150 Deals a Year – Runs 80% of Business on an iPhone | Outliers

Have you ever asked yourself, why is it that some people seem to constantly outperform their potential, call them an outlier, while other people with the best of intentions fall dramatically below or just below their expectations? And listen, they're not bad people. They set big goals, but they don't align their behaviors with what it is they want to accomplish. The next seven shows, this quick little series I'm doing where I'm interviewing the outliers, what's the psychology? What's the mindset? What do they do to that cause them to outperform their potential? Enjoy the show. Edna Kimball, welcome to the show. Thank you so much for joining me today.

Thank you. It's good to be here. I'm excited.

Hey, so for the people that are maybe outside of the world of century 21, give us a little backstory on you before we go into all this kind of crazy. What your mindset is and how you've done what you've done. So tell them how long you been in the business, where do you work, and how long have you had that little notoriety with your company?

Okay, so I've been in real estate for about 24 years, and I've been with Century 21 for, oh, my gosh, maybe 18 years. So I'm based out of Oklahoma, a little town called Tahlequah, Oklahoma, a population of 17,000 people.

Wow.

Yes.

I mean, one of the questions that people are going to ask is, how in the world does she do that much with a town of 17,000? But. But give them a little. Give them a little more deeper dive. How long have you been working with us now? And where do you rank in sort of the world of C21?

Okay, so I've been in coaching for. Right. Just under 10 years, and I've been number in the top five with Century 21 for at least the last 10 years. So since I got into coaching, but I've been number one in the world with Century 21 twice. They haven't announced for this year yet, but it's looking pretty good. So we can kind of chart it.

You know, you call Mike Meadler and go, come on, Mike, what do we got?

Exactly. I usually get the call from Mike around the end of January, so we're waiting for that call. But yes, and. And so that's number one in the country and then number one in the world, so. And. And that's in units.

So. So number one in the world for you. So give people context, because we're going to get into the psychology as we always do with these sessions. But I think it's important for someone to understand that you, you've been able to maintain a very high level of performance and you don't do it alone. Right. And you got grandchildren and I mean like, you have a full life. I mean, I tried to reach you over the holidays and is currently in Europe right now traveling and having fun. So give people context. How many units do you do and what does the team look like? So people have context.

Yep. So I'm. I have kind of a hybrid. So I'm set up as a solo agent and on average I do about 130 to 150 transactions myself.

Personally.

Right, personally. And then, and then I have a team with buyer's agents and they are allowed to list. But I have a phenomenal staff support system. I could not do it without them. I always say the first number one is my husband. I mean, he doesn't work in the industry, but that man is good for putting a sign up or what, you know, whatever. But he also just is my major support system. But I have a full time personal assistant, a transaction coordinator, and then also a marketing director.

Beautiful. So. So people get context. And I love how you qualify the fact that you are so personally productive. 135 transactions a year. Like Betsy, who is sitting in the front row with us today. And same thing. She's like, I do 150 and then I don't know. Whatever the team does, the team does, but correct, I do. And. And that for me is so worthy of the recognition.

Yeah.

So. So this show is really about what makes the outlier tick. Why do you do what you do? Not not what you do. Why do you do what you do? So I've got six interesting questions for you. Here's number one. Walk us through the last time you missed a goal and what did you do right after.

Okay, so the end of the year, I missed my. My personal goal was to do 150 transactions. And I might have traveled a little too heavily this year, so I did come up short on that. But what I did was I sat down, made the plan for this year scaled back, didn't really scale back my traveling. I'm not going to say that, but I just put more systems in place to make sure that I wasn't missing any of my appointments. And especially with my OG clients just making sure that they're still feeling the love and I'm still getting those calls because at the end of the day, it's the repeat business that's made it possible. Yeah.

So you missed. This is perfect timing. You missed last year. Right. We're sitting in January as we're having this conversation. So you missed your goal last year. And the immediate response. Response was, I traveled a ton and you smiled. And I would of course tell you, keep traveling a ton.

Yes. And I'm going to.

And you're. But I know you're super competitive and that's one of the reasons why you're so wildly successful. So the immediate action is not how do I travel less, it's what. What are the systems I need to improve. So help me understand that. Like, what was an example of either a conversation with your coach, you and your support staff, like, hey, we're not going to miss the mark again, so we need to improve X.

Right.

What was the X?

So there were. There were actually six transactions that could have closed.

Okay.

