#668: The 7 Components of a Scalable Real Estate Team with Jon Harp

Episode Transcript
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(00:00):
Seven figure success starts whenyou start thinking like a CEO.
Welcome to the JohnKitchens Coach Podcast.
Experience is your host, John Kitchens.
Get ready to think bigger andtransform your business into
a path to lasting freedom.
What is happening, man?
Good to see you, brother.

(00:21):
Good to see you, man.
You know.
Reaching out.
I was like, Ivy, hey, grab, grab John.
I said, we need, we need to talkkind of like team dynamics and
teams now and teams into the future.
And it's just really awesome to see.
I mean, obviously, you know, beenable to ride with you guys for
a long, long time and, and um, Imean, you know, looking at how, how.

(00:46):
Y'all are built, how you're builtnow, making the adjustments,
moving, you know, into the future.
I think it's just really importantbecause it's gonna be harder
and harder, I believe, um, aswe start to see the emergence of
even the bigger, bigger teams.
I mean, that's the directionyou guys are going.
Um, you know, obviously at exp,number one in Ohio, um, on unit

(01:11):
and volume are just, just units.
Both.
So being able to, to, you know, navigatethose waters, um, you know, starting to
shift the balance from just being allbuy side to starting to incorporate, you
know, more on the, on the listing side.
And I. You know, I mean, you guysare good, really good at a handful of

(01:33):
things, and then just trying to, youknow, be better at, at other things and
things that you're feeling is gonna bereally critical moving into the future
as we unpack, you know, the componentsof, of building a team for the future.
And like I was saying,I just, I have this, um.
I have, I don't have gut feeling,but I just, it's gonna be harder

(01:54):
and harder for solo agents to beable to, to navigate the waters.
Um, you know, some type of structure.
Even if you're an agent that's justfocused on production, you're still
gonna have to create some leverage.
You're gonna have to, you know.
Really reinvest into some, someadditional resources there.
There is gonna have to be some humaninvestment, either from a fractional,

(02:16):
you know, component, but I, I'm reallyinterested to see, you know, how the
components really align either productionor full on team with your, you know,
goal of getting out of production andseeing really what that looks like.
So, I'm excited for youto jump in, brother.
Yeah.
And, um.
You know, it's been, I guess, uh,this month is my, the start of the

(02:42):
14th year that I've been with Ryan.
Oh, wow.
So I, uh, I graduated collegein March of 2011, and I started
with him in April as his admin.
And, uh, so yeah, I mean, it's 14th,started for the 14th year, but, um, God,
you know, you're, you're, you're a goodhuman for sticking out 14 years with Ryan.
But, you know, I, I say that because, um.

(03:04):
You know, my first conferencewas, uh, kinder Reese in 2011.
Yeah.
Wow.
Um, I think it was October.
And, uh, yeah.
You know, I didn't know anything.
I was 22 years old and so I was justsitting up on stage and seeing you up
there on stage and Jay and, and, andMike and, you know, all of, uh, you know,
the guest speakers and things like that.
And so now it's, it's always, um,humbling when I, when I get the,

(03:27):
in, in a privilege when I get tojump on here with you, because I was
literally in the crowd like, man, like.
I wish I could, I could be up on stage.
Right?
Yeah.
And so, you know, what we're gonnatalk about today is really, um, you
know, on, on the backs of what you guysbuilt with, with Kinder Reese and NAEA
and, and you know, really just kind offollowing your guys' roadmap and, um,

(03:48):
you know, this topic of, of, uh, theseven components of building a team.
Has really come into my, to my mind 'causeRyan and I are thinking about, you know,
how can you build something that has or,or could you create a guarantee to get
an agent up to a hundred transactions.
Like, you know, what doesthat system look like?
And I think that's one of the thingsthat you guys always kind of taught

(04:08):
us and, and just kind of how we lookat things is like a franchise model.
Mm-hmm.
Like if, if anything that we do inour team, can it be duplicatable
and can we get predictable results?
Right.
And if we can't do it,then we don't do it.
If we can't hit those two things,then, then we don't do it.
And so the, the a hundred, ahundred a hundred transaction

(04:28):
guarantee is, is broken down, Ithink, into these seven components.
And I think it's theseven components that, um.
You know, we built our team to gofrom just Ryan and I to, I think
we're at 52 agents right now.
Yeah.
It's crazy.
And, and, and even you lookback even 18, 24 months ago,
we weren't even half of that.

(04:49):
Yeah.
We were, uh, we, we've, we've hitthese stages in agent count where
we just kind of plateau and we justcouldn't, you know, get over that hump.
Um, so for a hot minute there, youknow, we were stuck at 10, 10 agents.
Um.
That was B before exp. Um, thenwe got to a point where we got up
to like that 20, 25 number and wejust couldn't get over that hump.

(05:11):
Then we got up to 35 and then mm-hmm.
You know, we'd have eight leave.
Right.
And, and, and take us backdown and build it back up.
And so, um, you know, that's beenone of the, the things that we've
been focusing on a little bit more.
Um.
But I kind of just wanted tobreak down the components with you
and, and ping pong, um, back andforth and just get your thoughts.
But, um, also I'm readingthe book Good to Great.

(05:33):
And so this topic kind of goes,you know, in line with that book.
But the number one thing, um,I think when building a team is
what I call defining your sandbox.
And the sandbox is how do you wantto, how do you want to do business?
Um, I, I'm a believer that I don'tnecessarily care, um, what it is.

(05:55):
I think it all works, but youhave to define your sandbox and,
and sandboxes have walls, right?
It's not just, you know,spread out all over the place.
And so I. If that is, I want tobuild a team and all we do are
open houses and, and you know,that's what we're gonna rock with.
Okay, great.
Then who are those agents that I needto go out to, to fit into that sandbox?

(06:18):
Right.
Or, or what are, you know, basedoff of these other components that
we're gonna talk about, that's gonnabe the thing that, that drives our
decisions and, and, and what we do.
Um.
You know, if you want to go and do itbased off of prospecting, all right,
maybe it's expired, it's canceled, right?
That's a different sandbox.
If you wanna do it only throughyour sphere of influence,
that's a different sandbox.

(06:38):
Now there are gonna besome things that bleed in.
'cause, you know, um, I believe in havingtwo to three different business pillars.
So you can't just be all in on justone thing within that sandbox, but your
sandbox and, and how you think aboutbuilding the team or your business.
There should be some, um.
Alignment there, right?

