March 31, 2025 • 45 mins
Episode Overview:
In this episode, John Kitchens sits down with operations expert Joel Perso to unpack the one thing that separates thriving agents from the ones stuck spinning their wheels: execution. They reveal why most real estate entrepreneurs are great at starting but fail at finishing—and how to break that cycle with a proven system that scales. If you’re serious about winning in 2025 without burning out or sacrificing profitability, this is the episode you need.
Key Topics Covered:
The Real Reason Agents Struggle to Execute
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Why most entrepreneurs are starters, not finishers—and how that stalls growth.
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The "solopreneur trap" and the dangers of doing everything yourself.
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How lack of clarity and shiny object syndrome kill momentum.
The 4 Disciplines of Execution
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What it means to focus on the “wildly important goals” (WIGs) in your business.
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The power of lead measures over lag measures—and how to take control of your results.
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How to keep a compelling scorecard and implement real accountability that sticks.
Mindset Shifts for High-Level Performance
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Developing a true "can-do" attitude inside your business.
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Why progress > perfection and how to keep momentum rolling.
Operational Systems That Scale
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How execution is different from daily operations—and why both matter.
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The secret to building once and managing forever (with the right team and scorecard).
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Why investing in people who manage is a game-changer.
Inside “Boardroom”: A Hybrid Coaching Model That Actually Delivers
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How John and Joel designed a system that combines clarity, strategy, accountability, and implementation.
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The difference between coaching and actual execution support—and why you need both.
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What makes their two-week cycle model so powerful for real estate entrepreneurs.
Actionable Takeaways:
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Narrow your focus: 1–2 critical goals per quarter is the sweet spot.
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Track the right metrics: Emphasize what you can control, not just results.
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Install a cadence of accountability.
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Surround yourself with people who complement your genius zone—and manage what you start.
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Don’t just invest in leads. Invest in the systems and people who help you finish what matters.
Resources Mentioned:
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Book a Discovery Call: SevenFigureCall.com
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:00):
Seven figure success starts whenyou start thinking like a CEO.
Welcome to the JohnKitchens Coach Podcast.
Experience is your host, John Kitchens.
Get ready to think bigger andtransform your business into
a path to lasting freedom.
What is up everybody man?
Welcome to Expert Mentors Liveand uh, this is John Kitchens
(00:23):
and I am excited to dive intothis episode with Mr. Joel Perso.
And we're gonna dive in and, uh, talkabout the exact strategy on how to execute
in 2025 without sacrificing your life andwithout sacrificing your profitability.
Joel, welcome brother.
Great to have you back on.
Always happy to be here, man.
Thank you.
Yeah.
(00:44):
Yeah, absolutely.
So, listen, guys, don't forget, atthe end of, um, today's episode,
we're going to give you accessto a couple of cool things.
Uh, one being able to book acall, uh, discovery clarity type
call, uh, with myself, and alsoan opportunity to connect with Mr.
Perso there on a systems and processaudit that he has put together.
(01:05):
I, I promise it's gonnabe well worth your time.
So, so stay plugged in and, you know.
Tons of distractions.
I, I saw a study, Patrick, bad Davidwas, was sharing and it was, uh, from
1910 all the way up until present time.
And it talked about, uh, uh, howmuch time us as humans spend on, um.
(01:28):
It says learning, but I'm just gonnasay on just maybe consumption of some
type of content and be it listeningto podcasts, reading books, going
down the rabbit holes of socialmedia, watching tv, Netflix binging.
But in 1910, it was10% of the waking hour.
To this point, it's 80% of the wakinghour in some type of consumption mode.
(01:52):
So.
Being able to, to focus and, and avoid thenoise, to me, is a competitive advantage.
So really, you know, finding this, thisepisode, this conversation, you know,
do yourself a, do yourself a favor.
Um, eliminate the distractions.
You know, put the, put the phoneon, um, airplane mode, silence it.
(02:15):
I promise you, especially in realestate, there's nothing that can't wait.
You know, uh, 60 to 120minutes in this business.
So give yourself permission to playall out, stay engaged, and, um, uh,
you know, stay tuned in, I promise.
Um, you know, the stuff that we'regonna share with you guys today is,
is well worth the investment of timeand energy, um, over the next 45, 50
(02:37):
minutes that we're gonna be diving into.
Uh.
Today's topic around execution.
So Joel, um, you know, a lot offolks knew so many new, new folks
into the Honey Badger Nation.
I think I heard yesterday just at exp. Um.
It's a, it's a staggering amount ofpeople that are actually coming back
(02:58):
to the company on a daily basis.
I think it's like seven oreight agents coming back to
the company on a daily basis.
And I know, um, you know, Leo's and,and the growth team's objective,
everything that they're doing, I.It's pushing to, to, to growth.
And they wanna get up, you know, intothe six figure range, um, by the end of
(03:19):
the year, 1 10, 1 12, somewhere in that.
And is, is kind of the target.
And so there's a lot of, lot of newfolks, a lot of, lot of folks that
haven't had the opportunity to, to meet,you haven't had even the opportunity
to even connect with me as we're 287episodes into ex the Expert Mentor series.
Um, Julio told me this morning, we'retwo months away from seven years of,
(03:39):
of this series, which is, which is.
Pretty crazy.
Uh, we've missed more weeks thanI thought, but we, uh, we're
definitely, we're definitely rightthere, um, seven year run with
expert mentors and, and really don't,uh, see slowing down anytime soon.
And so for those of you guyslistening in, you like, you know,
who are these, who are these guys?
You know, how are they qualifiedto talk about execution?
(04:01):
And I mean, it's a great question.
And you know, I just passed.
October was 20 years in the industry.
Um, got introduced to toJay in, in October of 2004.
Got licensed in January of 2005, and youknow, just having multiple brokerages in
Lotton, Oklahoma and then Dallas, Texas.
So under, under my watch, owning andoperating two separate brokerages, 4,300.
(04:25):
A little over 4,300 totaltransactions during the brokerage run.
And you know, over the last 13 yearsin the one-on-one coaching space, we're
right at 17,000, uh, one-on-one coachingcalls, and we're a couple months away.
We'll hit the 10,000 hourmark, which is pretty cool.
It, it is pretty cool and just, um, such aunique perspective of being able to see so
(04:48):
many different angles, either from withinor helping clients work their way through.
So it's, it's really amazing.
And, you know, I know you've been, um,a big part of, of that journey for,
for the last, you know, second halfof, of the decade of, of, you know,
20 years in 10 years being able to.
Connect and work with you.
And what I love about your uniqueperspective and your unique, um, viewpoint
(05:13):
and what, you know, you bring to the tablethat I, I don't think any other operator
brings to the table is that starting outas a tc, so being able to see the inner
workings on the transactional side ofthings and working your way up quickly to
head of operations to ultimately become.
A partner in company doing 400transactions in, in Milwaukee, Wisconsin.
(05:33):
And then stepping into a role, uh,with VRX media that has so many moving
parts all over the country, landingmajor contracts, running operations
for that, for that organization that,um, ultimately got acquired by Zillow
and then stepping in for a two yearrun with Justin at, uh, spear Rocket.
And so being, being, being all the wayinto the trenches of the TC role to.
(05:57):
You know, head of operations, COO,uh, role for $10 million company.
And then, so in between, you know,owning and operating a brokerage
and then being a part of a companythat gets acquired by Zillow.
So pretty, pretty unique perspective.
And so when it comes down to, toexecution, I think, uh, I think
we can definitely shed some lightand, and talk on the subject,
(06:19):
uh, at a, at a pretty deep level.
Yeah, I'm, I'm excited to dive in the,the deeper we go in, in our new, uh,
our new venture coaching people, um,and, and, and my own personal clients.
Now, the, the more convinced I am thanever that it's just execution's gonna
separate, um, the, the winners in thelosers over the next five years here.
(06:42):
Yeah.
Uh, the people who execute at ahigh level are gonna win every time.
Um, there's gonna be no shortageof good ideas, no shortage of
great strategies, no shortage of.
Uh, you know, exciting things to work on,but the people who execute are gonna win.
Yeah.
I, uh, wholeheartedly agree.
And, you know, I think that's the,the, the main thing that we really
(07:04):
wanna drive home today, and it isreally the struggle is execution.
And so I guess my, my first questionto you is, why, why do agents
fail and struggle to execute?
Yeah, I mean, a, a lot of reasons Ithink, um, part, part of it, a big
part of it, especially the agentswho are successful on the sales and
(07:25):
marketing side, but struggle to putsystems in place, struggle to build
teams, um, or, you know, hit a plateauand then struggle to, to push past.
It is a lot of agents are.
Entrepreneurs at heart and alot of entrepreneurs are great
starters and bad finishers.
So I think if I had to look atone simple thing, it's great at
(07:46):
starting and and bad at finishing.
And what I mean by that is, all right,you attend the event, you attend the
coaching call, you read the book,you hear about the new thing, and
you're a machine for that first week.
You learn everythingthere is to know about it.
You put it in place, you buy thesoftware, you get it going, and then.
You know, reality sets back in andyou gotta get back to business.
(08:08):
You gotta get back to getting faceto face with buyers and sellers.
You gotta get back to running your team.
And so you end up with a whole bunch of.
Half finished projects, half builtsystems, half implemented strategies,
um, because it's the, the ability toexecute is really the ability to finish.
And so there's a, a lot of greatstarters, um, in the entrepreneurial
(08:29):
ranks and in the real estate ranks.
And there's, you know, uh,many fewer great finishers.
So let's, let's unpack that real quick.
So I, I was just looking, what, whatdoes the definition of execution mean?
The carrying out or putting into effectof a plan order or course of action.
Which is, which is interesting becauseyou look at where it really starts, right?
(08:54):
It first starts with anunderstanding, um, that.
You know, one, you can'tdo everything on your own.
I think that's, I think that is, issuper important to, to grasp that.
A lot of, a lot of the people that getexcited and they go and they go running
with it, and it's a lot of hero ball.
(09:14):
Um, and, you know, you can,you can hero your way so far.
And I think it's the firstrealization in coming to just.
Being okay with is that Ican't do this on my own.
I really truly need help if I reallywant to, you know, carry out the
plan, the order, the course of action,because there's so many pieces, like you
(09:37):
said, that just it's, it's impossible.
