Innovations in the realm of age reversal are accelerating. Getting physically younger while getting older in years is a real possibility. In this episode, Dan Sullivan and Steve Krein explain the advances, discuss what’s needed for further breakthroughs, and share why age reversal developments are critical for entrepreneurs to be preparing for.

Show Notes:

• Many entrepreneurs retire out of social or societal expectations.
• Setting a goal that might seem crazy serves as a magnet for what you need and as a repellent for what you don’t.
• You treat your remaining years differently depending on when you think you’re going to die.
• Thinking about your legacy means you’re thinking about being gone.
• There’s the expectation in society that once you turn 65 or 70, you don’t take on anything new.
• The solution won’t be possible if you don’t have the goal.
• Medicine is going to become the fastest growing industry in the United States.
• There are thousands of solutions that need to be worked on to enable true age reversal.
• There's been an incredible drop-off in venture capital funding of all areas except health and medicine.
• American progress in all areas is driven by adventuresome consumers.
• Mission alignment is the single most important predictor of success in long-term health-related entrepreneurial ventures.

Resources:

The Strategic Coach® Signature Program

Learn more about Steven Krein at StartUp Health

My Plan For Living To 156 by Dan Sullivan

Dan Sullivan and Steve Krein delve into the power of the “When Are You Great?” tool, discussing how it serves as a crucial planning aid and a potent marketing resource. Using real-world examples, they explore the implications for crafting compelling offers, narrating impactful stories, and leveraging a marketer’s secret weapon.

Show Notes:

• To figure out what gets talked about, you have to combine everything you’re telling with everything you’re being told.
• You share when you’re good because you have competition. Others share when you’re great because they don’t think you have any competition.
• Saying when you’re good is trying to make a convincing argument. Being told when you’re great is your compelling offer.
• How you're making people feel transcends what you do for them.
• Your messaging should include both what you do and what happens when someone participates.
• Measuring impact is hard in the short term, but unavoidable in the long term.

Resources:

The Four Freedoms

The Self-Managing Company by Dan Sullivan

The Strategic Coach Entrepreneurial Time System®

The End of the World is Just the Beginning by Peter Zeihan

In one of our most popular episodes, Steve and Dan revisit why there’s a big difference between convincing someone with an argument and compelling them to take action with an offer. And in the market world where we all live, people don’t want to be convinced—they want to be compelled.

Show Notes:

A convincing argument is about the speaker, but a compelling offer is about the listener.

In the education system, you convince someone with your argument, but it doesn’t get them to take any action.

Characteristics of a compelling offer are that it happens very fast, and the clients don’t have to do much work to get it.

Humans aren’t computers, but meaning makers.

The basis of a compelling offer is that everyone is thinking in one direction, and then you present a message that changes the way they’re thinking about things.

Data is what you need to make an argument convincing.

Some people see situations in black and white (it happened or it didn’t happen), and don’t see the progress being made.

When you make a compelling offer, people want to be involved regardless of when the success will come.

When someone is facing a new experience, it will be a good experience if they have something new as a solution, and a bad experience if they don’t.

Resources:

Deep D.O.S. Innovation by Dan Sullivan

You Are Not a Computer by Dan Sullivan