MMM Edition: How to use the 80% capability rule to build a successful team w/ Moe Ellhusini

If you’ve ever felt one call away from a breakthrough but somehow stuck in neutral, this conversation is your playbook. We start where real change begins: the chain from thoughts to feelings to actions, and how that inner flow sets your ceiling long before you pitch a seller. Mo Hissini, associate professor and business coach, unpacks practical ways to rewire self-talk—using visualization, emotional anchors, and even a simple vision board—to push past doubt and make decisive moves in competitive markets.

From there, we shift into behavior you can read and adapt in minutes. Mo breaks down DISC in a way any investor can apply during a first conversation: the fast-driving Dominant, connection-seeking Influencer, stability-first Steady, and detail-hungry Compliant. Then we stack method on mindset with READ, a crisp sales sequence: build real rapport, establish the true need, advance a tailored solution, and develop commitment with clear options. You’ll hear why products should enter the chat late, how to offer choices that keep you from losing the sale, and the power of asking questions all the way to the signature.

We also tackle burnout, delegation, and leadership—why the 80 percent rule grows people faster than perfectionism, how daily reflection compounds skills, and why taking customers for granted is a silent risk. Mo shares field-tested habits of top owners: never get stagnant, work on the business as much as in it, and remember that people buy you before they buy your offer. If you want more off-market wins, warmer yeses, and a calmer operating system, this one’s for you.

If the episode helps, follow the show, share it with a friend who’s building, and leave a quick review—what tactic will you try this week?

VCap Real Estate Podcast

Transcript

SPEAKER_05 0:13

Welcome to the real estate podcast. We talk about physical podcasts. So tonight we're gonna have Mo here. Hey everybody. You're gonna do a better intro for yourself than I will. So tell us about you. Tell us how you got here. Give us the details.

SPEAKER_00 0:53

Sure. I met some of you. Nice meeting all of you if I didn't get to say hi. My name is Maul Hissini. I'm a university associate professor. I teach at university. And I also own a business coaching uh company, right, where I consult and uh coach businesses to grow, do more with less, uh systemize their operations, take a day off. Some business owners haven't taken days off in a while, so I help them better manage their businesses. I work with anything from a small one-man show electrician company up to training a couple of hundred sales reps at a pharma company in Jersey. Um, I worked mainly in the East Coast. My background, I worked in corporate and sales and marketing operations uh training at a couple of pharma companies in New Jersey and Bridgewater, New Jersey. I worked in data analytics for a few years, then I switched into consulting. I did uh where I was helping companies build their customer interface platforms, kind of like when you log into your bank, that website that you see, right? That screen that you see, I helped uh companies develop it, but more for sales reps and pharma companies. Then I switched over in the last end of my corporate life into international consulting. I worked with some um companies to create joint ventures between the Gulf area in the Middle East, uh, Europe, uh around Turkey, and the US. One of the last uh synergies that we created was between the military in uh a country in northern Africa. I'm not allowed to say which one, they were building grain silos, right? And they created a partner a partnership with Sioux Steel in the US and a company in uh Belarus, where they integrated their technology and their know-how to build grain silos for the farmers across the Mediterranean because they used to store their grain just in piles on the highway. So the government funded through the military a project to do so. Last part of my career, once I started getting burnt out from working in corporate and traveling a lot, I switched over to academia about a decade or so ago, started teaching at universities, and I started my own coaching business. So both my uh background, you know, from corporate, plus plus my education, I got a bachelor's in biology, I did an MBA in global management, an MS from Stevens Tech and Data Management, and a doctorate in strategy, strategic studies. So everything aligned in the same direction where I like to educate, learn myself from my clients, right? Try to show them the mistakes that I've seen happen, right? Kind of like a collective Intel data warehouse where people learn from each other's mistakes and try to help people, kind of like Colo was saying, act as a catalyst to help them grow and move ahead quickly.

Mindset: Thoughts, Feelings, Actions

SPEAKER_05 4:06

I love it. So when we talked earlier, we were talking a lot about mindset stuff here. Yes. And everybody here is an investor, which means we're basically in business, right? And we're all running our own show. We're trying to figure it out. So what I really want to focus on tonight is kind of a lot of these hurdles that we run into and maybe how we solve them are just different ways to view them. So one thing I know that we talked about is like you are what you think about. Um how do you view that? Is that correct? Uh can you give us any kind of more insight into it?

