#350 How To Sell Like Steve Jobs

The book I want to talk to you about today is the presentation secrets of Steve Jobs, how to be insanely great in front of any audience and is written by Carmine Gallo. So a friend of mine found it a company and he raised money from some of the best venture capital firms in the world.

And he sent me this book because he says that they told him his investors told him that he should read this book before his next round of fundraising and apparently they give this advice to other founders in their portfolio as well. This book makes the case that Steve Jobs was the greatest business storyteller of our time. And so I think the ideas in this book are really important because essentially if you read the book,

it tells you how to sell like Steve Jobs. And since business is sales, I want to dedicate an entire episode to going over some of his ideas because think about it. You're selling when you pitch an idea, you're selling when you talk to customers, you're selling when you're trying to recruit people to come work for you, you're selling when you try to raise money for your business. And I think when you study the life and career of Steve Jobs, it's very obvious that he

believed all these things. It's why he spent so much time and effort learning how to sell. In fact, in this book, he said that he considered his keynote presentations competitive weapon. And he considered a competitive weapon for Apple. There's a great quote in the book about why this is so important. And it says a person can have the greatest idea in the world. But if that person can't convince enough other people, it doesn't matter. And so what I did is I took the ideas in this

book and I organized them in the way that the book recommends. So there's three things that I'm going to talk to you about today. One, what are you really selling? Two, how Steve Jobs made his presentations. And three, the importance of developing a messionic sense of purpose. And so I want to start with what are you really selling? Because I really do believe this is the most important part of the entire book. So if you would ask Steve Jobs, he wouldn't say, oh, like what do you do for living?

Oh, I sell computers. No, he would say that he sells tools that unleash human potential tools that change the way that you work and that change the way that you play. And so there's a quote Steve Jobs said in 1997 that he says you got to start with the customer experience and work back towards the technology, not the other way around. He did this when he sold to the number one question that you have to answer the one question that matters the most is why should I care? Why should the customer

care? And if you go back and watch and you can also read his presentations in this book, you see that he started with the customer experience and then work back towards the technology. So I want to go over his 1998 iMac presentation. So he starts out by saying we made this computer, this iMac, for the number one reason customers tell us that they want a computer. To get on the internet simply and fast, he starts with the improvement that his product makes before he even introduces his

product. He says we went out and looked at all the other products out there. We noticed some things about them pretty much universally. They are all using last year's processor. Secondly, they all have pretty crummy displays on them. These things are ugly. What that means is they have lower performance and they are harder to use. So what he just did there that is called drawing a verbal road map for your audience. I'll go into more detail in section number two and actually how he does

this. But if you look at what just happened, he starts with the problem. It's 1998. You want to get on this new thing called the internet. You want a simple and fast way to do so. The problem is all the products, all the other computers out there, they're complex, slow and ugly. And he uses very simple words, words that are unusual, which we'll talk about more in a little bit. Crummy. That is a simple but unusual word, especially in a business presentation. And then he didn't say

ugly. He said, ugly. And then after those two sentences, he tells you what that means. What that means is they have lower performance and they are harder to use. That is drawing a verbal road map for his audience. And then he goes into the solution to that problem. The solution is the product that he made. So let me tell you about iMac. The new iMac is fast. It screams. So when I got to this part, I didn't know I left myself. Do you think any of Steve Jobs competitors describe the

speed of their products with that same phrase? It screams. This is unusual but memorable words. And it's very simple to understand. And then he goes into the next one. The new iMac has a gorgeous display. Again, Steve is describing his product the way that you describe your lover. But in a few short simple sentences, you already know, okay, the problem is I want to get on the internet. I'm hearing great things about it. It's complex. It's hard to do. I need a simple way

in a fast way to do that. That option is not available to me because all the other computers that are not Apple products, he just said they're crummy. They're ugly. They're complex. But this new iMac, it screams. I mean, it's fast. It has a gorgeous display. It must be great to look at. And the genius of the way that Steve Jobs sold it, I would argue that Warren Buffett does the exact same thing. I've made the point multiple times that if you think of the greatest content marketing

in business history, I would argue is Warren Buffett's shareholder letter. He does this exact same thing. It takes something unbelievably complex and uses simple and direct language. It takes plain it to you. And if you either watch Steve Jobs's presentations or read the transcripts, it's just like reading Warren Buffett's shareholder. There's almost no jargon. It is simple and direct language. A lot of storytelling. My friend Moses Kagan wrote something great about this to illustrate

this point. What Moses does is he's a real estate investor. So he's raised over $200 million from investors. And he takes that money and he buys apartment buildings in Southern California. Southern California is a highly desirable location and has been, you know, for decades and is usually very difficult to build new supply. And what he wrote was perfect because he raises money from rich people and he sees the way he does it is very different from some of the other people in his

industry. And he wrote, normal rich people have no idea what MOIC is, let alone IRR or loss to lease, etc. If you want their money for your project, include a slide in your deck titled, what we will do with your money in plain English. To answer the question, why should I care that equals what does this do for me? And it's not just for customers. It applies to obviously pitching employees, pitching investors. If you listen to the episode I did two weeks ago, it's episode 348,

the financial genius behind a century of Wall Street scandals is called the Match King. If you haven't listened to it, highly recommend you do and read the book too. I've bought the book for a few friends now and they just cannot believe the story that's in the book. But if you listen to the episode, if you read that book, Evar Kruger, he did exactly what Steve Jobs did. He did exactly with the advice that my friend Moses gave. Explain what we will do with your money in plain English.

