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How to become more successful with your business, take it to the next level? – Paul Edgewater

David Laroche: Hello Achievers! Today we are in Chicago with a new guest. He’s Paul Edgewater. He’s a best-selling author and I’m very glad to be here with him.

Hello Paul!

Paul Edgewater: Hi, how are you?

David Laroche: Very awesome. And you?

Paul Edgewater: Good to better.

David Laroche: So I’ll let you introduce yourself. You’re a best-selling author, but who are you?

Paul Edgewater: Well, I’m co-founder of a company here in Chicago. We’re called Busy Bee Promotions and we specialize in bran building. We work with Fortune 100 companies like Coca-Cola, Verizon, Wireless, Starbucks, Whole Foods, companies like that, but we also work with startups too.

If you’re just starting out, trying to get a foot in the door in the marketplace, we can help you build your brand and the way we do that is with street team promotions, face-to-face interactions, word-of-mouth marketing, which is still the most effective way to get your marketing message and unique selling proposition across the marketplace.

David Laroche: For example, I’m an entrepreneur, what advice could you give to a speaker, author, maybe to have more impact or more followers or to the people in the conferences?

Paul Edgewater: Well, if I was a speaker and author, which I am, the best way to do what you’re asking is to be a big fish in your pond. Work your own marketplace, your own industry, and make name for yourself there. Then when you have made your name in your own marketplace, you can expand out to other markets.

For instance, Tom Hopkins, who you’ve interviewed, he started in a real state and he became a superstar sales person in real state and worked his way out and now he trains all sales people. So he’s worked his own industry, became a big fish in his small pond—which is not really that small the pond—and then he was able to branch out into all sales industry.

So if I was an author or a speaker speaking at anything, I would work my niche and then work out from there.

David Laroche: So you reach one target and you work until you are successful in this target, that’s right?

Paul Edgewater: Yes, right. You shouldn’t try to do something you can't do. I mean, you want to fall in your face sometimes and learn from the experience, but you need to be prepared for an opportunity. Luck has been defined as “preparation meeting the opportunity”. The opportunities are always out there, but you have to do some preparation so you don’t look like a fool because your reputation is very important too and you don’t want to come out of the gates as this person who’s falling on their face all the time.

So getting good at what you do, specialize in your own industry or market and then expand your horizons outward from there. You want to take this seriously. It takes preparation and you don’t want to get to the point where you’re stagnant and not giving it that first try or making that first step, but you really should prepare for when you’re expanding beyond your level of expertise in your industry.

David Laroche: Maybe some experts in the beginning love a lot of things—I love sales, I love marketing, I love motivation, I love self-confidence—but how to choose between all these domains? How to choose in what you’ll be specialized?

Paul Edgewater: You have to work with your innate ability. Whatever you’re good at naturally is what you probably should be working in. I wouldn’t play basketball because I’m not good at it. I’m not going to try to become a successful basketball player, even if I’d like the idea, I’m never going to excel doing that because it’s not my innate ability. My innate ability is marketing, brand building, what I do in my company.author, ,
It comes naturally to me. It doesn’t mean I don’t need to refine those skills, but it doesn’t take much for me to grasp what I’m doing. It doesn’t take much to embrace what my clients want because I want the same thing for them.

If it’s just general motivation, general success, things like that, the best thing to do is just study the classics. You know, none of this stuff is new. This is all been written about for hundreds of years on success anpreparation meeting the opportunitythink I’ll build on it.” And everybody has really built on it since then—Napoleon Hill, Dale Carnegie to Tony Robbins, to Jim Rohn, Brian Tracy, they’ve all built on top of that foundation.
None of this stuff is new, it’s just got a new twist to it, so I would study a lot of that stuff and not try to reinvent the wheel, because the people who’ve come before us had already figured this stuff out, you just need to apply it to how the world works today.

David Laroche: Cool. You help companies to build their brand. What advice do you have to help the company to grow?

Paul Edgewater: The best thing you need to do… most of my clients are in the food and beverage industries, so what they’re all trying to do is get their products in the stores and then, of course, move the products off the shelves and into shopping carts to people to take them home and come back and get more. In my industry, you really need to find a niche, because there is a lot of different companies making, say bottled water for instance. What are you going to do to stand out? Your bottled water has to be different somehow.

If it’s not food or beverage, it’s something outside my industry, say if you’re an author and you’re coming up with a self-help book maybe or a motivation book. It’s been written before by a lot of other people, so just come up with a new twist, a spin that makes it your own and makes it unique, because when you do something unique to an existing genre of product or books or industry, it’s easier for you to build on the successes that are already there and then do that next step to make it your own. You don’t want to reinvent the wheel, you want to make something that you know the marketplace has a demand for and then answer that demand and be noticeable by being just a bit different.

In the United States in our patent system, when you invent something, it just needs to be 10 % better or different than the invention that you’re improving upon. If I made a lamp that was 10 % better than this one, I could protect that idea and make it my own and I would be considered an inventor of the new deluxe lamp.

David Laroche: Everything is a remix.

Paul Edgewater: Everything is a remix, everything is an improvement. You don’t need to reinvent the wheel, just make everything better.

David Laroche: We’re talking about Brian Tracy just before, according to you, what could be, what made him unique for example? Do you know?

Paul Edgewater: Yes, I even studied Brian Tracy when he was just starting with his audio programs and him and Tom Hopkins were actually doing the same thing at the same time in the early 80s—sales training—and what made Brian Tracy a little bit different than Tom Hopkins was Tom Hopkins, again, he came from a real state background and a lot of his techniques worked really well in that industry—worked well in other industries, but Brian Tracy, again, with just a 10 % shift in his approach made his sales training a little more universal. His psychology of selling, how to close the sale, was just different enough from everybody else out there that he became a household name in the self-help motivation personal development industry and he’s never looked back. He’s always done something just a bit better, bit different than everybody else.

