How Tyler Shields is Revolutionizing Real Estate Expansion and Lead Conversion: Key Strategies and Insights

In the ever-evolving real estate industry, effective expansion and lead conversion are essential for sustained growth and success. In Episode 18 of The OT podcast, Tyler Shields, a leading real estate expert based in Denver, Colorado, shared his powerful strategies for navigating these challenges. His team, Relevate, has made significant strides in markets including Denver, Colorado Springs, Phoenix, and Missouri. In this blog post, we’ll explore Shields’ top tips and techniques for optimizing real estate operations and scaling your business.

Mastering Facebook Lead Conversion

Tyler Shields highlights a critical insight: newer agents often outperform their more experienced counterparts when it comes to converting Facebook leads. The reason? Fresh agents are more likely to treat each lead as a valuable opportunity and invest the time required to nurture it. Here’s how to effectively convert Facebook leads:

• Personalized Property Searches: Align property searches with the lead’s preferences for a more engaging experience.
• Value-Driven Communication: Use automated texts and emails to provide relevant information, including open house invitations and property details.
• Persistent Follow-Up: Combine automated and personalized follow-ups to stay top of mind and guide leads through their decision-making process.

These strategies not only increase conversion rates but also help build long-term relationships with potential clients.

Getting to Know Tyler Shields and Relevate

Tyler Shields has established himself as a leader in online lead conversion, leveraging his experience from Zillow. His team, Relevate, has successfully expanded to Denver, Colorado Springs, Phoenix, and Missouri, showcasing impressive results in lead generation. The team’s structure includes:

• Transaction Coordinators (TCs): Handling transaction details across various branches.
• Virtual Assistants (VAs): Supporting administrative tasks.
• Team Leads and Agents: Driving client interactions and lead generation.

Relevate operates with a streamlined, non-hub model, using local TCs and VAs in each market to maintain efficiency.

Innovative Lead Generation Strategies

One standout tactic discussed is the “Golden Letter” strategy. By sending out 19,000 letters annually, Relevate has achieved about 30 listing appointments and eight closed deals in just the first four months. This approach involves administrative support for printing and mailing, allowing agents to focus on client engagement.

Tyler also shared his success with pay-per-click (PPC) advertising and Facebook ads through Command. The core of these strategies is providing continuous value and maintaining aggressive follow-up practices.

Effective Team Leadership and Expansion

Managing a team across multiple states can be challenging, but Tyler Shields has mastered the art of maintaining a strong team culture and providing growth opportunities. Key strategies include:

• Regular Stand-Up Meetings: Biweekly meetings to review goals, metrics, and ensure accountability.
• Value Ladder: Offering comprehensive support, including leads, training, and opportunities for advancement.
• Clear Expectations: Setting and communicating clear performance standards for all team members.

Shields stresses the importance of finding the right fit for each market and learning from past expansion attempts to avoid pitfalls.

Training and Accountability

Relevate’s training strategy is centered around the Relevate Playbook, which includes best practices and a career visioning plan. Tyler Shields advocates for “belly-to-belly” training to build strong, personal connections within the team. Regular check-ins and well-defined standards for performance ensure that agents remain motivated and accountable.

Future Plans and System Optimization

Looking forward, Tyler Shields plans to continue focusing on closing deals, training agents, and coaching team leads while remaining actively involved in daily operations. He acknowledges the challenges associated with CRM transitions but remains committed to maintaining consistency across all branches.

Relevate uses Boomtown CRM, alongside Command and Airtable for data management, highlighting the importance of a unified system for operational efficiency.

Key Takeaways and Action Items

For real estate professionals looking to implement these insights, here are some actionable steps:

1. Adopt Facebook Lead Conversion Strategies: Implement personalized property searches and persistent follow-ups.
2. Schedule Regular Stand-Up Meetings: Hold biweekly meetings to discuss goals and ensure accountability.
3. Develop Career Visioning Plans: Help agents set and achieve their career goals.
4. Adjust Hiring Standards: Consider relaxing standards to attract prospecting-focused agents.

By integrating these strategies, you can optimize your real estate operations and achieve remarkable growth. Stay tuned for more expert insights and practical advice in upcoming episodes of The OT.

Transcription

Welcome to the OT only teams in real estate.

