche: Yes, I read — I don’t know the English title — “Prosperity Strategies”, maybe something like that, by Jim Rohn.

Jim Britt: Oh, yes.

David Laroche: I don’t know if it’s the English title, but reading that it was amazing to see the parallel with Tony, and also the work of Grinder and Bandler. I think it’s a good mix.

Jim Britt: Yes, Tony was good at learning. I remember when he first came there I gave him the first book I’ve ever read in Personal Development…

David Laroche: What is it?

Jim Britt: … which was “Psycho-Cybernetics” by Dr. Maxwell Maltz. The first time I got that book — it was given to me — I opened it up and I read about two pages. I remember standing in my kitchen and the trash was across the room, and I said, “What a bunch of garbage!” and I threw it in the trash. About ten years later myself and two other fellows, actually owned the rights to “Psycho-Cybernetics” and I was the President of “Psycho-Cybernetics International.”

David Laroche: You are?

Jim Britt: I was. Then we sold it later. But I read the book 30 times in 30 days. The first time I had it introduced to me I didn’t read it, and later I read it and I went, “Wow, this was a great book!” I gave Tony that book one afternoon. He came back the next morning and he had already read it, the whole thing. He stayed up all night reading the book. That’s who he was—he absorbed material. He can absorb it; make it his own and go work it. He’s very brilliant.

David Laroche: Yes. We were talking about the fact that you helped him with public speaking. What did you…?

Jim Britt: We had presentations that we did. We designed presentations that you would go out to sell tickets. I think one of the great things about somebody selling self-improvement is you’ve got to develop your speaking skills to be able to do that. It’s not something easy to do, but you’re selling an intangible product. So, you’ve got to be able to handle an audience to be able to do that. Tony was a quick study. He did it quickly, and he was good at it—one of the top salespeople… very quickly. We had to refund a lot of what he sold because he would just overpower people and high-pressure them, but then he calmed down and he became really good… really good at what he did. Those presentation skills… I think he still uses some of that today. I see on his website different things that he had learned back then. You know, it’s a complement to look back and say, “Well, I had some guidance there that helped him affect a lot of people.”

David Laroche: For example, I do speeches and I will do speeches in English. Let’s say I work with you. What could be your advice on how to be very powerful in doing speeches and sales?

Jim Britt: I think one of the things that I learned at an early stage was—what are people looking for? What are they going through? There is only about a half-dozen problems in the whole world that people have. Your problem, you probably think is unique to you. My problem I think is unique to me. But in reality whatever problem I’m experiencing, there are about a billion people experiencing the same thing. It might be lack of money; it might be a broken relationship; it might be some spiritual thing. There are only a handful of problems. Once you understand that and you make a presentation, the thing you want to do is connect with your audience. So, you’re always asking yourself, “How do I connect?” You connect from here and you don’t connect from here. If you spend too much time planning and rehearsing — I was on a speaker group in LinkedIn recently, and a lady says, “How do I get rid of this nervousness? I’ve rehearsed and rehearsed, and rehearsed.” I said, “Stop rehearsing, and just get up and talk.” “Well, what do I say first?” I said, “It will come to you. Just get up and talk. Of course, you want to know what you’re going to talk about. You know, rehearsing is mental. You’ve got to connect with people from here.” A lot of it is learning to tell your story, learning to tell where you came from. Tony tells his story. He learned telling his story back when we used to tell him to “tell your story.” When you tell your story, you’ve got to connect with people. When people hear my story, they go, “Wow!”

David Laroche: Wow!

Jim Britt: “If you can do it, I can do it.” That’s what you want. Whatever your story is, learn to tell it. If you’ve got 30 minutes to speak, you’ve got to tell it in two or three minutes. If you’ve got a day to speak, you tell it in 15 or 20 minutes, or 30 minutes. You can lengthen it out; you can do different things with it. Knowing your story and knowing how…

David Laroche: So, do you think you can connect with people in two minutes by telling your story?

Jim Britt: You can, yes.

David Laroche: Yes.

Jim Britt: It’s more difficult.

David Laroche: What do you say — for example, for you — in three minutes about your story?

