Fwd: (Weekly Flight Brief) How to Create a Network with a Net Worth

---------- Forwarded message ---------
From: Ed Rush <support@edrush.com>
Date: Wed, Jan 27, 2021 at 7:08 AM
Subject: (Weekly Flight Brief) How to Create a Network with a Net Worth
To: <stevescott@techacq.com>

Steve, In last week's flight brief, I showed you why modern goal setting fails because you end up thinking about something you don't have. The inevitable result is frustration and apathy. On the other hand, there is a process that not only creates peace, but it also comes with the added benefit of actually accomplishing your goals.

The process is called "Goal Fuel" and (if you remember), there were 5 steps to Creating (and Actually Accomplishing) Goals. Last week we covered Step #1 which is to "Start with What You Have" (namely Gratitude). If you missed that, you can read it all here. Today, we move to the next Step in accomplishing nearly anything which is... #2 Achieve Total Mind Control Now I know that verbiage sounds harsh. Between us, I mean it to sound that way. That's because there is literally nothing more important than being a master of your thoughts. Everything good starts with how you think...and certainly everything bad starts there too. Have you ever wondered why some people can be so happy even in bad circumstances? It's all in the mind. The faster you learn to control your thinking, the faster you'll be onto changing the world. Simply put: the fastest way to think well is to be around people who think like you want to think. The late Jim Rohn once said that, "You are the sum of the 5 people you spend the most time with." When I heard that 15 years ago, I realized I needed some new friends. I realized that if I kept hanging out with lemmings, I'd end up one myself. So I consciously sought new friendships and alliances with people who I wanted to become like. I found people in the 7-Figure range who had a mission of changing the world. And wouldn't you know it...I was in the 7-Figure category within 2-years. The funny thing is I later realized those old friends weren't really friends after all. I think they just liked drinking my beer. Anyhoo, I wrote an entire section of my book The 21-Day Miracle on how to evaluate (and prune) your relationships, so I thought that would be a good fit here. How to Create a Network with a Net Worth Step #1: Evaluate Your Current Relationships Here is a one hour exercise that you can do now: open the "contacts" section of your phone and make a list of everyone with whom you have a relationship. Mom and Dad count, as do your siblings and any friends or business associates. The guy who cleans your pool doesn't count, unless you happen to be "close" and then we have other things to talk about. Having made your list, I want you to give each person a score. 1—This person makes your life harder, is difficult to be around, or steals energy from you. In other words, they are a gigantic pain in the posterior. 2—This person neither adds nor takes away from you. Neutral. 3—This person gives you more life and you love being around them. Be as mercenary and emotionless as you can when scoring your list. Be a robot. If you can't, get someone else to help you (preferably someone who isn't a "1"). Don't bump anyone up just because they are close or family. If your sister is a horrible person and she makes your life hell, she is a "1." Now that you have your list, let's move onto Step #2 and what to do with all those "1"s. Step #2: Prune Negative Relationships Prune might be the wrong word. Perhaps we should try something more aggressive like: hack, chop, annihilate, or destroy. Sound awful? It is. That's because there is a long list of people in your life right now who you just scored "1" that shouldn't be there at all. Call them what you want, they are sucking away your time, energy, and ambition. I don't know how they got into your life. Maybe you met at college. Maybe they live next door. Maybe they are married to your spouse's best friend. Maybe they gave birth to you. However they got in your life it's time to do one of two things: either Eliminate Them or RTR Them. Eliminate Them is for people you have a choice about being around (i.e. not family). Also, Eliminate Them doesn't involve the mob. I may be an introvert, but I'm not that cold. All I am saying is just never talk to them again. Ever. Sounds hard, but it's really easy. If they ask, just say you're busy. If they text, don't text back. If they call, don't answer. They'll get the point soon and you'll be free. I know you just told yourself nine reasons why you can't do this. And I know you probably think I am the meanest