How Anyone Can Build a pipeline Of

$$$$ 
$$$$ 
$$$$
 
 

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90 
Live for Today… Plan for Tomorrow 
Years ago my father gave me some great advice.
He said, “Live for today, plan for tomorrow.” I’ve 
never forgotten those words, and I repeat them 
regularly to my four children. 
Building a 5-year pipeline while you’re building 
your 50-year pipeline empowers you to follow my 
father’s sage advice. 
You see, the Ultimate Pipeline plan – the 5-year 
pipeline – enables you to live for today because you 
can start enjoying the fruits of your labor within 
months! The 50-year pipeline plan, on the other 
hand, allows you to plan for tomorrow. That’s why 
I advise people to build both long-term and short-
term pipelines! 
Pipelines Are Your Lifelines 
Missing picture 
Security
Freedom Happiness Control 
When my father advised me to “Live for today, plan 
for tomorrow,” what he was really saying was
“Pipelines are your lifelines. So become a pipeline 
builder, not a bucket carrier.” 
Great advice, Dad. Great advice. 
$ 
$ 
$ 
$ 

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91 
CONCLUSION 
 
 
The Parable of the 
Ultimate Pipeline 
 
 
Year 2001, Silicon Valley, USA 
 
 
O
NCE 
UPON 
A 
TIME 
VERY, 
VERY 
RECENTLY, two ambitious young cousins named 
Paul and Bruce worked side by side as middle 
managers for Cistern International, a multi-national 
conglomerate that owned electric and water utilities 
all over the world. 
The young men were best buddies. 
And big dreamers. 
They would talk about how some day, some way, 
they would become totally financially free. They 
were both bright and hard working. All they needed 
was an opportunity. 
One day that opportunity arrived. The company 
decided to appoint the two friends as senior 
managers in ‘cistern’s worldwide software division.
Their monthly salary was double what it had been. 
“This is our dream come true!” shouted Bruce. “I 
can’t believe our good fortune.” 
But Paul wasn’t so sure. 

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92 
At the end of the first 10-hour day, Paul’s back 
ached and his finger tips were sore from 
customizing software. He was in charge of 50 
employees, most of whom were uncooperative and 
unmotivated. He loathed the idea of traveling to 
foreign offices for weeks at a time. His boss at 
Cistern was moody, rude, and demanding. Paul 
dreaded getting up and going into work the next 
morning. He vowed to think of a better way of 
living and working.