Jim Britt: I might just say, “I grew up in poverty pretty much. We didn’t have much money. I had dropped out of high school in 10th grade. Early in life I picked cotton. Anybody here has ever picked cotton? Then I graduated from there to gas station, pumping gas. I had no place to go, no education, no business background. I worked hard, but working hard wasn’t getting me anywhere.” And people in the audience are going, “Wow, you came from that? And here’s where he is! I work hard and I’m not getting anywhere.” See, they are identifying. The key is what I call “identification.” If you look at your speech like it’s a football field, the first step is identification, and that takes you up to the 40-yard line, but before that they’re not on the field; they’re out here someplace. When they identify with you and go, “He’s just like me! Yes, I can identify with that. Wow, he went through that? I thought maybe he started out ‘with a silver spoon in his mouth’ or whatever, but he went through that!” So, you can tell it quickly, but you have to know what people want— they want to connect with you. They’re saying right up front, “Why should I listen to you?” When you get up front, if they don’t know who you are, there are two things they don’t care about: they don’t care about you; they don’t care about what you’re about to sell them. But they will, if you do the right identification, if you identify with them and get them on the playing field, get them to say, “He’s just like me” or “Yes, I can buy that.” So, you plant that.

David Laroche: So, you can talk about yourself only if you show a parallel between you and them.

Jim Britt: Exactly, you want to show a parallel. If you get up and just talk about you, and it’s just words, and it doesn’t connect, then that’s empty words that have no value. One of my philosophies and keys to speaking is—if it’s not necessary to say, then it’s necessary not to say.

David Laroche: Don’t say. But it’s hard…

Jim Britt: If it doesn’t have a meaning, if it doesn’t have an impact… Jim Rohn taught me — when I went to Jim and I said, “How do I become a good speaker?”

David Laroche: A great question.

Jim Britt: He said, “You’ve got to have something you’re passionate about. You’ve got to have topics you’re passionate about. Find two or three topics that you’re passionate about and go study those; go figure them out; learn how to talk about them.” He said, “Tell your story. Tell me your story.” And I did; it took me about 30 seconds. He said, “Okay, that’s 30 seconds. You’ve go to develop that. You’ve to get it where you can tell it in 15 minutes, in two minutes.” He said, “Become a gatherer of stories.” I said, “Where do I gather stories?” He said, “Everywhere. Your kids… you learn from your kids. You learn from other people. You learn from…” — Just like the guy I coached—that’s a story. He didn’t want to take responsibility; he didn’t want to take a risk; he would rather complain. See, that’s a story.

David Laroche: Do you write these stories every day or every week?

Jim Britt: No, I just remember them… that story that came from yesterday. And he said, “Gather them. They are fresh; some of them are an old story.” I could stand up for two days and tell stories; that’s all I have to do, and they’re all real stories, just like this guy. Telling that story do you think anybody could relate to that?

David Laroche: Yes.

Jim Britt: Say, “How many people are not willing to take a risk or take responsibility, and would rather complain? There’s somebody listening right now that will see themselves in that little comment.” And that’s what you’re trying to do is connecting where you’re pushing your buttons.

David Laroche: In a speech, when do you tell your story? At the beginning…?

Jim Britt: At the beginning.

David Laroche: The In the first second? How do you do an introduction?

Jim Britt: How do I do an introduction?

David Laroche: Yes.

Jim Britt: For myself?

David Laroche: Maybe it’s a different meaning in English. What do you do at the beginning of your speech?

Jim Britt: Okay. Depending on what type of audience I have, I might get up and say, “Have any of you ever thought about how you ended up where you are… positive or negative? Have you ever really thought about it, really looked at yourself and ended up who you are? Well, I recently did and let me tell you a little bit about where I came from.” Then I go back and I start to tell my story. By that time I’ve captured the audience. I know that I’ve captured everybody in the audience, and now they’re ready to listen to me, because they want to know what I know. That’s the key—you’ve got to capture your audience; not trying to control them, not trying to get their approval. Just tell your story, tell a real story and come from here. I see people in the audience with tears running down their cheeks while I’m telling my story; so I know that it connects. It has got to be real; you can’t just make something up. I heard a guy one time, up front speaking, telling my story. Do you think he is effective? No, he was telling MY story. It’s a complement that he copied me, but on the other hand, it wasn’t his story. Yes, you’ve got to make it real.

David Laroche: Yes, it’s a good question for me. When you look at speakers — Do you have a good proportion between your own story — for example, “I did that. I did that.” — and the stories of the people you know? It is your story, but… Do you understand what I mean?