person on Planet Earth. Just go back a page. You just scored this person a "1" for crying out loud. That means they are awful and need to go. You don't "owe" them anything so just get on with it. RTR means "Re-Define The Relationship." This is for people who are "1"s, but you have no choice about being around them. The list includes: co-workers, your boss, or close family members. For these folks, you're going to have to have a conversation. I know this idea scares the dickens out of you and that's ok. You'll soon find that there is a lot of power on the other side of this little discussion and wish you had it a long time ago. The process is simple, just sit down with the person and say something like, Hey there, (insert name of time-sucking, evil-person-who-scored-a-1), we need to talk so have a seat. I don't know how you are going to take this and frankly I don't care, but I've come to the realization lately that you're not a very positive person to have in my life. I want to be around you, but here are a few examples of things I could do without. (Insert a few examples). So, as a way of honoring our relationship I thought it was important to bring it to you so we could talk about making this better. Pause. Listen. Say whatever comes to mind, but don't back down. And then you're done. After saying what you have to say, you're going to get one of only two responses. 99% of people you confront will immediately begin to apologize and make things right. Well done. The other 1% will stiffen their necks and fight back. Either way, you've taken control and Re-Defined the (wobbly) Relationship so you win. By the way, I know you're going to be super nervous going into that conversation and that's fine and normal. Just press through it because you have two choices: a hard 20 minutes or a hard 20 years. Plus, it's not your fault the person is a "1." It's theirs. So stop making excuses for them and bending your life around their dysfunction. Don't spend four days practicing the conversation in your head or writing it all out either. Just do it. Speak from the heart. And that means speaking in person if you can. Otherwise on the phone. Never use email, a letter, or text for this conversation. Never. Most people say things over email that they would never say in public, so if you want to get a good, healthy, honest response from the "1", speak to them person-to-person. Plus, you'll resolve this quicker that way, in 20 minutes instead of an email battle that turns into a consuming "reply to all" slugfest. You can do this. Oh—and one more reason to have this conversation now: you'll get a big reward at the end. Within minutes of the conversation ending, you will feel actual power surging into your body. Know what that is? It's all the strength you've been giving that person all these years. That power is all coming back to you—and it feels good. Nature abhors a vacuum, so when you cut ties with your horrible 1-rated excuse for "friends" the world will conspire to give you new ones. Only this time, they'll be the kind of people you want to be around. They'll encourage and inspire you. And you'll be glad you took the time and had the courage to set things right. Step #3: Grow Your Good Relationships So we dealt with the "1's." And it was hard, but you did it. Now you feel good—really good. So let's take care of the other two categories. Nothing happens with "2's". They are just there. And after that last page, I am sure you're happy to hear that. Now that you've freed up some space and don't have all of those abhorrent and abominable "1's" in your life, it's time to dedicate some attention to the fascinating and fabulous "3's." Grow your list of those folks and feel the wind breeze through your hair as you get one step closer to your Goals. You may even want to make a list of the goals you have and the people you want to meet who have already accomplished those goals. They'd be a good new friend who can help you get where you want. Ok, that's all for now. The good news is we're on track to accomplishing BIG things. The even better news is we haven't even finished Step #2 (Achieving Total Mind Control). So next week, I am going to take you behind the scenes to share 2 HUGE brain hacks that can massively accelerate your success. Out. Ed P.S. Speaking of networks! If you are not in a high level mastermind group, you are missing out on one of the fastest wealth accelerators on Planet Earth. The good news is I have a mastermind group and the great news is you're invited. You can review the info here and fill out the application. (A refundable deposit gets you a 1-on-1 call with me to see if it's a good fit)

