September 6, 2025 • 46 mins
Episode Overview
In this forward-looking episode of the John Kitchens Coach Podcast, John Kitchens and Jay Kinder break down how Artificial Intelligence is transforming lead generation, consumer experience, and the very definition of what it means to be a successful agent. Forget chasing every lead—Artificial Intelligence now allows you to identify the most motivated buyers and sellers, understand their hopes and fears, and build trust faster than ever before.
From practical Artificial Intelligence applications in lead follow-up to long-term predictions about agent productivity and the future of brokerages, this conversation is a roadmap for agents who want to stay relevant and profitable as the industry shifts.
What You’ll Learn in This Episode
Finding Motivated Buyers & Sellers
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How Artificial Intelligence pinpoints real buyers and sellers in today’s market
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Why knowing your client’s hopes, fears, and desires creates better marketing and follow-up
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The #1 inefficiency in most real estate businesses—and how Artificial Intelligence solves it
The Consumer Experience Moat
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How Artificial Intelligence personalizes communication and curates client experiences
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Why generic follow-up is dead and trust-based personalization wins
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Using Artificial Intelligence to create lifetime value instead of one-off transactions
The Future of Real Estate & Artificial Intelligence
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Predictions for agent count and productivity over the next 5–10 years
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Why Artificial Intelligence won’t replace agents—but it will replace order-takers
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How brokerages and teams must adapt (or die) in the Artificial Intelligence revolution
Leadership & Adaptation
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Why most agents don’t need to know how the “AI sausage” is made—they just need the results
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How top leaders will use Artificial Intelligence to recruit, train, and scale more effectively
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Why clarity of goals must come first before AI implementation
Resources & Mentions
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John Kitchens Executive Coaching – Custom strategy, accountability, proven systems → JohnKitchens.coach
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Honey Badger Nation – Community, training, and resources for agents
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The Science of Scaling by Ben Hardy – Book on goal clarity and scaling systems
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Working Genius & Ideal Team Player by Patrick Lencioni – Tools for identifying team strengths and culture fit
Final Takeaway
Artificial Intell
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.
What is good?
Everybody, man.
Thank you guys.
Tuning into episode 300 of Expert MentorsLive and what a run, uh, we've been on
(00:27):
with these expert mentor conversationsover the years and, um, you know.
The two of us and, uh, the othertwo gentlemen that are responsible
for the whole expert mentor seriescoming to be made a pretty, uh,
big announcement earlier today.
So pretty cool to see.
Yeah,
yeah, yeah.
Absolutely.
Yeah, it's, um, it's crazy right now.
(00:49):
I mean, it's, it is, I mean the, thethings, the conversations, yesterday's
conversations that, that I'm havingwith agents, the conversation we had
yesterday on the One Big Fire podcast,which we're diving into that directly
today is the future of real Estate and ai.
Who, who wins, who dies, um,and how long is it gonna be?
Yeah.
And that's, you know, I thinkit, it was fascinating what we,
(01:09):
what, you know, we went to chatGPT, we didn't try to lead it.
Um, we just wanted to see what the,what it thought it looked like.
And, and we've been having somereally fun conversations and
implementations are already deep.
Yeah.
So it's fun.
Yeah.
Let's, let's get to it, man.
It is, man.
It is.
It's, um, it, it, it really is.
And, and for those of you that haven't hada chance to listen to the one big fire.
(01:31):
We actually did, uh, a little,little hour, um, feed last night.
Me and Perso kind of dive ina little bit more just on the
implementation side of things.
Uh, we threw it into Honey Badger Nation.
So if you guys are tuning in, youwanna go um, into Honey Badger Nation.
I think we had, uh, the team pin itto the top so you can go and listen
to where we unpacked the one big fireconversation a little bit more yesterday.
(01:53):
Um, and, and kind of getting operationallykind of where, where we're at, where,
where it needs to, you know, improveto be able to, to really hedge.
And I think too, you know, nottrying to, um, implement all at once.
And that's where, you know, we'vetend to see ourselves and others get
in trouble when, you know, the wholereminder, like you, you typically don't
(02:15):
starve, um, you know, starve to death.
It's is usually, you know, we're tryingto consume and do too much and had, um.
Um, just kind of, obviously with allthe, um, you know, stuff that her's
pulled off in the last few weeksand just kind of listening to his
take and, and how, how we operate.
You know, obviously with a lot of,um, time that we got to spend with,
(02:37):
with, with Vern and, and his numberone book of recommendation and
understanding theory of constraints
mm-hmm.
And listening to her hor.
And when you get down to, you know,really it's, it's priority, not priorities
down to the, to the history of the word.
Mm-hmm.
And he said, listen, youknow, priority is singular.
(02:57):
What is the singular priority?
And, you know, we have the roadmap andwe're moving through where the constraint
is and, and implementation one at a time.
And, and you know, he just, justa great reminder, especially
for real estate agents.
If you have priorities,you are the bottleneck.
Mm-hmm.
And it's just, god dang, how manytimes do we have to learn that
lesson over and over and over again?
(03:17):
So you're looking at, okay.
And, and we talked on the, on, on thebell curve of, of implementation, right?
You have the early, early adopters.
Um, you have, uh, or you have the,however, the front of the bell
curve goes, there's about 50%.
Already the adoption in, inthings with ai and a lot of the
(03:38):
conversation we talked about, youknow, surviving the AI revolution
and shift and, and into the industry.
'cause you and I have been, we've beentalking for the last several months.
What about the AI consumer?
What about the AI consumer?
So we impact all of that yesterday.
You know, I, I mean, I thinkI had over two, two hours of
conversations just on these things.
(03:59):
So being able to dive into.
Kind of the first thing that we can focuson that you have to have implemented.
And I will just talk about, you know, thecase for the AI center brokerage, which
we talked about yesterday on one big fire.
And basically the biggestopportunities is, is lead conversion.
(04:20):
'cause that's the immediate ROIand the recruiting at scale and
the consumer experience moat.
Um, are the exponential ROI in thelong-term play Today we're gonna,
we're definitely gonna get into theimmediate ROI 'cause a lot of agents,
they need that immediate ROI right now.
Yeah.
Um,
as, as we're gearing up for theholidays, gearing up for the
(04:42):
winter, and obviously that, thatkickstart into the first of the year.
And how we wrapped up one big firewas really the, the, the difference
in between the AI driven consumerand the ai, um, driven agent.
And the number one thing that it said,and we'll get right into it, is that
(05:04):
we agents must do right now to survive.
Um, being good with peoplewon't cut it anymore.
Mm. So stay relevant.
Number one is adopt AI asyour personal leverage.
Stop wasting time on lead, followup drip campaigns and paperwork.
If you aren't running an ai,I a plus AI marketing copilot
today, you're already behind.
(05:25):
Yep.
And so let's, let's dive in there becauseI think, you know, if you're checking the
box off, um, not saying everything movesin a linear path, but if we were moving
in a linear path, we would want this.
Implement it first and not over.
Yeah.
There, there's, I mean, there's amillion ways to take this conversation.
(05:48):
You know, the, but the thing that isthe most predictable and consistent
is customer acquisition In anybusiness, it, it is the thing that
you have to, you have to master.
And it, you know, it goes backto Jay Abraham's, you know,
three ways to grow a business.
And you, and you look at,okay, where are the biggest
inefficiencies in the business?
And if you generate, you know, andgoing back again to your book, I've
(06:12):
been talking about this book every day,it feels like for the last six months.
It's like where is the biggestbottleneck in in the business right now?
For most agents, it's,they don't have leads.
So how do we leverage AI to identifythe sweet spot in the market?
Who are the real buyers and sellers today?
How do I reach them?
What do I say to them?
What is the message to the market?
(06:33):
What are their hopes,fears, desires, concerns?
This is what was reallyhard to do before, and so.
Most people just think, I want leads.
Oh no, it's not just getting leads,like that's an aspect of it, but
it's understanding your core targetmarket and who the real buyers and
sellers are before you get leads.
And so you can talk to themdifferently through marketing.
(06:55):
And so that is, is a, it's ahuge hinge that swings the big
door in terms of efficiency.
In terms of the generating ofthe lead and, and, and knowing
who you're really targeting.
'cause you can know right now in ChadGPT, the people that are buying today
are 40% of them have a home to sell.
And they're moving here for these reasons.
(07:16):
And this is their hopes,fears, desires, concerns.
You can create content, put it intoa follow-up sequence for that lead.
That's the most likely person tobuy that particular home in that ad.
Um, and speak directly to, um, the,the people that are actually gonna
buy something, and that is somethingwe've never been able to do before.
We guessed.
And so, um, that's a fascinating, that'sa fascinating, a fascinating efficiency.
(07:38):
That's where we jumped in at thebeginning, um, just as a marketer,
understanding that I could getinformation like that and use that to
help agents generate better qualityleads and, and, and sift through the
hundred that aren't gonna all buy.
And find those, you know, that tuning for,for who is, who is most likely to buy.
Let's talk to them and talk to theirhopes, fears, desires, concerns,
(08:00):
position you as the expert.
That is fundamentally the first step.
But the, the, the biggest inefficiencyin that John, as you know, is, um,
you know, if you get a hundred leads,about 20 of 'em, if you actually call
them, you know, you might talk to 20.
Mm-hmm.
So that means that 80 don'teven know who you are.
30 minutes later, they don'teven remember filling out a form.
(08:21):
And, and that goes into the black hole of.
Automated, generic bullshitfollow up, um, that does nothing.
And
so now the things that you can doto instantly have a phone call that
goes out with some, you know, with,with ai, the automations, a text and
email, all that kind of stuff wasthat, you know, that's gonna look
(08:44):
so old school to us in the future.
But your follow up campaigns, being ableto customize it to who that person is.
And what their hopes,fears, and desires are.
And you know when you do have contactwith them and you got, you've got
a phone number and you got an emailnow it'll go do all the research on
who is this person, what are theyabout, what are their hobbies, what
do they like to do, what are they not?
All these things lifestyle wise, nowyou can curate an experience for them
(09:08):
based upon all this real informationthat you didn't have to ask and
awkwardly try to get, but you can.
Communicate to them in a way thatjust like I go into Chad, GPT and, and
I give it my, all of my personalitytests and it talks to me different now.
You know what I mean?
Yeah.
Like, it's like, oh, you know,you a real pain in the ass, so I'm
just gonna tell you what you want.
You know, you don't want meto sugarcoat shit, you know?
(09:30):
So like it's gives it to meand gives, you know, breakdowns
the way I like to see 'em.
And so we can now create a customer,and this goes back John, to, to.
You know, creating a bettercustomer experience, right?
Mm-hmm.
It's not, it's not just about creatinginefficiencies in the agent's business,
which are vast inefficiencies,but it's about creating a better,
(09:52):
curating a better customer experience,and, and then, you know, garnering
the lifetime value of a customer.
Yes,
it's gonna be where the agent wins.
Um, but yeah, so you pull my chain.
It's the, it's
the juggle.
It's the juggle of the now and,and, and making sure the now is
in alignment with the future.
And the future is that long term.
