August 26, 2025 • 35 mins
Today's conversation revolves around the vital role of effective communication and leadership in driving business success. Our guest, Joe Kavanagh, draws on his 40 years of experience in sales and marketing to share insights on how leaders can empower their teams through meaningful connections and honest dialogue. He emphasizes that understanding individual values and communication styles is key to fostering a productive work environment. By focusing on trust and fit, both in real estate and corporate settings, we can create teams that not only perform well but also feel valued. Join us as we explore how to become better leaders and enhance our ability to connect with others, all while sharing a few laughs along the way!
Joe Kavanagh’s appearance on the Unstoppable Success podcast offers a wealth of insights into the intersection of leadership and effective communication, particularly in real estate. Jaclyn Strominger and Joe delve into the nuances of guiding clients through the daunting process of buying or selling a home. Joe shares his philosophy of treating initial meetings as interviews for both the agent and the client. This approach not only sets a tone of transparency but also encourages clients to voice their concerns and preferences, fostering a relationship built on trust and honesty. He illustrates this with a keen understanding of market dynamics, emphasizing that a successful realtor must provide realistic, data-driven advice rather than simply telling clients what they want to hear.
As the conversation progresses, they transition to the corporate world, where Joe highlights communication as the backbone of any successful organization. He discusses methodologies for identifying personality types and understanding team dynamics, stressing that effective leaders must adapt their styles to meet the diverse needs of their teams. By encouraging open dialogue and valuing individual contributions, leaders can enhance teamwork and drive organizational success. Joe's anecdote about a training program that significantly boosted a company’s performance underscores the positive impact of prioritizing communication.
Listeners are left with practical strategies for improving their leadership effectiveness, whether in real estate or broader business contexts. Joe’s emphasis on being genuinely interested in others and fostering open communication serves as a reminder that leadership is about elevating those around us, ultimately creating an unstoppable team dynamic.
Takeaways:
- Effective leadership in real estate hinges on trust, honesty, and ensuring a good fit between agents and clients.
- Communication stands out as the top challenge faced by businesses of all sizes today.
- To improve leadership, understanding team members' values and personalities can significantly enhance workplace dynamics.
- Creating an environment where employees feel valued and heard is essential for retaining talent in any organization.
- Using open-ended questions fosters deeper connections and helps leaders gain insight into their team's motivations.
- Empowering employees to make decisions can lead to better customer service and increased satisfaction.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:41):
Well, hello, everybody, andwelcome to another amazing episode
of the UnstoppableSuccesspodcast. I am your host, Jaclyn
Strominger. And on thispodcast, as you know, we hear from
amazing leaders and we getinsights into their. The things that
help them be game changers intheir industry and be game changing
(01:01):
in their leadership. Andtoday, I have the absolute pleasure
of introducing you to JoeKavanagh. Let me tell you a little
bit about Joe. So, first ofall, Joe and I met on another podcast,
and so I was so excited tohave him on this one, as you know.
So great. But with over 40years in sales and marketing expertise
in business, Joe brings awealth of experience and insight
(01:26):
to his business, to hiscoaching, and his team guides corporations,
sales professionals,entrepreneurs, and business owners
to refine their approach,improve communication, and drive
results. The ultimate missionfor Joe is to empower you with tools
that create meaningfulconnections, improve conversations,
(01:48):
and accelerate businessgrowth. And as you all know, those
are some of the bestcharacteristics that leaders need
to have. So welcome, Joe, toUnstoppable Success podcast.
Thank you, Jaclyn. It's anhonor to be on your show, and I appreciate
you having me as a guest.
Oh, my God, it's such apleasure. So, Joe, you know, we were.
(02:09):
We've, we've talked. Beforeyou started your career, you were
in real estate. So I'm reallycurious. You know, real estate, there's
so many different avenuesabout real estate, but. And I look
at a real estate professionalas somebody who's leading a family
(02:29):
or an individual intosomething that's really big and different.
Like, it's. It's like, again,you know, buying a property or anything
in real estate, it's a hugetime in someone's life, business,
whatever. So I'd love for youto share your insight and how leadership
really impacts that realestate process and how it. And how
(02:54):
it has changed and impactedthe way you lead.
Okay, so that's a loadedquestion, but I. Yep. I feel like
that's a good one. That's agood one. And people want to know
the answer. So put me right onthe hot seat. Yeah. In real estate
especially, typically, it'sthe biggest decision people are making
in their lives, and it's oftenthe most stressful. So what are the
(03:20):
signs of a good leader, a goodrealtor? To me, it's somebody, first
of all, you got to haveintegrity, and you've got to be honest.
And one of the things I tellpeople when I first sit down to talk
to them about possibly workingtogether. And to me, that's an interview.
And not to get too far offtrack, but they're interviewing me,
(03:40):
see if I'm the best agent forthem. But I'm also interviewing them
to see if we're a good fit.And I tell them that right up front.
I say, look, if you don't feelI'm a good fit for you or the best
agent for what you want toaccomplish, maybe you have a clash
of personalities or something.Just tell me. Be honest with me.
I want you to be honest. Youhave my permission to say no. That
(04:03):
usually drops all thedefenses. And people sit back. You
can see them relax in theirposture, and it puts them at ease.
Because as, again, it's astressful situation when they're
starting out. They have somany unknowns. It's incredible. And
I do tell them this too. Theysaid, look, I'm not going to make
decisions for you. You have alot of blanks that you need to fill
(04:27):
in before you can come to agood decision. I can give you that
information so that you canmake an informed decision. And a
lot of these things just,again, calm them down. And they say,
okay, so he's not just asalesman coming in to try to sell
me his services. Andespecially in real estate, it happens
(04:47):
a lot where an agent will tellthe person what they want to hear
just so they can get thepaperwork signed. For example, let's
say your house is truly worthabout 500,000 in the market. And
there we get a lot of sellerswho still think they have the best
house there is in theneighborhood. Best view. That's a
(05:08):
lot. The whole thing,everything's the best, right? And
honestly, you could be sittingin the worst house in the neighborhood.
And they will say, well, wewere hoping to get closer to 600,000.
Now there are agents outthere, and I'm not putting agents
down, but unfortunately, it'sprobably like this in any industry.
They will say, okay, if youwant to go with 6,000, let's do it
here. Sign the paperwork.Right? I'm going to tell them the
(05:29):
truth. I'll say, look, here'swhat the market's showing, and if
you want to get any more thanthat, I feel confident enough that
I'm the best agent. I'm yourbest chance of getting that. So again,
you're leading them, butyou're not misleading them, right?
There's a fine line there.
