October 6, 2025 • 46 mins
How do you keep a premium service, premium, when you are a global company? How do you do it as a global franchise company with international franchisees? Our guest today is Jason Waugh, who shares with us insights on global franchising, the real estate market, and keeping the quality high with a premium global franchise brand.
TODAY'S WIN-WIN:
"Don’t ever let anyone deter you from pursuing something you have a passion for."
LINKS FROM THE EPISODE:
- Schedule your free franchise consultation with Big Sky Franchise Team: https://bigskyfranchiseteam.com/.
- You can visit our guest's website at:
- Attend our Franchise Sales Training Workshop:
- https://bigskyfranchiseteam.com/franchisesalestraining/
- Connect with our guest on social:
- https://www.linkedin.com/in/jasonjwaugh/
- https://www.instagram.com/mrjasonwaugh
- https://www.facebook.com/jason.waugh.31
ABOUT OUR GUEST:
Jason Waugh serves as president of Coldwell Banker Affiliates for Coldwell Banker Real Estate LLC. In this role, Waugh oversees the brand’s marketing, franchise sales and operations teams who support a network of almost 100,000 affiliated sales professionals in more than 2,700 offices across 47 countries and territories.
Waugh previously served as CEO and president of Berkshire Hathaway HomeServices Northwest Real Estate and Berkshire Hathaway HomeServices Real Estate Professionals. Prior to his roles at Berkshire Hathaway, Waugh was partner at Synergy Sports Management in Greenville, South Carolina. Waugh brings a deep understanding of the industry in any market. He also possesses a keen understanding of franchise culture and is passionate about equipping brokers with best-in-class technology, marketing and services to deliver an unparalleled experience to consumers.
ABOUT BIG SKY FRANCHISE TEAM:
This episode is powered by Big Sky Franchise Team. If you are ready to talk about franchising your business you can schedule your free, no-obligation, franchise consultation online at: https://bigskyfranchiseteam.com/.
The information provided in this podcast is for informational and educational purposes only and should not be considered financial, legal, or professional advice. Always consult with a qualified professional before making any business decisions. The views and opinions expressed by guests are their own and do not necessarily reflect those of the host, Big Sky Franchise Team, or our affiliates. Additionally, this podcast may feature sponsors or advertisers, but any mention of products or services does not constitute an endorsement. Please do your own research before making any purchasing or business decisions.
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
SPEAKER_00 (00:01):
Welcome to the Multiply Your Success podcast,
where each week we helpgrowth-minded entrepreneurs and
franchise leaders take the nextstep in their expansion journey.
I'm your host, Tom Dufour, CEOof Big Sky Franchise Team.
And as we open today, I'mwondering how you keep a premium
service premium when you're aglobal company, and how do you
(00:24):
do it as a global franchisecompany with international
franchisees and team members allover the world?
Well, our guest today is JasonWaugh, and he shares with us his
insights on global franchising,the real estate market, and
keeping the quality high with apremium global franchise brand.
(00:44):
Now, Jason serves as thepresident of Coldwell Banker
Affiliates for Coldwell BankerReal Estate.
In this role, he oversees thebrand's marketing, franchise
sales, and operations teams tosupport a network of almost
100,000 affiliated salesprofessionals in more than 2,700
offices across 47 countries andterritories.
(01:05):
Now he previously served as theCEO and president of Berkshire
Hathaway Home Services NorthwestReal Estate and Birkshire
Hathaway Home Services RealEstate Professionals.
He also possesses a keenunderstanding of franchise
culture and is passionate aboutequipping brokers with best
in-class technology, marketing,and services to deliver an
(01:26):
unparalleled experience toconsumers.
You're going to love thisinterview, so let's go ahead and
jump right into it.
I appreciate the opportunity,Tom.
SPEAKER_01 (01:35):
Jason Wong, I am president of Caldwinker
Affiliates.
SPEAKER_00 (01:39):
Thank you so much for being here.
And you have quite a system thatyou are responsible for spanning
around the globe.
And one of the things that isinteresting that I think is
worth maybe as a starting pointis just to talk a little bit
about this idea of delivering,especially in a franchise sense,
(02:00):
this idea of delivering superiorcustomer service across a global
brand.
And how are you able to do thator keep up with something like
that?
SPEAKER_01 (02:10):
Coldwell Bank has been in existence almost 120
years.
So there's a lot of lessonslearned over that period of
time.
But, you know, I'm super proudof the team that I've been able
to join and work with.
It's been almost two years sinceI've been at Coldwell Banker,
and it's been a real joy,inherited a phenomenal team.
And again, with that sort ofhistory and legacy, and I would
(02:33):
contend Cobalt Banker is themost iconic brand in real
estate.
There's a lot of lessons learnedover time in navigating
different markets and differenteconomies.
But I think at the core ofeverything, you have to have
clarity around who you are andwhat you want to be to your
customer.
And then two, partner with theright people.
(02:54):
So you alluded to this.
We're in almost 50 countries andterritories globally, about 600
or so franchisees domestically,and then a very large
corporate-owned side of thebusiness as well.
So the footprint is prettyexpansive, but I think it starts
with clarity around purpose,clarity of who you are, and then
(03:18):
partner with the right people.
And we're not going to be thebest fit for everyone.
And that's okay.
We just want to partner witheverybody that's looking for
what we have to offer, and wewant everybody that wants a
high-value proposition.
SPEAKER_00 (03:31):
I've been in franchising my whole career,
over 20 years at this point.
And a common thing that I'veheard over the years is people
having concerns aboutfranchising applied to a premium
service or a premium product,where there's really a fear of
this high quality deterioratingas you expand.
(03:54):
And here you are doing it on aglobal scale with lots of people
all around the world, differentcultures, different languages,
and yet you're still able to doit.
So I'd love for you just to kindof hear your thought on how you
help keep that premium qualityor this excellence.
SPEAKER_01 (04:11):
Well, I think it starts with talent.
You have talent that's committedto that, right?
And so we have the best talentat our parent company, which is
Enuare Real Estate, down throughCaldwell Banker.
And so it begins there and justa laser focus on creating an
exceptional experience for yourcustomer.
So we do have one thing I'vereally been fixated in, you
(04:34):
know, for lack of a better term,it's a rallying cry since I
joined Caldwell Banker is how doyou make a large network feel
smaller and more interconnected?
And I think every largeenterprise struggles with that,
or at least it's an opportunityto improve in that area, whether
you're in financial services,insurance, you know, whatever
(04:55):
industry you're in, the largeryou get, it you can lose that
connectivity.
So we talk an awful lot aboutyou know, is this activity or is
this resource in alignment withmaking this network feel smaller
and more interconnected?
And so we place a premium onrelationships and learning what
(05:18):
our customers need, because noteverybody needs or wants the
exact same thing.
So, you know, we certainly haveto scale, but also be flexible
and nimble enough to help folksachieve what they want to.
So if you take, for example,we're running our third national
campaign with Thursday NightFootball and Amazon Prime.
(05:42):
Well, we create these nationalcampaigns, but for our local
affiliates, they can take thatnational campaign and customize
it for their local feel, theirlocal market conditions,
whatever messaging that theywant or the brand that they want
locally.
So for us, begins with talent,clarity on who you are, and then
(06:02):
really, you know, focus on therelationships and delivering the
experience for the customer,whether they're domestic or
international.
SPEAKER_00 (06:09):
I'd love for you to just to maybe talk on these two
different parts.
One is recruiting franchiseetalent.
And then the second issupporting those franchisees and
how they recruit their own localrepresentatives and their local
talent in their own market.
So I'd love to hear yourthoughts on that.
SPEAKER_01 (06:26):
Yeah.
I think anytime somebody'stalking with us or they're
searching some network topotentially invest in and
partner with, they're doing sobecause they've identified a gap
in their business or anopportunity or some area that
they need to address.
So our perspective is knowingthat, do we provide the best
(06:49):
solution for whatever that issueis that you're trying to
address?
So really understanding theneeds and wants of our customers
and being honest and self-awareenough to say, we we have the
best solution for that, or maybewe don't.
And so I think from a you knowprofile perspective of building
out our franchise network,that's really it where it
(07:11):
begins.
If you know, people are engagingus because they recognize an
opportunity that maybe isn'tavailable going at it alone or
on your own or as anindependent.
And for us, it's reallyunderstanding what is that need,
what is that opportunity, whatis that gap, what is that issue,
(07:33):
and do we have the best solutionavailable to them to solve that?
So I think it's really that thatsimple in terms of you know
building out our network andfolks deciding whether to
franchise with Caldwell Bankeris the best solution for them.
With respect to organic growthof helping our franchisees then
(07:58):
grow and attract talent, thatreally gets back to that
interconnected partnership.
And so, how can we deliver andequip resources that they can
cascade down and make availableto their agents?
And you know, we place a premiumon professional development.
(08:19):
So we have uh an extensive andexhaustive professional
development program.
We've certainly got a war chestof tech tools and resources.
I think that the challenge inany franchise network is the
franchisee also has to lean inand take advantage of the
resources at their disposal.
(08:40):
And sometimes we're victims ofwe have so many tools and
resources, you know, where doyou start and where do you pick
from?
But I think that, you know, youcan get through that and
navigate that process just withour business consultants, you
know, start here, perfect that,add this, and then add that.
So, you know, I think at the endof the day, it really is a
partnership between franchisorand franchisee in terms of
(09:05):
attracting talent and retainingtalent.
SPEAKER_00 (09:08):
You mentioned having lots of tools to choose from.
And for an organization of yoursize, you have the ability to
likely pursue any tools thatwould be of interest.
Are there a few of these kindsof tools or strategies that you
help implement or that yourfield coaches or business
coaches, franchisee coacheswould use and seen a big return
in their support?
(09:28):
You know, it's interesting.
