April 15, 2025 • 43 mins
Episode Overview:
In this powerhouse session, John Kitchens reconnects with the dynamic and multi-talented Chauncey Pham for a fourth deep-dive conversation that hits both tactical and transformational levels.
From redefining identity as a real estate professional to building vertically integrated businesses, Chauncey shares her real-world experience in pivoting from production to profitability. With fewer transactions and longer cash conversion cycles in today’s market, she makes a compelling case for why every agent needs to shift their thinking—from “how many” to “how deep.”
You’ll learn how to build a business that runs like a store, maximize every opportunity you generate, and develop a framework that scales—regardless of market shifts.
Key Takeaways:
Build Your Real Estate "Store"
-
Why every agent should see their business as a retail storefront.
-
A simple framework for running your business with departments, systems, and leverage.
-
How to evaluate every role in a transaction and earn a piece of the pie beyond just commission.
Pivoting Without Losing Identity
-
Chauncey's personal story of removing “Realtor” from her bio—and why that mental shift mattered.
-
How to stop chasing status and start chasing freedom.
-
The hard truth: Letting go of ego is the first step to meaningful pivot.
Monetizing the Entire Transaction
-
Why agents should vertically integrate (think: construction, design, lending).
-
How to determine a fair value exchange when referring business to vendors and partners.
-
From 25% commissions to barter-based value: How to structure win-win relationships.
Proven Processes & Creative Freedom
-
Why one proven process with a high close rate outperforms 10 disjointed ones.
-
Why consistency beats complexity—and how to build a business that reflects your passions.
-
How Chauncey discovered her real genius by leaning into creativity over conformity.
Permission to Evolve
-
Why it’s okay (and necessary) to pursue what energizes you—even if it means changing roles.
-
The power of coaching others as a mirror for your own growth.
-
Letting go of "trick plays" and embracing the fundamentals—every day.
Resources & Links:
-
Learn more & work with John: johnkitchens.coach
-
Follow Chauncey: @chaunceyphamhomes
-
Read: Mastering the Rockefeller Habits by Verne Harnish
-
Learn: Frank Shamrock’s “
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.
Oh, welcome back.
Uh, so good, so good to see you.
(00:22):
Welcome back to another episodeof Expert Mentors Live tsi.
This is our fourth go around.
You saw there in the, in the little intro.
Who, who closed out that little I saw.
I was in the intro.
That's so cool.
Uh, so cool.
Like we, uh.
We, we jumped right in.
As soon as we got on beforewe, before we, we hit go and,
uh, already got right into it.
So I love, I love connecting with you.
(00:43):
I love, love talking with you and reallyaround kind of the whole, uh, pivoting.
What is pivoting?
What does, what does that even mean?
Um, I, I gotta, I gottaconfess a little bit.
So we there towards the kind of the tailend of the NAEA days and, um, we, um.
We all had little sayings.
There was little sayings and, and, um.
(01:05):
We had a shirt designedthat had a dog, right?
Like, like, you know, squirrel,you know, you, you know, the
dog's chasing the squirrel.
But it said pivot.
So like, like I get it.
When you said, Hey, we're gonna talkabout pivoting, why it's important.
I was like, it brought up littlePTSD maybe, but hey, we'll rock
in here with you a little bit.
I love that so much.
(01:26):
I love that.
So Chauncey, what I mean,what the heck is going on?
What have you been up to?
I know you've got a plate full of stuffand you're, you know, you're kind of
joking, you know, just part of the A DHD.
You gotta, you gotta keepyourself, you know, moving and
moving in different directions.
So, yeah.
Yeah.
What's happening?
Um, so I mean, since the last timeI was on here with you, um, I've
(01:47):
wrapped the television show, sowe're no longer filming that show.
We wrapped that, um,around this time last year.
Um, and we've just been rocking androlling with, um, our flipping business
and then, um, the flipping business.
Kind of really made me lean intothis whole pivot thing, which,
you know, flipping was fun.
It was my creative outlet.
It was very profitable for us becausewe are very process driven people,
(02:10):
so we never, we didn't get into thebusiness and just started flipping
houses and just hope for the best.
We built out a duplicatable process, but.
Because we built out that process, we werethen able to build all of these ancillary
services and businesses and build outthis vertically integrated system that
has now become our bread and butter.
Um, and, and that's where we'vebeen spending most of our time.
(02:30):
So, yeah.
So if you see me online right now, youknow, most of what I'm talking about is.
Teaching realtors, um, how to getinto investing, dip their toe in
investing, leverage their commissionsfor things other than just going out
and buying a nice car or purse whenthey get a, a fat commission check.
Um, and, and teaching them how toget into this world of investing,
um, and, and ultimately reallymaximizing their earnings potential.
(02:53):
Yeah, and you know, we werechatting a little bit, just fewer
transactions, you know, obviously,you know, we saw, we saw that.
Last year.
Right.
And you know, I mean, statisticallywe should see an increase.
However, we'll see right Time,time will tell to kind of
see how, how things play out.
(03:14):
But things are taking longer and, andyou know, the days of I could have
a conversation with you and we couldbe at the closing table in 30 days.
It's just.
Those days are pretty much gone.
Right?
We're getting back to the longer lifetimecycle, the cash conversion cycle.
Things are just taking longer.
So I love to your point, to, to, tomaximize the opportunity, you're doing the
(03:36):
thing, you're acquiring the opportunity,really being able to, to, to maximize.
What does that look like right now andmoving into the future from what you're
seeing, what, what you're doing, whatyou're coaching, what you're teaching on.
Um, so it's interesting what I, I did,um, about a year and a half ago is, is
I sat down and I looked at our businessand I, I did this little exercise and
(03:59):
I encourage agents to, to do this.
And I actually just put up a video onTikTok about this, um, which is take a
sheet of paper and write your name inthe middle of that paper and circle it.
And then I want for you to think about.
All of the people in a realestate transaction that ultimately
you're the nucleus of, right?
Like you're gonna bring the client,you're gonna get the ball rolling on
this transaction, but write down allthe different industries and people
(04:22):
that are going to get paid from youbringing that transaction to the table.
Mm-hmm.
And then.
Write down or circle all of thosethat you're actually getting paid on.
And the chances are is you're gonna belucky if it's one outside of the nucleus.
And to me, that's just a waste.
It, it was totally a waste.
And so looking at our flippingbusiness, um, and understanding that,
(04:44):
okay, when I go and buy a house andI renovate this house, all of these
people are gonna get paid from thetime that I buy it until I sell it.
So why can't I figure out a way.
Instead of constantly being on thishamster wheel of figuring out how to
get more deals and how to do more andgoing wide, how about I go deep, which
is something that, you know, Jay Kinderthat you guys have always preached,
(05:07):
even with building out our revenue sharegroups and, and doing different things
like that was, you know, instead ofgoing wide, you, you want to go deep.
And, um, I really leaned intoowning our process and so every.
Step of the process.
Um, I wanted to have myhand in it in some way.
It may not be that I'm the jack ofall trades and I'm, I'm building out,
you know, each individual business,but partnering up with people.
(05:31):
And having some sort of way to capitalizeon as many steps as possible in a
process that you are triggering, thatyou are initiating, I think is very, very
important for realtors, especially intoday's climate where everything is taking
longer and there is just less of it.
Chassie, how do you, so.
The, the question that I wanna askyou is how do, how do you determine
(05:54):
what's a fair value exchangewithin, within that, that process?
And you look at, you know, who'sgetting a bite of that apple every
time that you do the transaction, forexample, you, you, you find the flip.
Now you got.
All of the trades, everybodythat's gonna get paid off of that.
The whole ripple effect from that,and even as a, as working with a buyer
or, or a seller, when we get them intoa, you know, getting them through the
(06:17):
process and getting 'em into a homeor getting their home sold, there's
all of the people that get a bite ofthat apple and, and it's always been.
To the point of like, listen, youare either sweat equity, probably
some check equity to acquire thatopportunity, and then you're just
gonna give that to somebody else andthey're gonna get paid and you're not
(06:38):
getting anything, but you spent themoney to acquire that opportunity.
Be it through, through your, yoursweat, your effort, or you're
paying for the opportunities,you're paying for the leads, you're
paying for the lead systems and.
You're just gonna give it awayso that that's the first, right.
The mental shift is like, oh, wow.
Right.
I am spending time andmoney to acquire that.
(06:59):
But now, okay, they're getting a bite.
How do, how do I get compensated in?
What is a fair compensation trade for me?
Giving you that opportunity?
I think that's, how do you evaluate that?
Um, I, I think that,that's a great question.
Um, I think that.
It starts with actually integratingall of these things into your process.
(07:21):
We were talking before we went liveabout building out a framework,
building out a duplicatable, a proven,uh, process that, that you have.
And, um, I, I think it's really moreabout integrating all of these other
variables into your process and,and when you integrate things into
your process, um, then, then thoseother variables become dependent.
(07:44):
On your process.
Um, and, and at that point when things aredependent on, on you and on your process
and on your machine working, when theyare just a cog in the wheel that you've
created, then ultimately you set yourown damn price because they understand
that they wouldn't exist without you.
And that's ultimately what we've done,um, you know, kind of with our business
and so and so, to give like an example.
(08:05):
With building out these verticals,because I feel like we're, we're
talking almost in code here.
So, so, you know, with, with theflipping business, you know, acquiring
a property, most people that get intothe business are gonna use a wholesaler.
They're gonna have someonethat just brings them a deal.
Well, instead of doing that, I madeacquisitions a part of our process.
Now, do we take dealsin from outside sources?
(08:26):
Of course.
Sure.
But, but to have a duplicatableprocess built in there, then,
then that's, that's a part of it.
Um, and then the hard money lending, um,the commercial lines of credit, like we
figured out a way to tap in and be ableto actually provide lending for others
and in providing lending for others,then now I get a discount on my lending.
(08:46):
So it's, it's helping me twofold.
So whether I'm actuallyinvolved in this process.
For myself or not, like I'mgoing to profit off of it.
Um, the construction part, insteadof hiring a general contractor
and having their crews work, weown that part of the process.
So whether I'm flipping my houseor I'm flipping a house for you,
or even just doing a retail job,I now have a construction company.
I now have design.
(09:08):
I now, um, if I'm gonna beordering cabinets and countertops
and, and flooring, I have directcontacts with wholesalers.
Um, with wholesale companies andsuppliers instead of having to go
to Home Depot and paying a markup.