It's, you know, so, so lifetime value.
(10:14):
What is, what is the lifetime value?
Um, you know, the, the twometrics, what does it cost you to
acquire to get that opportunity?
And then what is the lifetimevalue and what is the return
on the acquisition for it?
But you gotta curate thatexperience for the lifetime
value to to be really there and.
There's gonna be so many things thatget unlocked, the more you know about
them and, and being able to curatethat personal experience, um, for them.
(10:40):
And, you know, is anybodydoing that right now?
Is are there any tools out thereright now that are already coming
up with some of, you know, helpingkind of curate, personalize that
experience as, as soon as possible?
Nothing I've seen.
Okay.
I've seen a lot.
I mean, I've got somebody every weekI, that's, I'm on a Zoom with that.
(11:00):
Show me I built this AI thing.
I, they, they upload it with abunch of objection handling and, and
make it, you know, more efficient.
It, it's gonna make, and it'snot that expensive to build, but
it's not cheap to build either.
But.
They're trying to, they're, they're,they're all coming in hot with this.
Like, we know that this is gonna giveyou a two to three XROI, so we wanna
sell it to you for a thousand or 500or a thousand, or, you know, whatever.
(11:23):
And so that's all gonna come down.
But, but you will have to have one.
And, um, um, but nobody has, nobody hasgotten this deep, like, I, you know,
I don't, I don't consider myself thesmartest guy, but I think I'm, we're
going deeper than most people are.
Yeah.
How to utilize this.
Um, and so yeah, it, it's, it's, Idon't know of anybody that's doing it
if, if anybody's watching that knowssomebody that's doing this at that
(11:45):
level of curating the experience basedupon what AI can find out about that
customer even before you've ever spoketo 'em or after you spoke to 'em.
Um, then I would love to hear what your,you know, who, who that company is,
because we, we gonna build this stuff.
This is the fun, this isthe, this is the fun stuff,
right?
It is.
It's, it's about, you know,that personalized and, and
(12:06):
you know, we can do it.
You know, I talked to, Italked to agents every day.
I talked to Absolute Rockstar this morningand she's like, you know, you know, the
thing that we have to, the riddle we haveto solve for if we're gonna continue to
scale is the, I only wanna work with you,you know, scenario because I've curated.
Experience in my past with these peoplethat are now referring, and especially on
(12:28):
the high end luxury side of things, right?
Like I've curated this experiencefor them and that, and like they
don't want any, anything else.
They want me.
And, and so it's easy to, it'seasy to unravel, you know, to not
even ravel that up with New Ex, youknow, going into a new experience.
But when you have past clientele that.
(12:50):
Absolutely love you, referyou a ton of business.
You know, how do you continueto still curate that?
Um, you know, that type of ofexperience is, is definitely something
to, to consider and think about.
But I loved what you said earlier,right, because it was just about
get all, get all the leads, butit's also what are the best leads?
(13:13):
Get a better avatar.
Right.
And, and what is, you know, theirproblem and then how are you uniquely
gifted to help them solve that problem?
Um, is is where the, the thoughtprocess has to, has to, has to go.
So.
Kind of talk us through, youknow, kind of identifying in the
marketplace what the real avatar is.
(13:35):
And you know, we we're constantlyalways asking ourself this, right?
Like, where is the opportunity,where is the avatar?
Like who's buying, who'sselling in this market?
And.
And, you know, who's the agent?
Who's the agent that's builtfor this market, right?
Like, what's their, what's theirDNA makeup need to be, right?
Mm-hmm.
Like what's their working genius?
What's their disc profile like?
(13:56):
What past attributes?
What, what things must theypossess to be able to, to really.
Be, you know, out at the,out at the forefront of this.
I mean, there's gotta be in alevel of, of, you know, gratitude.
There's also gotta bea level of, of hunger.
Um, I don't know if you saw, you know,you know, Lencioni obviously has the
working genius assessment and he justrolled out the, the ideal team player
(14:18):
assessment, the hungry, humble, smart.
But there's an assessment nowthat you can, you can have them
take is that a working genius?
Did.
So we, we have working Genius, right?
Right.
Where you, I did, you know, the widgetand kind of where, where you're 30,000
foot all the way to on the ground.
And that's just an understandingof, of energy levels and what you're
great at and, and really how tobuild the team around you, but also
(14:38):
how to communicate with everybody.
But you know, the ideal team player, heused to just give you interview questions,
here's the questions, find out if they'rehungry, find out if they're humble,
find out if they're, if they're smart.
But he's created an assessment.
I haven't taken it yet, but he'staken, he's created that assessment.
And, um, I, I even had somebody on,um, diary of, um, A CEO podcast.
(15:00):
They're creating a culture assessmentto be able to give to, you know,
identify what is your culture,what's the culture you wanna create?
Give this to candidates in your team.
So I'm, I'm
to see that as well.
Yeah.
I mean, so I'm gonna do allthat before I even interview.
Yes.
So, but that's the, you, youknow, the, it goes so deep, bro.
(15:22):
Like, there's so many ways to leverageit to get things right, and, and that's,
and I just think most people are not.
And we, we, we discussed this yesterdayand go, go push back a little bit.
Not everyone you know is gonna bealiens like us and think like this.
So the opportunity is in, is in leverageleveraging this to create experiences
(15:45):
for, for us as, as agents that want tocome grow their business and they're
sitting in an office going, I'm justtrying to figure it out and you know,
you want me to come over to exp so I cancome over there and try to figure it out.
You know, that's what it feels like.
Nobody wants to change brokerages 'causeit doesn't actually solve a problem.
We have to create the, we have tobe the ones creating these things.
(16:05):
That's why our recruiting offer isleverage my $50,000 a month marketing
and implementation team to doubleyour business in 12 months just
because I'm building this stuff.
And so I know what challenges you have.
You don't have to understandall this, but when I say it
to you, it always makes sense.
Like, yeah, that would make sense.
Well, for sure.
Okay, I'll come over.
So like, the reason I'm gonna be able torecruit more agents is 'cause I'm building
(16:25):
the, the, I'm building the, I'm usingthis to build the better, more efficient.
Things that you're notthinking about as a marketer.
And most people don't have the lifeexperiences to know any of this stuff.
Um, but the, the ones that are out hereon the front bleeding edge are gonna
build systems and processes that makeeverything more efficient for you.
Mm-hmm.
For teams, the hardest hire inthe world to make was the ISA.
(16:48):
We will, we'll be able to solve thatproblem before you ever even do an
interview the way we used to do it before.
Remember all the integrations webuilt into, into Infusionsoft.
The tests, all the things that youknow that had to happen and they had
to pass all these things before theywould even make it to an interview.
That shit was so hard and complex tobuild, but you know, now it's just gonna
be a workflow that's built into go highlevel and it's gonna do all that for you.
(17:11):
And you're gonna have everythingthat you, you don't even need to know
it did it, but it's gonna be like,oh my God, this is the best person
I've ever could have interviewed.
Yeah.
And that's, that's the kind of the, that'sthe kind of solutions, well actually
it's not gonna be ISAs 'cause we alreadyreplaced them with, uh, with uh, ai.
But, um, but yeah, so yeah, dude, it's.
Um, you know, this is making me notsleep and, you know, I don't really
like sleeping anyway, but like, we'resitting at a time in, in history
(17:34):
where you can dream up anything
and do it.
Mm-hmm.
And it's, uh, it's, we're gonna help alot of people, but that's who's gonna win
is the people that, that think that way.
Yeah.
It is.
I think it's, you know, what, whatare all the ways, and, and we were
talking a little bit last night,you know, the, the, the mental
model, the thinking side of things.
(17:55):
And it's just asking that,that better question.
And, um, I think what, what we weretalking about, uh, I wrote it down from
last night, um, was instead of asking,you know, it, it, it's essentially,
you know, you default to how, howcan AI help me work through this?
(18:19):
Right.
It's, it's not like.
It's the who concept, right?
You know, the mental model of,of you know, who can help me.
It's not, you know, how do I do it?
It's like, who can help me do this?
But then it's like,okay, how can AI help me?
So it's just, just adding another, a new,new mental model into the way you think
and process as you're working throughconstraints and working through ideas
(18:39):
and you're working through, you know,what, what you're trying to accomplish.
But I think the big, the, you know,obviously kind of where, where the
agents are at and where it all starts.
And, um, have you, have you gonethrough, um, Hardy's new book?
Have you gone throughthe science of scaling?
I, I have.
I think I ordered.
No, I've got it on Audible.
(19:00):
I have not, yeah.
I've listened to the podcast.
Yeah.
So the, listen, listening to him kind ofbreak that down and why it's so important
to always keep coming back to the goal.
Yep.
Because we, we know there's so manydifferent ways to get to the goal, and
I, I can, I can, I can start puttingin the infrastructure and the, and the
systems and the, and the plumbing andthe frameworks and all of that, but.
(19:22):
If it's, if, if it's geared towardsthe wrong goal, it's the whole concept
of the ladder's on the wrong wall.
Mm-hmm.
And, and that happensso many freaking times.
But now you have the beauty ofbeing able to sit down and, and
creatively start thinking throughwhat it is that I want to accomplish.
Like, let's talk through this.
(19:45):
Chat, GPT.
You know, I want you to ask me, youknow, 10 questions to help me uncover
my, my, my big goals and my vision.
Ask me one question ata time and let's go.
Right?
Things that used to take weeks andmonths and, you know, traveling
across the country to sit in a roomwith, with, you know, people to help
you, you know, pull this out of you.
You can do, you know, sitting, sittingwith a glass of wine and, and just
(20:07):
being creative and talking through, but.
The big, the big thing I think too, youknow, as, as we're talking about us on
the, on the front end of, of, of the bellcurve with this and the way we're thinking
about it and the way we're utilizing it,you know, to build a bigger future, but.
It has to start with what is dang goal?
(20:29):
What, what do I want this to look like?
Because then we can, thenwe can build it from there.
But in that, in the science of scalingbook, man, he gives a, he gives one of
the best examples that I've heard, um, andit was, it was about Tom Brady and what
he was talking about was like, listen.
All quarterbacks are different.
They, they all havedifferent personalities.
(20:50):
They have different egos.
They have different goals.
They have, like, some of them want to,obviously they wanna win, they wanna
be competitive, but they, you know,some wanna make the hall of fame.
Some want to chase statistics.
Some, some want thebiggest paydays, right?
They're all a little bit different.
But he said, listen.
He said, when you set the goal.
(21:13):
Then the behavior follows and he said,Brady left so much money on the table
because that wasn't Brady's goal.
Brady's goal was Super Bowlsand to and to play and win as
many Super Bowls as he could.
So what did that mean?
Well, that meant that he hadto have a world class offensive
(21:35):
line, and he also knew that hehad to have a world class backup.
Line because if one of the, theirkey offensive lineman goes out,
that could be the season andthey needed a backup to step in.
So that meant he had toleave money on the table.
He couldn't suck all themoney out of the organization.
(21:56):
Yep.
'cause he had to leave money in there for them to go get a, a
just a world class backup line.