SPEAKER_01 (09:29):
People ask me what business I'm in, and I'll pose
that question, you know, whenI'm talking to, you know, agents
and our affiliates.
And oftentimes we're in the realestate business, we're in the
people business, we're in therelationship business, and all
of that is true.
I prefer the use of acronyms,just easier for me to remember.
I believe we're in the carbusiness and not auto industry,
(09:51):
but car stands for clientacquisition and retention.
So when we're looking at eithergrowing or building internally
resources and tools, orpartnering with third parties,
it has to answer that question.
Is this resource, is this toolgoing to help our folks attract
(10:12):
clients and retain clients?
Because if it doesn't do that,then it doesn't need our time
and attention and investment.
And so we've got an exhaustiveset of tools that address that,
whether it's programs likeWealth Engine, where people can
do research and find informationif they want to really either
break into that luxury space orthey're already in that luxury
(10:36):
space, you know, they can usethat resource to find folks that
fit that profile to continue tobuild relationships in their
network.
I alluded to our relationshipwith Thursday night football.
We created a product called theMoveMeter, which analyzes
certain components of aparticular location.
(10:57):
And, you know, people can match.
If I want to see what it's liketo live in Atlanta, which I
believe you're in the Atlantaarea, or I want to compare that
to Seattle, this move metermatches those those cities up
and generates some key datapoints to whether it's cost of
living, you know, income, youknow, those sort of things.
And then certainly we have toolsand resources that once you just
(11:20):
hit the go button, it justautomatically stays in touch
with customers and people inyour sphere of influence, which
is you know, kind of like sayingwe have color copiers in our
offices.
Of course, you have thoseresources.
If there are automated programsof high value to help inform
consumers, then you know you'rereally missing the boat on
(11:42):
resources.
So, but everything we look at,everything that we evaluate,
it's got to answer thatquestion.
Is this gonna help our folksattract clients and retain
clients?
If it does that, it's likelywe're gonna make that
investment.
SPEAKER_00 (11:54):
Oh, very, very well put.
And the move meter is fantastic.
I was not familiar with that.
I actually have a good friendthat as soon as we end, I will
be messaging him and say, youhave to check this out.
He's debating between two citiesright now or two very different
areas across the country.
And I'm going to be presentingthis to him to help him in his
(12:14):
decision.
SPEAKER_01 (12:15):
I appreciate that.
It's exclusive to Cobo Bankers,to the Cold Banker movement.
I appreciate that, Tom.
SPEAKER_00 (12:21):
Yeah, absolutely.
We've been talking about globalpresence, and yet the beauty
with franchising is you havelocal ownership in many of these
markets.
How have you found to help blendthis idea of your brand
consistency nationally,regionally, internationally, and
then also providing thefranchisee that flexibility?
(12:42):
And my favorite things offranchising is a lifer in
franchising is that local ownerthat can make rapid decisions
for that local area.
So I'd love to understand orhear a little bit about how you
all do that.
SPEAKER_01 (12:55):
We have this saying internally, freedom within a
framework.
And so certainly we want brandconsistency in terms of our
marks and look.
But the people that we partnerwith, they want to be a premium
provider and have a premiumbrand offering.
So we don't get a lot ofinconsistency there.
And I think that's because youknow, we've got a profile of the
(13:17):
entrepreneur that we want topartner with.
But you you bring up anexcellent point.
We understand and acknowledgethis is their business.
And we want them to own theirbusiness.
We're in partnership with them.
So our objective is how can wepartner with you to help you
achieve your goals and help youachieve your agents' goals?
(13:39):
And so we focus on growththrough those, you know, years,
but we also want to bring thatrelationship and business
partnership full circle andfocus on succession planning and
focus on succession planningearly, just to prepare for the
what if event, not justretirement, but we want to
create hopefully a financialevent at the end of their
(14:03):
career, but also createcontinuity for the business
asset, continuity for theagents, continuity for the
employees, smooth transitionfrom predecessor to successor in
leadership.
So we look at theserelationships and these
partnerships holistically frombeginning to end.
It's not just sign up, hey,we'll help you grow.
(14:25):
You know, we certainly do that,want to continue to do that, but
we also have the end game inmind because we want continuity
for everybody, but alsohopefully create a good
financial event at the end forthe owner.
But it's, I think for us, it'sjust, I think place a premium on
self-awareness.
If I'm ever going to write abook, it's gonna be on
self-awareness.
(14:45):
And we're self-aware enough toknow that we're in partnership
with business owners that wantthe freedom and flexibility to
grow their companies in the waythey want to locally for
themselves.
It's so we've got, again, thisfreedom within a framework type
of type of strategy.
SPEAKER_00 (15:03):
The freedom within a framework, great, great
explanation.
One thing that I was thinkingabout in your brand, especially
as a premium provider, we weretalking about kind of this
negative side of things orconcern that oftentimes or fears
that I have heard over the yearsthat some people have in
expanding a premium brand.
And one thing I was curiousabout is how you manage or work
(15:26):
with franchisees that maybe arenot meeting the standard that
you're expecting.
So certainly you do the best youcan to screen and bring in the
best franchisees, and they tryto bring in the best staff and
team into their office.
How do you kind of help managethat uh sometimes delicate
situation?
SPEAKER_01 (15:44):
Well, certainly you could you could uh look at the
real estate industry the lastthree full years coming out of
the prior decade, which was thegreatest decade in the history
of real estate.
Really, the last two years ofthat decade, I would describe as
unicorn years, years we'llprobably never see in the
industry again, to a prettysignificant pivot to where we
(16:06):
are today and that we've beennavigating the last 36 months.
And, you know, we've had to be,we've had to recognize the
realities of the business andtransaction count.
And it is, you know, near wherethey were 30 years ago.
And now, albeit if you navigated2009, 10, and 11, which was
(16:29):
units and prices collapse, thislast 36 months really just been
isolated to units.
Prices have continued toappreciate or home values
continue to appreciate.
So a little bit different, butyou still have to acknowledge
the impact on a local businessand operator and still, you
(16:50):
know, folks, how fluid it isgetting in the business versus
getting out of the business.
And then get that just boilsdown to a partnership.
But it's having transparent,very vulnerable conversations
between our senior growthconsultants and their customer,
which would be the franchiseowner.
And, you know, it's really abouthow do we partner together to
(17:12):
weather any sort of marketcycle.
You know, we had, again, as anindustry, a historic decade.
Well, the trade-off is it'sbeen, you know, three years that
have been pretty complex andfluid and volatile.
And you just, you know, you youpartner with them and make sure
that there's you know open linesof communication.
Again, to your point, havethose, you know, challenging,
(17:35):
difficult conversations.
But I believe, I believe everyopportunity poses or every
challenge poses an opportunity.
And uh, you know, I like to sayI'm I'm an optimist, but my
optimism is rooted in reality,which is the data in in our
business.
So I just you know defer to dataand often refer to it as it's
(17:56):
our most valuable currency.
So what's that that telling us?
And you know, the market thatwe're in today, you know, two
years ago, if somebody asked mewhat was a real estate market
like, I could sit down, draft anarrative, and then I can travel
any market in America, say thesame words, and it would be
applicable.
It's returned back to a morenormal real estate climate and
(18:18):
environment where it'shyper-local conditions.
What's happening in theNortheast is dramatically
different than, say, Florida andTexas, which is different than
the Pacific Northwest, which iswhere I am, which is different
than Southern California.
So, you know, you've got thesekind of macro perspectives, but
it really is you've got to bevery, very hyper-local in
(18:39):
today's market conditions.
So I, you know, it's again withyou know 600 or so entrepreneurs
and and owners of a ColdwellBanker franchise, it's you just
have to stay in constant contactand make sure that there is a a
solution that's a win-win foreverybody.
And you know, sometimes it'sjust time to move on.
(19:01):
And, you know, nothing wrongwith that.
You know, we we hate to see it,but if there is, you know,
legitimate business reasons, andit it sometimes it's not just
the market or the economy, it'sjust time.
And or maybe there's nosuccessor for the business.
So it's it's just it boils downto simple communication, being
(19:21):
vulnerable, being candid, beingvery transparent with you know
the good and the bad.
SPEAKER_00 (19:27):
How you see things changing, maybe from a real
estate standpoint, generallyfrom a national basis in the
U.S.
market, or what you seeoccurring in the franchise real
estate market, or just anythingthat you're kind of seeing down
the road here.
SPEAKER_01 (19:41):
Well, here's here's what I know.
So also I'll start with what Iknow.
Most market contractions, if youlook at history, most market
contractions, and when I saycontractions, either decline in
units and prices, or one or theother primarily units, or flat
conditions.
And that's really the marketthat we've been in.
I mean, there was a contractionand then it's just been flat.
(20:03):
If you look at history, thosemarket environments last, those
cycles are three to four yearslong.
If you look at 1980 to 1982,1989 to 1991, 2008 to 2011, each
of those were three to fouryears.
We're three full years into thiscurrent cycle.
(20:26):
So if history repeats itself,you know, we'd have another six,
twelve, you know, eighteen,twenty-four months of the
current cycle beforetransitioning to a new cycle,
which would be an appreciatingcycle.
So I I trust that history willrepeat itself.
(20:46):
I think there's certainly thedata would suggest that we're
still in the short term going tocontinue to navigate some fluid
and volatile uh and uncertaintimes.
You look at the most recent jobsreport.
May and June were far worse thanwas originally reported.
And so you got a three-monthcycle of you know what's going
(21:07):
on in the labor sector.
Mortgage interest rates havefallen for four consecutive
weeks, so that's a good thing.
You look at, you know, six undersix and a half seems to be the
rate where more buyers enter themarket than maybe have
voluntarily been on thesidelines.
And we're kind of right rightthere.
It was average 30-year fixedlast week was 6.58.
(21:30):
So you look at 2024 when themarket accelerated, it was you
know, September ish when rateswere at 6.5 and below.