David Laroche: Cool. I saw on your LinkedIn profile event promotion. For example, I do speeches and conferences and one of my goals is to do conferences and speeches in eight months in the United States, in which—

Paul Edgewater: I can help you with that. I’m going to pitch you right now!

David Laroche: Yes! I have eight months to improve my English. I’ve got that from two years because it is one of my goals. I will do it. What can I do in the United States to promote an event like a conference or several conferences?

Paul Edgewater: Well, I would suggest you become a part of another conference initially. There’s a lot of people out there, you’re speaking to a lot of people while you’re out here, and instead of trying to start one from scratch, become a keynote speaker or a featured speaker at an existing conference. And if you do really well, which I’m sure you’re going to, you’ll make a name for yourself. And at that particular, that specific event, you can start marketing your event.

I wouldn’t try to go in cold. I would become a part of an existing conference that’s already out there, that’s already got 400-500 people coming to it and it’s a pretty simple process just to become integrated into an existing program like that. That’s how almost everybody does this now. They don’t go in and try to do it from scratch. It’s not to say you can't…

David Laroche: But it’s a lot of work.

Paul Edgewater: It’s worth it if it works and it could work—I’m not trying discourage anybody from doing that—but the take the path of least resistance, prove your formula—again, you don’t have to reinvent the wheel, it works—and when you start branching off into your own events, people will already know who you are and it’s the people who have already raised their hand in that marketplace and says, “I’m interested in what you’re talking about.” And I just touched the microphone so I [probably ruined – 00:10:46] that take. Did that sound bad? OK.

David Laroche: So maybe we have to use another thing I saw in your profile: it’s negotiation. I would like to do my event, I know now that I have to be featuring—I don’t know how to say that—featured on another event, so how can I persuade another producer—I don’t know how to say that—an event producer to integrate me to an event.

Paul Edgewater: You show them the value. For instance, what you’re doing now with these interviews. You present this to any event producer, you’re in. I can tell you right now. Nobody is doing what you’re doing and if you present your video collection of interviews and say, “Look, this is what I’m doing. These are people I’m meeting. This is the type of clout that I already bring to the table,” you’ll have no problem becoming a part of an event.

As far as negotiations though, you might find yourself in a situation where there’ll be several event producers interested in you. You’ll always win a negotiation if you maintain the option to walk away from the deal. So if two people want you on the same day, you’re in a good situation. If you have that walk away power, you can become a bigger part of that event, you can be more highly featured on it in the advertising and promotions that they do for it, you can buy into a lot of different things just by having that option of walking away. So in negotiations, whenever you are in a position where you don’t need what somebody has to offer, you’re going to win that negotiation.

David Laroche: Cool. So just before to go on to the first opportunity, I have to look for what opportunity to be in the position, “I don’t need this opportunity,” that’s right? Before to go to a meeting, I would look for other opportunities, that’s right?

Paul Edgewater: Right.

You’re doing this back home in France, right?

David Laroche: Yes.

Paul Edgewater: Are you videotaping your events? Are you making a lot of footage that shows all the people coming? If you do all that, you say, “Look, I’m already doing this back home,”—again, you’re the big fish in that pond—you can bring your own skills, your own brand, if you will—if you’re a brand—and you come here.

You have something else going for you. You’re from another country. You are from a different generation than most of us—we’re all pretty old now—and you’ll be that fresh blood that everybody wants. I don’t think you’re going to have a problem positioning yourself into other events. It’s not going to be an issue for you.

And when you’re done doing those events, you’re going to have a pretty good mailing list, a healthy mailing list of people who’ve already opted in, connected with you on all sorts of web 2.0 where you’ll be able to promote your own events with no problem at all.

David Laroche: So, to sum up what we have to remember, in fact I will be able to enter these kinds of events, it is because I did something before.

Paul Edgewater: Yes.

David Laroche: So we have to remember we have to build things, make things to have more impact when we are in a negotiation, that’s right?

Paul Edgewater: Yes. You have to bring something to the table…

David Laroche: Not only ideas, but something real.

Paul Edgewater: Something real. Because although it would be easy for somebody like you to do, get on to an event like that, I should qualify that and say it’s simple. In English it’s different between “simple” and “easy”. A shoe is a simple invention. You put your foot in it, you tie the laces. It’s simple, but it’s not easy to make a shoe. It’s hard to make it, even though it’s a simple idea. And it’s a simple idea for you to get into an event, but it’s not going to be easy. You do need to do your footwork, but what you’re doing right now is already making that foundation.

You came here, you’re traveling countries, you’re making connections. Most people don’t do that, so you’ve already shown that you are willing to do these things that are not easy, even though the concept of what you’re doing is simple. It all goes back to this industry that you like, that is motivation, personal development, sales negotiation, NLP. It’s a healthy industry here, but it’s not easy to do what you’re doing, but I think you’re doing a good job of positioning yourself as a brand and somebody that people want on their platforms when they’re doing events.

David Laroche: Cool. And my last question about event production is how to find these kind of people, how to find the people we will build event because when I see an event, the event is scheduled.

Paul Edgewater: Yes.

David Laroche: So how can I find these kinds of people before?

Paul Edgewater: Well, most of these events are annual, they happen more than once a year. So if you see the event all night happening next week, well, plan for next year. Attend events, see if you like the event—you might not like it. There are some events that might not be a good fit for you. But go to the event, immediately speak to the people in the back of the room, “Hey, I’d like to be a part of this next year.” You have to think into the future too and you’ll be plugged in. You’ll know who you’re working with, who the producers are, who the players are.

And once you’re in one of this, you’re going to be able to make the connections to a lot of different ones. It’s not where you’re going to have to do this every time and figure it out every time. It’s a small world we work in. There’s not that many people doing what we’re doing, so once you’re in, you don’t want to just have a foot in the door, you’ve pretty much got your body in the door and you’ll be able to make the right connections that way.

