Ep. 5 - Real Estate Mastery Systems | With Matt Miale

Some teams chase numbers. We chose to become the team that can hit them. This conversation dives into the operating system behind 600+ annual transactions and a clear path to 1,000: a daily 8:30 a.m. “Rise Up” huddle, radical accountability to results, and a simple rule that compounds growth, two consultations every week.

We break down the four agreements that anchor our culture. Show up to everything, because freedom can be fatal in a solo-heavy industry and cadence keeps momentum. Be accountable, measured by Sign, Sell, Set: did you sign a client, put a deal under contract, or set a consultation? Engage the world with five genuine new contacts weekly, fueling a sphere, repeat, and referral engine that delivers predictable volume. Do two consultations weekly and treat the consult like a performance worth rehearsing. Master getting the meeting, master the meeting itself, then deliver the promises you make. That’s how conversion rises above 90 percent and how a business starts to feed itself.

We also talk leadership ceilings and span of control, why growth stalled at 20 people until we added a field-level leader, and how scaling across Connecticut, Massachusetts, Rhode Island, and New York demands better people and simpler systems. The goal isn’t a vanity milestone. It’s becoming the organization that can reliably do 80 homes a month, learn where it breaks, fix it, and do it again with fewer cracks. Keep the calendar sacred, track what matters, and choose mastery before marketing.

If you want a practical blueprint you can use tomorrow, huddles, measures that matter, and a consult-first playbook, this one’s for you. Subscribe, share with a teammate who needs momentum, and leave a review with the one agreement you’ll commit to this week.

Transcript

Opening Banter And Intros

SPEAKER_01 0:00

There we go. Let's go. Let's go. We got a countdown. We are making it happen. We are in the house. We cannot real Mike Dooley. We're doing it. We're doing it. Who do we have? When you tell our guests, who is here? The real deal Holyfield.

SPEAKER_00 0:14

I love it. I love it. You know, I've always wondered like when you do like the real Mike Dooley, like it makes me feel like when I say my name is Matt Mealy, I should be like, I'm the real Matt Mealy. And like there's I haven't quite adopted the real yet. So is there like a level, like, is there a benchmark you have to hit before you can be the real? You know, as I see that in the world, like, when do you decide? Like, should I I think I'm the real Matt Mealy? I'm the real Matt Mealy.

SPEAKER_01 0:40

So I I agree. I think it depends on who the audience. If you ask my wife, they're like, who are you again? Yeah.

SPEAKER_00 0:47

So just to be clear, I don't think there's any impostors out there. I mean, I don't think that I have any. So uh, you know, to be clear, I am the real Matt Mealy. I'm not certain that there's any impostors trying to pretend to be me. Uh boy, that would be, I mean, it, you know, they they do say that that is the greatest form of flattery, right?

SPEAKER_01 1:06

It so is. I think the play, and I saw everyone do that, you know, all these famous people, but I thought, you know, when you think about real estate, so it kind of has that little bit of hook. It's like real estate and the real. I kind of wanted to balance it too. And and just kind of fun. You know, I had another show that I was doing a couple years ago, dually noted, and people love the name, you know, but you kind of bounce through, and it's like, okay, hey, a new form, new time. I'm actually starting my tenth year in real estate next year, uh, which is wild, you know, and I know we're gonna get into how long. Yeah, how long have you been uh doing real estate? Tell us, let the audience know too, if they want to follow the real. Yeah, the real tell them where they find you on the socials, channels, all the things.

SPEAKER_00 1:46

Best place to get snippets and content for us is uh the Matt Mealy team on Instagram or on Facebook, uh Matthew Mealli, my full name. That's pretty much where we, you know, we've got a YouTube channel where we do put a ton of our training content, a ton of our uh, you know, podcast content, other things that we do, but that's the best place to find me. Um and uh, you know, working on the same kind of stuff you're talking about, just expanding the network and and building a broader base of influence with the things that we think are cool that people might be interested in.

Socials, Team Scope, Market Footprint

SPEAKER_01 2:19

Yeah, and I was reading some of the like Cliff notes ahead of time. I was like 600 deals a year. How crazy is that, too? You know, it's wild. It's not like you're like in Miami, Florida, or you're in Tampa, Florida, you know, it's like Disney World, you know? Right.

Process Over Outcomes And Big Goals

SPEAKER_00 2:33

Uh I mean, you know, the people always ask that. I and I think I, you know, I know I you know, you and I've had a chance to get to know each other over the years, and like I think you probably can relate. Like, I don't feel like it's any different than when I was doing 50 deals a year. Like, like certainly there are parts of what I do every day that are different, but but I I think that I've done a pretty decent job of figuring out early in my career that you live the process, not the outcome. And so my days feel ultimately the same. I I wake up every day, I've got, you know, a plan in place. The plan goes out the window by 15 minutes in, uh, put out whatever fires I can, scratch, you know, scratching claw through the day to try to figure out what the hottest, most important, you know, thing is to solve in that particular day, get home, tell my wife about it, eat dinner, go to bed, wake up, rinse, and repeat. And so I I love the game. Uh, you know, I love the game. So, but but if you were to find Matt Meali in, you know, 2012 and see how my days went versus now, I don't think they're that much different from a pace and energy standpoint. Certainly where I spend my time, who I spend it with, the types of problems I'm solving are different. But I I don't um I don't wake up feeling like, oh wow, we're here. I'm still, you know, our our goal has been to sell a thousand homes in a single year, and that's been the goal for five years, and we still haven't done it. So, I mean, I've got a mountain to climb, and uh, you know, our high water mark was just under 600. We did 587 in a year um in the state of Connecticut. This year we're we're down a bit. We'll probably get to about 470, but uh, we have the addition of a Massachusetts team that did about 150 um as part of our network, and we just launched in New York. So part of our expansion model has always been for us to stay close to home. Connecticut, Massachusetts, Rhode Island, and uh um New York, which are all the states that we border. And it's just been very rewarding to organically grow. So I think we get a thousand this year between those four locations. I'm I'm feeling optimistic when I look at my roster and I look at our lead generation lever and I look at the production value, the production volume that we have coming into the year and what our expected growth plan is. I think that we've got, I think we get there. I feel pretty pretty good about it.

SPEAKER_01 4:59

So you had uh uh for me as like seven questions wrapped up in there. I know the audience want to hear. One of them is you talked about your schedule. Yeah. Would you just kind of, you know, I think it's always helpful when you understand, you look at leaders, you look at people like yourself. It's it to me, you know, people always go, When are you gonna retire? Yeah, you know, I've talked like Gene Rivers, I've talked to other people, and people always say, Gene, when are you gonna retire? He's like, I'm doing what I love, I don't need to. It's just different, right?

