#733: Inside Agent to CEO 2025 — Leadership, Systems, and the Future of Real Estate - John Kitchens Coach Podcast | Life. Coaching. Real Estate.

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 KitchensCoach podcast experience.
This is your host John Kitchens.
Get ready to think bigger andtransform your business into
a path to lasting freedom.
So we wanted to do so Joel and I havebeen doing, we did, we did this power

(00:23):
hour leading up to, um, Clevelandagent to CEO and, um, kind of talking
about things and, and everythingleading up, building up to it.
And then we, um, obviously this, thispast Tuesday, I couldn't make it.
I was actually at the exp rallyin, um, Ontario on Tuesday.

(00:43):
So we pushed it to tonightand we wanted to, to really.
Recap back through thetwo days in Cleveland.
We really wanted to, um,you know, kind of our ahas.
Um, Joel and Joel and I haven't evenreally had a chance to fully debrief
on, on the whole event itself.

(01:04):
Um, I don't know, Joel, um, I walked outof last year's event feeling that it was
the best event that we had ever put on.
I think it was, it was cool too becauseit was the first time that, um, me,
Mikey, and, and, and Jay had beenon, on the stage at the same time.

(01:25):
And then Al as well, the fourof us since Brent Gove build.
When was, shoot, when was that?
That was back in his first build event.
Was that in 21?
22?
2 1 22, something like that.
So that was the first time the fourof us had been back on stage together

(01:46):
since, um, since then, um, was in,uh, agent C on Cleveland last year.
So that was, that was really cool.
That was a cool experience.
I think that might've been, youknow, really powerful at that point.
I think it was also, um, youknow, really powerful with, um,
you know, having Kendall there.

(02:06):
Um, it's really one of the first timesthat I really got to connect with her.
Renee, I am so sorry.
Um, we were rooting for you.
So, um, yeah, um, uh, in fact,Joel and I were just talking about
that before we, before we hit go.
Um, the amount of energy you haveto exhaust and when your goal shifts

(02:30):
from we're gonna win the World Seriesto what if we made the playoffs?
Like what if we made the playoffs?
The amount of energy that hasto be exhausted to go from 15
back to just make the playoffs.
Like there's no way they hadanything in the tank for, for this.
And so, um, just, just really remarkablecoming back from 15, 15 games back with

(02:52):
what, 60 days left, something like that.
Whatever it was, it was, it was crazy.
So I like kudos to even making that, butit goes to show kind of long term and
short term goals and, and so that's kindof what we were, um, kind of what we
were talking about before you jumped in.
Um, just thinking about sometimes whenyou sprint and you have to exhaust

(03:14):
the entire tank and then you'relike, oh my goodness, I got another,
I got another five miles to go.
Oh my goodness, I gotanother 10 miles to go.
That's why you never, you neverset a finish line like when you're,
when we're, when I'm running.
Like you just go.
And when you set that finishline, then you just get to it

(03:36):
and then you're like, oh, snap.
I got another, I gotanother five miles to go.
I, I, I missed the route, I missedthe cutoff, I missed the turn.
I got, I got seven more miles to go.
It will just defeat you so bad.
So kudos to them for, for, forwhat they did to come back.
Um, but man, I bet their gas tank was justgone, just gone to be able to get there.

(03:58):
So heck of a run.
Alright, Joel, I lostmy thought completely.
I don't even know where I was.
I saw Renee pop in and Ijust, you're talking about,
uh, talking about maybe last yearwas the best event we ever did.
Uh, oh yeah.
Sorry.
Ken in town had Leo in town.
Yes.
Thank you.
So, so Leo came in, he was phenomenal.
Kendall was amazing.
Um, so it was, it was, itwas really spectacular.

(04:20):
I think it was more.
Personal because of the four of us,the first time on stage since, uh,
Brent Gove's event and his very firstbuild that he did in Dallas this year.
You know, for me, and I wouldlove Joel, obviously we're gonna
ping and pong through this andobviously you guys chime in.
I'm really gonna walk us throughthe event and our ahas and takeaways

(04:43):
and, and what we loved about it.
Um, I, I can't wait toget to, to Renee's story.
Um, just what she shared with meyesterday, like I still have goosebumps
thinking about the connection for her.
And, and so for me, this, this event andI mean, isn't it funny when you have, um,

(05:04):
other things going on or that's why wealways talk about layers deeper, right?
When things are layers deeper,we all have our stuff and we're
always dealing with stuff.
Uh, get to pick on Renee because of, um,you know, the Indians losing, but um.
You know, we, we all go through seasons.

(05:24):
We go through things, we go and wehave certain things we're dealing with
and how we feel about certain things.
And so I think last year was, was prettycool from a personal side of things.
And it was pretty cool becauseof, um, the first time the
four of us to there together.
And then this year,um, was, was different.

(05:48):
And I, I don't know, for me personally.
And Renee, you were there last year,um, Joel, um, you know, anybody,
you know, tuning in the comparisonfrom last year to this year.
Um, how was it, right.
How, how was it for you guys in, youknow, the, the experience, the delivery

(06:14):
to me last year still felt like itwas a better event than this year.
And, and, and like I said, you know, it'sjust kind of where, where we're at in, in
kind of seasons and the people and doingthings this year was special personally
because of Blake and Blake being there andbeing able to, what I get to experience

(06:36):
anytime that, like I have a, I have asituation, I can just do this and I,
what, what he gave you guys on stage.
I can get, I can get or like, Hey,I'll see, I'll see you next week.
I can get that anytime.
So for me that was, that was a coolgift to be able to put him out there
for, for everybody in, in, in the room.

(06:59):
Um, I get Tina anytime, right?
So, so I know, I know with Tina, um.
V v's v's v's.
Magical.
I love her digs.
Um, I love her little VV, youknow, being, and v um, like, like
literally I gave her a hug after andI said, I love, I love your digs.

(07:23):
I love how you are you.
And she was like, she just kindagave me that VV sly smile and look,
'cause I know what she did, youknow, she, uh, this is how they used
to do it, but this is how we do it.
Um, so, um, it's, it's good, right?
And I think that's why it'simportant to stay in the trenches
and stay, stay relevant to what'shappening, being connected.

(07:46):
Um, so we can talk about that too,Joel, you know, uh, pros and cons and
things and moving forward, but yeah,I mean, I would love, you know, open
it up to you guys before we kind ofdive in and walk through the two days.
How it was for you, if you, if youhad the opportunity to experience,
you know, last year and this year,what was, what was different?
What was, what was, what was better?
And it's why I always start every,every session with the man in the river.

(08:13):
The, the man in the river quote, becausewe're never, we're never the same, right?
We're always evolving,we're always growing.
And the river is always flowing.
And so no man steps in, youknow, the same river twice.
'cause it's never the same riverand never the same, same human.
So open it up before we kind of dive in.
Any thoughts, questions, feedback?

(08:35):
Dustin?
Renee.
I thought, um, I, I thought tough,like almost tough to compare 'em
for me because I feel like eachone, each one last year and this
year was what it was supposed to be.
And what I mean by that was last yearit was the right time to throw an event
that was a little bit more optimistic,a little bit more about building, a

(08:58):
little bit more inspirational maybe.
And it felt like this year wasthe right time to be a little
more vulnerable to, you know,everybody really put it out there.
I mean, Blake set the tone right fromthe, right, from the first session of
talking about how hard this year's been.
And, and I think everybody kind of keptthat running throughout the, mm-hmm.
Throughout the whole event.
And I feel like that's what, I thinkthat's what people needed and I think

(09:18):
that's why it was so well received.
So just from like a straight contentperspective, you know, I don't
know if one tops or the other,but I, I feel like each, each one
was what it was supposed to be.
That's kind of how I look at it.
Yeah, I love that.
And, and remember, you know, and,and obviously teaching, right?
So.
Utilizing this time as we walk throughthe event from a teaching moment.

(09:41):
That was, that was done by design.
That was, that was done intentionally.
It was intentionallyto put Blake up front.
I mean, that was, that was like,there was no like, let's draw straws.
No, that was super intentional.
And in fact, when we started, he was thenumber one person I wanted to go after.
Although we wanted Tina, because we'vebeen trying to get Tina since 22.

(10:04):
But I knew that we had to get Blaketo set the tone for this event.
And so when I knew that I gotBlake's commitment, I knew Game on.
I knew, I knew exactly what you justsaid, Joel was gonna happen because
when you and I had the opportunityto connect with him, I saw it.
Obviously, like I said, youknow, I saw it per, you know,

(10:25):
off camera, behind the scenes.
I saw what he was doing,but we got to see it.
Renee, remember when he, whenwe had him on the topic call.
And I, I said to you guys, I said, thishuman is vibrating at another level
that I haven't seen him ever vibrate at.
Like ever.
Like I've, like, I've known Blakefor what I mean, 15 years, like

(10:49):
really, really intimately gettingto know Blake since like, him, and
I like time since, since COVID.
That's, that's when like we wereal always spending time together,
always talking, always connecting.
I've never seen him vibrate.
I've never seen him be on this level.
Like, and, and I told him,man, I, I called him, I

(11:09):
called him after and I, like,
on my drive home, I had one phone call.
I had one person call me on the way home
and I mean, I, I just, I, Itold him, I said, listen man.
I said, you inspire me.
I said, dude, I love you.

(11:31):
Thank you.
And you want me, you make like,I wanna be a better be, be
a better man because of you.
And he is setting the bar.
And so I can't wait to get thefootage back out to you guys.
Um, we have everything.
We're breaking it apart.
We are doing, getting everything labeledso we can get it over to the Hzi team.

