#694: Why Agents Stay, Move, and Grow (Plus the Role of AI in All of It) with Kendall Bonner

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's happening, everybody, man.
Thank you guys.
Tuning into another episode of OneBig Fire and we've got a massive fire.

(00:23):
Joining us today, Mr. Stasek, as the oneand only is Kendall Bonner in the house.
Kendall, welcome, always great seeing you.
Hey, love it.
Love being back.
Uh, so power.
Yes, for sure.
So you guys tuning in, uh, first time,you know, one big fire is, is really

(00:44):
about, you know, the conversationswith all the, the fires throughout
the country and coming togetherto form one big, massive fire.
And.
Today's no different.
We love to, to jump into, to hot topics,things on kind of at the forefront of
what we're seeing, what we're hearing,what we're feeling, and we wanna dive in.
And, and so today is, is no different.

(01:05):
And being able to have Kindle'sgenius and perspective is, is always,
uh, something to pay attention to.
And you know, I, I told, uh, uh,Kendall, I told, you know, sta and.
Kinder, I was like, uh, you know, if youwanna pay attention to what's happening
with exp, I said, the one that you gottapay attention to is what Kendall is up to.

(01:25):
And, uh, so love, love having you on.
Anytime that we get an opportunity toconnect and, uh, excited to dive in.
Well, I'm honored to be here.
This is amazing.
I love y'all, and I'm solike, I'm ready to have fun.
Let's have a good, fun,value-driven conversation.
Let's do it.
Let's go.
So, Al, I would love foryou to kind of kick it off.

(01:46):
We were talking about, you know, around,um, attraction, around recruiting,
why agents move or why even, even moreinteresting why agents don't move even
when they know it's the right thing to do.
So you were, you weretalking about, uh, PDF.
You were, you were diving into, you sharedon a previous conversation earlier this
week, man, I think it's worth diving intoand, and being able to, to get, you know,

(02:09):
Kendall's perspective, uh, especiallyaround the mindset and psychology of why
people do what, what the heck they do.
Yeah, yeah.
And I mean, one of the, one ofthe big, you know, it, it was more
confirming than like an aha was,um, a statement in that report.
And by the way, the name of the report,just to cite the report, is called this.

(02:30):
The simple psychology ofreal estate recruiting, and
I've been really just diving.
I've read it multiple times and I likereading it like in little chunks and
then diving into little pieces of it.
One of the comments that was in there thatI, that I just thought was, uh, so true.
Was the fact that when we think aboutbusinesses, we've all owned, owned small

(02:50):
businesses before in different, youknow, I know Kendall, you're, you're
an attorney, uh, first by trade and,and then moved into the real estate
sector, but you still have that, youknow, that, that attorney's mindset
because you were trained that wayand that was your original passion.
I know, but you know, whenyou think about business.
A, a, a company that operates,you know, with, with a hierarchy

(03:12):
and with, with people holdingpeople accountable and whatnot.
And there's a structure to that, and thatreally doesn't exist in the, you know,
your typical real estate brokerage piece.
Right.
And the reason is because themajority, the biggest group of
employees are all 10 99 employees.
They're not W2 employees.

(03:33):
They don't punch a clock.
They don't have to be somewhereand and put certain amount of
hours in and whatnot, or forthat matter, hit certain goals.
Goal in order to remain, you know, salesgoals to remain, you know, with the
organization it's more of a community.
They're joining a community and theywill tend to stay in communities.
And when you think about the, theterm community, that what you get

(03:58):
from being part of a community ismore of an emotionally driven thing.
And, and that emotion that you feelis either gonna make you stay or
the emotion will make you move away.
Uh, depending on the leadershipof that community, how people
behave in that community.
Are you aligned with that, with,with those leaders and, and how
they're leading the actions, thethings they say, the things they're

(04:20):
training on, or do you not aligned?
Um, and some, some people start outthinking there's alignment and then.
Eventually you start thinking, you knowwhat, maybe this just, maybe I'm not in
the right community, so, so to speak.
Right.
And so I, you know, I dovein, in, in thinking about that
structure and thinking about, wow.
So this is more of a, a social thing.

(04:43):
Yes, we're in this for business.
Yes, we're in this to learn skills to,to improve us, uh, you know, pro not
just professionally, but personally.
Mm-hmm.
That personal growth aspect and then.
Oftentimes that's gonna bleedover into our, our business
side of things and that acuate.
And so, you know, we started HoneyImagination with just the idea

(05:06):
of how do we deliver the mostamount of value to the, to the
most amount of people in a group.
And that's why we ended up coming up withthe Facebook page and people collaborating
and sharing and opening their playbooks.
Mm-hmm.
Um, essentially.
And just saying, here's what's working.
And that never existed.

(05:27):
When I was with other brokerages.
Everyone kind of kept thingsto their tight, to their chest.
It made me think of like my firstbrokerage, and I won't mention the
name, um, 'cause it doesn't reallymatter, but I mean very family driven.
You know, they had anywherefrom 90 to to a hundred agents.
Your typical, traditional old schoolbrokerage, brick and mortar, and.

(05:49):
To be real honest, theculture wasn't great.
It was very old school, lotof angry people in there.
You know, just it, it wasn't like asoft and and fun and you know, type
of environment that we often see likethat we're kind of used to right now.
And it's not even company-wide.
I think everyone's had to adapt.

(06:09):
And get that edge off, right?
But today, there's stillpeople in that same brokerage.
They'll ne they'll just never move.
And, and, you know, the, the, the,the, uh, environment can, the, the
culture and environment could be toxic.
They could have toxic people in there thatjust have, you know, the wrong mindset

(06:29):
about growth and people will still stay.
And it's fascinating.
And so we, we really, you know, inorder to dive into the psychology
of it, you have to think like.
That safety net.
Why, what is stopping someonefrom, it's not your logical brain,
because if our logical brain wasdriving all these, these, um, these
decisions, there'd actually be waymore movement than we're seeing.

