August 18, 2025 • 43 mins
Episode Overview
In this special guest episode, John Kitchens joins Donnie Zappia and Joel HusVar of The HusVar Real Estate Team at eXp Realty for a deep, unfiltered conversation on leadership, vision, and scaling in today’s real estate market.
With 10,000+ hours of one-on-one coaching and over 17,000 coaching calls, John shares his full journey—from building market dominance in a small Oklahoma town, to co-founding industry-leading coaching organizations, to making the pivotal decision to join eXp Realty after aligning with its vision and values.
The conversation dives into the three game-changing systems that transformed his business, the lessons from breaking up (and making up) with longtime partner Jay Kinder, and how to lead teams through today’s headwinds. John also explains why AI isn’t a threat to great agents, but a tool that will accelerate those willing to adapt.
What You’ll Learn in This Episode
From Small Town to Industry Impact
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How John built over 20% market share in Lawton, Oklahoma.
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The power of branding and healthy competition.
The Breakup, the Lessons, the Rebuild
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Why a lack of vision caused a major split with Jay Kinder.
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How clarity and leadership brought them back together.
Three Systems That Changed Everything
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Strategic Planning – The discipline of 90-day cycles using Rockefeller Habits and EOS.
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CHSA (Certified Home Selling Advisor) – A scalable, repeatable system for listings.
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Financial Clarity – The five business numbers that matter most from Simple Numbers.
Why eXp Realty
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The behind-the-scenes story of meeting Glenn Sanford and Jason Gesing.
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How vision, core values, and sustainability convinced him to join.
AI, Consumers, and the Future of Agents
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How AI will transform the agent-client dynamic.
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The coming rise of the “AI consumer” and how to stay ahead.
Leadership in Headwinds
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Why the team that got you here may not get you there.
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How to evaluate whether your current team can win in this market.
Resources & Mentions
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Scaling Up by Verne Harnish
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Simple Numbers, Straight Talk, Big Profits by Greg Crabtree
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The AI-Driven Leader by Jeff Woods
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CHSA & CHBA Certification Programs
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Honey Badger Nation
“We’re wired to solve problems. If your goal isn’t big enough, you’ll stop growing.” – John Kitchens
Connect with Us:
- Instagram: @johnkitchenscoach
- LinkedIn: @johnkitchenscoach
- Facebook: @johnkitchenscoach
If you enjoyed this episode, be sure to subscribe and leave a review. Stay tuned for more insights and strategies from the top minds. See you next time! 🔥
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:00):
Seven figure success starts whenyou start thinking like a CEO.
Welcome to the John Kitchens Coach podcastexperience as your host, John Kitchens.
Get ready to think bigger andtransform your business into
a path to lasting freedom.
Um, just to kick it off, I, Ithink if you could just tell us
a little bit, uh, about yourself.
(00:22):
I know a couple years ago you had anumber of people that you were coaching.
What's that number up to today?
Or how many hours?
So, let's see.
So we finally hit 10,000 hours ofone-on-one coaching, and we hit
that in, um, the last week of June.
So we had been tracking it.
We had had always tracked it right onthe coaching side of things because, um,
(00:44):
when I first started coaching with, youknow, obviously being an integral part
of, of what Jay and Mike were doing,you know, Mike, Mike and I go back to
the junior high high school days sothat that connection runs that deep.
We were actually firstroommates together in college.
And, and so obviously collegedidn't work for any of us.
(01:06):
Mikey.
Mikey left.
Me neither.
Yeah, me neither.
Mike.
Mikey left Lawton went to back toTexas into the colony area and I
went, um, I went to California, soI stayed in California for about
three and a half, four years.
Came back and, um, went to, uh,went to work for high school
friends, serial entrepreneurs.
(01:28):
And what was really cool withthat experience, they brought
me in on the operational side.
And, and you know, it'salways easier looking back.
He had a, um, he had a businesspartner and they were doing, um.
On the road.
They were doing construct, they were doinga lot of construction work, um, the rough
frame, and then they would come do thepunch outs for a lot of, uh, the franchise
(01:48):
restaurants, you know, the Chili's,the Applebee's, the, the bone daddies.
So we did a bunch of banks.
We did a bunch of stuffjust all over the country.
And obviously it was fun, you know, being,you know, really, you know, single, you
know, kind of going through that aspect.
Um, and then ended up having myfirst, uh, my first kid and I said,
(02:08):
dude, I'm, I'm, I'm off the road.
But during that time, we ended upselling that construction company.
We had a London land landscape sold.
That company had partnered withanother guy on assigned manufacturing
and installation and maintenance, andneon company ended up selling that.
And we got into the garbagebusiness and we started, we landed
(02:30):
a contract at, um, a paperboardcompany that made, um, sheet rock.
And, um, within landing the contractwe sold to Waste Management 13 months
later, and we were literally, this was2003, we were like, none of us had,
we, we had no business, we had nothing.
We'd sold everything.
And, and so we thought it wouldbe a good idea to own a bar.
(02:53):
And, um, oh great.
So that was, so that, that,that was, we, we, we started
January 1st, 20, uh, 2004 and.
I handled obviously all the operationalstuff, you know, to come in every morning,
make sure everything's good to go.
And, you know, I could walk, Icould walk in, I could tell you
exactly what was gonna be missing.
(03:13):
I could tell you exactlyhow the night went.
I just, by walking in, I couldjust see and smell and see
everything 128 straight days.
And I was like, this ain't,this ain't, this ain't working.
And so Mikey caught wind that I wasabout to, to jump from, from those guys.
And I mean, I've been best friends withhim since, since seventh grade, eighth
(03:35):
grade, who I was, who I was working with.
And I'm like, dude, I gotta go.
Like, I can't, I can't do this.
You know, I've got a, I've got, you know,a 2-year-old, a newborn, um, you know,
marriage is going the opposite direction.
I said, I said, this ain't for me.
I'm out.
And so Mikey caught wind andmade the introduction to kinder.
In October of oh four, and that wasthe first time I've ever met Kinder and
(03:59):
listen, Lotton, Oklahoma, the entirecounty is a hundred thousand people.
There's like 35,000, 36,000 rooftopsand max, there's 2,800 to 3000
total sides that actually happenin a, in a given real estate year.
And what was crazy is I had never met him.
(04:21):
Right here we are in the bar scene.
You know, um, you know, best friend who'dworking with Super connected, you know, my
dad has been in the public school system.
He, you know, he's a Hall of fame coach.
I never met the dude, I nevermet kinder, but I knew him.
Because of, you couldn't go anywherewithout hearing them on the radio.
(04:42):
You couldn't go anywherewithout seeing his signs.
You couldn't go anywherewithout seeing his billboards.
You just like, you knew the guy.
Right.
And so that was just oneof the ahas and lessons.
I was like, man, you know, brandingand, you know, just being able
to, to, to mass market and blanketto where, where the attention is.
That, that was just likean aha and a lesson.
(05:02):
So the office was being remodeled.
Um, met him in October ofoh four and came on board.
Two weeks later, we closed out340 transactions in oh four.
I really didn't have, obviously,you know, I was there November,
December, but I always like to say,man, kinder, kinder was like a, uh,
(05:23):
go fast boat motor on the back of arowboat is exactly what was going on.
It was.
Chaos, but it was like, get after it.
Let's go chaos.
Yeah.
Um, in oh five we did 430 transactions,and then oh six when we hit top 10 in the
world for Coldwell Banker, um, we did 531.
(05:45):
We had over 20% market share, and wegot smoked by a top 10 re max team.
They did about 150 moretransactions than we did.
Wow.
Their team and our team had allover 50% market share that year.
So like we were just, but the thing is,it's like, it's like, like exp needed
real, exp needed that push because thinkabout the things that wouldn't have
(06:07):
changed if we didn't have that push hereat exp, we wouldn't have co-sponsorship.
Like, I, I guarantee you, we would nothave co-sponsorship if it wasn't for real.
Yeah.
Um, and, and you look at thethings and the moves and, and
you know, obviously being.
You know, category killer,whatever, whatever you wanna
say it like it's healthy, right?
Coke needs Pepsi.
Like you've gotta havethat healthy competition.
(06:28):
You have to have that push becauseit forced us every day to keep
our foot on the gas, right?
We could never get complacentin what we were doing.
The other beautiful thing inLawton, Oklahoma was our average
sales price was only 120,000.
So.
Details matter.
Every penny matters.
Right?
So that was the, thebig, the big gift for us.
(06:49):
And then things blew up in oh seven.
Um, and this is why I, I'm so adamantabout, about vision and what is the vision
that, that we have for the organization?
What is the vision we're having, because.
Without a vision, the villagewill perish without a vision.
The people that your talent, if theydon't believe they can accomplish
(07:10):
their dreams by being a part ofyour vision, then they're gonna go
somewhere else to where they can, right?
So that's always my question, right?
That's always like,what's, what's the vision?
What, what's the goal?
What are we trying to accomplish?
And so in oh seven we had, um,Jay, Jay and Michael had started
traveling a lot, speaking a lot, and.
(07:32):
The goal was to, um, to writea book called Coachable.
That was, that was the game plan.
That's what we were gonna do.
And there started this over the web.
Technology started to come out, right?
So like you could be on your websiteand if you guys remember this, to where
all of a sudden you could come walkingout on top of somebody's website.
We had gotten into the 3D Webwith kind of that technology
(07:55):
and kind of going that route.
Well keep in mind while we'regrowing in 4, 5, 6, we were one
of the first adopters to HowardTaker's, uh, tiger Lee's program.
Um, I don't know if you guysremember, remember any of that?
Uh, from the CRM side of things.
And, and so we were the firstearly adopters into that.
(08:16):
We were also the first earlyadopters with Greer into BoomTown.
We were the first adopters intoCommissions Inc. With Dwayne Leggate,
when Commissions Inc. Was the worsttool ever invented for real estate.
It was horrible.
But so we kind of go through thatand getting distracted, going,
kind of going all over the placeand, um, there was no vision.
(08:38):
There was absolutely no vision.
And at that time, being inLotton, Oklahoma, and, and you,
you know, you guys know this.
