#706: How Mary Murphy Rebuilt Her Business on Her Terms

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 up?
Hey, how are you?

(00:21):
I'm good.
I'm good.
It's great catching up with you.
I, uh, it was funny.
We were, uh, before we hit live here,we were talking about your hometown, uh,
which I got to experience the last twosummers, which is pretty freaking cool.
Um, you know, the last year wasreally cool, just kind of in the,
in that summer, uh, obviously.
What was going on leadingup to election year?

(00:44):
So you had a, you had a little,little bit of, uh, you know, American
Pride being around the 4th of July.
It was, it, it was really awesome.
But, uh, being able to go backthere again this year, but kind
of have my bearings now, knowingwhere everything's at and being able
to be a little more comfortable.
Um, it's, it's really cool.
I, I, I will say that's pretty cool.
It's.

(01:11):
A lot has changed since we've,uh, since we talked last.
Um, so yeah, fill me in, man.
What the heck is going on?
Yeah, so a lot has changed.
So where do I even start?
Um, well you live in Arizona, but yourun your business in, in Jersey still.
So like, let's talk about that.
Okay.
So I do live in Arizona now.
I'm from New Jersey, whichwe just talking about.

(01:32):
Wildwood, New Jersey.
I grew up at the JerseyShore, second home market.
Couldn't wait to get out of there whenI finished high school because although
it's really fun in the summer, it,in the winter, there's just nothing.
Everybody leaves, neighbors are gone.
They're a resort town.
And if you're listening to this andyou know me at all, like slow pace
does not work, doesn't work foryou, it doesn't work for me at all.

(01:55):
So I just really hatedit, always growing up.
And so, um, it's funny, I alwayssay I, we got a little seasonal
depression too because I love sun.
I wanna be outdoors.
That brings me to where Ilive on the sunniest, live in
the sunniest, warmest place.
So when you moved outta Wildwood,so before you moved to, to Arizona,
so where, where were you at?
Where was the primary market?
So my primary market was actuallylike Camden and Burlington Counties.

(02:18):
So I, when I left, I graduatedhigh school in 2001, aging myself.
Right?
So when I left there, then I wentand moved up to Philadelphia.
Okay.
I went to the college at Weidner.
I lived with my aunt.
And I met my husband there, Brian.
So Brian is from Washington Township,which is Glou County, which is about
an hour and a half from the shore.

(02:39):
That's the, that's the, the primary that'sYoure so home like we were, so, I was
in, I was about an hour, hour and a half.
Come outta Philly, across the bridge.
Now you're in Jersey, sothat's right in there.
Okay.
Yeah.
So I, my primary real estate marketwas new, was in like, Camden,
Burlington County, New Jersey.
It, and so we lived in Marton.
So I didn't really haveroots there either, right?

(03:02):
So my roots, I mean,I'm from Pennsylvania.
My parents moved down to the shore.
Like I really didn't have anywherewhere it's not like there's
nowhere where I was gonna havecoffee with my family every day.
Well, I guess if I went back toIowa, I would would, but, um,
our primary market was Marton.
We built that for nine years.
In three counties.

(03:22):
So Gloucester, Camden,and Burlington County.
I grew all three of those counties 'causeI built my business through prospecting.
Yeah.
So it was FSBOs and expired.
So when you're FSBO and expired, youkind of go where the business is.
Mm-hmm.
So it was about an hour radius that Iworked and, um, we built our team there
and we're really systematized, which, youknow, we coached together for a long time.
Like we're very high on systems,accountability on processes, so.

(03:47):
You know, a lot happened.
I don't even kind of know where tostart, but how we ended up in Arizona
was our, our team was doing well.
We were kind of at a crossroads.
We were making some changes and.
Brian, who is my husband, mydirector of ops, he has his
master's in accounting and finance.
He wasn't in the corporate world,but I was selling 75 houses a year,

(04:07):
and everything was always on fire.
So he pretty much came over to fixit and, and I tell that story a
lot where it was like, in our life,babe, like, you know how you just.
I have an idea and then Idon't even know how it happens.
And then it just happens.
Like, can you call me that in my business?
And that's what he does.
So he pretty much is the integratorI know is what you are, the piece.

(04:28):
And we talked about it and we triedto figure it and stitch it together.
You know, what, what we have, weneed to go find and, you know,
what's wild And, and see in alot of husband, wife, you know,
significant other type situations and.
Just looking at being able tobring that component in, right?
Like I have, um, a team we'reworking out with out of Johnson

(04:50):
City and he was head of company,head of sales, driving everything.
The face, it's still the name ofthe company, but we were like, just
because you're head of company doesn'tmean you should be head of company.
And, and, and taking intoconsideration what is the dang goal.
What are we trying to do?
What are we trying to accomplish?

(05:10):
And what, what we found is thathis fiance been with him and been
in the business for eight years.
We're like, she's built to runthis company and allow you to
just focus on stacking cash andfinding investment opportunities.
And it was just like.
It's right underneath what's the, youknow, coach Bird always says, right.
You can't see the pictureinside of the frame.

(05:32):
So being able to, you know, step out ofthat and having that perspective, and
that didn't happen overnight, right?
That was like me going four assistancein one year and like trying to
be the integrator that I wasn't.
Right.
Right.
And you had 'em right there.
And so it's like how we createthis situation to where it, it
makes sense to make that move.
Yeah.
And so, so we had, so he's processoriented and he understands that so well.

(05:54):
And so he kind of came inand put a process around it.
We were able to build and I couldjust do what I do, which is sell
and inspire and, and speak, connect.
The market changed.
We were growing really fast.
We grew everything really fast.
'cause that's my personality together.

(06:15):
We're growing it, we're building a team,we're growing our systems really fast.
We grew our expenses really fast.
Everything's kind of just moving fasterthan it should have in the market changed.
And so the market changed and we'relike, we gotta figure this out.
Like what makes sense?
We have to.
A little bit because we all have to dothat when there's changes in the market.
And I think we would all loveto work a 2021 market forever.

(06:35):
Sure.
It was easy.
Right.
That was a really fun market.
It was blowing and going.
It was fast.
It was your speed.
It was moving fast.
It was my speed.
Like yeah.
You didn't even have time to like getto know your clients before you sold
their house and they were on their way.
Like I, it was just so fast, you know?
It was so fun.
So we're pivoting, we're still hiringagents and, and agents aren't feeling as
excited anymore either because back then.

(06:56):
I mean, you could be a part-time.
I had a part-time agentselling houses a year.
Yeah.
Because we knew how to feed the beastand bring the leads in and then we
were just falling outta the sky.
Right.
So, anyway, Brian and I were pivoting.
We were looking at our business.
We do this weekly where we have weeklyjust operator, you know, we have
our, our level 10 meeting percent,and that's what we were doing.
Right.
EOS model.
We still do that.