Jim Britt: I blend… I’ll do a blend. Depending again on the audience and what comes up at the time, I might think of a story of something that one of my workshop attendees went through, and how we worked through that, and what they were experiencing, and how we got through that. So, I may use a story like that. Stories are powerful. What I do is—you make a point, tell a story or you tell a story and make a point; one or the other. If you just make a point, make a point, make a point and never tell a story, they may not remember the points. But if you tell a story, they’ll remember the story, and they’ll remember the point based on the story. That makes it interesting, but you don’t want to make your story too long; you want to get to the point. How does that support what you just told them?

David Laroche: Great.

Jim Britt: I’ll go, “Here’s the end result of letting go. For example, a lady who went through one of my courses this, this, this…” and tell that story. It’s powerful.

David Laroche: Yes, it is. When you do a speech do you have a maximum…? A conference for example—what do you think about the length of a conference?

Jim Britt: Well, I do three-day events all by myself.

David Laroche: But it’s more like a seminar.

Jim Britt: Workshops, seminar, yes.

David Laroche: Yes.

Jim Britt: I do two days; I do one day. I typically won’t do a keynote for less than 45 minutes. I don’t really want to do a 25-minute. I just had one in San Francisco—they wanted me to come and speak for a women’s group over there, and they said, “You get 25 minutes.” I said, “I don’t want to do it.” They said, “How much time do you need?” I said, “Minimum 45 or I’d rather have an hour. I guarantee the time will pass fast and they’ll like it.” She thought about it and finally came back around. She said, “Okay, I’m going to do it. I’ll give you an hour.”

David Laroche: Do you think two hours it’s too much?

Jim Britt: They had their guideline about how much they have a speaker speak with their meet-ups that they do. It was a two-hour meet-up, and they allocated 25 minutes for the speaker, and they do other things.

David Laroche: For example, I organize my own speeches, so I have all the time I want. Do you think two hours is too much for concentration?

Jim Britt: It depends on how interesting you keep it. I’ve seen people that were done within 45 minutes, and they probably shouldn’t speak the rest of the day, because they’re not interesting; they’re coming from here.

David Laroche: I tell a lot of stories so I know that my audience is following a lot of what I’m saying.

Jim Britt: You’ve got to listen and observe your audience; you’ve got to read your audience. As I say, some people can do a good hour talk; some of them can go to 90 minutes; some people can carry an audience for a day—they’re speaking all day long.

David Laroche: So, you have to know yourself, right?

Jim Britt: You’ve got to know… You have just got to be confident. I don’t use Power Point; I don’t do any of that stuff. I just get up and talk; that’s it, whether it’s one day or three days.

David Laroche: Great.

Jim Britt: I don’t do any of that because I go in the direction I think the audience needs to go, and if I’ve got a Power Point, I’m going in the direction I think I need to go, and that may not, necessarily, connect with the audience. But there are some things that you can use Power Point for. It’s good if you’ve got an outline to follow and you’re just popping up your topics that you’re going to cover.

David Laroche: I don’t like Power Point.

Jim Britt: But if you’ve got too much on there — and I’ve seen people with paragraphs of stuff written on the Power Points, and they’re reading the Power Point — you’ve already lost your audience. I don’t do any of it; I just get up and talk. Everybody’s always amazed that I don’t use Power Points when I go to speak. “We need your Power Point.” I say, “I don’t have a Power Point.” “Really? You don’t have a Power Point?”

David Laroche: Do you use the paper board?

Jim Britt: White board? If I’m doing a training of some kind — that is “how to train” — that requires that, then I might use a board to just write on a little bit. It depends.

David Laroche: For example, for a one-hour speech how many points do you think you can approach? For example, you gave me six traits. Do you think ten will be too much, three too little?

Jim Britt: It depends on how much time you want to spend on them. I can take those six traits and create a day out of it, and make it interesting.

David Laroche: For example for one hour.

Jim Britt: But for one hour… I would use those six for one hour.

David Laroche: And you tell a story for each one?

Jim Britt: Yes. It could be multiple stories for each one.

David Laroche: Each point, each story. Do you prepare it?

