#701: The Five Keys to Scaling a Large Real Estate Team in 2025 with Kyle Whissel

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?
Thank you guys.
Tuning into another episode ofExpert Mentors Live, and we have

(00:23):
the og, the expert mentor himself,Mr. Kyle Whistle in the house.
Welcome brother.
Yeah, man, I'm excited to, uh, come back.
I, I just love that we've kept thisgoing, like this idea that we had seven
years ago is still going today, man.
And it doesn't happen without you.
Well, I appreciate that.
And it wouldn't have happened without you.
And I remember you and, and.

(00:44):
This is, you know what I get fornot being on the call, right?
Yeah.
And I'm like, Hey Kendra,can you handle the call?
You know, he's like, yeah, yeah.
You know, uh, beer and, and Kylewanna wanna chat about something.
I was like, okay, man, I can't make it.
Can you just fill me in?
And uh, so he texted me later.
He said, Hey, um, I'll fill youin, uh, by the way, you're gonna
run a new, uh, show for us.
And I was like, okay.
So I am all right's what Iget for not being on there.

(01:06):
But no, it's been an absolute pleasure,brother, and, uh, I mean 295 episodes in,
and, uh, it's good to, to always have you.
In the house with us.
You're very impressive dude.
Appreciate that.
And I'm, I'm excited toget into today's topic.
I mean, um, you know, if I look out acrossthe entire industry, there's nobody more
qualified to talk about this than you.

(01:26):
And so I'm really excited for you tounpack, um, you know, kind of what.
What you're seeing, um, in the trenches,you kind of see the future things that we
were even touching on before we went liveand I was like, Hey, whoa, we can go deep.
Let's get record.
Let's get this, let's get this recordedbefore we, uh, uh, talk about it too much.
So I'm excited for you to jumpin and man, I'm gonna, I'm gonna

(01:48):
let you kind of segue us in and.
And things year to date andthings that you're kind of seeing.
Um, last conversation that wehad you here on the Expert Mentor
series was actually a year ago.
Tomorrow will be one year.
We had you July 3rd, and it's crazy howmuch has happened in the last 12 months.
Um, and then kind of having your crystalball, um, looking into the future,

(02:08):
just all the red flags that are outthere that, um, these, these agents and
these teams need to be thinking about.
For sure.
Yeah.
So when we came over, we werean independent brokerage.
Um, at the time I had 25 agents.
24 of those 25 came with usthat year we did 167 million.
Uh, this year we're, I see last yearwe did over 600 million this year

(02:31):
on track to do over 800 million.
We got a few fun things in the worksright now that will put us over a billion.
Um, and so just in this massive scalingup mode right now, I think that there's
some, some unprecedented opportunitiesin the real estate space, um, that
haven't existed for a long time.
And it's, it's a really.
Big opportunity for those withthe appetite to scale up right now

(02:53):
and, and go from big to massive.
Yeah.
Um, and so I'm really excitedabout what's on the horizon, who.
Should like not even bethinking about this, right?
Like there's, there's somethings when you, when you
take on this endeavor, right?
It's like, I'm not willing to do that.

(03:13):
Like I will never sign up for that.
Some, some non-negotiablesthinking about building.
Um, almost any science team, but,you know, kind of level that, where
you're at and where you're going.
Yeah.
Um, I had, uh, um, Mr. Jack Perryon, um, one of the, one of the
shows, uh, a couple weeks ago.
So really stayed in, you know, hightouch with Jack and just hearing

(03:36):
his leadership style, um, and youknow, where, where they're at with
200 plus agents, obviously, youknow, at a, at another company.
But being able to get that insight to see.
You know, his DNA, hischaracter, his makeup.
But I, I would love to get from you, like,like, don't even think about even going to
this in a, in a large team, if you're notwilling to do this or, or have this type

(03:58):
of character or this type of commitment.
Yeah.
I mean, if you pride yourselfand say like, I hate people,
don't start a fucking team.
Like, just don't, like,it's not gonna work.
I, I've talked to so manypeople, like I hate people.
Do not start a team.
Like it's just, it's not gonna work.
Right.
Um, that, that would be number one.
That's a non-negotiable.

(04:18):
If you hate people, don't start a team.
Um, it's funny, you can actuallybe a good salesperson if you hate
people, but you cannot be a goodteam leader if you hate people.
Yeah.
So you've got to have the right mindset.
You have to love people, and youhave to love watching people succeed.
Um, you know, I get so muchjoy out of empowering somebody.
To go out there and crush itand then watching them crush it.

(04:41):
And then the beauty of being a teamleader, or even being here at exp is
like, I win when my agents win, right?
And the better job I do ofhelping them win, the more I win.
And it's so much more fun to winwith people than to win by yourself.
And so I truly love that.
It fuels me.
It makes me so happy to see people,you know, crushing it, um, and

(05:01):
accomplishing all of their goals.
And so if you don't have that kind of amindset where you like people, you like to
watch people win, you like to help people,um, you like to see people grow, you like
to see people accomplish their goals.
If you don't think that way, likeI don't know if running a team is
right for you, and also if you're notwilling to take a step back to take.

(05:24):
I mean, if you play it right, 10 stepsforward, um, that's also really important.
A lot of people think that they can keepgoing at the same speed they've been going
as a solo agent and start a team and notslow down and it doesn't work that way.
Right.
You got other peopleyou have to think about.
You can't just keep running.
Yeah.
People take a step back, slow down, getthem up to speed, and then you can all

(05:46):
run together and everything can be great.
But if you're not willingto take a step back.
Then it's gonna be really hard foryou to build a team the right way.
Um, and most of those teams were.
You know, it's just a really strongproducer, and they're like, all right, I
gotta have some buyer's agents around me.
And they don't train them, theydon't do anything with them.
They just keep running and like,well, I got these people around

(06:07):
me, they should just sell homes.
Like, it's not gonna work.
And you're, you're gonna be miserable.
Um, you know, I find there's so manypeople that are running teams that maybe
saw me, uh, Parker Pemberton, right?
Some of the bigger names, andthey're like, I want to be like that.
But it's like they don't have the rightheart, they don't have the right mindset.
They're not willing to slowdown, they're not willing to
get in the lab and, and build.

(06:27):
Um, they just want to keep runningand, and it just doesn't work that way.
You gotta slow down to speedup, take a step back, take step,
you know, two steps forward.
Like you can do something really special.
But if you don't have the right mindsetand you don't really love people
and, and love seeing people succeed,it's gonna be really hard for you.
I don't think you can fake that either.
Right.
That has to be just authentically Right.
But it goes, its truecolors pretty quickly.

