Why Getting Richer Starts With Goals You Actually Care About

Earnings Disclaimer: You have a .1% probability of hitting million-dollar months according to the US Bureau of Labor Statistics. As stated by law, we cannot and do not make any guarantees about your own ability to get results or earn any money with our ideas, information, programs, or strategies. We don’t know you, and your results in life are up to you. We’re here to help by giving you our greatest strategies to move you forward, faster. However, nothing on this page or any of our websites or emails is a promise or guarantee of future earnings. Any financial numbers referenced here, or on any of our sites or emails, are simply estimates or projections or past results, and should not be considered exact, actual, or as a promise of potential earnings – all numbers are illustrative only.

You can want to get richer and still run the same business, tolerate the same problems, and make the same decisions. A bigger business goal on paper changes very little by itself. I want to know what you actually want the money for, what that costs, and whether the pace you’re moving at has any relationship to the life you say you’re building.

When my education business was doing about $1.4 million in monthly recurring revenue across two offers, I still had a goal of getting to $5 million a month recurring. I wasn’t looking at that income and thinking I was finished. I had specific things I wanted to make possible, and I could see that my current pace wasn’t getting me there on the timeline I wanted.

The useful question is whether your reasons are changing what you do. Start there. Then look at the money, the information you’re relying on, and the problems you’ve allowed to become permanent.

What Getting Richer Actually Gives You

Money affects the choices you can actually make. You can care deeply about your family and still face a cost you cannot comfortably cover. You can want better people in your business and still be unable to pay what those people require.

I had people break onto my property shortly after my daughter was born. Afterward, I arranged overnight armed security at a cost of about $7,000 a month. I was glad I could make that decision without having the expense become another problem my family had to carry.

The thing I wanted was peace of mind. The money paid for an option that helped me get it. That’s a very different reason to build a stronger business than wanting a larger number for somebody else to admire.

I see the same relationship in less dramatic decisions. Extra help at home, a more comfortable hospital room, or a way to travel that avoids something you dislike all cost money. You get to decide which of those things matter to you. But if cost is the reason you aren’t choosing something, be honest about that reason.

You don’t have to turn a compromise into your new dream just because you cannot afford the original one yet. You can acknowledge the constraint and decide what you want to do about it.

Better People Have Options Outside Your Business

Wanting a better team puts you in competition with everybody else who wants those people. Your business does not get a separate price list because you’re enthusiastic about the mission.

When I needed more development capacity for Jeremy AI, I was looking for someone with a very specific combination of experience and current AI skills. The person I found through my network worked in Amazon’s AWS division and wanted $300,000 a year. I had to decide whether that specific hire made sense for my business.

I also considered what it would take to recruit beyond my own network. The salary was only part of the decision. Finding the person could create an additional cost before they had even started working.

That is what I mean when I say money makes decisions. You can identify the person you need and still lack the resources to make the hire. Or you can have the resources and hesitate because you haven’t connected the expense to anything important enough to you.

Price the actual requirement. The SBA distinguishes one-time expenses from monthly expenses in its cost-planning guidance. I want that same distinction visible when a growth decision creates both an initial bill and an ongoing commitment. The point is to understand the commitment before agreeing to it.

Why Your Funnel Numbers Have to Agree With Reality

Your business goal depends on an honest starting point. If the numbers you’re using to describe the business are wrong, you can work hard on a plan that never matched the business you actually have.

I sat with an operator whose reported funnel statistics implied a much better return than the business was receiving. The traffic costs, conversion rates, attendance, sales, and collected cash did not agree with the overall result. Putting those inputs into a model made the discrepancy obvious.

The lesson wasn’t that the operator needed more confidence. We needed to find out which numbers were wrong. The people reporting them had not necessarily intended to mislead anyone; they did not understand how to report the statistics accurately.

That’s why I care so much about understanding marketing math. A dashboard full of encouraging inputs is no help if those inputs cannot explain what the business collected. Check that bookings, attended calls, and completed sales mean the same thing to everybody reporting them.