(11:53):
In fact, I missed a call fromDanielle, um, a little bit earlier.
I gotta call her back after, after this,get them the content so they can get
the AI agent out to all of you guys.
And if you have, I would tell allof us, all of us, the very first
time that you get that, that link.
Go straight to Blake Sloan'sopening conversation and go back

(12:15):
and re-listen to, to everything.
And, and maybe, you know, usually Ilike to listen on things at 1.5 speed.
I'm probably gonna have to go 0.5 speedwith Blake, slow it down a little bit.
Um, but I, I was so proud of him.
He goes, he goes, he goes, listen, hegoes, he goes, I go fast and I mumble
and I'm be like, bro, you don't mumbleas much as you used to, but, uh, yeah,
you're good in, in all in all fun.

(12:38):
Yeah, I think
there's a, there, there'stwo things happen.
I've been to a lot of events overthe years and there's, there's two
things that happen pretty, prettyfrequently that really frustrate me.
And, and one of 'em is somebody who'splaying at a high level like that talks
about, oh, well, you know, I kind ofused to struggle with this stuff and
maybe you guys are struggling with this,but, but they kind of present this,

(12:58):
well, I don't have problems anymore.
Like, I used to haveproblems, but now I don't.
'cause I'm at this level.
Um, and obviously Blake blew thatoutta the water 'cause he's running,
you know, one of the best teamsin the country talking about how
difficult this year's been andhow he had to step up as a leader.
Um mm-hmm.
So we didn't have any of that.
Oh, well I used to haveproblems kind of thing.
Um, and then, and then you don't,because so many of the people are, are

(13:20):
actively building a business right now.
You also don't get this sort offalse, like, um, well what I, what
I, you know, this is what I would do.
Or I would, you know, if I,if I was starting over, I
would do this kind of thing.
It's like, no, this is what I'mdoing right now to be successful.
This is what, this is how I'msolving problems right now.
Um, so I really appreciated what, whatreally everybody brought in that regard.

(13:45):
Even Jay, you know, notrunning a team anymore.
He was talking about this is thestrategy I'm working on right now.
This is the problem that I'mtrying to solve right now.
Like.
If, if you, if you pay attention tothe whole agent to CEO process, Jay
was dropping little pieces of it.
He still does that process himself.
It's just not building areal estate team anymore.
He talked about his strategy.
He talked about gettingclear on the problem.
He talked about, okay,where's the constraint?

(14:07):
Um, who, and then who am I gonna haveto have in order to solve this problem?
Um, so even, even Jay brought iton a, a really current, you know,
vulnerable level of this is what I'mtrying to fix or solve right now,
which I thought was really cool.
Mm-hmm.
So it wasn't just, it's the stories ofwhat we, you know, what we used to do.
Even though I love, I,I, I joked you could put.

(14:28):
If you could put, uh, if you could putVeronica, Jay, Al, and Tina all up there,
and just, we could have a whole dayof them telling stories about all the
stuff they've goofed up over the years.
And I said I'd pay, I'd pay a, alot of money to go to that event.
Yeah, yeah, yeah.
The stories and, you know, soyou guys know that was, that was,
that was the push for all of them.

(14:49):
I was like, listen, like stories.
We want stories.
Everything has to be stories.
So for all of you guys listeningin, we talked about the future
and, and keep coming back toGary V like Nostradamus himself.
The future is brand, but thefuture in marketing is storytelling

(15:09):
because nobody trusts anything.
Like we, it's the lowest trust.
So.
Two books that you guysneed to dive through.
You can either read, consume,have ai, give you the Nuggets and
how it applies to your business.
But you have to get back into DanKennedy's trust-based marketing

(15:29):
and you've gotta get into DanKennedy's marketing to the affluent.
Those are the two booksthat you've gotta go to.
So Dan, Dan has some of the mostincredible content in stories.
The His No BS series, no BSTime Management, no BS like
Operations, no BS Management.
Like those are some of the best contentlike Period that you can get to.

(15:52):
And if you're not on DanKennedy's newsletter, get
on Dan Kennedy's newsletter.
It is like, like literally.
I have like 74 newsletters thatcome into my inbox as well as I'm
sure all of you guys do too as well.
I read Vern Harnesses, I read DanKennedy's, I read James Clear's and
I've been reading a lot of Dan Martel's.

(16:13):
So like there's certain thingsthat, that you can, uh, Hey Vince.
Absolutely.
Um, so, um, angel, if you're, if you'relistening, um, IVA, if you can capture
them, make sure whatever, whateverwe're capturing books, if you guys can
throw that in that, that would be great.
So it's Dan Kennedy, which is thegodfather of, of, of marketing, of

(16:38):
really, really direct response marketing.
Dan Kennedy's the direct responsemarketing king, and um, he has
no BS series, but trust basedmarketing is the number one book.
And then marketing to the affluent,and I'll come back to why marketing
to the affluent is so important.
Dustin, what's up brother?
So I'm, I'm really glad thatyou just mentioned James Clear.

(17:01):
'cause uh, that's kind of whatI took out of that was like,
you know, kept on resonating.
You don't rise to the level of your goals,you fall to the level of your systems.
And I think everybody's so confusedinto this market and they're
like, oh my gosh, I'm actuallygonna build a team in this market.
And watching these guys andhaving, again, those stories of
how they've been able to fail.

(17:21):
But it's always back to the basics.
You know, slow to hire, quick tofire, and if you don't, here's the
tragic stories of what will happen.
Yeah.
Right.
And I always call it, you know, Jamesclear's master at that of saying where
you have to be whoever you need tobe, you gotta get your head space in
where it's that self-awareness first.

(17:42):
And it's kind of a two way street becauseas soon as you get the being right,
I look at it as a bar because it'spushing the reps or push the bar up.
So you have to be, then it's theactions, then it's the results.
And so it's like, who do we haveto be first in order to take these
action steps to get the results?
And then it's a two-way streetbecause repetition is the
mother of all teachers, right?
So the more that we do all thesehabits and these actions to become

(18:04):
a better leader, now all of asudden you become that leader.
That, and I think itwas just perfect timing.
And I think everybody's like sick.
Like there, it's like AI fatigue almost.
I think Nick said what, like,content increased like 10000%.
Mm-hmm.
So that was really, really valuable.
Where it was like cutting acrossthe noise and clarity of like, Hey,

(18:24):
you know, stop using AI is like,it's gonna take you over anything.
It's, it's the, you know, andthe AI driven leader, it's the,
the, uh, the thought partner.
Mm-hmm.
And here's the basics of how to use it.
And then, you know, huy andeverything coming into there.
'cause AI is the, is the big challenge.
And like you said, Gary V is saying,all you got is your brain, your reviews,

(18:45):
but also it's that social trust.
And, and, yeah.
I mean, a couple of my team members,we've even been like, Hey, you, you have
a director of client liaison right here,or Director of happiness before you're
doing anything else in terms of, you know,A-A-C-F-O or CEO, anything like that.
Because if your clients don'tlove you and trust you, they can
do all that on, on their own.

(19:05):
It's on their phone, right?
Yeah.
So, yeah, I think it was very timely.
I don't know if you could even comparelast year to this, because it's,
you know, uh, apples and orange isreally, there's, it's such a Yeah.
Different market.
The landscape has changed
so much in the last 12 months.
Yeah.
It's crazy, isn't it?
Yeah, yeah.
Yeah.
I, I think Joel, I think Joelhit it right on the head.

(19:26):
I was thinking like, he almosttook the words outta my mouth.
I think last year, you know, with Leoit was, it was so inspirational and
he was talking to the masses, right?
He was, he was talking to everybodyto lift the entire room up.
And I feel like this year it wasabout connection and each one of
those individuals on stage hada, had a different connection
with individuals in that room.

(19:47):
And it just went deeper.
And we had the, the strong femalesup there and, and I love that we
had the lunch, um, for the ladies.
Mm-hmm.
Because they talkedabout the working genius.
And I think it, um, you know, yousee Blake up there and I love Blake.
Um, but as soon as Jaysaid he, he's a cyborg.
I'm like, yeah.
Yes, yes, yes, he is.
He's, he's not normal.

(20:08):
No.
And, and I think some people inthe room were like, holy shit.
Like what that guy does.
And then other people were like, holycrap, I could never do what that guy does.
Right.
And then I think the, the womenin the room, when Tina came in
at lunchtime, it, it, it put the,the human back in it a little bit.
Mm-hmm.
And, and Tina's not the most,um, nurturing individual either.

(20:31):
She and she self admitted.
Um, but it just, it was, theconnection was, was good this
year, like really, really goodinspiring and lifting up last year.
This year.
Uh, I love that.
So, so, so spot on.
And, um, it's wild if you guyshave not taken working genius, you

(20:54):
have to take your working genius.
Like literally, I had, I had 1, 2, 3, 4,
I had four, five, I hadfive conversations today.
All of the issues we resolvedby going through working genius.

(21:16):
Five, like five conversations today.
Every issue resolvedthrough working genius.
So this morning had aconversation with an agent.
She's frustrated with a clientbecause he's being too vague.

(21:37):
I said, Paisley, what'syour working genius?
She goes, she gives it tenacityas part of her, her genius.
Do you know what?
Tenacity?
Do you know what peoplewith tenacity crave?
Clarity?
Tenacity.
Tenacity.
People with tenacity.
If it's in your, if it's in your workinggenius, you get, I'm gonna say it.

(22:01):
You get, sorry, Renee.
If the kids are there, you get shit done.
You get shit done and, butyou need a level of clarity.
You need details.
So she was frustrated with this clientbecause this client, and she's like,
well, how do I approach the client?
I said, tell the client.
Say like, listen, I work bestwhen I have all of the details.
Like I sweat the small stuff.

(22:24):
Give me, gimme, gimme, gimme, gimme.
If you can't gimme the details,I'm gonna keep asking questions.
I'm gonna keep pulling it from you.
And she's like, oh my gosh.
And it clicked.
So all the people stuff can be just.
Distill down to your working genius.
So know your working genius.
Start to uncover others aroundyou, their working genius.
Understand what, what you crave,and understand what will crush you.