Once you get cranking, thisis what I tell agents, right?
When you get crankingother doors start opening.
You gotta know the vision.
You gotta know what you're gonnasay yes to, and more importantly,
what you're gonna say no to.
Because a lot of doors are gonna open.
Well, we were doing.
We were doing rehabs.
(08:58):
Remodels.
We're probably doing 15to 20 of those a year.
We got into developments.
We did, we did, um, an in townand then a rural development.
We were doing new construction.
I mean, we, we owned the title company.
We owned the mortgagecompany like we were rank it.
Yep.
But no vision.
And so the shiny object syndrome,you're always chasing the next thing.
(09:19):
So kinder disappears quite a bit and.
We had a business partner thatwe were partners with on all
the rehabs and the remodels.
Mm-hmm.
He was there every day.
Obviously he's talking about a vision andso I don't believe I can accomplish what
I wanna accomplish with kinder anymore.
So I'm like, we gotta go do our own thing.
(09:40):
So me, our number one agent, ournumber two agent, our number one
admin, or one of our top admins.
We go start our own company, we becomecompetitors with, with Jay in o in July
of 2007 and kinder and I didn't talkfor over two years and he tried to,
to get me to, to have a conversationabout a year, a year and a half in.
Right.
(10:00):
And you know, the lesson was, it wasa leadership lesson for both of us.
It was a, you know, one like I leadership.
Be, be assertive, right?
You know, push, push the envelope.
Where are we at?
What's the vision?
Push on it.
And then the other was kinderis like, gotta have a vision.
And so we finally, youknow, buried the hatchet.
(10:20):
Both, you know, let our Eagles egos aside.
And we got back to back together in 2010,which then became the whole foundation for
Kinder Reese Coaching, which ultimatelybecame NA ea. National Association of
Expert Advisors, helped build out CHSA.
CHBA and three things thatfundamentally changed.
(10:42):
Everything for us and everythingthat we taught, right?
You look at the kind of our, our DNA overthe industry is just, it's fun, right?
To see, 'cause I'm like, coachthat person, coach that person.
Oh, we helped that person, that person.
And you look at the icons in the industry,you know, we've had, we, we've, we've
got a, a little bit of a footprint on,on so many out, out in the industry.
(11:04):
And so the first thingwas strategic planning.
How important to having a strategicplan that really helped you put
things together from the vision, thebig picture, to, you know, what's
that big, hairy, audacious goal?
What are your core values?
Like the whole vision component andunderstanding, you know, the goal
(11:26):
and we're working in 90 day cycle.
And we really just became astudent of Verne Harnish with
mastering the Rockefeller habits.
We went on to work with Verne, um,you know, we're students, went through
scaling up with them and, and everything.
So I, I, I look back.
And the we, I used to always say the,the second and third thing were the two
things that allowed us to get out ofLawton and get out of that, get out of
(11:49):
that brokerage, get outta that market.
But the first was strategic planning.
So when Kinder and I got backtogether in 2010, we went all
in and we were disciplined for.
Every decade for every yearfor over, over, um, a decade.
Uh, 'cause we came over to exp in 2017.
We still continued that.
I still do it to this day.
(12:09):
I do it do it religiously every 90 daysfor every company that we've ever owned.
We were so disciplined from 2010 allthe way through 20 with every company.
Everything we did when westarted Honey Badger Nation,
we went down through the hole.
Process of strategic planning.
Wow.
Uh, and just how important it's Right.
We, we moved out of scaling up andwe moved into EOS because the VTO
(12:32):
and what Gino had answer the eightquestions, it was just so much easier.
Like it was easy versus Yeah.
Where, where Vern took scalingup and what I've learned.
You're good with EOS up to about 10million in revenue, 10 million in revenue.
You gotta go back to Verne.
You gotta go back to the scaling up tools.
Okay?
Yeah.
Um, and so work, working through that.
(12:53):
The second thing was us developing CHSAcertified home selling advisor, proven
repeatable system back by market researchto help sell your home up to 18% more
than a traditional real estate agent.
Listen, I haven't been in a home in2012, but I promise you I can walk in
with that presentation and I can executeit flawlessly just because every day.
At least two to three hours.
(13:13):
Role playing, going through it, justover and over and over, over and over.
Re completely ingrainedIndian, you, this is hard.
It's just like I can't shake it.
Right?
I can't shake it.
So I'm in, um, I'm, so, I'm in,I'm in Matt, Matt and DJ's office.
So they're number one teamin pa um, here in Pittsburgh.
And so I, I, I live, I mean, I'vebeen coaching, I've been coaching
(13:34):
'em for five years, and so I'm just,I'm, I'm in their office, uh, you
know, three or four days a week.
Yeah.
And it's funny, we, I wasjust talking to 'em, right?
Their, their annual golftournament's coming up and Matt's
been getting lessons and I'm like.
Fuck, man.
I've, I've been playing golf for 41 years.
Like, like literally I still like, I,you know, we've heard the stories, right?
Like you'll, you'll see people thatwill go like, go the, the golf stories.
(13:57):
Like guy goes away to to war for two,three years, comes back and plays better
because he visualizes in his mind thereps of the golf swing and everything.
That's like the Olympians.
Yeah.
Yeah.
It's just so, it's just wild.
So having CHSA and a provensystem, right, because think about.
The era before that, right?
It was the me monster presentation.
(14:17):
Look at my awards.
Look at me.
Look, this is why you should work with me.
Look at me.
Look at me.
Yeah, but that doesn't scale, right?
We couldn't send somebody else in onthose appointments without having that.
So being able to develop that gotkinder out of production, could put
anybody to, could go in and it wasgonna be the same process every time.
(14:38):
And that's when we started focusingon lifetime value net promoter scores.
Right.
And, and just really focused on experiencethat they, that they would have.
Mm-hmm.
So that was the second thing.
The third thing, and, andlisten, it took us three times
to get kinder out of production.
And so that was the, thatwas the second thing.
And then that started to,to, to make that happen.
(15:01):
And then in 2011, um, being disciplesand students of Vern Harnish, his
newsletter is still, to this day,the one I look at every week.
There's about two, two to three.
There's two that I look religiously,a third that I will most of the
time look at, but I look at Vern'snewsletter every, every week.
The only thing that I hate openingis that I usually get a new book.
(15:23):
And when In 2011, he introduced abook from Greg Crabtree called Simple
Numbers, straight Talk, big Profits.
Okay.
And that book, so Greg isa former IRS auditor, CPA.
And he started focusing and workingwith small business entrepreneurs,
(15:43):
main street business people thatcould just like, I don't have time to
understand all of the financial stuff.
He's like, great, you don't needto, you only need know five numbers.
And that's where we learned,you know, top line revenue.
Profit, net profit beforetaxes, gross profit.
How much are you paying the agents?
How much company dollardo you have coming in?
Then you've got salaries and expenses,and within your expenses you have a
percentage of allocation to marketing.
(16:04):
And so he just likeingrained that into us.
And, and he actually wrote the cashversion in scaling up for Vern.
Um, but we just like us at that time,we immersed ourselves into everything.
I mean, we flew Greg to, toDallas, Mike's, Mike's team,
us and the coaching team.
Like we all sat down with Greg andlike we started working with him.
Like pretty hardcore.
(16:24):
And he helped us nail the model.
Those three things changed everythingfor us, um, and allowed us to get
outta Lawton to where we pursuedthe coaching organization, but
we also started the brokerage.
This is the power ofhaving a, a strong vision.
And so what we, we tried to emulatewhat we did in Lawton in Dallas,
(16:47):
but that doesn't work, right?
When you're in a mass market that'sgonna take hundreds of thousands
of dollars to own mind share,you gotta go a different path.
So literally, I had to check on mydesk to go to the radio station,
and we sat back, and at that timewe, we went down to one of, um.
(17:08):
One of gra uh, one of Gary's, oneof Gary's trainings in Austin.
Um, but it was, it ultimately ended upbeing around the ISA side of things.
So we met Tim Hyle down there and,um, Diana was still COOs how pronounce
her last name, but Diana was stillthe, um, she was still head of, of all
the coaching and training and maps.
So we got to meet withTim and met, met with her.
(17:31):
And it really helped us formulate, sowhen we came back to Dallas, we, we
launched the call center, so we had10 ISAs and our promise to our agents.
Our partners where we weregonna get them four new listings
in their market service area.
That was our value proposition, and wewere charging agents $10,000 to join
us, and then we put 'em on a 50 50 splitwith the value proposition that we're
(17:55):
gonna help you dominate, become theKing Kong in your market service area.
Wow.
And so we started mapping out Dallas.
We, we were at 18.
Oh no.
Hey, we can get 20.
Oh, let's stretch it to 24.
We need to do this.
We took down a partner, our firstregional partner in Atlanta, like
we were going the partner route.
And here's what's funny.
Our big, hairy, audacious goalis we wanted 2000 partners by
(18:16):
like December the 27th, 2027.
It was like, it was like crazy.
And so we're going down that route.
We had a regional partnerand we had 17 other partners.
We had, you know, another 20 agents,buyer agents and stuff under that.
And um, Al STAs.
(18:37):
And so I'm coaching Al at this time.
And I have been coachingAl since 20 I. Okay.
I've been coaching Allison since20 12, 20 13, and here it is, 2017.
Al's outta production.
Al has his own call center.
He's actually, he's actually runninga call center with his head ISA.
They started a call center.
This is where Nick Rim was one of thefirst tires into the call center and
(19:02):
they're calling for Chelas product.
So they're out trying tosell Ches recruiting software
out of that call center.
And, um, Al Al gets,um, Christmas in July.
His top two agents about 600,000in GCI see you al. We're gonna
start our own team at kw.
(19:22):
And so at that time.
The best option was KW or independent,and I took, I took probably two
dozen of the top teams independentbecause that was the move, right?
You either go to KW or you go independent.
That was, that was the move.
And so we're independent.
(19:42):
We're independent in Texas, AL'Sindependent, and um, he's like, bro,
I'm not going back into production.
We joke, right?
Like you get outta production,it's like getting outta jail.