Jim Britt: I either tell a story or I make sure that I’m hitting the audience right between the eyes. You’re right here. Just like having a desire is a first step, one of the first traits, but then people relate to going to seminars, getting motivated, getting up next Monday morning, and doing nothing. They all relate to that. So, that’s kind of a story.

David Laroche: Yes, it’s short.

Jim Britt: It’s short, but impacting because they’re going, “I’ve been to ten seminars this year and I haven’t done anything with any of them.” I’ll say, “I’m going to show you why you haven’t.”

David Laroche: How do you prepare your speech? Do you prepare each story? How do you do it, for example?

Jim Britt: No.

David Laroche: How do you prepare a speech?

Jim Britt: Sometimes I don’t; I just get up and start talking.

David Laroche: Because you know your topic?

Jim Britt: Yes, and I may think, “Well, I’m going to talk about the power of letting go.” So, that may be all I know that I’m going to talk about. And I get up and I start, and I just get into it, because I know it so well. I might talk about the addictive cycle; I might talk about something totally different; I might lead the audience through a “letting go” process or something like that. Initially, what I did was — If you’re going to prepare a speech or an all-day seminar, it’s kind of like writing a book. When you write a book, you’ve got, let’s say, 12 chapters. Well, what are those chapters about? “I’m going to write about this and this, and this, and this, and this.” So, you’ve got your topics. What are you going to put within those chapters? “I’m going to do these six things within that chapter, and these 12 things within that chapter.” So, those are the subtopics of that chapter, and it’s the same way with a talk. You can get up and go, “Okay, I’m going to talk about desire, stepping out of your comfort zone, that type of thing…” You’re going to talk about these five or six things. Then you may have subtopics or you may just let it wing it, and see what comes to your mind when you’re up there talking about it.

David Laroche: And for each one do you follow a process? For example, a story, a point, an exercise…

Jim Britt: I usually do a point and then a story. I, usually, just tell the point first, and tell the story most of the time. Sometimes I’ll tell the story to make the point, but make sure that the two of them are together. I do that so people will — I’m grabbing their attention and getting them to listen, and getting them to remember, and getting them to take notes.

David Laroche: Why don’t you do first the story then the point?

Jim Britt: Sometimes I do. Sometimes I will tell a story first, and then make the point.

David Laroche: And how do you choose?

Jim Britt: I really thought about it. When I tell my own story, I tell the story and then come back to make the six points that I learn from my story.

David Laroche: Yes.

Jim Britt: But during that story I’m also talking about the decision I made, the desire I had, my willingness to go out and do it, to step out of my comfort zone to the point of losing everything.

David Laroche: Take action.

Jim Britt: Being bold… I talked about all of those things in my story without telling them. Now, I come back and tell them, the points, and they relate it back to the story.

David Laroche: So, it’s a story, a point, a story, a point and a story. Do you do exercises?

Jim Britt: If it’s a one-day or more then I’ll do some exercises.

David Laroche: But not for one hour.

Jim Britt: No, I don’t do it any exercises. I might do — In “Letting Go” I might take them to a quick little process. I might go, “Everybody think back to something that happened to you in your life, negative, as far back as you can think… something negative that happened.” And I usually give them about five seconds. I say, “Everybody got one?” And the audience is going, “Yes” because you always remember that one big thing that happened. I say, “Now, let me just ask you. Don’t tell me what it is; tell me how long it’s been since you’ve experienced that.”

David Laroche: So, you ask questions.

Jim Britt: Yes. Then somebody will go, “Five years.” Somebody will go, “Twenty years. Thirty years. Ten years. Three days. Sixty years.” I mean, you get all across the board. And I said, “Now, let me ask you this—how long did it take you to tap into that story?” Five seconds is what I gave them. “Everybody got one? Anybody that didn’t get an experience?” No hands go up.

David Laroche: Great. I love that.

Jim Britt: “Now, if you can tap into it that quickly, it’s still there; it’s still affecting you. It’s okay to remember something, but if you’ve got the emotional charge on it, it’s controlling your life in a lot of ways. Let me just ask you—do you like feeling that way when you’re tapped into that? Is anybody here who likes feeling what they felt?” “No.” You see some people with tears in their eyes because they went back to that thing. I’m going, “Okay, so you don’t like feeling that way. Next question is do you think it supports you in accomplishing what you want in your life? Anybody thinks it supports?” “No.”

