February 28, 2025 • 27 mins
We dive deep into the critical mistakes realtors often make and the lessons learned from them. By sharing insights and personal anecdotes, we aim to provide actionable advice for agents at any stage of their careers.
• The significance of building relationships over completing transactions
• Transitioning from a realtor mindset to a business ownership mentality
• Importance of thoroughness in client service
• Pitfalls of mispricing properties
• Common blunders related to neglecting details
• How understanding these mistakes can lead to growth
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
All right, lacey, this week we're talking about
some huge mistakes that realtorshave made or that they see
other realtors out there making,and I think it's super valuable
.
I know you're excited to sharewith everybody.
This is the secret saucepodcast with Chad Reese and
Lacey Moores, where we want tohelp people build big businesses
and live big lives, and wethink that there's not a magic
(00:21):
bullet for doing that, but thereis a secret sauce.
So a lot of these are going tobe just the ingredients that can
help you make up a secret sauceto build a big business and
live a big life.
Let's get into it.
Speaker 2 (00:32):
Well, let me tell you a very, very short story real
fast.
I just came back from a bigclass Okay, 14 people when I say
big, big room, huge people inthis room and we were talking
about wealth.
And they started this class bygoing around to every single
person and having them talkabout what their biggest mistake
was.
And sitting in that room, I wasjust like wow To be able to
(00:54):
hear and I mean unbelievablepeople admit what their biggest
mistake was, did a lot of thingsLike.
First of all, it prepared youto not maybe hit those bombs in
life, but then it also made yourealize they're human.
They're going to go throughmistakes.
So am I, so it's just a greatway to make everybody really
(01:16):
comfortable.
So I'm excited about thisbecause when you and I talked
about it, I couldn't wait tostart asking some of my top
realtor partners what's yourbiggest mistake.
And it's fun because some ofthem have some basic, simple
things that I think will besuper helpful for our listeners.
But then also some big ones,some real like mind.
Speaker 1 (01:36):
Right.
Speaker 2 (01:38):
You know.
Speaker 1 (01:39):
So I think it's gonna be a lot of fun.
Well, I think a lot of realtorsout there just by, like a lot
of just human nature out there,just by, like a lot of just
human nature like you look atthe people that are doing things
a super high level and you kindof think that they're uh
inflappable is that the word I'mlooking for like they don't
make these type of big mistakesthat are kind of common sense.
Some, some of these are kind ofcommon sense, yeah, but
everybody's human, everybodydoes make these big mistakes,
even the people that youprobably emulate, the people
(02:01):
like you want to be like, andthat yours is perfect example of
that.
You're in the room with thesepeople with massive net worths
who are just starting everythingoff, talking about the biggest
mistakes that they've made.
It just shows everybody's human.
You're going to make mistakes.
But identifying them, how tofix them, getting out in front
of them, that's where themagic's at right, absolutely.
Speaker 2 (02:19):
And really humbling yourself, knowing I can learn
from this yourself, knowing Ican learn from this.
Yeah, Right, Like instead ofjudging.
Oh my gosh, I can't believe youmade that mistake.
Like well, that could happen tome.
Speaker 1 (02:27):
Like.
Speaker 2 (02:27):
I'm so glad I'm hearing this mistake so I can
process it before it happens.
So that's why I think it'sgoing to be fun to share.
Speaker 1 (02:32):
Cool, I love it, let's jump into it.
Speaker 2 (02:34):
Okay, well, so let me get let's.
We really found out that mostof them all fit into like three
main categories, all of them,and so I'm just going to read
one verbatim and then maybe jumpinto what you know like that
category would be.
Speaker 1 (02:54):
Go for it Okay.
Speaker 2 (02:55):
So one was one realtor said earlier in my
career I wish I would havefocused more on building
relationships instead of justgetting transactions done.
Good, deep relationships.
Speaker 1 (03:09):
Yeah, I don't think anybody starts off right off the
bat in real estate.
It's like, oh, I'm just goingto create these massive
relationships.
You're like, how do I get mynext deal?
How do I get paid?
Speaker 2 (03:17):
Yeah, I got one, I got to get another, I got to get
another.
Speaker 1 (03:20):
You got to lay the groundwork, and so you don't
think about that until quite alater Most people don't think
about it till pretty far intotheir career.
It's like, oh man, this is justa huge relationship game.
Speaker 2 (03:27):
Huge and she's unbelievable with relationships.
I mean, when I think of hername I just say, oh my gosh, I
love her and that's because ofthe relationships that she
builds.
And so just a really good pieceof advice Like, no matter where
you're at, especially if you'restarting off, think of that one
person that you're helping Imean the relationship that you
(03:48):
have with them, could turn into20 more transactions over a long
time frame if you really docare about them and building
their relationship with them.
So it was really good, reallyreally good, that that did fall
(04:10):
into um.
One of the categories that wehad was business mindset or or
what your um mindset is aroundeverything.
The second category that wekind of lumped all this one was
building relationships so thatone was definitely a building
relationship one.
Let me read one more to you andthen we'll take it from there.
Um, this one was really good.
Vinny says this, actuallytaking the time to realize that
I have to get very clear on whatI need before I'm ever going to
(04:32):
find it.
And I sat when he said that andI'm, like it's really good,
clear on what I need before I'mever actually going to find it.
Find it, and you know he talked, he kind of guided this a
little bit into finding theright team member.
He, he, he went a long time,team member after team member,
just hurrying up and hiring tofit a position, versus finding
(04:54):
the right person, and herealized I wasn't ever clear on
who that right person was.
Speaker 1 (05:01):
Yeah.
Speaker 2 (05:02):
Then he started turning it into his vision,
though, like it's so true, samething about his vision.
If you're never really clearabout your vision, how are you
ever going to find it?
Speaker 1 (05:09):
Yeah, that was what I was going to say about that.
It's like he.
Your first example is like avery micro version of that and I
think that you should take iton a micro level.
And then the macro level is,yes, your vision like overall,
what am I looking for, what ismy intention, all of those
things.
So it plays into everything.
But if you don't lay out that,grant groundwork that's what I'm
hearing.
Anyways, you don't set out forwhat you're looking for.
(05:32):
You don't know if you found itor not.
Speaker 2 (05:33):
So how do you know if you find it Cause?
If you don't really know whatit is, how do you know?
Speaker 1 (05:46):
Yeah, it's good.
So I think, as we're talkingabout the categories right Um
you mentioned it already, uh,but the first category that
things fall into is, uh, being arealtor but not running it like
a business, like that's kind ofwhere I would kind of put that
Right, um, and I, and I thinkthat that's definitely a
category that Well, let me readthis one, cause this is.
Speaker 2 (05:58):
You already said it, you already lined it up Um, this
was a good this.
I had two from this agent and Iloved both of them.
Um, one's very simple.
I'll do that one in a second.
But the second one is whereyou're saying um, he said I wish
I would go from.
I wish I would have gone fromrealtor mindset to business
owner way faster.
Speaker 1 (06:17):
There it is.