(07:17):
And I just asked a question and itwas really random, and it was, if we
could do this, if we were gonna do thisall over, if we burned it all down to
the ground and we're gonna build itover, I built it through prospecting.
Would we do it here?
And he was like, F no.
Why would we do it here?
It was like the hundredthday of rain in a row.
Yeah.
And um, like, well, let'snot, like do we have to?

(07:38):
Let's go somewhere else.
Let's just do it.
Let's just, let's just go.
And it was just such the right timing.
That was one conversation.
And there's a couple times in my lifewhere I can say one conversation a lot
of times between Brian and I, the firstone in Jamaica, when I was like, Hey, you
know how I said let's go to Jamaica, andthen you figured it all out and I didn't
even know what airline we were flying.
Can you come do that in our business?

(07:59):
That was like, we were in Jamaica, layingon the beach one day and Monday of the
next week, Brian put his, put his note in.
So let me, lemme ask you, let me askyou about that because I, I love, um,
understanding, you know, how peoplego about making decisions, right?
So what was the, the processto make the decision?
But also, you know, you, you and I are alot alike when it comes to control, right?

(08:20):
Like, you know, I. I've had tolearn throughout the years to
start to let go what matters?
What can you, what,what can you hang onto?
What can't you hang ontofrom a control aspect?
So for, for you really at that point,maybe you found a place finally, you
just surrendered, but trying to controlso much and making that decision.

(08:40):
Do you, do, have you reflected,have you thought about kind of
that process for you at that time?
So the thought processof making the decision?
I think that, that I.
In a spot where I wasn't feelinglike myself, like I was feeling
like a little burned out.
And in some ways I was even like, isthis, is this what I'm meant to be doing?

(09:01):
Right.
Like even pray on it.
Like, is this what I'm meant?
Is this, this doesn'tfeel like I'm meant to be.
This doesn't feel right.
I didn't know what it was.
Did you ever have that feelinglike just in your stomach where
you're like, something is off.
And it's up to me to change it.
And I didn't know exactly what it was.
I mean, is it location?
I don't know if it was a hundred percentjust location, but I think I was making
some big changes over those couple years.

(09:23):
Right?
Like I moved brokerages, I madeup, I did a partnership like I was.
Trying to find alignment and theright, the right place, right.
So I think when I make a decision,I, a lot of it, I am a gut thinker.
Like I feel, I'm really feeling basic.
I could feel that it was off and Icould feel that I wasn't myself, right?
Where I'm like, I'm notmy hungry go after itself.

(09:46):
Like, I'm like living under.
This pressure, it justdidn't feel like me.
So I think that's where it was.
And then it was like, well,what if we could just do
something else somewhere else?
Like we're not stuck here.
We don't have to be here.
There's nothing holding us here.
And that's kind of what it was.
And then Brian, the amazing thingabout Brian is Juan, he's my absolute

(10:06):
biggest supporter and cheerleader, andhe also feels when I'm off, whereas
Brian's more of a stable guy, likehe's always kind of fine and good.
He's, he's amazing.
He's my favorite person, but likehe can feel when I'm off too.
And also he's never likeagainst my crazy ideas.
There's never something that I say wherehe's like, you're just such, I mean, he
does say that sometimes, but usually he'snot like, you're an absolute like maniac.

(10:29):
No, we're not doing that.
He was like, what would that look like?
Yeah, that's good questions,but what would that look like?
So I think that's what westarted to think about.
Well, where would we go?
Like we didn't have a decisionon where we were going.
I'm like, we don't, this sucks.
Like, why is it still raining?
I'm cold.
I hate being cold.
Why do we have to wait tillwe're tired to not be cold?
Yeah.
Like, so we just started talking aboutwhere, and, and um, we came across Arizona

(10:52):
because it's sunny 300 days a year.
I know a lot of people here.
I'm a partner with place.
There's a lot of place people here.
I also, one interesting thing aboutwhy here made sense was the time zone.
So like I can work the East coast, I'man early bird, so is he like, we're up.
Like I don't care if I'm on the phoneat 5:00 AM so we can actually work those

(11:13):
early mornings and then if we wanna buildit in Arizona, we still have, I mean.
By 9:00 AM I could have alreadygotten three, four hours of work in.
Yeah.
Wow.
You know, by noon I couldbe gone with Jersey.
So that was another, a decision factorwhere Florida would've worked because
we'd still be on East Coast same time.
What is, so yeah, it was, it'sum, you know, Kevin, um, has

(11:33):
obviously, you know, his market'sbeen, you know, Northern Colorado.
You know, for, for years.
And then they just obviouslybecome an empty nester.
So they bought, you know, had a, had anew place built in Sarasota, and, and that
was the original thought process, right?
Like, you know, be in Sarasota.
But once he, once he got there, heis like, I just wanna build Colorado

(11:55):
and then enjoy my piece here.
And I'm like, that's,yeah, that's an aha, right?
It's like one of those thingsyou think what you want it to be
until you actually get into it.
And, and so, you know, you just,you never know until you try it.
So exact same thought process.
So coming here, I'm like,can we keep Jersey going?
Do I, I have to find aleader in Jersey, right?
This is not, I'm not gonna beable to run this myself remotely.

(12:18):
That was myth number one.
'cause I can, but in initially, I waslike, I'm not gonna be able to recruit.
How am I gonna recruit remotely?
How am I gonna lead my team remotely?
I'm not gonna be able to do that.
That was myth number one, which I'malready busting that, not that I
won't need leaders eventually, but Ialso thought my physical presence was
more important than it actually is.
So unpack that a little bit.
So, you know, call themyth, you can't do that.

(12:40):
What, what have you found?
I've found that my physicalpresence isn't necessary, just
like you and I aren't physicallypresent with each other right now.
I mean, I've been with cloud-basedbrokerages for over five years.
I'm with a cloud-basedpartnership within place.
Like I don't.
No, I don't think thephysical presence matters.
And in fact, the systems and theleadership and the marketing, all

(13:03):
of that matters and agents don'twanna come to the office anymore.
Like a lot of people are gonnaargue with me about that.
And there are still old school peoplethat are like proximity in person matters.
You know what?
It doesn't make sense forsome of the agents on my team.
I told you I build it across threecounties for them to drive 40 minutes to
be in the office when they can do that.

(13:23):
From their home office or a Starbucksand then they can go on an appointment.
It doesn't make sense.
So it was actually having the officewas limiting sometimes 'cause it was
annoying for agents to have to come in.
And then I was annoyedthey weren't coming in.
And I'm spending six grand on officerent for this beautiful office
that I have staged beautifully.
And it's amazing and nobodywants to come and I'm like.

(13:44):
Wait a minute, but they're like, whydo I have to force them to come Uhhuh?
Like, she's crushing it.
Why am I like fighting with her todrive 40 minutes to like, do this here?
So that was one thing that I thought Ineeded was the, the physical presence.
And I don't, I just need to be present.
What do, what is, is that what they want?
They just want your, they want,they want you to be present.

