Tyler Blair's real-estate team scaled to 108 agents with a 30% year-over-year increase and 45% profit growth. His playbook: hire a dedicated recruiter, run high-volume outreach, and put new agents through an 86-day onboarding that includes 1,500 dials in days 3-4. In May, 21 recruits came in. In June, 19 of them had pending sales.
Questions this video answers
108 agents.
30% increase (year-over-year).
Projected ~830–835 homes, a ~21% increase.
Projected ~375–376 million, a ~22% increase from 2024.
21 agents in onboarding.
Chapters
But if you can't get them into production, you're. You're literally ruining people's lives. Like, people are coming in and sometimes it's on their last leg and you are their last option for them to make it in real estate. They just need a system to follow and someone to keep them accountable to that system. But the problem is so many of us that were in production, and that's fine. I was in production for a long time. I still do a couple of deals, but, like, for a long time, building this out, I was in production. And so it's just a matter of making sure you're building the habits that you want the agent to have long term. Showing up to the office, how quick are they calling leads? Are they saying the right things? Are they saying enough times? Do they have enough people to say it to? Really, it's those three things.
Welcome to the Chip Black Live podcast, where I sit down with only proven, tested leaders who share exactly what they're doing so that you can take it, put it into action, and win in your business. And today I have my good friend, a. An elite team leader, a Chip Black live coach, a dad, family man, just a great overall human being. Tyler Blair. Welcome, brother.
Dude, thank you so much for having me. I just ecstatic, ecstatic to be here. I feel so blessed and lucky. Thank you.
Well, hey, man, you only get to sit here because you earn it to make stuff happen. And then also, then someone who takes someone to contribute, and that's who you are. So let's do this. There's a couple areas, selfishly, because I know you pretty well and I know your business, and I mean, I could sit down with someone of your caliber and the folks they interview with for eight hours, I mean, and then we can go into the next day. But there's some specific areas that you're doing really well. But do this for us. Tell us, you know, where's your team at right now? Talk to us on what you're tracking for closings for 20, 25. How many agents you guys have? Just kind of give us the bio of the team today.
Yeah, yeah. So we're sitting at 108 agents right now.
And that is a. I actually pulled the numbers.
Oh, cool.
Yeah. So 108 agents. That's a 30% increase from 24 already.
Net agent population.
Yeah. Yeah. So a 30% increase there we surpassed at the end of last month. We surpassed our volume and our unit count of last year. So we. We are already up. We should end at 830 homes, like 830, 835. That's a 21% increase.
And then volume wise, we should end right about 376, 375 million, which is a 22% increase from 2024.
The best thing that I love is this. We have 21 agents in onboarding, and then we brought in 14 agents so far in the last month.
Yeah. It's just a machine.
But.
But here's what I love. We're. We're. Our profit is up 45% from last November.
Wow. Okay. So that. I've got all kinds of good places that can go here. I'm going to point something out. We'll go back a little bit. I think a lot of times when people. And no disrespect, everyone does their interviews and podcasts differently. I think there's so much of the backstory and then there's a little bit of the stuff. We're gonna. We're gonna go back and. And take a look just real quickly on. On the ramp up, because hopefully people can find where they fit in your story and.
Yeah.
What you want to do as a. As a coach and a leader and the human being that you are. But. But one thing I'm going to point out, and then we'll. We'll. We'll go to the beginning, ladies and gentlemen. I mean, math is the past. Let's see. 30% net increase in agent population. Net agent population, 21% increase in transactions. 22. 22% increase in sales, volume and profits up 45%. Wow.
Yeah.
Imagine that.
We're. It's. It's crazy. It's.
I mean, you said it. I believe it was two years ago.
Okay.
And it was like, recruit. That is the thing. You stood up in Tahoe. Every Tahoe, you're like, this is the thing. And every Tahoe, I'm like, okay, what's the thing that John is gonna give? Because that's it. I'm gonna follow that thing all year long. Like, that's how I look at Tahoe, and it's been every year. So, I mean, the year before that it was get out of your ivory tower and get in front of your agents.
Really good. Yep, yep, yep.
So it's just. Yeah. It's just a matter of listening to the right people, I think.
Yeah. Good. Well, take us back. How long did you get into. To real estate and talk about your first. Kind of. Take us through the trajectory of your career up until this point real quickly.
Yeah, yeah. So I got into the buy sell side 10 years ago. Next year. Next year will be 10 years is when I started the team. I was on my own for a year before I started the team. But before that I did property management. So it was like, you know, I managed 150 rentals all over the valley.
For 2750amonth, you know, and I made $200 for every rental that I leased up. But I was the punching bag. That's what I learned. It was like, take the crap that no one will do. And that, that helped me with a lot of, like, how to get out of situations. Because in real estate, it's a lot of problem solving. Well, when you're a property manager, man, you're just getting nailed all day. So the, the, this. The. The tenant wants something new and the landlord doesn't want to pay for it. So learned a lot in that, which helped.