(06:49):
Yeah.
Yeah.
And I, I mean, I love that, uh, yousay that and, and you're so spot on.
Right.
And, and I think a lot ofpeople start adding, adding
the people out of desperation.
Right.
They're just, you know, justthings they're, they're running.
They're redlining for so long thatthey're just exhausted, but they
just don't know how to slow downor they're not willing to, to, like
you said, slow down for a second.

(07:10):
Yeah.
And if, if your first hire is anotheragent, you're already fucked up.
You're already in trouble.
I. Like your first hire when you'rebuilding a team is not another agent.
Like that's, you're automaticallyscrewing it up right out the gate.
Like you got to have a reallybadass, rockstar admin before
you worry about hiring an agent.
Um, people always like, I needmore, I need buyer's agents.

(07:32):
I need, but you have, you'rejust freestyling everything.
Like mm-hmm.
You don't, you have zero systems, zeroprocesses, you have nothing in place.
You're the one and only personthat understands what the hell
you're doing, and all of asudden you're gonna just like.
Bring on an agent and thinkthat they're gonna succeed.
Like it's not gonna happen.
And I, I know that because Itried that a long time ago.

(07:53):
I was just like, I had initially,like back in the day, I had
all these leads coming in.
'cause we did a lot of short salesand res and so I had the listings and
I had all these buyer leads coming inand I couldn't handle all these leads.
I was like, I don't knowwhat to do with these.
So first call was, I called a buddy ofmine who had a brokerage and I was like,
Hey dude, um, I get all these leads, I'mgonna just send them to you once a week.
And then like you just let all youragents follow up and if you guys close

(08:15):
something, send me a referral fee.
Like, bro, I exported weekly.
Like, it's crazy to think about that.
Just a weekly export of leads,you know, now we're like worrying
about seconds to, you know, fromlead to, to initial contact.
And back then it was like a weekly export.
So needless to say, that never worked.
Um, and then I tried.

(08:36):
To just have a couplebuddies be buyer's agents.
Again, I had, you know, Idid exactly what I, yeah.
Hired buddies.
Hire people that are like you.
Yep.
And I just had two buddies.
They're like, dude, I'll take yourbuyer leads, I'll take your buyer leads.
They never closed anything either.
Um, and then finally I was like,all right, I gotta go all in.
And then I did, butthen I hired everybody.
I, I heard anybody with a pulse, right?
Same way you got a mortgage back in 2005was the same way you got on my team.

(08:58):
Like, here's Amir, if you canfog it, you can be on my team.
Yeah.
Um, and that didn't work either.
So like, I've made so many of thesemistakes, you know, throughout the years.
Um, I feel like I've really kindof honed in on, on what it takes
to do it the right way today.
Yeah.
Yeah.
Let's, let's dive into it.
I, I got a ton of questions for you, butI think we're gonna unpack a lot of it
as you go through these five key stepsin, in really building, um, you know.

(09:22):
Know a team probably no matter whatsize team, the same principles apply,
um, you know, in today's market andmoving into the future for sure.
So, yeah, I mean, number one is justthe, I've learned nobody teaches
you how to run a business unlessyou've like gone to business school.
Nowhere in your educational system doesanybody teach you how to build a business.

(09:43):
They don't teach you in, in highschool, they don't teach you in college.
They don't teach youin real estate school.
None of these freaking coaches teach it.
Right.
All these coaches, all they want toteach you is the new app, the new
widget, the new ai, the new lead source.
'cause that's sexy, uh, but that'snot how to build a business.
And so I realized like if I want tolearn how to run a real business, I
need to go outside of the industry.

(10:04):
I, I need to learn howto run a true business.
And so I joined this thingcalled Entrepreneur organization.
Yeah.
Um, which is just other entrepreneursof all family businesses, depending
on where you're located, there's aminimum income level to join this group.
Um, you join within entrepreneurorganization, you have a
chapter, so San Diego, there'slike 200 people in our chapter.
Then within the chapter you havea small group called a forum,

(10:27):
usually six to 10 people in yourforum that you get together with.
Um, and within that forum, you haveno two people in the same industry.
So my forum, I got a guy who has adigital marketing agency, a guy who
runs Wilderness retreats for Fortune500 companies, a guy who launches
products on Indiegogo and Kickstarter,a mortgage guy, a guy who flips hundreds
of thousands of event tickets a month.

(10:48):
Um, a guy who owns as a restaurateur,a guy who does health nutrition
products on Amazon, right?
Like all these differenttypes of businesses.
Um, and what I found is all thesepeople in entrepreneur organization all
kept mentioning this thing called EOS.
I was like, what the hell is EOS?
And EOS stands forEntrepreneurial Operating System.
EOS.

(11:09):
If you wanna learn about this, there'sa book called Traction by Gina Wickman,
traction by Gina Wickman and I, I don'tread, I've never read a book in my life,
but I listened to the first chapter ofthis book and it just helped me realize
how screwed up my organization was.
That I didn't really have a business.
Um, and it really kind of likebroke me down, which if you watch

(11:31):
any of these shows, bar Rescue,kitchen Nightmares, all that stuff,
like they always break somethingdown before they build it back up.
And that book like broke me downand realized how like screwed
up what I had was, and, and Ireally didn't have anything.
But then it taught me a system.
Of how to actually run a frickingbusiness, something that I'd
never been taught before.
And that was a pivotal moment in thegrowth of my team because now everything

(11:55):
is systemized, like our accountabilitychart, everybody, you know, and
it's, and you realize, I call that anaccountability chart, not an org chart.
And then org chart alot of times is missing.
Who's accountable to who.
Um, so an accountabilitychart takes an organization.
An organizational chart to anotherlevel and make sure that we have very
clear roles and responsibilities, butalso who's accountable to whom, um,

(12:16):
which a lot of organizations lack.
So it provided that for us, it providedthis thing that they call an integrator.
Um, a lot of businesses would call itas COO, but a lot of us go to these
conferences and these coaches are, youknow, you come home and you got 40 pages
of notes, and a lot of us come back toour team, are like, all right guys, here's
all these new things we're gonna do.