And then when you gotta go back intoproduction, it's like going back to jail.
And, and so Al um, thenfinally listens to, to Cliff.
And Cliff had been, bro,check this out, man.
(20:04):
Tell me what I'm missing.
Tell him what I'm not seeing.
Sta watches the video.
He sends it to me.
Obviously I'm coaching him.
So he sends it to me and he said,bro, I need you to watch this.
And I started watching it and I waslike, dude, I started watching this.
Six months ago, but I stopped watchingit because when you get so fixated on
what you're trying to do, and that'sthe whole outcome over ego, right?
(20:26):
Ego's trying to be right, outcomeis trying to get to, right.
Well, we thought we, wehad the model, right?
We thought we had it andnobody didn't pay attention.
Well, now Christmas in July,we're forced to look at this and.
I go back and forth and back and forthand back and forth, and I'm like,
(20:47):
I don't see why you don't do this.
And he said, okay, let's getJay, have Jay look at it.
And then Jay tells the story, right?
Where he's pacing at his son'sbirthday party out back, and his wife's
like, what the heck are you doing?
I mean, he's, he's talking toAl. So between Jay, me and Al,
I bet there was 20 hours that wewere just talking through this.
Yep.
Then Brent Gove gets it on the phone.
(21:07):
He says, okay boys, I need you guysto come to Fort Lauderdale, September.
You're going to have breakfast withthe president, you're gonna have lunch
with the CEO and founder and you'regonna have cocktails with the goat.
Okay, cool.
Trust you.
Go go.
We love you.
Like whatever you need, we'll be there.
(21:28):
Um, 'cause we've known go, you know,when he was wasn't even Gov Right?
We, we knew, we knew.
Go and he, um, we, weget to Fort Lauderdale.
And literally walking in the firstnight they're do doing the awards
and we're standing back there andit feels like an NAEA conference and
(21:48):
they're doing the awards and I'm like.
Holy shit.
I coached them.
I, what, who is that?
Oh my gosh.
Right.
Like, so it just feltlike it was, it was home.
It was family.
Mm-hmm.
And so the next morning we have,um, breakfast with Vicki Bar Barolo.
Me, Vicki was the president at the time.
Um, um, we had lunch and it wasin the back room downstairs at,
(22:11):
at the hotel in Fort Lauderdale.
And, um, there were 400people at EXP Con that year.
Wow.
2017 there were 400 andthey just celebrated 4,000
agents coming to exp. Wow.
We have lunch and it'sstraight out of a mob movie.
It is.
It is the coolest thing.
And you've got gov. Ash Stathere's, there's a couple dozen
(22:38):
people all sitting around.
So me and me and Jay sittingjust right this, like right
across from the two of you.
And it was, um, it was Glenand um, uh, Jason guessing.
And we sit there and listen to GGlenn to start to tell the vision of
exp. And I'm already a vision guy.
Right.
I left kinder 'cause there was no vision.
(23:00):
And, and so coming back togetherthere, there we had a vision.
Yep.
And then we had the big vision, a partner.
And so getting to listen to, toGlen share the vision of exp and
where the direction is going.
And I remember when we got up and Ilooked at kinder and I said I was in bro.
I said, but I'm way in.
(23:22):
And I got to hear about the values andI got to hear about what, you know,
Glen wants to do to the industry andwhat exp is going to be for the beacon
of real estate across the planet.
And, and so.
We, we kind of go through.
Um, it was awesome.
Anyway, happy Hour waswith Gene Frederick, right?
So you had, we had happy Hour withthe goat and, um, you know, we, we, we
(23:47):
went back and, and, and came on board.
And I remember being in, um, um,Orlando 2018 for shareholders
listening to the update on all thethings that exp had accomplished.
I'm like, that dude toldus he was gonna do that.
He was gonna do that.
He was gonna do that.
(24:09):
Basically being able to, to see himexecute at a pace that we had never seen.
Right.
And you gotta think, I mean, ina EEA days, I mean, we had the
best of the best and, and sobeing able to see that execution
was just, I was like, I'm in and.
Being a, being a vision guy, I know thecomponents of it, so what's the purpose?
(24:30):
But also what are the core values?
How are we making decisions?
Yeah.
And being able to see from 2017throughout 20 21, 22, all of the
decisions that were being made wereall in alignment to the core values.
So you go back to Y exp.
Why?
Well, Y exp is becauseof what they stand for.
(24:51):
The values, the platform.
It's all about agents first.
It's about being agile, tryingto move through this challenging
market, but also sustainability.
That was the big one for me withexp and when I started to realize
every decision they make is becausethey want exp to be sustainable.
(25:13):
And so you get to a point towhere you see enough proof,
you don't question it anymore.
Okay.
Yeah, I know they're makingthat move because it's
sustainable for the long haul.
And you guys know this, right?
You, you're either building abusiness for forever or you're
building a business to sell.
And Glen's, it's never been aboutselling, it's about building and, and
changing the industry with which mm-hmm.
With what he did.
(25:34):
So to me, that's why exp but I,I'm so grateful for the, you know,
the spinoffs because that's whatpushes and continues to, you know.
To stay agile, to keep, youknow, making the company better.
And, you know, it's just really cool tobe able to see that and see the evolution.
Um, and, and also the change of the marketand, you know, because we, you outgrow
(26:00):
people, it's just you do, and especially.
At the phases of business, um, oneof our mentors, clay Mask, who, uh,
had built Infusionsoft and then theyhad, they had cashed out and then
went to, to change the name of it.
And um, I think they finally sold out.
But Clay really focused in on leadership.
But he had a principlecalled Once in threes.
The people that get you to amillion won't get you to three.
(26:21):
The people that get you to three thatwon't get you to 10 people that get you
to 10 won't get you to 30 people, getyou to 30, won't get you to a hundred.
And so just being ableto see as exp grows.
How they navigate with the peoplecomponent and then being able
to look, okay, shoot, we'renot in a tailwind anymore.
We're in a full on headwind.
We need a wartime general.
I'm not saying that Glen can'tbe a wartime general, but,
(26:43):
but Leo's a wartime general.
So being able to put the right general inthe, in the right seat at the right time.
And that's, you know, I know that'sa kind of long-winded backstory,
but, but also, no, I mean, it, it's.
It tells the whole story.
And I, I went to, uh, top producersin, uh, I don't know, we were in Texas
(27:04):
a couple months ago, and just evenhearing like Leo's plan for 2.0 and
rolling out the multiple CRMs and, youknow, giving us just so many options.
Just show that like we're future proof.
Yeah.
So, I mean, 10,000 hours of coaching.
I mean, they say, you know,you master something after
10,000 hours of studying it.
(27:26):
Um, you have taught it for 10,000 hours.
Yeah.
What is probably the most commonthing, a brand new client when they
sign up day one, what's their mostcommon complaint or what's their
most common thing they're missing?
You know, I mean, it, it, it changeskind of based upon the season and, and
(27:47):
kind of where, where they're coming in.
One, it's always just alack of, lack of clarity.
Yeah.
It's a lot of confusion, you know,overwhelm, you know, I'm trying,
I'm, I'm, I'm trying to say yes toeverything instead of, you know,
the real essence of strategy is.
The ability to say no.
Right.
And, and it's not that we usually die ofstarvation, it's just like we're trying
(28:09):
to choke on and trying to do too much.
Yeah.
And so we gotta really, reallynarrow, narrow that down.
Seems to be the biggest thing.
And it's, it's once you, once, oncesome, you know, you're able to get that
sense of, of clarity, then it's allabout putting the right plan in place.
The biggest thing too is that a lot of,a lot of agents, especially coming in.
Um, they don't have that, thatbig hairy, audacious goal, or
(28:31):
they've lost sight of that goal.
Mm-hmm.
Or their goal isn't big enough.
And, you know, as we're wired tosolve problems and it's, it's like
the agents come in and you knowthis, every brand new agent, how
much do you wanna make this year?
I wanna make a hundred thousand dollars.
Right?
They always wanna make six figures.
And it's like, okay, well great, butwhat would you have to do if you had to
make a hundred thousand dollars a month?
So you just get them to think bigger,think a little bit differently, and
(28:54):
it's one of the biggest thing, thebest things that we've been able
to do for agents for a long time.
Right.
You know, over that 10,000 hours has,has been a little over 13 years, um,
and 17,000 one-on-one coaching calls.
So a lot in the one-on-one space.
So owning an operating brokeragein small town Lotton, Oklahoma.
(29:14):
You know, being an owner, um, reallystrategic advisor on the, on the
Dallas brokerage side of things,working with Alex and Michael, day in
and day out, navigating that growth.
And then, you know, 2012 whenwe started mastermind, started
the one-on-one coaching game.
And, um, you know, the reason westarted tracking it is because when
(29:35):
I first started, got into coaching.
Um, I went to a lot of the likefoundational of like really, truly
how to, how to coach from a, likea life coach type perspective.
Yeah.
Because the one thing that, that, I knowthat is the most thing that comes with
the clarity is it's all about mindset.
(29:56):
Yeah.
It's, it's everything mindset.
It's always layers deeper, and so yougotta be able to, you know, have a way
to navigate to get down to the real root.
Of what's causing it.
And my coach gave me the toolof, of smoke and fire, right?
Like a lot of the stuff that you getfrom another human being is all smoke
and you gotta know how to navigate,get outta the smoke and get into the
(30:17):
fire, which is conflict resolution.
So how do you, how do you work and getdown there and then help put the fire out.
So there's so much more of that.
But when I started coaching, they'relike, listen, you know, you can get.
Certain accredited certain designationsand things, which I never pursued, but
they go, you gotta be able to show it.
It's like, okay, well I'lljust track it in my calendar.
And then we just tally it upat the end of every month.
(30:40):
And that's how, that's how we kindof, that's how we know where we're
at with the, uh, the number ofcalls and, and the number of hours.
And that's, you know, the, one ofthose fundamentals, you know, you
can't manage what you know, measure.
Right.
That's right.
That's right.
And just getting in thereand, you know, I, I feel like
I had a good week this week.
Well.
What statistics do you have?
Go back and show me the calendar.
Yeah, yeah.