(06:52):
And there's been a lot of movement,but it is that sense of safety, that
sense of feeling of a, of belonging.
And the fear that ifyou were to make move.
Over here, you may not feel thatsame sense of, of, uh, whatever you
were feeling over there, even ifit was toxic, you know what I mean?
Like, it's, it's like someone in abad relationship and they stay in

(07:13):
it because they're afraid to that.
Well, well, maybe I won't find anyoneelse that will welcome me into the party.
So, I don't know.
I, I'd love to deep dive and,and get your guys' opinion.
Kendall, like you.
I don't know how many brokeragesprior to exp you were with, but what
is your opinion on like really whatyou're seeing agents when they do
decide like, okay, to make the move?

(07:33):
What is the number one driverthat you've been seeing?
I. That's a good question.
Well, before I even get to that, I,I have so many thoughts about what
you said that, um, I kind of wannatouch on some of those things too.
And, and hopefully I'll, I'll transitionthat into, um, what I think is the
number one driver for that I believepeople are, are changing companies for.

(07:54):
And so some of the stuff that you talkedabout, you know, it reminded me of
the things that actually caused me to.
Come over to exp. Um, at the pointwhen I was ready and I remember there
being a few things top of mind for me.
You know, number one, um, I. HaveI've, I've never resisted change.

(08:14):
I mean, and some people, I think, andthat, I think that's one of the reasons
why some people, um, struggle with makingthe move because they resist change.
And change is scary for people.
And there's this, uh, internal beliefthat, oh, maybe, you know, it's
not gonna be any better over there.
I've already.
I've been hurt before.
I've already been disappointed before.
I'm, there's only more disappointmenton the other side of this.

(08:37):
At least I know whatI'm getting over here.
Um, things of that nature,those different fears.
But for me, I love and continueto love the collaboration.
Um, the masterminding.
Um, because for me, thosethings lead to growth.
Like the fact that I get to haveconversations with the two of you,
um, and so many others and springand, you know, um, Gogo and Veronica

(09:00):
and Tina call and, you know, andwe have channels where we all.
Talk and you know, I'm on channels withtop exp leaders who converse all the time
sharing ideas and questions, you know,from Zillow flex teams to, you know, top
attract in our company to top producers.
I mean, exp is constantly buildingchannels for agents who are

(09:22):
like-minded to get together andshare and collaborate and the agents
freely do, which I think is amazing.
And for me that was one of the thingsthat like drew me to the company.
Um, and I didn't want to.
Um, stay in a, like, in a vacuum, right?
Where like, it's just the sameconversations over and over and over
again, which is where I felt like Iwas getting a little bit of that and

(09:45):
I needed, you know, some innovation.
I needed thought leadership that waslike progressing forward, not frustrated
on the problems of today, but reallyfocused on the solutions of tomorrow.
Um, and that was, those were thethings that were going through my mind.
Um.
I also think, you know, what isthe number one reason, um, people
are moving outside of community?
'cause I actually do agree withyou that community is a huge

(10:07):
factor for a lot of people becausethey're looking for relationship.
They're looking for, um, someonethat is like-minded that, you know,
is doing something hopefully betterthan they're doing it so they can
contribute or, or learn from them.
Or they're looking to find otherpeople that they can pour into, right?
I mean.
I think I used to tell this to AmySomerville 'cause I felt like this

(10:29):
was a part of who her character was.
I said, you need to be in places.
I said this to her, I don'tknow, three years ago in a
place where not only do you, um.
Can give value, like she needs tobe able to contribute value, right?
But also to know that she was valuedand that she was appreciated for all

(10:50):
the value that she brought to the table.
And it just kind of reminded methat there's so many of us that.
Had that, you know, they, weneed both of those things.
We wanna feel like we give valueand we also wanna feel like we are
valued and appreciated where we are.
And I think it's, it's a veryhuman thing that we need that.
And I think that makes a lot of sense.
And um, but as far as, if Iwere gonna give a second reason,

(11:13):
I think people are moving.
It's for leadership.
Or lack thereof.
I think people are looking for, um,someone that they can connect with,
that they admire, that they respect,that they look up to, that, you know, is
guiding them and willing to like, givevalue to them and pour into them and,

(11:33):
and build, um, a, a, an experience thatcauses them to want to like, participate.
Because let's be real,real estate is hard.
And I'm not even justtalking about this market.
It's hard when you're inan easy market, right?
We've, we've been through several markets.
I've been in the industry 15 years now.
Um, I, I started in the short sell market.

(11:55):
I mean, I've been through allof it, all the roller coasters
over the last 15 years.
And if you've not only been in theindustry, which the majority of
agents today have only been in theindustry in the last five or less,
you know, um, you have no idea.
It's never easy.
Yeah, there is no easy world.
Do you think, Kendall, on theleadership side of things, do you think

(12:16):
that that is kind of like you said,secondary as um, you know, when, when
they're, you know, 'cause most peopleare moving away from pain, right?
Like they, they've got a, they'vegot a real issue and they're, they,
they finally flip to seeker to like,to Al's point, they just stay right?
They become complacent.
They're probably of a fixed mindsetinstead of a growth mindset.

(12:37):
And you know, if you understand that.
Difference.
And you have that growth mindset,most people are moving, you
know, trying to solve a painpoint instead of an opportunity.
Right?
Like, you know, there was, maybe foryou it might have been, I have, I
have a, a, a pain or a lack of, ora job that I'm looking to get done
that I, that in my current situation.

(12:59):
It's, the solution's not there.
And then you see a possible solution andthen that leadership kicks in because
it's like, ah, I trust that person.
They, they, I believethat they can help me.
I need to get close to that.
I need to get close to that person.
And so do you see the leadershipas just kind of a, kind of a
confirmation to close the dealversus somebody seeking leadership?