(06:58):
It's, it's not like, um,we're just gonna do leads.
Right?
Okay.
Leads is one thing, but whatelse goes in addition to that?
And so I think when we're, when we'retalking about sandbox, it's like
how do we wanna build the business?
I. Yeah.
Now what do you, what, what, what do youwanna play and who do you wanna serve?
And, uh, you know, are youincorporating, you know, that

(07:19):
component into it as, as well?
Are you incorporating, you know, the, thestarving audience, um, in the marketplace?
Yep.
And, and, and, and reallylooking at, okay, what, where,
where is the real opportunity?
And I mean, you've been, you know.
13, 14 years.
So, I mean, you're back,you know, 20, 20 11.
It's a weird, you know, run20 11, 20 12, um, timeframe.

(07:45):
Kind of, kind of running through there.
I mean, especially where, whereyou're at and I mean, you're in a
market that's just on fire, right?
And continuing to, to grow and catch fire.
Almost feels like kind of what we weregoing through in Texas back in, you
know, the 14, 15 timeframe, um, with justeverything that was, that was emerging.

(08:05):
And it was always fun to see, right.
You know, how many craneswere up in the air.
We could, we could tell, you know,what was, what was happening.
You know, there's a, there's alot of cranes that are, that are
up in the air during that time.
So I think really, really definingthat and, you know, you, you
turned me on, I think too mightbe one of the most important.
Podcast to ever listen to from amarketing perspective and, and to really

(08:28):
help with this, this first componenthere, defining your sandbox, uh, with
the, the Rory Vaden when he was on,uh, when, when Ed had him on, on the,
the podcast a couple years ago now.
But the one thing that always kind ofrings with the define your sandbox comes
from that conversation and you said, youknow, you're, you're best equipped to,

(08:49):
to serve the person that you once were.
Yeah.
Yeah, I mean that one, thatpodcast was, was amazing.
I, I, that's one, I go back.
Two from time to time just to kindof, you know, keep fresh of of mind.
But, you know, even the, thebook Good to Great, right?
It's the hedgehog concept, and, andI know you bring that up, is, is
when you are able to define the waythat you want to build the business.

(09:10):
There's just clarity, right?
And, and then it's, you know.
What am I the best in the world at?
Um, and you know, I tell agentslike, our team isn't for everyone,
but I know who our team is for.
Yeah.
And, and that's who I focus on.
It's not that I can't help you if you wantto go and build your business through,
I. Community events or you know, pastclient events and all of those things.

(09:34):
I can teach you the principles andthe concepts and the things that
you need to do, but from a teamstandpoint, that's not our ideal agent.
That's not what we arethe best in the world at.
Right.
Um, and I think that'swhere a lot of agents get.
Team leaders get caught of, they'retrying to fit, you know, round
pegs and square holes and, and itjust doesn't always work like that.

(09:55):
Right?
And, and I had a conversation withone of my coaching clients yesterday.
He's like, I'm, you know, I'm tryingto get so and so to do X, y, and Z and
I'm trying to get this other personto, I'm like, you're putting them in
positions that they don't want to be in.
They're not the best inthe world at those things.
And so, as a leader.
Of running a team, your job isto put them in the positions

(10:15):
where they're going to win.
And then it's your job to make surethat there's enough opportunities
to fill their, their plate.
Um, and so I think just definingthat sandbox, bringing clarity.
You talk about clarity all the time.
What are you the best in theworld at whatever you wanna
think about during this exercise.
Mm-hmm.
Um, and it's funny because we area team that believes in leads, but

(10:38):
our number one source of business.
Is our sphere of influence.
That's wild.
As many dean leads as you guysgenerate, because you, and some of
that guys don't have a traffic problem.
And, and, and some of that is justbecause of, you know, the nature of
how many agents we have and Yeah.
You know, that kind ofstuff that, that comes in.
But, um, I think sometimes, right,when you're thinking about those two

(10:59):
to three business pillars, just makesure that they're, they're in alignment
of, of how you wanna build your team.
You know, if you're a leads team,right, you're probably gonna
stick into that leads category.
And what what's gonna happenis as we continue to go through
this, one of the components isgonna help you scale that sandbox.
Right?
Right.
Um, so that's the first one.

(11:20):
The second one is admin.
I mean, you could, you could lumpthis into support whatever you want.
I personally believe that there's adifference between, um, admin and tcs.
Um, and, and I think.
I, I think when you're taking thatnext step to, to build a team, it's
getting all of those things offthe plate that you're not good at.
Mm-hmm.

(11:41):
Right.
Would it, would it, so where would you saythat person's scope would start and stop?
Or would it just be essentially, theseare all the things that I suck at.
Here you go.
Right.
You know, I was thinking aboutthis over the weekend, just kind of
evolution and growth and like, we, wetalk about this all the time and we,
we, you know, I, I love your kind ofperspective 'cause you look at time

(12:01):
and, and where, where you can allocateis, you know, support first, TC first.
Like what, what, what, what is thatfirst kind of component in with, um.
You know, obviously unlocking the globalworkforce in 2021 timeframe, you know,
that that put more labor dollar, right?
We could, we could, we could allocateour budget, our labor dollar stay within

(12:22):
the salary cap a lot, a lot better.
But now even with the emergence andespecially, you know, tools like Zy and
being able to utilize, utilize Uzi toreally maybe be that first catchall,
um, you know, I was, I was, youknow, thinking who did this the best?
Um.
Kinder.
He, he, he had three admin beforehe hired his first buyer's agent.

(12:45):
And essentially he just hired somebodyto just do all the stuff that he didn't
like doing, and then they got too busy.
So he hired another one.
Then they got too busy, sohe just hired another one.
And to, to your point, those two thingsright there got him to, you know, the
year first year that he hired his firstbuyer's agent when Rey came on, um.

(13:05):
Uh, without going line item by lineitem, he probably did about 160
deals all by himself that year.
They did 221, but they didn't come, comeon board till the second half of the year.
And again, he got too busy.
He is tired of, he had too manyleads, he had too many buyers, so
he had to start handing them off, iswhy he brought the buyer's agent in.
And so.
Just those two things, right?

(13:26):
The first two components, you canget to a hundred, a hundred units.
And I think that's definingthe sandbox, right?
Because I, you know, I think when,when Jay was building it, it was,
uh, expireds canceled, fizbos, right?
All of those things.
Mm-hmm.
And so like his sandbox,he needed more of.
That admin type role.
Right?
Like for us, it was simplyRyan just hated paperwork.