To do, to do it all by yourself.
When you look at just even thefunctions that break down any, any
type of organization, I mean, there'sthree, there's three character types
in any endeavor, and it's, that's theentrepreneur, that's the idea person.
Well, then somebody hasto execute on those ideas.
(10:00):
Well, then somebody alsohas to manage those ideas.
Yeah.
And.
When you try to do all three, thatmakes you a solopreneur and you can
do two, but you can't do all three,and you could be at multiple stages.
I shared this with you that, youknow, I, I took, uh, Matt through this
same ex exact exercise and you know,they're doing 400 transactions a year.
(10:23):
The number one team in Penn, you know, inPennsylvania, and he's doing all three.
He's a solopreneur and it's like.
It's like dirt.
You gotta let go of one of these threeand you can't do it all on your own.
And it's hard, right?
When, when you know you'rejust really trying to grind and
really trying to get things done.
So being able to carry out that plan,I think the first understanding is,
(10:47):
man, I cannot do everything on my own.
I've gotta have, I gotta have some help.
Yeah.
And I think the kind ofthe next level to that is.
Is really understanding andbelieving that you're not
supposed to do it all on your own.
Like you can't do it all on your own.
But that's not a failure.
That's how it's supposed to be.
You're supposed to be focusedon the most important things.
(11:10):
You're not supposed to be building theprocesses and managing the processes.
You have to have people in place andultimately team members, um, software, AI
to, to do some of those things for you.
So it's not only that you, you,you physically can't do it all.
But you're not supposed to.
It's bad for the business if,if you are trying to do it all.
Yeah.
And I think that's where you, youalso have to start to adopt because
(11:34):
we know, like you said, there's alot of people that great start, um,
and, and, and some of them even stallgetting out of the starting line.
But you just gotta have andadopt that mindset, man.
It's just, we have an attitudehere and our attitude is we
execute and I think it takes.
Surrounding yourself withpeople that compliment you.
(11:56):
And we, you, you know, we talk a lotabout theory of constraints and it's
always, you know, what are we doing?
How are we doing it?
Who are we doing it with?
The talent, it's all thattypically that's, that is
always the biggest constraint.
It's always the talent's,always the people.
And really, I know we'vereally leaned into a lot with.
The, um, you know, growing up with thedisc, you know, that was the very first
(12:19):
thing I was introduced 20, 20 yearsago was the disc and understanding that
personality, you know, type and, youknow, for me the disc is just an energy
management tool, but really the workinggenius and what I look for, especially
in the team around me with an attitudeof execution, is I need tenacity and I
need tenacity in part of their geniusbecause what I know about myself.
(12:43):
Is that.
Tenacity is a frustration for me.
So I am just exactly what you said.
Great at ideas, great at gettingthings started, getting people
excited, but terrible at gettingit across the finish line.
Can I do it?
Yes, but it's not, it's not in my.
It's not in my wheelhouse,it's not in my genius.
So I've gotta be able to have thosetype of people, but, but it has to start
(13:06):
here with me leading with an attitudeof execution that we get things done.
It's just part of our mantra.
And I think for that to be possible, andit goes back to the definition again, is.
Putting into effect of a planorder or course of action.
And that really comes downto clarity of the vision.
And I, I'm, you know, without avision, the village will perish.
(13:27):
I've, I've been on that side multipletimes to where, you know, not seeing my
dreams being able to be accomplished bybeing a part of the vision that I was.
A part of, and so therefore, you know,you, you lose great people when, when
you lack the clarity of, of a vision.
But I think it also hurts youas the leader, um, to be able to
(13:50):
execute when you don't even reallyknow what you're executing on.
Yeah.
Yeah.
It is such a, it is such a weight.
Going through your day-to-day business.
If you're not clear on the vision, ifyou're not clear on the priorities,
ultimately, if you're not clear on, onwhat you're doing on a daily and weekly
basis, there's so much freedom and somuch momentum when you have that clarity.
(14:11):
Uh, wake, waking up every day andnot knowing what you're gonna do
that day is a horrible feeling.
And, um, and it's just, you know, the, theabsolute enemy of execution and progress.
So it has to be clarity.
I totally agree with you.
So when you have that, that clarity inwhat we know, what we're, we're going
to execute on, I think there's a couplethings that, a, a couple things that
(14:33):
we need to, to be avoiding, right?
And this is just, this is still part ofour mi our mindset, our, our attitude
of execution, part of our mindset.
And I think with, with that, there's, um.
A couple things that we need to avoid.
There's really something that we needto develop, and then there's, there's
something we need to just accept.
(14:53):
And one of the things that we needto avoid is the execution paralysis.
And really that core emotion thatwe have, that we all have as human
beings really is the fear of failure.
And we, we, we get into, we getinto our heads, and it's the, you
know, fight, flight, or freeze.
For most, it's freeze, right?
We just into a state of, of paralysis.
(15:16):
And I think it's, it's lack of vision.
It's lack of focus.
It's, it's a trying to do too much, right?
We don't typically dieof, of, of starvation.
We usually choke ourselves out,trying to consume too much.
So less is more for, for a lot of us.
Um, if we can simplify it downto if I do this one thing.
(15:37):
Um, then I can make progress on it andI can just build momentum from there.
The other, the other big thing to avoidright, is the stories that we tell
ourselves and it's, it's the lies.
It's the, if I right, it's theif i's if I had more money.
If I had a better team, if I had alittle more expertise, if I had greater
(15:58):
demand, if I could, you know, had theproject completed, if it was done right.
So I think those are lies and thenthose are excuses that we, um, I. You
know, we tend to allow ourselves offthe hook from why we're not executing.
And, and so I think just beingreally, really careful of avoiding,
(16:19):
you know, those type of beliefsand, and, and, and definitely don't
say those things out loud, right?
Because, um, you know, we startto internalize that and, and we
really start to anchor it in.
We really start to believe it.
And, and so we gottareally be careful to avoid.
Those lies.
Yeah.
And, and it's harderthan ever right now too.
I mean, like you mentioned in the,in the beginning of the episode here,
(16:39):
uh, 10% to 80% of just time beingspent, you know, consuming things.
And it's the, the blessing and the curseof the internet and of what's coming with
AI is great, great information, greatresources are more accessible than ever.
Um, but that also means it'seasier than it's ever been before
to convince ourselves that we'reworking on the business when
(17:01):
we're just consuming more content.
And we, we know, hopefully we knowdeep down we don't need another
podcast episode at the moment.
We don't need another, uh, eventor another tool we need to execute.
Yeah.
Um, but it's really, really easyto get stuck learning more, trying
to consume more, trying to getbetter at something instead of
just doing it a hundred percent.
(17:24):
I think, you know, just going, um,and, and not allowing yourself.
And so I think developing a, amindset on progress, not perfection.
Yeah.
And it's one of the things thatI've had to kind of adopt and learn
on the endurance side of things,you know, forward is a progress.
Forward is a pace like we're movingforward, even if it's one slow step at
(17:49):
a time, we're still making progress.
And I think that then falls into kindof the whole gap in the game concept
is measuring how far you've comeinstead of how far you have to go.
And it, it, it really is key inanything and everything that we do.
Um, because we typically are, you know,then, then you look at the entrepreneur,
(18:09):
even on the disc side of things, youfall into that driver type category.
High D you know, maybe, um.
Type per, you know, personality,visionary type personality.
We, we tend to, you know, be hard onourselves and that we're not, you know,
progressing and not progressing fastenough, yet we are making progress.
So developing that mindseton progress, not perfection.
(18:31):
Yeah.
Um, and, and I think thatleads into the other thing I.
Is acceptance and being able to accept.
I remember Tony, Jerry has a, has asaying that's, you know, 87% is good
enough and, you know, I think you couldeven lower the bar a little bit lower.
And, you know, maybe even a 70% versionof yourself is good enough, uh, to to
(18:51):
to continue to make progress and getsteps and steps ahead of everybody else
around you who's just sitting aroundtrying to make something perfect.
Yeah.
Yeah.
Love it.
So Joel, I want to, you know,everything starts with mindset.
Um, but I, I want to kind of transitionas we were kind of talking about the
things and what it takes to execute.
(19:13):
And there's a really good frameworkfrom a book that we read, both read a
long time ago when it first released,uh, what's been, what, 10 years or
more or more that that book's beenout and it's the four Ds of execution.
I would love for you to, to kindof walk us through the four Ds of
execution because um, I think thatreally once you have the mindset is
(19:34):
really a great framework to be able to.
You know, to execute on.
Yeah.
And, and really to be able to, to putall the components and pieces in place
because it's not just one thing, right?
It's not just accountability,it's not just mindset.
It's, it, it takes, um, a mixtureof things to really be able to
execute at the highest level.
(19:54):
So I, I think the four Ds of executionis perfect to really unpack and be able
to share for people to, um, you know,to implement into their day to day, to
be able to execute at a higher level.
Yeah, and, and you nailed it.
It, it's a, it's a framework andwhat I, what I love about it, I, I'm
always looking for great frameworks.
One of the things that makesa great framework for me is
(20:16):
I. Um, is it, it's simple.
And so there's four elements,four disciplines of execution.
Um, and so we, we focuson each one of those four.
What's great about that is if we'refailing, there's four failure points
that we can go back and look atand identify in each one of those
four disciplines of execution.
So, um, I, I love it because,uh, you know, a great framework.
(20:38):
Is, it's a starting point and thenwe need to apply the framework
and we develop the skill.
And I think one of the things that getsmissed a lot when we talk about execution
is, is that it's a skill to develop.
You need to develop it as an agent,as a team leader, as a business owner.
Um, and if you do have a team, yourteam has to develop the skill as well.
(21:00):
So four disciplines of execution.
It's the best framework that I'veever seen for, um, for executing.
Again, because of the simplicity.
So I'll just run through the fourreal quick and then we can kind
of double click on maybe someof the failure points or, um.
Any other, uh, places you want to go withit, but four disciplines of execution.
Number one, focus on the wildly important.
So they call 'em wigs in thefour disciplines of ex execution,
(21:23):
wildly important goals.
We talk about that, thatcould be like our rocks.
Um, that could be our, our criticalfew, whatever, you know, whatever
terminology you like or use in yourbusiness, but it's, it's our one.