Daily Schedule And The 8:30 Rise Up

SPEAKER_00 5:26

I feel the same way. You know, there's a certain, and I and I have a couple of there's a couple of things I want to unpack in that. So, first, let me tell you about my schedule. So I am not a 5:30 a.m., 4:30 a.m. rise and shine, hit the cold plunge, get to the gym, eat a banana and a protein shake guy. It's not me. Um, I usually get to bed about midnight, between midnight and 12:30. I try to get to bed, I try to be asleep before midnight, but it doesn't happen that often. So I'll get between six and seven hours of sleep a night, which means I'm getting up between 6:30 and 7. Um, then I usually get up, I hang out with my kids in the morning, I hang out with my wife, I plan my day. And when I say I plan my day, I look over my calendar, see where I have conflicts, see where I have things that are not gonna work, see where I've overbooked myself or double booked myself, I clean it up, and then we have our morning rise up call at 8:30 every single day on the team. And that's how the day kicks off. Um, from nine-ish, nine, nine, nine feet.

SPEAKER_01 6:23

Can I applaud you on that? Rise up day. Is it called so it's called rise up day call? Yeah, we do it every day.

Why The Morning Huddle Matters

SPEAKER_00 6:29

We call it we call it a rise up. It's you know, just kind of my, you know, it's a huddle, it's what you know, other people call a you know, a lift off, whatever, but that I call it a rise up. It's just like because the joke is like if you didn't do it, you wouldn't get out of bed. So, so like we're just you know, we we have that kind of rhetoric on our team, um kind of busting chops a lot. So I know that I need to get everybody somewhere every single day. We're a team of 50 full-time agents, and and we all know like if we didn't have a place to be at 8:30, this business affords you lots and lots and lots of freedom to not be anywhere, to be wherever you want, to be in front of the laundry, to be washing dishes, to be prepping your meals. So, so we just have a standing rule on the team that at 8:30 we have a rise up and everybody's there, required to be there, not not you know, not optional. You can't miss it. You gotta be there, you gotta have your camera on. We do it, we do it virtually, it's not in the office. Uh, you gotta have your camera on, you gotta be attentive, you gotta be paying attention. And and my my thing about that is, you know, it's not a podcast, it's not entertainment, it's a huddle. Uh, we we expect participation in the huddle, we expect everybody to be present. So we do that every single day.

SPEAKER_01 7:33

Um, we go a little bit deeper. I love it. You know, it's something I've been toying with all my businesses and my company. If you think about market centers, they work really smooth in that way. 830, you know, it's just made that way. It's 10, 15 minutes. I feel like teams, people go back and forth on this, and I and I have, but I I love it. You know, I'm I'm already usually there. My morning routine's a little bit smidge different, you know, some of it is, and I'm not cold plunging in banana and all that stuff. I'd love that you said that. We need to make a poster after that. Uh I'd love to. My dream would be to do that, but it doesn't occur. You know, I'm usually waking my oldest daughter up at 5.20. She has shooting, she's a does basketball, so I got to bring her there. So my morning starts a little very sometimes. But I could be at the office at like, you know, 7.15, and I feel like some of our office doesn't start till nine. So I love that your huddle, you know, if anyone's listening and they're thinking about, hey, how do you get different? I saw a podcast or article that talked about just change your routine 15 minutes can dramatically change your whole life and business. What's a huddle? Are you planning that? Like, do you have a um a thing, you know, like maybe a Mondays motivation, Tuesdays, or whatever, or is it just there's a full cadence around it?

Culture, Accountability, And Early Warning Signs

SPEAKER_00 8:44

Um, we could go deep on this. So just so you know, like I don't want to, I don't, you know, there's a lot of stuff we could talk about, but let me let me talk to you about the value of the morning huddle. It's it's actually one of the foundational principles of our business. So so to to to hear this as deep as this goes, it's not a a byline, it's a headline for us. One of our we run our business and the agents on our team understand and are taught that we and when they partner with me, we have an agreement. And we call them the four agreements, not to be confused with the book, but there are four of them that we mandate that everybody who comes to our organization has to follow. There's four agreements. And agreement number one is show up to everything. What? Do you show up to everything. Show up to everything. Now, what does show up mean? So we define it all, right? What does show up mean? Show up means playing all in, attentive and engaged, the same way that you would at any other professional level, you know, any other professional level meeting or any other expectation that you would have. You have to show up in order to be considered playing the game. So there's a two-way street here. Number one, what happens when you're an agent who shows up to everything? Well, you get access to everything. It means that you get the maximum value that can be delivered to you. If that's a team meeting, if that's a morning huddle, if that's an afternoon training. And we keep my commitment is to not overburden the agents with too many things to do because what I really want them to do is go out and sell. So we've managed to set to find a really great balance between what we expect people to show up to and what the commitment is, right? So we want them to show up. It's about five to seven hours worth of stuff every week that we expect every one of our agents to participate in. From the morning auddle to a team meeting to, you know, uh uh Friday afternoon training. Um, there's a cadence behind everything. Pace and cadence is crucial in order to set good expectations and create a culture of production in a winning locker room. People need to know what to expect. So if you were ever played on a sports team, you knew when practice was. You didn't call the coach and say, hey, is practice still happening? You you actually even got to the point where the coach didn't show up for 15 minutes because stretching and calisthenics happened before that. So you create pace and cadence, and that creates unity and it creates expectations, and everybody shows up with the understanding, hey, we're here to play. So that is crucial. The thing that leaders need to understand about it is that it's got to be there's a few things. One is that when you implement something like this, it's also your greatest early warning sign for participation, commitment, and where people are at in the business. The very first thing that happens when somebody's struggling is they stop showing up. It's the first it's the canary in the coal mine. So what happens is if an agent is really starting to struggle, they're starting to question the value of the organization, they're not feeling good about where they're at, and there's a coaching opportunity there always. Whenever that starts, the first thing that happens is they start calling into meetings. They start saying, I can't make it, I got something else going on, there's stuff going on. And the the thing to remember is that this is not always an indictment of the team. Sometimes it's shit going on in their family that you that you as the leader have an obligation to check out and see what's happening there. And so that has been such a hallmark for what has created one of the things that I'm most proud of about our team, which is that you know, we have 50 full-time agents and we'll get over 600 units this year. You can quickly do the math and figure out what our per agent productivity is. And it's high. It's about four or five times the national average. And that's something that has been consistent because we run our team according to these very core principles. And one of them is we show up to everything. So it standardizes an expectation level. But the other thing that it does is it, it, whether you're the top producer or brand new, everybody's in the huddle, everybody's there. You see everybody every day. You get the you get the the communication path accelerates, which means that people are learning faster, they're getting they're getting to mirror and match the people that are succeeding at a high level faster because we're talking about wins, et cetera. So there's a there's this really deeper sentiment around it. It's not just because hey, everybody get out of bed. Although that's a huge part of it, which is everybody's got to get out of bed and show up somewhere. Uh the other thing that that comes from having the morning rise up every day is you you start to experience the the agent will get more of the value of the team faster. So like it's not on their terms, it's on our terms. We deliver the value, it's their job to get it. And so um, it's something that I find um it's it's just part of who we are, it's part of our culture.