(14:04):
Uh, you know, the biggest thingthat I saw, and I think it was, it
was, it might be the same thing.
If they knew you were always inthe office, they knew they could
get presence and time with you,um, by, by coming into the office.
But if you're not there and you can givethem more focused attention this way
than you can by being in the office.

(14:24):
'cause I, I remember like mydays in the office, especially
when I started coaching.
And like had to shut the door.
Like when they would comein, I couldn't look at 'em.
I had to, you know, try to stay engaged.
And I, I, I think you'rea hundred percent spot on.
They just want, they, they,I know what they want.

(14:45):
They want your time and attention.
And if you could give it to 'em virtually,be more present virtually than you
can actually in person, that's a win.
It's more purposeful.
It's less God minutes, it's less bs.
Like it's, and which is good for meanyway, because I'm honest, honestly.
I don't show up.
Well, if you interrupt me, Idon't like to be interrupted.
Like I'm, I, I need to, I can'tthink, like, I'm not even gonna

(15:08):
give you good advice when you tryand get me when I'm not present
and I'm focused on something else.
So it's actually really helped mymindset and I think it's made me a
better leader because now I know thatwhen I'm talking to someone on my team,
if Mandy needs me, she's got me and I'mpresent and it's purposeful, and I can
tell her like, Hey, I have 10 minutes.
Is this longer than a10 minute conversation?
Right.

(15:28):
And if not, then great.
Let's just tackle it.
Yeah.
And if it is great, I'm gonna giveyou a call when I'm driving and
then you can have me and I'm freeand we can chitchat a little bit.
And, and so it's made it a lot morepurposeful and a lot more present.
And I think it's better.
So I don't need to physically bethere and, and I still have really
great relationships with my agents,so that was definitely a big.

(15:51):
A big aha.
I would say for me that, and I'm buildingit, I've grown, I mean, I, I hired nine
agents to my team in quarter two kitty.
So, and they don't all make it.
That didn't change doesn't changeif I'm physically there and it
doesn't change if I'm no, ifI'm not there physically, right?
Like, you can't, not everyone's going towanna do the work and not achieve there.

(16:12):
But my standards are actually more clear.
Everything's more organized.
Yeah.
What, and is that being in thatvirtual environment kind of forced
you to get clear on, on the do'sand don'ts and, and the standards.
What, what you allow, what you,what you tolerate, and what you
allow, you know, you know, peopleto do and the way the boundaries
and the way they get to treat you.
I think that when you're virtual, youare forced to be more organized, which

(16:35):
is what we are and what we want anyway.
So like in a virtual world, likewith us in exp, like everything,
I can't just walk into.
The accounting office andhand a check in, right?
Like you can't do that like youcould do at a small mom and pop.
Sure.
Here, because we're big and we'revirtual, it has to be really
systematized and organized.
So I think yes it does.
It does.

(16:56):
Even though we were that way, ourstandards are, are set easier too.
'cause they can't just walk into my officeor walk into Brian's office and, um.
Interrupt you the God minutes interrupt.
Interrupt.
But also I think for, for me, it alsohelps create a culture of resourcefulness.
And that's really what we want from ourpeople is we want them to be resourceful.

(17:17):
And you know, one of the things that I've,you know, pushed everybody through kt,
this was homework day one, they had to do.
But this is what I make my team doon a, on a pretty much regular basis.
Is, is the 1 3 1, right?
What is your one, whatis our big one challenge?
One big constraint.
What are three possible solutions?
What's the one that gives us thehighest probability of accomplishing
the, you know, removing the one thing,the one obstacle, and, and when you,

(17:41):
you know, there resourcefulness.
AI that like, it's noteven Google that anymore.
It's like, I don't know, ai it and Right.
And I know I ask my chat,bt like, just get on there.
I don't know.
Yeah, go if I have to.
So I used to always say, but you're right.
Now we can say ai.
I used to say, if I have toGoogle it, you can Google it.
So a lot of times agents willask me questions and I would just

(18:02):
send 'em the search bar, right?
Like, here's the search bar.
You go do that.
That's what I would do in this instance.
Or if we have it on video already.
Yeah.
Or if I told you already, or if it'sin your onboarding checklist, like we
do really want them to be resourcefulbecause I'm not really, I'm not looking
for people who are dependent, forpeople who can't do it on their own.
Right.
I want people who can do it on their own.
They just need direction.

(18:23):
But that I can enhance them.
Yeah.
And I can help them do itbetter, bigger, faster together.
Not who is just like, we don'twant victim people who can't
do it, who can't handle it.
I want great people.
So, and that's what I attract.
And the ones that.
Aren't resourceful, most likelyaren't really gonna make it with me.
And that's okay too.
Like we all have to find our people.

(18:44):
So that's kind of.
I love that when, when you guys finallymade the move and what I mean, was it
just, I mean, we just, we cut ties, wemade the, we sold the house, we moved.
Or was it still like hanging on tothe Jersey Monkey bar while we grabbed
the, the Arizona bar, or did wejust both hands go, go into Arizona?
So that's not the way I do anything.
Right.
With, with like, when I leftteaching, I left teaching, right.

(19:05):
I quit teaching.
I didn't say, oh, I'm gonnatry real estate in the summer.
It's like, I'm gonna go all in and aftera year, if I can't figure this out, I'm
gonna have to go back into the classroom,which I knew I was never doing again.
Yeah, when Brian decided to leave hiscorporate position, burn the boats and
our coo, like he burn the boats job.
Listen.
Yeah.
We know that at any timewe control our own destiny.
I can go get another job,he can go get another.

(19:27):
If that was it, we couldgo back to New Jersey.
New Jersey's not going anywhere.
There's always gonna be a house.
So we burn the boats.
We're like, no, we're leaving.
And what we had decided though,John, when we left, was we
weren't going back to New Jersey.
If we hated Arizona, which I didn'tthink we would after our research and
all the thoughts, thought process wehad and, and where we wanted to be, we

(19:49):
knew that we would go somewhere else.
But we, we had just made the decisionthat we weren't going to go to New Jersey.
I don't want my kids, and for all ofyou people that know me and love me
and your Jersey people, I love NewJersey, but there were, it wasn't in
alignment with what I want for my life.
I want warmth and I don't reallywanna pay those taxes either.
Right.
So we had made the decision that wewere leaving Jersey, so we burned it.

(20:10):
I love that.
Yeah.
So we, we, we go, we, youknow, no, no looking back.
Only plan A, no, plan B. And, uh,you know, I mean, that takes a,
I mean, that's commitment, right?
That's a level of commitment.
That's, that's not interested.
Hey, we're not interested.
We're committed.
We're, we're, we're moving.
We're all in, we're moving, we're movingto Arizona, we're gonna make this work.
Um, when, when you guys gotthere, did, when did it click?