And then the other thing was,is that I gotta, I gotta keep
playing this game as long as I can.
I mean, the dude was 43 years old.
He was the best quarterbackin the NFL at 43.
And so, I mean, obviously his fitness,the Duke, the Duke could start for over
(22:16):
half of the NFL teams today, right?
Like he could, he could suitup and, and start for, uh, a
majority of the NFL teams right?
Now.
What is he, what is he?
47? 48. So, um, just remarkable whenyou understand what has to happen,
who do you have to become in thedecisions you have to make based
upon whatever, whatever that goal is.
Um, and so go, going back to what,what's the business you want?
(22:39):
What's the opportunity?
Who do you wanna serve?
It's just even to the headline here, findthe motivated buyers and sellers, right?
Like who is the real opportunities andhow many of those real opportunities
do you need to hit your goals?
Right?
No doubt.
Hey, quick pause before we keep going.
This market is shifting fast,and if you've been feeling the
(23:01):
pressure, you're not alone.
But here's the thing, it's not goingto slow down so you can catch up.
I've opened a limited number of executiveone-on-one coaching spots this month for
agents who are ready to stop spinningtheir wheels and lead with clarity.
If that's you, head to John Kitchenscoach and let's make it happen.
Now, back to the episode.
(23:22):
I think most agents right nowhave a, a, a, a few fears, right?
Like that, you know, they'reparalyzed with what to do
and it's, you know, you're.
How do I remain relevant or notlose relevance because of ai?
Um, you know, com you know, what aboutcommission pressure and, and margin
(23:43):
pressure in your model, especiallyif you have a team or brokerage.
Um, and, you know, how do Iget my time back at some point?
Like, how do I get free?
Um, and so, you know, I think that's,you know, if if we, if we can, if
we can give the tools to the agentsto make them efficient without them
having to solve all these problemsthemselves, like for instance.
(24:03):
Every agent I get on a call with,it's, I mean, it's almost everyone,
and they're, they're doing 20 deals.
The one I just, we just recruitedright before I jumped on the call.
Great story.
Great example.
Doing 20 transactions, been inthe business six years, all of it.
Repeat referral sphere knows.
Knows that she's gotta do somethingin marketing to get to the next level.
(24:24):
Um, doesn't know where to go, likedoesn't know what to do, not what shirt
Watching tons of videos sells pitchesfrom everybody trying to sell something.
Like the way that, that, that a, abrokerage is gonna win or an organization
within exp like us is gonna win, is bysolving that problem for them, without
them having to become an expert on ai.
(24:45):
Mm-hmm.
Build, build stuff andall that kind of stuff.
And so that's the, you know,the, the, the safe haven.
How do we keep you relevant?
By, you know, most ev and, and again,even though she has 20 people in,
in her, you know, um, and deals ayear coming from repeating referral.
What is her system for follow up?
What is her system for stayingpersonally relevant with those folks?
(25:06):
Staying in front of them, you know,that's, that usually isn't in place.
So,
you know, your, your CRM isn't goingout, finding out everything about
those people, even the things you don'teven know, and creating a customized
experience to stay in touch, add value,um, create offers for things that they
might need in year one, year three,year five, after they buy the house.
That, like you can, it can be allcustomized to each individual person.
(25:30):
Every person in your database is nowmore valuable than they've ever been,
and you can create more value for them.
Than you ever could have we go onto, goes back to that whole, you
know, we closed the transaction.
It represented 4% of thelifetime value of that customer.
What can you do for that person'swhole, entire home ownership experience?
That makes them a raving fan andrefer you someone every year.
(25:50):
And, and I would be willing to bet mostpeople aren't doing that, doing that.
And they're not eventhinking about it yet.
No.
That needs to be plugged in instantlyand go through that, get that list of
your people, let's run it through this.
Let's build the customized plan.
Like all of that is easy to do now.
And so it's just, it's crazy.
You know, now, now everyrelationship, we'll be able to
map it back to a, you know, repeatreferral ratio of your database.
(26:14):
Mm-hmm.
Like, you know, things that wetried to do in the past that.
Required a lot of effort, but, um,you will be, will be much easier.
But if there, you know, most ofthese brokerages out there today,
they're not thinking about doing this.
Um, uh, there, you know, there'speople that are thinking about it
that get it, but they're all tryingto sell you a tool, you know?
Yeah.
And that's, they're, they'rethinking there's a tech play in this.
And I just don't think there is.
(26:34):
I think that it's gonna be, um,the people that do it, just like
Dwayne Leggate used to say with,you know, you know, how do we do it?
And not try to ding the agent'scredit card, you know, for it.
And that's, you know, that's the wayI'm looking at everything is like,
I don't want to charge you anything.
I make plenty of money.
Let me just help you and,and let me just plug this in.
Play.
Let's, let's take care of all the pillarsof your business that are traditionally
(26:56):
a part of every agent's business.
Let's optimize the shit out of eachone of them, step by step by step,
so that you can go do what it is thatyou're, that you, that, that you are
the best at, which is helping people.
But let's let you make it so much better.
Than it's ever been.
Um, I don't know.
I feel like I'm talking in circlesthere, but like, that's the, that
(27:16):
is, um, that's what it, it mywheels are just turning and like,
yeah.
And I think, I think, you know, you gotta,you know, are you the individual that
wants to know how the sausage is made?
Are you the individual thatjust wants the sausage.
And I think that's, youknow, where, where you are.
But it's like, okay, well whattype of sausage do you want?
(27:37):
I think is, is is the question thata lot of folks need to, because
they just get outta desperationand try to help everybody.
And it's like, listen, that's not whereyou're gonna get, you know, the most,
the most traction, the most rhythm.
And it's like one avatar,one platform, one offer.
Like what is, what, what is that?
I mean, obviously on a local scaleyou gotta, you got, you gotta, we
gotta do a bunch of different things.
(27:57):
Right to, to amplify our message.
But it's like, if I had to focus onone, what would, what would that be?
And you know, there's always anopportunity, so talking to agents
right now, like, you're like, like,listen, like we need to have, you know.
We're gonna have a couple differentpillars, but if you're gonna
have, what are you leading with?
(28:19):
What is your, your message to themarket and, you know, how should
they go about figuring that out?
Utilizing AI to know what is my bestopportunity and what is, what is needs
to be my offer to that opportunity?
Hmm.
Yeah.
That part we do for you, right?
So, like that, that's where we're at.
Like it's customer acquisition at,you know, predictable and consistent.
(28:43):
At the lowest cost that results inthe fastest transaction to close.
I don't know if I mentioned this onthe podcast the other day, but like
when I went to solve the, how do Iget an agent to join me at exp and
close the transaction the fastest waypossible, keep in mind I was solving
that problem with the level of intensitythat no one has ever had to solve it.
(29:03):
Like I had never had to try,like I wanna make every agent
that joined our team successful.
Mm-hmm.
Um, so I did a whole lot ofthings to try to do that.
But if an agent isn't selling a propertyand I drop below 40, any one agent
could be worth $135,000 a month to me interms of the levels if I drop below one.
And so we went to work on.
(29:25):
What do you gotta do for the agentthat that makes sure that they close
the deal as quickly as possible.
And we found as, as you know,Herbie's, little as was, you know,
he showed up in a whole lot of spots.
Mm-hmm.
Like
right out of the gate, you sign up foryour CRM and you gotta do your A two P.
I didn't know if they wanted my phonenumber for my, our cell phone number.
If I needed to pick afucking random number.
(29:46):
I didn't know what the hell to do.
I said, agents are gonna get stuck here.
Mm-hmm.
We gotta do it for them.
Like, and it, and it's, you gottago through and try to, uh, uncover
every bottleneck that they're gonnaencounter and then remove those
bottlenecks so that you get someoneto a closed transaction in 30 days.
And if you're trying and, and you, youfeel like if I can do this for every
(30:07):
agent, it's worth 135,000 a month.
To me, that's not how Iever looked at it before.
Right.
Like I was looking at it like,okay, well that agent sells another
house and I make 2,500 bucks, right?
And so that's where we started isbecause the majority of the 1.6 million
real estate agents right now, if youask them, they will tell you, I know,
'cause I've done bazillion calls.
(30:28):
Is I get a lot of repeat referral and,and, and you know, from my sphere, but
it's not enough and it's not predictableand I don't know where it's happening.
I know I should be doing something.
I've tried this, I've spent money on thatand I've tried that and it didn't work.
All things where you gave controlto someone else, portals, um,
Zillow, realtor.com, real geeks.
(30:49):
Um, all these different types of things,not at all customized in, in the approach
of lead generation or understandingwho the core customer is that's gonna
buy in that market, that you know,that, um, you know, that, you know,
when, when you, when we did this inFrisco, it was, you know, people from
Carrollton in the colony wanting to puttheir kids in Frisco school district.
(31:10):
The reason they have, and they have aset of hopes, fears, desires, concerns.
They're a dual income family.
Their kids are this age and this age.
Like when you know all that, youknow, and now you can create content
and push it right in front of 'em.
'cause you generated a lead for $3.
You, um, the one that is, thatavatar, the three things you should
know before you ever put your kidsin the Frisco School District.
(31:31):
Mm-hmm.
That's a tuning fork.
B they're gonna be like,oh my God, that's for me.
What, what happens in thatmoment is rapport, trust.
Oh my gosh.
That's exactly what we're trying to do.
That is, that is the, that tome, it's the easiest place to
start is efficiency of, of.
Quality leads that resultin deals the fastest.
(31:51):
I was already working on it.
I just got to be able to do itat, at a much faster scale at,
at, you know, solve that problemfor more people at scale faster.
Yeah.
And so then, then it's, it's, you know,on the, on the rest of that, that is like,
okay, how do we get, we know the metrics.
If you call the leads, you're gonna call,you're gonna get a hold of 20 to 30 of
'em if you do a good job out of a hundred.
(32:13):
So now we have a mechanismin place to try to bubble up.
The rest of them and find the ones andyou know, sift and sort and find the
ones that are, I think we can continueto iterate on getting more, squeezing
more out of that, that $300 ad spend.
But according to Jack Chat, GPT,it's a two to three x return on.
Their ad, their ad spend.
Just this, just this one thing.
(32:34):
So you could spend 300 bucks,sell a house every 60 days, or
you could sell one a month, or youcould sell two a month like that.
One thing could be, Imean, think about it.
Average commission's, what?
15 grand?
That's 30 grand a month.
You're, you're talking aboutthere's 300 to $500,000 a month
on the table for every real estateagent right now by solving that one
thing with about 300 bucks a month.
Yeah.
(32:54):
What, what else can, if, if you're, ifmoney is your problem or consistency is
your problem, you can convince, try toconvince me that we should go to your
database and see if we can shake thetrees and make something come out of it.
But I can't do it again next month.
Mm-hmm.
Yeah.
You burn it, right?
Right.
You can only, you can only have that,that, that, you know, that shake, shake
that tree off for a couple times a year.
(33:14):
Right, right.
So, um, but, but then you stillconstantly gotta be adding, you
know, contacts into the database.
So.
