How to Build a $3M/Year Acquisition Team | Office Hours

Most investors are the acquisition team in their own business. They're the ones making calls, closing deals, and wondering why nothing moves when they step away.

In this office hours session, we brought in Tiffany and Josh Hai, who run a two-closer team doing over 200 contracts a year at Heels Homes to break down the exact blueprint for building an acquisition team that performs without you. Let's get into it.

In both the real estate space and the education space. Um, and that is Tiffany High and Josh Hi. So, I'm going to reintroduce again for whoever is new here in the in the in this calendar for ourreneurs that we have in our school. Uh, this is the prem master mastermind where you're going to have a few calls every week and there's a community of about 2,500 people. And today, we are going to talk about how to build a $3 million a year acquisition team with uh the best in the business. If if you know, ask me for my opinion, they're the best in the business uh teaching it and actually doing it with in-person teams. So, I'm going to be giving now um the mic to Josh and Tiffany. Hi. That we have them right here with Ace Garrett uh Google Meet. What's going on, guys?

>> Hey. So, wait, are you wanting us to present today or were you going to ask us questions? Because I assumed you were asking us questions. I wasn't sure. I can go back to my computer though if needed.

>> Yeah. I mean, if you guys have a presentation ready, set, ready to go, that would be amazing and you guys can actually run through it, but I'll definitely would love to start with the question is like, so everyone here is trying to grow, right? So we got Brian Payne, he's a client of ours, he's, you know, he's hired his first uh setters and closers and he's got to his first $50,000 a month with the help of ours and there's other people that are really uh up there. There's other people that are kind of growing as well as they do this um thing. I see Tony Javier in here. So, I'd love to know what are the mistakes and what are things that don't that you should not do in order to actually build an acquisition team that people really make a mistake on. I think that will be the first question and then maybe the first set of list of like how to not actually build it correctly. That would be good um to actually cover and then if you guys can actually go through any type of master class or presentation to show us how to actually build it correctly, that would be that would be great.

>> Do you want me to go back to my computer and bring up the shadow day PowerPoint slide?

>> Um, the shadow day power >> because we're going over how we build the team.

>> Um, sure. Yeah, you can go grab that.

>> Oh, I'm going to switch. He'll stay in here, but I'm going to go to my >> No, I disagree. Let's do this. So, let's first let's start with this question. We can talk through this pretty pretty quickly.

>> You say here.

>> So um, how to not do it. Here's the biggest mistakes I see a lot of people make. They they either run to hire friends or family and then when they do that, they don't have these are the things that I would like to break down depending upon what Tiff is thinking through. Um, once you find the right person, how do we make sure that we first and foremost onboard them effectively, right? What's the what's the version of good with onboarding versus the version of bad? Um, in order to do that, we also have to have a clearly defined sales process, right? So, what do those uh components look like? Then, when you onboard someone and they're following this process that you just trained them on, how do we hold them accountable? How do we set proper expectations and hold them accountable and performance manage them, right? What KPIs are we tracking and and how what tools or strategies are we using to keep that conversion skill set at its at its peak at all times? Um, so I think those are the things that that would make the most sense here to uh to run through. So the biggest mistakes is they go and they hire friends or family. They don't set proper expectations and they don't set their team up for success, right? And they also make the mistake of, "Hey, here's a script and go close deals." And that's all they do. That's their version of onboarding. That is that is not good onboarding at all. Or they'll say, "Hey, come sit with me and shadow me for the next week and then, you know, good luck. Have at it." That's not good onboarding either. They they need to know exactly what you want them to do and exactly how they go about doing it on a day-to-day basis, right? Um, other mistakes that people make is they they don't manage them.

>> Yes.

>> Hey, I'm uh I'm on I'm gonna share my screen if that's cool. That way we can follow.

>> Love that.

>> Yeah, go for it.

>> All right.

>> I love that studio by the way. It's gone to like a 17x upgrade since last time.

>> For sure. That's all Ace behind the scenes, man. I can't take any credit for that.

>> All right, guys. Um, this is like a section of our workshop. And just so you guys know, I just want to make sure you guys know how we Oh, shoot. What did I just do?

>> Looks like.

>> All right. So, um, just so you guys know what we look like in our, uh, educa or our real estate company, we have a pretty lean team doing a lot of revenue. So, we only have two closers. And a lot of times people come into our events and they'll have like two, three closers doing like less than five deals a month. And it's mind-blowing to me. Um, a closer should be doing at least a minimum of five deals a month or they aren't going to work here. And so a lot of times when I hear someone has a salesperson not performing at that level, it's typically I after I ask some questions, it's goes all the way back to like, how did you even put them in the seat? How did you onboard them? How do you train them every day? How do you track their metrics? How do you hold them accountable, etc. Um, so we have a pretty lean team right now. Um, so, uh, real quick, I mean, you guys can unmute yourself and shout it out, but like, at the end of the day, how do we attract top talent? Just shout them out.

>> Uh, you brand yourself, media, or >> Upwork.

>> How else?

>> We attract top talent through things like growth, culture, um, benefits, pay structure, leadership, etc. Right? And so like we have to be putting this kind of stuff out there if we want to keep talent. Okay. Um, one of the big mistakes we see in building an acquisitions team or sales team is that a lot of people have this mindset of, well, a few different things. Um, let's talk about W2 versus 1099. How many of you guys have salespeople right now?

>> Do a lot of you guys already have salespeople?

>> Looks like a handful do. Tiff. Yeah. Let's uh let's comment in the u chat if you guys.

>> I don't know how to look at the chat.

>> How do I look at the chat um while I'm speaking? Hold on.

>> All right. So, put in the chat if you guys already have salespeople. Ryan says yes. Um, Brian said yes. Taylor said yes. Ron Meyer said yes. Perfect. Are they W2s, contractors? How do I share my screen and see it? Oh, right there. But how do I >> 1099?

>> Like if I go over here, how am I going to see the chat?

>> Like most of them have 1099s. Most of them have like contractors.

>> I don't know how to see the chat while I'm sharing my screen. Just a heads up. So you guys, Josh or someone might have to >> Yeah, most most are 1099. Okay. So, all right. Let's talk through that. Do you guys see my thing right now?

>> Yes.

>> All right. So, a lot of times people choose 1099. Just let me guess for you because I can't see the chat. The reason why you're doing it is for a couple reasons. One, you think that, oh, I want to hire someone that's hungry and commission only and they got to go after all this stuff, whatever. Or you think, oh, payroll is expensive, so you don't make them W2. Um, but I think we can all agree and let me know and someone can read the chat to me. But do you guys want someone that's bought into you long term?

>> Yeah, for sure.

>> Yeah.

>> Okay. So then why are we asking them to be their own boss?

>> That's something you guys can answer. I actually am curious like why do why do we think that they're going to be with you long term if you're asking them to be your own boss?

>> Yeah, that's true.

>> I I have an opinion on that. I'm generally I like to hire people that are kind of entrepreneurially minded um just to help kind of bring new ideas and kind of grow the business. At least for me.

>> Yeah.

>> Why do you think they have to be an entrepreneur to bring new ideas? I don't I don't think they have to be, but just that having that mindset kind of helps. Um, and and if they can manage their own time, it kind of helps me understand they're more motivated. But um, yeah, buy-in is is huge. So I'm kind of open to hearing what you're saying.

>> Ron said because he's been a contractor himself a lot and he gets paid as a contractor and he does really good good job as it so relates it to himself.

>> Okay. And >> Mhm.

>> Go ahead.

>> I would also say cuz you um they are a sales commission mostly and whatever it is that they kill, they eat. So that's why a lot of people hire essential contractors.

>> Okay. So tell me like what kind do you want someone with like I'm just curious, they like do you guys want people that want to have a career with you? Yeah, for sure.

>> Okay. Career doesn't equal entrepreneurial thinking, right? Per se, like I shouldn't say that, you know, when I was in my career, I was like from a cognitive perspective, I would consider myself fairly intelligent. So, I could be innovative, I could be entrepreneurial, but within the company. And a lot of times people are like, "Eat what you kill. I want you to be entrepreneurial." And then they get confused why they leave you. And it's like, well, yeah, you asked them to be their own boss. You asked them to think like a boss, have their own culture, their own core values, pay their taxes like a boss, but then you don't want them to be a boss. That makes no sense. And then when we talk about legally, let's talk about the legal side of it, right? Um, if you are a 1099, you technically can't hold them accountable to a result. You can't train them. You can't set their hours. You can't technically give them equipment. Um, you can't tell them when to work. But my guess is in order to get the best performance for your company, you should probably set the right hours, set clear expectations, have one-on-ones, train them every day, um, manage them by the data, track scorecards to get the most out of it, no matter what the industry is, right? Like, do you guys agree with that?

