When Success Becomes a Prison : The “More Deals” Trap

#RealEstateUnTucked #Leadership #ScalingTeams 

✅ Join Our Mastermind → https://linktr.ee/realestateuntucked

When Success Becomes a Prison : The “More Deals” Trap

What looks like success from the outside can actually be a trap.

A lot of team leaders are closing deals, growing teams, and winning awards but still cannot take a day off without the business pulling them right back in. 

In this episode, we break down why that happens, the traps that keep team leaders stuck, and how to build a business that creates freedom instead of dependency.

We cover operations, delegation, hiring right, ownership, and why clarity is the biggest advantage in today’s market.

You’ll learn:

- Why being good at real estate can actually become a business trap
- The difference between building a practice and building a business
- Why so many team leaders become the bottleneck
- The hidden cost of hiring cheap instead of hiring right
- How to document systems before you delegate them
- Why ownership matters more than “assistance”
- How to remove yourself from the business in stages
- Why clarity is your biggest advantage in today’s market

Chapters:
 0:00 Why success can quietly become a trap
 1:11 The truth about high-producing teams that still feel broken
 2:09 Practice vs business: what most agents are actually building
 4:17 Can a team leader still be active in sales?
 5:19 Why operations has to be part of the team model
 8:25 Trap #1: the dependency loop
 12:06 Trap #2: more is not always better
 15:15 Trap #3: doing work tied to identity instead of profit
 16:11 How to fix it: audit the flow
 17:06 Document before you delegate
 19:14 Give authority, responsibility, and ownership
 21:03 Remove yourself in stages
 23:18 Why clarity wins in this market

If this episode hits home, it may be time to stop building around hustle and start building around structure.

#RealEstateUntucked #TeamLeaderLife #LeadershipReality #BusinessGrowth #HighPerformance #EntrepreneurLife 

✅ Join Our Mastermind → https://linktr.ee/realestateuntucked

Transcript

SPEAKER_02 0:00

When the outside looks like you gotta figure it out, but it it's a trap. They look like they're performing, but they're dying on the inside.

SPEAKER_00 0:06

I think they're king poo bah of the entire real estate industry, and they're actually a prisoner of their own, kind of make it.

SPEAKER_02 0:20

Welcome to real estate untucked, where we say the quiet thing out loud. Here's what nobody's saying out loud. The fact that you are good might be what's actually screwing up your business. Dude, like you're in, you're you're you're doing the thing, you're closing deals, income is up, that the team seems like it's doing, but you know, th good things, but you still can't breathe. You still can't take a full day off. You still can't like go sit on the beach for an hour without your phone.

SPEAKER_00 0:44

I love that, right? Because like you're like, no, no, I I take time off, but literally the pictures are all of them on the phone to the beach, or like in the labor and delivery giving birth, and like, no, I'm not working all the time. You're like, you you are. If you're thinking about work, you're working, right? At least that's my theory for my tax reasons. Yeah, but I won't I won't get into that. So um, I mean, all right, I I see what you're saying a little bit, I think. I think I'm following. So tell me more.

SPEAKER_02 1:08

Dude, and and here's the thing like I have these conversations all the time, you do too. They're almost identical. Agents that that have a team, um, right? They're they've they're doing you know, 50, 80, 100 transactions. Looks good on the outside. They just got the award. Um, and yet they're like, I can't step away. I can't go on an actual vacation. I'm waking up in the middle of the night wondering if you know, blank got done. Um, and from the outside it looks like they got it figured out, but it it it it's a trap. And they are, you know, like they're they're look like they're performing, but they're dying on the inside.

SPEAKER_00 1:40

That's always most my favorite. Like when you talk to somebody and like, I've got 20 agents, I did 2,000 deals. I'm like, how much you make? Or what do you what's your day look like? And it's just 24-7, and I made 200 bucks last year. And you're like, all right, looks good from the outside, nice and shiny, but uh, let's be honest, you're not actually you're not killing it, but they've built, I guess they've built this thing that they can't stop now, right? Because the perception's there. Yes, people are there, they think they're king poo-bah of the entire real estate industry, and they're actually a prisoner of their own kind of making.

