How to Differentiate Between Potential & Patterns - w/ Jay Niblick
Jay Niblick explains how real estate leaders can hire better by using structured interviews, assessments, and reference checks instead of gut feelings. Most successful salespeople hire badly because they trust instinct. Expect less than 10% of applicants to pass a rigorous funnel.
All right, welcome back, Business Freedom podcast listeners. Y' all are in for a treat today. And I say that because if you've been listening to the podcast for any length of time, you know that I just geek out on business. I love the good, the bad, the ugly about business. And if you're at a point in your real estate business growth journey where you need leverage in the form of people, there is no better resource that I know of than the guest that's going to join us today, Jay Niblick. He is the co founder of Wisehire. It's a system I've used for probably going on like 10 years now. And so, Jay, give us like a 60 second bio. Like, why should someone keep listening to this podcast episode and not listen to some other crap that's on their podcast library? Who are you and what have you achieved?
You said you're giving away a BMW at the end, right? There's a special code. Okay, that's it. Jay Niblick. I'm one of the co founders of Wisehire. Also started a company 20 years ago called Intermetrics. So we specialize in hiring. That's what we do. And we specialize in real estate. So it's where we got our start. We branch into mortgage and some other affiliated areas, but that's what we do. Thousands and thousands of companies and teams and brokerages around the country use us. We've even got international reach. And it's all about how do we help you make better hiring decisions. So we wake up and eat, breathe and sleep this stuff every day.
Yeah, and you've grown. And we had a conversation leading up to this podcast recording. You know, I like Jay because he's doing the stuff that he's built out platforms and systems and processes for. Last year you brought on, I think it was, you know, 10 or so team members. You had one misfire, but it was for personal reasons, so I forget what the numbers were. But you're growing a business and you're, you're bringing people on to help you execute, you know, the vision you have for the business. So that's what I love about the conversation. This isn't a theoretical, you know, conversation about, about hiring. This is like, hey, we're using the same stuff that we're teaching you guys on. And I love folks that are actually doing what they say you should do. And a lot of our industry doesn't do that.
I'm an investor in a local real estate office here, a branded real estate office as well. So I, you know, I understand what that aspect of it is like as we're building out teams, as we're hiring administrative assistants and transaction coordinators, and we'll be moving to an Isaac. So not just in theory or even remotely in real estate, but actually experiencing it on a daily, weekly basis as well in an actual office with agents out selling.
Awesome. Let me tee up the conversation today. Jay and I were masterminding before we hit the record button, and we were, you know, what would be most impactful for the listeners. And if you're at a point in your journey where you're selling enough homes to consider adding leverage in the form of people, or you've already got a team and it's probably filled with misfits. I say that because I've been there. Or you're running a large team, which for sure it's filled with misfits. And I say that again lovingly, because I've been there as well. It's this concept of patterns versus potential. You know, I have been at the point where I will hire someone because of their potential, yet they don't have a track record, a pattern of being successful. There was a sermon that I listened to. It was called the power of Potential. And it was a very. You can go to YouTube and there's a business lesson in it. Just type in relationship advice Stephen Furtick, so F U R T I C K and you will get the business lesson in it. Basically, he says that women, what are you doing dating men that have all this potential, yet they're showing you loud and clear that their pattern is just something you want to run from. And I feel like the same is true in hiring Jay. Maybe when you think about the process of bringing someone into your world, that that is a good fit, that has a demonstrated track record of success. Let's just get the conversation going. What are you seeing? Where have you failed? Maybe. I know I want to talk about assessments. Assessments are a big part of it. And I think a lot of folks don't use assessments at all, and they don't use them properly. Scorecards. I want to talk about positional scorecards, but when I say that patterns versus potential, what comes to mind?