(13:48):
Right?
Yeah.
Like and back then, obviously 2011,and again, we can talk about this
depending on how you guys wannabuild your business, but I. Back
then we were still faxing things.
So like paperwork was a lot harder to do.
I mean, you had to physically,you know, scan documents.
Yeah.
Get hand signatures.
Right.
So like time, just time took more time.
100s, yeah.
Time, right?
Yeah.
And so like, you know, when you'rerunning around doing listing heavy

(14:10):
type activity right from MLS entry to,you know, signatures, to addendums,
to price reduction, addendums,like all of those things that you
knew need to do paperwork-wise,like admin was the right thing.
But if your sandbox is not, um.
You know, lead focus like that, well,maybe it's not initially the first hire

(14:31):
as an admin, and these are in no order.
I'm just listing outseven components, right?
Because I could also argue that intoday's world, and I know people don't
necessarily agree with me, but in today'sworld, if you're buyer side heavy.
Your first hire might be a buyer's agent.
Mm-hmm.
Because it takes me 20minutes to write a contract.

(14:52):
Now, do I want to do the paperwork?
No.
Right.
But when you're talking about timeallocation of, of showing four
homes at night versus writing anaddendum that takes me five minutes
and it's all electronic, you know,when we're talking about how, how,
what's the best use of our time?
That first hire might be initially.
Buyer, you know, showing agent, buyeragent to, to offload that stuff.

(15:17):
So then you can focuson the paperwork stuff.
And then your second hire is thatadmin, tc, whatever you want it to be.
And so again, I thinkthere's no right way.
I don't think there's a wrong way.
Um, it's defining your sandbox andthen building it what works best for
how you're running your business.
I, I a hundred percent.
And you know, it has evolved so much justwith efficiency and technology to where.

(15:41):
You know, as you're, as you're talking, mymind's going, time and energy audit, time
and energy, audit time and energy audit.
And, you know, for you guys listeningin is not, not familiar with that.
Is that, that is DanMartel's Buy Back Your Time.
That's one of his first exercises,is doing a time and energy audit.
And what we're looking for iswhere to allocate our time that

(16:02):
makes us the most amount of money.
And does not rob us of energy.
That's the kind of thequadrant, the four quadrants.
We're trying to get up into thatquadrant and that quadrant is where we're
making the most amount of money and.
We've got our energy.
I mean, you know, Dan Sullivan talksabout unique ability, um, and unique
ability and excellent activity.

(16:24):
They look the same, except forone gives you energy, one doesn't.
Mm-hmm.
And, and so you've gotta, you know,be working yourself into that box to
where you can spend more time doingthe things that give you energy and
that make you the most amount of money.
I'm not here saying that youare just gonna start doing
your own paperwork, right?

(16:44):
If you're, if you're the teamlead and, and all of those things.
But when we think about, if you are a buyside heavy agent and you're generating
a lot of buyer leads, your first thingmay be that you need to get that showing
agent, because that's gonna save you hoursevery single day and every single week.
That will free up time to thengo and prospect more, right.

(17:05):
Free up time to then handle the paperwork.
And then your second hire is that personto handle all the paperwork stuff.
'cause at the end of the day, youknow, as, as sales professionals and
people that perform at a high level,none of us like touching paperwork.
Um Right.
You know what I mean?
That's not, you know, paperwork'snot best use of our time either.
But you know, the secondone is admin support.
You know, um, is is thesecond main component.

(17:27):
And you know, I always say like,typically we hire fast and we fire
slow, but, but this is the, the adminand support piece is where you, where
you hire slow and you fire fast.
Mm-hmm.
Um, so that's number two.
Um, when I think about what allowed ourteam to grow, it was, you know, we brought
in Ashley, and Ashley took care of.

(17:48):
All of Ryan and i's paperwork stuff.
You know, we had, we had, anduh, so we had, we had Carla.
We had Tracy.
Right?
Yeah.
We had, we had those that allowedus to, to do the things right.
And, and, and to not worryabout the shit back there.
Right.
We knew they could handle it.
Yeah.
And, and then we can throwit out seven different.
You know, if, if you'recrushing open houses, right?

(18:10):
Your support staff may besomeone that makes sure that
all open house signs are up.
Mm-hmm.
Right?
That your open house, you know,packet is ready to go every single
weekend for every single house thatyou're gonna do open houses on.
Right?
Like, that may be your supportperson, because again, you don't
wanna be driving around town ifyou're doing four open houses a
weekend and dropping signs, right?
That's, that's not best use of your time.
You need to just roll up.

(18:32):
Know what you're doing right?
And, and, you know, getafter it during that time.
So defining your sandbox andunderstanding, you know, what is the
right support for, um, what you'relooking to build is, is important.
Uh, the third thing, coaching, whenI think about our team and, and you
know, how we were able to grow itwas, um, you know, Ryan invested in

(18:54):
coaching with you guys and coachingshould speed up, um, your success.
And it should, it should ha.
It should allow you to avoid a lot ofthe mistakes that, that most people make.
Right.
And um, I, the caveat to this, I thinkis finding coaching that aligns with

(19:16):
how you are building your own sandbox.
Mm-hmm.
And, and so like for me, I don'tnecessarily like to teach on
things that I don't do myselfor that I don't really know.
I mean, at the end of the day,we talk about this all the time.
Kitchens, it's like realestate's a conversation sport.
So it's however you wanna makeconversations happen is, is

(19:39):
what's gonna get you the business.
But you know, if you wanna buildyour business strictly through
a. Your sphere of influence.
Well go find coaching thatbuilds businesses strictly
through sphere of influence.
You know, sphere of influence.
If you wanna build your business byprospecting expired, fizbos canceled,
well go find that person that's doing it.
And that has helped otherpeople do it at that level.

(20:02):
And, and Ryan was with youguys before I joined him.
But I'm assuming part of the attractionto him wanting to coach with you guys
is because you are actually buildinga team and running a business, knowing
Ryan and, and how he thinks now.
It literally was, I wanna, Iwanna model what you guys are
doing in, in a lot in Oklahoma.

(20:23):
Right?
And, and that's all we did, right?
And so I think that'swhere coaching can come in.
And really help.
But where I see agents struggle iswhen they try to find or do coaching
that's not in alignment with howthey wanna build their sandbox.
Exactly, exactly.
Yeah.
Such a, such a, such a valid point.
I think, you know, looking atfrom, from the coaching dynamic,

(20:46):
um, look for somebody, um, that.
Either has done it or has the resume ofhelping other people accomplish, right?
It's like, well, you know, Ican never coach with you because
you never played the sport.
Like, listen, like, you know,if that was true, I mean, tiger

(21:07):
would've never had a coach, right?
Mm-hmm.
Right.
So it's, it's the, the thing,I mean, into that point, right?
Like all.
Do any of his coaches ever win majors?
No.
Right.
That, that, that's my whole pointis like, well, I wanna win majors.
Well I gotta, I gotta work withsomebody that's only won majors.
And it's like, no, but he's helpedother people that have won majors,

(21:30):
so there's the proof is there.
So I think you gotta look for sometype of track record of success.
And it doesn't necessarily mean thatthey've been in there and you know,
like the stuff that I coach on.
Applies to small business, any,any business right, that you're
at because it's all principlebased and I know who I'm not for.