SPEAKER_02 2:09

Absolutely, yeah. And like like the business is performing because they're performing. And and and that's not a business, that's a practice, right? Which which which is you know, building a practice is okay, but it's different than building business, which is what most people want. Most people want a business, right? The problem is it they're performing, they are the system, they're the process, they're the one answering all the questions, they're the decision maker, right? They're they're doing more, as many or more transactions than they personally before they actually had a team. They've gotten better at doing the work, but but that's why it feels like they're growing, but they're not actually, they just have a lot of complexities coming at them and and and they're struggling.

SPEAKER_00 2:47

May I ask you a question a little sidebar? Do you think you're a true team leader if you're actually active in sales?

SPEAKER_02 2:54

Absolutely. Yeah? Let's just let's disagree on this. Yeah, let's do that.

SPEAKER_00 2:57

I mean, I think we do, but like, I mean, so what's the point of having a team? If I guess we got a defined team, but like what's the point of having a I think you can build a business in different ways.

SPEAKER_02 3:05

Years ago, I had this person that came to me. I actually met her husband the other day. She was an operations person and she built a real estate team, had never sold a house, never gotten a listing appointment, never sat down with a buyer. She built a business and she stayed in the operations seat, which is she hired agents. She was interested. She built that way. I think some agents, especially level two or three, they can they can hire someone to be the team leader. They can hire someone to take care of the money, they can hire someone to do a lot of these things, and they can go sell houses. That's cool. But they hired a a director of operations. They hired, you know, some maybe some of them even hired a coach, right? Like me to come in and coach their agents because they don't want to do that. They want to own the business, but they're okay with being, hey, I'm my best seat is selling houses. So they stay in the selling houses seat. I think it's it's doable to do that, especially on uh as you're working your way up through there. So I think it's possible. It's not, I'll I'll say this. I think one of the biggest bullshit things that a lot of agents are told is you've arrived when you get out of day-to-day sales. For some people, that's true. For a lot of people, like maybe that's not it. And for and for even more people, it's not a hard line. Sometimes they step out and then they're like, hey, I do these ones, or I step in when the seasons get rough. I don't know. What's your take on it?

SPEAKER_00 4:16

I'm indifferent because I I hear you. I do think that the right team setup with operations built in, yes, the team leader can keep selling. But if you're selling and have no ops help, like you might have some TCs or some admin, but you don't actually have like a director of ops, that's not your cousin that used to be a manager of a Wendy's, but like a legitimate person. Like, dude, you're you're a team captain, right? You're on the field playing with the rest of the guys playing soccer. You just get to go flip the coin and I don't know, get to hold the trophy at the end. But like you're not a team leader. So I think we get that confused a lot where we think the team leader has to be the one selling it and the one doing it. And what I see a lot is when people hit the bottom, when they are stressed out, they're cracked out, they look like they've aged 10 times more than the president has in four years, and like, I just need help. And like that's never gonna work either because they can't vocalize what they need help with. And so I think if you're gonna start a team, you got to start with the ops in mind and build around the ops, not build around the leads and the sale and the crumbs that you're gonna drop for all the little ones, you know?

SPEAKER_02 5:18

And one of the simplest ways to do that is I I remember I got a list of this years ago that I could share with somebody if they wanted, but it had all the the activities that are that a real estate agent or team needed to do, right? All that was like, and it was everything from the sales to manage the money to do the things to the clothes, it had all all the different things that the agents do. It was like you know, a couple hundred things. I think you look at that and you go, all right, who's gonna do what? And I'm okay with lots of different structures, but who's gonna do what? And what most team leaders find themselves doing is they're just doing all those things for more people, and that and that's why it it's so tough. And so I'll say one more thing when you're hiring, sometimes it's okay to hire someone that isn't just starting. I think too often, especially on the executive admin or or that side, we hire people that are new to this or don't really know what they're doing, and some of y'all need to go hire somebody that that has done this before, they've helped this kind of person before, they've ran this before, they know what they're doing, and or you hire someone to get that person up to speed right off the bat instead of you trying to do it.