To maybe three most important prioritiesthat we're focused on right now.
So you talked aboutgetting clear and focus.
(21:43):
How do we translate our visionall the way down to execution?
It's about getting clear.
It's, especially when we talk aboutexecution, it's about getting clear on the
most important things we're gonna work on.
It's not five, it's certainlynot 10 things, right?
It's, it's in a perfect world, it'sone, um, on, on a 90 day planning cycle.
Uh, maybe it's two or three dependingon the team and the capacity,
(22:06):
how much you guys can get done.
Yeah.
Uh, but, but, but first thing,focus on the wildly important.
And that's also the firstfailure point too, right?
Trying to do too much, focusingon too many priorities.
Uh, I think it was Jim Collins, uh, whooriginally said If you have more than
three priorities, you don't have any.
Yeah.
Um, I totally believe that.
So first, discipline of execution.
(22:27):
Focus on the wildly important.
Um, just like that's a skill.
Saying no is a skill.
Um, keeping on course notdrifting off of those critical
few things we're gonna work on.
So number one, focus onthe wildly important.
Um, number two is act on lead measures.
One of the failure points of executionis we focus too much on the results
(22:50):
at the beginning of our execution.
Um, or our, our lagging indicators,our GCI, our revenue, the
number of deals we've closed,those are lagging indicators.
Those tell us about our results.
They don't tell us about our activity.
So when we talk lead measures or leadingindicators, we're talking about our
activity and can we directly tie ouractivity on a daily and weekly basis.
(23:13):
To moving the ball forward towards thewildly important goals that we're chasing.
So what are some examples of this?
Like we said, GCI,that's a lagging measure.
What's a leading measure?
That could be as simple as numberof phone calls that we're making.
That could be, um, the number of leadsthat we're generating, the number
of conversations that we're having.
The, the important part aboutthe, the leading measures.
(23:36):
Um, is that they're, they'refocused on activity and they're
things that we can control.
Hmm.
To be great at execution, wehave to be spending time on
things that we can control.
I can absolutely control, uh, howmany dials I make today, how many
doors I knock on, um, how manyemails I send, how many postcards
get in the mail, that kind of stuff.
So we have to focus on, uh, on theactivities, which is the leading measures.
(23:59):
For execution, if we only focus onthe lagging indicators or the results,
which obviously are important too.
Um, we'll, we'll find out that we wasteda lot of time, didn't get the results we
want because the activity wasn't there.
We ended up hoping to get agood result instead of, um,
controlling our activities.
That's so good, and I'm glad you saidit because that's, to me is what it is.
(24:23):
It's, is this within my control?
We want to, we wanna measure and trackeverything, but the emphasis has to
be on the things within my control.
And, and you know, in the real estategame, there's only a handful of things
that's within, that's within your control.
Everything else isoutside of your control.
It's like, Hey, I'm gonna take,I'm gonna take a listing today.
Oh, I hope you do.
But that's not within your control.
(24:44):
Right.
You know, the client could reschedule.
They, their, their kid couldget sick at the last minute
and they have to reschedule.
So when you're putting youremphasis on, on your weekly and
daily, you know, activities toachieve the outcomes you're after.
It has to be built on those,those indicators at the front end.
And, and you always have to askyourself, is this within my control?
(25:07):
Um, if not, you know, obviously westill possibly want to track it,
but however we need to, to shift ourfocus and make sure that we're doing
everything that we can and hitting atleast, you know, the targets of, of
those activities within our control.
Yeah, so on, on the first two, Ithink, and this is, it's kind of
a, a natural separation point,the first two and the last two.
(25:29):
So people who tend to just beterrible at execution across the board
still struggle with the first two.
What we see more common with,uh, more commonly with successful
agents, um, or successful teams, isthey struggle with the second two.
And this is kinda where we get intothe starters versus the finishers.
So the second two, um, number threeis keeping a compelling scorecard.
(25:50):
So wrapped up in the idea of a scorecardis obviously we're tracking, um.
We're tracking not only the lead measuresour activity, but we're also tracking
the lagging measures, the results.
Um, it's tracking, it's also reporting.
So we have to get that data intosome kind of visual, uh, for us,
that that becomes our scorecard.
(26:11):
Then it's updating regularlyand reviewing it regularly.
So the scorecard is such a critical piece.
Um, and it's the, a lot of timesit's the missing link between the
activities and the accountability,which we'll talk about next.
So, discipline number three is,uh, is keep a compelling scorecard.
So have to be good at tracking, we haveto be good at reporting, and then we have
(26:32):
to build into our process, our weeklyprocess, a time to review that scorecard
so we can make adjustments if we need to.
Yeah, it is.
It it, it's so good.
And, and you know, the dashboardthat we, that we utilize, uh, the
agent to co dashboard, it, it trackseverything from, from all the critical
(26:53):
functions within, within the business.
Um, and the big thing is, is that we setthe monthly targets and we use, you know,
red, yellow, um, or green, yellow, red todetermine, you know, are, are we on pace?
Are we off pace, but wehave a plan to get on pace.
Are we off pace and we have no clue?
And that's where the constraint, and thenthat's where we want to kind of focus on
(27:16):
the issues and the issues for the week.
And is this kind of then we, we, welook, okay, Hey, is this above the
waterline or below the waterline?
If it's below the waterline, meaning what?
Sink ships right.
Taking on water is what sinks ships.
So if you have something that isin, in the red on your compelling
scorecard, you have to ask yourself,Hey, is this gonna sink the ship or
(27:39):
is this just gonna make the ship ugly?
Um, and, and so that's, that's reallywhere we want to pay attention to.
Now, if we're in the green and we hitgreen, then we want to increase it.
That's how we grow.
So if it's green and maybe weonly increase it 3%, 5%, 7%, 10%,
12%, it doesn't matter, right?
Whatever, whatever that is.
(28:00):
And, and so, um, we'll, we'll just beable to, to, to be able to, to do that.
Um, and, and that's how you, you reallykeep and utilize a compelling scorecard.
Yeah.
Yeah.
And the agent to CEOscorecard is fantastic.
Again, I love it.
It's simple, it's easy tounderstand, it's easy to use.
(28:21):
Um, so if you guys want acopy of that, reach out to us.
Um, we can get it over to you.
But it's a great tool.
Um, I, I, I use it.
Um, I. I use it regularlytoo in, in my business now.
It's a great tool.
So keep a compelling scorecard.
And then number four, um, createa cadence of accountability.
So this is what ties everythingtogether, and this is really what we
(28:42):
talk about, starters versus finishers.
The accountability is really what.
The finishing part means, andwhat's, what's tricky about it?
And, and like you mentioned earlier,we've got, um, you know, who's gonna
build it, but then who's gonna manage it?
The, the accountabilitypiece never goes away.
We never stop having that piecebecause that keeps us on track.
We're always gonna be, I.
(29:02):
Using our accountability cadence tolook at the scorecard, to evaluate
the activities, make sure thatwe're still focused on our, um, on
our, on our widely important goals.
So the, the accountability pieceis, is where most people fall off.
Eventually.
Sometimes we startgreat on accountability.
It's really important.
It's top of mind.
We're gonna talk about it all the time.
(29:22):
And then we get, you know, afew weeks later, a few months
later, and it starts to drift.
And that's where, where most peoplelose it in the long term is we just
let the accountability piece drift.
That's why they talk about not justcreating accountability, creating
a cadence of accountability.
Um, for a lot of things,that's gonna be a weekly.
Um, a weekly review, especially ifit's a new initiative we're really
(29:44):
trying to execute at a high level.
We're gonna probablylook at it every week.
Uh, eventually once that, you know,whatever we're executing on is installed
or implemented in the business, maybesome of those things can go down to
a monthly review or we're lookingat the scorecard on a monthly basis.
Are we on track?
Are we off track?
Um, if we're off track.
You know, why?
Let's figure it out.
If we're on track, dowe increase the goal?
(30:06):
But it's the cadence ofaccountability that's so critical
because it never goes away.
Maybe the timing, you know, like Isaid, goes from weekly to monthly.
Um, but the accountability cadencenever goes away or things will
inevitably drift at some point.
Maybe it takes a long time todrift, but if we're not looking at
it, if we're not, uh, having thoseaccountability conversations, if we're
(30:27):
not talking about why are we off track?
If we're off track.
Excuse me, then it's going to drift.
And so we have to, um, we have toinstall the cadence of accountability,
not just accountability.
Yeah.
I, I, I love it.
And like you said, I think I.There's some things that can be
held accountable on a monthly basis.
(30:47):
There's some things on a weekly basis, andthen there's some things on a daily basis.
It really just depends upon what it is.
And I, I, I really like tosee the act on lead measures.
That's probably a dailyaccountability, right?
You know, are we doing, doingthe things that we need?
I. To do.
A lot of the scorecard stuff can belooked at on a weekly and monthly basis.
Um, and maybe even, you know, the, thefocus on, on the important goals, right?
(31:11):
Is that, is that a weekly,is that a weekly cadence?
Um, is that a biweekly cadence?
Is that a monthly cadence?
So being able to take that intoconsideration, I think really
depends upon, you know, what we'retrying to accomplish as well.
Yeah.
Yeah, definitely.
I think one, what, what's sopowerful about executing in this
way is you can only really focus ona couple things at a time, right?
(31:34):
But once they're once, once they'rebuilt, when it's executed properly,
your business can manage a lot ofthings that have been built properly.
It's the, it's the building,it's the execution.
That's the lift.
That's what takes the effort.
That's what takes the, theenergy, sometimes the money.
But once it's built properly, managingit is, it is so much less work.
(31:55):
And also the managing of it canbe done by a lower level employee
versus, you know, you might beinvolved in the execution part.
You shouldn't be involved in the managing.
So maybe, you know, this quarterwe're super focused on, on new lead
generation, and we're gonna buildgreat systems for our lead generation.
Well, now that we have thosesystems built, we've got the
(32:15):
scorecard in place, we have theaccountability cadence in place,
what it takes to manage that process.
So much less.
So then maybe next quarter wemove on to, uh, alright, we
focused on lead generation.
Now we're gonna focus on lead conversionthis quarter, and we're gonna put
great systems in place and executeon a plan to increase our conversion.
Well, that might be a lot ofwork, a lot of time and energy
(32:37):
and money into that, but once it'sbuilt and executed on properly.