(22:47):
Because working genius canalso be a weapon that's like,
core values can be a weapon.
You have to understandand use it for good.
Right.
So, uh, uh, is this, is this helpfulif I kind of go off the reservation
here for a second and kind of talkabout the power of working genius?
So it's, it's a relationship tool.

(23:08):
It's, it's also a relationship withyourself to know what, what you're
good at, what you're not good at.
Um, Tina and I have a, uh, project thatwe've been talking about since March
and we're about to the point we're aboutto launch it and it's, it's actually
utilizing working genius for couples.
So, um.

(23:28):
I laugh because Tina's, you know, hadthe perfect, I mean, obviously nothing's
ever perfect, but she's married her,you know, high school sweetheart.
They've been together sincethey were 17 years old.
And so she wants to do a project with me.
And I said, oh, well, you need somebodythat's epically failed, you know, in
relationships, not once, but twice.
Right.
To bring some, some characterto the conversation, right.
Tina thinks, um, um, and so she,um, working through that and, and

(23:54):
understanding when you have somebody'sgenius, and this is, this is super
important in, in your relationshipswith your team, understanding kind
of, kind of with your, the people thatyou, you spend the most time with.
So Leanne's a gt, she'sa galvanizer in tenacity.
She gets things done right.

(24:17):
And a lot of top producers,solo agents are a lot of GTS or.
Uh, E e's kind of close, but it'snever in the genius like the solo
that don't want to have a team,that don't wanna be a part of team.
They're all gts.
Well, GS crave reaction, right?

(24:39):
They get crushed by lack of interest.
So when you have a G, which are Gs,and you're head of sales, so if you
had to have a head of sales, theyneed to be a G because they galvanize,
they rally people, they're thecheerleaders, they pump everybody up.
They inspire everybody.
So as a weapon, as a weapon,you can just not give reactions.

(25:02):
You can show a lack of interest,but when you have somebody that you
know is a G it's bids and turns.
When they send a message, yougotta respond right back to 'em.
Hey, what's up?
What's happening?
Right?
That, that fuels a G in a, in a good way.
And then tenacity, craves clarity.

(25:22):
I'm gonna get things done, but Ineed to know what I'm getting done.
I need more clarity, any more detail soyou can use it as a weapon and be vague.
So understanding, you know, inrelationships with your key team
members, what are their genius?
What do they crave?
And give it to 'em, right?
Um, one of the conversations today,one of their key team members, number

(25:43):
one, number one key team member isa te That's an interesting dynamic
because they get things done, but an eis an, is is an ultimate team player.
An ultimate team player.
You want 70% of your team to beease because an E will never tell
you, Joel, that's not my job.

(26:03):
I'm not gonna do that.
An e believes that everybodytakes out the trash.
No job.
No job is, is, is above them.
And, but ease, crave, appreciation.
Us sometimes hard drivingpeople have a hard time pausing
saying, atta boy, atta boy.

(26:24):
That's a good job, right?
But when you have ease, you gottastop and be intentional with it.
Joel, we talked about that today on the,on the, on the, uh, q and a call, right?
And Joel said, build a system around it.
That's, that's the whole point.
When you know your people and your goalis to empower and grow your people, the

(26:45):
only way you can do it is with systems.
You gotta have systems.
Once you know the goalto build that around.
So like, listen, if you're havingpeople problems, which all of us do,
you need to make sure the most importantpeople around you have the working
genius and you need to understand it.
Don't read the bookand get on the podcast.

(27:06):
Take the assessment first.
Then read the book andthen listen to the podcast.
So we talked about it earlier in theq and a call, but I just, I wanted
to bring that up because it's, it'sso stinking important that 99% of our
problems tend to be people problems.
But, and it's because we justdon't understand the dynamic and

(27:27):
understand how to, what drivesthem, what goes through it.
I'm dealing with a situation withone of the largest mergers in Canada
for a team, and they're, and they'restarting to do this because the
newness is starting to fade off, right?
The, you know, the 90day dating period, right?

(27:47):
Everything's great for 90 days,and then you start to get to, oh,
this is really who this person is.
But, uh, and, and I'm like,send me their working genius.
As soon as I saw it, I was like,yep, that tells the whole story.
So like, listen guys, if you're dealingwith people, get the working genius.
It'll unlock so much for you.

(28:08):
And if you're having problems withit and you don't understand it,
get on a call with me and Joel.
'cause we can walk you through it andit's second and unlock everything for you.
And you'll be like, ah, okay, got it.
Makes sense.
Now I know how tocommunicate with this person.
Now I know how to get thebest outta this person.
Now I know what to not, youknow, not do with this person.
So super, super important.
Uh, Joel, anything else you wanna say?

(28:28):
I wanna kind of touch on, um,kind of that next segment.
I know we talked about, you know, Blake,you know, set the tone super vulnerable.
One of my favorite, favorite things,um, that I've shared twice is the, uh,
productivity and um, um, core value,uh, matrix, which was fire by the way.

(28:50):
Holy smokes.
It was fire.
Yeah, I mean, I'd say let,let, let's move right into it.
But I mean, it all, itall starts with mindset.
That's why we put Blake up therefirst and, um, and, and nailed it.
Who, who do I have to become, um,to, to do these things I wanna do?

(29:10):
So yeah, I love it.
It was, it was awesome.
Yeah.
Let's start, let's start rolling through.
Uh, so we got the mindset.
So
we got, so we got mindset, everything.
He set the stage for us.
I mean, obviously culture andproductivity matrix, which was
incredible understanding your people.
Um, we got into clarity, right?
So all of you doers out there, um,with tenacity, you need clarity and

(29:34):
um, moving in a known direction.
So I'm gonna re justkeep coming back to it.
What are we trying to do?
What's the goal?
Is that really the goal?
What, what's the future?
And listen, if, if wi is a frustrationfor you, this is super, super hard.
Like this is super hard.
You don't want it to spend the time,you don't wanna have the conversation.

(29:55):
So Joel, I've got my working genius.
I'm a w I'm a W in my frustration,how do I figure out my future?
How do I figure out where I want to go?
Like, that frustrates me to dream, itfrustrates me to even think about like,
I'm a doer, I just wanna get things done.
So how do, how do I find a destination?

(30:17):
How do I find my freedom?
Yeah.
I think the, the first thing youneed to do is really internalize
the fact that if, if you don't havea vision, then you, you, you cannot
get people to come along with you.
So if you don't have a visionand, um, and you're, and you're
not willing to do that, like.
You, you're almost disqualifiedfrom having a team and,

(30:40):
and running large business.
And, and, and that might be okay.
You know, you can get, you can get bywith saying, I don't know what I'm doing.
I need to make a bunch of money.
I'm just gonna sell abunch of real estate.
Like, that can carry you for awhile while you figure it out.
But if you say, I don't know what Iwant, I don't know where I'm going.
I don't know what the 10 yearsfrom now looks like, but I,
but I know I want a team.
You, you're, you're, you're gonnafail because the, one of the main

(31:02):
things you have to do as a leaderwhen you're building a team, building
a business is, is cast a vision thatother people want to be a part of.
And something that we get wrong a lotas, as entrepreneurs and coming from
somebody who spent, you know, I spentmost of my career as an employee working
for other people is you're not justhoping that you get lucky and find
people that already share your vision.

(31:23):
You have to go communicate your visionand then you find people who get excited
by it and want to come along with you.
And sometimes, sometimes we, wedon't think that there's people out
there because that's not how we are.
Like most of, most of mostentrepreneurs don't want to be a
part of somebody else's vision.
They want to be casting the vision,they wanna be chasing their own.
But a lot of people want tobe part of something special.

(31:44):
They want to be caught up insomebody else's vision and, and
chase something big together.
Um, and so you have to, you, you have tobe able to, to cast that vision for people
if you want them to come along with you.
So the, so the first step is,is you have to believe it.
You have to believe that it's important.
Um, and if, if you believe it and,and you're, you know, that's not you,

(32:06):
you're not the visionary, but, but youbelieve it's important, you do want to do
something big, you wanna make an impact,you want to have a team, um, then I'd
say you need to get some help with it.
And, and that could look a couple ways.
One would be, um, look at somebusinesses that you respect.
Talk to leaders that you respect.
Who do you admire in the industry?

(32:27):
And, and start learning about theirvisions and see what resonates with you.
Um, that might be, you might be gettingclues to what your vision might be.
Another great tool you can useexercise to go through is, do you
have some things that you're reallyclear that you don't want to be a
part of your vision and start there.
I don't know exactly what Iwant yet, but I know for sure I
don't want to do these things.

(32:47):
Okay.
Start getting the list of the things weknow aren't gonna be a part of the vision.
Again, we might be gettingclues to the vision.
Um, and then maybe get some help.
You know, uh, I love a book,uh, called Vivid Vision.
It's a great exercise.
Cameron Harold?
Um, yeah, go, go down a, have aconversation with chat GPT and say,
here's what I'm struggling with.
Um, what advice can you gimme?

(33:08):
What questions could you ask?
Um, and, and.
You can, you can have it be a little bitkind of clinical at first, but at some
point it really has to be inspiring foryou because it it, it's gonna get hard.
And when it gets hard, if yourvision's not big enough, chances
are you're, you're gonna fold.

(33:29):
Um, so those are just a few Yeah.
Kind of maybe some practical thingsyou can do, but yeah, you definitely
have to believe it's important first.
Um,
yeah, brother, that was so wellput, man, that, that was awesome.
And, uh, as you were talkingthere, I was thinking about it's
okay to be an intrapreneur, right?

