January 23, 2025 • 29 mins
In this episode, I share a harsh truth for those who are struggling in the industry and losing deals, how the industry will continue to change moving forward, and the shifts you should be looking to make in your business to survive.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:06):
Welcome to the mortgage game.
I truly, truly believe that
building a mortgage business, asuccessful one, is like playing a
game.
There's winners, there's losers,
there's certain things you try.
Some of us are playing checkers,
while others are playing chess.
I've had the ability to coach and
mentor hundreds of mortgagebrokers.
I myself built a very nicebusiness, so now I want to distill
(00:27):
all that information, all thethings I've learned from that, and
bring it directly to you in asimple -to -understand way.
I hope you enjoy.
West Coast Wiley in the house.
Man, it's been a while.
And I know a bunch of you reached
out.
Ryan, where's the podcast?
When's the next podcast?Well, I'm going to explain.
It's been, I don't even know howlong since, maybe six weeks since
(00:50):
I did a podcast.
I have ideas on top of ideas.
But here's the thing.
Nothing felt right in the moment.
I'm not one of those people thatjust put something out to put it
out to say I put it out.
It was, you know what?
I don't feel like recording that.
I don't believe in that right now.
My thoughts on that have changed.
I don't think this is worthy of
putting on here right now.
(01:12):
And so that's where I went.
And then also I've added anotherlayer of complexity, much like a
lot of you do in your mortgagebusiness.
I used to record this on my phone,which I'm doing now.
This one's on my phone in myhouse, walking around.
tidying up.
That's what I'm doing.
I walk around, I can't sit andtalk.
I used to do is driving around,which was great.
(01:34):
I could be sporadic, spontaneous,and just be like, boom, boom,
boom, boom, boom.
Now it's like, well, since I'm
doing it, I might as well be oncamera and I might as well create
a long form video that we can puton YouTube and blah, blah, blah.
So now that adds another layer,right?
A lot of us do this.
We have these bottlenecks we
create in our business.
Well, you know, I need my
background to be perfect.
I need to be on camera.
I need to be feeling it that day.
(01:55):
Whereas A lot of you, instead of
building a YouTube channel, youcould just build a podcast because
you could easily be where no onesees your face and you're just
talking and walking wherever youare.
And so I created that frictionpoint in the process because I
wanted to repurpose it for YouTubeand have this on YouTube with
video format.
Now that doesn't work.
It's not spontaneous anymorebecause you're turning the camera
on, you have to be down in theoffice and blah, blah, blah.
(02:19):
So I added friction points.
lesson learned, I'm still going to
power through with the video, butI figured I can't go any longer.
I'm going to pop on here and Ifeel passionate about a topic.
So I'm going to talk to it.
So there's twofold.
Why you haven't heard in summary,I haven't been passionate enough
where I think it's worthy ofgiving you a podcast episode
because I'm not that guy.
It's just going to put shit out to
(02:40):
put shit out.
Can't do it.
And then number two, creativefriction points by trying to turn
it into a YouTube video and apodcast instead of just a podcast.
Okay.
So there you go.
Hopefully that explains.
Those are real answers, real time,
real answers.
So what are we talking about
today?Well, seeing a lot of stuff, as
you know, I've started a team,running coaching business, running
a database marketing company.
(03:00):
Like I'm seeing a lot of different
angles of a lot of things.
And there's one thing that just
keeps coming back and back andback.
And that is brokers are losingdeals.
You're losing deals more thanwe've ever lost before.
in the industry definitely in the13 years 14 years i've been in it
and and it's not even close andi'm talking losing deals to the
(03:22):
banks and you can puff your chestout as much as you want and you
can say hey no i'm not losing youare come on you are the numbers
don't lie right 2023 hit a lot ofpeople really hard it did Start
recognizing or not.
A lot of people left the industry.
A lot of people are thinking ofthis is the thing for them.
They're questioning everythingthey thought they knew.
(03:43):
They're wondering, am I as smartas I think I am?
Like, how did I even have abusiness?
How was I doing volume?How am I?
How did I regress?Like all this doubt is coming in.
But the simple fact is morebrokers are losing files very
consistently to the brand.
Everywhere I go, every team
meeting I sit on.
In other people's teams, not
(04:04):
necessarily ours, but otherpeople.
I'm sitting on team meetings.
I'm helping with coaching in
different areas.
Lost deals, lost deals.
What do I do?What do I do?
What do I do?Well, I'm here to tell you there's
not one simple answer to give youto not lose deals to the branch.
It's an accumulation of things.
It's a lot of things you need to
work into your business to get tothat point.
(04:25):
A lot of you were always going tolose the deal.
It didn't just come out of leftfield.
If I reverse engineer the clientjourney, the conversations you
had, the value you added, how youposition it to, if I reversed
engineered all that on that file,I could have predicted that you
were going to lose that deal.
There's a high likelihood you were
going to lose that deal.
Now, here's the thing.
You used to be able to build amortgage business, customer
service, 1 million percent.
(04:46):
You could be captain
communication, knock it out of thepark, follow up, insane.
know just enough to get the dealdone, didn't even need to be, you
know, this savant in the mortgageside, and you still don't need to
be.
But you just like you were tight,
you did all the obvious thingsthat most people in life just drop
the ball on, right?Someone says hi to you, you say hi
(05:08):
back with a certain level ofenergy, you look them in their
eye, and then you ask them aquestion.
Like I'm just talking, giving youa basic example of interactions
you have where a lot of peoplejust drop the ball.
In your mortgage business, youcould run a nice business.
A lot of people have.
They really did.
And now those people are stilllosing deals to the brand.
(05:30):
So even the brokers, who I like tosay have their shit together, are
doing the basic human things, theobvious things, responding in a
timely fashion.
God forbid, no kidding.
Responding time, following up withpeople.
When you ask them for something,they don't respond.
You don't go, screw you, man.
We're not working together.
You follow up and you go, hey, doyou need help with that?
Is there a reason you haven'tgiven me that T4 I requested?
(05:53):
Like what's going on here?What am I not seeing?
Like that type of stuff.
You used to be able to run a very
nice business off of that.
Those days are gone.
And if you disagree, it justhasn't hit you yet, but it is.
If you think you are going tobuild a business, a mortgage
business, one that is worthanything, one that can feed your
(06:15):
family for the next 10, 20 years.
If you think you can do that on
just being a good guy or a goodgirl and following up and staying
in touch and being slick on thephone and having the gift of the
gab.
If you think that is going to be
able to build your business.
I have a rude awakening for you.
It's coming.
And I'm sure it already has.
(06:37):
You just haven't recognized ityet.
And so here's the thing.
I got good news and I got bad
news.
The good news is I love
positioning people that way.
My clients and referral partners
got good news.
I have bad news.