Evar Kruger comes from Europe, comes to America to pitch American investors. And he explains in very clear language, what am I going to do with your money? Government loans for match monopolies. I'm going to raise money from America. I'm going to take that money back to Europe. There's all these smaller European governments that are in bad financial shape. I'm going to loan that money and exchange. They are going to grant me a monopoly for match production and match and selling matches

inside of their company. Government loans for match monopolies. This is important because he put it in a phrase. I was easy to understand. And so his investors would then repeat this to that phrase to other investors. Government loans for match monopolies. Easy to understand ideas spread. And how much they spread in that book, it makes the claim. It was crazy to think about. I think it was

in the 1920 decades. I don't have it in front of me, but I'm pretty sure it from like 1922 to like 1930 something like 25% of all the securities traded in America were for Evar Kruger's companies. And so again, for the love of God, no jargon, just use simple and direct language and focus on why should you care? I'm explaining what this does for you. Now this applies to pitching customers too.

My friend Eric is one of the greatest entrepreneurs that I know. He also reads voraciously. And he sent me, he told me about this book on the life of one trip and the history of Pan Am Airways. The book is called an American saga. I have it. I'll eventually read it and do an episode on the future. But I was reading through all the notes that Eric took on the book. And I was reading his notes at the same time I was

reading the presentation secrets of Steve Jobs. And it came across something that is a great illustration of this. So it talks about one trip early in his career. He talked to his customer to understand their problem. This is the United Fruit Company, by the way, which is hilarious. If you think about how many episodes have done on the book, the fish they ate the well. But the United Fruit Company had paperwork and in the country that they were operating in that country's government insisted

that that paperwork has to be brought to the capital and it has to be stamped. That was a problem for the United Fruit Company. Why? Because in between them and the capital is a 9,000 foot high mountain. And so to take this paperwork and get it on the other side of the mountain, they have to drive for three days on very dangerous roads. So one trip comes in and it's like, oh, actually, you know what? I can fly your documents over the mountain and I can do it in an hour and a half.

And so Eric's notes on this, he says, I love how crystal clear this value proposition is. Instead of three days of by dangerous road, it's one and a half hours by air. That is a 48x improvement in time savings. Time is money and allows companies to work so much faster. The best B2B companies save businesses time. So in order to figure out what you are really selling, you have to answer this question. Why should your customers care about your product? One trip's answer is,

instead of three days by dangerous road, it's one and a half hours by air. For Steve Jobs, it's you want to get on the internet quickly and simply in the iMac does this for you. The reason I started with this, the reason why I think figuring out what you are really selling is so important. The most important lesson in the book is because it is a very old idea. The idea that you should sell the improve, you do not sell the product, you're not selling your

product. You are selling the improvement that your product makes. People do not care about your product. They care about themselves. They only care about what your product does for them. That is why all, think about all the greatest advertising agency founders that you and I have studied and discussed on this podcast. I don't even know how many. I'll list all the episodes that I've probably done what eight episodes on them and all the greatest advertising agency founders said the

same thing. Sell the improvement that your product makes. Sell the better future that your customer will receive if they use your product. The reason that Steve Jobs was such a great storyteller reason that he was such a great salesperson is because he did that. Think about the greatest line he ever came up with. The greatest, I mean, they have a lot of great tag lines in the book, but I feel I can't think of another product that has a better tagline than the original iPod.

And their tagline was very simple. It's written from the customer's perspective and it describes the better future. 1000 songs in your pocket. Now, I am old enough to remember when MP3 players in the iPod came out. I grew up, right? We had books full of CDs. Do you remember this? Like, you would have books full of CDs in your house, like these, like, almost like these binder things. I specifically remember them, like, you drive around your car with your friends. Like, hey,

what do you want to listen to? Like, oh, grab this giant book of CDs and flip through and try to figure out what album that we want to listen to. So you could do that or you could walk around the giant disc man or you can just use an iPod and have 1000 songs in your pocket. Now think about how crazy this is, right? So the evolution goes from, you know, giant books of CDs to 1000 songs in your pocket and then think about Spotify. It's not 1000 songs in your pocket. It's every song in

history in your pocket. So to figure out what you're really selling, you have to figure out what you're actually improving in their lives and that when you see a lot of these products that are struggling in the market, it's usually because they're a solution and search of a problem. Steve didn't sell a product. He sold an improvement. There's a great book called Ogovy on advertising.