Man, I couldn't do that. My wife, you know, it's like, let's buy a bunch of rentals. This is. We're not buying a bunch of rentals. I'm buying a few big, big ones. I'll.
There you go.
I'll take the risk of big ones because I know the cost of mind space if I've got. Even if I got a property manager. I just know me. I'm simple that way. So really good. So it was. You were a year in sales and at that point in time that you decided, hey, I'm going to grow a team.
Yeah. Yeah. And it came out of. Out of nowhere. I just got so busy and one of my past clients called me and was like, hey, I hate my job. And I was like, well, dude, I'm slaying this real estate thing. I'm literally got deals falling through the cracks. Go get your license and I'll just hand you my leftovers. Like, that was the convo. We didn't talk splits. We didn't talk any of that. So that's about how we all start our business. Yeah, right, Exactly. So. So that's when, I mean, it was, I think a little less than three weeks. He passed the test. He was on my team, and I literally just brought him everywhere. I. Whenever I made a call, I put it on speaker. Whenever, you know, whenever I doing something, I made sure he knew about it and why. So that way he could just mimic what I did.
And that's what I did for the first couple people that came. And that was all organic. That was people that needed help and I was willing to help. And here's some leads. Call this way. No, you didn't say it that way. Say it this way, you know. And so that's all I did, was just had him mimic literally everything I did.
Yeah. It's interesting. One of our pals and someone we both respect, Dan Beer, did that with his listing. When Dan wanted to get out of listings, I think he said I rode around in his car with him for 90 days before Dan handed off. And look at where you both, you both have ended up pretty good in your businesses.
Exactly. Yeah. And it's the hardest thing to let go is. Is production for any team leader or any agent. But it's, it's the, it's. The thing is, once you understand when you can move people, you know, it's a. It's a whole different. Different ball game. Right.
At what point did you. You were generating organic business? But then there was a turning point, of course, naturally, where you got into the lead game. Was it year one, year two, year three? When did you get into the. The lead game?
It was the end of year one, after I could afford it. So I started. It was door knocking, open houses and cold calling, circle prospecting. Like I did all of that until I could afford a, literally a CRM, which was Boomtown. And then I paid for leads through Boomtown and then eventually bought Zillow.
Wow. What, what was your trajectory like as far as recruiting is concerned? Talk about the first five years, if we were to break it down. Well, actually, no, because you've 10 years in the business, about nine years with the team. Is that sound about right?
Yeah, nine. Yeah. Next year's ten.
What. What were your first four years like? Or was it your first six years in and then boom, it really moved up. Or was it gradual? Talk about that trajectory of growth.
Yeah. So the first two years, it was very organic. I think I had six agents for the first two years. And it was like, follow along, do this. Like one, one day, literally. My wife was like, you got two agents starting tomorrow? And I was like, yeah. And she was like, well, what are you gonna do? I was like, I have no idea. And she was like, well, do this. What's the first thing you want him to do? And then she helped me, literally. I had a one sheet piece of paper that I could slide in front of the new agent. But what happened was it was one agent I was bringing on. He told people at the school, two of those people came. So I started. Three people in one day is how that worked out. But.
It was very organic until really I met sunit. About three and a half. Three and a half years ago. It was like, hey, you've got to get in the recruiting game.
How many agents did you have at that point when you. 30, Sunit. So 30 to 108 in three and a half years?
Yeah. Three and a half years. Yep. Wow.
Wow, that's so good. And then. And so what did you do at that point in time when he said to you, hey, listen, you got to recruit. Okay, cool. God. Makes sense. Did you go all in on it yourself or did you immediately hire someone? What. What did recruiting look like at that point in time when Sunit had that spiritual conversation with you?
It was me. I went all in. And then at a point that helped me bring on the right person and teach them kind of like what you were mentioning about Dan. I did the same thing. Like all the recruiting appointments was me and this person. And so I went through, and sunit knows it, crazy stories, but I went through two recruiters before I found Stephen. And now Stephen has been at all of the kfrs. He's been at the KFR intensive. Like, that dude is bleeding kfr, which is exactly what we need and want.
So that was the shift was finding him, but he was an agent on the team.
This is really good because we hit and miss. And the question has been asked to me multiple times. Well, I'd say a couple times this week. Hey, sales manager profile. Hey, recruiter profile. We know we can personality test and do all that type of stuff, but what. What did you look for in him? Well, let me ask you this. What did you look for in him? That. Now today you're saying, wow, that was it. That was. That was what. I identified that also for contrast, for people listening or watching that maybe you missed in the first two recruiters. Talk about, talk about that whole experience because, I mean, probably 99.9% of people would love to find someone like him. That guy's a dog. I mean, he's in it.
So, yeah, how about that?
The three different people, not from a negative standpoint, the other two, just difference.
Definitely. The, the. The biggest thing was him being able to ingrain in the current team.
And, and use all of the agents as the backbone of what he's building. So as he's bringing them through, he's not a stranger to where the other guys were strangers.
Okay, right. Because he came from the bottom up.
Correct.
He had a pulse of, of the organization. So that was a real difference there for him.
Huge.