David Laroche: So, you ask a lot of questions during your speech.

Jim Britt: Yes. “Next question…” — it’s just a little process I’ll take them through — “Next question is—so, you don’t like feeling that way. You don’t think it’s going to support you. Would you like to get rid of it? Would you like to let it go? Anybody hear who doesn’t want to let it go?” No hands, so I’ve got an agreement all the way through.

David Laroche: You ask people to raise their hands, right?

Jim Britt: Yes. “Raise your hands if you want to hang on to it. It’s okay; there’s no judgment here. If you want to hang on to it, you can hang on to it.” I don’t get any hands and say, “Now, the next question I’m going to ask you — I don’t want you to answer it just yet, until I explain it — the question is are you willing to let it go? Are you really willing to let it go? The reason I don’t want you to answer yet because when I get to the next question, you no longer can use that as an excuse for not doing well. You can’t bring this up as something that’s holding you back. You no longer use it; it’s done. We all agreed that happened in the past, right? It’s not real; it’s something that just happened. So, you’ve got to get rid of it. You can’t buy into that old belief. You can’t buy into the fact that your father verbally abused you, and you can’t be successful anymore. You can’t do that, because in reality you’re the one abusing you, not him or her, or that, or that situation; it’s you. When I asked you ‘are you willing to let it go?’ you also have to be willing not to ever let that come up again, and use it. If it comes up, let it go; don’t use it as an excuse. So, are you willing to?”

David Laroche: Great! I love that.

Jim Britt: Occasionally, you’ll get somebody, one or two, that goes, “I don’t know if I can. I don’t know if I can.” And I say, “It’s okay if you want to hang on to it. Keep using that — you’re in the cycle… you’re in an addictive cycle — you can keep using that if you want to, and stay in that cycle. It’s okay, if that’s where you want to live your life. Are you sure you’re not willing to let it go?” I would usually work with them until I get everybody in agreement that they’re all willing to let it go.

I said, “Now, here’s the last question—when? When are you willing to let it go?” Then you get some resistance there. You’ll get, “Well, after lunch” or “The first of the year” or “I’ll set a New Year’s resolution to let it go” and that’s when I really work with them. I’m going, “Tell me. Do you want to share what happened to you?” Then I’ll work them through a process; get them really in touch with it; get them emotional about it, because that’s when it really comes out; that’s when you can really help them to let it go. Sometimes I do that; sometimes I don’t. If it’s in a one-day, I’ll actually take them through some guided meditations with music that will put them into their feelings and get them to bring it out, and then work with them one-on-one. While everybody is working on their own issue, I’ll be working with one or two people. I just take it as it goes. If I’m doing two days, I have more exercises, more things; maybe “in group” things that they get together into, to help them through certain things.

David Laroche: It’s great. I love that. Thank you very much. Julie has a question for you and I will come back for some answers if you want. I love your answers.

Jim Britt: Thank you.

David Laroche: Long answers, but I love that. I see that you can speak for many days.

Jim Britt: You might have two videos here. One for speaking and one for…
Julie: So, my question is a question I ask to every interviewee because I’m doing a panel to collect lots of answers and see what comes out of this question.

Jim Britt: Okay.

Julie: How do you think we could improve education?

Jim Britt: Education for children?

Julie: Yes.

Jim Britt I think, probably, step one would be to teach entrepreneurship at an early age. Children, at an early age, already understand it, but they get programmed out of it by society, by education, teachers, because they’re in some type of mold that they have to follow. I think today the education system is broken. I don’t know what it is around the world, but it’s certainly broken here in the United States. Children aren’t learning like they used to; they don’t make it interesting to learn. When you get out of college there are no jobs available. If you get an education, it’s nothing wrong with the college education. I think it’s essential to learn entrepreneurship even if you’re looking for a job, because you’ve got to think like an entrepreneur. A college graduate today in this country is going to, completely, change careers at least 8-10 times… completely change it. If that’s the case, you better learn entrepreneurship because you’re going to change what you do and if you’ve been taught to do one thing. That I think is critical and I think teaching young children to be entrepreneurs at a young age, in school — I think there should be a class in school starting with the first grade teaching them business-building skills.

Julie: So, it would be like how to manage one’s business or one’s life?

