INTRO
TONY: Welcome back to the podcast. Now, today's business environment is louder than ever. AI can generate content in seconds. Social media rewards speed over depth. And entrepreneurs everywhere are competing for attention in markets filled with noise, skepticism, and pressure.
But here's what's becoming increasingly clear. The people who truly stand out right now are not always the loudest. They are the clearest. The founders who can communicate with trust. The leaders who know how to move people without manipulation. The entrepreneurs who can articulate value in a way that feels authentic and believable. Those are the people gaining momentum in this next era of business.
Consumers are changing, teams are changing, attention spans are changing, and many entrepreneurs are realizing that old-school persuasion tactics, pressure selling, and scripted marketing no longer work the way they once did.
Today's guest has spent literally decades studying communication, influence, persuasion, and human behavior at the highest levels. He's worked with entrepreneurs, executives, and leaders around the world, helping them refine how they communicate, how they lead, and how they build trust in environments where credibility matters more than ever.
This conversation goes far beyond sales. We're talking about ethical persuasion, leadership, communication, trust building, message clarity, influence, and psychology—and why entrepreneurs who understand people will always have an advantage, especially during uncertain times. Meet Joel Bauer. Let's get into it. Let's bring him on. Hi, Joel. Welcome to The Tony D'Urso Show.
JOEL: Tony, thank you so much. I love the intro, because it's rare that I hear the words ethical and moral alongside persuasion and influence. And that's the way it has to be in today's world now more than ever before. There has to be an intimate connection.
TONY: I've been through your material and I love what you do. We want to know how ethical influence creates real business growth. But to start, can you take us back? How did you get into communication, persuasion, and influence? How did this all develop?


INTERVIEW – PART 1 (BACKSTORY: MAGIC, CRUISE SHIPS & THE TRADE SHOW FLOOR)

JOEL: I want you to imagine me at six years old, and my grandfather walks me into a magic store called Jack Shannon, at 1212 Walnut Street, Philadelphia. I still remember this. The magician asked me, "How much money do you have?" I said, between my grandpop, birthday money, and whatever else, I had a total of twelve dollars—everything I had in the world. He said, "Give me your money and I'll show you what you bought." I don't think I've heard a more direct close. I don't think it's a good close. But it worked on me. I gave him the money, and everything Jack Shannon taught me I've used in my life to this day.
Fast forward—I'm applying for a job on cruise ships in Miami. My mother worked in television as a promo director. My father departed when I was three months old. I walked in cold, wanting to see Brian Langston Carter because I'd heard they put magicians on the ships. I was living in Miami at the time, so I'm standing there with my doves, fire torches, a little cart that said "Joel the Great," and an eight-track player with the cord hanging out. It was one hundred and four degrees outside and I had wheeled this thing five miles with my birds.
The secretary didn't know what to do with me. I didn't have an appointment. She said, "Brian, I think there's a young magician here." He said, "Okay, send him back." That's all I heard. I walked down the corridor, and when I walked into his office, I didn't shake his hand, didn't say hello. I plugged in the eight-track player, started playing "Magic to Do" from Pippin, and began dancing around producing doves with my fire torches. I was fire eating right in front of him. He said, "Stop! I get it. Sit down." So I put out the fire—the office wasn't on fire, just the torch—and he said, "How many shows do you have?" I said, "How many shows do you need?" He said, "We need three." I said, "It's funny you ask that. I specialize in exactly those timings. Put me on the ship."
One month later, at thirteen and a half, I was on Carnival Cruise Lines. I learned three things: how to manage an audience, how to set expectations, and how to make sure we were fulfilling the needs of that audience. Because if you couldn't do that, you were fired—and they made that very clear.
I was on those ships for eleven years, across five different cruise lines. The only reason I got off was that I wanted to have a family, and that was never going to happen in a cabin on a cruise ship. The money was great, the freedom was great, and I got off with a series of very unique skills. I got to meet Zig Ziglar. I got to see the best of the best because they would bring top speakers and presenters on for corporate groups.