But probably because I was not as involved in staying on top of them. And so what we've gone back to is now there is like an auto click and an email will go out to the title company and to the lender and just kind of getting in front of those problems before they're a problem because it's easier to fix before. Right. And it's simple things. Like one client, it was an education thing that their lender had not told them, you know, you can't move a large amount over to your account. So not only did we visit with their lender to put that into place, but we're also adding that to our conversation that we're having with them also.

Right.

So not leaving anything to chance.

So when I talk about, like, businesses that I try and participate in or be a part of, one of the key things we talk about is how can I continually remove friction from the transaction, whether it's signing up on a website for something or a real estate transaction.

Absolutely.

And obviously, one of the outlier things that we identify with, Revi, is the people that don't blame the, you know, the lender. You know, they say, okay, what do I need? Do I need to get ahead? Right. Do I need to get ahead of this by two weeks? Then I need to get ahead of this by two weeks. Make the system adjustment. Okay, let's go a different direction. How do you decide whether a strategy isn't working versus have I given enough time?

That one is a little bit of a hard situation for me. But when I make a decision, the goal is what is the timeline, who's responsible, and then what are we measuring it by? And so then if we put a strategy into place, and we feel like it's not working, then I can go back to those KPIs, say, okay, I really don't think we've given it enough time, because if the goal was 12 and we're only at 4, let's go ahead and see if it starts clicking into space when we get to six or eight. But ultimately, there has to be a timeline and a measuring tape to kind of know where we're going with that.

Yes. So can you think of a time where you quit too early?

I do tend to make fast decisions, so I just. I can't think of anything specific right now, but I. Well, probably, like, when I first started trying to get my buyer's agents to do listings, I was a little bit quick to jump back in. And I realized I went on a listing appointment with a young man, and he was just. He was being, like, super quiet and just kind of letting the homeowner talk. And I was like, she's not going to know his personality. Do you? I mean, and I kind of jumped in, and then I realized, wait, she's not going to be working with me in the future, so she really does need to know his personality. So I just kind of backed off. I said, oh, my gosh, I've got to take this call. And I stepped out, and he ended up closing the deal. And that was when I realized, you know, sometimes I don't need to jump in so fast. You know, let them do their thing.

That's a beautiful example. That's leadership.

Well, it's. It's ego gets in the way sometimes, you know? Yeah.

So one of the things that we've identified, and I know when I say this, you'll have a thousand examples in your own mind, is the outlier's performance. One of the things is they've got pattern recognition. Like, it's kind of the example of like a child, a grand. A grandchild says, oh, grandma, play this video game with me, right? And we. We hold the thing and we're like, we have no. And they just go like this, bing,

bing, bing, bing, bing.

Because they know the pattern in the world of real estate listing properties and transactions. And I don't think anybody knows a pattern better than you. How do you think pattern recognition can be transferred to your team?

I don't think it's that hard. I. I mean, I feel like I excel at that. So to be on the team, you have to have. You have to close a minimum of 35 properties per year. And this year, this year we're actually increasing that.

The person listening right now is like 35 minimum.

35 minimum, yeah.

And if they sell 34, you're like, hey, Phyllis, you're out.

Haven't actually had it happen yet, so. Yeah. Yeah. Interesting.

Okay, so we need to unpack that, too, but I apologize. I interrupted.

Okay.

Pattern recognition. You think it's easy to transfer that skill?

I do. I absolutely do. If they're. If they're willing to learn and they've got a good work ethic, I can teach them because 80% of it is listening to the client. And I think, yes, I've been in the business or the industry for 24 years. The first 14, I was like, let me tell you all about myself. And I talked for an hour, and sometimes I got the deal and sometimes I didn't. And now I let them talk or I ask the right questions and teaching the team members what those questions are, and then to stop talking and to listen, because they'll tell you. Like, I get calls all the time where a homeowner will call, say, I'm with this agent. It's not working out. And I'll say, okay, well, what's. What part of it? Why is it not working out? And they'll just. They'll give me the checklist. You know what I mean? And I'm like, okay, well, then I won't do any of that, and I won't say any of that. Right, yeah, exactly. So it's just knowing how to ask the questions and then truly listening. And then when they say, no, I don't want the home shown on weekends, and then you say, okay, now, I was thinking that you had said that you really wanted to be moving, you know, to. To be near the grandkids before fall season started. Is that still correct, or did something change? Because if it did, that's fine. And they're like, no, I need to. Yeah, okay, well, then we really need to show on the weekends and then stop talking. Right. So sometimes we over complicate the situation.