Show me the calendar.
What, what exactly did youdo to make that good week?
(31:01):
Yeah.
Well then how do you duplicate it?
How do you do it all over again?
You make that happen every single day.
Yeah.
What, uh, what are you mostlooking forward to in the future?
You know, um, I think it's,it's leaning into the, um.
AI error that we're in and howto strategically utilize AI
(31:26):
the right way, um, as the book.
And, and Kendall, Kendall wasthe one that kind of said like,
dude, you have to get this book.
Um, I was at the exp rally in Seattle.
Um, clients, uh, Jacob andElizabeth Weaver, they hosted
and ran the, the Seattle rally.
And, uh, Georgia, Georgia was, um, one ofthe, one of our, she was our icon agent.
(31:50):
That we had her come in there.
Cool.
And then, um, obviously being, youknow, right there in, in Glen and
Debbie's backyard, they were there.
So, uh, we, we had Stringer, Ihad Phil Stringer come in, so
Stringer kind of helped navigate.
They did a little fireside chatat the end, but we did a VIP
experience the night before that.
We sold, we sold tickets to some,maybe something to think about
(32:10):
with what you guys are trying topull off in Buffalo on that Friday.
Maybe there's a VIPexperience on Thursday night.
Upgrade on the ticket sale.
That's, so that's what we did.
So we, we sold about 75.
We sold 75 VIP and they, you know,had a little bit of a, a buffet.
They had a couple open bars and then,um, it was just, it was just, um, uh,
(32:31):
we, we had us all up at the front, right?
And Jacob had the questions and sohe just started asking questions.
And Glen, obviously Glen's head is all ai.
Um, it's, it's amazing to understandjust listening to him and Kendall,
you know, how they're running thenumber one brokerage on the planet
with custom GPTs and AI in all ofthe decisions that they're making.
(32:53):
But Kendall's like, listen dude,you've got to listen to the AI
Driven Leader by Jeff Woods.
And it is the book.
Um, and that's kind of the foundationof how to leverage AI as your thought
partner, but it's all about you beingthe, the best version of you strategically
thinking and navigating into the future.
(33:15):
Um.
And so it was really coolto kind of go through that.
So I'm really excited about, about that.
I'm excited about, you know, kind ofthis messy mess middle that we're in
with, you know, agents that aren'tbuilt for head storm, you know, for
the headwind, um, that are lookingto kind of, we're gonna have to.
Kind of work them out and continuingto bring the people that are built
(33:37):
for this type of market to come in.
And, and so I think it's just, it'sshaping back to the way to where,
you know, real expertise, real skill.
Yeah.
The ability to, to, you know, articulateyour value, how to, to talk to
people, how to build relationships,how to negotiate, you know, the
fundamental skills that it takes toset yourself apart in this market.
(34:02):
In, in, in any market, right, thatyou're able to, to really differentiate
yourself from the skilled and not skilled.
So I'm really excited aboutgetting back into that.
Um, because I mean, you guys know, Imean, we rode that market for so long.
Um, yeah.
And so being able to getback into the side of things.
Yeah.
I've gone back to being a realestate and proven your value, where
in the last few years you can puta doghouse up for sale and sell it.
(34:25):
You know what I mean?
Yeah.
Multiple offers sell to acat, you know what I mean?
Yeah.
Seriously.
And that was another thingthat burned in my brain.
I, I'm like agreeing with you completely.
Glenn, in one of his keynotes at exp Con,I believe said, AI won't replace realtors.
Realtors using AI willreplace ones that don't.
(34:45):
A hundred percent.
And ever since I heard that, likeI've replay, I mean I'm replaying
it right now, two years later.
Yeah.
And that's when I just dovein and said, you know what?
Like, it's the other most commoncoaching thing you hear is, you
know, work smarter, not harder.
And AI is allowing us theopportunity to multiply our efforts.
Right.
Make it's, um, decisions per right.
(35:08):
So if you're not moving as fastas you would you want to, it's
because your decisions per is off.
Your decisions per quarter, yourdecisions per month, your decisions
per week, your decisions per day.
The beauty with ai, it's one of thethings that it can help you do is
increase your decisions and makedecisions and better decisions faster.
And, you know, just, just how you useit to, to, to interview you and pull
(35:33):
information out of you and give youthe best information, the best advice,
the best guidance, instead of justtelling you what you want to hear.
And that's, I think that's where,you know, it's just input, you know.
What you put in is whatyou're gonna get out.
So the better thought that you canhave, the better framework and the
better way to think about things, thebetter the output is gonna be for you.
(35:53):
And those are the agents and thoseare the humans that are gonna excel.
The other, the other interesting to thinkabout even with from an AI perspective.
We're talking about the AI agent,but what about the AI consumer?
And we already know the biggest, thebiggest complaint that buyers and sellers
have is that they believe they knowmore than the real estate agent and, and
probably 60, 70% of the time that is true.
(36:16):
So, you know, as the consumer'sgetting smarter, how do you stay out
ahead And that's where you have to be.
That thought leader, youhave to be that expert.
You got to know the market betterthan what they're able to find
through Brock, through G GPTs,and, and just know the market.
Know the local market, know theins and outs, know the connections.
(36:37):
You just, you have to be ableto, to navigate that ship.
At a much, much higher leveland, and just be like, okay.
Right.
You never wanna assume intelligencefor another human being, but you gotta
assume they're gonna be a little moreequipped, a little bit smarter than you
want to possibly give them credit for andalready know what they're thinking of you.
So how do you position yourself?
(36:57):
So I think it's just a, a, a, um, agreat time from to be able to separate
yourself from, you know, the herd ofagents that are down here that you know.
Yeah.
Come with a value first mentality.
That's it.
Yeah.
Every time.
Every time.
Well, geez, we asked you for 15 minutes.
(37:18):
I appreciate what Well, thanksfor letting me tell the story.
It's, um, it's always good.
The passion shows your success.
It truly does.
And I mean, hearing the whole story,I mean like, you know, every, that's
the old hero's journey, right?
You had to go through the breakupto know that, you know, you came so
much more powerful on the other end.
Yeah.
And what you've built is, it's amazing.
(37:38):
Um, and, and we reallydo appreciate your time.
Yeah, thank you.
You know, any, any last thoughts?
'cause I, I do wannarespect your calendar.
I'm sure you get to jump tothe next zoom after this.
Yeah.
Yeah.
Right into the next one.
No, I think the biggest thing is, um.
It's the, you know, everythingfalls and, and dies on leadership.
(37:58):
And, you know, obviously the number onerule of leadership is lead by example.
And it's the whole, you know, yourbusiness is in direct proportion to the
size of your leadership capabilities.
So it's like you, first, you haveto be the best version of you first.
And then I, I'm just, because I, Iknow my strengths and my weaknesses,
I have to have a great team around me.
(38:20):
And if you, if you've gone through workinggenius, um, tenacity is a frustration.
So that's just a, you gotta have goodpeople around you that can execute.
And the biggest thing that I'm, I'mseeing right now, the agents that, you
know, even let's say get that success,get into the seven figure range.
But they get stuck in that one tothree, you know, her mozy calls that
(38:41):
the swamp and the, you can get to thatmillion, but you're gonna, you're gonna
hang out there because you, you'renot gonna be able to get to threes.
'cause what I said earlier, youdon't have the right team around you.
And if you look at a lot of agentsright now, especially that have
built something to get to that sevenfigure top line revenue number, is
that the team that got them there.
It's not the team that's gonna allowthem to continue to grow going into the
(39:03):
future because that team, think aboutit, they put that team together when
there was a little bit of a tailwind.
Yeah.
The winds have shifted.
The people that got you there withthe tailwind are not the same people
that are gonna get you, get youto that next step in a headwind.
So once you, once you have thatlevel of clarity, knowing where the
goal you want to go, you gotta takeinventory of the people around you.
(39:24):
It's the team that mattersthe most right now.
That, that is such a great question toask a, a broker or a team leader, is
that the team you have in place today?
Are they gonna get you whereyou think you're gonna go?
You know, most of 'emare outcome over ego.
And if they sit back and reflectand they, and, and they are honest.
If they are honest, they know.
They know in their, in their gut.
They know, they're like, they're,they every time, 10 times outta
(39:47):
10, the answer's gonna be no.
Yeah, that's Well, and, andmy, my big humbling this, and
I fought exp for six months.
I had a website, I had a CRM,I had a training platform.
What do they have that I don't?
I fought it tooth and nail.
Yeah.
And uh, my sponsor ultimatelysaid to me, he goes, are you
the smartest guy in the room?
(40:07):
And I'm like, I have to be.
He goes, you're in the wrong room.
Mm-hmm.
You got the wrong team If you'rethe smartest one on the team too.
Yeah, and I, I wore all the hatsand once, that's it, once I gave
that up, now it's just like, wait.
We have how many countries now?
Uhhuh.
I called my company 7 1 6 at one time.
I mean, that's my area.
People in the adjoining neighborhoodswere like, what are you doing?
(40:30):
Yeah, you can't sell in this neighborhood.
And now it's like.
I mean, we're, we're communicatingwith people all around the world.
All over the world.
It's so, it's so awesome.
You know, there's not, there's nothingwrong with being the smartest one if
you want to build a lifestyle, right?
And you're just doing this justto, just to build a lifestyle.
But if you truly want, you know, tohave a vision, to have an impact and
build a business, you gotta be, yougotta be one of the dumbest ones on the.
(40:54):
Right.
You're really good at what you do, right?
Yep.
So if you're, so, if you're headof company, you have certain
vital things that you do.
Yeah.
But you may have a strongsense on the sales.
You may have a strong senseon the marketing, but you're
gonna be deficient somewhere.
So get somebody better than you in thatseat that can get you to that next level.
(41:14):
And then this page again.
Yeah, I mean, I was the, youknow, the old jack of all trades.
Yeah.
Yeah, yeah.
And, and hey, I've been there.
We, we take pride in that hat, right?
Yeah.
You know?
Yeah.
Yeah.
So it's, it's that what's the goal?
And, and, you know, just challengingyourself, is that really the goal?
