Agent of Influence: How to Use Spy Skills to Persuade Anyone, Sell Anything, and Build a Successful Business

Introduction

Spy Skills Are Great Business Skills

From the very first day an intelligence officer begins his training, he is primed on how to become the best salesperson in the world. Spies aren’t selling an ordinary product, however. The product they’re selling is treason. If an intelligence officer doesn’t close a deal, he might end up getting killed or spending the rest of his life inside a foreign prison.

Treason, which is generally defined as betraying one’s country, is a pretty tough item to sell, particularly because the punishment for it is unforgiving. In the United States, when Ethel and Julius Rosenberg were convicted of conspiring to share U.S. atomic secrets with the Soviet Union in the 1950s, they were executed in the electric chair. Punishments for treason throughout the world have also included being hanged, beheaded, burned at the stake, or, more commonly today, life imprisonment. Committing treason is a massive risk that comes with huge consequences, but intelligence officers are specifically trained to get people to take that risk—and to let them think it was their idea to do so. Intelligence officers are trained to:

Be sufficiently confident to get a person to fulfill any request, no matter how odd or crazy it might be, within an incredibly short amount of time.

Become viewed as a confidant—someone everyone wants to confide in, who is trusted with people’s secrets, concerns, and even their darkest fears.

Mirror the behavior of others subtly, to create an appearance of having common interests with targets.

Exude empathy and genuinely care for their targets. Empathy is a big key to success.

Analyze large amounts of information to get clues about what can help or hurt a mission.

Practice discipline at the highest level. Intelligence officers are methodical, dedicated, and committed, and they work hard to remain in top physical condition.

Be flexible and collaborative. Things go wrong all the time, but that cannot allow a mission to fall apart.

What I’m about to teach you in this book can change the way you sell your product to others—be it a brand, a business, or an idea. If there’s one trait that differentiates spies from average people, it’s our ability to confidently act, react, and adapt. Until now, my books have been focused on various tactics that can keep you and your family safe; and while I will always be committed to sharing information about personal safety and survival, I’ve realized that my professional training has supplied me with additional benefits that can be put to great use in the business world or to improve everyday life.

Let me assure you: This isn’t another run-of-the-mill self-help book about boosting confidence and becoming more successful as a result. There have been a million books written about that, and I’m not going to add another to the hefty pile. In this book I’m going to teach you about the ultra-secret weapon every intelligence officer carries in their arsenal: the operative mind-set. When you are trained as an intelligence officer, you are learning much more than how to defend yourself or shoot a gun at a bad guy. Being a good intelligence officer who is prepared to defend the citizens of the United States against enemies who wish the nation harm isn’t just about physical survival, it’s also about something much more subtle and complex. The operative mind-set includes that elusive and appealing combination of traits—likability, empathy, confidence, and intelligence—that enable a person to effortlessly succeed at anything. Another way to look at the operative mind-set? It’s ultimately really good salesmanship.

When I began my training as an intelligence officer, I never imagined that a few years down the road the skills I would acquire in the CIA would put me in the ideal position to thrive as an entrepreneur. But in 2010, after seven years of working for the agency, I was ready to move on. I wanted to build something from scratch and work on my own terms, and I envisioned a company where I would share safety and survival tactics with everyone from stay-at-home moms and college students to high-net-worth individuals and celebrities. At the time, even my own father thought I was crazy. He couldn’t believe I would leave such a steady job, especially after all the crazy hoops I had jumped through to get accepted into the CIA in the first place. It was a big change, and I was taking a major risk, especially considering only 20 percent of new businesses survive past their first year of operation. I’ll admit it, I was scared.

Fast-forward just nine years later, and I’m proud to say I’m the owner of a very successful, multimillion-dollar business, Spy Escape & Evasion, that I created (with the help of my wife and some incredible team members, of course). It turns out those very skills I learned in my training as an intelligence officer had prepared me for the challenges of building, running, and growing a small business. In this book, I’m going to show you exactly how I used the operative mind-set to build the business I run today.

I’ll be the first person to admit I’m an introvert—I’m a quiet guy who worked as a police officer in Virginia and eventually as a CIA officer—and no one was more surprised than I was when I won a deal on ABC’s hit show Shark Tank, or when I landed a regular guest spot alongside Rachael Ray or Harry Connick Jr. on their national television shows. Writing one book—much less three—wasn’t in my plans either. Nor was a stint doing a Las Vegas stage show at a big casino. I’m incredibly grateful to have had these opportunities, and they’ve certainly helped me take my business to a higher level—but I would never have gotten them down without the framework of the operative mind-set.

Ultimately, this book isn’t about getting on TV shows or performing in Las Vegas (unless that’s what you really want to do, then go for it), but it’s about utilizing the operative mind-set to scale unexpected new heights as an entrepreneur or salesperson. Maybe you want to increase the amount of business you do so that you can hire a few employees. Perhaps it’s your goal to expand your business internationally. Whatever the vision for your next big step, the operative mind-set can help you get there.