(12:37):
And we just puke all these ideas allover our team, but we haven't thought
through any of these, these ideaslike, which ones make sense now?
Maybe some need to happen later.
How does it affect this?
How does it connect to that system?
Like we don't think throughthose things, right?
We're what?
Or what?
EOS calls a visionary, but now I have thisintegrator role, which is this person that

(12:59):
now, instead of dumping these 40 pagesof notes on my team, I dump them on him.
Mm-hmm.
And he sifts and sorts throughall these ideas and figures
out which ones make sense.
When do they make sense?
How are we gonna roll them out?
What about this?
What about that?
How does it connect to this?
How does it connect to that?
How do all of the what ifs, right?
Somebody who thinks through all of thatstuff so that now when you do roll these

(13:21):
things out, they roll out seamlesslyto your company, which is huge, right?
We're our own worst enemy whenwe go to these events and come
back with all these notes.
Um, or you have the alternate problemwhere you go to and you have all these
ideas, but you never do anything with it.
Right.
Usually one of two camps.
You either do try to doeverything or you do nothing.
The integrator makes sure you do whatyou need to do and what makes sense

(13:42):
for your business where it's at today.
Um, also having a, a really solidmeeting pulse as they call us.
So when do we meet?
And then what's the agenda when we meet?
Right?
Very clear.
Like we have this meeting every weekcalled a L 10 or level 10 meeting,
and there's a very clear agenda.
It's the same time the same.
Day, every week there's a same agenda.

(14:02):
Everybody knows what they'reresponsible for bringing to it.
We know we spend five minuteson this, five on this, five
on this, 60 on this, right?
Like it, it just gives you such asolid system to follow where most
of us are getting on a meeting andit's like, all right guys, well what?
What do you got for me?
Like that's not a meeting, that'sjust a waste of time in my eyes.
So making sure that youhave solid meetings.

(14:23):
So that's crucial.
'cause most of us are justrunning on a system of survival.
Uh, we're just trying to get by.
Um, and my integrator, he says, he callsit burger flipping, like right, we're
coming up 4th of July in a few days.
Most of you're sittingthere cooking on the grill.
You got a bunch of burgers, like whatdo you do when you're cooking burgers?
They're like, oh shit, that one's on fire.
Flip that one.
Oh, there's a fire over there.

(14:44):
Flip that one.
Oh damn, I burned this one.
Throw it out.
Like that's what most of us are doing.
We're just burger flipping.
Um, that's great.
Our burger managing is what Ithink that technical term we uses.
Like a lot of us, that'show we run our team.
We just burger, manage it.
Whatever's on fire,that's what we tend to.
Um, that's not a systemfor running a business.
So implementing a system like EOS orentrepreneurial operating systems great.

(15:04):
And there's other ones out there, 40x or scaling up from Vern Harnish.
There's, there's other options.
So not that EOS is like the, theonly possible solution, just get
a solution that puts a systemin place for your business.
Like that's probably been themost game changing thing that
we've done in the last five years.
You're so spot on.
And.
I, I, we gravitated, um, justa little bit before we came.

(15:28):
Uh, came over to exp. We gravitated to,to the VTO and, and to EOS just because
we felt, you know, 'cause we're, youknow, we're Vern, Vern disciples, right.
You know, master Rockefeller Habits.
And then, you know, thetransition into scaling up.
And I was like, man, this is complicated.
This was like really like over, overmy head, over a lot of people's heads.
And when I saw VTO and EOS,I'm like, this makes sense.

(15:50):
Like this just makes so much sense.
It's easier, you know, all I haveto answer is eight questions and
then getting, getting into thatmeeting rhythm and that pulse.
And you made a really good point becausemost of the eight most people that are.
Agents are that get into realestate, they are of some type of
entrepreneurial bug or a visionary.

(16:10):
And part of the responsibility of, ofwhat you do in, in, in the visionary
aspect is to come up with ideas.
I mean, that is your job to,to, to have ideas, but you
gotta have a system to sift.
Th through those and the integratoris, is the, is the sifter.
Um, or you'll just kill the wholeorganization 'cause you're just dumping a
bunch of, a bunch of ideas on everybody.
And, and, um, you know, the downsidewith a bunch of ideas, and I saw this

(16:34):
firsthand, is that I. They will hearyour idea and then they'll just nod
their head and then they'll just goback doing what they were doing, right?
Mm-hmm.
Because they're like, they're like,why, why am I listening to this?
Because he'll go to another conferencenext week and you'll have another 10
ideas and we won't even, you know,be able to implement this through.
So not even having a planof what we're gonna execute.
So, uh, so good.
What's funny, dude, is I, um, myprevious coach and I, we partied

(16:57):
ways a few years ago, and it's thebest thing that ever happened to me.
Like going to all those eventswas completely destroying me.
It was destroying my mindset.
Yeah.
Because like I go to this event and Ihear all these new things and then I come
back with all these ideas, but then I'mlike behind because I was at this event.
So then I get back and nowI'm like playing catch up.
To from all the time that I was gone.

(17:19):
And then by the time I'm finallycaught up and start thinking
about implementing something, it'slike the next event is happening.
And I was just in a cycle.
It was like, I swear there'san event every month or two.
You know, sometimes there wasmultiple events in one month and
it was like I was just in thislike event, like tornado, right?
Just around a fricking circle.
Well, you live, you live in the eventdestination capital of the world, so

(17:39):
that makes it even more challenging.
Yeah.
So it was like.
And then it was like I always hadall these new ideas and I felt all
this pressure to implement all thesethings that I was hearing people
talk about and it's like, dude,like we don't need any of that crap.
Uhoh.
Like at end of the day, like Iboiled down this, here's, here's
how you win in this industry.
Whoever has the most relationships andthe most conversations is gonna win.

(18:00):
Yeah, those will, the only two thingsunique, like most relationships,
most conversations, conversations.
There's no new tech, notools, new widgets, new.
They don't need any of that shit.
Like just have a ton of relationshipsand be in conversation with them.
That's it.
That's it.
What's hilarious to me is like, nowthat I've done this for 20 years,
the coaches that I used to shit onback in the day, I actually think

(18:21):
are the best coaches in the industry.
Mike Ferry and Brian Buffini.
Yeah, because what doesrelationships and conversations.
Relationships, what doesMike parent teach you?
Conversations.
Conversations, yep.
I actually, I'm to more of theirstuff lately than all the other guys
that are focused on, you know, tech.
Because you know, it's the end of theday relationships and conversations
is all you need to be successful, youknow, on the business side of things,

(18:43):
especially expanding our mindset when we.
Uncovered and tapped into to Jay Abrahamis when everything shifted for us.
And that was, like you said, going outof the industry, looking at different
things and being able to think.
And we were fortunate enough, we, youknow, we weren't able just be in small
town really to tap into in, in eo.
We would've, I, I don't even knowwhere we would've had to have gone.
I mean, we would've hadto seriously travel.