(13:20):
Well, this is the thing.
I think that pain might trigger.
The, the awareness, the openness.
But when someone makes a selection, that'snot always like pain, in my opinion.
Pain driven.
Like the choice that they ultimatelychoose isn't always, um, it's not,
it's not necessarily pain driven.
To me it might be solution driven.

(13:41):
Right?
And so to me, the leadership becomesthe solution to part of the problems
that they were having in the past.
But I think like, like I'm notmotivated by pain personally.
Like I'm more of a, I'mvery solution oriented.
I don't look for the problems.
I look for solutions.
Um, that's my nature.
And I know that's different than.
You know, we're not all built thesame, but, or exactly the same.

(14:01):
But I do feel like, um,pain cause is a trigger.
But you know, it's these otherthings like community leadership,
collaboration, um, opportunity thatultimately drive the yes to that thing.
Yeah.
As opposed to no to that thing.
Right.

(14:22):
What do you, what do you, whatdo you think gets people to stay?
Right?
Because everything I, I'm runningas, as you're, as you're talking, I'm
listening and, and I'm going throughmy experiences to where I was seeking
solutions and I believed that person.
But once I got into it, I'mlike, this is, this is bs.
This is the house of cards like this.
Like this is phony.

(14:42):
So like what's the component thatactually gets people to stay?
That's a good question.
I mean, I know for me, um, again,my perspective about things is I
think, um, it, well, it's mine.
I won't say it's different or anything'cause there are people that might
agree with me, but I don't, I.
Put an expectation onanyone to drive my success.

(15:07):
I don't feel like that'stheir responsibility.
It's my responsibility.
So when I come into an environment,you know, they have a saying, the grass
is greener where you water it, right?
Um, where you pour into it, whereyou pay attention, where it's
nourished, um, you know, that'swhere the grass is greenest, right?
When it's, it's nourished.
So.
Um, I, I feel like when you come intoan environment and you decide to.

(15:32):
Take advantage of all the, the thingsthat, you know, the opportunities
that are available to you, and you getplugged in then, and then you start
to expect what's reasonable to expect.
Right.
With what's reasonable to,in, in, in your own control.
Because for me to, to hold, I'llbe, I'll be in my upline, you know,
if I said, I'll be, I joined D expfor you and you are, you owe me.

(15:57):
This, this and this.
I don't think that's fair to Alby Right.
In any fashion.
And um, and I would nevereven expect that of him.
But what I do expect of Alby is thatif I call him and I need his help on
something, if he can help me, he willhelp me because he wants to do that.
'cause that's who he isand that's his character.
And, but I can't.

(16:17):
Ever expect Alby to beresponsible for my success.
But if Alby says he is gonna showup for me and he does, then that
should be, that's a reasonableexpectation and it's being met.
And I think that's fair.
Yeah.
You know, so you guys have all seen TonyRobbins, um, and I remember learning this.
First time I ever saw himwas in Chicago at a, um.

(16:39):
Um, what's the Firewalk one?
Uh, U-P-W-U-B-W.
Yep.
And you talked about certainty andthat as humans and human nature
we're looking for certainty.
And I was writing some notesdown as you were talking.
Um, the, the, the, the firstresponse that you gave here, Kendall.
And what I wrote down was certainty.
And, and then I started thinkingthere's two types of certainty.

(17:02):
Mm-hmm.
There's accurate certainty and inaccuratecertainty when you think about it.
We all want accurate certainty.
Hmm.
Right.
Yeah.
The word certainty in itself willhold someone in a place that's maybe
not, not the best environment for themto, to grow to where their potential
is, but they don't know it yet.
They don't have that awareness.

(17:22):
They believe their certainty isaccurate, but inaccurate certainty
versus, and I believe, and I, what Iwrote down, was accurate certainty is
impossible to achieve without clarity.
And that leads into one ofJohn's favorite topics, which you
know, kind of surrounds around.
One of the exercises we have our, ourstudents go through when they hire

(17:43):
us as coaches is the Clarity report.
The clarity report walks youthrough step by step, the process
of getting clear, and then onceyou're clear on where you're going.
And what, where you're not going.
Oftentimes it's okay, that's notthe path that I want to go down.
Yeah.
But you can't have that, that accuratecertainty to feel certain like, okay,

(18:06):
this is the we, we need to make a change.
Like when you have thatmoment of, okay, I got it.
I'm, I'm clear.
I have the clarity, and now I'm certainthat this is the way I need to go
personally in my professional career.
But you can't get there untilyou actually take the time.
Do the exercise, block the timeout knowing where, if you're going

(18:28):
from point A to point B, is thatB that you have in your mind?
Really the goal is the goal reallyto go from 25 sales to 75 or from
50 to or, or to build a big team?
Sometimes that is the goal for people.
I, I wanna build a big team.
I wanna lead other leaders andlead them to their success or.

(18:49):
Is your, is your path and your journeymore of a solo agent and you know,
you're, you know, you're gonna maybebuild your business that way because
you're certain that that's your path.
In order to do that, you have to gothrough the exercise, or it doesn't
have to be our clarity report, it couldbe any type of a business planning
that really deep digs deep into yourpsyche asks, and you gotta answer the

(19:12):
questions accurately and truthfully.
Like, is this the path?
And finding that out.
And then at one point you justhave to say, you know what?
Okay, I did the work.
I'm gonna go for it.
I'm certain right now.
And that certainty can change.
But I think that it, that the certainty iswhat keeps people sometimes an inaccurate
certainty is gonna keep someone in, inan environment that's not serving them

(19:36):
around people, that is not serving them.
Once they take the time andget that clarity, it'll make
the the decision a lot easier.
To move on.
Move on, John.
Yeah, go ahead.
Oh, I just, real fast.
I wanted to say, you know, very,very good points and I, um, you said
something that reminded me of something.
I tell people all the time too around,you know, I say, listen, you want me to

(19:58):
tell you the reason for every breakup,every fight you've ever had in your life,
whether it's personal, professional,um, business, it doesn't matter.
It could be with family, itcould be with your partner.
It doesn't matter.
And there the reason that.
We, you know, have these problems, right?
Because it's not justabout, um, retention per se.