That's what I'm, yeah, and Isaid that's a better way of
putting what I said.
Anyway, exactly it was exactlywhat you said.
Speaker 2 (06:22):
And I said well, give me some examples.
And he said you know thingslike.
You know um really using my CRM, really thinking about what my,
what business I want, umtracking all my numbers, Um.
And I said I love tracking.
You know, you and I both trackeverything we do.
And I said what do you mean bythat?
And he goes well, I've learnedas I start tracking more numbers
(06:52):
, I can make a lot morenon-emotional decisions in
business and I don't lovetracking, but I know that it's a
necessity.
I love it, I love it.
But it was so powerful to hearhim say that that once he
started tracking all the stuffhe's doing, you know cause, I
mean, everybody jumps into.
I had a call yesterday from anagent and he's like hey, do you
think that I should spend moneyto have my name on these TVs at
Hy-Vee?
Like, do you think this wouldbe a good business decision?
You know, and after dialing itall in and start asking some of
(07:16):
these number questions, he goesOK, I guess I got to figure
these numbers out first.
Huh, yeah, yeah, yeah, we do.
But he thought it'd be cool hewas looking in Hy-Vee, he was
paying attention if people wouldlook at him, and so the
non-emotional decision helps youmake so many more business
decisions once you get there.
Speaker 1 (07:36):
Well, just to have that mindset, too, of being a
CEO, even if you're just a solorealtor, you're not hiring
anybody.
You're one wearing all the hats.
The biggest hat you have towear right Is the.
Speaker 2 (07:48):
CEO hat.
Speaker 1 (07:48):
Yeah Right, like, if you have a daily meeting, it's a
meeting with yourself, with,like okay, you're also the
marketing department.
What would the marketingdepartment do here, instead of
just looking at it like I'm arealtor, I'm just selling houses
?
No, you are operating abusiness and if we treat it that
way, um, it's really good, youhave a better chance of that,
that business, uh, not failing.
(08:09):
If you do run it like that,instead of waking up it's like I
gotta sell a house today.
It's no, you have a wholebusiness to run, right?
You've got all these differentdepartments that you've got to
take care of.
That can be a littleoverwhelming, but it's
definitely the better way tolook at it it's so, it's a dot
that on.
Speaker 2 (08:22):
When he said that to me, he said making sure he was
doing his green time right Likethat money explain green time.
Yeah, just spending time inmoney, making activities, right,
you know, and making sure thatgets done first thing, and
that's running a business.
That's not thinking, as youknow, not the realtor mindset,
it's a business ownershipmindset.
You always have to be doingthat every day, no matter if
(08:44):
business is good or bad, likeyou always have to be doing it,
so it's good.
But let me share a simple one,cause I think this this goes
into another category and I knowwe'll have a lot of realtors
laugh when they hear this one.
But he said this is simple, butI've done it a few times,
especially in the very beginning, and he goes not checking the
seller's disclosure and havingto buy a dang fridge for
(09:05):
somebody because I messed upyeah, really simple.
Speaker 1 (09:08):
But I bet probably 80 , 90 percent of realtors if
they're being honest withthemselves listening to this,
have oh, they've done itdefinitely skipped through that
step or skimmed over it, and youknow like you think.
Oh, I know I know enough andthey don't take the time to
really like dive through thosedetails.
Speaker 2 (09:23):
Yeah and and uh what category would you say that one
would go in?
Speaker 1 (09:26):
Well, it's the next, we, we.
We haven't introduced thecategory yet, right, but it's
not working hard enough for yourclients.
We sometimes we get, uh, and and, as, as lenders too, I
everybody can relate to thisprobably any field that they're
in Um, but, yeah, not notworking hard enough, getting a
little lackadaisical, um,starting to go through the
(09:47):
motions a little bit.
Yeah, Um, like you can be greatat relationships, right.
If you don't actually look atit, it's like, okay, did I work
hard enough?
Did I actually do the job?
This one kind of encapsulatesall the categories actually,
when you think about it, becausewhen you're not working hard
enough for your clients, youstart to get lazy in that If
you're not treating it like abusiness, that would be a good
example of that All of a suddenyou're just like, oh, I'm in
(10:08):
this high relationship likesocial selling, right, you're
doing all that, but you'reyou're not actually doing all of
the little things.
Speaker 2 (10:18):
Like checking all the boxes that you need to to be a
pro, yeah Well, and then in thenot working hard enough, there's
so many things.
Let's dive into that categoryfor a second Cause you and I had
a lot of good talks about thiswhen we were going through
everybody's thing, but we wouldthrow a lot of things in here
like not work not like notstaying up on pricing strategies
right, like not not doing agood job on um, your homework
(10:38):
and being ready for yourappointments.
Talk.
You had a great like thedirection you took this.
Speaker 1 (10:44):
The big one that I heard and one that I definitely
am pretty passionate about rightnow.
Um and I.
It's definitely relevant rightnow.
I think it will be for a while,but, um, like setting the house
price correctly, if you're ifyou're listing a home.
Um, I've said, nobody herethinks that you just set us like
, throw a sign in the yard andput it up on MLS and it's going
to get sold, right.
(11:06):
Um, but I think, setting thatprice correctly with the right
expectation, uh, right now inthis market, I'm a pretty firm
believer that you can absolutelyoverprice it.
It's hard to underprice itbecause it's a competitive
market and people are going tocome in.
You want multiple buyers to getinterested in the house.
(11:26):
You want multiple buyers tostart fighting over it.
So what's the very best way todo that is to price it
aggressively, knowing thatyou're underpricing it on
purpose, right?
So, like, if I was to list myhome right now, I would talk to
my realtor about it, obviously,but I would say what about this
strategy?
Like what if we price it 10 to10 to 15% below what we actually
(11:48):
think we can get for it?
Get as many people interested,let them fall in love with it,
you know, and start living inthat home, and then in their
mind they start living in thehome and then they're jacking
the price up because it becomesa bidding war.
So that's the goal right Insidea bidding war is any goal of
the listing to get the highestprice.
Speaker 2 (12:05):
But it's doing the homework right.
It's doing the homework torealize, and that's when people
aren't working hard enough fortheir clients.
It's not realizing, not payingattention to market trends, not
paying attention to how longthings are on the market, not
diving into, you know, gettingstaying on top of your game and
being that market leader, beingthat expert in the field.
Speaker 1 (12:26):
Right?
No, absolutely.
I think.
Like I look at that, and thebiggest mistake you can make
right now is to overprice it.
Right, you overprice it.
It sits on the market for a fewweeks.
What starts happening?
Speaker 2 (12:37):
Everybody wants a little bullet.
Speaker 1 (12:39):
Everybody wonders what's wrong, right?
Everybody's like did somebodydie in that basement?
Like is the basement caving in?
They start creating a narrativein their head of everything
that must be wrong with thathome because it's not selling,
because in this market now it'sstarting to shift a little bit,
but it's wintertime.
But still, if you price itaggressively, it's a good house.
