-Introducing, aka Mr. Millionaire Shortcut, likes to tell the internet his rags to riches story about how he went from broke piano player to now more than a hundred million in sales. But is that number even actual? And even if it is, so what? Doesn’t he have a business partner at Entre Institute? And all sorts of employees and expenses? And, let’s not forget, those YouTube ads aren’t free, are they? So, what’s going on, and how much is this dude worth?

Jefflerner. io, It is a specialist in So, Digital marketing, and Information technology. Nearly 30 years of experience in the above category. And also, he is CEO of In his blog, you will find the best tips for marketing, SEO, Technology, and more.,

How to Earn Money: Learn from

Money is a store of worth and a reward for its production. It was never destined to be a game of manipulation to get more while producing less. Industry, creativity, impact, and solving real problems for real people are great reasons to make money and potentially a lot. But to create an algorithm that successfully decodes and predicts the behavior of other algorithms?

Well, I’ll admit that whoever creates something like that deserves an award for their ingenuity (and maybe money if there’s a productive app), but I wouldn’t want a dime to use it.

Secrets of A Great Leader, Everyone Needs to Know

Six traits that will make you a great leader. So, when you’re young, at least when I was young and talking to many other people, I think this is a general truth. When you’re young, you tend to believe that success correlates with liking, I guess, what you would call very tactical skills. Like you think that success is going to come from being, you know, having the right thing to say in the right situation to close the sales deal or having the right skill to be able to execute the technical task at the job that’s going to get you noticed and get you promoted, right? It’s a very, you know, tactical and like tangible skills focus when you’re young. And we get that from school.

Law of Lid by

And one of the great authorities on leadership, a guy named John Maxwell, author of the 21 Certain Laws of Leadership, has his very first law, the Law of the Lid. And it says that your ability to lead people is the lid on your potential for success. In other words, if you have X amount of potential for success and if you want to have more than that, the only way to have more than that is to increase your ability to lead people effectively. And a component of the Law of the Lid, and again, you know, I’ve learned how true and important this is as I’ve gotten older, is that to do great things in this world, to have a lot of success in the world,

you have to be able to attract and align with and energize great people, other great people. Ideally, people that are even greater than you. But the challenge is you cannot lead people who are better leaders than you. In other words, your ability to teach not only limits or determines your capacity for success in

the world but also determines what people you’re able actually to show. Because if you bring people in that are more developed leaders than you, inevitably, naturally, over time, they’re going to end up leading you in the direction of their vision, not the other way around. So there is such an essential benefit to improving and developing your ability to show if you want to be fruitful in this world.,

Six Principles of Great Leadership by


The first trait of a great leader is vision. Vision is the ability to. I don’t just mean eyesight, I mean vision. Vision is the ability to see something in the world or the future that does not exist. Every significant undertaking is organized around creating something that doesn’t exist or at least evolving something from the present into a state in which it is not currently, right? So, this is hard. It sounds simple. Vision, I see, you know, see something you want to see in the future, right? But the ability to have a vision, to hold the vision because the world around you has this almost nefarious, malicious way of trying to attack your vision. When you see something that doesn’t yet exist, it’s almost like the world rebels against the idea. You know, the world wants to stay static to this idea of homeostasis.

Enrolment of

the next trait of outstanding leadership is empowerment. You have to trust the people that you want to trust you. One of my favorite quotes is a quote that comes out of the marriage, you know, a guy named John Gottman whose kind of like the world’s leading therapist and a psychologist around having healthy marriages.

And his quote is, “The best way to influence another person is to allow them to influence you.” In other words, you naturally engage the human principle of reciprocity when you allow people to influence you. They are naturally more inclined to be influenced by you over them. And so, in marriage, you can see how that works. Like if you want your wife to, I don’t know, cook dinner every night, then start by putting the toilet seat down. In other words, something she asked you to do is more likely, and you are responding to


something she’s asked you to do is more likely to create reciprocity of her responding to something you’ve asked her to do, right? And in the same way, leadership works the same way. You have to empower people. You have to trust the people that you are asking to trust you. So give them responsibility. There’s a concept in business called lean management. This big thing emerged in the 80s, revolutionizing manufacturing and many other industries originally in Japan. Then

it came to the United States. And the concept of lean business operations is pushing decision-making down to its lowest possible level in an organization. In other words, you know, in manufacturing, the person who’s on the assembly line doing the thing should remain.

Responsibility to make the choices about how to make the thing somewhat than some guy sitting upstairs in the business office trying to talk from high down to people on the assembly line floor And say, well, this is how you should do it, right?,

leadership is assessment. Are you constantly measuring and evaluating your team and all the different aspects? They are moving in alignment toward the vision or all the other elements working on the idea to see how aligned they are. How efficient are they, and how much progress are they making? And part of the assessment isn’t just doing the evaluation but also delivering the feedback consistently and respectfully. So if you’re part of an organization and you have people, or if you’re the leader of an organization.

You have people working on something, and if they are not constantly getting information fed back to them about how they’re doing, that allows them to continuously course correct. Because people naturally, for the most part, want to do a good job. If

you’ve done an excellent job of enrolment and aligning everybody’s interest in the organization, people naturally want to do a good job. They don’t want to be wasting their time. But it would help if you constantly evaluated how they’re doing and then gave them that feedback. In my organization, we do a quarterly talent assessment every three months, which takes about a week, and we do an independent evaluation of every single person in the organization. We bring all the different people together that interact with each other, crowdsource the feedback, and create these talent assessment output documents.,

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Conclusion is a specialist in Seo, Digital marketing, and Information technology. Nearly 30 years of experience in the above category. And also, he is CEO of In his blog, you will find the best tips for marketing, SEO, Technology, and more.