I just recently reread it. It came out like the 1980s is written by David Ogovy. In the book, he tells you, there's a bunch of examples on great ads and marketing and I think every single entrepreneur should read that book. It's no brainer. But he tells you what the most important sentence in the book is. He says advertising, which promises no benefit to the customer does not sell yet. The majority of campaigns contain no problem whatsoever. That is the most important sentence in this book.

Read it again. So once you figure out what you're actually selling, what is your main idea? Try to describe it as succinctly as possible. If you can do it in one sentence, that's even better. And then you expand on it and then as you expand on it, then you repeat it a lot. You and I have talked about this, this maximum that comes up over and over again with great leaders. Repetition is persuasive. And if you can describe your idea in one line, it will be repeated by your audience.

So I want to give you an example. I'm going to pick up the book. There's a bunch of tag lines that they use for different products and they go over all the presentations in the book. So I just talked about the first one. I bought 1000 songs in your pocket when they come out with the Mac book air. Their tagline is it's the world's thinnest notebook. Now listen to how much Steve Jobs and Apple repeats this over and over again. They repeated in the presentation on their all the

marketing materials. Any press releases their website. I'm going to list all the different ways. They say the exact same thing. What is MacBook Air? It's the world's thinnest notebook. That's number one. Number two, the world's thinnest notebook. Number three, this is the MacBook Air. It's the thinnest notebook in the world. Number four, we decided to build the world's thinnest notebook. Number five, MacBook Air, the world's thinnest notebook. Number six, Apple

introduces MacBook Air, the world's thinnest notebook. Number seven, we've built the world's thinnest notebook. Repeat, repeat, repeat. Human nature has a flaw. We forget that we forget. Go back, I do this whole time. I go back and you obviously know that reread books that I've covered. Think about how crazy this is. Not only am I rereading a book that I've covered, right? It's a book that I've made a podcast about in the few before. So I took a ton of time and actually, you know,

probably 40 hours really digesting the book. Then I reread the highlights and yet I'll go and reread the book and it's amazing. If I hadn't read the book in a year or two years or five years, you can do this. Go back and pick up a book that you loved, watch, rewatch a movie that you loved, listen to a podcast episode that you loved, that you haven't heard or read or watched or listen to in let's say two, three years. You will be shocked at how much you forget. We forget that we forget.

So the most important thing to know from this section, the most important thing to learn from this section, figure out what you are really selling. And once you figure that out, make sure that you have a headline or a way to describe it succinctly. And that description should answer why is the customer, why is the employee, why is the person you're recruiting, why does the investor that you're raising money for him, why should they care? How will their future be better

by buying or agreeing to what you are selling? And then once you do that, you consistently repeat that headline in your conversations, in your marketing materials, in your presentations, in your slides, in your brochures, in your press releases, and on your website. So the second thing that I want to talk about is how Steve actually made his presentations.

And the first thing he did was that he planned his presentations in analog. He would use pen and paper before opening keynote and using any kind of software and he'd love drawing out his thinking on the whiteboard. In fact, I was telling my friend Rick Gerson about this book as I was reading it. And something that pops up in this book, popped up in the book from last week, which is called insanely simple. And then another book called creative selection, which is all about people that

worked very close to Steve Jobs describing how he worked. And this idea that he would act as his own slideshow, that he would jump up from a conversation to the whiteboard appears over and over again. And so I was telling my friend Rick about this and he's like, oh, that's funny. That's he did the exact same thing when I met him. And Rick told me sorry when he went to meet Steve Jobs, this is when

Steve Jobs was running Pixar, they were thinking about making an investment in Pixar. And so the conversation quickly went to the whiteboard and then Steve just essentially built like this hub and spoke model. And he was talking about all the different businesses that you could launch off of a single movie just like Disney did. So you have merchandise, you could do theme parks, you could branch into other forms of media. And the way Steve wanted to explain this point was to draw on

the whiteboard. And so the way the book describes how Steve structured his presentations is another three point list as a number one, create a list of points you want your audience to remember. Number two, organize that list until you're left with only three main points. And number three, under each point, add stories, easy to remember facts, metaphors, and social proof. And you'd see that Steve did this not just in product presentation. Think about his most famous

speech ever is the commencement address he gave at Stanford. And the actual structure of that speech is dead simple. So it has an opening, it has three stories, and then it has a conclusion. And if you go back and I listen to and watch that speech, I don't forget how many times, but you can actually go and see his transitions as he gets to his first, second and third point. I pulled them out of the transcript. So it says the first story is about connecting the dots, then he fills that in with

the story. Then he goes, my second story is about love and loss. Then he fills that in. Then he goes, my third story is about death. But think about that. These are very simple direct language. My first story is about connecting the dots. My second story is about love and loss. My third story is about death. The author states on the book that he does believe that the rule of three is one of the most powerful concepts in communication. And the reason is because humans can only hold a tiny