You know, it's so true. Thereis that fine line. And what you're
(05:52):
saying, I think, is actuallyreally, you know, there is. You're
talking about Trust andhonesty and fit. And one thing that
I actually kind of want tobring it back into the corporate
world is that those, thosepieces are so important, so important
at a company when somebody is,is taking the step to become an employee,
(06:16):
become part of the tribe.Right. Of that company. You know,
the hiring person, the CEO,the, the management has to be honest
with the people that arecoming into the tribe. And you have
to be able to also make surethat it's the right fit all around.
Somebody might want theposition and like I need them, I
(06:38):
need the job. And they, theymight be good and they might, you
know, the company might likethem, but they're not the right fit.
Maybe they don't. Right,right. They don't, they don't meet
the same as I call it theachievement code. Right. The achievement
code's not there. Right. So Ilove that you brought up honesty
(06:58):
and fit because I think it isin, in all businesses. It has to,
that has to be there.
Yes, absolutely. And Jack, I'mso glad you, you did the transfer
over to that of the segue.That was the word I was looking for.
And because the number oneissue, and we do training from anywhere
(07:21):
from solopreneurs up tocorporations and coaching and training
and mentoring. The number oneproblem in any corporation, I don't
care how big or small theyare. What do you think that is? It's
communication.
I was going to say. I wasgoing to say communication and how
people actually feel valued ornot valued at a company.
(07:44):
Beautiful boy. It's. Are yousure you didn't get my talk? Because
that's exactly where I wasgoing. Here's the thing, and this
is one of the courses that weteach is about communication. How
to build proper relationships,how to communicate with others by
understanding others, notmaking them coerce to your way of
(08:07):
thinking. And there are easymethods to do that. I can figure
out somebody's personality,their value system, and the communic
preferred communication stylein less than 90 seconds with one
of the methods that we employ.And once you do that, now I understand.
Okay. They don't think likeme. They think in a different way.
(08:31):
For example, how many timeshave you heard this? Especially if
you're in a corporate worldNow, I will admit I've never been
in the corporate world. ThankGod. I don't think I could survive
it week in that I'm tooindependent. But I hear a lot of
people that say this. Andthey'll say three of us can be sitting
in the same conference meetingand we walk out of there and start
(08:53):
talking about what we got outof it. And we could have three different
takes that we got threedifferent messages like, oh, I didn't,
I didn't get that. I got thisand whatnot. The reason is people
receive, they distort and theygeneralize information according
to their personality in theirthinking style. That's where a lot
(09:16):
of this gets missed becausepeople just give out the book, say,
this is how we do things here.You're going to, you're going to
conform to it. If you want tobe part of the company, what you
really need to do is reversethat. And I want, if, if you're looking
to come and work in mycorporation, I'm an HR and I'm looking
to hire you. I'm going to askyou what your value system is, what
(09:39):
makes you tick, and then fromthere I can decide, okay, she may
not be the best fit in theengineering department, but she would
certainly be a good fit in themarketing department. How would you
like a job in marketing? Iknow you went to school for engineering,
but you get a knack for that.Hit their, hit their talents at their
(10:01):
strong points. And once youcan do that and you build a team,
as you said, that they'recompatible, I'll tell you what, that
engine is going to hum like arace car. It is just going to be
the best team that you canhave. You see that in professional
sports teams. I grew up inBoston, okay, so sorry Yankee fans,
(10:25):
but Red Sox fan. And if you goback to the year 2004, which is a
big one for Boston, theyhadn't won a pendant in 86 years.
Finally. Oh yeah, and they hada bunch of loosey goosey guys that
you would not think could wina pennant. And yet they did. And
what the reason was teamwork.They all meshed personality wise
(10:49):
and they had each other'sbacks. You can take that same structure
into the corporate world.
So true, so true. So, youknow, it's interesting that we're.
So Two questions. I'm going toask one of them first because obviously
as coaches we know we're notsupposed to stack them, but. And
I still tend to do it anyway.But what happens? Or. And do you
(11:17):
think a lot of people todaywhen you're talking about values,
when you're asking what makesyou tick would be like, what do you
mean? Like they don't know.They, they don't know their values.
They don't, they haven'tpinned them down. They don't, they
(11:38):
don't really know what makesthem Tick.
I'll tell you what, I'm goingto disagree with you respectfully
on that because subconsciouslythey do know. The ego, as I've learned,
prevents us sometimes foradmitting it. I, I had an experience
(12:01):
about a year and a half, was ayear ago January in Las Vegas on
stage. And I was with a girl,a lady named Lauren lehave, who does
a lot of National AchieverConference emceeing and whatnot,
works with Tony Robbins, allthat. And she had me on stage and
boy, she got to admit me. Somethings that I thought I'd never say
in public, but they were mytrue essence, my true inner feelings.
(12:25):
And when that happens, theshift in the audience was amazing.
All of a sudden they werereceptive, they wanted to know me.
I had a, When I got off thestage, we were breaking for lunch.
There were a line of peoplewaiting to hug me and thank me for
being so open and honest andsharing that because they felt it
or were too afraid to admit it.
(12:47):
Right, right. And I, I, I, Ithink people know it, but I don't
always know if people were,if, if people know almost sometimes
how to articulate what makesthem, what makes them tick. So in
an interview situation, like,you know, you know, there's like
those lists and I think itprobably wasn't until I don't know
(13:10):
how many years ago, but like Ilooked at a list, it's like, what
are the top sixcharacteristics that you like that
really resonate you, that are,that make up you, you know, and it's
like a, you know, it'swhatever list it is. It could be
like leadership, authenticity,honesty, whatever. But sure, I don't
necessarily, I, and I thinkit's true, like, you have to, you,
(13:32):
we do inherently need to knowwhat those values are, that we need
to align that to alignourselves with the right company.
Absolutely.
But I sometimes do wonder,like, that's why I was I thinking,
like, I don't always know ifpeople know how. I guess the better
question is, do you thinkpeople know how to articulate it,
like without being, without itbeing pulled from them?
(13:53):
Yeah, yeah, I have. And weteach a methodology and it's a personality
methodology. And, and they'reall, there's so many out there, but
this one was reverseengineered. So in other words, you
take a disc assessment orMyers Briggs and all those, it tells
you about you. But what if youwanted to meet me and sell me something?
You want to know what makes metick, don't you? So you can connect.
(14:16):
That's what they Do a realestate agents, they say, when you
first get in the house, havethem give you a tour of the home
so you can look and see whatpictures are on the wall, travel
places they've traveled to,diplomas they have trophies they
won, etc. Etc. So you get toknow the people. Well, I use a set
of four cards in thismethodology and each of these cards
(14:37):
has a set of values on andthere's 12 values on each card. And
literally I hand them thecards and I say, do me a favor, take
a look at all these four cardsand all the values on them. And once
you do sort the cards in orderof what sounds most like you on top,
aggressively down to what'sleast like you on the bottoms. And
(15:02):
it takes less than 90 seconds.100% of the time. People do it. There's
a scientific reason behind itbecause the script I just used touches
all types of personalities.And I always make it a fun thing
and say, hey, I like to dothings a little different, have a
little fun at the same time.Yep. For that. And who's going to
say no? Right? So you get themto do it, they look at it. Some people
(15:26):
do it in 10, 15 seconds, somepeople take a couple of minutes,
but afterwards they sort themout and they hand them back to me.