From there, I took those skills to the trade show floor. I realized that if I could create a crowd, convey a message, and collect the leads—and if I could help companies turn those leads into sales—I could be irreplaceable. Next thing I knew, I was working with Apple, IBM, Schlumberger, Dresser Wayne Industries, and more. Fortune 50, Fortune 100. I was making the kind of money I never dreamed possible.
In the words of Steve Jobs, you can connect the dots looking backward. There's not a single thing in my life, bad or good, I wouldn't repeat because it's all worked out. We have three amazing children, grandchildren, and my kids work with our company. If I died tomorrow, they could take over. I don't have a bucket list. And I would love to impart information today that would help your audience—CMOs, CTOs, CFOs, founders. Everyone needs to be able to ethically and morally persuade, especially amid all the AI noise.
TONY: Absolutely love that story. I was only a paper route boy for ten years as a child. I went home every day for dinner. For you to be on a ship at thirteen—my hat's off to you. So you went from performing magic on ships to working with the largest companies in the world. What exactly were you doing for those companies?

INTERVIEW – PART 2 (THE TRADE SHOW METHOD: CREATE, CONVEY, COLLECT)
JOEL: Here's what's interesting—and these techniques work as well today because I've trained many people who are doing what I used to do.
I would walk into a trade show without a badge. I'd just pick one up when someone's name wasn't called, walk in, and then throw the badge in the garbage because it wasn't mine. I walked into the largest booth that had no people. IBM. Apple. There would sometimes be almost no one in the booth. And I was extremely well dressed—I knew from my grandfathers how to wrap the package. The way you dress says something. I had everything put together better than the founders or the PR people who were there, and that was my ticket.
I'd grab one of their chairs, walk it to the center of the booth, step up on it, and start to present. I would build and congeal anywhere from eighty to three hundred people. I would literally congeal the arteries so no one could move. They assumed one of the company's people had hired me, so they never stopped me.
Where did I get my information? All the information was on the walls. When companies go to a show, they put up the top benefits and features of what they're representing—it's all right there. I developed a method of tying their information on the fly. And that's what I teach today: how to pitch, how to promote, how to position, how to do it without killing yourself. Is there a formula? I figured out the formula.
It came down to four things that everyone cares about: home, time, family, and money. So I would tie the product's benefits and features into those four pillars—making sure people felt protected and secure (home), that they had more time (time), that there was an emotional connection (family), and that there was financial freedom and ability to expand and scale (money). Once I stopped talking about high-tech specs and made it emotionally compelling, I stopped crowds. And the secret was involving one person from the audience. When you touch one, you touch all.
I brought someone up onto the chair with me—eventually I built small micro stages that popped out of a briefcase—and the second I brought someone up from the audience, it tripled the crowd size. I was known for the three C's: create the crowd, convey the message, and collect the leads that convert to sales.
I worked for seventeen consecutive year’s non-stop, three to four trade shows, never had a business card, and never had a website. Instead of going through negotiations and telling people how great I was, I just delivered the results.
There's a little booklet I carry that I try to buy the rights to. I got it at nine years old. It's called It Takes Guts, Damn It by Paul Diamond. Bad spelling, bad conjugation, bad grammar—and it changed my life. I call him my mentor, even though he's long gone and was very rough around the edges.
TONY: I believe that. Were you trying to sell their products while you were standing on that chair at IBM or Apple?
JOEL: I was trying to suspend disbelief, secure attention, establish rapport, and build credibility. All of these things ended up going into a formula that the highest producers—about twenty percent of the highest earners—follow. I call it my proprietary Money Matrix. It's twenty moves that, if followed, allow someone to monetize. Whether they're launching a company and need a yes, introducing a new product, or selling one-on-one or one-to-many—it's a psychological formula that took me forty-three years to hone and refine, and it was all born on the trade show floor.
Trade shows are the most demanding environment on earth. If you can stop a crowd, convey a message, suspend their disbelief, and get them to try something on for size—those are miracles. And then if you get them to buy as a result of that, that's another miracle.