So I have good news, bad news foryou as a broker.
If that's your shtick.
(06:57):
and you're awesome at the follow
-up like you just crush all thatstuff and you're great you have
these systems and processes yourclient journey's warm and fuzzy
and you get them a closing daygift and you have templated emails
going out 30 days after close andyou have templated emails
introducing like it's all bareminimum shit you need but let's
just say you got that and you'rejust like People like you and they
(07:18):
like your energy and they workwith you.
Okay, that's cool.
The good news is this.
You can actually still run abusiness like that.
And you will be able to for theforeseeable future.
But it comes to the caveat.
The caveat is you're going to need
a lot more leads.
Your lead to funding ratio is not
going to be anywhere near what itonce was.
(07:39):
So you could absolutely do that.
But if you're having 50 leads come
in, and you close 12 deals, nowyou're going to need 100 or 150
leads coming in to close the 12deals.
If that's your differentiator, isI'm a good person, people like me,
because you know what?The gig's up.
Is it the gig up?The jig.
It's the jig.
The jig's up.
That's not going to fly muchlonger.
You need to be a specialist atsomething.
(08:00):
You do.
You are.
You can't be a generalist.
You just can't.
You can't be a general HR person.
You need to dive into an industry,
consumer packaging goods, CPG.
Go do that.
Don't try to be the HR department.
Now we say HR because my wife did
HR for so long and she was in thatworld.
(08:22):
And she kept saying the samething.
The generalists don't survive.
And our industry is trending that
way.
We're there already for a lot of
you, especially the ones who arecoming in.
And you don't have a circle ofinfluence.
You don't have establishedreferral or partner relationships.
You don't have a database.
(08:43):
For a lot of people who have all
that, you're sloped down.
It's a lot.
It's going to be, you're not goingstraight downtown, like just, I
got to ski.
You still might be cross -country
skiing for a bit, but you're goingto start trending downhill.
You already are.
I know you are.
You are still losing deals to thebranch.
Because you're trying, and thenyou're trying to come up these
(09:06):
little tiny little things that yougo, ah, but we do this and we
could do that.
And we can, ah, it's going to work
for a little bit, but you canstill run that model, which is
really cool.
So for those of you who don't want
to become an expert at something,that's the silver lining.
(09:26):
But now guess what you got to bean expert at?
Take a guess.
I'll count to three.
One steamboat, two steamboat,three steamboat.
You need to become an expertmarketing.
Ah, because now you need moreleads because you can't stand out
from the bank or your competition.
So you're a generalist and you're
going to wow them with customerservice.
You're going to have a lot morepeople saying, no, you'll still
(09:47):
get some people going, that'snice.
I like that.
But it's not going to be as many
as it used to be.
And so if you're coming into the
game newer, this is your realityalready.
You either need to be a specialistor really good at marketing.
And if you're both, you're goingto knock it out of the park.
And for those who have been arounda while, It's a rude awakening.
(10:08):
Right.
And then what I start seeing is I
had these conversations a lot withpeople and we get into it.
And so I need to understand.
And what comes out of these
conversations is this.
This is a big takeaway for me.
There's a lot of brokers who arejust lazy.
I don't know a better way to putit.
They're just freaking lazy, man.
And looking for shortcuts,
shortcuts on top of shortcuts.
(10:28):
What's the template?
I'm telling you right now, there'snot a fucking template.
Or a fucking CRM.
Yeah, I'm swearing.
It's my podcast and do whatever Iwant.
There's not one of those that'sgoing to change your business or
make you a specialist, an expertof something.
Like it's none of that matters.
It doesn't.
What you say in the templateemail, you know, the CRM, it
doesn't matter.
None of it just matters.
But you spend so much time andenergy focused.
I'm trying to get all that dialedin thinking those are the pieces
(10:51):
of the puzzle that are going tobring you the promised land.
It's not.
You got to get your head out of
your ass.
That's what it is.
Marketing, marketing, marketing,specialist, specialist,
specialist.
That will very quickly bring the
people to you if you can figure itout.
So now that just becomes yourproblem.
I'm not here to be your savior.
(11:13):
I'm not here to give you that
blueprint of stuff.
There are certain people I do that
for, but I'm not here on this.
The podcast isn't long enough.
You'd fall asleep listening to mymonotone voice, but I'm here to
just let you go, like shake you abit.
Like imagine you sitting in frontof me, standing there and we're
(11:34):
talking and you're saying the samething over and over and wondering
why it's not working and where youdon't have business.
And then it's just me shaking you,going, you're not a specialist.
You don't do anything special.
You have to.
You aren't good at marketing.
So you have to lean into those
things.
Or you live with the world you
(11:56):
created for yourself, with yourbusiness, and you play within it.
But I'm telling you, if you'rejust a generalist and kick -ass
customer service, you need to getvery good at finding more leads,
getting more conversation starts.
So you know what that means?
It means you up your prospectgame.
Prospect, prospect, prospect.
I'm running an experiment group
right now, prospecting, and we'regoing two weeks, new school.
prospecting versus old schoolprospecting.
And we have, I believe we haveseven agents in it right now.
(12:19):
They're spending two weeks and wecame up with their plan for new
school and they're basicallyprospecting at home in their
underwear through DMs, texts, andphone calls.
And we're tracking results everysingle day for two weeks.
Then we're going to transition toleave your house, go introduce
yourself to people.
And we're going to go to old
school, like leaving your housestuff back in the day.
(12:40):
And we're going to compare notes.
Here's the thing.
I've been doing this in a groupfor many months, like six, seven
months.
The people who stick to it win.
And so if you're sitting theregoing, Ryan, I don't know what to
do.
How do I get conversations?
You're not talking to enoughpeople.
There's only a couple of ways inthis world to get discovery calls.
After discovery call, you're onyour own.
(13:04):
I can't help you.
I don't know how good you are
being a broker.
So that's why I say everything
comes to a discovery call becauseyou might be awesome to get
discovery calls, but you might.
have a horrible offer, not be good
on a discovery call, and you'retoo much of a generalist and your
customer service sucks and youdon't have a way to change from
price and product.
So you never get deals closed.
(13:25):
Like there's two sides to this,right?
Getting eyeballs on what you doand then there's converting
eyeballs.
And so I'm talking about getting
eyeballs on what you do now.
So if you don't have enough
discovery calls, there's two waysto do it.
You talk to more people and youcreate content.
There's no other way.
outside of paid ads, which you're
not going to do.
So you have one of those two ways.
Tell me there's another way,please.
(13:46):
There's not.
Talk to people, could be referral
partners, clients, and createcontent because content will bring
eyeballs in what you do and willbring in book calls.
But there's one thing with both ofthose.
It only works.
And you need one thing for both of
them to work.