My background as an intelligence officer has proven to be a most welcome secret weapon when it comes to navigating the business world, and I’m going to show you how to use these proven tactics to achieve greater and long-lasting success, no matter what business you’re in.

Chapter 1

The Confidence Reflex

CLASSIFIED

EXERCISE: Collection of information from anonymous source/or sources at one or more locations

PARTICIPANT: Tyler

LOCATION: Classified location, Bethesda, MD., Washington, D.C.

OBJECTIVE: Subject must navigate from classified location to Washington, D.C., Metro train station to find anonymous contact. Contact will provide subject with further information pertaining to operation. Subject must connect with additional unknown contact in Washington, D.C., to collect information concerning a potential act of terrorism directed at United States citizens.

TYLER’S STORY

I was in a deep sleep when I was woken up by a loud, forceful knock at the door of my room. A quick glance at my watch told me it was 3:10 a.m. Normally, someone pounding on the door at this hour would be alarming, but I was training as a CO (case officer) for the CIA and was taking the Long Course at the Farm. The Long Course is eighteen grueling months of training that includes everything from how to solicit valuable information from a terrorist to how to elude someone who is following you. Once I completed the course (that is, if I completed it), I would be an expert at tradecraft. I’d be qualified to manage other agents, spot potential agents, and recruit other agents on behalf of the United States government. (When I say agents, what I really mean is spies.)

It wasn’t uncommon to be woken up in the middle of the night for a training exercise; they liked to catch us off guard whenever possible. The CIA wants its operatives to be ready to act without warning at any time. Terrorists and other bad guys aren’t going to wait until we’ve had a good night’s sleep before they attack us, so we must always be prepared to jump into action.

I opened the door cautiously, anticipating that this could be a simulated kidnapping and that I could be grabbed forcefully and have a bag put over my head before being dragged away and kept captive for hours. Much to my relief, there was no one on the other side of the door. All I saw was a brown envelope lying on the floor. I opened it up and found a small piece of paper that read:

7450 Wisconsin, Bethesda, MD 20814, 07:12

This address sounded familiar. I grabbed my map of the D.C. area, and a quick look confirmed that it was Bethesda Station, a major hub for the Washington Metro. I wouldn’t know why until I got there, but someone (Who?) wanted me at Bethesda Station in just a few hours.

My immediate challenge was getting there. We’re taught to avoid relying on smartphones and GPS to navigate from place to place. Maps (or, even better, our own memories) are more reliable. I was currently at a classified location away from the destination, and part of this test was arriving there, on time, with very few resources. Failure was never an option, as it meant my immediate removal from the program.

I grabbed everything I could reasonably take—the cash I had on hand, a small flashlight, and a bottle of water—and ran out the door toward the highway to face my first challenge . . . and it was a big one. I had to find someone willing to drive a strange man, alone, to Bethesda in the middle of the night. But if I had learned anything at the Farm so far, it was that being convincing enough could get a person out of nearly any situation.

I saw a pair of headlights approaching from the distance. I waved, but the driver drove right by. I didn’t blame him, as I would have done the exact same thing. But approximately ten minutes later I saw another car approach. It was hard to see in the dark, and the car was moving fairly quickly. But as it got closer I noted the windows were down and loud music was playing. There was a good chance the car was full of college students. I started to get excited. This could be my ticket! The vehicle started to slow down on the shoulder of the road. I had to think quickly. Right away I noticed that the guy in the passenger seat was wearing a blue cap with a big letter G, and it gave me an idea. I just hoped it worked. Thanks for stopping. I’m really stuck. Hey, do you guys go to Georgetown? Are you headed back? I’m Class of 2014. Poly-sci. I lived in Copley Hall. The man in the passenger seat opened the window a bit more, a good sign. No, actually we live in Kennedy.

[ SPY LESSON ]

You never know when you’re going to need to make a quick connection with someone. Spies stay well informed so they can more easily develop rapport with a target. Staying up to date about local events and being aware of places of note—such as popular bars, restaurants, colleges, sports facilities, stores, places of worship, and even local parks—will make it much easier to connect with customers and potential contacts. To see the special business template that I use to stay well informed and on top of my A game, you can access it for free at www.SpymasterBook.com.

I’ve been walking for over an hour, I continued. I hit a deer miles back, and my car is trashed and my cell is dead.

The guy in the passenger seat said, Do you want to use our cell to call for help? He was no dummy, and it was crucial that I remain calm and think of a way to convince this guy to let me in his car . . . now. I didn’t want to scare him off.

