I Will DOUBLE Your Sales Income in 44 Minutes.

All right, y'all ready? Good to go. All right, we're gonna go over, um, kind of some things more about agency building again. How many in here— who, who was just in the last one? Who stayed? All right, cool. How many of the rest of y'all building an agency currently? Like actively building one, have one, got it going on? Dope. Um, so I'm gonna make this one more— I want to answer some questions for you guys. Two people from last one asked that I thought were important things that I'll cover. Um, certainly scaling agency is an interesting journey, and I wish I could put 13 years of what I've learned into 30 minutes or whatever we got. It's gonna be hard. So I'm gonna do my best, um, in the window. But if you guys don't already follow all of the stuff that I put out, I teach so much stuff about agency building. I give it away, I throw stuff out, I have workshops, I have events, I have Zooms, I have all kinds of shit out there. And I have more content than I know what to do with. YouTube channel, I have a boatload of stuff out there. So I'm gonna probably stay pretty high level today. If you want more detail, I'm not hard to find giving out information. A couple guys from the last breakout we just did had some agency questions. It was, it was both based around basically— you said it was Roman, right? And remember your name? Robert. Roman. Both basically around kind of getting new agents off the ground and paid, right? Like, how do we do that? So I think most of us have some sort of quote-unquote system, if you will, a process that you use to get people onboarded and started. I think where I see people go wrong a lot is setting really clear expectations for agents, much like sales, right? You start out with a client, you don't set expectations, it's going to be a bumpy appointment. Fair. If you don't set really good expectations with agents, whatever y'all's are, right? You can all— we all have slight variations in the way we do it. I can only speak on the way I speak because I am who I am. Take the concepts and apply them to what you do. Um, for me, I've learned the better I set expectations with not only what I expect of them, but who I am. That's probably the biggest thing that changed for me, is just being really transparent about who I am and all of my imperfections and the things that bother the shit out of me, right? So I have 3 things that I'm looking for with people. I expect you to be coachable, do the things you say you're going to do, and if you can't do those things, communicate with me. That's my core. It's who I am. And I had to do that because If someone went in, you ever have the agent that like, yeah, coachable, I'll do everything, and then they don't get on your trainings, right? And then you're frustrated with them. I don't like that rub. That drains me mentally. It crushes me. And then I get frustrated and I act like an asshole, right? And it's unhealthy, especially early when I was building. Being new to building, I was a train wreck because I wanted everyone to do what I was doing. I wanted to hire me. I want everyone to do what I was doing. And it's like, I learned I really don't want to hire me. I'm a pain in the ass. I don't need more of me. Right? So for me, expectations is number 1. I talk about those 3 things. Again, coachable, do what you say you're going to do. Which then gives me the freedom to ask really good questions just like we do in a sales presentation. And when you're going through sales, your questions are aligned if you do it properly to kind of put people in a corner to where their words are basically telling you what they need. Right? You're not really selling insurance if you do it right. You're identifying problems and you're solving a problem. Ultimately, if you're still out there selling insurance for, you know, you're selling $100 grand for $82 a month, like, that ain't the way to do it. It's the $82 a month gets me to avoid A, B, and C, right? And so for me, with the agent, it's the same way. They're trying to avoid— they're trying to escape the life they have now, right? I have the path to it. I'm going to need you to follow it. You're going to think a lot of it along the way is counterintuitive. You're going to be uncomfortable. It's going to feel weird. You're going to not know what you're— I set the stage for all of that. So for me, I'm looking for willingness to come in to chaos. I also like the fast lane. Like in Atlanta, we have this little thing, the, the— what do they call that damn thing? Peach Pass or whatever. In Atlanta, you can pay and get in a special lane, and you can go as far as you want and just pay to get there, and you're with no traffic. I pay even if there's no traffic. I drive in that thing so I'm not around other people. And my son Maddox, he's 13, we go in it and he's, he's kind of learning. He's like, why is no one in this lane, Dad? Why is everyone over there? And so we go and you see the sign and it's like, next 3 exits are 75 cents. That's how it works. It's a digital sign and it changes based on traffic, right, how expensive it is to go. I don't— I just stay in it. And he doesn't understand why people don't. And I'm like, oh, they don't want to pay for it. I pay to go fast, right? And so I'm a big, like, can we get there now? With new agents, y'all were talking 3 months, they're struggling. How do I get them started? How do I get them paid? All of the things that we deal with, like, that they don't do that we wish they did, and then they quit. I no longer get frustrated by those things. I just