(21:53):
I can, I can, I can coach you onscripts, dialogues, conversion, but
you better have that dialed in beforewe start working together because.
We're going to, to another level,into the, into the, you know, the
chess game and the people game,but, um, and the strategy game.
But I love that.
To your point, what else shouldsomebody, you know, with this component,

(22:16):
obviously alignment to how you'rewanting to build your sandbox and
to build your business is important.
What other factors should peopletake into consideration when,
you know, investing in a coach?
Um, it's funny because we, every Wednesdaymorning, I, I get our exp people together,
our, our downline, our organizationtogether, and we do a Zoom call.

(22:38):
And, um, you know, Ryan mentionedtoday that when I joined Ryan at
22 years old, he's, Ryan used theword blind, blind trust, blind
faith of like, I just listenedand did whatever he told me to do.
Um, and I think that is part of.
The coaching component, right?
Like if you're, if you're investingyour, your hard earned dollars into a

(23:03):
coaching company, you shouldn't fightwhat they're telling you to do, right?
You shouldn't have an ego aroundwhat they're trying to tell you
to do, because to your point, theyalso should have the social proof.
It works.
Right?
Right.
Maybe not them personally, but Butthey're coaching clients, right?
And And they should beable to give you examples.

(23:24):
And I think, I think that's theother component to this, like check
the ego at the door Uhhuh, right?
Like you're going to coaching fora reason and are you listening to
what they're actually telling you?
Because they know what is right,because they've coached X number of
people to where you want to get to.
Yeah.
And I just think a lot of timeswe just get in our own way around
just that one simple thing.

(23:46):
Like just listen, go do, come back,report, audit, and and do it again.
Yeah.
Yeah.
And I find that the agents that, youknow, whether it's on on my team or
agents that I coach or whatever, theagents that just ask questions, listen,
do, come back, report, ask questions.
Listen, do are the ones that that movethe needle coach farther and are faster,

(24:09):
uh, because they're not questioningyou every single step of the way.
Yeah.
Yeah.
But you have to have that beliefsystem, that trust and, and I, I think
it's okay to get clarity on how come,how come we're doing this, right?
Sure.
There's some things that, hey,we're just building a behavior.
We're building a habit.
We're develop, we'reinstalling a new skillset.
We're, we're installing a new capability.

(24:30):
But I think, you know,it's good to be curious.
I think it's, it's good to understandand, and it's like, you know, Hey,
I'm trusting and it's like, listen.
If the dots will connect foryou, just execute on this.
You'll, you'll see, but we'vegotta get through this piece.
And so I think that's,um, a critical component.

(24:51):
Have to be coachable.
You have to be open.
Um, you know that that's the, theoutcome over ego concept, right?
Sometimes their ego won't getin the way is because they, they
wanna prove that they're rightand it ain't about being right.
It's about getting to right.
And I think that's one of the, thethings that if you can grasp ahold of
that, you're like, yep, that's right.
It's like, you know, I'm,I'm, I know I'm wrong.

(25:13):
It's the, you know, I know I'm wrong,but I'm trying to be less wrong.
Uh, yeah.
And the other factor too, John,is that, you know, we're human
beings, so we all have blind spots.
Every one of us, and I think when youhave a great coach, they, they do a good
job at holding up the mirror and theangle that you need that you can't see to
where you can take a good, hard look atthe things that are just in our, in our,

(25:37):
in our blind spots and what's coming.
Right.
Yeah.
Like, you know, what, what's the, what'sthe next section of road look like?
Yeah.
Um, and, and so I think, uh, you know,it's just so important that, like the
coaching component of it, I know theyears where we didn't do the coaching
versus the years that we had thecoaching, you know, night and day, um,

(25:59):
of just how, how we functioned as a team.
And again, like I, I always tell anyagent, one of the things that allowed us
to grow was when we implemented what youguys were doing with a transaction fee.
Like when, when we first, um, when I firststarted with Ryan, we didn't have it.
And then, you know, you guys rolled outtransaction fee and, you know, buyer

(26:19):
presentations and all that kind of stuff.
And so the, like when you multiply thatover a hundred, a hundred and fifty,
two hundred, two hundred fifty, threehundred, three hundred fifty, four
hundred transactions, it's a lot of money.
It's a lot of money that allows youto do, and it's just one simple thing.
And you know how many agents have foughtme over the years of whether or not.
They should do it or not.

(26:39):
And, and, you know, now look,you know, the, the law basically
says that we have to, or therules are that we have to, yeah.
Um, whether you, you getcompensated for or not is different.
But I always told people like,that's, that's one of the things
that truly allowed us to, um, growbecause we were able to take those
dollars and reallocate that into thebusiness to then make the next move.

(27:01):
And that was just froma coaching thing, right?
Like that was before thiswas a common thing, right?
This we're talking 20 11, 20 12, youknow, 2013 when, you know, markets were
kind of still crap in some areas, butrebounding and price points were lower.
And, uh, you know, just that onelittle tweak from, from you guys

(27:21):
is what allowed us to, to kind ofkeep reinvesting those dollars.
Yeah.
Um, so I think coaching is, is a,is a component that you definitely
need to have thousand percent.
Fourth thing, affiliates partnership.
Mm-hmm.
Um, I think about Jay Abraham's.
You guys have it in your,in your NAEA archives.
Um, you know, he talks about partnerships.

(27:42):
I think he says it part,uh, partner or parish.
And, um, when we talk about our sandbox,and I talk about, I talk about, uh, this
to, to team leads and, and agents that I'mcoaching or if they just ask me questions.
Not every affiliate is theright affiliate for you.
That's right.
That's right.
Even if they are the best affiliate inwhat they do, they may not be the right

(28:03):
one for how you want to do your business.
That's right.
Um, and, and I just see it allthe time with title companies to
agents, agents to lenders, lenders toagents, you know, whatever it may be.
I don't, you know, I think you guyshave over 80 different affiliates
that could be impacted by our realestate transaction, but you really

(28:24):
need to find the, the affiliates that.
Will help you build your business theway that you want to build your business.
And where I see agents crash and burn,it's like, you know, a, a lender comes
to them and is like, Hey, let's do leads.
But the lender's never done leads, right?
Or the agent's never done leadsand they partner with a lender

(28:45):
that's never done leads well.
That that's a partnership that'snot probably going to work.
Um, or, you know, title companiesthat go around saying, Hey, you know,
you're a newer agent, let's investmoney into mailers or pamphlets, or
like, that's just not gonna work.
Because as a new agent, typicallyyou don't have the capital to see
that through to win long term.