(19:05):
Um, but we were fortunate enoughthrough the Chamber that we were able
to kind of develop our own EO through,through the chamber with small business.
And I mean, even to this day, I mean like.
Some of the best relationships camefrom small business owners through
the connections we made through that.
So it's a prime example.
So I absolutely love, love that.
Um, getting outside, but getting into,um, you know, getting into some, some

(19:27):
EO organization would be, I. Killer.
Yeah.
All right.
What's our next step?
Systems.
Uh, so once you have a system of,actually, I like run the business.
So when I say system, I'm talkingabout a, a business operating
system, not, you know, stream yard,follow up off YouTube, whatever.
Like that's that.
Those are different types of systems.
Um, one of the big things that they teachyou in EOS is you have to have all of your

(19:51):
processes documented and followed by all.
So processes is so huge.
If you want to scale up an organization,there's gotta be processes that
everybody follows, or SOPs is mm-hmm.
They're often referred to in themilitary and a lot of other, um, things.
You gotta establish a system of SOPs,of how do we do things right here?
We call it the whistle way.

(20:12):
Like that's, that's howwe do love that with soul.
So when, and yeah, namingis a huge thing, right?
Like name everything that you do.
Whether it's internal or external, right?
We have marketing things.
We have something called theseven day listing launch, which
is just what do we do the sevendays before we launch a listing?
Right when some of that is photography,social media, like things we all

(20:34):
do, but when you give it a name,it actually means something.
Yeah.
And just imagine sayingthat to a client, right.
Hey, we're gonna, we're gonna putyou into, you know, you're part
of the whistle way, we're gonnaput you into our seven day launch.
Oh, seven days.
Yeah.
Yeah.
Nobody's told you about that USpatent and trademark office, right?
That it's very different.
Than just telling 'em seven things you dowhen you actually trademark what you do.
It, it's different.
Even though it's the same thing.

(20:54):
When you give it a name and youtrademark it, it's completely different.
Um, so building out these processes,we use a system called train.
Um, yep.
So training and manual mixed together.
It's called Train.
That's our system of choice.
You guys ever want to talk about it?
DM me, I'll, I'll connect you with them.
They're great.
But now we have everything in trainable.
So how do I do this?

(21:14):
How do I do that?
Basically, it's a wholefrequently asked question system.
An FAQ system.
It's also a LMS or a learning managementsystem so we can record all of our
trainings to teach people the whistleway of doing things, and that's the
learning management system side of it.
And then it's to support that.
There's also the frequentlyasked questions part of it.

(21:35):
So we train them.
Inside of tra.
And then they also have the FAQwhere they can go in and just type
in, like, how do I submit this form?
Or, who's the vendor for this?
Or whatever.
And all the answers, everything theyever need are all inside of that
system, which if you want to scale.
You need to make sure that peopleare all following the same system,

(21:56):
because if everybody's doing theirown thing, it's a train wreck.
I don't even know how you support people.
Like I've talked to some people whorun teams and they're like, I just
let my agents hire their own tcs.
I'm like, huh, wow.
Like how, the amount of timeyou're gonna spend trying to make
sure all these tcs give you whatyou need for a complete file.
Like that's insane to me.
Right.
Everybody does it the whistle way.
We all do it the same way.

(22:17):
So you have everything,all of your SOPs in there.
And then all of your frequentlyasked questions in there.
And then the other thing that we do iswe've invested money into good quality
video equipment for our office meetings.
And we do like a daily huddle.
So we record everything andthen everything that's recorded
goes into training as well.
So every meeting weve ever doneright, every huddle we've ever

(22:38):
done is in, that's gangster.
Like I did a, a huddle thismorning that was on how to
increase a buyer's affordabilityby a hundred thousand dollars.
Like that's a good meeting thatpeople should be able to find anytime.
Right.
We don't wanna hide that to where it'simpossible for people to find that.
So, um, having a system like Trainthat can have all of your SOPs and
your FAQs, and hopefully your recordedmeetings, having those all in one place,

(23:02):
the amount of time that saves me andmy team answering questions is insane.
Yeah.
You don't want to be the guy thathas to repeat yourself for things
that can be easily uncovered.
And I, I love that, right, becauseI've seen like a lot of teams, they'll
create a lot of, um, static type ofdocuments and SOPs that are not active

(23:25):
and meaning you can't get to 'em, right?
They're there, they'reon Google Drive, but.
How do you use them?
How do you find them?
You like nobody knows.
So I love that being able to put it inthere because it has to be searchable.
They're there, that's how they becomeactive and a part of the day, the,
the day-to-day execution of being ableto, to, you know, to effectively do
what it is that you're there to do.

(23:47):
Totally.
And then we have, um, inside ofSlack, we have a train channel.
So what happens is, is is peopleask questions or they like mention
a vendor, anything like that.
If we believe that that's something thatwould be valuable for the future, we just
push that slack post to the chain channel,and then there's a person who takes the
information and extracts it from theconversation and puts it in the chain.

(24:08):
Because if we see a conversation happeningin Slack and we know that conversation's
likely to happen again, or maybe it'salready happened in the past, let's avoid
ever having this conversation again.
Let's put this information inthe train and now the next time
somebody has a question, theyalways know they go to train first.
Before they go to Slack or anywhereelse to ask their question.
So now if somebody has that samequestion again, it's not gonna take

(24:30):
up anybody's time or distract anybody.
It's going to be, theanswer's gonna be intrain.
Or if somebody worked with a new homeinspector or a roofer, a plumber, and
they had a good experience, we'll putthem into the vendor section of training.
'cause those are the most common questionsthat get asked, um, as vendor stuff.
So all of our vendors are there, right?
So the agents, they need a plumber,they type plumber, intraining, boom.
All the plumbers are in there.

(24:50):
With their contact.
And the one thing we've done toois we make sure that if an agent
is gonna recommend a vendor, theyhave to have used 'em and they're
willing to put their name on it.
So that way if I call Bob the plumberand he's not doing a good job, I could
see Brian recommended him and I'd belike, Hey Brian, can you call Bob?
'cause I'm having some problemswith, so we won't just throw
like, oh, my friend's a plumber.