Well, I have screwed it up a lot. I think everybody probably has dreams and hopes is not a strategic approach. Part of the problem is a lot of the people that are making these decisions. People out here that are listening to this right now came in from a sales perspective, crushed it both. The personality, which we will talk about, is a portion only of the hire. The personality of the Individual that's typically doing the hiring and the experience or background usually set them up for failure. So personality first. They tend to not ever want to hear don't trust your gut. Because from a disc standpoint, hide the eyes. That's all there is. They just want to leave the room when you say don't trust your gut. But in sales, and I grew up in sales, Johnson and Johnson and I did all the sales. There's an old phrase about you hired John Wayne on Friday and Woody Allen showed up on Monday. You know, it's tough. It's tough, especially hiring salespeople. Another phrase, you know, sometimes the last thing a bad salesperson sold was themselves. So you can go with your gut, but you really want to be looking for evidence. You know, make an evidence based decision. Especially if they're somebody who the smallest segment is, here's an agent. Let's say I'm looking to hire an agent. They're an existing licensed agent and I can see the data, I can see the results. Okay. Shouldn't have a big problem there. But when you go outside of that role or outside salespeople or someone that's not currently in real estate, it's a lot more difficult. And people tend to just go with their gut. Or if you hire somebody that's not in sales, the personality conflict between an administrative assistant or a transaction coordinator and the person who's most likely doing the job will create a false gut. You'll look at that individual and go, they're weird. They don't think like I do. They're not motivated like I do. What's the matter with them? And you tend to hire, and there's tons of polls that have shown this, they tend to hire people with a personality like themselves, but it's to do a job that they would hate to do themselves. And they usually end up failing.
Yeah, yeah. And there's so much other stuff that comes, comes to mind. You know, we in real estate, we talk about, and I want you to dig a little bit deeper on something you said we talk a lot about, you know, I do it, we do it, they do it. And do you find or do you see that? And you just mentioned it when you're the person doing it and it's time to hire an administrator or it's time to hire another salesperson to kind of join your team. A good salesperson is selling and they're optimistic. Like optimism has been proven to be linked to the best salespeople from the, from the worst salespeople. And they don't take, you know, so is part of it is that without a process in place, without a candidate scorecard in place, without a defense system in place, without, you know, the wrong person like is running the process where this person is going to try to sell you on why to join their team, this person is going to overlook the details because they're a high D, they're not a C personality. Is that part of the talk about that? Because I've never had a conversation about that. Talk about if you've figured out how to sell 50 or 60 homes and now you're building a team and you're the one interviewing how is there a disconnect there?
This is very important we talk about it. Most of the clients that will coach and it is from a hiring standpoint. Let me back up. If you're going to start a team, you need to decide, am I just looking for an administrative assistant? You know, do I want one person that might want to do it or do I want to build a company? What a lot of people do is they come in and they say, I'm so busy, I need somebody to start taking this off me. You know, I need bandwidth. And so I'll get an admin to help you with this. And then I don't want to mess with buyers because I've got more listings and I've got to give up one. Hey, ever have a buyer agent or three or whatever? Do you want to build a real company or not? Now if you don't, if you don't, there's fine. It's nothing wrong with that. You're just a loose knit association of people and you're passing some business on to them and okay, cool, you can do that as long as you want. We're working with people that say, I want to build an actual company, a real substantial company. And that requires one thing in the beginning. And it's you got to understand at some point your objective is to pull yourself out of the middle. And if I asked you for percentage of houses that you sold sides that you sold in 2019 relative to the total, I imagine it's a decimal point, you know, Lars, yourself, you got to pull yourself out of the middle and become the CEO, which means you bring with it a whole new job description. You can't just continue to say willy nilly, I'm selling. The optimism you talk about, it's a natural proclivity. We actually talk about a reality distortion field. They're so optimistic that it distorts reality. Of course I can get that job, of course I can get that business. Oh, I'll close that, don't worry about that. The same thing coming true with people. The problem is you don't just lose a sale. You're going to be giving these individuals significant control over a lot of revenue. One lost deal is very valuable. 10, 20, 100 leads. That's a lot of money. So you really have to stop and understand how much am I at risk here? You know, what's, what's my risk? Missing one sale yourself because you just went out and kind of went after it without systems and structures and stuff. But hiring the wrong person is ridiculously expensive. And I mean from a brand damage aspect to just monetarily, how much money did we lose in leads that we passed off to that person? And they're wasted, they're shot, they're cold, or they've gone on somebody else, I'll never get them back. So if you're the person like me, and I'll admit it, when I put the bike together for the kids under the Christmas tree, I don't take the instructions out, the instruction manual out of the plastic. I just toss it to the side. I'm not great with that either. But it's business. I can't just go with my gut and say I'm going to do what I want and feel. I've got to say I need systems. I need to look for history of success, whether it's in this industry or not. But show me some proof, show me some history. Things like structured interviews, they're not just, hey, who's your favorite sports team? And we can dig into any of these. We actually create and sell personality assessments as part of what we do, the disc and the values that I authored. But that should never be more than 25% of the hiring scenario. But it's about creating steps, creating systems and having some self control that says, I'm going to follow what these things tell me. And I can't tell you how many, literally thousands of times somebody has come back to me many months later and said, you guys advised this. This probably wasn't going to be a great fit, but I loved them, so I hired them. Shoot me next time I ever do that, you know, Please, you have permission to hit me if I ever ignore what all of the actual symptoms and data are kind of telling me.