(20:32):
You're like, man, this is it.
This is gonna work.
So we.
Like, when did it, well,okay, so, so we're in Arizona.
We're still operating, we're stilloperating, uh, uh, you know, in two
different time, you know, two timezones over in, in a jersey market.
We're living in Arizona at, was therea moment where you and Brian linked
each other goes, this is gonna work.
I think now we really knowthat, but I think there was a

(20:54):
lot of changes we had to make.
So, you know what?
You wanna see the holes in yourbusiness move 2,500 miles away.
Yeah.
Right.
So that's what we did.
We're like, oh my goodness,like this doesn't work.
Or this person in this seat.
This isn't working, and, and it wasworking when I was next to them, but
it's not working now and I can't fix it.

(21:15):
Like I can't.
Yeah.
So there was all these holes thatwe kind of had to patch and fix
and, and continue burning down.
So yeah, that was it.
It took a couple months, so wemoved here in July of last year.
By fall.
We were like, all right, like I.Things are gonna have to change.
And when I came here, I didn'tknow what it was gonna be like.

(21:36):
I knew that whatever, Brian, Brianand I can do whatever we want.
Mm-hmm.
I believe that like in my heart, likehim and I can do whatever we want.
If we decided to stop sellingreal estate and sell solar
tomorrow, we'd make it successful.
We're not gonna do that by now.
Yeah.
You, you, you're just, you, I mean,you're hardwired because you look
how you got into the business.
Right.
I always, I always go, you know,there's certain skill sets and certain
capabilities that will travel, right?

(21:57):
Like, like you look at, atTina and Kevin's story, right?
Where they moved outta Michigan intothe Carolinas, they had this skillset.
Of what you had, which wasreaching out to, to, to cold
people and having a conversation.
Right.
Not afraid to get on the phone.
You know what to say.
You're, you're, you're relentless.
You know, they're not gonna, youknow, people are telling you to f

(22:17):
off, it's not gonna upset your day.
Like, you have that skillset,that skillset will travel.
And, and so, you know, for you guysbeing able to have that was, you know,
to me that was the capability that youcould always fall back on no matter what.
What it is we're doing, we have a, aparticular skill set that will travel.
I can always personally sell.
It doesn't matter whatmarket you put me in, right?

(22:37):
'cause that that skillset does transfer.
And really what that skillset is,is I'm a great listener and people
will tell me their problems andthen I can help with solutions.
And if that solution means sellingtheir house, buying a house, or whatever
it is that I'm trying to help themsolve, I'm gonna be able to get to
the heart of that and figure it out.
And they'll trust me.
Why?
'cause I wanna help 'emtruly like I truly do.

(22:58):
So usually they don't tell me to f off.
Right.
They usually don't.
They may be in thebeginning, but now it's rare.
Even a fisbo won't say that to me becauseof my approach, but my approach is really
a collaborative and and helpful approach.
So I knew that we could movehere and we could make it work.
What I was surprised about, which is kindof what you mentioned with Kevin, right?
So is it Kevin, right?
Yeah.
Yeah.
Shoemaker.

(23:18):
Yeah.
Shema.
Yeah, that's what I thought.
So.
I realized I thought that I wasgoing to have Jersey sustain.
I'm like, there's toostrong of a database.
I built too strong of a businessthere, my reputation, my mark,
my my brand, all of that.
I'm not gonna burn that down.
That doesn't make anysense for me to do that.
I'll be able to keep that.
I'll find somebody who wants to take itand then I'll build it in Arizona, and
Arizona will become my primary market.

(23:41):
That was original thought.
So I came to Arizona.
I got my broker's license.
Um.
I hired a couple agents to my team.
We went and got a small office.
I took a few FSBOs, uh, expiredlistings, and then I realized
something similar to Kevin.
I love running it remote, likeit's so fun and Jersey is crushing.

(24:01):
So like that was a, that wasthe second myth that I'm like,
I've gotta build it where I am.
Yeah.
And I need Kevin, Kevin realized that too.
It's funny.
I've got a, just you would love her.
Um, Stacy in, uh, she'sin Columbus and, and, uh.
So they spend several months ofevery year in the Caribbean, um,

(24:23):
they have their little go-to spot.
They have their little,little, little getaway.
And most of the time they'll,they'll just disappear and nobody
will, nobody will know, right?
They don't want clients toknow, they don't wanna see that
they're traveling and everything.
And, um, and so the questionthat we always go through is,
what can't I do from here?
Right?
Like, it's not, it's not all the thingsthat we, Hey, we gotta do all this.
We just.
No, really what I, what can I not do?

(24:45):
Okay, well, we, we can't do that.
Okay.
We gotta have some help here.
We can't do that.
We gotta have some help here.
So like, like for you, virtuallyrunning, you know, from afar,
what have, what have you learned?
Like you have to havethis, this, and this place.
These, like, what are the top threethings that you have to have in place
to be able to, to run, continue to runand, and grow your business remotely?
I have to have great people that arehungry and wanna and, and want listings

(25:08):
and trust me in my brand because I.Although I'll still sell a little bit
in New Jersey when it's convenient andevery time I go there I take a listing
because I wanna pay for my whole trip.
But like I need people who are willingto, that wanna work, that wanna sell,
that will follow the process and trust me.
And I'm lucky to have those people andI can continue to find those people.

(25:29):
So that's important.
Couple little really annoying thingsI've had to figure out are like signs.
Oh my God.
Actually the biggest nightmare ofmy life and Brian's life is like
figuring out signs in lock boxes.
Where are they?
Who has them?
Do we have enough?
We need more.
Who has what in their garage?
Like that's probably the biggest process.
That's annoying and it'ssuch a stupid one, but it is.

(25:52):
It's like who's picking thatsign up If I take a listing.
Yeah.
That's probably something like,again, I can't physically be there.
Little things that you don't thinkabout until you're like, oh shit,
we can't go around and get that.
Who can go get that horse?
No.
Like who's our runner now?
Like, I don't even know.
Yeah.
So like that has been like.
But we had to get a process around that.
You have to have a process around everysingle thing because when you don't have
an office anymore, like we used to havean office, we had a big closet full of

(26:14):
signs, full of lock boxes full of writers.
When that was low, we ordered more.
Now you have to figure that out, likepresentations, getting all those things
done so when you don't have an officeand you're not physically there, it's
figuring those processes out, whichwe have now pretty much figured out.
But that was the biggest nightmare.
Yeah, I would say, um, and then I can'tphysically be there to sell, which I

(26:38):
tell my agents is such a value to them.
And if you show, and so I'mreally honest, like there's no
participation trophies on our team.
Like it's the ones that dothe work show up consistently.
Like just because you're onthe team doesn't mean you
get, it's not equal, right?
Those who show up and do the work and.
Follow the process.
Well, it's, it's fair.
It's fair.
And, and I think we have to rememberif fair is not equal, it's earned.