(25:11):
Can we put 'em on there?
Nah, unless, unless you've used himand you'll put your name on him.
We're not adding 'em to that vendor list.
Yeah, because we need to make surethese guys are gonna be a good
representation of our company.
A hundred percent.
Right.
And like, like the example you gave, youknow, I just let 'em hire their own tc
I mean, you talk about inconsistenciesand the experience inconsistencies
all the way across the board.
And, and ultimately at the end of the day,it's, it's your, if it, if it's your team,

(25:32):
your, your company, it's your reputation.
It's, it's you at the end of the day.
Totally.
Um, yeah.
So next one is having standards.
So one of the things I see, I talkto so many people, they're like,
oh, well, you know, our standardis you gotta sell a home a month.
Okay, so 12 months fromnow, John sold nine homes.

(25:53):
Are you firing it?
Well, that it's not a standard.
Yeah.
Right.
It's a suggestion at that point.
Yeah.
So there's a saying that I love.
It's expectations withoutenforcement are simply suggestions.
Hmm.
Expectations without enforcement aresimply suggestions, and most team leaders

(26:13):
have a whole lot of suggestions, butthey don't have any actual standards.
Because they're not enforcing theseexpectations they've set for people.
So on our team, like we have veryclear, we have two sets of expectations.
One is activity based, things likeshowing up to meetings, attending
open houses, attending, um, huddles,role plays, things like that.

(26:36):
So there's certain numbers of,um, you know, each activity
that you have to complete.
And those activities changeas your production changes.
So as you do more production.
I have less expectations of youattending those things, right?
Like if you're selling five homes a month,but I'm not gonna bug you to get on,
you know the role play call every day.
Clearly you know what you're doing,but if you haven't sold a home in five

(26:59):
months, you better better get just onthat role play every single day, right?
Yeah.
So the expectations align with theproduction, um, but we have very clear
expectations, and if you're not showingup, then you're not gonna be on this team.
Right.
We'll put you on probation,we'll give you a month to turn it
around, and if not, you're fired.
Um, and the beautiful thing is wenever have to actually fire people.
They just leave because they know,they didn't hit the expectation
they got put on probation.

(27:20):
They know they didn'tdo what they needed to.
They usually just walk, which is great.
So they can say like, you didn't fire me.
I quit.
Like, it's cool.
It's fine with me.
Uh, but we rarely even have the firingconversation because they already know.
Um, and then additionally wehave minimums for production.
So now understand everymarket's different.
I'm in San Diego, our averageprice is like 800,000.
So it's different here thanif you're in like, you know,

(27:43):
which Lotton, Oklahoma, right?
Oklahoma Lotton, Oklahoma'sgonna be a little different.
Um, so for us, our minimum is you gottapen two deals in the first six months.
Okay.
Right, to show you, you got it.
We'll give you six months ofrope, but if you can't pen at
least two deals in the first sixmonths, it's probably not for you.
And then from that pointon, it's six a year.
And that if you sellfive, I will fire you.

(28:05):
Like that's just what it's 'cause it's astandard That is a true standard, right?
'cause we're actuallyenforcing the expectations.
Right?
So that's the standard to be a part ofour team is once, after those first six
months, you have to sell six homes a year.
They just asked me today, right?
They're like, Hey, thisgirl, she missed the mark.
We put her on probation,she didn't hit it.
We love her.

(28:26):
And it's like.
I love you too.
Bye.
Yeah, and we have to set that example too,because if we keep her around, everybody
else sees we're keeping her around.
They know she's not selling any houses.
Mm-hmm.
So if we keep her around, that'stelling everybody it's okay to not,
like, be nice, but not sell houses.
What you just did is you loweredyour standard from six to five

(28:46):
is, is what, is what happened.
And the the, the best one I heardon this was the only standards you
have are the standards you enforce.
Yeah.
And if you don't enforce it,you don't have a standard.
Right?
Yeah.
Like you said, you just havean expectation, you just
have suggestions, suggestion.
I like the suggestion.
That's exactly what it is.
That's so good.
Yeah.
So this girl, I love her.
She's such a good culture fit, butdude, you can't, you can't perform.

(29:07):
Sorry.
What's funny is we, we do a, um, a meetingwith our top agents every two weeks I
grab coffee with 'em and we will segueinto like the next point 'cause it ties
into this, but it's funny that one ofthe girls there mentioned at our coffee,
their dish, she's like, my favorite thingyou guys do is every quarter when you
mention how many people we've offboarded.
It.
Right?
She's like, I love when you showthat you off boarded 25 people.

(29:28):
She's like, I, I absolutely love that.
That's my favorite slide.
You show every quarter.
Because she's a top, she's up here.
She doesn't want thesepeople down here Right.
That are dragging the companydown, that are also, they're
hurting the company's reputation.
Mm-hmm.
Right?
Because they're, they're outthere just willy-nilly, like,
you know, they're not top tier.
Like they want to beassociated with the top.
That's why Compass does so well, right?

(29:49):
Like Compass people want to bethere because the best agents are
there and best agents wanna besurrounded by other best agents.
Right.
Um, and we want thatsame thing here, right?
We want to be known that that'swhere the best agents are, is that.
Like that's what we want.
We don't want to be known that wehave, you know, the most agents.
We wanna be known thatwe have the best agents.

(30:10):
I love that.
So you, you said something, you know,what, what are you known for and, and,
and what do you want to be known for?
And you better, you better have thestandards to in place to enforce it if
that's what you want to be known for.
Or you're gonna be known for the personthat just gets ran over and doesn't
hold the agents accountable unless 'emjust kind of do whatever they want.
Do you want that reputation?

(30:30):
The ass offers is a pain in the ass whenthey're under contract with somebody.
The deals are closing late.
Right.
Like the, I don't want that reputation.
I want the reputation.
When one of my agents callsand says, Hey John, it's Kyle
over at Whistle Realty Group.
Immediately positive thought, like, Iwant an immediate positive connotation.
Yeah, I wanna work with this.

(30:50):
'cause I know this deal's gonnabe, this deal's gonna happen.
Oh, they're with whistle,they know what they're doing.
Like that's the, that's what I want.
Right?
I wanna stand out from the next personthat calls and they're like, who are you?
What company?
Right.
Like, 'cause that matters as we,you know, right now it's not a
competitive market, but when it's acompetitive market, that matters a lot.
Mm-hmm.
Big time.
I would say actually it does matter ina down market too, because, 'cause I

(31:12):
don't know about where, how it is inOklahoma or Pennsylvania, but in San
Diego it's a down market right now.
Yeah.
And most of the countries a down market.
Some people might not actuallyrealize it's down market, but it
is in a down market where you'rehaving to convince your seller to
take an offer below what they wanted.
When they, when I can go to my son andsay, Hey, um, you know, I know this
offer's not exactly where you wantto be, but John is an amazing agent.

