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Dru Lee, MAPS Mastery Coach - Ways Team Leaders and Owners Can Think Bigger About Their 2021 Business Than Ever Before

[00:00:00] All right, next next guess we got maps, Coach Drooly and Drew has been I'm just going to bring Yantra. [00:00:07] We can start talking here. Dre

Zac Muir

Zac Muir

VP of Sales & Marketing
Zac was one of our first hires. Outside of waging war on spreadsheets and time-killing systems, Zac loves to push the boundaries of what's "safe" on a wakeboard, spend time on the golf course or tennis courts, and more than anything, live life with his beautiful wife and 4-pound dog, Twix.

[00:00:00] All right, next next guess we got maps, Coach Drooly and Drew has been I'm just going to bring Yantra.

[00:00:07] We can start talking here. Drew, what's up, brother? I think I got you. I got you on mute.

[00:00:15] There we go. Always new systems, always fun stuff to learn.

[00:00:19] Yeah, I'm throwing I thought, you know, everyone is getting bored with them, so I try and throw this new stream tool at them and see how they react.

[00:00:27] I like it. Just the only difference is that I've gotten so used to having this, you know, everything is great and I got to avoid pretty much throwing everything that was green in my closet out because it just looks so awful these days. Like I'm just walking around with a head.

[00:00:41] Nothing else, because it is in the green skin. Right. You know, there's this there's this tool I've been looking at, it's called, which is a really weird name, but it changes that.

[00:00:53] And I know it's compatible with the stream, but it does some really cool stuff with the green screen background. It's kind of cool.

[00:00:59] So good for you guys. Have done some things this year. It's perfect timing going into next year.

[00:01:07] Yeah. Then that's exactly why we wanted to kick this off. Now everyone's doing their their business planning hopefully soon. Right. And what a better way to kick it off than by here.

[00:01:19] What the big teams, coaches like yourself. And then you can take that and incorporate it when you go through your planning. Right, Drew. Maybe you could. What did we meet like a year or year and a half ago?

[00:01:33] Somewhere around there? I mean, this year it seems like Q4 of 2013 was was a lifetime ago before I had kids.

[00:01:42] It seemed like so long ago, I saw recently a picture of somebody that was standing with we took a photo op in February and an event. I'm like, wow, what a different life that was. Diego remember remember the good old days of February? Twenty. Twenty. How cool back then was that? I think it's when originally we met and then I, I saw, I found through through people I started hearing this word Sisu and I think the first time I ever heard the word it was so cool. It was from Angela Duckworth. Grit. Yeah. And about just the mental fortitude and the inner the inner never give up, never quit the attitude of the Jewish people. And so I started hearing more and more about it. And then I found out this is a phenomenal tool when you're on the side of the coach to see what if you're going to build a really, really big business. There are a couple of kids, one stop lending a year at a time if you're going to be a business owner. I drew that those four quadrants and an employee and one quarter.

[00:02:50] And then you've got self employed, you've got business owner and then you've got investor. Your goal is to work towards eventually leveraging your money where it's working for you. What I've noticed over the years is you've got to fundamentally ask yourself, what are the key differences between being a business owner and being self-employed? One of those is you think long term and you start becoming so attached to the outcome goal, you become more attached to what is a take or the indicator.

[00:03:17] So I don't care. You want to close one hundred thousand units. All that does is goals or indicators of action. So when you actually plug in the numbers and when you get the numbers right, your activities will show if they're valid or not. So one of my mentors and coaches has always taught me, you know, goals, goals are immovable people, systems, anything else can change. The goal stays the same.

[00:03:43] And it's not the goal of your outcome on transactions. It's truly oriented. The goal is what are the metrics needed to achieve and the actions in order to get there and start thinking longer term. So I caution teams that we were using Sisu and we can literally say, all right, we're not going to hit the goal this year.

[00:04:02] We know the goal. Now, we're not going to close 300 units. That's OK.