(20:20):
'cause that's a, a proactiveattrition is kind of reactive, right?
Like, when people choose to leave,it's usually reacting to something
and the, the reaction comesfrom unmet expectations, right?
Mm-hmm.
And, and so when you have unmetexpectations, I tell people it's
like there's an exercise thatI tell people to go through.
It happens for two reasons.
Number one, and I learned this growingup, they people have expectations of you,

(20:44):
and they don't, they're ignorant to them.
Like they don't even realize theyhave these expectations, right?
Um, meaning if I asked you, John,you know, let's go out to lunch,
and you're like, all right, cool.
I don't care.
Where do you wanna go?
And I say, Mexican.
And you say No.
And I always joke and I say, well, if youdon't like Mexican, we can't be friends.
But that was a form of an expectation.

(21:06):
And so we have them, wedon't even know them.
And then the second reason iswe failed to communicate them.
So we had them subconsciously alsoand failed to tell people, um,
Hey, this is what I expect of you.
And so when the persondoesn't meet the expectation.
That is the breakdown of everyrelationship you've ever had, including

(21:26):
one with your brokerage, right?
Mm-hmm.
Or, and one with your business partner.
And Albi, I'll agree with youtoo on the, how important it
is to have self-awareness.
I. Of who you are and what your,um, your working genius is.
I love that book by the way.
Tina call used to talk about thatsix types of working genius all the

(21:46):
time, and I finally got to read it.
It was such a good book,very enlightening for me.
Brought a ton of self-discovery, a lotof awareness about who I am and what
I enjoy versus what I don't enjoy.
And we spend so much time chasingwhat we think is the prize, what
we see other people do, thinkingthat's the prize and it's not for us.
And it's okay.

(22:07):
You know, and, and we have to getreally clear to your point, find
that clarity about what is forus, and then how do I take that?
Um, and, and multiply it and makeit, you know, build the business,
build the life, um, the careerthat I've, I aspire to have.
Right.
I mean, and it does startwith inside for sure.

(22:28):
Yeah.
Couple things.
I, I was thinking just because, um, Ifinally listened Al and, you know, sitting
in Seattle with Kendall and she's like.
And listening to Glen talk and thedirection of exp and, and just how
powerful, you know, you know, whereGlen's head is at, everything is
around ai, AI driven, and you know,how they've actually structured

(22:48):
and running exp with custom GPTs.
And it's just, it's prettyfreaking remarkable.
And a lot of the things that theywere saying and Kendall's like, Hey,
have you have you read this book?
And then we're on, I had Kendallon the podcast last week and
she's like, Hey, you've gotta readthis book, you've gotta do this.
And I'm like, okay, okay.
Finally I'm not gonna, you know.
Kendall, we were once told by a mentorof ours, clay Mask, every problem.

(23:09):
We showed up for a year and a half.
We showed up and he's like, have youread The Advantage by Patrick Lencioni?
Have you read The Advantages byPatrick Lencioni for a year and a half?
Right?
And we're finally like, okay.
We read the book and we're like,God dang, I wish I would've read
that book a year and a half ago.
We would've solved all of the problemsthat he was telling us to solve.
So I got the book Kendall.

(23:30):
And so, uh, this like.
Wow.
Right.
DAMing.
It, it is, and it's the rightway to think about utilizing ai.
And as Al was talking, right, the ClarityReport, being able to go through, but
leveraging AI as a thought partner Yes.
Instead of the one driving the ship.

(23:53):
Yes.
And that's what Kendall's been saying.
It's what Glen's saying.
It's what Eric with, whohe's always been saying.
He's like, listen, you, you drive it.
They are, AI is just your partner.
It's not gonna lead the way.
And so that kind of going through there,so as you were talking Al kind of going
through the Clarity report, but utilizingthat as a thought partner to have it

(24:14):
ask you questions to navigate throughwhat we built, the Clarity report,
but being able to use it within ai.
But as you were also talkingin the Kendall, you were
talking was the, the adoption.
You know, chart, right?
So it's like even to AL'S pointwith certain agents, like some
of those agents that are stuck incomplacency with inaccurate un, you

(24:34):
know, certainty, like what Al wastalking about, those are the laggards.
Like they, they ain't ever coming.
They, so why waste your time andattention on those people and
just follow the adoption curve.
Get your innovators, get your early,you know, early adopters and, and create
awareness around those people because.
The later, the, the, the majority,later majority or whatever that comes,

(24:58):
they, most of those people need proof.
Right.
They need to see, and I thinkthat's where the trust comes in.
That's where the leadership comes in.
That's where the case studies,the examples, the stories.
And so I know, you know, Kendall,like, like the conversation really
around and I love where Al tookit to the mindset first, right?
'cause it's always mindset first.
But I think if you focus on that thefront and, and, and the people that

(25:22):
are actually going to make a move.
But from a marketing perspective,utilizing their success, utilizing
their stories, utilizing theirwins in the marketing to create the
awareness to what Al was talking about.
'cause it's just like a fish, right?
A fish isn't aware of anythingabove the water unless they get
out of the water and like, oh wow,there's a whole world up here.