SPEAKER_01 13:28

What's funny? So I had a coach one time, he said, you know, see that electric plug over there in your office? See how nothing's plugged into it? You know, when you think about a market center, you think about something to your point, you know, we got this elaborate training calendar, we have Thanksgiving, we have, you know, Christmas parties, all this stuff. And it's like, well, they come to one of ten things, they're never gonna get the value, they're never gonna get their business going, they're never gonna experience what you just said. And I want to go back to one point when you said someone's calling into meetings and they're doing that. Some people can go quick to, ah, they give up or do whatever. But I love that you said it's a coaching moment. They might have a divorce, they might have a death, they might have something going on, you know, a kid's sick. So you can go a little deeper to ask better questions, which is gonna help your culture, right?

Hitting 600 Units And The 1,000 Goal

SPEAKER_00 14:12

And who you are. More often than not, it's that. More often than not, it's not something that's got anything to do with you. It's something that they're just not prepared to face the world on that day. And they're they just don't want to be in an environment that's rah-rah, hey, hey, let's go. And so you you they they call in, they say, hey, I'm not gonna make the meeting today, or they just don't show up. Now I have a standard response to that. When people don't show up, and this is what it's like to be in our world. Like, if you don't show up, you're gonna get a text from me. Like it's it's a known thing. In fact, sometimes if you don't show up a lot, I make everybody on the call text you all at the same time. So I'll say, Hey, I don't see, I don't see Joe here today. Everybody take out your phone. Who doesn't have Joe? Everybody got Joe, put Joe's number in the chat. Okay, everybody on the count of three, I want you to type. Um, are you still in real estate? Do you still work here? Hey, we missed you. Um, Matt's calling, Matt's looking for you. Everybody make up some message. And on the count of three, hit send, right? And so the team agent then gets 35 texts all at once from the entire team, and they go, like, okay, okay, I get it, I get it, I get it. You know, so so again, the tea the concept for me is about look, I I didn't start a team to play as a lone wolf. I did it to play with people. It's it's I'm a collaborator, but I need, but I don't want to live a life where I'm I'm selling people on the value that I've spent a lifetime creating. Like it's that's a silly, that's a silly way to like we we believe in our value. We have a track record that shows that when you're on our team, you're gonna outsell your competition and we're gonna build a model for you that's gonna create a uh you know an outcome that is something that you know agents love. So when you come here, you gotta you gotta take the value, you gotta take it. Like, don't come to the restaurant and not order any food. Like it's okay if you don't want to eat here. You could go somewhere else, but but this is just what we do.

SPEAKER_01 16:05

So the morning obviously I was smiling when you were talking about everyone texting Joe. Yeah, it also does a subtle thing that that you probably think about and I think about too. It lets them know, hey, all these people are in your family, in your tribe, in your team. Because real estate is lonely, as you know it can be at times, even if you're on a team or a market center, and it just lets them know, oh, I got a whole people rooting for me. Everyone's dominating together, and everyone cares about me. And I I was smiling when you were saying that. Some people might be listening today and they might go, uh, I don't know. That's kind of like you know they're blasting him. I flipped it on its head, which I know you did, and it's like, oh, let me let me do a value reminder. You're in a tribe, you're in my tribe, and we're gonna win together.

The Goal Is Becoming The Team That Can

SPEAKER_00 16:45

I think kids would say, Dad, that's cringe, but it's not. It's but it's it's it's intended to be, you know, it's and again, that's that's like an every now and then everybody get you you you do that with your your franchise players that have been part of your organization for a long time. You know, but the but the reality is when somebody's missing, they hear from me. And usually and the message is always the same. Hey, I hope you're okay. I noticed you weren't here. It's not you missed the call. There's nothing punitive about it. It's a matter of, you know, you're you're part of this organization. We value you. We value you even when you're just sitting there and participating by watching. Um, if you're gonna be on the team, we need you at practice. And so we we just play that way. It's just part of who we are. So, you know, you're you're you're diving.

SPEAKER_01 17:31

I'm like, I'm gonna tell my wife, I might move to Connecticut or New York. I want to be on I want to be on this team. This sounds like a lot of fun. It sounds like you guys have a lot of fun. So, first you have the huddle show up. You said there's four things, right? I would love for the audience too. One thing, me and you could probably talk for 17 hours. I don't want to, I want to get to number two, three, four, a future pacing both of us together. Because I'm like, man. And then if people are listening, I think about my own organization, my own team. I'm like, you know what, we're doing good. But then I talk to great people like you too, and as you know, it's a journey. You said, you know, hey, might go backwards, but we have a plan, we have a vision, we're going to a thousand agents. If you're if you're recruiting against someone else, so say another agent went to maybe one of your competitors, they'd be like, Oh, what do you got to do today? 459, but they're not talking about the thousand. And I love that. So I want to follow somebody like you, where I'm going, okay, he knows where we're going, how we're going to get there. We're going to have the tools, we're going to have the process, right?