amount of information in their short-term memory. So you might talk for 30 minutes and the people you're speaking to your audience, they're only going to remember a handful of things. People tend to remember maxims or aphorisms, and then they can remember stories. In fact, one of my favorite all-time quotes I think about all the time I've mentioned on the podcast, I don't know, a ton of times. It's actually comes from the founder of Sequoia Capital, Don Valentine. And he says the art

of storytelling is critically important. Most of the entrepreneurs who come to us can't tell a story. Learning to tell a story is incredibly important because that's how the money works. The money flows as a function of the story. So in the book, they're interviewing a bunch of venture capitalists, and they talk about some of the bad presentations that they see all the time. And you see a lot of the characteristics that make a bad presentation are what Steve Jobs was able to avoid when he

made great presentations. And one thing is people try to stuff way too much information. If you actually read the transcript or watch Steve's presentations, he doesn't put too much information in the presentation. And his slides have almost no words on them. The two biggest problems that these investors see is that most presenters try to squeeze way too much information in there. There's a great line in the book where it says most people giving a pitch try to squeeze two megabytes of

data into a pipe that carries 128 kilobytes. And number two, start with the problem. Do not start with the product. Most of the entrepreneurs just jump right into the product. They forget to talk about the most important part, which is what's problem their product solves. Start with the problem. In fact, I was thinking about this. I went back and looked through some of my notes and highlights for the biographies on Edwin Land, which was Steve Jobs hero. And you saw that Edwin Land did this

as well. I want to read this paragraph from this biography of Edwin Land that I read. It says Edwin Land resorted to a bit of showbiz. He was strikingly good at explaining his work to people and powerfully persuasive. Who does that sound like, right? Really good at explaining your work to people and powerfully persuasive. Sounds like Edwin Land and Steve Jobs. When Edwin Land pitched polarizing sunglasses to American optical. So he developed the technology for polarizing sunglasses. He is

pitching his product to manufacturers of sunglasses. And this is how he does his pitch. So when he pitches polarizing sunglasses to American optical, he didn't just show up with a few samples. He rented a hotel room facing the sun and then brought a bowl of goldfish, which he then put on the window seal. The bowl would refract glare into the room. When the American optical executives arrived at the door, Land mock apologized for the glare, saying, you probably can't even see the fish. And then

he handed each of them a polarizing filter, what he wants to sell them. They look through the filter, they can see the fish and he closed the deal. So when you can tell a story, show a demo and use it picture. Steve loved photos. And the interesting part of having, if you look at his slides, how many just have images on there, they would have an image. And then if they had any words, it'd be very simple and clear words. But the one of the benefits of having just photos is because you can't,

we've all been in presentations where they just read the slides. It's the most boring thing up, right? But if you just have a picture, you can't read the slide. He can't use the words on the slide as a crutch. And so what happens is he had to know the message that he wanted to convey. He had to have it down pat. And the result of that is he was speaking to the audience instead of reading to

the audience. And so one thing that Steve was really great at was the ability to add context to any numbers that he used by adding context actually makes it a lot more memorable and easy to understand. So he would do this even in like conversations and interviews. So he would constantly, in the early days of Apple, people constantly ask, is like, you know, Apple has such a tiny, they were a possessive market share. Like why is Apple's market share so tiny? And at the time, they had like 5%

of market share and personal computers. And 5% sounds really, really small. And so part of Steve's genius was taking something that maybe looked poorly on behalf of himself or his company. It's like, oh, he only have 5% market share and actually reframing and adding context to anybody that was reading the interviewer listening to him. And he says our market share is greater than BMW or Mercedes in the car industry. And yet no one thinks they're at a tremendous disadvantage because of their

market share. As a matter of fact, they're both highly desirable products and brands. He takes a number and actually ties it to something. Well, I see a lot of BMWs on the road. I see a lot of Mercedes. I know about them. They're prestigious. They're luxurious. So they say, okay, so 5% isn't actually that bad. When possible, he would take these giant numbers that are actually kind of hard for us to wrap our heads around and actually put it into more easy to understand

terms. So let me give you an example. 200 days after the release of the original iPhone, he gives another presentation. And he goes on stage and he announces, hey, in the last 200 days, we have sold 4 million iPhones. So he could have left it there. It's like, okay, 4 million, that's a big number. But he actually added context and it makes it a lot more memorable. So he says, well, 4 million

divided by 200 days means that we sold 20,000 iPhones a day. I think the reason this is so important is because we all know what number sound like, but we have a hard time actually comprehending them. So I remember reading this book. It's one of my favorite books. It's episode 292. It's about Daniel Ludwig, which in the 1980s, he was the richest man in the world and no one knew who he was or richest man in America. And so his biography is called the invisible billionaire.