The GAO describes data reliability in terms of accuracy, completeness, and suitability for its intended purpose. Those are useful questions to bring to your own report. Is the number correct, is anything missing, and does it answer the question you’re using it to answer?

If you’ve been trying to improve the same result for a long time, start by checking the picture you’re acting on. More effort won’t repair an inaccurate starting point.

AI Cannot Supply the Question You Never Asked

Having access to a capable tool doesn’t mean you know what to ask it. You can put a lot of information into an AI conversation while leaving out the actual problem you need it to solve.

Someone using Jeremy AI wanted to improve a page’s opt-in rate. When we looked at the conversation, the person had supplied call transcripts and a page link without a clear request. They then acted on the response and were disappointed with what happened.

I want you to notice the gap between using a tool and understanding the task. What are you trying to change? What is happening now? What evidence would help determine why it’s happening? Those questions belong in the conversation before you start implementing suggestions.

You also have to recognize when you don’t know enough to judge the answer. If you cannot explain why a proposed page change should help, more confident wording from an AI tool should not settle the decision for you.

Learning what to ask is part of acquiring the skill. Get the missing information, make the problem specific, and check the advice against the actual business. Pasting more material into the chat is not a substitute for that work.

What Your Timeline Says About Your Hiring Decisions

A timeline becomes meaningful when it changes how you handle a constraint. You cannot say you need to move faster while treating every unresolved problem as something that can wait indefinitely.

An operator told me that full sales calendars and limited customer success capacity were preventing the business from taking on more demand. Those problems had been there for months. The explanation had become that hiring the right people takes a long time.

In my own business, I had recently hired a customer success manager within 48 hours. I had a capacity problem to address and a reason to address it quickly. Seeing those situations side by side made me question how much of the other operator’s delay was genuinely necessary.

Look at the problem you’re carrying. Have you identified the role, made a real search, reviewed candidates, and made decisions? Or have you mostly repeated how difficult the search will be?

You still need to hire well. Check what is taking up your client success manager’s time before deciding what support to add. Speed doesn’t excuse a poor decision, and leaving the problem unattended won’t make the decision for you.

If the goal matters on your stated timeline, the staffing constraint deserves your attention before the timeline has already passed.

Put a Real Cost Beside the Life You Want

A vague dream lets you avoid finding out how far away it is. A real cost gives you something to compare with the resources and business you have today.

For me, wanting a lake house includes the experience I want my family to have there. I picture the summer trips, the dock, and the things my children could remember growing up. That is a much clearer reason than saying I want another property because successful people own properties.

You may want something completely different. Write down your version. Then find out what it takes to acquire it and keep it. A purchase price and the ongoing cost of owning something answer different questions.

Include the life you want after you stop working at your current pace. Revenue from a business you actively run is different from money already accumulated for your future. A good month doesn’t answer how long that future can be supported.

Investor.gov explains that investment choices depend on your goals, when you need the money, and your ability to tolerate risk. Have a qualified adviser help you test the financial assumptions. A hoped-for investment return should never be the thing making an otherwise unaffordable plan look certain.

I want you to face the size of the requirement. You can make a better business decision with an uncomfortable number than with a comfortable guess you have never checked.

Your Reasons Can Change After You Reach a Goal

What got you moving at the beginning may stop motivating you after you get it. When that happens, look honestly at what you want next rather than pretending the old reason still carries the same weight.

I knew a member who had reached a more comfortable life and then stalled. When I asked what he wanted, he eventually admitted that his reasons included a particular car and a better place to live. He had been trying to use reasons that sounded better to other people.

The useful change was honesty. He could finally see whether the things he said he wanted were important enough to change his behavior. I don’t need you to copy his preferences. I need you to stop borrowing preferences that do nothing for you.

