Jordan Belfort Quotes

The only thing standing between you and your goal is the bullshit story you keep telling yourself as to why you can't achieve it.

When you live your life by poor standards, you inflict damage on everyone who crosses your path, especially those you love.

Act as if! Act as if you're a wealthy man, rich already, and then you'll surely become rich. Act as if you have unmatched confidence and then people will surely have confidence in you. Act as if you have unmatched experience and then people will follow your advice. And act as if you are already a tremendous success, and as sure as I stand here today - you will become successful.

Without action, the best intentions in the world are nothing more than that: intentions.

Successful people are 100% convinced that they are masters of their own destiny , they’re not creatures of circumstance, they create circumstance, if the circumstances around them suck they change them.

There’s no nobility in poverty.

No matter what happened to you in your past, you are not your past, you are the resources and the capabilities you glean from it. And that is the basis for all change.

You don’t choose who you fall in love with, do you? And once you do fall in love—that obsessive sort of love, that all-consuming love, where two people can’t stand to be apart from each other for even a moment—how are you supposed to let a love like that pass you by?

I want you to back yourself into a corner. Give yourself no choice but to succeed. Let the consequences of failure become so dire and so unthinkable that you’ll have no choice but to do whatever it takes to succeed.

Winners use words that say ‘must’ and ‘will’.

The easiest way to make money is -create something of such value that everybody wants and go out and give and create value, the money comes automatically.

If you want to be rich, never give up. People tend to give up. If you have persistence, you will come out ahead of most people. More importantly, you will learn. When you do something, you might fail. But that’s not because you’re a failure. It’s because you have not learnt enough. Do it differently each time. One day, you will do it right. Failure is your friend.

I've got the guts to die. What I want to know is, have you got the guts to live?

They were drunk on youth, fueled by greed, and higher than kites.

And my wife…well, I guess she’d earned her scene with me, but still; did she really have that much reason to be angry? I mean, when she married me she knew what she was getting into, didn’t she? She had been my mistress, for Chrissake! That spoke volumes, didn’t it”?

Act as if! Act as if you're a wealthy man, rich already, and then you'll surely become rich. Act as if you have unmatched confidence and then people will surely have confidence in you. Act as if you have unmatched experience and then people will follow your advice. And act as if you are already a tremendous success, and as sure as I stand here today - you will become successful.” ― Jordan Belfort, The Wolf of Wall Street

Act as if you’re a wealthy man, rich already, and you will become rich. Act as if you have unmatched confidence, and people will have confidence in you. Act as if you have all the answers, and the answers will come to you.

If I earn a million dollars a week and the average American earns a thousand dollars a week, then when I spend twenty thousand dollars on something it’s the equivalent of the average American spending twenty dollars on something, right?

And from the time I was a kid, I've had this internal monologue roaring through my head, which doesn't stop - unless I'm asleep. I'm sure every person has this; it's just that my monologue is particularly loud. And particularly troublesome. I'm constantly asking myself questions. And the problem with that is that your brain is like a computer: If you ask a question, it's programmed to respond, whether there's an answer or not. I'm constantly weighing everything in my mind and trying to predict how my actions will influence events. Or maybe manipulate events are the more appropriate words. It's like playing a game of chess with your own life. And I hate fucking chess!

Victor was Chinese by birth and Jewish by injection, having been raised amid the most savage young Jews anywhere on Long Island: the towns of Jericho and Syosset.

inside the restaurant young Strattonites carried on their time-honored tradition of acting like packs of untamed wolves.

the logical mind serves as a human bullshit detector.

I had considered changing my phone number, but I was so far behind on my phone bill that NYNEX was after me too.

You do not want to try to resolve their pain at this point. In fact, if anything, you want to amplify that pain.

[Aunt] Patricia smiled, and we walked in silence for a while. But it wasn't a poisonous silence. It was the sort of silence shared by two people who're comfortable enough not to force a conversation ahead of its logical progression. I found this woman's company to be incredibly soothing.

But what I sincerely hope is that my life serves as a cautionary tale to the rich and poor alike; to anyone who’s living with a spoon up their nose and a bunch of pills dissolving in their stomach sac; or to any person who’s considering taking a God-given gift and misusing it; to anyone who decides to go to the dark side of the force and live a life of unbridled hedonism. And to anyone who thinks there’s anything glamorous about being known as a Wolf of Wall Street. BOOK I

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People don’t buy stock; it gets sold to them. Don’t ever forget that.

