#722: The Leadership Blueprint for Tough Markets with Jim Griffin

Episode Transcript
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(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.
I What's up, brother?
What's up,
man?
Oh man.
Just, uh.

(00:22):
Getting after it.
It's awful.
It's awful.
Interesting these, these days and kindof what's happening in the market.
I mean, I know you guys are rockingand rolling, um, but you know, it's,
it's interesting and, and I wouldlove your take on this because.
It seems like the divideis, is really happening.
Um, talking with kinder a littlebit earlier and, uh, we were kind of

(00:47):
going through the presentation backin 2014, EGS of 2014, um, and, you
know, differentiate or die where wekind of introduced the a FA character.
Um, and, you know, reallythe trusted advisor.
And we were at that time saying that,you know, the true advisors, uh, I think

(01:08):
our, our percentage was like 9%, right?
So 90,000 agents roughlykind of in that example.
But the a FA agents, right?
68% of, of the industry, right, is inkind of that, that mess and just, just
interesting to start to see the divide of.

(01:31):
You know the rockstar agents and theonesie, twosies, part-timers, I don't
have a clue what's going on fading away.
What is your take on it?
Just kind of seeing where kindof things are and, and things
are playing out, because I don'tthink that gap is gonna close.
I think it's gonna continue to get widerand wider as we, as we keep navigating.

(01:52):
I agree a hundred percent.
You know, it's, um, separatingwhat is the, you know, the,
the wheat from the chaff.
It's kinda what's going on, youknow, that gap that's happening and,
you know, as this market has beena challenging market, but a lot of
people don't wanna choose their hard.
Yeah, they wanna function and excusesand, you know, and, and reasons or
whatever in the hell they wanna sayjust because that's where they're

(02:13):
comfortable and they're uncomfortable.
Being uncomfortable with the lackof results versus saying, you know
what, it's a season I'm gonna pressin and take advantage of this.
Which, that's what we've been preachingto our teams saying, you know, as the
majority of agents are gonna sit onthe sidelines and wait to see what
happens, we, we've gotta press through.
Mm-hmm.
And if you don't, then you might aswell just go ahead and get a McDonald's

(02:33):
application and go ahead and apply.
Are people just lazy or, or is itthey just, they just don't know,
or they just don't want to do hard?
You know, I think it's a littlebit of both or all of it.
Um, there has been a shift in our,you know, in our culture, in, you
know, as a nation in our society.
Honestly, it's, it's across the globe.

(02:54):
I was reading an article yesterdaythat said, you know, wealthy
families, the kids grow up.
They don't get a choice of whatsport they're going to play.
They don't, you know, they have to play,you know, in a musical instruments.
They start piano lessons, theytake fencing, they take, you know,
um, they have to read books whereeverybody now society is like,
oh, well, what do you like to do?
What do you really enjoywhen that's not life?

(03:16):
So we're, we're training up theyounger generation to come up to think
that they have all these choices.
They wanna do all the things that arefun versus dealing with the pain and
the redundancy of doing something.
Whether it's, you know, playingpiano, of course you got my piano
here, but the redundancy of practice,practice, practice, practice.
And it's continuing to get worse.
'cause if you look at like thegeneration before us, they worked.

(03:39):
They worked hard.
They, everything took pride in their work.
Yeah.
And now it's like, okay, how canI do the least but get the most?
And I think that that mentality has reallytaken a place in, you know, like I said,
society today across the globe and thepeople that are gonna come out at the
end and actually be able to do something.
The people that are not operatinglike that, they're gonna say, you
know, you could have excuses orresults and you can't have both.

(04:00):
And I know that this sucks rightnow that I've gotta go through this.
I know that I gotta.
Double down on my lead gen activities.
I've gotta follow up with people longer.
I've gotta nurture them longer becausethey're, that process and the sales
process in real estate's taking longer.
I don't wanna do that rightnow because it's too difficult.
Right.
Versus reality is because we're alsoan instant gratification society.

(04:22):
We want it and we want it now.
And then unfortunately,life isn't like Burger King.
We don't get it our way.
Yeah.
So where, where that delay in the salesprocess, especially this year, has
taken longer for a buyer to, to, to go.
Inventory's been sitting a little bitlonger, pretty much across the country.
So sellers are taking a little bitlonger and the majority of agents don't
know how to navigate those waters.

(04:44):
No.
And, and it, it is such that, that instagratification time and you look at.
The agents that got in, um, you know,in the last five years that instant
gratification has been there, right?
Mm-hmm.
I mean, obviously we're starting to see,see it gap back out, but you know, I mean,
how long Jim, how long you been licensed?

(05:05):
Too long.
I've been licensed since 2007, but Ididn't really do anything until 2011.
Gotcha.
So, you know, uh, I got connectedwith kinder in October of oh four.
Got licensed in January of oh five.
So walking into a market, you know,I mean, it was a hundred days, right?
Mm-hmm.
It was 90 to a hundred days.
I mean, our guarantee, we always basethe days of the guaranteed sell based

(05:27):
upon kind of what the market was, right?
And I think when I started with kinder.
In that timeframe, it was 89 days.
Right.
Your home sold, you know, uh, 89days guaranteed, or I'll buy it.
Mm-hmm.
Um, and pandemic justeverybody took the days off.
Right.
Your home sold guaranteedoffer, guaranteed.
Right.
We're gonna, you know, so it's just,just really, you know, being able to

(05:49):
see and understand that gratification.
So for you, when, when you put your,your trainer, coach leader hat on, right.
With the team, how do you.
Get them over the hump.
And, and where do youfocus the gratification?
Right, like the daily instantgratification, knowing the paycheck
is 90, a hundred days away.
Well, and like in our marketright now, we're, we're over

(06:12):
five months worth of inventory.
Yeah, so, and it's, you know, andI'm not a, I'm not a huge advocate
or you know, person that believesthere's a buyer seller's market.
I believe there is the in betweenlike five, six, and seven.
I call it a transitioning market 'causeyou're transitioning from one to the
other and it can kind of fluctuate.
But the way that I keep 'em kindof tied into it is, you know,
we all know that logic makes youthink and emotion makes you act.