want to know now instead of later. I want to know today, not in 3 months, if they're willing to put in the work and do the things and learn. So I just align very specific, very simple things I give them to do. And whatever y'all's process is, I'll give you probably one of the best things we've ever done. And it's so stupid, but it works. Do you notice when people are speaking on stage, like the Rockys and the Coach Berts and Danelles, they have names for all their concepts? They name them. Do y'all catch the names of what they like? 7 Pillars of whatever, whatever it is. There's a crazy amount of psychology to that. And if you watch anybody that's building anything big, they name all their stuff. I remember when we were, we were stuck, is when Amanda was new and, uh, we were struggling with growing and I was losing a lot of people. They'd be in, they wouldn't do anything, they'd go away, they sell no insurance, they're on the struggle bus, whatever. And I came up with this thing one day, I'm like We're going to create, we're going to name it. I'm going to call it an Agent Mentor Program, right? We shortened it for AMP, and we sent out some emails. Hey, see you're struggling, we have a new Agent Mentor Program. We're looking for people who would like to be in it. Dude, I had a line from like here to Kentucky to be in the main Agent Mentor Program. Everyone wanted to know what it was, and I'm like, it's the same thing I had before that you didn't do. I just gave it a name now. Dude, we blew up when we had an agent mentor program. Just literally naming it. It's the dumbest thing ever, but it worked. And my process didn't change. Nothing changed. And for me, that led me to realize the power of psychology with people, right? And so along the way, a lot of the agency building stuff for me is, I learned this from Ed Mylett. When you're giving talks, I got to go to like an exclusive thing with him 'cause I bought a zillion books of his. And it got me access to some, just an event that he did for people that bought the books and a private mastermind at his house. And anybody not know Ed Mylett? Y'all all know Ed Mylett, right? Yeah. Someone yesterday had never heard of him. I was kind of surprised. He goes, someone asked him, how does he go about creating the content for his events? Like, how do you know what to talk about? He goes, I start with the feeling I want them to leave with first, and then I build the entire event around that. I was like, that's fucking genius, right? So for me, with agents, what do they want to feel? They want— they want to feel comfort. They want to feel like you're there to support them. How many people have come to you and got my upline didn't support me, and then you find out where they're at and you're like, that— they're fucking killers over there, you know? I, I get calls from y'all's company, they're like, they don't support. I'm like, I know them. They probably give more support than anybody. Just met the personality, the way y'all handle things. But people are funny, right? So I want them to feel supported for sure. And I want them to also feel like y'all mentioned that they can get paid fast. So one of the things, the rules that I had my agent mentor program was if you come to me licensed, my, my fast lane is get you paid, get deposits within 7 days. And this was back in the day of paper everything, nothing electronic. So obviously it can happen a lot faster today. Obviously there's variables. If you come to me unlicensed, deposits within 30 days, that's the fast lane. And I can, I can do that almost always. Certainly, again, state variations, things like that, background checks, whatever, but for the most part. So we have them on a fast track, and then I talk to them about coaching and the coaching and, and, um those 3 steps, right? So I've learned if you can get people paid fast, they stay way more often than not. The next thing I learned, which is crazy and not a lot of people necessarily love it, but it's accurate: if you can get someone an override, they don't fucking quit. They don't fucking quit, right? So like I mentioned the last one, part of my strategy working with people is finding out who they know that also wants to be successful. And I'll repeat, I apologize for a repeat the way I ask it for those that were here, but everybody I'm working with, when I'm interviewing them, I ask them if they want to be a life insurance salesman forever, right? You want to be a life insurance salesman for the rest of time, or do you one day want to build an agency? Most of them give me the, obviously, one day I want to build. And so then I just tap into their, to their network. And, um, you know, when I put people through this, this agent mentor program it let me be in control more because people had fear. Fear of loss makes people move, right? So if they fear not being in that program because they didn't follow the steps— because for me, if you don't— I used to care if people didn't do the things. Do you get frustrated if agent doesn't do A, B, or C for you? It's annoying as shit. I no longer get annoyed. You remember, y'all do like Thanksgiving dinner, family. And they have the kiddie table. In my head, in my agency, I have a kiddie table too. So you're on this path. If you don't do this path, I'm no longer mad, but you have to go sit at the kiddie table. You just go over there. You can get on the training every week. You can ask me questions there. I don't give the same access to people who are doing the things is the ones that aren't doing the things. I don't treat them equal. Not