Yeah, it's a good point. You know, you really need to be clear on what the end game looks like, what you're trying to build. It's one thing to hire someone a Part time administrator because you need 20 hours a week help or if you're building a multimillion dollar business, you know, let's dig into. So you definitely know who you are if you're of the. You know, your DNA is like you're visionary, you're optimistic, you don't like to hear bad news. You know, you're constantly sort of focused on the future and you're neglecting the details. Bringing in talent and getting them onboarded and successful as soon as possible with clear expectations is not something you can just go about haphazardly. Let's break it down into three things that somebody like me should put into place. You covered at least two of them. You know, one is assessments. Two is a structured interview processing questions. And what would number three be? You think?
I'd look for evidence. You know, we would call it evidence based decisions. So I. And it's two pieces. It's structured interviews is one thing, but what comes out of those structured interviews is a separate byproduct called evidence. So I'm actually structuring an interview. We've got templates, you've got templates. You know, we can help understand what kind of questions do I ask to do that. But the intent is to get that other byproduct of. I have clearly seen examples of where this person had adversity and what they did to overcome it. I have background checks is part of the structured interview. So I actually said, who are your references? And then I called them. I'm a fan of dual referencing. So when that person's on the phone with me saying, oh yeah, Lars is fantastic, I absolutely love him. I. You have to ask that person to go one level deeper and say, do you know anybody else who knows Lars? Anyone else there at work that you can refer me to? Because I'm going to refer you to all the fraternity brothers and, you know, veterans I served with that love me. So of course I'm not going to give you a reference. I don't necessarily care what they say. I want to go there. But this is all a structure is probably the first thing I put. I have a system like you said, and it varies depending on how you are and how you run. But there is a system.
Yeah.
And that's number one.
Yeah. So a recruiting system, a hiring system, structured interviews system, same questions, looking for the same bits of information, the way you get references. So let's call that number one. That's super important. Let's dig a little bit. Let's separate out the patterns versus Potential as its own evidence base. Let's talk. Maybe this is just in your own business experience. For me, when I look for evidence of someone being a good fit on our team, to me it's just I kind of take my core values. So I've sort of pre decided who I want to be surrounded with and then I can ask you questions about our core values to see if you fit who we are. And I think a lot of times, you know, you know that that doesn't happen and it's just a haphazard sort of hiring. So if our, you know, we hustle and work hard is our first core value. Even if you're just graduated college, I can ask you questions about did you have a job in college, did you work over the summers, did you play sports, did you finish in four years or five years or three and a half years? You know, there's obvious things you can ask. We embrace accountability and discipline. You know, talk to me about a goal you set for yourself and how you held yourself accountable to achieving it, or we have a growth mindset. Tell me the last book you read and how it impacted you. So when you think about, you know, evidence based patterns, type stuff, getting, making sure you understand who they are and how they show up, what are some of the things that you've done that you look for?
I think those are definitely some of them. In our structured interview process, we would be calling that cultural because, you know, the values of the organization are definitely a big part of the culture. It requires you to stop and actually plan before you go higher. What are the actual responsibilities I'm going to expect to this individual? How will I know that they can do them? So when I'm interviewing in that structured interview kind of approach, I'm looking for people that can tell me what they're great at in addition to what you've already talked about. Tell me what you think your greatest talents are and give me real examples. Behavioral interviewing would say, don't just tell me. Show me examples of your life where that talent really helped you succeed. And it's one half of a coin. I absolutely will ask the exact same inverse question. What do you suck at? I actually like this question in interview better than anything else because I want to hear the best answer is there's a list of things that I'm great at and I've got a bullet list of things I suck at. And I'm glad to tell you what they are because my question is going to follow up with how do you make sure they don't get in your way. And I just want to hear a rational answer. Worst answer, they don't want to tell you anything or they hide a compliment. You know, oh, I'm such a workaholic. It's a real problem, you know, I'm like, okay, not scoring all so well, but these are all parts of. If you have these in place, back up to a bigger picture for a sec to connect them. If you're not going to listen to these things and just keep going back at the end to trusting your gut, I don't know that you should even do them. You have to listen to what's coming out of this structured approach. Just last week, and this happens probably on a monthly basis, one of the customers said that, I love this guy, but he has ignored three emails to take the disc and values assessment through Wisehire. So I'm just going to move them on in the process. Like you're crazy. And he goes, well, but I don't want to alienate a great candidate just because he doesn't have time to complete an assessment. And I'm like, you're so in love with whatever this person has that you're ignoring evidence. You've asked four times now that they complete this simple 12, 13 minute online assessment and they've ignored you four times. Three times from them. Yeah. How does that make them what you're, you're jumping over hurdles just to get to the. My gut says they're awesome and my hope and dreams are that they've got so much potential to work out, like you said.