If somebody literally didn'tdie in the basement or you know
(13:01):
the basement's not caving in.
It will.
It should sell if it's pricedright relatively quickly.
Maybe not in the first day,like it was before, but you
overprice it.
People start creating thatnarrative, they start wondering
what's wrong and then you'regoing to have to.
Once you start taking pricereductions, then people think,
oh okay, well, now I can lowball this house.
(13:21):
You lose your.
You lose a lot of leverage,right, but so what are some
other?
Speaker 2 (13:28):
what are some other categories that we would put
under, not working hard enoughfor your clients?
So we talked about pricing, wetalked about the seller's
disclosure.
So those are really like smallmistakes.
You know clerical mistakes, butI think those kind of all wrap
up to a process not having aprocess for all the steps.
When there's no process, that'susually when people make the
(13:51):
mistakes right, when they don'thave checklists or whatever.
Speaker 1 (13:54):
Well, yeah, it's like treating that house like, okay,
it is going to sell on thefirst weekend, so I don't need
to put out all this marketing, Idon't need to call, like all
the neighbors, I don't need tohave an open house.
But no, Just skip the steps yeahexactly Like treat everything
like it is going to take a while, like you need to do the
highest level job possible,regardless of how easy that
(14:14):
market might be.
Because the more that you do,the more you show up for people,
the more they're going to turnaround and want to refer you.
The more calls you're making toall the neighbors talking about
that house, like you may think,yeah, this house is going to
sell the first weekend, so youdon't call everybody, but you
call the neighbors.
What could that do?
Right Just bring in morebusiness.
They're like oh, they'reworking really hard.
What did you sell that housefor?
Okay, maybe I do want to sellit, so like, don't skip those
(14:35):
steps.
Speaker 2 (14:36):
It's good.
It's good.
Um, let me read one more.
This one's going to take it alittle different route.
This lady said I didn't thinkfar enough ahead to market
myself the right way to be ableto either sell my brokerage in
the future or to recruit otherlarge producers who may not want
to sell under my name.
And so what she was meaning andI mean it's pretty clear when
(15:01):
you say that, because a lot ofpeople do it putting just their
name on their team or theirbrokerage or whatever you and I
are both guilty of this.
We are both guilty of it.
So it's fun to read it, butI've thought about it.
Speaker 1 (15:12):
I have definitely thought about this before and
it's like, okay, you know, 23years in, like, I created Treece
Mortgage Group and it was justme Like and I didn't have the
foresight either Like I wish Iwould have.
But now, 23 years later, I feellike I'm kind of stuck, so I can
totally relate to that one,rather than changing everything
up.
But there's egos in thisbusiness.
There's people that do want tocreate their own thing, like,
(15:37):
yes, they can benefit from, likeyou, mentoring them, all of
those things, but they stillwant their name in lights too.
Or they don't want necessarilyjust your name in lights, they
want to be acknowledged ineverything as well.
So that's just human nature, uhyeah, I would do that same
thing.
If I could do it over again, itwouldn't be trees mortgage group
, it would be something.
Speaker 2 (15:51):
Yeah, I know, when I read it I felt the same thing
like uh, um, uh, you know whereI'm at, but it's still great
advice right it's still, when we, when I sat in that group the
last, there was some things thatpeople said were mistakes and
I'm like, yeah, I've alreadydone that, you know, um, so it's
part of it, but, um, if it canhelp somebody else or, you know,
(16:11):
if you're not too far in and ifyou may not want that, you may
not, it may not be your visionthat you're trying to create.
You know something that you'reable to sell or pass on to the
next generation, but that wasjust something that she wanted
to share.
Now, when you so I asked thesepretty specifically.
I asked what was your biggestmistake, but you took this a
different way.
I want you to share about that.
Speaker 1 (16:36):
Yeah, it was funny because we had this idea for
this episode, right, and we kindof were like okay, let's go,
we'll figure this.
Well, you were gonna ask agents, I was gonna ask agents, we did
that thing, but we justinterpreted it differently.
You took it which is awesome, Ithink actually it's two
different perspectives but youtook it as asking them
specifically what was thebiggest mistake you ever made?
And I went and being made rightnow in this market, in this
(17:02):
market or just in general, whatare the biggest mistakes you see
agents make?
So we did get some overlappinganswers for sure.
That's kind of where we formedthe categories and everything
but uh yeah, share some of that.
Well, the pricing thing was,was definitely one of them.
Um, not having a like, notactively using a CRM at all.
People just like no, I have aspreadsheet, it's in my phone.
(17:25):
Right, exactly no, I have phonenumbers for everybody.
But actually having notunderstanding.
Again, this goes back to likenot operating like a business,
not looking at it like a CEO.
It's like you would have amarketing department you would
create, make sure that you havefollow-up plans, systems,
operations for all of thesethings, and the only way you can
(17:46):
do that is by having a dialedin crm your database.
You're working it every singleday right.
You get everybody you know inthere.
You're whether it's mailing tothem, texting, whatever.
It can all happen and you canstay really organized if you've
got all of that in a place in agood crm and not just a
spreadsheet.
A spreadsheet is literally justa list of information, but it's
(18:07):
not doing much for you otherthan just holding it for you,
Right?
Right, so that was a big one.
I heard that from like two orthree different agents.
Speaker 2 (18:16):
They wish they would have done it sooner.
Speaker 1 (18:18):
Yeah, yeah, they wish they would have.
Or they lead teams and theyknow that they've got agents on
their teams that just cannot buyinto the CRM thing.
So it is worth the time.
Like, even if you're on a teamlike it's like another good
example If you're on a team, youstill need to run your business
Like it's your business.
You are not just an employee of.
(18:38):
If you're a hundred percentcommission realtor, you are not.
If you're on somebody's team,you're not.
If you're on somebody's team,you're not just an employee of
that team, you're still aindependent contractor.
You just have a mentor.
Speaker 2 (18:52):
Sure Right, and you need to look at it that way.
Well, the other thing you saidI want to comment on you said
about starting and putting thestuff in the CRM.
So we have tracked everythingand in coaching for years, like
we do our lead tracker and italways has been in this evolving
Google Sheet document and it'sawesome, it's great.
And then our company had areally good CRM but we were
(19:15):
really good with what we had,like we knew it, we loved it, we
were used to it, we werecomfortable.
Speaker 1 (19:20):
Yeah.
Speaker 2 (19:21):
And we didn't want to move over to the CRM, but it
did a lot better things.
It had, I mean, and it's sopowerful, um, but it was a
change and we kept talking aboutit.
I kept talking about it and Ifinally told my team we're doing
it today.
Speaker 1 (19:37):
Yeah.
Speaker 2 (19:38):
And it had to be that day.
And they all looked at me and Isaid I don't care, Every single
lead will go into our CRM now.
This way, we will never use theother one right now.
And it was a bold move.
But guess what?
We learned it real fast and Ilook back and I thought was that
(20:00):
a smart thing to do?
It was the best thing I couldhave done, Because we just kept
kicking that can down the roadright and now it's amazing.
