$50M Leadership Secrets w/ Mitchell Miles

What's up, guys? So what if you could scale a business or a company, any company, from $1 million a year in revenue to $50 million a year within three years? Well, recently we just hosted a training for our Mastermind members and I want to actually give you a behind the scenes look at this training because we had Mitchell Miles, a guy who's pretty well known in this industry in sales and marketing, and he came in and shared the exact blueprint, you know, in terms of leadership, the skill sets needed in order to scale a company of that size. And so I just wanted to drop this because this was so powerful for our community, for me and for so many other people. I just want to drop this and just give this to you, just completely free, just put it out there for you. Because I believe if you truly take hold of the principles he's sharing, you will guarantee to skyrocket any business, any company, especially when it comes to leadership and building teams that can scale to the moon. So Mitchell Miles, one of the key people involved in scaling a company from 1 million a year to 50 million a year in less than three years. I want to share that with you right now. Let's cut to it.

You already know a little bit about me. Like I said, high performance is 80%. So soft skills, 20% hard skills. So what I mean by this is when we think about high performance, you know, everybody has 24 hours in a day, right? I don't think I need to tell you that. But how you utilize the 24 hours is what separates the wealthy from the. The non wealthy. You know, there's no, there's no like magic sauce or anything. You know, it's all about how do we, you know, if you think of your time as your capital, right, and there's certain things you can invest your capital into. The idea is what, what vehicle can I invest my capital in to give me the highest return? And so if you think of your time like capital, that's the right way to think about it. So how we utilize our 24 hours. So especially in fields like multifamily, you know, it's easy to focus on the technical aspects, the numbers, the deals, the spreadsheets. These are hard skills. This is still valuable. You still need these. So I, what I don't like is the, the coaches out there, I've. I've paid them money and walked away unhappy. Where they tell you, you know, it's all mindset and they don't give you the tactical stuff. Like I said, we're going to get into the tactical stuff, but you can't ignore that 80% of it is soft skills. So, so, so the hard skills are the tangible ability, abilities that allow you to analyze properties, manage cash flows, close deals. While hard skills are important, they can only make up 20%. So the other 80% comes from soft skills, the often overlooked but critical abilities that separate top performers from the rest. And I can give you guys this document later. So don't feel like you have to be like taking notes. But another way to think about this is like be, do have. So again, one of my old mentors told me this and he said, you know, if you want to have things, you want to have things that you don't have. Like maybe it's whatever it may be, right? It might be a successful business or whatever. You have to like do those things. You know, Another way to say this is, you know, life has a way of not giving you what you want, but what you deserve. And you know, sounds kind of harsh, but it's true. So you have to do the things to get the things. But I think what I've become a big believer in is you have to be that person. So you have to be the person that does the things to have the things. I think another. There's a really good book on this concept called Atomic Habits by I think James Clear. I think if you, anyone read that, it's pretty good, highly recommend. It's good read. But he talks about that like you kind of fall to the level of your systems, right? Like, as opposed to rise to your efforts. You know, you don't rise to your goals. You fall to the level of your systems, the things that you do every day. So to do those things long term, you have to become that person. So, so first I'm going to talk about, I think one of my favorite ways to think about this is hedging to achieve your goals. I'm a big like numbers guy. Like if it, if, if I have a, a target and a lot of you came in, you know, for those of you that don't know, I'm kind of helping a lot with like the sell side of things in the, in this company. And you know, I, so I listen to a lot of the, the sales calls. I do trainings and a review. And like a lot of you guys come into this program with like goals like, yeah, I want to, you know, make $50,000 a month in income from my investments or I want to retire in three years. In order to do that, I need to make X amount there's all these numbers. And I think the number one mistake that I see, having just managed a lot of, a lot of business owners, a lot of entrepreneurs, whatever, a lot of salespeople, is the habit of kind of, of setting a target and doing just enough to get there. Right? And I like to flip it in my mind, like, what can I actually do that makes that goal inevitable? Like, what absurd level of output can I that where even if everything goes wrong, I'm still going to hit my target? And that's what hedging your bets means. Hedging your targets. So every investment goal you set, whether it's increasing your monthly cash flow or adding new properties to your portfolio, has several components that contribute to its success. These components are what we call leading indicators. You guys ever heard that term leading indicator versus a lag indicator? So leading indicators are the actions and factors that predict success over time. They lead to lagging indicators, which are the results you see after.