Most agents, I think, youknow, answer the question.
Most agents don't wanna knowhow the sausage is made.
They just want the freaking sausage.
And, and so, you know, I think it isfrom, from an agent's perspective, um, and
(33:39):
you know, what can they do on their end?
To be best prepared and, and knowing, youknow, where, where the opportunity is.
Okay.
I, I agree with you.
I mean, you gotta have some, some formto be able to get better qualified
opportunities on a consistentbasis, um, as long as you're
(34:00):
willing to work those opportunities.
But well, like we talkedabout yesterday, I mean.
You, you MayT make it.
I mean it's, the AFAsare just in interested.
That's it.
AFAs are just interested.
They're going,
yeah, I was shocked.
Uh, and the spoiler alert we were getting,uh, we'll, let's give them the numbers.
Right.
So, um, I'm not, I don't knowwhere it is in my document.
(34:20):
It's a long doc.
This is a long chat GPT trail by the way.
But the, the, the prediction waswhat you have it pulled up, uh, how
many agents over the period of time.
Yeah.
So.
What it is looking like is
next two.
See, currently,
(34:41):
currently 1.6 million agents.
That's, this is the assumption, right?
Right.
Is, is going off of 1.6.
Um, oversaturated, many part-time,low production in the next five
years expected 20 to 30% washoutagents who don't adapt get replaced
by ai plus fewer stronger agents.
10 years could see thetotal crawl under a million.
(35:04):
Uh, but those left are AIaugmented power agents.
Um,
I was, dude, I was so shocked by this.
Yeah.
Um, I thought we, we, I thoughtwe'd get rid of a bunch of agents.
It's not that much.
Mm-hmm.
And agent productivity goes up, um, oneto three deals per year to eight to 12.
(35:28):
And then double again.
By the
way, that's a two to, it's, I'm on adifferent part of this, but it's a two to
three x average increase in production forthe tier of agents that are AI enabled.
Mm-hmm.
Yeah.
That's significant.
Yep.
Yeah.
It, it, it, it absolutely is.
And it's gotta stop right here, right?
Uh, the early adopters dominate ai, ISAsand marketing co-pilots outperform two to
(35:52):
three x. Um, and that gets out ahead ofthe three to five year where the consumer
apps hit mainstream, and that could be.
Probably faster than than later.
And then the buyer seller startexperiencing AI experiences like
what we were talking about, right?
(36:12):
Concierge, instant answers, curatedsearches, um, agents without
it, look, the word that we werelooking for yesterday, primitive.
Mm-hmm.
And then that five to 10 year run isdefault consum consumer entry point.
And who remain relevant arethe consultants, negotiators,
and local influencers.
Not door openers.
(36:33):
So I thought that wasreally freaking good.
Not door openers.
Yep.
Yeah, no, no space allowed for that.
So, consultative approach, right?
What are you trying to accomplish?
Yeah.
We, the, the other interesting thing isthat, okay, well, so in, and, and, and
two to three years, it's little shrinkageon the one, and I went deeper, I can't
(36:55):
remember after, if it was before or afterwe were on the call, but 1.5 million.
Um, we see the increasein production per agent.
So everything right now, thelandscape looks really good
for agents that, that adopt ai.
Right.
Um,
five years from now,what does it look like?
Um, agent count drops 20 to 30% between2028 and 2030 to 1.1 to 1.2 million.
(37:17):
Those are gonna be the interested, like,you know, the, the, you know, they're
interested, um, but they're not committed.
Um, that's, that's gonna be your,you know, the bulk of the low
producing agents that do less thanthree to five deals, I would say.
Yep.
Um, and so the winners agents positionis trusted advisors plus negotiators,
like you said earlier, plus wealthconsultants with AI concierge
(37:39):
tools for the, for their clients.
That's, you know, customized andbranded experience from you as the
agent brand, assuming that the, thatone of these companies doesn't come
along and curate and create thatfrom a company branded perspective.
And if I was to guess which companymight be trying to do that, it would
be Compass and what are they gonna do?
It's the same thing's gonnahappen with teams at Compass.
(38:00):
What, you know, they're trying togo, come out, they're trying to stop
playing, playing, playing nice with us.
They're trying to controltheir own little environment.
And sell everything in-house.
What do you think they'regonna do to commissions with
agents that, that are there?
If they're able to do that, they'regonna, if, if they implemented this,
they're gonna go back and be like, yeah,we're putting y'all on a 50 50 split.
Because we're the onesthat are doing everything.
We're doing everything.
We control the consumer, theirexperience, we're curating their
(38:23):
experience, we're curating, we'reproviding all the options they could
become.
Think about this one.
John, the only reason that real estate,me, and you know this, and we've said
it a million times, I don't know howmany people pay attention to it when we,
when we say things, but the only reasonthat, that the brand doesn't matter
in real estate is because the consumerexperience is managed by the agent.
Mm-hmm.
Meaning
(38:44):
if you do a good job,they come back to you.
Doesn't matter if you got balloonson your side, giraffes on your
side, or clowns on your side.
They come back to you if you, ifyou create a great experience.
We all know this, but that'swhy the brand never mattered.
It didn't matter.
Nobody.
People don't even know you got whatcompany you're at half the time.
We all think that in thebeginning that that matters.
It's, it is.
It doesn't.
(39:05):
But the, the, there is a real possibilitythat, that, that one of these companies
or a new incumbent is going, going tocome in and be the brand experience
mm-hmm.
And
implement this and put an agentfor what an agent's worth on the
back end of the relationship.
And they're gonna take a muchhigher split and, and they'll be
able to acquire, gain, and acquirecustomers without an agent's help.
(39:29):
And so that right nowthe agent does all that.
So the, for the agent to serve to, youknow, the agents that, that do the same
thing, which will be at the, the majorityof the best ones are all gonna do that.
What happens when you, you have what?
We generate all these leads, wespend all this money, you know,
you're giving all this money toZillow, that's gonna go away.
(39:49):
By the way, you know, ifyou don't think Zillow.
It's gonna have the first AIagent in place, and they're gonna
start, they're already at 42.5%.
They're about to pull that in-houseand have their own brokerage.
Again, they're, they're aboutto be our competitors again.
You can bet your ass on that.
There's, they think about how manyhundreds of millions of dollars Zillow
spent putting a call center in placebecause agents wouldn't call leads.
Mm-hmm.
(40:10):
And then what they say, God dang,the best thing you can do is
just give it to the best agent.
The best agent is now ai.
Now, okay, what is Zillowgonna do with their leads?
They gonna give 'em to youand take 42%, maybe 50.
Maybe they'll give a 60.
I don't know now.
Well, let's just take that in-houseand we'll keep all the money
and we'll, salary and aids it.
Mm-hmm.
You know, there, there that'll,that'll be, that'll be coming.
I guarantee you that's coming.
(40:31):
Mm-hmm.
And so it's interesting, it'sinteresting to see the landscape.
Um, but, you know, shoot,
well, I mean the, the, theinteresting thought, thought
question is, you know, how do you,how do you put exp out of business?
And, and, and that's how you would
do it.
And you think about it for a secondand you go, okay, well exp iss
(40:54):
more platform to support the agent.
Whereas a compass takes theapproach, we're gonna dominate the
experience and own it through AI for.
Becomes the brand and notdependent upon the agents.
Interesting.
I mean, it'll be interesting,you know, I'll run
CHATT when we get off this callbecause Yeah, because I, I, I, I, I
(41:18):
just believe that Compass will do it.
And you know, they're, they'vealready made some ballsy moves.
I don't think they saw this much.
You know, they don't, they madethose moves before this was
even starting to materialize.
So either they, they didn'tsee the future, I don't think.
But, but how many agentsare gonna leave Compass?
Um, you know, the, because the agentsthat own the relationships and they
adopt technology, if, if Compass givesthem that, if exp gives us that branded
(41:42):
to us, which is what I know that expwould do, because that's what Glen's
vision is, what's best for the agent.
Mm-hmm.
He's gonna arm us with the righttools to create that experience
and own and, and create thatcustomized experience for the agent.
Uh, for the consumer nottry to be exp as the brand.
I'm not so sure what Compass is gonna do.
Yeah.
It's um, you know, it's, it's,it's one of those questions, right?
(42:05):
Like.
Um, you know, the Andy Grove, youknow, only the paranoid survive, right?
New, new, new.
CEO comes in.
What, what, what do they do?
Right?
You know, a, um, you know, if we wereto, if, if we were a competitor of ours,
how would we, how would we outperform?
How would we put us out of business?
Right?
Those are the thought questionsthat I'm sure you know.
(42:29):
The Glens and, and the Leos and, andthe Kindles are, are thinking about.
'cause you have to, you have to, you,you always have to be thinking, you
know, where, where are my blind spots?
How can we get disrupted?
How can we get upended?
Um, and I think that just helpsyou strategically make better
decisions and moves navigating.
You know, as fast as the future is coming,
(42:52):
you know, 10 years down the road, ai,you know, chat GT's prediction is,
agent count falls below a million, so50 to 60% drop in agent count per agent.
Production doubles againstsuper agents with ai run billion
dollar books of business.
Consumer expectation aiconcierge is the default.
Agents equal overlay oftrust plus local nuance.
(43:14):
Mm-hmm.
Winners.
Winners.
The winners will be local celebrities.
Um, celebrity agents leading leadersowning consumer AI platforms, um, org
builders, people who build organizations.
Um, the losers, the long tailof part-time low skill agents.
It's what we've been saying since 2010.
(43:36):
Yep.
Because it's fascinating, man.
Such, uh, such good stuff and I think,you know, being able to, to help people
navigate through this and, and makesure they're not sitting up on the
sidelines, they're, they're getting inthe arena, they're staying informed,
they are making, you know, the bestpossible moves and, but it, it takes.
(43:58):
It takes folks like us to helpthem make the best decisions
and, and help them navigate that.
Um, there are some that wannaknow how the sausage is made and,
and they're, they're, they're outat the, you know, the forefront,
you know, here what we're doing.
But there's also a lot thatjust be like, gimme the sausage.
Tell me, tell me where I need to navigate.
And, uh, I'm good.
(44:18):
Let's go.
The fun thing, the thing thatI think my biggest takeaway,
and we can wrap up on this.
Um, is that, that Chad GPT isn'treplaced, isn't, isn't saying
that the agents will be replaced.
And I think that's really interestingbecause it, it could have gone that
direction and said, yeah, for surethis is gonna go this direction
(44:39):
and agents are gonna get replaced.
Yeah.
But even Chad, GPT is saying it'sa small, you know, we're starting
to weed out the week the ones thatshouldn't be in the business anyways.
Um, and agent productivity is gonnago up for the ones that provide an
amazing experience for their customers.
And the thing that I know about everyreal estate agent that I've ever met is
they care about their customers and theywant to provide the best experience,
(45:02):
and now they're gonna be able to providea much better world-class experience
for their clients by leveraging AIto do a lot of the heavy lifting and
figuring out, out of all of this stuffthat they should be doing that they
could never do on their own without it
a hundred percent.
