A short talk advising business owners (real estate context) to build systems that make the business replaceable and scalable rather than reliant on individual personalities. The speaker emphasizes clear roles, organizational charts, repeatable lead generation, and operational systems so staff turnover is manageable and performance doesn't depend on heroic individual effort.
I would highly recommend him. He's kind of a no BS guy.
The systems we put in place with him, we're looking at doing 400 transactions this year.
To systematically increase your net worth is something that we never talk about. How many people feel like they have, like they've organized a little bit their business around a personality or personalities. Anybody? So I've done a little bit of it. And so that's one thing that is critically. And some of the posts on Facebook, like I think I talked about it yesterday, like a husband, wife team, you know, that's organizing, considering hiring someone that you never thought you'd consider hiring. When you post that up there like should I hire these people? The answer is no because you didn't think you ever would. So like by default, unless you just never thought about what you, you want your team to look like a bunch of like assassin driven people that are willing to do what it takes to sell homes. And then a husband and wife team, 20 years in the business walks in and says can I join your team? It should be like a yes or no immediately. You shouldn't have to take a poll on something like that. People do come and go. So Keely's a good example for us. Four years with us, I think she probably thought she had a year and a half, two years with us. But because we've set the business up the way that we did, we're able to replace someone like that and it's not a big loss for us. Personality wise I think it's a loss, but it's not. We're going to be fine because of the lead gen that we do. If you're business systems based, you can replace people with other qualified people. It doesn't mean if my team was here, it doesn't mean that each of them don't bring a whole lot to the table. But I believe our business and the structure we have and the systems that we have enhance their abilities and our business isn't depending on them showing up and just slaying it every day, you know, and you can't have a business like that and just be careful the ad hoc, ad hoc strategies that happen, positions that cannot be duplicated. And I guess it's okay if you decide in your organizational strategy that you know, you guys crush social media. So at some point maybe there is like a social media marketing person and this is a great example. Where's Sarah? Yeah, so this is a perfect example for you guys. So she has like four positions. Like she should at least know which position she has. So you guys should have a clear. After today, you should have a clear organizational chart where at least you guys can put multiple names. Like, Cherie and I share the sales manager role right now, but we know there's a role there, you know, so it's not like I change the organizational chart or the vision I have. I want to keep sales one guy or girl that is after it when it comes to getting the most out of our agents and serving them. And then one is that is just making sure everything goes smoothly on the operations side, just McDonald's, everything's run smoothly.