So if anybody is in thatposition, sometimes you just
have to do it rip the band-aidoff real hard, um it's tough
when you're comfortable, likeyou said that.
Speaker 1 (20:16):
You said we were comfortable, right, good at it
like we had that.
Speaker 2 (20:19):
We spent so much time color coding that bad boy.
Like it was beautiful.
I mean, it was our baby right,like comfort is.
Speaker 1 (20:27):
Comfort in my mind is like the enemy of like evolving
and like getting getting greatbetter, like yeah you could
shoot for perfection.
that's not necessarily the endgoal, but like you gotta move
through the comfort when you seesomething out there that you
could improve on, no like alwaysbe looking for that and and,
then how can I implement thatthing?
So, um, the other thing thatgoes hand in hand with that that
(20:49):
I heard multiple differentagents tell me was that they see
people doing is just notfollowing up.
I mean, the stats say what isit?
Five?
You need to follow up people.
Five times on average, at leastfive five to seven, whatever
that number is it.
That number is, it's a minimumof five typically before you
land a sale.
Yep.
So you need, you have to be ontop of your follow-up game.
(21:10):
You have to have operations,processes, systems for follow-up
.
Not just I haven't talked tothem in a while.
I should give them a call.
That's an afterthought.
You're not going to do it whenyou get busy, you're going to
forget about it.
It's not a process.
A crm will line you up withwhen you need to reach out to
them next, like create the taskRight and just a lack of follow
up in general.
But you can use those twothings together.
(21:32):
If you've got a good CRM,you've got everybody in there.
That's going to help youautomate your follow up or at
least remind you of all thetimes that you need to follow up
, but just not following up.
And I think that's before thesale to lay in the sale.
So I heard that's before thesale to land the sale.
So I heard that from a fewpeople.
And then I also heard just notfollowing up with people after.
I think that's a huge one.
People just think that they'regoing to remember you did a good
job, they left you a five-starreview that they're just going
(21:53):
to tell everybody about you orthey're going to come back when
they buy their next house.
And most people don't.
Speaker 2 (21:58):
Well, that, when you just said that is, I think, the
follow-up piece goes into.
Well, I mean, man, you couldprobably put it into both
categories, right, but follow-upwould be into building
relationships and maintainingthose relationships, but it's
also just not working hardenough, right, like for your
people.
Speaker 1 (22:16):
It's all three of them, I'd say.
It's also not treating it likea business right.
Speaker 2 (22:19):
Yeah.
Speaker 1 (22:19):
Yeah, it's all three.
I think the categories is justa good way to kind of outline
everything, but like these spillover to each other.
They definitely.
There's definitely um.
Things overlay a decent amountUm, but yeah, that's a huge one.
I think, um, and I'm I findmyself a lot of times.
Speaker 2 (22:35):
Do you feel like you're guilty of the followup?
I'm guilty of all of thesethings.
Speaker 1 (22:39):
Like anybody ourselves has to say, like their
times in their lives or timesin their career, or it happens a
lot, but it's just being awareof it, like you've got to check
in.
Okay, yes, I'm failing in thatdepartment.
You got to know that so you canfix it.
Uh, but yeah, I'm not as goodas I should be at following up
with past clients and I makeexcuses or whatever, but I have
the, I have them in a database.
(22:59):
I know that I should be doingit, but it doesn't get done if I
don't have a process or asystem around it.
It's like okay, I call, youknow a minimum of 10 people.
I call everybody on theirbirthday or send them a voice to
text message or a video.
Having systems around that is.
Speaker 2 (23:19):
Well, I think follow up this is.
I had this told once to me andonce it was told to me, I'm like
I get it now and it is.
You know, in sales we think wealways have to be going and
finding so much more businessand finding so much more
business.
Well, you don't have to find somuch more business if you just
take care of the business yougot.
Speaker 1 (23:37):
Right.
Speaker 2 (23:39):
And it's a hamster wheel.
You get in this like alwaystrying to do this, which means
you know, depending on yoursystem and your process and your
teams, if you're always doingthis, are you taking care of the
people?
And so I think to me that was abig like.
Yeah, I don't want to have toalways go out and find a ton
more Like.
I just want to really takegreat care of the people that I
have, my partners and my clientsand it's crazy, the more and
(24:08):
more I love on them, it happens.
And so that's where the followup piece man and I can do better
.
We all can like.
There are so many things wecould do better, but it is where
I try to keep a lot ofattention Because I know I
already love those people, Ialready like those people.
You know I've worked with themin the past like I want that
type of business, and that'swhere it goes back to that
vision.
You know that business mindset.
(24:29):
What kind of business do youwant and are those activities
leading to that?
Speaker 1 (24:34):
Yeah, are they in line with that?
I think one thing I wasthinking of is I hear from
agents a lot this is not offtopic, it's definitely on topic,
but it's not necessarilyanything that anybody said when
I asked them these specificquestions.
But I do hear it a lot when I'mtalking to agents is they're
just worried about calling theirpast clients because they don't
want to sound salesy.
(24:54):
They don't know what to say.
They get in their own headabout it, they have their own
limiting beliefs about that, butthey that they, their past
clients, don't want to hear fromthem, or that the only reason
that they'd be calling is justto sell them something.
And then why does somebody wantto be sold to?
And then they tell them thewhole, this whole narrative in
their head and they don't makethose calls.
(25:15):
But if all your intention is isthe relationship, deepening the
relationship, checking in likewhat's the best memory you've
made in their house in the lastyear since I sold it to you,
like that's such a betterquestion than like, hey, how's
the house treating you?
Right, because that's not supervaluable.
But just flip that question tosomething like what's the
greatest memory that you andyour family have made in that
house in the last year since Isold it to you.
(25:35):
That's relationship building.
It gets people talking andthere is no ask right.
It's just like build deep inthe relationship.
Keep pouring into that.
If you take care of people,they will take care of you they
do, yeah, all day long, all daylong.
Speaker 2 (25:49):
And that's where that CRM can be helpful, right?
So when you're making theseinitial relationships and
they're telling you things like,yeah, my kid's going off to
college at Nebraska and I gotthis going on, like those, all
those things can go into thatCRM.
Yep, all those things can gointo that CRM, yep, and when you
make that phone call it makesit so much easier to be like hey
, how's College Street and yourson How's Nebraska?
(26:09):
Right, and it just is littlepieces of information.
But it goes so far and that iswhere, like when Paula said I
would work more on focus onbuilding those deep
relationships from the beginning, like from every single
transaction.
Relationships from thebeginning, like from every
single transaction, and it willmake a business of a business
that you grow of joy becauseit's people you enjoy working
(26:32):
with.
So I thought was huge, it wasreally good thousand percent.
Speaker 1 (26:35):
I agree, yeah, is there anything else you want to?
Speaker 2 (26:38):
add to this.
Speaker 1 (26:38):
Good, yeah, awesome, I loved it yeah, I think we
should keep doing this likechecking in, because things do
change.