TONY: I ate that up. Can they find the Money Matrix on your website at JoelBauer.com?
JOEL: How about I do better? At the bottom of my website, I will put a one-hour training for free revealing all twenty moves. They don't have to buy anything. That's it.
TONY: That is incredible. Thank you so much. I've worked a lot of trade shows and they are a lot of work. I'm impressed with what you did there.
JOEL: I want to tell you the other reason I stopped. I thought it would kill me. I would literally fall into a pile of sweat after each presentation. I did ninety-seven trade shows and booked ninety-five of them cold. I was scared and frightened every time, especially with another baby on the way. We were trying to make a living and I knew I couldn't sustain that pace.
Then on September 11, 2001, I was in Atlanta on the trade show floor for a company called QSSI. I saw the second tower fall while on the phone with my wife. I made an emergency call and said, "We're going to have to pivot." I saw news footage of Javits Convention Center where they were pushing trade show booths off the back pallets and bringing in bodies for triage. The trade show industry was done for a while.
But one thing my grandfather taught me—no matter how negative a scenario seems to be, there's an opportunity. Instead of freaking out, I said, "Okay, now what do I do?" Within three months, I was conducting seminars, workshops, master classes, and consulting. And I found that I could teach others to speak, teach, and close. We call it stack, speak, teach, and close with predictive precision.
I also realized that every company's CTOs, CMOs, CFOs, and founders are generally inarticulate when it comes to structure. Some of the biggest names in the world do not communicate well on stage. They may be building a great company, but they were never taught these skills. So there's always been a demand.
I got rid of the tricks. Magicians lie. I wanted to tell the truth. It doesn't feel authentic when you're living life acting like the woman is floating or linking the rings. But the magic gave me the ability to get past my insecurity. As a young child, I didn't know how to be interesting. And my mom would say, "You're good enough. Take off the mask. You don't need to be like all these people. You are good enough." I still hear that voice. She's gone now, but I hear it. And I found out that everyone is good enough—they just have to take the mask off.
So when I train people to speak, teach, and close with precision, I'm not teaching them to do something they don't already own. I have to get rid of all the garbage, all the stuff they thought would make them more interesting. And when you get down to the core of their authenticity, I call it T.A.P.—Truth, Authenticity, and Proof. Tell the truth—that way you have nothing to memorize. Be authentic so you never compromise your integrity or moral fabric. And show the proof behind your representations. That overcomes the objection and allows someone to say, "I can embrace that." That is the fundamental core of all of it.
I need to get them to interact, to be compelled—what I call interactive, compelling, engaging. When I touch one, I touch all. The compelling nature comes from authenticity, because people don't make decisions logically. The majority of the time they're emotional. They buy what they want, not what they need. If you can activate that emotion—and this is not about manipulation—if you authentically believe in what you have, it rubs off on the audience and they can't say no.

SPONSOR BREAK – SHIPSTATION
TONY: Joel just said something that I don't think gets enough attention. Everyone wants better marketing. Everyone wants more sales. Everyone wants faster growth. But before any of those things happen, there has to be clarity—clarity in your message, clarity in your leadership, clarity in what you're trying to build.
And speaking of making your business run clearer and simpler, here's something worth checking out. Imagine buying your kid a toy only to find the batteries aren't included, or buying furniture that's missing the tools to build it. Frustrating, right? Now imagine that exact same feeling, but you're paying way more. That's what business software usually feels like—fragmented, disconnected, and incredibly expensive.
Shipstation changes that. What I like is that this isn't just another generic AI tool. Shipstation's AI is built on more than twenty years of real shipping experience and billions of actual shipments. It's designed specifically for e-commerce businesses, helping you make smarter decisions instead of simply automating busy work. It adapts to the way your business operates, letting you know when inventory is running low, recommending carrier options, and automating routine shipping tasks so you can stay focused on serving your customers instead of managing logistics.