And then they work phenomenal.
But everyone gets lazy and theytake shortcuts and they quit.
And then they complain.
The industry sucks.
Banks are crushing me.
How am I going to do this three
(14:07):
-year comp I'm working on?And then you start grinding your
brokerage or your team lead andall your expenses.
And you go, hey, I'm going to gofigure all that out.
I'm spending too much money overhere.
My splits aren't good and blah,blah, blah.
Instead of realizing, lookingyourself in the mirror, that it's
my own fucking issue.
It has nothing to do with them and
those thirds.
priority providers, third service
(14:28):
providers, nothing to do withthat.
It's me.
I'm looking for shortcuts and I'm
lazy.
So what's the common trait you
need between those two things?To be successful at getting book
calls from talking to people andbeing successful at getting book
calls from creating content onsocial.
What is it?You know the answer.
Once again, one steamboat, twosteamboat, three steamboat,
consistency.
Consistency.
(14:48):
So in this experiment group I'mrunning with seven people, started
off, we said, hey, who here hasprospected before?
Everybody, yes.
Puts their hand up.
I said, who here has prospectedmore than five days in a row?
One person.
Who here has prospected more than
30 days?Nobody.
Okay.
Didn't you see a theme here?
So I start going around the groupand going, hey, what did you do
when you prospect?And the person's like, oh, I
(15:09):
prospect realtors.
And I reached out to them and I
followed up with them and I stayedin front of them and blah, blah,
blah, blah, blah.
I tried to get them and I'd show
them here.
Here's the three value ads I do.
And do you want to meet?I'm like, how did it work?
It's like transform my business.
I'm like, really?
Yeah, it was great.
Lots of business from a still
(15:31):
relationship.
I'm like, cool.
I'm like, so what do you?We're going to do in this
experiment group where we're doingold school.
He's like, I don't know, whateveryou say.
I'm like, well, why don't you justgo do that?
He's like, oh yeah.
And you know, if you're listening,
(15:52):
you know who you are.
You're like, ah, yeah, you're
right.
Why do you need a new thing?
Like go do that thing.
Like there's no magic here.
And so you can come up with hooksand different ways to ensure
(16:14):
that's the nuances.
of learning a new skill, which is
understanding how to solvesomeone's problem, the solution
you give them, what's theiroutcome, and you never talk about
you and all the fancy things youdo.
It's what, how are you benefitingthem?
How do they benefit by partneringwith you?
And whatever that looks like, froma client to a referral partner.
But we forget that.
And instead of learning that
science behind that, the art ofselling, instead of learning that,
(16:34):
we just... going to do otherthings in our business that make
us feel busy, but we never moved aneedle.
So I see a lot of people who showup to a lot of my trainings, which
is great.
And thank you for the support and
believing in me.
There's a lot of you, which I'm
not going to say in the moment.
It's not my place.
If you, I'll tell you this, if youwere on team Wiley, you would not
(16:55):
be showing up to those.
I would be like, don't show up.
Right.
Because I know intimately what
everyone on the team needs intheir business.
I know what they don't.
And it's my job to deflect a lot
of the crap to keep them focusedon certain things and move the
needle and build a boring mortgagebusiness.
And so I go through every singleweek.
(17:16):
I go through all the training thatI'm doing out there in the
universe with the team.
And I go, I'm doing this and this
and this.
We have our own internal program.
But I go, don't come here.
Don't come here.
If you maybe come here, if it's ahobby and you want to do it at
nighttime, but don't come here.
And so if you'll notice.
(17:37):
My team, they're never, why wouldyou know this?
But they don't show up to thetrainings I'm doing.
Internally, we have our ownprogram, which they do.
But it's not the stuff that wetrain that you might have seen.
And so they don't show up to that.
And it's because there's no, it
doesn't move the needle.
It's an idea.
It's a concept.
I want you to show up to one or
(18:00):
two.
But then I want you to go do the
freaking work.
And you shouldn't have the time to
show up to all these things.
You should be sitting there.
starting conversations or creatingcontent.
It shouldn't be listening tosomeone else talk about what you
should go do.
You go and pick your two, three
things you're going to do, yourone or two things, and then you go
do that and then shouldn't seeyou.
(18:21):
And so it's really cool because inthe training I'm doing the last
couple of years, I'll go throughthese flows of where I'll see a
bunch of people and then all of asudden I won't see them and
they'll come back.
And I forget because there's
hundreds and hundreds, if not overa thousand now, and they'll come
back and I'll be like, hey.
Haven't seen you in a while.
They're like, yeah.
And I'm like, why haven't I seen
you in a while?That's usually a good thing.
And they're like, because it'sworking.
And I'm like, ah, exactly.
(18:42):
Right.
We have professional learners.
A lot of you have filled this
class.
Entrepreneurs, I think they call
them.
Maybe there's a different word for
it, but right.
Building a business is extremely
hard, but there's this whole classof people that have been around
for years now.
Entrepreneurs where they dip their
toe in, but they never get muddy.
They're like, ooh, the water's too
cold.
Or I just got my nails done.
Can't get in there.
(19:02):
Or there's always an excuse.
This is a reality podcast here.
That's why I'm coming at you.
I'm coming at you hard.
Because I see it all the time,
right?I see the same thing.
I see the cycles.
So I love when I see people and
then I don't.
As much as I'd love to stay
connected to them, it's alwaysnice.
Because I know that their businessis better off now and they're
(19:24):
doing well.
And then they'll pluck back in
when they need help with theproblem.
And I love it.
Awesome.
That's the cadence that we shouldhave, right?
So this is me telling you fromwhat I see and what I'm seeing
live, real time, okay, now we knowwe need more leads.
So the other part is thespecialist part.
How do I become a specialist?Because if you're getting 40 leads
or 50 leads a month and you don'thave the ability to go get more,
how do we maximize how many weclose out of that?
(19:44):
Well, if you are not a specialistof some sort, then That's really
hard.
That's really, if you're always up
against it, if you're up againstthe rate, always someone's low,
you'll never win that.
You know this, yet you keep going
back there.
So instead of trying to figure out
the problem you have and solve it,you keep playing the game.
(20:06):
And what's that saying?I've said this many times,
probably say it wrong every time.
But if you fight a pig, everyone
gets money.
And that's what happens if you're
competing into banks all the time.
Everyone's getting money.
No one leaves that situationhappy.
Everyone's a little irritated.
That is the essence of a deal, but
not in the way I'm talking aboutit.
So you want to keep competing withthe banks and playing that game
instead of trying to become aspecialist or awesome at marketing
(20:26):
or both, a hybrid of both, whichwould be phenomenal.
Here's a fun fact for you.
Tip of the day, becoming the
specialist becomes your marketing.
Ah, I was a specialist showing
people to buy their firstinvestment property.