But I remember at the very beginning of the book, the others trying to put in context, just how rich Daniel Ludwig was. And in doing so, he made the numbers way more memorable, so much so that I'm telling you about it, you know, a year or two later. And he made the point that if you took a million dollars in 100 dollar bills and stack them up, that stack would be 16 inches high. But if you did that for a billion dollars. So if you had a billion dollars in 100 dollar bills and

you put it in a stack, that stack would be taller than the Empire State Building. A million dollars is 16 inches high. A billion dollars is taller than the Empire State Building. That is a great illustration of the difference between a million and a billion. You can do this with time too. So a million seconds ago was 11 and a half days ago. A billion seconds ago was 31 years ago.

Steve used another tactic to be more memorable as well. And he has, this is something I've ever referenced earlier, where he uses these uncommon words, especially uncommon words that you don't normally see in business presentations. And uncommon doesn't mean complex. Like if you think about go back to the his 1998 I'm at presentation, using words like crummy and ugly and it screams to describe how fast it is. There's many examples of Steve using this tactic. He said one time that he

made the buttons on the screen looks so good that you'll want to lick them. He said that everybody wants a MacBook Pro because they are so bitching. He would routinely talk about his own love for his products. I love the ending. The call to action for the iPad presentation. He says we hope you love the iPad as much as we do. And there's a sentence in the book that I think will ring true to you and I because I think about all the different meetings you said in our business presentations

you've been exposed to. And it says most business communicators lose sight of the fact that their audiences want to be informed and entertained. And you do that with no jargon, just simple, memorable words. Think about Ben Franklin. Think about Charlie Munger. Think about David Olgovi. These are the people that are masters at this. In fact, I went back when I was thinking about the section I went back on YouTube and was just watching a bunch of like Charlie Munger's

Zingers at the Berkshire Annual Meeting. And I took note of the part where after Charlie says what he says is the audience laughs again. Most business communicators lose sight of the fact that their audience wants to be informed and entertained. So I just want to pull out a couple ones that made me laugh because I do think Charlie Munger was great at this. And so Warren says to Charlie, people don't seem to get that point. Do you have any idea why? And Charlie says Warren,

if people weren't so often wrong, we wouldn't be so rich. And of course the audience laughs. And again, I'm going to adhere to the rule of three because that's what this book preaches, right? So here's the second one. Competency is a relative concept. What I needed to get ahead was to compete against idiots. And luckily there's a large supply again, laughter. Number three, everybody wants fiscal virtue, but not quite yet. They're like the guy who's willing to give up sex, but not quite yet.

And again, laughter, how many business presentations you've heard of that mentioned somebody's sex life. These are uncommon words and business presentations. And that's what makes them memorable. That would make that makes them human. So Steve would use words. If you think about all the like, the, especially the adjectives that he used in his presentations and his sales pitches, he'd use words like amazing, insanely great, gorgeous, incredible. He also spoke that way in normal

conversation. So even though he rehearsed and rehearsed and practiced, which we'll get to in a minute over and over again, every single presentation, it still sounded like him. Another thing that Steve used in a bunch of his presentations is he loved using social proof. He would make sure he would read, he showed it on the screen. And he'd also read testimonials. He wanted to make sure that everyone knew that other people also loved his products. In the book, Poor Charlie's Almanac,

Charlie Munger speaks about the importance of social proof over and over again. I just want to read a few sentences that I think illustrate why Steve was doing this. Psychologists use the term social proof. We are all influenced subconsciously into some extent consciously, but what we see others do and approve. Therefore, if everybody's buying something, we think it's better. We don't like to be the one guy who's out of step. The social proof phenomenon, which comes right out of

psychology, gives huge advantages to scale. And Charlie Munger was the first person I've ever heard describe why that's actually, he has this entire section on in the, and Poor Charlie's Almanac about the ungodly, important advantages of scale. And his whole point was like, well, social proof leads to more sales. It leads to better distribution, which accelerates the winner take all or winner take

most flywheel, which leads to ever greater specialization, which leads to more scale. If you haven't read it, I assume you have a copy of the new version of Poor Charlie's Almanac just came out last year. If you do that sections on page 91, you can also listen to the episode I made on it. It's

episode 329. I talk about it in the episodes. I think it's a really important point. And it was definitely really important to Steve because multiple times throughout the book, it talks about the fact that reading favorable reviews was a very common technique in Steve's presentations. And then the final point I want to pull out in this section two of how Steve Jobs made his presentations was the importance of practice. So the public praises people for what they practice

in private. A great presenter based on the stats in this book, the best presenters, the best public speakers will actually practice 90 hours for every one hour they need to be on stage. A 90 to one practice to performance ratio. Steve did this as well. He was also, as we already know, from all the books we've read and the podcast we've made on him. He was involved, of course, in every detail of the presentation. And that's exactly how he made it look effortless. It takes a lot of

effort to make something look effortless. And there was very few speakers that would rehearse more than Steve Jobs would. In fact, there's a hilarious story in the book where he comes, he arrives four hours late to an interview one time because he was practicing his presentation. And in this book, they quote another book, which is called the second coming of Steve Jobs. I also have that book, but I haven't read it yet. And it says, every slide was written like a piece of