Jim Britt I think probably managing a business might come later, like in college and that type of thing, or maybe even in later years in high school. I think teaching the creative skills of an entrepreneur—how to think like an entrepreneur –maybe those six traits that I gave there — how to think and perform like an entrepreneur.

We home-schooled our last four boys — my wife did — and I taught a class on entrepreneurship on occasion, a couple of hours. I would get the boys together and I would talk about certain topics. One topic might be “You need to develop your network of people, contacts.” How do you develop a network of contacts? Well, you go out and when you meet people you ask yourself “What can I do to help this person?” It doesn’t matter if you’re making money or not making money. It’s just you meet a new person, what can you do help them? Can you refer them to somebody? Can you say something that’s going to help them? And when you do that you’ve developed somebody that’s connected to you. I’ve done that my whole life. I know people in every major city in this country—I’ve got the phone numbers; I’ve got a place to sleep if I want to go, because I’ve worked at developing that network. But we’re not taught those things; we’re not taught how to have a mindset to make decisions. We’re taught to follow some system that’s broken.

Julie: I think it’s a great advice, yes. Thank you.

Jim Britt: You’re welcome.

Julie: I have a second question.

Jim Britt: Okay.

Julie: It’s again a panel. What could be the three actions human beings could do to make this world a better place to live?

Jim Britt: Three actions you could do to make the world a better place. I think one would be — what I just covered there — when you meet somebody brand new and you ask yourself, “What can I do for this person?” What would happen in the world if everybody you came in contact with, you asked yourself “What can I do to help this person?” Think about what the world would be like. It’s one thing to say “Well, I love everybody and we’re all connected.” It’s true; we all are connected, but people don’t consciously – They believe it, but they don’t really see it. But that connects you when you do that.

Something else is—we need to be conscious of what’s being put into our bodies. Today there are 35 countries around the world that have outlawed GMO foods, Genetically Modified Foods, but the US is not one of them, and it’s terrible. The new trend value of corn, for example, that’s genetically modified, is almost no-nutrients. It’s like 1,100 of the nutrients that you get from a fresh ear of corn that you’ve grown organically. I think we’ve got to get back to growing naturally. If you look at people today, more and more people are overweight, more and more people are sick, more and more people are getting major diseases. It’s not because we’re getting older; it’s because we’re killing ourselves with our teeth; we’re digging our graves with our teeth; we’re eating the wrong things. If you look around my house I eat organic foods, grass-fed beef; I have my won garden; I’ve got a green house, and we eat really well. We go out and eat dinner at places, too, and we’re eating foods we don’t know what’s there, but we don’t do it every day. It’s not what you do all the time; it hurts you. I think that is critical because the environment you live in is your body, and there’s nothing worse than being sick. I don’t know because I’ve never been sick, so I don’t believe in it.

And the third thing we have to do to make the world a better place—we have to be more conscious of the environment overall, the world environment. If you look at the Universe, it’s pretty big and the earth, to me — If you break it down and you look at your body, you’ve got about 75 trillions cells in your body. Well, there are probably 75 trillions planets in the Universe, so I see that earth is a cell. Cells in your body die all the time and what’s going to keep the earth from dying? You’ve got to be able to supply it with the proper things to keep it alive. Genetically modified crops that kill bees, so you can’t pollinate, is going to be a disaster at some point. Global warming—who knows if that’s really happening or not; it looks like it is. Exhaust from automobiles… We’ve got the technology to have an automobile that runs without any fuel; that’s self-generating itself. Are we doing it? No. I think we need to be more conscious. I don’t know if I answered your question.

Julie: Yes, it’s great. I love your advice. So, one—try to help people — every person you meet — try to do something to help people. Two—take care of what you put in your body. And three—pay attention or be conscious of your role on this planet, in how we could sustain the planet.

Jim Britt: Yes. People ask me and they say, “When you talk about taking responsibility where do you start?” I say, “Well, just start with the planet and that includes everything… you and everything else.” If you’re not going to take responsibility, who is? Somebody has got to.”

Julie: Thank you very much.

Jim Britt: You’re welcome.

David Laroche: Great. I have two last short questions.

Jim Britt: Okay, tha. Thank you. I like to put that word out there.

David Laroche: It was great… your answers.

Julie: Yes, and we believe in what you said, especially David. We try to pay attention to what we eat because of the energy…

Jim Britt: You see up there—we’ve got two chickens, we have our own free-range eggs, all organic.