I had three hooks.
Retire five years early, pay off
your mortgage in 10 years, sendyour kids to college and come out
debt free.
That was my marketing.
So that's what I used.
(20:47):
That's all I talked about.
One leads into the other, right?So how do you become a specialist?
Well, come on now.
Come on.
I can't tell you all that.
I can't give you everything.
I've talked about it so manytimes, but you do need to change
the conversation from price andproduct.
And so I'll give you this.
(21:08):
So there's a guy, he's an owner in
Strategy Hub.
He's a coach, Nick Cox.
He's awesome.
Very, very smart.
The more I get to hang out withhim and whatnot, I just realize
he's very well -spoken, well puttogether.
He sees things the right way.
If I went back to brokering, I
would use a lot of the elementshe's using.
(21:28):
I love it.
And so I'm going to just give you
an example.
Doesn't mean you go down this
road, but here's the example.
And I'm leaning into this, by the
way.
This is there's parts of this I'm
leaning into big time,understanding all the mechanics
and then building marketing aroundit from emails and social media
and webinars.
And that's what I'm going to be
(21:49):
training on in Team Wiley becauseI see that as the future.
of brokering is becoming aspecialist and then wrapping
marketing around it.
And so just an example, here's the
spiel that he uses, and it'sawesome.
He has three buckets.
He can do all the regular mortgage
stuff that everyone else can do.
So push that off to the side.
It's his three buckets, people hedeals with.
(22:10):
So he gets on the conversation,and I'm paraphrasing here.
He does it way better.
But it's something like this.
Hey, I'm sure you would agree.
So taxes and interest are your two
biggest costs in life, money-wise.
Two biggest expenses, right?Tax and interest.
Sure, yeah, 100%.
And there's stuff we can't avoid,
right?They're there no matter if we like
it or not.
We have to deal with it.
(22:30):
And so he's, on a side note, he'snot convincing them to go buy an
investment property.
That's like something they'd have
to wrap their head around likewhen I was doing it and buy into
it and blah, blah, blah.
He's not doing that.
He's going, let's deal with thecards we're dealt.
We're dealt with the tax and theinterest we're paying.
(22:51):
So why don't we optimize those?Why don't we pay less of both?
And that's what I do.
I show you how to do that.
And then he goes, my one bucket isif they have a rental property, I
do cash damning.
There's no way I don't win that
deal.
I will not lose that deal if they
have a subject or non -subjectrental.
(23:11):
And I will get them to cash down.
I'll save them hundreds of
thousands of dollars.
And the industry doesn't matter
anymore.
So boom, that's bucket number one.
Rental property, subject or non-subject.
If they want to go buy a rentaland bring it on, sure.
Gasoline in the fire, that'sawesome.
But he's dealing with the cardsthey're dealt already.
OK, so that.
Number two, if they have
unregistered assets of 50K orhigher, he's like, boom, I throw
(23:33):
them into debt swap.
So they go right into debt swap
situation.
And there you go.
My interest rate, their mortgagecan be paid off faster.
Net effective interest rates lowerthan anything they can get.
And I win the deal.
And then last but not least is if
someone comes in and they have Xincome and their expenses are
(23:54):
lower.
So let's just say example, someone
makes 20 grand a month, family,household, whatever, 20 grand of
income coming in and theirexpenses going out or eight or
nine or 10.
I don't know what the magic number
is there, but let's just say it's10 ,000.
They have $10 ,000, calls it adelta, delta of 10K difference,
sitting in bank accounts atcertain points in time before you
shift them around and do what youdo.
He uses the man one product, thepower of the paycheck.
(24:15):
And that's what he called it.
I love that angle on it, the power
of the paycheck.
So that's what I'm learning right
now.
And it's like, whoa, mind -blowing
stuff.
And now I'm going to put the
marketing around.
So he's got the three buckets, and
he never loses deals.
He's always competing.
You're not going to get away fromcompeting on rate.
He relishes the idea when theycome in.
So he's got all his regularrepertoire, like a lot of you
have.
(24:35):
And then he's got those three
buckets.
Rental, unregistered assets, power
of the paycheck, delta on thepaycheck to expenses.
Phenomenal.
So do they work every time?
No. Is he closing more deals thanhe's ever closed before?
Yeah.
Hell yeah.
So it's just different, right?That's becoming a specialist.
It doesn't have to be those.
I'm giving you an example.
(24:55):
So what are you?That's where I go to.
I'm just like, level up withyourself.
Level up with yourself.
What are you doing?
Right.
I see a lot of people half assing
it.
And they're caught there and
they're playing the blame game.
My kid's good at that.
He's nine.
It's never his fault.
The goal goes in or doesn't go inor the homework.
It's never his fault.
Don't be my nine year old kid.
(25:16):
It's your fault.
My favorite sayings is three words
I learned early on in my career.
And I still use it like minimum
weekly.
changed my perspective on
anything, on everything is nobodyis coming.
Nobody's coming.
Your broker owner's not coming to
help.
Your team lead's not coming.
It's not their responsibility.
Put your big boy, big girl pants
on and buck up.
They say cowboy up in Alberta,
right?Let's go.
What are you doing?So a lot of you are dabbling
(25:37):
around, right?And I'm just, I'm getting to it.
I'm like, Cut out all the fluffout there and become good at
marketing or become a specialistor buff.
Everyone else is in no man's land.
And so you can have your fluffy
client journeys and you can haveyour, you don't have a business 18
months from now.
Three years from now, you're
sitting there going, holy shit,that didn't work.
(25:57):
Right?Wow.
There's certain things that willalways stand the test of time.
Certain things in your journeythat will, but come on, you have
to be better.
We owe it to ourselves to be
better.
It's crazy.
This is one of the only industriesout there where you don't have to
up your game.
(26:18):
Even realtors, financial advisors,
these guys, they're mandated totake courses to become better at
their job and produce betterresults to their clients.
We're not.
We take the bullshit course every
two years about your licensing,where most people just fly through
it.
It's a cash grab.
It's bullshit.
That doesn't make me a better
mortgage broker.
Are you kidding me?
(26:38):
So you have to go off the beatenpath, which that's why I have a
training company.
We help people with that.
That's why we'll always be here.
So I'm cool for that.
I'm thankful that the industrylets us all down, but you have to
come to terms with that, right?So I think that's it.
Now I'm just kind of beingredundant and going in circles
(27:01):
here.
You get the gist.
I'm all fired up now.
I have to go into some training
now, but poor people going inthere.
It's easy.
It's database mining.
So we're good.
That's no reason to get jacked up
in there unless we find a bunch ofmoney for people.
(27:23):
Okay.
That's it, kids.
Hopefully you enjoyed that.
I'm back more regular now.
So I'm back, baby.