Everyone does this shit.’” I paused, letting Elliot's words hang in the air. Then I said, “There's no denying that he had a point. You see it in jewelry stores all the time: They inflate their price tags and then mark things down right in front of you so you think you're getting a good deal.” I paused again, then: “And all this business about an overorder isn't much different than all those stores you see advertising ‘ going-out-of-business sales.’ Most of them have been advertising the same going-out-of-business sale for the last ten years, and in ten more years they'll still be going out of business!

I don’t think you’re cut out for this job. You look like a kid, and Wall Street’s no place for kids. It’s a place for killers. A place for mercenaries. So in that sense you’re lucky I’m not the one who does the hiring around here.

The three of us exchanged glances but said nothing. After all, what was there to say? The truth was that hookers did take credit cards—or at least ours did! In fact, hookers were so much a part of the Stratton subculture that we classified them like publicly traded stocks: Blue Chips were considered the top-of-the-line hooker, zee crème de la crème. They were usually struggling young models or exceptionally beautiful college girls in desperate need of tuition or designer clothing, and for a few thousand dollars they would do almost anything imaginable, either to you or to each other. Next came the NASDAQs, who were one step down from the Blue Chips. They were priced between three and five hundred dollars and made you wear a condom unless you gave them a hefty tip, which I always did. Then came the Pink Sheet hookers, who were the lowest form of all, usually a streetwalker or the sort of low-class hooker who showed up in response to a desperate late-night phone call to a number in Screw magazine or the yellow pages. They usually cost a hundred dollars or less, and if you didn’t wear a condom, you’d get a penicillin shot the next day and then pray that your dick didn’t fall off. Anyway, the Blue Chips took credit cards, so what was wrong with writing them off on your taxes? After all, the IRS knew about this sort of stuff, didn’t they? In fact, back in the good old days, when getting blasted over lunch was considered normal corporate behavior, the IRS referred to these types of expenses as three-martini lunches! They even had an accounting term for it: It was called T and E, which stood for Travel and Entertainment. All I’d done was taken the small liberty of moving things to their logical conclusion, changing T and E to T and A: Tits and Ass!

95 percent of the time, the common objections are merely ploys on the part of the prospect, who would rather bow out of the sale gracefully than have to look the salesperson in the eye and confront them about their lack of certainty concerning the Three Tens.

In terms of the split between logic and emotion, you’re always going to build airtight logical cases first and airtight emotional cases second. Why? Quite simply, by making the airtight logical case first, you satisfy your prospect’s bullshit detector, which then frees them up to be moved emotionally.

He never addressed it as infidelity. To Jordan Belfort and his men, sex with a Blue Chip was a reflex of sorts – a kind of spasm or procedure or 'niche-service', useful as a form of stress relief; as the girls were never regarded as fully human, there were no problems. There were, the brokers felt, certain liberties to which men of power were entitled.

But what was wrong with that? They were drunk on youth, fueled by greed, and higher than kites.

Use power words, like “dramatically,” “explosive,” “fastest growing,” “most well respected.” Power words go a very long way to capturing someone’s attention and establishing yourself as an expert.

Listen, guys, fucking around with midgets ain’t no joke. Pound for pound they’re stronger than grizzly bears, and, if you want to know the truth, they happen to scare the living shit out of me. So before I approve this midget-tossing business, you need to find me a game warden who can rein in the little critter if he should go off the deep end. Then we’re gonna need some tranq darts, a pair a handcuffs, a can of Mace—” Wigwam

amplify that pain by asking the following questions: “How long has this been going on?” “Do you see this getting better or worse?” “How do you see yourself in two years?” “How has it affected your health or your family?” In essence, you want to make sure that you make your prospect talk about their pain. These types of questions will have a powerful impact on opening the prospect’s mind to receiving information, which they will now measure against their pain.