(29:06):
Right?
And so you're gonna give it 1, 2,3 months 'cause that's what you
have in your bank account, butyou're not gonna get any results.
And so I think your partnershipsare important, but building
it with the right people.
And that would be the second thing,um, that I believe allowed us to
initially scale is we partnered witha lending company that truly ran

(29:29):
their business based off of leads.
And so when you had two companies cometogether with the understanding of lead
generation, online, lead generation,and the idea of prospecting, dialing,
and, and working together, um, that'swhere it allowed us to, to take the, the
business in initially to that next level.
Because they're equal, they're bought in.

(29:53):
The idea of what we need to do tospend the money to generate the
leads we're bought in on spendingthe money to generate the leads,
and that is what allowed us to scalewith opportunity a hundred percent.
Man.
And what, what you're saying isconnecting the dots there of we agree,
we have the same belief system ofhow we want to build our business.
The, the, the kicker for, forus was when we started to really

(30:16):
understand lifetime value.
And once we unlocked that for the waywe thought and the way we looked at.
Our clientele and understanding that, youknow, the whole, um, you know what 90%
say, they would use the same agent, lessthan 10% actually do, and knowing that
that one time first transaction is only I.

(30:39):
You know, single digit percentageof the overall lifetime value of,
of that particular transaction,that client, that opportunity.
And when you, when you step backand you go, okay, you know, this is
a buyer coming into the marketplaceand they are, you know, at a,
at a certain age, young family.

(31:00):
How long am I gonna bein this game, right?
How long am I, you know,looking to build a career?
Is this a short stint?
Is this a hobby or is this somethingthat I'm at least committed to?
Maybe borderline obsessed thatthis is gonna be my career?
Then I think you gotta stepback and go, okay, there's
some real lifetime value here.
I'm gonna ride over the next 20years and what is the average, you

(31:21):
know, time that somebody makes amove, what, seven to nine years?
Kind of depending upon pricepoint market and so what 20 years
they're gonna make at least.
One other move, if not two.
Where are their kids?
Their kid's gonna be buying homes,you know, are they well connected, the
family, the relationship, connections.
So you start to look at lifetimevalue and when you start to look at

(31:43):
the affiliates and the partnerships,you gotta make sure that it aligns
to what one, they get the result.
But how does the experience that theyhave throughout the entire transaction
and is it consistent with what we believeand how we operate and how we do things.
Um, I. And, and you start to piecethose people together, right?

(32:04):
Because you want a consistent experience.
Because at the end of the day, ifthey have a bad experience with one
of those affiliates, who are theygonna come point the finger at?
At you?
Yeah.
Because you probably recommended thatperson, you know, or that company
or that other business to, to, youknow, to be part of the experience.
That the biggest lesson for us.

(32:25):
Was on the lending side, um, we had, um,somebody paying us a pretty good chunk
of change to be our preferred lender.
Mm-hmm.
Terrible product.
Good, good kid.
Terrible product.
Could not in, in, in, in, in ourcore push people over there because

(32:49):
they had a horrible product.
We had another.
Guy come in.
That was kind of our backup lender.
But we started noticing this guy wouldget everything done and he was, he could
do the deals that nobody else could do.
So it's like, man, we don't wannaalways give you our hard stuff.
We wanna give you all of our stuff.
They came in as an affiliate, paying us athird, less than what the preferred vendor

(33:15):
was, and we let, we let the preferredvendor go, took a third less money.
We had a better partner, we hada better experience, and we had
more faith that the deal was gonnaget done if it got into his hands.
So that's a great lesson.
Um, and I love that as, as a criticalcomponent because you can't do it.

(33:36):
You gotta align with the right people.
You gotta, you gotta buildthe right relationships.
That's a win-win for everybody.
Um, and, and so, you know, it's not about.
Just handing the business, therehas to be something in return to
make that also a good partnership.
Yeah.
And I even say, you know, yourrelationship should be easy then right.

(33:59):
With, with those partners.
And when I meet with someone, youknow, one of my, um, one of my
criteria is, look, I personally canwork with a lot of different people
because of, you know, my personality.
I'm a little bit more chill,laid back, all of those things.
But I said I have to, I have tokeep in mind I got 52 other agents
that I also have to, you know.

(34:20):
Make sure that thesepartnerships are are correct.
And so one of the things Ialways say is like, if you create
phone calls that I have to take.
For my agents of like, so-and-so'snot answering the phone,
so-and-so's not getting back to me.
So and so this so and so that, so andso that is a problem for me, right.
As a, as one of the leaders of the team.
And so, you know, it's not even just aboutdollars invested, like you said, it's

(34:42):
not about, I. Um, product all the time.
It's, it's, you know, what is,how, how are we gonna make this
partnership work for all of us?
Because it's, as a leader,and again, we're talking about
building a team, it's not just you.
You gotta think about all of your agentsand, and what that partnership looks like.
And there's plenty of people outthere, there's plenty of roofing
companies out there, there's plentyof lenders out there, there's plenty

(35:03):
of of home warranty reps, right?
You just gotta find the one that, that isin alignment with how you want to grow.
Uh, we left our one title companysimply because they said they
didn't want to grow with us.
Cool.
Hey, like, it was greatdoing business for Yeah.
We're the best for five,six years, whatever it was.
But, you know, we're,we're trying to go here.
You wanna stay here, it just doesn't work.
Yeah.
Um, had a great relationships and allthose things, but, you know, we need

(35:27):
to, to make a pivot to get to thatnext step, um, and find that next
partner that was willing to alignwith us to get us to that next step.
Yeah, I love that.
And you know, the easiest way thatI found is once you have your vision
laid out, your core values, why,why your company exists, what's
your big, hairy, audacious goal?
Where, where do you wanna bein, you know, five, 10 years?

(35:47):
What do you wanna be in three years?
What are you doing this year?
It's easy to then show them, this iswhere we're going, this is our vision,
this is what we're wanting to accomplish,and we're looking for affiliates and
partners that wanna get on board.
Be a part of this journey with us.
That's the easiest wayto have the conversation.
So that's, you know, not only, youknow, the, the strategic plan is not

(36:08):
only a living document in a, in a,in a, in a guiding light for you,
but it's also a way that you canshow people where you're going and
see if they wanna be a part of that
a hundred percent.
Number five.
CRM and obviously in today'sworld, there's 17,000 different
CRM that you guys can choose from.