everyone loves that. You don't get the same access if you ain't doing the things. And I, I don't— and but those expectations are set there. Yes. Like, whenever you say that, uh, because I recently just had— I don't know if people here are agents too, but most are. Yeah. Uh, that I Yeah, but, uh, I don't know, whenever you said that, what do you mean? Like basically not answer the text, or— I mean, let's do this. You ever have an agent that kind of ghosts you and you haven't heard from them in 3 weeks, and then they have an appointment on Friday evening at 9 PM, and they call you, they're like, I have a— I have an appointment in 7 minutes, I need you, 911. I ain't answering that call. You said you're done? No, dude, I ain't heard from in 3 fucking weeks. I'm not trying to be an ass, and again, some people don't love it, but he knew that. The agent chose that lane. I didn't put him in that lane. He chose that lane. If you choose that lane, I always tell people, if you put me in a position to make a difficult decision, the decision will not be difficult for me. I like that. I'll make it easy because you did it. Right? You leave— you, you mess with debt, dude, I'll put you on as earned in a second. You cut off my income. I didn't cut off your income. I just told the carrier to change your— you cut off your income. I didn't do shit, you know what I mean? So I, I just— does that make sense? Yeah, you got it, bro. For management, so we got— I have a couple agents, uh, managers, they're stuck at about a couple million a year, like $150,000, $100,000, and they've been super loyal. Yeah, buddy. 5 years. Yeah. You know, how would you, uh, do the whole kitty table for that? It's hard, dude. It's— that was the hardest part of my career. So if I go back to 2018, we're doing about $800 grand a month. We had about 12 managers. I tell the story a lot. We had about 12 managers. Those are my crew. I was— that's— we— I was going to build this shit with them. 4 years later, 9 of the 12 were still with me. Not one of them grew. There was growth, but it was all in depth. So I went down in depth and I went, hey, come over here, right? So I, I treat everybody like they're direct to me. That's the number one rule. I treat everyone like they're direct to me. I don't give a shit my spread. I don't care if I— my biggest leg, I had no override on. We were doing fucking a million dollars a month. My biggest leg, I had zero spread on. I actually hired the person at higher comp than I had because it was an opportunity, it was early, it made sense, it was a business opportunity. I've made millions and millions and millions of dollars off that leg today, but for the first 3, I made none, right? Because there were people in it I could work with. So again, for me, it's the— there's a process of growth. At some point, they stop doing stuff. Fair? That's why they don't grow. So If you get a producer that's producing at a high level, do you— what do you sell? Do you sell a lot? Uh, no, you personally, have you— do you know how to sell? Yeah, perfect. So if I were brand new and I do everything you say, every— dude, I'm the best agent you've ever had. How long would it really take you to give me all your best shit to get me to a point where I can sell $35K a month, which hits Hall of Fame? Give me a ballpark. Once. Okay, okay. So then after 30 days, what on earth are you talking to them about? That's your choice. I'm not having duplicate the same conversation over and over again, right? I don't have to teach them sales anymore. Now again, can there be some weird situation? Yes. But if you're calling me about underwriting after we've done some work I'm just not your guy. I had an agent text me this week. It was like, hey, what does Mitchell Volmaha do with ABC? I was like, did you call Mitchell Volmaha? He's been here 3 years. You know what I mean? And it wasn't like— it's just, again, I just have to have guardrails. And it wasn't someone who I was— I didn't know the answer. And, you know, I'm like, of all people, you chose me. Someone text me to ask— I can't say that one, it'd be mean. Never mind. I caught myself really good there. Whew. I get some crazy ones, right? So again, it's all about expectations. I'm not— I tried to be too friendly with my managers too early, right? And that caused me a lot of trouble because when they weren't doing what it took to grow, they would use the personal relationship against me. That was hard, man. Um, I lost good relationships is the honest answer. I lost good relationships with good people because I no longer catered to their neediness when they weren't doing what it took for them to win. And that's hard. Yes, that's the piece I missed early. I didn't set those expectations. I just had to have a hard break. It was a, it was a tough lesson. I tell you stories for 4 days about that shit. I lost really good relationships. Yeah, I mean, it's, it's an unfortunate piece of business sometimes. Yes. Thanks for being here today. Always. What expectations do you set for your managers from day one? Day one is— yeah, I mean, for me, especially now, like, I'm rebuilding Base Shop, right? So I get to do it with like a fresh group. They don't know anything about the previous group. So for me, I want anyone that wants to lead to— I want a culture, man, where one, we do ethical business. I hate— there's a lot of shady shit you can do in insurance, right? Fair. I don't think anyone's confused by that. Do not mess with any of that. I don't— I want anyone that's a manager to— I want all of us to kind of pass the same message. I want to be