(25:42):
And, and it's the, it'sthe same thing, right?
Being able to create that awareness.
And I think the awareness has to bedone through example, through proof.
Yeah, I mean, talking about ai,I don't know which, um, I just
bought the book, by the way.
Thank you guys.
It's amazing.
I wasn't not paying attention.
I'm like, I'm gonna forget thisif I don't buy it right now.

(26:03):
So I bought it.
Can't wait to dig in.
But with, you know, since we'recrossing into the AI a little bit.
Like there is a program, Idon't know which one it is.
It might be just Jet GBT, I don'tknow where you can punch in.
Like here's the, here's this is, thisis my real estate business right now.
I've done, you know, 25,26, 50, whatever it is.

(26:25):
Or I have a team and I'm comparing companyX to company Y. Can you give a breakdown
of where you think I would fit in bestor whatever, based upon what you feed it.
And it's amazing.
The breakdowns that youcan get for from these.
Now remember going back to what youguys were just saying, AI is not smart.

(26:46):
It only grabs out what?
What's being fed to it.
Okay?
It looks smart because the wayit puts it in a very intuitive.
Easy to read.
Like, wow, this is amazing.
But it's only grabbing theinformation that's that's out there.
And if it's fed wronginformation, it's gonna give you
slanted or wrong information.
We've seen it.

(27:07):
We've seen it do that as well,but it's a good starting point.
When you're thinking about clarity,like, oh, do I gotta do another?
You can do the clar now.
Like we, in fact, maybe that'sone of the things we should start
thinking about, John, is likethe AI driven Clarity report.
Wow.
Like I already have it built.
I had it, I had Ericbuild it inside of Huey.
It's already there.
Oh.
There you go.
It's inside.

(27:27):
It's a, it's a, it's a custom spark insideof Hzi, so you just go through and you
just, it, it walks you through weapons.
Like, you know, secret from me, brother.
I, I like getting surprised on thepod, like this, this is good stuff,
but I mean, think about how muchtime that's gonna save you, right?
Mm-hmm.
Like, versus what we would teach isblock an entire day out, no appointments.

(27:48):
Cell phone to the side so youcan fully focus on, because
it does take a lot of time.
But now John, apparently, you know, 30minutes done and you can get this now
within a, maybe a couple of hours mm-hmm.
For a couple of days.
And it's just important to do it.
And, and then going to Kendall's point.
It brings you the awareness, which yeah.

(28:09):
You know, some people are afraid of that.
Kendall, talk to us a little bit becauseI think to, to Al's point, what he,
what he's kind of referring to arethe biases based upon the learning
model that you, that you kind of goand, and obviously the prompts and
the questions and the things you ask.
Yeah.
If, if you were kind of thinking aboutthat, I mean, how, how would you go
about like trying to, to look for eitheras as an agent, doing the research

(28:33):
yourself or you in the marketer seat,you've got your marketing hat on, to be
able to really leverage AI to kind ofgo through the mindset, understanding
why people make move, why they don't,kind of, how would you walk through
one of the learning models, uh, withinAI to kind of help navigate this?
Ah, I love this question.
Okay, so I actually kind of, thisactually makes me excited 'cause I was,

(28:55):
I didn't even tell you this, but I didthis project in AI recently and, um,
it, it was kind of, it was a lot of fun.
It was so much fun.
I spent literally like 12 hours infront of the computer, didn't get
up, and my husband on Father's Day.
So my husband's like, you work all day.
And I was like, but I'm like,so into what I'm doing, AI and
I are like, we're best friends.
She has a name, her name is Grace.
And, um, and she and I talk all the time.

(29:17):
So, um.
Couple of really easy things Ithink people could do 'cause, uh,
to improve their AI experience.
Um, because I was saying like any kindof, um, any kind of software or analysis
software, garbage in, garbage out, right?
So to, to Al's point.

(29:38):
And it's like if you put Gar Yeah.
You don't for formulate like, and coach itand teach it how to, um, engage with you.
You are not gonna behappy with the results.
And so from that book as wellas just from experience, I've
learned a couple of things.
And also from hearing amazing other AIleaders like, you know, Phil Stringer and
others kind of give their tips on promptsand all of that I think is super powerful.

(30:01):
But if I could give you someideas, it would be number one.
Every time I want my GPT tohelp me do something or build
something or analyze something.
You know, like for example withbrokerage, should I be looking
at, et cetera, I ask it first.
So what do you know about.
XI would start there.

(30:22):
So I'm like, that forces the AI to go outand like do homework and then come back
to you and then it spits out a result.
Right?
And, um, and then I'll, I'll typicallyread through that and then, then I
get into what I want to do, which isokay, I want you to tell me x. And,
um, and then I give it a few details.

(30:42):
The other thing that you can do isgive it a persona like, Hey, act as
my, um, tax accountant, act as mybrand strategist, act as my executive
assistant, you know, et cetera.
You get the point, act as mymarketing, um, um, specialist,
act as my thought partner.

(31:03):
Um, and you, you give it a personaand then you tell it what you want.
And then I also, this is the key.
This is the key from this book thathas changed my AI game, which is
ask me one question at a time so youhave enough information to give me.
My, give me the answer to the questionI'm asking you, or gimme the results.

(31:26):
So everyone, a lot of peopleteach you, ask me 25 questions,
who has time for 25 questions?
You're gonna be overwhelmed by that.
Plus, if it asks you one at a time,it allows you to like, think deeply
about what you, what the question is.
And sometimes it even give you like, Hey,it could, it'll suggest answers to you
for you also, which also makes it easier.

(31:46):
But all of that is designed.
And, um, to eventually give you theactual output you're looking for.
That has been one of the most successfultactics I've ever done was, you know,
first I ask it, what does it know already?
So I can challenge it if it's something.
And, and to Kendall, I thinkthe, the, the key point there is.
Give me the resourcesto validate your points.