Breaking Through Unit Ceilings And Span Of Control

SPEAKER_00 18:29

Well, you know, the the thing that I remember learning somewhere in the journey was that the goal is irrelevant. Like, and I remember hearing it, and at first, when people hear that, it's a little jarring. They go, What do you mean the goal? Everything's about the goal. You set the whole thing in the goal. The goal is is ridiculous. The goal doesn't matter. What matters is do you become the organization that can do a thousand transactions? And the only way for so you we set the goal of a thousand, and there's there's all kinds of you know, reason rationale behind why that matters. It's not just a random number. There's there's you know parts of the state that we believe we get a certain amount of market share, there's a certain number of agents that we can help and families, and that launches us into our second uh objective, which is to get the 3,000 transactions across our four-state platform. But the the thousand simply means that we've become a team that can sell 80 homes a month. That's that's all it means. So, so when we did a month where we did 67, we were like, we're close. We're almost a team that can do 80 a month. What I know will happen because I've had objectives before is we'll get 80 a month long before we get a thousand. We'll get 80 on some given month, which will then test the system. It'll show us that our transaction volumes work, that our lead flow is on, that it'll show us and teach us that we have a team that can do it. And then it'll go from 80 to 65 to 50, and then it'll bounce up to 70 again. And at the end of the year, we'll say, Well, we didn't do a thousand, but we did become a team that can. And that's what the goal is for. The goal is to assess, can you do it? And then what are the parts that work? So, what we've learned, and what I say to the team all the time is we we once had a goal to sell 500 homes. And if our objective was to be a team that sold 500 homes, I mean, we just we just can mail it in now. I mean, that shit's easy. But the reason that we want to do a thousand is because the people in my world haven't yet met their personal objectives. I haven't met my personal objective. Like, we have more to do, we have more energy in the tank, and so we have to set a bigger goal to become a different version of a team. The challenge is you don't you don't know what your problems are gonna be yet because you've never done it. So, like it's a funny, it's this is the whole making peace with the process, and you know, that all of that cliche rhetoric of like, you know, fail faster and blah blah blah, and like you know, again, all of those things have tremendous meaning. But what people have to do is peel back the the saying and get to the nuance, which is that if you've never done something, you have what you're really trying to explore is where you're gonna fuck it up. Like what you're trying to figure out, and I know you guys you've got probably a big Midwestern, I swear a lot, I'm getting learned right, but what you're you could beep it out if you want, if it's a family-friendly show. But what what you're really trying to figure out is where are you gonna screw this up? Like, like what is the part that's not gonna work based on what got you to so far? So for us, what we realized is we were great at creating per agent productivity for top producers. We had a we were not really awesome at bringing in new agents and getting them into production. So we had to adjust and adapt and figure out well, to get a thousand, we're gonna need more people. To get more people, we can't just expect them all to jump in and be Navy SEALs on day one. We're gonna have to build the basic training in order to figure out who the Navy SEALs are. And and we're gonna have to, we're gonna have to model that and then scale it. And that's a lot you're gonna do. It's wrong a lot of times before you get it right. So, you know, it it speaks to the schedule, it speaks to what you said about Gene Rivers, it speaks to what you said about yourself. That I wake up every day to play the game. You know, I love playing the game. I don't, I don't really lose any sleep over not hitting the goal. The goal is the objective, which is going to make me a better. I know that I'll be a different leader at an organization of a thousand than I am today. I know that I'll be a different leader at an organization that's got a four-state foot footprint with 3,000 transactions than I am today. I I know, and that's the journey that I've signed up for. And so we just keep figuring out what works, what doesn't work, and then and then nailing on the thing that doesn't work until we get it right, and then just keep keep driving forward. And and that's that's the mechanism. That's what you do. That's that's the whole the whole machine. And all too often, agents that I coach, uh teams that I coach get really wrapped up in the but when do I get there? And it's like never, like you never get there. Like, there's no you're if you thought there was a destination in this, like you, you're in the wrong game. This thing is keep forever evolving and too, too complicated to figure out simply. Like it for sure.

SPEAKER_01 23:12

It's a journey. You had a couple things. I want to do something funny if that's all right. Yeah. Uh my six-year-old nephew, Smith, might be listening. What was the most units you hit again in a month?

SPEAKER_00 23:22

587. And not in a month. Oh, in a month, we did 63. One month we did 63. Okay, okay.

Finding Leaders And Scaling With Erin

SPEAKER_01 23:29

I I somewhere they had 67. Oh, and I was like, sorry, I said 67. Yeah, you're right. So you were gonna be playing every time Uncle Mike, it was like a football game we watched him last weekend, it was like the score was 6'7. Yeah, and he just died laughing with this whole 6'7 thing, and it kills my wife. She hates it so bad. So I had to weave that in. I thought was funny. But you said this too, and I think this is important. You said way early on, you said you the difference between 50 units, you know, 400, 500. And so where was there a threshold though where it was like, oh, 250 was hard to get to, but from 250 to 400 was easy. Was there some some breaks in there, you know?

Are You The Person To Lead At 3,000?

SPEAKER_00 24:12

Yes. Here's the thing that I think is really important. And again, this is why you have to have a great coach, because the unit number versus the volume versus like the economic models vary so much depending on your price point and what you're peeling off per unit, that for us at in in central Connecticut, where our market price was, you know, we we baselined at 200,000 for our for our uh for our goals up until 2020 when COVID came and our val and our prices went up. Um so so for us, the real challenge was break the breakthrough was like between 200 and 300 units. And that was also where I was still the dominant producer. So when we were living at 200 units, I was selling 50 to 60 homes a year, and I had a handful of top performing agents who followed our process that were doing between 20 and 40. And so we were able to break through. The challenge was once we started to try to grow past that, I had to wheel back my production in order to get more into the agent attraction business, right? Go and build relationships with agents, which was not something that I put a lot of energy into. The challenge there, of course, is you kiss a lot of frogs and you partner with a lot of people who don't adopt your system. So then you had to learn that and figure out, well, what are the parts of my system that are really attractive, that are easy to scale, that are easy for people to say yes to, that also are things that we can execute on and deliver easily. Um, and so that learning process was really tough. I think from 300 to 500 went really rapidly because we figured out how to get agents into our world. The next big hurdle for us has been really, I think of it like a leadership ladder. I I had to move from the direct line leadership of everybody because I I figured out that I have like an ab I have an above-average competency for uh span of control. So I didn't know you don't know these things about yourself until you fail, until you break it, you know. So what I figured out is that as long as the team was somewhere between 17 and 20 people, uh, between operations staff, leadership, and agents, that like my relationship capacity was strong enough that I kind of knew what everybody was up to. I knew where they were. Um, I had enough sort of insight and intuition to be able to check in on people enough. Once we got over 20 and the organization went to like 22, 23, or 24, every single time we'd start losing people. Uh somebody on the ops team would quit because something would so like every single time. So I kept hitting that ceiling and it was, oh, the problem is, Matt, you don't have anyone else. Like my above, this was this is that classic. Like your gifts are also your your your challenges. Like I had this above average span of control. So this ability to keep a lot of people close to me and know what was going on. But as soon as I went past that, there was no intermediary and no other, no other person that could do the same. And so then I went on a mission to go and find uh another leader. And that's that's that's a hard task, you know? And so because sometimes it's a person in your organization, sometimes it's not. Um, but when that happened, it allowed us to break through because then there was this group of people who we use the term map, they could map to her. Her name's Erin Anderson, she's spectacular. Shout out to Erin if she's listening. Um, and Erin came in as our director of growth and is now our director of sales, and she has really been able to fill that gap for the agents who don't map directly to me. So we sort of share production responsibilities across 50 agents, um, but the but a good percentage, 80% of them map to her as their leader in the role that she's in. That was that was the key. The hard part is when you're always the guy, and now you got to make it somebody, you know, there's a learning curve, there's a time, there's a time investment, there's there's a whole lot of things that have to happen in order for that to manifest. So we're in our third year in business together, and that was a big breakthrough for us.

SPEAKER_01 28:14

Uh I was gonna ask you this too, if people are listening, they're going, okay, he's gonna go to a thousand agents, excuse me, a thousand transactions, then three thousand in four states. I always wonder about this too. And you talked about you being above average in some uh business acumen, but are you the person to lead a thousand, three thousand? That that's something that I was thinking about too.

