While the industry coaching success rate is 50%, Franklin Covey achieves 97%. They attribute this to hiring coaches who have prior business experience as executives (CEOs, SVPs). This real-world acumen, beyond just certification, allows them to connect with and guide leaders effectively.

Co-founder Rashid Ali, feeling family pressure for not having a master's degree, reframed his entrepreneurial journey. He treated building Chomps as a practical, hands-on business education, ultimately proving its value over a traditional MBA by building a billion-dollar brand.

Instead of traditional classroom training, Stone would take new salespeople on live sales calls. They'd observe him, attempt a pitch themselves, and receive immediate feedback. This rapid, immersive cycle built competence and confidence quickly, even for those without a college degree.

Contrary to the typical founder narrative of invention, Orlando Bravo emphasizes that his career was built on execution and disciplined learning. He actively listened to his mentors, absorbing their playbooks rather than trying to invent his own, suggesting apprenticeship can be a faster path to success.

Simply consuming information is not enough to create change. Forleo structures her program to compel action, believing that active participation is the key to radical business and life transformation. This moves beyond simple content delivery to engineered behavior change for participants.

The GSB enhances the traditional case study method by first having students analyze a case, like DoorDash. Then, the actual protagonist—the founder and key investors—are brought into the classroom. This allows students to directly challenge their assumptions and engage with the real-world complexities behind the decisions.

When choosing a mastermind, the host's approach will influence you. The key question isn't just if you respect their business, but if you'd trade places with them in their current season. You're not just learning strategies; you're borrowing their lens on business, leadership, and time management.

The young founder hired an experienced executive who became a mentor and effectively his boss. He learned more from observing this leader's actions—how he interacted with people and approached problems—than from direct instruction. This demonstrates the power of learning through osmosis from seasoned operators.

People want to learn from practitioners, not just teachers. The "overkill bias" means customers want to learn skateboarding from Tony Hawk. Your credibility is capped by your tangible success in the field you teach, making "doing the work" and proving your skill the ultimate prerequisite to winning in the info-product space.