As they say, Seinfeld reference.
That's it, kids.
Enjoy your day.
Wiley out.
Welcome to the mortgage game.
I truly, truly believe that
building a mortgage business, asuccessful one, is like playing a
game.
There's winners, there's losers,
there's certain things you try.
Some of us are playing checkers,
while others are playing chess.
I've had the ability to coach and
mentor hundreds of mortgagebrokers.
I myself built a very nicebusiness, so now I want to distill
(00:27):
all that information, all thethings I've learned from that, and
bring it directly to you in asimple -to -understand way.
I hope you enjoy.
West Coast Wiley in the house.
Man, it's been a while.
And I know a bunch of you reached
out.
Ryan, where's the podcast?
When's the next podcast?Well, I'm going to explain.
It's been, I don't even know howlong since, maybe six weeks since
(00:50):
I did a podcast.
I have ideas on top of ideas.
But here's the thing.
Nothing felt right in the moment.
I'm not one of those people thatjust put something out to put it
out to say I put it out.
It was, you know what?
I don't feel like recording that.
I don't believe in that right now.
My thoughts on that have changed.
I don't think this is worthy of
putting on here right now.
(01:12):
And so that's where I went.
And then also I've added anotherlayer of complexity, much like a
lot of you do in your mortgagebusiness.
I used to record this on my phone,which I'm doing now.
This one's on my phone in myhouse, walking around.
tidying up.
That's what I'm doing.
I walk around, I can't sit andtalk.
I used to do is driving around,which was great.
(01:34):
I could be sporadic, spontaneous,and just be like, boom, boom,
boom, boom, boom.
Now it's like, well, since I'm
doing it, I might as well be oncamera and I might as well create
a long form video that we can puton YouTube and blah, blah, blah.
So now that adds another layer,right?
A lot of us do this.
We have these bottlenecks we
create in our business.
Well, you know, I need my
background to be perfect.
I need to be on camera.
I need to be feeling it that day.
(01:55):
Whereas A lot of you, instead of
building a YouTube channel, youcould just build a podcast because
you could easily be where no onesees your face and you're just
talking and walking wherever youare.
And so I created that frictionpoint in the process because I
wanted to repurpose it for YouTubeand have this on YouTube with
video format.
Now that doesn't work.
It's not spontaneous anymorebecause you're turning the camera
on, you have to be down in theoffice and blah, blah, blah.
(02:19):
So I added friction points.
lesson learned, I'm still going to
power through with the video, butI figured I can't go any longer.
I'm going to pop on here and Ifeel passionate about a topic.
So I'm going to talk to it.
So there's twofold.
Why you haven't heard in summary,I haven't been passionate enough
where I think it's worthy ofgiving you a podcast episode
because I'm not that guy.
It's just going to put shit out to
(02:40):
put shit out.
Can't do it.
And then number two, creativefriction points by trying to turn
it into a YouTube video and apodcast instead of just a podcast.
Okay.
So there you go.
Hopefully that explains.
Those are real answers, real time,
real answers.
So what are we talking about
today?Well, seeing a lot of stuff, as
you know, I've started a team,running coaching business, running
a database marketing company.
(03:00):
Like I'm seeing a lot of different
angles of a lot of things.
And there's one thing that just
keeps coming back and back andback.
And that is brokers are losingdeals.
You're losing deals more thanwe've ever lost before.
in the industry definitely in the13 years 14 years i've been in it
and and it's not even close andi'm talking losing deals to the
(03:22):
banks and you can puff your chestout as much as you want and you
can say hey no i'm not losing youare come on you are the numbers
don't lie right 2023 hit a lot ofpeople really hard it did Start
recognizing or not.
A lot of people left the industry.
A lot of people are thinking ofthis is the thing for them.
They're questioning everythingthey thought they knew.
(03:43):
They're wondering, am I as smartas I think I am?
Like, how did I even have abusiness?
How was I doing volume?How am I?
How did I regress?Like all this doubt is coming in.
But the simple fact is morebrokers are losing files very
consistently to the brand.
Everywhere I go, every team
meeting I sit on.
In other people's teams, not
(04:04):
necessarily ours, but otherpeople.
I'm sitting on team meetings.
I'm helping with coaching in
different areas.
Lost deals, lost deals.
What do I do?What do I do?
What do I do?Well, I'm here to tell you there's
not one simple answer to give youto not lose deals to the branch.
It's an accumulation of things.
It's a lot of things you need to
work into your business to get tothat point.
(04:25):
A lot of you were always going tolose the deal.
It didn't just come out of leftfield.
If I reverse engineer the clientjourney, the conversations you
had, the value you added, how youposition it to, if I reversed
engineered all that on that file,I could have predicted that you
were going to lose that deal.
There's a high likelihood you were
going to lose that deal.
Now, here's the thing.
You used to be able to build amortgage business, customer
service, 1 million percent.
(04:46):
You could be captain
communication, knock it out of thepark, follow up, insane.
know just enough to get the dealdone, didn't even need to be, you
know, this savant in the mortgageside, and you still don't need to
be.
But you just like you were tight,
you did all the obvious thingsthat most people in life just drop
the ball on, right?Someone says hi to you, you say hi
(05:08):
back with a certain level ofenergy, you look them in their
eye, and then you ask them aquestion.
Like I'm just talking, giving youa basic example of interactions
you have where a lot of peoplejust drop the ball.
In your mortgage business, youcould run a nice business.
A lot of people have.
They really did.
And now those people are stilllosing deals to the brand.
(05:30):
So even the brokers, who I like tosay have their shit together, are
doing the basic human things, theobvious things, responding in a
timely fashion.
God forbid, no kidding.
Responding time, following up withpeople.
When you ask them for something,they don't respond.
You don't go, screw you, man.
We're not working together.
You follow up and you go, hey, doyou need help with that?
Is there a reason you haven'tgiven me that T4 I requested?
(05:53):
Like what's going on here?What am I not seeing?
Like that type of stuff.
You used to be able to run a very
nice business off of that.
Those days are gone.
And if you disagree, it justhasn't hit you yet, but it is.
If you think you are going tobuild a business, a mortgage
business, one that is worthanything, one that can feed your
(06:15):
family for the next 10, 20 years.
If you think you can do that on
just being a good guy or a goodgirl and following up and staying
in touch and being slick on thephone and having the gift of the
gab.
If you think that is going to be
able to build your business.
I have a rude awakening for you.
It's coming.
And I'm sure it already has.
(06:37):
You just haven't recognized ityet.
And so here's the thing.
I got good news and I got bad
news.
The good news is I love
positioning people that way.
My clients and referral partners
got good news.
I have bad news.
So I have good news, bad news foryou as a broker.
If that's your shtick.