Yeah, yeah. It's, you know, we have three things that we have candidates do before we will kind of take a next step and invite them into the office. There's a, there's a disc, there's video screen. Then I forget. But there's one other thing. But yeah, if they, if they can't follow base. Yeah. And to write a letter, a cover letter, and if it's a canned cover letter, you know, they don't do, they don't do the video assessment, they don't take the disc, then you know, there, there's no reason to spend any time with them.
Yeah, people call me harsh. I mean, we, I normally coach a phone screen first. You know, so you like somebody, you see what they've applied, wait till they complete some of the assessments and then I'll schedule a phone screen. I'll recommend scheduling a phone screen. We do this ourselves. We just hired two people last month. We're looking for two or three more currently. Right now we've got links out there and will they respond to my email for the phone screen? Did they shotgun 50 applications with their phone while sucking down a Big Mac on a Friday afternoon? You know, I'm going to email them and say, hey, I like what I see. Can we talk sometime this week? Do they reply to my email? That's a pass fail. If I hand you a great valuable lead and you don't follow up on it, that's money lost. Do they show up when I call? I'm going to call you at 3 o' clock if they don't answer the phone at 3 o'. Clock. Again, if you can't treat your own jobs prospects, you know, with this level of control and accuracy and respect, how are you going to treat the leads that we bring in for you? So again, people say I'm harsh, but you don't answer the call. When I call you at 3 o' clock for a phone screen for a job, I'm not calling you back unless you email me and say, you know what blue attire was upside down in a ditch. Sorry, you know, but I don't think that's being harsh. The intent is to start with very big filters and work down to small fine filters. Part of this is for you and you're, you know, the people that are listening don't like a person's resume and schedule a 1 hour, 2 hour interview with them. Big screens. Did they complete the assessments online that you asked them to? Did they schedule when you asked them to make a phone screen? Because in five or 10 minutes you can tell you're doing it with an interview. But still, same thing, you know, big filters take less of your time. Once they make it through two or three or four levels of filtering, then you can invest your hour instead of going out and making $500 an hour selling. Now you can feel good about sitting down with them for an hour and talking on the phone or live. And I'm a fan of live, obviously.
In that case, let's shift gears a little bit into I know people have abused your inner metrics on the Tony Robbins site, which is when I, when I put two and two together on that, I was like, oh man, I know I did that. Which is, I don't even think it's possible anymore.
I know I pulled the contract.
Yeah, so. But you have my point saying that you have a lot of experience in assessments and you know that it's a part of the puzzle but an important piece. Like if you had a four piece puzzle and you Ignored, you'd never have a complete puzzle like, you know, even if it's 25% of it. What advice would you give someone in terms of a few minutes on just assessments and what you can learn about administrative versus sales from a disc assessment.
It's additional insight. It's about potential aptitude, how the soft skills are probably going to be a better fit. Things that you can't really accurately assess, I.e. assessments, personality assessments, psychometric assessments. They're good at kind of quantifying those intangibles so I can factor them in, but that's it. They're not prescriptive. If they're good, they have predictive validity to them. But that doesn't mean predictive validity doesn't mean, oh, highest score wins, make the higher. There's so many other variables. Who are they going to work with on the team? How do they mesh with you and the rest of the culture? We're not measuring all of their values in that sense. So how do those mesh? So I think in an interview it's very good to get to a lot of those things that you can talk about, but almost impossible to really accurately assess their things that the disk or the values would measure and vice versa. The disk and the values are a piece of it, but not all of it. So even in the industry it's just standard practice. No set even of instruments should ever. Not like, oh, I got three of them, so that's 75%. Now any battery of assessments, collective or otherwise, should never be more than 25 to maybe 33%. You know, a third of the picture will do at wisehire, the heavy lifting. We've gone out and studied all the jobs and admins and ISAs and you name it, got a couple hundred benchmarks in there now. And we're the algorithms inside Wise Hire compare candidates to that benchmark. So we studied the performers in the role by the hundreds, if not thousands in every benchmark. And there's this artificial intelligence that's operating behind the scenes that says, is this person a good match for this role or not High, you know, one through four roles, excellent, very good, average report. So they're stacking them for you in a pre screening manner from that aspect. So it helps you prioritize who I'm going to invest my time in. But it doesn't say who you should hire, nor should it ever. And those traits are very different for an admin versus different roles. Like you said, drastically different.