So essentially, um, I've removedthe middleman from a lot of pieces
and the things that I couldn'tremove the middleman from.
I've just integrated those servicesso hardcore into my process that
(09:31):
they're coming to me every daysaying, when do we have more?
And, and they understand my value, andI can pretty much name whatever stake
that I want in that because they, theylargely wouldn't exist without me.
So what, what is it, what is agood stake without like taking too
much from them to where it doesit, it tarnishes the relationship.
Right?
At some point you're like, man, you know,this isn't, this isn't a win for me.
(09:55):
It's, I feel like Chauncey'swinning more than me.
So how do you, how do youvalue to where, hey, you know.
This is, this is good,this is good for me.
This is, this is good for them.
Hey, let's keep, let's keep doing this.
Yeah.
I mean, I, I, I don't, I don't knowthat it's, um, I, I, I really think
it's all just dependent upon therelationship and it just depends on, on.
(10:17):
How much you're putting into it.
Um, it's no different than with realtors.
When we send a referral out tosomebody, all we've done is made
an initial conversation and thenwe pass that referral on and then
we're like, I want 25 or 30%.
It's an arbitrary number.
Um, we haven't really done anythingfor it besides spark up a conversation.
And so for those, you know.
10, 25%. Whatever that in buyer feelslike is, is the, um, the value on it.
(10:41):
But I don't, I don't necessarily knowthat there's a number, but I know that
you need to position yourself so that youcan at least even have the conversation.
Because if you, if you'renot in a position, then the
number is always gonna be zero.
Um, so even if it's 10% or 20% or 40%, um,you know, that's, that's something that.
You'll just have to determine based onwho you're talking to and and the process.
(11:01):
Yeah.
I, I, a hundred percent.
So that was always kindof our, our rule of thumb.
We defaulted back to alwaysto the 25% because everybody,
especially dealing, dealing inthe, in the real estate industry,
everybody kind of understood that.
Right.
Even if you were a trade.
Yeah.
They kind of, they werefamiliar with that number.
Oh yeah.
25%. I've heard that.
Yeah.
That, that makes sense.
So how we would, we would, we wouldlook at it is like, okay, well.
(11:23):
What are they making off of the deal?
Like what is their service?
Even all the way down to thecarpet cleaning guy, right?
And, and you know, he charges ahundred bucks, for example, right?
To come in and do, do his service.
Well, 25%, 25 bucks is,is it worth 25 bucks?
Right?
Um, and then, you know, you lookat some of these other, these other
(11:46):
trades that, that we would look at and.
We would be like, okay, well theyprobably don't want to give up
the 20, the 25% or $25, but theywould be willing to do something.
And what we found is that we couldjust do a trade and like, hey.
I'm gonna need my stuffcleaned a couple times a year.
Could we just, you just hookus up a couple times a year
(12:07):
and I'll keep hooking you up.
And so there's a lot, we, we did alot of deals just handshake off of,
off of that type of an arrangement.
Right.
So find the value exchange basedupon, like you said, I mean.
You know, when you're, when you'recranking and you have a lot of
opportunities and you're able toacquire a lot of opportunities,
you can demand a little bit more.
Absolutely.
And so I think it's, um, it's,it's super, super smart for, for
(12:30):
agents to be thinking about that.
These bigger teams, and I've been, I'vebeen on Matt and DJ here in Pittsburgh.
I've been on a pretty hardcore onlike, listen guys, I mean, what do
we know with, with, you know, oldercities, older communities, there's
always gonna be plumbing issues.
There's always gonna be, you know,you know, HVAC, heater issues,
(12:50):
coal climate, there's alwaysgonna be those type of issues.
Why not own a stake in one ofthose, those companies that
you're sending out all the time?
Absolutely.
Yeah, absolutely.
It's so important and realtors justare not having those conversations,
but, but I also think a lot of themare not having the conversations
because they haven't built a. Aprocess or a framework of value.
(13:11):
Yeah.
And that's, that's theroot of the problem, right?
Right.
Um, is they don't have a framework.
They don't have a community that theycan say, Hey, X, Y, and Z vendor, I'm
gonna plug you into this communityand now you're gonna be in front of
this many people and I can bring.
They don't have any of that.
And so I think more now than ever, it'sso important for, for realtors to be
(13:31):
building out communities and buildingout real processes and frameworks
for their business or else they'rejust not gonna make it back to your
point, go deeper in the relationship.
Absolutely.
Go a lot deeper in the relationship.
I love that.
So we were chatting before we cameon, I was sharing with you 'cause
kind of get into it and then we'llget into kind of the pivoting and what
that, what that means and how you'reapplying and you're using it, but.
(13:53):
Back to your, to, to yourpoint I was sharing with you,
I, I'd have to look it up.
I don't know what the, the exactbook title is, but, um, Vern Harnish,
uh, is one of our longtime mentors,uh, mastering the Rockefeller habit,
scaling up, and in his, he does aweekly newsletter that comes out.
I've been subscribed to it probably for,geez, 14 years, maybe that long, 15 years.
(14:17):
Been subscribed to, it comesout every week and he, um.
At the end of every year, he drops histop five book recommendations to Read.
If you haven't read, going intothe New Year, based upon each of
the, of, you know, kind of thepillars and, and his methodology.
And one of the ones from this past yearwas a book that did, um, they did the
(14:38):
research and the study on what werethe common characteristics of the top,
uh, the top companies in the Fortune500 that bootstrapped, that didn't take
any, any capital to, to be able to grow.
And, um, the overarching, thenumber one thing is that every
one of them had one proven salesprocess that had a high close ratio.
(15:00):
One, one process.
Yep.
And, and so I think back to kindof what you're saying, back to your
point, being able to have Okay.
Raw material.
We create a raw material, we createan opportunity, we create a lead,
we create a, a contact, we givethem, or we, we provide value in
exchange, we get a, a phone number.
Right.
You know, we have the objective ofa funnel is to get a phone number.
(15:23):
We got a phone number, then what happens?
Right?
And then, you know, is there,what, what's, what's the value add?
What's the, you know, the pre-close video?
What's the, the conversation all, all theway through, like, what is that proven one
process that has the highest close ratio?
And so it was just extremely, um,valuable understanding is that quit
(15:45):
dabbling and doing too many things.
What's the one.
Consistent process that you canrun everybody through, and then
it doesn't matter to your point.
Let's shift over here.
Let's shift over here.
But it doesn't matter.
We still have our process thatwe're gonna run things through.
The framework never changes.
The framework never changes.
But that's the number one reason thatagents, you know, are struggling right
(16:07):
now, is they just don't have a framework.
So they're flailing becausethings are different.
Um, the, the environment of realestate just feels different and
they're having a really, really hardtime 'cause they don't really have.
Anything to plug and play into.
And once you have that system, onceyou have that framework, you can
literally pivot and do anythingand you just keep using it over
(16:28):
and over and over and it works.
So, um, I think that that's gonnabe the, the key to unlocking the.
Sustainability and success, um, in,in today's real estate environment.
Do you wanna walk through kindof, kind of what you see as, as
kind of a, a, it doesn't have tobe like a thousand moving parts.
Like what is kind of your simpleframework, your proven process that
(16:51):
just, just, I mean, we don't have togo too deep with it, but just kind of
certain points that it transitions from.
What does that look like for you?
Oh, that's big.
That is such a loaded question.
Um, well, because I'm not, youknow, retail sales much anymore.
Yeah.
So my business is, is, is very,you know, operations focused.
(17:14):
Um, and so let me kind of go at it, um, asa realtor and, and what I tell people as
a, I'm speaking to them as realtor and I'mnot sure if I've ever talked about this on
one of our other episodes that we've done.
Um, but it's as simple as this.
Your real estate businessis a freaking store.
It's a store and everyone looks atthese service-based businesses and
(17:36):
they get lost on what they're supposedto do, and it's because there's not,
um, a tangible place for them to land.
But if they start looking at theirreal estate business as a store,
and think about if they were to havesigned a lease for $5,000 a month for a
storefront because they wanted to opena a damn shoe store, a clothing store,
no one would have to walk them through.
(17:56):
What type of framework and, andwhat the steps are to building it.
First thing they're gonna dostanding on the curb is look at
this empty shell of a store andthey're gonna say, I need a sign.
Um, you know, I, I need forpeople to understand my names.
That's, you know, the marketing side.
Um, they, you know, needstore hours on the door.
That's my operations timeline.
That's my time blocking.
(18:16):
Um, how do I get customersthrough the door, you know?
Also that's gonna be the marketingonce they come through the door.
Where's my inventory going to come from?
That's, you know, thelead generation process.
So I, I think that it startswith understanding that, that
that's what you're ultimatelybuilding and then within.
That store, you're gonna have a ton ofdifferent processes and it's all about
really perfecting it and understandingwhat you're actually going to do, and
(18:39):
then where you need to plug in thoseresources that, again, you're gonna
be able to take a piece of, becauseevery store has multiple departments.
There's accounts payable, there'scustomer service, there's accounts
receivable, there's operations, there'sthe buyers, and there's inventory, and
there's, there's all of these pieces.
And your real estate business isthe same exact freaking concept.
Um, and you need to just sit.
Write it all out, understand, youknow, all of the pieces of how
(19:03):
the larger operation's gonna work.
And then break down all of thesteps of how do you get someone from
walking through the doors of yourstore to the damn cash register.
And once they check out howare you staying in front of
them, what's that process?
And then just build that out and thenjust run it every single day consistently.
And however, you've gotto pivot in your business.
You just kind of plug andplay with that same system.
(19:25):
Chauncey, I love that.
I like.
Setting back and kind of thinking through.
It is.
That's it, right?
Like everybody can, can grasp theirhead around their favorite restaurant,
their favorite store that they go into,and being able to start that, you know,
with a blank, like a, a blank box.
(19:45):
And yeah.
Okay, we're gonna build this out, butif you had to rebuild your favorite, um.
Place that you either, you know, shopfor clothes, shop for shoes, favorite
restaurant, think through that, right?
And you know, it's all by yourself untilyou've got so many customers coming
through the door that you can't do it all.
And then you start to say, okay,well where do you need to be?
That's the most valuable tothe process of, of delivering.
(20:09):
That stake or delivering those, you know,you know, selling those shoes or whatever,
whatever the case may be, that is such acool framework to be able to think through
and how, you know, to design and redesign,you know, the agents, their business
moving into, moving into the new year.