So we're right there.
You know, you look at newconstruction and builder
sentiment, you know, starts, uh,and I I focus on permits and
starts as as far as those arethe leading indicators to lag
(21:53):
results.
So I I believe that one historywill repeat itself, and most of
these type of market conditionslast three to four years before
the next cycle.
And we all know real estate'scyclical.
So I believe that we've gotanother, you know, year,
certainly 20, the balance of2025, and and you know, probably
(22:16):
into 2026, where similar marketconditions today and 2027 is
probably the year where we see anoticeable change in in market
movement.
SPEAKER_00 (22:28):
Yeah, very good.
Very good.
Thank you.
Thank you for sharing that.
And one question I always liketo ask franchisors in particular
is as you think aboutfranchising and managing your
brand, what advice might yougive to an emerging franchisor?
SPEAKER_01 (22:43):
Well, I alluded to it in my opening comments.
One, have clarity around who youare, what your business model
is.
And we're a high-value businessmodel.
I think in real estate, there'sthere's really two camps.
Um, and there's no real newgenius business model to our
industry, even though there'sbeen you know talk about that.
(23:04):
I know I'm not accepting ofthat.
I think you're high value orlow-cost limited service.
And it's it's just a businessmodel.
And and so I think as as apotential franchisee or as a
potential franchise, it'sclarity around your business
model, who you are, who you wantto be to your customer.
(23:27):
What's the experience that youwant to create and deliver?
I think it starts there.
And then number two, and I wasjust having this conversation
with a newer franchisee lastweek.
Be really disciplined to theprofile of your customer.
And it is okay to subscribe tothe belief that you're not the
(23:50):
right fit for everybody.
You just need to attracteverybody that wants what you
have to offer.
So clarity around purpose,clarity around your value
proposition, your offerings anddeliverables, and be disciplined
to the profile that aligns withthat model.
Just stay the course.
(24:11):
That that what I what I haveseen and experienced when you
start to become overly flexibleand you start convincing
yourself that it's okay todetour here or make this
exception, sometimes it worksout, but more times than not,
you've created more challenges.
And I think at the end of theday, being mindful of the most
(24:36):
important thing is deliveringand creating an exceptional
experience for the customer.
And anytime you deviate off youroriginal intent and your focus,
sometimes that you cancompromise that experience and
that will not end well.
SPEAKER_00 (24:55):
Well, Jason, how can someone get in contact with you,
learn more about what you'redoing, check out what Coldwell
Banker is up to?
Great.
SPEAKER_01 (25:02):
Well, I appreciate that that question.
Certainly, Coldwell Banker isall over the internet.
Go to CaldwellBanker.com.
If there's interest infranchising, you know, go down
to the to the bottom and learnmore.
My you've got my email address.
My cell number is 503-314-6015.
Call me personally.
You know, it's interesting.
I always offer in every talkthat I get, big or small, I
(25:27):
offer my cell number.
People write it out, and peopleare astonished at somebody, you
know, at my position with justthe the uh the size and scale of
our network.
But the reality of it is mostpeople won't use it.
But 503-314-6015 is my cellnumber.
Call me, text me, you know,email me jason.wah at cbhome.com
(25:48):
or go to calledwellbanker.com.
SPEAKER_00 (25:50):
Perfect.
Well, Jason, this is a greattime in the show, and we make a
transition.
We ask every guest the same fourquestions before they go.
And the first question we ask ishave you had a miss or two on
your journey and something youlearned from it?
19 years old.
SPEAKER_01 (26:05):
If I was, if I could be doing anything differently,
and I'm I'm blessed.
I have a career that I'm reallyfortunate to have, got a great
family, you know, all of thosethings.
I'm very, very fortunate.
But if I could be doing anythingdifferent, I would be a college
basketball coach.
And so I went to college in lawschool at Pepperdine University
(26:26):
in Southern California.
I take a concepts of coachingclass my sophomore year.
It's a Tuesday, Thursday nightclass.
The professor is a highlydecorated coach in his
respective sport, both as aplayer, as a coach, national
championships, Olympic team,very, very highly decorated.
I approach him and a great,great gentleman, class act.
(26:50):
Walked up to him after class oneTuesday night, and I say to him,
you know, I want to be a collegebasketball coach.
What do I have to do to getthere?
And he says to me as as politelyand as nice as he could, Jason,
you're not playing collegebasketball.
So it's probably not going towork out for you.
I would pursue something else.
And at 19, I wasn't confidentenough to say to this highly
(27:13):
decorated coach, you don't knowwhat you're talking about.
So, you know, fine.
I uh pursued business.
I went to law school, and again,it's all worked out.
But that experience, not as aregret, but it's really served
with my wife and I, we've gotfive daughters.
Our oldest is leaving forcollege next week.
(27:34):
But, you know, I've shared thatstory multiple times.
And the takeaway from that isdon't ever let anyone deter you
from pursuing what you have apassion for.
And, you know, get people thatare supportive and behind you,
you know, stay close to them.
Those that don't believe it'spossible, you know, just
(27:55):
respectfully ignore them.
Don't let anybody deter you frompursuing uh your passion.
So that was, you know, not aregret, but it's it has served
such a great life example for methat, you know, hopefully my
kids are have listened, they'rethey're teenagers, so they've
heard it.
I don't know if they actuallyunderstand it yet, but hopefully
(28:17):
they they do later in life.
But that would be one examplethat just has always, when I've
been asked uh that question or avariation of that question, that
that story and example, I justalways think of because it's
just it has served me so well.
And uh interestingly enough,we've got a Caldwell banker
(28:39):
agent that lives and works inMalibu and has a relationship
with this coach.
So November of last year, soNovember 2024.
So what is that?
That would have been 93.
That would have, I would havehad that class, 93, 94.
So we're talking 30 years later.
I get a video of the two ofthem.
(29:00):
And our Caldwell Banker agent, Ihad shared this story with him
at some past event, and hehappened to record this video
with this coach 30 years later.
He's like, you know, listen, uh,you know, Jason Wall is the
president of Caldwell Bankernow, and he was sharing a story
how you just crushed his dreams30 years earlier.
And then the coach gets onthere, Jason.
(29:22):
I'm so sorry, but I'm so proudof all the things you've
accomplished.
So it was it was pretty coolwhen morning I woke up to that
video via text.
But that's again, just you know,follow your passion.
Don't let anybody stand in theway or deter you from pursuing
whatever it is you want topursue.
SPEAKER_00 (29:39):
What a full circle story.
That's truly amazing.
What a blessing to receive thatvideo.
Let's talk about a make or ahighlight that you'd like to
share.
SPEAKER_01 (29:48):
Well, that's actually harder because there's
so many of them, right?
You know, both personally andprofessionally.
But what's, you know, what Ilove about this business, and
you've said the word multipletimes, entrepreneurs.
And I just have such a Deeprespect for entrepreneurs.
You know, there's a lot of riskthat comes with that, but
there's great reward too.
And so, you know, to partnerwith folks that have taken on
(30:12):
intentionally that risk andsucceeded.
I mean, there's just nothinglike it to be, you know, a
bystander or be in the co-pilotseat, if you will, of that
experience.
And I, you know, there's agentleman in my former company,
and we had what, we had thesecareer nights.
He he comes in and he grew up asa farmer, as a dairy farmer, and
(30:36):
you know, multiple generations.
And he comes into this event.
I mean, dirty.
Like he just came from the farm,got in this truck, and came to
this event.
And I and I always took theposition, I'm gonna try to
convince people from pursuingreal estate sales.
Because if they push back,that's the person I want.
(30:57):
If they actually just were like,well, now that you put it that
way, yeah, maybe I'll go pursuesomething else.
Great.
I saved them a lot of time.
I saved us a lot of time.
And I remember having aconversation with him.
And so not only was hispresentation and appearance was
just not representative of ourbusiness and the asset class
(31:18):
that we work in.
You know, it was pretty poor eyecontact and not, you know, great
communication.
And I respectfully said, thankyou, thank you for you know
coming tonight and learningmore.
Respectfully, I just don'tbelieve that this is the right
industry for you, and uh wishyou well.
Three weeks later, I get a call.
I don't recognize the name,schedule the interview.
(31:42):
It's the same gentleman comes infrom three weeks earlier, but in
a clean polo shirt, slacks, firmhandshake, great eye contact.
I mean, a totally differentperson.
And I changed my mind.
I hired him, and that would havebeen it's 2025.
(32:02):
He's still at that firm, whichyou know, I left two years ago.
And so that would have been2023.
There was he's been there atleast 18 years and totally
changed his his life, hisfinancial, you know, status,
everything.
And, you know, it's those sortof experiences that I just got
(32:23):
more than I can share of thoseexperiences.
But that's what this industryhas afforded me is those
opportunities to collaborate andpartner and and help folks
achieve levels of success thatthey never envisioned for
themselves, right?
I mean, it's that's just beenphenomenal.
(32:44):
I mean, I just, you know, myfather said, and I always think
about this, because thegentleman that brought him into
the business used the samestatement on him, and he used it
on me.
He said, if you want to impactlives, you can impact more lives
running this company or inleadership than you can one
transaction at a time.
(33:04):
And for me, that really, youknow, was what made me pursue
leadership over, you know,production in this business was
the impact on lives.
And it's just afforded me somany wins and so many returns
and continues to today.
You know, that's why I love thefranchise business because it's
you know the best of all worlds.
(33:25):
You've got these franchiseowners that are taking on this
risk and embracing thisentrepreneurial spirit.
But then they're also hiring allthese other entrepreneurs that
are agents for their company.
So it's um it's just awesome.
I got more wins than I know whatto share.
SPEAKER_00 (33:43):
Oh, wonderful.
What a great story.
Thanks for sharing that.
And let's talk about amultiplier that you've used to
help multiply yourself as you'vegrown personally,
professionally, organizationsyou've run.