I laughed right along with her, but inside I was dying. There were certain things that you just didn’t joke about; it was simply bad luck. It was like pissing in the fate god’s eye. If you did it long enough, he was certain to piss right back at you. And his urine stream was like a fucking fire hose. But

Corruption,' Jordan Belfort believes, 'is endemic to human being. I mean, even men in monasteries - where enticement is hard to come by – even men in those circumstances have sex with other men and abuse children. Look at the Catholic Church! Man is an imperfect animal and he is corruptible, okay? And in finance, the liquid nature of the market makes corruption very easy. On Wall Street, this liquidity is so in your face -' he suddenly grits his teeth - 'that if you have even the slightest predisposition to the dark side, you become corrupted. In addition to which, those attracted to Wall Street have a predisposition to greed.

communications to your “almost” new client come from a position of strength—meaning that, as far as you’re concerned, the deal is already closed and the communication you’re sending is from the perspective of building a long-term relationship and doing more business in the future. Otherwise, you’ll come off as being desperate, and it will end up having the reverse effect.

contrary to previous assumptions, young men and women who possess the collective social graces of a herd of sex-crazed water buffalo and have an intelligence quotient in the range of Forrest Gump on three hits of acid, can be taught to sound like Wall Street wizards, as long as you write every last word down for them and then keep drilling it into their heads again and again—every day, twice a day—for a year straight.

In other words, when you reach the end of the Forrest Gump pattern, rather than asking your prospect a question (like you’ve done with your previous patterns), you’re going to move straight into your new pattern for reselling the company—using the following seven words as your transition: “And as far as my company goes …” For example, let’s say that the last point you were trying to get across to Bill with your Forrest Gump pattern was that not only are you going to tell him when to buy but you’re also going to tell him when to sell.

In addition, I want you to notice how I use the word “so” in the second half of each of the three examples. In this context, we refer to the word “so” as a justifier, because it justifies your need to ask the prospect questions, as opposed to doing it out of curiosity or nosiness. In essence, in order to do your job correctly, there are certain things that you need to know in your capacity as an expert. By using a justifier, you can get that point across to your prospect loud and clear, and it paves the way for an even more productive intelligence-gathering session.

One of the key reasons why you want to always use a script for prospecting is that each industry has its own unique set of questions that need to be asked in a certain order. If you try to wing it—as opposed to having all your questions mapped out in advance, in precisely the right order—then the chances of you remembering all the questions, or asking them all in the right order, is slim to none, and each mistake you make will have a negative impact on your ability to gather intelligence. Another major benefit of using a prospecting script is that since you already know what words you’re going to say, your conscious mind is freed up to focus on applying the right tonality to your words, as well as on what your prospect is communicating back to you.

Money is the oxygen of capitalism and I wanna breathe more than any man alive.

Act as if you’re a wealthy man, rich already, and you will become rich. Act as if you have unmatched confidence, and you will become confident. Act as if you have all the answers and the answers will come to you!

if you don’t make eye contact at least 72 percent of the time, people won’t trust you. There have been detailed studies on this stuff, and 72 percent is the number. You can look it up online. Anything more, and you risk getting into a stare-off with somebody.