And it's like, listen, youknow, think about your business.
(20:29):
I mean, what's missing if youdon't have traffic coming through?
What's, what's missing?
Like what, what do you,what do you not have?
What's, what's, what's,what's not going on?
So that's, I I love that.
That is so cool.
It's simple.
It's not easy, but it's simple.
Yeah.
So just start thinkingabout it like your store.
And that's how I thoughtabout my flipping business.
And now moving more into, you know,the interior design space and just
doing all of these different things.
(20:49):
That's how I think I've gottabuild out a store for every single
thing that I do, and then plug andplay all of those missing pieces.
So let's talk about pivoting.
What is, you know, when you saythat, what does, what does that mean?
You know, I, I, I think for realtorsit's very, very difficult, um, for us.
So, so I'll tell you this.
Um.
This year, actually it was, uh, yeah,it was the beginning of the year.
(21:12):
So the first week of this year, I madea post on social media because I'd gone
through every year at the beginning of theyear, I go through all of my social media
profiles and I update my branding becauseI normally do a photo shoot in December.
So I update my pictures andI change my colors and I, and
this year I did something rad.
I took, um, because I always strugglewhen you update your, your bio,
(21:35):
you only have so many characters.
And I always struggle because the veryfirst thing that I always put is realtor.
And then I put all of theseother things than I am.
So then I'm, I'm a house slipper,I'm a speaker, I'm a coach, I'm a
mentor, I'm a, I do interior design.
I do all of these things.
And I ran out of room and I had tofigure out what I was gonna take out.
(21:56):
And the hardest thing for me to do.
Take out the word realtor and Itook the word realtor out, not
because I'm not licensed anymore.
I'm actually, I'm, I'm a licensed realtor,but that's just not my focus anymore.
Is is residential retail real estate.
It's just not.
And that was so, so difficult forme to do and I made a post about
(22:17):
it and I said, finally I did it.
I'm doing all of these other things.
And I think that a lot of realtorsthat, that, that will kind of resonate
with them because a lot of them dosome fantastic things outside of just.
Typical retail real estate, but ouridentities are so caught up in our
production and our identities areso caught up in, um, our units sold.
(22:39):
And, and in saying that I'm amultimillion dollar producer and,
and, and having clients that.
Um, we almost hold ourselves back froma lot of other things that are actually
our gifts that we could be giving tothe world, um, because we're so caught
up in, in the whole realtor thing.
So, so when I say pivot,um, I'm not saying abandon.
(23:02):
Real estate.
Real estate is the nucleus of what you'redoing, and we should all be encouraging
everyone to continue with transactionsand, and keep this train moving.
But it is okay to leverage yourknowledge in real estate, your
network in real estate, and pivotto some other areas in the business.
That you just may find is your home morethan where you are in residential sales.
(23:23):
Um, and, and that was a lessonthat I've been learning over the
last few years, but I've just beenso afraid to let go of I'm, I'm a
realtor, um, and I'm a realtor first.
Um, that, that, I really,really struggled with that.
And so, so pivoting for me isreally just encouraging people
to dabble in some other things.
Um, and, and that it's,it's okay to do that.
(23:45):
It's okay to give yourselfpermission to do that.
Yeah.
You know, you're so spot on with theidentity and I think it's, it's maybe,
um, redefining what success is to them.
Yeah.
And, and you know, I think theyget so latched in, oh, you know,
if I'm not, you know, chasing this,you know, that that's not success.
(24:05):
Chasing more transactions,more, more of that.
You know, I, um, kinder and I,October was 20 years together and so
did, did some, you know, reflecting,leading up to that, coming out of,
coming out of the end of the year,end of, you know, into this new year.
And I, and I looked through it.
Through a couple lenses.
One, one, as a coach looking throughthe lens, uh, as a coach and thinking to
(24:29):
myself, you know, how would I coach these2, 26, 27, 20 8-year-old knuckleheads?
And I would've, I would'vebeen really, really adamant.
I,
um, not chasing status.
Oh.
And that was kind of a,a downfall of, of ours.
(24:51):
I. And one of the things that kindof our experience, and especially for
me being, being in, in the number twoposition, um, second in command, that
chasing status will set you back decades.
Ooh.
And, and, and so what I would'vecoached us on and would've been
(25:13):
around you guys understand process.
Everything you and I are talkingabout, we understand process.
We understand.
But let's, what is success?
And I would've, I would've pushed us onsuccess of being more towards finding
our freedom instead of chasing status.
Yes.
And you know, 27, 20 8-year-old, youknow, two guys and, and that competitive
(25:38):
hard, you just had your helmet.
Yeah.
It's hard.
It's hard.
It's hard.
It's, and so it's easier looking,looking back, but I, I, I really
would've, that would've, you know,obviously we wouldn't be, you and I
wouldn't be on this call if it wasn'tfor that of, so it's, it, it really is.
I mean, everything happens for a reason,but really looking back and being
able to convey that message and, andis exactly what you're saying, right?
(25:59):
It's like.
Get a framework, get a process,and go where your passion is and
and what you want success to be.
A hundred percent.
And, and I've, I've learned that and,and it's been, it's been fabulous.
Um, and I'm, I'm in a reallyhappy spot where I am now.
And, um, I, I really am, am encouragingso many other agents to do the
(26:22):
same, like, it's so important.
Do you, do you go kind of where, whereyour heart goes to where your gut goes?
Or is there indicators or there thingsthat you pay attention to like, ah,
there might be an opportunity here.
How do you kind of look to whereyou wanna give your attention?
Um, you know, I, I, I tend to stay,I never veer too far off the ship.
Okay?
So I, I, I stay, um, in the realestate realm, in, in what I'm doing,
(26:47):
but then I just kind of dabbleagain in all of the different.
So whether that's, you know, I needleads, so then I'm gonna dabble a little
bit into, to running ads in, in agency.
Um, I need design.
I'm gonna dabble in that instead ofhaving to hire an outside designer,
like maybe I'm good at that.
I'm gonna dabble in staging.
And so as I'm dabbling in,in the different areas.
(27:07):
Of, of what my business needs.
I find, and I have found, um, overthe years, like where I'm really
good and, and and, and where Ibelong, and then all of the other
parts of it and, and what I enjoy.
And then all of the other parts arethe things that, you know, I. I'm
just not, not fooling with anymore.
And I, I think that, that, that isthe trick to building, um, a business
(27:29):
that gives you a feeling of freedom,um, and a, a, a business that feels
fulfilling beyond just financialis the business is still there.
All the pieces is still moving.
I. Like, like, like it's there.
But I am, am focused on theseparticular parts of the business
that then allow me to still havethe financial success that I want.
(27:50):
But I'm working specificallyin these certain parts of the
business and, and what I havefound is that I'm very creative.
I. And I've alwaysknown that I'm creative.
Um, and it's typically come out throughsocial media, and that's why I ended
up kind of, you know, on television,which is basically creating content on
a larger scale, but now it's more designand staging and, um, you, you know,
it's, it's on that side of the business.
(28:11):
Um, and creating content on a largerscale with building out my TikTok
and my YouTube and things like that.
Um, and so creativity, um, is driving.
My business from that perspective, butI don't fool with the money anymore.
I, I don't wanna deal with that part.
I don't wanna raise capital.
I don't wanna, I don'twanna, uh, pay people.
I don't wanna deal with any of that crap.
And so, um, again, it's allowed me tosettle in my business and the business is
(28:33):
still running and it's, it's still doinggreat financially, but I'm focused on
my one area and I'm okay now with sayingI don't even list my own dang flips.
I have an an agent for that.
You know why?
Because I'm not thebest damn listing agent.
Like, I'm just not, that's not my thing.
Yeah.
And it's okay to say that, youknow, and, and work in your business
in the capacity that you'd like.
(28:54):
I, I love that.
So for you, is it more that,so it's, it's the, gives you
energy or takes energy, is it?
Yeah.
More fulfilling.
I mean at at what point?
You know, it's not making money, but it isvery fulfilling and it's giving me energy.
Do you still still stay there?
And then it's like, alright,I need to get somebody else.
Like I got the agent to handle this.
(29:15):
Like, I need somebody else to handlethis, but I'm gonna stay right
here because this is giving, youknow, allowing me to stay creative.
It's fulfilling.
Yeah.
And then the money will comealso helping us make money.
Um, a a big part of, of the business,you know, is the fact that the product
that I'm able to create is a lotmore creative than the competition.
(29:35):
But if I would've just focused on whatI thought I had to focus on, which
is just selling houses and, and, andjust the listing process and, and
the acquisitions process, if that'swhat I focus on, because that's what
everybody tells you, you have tofocus on, then, then I would not have
discovered that I have this knack for.
You know, building out really cutespaces and, and cranking out a really
(29:57):
pretty product that then makes peoplewant to send their grandma's house to
us because we have more integrity overthe other guys that are just gonna
buy it and paint everything gray.
Um, that, you know, it's going to,to get us a following in our area
of people that literally follow ourproperties and, and they, you know,
realtors that are constantly bringingus buyers because they, they know that
(30:19):
we put out a quality product like.
Like, so again, I'm working inthe capacity of the business.
The business is still making the money,but I have figured out a way to tap
into my business in a, in, in a waythat is a lot more valuable than what
I thought I was supposed to be doing.
Mm-hmm.
Um, and, and now this issomething that I actually enjoy.
How do you, how do you giveyourself permission to, to do that?
I think that's where a lot of people.
(30:42):
So it's, it's the failure piece, right?
That they're so afraid of, offailing to even try anything.
Oh, I got, I got a little momentum here.
Like, I don't want to, I don'twant to step over there and fail.
How do you give yourself permissionto move in that direction?
It's hard.
Um, I, I don't even answer for thatbecause I've, I've with that for so
(31:03):
long, John, um, I remember calling mygood buddy Nick Good, and I was almost
in tears, you know, when I started justeven pivoting out of production and just
pivoting more into the coaching spaceand the mentoring space and building
out, you know, a large team and speaking.
And I didn't feel like I deserved.
To be in that space.
Um, because I thought that myjob is just to sell houses,
(31:27):
like you're just a realtor.
And so I struggled with that for years,until finally I was just like, screw it.
But it took a long time and I don'tknow what light bulb moment happened.
It just happened over time.
But it was very, very difficult.
It, it was, yeah.
I remember, you know, atGove's first build event.