Keep It Simple: Calendars, Rooms, And Learning

SPEAKER_00 28:35

Yeah, it's a jury, jury's out. Um, I don't know. I mean, you know, again, I I'll say this with all humility, I am not today because I have not yet done it. And like those are the same sort of standards that I hold people to. Like somebody says, like, oh, I should be selling 50 houses, and they go, Well, I, you know, I think you're capable, but you've never done it. So how do you know you can? And like that to me is just firing people up. So the short answer is, will I become the person who can? My track record says I will. My track record says that I'm open to learning and and open to enough evidence to say these are the places where I need to change. And I'm experiencing it now. I mean, I'm in this, this, this past year especially, has been this real, real view of, you know, who am I, who am I bringing to the party, where are my shortfalls, what are my what are my strengths? And, you know, just very recently had a had an extraordinary experience around being confronted by, you know, a major deficiency in the business that's 100% my fault. I mean, they're all my fault, right? But so, but so like, okay, well, I fixed that one. So I'm working on that, and now we're gonna move on to the next. So um, you know, today am I the guy? Probably not. Could I be in the next two years? I hope so. I think so. Um, I think that I will. What I do, what I do know is that taking a lesson directly from Gary Keller is that your uh uh span of control is is vastly dictated. Your span of control in your whole organization is predominantly dictated by the quality of the people that you put around you. And so I believe I have exceptional people around me. I think that I'm really good at making sure that I the people that I'm in business with are quality. It's it's just, you know, I I'm not a huge fan of um, you know, trying to resell value properly. I don't just don't live well in that environment. Like if I'm not for you, it's okay. Like I'm gonna be fine. Um, so there, you know, whenever you feel the tension in a relationship, I'm I'm like a rush to conflict person. I go directly at it. And I see conflict sounds too harsh, but like I'm I'm I'm always willing to dig in and be like, what what do we got? What do we need to work through? Because what I want to do is I want to be in a place where I wake up excited and you wake up excited. And if we have a rift, like let's just figure it out, or let's decide that we're friends and we're gonna move on. Like those are both okay outcomes. Um so you know, the the the challenges every day are figure out what problems you're gonna take on and solve them.

SPEAKER_01 31:02

So if you're going to a thousand units, three thousand, you know, and how you've grown now, what what are you doing? You talked about coaching earlier. I heard that having a really good coach. What are you reading? How are you educating yourself? What things are you doing now if you're you're the audience?

The Three Things Agents Must Master

SPEAKER_00 31:16

You know, one of the one of the things, Mike, that I think is um, and again, these are all like things that I've learned about myself over the years. I I tend to distill things down to the simple. Like it's it's just sort of like I used to call it playing the game of low-hanging fruit. Like I I don't don't try to make things complicated, I try to make them simpler. And so I'm not, I think everything that like what we know is that if you have an exceptional calendar that that m manages and prioritizes the most important thing for you to solve in a given day, that you're likely to move the needle. What I also know is that if I put a new thing in my top 20% every day, I'm likely to never get anything done. And so the tendency because we get really bored is to constantly add new things. But the but the real path to success is to keep it simple. So when I'm focused on how I need to grow, what I do is I get around people that have already done it. Um I'm I'm a unique learner. I also learned this. I had a really, really good friend of mine, and I think a friend of yours, Eric Forney, point out to me once. He said, Hey, you know, um here's something I see about you, Matt. Like, you don't get coaching from a one-on-one coach. You go hang out with people. And that's a hundred percent true. Like, I have learned most of what I learn by getting in rooms and listening to people talk and asking questions and engaging in conversation. It's just a it's just a really valuable way for me to learn. So you'll see me out and about at events and in places, that's where I get most of my knowledge from. So, you know, at the moment, I'm rereading The Captain's Class. It's one of my favorite books because I feel like my biggest challenge right now is is leadership. I think that that like becoming even better as like a field level leader is the most important thing I could do. Um, but the objective at the moment is go find other leaders who can follow our playbook, execute it really well, and get other people to follow.

SPEAKER_01 33:20

That's awesome. Yeah, I don't know if you know Dave Johns, the Johns family, you know, brought Keller Williams to the Midwest, and he always talks about the KISS method, keep it simple, stupid. Yeah. We're on calls and I just smile, you know, it's just kind of a fun thing when you first hear it. But it is so true. I love you said that. Leaders, if they attempt to make it too complex, I, you know, and this is a sometimes I think through this, you know, can our maybe our weakest agent, not that you want to think that way, but sometimes can they understand it? Is it deliverable, is it snackable or chunked down enough for them to be able to go, okay, I got it. Boom, let's move on.

Four Agreements: Show Up To Everything

SPEAKER_00 33:55

I'll give you my my basic formula for that for any agent that's out there. Here's here's the couple things you need to know. Number one, there's really only three things you need to learn. Three. If you want to be highly, highly successful in this business, you need to learn three things. You need to learn how to set an appointment. Now, set an appointment means getting somebody that you've never met to agree to meet with you in a place that they've never been to talk to you about something that they know nothing about. So there's complexity in that. But at the end of the day, when you get mastery over getting somebody to say, yes, I'll spend my time with you to learn about this, that's number one. You have to learn to get someone to agree to meet with you. I'm not talking about a showing. Okay, showings are not meeting, showings are not consultations. That's that's not that I'm not talking about a showing. I'm not talking about getting a coffee. I'm talking about you should meet with me in order to discuss your real estate plans. If someone says yes to that meeting, you've accomplished the goal. That is set an appointment. That's number one. Number two, you have to learn how to master how to be an absolute assassin in that meeting. That one meeting. You you it if you were a stand-up comic or a professional Broadway actor, you would practice the monologue, you would practice until it was so refined down to the second, the pauses, the questions, the exact you master that meeting so that at the end of it, they would never think of hiring anyone else. That's the second thing you've got to do. You've got to figure out how to get them to say yes, I'll meet with you. And you've got to figure out how to get them, how to just absolutely crush it when they say yes, they will. That's either in a listing environment or by our console. When you get mastery over that, the only other thing you have to do is fulfill on the promises you made during the meeting. So, so whatever, whatever that looks like for you, the promises part is easy. That's like, I'll show you houses when you need to, I'll get you in, I'll help negotiate. I mean, that's the stuff that people think the job is. But that part is actually the easiest part. How do we know that? Because there's 1.9 million real estate agents licensed who go out and do it every day. They don't all do it well, but they do it. So it's not actually that high of a bar to be able to deliver a product that gets somebody from where from wanting to list a home to a sold home or wanting to buy a home to us to a bought home. So those first two parts, if you disproportionately spend your time focusing on how do I become a master of setting appointments and how do I become a master of delivering value when I get that one opportunity, then the rest of this business is simple. Just do more appointments and deliver more consultations. The rest of it will work itself out. So that's the simple. That's what I talk about. So then people go, but Matt, where do the appointments come from? Who do I talk to? But Matt, what do I say in the console? How do I, and this is like a huge part of where I say, well, that's the value proposition of our team is that when you come here, we teach you all of that stuff and make you a master of it. We make you a master of setting appointments with people that you already know, love, and trust, because 85% of our 600 transactions are sphere, repeat, and referral business. So now you're not talking about Zillow leads, you're not talking about pay-per-click, you're talking about building a network of people that already know you, number one. And then, and then the second part is we teach you a consultation formula that results in a 90% or better conversion rate to a side agreement. So, like, why reinvent it? We'll teach you exactly what to say, how to say it, who to say it to, when to when to tour the property, when not to tour the property, like how to pre-qualify before you get into the appointment. So we teach that. That's one of our key values, but that's that's the job. It's not that complicated. But we want to be Instagram famous and we want to have influence and we want to be stagers and designers, and we think that we're photographers, and like, you know, that's not really the job. It's not really the job. Well, are you I was in Connecticut?