(06:33):
So what is that emotional thing?
What's that pain for them?
It may not be tangible tothem to think, oh well.
If I don't do this today, whenQ1 comes next year, my business
is gonna be really struggling.
They, they, they're notgonna feel that pain.
Mm-hmm.
So one of the things that, that we'vestarted to do with the team is sit

(06:55):
down with everybody and, you know,and just walk 'em through, you know,
a little bit of just an emotionalexercise, you know, close your eyes
and, and fast forward five years.
What does it have to look like infive years for you to say that?
Everything has been amazing thatI, I'm blown away with my life.
Okay.
Who are the people that you impacted?
Who, what's your, what's,what's going on in your family?
What's up with your kids?
What kind of car are you driving?

(07:16):
What kind of vacations do you go on?
And then, okay, well let's rewind it.
Let's look at this nextyear, the end of next year.
You know, and we've alldone these exercises.
Mm-hmm.
But tends, what tends to happen is, youknow, us as leaders when we do these
things and we do it with our team, wetake the notes and we put 'em away.
But guess what?
We don't do.
We don't revisit them.
Mm-hmm.
So we've started a daily check-inwith all the sales guys, or everybody

(07:39):
in sales, the whole sales team.
What was your commitment for today?
We already know what their commitmentfor today is, because we know what they
have to do activities wise to hit thatthing for them by the end of the year.
What was your commitment?
Did you hit it?
Yes or no?
And if you didn't, then Ihave a conversation with him
just saying, you know, John.
I hate that you missed it today,but what's that gonna look like?

(08:01):
What's that?
What's that conversation gonna looklike with your kids in three months?
Because the activities you did todaydon't support what you committed to.
Right.
And keeping them, them remindedof that emotional state.
Yeah.
And you know, just keeping it in front ofthem and present, you know, and even some
cheesy things, I'd have everybody on myteam and tell, say, go get a label maker.

(08:23):
Print out what yourcommitment is for this.
For, you know, the end of the year.
We just did this exercise and I'mlike, print out whatever it is your
commitment is for the end of the year.
Put it on the top of your laptop,like right here at the very top.
Put it on your rear view mirror in yourcar, print it off and put it on your
bathroom mirror so that way it's therenaturally, you're naturally gonna see it.
Your eyes are to graze pastit a couple times a day.

(08:44):
So it keeps it top of mind.
Yeah, I mean, it's the whole.
Outta sight outta mind.
Right.
And, and I think too, it's, it'sthe other, you know, key component.
And, and we've got to, to understandthis, and I know it's hard for some
people, but you know, we need to bereminded more than we need to be told.
And so creating those reminderseverywhere, I mean, is absolutely key.

(09:07):
And, you know, we're, andI think it's shifted and.
It used to be afraid, you know, to holdpeople accountable because the fear of
them leaving yet, how are you starting tosee is, are, are the team members starting
to crave that accountability more nowwhen things are hard than, than before?

(09:33):
Interestingly enough, I believe they do.
They're, they're vocalizing a lot more.
Um, you know, even in our, oneof our most recent team meetings,
we were talking about, you know.
You've gotta do the small thingslike we've all heard, you know,
small hinges swing big doors.
Yeah.
Talking about it's those small thingsthat we have to do consistently.
And if we don't do those consistently,then we're not gonna have the thing.

(09:55):
And at the end of our team meeting,Leanne and I came back and we
both had multiple messages frompeople that were there saying,
Hey, here's what I'm committing to.
Here's where I need help.
This is what I wantaccountability to look like.
Of course, like accountability forme and what it looks like for me.
I mean, you know me, itgets kind of hateful.
I was like, let's, we're gonnatake your kids outside and if

(10:16):
you don't do this, your kids aregonna fall off the back deck.
Yeah, they're gonna hurt.
Um, you know, or they have towrite a big check or you have
some of those fun things, butnot everybody responds to that.
Right.
And, you know, and that's where, asleaders, we've got to, we've gotta
know what's important to our peopleso we could articulate it back to
what's important to them and keepingit back on that emotional thing.

(10:38):
Yeah.
And is it more of a, the, theself-selection that, you know,
allowing them to select in, you know,Hey, we're, we're gonna, you know.
Because what's crazy isthat we, we buy it, right?
We buy accountability, right?
We buy coaches, we buy, we buy thesethings that, that will kind of show
up and, and make, force us to show upand, and push us to get the results.

(11:01):
So it's, it is a, a form of whatpeople pay for, but is it more
so, Hey listen, you know, standardhere is we do what we say, but
there is a form of accountability.
How do you want to, how, you know,I can, I can, you know, ease on it
or I can, you know, hit the gas.
So is it more of a just a self-selection?
Yeah.

(11:21):
'cause I mean, when I've triedto cram it down their throats, it
doesn't really work out as well.
Um, but just like when I come in, Isay, all right, John, this year you're
gonna sell 35 homes, blah, blah, blah.
Because that's what I put my model off of.
You're gonna sell 35 homes.
Well, maybe your goal is to sell 22.
Yeah.
Yeah.
And, you know, and am I gonnakeep that person that's gonna be
at 22 and or am I gonna force youout because I'm holding you to a

(11:41):
standard that you have no buy-in on?
Yeah.
You know, and it's, um, I'm a, youknow, I'm a huge fan of consequences
and, you know, it's just, it's life.
But like Leanne and I say,you know, a standard without
consequences is merely a suggestion.
Yeah.
That's so good 'cause because it is,
yeah.
Well, and it's really easy forus, as, as business owners, no.

(12:03):
No matter what business you're in,we say this is what we're gonna do.
And then there's, there'sno, there's no price to pay.
There's no teeth in it.
Right.
So we've had, and, and you've gotta havethe right teeth too, because what's the
teeth that's going to, is it that, like,I've got a guy on my team that when he
came on, he left the full-time job, hewas making like 75 grand a year, and it
was literally like the scene outta Wolfof Wall Street where a dude walked up

(12:25):
to leading auto DiCaprio, said, show meyou did this and I'll quit my job today.
That's literally what happened with him.
And one of the most humble and genuinepeople I've ever met in my life.
And when he said, okay, he islike, I have no other option.
He's like, I quit my job.
I've only got you.
I've got my retirement savings.
I'm gonna burn through, but I, there'sno other option, but this has to work.
And I said, all right.
I was like, so let's sit down.

(12:46):
And we sat down.
I said, all right, writea letter to your family.
Mm.
That six months from now.
18 months from now, whenever.
And it's you telling your family thatyou decided you wanted to go to the lake
and go fishing and you wanted to hangout and shoot the shit with people at
the office and you weren't committedto them as much as you're committed

(13:06):
to all the other fun stuff that youwanted to do and really get, got him
into like it was a little bit of workand had to kind of nudge him a little
bit, but to get him to that emotionalstate of, oh God, this sucks that pain.
And I said, so here's what we're gonna do.
Gimme that letter, folded up, put anenvelope, wrote a note on it that said so
and so's family, and I kept it in my desk.