(27:00):
Earned Exactly right.
A fair compensation for what you do.
Right.
And, and, and how you earn it.
Yeah.
I love that.
And so there's a lot more to earn now too.
'cause it, a listing that Iwould've taken is now not mine
to take, I won't take it now.
Now you take it.
Now you have opportunities that Ipersonally would've done before.
And I was doing that before as wellwhen I was physically there, but now

(27:21):
it's way more so it's, it's reallyan opportunity for my agents to grow.
I've also created a little mentorshiplike process where my top agents, if
I bring a new agent on, they name themas sponsor with exp and with place,
there's a sponsorship thing as well.
So it's a way to, it'slike a body system, right?

(27:42):
Yeah.
You know, Mary and Mandyare my two top agents.
Guys.
I'm gonna bring this new agent,I'm gonna have them name you.
Your only job is be their friend.
Make sure they come onour, come on our calls.
If you guys are going to the mortgagecompany to do some video content,
like invite them along with you,check in, let them shadow you.
All I really want them to do isthey're busy agents from shadow you.

(28:02):
You're putting an offer in blind.
Copy them.
Let them see how you do it.
You're doing an open house.
Ask 'em to come.
So that's kind of really where.
That's another thing we had to figure out.
'cause I thought I needed adirector of sales and I tried that.
But the problem is it's reallyhard to move and then put someone
else in charge, in place of you.
It, it just didn't, it, it wasn't theright timing and that didn't work.

(28:24):
So, um, that buddy system is working.
Yeah, I love that.
Yeah.
And it's, you know, what is thebiggest threat from being virtual?
Is it the people?
Well, you know what, they'realways gonna, I mean.
I don't know what the biggest threat is.
I don't know that the threats reallychange because your people can
always leave you, you always haveto be increasing your value and you

(28:47):
always have to be putting them first.
You, you're always gonna have turnover.
So the biggest threat,
I don't know.
You know, I, I don't evenknow if I can answer that.
Yeah, yeah.
I can't personally pick it up.
I can't personally, if we're havinga bad month, go take five listings.
Like I could then I could doit here, but I don't want to.

(29:07):
Right.
So I guess that's part partly.
Is it how important, you know,looking at, I, I think the models
are a little bit different, right?
So it just really kind of dependon, on, on what the model is.
I mean, you know, thinking aboutlike, like Stacy and Pam and the
other agents that have successfullyexited their market in building an
incredible market, um, you know.

(29:30):
Lifestyle from, from afar.
Um, you know, the, you know, they,they have really good boots on
ground type people for them, uh, thatare more of a hourly kind of wage
earner instead of upside potential.
Is it, is it key to have a couplego-to that are kind of on the
payroll, as you would say, um, tobe able to be a good resource there?

(29:52):
We use all va, all virtual assistant, soI don't have anybody boots on the ground.
And I think that's our superpower too.
Because it is, everything isprocessed and systematized.
And so if I can tell you the truth aboutlike our, our transaction coordination
process now has never been better becauseit's virtual assistant and they're so
process oriented that they hold theagents accountable to the process.

(30:16):
And if the process isn't followed,there's no, Hey, can you just
do this for me real quick?
I'm running late till it'sshowing it's not how it works.
You will follow the process.
And so.
I mean, I know that most of the largestteams have directors of sales, but I think
I'm almost kind of bucking that system.
Like I don't think we need it.
I think eventually I'm gonna need tocut step out of it a little bit more.

(30:37):
I am really involved.
I don't know that thatperson needs to be physical.
Yeah, that person might needto just be virtual as well.
I kind of like it that way, andit empowers the agents to be more
self-sufficient, but at the same time,listen, I'm not gonna sugarcoat this.
We offer a ton of leads.
And a ton of opportunities and alarge database and great marketing in
every system you could ever imaginethat you couldn't do on your own.

(31:00):
Yeah, I was about to say, what's thevalue proposition that, you know, to
keep an agent plugged in and engaged?
Um, I think it's really always likeleadership leads and learning, right?
So like, I kind of look at it that way.
So it's like the, the leadershipthere, I'm gonna lead you.
I'll show you how to do it.
It's how I did it, like.

(31:21):
How hard would it be?
How hard would it be ifyou didn't have the leads?
Right?
Because I see so many agents that say theywant to, you know, build a, build a team,
build, build something, and I'm like,okay, well what's the value proposition?
Well, it's the coaching andthe support is the training.
And it's like, okay, well I can give'em some leadership and some guidance.
Okay, but so what does the splitstructure have to look like?

(31:41):
What, what, what, what are theywilling to pay for for that?
And I, it's, it's hard, right?
It's real, real hard.
I mean, we learned that lessonwith, with our very dear friend, you
know, gene, and, you know, you know,gene was on that model no leads.
And when the market shifted and marketgot real hard, those people, like, they
just, they kind of, they kind of dry up.

(32:02):
So how, I mean, how critical isit if you are trying to build.
Some type of of teamstructure organization.
Is it to provide opportunities?
I think listen, we can, we cansay all we want people join you.
They join your value, your coaching.
At the end of the day, we're all lookingfor leverage and leads are leverage.
Mm-hmm.
Right.
They're leverage for agents.

(32:24):
Right.
You, you still have to lead generate,you're still gonna do the open houses and
if you can do, we actually have a lead genwheel that we show that it's like if you
can do open houses, you can reach out toyour sphere and you can use, and you can.
Prospect, we're gonna give you, ifyou can get half of the business
on this side of the sphere, andwe can give you the other half.
Now, what I've found is we'rereally giving them 75% from our team

(32:46):
generated, but their leverage for me.
So we can sit here all dayand say they join my coaching.
And if your value proposition as aleader is big enough that people will
join you for that, they're not gonna,they're gonna pay you what that's worth.
Right?
And so.
My agents make a little more and theybring the lead in on their own than
they do if I give it to them directly.

(33:08):
They need leads, they needopportunities, and I don't think
we can pretend that that's not.
But that's not the truth.
And I think I, I would agree you,I mean, you, you know me, man.
I, you know, I, I I defaultedinto this industry, right.
You know, taking a, taking a positionas before it was an integrator.
I mean, that's the position I, I took.
'cause I already walked into asuccessful organization by standards and.

(33:30):
2004. It was one of the toporganizations on the planet.
And you know, just the amount ofmarket share that we were able to
obtain in, in transaction count.
But it was, it was a shit show.
Right.
And being able to, you know, uh, put,you know, put the, put the train on
the tracks and keep the guardrails upi's like, I able to put the bumpers up.
I mean, that's, that's the bestway to describe what the kinder

(33:52):
organization was before me.
It was, it was like.
Um, you know, a 5-year-old bowlingwithout, without the bumpers.
And, and so being able toput the, the bumper rails up.
But we had leads, likewe dominated with leads.
Like nobody generatedmore leads than we did.
So, like, I, like day one, Iunderstood the importance of
leads and what agents value.