Right?

So maybe a, for example, like a lag indicator might be like, you know, right? Just like one deal, that's a lag, you know. But a leading indicator might be like Lois. Right? So it's like you need to separate these things and, and ask yourself, what level, like how many Lois do I need to send, right. To close X amount of deals and how can I increase that by 20%? Right. I think Warren Buffett actually said that where ev. No matter what he does, he always has a 20% margin for error. Like if everything goes wrong, because a lot of times it does, right? It'll all. The. The least. The, the worst case scenario still hits his target. Okay, so actions are not inherently leading or lagging. It depends on how you look at them. Right? So just kind of explain this. So let's use an example to illustrate this goal. So, acquire three new properties in the next six months. That's a lagging indicator. Right? But the leading indicator may be like, you may need to analyze 100 deals to find the right three. To get those 100 deals, you might need 200 potential properties to evaluate. To access those 200 potential properties, you only need to engage with 10 brokers or wholesalers. You also need financing lined up, which might require talking to five different lenders to get the best terms. Right. Does this make sense? So it's like, and this may seem fundamental, but how many of you know, we need to be reminded more than we need to be taught, right? So I want to remind you again, I, this is like what I yell at the salespeople every day. I think some of them are on here, you know, Taylor and Brandon. But it's like look like if you have a goal of X amount of deals that it's like how many offers do you need to give, how many calls do you need to take or then how many slots do you need open? So we need to delineate the leading indicators and just, and it's like just turn it into math. Like if I just do those things, the lag indicator is inevitable. The lag will come if I just focus on the lead. Does that make sense? Focus on the leading indicators and then I know, and I know it sounds like what the heck like, but increase by 2030%. Again, I can't tell you how much this has helped me. Where if whatever goal I have, I ask myself, I'm not just going to do enough to get there, I'm going to do exceedingly more. So that, that my goals is like it's unreasonable that I don't hit it. You know, it's, it's inevitable. If everything goes wrong, I'm still going to do that. Right. And that goes a long way. It really does. So the point is there are several leading indicators such as deals analyzed, brokers contacted, financing secured that drive the final result of three acquired properties. Once you figure out the key, okay, you need to hedge your goals. So by 20, 30%. And so for instance instead of analyzing 100 deals, aim for 120, 130. Instead of talking to 10 broker brokers target 12 to 13. That way hitting your goal, your goal becomes the worst case scenario. This has made me a lot of money promise. So the next thing I want to talk about, there's multiple topics as you can see. So we'll switch up and I want to talk about more like as you guys increase your leading indicators, things will break and this happens all the time. This happens with, with Jonathan we're like scaling, we hire a closer and, and you hire some setters and then everything goes wrong and this is normal. And what I want to encourage you is that you know, chaos always comes after, always comes after the storm or sorry I should say order always comes after chaos. That's what I was trying to say. So in terms of navigating chaos, right, maybe it's your systems break, maybe you have data that that's very normal. For instance, you know again most of my experiences in like sales teams and like info products. So like if, if, if, if I had a client and they, their record month was doing like 2 or 300,000amonth in Revenue, right. From, from a high ticket offer. And for instance, maybe what we do is they're like, how do I hit a million a month? Right? Well, it's, they may think that what got them to 2 or 300,000amonth in revenue, they just need to keep increasing that, right? That's their favorite word. Business owners love scale, right? How do I scale, how do I scale to a million a month? It's like, but the thing is you can easily hire some closers and setters and hire some account managers and then scale. But what you don't understand is how much of your current systems will break along the way. So maybe you hire two closers and then, and the next thing you know, you know, you, your account one account manager quits and things like that, that's, that happens. So the key here now I used to have to like encourage my clients all the time. Like embrace chaos. Like understand that systems break, everything will break. And that's kind of what you want because the goal is, is like until you reach that peak, you would, until you get to that point where something breaks, you don't really know the solution. But once you're there, it kind of becomes obvious. Okay, so again, embrace chaos as a catalyst for growth and scalability. So scaling in any business comes with it. There's no way around it. The key is to embrace it and use it to your advantage. So think about it this way. Again, in nature, order always comes after the season of chaos, right? So peace comes after war, summer comes after winter. In business, one of the biggest things that limits growth. And, and again, I wrote