(33:50):
And, and you really think about it.
We're all entrepreneursat exp. Think about it.
We're within the vision ofexp. That was my question.
That, I mean, like, I didn'tget the definitive answer that
I wanted from Glen in Seattle.
Back in, back in March.
'cause I said, listen, like I was in,when I sat across from you in 2017 in

(34:14):
Fort Lauderdale, in the back room, outof a mafia movie in the back kitchen.
And you shared the vision.
And then I sat in the room in 2018in Orlando and listened to you how
you're executing on the vision.
Like, I've like, listen guys, I'venever seen anything like it, what he
said in 2017 and, and what exp wasand what exp is, is doing and will do.

(34:38):
And then he reports in 2018 atshareholders saying, we did this, we
did this, we did this, we did this.
I mean, I, I mean, I'll go pull up thetext and I, I mean I was sitting there,
kinder was on the other side of theroom and I said, this mofo is executing.
Like I've never seen, ever, I've neverseen, I've never seen anything like it.
And listen, we were, we, we hadworked with Frank Kern, we had worked

(34:58):
with Clay Mask, we had worked withFern Harness, we had worked with Dan
Kennedy, we had worked with Jay Abraham.
To get one day each withall of those people.
I mean, shit.
Jay's 50,000 a day.
Dan's 30,000 a day.
Frank's 25,000 a day.
And I had never seen anything like it towhat Glen said into what had happened.

(35:21):
So we're kind of entrepreneurswithin the vision of, of what it is.
Hey, quick pause before we keep going.
This market is shifting fast,and if you've been feeling the
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

(35:44):
agents who are ready to stop spinningtheir wheels and lead with clarity.
That's you.
Head to John Kitchens coach, and let's go.
Now back to the episode.
Vision is so important guys, likemost of you don't know this story.
I've left kinder twice.
And the reason I've left him twiceis because there's no vision when you

(36:07):
have talent and if your talent doesn'tbelieve they can accomplish their dreams
within your vision, they will leave you.
That's why exp is so magical.
'cause the vision is so massivethat the best of the best in this
industry on the planet, it believethey can accomplish their dreams
by being a part of this vision.

(36:28):
Does that connect the dots for you guys?
Does that make sense?
So if you have people on your team, yourvision has to be so massive that they can
believe they can accomplish their dreams.
The biggest failure that youcan have is accomplish the
goal and not reset the goal.
Right?
Jesse Itzler 1 0 1.

(36:50):
The worst thing that we can doas human beings is accomplish a
major milestone in our life andnot immediately reset the goal.
Okay, you run a marathon, what's next?
You went 26, you went 26.2.
Can we go 30?
Remember, anything above 26.2 is an ultra.

(37:12):
Let's go ultra.
Like what is that next step?
What is that next goal and vision like?
I mean, we can sit here for the restof the time that we have and we can
just talk about how important this is.
Yeah, because
nothing else matters.
I think another thing if, if you're stuckon the vision, I wanna be clear here.
'cause if you take this, whatI'm about to say wrong, it could

(37:33):
lead you down the wrong path.
Um.
Skip the vision exercise, startdoing some of the other exercises
in the agent to CEO process.
Don't start building it yet, butstart thinking through business model.
Are you are, and are you gonnaget clues to what kind of,
what kind of business you want?
And could that give yousome clues to your vision?

(37:53):
Oh, I definitely don't want to build a,a, you know, a hundred agent team image.
Okay, great.
We know that's not it.
So, so skip vision for a moment.
Do the exercises, the thought exercises.
Don't start building it yet.
Um, so do the business model exercises,do some of the strategy exercises.
Oh my gosh, it sounds absolutely horriblehaving to have a, you know, a team more.

(38:13):
All we do is buyer leads, you know,internet buyer leads and convert.
Okay, great.
Well, we have another clue to whatkind of thing we want to build.
So sometimes you, you can, you cantake, you can have it take shape a
little bit that way you don't wannastart building something and get too
far down that path though, because,um, and, and we see this all the
time and we've got clients that we'rerebuilding things with right now, right?

(38:35):
Coach who built something that theydidn't want, and now we're rebuilding
it because they didn't get clear.
Mm-hmm.
They built something, they're miserable,and now we're rebuilding their business
with them because they didn't, theydidn't have a, a destination in mind.
So, so you can, you can tablethe vision for a moment while you
think through these other things.
Don't start building ittill you have the vision.
I, I think that's why Tina's,Tina's, uh, six Ps is so, so awesome

(39:00):
because it, it, it gives you anunderstanding, it takes time, right?
And remember, vision isthree things, core values.
Like if you can atleast get one component.
Nailed down.
Especially if, you know, part ofyour, your future is having people
around you, you gotta get core values.
What are your non-negotiables?
What, what would you fight somebody over?

(39:21):
That's kind of the litmus test, right?
What would you like punch somebody in themouth if, if they violate it around you?
That's, that's kind of how, youknow something's core and, um, a lot
of your people components, right?
Like, I don't know,what's your core value?
Can you coach them through thatlike, question today was like, I,
they just can't get the details.
And I'm just like, well, isdetails important to you?

(39:42):
Yeah, details are So yousweat the small stuff.
Yeah.
Well, great, that's a core value of yours.
So we sweat the small stuff.
Hey, I get to coach you.
Hey, you're not getting it.
You know, we sweat thesmall stuff around here.
Details matter, right?
So you gotta, you gottapay attention to that.
Um, so the six Ps is incredible.
And then the goal, right?
Vision is three things.
Core values, purpose.

(40:03):
Big, hairy, audacious goal.
I think the one that most people strugglewith, Joel, for me especially, is purpose.
Like, why, why, why theheck are we doing this?
Why does this exist?
So to me, that takes time.
I think you can nail your core values.
'cause everything we, we, we have shouldsand should nots, we have non-negotiables.
We have things that like, ifit are violated, we we'll punch

(40:23):
somebody in the mouth over.
And then what's the goal?
Like what is the really the goal?
Like what are we trying to, what,what mountain are we trying to climb?
And then I love Tina's, it takestime to, to build the purpose and
then that, that will kind of startto come together over, over time.
But I love what you said about like, Idon't know, let's dive into the business
model because that's gonna expose a lotof what we want and what we don't want.

(40:46):
So remember the agency toCEO process, vision model.
What is your business model?
What's the value you're creating?
What's the value that you're delivering?
What's the value thatyou're receiving, right?
The promise you're making,the promise you're keeping.
And when you exchange and you solvesomebody's problem, then that's

(41:09):
where money exchanges hands, wecan solve big problems, make big
money, or bring a small, solvesmall problems and make small money.
What, what is it that you want to do?
And so really just trying tothink through, I think pain.
I think it's a great, great point Joel.
Like how much pain amI willing to withstand?
I think is is a factor that goes in,you know, how much am I willing to

(41:30):
trade off is there If you don't likepeople, guys, don't build a team.
That's Kyle Whistle 1 0 1, right?
Like if you don't likepeople, do not build a team.
Do not build a team.
If you love people, youlove helping people succeed.
Then I think that's thepath you wanna go down.

(41:51):
Um, I always push back at people thatsay, man, I just wanna coach people.
I say, let, let, let, let me educateyou, let me, let me, uh, what is, uh,
what do they, what, what do our kids say?
Renee, let put you on game.
Um, so it's, um, listen, customeracquisition costs lifetime value.
Customer acquisition costs lifetime value.

(42:12):
I did this exercise for somebodytoday, made 400,000 last year,
divided by 2080 is $192 an hour.
I said, how, how much time doesit cost you to acquire an agent?
Five hours, a thousand bucks?

(42:35):
I said, how many deals can an agentdo in your market on a, let's say you
give them 60%, you're only making 40%.
You can get 'em to do a dozen deals.
40. You make 40,000 offof them in 12 months.

(42:55):
A thousand dollars acquisition cost toget 40,000 in return over 12 months.
Most agents stay three years.
Do you know what coaching, we'vebeen doing this a long time, guys.
Acquisition cost, pretty freaking highlifetime value on average, clients

(43:25):
typically stay about 11 months.
That's on average.
Do we have clients?
Yeah.
Yes, I've got clients.
Renee, how long have youand I been working together?
I've got clients havebeen working 10 years.
Right.
It does happen.
But you do have agents that stay 10 years.
Acquisition lifetime value.

(43:45):
I wanna find this clip we'retalking about business model.
Then we'll move into strategy.
I wanna find this clip.
'cause somebody told me this.
Alex Ram said if he had to startover again, he would build an agent.
He would, he would, he wouldbuild a team around agents,
commercial and, um, residential.

(44:08):
He would, he would build an organization.
Sharon's got to him.
Sharon got him.
Sharon got him.
But, but for Alex to see it and forAlex to say that, like, arguably
nobody's, nobody's at the top ofthe game better than Alex or Moey.
What he pulled off guys, doyou realize what he pulled off?
He pulled off a hundred milliondollar weekend selling books.

(44:33):
He made a hundred million dollars in, in.
Three days selling books.
Now it took, took threeyears of building it.
Like if, like if you went, you wannastart, you wanna see the ultimate
marketing, the ultimate marketing,just study what he did with a hundred
million dollars business models.

(44:55):
He made a hundred million dollars ina weekend selling books, $30 books.
They're $30.
So that'll tell youhow many books he sold.
So I think there is a game, Joel andI were talking about this last night,
like F coaching, let's just starta, let's start a global brokerage
and let's just partner with agents.

(45:19):
So something to think about guys,just, just business model, right?
That's business model.
Like what's, what's the promiseyou can make and the promise
you can keep in a value exchangeto where money changes hands.
Yeah.
And some people
want,
if you love coaching coach.
Build the team, coach your agents.
That's it.
Don't start a coaching company.

(45:40):
I'm telling you guys right now,don't start a coaching company.
Start where you coach agents inside ofa brokerage model to where you exchange,
um, value in the, in the transaction.
That's the game.
That's the game.
And if Alex Ramzi is talking about it,
I wanna say one more thing aboutbusiness model before we hit strategy.