Estados Unidos, 2013. Se lanza la película El lobo de Wall Street, con Leonardo DiCaprio como actor principal. Se basa en la autobiografía de un excorredor de bolsa Jordan Belfort, escrita después de salir de prisión. La película fue un éxito: con una inversión inicial cerca de los cien millones de dólares, recaudó más de cuatrocientos millones.24 Lo que todavía no se sabía durante el lanzamiento de la película es que al menos una parte de su financiamiento provino, probablemente, de transacciones fraudulentas de empresas de Wall Street y del distrito Manhattan: Goldman Sachs y quizás también JPMorgan Chase y Deutsche Bank.25 Entre 2009 y 2015, más de cuatro mil quinientos millones de dólares en fondos pertenecientes al Fondo de Desarrollo de Malasia fueron aparentemente malversados, escribe el Departamento de Justicia de Estados Unidos.26 Los dineros del fondo terminaron en manos privadas en vez de impulsar el desarrollo económico a largo plazo de Malasia. Según el citado Departamento de Justicia, el entonces director de Goldman Sachs, Tim Leissner, conspiró con autoridades de Malasia para lavar el dinero en Estados Unidos comprando «bienes raíces... de lujo en la ciudad de Nueva York y en otros lugares, y obras de arte y financiando importantes películas de Hollywood», incluida El Lobo de Wall Street.27 Además, a los auditores KPMG y Deloitte al menos se les investiga por negligencia grave.28 En suma, es como si el Chapo Guzmán hubiera legalizado parte de su dinero proveniente del narcotráfico a través de una película taquillera sobre el narcotráfico. El rol de Goldman Sachs durante el caso destaca en todo sentido. En 2010, el banco de inversión fue descrito por el periodista Matt Taibbi como «gran calamar vampiro envuelto alrededor del rostro de la humanidad, atascando incansablemente su embudo de sangre en cualquier cosa que huela a dinero».29 El caso de Malasia permite ver cuánta razón hay detrás de esa caricatura verbal: para poder abrir la puerta y entrar a trabajar para el Fondo Soberano de Malasia, Goldman Sachs pagó primero sobornos de mil seiscientos millones de dólares.30 Una vez en el negocio, las primeras comisiones recibidas por coordinar la suscripción de seis mil quinientos millones de dólares en bonos para el Fondo Soberano fueron de seiscientos millones de dólares.31 Los cuatro mil quinientos millones de dólares desaparecidos del Fondo Soberano fueron movidos con ayuda de Goldman Sachs, lo que incluyó el uso de vehículos corporativos registrados en territorios offshore. En 2020, Goldman Sachs Group acordó pagar dos mil novecientos millones de dólares a las autoridades de Estados Unidos y tres mil novecientos millones al Gobierno de Malasia por su rol en el escándalo.32 Quien piense que por un par de mil millones de dólares desviados y un escándalo de dimensiones internacionales una empresa debería salir del mercado, está equivocado. De hecho, las cosas podrían haber sido peores para el gigante financiero. Sus acuerdos extrajudiciales han reemplazado probables condenas que hubieran conllevado las pérdidas de clientes institucionales. Así se entiende que los costosos acuerdos extrajudiciales de Goldman Sachs hicieran subir el valor de sus acciones. Es «demasiado calamar para fallar», había sentenciado Te Economist

Never buy a depreciating asset. If it drives, flies, floats, or fucks... lease it.

people don’t buy on logic; they buy on emotion, and then justify their decision with logic.

First, you’re identifying their needs—and not just their core need but also any secondary needs or ‘problems’ they might have.

You must take immediate of control the sale. 2 You must engage in massive intelligence gathering, while you simultaneously build massive rapport with your prospect. 3 You must smoothly transition into a Straight Line presentation, so you can begin the process of building absolute certainty for each of the Three Tens.

Two people make a crime, three make a conspiracy.

Az egyetlen dolog, ami közted és a célod között áll nem más, mint az a szar sztori, amit magadnak adsz elő, hogy miért is nem lehet elérni mindazt, amit szeretnél.

Jordan Belfort

As easy as this distinction is to execute, virtually all untrained salespeople ignore it, simply because they’re unaware of how negatively it will impact their ability to get into rapport. Plain and simple, unless you ask for permission to ask questions, you run an extremely high risk of being perceived as the Grand Inquisitor–type, instead of a trusted advisor, and the Grand Inquisitor–type does not “care about you,” nor are they “just like you,” which are the two driving forces behind getting into rapport. However, the good news here is that all you have to do to avoid this outcome is remember always to ask for permission to ask questions. It’s as simple as that.

Below are a few sample language patterns that get straight to the point and have been proven to work: “John, just a couple of quick questions, so I don’t waste your time.” “John, let me just ask you a couple of quick questions, so I can best serve you.” “John, let me ask you just a couple of quick questions, so I can see exactly what your needs are.” Any one of the above examples will set you up for a nonconfrontational intelligence-gathering session that promotes the building of rapport.

They tend to ask lots of questions that they seem to already know the answers to. They make it a point to kick the tires of whatever it is you’re selling, almost to the point of over-kicking them. They let out a large number of ooos and aahs and yups, to reinforce the sense that they’re genuinely interested. When asked about their finances, they either become boisterously overconfident or unnecessarily vague.

Identify the lookie-loos and the mistakes and remove them from your sales funnel as quickly as possible. Gather the necessary intelligence from the buyers in heat and the buyers in power, and then continue moving them down the Straight Line towards the close. Begin the process of turning the buyers in power into buyers in heat by amplifying their pain.

everything you’ll need to create a practical blueprint for gathering intelligence in your industry. Now, as you go through each rule, you should keep relating it back to your own situation—making whatever changes are needed to your current method of prospecting. To that end, if you have a prospecting script or a list of intelligence-gathering questions, then you should have those in front of you before we begin. So, grab those now, and let’s get started.