So,
you know, it's, it's,it's gonna be fun, man.
I'm excited.
Dude.
I, you know, we're, we're at the, we'reat the, at the very beginning of, um.
(45:24):
Some people do.
You are gonna make a lot of money andbecome the number one agent in their
marketplace and own it for another decade.
Mm-hmm.
Instead of, oh no, I'm gonna beoutta business and out of a job.
And I think agents can put that aside.
You know, you need to adopt ai.
You need to get in and start using it inyour business and implement it to make
systems and processes more efficien.
(45:45):
Look for inefficiencies in your business.
Go to Chad, GBT, askhow you should solve it.
Should you do this, should you do that?
And more importantly, get around peoplethat can provide these tools to you.
And that would be
agree cause I appreciate you and, um, youguys out there, you know, get plugged in
and, uh, don't keep your head in the sand.
And, uh, stay plugged in, stay engagedand keep doing honey badger stuff.
(46:09):
Appreciate you.
Awesome, brother.
Appreciate you later.
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.
(46:29):
Be sure to hit follow soyou never miss an episode.
Catch you on the next one.
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What is good?
Everybody, man.
Thank you guys.
Tuning into episode 300 of Expert MentorsLive and what a run, uh, we've been on
(00:27):
with these expert mentor conversationsover the years and, um, you know.
The two of us and, uh, the othertwo gentlemen that are responsible
for the whole expert mentor seriescoming to be made a pretty, uh,
big announcement earlier today.
So pretty cool to see.
Yeah,
yeah, yeah.
Absolutely.
Yeah, it's, um, it's crazy right now.
(00:49):
I mean, it's, it is, I mean the, thethings, the conversations, yesterday's
conversations that, that I'm havingwith agents, the conversation we had
yesterday on the One Big Fire podcast,which we're diving into that directly
today is the future of real Estate and ai.
Who, who wins, who dies, um,and how long is it gonna be?
Yeah.
And that's, you know, I thinkit, it was fascinating what we,
(01:09):
what, you know, we went to chatGPT, we didn't try to lead it.
Um, we just wanted to see what the,what it thought it looked like.
And, and we've been having somereally fun conversations and
implementations are already deep.
Yeah.
So it's fun.
Yeah.
Let's, let's get to it, man.
It is, man.
It is.
It's, um, it, it, it really is.
And, and for those of you that haven't hada chance to listen to the one big fire.
(01:31):
We actually did, uh, a little,little hour, um, feed last night.
Me and Perso kind of dive ina little bit more just on the
implementation side of things.
Uh, we threw it into Honey Badger Nation.
So if you guys are tuning in, youwanna go um, into Honey Badger Nation.
I think we had, uh, the team pin itto the top so you can go and listen
to where we unpacked the one big fireconversation a little bit more yesterday.
(01:53):
Um, and, and kind of getting operationallykind of where, where we're at, where,
where it needs to, you know, improveto be able to, to really hedge.
And I think too, you know, nottrying to, um, implement all at once.
And that's where, you know, we'vetend to see ourselves and others get
in trouble when, you know, the wholereminder, like you, you typically don't
(02:15):
starve, um, you know, starve to death.
It's is usually, you know, we're tryingto consume and do too much and had, um.
Um, just kind of, obviously with allthe, um, you know, stuff that her's
pulled off in the last few weeksand just kind of listening to his
take and, and how, how we operate.
You know, obviously with a lot of,um, time that we got to spend with,
(02:37):
with, with Vern and, and his numberone book of recommendation and
understanding theory of constraints
mm-hmm.
And listening to her hor.
And when you get down to, you know,really it's, it's priority, not priorities
down to the, to the history of the word.
Mm-hmm.
And he said, listen, youknow, priority is singular.
(02:57):
What is the singular priority?
And, you know, we have the roadmap andwe're moving through where the constraint
is and, and implementation one at a time.
And, and you know, he just, justa great reminder, especially
for real estate agents.
If you have priorities,you are the bottleneck.
Mm-hmm.
And it's just, god dang, how manytimes do we have to learn that
lesson over and over and over again?
(03:17):
So you're looking at, okay.
And, and we talked on the, on, on thebell curve of, of implementation, right?
You have the early, early adopters.
Um, you have, uh, or you have the,however, the front of the bell
curve goes, there's about 50%.
Already the adoption in, inthings with ai and a lot of the
(03:38):
conversation we talked about, youknow, surviving the AI revolution
and shift and, and into the industry.
'cause you and I have been, we've beentalking for the last several months.
What about the AI consumer?
What about the AI consumer?
So we impact all of that yesterday.
You know, I, I mean, I thinkI had over two, two hours of
conversations just on these things.
(03:59):
So being able to dive into.
Kind of the first thing that we can focuson that you have to have implemented.
And I will just talk about, you know, thecase for the AI center brokerage, which
we talked about yesterday on one big fire.
And basically the biggestopportunities is, is lead conversion.
(04:20):
'cause that's the immediate ROIand the recruiting at scale and
the consumer experience moat.
Um, are the exponential ROI in thelong-term play Today we're gonna,
we're definitely gonna get into theimmediate ROI 'cause a lot of agents,
they need that immediate ROI right now.
Yeah.
Um,
as, as we're gearing up for theholidays, gearing up for the
(04:42):
winter, and obviously that, thatkickstart into the first of the year.
And how we wrapped up one big firewas really the, the, the difference
in between the AI driven consumerand the ai, um, driven agent.
And the number one thing that it said,and we'll get right into it, is that
(05:04):
we agents must do right now to survive.
Um, being good with peoplewon't cut it anymore.
Mm. So stay relevant.
Number one is adopt AI asyour personal leverage.
Stop wasting time on lead, followup drip campaigns and paperwork.
If you aren't running an ai,I a plus AI marketing copilot
today, you're already behind.
(05:25):
Yep.
And so let's, let's dive in there becauseI think, you know, if you're checking the
box off, um, not saying everything movesin a linear path, but if we were moving
in a linear path, we would want this.
Implement it first and not over.
Yeah.
There, there's, I mean, there's amillion ways to take this conversation.
(05:48):
You know, the, but the thing that isthe most predictable and consistent
is customer acquisition In anybusiness, it, it is the thing that
you have to, you have to master.
And it, you know, it goes backto Jay Abraham's, you know,
three ways to grow a business.
And you, and you look at,okay, where are the biggest
inefficiencies in the business?
And if you generate, you know, andgoing back again to your book, I've
(06:12):
been talking about this book every day,it feels like for the last six months.
It's like where is the biggestbottleneck in in the business right now?
For most agents, it's,they don't have leads.
So how do we leverage AI to identifythe sweet spot in the market?
Who are the real buyers and sellers today?
How do I reach them?
What do I say to them?
What is the message to the market?
(06:33):
What are their hopes,fears, desires, concerns?
This is what was reallyhard to do before, and so.
Most people just think, I want leads.
Oh no, it's not just getting leads,like that's an aspect of it, but
it's understanding your core targetmarket and who the real buyers and
sellers are before you get leads.
And so you can talk to themdifferently through marketing.
(06:55):
And so that is, is a, it's ahuge hinge that swings the big
door in terms of efficiency.
In terms of the generating ofthe lead and, and, and knowing
who you're really targeting.
'cause you can know right now in ChadGPT, the people that are buying today
are 40% of them have a home to sell.
And they're moving here for these reasons.
(07:16):
And this is their hopes,fears, desires, concerns.
You can create content, put it intoa follow-up sequence for that lead.
That's the most likely person tobuy that particular home in that ad.
Um, and speak directly to, um, the,the people that are actually gonna
buy something, and that is somethingwe've never been able to do before.
We guessed.
And so, um, that's a fascinating, that'sa fascinating, a fascinating efficiency.
(07:38):
That's where we jumped in at thebeginning, um, just as a marketer,
understanding that I could getinformation like that and use that to
help agents generate better qualityleads and, and, and sift through the
hundred that aren't gonna all buy.
And find those, you know, that tuning for,for who is, who is most likely to buy.
Let's talk to them and talk to theirhopes, fears, desires, concerns,
(08:00):
position you as the expert.
That is fundamentally the first step.
But the, the, the biggest inefficiencyin that John, as you know, is, um,
you know, if you get a hundred leads,about 20 of 'em, if you actually call
them, you know, you might talk to 20.
Mm-hmm.
So that means that 80 don'teven know who you are.
30 minutes later, they don'teven remember filling out a form.
(08:21):
And, and that goes into the black hole of.
Automated, generic bullshitfollow up, um, that does nothing.
And
so now the things that you can doto instantly have a phone call that
goes out with some, you know, with,with ai, the automations, a text and
email, all that kind of stuff wasthat, you know, that's gonna look
(08:44):
so old school to us in the future.
But your follow up campaigns, being ableto customize it to who that person is.
And what their hopes,fears, and desires are.
And you know when you do have contactwith them and you got, you've got
a phone number and you got an emailnow it'll go do all the research on
who is this person, what are theyabout, what are their hobbies, what
do they like to do, what are they not?
All these things lifestyle wise, nowyou can curate an experience for them
(09:08):
based upon all this real informationthat you didn't have to ask and
awkwardly try to get, but you can.
Communicate to them in a way thatjust like I go into Chad, GPT and, and
I give it my, all of my personalitytests and it talks to me different now.
You know what I mean?
Yeah.
Like, it's like, oh, you know,you a real pain in the ass, so I'm
just gonna tell you what you want.
You know, you don't want meto sugarcoat shit, you know?
(09:30):
So like it's gives it to meand gives, you know, breakdowns
the way I like to see 'em.
And so we can now create a customer,and this goes back John, to, to.
You know, creating a bettercustomer experience, right?
Mm-hmm.
It's not, it's not just about creatinginefficiencies in the agent's business,
which are vast inefficiencies,but it's about creating a better,
(09:52):
curating a better customer experience,and, and then, you know, garnering
the lifetime value of a customer.
Yes,
it's gonna be where the agent wins.
Um, but yeah, so you pull my chain.
It's the, it's
the juggle.
It's the juggle of the now and,and, and making sure the now is
in alignment with the future.
And the future is that long term.
It's, you know, so, so lifetime value.
(10:14):
What is, what is the lifetime value?
Um, you know, the, the twometrics, what does it cost you to
acquire to get that opportunity?
And then what is the lifetimevalue and what is the return
on the acquisition for it?
But you gotta curate thatexperience for the lifetime
value to to be really there and.
There's gonna be so many things thatget unlocked, the more you know about
them and, and being able to curatethat personal experience, um, for them.
(10:40):
And, you know, is anybodydoing that right now?
Is are there any tools out thereright now that are already coming
up with some of, you know, helpingkind of curate, personalize that
experience as, as soon as possible?
Nothing I've seen.
Okay.
I've seen a lot.
I mean, I've got somebody every weekI, that's, I'm on a Zoom with that.
(11:00):
Show me I built this AI thing.
I, they, they upload it with abunch of objection handling and, and
make it, you know, more efficient.
It, it's gonna make, and it'snot that expensive to build, but
it's not cheap to build either.
But.