(46:02):
Um, so for anybody who wasn't atthe event, we talk about kind of
these business model frames first,which is like, um, I'm gonna build
a traditional team or a big teamridge, or I'm gonna have a solo,
you know, high producing model.
And then we apply thebusiness model canvas.
And I, and I think.
And it had, uh, a few conversationsof people who felt like they got

(46:22):
stuck out on, on the canvas, John.
And so, and, and I think what that'sa, it's like a fear of, a fear of
niching down too small or a fear ofcommitting to one, you know, area
and alienating everything else.
So how do, how do you think throughthat, people who are like, well, I'm
afraid to, I'm afraid to pick onething because I'm worried that then all

(46:43):
these other, you know, demographics orall these other property types won't,
I won't get that kind of business.
I'm, uh, I'm, I'm guilty of that.
Right.
You know, trying to, trying to,you know, go, go across everything.
And I think it's a, um, a falseconfidence in that, you know,
I believe I can help everybody.
And so I think that I should, and justbecause you can doesn't mean you should.

(47:06):
And so I think you've gotta getreally clear in your wheelhouse.
And I, I know from, and, and see man.
I listened to the Working Genius Podcast.
Um, obviously starting this with Tina,I wanted to try to consume as much
of more of Lencioni's stuff as I can.
So I started on the podcast.
I didn't start at episode one.
I started the most recent one, and theytalked about confidence and, um, they,

(47:31):
they feel working genius brings you fromthe, the armchair quarterback and imposter
syndrome and put you, put you right here.
And they said something that I, thatI really agree and I just, I wrote
it down because I was gonna comeback to one of the most powerful
things that you said at agent to CEO.
I think it was one of the mostpowerful things said at agent to ceo.
And you said it, and Renee and Italked about this and, um, it's,

(47:55):
it's, it's, it's humility, right?
They said the most attractive charactertrait of any human is humility.
And where that stems from is confidenceis really born from not knowing what
you're good at, but more importantly,knowing what you're not good at.
That's where confidence really lives.

(48:15):
And it's like, listen, I know I'mnot good at this and I'm humble
enough to tell you that I am.
Now the data shows that I'mthe best in the world at this.
I don't care to talk about that,but, but the receipts are there.
And so he gave an examplewith Scotty Scheffler.
He said, arguably Scotty Scheffleris one of the greatest of all time.

(48:38):
He's proven it becausethe receipts are there.
But if you ask Scotty and say, Hey,Scotty, man, do you, do you think you're
number one in the world, Scotty's gonnago listen, you know the numbers, you
know words talk number screen, right?
You know the facts.
The data's there that says I'm prettyfreaking good and I'm, you know, number
one in the world based upon how theymeasure who's number one in the world.

(49:02):
However, I don't wanna talk about that.
Let's talk about this.
So that's like the humility,but the confidence.
But it really stems from knowingwhat you're, what you're not good at.
And, and so I think the, the, thesooner you can get real clear on your
wheelhouse, and I would, I would defaultJoel back to the Ed Mylet Rory Vaden

(49:24):
podcast from a couple of years ago.
I think that's probably one of the bestpodcasts with his brand matrix that will
unlock kind of where you need to be.
And what he says in there is so powerful.
Guys, we are best, we are best equippedto serve the person that we once were,

(49:49):
who were you four or five years ago?
That's the person you'rebest equipped to serve.
So I look for my wheelhouseand Joel Joel's as well.
Joel can actually probably takeit to the, to the three to 10.
I'm my, my wheelhouse, like honestly,like I can, I can, I can help it.

(50:09):
It's a framework, right?
Like, I mean, I've helped, I'vehelped, I've helped family members
that are starting a snow cone stand,like legit snow cone stand, and it
applied the same principles and hecrushes snow cones, crushes snow cones.
This CO framework rushes snow cones,dominates, dunks on people, but my

(50:32):
wheelhouse is one to three in theswamp agents that get to a million,
between one and 3 million in revenue.
Because what happens, it becomes apeople game and navigating the people
component and leadership and how you'releading to be able to move beyond that.
I think Joel, Joel Joel's, Joel'swheelhouse there, but I think Joel's

(50:52):
wheelhouse is even more because he'staken companies beyond 10 million.
Like he knows that game thathappens from the jump from three to.
So knowing like that wheelhouse and thequicker you can settle into it, I think
the faster the traction you can get.

(51:13):
Um, and just remember guys,anything worth building takes time.
We live in such a, such aninstant gratification world and
the tiktoks and the shorts andthe, and the stories and this.
But man, it takes time.
It takes time.
It's like, I'm gonnacome back to Tina's deal.
Um, and I, I don't, I don'twanna linger too much.

(51:35):
I I, I feel like we've hit on a lotof the things already, Joel, but
her roadmap to purpose is 10 years.
I have a hard time arguing that Ireally have a hard time arguing that.
I don't know if I answered yourquestion, just confused you some
more, but, um, you know, I think justsome things to kind of think about.

(51:58):
Yeah.
Yeah.
Well, let's hit strategy.
So to me, strategy, you know, really fallsinto what's the biggest problem, right?
What's, what's the biggest bottleneckthat's slowing us down from getting to
where we're at, to where we want to go?
What's, what's in the way of,of, um, getting to the vision?

(52:18):
And you nailed it todaywith, um, uh, Leanne,
you are like, because I askedyou, I said, where's Herbie?
Where's Herbie?
Where's Herbie?
Where's Herbie?
And 'cause, 'cause listen,Herbie's, Herbie's always there.
He's, um, he, he, he ain't going nowhere.
He, he likes to hang out.
He likes to eat his chocolate barsand sit, sit on the, sit on the couch.
He's, he's sitting there,Herbie's hanging out.

(52:41):
And you go, man, Herbie's in headcount.
I'm
like,
bro, I didn't see it.
I didn't see it.
But you're right, Herbie's inheadcount, based upon their
model, based upon their goals.
The right strategy is tosolve the right problem.
Herbie is the problem.
Herbie is headcount.

(53:01):
We don't have enough headcount, so ourstrategy has to be increase headcount.
So that's how you determine ifyou've got the right strategy,
you're solving the right problem.
So just keep that in mindas we're thinking about.
And listen guys, we'reat a unique time, right?
We're, I mean, we said thisthis morning, I'm gonna keep
saying it till you guys get it.

(53:22):
Q4 is the hardest quarter.
It is the hardest quarter of the year.
It's the fewest amount of working days,and the most amount of distractions
get out ahead of it right now.
Get in your calendar, start blockingout when you're not available,
and then go green on the days thatyou are available and go all in.
Play all out on those days becauselisten, you have a lot of days that
you're not gonna be able to go all in.

(53:44):
So get real clear and go hard.
We've got a, a good 3045 day sprint right now.
For production, and then it'sgonna fall off, and then you're
gonna be building for 26.
So just make sure that, um,you guys are clear on that.
But I mean, strategy to me, Joel, I don'tknow if anything else really needs to

(54:06):
be said, but, um, strategy is just makesure you're solving the right problem.
Yeah.
And, and in a perfect world, can you,can you work on one thing per quarter?
That might not always be possible.
Maybe it's two.
It's never more than three.
It's never, it's never morethan three big priorities.

(54:26):
That doesn't mean you don't doanything else, but there's never
more than three big priorities.
You just, you just will, youwill not execute on everything.
Yeah.
And you end up with, we talkabout these half-built bridges.
That's the number one way youend up with half built bridges
in your business is because you,you started too many priorities
and you didn't finish any of 'em.

(54:47):
Yeah, Joel Joel's concept onhalf built bridges is everything.
Like you guys, like real estate agents arethe most notorious for half-built bridges.
Like you gotta, you got, it's like,you know, obviously me, me and here
in Pittsburgh, just imagining like inthe city of Pittsburgh that has the
most freaking bridges and you know,97% of them are half built, right?

(55:07):
That's, that's the equivalent of,of a real estate agent's business.
All, all right.
All right.
Um,
people, so the final component guys,with the, the whole process obviously
we have thinking, um, is in there.

(55:29):
Um, you know, really strategic thinking,obviously clarity, but you look at the
four main building blocks of the process.
It's it's vision, model, strategy, people.
Those are the four.
Then you've got thinking the wayaccurate thinking, utilizing,
you know, uh, mental models.
Uh, our team, we, we really lean inhard on, um, the machine mindset, right?

(55:52):
We hit the goal, we didn't hit the goal.
Um, so having, having those things,um, obviously clarity, everything
is clarity, but then it gets topeople and it's all function.
And what are the functions requiredto execute the strategy within the

(56:14):
business model and pursuit of the vision?
It's a ladder, right?
That's how you wanna thinkabout the, this process.
I, I put it in a flywheel becauseyou can look at it that way too,
because the more clarity you have.
The more clear the visionis, the better the thinking.
The better the model, the betterthe strategy, the better the people.
The better the people, thebetter the clarity, right?

(56:35):
So it works in a flywheel, butthe way you want to think about
it as up and down the ladder.
So I gotta, I gotta start at the top.
I gotta come down andthen I gotta go back up.
And before I can go back up, I gottamake sure I got the functions to support
and execute the strategy within thebusiness model in pursuit of the vision.
It's it that, that's thevisual that you wanna look at.

(56:58):
And so you're like, okay, wellwhat's the team have to look like
to execute the strategy right now?
What, what's the team right now?
Not, not in the future.
And I, I love coming back to the veryfirst agent to CEO, and this was the
biggest aha get for me coming out.
Like literally, this is the,honestly, Renee, this is the only

(57:19):
thing I remember from, from 2019.
I remember this exercise with you.
What does the team have to looklike for you to execute the strategy
within your current businessstructure to hit your goals?
Listen guys, you know what we found?
We found Renee needed helpafter school with the kids.