(34:14):
And you know, I hear, you know,hey, they, they value support.
They value training.
They value leadership.
I think they value opportunitymore than anything.
You know, I think it'sthe whole package, right?
At the end of the day,it's the whole package.
So there has to be, I don't think if yourvalue proposition is only leads, if your
value proposition is only leads and thereare teams that way, you're gonna see a lot

(34:36):
of turnover, turnover, turnover, turnover.
Because they're not with you for you.
They're with you for leads, and when theycan figure out how to generate their own.
Or they find another opportunity.
They have no loyalty, right?
They're just gonna move somewhere else.
Because if they join you for leads,they'll leave you for more leads or more
money Doesn't have, there has to be more.
I, I love you, I love your three-pronged,three three-pronged approach.
Right?
You know, it's, it's about what?

(34:57):
What'd you say?
Leadership listings learning, right?
You gotta teach 'em.
You gotta lead 'em.
You gotta teach 'em, and yougotta give 'em opportunity.
Yeah.
And I think that if you do that and thenthere has to be, there has to be a growth.
So that's where the opportunities come in.
It's not just leads.
It's what, how can you become a mentor?
How can I show you how to,that's opportunity, right?
It's opportunity to grow.
It's opportunity to give back.
I love that.

(35:17):
Right.
You know, the best thatI've, that I've seen.
Create a culture of, ofleadership and winning and
accountability is, is Sloan right?
And I've told you this, like,I, I mean, I shared it with you.
We were working together.
I remember to this day and, and himand I talk about it all the time,
you know, you, you, you have thosemoments where it's like, wow, right.
And I got to see it play out and wherehis organization is today compared

(35:40):
at that time, at the end of 20 whenhe said, you know, the daily wins.
And I'm like, dude, the down the,the ripple effect of that decision
because it forces you to, you know,get focused and commit and then be
accountable and win and cultivates.
Leadership cultivatesaccountability, right?
I think is, is also thebig component there.

(36:02):
But that's like you, you have astandard, I have to hold you accountable.
If you want these, if youwant these leads and these
opportunities, you gotta perform.
Right.
You have to, and you haveto follow the process.
And the thing is, is that it's, Idon't have, like, you have to sell
two houses a month on my team, oryou've got a prospect from nine to 11.
I've tried all the models, bythe way, and you've gotta find
the one that feels good for you.

(36:22):
'cause I remember in the beginningyour style career, it was,
you don't get to be creative.
This is the model, follow it.
And so I'm like, okay,that's what I have to do.
And so I tried and tried and tried andit wasn't, it didn't feel right to me.
So now I'm like.
Who the hell created the model and whydid they get to tell me what to do?
Like, right.
Like, I don't know why I was,you know, I was so gullible.

(36:42):
I felt like I had to do it that way.
So now it's like, listen, you pickyour, if you wanna sell, as long
as you're good for my culture,if you wanna sell 10 houses this
year, let's get a plan around that.
Right?
And you can do that.
If you wanna sell 40, you absolutely can.
Let's get a plan around that.
Your plans are gonna look very different.
Sure.
But when you're not showing up, eitherone of you like, expect me to reach out
and be like, Hey, I thought the goal was.

(37:04):
You know, I wanted to, that was 40 credit.
I wanted to buy the house and this,these were what the things you
told me to do, did that change?
How, I love that you said thatbecause when, when somebody says
that they wanna sell X numberof houses, I'm like, how come?
Like, why w what, what is this for?
Right.
Th this is only a vehicle to achievebigger goals and, and freedom.

(37:24):
How come?
Like, and, and so whatwill that do for your life?
So good.
Yeah.
What, what's that gonna do for your life?
And then, and if you don't do that.
What's your life gonna look like?
And we see the same thing withsellers, the same thing with buyers.
It's what's the motivationand what's the plan B?
Right?
What's So if I know those two things,if I know you're motivated to sell

(37:45):
your house because you wanna transferto Florida because you wanna be in
the warm weather, well, if I know thatthat's the importance and you wanna do
it by September, well what's the planif we're, if we're listed to listed
at 600,000 and we're not selling.
What's your plan B?
Are you gonna stay there?
Right.
Are you gonna rent it out?
Mm-hmm.
Are you, what's your plan B?
Okay.
The plan is still go to Florida.

(38:06):
All right, well this isn't working,so we gotta figure out a new process.
Right.
And it's the same thing with the agents.
So what is the goal?
And if we don't hit it that way, what'sour, what's, what's our life look like?
Yeah.
Yeah.
What does that look like?
So you just have to doit with your eyes open.
You decide not to show up, youdecide not to follow the process.
Well, you're probably gonna goback to working at Target if that's
where you were before, right?
And, and it's all about right.

(38:26):
So I, I loved connecting thedots with, you know, I introduced
you to the four C's, right?
It's commitment, you know,courage, capabilities.
You know, confidence, the four Cs to, toconfidence and the, when I, when I hear
you talking about that, right, it's like,you know, it's like we always say like,
who do you have to become in order to, toachieve the goals that you wanna achieve?
And you have to remember.

(38:47):
Your, your, your goals are alsoin alignment to your capabilities.
So if, if you're not resourcefulenough or you're, you're not enough
skilled in, in a certain aspectof the key skills that we all must
possess to achieve certain outcomes,then it's never gonna happen, right?
So you gotta make sure that your, yourgoals and your capabilities are, are in
alignment, or you're continuing to growthe capabilities to achieve your goals.

(39:10):
Um, it's, it's.
It's really fascinating.
So, and I think the capabilitiespart is really important.
I think we forget about that too, isthat not everybody's made to do this.
Correct.
And that's okay.
Like, I have that conversation withpeople, like, some people like figure out,
like I'm a big personality profile person.
Like I know all of my profiles, they'reall on chat, pt, I don't know if you
put them in there yet, but like, chat,BT knows me better than my husband, but

(39:32):
like it, like know what your strengthsare and what you should be doing.
I know that I should not be.
Like managing the CM in the day-to-day.
Yeah.
In fact, if you go in andask Chad GPT, I did it once.
I'm like, should I be an accountant?
He's like, absolutely.
You should be in a, becauseChatt PT is still very positive.
You should be an accountant.
Yeah.
It's a confirmation bias.
Yeah.
And that's the greatest idea.

(39:54):
Then you should be an accountant, but youreally shouldn't do anything with numbers.
I'm like, okay, great.
So like, you should do what you should do.
And so capability is a big part and youalso can't, you can't teach somebody.
Like
the natural ability toconnect and to sell.

(40:15):
Now you can get better the more you try.
The reps will come in, but you're alwaysgonna be outside of your comfort zone.
So go find your comfortzone and go excel there.
Like be in your in, in your,what's the word I'm looking for?
Just be in your zone.
Be in zone.
Be in your zone, in your zone 80% of thetime, and just figure out what that is.
Don't try and be someone you're not.
Right.

(40:36):
Yeah.
Like Brian hates selling.
He tried it.
He did it.
That's what his director of ops does.
He's outta that line.
Yeah.
I don't wanna do that.
Doesn't need be in there.
He doesn't need be in there.
Yeah.
And, and it, it gets back into, you know,what does, what does Martel talk about?
It's the productivity quadrant.
Right?
Do, do what gives you energy that you'rethe best at to move the business forward.
It's gonna make you themost amount of money.
Do the thing that makes youthe most amount of money.
That gives you energy.