SPEAKER_01 (33:56):
There was an experience in 2013.
I attended a John Maxwellleadership event in Orlando,
Florida, a week long.
That was life-changing for me.
I mean, every speaker wasdynamic.
And I and I remember everysingle night returning to my
hotel room, jotting down notes,and I would recap and summarize
my day in email to my leadershipteam back in Portland in
(34:19):
Seattle, just all about the lifelessons and things that were
applicable, whether it'spersonally or professionally,
but also the commitments that Iwas making as a leader based on
this event.
And that's 12 years later.
I still can't get enough of JohnMaxwell's content, but I'm
always reminded of certainlessons learned there.
And one of the key takeawaysfrom that, for whatever reason,
(34:43):
I was included in a much smallergroup at a pre-event with with
John.
And we talked about work-lifebalance.
And I remember that because wetalk a lot about that, at least
in real estate, how you balance,you know, and and it was really
interesting his his take onthat.
It that's not achievable.
(35:04):
It's more about there's justseasons of life, and every
season has a beginning, middle,and end.
And if you approach it that way,so in work, you know, there this
is a season.
And so there's a beginning,middle, and end to that season.
So you really got to just bereally disciplined to your
routine, to your timemanagement, to your priority
(35:24):
management.
But this, you know, this notionof this perfect work-life
balance.
I mean, there's a compromise anda and a trade-off in all of
that.
Whereas if you approach it, thatthis is just the season of life.
I mean, it is so busy at workand the market, you know, has
these opportunities, whetherit's an emerger and acquisition
opportunity or maybe it's a saleor, you know, whatever that that
(35:47):
specific situation is, there's abeginning, middle, and end to
that.
But right now, I've got to focusand commit my time there.
And it's just gonna eat up a lotof our time.
But you know what?
And my wife and I did this.
We're we just booked a week inCabo in October because I've got
this event that we're preparingfor our national conference in
(36:07):
September.
And it's getting a lot of timeand attention because it needs
to and it deserves it.
But at the same time, it's gonnaend.
And, you know, we've booked aweek in Cabo in October.
So that was, you know, from amultiplier.
I always reflect back on thatweek-long experience, the
(36:27):
lessons learned from that, andtry to, you know, just be
mindful of those lessonslearned.
And then a second big takeawayof that was leadership is is
about modeling the rightbehaviors.
And so we often, I often just,am I modeling the right
behavior?
And if you do that, things justtend to multiply because they
cascade down.
(36:48):
And then your team models, youknow, a certain behavior for
their team.
And it just has this cascadingeffect.
So, you know, that event in 2013was life-changing for me,
continues to be things, lessonsthat I reflect on and be mindful
of.
And uh, one of my favorite, Istart every morning, my team,
the first thing that they hearfrom me every morning is an
(37:10):
email titled Morning Mindset.
And it's just a, you know, it'sintended to be an inspirational
quote.
Just get in the right mindsetfrom the get-go to set yourself
up for success each day.
And and so that's, you know,Monday through Friday, I give
them a break from Jason on onSaturdays and Sundays.
But one of my favorite quotes isby Dennis Mannering: attitudes
(37:32):
are contagious.
Is yours worth catching?
And I think about modeling theright right behavior and is my
attitude it's contagious.
So is the attitude that I'mprojecting right now worth
catching?
And I'm just mindful of thosetwo things day in and day out,
all day long.
You know, just try to live bythat.
You know, listen, we all haveour moments, we all have our
(37:53):
times.
Best thing you can do is unplugand separate yourself and
regroup and and then re-engagein those moments.
But, you know, modeling theright behavior, attitudes are
contagious, is yours worthcatching.
Two principles that I justreally try to uh subscribe to,
live by.
And uh if you can execute thatmore times than not, good things
(38:14):
tend to happen.
SPEAKER_00 (38:16):
The final question we ask every guest, Jason, is
what does success mean to you?
You know, there's two lenses,right?
SPEAKER_01 (38:23):
You have the selfless lens and you have the
selfish lens.
Selfishly, it's you know,creating a lifestyle and
creating opportunity for yourfamilies and your children.
I, you know, my wife and I havefive five daughters, 18 to 12.
Our oldest will be 19 at the endof next week and leaves for
college on on Wednesday.
(38:43):
And I wrote a college tuitioncheck last week.
And so the um just the abilityto create opportunities for our
children and live a certainlifestyle.
We can if I can provide that, tome, that's that is success
selfishly.
Selflessly, it is aboutparticipating in some way that
(39:09):
our folks are successful.
I I there's so many, but I thinkabout this this one gal that
grew up pretty modest means,very blue-collared family, and
she was working at a localfamily-friend brokerage, the
first five years out of college.
And she did a deal with one ofmy very experienced brokers, and
(39:30):
my experienced broker came backand said, This gal's a winner.
You've got to go reprove her.
So I start the process.
She made me work 10 full monthsuntil she joined my office and
company.
So either I'm not very good atit or she, you know, just needed
some time.
But I looked at her businesstoday and what she's achieved
(39:52):
and the financial freedom andindependence from where she
came, and knowing that, youknow, she's reached goals and
heights that she never even hadfor herself.
I mean, those are I'm justsurrounded by, you know, so many
of those experiences andopportunities.
That's what drives me everysingle day.
(40:12):
And it's those successes.
It's really the success thatothers have achieving whatever
goals that they have.
And I remember challenging agentleman that I'm still very
good friends with today, who waswith our foreign company, still
my former company is going on 35years there.
But he used to tell me when Ifirst started working with him,
(40:33):
you know, Jason, I want to makeseven figures, I want an
airplane, I want all this andthat.
And I I challenged that.
I said, I don't believe that'swhat you want.
And he's like, How dare you?
Of course, it's exactly what Iwant.
I said, I don't believe that.
And he's like, Why would you notbelieve that?
And I said, Because you show up,you're the first person every
single day in the office, youhit the ground running, you make
(40:54):
your calls, but at 12 o'clock,you're on your way to the golf
course every single day.
You show up in the office readyto go golfing.
You do the work.
But what you really want is youwant to make enough money to
then also have a Mercedes, butplay golf every day.
That's a great life.
But all you're doing is settingyourself up for disappointment
(41:18):
that you didn't hit that sevenfigures.
You don't own an airplane.
But your behaviors aren't reallyin alignment with those goals.
So be honest about what youwant.
What you want is you want tomake$500,000 and play golf every
single day.
That's a great life.
And that's the life he's living.
So, you know, again, success forme, looking through a selfless
(41:40):
lens is about family andcreating an opportunity, a
selfless lens.
It's about all the, you know,the wins and successes and
participating in a way that, youknow, you have these folks
achieve levels of success thatthey didn't even have for
themselves.
And and they did all the work.
And I don't want to ever takecredit for that, but you know,
(42:01):
being a co-pilot in that journeyand process is what makes this
business so rewarding.
And that that's success to me.
When you can put your head downon the pillow at night and know
that people you've partneredwith are have achieved, you
know, levels of success thatthey didn't ever even have for
themselves or envisioned forthemselves, that's pretty
(42:23):
rewarding.
SPEAKER_00 (42:23):
Oh, wonderful.
Wonderful.
Well, as we bring this to aclose, Jason, is there anything
you were hoping to share or getacross that you haven't had a
chance to yet?
SPEAKER_01 (42:31):
Well, you asked such great, compelling questions.
I think we fleshed everythingout.
Uh, you know, I I will say if ifreal estate, being a real estate
either agent or owner of afranchise, if you want a
high-value business partner anda network of professionals that
are committed to your successand subscribe to a belief that
(42:54):
freedom within a framework,because you're the boss, you're
the owner, you're the operator,it's your brand in your local
market, Caldwell Banker is thecompany to partner with if you
want a high-value businessmodel.
So give me a call.
SPEAKER_00 (43:10):
Jason, thank you so much for a fantastic interview.
And let's go ahead and jump intotoday's three key takeaways.
So, takeaway number one is whenhe talked about franchising and
having a premium brand.
And he said for him, they'refocused on creating a great
customer experience.
And they do that by having theirfocus on an acronym he described
(43:33):
as CAR.
For them, it's clientacquisition and retention.
And I liked how he also sharedfor an emerging franchise brand,
he said you need to have thatclarity on the purpose.
And having that clarity allowsyou to maintain the brand
quality that you're going for.
So I think that's a great, greattakeaway for keeping that brand
(43:55):
premium.
Takeaway number two is when hetalked about keeping brand
consistent locally and globally.
And I loved that description heused of franchising, and he said
it is freedom within aframework.
Freedom within a framework.
And so for those of you in thefranchise world, I think that's
a great way to describe this topotential franchisees and also
(44:20):
to your current franchisees toremind them that franchising is
freedom within a framework.
Takeaway number three is when hedescribed success.
And I love that he broke it downinto defining success through
two different lenses orcategories.
He said the first one is selfishand what he wants to create,
(44:40):
something that's personal forhim.
And the second is self-list.
So the selfish lens and theself-list lens, and looking at
it through both of those vantagepoints and what success is
defined in both of those areas,not just one or the other.
Now it's time for today'swin-win.
(45:02):
So today's win-win comes fromwhen he talked about the myths
when he was in college and hewas 19 and had a coach or a
teacher talk to him and kind ofdeterred him from pursuing
something that he sought andthat he wanted to accomplish and
become.
And he said for him, that lessonlearned has served as a reminder
(45:26):
for him, which is don't ever letanyone deter you from pursuing
something you have a passionfor.
I loved when he said that.
Don't ever let anyone deter youfrom pursuing something you have
a passion for.
And I would share that with eachof you and folks tuning in here,
whether you're thinking aboutfranchising your business or
buying a franchise or takingthat next step in your career or
(45:50):
for some personal goal that youhave.
I thought that was just a greatwin-win because don't let
someone else's ideas deter youfrom something you have a
passion for.