(57:40):
That was the component to her teamto be able to execute her strategy in
her business model, in pursuit of hergoals, because she needed somebody
to help support and get the kidsoff the bus, get 'em home, get their
snacks, get their homework going,get 'em ready so she can stay in
the pocket until she was able to go.

(58:02):
Because what was happening, andI see it with Leanne, right?
I see it.
I see it every day with her.
You know, her day shutsdown at two, she's done.
She loses that time, and then she triesto do work at night and kids are screaming
and yelling and she can't be present.
She's all over the place.
So we had to design the team inthat structure for that to be true.

(58:24):
And that's always a great question, right?
What does the team have to look likein order for what, what has to be true
for us to be able to hit the goal?
Um, Joel, this is, this isone of your big wheelhouses.
I mean, anything kind of, you know,to think about, you know, overarching
with, with the team component?
I think if, if you had the, if you had toskip all the steps, which you shouldn't

(58:45):
do, the way I would try to simplifyit is just, it's just what you said.
What, what does the team have tolook like to execute the strategy?
And so obviously that means we haveto be clear on the strategy, but
easy examples of this are like, hey,if our strategy right now is we are
going all out on generating referralsfrom our sphere of influence, well

(59:05):
then the, the client experience isgonna be really, really important.
That might need to be its own position.
We need to hire a client experiencemanager if we're doubling down and
we're gonna ramp up our budget for, uh.
Pay per click for our Google leads,and we're gonna be spending thousands
of dollars a month on buyer leads,and we need to convert those leads.
We might be talking about anISA to be nurturing those leads.

(59:28):
You're calling those leads.
If, if you're spending 20 grand amonth on buyer leads, you don't,
you, you, your first step's probablynot a client experience manager.
It's how are we gonna, how are we gonnagenerate, nurture and convert all of these
leads and who's gonna help us with it?
So, mm-hmm.
So you, you build the team to executethe strategy, which sounds confusing, but

(59:48):
think of these, these examples and, youknow, it, it, it makes a lot of sense.
Yeah.
And remember it's function first.
Not person and then figureout what the heck they can do.
'cause that's where weget in trouble, right?
We like somebody and we're like,oh man, what can we get them to do?
No, it's what's the, what's the function?
And then hire to it.
Even if you have somebody and thefunction's changing, can they,

(01:00:10):
can we hire them to that job?
Can we hire them to do that?
Yeah.
So stick
sticking in with that same example,we would say, okay, what, well,
we've, we're, we're, the strategyis ramping up our buyer leads.
Well, what needs to happen?
Well, we need to convert these leads.
Okay, well, how are we gonna do that?
So instead of saying jumping straight toISA, you say, well, can our agents do it?
Is there an AI that can help nurture?

(01:00:31):
Do we have our CRM built the rightway to automate some of this stuff?
And then at the end of that wholeprocess, then you say, okay,
I think we should hire an ISA
mm-hmm.
To, you know, tosupercharge these results.
But we always start with, with,yeah, the function, what needs
to happen within that function.
Now how is it gonna happen?

(01:00:52):
We've got ai, we've got virtualassistant, we've got software, we've got
agencies, we've got, you know, fractionalexecutives that could come in and help.
Then the last piece is, okay, is thisa, is this a full-time in-office hire?
Yeah.
I love it.
I love it.
So, Joel, um, we'll pause right there.
If you guys, you know, have anyquestions, anything that, um, you want

(01:01:14):
to, you know, pick our brains about,anything to unpack, let us know.
Um, we'll take a few minuteshere, take a few questions.
Ms. Renee, I know yougot a question for us.
I do.
Um, it's because I can never remember whatit's called, but when we list everything
out that we do in a day and then wewrite, you know, next to it, you know,

(01:01:36):
what are we the best in the world at?
What are we competent at?
Um, what do we absolutely hate doing?
What's the name of that exercise?
John, help me.
So you got that, you got the activityinventory is really what it is.
Yeah.
And yep.
So, so going back to me figuring outthat I needed to make a life hire
and not a business hire, when I wentthrough that, all I did was list

(01:01:56):
everything I did in a business day.
I didn't list all thestuff I do in a day, right?
And, and then when I added all thestuff I did in a day, the going home
and getting my kids off the bus andall of those things was things that
I thought I needed to, like as a mom.
But I hated it.
Like, hated it.

(01:02:17):
It was, it was like, if, if Inever have to do this again,
it would be so exciting to me.
And that's what made me figureout that I needed the life
hire and not the business hire.
So when I in, sorry, in going throughthat exercise, I was not considering
all the other things I do in a dayand what that hiring process could
look like, what people I needed in myworld to get to where I wanted to go.

(01:02:39):
It was all just, just completelybusiness when I was writing that down.
And then I've just found that if I addedall the other things, like, like silly
things, like laundry has to be done,like all of those things, you know?
And if you, if you don't like, there'speople that actually like doing laundry
that's like, cra it's crazy to me.
Um, it's relaxing.
I'm like, no, that's awful.

(01:03:00):
Hire someone to do that stuff.
We just continuously always wannaput people in the business and
there's so many different waysthat we can fix, solve, grow.
Man, sorry, everybody'scalling me probably to offer
their condolences anyway.
Uh, that was just my get in.

(01:03:22):
Um, in terms of, you know, if anybodyon the call is like struggling
with the people part, like thatwas, you know, it might be very
clear that you need to hire an ISA.
It might be very clear that you, whatever,but for me it's always been I need to hire
someone in life, um, to just ultimatelymake things clearer for me to see what I
need in the business, if that makes sense.
Yeah.

(01:03:43):
The team, the team's not just business,it's, it's your life team, right?
What is your life team?
Right?
Because I, I, I loved what Blake shared,you know, the four dimensions, right?
We gotta be four dimensional.
And so what does your team, your lifeteam have to look like for you to be
able to execute at a, at a high level?
Um, four, you know, four dimensions.

(01:04:03):
My kids are two and three.
Nice.
That, that's awesome.
Uh, good stuff.
What else you guys got?
Any other thoughts?
Any other questions?
Anything else?
Trav, what you got buddy?
Yeah, so you were talking aboutthe AI agent from the event.
So we're, we're gonna get thatand we're gonna get all the
recordings.
So you're, you're gonna get, um, I,I don't know exactly how it's gonna

(01:04:29):
unfold 'cause it's evolved obviouslyhow fast AI's evolved in 12 months.
Um, but what you, what I know whatwe did actually in six months, six
months, we did the a, they did theAI agent for the Seattle rally and
you could go to every speaker andyou could just type in questions.
It was, and it pulledup whatever information.
So we have more content.

(01:04:51):
Outta Cleveland than we did in Seattle.
So it's going to, it's gonnabe better, it's gonna be more,
there's gonna be more there.
Plus I have everybody's presentationthat will, that they will have.
Um, and so you'll be able to go inand not just watch the, the, the
replay, the content, but you'll beable to go What was, what, what was
the thing that Blake talked about?
Terrorists.

(01:05:11):
What was he talking about with terrorists?
You knew it'll be able to go,and then it's gonna tell you
what he was talking about.
As it referred to terrorists.
Terrorists were referred toas high productive, low, very
low on the, the culture fit.
And those are the ages thatyou need to immediately let go.
Right.
So those are, those are things like,like, like that is how the AI agent.

(01:05:32):
Will be able to help us beuseful from the event, right?
Because I mean, let's, let's faceit, there's very few people that will
actually go back and rewatch, butthey'll be like, ah, what, what, what
was that really awesome thing thatJoel said that was really humble?
The question, like, if you could go back.
Oh, oh, I would've, I would've, Iwould've believed that I could have had

(01:05:53):
a seat at the table a lot sooner, right?
So like, it's, it's those little nuggetsin there that are super powerful that you,
you want to go and recall the thing withevents and the thing with notes and like,
I, I, what I loved about seeing everybodyin the audience, like y'all burned
through some pens, uh, and I love it.
Y'all, y'all used a lot of ink.

(01:06:13):
So then it's taking those notesand it's like, okay, what's,
what, what should I do with this?
And it's like, listen, whatproblem are you trying to solve?
It's the, it's the questionthat it's, it's my question.
Back to the question TravTravel ask, Hey, hey, what book
should I be reading right now?
Well, that's a great question.
What problem are you trying to solve?
So to your notes, what should you bethinking about is like, what problem

(01:06:37):
are you trying to solve right now?
Right?
Like, man, I'm tryingto figure out my vision.
Okay, well let's go to allthe vision conversations.
Where were all the bigpicture conversations?
What were all of those things?
Who was talking about that?
Right?
Here's the agenda.
Oh, snap, kitch and, andkinder were talking about it.
Oh wow.
Tina was talking about this.
What did they have to say about vision?
Right?
Like Joel nailed it right here.

(01:06:58):
He said, man, if you're struggling withvision, move down the ladder a little
bit and think about the model and doesthat excite you or does that cause pain?
You're like, heck no.
I would never want to havea hundred agents on my team.
Okay, great.
What would you rather have?
Oh, I would like, I likethis ATM cash model.
Oh, I like that.
Right.
I wanna print some cash right now.
Okay, great.
Okay then that's where weneed to start to, to look.

(01:07:20):
What did Joel say aboutthe ATM cash model?
So all the content that we can give them.
'cause we have all of the, the recordings,we have all of the presentations.
So.
Um, I'm handing it over to the teamtomorrow, um, and they're gonna start
breaking it apart and then we'll getit to the ZI team and I'm gonna call
Danielle on my drive home and, um,just kind of see where we're at and

(01:07:41):
what they're, as fast as we can get'em, so you guys can have access to it.
I gotcha.
So it'll just be your own personal AIfor agents, CEO, you know, a hundred
percent.
I'm excited about it.
Yeah.
Oh, sounds super cool.
Like, I wanna use it, like I wanna use it.
Yeah.
I got the raw footage.
I don't wanna dive into the raw footage.
I wanna go ask ai, you know?
Right.
Hey man, I'm, I'm struggling with this.