SPEAKER_00 4:36

I agree with it. And I'll I'll tell you what I think about when, and let's talk about, we'll take it one step back. Think of it this way, right? When we're going to talk about the mindset, I'm trying to put into perspective for you when I did a similar workshop before. In a perfect world, there would be me, my business, my customer, my product, and nothing else. No competition, right? Meaning it would be an easy transaction. I want this, you have it, I'll buy it from you, and we're done. Because of competition, because of the awareness that consumers have now, it's not about what we sell anymore. We can't feature dump, you know, this is what I do, I'm open seven days, I'm the best at it. It's not enough anymore. So it comes back to this. So when we talk about the mindset, is who we are, it starts with this. And this is what how I think about that sentence that you said, Cole. What I think leads to how I feel, and how I feel triggers my action. And everybody that's sitting here, they don't see what I'm thinking of. They may express feel what I'm feeling, right? If I show it, but the only thing you're gonna witness and experience is my action, right? So you think about if I'm defining myself by somebody that misassumes what you're thinking, rushes into action, quickly makes up a decision, makes up my mind in a wrong way or right way. I'm defining myself based upon what's in my mind without properly slowing down to reflect on what I'm thinking. But in summary, what I think leads to how I feel, and how I feel leads to what I do.

SPEAKER_05 6:24

There's so many directions I want to go with that. Uh kind of aside, so okay, let's go.

SPEAKER_00 6:28

Lean away, any any direction that you want.

SPEAKER_05 6:30

Let's put that to the side, and I'm gonna come back to that in a second. So, kind of related to that, um, I think is a conversation about alignment. So, aligning with what you do. Is this the right thing? Am I going in the wrong direction? Um, when is this working? How long do I push before I stop? Do you have any kind of thoughts on that, especially for people here that might be starting and they're like, well, I have all these positive thoughts, I'm thinking the right things, but like, is this working? Is this what I should be doing?

Eliminating Doubt And Building Belief

SPEAKER_00 6:54

That's a question that we can also take in a million different ways to answer. I'm gonna pick one. I'm gonna pick one. Okay. Because it's real interesting that you say this. One of the things that scare me the most, which I found out by listening to a TED talk, is that my subconscious mind, which is that little walnut-sized bit of my mind, cannot differentiate between what I'm imagining to be real and what is actually real. It cannot differentiate between what I'm perceiving to be real and what is actually, meaning this, right? If I know I need to go from here to Bethlehem, I see there's a bike or my shoes. My conscious mind logically says, take the bike. My subconscious mind will say, Oh no, no, you don't know how to ride a bike, you're never gonna learn. Do you guys get the idea? So the direction I'm taking your comment, and you gear me in the direction that you want if it's not what you were thinking, is this. If you ask me, Mo, move this building, I know I can't. It's materialistic, I know. But if you tell me, Mo, take on this client and go grow their business, because of the intangible aspect, our human instinct is to doubt ourselves, right? We live in a very cynical environment just because of things that are going on around us. So we limit our potential with doubt before saying, you know what? No, I really can't do this. I should give myself a chance and go and do it, right? So some and I see this by the way, I'm not making this stuff up, I'm not a genius, I'm not an expert in this topic, but I'm in all sincerity, I'm telling you the lessons, the things I saw, witnessed from my clients, right? I see some of them called, they have everything that they can use to go all the way up to Philly, work, expand their market all the way to Philly. But because of an experience that they had before, because of somebody whispering in the ear, nah, nah nah, don't do it. Every time I tell them, they're like, mm-mm, no. And they make up other excuses that have nothing to do with this. So to go back to what you said earlier, questioning what I can't possibly do with my business, especially if I know it's extremely competitive out there, everybody competing with me, very easy entry barriers to enter the same market, etc. etc. The first thing I would say, eliminate the doubt. And there's ways we might talk about it later, to really work on reflecting on the situation in a realistic way. And there's exercises that you can do, right, to anchor the belief in your mind that I'm gonna break out of the habit behind saying no first, and then think I'm gonna actually say I can do this, and then properly assess the situation.

Tools: Visualization, Anchoring, Vision Boards

SPEAKER_05 10:00

I love that. Let's go into that because I love the conversation around the subconscious mind and how you can come up with these excuses consciously that aren't actually the reason why you're saying no, right? So I guess first step is what becoming aware of that, becoming aware that you have this subconscious kind of training in the back of your head.