And so that's the episode today,folks.
Please make sure you subscribeto our podcast and give us a
review, and we would greatlyappreciate a five-star rating as
well.
And remember, if you or anyoneyou know might be ready to
(46:13):
franchise their business or taketheir franchise company to the
next level, please connect withus at BigSkyFranchise Team.com
to schedule your free, noobligation consultation.
Thanks for tuning in, and welook forward to having you back
next week.
Welcome to the Multiply Your Success podcast,
where each week we helpgrowth-minded entrepreneurs and
franchise leaders take the nextstep in their expansion journey.
I'm your host, Tom Dufour, CEOof Big Sky Franchise Team.
And as we open today, I'mwondering how you keep a premium
service premium when you're aglobal company, and how do you
(00:24):
do it as a global franchisecompany with international
franchisees and team members allover the world?
Well, our guest today is JasonWaugh, and he shares with us his
insights on global franchising,the real estate market, and
keeping the quality high with apremium global franchise brand.
(00:44):
Now, Jason serves as thepresident of Coldwell Banker
Affiliates for Coldwell BankerReal Estate.
In this role, he oversees thebrand's marketing, franchise
sales, and operations teams tosupport a network of almost
100,000 affiliated salesprofessionals in more than 2,700
offices across 47 countries andterritories.
(01:05):
Now he previously served as theCEO and president of Berkshire
Hathaway Home Services NorthwestReal Estate and Birkshire
Hathaway Home Services RealEstate Professionals.
He also possesses a keenunderstanding of franchise
culture and is passionate aboutequipping brokers with best
in-class technology, marketing,and services to deliver an
(01:26):
unparalleled experience toconsumers.
You're going to love thisinterview, so let's go ahead and
jump right into it.
I appreciate the opportunity,Tom.
SPEAKER_01 (01:35):
Jason Wong, I am president of Caldwinker
Affiliates.
SPEAKER_00 (01:39):
Thank you so much for being here.
And you have quite a system thatyou are responsible for spanning
around the globe.
And one of the things that isinteresting that I think is
worth maybe as a starting pointis just to talk a little bit
about this idea of delivering,especially in a franchise sense,
(02:00):
this idea of delivering superiorcustomer service across a global
brand.
And how are you able to do thator keep up with something like
that?
SPEAKER_01 (02:10):
Coldwell Bank has been in existence almost 120
years.
So there's a lot of lessonslearned over that period of
time.
But, you know, I'm super proudof the team that I've been able
to join and work with.
It's been almost two years sinceI've been at Coldwell Banker,
and it's been a real joy,inherited a phenomenal team.
And again, with that sort ofhistory and legacy, and I would
(02:33):
contend Cobalt Banker is themost iconic brand in real
estate.
There's a lot of lessons learnedover time in navigating
different markets and differenteconomies.
But I think at the core ofeverything, you have to have
clarity around who you are andwhat you want to be to your
customer.
And then two, partner with theright people.
(02:54):
So you alluded to this.
We're in almost 50 countries andterritories globally, about 600
or so franchisees domestically,and then a very large
corporate-owned side of thebusiness as well.
So the footprint is prettyexpansive, but I think it starts
with clarity around purpose,clarity of who you are, and then
(03:18):
partner with the right people.
And we're not going to be thebest fit for everyone.
And that's okay.
We just want to partner witheverybody that's looking for
what we have to offer, and wewant everybody that wants a
high-value proposition.
SPEAKER_00 (03:31):
I've been in franchising my whole career,
over 20 years at this point.
And a common thing that I'veheard over the years is people
having concerns aboutfranchising applied to a premium
service or a premium product,where there's really a fear of
this high quality deterioratingas you expand.
(03:54):
And here you are doing it on aglobal scale with lots of people
all around the world, differentcultures, different languages,
and yet you're still able to doit.
So I'd love for you just to kindof hear your thought on how you
help keep that premium qualityor this excellence.
SPEAKER_01 (04:11):
Well, I think it starts with talent.
You have talent that's committedto that, right?
And so we have the best talentat our parent company, which is
Enuare Real Estate, down throughCaldwell Banker.
And so it begins there and justa laser focus on creating an
exceptional experience for yourcustomer.
So we do have one thing I'vereally been fixated in, you
(04:34):
know, for lack of a better term,it's a rallying cry since I
joined Caldwell Banker is how doyou make a large network feel
smaller and more interconnected?
And I think every largeenterprise struggles with that,
or at least it's an opportunityto improve in that area, whether
you're in financial services,insurance, you know, whatever
(04:55):
industry you're in, the largeryou get, it you can lose that
connectivity.
So we talk an awful lot aboutyou know, is this activity or is
this resource in alignment withmaking this network feel smaller
and more interconnected?
And so we place a premium onrelationships and learning what
(05:18):
our customers need, because noteverybody needs or wants the
exact same thing.
So, you know, we certainly haveto scale, but also be flexible
and nimble enough to help folksachieve what they want to.
So if you take, for example,we're running our third national
campaign with Thursday NightFootball and Amazon Prime.
(05:42):
Well, we create these nationalcampaigns, but for our local
affiliates, they can take thatnational campaign and customize
it for their local feel, theirlocal market conditions,
whatever messaging that theywant or the brand that they want
locally.
So for us, begins with talent,clarity on who you are, and then
(06:02):
really, you know, focus on therelationships and delivering the
experience for the customer,whether they're domestic or
international.
SPEAKER_00 (06:09):
I'd love for you to just to maybe talk on these two
different parts.
One is recruiting franchiseetalent.
And then the second issupporting those franchisees and
how they recruit their own localrepresentatives and their local
talent in their own market.
So I'd love to hear yourthoughts on that.
SPEAKER_01 (06:26):
Yeah.
I think anytime somebody'stalking with us or they're
searching some network topotentially invest in and
partner with, they're doing sobecause they've identified a gap
in their business or anopportunity or some area that
they need to address.
So our perspective is knowingthat, do we provide the best
(06:49):
solution for whatever that issueis that you're trying to
address?
So really understanding theneeds and wants of our customers
and being honest and self-awareenough to say, we we have the
best solution for that, or maybewe don't.
And so I think from a you knowprofile perspective of building
out our franchise network,that's really it where it
(07:11):
begins.
If you know, people are engagingus because they recognize an
opportunity that maybe isn'tavailable going at it alone or
on your own or as anindependent.
And for us, it's reallyunderstanding what is that need,
what is that opportunity, whatis that gap, what is that issue,
(07:33):
and do we have the best solutionavailable to them to solve that?
So I think it's really that thatsimple in terms of you know
building out our network andfolks deciding whether to
franchise with Caldwell Bankeris the best solution for them.
With respect to organic growthof helping our franchisees then
(07:58):
grow and attract talent, thatreally gets back to that
interconnected partnership.
And so, how can we deliver andequip resources that they can
cascade down and make availableto their agents?
And you know, we place a premiumon professional development.
(08:19):
So we have uh an extensive andexhaustive professional
development program.
We've certainly got a war chestof tech tools and resources.
I think that the challenge inany franchise network is the
franchisee also has to lean inand take advantage of the
resources at their disposal.
(08:40):
And sometimes we're victims ofwe have so many tools and
resources, you know, where doyou start and where do you pick
from?
But I think that, you know, youcan get through that and
navigate that process just withour business consultants, you
know, start here, perfect that,add this, and then add that.
So, you know, I think at the endof the day, it really is a
partnership between franchisorand franchisee in terms of
(09:05):
attracting talent and retainingtalent.
SPEAKER_00 (09:08):
You mentioned having lots of tools to choose from.
And for an organization of yoursize, you have the ability to
likely pursue any tools thatwould be of interest.
Are there a few of these kindsof tools or strategies that you
help implement or that yourfield coaches or business
coaches, franchisee coacheswould use and seen a big return
in their support?
(09:28):
You know, it's interesting.
SPEAKER_01 (09:29):
People ask me what business I'm in, and I'll pose
that question, you know, whenI'm talking to, you know, agents
and our affiliates.
And oftentimes we're in the realestate business, we're in the
people business, we're in therelationship business, and all
of that is true.
I prefer the use of acronyms,just easier for me to remember.
I believe we're in the carbusiness and not auto industry,
(09:51):
but car stands for clientacquisition and retention.
So when we're looking at eithergrowing or building internally
resources and tools, orpartnering with third parties,
it has to answer that question.
Is this resource, is this toolgoing to help our folks attract
(10:12):
clients and retain clients?
Because if it doesn't do that,then it doesn't need our time
and attention and investment.
And so we've got an exhaustiveset of tools that address that,
whether it's programs likeWealth Engine, where people can
do research and find informationif they want to really either
break into that luxury space orthey're already in that luxury
(10:36):
space, you know, they can usethat resource to find folks that
fit that profile to continue tobuild relationships in their
network.
I alluded to our relationshipwith Thursday night football.
We created a product called theMoveMeter, which analyzes
certain components of aparticular location.
(10:57):
And, you know, people can match.
If I want to see what it's liketo live in Atlanta, which I
believe you're in the Atlantaarea, or I want to compare that
to Seattle, this move metermatches those those cities up
and generates some key datapoints to whether it's cost of
living, you know, income, youknow, those sort of things.
And then certainly we have toolsand resources that once you just
(11:20):
hit the go button, it justautomatically stays in touch
with customers and people inyour sphere of influence, which
is you know, kind of like sayingwe have color copiers in our
offices.
Of course, you have thoseresources.
If there are automated programsof high value to help inform
consumers, then you know you'rereally missing the boat on
(11:42):
resources.
So, but everything we look at,everything that we evaluate,
it's got to answer thatquestion.
Is this gonna help our folksattract clients and retain
clients?
If it does that, it's likelywe're gonna make that
investment.
SPEAKER_00 (11:54):
Oh, very, very well put.
And the move meter is fantastic.