Managing that takes so much lesseffort and we can move on to the next.
So what, what, where so many peoplefail with execution is, again,
these half-built systems and, and ahalf-built CRM takes more work than just
having, you know, no CRM whatsoever.
Um, but once you get it fullybuilt out the right way.
(33:01):
It becomes so much less work to manage it.
Yeah.
So our execution, what we'retalking about here is not the
day-to-day running of the business.
The execution is all about is, is allabout new projects and new priorities, and
sometimes we're gonna revisit them, right?
We might have a, a quarter where we'refocused on lead conversion every year,
and that's one of our main prioritiesthat we're gonna execute, execute on.
(33:23):
And that's fine, but the, the day-to-dayrunning of the business is not what
we're talking about with execution.
Um, you have to maintain the execution.
You have to manage it, you have to makesure the accountability doesn't drift.
You have to make sure youdon't abandon your scorecards.
Um, but we're, what we're talkingabout is new things in the business.
E either fixing big problemsor chasing big opportunities.
(33:44):
Um, it's not just the, theday-to-day managing, you have to
have the management in place tomake sure that doesn't fall off.
Um, but execution is about,um, it's about new initiatives.
It's not just aboutrunning the day to day.
You know, as you're talking throughhere and, and I am, um, I am, uh,
um, just thinking through, withlistening to you talk and it's
(34:10):
like, this ain't sexy at all.
And however, this is,this is the separator.
Um, you can have all thesexiness in the world.
You could be great worldclass at attracting.
Things into your ecosystem, but ifyou don't know how to manage it and
(34:30):
you don't know how to really executeon and, and deliver on the promises
that you're making, I mean peopleare out the back door and then you
develop that type of reputation,that's what your brand becomes, right?
Hey, they're great at, they're great.
They're world class at that, at beingable to attract, but you know, they can't.
(34:52):
They can't execute or they can'tfulfill on promise they can't retain.
There's the other issues there.
Um, when you just focus on building,building machine on the front end, which
is what we, um, we all talk about, and,um, all the things that we, that we
really, you know, being well-rounded.
(35:15):
I mean, obviously it's, youknow, being able to, to attract,
create demand, create traffic.
But then being able to convert theopportunities, but you gotta fulfill on
the promise and then you gotta be able toretain the opportunities that you create.
And if you just focus on moreand more and more and more on
the front end, this is where I.
Why you've gotta have a framework of beingable to execute because you've gotta be
(35:37):
able to put in the other components thatallow you to convert, that allow you to
fulfill and that allow you to retain theopportunities that you've, you've created.
And I mean, this is the separator.
Like I said, it's not sexy, but it is thedifference maker in in those that will.
Leap ahead and, and have consistentfocused growth moving into the future.
(36:00):
Yeah.
And you wanna talk about, you know, uh,in investing in our businesses, we, when,
when you say, if I say, you know, investin your business, where everybody's
mind goes is, is usually some kind ofmarketing or lead generation campaign.
Um, but, but one of the best ROIs youcan get in your business is investing in.
The staff to manage thethings that you build.
(36:22):
Hmm.
So you can, you can execute what,what trips people up is you think that
you need the staff who can execute,but you need the staff who can manage
the things that you execute on.
You can, you can still controlexecution, especially if you're down
to one or two things per quarter.
To execute on, you can still be thebuilder and the starter and invest in
the people who are gonna manage theprocesses, the people who are gonna be
(36:45):
consistent, reliable, detail oriented.
That could be a va, that couldbe somebody in the office.
Um, but, but in investing, in, um,in, in the labor to manage the things
that you build is one of the bestROIs you can get in your business.
Yeah, absolutely it is.
I mean, that then comes into, likeI said, you know, it's the what,
(37:08):
the how, the who and the who is isthe most important piece, right?
Like I said, it's, it's 80% ofmost people's, um, constraint
is, is having the right talentand the right team around them.
And, you know, that also comes in teammembers, but that also comes in, in, in
having the right support mentors, guides,coaches as well, and yeah, you know.
(37:31):
Man, I would like to spend, you know, thelast few minutes kind of going over what
I feel is very special and what we'vecreated to really help folks execute.
And we took all of thisinto consideration, right?
You know, all of my experience,all of your experience.
All of the, the coaching programs thatwe've been a part of, that we've ran,
(37:55):
that we've invested in, that we've,you know, um, been a part of over for
me for the last 20, 20 plus years andreally put together what I think is,
it's, it's a hybrid of, of, of the best.
Of the best.
Yeah.
And it's what needs to happen.
(38:17):
Um.
To be able to, to execute ata, at a very, very high level.
Right.
And when you look at what.
WW we all need, right?
At the end of the day, the only timethat you're investing in anything
is because you want a result.
You're, you're hiring that teammember because you want a result.
(38:39):
You're hiring, you know thatservice because you want to result.
You're hiring that,that coach, that mentor.
Um, you're bringing them into your space.
You're investing in thembecause you want a result.
But when you look at.
The, the boxes that need to be checkedto be able to execute at a high level.
(39:01):
Um, we took into, intoconsideration a couple things.
One, you need a proven framework, okay?
Like what we talked about, the fourDs of execution as a framework.
But you also need a provenframework to be able to, to grow
and execute and build your business.
That goes into what we talked withmindset talks, goes into clarity.
(39:21):
It's going into the right businessmodel, it's the right strategy, it's the
right people, it's the right mindset.
Um, and being able to, to have allof those components, being able to
have a proven framework, it's alsoto be in an environment to where
you get a lot of proven ideas.
That's, that's super important is, is tobe around, um, other individuals that can
(39:48):
give you proven ideas in a way to shareinformation because there's only, I.
Three ways to share information and,and how you share it is super important.
And I think learning to evenask the better question, but
one is, this is my experience.
Two, this is their witnessedexperience, and three, this is an idea.
(40:08):
And, and so being able to bein a, in an environment, in a
framework that gives you a provenframework, gives you proven ideas.
Also does some done with you services kindof hand, you know, walking through the
path with you on the journey with you.
And then that last component, and wetalked a lot about it here, it was
the, the cadence of accountability ishaving accountability and, and really,
(40:31):
you know, putting this all together.
We took all of that into consideration.
And so how do we, how do we structurethat to where they are able to, um,
focus on just two of the wigs per period.
No more than two, onlytwo wigs per period.
Um, being able to dive into their dailyaccountability and focusing on the things
(40:55):
and setting up that, that culture ofaccountability, of focus on the things
within our control, um, making surethat they have a compelling scorecard.
I. In place to being able to see,and then with the framework within,
within the community of having thataccountability that you're running
every two weeks and you better haveyour work done when you come back.
You don't wanna be that guy in thegroup that comes back and like, man, I
(41:15):
didn't do what I said I was gonna do.
Yeah.
So being able to do that.
And then I think the other hybridcomponent of it is still having.
A one-on-one connection, andthis is where the hybrid of it
comes in to focus on the mindset.
Yeah.
And being able to, to dive deep andget out of the smoke and really get
into the fire on, on particular issues.
(41:36):
Yeah.
I'm, I'm so excited about this programbecause it, it connects the dots stuff
that I know you've struggled with.
In coaching, which is at theend of the day, you can't
execute for your clients, right?
No.
You can help on the mindset, the strategy,the roadmap, which I think you're the
best in the business at you, but you'renot in their business working on it.
And then from my side, starting myfractional COO company, um, I. I'm,
(42:00):
I'm operating under the assumptionthat you already have a lot of clarity.
The vision is clear,the strategy is clear.
I'm coming to help execute.
Um, and I, I'm finding as I getdeeper in with clients, that's
not always the case, right?
They're not always clear.
So what I love about our programboardroom, is we're starting
out with deep dive on clarity.
Um, it is the vision, the strategy.
From my side of things, it's thecurrent reality of the business.
(42:23):
What are, what are thesystems and processes?
What's the tech stack in the business?
And then we move into these twoweek execution cycles, which for,
for me, um, you know, we talkabout a 90 day planning cycle.
A two week execution cycle isperfect for almost every small
business that I've ever encountered.
One week when you're a realestate agent, you can't always
control what one week looks like.
(42:43):
You get busy, you get a couple morelisting appointments, but on a two week ex
execution cycle, you can get a lot done.
So we work on that clarity,really deep dive clarity
upfront in that one-on-one time.
And then we move into thesetwo week execution cycles.
So we come back together, the fullgroup, every two weeks we talk about what
we accomplished, where we fell short.
(43:03):
We make sure we're, we're clearagain, getting clear regularly on
the next two week execution cycle.
And then we're there to support you withthe tools that you've proven have worked
through the agent to CEO methodology.
Things that I've used in, uh, youknow, across several businesses.
And then again, we've got that one-on-oneconnection that comes back on the
monthly, um, the monthly one-on-one call.
(43:24):
Because even if you do the deep diveon clarity, clarity can drift too.
So you have to, you have to make surewe're clear on the plan, but then you
have to make sure we're staying on, on topof it and not drifting off of the plan.
And so I love the, the,the monthly one-on-one.
With, with mindset, are westill clear on the goals?
Are we drifting at all?
Um, but I just love the, we spenda lot of time upfront on clarity.
(43:47):
We move into these two week executioncycles and we regroup one-on-one
every month to make sure thatwe're, um, that we're staying sharp.
So I think it's the, the beststructure that I've seen of pulling
together, um, e everything thatyour program offers traditionally.
But then adding in that kindof deeper focus on execution.
So I think boardroom is, is reallycool and I'm really excited, um,
(44:10):
to be working on it with you.
Yeah, yeah, me too.
I'm super excited.
And if you guys want moreinformation, um, you can jump on.
You can go to seven figurecall.com, book a call.
Um, we'll see if you'd be agood fit, um, for the program.
Uh, it's not built for everybody.
It's, it really is, um, acommitment, uh, to be able to.
Have the pieces in place,the commitment to execute.
(44:32):
And so, um, is, you know,the doors are open, however,
they're not open to everybody.
You gotta be a good, good fitto be a part of the program.
So you can go to seven figurecall.com, get that booked.
But also if you've got any other questionsor want anything else from us, DM us,
um, message us, be able to, you know,love to support and help and, you know.
(44:53):
Really excited about what, what Ireally feel is the best of the best, uh,
program of everything that I've seen.