Um, and if we had to go wayout there, impossible goal.
(41:37):
And in an impossible timeline, and I lovewhat Jeff Woods says in that book, and we
can, we can wrap with this, is that it'snot about the goal, it's about who you
have to become in order to be in pursuit.
To achieve that goals.
Right.
Very good.
That's what it's about.
It's about, it's aboutwho you have to become.
I love it.
Awesome.
(41:58):
Well, cool.
Well, hopefully there was some nuggets inthere for you guys that you guys can use.
Yeah, there's one, there'snothing but nuggets in there.
I mean, the funny thing is,whenever I end a meeting, I always
say, what are the three keys?
And, uh, you know, my three keysare the last 45 minutes, so I,
I truly do appreciate your time.
Yeah.
Hopefully we'll see October 17th.
Hey, gimme the details.
I got it on the calendarand we'll make it happen.
(42:19):
Okay.
Thanks much.
Alright.
Appreciate you guys.
Good one.
See you soon.
Thanks for tuning in.
If you're done guessing and ready to leadlike a real CEO with a custom strategy,
real accountability and proven systems,check out my executive one-on-one
coaching at John Kitchens coach.
Fill out the application and bookyour one-on-one call with me.
(42:42):
Be sure to hit follow soyou never miss an episode.
Catch you on the next one.
Seven figure success starts whenyou start thinking like a CEO.
Welcome to the John Kitchens Coach podcastexperience as your host, John Kitchens.
Get ready to think bigger andtransform your business into
a path to lasting freedom.
Um, just to kick it off, I, Ithink if you could just tell us
a little bit, uh, about yourself.
(00:22):
I know a couple years ago you had anumber of people that you were coaching.
What's that number up to today?
Or how many hours?
So, let's see.
So we finally hit 10,000 hours ofone-on-one coaching, and we hit
that in, um, the last week of June.
So we had been tracking it.
We had had always tracked it right onthe coaching side of things because, um,
(00:44):
when I first started coaching with, youknow, obviously being an integral part
of, of what Jay and Mike were doing,you know, Mike, Mike and I go back to
the junior high high school days sothat that connection runs that deep.
We were actually firstroommates together in college.
And, and so obviously collegedidn't work for any of us.
(01:06):
Mikey.
Mikey left.
Me neither.
Yeah, me neither.
Mike.
Mikey left Lawton went to back toTexas into the colony area and I
went, um, I went to California, soI stayed in California for about
three and a half, four years.
Came back and, um, went to, uh,went to work for high school
friends, serial entrepreneurs.
(01:28):
And what was really cool withthat experience, they brought
me in on the operational side.
And, and you know, it'salways easier looking back.
He had a, um, he had a businesspartner and they were doing, um.
On the road.
They were doing construct, they were doinga lot of construction work, um, the rough
frame, and then they would come do thepunch outs for a lot of, uh, the franchise
(01:48):
restaurants, you know, the Chili's,the Applebee's, the, the bone daddies.
So we did a bunch of banks.
We did a bunch of stuffjust all over the country.
And obviously it was fun, you know, being,you know, really, you know, single, you
know, kind of going through that aspect.
Um, and then ended up having myfirst, uh, my first kid and I said,
(02:08):
dude, I'm, I'm, I'm off the road.
But during that time, we ended upselling that construction company.
We had a London land landscape sold.
That company had partnered withanother guy on assigned manufacturing
and installation and maintenance, andneon company ended up selling that.
And we got into the garbagebusiness and we started, we landed
(02:30):
a contract at, um, a paperboardcompany that made, um, sheet rock.
And, um, within landing the contractwe sold to Waste Management 13 months
later, and we were literally, this was2003, we were like, none of us had,
we, we had no business, we had nothing.
We'd sold everything.
And, and so we thought it wouldbe a good idea to own a bar.
(02:53):
And, um, oh great.
So that was, so that, that,that was, we, we, we started
January 1st, 20, uh, 2004 and.
I handled obviously all the operationalstuff, you know, to come in every morning,
make sure everything's good to go.
And, you know, I could walk, Icould walk in, I could tell you
exactly what was gonna be missing.
(03:13):
I could tell you exactlyhow the night went.
I just, by walking in, I couldjust see and smell and see
everything 128 straight days.
And I was like, this ain't,this ain't, this ain't working.
And so Mikey caught wind that I wasabout to, to jump from, from those guys.
And I mean, I've been best friends withhim since, since seventh grade, eighth
(03:35):
grade, who I was, who I was working with.
And I'm like, dude, I gotta go.
Like, I can't, I can't do this.
You know, I've got a, I've got, you know,a 2-year-old, a newborn, um, you know,
marriage is going the opposite direction.
I said, I said, this ain't for me.
I'm out.
And so Mikey caught wind andmade the introduction to kinder.
In October of oh four, and that wasthe first time I've ever met Kinder and
(03:59):
listen, Lotton, Oklahoma, the entirecounty is a hundred thousand people.
There's like 35,000, 36,000 rooftopsand max, there's 2,800 to 3000
total sides that actually happenin a, in a given real estate year.
And what was crazy is I had never met him.
(04:21):
Right here we are in the bar scene.
You know, um, you know, best friend who'dworking with Super connected, you know, my
dad has been in the public school system.
He, you know, he's a Hall of fame coach.
I never met the dude, I nevermet kinder, but I knew him.
Because of, you couldn't go anywherewithout hearing them on the radio.
(04:42):
You couldn't go anywherewithout seeing his signs.
You couldn't go anywherewithout seeing his billboards.
You just like, you knew the guy.
Right.
And so that was just oneof the ahas and lessons.
I was like, man, you know, brandingand, you know, just being able
to, to, to mass market and blanketto where, where the attention is.
That, that was just likean aha and a lesson.
(05:02):
So the office was being remodeled.
Um, met him in October ofoh four and came on board.
Two weeks later, we closed out340 transactions in oh four.
I really didn't have, obviously,you know, I was there November,
December, but I always like to say,man, kinder, kinder was like a, uh,
(05:23):
go fast boat motor on the back of arowboat is exactly what was going on.
It was.
Chaos, but it was like, get after it.
Let's go chaos.
Yeah.
Um, in oh five we did 430 transactions,and then oh six when we hit top 10 in the
world for Coldwell Banker, um, we did 531.
(05:45):
We had over 20% market share, and wegot smoked by a top 10 re max team.
They did about 150 moretransactions than we did.
Wow.
Their team and our team had allover 50% market share that year.
So like we were just, but the thing is,it's like, it's like, like exp needed
real, exp needed that push because thinkabout the things that wouldn't have
(06:07):
changed if we didn't have that push hereat exp, we wouldn't have co-sponsorship.
Like, I, I guarantee you, we would nothave co-sponsorship if it wasn't for real.
Yeah.
Um, and, and you look at thethings and the moves and, and
you know, obviously being.
You know, category killer,whatever, whatever you wanna
say it like it's healthy, right?
Coke needs Pepsi.
Like you've gotta havethat healthy competition.
(06:28):
You have to have that push becauseit forced us every day to keep
our foot on the gas, right?
We could never get complacentin what we were doing.
The other beautiful thing inLawton, Oklahoma was our average
sales price was only 120,000.
So.
Details matter.
Every penny matters.
Right?
So that was the, thebig, the big gift for us.
(06:49):
And then things blew up in oh seven.
Um, and this is why I, I'm so adamantabout, about vision and what is the vision
that, that we have for the organization?
What is the vision we're having, because.
Without a vision, the villagewill perish without a vision.
The people that your talent, if theydon't believe they can accomplish
(07:10):
their dreams by being a part ofyour vision, then they're gonna go
somewhere else to where they can, right?
So that's always my question, right?
That's always like,what's, what's the vision?
What, what's the goal?
What are we trying to accomplish?
And so in oh seven we had, um,Jay, Jay and Michael had started
traveling a lot, speaking a lot, and.
(07:32):
The goal was to, um, to writea book called Coachable.
That was, that was the game plan.
That's what we were gonna do.
And there started this over the web.
Technology started to come out, right?
So like you could be on your websiteand if you guys remember this, to where
all of a sudden you could come walkingout on top of somebody's website.
We had gotten into the 3D Webwith kind of that technology
(07:55):
and kind of going that route.
Well keep in mind while we'regrowing in 4, 5, 6, we were one
of the first adopters to HowardTaker's, uh, tiger Lee's program.
Um, I don't know if you guysremember, remember any of that?
Uh, from the CRM side of things.
And, and so we were the firstearly adopters into that.
(08:16):
We were also the first earlyadopters with Greer into BoomTown.
We were the first adopters intoCommissions Inc. With Dwayne Leggate,
when Commissions Inc. Was the worsttool ever invented for real estate.
It was horrible.
But so we kind of go through thatand getting distracted, going,
kind of going all over the placeand, um, there was no vision.
(08:38):
There was absolutely no vision.
And at that time, being inLotton, Oklahoma, and, and you,
you know, you guys know this.
Once you get cranking, thisis what I tell agents, right?
When you get crankingother doors start opening.
You gotta know the vision.
You gotta know what you're gonnasay yes to, and more importantly,
what you're gonna say no to.
Because a lot of doors are gonna open.
Well, we were doing.
We were doing rehabs.
(08:58):
Remodels.
We're probably doing 15to 20 of those a year.
We got into developments.
We did, we did, um, an in townand then a rural development.
We were doing new construction.
I mean, we, we owned the title company.
We owned the mortgagecompany like we were rank it.
Yep.
But no vision.
And so the shiny object syndrome,you're always chasing the next thing.
(09:19):
So kinder disappears quite a bit and.
We had a business partner thatwe were partners with on all
the rehabs and the remodels.
Mm-hmm.
He was there every day.
Obviously he's talking about a vision andso I don't believe I can accomplish what
I wanna accomplish with kinder anymore.
So I'm like, we gotta go do our own thing.
(09:40):
So me, our number one agent, ournumber two agent, our number one
admin, or one of our top admins.
We go start our own company, we becomecompetitors with, with Jay in o in July
of 2007 and kinder and I didn't talkfor over two years and he tried to,
to get me to, to have a conversationabout a year, a year and a half in.