SPEAKER_01 37:51

Are you a Patriots fan or no?

SPEAKER_00 37:53

I I was born and raised in New York, and it's sad to say that I'm a Giants fan. So uh it's been a rough season. I mean, it's I fortunately got a chance to go see that one game where they played the Eagles, and it felt like we might have a season.

SPEAKER_01 38:08

Yeah, you know, Dart and Scataboo and all that stuff. You got Glaymus Winston, you know, I went to Florida State, so he was my quarterback in Florida State. I was able to watch him win in the Rose Bowl, which is cool. But where I was going with that is Tom Brady, and just as far as leadership lessons, and just you know, I don't know if you're a sports fan or not, I'm saying people.

SPEAKER_00 38:26

Of course, being in New England, I'm a I'm a you know, you can't not be a Tom Brady fan for me.

SPEAKER_01 38:30

But he talks about the two-minute drill. And every when you were talking, I was smiling and I was saying you were talking about we're gonna teach you what to say, we're gonna teach you to have 90% conversion, is him. You know, when they interview him, he said the two-minute drill, I already knew I was gonna win or where I was gonna throw it. I knew everything I was gonna do for those two minutes, and that's exactly what you're saying is that you have that level of execution and that level of people in your organization. So I have no doubt a thousand is gonna happen. You know, it's just like you said, it's picking those four states, who else is gonna join your world. I do want to go back, you know, we were at show me was one, right? I want to know what was two. Uh, then then obviously finish your thought too.

Agreement Two: Be An Accountable Person

SPEAKER_00 39:10

Yeah, no, that that is uh, you know, the the you you just talked about it's it's who you partner with, which is the thing that will create or or sink the organization, is that if we partner with the right people, then a thousand is a foregone conclusion and we're already on the path. If we partner with the wrong people, then they could move us backwards, right? Because they that becomes disruptive. And and you know, it's like having it's like having Antonio Brown in your locker room, you know, which we all know that story. So it's the same, we we we use a lot of football analogies on our team. So so yes, there are four agreements. The first agreement is you got to show up to everything, and that is the the baseline that we know is the lead domino as to whether or not somebody's a cultural fit, whether or not they're gonna get the maximum value that the team can offer, um, and so many other things that we already talked about. The second agreement that we require, and I use the word agreement because I like to work with grown-ups, not children. And so, standards to me is is one of those same words that people use. It's like the standard of the team is this, but standard connotes a one-way agreement, like like I said it, so you must do it. And an agreement means, look, if you're coming here, I just want to make sure you're okay because this is what I'm gonna ask of you. And so that feels like a promise. And so when we get people to the organization, we say, I'm gonna need you to agree, which means I need you to promise you're gonna show up to everything. And I need you to promise that you're gonna be an accountable person. And so there's nuance to everything. So agreement number two is that you'll be an accountable person. Now, accountability is one of those buzzwords. What does that mean, Matt? What is accountable? How is somebody an accountable person? So, so we have a really simple way of measuring that. People who are accountable care about results. In my opinion, people who are accountable track what they do because they're trying to achieve something. They say, I want to lose weight, so I step on the scale, I look at where I'm at, I compare it to where I was, I make decisions today based on the information that I got, and then I move toward my goal. So we want accountable people and we want them accountable to results. So the way that that shows up in our organization is you must report your numbers five of seven days. Don't care which days, don't care if you report all zeros. In fact, I so don't care that I only need you to report three things. Did you sign an agreement with a buyer or a seller? Did you sell something, put a buyer or a seller under contract because a buyer found a property or a seller got an offer? Or if you didn't do either one of those things, which are the first downs in the business, moving toward the end zone, which is a closing, if you didn't do either of those, then you need to set an appointment. And so it's either sign, sell, or set. And accountable people understand the name of the game is get first downs to move to the end zone. The way you do that is you either sign an agreement, you sell a house, you get a house under contract, or you set an appointment with a potential person who has said, yes, I will meet with you. And so uh the agreement that people make when they come here is that they understand that there's gonna be weeks where they do zeros and they're still gonna look at it. They're gonna, they're they're forced to say, I didn't do my job today. The only thing I'm hired to do is sign, sell, set, and I didn't do any of those today. In fact, most days you're gonna get zeros because somebody that's wildly successful that sells 40 homes a year will probably only go on 90 to 100 consultations based on the conversion rates. So if you're doing 90 to 100 consultations, that means two-thirds of the year, you're not having any appointments, right? And that and that's that's a lot of zeros. But accountable people count their zeros the same way they count their wins. Accountable people say, I didn't get it, but I'm going next day. I'm going tomorrow. I'm going tomorrow. They keep running the play right through all four downs until they get to the to the first down marker or in the end zone.

SPEAKER_01 42:57

So you're in New York, what's your baseball team?

SPEAKER_00 43:00

I'm a Yankee fan. Yeah. I was gonna say so.

SPEAKER_01 43:02

Alex Rodriguez, right? Only only hit 30% of the time. That's right.

SPEAKER_00 43:08

So when you were talking, you know, thirty three hundred three hundred is an exceptional batting average. So we you know, we we live by the idea that you're gonna fail most days, like you're gonna get an F most days. You don't need to get an A every day. You just but you do have to track in order to plan to improve. You'll have weeks where you have two, three, or four consultations a week, but you'll also have weeks where you have zero. The thing is, is that if you if you are accountable, you won't let too many weeks go by at zero before you change something, right? And I use this example where how frequently, how you know, let's say, Mike, that you decide tomorrow's the day you're gonna start your new workout routine, right? And so you set your alarm for 6 a.m. or you already get up early, but you set your alarm for early, you set your sneakers out, you put your workout clothes on top of your sneakers, you're ready to go, everything's dialed in. You get up, the alarm goes off, you get up, you You put your clothes on, right? You get out in your car, and you're in Arkansas, right?

unknown 44:04

Yeah.