To, to really check all the boxes thatare super important, to be able to,
to grow your business consistently.
And, um, like we say, more, morelife, you know, more profit.
Yeah.
So good, brother.
I appreciate you.
(45:14):
Um, fantastic as always.
Um, so, so good to always talk about,you know, revisiting the, the key
components of the disciplines of executionand, you know, always understanding to
have that, that mindset of executionis absolutely key, especially right
now, um, when there's so much noiseand so much distraction to be able
to break free from that, to be ableto, to really create some space.
(45:37):
Um, you know, in your businessfrom any perceived competition
that you have out there.
Yeah.
Love it.
Good stuff.
Alright brother.
Appreciate you guys.
Jump on a call, seven figure call.comand uh, we'll see you next time.
See ya.
That's a wrap for today.
I hope you got somethingvaluable from this episode.
If you did, hit follow andvisit John kitchens.coach for
(45:58):
more ways we can work together.
See you on the next episode.
Seven figure success starts whenyou start thinking like a CEO.
Welcome to the JohnKitchens Coach Podcast.
Experience is your host, John Kitchens.
Get ready to think bigger andtransform your business into
a path to lasting freedom.
What is up everybody man?
Welcome to Expert Mentors Liveand uh, this is John Kitchens
(00:23):
and I am excited to dive intothis episode with Mr. Joel Perso.
And we're gonna dive in and, uh, talkabout the exact strategy on how to execute
in 2025 without sacrificing your life andwithout sacrificing your profitability.
Joel, welcome brother.
Great to have you back on.
Always happy to be here, man.
Thank you.
Yeah.
(00:44):
Yeah, absolutely.
So, listen, guys, don't forget, atthe end of, um, today's episode,
we're going to give you accessto a couple of cool things.
Uh, one being able to book acall, uh, discovery clarity type
call, uh, with myself, and alsoan opportunity to connect with Mr.
Perso there on a systems and processaudit that he has put together.
(01:05):
I, I promise it's gonnabe well worth your time.
So, so stay plugged in and, you know.
Tons of distractions.
I, I saw a study, Patrick, bad Davidwas, was sharing and it was, uh, from
1910 all the way up until present time.
And it talked about, uh, uh, howmuch time us as humans spend on, um.
(01:28):
It says learning, but I'm just gonnasay on just maybe consumption of some
type of content and be it listeningto podcasts, reading books, going
down the rabbit holes of socialmedia, watching tv, Netflix binging.
But in 1910, it was10% of the waking hour.
To this point, it's 80% of the wakinghour in some type of consumption mode.
(01:52):
So.
Being able to, to focus and, and avoid thenoise, to me, is a competitive advantage.
So really, you know, finding this, thisepisode, this conversation, you know,
do yourself a, do yourself a favor.
Um, eliminate the distractions.
You know, put the, put the phoneon, um, airplane mode, silence it.
(02:15):
I promise you, especially in realestate, there's nothing that can't wait.
You know, uh, 60 to 120minutes in this business.
So give yourself permission to playall out, stay engaged, and, um, uh,
you know, stay tuned in, I promise.
Um, you know, the stuff that we'regonna share with you guys today is,
is well worth the investment of timeand energy, um, over the next 45, 50
(02:37):
minutes that we're gonna be diving into.
Uh.
Today's topic around execution.
So Joel, um, you know, a lot offolks knew so many new, new folks
into the Honey Badger Nation.
I think I heard yesterday just at exp. Um.
It's a, it's a staggering amount ofpeople that are actually coming back
(02:58):
to the company on a daily basis.
I think it's like seven oreight agents coming back to
the company on a daily basis.
And I know, um, you know, Leo's and,and the growth team's objective,
everything that they're doing, I.It's pushing to, to, to growth.
And they wanna get up, you know, intothe six figure range, um, by the end of
(03:19):
the year, 1 10, 1 12, somewhere in that.
And is, is kind of the target.
And so there's a lot of, lot of newfolks, a lot of, lot of folks that
haven't had the opportunity to, to meet,you haven't had even the opportunity
to even connect with me as we're 287episodes into ex the Expert Mentor series.
Um, Julio told me this morning, we'retwo months away from seven years of,
(03:39):
of this series, which is, which is.
Pretty crazy.
Uh, we've missed more weeks thanI thought, but we, uh, we're
definitely, we're definitely rightthere, um, seven year run with
expert mentors and, and really don't,uh, see slowing down anytime soon.
And so for those of you guyslistening in, you like, you know,
who are these, who are these guys?
You know, how are they qualifiedto talk about execution?
(04:01):
And I mean, it's a great question.
And you know, I just passed.
October was 20 years in the industry.
Um, got introduced to toJay in, in October of 2004.
Got licensed in January of 2005, and youknow, just having multiple brokerages in
Lotton, Oklahoma and then Dallas, Texas.
So under, under my watch, owning andoperating two separate brokerages, 4,300.
(04:25):
A little over 4,300 totaltransactions during the brokerage run.
And you know, over the last 13 yearsin the one-on-one coaching space, we're
right at 17,000, uh, one-on-one coachingcalls, and we're a couple months away.
We'll hit the 10,000 hourmark, which is pretty cool.
It, it is pretty cool and just, um, such aunique perspective of being able to see so
(04:48):
many different angles, either from withinor helping clients work their way through.
So it's, it's really amazing.
And, you know, I know you've been, um,a big part of, of that journey for,
for the last, you know, second halfof, of the decade of, of, you know,
20 years in 10 years being able to.
Connect and work with you.
And what I love about your uniqueperspective and your unique, um, viewpoint
(05:13):
and what, you know, you bring to the tablethat I, I don't think any other operator
brings to the table is that starting outas a tc, so being able to see the inner
workings on the transactional side ofthings and working your way up quickly to
head of operations to ultimately become.
A partner in company doing 400transactions in, in Milwaukee, Wisconsin.
(05:33):
And then stepping into a role, uh,with VRX media that has so many moving
parts all over the country, landingmajor contracts, running operations
for that, for that organization that,um, ultimately got acquired by Zillow
and then stepping in for a two yearrun with Justin at, uh, spear Rocket.
And so being, being, being all the wayinto the trenches of the TC role to.
(05:57):
You know, head of operations, COO,uh, role for $10 million company.
And then, so in between, you know,owning and operating a brokerage
and then being a part of a companythat gets acquired by Zillow.
So pretty, pretty unique perspective.
And so when it comes down to, toexecution, I think, uh, I think
we can definitely shed some lightand, and talk on the subject,
(06:19):
uh, at a, at a pretty deep level.
Yeah, I'm, I'm excited to dive in the,the deeper we go in, in our new, uh,
our new venture coaching people, um,and, and, and my own personal clients.
Now, the, the more convinced I am thanever that it's just execution's gonna
separate, um, the, the winners in thelosers over the next five years here.
(06:42):
Yeah.
Uh, the people who execute at ahigh level are gonna win every time.
Um, there's gonna be no shortageof good ideas, no shortage of
great strategies, no shortage of.
Uh, you know, exciting things to work on,but the people who execute are gonna win.
Yeah.
I, uh, wholeheartedly agree.
And, you know, I think that's the,the, the main thing that we really
(07:04):
wanna drive home today, and it isreally the struggle is execution.
And so I guess my, my first questionto you is, why, why do agents
fail and struggle to execute?
Yeah, I mean, a, a lot of reasons Ithink, um, part, part of it, a big
part of it, especially the agentswho are successful on the sales and
(07:25):
marketing side, but struggle to putsystems in place, struggle to build
teams, um, or, you know, hit a plateauand then struggle to, to push past.
It is a lot of agents are.
Entrepreneurs at heart and alot of entrepreneurs are great
starters and bad finishers.
So I think if I had to look atone simple thing, it's great at
(07:46):
starting and and bad at finishing.
And what I mean by that is, all right,you attend the event, you attend the
coaching call, you read the book,you hear about the new thing, and
you're a machine for that first week.
You learn everythingthere is to know about it.
You put it in place, you buy thesoftware, you get it going, and then.
You know, reality sets back in andyou gotta get back to business.
(08:08):
You gotta get back to getting faceto face with buyers and sellers.
You gotta get back to running your team.
And so you end up with a whole bunch of.
Half finished projects, half builtsystems, half implemented strategies,
um, because it's the, the ability toexecute is really the ability to finish.
And so there's a, a lot of greatstarters, um, in the entrepreneurial
(08:29):
ranks and in the real estate ranks.
And there's, you know, uh,many fewer great finishers.
So let's, let's unpack that real quick.
So I, I was just looking, what, whatdoes the definition of execution mean?
The carrying out or putting into effectof a plan order or course of action.
Which is, which is interesting becauseyou look at where it really starts, right?
(08:54):
It first starts with anunderstanding, um, that.
You know, one, you can'tdo everything on your own.
I think that's, I think that is, issuper important to, to grasp that.
A lot of, a lot of the people that getexcited and they go and they go running
with it, and it's a lot of hero ball.
(09:14):
Um, and, you know, you can,you can hero your way so far.
And I think it's the firstrealization in coming to just.
Being okay with is that Ican't do this on my own.
I really truly need help if I reallywant to, you know, carry out the
plan, the order, the course of action,because there's so many pieces, like you
(09:37):
said, that just it's, it's impossible.
To do, to do it all by yourself.
When you look at just even thefunctions that break down any, any
type of organization, I mean, there'sthree, there's three character types
in any endeavor, and it's, that's theentrepreneur, that's the idea person.
Well, then somebody hasto execute on those ideas.
(10:00):
Well, then somebody alsohas to manage those ideas.
Yeah.
And.
When you try to do all three, thatmakes you a solopreneur and you can
do two, but you can't do all three,and you could be at multiple stages.
I shared this with you that, youknow, I, I took, uh, Matt through this
same ex exact exercise and you know,they're doing 400 transactions a year.
(10:23):
The number one team in Penn, you know, inPennsylvania, and he's doing all three.
He's a solopreneur and it's like.
It's like dirt.
You gotta let go of one of these threeand you can't do it all on your own.
And it's hard, right?
When, when you know you'rejust really trying to grind and
really trying to get things done.
So being able to carry out that plan,I think the first understanding is,
(10:47):
man, I cannot do everything on my own.