>> Yeah.

>> Okay. So, then the next objection is normally like, well, W2 is expensive. I don't know what's more expensive to you. Hiring a 1099, they're out the door in six months and then I got to recruit the next person. All that time lost, deals lost, um >> wasted marketing dollars, >> marketing dollars, everything, right? Um, so it becomes like this rat race and the eat what you kill is not really a thing like it used to be years back because today inflation is so [ __ ] high that people, especially people with families, but even the young ones, it's like they aren't going to perform for you if they're coming into work and they don't even know if they're going to make their basic rent payment.

>> Jeff, I got I got two things to add to that, too, if you don't mind me uh chiming in. One is just the talent pool, which I'd like you to talk about here in a second, but you can also absolutely pay someone 100% commission who's also a W2. So, there's ways to structure it that way as well. Um, so don't let that if they're commission-only mindset of they've got to be 1099 to do that, you don't you can structure it in other ways.

>> Yeah. And so guys, I used to have this mindset too. So for like the first several years, my sales team was 1099 and I learned lots of lessons. But at the end of the day, for me anyways, I wanted to find some people that wanted a career with me, that they wanted to move up in title and pay, that they wanted to be somewhere long term, that they value stability. And being a 1099 commission-only is like a hunt. And today with inflation and groceries and rent, what I highly recommend is that one, you want to be able to performance manage them. You can only do that legally if they are an employee. If you're doing it as 1099, just be ready. You might get sued. Um, and then two, I want to manage their hours. I want to manage their performance. I want to manage them based on numbers. And you can't legally do that if they're 1099. So the talent pool, right, there's like a funnel and if I pay commission only $10.99, there's like a there's only like a select very few percentage that'll even apply for the role. If you do like a base, like a small base plus commission, even if it's $10.99, you still might get a like you might widen that. Um, but if you offer health insurance, a small base and commission, your talent pool is significantly bigger at that point. And a lot of times people will say, "Well, I don't Health insurance is expensive. Do you guys feel that way?"

>> Yeah.

>> Okay. So, um, how much do you think it is? Just let me know in the chat. I have the chat up finally. How much do you guys think paying for your employees' health insurance is?

>> Maybe at least $500 a month per employee.

>> Do you have you guys never gotten it quoted? Like officially gone to a broker and gotten it quoted?

>> Nope.

>> Okay. So, we're we're just gut guessing it, right? I'm I'm pointing that out because you're making an assumption that we haven't necessarily done the due diligence to know the actual answer and then it holds us back from having the operation that we want to have and it's just a knowledge gap, right? Because I remember um years ago there was so much good talent out there that would not work for us because of health insurance. And my father who's owned several companies is like, why are you so afraid of health insurance? And I'm like, because it's expensive. He's like, well, how much do you think it is? And he's like, "Well, you haven't even done the [ __ ] job of finding out how much it is. It's all in your head." Right? And so, um, when we first figured this out, we went out and got this quoted with a broke, uh, three brokers, and by state law, you only have to pay for employee only, not family, and you have to pay 50%. So, you can get plans, guys, like you can pay probably $150 to $250 a month for employee only for decent insurance. Like we pay $20 and something dollars a month and we have really good insurance and I think we can all agree that if someone is selling 50 to 100,000 plus a month for you, is it worth providing health insurance at a couple hundred dollars a month?

>> I think the answer is yes. Do you guys agree?

>> Yeah. Does it work with international employees too or is that mainly for >> So with international, you can you can pay for their health and by the way, their health insurance is super cheap. Um, there's like uh I forget what it's called, but most of your international people will actually know the company and and say, "Hey, I would like to provide you health benefits," and there's like companies you can go buy their health benefits for them.

>> Okay. Um, so,

>> So I just really encourage you guys and in the US, um, you can, uh, do what they call vesting. Um, so like you can have the employee vest for like up to a year, I think it is. So we have ours start at our company and vest for 60 days. So day 61 is when they become eligible for health health insurance. So by then, guys, when you see our 30-60-90 day expectations when they start at the company, um, like they're already bringing me a return on investment by day 60 anyways and if they're not, they're not going to be working for us. So the only there is no like risk plus it's a couple hundred bucks. So, like if we're not willing to risk a couple hundred dollars to bring in top top talent that's attracted to that, then we really need to like reconsider what we're doing here. Now, like for VAS overseas, the health insurance is like crazy cheap. Okay. Um, I'm going to have Josh start this, but when we talk about acquisition sales in general, like culture is going to be the number one thing that drives their performance. Especially with like phone sales and if you're in our industry, like you're not talking to selling Ferraris, you're selling to people that are going through divorce, debt, hardship, etc. So without culture, right? Like they're not going to stick around because it can be depressing to have conversations, especially if you're not in an office environment. So like we're physically in an office and we also have VAS as well. Um, so we do lots of different things to create culture, but ultimately like they aren't going to stick around if they're getting bitched out by people all day and we're not creating this environment of energy and winning. So Josh, do you want to go over this?

>> Yeah, for sure. When it comes to building culture, uh, first we have to understand that we as leaders, it's our job to create an environment that is conducive for growth. So when you look at leadership and management, these are two words that are interchanged, I think, far too often. There's a clear difference. A leader is focused on growing someone, growing their skill sets, growing their capacity, growing their mindset. Whereas a manager focuses on the like the inputs, the the duplication of dials, the duplication of uh appointments and offers and contracts. It's they know that if I put these inputs into the system, I get this result out of it. And they focus on managing these inputs to get that predictable output. So as a leader, not a manager, as a leader, in order to to to drive the team to grow and individuals to grow, we've got to create an environment that is conducive for that kind of growth. Um, and and that culture is going to it's going to lead to behaviors, right? So when we create this environment, we are either doing it intentionally or unintentionally. And we don't want to do it unintentionally. It should be very intentional. But that culture is going to create and drive behaviors. And those behaviors are going to create and drive the results or lack of results. So think of this. If it's okay and I allow people to come into the office two, three, five minutes late and it's like, "Oh, it's okay. You know, you're here now. Let's go ahead. Let's get on the phones." Now, I'm creating this belief that the details don't matter. And because the details don't matter, when when we make an offer and we don't handle the objection the right way after they say, "I want to think about it," or whatever their objection is. If we don't follow the process and we lose that opportunity, it's because we set the standard that it's okay to be late. Therefore, the details don't matter. And because the details don't matter, it doesn't matter when I'm on the phone with the seller. And then when that happens, I now lose the opportunity. So, how do we go about creating the culture intentionally in a way that's going to move the needle towards the result that we want? So, Tiff, if you go to the next slide here, first and foremost, two components. First, it's um it's core values. So, you have to clearly identify your core values. Now uh then you also want to make sure that you have the culture theme and standards. So our theme is be a champion. So now we have to go through and say, what are the standards? What are the things? What exactly does it mean to be a champion? Well, first and foremost, we believe as a champion that winning is a habit. We've got to have winning habits outside of the office. Right? When we are I I've seen when I was uh in my career right out of college. Uh when I was consistently learning something new every day, I was focused on developing my skill sets. Uh when I was taking care of my body, um I was in the gym. I was focused on being the best version of me. When I showed up to work, I won at work. Now, as an entrepreneur, same thing. When I was winning outside of the business in my personal life and developing myself, I would show up in the business and we were winning in the business, right? So, I've seen and lived and fully believe that winning is a habit. Second, focus on being 1% better every day. Now, we all have these goals that we want to achieve and you should be goal-oriented and you should be striving for something, but you don't have to wake up tomorrow and be a completely different person. So, all we have to do is focus on waking up today and being just 1% better. A small fraction better than the individual that we were yesterday. And if we wake up every single day over the next 365 days, over the next year, we will wake up and be uh 20 no 37 times better just in one year focusing on being 1% better every day than the person we were the day before. Imagine that compound effect over uh two years, five years, or even 10 years, right? We we want to wake up today with the idea of we're pursuing being the best version of ourselves. Then we have E plus R equals O. E stands for an event. There are events that are going to happen. You might make mistakes. In fact, it's human nature to make mistakes when we're on the phone with a seller. And if you miss an opportunity because of a mistake that you made now, which is the response, right? I want to manage my response, which is then going to dictate the O, which is the outcome. If I lose an opportunity and I have a negative response and I'm pouting and I'm moping and it affects my next phone call and I lose another opportunity, then that's a negative outcome. But if I have the response of, you know what, I messed up. I'm going to go to the sales manager. Let's review this call. Let's get coached up. I'm going to make sure I don't miss an opportunity like that again. That's a positive response that's going to lead to a positive outcome. So, we want to make sure we're managing our R factor, is what we call that. Then, uh, we want to pursue everything with excellence. Pursue everything with 11 out of 10 effort. If we win the game, right? For example, if if we land a deal and there were areas in the sales process that we missed, cool. High five. Good job. You got the deal. But we still have room to improve. We've got to strive for excellence because in the future, missing that one thing is going to cost us. So, we got to p uh pursue perfection. And 11 out of 10 is the standard. Uh, red line. I'll let Tiff talk about that here in a moment. But then the last thing here is no BCD. BCD stands for no blaming, no complaining, no defending. Take extreme ownership for your results or the lack of results. Okay? We don't want to blame other people. We don't want to blame the leads. We don't want to complain about the market. We don't want to defend why we did this or why we did that. We want to focus on being a winner and being a champion. So, Tiff, do you want to talk about the red line?