(13:28):
It's in my desk here at the house.
He knows that at any point in time hedoesn't press through when it's difficult.
Or if I catch him screwing off, I'mcalling his family and I'm gonna say,
Hey, we need to have a family meeting.
We're gonna come over to my house.
We're gonna cook out, and it's not gonnabe coming over to my house and cook
out and we're gonna have a good time.
So we sit down and we're gonna tellyour kids that you chose, that you

(13:49):
didn't wanna stand up and fight forthem to fight for the legacy in your
family and the people that you loved.
You wanted to go hang out and screwoff and play video games or whatever
his thing is, and you made your choice.
Now you need to sharewhat choice you made.
Yeah.
There's no excuses.
It's, it's a choice.
Mm-hmm.
And you know, little things like that.

(14:09):
But I know what's important to him.
And I mean, and you know me wellenough, I'm not really like huge
emotional to the people in myworld that are really close to me.
My inner circle, mykids, I'm huge emotion.
Um, but in.
Public life and in work, I'm not,
yeah.
Straight to the point.
Mm-hmm.
Straight to the point.
No bullshit.
It's gonna be, sometimes it's alittle too direct, a little too harsh,

(14:33):
even though it comes from a place oflove and compassion for the people.
So I knew that my system was broken.
Of how, 'cause I had been throughthis cycle several times where we
walked them somebody through thisand then I don't remember what it is.
So I had to make sure thatI had reminders to check in.
I also had to make sure that I had, justlike they have to have their commitment
in front of them in multiple areas, I hadto have their commitments in front of me.

(14:57):
So that way I knew what was importantto them at the point in time.
So if I did have to hold them accountable,if I did have to call them out.
I knew what I could bring up.
'cause I couldn't call and say, well,you didn't make your calls today.
You suck.
Go work at McDonald's.
'cause they wouldn't receive that.
But if I said, the standard of excellencethat you gave me today was an excellence,

(15:17):
and it wasn't that you gave it to me.
That you, you're letting down your family,you're letting down your friends, you're
letting down your dog, whatever it is,because that's what's important to them.
It's so good.
Um, you know, creating that emotionalanchor, um, to, to bring it back in.
And, and I think, you know, that'sso true in, in this business.

(15:41):
I mean, it's true with human beings and,you know, for getting back to this point
too, where we're getting back into thedays of price reductions and just things
have to, you know, just a little bittougher conversations that have to be had.
You know, the biggest catapult forus on that was that emotional anchor,
uh, with, with with sellers, right?

(16:01):
Yeah.
And you know, I always joke.
Buyers and sellers have, you know,selective amnesia once we get
into the, to the mix of it, right.
And the deals and offers arecoming in and it's like, hold on.
Like, like, you know, a couple monthsago we talked about this and so we
got to the point to where like we werewriting it down and almost having,

(16:23):
you know, them like, yeah, that's,that's it right there, right there.
That's, that's what it is.
Because you've gotta have that toalways bring them back to, I remember.
It might have been, um, it waseither Priceline or Travel Advisor.
One of, one of the companies earlyon and the founder, um, was, was

(16:44):
still, it was in the early on days.
Founder was still doing thehiring and he got this, you know,
gentleman coming in and, you know,kind of, what are your goals?
Well, you know, why doyou wanna work here?
And, you know, told him wewanna make X amount of money.
And he pushed him on it.
He said, well, why, whydo you wanna make that?
And he pushed on him a littlebit more, pushed on him.
I said, listen, you know, mymom lives in another country.

(17:05):
I'm trying to get her over here andI wanna, I wanna buy her a home.
Um, she's never owned her own home before.
I want her to buy it.
And he said, that's it.
He said, what I want youto do when you start.
Is I want you to print out, um, I wantyou to print out a picture of that
home that you're gonna buy your mom.
And I want you to put it, you know,on your, on your wall next to you
know the cubicle where you're working.

(17:27):
And he would come by, check in,and he would ask him, say, how, how
close are we getting that house?
How close are we getting into that house?
Right?
So he made it visual, but he broughtthe emotion and he anchored it to him.
Man, I, I mean, you're so spot on.
I think that's the only way to getpeople to really take action and move
through the hard when they don't want to.
Well, and I agree a hundred percent.
Well, and here's the thing.

(17:47):
We know in, in the sales skill, justlike the emotion that I shared, or
sorry, the story that I shared atKitchen Table by my client and how.
When we're dealing with clients, partof building that rapport and that
relationship to where they trust us isunderstanding what's important to them
and understanding the emotional component.
We do it every day with our clients, butyet a lot of us as team leaders don't do

(18:11):
it with the people that are on our teamand how are they supposed to trust us?
Mm-hmm.
If we don't have thatemotional connection.
If we don't, if we don't understand what'simportant to them, if we haven't, you
know, gotten to truly understand why.
'cause we do it, like I said,we do it every single day.
Got a seller that, you know, doesn'twant to adjust their pricing schedule

(18:33):
to be able to get their home sold, but.
'cause they're thinking they won't wannalose any, leave any money on the table.
But they really wanna bewith their, you know, their
grandchildren in another state.
Okay, so what do we talk about?
We won't talk about the pricing.
We talk about, let's get youthere, let's facilitate this.
The way that we're gonna facilitate thisis why we have to adjust, or we've need
to do this or that around the house.

(18:53):
But then when it comes to our team andour staff, we don't have, tend to not
have that same emotional component.
And I don't know why there'ssuch a disconnect, because it's
something that we do every day.
It honestly, it becomesnatural at some point.
But with our people in ourorganization, we tend to not,
do we do, we just because just time.

(19:14):
We we're, we're around them too much.
Um, too much proximity.
I mean, do we constantlydo that with our kids?
You know, I'm just thinking as you're,as you're kind of going through
there, what's the, what's, why dowe, why do we lax on that behavior
and re that, that reminder factor?
I think it is proximity, and it's notproximity that they're too close, but

(19:37):
it's the frustration of that proximity.
Mm-hmm.
At least for myself, where Ibecome, I become frustrated that
they're not reaching their fullpotential, or I get frustrated.
They're not showing up to the thingsthat we're trying to pour into them or
that they're, you know, disengaging.
From us and instead of going backand being like, look, here's what,
here's what we gotta do, and, andtaking it back to that thing, we tend

(20:01):
to just say, forget it and move on.
Because the time, that's the timeand energy when somebody is at that
proximity, is a lot more demandingthan somebody that you can pick up
the phone and call to or go by theirhouse for an hour and talk to 'em.
It's not like you're seeingthem every single day.
Yeah.
So I think it's probably a combinationof the proximity and the time.
Do you think it's also just.