Unsubscribe Ed Rush & Associates P.O. Box 1290 Bonita, California 91902 United States (619) 292-2599

Fwd: Special Edition: Realize. Visualize. Actualize.

---------- Forwarded message ---------
From: Gary Burnison, Korn Ferry <gary@kornferry.com>
Date: Sun, Jan 17, 2021 at 6:06 AM
Subject: Special Edition: Realize. Visualize. Actualize.
To: <stevescott@techacq.com>

I'm just not happy… I feel lonely… I'm not very motivated these days… Just this past week, one of my daughters confided her feelings to me—and she's not the only one. We're all hearing comments like these from people around us. As I listened, I thought back to December—the holidays, a New Year, vaccines rolling out… The world just felt like it was ready for change. It's as if, with the stroke of midnight on January 1st, we all expected some backstage rope would be pulled, revealing a new set. Instead, we seem to be watching the same scene, over and over. In that moment with my daughter, I knew actions would speak louder than words. So, I asked, "What are you doing this afternoon?" She gave me a look. "Nothing—and that's the problem." "Let's take a ride," I suggested. Soon, we were on a journey with three key stops—to Realize, Visualize, and Actualize. As we drove to our first destination, my daughter seemed lost in thought. But when we turned toward a hospital, she sat up and gave me a puzzled look.

"In my career, I used to think, 'I can't communicate if I don't have the answers.' By definition, in periods of uncertainty, we don't have the answers." John Donahoe, President and CEO of Nike, summed up the challenge...

[ Image ]

I'm just not happy… I feel lonely… I'm not very motivated these days… Just this past week, one of my daughters confided her feelings to me—and she's not the only one. We're all hearing comments like these from people around us. As I listened, I thought back to December—the holidays, a New Year, vaccines rolling out… The world just felt like it was ready for change. It's as if, with the stroke of midnight on January 1st, we all expected some backstage rope would be pulled, revealing a new set. Instead, we seem to be watching the same scene, over and over. In that moment with my daughter, I knew actions would speak louder than words. So, I asked, "What are you doing this afternoon?" She gave me a look. "Nothing—and that's the problem." "Let's take a ride," I suggested. Soon, we were on a journey with three key stops—to Realize, Visualize, and Actualize. As we drove to our first destination, my daughter seemed lost in thought. But when we turned toward a hospital, she sat up and gave me a puzzled look. Then she saw the sign marking the entrance: "Heroes Work Here!" "This has been the front lines of the battle for nearly a year, and it's not over yet—even with the vaccines," I commented. Sitting in the parking lot, we watched doctors and nurses in uniforms heading into and out of the building—often with heads down and hurrying. Dramatic scenes such as this one help us all Realize the magnitude of challenges we continue to face—a shared burden that falls heaviest on essential workers. As we sat there, I shared with my daughter the heartbreaking story of a colleague, Sue Puncochar, a long-time administrator of our Minneapolis office (who graciously gave me permission to relate her story here). Over the holidays, Sue lost her husband when a blood vessel burst. He was declared brain dead, and the next day his organs were donated. Forever etched into her memory, Sue told me, was walking down the hospital corridor and seeing all the doctors and staff "standing in honor with their heads down"—a feeling she will never forget. Next, we drove to an elementary school—eerily silent and deserted. On a playground full of colorful equipment, only the wind moved the swings. "This is who we are fighting for—teachers, staff, and students—so they can come back here and learn," I commented. Amid all that emptiness, I asked my daughter if she could Visualize what this school will look like in 2022. "Can you picture the children, laughing