I was not familiar with that.
I actually have a good friendthat as soon as we end, I will
be messaging him and say, youhave to check this out.
He's debating between two citiesright now or two very different
areas across the country.
And I'm going to be presentingthis to him to help him in his
(12:14):
decision.
SPEAKER_01 (12:15):
I appreciate that.
It's exclusive to Cobo Bankers,to the Cold Banker movement.
I appreciate that, Tom.
SPEAKER_00 (12:21):
Yeah, absolutely.
We've been talking about globalpresence, and yet the beauty
with franchising is you havelocal ownership in many of these
markets.
How have you found to help blendthis idea of your brand
consistency nationally,regionally, internationally, and
then also providing thefranchisee that flexibility?
(12:42):
And my favorite things offranchising is a lifer in
franchising is that local ownerthat can make rapid decisions
for that local area.
So I'd love to understand orhear a little bit about how you
all do that.
SPEAKER_01 (12:55):
We have this saying internally, freedom within a
framework.
And so certainly we want brandconsistency in terms of our
marks and look.
But the people that we partnerwith, they want to be a premium
provider and have a premiumbrand offering.
So we don't get a lot ofinconsistency there.
And I think that's because youknow, we've got a profile of the
(13:17):
entrepreneur that we want topartner with.
But you you bring up anexcellent point.
We understand and acknowledgethis is their business.
And we want them to own theirbusiness.
We're in partnership with them.
So our objective is how can wepartner with you to help you
achieve your goals and help youachieve your agents' goals?
(13:39):
And so we focus on growththrough those, you know, years,
but we also want to bring thatrelationship and business
partnership full circle andfocus on succession planning and
focus on succession planningearly, just to prepare for the
what if event, not justretirement, but we want to
create hopefully a financialevent at the end of their
(14:03):
career, but also createcontinuity for the business
asset, continuity for theagents, continuity for the
employees, smooth transitionfrom predecessor to successor in
leadership.
So we look at theserelationships and these
partnerships holistically frombeginning to end.
It's not just sign up, hey,we'll help you grow.
(14:25):
You know, we certainly do that,want to continue to do that, but
we also have the end game inmind because we want continuity
for everybody, but alsohopefully create a good
financial event at the end forthe owner.
But it's, I think for us, it'sjust, I think place a premium on
self-awareness.
If I'm ever going to write abook, it's gonna be on
self-awareness.
(14:45):
And we're self-aware enough toknow that we're in partnership
with business owners that wantthe freedom and flexibility to
grow their companies in the waythey want to locally for
themselves.
It's so we've got, again, thisfreedom within a framework type
of type of strategy.
SPEAKER_00 (15:03):
The freedom within a framework, great, great
explanation.
One thing that I was thinkingabout in your brand, especially
as a premium provider, we weretalking about kind of this
negative side of things orconcern that oftentimes or fears
that I have heard over the yearsthat some people have in
expanding a premium brand.
And one thing I was curiousabout is how you manage or work
(15:26):
with franchisees that maybe arenot meeting the standard that
you're expecting.
So certainly you do the best youcan to screen and bring in the
best franchisees, and they tryto bring in the best staff and
team into their office.
How do you kind of help managethat uh sometimes delicate
situation?
SPEAKER_01 (15:44):
Well, certainly you could you could uh look at the
real estate industry the lastthree full years coming out of
the prior decade, which was thegreatest decade in the history
of real estate.
Really, the last two years ofthat decade, I would describe as
unicorn years, years we'llprobably never see in the
industry again, to a prettysignificant pivot to where we
(16:06):
are today and that we've beennavigating the last 36 months.
And, you know, we've had to be,we've had to recognize the
realities of the business andtransaction count.
And it is, you know, near wherethey were 30 years ago.
And now, albeit if you navigated2009, 10, and 11, which was
(16:29):
units and prices collapse, thislast 36 months really just been
isolated to units.
Prices have continued toappreciate or home values
continue to appreciate.
So a little bit different, butyou still have to acknowledge
the impact on a local businessand operator and still, you
(16:50):
know, folks, how fluid it isgetting in the business versus
getting out of the business.
And then get that just boilsdown to a partnership.
But it's having transparent,very vulnerable conversations
between our senior growthconsultants and their customer,
which would be the franchiseowner.
And, you know, it's really abouthow do we partner together to
(17:12):
weather any sort of marketcycle.
You know, we had, again, as anindustry, a historic decade.
Well, the trade-off is it'sbeen, you know, three years that
have been pretty complex andfluid and volatile.
And you just, you know, you youpartner with them and make sure
that there's you know open linesof communication.
Again, to your point, havethose, you know, challenging,
(17:35):
difficult conversations.
But I believe, I believe everyopportunity poses or every
challenge poses an opportunity.
And uh, you know, I like to sayI'm I'm an optimist, but my
optimism is rooted in reality,which is the data in in our
business.
So I just you know defer to dataand often refer to it as it's
(17:56):
our most valuable currency.
So what's that that telling us?
And you know, the market thatwe're in today, you know, two
years ago, if somebody asked mewhat was a real estate market
like, I could sit down, draft anarrative, and then I can travel
any market in America, say thesame words, and it would be
applicable.
It's returned back to a morenormal real estate climate and
(18:18):
environment where it'shyper-local conditions.
What's happening in theNortheast is dramatically
different than, say, Florida andTexas, which is different than
the Pacific Northwest, which iswhere I am, which is different
than Southern California.
So, you know, you've got thesekind of macro perspectives, but
it really is you've got to bevery, very hyper-local in
(18:39):
today's market conditions.
So I, you know, it's again withyou know 600 or so entrepreneurs
and and owners of a ColdwellBanker franchise, it's you just
have to stay in constant contactand make sure that there is a a
solution that's a win-win foreverybody.
And you know, sometimes it'sjust time to move on.
(19:01):
And, you know, nothing wrongwith that.
You know, we we hate to see it,but if there is, you know,
legitimate business reasons, andit it sometimes it's not just
the market or the economy, it'sjust time.
And or maybe there's nosuccessor for the business.
So it's it's just it boils downto simple communication, being
(19:21):
vulnerable, being candid, beingvery transparent with you know
the good and the bad.
SPEAKER_00 (19:27):
How you see things changing, maybe from a real
estate standpoint, generallyfrom a national basis in the
U.S.
market, or what you seeoccurring in the franchise real
estate market, or just anythingthat you're kind of seeing down
the road here.
SPEAKER_01 (19:41):
Well, here's here's what I know.
So also I'll start with what Iknow.
Most market contractions, if youlook at history, most market
contractions, and when I saycontractions, either decline in
units and prices, or one or theother primarily units, or flat
conditions.
And that's really the marketthat we've been in.
I mean, there was a contractionand then it's just been flat.
(20:03):
If you look at history, thosemarket environments last, those
cycles are three to four yearslong.
If you look at 1980 to 1982,1989 to 1991, 2008 to 2011, each
of those were three to fouryears.
We're three full years into thiscurrent cycle.
(20:26):
So if history repeats itself,you know, we'd have another six,
twelve, you know, eighteen,twenty-four months of the
current cycle beforetransitioning to a new cycle,
which would be an appreciatingcycle.
So I I trust that history willrepeat itself.
(20:46):
I think there's certainly thedata would suggest that we're
still in the short term going tocontinue to navigate some fluid
and volatile uh and uncertaintimes.
You look at the most recent jobsreport.
May and June were far worse thanwas originally reported.
And so you got a three-monthcycle of you know what's going
(21:07):
on in the labor sector.
Mortgage interest rates havefallen for four consecutive
weeks, so that's a good thing.
You look at, you know, six undersix and a half seems to be the
rate where more buyers enter themarket than maybe have
voluntarily been on thesidelines.
And we're kind of right rightthere.
It was average 30-year fixedlast week was 6.58.
(21:30):
So you look at 2024 when themarket accelerated, it was you
know, September ish when rateswere at 6.5 and below.
So we're right there.
You know, you look at newconstruction and builder
sentiment, you know, starts, uh,and I I focus on permits and
starts as as far as those arethe leading indicators to lag
(21:53):
results.
So I I believe that one historywill repeat itself, and most of
these type of market conditionslast three to four years before
the next cycle.
And we all know real estate'scyclical.
So I believe that we've gotanother, you know, year,
certainly 20, the balance of2025, and and you know, probably
(22:16):
into 2026, where similar marketconditions today and 2027 is
probably the year where we see anoticeable change in in market
movement.
SPEAKER_00 (22:28):
Yeah, very good.
Very good.
Thank you.
Thank you for sharing that.
And one question I always liketo ask franchisors in particular
is as you think aboutfranchising and managing your
brand, what advice might yougive to an emerging franchisor?
SPEAKER_01 (22:43):
Well, I alluded to it in my opening comments.
One, have clarity around who youare, what your business model
is.
And we're a high-value businessmodel.
I think in real estate, there'sthere's really two camps.
Um, and there's no real newgenius business model to our
industry, even though there'sbeen you know talk about that.
(23:04):
I know I'm not accepting ofthat.
I think you're high value orlow-cost limited service.
And it's it's just a businessmodel.
And and so I think as as apotential franchisee or as a
potential franchise, it'sclarity around your business
model, who you are, who you wantto be to your customer.
(23:27):
What's the experience that youwant to create and deliver?
I think it starts there.
And then number two, and I wasjust having this conversation
with a newer franchisee lastweek.
Be really disciplined to theprofile of your customer.
And it is okay to subscribe tothe belief that you're not the
(23:50):
right fit for everybody.
You just need to attracteverybody that wants what you
have to offer.
So clarity around purpose,clarity around your value
proposition, your offerings anddeliverables, and be disciplined
to the profile that aligns withthat model.
Just stay the course.
(24:11):
That that what I what I haveseen and experienced when you
start to become overly flexibleand you start convincing
yourself that it's okay todetour here or make this
exception, sometimes it worksout, but more times than not,
you've created more challenges.