Right.
(10:00):
And you know, the lesson was, it wasa leadership lesson for both of us.
It was a, you know, one like I leadership.
Be, be assertive, right?
You know, push, push the envelope.
Where are we at?
What's the vision?
Push on it.
And then the other was kinderis like, gotta have a vision.
And so we finally, youknow, buried the hatchet.
(10:20):
Both, you know, let our Eagles egos aside.
And we got back to back together in 2010,which then became the whole foundation for
Kinder Reese Coaching, which ultimatelybecame NA ea. National Association of
Expert Advisors, helped build out CHSA.
CHBA and three things thatfundamentally changed.
(10:42):
Everything for us and everythingthat we taught, right?
You look at the kind of our, our DNA overthe industry is just, it's fun, right?
To see, 'cause I'm like, coachthat person, coach that person.
Oh, we helped that person, that person.
And you look at the icons in the industry,you know, we've had, we, we've, we've
got a, a little bit of a footprint on,on so many out, out in the industry.
(11:04):
And so the first thingwas strategic planning.
How important to having a strategicplan that really helped you put
things together from the vision, thebig picture, to, you know, what's
that big, hairy, audacious goal?
What are your core values?
Like the whole vision component andunderstanding, you know, the goal
(11:26):
and we're working in 90 day cycle.
And we really just became astudent of Verne Harnish with
mastering the Rockefeller habits.
We went on to work with Verne, um,you know, we're students, went through
scaling up with them and, and everything.
So I, I, I look back.
And the we, I used to always say the,the second and third thing were the two
things that allowed us to get out ofLawton and get out of that, get out of
(11:49):
that brokerage, get outta that market.
But the first was strategic planning.
So when Kinder and I got backtogether in 2010, we went all
in and we were disciplined for.
Every decade for every yearfor over, over, um, a decade.
Uh, 'cause we came over to exp in 2017.
We still continued that.
I still do it to this day.
(12:09):
I do it do it religiously every 90 daysfor every company that we've ever owned.
We were so disciplined from 2010 allthe way through 20 with every company.
Everything we did when westarted Honey Badger Nation,
we went down through the hole.
Process of strategic planning.
Wow.
Uh, and just how important it's Right.
We, we moved out of scaling up andwe moved into EOS because the VTO
(12:32):
and what Gino had answer the eightquestions, it was just so much easier.
Like it was easy versus Yeah.
Where, where Vern took scalingup and what I've learned.
You're good with EOS up to about 10million in revenue, 10 million in revenue.
You gotta go back to Verne.
You gotta go back to the scaling up tools.
Okay?
Yeah.
Um, and so work, working through that.
(12:53):
The second thing was us developing CHSAcertified home selling advisor, proven
repeatable system back by market researchto help sell your home up to 18% more
than a traditional real estate agent.
Listen, I haven't been in a home in2012, but I promise you I can walk in
with that presentation and I can executeit flawlessly just because every day.
At least two to three hours.
(13:13):
Role playing, going through it, justover and over and over, over and over.
Re completely ingrainedIndian, you, this is hard.
It's just like I can't shake it.
Right?
I can't shake it.
So I'm in, um, I'm, so, I'm in,I'm in Matt, Matt and DJ's office.
So they're number one teamin pa um, here in Pittsburgh.
And so I, I, I live, I mean, I'vebeen coaching, I've been coaching
(13:34):
'em for five years, and so I'm just,I'm, I'm in their office, uh, you
know, three or four days a week.
Yeah.
And it's funny, we, I wasjust talking to 'em, right?
Their, their annual golftournament's coming up and Matt's
been getting lessons and I'm like.
Fuck, man.
I've, I've been playing golf for 41 years.
Like, like literally I still like, I,you know, we've heard the stories, right?
Like you'll, you'll see people thatwill go like, go the, the golf stories.
(13:57):
Like guy goes away to to war for two,three years, comes back and plays better
because he visualizes in his mind thereps of the golf swing and everything.
That's like the Olympians.
Yeah.
Yeah.
It's just so, it's just wild.
So having CHSA and a provensystem, right, because think about.
The era before that, right?
It was the me monster presentation.
(14:17):
Look at my awards.
Look at me.
Look, this is why you should work with me.
Look at me.
Look at me.
Yeah, but that doesn't scale, right?
We couldn't send somebody else in onthose appointments without having that.
So being able to develop that gotkinder out of production, could put
anybody to, could go in and it wasgonna be the same process every time.
(14:38):
And that's when we started focusingon lifetime value net promoter scores.
Right.
And, and just really focused on experiencethat they, that they would have.
Mm-hmm.
So that was the second thing.
The third thing, and, andlisten, it took us three times
to get kinder out of production.
And so that was the, thatwas the second thing.
And then that started to,to, to make that happen.
(15:01):
And then in 2011, um, being disciplesand students of Vern Harnish, his
newsletter is still, to this day,the one I look at every week.
There's about two, two to three.
There's two that I look religiously,a third that I will most of the
time look at, but I look at Vern'snewsletter every, every week.
The only thing that I hate openingis that I usually get a new book.
(15:23):
And when In 2011, he introduced abook from Greg Crabtree called Simple
Numbers, straight Talk, big Profits.
Okay.
And that book, so Greg isa former IRS auditor, CPA.
And he started focusing and workingwith small business entrepreneurs,
(15:43):
main street business people thatcould just like, I don't have time to
understand all of the financial stuff.
He's like, great, you don't needto, you only need know five numbers.
And that's where we learned,you know, top line revenue.
Profit, net profit beforetaxes, gross profit.
How much are you paying the agents?
How much company dollardo you have coming in?
Then you've got salaries and expenses,and within your expenses you have a
percentage of allocation to marketing.
(16:04):
And so he just likeingrained that into us.
And, and he actually wrote the cashversion in scaling up for Vern.
Um, but we just like us at that time,we immersed ourselves into everything.
I mean, we flew Greg to, toDallas, Mike's, Mike's team,
us and the coaching team.
Like we all sat down with Greg andlike we started working with him.
Like pretty hardcore.
(16:24):
And he helped us nail the model.
Those three things changed everythingfor us, um, and allowed us to get
outta Lawton to where we pursuedthe coaching organization, but
we also started the brokerage.
This is the power ofhaving a, a strong vision.
And so what we, we tried to emulatewhat we did in Lawton in Dallas,
(16:47):
but that doesn't work, right?
When you're in a mass market that'sgonna take hundreds of thousands
of dollars to own mind share,you gotta go a different path.
So literally, I had to check on mydesk to go to the radio station,
and we sat back, and at that timewe, we went down to one of, um.
(17:08):
One of gra uh, one of Gary's, oneof Gary's trainings in Austin.
Um, but it was, it ultimately ended upbeing around the ISA side of things.
So we met Tim Hyle down there and,um, Diana was still COOs how pronounce
her last name, but Diana was stillthe, um, she was still head of, of all
the coaching and training and maps.
So we got to meet withTim and met, met with her.
(17:31):
And it really helped us formulate, sowhen we came back to Dallas, we, we
launched the call center, so we had10 ISAs and our promise to our agents.
Our partners where we weregonna get them four new listings
in their market service area.
That was our value proposition, and wewere charging agents $10,000 to join
us, and then we put 'em on a 50 50 splitwith the value proposition that we're
(17:55):
gonna help you dominate, become theKing Kong in your market service area.
Wow.
And so we started mapping out Dallas.
We, we were at 18.
Oh no.
Hey, we can get 20.
Oh, let's stretch it to 24.
We need to do this.
We took down a partner, our firstregional partner in Atlanta, like
we were going the partner route.
And here's what's funny.
Our big, hairy, audacious goalis we wanted 2000 partners by
(18:16):
like December the 27th, 2027.
It was like, it was like crazy.
And so we're going down that route.
We had a regional partnerand we had 17 other partners.
We had, you know, another 20 agents,buyer agents and stuff under that.
And um, Al STAs.
(18:37):
And so I'm coaching Al at this time.
And I have been coachingAl since 20 I. Okay.
I've been coaching Allison since20 12, 20 13, and here it is, 2017.
Al's outta production.
Al has his own call center.
He's actually, he's actually runninga call center with his head ISA.
They started a call center.
This is where Nick Rim was one of thefirst tires into the call center and
(19:02):
they're calling for Chelas product.
So they're out trying tosell Ches recruiting software
out of that call center.
And, um, Al Al gets,um, Christmas in July.
His top two agents about 600,000in GCI see you al. We're gonna
start our own team at kw.
(19:22):
And so at that time.
The best option was KW or independent,and I took, I took probably two
dozen of the top teams independentbecause that was the move, right?
You either go to KW or you go independent.
That was, that was the move.
And so we're independent.
(19:42):
We're independent in Texas, AL'Sindependent, and um, he's like, bro,
I'm not going back into production.
We joke, right?
Like you get outta production,it's like getting outta jail.
And then when you gotta go back intoproduction, it's like going back to jail.
And, and so Al um, thenfinally listens to, to Cliff.
And Cliff had been, bro,check this out, man.
(20:04):
Tell me what I'm missing.
Tell him what I'm not seeing.
Sta watches the video.
He sends it to me.
Obviously I'm coaching him.
So he sends it to me and he said,bro, I need you to watch this.
And I started watching it and I waslike, dude, I started watching this.
Six months ago, but I stopped watchingit because when you get so fixated on
what you're trying to do, and that'sthe whole outcome over ego, right?
(20:26):
Ego's trying to be right, outcomeis trying to get to, right.
Well, we thought we, wehad the model, right?
We thought we had it andnobody didn't pay attention.
Well, now Christmas in July,we're forced to look at this and.
I go back and forth and back and forthand back and forth, and I'm like,
(20:47):
I don't see why you don't do this.
And he said, okay, let's getJay, have Jay look at it.
And then Jay tells the story, right?
Where he's pacing at his son'sbirthday party out back, and his wife's
like, what the heck are you doing?
I mean, he's, he's talking toAl. So between Jay, me and Al,
I bet there was 20 hours that wewere just talking through this.
Yep.
Then Brent Gove gets it on the phone.