We took it two different waysas well, but it's still super
valuable.
Hope you guys loved this If youdid please share it with
somebody that could benefit fromit.
We will see you.
We'll see you soon with anotherepisode.
Thanks so much for tuning in,see ya.
All right, lacey, this week we're talking about
some huge mistakes that realtorshave made or that they see
other realtors out there making,and I think it's super valuable
.
I know you're excited to sharewith everybody.
This is the secret saucepodcast with Chad Reese and
Lacey Moores, where we want tohelp people build big businesses
and live big lives, and wethink that there's not a magic
(00:21):
bullet for doing that, but thereis a secret sauce.
So a lot of these are going tobe just the ingredients that can
help you make up a secret sauceto build a big business and
live a big life.
Let's get into it.
Speaker 2 (00:32):
Well, let me tell you a very, very short story real
fast.
I just came back from a bigclass Okay, 14 people when I say
big, big room, huge people inthis room and we were talking
about wealth.
And they started this class bygoing around to every single
person and having them talkabout what their biggest mistake
was.
And sitting in that room, I wasjust like wow To be able to
(00:54):
hear and I mean unbelievablepeople admit what their biggest
mistake was, did a lot of thingsLike.
First of all, it prepared youto not maybe hit those bombs in
life, but then it also made yourealize they're human.
They're going to go throughmistakes.
So am I, so it's just a greatway to make everybody really
(01:16):
comfortable.
So I'm excited about thisbecause when you and I talked
about it, I couldn't wait tostart asking some of my top
realtor partners what's yourbiggest mistake.
And it's fun because some ofthem have some basic, simple
things that I think will besuper helpful for our listeners.
But then also some big ones,some real like mind.
Speaker 1 (01:36):
Right.
Speaker 2 (01:38):
You know.
Speaker 1 (01:39):
So I think it's gonna be a lot of fun.
Well, I think a lot of realtorsout there just by, like a lot
of just human nature out there,just by, like a lot of just
human nature like you look atthe people that are doing things
a super high level and you kindof think that they're uh
inflappable is that the word I'mlooking for like they don't
make these type of big mistakesthat are kind of common sense.
Some, some of these are kind ofcommon sense, yeah, but
everybody's human, everybodydoes make these big mistakes,
even the people that youprobably emulate, the people
(02:01):
like you want to be like, andthat yours is perfect example of
that.
You're in the room with thesepeople with massive net worths
who are just starting everythingoff, talking about the biggest
mistakes that they've made.
It just shows everybody's human.
You're going to make mistakes.
But identifying them, how tofix them, getting out in front
of them, that's where themagic's at right, absolutely.
Speaker 2 (02:19):
And really humbling yourself, knowing I can learn
from this yourself, knowing Ican learn from this.
Yeah, Right, Like instead ofjudging.
Oh my gosh, I can't believe youmade that mistake.
Like well, that could happen tome.
Speaker 1 (02:27):
Like.
Speaker 2 (02:27):
I'm so glad I'm hearing this mistake so I can
process it before it happens.
So that's why I think it'sgoing to be fun to share.
Speaker 1 (02:32):
Cool, I love it, let's jump into it.
Speaker 2 (02:34):
Okay, well, so let me get let's.
We really found out that mostof them all fit into like three
main categories, all of them,and so I'm just going to read
one verbatim and then maybe jumpinto what you know like that
category would be.
Speaker 1 (02:54):
Go for it Okay.
Speaker 2 (02:55):
So one was one realtor said earlier in my
career I wish I would havefocused more on building
relationships instead of justgetting transactions done.
Good, deep relationships.
Speaker 1 (03:09):
Yeah, I don't think anybody starts off right off the
bat in real estate.
It's like, oh, I'm just goingto create these massive
relationships.
You're like, how do I get mynext deal?
How do I get paid?
Speaker 2 (03:17):
Yeah, I got one, I got to get another, I got to get
another.
Speaker 1 (03:20):
You got to lay the groundwork, and so you don't
think about that until quite alater Most people don't think
about it till pretty far intotheir career.
It's like, oh man, this is justa huge relationship game.
Speaker 2 (03:27):
Huge and she's unbelievable with relationships.
I mean, when I think of hername I just say, oh my gosh, I
love her and that's because ofthe relationships that she
builds.
And so just a really good pieceof advice Like, no matter where
you're at, especially if you'restarting off, think of that one
person that you're helping Imean the relationship that you
(03:48):
have with them, could turn into20 more transactions over a long
time frame if you really docare about them and building
their relationship with them.
So it was really good, reallyreally good, that that did fall
(04:10):
into um.
One of the categories that wehad was business mindset or or
what your um mindset is aroundeverything.
The second category that wekind of lumped all this one was
building relationships so thatone was definitely a building
relationship one.
Let me read one more to you andthen we'll take it from there.
Um, this one was really good.
Vinny says this, actuallytaking the time to realize that
I have to get very clear on whatI need before I'm ever going to
(04:32):
find it.
And I sat when he said that andI'm, like it's really good,
clear on what I need before I'mever actually going to find it.
Find it, and you know he talked, he kind of guided this a
little bit into finding theright team member.
He, he, he went a long time,team member after team member,
just hurrying up and hiring tofit a position, versus finding
(04:54):
the right person, and herealized I wasn't ever clear on
who that right person was.
Speaker 1 (05:01):
Yeah.
Speaker 2 (05:02):
Then he started turning it into his vision,
though, like it's so true, samething about his vision.
If you're never really clearabout your vision, how are you
ever going to find it?
Speaker 1 (05:09):
Yeah, that was what I was going to say about that.
It's like he.
Your first example is like avery micro version of that and I
think that you should take iton a micro level.
And then the macro level is,yes, your vision like overall,
what am I looking for, what ismy intention, all of those
things.
So it plays into everything.
But if you don't lay out that,grant groundwork that's what I'm
hearing.
Anyways, you don't set out forwhat you're looking for.
(05:32):
You don't know if you found itor not.
Speaker 2 (05:33):
So how do you know if you find it Cause?
If you don't really know whatit is, how do you know?
Speaker 1 (05:46):
Yeah, it's good.
So I think, as we're talkingabout the categories right Um
you mentioned it already, uh,but the first category that
things fall into is, uh, being arealtor but not running it like
a business, like that's kind ofwhere I would kind of put that
Right, um, and I, and I thinkthat that's definitely a
category that Well, let me readthis one, cause this is.
Speaker 2 (05:58):
You already said it, you already lined it up Um, this
was a good this.
I had two from this agent and Iloved both of them.
Um, one's very simple.
I'll do that one in a second.
But the second one is whereyou're saying um, he said I wish
I would go from.
I wish I would have gone fromrealtor mindset to business
owner way faster.
Speaker 1 (06:17):
There it is.
That's what I'm, yeah, and Isaid that's a better way of
putting what I said.
Anyway, exactly it was exactlywhat you said.
Speaker 2 (06:22):
And I said well, give me some examples.
And he said you know thingslike.