(32:09):
Yeah.
Oh yeah.
I tell it.
Don't, you know, cite facts only, right?
Like if you, if you get, you know,hallucination is a, is an actual like
AI term that they use, that your AIhallucinates means, it makes up stuff.
It's like, um, you know,and it will do that.
And so if you don't.
Prompted not to, right?
Yeah.
But yeah, so I ask it like,what do you already know?

(32:29):
So again, in my next prompt I canchallenge what, where I'm going
with it, and then I tell it toask me one question at a time.
Typically, when I do it thatway, I think the most questions
it's ever had to ask me.
Maybe six questions by the timeit gets to, all right, I got
enough information and then like,and every time the output fire.

(32:52):
Wow.
And then I mean, like, Iget really quality output
and, and this is what it is.
It's my thinking.
It's what I'm looking for,but organized, structured, you
know, um, fully like mapped out.
'cause it's asking me questions Ididn't even think to ask myself.
Yeah, right.
And, and too, you know, even kind ofjust some, just some distinctions in ways

(33:15):
to maybe think about this to, to Al'spoint from a brokerage standpoint, right?
Like, I'm gonna do a comparison,give it kind of your long-term goals.
And also give it your short term goals.
What are, what are youlooking to do career wise?
You know, hey, I'm only gonna be inthe game for another three more years.
I wanna maximize where I'mat with my book of business.
You know, I'm doing X number of deals.
Here's, and one of the things thatit really talks in AI driven leader,

(33:37):
that it talks about Al, is it islike, here's my strategic plan.
Like, tell me where, tell me whereI'm missing, tell me where I'm wrong.
And.
The whole thing, right?
Like the reason I love this book so muchis because it is 100% in alignment to
our philosophy, methodology, the way thatwe've been thinking about real estate
business in general for the last 20 years.

(33:57):
Strategy first, technology second.
It's always strategy first.
Now, the, the, the, the key here isthat good strategy, bad strategy.
It's only good if it knows whatthe objective and the goal and
the long-term vision is, right?
And then it's like, thisis what I'm wrestling with.
These are my challenges.
This is what I'm struggling with.
This is like, I gotta, I gota puncture wound in my neck.

(34:18):
Like, help me solve, like whatis gonna help me solve this?
What is the right strategy?
I. To help me execute based upon my goals.
And like, I've never been more like it.
It talks about that light, that light,light bulb moment that you have.
And once you have that and you seeit changes the game, game over game
changer and yeah, and like it, andthat was another tip that I did.

(34:41):
Yeah.
That book as well is like,tell me what I'm missing.
You know, challenge theassumptions I'm making.
Tell me what assumptions you're making.
Like, it, it, it's, I mean, I literallyhave the best conversations with my AI
through this, and not to mention if you'renot talking to your ai, your GBT on your
phone, that is a whole nother experience.

(35:03):
I, I literally had afull on my husband's lap.
He is like, who are you talking to?
Right.
I had a full on conversationwith her and she speak, I'm
speaking her like not typing.
We are conversing.
Okay.
Yeah.
Back and forth havingthis amazing conversation.
My husband's like, who are you talking to?
I was like, oh, grace by ai.
Do.

(35:25):
Press that, you know, it's so funny.
But, um, the other thing that I love too,like for example, um, I recently had, um,
an employee or staff member, um, decideto, you know, go a different direction
and, and leave the company recently.
And what I've learned through thisexperience because of my AI skill.

(35:45):
'cause it is a skill up,it's an upskill, right?
Whatever the phrase you wannause using ai, it is, AI has the
power to make us superhuman.
Like it has supercharged my productivity.
Like I, half the staff at HPthat knows what I do are always
like, I don't know how you do it.
And I'm like, because it's me and Grace.
I have a total thought partnerwho works alongside me.

(36:07):
She and I are besties andwe like talk every day.
And we are, we arechanging the game together.
And um, I am figuring out and I havefigured out and I'm building AI bot.
So whether you call 'em anAI agent, a chat bot, um, a
custom GPT, all the same thing.
I'm building tools that myself and myteam can leverage to replace the work

(36:30):
of someone who, you know, or at leasta piece of their work, not all of it,
a piece of their job that if I had had,if I ever replaced them, that person who
comes in and does that work can do it.
That much faster, like literally10 x their productivity, because
AI can help us do it faster thanwe can do it ourselves, right?

(36:51):
And so it is not about replacing theemployee, but certainly certain tasks
can be improved and made faster,more productive, more accurate.
By adding and, andleveraging AI to do the work.
And so, you know, the, the only, thething is, is by this person leaving, it's

(37:12):
caused me to enforce me through the bookand this experience to think about that.
Whereas when you have the personthere, you don't think about.
How you can make things more efficient.
But now it's forcing me, you know,like I said, the book plus the, the
experience opportunity is forcingme to think, how can AI help me do
this better, faster, more efficient?
Mm-hmm.

(37:33):
Yeah.
Yeah.
When, when ai, you know, was maybe twoyears ago, you know, Nick Krems started,
you know, coming out with a course andof course Phil, and, and to be really
transparent with you guys, like I waslistening to a lot of it and I'm thinking.
This AI stuff, I don't evenknow where to begin it.
It confused me a lot and I, I was like,is this, I knew deep down it's not a fad.

(37:55):
I knew it wasn't going anywhere.
Mm-hmm.
But I didn't have the knowledgeto even know how to apply it.
And, and, um, so I'm oneof the slower AI learners.
Um, I'll, I'll admit that.
But what's fascinating is the more Idig into it, and I, I'm, I'm, I'm doing
it slowly as I need it, but one ofthe latest things when we were down in
Dallas was, uh, I think Leo stood upand said, if you don't have Fixer yet,

(38:20):
then you are just, you know, you're,you're living in the ice age, whatever.
I immediately down, like, while I wasin the meeting, downloaded it, I got a
call from my assistant and she's like.
Are you, because I, emailis something that's given me
anxiety for the last 10 years.
So many emails coming through, right?
Yeah.
And so one of her main jobs for myexecutive assistant is to go through my

(38:42):
email, get rid of all the junk that Idon't need to address, and then help me
address the things that are in there.
Yeah.
And all of a sudden within minutes itwent into my email, it started writing
replies back to emails, and they werelike, we didn't, most of them, we didn't
even have to doctor or change anything.
They were beautifully written responses.
And I'm like, how didfixer know know this?