I've gotta have, I gotta have some help.
Yeah.
And I think the kind ofthe next level to that is.
Is really understanding andbelieving that you're not
supposed to do it all on your own.
Like you can't do it all on your own.
But that's not a failure.
That's how it's supposed to be.
You're supposed to be focusedon the most important things.
(11:10):
You're not supposed to be building theprocesses and managing the processes.
You have to have people in place andultimately team members, um, software, AI
to, to do some of those things for you.
So it's not only that you, you,you physically can't do it all.
But you're not supposed to.
It's bad for the business if,if you are trying to do it all.
Yeah.
And I think that's where you, youalso have to start to adopt because
(11:34):
we know, like you said, there's alot of people that great start, um,
and, and, and some of them even stallgetting out of the starting line.
But you just gotta have andadopt that mindset, man.
It's just, we have an attitudehere and our attitude is we
execute and I think it takes.
Surrounding yourself withpeople that compliment you.
(11:56):
And we, you, you know, we talk a lotabout theory of constraints and it's
always, you know, what are we doing?
How are we doing it?
Who are we doing it with?
The talent, it's all thattypically that's, that is
always the biggest constraint.
It's always the talent's,always the people.
And really, I know we'vereally leaned into a lot with.
The, um, you know, growing up with thedisc, you know, that was the very first
(12:19):
thing I was introduced 20, 20 yearsago was the disc and understanding that
personality, you know, type and, youknow, for me the disc is just an energy
management tool, but really the workinggenius and what I look for, especially
in the team around me with an attitudeof execution, is I need tenacity and I
need tenacity in part of their geniusbecause what I know about myself.
(12:43):
Is that.
Tenacity is a frustration for me.
So I am just exactly what you said.
Great at ideas, great at gettingthings started, getting people
excited, but terrible at gettingit across the finish line.
Can I do it?
Yes, but it's not, it's not in my.
It's not in my wheelhouse,it's not in my genius.
So I've gotta be able to have thosetype of people, but, but it has to start
(13:06):
here with me leading with an attitudeof execution that we get things done.
It's just part of our mantra.
And I think for that to be possible, andit goes back to the definition again, is.
Putting into effect of a planorder or course of action.
And that really comes downto clarity of the vision.
And I, I'm, you know, without avision, the village will perish.
(13:27):
I've, I've been on that side multipletimes to where, you know, not seeing my
dreams being able to be accomplished bybeing a part of the vision that I was.
A part of, and so therefore, you know,you, you lose great people when, when
you lack the clarity of, of a vision.
But I think it also hurts youas the leader, um, to be able to
(13:50):
execute when you don't even reallyknow what you're executing on.
Yeah.
Yeah.
It is such a, it is such a weight.
Going through your day-to-day business.
If you're not clear on the vision, ifyou're not clear on the priorities,
ultimately, if you're not clear on, onwhat you're doing on a daily and weekly
basis, there's so much freedom and somuch momentum when you have that clarity.
(14:11):
Uh, wake, waking up every day andnot knowing what you're gonna do
that day is a horrible feeling.
And, um, and it's just, you know, the, theabsolute enemy of execution and progress.
So it has to be clarity.
I totally agree with you.
So when you have that, that clarity inwhat we know, what we're, we're going
to execute on, I think there's a couplethings that, a, a couple things that
(14:33):
we need to, to be avoiding, right?
And this is just, this is still part ofour mi our mindset, our, our attitude
of execution, part of our mindset.
And I think with, with that, there's, um.
A couple things that we need to avoid.
There's really something that we needto develop, and then there's, there's
something we need to just accept.
(14:53):
And one of the things that we needto avoid is the execution paralysis.
And really that core emotion thatwe have, that we all have as human
beings really is the fear of failure.
And we, we, we get into, we getinto our heads, and it's the, you
know, fight, flight, or freeze.
For most, it's freeze, right?
We just into a state of, of paralysis.
(15:16):
And I think it's, it's lack of vision.
It's lack of focus.
It's, it's a trying to do too much, right?
We don't typically dieof, of, of starvation.
We usually choke ourselves out,trying to consume too much.
So less is more for, for a lot of us.
Um, if we can simplify it downto if I do this one thing.
(15:37):
Um, then I can make progress on it andI can just build momentum from there.
The other, the other big thing to avoidright, is the stories that we tell
ourselves and it's, it's the lies.
It's the, if I right, it's theif i's if I had more money.
If I had a better team, if I had alittle more expertise, if I had greater
(15:58):
demand, if I could, you know, had theproject completed, if it was done right.
So I think those are lies and thenthose are excuses that we, um, I. You
know, we tend to allow ourselves offthe hook from why we're not executing.
And, and so I think just beingreally, really careful of avoiding,
(16:19):
you know, those type of beliefsand, and, and, and definitely don't
say those things out loud, right?
Because, um, you know, we startto internalize that and, and we
really start to anchor it in.
We really start to believe it.
And, and so we gottareally be careful to avoid.
Those lies.
Yeah.
And, and it's harderthan ever right now too.
I mean, like you mentioned in the,in the beginning of the episode here,
(16:39):
uh, 10% to 80% of just time beingspent, you know, consuming things.
And it's the, the blessing and the curseof the internet and of what's coming with
AI is great, great information, greatresources are more accessible than ever.
Um, but that also means it'seasier than it's ever been before
to convince ourselves that we'reworking on the business when
(17:01):
we're just consuming more content.
And we, we know, hopefully we knowdeep down we don't need another
podcast episode at the moment.
We don't need another, uh, eventor another tool we need to execute.
Yeah.
Um, but it's really, really easyto get stuck learning more, trying
to consume more, trying to getbetter at something instead of
just doing it a hundred percent.
(17:24):
I think, you know, just going, um,and, and not allowing yourself.
And so I think developing a, amindset on progress, not perfection.
Yeah.
And it's one of the things thatI've had to kind of adopt and learn
on the endurance side of things,you know, forward is a progress.
Forward is a pace like we're movingforward, even if it's one slow step at
(17:49):
a time, we're still making progress.
And I think that then falls into kindof the whole gap in the game concept
is measuring how far you've comeinstead of how far you have to go.
And it, it, it really is key inanything and everything that we do.
Um, because we typically are, you know,then, then you look at the entrepreneur,
(18:09):
even on the disc side of things, youfall into that driver type category.
High D you know, maybe, um.
Type per, you know, personality,visionary type personality.
We, we tend to, you know, be hard onourselves and that we're not, you know,
progressing and not progressing fastenough, yet we are making progress.
So developing that mindseton progress, not perfection.
(18:31):
Yeah.
Um, and, and I think thatleads into the other thing I.
Is acceptance and being able to accept.
I remember Tony, Jerry has a, has asaying that's, you know, 87% is good
enough and, you know, I think you couldeven lower the bar a little bit lower.
And, you know, maybe even a 70% versionof yourself is good enough, uh, to to
(18:51):
to continue to make progress and getsteps and steps ahead of everybody else
around you who's just sitting aroundtrying to make something perfect.
Yeah.
Yeah.
Love it.
So Joel, I want to, you know,everything starts with mindset.
Um, but I, I want to kind of transitionas we were kind of talking about the
things and what it takes to execute.
(19:13):
And there's a really good frameworkfrom a book that we read, both read a
long time ago when it first released,uh, what's been, what, 10 years or
more or more that that book's beenout and it's the four Ds of execution.
I would love for you to, to kindof walk us through the four Ds of
execution because um, I think thatreally once you have the mindset is
(19:34):
really a great framework to be able to.
You know, to execute on.
Yeah.
And, and really to be able to, to putall the components and pieces in place
because it's not just one thing, right?
It's not just accountability,it's not just mindset.
It's, it, it takes, um, a mixtureof things to really be able to
execute at the highest level.
(19:54):
So I, I think the four Ds of executionis perfect to really unpack and be able
to share for people to, um, you know,to implement into their day to day, to
be able to execute at a higher level.
Yeah, and, and you nailed it.
It, it's a, it's a framework andwhat I, what I love about it, I, I'm
always looking for great frameworks.
One of the things that makesa great framework for me is
(20:16):
I. Um, is it, it's simple.
And so there's four elements,four disciplines of execution.
Um, and so we, we focuson each one of those four.
What's great about that is if we'refailing, there's four failure points
that we can go back and look atand identify in each one of those
four disciplines of execution.
So, um, I, I love it because,uh, you know, a great framework.
(20:38):
Is, it's a starting point and thenwe need to apply the framework
and we develop the skill.
And I think one of the things that getsmissed a lot when we talk about execution
is, is that it's a skill to develop.
You need to develop it as an agent,as a team leader, as a business owner.
Um, and if you do have a team, yourteam has to develop the skill as well.
(21:00):
So four disciplines of execution.
It's the best framework that I'veever seen for, um, for executing.
Again, because of the simplicity.
So I'll just run through the fourreal quick and then we can kind
of double click on maybe someof the failure points or, um.
Any other, uh, places you want to go withit, but four disciplines of execution.
Number one, focus on the wildly important.
So they call 'em wigs in thefour disciplines of ex execution,
(21:23):
wildly important goals.
We talk about that, thatcould be like our rocks.
Um, that could be our, our criticalfew, whatever, you know, whatever
terminology you like or use in yourbusiness, but it's, it's our one.
To maybe three most important prioritiesthat we're focused on right now.
So you talked aboutgetting clear and focus.
(21:43):
How do we translate our visionall the way down to execution?
It's about getting clear.
It's, especially when we talk aboutexecution, it's about getting clear on the
most important things we're gonna work on.
It's not five, it's certainlynot 10 things, right?
It's, it's in a perfect world, it'sone, um, on, on a 90 day planning cycle.
Uh, maybe it's two or three dependingon the team and the capacity,
(22:06):
how much you guys can get done.
Yeah.
Uh, but, but, but first thing,focus on the wildly important.
And that's also the firstfailure point too, right?
Trying to do too much, focusingon too many priorities.
Uh, I think it was Jim Collins, uh, whooriginally said If you have more than
three priorities, you don't have any.
Yeah.
Um, I totally believe that.
So first, discipline of execution.
(22:27):
Focus on the wildly important.
Um, just like that's a skill.
Saying no is a skill.
Um, keeping on course notdrifting off of those critical
few things we're gonna work on.