(20:22):
They're the, the knowledgethings that we take, like, man,
this should be common sense.
Like, uh, they just haven'tquite learned it yet.
Maybe they haven't heard the message.
They haven't got enoughreps in with it yet.
I mean, I catch myself, you know,I've caught myself in the past and
stuff with the, with the kids, right?
And I'm like, like, I mean, thedude's, the dude's nine years old.

(20:43):
Like, like, come on.
I mean, he's not in, he, youknow, he hasn't been, you know,
Navy, Navy SEAL training yet.
Like, it's like, okay.
Give a little bit of grace here, alittle bit of the, is that the, the
empathy is that the emotional growthfor us as leaders is to, is to catch
ourself a little bit quicker, putourselves in their, in their shoes.

(21:05):
Probably so is when I think that in
the growth of my business over the years,to me it was mostly about time and.
Coming to the realization, youknow, and it says it in the Bible.
We've heard it a thousand times, but aprophet's an honored at home especially.

(21:27):
And why is that?
Why is a prophet an honor at home?
Because of what?
Proximity?
Mm.
Because like, you know, I couldspeak here in my marketplace.
Mm-hmm.
And my, have a couple people show up.
My, hopefully my team will show up, but,you know, but I could go speak somewhere
else in, in another area of the country.

(21:49):
People will show up.
Yeah, same thing.
You could speak at home and somepeople might wanna listen, but you
go somewhere else, you could have asold out audience and they're, they're
taking notes of everything that you'resaying because it can be the same thing.
The person that's there that's hostingthe event says every single day.
But we all know that a prophet's thehonor at home, and the only reason that
I've able been able to identify why thatwould be is because of that proximity.

(22:10):
That's so, so true.
I just, I was laughing as as,as you were talking 'cause I
remember a couple occasions, right?
Middle of team meetings.
Reese rolls into town, you know, he'sliving in DFW, we're in Lawton, you
know, I mean, it's a three hour drive.
He, you know, he pops in and like,we just wind him up and let him go.
And he's just regurgitatingeverything that we've taught him.

(22:33):
And the same thing we teach the team yet.
They're sitting there takingnotes and, and it's like the
greatest thing they've ever heard.
And that was the aha moment for me.
I just remember walking out ofthat, outta that meeting, just
laughing, going like, holy smokes.
Like, this is what we've been trainingon for the last six weeks, and
like, no light bulbs are going off.

(22:54):
This dude comes in for 15 minutes,says the exact same thing we've
been saying for six weeks, and justthe, it's the greatest thing ever.
So six.
Yeah.
You know, and, and that's because I thinkthat when, when proximity is a factor.
People also see us.
'cause we're, I mean, being honest, I'mnot on a hundred percent every single day.
There might be a day that I'mfrustrated and they'll see, they'll

(23:15):
just see the difference in my demeanor.
Or maybe they'll hear meoutside on a phone call.
They know the struggles thatI have, you know, with my kids
or with my friends or whatever.
All that personal stuff that kindof could, even though we don't share
it, they're close enough that theycan sentence some of those things.
And because of that, maybe that'swhat affects their judgment
of Does that be, does that, does that.
Does that cause any, um, is there anylike downside ripple effect of that?

(23:43):
I mean, Leanne and I have hadconversations about that, right?
And, and, and certain thingskind of start to, to wean and
she's like, you know, did you.
Like, were you too vulnerable?
Right.
On certain things to wheredid their perception changed?
And it was, I was, I posted thismorning, I was in the sauna, um, and

(24:04):
I forget ELA was on some rant aboutsomething and it was, it was around, um.
Perception and there thatperception is reality, right?
Mm-hmm.
It doesn't mean it's real, but whatever'sperceived is, is that way, and is that
sometimes, you know, those that arethe, the closest to us get, get to

(24:26):
see the good, the bad, and the ugly.
And that kind of skews the, the judgmentskews their perception a little.
I believe so.
Kinda like at at kitchen table, youwalked us through that exercise.
Of, you know, scoring the, you know, thesix questions or whatever it was where
we score the people that are closestto us and we're all like, ah, shit, we

(24:46):
need new people in our inner circle.
You know?
And, and, and the reality is, isthat we, we might not be as open
with the people that are aroundus, but the people that are, have
that proximity or the access to us.
Yeah.
It, it they, they still, they they,or they can also hear what kinds
that going on from somebody else.

(25:07):
There's no telling, but it'slike, there's a reason why Lee
and I like to work from home.
Yeah.
And there, I had a coach several yearsago and he told me, he said, um, it was
actually Mike Ger and Mike said, Jim, he'slike, 'cause I always, I always joke, I
was like, I'm moving to Puerto Rico andI'm gonna come down there and hang out
with all the, all my buddies and hang out.
It's like, I'll have to havea place to stay off the couch.
Search for surfer a while, but,you know, nonetheless, and.

(25:30):
When we were talking, he said,you need to run your business
like you're six hours away.
Just like if I lived in Myrtle Beachor I lived down in Miami or somewhere
else, or just six hours away.
Because that way, that proximityof me being there every day starts
to become a separation, not in anegative way, but then when I am
present it's, it's the time's valued.

(25:54):
If you will.
Yeah.
And at the same time, itallowed me to protect my time
and Leanne to protect her time.
'cause I'm sure you've heard us talkabout, you know, Hey, you got a minute.
Hey, I got this question.
Hey, you gotta a minute.
And I'm like,
yeah,
you know, come on.
It allows them to be dependent upon you.
And that's, that's the worst,right, is you can't build anything.
You can't build an organizationif they can't think or be

(26:15):
resourceful for themselves.
And when you're constantlythere, they just default to you.
Um.
One, they wanna, it's easy.
It's close.
Yeah.
Yeah, yeah.
It is.
It's, um, it, it really is one ofthose, you know, but it's an art, right?
I mean, there is a little bit ofscience, but there's a lot of art to,

(26:36):
to, to it, because there's times thatyou want to be there, especially.
Struggling times, tough timesthat, that we all go through.
Um, to be able to be there to kindof push on 'em a little bit, create
that presence, but you can also createthat energy, which, which is what
you've done remarkably well, is justjumping in and leading by example.