this back in the day with some, for some clients, but there was our clients. And I see this in here at rei, the tendency is to create a bunch of systems before receiving the input needed to know how to build the systems accurately. Okay, so in other words, in order to know what system to build, you have to break your current system first. So this doesn't mean you can't proactively plan to take your best guesses, but you should never let this become procrastination that inhibits growth. Does that make sense? Yeah. So again, embrace it, let it break. Like that's the, that's like, it's like there's so many instances where I was like coaching a client and they were, I was telling them to do something like well, increase your leading indicator like I just told you. And there's apprehension because they're like, well if I do that, you know, X will happen. And they're like. And then they don't do it. But. And they're like, well, because everything could fall apart. It's like, it's okay. Just do it. And the solution becomes painfully obvious. I promise. So, and this also leads to this lesson, because in. Have you guys ever heard of the term, like, flow state? You know, I feel like it's kind of become trendy in the last couple years. Yeah. So, like, the goal is everybody's, like, interested in flow. And the thing is, you kind of want to get that. That is the goal. You know, another way to say this, Like, I. Like I said, I have some of my closers here, and I'll tell them, you know, the goal is to kind of. To get in pocket. That's another word that we use to get into the buying. Get into pocket means to. It just means to be, like, on. To be in the zone, to be in flow state to. To where, like, you're out of your head and you're present and you're, like, able to be very, very productive. It's like the maximum level of productivity, and that's what everybody wants. But what. But what nobody wants is the challenge. And so I kind of made this graph so that you could see. So if you can see, over here is challenge. Over here, skill. Okay, so low challenge, low skills means apathy, Right? Maybe high challenge, low skills, anxiety. Okay. So, but what you want is you kind of want to max out both in. In that perfect balance. So it's. It's so that you can always keep the skill level in direct proportion to the challenge. And this is kind of where you find flow. You know what I mean? So what you don't want to do is one or the other. Like, what a lot. What a lot of people do is they'll kind of be like, they learn enough skill, but they never really increase your. Their challenge, so they stay in this boredom kind of zone. And I've, like, talked to people on coaching calls, and they're like, well, I don't know. I'm feeling burnt out. When really they just. They're just board because they need to increase their challenge. Does that make sense? So I, I, hopefully this visual helps. I just, I really encourage you, like, on this kind of, you know, as we're. We're unpacking, you know, scaling and growth and success. Understand that challenge is good. It's a good thing, and you kind of need it to get into that flow state. When you're in flow state, you're the most productive you possibly can be. So you kind of need both. And that's why I sort of, like, convince myself a lot. I'm like, you know, like, I love. I love the chaos. You know, I thrive under pressure. Let's say you do that. So you take this talk and you, like, move on. And let's say everybody leaves here and you guys, like, you know, increase all your leading indicators by 20, 30%. A lot happens. I want to set you up for success on how to think about you and your team. So I'm going to talk about you first, but then I'm going to talk about culture within your company and your team. How many of you guys, like, have a team? Is it just you or is it. Yeah, you guys have some employees and so. Okay, so it'll be relevant to you. If it's not, just yell at me and. And I'll stop and we can maybe do Q A or something. So the foundation of high performance, mindset and physiology. Okay. Physiology drives success. Okay, so I'm gonna start with this simple. The simple point is, you know, one of my old mentors used to say something along the lines of, like, if mindset in biology or he said biology. The correct term is physiology. But if mindset and physiology gets into a fight, physiology would win every time. You know, so unless you're like, David Goggins, have you any of you read that book? It's like he's like kind of an anomaly. It's like a unicorn situation where he. Mind over matter and he was able to overcome physiological limitations by just like, his mindset. But I think for the general population, for most people, like, physiology is. Is unmistakably important. In fact, it's kind of the. The epitome of thinking smarter, not harder. So hopefully this is gonna make sense. But again, like, we can think at a. At a. Like, let's say your mindset's like 10 out of 10. Like, you're hungry. You're clear. We're gonna talk about that in a second. How to get clear where in, let's say it's like 10 out of 10, but your physiological habits is like a 2 out of 10. Like, I don't know about you, but when, like, I get like an hour of sleep one night, I feel like I have the IQ of like a squirrel the next day, and I just, like, suck at work. Okay. Like, and. And, you know, again, like, just prioritizing your. Your basic fundamental needs physiologically is like throwing gasoline on the fire and you are