Remember, it’s not the job of salespeople to turn nos into yeses; it’s simply not what they do. Instead, we turn “Let me think about it” into a yes, and “Let me call you back” into a yes, and “I need to speak to my wife” into a yes, and “It’s a bad time of year” into a yes.

You see, at the end of the day, objections are merely smoke screens for uncertainty for one or all of the Three Tens.

Now, there are some exceptions to this, which I’ll get to a bit later, but my point is that, more than 95 percent of the time, the common objections are merely ploys on the part of the prospect, who would rather bow out of the sale gracefully than have to look the salesperson in the eye and confront them about their lack of certainty concerning the Three Tens.

we don’t leave a crucial outcome like honest communication up to chance. We ensure it by making it the sole responsibility of the salesperson, and then providing him or her with a bulletproof formula to achieve that outcome every time.

The first number is a prospect’s level of certainty about your product; the second number is their level of certainty about you; the third number is their level of certainty about your company; the fourth number addresses their action threshold; and the fifth number addresses their pain threshold.

However, as powerful as the Straight Line System is, it completely breaks down in the absence of one crucial element, which is: You need to take immediate control of the sale.

Just how you go about doing that turned out to be elegantly simple, albeit with one complication: You have only four seconds to do it. Otherwise, you’re toast.

Of all the factors that we have just spoken about, what is the most important to you? You definitely want to find out your prospect’s highest need, as this is the one that you’ll typically have to fill to push the prospect over the top. Have I asked about everything that’s important to you? Your customer will think more of you, not less of you, if you ask this, so long as you have done a professional job up to that point. You could also say, “Is there anything that I have missed? Is there any way that I can tailor this solution for you?

Well, quite simply, while a basic yes is enough to move forward during the front half of the sale, you need an enthusiastic yes to move forward during the back half of the sale. The reason for this is that the level of enthusiasm of your prospect’s yes is going to serve as your primary means for measuring his level of certainty for each of the Three Tens.

To be clear, though, what I’m not talking about is that crazy brand of over-the-top enthusiasm, where you’re yelling and screaming and flailing your arms about, as you go on and on about how amazing your product is. Not only is that completely ridiculous, but it’s also the easiest way to get your client running towards the exit.

I’m talking about something called bottled enthusiasm, which sits just below the surface and literally bubbles over as you speak. It’s about enunciating your words with absolute clarity

and stressing your consonants so that your words have intensity to them. It’s like you’re talking with your fists clenched, and there’s an active volcano inside you ready to erupt at any second—but of course it doesn’t, because you’re an expert who’s in total control.

That sort of bottled enthusiasm makes a massive impact on someone emotionally, and it’s one of the earmarks of sounding like an expert. Just always remember to never stay in any one tonality for too long, or else the prospect will become bored—or in scientific terms, habituate—and ultimately tune out.

It sounds great, let me think about it …” or “Let me do a bit more research and I’ll call you back.

Well, I’ve got a news flash for you,” I continued sarcastically. “You’re wrong. People see through that shit in two seconds flat, especially rich people, who are constantly on guard for that. To them, it’s actually repulsive, not attractive, which is the opposite of what building rapport is all about.” I shrugged.

So, again, that’s what’s happening when you’re directly on the straight line. You’re the one doing all the talking, and your client is listening. And when you’re off the straight line, but still inside the boundaries, right here and here”—I point to the spaces—“it’s the prospect who’s doing the talking, and you’re doing the listening.

said, “Act as if you’re a wealthy man, rich already, and you will become rich. Act as if you have unmatched confidence, and you will become confident. Act as if you have all the answers and the answers will come to you!

Practically speaking, the implications of this are staggering. After all, if you can lower a person’s action threshold, then you can turn some of the toughest buyers into easy buyers—which is something that we do with great effect in the latter stages of the sale, and that sets up the possibility of being able to close anyone who is closeable.

information or had a chance to review it, as there’s an excellent possibility that he’ll say “no” to at least one of those questions, which gives him an easy exit ramp out of the encounter. The way to avoid this is to simply ask him if the conversation “rings a bell,” to which he will almost always reply with a yes.

case, when you ask him for the order for the second time, you would step him down from ten thousand shares to five thousand shares, which reduces the energy-in aspect of the closing equation by 50 percent, after you just increased the benefits-out side of the equation during your follow-up presentation. This creates an extremely powerful one-two punch that will significantly increase your closing rate. And, of course, on your third closing attempt, you would step down to a thousand shares … and then down to five hundred shares on your fourth attempt, going all the way down to whatever the firm’s minimum is for opening up a new account.