Tyler Shields  00:15

The highest converting process in converting Facebook leads is handing them to a new, hungry agent more than an ISA, more than whatever else, more than really experienced agents. It’s a new hungry agent tends to convert it Facebook lead better than anybody else, because they treat it like gold, and they have the time of decade. And so I think that the best way to follow up is to just come from value, to just think every time I reach out, whether I’ve gotten a hold of them or I haven’t, my goal is, what can I do that’s going to provide value to them such that they’re going to interact with me and and they want to transact with me. And it could be as simple as, Hey, I’ve been sending you properties don’t want to annoy you. Is there any way I can adjust that search so you’re only getting properties you

01:04

here’s your host, Daren Phillipy,

Daren Phillipy  01:10

Hey everybody. Welcome to this week’s ot only team for real estate agents. My name is Daren Phillipy, and I’m your host. And man, you guys gonna love this one. This guy, Tyler shields from Denver, Colorado. Not only did he do an amazing job at this ot It was so good. I said, Hey, would you come to Vegas and actually speak and do a panel here in Vegas? And so he did. It was so good. It was so awesome. So this week, if you guys want to learn how to do internet leads. You want to know an internet process, or the conversion, or anything like that. Tyler worked for Zillow, and he knows all the conversion, and knows all of that kind of stuff, and he knows how to make this stub work. And so if you want to kind of add this to your team, Tyler’s the master. So I want you to listen to this now. You guys aren’t showing up to the OT in person. I got a ton of listeners online, but I’m not seeing you in the room. So all you need to do to join the OT in the room. It’s Tuesday, 1130 Pacific Standard Time. All you need to do is go to only four teams.com, click that little join the Zoom Room at 11 30% Standard Time, boom, you’re in. You’re able to ask those questions. I don’t want you guys to miss out on other people as awesome as Tyler. So every Tuesday, 1130 come to only for teams.com and join the Zoom Room. There you could ask all the questions you want. Now I’m done talking. I just can’t wait to get this sucker going. So I’ll see you guys at the end of the OT. Alright guys, welcome to this week’s OT. Super stoked at to have Tyler. Tyler with rela relevate. He runs an expansion team that’s based out of Denver, Colorado, Colorado Springs, Phoenix. And I just found out that he also rocks it in Missouri too. So he loves growing and Tyler shields. You, you’ve, you’ve been very popular in the KW world, being on, was it mega camp, and you’re also in the play Keller Williams, Millionaire Real Estate Agent playbook, and so you love to share, it seems like, right? Absolutely, yeah, you’re so cool for being here, man. So little, little story about relevate, which is his brand. They did 238 sides and $114 million in volume the last 12 months. He knows how to run a great, strong team, and I’ve been super excited to be able to have an expansion team that we can talk about building listings in other parts of the market or other parts of the country, along with creating leads and leadership in in other areas too. So Tyler, thank you tons for being here, dude. Oh, dude, my

Tyler Shields  04:02

pleasure. Yeah, thanks for having me. Awesome. Awesome. So let’s, let’s talk a little bit about your org chart. What does your org chart look like? How many people do you have on your team? How many people do you have in your admin? What does that look like? Yeah.

04:14

So my org chart’s going through a ton of change right now, and we’ll talk about later, but I’m going through a lot of simplification in my business model, and so, so really, I drew it out of my whiteboard, and I thought, okay, it’s actually really pretty simple. We have we have sales and we have operations. And so on the operation side, we have two TCS, one in each. So we have an Arizona TC, we have a Colorado TC, and they serve as transaction coordinator, but also sort of the local operations representative, right? Just sort of operations and TC feet on the ground. And then they are supported by two vas, two virtual assistants, Ivy and Marvin. And so they those VAs do anything from bookkeeping to mail. Edging, you know, database, to maintaining systems, all that. So there that’s kind of our admin team is two full time people, TC slash ops, and two full time VAs that support those people. And then on the sales side, I have three team leads who run our three different branches. So each of our branches as a team lead, Team Lead slash team owner, who’s the representative there, and they have agents underneath them. And so if you include those team leads, I was just adding the math, we have about 1516, agents total. If you include those team leads across our three different teams, and then we have one showing agent that supports our Colorado branch, and that’s it. That’s our setup, perfect. So let’s, let’s