ten times more productive. Okay, so I want to talk about how to get there in a. In it here in a second. So physiological success, right? Then we pair that with clarity and vision. Okay? Which is another word for this is like mindset. All right? We pair that with proper clarity and with proper vision. Then we regulate our inputs and outputs, which is the leading indicators and lag indicators. And then we pair that with proper conviction. I'm telling you, this is kind of the foundation of high performance. We'll get into the practical stuff in a second, but I wanted to kind of give you a high level. So again, physiology is the foundation. Then above that, clarity and vision. And then hedge your bets. Okay? Increase your lag, your lead indicators by 20, 30%. And then we, like cherry on top is unshakable conviction. That, like, recipe right there is, like, what got me to where I am today. And just anybody who's ever done anything, I'm telling you, like, I. I've met, like, all of them. I worked with, like, all the big dogs like Grant, like Tony Robbins and all these people. It's like, this is kind of the pattern of success. So I'm gonna go down here to where does the physiology and the mindset and all this meet? So I want. I'm gonna get a kind of high level. I'm gonna talk physics, and I promise it'll circle back and make a lot of sense, but it might. It might be a little confusing at first. So I learned this the hard way. There's a principle in physics, entropy is a term in physics, and it's like a real thing. It's like if I say gravity, you know, gravity is like this invisible force that's kind of always here. It's always, like, pulling everything down. It's around us at all times, whether you realize it or not. Gravity is right all around us. It's always existing. Entropy is kind of the same thing. It's a force that's invisible in nature and in any sort of system that's always making things descend into more chaos, right? So, like, let's say I. You take a bite out of an apple, you throw it outside, and then you come back a day later. What's going to. Like, what happened with that apple? Usually oxidized, it kind of turned brown. It's all, like, shriveled up. That's. That's entropy at play. Entropy is always around us, and it's always descending. It's. It's making things descend into chaos and disorder. Okay? And now this is in nature, but I promise you, it's in business, too. And when you realize this principle, you realize that entropy is the enemy. And when you know who the enemy is, you know, you know how to fight the enemy. Okay? You gotta know who your enemy is. Entropy within business. I'll give you an example. So you guys know, like whenever you have a smaller team, let's say two or three, you could like get things done. You have an idea, same day, you can execute. But the bigger the company gets, the slower it moves. Okay? Now this is like the same with the government. This is like even more one idea in the government, right? It's like takes years is because that, the reason that happens is because of entropy, you know, so the, so you take a system, a team, a system, doesn't matter what it is. The bigger it gets, the more moving parts. Then what happens is, is entropy is at play and things start to move slower and it gets harder to just maintain. And this is the main point, okay? The, the more, like, I'll say I'll put it this way, it's like the bigger something gets, the more energy it takes to just sustain, okay, Let alone grow. And that's why a lot of companies, a lot of times will like, shoot up in like the early days. Like, it's easier to go from like a 0 to 100k than 100k to 200k a month, okay? Because again, it takes more energy to sustain it. And this is the same thing with like, let's say ads, you know, so like if we're running ads online, the, the more spend, like, the more ad cost goes up. Again, this is entropy. So why am I telling you all of this is because this is the same thing, like in your personal life and in your business, entropy is still the enemy. So I'll give you a couple examples. So when you have like, for example, when you have a larger team, this is going to get more important the more your, the bigger your team gets. The way that you combat entropy is with clarity in the mission, vision, and values of the company. So culture becomes the weapon against entropy. You know, and when I say culture, a lot of people only think of like a company. But I'm telling you, I apply all the same principles to a company. And like my own personal life, like, like, it may sound kind of absurd, like, even in my marriage, I have, we have our core values because it just, it creates clarity. It gets everybody in alignment on the same page. So the vision is like, where are you going? The mission. Why are you going there? Values is how are you expected to behave along the way. But again, let's take the example of like a ship so if you want everyone rowing in the same direction, okay, it. You can imagine a boat with like six people and we're all rowing. It's pretty easy to get everyone on the same page moving in the same direction. But imagine like 150 people. All of a sudden it just became way harder to make sure everyone's rowing in the same direction. But that's what the goal is. Success in business is clarity on the destination and getting there and staying consistent and not getting distracted, not getting derailed and doing it for a very long time. So the way that you do that again is