So number one, focus onthe wildly important.
Um, number two is act on lead measures.
One of the failure points of executionis we focus too much on the results
(22:50):
at the beginning of our execution.
Um, or our, our lagging indicators,our GCI, our revenue, the
number of deals we've closed,those are lagging indicators.
Those tell us about our results.
They don't tell us about our activity.
So when we talk lead measures or leadingindicators, we're talking about our
activity and can we directly tie ouractivity on a daily and weekly basis.
(23:13):
To moving the ball forward towards thewildly important goals that we're chasing.
So what are some examples of this?
Like we said, GCI,that's a lagging measure.
What's a leading measure?
That could be as simple as numberof phone calls that we're making.
That could be, um, the number of leadsthat we're generating, the number
of conversations that we're having.
The, the important part aboutthe, the leading measures.
(23:36):
Um, is that they're, they'refocused on activity and they're
things that we can control.
Hmm.
To be great at execution, wehave to be spending time on
things that we can control.
I can absolutely control, uh, howmany dials I make today, how many
doors I knock on, um, how manyemails I send, how many postcards
get in the mail, that kind of stuff.
So we have to focus on, uh, on theactivities, which is the leading measures.
(23:59):
For execution, if we only focus onthe lagging indicators or the results,
which obviously are important too.
Um, we'll, we'll find out that we wasteda lot of time, didn't get the results we
want because the activity wasn't there.
We ended up hoping to get agood result instead of, um,
controlling our activities.
That's so good, and I'm glad you saidit because that's, to me is what it is.
(24:23):
It's, is this within my control?
We want to, we wanna measure and trackeverything, but the emphasis has to
be on the things within my control.
And, and you know, in the real estategame, there's only a handful of things
that's within, that's within your control.
Everything else isoutside of your control.
It's like, Hey, I'm gonna take,I'm gonna take a listing today.
Oh, I hope you do.
But that's not within your control.
(24:44):
Right.
You know, the client could reschedule.
They, their, their kid couldget sick at the last minute
and they have to reschedule.
So when you're putting youremphasis on, on your weekly and
daily, you know, activities toachieve the outcomes you're after.
It has to be built on those,those indicators at the front end.
And, and you always have to askyourself, is this within my control?
(25:07):
Um, if not, you know, obviously westill possibly want to track it,
but however we need to, to shift ourfocus and make sure that we're doing
everything that we can and hitting atleast, you know, the targets of, of
those activities within our control.
Yeah, so on, on the first two, Ithink, and this is, it's kind of
a, a natural separation point,the first two and the last two.
(25:29):
So people who tend to just beterrible at execution across the board
still struggle with the first two.
What we see more common with,uh, more commonly with successful
agents, um, or successful teams, isthey struggle with the second two.
And this is kinda where we get intothe starters versus the finishers.
So the second two, um, number threeis keeping a compelling scorecard.
(25:50):
So wrapped up in the idea of a scorecardis obviously we're tracking, um.
We're tracking not only the lead measuresour activity, but we're also tracking
the lagging measures, the results.
Um, it's tracking, it's also reporting.
So we have to get that data intosome kind of visual, uh, for us,
that that becomes our scorecard.
(26:11):
Then it's updating regularlyand reviewing it regularly.
So the scorecard is such a critical piece.
Um, and it's the, a lot of timesit's the missing link between the
activities and the accountability,which we'll talk about next.
So, discipline number three is,uh, is keep a compelling scorecard.
So have to be good at tracking, we haveto be good at reporting, and then we have
(26:32):
to build into our process, our weeklyprocess, a time to review that scorecard
so we can make adjustments if we need to.
Yeah, it is.
It it, it's so good.
And, and you know, the dashboardthat we, that we utilize, uh, the
agent to co dashboard, it, it trackseverything from, from all the critical
(26:53):
functions within, within the business.
Um, and the big thing is, is that we setthe monthly targets and we use, you know,
red, yellow, um, or green, yellow, red todetermine, you know, are, are we on pace?
Are we off pace, but wehave a plan to get on pace.
Are we off pace and we have no clue?
And that's where the constraint, and thenthat's where we want to kind of focus on
(27:16):
the issues and the issues for the week.
And is this kind of then we, we, welook, okay, Hey, is this above the
waterline or below the waterline?
If it's below the waterline, meaning what?
Sink ships right.
Taking on water is what sinks ships.
So if you have something that isin, in the red on your compelling
scorecard, you have to ask yourself,Hey, is this gonna sink the ship or
(27:39):
is this just gonna make the ship ugly?
Um, and, and so that's, that's reallywhere we want to pay attention to.
Now, if we're in the green and we hitgreen, then we want to increase it.
That's how we grow.
So if it's green and maybe weonly increase it 3%, 5%, 7%, 10%,
12%, it doesn't matter, right?
Whatever, whatever that is.
(28:00):
And, and so, um, we'll, we'll just beable to, to, to be able to, to do that.
Um, and, and that's how you, you reallykeep and utilize a compelling scorecard.
Yeah.
Yeah.
And the agent to CEOscorecard is fantastic.
Again, I love it.
It's simple, it's easy tounderstand, it's easy to use.
(28:21):
Um, so if you guys want acopy of that, reach out to us.
Um, we can get it over to you.
But it's a great tool.
Um, I, I, I use it.
Um, I. I use it regularlytoo in, in my business now.
It's a great tool.
So keep a compelling scorecard.
And then number four, um, createa cadence of accountability.
So this is what ties everythingtogether, and this is really what we
(28:42):
talk about, starters versus finishers.
The accountability is really what.
The finishing part means, andwhat's, what's tricky about it?
And, and like you mentioned earlier,we've got, um, you know, who's gonna
build it, but then who's gonna manage it?
The, the accountabilitypiece never goes away.
We never stop having that piecebecause that keeps us on track.
We're always gonna be, I.
(29:02):
Using our accountability cadence tolook at the scorecard, to evaluate
the activities, make sure thatwe're still focused on our, um, on
our, on our widely important goals.
So the, the accountability pieceis, is where most people fall off.
Eventually.
Sometimes we startgreat on accountability.
It's really important.
It's top of mind.
We're gonna talk about it all the time.
(29:22):
And then we get, you know, afew weeks later, a few months
later, and it starts to drift.
And that's where, where most peoplelose it in the long term is we just
let the accountability piece drift.
That's why they talk about not justcreating accountability, creating
a cadence of accountability.
Um, for a lot of things,that's gonna be a weekly.
Um, a weekly review, especially ifit's a new initiative we're really
(29:44):
trying to execute at a high level.
We're gonna probablylook at it every week.
Uh, eventually once that, you know,whatever we're executing on is installed
or implemented in the business, maybesome of those things can go down to
a monthly review or we're lookingat the scorecard on a monthly basis.
Are we on track?
Are we off track?
Um, if we're off track.
You know, why?
Let's figure it out.
If we're on track, dowe increase the goal?
(30:06):
But it's the cadence ofaccountability that's so critical
because it never goes away.
Maybe the timing, you know, like Isaid, goes from weekly to monthly.
Um, but the accountability cadencenever goes away or things will
inevitably drift at some point.
Maybe it takes a long time todrift, but if we're not looking at
it, if we're not, uh, having thoseaccountability conversations, if we're
(30:27):
not talking about why are we off track?
If we're off track.
Excuse me, then it's going to drift.
And so we have to, um, we have toinstall the cadence of accountability,
not just accountability.
Yeah.
I, I, I love it.
And like you said, I think I.There's some things that can be
held accountable on a monthly basis.
(30:47):
There's some things on a weekly basis, andthen there's some things on a daily basis.
It really just depends upon what it is.
And I, I, I really like tosee the act on lead measures.
That's probably a dailyaccountability, right?
You know, are we doing, doingthe things that we need?
I. To do.
A lot of the scorecard stuff can belooked at on a weekly and monthly basis.
Um, and maybe even, you know, the, thefocus on, on the important goals, right?
(31:11):
Is that, is that a weekly,is that a weekly cadence?
Um, is that a biweekly cadence?
Is that a monthly cadence?
So being able to take that intoconsideration, I think really
depends upon, you know, what we'retrying to accomplish as well.
Yeah.
Yeah, definitely.
I think one, what, what's sopowerful about executing in this
way is you can only really focus ona couple things at a time, right?
(31:34):
But once they're once, once they'rebuilt, when it's executed properly,
your business can manage a lot ofthings that have been built properly.
It's the, it's the building,it's the execution.
That's the lift.
That's what takes the effort.
That's what takes the, theenergy, sometimes the money.
But once it's built properly, managingit is, it is so much less work.
(31:55):
And also the managing of it canbe done by a lower level employee
versus, you know, you might beinvolved in the execution part.
You shouldn't be involved in the managing.
So maybe, you know, this quarterwe're super focused on, on new lead
generation, and we're gonna buildgreat systems for our lead generation.
Well, now that we have thosesystems built, we've got the
(32:15):
scorecard in place, we have theaccountability cadence in place,
what it takes to manage that process.
So much less.
So then maybe next quarter wemove on to, uh, alright, we
focused on lead generation.
Now we're gonna focus on lead conversionthis quarter, and we're gonna put
great systems in place and executeon a plan to increase our conversion.
Well, that might be a lot ofwork, a lot of time and energy
(32:37):
and money into that, but once it'sbuilt and executed on properly.
Managing that takes so much lesseffort and we can move on to the next.
So what, what, where so many peoplefail with execution is, again,
these half-built systems and, and ahalf-built CRM takes more work than just
having, you know, no CRM whatsoever.
Um, but once you get it fullybuilt out the right way.
(33:01):
It becomes so much less work to manage it.
Yeah.
So our execution, what we'retalking about here is not the
day-to-day running of the business.
The execution is all about is, is allabout new projects and new priorities, and
sometimes we're gonna revisit them, right?
We might have a, a quarter where we'refocused on lead conversion every year,
and that's one of our main prioritiesthat we're gonna execute, execute on.
(33:23):
And that's fine, but the, the day-to-dayrunning of the business is not what
we're talking about with execution.
Um, you have to maintain the execution.
You have to manage it, you have to makesure the accountability doesn't drift.
You have to make sure youdon't abandon your scorecards.
Um, but we're, what we're talkingabout is new things in the business.