You know um really using my CRM, really thinking about what my,
what business I want, umtracking all my numbers, Um.
And I said I love tracking.
You know, you and I both trackeverything we do.
And I said what do you mean bythat?
And he goes well, I've learnedas I start tracking more numbers
(06:52):
, I can make a lot morenon-emotional decisions in
business and I don't lovetracking, but I know that it's a
necessity.
I love it, I love it.
But it was so powerful to hearhim say that that once he
started tracking all the stuffhe's doing, you know cause, I
mean, everybody jumps into.
I had a call yesterday from anagent and he's like hey, do you
think that I should spend moneyto have my name on these TVs at
Hy-Vee?
Like, do you think this wouldbe a good business decision?
You know, and after dialing itall in and start asking some of
(07:16):
these number questions, he goesOK, I guess I got to figure
these numbers out first.
Huh, yeah, yeah, yeah, we do.
But he thought it'd be cool hewas looking in Hy-Vee, he was
paying attention if people wouldlook at him, and so the
non-emotional decision helps youmake so many more business
decisions once you get there.
Speaker 1 (07:36):
Well, just to have that mindset, too, of being a
CEO, even if you're just a solorealtor, you're not hiring
anybody.
You're one wearing all the hats.
The biggest hat you have towear right Is the.
Speaker 2 (07:48):
CEO hat.
Speaker 1 (07:48):
Yeah Right, like, if you have a daily meeting, it's a
meeting with yourself, with,like okay, you're also the
marketing department.
What would the marketingdepartment do here, instead of
just looking at it like I'm arealtor, I'm just selling houses
?
No, you are operating abusiness and if we treat it that
way, um, it's really good, youhave a better chance of that,
that business, uh, not failing.
(08:09):
If you do run it like that,instead of waking up it's like I
gotta sell a house today.
It's no, you have a wholebusiness to run, right?
You've got all these differentdepartments that you've got to
take care of.
That can be a littleoverwhelming, but it's
definitely the better way tolook at it it's so, it's a dot
that on.
Speaker 2 (08:22):
When he said that to me, he said making sure he was
doing his green time right Likethat money explain green time.
Yeah, just spending time inmoney, making activities, right,
you know, and making sure thatgets done first thing, and
that's running a business.
That's not thinking, as youknow, not the realtor mindset,
it's a business ownershipmindset.
You always have to be doingthat every day, no matter if
(08:44):
business is good or bad, likeyou always have to be doing it,
so it's good.
But let me share a simple one,cause I think this this goes
into another category and I knowwe'll have a lot of realtors
laugh when they hear this one.
But he said this is simple, butI've done it a few times,
especially in the very beginning, and he goes not checking the
seller's disclosure and havingto buy a dang fridge for
(09:05):
somebody because I messed upyeah, really simple.
Speaker 1 (09:08):
But I bet probably 80 , 90 percent of realtors if
they're being honest withthemselves listening to this,
have oh, they've done itdefinitely skipped through that
step or skimmed over it, and youknow like you think.
Oh, I know I know enough andthey don't take the time to
really like dive through thosedetails.
Speaker 2 (09:23):
Yeah and and uh what category would you say that one
would go in?
Speaker 1 (09:26):
Well, it's the next, we, we.
We haven't introduced thecategory yet, right, but it's
not working hard enough for yourclients.
We sometimes we get, uh, and and, as, as lenders too, I
everybody can relate to thisprobably any field that they're
in Um, but, yeah, not notworking hard enough, getting a
little lackadaisical, um,starting to go through the
(09:47):
motions a little bit.
Yeah, Um, like you can be greatat relationships, right.
If you don't actually look atit, it's like, okay, did I work
hard enough?
Did I actually do the job?
This one kind of encapsulatesall the categories actually,
when you think about it, becausewhen you're not working hard
enough for your clients, youstart to get lazy in that If
you're not treating it like abusiness, that would be a good
example of that All of a suddenyou're just like, oh, I'm in
(10:08):
this high relationship likesocial selling, right, you're
doing all that, but you'reyou're not actually doing all of
the little things.
Speaker 2 (10:18):
Like checking all the boxes that you need to to be a
pro, yeah Well, and then in thenot working hard enough, there's
so many things.
Let's dive into that categoryfor a second Cause you and I had
a lot of good talks about thiswhen we were going through
everybody's thing, but we wouldthrow a lot of things in here
like not work not like notstaying up on pricing strategies
right, like not not doing agood job on um, your homework
(10:38):
and being ready for yourappointments.
Talk.
You had a great like thedirection you took this.
Speaker 1 (10:44):
The big one that I heard and one that I definitely
am pretty passionate about rightnow.
Um and I.
It's definitely relevant rightnow.
I think it will be for a while,but, um, like setting the house
price correctly, if you're ifyou're listing a home.
Um, I've said, nobody herethinks that you just set us like
, throw a sign in the yard andput it up on MLS and it's going
to get sold, right.
(11:06):
Um, but I think, setting thatprice correctly with the right
expectation, uh, right now inthis market, I'm a pretty firm
believer that you can absolutelyoverprice it.
It's hard to underprice itbecause it's a competitive
market and people are going tocome in.
You want multiple buyers to getinterested in the house.
(11:26):
You want multiple buyers tostart fighting over it.
So what's the very best way todo that is to price it
aggressively, knowing thatyou're underpricing it on
purpose, right?
So, like, if I was to list myhome right now, I would talk to
my realtor about it, obviously,but I would say what about this
strategy?
Like what if we price it 10 to10 to 15% below what we actually
(11:48):
think we can get for it?
Get as many people interested,let them fall in love with it,
you know, and start living inthat home, and then in their
mind they start living in thehome and then they're jacking
the price up because it becomesa bidding war.
So that's the goal right Insidea bidding war is any goal of
the listing to get the highestprice.
Speaker 2 (12:05):
But it's doing the homework right.
It's doing the homework torealize, and that's when people
aren't working hard enough fortheir clients.
It's not realizing, not payingattention to market trends, not
paying attention to how longthings are on the market, not
diving into, you know, gettingstaying on top of your game and
being that market leader, beingthat expert in the field.
Speaker 1 (12:26):
Right?
No, absolutely.
I think.
Like I look at that, and thebiggest mistake you can make
right now is to overprice it.
Right, you overprice it.
It sits on the market for a fewweeks.
What starts happening?
Speaker 2 (12:37):
Everybody wants a little bullet.
Speaker 1 (12:39):
Everybody wonders what's wrong, right?
Everybody's like did somebodydie in that basement?
Like is the basement caving in?
They start creating a narrativein their head of everything
that must be wrong with thathome because it's not selling,
because in this market now it'sstarting to shift a little bit,
but it's wintertime.
But still, if you price itaggressively, it's a good house.
If somebody literally didn'tdie in the basement or you know
(13:01):
the basement's not caving in.
It will.
It should sell if it's pricedright relatively quickly.
Maybe not in the first day,like it was before, but you
overprice it.