right here. Vision, mission, values. And it's the same thing in your own personal life. If you have three people, make sure you have these. So there's a few three years on here, you know, someone had six, a team of three. Yeah, it's the same thing. Like, it's a lot easier. But it's super important to make sure everyone's clear that like, hey, and by, you know, by the like middle of next year, this is our vision and our target and here's kind of why we're heading there and here's how we're going to get there. And you always reference that and you always go back. So now if entropy is the, is the enemy of a large team, it's also the enemy in your own personal life and the, and also the lives of your employees. Right? So there's ways to limit entropy company wide. I'm kind of giving you like, there's a, this is like a loaded topic, but I want to give you like the 20% that drives the ad, the Pareto principle. So this, this is, goes a long way. But the. We want to, I also want to expound on like if a business, if the business has a life cycle, okay, then that means that people typically do. And the, the goal is to avoid burnout with your people. And that also includes you. Okay? So I told you I'd bring it full circle. So one of the ways, the number one way to combat entropy in your own life and in your business is physiology. So clarity and physiology. So making sure that you stay 10 out of 10, okay. And is, is the probably the most important thing, but make sure that your people stay 10 out of 10 physically. So the reason I'm telling you this is because like people like to talk mindset all day in business. Typically everyone like, is like, it's like a fun topic to talk about how to think and success principles and stuff. And the problem that I notice like quite often really is that on the entrepreneurs talk about mindset and, and all this stuff, but they don't extend it to their team. Right? And so I want, if there's anything I want you to take from today is like, if this is valuable for you, it's also valuable for the people around you, the people you hire, the people you've hired now. Make sure everyone's clear. You need to get clear. And if you're not clear, I bet you your team's not clear. And if you're not taking care of your physiology, I bet you your team is not taking care of their physiology. The idea is to create a culture in your own personal life that extends into your business. This is what the principles I want you to live by, to fight entropy, to fight disorder, to combat chaos is, is these. There's actually a fourth principle. I'll give you two. But these three things plus a, plus a bonus one. So number one is if Taylor's here, this is his favorite topic. Okay, that's kind of a inside joke, but identity. So you, like, you need to make sure, or if you remember at the very beginning I talked about, be, do, have, who do you need to be, right? To do the things, to have the things that you want, to hit your targets, to hit your goals, to complete your mission, to fulfill your purpose. Those things that who do you need to be? And so you have to be clear on who that is, and you have to help your teams get clear on who that is. Because I think the big fallacy, so like the big fallacy is that what we do determines who we are. When you were a kid and you would like, meet an adult and you start having a conversation, maybe it's your teacher or maybe whatever, it's a family friend. What's like their favorite question to ask you? It's like the go to question that people ask a kid. They say, what do you want to be when you grow up? Right? What do you want to be? As if, like what that. Isn't it strange that we don't ask, who do you want to be when you grow up? Right? It's like, what do you want to be? It's like we, we as like in. In this culture have like a habit of like, deciding that what we do determines who we are as a person. And what this does is it flips it backwards. It's like, what I've done in my life determines who I am. But this is proven in psychology and business and psychiatry and everything that actually who you believe you are determines your behavior, right? And this is the same thing in sales. So I have some, a couple closers on here. They can attest, I teach this stuff all the time that if you, if I can uncover someone's desire, like what do they want? I can influence them a little bit on a sales call, right? But if I can uncover so who someone, what someone's purpose is, what they, who, what they believe their purpose is, like why they're alive, I can influence them even more. Okay. There's levels of influence and the highest form of influence. If I can uncover who someone wants to be, right? Or who they, who they believe they are on a sales call, I can influence them way, way more. Okay. And it's the same thing on your team and it's this. And if it's true on your team and if it's true in a sales conversation, how much more is it true for you and your personal life? Because this is all we're talking about, right? Is like how can you sell yourself to become 10 times more influential and grow and succeed a thousand times more influential. So you have to sell yourself. You have to sell yourself on who you want to be and paint that picture. Okay, normally I would go through like a full on exercise to. Everybody would write this out with me. But take, but you know, after this talk and everything get clear. Like I have a whole Google Doc of like the Mitchell Miles identity, like who I