SPEAKER_00 6:17

So you're saying that we have to hire somebody that knows what they're doing and pay them more than minimum wage and expect stuff. Hold on. Because I mean, every time I talk to anybody, they're like, Oh yeah, my TC, they're like blank, blank, blank an hour. You know, and you're like, that's not a badge of honor. Like they just got out of high school. But I think if you reverse that a little bit, like take the sarcasm out, obviously. But like, if you go hire an actual director of ops that can come in and you're in sales, say you're paying them like $100,000 a year, but if they take off half of your bullshit so you can sell a quarter more and then also help your team be better and sell more, did you not just pay for that guy or girl three times over again? Right? It's amazing to me how people will trip over dollars to pick up pennies.

SPEAKER_02 7:03

And if the math doesn't math, you need to go back to the drawing board. As soon as you do it, as soon as you draw out a plan, we do the math, it doesn't work, but you got to go back to the drawing board. I mean, imagine a dentist that that's starting a pro, you know, maybe he's been a dentist before, but now he's starting his own practice, right? Is he better paying someone who's rained dental practices for the last 15 years and paying her $100,000? Or on a hope and a prayer, bringing somebody on that has never run a dental practice before at that $35,000, $40,000 a year. All of us will say the $100,000 person with 15 years of experience all day long because he doesn't know what he's doing. No, he's a good dentist, he's not a good business owner yet. And I think I think some of these do that, so people go like, well, then I'm gonna have to like save some money. Yeah, save some money. Like, yeah, get profitable, get it, get it, get a phenomenal business, make a business plan that a bank would actually loan on and go get a business loan. But they're not gonna give you money if you don't have a great business plan. That's what I love that little loophole. Um, although we will give a college kid $200,000 that's gonna go get a major on like East Hawaiian, you know, art on the fourth thing. Wait, it's another story. Uh right, but like we've all been there where we look at on the outside, everything seemed great, and we're telling ourselves, like, this is what it takes. I just have to grind it out. But the the price for success is is it's a design flaw. We're not running it like a business. And I think we got to go back and do it this way. Uh so drop in. I know we talked about this earlier, like, where are the three traps? Where are the where are the some of the traps you see most often that really get people stuck in this?

SPEAKER_00 8:24

Uh, if I'd go with the first one, I think it I would call it like the dependency loop, right?

SPEAKER_02 8:28

Yeah.

SPEAKER_00 8:28

Where you have to make every decision. I call it peck to death or death by a thousand guts, right? Like people do not do anything without your permission or your guidance. Either you've hired people that are indecisive, or you're a maniac and you can't let anybody make a decision because you're, you know, a son of a bitch. I don't know what it is, but you're one of those two if you are that center cock doing all these things. That's that's the first one.

SPEAKER_02 8:53

Well, and a good example of that is I was talking to one of my clients uh the other day. He makes you know a million plus a year, and he's like, My my new assistant's driving me crazy. She asks me all these questions, right? So I was like, cool, put her on the phone. So I do a call with his assistant the next week, and she's like, I have no idea what the hell's going on. I don't know when he wants me to do it, when he doesn't want me to do it. I don't know what he I don't know what's okay for me to make a decision on, what's not okay for me to make a decision on. And so I go back to him and go, this wonderful person is confused out of her sweet little mind. You know what I mean? You gotta figure out, hey, here's I need this done. It's okay for you to totally make your decision on. Here's this one, like we call it we call it right uh leaf branch trunk. Leaf, this is a leaf decision, right? Would you order coffee for the event? I don't give a rip what kind of coffee it is, just go do it. You know what I mean? Like I get paper for the office, don't care. I order paper, right? A trunk, uh, a branch decision is like, um, right, go, you know, go do this. If you need my help, I'm here. But like you can probably handle this on your own. And then a trunk decision is like, cool, go do some research, but don't press order until we have the conversation. Another example would be, hey, if it's less than 500 bucks, like you're smart making decisions. If it's over 500 bucks, like call me and I'll help you through it. But we've got it, we've got to give them some boundaries or they're just confused out of their mind.