[00:04:07] Look at the numbers, they are absolutely correct. Their goal is four thousand conversations, your goals, X number of points, your goals, X number of health, X number signed to met. All of those metrics are accurate. When you look at your results, your goal is to take 40 listings a month. You're taking 20 a look over here. You're doing half the number of conversations. We are missing a who and what to hit those metrics and then everything else becomes easier.

[00:04:35] I love it a little bit on your back background, you primarily coached teams, brokerages, or maybe tossed a little bit about what it is you do in your work with with these clients.

[00:04:46] I've been I've been in the real estate business since 2003. And I started teaching I started teaching a ton with a program called Old and two thousand Nine. And really I really started enjoying the working with one on one and the business owners. So I started coaching individuals about 2011. And ever since then it's just been it's just been ongoing fun. And it's I learned more from working with those folks than I do anything. And now the teams that I coach, they do anywhere between three hundred to a thousand units, big teams, big things. And what's what's been what I've been privileged on is because of the years I've been in this business in the same places, I've got to know so many amazing people and watch their journey that I started doing is almost like a podcast called Call Building Business to a Thousand every Tuesday.

[00:05:35] And I've had just different guests that are doing anywhere between five hundred units to thirty seven hundred sites to you.

[00:05:41] If you have a link for that, drop it in. We have a private chat. You can drop it there. I can share it in the comments. I think people would love to check that out.

[00:05:49] So that was kind of the idea and there's talk to people, you just really starting to notice a pattern. What is the business owner? How do they think differently? So something I'd encourage everyone to ask yourself, right?

[00:06:00] This question is, what is it today that makes my business investible? And what is it today that makes my business avoidable from an investment standpoint, what venture capital give you money or would they say like Shark Tank out?

[00:06:21] Yeah, and you have the you have the data that supports it, and one of the I would say the biggest first common denominator is big business people that they think will well, they're not setting a year goal at a time because, I mean, how many of you would buy stock in a company that said, all right, great, Best Buy? Our goal for Best Buy in twenty twenty one is blank. You should invest with us. Disney. We're not going to think about the next themepark, the next movies. We're not figuring in the next acquisition. We're only thinking about two thousand twenty four. Please buy stock. No company with shareholders could ever operate that way. They fired tomorrow. So big business owners or business owners in general, they think longer term they think they think two years, three years, five years, 10 years out. My good friend, they're going to close twenty seven hundred times this year. I mean, he's planning out to two thousand thirty six.

[00:07:19] That's a 15 percent market share in the Houston area. That's big picture thinking. And you say, well, how would I get there?

[00:07:26] Well, let's start with the numbers. Plug in your numbers on a program like Sisu and then say, hey, what is this look like? What numbers will we need to hit when you get to play with those calculators and say, OK, well, what is three years, five years look like? And the bigger teams, they look at the organization, they know that's the biggest lag measure of who they're going to be a business with, who's going to hire, who they may need to find other opportunities or or what kind of life is going to happen. And there's natural attrition. And then they look at the economics. So it's a couple of things, but it's really focusing on the long term and I just kind of shows that the number of I don't know how many teams do a thousand units. So let's start there.

[00:08:10] I love it so for you, this is kind of the title that we put on the session, but.

[00:08:20] Thinking big, is that what you view as your primary role as a coach or what do you think as a coach, someone helping these agents and helping these team leaders grow their business? What is your job?

[00:08:33] I fell in love with the book recently in the last year, I highly recommend it is probably in the top three of anything the best ever read. It's called The Road Less Stupid by Kate Cunningham. I recommend you haven't read it. It's amazing. And one of the powers of thinking, are you stopping long enough and just pausing.

[00:08:55] If you go back to Michael Gerber's the Emet, are you working on the business or in the business? Are you an owner or are you an operator? I think the biggest job of a coach is a scary place. Don't go there alone. It's left to our own devices. The bigger you get, the the real estate can get to be a lonely world. You know, you can be number one in your office. You can be number one in your area. You can be number one in your region. You can be number one in the state. You can be you can be a dominant force somewhere.

[00:09:24] And you start noticing how it's it's kind of getting it's it was really crowded at the bottom and it gets it gets lonely.