People start creating thatnarrative, they start wondering
what's wrong and then you'regoing to have to.
Once you start taking pricereductions, then people think,
oh okay, well, now I can lowball this house.
(13:21):
You lose your.
You lose a lot of leverage,right, but so what are some
other?
Speaker 2 (13:28):
what are some other categories that we would put
under, not working hard enoughfor your clients?
So we talked about pricing, wetalked about the seller's
disclosure.
So those are really like smallmistakes.
You know clerical mistakes, butI think those kind of all wrap
up to a process not having aprocess for all the steps.
When there's no process, that'susually when people make the
(13:51):
mistakes right, when they don'thave checklists or whatever.
Speaker 1 (13:54):
Well, yeah, it's like treating that house like, okay,
it is going to sell on thefirst weekend, so I don't need
to put out all this marketing, Idon't need to call, like all
the neighbors, I don't need tohave an open house.
But no, Just skip the steps yeahexactly Like treat everything
like it is going to take a while, like you need to do the
highest level job possible,regardless of how easy that
(14:14):
market might be.
Because the more that you do,the more you show up for people,
the more they're going to turnaround and want to refer you.
The more calls you're making toall the neighbors talking about
that house, like you may think,yeah, this house is going to
sell the first weekend, so youdon't call everybody, but you
call the neighbors.
What could that do?
Right Just bring in morebusiness.
They're like oh, they'reworking really hard.
What did you sell that housefor?
Okay, maybe I do want to sellit, so like, don't skip those
(14:35):
steps.
Speaker 2 (14:36):
It's good.
It's good.
Um, let me read one more.
This one's going to take it alittle different route.
This lady said I didn't thinkfar enough ahead to market
myself the right way to be ableto either sell my brokerage in
the future or to recruit otherlarge producers who may not want
to sell under my name.
And so what she was meaning andI mean it's pretty clear when
(15:01):
you say that, because a lot ofpeople do it putting just their
name on their team or theirbrokerage or whatever you and I
are both guilty of this.
We are both guilty of it.
So it's fun to read it, butI've thought about it.
Speaker 1 (15:12):
I have definitely thought about this before and
it's like, okay, you know, 23years in, like, I created Treece
Mortgage Group and it was justme Like and I didn't have the
foresight either Like I wish Iwould have.
But now, 23 years later, I feellike I'm kind of stuck, so I can
totally relate to that one,rather than changing everything
up.
But there's egos in thisbusiness.
There's people that do want tocreate their own thing, like,
(15:37):
yes, they can benefit from, likeyou, mentoring them, all of
those things, but they stillwant their name in lights too.
Or they don't want necessarilyjust your name in lights, they
want to be acknowledged ineverything as well.
So that's just human nature, uhyeah, I would do that same
thing.
If I could do it over again, itwouldn't be trees mortgage group
, it would be something.
Speaker 2 (15:51):
Yeah, I know, when I read it I felt the same thing
like uh, um, uh, you know whereI'm at, but it's still great
advice right it's still, when we, when I sat in that group the
last, there was some things thatpeople said were mistakes and
I'm like, yeah, I've alreadydone that, you know, um, so it's
part of it, but, um, if it canhelp somebody else or, you know,
(16:11):
if you're not too far in and ifyou may not want that, you may
not, it may not be your visionthat you're trying to create.
You know something that you'reable to sell or pass on to the
next generation, but that wasjust something that she wanted
to share.
Now, when you so I asked thesepretty specifically.
I asked what was your biggestmistake, but you took this a
different way.
I want you to share about that.
Speaker 1 (16:36):
Yeah, it was funny because we had this idea for
this episode, right, and we kindof were like okay, let's go,
we'll figure this.
Well, you were gonna ask agents, I was gonna ask agents, we did
that thing, but we justinterpreted it differently.
You took it which is awesome, Ithink actually it's two
different perspectives but youtook it as asking them
specifically what was thebiggest mistake you ever made?
And I went and being made rightnow in this market, in this
(17:02):
market or just in general, whatare the biggest mistakes you see
agents make?
So we did get some overlappinganswers for sure.
That's kind of where we formedthe categories and everything
but uh yeah, share some of that.
Well, the pricing thing was,was definitely one of them.
Um, not having a like, notactively using a CRM at all.
People just like no, I have aspreadsheet, it's in my phone.
(17:25):
Right, exactly no, I have phonenumbers for everybody.
But actually having notunderstanding.
Again, this goes back to likenot operating like a business,
not looking at it like a CEO.
It's like you would have amarketing department you would
create, make sure that you havefollow-up plans, systems,
operations for all of thesethings, and the only way you can
(17:46):
do that is by having a dialedin crm your database.
You're working it every singleday right.
You get everybody you know inthere.
You're whether it's mailing tothem, texting, whatever.
It can all happen and you canstay really organized if you've
got all of that in a place in agood crm and not just a
spreadsheet.
A spreadsheet is literally justa list of information, but it's
(18:07):
not doing much for you otherthan just holding it for you,
Right?
Right, so that was a big one.
I heard that from like two orthree different agents.
Speaker 2 (18:16):
They wish they would have done it sooner.
Speaker 1 (18:18):
Yeah, yeah, they wish they would have.
Or they lead teams and theyknow that they've got agents on
their teams that just cannot buyinto the CRM thing.
So it is worth the time.
Like, even if you're on a teamlike it's like another good
example If you're on a team, youstill need to run your business
Like it's your business.
You are not just an employee of.
(18:38):
If you're a hundred percentcommission realtor, you are not.
If you're on somebody's team,you're not.
If you're on somebody's team,you're not just an employee of
that team, you're still aindependent contractor.
You just have a mentor.
Speaker 2 (18:52):
Sure Right, and you need to look at it that way.
Well, the other thing you saidI want to comment on you said
about starting and putting thestuff in the CRM.
So we have tracked everythingand in coaching for years, like
we do our lead tracker and italways has been in this evolving
Google Sheet document and it'sawesome, it's great.
And then our company had areally good CRM but we were
(19:15):
really good with what we had,like we knew it, we loved it, we
were used to it, we werecomfortable.
Speaker 1 (19:20):
Yeah.
Speaker 2 (19:21):
And we didn't want to move over to the CRM, but it
did a lot better things.
It had, I mean, and it's sopowerful, um, but it was a
change and we kept talking aboutit.
I kept talking about it and Ifinally told my team we're doing
it today.
Speaker 1 (19:37):
Yeah.
Speaker 2 (19:38):
And it had to be that day.
And they all looked at me and Isaid I don't care, Every single
lead will go into our CRM now.
This way, we will never use theother one right now.
And it was a bold move.
But guess what?
We learned it real fast and Ilook back and I thought was that
(20:00):
a smart thing to do?
It was the best thing I couldhave done, Because we just kept
kicking that can down the roadright and now it's amazing.
So if anybody is in thatposition, sometimes you just
have to do it rip the band-aidoff real hard, um it's tough
when you're comfortable, likeyou said that.
Speaker 1 (20:16):
You said we were comfortable, right, good at it
like we had that.