They're trying to, they're, they're,they're all coming in hot with this.
Like, we know that this is gonna giveyou a two to three XROI, so we wanna
sell it to you for a thousand or 500or a thousand, or, you know, whatever.
(11:23):
And so that's all gonna come down.
But, but you will have to have one.
And, um, um, but nobody has, nobody hasgotten this deep, like, I, you know,
I don't, I don't consider myself thesmartest guy, but I think I'm, we're
going deeper than most people are.
Yeah.
How to utilize this.
Um, and so yeah, it, it's, it's, Idon't know of anybody that's doing it
if, if anybody's watching that knowssomebody that's doing this at that
(11:45):
level of curating the experience basedupon what AI can find out about that
customer even before you've ever spoketo 'em or after you spoke to 'em.
Um, then I would love to hear what your,you know, who, who that company is,
because we, we gonna build this stuff.
This is the fun, this isthe, this is the fun stuff,
right?
It is.
It's, it's about, you know,that personalized and, and
(12:06):
you know, we can do it.
You know, I talked to, Italked to agents every day.
I talked to Absolute Rockstar this morningand she's like, you know, you know, the
thing that we have to, the riddle we haveto solve for if we're gonna continue to
scale is the, I only wanna work with you,you know, scenario because I've curated.
Experience in my past with these peoplethat are now referring, and especially on
(12:28):
the high end luxury side of things, right?
Like I've curated this experiencefor them and that, and like they
don't want any, anything else.
They want me.
And, and so it's easy to, it'seasy to unravel, you know, to not
even ravel that up with New Ex, youknow, going into a new experience.
But when you have past clientele that.
(12:50):
Absolutely love you, referyou a ton of business.
You know, how do you continueto still curate that?
Um, you know, that type of ofexperience is, is definitely something
to, to consider and think about.
But I loved what you said earlier,right, because it was just about
get all, get all the leads, butit's also what are the best leads?
(13:13):
Get a better avatar.
Right.
And, and what is, you know, theirproblem and then how are you uniquely
gifted to help them solve that problem?
Um, is is where the, the thoughtprocess has to, has to, has to go.
So.
Kind of talk us through, youknow, kind of identifying in the
marketplace what the real avatar is.
(13:35):
And you know, we we're constantlyalways asking ourself this, right?
Like, where is the opportunity,where is the avatar?
Like who's buying, who'sselling in this market?
And.
And, you know, who's the agent?
Who's the agent that's builtfor this market, right?
Like, what's their, what's theirDNA makeup need to be, right?
Mm-hmm.
Like what's their working genius?
What's their disc profile like?
(13:56):
What past attributes?
What, what things must theypossess to be able to, to really.
Be, you know, out at the,out at the forefront of this.
I mean, there's gotta be in alevel of, of, you know, gratitude.
There's also gotta bea level of, of hunger.
Um, I don't know if you saw, you know,you know, Lencioni obviously has the
working genius assessment and he justrolled out the, the ideal team player
(14:18):
assessment, the hungry, humble, smart.
But there's an assessment nowthat you can, you can have them
take is that a working genius?
Did.
So we, we have working Genius, right?
Right.
Where you, I did, you know, the widgetand kind of where, where you're 30,000
foot all the way to on the ground.
And that's just an understandingof, of energy levels and what you're
great at and, and really how tobuild the team around you, but also
(14:38):
how to communicate with everybody.
But you know, the ideal team player, heused to just give you interview questions,
here's the questions, find out if they'rehungry, find out if they're humble,
find out if they're, if they're smart.
But he's created an assessment.
I haven't taken it yet, but he'staken, he's created that assessment.
And, um, I, I even had somebody on,um, diary of, um, A CEO podcast.
(15:00):
They're creating a culture assessmentto be able to give to, you know,
identify what is your culture,what's the culture you wanna create?
Give this to candidates in your team.
So I'm, I'm
to see that as well.
Yeah.
I mean, so I'm gonna do allthat before I even interview.
Yes.
So, but that's the, you, youknow, the, it goes so deep, bro.
(15:22):
Like, there's so many ways to leverageit to get things right, and, and that's,
and I just think most people are not.
And we, we, we discussed this yesterdayand go, go push back a little bit.
Not everyone you know is gonna bealiens like us and think like this.
So the opportunity is in, is in leverageleveraging this to create experiences
(15:45):
for, for us as, as agents that want tocome grow their business and they're
sitting in an office going, I'm justtrying to figure it out and you know,
you want me to come over to exp so I cancome over there and try to figure it out.
You know, that's what it feels like.
Nobody wants to change brokerages 'causeit doesn't actually solve a problem.
We have to create the, we have tobe the ones creating these things.
(16:05):
That's why our recruiting offer isleverage my $50,000 a month marketing
and implementation team to doubleyour business in 12 months just
because I'm building this stuff.
And so I know what challenges you have.
You don't have to understandall this, but when I say it
to you, it always makes sense.
Like, yeah, that would make sense.
Well, for sure.
Okay, I'll come over.
So like, the reason I'm gonna be able torecruit more agents is 'cause I'm building
(16:25):
the, the, I'm building the, I'm usingthis to build the better, more efficient.
Things that you're notthinking about as a marketer.
And most people don't have the lifeexperiences to know any of this stuff.
Um, but the, the ones that are out hereon the front bleeding edge are gonna
build systems and processes that makeeverything more efficient for you.
Mm-hmm.
For teams, the hardest hire inthe world to make was the ISA.
(16:48):
We will, we'll be able to solve thatproblem before you ever even do an
interview the way we used to do it before.
Remember all the integrations webuilt into, into Infusionsoft.
The tests, all the things that youknow that had to happen and they had
to pass all these things before theywould even make it to an interview.
That shit was so hard and complex tobuild, but you know, now it's just gonna
be a workflow that's built into go highlevel and it's gonna do all that for you.
(17:11):
And you're gonna have everythingthat you, you don't even need to know
it did it, but it's gonna be like,oh my God, this is the best person
I've ever could have interviewed.
Yeah.
And that's, that's the kind of the, that'sthe kind of solutions, well actually
it's not gonna be ISAs 'cause we alreadyreplaced them with, uh, with uh, ai.
But, um, but yeah, so yeah, dude, it's.
Um, you know, this is making me notsleep and, you know, I don't really
like sleeping anyway, but like, we'resitting at a time in, in history
(17:34):
where you can dream up anything
and do it.
Mm-hmm.
And it's, uh, it's, we're gonna help alot of people, but that's who's gonna win
is the people that, that think that way.
Yeah.
It is.
I think it's, you know, what, whatare all the ways, and, and we were
talking a little bit last night,you know, the, the, the mental
model, the thinking side of things.
(17:55):
And it's just asking that,that better question.
And, um, I think what, what we weretalking about, uh, I wrote it down from
last night, um, was instead of asking,you know, it, it, it's essentially,
you know, you default to how, howcan AI help me work through this?
(18:19):
Right.
It's, it's not like.
It's the who concept, right?
You know, the mental model of,of you know, who can help me.
It's not, you know, how do I do it?
It's like, who can help me do this?
But then it's like,okay, how can AI help me?
So it's just, just adding another, a new,new mental model into the way you think
and process as you're working throughconstraints and working through ideas
(18:39):
and you're working through, you know,what, what you're trying to accomplish.
But I think the big, the, you know,obviously kind of where, where the
agents are at and where it all starts.
And, um, have you, have you gonethrough, um, Hardy's new book?
Have you gone throughthe science of scaling?
I, I have.
I think I ordered.
No, I've got it on Audible.
(19:00):
I have not, yeah.
I've listened to the podcast.
Yeah.
So the, listen, listening to him kind ofbreak that down and why it's so important
to always keep coming back to the goal.
Yep.
Because we, we know there's so manydifferent ways to get to the goal, and
I, I can, I can, I can start puttingin the infrastructure and the, and the
systems and the, and the plumbing andthe frameworks and all of that, but.
(19:22):
If it's, if, if it's geared towardsthe wrong goal, it's the whole concept
of the ladder's on the wrong wall.
Mm-hmm.
And, and that happensso many freaking times.
But now you have the beauty ofbeing able to sit down and, and
creatively start thinking throughwhat it is that I want to accomplish.
Like, let's talk through this.
(19:45):
Chat, GPT.
You know, I want you to ask me, youknow, 10 questions to help me uncover
my, my, my big goals and my vision.
Ask me one question ata time and let's go.
Right?
Things that used to take weeks andmonths and, you know, traveling
across the country to sit in a roomwith, with, you know, people to help
you, you know, pull this out of you.
You can do, you know, sitting, sittingwith a glass of wine and, and just
(20:07):
being creative and talking through, but.
The big, the big thing I think too, youknow, as, as we're talking about us on
the, on the front end of, of, of the bellcurve with this and the way we're thinking
about it and the way we're utilizing it,you know, to build a bigger future, but.
It has to start with what is dang goal?
(20:29):
What, what do I want this to look like?
Because then we can, thenwe can build it from there.
But in that, in the science of scalingbook, man, he gives a, he gives one of
the best examples that I've heard, um, andit was, it was about Tom Brady and what
he was talking about was like, listen.
All quarterbacks are different.
They, they all havedifferent personalities.
(20:50):
They have different egos.
They have different goals.
They have, like, some of them want to,obviously they wanna win, they wanna
be competitive, but they, you know,some wanna make the hall of fame.
Some want to chase statistics.
Some, some want thebiggest paydays, right?
They're all a little bit different.
But he said, listen.
He said, when you set the goal.
(21:13):
Then the behavior follows and he said,Brady left so much money on the table
because that wasn't Brady's goal.
Brady's goal was Super Bowlsand to and to play and win as
many Super Bowls as he could.
So what did that mean?
Well, that meant that he hadto have a world class offensive
(21:35):
line, and he also knew that hehad to have a world class backup.
Line because if one of the, theirkey offensive lineman goes out,
that could be the season andthey needed a backup to step in.
So that meant he had toleave money on the table.
He couldn't suck all themoney out of the organization.
(21:56):
Yep.
'cause he had to leave money in there for them to go get a, a
just a world class backup line.
And then the other thing was,is that I gotta, I gotta keep
playing this game as long as I can.
I mean, the dude was 43 years old.
He was the best quarterbackin the NFL at 43.
And so, I mean, obviously his fitness,the Duke, the Duke could start for over
(22:16):
half of the NFL teams today, right?
Like he could, he could suitup and, and start for, uh, a
majority of the NFL teams right?
Now.
What is he, what is he?
47? 48. So, um, just remarkable whenyou understand what has to happen,
who do you have to become in thedecisions you have to make based
upon whatever, whatever that goal is.
Um, and so go, going back to what,what's the business you want?
(22:39):
What's the opportunity?
Who do you wanna serve?
It's just even to the headline here, findthe motivated buyers and sellers, right?
Like who is the real opportunities andhow many of those real opportunities
do you need to hit your goals?
Right?
No doubt.
Hey, quick pause before we keep going.
This market is shifting fast,and if you've been feeling the
(23:01):
pressure, you're not alone.