You know, you know, saw you over thereleaning against the wall, trying to, you
(31:48):
know, blend in, blend in and, and kindof sink into the wall and disappear.
And, you know, and, and for me seeing,you know, like, you know, just having
conversations with you and justseeing your presence and, you know,
I can just feel your confidence, butyou didn't feel that at that time.
And I think there's, there's a lotof, a lot of people feel that way.
(32:09):
Right.
You know, and, and I don'tknow if it's the fake it till
you make it, but, but you.
You, you brought yourself and thenall of a sudden, I can see just in our
conversations over the years, how thatconfidence has grown and you just have
really become okay with, with who you areand you're gonna go and do what you want.
(32:29):
And so it was just, just a process.
Was it just time?
Was it just more reps? It was just time.
Um, and it was hard.
And, and, and having conversations withpeople that, you know, were telling
you that you can't do this and thatyou're focused on the wrong thing.
Like, it was, it was really, really tough.
But, um, I'm, I'm glad that I keptpushing and kept pushing myself, um,
(32:52):
in, into these uncomfortable spaces.
And yes, I do remember being at that buildevent and I was leaned up against the
wall and you came over and I was like.
I don't, I dunno what I'm doing.
I got on the damn stage andtalk in front of 10,000 people.
Like it was terrifying.
But, um, you know, it's just aprocess and it's gonna take time.
The, but the number one thing thatyou have to do is let go of your ego.
(33:14):
You, you have to, none of it evenstarts until you let go of your ego.
But that, that was, that was even aproblem that I had coming over to exp. Um,
I had my own little boutique brokerage.
Yeah.
Before I joined exp and I wasn't makingany money, John, the year that I came
over, I made $21,000 in my brokerage.
I had like 10, 12 agents I was producing.
(33:37):
Um, and, you know, it was flat fee becausewho's gonna really pay me anything outside
of that, I don't have any resourcesor, or any buying power behind me.
I'm just a, a one, you know, person tryingto run this brokerage, and I only made
$21,000 from my agents in that brokerageonce I boiled all of my numbers down
and it took me probably six months.
(33:58):
To say, okay, I'm gonna walk away fromthis and then go over to this other place
and immediately built my revenue sharegroup and, and blew that out of the water.
But I couldn't even let thatgo 'cause it was my ego Yeah.
Um, of saying, that's my name on thedoor, that's my brokerage, it's my thing.
Um, and until we can learn to kindof really let go of bad ideas and
(34:18):
sometimes let go of good ideas.
Yeah.
Um, then it, you, you can't change.
Was that, was that just a moment foryou or was it, was it just maturity?
Was it just growth?
What was it that that just like,ah, okay, this has gotta go.
This is, this is what's holding me back.
It was, it was definitely growth.
It was, it was definitely, um, justmaturity and growth and it just took
(34:39):
time for me to, to figure it out andsay, you know, be honest with myself.
Stop lying to myself.
Um, and, and so justgrowth and time maturity.
How, how critical are, how important?
Was maybe you pouring into othersand seeing, kind of starting to see
yourself in them, and then you're giventhat advice and you're like, uh, I,
(34:59):
I, I need to, I need to take some ofthis, some of this medicine myself.
Mm-hmm.
That was big.
That was definitely big.
I did not, um, and it's interestingthat you'd say that, uh, because I was
talking to, to someone else about this,uh, an agent that I saw grow that's
been with me for the last four or fiveyears, um, and we were having this
conversation and that I. I saw a lotof myself in her and I would get really
(35:23):
frustrated and, and, and kind of coachingher and mentoring her through where
she is has gotten me where I am now.
Yeah.
Um, and sometimes it takes somebodyelse like holding a mirror up
to yourself and for, for you tounderstand that you're the problem.
Um, and so yeah, definitely coachingand mentoring and training helped
me be very introspective because Idid, I saw myself in a lot of those
(35:44):
people and they got on my nerves.
Mm-hmm.
And so, and so, I was like, you know what?
You're getting on my nerves,but you remind me of me.
That means I'm gettingon my own damn nerves.
I need to fix myself too.
Yeah.
Um, and so that helps.
That's, that's a really good tactic ishelp others and you'll see yourself.
It, it's, um, one of the favorite,most favorite concepts and so
(36:06):
important for everybody to, tokind of embrace is from, um.
Uh, Frank Shamrock in his MMA studio,and when you would go in, he would have
this concept of the plus minus and equal.
And day one, he'd be like,listen, you gotta find a plus.
(36:27):
You gotta find somebodythat you look up to.
That's a, that's a higher belt thatyou can model after that you look up to
that can possibly mentor, mentor you.
You gotta find a minus.
You gotta find somebody that youcan pour into, somebody that you
can mentor, somebody that you'relearning and, and you're giving.
And it's like, well, I'm,I'm brand new, right?
(36:49):
So even thinking in the real estateindustry, well, I'm, I'm brand new.
What can I, like, I just got my license.
What can I, what can I pour into somebody?
And it's like, well, listen, howdid you pass your real estate test?
You know, what did you think about howcome you chose to get into this industry?
You could pour into somebody that'sjust thinking about signing up for
classes so you can find a minus.
So you can teach and pour, pour intoother people, and then you gotta find
(37:11):
an equal, somebody that's gonna run withyou, that's gonna be your accountability
partner, that like you guys are textingeach other at the end of the day.
Did you do what yousaid you were gonna do?
If not, what's the penalty?
And I thought that was like,like I love that one of the.
The plus minus and equal.
Who's your plus in, in, inany equity of life, right?
In your health, in your relationships,in your business, who's your plus?
(37:33):
Who's your minus?
Who's your equal?
And if you, when you getthat figured out, because.
You, you know, I know you were pouringinto people, you were mentoring
them, and I know what it did for meand the, I I, I remember like when I
first started coaching back in 20 2012, so February of 2012 was my first
one-on-one coaching, like paid coaching.
(37:54):
And I remember going through that timebecause I. I was really, really dialed
in, um, on the brokerage side of things.
We were humming.
We, I mean, we really hadit streamlined, dialed in.
We were doing everything,we're doing flips.
We had developments, wewere doing new construction.
We owned multiple companies.
I mean, we had to because ofthe, the market we were in.
(38:16):
Right.
And I think that's kind of to yourwhole point of what you're saying.
We're kind of in a tough marketand you gotta look at where all the
opportunities that you can tap into.
But I remember when I first startedcoaching and I was like, man,
I feel like I'm getting dumber.
And, and, and it was just frustration,but I think it was a lot of ego
(38:38):
and getting in the way of a coachand, and driving instead of.
Listen, I'm not the hero here.
I'm, I'm, I'm here to pour intoyou and see you grasp and, and
make the, make the changes.
But what I found when I give back, whenI coach, when I teach, it's fulfilling,
(38:58):
but it also makes me look in the mirror.
Oh, absolutely.
And, and dial, dial it in moving forward.
Yeah, absolutely.
Um, I, I will say that the one thingthat, um, there was, there was a moment.
That my husband made me understand.
Um, in coaching, that was reallykind of a pivotal point for me.
Um, I had a full day of coachingclients and they were all realtors
(39:19):
and I had so much anxiety built upand I was, I was just really freaked
out and I was almost in tears and he'slike, babe, what, what, what's wrong?
And I'm like, I just, I don't feellike I'm, I'm giving them enough.
And he said, babe, your job as a coach isnot to constantly feed people trick plays.
Your job as a coach isall the boring stuff.
(39:41):
Mm-hmm.
What do coaches do?
They make you conditioned, they makeyou run laps, they make you do drills.
Um, they make you, you know, justwork on yourself and, and do all
of the boring, repetitive stuff.
And you have anxiety becauseyou're constantly trying to feed
people, trick plays, and thereare only so many trick plays.
Yeah.
And I remember him saying that tome and I was like, you know what?
(40:03):
You, you're right.
But, but I was lookingat it, um, the same way.
So I was very introspective.
That was, that was me feeling like I hadto give people trick plays because that's
what I wanted, because I wanted instantgratification from anything that I looked
at, from any coach that I talked tofrom, from any training that I attended.
I needed something instantto fix what was going on.
(40:24):
And the reality is none of it.
Fixes immediately.
There is no, you know, quick pillor button that's gonna fix anything.
Um, and so that was somethingthat I learned, you know,
introspectively through coaching.
And so I, I definitely think thatthat helped me kind of wrangle
in a, a lot of my issues too.
What great advice that is.
So, that is so true.
So spot on.
(40:45):
And you know, what, whattimely advice too, right?
When you were, you were wrestlingwith it and, and being able to.
Paint that picture for you tobe able to be like, got it.
Like that.
That is so, so powerful.
It really is.
(41:06):
It's, it's a slippery slope too, right?
When you, when you're thinkingthat way, because then, then now
you're like, well, I'm not valuable.
And it's like, hold on.
You're extremely valuable.
Correct.
Extremely valuable.
Correct.
Yeah.
That's so good.
Correct.
So Chauncey, so, so looking in and, andyou know, kind of where you've navigated
and kind of where you've pivoted and,and where you know you are going.
(41:29):
But for most, you know, agents.
Just still focused on, you know,trying to, to open up the, the value.
But they're really dependent upon,you know, sellers, buyers, trying to
recruit, grow the, grow the organization.
Where, what advice would you, youknow, make sure that, hey, listen,
you need to have this foundationbefore you do anything else.
(41:51):
Moving into the new year, what is that?
Build out your store.
Build out the store.
That's it.
There's not, there's nothing else.
And, and, and just like stores get resetsand, and, and stores change things around.
Stores change where they're,they're getting their inventory
from stores change their employees,stores change their prices.
(42:13):
Stores change everything about their look.
They change their signs,their look, fix your store.
You need to start looking at yourself as,um, as a business, um, and in that sense
and that you are a store and, and fix it.
And, and, and if you remember at thatgov event that we're talking about,
that's what I talked about on stagethat I built my revenue share out.
(42:34):
As a revenue share store,it's, it's legitimately how I
picture everything that I do.
And I think if agents start looking attheir business in that capacity, whether
it's their rev share side of the businessor the actual retail side of the business,
then, then they can fix everything.
Uh, so good.
Chauncey, you're amazing.
(42:55):
And, um, you know, we were chattingbefore and just, just your growth and
your evolution is, is really inspiring.
And so you, you know, you reallyembody what this whole expert
mentor series has been about andreally just pouring back in and, and
giving at a, at a super high level.