David Laroche: Thank you very much. It’s very powerful.

To have more keys about persuasion, do you have a process, do you have keys, advices to get “yes” when you talk with people?

Paul Edgewater: Well, the first and most powerful thing you should do—and this goes for everything, not just sales but any type of communication where you’re looking to get somebody to say “yes”—is first assume they will say “yes”. Don’t even put it in your head that there’s the option to have somebody say “no”, and the way you do that is how you ask the questions. You should never ask somebody an “if” question.

David Laroche: You don’t want that.

Paul Edgewater: Right. An “if” question is something that gives the person an option to say “yes” or “no”—for instance, “Do you like this car?”

David Laroche: No.

Paul Edgewater: No or yes, but they could say “no”. A better question to ask is, “What do you like best about this car?” Now, even if they don’t like the car, they might say, “Well, it has nice seats, good stereo.” Everything they’ll say is now a “yes”. Because there’s a man who did sales training here in the States back in the 30s named Elmer Wheeler. He had a really nice little short saying that say, “Never ask ‘if’, ask ‘which’.” And then your mind, if you always ask a question that has a “which” in it, instead of an “if”, you’ll always get a “yes”, you can't get a “no”.

And at the very worst, you’ll have a conversation with somebody and you’ll be able to find out what they really want. It’s the best way to get a “yes”. It’s just to assume they’re going to say “yes” and then you’ll give them the out by asking a close-ended question that they can say “no” to. You can't say “no” to a “which” question. “Which one of these do you like best?” You can't say “no” to that! So if you have a product or a service, “You have two different seminars, which of these seminars do you like best?” They can't say “no” to you. They have to tell you which one they like and then you start talking to them about that one. It’s a really powerful way to get a “yes” almost every time.

David Laroche: And how do you transform, do you close a sale? Because the people were talking about a lot of things of what they love and what they want and what are their desires. What do you do to close a contract?

Paul Edgewater: Again, it’s the same. You don’t waive her from that tactic.

David Laroche: Which paper do you prefer?

Paul Edgewater: Exactly. For instance, if I’m selling cars. We use cars because they’re good at analogies for everything else. You have a blue car and a red car, but otherwise they’re identical. “So which one of these are you driving home tonight?” “The blue one.” You’re not saying, “Do you want to take this one home tonight?” Even though that’s a reasonable question they can say “no” to it. If you say, “Which one of these are you taking home tonight?” The assumption is made you’re going to take one of them.

And the same thing goes with anything else. Always give people a choice, but don’t give them too many choices because then you confuse them. A confused person doesn’t buy anything. They won't opt into anything if there are too many options. Keep your options to two or three, make it simple, and just ask them which one they want.

David Laroche: But how do you choose your options? For example I have a lot of ways to present a seminar or product or an event. How to choose the options?

Paul Edgewater: Well, for an event I would offer two different things. Right of the bat I think you could either do a workshop where it’s more focused on getting feedback from smaller groups working with each other. You make a workshop option. You make a learning option where you’re just giving the seminar and people are classroom style seating… So you can break it up really simply like that. It could be classroom-style seating or workshop and maybe one other option. But don’t give them five or six options, they’ll be like, “Oh, man! I just don’t know which one will be best.” If they get confused they won't say “yes”.

So keep it simple. They know, “Oh, the classroom style would probably be better for our group,” or, “You know, the workshop groups are really good for our firm because everybody likes to brainstorm.” So make it simple. Two, three options max and you can close deals that way because they want what you’re talking about or else they wouldn’t have gotten to the point where you’re talking about closing a deal. They’re already listening to you. So you know they’re interested on some level. The only reason they’re going to say “no” might be because it’s not in their budget this year, but that’s when you plan next year. Close them on 2014, close them on 2015. You’re going to be doing this for a long time. Close them five years from now.

You can do a lot of different things like that. You should never walk away from the table without something, and it might just be a promise to do business with you in the future because the timing is wrong, but you didn’t get a “no”, you just got another option down the road sometime.

David Laroche: Cool. Do you have a story, maybe a struggle, a time where the negotiation was very hard and you finally succeeded?

Paul Edgewater: Negotiation? Yes. I’d say I had one really good victory with that. We were working with a client that had a very limited budget for an event. In fact, their budget, their entire budget was the amount of money that the venue wanted to charge them just to have the event. They wanted $ 50,000 to hold the event at this particular building, actually not too far from here. The client couldn’t afford it, but they wanted the event there.

We went into the negotiations with the knowledge that we could walk away, even though we really couldn’t, we were in a position where we had to pick a venue that week, so we really didn’t have the option to say “no”, but we presented ourselves as, “We have other options.”

So we went into the negotiation. There was a trade, this was a large coffee store chain that have stores all over the world—you’d know their name, but I won't say their name right now—but this particular venue had an event that was happening after this company wanted the event and they traded to put signs in all their stores that was advertising the event. The coffee shop wasn’t charging for this.

So I went in and said, “Look, this is kind of embarrassing, but I talked to the higher ups and they don’t want to put the signs in the windows anymore unless you pay them $ 100,000 for it.” And they were completely taken back. “What do you mean?” “Well, that’s the value, the price how much it was going to cost to print these signs, put them in the windows of 400 stores and they want $ 100,000. In fact, I think they’re not charging enough. Frankly, they should probably charge you $ 200,000 for this.”

They just couldn’t believe this. I got up, we starting walking out the door and I said, “You know, there’s only way you can save this deal. Give us the event’s space for free and they might consider keeping your signs in the window.” And they walked out the door, came back in and said, “You have the space for free.”