SPEAKER_00 10:04

You're gonna laugh at this, but my right hand is getting ready to go on maternity leave. And so we've been creating the book of Brad. I swear to God. And so it's ever, I mean, it's literally what I eat at Moe's, what I eat at Chipotle, like it has every like where I get my hair cut, like how I mean it sounds stupid, and I feel really douchey for having it. But at the same time, the person that's gonna replace her, I need to be like, hey, I need you to order me food. I'm in the middle of like meetings today, and they'll know exactly, hey, Chipotle, cool, they know what I want. It took some time, but like that little bit of time is going to save me and save them to having to make decisions.

SPEAKER_02 10:37

All right, men, here is the greatest hack of all time. Are you ready for this? This this is the most this little side note. This is why you're really here. This is why you're really here at Real Estate Untucked.

SPEAKER_01 10:45

Yeah. Hey, real quick, you know how YouTube works. Like and subscribe so we know this is working and it keeps pushing the content out.

SPEAKER_00 10:51

Yeah, this is what we do as a passion project. Wayne's got his own coaching, I got my real estate, but we've come together because we want y'all to learn from all our scars and mistakes. So that like and subscribe means the world to us because it means you care and it means we can keep giving, and also it makes us look cool with my mom.

SPEAKER_02 11:05

Absolutely. Dude, make one for your wife or your partner, your spouse, whatever it is. Like a cleaning cleaning chart. Yes, like sweet baby Jesus over here. Like, I will forget what I like the most, okay? Let alone what somebody else likes. Like, make a list, make a book of her. Here's your favorite coffee order, write that down. Right? Here's what she orders at this place, write it down. Here's your favorite place to get her nails done, write it down. I swear to God, it is the relationship hack. Write that stuff down where she's like, Oh, I need to get my nails done. You're like, dear sweet, where does she go get it? I got it written down. Where does she like from Chipotle? I got it written down. What flowers does she say she likes? Write that down. Make a book on your on your partner. Swear it'll save you. Why am I single? I mean, come on, Brad. I I mean, I this is this is that's the real crazy thing. Anyway, all right, listen to that, this is another podcast. Anyway, write stuff down. Make the book on you. Absolutely. Hey, I need a haircut. Cool. They can open up and go, here's where Brad gets his hair done. Yeah. Easy.

SPEAKER_00 11:59

The times I like it, when I want it, all that stuff. So, all right, so let's go into the second trap that people are falling into with teams right now.

SPEAKER_02 12:06

The the the the destructive abundance uh the the but what what do we used to call it? The destructive destructive abundance, meaning that more is not always better. Right. Most people think that more is always better. More money has got to always be better, more transactions has got to always be better. That's not always true. Sometimes you make too many hires and it and it crumbles the ship. Sometimes you put more time in one place and you miss out on more does not necessarily equate to freedom.

SPEAKER_00 12:36

And I want to piggyback on that because I've seen it literally with my own eyes that teams get opportunities, whether it's representing a builder, whether it's taking over foreclosures for a bank, certain types of lead sources, banks that give leads, and they're like, dude, I got all these leads, but they come with a 40, 50, 60% price tag, right? So I know it sounds redundant from we talked about earlier, but I just dawned on me there's a builder back in the day that approached my company and said, I want you to rep me. And I was like, cool. So I spent three days, drove to all the neighborhoods, started doing my stuff. And guess what? He didn't even come. I gave him the proposal and he's like, already went with the other company. I was like, why? He's like, because they'd pay my $40,000 um, whatever it was, Zillow bill for the month, and they're gonna do it for X percent, which was like two X less than I was gonna do it for. So they put everywhere that they're a representative builder and they do all these deals, but their average and their average commission is not it's probably negative. To be honest with you, it has to be.