That would be awesome, but I really need to be in Bethesda this a.m. I’m driving up from Virginia Beach. I have an interview with a consulting firm, and I really want this job. I just can’t risk being late. I can pay for gas if I can ride with you. I showed them the cash, which proved irresistible to a group of college kids. As one of the guys in the backseat opened the door and moved over, he explained they were also driving back from Virginia Beach.

Oh really? It’s fun, isn’t it? I asked. My buddies and I hang out at this dive bar called Mel’s. It’s great, definitely hit it up the next time you drive down. I thanked them, sat back, and made polite small talk for the next couple of hours. I was feeling confident I was going to make it. They dropped me off in D.C., just in time to navigate to Bethesda Station. Part two of my challenge was about to begin.

It was 7:08 a.m. in Bethesda Station. I’d made it, but I had just a few minutes to find my contact, who could be anyone. As it was nearly rush hour, the constant flow of commuters was making my job almost impossible. I had zero information about whom I was supposed to meet. My head, on a swivel it seemed, scanned and scanned and scanned.

I noticed a woman in a green dress reading a newspaper. She glanced at her watch a couple of times. Was it her? Or was it the young man listening to headphones on my left? I had to find my contact soon or I would forfeit the exercise.

A train pulled in. The doors opened, and a young businesswoman carrying a briefcase and a newspaper walked toward me. The moment she caught my eye was so fast I barely registered it, but my training had taught me to be open and aware of everyone around me, and I was as positive as I could be that she was giving me a signal. She placed her newspaper in the trash and walked toward the exit.

That was all I needed. I reached into the trash, casually retrieved her newspaper, and boarded the train. I sat down and opened the paper, hoping I hadn’t made a mistake and missed my connection. I was careful not to frantically flip through the paper, making it obvious I was searching for something. I’d been taught to always make sure I wasn’t being followed, and I didn’t want to make myself a target to another recruit or, worse, an instructor ready to admonish me for not blending in. I behaved as if I was scanning the paper for interesting articles—and there it was, written on the top of page three in blue ink, the following note:

The Willard InterContinental 08:15

Off to a hotel next. I took the Red Line to the Metro Center station and walked toward the location. I noticed a man wearing a blue baseball cap walking several paces behind me, so I crossed the street to see if he would follow me. He crossed too, a sure sign he was following me and that I’d have to watch out for him. I didn’t get this far to lose now.

I entered the busy lobby of the hotel, where businessmen and tourists were starting off their days and finishing off their breakfasts. Given the bustle inside, I put myself in a position where I could see as much activity in the lobby as possible. That’s when I saw him, the guy from the street. In my line of work, encounters like this are never chalked up to coincidence.

[ SPY LESSON ]

We have a saying in the intelligence world about encountering strangers that’s worth repeating here: One time is an accident, twice is coincidence, and three times is enemy action. Successful businesspeople are often the target of crimes (like kidnapping), especially if they are public figures. Get in the habit of observing individuals around you to protect your safety.

Clearly, the guy had followed me, and I needed to do something about it. When I got close enough to approach him, he smiled and reached out his hand for a handshake. It turned out not to be a handshake but a brush pass (that’s when two spies who are passing each other covertly exchange an item). Okay, I thought, if he wasn’t following me to do me harm, then he must be part of the exercise. Even though he was a total stranger, I made convincing small talk with him for a couple of minutes. To any onlooker, this would appear to be a conversation between two acquaintances who had run into each other and were catching up. He patted me on the back and walked into the restaurant over to the left. Once he’d gone, I took a look at what he’d dropped in my hand: a key to a room. That explained why he’d quietly told me he had a meeting at 9:03 before he left. It was a room number, it had to be. How much more complicated could this exercise get?

I headed to the elevator, nervous about what was next. Exhaustion from being up all night started to set in, but I couldn’t let it distract me. I made my way to the room and cautiously opened the door. Just a few seconds after I had entered, the phone rang. I answered it, imagining the impossibilities expected of me. Am I going to have to fly across the country or scale down the side of the building? A voice asked me to give some credentials—proof that I was who I claimed to be. Once my identity had been verified to his satisfaction, I was told to walk to the front of the hotel, where a car would be waiting for me. I headed down to the lobby and walked outside. A black car pulled up and rolled down the window. I was determined to stay focused, but I was nervous about what was next. I wasn’t sure how much I could take. A hand gestured for me to move closer. I cautiously approached the vehicle. A serious man in a gray suit who looked slightly familiar said, Get in the back, you made it through this one. Good job.

I breathed a massive sigh of relief, knowing that the exercise was over. I was now prepared to handle whatever they threw at me next.

THE MAKINGS OF A GREAT SPY:

It Starts with Mental Stamina

Tyler’s story might sound like something out of a movie—a fun and exciting (and admittedly stressful) exercise that some future intelligence officers might undergo during their training, but it’s actually more than that.