poetry. We spent hours on what most people would consider low level detail. Steve would labor over every presentation. Again, marketing is theater. So practice your presentations. And number three, develop a messianic sense of purpose. Steve was an evangelist. He was driven by this messianic zeal to create new experiences for his customers. He was clearly passionate about building tools for other people. Steve dedicated his life to building technology that made other

people's lives better. The greatest definition of technology I've ever come across was actually in Peter Teal's books, er, one where Peter says properly understood any new and better way of doing things is technology. Steve truly believed with all of his soul that the products that he created was a new and better way of doing something for his customers. And so the way that I want to explain

this point is I want to take advice that's in the book. I want to use a demo. I went and collected a bunch of quotes from Steve and all of these are demos to what a messianic sense of purpose sounds like. This is what a messianic sense of purpose sounds like. What we want to do is to change the way people use computers in the world. We've got some incredible ideas that will revolutionize the way people use computers. Apple is going to be the most important computer company in the world.

That was example number one example number two of what messianic sense of purpose sounds like. I think you always had to be a little different to buy an apple computer. I think the people who buy them are the creative spirits in this world. They are people who are not just out to get a job done. They're out to change the world. We make tools for these kinds of people. We are going to serve these people. A lot of times people think that they're crazy, but in that craziness we see genius.

And those are the people we're making tools for. The third example of what messianic sense of purpose sounds like comes from Lee Klaal who was friends with Steve Jobs for 30 years. I talked about him last week's episode because he made many of the greatest apple ads. And this is what he said about Steve. From the time he was a kid, Steve thought his products could change the world. That's the key to understanding him. His charisma was a result of a grand but strikingly simple vision to make the

world a better place. What Lee is describing Steve and what Steve's own words described him. It was that his passion for what he was doing. Passion is infectious. The belief and passion you have in what you're doing can literally be transferred to another human being. I think of one of my favorite descriptions of this. It actually comes from Phil Knight's autobiography, Shudog. It wasn't until Phil switched to something he was truly passionate about or something that he truly believed in that he

found any kind of success. And so I'm just going to read a few sentences from his fantastic autobiography. He says, my sales strategy was simple and I thought rather brilliant. I drove all over the Pacific Northwest to various track meets. So before he started Nike Phil Knight ran track, he had a deep love of running so much so that he literally said he really believed that if people he if he could convince people to get out and run a few miles every day that the world would be a better place.

So let's go back to this. I drove all over the Pacific Northwest to various track meets between races. I would chat up the coaches, the runners, the fans, and I'd show them my shoes. The response was always the same. I couldn't write orders fast enough. Driving back to Portland, I would puzzle over my sudden success at selling. I'd been, oh, he's going to start listing all the ways he failed at selling beforehand, right? What is the point of what you and I are talking about? How to sell

like Steve Jobs. Steve Jobs was a master salesman. Phil Knight was a master salesman. I'd been unable to sell encyclopedias and I despised it. I've been slightly better at selling mutual funds, but I felt dead inside. So why was selling shoes so different? Because I realized I wasn't selling. I believed in running. Belief, I decided belief is irresistible. Passion is infectious and belief is irresistible. The main point that I'm trying to tell you is all you need to identify

what you are most passionate about. And then once you do share that enthusiasm with your listeners, whether it's a customer overcruit and investor, you can inject them with your passion and belief. There's a story in this book. Steve is sitting with a reporter from Newsweek. He is previewing that Think Different ad. Here's to the crazy one ad, probably the most famous,

arguably the most famous Apple ad. And so he's showing it to her. This reporter from Newsweek before his public and the reporter said that Steve started crying as he watched it. And this is what she said. It wasn't fake. He was really crying over that stupid ad. And then her next statement, she called it a stupid ad and her next statement. That's what I loved about

Steve. One of the reasons for so many bad presentations, one of the reasons that so many people are worse at sales than they could be is because few people actually express excitement about what they're speaking about. I guarantee you, Phil Knight sales pitch for encyclopedias and mutual funds

did not have him excited. But his sales pitch about running and running shoes did. And so if you find yourself in the encyclopedia or their mutual fund part of your career and you have not yet figured out how to get to the running and the running shoe part of your career, I love this piece of advice from David Ogowee. He says, I admire people who work with gusto. If you don't enjoy what you're doing, I beg you to find another job. Remember the Scottish proverb, be happy while

you're living for your long time dead. Both Steve Jobs and Phil Knight knew what they were selling. They knew how to sell and they both developed a messionic sense of purpose about what they were selling. And I think this one paragraph, this 30 second clip of Steve Jobs speaking ex-temperaneously about his life's work is the perfect summary of everything that you and I have been talking about today. And this is what he said, I think one of the things that really separates us from the high

primates is that we're tool builders. I read a study that measured the efficiency of local motion for various species on the planet. The condor used the least energy to move a kilometer. And humans came in with a rather unimpressive showing about a third of the way down the list.