Oversell.

Yes, exactly. Yeah. It's just reminding them they said this was their goal, and then you bring them back to what that goal was.

So just for fun, for my friend listening right now, how effective are you at pattern recognition? How effective are you when you meet a customer that you think to yourself, oh, yeah, this one for sure, versus sometimes you meet a customer and you're like, oh, and how effective are you as Edna? Just as really listening. You know, you and I both know whether. Whether you're like, some People don't know the pattern, but it's called, listen, don't relate. Right. We've all been in that situation where, you know, someone goes, how was your weekend? And what they're really waiting is to tell you about their weekend. You know what I mean?

Absolutely.

So we know as. As. As infl. As leaders, you know, intuitively. Hey. That. You're like, how can I help you? And they're like, well, you know, we're looking for this. This. Then you're like, oh, my God, let me tell you all the things I do. Right. Like that. Listen, don't relate. I'm not going to tell my story when it's unnecessary.

Correct.

That's controlling your ego. That's also pattern recognition.

Yeah. And I was not good at it the first 14 years.

So how did it change?

Well, actually, I got into coaching, and Doug Hannon was my first coach, and he was phenomenal. And he was really great for me because he was not the right fit at the time. And that sounds so weird, but he kind of just took me through the basics and he said, your problem is not that you need to do more transactions. You need people, you need support. And so he just broke it down to simplistic situations. And then about. I want to say about eight months in, we had a call and he was acting a little, kind of just different. And I was like, what's going on? And I kind of thought, am I in trouble? Because I'm not one of those people that get in trouble. And he said, no. I just wanted to let you know that I think it's time. Time that we take you to another coach. I've given you all that I can give you. And I was just like, are you breaking up with me? And he was like, no. Because his strong point. Exactly. His strong point was kind of helping people get started in the business. And I had just got to the coaching too late in the game. So I wish I would have started at the very beginning, you know?

So I can tell you, though, at the time, there was something in your profile that. That's like part of our selection process. And it changes, you know, like. Like when you onboard a client.

Right, right.

How you did it 22 years ago is not how you do it today. We're constantly re examining that. But that's one of those, like, okay, she's a high performer, but she's missing some foundational stuff. So we found building on top of that, all we do is build on more chaos.

Yeah.

So. So I love that Doug did that And Doug is. I mean, you know, I love Doug. So for. Give. Give the listener context, 10 years ago, where was your personal production? How many homes. Ish. Were you selling then?

I was probably at. I was probably between 80 and 100 homes. But it was. It was complete chaos. I mean, I didn't have a life. I legitimately. I would get to the office, you know, six or seven in the morning, and then, you know, be there till midnight sometimes. I was miserable. I was very unhappy, was very unhealthy. I mean, all the things. So. Yeah.

So you know why I was laughing?

Oh, yeah.

Because someone right now is going, well, you know, she was selling 18 homes a year. No, I was at 80 to.

Oh, no. Yes. Yeah.

But I think everyone listening can relate whether. Whether you're at eight transactions a year, 800 transactions a year, there's good business and there's bad business. There's business that you. You have a little less stress, a little less responsibility. Things are a little bit easier. And then you have the hard way.

Right.

And you were doing it the hard way.

Yeah, yeah. And I just don't think you could. My clients were not really being given what they should have been given, you know, because there. There wasn't enough of me, you know, so. Yeah.

Capacity.

Yeah.

All right, so let's go a different direction. What's a behavior in your business that you do even on the days you don't feel like it.

Oh, make those calls.

Are you serious?

Have those conversations.

Really?

100%.

That's not what I expected.

100%. Yes.

So. So unpack that for us. What. Like, what are the calls that. Edna. What I would imagine you just answer the phone, Edna Kimmel. I'll come list your house.

Well, but you said when you. When you really don't feel like it, you know, when you're. I mean, there. Even though I've got a great team, there are still times where I feel a little overwhelmed or I'm just tired for whatever reason. And I know that I need to call that seller and have that conversation. And in my. In my brain, it's kind of a game. So it's. If the client calls me, then I lost that level. And it's like, you know, or if I get a text from them, then I've lost that level. And so the goal is to always contact them. And then also I just think there's this weird thing in when you think, oh, Bob Jones. When I don't call him, inevitably he ends up calling me. So I don't know if I'm putting it in the universe or if I'm picking up on his vibes, but either way, got to make those calls. Absolutely.