>> I have a question though.

>> Yes.

>> Go ahead.

>> So, how do you guys come up with this core values? Because I feel like a lot of people, they just come up with like uh, you know, they they come up with like very regular words or not even a sentence to be like core value, respect, core value, love, you know, things like that, which is okay, I guess. But how you guys actually come up to with legendary, actual, meaningful, intentional core values.

>> So, let me go over that in a minute. But these aren't our core values. These are what we call themes and mantras.

>> So,

>> Um, these are like when we're in the interview process, we're going over this. So we and we want to make sure that the person across the table like they jive with this because not everyone will, right? Um, and so we are we are athletes, so like this is who we are. Now, if someone maybe didn't come from an athletic background or whatever, they might not like resonate with this and that's okay. We're just not a fit for each other. Um, but like this is the standard we operate by. So our core values and our themes. Um, so the red line, let me go over that real quick. So when you come to our office, if you guys have ever heard of Urban Meyer, championship winning coach, he wrote a book called Above the Line. And what he did was on the football field, he uh painted a red line and he said, "Hey, there's a time and a place for like, look, we all have like family drama, friend drama, sickness, all this stuff going on. But when you cross the red line onto practice or a game, like leave your [ __ ] at the door." So, at our office, we have red tape over the door and we and we explain that in the interview and it's like lived by in our culture. So, um, for example, uh, it was funny not long ago, like Coach Steve, who's one of our coaches of our students, >> um, it happened to be one of those days where like all of his students weren't taking action and he was getting pissed off and he stands up and he's like, "I'm going to cross the red line because I got a shitty attitude right now." Okay. So, like he knows like that's our mantra. He caught himself, he went out in the hall, walks back in and he like lived it by example. Um, like if you're on the sales floor and let's just say Brandon on my team's girlfriend broke up with him last night or something and he comes in moping and all this [ __ ], you're going to see someone on my team tap him on the shoulder and be like, "Dude, red line. Go cross it and when you decide to get your [ __ ] together, come back in." Now, if we didn't set that as a theme and a standard in the interview process and everywhere in our operation, Brandon would be like, "Fuck you." Right? He'd be defensive because he'd be like, "What do you mean? Don't tell me what to do." But it because it's a standard and a theme, he's like, "Shit, you're right. Like, I agreed and committed to living by these themes." So, he'll go across the red line. Right? So, like because we set the standard, right? A lot of people think, and we'll get to core values next, but a lot of people think, "Oh, core values are like this fluffy [ __ ] you put on a wall." No, they're this standard in which you operate in. So, um, before we get into core values, Josh, go over this real quick and then we'll jump into how we understand the core values.

>> Yeah. So, a lot of people always ask us when I'm hiring people like, "What behavioral profile am I looking for?" And, um, I think in certain roles, it makes sense to look for specific behavioral profiles. You don't want to have a project manager who doesn't pay attention to detail, right? So, um, the thing though is we're not looking for like one specific profile and I'm going to talk on acquisitions because that's the main um topic of this conversation. Um, but in acquisitions, you know, back in, I think it was 2021, I had our entire acquisitions team take the predictive index uh, behavioral assessment. And my goal was to stand in front of everyone in the industry and say, "This is the exact profile that's going to that you have to go hire in order to have the high-performing team." So, of all the people that took the assessment, not a single one of them, mind you, I had about eight or nine people take the assessment, not a single one of them shared a profile. And it made me take a step back and I was like, "Wait a second, what the heck is going on here?" And as I was talking to some of my friends and peers in the industry, it became clear to me that when when you have a clearly defined, proven sales process, you don't have to go find this rockstar of a salesperson to plug them into it in order to get performance on the back end. Instead, because we have this clearly defined sales process, that system, that process allows people's natural given talent to thrive. So, what we're looking for now is an ideal team player, not a behavioral assessment. So, the ideal team player that we've defined for certain roles are what you see here, a core value fit. First and foremost, if we don't align on core values, it'll never work. Second, are they coachable? If you're coming into the organization and you think that you just know it all and you're not going to live up to our proven sales process, that's going to be a problem. And not only that, think about the culture that that creates. If I have Brandon on my team following the sales process, but I have uh Connor over here who's like, "Nope, I'm an expert at sales. I've been doing it for 20 years. I'm going to do it my own way." And then Brandon's being held accountable to the sales process, but this guy's not. And so then Brandon's like, "Hey, why why am I getting held accountable when he can just do his own thing?" Right? It creates an environment that uh we we don't want to be a part of. Okay, that's not the culture that we want. Third, we've got to be growth-oriented. This kind of ties into being a champion, right? We we want someone who's focused on being a champion, who wants to be the best version of themselves. And then they've got to have job-related skills. So, in acquisitions, you don't have to have sales experience necessarily. You could be a bartender who's witty, who who can communicate clearly and I can plug you into the sales process and you can perform. In fact, we've had a track record of doing that. We've hired bartenders in the past. Um, so Tiff, I don't know if you have anything else to add to that or maybe even talking about um even the transaction coordination position if you want, or we can move on to this.

>> No. Yeah, let's move on to core value. So we have obviously we own Results Driven Coaching and that and by the way, guys, I don't know how much you guys know about me and Josh. We own Heels Homes. That's our real estate side. We did over like 200 contracts last year. We've been doing it forever. 1500 plus houses. And then Results Driven is we take your experienced investor and help them scale and build out their teams. Because guys, a lot of like newbie programs out there, no matter what industry you're in, they're there to like get you to understand what a contract is, talk to a seller, and do deals.

>> There is a big difference between doing deals and building a business that does consistent deal flow. And the only way you ever have your time back is through leverage. Leveraging people, systems, and processes. You'll never be able to scale anything without people. Okay? And so, a lot of times, I get it. I used to be there where we would bring on people like throw them a script. We'd be pressing go, shadow me, like you just be going on the fly because you're trying to figure out the company in general. But I promise you, like it ends in a disaster. I know I've had to press reset before.

>> And so I come from corporate space. I spent 10 years traveling all over the country and I was at one of those companies where you threw core value. I couldn't tell you what their core values were. I didn't even know they had them, to be honest. And we're really big. So we spend about 30 to 45 minutes on a core value exercise in our interview and then we reg core values on day one of employment and then we cover them literally daily, I feel like, in our operation. So we're constantly um we have like a win wall in our office. We're complimenting people in meetings based on, you know, did they live by something in the core value, but these are the standards and um, so for example, when I come out to my when people come to our two-day workshop, which is now virtual, I'll give you an example. I come out in the very first 30 minutes of the workshop and I'll be like, "Hey guys, you guys can see the banner. I'm not going to read all these values to you, but I do want to point out a couple. One is respect. So all of you paid money to be in this room. Can we all um say yes if you can agree that if you walk in and out of these room and the door is making noise or you're chewing food at the thing, like can we all agree like that's disrespectful to other people that have spent money being here? Yes. Okay. Well, then can I hold you accountable to that? Yes. Okay. Now, what happens during the event? It happens every event. People will go out, take business calls and I'm like, "Hey, I can't change the trajectory of your business if you're not in the room and you paid me to do that. So do I have the permission to challenge you?" Okay, cool. So now when I go up to you in the hall and I say, "Hey, dude, you told me to change your business. I can't do it if you're not in the room." Or, "Hey, man, you keep coming out of the room." You'll probably be like, "Yeah, yeah, you're right. You're right." But if I didn't set the standard and it wasn't on the banner, you'd be like, "Fuck you. You're a [ __ ] >> wouldn't you?" Like, I really do. I think that's what you would do. And so because I set the standard and said, "This is how we operate when you're in this space." They don't get offended. They're like, "Shit, you're right. I'm in your space. I asked you to impact me and I'm out here doing this. The other one is um like success as you define it. I'm not here to like tell you you should do 500,000 a month, 100,000 a month, 50,000 a month, whatever you want. It's my job to get you there. That's my job. So if someone on my team is trying to convince someone to go after 100,000 a month or whatever, like that's not what we stand for. We are here to let you define your goals and we help you get there. That's our role in this and we live by that. Okay. So, let's go over to Heels Homes. Like this is the Heels Homes one is our internal like company core values. I'm not going to go through all of them, but like I'll go through an exercise with you guys real quick, but like commitment, for example, just because we all have a different perception of what commitment means, right? And so in the interview process, I'm going to explain these in detail and say the version of good and the version of bad. And you either jive with it or you don't. Right? So in commitment, it's like, hey, if you put something on my calendar for 10:00 a.m. and you show up at 10:05, that's not [ __ ] commitment. It's disrespectful for me. And so like I had an employee once that they were always like, "I said I would do it. Like, what does it matter if it's by 5 today or this tomorrow?" It's like, well, that's just not how we operate here. Like, set a clear expectation with a timeline and live to your timeline because everyone else works around it. Okay. So, what we do in an interview is if we used to way back in the day be like, "Oh, what are your top three core values and why?" And like they're not idiots. They're going to be like, "Integrity." You know? And so, Estebana, do you have core values in your com or who's someone that doesn't have core values right now? I want to do an exercise with you. Is there anyone in here that doesn't have company core values right now? It's okay. No shame.