am, what I'm going to accomplish in my life. I got really clear on that. So this is important, this is important for clarity. The next one is necessity. Again, all of these principles are true in a sales conversation, which I love. So necessity is like on a sales conversation, if I can uncover who someone wants to be, but even more importantly I uncover the cost if they don't do the thing. So I say, okay, so you want to be an investor that makes 100k a month from your investments. They're like, yeah. I'm like, okay, but like why is that important to you? Right? Because if you're not clear on why you need to do it, then if necessity is low, then you, you don't have to show up. But when necessity is high, you, there's a sense of urgency. Like I have to show up 10 out of 10 every single day. Okay, then the third one is physiology. This is again clarity on who you are, who you want to be, why you need to, why you need to accomplish that. And again do this with your team, like have a one on one with them and just ask like, what do you want? Like what's your ultimate Goal for you personally and then, and just dig and dig and dig. Why is that important to you? Get really clear on why, like they need to show up 10 out of 10 and like when that happens, when they can actually start to measure how working for you gets them closer to who they want to be. Okay, then that's how you retain top talent. The number one reason for churn is because of a term called immeasurement. It's when like someone doesn't sense that the job that they're at is like helping them to move closer to their personal goals. That's why they quit jobs. So just so you know, physiology is I've had a lot of team members that are really clear on who they want, why that's important. But then they treat, they treat their, their physiology like trash. And they just, they never seem to get ahead. They're always like doing just enough to not get fired and not enough to get a promotion or a race. You know, it's like kind of those, there's those middle players. It usually comes down to this physiology. So very important steps to taking care of yourself physically. I could talk like about so much here, but I'm Gonna Again, the 20% guys is sleep. Okay? I could do an entire masterclass on getting good sleep and, and also nutrition and movement. But I'm just going to tell you right now, like, just make this a priority because I don't have a lot of time, but make this a priority. And like look, you can just look up on YouTube. Andrew Huberman is awesome. His channel is awesome. Just look up sleep nutrition for high performance. Because I, I like quite literally I was making like as a sales rep. This is way back in the day before I moved up into an executive role. But as a sales rep I was making like 9 to 11,000amonth in commission, which is okay, you know, but quite quickly I went from like 9 to 11 to like I was making 50,000. And I didn't know any other sales rep in the industry that was making that kind of commission, like take home commission. And the like, the only thing I changed was like my physical habits. Like I had, I created a bedtime for myself, a wake up time. I stuck to a diet. And also the last one was an information diet. So I was always reading a book, always learning. That may sound so elementary, but the things that are easy to do are also easy not to do. And those are the things that give you the slight edge advantage. So when I implemented those things, my commission went up and you just, you show up way better for your team and then encourage them to do the same, like, give them resources. So I don't have enough time to go into all. Everything to do but like sleep, diet, movement, information, diet, those four things super, super important. But again, the, the core principles is that, you know, when it comes to high performance sales, whether it's, you know, whether it's just increasing your focus, increasing flow state, you know, hiring top 1% talent keeping ships, whatever it may be, like, it's 20% hard skills, 80% soft skills. And the soft skills is everything from, like I said, getting clear, you know, getting also like transferring that to your team and creating a culture, you know, I think Jeff Bezos talked about how the culture inside of Amazon, like his goal was to make the competition, the camaraderie and the culture, like, stronger inside the company than outside the company. Right? Meaning like executives and salespeople were bat were actually more competitive against each other than even the competition outside with like a competitor organization. And what that does is it creates like a. It creates like a, like a freaking container for just growth and like, and then when that happens is the better people want to work for you, you know, so. And then they don't want to leave. And so hopefully that makes sense. Hopefully this was helpful.

I hope that was extremely helpful for you guys. If you would like to learn more about being a part of a mastermind, we bring people like this together every single month, multiple times. We have several calls every single week where we're talking about things like this and sharing presentations on this. If you want to be a part of a Mastermind in terms of real estate, investing, growing business scaling, check out the link below, check out our free training, and we'd love to connect with you and jump on a call and see if it'd be the right fit for you. So. All right, God bless. Have a great day.