And, and when you, when you went looking for, you know, this is your third one. A lot of people go through sales managers.
Yeah.
Listen, had you made a decision? Listen, I'm just going to grab someone from the inside out. Did you go out fishing for that? What brought you to.
He came to us. He came to me specifically. He made one comment. I love talking to agents. And I was like, what? I never hear that. And I'm like, that's different. So I was like, hey, come over. Hit the spot. I'm like, hey, dude, come over and hit the spa. Let's chat. So he came over to my house one night and we hit this Jacuzzi, you know, And I'm like, tell me more Jacuzzi interviewer. That's it. And I was like, tell me more, man. Like, what do you mean you like talking to agents? He goes, man, I would much rather talk to an agent than talk to any client.
Wow.
And so I just started digging down that path. And I was like, well, you remember what so. And so did. He's like, yeah, I, I could do that. And I was like, well, sitting on an interview with me, really. And it was just kind of nonchalant.
Real quick. Was, was he a big time dialer at that? Because I want people to capture this. And, and, and, and was he a big time dialer? Was he, was he in the cr.
Was there.
Was he a hunter?
Yes.
How critical you think that is?
Above all, crazy. Crazy. Because that was going to be my next point. He will say and shut up and let you talk. No, no, you're good, you're good. You're good. Because you've seen him, you know, like, he'll say whatever you tell him to say, literally to a T. And, and be like, well, it didn't work. I said it this many times. Well, did you say, you know what I mean? Like, to a T. And, and that. And he'll call. He'll call all day long. And that's really hard.
You know, he has certainly. He's got probably weeks and just like everyone does. Sure, I do this, this, this. No. Yeah, he's gonna have massive impact of interviews sometimes. And. Yeah. And then he's gonna have some white space. If you were to look at a body of work, what's a typical outbound week of dials look like for him?
Our goal is 500 a week.
500 a week? Yeah. And. And what's his. And tell everyone, too, so they can play with the math here. What's your biggest, biggest month recruiting in 2025? What was your biggest month of folks you brought 20.
21.
21 recruits. Wow. So, so wait a minute. Like, with, with all the, Listen, AI is important.
Yeah.
Being an innovator is important.
Store.
But, but, but this is still undefeated, huh?
Literally, like, it's that simple. I, I, I'm like, man, if people would literally just follow all the shep black coaches and just, and literally just do what they're doing, you're gonna win. Like, it's, it's pretty simple. Like everything we do, we, we share it and that's where.
What, what, what? Real quickly, what, how long did it take him to ramp up skill wise? Because, yeah, we're cut from the same cloth. I mean, I was correct. Janitor, freaking seafood warehouse guy. Grits the whole thing. And we'll talk about that. And, and I'll take that person over a skilled person all day long.
Amen.
And sure, there's, you know, when you, when you start to connect with, oh, my God, the prospecting for buyers and sellers clicks and goes. It's similar principles with recruits. How long did it take you to really where like, he's doing the work, but to get his, his phone skills up, his interview skills up and they'll, they'll be ongoing building them?
Yeah, of course.
Did you have to put into to that where you felt, okay, he's doing good, we can always improve him. Like, you and I can always improve. We all got coaches, of course.
Yep. Yep.
What did that look like? What sort of time should someone put into someone like that?
He was with me on every interview for 90 days.
And then I backed off. Right. So it was like, okay, set the first interview. I'm in on the second interview. I want to approve them all.
Okay. Okay, got it.
And then the second interview, I would be quiet and then we would leave and I would say, okay, we missed this, this, and this. Call them back. We got to make sure we're clear on this and this. Right. And then we would both decide, hey, are we good with this person, yes or no? If not, how come? What are we looking for? I mean, we were getting detailed on people, but only because I wanted him to be able to make that decision without me. If Steven says they're good, I'm good. Thanks. I need it like that. I can't be saying yes to every person, but for, for probably another month, I was in on the second. So after four months, it was like, you're good.
So I want you guys to hear this. And, and it's very, very interesting because what Tyler did is exactly what he did with listings. He Was he was sitting in the listing appointments and then he gave someone. You got to give people rope.
Yep.
You gotta. You gotta. You gotta get people rope and. And people don't because, oh, my God, my conversions will go down.
His.
Tyler's listing conversions went down. Can guarantee. We haven't even talked about it. It's normal. But he was willing to let that go. Then Tyler's recruiting interview. It's normal. Any team leader can have higher conversions than the best recruiter because, oh, it's the boss. That, that, that thing there. So I want. I want you guys all to recognize that. I mean, you've got to let go. How.
I mean, the position, Tyler, now it's been two years.
Two years. When did he really. Sure, he's done good work, but when was there a point where he turned the corner? And I'm not talking about. Yeah, he comes to kfrs and gets training. Training. I'm not trying to take that credit, but what is there a point of repetitions that he got? Or a button, a thing that click where he goes. I got this thing when. What was it? What do you think, Mar?
It was March and April, which would. Which would determine why the May, which was Giganto. Right.
That was the 21 month. Right?