And once they do, I know whattheir primary value system is and
I know what isn't important tothem by what's on the bottom. And
in between that second, theone they put in the second place
(15:47):
that supports their primary.So in other words, they're basically
that first one, but a lot ofsupport from the second one, the
third one tells me where theygo when they're in stress, which
is so vital in.
Real estate right now.
I didn't create thismethodology. A lady named Sherry
(16:09):
Tree did. It's called bank.It's an acronym for Blueprint, Action,
Nurturing and Knowledge. Wefound out about this when we went
to a National Achieversconference and I liked it so much
that we signed up to gettrained in it and then we became
certified trainers. Nowadays Iincorporate it in our coaching program
(16:30):
and it's one of the primarytools we use to understand people.
What did that, how does thatwork in real life? Well, before I
knew this, I was already arealtor distinction, which is a top
10% of all the agents. And Iwas closing, listing appointments
at 37% ratio and the industryaverage is around 2022. So I already
(16:52):
knew I was good and I didn'tknow I could get that much better
once I started using that inless than a year. My conversion rate
went from 37% to 86%. Yeah, Iwas shocked. The reason being, I
do that when I first sit downwith somebody, you and I sit down
to talk about how we're goingto sell your house. I find out who
(17:15):
you are, and I can speak toyour value system. That way I can
be the best agent possibleinstead of just being me and expecting
you to understand. Forexample, there are certain people
that I typically giveexamples, like an engineer or an
architect, somebody like that.They, they wanted a knowledge, they
(17:38):
want precision, a scientist orsomebody, they've got to know everything.
They want to know everything.They want all the data you can give
them. And the more you givethem, the happier they are. Right.
I'm the opposite of that. I'min what we call an action personality.
I like spontaneity, fun,flexibility, winning, all that stuff.
Right? So if you come to me todo a presentation and you're going
(18:01):
to start an hour of facts, I'mout of there. I mean, after five
minutes, I'm like, if the.This is going to take too long, I
haven't got time for this. Ijust want you to cut to the chase.
And you would say, joe,here's. I've got all the data here.
Basically, we're going to makeget this much for your house and
you're going to make this muchmoney. Cool, Good deal. Done. I don't
(18:22):
read contracts, things likethat. There are other people that
do. So you have to go step bystep with them. When you do what
they want. People work withpeople they like.
Right?
The same thing applies to acorporate team when people understand
each other. Like, I might knowthat you process things a little
(18:42):
bit different than me. Solet's, let's just say for an example,
you're one of those highintelligence people that just, you
can't answer a question untilyou've analyzed it. So I'm not going
to go up to you and say, hey,Jaclyn, this is going to be great.
Let's go. You go say, whoa,whoa, wait a minute, I got to have
some information here. But ifI walk up to you and say, Jaclyn,
here's some data about thisprogram or chore that we want to
(19:08):
do this mission, we want toaccomplish whatever it is. And here's
what's. Based on what hashappened at other companies and how
successful it's been. Here'ssome charts that show the progress
they made, or in my case, wentfrom 37, 86%, et cetera. Et cetera,
you're going to eat that upand you're going to look at it and
analyze it. You're going tosay, okay, that makes sense, yeah,
I'll do it. Or I need moreinformation. I'll get you the information.
(19:34):
So different ways of dealingwith people, but again, once you
understand them and how theythink, that's when you can.
Get along, you know, and it'sso true. And you know, it's when
you understand people. It's soit's so important to understand them
and find. And I think one ofthe biggest tools about this and
I think this is a key takeawaylisteners is at the crux of the whole
(19:57):
thing is to really understandif you need to lead people or you're
a leader of people or you wantto become a better leader, find the
best way to get to know them.And the bank system is a great way.
Find something, use some toolthat you can do so that the people
that are in your tribe, inyour fold as I like to call it, you
(20:18):
know that you're going to getto know them better because then
you can lead them better. Andthe whole point of leadership is
to help people, you know, asif I'm the leader. I'm here to help
rise the entire, my entiretribe. You know, if we're in that
boat, we're. I'm going to tryto make that tie rise.
(20:43):
Absolutely. And that's the keyis to ask open ended questions that
gets people to open up more.Instead of saying do you prefer vanilla
ice cream or chocolate? That'sa wanted open ended. Yeah.
Right.
Instead, are you an ice creamlover? Oh really? What kind do you
(21:04):
like? What's your favorite?And then I, I like this kind or that
kind. Next thing you knowyou're bonding.
Right.
It makes all the difference.
And that's such a key thingtoo, I think. Also, you know, I almost
would say leaders if you'vegot people in your fold that are,
that are working with you,help them become better question
askers.
(21:26):
Yes.
Like that is a huge skill tohave. And you know, and I was, and
I, and I was, you know, askingquestions and the other big skill
and I think this is actuallythe harder one too.
Oh, yes, yes. You know, if, ifI may.
(21:49):
Yeah.
One of, one of the quotes Ilike to use is when you're in a conversation
with somebody, the interested,not interesting, they don't want
to hear about me. People loveto talk about themselves though.
So when one of my things Ilike to say if, if you say you Know,
(22:09):
I don't like chocolate orvanilla ice cream. I'm more of a
caramel swirl type lady orsome name I never heard of. This
is really fascinating. Tell memore. That one line right there is
a bonding line, and it getspeople to open up and share things
with you that maybe theywouldn't have, and you get to know
(22:31):
each other.
It is. Right. It is so true.And that, you know, you know, it
is so. It is so important.And, and I was, I shared this the
other day with a colleague andwe were talking about this whole
thing about getting to knowpeople and opening up. And, and I
said, you know, it's amazingto me how different I think my own
(22:54):
experience would have been in,in corporate if in fact the people
that were leading got to knowme. And so that's actually, again,
that's one of the biggestreasons why we are here, helping
leaders be good leaders, bebetter leaders, be unstoppable leaders,
because we want people to bewanting to be and stay at companies
(23:16):
versus running away from them.And most people leave companies because
again, as we just shared a fewminutes ago too, they don't feel
heard, they don't feel valued,they don't feel appreciated. And
by asking people questionsabout themselves so you get to know
them, you're already being abetter leader.
(23:40):
Interested?
Yes, interested.