on the same page. I don't want conflict between each other, right? We have to, and we can't openly put our shit out there. All right, there's stuff that happens that the agents don't need to know about. Fair. Don't bring noise to people. Don't cause chaos. Take care of clients. Help other people. Don't help them. And if there's like, I don't want to help people because I don't have an override, I don't want that guy. I don't want that manager. I want the person who will help anyone, you know what I mean? So I want to make sure that we're all on the same page more than anything, right? And you know what you want out of your, your group. So I'm just very open about, hey, be there, be a team player, support people, help people, don't be a fucking douchebag, take care of clients, do ethical business, you know what I mean? And be real with people and contribute to the team as a whole. I'm only one guy. I get way too much credit. I'm one fucking human. I didn't build $200 million. I did what I did and helped some people, and along the way, hundreds and hundreds of other people did their part. You know, Giovanni came in, 23 years old, and I'm trying to re— I haven't had to do a lot of the pieces in a lot of years. I haven't run a team call in 5 years. I don't have— I get on a lot of them, but the managers run them. I hop on, do my thing, and I bounce. I haven't had an organized one since probably 2018, 2019. So I start doing one, right? That's a piece of it. And part of that is we— I like to have like a little central hub where we communicate. I like an office, but with all the remote We use now Discord thanks to Giovanni. We used to use all kinds of different little apps back in the day. I was like, oh, we use WhatsApp. I'll throw everybody in our WhatsApp group. Giovanni's like, bro, WhatsApp went out in like 1982, bro. He goes, you should be on Discord. I was like, this what? Discord? Discord? He showed it to me and I was like, yo, we fucking launching a rocket to the moon? But it's complicated. I also try to get— the point of saying that is I'm looking for people to add value to the group. The way I got the attention I did from the mentors was because I added value to their world. Dumb little shit. I'd help with stuff like this, organize rooms, take care of the chairs, erase white— just dumb stuff that helped him do what he was doing, right? I would just watch him and I'm like, oh, he's struggling there. And he saw that early and he was like, WhatsApp, stocks, Discord. I'm like, dude, I don't know Discord. He goes, I'll build it. So anybody that's— and we have our Discord community that we open to the public. So I have my agency one, but we have just the community people who follow me have access to it too. And, uh, he fucking built it. That was his contribution to the team, you know what I mean? And so he manages it, and I— so I let people shine also. I'm looking for that piece. I just tell them the things I did for Mike. I was more on like analytical side, and I took care of numbers for him. I did all kinds of stats. I created issue paid leaderboards. I did all kinds of tech stuff for my guy because he was— he couldn't open a computer, right? So I added that kind of value to him, which then allowed him to pour more into me. You don't think I'm gonna pour more into him with him doing that for me? The psychology of that is really simple. I just put it out there openly. I'm looking for that. I need help. Please fucking help. I don't know where the buttons are in the eApps today. Marco froze. What do I do? Fuck, I don't know. I don't know who's a tech signature versus regular signature versus— I don't know any of that stuff. I'm so far removed from it that I'm like, I need help from people. So when I'm setting expectations with managers, I can help you with the part I know. I know how to build. I know the psychology. I know all that stuff, dude. The day-to-day stuff, I don't know none of that shit. CRMs, I don't know any of it. So my expectation is the managers help contribute to the overall team. As a whole, you know? And if they don't, I'm just— for me, they're not going to stand out. I'm not going to be excited about them. Does that help? I just saw you, dude. I'll get you in one sec. Uh, back to the kitty table. I mean, so you have like clear expectations, and expectations are set. Do you have like— do you mean by that that expectations to maybe get from the kitty table to the adult table are set? Yeah, I also give people grace, dude. I definitely give people grace. I mean, fuck, if people didn't do that for me, where would I be? You know, so I have to give other people, and I have to give myself some too, because I'm going to mess up along the way, and I let people know that. You know, people come to me like, why should I work with you? What makes you better than the other guy? I'm like, first, I don't know the other guy. I don't know the answer, dude. Ask him. I don't— how do I know? I'm not— I don't pitch like that. You mean I am who I am. I can help where I can help. So what does that path look like then, I guess? Like, what— like, what— coachable. Do the things you say you're going to do. Communicate if you can. That— I'm so simple, dude. You see that flip switch? Because coachable allows her to work part-time 2 days a week and him to work, whoever, 7 days a week, every— right? They get to define it. I want to know who you want to be, right? That's what the exercise is. I don't know how deep we're going to get into it, but for me, it's like, when you start looking at this, like, why should people work with