It was not too proud of a showing for the crown of creation. So that didn't look so good, but then somebody at Scientific American had the insight to test the efficiency of local motion for a man on a bicycle and a man on a bicycle, a human on a bicycle blew the condor away, completely off the top of the charts. And that is what a computer is to me. What a computer is to me is the most remarkable tool that we have ever come up with. Is the equivalent of a bicycle

for our mind. And that is where I leave it for the full story. Recommend buying the book. If you buy the book using the links that's in the show notes, you'll be supporting the podcast at the same time. That is 350 books down 1,000 ago. And I'll talk to you again soon. At the end of the last episode on Steve Jobs, I told a story about two products and services that I'm making that I

believe will make your life better. And then I tell you why I'm going to replay that now for you because you'll be able to see, given on what you just heard, how I applied some of Steve Jobs ideas on presenting and selling. You'll see that each product has a single idea expressed clearly that describes exactly why you should care, that describes what the product does for you. So for founders events, it's very straightforward. Come to a founders events to build relationships with

other high value people. The single idea expressed clearly for founders notes, you'll see that even use some social proof. It's in the headline says Charlie Munger said learning from history is a form of leverage. Founders notes gives you the superpower to do this on demand. You will also hear because of my eyeballs and the stuff, the fact that I live this stuff, that I don't need to read from a script. I think about this every day. I practice it every day. And then therefore I

can speak about it just like Steve Jobs. I could speak about it from the heart and with a messianic sense of purpose. So here it goes. I have just two quick things to tell you about before you go. Number one, I am hosting another founders conference. This one will be on July 29th through the 31st is in a private venue deep in the California Redwoods, this place is gorgeous. It is actually in Scotts Valley, California. And the idea to do these two day conferences was actually pulled

out of me by people that listened to founders. So one of the most common requests that I've received over the years is this desire for can't David, can you introduce me to other people that listen to founders? And I didn't do anything with that information because I didn't know how to do it. And I actually think I stumbled upon a great way to do it. And I'll tell you about that in a minute. But I was thinking about I just listened to this entire episode back to the same one that you

just listened to. And if you really think about one of the main ideas is like, Hey, your goal really should be that you have a single idea that's expressed clearly. So I would have heard that multiple times. I reread that part every round that part. And I thought about, Okay, what is the single idea expressed clearly like why do these founders conferences, these founder events? Why do

they need to exist? And they need to exist. And the reason the North Star that these events exist is to help you build relationships with other founders, investors, executives, and high value people. And it wasn't until after I had this idea and wasn't until after I did the first founders conference which was held back in March and Austin that I realized, Oh, I accidentally stumbled. I had this idea and that was, you know, a test of that hypothesis. But I realized like, Oh, I actually stumbled

on a great way to help other people build relationships with high value people. And you do it really quickly. And there's a couple of ways that these events are structured that I think serve this goal. Right. What is that single idea expressed clearly? I want to help high value people build relationships with each other. And so what I did at the event back in March and I'm also

doing at this event in July 29th to the 31st is I ran out the entire venue. That means that when if you attend every single person you see there is for the same reason is there for the same reason and has the same interest as you. Number two, if you just heard what Steve Jobs, one of Steve Jobs main principles is like just make it his one of his biggest concerns is making it as easy as possible for other people. And what I decided to do is like, I want to make these all inclusive, which means

that if you get your all you have to do is get yourself there, right. And I take care of the rest. You're lodging your food access to every single part of the event is all taken care of. And then the third most important point that I think helped facilitate it a lot of these relationships so quickly at the last event is these are intentionally smaller events. This event in Scotts Valley, California on July 29th to the 31st that I highly encourage you to attend is only going to be around

a hundred and twenty to a hundred and thirty people. And it is the end result. Why I think I stumbled on something is because the amount of friendships, investments, deals, customer leads, partnerships, and other opportunities that can't that have happened that came out as a result a direct result of the last event is staggering. I frankly was shocked by it. And that leads me to believe that I'm on to something because again, the single idea expressed clearly the reason this event exists

is to build relationships. So even the way that the event is scheduled, there is a lot of unstructured time to talk to other attendees. I will be there the entire time. There will be a lot of smaller breakout sessions around specific topics. So if you attend and you want to lead a breakout session around a topic that you have been being expert in, just reply back to your confirmation email after you apply. And then my events team will handle everything else. I am doing this event in partnership

with Rick Burnham and Paul Bucer. They have a founders of say to grow, which is a $500 million holding company. And one of the breakout sessions will be about how they started and structured their company. I met Rick and Paul and built a relationship with them through the podcast. They were listeners of the podcast and my friend Patrick knew them and introduced them to me. And they also