and playing?" When she nodded, I added: "That's what you need to do for yourself. Instead of the emptiness you feel today, visualize your life. Who would you like to be, what would you like to do—six months or a year from now? But always remember—what you do will never be a substitute for who you are." Suddenly, my daughter's mood elevated as we continued to our third destination: a local food pantry and homeless shelter. By giving of herself, my daughter understood that she could Actualize a better future for others (and for herself). It wasn't about anything she was doing—this change came about because she elevated her thinking. My daughter is certainly not alone—it's the process we all must undergo continuously. It's been a long haul for everyone—and it's not over yet. Getting to the other side will take more than just will and skill. We need to shift our mindsets so we can expand and reframe our reality. But it takes some effort. As Dennis Baltzley, our Global Head of Leadership Development, told me this week, "With a mindset shift, there is no model or tool to learn. You literally have to think differently about something you think you know. You are not going to YouTube or TED Talk your way into this shift. You need help —a coach, a mentor, or a trusted peer—to help you 'see' differently, then change the way you view the world." As we shift our mindset, the horizon broadens. We look up, look out, look forward with three key steps. Here are some thoughts: Realize. We don't need to become visionaries, trying to discern the future through the fog. We just need to see today clearly. As the late Warren Bennis, the well-respected leadership guru who advised CEOs and U.S presidents alike, once told me: "It really starts with how you view reality." Accurately perceiving today is the key to finding meaning and creating momentum for tomorrow. That reality includes not only what we see and experience but also what we're feeling. After all, honesty and self-awareness go hand-in-hand. Visualize. Pick a date—three months, six months, a year in the future. And just imagine... Where do you want to be? Who do you want to be? Who can help you? Who can you help? It's like "future-priming," a phenomenon in psychology, where a person looks around a room, then closes their eyes and describes what they saw. Usually, they name 10 different things. But if they're asked, instead, to look around only for something in a specific color and then close their eyes, they will focus quickly on just two or three things. In the same way, the sharper our focus, the clearer our vision of the future. We see what's most important to us—and that's how we'll notice opportunities as they present themselves in the future. Our mindset shifts—from hopeless to hopeful, listless to curious. We visualize the light—so we can become that light for others. Then we all can rise, just like the sun on a new day.  Actualize. We need a game plan, the steps we must take to actualize our future. Otherwise, we're at risk of losing the most precious of commodities—time. As lifelong learners, especially now, we prepare ourselves to be present and open to the change we want to see—and be—in the world. This is not a solo act—we need to find trusted people—guides who know us, our journeys, and our struggles. They're the ones willing to have meaningful conversations with us, for us, and about us. With this trusted peer, friend, or mentor, we ask ourselves: Do our ways still serve us? What should we do differently? What is our vision of the future—and how can we actualize our place in it? There is always blue sky above the clouds. The question, though, is whether we will elevate to reach it. And that must start when we accurately realize reality, visualize tomorrow, and actualize those steps today to break through. By changing our mindset, indeed, we will change tomorrow. On this Martin Luther King Day weekend, may we all remember his legacy: the reality he realized, the tomorrow he visualized, and the hope to actualize a future he envisioned.