[00:09:34] And what I what I what I think we do most is we just challenge a person's thinking. Is that the best line of thinking that's going to help you get where you want to go? Are there other ways of doing it? Sure, you think that's the best way? What are other ways or alternatives? Mark Cuban, who on who's on Shark Tank? One study said in his first book, he said, I miss the days when I was broke because when I was broke, I would look at my peers, my mentors, my coaches, and I would say, you know, I have an idea. I have this technology and this thing we want to do and let's go do it. And he said people would say, OK, that's stupid. That's a bad idea. Here's the hundred things that are wrong with it. You should never do that. And he took the criticism as feedback and he said, great, I take that. And I would now go make it even better. Make it I would I would I take the sheet full of holes and I go fill them and bring them back and create an even better idea.

[00:10:30] And it became a game. Just just amazing thing. He said. Now my learning has to come in the term of tens of millions of dollars when I make a mistake, because you know who is going to tell ultra billionaire Mark Cuban, OK, that's a stupid idea. I'll tell you who the coaches that they hire. Yeah, there's a reason people pay Tony Robbins a million dollars a year and are willing to give equity in their company because he's the one guy who says, OK, that's stupid. People have lived before us who's further along in the journey. And the model that you're following, who has a head start there? What's game winning performance there? So it's having somebody that has your back and a partner you're not giving necessarily equity to, you know, somebody that you can actually trust and they're going to ask you the questions that you're just not thinking about or what's in front of you today. What are you not considering? What do you not see? What are you pretending not to know? That makes sense totally.

[00:11:32] I think it's beautiful. I mean, you you start to grow and progress and I think a lot of people on this call know they act as a coach, their own agents to. Right.

[00:11:42] And you need to have that person that will tell you when you give it some time and will level with you and be real with you and kind of have that that hard love, that accountability, all of that. Right.

[00:11:53] I think over time that's been that's been the most the most fun is because you start really recognizing patterns. You know, everyone has a unique business. You're unique. You have a unique value proposition or your market somewhat unique. I mean, there's a unique quality with patterns of behavior and patterns in business tend to show up no matter where you are. Let me guess, right now, your market probably low inventory, multiple offers. You know, losing at the table buyers are a challenge. They're not willing to write offers or they can't find offers that are going to win.

[00:12:26] And yet it's easy to feel like that's just you. When you can see a broader scope, you can say that's not just you, it's happening here. Now, hear what other people have figured or they found out. Here's disruption. Here's what they can do that they're ahead of you.

[00:12:46] Yeah, I love it. So do you maybe share with us if you have a couple of examples, clients maybe leave names out for free, but a couple of times where you feel like.

[00:12:58] To help someone think bigger or shifts that that people made that really helped take them to that next level, kind of like what we're talking about most of our struggles as we figure out, especially in this business, we figure out how to sell real estate.

[00:13:13] Yeah. And we we get ours in time selling real estate. We get really, really good at. We know the market. We are really good at that. We get good at this at this specific piece. And then it comes to when you're doing everything you possibly could and you can't do any more. Well, then you need to get some help, administrative help, multiple administrative help, someone to help with those. It's like, what's the most, most money I make when I'm doing the most important task in my business?

[00:13:40] How do I give away the least productive activity and keep the most productive active? And over time, you get into the people business, it's inevitable thing that's unavoidable if you're going to grow a business and sell 20 houses a year, 50 houses a year, do it yourself. That's great. If that works for you, that's phenomenal. I wish the best that success for you. Great job doing it every single year of your life. If you want to grow a business that. Page you and you don't have to trade in time for that, you're going to be in the people's business and that's where so many lives. What do they not see when dealing with people, mastering, hiring, looking at things on on a budget and figuring out how do you maximize that opportunity? And so often it's not. It's the some of the some of the the the are the biggest questions that helps the person change their trajectory of thinking.

[00:14:40] It's not the one I wrote down. It's not the one that I was well prepared for. You know, all right, here's my here's my question for the week, this is this is it. It's the question that challenges come on. Think someone's thinking that.