(21:07):
He says, okay boys, I need you guysto come to Fort Lauderdale, September.
You're going to have breakfast withthe president, you're gonna have lunch
with the CEO and founder and you'regonna have cocktails with the goat.
Okay, cool.
Trust you.
Go go.
We love you.
Like whatever you need, we'll be there.
(21:28):
Um, 'cause we've known go, you know,when he was wasn't even Gov Right?
We, we knew, we knew.
Go and he, um, we, weget to Fort Lauderdale.
And literally walking in the firstnight they're do doing the awards
and we're standing back there andit feels like an NAEA conference and
(21:48):
they're doing the awards and I'm like.
Holy shit.
I coached them.
I, what, who is that?
Oh my gosh.
Right.
Like, so it just feltlike it was, it was home.
It was family.
Mm-hmm.
And so the next morning we have,um, breakfast with Vicki Bar Barolo.
Me, Vicki was the president at the time.
Um, um, we had lunch and it wasin the back room downstairs at,
(22:11):
at the hotel in Fort Lauderdale.
And, um, there were 400people at EXP Con that year.
Wow.
2017 there were 400 andthey just celebrated 4,000
agents coming to exp. Wow.
We have lunch and it'sstraight out of a mob movie.
It is.
It is the coolest thing.
And you've got gov. Ash Stathere's, there's a couple dozen
(22:38):
people all sitting around.
So me and me and Jay sittingjust right this, like right
across from the two of you.
And it was, um, it was Glenand um, uh, Jason guessing.
And we sit there and listen to GGlenn to start to tell the vision of
exp. And I'm already a vision guy.
Right.
I left kinder 'cause there was no vision.
(23:00):
And, and so coming back togetherthere, there we had a vision.
Yep.
And then we had the big vision, a partner.
And so getting to listen to, toGlen share the vision of exp and
where the direction is going.
And I remember when we got up and Ilooked at kinder and I said I was in bro.
I said, but I'm way in.
(23:22):
And I got to hear about the values andI got to hear about what, you know,
Glen wants to do to the industry andwhat exp is going to be for the beacon
of real estate across the planet.
And, and so.
We, we kind of go through.
Um, it was awesome.
Anyway, happy Hour waswith Gene Frederick, right?
So you had, we had happy Hour withthe goat and, um, you know, we, we, we
(23:47):
went back and, and, and came on board.
And I remember being in, um, um,Orlando 2018 for shareholders
listening to the update on all thethings that exp had accomplished.
I'm like, that dude toldus he was gonna do that.
He was gonna do that.
He was gonna do that.
(24:09):
Basically being able to, to see himexecute at a pace that we had never seen.
Right.
And you gotta think, I mean, ina EEA days, I mean, we had the
best of the best and, and sobeing able to see that execution
was just, I was like, I'm in and.
Being a, being a vision guy, I know thecomponents of it, so what's the purpose?
(24:30):
But also what are the core values?
How are we making decisions?
Yeah.
And being able to see from 2017throughout 20 21, 22, all of the
decisions that were being made wereall in alignment to the core values.
So you go back to Y exp.
Why?
Well, Y exp is becauseof what they stand for.
(24:51):
The values, the platform.
It's all about agents first.
It's about being agile, tryingto move through this challenging
market, but also sustainability.
That was the big one for me withexp and when I started to realize
every decision they make is becausethey want exp to be sustainable.
(25:13):
And so you get to a point towhere you see enough proof,
you don't question it anymore.
Okay.
Yeah, I know they're makingthat move because it's
sustainable for the long haul.
And you guys know this, right?
You, you're either building abusiness for forever or you're
building a business to sell.
And Glen's, it's never been aboutselling, it's about building and, and
changing the industry with which mm-hmm.
With what he did.
(25:34):
So to me, that's why exp but I,I'm so grateful for the, you know,
the spinoffs because that's whatpushes and continues to, you know.
To stay agile, to keep, youknow, making the company better.
And, you know, it's just really cool tobe able to see that and see the evolution.
Um, and, and also the change of the marketand, you know, because we, you outgrow
(26:00):
people, it's just you do, and especially.
At the phases of business, um, oneof our mentors, clay Mask, who, uh,
had built Infusionsoft and then theyhad, they had cashed out and then
went to, to change the name of it.
And um, I think they finally sold out.
But Clay really focused in on leadership.
But he had a principlecalled Once in threes.
The people that get you to amillion won't get you to three.
(26:21):
The people that get you to three thatwon't get you to 10 people that get you
to 10 won't get you to 30 people, getyou to 30, won't get you to a hundred.
And so just being ableto see as exp grows.
How they navigate with the peoplecomponent and then being able
to look, okay, shoot, we'renot in a tailwind anymore.
We're in a full on headwind.
We need a wartime general.
I'm not saying that Glen can'tbe a wartime general, but,
(26:43):
but Leo's a wartime general.
So being able to put the right general inthe, in the right seat at the right time.
And that's, you know, I know that'sa kind of long-winded backstory,
but, but also, no, I mean, it, it's.
It tells the whole story.
And I, I went to, uh, top producersin, uh, I don't know, we were in Texas
(27:04):
a couple months ago, and just evenhearing like Leo's plan for 2.0 and
rolling out the multiple CRMs and, youknow, giving us just so many options.
Just show that like we're future proof.
Yeah.
So, I mean, 10,000 hours of coaching.
I mean, they say, you know,you master something after
10,000 hours of studying it.
(27:26):
Um, you have taught it for 10,000 hours.
Yeah.
What is probably the most commonthing, a brand new client when they
sign up day one, what's their mostcommon complaint or what's their
most common thing they're missing?
You know, I mean, it, it, it changeskind of based upon the season and, and
(27:47):
kind of where, where they're coming in.
One, it's always just alack of, lack of clarity.
Yeah.
It's a lot of confusion, you know,overwhelm, you know, I'm trying,
I'm, I'm, I'm trying to say yes toeverything instead of, you know,
the real essence of strategy is.
The ability to say no.
Right.
And, and it's not that we usually die ofstarvation, it's just like we're trying
(28:09):
to choke on and trying to do too much.
Yeah.
And so we gotta really, reallynarrow, narrow that down.
Seems to be the biggest thing.
And it's, it's once you, once, oncesome, you know, you're able to get that
sense of, of clarity, then it's allabout putting the right plan in place.
The biggest thing too is that a lot of,a lot of agents, especially coming in.
Um, they don't have that, thatbig hairy, audacious goal, or
(28:31):
they've lost sight of that goal.
Mm-hmm.
Or their goal isn't big enough.
And, you know, as we're wired tosolve problems and it's, it's like
the agents come in and you knowthis, every brand new agent, how
much do you wanna make this year?
I wanna make a hundred thousand dollars.
Right?
They always wanna make six figures.
And it's like, okay, well great, butwhat would you have to do if you had to
make a hundred thousand dollars a month?
So you just get them to think bigger,think a little bit differently, and
(28:54):
it's one of the biggest thing, thebest things that we've been able
to do for agents for a long time.
Right.
You know, over that 10,000 hours has,has been a little over 13 years, um,
and 17,000 one-on-one coaching calls.
So a lot in the one-on-one space.
So owning an operating brokeragein small town Lotton, Oklahoma.
(29:14):
You know, being an owner, um, reallystrategic advisor on the, on the
Dallas brokerage side of things,working with Alex and Michael, day in
and day out, navigating that growth.
And then, you know, 2012 whenwe started mastermind, started
the one-on-one coaching game.
And, um, you know, the reason westarted tracking it is because when
(29:35):
I first started, got into coaching.
Um, I went to a lot of the likefoundational of like really, truly
how to, how to coach from a, likea life coach type perspective.
Yeah.
Because the one thing that, that, I knowthat is the most thing that comes with
the clarity is it's all about mindset.
(29:56):
Yeah.
It's, it's everything mindset.
It's always layers deeper, and so yougotta be able to, you know, have a way
to navigate to get down to the real root.
Of what's causing it.
And my coach gave me the toolof, of smoke and fire, right?
Like a lot of the stuff that you getfrom another human being is all smoke
and you gotta know how to navigate,get outta the smoke and get into the
(30:17):
fire, which is conflict resolution.
So how do you, how do you work and getdown there and then help put the fire out.
So there's so much more of that.
But when I started coaching, they'relike, listen, you know, you can get.
Certain accredited certain designationsand things, which I never pursued, but
they go, you gotta be able to show it.
It's like, okay, well I'lljust track it in my calendar.
And then we just tally it upat the end of every month.
(30:40):
And that's how, that's how we kindof, that's how we know where we're
at with the, uh, the number ofcalls and, and the number of hours.
And that's, you know, the, one ofthose fundamentals, you know, you
can't manage what you know, measure.
Right.
That's right.
That's right.
And just getting in thereand, you know, I, I feel like
I had a good week this week.
Well.
What statistics do you have?
Go back and show me the calendar.
Yeah, yeah.
Show me the calendar.
What, what exactly did youdo to make that good week?
(31:01):
Yeah.
Well then how do you duplicate it?
How do you do it all over again?
You make that happen every single day.
Yeah.
What, uh, what are you mostlooking forward to in the future?
You know, um, I think it's,it's leaning into the, um.
AI error that we're in and howto strategically utilize AI
(31:26):
the right way, um, as the book.
And, and Kendall, Kendall wasthe one that kind of said like,
dude, you have to get this book.
Um, I was at the exp rally in Seattle.
Um, clients, uh, Jacob andElizabeth Weaver, they hosted
and ran the, the Seattle rally.
And, uh, Georgia, Georgia was, um, one ofthe, one of our, she was our icon agent.
(31:50):
That we had her come in there.
Cool.
And then, um, obviously being, youknow, right there in, in Glen and
Debbie's backyard, they were there.
So, uh, we, we had Stringer, Ihad Phil Stringer come in, so
Stringer kind of helped navigate.
They did a little fireside chatat the end, but we did a VIP
experience the night before that.
We sold, we sold tickets to some,maybe something to think about
(32:10):
with what you guys are trying topull off in Buffalo on that Friday.