So $ 50,000 saved just by making it seem like we could walk away from the deal. We were able to get the space for free, they got their signs in the windows, everybody was happy. It just goes back to having options, being able to walk away from the deal, presenting something creatively, not just saying, “I don’t want to spend $ 50,000 on it.” Put another reason for the negotiation on the table.

The thing with the signs was the perfect example. It was something that was [00:24:26] to fill there, they weren’t really looking at it or paying attention to it, but it was an important thing. It turned out that they wanted the signs in the windows more than they wanted the $ 50,000. And without positioning ourselves that way, we never would’ve found that out.

Just be creative when you’re negotiating. It’s not just always butting heads and seeing who can get the best deal. There’s value in other parts of a deal that the other person might not be telling you about, they might not be showing all their cards. So that’s a good way to give something that you want just by being a little more creative.

David Laroche: So had the option with maybe more value for the people who you are dealing with?

Paul Edgewater: Yes. And none of it was really a stretch. We priced what the signs were going to cost and there was a lot of value there by having them installed in 400 stores. It really would’ve cost them that much money if they just went to the coffee company and said, “Look, we want to put these signs in all you stores.” “Well, it’s going to cost you $ 200,000.”

It was a part of the deal that had value to them, but yet they still wanted to charge money for the venue space on top of them. It didn’t even occur to them that they were getting $ 200,000 worth of value with those signs. They shouldn’t be charging anything for this space and in the end that’s what happened. They didn’t charge the client for anything on the space at all. We just used their space and had a great event and everybody was happy.

David Laroche: Awesome! Thank you very much. Do you have some life lessons you want to share to us?

Paul Edgewater: Again, going back to what I was saying before, none of this is new. I would suggest that anybody starting out in the journey of self-development, personal development, self-help—however you want to call it—to start studying the classics.

The best books out there are really easy to find and electronically they’re available for almost nothing now. In fact, I’ll give self-help classics applied right now. You can get them on your iPhone, for $ 2.00 you get 30-40 of the best books ever on self-help, all the way from Samuel Smiles—the man who invented the words or the phrase “self-help”—all the way up to more recent classics like “Think and Grow Rich” by Napoleon Hill, those kinds of books.

I’ll start studying the classics, because you don’t need to reinvent the wheel. It’s not hard to figure this stuff out because people already figured it out. You just need to see how it applies to the world today, to what you’re offering and how you’re going to present yourself. The rules haven’t changed. You have to write your goals now, you have to optimize your time, you have to put timelines on every goal you have and chart your progress, see what’s working, see what’s not working, adjust your approach.

It’s nothing new, just study the classics and after you’ve got those mechanics down of how to succeed, start studying the marketplace. I’ve always said it’s easier to scratch an itch that’s already there. If the marketplace is saying, “Oh, I need someone to scratch my back,” well, make a back scratcher. Nobody needs a tool to scratch your belly. Everybody can reach the belly, they can't reach their back.

So make a tool that scratches that itch that already exists. You don’t want to create an itch when you’re just starting out. If you’re just starting out, your best time is spent on a market demand that already exists. When you’re more established you can create an itch.

A good example would be the iPad. When that thing first came out, who really thought they wanted one? It hadn’t existed yet, looked like a big iPhone, wasn’t a computer, wasn’t a phone, it was just this pad, kind of cool, but who wants this thing? Well, everybody turns out wants one because they created an itch.

But that’s something you do when you’re more established in the industry, when you can take a risk like that. You’re better off suited, starting out making something you know people one. The marketplace has already said, “Hey, we want this. Somebody sell it to me. At a good price, good service, good value, I’ll buy it from you.” Then when you become successful—however you want to define that—you can start taking more risks where you’re inventing a new product or service that isn’t out there right now. Don’t do that out of the gate though. It’s a lot easier to succeed, there’s a lot of demand out there for things that already exists. They just need to be that 10 % better and you can make a lot of money, you can have a lot of success just by making an improvement on an existing technology or service.

David Laroche: Cool. So you say study what exists and improve it.

Paul Edgewater: Right. An example, again, going back to phones, Samsung is arguably making a better phone now than the iPhone. Maybe 10 % better, right? But they’re doing really well aren’t they? And it’s only 10 % better. They didn’t invent that, Apple did. Apple invented that whole interface. Here’s Samsung making something 10 % that’s different, arguably 10 % better and they’re making a killing. Good example. You don’t need to reinvent the wheel, just do something better where somebody else is already succeeding with. You’ve done something really big, really big.

David Laroche: I have a short question for you. What is your favorite book?

Paul Edgewater: Wow! My favorite book? The one I read most often is “Think and Grow Rich”. I try to read that at least every year, every other year. That’s probably the best book on the subject ever written. Another close…

David Laroche: It’s very interesting because other people say, “I know this book. I don’t need to read it again. Why do you do that?”

Paul Edgewater: Well, I have a friend—his name is Dave LaRue—he’s a very successful man and I met him a few years ago and he told me he read it every year, every December he’d read that book. I’m looking at him and I’m thinking, “Well, he’s a lot more successful than I am. Maybe I should do that too!” When you read a book a second, a third and fourth time, you see things in there that you didn’t notice.

David Laroche: Like a movie.

Paul Edgewater: Exactly! You watch a movie three or four times, we all have movies—

David Laroche: It’s more inspiring because there are a lot of keys on advice.

Paul Edgewater: Exactly. What happens is reinforcing the things you’ve already memorized, already have embraced and then you’re learning something new each time.

Earl Nightingale, who started audio learning back in the 50s with “The Strangest Secret”, always encouraged people to listen to the audios more than one time because if you’re listening to something or watching something or reading something and your mind catches onto an idea and you start thinking about it, either your ears, your eyes and even when you’re reading you’ll keep going but you’re still thinking about that one profound thought that really had an impact on you. “Wow! That’s amazing!” and meanwhile the sound keeps going and you’re missing everything that you’re hearing after that profound thought.