SPEAKER_00 10:16

Let me think. First, I'm putting myself in that situation. I would say, first thing, before you even first think every day, what I honestly do with myself, first thing, I admit to myself that yes, those insecurities are real, those doubts are real, and I have to acknowledge that they exist. Now, coming to your question, the first thing I would do is to say, I know that my mind leans towards the cautious negative part in my behavior, in my actions, and I'm actually going to look at this in a positive way. And the other thing that I do, and I'm telling you really step by step what I do, I write down two or three successful experiences that I went through in the past, right, that will help me build my confidence up. And something psychologically called the anchoring effect, right? I remember when I closed this deal with this customer, I was very positive. I was sitting straight, I was, even if it's tapping on the table, I remember things that I was doing. It's science, I'm not making this up like this isn't my thoughts, but it really works. I looked into it. You think of an environment that you were in, the way you were thinking, a habit that you can formulate to help you control the environment in that new situation. Do you get it? You visualize, right? Going back to what we said at the beginning. What's one of the step two or three that I do, right? Instead of thinking about the limitations, I visualize what it's gonna look like when I achieve what I want. Again, right? When you when I'm thinking about that little subconscious demon in my head, and I know he's tricky and he believes everything. I make him believe that when I visualize that endpoint in my journey, what it's gonna look like, right, and I materialize it in my head, it's a mind game, it's a domino effect afterwards.

SPEAKER_05 12:34

I love that. The reason I ask is everybody in this room is looking for their next deal. They want to buy a deal, and whether it's another deal they've done similar to, or maybe they want to buy a bigger deal, um, there's just these barriers that we run into, and it's a self-talk a lot of times, right? And so I'm thinking from the perspective if somebody's trying to do the next deal, whether it's something different or even the same, but they have the subconscious stream going, just what are ways that we can fix that? And so, kind of your question, one of them was visualize. Are there any others that kind of can retrain your subconscious and kind of help alter that?

SPEAKER_00 13:04

I talked about the emotion, I wrote some of them down, the emotional anchoring. We talked about shifting the mind state. Uh train train your mind, your mindset to accept that completing that task is a reality. Right? Going back to that visualizing, it's a transaction, guys, right? When we go out to meet somebody, right, and we're talking about it again from the mindset perspective. Train your mind, condition your mind to understand that by habit, this is gonna be completed in a successful way. Granted, when you're done, it may not, but guess what? If you had thought about it in a negative way, it may work or it may not. So, either way, the end result is gonna be the same. Now, there's other things that factor in, right? How do you negotiate and how do you build rapport, different discussion? But as far as the mind, the more you visualize it, and I have some clients before I give it back to you, Cole, when I tell them visualize your success and write this down. Come on, Mo. What you want me to put up a little uh whiteboard in my kitchen and stick up things from magazines, a Rolls-Royce, a Rolex watch to visualize? I'm like, yes, do that. It's it really is. That is what works. Psychologically speaking, studies have shown, and you guys can Google it, when you see where you want to be, not how you're gonna do it, but where you want to be, it helps things head helps things head in the right direction.

Personalities And Behavior: DISC In Sales

SPEAKER_05 14:45

Does everybody here have a vision board? Only a few? Oh my goodness. All right. All right, another question I have for you is I know you're passionate about personalities. Um, can you talk to us about like I guess how different personalities can affect your business and/or how your personality might be forming, how to notice it, anything like that.

SPEAKER_00 15:05

Let's link it to what we just talked about. What am I gonna do? Can I do this or not? Right? The subconscious, the conscious mind making a decision. I want you guys to separate between two things. There are personality tests that show you intrinsically what you're made up of, and it's permanent things that follow you through in your life. And then there are behavioral assessments that you do to show you a snapshot point in time, who you are, how you react. Like, for example, I'll be more specific. Part of what I do with a lot of businesses, and it's usually for some reason because they're very competitive. I do it at hotels, I do it with real estate offices, with hospitals between Lehigh and St. Luke's, because it's a very competitive environment. They realize that they need to work on the person and not the product, because the product's the same, right? But anyway, within the disc behavioral analysis, there's somebody, I'm gonna sum it up so we don't go into too much detail, a dominant personality, right, that makes up about this much of the society. There's an influencer, somebody that loves to be loved. There's a steady, stable, that's the yes personality. Majority of us are that 60% of the society, and then there's the compliant task. The DMDC are compliant. Now bring this in with what you talked about before, Cole. Imagine somebody, right? We everything we're talking about is me and my mind. But you imagine if you walk up to somebody that has an eye personality, meaning they're very influenced by what people tell them, and you tell them you can't do this. And imagine that person is 11 years old and you've been telling them that for five years and for the next decade. What are they gonna grow up to be? Stick to this, you can't do that, stick to this, you can't do that. So the personality plays a huge part, a huge underlying part in the decisions that we make, and the best part is we don't even know it. Right? Our habits that we formed, our blind spots in our mind. Cole may see that when I get angry, my voice gets loud. I never notice it. He's like, Mo, when you get nervous or angry, you you you speak to you're too loud. I'm like, really? I never noticed it. But those little triggers that happen, the dominant fears that we have, are a big part of how much influence does our subconscious mind have on us.