So for. It'd be fun for the person listening, they were thinking, like, is she cold calling? Is she prospects? She calling her past clients in Sphere. How many active listings do you have at any given time?

I'm very heavy on listings. About 150 listings. Yeah.

So. So for my friend listening. And are those yours or is that you and the team?

No, those are mine. Yeah. We don't mix the team stuff. Yeah.

And. And if I hear you correctly, wa, wa, wa. You gamified. I'm going to communicate before they call me. Because when they're calling you, can we assume it's a problem?

Correct. Yeah. Or they. To me, if they're calling me, then they don't feel the love. You know what I mean? It's like they feel like I forgot about them or that I'm not on top of something.

100. 100%. For my friend listening, have you thought about gamifying anything? You know, you need to do that sometimes. You don't. That if you gamified, it sounds like you made it kind of fun.

Yeah. Because when I call Bob Jones and he answers and he says, I was just thinking I needed to call you, and then I'm like. And I feel like I get like, all the little stars. Exactly, exactly. It just goes, ding, ding, ding.

I love it. What's something that, when you decided to scale, you stopped doing because it no longer served your time or your capacity, you know, your ability to perform? What's something you had to let go of and scale up on?

So that's it. That's continuous. Like every. Every month, every six months, every year, I look at that list and I take things off and it's everything from, you know, the doing the putting the signs out myself, installing that lockbox. I mean, it's from little things to not working with random buyers.

Yes.

You know, I don't work with new buyers. It has to be somebody who's already in the system that I've worked with before. Or, like, if. If you called and said, hey, my son is looking in Tahlequah, then I've got that, you know, But I don't take the. Just the, you know, Zillow calls. That goes to the team.

Got it.

Yeah.

So I believe if we don't scale ourselves every 12 to 18 months, we end up just repeating the same year over and over again. So how do you identify where you Know, like, sometimes, like, oh, is anybody better at this than me? Do you know what I mean?

Yeah, no, absolutely.

So how do you identify the thing that needs to be let go of?

So it's. It's kind of a combination of everything. It's not so much I don't have a ton of competition in my market, but being in coaching, I get to. I'm a big fish in a little pond, and then I come here and I'm just like, I'm doing nothing right. And I just want to go back and blow it all up. You know what I mean? Exactly. And I've got all these new great ideas, but it is years ago. I think it was Summit, not Elite. Almost like the theme was, if they can do it, I can do it. Yes. And so that really resonated with me at that time, and it was the year Monica was on stage.

Monica Carr.

Yes.

She's in the room, by the way.

Yes, I think I saw her. But that really resonated with me. And I still do that. So when I come to a coaching event or if I'm struggling with something, I'll run it by my coach, and then she'll say, oh, well, you need to talk to Allie. She's doing the same thing. And then I'll actually call and have a conversation with her. And then she's like, well, girl, I haven't done that in, you know, three years. I let such and such do it. And then I realized, okay, it's kind of like it. Well, if they can do it, then I can do it. Yeah. So just not trying to reinvent the wheel, but kind of leaning into the ecosystem and. And seeing what's working.

It's. I'm the same. We're external decision makers. We're like, hey, if everybody else can do it, then I can do it. If you tell me your hack, I can apply it. But if I'm internal, it's harder. Like, you know, if. If everything starts and stops with you and you take no outside influence, if you will, that's an internal decision maker. It's hard for them external. You're blessed. You got this entire ecosystem. How did it work for you? Can you give me the checklist? Could you send me this? What software did you buy? Can I type in my assistant? Call your assistant. It's a game changer.

Yeah. And. And it's also a time saver. Yeah.

Bingo. Okay. When results stall, it stalls. What's the first thing you examine?

Myself.

Tell me about that.

The buck stops with me. If something's not working. Ultimately, it's my fault. So therefore it's. Even if it's, you know, if the team is not hitting their numbers, it's still my problem, my fault, because I've. I'm lacking in something, whether in training or maybe I didn't track early enough. So now we're eight months in, and I'm freaking out because they're behind. That's on me. I should have realized at the first end of the first quarter and had the conversation and then again the second quarter, but waiting until we're that far in, you know, so every time something goes wrong, I stop and think, okay, what should I have done? What can I do in the future? And I don't. And I tell the team this all the time. You get to do that for five minutes, and then you've got to move on. You can't ruminate and go back. I should have. I should have. I should have. No, that's. That's for losers.