[ Image ] [[https://www.amazon.com/Leadership-Accelerating-Through-Crisis-Curve/dp/1119753325/ref=sr_1_2?dchild=1&keywords=leadership+u&qid=1592953301&sr=8-2&mkt_tok=eyJpIjoiWVRjNU9EWTFOek0xTTJVMSIsInQiOiJ4K0E4RmpOSkloaG5XWFdZQlArM0lxVHphTU41QXhSUFdneks0ZjZINTJ1SzhXRWtITlZpUlk3VHo3TzNxc29cL2dmVWZGdldRYkV5Y0pkb29QM0hBS1FOUDNCc3h1UWVqK3IrRWRNTGNOUUV2WVdvTTlySW1WQnN2ZHJ6aktJc2QifQ%3D%3D]] Want to know more about leading through change? Check out our new book, Leadership U: Accelerating through the Crisis Curve, and visit our new leadership portal, Leadership U.   [ Image ] [[https://www.kornferry.com/challenges/inclusive-leader]]

Regards, [ Image ] [ Image ]

Gary Burnison Korn Ferry CEO

This email was sent to you to market Korn Ferry services. Please click here to update your email preferences or unsubscribe from our announcements and promotional communications. You may continue to receive transactional emails such as registration confirmations, product updates, and responses to your direct requests. Korn Ferry | 1900 Avenue of the Stars, Suite 2600 | Los Angeles, CA 90067 U.S.A. © 2020 Korn Ferry. All rights reserved.

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Fwd: "If The Board Isn’t A Functional Team, The Company Is Going To Struggle."​

---------- Forwarded message ---------
From: Adam Bryant via LinkedIn <newsletters-noreply@linkedin.com>
Date: Wed, Jan 13, 2021 at 4:54 AM
Subject: "If The Board Isn't A Functional Team, The Company Is Going To Struggle."
To: Steve Scott <stevescott@techacq.com>

Mark Templeton, the former CEO of Citrix Systems and DigitalOcean, has...