(06:57):
and you're awesome at the follow
-up like you just crush all thatstuff and you're great you have
these systems and processes yourclient journey's warm and fuzzy
and you get them a closing daygift and you have templated emails
going out 30 days after close andyou have templated emails
introducing like it's all bareminimum shit you need but let's
just say you got that and you'rejust like People like you and they
(07:18):
like your energy and they workwith you.
Okay, that's cool.
The good news is this.
You can actually still run abusiness like that.
And you will be able to for theforeseeable future.
But it comes to the caveat.
The caveat is you're going to need
a lot more leads.
Your lead to funding ratio is not
going to be anywhere near what itonce was.
(07:39):
So you could absolutely do that.
But if you're having 50 leads come
in, and you close 12 deals, nowyou're going to need 100 or 150
leads coming in to close the 12deals.
If that's your differentiator, isI'm a good person, people like me,
because you know what?The gig's up.
Is it the gig up?The jig.
It's the jig.
The jig's up.
That's not going to fly muchlonger.
You need to be a specialist atsomething.
(08:00):
You do.
You are.
You can't be a generalist.
You just can't.
You can't be a general HR person.
You need to dive into an industry,
consumer packaging goods, CPG.
Go do that.
Don't try to be the HR department.
Now we say HR because my wife did
HR for so long and she was in thatworld.
(08:22):
And she kept saying the samething.
The generalists don't survive.
And our industry is trending that
way.
We're there already for a lot of
you, especially the ones who arecoming in.
And you don't have a circle ofinfluence.
You don't have establishedreferral or partner relationships.
You don't have a database.
(08:43):
For a lot of people who have all
that, you're sloped down.
It's a lot.
It's going to be, you're not goingstraight downtown, like just, I
got to ski.
You still might be cross -country
skiing for a bit, but you're goingto start trending downhill.
You already are.
I know you are.
You are still losing deals to thebranch.
Because you're trying, and thenyou're trying to come up these
(09:06):
little tiny little things that yougo, ah, but we do this and we
could do that.
And we can, ah, it's going to work
for a little bit, but you canstill run that model, which is
really cool.
So for those of you who don't want
to become an expert at something,that's the silver lining.
(09:26):
But now guess what you got to bean expert at?
Take a guess.
I'll count to three.
One steamboat, two steamboat,three steamboat.
You need to become an expertmarketing.
Ah, because now you need moreleads because you can't stand out
from the bank or your competition.
So you're a generalist and you're
going to wow them with customerservice.
You're going to have a lot morepeople saying, no, you'll still
(09:47):
get some people going, that'snice.
I like that.
But it's not going to be as many
as it used to be.
And so if you're coming into the
game newer, this is your realityalready.
You either need to be a specialistor really good at marketing.
And if you're both, you're goingto knock it out of the park.
And for those who have been arounda while, It's a rude awakening.
(10:08):
Right.
And then what I start seeing is I
had these conversations a lot withpeople and we get into it.
And so I need to understand.
And what comes out of these
conversations is this.
This is a big takeaway for me.
There's a lot of brokers who arejust lazy.
I don't know a better way to putit.
They're just freaking lazy, man.
And looking for shortcuts,
shortcuts on top of shortcuts.
(10:28):
What's the template?
I'm telling you right now, there'snot a fucking template.
Or a fucking CRM.
Yeah, I'm swearing.
It's my podcast and do whatever Iwant.
There's not one of those that'sgoing to change your business or
make you a specialist, an expertof something.
Like it's none of that matters.
It doesn't.
What you say in the templateemail, you know, the CRM, it
doesn't matter.
None of it just matters.
But you spend so much time andenergy focused.
I'm trying to get all that dialedin thinking those are the pieces
(10:51):
of the puzzle that are going tobring you the promised land.
It's not.
You got to get your head out of
your ass.
That's what it is.
Marketing, marketing, marketing,specialist, specialist,
specialist.
That will very quickly bring the
people to you if you can figure itout.
So now that just becomes yourproblem.
I'm not here to be your savior.
(11:13):
I'm not here to give you that
blueprint of stuff.
There are certain people I do that
for, but I'm not here on this.
The podcast isn't long enough.
You'd fall asleep listening to mymonotone voice, but I'm here to
just let you go, like shake you abit.
Like imagine you sitting in frontof me, standing there and we're
(11:34):
talking and you're saying the samething over and over and wondering
why it's not working and where youdon't have business.
And then it's just me shaking you,going, you're not a specialist.
You don't do anything special.
You have to.
You aren't good at marketing.
So you have to lean into those
things.
Or you live with the world you
(11:56):
created for yourself, with yourbusiness, and you play within it.
But I'm telling you, if you'rejust a generalist and kick -ass
customer service, you need to getvery good at finding more leads,
getting more conversation starts.
So you know what that means?
It means you up your prospectgame.
Prospect, prospect, prospect.
I'm running an experiment group
right now, prospecting, and we'regoing two weeks, new school.
prospecting versus old schoolprospecting.
And we have, I believe we haveseven agents in it right now.
(12:19):
They're spending two weeks and wecame up with their plan for new
school and they're basicallyprospecting at home in their
underwear through DMs, texts, andphone calls.
And we're tracking results everysingle day for two weeks.
Then we're going to transition toleave your house, go introduce
yourself to people.
And we're going to go to old
school, like leaving your housestuff back in the day.
(12:40):
And we're going to compare notes.
Here's the thing.
I've been doing this in a groupfor many months, like six, seven
months.
The people who stick to it win.
And so if you're sitting theregoing, Ryan, I don't know what to
do.
How do I get conversations?
You're not talking to enoughpeople.
There's only a couple of ways inthis world to get discovery calls.
After discovery call, you're onyour own.
(13:04):
I can't help you.
I don't know how good you are
being a broker.
So that's why I say everything
comes to a discovery call becauseyou might be awesome to get
discovery calls, but you might.
have a horrible offer, not be good
on a discovery call, and you'retoo much of a generalist and your
customer service sucks and youdon't have a way to change from
price and product.
So you never get deals closed.
(13:25):
Like there's two sides to this,right?
Getting eyeballs on what you doand then there's converting
eyeballs.
And so I'm talking about getting
eyeballs on what you do now.
So if you don't have enough
discovery calls, there's two waysto do it.
You talk to more people and youcreate content.
There's no other way.
outside of paid ads, which you're
not going to do.
So you have one of those two ways.
Tell me there's another way,please.
(13:46):
There's not.
Talk to people, could be referral
partners, clients, and createcontent because content will bring
eyeballs in what you do and willbring in book calls.
But there's one thing with both ofthose.
It only works.
And you need one thing for both of
them to work.
And then they work phenomenal.
But everyone gets lazy and theytake shortcuts and they quit.
And then they complain.