SPEAKER_05 17:47

Interesting. So you're saying the more say that again.

SPEAKER_00 17:53

I wish I recorded it. I hit it when my clients tell me that. Oh, this was so good. Say it again. I'm like, why didn't you record it?

SPEAKER_05 18:00

When things come out, like the the variation of how it comes out is in proportion to your subconscious and how much it rules you.

SPEAKER_00 18:06

So, so my personality, my no, my tendencies in a certain situation, combined with the doubts that my subconscious mind may have, based upon those tendencies, my decisions may, not not may, will significantly differ.

SPEAKER_05 18:28

Interesting. So for everybody sitting here, uh, how important is it to understand your personality and where you fall between those four things? Is it something that would drastically change your results in everyday life or your business?

SPEAKER_00 18:41

100%. I'm sorry, finish the question.

SPEAKER_05 18:43

Yeah, that's it.

SPEAKER_00 18:44

100%. I spend, I figure out my first corporate mistake that I did was when I worked as a shift supervisor at Pizza Hut when I was 17. I never forget it. And I got too emotional with somebody and I felt my power. I just got promoted. I'm a shift supervisor, and I sent somebody home, and all she was doing was just making an honest joke with me. I never forget that day. I rushed into a decision and I regretted it. Up until this morning, I am still learning things about myself. I swear to you, I am still learning things about myself that I did not know from my son, from my daughter. But do you guys know how I do it? I reflect on every single thing that I say and I do. Something that I do with me thinking and reflecting about it turns into an experience. So that's a very simple answer. But yes, when you understand your personality, it's good. But it's gonna open up the door, it's gonna open up the door to you realizing that the people that you're talking to are different than who you are, and it's gonna help you understand what their dominant fears are. Meaning, meaning a compliant person, a C personality. If you criticize them, the deal is done before you even continue, right? A dominant personality like Trump, right? And we're not saying he we're not talking politics, his right or wrong, but he he's a screaming D personality, like his D on his graph, the I I looked at it, his D is all the way at the top. Meaning I'm gonna do it first because I believe it's right, right, and then I'm gonna see what happens, the consequences later. But if you trigger a dominant fear in somebody, big boo-boo. Right now, if you know what their motivational environment is, like the eye personality, I'll give you the best example before I give it back to you. When I used to go to an interview for a job, and I could see the person coming in that they're an eye personality, they love to talk. I kid you not, the interview for an hour, they would spend 50 minutes talking, and all I'm doing is, wow, that's amazing. Your cat really did that? Wow, you're you're unbelievable. They hire me and they don't even know why. Just because I made them feel loved. Did you guys see it? So, besides what I'm selling, I'm gonna keep saying this to you. This has about this much to do with your transaction being successful. This much has to do with what you said, the personality.

SPEAKER_05 21:28

It's so good. I think of um specifically in us and investors dealing with mostly off-market deals, right? That's kind of like the gems here. And it's always how do we get the seller to say yes? How do we get this to work out? How do we get them to do this thing in our favor? And it sounds like by knowing how we're gonna react and how we kind of approach things, that'll be a huge piece. But it sounds like it's even more so knowing how they're gonna respond. So is there a way to determine basically where they're at and how their personality is on a quick basis or kind of by judgment, or I'm not gonna say quick or slow, but I'm gonna answer your question with four letters.