And you have the same thing with a movie. There’s a really moving part in the movie, you’ll just be awestruck and you won't even notice the next five seconds or the next ten seconds. You’ll just be, “Wow! That was an amazing stunt,” or whatever the scene was. If you watch the movie again you’re like, “I never noticed that before.”

So when you read a book, especially a book that’s about that thick, you’re going to get something new all the time. Every time you read it, “My God, I didn’t notice that before!” because your mind, miraculous as the mind is, can only do one thing at a time, and if you’re paying attention to something you just read and your eyes keep moving, you’re missing everything.

So I would encourage people to read things over and over. It can't hurt and you’re going to get the most value out of it. You bought the book, you might as well get everything out of the book, you can order the movie or the audio or the video—whatever you invest in, get the most out of it, don’t just say, “Well, I read that book. I’ll check it off my list, it’s done.” You don’t get inoculated against further learning. You have to do it again, get exposed to it again. Every time you get exposed to that learning you get more from it.

David Laroche: What’s your favorite audio book?

Paul Edgewater: Favorite audio would have to be a tie with two people. Earl Nightingale’s “Lead the Field” by far my earliest form into personal development, but still one of my favorites. And then my second one would be “Personal Power II” by Anthony Robbins.

David Laroche: It’s funny because, you know, four years ago I didn’t understand anything in English and I decided to listen to Tony and I wouldn’t understand. And at one time I saw on iTunes, a number of times I listened to the first audio of “Personal Power II” and it was maybe 60 or 70 times and it was four years ago. Now, maybe I have 200 times. I start only now to understand everything, but I think the fact to just to listen to his energy improved me. It’s a very awesome program.

Paul Edgewater: It is. I first bought it when it was new and I’ve been doing it, I think it was 1995 when it came out, and I looked at my journal that came with it and I wrote down the goals from 1995 and I look at those and I’m “Wow! Those all have been accomplished.” They’re anemic, they’re goals that I think about now it’s like, “Wow! I didn’t have very big goals or aspirations back then,” but it was where I was. I was just starting in my business and had no idea that it would become as successful as it was.

I’m listening to “Personal Power” again now and on week two getting more out of it again because I’m hearing things even after hearing it I don’t know how any hundreds of times.

David Laroche: It becomes a way of thinking.

Paul Edgewater: Exactly. The goals become different. Every time you write your goals down, you know, in “Personal Power” that first day he asks you to write down three things that you should just do. “Three things that you just have to do, just do them today,” you know how Tony is, right? And every time you listen to it, those three things are going to be different things because you’ve done them.

So every time you do it is something new. Those audio programs become your friends almost. It’s like, “Hey, there’s Tony,” or, “Hey, there’s Earl,” you know, Brian Tracy, Tom Hopkins, you listen to these guys it’s like, they’re like your buddies and they help you. It’s really neat because they only had to record that program one time, but the listener gets something new out of it every time they listen to it. It’s not the same experience, it’s something new each time you listen to it.

David Laroche: Do you have a favorite movie that would help you to grow?

Paul Edgewater: It might be a movie people wouldn’t expect, but one of my favorite movies was done back in the 60s, it’s called “To Sir, With Love” and it starts Sydney Poitier. And he was a teacher, a substitute teacher in a really rough school in London back in the 60s. He went into the class thinking he was going to be a teacher and teach them history and mathematics and everything you have to learn when you’re in school.

It didn’t take long for him to realize that these kids needed to be taught social graces more than anything else. If they were going to succeed getting out of school, it wasn’t going to be because they memorized the average rainfall in the Amazon basin. They needed to know how to treat people correctly, have manners. A man needed to be a gentleman, the women needed to be ladies and the whole movie was him just culturing these really rough kids into ladies and gentlemen. At the end of the movie it is just very moving how these kids—

David Laroche: It could be very inspiring [on one hand – 00:36:27] to how to educate us.

Paul Edgewater: Yes. It’s also a lesson on what to give the marketplace. Those kids didn’t need to learn history anymore. I mean, that wasn’t what it was going to get through to them, and as a teacher you need to get through to kids and make an impact on their life. These kids needed to have social graces and he gave it to them and they were all ears.

It’s a really moving movie and it also speaks to what we do in the personal development world. People who come to seminars they’re screaming for what you’re selling for. They’re asking for it, “I want to know how to do this stuff.” They’re telling you, they’re attending and you give it to them. You might think they want product or service A, but if you do a little research you find out that you actually need product B or C or service C or D. Listening to what the marketplace is telling you get that feedback, so don’t bang your head against the wall. If something isn’t working, adjust your approach. Tony talks about it all the time, “adjust your approach.” I like to sign my sources.

That movie is just a perfect example of it. It goes in with a completely different set of criteria. He thinks he’s a teacher and now he’s going to be Mr. Manners and teach all these kids how to function in society. That’s my favorite movie I think.

David Laroche: I will watch the movie.

Paul Edgewater: It’s a great movie, great soundtrack too.

David Laroche: What decision did you make that made a change in your life?

Paul Edgewater: Sometimes decisions are made because you’re forced into the situation. I didn’t start off as a young man wanting to have my own business. That wasn’t my goal. My goal was to be a performing musician—I’m a singer—and that’s what I thought I wanted to do. I still like to sing once in a while in karaoke and things like that. But the decision to become a business owner, an entrepreneur was because I was kind of forced into that position.

I was working in sales for years—again, that’s how I was exposed to Brian Tracy and Tom Hopkins—and started working for companies that had a sales and marketing angle to it and worked for one company and it didn’t work out. About five of us working at this office, were all laid off at the same time, like, “Wow! What do we do now? Maybe we should try to do this ourselves.” We made a decision to start our own company because we were forced into it.