It's telling that person, hey,I want to know you. This isn't just
a job where, you know, Idictate orders to you or whatnot
or deadlines. I mean, I wantto understand you. Who wants to go
to work? Well, this is why Idon't work for anybody else. Because
who wants to go to work andjust take orders and be told what
(24:02):
to do and when to do it and,you know, what time you got to be
there, what time you go home?All that stuff doesn't work for me.
But if you want to connectwith me and, and say, hey, let's
see if we can work together onthis. What. What would you like to
see happen here? Get their input.
(24:22):
And it's so true. So manycompanies are more rigid and they're
more tellers versus being inquiry.
Like, it's right up, down,top, down layers. Yeah. You can't
jump up three layers and talkto somebody else. Actually, you can't.
(24:43):
Just the belief is given thatyou can't.
Right. Or that there might besome backlash if you do potentially.
Yes, yes. And yeah, in manysituations you're right.
Right. Like, you know, like,you've always heard that saying.
It's like, don't Go over theirhead, right?
(25:05):
Yeah.
Don't go over your boss's headbecause there's got to be like, don't
go over them because that'sgonna happen.
I, I gotta admit, I'm a bitstubborn. I'm, I'm a thick headed
Irishman and I can say that Iwas born in Ireland, so I had the
legal right to make fun of me.I don't have that accent because
(25:27):
I was six months old and theykicked me out. They had too many
hoodlums already that year.But, but that's the thing I have.
You call tech support forsomething or just call up someplace
you need information and youneed something changed. Hey, can
I. Didn't you charge mesomething on my credit card that
you really shouldn't have? Canyou cancel that? Oh, no, I don't
(25:49):
have the authority to do that.Well, let me talk to your supervisor.
Well, I can't do that. Whynot? Well, they're not available,
so. Well, what kind of companyyou work for, if the supervisor is
available and if you put upenough of a fuss, you'll get the
supervisor. And I've literallydone this before. I've gone through
two or three layers. But whenI was younger, here's what I used
to do before I got wise and itactually worked for me. When I had
(26:12):
my own appraisal company, Iwould call up a bank and it's something
I didn't like, some guidelinethey came up with or whatever. And
I said, I need to talk to theowner of the bank. Well, you can't
do that. Well, why not? Well,because they're just not available.
I said, of course they are.They're available. They're running
a bank. You know, they'reavailable. Well, we don't have an
(26:34):
actual owner. Well, who makesthe decisions? You have a president
and the CEO, right? I want totalk to them. You may not get to
that person, but you'recertainly going to get up to somebody
that's on the board. So Ilike, I call it the top down complaint
method. We just, hey, let metalk to the owner. And you will.
(26:56):
That's it. Yeah, right.
They, they just feel, thosepeople that answer the phone just
feel, oh, he must be prettyimportant if he thinks he can talk
to the owner. You kind of puta psychological thing in their head
and they're like, well, Ibetter move them up the ladder pretty
quick here.
So that just actually gave mean idea. I need to make sure that
(27:16):
we actually had a funnyincident the other day with a company
and A price issue with aproduct and just exactly what you
just said, which is my husbandcalled and asked for supervisor.
Asked for supervisor, got thesupervisor and guess what happened?
The supervisor hung up on him.
(27:36):
I have heard that a lot. Theyneed our, they need yours in my training
for sure.
And I was like, wow, that isjust unheard of.
And today, guess this is whatI do if they don't want to cooperate
(27:57):
with me. Well, I really hateto go on social media about this,
but that is my last resort.You'd be surprised how quickly you
get an answer.
Then you know it's very true.I have used social media for that
same. You know, like ifthere's an issue, it is amazing what
happens and what response youget back. But it is, you know, and
(28:24):
here's the key thing. Andhere, if you haven't caught this
as an insight, folks, asyou're listening to this, your customers
are really important and theinsight is to help your people. Let
your team have the authorityto make it right for the people that
(28:44):
are calling in and, and, andbe a good company that's listening.
The last thing you want is tohave somebody that's so angry that
they will. Just becausecompanies can get destroyed in just
a few minutes with bad publicity.
(29:05):
Absolutely, yes.
Make it so that people want tomeet people. That your customer service
and that the you, the way thatyou treat your customers is so extraordinarily
off the charts good thatpeople are going to share on social
media about how amazing it is.
(29:27):
Yes. And I want to bring up apoint. You reminded me of this and
this actually happened. I hadan experience with this company where
they had a problem with their,their, what do you want to call it?
The connections with thepublic. Why words are skipping me
today anyway. Their marketingimage, if you, if you want to say
(29:48):
that. And I found out what'sthe reason that you hang up on people.
Why don't you want thesupervisor to talk to them? And invariably
I find out because they'rejust going to yell at us. So it's
no point in doing it. They'renot going to listen to us. After
they go through some trainingand you teach them what we just talked
about, basically beinterested, show some compassion,
(30:12):
show some interest in them,show some agreement with them. I
understand how you feel. Yes,I, I would feel the same way. But
just starting that process andlistening people will calm down.
Distressed. And that's what Icall it when we work with our magic
here is basically talking themoff the ledge. Distressed out. They're
(30:36):
ready to Just do somethingdrastic. It's like, okay, let's calm
down. You don't say it thatway, obviously, but it's your, your
process. Get them to calmdown. Get them back to their natural
relaxed personality and makethat connection and say, okay, let's
see if we can work together towork this out. Now you're saying
(30:56):
this, you know, we can't dothis. It's just impossible. But what
we could do is, and younegotiate an agreement till everybody's
happy. But you can't negotiatean agreement when somebody is so
wound up they can't seestraight. They see red.
Right. It's, it's, it's beinga solution finder and a problem solver
(31:18):
and making people feel goodabout it. But yes, you cannot have
a, have a discussion or aconference or a dialogue or anything
when one person is justdeeming because they're not going
to hear properly. And it's sotrue that you said that. Yeah.
And for the people that liketo hear, okay, that all sounds good,
but what kind of results doesthat get? One company we worked with,
(31:40):
their conversion rate jumpedfrom 30, 32% to 62%. And year over
year, their revenue increasedby $50 million. There's a company
with 42 people.
Wow, that's awesome.
Yeah. All by listening insteadof talking.
(32:01):
That's amazing. So, Joe, Icould talk to you for hours. I love
the program that you'reoffering. How can people get in touch
with you, learn more aboutyou, learn more about the programs
that you offer.
Yep. I'm not a techie guy, soI don't have all these websites and
everything, but I am onLinkedIn as Joe Kavanaugh because
I'm on Facebook, I have anInstagram account and I don't do
(32:23):
tick tock. Just don't havetime for that. Anyway, that's probably
the easiest ways to get me.And I don't mind sharing my phone
number, if that's okay. It's843-345-8506 and that is my direct
line, my mobile number. Soit's not, you're not going to get
(32:43):
an answering service oranything like that. Because I believe
in human connection. You'regoing to get me to talk to and we
can jump on a call, have a 15to 30 minute discovery call, get
to know each other a littlebit, see if we can help each other.