And I, I can't thank you enoughfor carving out the time and, and
jumping in and adding a massiveamount of value, as always.
(43:17):
Well, thank you for having me,and hopefully you guys focus on
building out your damn store.
Get to it.
Build out the store.
Awesome, Chauncey.
Thank you.
Thank you guys.
We'll see you.
That's a wrap for today.
I hope you got somethingvaluable from this episode.
If you did, hit follow andvisit John kitchens.coach for
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.
Oh, welcome back.
Uh, so good, so good to see you.
(00:22):
Welcome back to another episodeof Expert Mentors Live tsi.
This is our fourth go around.
You saw there in the, in the little intro.
Who, who closed out that little I saw.
I was in the intro.
That's so cool.
Uh, so cool.
Like we, uh.
We, we jumped right in.
As soon as we got on beforewe, before we, we hit go and,
uh, already got right into it.
So I love, I love connecting with you.
(00:43):
I love, love talking with you and reallyaround kind of the whole, uh, pivoting.
What is pivoting?
What does, what does that even mean?
Um, I, I gotta, I gottaconfess a little bit.
So we there towards the kind of the tailend of the NAEA days and, um, we, um.
We all had little sayings.
There was little sayings and, and, um.
(01:05):
We had a shirt designedthat had a dog, right?
Like, like, you know, squirrel,you know, you, you know, the
dog's chasing the squirrel.
But it said pivot.
So like, like I get it.
When you said, Hey, we're gonna talkabout pivoting, why it's important.
I was like, it brought up littlePTSD maybe, but hey, we'll rock
in here with you a little bit.
I love that so much.
(01:26):
I love that.
So Chauncey, what I mean,what the heck is going on?
What have you been up to?
I know you've got a plate full of stuffand you're, you know, you're kind of
joking, you know, just part of the A DHD.
You gotta, you gotta keepyourself, you know, moving and
moving in different directions.
So, yeah.
Yeah.
What's happening?
Um, so I mean, since the last timeI was on here with you, um, I've
(01:47):
wrapped the television show, sowe're no longer filming that show.
We wrapped that, um,around this time last year.
Um, and we've just been rocking androlling with, um, our flipping business
and then, um, the flipping business.
Kind of really made me lean intothis whole pivot thing, which,
you know, flipping was fun.
It was my creative outlet.
It was very profitable for us becausewe are very process driven people,
(02:10):
so we never, we didn't get into thebusiness and just started flipping
houses and just hope for the best.
We built out a duplicatable process, but.
Because we built out that process, we werethen able to build all of these ancillary
services and businesses and build outthis vertically integrated system that
has now become our bread and butter.
Um, and, and that's where we'vebeen spending most of our time.
(02:30):
So, yeah.
So if you see me online right now, youknow, most of what I'm talking about is.
Teaching realtors, um, how to getinto investing, dip their toe in
investing, leverage their commissionsfor things other than just going out
and buying a nice car or purse whenthey get a, a fat commission check.
Um, and, and teaching them how toget into this world of investing,
um, and, and ultimately reallymaximizing their earnings potential.
(02:53):
Yeah, and you know, we werechatting a little bit, just fewer
transactions, you know, obviously,you know, we saw, we saw that.
Last year.
Right.
And you know, I mean, statisticallywe should see an increase.
However, we'll see right Time,time will tell to kind of
see how, how things play out.
(03:14):
But things are taking longer and, andyou know, the days of I could have
a conversation with you and we couldbe at the closing table in 30 days.
It's just.
Those days are pretty much gone.
Right?
We're getting back to the longer lifetimecycle, the cash conversion cycle.
Things are just taking longer.
So I love to your point, to, to, tomaximize the opportunity, you're doing the
(03:36):
thing, you're acquiring the opportunity,really being able to, to, to maximize.
What does that look like right now andmoving into the future from what you're
seeing, what, what you're doing, whatyou're coaching, what you're teaching on.
Um, so it's interesting what I, I did,um, about a year and a half ago is, is
I sat down and I looked at our businessand I, I did this little exercise and
(03:59):
I encourage agents to, to do this.
And I actually just put up a video onTikTok about this, um, which is take a
sheet of paper and write your name inthe middle of that paper and circle it.
And then I want for you to think about.
All of the people in a realestate transaction that ultimately
you're the nucleus of, right?
Like you're gonna bring the client,you're gonna get the ball rolling on
this transaction, but write down allthe different industries and people
(04:22):
that are going to get paid from youbringing that transaction to the table.
Mm-hmm.
And then.
Write down or circle all of thosethat you're actually getting paid on.
And the chances are is you're gonna belucky if it's one outside of the nucleus.
And to me, that's just a waste.
It, it was totally a waste.
And so looking at our flippingbusiness, um, and understanding that,
(04:44):
okay, when I go and buy a house andI renovate this house, all of these
people are gonna get paid from thetime that I buy it until I sell it.
So why can't I figure out a way.
Instead of constantly being on thishamster wheel of figuring out how to
get more deals and how to do more andgoing wide, how about I go deep, which
is something that, you know, Jay Kinderthat you guys have always preached,
(05:07):
even with building out our revenue sharegroups and, and doing different things
like that was, you know, instead ofgoing wide, you, you want to go deep.
And, um, I really leaned intoowning our process and so every.
Step of the process.
Um, I wanted to have myhand in it in some way.
It may not be that I'm the jack ofall trades and I'm, I'm building out,
you know, each individual business,but partnering up with people.
(05:31):
And having some sort of way to capitalizeon as many steps as possible in a
process that you are triggering, thatyou are initiating, I think is very, very
important for realtors, especially intoday's climate where everything is taking
longer and there is just less of it.
Chassie, how do you, so.
The, the question that I wanna askyou is how do, how do you determine
(05:54):
what's a fair value exchangewithin, within that, that process?
And you look at, you know, who'sgetting a bite of that apple every
time that you do the transaction, forexample, you, you, you find the flip.
Now you got.
All of the trades, everybodythat's gonna get paid off of that.
The whole ripple effect from that,and even as a, as working with a buyer
or, or a seller, when we get them intoa, you know, getting them through the
(06:17):
process and getting 'em into a homeor getting their home sold, there's
all of the people that get a bite ofthat apple and, and it's always been.
To the point of like, listen, youare either sweat equity, probably
some check equity to acquire thatopportunity, and then you're just
gonna give that to somebody else andthey're gonna get paid and you're not
(06:38):
getting anything, but you spent themoney to acquire that opportunity.
Be it through, through your, yoursweat, your effort, or you're
paying for the opportunities,you're paying for the leads, you're
paying for the lead systems and.
You're just gonna give it awayso that that's the first, right.
The mental shift is like, oh, wow.
Right.
I am spending time andmoney to acquire that.
(06:59):
But now, okay, they're getting a bite.
How do, how do I get compensated in?
What is a fair compensation trade for me?
Giving you that opportunity?
I think that's, how do you evaluate that?
Um, I, I think that,that's a great question.
Um, I think that.
It starts with actually integratingall of these things into your process.
(07:21):
We were talking before we went liveabout building out a framework,
building out a duplicatable, a proven,uh, process that, that you have.
And, um, I, I think it's really moreabout integrating all of these other
variables into your process and,and when you integrate things into
your process, um, then, then thoseother variables become dependent.
(07:44):
On your process.
Um, and, and at that point when things aredependent on, on you and on your process
and on your machine working, when theyare just a cog in the wheel that you've
created, then ultimately you set yourown damn price because they understand
that they wouldn't exist without you.
And that's ultimately what we've done,um, you know, kind of with our business
and so and so, to give like an example.
(08:05):
With building out these verticals,because I feel like we're, we're
talking almost in code here.
So, so, you know, with, with theflipping business, you know, acquiring
a property, most people that get intothe business are gonna use a wholesaler.
They're gonna have someonethat just brings them a deal.
Well, instead of doing that, I madeacquisitions a part of our process.
Now, do we take dealsin from outside sources?
(08:26):
Of course.
Sure.
But, but to have a duplicatableprocess built in there, then,
then that's, that's a part of it.
Um, and then the hard money lending, um,the commercial lines of credit, like we
figured out a way to tap in and be ableto actually provide lending for others
and in providing lending for others,then now I get a discount on my lending.
(08:46):
So it's, it's helping me twofold.
So whether I'm actuallyinvolved in this process.
For myself or not, like I'mgoing to profit off of it.
Um, the construction part, insteadof hiring a general contractor
and having their crews work, weown that part of the process.
So whether I'm flipping my houseor I'm flipping a house for you,
or even just doing a retail job,I now have a construction company.
I now have design.
(09:08):
I now, um, if I'm gonna beordering cabinets and countertops
and, and flooring, I have directcontacts with wholesalers.
Um, with wholesale companies andsuppliers instead of having to go
to Home Depot and paying a markup.
So essentially, um, I've removedthe middleman from a lot of pieces
and the things that I couldn'tremove the middleman from.
I've just integrated those servicesso hardcore into my process that
(09:31):
they're coming to me every daysaying, when do we have more?
And, and they understand my value, andI can pretty much name whatever stake
that I want in that because they, theylargely wouldn't exist without me.
So what, what is it, what is agood stake without like taking too
much from them to where it doesit, it tarnishes the relationship.
Right?
At some point you're like, man, you know,this isn't, this isn't a win for me.
(09:55):
It's, I feel like Chauncey'swinning more than me.
So how do you, how do youvalue to where, hey, you know.
This is, this is good,this is good for me.
This is, this is good for them.
Hey, let's keep, let's keep doing this.
Yeah.
I mean, I, I, I don't, I don't knowthat it's, um, I, I, I really think
it's all just dependent upon therelationship and it just depends on, on.
(10:17):
How much you're putting into it.
Um, it's no different than with realtors.
When we send a referral out tosomebody, all we've done is made
an initial conversation and thenwe pass that referral on and then
we're like, I want 25 or 30%.
It's an arbitrary number.
Um, we haven't really done anythingfor it besides spark up a conversation.
And so for those, you know.
10, 25%. Whatever that in buyer feelslike is, is the, um, the value on it.
(10:41):
But I don't, I don't necessarily knowthat there's a number, but I know that
you need to position yourself so that youcan at least even have the conversation.
Because if you, if you'renot in a position, then the
number is always gonna be zero.
Um, so even if it's 10% or 20% or 40%, um,you know, that's, that's something that.
You'll just have to determine based onwho you're talking to and and the process.
(11:01):
Yeah.