Yeah. And then what's cool is in June, we had 19 pending from those 21 agents. Because I want people to get out of their head, like, oh, agents, you're not going to make any money for six months. Wrong. That's wrong. If you bring them on the right way, you're going to get paid quick, and so will they. And they should.
Or it's right. If you tell them that.
Correct.
They don't expect you for six months.
Correct. Yep. And then when they get that check month three, they're like, holy crap, this place is amazing. Post it.
Wow. Crazy. So now he's.
He's.
He's averaging probably about 500 outbounds.
Yes.
What would you say? And those. I want to go back to that. So March, April clicked for him. He just came back. And I think. And I can remember, I mean, sure, we were hanging out, but you. And I think the thing to point out, too, is Tyler and his recruiter have the information, but they kept coming back and being reminded of what they already had and even stuff they knew before even coming in the room. That's the beast you all got to get. You got to learn. But you want to know, you know, you need to be reminded. But I think. I think you guys kind of drew a line in the sand said we're going back. And it's a whole different ball game. I think it was a declaration.
It was. It was. And it was the whole leadership team. Like we. We like were William Wallace flag in the freaking ground. Like we're. We're not stopping. And. And it was that decision of all of us being all in. Because I had to be all in too. Right. If I needed to pay for a resource, I did. If I needed to pay for something or increase something, I did. Right. And I didn't balk. I didn't create. Oh, we don't have. No, we figured it out, you know, really good.
So March, April, you guys made that decision. Okay.
Yep.
And then your big month was which month again?
May.
May. Yep. And then June. Already in June you had 21 pendings from them.
Yes.
Wow.
No. 19. 19 pendings from that.
Pendings.
Yeah.
Yeah. So let's talk about that. Well, real quickly, because then we'll go into to that part of it. Because it's. It's the recruiting and onboarding. Those were the things that selfishly that I really wanted to. To chat with you about today. Yep. Is. Is the.
21 recruits. What. Real quickly.
Has kept him consistent, though, because here's the thing. We. It's. It's called relief syndrome. So in other words, we hit 21, let's just coast. So. So now we get into the personal development, the psychology. Because he knows what to do. He got the reward. How. How did you keep him in the space that this is. This is the standard. It's not. Oh, we accomplish it. Let's get comfortable. We got an A plus. Let's go get a C minus. I still get a B. How, How. How do you handle that? Because I think, and I think it's good for your recruiter, but people to hear how you handle that with agents.
Yeah. One, I keep him involved in a lot of the leadership discussions because I want him to understand the back end and him understanding that back end because a lot of agents go to him with things. Oh, there's this. Oh, there's that. Right. You got him in it. And so we've been teaching him like, solve that, hammer that. Right. Right on the head. Because a lot of it he used to push off. Right. So we're teaching him how to be a leader in front of everybody. Because a lot of those guys, they think they just need to bring on people and that's it. We explained to him like, he's the mayor of the town as well. Like we have a town. Well, he's the mayor. If someone's not happy, figure out why, because that relationship is huge.
I. I love what you just said. My mentor said back to me years ago, and he had a, I don't know, 5000 agent company. He said, we are a tribe villager community. You call it a town. It's the same thing.
Same thing. Yeah.
Same thing. Well, here's the other thing. I want you guys to see what Tyler's doing because he knows this. What he did is he didn't pigeonhole someone. It's. It's called the inclusionary process of leadership.
Yep.
And so they feel like they're a part of something, but they're hearing, though, also what, you know, why are. They get reminded why we do this. Okay. But also what they get to here is instead of, you're just pigeonholed. You're a recruiter.
Yeah.
He's hearing what's happening going on in the organization. Why is it important? Oh, so you can talk about culture. No, no, no, no, no. Because the most critical thing to do in the recruiting process and interview and conversion is to be able to create an experience of what it's going to be like when you join before you join. Not just be a feature dumper. Boom. And then follow through and follow through and follow through and deliver. Really, really good. Yeah, super good. What. How did you. How has. I think this is important too, because typically staff members.
Aren'T excited about more agents because more agents means more work.
Yeah, sure. Of course it does.
You know, support staff, speaks English and sales.
It's so true. Yeah.
How have you aligned your. Your. And I hate to say employees, their family members, but, you know, how are you, your staff, your employees, to guess what, we're going to grow. Guess what? You're going to be asked. I'm going to give you the resource. But we've got to be fiscally responsible in this, too. So we're a healthy organization. How have you aligned them to. Hey, we're going to have more work.
Yeah. So.
Every Tuesday, our leadership team meets for an hour and a half. Stephen's included on that. Every department is included. You know exactly what I'm talking about. And that keeps everybody in alignment of what our mission is each quarter. But also our mission is of the year. But how, Honestly, I don't cap anybody. That is my. My biggest thing. What's. What I ran from people is when they cap me, is when I felt like there was some type of ceiling. And I don't care if it's the front desk gal like, at the. At the end of the day, like, there is a cap on what I can pay you to do the job that you have. Sure. But there's plenty of opportunity that we can find together that. That absolutely. Where you can win. And we've done that with several people. And so have they gotten raises along the way? Absolutely. And that's part of the conversation. Hey, guys. More opportunity. That's all we're talking about. More agents. And they see it because they're getting raises. And I'm upfront with everything. I don't, John. I hide nothing.