SPEAKER_00 22:07

Read R E A D. R means, and you're gonna see how what you talk about fits in. I'm selling this poll right there, right? Let's just keep that in mind. That's what I'm trying to sell. The R building rapport means that I'm gonna sit with the person, not say a word, ask them questions about why they came to see me. I'm understanding who they are. The A, no, the E, R E, the E, I'm establishing the need. Also, tell me more about the problem. You really haven't taken a day off in a year. What has that done to your relationship with your kids? What does that have done to your mental state of mind? The A advancing the tailored solution. A is where I start to speak. Well, do you think, Steve, if we do this, that might help you with your business? Hey Lucy, do you think your building that you've been trying to sell for the past eight years, if we do this, this, this differently, would that help? You know what, Mo, yeah, you're right. Lucy, do you think if we try to fix this mistake that you've done before, right? I'm advancing a Taylor solution. If you guys notice, up until now, I have not said anything about what I'm selling. The D, developing the commitment, that's where I start talking about my product. It may not happen from the first meeting. I leave clients sometimes, right? We shake hands, let's meet in two weeks, and I haven't even spoken about what I'm gonna do yet. It takes time. That's why, look, when you said quickly, it may not be quickly, and sometimes do over. Meaning, sometimes I get excited, I get a big old client that I've been trying to go after, and I can see that we're this close, and I jump very quickly to the D, and I see this start backing up, I reverse. I jump back to the R again and I start over again. I I cancel everything I'm saying, and I go back to step one. It's a game. You guys get it? The R E A D, forget what you sell. Believe me, nobody cares. People are gonna buy into you. Find your best version of your brand, of yourself, which goes back to the mindset. Fine-tune it and polish it. Figure out how to connect with the customer, and answer this one very simple question. If you're my client in front of me, in your mind, when you're coming to me, there's a sentence that everybody has. I feel something that whatever it is that they're feeling that they need, if you figure that out when you're applying the read process, before you even get to the D, you have them, but you they don't even know it. They're already gonna go with you if you play the game right. We do this workshop, it takes practice. Like one of the this is one of the sales strategy workshops. Apply, I call it applying the read. We don't even talk about the product that the client has. Because it doesn't matter, right? We talk about the con the sales conversation.

SPEAKER_05 25:19

Back to you, sir. I love that. I just I think of cold calls. Now, cold calls have their place, right, and they're valuable, but it never gets old when somebody calls you and you're like, hey, is this Nicholas Farrell? And obviously you know it's phony, right? And then they're like, Are you willing to sell XYZ main? And like, there's no relationship, there's no rapport. They went right to the bullet, and it's just it's I'm already angry, like there's no coming back from it, versus somehow finding a way to build that relationship and go through those steps. And I feel like that's where the best deals are found. And usually not one, but multiple after, right? They keep buying, so then they're coming.

Cold Outreach, Rapport, And Trust

SPEAKER_00 25:52

Exactly. I love that. I hate the one thing that shuts me down the most is when I'm at a networking event and somebody's like, here's my card. I would love to sit with you to talk to you about how about what I do, blah, blah. I'm like, how do you even know that I need it? Do you know? Like, really, you guys think about it, right? When somebody with all confidence comes up and says, I would love the opportunity to sit with you to show you how my investment portfolio will help you maximize what why I I'm broke, I don't have money. Right? I I just want the lottery, I don't care about money. Do you guys get it? It's sneaking up to them, combining it. Right? Let's put the whole picture together. The mindset, understanding your personality, understanding their personality, applying the wreath, all of it comes together to finish the transaction.

SPEAKER_05 26:44

I love that. That's so good. I want to take this now in a completely different direction and talk about something near and dear to my heart, which is burnout. Um most people that go through any kind of length of business hit burnout at some point or multiple times. I just do to combat it if you hit it, what are you doing wrong? Just can you talk to us about like the things that you've seen people go through and like what the problems are, maybe what the solutions are.

SPEAKER_00 27:10

I will tell you what I did, and then we'll try to talk about maybe like in a perfect world what you should do. But like I said it even before you said it earlier. When I was in corporate, I got burnt out. The expense accounts were great. I traveled well, I ate well on the company's uh dime, everything was great. But I would go back home, dad. Ah, you know, my soccer game was this. I miss you miss this, you missed you guys get the idea, right? I missed a lot of things at home, and I could not deal anymore with the corporate politics. I wasn't as seasoned and as as and as experienced as I am now dealing with people. I got burnt out. So what I did in all that's literally what I did. I said, what are my priorities? Right? What is it that I want? Is it money? Is it watching my kids grow? Is it having a big house? What is it that I want, right? And I visualized what that life that I want, and all the other pieces of the puzzle fell in. I was like, well, you know what? What do I enjoy? And this was the question I asked myself. And I keep I keep I was telling my wife about it. I told myself, if I won the lottery and I had money, I can't stay home, I would be bored. What would I do that I would enjoy even if I have money? And it was teaching and educating customers, clients.