>> Yeah, for real.

>> This is actually going to help if you're volunteering to go through this exercise. It'll help you.

>> Yeah, for sure. Is there anyone that wants to go or is there someone in here that like you set your core values because you think that's what you're supposed to be?

>> I'll I'll volunteer.

>> Okay, let me bring up a Google Drive link real quick.

>> Tiff, you want to go through all three people or do you want to go through two just for time's sake? I'll just do two because we got to get off here in 20 minutes. All right. So, what we do in the interview, second, >> we we can only do one right now. So, um, what we're going to do is in the interview, I'll say, "Hey, I want you to name three people." We're not going to do all three because we don't have time. And um, that, you know, and they know you that you look up to. So, like if you look up to Michael Jordan, but he doesn't know you, we can't say Michael Jordan. So, typically it's like coach, mentor, friend, mom, dad, brother, sister, blah, blah, blah. Right. Yeah.

>> Spouse. Okay.

>> Yeah.

>> So, all right. I want you to name the first person.

>> Um, my father-in-law, Glenn.

>> Okay. Name. Let's talk through like five things of what you look up to in him. Um, he takes the time, you know, anytime someone needs something, he takes the time to give them their his full attention.

>> Give me an example like what you mean.

>> Like um like anytime you need something and there's an emergency, call him and ask him questions and he helps out.

>> What would you put, Josh? Patient. Uh, I think I think like selfless service or or giving.

>> Or just present.

>> Yeah, present. There we go. His word.

>> Okay. What else?

>> Um, I don't know. It's interesting to think about like why you look up to someone. Um, incredible businessman. Uh,

>> very nice.

>> Yeah.

>> Do you admire someone that you look up to?

>> Um, he's out of the box thinker. He's very creative.

>> Yeah, definitely problem solver. Yeah.

>> So, let me ask you like when you say that, do you have employees right now or No?

>> I do. I have six. Well, but they're all $10.99. So,

>> Okay.

>> Well, let me ask you, like, do you get upset when someone comes to you with a problem, but they don't come with any level of like solutions?

>> Um, I'm a pretty patient person, too. So, I I I hate doing things twice, so I I have a hard time with that where I'm like, haven't we already talked about this? Like, you know, there should be a solution. So yes, I I can see that.

>> Okay.

>> So Tiff, remember he also mentioned earlier in in the conversation today that he looks for entrepreneurial type people, which I think leans into that exact thing that that you just wrote down.

>> I think guys, sometimes we confuse like entrepreneurial with like problem solver, creative, intelligence, all that. That's not the case. Um, I don't want to get into that right now, but just keep that in mind. Um, let's go on to the next thing. What else do you look up to him for?

>> Um, his faith. Like he has a really strong faith in God.

>> I resonate with that one.

>> Boom. All right. What else?

>> Uh,

>> One more thing. Um, he doesn't take life too seriously. Like even if he's got a serious uh problem to solve in front of him, like sometimes he'll just like like, "Hey, come here. Watch this super funny YouTube video." And and I'm like, "We don't have time for that." But I don't know. He's he's fun. Yeah.

>> How would I put that, Josh?

>> Ace, what are your thoughts on how you describe that? Hold on. Thinking um but I you know >> it's the purity, the purity.

>> Yeah, it's like finding the fun in any given situation. Like knowing that even though you might be going through a hardship, there's still something good, maybe an optimistic outlook.

>> Um, there's still something good to find to make it enjoyable or or worthy.

>> Um, optimistic, light-hearted, fun in all situations, doesn't put too much pressure on daily life.

>> Yeah.

>> Okay, let's go to the next person.

>> Um, Tony Robbins right now.

>> But does Tony know you?

>> No.

>> Okay, so we need someone that knows you, too.

>> Oh. Um, gosh, uh, probably uh Jack Bosch. He's a huge land um coach. Yep.

>> I know Jack. What do you look up to him for? Um, he's just super um I don't He's very driven. Yeah, he's like if there's He's He's loves to figure things out in a big way. Like like we did an entitlement project together and he was just all in even though he didn't know the ins and outs of it and he >> resourceful.

>> Resourceful. Yeah. Super willing to learn and just figure it out. Yeah.

>> Sounds like a problem solver too in that if you can do resourceful problem solver.

>> Yeah.

>> Oh, gotcha. All right.

>> Um, he shares he's very giving with his knowledge and open to Yeah. Um,

>> he's very strong family man. Um, family first in everything he does. Like he's in the middle of a webinar, he'll still take a call if his daughter calls.

>> Do you have kids? I do have three kids. Yep.

>> Okay.

>> Yeah. Um, and he's really smart. Um,

>> yeah, if he doesn't have the information, he'll get it. But he's he's super smart and he's very flexible. Like rolls with rolls with the punches. Okay. So, since we we only have so much time, do you guys see common trends?

>> Oh, yeah.

>> Giving, selfless, problem solver, family, faith, like these pretty much kind of go hand in hand. And so, when I'm in an interview, I take about 30 minutes to go through this. And I I ask a lot more questions through every bullet. So, I'll be like, "Oh, tell me more. Explain that. Like, give me an example." Because I want to deeply understand you as a person. So I do this before we go over our core values. And the reason I'm doing that is because I don't want you to be like, "Oh, integrity because of this and that because of this." I want to know you as a human and like what actually makes you tick. And this is how you come up with your actual core values because my guess is my guess, right? I'm a family person. I hope most of my team, right, if they don't tell you this, I'll cry. But I hope they tell you I am a family person through and through. Okay? So I have two girls. I don't want to miss their stuff. Like I want to be there for them. And so, you know, we're called Results Driven for a reason. Now, there are times, right, like our two-day workshop. I don't know what's going on in your life, but you got to be at our two-day workshop. We're throwing an event. But on the day-to-day like

all I care about is let's get our damn job done. But if your kid has something at 2 p.m. and you miss it, dude, it's on you, right? Because like you can work at 8 PM. That's what you sacrifice to go be at your kid's stuff, just like I do. And so I value that intern not just for myself, but I want my team to live by that.

Okay, um, another one of our core values, like, is faith. Now, we are faith, uh, we are believers in Jesus Christ and all that, but, you know, not everyone shares the same faith. But that also means that let's say I go to take a property down and I decide to hold it as a rental instead of rehab it and whatever. The team has to have faith that I'm making the best decision on behalf of the company and there's a bigger picture behind it. If, um, uh, for example, Ace is behind the camera right now, I don't know every, I don't understand all the ins and outs of paid ads, but I have to have faith that he's doing the best that he can do to drive our cost down, right? Like there might be gaps and there's things to fix and there's problems to solve, but I have to have faith in my leader that he is doing the best that he can do in that given moment. Does that make sense?