The industry sucks.
Banks are crushing me.
How am I going to do this three
(14:07):
-year comp I'm working on?And then you start grinding your
brokerage or your team lead andall your expenses.
And you go, hey, I'm going to gofigure all that out.
I'm spending too much money overhere.
My splits aren't good and blah,blah, blah.
Instead of realizing, lookingyourself in the mirror, that it's
my own fucking issue.
It has nothing to do with them and
those thirds.
priority providers, third service
(14:28):
providers, nothing to do withthat.
It's me.
I'm looking for shortcuts and I'm
lazy.
So what's the common trait you
need between those two things?To be successful at getting book
calls from talking to people andbeing successful at getting book
calls from creating content onsocial.
What is it?You know the answer.
Once again, one steamboat, twosteamboat, three steamboat,
consistency.
Consistency.
(14:48):
So in this experiment group I'mrunning with seven people, started
off, we said, hey, who here hasprospected before?
Everybody, yes.
Puts their hand up.
I said, who here has prospectedmore than five days in a row?
One person.
Who here has prospected more than
30 days?Nobody.
Okay.
Didn't you see a theme here?
So I start going around the groupand going, hey, what did you do
when you prospect?And the person's like, oh, I
(15:09):
prospect realtors.
And I reached out to them and I
followed up with them and I stayedin front of them and blah, blah,
blah, blah, blah.
I tried to get them and I'd show
them here.
Here's the three value ads I do.
And do you want to meet?I'm like, how did it work?
It's like transform my business.
I'm like, really?
Yeah, it was great.
Lots of business from a still
(15:31):
relationship.
I'm like, cool.
I'm like, so what do you?We're going to do in this
experiment group where we're doingold school.
He's like, I don't know, whateveryou say.
I'm like, well, why don't you justgo do that?
He's like, oh yeah.
And you know, if you're listening,
(15:52):
you know who you are.
You're like, ah, yeah, you're
right.
Why do you need a new thing?
Like go do that thing.
Like there's no magic here.
And so you can come up with hooksand different ways to ensure
(16:14):
that's the nuances.
of learning a new skill, which is
understanding how to solvesomeone's problem, the solution
you give them, what's theiroutcome, and you never talk about
you and all the fancy things youdo.
It's what, how are you benefitingthem?
How do they benefit by partneringwith you?
And whatever that looks like, froma client to a referral partner.
But we forget that.
And instead of learning that
science behind that, the art ofselling, instead of learning that,
(16:34):
we just... going to do otherthings in our business that make
us feel busy, but we never moved aneedle.
So I see a lot of people who showup to a lot of my trainings, which
is great.
And thank you for the support and
believing in me.
There's a lot of you, which I'm
not going to say in the moment.
It's not my place.
If you, I'll tell you this, if youwere on team Wiley, you would not
(16:55):
be showing up to those.
I would be like, don't show up.
Right.
Because I know intimately what
everyone on the team needs intheir business.
I know what they don't.
And it's my job to deflect a lot
of the crap to keep them focusedon certain things and move the
needle and build a boring mortgagebusiness.
And so I go through every singleweek.
(17:16):
I go through all the training thatI'm doing out there in the
universe with the team.
And I go, I'm doing this and this
and this.
We have our own internal program.
But I go, don't come here.
Don't come here.
If you maybe come here, if it's ahobby and you want to do it at
nighttime, but don't come here.
And so if you'll notice.
(17:37):
My team, they're never, why wouldyou know this?
But they don't show up to thetrainings I'm doing.
Internally, we have our ownprogram, which they do.
But it's not the stuff that wetrain that you might have seen.
And so they don't show up to that.
And it's because there's no, it
doesn't move the needle.
It's an idea.
It's a concept.
I want you to show up to one or
(18:00):
two.
But then I want you to go do the
freaking work.
And you shouldn't have the time to
show up to all these things.
You should be sitting there.
starting conversations or creatingcontent.
It shouldn't be listening tosomeone else talk about what you
should go do.
You go and pick your two, three
things you're going to do, yourone or two things, and then you go
do that and then shouldn't seeyou.
(18:21):
And so it's really cool because inthe training I'm doing the last
couple of years, I'll go throughthese flows of where I'll see a
bunch of people and then all of asudden I won't see them and
they'll come back.
And I forget because there's
hundreds and hundreds, if not overa thousand now, and they'll come
back and I'll be like, hey.
Haven't seen you in a while.
They're like, yeah.
And I'm like, why haven't I seen
you in a while?That's usually a good thing.
And they're like, because it'sworking.
And I'm like, ah, exactly.
(18:42):
Right.
We have professional learners.
A lot of you have filled this
class.
Entrepreneurs, I think they call
them.
Maybe there's a different word for
it, but right.
Building a business is extremely
hard, but there's this whole classof people that have been around
for years now.
Entrepreneurs where they dip their
toe in, but they never get muddy.
They're like, ooh, the water's too
cold.
Or I just got my nails done.
Can't get in there.
(19:02):
Or there's always an excuse.
This is a reality podcast here.
That's why I'm coming at you.
I'm coming at you hard.
Because I see it all the time,
right?I see the same thing.
I see the cycles.
So I love when I see people and
then I don't.
As much as I'd love to stay
connected to them, it's alwaysnice.
Because I know that their businessis better off now and they're
(19:24):
doing well.
And then they'll pluck back in
when they need help with theproblem.
And I love it.
Awesome.
That's the cadence that we shouldhave, right?
So this is me telling you fromwhat I see and what I'm seeing
live, real time, okay, now we knowwe need more leads.
So the other part is thespecialist part.
How do I become a specialist?Because if you're getting 40 leads
or 50 leads a month and you don'thave the ability to go get more,
how do we maximize how many weclose out of that?
(19:44):
Well, if you are not a specialistof some sort, then That's really
hard.
That's really, if you're always up
against it, if you're up againstthe rate, always someone's low,
you'll never win that.
You know this, yet you keep going
back there.
So instead of trying to figure out
the problem you have and solve it,you keep playing the game.
(20:06):
And what's that saying?I've said this many times,
probably say it wrong every time.
But if you fight a pig, everyone
gets money.
And that's what happens if you're
competing into banks all the time.
Everyone's getting money.
No one leaves that situationhappy.
Everyone's a little irritated.
That is the essence of a deal, but
not in the way I'm talking aboutit.
So you want to keep competing withthe banks and playing that game
instead of trying to become aspecialist or awesome at marketing
(20:26):
or both, a hybrid of both, whichwould be phenomenal.
Here's a fun fact for you.
Tip of the day, becoming the
specialist becomes your marketing.
Ah, I was a specialist showing
people to buy their firstinvestment property.
I had three hooks.
Retire five years early, pay off
your mortgage in 10 years, sendyour kids to college and come out
debt free.