And I think at the end of theday, being mindful of the most
(24:36):
important thing is deliveringand creating an exceptional
experience for the customer.
And anytime you deviate off youroriginal intent and your focus,
sometimes that you cancompromise that experience and
that will not end well.
SPEAKER_00 (24:55):
Well, Jason, how can someone get in contact with you,
learn more about what you'redoing, check out what Coldwell
Banker is up to?
Great.
SPEAKER_01 (25:02):
Well, I appreciate that that question.
Certainly, Coldwell Banker isall over the internet.
Go to CaldwellBanker.com.
If there's interest infranchising, you know, go down
to the to the bottom and learnmore.
My you've got my email address.
My cell number is 503-314-6015.
Call me personally.
You know, it's interesting.
I always offer in every talkthat I get, big or small, I
(25:27):
offer my cell number.
People write it out, and peopleare astonished at somebody, you
know, at my position with justthe the uh the size and scale of
our network.
But the reality of it is mostpeople won't use it.
But 503-314-6015 is my cellnumber.
Call me, text me, you know,email me jason.wah at cbhome.com
(25:48):
or go to calledwellbanker.com.
SPEAKER_00 (25:50):
Perfect.
Well, Jason, this is a greattime in the show, and we make a
transition.
We ask every guest the same fourquestions before they go.
And the first question we ask ishave you had a miss or two on
your journey and something youlearned from it?
19 years old.
SPEAKER_01 (26:05):
If I was, if I could be doing anything differently,
and I'm I'm blessed.
I have a career that I'm reallyfortunate to have, got a great
family, you know, all of thosethings.
I'm very, very fortunate.
But if I could be doing anythingdifferent, I would be a college
basketball coach.
And so I went to college in lawschool at Pepperdine University
(26:26):
in Southern California.
I take a concepts of coachingclass my sophomore year.
It's a Tuesday, Thursday nightclass.
The professor is a highlydecorated coach in his
respective sport, both as aplayer, as a coach, national
championships, Olympic team,very, very highly decorated.
I approach him and a great,great gentleman, class act.
(26:50):
Walked up to him after class oneTuesday night, and I say to him,
you know, I want to be a collegebasketball coach.
What do I have to do to getthere?
And he says to me as as politelyand as nice as he could, Jason,
you're not playing collegebasketball.
So it's probably not going towork out for you.
I would pursue something else.
And at 19, I wasn't confidentenough to say to this highly
(27:13):
decorated coach, you don't knowwhat you're talking about.
So, you know, fine.
I uh pursued business.
I went to law school, and again,it's all worked out.
But that experience, not as aregret, but it's really served
with my wife and I, we've gotfive daughters.
Our oldest is leaving forcollege next week.
(27:34):
But, you know, I've shared thatstory multiple times.
And the takeaway from that isdon't ever let anyone deter you
from pursuing what you have apassion for.
And, you know, get people thatare supportive and behind you,
you know, stay close to them.
Those that don't believe it'spossible, you know, just
(27:55):
respectfully ignore them.
Don't let anybody deter you frompursuing uh your passion.
So that was, you know, not aregret, but it's it has served
such a great life example for methat, you know, hopefully my
kids are have listened, they'rethey're teenagers, so they've
heard it.
I don't know if they actuallyunderstand it yet, but hopefully
(28:17):
they they do later in life.
But that would be one examplethat just has always, when I've
been asked uh that question or avariation of that question, that
that story and example, I justalways think of because it's
just it has served me so well.
And uh interestingly enough,we've got a Caldwell banker
(28:39):
agent that lives and works inMalibu and has a relationship
with this coach.
So November of last year, soNovember 2024.
So what is that?
That would have been 93.
That would have, I would havehad that class, 93, 94.
So we're talking 30 years later.
I get a video of the two ofthem.
(29:00):
And our Caldwell Banker agent, Ihad shared this story with him
at some past event, and hehappened to record this video
with this coach 30 years later.
He's like, you know, listen, uh,you know, Jason Wall is the
president of Caldwell Bankernow, and he was sharing a story
how you just crushed his dreams30 years earlier.
And then the coach gets onthere, Jason.
(29:22):
I'm so sorry, but I'm so proudof all the things you've
accomplished.
So it was it was pretty coolwhen morning I woke up to that
video via text.
But that's again, just you know,follow your passion.
Don't let anybody stand in theway or deter you from pursuing
whatever it is you want topursue.
SPEAKER_00 (29:39):
What a full circle story.
That's truly amazing.
What a blessing to receive thatvideo.
Let's talk about a make or ahighlight that you'd like to
share.
SPEAKER_01 (29:48):
Well, that's actually harder because there's
so many of them, right?
You know, both personally andprofessionally.
But what's, you know, what Ilove about this business, and
you've said the word multipletimes, entrepreneurs.
And I just have such a Deeprespect for entrepreneurs.
You know, there's a lot of riskthat comes with that, but
there's great reward too.
And so, you know, to partnerwith folks that have taken on
(30:12):
intentionally that risk andsucceeded.
I mean, there's just nothinglike it to be, you know, a
bystander or be in the co-pilotseat, if you will, of that
experience.
And I, you know, there's agentleman in my former company,
and we had what, we had thesecareer nights.
He he comes in and he grew up asa farmer, as a dairy farmer, and
(30:36):
you know, multiple generations.
And he comes into this event.
I mean, dirty.
Like he just came from the farm,got in this truck, and came to
this event.
And I and I always took theposition, I'm gonna try to
convince people from pursuingreal estate sales.
Because if they push back,that's the person I want.
(30:57):
If they actually just were like,well, now that you put it that
way, yeah, maybe I'll go pursuesomething else.
Great.
I saved them a lot of time.
I saved us a lot of time.
And I remember having aconversation with him.
And so not only was hispresentation and appearance was
just not representative of ourbusiness and the asset class
(31:18):
that we work in.
You know, it was pretty poor eyecontact and not, you know, great
communication.
And I respectfully said, thankyou, thank you for you know
coming tonight and learningmore.
Respectfully, I just don'tbelieve that this is the right
industry for you, and uh wishyou well.
Three weeks later, I get a call.
I don't recognize the name,schedule the interview.
(31:42):
It's the same gentleman comes infrom three weeks earlier, but in
a clean polo shirt, slacks, firmhandshake, great eye contact.
I mean, a totally differentperson.
And I changed my mind.
I hired him, and that would havebeen it's 2025.
(32:02):
He's still at that firm, whichyou know, I left two years ago.
And so that would have been2023.
There was he's been there atleast 18 years and totally
changed his his life, hisfinancial, you know, status,
everything.
And, you know, it's those sortof experiences that I just got
(32:23):
more than I can share of thoseexperiences.
But that's what this industryhas afforded me is those
opportunities to collaborate andpartner and and help folks
achieve levels of success thatthey never envisioned for
themselves, right?
I mean, it's that's just beenphenomenal.
(32:44):
I mean, I just, you know, myfather said, and I always think
about this, because thegentleman that brought him into
the business used the samestatement on him, and he used it
on me.
He said, if you want to impactlives, you can impact more lives
running this company or inleadership than you can one
transaction at a time.
(33:04):
And for me, that really, youknow, was what made me pursue
leadership over, you know,production in this business was
the impact on lives.
And it's just afforded me somany wins and so many returns
and continues to today.
You know, that's why I love thefranchise business because it's
you know the best of all worlds.
(33:25):
You've got these franchiseowners that are taking on this
risk and embracing thisentrepreneurial spirit.
But then they're also hiring allthese other entrepreneurs that
are agents for their company.
So it's um it's just awesome.
I got more wins than I know whatto share.
SPEAKER_00 (33:43):
Oh, wonderful.
What a great story.
Thanks for sharing that.
And let's talk about amultiplier that you've used to
help multiply yourself as you'vegrown personally,
professionally, organizationsyou've run.
SPEAKER_01 (33:56):
There was an experience in 2013.
I attended a John Maxwellleadership event in Orlando,
Florida, a week long.
That was life-changing for me.
I mean, every speaker wasdynamic.
And I and I remember everysingle night returning to my
hotel room, jotting down notes,and I would recap and summarize
my day in email to my leadershipteam back in Portland in
(34:19):
Seattle, just all about the lifelessons and things that were
applicable, whether it'spersonally or professionally,
but also the commitments that Iwas making as a leader based on
this event.
And that's 12 years later.
I still can't get enough of JohnMaxwell's content, but I'm
always reminded of certainlessons learned there.
And one of the key takeawaysfrom that, for whatever reason,
(34:43):
I was included in a much smallergroup at a pre-event with with
John.
And we talked about work-lifebalance.
And I remember that because wetalk a lot about that, at least
in real estate, how you balance,you know, and and it was really
interesting his his take onthat.
It that's not achievable.
(35:04):
It's more about there's justseasons of life, and every
season has a beginning, middle,and end.
And if you approach it that way,so in work, you know, there this
is a season.
And so there's a beginning,middle, and end to that season.
So you really got to just bereally disciplined to your
routine, to your timemanagement, to your priority
(35:24):
management.
But this, you know, this notionof this perfect work-life
balance.
I mean, there's a compromise anda and a trade-off in all of
that.
Whereas if you approach it, thatthis is just the season of life.
I mean, it is so busy at workand the market, you know, has
these opportunities, whetherit's an emerger and acquisition
opportunity or maybe it's a saleor, you know, whatever that that
(35:47):
specific situation is, there's abeginning, middle, and end to
that.
But right now, I've got to focusand commit my time there.
And it's just gonna eat up a lotof our time.
But you know what?
And my wife and I did this.
We're we just booked a week inCabo in October because I've got
this event that we're preparingfor our national conference in
(36:07):
September.
And it's getting a lot of timeand attention because it needs
to and it deserves it.