It was one of those things that happened by a happy accident. I’m glad that happened, I’m glad we were fired. I’m glad that happened because none of us would be in a position we’re at right now. Busy Bee Promotions was born out of being let go from another company. Thank God that happened. So sometimes decisions are forced upon you, but it still was up to us to decide to do that. We could’ve decided all to split up and get new jobs and work for other companies, but we decided, “No, we’re going to try this ourselves and see how it works,” and it has worked out really well.

David Laroche: I love your answers. Julie has a question for you and you will love the question, I think.

Paul Edgewater: OK.

Julie: Yes.

David Laroche: It’s about education.

Paul Edgewater: OK.

Julie: Give me a moment.

David Laroche: Yes.

Paul Edgewater: Am I clearing my throat enough?

David Laroche: Do you want some water?

Paul Edgewater: No, I’m good with water right now. I’m just, like I said, I’m just fighting that cold. I just didn’t want to sound funny.

David Laroche: OK.

Paul Edgewater: Sound good and right.

Julie: Thank you.

Paul Edgewater: I’m going to promote the heck out of this, just saying, so we’ll get you some visibility in my circles as well.

Julie: Oh, thank you!

David Laroche: Thank you!

Paul Edgewater: Mutually beneficial.

David Laroche: Yes, thank you. And we will do a very good interview.

Paul Edgewater: Very good!

Julie: I have a question to you. Let’s imagine someone who has a big desire to become a model for his children. So she/he wants to be absolutely like a happy person, in peace, so as to be a model for his/her children, but it’s an average person. Let’s imagine that this person comes to you and asks you advice like how did you work on yourself to develop some traits. How could she/he do?

Paul Edgewater: Well, let me first say this disclaimer, I’m not a father, I have no children, but if I were I would just be the best version of myself that I could be. Martin Luther King used to say, “If you’re going to be a street sweeper, be the best street sweeper in the world.” Then you’re the best.

So even if you’re an average person, what does “average” mean, right? It’s somebody’s definition. But he also said you accept yourself as average, just be the best version of yourself as possible. There’s a lot of different ways you can do that. Again, personal development, self-help, all these stuff is out there, it’s easy to study.

The thing that people need to do for their kids I think is to maintain a really positive attitude. Kids are by nature very positive and the only reason they become pessimist as they grow older is they see it in adults, they see what can't be done and they learn that from adults. A child doesn’t know it can't be done, they only know what they want to do and what can be done and they’re going to do it. Who stops them? The adult. I’m not saying you should let your kids run free like monkeys, but give them the nurturing environment that lets them know that they can do anything they want to do and there’s a way to do it.

So pay attention to what their tendencies are as a child. If they like to draw all the time or if they’re singing or whatever the child likes to do, they’re already exhibiting their innate ability. Encourage that, nurture it, give them options. “Do you want to learn how to paint oil paints?” or, “Do you want to learn how to play guitar?” Anything that that child is exhibiting at a young age, before they know what they should be doing, it’s what they really should be doing. Encourage that, nurture it and help them grow.

As a parent, whatever their status is in life—even if they’re unemployed or poor or rich or anything—that’s not as important to the child as what the parent is for the child in that relationship. “That garbage man or mom or college professor was there for me and encouraged me to do what I want to do and feel like should be doing,” and I think a child is going to grow up without any limits that way. They’re going to know that the world is their oyster, they can just do what they were born to do. We’re all here for a reason and the earliest the parent decides for what that child’s reason for being here is if they encourage it, that’s going to be the best thing for the child.

Julie: So it’s like encouraging them doing the thing that drives them. So to do that I can myself, other people can learn like to put in the trash all the limitations.

Paul Edgewater: Right.

Julie: Do you have an idea on how to put in the trash all the limitations?

Paul Edgewater: So get of rid of the things that are not useful or not serving the child?

Julie: Yes.

Paul Edgewater: That’s where character and experience comes in. You get experience by making mistakes and after you have the experience you get the character, and then, when you have the character, you have the ability to make better decisions. It’s kind of a circle.

So the child is going to make some mistakes. The best lessons are the ones you learn yourself and if the child does something that is not so harmful to them that they’re going to have to pay for the rest of their lives, let them make a few mistakes and then gently explain to them, “This is what happened. This is why it’s not a good idea. Here’s something you should be doing instead.” A child will resist that type of motivation or guidance if they haven’t already experienced the mistake themselves.

Speaking as a boy, boys are a little bit more, let’s just say, creative when they’re playing than girls. We like to set things on fire, do crazy stuff, climb on trees. Until you fall out of the tree and you hurt yourself you don’t realize that, “Maybe I shouldn’t be climbing a tree. Maybe it’s not a good idea.” But once you’ve made a few mistakes, you as a child can put in the trash the things that don’t work for you anymore.

Give kids a little more credit. They’re not completely helpless. The kids’ brains are so much more adaptable than an adult’s brain. A child’s brain can learn a language in like two months. They’re so much smarter than adults, so give them a little more credit that way and they’ll figure it out too. Be the guidance, be the guide post if you will, the rock that they can come to for the moral and spiritual and whatever guidance they need when they don’t know what the answer is they can come to you for.

And just be a good example. Kids listen but they really watch you and they will believe what you do far more than what you say. We’ve all heard about examples of parents that are smoking, “Yes, don’t smoke,” and here’s mom and dad smoking, the kid’s going to smoke. So that’s what happens. Be congruent, do and say what you do and do what you say and kids will appreciate that character. They won't question you, they won't rebel against you if you’ve never given them a conflict like that.

Julie: Thank you. I have another question. It’s about education. How do you think, your country or whatever, how do you think education could be improved?

Paul Edgewater: Well, that’s a long conversation if you really wanted to have that. I think the challenge with education now is that they don’t teach those kinds of things that we’re talking about. They don’t teach self-help, motivation, being your best. The curriculum is based more towards learning facts and figures and then who’s facts are they. Some of the things kids get taught might not be true—they might be, the might not be.