taught in addition to running this, they run a podcast called the Art of Investing. They run their holding company, but they also teach at Nordr Dame and they actually invited me to speak at their Art of Investing class. And that relationship led to this partnership, which is a great illustration of again, the single idea expressed clearly. Why does this exist? This exists to help you build relationships with other high value people. And that opens up opportunities and futures. You can

never possibly predict. So to come to the event and to build relationships with other high value people, the first thing you need to do is go to founderspodcast.com, for slash events, and apply. The second quick thing I have to tell you about is another example of something being pulled out of me. And one of the benefits of that, you just heard. So let me explain. So for years, people knew because I'd go around talking about the fact that since 2018, I have been cataloging all the research

that I do for this podcast. And I was putting all of my notes and highlights in this app called Readwise. I'd go around talking about how great it is, how I couldn't make the podcast without it. You just heard me use what is now called founders notes. So founders notes.com to sign up for this. But what this is is my own internal tool that I use to catalog the collective knowledge of history

is greatest entrepreneurs. So I can pull it up on demand. And you just heard that because when I'm quoting Sam Walton, when I'm quoting Michael Moritz, when I'm quoting Walt Disney, Herb Keller, her James Dyson, all these other ideas from past Steve Jobs podcasts. I was doing that by searching this giant database that contains all my notes, all my highlights, all my transcripts. And now this AI assistant that'll do all this reading and research for you called Sage that I

also built into founders notes. And the reason I say this was pulled out of me, this idea to build this product in partnership with Readwise. And again, this is the power of relationships because I found out about Readwise because one of the founders Tristan sent me an email in 2018. And he's like, Hey, you obviously read a lot. You might think this app is valuable. I didn't know it existed until then. And then I was until five years later that I then sent, I had talked to Tristan.

And I had sent Tristan emails like, Hey, there's actually an opportunity for us to partner here because I keep getting these emails, these DMs, these requests that, Hey, how can I have access to this giant second brain you have? I would argue it's the most valuable database in the world when it comes to learning from history's greatest entrepreneurs. And so the initial idea I came to

Tristan, I was like, Hey, I would like people to be able to see what I see. And then since then, we've added so many more features and just made it so much better that this is now a tool that I use nearly every single day. And if we go back to that idea, the same idea that that was important to Steve Jobs, Hey, we need a single idea expressed clearly one of my favorite lines that I've ever heard.

This is why there's so many such a high amount of people that you and I study that were obsessed with learning from history that had read hundreds of biographies throughout their career because they understood what Charlie Munger so eloquently said that learning from history is a form of leverage. Learning from history is a form of leverage. Founder's notes gives you the superpower to do this on demand. The podcast is a great tool to learn from history, but it is pushed to you. Founder's notes

gives you the ability to control it. It gives you the ability to tap into that collective knowledge of history's greatest entrepreneurs and use it when you need it. And so there's two main ways that you can search founders notes. One is a keyword search. If you listen to the last episode I just did on Michael Jordan, the last 20 minutes of that podcast is me going through because I was asked

the question, how do how did history's greatest entrepreneurs think about hiring? All I did was type in hiring into the keyword search and founders notes and then went through, you know, there's probably like, I don't know, 10 or 15 different examples. The second thing, if you don't have a keyword search, I just ran into a friend of mine who has access to sage sage is the AI assistant that operates on top of founders notes. And that idea also came was pulled, I guess not pulled out of me.

It was given to me by somebody that was beta testing sage for me. And this person after using it said, hey, you know, you had all these other names for it. I think it was going to call like founders GPT or the name for terrible. The name and I take solace that Steve Jobs also came up with bad names and the Mac man forgot sake. So anyway, he's like, this is after using this, this is not the right

names. You should call it sage. And he sent these two definitions. And he said, because sage is a profoundly wise person, it refers to someone with a deep understanding of life, accumulated knowledge and sound judgment. That is every single person you and I study on the podcast. They they've had a deep understanding of life, accumulated knowledge because they've spent 50 years on their career. And then somebody put all the highlights or the main lessons into a book and sound judgment.

And the second one definition was that a sage is a wise dis why wise discerning a prudent person. It describes someone who shows good judgment and makes well considered decision. So a friend of mine was like, hey, I was on a way to a board meeting. I needed some information about leadership. I was asking sage for how history's greatest entrepreneur started about leadership and it gave me a bunch of

good quotes that I used in the board meeting. That is what I meant. Founders notes gives you the superpower to now access the collective knowledge of history's greatest entrepreneurs on demand when you need it. Another subscriber just sent me this note that Founders notes is giving him a compounding tactical advantage over his competition. If you are going to spend hours and hours invested in listening to different Founders episodes, I would encourage you heavily to invest into a subscription

for Founders notes. It makes the lessons that you're learning on the podcast even more powerful. And again, it gives you the superpower to tap into the collective knowledge of history's greatest entrepreneurs on demand. And you can do so easily by going to Founders Notes dot com that is Founders with an S just like the podcast Founders Notes dot com. Thank you very much for the support. Thank you very much for listening and I'll talk to you again soon.