I, I, a hundred percent.
So that was always kindof our, our rule of thumb.
We defaulted back to alwaysto the 25% because everybody,
especially dealing, dealing inthe, in the real estate industry,
everybody kind of understood that.
Right.
Even if you were a trade.
Yeah.
They kind of, they werefamiliar with that number.
Oh yeah.
25%. I've heard that.
Yeah.
That, that makes sense.
So how we would, we would, we wouldlook at it is like, okay, well.
(11:23):
What are they making off of the deal?
Like what is their service?
Even all the way down to thecarpet cleaning guy, right?
And, and you know, he charges ahundred bucks, for example, right?
To come in and do, do his service.
Well, 25%, 25 bucks is,is it worth 25 bucks?
Right?
Um, and then, you know, you lookat some of these other, these other
(11:46):
trades that, that we would look at and.
We would be like, okay, well theyprobably don't want to give up
the 20, the 25% or $25, but theywould be willing to do something.
And what we found is that we couldjust do a trade and like, hey.
I'm gonna need my stuffcleaned a couple times a year.
Could we just, you just hookus up a couple times a year
(12:07):
and I'll keep hooking you up.
And so there's a lot, we, we did alot of deals just handshake off of,
off of that type of an arrangement.
Right.
So find the value exchange basedupon, like you said, I mean.
You know, when you're, when you'recranking and you have a lot of
opportunities and you're able toacquire a lot of opportunities,
you can demand a little bit more.
Absolutely.
And so I think it's, um, it's,it's super, super smart for, for
(12:30):
agents to be thinking about that.
These bigger teams, and I've been, I'vebeen on Matt and DJ here in Pittsburgh.
I've been on a pretty hardcore onlike, listen guys, I mean, what do
we know with, with, you know, oldercities, older communities, there's
always gonna be plumbing issues.
There's always gonna be, you know,you know, HVAC, heater issues,
(12:50):
coal climate, there's alwaysgonna be those type of issues.
Why not own a stake in one ofthose, those companies that
you're sending out all the time?
Absolutely.
Yeah, absolutely.
It's so important and realtors justare not having those conversations,
but, but I also think a lot of themare not having the conversations
because they haven't built a. Aprocess or a framework of value.
(13:11):
Yeah.
And that's, that's theroot of the problem, right?
Right.
Um, is they don't have a framework.
They don't have a community that theycan say, Hey, X, Y, and Z vendor, I'm
gonna plug you into this communityand now you're gonna be in front of
this many people and I can bring.
They don't have any of that.
And so I think more now than ever, it'sso important for, for realtors to be
(13:31):
building out communities and buildingout real processes and frameworks
for their business or else they'rejust not gonna make it back to your
point, go deeper in the relationship.
Absolutely.
Go a lot deeper in the relationship.
I love that.
So we were chatting before we cameon, I was sharing with you 'cause
kind of get into it and then we'llget into kind of the pivoting and what
that, what that means and how you'reapplying and you're using it, but.
(13:53):
Back to your, to, to yourpoint I was sharing with you,
I, I'd have to look it up.
I don't know what the, the exactbook title is, but, um, Vern Harnish,
uh, is one of our longtime mentors,uh, mastering the Rockefeller habit,
scaling up, and in his, he does aweekly newsletter that comes out.
I've been subscribed to it probably for,geez, 14 years, maybe that long, 15 years.
(14:17):
Been subscribed to, it comesout every week and he, um.
At the end of every year, he drops histop five book recommendations to Read.
If you haven't read, going intothe New Year, based upon each of
the, of, you know, kind of thepillars and, and his methodology.
And one of the ones from this past yearwas a book that did, um, they did the
(14:38):
research and the study on what werethe common characteristics of the top,
uh, the top companies in the Fortune500 that bootstrapped, that didn't take
any, any capital to, to be able to grow.
And, um, the overarching, thenumber one thing is that every
one of them had one proven salesprocess that had a high close ratio.
(15:00):
One, one process.
Yep.
And, and so I think back to kindof what you're saying, back to your
point, being able to have Okay.
Raw material.
We create a raw material, we createan opportunity, we create a lead,
we create a, a contact, we givethem, or we, we provide value in
exchange, we get a, a phone number.
Right.
You know, we have the objective ofa funnel is to get a phone number.
(15:23):
We got a phone number, then what happens?
Right?
And then, you know, is there,what, what's, what's the value add?
What's the, you know, the pre-close video?
What's the, the conversation all, all theway through, like, what is that proven one
process that has the highest close ratio?
And so it was just extremely, um,valuable understanding is that quit
(15:45):
dabbling and doing too many things.
What's the one.
Consistent process that you canrun everybody through, and then
it doesn't matter to your point.
Let's shift over here.
Let's shift over here.
But it doesn't matter.
We still have our process thatwe're gonna run things through.
The framework never changes.
The framework never changes.
But that's the number one reason thatagents, you know, are struggling right
(16:07):
now, is they just don't have a framework.
So they're flailing becausethings are different.
Um, the, the environment of realestate just feels different and
they're having a really, really hardtime 'cause they don't really have.
Anything to plug and play into.
And once you have that system, onceyou have that framework, you can
literally pivot and do anythingand you just keep using it over
(16:28):
and over and over and it works.
So, um, I think that that's gonnabe the, the key to unlocking the.
Sustainability and success, um, in,in today's real estate environment.
Do you wanna walk through kindof, kind of what you see as, as
kind of a, a, it doesn't have tobe like a thousand moving parts.
Like what is kind of your simpleframework, your proven process that
(16:51):
just, just, I mean, we don't have togo too deep with it, but just kind of
certain points that it transitions from.
What does that look like for you?
Oh, that's big.
That is such a loaded question.
Um, well, because I'm not, youknow, retail sales much anymore.
Yeah.
So my business is, is, is very,you know, operations focused.
(17:14):
Um, and so let me kind of go at it, um, asa realtor and, and what I tell people as
a, I'm speaking to them as realtor and I'mnot sure if I've ever talked about this on
one of our other episodes that we've done.
Um, but it's as simple as this.
Your real estate businessis a freaking store.
It's a store and everyone looks atthese service-based businesses and
(17:36):
they get lost on what they're supposedto do, and it's because there's not,
um, a tangible place for them to land.
But if they start looking at theirreal estate business as a store,
and think about if they were to havesigned a lease for $5,000 a month for a
storefront because they wanted to opena a damn shoe store, a clothing store,
no one would have to walk them through.
(17:56):
What type of framework and, andwhat the steps are to building it.
First thing they're gonna dostanding on the curb is look at
this empty shell of a store andthey're gonna say, I need a sign.
Um, you know, I, I need forpeople to understand my names.
That's, you know, the marketing side.
Um, they, you know, needstore hours on the door.
That's my operations timeline.
That's my time blocking.
(18:16):
Um, how do I get customersthrough the door, you know?
Also that's gonna be the marketingonce they come through the door.
Where's my inventory going to come from?
That's, you know, thelead generation process.
So I, I think that it startswith understanding that, that
that's what you're ultimatelybuilding and then within.
That store, you're gonna have a ton ofdifferent processes and it's all about
really perfecting it and understandingwhat you're actually going to do, and
(18:39):
then where you need to plug in thoseresources that, again, you're gonna
be able to take a piece of, becauseevery store has multiple departments.
There's accounts payable, there'scustomer service, there's accounts
receivable, there's operations, there'sthe buyers, and there's inventory, and
there's, there's all of these pieces.
And your real estate business isthe same exact freaking concept.
Um, and you need to just sit.
Write it all out, understand, youknow, all of the pieces of how
(19:03):
the larger operation's gonna work.
And then break down all of thesteps of how do you get someone from
walking through the doors of yourstore to the damn cash register.
And once they check out howare you staying in front of
them, what's that process?
And then just build that out and thenjust run it every single day consistently.
And however, you've gotto pivot in your business.
You just kind of plug andplay with that same system.
(19:25):
Chauncey, I love that.
I like.
Setting back and kind of thinking through.
It is.
That's it, right?
Like everybody can, can grasp theirhead around their favorite restaurant,
their favorite store that they go into,and being able to start that, you know,
with a blank, like a, a blank box.
(19:45):
And yeah.
Okay, we're gonna build this out, butif you had to rebuild your favorite, um.
Place that you either, you know, shopfor clothes, shop for shoes, favorite
restaurant, think through that, right?
And you know, it's all by yourself untilyou've got so many customers coming
through the door that you can't do it all.
And then you start to say, okay,well where do you need to be?
That's the most valuable tothe process of, of delivering.
(20:09):
That stake or delivering those, you know,you know, selling those shoes or whatever,
whatever the case may be, that is such acool framework to be able to think through
and how, you know, to design and redesign,you know, the agents, their business
moving into, moving into the new year.
And it's like, listen, youknow, think about your business.
(20:29):
I mean, what's missing if youdon't have traffic coming through?
What's, what's missing?
Like what, what do you,what do you not have?
What's, what's, what's,what's not going on?
So that's, I I love that.
That is so cool.
It's simple.
It's not easy, but it's simple.
Yeah.
So just start thinkingabout it like your store.
And that's how I thoughtabout my flipping business.
And now moving more into, you know,the interior design space and just
doing all of these different things.
(20:49):
That's how I think I've gottabuild out a store for every single
thing that I do, and then plug andplay all of those missing pieces.
So let's talk about pivoting.
What is, you know, when you saythat, what does, what does that mean?
You know, I, I, I think for realtorsit's very, very difficult, um, for us.
So, so I'll tell you this.
Um.
This year, actually it was, uh, yeah,it was the beginning of the year.
(21:12):
So the first week of this year, I madea post on social media because I'd gone
through every year at the beginning of theyear, I go through all of my social media
profiles and I update my branding becauseI normally do a photo shoot in December.
So I update my pictures andI change my colors and I, and
this year I did something rad.
I took, um, because I always strugglewhen you update your, your bio,
(21:35):
you only have so many characters.
And I always struggle because the veryfirst thing that I always put is realtor.
And then I put all of theseother things than I am.
So then I'm, I'm a house slipper,I'm a speaker, I'm a coach, I'm a
mentor, I'm a, I do interior design.
I do all of these things.
And I ran out of room and I had tofigure out what I was gonna take out.
(21:56):
And the hardest thing for me to do.
Take out the word realtor and Itook the word realtor out, not
because I'm not licensed anymore.