E either fixing big problemsor chasing big opportunities.
(33:44):
Um, it's not just the, theday-to-day managing, you have to
have the management in place tomake sure that doesn't fall off.
Um, but execution is about,um, it's about new initiatives.
It's not just aboutrunning the day to day.
You know, as you're talking throughhere and, and I am, um, I am, uh,
um, just thinking through, withlistening to you talk and it's
(34:10):
like, this ain't sexy at all.
And however, this is,this is the separator.
Um, you can have all thesexiness in the world.
You could be great worldclass at attracting.
Things into your ecosystem, but ifyou don't know how to manage it and
(34:30):
you don't know how to really executeon and, and deliver on the promises
that you're making, I mean peopleare out the back door and then you
develop that type of reputation,that's what your brand becomes, right?
Hey, they're great at, they're great.
They're world class at that, at beingable to attract, but you know, they can't.
(34:52):
They can't execute or they can'tfulfill on promise they can't retain.
There's the other issues there.
Um, when you just focus on building,building machine on the front end, which
is what we, um, we all talk about, and,um, all the things that we, that we
really, you know, being well-rounded.
(35:15):
I mean, obviously it's, youknow, being able to, to attract,
create demand, create traffic.
But then being able to convert theopportunities, but you gotta fulfill on
the promise and then you gotta be able toretain the opportunities that you create.
And if you just focus on moreand more and more and more on
the front end, this is where I.
Why you've gotta have a framework of beingable to execute because you've gotta be
(35:37):
able to put in the other components thatallow you to convert, that allow you to
fulfill and that allow you to retain theopportunities that you've, you've created.
And I mean, this is the separator.
Like I said, it's not sexy, but it is thedifference maker in in those that will.
Leap ahead and, and have consistentfocused growth moving into the future.
(36:00):
Yeah.
And you wanna talk about, you know, uh,in investing in our businesses, we, when,
when you say, if I say, you know, investin your business, where everybody's
mind goes is, is usually some kind ofmarketing or lead generation campaign.
Um, but, but one of the best ROIs youcan get in your business is investing in.
The staff to manage thethings that you build.
(36:22):
Hmm.
So you can, you can execute what,what trips people up is you think that
you need the staff who can execute,but you need the staff who can manage
the things that you execute on.
You can, you can still controlexecution, especially if you're down
to one or two things per quarter.
To execute on, you can still be thebuilder and the starter and invest in
the people who are gonna manage theprocesses, the people who are gonna be
(36:45):
consistent, reliable, detail oriented.
That could be a va, that couldbe somebody in the office.
Um, but, but in investing, in, um,in, in the labor to manage the things
that you build is one of the bestROIs you can get in your business.
Yeah, absolutely it is.
I mean, that then comes into, likeI said, you know, it's the what,
(37:08):
the how, the who and the who is isthe most important piece, right?
Like I said, it's, it's 80% ofmost people's, um, constraint
is, is having the right talentand the right team around them.
And, you know, that also comes in teammembers, but that also comes in, in, in
having the right support mentors, guides,coaches as well, and yeah, you know.
(37:31):
Man, I would like to spend, you know, thelast few minutes kind of going over what
I feel is very special and what we'vecreated to really help folks execute.
And we took all of thisinto consideration, right?
You know, all of my experience,all of your experience.
All of the, the coaching programs thatwe've been a part of, that we've ran,
(37:55):
that we've invested in, that we've,you know, um, been a part of over for
me for the last 20, 20 plus years andreally put together what I think is,
it's, it's a hybrid of, of, of the best.
Of the best.
Yeah.
And it's what needs to happen.
(38:17):
Um.
To be able to, to execute ata, at a very, very high level.
Right.
And when you look at what.
WW we all need, right?
At the end of the day, the only timethat you're investing in anything
is because you want a result.
You're, you're hiring that teammember because you want a result.
(38:39):
You're hiring, you know thatservice because you want to result.
You're hiring that,that coach, that mentor.
Um, you're bringing them into your space.
You're investing in thembecause you want a result.
But when you look at.
The, the boxes that need to be checkedto be able to execute at a high level.
(39:01):
Um, we took into, intoconsideration a couple things.
One, you need a proven framework, okay?
Like what we talked about, the fourDs of execution as a framework.
But you also need a provenframework to be able to, to grow
and execute and build your business.
That goes into what we talked withmindset talks, goes into clarity.
(39:21):
It's going into the right businessmodel, it's the right strategy, it's the
right people, it's the right mindset.
Um, and being able to, to have allof those components, being able to
have a proven framework, it's alsoto be in an environment to where
you get a lot of proven ideas.
That's, that's super important is, is tobe around, um, other individuals that can
(39:48):
give you proven ideas in a way to shareinformation because there's only, I.
Three ways to share information and,and how you share it is super important.
And I think learning to evenask the better question, but
one is, this is my experience.
Two, this is their witnessedexperience, and three, this is an idea.
(40:08):
And, and so being able to bein a, in an environment, in a
framework that gives you a provenframework, gives you proven ideas.
Also does some done with you services kindof hand, you know, walking through the
path with you on the journey with you.
And then that last component, and wetalked a lot about it here, it was
the, the cadence of accountability ishaving accountability and, and really,
(40:31):
you know, putting this all together.
We took all of that into consideration.
And so how do we, how do we structurethat to where they are able to, um,
focus on just two of the wigs per period.
No more than two, onlytwo wigs per period.
Um, being able to dive into their dailyaccountability and focusing on the things
(40:55):
and setting up that, that culture ofaccountability, of focus on the things
within our control, um, making surethat they have a compelling scorecard.
I. In place to being able to see,and then with the framework within,
within the community of having thataccountability that you're running
every two weeks and you better haveyour work done when you come back.
You don't wanna be that guy in thegroup that comes back and like, man, I
(41:15):
didn't do what I said I was gonna do.
Yeah.
So being able to do that.
And then I think the other hybridcomponent of it is still having.
A one-on-one connection, andthis is where the hybrid of it
comes in to focus on the mindset.
Yeah.
And being able to, to dive deep andget out of the smoke and really get
into the fire on, on particular issues.
(41:36):
Yeah.
I'm, I'm so excited about this programbecause it, it connects the dots stuff
that I know you've struggled with.
In coaching, which is at theend of the day, you can't
execute for your clients, right?
No.
You can help on the mindset, the strategy,the roadmap, which I think you're the
best in the business at you, but you'renot in their business working on it.
And then from my side, starting myfractional COO company, um, I. I'm,
(42:00):
I'm operating under the assumptionthat you already have a lot of clarity.
The vision is clear,the strategy is clear.
I'm coming to help execute.
Um, and I, I'm finding as I getdeeper in with clients, that's
not always the case, right?
They're not always clear.
So what I love about our programboardroom, is we're starting
out with deep dive on clarity.
Um, it is the vision, the strategy.
From my side of things, it's thecurrent reality of the business.
(42:23):
What are, what are thesystems and processes?
What's the tech stack in the business?
And then we move into these twoweek execution cycles, which for,
for me, um, you know, we talkabout a 90 day planning cycle.
A two week execution cycle isperfect for almost every small
business that I've ever encountered.
One week when you're a realestate agent, you can't always
control what one week looks like.
(42:43):
You get busy, you get a couple morelisting appointments, but on a two week ex
execution cycle, you can get a lot done.
So we work on that clarity,really deep dive clarity
upfront in that one-on-one time.
And then we move into thesetwo week execution cycles.
So we come back together, the fullgroup, every two weeks we talk about what
we accomplished, where we fell short.
(43:03):
We make sure we're, we're clearagain, getting clear regularly on
the next two week execution cycle.
And then we're there to support you withthe tools that you've proven have worked
through the agent to CEO methodology.
Things that I've used in, uh, youknow, across several businesses.
And then again, we've got that one-on-oneconnection that comes back on the
monthly, um, the monthly one-on-one call.
(43:24):
Because even if you do the deep diveon clarity, clarity can drift too.
So you have to, you have to make surewe're clear on the plan, but then you
have to make sure we're staying on, on topof it and not drifting off of the plan.
And so I love the, the,the monthly one-on-one.
With, with mindset, are westill clear on the goals?
Are we drifting at all?
Um, but I just love the, we spenda lot of time upfront on clarity.
(43:47):
We move into these two week executioncycles and we regroup one-on-one
every month to make sure thatwe're, um, that we're staying sharp.
So I think it's the, the beststructure that I've seen of pulling
together, um, e everything thatyour program offers traditionally.
But then adding in that kindof deeper focus on execution.
So I think boardroom is, is reallycool and I'm really excited, um,
(44:10):
to be working on it with you.
Yeah, yeah, me too.
I'm super excited.
And if you guys want moreinformation, um, you can jump on.
You can go to seven figurecall.com, book a call.
Um, we'll see if you'd be agood fit, um, for the program.
Uh, it's not built for everybody.
It's, it really is, um, acommitment, uh, to be able to.
Have the pieces in place,the commitment to execute.
(44:32):
And so, um, is, you know,the doors are open, however,
they're not open to everybody.
You gotta be a good, good fitto be a part of the program.
So you can go to seven figurecall.com, get that booked.
But also if you've got any other questionsor want anything else from us, DM us,
um, message us, be able to, you know,love to support and help and, you know.
(44:53):
Really excited about what, what Ireally feel is the best of the best, uh,
program of everything that I've seen.
To, to really check all the boxes thatare super important, to be able to,
to grow your business consistently.
And, um, like we say, more, morelife, you know, more profit.
Yeah.
So good, brother.
I appreciate you.
(45:14):
Um, fantastic as always.
Um, so, so good to always talk about,you know, revisiting the, the key
components of the disciplines of executionand, you know, always understanding to
have that, that mindset of executionis absolutely key, especially right
now, um, when there's so much noiseand so much distraction to be able
to break free from that, to be ableto, to really create some space.
(45:37):
Um, you know, in your businessfrom any perceived competition
that you have out there.
Yeah.
Love it.
Good stuff.
Alright brother.
Appreciate you guys.
Jump on a call, seven figure call.comand uh, we'll see you next time.
See ya.
That's a wrap for today.
I hope you got somethingvaluable from this episode.
If you did, hit follow andvisit John kitchens.coach for
(45:58):
more ways we can work together.
See you on the next episode.
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