Maybe there's a VIPexperience on Thursday night.
Upgrade on the ticket sale.
That's, so that's what we did.
So we, we sold about 75.
We sold 75 VIP and they, you know,had a little bit of a, a buffet.
They had a couple open bars and then,um, it was just, it was just, um, uh,
(32:31):
we, we had us all up at the front, right?
And Jacob had the questions and sohe just started asking questions.
And Glen, obviously Glen's head is all ai.
Um, it's, it's amazing to understandjust listening to him and Kendall,
you know, how they're running thenumber one brokerage on the planet
with custom GPTs and AI in all ofthe decisions that they're making.
(32:53):
But Kendall's like, listen dude,you've got to listen to the AI
Driven Leader by Jeff Woods.
And it is the book.
Um, and that's kind of the foundationof how to leverage AI as your thought
partner, but it's all about you beingthe, the best version of you strategically
thinking and navigating into the future.
(33:15):
Um.
And so it was really coolto kind of go through that.
So I'm really excited about, about that.
I'm excited about, you know, kind ofthis messy mess middle that we're in
with, you know, agents that aren'tbuilt for head storm, you know, for
the headwind, um, that are lookingto kind of, we're gonna have to.
Kind of work them out and continuingto bring the people that are built
(33:37):
for this type of market to come in.
And, and so I think it's just, it'sshaping back to the way to where,
you know, real expertise, real skill.
Yeah.
The ability to, to, you know, articulateyour value, how to, to talk to
people, how to build relationships,how to negotiate, you know, the
fundamental skills that it takes toset yourself apart in this market.
(34:02):
In, in, in any market, right, thatyou're able to, to really differentiate
yourself from the skilled and not skilled.
So I'm really excited aboutgetting back into that.
Um, because I mean, you guys know, Imean, we rode that market for so long.
Um, yeah.
And so being able to getback into the side of things.
Yeah.
I've gone back to being a realestate and proven your value, where
in the last few years you can puta doghouse up for sale and sell it.
(34:25):
You know what I mean?
Yeah.
Multiple offers sell to acat, you know what I mean?
Yeah.
Seriously.
And that was another thingthat burned in my brain.
I, I'm like agreeing with you completely.
Glenn, in one of his keynotes at exp Con,I believe said, AI won't replace realtors.
Realtors using AI willreplace ones that don't.
(34:45):
A hundred percent.
And ever since I heard that, likeI've replay, I mean I'm replaying
it right now, two years later.
Yeah.
And that's when I just dovein and said, you know what?
Like, it's the other most commoncoaching thing you hear is, you
know, work smarter, not harder.
And AI is allowing us theopportunity to multiply our efforts.
Right.
Make it's, um, decisions per right.
(35:08):
So if you're not moving as fastas you would you want to, it's
because your decisions per is off.
Your decisions per quarter, yourdecisions per month, your decisions
per week, your decisions per day.
The beauty with ai, it's one of thethings that it can help you do is
increase your decisions and makedecisions and better decisions faster.
And, you know, just, just how you useit to, to, to interview you and pull
(35:33):
information out of you and give youthe best information, the best advice,
the best guidance, instead of justtelling you what you want to hear.
And that's, I think that's where,you know, it's just input, you know.
What you put in is whatyou're gonna get out.
So the better thought that you canhave, the better framework and the
better way to think about things, thebetter the output is gonna be for you.
(35:53):
And those are the agents and thoseare the humans that are gonna excel.
The other, the other interesting to thinkabout even with from an AI perspective.
We're talking about the AI agent,but what about the AI consumer?
And we already know the biggest, thebiggest complaint that buyers and sellers
have is that they believe they knowmore than the real estate agent and, and
probably 60, 70% of the time that is true.
(36:16):
So, you know, as the consumer'sgetting smarter, how do you stay out
ahead And that's where you have to be.
That thought leader, youhave to be that expert.
You got to know the market betterthan what they're able to find
through Brock, through G GPTs,and, and just know the market.
Know the local market, know theins and outs, know the connections.
(36:37):
You just, you have to be ableto, to navigate that ship.
At a much, much higher leveland, and just be like, okay.
Right.
You never wanna assume intelligencefor another human being, but you gotta
assume they're gonna be a little moreequipped, a little bit smarter than you
want to possibly give them credit for andalready know what they're thinking of you.
So how do you position yourself?
(36:57):
So I think it's just a, a, a, um, agreat time from to be able to separate
yourself from, you know, the herd ofagents that are down here that you know.
Yeah.
Come with a value first mentality.
That's it.
Yeah.
Every time.
Every time.
Well, geez, we asked you for 15 minutes.
(37:18):
I appreciate what Well, thanksfor letting me tell the story.
It's, um, it's always good.
The passion shows your success.
It truly does.
And I mean, hearing the whole story,I mean like, you know, every, that's
the old hero's journey, right?
You had to go through the breakupto know that, you know, you came so
much more powerful on the other end.
Yeah.
And what you've built is, it's amazing.
(37:38):
Um, and, and we reallydo appreciate your time.
Yeah, thank you.
You know, any, any last thoughts?
'cause I, I do wannarespect your calendar.
I'm sure you get to jump tothe next zoom after this.
Yeah.
Yeah.
Right into the next one.
No, I think the biggest thing is, um.
It's the, you know, everythingfalls and, and dies on leadership.
(37:58):
And, you know, obviously the number onerule of leadership is lead by example.
And it's the whole, you know, yourbusiness is in direct proportion to the
size of your leadership capabilities.
So it's like you, first, you haveto be the best version of you first.
And then I, I'm just, because I, Iknow my strengths and my weaknesses,
I have to have a great team around me.
(38:20):
And if you, if you've gone through workinggenius, um, tenacity is a frustration.
So that's just a, you gotta have goodpeople around you that can execute.
And the biggest thing that I'm, I'mseeing right now, the agents that, you
know, even let's say get that success,get into the seven figure range.
But they get stuck in that one tothree, you know, her mozy calls that
(38:41):
the swamp and the, you can get to thatmillion, but you're gonna, you're gonna
hang out there because you, you'renot gonna be able to get to threes.
'cause what I said earlier, youdon't have the right team around you.
And if you look at a lot of agentsright now, especially that have
built something to get to that sevenfigure top line revenue number, is
that the team that got them there.
It's not the team that's gonna allowthem to continue to grow going into the
(39:03):
future because that team, think aboutit, they put that team together when
there was a little bit of a tailwind.
Yeah.
The winds have shifted.
The people that got you there withthe tailwind are not the same people
that are gonna get you, get youto that next step in a headwind.
So once you, once you have thatlevel of clarity, knowing where the
goal you want to go, you gotta takeinventory of the people around you.
(39:24):
It's the team that mattersthe most right now.
That, that is such a great question toask a, a broker or a team leader, is
that the team you have in place today?
Are they gonna get you whereyou think you're gonna go?
You know, most of 'emare outcome over ego.
And if they sit back and reflectand they, and, and they are honest.
If they are honest, they know.
They know in their, in their gut.
They know, they're like, they're,they every time, 10 times outta
(39:47):
10, the answer's gonna be no.
Yeah, that's Well, and, andmy, my big humbling this, and
I fought exp for six months.
I had a website, I had a CRM,I had a training platform.
What do they have that I don't?
I fought it tooth and nail.
Yeah.
And uh, my sponsor ultimatelysaid to me, he goes, are you
the smartest guy in the room?
(40:07):
And I'm like, I have to be.
He goes, you're in the wrong room.
Mm-hmm.
You got the wrong team If you'rethe smartest one on the team too.
Yeah, and I, I wore all the hatsand once, that's it, once I gave
that up, now it's just like, wait.
We have how many countries now?
Uhhuh.
I called my company 7 1 6 at one time.
I mean, that's my area.
People in the adjoining neighborhoodswere like, what are you doing?
(40:30):
Yeah, you can't sell in this neighborhood.
And now it's like.
I mean, we're, we're communicatingwith people all around the world.
All over the world.
It's so, it's so awesome.
You know, there's not, there's nothingwrong with being the smartest one if
you want to build a lifestyle, right?
And you're just doing this justto, just to build a lifestyle.
But if you truly want, you know, tohave a vision, to have an impact and
build a business, you gotta be, yougotta be one of the dumbest ones on the.
(40:54):
Right.
You're really good at what you do, right?
Yep.
So if you're, so, if you're headof company, you have certain
vital things that you do.
Yeah.
But you may have a strongsense on the sales.
You may have a strong senseon the marketing, but you're
gonna be deficient somewhere.
So get somebody better than you in thatseat that can get you to that next level.
(41:14):
And then this page again.
Yeah, I mean, I was the, youknow, the old jack of all trades.
Yeah.
Yeah, yeah.
And, and hey, I've been there.
We, we take pride in that hat, right?
Yeah.
You know?
Yeah.
Yeah.
So it's, it's that what's the goal?
And, and, you know, just challengingyourself, is that really the goal?
Um, and if we had to go wayout there, impossible goal.
(41:37):
And in an impossible timeline, and I lovewhat Jeff Woods says in that book, and we
can, we can wrap with this, is that it'snot about the goal, it's about who you
have to become in order to be in pursuit.
To achieve that goals.
Right.
Very good.
That's what it's about.
It's about, it's aboutwho you have to become.
I love it.
Awesome.
(41:58):
Well, cool.
Well, hopefully there was some nuggets inthere for you guys that you guys can use.
Yeah, there's one, there'snothing but nuggets in there.
I mean, the funny thing is,whenever I end a meeting, I always
say, what are the three keys?
And, uh, you know, my three keysare the last 45 minutes, so I,
I truly do appreciate your time.
Yeah.
Hopefully we'll see October 17th.
Hey, gimme the details.
I got it on the calendarand we'll make it happen.
(42:19):
Okay.
Thanks much.
Alright.
Appreciate you guys.
Good one.
See you soon.
Thanks for tuning in.
If you're done guessing and ready to leadlike a real CEO with a custom strategy,
real accountability and proven systems,check out my executive one-on-one
coaching at John Kitchens coach.
Fill out the application and bookyour one-on-one call with me.
(42:42):
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