But at the same time, it's gonnaend.
And, you know, we've booked aweek in Cabo in October.
So that was, you know, from amultiplier.
I always reflect back on thatweek-long experience, the
(36:27):
lessons learned from that, andtry to, you know, just be
mindful of those lessonslearned.
And then a second big takeawayof that was leadership is is
about modeling the rightbehaviors.
And so we often, I often just,am I modeling the right
behavior?
And if you do that, things justtend to multiply because they
cascade down.
(36:48):
And then your team models, youknow, a certain behavior for
their team.
And it just has this cascadingeffect.
So, you know, that event in 2013was life-changing for me,
continues to be things, lessonsthat I reflect on and be mindful
of.
And uh, one of my favorite, Istart every morning, my team,
the first thing that they hearfrom me every morning is an
(37:10):
email titled Morning Mindset.
And it's just a, you know, it'sintended to be an inspirational
quote.
Just get in the right mindsetfrom the get-go to set yourself
up for success each day.
And and so that's, you know,Monday through Friday, I give
them a break from Jason on onSaturdays and Sundays.
But one of my favorite quotes isby Dennis Mannering: attitudes
(37:32):
are contagious.
Is yours worth catching?
And I think about modeling theright right behavior and is my
attitude it's contagious.
So is the attitude that I'mprojecting right now worth
catching?
And I'm just mindful of thosetwo things day in and day out,
all day long.
You know, just try to live bythat.
You know, listen, we all haveour moments, we all have our
(37:53):
times.
Best thing you can do is unplugand separate yourself and
regroup and and then re-engagein those moments.
But, you know, modeling theright behavior, attitudes are
contagious, is yours worthcatching.
Two principles that I justreally try to uh subscribe to,
live by.
And uh if you can execute thatmore times than not, good things
(38:14):
tend to happen.
SPEAKER_00 (38:16):
The final question we ask every guest, Jason, is
what does success mean to you?
You know, there's two lenses,right?
SPEAKER_01 (38:23):
You have the selfless lens and you have the
selfish lens.
Selfishly, it's you know,creating a lifestyle and
creating opportunity for yourfamilies and your children.
I, you know, my wife and I havefive five daughters, 18 to 12.
Our oldest will be 19 at the endof next week and leaves for
college on on Wednesday.
(38:43):
And I wrote a college tuitioncheck last week.
And so the um just the abilityto create opportunities for our
children and live a certainlifestyle.
We can if I can provide that, tome, that's that is success
selfishly.
Selflessly, it is aboutparticipating in some way that
(39:09):
our folks are successful.
I I there's so many, but I thinkabout this this one gal that
grew up pretty modest means,very blue-collared family, and
she was working at a localfamily-friend brokerage, the
first five years out of college.
And she did a deal with one ofmy very experienced brokers, and
(39:30):
my experienced broker came backand said, This gal's a winner.
You've got to go reprove her.
So I start the process.
She made me work 10 full monthsuntil she joined my office and
company.
So either I'm not very good atit or she, you know, just needed
some time.
But I looked at her businesstoday and what she's achieved
(39:52):
and the financial freedom andindependence from where she
came, and knowing that, youknow, she's reached goals and
heights that she never even hadfor herself.
I mean, those are I'm justsurrounded by, you know, so many
of those experiences andopportunities.
That's what drives me everysingle day.
(40:12):
And it's those successes.
It's really the success thatothers have achieving whatever
goals that they have.
And I remember challenging agentleman that I'm still very
good friends with today, who waswith our foreign company, still
my former company is going on 35years there.
But he used to tell me when Ifirst started working with him,
(40:33):
you know, Jason, I want to makeseven figures, I want an
airplane, I want all this andthat.
And I I challenged that.
I said, I don't believe that'swhat you want.
And he's like, How dare you?
Of course, it's exactly what Iwant.
I said, I don't believe that.
And he's like, Why would you notbelieve that?
And I said, Because you show up,you're the first person every
single day in the office, youhit the ground running, you make
(40:54):
your calls, but at 12 o'clock,you're on your way to the golf
course every single day.
You show up in the office readyto go golfing.
You do the work.
But what you really want is youwant to make enough money to
then also have a Mercedes, butplay golf every day.
That's a great life.
But all you're doing is settingyourself up for disappointment
(41:18):
that you didn't hit that sevenfigures.
You don't own an airplane.
But your behaviors aren't reallyin alignment with those goals.
So be honest about what youwant.
What you want is you want tomake$500,000 and play golf every
single day.
That's a great life.
And that's the life he's living.
So, you know, again, success forme, looking through a selfless
(41:40):
lens is about family andcreating an opportunity, a
selfless lens.
It's about all the, you know,the wins and successes and
participating in a way that, youknow, you have these folks
achieve levels of success thatthey didn't even have for
themselves.
And and they did all the work.
And I don't want to ever takecredit for that, but you know,
(42:01):
being a co-pilot in that journeyand process is what makes this
business so rewarding.
And that that's success to me.
When you can put your head downon the pillow at night and know
that people you've partneredwith are have achieved, you
know, levels of success thatthey didn't ever even have for
themselves or envisioned forthemselves, that's pretty
(42:23):
rewarding.
SPEAKER_00 (42:23):
Oh, wonderful.
Wonderful.
Well, as we bring this to aclose, Jason, is there anything
you were hoping to share or getacross that you haven't had a
chance to yet?
SPEAKER_01 (42:31):
Well, you asked such great, compelling questions.
I think we fleshed everythingout.
Uh, you know, I I will say if ifreal estate, being a real estate
either agent or owner of afranchise, if you want a
high-value business partner anda network of professionals that
are committed to your successand subscribe to a belief that
(42:54):
freedom within a framework,because you're the boss, you're
the owner, you're the operator,it's your brand in your local
market, Caldwell Banker is thecompany to partner with if you
want a high-value businessmodel.
So give me a call.
SPEAKER_00 (43:10):
Jason, thank you so much for a fantastic interview.
And let's go ahead and jump intotoday's three key takeaways.
So, takeaway number one is whenhe talked about franchising and
having a premium brand.
And he said for him, they'refocused on creating a great
customer experience.
And they do that by having theirfocus on an acronym he described
(43:33):
as CAR.
For them, it's clientacquisition and retention.
And I liked how he also sharedfor an emerging franchise brand,
he said you need to have thatclarity on the purpose.
And having that clarity allowsyou to maintain the brand
quality that you're going for.
So I think that's a great, greattakeaway for keeping that brand
(43:55):
premium.
Takeaway number two is when hetalked about keeping brand
consistent locally and globally.
And I loved that description heused of franchising, and he said
it is freedom within aframework.
Freedom within a framework.
And so for those of you in thefranchise world, I think that's
a great way to describe this topotential franchisees and also
(44:20):
to your current franchisees toremind them that franchising is
freedom within a framework.
Takeaway number three is when hedescribed success.
And I love that he broke it downinto defining success through
two different lenses orcategories.
He said the first one is selfishand what he wants to create,
(44:40):
something that's personal forhim.
And the second is self-list.
So the selfish lens and theself-list lens, and looking at
it through both of those vantagepoints and what success is
defined in both of those areas,not just one or the other.
Now it's time for today'swin-win.
(45:02):
So today's win-win comes fromwhen he talked about the myths
when he was in college and hewas 19 and had a coach or a
teacher talk to him and kind ofdeterred him from pursuing
something that he sought andthat he wanted to accomplish and
become.
And he said for him, that lessonlearned has served as a reminder
(45:26):
for him, which is don't ever letanyone deter you from pursuing
something you have a passionfor.
I loved when he said that.
Don't ever let anyone deter youfrom pursuing something you have
a passion for.
And I would share that with eachof you and folks tuning in here,
whether you're thinking aboutfranchising your business or
buying a franchise or takingthat next step in your career or
(45:50):
for some personal goal that youhave.
I thought that was just a greatwin-win because don't let
someone else's ideas deter youfrom something you have a
passion for.
And so that's the episode today,folks.
Please make sure you subscribeto our podcast and give us a
review, and we would greatlyappreciate a five-star rating as
well.
And remember, if you or anyoneyou know might be ready to
(46:13):
franchise their business or taketheir franchise company to the
next level, please connect withus at BigSkyFranchise Team.com
to schedule your free, noobligation consultation.
Thanks for tuning in, and welook forward to having you back
next week.
Popular Podcasts
Stuff You Should Know
If you've ever wanted to know about champagne, satanism, the Stonewall Uprising, chaos theory, LSD, El Nino, true crime and Rosa Parks, then look no further. Josh and Chuck have you covered.
Medal of Honor: Stories of Courage
Rewarded for bravery that goes above and beyond the call of duty, the Medal of Honor is the United States’ top military decoration. The stories we tell are about the heroes who have distinguished themselves by acts of heroism and courage that have saved lives. From Judith Resnik, the second woman in space, to Daniel Daly, one of only 19 people to have received the Medal of Honor twice, these are stories about those who have done the improbable and unexpected, who have sacrificed something in the name of something much bigger than themselves. Every Wednesday on Medal of Honor, uncover what their experiences tell us about the nature of sacrifice, why people put their lives in danger for others, and what happens after you’ve become a hero. Special thanks to series creator Dan McGinn, to the Congressional Medal of Honor Society and Adam Plumpton. Medal of Honor begins on May 28. Subscribe to Pushkin+ to hear ad-free episodes one week early. Find Pushkin+ on the Medal of Honor show page in Apple or at Pushkin.fm. Subscribe on Apple: apple.co/pushkin Subscribe on Pushkin: pushkin.fm/plus
Dateline NBC
Current and classic episodes, featuring compelling true-crime mysteries, powerful documentaries and in-depth investigations. Follow now to get the latest episodes of Dateline NBC completely free, or subscribe to Dateline Premium for ad-free listening and exclusive bonus content: DatelinePremium.com