Shipstation also keeps inventory synchronized across your sales channels, offers branded returns that improve the customer experience, automatically shops shipping rates, and connects with accounting and CRM software—so you're not juggling multiple systems every day. More than one million businesses have trusted Shipstation to optimize and scale their shipping.
Get started with Shipstation today and get sixty days free at ShipStation.com with code TONY. That's ShipStation.com, code TONY. Taxes and fees apply.
And now back to Joel Bauer. Before the break, Joel was sharing one of the biggest lessons he learned from years on trade show floors—how one meaningful connection can influence an entire audience, and why understanding people is far more powerful than simply trying to sell to them. Let's jump back in.

INTERVIEW – PART 3 (AUTHENTIC COMMUNICATION: THE TEN PICK PROCESS)
JOEL: There are two threads to this. One is about being authentic. The other leads into ethical persuasion. And I think we need to address authentic communication first—just cutting through all the noise. There's so much going on, so many distractions, and trust has gone down because people can now tell when something is from AI versus when it's a real communication.
When my students from around the world are accepted into our programs, I have them do something called the Ten Pick. They come up with ten images from the day they were born to their current moment in life—the ten things that impacted them most. And they articulate those ten critical elements. What happens is they suddenly realize they are the sum total of every experience, everything they've studied, their hobbies, and their belief systems. They come to appreciate their past, and it allows them to package, position, and profit from what they've built.
Whether it's in corporate America systematizing an approach, or someone in the private sector realizing their life's work can be translated and transferred—because it comes from truth and authenticity—you would be amazed at the money they're able to generate and the freedom they're able to manifest by authentically packaging their process.
This could be a mompreneur, a dadpreneur, someone in sales, insurance, real estate, the car industry. I've trained a couple million people if you factor in online and offline. I've been on stages since I was eight years old—originally as a performer, and then when I dropped the performative aspects, that's when you have H-E-A-R-T. The heart of communication.
I don't think I tell stories. I don't tell stories—I talk about my actual history. That's the truth. A story is a fabrication. A story is generally a lie. "Let me tell you a story" is often the beginning of something made up. I want to hear about your actual experience. We have enough theorists out there. Real truth gives someone permission to save the four-to-fourteen to forty-one year learning curve, because that's what people are investing in through non-traditional education. Companies aren't hiring from pedigree anymore. They're hiring based on what you can actually deliver and what results you can produce.
TONY: I love that—history versus story. And I think because of that distinction, everything becomes more real and more ethical. Now let's get into ethical persuasion and how to carry that authentic communication forward. You mentioned that in order to ethically persuade, you have to secure attention, build credibility, and establish rapport instantly. And you've said that attention spans are diminishing because of TikTok, YouTube Shorts, and the death scroll. I'd push back a little on that—I think the distractions are increasing, not the attention span decreasing. The attention span is there. We just have so many more things bombarding us that we don't seem to have the time. What's your take?

INTERVIEW – PART 4 (ETHICAL PERSUASION: WRAP YOUR PACKAGE & THE TESTIMONIAL VIDEO)
JOEL: To secure attention, build credibility, and establish rapport, let me demonstrate for your audience—not just describe it.
Number one, whether you're on camera or off, you wrap your package. The way you dress. My grandfathers told me, you will be judged at the first point of contact. It has served me on every level. I challenge your audience to dress up. Open collar. Blazer—male or female. It's your superpower. It's your cape. What did Batman wear? What did Superman have around his neck? The thing that flies. The cape. This jacket is your cape. It's got pockets, it makes you look thirty pounds lighter, and people will treat you differently.
When I'm on an airplane, I'm often moved to first class without paying for it. When I ask why, they say, "We're not sure. You just seem refined." When I go to a restaurant, I'm seated in a better spot. It happens every single time.
And when people see how you're dressed, they ask you what you do. I don't answer them. I hand them my phone. On that phone is thirty seconds of emotionally compelling testimonials—people who had a financial breakthrough as a result of what you offer, or an emotional breakthrough, a cathartic clarity that took them from depression and regression to exaltation. Or a physiological breakthrough—from stage four cancer to cancer no more, or the elimination of inflammation, which is the root cause of ninety-eight percent of all disease. There are only three categories: financial, emotional, and physiological.