And a lot of times someone will come in and they'll say, this person is the perfect disc. And I'm just like, what? I mean, yeah. Then they want to base their decision like, I found a, you know, an ID personality, and I want to hire that person as a buyer agent. And.
Yep.
It's like. But they have no. They've never done sales before.
Yep.
And they think they're gonna be great because they have the id and it's like, wait, you know, it's not the way. It's no. Just the answer is no, they have.
The aptitude, but are you going to spend the next year teaching them the fundamentals of selling and, you know, giving them the context and the books and selling to veto and spin selling and, you know, are you going to develop that knowledge set that has to go along with the aptitude? Because most of the teams don't. They're like, no, I need somebody. Look, if anybody out there cooks an assessment is garlic or pepper or salt, it's one thing in the recipe. So it kills me whenever somebody says, got the perfect garlic for this job, you know, for this recipe, that's all there is. It's just a garlic recipe. No, you would put it in with all of the other ingredients. And what's interesting is even the disc and values out of context of the rest of the soup. And again, that's. Who are your specific customers in your region? Guy might crush it in Boston and die in San Diego. You know, Portland to Miami to, you know, Arkansas. The culture of the city where people are the team that they're on. That's all the stuff that goes into the stew. And so, yeah, when people do that, I think that's my best advice. Just think of the profile as one ingredient in a recipe, and that would. You would never say, hey, all I need to do is get the best garlic, and then it's problem solved. No, you got to look at all of the other variables that you've been talking about. What's the history, the structured process to get to those different variables? Do they have a proof of history or a history of showing that they can sell or have grit? Do they address the values that you talk about? Which, by the way, and you said this very well. I thought so. I wanted to compliment that. I like asking questions that say, what are the basic values that you really champion and listening to, see how they relate to ours, as opposed to telling somebody, you know, here's our five core values. Do you share these? Because, of course, everybody's gonna go, absolutely. You know, leave it a blank slate and ask them, do you have A list of values in and of itself. That's a potential flag. They start running through their head going, I don't really.
Yeah. So that kind of makes me think your job, and I don't think I've ever said it this way, but your job in this process is to figure out who they are, not to sell them. And the leverage. And we'll kind of close up with this. There is massive leverage in having Wisehire do this front end for you, the back end, the scoring, all of it. It's going to take you. Here's where you know you're messing up. If you're batting a hundred percent on, you know, this person wants to join my team and I hired them and it's, you know, you're going about this the wrong way. You need to be looking at probably a hundred to hire one or two, you know, fifty to hire two. If you know, when it really, when you really call it down.
I think so, yeah. Sub 10%.
Yeah.
So is what I would expect to say 100.
There's probably 10 worth talking to and out of it. Probably one to two that you could, you would really come on and be a fit and fight with you and build something special. If you don't want to build something special to your earlier point, then 20 of the hundred would fit, 80 still wouldn't fit. But you, you're, you can, you can really loosen it up, you know, But I don't think that business is going to win in the future.
That's the old broker model, you know, and there's a lot. Unfortunately, that's what's been happening according to Nara. That's the reason we got into real estate in the beginning is because we wanted a proof of concept. 90% failure rate. 90% of all realtors fail to survive the first 24 months. But that's due to the old broker model. Hey, you know, you want to pay your desk fees? Good luck. You know, unless you have a criminal record, something really, really off the charts, 8 out of 10 people that walked in the door, if not more. Yeah, sure, how about it? You know, they didn't care because it really didn't matter to them. If you're running a team, it's your money. And I would be very careful as to who I trust, you know, with my money. So take care. Last thoughts. Don't ever put yourself in the position because you're a salesperson and you go, I gotta win this client. This is hiring. Make it the opposite. You know, be ready to walk away from somebody if it's just not right. Not the right match.