Steve Scott   NEWSLETTER ON LINKEDIN The New Director's Chair By Adam Bryant Open this article on LinkedIn to see what people are saying about this topic. Open on LinkedIn "If The Board Isn't A Functional Team, The Company Is Going To Struggle." Mark Templeton, the former CEO of Citrix Systems and DigitalOcean, has extensive experience serving on boards. He shared his key lessons from his years as a director with me and my colleague, David Reimer, CEO of Merryck & Co. Reimer: What advice would you give to a CEO on how to extract maximum value from their board? Templeton: It starts with having an appreciation and respect for the board itself. Some CEOs see the board as a pain in the neck and they want to get the meetings over with as quickly as possible. Better to construct a board so that when they come in, you're happy to have them to talk about meaty issues that they need to be aware of, and the guidance you want from them.  The second piece of advice is to remember that board members don't have the continuity that management does because they don't live the business every day. That requires a lot of repetition and careful context-building so that you make clear what you need from them in the conversation. When you plan an agenda, be clear about which particular topics are for their approval, asking for their advice, or simply giving them an update. At Citrix, we always labeled the agenda items to show what we were expecting from the board so that they knew what we were looking for in terms of output. The CEO has to make sure the board is a functional team, and that's a shared responsibility between the CEO and the lead director or chairman. If the board isn't a functional team, the company is going to struggle, in the same way that a company with a dysfunctional executive team will struggle. You need to get the directors weighing in on what it means to be a functional team. Bryant: What have you learned over the years as a director that you would you tell your younger self when he was first serving on boards? Templeton: I'd probably tell the younger Mark to spend less time on the operational aspects of the business that come up during a board discussion, and maybe even avoid weighing in on them unless I were called upon or if they were clearly in my area of core competency. Instead, you should really try to help the discussion stay at strategic and bigger picture levels. That's the primary responsibility of the board, in addition to picking the CEO and taking care of the fiduciary responsibilities. Reimer: What is your framework is for deciding whether to join a board? Templeton: The first bar to clear is that you've got to have respect for, and an interest in working with, the CEO. If not, you're not going to do your best work. The second thing is to understand what the company is trying to do, and whether that aligns with your competency. Because if I don't feel like I'm contributing to the mission, I'm not going to be enjoying the work. You have to feel like it's in your sweet spot. I like companies that are in the stage where they're learning how to be a public company and learning how to develop strategy and communicate with the board. My standard question for the CEO is, what do you want me to contribute on the board and why? I have zero interest in joining a 20-person board at a Fortune 50 company, because I wouldn't feel I could make much of an impact.  You have to feel like it's in your sweet spot. The third thing is board dynamics. You get a sense of that by interviewing other directors at the company you're considering and asking them, how do the directors work together? Do people always agree? Do they always disagree? When they disagree, how do they work through it? How transparent are people? If you don't have a healthy board culture, you're going to dread going to board meetings. Bryant: What are the X-factors you look for in a CEO when you're assessing candidates as a board director? Templeton: To a large degree, choosing a CEO is about having clarity about the direction of a company and what it wants to be. I often think of it in terms of the emblem of the god Janus, which on one side shows a young face and on the other side is the older guy with the beard. When I show the Janus emblem in talks, I always put the young face looking forward, to the right, and the old one looking backward, to the left. The reason I do that is because the future is about imagination, understanding what's around corners, having almost a childlike optimism to take on the impossible. The other face is about execution, operations, and accomplishment. When looking at CEO candidates, I try to use that model. Headhunters often focus on experience and what someone has accomplished, but not enough thought goes into the characteristics that we need to map into the future. I think the Janus model balances those two and encourages conversations to evaluate the candidate around where we want to go. That also applies to any leadership role. Reimer: Many boards are facing new challenges around company culture, especially as more employees want to have a say in what products they sell and who they sell to. What is your framework for dealing with those thorny questions? Templeton: I haven't faced that in the way that some boards have. But when I was CEO, I tended to encourage freedom of speech but never anonymity. And I openly explained that to people. So at an all-hands meeting, I would tell employees that you can ask any question in the world about the company, but you can't ask it anonymously because everyone has to be accountable not only to the answers, but also to the questions. It works both ways. I tried to encourage free speech, but that never extended into political issues. When I would have roundtables during election cycles, I would always stick to the message that companies are obligated to grow and to make money, and that special companies contribute to the world and their communities. But beyond that, we need to respect the right of every individual to think the way they want to think, practice what they want to practice and vote the way they want to vote. More and more, CEOs are expected to share their personal points of view. So I always would refuse to engage in a political conversation, even if people asked me directly. But I expect this broader issue you're raising is going to get more difficult with the next generation of employees. That can have profound ramifications to the positive or to the negative. More and more, CEOs are expected to share their personal points of view, which I think is a little unfair. Bryant: To be a director is to take on the role of the village elder, sharing your wisdom. Who in your life is the role model, the voice in the back of your head as you think about fulfilling that responsibility? Templeton: This will sound weird, but it's Socrates. The best board discussions tend to be ones when people are in a Socratic dialogue, drawing out points of view rather than dictating an answer. But I have a person like Socrates in my life — Steve Dow, who was the founding investor of Citrix and was on the board when the company was formed in 1989. He's also a general partner at Sevin Rosen Funds. He is my role model in terms of listening, asking questions, and leading a discussion to tease out the core issues. Be sure to subscribe at this link to get all our future interviews with leading directors. Join the conversation Know someone who might be interested in this newsletter? Share it with them. Unsubscribe  |   Help You are receiving LinkedIn notification emails. The newsletter author can see that you are a subscriber. This email was intended for Steve Scott (Independent Director/Interim CEO | Growth - Funding - Scaling Strategist | Venture/Investor | CEO Advisor | Speaker). Learn why we included this. © 2021 LinkedIn Corporation, 1000 West Maude Avenue, Sunnyvale, CA 94085. LinkedIn and the LinkedIn logo are registered trademarks of LinkedIn.