Once you understand the category, you have testimonials on video. Whether it's a CEO on stage presenting to the world or a founder at a networking event—if you speak for fifteen hours, you can't get someone where you can get them in thirty to sixty seconds of someone living vicariously through those breakthroughs. That's how you're able to just be yourself. You don't have to sell me on you. The testimonials do it. Then you follow with the self-effacing story.
Everyone's got to have a self-effacing story. And here is mine—may I have permission to share my entire story with you in about ninety seconds?
TONY: Yes, please.
JOEL: I was born with spinal meningitis. Two spinal taps. My mother was told I'd be dead within seven days. She was sent home with Valium. Five years later—not speaking, not moving, kind of catatonic—her sister said, "You need to put him in a special school. He's got problems." My mother picked me up off the ground, put me in a U-Haul, took all of our worldly possessions, and moved me to upstate New York. She never wanted me to hear again that I had a problem. My mother never told me anything couldn't be done. And so I did all these things I probably never would have otherwise. I say to the audience: may I have permission to share the incredible breakthroughs that have helped several million people, not only monetize but have their independence and be codependent on no one else?
That's my entire story. People spend too much time on the story. You visit it—you don't bask in it. It's not the first thing you bring out. But your story allows the audience to relate to you, and it's all about relationship. They have to relate to you. They have to care about you.
When I worked in Australia, I did research. Australia, historically, has something called tall poppy syndrome—if you grow too tall, they cut you down. I was taught I needed to knock myself down so they could pick me up. So when I walked out on stage in Australia, I lay down on the stage in my suit with the microphone and said, "This is what it looks like, ladies and gentlemen, when you knock me down. May I have permission to get up and share with you something that will change your life financially and emotionally?" The whole audience knew I understood something about Australia. That's the point: if you're not doing research, not finding out about the client, the company, their motivation—you're making a big mistake. There is no generic approach.

INTERVIEW – PART 5 (THE MONEY MATRIX: TWENTY MOVES TO ETHICAL CONVERSION)
TONY: You've been in my material, you listened to some of my interviews before we got on. Can you talk about what that means to you—the fact that you actually prepared for this?
JOEL: Before I got on this podcast, I spent a good deal of time listening to the people you've interviewed. I saw how much you cared, how you actually listened to the person you were interviewing—unlike many podcasts that just promote themselves. And that's what made me want to give more. I really am thoroughly enjoying this. Normally I'm told to just do a soundbite and wait for the response.
And I want your audience to know something. These are not stories. A story is a fabrication. I'm talking about my actual history. The truth. We have enough theorists. Real experience gives someone permission to compress their learning curve significantly—whether they're in traditional or non-traditional education. Companies aren't hiring from pedigree anymore. They're hiring based on what you can actually deliver. What result can you produce?
Now—if we examine the structure of the Money Matrix that everyone can apply to ethically persuade, you're going to have to secure attention, build credibility, and establish rapport instantly. Once you wrap your package, once they've seen the testimonial video, and once they've heard the self-effacing story—if they're interested, they'll want to know more. Then you give them what I call a master pass.
Whether it's in a corporation, you're driving them to an event, an experience for free. You're not taking their money yet. You've got to build trust, establish rapport, build credibility, and create value first. I give them a master pass—a five thousand dollar value of training for free. They've already experienced the results vicariously through the testimonials. Now you're offering them actual training, and at that training you create massive value. Then if they choose to invest further, there's a call to action—but done with permission.
TONY: Yes, I want to hear about that. I've interviewed Russell Brunson twice as well as someone from his company, Click Funnels.

INTERVIEW – PART 6 (PERMISSION TO REVEAL: THE TECHNIQUE THAT CHANGED EVERYTHING)
JOEL: The technique that changed Russell Brunson's life—and about thirty thousand other of the highest producers—is something called permission to reveal. I'll give it to you right here.