[00:14:55] You hadn't planned for her, you know, it's somebody I have great, so I mean, are you looking to run a business or learn a lesson here? How do you know is what what if you learn in two thousand twenty two, you're vowing to never, ever repeat? And how do you know what have you put in place to ensure that that never happens?

[00:15:16] How many of us just sit in a Zen like pose and say.

[00:15:21] When I do the.

[00:15:23] We don't slow down long enough and get away from our phones to literally spend time in our own head fast or busy or productive if we're not slammed.

[00:15:34] We don't feel like we're not doing our job right.

[00:15:38] Especially well, especially with technology, we're so connected these days that that we've started believing for some reason that we're human beings, not human beings, we paused long enough to actually self reflect, think about things.

[00:15:55] And over the years, you know, I'll talk to my partners any time they call me, any time I say look at my number on speed dial, don't do anything without me. It's a full partnership. And one of the things that I've noticed, though, is sometimes we get in that fast pace. The only time people float out long enough is when they're talking to.

[00:16:16] It's actually that's the 30 minute pause, and that's why sometimes I get calls at conferences where I'm like. Were you attempting to hit a certain word count that I had so much to unload or unpack that they've been just going, going, going, going, going and going, going? And this year has been even more challenging. Hey, I'm a parent. I've got I'm now a teacher, a parent, the principal, the dean, business owner, the therapists, the know.

[00:16:45] How many titles have you added to your name tag this year and just kept on going? Yeah, yeah, I love it.

[00:16:56] So switching gears a little bit, we we have this discussion around thinking that making your business investible is what you said, right, which is making your business investible requires you to think 10, 20. You got to think out there. Right. So let's say I'm I'm I have my team and my brokerage. And you're you're the Mark Cuban. And I'm going to be pitching my business to you and you're going to decide whether or not you want to invest it. And you've seen all kinds of businesses. What are the questions you're asking? What are the things that you're looking for that are either going to tell you how to do it or I wouldn't touch that business. A 10 foot pole?

[00:17:34] That's a great question. One, what's what's scalable? Scalable means you control it. It's not controlled by others. You're going to be a business owner.

[00:17:42] You want to control the most important thing in this business, which is let's OK. The more you can control the lead and the the appointment, the more everyone around you can be replaceable. I don't say that to be insensitive. The culture is king, but the end of the day, you've got to maintain a relationship with people. I mean, in our business, your business is always going to be in direct proportion of the number of people. When they think of real estate, they think of you. And I would say the mistake or what makes you uninvestable is if you come and say, hey, buy into my business, I want you to be a part. Perpich, tell me what is controllable that you have. What have you replicated year over year? Is 50 percent of your business come from your network and the people that you know. And the more fragmented that is, the more brokerage like you seem and the less investable you are my world. So if I have a database, meaning you have two thousand people to work with you in the past and they are loyal to you, that and they would do business with you again. And I've got an agent over here that has a database and other agent records database. I got ten agents or 50 agents or one hundred agents, and they all have their individual networks. OK, that does not combine for one big network that when they think of real estate, they think of you or your company. They think of that individual. That's not scalable McDonald's, I don't think about the cashier. The last time I drove the drive thru, I see the golden arches.

[00:19:07] I think Ronald McDonald, I think the hamburger. These are, I think a chick fillet. I think of the it's my pleasure. I think of the amazing the amazingly delicious Chick fil A sandwich that they make. And they make it the same way all across the country. This scale, it's control. You know what you're going to get? You know what you're going to get every time, no matter where you go, what's missing and what do you have? That's your business that makes that true or false. So if your business things like, for example, what we saw this year, let's face it, for sale by owners, it expires probably the toughest year. Maybe it's a limited belief of the toughest year on record that I've seen in over a decade of doing this this year, if your business was predominantly or sell by owners and expired. Look at this. I agree. How are you replicating that this year? Uncontrollable, is it this year. If 50 percent of your business comes by referral, you're a leveraged business, you and I work together, partner together, and over time, if you ever want him to hand me that book of business, people would have a relationship with me. And I know I could pick it up where you left off. So these are those those kind of key components of what makes it investible or affordable, if you could do it again or you don't know how it was done last year. And the only question you're asking yourself every January is kind of do it again. And how do I know then? It's not it's not necessarily control.