Yeah.

It's. What will I do in the future? And what did I learn from this? And then correct it and get moving.

Two things we identified in all this research with Revy. One is speed. Right? Hey, you got five minutes. Then we're moving on, and we're getting into action. And the second thing is, it was so interesting. Again, like, people that are underperforming their potential versus the outliers, the ones that are just, you know, continually doing so much more than anybody thinks is possible. Both are wildly successful. One group is just underperforming their potential. That's all it is. The underperformers blame outside. The outliers all go, what do I got to do? And it sounds so simple. I mean, it sounds like, for my friend listening, it sounds simple, but it is not. You either innately take responsibility for everything or you don't. And if you're blaming the interest rate, the mortgage company, the. You have no agency, you have no control, and you're a control freak.

I am a little bit. I am, but I. I'm a control freak. I. I'm really good at delegating.

Of course.

Right.

Yes.

But. But I want to know what's happening. I want to be involved in the process. Yes.

When I say control freak, I don't mean you do everything.

Oh, right.

I mean, you know what's going on.

Yes.

You know what I mean? Like, I don't have to know when I walk in a room, click. How did that electricity make all that? I just need to know that I know when I hit the Button. It's on.

Exactly.

Or better yet, I walk in, the lights are already on.

Yeah.

You know what I mean? Like at an open house, as an example.

Right.

Okay, easy question. What does coaching do for you that you can't do on your own?

Oh, so much. But I would just start by saying it's, it's kind of like what we talked about earlier. It's a mirror. So I can go to my coach and say, hey, this is what I'm thinking. Like right now it's a whole new phone system situation.

Right.

And there's not anyone in my market I could tell talk to. And if it was, it would be weird. So, so I can go to the coach and then she, she's like, okay, this, this and this. And then she also has gone out to other coaches to get additional ideas to bring to me. And a few of them I'm like, I would have never thought of that, you know, so, so just, it gives, it just expands the amount of information I can get in a short period of time. And then I reach out to Philip and Philip has been using the system and then he and I have a conversation and it's just much easier for me to understand than to Google it or to go watch a video or whatever. I can do that, but I'd much rather hear Philip tell me how it

works and be able to ask him questions.

Oh, absolutely.

How did this. Can you get your assistant on with my assistant? Could you get your it, Whatever.

And it's really cool because then he was kind of excited. He was like, oh, yes, let me show you. You know, and then it just, it's just feels more personal and I can close the loop of any questions or issues I'm having.

It's speed.

Yeah, absolutely.

Speed. That's the, you know, I mean, at your level. At my level, it's how fast can we get it done? Yeah, how fast can we get. That's a really good idea. Let's execute it. Or, hey, that's a good idea, but not yet correct. But if it's good now, I want it now.

Yeah.

Okay. So as we get near wrapping, I know one of the questions everyone is going to ask is, you're in a town of 17,000 people. You have 150 active listings. You're the, you're not the number one agent in your town. You're the number one agent in the world for century 21. As a solo practitioner. This insane performance. What lead pillars do you work? How do you generate all these appointments? What does marketing look like, for you in your world. And I know that's a very broad question, so just give us a smattering of what, what it looks like from a marketing and lead generation standpoint on a daily, weekly, monthly basis.

Consistency. That's what I'll start with. You know, when I first started coaching, I was like, that would never work in my small town.

Yeah.

And then I got over that, and then I implemented one thing for six months. Got that down and everything from. I do what I just call a talking head video. I do it every morning, no matter what, and almost every day. Every day. Yeah. Yeah.

Is that an Instagram reel? TikTok, YouTube.

Everywhere it goes to, it goes to all of those.

So does it get emailed out to people?

It sometimes gets put in our weekly newsletter, which is the next thing we do. But I just. When I would come to the events, I would hear what someone was doing and I would be like, if they can do that, I can do that. And this is all with the iPhone. I don't have the big fancy stuff. I mean, I do now, but I didn't at the time. But still, 80% of everything I do is from my cell phone, from the iPhone. And it's just the consistency of it where people see me all the time. I mean, I came, we're in San Diego right now, and I've had three people stop me. One was from New Jersey, one is from here in San Diego, and I think the other young lady was from Texas. And they all recognized me from a TikTok because we're. They're like, hey, we're social media friends. You know, which is cool. But the real gold is at home. I can't stop and get gas or get a donut or a cup of coffee without saying, you're. You're that lady, you know, but it's just the consistency. And then I'm really involved in the community. And one of the mistakes I made in the beginning is that I spent too much money and I wasn't really profitable. And so now I figured out you can really support your small town by promoting their stuff. You don't have to spend the money. You can just show up in front of the food truck and say, the food truck is here today and this money is going to go too. And so it's just the consistency of it and being in front of the people. Yeah.