Tyler Shields  05:42

just review so your, your TC is, is basically the director of ops in the location that they’re that you’re expanded into. Is that right? Exactly? Yeah. You also have basically a you in each one of those areas. We’re going to talk a little bit about the importance of why you do that, because one of the challenges is, when you do expand into different markets, you don’t have someone physically there to lead them. We run into some other challenges there. And then the other thing I want to just gain clarity with is you also your your hub or your main market is really in the Denver area. Is that correct? Correct? Yep. And so you wouldn’t Is there anything unique about your Denver hub versus your your Colorado Springs air, I guess, spoke, or your Phoenix folk? Well,

06:36

it’s a little bit of a loaded question, because most of those org chart changes that we’re doing is sort of eliminating the idea of hub, beyond me, sort of, as CEO and running the organization, we have basically limited any, eliminated anything that was shared, shared resources or shared hub. So we’re sort of moving to a non hub model. And so, and I could talk about, you know, all the various reasons why?

Tyler Shields  07:02

Yeah, let’s talk about that. Because nobody we haven’t talked about that before. Because in the past, when you’ve gone to ESO expansion systems orientation, it talks about building a hub in one area, and then you build these spokes in the area that you’re expanding to, typically based upon the talent that lives in that area. You are saying that you’ve been a hub and now you’re creating a director of operations in each one of those locations. Tell Tell us why you did that change.

07:31

Yeah. So, I mean, there’s a lot of reasons to it, but I think ultimately it can be summed up as I especially in this market we’ve experienced the past two years, I realized that to an extreme, sort of playing big business when I really shouldn’t like I was trying to build this company that looked really big and looked really nice, and I had an ISA and a full time marketing director and a director of ops, all like as hub staff that supported everybody, and It just was not necessary, and it wasn’t profitable to in order to support our agents to the extent that we need it. And so And what ended up happening, sometimes it just happens. The TC that we hired in Phoenix was amazing and ended up serving sort of as a boots on the ground ops person, because when you have locally admin or optically, they sort of tend to take ownership events, when we had sphere events or things. She just stepped into that naturally, because she’s gifted at that. So we decided she does enough of the operations for people. We don’t necessarily need a central ops person, so we’re just going to duplicate that in Colorado. So we’re just going to have two people like her, and we feel like that can serve our company as a whole. So I don’t think we’ll stay like that forever. I see a world in which we go back to a centralized op, but I think one of the lessons I’ve learned is we want to be as simple and lean as possible, especially in market, so that we can move fast and we have as low expenses as possible. So that’s part of the reason we did it, mainly because we think we can love it.

Tyler Shields  09:01

I love it. Okay, so let’s transition into the listing side, because I know it’s got 100 questions just off of that statement there. Let’s transition into the leads portion. Now you, you’ve done something really cool and unique that you you’ve been on stage a few times with with Gary, and he’s spoken to you about some different leave strategies. And I thought we’d pull pull, and spend our time talking a little bit about your pay per click. And so I’ve made a I’m sharing on the screen for those who are in zoom. It’s come comes from Millionaire Real Estate Agent playbook, Tyler’s Pay Per Click conversion playbook. And I want to talk about that along with the other resource when it comes to getting your listings, and we’ll talk about in the listings portion. So Tyler tell us a bit about this playbook.

09:52

Yeah, so give some more background before I jumped into real estate, I was a sales rep at Zillow, and I sold marketing to Real Estate. Agents. And so my background was online leads, converting online leads, return on investment, reinvest when it’s working. That was my background. So when I stepped into real estate, I understood that there was this world where you could market yourself online and generate leads. And but what I learned pretty quickly, actually running a team is and especially as the years went on, that Zillow and the realtor dot coms of the world, they’re really, really expensive, and it’s hard to get an ROI with those portals and and, and you convert at such a high level that you don’t really want to invest those types of leads with new agents that you’re hiring. And so I learned to diversify the types of leads that I was doing. And primarily I learned to do that through command. So in 2020 in covid, when I was trying to figure out how to keep generating leads, but to cut expenses when we didn’t know what was going to happen, I started running Facebook ads through command, and what I found is it was a lot cheaper way to generate leads. Of course, they’re a lot lower converting than a Zillow or a realtor.com lead. They were cheaper, and I had all the control. I could decide how much to spend, I could decide how much to invest. I could turn it on and turn it off. I could market whatever listings or whatever call to action I wanted to so, so I did that, and what I realized is, in doing that, is really what remains the same with most lead process, most online leads is, is the process in which you try to get a hold of them and long term follow up to convert. Scripting changes a little bit based on the type of lead that comes in. Whether they’re a low funnel, ready to go right now or a high funnel. Don’t even know if they’re looking to buy or sell, yet, scripting changes a little bit. But that process to aggressively connect with them, understand the right conversation, long term, follow up until they’re ready. That process essentially remains the same. And so we were able to apply everything we’ve learned from online lead gen and just started attacking command ads and command leads and and it allowed me to feel much better about throwing brand new throwing several leads to a brand new agent, because I wasn’t investing too much money, and I let them sort of cut their teeth on these types of leads. And what I found is with like a Facebook lead, the highest converting process, and I’ve tried almost every process in converting Facebook leads, the highest converting process, and converting Facebook leads is handing them to a new, hungry agent, more than an ISA, more than whatever else, more than really experienced agents. It’s a new, hungry agent tends to convert a Facebook lead better than anybody else, because they treat it like gold, and they have the time of day. And so that’s kind of been our model, is new agents get these leads, and then as they close a bunch of deals, they might get a realtor.com lead or a higher converting lead at a higher investment. And that’s kind of been our our playbook and our model. There’s a million ways to dig into that, but that’s kind of