You give and give and give and give real value—real training, whether it's financial, emotional, physiological, or a combination thereof. And when you're ready to present your opportunity, you don't just present it. You say:
"I'd love to have permission to introduce my family and the system that put me in a position where money is no longer a concern."
Or: "...the system that put me in a position where depression is no longer a concern." Or where pain is no longer a concern. Financial, emotional, physiological. You choose the one that matches your audience.
I remember when Russell shared this technique with Grant Cardone. Grant said, "That's going to put another three million in my pocket." And at that one presentation, Grant did six million in additional sales and broke records.
This technique might sound really simple, but it's not. It occurred to me years ago that if you don't ask permission, you're proselytizing. You're pushing your beliefs on someone who may not want to hear it. I first noticed the concept when I watched Andre Cole, a speaker who said at the end of his presentation, "I've thoroughly enjoyed entertaining you tonight, and we're going to go to a fifteen-minute break. Only come back if you want to hear about my Lord and Savior, because the evening of magic is over." He wasn't pushing his beliefs. He was giving them permission to leave. He lost about three percent of the audience. And then no one had any pushback.
I noticed the same thing happens in my events. When I do this, I don't get the complaints and the negativity that a lot of other people get online—because I told them it was okay to leave, and I provided value up to that point.
Russell did ten million in sales in less than ninety minutes. He said it was the permission to reveal that changed the entire dynamic of the communication.
I want people to just know one thing. If this interview with Joel today seems too simple, what if you're wrong? What if the answers aren't nearly as complex as we want them to be? What if you don't need metaphor, allegory, and complex language? What if it's a series of simple moves that people can relate to, that allows them to engage and ultimately invest in you? Because if they believe in you, if they trust you, if they get a good feeling about you—they tend to invest in you. And if they know how much you care about what you're offering, that's ninety-nine percent of it.

SPONSOR BREAK – ODOO
TONY: Joel just made a point that I think applies far beyond sales. Authentic communication and clear systems work together. And speaking of making your business simpler and more connected, here's something worth knowing about.
Imagine buying your kid a toy only to find the batteries aren't included, or buying furniture that's missing the tools to build it. Frustrating, right? Now imagine that same feeling, but you're paying way more. That is what business software usually feels like—fragmented, disconnected, and incredibly expensive. Odoo completely changes that.
Odoo is a complete, fully integrated business suite where all your apps actually talk to each other. We're talking automated lead routing for your sales teams, seamless API integration, and an intuitive point-and-click website builder. It's everything your business needs to scale, saving you time, headaches, and money. Stop piecing your software together. Go to Odoo.com/DUrso. That's O-D-O-O dot com slash D-U-R-S-O to learn more.
And now back to Joel Bauer. Before the break, Joel was talking about the permission to reveal technique and why it changed the dynamic of communication for some of the biggest names in the industry. Now let's bring it all together with the Vision Map Blueprint and what comes next.

INTERVIEW – PART 7 (VISION MAP BLUEPRINT & CLARITY CREATES MOMENTUM)
TONY: Joel's jacket story made me smile. While appearances certainly matter, what ultimately determines success isn't what people see on the outside—it's what you've built on the inside. The confidence, the character, the clarity, and especially the direction you're heading.
That's one of the biggest lessons I've learned after interviewing hundreds of world-class entrepreneurs, CEOs, founders, and thought leaders. The people who built extraordinary businesses don't simply wake up one morning and stumble into success. They know where they're going, they know why they're building it, and they make decisions that consistently move them toward that future.
Without that kind of clarity, it's easy to become busy without becoming productive. You chase opportunities. You say yes to too many things. You start new projects before finishing old ones. You work incredibly hard yet somehow feel like you're running in circles.