You know, what you're uniquely qualified to do. And. And I think it's when I look broadly at businesses that I would invest in versus not invest in If I was going to help them, what was I going to focus on? It's one word. It's the reason why Apple is successful. Google is successful. Microsoft distribution. Edna Kimble provides her town. The. The taco truck distribution. You have a big email list. You have a great brand. You do all the stuff on social. That's distribution. That's extremely valuable.

Right.

So I love that insight. So I'm going to just name a bunch of things and you just tell me yes or no.

Okay.

Right, so email.

Yes.

Okay. Social.

Yes.

Direct mail?

Yes.

Calling past clients?

Yes.

Events for past clients?

Oh, yes.

Oh, yeah.

Oh, yes.

Okay. Anything outside? What about, like, expired listings?

Yes, we have a program for that.

Okay, awesome. Relocation buyers.

Yes.

Agent. Agent referrals.

Oh, yes.

Google business page.

Huge. Massive. And that's all through the coaching? Yeah, that's. That's been a game changer.

Do you buy any online leads? No, I love it. But you get stuff from Zillow, but you get it just because of your brand or do you pay advertising?

No, I don't pay advertising to Zillow. I get it just because of the brand.

Just because they do a search and it's like, you can't. They can't escape you.

Correct.

If. If a veteran was listening to you right now and they were like, I love her, how do I do that? Where do they start?

I would say call the Tom Ferry, get a coach. Okay. Okay, then.

Thank you. Okay, but where do they start? Where is it the self evaluation? Do they need to look in the mirror? Where do they start?

I think it's. And we had talked about this a little bit. I always pick a word for the year, and this year it's agency. In the past I've said, you know, I'm in charge, da, da, da. But agency is, to me, a different level. It really comes back to, not only am I driving the car, but I paid for the car, I gassed the car, I changed the tires. You know, all of that taking 100%, if it's not working or if it's not moving forward, you have to understand it starts here. Yeah, yeah. And so if I was starting, if, if someone contacted me and said, hey, I'm only doing, you know, 20 deals a year and I want to do more, then I would have them set a few goals. Don't go crazy. You know, that was one of the mistakes I made.

Too many.

Yep, yep. Absolutely. And then focus on those until you've met them and then add to it as you go. And it's just Layering. I always tell my team, it's like juggling. Juggle one or two until you get really good, and then you'll have, you know, 50 in the air, and you'll

have 150 active listings. That's a lot of balls in the air, right? And you, I mean, we just got to have a, you know, conversation a couple weeks ago, and I was just, you know, that was last week, right? Last week. Like, you are always such a breath of fresh air. You always bring so much positivity and energy. And what I want to acknowledge is I know how ferocious you are. I know how much of a killer you are, and I say that. You know what I mean?

I am competitive.

You are extremely competitive. And what I think is one of your superpowers is you're also. You're a contributor that you're willing to give it all away because you know that it doesn't make a difference. You're going to keep scaling up. So I just wanted to thank you again for being on the show. We've done a couple of these. We've done some. Some big stages together. It is always a pleasure to have you on the show and to just be in your presence and hang out. So thank you. If somebody wants to follow you, should they go on Instagram? Should they call you? Like, if someone's like, oh, my God, I love her.

Yep. Just Edna Kimball. I'm on Insta, and that is nothing fancy. It's like TikTok, Instagram, LinkedIn, Facebook, all of the above. Yes. But also they could reach out. I'd be happy to answer any questions. DM works, too.

Love it. Well, thank you so much for being part of the show. Make sure you follow Edna. Hey, you. Now, you know you're going to see a daily video every day, which could be a. If she can do it, I can do it. Because that was her insight. Thanks so much for being a part of the show. Thank you so much. We'll see you on the next one. Take care. Hey, if you're listening to this in a podcast and you're saying to yourself, I might be underperforming my potential and I want to become an outlier, go back to the show notes. Click that link, Schedule a session with one of my teams. Let us help you become the outlier you deserve to be. Sa.