Now, when we challenge those things, we're not living by our. Now, that doesn't mean that I can't go to him and say, "Hey, um, I don't think we're doing XYZ, right? Let's blah blah blah. Let's adapt. Let's do that." That's different. It's but I have to, I hired the person for a reason. Like, I have to have faith that he genuinely gives a [ __ ] to hit the goals, right? Even if something's not working. Um, and so what we do is we go after, I get to know you. Now, to give you an example, I always give this example because I'll never forget Stephen, who works for us. He was in his interview and he went really deep about he put his like ex-girlfriend or, uh, wife, whatever she is, um, on the thing and he, the first thing he said was, "I don't actually like her." But, um, but he went through all these values and they were all about how the kind of mom she is for his kid and I was like, damn, that takes a like a bigger person. You know what I mean? Like it just like that stood out to me of him as a human. And so I jived with that as an owner. And so I got to know him deeper by doing this exercise instead of just being like, here's our core values and move on. Does that make sense? And what it allows you to do in the interview process is both of you get to know each other and make a decision of like, do we jive with what we value every day? And the last two interviews I was personally in where I did this exercise, both individuals cried. They cried and I was like, "Why are you crying?" And they're like, "Because I've never had an employer care this much about me to like know what I actually value." And, um, so I just really encourage that because, guys, sales is a sport. It's like it's sales is energy. And, um, and so we really want to make sure that if someone's going to be on a floor where like they're getting rejected all the time, that we value the same things because the second you create this unified alignment environment, you'll have people for life. Like people have been on our acquisitions team for five plus years now. But that wouldn't happen if they didn't like jive with our core values and our standards in which we operate by. So I wanted to spend some good time on that, even though, and I hope that's okay with you guys, because I can't stress how important this is.

Now, if they're virtual, I get this question a lot. How do we do this if we're virtual versus in person? If you were to come out to my office, you'll understand like we have music going, energy, joking, all this stuff. So, in Slack, if I go to like team sales, you know, every time you get a sale, they're saying, you know, whatever. And look at the whole team's pumping them up, right? And then we'll do like spiffs or contest and we'll pair people up and we'll call them like team tiger, team panda, team whatever. And then we're just like doing whatever it takes to create this like celebratory environment. And don't get me wrong, we're called results driven for a reason. Like we want to hold people accountable to a result and a standard, but I will testify on behalf of our entire leadership team that if for any reason you aren't performing, we are doing everything we can to make you successful. And if it doesn't work out, it was likely an employee gap, like they just didn't take the action because we pour into them. And, um, so anyways, I think it's really important for you guys to see that because you need to create that environment for people to just like give a [ __ ] thrive and not, um, waste, you know, your marketing leads.

Real quick, with with about 10 minutes, I don't know if you want to just show a glimpse of the interview process because everything we're talking about right now is finding the right people and putting them in the right seats. I also want to touch on the onboarding components and then kind of like, uh, the ongoing training and development from there.

Yep. So, I'll breeze through this since we don't have a ton of time. We do a phone interview first. Um, why do we do that? Because it weeds out. I think here's some of the questions, but it's like, what is your expectations, summary of benefits, here's the hours of the operation, here's the physical requirements, like, is this even remotely what you're looking for before I put you in front of and spend the owner's time or the leader time with you, etc. From there, we then go to a second Zoom interview. Potentially, it's not always, but this one is like a 10-minute meet and greet. And the reason why we'd start doing this was because the phone interview might get them good enough to get in front of us, but then this recruiting firm was like putting [ __ ] in front of us. And we would, we would bring them into our office. We're like, [ __ ] now we're stuck with this person for 60 to 90 minutes. And we didn't want to waste our time like that. So the Zoom interview is like a, hey, I'm Tiffany. Um, I'm your direct report potentially. I just want to ask you a couple questions. And then it's really like, what are you looking for? Oh, tell me a little bit about you. Type that. Because I think we can all agree in five minutes, you're going to know if that personality-wise even like jibes with you at all to even continue to want to work like in another interview.

So then we go into an in-person interview and this one is most important. So we do what we call a surprise working interview. And, um, we didn't have time to go through all the details, but we want to make sure, guys, that we're like, this is a sales process. We want the talent. So if we want someone that wants a career, we got to show them a career path. We got to show them pay structure where they can get incentivized, how they grow, because people want growth. That's the type of person we want to attract. So in this, we show them, we either write this on the whiteboard or we, if it's a PowerPoint, we show them that if it's virtual. And what I want you to notice is like, it goes up, right? Because we want them to think up. I can grow up physically. So they, I, I'll explain, hey, a lot of times we start as a follow-up specialist. We have a base plus commission. Here's how you get promoted into a senior follow-up specialist. And then depending on the skill set, you can either grow up to the left or if you want to be a closer, we can grow up to a closer. They're both just as valuable, but they have different skill sets. And then we walk through all of that. And then we talk through the different pay structures. Um, and the reason we do this is because we want them to be like, "Oh, I can grow here. Even though it's not a huge company, if I do XYZ, I can grow in salary. I can grow in commission. I can grow in title."

Skills.

It doesn't matter if you're small, right? Then I go and one of the big mistakes we made in the past was we would explain pay structure, but I don't think we did it as in as detailed as we do now. And when you're talking about pay, I think we can all agree like the second someone even questions their pay when they start, they're out the door. So we give the big picture and then I don't have time today, but like we go through the detail of examples of like, here's the example of we took this down as a rental, here are the numbers, this is what you got paid, why you got paid it, etc. So that it's like black and white. But we say, hey, if you come in as a follow-up specialist, there's like, um, you know, a six-month time period to build your queue. Once you build your queue, if you're not making 48 grand a year, like you just aren't performing, you won't have a job anyways. An average person's 50 to 60, high performing 80. And then we explain the behaviors of a high performer. So, for example, with a closer, after you build your queue, if you're not making 78 grand a year, you just won't have a job in general. Now, let me tell you, we've had people make 200, 250, 300, but guess what? They worked seven days a week, like 12 hours a day because they were money hungry. They took calls within seconds of them coming in. They took calls at 10 p.m. at night. So, if you're like, "Hey, I want to make money, but like I'm not willing to work seven days a week, whatever." Then don't plan on this high performing. You're probably going to be between average and high performing as long as you have a great skill set.

And I want to set realistic expectations because I don't want them to come in and be out the door because they thought they're going to make 150 grand coming in from 9 to 5. Like, that's just not going to work with us. Okay? And that's fine. You want to weed them out. You want to set realistic expectations. Then we go through our, um, I don't have time again to go through all of it, but we have base salaries, individual commissions, and if you're a closer only, we have quarterly bonuses, and there's a tier structure to it. So, we walk through, hey, we have, and the reason why F specialists don't get the quarterly bonus is because they really do clock in and clock out. So, if they want to make more money, yes, they can work more hours. But like the closer, we have an expectation and they sign that they are responsible that if a seller says, "You want to close 10 p.m. Saturday, your ass is closing 10 p.m. Saturday." So, it comes with more responsibility. And because of that, we give them a tier structure. So, if in quarter one, um, this is outdated in numbers, but like let's say they hit $250,000 in closed profit in quarter 1. Well, then they hit tier two, so they get an additional 2% back to dollar one. Um, then we have a, I'm not going to go over all this. I don't have time. Um, but then we have a team bonus. Why do we do this? Because a long time ago, we had a mentor that like believed in sharky shark environments and he's a jackass and it created a toxic environment. And so I all of a sudden had this sales floor and they were like hiding leads, stealing [ __ ] like all this stuff because they were competing with each other. And there is a level of healthy competition, but for the company's behalf, we want them working together, not against each other. So as a closer, they have. By the way, how you should, in my opinion, set your base, go to your local like Best Buy or Target or something and say, "Hey, what is your entry-level sales associate make per hour? Match it." And every market's going to be different because then you have this big wide open funnel of people that are willing. They don't want to work till 10 p.m. in weekends. They want to make more than their base. And so if you can match that and give them work-life balance, oh, and give them commission and it changes their life, they'll be loyal forever. So there's like a big pool of retail people that are trained in these really good structured sales environments in corporate and now you can bring them in and change their life. Um, but the team bonus is not huge. We do six-month bonuses. It's different in results driven because like when I sell you a ticket to a workshop, we transact that day. So it's very different. We can do it by the month, you know, whatever. But in real estate, like they can't control if the seller closes in 30 days or six months. So, we do January 1 through June 30th and July 1 through the end of the year. And, um, ultimately, the reason why we do that is we make it where all their minimum standards, we add those up plus one deal, and that is what the team has to hit as a company, and then they all get bonused the exact same. So, let's just say it's a $4,000 bonus or a $3,000 bonus. Now, when Brandon comes in, if his girlfriend breaks up with him and he's in a shitty mood, the team now can be like, "Dude, cross the red line." And by the way, you're impacting the whole team's pay when you do this. So, like, show up for the team, right? So, now they're like collaborating. They know that it's impacting the man to the left and to the right. And so, they're not going to be selfishly thinking, right? So, it builds culture. It builds it. And the other thing, guys, it allows you to build your pipeline of talent because if somebody is going to quit, which is human nature, people are going to leave your company. You will likely have a feel for that person, but they're likely going to stay until that bonus gets paid and leave right after it because we make them sign an HR document that says, "You have to be employed at the company in order to receive this, no matter if you're fired or quit." Which means I got to feel 30 days out like this person seems whatever unhappy or disgruntled or not performing, whatever. So I know like, ah, probably there's a chance, so I'm gonna start recruiting now so I'm not caught off guard right after that bonus. Right.