Burnout, Priorities, And Time Management

SPEAKER_05 28:42

That's awesome. So earlier you mentioned this about taking time for yourself. I'm sure that factors into the burnout thing, which is not doing that. Of course. I think most of us here, at least speaking for myself, don't do that. So, how important is that? And how do you factor that in?

SPEAKER_00 28:57

Extremely important. You factor it in. Let me tell you, one of the courses that I uh I have with my clients is called a smart time management. And uh a printing company just signed up with me last week. Mike, he signed up with me to do that smart time management course. And it's because of that he's doing a million things and he doesn't have the time to manage his priorities properly. Part of what we do, Cole, learning to delegate to let go of things. You've got people that work for you. If they can do something, not as good as you, but 80% or 70% as good as you do, give it to them.

SPEAKER_05 29:38

Say that again, because I'm sure people miss that, and I know that is so good.

SPEAKER_00 29:42

So if I need to do something, right, and I have people that work for me, if they can do it at an efficiency rate of 80% compared to me, meaning what's a better way to say it? 80% as good as I can do it, give it to them.

SPEAKER_05 30:03

Are you saying then I should not expect them to be a hundred percent? Of course not.

SPEAKER_00 30:07

Don't no.

SPEAKER_05 30:08

Tell me why. Just because I know that's a fall process.

SPEAKER_00 30:10

Now you're going into leadership. Now you're going into leadership. Why? Because if I'm obligated to do this and I know I can do it 100% well in my sleep, it's an opportunity for them to grow. Which means as a leader, as a good manager, you sacrifice the perfection to give them the opportunity to do it the first time at 79%, the next time at 82%. Do you get it? But that now we're talking about leadership. Like a good leader does that. If I know there's something that I do every day, it means nothing to me. But this sales rep to go out to the field to meet with a client is his dream, give it to them. And how you can categorize it if you're a task-oriented person, like a D or a C personality, they don't understand it when I tell them that. So I break it down to them. If it's something that is urgent, that needs to be done, but it's not critical, hand it off to someone else.

SPEAKER_05 31:06

Alright, now you got me all excited about leadership. So can you give me a if you can pick, a top couple, three, whatever you want to do, biggest qualities of leaders that make them successful?

Delegation, Leadership, And Team Growth

SPEAKER_00 31:17

Give more than you take. Meaning one. And this was something that I read, it's not my my conclusion. But I read in one of the school books a case study that I had that the leader I'm trying to remember who it was. I think it was at UPS. Anyway, the leader gave a lot more to his team than he expected from them. Not even than what he actually took, but what he expected. He trained them open door policy, covered some of their mistakes, dealt with them as humans, rewarded them more than punishing them. Right? He gave more. That one is huge, I think. Plus the delegating. People think of delegation as being lazy. Delegation is actually helping your team grow if you do it properly. Do you guys get it? I would say without taking more time, those are the first two things that come to my mind to do as a leader.

SPEAKER_05 32:26

So good. Let me broaden that then and say, because I have a couple other questions, but I want to kind of cap off here, which is what are the top things that make somebody, let's say from in your experience, that make the business owners successful versus not? Are there a couple habits that the most successful people have? Or just what are things from your entire experience that you said this needs to happen?

Habits Of Successful Owners

SPEAKER_00 32:49

There's a lot. The first one I think, don't be stagnant. Don't take anything for granted. Nothing. If you have the biggest customer base that's been with you forever, they can disappear in a second. Meaning, do not rely on your existing customers, your repeat customers. Even if they've been there forever, they can evaporate, and I've seen it, I've really seen it, evaporate in a day. By the end of the day, they could be gone, right? So don't be stagnant, don't be comfortable, don't take your team or your customers for granted. And I'm telling you, like the things that I've seen clients do but by mistake. Do not assume, do not assume that a good sales rep or a good sales agent will make a good sales manager. I have managers that say I have this really good sales rep, I'm gonna promote him to be the manager. I'm like, well, have you ever seen him manage somebody? No. Have you ever seen how he's gonna deal with somebody if they criticize him? No. Do you get it? A good professional in a job does not mean they're gonna be good at managing people doing that job.