(01:08:01):
What did Blake say about that?
Hey, I'm struggling with this.
What did, what did Joel say about that?
Yeah, what about the hermo one?
Did you, have you dived into that AI one?
How is it?
Yeah,
it's pretty, it's pretty awesome.
It's all, is it, it's all Alex.
Yeah, it's all Alexand it's his playbooks.
Right.
So, you know, it's, it's thinkingabout it, but I'll tell you guys,

(01:08:23):
like things that you used to marinateon, like, don't marinate on it.
Get right into, get right into the ai, getright in there, start asking questions.
Um, what I'm excited about,especially with Uzi, um, is lens.
I can't wait for Lens to come out.
So we dove into a conversation todayon the Mastermind call on the q and

(01:08:44):
a, and it came up at the last minute.
We had to jump, we had a hardstop and we were talking about
all the stuff with Zillow.
I'm not up to speed on all that stuff,but those articles are floating across
the dashboard in Huy because Huy is gearedfor real estate, residential real estate.
Those, those things arediving through there.

(01:09:04):
So I can go in and I can see any ofthe stories that's happening with,
you know, what, what Zillow's doing,what Compass is doing, what Redfin is
doing, and I can go click on it and Ican tell it to gimme a summary and it's
gonna break down into the way I canconsume it in 10 seconds, 15 seconds.
Then I'm gonna have asnapshot of what's going on.

(01:09:25):
And then I'm like, dang, that's powerful.
Push a button to create a piece of contentand then now I can, now I can create a
post to put out into the marketplace,you know, and, and just utilize, you
know, the technology in, in, in a way.
So I, I'm excited for, for, forwhat's coming with that tool.
I'm excited for.

(01:09:46):
Obviously Satori is, is amazing.
Um, what I would tell you guys to do withthe two books, the, um, that, that, uh,
trust-based marketing, marketing to theaffluent is, I would put it in, in Satori.
I would say, Hey, here's whatI'm trying to understand.
I need to take my social mediacontent to another level.
I want to build trust and Iwanna market to the affluent.

(01:10:07):
What are the key strategies outtathese books that will help me create
the content that I need to startcreating to be able to get out there?
That's how you gotta start thinking aboututilizing these great tools, these great
resources like the, the Dan Kennedys, butusing the technology that's helping you
solve the problem to your ideal client.
And listen here, here's the thing.

(01:10:28):
Uh, we didn't touch on it.
Um, talking about the gap, gettingwider, you know, Go-Go's, go get 'em.
Community is incredible, butpeople's credit cards aren't going
through on $60 a month charges.
That's reality.
That's what's happening.
So the gap is getting wider.
The Hals are getting more halve and theknots are not getting, there's no, there's

(01:10:51):
no middle, there's no middle road anymore.
There's there, there is no middle.
So when you're thinking aboutdesigning your business, who you
wanna go after, go top shelf.
I'm gonna tell you guys, build, build,build your business to go top shelf.
Because you can't compete.
You can't compete on the bottomshelf because the institutional
investors own the bottom.

(01:11:13):
There is no middle.
I think the only game is, is top shelf.
How are you positioning yourself togo after, to go after the affluent,
to go after the top in your market?
That's, that's the gamethat we need to be playing.
I just don't, I just, I, I honestly,and Joel, I mean, chime in.
Tell me I'm off my rocker.
Tell me I'm wrong.

(01:11:34):
I just, there, like, I don't, Idon't wanna play in the bottom.
I don't wanna play, I don't wannaplay in, in, in the red ocean where
everybody's going after everybodyfor, for nickels and dimes.
There is no middle.
The middle's gone.
So you only have the top,
so if I'm trying to solve a problem,I wanna know how do I play in

(01:11:54):
the top percentile of the market?
I don't know, maybe I'm wrong
or, or B or be in, be in, be in the topfor whatever that market segment is.
Mm-hmm.
I just looked at my.
I just looked at my organization and not,you know, these numbers are whatever,

(01:12:18):
but I went from 10 fl QAs to threein the last three and a half months.
Mm-hmm.
Like seven people dipped offfrom being productive in any way,
shape, or form for six months.
Mm-hmm.
You know what I mean?
I, I was like, damn.
Mm-hmm.
Um, it's, it's crazy out there right now.

(01:12:41):
Yeah, it is.
Remember, it's WW we sayfight, flight, or freeze.
There is no fight.
It's flight and freeze.
So how can we help themflip the switch to fight?
That's what we have to be thinking about.
How can we help our agents?
How can we help people fight?
Like, like flip the dang switch.

(01:13:02):
Don't sit there, don't bea, don't be a bystander.
Like get in the dang game.
Flip the switch fight.
Just show me something.
That's, that's, that's the message.
That's what we've gotta be pushing.
That's what I told Gogo.
I mean, she sent me a DM yesterday.
We talked through this and I'm like,listen, you have a massive audience.
Like you, you have a responsibility totell, to tell your audience to fight.

(01:13:23):
It's like, don't sit there and all ofyou on this call, you have an audience.
Tell them to fight.
Tell them that you can't siton the sidelines, the game.
Like it's, that's why I start everyconversation and I have for the
last two years, man in the arena.
That's why kt, that's whyRenee's beautiful daughter made
us these awesome bracelets.

(01:13:43):
It's man in the arena.
Go, go reread from, um, the 1910 speech.
Theodore Roosevelt gave,gave in Paris in 1910.
Citizen in the Republic.
Read man in the arena segment out of that.
Read it again and read it again.

(01:14:06):
Because it only mattersif you're in the arena.
It only matters if you're in the arena.
John, I got a, I got a message, uh,I don't, two, three hours ago from
somebody who was at the event, didn'tsave the, um, didn't save the QR
code for the, this, the event offer.
So I wanna make sure, I wanna makesure we hit that with everybody here

(01:14:29):
in case there's anybody else who,um, wanted to take advantage of that.
We do still have somespots left in, in the.
Uh, in the October Mastermind.
Yep, a hundred percent.
So I am going to, I'll just pull it up.
Um, I have everybody's, I still have, Ihave everybody's slides still, still open.
Um, lemme see if I can find itand I'll just share my screen.

(01:15:01):
Um,
yeah, here we go.
Don't f it up.
Um, would you, would you, sincethey didn't have the wristbands
this year, would you tell everybodythat story just in 10 seconds?
'cause I think it's funny.
Yeah.
So, so last year, I forget Renee, whoit was, but they, they, they provided

(01:15:22):
everybody with a bracelet that said,don't, don't, don't fuck it up.
Right?
And so, um, I was like, youknow what Joel, I think we're
gonna have the bracelets again.
Maybe we can just, justdo the thing, right?
So we can help 'em not f it up.
And so, um, obviously nobody gotthe bracelets so it didn't kind,
kind of resonate with everybody.
But anyways, that, that was thereason like the don't f it up.
Um, 'cause we had, we had braceletslast year that said don't f it up.

(01:15:45):
Um, so really the execution agencymastermind, so Joel and I Travis's in it.
Um, Andrea, um, is in it Kyle Davis.
We, we got a, we got a bunch of peoplethat are in Mastermind, uh, travel
on the call obviously has it right?
There it is.
Yep.
Trav Got it.
Um, so we did twice.
So they, they
gave them at the concert.
Oh, nice.
Hey, that was, that was
at Rocket Spectrum.

(01:16:06):
Yeah.
Nice.
So, um, so we do theMastermind calls, we jump in.
I think it's, what's what's reallycool about the Mastermind calls,
obviously it's public accountability.
That's, that's the thing, right?
So it's a lot of public accountability.
You're gonna do what you're gonna say,and like, Trav, you don't wanna be the
guy that shows up in two weeks and youdidn't do what you said you were gonna do.
Um, Colin and Dan, Colinand Dan showed up this week.

(01:16:28):
They didn't do what theysaid they were gonna do.
We kind of, you know, we kind of, wekind of put the pressure on 'em, right?
So everybody's like, likekind of pushing on them.
So the Mastermind calls twicea month, get to dive in.
Uh, we, we, we jam, um, kind ofupdates what's going on, give some
thoughts off, but then we diveinto everybody, boom, boom, boom.
What's going on?
What's going on?
What's going on?
Um, so being able to, to, to have those,um, those calls with, with me and Joel.

(01:16:53):
Um, listen, we designed Mastermind to beable to get time with me and Joel at a, at
a, at a price that's not gonna, you know.
Kill you, right?
Because if you, if you like, ifyou want me and Joel one-on-one,
it's, it's, it's five grand a month.
So being able to have us in a,in a, in a way to where you get
about six hours of our time.
Um, and, and, and so that's why wedesigned Mastermind, um, is to be able

(01:17:17):
to, you know, get the value of both of us.
And we designed it when I knew Joel wasa free agent coming into, uh, you know,
coming out of last year coming into this.
So we really wanted to, um, youknow, be able to, to offer, so two
Masterminds calls twice a month,really diving in super specific on you.
What are you doing, whatare you committed to?
Holding you accountable toa high level, pushing you.

(01:17:38):
Um, plus then you got the, thecombination of everybody in the room
telling you, Hey, what about this?
I tried this.
Hey, let's connect here, let's do this.
Um, we obviously havetopic calls every month.
Renee's topic call was last month.
She was.
Amazing.
I'm just so proud of her forthe direction where she's going.
Joel's pushed her to get real clear on it.
This is what you're gifted to do,this is what you should be doing.