In my Inner Circle, I want that conversation to be real. Operators can compare a business problem all day, but it also matters whether the person facing it has a reason to solve it now.

Results are not typical. Your results will vary and depend entirely on your individual capacity, business experience, expertise, and level of desire. There are no guarantees concerning the level of success you may experience. The testimonials and examples used are not intended to represent or guarantee that anyone will achieve the same or similar results. We don’t believe in get-rich-quick programs. We believe in hard work, adding value and serving others. As stated by law, we can not and do not make any guarantees about your own ability to get results or earn any money with our information, courses, programs, or strategies.

A selfish reason can be real. A reason involving your family can be real. So can a desire to help people beyond your household. You don’t have to perform the most respectable answer in the room. You have to recognize the answer that actually matters to you.

Check Whether You’re Settling or Choosing

There is a difference between genuinely changing what you want and deciding it never mattered because you cannot afford it yet. You are the person who needs to know which one you’re doing.

I like nice homes, cars, and the ability to choose how I travel. I also want financial resources beyond the business income I earn while I’m working. I don’t need somebody else’s approval to admit those things matter to me.

That doesn’t make them your goals. You might care much more about a different location, a quieter schedule, helping your family, or building something you want to stay involved in. The exercise only works if the answer is yours.

Comfort can make this harder to examine. You may have solved the original problem that drove you into business, while the reasons behind your next business decisions remain unclear. Repeating the old target louder won’t give it new meaning.

Ask whether you still want what you wrote down. If the answer is yes, acknowledge the distance. If the answer has changed, choose the new goal honestly. Either answer is more useful than spending your days defending something you no longer believe.

Why Visible Progress Makes It Easier to Keep Going

Progress gives you something concrete to point at when the next difficult stretch arrives. The work feels different when you can see that your actions have already changed something.

I felt this while getting back into exercising. Starting was difficult. As I saw physical progress, continuing felt much easier. I could see that the effort was doing something, even though I had more work ahead of me.

I look for that same connection in business. A goal can feel very distant when all you have is the ambition. Completing an important hire, resolving a recurring problem, or getting a useful piece of work into the market gives you a more concrete starting point for the next decision.

That doesn’t mean every result improves in a straight line. You still have to look at what happened honestly. But don’t dismiss a real improvement because it isn’t the entire dream yet.

I want you to recognize your location in the journey. Otherwise, you can be making progress and still talk to yourself as though you have done nothing, or be standing still while insisting everything is going well.

Know Where You Are Before Choosing What Comes Next

You need a clear view of your current position as much as you need a destination. A sign that says where you are on a hiking trail helps because it connects the place you’re standing to the route ahead.

Do the equivalent with the business. Write down what you want, what it requires, and where you actually are. If the numbers disagree with the story, investigate the numbers. If the timeline doesn’t fit your current capacity, identify what would have to change.

A business bottleneck needs a specific response. More motivation won’t fill a calendar, create delivery capacity, or correct an inaccurate report on its own. Your reasons should push you to address the actual issue.

Then look at the action you have been postponing. Is it waiting for information you can get, a decision you can make, or work you have avoided starting? Get specific enough that you know what to do when you leave the conversation.

Be honest about the dream, honest about the cost, and honest about your pace. Those are much more useful things to carry into tomorrow than another goal you wrote because you thought it sounded impressive.

If the marketing skills are what you’re missing, Master Internet Marketing, my 7-week live comprehensive training, is a place to work on those skills. Keep your reason for learning them clear, then put the work into the business you actually have.

Results are not typical. Your results will vary and depend entirely on your individual capacity, business experience, expertise, and level of desire. There are no guarantees concerning the level of success you may experience. The testimonials and examples used are not intended to represent or guarantee that anyone will achieve the same or similar results. We don’t believe in get-rich-quick programs. We believe in hard work, adding value and serving others. As stated by law, we can not and do not make any guarantees about your own ability to get results or earn any money with our information, courses, programs, or strategies.