SPEAKER_02 13:27

And maybe it makes sense the long term. I had a client that was, oh, I did 80 transactions last year. I was like, that sounds pretty cool. She goes, Well, well, like 60 of those were builder reps, and I get paid $500 a transaction. Yeah. And I was like, dear lord. Right. And we broke it down, we made some changes, everything else, right? But we got the I mean, and you know, one more thing to point out here that's really beautiful is and you and I talked, especially E45, we talk about this a lot. Uh, by the way, if you want to if you want to come to the most badass room ever and get advice from people that are on the trailer further along than you to save you a couple hundred grand, e4, e5, we do it every quarter. Incredible. But one of the things we talk about is you know, there's these beautiful plateaus, and plateau is like sometimes that has a negative connotation, but especially like a broke an independent brokerage, and you've seen this over and over, right? At like, let's say 12 agents or 15 agents, there's this kind of beautiful spot where like you're making money and things work. Then the next place you got to get to is like 40, right? 3540 agents seems to be kind of this number. It's like at 3540 agents, okay. Now we're making enough money that we can pay for the leverage, we need the help, the office staff, everything else. Like we're kind of good. And then, but I'll tell you what, going from 40 to like 80 is a big old step. And you ain't making money at 50, 60, 70. Like you're making money again at 80 or 100, but man, that's a big thing. So there's a lot of people that go, man, at 3540 agents, this thing is beautiful. We're making money, we're taking care of our agents. And guess what? I don't want to go from 40 to 100. I'm gonna start property management. Or or we're gonna we're right, or I'm gonna call Brad and figure out how to launch an insurance agency or whatever it is. Maybe not getting, maybe the math doesn't math. 40, 3540 is beautiful. Just adding, you know, hey, I add another 10 agents, I gotta add two more staff people, and all of a sudden we're we're negative on the PL.

SPEAKER_00 15:11

Yeah. Um, all right. So to get to get to this, so the third one, right? And I think it's gonna hurt some people. Team leaders stop doing what they want to stop doing and keep doing what they don't want to do because they think it's their identity. Meaning, you've built a beautiful team, you've got people in place, you got the right people, you got the director of ops, you're doing the right things, and you're like, what am I gonna do? Well, I guess I'm just gonna work on the website, you know? And you're like, no, your identity is not tied to the team necessarily. Your identity needs to be focused on money-producing activities, talking to new agents, talking to builders, talking to uh uh where was I going with that one? Somewhere else. You're talking to somebody. Hell, you're talking. You're not doing, you're talking. That's what I'm trying to get to.

SPEAKER_02 15:51

Yeah, yep. Okay, so let's go into how do we fix it?

SPEAKER_00 15:55

Hmm. Okay. Um, so here's the thing super easy.

SPEAKER_02 15:58

Yeah, right. Super easy. You're driving the car 200 miles an hour and just flipping. Just, just, just do a UE. Uh with without trying to crash and uh and and and burn and burn the whole thing. Right. So, like there's there's three things we wrote down that that I think I think will help. The first one is like audit the flow. Meaning, if we talk about this on another episode, just audit a week, right? And write down all the decisions that are coming to you, all the things that are coming to you, and go, like, what's making this actually hit my plate? Right. If Brad says, Hey, I need to get a haircut, and somebody says, Where do you get your haircut? Oh shoot, I need to write down where I get a haircut so that stops hitting my plate. Right? Somebody goes, Hey, should I give a refund on this? Like, write down your process for refund. So just audit and flow for one week and start there. Write down every decision that comes to you, and then what could you do about that so you're not the bottleneck anymore?

SPEAKER_00 16:42

And an easy way, I mean, you have to do the work to actually figure out the actual math. But like the easy way is if you dread going in the office or you go in early or the weekends because you're like, I get so much done, nobody's here. If that is what you say to yourself, that means you're dying a thousand deaths of paper cuts. There's a hundred percent. So uh let that sink in. The other one, I mean, so where do I want to go with this one? I think there's it's like five things, right? It could be 50 as well. But the second one is document before you delegate. So a really good person in our E5 group, I liked what he said. He said, every time I do something more than once, I record it. We've all heard that. But he's like, I actually record it three times. So I have three videos because I may say something different the first time, then the second time, than the third time. If you can have help, maybe it's virtual, maybe it's in person, that can take three videos and then run it through an SOP. Or real big one here, take it, run it through AI, get a transcript of it, have it mesh it together to one thing. Now you have it because here's what I've seen time and time again. I get hired or consulted with to say, hey, I want to build this out. But they have not clearly told their people what they want to do and how they want it done. They just say, go do it. And again, it's not gonna be done right because they're doing the best of their ability, and then you're bad. And then you don't like them, and then you don't think you should hire people, and then it just on and on and on.