I'm like.
You mean that loose transparency word that's used out there? But, well, you can't see that part of it.
At the end of the day. Like, the cool thing is our agents see how much the pod leader makes, how much the TC makes, how much the team makes on every check. They just got to pull it up and look like it's. It's not rocket science. They can back out the math. Like, agents want to feel like they don't have a ceiling and that they have help.
Yeah. Yeah. Well, it forced me. Here's the beautiful thing, because I know you well enough, and maybe I'm, you know, speaking for you, but I think I can't. Force me to give you opportunities. Please paint me in a corner. Not with. Not with. But force me based on grit, consistency, commitment, serving the mission. Not exactly. Hey, the clock struck six months. Yeah, yeah, yeah.
Exactly, exactly.
So good. So good. So with that said, one of the things that everyone heard or watched you say is that. Wait a minute. You turned on the gas. You've always had the gas on, but you threw some jet fuel.
Yeah.
April, May, June, you got 21 people to get 19 pendings. And this. This topic has come up for years.
Yep.
It's always. It's always really a magnet of curiosity for team leaders. Talk about onboarding. Unpack the onboarding.
I. I love it. Because it. It's the thing. It's. It's the. It's the thing that matters the most. You can bring on a million agents. Sure, sure. But if you can't get them into production, you're. You're literally ruining people's lives. Like, people are coming in, and sometimes it's on their last leg, and you are their last option for them to make it in real estate. They just need a system to follow and someone to keep them accountable to that system. But the problem is so many of us that were in production, and that's fine. I was in production for a Long time. I still do a couple of deals but like for a long time building this out, I was in production. And so it's just a matter of making sure you're building the habits that you want the agent to have long term showing up to the office. How quick are they calling leads? Are they saying the right things? Are they saying enough times? Do they have enough people to say it to? Really, it's those three things.
Right.
And so in our onboarding, It's a full 86 day. Like it is intense.
86 days. And we tell people like, if you don't go through it, then you're 86. And then they literally. And they laugh just like that. And we, and we laugh. And then I say, no, but I am serious. You do have to go through it.
Well, you know, humor creates higher level retention, man.
Exactly. And literally that's, that's the response every time. And, and so as we go through it, we explain, like on day three we do a thousand dials. And people are like, I want everyone.
To hear that, you guys. So, so the group does a thousand dials or each agent does a thousand dials.
Each agent does a thousand dials in one day.
Why, why do you. So let's talk about the first two days. There's obviously probably some telephone training and correct skills and stuff.
Yeah.
Scripts, some administrative stuff.
Figure out some follow up boss stuff, how to move that. That's it. Okay.
So it's just enough to get them to where.
That's it.
To work. And, and do they know? Do they have a heads up? Day three is going to be a rodeo. Do they know that's coming?
Oh, yeah. Oh yeah. We're very blunt. Very blunt. In the, in the interview we say it five times like, hey, are you okay with the phone? And if they don't gasp or worry, I get worried or Stephen gets worried.
Interesting.
It's the ones that are like, I'll be fine.
Tyler.
Like every time I'm like, here we go, I'm gonna get Michael Jordan of.
The phone calls, it's like, dude, you're gonna be terrible. And that's okay.
And so what I found is doing this. I don't care if you're experienced are or new. A lot of our inexperienced agents are better on the phone after that thousand dials just because they did that than most agents are even out there. And so day three is 1000, day four is 500. It's 1500 dials in two days. And they get 30 to 40 people that they're following. Up with now.
Some of them have a listing appointment the next day. Some of them are going on showings the next day. They're like, oh, my God, what do I do? And you look at them and you wink and you're like, that's a good thing. Right?
And then I remind them, where can you get 30 people on day three? Nowhere. I'm glad you're here.
Yeah. Really good. How.
Those first 48 hours and. And maybe you've tracked it, maybe not. The other 20%, I'm done rate or what?
They're not. They're not done till after phase one, so they'll do. Because we. We're very.
I didn't ask the question right. Quit. What's your quit rate?
40%. Make it through our entire 86.
How many. How many quit by. By day four or five, though, when. When they. Just.
50 of the people that quit quit in the week one. That's where they quit.
So here's the thing I want you guys. I want to point out to you all. And here's what Tyler's done that's really, really important right now. I would guarantee it's a pretty sweeping commentary. You're the. The heaviest weight you're carrying right now for you and your staff and your sales manager and in your culture. And keeping it right is getting the agents to make calls because you don't do this thing up front. Why wait for the inevitable?
Correct.
Why wait for the inevitable? And if you could make it through that, I mean, come on.
So now it's a rite of passage. Literally. Like, it's a thing. Everyone on our team has gone through it. Like, we just brought on someone, and we're starting a team in Nebraska with them. She's an agent that's closed 600 transactions. She did her thousand dials last Thursday.
