How To Transition From Owner-Reliant To Systems-Reliant

Get clear in terms of what, what the type of business you want. You know, if most team owners are, it's super chaotic, they're super stressed, they have a lot of overhead, they're not tracking properly, they don't have systems running their business. So I would get clear on where you wanted the business to be. And then you're just getting people to see that, you know, if, if I can help you focus more on the things that make you money and, and less on the things that are more administrative in nature from a salesperson's perspective, would you trust me? Over the next 12, 24, 36 months, it's a one, two, three year process to build it out. And as I add different services that make your job easier and allow you to sell more homes and focus more on dollar productive activities, our compensation structure is going to change. And most agents, you know, understand that. We take people through that iteration of, you know, if, if we determine that you need, you have a 20% issue, you know, on. We have some teams that have like 20 plus percent mismatch between the level of service they're providing and the splits they're overpaying by 20%. And so we just have to guide them through what that looks like. And it's just open conversations, you know, about, you know, the reason, you know, so a team leader that's doing a bunch of production would sit down with their team and say, hey, the reason I'm doing all these deals, you know, it's because I've kind of messed some things up in terms of, you know, how this thing is structured, you know, and just talk openly and say, guys, I don't want to work with buyers, you know, so that's something I can commit to getting out of. You know, I did 30 buyer deals last year. I can commit to getting out of those deals, you know, and adding more value to you guys in these ways. But we're going to have to adjust splits along the way and you've got to trust me and you've got to ask for that trust and you've got to deliver on it.