SPEAKER_05 34:03

I love it. So, so good. There's so much more I want to go into, but I want to go into kind of one of my favorite sections, which is I asked these same questions to every guest, and I love hearing the different uh responses. So my first one is you can kind of cater these to your industry, but what separates top-performing investors or business people from everybody else? You kind of answered this.

SPEAKER_00 34:25

Yeah, I think it's uh understanding that relationships in a business matter more than the product or service that you offer. Understanding that customers, clients discriminate, meaning they eliminate if there's ten potential people they can work with, they will eliminate nine and leave one versus pick one out of the ten. And if you really think about this, you'll understand how different it makes the client think, right? So understanding that, appreciating that things change in the market, appreciating technology causes paradigm shifts and everything that we do. People that pay attention to that stuff and they're not just running every day, right? Selling, selling, selling, but they actually take the time to think about working on their business versus in their business. That's what separates them.

SPEAKER_05 35:19

So good. What's a daily habit that contributes to your success?

SPEAKER_00 35:23

Every night I wouldn't say I mean, I wouldn't consider myself, you know, successful. I'm happy with what I do, but the one thing that I do every night is what I told you guys. I really go home and take about half an hour, especially if I'm driving from Jersey or New York. I have an hour drive. I sit and think about what I said and the reactions in people's faces based upon what I said, if it was good or bad, and if it was something that I can correct, I correct it the next day if it was a misunderstanding. But I take time to reflect every day.

SPEAKER_05 35:56

I love that. Every day. What is a daily habit? Or I'm excuse me, I just said that one. What is a piece of advice that would you would give to yourself if you were starting again?

Daily Reflection And Continuous Learning

SPEAKER_00 36:09

Habits and perceptions are not reality, meaning they're not permanent, meaning habits can be broken, meaning things that are ingrained in my mind can be different, can change, right? It's not even about challenging yourself or let's go out and do the impossible. It's just about understanding that the negativity in your mind may not all be real. And I'm not talking about you like doing yoga or playing martial arts, right? I'm talking about you in front of a client that you're intimidated by or a competition that you're intimidated by. It's not always real.

SPEAKER_05 36:49

So good. What's your favorite business book?

SPEAKER_00 36:53

What was it? Uh oh god, it was written by a consultant company, uh, a Navy SEAL. Do you guys know what you want to talk about? Extreme ownership? Yes. Extreme ownership. Thank you. I knew somebody would know it. I love that book. That's Chaco Williams, right?

SPEAKER_03 37:09

Will Willock.

SPEAKER_05 37:10

Willock. Willick. It's two guys, yeah. Love it. Alright, last question for you. What's your favorite part of owning your business?

SPEAKER_00 37:20

Helping people. Just what I'm doing right now. I just love having these conversations.

SPEAKER_05 37:25

I love it. I love it. Alright. Any questions? We got a little extra time, so yes, sir.

SPEAKER_01 37:31

From the people you've coached over the years who would like to take that big risk for the financial reward, whether for themselves or the family, what do you find are the most common things that hold them back from taking that punch? Is it judgment from others? Is it self-doubt? The fear of losing security of what they might already have.

Q&A: Risk, Doubt, And Execution

SPEAKER_00 37:51

All of the above, plus that they don't know how to execute, meaning this, and this is why they bring me in, right? A lot of I and I see it on LinkedIn. A lot of people post motivational stuff, and I see a lot of my clients, they spent thousands on motivational speeches and books, and right, they have those plaques up on their walls. What did you do with it? Well, I'm still reading, like they're busy being busy, so it's the self-doubt, it's the experiences that they had before, but then see, like everything. If you notice, it's interesting the things that you group together, those personalities we're talking about, if you parse them out, each one of those that you said would fit like a puzzle with one of them. Right? Like the see the complaint person, they're very critical of themselves, self-doubt. The S personality, they hate change. They're very stable. Very stable no matter what you do. If they're making 80,000 a year and they know they're gonna be making 80,000 a year for the rest of their lives, they will not take a$200,000 job that comes tomorrow. Do you get it? So all of yes, so it's I've seen all of the above. It could be all of them.

unknown 39:04

Yes.

SPEAKER_03 39:05

Um I I was trying to write down your exact quote, but you said um you were talking about training your mind to understand that this is going to be successful.