So the standard is across the board.
I don't care who you are. You are doing. I did it. My partner did. I'll do it again. I don't care. It's. I think we get. We get in our heads, like, oh, we need to make it easier when. No, it wasn't easy for us. So why. You make it easy on them. You give them the system. That's the easy part. But you can't do the work for him.
No, you can't, period. Yeah, I'll. I'll take. I'll take 100. Commitment over talent. All day long.
Same. Oh, please.
That's really, really simple. How do you get better? Go to more training. No, how you get better is take the Training and get freaking at bats and strike out. And strike out and strike out and strike out. You're going to eventually hit the ball. But everyone puts same with recruiting too. Experience.
Yeah, experience.
It's, it's not people say, you know, the, the experiencation is harder. No, it's not. It's longer.
Yeah, correct.
Most people can't do longer, so that way it's harder. I mean, hello, let's not complicate this thing. Talk about. So you're bringing in these people. Talk about your, your leadership structure. Sales manager. Yeah, Pods, squad leaders. What's all that stuff look like for you?
Yeah, so it's. I have a marketing department and then an onboarding department and then I have my partner Jerem who runs all of our pod leaders who's essentially the sales manager.
Okay.
But, but every, every area. So like there's Nebraska, St. George, Utah, Tucson, show low. And then I have four leaders in or sorry five leaders in actually like the Valley. So there's nine all together.
And that's the core of the business is the Valley. Phoenix.
Correct. Yeah, the Phoenix. Yeah, Phoenix. And then all those core people talk to Jerem, they all report to Jerem. But then I have a recruiting department which is Steven who recruits for all of these individuals as well. So he helps recruit to all of those teams. And I think that's the difference is.
Most team leaders, they don't know how to recruit, they don't know how to handle the pnl. Man. They're so good at motivating their agents, they're really good at keeping them accountable. But all the back end crap, they suck at like the place. Right. Like that's why everyone loves the place and it works. But at the end of the day or reside, it's the same thing. So we're just doing the same type of thing except with, with these pod leaders in different areas we call them pod leaders.
Quick question, let me go back to Stephen in recruiting.
Yeah.
Is he a part time recruiter? So he's out selling 10, 20 million a year.
So he, he does sell. It's all sphere. He doesn't show homes, he doesn't write any contracts because we've taught him how to out outsource all of that. He'll probably close 12 homes. 15 max. So he's a full time recruiter.
Right. It's to keep him crisp too.
That's it. Yeah, yeah. And it's a fat check that I'm not going to say no to him on a sphere deal.
Like good for you. That's really, really good. So, so then you look at your pod leaders. You compensate them, they get a percentage of the closings.
Correct? That's exactly right.
Right. And what have you found right now? And certainly, you know, with a growth trajectory, that ratio may change because you're sure evolving. How many, how many agents these pod leaders have under them? And is there a certain time frame the agents are with them or is it ongoing? What's that look like?
So we've had one that had 25.
But it, it just depends.
Right, because capacity, everyone's got different capacity.
Correct. But I would say like 10 and then evaluate. Like, like, because we, we do a Monday morning meeting where the pod leaders run it. It used to be me that run ran it and not anymore. So now we have the pod leaders and we run like a mini going to the board. Hey, what's your commitment? What does that feel like? You know, how was your commitment last week? Okay. Hey, you're out of town. No problem. What can we help with? Hey, you're in town. Okay. Your commitment's 25 conversations. That's not enough. Where we do a mini going to the board on Mondays, but each pod leader does it.
Let's look at that profile real quickly. And you know, maybe there's. Have you found out, are they typically the middle to core? They're not, they're not out there selling bajillions of dollars worth of real estate, but they're making a good living. Living. They're about the company, but they really want to contribute. Is that that, is that the profile of that?
Correct. And, and a lot. They close a lot of sphere transactions.
Oh, interesting.
Yeah, they close a lot of sphere. This is some extra money they make on their deals and on everybody that they help train. Right. We, we take them a little bump.
In their commission, they get a little bump on their commission, they get a little piece the action.
Whatever their pod makes, they get a, they get a bump on that. And I think of it like a little branch. Yeah.
Yeah. So good. Really, really good. Yeah. How about, how about you and your day? I mean, that's probably evolved. What's your day look like now? Today? You know, as far as the business.
Yeah. So every morning lately and probably going forward, I'm on a call at 8:45 with whoever wants to be on our team. Whoever wants to be on it? Whoever wants to be on the call? No, whoever wants to be on the call.
Whoever wants to be on the call. Okay, good.
Yeah. So it's like a mindset thing I usually do like a three minutes. Hey, share some wins, you know, hey. Oh, I. Oh, I got this person to DM me because I was posting or. You know what I mean? It's usually. That's it. Small stuff like that. And then it's usually myself or my partner that do a little bit of training. But we're doing that Tuesday through Friday, which that has been amazing.