Measuring What Matters: Sign, Sell, Set

SPEAKER_00 44:04

So I'm in Connecticut, so it gets cold this time of year. So you get in your car. I mean, just getting in your car is a feat of Herculean strength. You get out, you get in the car, you start it, you turn the heat on, you get to the gym, you walk in, and then that's it. You stop right there. You don't get on a treadmill, you don't lift it, you just stand in the lobby. How many days in a row before you finally do something? Like accountable people will not let many days go by where they they count that as a win. So what we say is look, reporting isn't about what you report. It's about the habit of looking in the mirror and saying, I'm a person that's committed to my goal. I'm a person that every day moves toward my goal. I care about results. And so agreement number two is that you'll be an accountable person. And the way I know if you are is you're reporting five out of seven days. And you're again keeping it simple. I didn't ask for dials. I don't care what you do. I didn't ask for contacts. I don't care where they come from. I didn't ask for you to, you know, report anything that doesn't matter. I just want to know how many first downs did you get. And if you got none, no problem. You can get none as many days as you want, but you can't get none forever. And accountable people will figure out how to change it faster. So it's again, it's just it's it's managing top of pipeline activities so that people know what to do next. So that's our second agreement.

SPEAKER_01 45:23

I was gonna pause on there. I love that, just so you know that's awesome because too many times, and I've been in companies too or things, and I think about our own teams, our own companies, we're like, track these 17 things. And as you know, you're not getting real data because they're just like, ah, I got to fill this form out. You know, so I love that you're just keeping it so simple, it's like, okay, how do we get a first down and how do we get a touchdown?

Agreement Three: Engage The World

Agreement Four: Do Two Consultations Weekly

SPEAKER_00 45:46

There's there's a known uh error in the data, in data circles where people collect data that just because it is trackable doesn't mean it's meaningful. And so the lesson that I learned around this was early in my my team growing years, and I had an agent on my team who's a spectacular woman, still a tremendous friend, and she's retired. But she came to the team after having her own team. She was a top performer, top producer, um, and uh, you know, just really was looking for leverage and an opportunity to sort of build her retirement plan. So we were in business together for oh, I think almost seven years. But the thing was, as we were moving toward a team that had a higher level of accountability, a higher level of structure. Um, she was a phenomenal agent. I mean, excellent across the board. Five-star reviews, consistent, always producing between two and three units a month as a as an outcome. Um, but it was sphere-based business and it was business that wasn't based on years of activity and years of creating an outcome. And she had no problem with reporting as long as it wasn't a bunch of dumb stuff that she was never gonna do, like dials and contacts. And so the lesson that I learned in that was because I would go to these trainings and seminars where people were saying, Oh, no, no, you know, to run a business, you got to track everything, you're gonna track it all. And so I'd come back to the team and I'd be like, Well, I know she's never gonna do it. And so if that's she's never gonna do it, then I can't really in good conscience be a leader that says, well, everybody else do it, but she doesn't have to. Because what I'm really telling everybody is, guess what? That shit I'm telling you to count doesn't really matter because she's doing it without it. And so I said, So that can't actually be a thing. It can't be a thing because I really don't care if she if she makes one appointment and gets one sale, or if she makes 12 and gets one sale. I don't care if she makes a hundred contacts to get one appointment or one contact to get one appointment. Do I really care as a leader? Do I really is that is that really I'm gonna force her to do a bunch of activity that's gonna lead to no sum outcome? It makes no sense. And so I I just said, look, we measure what matters, and I'm not prepared to fire her over a thing that isn't actually gonna make a difference in her business. So I can't hold everybody to that to that level. So that was where it came from. And and the the truth is that it's given me freedom as a leader to allow everyone else in the organization to understand look, contacts are important. I'm not I never said contacts aren't important, aren't important. Contacts are important, dials are important until you're at a place where you're reporting the number that says you got an appointment every day you wanted to. Those are your mechanisms. But if you get them from an open house, because you're a master of open houses, which I was, I never did hundreds of dials a day. I was great at open houses. I was just good at it. I could go in, connect really quickly, get appointments, which meant that in an average week, maybe I did two to three open houses, which meant maybe I talked to 15 to 20 people. You know, my mech, my my conversion rates were extraordinary. My contact rate was abysmal. I'd have been fired from most of the teams that I learned from. And they'd be like, You're terrible. You don't do enough contacts. They'd be like, I do enough to get enough deals. So like, I don't know what you mean. So like I just distilled down the the complexity to what really matters. Signed, sold, set. That's what matters. If you hire accountable people, they get it and they figure it out. If you hire people that need to be managed on every single minute of their day, every single contact, every conversation, it's just gonna be exhausting as a leader. Yeah, so our third, our third agreement, and there's always the sort of fun way to say it, and then the tracking, you can tell, right? So our our third agreement is you must engage the world. So the the truth is that this is a business that requires human connection. This is not a business that is playing office. This is not a business that really happens if you're not out in the world talking to people. And so when you come to our team, we say, look, you one of the things you're gonna agree to do is engage the world. Now, we as an organization give you massive amounts of resources in order to do that. We do tons of VIP client events and we do community events, and we we have we have something for you to do every day. We're giving away a thousand pies this week. Like there's always something for you to do to engage the world, but that's your agreement. And I know if you're doing it, because every week you're required to make five new friends. And how do I know if you made five new friends, Mike? I know because you added five full, complete records into your database. Not internet leads, people that would recognize you in the grocery store. That's the the standard. So if somebody is in your database, in your sphere contact database, my expectation is that if you bumped into them at the grocery store, they would say, Oh, hey, Mike, it was great to see you last week, was great to meet you last week. So we encourage our agents to be consistent about going out and finding new relationships because our business is 85% sphere, repeat, and referral. We know that growing your sphere is how you get to the next level of the business. So if you add five people every single week and you get 260 in a year and you follow the basic mechanics of 6% conversion out of your database that are communicated to consistently with value over time, you know that you're gonna get between 20 and 30 at bats. You may you may strike out, you may miss your at-bat, but they're in there if you do the things you're supposed to do. So that's our third agreement that you're gonna engage the world.

SPEAKER_01 51:40

Well, you were talking about the lady that joined your organization, joined your team. Someone like her says she has 3,000. Now you're adding 260 a year. I love that. So they're always incrementally growing their business. It's like, oh, it's not gonna be a flat year, prior year. If you did, you show up and you have the agreement.

SPEAKER_00 51:58

If you follow these things, listen, it is an absolute guarantee. Like it's a guarantee. There's no scenario where what I'm outlining doesn't create a brilliant business for people.

SPEAKER_01 52:11

If they don't do number ones, the only thing that happens, right? They don't show up.