(26:58):
And that becomes contagious as well.
Yep.
Well, it, the energy'sgonna do one of two things.
It's either gonna bring them in andthey're, it's gonna become contagious
or the energy's gonna burn 'em out.
Yeah, because like if I got here inmy backyard and I start a fire and I
have wood in my fire, and if I keepthat energy going and I just put some

(27:18):
other stuff around it, eventually thatenergy that's either gonna be part, come
part of the fire and be able to burnwith it, or it's just gonna, a spark's
gonna fly over and just start takingover and just burning everything else
as far as, as long as we let it go.
So what, what's the balance?
How do you make it sustainable
With trial and error?
Yeah.
So for you, for you, how haveyou, how have you found that?

(27:38):
That energy to be sustainable.
So, I mean, for me, there's noother, there's no other option.
There's no other choice.
So I have to show up.
And when the team and the, you know, thepeople, not just, just, not just my team,
but other people that I work with, whenthey know that, okay, well Jim's backs

(27:59):
up against the wall, he's gonna come outfighting and doesn't matter how, how hot
the fire is, he's gonna make it happen.
And at the same time, no matterwhat they're going through, I'll
jump in the ditch with them andhelp as long as they will fight.
If they'll fight and they'll pushfor it, then I'll get in with them.

(28:20):
I'm gonna have to get in thereand encourage 'em a little bit.
But if they're not, if they don'twant it, then I realize too, at that
point in time, I've gotta, I've gotta,I've gotta release 'em and say, look,
I, I can't carry everything for you.
But usually what happens is when youget in and you become active in those
seasons, then it does, it does catch on,and the majority of them will listen.

(28:43):
And then the ones that don't, theydon't wanna be around that energy.
It's just like if I was walkingaround all day long and I was Debbie
Downer, nobody would be around me.
But just like, you know, when, whenwe've been to St. Thomas and of course
we, you know, just sitting up there, butthat, that energy becomes contagious.
Yeah, yeah.
But
there's somebody that's notcomfortable in that energy.
They're gonna go hide.

(29:05):
They don't wanna be around.
It's too much for 'em.
Yeah.
It's the same thing.
The same thing in the world withpeople that are in our world,
in our organization, work forour companies, work with us.
Sometimes that energy or thatlight's a little too bright.
Yeah, let's get real.
We all get 168 hours a week.
The difference is how we use them.
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(29:29):
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(29:49):
Start running your weekinstead of letting it run you.
Let's get back into it
and it, what's your taketake on this too, right?
Like.
I think it's it's seasons.
It's it's seasons of the market,it's seasons of their lives as well.
Right.
Um, that, that one was a big gift for me.

(30:10):
And, you know, just because somebodyburns out, they're, they're not on the
same, they're not in the same seasonthat they's different things going on.
Right.
Like, I mean, when you've got, you know,I always, I always say this to, you know.
Building businesses and they've gotkids and I'm like, you got car seats?
Or are they a little bit older orare they pretty much dependent?

(30:33):
Are they pretty much outta the house?
Are they driving around?
Right.
Because all of that is a different season.
Yep.
To how we gas the businessto what's sustainable.
100%. One.
And I, and I'm, I'm myself,a believer in seasons.
Yeah, because it's, you know, whateveryou're going through, no matter how

(30:55):
difficult it is, it at the end of theday, it's a season and at the same time,
whatever, what you're going through, nomatter how great it is, it's a season.
And I'm a firm believer that God bringspeople into our lives for seasons.
Mm-hmm.
Every person that comes our way, whetherit's a friend, a spouse, a loved one,
our kids, or just somebody we meet at thegrocery store when we're checking out.

(31:16):
They've come across our path duringa season for us and for them.
And sometimes, sometimes we make themistakes of thinking that somebody
was supposed to be a momentary season.
We try to talk ourselves and God intoit that it was a lifelong season.
And he is like, no, it's not.
Just takes you a long timeto figure that junk out.
And first people that should be lifersthat are in the inner circle, we try to

(31:36):
keep them over here versus saying, whileI've got you in my world, regardless
of what, how long that season'sgoing to be, I'm gonna pour into you.
And I'm, you know, I wanna, I wanna leavesomething inside of you that changes your
life and impacts your life and versusjust because it's not all about work.
It's not about personal, but what kindof impact are we truly leaving on people?

(31:58):
Because, I mean, when I die, I don'twant people to show up in my funeral,
be like, well, Jim's, Jim was a lotof fun and enjoyed music and jumped
around like a fool and he sold alot of real estate because that's,
that's not, but that's not who I am.
That's what I've done.
Versus who I am and the impact thatit's had to make people, you know, break
the bondage of a poverty mindset off ofthemselves to which then changed their

(32:20):
kids' trajectory, had them think bigger.
Just by being around that energy, theystart thinking differently and it's like,
okay, whether you're here for 15 minutesor you're here for 15 years, what's the
impact that I'm gonna leave in your world?
What?
What's my responsibilityto leave that impact to
you?

(32:41):
And that's the way thatI kinda look at it.
'cause, you know, I don't get, I, I'vehad the negative connotation before
where I've said, you know, everybodyleaves, everybody's gonna leave.
Mm-hmm.
And part of that was from the burnoutof, you know, running a team and going
through those cycles of hire fire,hire, fire, come back, fire everybody,
start all over, keep on going.
And that's that, that, that,you know, that rat race.

(33:02):
And that was, so that came from apoint of frustration where I would say
everybody leaves, but reality was, is.
Th they didn't, you know,they didn't necessarily leave.
It was just that their season was over,and then I had to sit back and say, as a
leader, and as you know, a friend or asa husband, or a spouse, or whatever, what
impact did I have on that person's life?

(33:25):
Yeah.
Positive, or was it negative?
If it's negative, then I needto go see a search out my heart
to see, okay, what could I havedone differently so I can grow?
So I don't do that again.
Going all the way back to the personsaying that they wanna sell 22 homes, and
I'm trying to push them to sell 33 35.
That's the, we're not, like yousaid, we're not in the same season.

(33:45):
We're not even in alignment.
And all that does is itcauses frustration with them.
They become, you know,disappointed in themselves.
They feel like they're lettingme down or letting the team down.
When reality is, is I'm the onethat's creating that disappointment.
How long did it take you to learn that?
Um, huh.