And then after that, I'm. I'm usually recruiting right now. Have pretty heavily. Or I'm doing discovery calls. And then that discovery call is either coaching or you're joining the team.
Would you. So a big bull even at this point. Right now, you're looking at your schedule. A lot of it is still involved in recruiting.
I will. Yeah. I mean, that's. I think that's the only thing I should be doing, honestly. Like, it's. It's. It's.
I hope everyone hears this.
It's the thing, like, that matters so much. And. And here's the thing. You can recruit quietly. Sure, sure. But you gotta recruit with abundance and get loud, because as you get loud, that recruiting becomes easy. And then it's not even recruiting. People just want to be in your world.
Yeah. Yeah. Really?
That's pretty amazing, man.
Yeah, it is.
Thanks to you for sharing it with everybody. Because, dude, like, it's.
Hey, I'm a product. You know, that's how I tell people. We're all vessel.
Yeah. Amen.
I'd like to say I invented something, but. But no, I invented the thing of don't be a log jam. Be a lake that has inflow and outflow and let it flow freely versus a pond that gets muddy and murky. And. And those are the people that only. That grows there is algae.
Amen. What? Something that you said at the last Tahoe that's been driving home to me is follow the bouncing ball. And. And I think that that's very interesting. Right? Like, let's. Let's row downstream. We have stuff that works. But we're like, literally, I had a coaching call before we got on, and it was like, oh, I want to try this. And I was like, well, brother, you literally just filled a whole room, a whole room, standing room only with that. Maybe let's do that again.
So good. So good. It's interesting. It's the distraction, squirrel, entrepreneur thing. Hey, now that. Okay, now that this is going, what are we going to do next? How about we master this first? Boom, boom.
Every three weeks. I do a call day on my team every three weeks now for nine years, it's either a call day or a call night. There's certain things that you should just never get rid of that you love. Like, I love it. I love getting in there and calling. What? Like, it's just. There's just something about it. There's just like, we're.
We're cut from that same cloth. It's that grittiness factor.
Correct. It's the reminder of, like, guys, I'll do it too.
Yeah, let's. Let's go into that because I think that there's things that.
That are just intangibles, but I think people really need to. To see those. And again, this is just another place where we're cut from the same cloth. Yeah. I don't know. I'm not a highly educated guy besides high school. And I manipulated my way through same.
Yep.
To be really, really frankly, how. How important. And listen, and we've got friends that I. I would say that there's. There's two types of leaders and, and we've got friends and people we know that do that, that, that CEO approach.
Yep. And.
And, and everyone else does it, and they, you know, they followed from a book to the T. And with all due respect, very few can do that.
Correct.
But then there's the ones that are the gritty and walking the talk. How important is it to literally be willing to do and continue to do and demonstrate that I will do anything that I expect you to do?
I mean, there's nothing more important as a leader to demonstrate what you want. You know, we've always heard that, oh, they're going to end up doing 50% of what you do. Well, then you better go above and beyond.
Like, at the end of the day, they're literally modeling everything you do. So if your team isn't winning it, look in the mirror, man.
So good. So good. Everything that people aren't doing, I gotta look at myself and say, where am I not doing it? Or if things are happening to me, oh, my gosh, these are happening to me. Okay. Where am I doing it to someone else? I mean, it's just. It's personal responsibility. It's principle.
That's it. It's principle. And you say it. You say that more than anything. You go to any Tahoe, any event. It's Princip principle. It's principle. And it's the truth. At the end of the day, like my blitz call, dude, I was getting on the plane. I'm on the plane on a zoom. Because I said that I was going to show up every Day, is it?
That's the morning one you were talking about. That's your blitz. Yeah, yeah, yeah, yeah. Really good.
We get, we get about 20 people that, that join every morning.
Yeah, that's really good. Talk about your partner. If you just quick mention, are you guys similar or the opposite in how you.
Opposite.
Oh, imagine that, huh?
Yeah. You know, the rocket fuel, that's. I mean, that's the yin and yang, man. It's the in it. It works because I, I keep us running and then he's able to dial it all in in the back end, which is so nice.
Yeah, yeah, we need guardrails because, I mean, come on, it's Indy 500. We're gonna hit the freaking wall and go off the course and, and everything.
So every time.
Really good. Well, let's, let's close with. What I think is the most important thing is that, you know, this, your team, my coaching, my business. Your business isn't who we are. It's what we do to experience who we are at the highest level. And the one thing that I know, genuinely, it's used loosely, but.
Because I think it can be challenging for people. But. But I watch you family putting family at the center. Talk to people about that, that word that's thrown around, balance. And everyone wants balance or there's no balance or there's imbalance or this and that. Talk about you've got little ones. Tell us about your family, ages of children, just so people can see that dynamic and then talk about. Because that's the most important thing we do is help. Because at the end of the day, all this other crap doesn't matter. Talk about amen and how you navigate through that. Building a big business. Tyler.
Yeah, so I have four kids. Nine, eight, five and one.