(31:34):
I worked with John before.
He does a great job and he'sgonna get this thing close.
So I know it's not the numberyou want, but we're gonna,
this thing's gonna get done.
There's not many gains.
He's not gonna come at us withsome crazy request for repairs.
Like, it's gonna be avery smooth, clean deal.
So important.
That matters even in a down market.
Yeah.
Yeah, it does.
It's so important.
And then this comes back down to,you know, the brand that you want to

(31:54):
build, which is just your reputation.
And, you know, what type of reputationdo you want to have in the marketplace?
Yep, exactly.
I love that.
So that segue, so how does thatsegue into our, our fourth point?
Yeah, so the fourth point is people,um, what I found is when we started
having, like being really good aboutthese standards and we put these reports
out every week we show like, here'swhere you're at with your activities.

(32:17):
And I got in this like reallynegative cycle, dude, where
I would look at the bottom.
Why isn't she doingwhat she's supposed to?
Why is he still here?
You know?
Why haven't we fired that girllike I would be in that mindset.
That's a horrible place to be.
Like, it's really horrible tobe stuck in this mindset of just
like immediately not look up here.
I'm down here.

(32:37):
Yeah.
That's a really bad place to be.
Um, so by having those standards inplace, I know that the system, there's
a saying, EEO s teaches you too, right?
Like the systems run the company,the people run the system.
So the system is in place tocut those people off the bottom.
I don't have to worry about them.
It because the system is gonnatake care of that, right?

(32:59):
And the people will run the system.
So what I had to really shift my mindto was, I just need to focus on the top.
Why am I spending this like time,attention, and, and bandwidth
on these people at the bottom?
They put me in a negative head space.
When I got people like Adrianand Jen and Carly and Mike up
at the top, that fuel me, right?
Because I love those guys.

(33:19):
Like, man, I could just point them ina direction and before I'm even done
telling 'em what to do, they're running.
Right.
Yeah.
Like blindly.
They just, like Kyle said, go that way.
I'm gonna run that way.
That's fun.
That fuels me, man.
And, and like that's what I enjoy.
Which ties back to like thewhole beginning of this.
Like I get a high off of that.
Like I get a high off helping Adrian.
You know, Adrian did over amillion dollars in GCI last year.

(33:41):
Like I couldn't be more excited for him.
Right.
He's on the cover.
Where is it?
Look, he's on the, he's on thecover of Real Producers this month.
Like, that makes me freaking happy, man.
Like I love that.
I don't want to be in the mindsetwhere I'm staring at these people
at the bottom figuring out why,how am I gonna get 'em out of bed?
Like, fuck that, that's terrible.
So I just shifted my mindset to, like, allI do is focus on the people at the top.

(34:06):
Now understand my organization's big.
I have 120 agents.
I have, uh, 14 state statesidestaff, 23 international staff.
So I have a big staff.
Um, but all I do is focuson the people at the time.
Yeah.
And I just love on themand I support them.
I know what's happening in their lives.
Um, you know, I'm grabbingcoffee with them regularly.
I'm coach.
The only people I'll coach onthe team are my top agents.

(34:28):
Um, but that shit fuels me, man.
It gets me excited.
Like I get, I'm excited to hopon a call with Adrian, right?
Like, that's fun for me.
I'm excited to help Carly, right?
Like, that stuff's really fun for meand it fuels me, and that's where I
need to focus my time and attention.
And if I keep them happy.
They'll actually help that middle tier.

(34:49):
They'll actually, 'causethey're happy, they want to be
here and they feel supported.
They're willing to support other people.
That's the, that's the whole,and they like creating leaders.
Creating leaders.
Creating leaders.
Right.
You're cascading.
And they're cascading.
And they're cascading.
Yeah.
Man, that's so funny.
So it's like the more I hugthem and hold them close, the
more they hug the next tier.
And there's like, uh, somebody was tellingme this, like, there's like 20, 60, 20.

(35:11):
So like the 20 at the bottom, Idon't even, I don't even know most of
their names and that, and I'll, I'lltell that that to their face, right?
Like, I don't even care who you areuntil you start selling some homes.
Right?
Show me your, or you don'teven have to sell homes.
Just show me effort and energy, right?
Like that, that you're gonna show up.
But then that 60%, the beauty is ifI focus on the top 20, those people
will actually support the middle 60.

(35:33):
Mm-hmm.
And we actually even built somethingcalled our board of advisors.
So our people that are up thereat the top, they are incentivized
to help the people in the middle.
What else are you seeing?
Kind of the, the DNA makeupof those, of those top 20%?
Like, you know, I mean obviouslyyou're not getting into the, even
into the whistle organization unlessthere's some core value alignment.

(35:53):
There's some, there's some certainthings right, that they have to see
to even be able to get on board.
But what.
What elevates them that you've seenthat, that elevates to the top 20%.
They just run the play that's called Mm,they just run the play that's called.
Right.
And I know you're a sports guytoo, like the, the problem.
And one of my, uh, mentors wastalking about this yesterday.

(36:15):
He is like, what do I do with these guys?
They just won't listen.
Because you get a lot of these andit's, you know, the younger agents
tend to be the worst at this.
Like we teach them like wehave something inside of chain.
Our Core four, like these are thefour things you have to focus on
if you're gonna be at Whistle.
And then we encourage them to add oneto two on one to two, like sources of
business or pillars to this, um, to it.

(36:36):
But you focus on your core four andthen add one to two on top of that.
The problem is the agents werelike, I know you said this is what
works, but I'm gonna go do that.
Those are the people who really struggle.
The ones that succeed, they're like,Kyle said, these are the core four.
I'm gonna listen.
I'm gonna do what Kyle says, right?
Kyle has now sold like over 6,000 homes.
He sold billions and billionsof dollars of real estate.

(36:57):
My best year, I, I had a month whereI sold like 27 houses in a month.
Like, if you don't trust me, youdon't believe me, that I know what
I'm, get the fuck off my team dude.
Like, why are you here?
Yeah.
You don't trust me andbelieve in me to lead you.
You shouldn't be here.
So if I'm teaching you, these arethe core four things you need to do.
If you don't do those, you're probablygonna you and you're gonna burn out.