(36:30):
Yes.
But I think that's the,that's also the, the problem.
Mm-hmm.
Um, when, when people, agentscome to me like, what's CRM?
Do you use BoomTown?
Now, obviously who knows what's gonnahappen when booms down over the years.
But as a leader, your job isalso to bring consistency.
Mm-hmm.
And sometimes that is not justin your message, but in the tools

(36:51):
and things that you utilize.
Um, and so for us, you know,everyone should have A-A-C-R-M.
I mean, if you're bouncing around fromCRM to CRM to CRM to CRM, or you're only
choosing the cheap CRMs because that'swhat you know, you think you can afford.
Um.
I would just encourage you thatyou do your due diligence and you
pick a CRM and you run with it.

(37:11):
Mm-hmm.
Um, and if you can't afford it, right,that's where you go back to your
affiliates, make something work, right?
Like find a partnership where, youknow, they can help offset some of
those, um, expenses or something.
But, uh, we all should have a CRM.
I don't care if you build your businessby your sphere of influence, like as
a leader, as a team leader, you can'tjust operate out out of your head.

(37:35):
And.
It's not just you, you have to thinkabout, okay, what is that agent
that I'm bringing to my team, maybefrom four years from now, right?
Like, what system do theyneed to have in place?
What are we gonna use?
Um, and you know, I thinkabout Ryan and I's Journey.
Ryan's never been inBoomTown as an agent, right?

(37:58):
Like, because he's been outtaproduction since I think 2015.
Um.
When I joined him, uh, he wasselling off res and so like
his was very seller focused.
He didn't do buy-side business.
I did all of the buy-side businessfor the first three years of my
career, so I was in BoomTown.
But Ryan believed, and, and this is theother piece to this, Ryan believed in

(38:19):
the idea that we needed a strong CRM.
Yeah.
And that was, um, I don't wanna usethe word preached, but that was, we,
we've always had conversations of, yougotta be in your CM every single day.
Right?
That'd something that you'd talkto me about every single day.
Like every day, check your leads, right?
Make your dials, like, be in your CRM.
Who are you touching?
Who you reaching out to?

(38:40):
Are you engaging, um, every day?
And, and I just see, you know, teamleads up and coming, or, or agents,
you know, they just bounce back andforth to CRM, to CRM and they're
trying to find the perfect one.
There is no perfect one.
Like, you gotta find the onethat has the components that
you are actually going to use.
Um, and then roll with it.
So the one, the best CRMis the one you'll use.

(39:02):
The one you'll be in every day.
The one you'll, you'll touchthe one that feels good to you,
the one you like looking at.
Um, you know, BoomTownBoomtowns was sexy, right?
You know, I think wewould've stuck with BoomTown.
We were just at a point.
To where, um, Greer justdidn't wanna play ball.
Um, and Dwayne did.

(39:23):
And so that's why, you know, we wereday ones with Commissions Inc. And Yep.
You know, an integral part of,of, you know, commissions Inc.
Being built.
I mean at, you know, when, when theywere in the massive growth phase, we were
25% of their, of their client base wasdirectly from, you know, our affiliation
and, and, um, we learned to love it.

(39:47):
But we also gave feedback and theyapproved upon it based upon what
we wanted to see and what we liked.
And um, you know, I think, I thinkif Tiger Leads would've still
been around, we would've stuckwith Tiger leads for forever.
Um, but to, to your point, you find onethat you like and you'll use that works.
You'll actually get in and dosomething with, I think is key.

(40:09):
And here's the thing, it goesback to what I started off with.
It's gotta be able to duplicateand bring predictable results.
And so when we came to exp, it was,okay, do we get rid of BoomTown, go to
KV core and it's gonna save Ryan, youknow, a couple thousand dollars a month?
Or do we go with the thing thatwe've rocked with for the last
seven years that I can teach?
Any agent that come and joins ourteam over the next 5, 10, 15 years

(40:32):
because I already know it like theback of my hand and I can get the
agents up and running faster, right?
It's not that I wouldn't beable to pick up a new CRM.
They're all the same, right?
Like if you've been in this business andyou've operated outta CRM, they're, at the
end of the day, they're pretty similar.
But it came back to no, like this iskind of like the status quo of our
team, and this is one of the mainpillar systems that we use and it's

(40:53):
just easier for us to implement.
A new agent coming in.
Yeah.
And, and we don't have to, youknow, come up with a, a new
onboarding every single time.
Yeah.
Yeah.
I love it.
I love it.
Um, number six, presentations.
Um, and this is one where, you know, buyerseller presentations, uh, I think a lot

(41:16):
of times as, as teams, you know, the teamleader's still in production and, you
know, they don't need the presentations.
But what they fail to, toremember is that their agents do.
Um, and then as I was thinking throughthis and, and as Ryan and I are, are,
um, I can't really announce it becauseit, we're officially announcing it
next week, but, and you kind of knowa little bit behind the scenes, but

(41:38):
as we're building out this other,uh, opportunity and vertical, I.
It's, it's, it's not, you know, thepresentations aren't necessarily
for your best salesperson.
They're actually for likeyour worst salesperson, right?
But we all should be usingthem every single time.
Um, because again, we want to beable to duplicate it from one agent

(42:01):
to the next, and we want to beable to get predictable results.
And so if your worst sales agent hasa fire buyer consultation presentation
that they can do, and a, you know,badass listing presentation that they
can follow, they're the gonna be theones that need it the most, right?

(42:22):
Your, your number one sales person,number two sales person, right?
They may have this that they fall backto, but they don't really need it.
And I think as, as team leads,especially with the ones
that are still in production.
They don't have a system in placearound listing presentations
and buyer presentations.
When they're talkingabout building their team.
It's just like, oh, here, shadow me.

(42:43):
Here's how I do it.
Yeah, and, and what I learned is.
Early in my career, Ryan, Ryan has thegift of, of being able to talk, right?
Like he can talk to anyone and he can talkhimself into things and out of things.
And, you know, he justhas that natural ability.
And I, I caught myself earlyon trying to mimic him.
Mm-hmm.
And so, like, if it was,Hey John, just shadow me.

(43:04):
This is what I do, I would've failed.
And so like I, because of mypersonality, I needed more of the
structure of a, of a presentation.
Something that I could just follow becauseI didn't necessarily have the natural
ability to be able to to BS my way.
And I use the word Bs, but Bs myway in and outta conversations to
build a relationship with someone.

(43:26):
And that's not, um,that's not a, a bad thing.
It, it's just if, if you are operatingas just shadow me and do what I
do, your agents, aren't you, right?
They need something to fall back to.
And so I think the sixth thing, um,is, is you have to have presentations.
It's, man, it's, it's about understanding.