SPEAKER_02 17:56

It was uh it was interesting. Last week I had a cool opportunity to spend time with one of the founders of um go high level, which was very cool. And one of the questions I ask him because we were talking about virtual assistants and everything else, and I said, at what point do people is it okay for someone to delegate something they don't understand? Because I what I find is a lot of people try to delegate things they don't understand, and I'm trying to find that line. Like, when do I need to learn it before I delegate it? Yeah. What's okay to delegate that I don't understand? Like just it's it seems kind of murky to me, and I'm I'm looking for for more clarity there. Um, one of the things he said in the conversation was he goes, sometimes it's okay to like learn it together. Meaning, like, like maybe, maybe I don't understand Google ads, but I want to eventually have a virtual assistant that does that. Maybe we go learn it together. Maybe that's okay, right? It's like maybe you don't have it documented, but it's like, hey, I'm gonna give you my thoughts on when we should give a refund. Would you write this down? Like, like, let's figure this out together. Just let them be the help along the way. So it's not that you have to wait to get help. Sometimes it's like getting the help to actually help you along the way, right? It's like, I'm gonna give you the I'm gonna tell you where my haircut is. Make sure you add it to the book. Yep. I'm gonna tell you this time when we should get the refund. Will you go, will you go drop that in in our processes? Or like let you help me think this too. Like grab a whiteboard, let's talk this out, whatever it is. So, like it's sometimes just do it with um is kind of the third option.

SPEAKER_00 19:14

Yep. Every time. Every time. I think the other thing is like I like to do it inside of my company slash team, right? We call it a team ridge, but we call our our staff coordinators. They're not assistants, and that's for a very clear reason. They coordinate, they own their role, they are not assistants, they're not waiting for me to give them task. They know what their job is, they know what decisions they need to make, and they know how to get the ball across the goal line, right? But I think if you call people assistants, it's not degrading necessarily, but they think that they're there to assist you. Uh-uh. My coordinators are there to own the transaction process, to own the listing process. So, like they're coordinating, and I make that very clear to the agents, too, team leaders. Staff is, if not more important than your agents.

SPEAKER_02 19:54

Don't just give them the task, give them the authority and the responsibility.

SPEAKER_00 19:59

And then they call them a lot of people.

SPEAKER_02 20:00

Don't just give them the task, give them the authority and the responsibility. So the authority is like, like, sometimes we we give them the task, we don't actually give them the authority. It's like I want you to go do this, but like, hey, that's me all you know, don't do anything without talking to me. It's like, well, then you I haven't really delegated it, right? I just got a little helper, right? Delegate, like, here's the thing, give them the authority, and then give them the responsibility. Yeah, and the responsibility is like, this is your baby now, right? Like, I expect you to get it done, not I expect you to work on it. I expect you to bring this to residence, I expect you to bring this across the line.

SPEAKER_00 20:32

Take it up a step, hire their compensation to it, right? I mean, pay them a healthy wage. But if it's transactions, guess what? Why don't you bonus a little bit on transactions or five-star reviews if they're in a thing that they don't have a tangible object with, right? Like just think through things that because if you give them the option to make decisions and they own their role and they're compensated based on their performance, yeah, dude, you'll get the right people. Oh, absolutely. All right. So I think one of the the fourth thing that we've come up with, or that I've come up with, is we we spoke about it briefly, but it's remove yourself, right? But in stages. So as you hire people, and it's always been my theory, I want to know how to do everything so that way I can give it all. It's just how I started in the business. I I was everything for our team, and then I started hiring somebody from one position to the next to the next. One easy way to do this is uh you're probably tired of me saying it. Go get the book, buy back your time, go through the time audit, go through the matrix, which we can do a whole nother coaching on this, and see what do I like to do, what do I don't like to do. Those are the basic answers. That's not really how it goes. But then the things you don't like to do, make those the ones you start stepping out of. Remove yourself from the stuff you don't like. Therefore, you can do the things you do like and make you money. And it's not to disappear. You're not trying to work yourself out of it, like you're not gonna go retire in a Bahama island and just tell your team what to do, like they're gonna leave you. But if you did what you're great at, man, you're gonna love going to work. You're gonna be making money hand over fist, and it's gonna be a beautiful, beautiful place to work. So I think that's what people need to do.