Um, and then.

Question you guys have, do you guys have an internal HR that helps with all of that or do you guys have like external HR and payroll? Like, is that all?

So, we do it internal now, but we're big enough. Before, um, like ADP or Gusto, which those two are the ones I'd recommend. They are used to taking mom and pop shops and turning them into like W2 or whatever. Um, and so they'll do everything for you and then they have an HR arm that helps small businesses and you pay like a stupid low fee. It's like a joke.

Cool.

But they make sure everything's your paperwork's in line, all that. And we can, I can always come back on for Reston and like go over all that in detail. But, um, ultimately Gusto or ADP, if you just Google them, like just drill them with a bunch of questions and go to your chatbot and just say, I'm thinking about going from 1099 operation to W2. What are the questions I should ask Gusto?

Okay.

Okay.

Um, then in the working interview, we say, "Hey, uh, we'd like to do a 30-minute working interview. Is that cool with you?" You're going to know real quick if they should be a salesperson because they're going to be like, "Yeah, let's go." Or they're going to be shaking and having a panic attack and you're be like, "Yeah, I don't need you." Like, I need someone that's like ready to get it. So, I tell them, "Hey, I'm not judging your performance. You know, like you're never going to know the script by now, but what I'm going to do is give you our specialist script. Read it out loud a few times. We'll role play. And then, um, ultimately, I'm going to come back in the room. My goal is I get you on the phone with three sellers." Why do I want you to get on the phone with three sellers? Because one, I just want to make sure that you put yourself in the shoes of the job and tell yourself if you're going to like it or not. I also want you to meet the team and I want to give you feedback as you are on the phones and just, you know, I want to give you a test run. I wouldn't want you to accept the job without a test run. So, we go out there, we put them on like old discoveries or old leads. And then our goal is we give them feedback and coach them on every call and we verify, are they coachable? How do they take the feedback? Do they execute it by the next call? Because I need to know, are they coachable? And I also am paying attention to like, how do they type and talk? How do they maneuver the CRM as I'm walking them through it, right? Because I've hired people that are older and like they can't really type and it slows down a salesperson. So, we have to pay attention to all of these things. Now, we've had a guy go on the floor that was eight years of phone sales experience and he had a [ __ ] panic attack. He was sweating and like literally couldn't function. So I'm like, "Oh, I'm so glad I did this working interview." Now, I've had people that were really shy in the interview that I'm like, "Yeah, this probably ain't going to work. Our office is like high energy, you know, whatever." But then they get on the phone and they're [ __ ] amazing. But we wouldn't know this without the working interview. So, we do this live at the interview, whether it's virtual or in person.

Um, then after, let's say that we're like, "Yep, we want to hire this person." We do what we call a team meetup interview. This is where like we grab coffee or meet, you know, whatever, grab a drink, whatever it is. You, everyone's environment is different. Um, the reason why we do this is because I say, "Hey, core val, like our culture is my number one priority. And before you accept this role, I just want to make sure you like me and I like you. How about we grab some coffee?" And that is where it's like, "Oh, did you play sports growing up?" Blah blah blah. We just want to know like, is there any red flags? And you got to be careful on an HR front, but, um, I'll give you an example. This girl was very talented, like couldn't have asked for a better skill set. We go out to the team meetup happy hour. She proceeds to tell me how she's on like 500 depression pills. She's an alcoholic. Her boyfriend's abusive. All this stuff. And I was like, a [ __ ], I had this gut feeling like this is probably not going to go well. Well, my dumbass still hired her because I felt desperate for the skill set. Well, every day she came in hung over, bitching, traumatized. Six months later, she walks out of the office. We didn't even know why for a few weeks. And it was because I heard that she found out she was pregnant unexpectedly. So, like, if you would have asked me in the interview, like I told, I knew the gut told me not to move forward and so I should have listened to my own process, right?

Um, and then there's all these documents like day one of employment, we want to rego over core value, sign our stuff, meet the team, give them equipment, teach them how to use it. And too many people are like not even organized when someone starts. And it's like going on a first date, right? Someone shows up and like you're not, you don't have them gear, you don't have expectations for them, and you're like, "Here's a script. Let's go." Like that's not how you want to onboard them. I'm not going to go through all this. Josh, do you want to go through this in onboarding?

Um, yeah. Let's not talk about expectations. I don't think we have time. I'd rather go over onboarding.

Yeah. So, guys, when they start on day one and in the interview, by the way, in the interview before they accept the job, we say, "Here is your first 30, 60, 90-day expectations." And if you don't hit them, you won't be working here. Basically, because I want them to accept this job thoroughly, understanding our culture, our standards, our expectations, how we operate, and what we expect and by when before you even accept the role.

So, um, to normally here we would demonstrate what this looks like, but I'm just going to talk through it. Guys, if you're taking notes, make sure that, uh, you're able to write these down. Here are some of the components of our onboarding. Um, on day one, like Tiff mentioned, we've got to make sure that all logins, all, um, tools are set up. CRM login, email login, phone systems, all those things are ready to rock and roll. Every script or every document that they need to have is printed out right in front of them. Now, as far as teaching them what they are going to go do and exactly how to do it, everything for us starts with our ideal customer profile. But when we know our avatar and the challenges that they face and how to solve those challenges, that's when we can add a ton of value and that's what helps us negotiate deep discounts, which is what we want as cash buyers, uh, in the real estate investing space. So,

Real quick, I, we don't have time to go over all the details of the onboarding. What I want you to big picture see.

Is that we don't just hand them a script. There is a full week of just literally these are all videos, okay? Day one, day one, day one, day two, day three, day four. These are videos and at the end of each section, you see assessment. There's an assessment that they take a quiz and we need to find out, did they retain the information or not? Because if not, I need to put them read back through this section because the last thing I want is someone getting on the phones and blowing my 30, 40, $50,000 leads like that I could be getting a deal on. And in addition, again, right, we set expectations. We then go over the onboarding over the next two weeks. Hey, this is what you can expect the first two weeks of working with us by the day and what we expect for you to retain in the onboarding. And then we give them all these videos, quizzes, assessments, train them, and then we do what we call hands-on coaching for the first couple weeks because they are on the phones, right? And we've only had one person in 10 years not get five to seven contracts in the first 30 days on the phone. So when you onboard them properly, you attract them with the right standards, core values, and pay structures, you should have a high performer from the start. And too many people are like at our events are like, "Oh, they're only on month two or three, though." And so like, it's great that they got a couple deals. And it's like, well, clearly we didn't onboard or train them or manage them right because that's not performance. And in addition on our end, this is just getting them in the seat. It is our job to train them daily. It is our job to make them fill out a scorecard every day and manage them by the KPIs. It's our job to watch their film and do call audits every single week. If we are not doing these things, we can't expect to attract the Michael Jordan if we're not going to coach them like Michael Jordan's coach would do. So, for example, I always give this example of Michael Jordan. He's in game, dude. The guy's the elite player playing the game 20, 30 years. Let's just say it's game three of the playoffs. They lose by two. What's the coach not going to do? Like, what happens with a lot of investors is they'll be like, I need more leads. I need this. I need that. No, no, no, no. When that game's done, the coach is going to go over to the stat book and they're going to be like, what were the stats first? I'm going to look at the KPIs. The stat said that Jordan is normally a 90% free throw shooter. He happened to be at 70% this game. So what he's not gonna do is he's not going to go put in a new play, a new fancy [ __ ] defense, all this stuff.

No, they're going to say, "Okay, something happened with his free throws. And if he would have just made his free throw average, we would have won this game."