you? If your answer is, we have the best leads and the best training and the best culture, everyone fucking says that. Who cares? It's such talking points, it means nothing, right? So when you do this exercise, we're probably not gonna do it here because I like the Q&A style better. Sorry, Amanda. They will do it. You didn't print it all for nothing. We were gonna take 10 minutes and let y'all do it, but she gets mad at me sometimes. Yeah, right, but she's so used to it. But you should create something like, why? You know, I can, I can actually help people not only deposit $40K, deposit $100K, help you make multi, multi-millions, 8 figures. I know how to help people get to 8 figures. I don't know how to get to 9 yet. I ain't done that. 9, 200, sure, AP. I'm talking income, you know. So it's just like the sales side, right? It's that kind of financial inventory concept. Right, expectations. Here's who I am, here's what I'm going to do. Those are the three. Financial inventory I have to do quite literally with agents. Any y'all ever like— do any of y'all like help agents? Like, not physically, but to help agents like pay bill, like when to pay bills and what things to work on? And I've had agents that like, they didn't pay a thing without calling me first. I dive into people's stuff if I'm going to work with you. Right? So again, if I'm going to give you the time, I look at it a lot like— I give a lot of analogies. Analogies have saved my life, straight up, because it allows me to— I've learned that it's so crazy what I say and what people hear, how different they are. Analogies help bridge that gap for me, you know? Um, and so for me, I give a lot of those. And when I look at this, to me, one of the most common ones I use is if If you're hiring me as a personal trainer and I say, here's what you need to do for a workout, here's what you need to do for a diet, and you show up to the gym 30 minutes late every day with a Twinkie in your mouth, I'm not going to stay. I'm not going to be your trainer anymore. I'm out. And so I tell people, and I don't want it to come across mean when I say it, but if you don't do the things you say you're going to do, I'm 100% sure I'm going to quit you before you quit me. Is that okay? And I ask permission. I ask permission for all this stuff, right? Where the mistake I made early was I just did it. Like, that wasn't the good way, you know? Um, so I, I— it's, it's exactly like selling. It's no different, just the words are different, you know? So if I set the expectations and you sign up for it, in my life today, dude, people beg for it. They want the direct, 'cause quite frankly, most people aren't direct with others. They won't tell you the hard things. They won't tell you where you suck and where you're weak. I was a person who would ask. So I had mentors, I'm like, "Dude, tell me where I suck." What we do, I can figure out. This isn't that complicated, obviously, right? You're killing it this soon in. So I want real deal training. So I would always ask the mentors where I was weak. A lot of people have a hard time with that. And so for me, a lot of this part along the way, I'm letting people know I'm there to challenge them. I mean, they can learn from anyone, dude. Why are they learning from me instead of you? Like, you can teach someone to sell just as much as I could teach someone to sell. What, right? Can I do it quicker? Yeah, dude. Why? I have more reps. I know what they're thinking before they think it. Just, you're learning to know what clients think before they think, before they, you're learning it. Right? And so I just— I understand the psychology of an agent so well. So I, I can— much like sales, everyone wants to learn how to overcome the objection. What did y'all learn that week that's most important? Prevent it, bro, right? So everything I'm doing along the way with agency side, I'm trying to prevent all the stuff that I've been through. Which then says what? You kind of have to go through it till you get this stuff down. I can only kind of give you some of the guardrails. I promise you're gonna eff it up. And you have to give yourself grace there, right? So much like I tell a lot of y'all to like review your stuff and, and, and go, where did I go wrong? So I told Giovanni, dude, he has conversations with some agents and after they're pissed, they're frustrated, they're annoyed. I go, cool, when you're done with the conversation, can you go back and think, how could I have worded it different to get the message across but have the feeling be different? If you're in the insurance space and trying to build an agency, or you're trying to like break records in sales, just hit new levels, new heights, click the link below to apply to my consulting and coaching program that I have out there. I'm helping tons of people get to new levels, get to new income heights, help them build their teams, put systems in place, staffing stuff, recruiting processes, automations. I'm just teaching people how to get to a point where they're selling on their own pen 30, 40, 50 grand a month. And if they're building a team, teaching how to have an effective structure to your insurance agency for the most profitability you can. There is an application process. I'm only looking to work with like high-end people who really want to make big things happen. A couple recent clients that we've had in the, in the coaching program, one dude as an individual went from selling like $8,000 a month, barely getting by, about to quit the industry, found the book, hit me up direct, started the coaching program, went