SPEAKER_02 21:56

And and you know, here here's the hardest part. Most of us have been really. Rewarded for being the one that handles that handles it all. We we love the feeling of being able to solve the problems. We love the feeling of being able to answer and make a difference. Our team members have loved it for. Wayne's always about like our people love the the problem is it's gonna restrict your team, your life, your business, your income, your freedom. You know, freedom really isn't about doing more, it's about building something that doesn't need you. It's it's encouragement to somebody's looking like they got an elephant to to eat. Like it's just start with one thing. Right, audit, write three questions you got today and and write down, okay, what are the three, you know, what do I need to do so those questions don't have to hit my desk again. Just start start small and we'll keep walking through it. If you want if you want if you want to ramp up this, if you want to hit some some nitro on this, reach out to Brad and I. Let's have a conversation about what coaching would look like or what RD would look like. Rip off and duplicate what we've already built for so you don't have to start from scratch.

SPEAKER_00 22:52

Yeah. All right, guys. So that's the hardest part. Reach out, ask for help. But uh do us a favor, hit the like and subscribe button for us um because you're gonna want to see the next episode, and we want to make sure that shows up in your inbox when it comes out because we're gonna keep tackling things about momentum and scale and size and all that fun stuff. So dude, next episode is about how do I keep my people?

SPEAKER_02 23:09

Like, how do I how do I retain? It's uh it's gonna be good. Most most people uh it's if they have a retention problem, and we're gonna give you uh what exactly to do. This this one is probably the most important. Your biggest advantage right now is clarity, being the clearest voice in a chaotic, confusing market. Right now, the loudest person does not win, the clearest one wins. Your biggest opportunity right now is to go. Here's the stats, here's what that probably means. Here, here's what's happening here, here's what that means for you. Here's who this market is for, here's who maybe who avoid this market, here's what buyers are looking for now, here's they don't give a rip about anymore. Clarity is is powerful right now. Clarity with your buyers, clarity with your sellers, clarity with your database and your market. So I you don't need to be the loudest, but but I think the way you stand out right now is giving clarity and and and being that calm in the store.

SPEAKER_00 24:03

Yeah. And uh to quote a lady that was a guest speaker, my daughter's uh National Honor Society thing yesterday, like you are who you surround yourself with. And it was so basic for eighth graders, but it was so on point, right? If you're in a spot, a company, a team, or whatever, and they all think the market sucks too, you're around the wrong people. And that's holding you back because the market can be good for you if you find your way and push through it. But if you think everybody thinks it sucks, then you're gonna think it sucks and you're gonna suck and you're not gonna make any money and everybody's sucking.

SPEAKER_02 24:31

Yep. What what what are you gonna make of this market? So here's here's the truth, right? Ask yourself, is there anything you've been avoiding what you need to take action on? And then really go like, hey, what do I want to be proud of over the next 90 days? What are the key actions I need to take that will guarantee I hit my goals? Right. And then do I need some accountability, some help with with that, and then and then get that. But this is gonna be a beautiful time for those people to get clear and take the right consistent action and say no to a whole lot of the other stuff. Preach. Preach. See you on the next episode.

SPEAKER_00 25:00

Hey, real quick, if you're liking this content, imagine having a full day immersed with people that are on this, like us, that are learning from each other.

SPEAKER_01 25:09

Man, we do these kinds of events, these intensive a couple times a year. And if you know that you are the smartest person in the room and you need to get into bed at the rooms, this is the place to be, right? So apply, send us a message right now. We'll send you the application link and see if you are the right fit to be in one of the rooms.