(01:18:00):
Um, and then also theconnection with the video.
Joel, I told you what, whatRenee is the aha for her with it.
I'm so excited.
I can't wait to seethat video come to life.
And then, um, so we got, um,Georgia, we've had Jacob.
We've got Mike Collier as the topiccall guest for the month of October.
So having him on really kind of the Disneyexperience, which we know the direction

(01:18:23):
of our business is experience focused.
So we have, um, rockstaragents, topic calls every month.
Gaydos was, um, a couple months ago.
So it's just, it's really cool.
Like I said, we do, every Thursday wedo a q and a call once a month as topic.
Um, our agent Seal community,all the digital content training
library, some of the best programs,things that we've ever done.
Content over the last, geez, Idon't even know how many years.

(01:18:45):
Everything's in there,you guys have access to.
And then, um, we were throwing out.
One oh one Clarity Call one-on-onesystem process audit, Mr. Perso himself.
Um, and then you guys got to see Zy.
So Coach Kitchens, ai, um, dot ai,which is the Huy Plus was, which has
our custom sparks inside of there.

(01:19:07):
So having everything inside ofthis, this ecosystem, this tool.
Um, who of Zy that Rick showed at atAgent de CEO that you guys got to see?
How awesome was Rick?
Like, holy smokes.
He was, he was awesome.
He was on fire.
Um, it was, it was great to havehim there to be able to kind of
showcase and, and, and talk through.
Um, obviously we didn't demo alot of the tool because it's more

(01:19:30):
mindset in how to utilize the tool.
Um, but if you guys need a demo, um, pingme whatever, we can set up a, with the Hzi
team, they'll walk you through whatever.
Rick will walk you through whateveryou want to walk through and then
being able to come to kitchen table.
So we.
We made a decision, Joel andI made a decision last night.
Um, we are doing a smallin-person, uh, kitchen table

(01:19:51):
in November here in Pittsburgh.
We're gonna be in the South Hillsand we're also gonna go virtual.
So we're gonna have a virtualoption for KT as we, as we
go through annual planning.
Um, but if you're like, Hey, you know,I really want to come in person, great.
Then save your past coming 26, right?
Because we will do four next year.

(01:20:12):
Um, as, um, as of right now,uh, no more agent to CEO.
Um, definitely, definitelynot in Cleveland.
Um, we may do an agent to CEOand, um, in the Carolinas, uh,
with, uh, a one Miss Tina call.
Um, and we may do one out on the Westcoast with, uh, Mr. Jacob Weaver.

(01:20:33):
So, um, excited to be able to hit thecoast with agent to CEO, but we're gonna
do kt, we're gonna go back to four everyquarter, you know, planning mastermind.
And so, um.
You can, you can save the passand, and come and use it for 26.
If you, because the pass is in person,you need to be in person for the pass.
So we'll do the virtual.
Um, in fact, if you, if you, if you guysjump in, you want to use, um, you know,

(01:20:57):
your pass in person, we, we'll stilllet you, um, we, we will have a fee
to join, uh, the virtual in November.
There will be, um, there willbe a dollar amount, but, um.
If you guys get this, you canjoin the virtual and then you
can use your one pass in 26.
And then, um, obviously get on the,the, the up and up, the, the cut, all

(01:21:19):
of the line with, uh, with Sphere.
So I'll be excited as soonas that's ready to roll.
That's what I'm super excitedabout and I'm hoping, I'm hoping
that we can talk Eric into RollingSphere into one subscription.
Right now they're thinking twosubscriptions and I told Rick, I
was like, dude, we can't do that.
We gotta get everythinginto one subscription.

(01:21:39):
And so he's gonna push on Eric andhopefully we get everything into one
subscription with Sphere and, um, canvasand Spark and Lens and all of the tools
within the Hui, uh, the Hui Ecosystem.
Yeah, and I think thatwas, I think that was it.
Um, two grand one time.

(01:22:00):
And then if you want to continue,we were gonna offer it at 50% off,
so we were gonna offer a thousanda month if you want it to continue.
But it's agent to ceo mastermind.com.
One time for, for two Gs.
Joel, anything else?
Yeah, we just, uh, but because a,a part of it is, is group session.

(01:22:21):
There, there is a hard cap on howmany people can, can be in it.
So there's not, that's notlike a false urgency thing.
There's only enough spots becauseeverybody goes every time.
So we're always talkingabout it every time.
So we do have somespots left, so grab 'em.
Um, if there's any left afterthe attendees get it, then it'll
go out to Honey Badger Nationand, and we'll probably sell out

(01:22:42):
right away after that happens.
So, um, still if you were at the event,you bought a ticket to the event,
you still got first dibs on this.
Um, and we'd love tohave you in the group.
Uh, we're having a lot of fun.
We got a, an awesome community thatwe're, um, that we're building, so we'd
love to have you guys a part of it.
Trav, you're a mastermind.
I mean, speak to it a little bit.
I mean, kind of what, what your take is.

(01:23:05):
Well.
Last year, you know, I kinda, I feltlike I was alone all year long being
at exp, working outta my, my bedroom.
I did okay.
I had some success for sure, but,uh, it was just, uh, kind of a lone
feeling, um, was the main part of it.
But getting in with a group of peopleand, uh, getting some direction, I felt

(01:23:27):
like last year all I did was shot fromthe hip and just hustled my butt off.
At least now, um, I've got someguidance, some teachings of what
to do, what not to do, uh, when todo it and, you know, to slow down.
I think at the first of the year Itried to take on too much, but now
we've got me kind of leveled out tojust like two things at the moment.

(01:23:50):
And, um, and it's justall about guidance to me.
I mean, it's great.
I love the community, the friendships I'vemade, you know, I can call on any of them
people at all if I'm stuck on something.
And a lot of the times, the stuff I'mstuck on or the stuff I'm trying to
figure out, the two things I'm tryingto do, there's people in my group

(01:24:11):
that have already done it, you know?
So
yeah,
that, that's huge right there.
'cause uh,
yeah,
one thing I've learned from, uh,OJ is be the best copy cutter.
So you got a group of peoplecopycat, you know, so, yeah.
Yeah, it is, it's cool.
And, um, like I said, we threwthis guarantee out there.

(01:24:31):
Um, if you don't, don't see the value,you can stay in until you, until you,
until you feel, feel you got the value.
Um, obviously keep, keep, uh,the, the, the coach kitchens AI
and keep a kitchen table pass.
Not gonna question you on it.
I mean, if it's just honestly yesor no, did you get, do you feel you
got the value for your investment?
If no, cool.
Keep, keep rocking until you do.

(01:24:52):
So, um, recap kind ofeverything that's in there, so
you wanna grab it.
I definitely got the value.
John and
Joel are awesome.
They really are.
You
know, if you're on the fence, shoot me anemail, Joel, at the growth centric.com.
We'll jump on a call.
I can go into moredetail about everything.
Um, but yeah, we're, we're having ablast and, and seeing some pretty awesome

(01:25:18):
results with, uh, a bunch of the members.
Yes, sir. I love it.
I love it.
Love it.
Appreciate you guys.
Um, you know, it was, uh, thistime at Agent to CEO this year.
I was there last year and it kindof allowed me to, like, last year.
It was just so much information.

(01:25:40):
I just, I, I had to try to unpackit later and I kind of fell off, you
know, this time it was kind of more.
You know, it was, I was at ease tounderstand what I need to do, and my
vision started to get a little more clear,you know, and those goals started to pop
back up instead of being too peripherally,confused if, if I can say that word.

(01:26:03):
But anyway, um, so now I have,I feel a little bit better.
I've been at this a long, long time,and, uh, it has been difficult.
I lost a lot in the last severalmonths, millions of dollars worth
of business, and I'm, and I'm tryingto figure out what in the hell is
happening here, you know what I mean?
And, um, so it's starting to pickup again, like it always does,

(01:26:26):
and I just need to make sure thatI'm continuing, continuing to, uh.
Do the things daily.
That always has gotten me the breadand butter, you know what I mean?
But now I'm trying to grow, so I justgot, I've been here at exp now one year.
And uh, so that's where I'mat with everything here.

(01:26:48):
And, uh, I'm finally, like youjust said, Travis, I'm finally
just starting to feel a little bitof a community trying to fit in.
I was a cowboy for the last, uh, 15, 20years, but uh, you know, I started 30
years ago, so anyway, in this industry.
So anyway, and this is all great stuffand I appreciate you guys tonight.

(01:27:10):
And, um.
If I don't get dinner on the table,I'm gonna get screamed at here.
I hear
you.
Uh, I think we're all in the same boat.
So appreciate you, Joel.
Any final thoughts?
Oh, appreciate you guys.
Uh, it was an awesome event.
Uh, I love being a part of, uh,all the communities represented
there, so I'm grateful for you guys.

(01:27:30):
It was
good.
It was good.
It was awesome.
Well, appreciate you guys jumping in.
Um, you know, if you're, if you're on thefence, um, hit up, Joel, hit up myself.
We'll, uh, we'll walk you throughand, um, you guys keep, keep rocking
and, uh, we'll talk to you guys soon.
Thanks.
Thanks for tuning in.
If you're done guessing and ready tolead like a real CEO with a custom

(01:27:53):
strategy, real accountability andproven systems, check out my executive
one-on-one coaching@johnkitchens.coach.
Fill out the application and bookyour one-on-one call with me.
Be sure to hit follow soyou never miss an episode.
Catch you on the next one.

All Episodes

#733: Inside Agent to CEO 2025 — Leadership, Systems, and the Future of Real Estate

Episode Overview

What You’ll Learn in This Episode

Resources & Mentions

Final Takeaway

Connect with Us:

Episode Transcript

Popular Podcasts

My Favorite Murder with Karen Kilgariff and Georgia Hardstark

24/7 News: The Latest

Dateline NBC

.css-15opob5{left:0;position:absolute;top:0.8rem;} All Episodes

.css-14f5ked{margin:0;word-break:break-word;display:-webkit-box;-webkit-box-orient:vertical;box-orient:vertical;-webkit-line-clamp:2;overflow:hidden;}#733: Inside Agent to CEO 2025 — Leadership, Systems, and the Future of Real Estate