(34:06):
There was, so there was a gentlemanthat was on our team, his name is
Lyle, one of the most talented peopleI've ever met in my life when it came
to, you know, building rapport withpeople and objection handling and
just, and presenting the information.
Like, just like, not really ascript master, but just fricking
amazing and a people person.
That was the same situation for him.

(34:27):
He came on board within his, within hisfirst 60 days, he had six under contract,
like brand new, never been in saleshad he had bartended back in the day.
And this is back in 2018 ish, 2017, 18.
So the market was still the market.
It wasn't booming like crazy here.

(34:48):
And you know, he came outthe gate, bam, nailed it.
And then he would go through a lull.
He actually, I think still todayowns the, the record for the most
number of closings in a single month.
He had 12, but then he wouldhave nine months of nothing.
And I became frustrated with him becauseI'm like, dude, I was like, don't you see?

(35:10):
Don't you see how much potential you have?
Don't you see what God's createdyou be able to do to impact you
can make in other people's lives?
But you gotta have the funds to do it.
Dear Lord Jesus.
Get off your ass.
And he'd be like, okay.
It's like, I know you wanna move outof your parents' basement because
that's, it's literally where hewas living in his mid thirties.
I'm like, don't you want to, youdeserve better than this, but you

(35:31):
gotta go out and fight for it.
After three years of me holding himto the fire hydrant, like literally
like grabbing his mouth and holdingit over to say, you're just get, he
shared with me, he was like, man,he is like, I'm completely content.
Mm-hmm.
Doing
like, he's like, yeah, I'dlike to have my own place.

(35:51):
He's like, but I don't really haveto have my own place right now.
I'm comfortable.
There's not anything that's goingon to be able to make that change.
And I realized that as aleader, that I had let him down.
Because it wasn't whatwas important to Lyle.
It wasn't what thecommitments that Lyle made.
They weren't his commitments.
Whose were they?

(36:11):
They were yours.
They were mine.
Mm-hmm.
And then I had to sit back andsay Shit, how many other people
have I done the same thing to
Yeah.
Because we, we know, and I say allthe time, like, people will fight
for their limitations more thanI can fight for their greatness.

(36:34):
And I would, and I said during thatseason of my life, that was rhetoric.
I would just say people fightfor their limitations more than
I can fight for their greatness.
But what was I doing?
I was pretty much reinforcingtheir limitations.
Mm-hmm.
Versus just saying, okay, wellyou're comfortable with 20.
All right, let's do 20.
And then, all right, you'rea little bit ahead of pace.
Let's, let's now let's edge it up.
No, it was like we're gonna be ballsto the wall because I could see all the

(36:55):
time,
I could see how much potential you have,what you could really, truly accomplish.
I could see so much potential in you, andI would fight for it, but at the end of
the day, it wasn't the season for him.
So, you know, I, we literally had to havea conversation and you, I, he told me, he
was like, man, he is like, I'm, he's like,I'm really struggling with depression.

(37:16):
He's like, he's like, I love you guys.
He's, and, and I, and I like,and he, and he meant it.
He's like, I love you guys.
He's like, you guys are like family to me.
You know?
And, and I'm not the person that, I'mlike a lot of that when people say it,
it's not really authentic and genuine.
But he was 100% authentic and genuine.
And he is like.
I feel like I'm letting you guysdown because I'm not reaching my

(37:37):
potential and it's killing me.
And because of that, I, I,I can't be here anymore.
Mm-hmm.
And I
was like, wow.
Number one, thank you for being honest.
Number two, what could I have donedifferently during that two and a half
to three year season that he was with me?
That could have possiblychanged some of that.

(37:58):
Yeah.
Now, did, did he leave our, ourbusiness And he's still local?
Uh, heck, he's a, a craps dealerat the casino here in town.
And he, and he loves it because hewas, he was a short game person, you
know, it wasn't that long term nurture.
Mm-hmm.
Nope.
That's where he got stuck.
Yeah.
Just
rapid sales.
Did he leave changed because theenvironment that he was in from

(38:19):
that energy, did that energychange his perception on a lot
of things in a positive way?
Yep.
Did he start to believein himself differently?
Sure.
As hell did.
Yeah.
But if I would've broken it down alot less and met him where he was
Yeah.
Then what could have happened.
Right.

(38:39):
Yeah.
And, you know, sometimes that,that, that takes a little bit of,
of, of time to get through as well.
Right.
And, you know, spin, you know,just going deeper with them, asking
more questions and um, you know.
Helping them find purpose, because likeyou said, what I've seen is that when

(39:03):
financial needs are met, right, they'renot going to push through, right?
I mean, they'll chew throughthe sheet rock to get the cheese
when they're starving, but ifthey're good, they're good.
Um, and, and so I think for, for whenwe uncovered that, um, we were actually.

(39:26):
The realization was we were kind ofshifting and toying around with the
salary based model, and so we werejust doing some, you know, glance over
the last three years with agents andincome and we, we uncovered that a
couple of our top agents were within acouple thousand dollars plus or minus.
Every year.

(39:46):
And we were like, what?
What the heck is going on here?
What?
What is this?
And it wasn't until, I think it wasDaniel Pink's book Drive and he talked
about it in there and he broke it down.
He is like, listen, humans will onlydo what is required for financial
needs to be met once that is thereif they don't have a higher purpose.

(40:10):
They ain't doing nothing.
They're not.
And so for you as a leader, I mean,you know, I think entrepreneurs,
small business owners just wiredifferent, but when you bring in
team members, being able to pull thatout of them is, is the magic sauce.
If you can help them find purposeand just things that you talked
about right earlier on, right.
You know, why they do it.

(40:30):
The vision, you know, all, all setting up.
You know, accountability pieces, youknow, letters to your future self,
le letters to, to your, your kiddos.
One of my, one of my favorite is,um, if you had a camera on you 24 7,
and it streamed live to the peoplethat you care about the most, right?
Your, your kids and your, your, your, yourspouse and your, your parents and your

(40:51):
siblings, and your best of friends, like.
You knew that camera was on you,you would behave a lot differently.
Yeah.
And I think that's just a greatreminder on the accountability piece,
but being able to pull, pull thatpurpose to me is, is, is critical.
Um, especially in this gameright now where, where it
feels like everything is hard.