SPEAKER_00 39:14

I think yeah, I think I know what you were talking about.

SPEAKER_03 39:19

I think we then we got into the vision board right after that.

SPEAKER_00 39:22

Yeah, it's not true. Well, uh, can I reword it? Yeah, I think it's more that visualize visualize the end result of after you complete what you want it to do, that success, what it's gonna look like, and then trick your mind, or you will be tricking your subconscious mind into believing that that's the reality. Do you get it? I tell my daughter we first go to an interview, like when she's driving the car, say that you're gonna get this job, say that you're gonna get the right, say what it is that not even like say you're gonna do well in the interview, but no, the job and the money that will come from like build that world in your mind.

SPEAKER_05 40:05

Sounds similar to like assuming the clothes, just like assuming it's gonna happen. You're just fully like, yeah, it's happening.

SPEAKER_00 40:10

Exactly, exactly. Any other questions? anybody?

SPEAKER_03 40:16

What was read again?

SPEAKER_00 40:18

Build rapport, establish a need, advance a tailored solution, develop commitment.

SPEAKER_03 40:26

Commitment.

SPEAKER_00 40:27

Commitment. That's kind of like where you shake hands. How do you leave it up? Leave it off. What open-ended questions do you ask? What close questions do you ask? If they're hesitant, how do you bring them back to another meeting?

SPEAKER_03 40:39

And it was advancing tailored solution.

SPEAKER_00 40:44

Yes, sir.

SPEAKER_03 40:45

Any other tips like with um like reflecting, like you said, kind of like sit in silence? Is there any other ways you could say better reflect on the other thing?

Closing Techniques: Options And Questions-Only

SPEAKER_00 40:53

Yeah, there's there's one, but it scares me that you write it down. There is such magic in writing things down, it's kind of like a mirror to your soul. Did I really do that? But I would say writing it down. That's the other thing I think I could think of. Exactly what happened. Just what happened. Exactly what happened. Don't sugarcoat it. It's not an essay. Do you know what I mean? Like you don't have to perfect it, just literally write down as raw as it is what you did. Yes, sir.

unknown 41:32

So back to that read.

SPEAKER_02 41:33

You listen to first and you really connect with them, you understand the problem. Can you describe how you take that next step and then bring it into the closing side of the deal?

SPEAKER_00 41:44

Yes. Do you remember the part where I said about let's take it from that step? Do you remember when I said, Do you think if we do this, this, this, Lucy, would it help you sell the building? Right? This is where I'm starting to ease the way in. Because those solutions that I'm presenting will be completed by what I offer. Because here's here's the natural progress of the discussion, right? Oh, yes, it would. Uh, do you have you tried doing this before? That solution? No, I haven't. The person that you spoke to me before that you met with my competition, did you talk to them about that? Yes, I did. Well, why didn't you do it? Right? I'm learning intel about the others, what they're saying, do. And then I'll say, well, and this is what I do, right? Well, I have, and remind me to tell you like something else afterwards. I tell her, I have this workshop that we can try. From my experience, it has work to do this, this, this, this to solve the problem. But the one thing I want to add, I don't know how you guys do it in your businesses, but what works like magic is when you offer more than one solution, especially with the D and the C personality. They love to feel like they they won or they tricked you, or that they chose what they're gonna do. So, like, for example, I tell them, well, we can do a workshop for$2 just for the sake of example, right? For$2, or we can do like a one-month-long training program for$10, or I can give you a bigger package for you and your team for$100. I'm giving them choices. So when you give people choices, it makes them feel either they're in control or that you're not tricking them. And it lets you also not lose the sale. Because if I go right off the bat and tell somebody the$100 option, if they can't afford it, I lost. But do you get it? So it's it's still questions. Now, what I would like to ask you to practice is even up until the very last sentence, don't talk, ask. Meaning, pose everything as a question and let the client say yes. Even if it's up until signing the contract with you, pose it as a question.

SPEAKER_01 44:06

You're welcome.

SPEAKER_00 44:10

And you guys listen to your client, not for them to finish talking and you continue talking, but listen to actually hear them. You guys get like really when you stop talking, really listen to what they're saying. Don't just wait for them to finish so you can continue your script. It makes a big difference.

Listen To Understand, Not To Reply

SPEAKER_05 44:31

All right, sounds good. Well, let's give them a round of applause. Thank you.