But here's the thing, it's not goingto slow down so you can catch up.
I've opened a limited number of executiveone-on-one coaching spots this month for
agents who are ready to stop spinningtheir wheels and lead with clarity.
If that's you, head to John Kitchenscoach and let's make it happen.
Now, back to the episode.
(23:22):
I think most agents right nowhave a, a, a, a few fears, right?
Like that, you know, they'reparalyzed with what to do
and it's, you know, you're.
How do I remain relevant or notlose relevance because of ai?
Um, you know, com you know, what aboutcommission pressure and, and margin
(23:43):
pressure in your model, especiallyif you have a team or brokerage.
Um, and, you know, how do Iget my time back at some point?
Like, how do I get free?
Um, and so, you know, I think that's,you know, if if we, if we can, if
we can give the tools to the agentsto make them efficient without them
having to solve all these problemsthemselves, like for instance.
(24:03):
Every agent I get on a call with,it's, I mean, it's almost everyone,
and they're, they're doing 20 deals.
The one I just, we just recruitedright before I jumped on the call.
Great story.
Great example.
Doing 20 transactions, been inthe business six years, all of it.
Repeat referral sphere knows.
Knows that she's gotta do somethingin marketing to get to the next level.
(24:24):
Um, doesn't know where to go, likedoesn't know what to do, not what shirt
Watching tons of videos sells pitchesfrom everybody trying to sell something.
Like the way that, that, that a, abrokerage is gonna win or an organization
within exp like us is gonna win, is bysolving that problem for them, without
them having to become an expert on ai.
(24:45):
Mm-hmm.
Build, build stuff andall that kind of stuff.
And so that's the, you know,the, the, the safe haven.
How do we keep you relevant?
By, you know, most ev and, and again,even though she has 20 people in,
in her, you know, um, and deals ayear coming from repeating referral.
What is her system for follow up?
What is her system for stayingpersonally relevant with those folks?
(25:06):
Staying in front of them, you know,that's, that usually isn't in place.
So,
you know, your, your CRM isn't goingout, finding out everything about
those people, even the things you don'teven know, and creating a customized
experience to stay in touch, add value,um, create offers for things that they
might need in year one, year three,year five, after they buy the house.
That, like you can, it can be allcustomized to each individual person.
(25:30):
Every person in your database is nowmore valuable than they've ever been,
and you can create more value for them.
Than you ever could have we go onto, goes back to that whole, you
know, we closed the transaction.
It represented 4% of thelifetime value of that customer.
What can you do for that person'swhole, entire home ownership experience?
That makes them a raving fan andrefer you someone every year.
(25:50):
And, and I would be willing to bet mostpeople aren't doing that, doing that.
And they're not eventhinking about it yet.
No.
That needs to be plugged in instantlyand go through that, get that list of
your people, let's run it through this.
Let's build the customized plan.
Like all of that is easy to do now.
And so it's just, it's crazy.
You know, now, now everyrelationship, we'll be able to
map it back to a, you know, repeatreferral ratio of your database.
(26:14):
Mm-hmm.
Like, you know, things that wetried to do in the past that.
Required a lot of effort, but, um,you will be, will be much easier.
But if there, you know, most ofthese brokerages out there today,
they're not thinking about doing this.
Um, uh, there, you know, there'speople that are thinking about it
that get it, but they're all tryingto sell you a tool, you know?
Yeah.
And that's, they're, they'rethinking there's a tech play in this.
And I just don't think there is.
(26:34):
I think that it's gonna be, um,the people that do it, just like
Dwayne Leggate used to say with,you know, you know, how do we do it?
And not try to ding the agent'scredit card, you know, for it.
And that's, you know, that's the wayI'm looking at everything is like,
I don't want to charge you anything.
I make plenty of money.
Let me just help you and,and let me just plug this in.
Play.
Let's, let's take care of all the pillarsof your business that are traditionally
(26:56):
a part of every agent's business.
Let's optimize the shit out of eachone of them, step by step by step,
so that you can go do what it is thatyou're, that you, that, that you are
the best at, which is helping people.
But let's let you make it so much better.
Than it's ever been.
Um, I don't know.
I feel like I'm talking in circlesthere, but like, that's the, that
(27:16):
is, um, that's what it, it mywheels are just turning and like,
yeah.
And I think, I think, you know, you gotta,you know, are you the individual that
wants to know how the sausage is made?
Are you the individual thatjust wants the sausage.
And I think that's, youknow, where, where you are.
But it's like, okay, well whattype of sausage do you want?
(27:37):
I think is, is is the question thata lot of folks need to, because
they just get outta desperationand try to help everybody.
And it's like, listen, that's not whereyou're gonna get, you know, the most,
the most traction, the most rhythm.
And it's like one avatar,one platform, one offer.
Like what is, what, what is that?
I mean, obviously on a local scaleyou gotta, you got, you gotta, we
gotta do a bunch of different things.
(27:57):
Right to, to amplify our message.
But it's like, if I had to focus onone, what would, what would that be?
And you know, there's always anopportunity, so talking to agents
right now, like, you're like, like,listen, like we need to have, you know.
We're gonna have a couple differentpillars, but if you're gonna
have, what are you leading with?
(28:19):
What is your, your message to themarket and, you know, how should
they go about figuring that out?
Utilizing AI to know what is my bestopportunity and what is, what is needs
to be my offer to that opportunity?
Hmm.
Yeah.
That part we do for you, right?
So, like that, that's where we're at.
Like it's customer acquisition at,you know, predictable and consistent.
(28:43):
At the lowest cost that results inthe fastest transaction to close.
I don't know if I mentioned this onthe podcast the other day, but like
when I went to solve the, how do Iget an agent to join me at exp and
close the transaction the fastest waypossible, keep in mind I was solving
that problem with the level of intensitythat no one has ever had to solve it.
(29:03):
Like I had never had to try,like I wanna make every agent
that joined our team successful.
Mm-hmm.
Um, so I did a whole lot ofthings to try to do that.
But if an agent isn't selling a propertyand I drop below 40, any one agent
could be worth $135,000 a month to me interms of the levels if I drop below one.
And so we went to work on.
(29:25):
What do you gotta do for the agentthat that makes sure that they close
the deal as quickly as possible.
And we found as, as you know,Herbie's, little as was, you know,
he showed up in a whole lot of spots.
Mm-hmm.
Like
right out of the gate, you sign up foryour CRM and you gotta do your A two P.
I didn't know if they wanted my phonenumber for my, our cell phone number.
If I needed to pick afucking random number.
(29:46):
I didn't know what the hell to do.
I said, agents are gonna get stuck here.
Mm-hmm.
We gotta do it for them.
Like, and it, and it's, you gottago through and try to, uh, uncover
every bottleneck that they're gonnaencounter and then remove those
bottlenecks so that you get someoneto a closed transaction in 30 days.
And if you're trying and, and you, youfeel like if I can do this for every
(30:07):
agent, it's worth 135,000 a month.
To me, that's not how Iever looked at it before.
Right.
Like I was looking at it like,okay, well that agent sells another
house and I make 2,500 bucks, right?
And so that's where we started isbecause the majority of the 1.6 million
real estate agents right now, if youask them, they will tell you, I know,
'cause I've done bazillion calls.
(30:28):
Is I get a lot of repeat referral and,and, and you know, from my sphere, but
it's not enough and it's not predictableand I don't know where it's happening.
I know I should be doing something.
I've tried this, I've spent money on thatand I've tried that and it didn't work.
All things where you gave controlto someone else, portals, um,
Zillow, realtor.com, real geeks.
(30:49):
Um, all these different types of things,not at all customized in, in the approach
of lead generation or understandingwho the core customer is that's gonna
buy in that market, that you know,that, um, you know, that, you know,
when, when you, when we did this inFrisco, it was, you know, people from
Carrollton in the colony wanting to puttheir kids in Frisco school district.
(31:10):
The reason they have, and they have aset of hopes, fears, desires, concerns.
They're a dual income family.
Their kids are this age and this age.
Like when you know all that, youknow, and now you can create content
and push it right in front of 'em.
'cause you generated a lead for $3.
You, um, the one that is, thatavatar, the three things you should
know before you ever put your kidsin the Frisco School District.
(31:31):
Mm-hmm.
That's a tuning fork.
B they're gonna be like,oh my God, that's for me.
What, what happens in thatmoment is rapport, trust.
Oh my gosh.
That's exactly what we're trying to do.
That is, that is the, that tome, it's the easiest place to
start is efficiency of, of.
Quality leads that resultin deals the fastest.
(31:51):
I was already working on it.
I just got to be able to do itat, at a much faster scale at,
at, you know, solve that problemfor more people at scale faster.
Yeah.
And so then, then it's, it's, you know,on the, on the rest of that, that is like,
okay, how do we get, we know the metrics.
If you call the leads, you're gonna call,you're gonna get a hold of 20 to 30 of
'em if you do a good job out of a hundred.
(32:13):
So now we have a mechanismin place to try to bubble up.
The rest of them and find the ones andyou know, sift and sort and find the
ones that are, I think we can continueto iterate on getting more, squeezing
more out of that, that $300 ad spend.
But according to Jack Chat, GPT,it's a two to three x return on.
Their ad, their ad spend.
Just this, just this one thing.
(32:34):
So you could spend 300 bucks,sell a house every 60 days, or
you could sell one a month, or youcould sell two a month like that.
One thing could be, Imean, think about it.
Average commission's, what?
15 grand?
That's 30 grand a month.
You're, you're talking aboutthere's 300 to $500,000 a month
on the table for every real estateagent right now by solving that one
thing with about 300 bucks a month.
Yeah.
(32:54):
What, what else can, if, if you're, ifmoney is your problem or consistency is
your problem, you can convince, try toconvince me that we should go to your
database and see if we can shake thetrees and make something come out of it.
But I can't do it again next month.
Mm-hmm.
Yeah.
You burn it, right?
Right.
You can only, you can only have that,that, that, you know, that shake, shake
that tree off for a couple times a year.
(33:14):
Right, right.
So, um, but, but then you stillconstantly gotta be adding, you
know, contacts into the database.
So.
Most agents, I think, youknow, answer the question.
Most agents don't wanna knowhow the sausage is made.
They just want the freaking sausage.
And, and so, you know, I think it isfrom, from an agent's perspective, um, and
(33:39):
you know, what can they do on their end?
To be best prepared and, and knowing, youknow, where, where the opportunity is.
Okay.
I, I agree with you.
I mean, you gotta have some, some formto be able to get better qualified
opportunities on a consistentbasis, um, as long as you're
(34:00):
willing to work those opportunities.
But well, like we talkedabout yesterday, I mean.
You, you MayT make it.
I mean it's, the AFAsare just in interested.
That's it.
AFAs are just interested.
They're going,
yeah, I was shocked.
Uh, and the spoiler alert we were getting,uh, we'll, let's give them the numbers.
Right.
So, um, I'm not, I don't knowwhere it is in my document.
(34:20):
It's a long doc.
This is a long chat GPT trail by the way.
But the, the, the prediction waswhat you have it pulled up, uh, how
many agents over the period of time.