And if we can't, hey, at leastnow we know each other.
That's great. I absolutelylove it. So listeners, please do
(33:04):
me a favor, make sure that youconnect with Joe, get that free 20
minute call and connect withhim. You know, connect with them
on all the social socials. Andplease do me a favor. I know I'm
sure you've gotten value outof this, because I know I have. Click,
subscribe and share thisepisode with your friends and colleagues.
Because if we can impact andmake one leader a little bit better,
(33:28):
we are doing something good.So this is the Unstoppable Successpodcast.
I'm your host, JaclynSchuminger. Thank you for listening
and thank you, Joe, for beingan amazing guest.
Well, thank you again. It'sbeen an honor. And I will say this.
Yes, do click and like.Because after we met at that networking
event, I clicked and liked youand I started looking at your podcast
(33:50):
and I have learned quite abit. So. And if I may leave with
one tagline, I'd say listen torelate, not respond.
That's great. I love that. Sothank you so much for that, Joe,
and thank you again,listeners. And again, keep on listening
again. And hit subscribe andshare, please. Thanks.
Well, hello, everybody, andwelcome to another amazing episode
of the UnstoppableSuccesspodcast. I am your host, Jaclyn
Strominger. And on thispodcast, as you know, we hear from
amazing leaders and we getinsights into their. The things that
help them be game changers intheir industry and be game changing
(01:01):
in their leadership. Andtoday, I have the absolute pleasure
of introducing you to JoeKavanagh. Let me tell you a little
bit about Joe. So, first ofall, Joe and I met on another podcast,
and so I was so excited tohave him on this one, as you know.
So great. But with over 40years in sales and marketing expertise
in business, Joe brings awealth of experience and insight
(01:26):
to his business, to hiscoaching, and his team guides corporations,
sales professionals,entrepreneurs, and business owners
to refine their approach,improve communication, and drive
results. The ultimate missionfor Joe is to empower you with tools
that create meaningfulconnections, improve conversations,
(01:48):
and accelerate businessgrowth. And as you all know, those
are some of the bestcharacteristics that leaders need
to have. So welcome, Joe, toUnstoppable Success podcast.
Thank you, Jaclyn. It's anhonor to be on your show, and I appreciate
you having me as a guest.
Oh, my God, it's such apleasure. So, Joe, you know, we were.
(02:09):
We've, we've talked. Beforeyou started your career, you were
in real estate. So I'm reallycurious. You know, real estate, there's
so many different avenuesabout real estate, but. And I look
at a real estate professionalas somebody who's leading a family
(02:29):
or an individual intosomething that's really big and different.
Like, it's. It's like, again,you know, buying a property or anything
in real estate, it's a hugetime in someone's life, business,
whatever. So I'd love for youto share your insight and how leadership
really impacts that realestate process and how it. And how
(02:54):
it has changed and impactedthe way you lead.
Okay, so that's a loadedquestion, but I. Yep. I feel like
that's a good one. That's agood one. And people want to know
the answer. So put me right onthe hot seat. Yeah. In real estate
especially, typically, it'sthe biggest decision people are making
in their lives, and it's oftenthe most stressful. So what are the
(03:20):
signs of a good leader, a goodrealtor? To me, it's somebody, first
of all, you got to haveintegrity, and you've got to be honest.
And one of the things I tellpeople when I first sit down to talk
to them about possibly workingtogether. And to me, that's an interview.
And not to get too far offtrack, but they're interviewing me,
(03:40):
see if I'm the best agent forthem. But I'm also interviewing them
to see if we're a good fit.And I tell them that right up front.
I say, look, if you don't feelI'm a good fit for you or the best
agent for what you want toaccomplish, maybe you have a clash
of personalities or something.Just tell me. Be honest with me.
I want you to be honest. Youhave my permission to say no. That
(04:03):
usually drops all thedefenses. And people sit back. You
can see them relax in theirposture, and it puts them at ease.
Because as, again, it's astressful situation when they're
starting out. They have somany unknowns. It's incredible. And
I do tell them this too. Theysaid, look, I'm not going to make
decisions for you. You have alot of blanks that you need to fill
(04:27):
in before you can come to agood decision. I can give you that
information so that you canmake an informed decision. And a
lot of these things just,again, calm them down. And they say,
okay, so he's not just asalesman coming in to try to sell
me his services. Andespecially in real estate, it happens
(04:47):
a lot where an agent will tellthe person what they want to hear
just so they can get thepaperwork signed. For example, let's
say your house is truly worthabout 500,000 in the market. And
there we get a lot of sellerswho still think they have the best
house there is in theneighborhood. Best view. That's a
(05:08):
lot. The whole thing,everything's the best, right? And
honestly, you could be sittingin the worst house in the neighborhood.
And they will say, well, wewere hoping to get closer to 600,000.
Now there are agents outthere, and I'm not putting agents
down, but unfortunately, it'sprobably like this in any industry.
They will say, okay, if youwant to go with 6,000, let's do it
here. Sign the paperwork.Right? I'm going to tell them the
(05:29):
truth. I'll say, look, here'swhat the market's showing, and if
you want to get any more thanthat, I feel confident enough that
I'm the best agent. I'm yourbest chance of getting that. So again,
you're leading them, butyou're not misleading them, right?
There's a fine line there.
You know, it's so true. Thereis that fine line. And what you're
(05:52):
saying, I think, is actuallyreally, you know, there is. You're
talking about Trust andhonesty and fit. And one thing that
I actually kind of want tobring it back into the corporate
world is that those, thosepieces are so important, so important
at a company when somebody is,is taking the step to become an employee,
(06:16):
become part of the tribe.Right. Of that company. You know,
the hiring person, the CEO,the, the management has to be honest
with the people that arecoming into the tribe. And you have
to be able to also make surethat it's the right fit all around.
Somebody might want theposition and like I need them, I
(06:38):
need the job. And they, theymight be good and they might, you
know, the company might likethem, but they're not the right fit.
Maybe they don't. Right,right. They don't, they don't meet
the same as I call it theachievement code. Right. The achievement
code's not there. Right. So Ilove that you brought up honesty
(06:58):
and fit because I think it isin, in all businesses. It has to,
that has to be there.
Yes, absolutely. And Jack, I'mso glad you, you did the transfer
over to that of the segue.That was the word I was looking for.
And because the number oneissue, and we do training from anywhere
(07:21):
from solopreneurs up tocorporations and coaching and training
and mentoring. The number oneproblem in any corporation, I don't
care how big or small theyare. What do you think that is? It's
communication.
I was going to say. I wasgoing to say communication and how
people actually feel valued ornot valued at a company.