(40:56):
Not robs you of it, it's super key.
So, and that's what agents do.
So when we pay, we take alot of that off their plate.
So if we take off all the backendstuff, I'm like, all I really want you
to do is what you should be good at.
If you wanna be an agent, which isfind people, connect with them and
service 'em, and then we're goingto take on all that backend stuff.
And you're gonna love your life andyou're gonna live a great life and

(41:17):
you're gonna have a high dollar per hour.
Um, no, I love, I love that.
And, you know, 1, 1, 1 thing that I,I, I'm curious about, because you know,
me, I, I'm, I'm a big vision guy, right?
Without, without a vision,the village will perish.
You've gotta create a massive enoughvision that the people want to come and
be a part because they believe they canaccomplish their goals and their dreams

(41:39):
by being a part of the vision and,and what you're trying to accomplish.
And when you have a vision, then you lookfor what are all the ways to get there.
Right, and, and so like even for us, whenwe were making the move over to, we ended
up making the move over to exp in in2017, but going into, coming out of 2015,

(42:02):
going into 2016, we were like, okay, the.
Traditional way, the way that we builtLawton is not the way we can build Texas.
So what, what do people want?
What is, what is our value proposition andhow can we get a bigger piece of the pie?
And that's where we latched on to partner.
And we were partnering withagents and market service areas.

(42:24):
Our, our value promise was fournew listings per, per month
in your market service area.
And then, you know all the ways.
But we had a goal, right?
We had, we had a big, big,hairy, audacious goal.
We had a. You know, thing that we'relike, damn, okay, well we can get 22.
Let's restructure DFW.
Maybe we can get 24.
We can get 26 in DFW.

(42:44):
Then we're gonna have togo into other markets.
And our, and our goal was 2000.
Right?
And when Al, you know, had.
The Christmas in, in July with his toptwo agents leaving him and, you know,
600,000 in GCI going out the door.
He had to figure out whatthe hell am I gonna do?
Because he was out of production, right?
He had the call center, he was callingfor che, he was doing, you know,

(43:06):
all the stuff with the call center.
And he had to go, he, he wasgonna have to go back into
production to save the STA group.
And that's when, you know.
He was now open and Cliff got him with,you know, the partner with me video.
But I remember early on in, in 2016seeing the model and I watched maybe
10 minutes of it, 12 minutes of it.

(43:27):
Um, because I was so latched onto what it is that we're doing.
But we know better just through allthe mental models and the thinking
and it's like, what are all the ways?
Is this the best way?
The goal is still the goal, isthat the best way to get there?
And then that let us go in of our ego of,of prideful, of what we were building.
An independent model thatwas partnering with agents.

(43:48):
Um, we had just partnered with,with Tracy and Jason in Atlanta.
And like, it was just everything that was,was going in that, and we just blew it up.
Like we blew it all up because we founda better way to get us to the goal.
And so, so for you just.
KW exp Real back to K, back to exp,um, you know, partnering with place,

(44:11):
like for you, what, what is, what isthat filter that you and Brian are
running through to make sure that you'vegot the best support, best platform
for you guys to achieve your goals?
You know, it's really hard 'causeI think you, you mature a lot along
the way and with each decision, um.
You do what you do, what youthink is best until you know

(44:32):
better, and then you do better.
Right?
It's my, one of my favoritequotes from Maya Angelou.
And so I think about that a lot.
So when I left kw, I love kw.
I was happy there.
I felt like I had hit a ceilingand I knew that there was more
and there was a better way.
And it's still a great companyand people are still there
now, and that needs for them.
But for me, I was like, there's,there's something better.
There's something bigger,there's something newer that

(44:52):
I should, should latch onto.
And so I did all the research I coulddo and I'm like, I think this is it.
And at the same time, I didn't totallyunderstand what I was building.
I was still heavily in production.
I still wanted to build a team.
And I remember talking to Jayearly on too, where he was like
talking to me about recruiting andbuilding a downline and all of that.
I'm like, listen, I just wannasell, like, just show me how

(45:13):
to sell 500 houses a year.
And, um, I didn't really understandwhat I was trying to build.
And even still, I think itgets blurry sometimes, but then
when things don't feel right, I tend to.
Know that I need to change.
So like when I moved, then Ithought, okay, that was great,
until it wasn't anymore.

(45:34):
I made a change.
That wasn't the right decision I made.
I think that when the marketchanged, and I'm gonna be really
vulnerable on this podcast, I will be.
I the market changed.
I had built something really bigfor the sake of being big because
I thought I needed to sell 500homes a year or whatever it was.
There wasn't really a good staplereason around it, except for.

(45:56):
How do I help more people becomemore visible, speak to more people?
Like I knew I wanted to be inmy strength zone, but I didn't
really have a good reason.
And so then when it all changed,I was just kind of like.
Oh, I did this all wrong, like burn it.
And sometimes I can be like that.
I'm like, just burn it down.
Like this was wrong.
Forget it.
Like don't even, I don't need the studs.
Burn it all down.

(46:17):
We'll start all over.
Um, now I think after doing that, leavingX exp, which I loved X exp, I really did.
I, there were some challenges, andI don't wanna talk about brokerages
too much, but there were somechallenges there that exp fixed.
So I actually am really in alignment withexp for that reason, because they saw it.

(46:38):
Yeah.
Right.
They changed leadership.
They changed the structure a little bit.
'cause they're like, wait,we built this, it's great.
It's big.
But now the size that it is, we'vegotta sustainability make changes.
Yep.
And they lost me for a reasonthat they hadn't fixed yet.
And they fixed it and they, and I'mlike, now it really is the best.
Yeah, right now it really is.

(46:58):
You go, you go back to a, acouple things there, right?
And it, you know, we talk about visionand, and part of that, that vision
is also values, which are standards.
And the one that really gotme right, that, that still has
me with exp is sustainability.
And.
When you make decisions throughdecision making filters, which are core

(47:21):
values, are decision making filters andeverything runs through agent first.
Everything runs through, you know,being agile, but also sustainable.
Like, we're not making this unlessit's sustainable for the long haul.
Like, you know, first tomarket, you know, market.
We created this space, we created,you know, the, the virtual.

(47:43):
You know, place, we dominate it.
We do need a real, we do need the lpt.
They, because listen, expwouldn't have changed if, if,
if real didn't come along right?
Exp wouldn't have changed ifLPT didn't come along, like they
wouldn't make the adjustments.
You need the competition to, to, to makesure that you're still pressure testing
and making it the best that it can be.
And, and so for me it'salways about sustainability.

(48:06):
Like if you're going to dothis for the long haul, unless
you're building the cell.
Which exp was neverdesigned build to sell.
It was designed to build for forever.
And you gotta have the values in,in, in place for that to be true.
And a big part of it is culture, right?
Yeah.
So culture is reallysuper important to me.
It's probably one of the mostimportant things to me, is culture
and alignment and, and people.