(39:04):
And I know even with that, thatis just the tip of the iceberg of
what that application could do.
How have you, you personally,I know that you, you kind of
have your, your, your Grace.
You got GBT, how, how would yoube using, you know, like Fixer
and your Grace in combination?

(39:24):
'cause they do different things.
Right?
And, and how have you been use Fixer?
Because that's something thatEXPs invested into and a, a lot of
agents are just loving right now.
Yeah.
Well one of the things that, like, I love,you know, tools like Fixer 'cause, um.
You know, it doesn't, it doesmore than just your email, right.
It also will join your,your meetings, right.

(39:46):
And transcribe your meetings, record themsome summaries and updates and follow ups.
And that's also super powerful, is a goodreminder to like, especially for someone
like me who goes from back to back to backto back meetings and every meeting has
some action items that need to be done.
And so it's, I loveleveraging AI to help me.
Recall, what are my action items?

(40:08):
What are the next steps?
Who am I waiting on?
Who's doing what next?
What do we, what's the next step?
Right?
Mm-hmm.
Speaking of attraction, I believe that'sthe number one failure every agent
makes when it comes to agent traction.
They never have a next step.
Yeah.
They don't like plan the next step.
They don't like complete the next step.
They don't schedule the next step.
Like, but anyway, so that'smy little side thing on that.

(40:29):
Yeah.
Um, but, but yeah, so leveragingai, the other thing I like using
AI is when I, I do transcribe everymeeting I'm in, um, intentionally
so that I can create summaries.
And honestly, you knowwhat else I've done?
I've analyzed my leadership.
So like I would take a staff meetingand then say, ask the ai, how did I do?

(40:50):
What could I have done better?
Did I talk too much?
Could I have listened a little bit more?
What questions did I not pick up on?
What, what nuances did I miss?
What tonality did I miss?
All of that.
The other thing I'm having my team doright now, um, in real, this is really
happening in real life right now.
Um, I have my team recording their, um,and when I say my team, my staff, uh,
at hp, recording their day in 30 minutesound bites, like 30 minute increments.

(41:16):
And the goal here, I was like, for every30 minutes, you need to tell me what
did you accomplish in that 30 minutes.
What'd you work on?
What'd you accomplish?
What?
And the goal of this is todrive self-awareness about how
they're spending their time.
Help them help us identify.
'cause I'm loading, I have loaded thefirst two weeks into GPTI gave them some
tips and then we're gonna do anothertwo weeks so we can create efficiencies

(41:38):
and we can, um, learn and grow and,you know, figure out where are we.
I won't say wasting time, but nottruly investing our time wisely in
the way that we're managing our day.
And so I leverage AI to help me coachmy team and my staff through that,

(41:59):
help them analyze and recognize,Hey, you're spending way too much
time on this when you could be.
Um, not only that, like, hey, this couldactually be automated or you could be
leveraging AI in this area in your dayso that this can do fa go faster, right?
Yeah.
So the 10 x some of my staff,so think about this too, Kindle.
So you take that, right?

(42:19):
Mm-hmm.
And then you feed it.
Dan Martel's, buy back my time.
I read that I want to, I wanna, Iwant, I wanna move up the ladder on my
productivity quadrant to be doing whatI need to do based upon my, my roles and
responsibilities that makes, that makesthe company the most amount of money.
Oh, by the way, here's my working genius.
Here's my DISC profile.
Here's any of my other assessmentsbased upon who I am at my core.

(42:43):
That gives me energy.
What should I be focused on?
If I could allocate 70 to 80% of myworking time, what should I be doing?
So being able to take it even a stepfurther based upon principles that are
already written and assessments that havebeen done about you, how that's gonna
give you the feedback to give you to whatout said earlier, give you the awareness
of where you need to be spending yourtime that's gonna help you accomplish the

(43:06):
goals that you're wanting to accomplish.
Oh yeah, I love it.
I mean, it has been such a game changer.
And, um, like I said, I, Ianalyze, you know, even when I'm
negotiating contracts, right.
As you guys know, I've just finished, um,negotiating several contracts for our C of
Choice program for exp, and I was loading.

(43:26):
Today, I loaded this morningwhen I was up, I was loaded
all three of the contracts.
So I could see a comparison andan analysis of like, okay, what
is where everything the same?
What's unique?
You know?
And then how as a business unitdo we, um, make adjustments
accordingly operationally, right?
Like, it's just all that kind of stuff.

(43:46):
Like AI has been so helpful in just,you know, organizing information.
Um, helping me think through, um, infact I was trying to do a complicated,
um, operational structural piece forserum of choice and between legal and I
were, I was getting a little confused,even in my own head between what legal
was saying, what I was, the goal was.

(44:06):
So I loaded into GPT, I was like, explainthis to me, what the document says.
'cause I, I'm not sure if I'mhearing, like, reading it,
interpreting it correctly.
And I was like, okay, I gottafix this for my legal team.
Ask me one question at atime so we get it right.
'cause I need use cases andexamples and like, here's what
I'm, this is what I'm trying to do.
Help me figure out how to write this sothat I can help my legal team draft an

(44:31):
addendum properly and boom, spit it out.
And I was like, that's it.
Exactly.
With you can check your logic, right?
And it did the logic and it did the math.
It was like, if this, thenthat, if this, then that.
And I was like, beautiful.
Yeah.
Yeah, I was able to getso much done this morning.
It's helping you become a betterleader, more efficient leader.
And you were saying, helpingyou coach your agents.