(07:44):
Beautiful boy. It's. Are yousure you didn't get my talk? Because
that's exactly where I wasgoing. Here's the thing, and this
is one of the courses that weteach is about communication. How
to build proper relationships,how to communicate with others by
understanding others, notmaking them coerce to your way of
(08:07):
thinking. And there are easymethods to do that. I can figure
out somebody's personality,their value system, and the communic
preferred communication stylein less than 90 seconds with one
of the methods that we employ.And once you do that, now I understand.
Okay. They don't think likeme. They think in a different way.
(08:31):
For example, how many timeshave you heard this? Especially if
you're in a corporate worldNow, I will admit I've never been
in the corporate world. ThankGod. I don't think I could survive
it week in that I'm tooindependent. But I hear a lot of
people that say this. Andthey'll say three of us can be sitting
in the same conference meetingand we walk out of there and start
(08:53):
talking about what we got outof it. And we could have three different
takes that we got threedifferent messages like, oh, I didn't,
I didn't get that. I got thisand whatnot. The reason is people
receive, they distort and theygeneralize information according
to their personality in theirthinking style. That's where a lot
(09:16):
of this gets missed becausepeople just give out the book, say,
this is how we do things here.You're going to, you're going to
conform to it. If you want tobe part of the company, what you
really need to do is reversethat. And I want, if, if you're looking
to come and work in mycorporation, I'm an HR and I'm looking
to hire you. I'm going to askyou what your value system is, what
(09:39):
makes you tick, and then fromthere I can decide, okay, she may
not be the best fit in theengineering department, but she would
certainly be a good fit in themarketing department. How would you
like a job in marketing? Iknow you went to school for engineering,
but you get a knack for that.Hit their, hit their talents at their
(10:01):
strong points. And once youcan do that and you build a team,
as you said, that they'recompatible, I'll tell you what, that
engine is going to hum like arace car. It is just going to be
the best team that you canhave. You see that in professional
sports teams. I grew up inBoston, okay, so sorry Yankee fans,
(10:25):
but Red Sox fan. And if you goback to the year 2004, which is a
big one for Boston, theyhadn't won a pendant in 86 years.
Finally. Oh yeah, and they hada bunch of loosey goosey guys that
you would not think could wina pennant. And yet they did. And
what the reason was teamwork.They all meshed personality wise
(10:49):
and they had each other'sbacks. You can take that same structure
into the corporate world.
So true, so true. So, youknow, it's interesting that we're.
So Two questions. I'm going toask one of them first because obviously
as coaches we know we're notsupposed to stack them, but. And
I still tend to do it anyway.But what happens? Or. And do you
(11:17):
think a lot of people todaywhen you're talking about values,
when you're asking what makesyou tick would be like, what do you
mean? Like they don't know.They, they don't know their values.
They don't, they haven'tpinned them down. They don't, they
(11:38):
don't really know what makesthem Tick.
I'll tell you what, I'm goingto disagree with you respectfully
on that because subconsciouslythey do know. The ego, as I've learned,
prevents us sometimes foradmitting it. I, I had an experience
(12:01):
about a year and a half, was ayear ago January in Las Vegas on
stage. And I was with a girl,a lady named Lauren lehave, who does
a lot of National AchieverConference emceeing and whatnot,
works with Tony Robbins, allthat. And she had me on stage and
boy, she got to admit me. Somethings that I thought I'd never say
in public, but they were mytrue essence, my true inner feelings.
(12:25):
And when that happens, theshift in the audience was amazing.
All of a sudden they werereceptive, they wanted to know me.
I had a, When I got off thestage, we were breaking for lunch.
There were a line of peoplewaiting to hug me and thank me for
being so open and honest andsharing that because they felt it
or were too afraid to admit it.
(12:47):
Right, right. And I, I, I, Ithink people know it, but I don't
always know if people were,if, if people know almost sometimes
how to articulate what makesthem, what makes them tick. So in
an interview situation, like,you know, you know, there's like
those lists and I think itprobably wasn't until I don't know
(13:10):
how many years ago, but like Ilooked at a list, it's like, what
are the top sixcharacteristics that you like that
really resonate you, that are,that make up you, you know, and it's
like a, you know, it'swhatever list it is. It could be
like leadership, authenticity,honesty, whatever. But sure, I don't
necessarily, I, and I thinkit's true, like, you have to, you,
(13:32):
we do inherently need to knowwhat those values are, that we need
to align that to alignourselves with the right company.
Absolutely.
But I sometimes do wonder,like, that's why I was I thinking,
like, I don't always know ifpeople know how. I guess the better
question is, do you thinkpeople know how to articulate it,
like without being, without itbeing pulled from them?
(13:53):
Yeah, yeah, I have. And weteach a methodology and it's a personality
methodology. And, and they'reall, there's so many out there, but
this one was reverseengineered. So in other words, you
take a disc assessment orMyers Briggs and all those, it tells
you about you. But what if youwanted to meet me and sell me something?
You want to know what makes metick, don't you? So you can connect.
(14:16):
That's what they Do a realestate agents, they say, when you
first get in the house, havethem give you a tour of the home
so you can look and see whatpictures are on the wall, travel
places they've traveled to,diplomas they have trophies they
won, etc. Etc. So you get toknow the people. Well, I use a set
of four cards in thismethodology and each of these cards
(14:37):
has a set of values on andthere's 12 values on each card. And
literally I hand them thecards and I say, do me a favor, take
a look at all these four cardsand all the values on them. And once
you do sort the cards in orderof what sounds most like you on top,
aggressively down to what'sleast like you on the bottoms. And
(15:02):
it takes less than 90 seconds.100% of the time. People do it. There's
a scientific reason behind itbecause the script I just used touches
all types of personalities.And I always make it a fun thing
and say, hey, I like to dothings a little different, have a
little fun at the same time.Yep. For that. And who's going to
say no? Right? So you get themto do it, they look at it. Some people
(15:26):
do it in 10, 15 seconds, somepeople take a couple of minutes,
but afterwards they sort themout and they hand them back to me.
And once they do, I know whattheir primary value system is and
I know what isn't important tothem by what's on the bottom. And
in between that second, theone they put in the second place
(15:47):
that supports their primary.So in other words, they're basically
that first one, but a lot ofsupport from the second one, the
third one tells me where theygo when they're in stress, which
is so vital in.
Real estate right now.
I didn't create thismethodology. A lady named Sherry
(16:09):
Tree did. It's called bank.It's an acronym for Blueprint, Action,
Nurturing and Knowledge. Wefound out about this when we went
to a National Achieversconference and I liked it so much
that we signed up to gettrained in it and then we became
certified trainers. Nowadays Iincorporate it in our coaching program
(16:30):
and it's one of the primarytools we use to understand people.