(48:27):
And so if that feels off.
That will off.
It would be hard for me to stayanywhere or do anything if I don't
fully believe in it with my whole self.
Like I have to fully believe, I love that.
Believe in what we're building.
Yeah.
And so I stopped for, for a minute.
I wasn't really believing inwhat we were building 'cause it
felt very competitive inside.
So let's just be real.
I felt really competitiveinside X exp. I'm like, I feel

(48:49):
like it doesn't feel good.
This feels gross to me some way.
In some ways, yeah.
And although I loved all you guys, it justdidn't feel like what I wanted to build.
I wasn't bleeding in it anymore.
And so I went somewhere else that hadkind of tried to solve that problem.
'cause I wasn't the only one whowas feeling that, except when
they tried to solve the problem.
They tried to solve it so muchthat it took all the culture away.

(49:10):
Yeah.
And then I felt like I didn'treally have a lot of culture.
And then exp is like, wait a minute.
We did kind of feel like abunch of different sports teams
competing against each other.
How do we fix that?
Yeah.
And so they did.
And now it doesn't feel that way anymore.
It doesn't, it feels likewe can all just collaborate.
We can all connect with each other.
And that was a big partand, and seeing that.
Yes.
When was so impressive from the inside,seeing it, right, being able to, to be

(49:32):
a part of it from the inside, seeingit, instead of just being like, Hey,
we're number one, we're the best, andletting the ego continue on that path.
They were like, wait a minute, thisother company is getting some traction.
What are they doing?
How are they takingsome of our best people?
Yeah.
And so E saw that and fixed it.
And that makes me think, this is my home.
Like this is where, thisis where I should be.
I was happiest here and, andnow they've made it better.

(49:54):
And I also have the trust thatif there's something broken
again, they're gonna fix it.
Mm-hmm.
A hundred percent.
A hundred percent and it'sjust a matter of time, right?
It's just growing pains.
There's stuff on the, on the roadmap,and I promise you, if it's an,
if it's an issue you're having, Ipromise you, if it's an issue that
others are having, and I promiseyou that it's, it's making noise.
And, and I think this isalso important, right?

(50:15):
When you, when you understand leadershipand leadership's, um, intent, right?
It's kind of commander's intent withthe military, what's the leader?
What's leaders and leadership intent?
And understanding a guy likeLeo who is built for, um,
he's a wartime general, right?
I'm not saying Glen's not, butGlen's more of a peacetime general

(50:36):
and just incredible, right.
You know, really founderreally being able to see around
corner, see him to the future.
But when you, when you bring a guy in likeLeo, and you understand Leo hates noise.
Hates noise.
He will make noise go away.
And I promise you, if there's anissue that's causing noise in your
life with with the situation, Ipromise you others are having it.

(51:00):
And I promise you it's just a periodof time before that noise goes away.
And that's just getting you What's funny,I actually talked to Leo prior to our call
about something that was a little noisy.
So I actually had a little challenge andlike the CEO of our company called me.
Yeah.
Actually right now I haveAmy Weaver calling me.
Yeah.
Who is another big, like, she'scalling my phone right now.

(51:21):
Like they, this is the leadership we have.
Yeah.
Like that's pretty, that's impressive.
Impressive and amazing.
And I'm not anybody special.
I'm special.
I'm, we're all special.
But I don't mean theywould do that for anybody.
Anybody in the entire company.
Anybody who having an issue or who hassomeone they're bringing over or has
something going on, they would do that.
And so anybody that.

(51:41):
Speaks volumes because they care.
I think they truly do actually.
They actually care.
They do care.
And that's a big part.
And that's something that youhave to be figure out how to
show in a remote way, right?
Mm-hmm.
Because we're, we are acloud-based brokerage.
Mm-hmm.
How can we have such strongculture in a cloud-based brokerage
places also a cloud-basedtechnology company, like mm-hmm.
We have so much culture,we all love each other.

(52:03):
Yeah.
It's not proximity.
You don't have to be physically.
That's what I got to learn so much.
And if I can get any message, like yourphysical proximity, like if you have to be
there in person, you are a control freak.
You don't need to be there in person.
Yeah.
Like you just, yeah.
Like I love it.
Um, so I'm pretty excited about all of it.
As you should be.
As you should be.
Yeah.
So it's cool.

(52:24):
I appreciate you.
Thank you for carving outthe time jumping in here.
Uh, it's, uh, always greatconnecting with you and, uh, you
know, just excited that you guysare back and, uh, excited that, uh.
You and you and Brian are, and, and youknow what's, even, what's even cooler
is, you know, the life that you're ableto create and design, you know, for
your family, for the kiddos and theexperiences that they're able to have.

(52:46):
And it's, uh, it's awesome.
Absolutely.
And so the one thing I'm gonna tellyou, one last thing about Arizona,
and I'm gonna show you my outside.
So I did not wanna livein the brown and the dirt.
And that's the one thing I'm like, Idon't know that I can go from the garden
state to like living in sand and cactuses.
Like I just die.
I still can't say that, but wefound a spot in Arizona like, look
like I don't, I live like that.
Can you see that?

(53:07):
Yeah.
I love it.
I would say, are you in Florida?
Like, alright, where is the breath water?
I want the, I want the 300 days of sun.
That's what I say.
Are you in Florida looking at, Ican't look at like a concrete wall.
Yeah.
You just design it, right?
Like I knew that.
I knew that.
I wouldn't feel happy doing that.
I was also afraid of snakes.
There's not snakes in the water.
So anyway.
It's, it's really, really fun.

(53:28):
And if this is ever not theright fit, we can change.
Have you gone through thevivid vision exercise yet?
So, no.
It, it, it's, it's pretty much likethe perfect day scenario, but you do
it for your business and what, youknow, just close your eyes and just,
just vision vividly every detail.
Right.
And you've done it,you've done a lot of that.
Right?
It's like you like whatyou just talked about.

(53:50):
Hey, we can live and work from here.
Here, here's, here's hard nose, right?
I can't look at concrete.
I can't look at dirt.
I can't be around snakes.
I can't live around the, the cactus.
Like, no.
Non-negotiable.
Vividly.
But, but vividly.
What do you see?
Right?
And you probably, a lot of it has cometo, come to be just from what you vision

(54:10):
and it's, it's just like perfect day.
The perfect day exercise.
But for, for your business, vivivid the vivid vision exercise.
Ah, I'm gonna, is it like a. Yeah.
Thing like, do I Google it or chat you?
You can, you can.
There is, uh, there's a book aroundit, um, that, that talks about it,
it doesn't give you the how to, it's.

All Episodes

Episode Overview

Key Topics Covered

From Agent to CEO

Operating Systems & Strategic Leadership

Scaling Your with Intention

Getting in the Right Rooms

Lifestyle Design & Business Alignment

Resources & Mentions

Final Takeaway

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