Tyler Shields  12:46

the really high level lead us through these steps. It looks like you got three steps for that. Yeah,

12:53

so So to go quickly through that. Basically the first step is what I’ve already said. You know, if you’re going to run online ads at a high level, decide what your monthly budget is, and then plan a budget that you can maintain for six months, because you got to give it time. You got to be patient. You got to learn to track your numbers, because success might not be a closing in the first six months. It might be a book or buyer, seller agreement signed, or whatever. So you have to, so you know whether it’s working or not. You’re gonna run campaign ads, and then, yeah, and then you can, you can purchase any additional leads in this model. But basically there’s three phases to to get a hold of and follow up. So the first phase is in the first week, we do 14 different touches in the first week. That’s four phone calls, 10 automated texts and emails. And then if we don’t get a hold of them, we do 14 more touches over the next four weeks. So we’re not giving up, but we are going to reduce the frequency, because they’ve been ghosting us. So I’m going to call once a week instead of four times in a week. I want to do 10 automated texts and emails spread over four weeks, instead of in one week. And if I still don’t get a hold of them, I’m just going to set them up on a property search similar to whatever property they clicked on, and set it and forget it until they tell me to stop, or until they transact. That’s just my process for connecting. And then if you look at convert, once you’ve connected with them. Once you actually get a response, turn off the smart plans. And now it’s just, I’m following up every week or two, trying to add value until they transact or until they tell me to stop. And so that’s that’s pretty much the process for staying top of mind until they’re ready.

Tyler Shields  14:36

So so tell me when you say it’s underlined, provide value. What does that specifically mean? So if these guys are wanting to implement specific value, what have you found that they care about,

14:49

I think, with lead follow up and just lead connection. And when I say lead, I mean any lead, it could be a referral or whatever. The biggest mistake people make because they said, are we. There yet approach. And so we just sort of say, are you ready to buy? Are you ready to buy? Are you ready to buy? Are you ready to buy? It’s just as annoying as the kid in the backseat saying, Are we there yet? Are we there yet? Are we there yet? And then oftentimes, we understand that we’re not adding value, and we understand that we’re annoying. So we stop following up, because we just assume they’re annoyed with us, because we’re annoyed with us, right? And it leads us down this path of like, no win. And so I think that the best way to follow up is to just come from value, to just think every time I reach out, whether I’ve gotten a hold of them or I haven’t, my goal is, what can I do that’s going to provide value to them such that they’re going to interact with me and and they want to transact with me. And it could be as simple as, Hey, I’ve been sending you properties I don’t want to annoy you. Is there any way I can adjust that search so you’re only getting properties you love, right? Or it could be as simple as, hey, I’m hosting an open house this weekend. It’s really dang similar to the homes that you told me you liked. I’d love to see you there Saturday from 1012 or, Hey, my lender has this new program. It might, might really benefit you in getting into a new house, right? Literally, just anything that you think could add value to them. You present, and you just keep presenting that value until they walk through. They accept that value and begin that process with you.

Tyler Shields  16:17

Love it. Love it. So, so when you bring people through this process. There’s two questions. Number one, how long? Because Jason Abrams has talked about the the time when they come into our world and when they close a transaction, and he said 2222 months from then to then, how long is your process that you’ve been able to see when they come into your world, until they close a transaction.