(41:12):
Is you got, you can't just be interested.
I mean, you gotta be committedand borderline obsessed to be
able to, to navigate the waythings are moving right now.
One of the things just being completely,I mean, you know, I mean I'm, I'm an open
book, something probably too transparentto share, but I don't really care.
So I was having aconversation with somebody.

(41:34):
'cause I, you know, I'm most definitelya person that believes in abundance that
I'm like, all right, I believe that wecould walk into some abundance, but we
gotta go out there and fight for it.
And for the longest time, and you'veprobably heard me say this over
the, you know, the several yearswe've known each other, but yo,
I can live a great life off of x.
I don't have to have 50 x, I don't needto make millions of dollars a year.

(41:54):
'cause I live a great life offof this and do all my trips
and spend time with the people.
Mm-hmm.
Fund the future for the kids.
We're perfectly fine.
And the root of that where, youknow, 'cause there's, I grew up
in a single parent household.
My mom worked three jobs.
It was my mom and grandmother.
My mom wasn't at most of mybaseball games growing up, or you
know, she was at my piano recital.

(42:15):
Some she wasn't because she wasworking and, which is good because
that also gave me the, there'sno excuse to your situation.
You have the power to changewhatever environment that you're in.
You just have to go out and fight for it.
The downfall or the adverse side ofthat was, even though I'm not a poverty
mindset person, and the thing thatpisses me off the most in this world

(42:37):
is when somebody starts talking victimlanguage, victim mentality, or they
start having a poverty mindset, itdrives me crazy, but I was operating
in a poverty mindset with myself.
Mm.
When it came to relations of I don't needto live a great life off of what I mean,
I don't need to have it, because I knewwhat it was like to not need anything.

(42:59):
And people would say, well,don't you wanna have this wallet?
I might want it, but I don't need it.
And I sat back and said, okay,well when do I, when do I
perform the most and the best
when there's pressure?
Yeah.
And not just a little bit of pressure.
Pressure that's like, oh shit.

(43:19):
Mm-hmm.
It's, it's bad.
You know, there's, there's, there wereseasons in my life where I literally went
back and I took every dime that I had.
And I'm not saying for anybody to everdo this, but I'm like, okay, the only
area that God ever told us to trust in itwas in finances or, you know, wrote, not
trust in, but to test in it was finances.
So I was like, I think every dime thatI have, I'm just going to sew it away.
And then nobody was be able to standback and say, Jim was smart, he was

(43:41):
able to dig himself out of this.
Then say, this is just a completemiracle 'cause Jim's an idiot.
But I knew that I, that I could trust himin that and that it wasn't really testing
him in it, but I was like, there's noother way that I can get out of this.
Yeah.
So I've got to press on.
And you even just, gosh, threeyears ago, Lee and I were

(44:04):
living in a, in a town home.
We had a very small, youknow, small payment on pay.
It was like a thousand bucks a month.
Nothing, you know, nothing super special.
We had bought it, put all, you know,put some money into it, you know,
worth about a half a million dollars,but there was no pressure there.
And I'm off my, at that season that Iwas in when we first, you know, then the,
the younger season of our relationship,it was like, okay, well without having

(44:28):
to have the pressure of that, we cantake that extra money and we can go
on more trips and we can spend morequality time with the kids and we can
create more experiences and memories.
Then I had to shift andsay, well wait a minute.
This little mindset shift that I need tohave that's coming from a root that was,
that's way back here that I identifiedhas us not living in the abundance that

(44:51):
I believe in, but I'm allowing us to livein lack because I've become complacent.
'cause it was too freaking easy.
So I said, that's it.
Kids wanna be in a housein the neighborhood.
We went out and I bought a big old housein a neighborhood and spent more money
than I wanted to ever spend on a house.
And now our payment issignificantly more than it was.

(45:13):
Mm-hmm.
My, I needed a new car.
Luckily I paid cash for my car andfor hers, but it's like, okay, that's
gonna live in what funds we have.
So now, but now we have to wait andsay, okay, well our debt service on
the 40 pieces of real estate thatwe bought last year and our house
and all this is $40,000 a month.
I've gotta get up off my butt and go outhere and hustle and not be comfortable.

(45:36):
At $20,000 a month.
I need to make $80,000 a month now.
To be able to make, to make ends meet.
Yeah,
and to have a little bit extra.
That pressure pushed me through.
Changing my to, changing my environmentthat I was in and changing the decisions
that I was making on a daily basis.
It's the same.
It becomes,
it becomes a new normalfor you too, as well.

(45:58):
Right?
Because it's, it's the whole thing, right?
Once you're, once you'restretched, you can't go back.
It's just, it's just impossible.
Right?
And it's, it's like, you know me onthe endurance side of things, right?
Like I not ran more than a 5K and itwas a beer run five Ks nine years ago.

(46:18):
Now I can get up on any weekend,go run a hundred miles, but it's
just like, but it's, it's whenyou, when you expand that, right?
Yeah.
Like you just can't go back.
And I think I, you and I are aresimilar in a, in, in a lot of ways.
Like I
don't run,
I I have, we have to, wehave to manufacture pressure.

(46:43):
Yeah.
That's, that's, that's what it is.
It's, it's like because.
We just have to create the hard thingsfor us to stay engaged in the thing.
Unless you're just obsessed about it.
Yeah.
Yeah.
'cause if, if, if, if it'snot a challenge, then okay.

(47:03):
I. And I've been, you know, we'veall been through some crap in
our lives, good, bad, and ugly.
We've all been through trying times.
But when I, you know, when I identifiedthat, setbacks, okay, the year, that was
one of my, probably one of the hardestyears for myself personally in my life
was also the year that I sold 176 homes.
Not as a team, as Jim out thereslinging some appointments.

(47:28):
Yeah.
And it was because, because therewas, because that pressure was there.
I had to perform, I had to dosomething different, and it's
like, okay, let's, let's go.
And, you know, there's not really anypressure that comes in, but, so we have
to, like I said, we have to manufacture,we have to find that pressure.
Just like the simple thing of buying ahouse that was outside of my comfort zone.

(47:50):
Mm-hmm.
It, it created that financial pressureto where I'm like, okay, well that
I've gotta do a little bit more.
Now I gotta little bit more.
So, I mean, I guess, I guess weget off this, I need to go and, you
know, buy some more houses, you know,like, Hey kids, we bought a house, we
bought a cabin house and we bought abeach house week, and you won't see
daddy for the next, uh, six years.