That was my marketing.
So that's what I used.
(20:47):
That's all I talked about.
One leads into the other, right?So how do you become a specialist?
Well, come on now.
Come on.
I can't tell you all that.
I can't give you everything.
I've talked about it so manytimes, but you do need to change
the conversation from price andproduct.
And so I'll give you this.
(21:08):
So there's a guy, he's an owner in
Strategy Hub.
He's a coach, Nick Cox.
He's awesome.
Very, very smart.
The more I get to hang out withhim and whatnot, I just realize
he's very well -spoken, well puttogether.
He sees things the right way.
If I went back to brokering, I
would use a lot of the elementshe's using.
(21:28):
I love it.
And so I'm going to just give you
an example.
Doesn't mean you go down this
road, but here's the example.
And I'm leaning into this, by the
way.
This is there's parts of this I'm
leaning into big time,understanding all the mechanics
and then building marketing aroundit from emails and social media
and webinars.
And that's what I'm going to be
(21:49):
training on in Team Wiley becauseI see that as the future.
of brokering is becoming aspecialist and then wrapping
marketing around it.
And so just an example, here's the
spiel that he uses, and it'sawesome.
He has three buckets.
He can do all the regular mortgage
stuff that everyone else can do.
So push that off to the side.
It's his three buckets, people hedeals with.
(22:10):
So he gets on the conversation,and I'm paraphrasing here.
He does it way better.
But it's something like this.
Hey, I'm sure you would agree.
So taxes and interest are your two
biggest costs in life, money-wise.
Two biggest expenses, right?Tax and interest.
Sure, yeah, 100%.
And there's stuff we can't avoid,
right?They're there no matter if we like
it or not.
We have to deal with it.
(22:30):
And so he's, on a side note, he'snot convincing them to go buy an
investment property.
That's like something they'd have
to wrap their head around likewhen I was doing it and buy into
it and blah, blah, blah.
He's not doing that.
He's going, let's deal with thecards we're dealt.
We're dealt with the tax and theinterest we're paying.
(22:51):
So why don't we optimize those?Why don't we pay less of both?
And that's what I do.
I show you how to do that.
And then he goes, my one bucket isif they have a rental property, I
do cash damning.
There's no way I don't win that
deal.
I will not lose that deal if they
have a subject or non -subjectrental.
(23:11):
And I will get them to cash down.
I'll save them hundreds of
thousands of dollars.
And the industry doesn't matter
anymore.
So boom, that's bucket number one.
Rental property, subject or non-subject.
If they want to go buy a rentaland bring it on, sure.
Gasoline in the fire, that'sawesome.
But he's dealing with the cardsthey're dealt already.
OK, so that.
Number two, if they have
unregistered assets of 50K orhigher, he's like, boom, I throw
(23:33):
them into debt swap.
So they go right into debt swap
situation.
And there you go.
My interest rate, their mortgagecan be paid off faster.
Net effective interest rates lowerthan anything they can get.
And I win the deal.
And then last but not least is if
someone comes in and they have Xincome and their expenses are
(23:54):
lower.
So let's just say example, someone
makes 20 grand a month, family,household, whatever, 20 grand of
income coming in and theirexpenses going out or eight or
nine or 10.
I don't know what the magic number
is there, but let's just say it's10 ,000.
They have $10 ,000, calls it adelta, delta of 10K difference,
sitting in bank accounts atcertain points in time before you
shift them around and do what youdo.
He uses the man one product, thepower of the paycheck.
(24:15):
And that's what he called it.
I love that angle on it, the power
of the paycheck.
So that's what I'm learning right
now.
And it's like, whoa, mind -blowing
stuff.
And now I'm going to put the
marketing around.
So he's got the three buckets, and
he never loses deals.
He's always competing.
You're not going to get away fromcompeting on rate.
He relishes the idea when theycome in.
So he's got all his regularrepertoire, like a lot of you
have.
(24:35):
And then he's got those three
buckets.
Rental, unregistered assets, power
of the paycheck, delta on thepaycheck to expenses.
Phenomenal.
So do they work every time?
No. Is he closing more deals thanhe's ever closed before?
Yeah.
Hell yeah.
So it's just different, right?That's becoming a specialist.
It doesn't have to be those.
I'm giving you an example.
(24:55):
So what are you?That's where I go to.
I'm just like, level up withyourself.
Level up with yourself.
What are you doing?
Right.
I see a lot of people half assing
it.
And they're caught there and
they're playing the blame game.
My kid's good at that.
He's nine.
It's never his fault.
The goal goes in or doesn't go inor the homework.
It's never his fault.
Don't be my nine year old kid.
(25:16):
It's your fault.
My favorite sayings is three words
I learned early on in my career.
And I still use it like minimum
weekly.
changed my perspective on
anything, on everything is nobodyis coming.
Nobody's coming.
Your broker owner's not coming to
help.
Your team lead's not coming.
It's not their responsibility.
Put your big boy, big girl pants
on and buck up.
They say cowboy up in Alberta,
right?Let's go.
What are you doing?So a lot of you are dabbling
(25:37):
around, right?And I'm just, I'm getting to it.
I'm like, Cut out all the fluffout there and become good at
marketing or become a specialistor buff.
Everyone else is in no man's land.
And so you can have your fluffy
client journeys and you can haveyour, you don't have a business 18
months from now.
Three years from now, you're
sitting there going, holy shit,that didn't work.
(25:57):
Right?Wow.
There's certain things that willalways stand the test of time.
Certain things in your journeythat will, but come on, you have
to be better.
We owe it to ourselves to be
better.
It's crazy.
This is one of the only industriesout there where you don't have to
up your game.
(26:18):
Even realtors, financial advisors,
these guys, they're mandated totake courses to become better at
their job and produce betterresults to their clients.
We're not.
We take the bullshit course every
two years about your licensing,where most people just fly through
it.
It's a cash grab.
It's bullshit.
That doesn't make me a better
mortgage broker.
Are you kidding me?
(26:38):
So you have to go off the beatenpath, which that's why I have a
training company.
We help people with that.
That's why we'll always be here.
So I'm cool for that.
I'm thankful that the industrylets us all down, but you have to
come to terms with that, right?So I think that's it.
Now I'm just kind of beingredundant and going in circles
(27:01):
here.
You get the gist.
I'm all fired up now.
I have to go into some training
now, but poor people going inthere.
It's easy.
It's database mining.
So we're good.
That's no reason to get jacked up
in there unless we find a bunch ofmoney for people.
(27:23):
Okay.
That's it, kids.
Hopefully you enjoyed that.
I'm back more regular now.
So I'm back, baby.
As they say, Seinfeld reference.
That's it, kids.
Enjoy your day.
Wiley out.
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