So now they know what film to go watch because the KPI said the free throw was off. So they go fast forward all of his free throws and they find out, is his elbow out? Is his legs, you know, misaligned? Okay, cool. They find out his elbow's off to the right. So now they diagnose, elbow's the problem. They watch the film with them. They pause. They play. He gets to visually see it. So then they create a training plan and they say, "Okay, we're going to tape your elbow. We're going to shoot 500 free throws. Here's what we're going to go do before the next game." So then they execute that coaching and they bring the staff back to alignment in order to win the next game. Because if that one playing factor would have been there, they would have won. So what happens is when you're managing a closer is people think this closer sucks, the marketing sucks, the market sucks. No,

This stat, right, the scorecard said that there's, you know, eight different metrics you're tracking on your closer. So, for example, if the closer used to be one of every two offers, but they're one of six right now, my scorecard says, "Hey, they're it's not the front end of the process. It's not the lead. It's not the market. It's something's happening on the offer call." So, what do we do? We go to the CRM. We pull all the offer calls the last two weeks where they didn't get accepted. We do film. We audit. We audit the film and we say, "Okay, we just found out that every person that didn't get the deal all had the same objection. She's having an issue with overcoming the price objection." Cool. Now we know what we got to go fix. We create a training program over the next seven days. We set clear expectations. We execute it. She went right back from one of six to one of two. But what we didn't do is go blame the marketing channel, double down on something stupid, or fire the person. We found the actual problem. And what happens is it's one thing to get the person in the seat, then onboard them properly, but then it's our job to lead them to success. They don't just like show up and perform, right? And Michael Jordan wouldn't be the player he is today if he only practiced once a week. He practiced every day. So, it's our job as the leader to train them every day because sales is a sport. Even the elite of the elite, if they only practice once a week and they show up to the playoff game, it's human nature. They're going to fall off the process. That's normal. So, we have to keep their fundamentals. Like Jordan's shooting free throws every day, layups every day. The fundamentals, there's four to five fundamentals in the acquisitions process that we got to train every week to keep it fresh, to keep it repetitive without thinking. And then it's our job to watch the film, do the one-on-ones, and manage them by the numbers. Does that make sense?

Yes.

All right. I tried to say that as fast as I humanly possibly could.

I love that. And, and you know, if you guys had more time, we would 100% like.

Like if you guys have more time, we can keep going, but I mean, we have also some time here.

Um, I love that you guys move everything through sports and athletes and the high performing teams. I would, I would have done it with, uh, the soccer.

If I have to jump off here, I'm really sorry. I'm 10 minutes late to a meeting I had.

So.

No problem.

Huge shout out to Josh. Please everyone. Thanks so much.

Thanks, man. Yeah, I'll stay on for a few if you guys want to chat.

Yeah. Uh, so I just love how you, you guys are relating everything to, uh, to the cell to, uh, to high performance sports team. I'm assuming it came from Josh because he's an athlete, right?

I would beat Josh's ass all day in basketball.

Sorry, wrong question. You can tell. Yeah. Okay. But I, I love that. Um, so you put this together and, uh, I'm, I'm actually curious, did you also do the same thing for the rest of the team? Like apply the same principles for the rest of the team?

What do you mean by that? Like for operational roles and whatnot?

Operational dispo, you name it.

Yep. So dispo is in our daily sales training. Um, with our TC, we do a daily huddle every day and we have like a whole agenda and structure to every meeting in the company. So, like there is never a meeting that doesn't have like a preset agenda structure to keep us aligned.

Nice. So, okay, quick fact, fun fact. You did basketball?

Yeah.

No way. That's amazing. So, what, what level do you play?

Huh?

What level do you play? Oh, I went to play Toledo, which is D1, but I tore my ACL my first year, so I decided to be a drunk idiot for the next four years after that.

Wow. So, you could have been the next Steph Curry.

Yeah, I don't know about that, but.

All right. Okay, cool. Guys, what questions you guys have?

I have a question.

To Tiffany. So, Tiffany, where do you, uh, locate those, uh, good flows, those good, uh, teammates? Do you post on some, uh, portal or?

Yep. So, a few different ways. One, um, we leverage social media in the sense of we'll do like funny trending TikTok style reels that express our culture. We'll post it online. We tag all of our employees and we train them, hey, accept the tag and share it to your audience. We do that because more than likely their friends are just like them. And so over the course of time, they'll be like, "Your environment looks so fun to work for. Are they hiring?" We've gotten like 50% of our people through that combined with our bonus system. So what we do is if you refer someone to us, let's say it's a salesperson, we have a $5,000 bonus. You only get paid the first thousand if they hit their 30-day expectation on the phone. So, you get paid on day 31. Then, if they hit the 90-day expectation, they get the remainder 4,000 on day 91. So, that way they're not just like putting butts in seats. We only pay you the bonus if they actually perform. And there are employees that are super incentivized by that. So, like we've had people get 10, 15, $20,000 of extra income in a year because they're like, I'll go recruit my friends, you know? Um, so that's a big one. The other one that we do is I don't, a lot of people don't know this, but on Indeed, we call it hunting versus trapping. So instead of waiting for people to apply to us, well, there's a subscription on Indeed that you can outbound. So what it does is I can put in like, um, Best Buy, by the way, is like a great sales training program. So like it's a really good place to recruit people from. So, we put in the word like Best Buy and then we'll say active in the last five days looking for a job. It'll show us all the resumes of someone actively on Indeed where Best Buy is somewhere on the resume. And then with that subscription, I can outbound message them. So, it's like I'm hunting and prospecting for the talent. And we've found some of our best talent that way as well instead of just like waiting for people to apply off your job.

So, I would say those are the top ways. Love that. Uh.

Thank you so much.

Yep.

We have another person, AG, I don't know how to say your name, brother, but Abram.

You got it right. Thank you. Yeah.

Hi. How's it going?

Can I ask a question? Not necessarily regarding this, regarding wholesaling real estate. Is that okay?

Yeah.

Fine. Well, I, I live in Ohio. I'm in your market. I'm in Cleveland. So, I want to know, I'm having two issues. The same issue with closing a deal. Two separate sellers. They have common names. So, the title and leans came up.

Yep.

And the title company doesn't want to close on them until they send it to the attorney general to make sure it's not them.

Oh, yeah. Yeah. You have to do that. Yeah.

But I've, I've done a lot of research and people have told me that there's ways to do affidavit that they could sign on it.

I'll give you my title company. Don't ever use that title company again. They sound [ __ ] horrible.

So, have you, have you gotten into this issue and you had to wait?

Oh, yeah. We run into it on like almost every deal.

So, is it only in Ohio or is it like all over America? Someone has a name John Smith, you can't close a deal with them.

Um, no. It's very common like in our, in, in a lot of the counties or whatever are backed behind. So like it delays closings and the title company will explain that to the seller. But Access Title, that's Christina's, their top, uh, agent closer, or you can Google Access Title, but they work primarily with investors. Dude, they run into this almost on every transaction. They know the process. Let them handle it.

And what, and it still takes six to eight weeks to get closed? It just depends on how behind the county is, wherever it's at.

Yeah. Do you have a number for them?

Yeah, it's, it's in the chat.

Oh.

And then if you could, that's her cell phone. So, text her first and just say, "Hey, Tiffany Hi, referred me to you guys. I have a couple deals I would like to send your way." And then just, she'll jump on a call. But you can also Google their office in case for some reason she's off. And, um, it's Access Title in Columbus, Ohio. But they like are used to this [ __ ] all the time.

Wow. It's crazy cuz sometimes a seller lets you close and they just put money in escrow. But these two sellers aren't letting us do it. So it's just delaying the whole closing.

Yeah. Yeah. They'll get it handled. They'll give you what you need to do.

Okay. Thank you. Nice meeting you.

Yep.

Last, uh, question. Ron.

Hey David. How you doing? I was, uh, just curious. I brought on my first new hire just within the last 48 hours. So from a perspective of getting them acclimated to the CRM, lead generation, things like that, when you first brought on your, your first couple acquisition specialists, how did you place them as far as the leads to call? How many did you provide to them? Things like that. What was, what was your, your structure there?

That's a good question. And it's more of a. So, by the way, guys, I'm not the head of acquisitions. Josh is, um, he has like, he manages that. I think he says that once they're up and going, now it depends on if you have cold call leads, inbound leads, whatever. We're primarily inbound focused.

Are we?

Um, but we typically never provide them more than 10 new leads a day per closer. Um, I will say, and this is just my opinion, looking back on the years, because I have like 80,000 leads in my system from being in this game long enough.

There's no [ __ ] way that my stuff is actually getting followed up properly at this point. And so, it's something we've been talking about because,

Yeah.

I'm a big believer that I think 10 is too many. It could be arguable based on the motivation. Um, this is a Josh question, but I'm like, I feel like sometimes when you have too many leads, my team just like click dial, click dial, click dial, like, you know, whatever. Um, so there's a balance and I don't think there's a right or wrong answer, but it really depends. So, let me show you what the, um, let me show you something real quick.