(48:10):
Yeah, I gotta go.
I'll see you guys.
Uh, that's awesome.
But
it, it does, what it does thoughis that, that pressure, and for
most people, it'll break under thepressure, but that pressure for
myself, I, I find it invigorating.
Mm-hmm.
To where it's like, that's awhole new energy that's there.
And then, then when we put thatpressure on ourselves, the people
that are around us that see how wereact and how we carry that weight and

(48:32):
what happens and how, 'cause nobodybuilt a big world being comfortable.
Yeah.
Yeah.
Even if they have generational wealth,the generations that built that wealth,
they were unfreaking uncomfortable.
Yeah.
The majority of the time.
Mm-hmm.
You have to, you have tobe okay with that level.
Yeah.
And, and there's a lot of people thatare not, they're just not built that way.

(48:54):
They're not, it's not built for,for that amount of pressure.
And, and that's okay.
'cause it's not for everybody.
Yep.
At all.
All right, Jim, I gotta ask, man, what's,uh, where, where did the obsession with
music and, and the piano come from?
Uh, so, um, I don't know ifyou know this story about me.
So it was my grandfatherdied when I was in.

(49:15):
Fourth grade, I think I was nine.
And right before he had passed away.
I mean, like, my, my thing is Iwas gonna be a, a air, uh, air
Force pilot, you know, blow stuffup, fly jets, everything's cool.
And, um, my grandmother, my mom put mein piano lessons and we lived at about

(49:37):
30, 45 minutes from my grandmother.
And it was just my mom and I hangingout our little apartment that we had,
well, we, we didn't have a piano.
How come piano lessons?
Huh?
How come?
Piano?
Uh, I wanted to play drums, right?
And my mom said no, which I canunderstand why not, even though I'm
getting ready to buy a set of drumsjust so I can make loud noises.

(49:58):
Um, I don't know why it was piano.
Um, you know, I also played alto sax fora hot minute and violin for a hot minute.
Um, you know, it was, butit was, it was different.
That was just kind of afterI was already playing piano.
But we couldn't afford a piano.
So my and I had nowhere to go to practice.
So my piano teacher that I hadback in the day, and my very first

(50:20):
piano teacher that I had, shemade, uh, copies or xerox copies.
She made copies of, uh, the piano keys.
And I would sit on the stairs, sitlike this on the, the landing of our
little duplex that we lived in, andI would tape the keys to the stairs.
Mm. And I would have the musicin front of me and I'd say, okay,

(50:43):
you know, like playing Mary had alittle land, like very basic crap.
It wasn't like anything super special.
So then, um, after my grandfather passedaway, we moved in with my grandmother
and my grandmother went and got like somepiano from a yard sale and brought it in.
And I'm like, okay, I'll,I'll keep on playing.
And she got me to a new teacher.

(51:03):
'cause we lived in a new city and.
Within, literally within aweek of having the piano.
The teacher's like, do you,do you see what he's doing?
And my grandmother was like,yeah, I see what he is doing.
And like the first song that waslike that I sat back and really

(51:24):
learned was, um, back in the churchcircles, guy named Dino AKAs.
He was like the Christian Liberace,like really playing but played
like big chords and loud and flashyand uh, he played cheers of fire.
And I saw him play Chance of Fire andI was like, I wanna learn that song.
So I went back to my grandmother's house,got well, got back home and sat down and

(51:46):
I learned how to play Chance of Fire.
And uh, I had, I went and I boughtthe music for it, but I wasn't
really necessarily playing, I startedimprovising on top of the music.
And then my teacher was like, okay,I, she picked up that I would, um, I'd
say, why don't you play that for me?
And then fast forward, uh, throughhigh school, I had, there was my

(52:11):
teacher that I had, she moved away.
The number one teacher in all of thearea, her name was, uh, Dr. Thomas.
Ms. Thomas had a two year waiting list.
My grandmother called and said,Hey, look, this is Jimmy Griffin's
grandmother, like from the, and Iwas having lessons the same week.
But Ms. Thomas was a little bit of a butt.
She wouldn't play it for me.
She would make me play it because,um, she had noticed that I had not

(52:33):
only could I read music at a veryhigh level at that season in my life,
um, but I could also play by ear.
I don't have perfect pitch,but I have relative pitch.
So if I hear a song, I'm like, okay.
To me, it's all math.
It's crazy as this is if youare playing a four chord.
The key of G that they're playing a Cmajor, there's only so many mathematical

(52:54):
equations to where you can resolve that.
And that's how my main processed it.
So, um, but that's kindof how it all started.
And then at 15, I wonInternational Piano Competition.
Um, actually had a full ride to theJulliard and didn't go, which my
kids are like, why didn't you go?
And I'm like, because I wanted tostay close with my mom and grandma.
Because that was my,that was my entire world.

(53:16):
But, um, you know, ledworship for 17 years.
I still have fun and play.
I think you're around at the house,but, uh, you know, one, maybe one
of these days I'll be a DJ becauseI can, you know, I, I hear that
stuff that, that's, it's all math.
Like it all adds up.
Let's just have fun.
Yeah.
But yeah, no, that, that'show it kind of all started.
That's wild.
Of course, you could imagine growingup in East Tennessee being a piano

(53:40):
guy in high school and in college,and also in the Advanced Corral Group
and the Advanced Men's Corral group.
It didn't it, I was picked on quite a bit.
Yeah, yeah, yeah, yeah.
You were an easy target.
Oh, I, I made it really easy.
Now I'm like, who's laughing now?
Yeah.
Uh, I love it.
Jim, nothing.
Awesome story man.
Brother, I appreciate you jumping in here.

(54:02):
I know you got your hands full, um, andjust absolutely out there killing it.
So I can't thank you enough jumpingin here and chopping it up and, and
uh, man, I just, I love the frameworkand I love, you know, just, you know,
trying to pull the best out of, out ofpeople, helping them accomplish what
it is that they want to accomplish.
Yep, man, I appreciate it.

(54:23):
Thank you so much for the opportunity.
You got it brother.
We'll see you guys.
Thanks.
Thanks for tuning in.
If you're done guessing and ready tolead like a real CEO with a custom
strategy, real accountability andproven systems, check out my executive
one-on-one coaching@johnkitchens.coach.
Fill out the application and bookyour one-on-one call with me.

(54:45):
Be sure to hit follow soyou never miss an episode.
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Episode Overview

What You’ll Learn in This Episode

The Divide in Real Estate

Leadership & Accountability

Seasons, Pressure & Purpose

Personal Story & Transformation

Resources & Mentions

Episode Transcript

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