If you look at a school book from 300 years ago, make it 500 years ago, they probably taught the Earth was flat. They weren’t taught to think for themselves. If schools would teach kids how to think for themselves I think it would improve everything. Just the act of writing down goals or doing the Earl Nightingale brainstorming where you write 20 ideas—every morning just write 20 ideas… Most of them are going to be lousy, but what it does it teaches your mind to think and one or two ideas are going to be amazing and that kid is going to be walking on clouds because they came up with a solution to a problem, an answer to a question that’s been plaguing the world because these kids have been encouraged to use those amazing minds that they have.

So if anything is going to change in education, it should really be maybe take an hour a day and let these kids’ minds go crazy and let them think for themselves and don’t just keep putting all this garbage in their brains that they might not end up using. Most likely they won't end up using it. Let’s be honest, most people in this country—I don’t know how it is in other countries—but 70 % of the college grads in this country do not work in the industry that they studied for. Seventy percent! So what were they really doing in school? Getting a piece of paper, that diploma that says, “I went to school,” but they didn’t really spend that time thinking and becoming bigger and better. They simply were a storage house of data. They walked in as an empty floppy disk and came out with a bunch of data from somebody else’s mind.

They should be encouraged to think more because the human mind, everything you see outside, in here, the cameras we’re using they all came out of one person’s mind. Well, we’re no different; we could invent things like that too. We’re all special, we’re all humans. We all have this incredible apparatus between our brains and that should be encouraged for young kids to use it and start using it as early as possible and let them know that they can come up with a solution for any problem because every problem that has a solution came up from somebody else’s mind, why not be your mind?

Julie: So to sum up, you would encourage to use creativity.

Paul Edgewater: Yes, most definitely.

Julie: Thank you very much.

Paul Edgewater: That’s a shorter answer, a little more elegant than mine.

Julie: Thank you.

David Laroche: I have a last question. It is my weird question. Again, [00:50:00] of you. I have to explain before to ask you that. You know, my goal is to touch people in a way they haven’t been touched before with others. My question will be how to become unhappy and a loser. The goal is to make a video with the best keys of each interviewee to become an average person. It will be a funny video. I prefer to explain what they do so you can say that seriously. Do you have some ideas?

Paul Edgewater: Yes. I think one thing people should do is not watch television.

David Laroche: I will ask you.

Julie: To watch television.

Paul Edgewater: Right. In fact, we can make it funny. I could just be lying there in the couch or in the bed with the remote and showing you what not to do by laying there watching TV in the bed—if you wanted to get that kind of crazy, but we can also do that here.

David Laroche: Yes. We can do just after. We do this as a video and we have some creativity.

I have a question, it is my favorite question, and it is very important to me to have answers. I would like to help people to become unhappy and become losers? Do you have some advices, tips, some strategies to start now to become a loser?

Paul Edgewater: I have a lot of experience with this. The first thing you want to do is get ripped roaring drunk. Drink as much as you can—I mean, whisky, beer, vodka. Vodka is good too because you can't smell it on your breath. You’re not stinking. Then you go home and start watching TV and then you make microwave popcorn and you just sit there. And when you’re out of popcorn, keep watching TV, make some more popcorn, get some more liquor, drink a bit more. Well, you might want to start smoking too. Do that too.

David Laroche: What you put inside yourself is very important—alcohol, sugar…

Paul Edgewater: Cigarettes, illicit drug use. If you do all that stuff and you do it systematically, you’ll probably become the world’s best loser.

David Laroche: OK, you’ll improve your physiology.

Paul Edgewater: Yes.

David Laroche: What could we do psychologically?

Paul Edgewater: Watch really depressing movies where the hero loses and the bad guys win and just keep watching those kind of movies because then you’ll learn that the people who rob banks are the real winners in life. They have all the money, right?

David Laroche: Yes. It’s great, so I will eat a lot of food, sugar, cigarettes, alcohol—

Paul Edgewater: Salt, a lot of salt.

David Laroche: Salt, watch bad movies with a lot of losers. Do you some keys to do that?

It should be your favorite keys. Because we are dealing with maybe average loser, I would like to help people become the best loser ever.

Paul Edgewater: All right. Well, the best drink to become a loser is rum and cola, because it erases your brain. So if by chance you accidentally learn something that day or you accidentally something happened where you learned a lesson or had a good example from somebody else, if you drink enough rum and cola it erases your brain and then you forget all about it. And then, what’s good about rum and cola is that you can go out and do things and you won't remember what you did, you won't remember stealing the hubcap stuff of cars or kicking the old lady across the street. You can do anything when you’re drunk under rum and cola.

And then you should start smoking, and then of course, maybe eating hamburgers and French fries would be a good idea too because if you want to be a loser, you want to be a big loser. And the way to become a big loser is eating a lot of saturated fat, put extra salt on that and don’t read anything. That’s bad for the loser.

That inner loser will be beaten down if you read a book. So watch television, maybe daytime television, no books. Watch the talk shows, especially when there’s a paternity sue where they’re trying to figure out who the father is for this kid on TV. Those are the best shows because you might guess who the father is and then you’ll know how to not get caught if you accidentally are the father of the child that you didn’t want.

David Laroche: Thank you very much. I will apply that in my life and when I have results I will share it in my conferences.

Paul Edgewater: I can't wait! We can like bitch together.

David Laroche: Thank you very much!

My last question it is without me. It is a short video about success. You look at the camcorder. According to you, what could be the key factors of success?