I'm actually, I'm, I'm a licensed realtor,but that's just not my focus anymore.
Is is residential retail real estate.
It's just not.
And that was so, so difficult forme to do and I made a post about
(22:17):
it and I said, finally I did it.
I'm doing all of these other things.
And I think that a lot of realtorsthat, that, that will kind of resonate
with them because a lot of them dosome fantastic things outside of just.
Typical retail real estate, but ouridentities are so caught up in our
production and our identities areso caught up in, um, our units sold.
(22:39):
And, and in saying that I'm amultimillion dollar producer and,
and, and having clients that.
Um, we almost hold ourselves back froma lot of other things that are actually
our gifts that we could be giving tothe world, um, because we're so caught
up in, in the whole realtor thing.
So, so when I say pivot,um, I'm not saying abandon.
(23:02):
Real estate.
Real estate is the nucleus of what you'redoing, and we should all be encouraging
everyone to continue with transactionsand, and keep this train moving.
But it is okay to leverage yourknowledge in real estate, your
network in real estate, and pivotto some other areas in the business.
That you just may find is your home morethan where you are in residential sales.
(23:23):
Um, and, and that was a lessonthat I've been learning over the
last few years, but I've just beenso afraid to let go of I'm, I'm a
realtor, um, and I'm a realtor first.
Um, that, that, I really,really struggled with that.
And so, so pivoting for me isreally just encouraging people
to dabble in some other things.
Um, and, and that it's,it's okay to do that.
(23:45):
It's okay to give yourselfpermission to do that.
Yeah.
You know, you're so spot on with theidentity and I think it's, it's maybe,
um, redefining what success is to them.
Yeah.
And, and you know, I think theyget so latched in, oh, you know,
if I'm not, you know, chasing this,you know, that that's not success.
(24:05):
Chasing more transactions,more, more of that.
You know, I, um, kinder and I,October was 20 years together and so
did, did some, you know, reflecting,leading up to that, coming out of,
coming out of the end of the year,end of, you know, into this new year.
And I, and I looked through it.
Through a couple lenses.
One, one, as a coach looking throughthe lens, uh, as a coach and thinking to
(24:29):
myself, you know, how would I coach these2, 26, 27, 20 8-year-old knuckleheads?
And I would've, I would'vebeen really, really adamant.
I,
um, not chasing status.
Oh.
And that was kind of a,a downfall of, of ours.
(24:51):
I. And one of the things that kindof our experience, and especially for
me being, being in, in the number twoposition, um, second in command, that
chasing status will set you back decades.
Ooh.
And, and, and so what I would'vecoached us on and would've been
(25:13):
around you guys understand process.
Everything you and I are talkingabout, we understand process.
We understand.
But let's, what is success?
And I would've, I would've pushed us onsuccess of being more towards finding
our freedom instead of chasing status.
Yes.
And you know, 27, 20 8-year-old, youknow, two guys and, and that competitive
(25:38):
hard, you just had your helmet.
Yeah.
It's hard.
It's hard.
It's hard.
It's, and so it's easier looking,looking back, but I, I, I really
would've, that would've, you know,obviously we wouldn't be, you and I
wouldn't be on this call if it wasn'tfor that of, so it's, it, it really is.
I mean, everything happens for a reason,but really looking back and being
able to convey that message and, andis exactly what you're saying, right?
(25:59):
It's like.
Get a framework, get a process,and go where your passion is and
and what you want success to be.
A hundred percent.
And, and I've, I've learned that and,and it's been, it's been fabulous.
Um, and I'm, I'm in a reallyhappy spot where I am now.
And, um, I, I really am, am encouragingso many other agents to do the
(26:22):
same, like, it's so important.
Do you, do you go kind of where, whereyour heart goes to where your gut goes?
Or is there indicators or there thingsthat you pay attention to like, ah,
there might be an opportunity here.
How do you kind of look to whereyou wanna give your attention?
Um, you know, I, I, I tend to stay,I never veer too far off the ship.
Okay?
So I, I, I stay, um, in the realestate realm, in, in what I'm doing,
(26:47):
but then I just kind of dabbleagain in all of the different.
So whether that's, you know, I needleads, so then I'm gonna dabble a little
bit into, to running ads in, in agency.
Um, I need design.
I'm gonna dabble in that instead ofhaving to hire an outside designer,
like maybe I'm good at that.
I'm gonna dabble in staging.
And so as I'm dabbling in,in the different areas.
(27:07):
Of, of what my business needs.
I find, and I have found, um, overthe years, like where I'm really
good and, and and, and where Ibelong, and then all of the other
parts of it and, and what I enjoy.
And then all of the other parts arethe things that, you know, I. I'm
just not, not fooling with anymore.
And I, I think that, that, that isthe trick to building, um, a business
(27:29):
that gives you a feeling of freedom,um, and a, a, a business that feels
fulfilling beyond just financialis the business is still there.
All the pieces is still moving.
I. Like, like, like it's there.
But I am, am focused on theseparticular parts of the business
that then allow me to still havethe financial success that I want.
(27:50):
But I'm working specificallyin these certain parts of the
business and, and what I havefound is that I'm very creative.
I. And I've alwaysknown that I'm creative.
Um, and it's typically come out throughsocial media, and that's why I ended
up kind of, you know, on television,which is basically creating content on
a larger scale, but now it's more designand staging and, um, you, you know,
it's, it's on that side of the business.
(28:11):
Um, and creating content on a largerscale with building out my TikTok
and my YouTube and things like that.
Um, and so creativity, um, is driving.
My business from that perspective, butI don't fool with the money anymore.
I, I don't wanna deal with that part.
I don't wanna raise capital.
I don't wanna, I don'twanna, uh, pay people.
I don't wanna deal with any of that crap.
And so, um, again, it's allowed me tosettle in my business and the business is
(28:33):
still running and it's, it's still doinggreat financially, but I'm focused on
my one area and I'm okay now with sayingI don't even list my own dang flips.
I have an an agent for that.
You know why?
Because I'm not thebest damn listing agent.
Like, I'm just not, that's not my thing.
Yeah.
And it's okay to say that, youknow, and, and work in your business
in the capacity that you'd like.
(28:54):
I, I love that.
So for you, is it more that,so it's, it's the, gives you
energy or takes energy, is it?
Yeah.
More fulfilling.
I mean at at what point?
You know, it's not making money, but it isvery fulfilling and it's giving me energy.
Do you still still stay there?
And then it's like, alright,I need to get somebody else.
Like I got the agent to handle this.
(29:15):
Like, I need somebody else to handlethis, but I'm gonna stay right
here because this is giving, youknow, allowing me to stay creative.
It's fulfilling.
Yeah.
And then the money will comealso helping us make money.
Um, a a big part of, of the business,you know, is the fact that the product
that I'm able to create is a lotmore creative than the competition.
(29:35):
But if I would've just focused on whatI thought I had to focus on, which
is just selling houses and, and, andjust the listing process and, and
the acquisitions process, if that'swhat I focus on, because that's what
everybody tells you, you have tofocus on, then, then I would not have
discovered that I have this knack for.
You know, building out really cutespaces and, and cranking out a really
(29:57):
pretty product that then makes peoplewant to send their grandma's house to
us because we have more integrity overthe other guys that are just gonna
buy it and paint everything gray.
Um, that, you know, it's going to,to get us a following in our area
of people that literally follow ourproperties and, and they, you know,
realtors that are constantly bringingus buyers because they, they know that
(30:19):
we put out a quality product like.
Like, so again, I'm working inthe capacity of the business.
The business is still making the money,but I have figured out a way to tap
into my business in a, in, in a waythat is a lot more valuable than what
I thought I was supposed to be doing.
Mm-hmm.
Um, and, and now this issomething that I actually enjoy.
How do you, how do you giveyourself permission to, to do that?
I think that's where a lot of people.
(30:42):
So it's, it's the failure piece, right?
That they're so afraid of, offailing to even try anything.
Oh, I got, I got a little momentum here.
Like, I don't want to, I don'twant to step over there and fail.
How do you give yourself permissionto move in that direction?
It's hard.
Um, I, I don't even answer for thatbecause I've, I've with that for so
(31:03):
long, John, um, I remember calling mygood buddy Nick Good, and I was almost
in tears, you know, when I started justeven pivoting out of production and just
pivoting more into the coaching spaceand the mentoring space and building
out, you know, a large team and speaking.
And I didn't feel like I deserved.
To be in that space.
Um, because I thought that myjob is just to sell houses,
(31:27):
like you're just a realtor.
And so I struggled with that for years,until finally I was just like, screw it.
But it took a long time and I don'tknow what light bulb moment happened.
It just happened over time.
But it was very, very difficult.
It, it was, yeah.
I remember, you know, atGove's first build event.
You know, you know, saw you over thereleaning against the wall, trying to, you
(31:48):
know, blend in, blend in and, and kindof sink into the wall and disappear.
And, you know, and, and for me seeing,you know, like, you know, just having
conversations with you and justseeing your presence and, you know,
I can just feel your confidence, butyou didn't feel that at that time.
And I think there's, there's a lotof, a lot of people feel that way.
(32:09):
Right.
You know, and, and I don'tknow if it's the fake it till
you make it, but, but you.
You, you brought yourself and thenall of a sudden, I can see just in our
conversations over the years, how thatconfidence has grown and you just have
really become okay with, with who you areand you're gonna go and do what you want.
(32:29):
And so it was just, just a process.
Was it just time?
Was it just more reps? It was just time.
Um, and it was hard.
And, and, and having conversations withpeople that, you know, were telling
you that you can't do this and thatyou're focused on the wrong thing.
Like, it was, it was really, really tough.
But, um, I'm, I'm glad that I keptpushing and kept pushing myself, um,
(32:52):
in, into these uncomfortable spaces.
And yes, I do remember being at that buildevent and I was leaned up against the
wall and you came over and I was like.
I don't, I dunno what I'm doing.
I got on the damn stage andtalk in front of 10,000 people.
Like it was terrifying.
But, um, you know, it's just aprocess and it's gonna take time.
The, but the number one thing thatyou have to do is let go of your ego.
(33:14):
You, you have to, none of it evenstarts until you let go of your ego.
But that, that was, that was even aproblem that I had coming over to exp. Um,
I had my own little boutique brokerage.
Yeah.
Before I joined exp and I wasn't makingany money, John, the year that I came
over, I made $21,000 in my brokerage.
I had like 10, 12 agents I was producing.