to $35,000 his first month, has issued like $150,000 in the last 90 days, and has changed the trajectory of his career. Working with another agency Builder, very first month went from doing like $800 grand a month to almost $1.1 million. We added like 10 or 15% production in 30 days and continue to work on things there. So if you're interested, click the link, apply, and if you're a fit, I'll reach out. Because I can give you the same direct— my message is very direct. People feel very empowered when I'm done talking to them. 10 years ago, everyone felt belittled. I didn't— huh? Me, me understanding it was me doing it. I care for people so much, winning, like it's stupid. My words didn't always feel that way to people, you know. I am, I am a very oblivious type person. I'll miss it if I'm— if someone's giving me hints, if there's little signs. I'm so stupid with stuff like that. You have to tell me. I didn't know everyone wasn't like that. I, I— it sounds stupid. I'm— I was 35 years old and I didn't know how different we all thought. I didn't study anything. I didn't do self-development. I didn't read books. I didn't— I did nothing till I was 35, right? So understanding the psychology, this stuff, this is all new to me. 12, 13 years I've been working on this stuff, right? And understanding when you go into Nate's— y'all seen his colors thing, the way he does that? Have y'all seen that? Oh my God, to me it was like earth-shattering news how different we all are, right? So I had to learn how to work with different personality types. I can be direct with someone who's a yellow in his thing, right? Or someone who's a little soft, kind of like butter, you know what I mean? But they, they provide a lot of value in their own way to different people. Right? And so I just had to really— one, I started putting it out there. You know the whole Eminem theory? Y'all see the movie 8 Mile when he did the, the rap battle? The end of it, he was like— basically the concept of it, he talked shit about himself the whole time, and at the end he's like, you ain't got nothing to say about me now. I gave— I put it all out there. So for me, I'm just— I, I had to start accepting that I understand I make people feel this way. I apologize in advance all the time. Hey, I got to— do you mind if I tell you something? I'm sorry if I come across like an asshole. I swear I don't mean to be a dick, but you might feel that way. Do this off— they're buckled up like— and they're like, oh, that wasn't that bad. Yeah, right. So it's like, as much as we want agents to change, who really needs to change, you know? So I started being insanely intentional about working on me. I started paying other people to teach me. I started going to a lot, not just events like this, but like high level. I started paying people, you know, and studying them. And I put a lot of work into, I still do. I'm a train wreck, but I don't believe y'all aren't either. I think we all are in some form or fashion, you know? And so I just started being really open about it instead of hiding it. And, you know, and I think what I do really well is I don't let— I feel like agents sometimes will ask questions to use us or anyone else to try to validate why the way they think, you know. Um, and so I found one of the things I do a lot lately is people are struggling with something, or say a situation— let me think of one specific this week. We're What was that girl? What was the one on the Discord this week? What was the thing? No, no, no. The one where like they knew the answer. What was it? Courtney was one. There was another one. What was hers? What was it? Remind me the— oh, it was you. Fuck. That's right. It was you. This is going to be good. What were you doing? What was the question you asked me? It was, uh, oh yes. Thank you. Um, all right, so this fucker, God bless him, Buckle up. No, I'm kidding. Um, he asked me a question. Correct me where I'm wrong, but I— the vague— if I remember the question vaguely, he sat on one leg, which means the husband wasn't there, the wife was, whatever way it was. He sold it, but he had like— he was a little concerned. You know, he's like, how would you handle this now that I sold it but the husband wasn't really there? And you know, I'm just a little worried about it sticking. It was kind of something like that, right? Yeah, but loosely you're worried about because they weren't both there. Oh, she was mad or something. Yeah, he, yeah, he wanted to regain control or some shit like that. And I said, let me ask you a question, dude. You sat on one leg, right? He goes, yep. I go, what are you supposed to do in that situation? He was like, wait, what? And it's like, you know, a kid get caught in the candy jar. He's like, make sure they were both there. It's like, okay. So the question is, why did you know what to do and not do it? Is it because you think you're so good you can do it that way and it's going to work every time? I asked you just like that. I'm like, you don't think I've tried it? You don't think we've all tried it? Does it work? Now, what happens is sometimes it works, and then you think you're the guy. But we know historically it's not. It doesn't give you— I said odds. Both of them there or one there? Which one has better odds? Both. So you chose to go with the less odds. Right, so then now what does that make me think? A very common scenario that you know what to do, you chose to do the opposite. How many other things you do that with, bro? Right, so I've learned to make sure— one of the biggest shifts for me was not allowing the agent