(43:47):
You're trying to get, you know,somebody from A to B, right?
That's, that's the whole thing.
And you know, Belfort has one of thebest sales training that have ever
gone through, and it's all about that.
It's about all abouttaking, you know, your.
Your opportunity, your prospectto where you want them to go.

(44:08):
And so in real estate, like with amotivated seller, you know, you want
to take them to, to list the property,but list it and position it in the
market that it's actually gonna selland it's gonna sell relatively quick.
So we can turn, you know, turn thatmoney and you've gotta have a consistent.
Predictable duplicatable process becauseyou're gonna get thrown off off the line.

(44:31):
Right?
That's what he calls.
It's the straight line concept andyou're trying to straight line,
move them from A to B in, in, in thebest of a linear path as possible,
but you're gonna get thrown off.
You're gonna get derailed, greatpresentation, brings you right back
to the line and keeps things moving.
And, you know, um, if you ever havea desire to get outta production,

(44:52):
like, like Ryan, um, and, andyourself have to have been able to.
You gotta have, you gotta have a, aprocess that they can follow creates
a consistent experience as well.
That was the other thing is that,you know, when you have the About me
presentation, look at me, look at me.
That's not duplicatable for, foranybody to go use, to be able to,

(45:14):
to have those high conversion rates.
Um, but it's inconsistent.
The experience kills lifetime value.
So you gotta have, you gotta havea predictable, um, consistent, um,
system that will build lifetime value.
Yeah, and again, it's, it's, um, youhave to think about that agent that

(45:38):
you bring on five years from now.
Hmm.
Can you just plug them right in?
Like, do you actually have systems inplace around this to where you're not
having to stop to, to do everythingin order for them to have success?
Um, one of our newer agents, uh,normally I like to be, or I, I will
help our agents on the first, youknow, two, three buyer presentations

(46:01):
that they do with a client, right?
And normally I operate as like, Hey,first one, I'll do it second one.
We tag team it.
Third one, you do it and I'll fill in thegaps if I think you're missing things.
And I do that on listings and I dothat on, on buyer presentations.
Well, uh, we had one where a new agentcame on board and I was out of town.
She set a buyer presentation up.
I have a recorded video ofwalking you through how to do it.

(46:24):
And because we had a magazine in place,our buyer presentation magazine in
place, she was able to, she wasn't ahundred percent comfortable, but she
was able to go and do that appointmentand, and get them to sign to agree
with, with, with, uh, to work with her.
Right.
And, and it's because we can, we hada process to follow that's so good.

(46:44):
Get predictable results for thatnew agent, that it's their first
time and, and it's so, so important.
I was just kind of lookingfor this right here, but it.
It's, you look at, there's only,there's only you, you have to
understand, people only buy results.
That's it.
Right?
Even a pack of gum, right?
What, what type of result we want?
We want either fresh, fresh breath,or, you know, just something to,

(47:07):
to occupy us or whatever, right?
We, we, we buy stufffor a particular result.
Well, one of the results thatpeople will buy is a proven process.
They want a proven process.
Like, okay, like gimme theframework, gimme step by step.
I don't wanna have to overthinkthis if it's already been done.
I don't wanna have to recreate it.
Just gimme a system I can plug into.
That's one of the things people buy.

(47:28):
Yeah.
Yeah, for sure.
That's good.
And it just brings confidence toyour agents, um, as well, right?
Because as they get those confidenceto you that they can, they have a
system that they can go execute.
Yeah.
And and them too, right?
Because when they see that win, right?
When they do that buyerconsultation or they do that listing
consultation, they get that win.
Right now.
They, now they have thatbelief system around.

(47:49):
That process.
So number six is presentations.
And again, it's one of those thingsas salespeople, you know, typically we
don't like doing those things, right?
We don't like taking thetime to build 'em out.
Um, that's where like your adminsupport team can come in, right?
Maybe you, you pass some of that stuffoff and you build that stuff out.
Um, and then number seven, and thiswas one that, you know, it took us,
uh, seven, seven-ish years to, toreally learn, um, is recruiting.

(48:20):
Uh, and uh, Ryan and I, wetalk, we share it all the time.
We, Zillow flew us out to their New York,uh, headquarters, um, when they were, um.
I think this was, this was, yeah,pre flex and we met a broker owner
out there at re max from Brooklyn,I think it was from Brooklyn.
And, um, he just said, youguys have to recruit more.

(48:40):
Yeah.
And I don't know what it was, right?
Like it was just, you know,who knows what it was.
But for, from that moment on, we just,we just came back and we said, okay,
we're, we're, we're going to build.
Prior to that, it was always like, wewant 10 agents to sell 25 to 35 homes,
and we're gonna sell 300 homes that way.
Right.
Unicorns.
And it was always poundingour head against the wall.
Mm-hmm.

(49:01):
Because we wanted it morethan what they wanted it for.
Mm-hmm.
And mm-hmm.
Um, now looking, you know, atwhat we do now, um, you know, it's
kinda like when I said like, youjust gotta listen to your coach.
Like I. Brokerage models workbecause they work like, yeah.
You know, Coldwell Banker is not a, aa, a brokerage of just a hundred agents

(49:24):
and selling a shit ton of houses.
You need bodies, right?
Yeah.
You need headcount.
And so it's like, you know,we can fight it all we want.
There are a few.
Rarities of, of smaller teamsperforming at a high level.
Like, don't get me wrong,like it is possible.
Yeah.
But I think for the majority it is, um,you know, you, you have to go out and you

(49:45):
have to find agents to bring on board.
And the way that I explain this to peoplethat want to challenge me on it is I'm
like, okay, you sell real estate right.
Yes, I saw real estate.
Okay, well how many deals are you gonnaget out of a database of just 10 people,
or a hundred people or a thousand people?
Well, do you think you would getmore deals outta that database

(50:08):
if that was 10,000 people?
So like why do you think yourjob as a real estate agent is
to generate more leads, right?
Yes.
Okay.
Well, as a team lead, your job isto go and and find more people.
Because there's gonna be turnover, right?
Mm-hmm.
There's going, and that'swhere we got caught, right?
I, I call it the, the team quicksand.
I think if you're between thatseven agent to 12 ish agent

(50:32):
head count, you're in quicksand.
You're gonna have, you're gonna havesome years where, like you're gonna
have 12, but then what's gonna happenis you're top 2, 3, 4 agents are gonna
leave, and that drops you down to eight.
And they're, and they'reprobably gonna leave together
and form their own team together.
And, and so.
You know, if you want to buildthe team of, of 10 agents doing
20, 25 deals, then you need 50agents, 60 agents to get those 10.