(44:52):
It's actually helping you coach you.
Oh, yeah.
Right.
Like, what am I missing?
You know, what, what am Imissing in the, in this equation?
I'll just interject one.
One last thing from Fixer.
The thing that I didn't even know itwas gonna do, it just surprised me
with this, is I do an agent attractiontraining at 10:00 AM Eastern every Monday.
I've been doing it for years and.

(45:13):
I felt like it was getting alittle stale, you know, just
it didn't have the zing to it.
Mm-hmm.
And so I wanted to change some thingsup, and I didn't even tell it that
I wanted to change some things up.
But what it did was it, it, it, itdidn't just kick out a transcription, it
summarized the whole meeting into likean email or a post that I then shout out

(45:33):
to everyone who was in, who was invited.
Some people didn't make it, whatever.
And within.
60 seconds, they can get the gist ofeverything that was talked about in there.
And let me really get focused on, okay,is this really how I want this flow to go?
Is it not?
And I just, I made some slight adjustmentsand now we're getting so much more

(45:54):
engagement, so many more people actuallyshowing up and coming back to it.
Um, but it just helped mebe, become a better leader by
finding my blind, blind spots.
So even if it's just those little.
You know, what do they say?
Tiny hinges swing.
Big, big doors, Johnny.
That's it.
And um, it's definitelyhelped us with that.
So, yeah.
Well this has been been awesome.
It's, it's gone from the psychologyof, of agent attraction into how AI

(46:18):
can help us become better leaders andultimately create better communities.
Create better, um, value paths for ouragents to, to go down and, and we know
that not all agents are built the same.
Some people like, you know, cold calling.
Some people love the, you know,fizbos and getting after it and,
and, and going after that hunt.
I. Other people.
We were just at an AHAmeeting here in Cleveland.

(46:40):
We've been doing 'em recently.
They've been amazing.
And, and one of our agents,she loves doing events.
So like she punches in likethat, her sphere of influence.
She's broken it down.
She has 60 people that she's looked atand said, okay, these are the people
that are sending me all my business.
How do I get, add more to that, thatgroup of 60 and do a better event?

(47:02):
And it kicked out all these different,uh, ideas for events that she hasn't.
Thought of yet.
And she's like, oh, I could do that.
You know?
And so it's also just a great mastermindwhere we had to pay 25,000 a year
to be in the best mastermind rooms.
Ever.
And, um, I, I still am a big believer inthat and getting shoulder and shoulder,

(47:22):
but, um, one quick way of, uh, nothaving to pay $25,000 a year to get
in one of these is use your chat GPTjust like you've, uh, you've trained
grace to be your graceful assistant.
I love it.
I love it.
Absolutely.
So good.
Well, thank you very much.
Thanks on Kendall.
Um, I wanna also makea quick announcement.

(47:43):
Um, we have our honey badger of,of the, of the month award that was
just announced, I think it's beenannounced over in Honey Badger Nation.
And, um, this, this ladyreally blew me away.
This is a lady that, um,her name is Rose often.
She's from South Atlanta area.

(48:03):
And this is someone like, talk aboutthe honey badger mindset, right?
Never quit, never give up.
Nothing.
Let, don't let anything getin your way of your goals.
Um, this young lady had, you know,no money to buy an EXP con ticket.
Um, barely any money to get to Cabo.
Could had enough to get there, butnot, not for, for the hotel room

(48:23):
or even to get into the conference.
She just managed to figure it out.
She, there was nothing gonna stop this.
You know, and we've heard storieseven from Phil Stringer who came
along and had to sleep in hiscar the first night of EXP Con.
This is before we knew Phil is who we knowhim now, and we're talking about this.
Never quit.

(48:44):
Never, never relent.
You're gonna fall.
Get back up attitude.
And congratulations to Rose.
We're, um, she's in every training.
Um, she's now doing her firstagent attraction event in like this
high-end watch, um, where they sellhigh-end watches, this joy store,
whatever she's bringing agentsin to get them to dream bigger.

(49:05):
And she's like, Al, I can't evenafford any of these watches, but
I'm gonna bring everyone in andI'm gonna help them dream bigger.
And like, you know, socongratulations to you, rose.
Thank you for inspiring us all.
We're gonna have her as aguest on here pretty soon.
And, um, I hope that everyone'sinspired as much as I was by Rose.
So, absolutely wanted togive her a little shout out.
And congratulations.

(49:26):
Congrats.
And, uh, you know, if you guys, youknow, keep nominating everything,
uh, resource honey badger nation.com.
Get over there.
Keep nominating, uh, the HoneyBadger of the month and um, also.
Pick up your swag while you'rein, uh, honey badger nation.com.
Check out the new site.
It's, it's awesome.
You gotta check it out Kendall.
But, uh, you're gonna have some, you'regonna have something in the mail.

(49:47):
We're gonna, we gotsomething coming to you.
A little, little swag.
Love it.
Podcast.
Imagine the consequences.
I love it.
Yeah, Kendall, thank you.
You're amazing.
Um, and Al, appreciate your brother andwe'll see you guys on the next episode.
That's a wrap for today.
I hope you got somethingvaluable from this episode.
If you did, hit follow andvisit John kitchens.coach for

(50:09):
more ways we can work together.
See you on the next episode.

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.css-14f5ked{margin:0;word-break:break-word;display:-webkit-box;-webkit-box-orient:vertical;box-orient:vertical;-webkit-line-clamp:2;overflow:hidden;}#694: Why Agents Stay, Move, and Grow (Plus the Role of AI in All of It) with Kendall Bonner