(33:37):
Um, and, you know, it was flat fee becausewho's gonna really pay me anything outside
of that, I don't have any resourcesor, or any buying power behind me.
I'm just a, a one, you know, person tryingto run this brokerage, and I only made
$21,000 from my agents in that brokerageonce I boiled all of my numbers down
and it took me probably six months.
(33:58):
To say, okay, I'm gonna walk away fromthis and then go over to this other place
and immediately built my revenue sharegroup and, and blew that out of the water.
But I couldn't even let thatgo 'cause it was my ego Yeah.
Um, of saying, that's my name on thedoor, that's my brokerage, it's my thing.
Um, and until we can learn to kindof really let go of bad ideas and
(34:18):
sometimes let go of good ideas.
Yeah.
Um, then it, you, you can't change.
Was that, was that just a moment foryou or was it, was it just maturity?
Was it just growth?
What was it that that just like,ah, okay, this has gotta go.
This is, this is what's holding me back.
It was, it was definitely growth.
It was, it was definitely, um, justmaturity and growth and it just took
(34:39):
time for me to, to figure it out andsay, you know, be honest with myself.
Stop lying to myself.
Um, and, and so justgrowth and time maturity.
How, how critical are, how important?
Was maybe you pouring into othersand seeing, kind of starting to see
yourself in them, and then you're giventhat advice and you're like, uh, I,
(34:59):
I, I need to, I need to take some ofthis, some of this medicine myself.
Mm-hmm.
That was big.
That was definitely big.
I did not, um, and it's interestingthat you'd say that, uh, because I was
talking to, to someone else about this,uh, an agent that I saw grow that's
been with me for the last four or fiveyears, um, and we were having this
conversation and that I. I saw a lotof myself in her and I would get really
(35:23):
frustrated and, and, and kind of coachingher and mentoring her through where
she is has gotten me where I am now.
Yeah.
Um, and sometimes it takes somebodyelse like holding a mirror up
to yourself and for, for you tounderstand that you're the problem.
Um, and so yeah, definitely coachingand mentoring and training helped
me be very introspective because Idid, I saw myself in a lot of those
(35:44):
people and they got on my nerves.
Mm-hmm.
And so, and so, I was like, you know what?
You're getting on my nerves,but you remind me of me.
That means I'm gettingon my own damn nerves.
I need to fix myself too.
Yeah.
Um, and so that helps.
That's, that's a really good tactic ishelp others and you'll see yourself.
It, it's, um, one of the favorite,most favorite concepts and so
(36:06):
important for everybody to, tokind of embrace is from, um.
Uh, Frank Shamrock in his MMA studio,and when you would go in, he would have
this concept of the plus minus and equal.
And day one, he'd be like,listen, you gotta find a plus.
(36:27):
You gotta find somebodythat you look up to.
That's a, that's a higher belt thatyou can model after that you look up to
that can possibly mentor, mentor you.
You gotta find a minus.
You gotta find somebody that youcan pour into, somebody that you
can mentor, somebody that you'relearning and, and you're giving.
And it's like, well, I'm,I'm brand new, right?
(36:49):
So even thinking in the real estateindustry, well, I'm, I'm brand new.
What can I, like, I just got my license.
What can I, what can I pour into somebody?
And it's like, well, listen, howdid you pass your real estate test?
You know, what did you think about howcome you chose to get into this industry?
You could pour into somebody that'sjust thinking about signing up for
classes so you can find a minus.
So you can teach and pour, pour intoother people, and then you gotta find
(37:11):
an equal, somebody that's gonna run withyou, that's gonna be your accountability
partner, that like you guys are textingeach other at the end of the day.
Did you do what yousaid you were gonna do?
If not, what's the penalty?
And I thought that was like,like I love that one of the.
The plus minus and equal.
Who's your plus in, in, inany equity of life, right?
In your health, in your relationships,in your business, who's your plus?
(37:33):
Who's your minus?
Who's your equal?
And if you, when you getthat figured out, because.
You, you know, I know you were pouringinto people, you were mentoring
them, and I know what it did for meand the, I I, I remember like when I
first started coaching back in 20 2012, so February of 2012 was my first
one-on-one coaching, like paid coaching.
(37:54):
And I remember going through that timebecause I. I was really, really dialed
in, um, on the brokerage side of things.
We were humming.
We, I mean, we really hadit streamlined, dialed in.
We were doing everything,we're doing flips.
We had developments, wewere doing new construction.
We owned multiple companies.
I mean, we had to because ofthe, the market we were in.
(38:16):
Right.
And I think that's kind of to yourwhole point of what you're saying.
We're kind of in a tough marketand you gotta look at where all the
opportunities that you can tap into.
But I remember when I first startedcoaching and I was like, man,
I feel like I'm getting dumber.
And, and, and it was just frustration,but I think it was a lot of ego
(38:38):
and getting in the way of a coachand, and driving instead of.
Listen, I'm not the hero here.
I'm, I'm, I'm here to pour intoyou and see you grasp and, and
make the, make the changes.
But what I found when I give back, whenI coach, when I teach, it's fulfilling,
(38:58):
but it also makes me look in the mirror.
Oh, absolutely.
And, and dial, dial it in moving forward.
Yeah, absolutely.
Um, I, I will say that the one thingthat, um, there was, there was a moment.
That my husband made me understand.
Um, in coaching, that was reallykind of a pivotal point for me.
Um, I had a full day of coachingclients and they were all realtors
(39:19):
and I had so much anxiety built upand I was, I was just really freaked
out and I was almost in tears and he'slike, babe, what, what, what's wrong?
And I'm like, I just, I don't feellike I'm, I'm giving them enough.
And he said, babe, your job as a coach isnot to constantly feed people trick plays.
Your job as a coach isall the boring stuff.
(39:41):
Mm-hmm.
What do coaches do?
They make you conditioned, they makeyou run laps, they make you do drills.
Um, they make you, you know, justwork on yourself and, and do all
of the boring, repetitive stuff.
And you have anxiety becauseyou're constantly trying to feed
people, trick plays, and thereare only so many trick plays.
Yeah.
And I remember him saying that tome and I was like, you know what?
(40:03):
You, you're right.
But, but I was lookingat it, um, the same way.
So I was very introspective.
That was, that was me feeling like I hadto give people trick plays because that's
what I wanted, because I wanted instantgratification from anything that I looked
at, from any coach that I talked tofrom, from any training that I attended.
I needed something instantto fix what was going on.
(40:24):
And the reality is none of it.
Fixes immediately.
There is no, you know, quick pillor button that's gonna fix anything.
Um, and so that was somethingthat I learned, you know,
introspectively through coaching.
And so I, I definitely think thatthat helped me kind of wrangle
in a, a lot of my issues too.
What great advice that is.
So, that is so true.
So spot on.
(40:45):
And you know, what, whattimely advice too, right?
When you were, you were wrestlingwith it and, and being able to.
Paint that picture for you tobe able to be like, got it.
Like that.
That is so, so powerful.
It really is.
(41:06):
It's, it's a slippery slope too, right?
When you, when you're thinkingthat way, because then, then now
you're like, well, I'm not valuable.
And it's like, hold on.
You're extremely valuable.
Correct.
Extremely valuable.
Correct.
Yeah.
That's so good.
Correct.
So Chauncey, so, so looking in and, andyou know, kind of where you've navigated
and kind of where you've pivoted and,and where you know you are going.
(41:29):
But for most, you know, agents.
Just still focused on, you know,trying to, to open up the, the value.
But they're really dependent upon,you know, sellers, buyers, trying to
recruit, grow the, grow the organization.
Where, what advice would you, youknow, make sure that, hey, listen,
you need to have this foundationbefore you do anything else.
(41:51):
Moving into the new year, what is that?
Build out your store.
Build out the store.
That's it.
There's not, there's nothing else.
And, and, and just like stores get resetsand, and, and stores change things around.
Stores change where they're,they're getting their inventory
from stores change their employees,stores change their prices.
(42:13):
Stores change everything about their look.
They change their signs,their look, fix your store.
You need to start looking at yourself as,um, as a business, um, and in that sense
and that you are a store and, and fix it.
And, and, and if you remember at thatgov event that we're talking about,
that's what I talked about on stagethat I built my revenue share out.
(42:34):
As a revenue share store,it's, it's legitimately how I
picture everything that I do.
And I think if agents start looking attheir business in that capacity, whether
it's their rev share side of the businessor the actual retail side of the business,
then, then they can fix everything.
Uh, so good.
Chauncey, you're amazing.
(42:55):
And, um, you know, we were chattingbefore and just, just your growth and
your evolution is, is really inspiring.
And so you, you know, you reallyembody what this whole expert
mentor series has been about andreally just pouring back in and, and
giving at a, at a super high level.
And I, I can't thank you enoughfor carving out the time and, and
jumping in and adding a massiveamount of value, as always.
(43:17):
Well, thank you for having me,and hopefully you guys focus on
building out your damn store.
Get to it.
Build out the store.
Awesome, Chauncey.
Thank you.
Thank you guys.
We'll see you.
That's a wrap for today.
I hope you got somethingvaluable from this episode.
If you did, hit follow andvisit John kitchens.coach for
more ways we can work together.
See you on the next episode.
Popular Podcasts
Stuff You Should Know
If you've ever wanted to know about champagne, satanism, the Stonewall Uprising, chaos theory, LSD, El Nino, true crime and Rosa Parks, then look no further. Josh and Chuck have you covered.
Dateline NBC
Current and classic episodes, featuring compelling true-crime mysteries, powerful documentaries and in-depth investigations. Follow now to get the latest episodes of Dateline NBC completely free, or subscribe to Dateline Premium for ad-free listening and exclusive bonus content: DatelinePremium.com
On Purpose with Jay Shetty
I’m Jay Shetty host of On Purpose the worlds #1 Mental Health podcast and I’m so grateful you found us. I started this podcast 5 years ago to invite you into conversations and workshops that are designed to help make you happier, healthier and more healed. I believe that when you (yes you) feel seen, heard and understood you’re able to deal with relationship struggles, work challenges and life’s ups and downs with more ease and grace. I interview experts, celebrities, thought leaders and athletes so that we can grow our mindset, build better habits and uncover a side of them we’ve never seen before. New episodes every Monday and Friday. Your support means the world to me and I don’t take it for granted — click the follow button and leave a review to help us spread the love with On Purpose. I can’t wait for you to listen to your first or 500th episode!