To that, you’ll answer with the standard Straight Line response to an initial objection, which is: “I hear what you’re saying, Bill, but let me ask you a question: Does the idea make sense to you? Do you like the idea?” Similarly, if Bill had said, “I need to speak to my accountant,” then you would’ve said, “I hear what you’re saying, Bill, but let me ask you a question: Does the idea make sense to you? Do you like the idea?” And, once again, if he had said, “It’s a bad time of year,” then you would’ve said, “I hear what you’re saying, Bill, but let me just ask you a question: Does the idea make sense to you? Do you like the idea?” In other words, no matter which of the twelve to fourteen common objections your prospect initially hits you with, you are always going to answer in exactly the same way. You’re going to say: “I hear what you’re saying, Bill, but let me ask you a question: Does the idea make sense to you? Do you like the idea?

In essence, pain creates urgency, which makes it the perfect vehicle for closing these tougher sales.

In truth, there was more than one thing behind it, but at the heart of the transformation was a powerful visualization technique that I taught the Strattonites called future pacing.

would say, “Act as if you’re a wealthy man, rich already, and you will become rich. Act as if you have unmatched confidence, and people will have confidence in you. Act as if you have all the answers, and the answers will come to you.

Certainty, clarity, confidence, and courage. These are your linchpin states for achieving wealth and success. If you don’t learn how to trigger them, then you’re playing Russian roulette with your future—essentially hoping that you’ll be in the right state when you enter a sales encounter, versus knowing you will be because you have a surefire strategy to do it. The name of that strategy is olfactory anchoring.

To that end, NLP has distilled the entire state management process into two core elements, both of which are under a person’s conscious control. The first of these two elements is: What you choose to focus on. In essence, at any particular moment, you have the ability to choose the precise direction of your focus; and based on that choice, you’ll fall into a state that’s congruent with what you’ve chosen to focus on. For example, if you spend the next few minutes focusing on everything that’s great in your life—a recent business success, being in a loving relationship, the health of your children, a recent goal you achieved, a family getaway—then you’ll quickly pop into a positive,

Comprised of the sum of all the possible ways that you can move and hold your body—your posture, your facial expressions, how you move your appendages, your rate of breathing, your overall level of motion—physiology of human beings as it relates to each emotional state is nearly identical across all cultures.

become linked together in this way is referred to as setting an anchor. The most common state that salespeople will try to set an anchor for is a state of absolute certainty, and the most common anchor they’ll choose to try to link it to is a combination of shouting the word “yes” and simultaneously clapping their hands.

The last part of your open is always a transition. “Based on everything you said to me, this is a perfect fit for you.” This should be an anchor for you; you should know it by heart.

that actually future pace it—forcing them to experience the reality of being in even greater pain at some point down the road if they don’t take action now to resolve it. This will ensure that your prospect not only understands the ramifications of not taking action to resolve their pain, but also feels those ramifications in their gut.

forward when you ask an emotionally charged question, and then continuing to lean forward while your prospect answers (while also using the active listening techniques I laid out above in number 3).

unwitting

I convince the prospect that I am a highly competent, ultraknowledgeable professional by coming off as a world-class expert in my field, right out of the gate.

The only thing standing between you and your goal is the bullshit story you keep telling yourself as to why you can't achieve it. ― Jordan Belfort

It was a hefty sum, $5 million, and in truth it had little to do with setting them up. In point of fact, they paid me out of loyalty, and out of respect. And at the very crux of it, what held it all together was the fact that they still considered themselves Strattonites. And I considered them such too.

One of the key reasons why you want to always use a script for prospecting is that each industry has its own unique set of questions that need to be asked in a certain order. If you try to wing it—as opposed to having all your questions mapped out in advance, in precisely the right order—then the chances of you remembering all the questions, or asking them all in the right order, is slim

Vender es todo en la vida. De hecho, si no vendes, fracasarás.

you whip out your tube of BoomBoom, unscrew the cap, take a deep, prodigious blast up each nostril so you can literally feel the rush of the mint and citrus bathing your olfactory nerves, giving you that pleasant, invigorating burn.

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