Speaker 2 (20:19):
We spent so much time color coding that bad boy.
Like it was beautiful.
I mean, it was our baby right,like comfort is.
Speaker 1 (20:27):
Comfort in my mind is like the enemy of like evolving
and like getting getting greatbetter, like yeah you could
shoot for perfection.
that's not necessarily the endgoal, but like you gotta move
through the comfort when you seesomething out there that you
could improve on, no like alwaysbe looking for that and and,
then how can I implement thatthing?
So, um, the other thing thatgoes hand in hand with that that
(20:49):
I heard multiple differentagents tell me was that they see
people doing is just notfollowing up.
I mean, the stats say what isit?
Five?
You need to follow up people.
Five times on average, at leastfive five to seven, whatever
that number is it.
That number is, it's a minimumof five typically before you
land a sale.
Yep.
So you need, you have to be ontop of your follow-up game.
(21:10):
You have to have operations,processes, systems for follow-up
.
Not just I haven't talked tothem in a while.
I should give them a call.
That's an afterthought.
You're not going to do it whenyou get busy, you're going to
forget about it.
It's not a process.
A crm will line you up withwhen you need to reach out to
them next, like create the taskRight and just a lack of follow
up in general.
But you can use those twothings together.
(21:32):
If you've got a good CRM,you've got everybody in there.
That's going to help youautomate your follow up or at
least remind you of all thetimes that you need to follow up
, but just not following up.
And I think that's before thesale to lay in the sale.
So I heard that's before thesale to land the sale.
So I heard that from a fewpeople.
And then I also heard just notfollowing up with people after.
I think that's a huge one.
People just think that they'regoing to remember you did a good
job, they left you a five-starreview that they're just going
(21:53):
to tell everybody about you orthey're going to come back when
they buy their next house.
And most people don't.
Speaker 2 (21:58):
Well, that, when you just said that is, I think, the
follow-up piece goes into.
Well, I mean, man, you couldprobably put it into both
categories, right, but follow-upwould be into building
relationships and maintainingthose relationships, but it's
also just not working hardenough, right, like for your
people.
Speaker 1 (22:16):
It's all three of them, I'd say.
It's also not treating it likea business right.
Speaker 2 (22:19):
Yeah.
Speaker 1 (22:19):
Yeah, it's all three.
I think the categories is justa good way to kind of outline
everything, but like these spillover to each other.
They definitely.
There's definitely um.
Things overlay a decent amountUm, but yeah, that's a huge one.
I think, um, and I'm I findmyself a lot of times.
Speaker 2 (22:35):
Do you feel like you're guilty of the followup?
I'm guilty of all of thesethings.
Speaker 1 (22:39):
Like anybody ourselves has to say, like their
times in their lives or timesin their career, or it happens a
lot, but it's just being awareof it, like you've got to check
in.
Okay, yes, I'm failing in thatdepartment.
You got to know that so you canfix it.
Uh, but yeah, I'm not as goodas I should be at following up
with past clients and I makeexcuses or whatever, but I have
the, I have them in a database.
(22:59):
I know that I should be doingit, but it doesn't get done if I
don't have a process or asystem around it.
It's like okay, I call, youknow a minimum of 10 people.
I call everybody on theirbirthday or send them a voice to
text message or a video.
Having systems around that is.
Speaker 2 (23:19):
Well, I think follow up this is.
I had this told once to me andonce it was told to me, I'm like
I get it now and it is.
You know, in sales we think wealways have to be going and
finding so much more businessand finding so much more
business.
Well, you don't have to find somuch more business if you just
take care of the business yougot.
Speaker 1 (23:37):
Right.
Speaker 2 (23:39):
And it's a hamster wheel.
You get in this like alwaystrying to do this, which means
you know, depending on yoursystem and your process and your
teams, if you're always doingthis, are you taking care of the
people?
And so I think to me that was abig like.
Yeah, I don't want to have toalways go out and find a ton
more Like.
I just want to really takegreat care of the people that I
have, my partners and my clientsand it's crazy, the more and
(24:08):
more I love on them, it happens.
And so that's where the followup piece man and I can do better
.
We all can like.
There are so many things wecould do better, but it is where
I try to keep a lot ofattention Because I know I
already love those people, Ialready like those people.
You know I've worked with themin the past like I want that
type of business, and that'swhere it goes back to that
vision.
You know that business mindset.
(24:29):
What kind of business do youwant and are those activities
leading to that?
Speaker 1 (24:34):
Yeah, are they in line with that?
I think one thing I wasthinking of is I hear from
agents a lot this is not offtopic, it's definitely on topic,
but it's not necessarilyanything that anybody said when
I asked them these specificquestions.
But I do hear it a lot when I'mtalking to agents is they're
just worried about calling theirpast clients because they don't
want to sound salesy.
(24:54):
They don't know what to say.
They get in their own headabout it, they have their own
limiting beliefs about that, butthey that they, their past
clients, don't want to hear fromthem, or that the only reason
that they'd be calling is justto sell them something.
And then why does somebody wantto be sold to?
And then they tell them thewhole, this whole narrative in
their head and they don't makethose calls.
(25:15):
But if all your intention is isthe relationship, deepening the
relationship, checking in likewhat's the best memory you've
made in their house in the lastyear since I sold it to you,
like that's such a betterquestion than like, hey, how's
the house treating you?
Right, because that's not supervaluable.
But just flip that question tosomething like what's the
greatest memory that you andyour family have made in that
house in the last year since Isold it to you.
(25:35):
That's relationship building.
It gets people talking andthere is no ask right.
It's just like build deep inthe relationship.
Keep pouring into that.
If you take care of people,they will take care of you they
do, yeah, all day long, all daylong.
Speaker 2 (25:49):
And that's where that CRM can be helpful, right?
So when you're making theseinitial relationships and
they're telling you things like,yeah, my kid's going off to
college at Nebraska and I gotthis going on, like those, all
those things can go into thatCRM.
Yep, all those things can gointo that CRM, yep, and when you
make that phone call it makesit so much easier to be like hey
, how's College Street and yourson How's Nebraska?
(26:09):
Right, and it just is littlepieces of information.
But it goes so far and that iswhere, like when Paula said I
would work more on focus onbuilding those deep
relationships from the beginning, like from every single
transaction.
Relationships from thebeginning, like from every
single transaction, and it willmake a business of a business
that you grow of joy becauseit's people you enjoy working
(26:32):
with.
So I thought was huge, it wasreally good thousand percent.
Speaker 1 (26:35):
I agree, yeah, is there anything else you want to?
Speaker 2 (26:38):
add to this.
Speaker 1 (26:38):
Good, yeah, awesome, I loved it yeah, I think we
should keep doing this likechecking in, because things do
change.
We took it two different waysas well, but it's still super
valuable.
Hope you guys loved this If youdid please share it with
somebody that could benefit fromit.
We will see you.
We'll see you soon with anotherepisode.
Thanks so much for tuning in,see ya.
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