Mastery Before Marketing And Closing Thanks

SPEAKER_00 52:15

They don't show up. And and what what will happen is people will will agree and then slowly fade out. And then my job as the leader is to constantly get people back in compliance. Like it's just with without it being a whip, it's more of an incentive. It's like, look, what what you know we already know the lead the lead measures, like we know what needs what you have to do. The thing is, it's only four things. Like, it's not nobody says, hey, here's what I need you to do. I need you to become a social media expert. And I actually don't need any of that. Because remember, what why agents get so so confused and wrapped around the axle and they is they're again trying to do too much. You don't I don't know how many sales there are in Arkansas, but I do know how many there are in Connecticut. Every year, there's between 65 and 85, 80,000 homes that sell in the state of Connecticut. We're down right now, we have the lowest inventory we've ever had, so it's closer to 60,000. But that means that there's 120,000 sides every year. You only need 40 of them to have an exceptional life. Like, like you only need 40 of 120,000. Like uh it's not complicated. So how you get your 40 is irrelevant. Like will you get them from open houses or you get them from your sphere, or you get them from business to business networking, or you get them because you're amazing on social media, it doesn't matter. But what you do have to do in order to get them is you got to do these things. You got to show up, you got to make sure that you're accountable to the outcome. Otherwise, weeks will turn into months, months will turn into years, and you'll never actually have any idea where your business is coming from. You've got to go and engage the world and find people. And the last thing you've got to do, which is our fourth agreement, is you got to do the two. You got to do two consultations a week. It's a, it's a, it's the only way a sales business works is at some point you have to sit with somebody and deliver your value proposition in a way that gives them an opportunity to say, yes, you're hired, no, you're not, or not right now. If you did that enough times, twice a week at a minimum, it's gonna produce 35 to 40 transactions a year, every single year, consistently, because you know that if you did it twice a week and you work 48 weeks out of the year, you're gonna get 96 consultations. And you know that if you get 70% of those people to say yes to you, which we tend to beat that average, if you get 70% of those people to say yes to you, you're hired. Then you're gonna have 67 people that will actually have hired you. And just because they hired you doesn't mean they're gonna go under contract, but we do know that about 70% of the people that hire you are gonna actually go under contract. And so you're gonna have 47 people that go under contract. And just because they go under contract doesn't mean it closes, but we do know that about 90% that go under contract close, so you're gonna have 44 closings if you only do two consultations a week. The the challenge of, yeah, the challenge, of course, is that people they don't they don't do it consistently, and so they fall out of rhythm and then they, you know, they get rusty. It's like it's like trying to get up and hit a home run, but you haven't swung a bat in two months. So, so all of these things, our model around the four agreements is really just designed around keeping people fresh and consistent around the things that matter versus the things that don't. When someone comes to me with a brand new idea, I go, Cool, sounds awesome. Did you get your appointments yet this week? Like it's always my answer. You know, like it's like, I don't really want to hear about your bright new idea until you've mastered the basics. Like you, you know, it's like baseball. Can you throw, run, hit, you know, catch? Like that, that's baseball right there. If you can't throw, run, hit, or catch, it's gonna be a challenging game for you. You know what I mean? So let's just start with these things and then you can figure out how to do the rest, you know.

SPEAKER_01 55:52

When I come to you and say, I'm gonna hit a grand slam, here's what I'm doing. You're like, no, let's get the first base, right? Yeah. And as we're wrapping up too, I want to remind our listeners and everyone, where can they find you again?

SPEAKER_00 56:02

Yeah, so um at the Matt Mealley team on Instagram uh is the best way to you know kind of follow what we do, where I'm at. Um, I am doing a lot of teaching this year. I think we're booked for about 25 dates already, mostly all throughout New England. Um, teaching a couple of courses. One's called the Production Playbook, which is basically a breakdown of the core, the 12 core principles that we follow, some of which we talked here. Among those include have agreements, not standards. Um, so uh teaching the production playbook. I'm also teaching a course specifically designed only for team leads that are in the 60 million or above range, uh, people that are operating with between three, at least a minimum of three to five, um minimum of three to five uh employees and agents on the team, which is called the five core competencies. And that's a walkthrough of the five elements that you need to get mastery over in order to build a scalable, repeatable, duplicatable business that gives you predictable results. So I've got a calendar of events that are out there, again, mostly in New England. Would love to, you know, anybody can find me, find me on Instagram, and uh you could sign up for some of those.

SPEAKER_01 57:13

And you're growing to 3,000 uh units, as we know, a thousand to three thousand. Someone wanted to join your team, where are you looking for for people? You said New York is where you're growing now, right?

SPEAKER_00 57:23

Yeah, right, right now uh we're you know, we're always growing in Connecticut. We're uh we've just launched in New York. We have a really robust presence in Massachusetts as well. So, you know, anybody could reach out to me at any point in time. Um, either, you know, you can reach out to me through social media or you can you could literally text me. My cell phone number is 860-416-1815. We'd love to talk to you. We'd love to talk to anybody who's interested in being part of our organization.

SPEAKER_01 57:52

Yeah, as we're wrapping it up, anything else you want to share with the audience of the people? I can't believe it. I don't know about you. Me and you, I felt like we could have talked for like four hours. An hour went by, but you had it so packed full of just different nuggets and things that people can use today. I'm even thinking about my own team as you know, you think about 2026 planning, 2027 planning. I did for our market center, I did 2030 Vision. And you know what? There's so many things in there we make so complex. And we don't need to at all. I love that you said, you know, hey, two a week. That's all you need to do, and that keeps it really simple. It's like, you know what? To your point, you don't need to do 97 Instagram videos or 12 LinkedIns. We can get to that place if it makes sense for your business and where you're going. Let's do the two and we'll keep building on there. That's so cool and so easy.

SPEAKER_00 58:40

Start with mastery. You know, the the piece that I would end with is look, become an expert at the job before you try to become an expert at the marketing. Like I think that that is the part that that screws up more agents than anybody is that agents try to jump into, I'm gonna be an expert at marketing instead of becoming an absolute beast when it comes to set the appointment, dominate the consultation. Look, become so good that people would be crazy not to work with you. The thing that happens is if you're so good at those three things I lined out setting the appointment, dominating the consultation, and then delivering on your promise, your business will feed you forever. I think that's what I did. I don't think I did anything outrageous. I think that I was just darn good at getting people to say yes to meeting with me, delivering a phenomenal consultation, and then delivering all the promises that I said I would do in a way that made them feel highly served, exceptionally taken care of, and they delivered a five-star review. I didn't overpromise, I didn't make outrageous or outlandish um, you know, um promises that were were going to be hard to fulfill. I told them exactly who I am, how I work, and what we're gonna do. And they said, that sounds really good to me because it sounds like it'll get me what I want. And then I made sure that they got what they wanted. It's a very simple business when you understand it that way.

SPEAKER_01 1:00:01

So cool. I also want to make sure we thank our sponsor, Mutual Omaha Mortgage. Thank you for allowing us to do what we do and have fun and do this, but it's a great time, Matt. Great, great seeing you. Thanks so much for spending time with us. I have a ton of notes. I'm sure everyone else does. We don't want them crashing their car or anything, you know. So we want to make sure that they uh watch us on YouTube or Instagram or Facebook. But thank you for joining. Have a great, great week. Love you, man. Appreciate it so much.

SPEAKER_00 1:00:27

Thank you, Mike. Appreciate you, man. Thank you so much. This has been a lot of fun.