(50:57):
And, and so it, it, itis, it's all about it.
You know, one way to to thinkabout this too, John, what goes
back to two math metrics that thatmatter the most in any business?
Customer acquisition costs lifetime value.
And I was running this exercisewith, um, with a client.
I. At the beginning of theweek, and he's got several

(51:21):
different business units, right?
Different businesses andthings that he's doing.
And I said, you know, which one ofthese, um, has the highest ratio of
customer acquisition to lifetime value?
And so we were just going through theexercise and I said, how much a year
does an agent pay you on average?

(51:44):
Let's say 50,000 a yearis what the math was.
I said, great.
What does it cost you toacquire that agent that's
gonna do 50,000 a year for you?
He said, like, actual dollars,not much ti, a little bit of time.
I said, okay.
So if you put a dollar amountto your time, let's say you're
worth, you know your time'sworth a thousand dollars an hour.

(52:05):
You got five hours, 5,000.
That's super high too, butjust for simplicity's sake.
Yeah, 50,000 in year one, I said, how manyyears do they typically stay with you?
On average?
Average three, three and a half.
So you make 150 to 175,000 offof a high-end $5,000 investment.

(52:28):
I said, would you not be trading$5,000 every day to bring in
175,000 over the next three years?
Right.
That's how you have to think about it.
Yeah.
The one thing that we never nailed in thebrokerage in Lawton, we never nailed it.
We never nailed a consistentrecruiting process.

(52:49):
That's the one thing thatwe, that we did not have.
Like if you were gonna put uson a, on a failure, we failed.
At, um, recruiting process, uh,for agents in our brokerage.
Yeah.
And if we could go back, that wouldbe, that would be the one thing that
we would've given more attention to.
Yeah.
And you know, we had a couple thingsalong the years where, you know,

(53:10):
we had a husband, wife team at, eh.
Um, and this is why, partly why wecame to, to exp 'cause the model
solves for some of these problems.
But, you know, we had 42 transactions walkout the door when they decided to leave.
Mm-hmm.
You know, that hurtswhen you only have Yep.
Eight agents, right?
Yeah.
And team leads trying to getout of production and, you
know, all of those things.
Um, you know, 2021, uh, end of2021, we had almost a hundred

(53:35):
transactions walk out the door.
Yeah.
Number one agent left.
Number three agent left.
Took a couple agents with them.
Yeah.
You know, we didn't skipa beat though, right?
Yeah.
Because we knew, hey, our job is,you know, I think we dipped down
to 20 some agents at the time.
Cool.
All right.
Let's get back up to, to 30.
Mm-hmm.
Um, 2020, uh, three.

(53:57):
We had, uh, 30 to 35transactions go out the door.
Mm-hmm.
2024, we had 30 transactionsgo out the door.
Right.
Because those agents left ourteam to go build their own thing.
Um, yeah.
And so when you think about that,if, if we would've just stayed
small, losing 30 transactions a year.
Big.
Mm-hmm.
Um, you know, most people can't handle ahundred transactions going out the door.

(54:20):
That would, that would, you know,they would crumble, crush business,
you know, crush, crush business.
Well, they, they'd, they'd, they'dhave to, they'd have to re-look
at how, at how they do business.
And I think the reality of it is, isthat if you do have a true desire to
escape production, the only way to doit is through increase of headcount.
Or you start.
Another side hustle that ultimately isgenerating enough revenue for you to

(54:41):
continue to live the life that you have.
That's the only two things that I'veever seen anybody escape production is
they have another endeavor that theyused that used this to catapult them to.
Or they use it to unlock, you know,additional revenue streams through,
through investments in, in real estate.
Or they have a big ass team that takesover production that they can get.

(55:02):
It's, that's really about the onlythree ways to escape production.
Or you just bail, right?
You just, you just hit theejector ejector button.
Yeah, and this just, and thisgoes back to your sandbox, right?
I mean, if you want high performingagents, then you know you're
gonna lose the split game.
Right.
Yeah.
And at some point it'sgonna be an ego game.
Right?
Right.
And, and they're gonna leave anyways.
And so it's like, okay, is thatthe sandbox that I wanna play in?

(55:24):
Right.
And that's, and that's what wejust have to keep asking ourselves
as we kind of go through theseiterations and all these things.
Is this the sandbox that we wanna play in?
Right, right.
Kitchens you told me one time,it's like, problems don't go away.
Like every time we make a move, wethink we're solving for a problem.
But you, you've always said,problems don't go away.
They just change.
What problems do you wanna, what's pro?
What problems do you wanna solve?
There's always there, there'salways problems to solve.

(55:46):
I would just rather you, you, youcan, you can solve, you know, a
hundred dollar problems or you cansolve a million dollar problems.
I, I, you know, what type ofproblems do you wanna solve?
You're better off solving bigger problems.
So, brother, this has been fantastic.
Um, I couldn't agree with you more, man.
These are great seven componentsinto, to truly building a team
now and a team into the future.
It really gives that foundation, right?

(56:07):
It's the.
The Bible verse, you know, Matthew,uh, built, built on solid foundation
or built on sand, and there's a lotof, lot of agents building, building
something they think is on, is on solidfoundation, but it really is on sand.
And, um, these, these seven componentsright here, man, give you a really
solid foundation to be able togrow now and into the future.

(56:29):
Yeah, and I think there's an eighth one.
Um, but I think that is a, a, um, certainteam level iteration and I think where
our industry's going will be added.
So.
Stay tuned for that one time.
Stay tuned for that one.
I love it.
Maybe we can talk about thatone different, different time.

(56:49):
I love it, brother.
I appreciate you.
Uh, fantastic.
Always great, uh, alwaysgreat chopping it up with you.
And, um, you guys out there, if youreally want to look at, you know,
the component, these components inaction, you want to really see it.
And, and it's, it's awesome if youreally wanna see it, connect with John.
Like I said, they're the numberone, uh, team for units in volume

(57:11):
in the state of Ohio for exp.
And, um, man, uh, not slowingdown, we're actually putting
gas to that fire working on it.
Yes, sir. Awesome.
Working on it.
Appreciate you.
Yeah.
Thanks so much for having me on.
See you, bro.
I'll see you.
See you guys.
Thanks.
That's a wrap for today.
I hope you got somethingvaluable from this episode.
If you did, hit follow andvisit John kitchens.coach for

(57:33):
more ways we can work together.
See you on the next episode.

All Episodes

Episode Overview:

Key Takeaways:

Define Your Sandbox

Admin & Support Structure

Coaching

Affiliate Partnerships

CRM Systems

Buyer & Seller Presentations

Recruiting

Bonus Concepts:

Episode Transcript

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