[00:20:30] They keep having one one Sisu report coming to mind, which is a little pie chart that shows you exactly where your business came from for basically any time frame. Right. And it sounds like that's really where you would be looking.

[00:20:45] First thing you'd look at probably to say, I want to invest, I don't want to invest.

[00:20:52] It's like a doctor's office. Most businesses, when you think about what they're selling, they're really selling a network and a database of people who use that service, their product to get. And they're doing it over and over again. Most companies, big companies learn this, you know, they do it through reward points and we're just happy to get them right. But we don't. On the flip side, there's a reason they're offering reward points. It's to maintain and keep accurate of your data. You're not going to you're not going to move change your phone number, change your mailing address when you've got one hundred thousand points where you're going to make sure I've got a mailing address, my phone number that got all of my billing, I'm not quite. So companies learn, hey, your dateable, I've got to maintain a relationship. And the bigger, more solid that gets, the more viable or sellable that.

[00:21:42] And just recapping a little bit of what you're saying, it's a shift of having this network, this database of people that have a relationship with your company versus the individual agents, which obviously are going to have a relationship with both.

[00:21:57] They're going to have a relationship with both. What's your company where we are? A team, not you or not. It's not me, you, them, they it's in us. And we think we're a company. We work together. It's our brand. It's our future, you know, and when when you're thinking really big and really long term, the other thing that happens for people in your organization, they see a future with you. So why wouldn't they want hey, yes, let's leverage each other. You take care of the marketing. You take care of the network. We want them to think of a brand. I may be out of sales at a year. I may be directing sales, I may be in an operation, I may be in another role in your company, and if the people are loyal to me, then I'm going to run the same challenge that others do. Well, they only want to work for me.

[00:22:46] So you want be all encompassing? Hey, yes. It's a company.

[00:22:51] Yeah, so the teams that do this well, that that accomplish this and invest in this versus the teams that struggle with it.

[00:22:58] What are some things that you see? Is is it the leadership? Is it the systems?

[00:23:04] I mean, what are some of the main things you see there?

[00:23:07] If I'm going to come back to it's to come back to scalability. They know the recipe to get results they've done. And if and they're going to duplicate it again, I repeat it over and over and over and over again, and and when we start getting too much into customization of, hey, you're an agent on my team, you want to close 40 transactions. Perfect. How are you going to do it? What do you mean? How are they going to do it? How would you do it with the formula to force them to close 40 transactions? What's your specific standard to be part of your company? So I hope you cheer, I hope you to that recipe is this is what I would do in your situation to achieve this goal, and the goal is the expectation to be part of my company. So if you're going to be staying or showing agent or buyer, agent or listing agent or work both and be part of my company, I would be really clear of what I do and what would be my expectations if that's all I were doing in my company. Yep, and I'm going to focus on those three to four areas of Leeds and now we're going to duplicate myself 10 different ways.

[00:24:14] It's so powerful, I see with a lot of our teams is they can bring in an agent. They can tell them exactly what numbers are going to create the results because they've been created. And then they say, you know what, not everyone is exactly the same. That's why we put these numbers out there. That's a great place for you to start. But after three months, we're going to be looking at your conversion ratios. We'll look at them weekly. And after three months, we're going to know exactly what is or what is not working, where you need training, where we can pivot, where we can shift, because we have that data in front of us. And if there needs to be something different because your business is going to be different, we'll have that right in front of us to roll with it.

[00:24:52] Right in the moment you start deviating from that standard, you've set a new one and change. I worked with an agent, Ontario, Canada, if it were warmer than negative.