that needs the help to dictate where they need the help. All right, I need help with phone script. Are you, are you sure that's what they need? Is that— are you positive that's what they need? They only called 3 leads. They don't need help. That phone script ain't the problem there. Fair. How do you overcome 'I want to think about it'? They run 2 appointments a week. Is that, is that the core problem? Okay, now is there an answer to that question? Yes. In the big scheme, odds, the level of that person succeeding, if I answer that, aren't I almost— wouldn't I be telling him that's the right way to do it if I answered it? We do that in a lot of situations, right? So I've learned before I answer questions, I have to ask a lot of questions. Because I, I, I, I believe that when agents come to me with a question, they don't typically have the clarity, right? So they're not on purpose asking the wrong question, they just don't know the question to ask. So much like when we're in the sales situation, if we don't get the why, if we don't ask enough questions and dig deep and get the real meaning, you're surface level. And most of us are staying surface level with the agents we're trying to manage. We don't really dig down into what's causing— what's like, what's the root of that, you know? And that, that saved me a lot of time, man. I didn't have to have a 45-minute conversation with him about how to, how to deal with a one-leg thing. I was like, it's two questions. Yeah, which is the same concept of why are agents in a house for an hour and a half when it doesn't take that long, right? There was a lot of wasted conversation, wasted time, wait— like, there was stuff you can cut out The new agent just doesn't know what to cut out there yet, right? And so I've learned at scale, I answered that in— what'd we talk for, 42 seconds, right? Over the course of years, instead of having 45-minute conversations about the thing they were doing wrong to try to correct it when I know that's not the root problem, that adds up to a lot of time, which then adds up to a lot of people. Which then means people are getting paid. So allowing him to do it wrong causes you to make less money because I'm fucking with him instead of talking to you, right? So I, I don't— I, I learned to not— when, when agents aren't doing what it takes to win, I'm not going to allow them to cause me to miss someone over here. Trying to drag this person, beg them. The Courtney chick did it with something else too. There's something, some— oh, it was, uh, hold on, it was something, something. Oh, she had— there was this random girl just messaged me. I don't even know where she doesn't work with us, she works at another company. And, uh, she had— it was like I had so many contacts, booked so many appointments, and the number, the percentage was really bad. I'm like, what, what's, what's up? There's a problem here. What do you think it is? She got to this many people and all of them had insurance already. I was like, oh, got it. I said, what do you— how do you handle that? And she goes, I just let him go. I said, Courtney, I don't know you, but I know every company. You're not the first one to hear that objection. What does the training say you should do in that situation? Her answer was, "That's perfect, that's exactly why I'm calling." That's what her person trained her to say. Is it right, is it wrong, who cares? My question is again, if you knew what to do, why did you not do it? At her core, she's uncomfortable. She's uncomfortable challenging people. That's a problem for her, right? So now, if I were working with her direct, I'd be working on why are you uncomfortable challenging people? Now I have to get into the psychology of like, these are actually families and kids. And when people die, like, I have to go down that road to get her to think. When the give-a-shit level of another human outweighs that fear, that'll shift, right? So I have to play that game now with her, you know? And I think far too many people trying to scale, again, allow the agent to kind of control the process. And that's something I, especially now that I understand it, I refuse. And to really scale, I have to make sure he doesn't get taken advantage of. Because you know what happens when Anthony doesn't like my answer? He'll call him. And when he doesn't like his answer, he'd be like, Dana said, right? He'll try to call that, you know, not— you know what I mean? If they're in the agency, so there's always that kind of mom-dad thing, right? So as part of the question you asked earlier, I make sure we're on the same page with stuff like that. And one of the things I do is I'm like, yo, if Anthony calls you with a question, ask him if he asked anybody else this question first. You sit with a client, they use insurance lingo. I'm like, hey, who else you talk to? Right? I want to know the details. Where before he would spend 4— he's like, dude, I just had this whole conversation with Anthony about da da da da da. I'm like, that motherfucker. He did— it rubs me. So now I have to teach the management that's a thing. We have to be on the same page. Now I'm also open. If you think I'm— I tell my staff this too. If I'm doing something stupid, you can tell me. I'm open to a conversation. Like, I might be doing something wrong. Let's talk. So I try to just be on the same page with everybody more than anything. And those pieces are hard to learn. You don't learn that. It took me years to learn that people do that, you know. Um, yeah, yeah, I'm trying to— again, I'm trying to prevent it. I'm not trying