Fwd: Corporate America and The Capitalist Agenda [Part 2]

---------- Forwarded message ---------
From: Gilder's Daily Prophecy <gildersdailyprophecy@email.threefounderspublishing.com>
Date: Tue, Jan 12, 2021 at 11:10 AM
Subject: Corporate America and The Capitalist Agenda [Part 2]
To: <stevescott@techacq.com>

Capital is flowing toward government to be liquidated and spent January 12, 2021 UNSUBSCRIBE | ARCHIVES >>>>> Urgent Message From George Gilder <<<<< Wall Street is exploiting an unfair advantage they have over folks like you… And they're making BILLIONS — even as the market tanks. It's time you had a way to protect yourself — even potentially profit. Click here to find out how now. Corporate America and The Capitalist Agenda [Part 2] Dear Daily Prophecy Reader, If you missed part 1, click here to catch up. Keep scrolling to read part 2… They believe that dollars spur the economy in proportion as they can be spent. Economic growth is enhanced through taking money from people with a high "propensity to save" and giving it to people with a high propensity to consume. In these bizarre economic models, saving is believed to destroy wealth and consumption to build wealth. Poor persons spend all they receive, while billionaires such as Musk keep it invested in illiquid projects. Thus taxing money from Musk and giving it to others is believed to "stimulate" the economic growth. This demand-side fantasy prevails among Democrats and fuels the fervor for redistribution in Washington. All around the globe, the countries that save most grow fastest. But the parochial accountant Keynesians in Washington believe in the "paradox of thrift," whereby one person's savings may increase an individual's wealth but many peoples' savings destroys wealth. But capitalism works not because capital goes to those with the greatest propensity to spend it but because it goes to those with the greatest ability to expand it. Today in the US, capital is flowing toward government to be liquidated and spent. Billionaires thrive by trying to align their investments with government priorities such as the climate change delusion. #1 Futurist Has Great News For Tech Investors... Copy of Official Approval Enclosed (tech) In July 2020, the U.S. Government finally approved a tech project that has the potential to disrupt a $2 trillion industry. Ever since the Official Approval was signed... one financial analyst has been gathering critical data on the project. And based on all the information, he's making his boldest prediction yet. What you'll see when you click here is every shred of evidence that convinced us of what lies ahead. Industries being disrupted, companies going bankrupt.... New opportunities that could turn small nest eggs into massive fortunes... We've even enclosed a copy of the official approval that kick-started this massive project. Click here now to see it while you can. No more banks. No more accountants. No more Wall Street? Today's Prophecy Musk's pinnacle thus is precarious. He must indulge the fantasies of Washington politicians while at the same time ruthlessly pursuing the realities of markets and technology.  All we can say, is "so far so good." But Musk's electric vehicles cannot finally prevail if the politicians' and professors succeed in banishing both CO2 and nuclear power. Solar and wind cannot sustain a world of Tesla's. That's the paradox of Musk's pinnacle of wealth… and America's. You cannot tax wealth away and rebuild it by orgies of spending. You cannot abolish an effective energy system and replace it with sunbeams and volatile breezes without bringing down Musk's fortune. In general, the more illiquid the investment the more it is oriented to the future, and the more it spurs durable growth. Governor Newsom in California, like the entire new Washington crowd, will soon discover that entrepreneurs such as Elon are the world's most "essential" citizens. Compared to the realities of physics and information theory, the immutable testimonies of time-prices and inventive surprises, the delusions of politicians offer a poor and perilous path to enduring wealth. That's why in this time of trial — in nearly all our publications — we favor finding the most promising new technologies, wherever they may be, and making long-term investments in them that can survive all the vicissitudes of politics. Regards, George Gilder Editor, Gilder's Daily Prophecy P.S. As a loyal reader, I've promised to keep you informed on life-changing technology opportunities, everything from Wi-Fi 6 to blockchain to "15G" and more! Today, I'm reaching out to you about a rather unique discovery made by one of my colleagues that was recently brought to my attention… He discovered an explosive and easy way to trade the markets week after week. Click here to see my video where I get into some of the details about this opportunity. Nothing Can Save You From What's Coming on Jan. 15... It looks like they got away with it… Biden and the mainstream media joined forces to "rig" the 2020 election against Trump... Now the greatest country on earth is being led by a cabal of corrupt leftists… And it couldn't happen at a worse time… Because the renowned analyst and bestselling author who accurately predicted the subprime mortgage meltdown… the financial crisis of 2008… the Greek sovereign debt crisis… and Brexit… Just issued his latest prophecy… Those who haven't prepared their loved ones for what he says is coming… will never forgive themselves. Click here for the details. To end your Gilder's Daily Prophecy e-mail subscription and associated external offers sent from Gilder's Daily Prophecy, feel free to click here. If you are having trouble receiving your Gilder's Daily Prophecy subscription, you can ensure its arrival in your mailbox by whitelisting Gilder's Daily Prophecy. Gilder's Daily Prophecy is committed to protecting and respecting your privacy. Please read our Privacy Statement. For any further comments or concerns please email us at GildersDailyProphecy@threefounderspublishing.com. Three Founders Publishing, LLC. 808 Saint Paul Street, Baltimore MD 21202. Nothing in this e-mail should be considered personalized financial advice. Although our employees may answer your general customer service questions, they are not licensed under securities laws to address your particular investment situation. No communication by our employees to you should be deemed as personalized financial advice. We expressly forbid our writers from having a financial interest in any security recommended to our readers. All of our employees and agents must wait 24 hours after online publication or 72 hours after the mailing of a printed-only publication prior to following an initial recommendation. Any investments recommended in this letter should be made only after consulting with your investment advisor and only after reviewing the prospectus or financial statements of the company. © 2021 Three Founders Publishing, LLC. All Rights Reserved. Protected by copyright laws of the United States and international treaties. This newsletter may only be used pursuant to the subscription agreement and any reproduction, copying, or redistribution (electronic or otherwise, including on the world wide web), in whole or in part, is strictly prohibited without the express written permission of Three Founders Publishing, LLC. EMAIL REFERENCE ID: 401GDPED01