David Laroche: We pay attention to what we eat; we believe in that.

Jim Britt: It’s critical I think.

David Laroche: My last question is a special question.

Jim Britt: A what?

David Laroche: A special question.

Jim Britt: Special, okay.

David Laroche: Weird question. I have to explain my goal in doing that. I ask the same question each time with each interviewee. The goal is to touch people in a way that they were not maybe touched before. My question will be—how to become a loser? Okay? I believe a lot in the fact that they will listen to what they do and I’m sure they don’t want to become a loser—“Oh, shit, I’m doing that.” Do you understand?

Jim Britt: So, you want to know how people become a loser.

David Laroche: How can I become a loser for example? How can I become a loser or an unhappy person, right?

Jim Britt: A loser and a happy person?

David Laroche: Yes.

Jim Britt: So, how can you be a loser and be happy.

David Laroche: Unhappy.

Jim Britt: Oh, unhappy. Okay.

David Laroche: Are you ready.

Jim Britt: Yes.

David Laroche: So, Jim, I have a serious question for you.

Jim Britt: Okay.

David Laroche: You know I have a mission. Do you have some advice, some tips to become a loser? I would like to become unhappy in this life. How can I become so?

Jim Britt: I would say, probably—the first step is that you become who you hang around. So, I would look for some other losers to hang around and listen to them, because you’re going to learn from them. I mean, even wealthy people can learn from losers; watch what they do and don’t do it. Hang around, and don’t make decisions.

David Laroche: No decisions.

Jim Britt: No decisions. Don’t make any decisions; just let your life glide through, and have no purpose, no passion. Don’t look to help anybody; just be yourself.

David Laroche: Just focus on my self.

Jim Britt: Register a website called “low self-esteem.com”

David Laroche: I can build this website.

Jim Britt: Post all your complaints there about your life.

David Laroche: It’s very inspiring because I will inspire other losers.

Jim Britt: Yes, losers are great. They are examples. What was your next question?

David Laroche: Thank you very much. I will try that. My last question is without me. It is a short video. It is the same what you said before but it will not be in this interview. It will be a separate video.

David Laroche: Okay, my question will be—according to you, what could be the key factors of success. You can say the same thing, but the goal is to do in less than two minutes, okay?

David Laroche: So, Jim, according to you what could be the key factors of success?

Jim Britt: The key to success in anything you do is—the first thing you’ve got to do is decide what you want. You’ve got to have a desire to change and you have to decide what you want. Then, once you’ve decided that, you’ve got to be willing to step out of your comfort zone, be bold, and learn to let go of the all things that haven’t worked for you in the past; we’ve all had failures. So, learn to let go of those things that haven’t worked and look at every day, every moment as fresh and brand new, and continue to move forward, continue to take action. The key to success in anything you do — once you’ve decided what you want — is that every action you take is going to move you toward what you want or away from it; it’s that simple. I don’t care what it is you want to accomplish in your life; what do you want to be successful at—every action is moving you toward that or away from it. If you haven’t made the decision, it doesn’t mater what actions you take. But if you made the decisions, then take responsibility to stop if something is not working for you, like an alarm clock going off. If a big emotion comes up that’s negative, just stop yourself and go, “Wait, what’s going to happen if I take action feeling this way?” It’s going to move you in the wrong direction. Take actions only that move you in the direction of the decisions that you’ve made.

David Laroche: Great! I love that. I would love to have a testimonial from you. Do you want me to ask you or I can let you speak? My name is David Laroche and you can pronounce it the way you want. Laroche. David Laroche.

Jim Britt: So, what am I saying?

David Laroche: What do you think about what I am doing? It is a testimonial. You can speak when you’re ready.

Jim Britt: What David Laroche is doing here I think is pretty incredible. It kind of reminds me — he’s a young man, 24 years old — and it reminds me of when I started and got into the Personal Development… the movement, I guess you would say. I think what David is doing here is really going to help a lot of people, provide them with a lot of ideas that they can take and apply to their lives and move forward, and hopefully have a better, happier, successful, healthy, rich life.

David Laroche: Great. Thank you very much.

0 0 vote
Article Rating
Notify of
Inline Feedbacks
View all comments
Would love your thoughts, please comment.x