What did that, how does thatwork in real life? Well, before I
knew this, I was already arealtor distinction, which is a top
10% of all the agents. And Iwas closing, listing appointments
at 37% ratio and the industryaverage is around 2022. So I already
(16:52):
knew I was good and I didn'tknow I could get that much better
once I started using that inless than a year. My conversion rate
went from 37% to 86%. Yeah, Iwas shocked. The reason being, I
do that when I first sit downwith somebody, you and I sit down
to talk about how we're goingto sell your house. I find out who
(17:15):
you are, and I can speak toyour value system. That way I can
be the best agent possibleinstead of just being me and expecting
you to understand. Forexample, there are certain people
that I typically giveexamples, like an engineer or an
architect, somebody like that.They, they wanted a knowledge, they
(17:38):
want precision, a scientist orsomebody, they've got to know everything.
They want to know everything.They want all the data you can give
them. And the more you givethem, the happier they are. Right.
I'm the opposite of that. I'min what we call an action personality.
I like spontaneity, fun,flexibility, winning, all that stuff.
Right? So if you come to me todo a presentation and you're going
(18:01):
to start an hour of facts, I'mout of there. I mean, after five
minutes, I'm like, if the.This is going to take too long, I
haven't got time for this. Ijust want you to cut to the chase.
And you would say, joe,here's. I've got all the data here.
Basically, we're going to makeget this much for your house and
you're going to make this muchmoney. Cool, Good deal. Done. I don't
(18:22):
read contracts, things likethat. There are other people that
do. So you have to go step bystep with them. When you do what
they want. People work withpeople they like.
Right?
The same thing applies to acorporate team when people understand
each other. Like, I might knowthat you process things a little
(18:42):
bit different than me. Solet's, let's just say for an example,
you're one of those highintelligence people that just, you
can't answer a question untilyou've analyzed it. So I'm not going
to go up to you and say, hey,Jaclyn, this is going to be great.
Let's go. You go say, whoa,whoa, wait a minute, I got to have
some information here. But ifI walk up to you and say, Jaclyn,
here's some data about thisprogram or chore that we want to
(19:08):
do this mission, we want toaccomplish whatever it is. And here's
what's. Based on what hashappened at other companies and how
successful it's been. Here'ssome charts that show the progress
they made, or in my case, wentfrom 37, 86%, et cetera. Et cetera,
you're going to eat that upand you're going to look at it and
analyze it. You're going tosay, okay, that makes sense, yeah,
I'll do it. Or I need moreinformation. I'll get you the information.
(19:34):
So different ways of dealingwith people, but again, once you
understand them and how theythink, that's when you can.
Get along, you know, and it'sso true. And you know, it's when
you understand people. It's soit's so important to understand them
and find. And I think one ofthe biggest tools about this and
I think this is a key takeawaylisteners is at the crux of the whole
(19:57):
thing is to really understandif you need to lead people or you're
a leader of people or you wantto become a better leader, find the
best way to get to know them.And the bank system is a great way.
Find something, use some toolthat you can do so that the people
that are in your tribe, inyour fold as I like to call it, you
(20:18):
know that you're going to getto know them better because then
you can lead them better. Andthe whole point of leadership is
to help people, you know, asif I'm the leader. I'm here to help
rise the entire, my entiretribe. You know, if we're in that
boat, we're. I'm going to tryto make that tie rise.
(20:43):
Absolutely. And that's the keyis to ask open ended questions that
gets people to open up more.Instead of saying do you prefer vanilla
ice cream or chocolate? That'sa wanted open ended. Yeah.
Right.
Instead, are you an ice creamlover? Oh really? What kind do you
(21:04):
like? What's your favorite?And then I, I like this kind or that
kind. Next thing you knowyou're bonding.
Right.
It makes all the difference.
And that's such a key thingtoo, I think. Also, you know, I almost
would say leaders if you'vegot people in your fold that are,
that are working with you,help them become better question
askers.
(21:26):
Yes.
Like that is a huge skill tohave. And you know, and I was, and
I, and I was, you know, askingquestions and the other big skill
and I think this is actuallythe harder one too.
Oh, yes, yes. You know, if, ifI may.
(21:49):
Yeah.
One of, one of the quotes Ilike to use is when you're in a conversation
with somebody, the interested,not interesting, they don't want
to hear about me. People loveto talk about themselves though.
So when one of my things Ilike to say if, if you say you Know,
(22:09):
I don't like chocolate orvanilla ice cream. I'm more of a
caramel swirl type lady orsome name I never heard of. This
is really fascinating. Tell memore. That one line right there is
a bonding line, and it getspeople to open up and share things
with you that maybe theywouldn't have, and you get to know
(22:31):
each other.
It is. Right. It is so true.And that, you know, you know, it
is so. It is so important.And, and I was, I shared this the
other day with a colleague andwe were talking about this whole
thing about getting to knowpeople and opening up. And, and I
said, you know, it's amazingto me how different I think my own
(22:54):
experience would have been in,in corporate if in fact the people
that were leading got to knowme. And so that's actually, again,
that's one of the biggestreasons why we are here, helping
leaders be good leaders, bebetter leaders, be unstoppable leaders,
because we want people to bewanting to be and stay at companies
(23:16):
versus running away from them.And most people leave companies because
again, as we just shared a fewminutes ago too, they don't feel
heard, they don't feel valued,they don't feel appreciated. And
by asking people questionsabout themselves so you get to know
them, you're already being abetter leader.
(23:40):
Interested?
Yes, interested.
It's telling that person, hey,I want to know you. This isn't just
a job where, you know, Idictate orders to you or whatnot
or deadlines. I mean, I wantto understand you. Who wants to go
to work? Well, this is why Idon't work for anybody else. Because
who wants to go to work andjust take orders and be told what
(24:02):
to do and when to do it and,you know, what time you got to be
there, what time you go home?All that stuff doesn't work for me.
But if you want to connectwith me and, and say, hey, let's
see if we can work together onthis. What. What would you like to
see happen here? Get their input.
(24:22):
And it's so true. So manycompanies are more rigid and they're
more tellers versus being inquiry.
Like, it's right up, down,top, down layers. Yeah. You can't
jump up three layers and talkto somebody else. Actually, you can't.
(24:43):
Just the belief is given thatyou can't.
Right. Or that there might besome backlash if you do potentially.
Yes, yes. And yeah, in manysituations you're right.
Right. Like, you know, like,you've always heard that saying.
It's like, don't Go over theirhead, right?
(25:05):
Yeah.
Don't go over your boss's headbecause there's got to be like, don't
go over them because that'sgonna happen.
I, I gotta admit, I'm a bitstubborn. I'm, I'm a thick headed
Irishman and I can say that Iwas born in Ireland, so I had the
legal right to make fun of me.I don't have that accent because
(25:27):
I was six months old and theykicked me out. They had too many
hoodlums already that year.But, but that's the thing I have.