Paul Edgewater: All right. The key factor for success is, for me, to take the word “entrepreneur” apart a little bit. The word “entrepreneur” entered the lexicon about 300 years ago, in France actually, and it means “to be the person who undertakes a project”. Literally it means to take on something with an unknown result. For instance, you buy a product or service and that’s a fixed price, but you are going to not try to sell that product or service to the marketplace and you don’t know what you can sell it for. It’s an unknown variable. That kind of risk taking is what success is built on. Finding out what the marketplace wants, but taking a chance and not knowing exactly what it needs and learning in the experience.

To be an entrepreneur means to take on that risk, be the person who undertakes that program, that project. Take it on, bring it to the marketplace and that’s the only way to succeed. If you don’t do that, you’ll be the person who is watching the other people succeed. So I would take the word “entrepreneur” apart and live by what it means.

David Laroche: Cool.

Julie: I think it would be cool just to have the sentence like, “Be willing to take risks,” if we do a…

Paul Edgewater: OK, I can do it again.

Julie: It’s good to have good shots.

Paul Edgewater: I think off the cup so I can do it again if you want.

Julie: It was good. It’s just to have…

David Laroche: One sentence more?

Julie: Just one sentence.

David Laroche: OK.

Paul Edgewater: OK, and you like, “To just be taking risks”?

Julie: Yes, something like that. Something—

David Laroche: OK, I understand what—

Julie: Something about thinking it big because we are going to…

David Laroche: Yes, we will make another video with the best sentence of each interviewee. That’s why—

Julie: It’s about just to hear this sentence like “take risks, be willing to take…”

Paul Edgewater: OK. It’s all good. Let me know when.

David Laroche: You can.

Paul Edgewater: So to wrap it up, success means to have the ability and the desire to take risks, calculated risks but risks nonetheless. Go out there, give it your best, learn from the experience, grow from the experience in the world to be a better place.

David Laroche: Cool. I love it! It’s a good idea to have the best sentence.

Paul Edgewater: Cool.

David Laroche: Can I ask you…

Julie: If you want a testimonial?

David Laroche: No, I want to apply what you are saying just before. I was asking a question, but it was “yes” or “no”, so I would like to…

Paul Edgewater: Oh, you’re going to rephrase that. OK. See, I’m an easy sell, you ask me “yes/no” and I’ll say “yes”, but I’m not everybody else.

David Laroche: Yes, but I would like to apply it. How can I say that? It’s not easy to…

Paul Edgewater: It’s counterintuitive because when you’re asking somebody a request, your natural inclination is just to say, “Can you,” or, “Would you,” or something like that because that’s what you’re asking. But it gives somebody a way to say “no” if you ask questions like that. If you ask the question in your mind and you know in your own mind you can say “yes/no” to it, rephrase how it works. So if you say, “Would you like to do a testimonial for me?” Well, I could say “no”. But if you say instead, “I’d like to have you do a testimonial. Would you like to do it in such a way where I’m asking you the question on camera or you’re doing it by yourself?” Now it’s understood I’m making a testimonial, but I’m deciding between you being here or me doing it by myself. You gave me a choice.

Always give somebody a choice between something and something and not something and nothing. If you give them two choices they have to pick one, they can't say “no”, unless they really don’t want to do it for some reason. And I don’t know any reasonable person that would say “no” to that.

David Laroche: So would you prefer to…

Paul Edgewater: Exactly! This is perfect. It’s an “if” question.

David Laroche: Would you prefer I ask you the question or I can just record and I let you to do this—

Paul Edgewater: Either is fine. How do you pronounce your…?

David Laroche: Yes, I am David and in French we say “Laroche”.

Paul Edgewater: Laroche.

David Laroche: It’s great!

Paul Edgewater: I knew German so I can kind of roll my “r” different than the French.

David Laroche: It’s right.

Paul Edgewater: You like?

David Laroche: Yes.

Paul Edgewater: OK, I’ll try again. I might have only been able to do it that one time though. We’ll see what happens. It is David?

David Laroche: David. David.

Paul Edgewater: David.

David Laroche: But you can say David. It’s great.

Paul Edgewater: Can I say David? All right. Now what do you want me to highlight? The next up and coming—

David Laroche: You see my video on stage? Say what you want to say about what you thought about me and what you, we took one hour together…

Paul Edgewater: Do you want me to mention anything about this project you’re doing or would that make the testimonial only work for this project then? Do you want something that’s a little more general that you can give—

David Laroche: Yes, more generally, maybe to send to an event producer or something to promote what I do and maybe my personality. It could be awesome. It would be awesome.

Paul Edgewater: Yes, it would. Say your name one more time?

David Laroche: It’s OK.

Paul Edgewater: Say your name one more time. I want to be able to nail it.

David Laroche: Laroche.

Paul Edgewater: Laroche. All right.

David Laroche: You can start.

Paul Edgewater: Well, what I can say, David Laroche… Wow, that didn’t sound good, did it?

David Laroche: Laroche.

Paul Edgewater: Laroche.

David Laroche: Laroche.

Paul Edgewater: Laroche.

David Laroche: Laroche.

Paul Edgewater: Laroche. See? It’s getting worse every time I’m saying it now. All right.

Well, what can I say? David Laroche is one of the most electrifying young speakers out there right now. His personality really comes through in everything he does. The projects he is taking on, the people he is meeting, the people who he is touching, the scope of influence is going to be felt worldwide in a very short time.

I would highly recommend you get personally acquainted with David as soon as you can because you don’t want to be left behind. This is the next rising start in the personal development and self-help worlds. I can't say enough good things about David.

David Laroche: Cool. I love that! Thank you very much.

Paul Edgewater: Cool.

David Laroche: It was awesome.

Julie: Yes.

David Laroche: Perfect.

Paul Edgewater: Awesome. Well, I’m glad I was able to help.

Julie: Do you want me to get some photos of you guys together?

Paul Edgewater: Yes, that’d be fine.

Julie: Oh, David, you should… [01:02:49]

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