Life’s just too short to worry about rejection.
Members of the majority stop moving ahead on their ethical ambitions as soon as someone calls their dream unreasonable and impossible.
Great entrepreneurs turn criticism into energy, roadblocks into highways and understand that someone’s opinion is just an opinion. They know that all visionaries are initially ridiculed before they are revered.
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To have the results only 5% of the population have, you've got to be willing to think and behave like only 5% of the population thinks and behaves. And so what I'm going to challenge you to do is if you really want to play in the rare air of the top 5%, you've really have to make a commitment to saying, "I'm going to start thinking like only 5% think, and I'm only going to start behaving like 5% behave." I also want you to remember though, as you leave the herd, our neurobiology is to stay in the herd. A key pocket of science. I want you to think about we are neurobiologically hardwired to fit into the herd, and it served us so well. Hundreds of years ago when we were out on the savanna and there were all these threats like starvation, the saber-toothed tiger. If we left the herd, we would die. Well, here it is in modern society, and we still have this subconscious neurobiology in the reptilian brain. In the amygdala saying, "If you leave the herd, you're going to die." And that's why so few among innovate. And that's why so few among us are willing to think different thoughts. And that's why we feel a little uncomfortable when we read different books or practice new habits or try new things. But once you know that, you can say, "You know what? I'm not ancient neurobiology. I am my neocortex." It is the higher seat of reasoning. And so just remember also that as you leave the herd, as you leave the 95%, the 95% are going to call you strange. They're going to perhaps laugh at you. You might be ridiculed. They might become jealous. But jealousy is the price epic producers pay to reach world-class. And you want to be tough enough in your own skin and you want to be brave enough in your own vision to say, "Well, people might not understand my vision and they might not understand this new thinking. They might not understand why I did this course. They might not like the results I'm getting because they're so great. And those results threaten them." But leadership is not about following. It's about blazing new trails.