16:43

Yeah, so I think it’s a really hard number to say. And the reason you’re seeing averages at like 18 to 24 months is because you get those leads that close four years later, you know? And so, like, if you truly run the average, it’s probably right 18 to 24 months, because we just closed a deal this, you know, a month ago. That was from 2020 that when they registered on a Facebook ad. But I think if you looked at the median like, if you just looked at like, what’s the media, not the average, I think it’s probably more like, you know, nine months, something like that, like nine to 12 months. And I think there are still those leads that walk straight in and they’re closed 30 days later. And there are those leads that close four years later, and every team will report something different. But I think the teams that tell you that their conversion is quicker are just bad at long term follow so they don’t close anyone’s four years from now, because they’re just bad at long term follow up. So all the ones they close are in a shorter time frame, because they’re only getting those so if you’re converting at a high level, got to be good at long term follow up, and your average will probably end somewhere, yeah, 18 months to two years. I probably agree with that. I

Tyler Shields  17:52

love that. And what is what? What percentage would you say is your lead to conversion? Just a guess,

17:59

yeah. So I think every lead type has a different conversion rate. So if you look at Facebook ad and like Google Pay Per Click, we’re averaging about 1% we got agents doing half a percent and agents doing 2% on our team. So it just kind of depends on the range there. If you’re talking about realtor.com you’re probably around a 5% but again, we have some agents that good as 10% on those, and then Google Local Service leads things like that. Were, you know, 10 to 15% closing rate on those so well.

Tyler Shields  18:26

And like you said, you said that this, this paper, click. This is for Facebook and your Google. This is for your new hungry guys. So their skills are still improving. Their skill is is still increasing, and now they’ve got a better skill to give a home.com or a Zillow or whatever. Is that? Right?

18:45

Absolutely, absolutely perfect. I love it. Well,

Tyler Shields  18:48

we’re going to get we’re going to move on from this. This is great stuff. You spoke, I want to talk a little bit about a transition into your listing side, and what makes your listings unique. And you brought up the golden letter. So it’s still a lead lead generation topic, but it’s specifically on the listing side. So could you talk a little bit about your experience of implementing the golden letter? And first of all, talk a little bit about what the golden letter is, for those who don’t know, and then go from there. Yeah, I’ll

19:17

give you even more background to that. I think what you discovered moving into this new market and and recession and crazy interest rate market is that we were way too much of a lead receiving team and prospecting and lead generation team. We needed to change that. And so basically went from just receive leads and your sphere reaches out to you, to what are you doing actively, to go find leads. So we had to add a whole nother part of our business, which was prospecting. And we wanted that prospecting to be to be seller based. And so I heard of this golden letter from will van wickler out of Vermont and and the golden letter is as simple as you mail a letter to a random homeowner in your area that says. You be interested in selling your home to a buyer of mine? If so, give me a call. It’s just basically, hey, I might have a buyer interest in your house. Give me a call and and so we, we just said, Hey, that’s a simple system. We’re gonna adopt it and follow exactly what will said. And so we just started the beginning of this year as a team. We’ve sent out 19,000 letters beginning of the year, and we have booked just shy of 30 listing appointments in these first four months of the year. From those letters, we’ve already closed eight deals, six sellers, two buyers, and a lot more in the works. And so it works, but we found we’ve had to send a lot of freaking letters, and it works well to do it as a team, because I just had a brand new agent book a listing yesterday with her first batch of letters. But I have other agents who’ve sent 3000 letters and haven’t booked one yet, you know? And so when you do it as a team, you you share the wins, and it keeps you engaged in doing it. So

Tyler Shields  20:59

how do you do that as and so you’re not having your admin actually do the whole golden letter thing. You’re having the agents individually do that. What does that look like? Are you do you give them the material? How does that work?

21:12

Yeah, so we want to strike a balance of, there’s a benefit you’re on a team, like, there’s some leverage you get from the team, but then also you have to be invested in this, like you have to show that you have time and energy in it. So what we do is the agents are signing, are printing out the letter, signing the letters, folding the letters, stuff the envelopes, putting the labels and the stamps on it, and they are paying for postage. The agents are doing all of that. What we are doing is paying for paying for the printing, paying for the envelopes, paying for the labels, and our admin are doing the mail merge and getting their lists together for them. So there’s some technical difficulties. All right, I found an area, but how do I actually like just have the letters ready to print and the labels ready to print. So our admins put all that together. They send you. Here’s your letters to print, here’s your labels to print, and then it’s on the agents to then do the work of printing, signing, stuffing and buying the stamps, and then as they produce and sell, more than we invest, and I co invest in stamps with them and those things. So that’s our process. Awesome. I love it. I

Tyler Shields  22:19

love it. Anything else you want to share on the listing side of things that you think would be valuable for us to talk about.