(37:19):
But the top agents, they just run theplay that's called, here's the core four.
Kyle said, these are the fourthings I should focus on.
That's what I'm gonna do.
And those do the best I had.
Uh.
I had, uh, Blake Sloan on, uh, hedid a, he did a topic call training
call for us a couple weeks ago.
And, you know, he's committed tohis fitness and he, in his last

(37:40):
seven years, right, like, he, like,he doesn't miss, and his, his body
weight really hasn't fluctuated much.
And so he's like, man,I gotta make a change.
So he hired, uh, my.
Professional bodybuilder onthe nutritional side of things.
And, um, he came back to, to the trainerand, um, he said, dude, man, and just
so they're focused on macros, right?

(38:00):
Focus on the macros.
And he, and he goes, uh, dude, man,I feel like I'm just eating so much.
And the trainer just looked at himand basically said, shut the fuck
up and just follow the macros.
And he goes, got it.
Makes sense.
Got it.
I think I probably hired thesame person and yeah, I was like,
I really, I have to eat more.
Eat.
Eat.
Get your protein.
I'm like, trust the process.
I don't run on full eat.

(38:22):
Yeah.
Run the play.
Run the play.
I love that.
That is so spot on.
That is so good.
So I mean that, that's the big difference.
The agents who are the most successful onthe team, they run the play that's called,
and they don't even worry about anythingoutside those core four in the beginning.
And then once they really master those.
Then we start talking about adding,like Evan, who's like two years
in on my team, top five agent.

(38:43):
Like now he's adding probateonto that 'cause he's like
really passionate about that.
So like he's adding probate as a pillar.
But some people they try to add,is your core four, is it, is it
an activity or is it a core four?
On core four is our leads.
So really understanding in and outof how do the leads get to you,
what do you do when they get to you?
How do you convert 'em?
All that.
Sphere, um, open house and socialmedia, like those are the four

(39:06):
pillars that we have them focused on.
Make sure they know those insideand out before they worry about
adding anything on top of that.
I freaking love that.
That's so good.
That's really good.
I love that.
So yeah, man, pe people and, and it'shaving the right people that, you
know, want to live to the standard.
And that really, like you said,just just trust the process.
Yeah.

(39:26):
And, and not be afraid.
Like, we've had multiple scenarios wherewe've had to, I've been fired out of
multiple seats on the team personally.
Um, and I fired people.
Like Mike Proctor is one of my top, Ithink number two in the company last year.
Like I fired him as a sales manager.
I think I had him on expertmentors as he was a sales manager.
Yeah.
Yeah.
And I fired him as a sales managerand I rehired him as an agent.

(39:49):
And he did like 800,000 in GCI last year.
Like it was the right person.
Complete core value fit.
Just wrong seat.
Yeah.
Sales manager.
It sounds fun to like teach otherpeople and manage them, but.
It's not as funny as people think becauseyou're like, you know, a top agent, you
just run the plate it's called, right?
Mm-hmm.
So it's easy.
Just do what Kyle says andyou'll be really successful.

(40:10):
And then these other people don'tdo what they know they need to do.
That's hard for somebodylike he gets to deal with.
Right.
What he gets to deal with ishe gets to deal with the 80%,
the sixties and the twenties.
That's what he gets to deal with.
He doesn't get to do what he wantsto do and deal with the twenties
because he's gotta worry about thesixties and the, in the twenties.
Yeah.
Yep.
Yeah.
So he, it just didn't work right?
He was running people offleft and right because.

(40:31):
He'd just be like, are you fucking stupid?
Just, just work.
What's wrong with you?
Not putting the to manage people, butwe put him back in an agent role and
he is having the time of his life,you know, like he's question ing it.
Probably happier too, like myexecutive assistant Lisa, we put
her in a role to run somethingand it was just not a fit at all.
Fired her from that, put her back inexecutive assistant role and she's

(40:51):
one of the best in the business.
So, um, not only having relationshipswith your people, but also having the
right people in the right seats is huge.
Yeah.
And I think, you know, EOSwill pull that out of there.
Right.
You know, get it one at capacity for it.
Right.
As you, as you go through and,and you can really uncover.
And I did the same thing I had, um, Ihired, you know, uh, somebody you know
overseas, she's still on the team.

(41:12):
She's been with me for almost fiveyears and she came in as a social
media and I got to know her a littlebit and what her passions were.
She's a freaking English major.
And she loves to write.
So guess what she does?
She just writes copy.
That's all she does.
Yeah, that's it.
Yeah.
So put 'em in the seat where they,where they, where they'll thrive.
Yeah.
Cool man.
And the last one is, you just gotta havea consistent recruiting funnel, right?

(41:34):
So some of you guys are watchingthis or listening to this, and you're
hearing me like, talk about how manypeople we fire and it freaks you out.
Or the thought of even firing anybodyfrom your team freaks you out.
I don't fear that at all because Iknow every month we have a badass
recruiter and we're bringing in10 agents a month on average.
So I'm not worried about firing a coupleagents this month because I know I got 10

(41:56):
new agents who are gonna start next month.
And it helps you because otherwise youend up in this like scarcity mindset.
Yeah.
You keep people around longerthan you should that are probably
toxic for your environment.
But you're like, well, they sella few homes a year, so I make some
money off of them, but they'rejust, they're running, justifying
the bad decision, the organization.

(42:18):
But you keep 'em 'cause yougot nobody to replace 'em.
So we typically try tobring 10 agents in a month.
The goal is to cut twoagents during training.
They do two weeks, 30 hour weeks.
So 60 hours of total training.
We want to cut two during training.
Um, a lot of times one willtap out because they just can't
handle it 'cause it's more thanthey they thought it would be.
And then we usually fire one.

(42:39):
What I found is that when somebodyjoins our team, the traditional
interview process is two to three hours.
Somebody can mask who they really are fortwo or three hours of interviews, right?
But once they're in trainingfor two weeks, 30 hours a week,
they can't mask that anymore.
Like you get un, your maskcomes off, you get exposed.
So I want my trainer to be likethat second line of defense

(43:01):
just in case somebody slidthrough the interview process.
Let's cut them at trainingbefore we waste any time on them.
So that could be they're showing up late,they're disrespectful in the training.
They're, um, you know, they'reon their phone all the time.
They don't respect the dresscode, or they're just stupid.
Like you can't always tell somebody'sstupid in two hours of interviews,
but no 60 hours of training.

(43:22):
We can find out if you're stupid.
Um, so we try to cut two during training.
We usually end up cutting twoat the six month check mark.
And then two more atthe 12 month check mark.
So by the time we go 12 monthslater, we're usually keeping four
out of 10 from each training class.
But those four are quality agents, right?
Yeah.
If we can get them to do six deals,which is about 5 million and.