Sure. While you're doing that, I came from a similar environment where we were primarily all cold calling a lot of data, foreclosures, tax dates, things like that. And there was about five of us. And it got to a point where we were overwhelmed with the amount of leads coming in from every code violations. I mean, there must have been a 100,000 leads in there. And there's no way for five guys to cover that much ground, right? I'm not anywhere near that yet. I just, I, I was always heard that the rule of thumb is anywhere from 40 to 60 at a time is what the average acquisition specialist could can handle at a given time in total.

Yeah, that's. So let me. So I feel like sometimes we look at hitting our goal backwards. So what I would do is focus on the left side. So, first let's just say my goals, this is a quarterly KPI goal setting because like when I see people at our events, I'm like, "Well, what's your goal?" And they're like kind of wishy-washy about it. So, let's just. This is quarterly. So, let's just assume my goal is 240,000. This is a big one that I feel like people don't track and it creates a domino effect of problems. But, if I lock up 10 contracts and only seven close because three fall out due to title, whatever, that's normal, right? So, I have a 70% success rate. If it's below 65 to 70, you likely have an internal problem. Like whether it's dispo, acquisitions, underwriting, something like that. So 70 to 80 is probably where you should be sitting. Sometimes we go down to 60, 65 because I ran into a problem with a closer or whatever. Um, so if my goal is 240, I plug in my average profit per deal. So let's, I'm just making this up. So 240 divided by 20 means I need to close 12 deals to hit my goal. But since I have a 70% success rate, we take the 12 divided by the 70% and I actually have to lock up 17 contracts because only 12 will close. And this is made up as well. These are not my numbers, but let's just assume that you land one of every five offers in your company and it takes one of 20 leads to get a deal. So you plug these in. It goes down to the week, month, and quarter. Okay? Okay, so if these were my numbers, every week my marketing person is responsible for 28 leads, my acquisitions, seven offers, and one to two deals to hit this goal, whatever this 240,000 a quarter. Then we make the decision, okay, what does the team need to look like to handle this versus starting on the other end and then providing the leads, if that makes sense. Now, how many of you guys have partners or spouses or whatever that you work with? Many of you. I'm sure a couple of you. So, like what happens is partnerships and spouses, they tend to kind of do a little bit of everything or whatever. I, if you didn't notice, I said that's Josh's job. Like, I don't even know the answer to it because I stay the [ __ ] out of his lane, right? So, I stay in my lane, he stays in his, and he's responsible for acquisitions and construction. Do I enough know enough to be dangerous? Yeah. But when I show up to our level 10, he has a clear [ __ ] KPI and it's his job to hit it. And if he doesn't, then he needs to come with solutions of how we're going to hit it. It's my job to provide whatever this 28 leads. And so we now hold each other accountable to these. Now, these are just basic metrics, but it gets you to the point of like basic leads, uh, offers, contracts, etc. And then we have this all the way down to like cost per lead, all that. Um, and so that way it, and then we take it down to the marketing channel. So, so many people will say, "Oh, I watch this YouTube training and it sounds like whatever PPC is a great option." Cool. But like most people will go to their bank account and say, "Oh, I have five grand. Let's just test 5, 10 grand. Throw it at it and see how it does." That is not how to operate. If my goal is to make a h 100,000 in a month, my profit per deal is 20,000. My success rate 70. Let's just say 20 leads to get a deal is more normal. My goal is to make a 4x ROI at 100,000. So it says, right, let's play with the numbers. Um, I have to the max I can spend then is 175 a lead, which means my estimated cost per deal will be 4,900 and I'll have to spend about 25,000 in order to hit this goal. But what happens is people will be like, "Oh, I took this bowl of money out of my bank, threw it at it just to see how it does, and then I'm pissed off that I didn't hit the hundred grand." So the beauty is I always tell everyone in the beginning, if you can properly onboard, train, and manage closers, if we can get you or their skill set to be top-notch, the skill set before we ever go spend more money on marketing, this 20 might go to one of 12. Now I have a 6x ROI by just being good at training, managing the skill set. Now what it also allows me to do is outbid my competitors. I can keep going up in price per lead. Now to hit my goal because I know how to close better than my competition.

Does that make sense?

So.

I have this for direct mail and cold calling and they all have different formulas because they're different, you know, ways of going to business. So, when I go to launch a channel, what happens is like people will say, um, I'm going to hire this cold caller because someone said this cold calling company is good. I'm like, okay, well, what's your expectation? Because we need to reverse engineer based on your goal. It'll tell you how many callers you need, how many leads they need to produce, and how they should be performing or it's not going to hit the goal. And so once we reverse engineer, then we say, okay, if my goal is 150,000 a month in revenue and I want to make a 4x on this, I bring it down. It tells me all the way down to how many leads I'm going to provide. Okay, I'm likely going to now need a closer, two closers, three closers, etc. Does that make sense? And then we reverse engineer our outcome based on the data, not like backwards. I think a lot of times people build it backwards.

Yeah, guys. And just to give you guys.

Just to guys give you some context. So I met Tiffany and Josh Hi like years ago on the two-day event that they do in their office. And I know they're going to start doing the office and then moving toward towards a new format. But while they do that, I think it's very worth it for you guys to go to the two-day event that they actually have in Ohio.

Well, so we actually are virtual now. Um, um, so we're. So we had like a ton of people in the industry that were like, I get it, dude. Gas is crazy, flights are crazy. So this is actually our first month ever where we're taking our two-day workshop fully virtual and it's next week. Um, I definitely didn't plan to talk about this, so I don't have a link with me or anything. Um, but also because it's virtual, we get to sell it for super cheap now. Um, it used to be $3,000. You had to get a flight, get a hotel, all that. We only charge $4.97 and you can put your whole team on it if you want.

It's a no-brainer.

So, yeah, it's a no-brainer. But just to give you an idea of what our event's all about. It is all about how do we recruit, onboard, train, manage our acquisitions on day one. And really how we approach that is on day one, we're going to onboard you as if you're my closer. So we're going to put you through the ringer as if you're mine so that you can go through it and be like, "Okay, so this is the version of good with onboarding." So we're going to go through the sales psychology, the script training. We're going to do a live call audit in front of you. We're going to go through the scorecard. We're going to say, "Hey, if this metric's off, this is what we go do as the leader. If this metric's off, here's the five things that we have to go do to bring the metric back to performance." On day two, we're going to go over advanced marketing. So, we'll go through like all of our marketing channels, KPI tracking, how do we know what to cut, double down on, we go over, um, dispo in detail, raising private money, flipping versus wholesaling, um, all that stuff on day two. And so, um, anyways, if you guys are interested, I'm happy to, um, give Estabbon the link.

Yeah. And guys, I highly recommend it. I did the in-person one. Uh, it not only helped, uh, the the real estate businesses of every client that I had, but helped actually the other businesses that I, I own. Um, and, uh, if you guys are in a replay or the YouTube video or watching on school, I'll put it in the description below so you guys can go into the two-day event that is happening now, virtually, and also follow Tiffany High on her social media.

Yeah. Yeah. I can pop off because I have a dentist appointment. Just a heads up.

So, resultsdriven.com. I did put the workshop right there. We also, guys, have lots of free trainings. So like I had no, I was not coming on here to pitch anything, just so you guys are aware. I would have prepared something, but, um, yeah, I mean, this is, guys, this is our bread and butter. Like really building out how do we onboard, train, pay people? How do we hold them accountable to scorecards? How do we reverse engineer our numbers? Like we don't teach newbies. We take an experienced investor who's been wearing every hat in the business, who's probably operating kind of fly by night, and we put in infrastructure. And what happens for some reason in the wholesaling and flipping space is it's like we wear every hat, we go 100 miles an hour, and then we wake up one day and we're like having [ __ ] panic attacks because we're wearing every hat. And when you do that, you can never become consistent. So whether you want to do two deals a month or 30, it doesn't matter. Like to create consistency, we have to put in the infrastructure in order for it to thrive before we ever scale. And a lot of people are like, I want to grow. I want to scale. I want to make more money. It's like, okay, well, then first let's put in the systems, people, and processes and then scale.

Yes, me to a tea.

Yeah, trust me, I know. I've been through it all.

All right, guys. Uh, thank you.

Please give a huge shout out to Tiffany. Um, Tiffany is the, the, she is the white Latina. She calls it that. She calls herself like that white Latina. So, uh, you guys are either part of Remote Latinos or Hustle Media. Please give a huge shout out to Tiffany and Josh for putting this together and giving us their time. All right. So.

All right, thanks, guys.

Thank you so much.

So much.

Yep.

Have a good one. Every Friday at 11:00 a.m. Eastern, we bring in operators and experts breaking down what's actually working for real estate investors right now. Completely free. Link to join the community is in the description. We'll see you there.