Yeah. And we have a tendency don't get more invested as the process moves in. You should be ready, ready to pull out of any potential hire for any reason at any point in the process. We have a tendency to get more vested the further. Well, I spent, you know, five hours with this person already. You know, I went through their reference check and then you meet their spouse and it's like the spouse, there's no way the spouse is going to support them working the amount of hours that they need to be successful in sales and real estate, you know, and if you don't have anyone to do a defense review with you, you need to get a couple people. Maybe it's your spouse that's helping you defend this person to come on your team. You need some objective person that you need to defend this hire to, someone that can poke holes in it. So if you need help in any of this stuff, this specific area or business, you know. Wisehire.com wiz e h I r e.com and the coaching Jay was referring to, I think you guys, I know you guys have done a phenomenal job of, you know, for the investment level, which is not a big investment level. The amount of value and support and coaching, you know, and tools that you're rolling out to your clients is phenomenal. So you want to give like a 30 second sort of commercial on that. Because I love what you guys do. I don't bring anyone on here, you know, to do that. And they just have a lot of respect for you. What's something you can, you can sort of share that you're working on, that the value add that you're bringing your clients.
It basically is doing the heavy lifting for you. So we're a SaaS business model. We don't do contracts. I mean, we can if you really want. It's $199 a month, unlimited jobs, no contract. Go month to month, as you like. The intent is job templates, job descriptions written for you. The coaching I talked about is our hiring coaches. So it's a very advanced support coach that'll talk about. Why do you put this in the job description? We'll post to the top 60 job boards for you. We get the disc and the values completed coaches are involved in all of that. They're there to assist you. So it's. The coaching is more on. Why would I not write this? Why would, why should I include compensation? And they'll be coming back and telling you how it's going to make an impact on your findings on indeed and stuff like that. So all the way through an applicant tracking system that allows you to track the people like a CRM until you get down to that person that you want. Including job interview guides and interview scripts actually based on their personality assessment and the disc and values. We pull out interview questions so you can just print them and sit right there and I don't know what to ask you. I don't have a system. Well, here you go. Ask these questions, write down what they say and see what you think.
Awesome. Well Jay, I appreciate your time. I want to respect it. Yeah. And if you're at the point in your business journey where you're kind of stuck, you don't have a roadmap, your time is in your own, you're scratching your head at the end of the year to figure out where all the money went and you're super freaking stressed all the time. It's why real estate B school exists. It's all that we do. We help you go from you know, maybe making a half a million in GCI to making a million or a million and a half gci but you know, getting, making taking steps to get out of production. Jay commented before, you know, I think the last closing I did was January 2012. Although I still go to the office once a week, I'm just not, I'm remove myself. I've removed myself from the grind of business. I've become a full on business owner where most team leaders are just real estate agents that have surrounded themselves with a loose collection of people, no systems. And so if you're at that point in your journey, just reach out to realestatebschool.com next steps are obvious on the site and if you need help hiring Wisehire is an awesome resource and the ROI on a tool like Wise Hire is, I'd like to say it's infinite because on our team a good salesperson hire, once we get them onboarded, there's a minimum of 100,000 gross margin with every hire we bring on and we can get them to the point where it's, you know, 3, 4, 500,000 of gross margin with every good hire. So this part of your business, you cannot not get great at it. You know, you've got to be a world class seeker and hire of talent if you want to succeed in business. What's your last thought Jay?
I think I'd just expand on what you just said. You know, make that first shift. Do you want to be working in it? The rest of your life or do you want to work on it? And if you're going to work on it, then your only tool are the people that you get to work in it. So if you want to work in it, great. But if you decide you want to work on it, like Lars is talking about as his example, you're not in it. So you make that shift first, and then it's going to seem so much more important who those individuals are that you choose to work in it. Then you'll go, holy cow. You know, now I know why it's so important I master this task of getting really great talent because that's the capital I have.
Yeah.
And it better be the best or the business isn't going to be.
Yeah. It's our only competitive advantage are the people we surround ourselves with. Yeah.
Everybody else has different pricing schema, you know. Exactly. Right. Everybody's got the same football and cleats and pads.
Yeah. Awesome. I appreciate your time. We'll talk to you guys soon. Realestatebschool.com or wisehire.com and we'll talk to you guys later. Thanks again.