[00:25:01] Twenty six degrees warmer than negative. Twenty six degrees or not, every member of the team doorknocked two hundred homes a day. You Dornoch, if you're going to be part of that company, you were a doorknocker. If you weren't going to Dornoch, you weren't part of that company. Just that simple standard. So you knew how to duplicate himself over and over again. And I would say if you find yourself doing this, we're gravitating this way. This is something to avoid. When you have somebody in your organization and you say, hey, we do open houses, that's who we are, what we do, it's part of our standard or we do our. And they won't do it or they don't like to do it, or they choose not to do it. You've made a fundamental error at the moment. You say, OK, well, if you're not going to do with that, what are your options? What else are you going to do? Well, now he's in the driver's seat. I was supposed to be doing what you would do and mirroring that and your results, your success, how you got there, your skill set, and now you just gave me the keys to the car.

[00:26:03] Now, I'm a 16 year old, and you gave me dad's Ferrari, and I can say this is a good analogy and, you know, it's it's just talk of adjusted earlier on the session. They have standards. They are one hundred percent all in. And because the leader believes it and drives it, everyone else buys into it. And it works and it works because it's that thing that they found that scalable and repeatable and they know they can do it, right.

[00:26:30] Yeah. And I partner with people like that all day long. Yeah. Then you say I'm going to hire people. My questions inevitably do for what.

[00:26:40] Yeah. What is hiring people. What solution does that solve. I don't know, they're going to do production. When you say, hey, I'm hiring people in order to grow the business, why?

[00:26:53] Because I have an idea and a plan that I can execute without that person, that manpower, that skill set, I want to do two hundred open houses this year, and I've only got the people to be able to do one hundred and fifty. I've got two people we've got to have extra people to do. We have a lead issue where we're drowning in leads from online leads, for example, or something we're doing in our database is flooding us that we have to have people in order to service them. So one of my great coaches, Tony, is some amazing guy years ago is if you don't build a team, you don't build a company, you build a business that requires a team. You build a business so big that it needs people in order to service it. Can work at a restaurant, be the host, the hostess, the person behind the line, the server.

[00:27:40] You can't do it all if you can attract enough. The only way you could do that is if you're going to work on weight on one person at a time. They come in, sit them down, go make the meal, bring it back, give them the check, walking to the door, clean the table. Do it again.

[00:27:55] In order to build scale, you have to say, you know what, I'm gonna focus on this, but I literally need these people and I know exactly what they're going to do in the organization from day one to service the amount of customers that I'm bringing in.

[00:28:08] You do that yourself. You've got a great business.

[00:28:12] Thanks, Jeff. We're coming up on the end here. It's been great chatting with you. Anything else you want to try to turn to book for us? Maybe. I'd love to hear a book that you think we share that I can take away from this story.

[00:28:25] One of them is definitely, as I mentioned, Keith Cunningham, the road less stupid.

[00:28:30] I did write that down.

[00:28:31] Yeah, I would say absolutely. Get that book. Oh, there's so many over the years.

[00:28:39] I'll say this. I had the privilege of meeting with Life Babbin, the author of Extreme Ownership. That's got to have dinner with him once. And it was really cool. And I asked him a question, say, hey, what about be in the Navy SEALs? Do you miss you miss that? All the cool stuff? You know, I think Navy SEALs and I think the movies and all that he said, you know, I didn't get to have that kind of fun for a long time. I moved up into a role. I was the executive officer of a SEAL team. I was kind of in the rear with the gear.

[00:29:09] And I think for business owners, extreme ownership business looks infinite game. You know, just thinking along of, hey, there are times I'm going to have to give up the fun in order to be the business owner. So that that kind of statement took me back to that book. You know, he wasn't he wasn't in the mix anymore and doing all the fun stuff he was doing what was required as an executive officer for the SEAL team, that we're going to be things as a business owner. It's what are you going to do to educate yourself as a business? Jim Collins, how the mighty fall. Still one of my all time favorites.

[00:29:51] Well, I got some great notes here, Joe, awesome talking with you. I'll let you go now. Thanks for coming on. My pleasure.

[00:29:58] That was a rather.

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