Yeah.
So.
What it is looking like is
next two.
See, currently,
(34:41):
currently 1.6 million agents.
That's, this is the assumption, right?
Right.
Is, is going off of 1.6.
Um, oversaturated, many part-time,low production in the next five
years expected 20 to 30% washoutagents who don't adapt get replaced
by ai plus fewer stronger agents.
10 years could see thetotal crawl under a million.
(35:04):
Uh, but those left are AIaugmented power agents.
Um,
I was, dude, I was so shocked by this.
Yeah.
Um, I thought we, we, I thoughtwe'd get rid of a bunch of agents.
It's not that much.
Mm-hmm.
And agent productivity goes up, um, oneto three deals per year to eight to 12.
(35:28):
And then double again.
By the
way, that's a two to, it's, I'm on adifferent part of this, but it's a two to
three x average increase in production forthe tier of agents that are AI enabled.
Mm-hmm.
Yeah.
That's significant.
Yep.
Yeah.
It, it, it, it absolutely is.
And it's gotta stop right here, right?
Uh, the early adopters dominate ai, ISAsand marketing co-pilots outperform two to
(35:52):
three x. Um, and that gets out ahead ofthe three to five year where the consumer
apps hit mainstream, and that could be.
Probably faster than than later.
And then the buyer seller startexperiencing AI experiences like
what we were talking about, right?
(36:12):
Concierge, instant answers, curatedsearches, um, agents without
it, look, the word that we werelooking for yesterday, primitive.
Mm-hmm.
And then that five to 10 year run isdefault consum consumer entry point.
And who remain relevant arethe consultants, negotiators,
and local influencers.
Not door openers.
(36:33):
So I thought that wasreally freaking good.
Not door openers.
Yep.
Yeah, no, no space allowed for that.
So, consultative approach, right?
What are you trying to accomplish?
Yeah.
We, the, the other interesting thing isthat, okay, well, so in, and, and, and
two to three years, it's little shrinkageon the one, and I went deeper, I can't
(36:55):
remember after, if it was before or afterwe were on the call, but 1.5 million.
Um, we see the increasein production per agent.
So everything right now, thelandscape looks really good
for agents that, that adopt ai.
Right.
Um,
five years from now,what does it look like?
Um, agent count drops 20 to 30% between2028 and 2030 to 1.1 to 1.2 million.
(37:17):
Those are gonna be the interested, like,you know, the, the, you know, they're
interested, um, but they're not committed.
Um, that's, that's gonna be your,you know, the bulk of the low
producing agents that do less thanthree to five deals, I would say.
Yep.
Um, and so the winners agents positionis trusted advisors plus negotiators,
like you said earlier, plus wealthconsultants with AI concierge
(37:39):
tools for the, for their clients.
That's, you know, customized andbranded experience from you as the
agent brand, assuming that the, thatone of these companies doesn't come
along and curate and create thatfrom a company branded perspective.
And if I was to guess which companymight be trying to do that, it would
be Compass and what are they gonna do?
It's the same thing's gonnahappen with teams at Compass.
(38:00):
What, you know, they're trying togo, come out, they're trying to stop
playing, playing, playing nice with us.
They're trying to controltheir own little environment.
And sell everything in-house.
What do you think they'regonna do to commissions with
agents that, that are there?
If they're able to do that, they'regonna, if, if they implemented this,
they're gonna go back and be like, yeah,we're putting y'all on a 50 50 split.
Because we're the onesthat are doing everything.
We're doing everything.
We control the consumer, theirexperience, we're curating their
(38:23):
experience, we're curating, we'reproviding all the options they could
become.
Think about this one.
John, the only reason that real estate,me, and you know this, and we've said
it a million times, I don't know howmany people pay attention to it when we,
when we say things, but the only reasonthat, that the brand doesn't matter
in real estate is because the consumerexperience is managed by the agent.
Mm-hmm.
Meaning
(38:44):
if you do a good job,they come back to you.
Doesn't matter if you got balloonson your side, giraffes on your
side, or clowns on your side.
They come back to you if you, ifyou create a great experience.
We all know this, but that'swhy the brand never mattered.
It didn't matter.
Nobody.
People don't even know you got whatcompany you're at half the time.
We all think that in thebeginning that that matters.
It's, it is.
It doesn't.
(39:05):
But the, the, there is a real possibilitythat, that, that one of these companies
or a new incumbent is going, going tocome in and be the brand experience
mm-hmm.
And
implement this and put an agentfor what an agent's worth on the
back end of the relationship.
And they're gonna take a muchhigher split and, and they'll be
able to acquire, gain, and acquirecustomers without an agent's help.
(39:29):
And so that right nowthe agent does all that.
So the, for the agent to serve to, youknow, the agents that, that do the same
thing, which will be at the, the majorityof the best ones are all gonna do that.
What happens when you, you have what?
We generate all these leads, wespend all this money, you know,
you're giving all this money toZillow, that's gonna go away.
(39:49):
By the way, you know, ifyou don't think Zillow.
It's gonna have the first AIagent in place, and they're gonna
start, they're already at 42.5%.
They're about to pull that in-houseand have their own brokerage.
Again, they're, they're aboutto be our competitors again.
You can bet your ass on that.
There's, they think about how manyhundreds of millions of dollars Zillow
spent putting a call center in placebecause agents wouldn't call leads.
Mm-hmm.
(40:10):
And then what they say, God dang,the best thing you can do is
just give it to the best agent.
The best agent is now ai.
Now, okay, what is Zillowgonna do with their leads?
They gonna give 'em to youand take 42%, maybe 50.
Maybe they'll give a 60.
I don't know now.
Well, let's just take that in-houseand we'll keep all the money
and we'll, salary and aids it.
Mm-hmm.
You know, there, there that'll,that'll be, that'll be coming.
I guarantee you that's coming.
(40:31):
Mm-hmm.
And so it's interesting, it'sinteresting to see the landscape.
Um, but, you know, shoot,
well, I mean the, the, theinteresting thought, thought
question is, you know, how do you,how do you put exp out of business?
And, and, and that's how you would
do it.
And you think about it for a secondand you go, okay, well exp iss
(40:54):
more platform to support the agent.
Whereas a compass takes theapproach, we're gonna dominate the
experience and own it through AI for.
Becomes the brand and notdependent upon the agents.
Interesting.
I mean, it'll be interesting,you know, I'll run
CHATT when we get off this callbecause Yeah, because I, I, I, I, I
(41:18):
just believe that Compass will do it.
And you know, they're, they'vealready made some ballsy moves.
I don't think they saw this much.
You know, they don't, they madethose moves before this was
even starting to materialize.
So either they, they didn'tsee the future, I don't think.
But, but how many agentsare gonna leave Compass?
Um, you know, the, because the agentsthat own the relationships and they
adopt technology, if, if Compass givesthem that, if exp gives us that branded
(41:42):
to us, which is what I know that expwould do, because that's what Glen's
vision is, what's best for the agent.
Mm-hmm.
He's gonna arm us with the righttools to create that experience
and own and, and create thatcustomized experience for the agent.
Uh, for the consumer nottry to be exp as the brand.
I'm not so sure what Compass is gonna do.
Yeah.
It's um, you know, it's, it's,it's one of those questions, right?
(42:05):
Like.
Um, you know, the Andy Grove, youknow, only the paranoid survive, right?
New, new, new.
CEO comes in.
What, what, what do they do?
Right?
You know, a, um, you know, if we wereto, if, if we were a competitor of ours,
how would we, how would we outperform?
How would we put us out of business?
Right?
Those are the thought questionsthat I'm sure you know.
(42:29):
The Glens and, and the Leos and, andthe Kindles are, are thinking about.
'cause you have to, you have to, you,you always have to be thinking, you
know, where, where are my blind spots?
How can we get disrupted?
How can we get upended?
Um, and I think that just helpsyou strategically make better
decisions and moves navigating.
You know, as fast as the future is coming,
(42:52):
you know, 10 years down the road, ai,you know, chat GT's prediction is,
agent count falls below a million, so50 to 60% drop in agent count per agent.
Production doubles againstsuper agents with ai run billion
dollar books of business.
Consumer expectation aiconcierge is the default.
Agents equal overlay oftrust plus local nuance.
(43:14):
Mm-hmm.
Winners.
Winners.
The winners will be local celebrities.
Um, celebrity agents leading leadersowning consumer AI platforms, um, org
builders, people who build organizations.
Um, the losers, the long tailof part-time low skill agents.
It's what we've been saying since 2010.
(43:36):
Yep.
Because it's fascinating, man.
Such, uh, such good stuff and I think,you know, being able to, to help people
navigate through this and, and makesure they're not sitting up on the
sidelines, they're, they're getting inthe arena, they're staying informed,
they are making, you know, the bestpossible moves and, but it, it takes.
(43:58):
It takes folks like us to helpthem make the best decisions
and, and help them navigate that.
Um, there are some that wannaknow how the sausage is made and,
and they're, they're, they're outat the, you know, the forefront,
you know, here what we're doing.
But there's also a lot thatjust be like, gimme the sausage.
Tell me, tell me where I need to navigate.
And, uh, I'm good.
(44:18):
Let's go.
The fun thing, the thing thatI think my biggest takeaway,
and we can wrap up on this.
Um, is that, that Chad GPT isn'treplaced, isn't, isn't saying
that the agents will be replaced.
And I think that's really interestingbecause it, it could have gone that
direction and said, yeah, for surethis is gonna go this direction
(44:39):
and agents are gonna get replaced.
Yeah.
But even Chad, GPT is saying it'sa small, you know, we're starting
to weed out the week the ones thatshouldn't be in the business anyways.
Um, and agent productivity is gonnago up for the ones that provide an
amazing experience for their customers.
And the thing that I know about everyreal estate agent that I've ever met is
they care about their customers and theywant to provide the best experience,
(45:02):
and now they're gonna be able to providea much better world-class experience
for their clients by leveraging AIto do a lot of the heavy lifting and
figuring out, out of all of this stuffthat they should be doing that they
could never do on their own without it
a hundred percent.
So,
you know, it's, it's,it's gonna be fun, man.
I'm excited.
Dude.
I, you know, we're, we're at the, we'reat the, at the very beginning of, um.
(45:24):
Some people do.
You are gonna make a lot of money andbecome the number one agent in their
marketplace and own it for another decade.
Mm-hmm.
Instead of, oh no, I'm gonna beoutta business and out of a job.
And I think agents can put that aside.
You know, you need to adopt ai.
You need to get in and start using it inyour business and implement it to make
systems and processes more efficien.
(45:45):
Look for inefficiencies in your business.
Go to Chad, GBT, askhow you should solve it.
Should you do this, should you do that?
And more importantly, get around peoplethat can provide these tools to you.
And that would be
agree cause I appreciate you and, um, youguys out there, you know, get plugged in
and, uh, don't keep your head in the sand.
And, uh, stay plugged in, stay engagedand keep doing honey badger stuff.
(46:09):
Appreciate you.
Awesome, brother.
Appreciate you later.
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.
(46:29):
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