That's exactly why I created the Vision Map Blueprint. Most people have a dream. Few know how to make it happen. The Blueprint walks you through the first three foundational steps that have helped me and many successful entrepreneurs create greater focus and momentum. First, define your vision—what are you truly trying to build? Second, discover your purpose—why does it matter enough to stay committed when life gets difficult? Third, determine your long-term objective—what measurable result are you working toward over the next few years?
Those questions sound simple. But most people never slow down long enough to answer them. Yet those answers influence nearly every decision you'll make, every opportunity you'll pursue, and every distraction you'll choose to ignore. Clarity creates momentum. When your direction becomes clear, your priorities become clearer, your decisions become easier, and your confidence begins to grow.
If you'd like a free copy of the Vision Map Blueprint, visit TonyDUrso.com/vision. That's Tony D-U-R-S-O dot com slash vision. Download your free Blueprint, then keep an eye on your inbox. I'll personally guide you through the next steps as you begin turning your vision into reality.
And before we continue, I just want to sincerely thank you for being here. There are countless podcasts, videos, books, and articles competing for your attention every single day. The fact that you've chosen to spend part of your day with me truly means a lot. If today's conversation has been helpful, please follow the show wherever you're listening. That simple action helps us bring even more outstanding entrepreneurs and thought leaders to the program. And if someone came to mind while listening today, share this episode with them. You never know—one conversation, one idea, or one insight might completely change the direction of someone's business or their life.
Thank you for letting me be part of your entrepreneurial journey. Remember: clarity creates momentum. And now let's jump back into the conversation with Joel Bauer.

INTERVIEW – PART 8 (PUTTING IT ALL TOGETHER: PENG JOON & THE FREE TRAINING)
TONY: Joel, once again—you can learn more about Joel and everything he's doing at JoelBauer.com. That's J-O-E-L-B-A-U-E-R dot com.
Something you said really stood out to me. When you touch one, you touch all. At first it sounds like a lesson in communication, but I actually think it's a lesson in leadership. Technology may help you reach millions, but it's still people who decide whether they trust you, whether they recommend you, whether they come back, whether they tell someone else about your business. Joel's career has been built around understanding people—not manipulating them. And that distinction is becoming more important every year.
Joel, I've been a longtime salesperson and I see how powerful all of this is. I love the permission to reveal. I love the TAP framework—Truth, Authenticity, Proof. The three C's—create, convey, collect. And the Ten Pick. Is there anything else you want to make sure the audience knows before we close?
JOEL: If they go to JoelBauer.com, at the very top there is a video interview with Peng Joon, who was about to give up. He had trained with everyone and made nothing. Within six months of my training him, he retired his parents. He has never done under ten million dollars a year. In that video, he reveals the ten moves I taught him—for free. I would urge everyone to go watch or listen to that interview. Nothing is sold. It's a life changer. He gave me permission to share it. He's never looked back.
And at the bottom of the website, as I mentioned, I'm going to put a one-hour training for free that reveals all twenty moves of the Money Matrix. They don't have to buy anything.

OUTRO
TONY: I am so impressed, Joel. I just want to thank you for all of that advice, for coming on, and for sharing it with us. We talked about ethical influence, authentic communication, the Ten Pick, TAP—truth, authenticity, proof—the three C's, the permission to reveal technique, the Money Matrix, and so much more. This is definitely a series. There's so much more to explore. Find him at JoelBauer.com—that's J-O-E-L-B-A-U-E-R dot com. It'll be in the show notes.
JOEL: My pleasure, Tony. Thank you so much.
TONY: Wow. I've done sales for so many years and this was absolutely amazing. I'm blown away. Really good stuff.
Guys, if you like this, share it with your friends. Tell them about Joel. Tell them about permission-based selling. Talk about authenticity, about the twenty moves, about what he's been through and accomplished. Check out the show notes for the links.
And wherever you're getting this, please follow the show. It helps to bring in more amazing people to you. All right. Let's use this and let's help you move on your journey to success. Thanks. Remember, just take action. Success awaits those who persevere and remain steadfast despite the odds. Sow good seeds, do good deeds. And I'll see you on the next episode.