to overcome the stuff and the drama and the things, but unfortunately that is a part of the path, you know. Um, you know, this is some of the stuff. If y'all have seen, certainly we have, um, what's this QR code go to? Is it workshop or what's it do? Agency Accelerator. Yeah, we have this. I've had a lot of people reach out. There's a lot of— obviously I know a lot of people at a lot of companies and a lot of people want me want my help. And I'm not trying to recruit people from my buddies that I know work. I just, I get so many people that work with me naturally. I don't, but I'm only one guy and I only have so much time. So I do have a lot of stuff out there, some paid things. There's this thing here, some, I had a lot of people want to understand how to build an agency. So we, I built this Agency Accelerator. It's like a 12-month program where I just go through like how to structure an agency and the setup and from A to Z of building an agency, a slow-paced thing. This dude's like, hey, I see you have a high-level coaching thing. I want to do that. I do it some because I don't want too many. I don't really want to be that coach guy. I don't have the energy. But I do— I love workshops. And so that's what I do in my office a lot. I do one a quarter, not a ton of them. It's a 2-day workshop. Come to the office and we, we dive in. It's like a lot of this stuff and filling out and really exercises to figure things like that out. So if you guys are interested in that, like, deeper stuff, like really getting into the weeds Obviously here I try to a little bit. You're welcome to join any of this stuff if you want. I don't have a big space. We get— what do we fit? I always say 32, I think it's 28 people in the office, so it sells out. We don't, we don't really have room for more, and I'm sort of lazy and I want to keep it at my office. I don't really want to go to another place to do it. So, you know, y'all can get access to that stuff if you'd like more. Um, did I, did I, did that help early with y'all? I want to make sure you guys are— you good on your Question. Anybody else have any other questions before we— at what point, um, did you go from builder, you know, in your career when you started with your team and you had your whole squad? Yeah, to the point where, you know, first of all everything was free and then you said, you know what, I've got so much value, I need to start charging for this. When did you start having those private mentorships? When was the right time for you? When did I start that? September, 6 months ago. Yeah, I just got so overwhelmed with people. I do— I help people in so many companies, just, and I'm one guy, I only have so much time. So I've only done it— I've been asked to do it for 10 years. I just always said no. But honestly, I made it so expensive most people can't do it because I don't want to do it a ton, uh, quite frankly. And people pay, um, so only 6 months. It's not a big revenue stream for me, to be honest. It's— I'm trying to help people get to a new level. I get again, if even if I charge a few grand, like, it's— who cares? It's not getting me out of bed money, really. Um, you had a question, dude. I forget your name. We talked yesterday. I forgot to get back to you. Yeah, might be something that'll be helpful. I think everyone— I'm more in the Medicare space. Yeah, but you know, Medicare, I think anyone who does sell, it's an extreme knowledge. Sure. I've had agents come to me that didn't know the difference between A, B, C, D, F, G. I'm that guy. So I teach them from zero to be hero agencies. Yeah. Growing from themselves to 30 agents. Yep. And I think I've been given too much at one point in my career. Yeah, yeah, yeah. Well, what's in my head, I'm gonna put in your head. Yeah. Then the problem is the head gets so big, now they can't see me. Yeah. And so then they'll leave and say, well, I did try to— it's part of it. It's part of it. I've had— I mean, yeah. So for advice for the agency owners, what— how do you handle when those scenarios come up when people want to leave me? Yeah, just to— that's in there. Honestly, dude, it's like, it's as simple as like, why does an agent get stressed out over a chargeback? What's the— why, why do they What's the real answer? They don't see enough people. They don't sell enough policies. So why does a manager worry about someone leaving them? They aren't helping enough people win. They have so many fucking people win. If, if it doesn't work out and you want to leave me, dude, I don't give a shit at all. I just don't care anymore. And I've not had many people leave, very few over the years, you know. I just— if I do my best to help people, my goal is to help you get where— from from where you're at now to where you want to go. If I help you do that, I did my part, you know. I just try to focus on that, you know. Thank you for your time. You got it, brother. Hey guys, just created something really cool, and if you want to be part of it, join the Discord group I just created. The link is going to be in here. It's a dope environment. You can chat with others that are kind of in the community. You can see beyond the curtain of our agency, have access to all kinds of stuff that we got going on, events, and my staff is in there. Um, we have agents in there selling, me helping agents and sharing information. We're going to, as we build this thing out, share everything, um, out there with all of you guys. So again, follow the Discord if you want to be part of everything we got going on. Join it now. We'll see you in there. Hope to help you more.