You call tech support forsomething or just call up someplace
you need information and youneed something changed. Hey, can
I. Didn't you charge mesomething on my credit card that
you really shouldn't have? Canyou cancel that? Oh, no, I don't
(25:49):
have the authority to do that.Well, let me talk to your supervisor.
Well, I can't do that. Whynot? Well, they're not available,
so. Well, what kind of companyyou work for, if the supervisor is
available and if you put upenough of a fuss, you'll get the
supervisor. And I've literallydone this before. I've gone through
two or three layers. But whenI was younger, here's what I used
to do before I got wise and itactually worked for me. When I had
(26:12):
my own appraisal company, Iwould call up a bank and it's something
I didn't like, some guidelinethey came up with or whatever. And
I said, I need to talk to theowner of the bank. Well, you can't
do that. Well, why not? Well,because they're just not available.
I said, of course they are.They're available. They're running
a bank. You know, they'reavailable. Well, we don't have an
(26:34):
actual owner. Well, who makesthe decisions? You have a president
and the CEO, right? I want totalk to them. You may not get to
that person, but you'recertainly going to get up to somebody
that's on the board. So Ilike, I call it the top down complaint
method. We just, hey, let metalk to the owner. And you will.
(26:56):
That's it. Yeah, right.
They, they just feel, thosepeople that answer the phone just
feel, oh, he must be prettyimportant if he thinks he can talk
to the owner. You kind of puta psychological thing in their head
and they're like, well, Ibetter move them up the ladder pretty
quick here.
So that just actually gave mean idea. I need to make sure that
(27:16):
we actually had a funnyincident the other day with a company
and A price issue with aproduct and just exactly what you
just said, which is my husbandcalled and asked for supervisor.
Asked for supervisor, got thesupervisor and guess what happened?
The supervisor hung up on him.
(27:36):
I have heard that a lot. Theyneed our, they need yours in my training
for sure.
And I was like, wow, that isjust unheard of.
And today, guess this is whatI do if they don't want to cooperate
(27:57):
with me. Well, I really hateto go on social media about this,
but that is my last resort.You'd be surprised how quickly you
get an answer.
Then you know it's very true.I have used social media for that
same. You know, like ifthere's an issue, it is amazing what
happens and what response youget back. But it is, you know, and
(28:24):
here's the key thing. Andhere, if you haven't caught this
as an insight, folks, asyou're listening to this, your customers
are really important and theinsight is to help your people. Let
your team have the authorityto make it right for the people that
(28:44):
are calling in and, and, andbe a good company that's listening.
The last thing you want is tohave somebody that's so angry that
they will. Just becausecompanies can get destroyed in just
a few minutes with bad publicity.
(29:05):
Absolutely, yes.
Make it so that people want tomeet people. That your customer service
and that the you, the way thatyou treat your customers is so extraordinarily
off the charts good thatpeople are going to share on social
media about how amazing it is.
(29:27):
Yes. And I want to bring up apoint. You reminded me of this and
this actually happened. I hadan experience with this company where
they had a problem with their,their, what do you want to call it?
The connections with thepublic. Why words are skipping me
today anyway. Their marketingimage, if you, if you want to say
(29:48):
that. And I found out what'sthe reason that you hang up on people.
Why don't you want thesupervisor to talk to them? And invariably
I find out because they'rejust going to yell at us. So it's
no point in doing it. They'renot going to listen to us. After
they go through some trainingand you teach them what we just talked
about, basically beinterested, show some compassion,
(30:12):
show some interest in them,show some agreement with them. I
understand how you feel. Yes,I, I would feel the same way. But
just starting that process andlistening people will calm down.
Distressed. And that's what Icall it when we work with our magic
here is basically talking themoff the ledge. Distressed out. They're
(30:36):
ready to Just do somethingdrastic. It's like, okay, let's calm
down. You don't say it thatway, obviously, but it's your, your
process. Get them to calmdown. Get them back to their natural
relaxed personality and makethat connection and say, okay, let's
see if we can work together towork this out. Now you're saying
(30:56):
this, you know, we can't dothis. It's just impossible. But what
we could do is, and younegotiate an agreement till everybody's
happy. But you can't negotiatean agreement when somebody is so
wound up they can't seestraight. They see red.
Right. It's, it's, it's beinga solution finder and a problem solver
(31:18):
and making people feel goodabout it. But yes, you cannot have
a, have a discussion or aconference or a dialogue or anything
when one person is justdeeming because they're not going
to hear properly. And it's sotrue that you said that. Yeah.
And for the people that liketo hear, okay, that all sounds good,
but what kind of results doesthat get? One company we worked with,
(31:40):
their conversion rate jumpedfrom 30, 32% to 62%. And year over
year, their revenue increasedby $50 million. There's a company
with 42 people.
Wow, that's awesome.
Yeah. All by listening insteadof talking.
(32:01):
That's amazing. So, Joe, Icould talk to you for hours. I love
the program that you'reoffering. How can people get in touch
with you, learn more aboutyou, learn more about the programs
that you offer.
Yep. I'm not a techie guy, soI don't have all these websites and
everything, but I am onLinkedIn as Joe Kavanaugh because
I'm on Facebook, I have anInstagram account and I don't do
(32:23):
tick tock. Just don't havetime for that. Anyway, that's probably
the easiest ways to get me.And I don't mind sharing my phone
number, if that's okay. It's843-345-8506 and that is my direct
line, my mobile number. Soit's not, you're not going to get
(32:43):
an answering service oranything like that. Because I believe
in human connection. You'regoing to get me to talk to and we
can jump on a call, have a 15to 30 minute discovery call, get
to know each other a littlebit, see if we can help each other.
And if we can't, hey, at leastnow we know each other.
That's great. I absolutelylove it. So listeners, please do
(33:04):
me a favor, make sure that youconnect with Joe, get that free 20
minute call and connect withhim. You know, connect with them
on all the social socials. Andplease do me a favor. I know I'm
sure you've gotten value outof this, because I know I have. Click,
subscribe and share thisepisode with your friends and colleagues.
Because if we can impact andmake one leader a little bit better,
(33:28):
we are doing something good.So this is the Unstoppable Successpodcast.
I'm your host, JaclynSchuminger. Thank you for listening
and thank you, Joe, for beingan amazing guest.
Well, thank you again. It'sbeen an honor. And I will say this.
Yes, do click and like.Because after we met at that networking
event, I clicked and liked youand I started looking at your podcast
(33:50):
and I have learned quite abit. So. And if I may leave with
one tagline, I'd say listen torelate, not respond.
That's great. I love that. Sothank you so much for that, Joe,
and thank you again,listeners. And again, keep on listening
again. And hit subscribe andshare, please. Thanks.
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