(43:45):
Volume, if we can get them to do like 5million in volume in their first year,
that second year, they, they usuallyjump to 10 to 15 million pretty easily.
So we, we just know we're going toget four people out of every training
class, so a net four per month.
Um, and that's how we built this teamis we just don't put up with bullshit.
We cut people and we cut people that,you know, violate our core values too.

(44:09):
You know, we had a girl who wasreally good, really strong, but she
couldn't keep her hands to herself.
Um, you know, and I'm notgonna put up with her.
I'm not gonna keep her around.
'cause otherwise if I do, I'mtelling everybody it's okay
to do that kind of stuff.
Right.
Like, you know, so we cutthat, we cut quality producers
for, I. Violating core values.
I, I love that.
And, and you know, that's, I always lead'cause I'm just, I'm a big vision guy.

(44:33):
Um, just because I've been a part oforganizations where there is no vision
and, you know, it's, it's so important.
And, you know, that key elementwithin the vision is always led with
the, with the values, the shouldsand should nots the non-negotiables.
And so, I know we didn't reallyget into that, but I, I appreciate
you you sharing that examplebecause, um, honestly, you know.
If you're, if you're wanting to build ateam, it's, it's, it's a house of cards.

(44:55):
If you don't build it on, on afoundation of values that you will,
like you said, fire somebody over.
Yeah, absolutely.
And it's, it's hard, but you can'tallow somebody's production to
factor into your decision makingprocess when it comes to core values.
Yeah.
Like it's, it's just not okay.
No matter what.
I don't care if you sell onehome or a hundred homes like.

(45:15):
Keep your answer, sothat's not gonna, yeah.
Yeah.
Some, some things you just, you definitelydon't wanna be known as, as that team.
Right.
Wow.
And especially young.
I, I remember, you know, I mean, shit.
I mean, kinder and I, you know, Imean, we were 20, 27, 28, and, um.
And, and, and starting out and,you know, aggressive and Yeah.

(45:36):
But I mean, we, you know, oneof our values was work hard,
play hard and you know, I meanobviously that's, that's changed
as we've gotten a little bit older.
I mean, we still do that, but I wouldn'thave that as one of our values Right.
Coming in.
So I think it's super, superimportant to be able to have that.
And, and like you said, you know, youhave those, if you have those values,
but you don't hold, hold to 'em.
Like if you would've allowedher to stay on, that would've

(45:57):
been, oh, that's Kyle Standard.
That's the Kyle that's Oh,that's the whistle way.
Yeah.
As long as you produce, youcan do whatever you want.
Exactly.
Yeah.
We can't have that.
Exactly, man, brother, you are.
Absolutely amazing and definitely,uh, one of the, one of the
greats, one of the icons.
Tremendous leader.
I love, you know, your leadership style.
Everybody's a little bit different.

(46:18):
Like I talked about Blake,you know, Blake's more, you
know, command and control.
Not really, he lets his people do,but he's a, a, a little bit different.
I. Leading a different way.
Just like you're leading,you know, your way.
True, true to who you are, to your,to your character and um, to your
values, which is just, it's superawesome man to be able to see.
And I couldn't agree with you more, man.
It, it really ties into setstandards, um, you know, have,

(46:40):
have systems, active systems.
Uh, that's what I love about,like what you said about cranial
being able to search, beingable to get everything in there.
Um.
A little bit of, uh, the Ray Dalio, right?
You know, radically transparent ofhaving all of your meetings recorded
and, and put in there to be able tosee holding the standard, having the
right people, and then man, just,um, consistent in, in the recruiting.

(47:03):
Always, always be looking for talent.
Always be bringing talent in.
Yeah.
Chuck La says, right.
If you want somebody to, uh, stepup, just hire the replacement.
All the time.
And, and when we have new people thatcome in and are putting, like, I, this
girl Elena in the other room, likeshe was here before me this morning.
Like I give her a shout out andI put it out there publicly.
Right?
Yeah.
Like, I wanna show some of these peoplewho've gotten comfortable, like, this

(47:26):
girl's gonna come eat your lunch, man.
Like, if you don't start showing up,she's gonna take everything from me.
Um, so when we have new peoplewho come in that are doing a great
job, like put 'em on a pedestal.
Yeah.
And it, it helps people realize like,oh man, I better get my act together.
I. I tell you one of the things, andyou shared it last year when we, when,
when we had you on, um, you know,back to your meeting cadence and your

(47:49):
meeting, meeting rhythm, and not evenstarting a meeting until you get those
shout outs and, and really acknowledgingeverybody within the organization, it,
it does something to the culture, right?
It forces you to pay attentionto what people are doing instead
of just so focused on yourself.
And I think that's where the cascading.
From the 20 down to down to,you know, the 60 happens right?
When, when they're, when they'repaying attention and they're seeing

(48:11):
what other people are doing to beable to, to get those shout outs.
Totally.
It's cool, brother.
I appreciate you.
You're, you're awesome.
Um, guys, make sure listening in, giveKyle tons of love and uh, look forward
to, uh, having you back in you brother.
Yeah, if you guys want to stay connected,um, you can go to the whistle way.com.
You can subscribe to like ourpodcast, our YouTube channel.

(48:32):
Join our referral network.
We got a ton of people leavingCalifornia, so we send multiple
referrals out every week.
Um, can get on our emailnewsletter, our Facebook group.
We share a lot of tips and tricks.
We have a whole course on like contentcreation if you wanna level that up.
Um, so it's all@thewhistleway.comor if you wanna just stay connected.
You guys have questions, just hitme up on Instagram at Kyle Whistle.
I respond to all my messages.

(48:53):
Personally, nobody else checks those.
So if there's any questions,anything that I can help with,
just uh, hit me up on Instagram.
That's awesome, brother.
Given as always, appreciate you guys.
Alright, sounds good, brother.
Talk you later.
See you, man later.
That's a wrap for today.
I hope you got somethingvaluable from this episode.
If you did, hit follow andvisit John kitchens.coach for
more ways we can work together.

(49:14):
See you on the next episode.

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Episode Overview

What You’ll Learn in This Episode

Key #1: Mindset and Leadership

Key #2: Business Operating Systems (EOS)

Key #3: Processes and Training

Key #4: Standards and Accountability

Key #5: Recruiting and People Strategy

Tools & Resources Mentioned

Final Takeaway

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Episode Transcript

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