Literally, I built this whole business while building my family. And so when I got into real estate, I tell a story all the time. When I got into real estate, I was asked like, are you going to be married to your wife or are you going to be married to real estate? And I was like, both. And she was like, what? And it was like, I'm going to share everything. And so, you know, that's what we've done. We're. We're very clear, Very, very clear. On Sundays, it's where do you need me right first? And she doesn't abuse it. It's not like, oh, I need you on these three. It's like, you have to be here. Maybe it's a kids assembly or something like that. Okay, perfect. I'm there. That's blocked out. And then I get all the other time to fill in whatever I need. And so it's, it's honestly, it's direct communication on what I need and what she needs, but we both don't abuse it.
Really good. How much do you, I'm curious, I'm going fishing here.
Yeah.
How much does the time. And I don't mean from a negative standpoint. I'm just saying how, how often is time talked about between you and your wife?
All the time, dude.
Right.
That's all we talk about. Because it's like if, if I'm not working, I'm with my kids and I get asked this question all the time. How do you do it? Well, I can tell you I'm not watching Netflix.
Oh, I don't have time. Yes, you do.
Yeah. Really?
I'm living proof. Like, dude, I give. All my kids have an amazing attention from me. All my coaching clients get amazing attention. My business gets amazing attention. It just means that instead of basketball every night, it's basketball on Tuesday nights.
Really good. Yeah, I can remember. Yeah, I, I, I don't know if you knew this story, but I remember a friend of mine said to me in the come up, I don't know, it was about 11 years ago. And he said, man, you can, you can give me all the stats on the Duke Blue Devils starting lineup, you can tell me everyone's batting average and all this stuff. And, and, and you're nothing wrong with being a fan of someone does something great. But man, you're praising the names of, of all these other men's names on the back of a Jersey. Why don't you put your energy into becoming a name. Having a name on the back of your jersey people look up to. I freaking took and rip it off.
I took, yeah.
TV down. I didn't watch TV for years.
Yeah.
Eight years. So it's, it's this minimize to maximize.
I mean, it's really that simple.
That's the simplicity of it, really.
And don't get me wrong, like, my wife will be like, I want you to watch this with me. I'll be like, okay.
You know what I mean? Like, I'm not like, well, no, no. It's like no way.
That doesn't support the mission.
Yeah. Like, because there's two missions, right.
There's the business mission and there's the family mission. But that's where, right. Like, like I said, is you got to have that, that time consciousness.
Correct.
My wife's super good with me on, on That I need that garden. I'm a freaking.
You know, seasons.
Oh, yeah. Season, reason, lifetime. But I mean, oh, there's trees in the way. All mow them down.
Yeah. Amen to that.
Come on, chill out. Well, here. Here's my final question. And I'm sure there's a bunch, but what's the.
Maybe one or two. What are one or two of the most impactful things that. That Business success.
Profits, making a decent living.
What's the one most rewarding thing from this for you? Personally?
I honestly think it's. It's the people around me winning.
At the end of the day, like, a check's cool, that's awesome. But it's the phone call of, hey, my Mercedes took a dump. Looks like I gotta buy a new car. No big deal, right? Cash agent on my team. You know, it's the text messages from the coaching clients of like, Dude, I have 12 agents and 15 listings from those 12 agents that I didn't have until I met you. Like, it's. It's just that I. It's the thought of, like.
Your advice paying off. You worked so hard to have your knowledge, and now people implement it, and then you're watching their life change in front of your eyes. I think that's what it is for me. I just. I love it. Like, my life's already changed. Like, I'm fine. You know, like, my family gets to live an incredible life. Well, now I think we have to share that. I think that's, as you say, like, we're the vessel. Well, I'm. I'm just a vessel of what's possible of growing your family and building a business and being happy at the same time, you know?
Yeah, I will. Because it's true and it's not something you've left out. Because I. I knew when I asked it that there were so many things you could share.
Watching. And I know you live it because you posted about this. I think it was. I don't know. Did you take your. Taking your parents on a vacation? You take them to Hawaii or something, Putting them on a flight first class with you or something?
Yeah, yeah, yeah. My. My dad.
Yeah, yeah, yeah.
And that's where it's like. That's what people don't really understand. Like, my parents worked at Mesa Public School, so a first class flight for my dad is. He's freaking eating Cheerios, I think is what he was. Honey nut Cheeri. He texted me and he was like, this is amazing. And I was like, get it, dad. Like, it's just, but like hard work in real estate, it's, it's pretty, pretty.
Simple, you know, really, really good. Well, Tyler, I appreciate you. We'll do it again. There's so much we can talk about. We'll continue to evolve together. The.
Coaching. You're one of our chip act live coaches, which is, which is beautiful. It's just a requirement and I'm fortunate to have people that want to someone like you who's where many people want to. To get to. You can go to tyler.chetblacklive coaching.com and fill out a questionnaire and he can schedule a discovery call with you. And where else is a better, a great place to. To connect with you?
Yeah, you guys just text me. 480-291-4478 Instagram handle is the Tyler Blair.
Awesome. Simple. Tyler, I appreciate you, brother, man.
Thank you, man. I appreciate you so much.