22:25

I mean, I would just We’ve also recently jumped on fellow, which I don’t know if you guys have heard of, fellow from Ryan young, but it’s a great it’s just a great way to engage your sphere around home values. And so we’ve leveraged that with our sphere. But I think, like our greatest source of listings is from our sphere, from our past clients, so we wanted to make sure we were finding a way to stay top of mind and adding value to them until they were ready. And so, yeah, that’s, I mean, it’s nothing new or nothing special, but just a reminder that, like everyone may talk about their special thing that they do, golden letter or whatever, but far and away, the most amount of listings we’ve done this year. It’s been by engaging and adding value to our database, and our best clients.

Tyler Shields  23:04

Love it. Love it. Okay, so let’s talk a little bit about your leverage. This is really cool and unique, because you do have you have members of your team and in three different states, four different markets. How do you lead a team that is spread out so much, and how do you keep that culture? Yeah,

23:25

so, all right, I’m going to give you what I call like the ladders of value to a team. I think if you want to understand how to retain a team, you have to understand value and how it works at scale. And so the most immature form of value to me is cost. So if you want to provide the most immature form of value, then be the cheapest team around. Charge a 1% split and people will join you simply because it’s so cheap. Why would I not? Right? But everyone doesn’t buy all their stuff at the dollar store for a reason, right? Because cost isn’t value. So cost is the most immature form of value. The second is just paying for stuff, just a money exchange, right? So if you give me a 50% split, and then I pay for roughly the same amount of things that you would have had to pay for a 50% then, you know, it’s a break even. There’s no There’s no real win there, like we’re just exchanging money. Either I pay for more than what you were gonna have to and I lose, or or you pay me more than what you’re gonna have to and you lose, or maybe I slightly win on returns to scale. It’s not that it’s wrong to pay for things. It’s just that that alone is an immature form of value. And so then the third is training and coaching, and I’m not saying it’s immature. I’m just saying if all you provide is training and coaching, then at some point they’ve been trained and they don’t think it’s worth 50% anymore, and they’re going to ask for a better split. So that doesn’t mean don’t give them training, but that does mean you can’t just stop there, if you’re a true team model. So then the four. Fourth is leads and leverage. So I’m providing you deals that you wouldn’t have if you weren’t here, and I’m taking things off your plate that you would either have to do or you’d have to pay someone else to do. The beautiful thing about leads and leverage is that the more deals they close, the more value they feel. So not asking for a better split, because they’re getting more closings from you, and you’re taking even more off their plate, and the bigger their business grows, the more that it makes sense that, well, mrea says my profit margin is 40% but you’re charging me a 5050, split. I think I’m making out better with you than I would if I went and ran my own team, and I would have had to do it all right. And then finally, if you really want to retain the people that are closing 60 deals a year, and would be totally fine running their own team, is opportunity you have to be able to go, Hey, what about being a Team Lead and CO owning this team with me, and splitting profit and being in on PNL decisions and helping me recruit and whatever. So the way that I’ve been able to retain five plus agents that are closing 50 plus deals a year is because, is because they I provided that opportunity for them to step in and run a team. They all love me, they love the culture, they love the opportunities. But if they desire to run their own team one day, and you’re not going to let them do that in your model, then they’re going to leave. And so expansion has more just come from me not wanting anyone to leave. And so answer your question, I do all the above, like I try to offer competitive pricing. I pay for things I do training and coaching. I provide leads they wouldn’t have. I take things off their plate that they’d have to do on their own, and I provide opportunity. And that’s kind of the value ladder in which I try to retain people I’d be happy to go into specifics, but that’s at high level,

Tyler Shields  26:42

that’s that is, that is so awesome. And my guess is for for those who are in your expansion areas, you the opportunity has, they’ve worked their way up, and they’ve earned that trust. You’ve, they’ve, they’ve been able to produce, and now they’re looking for that, that leadership slash ownership in that area is that, right?

27:01

Totally, totally. And like, I would say, this isn’t represented in that ladder, but a lot of team leaders offer what I call value by just walking around. But like, basically because here and I’m in the office, and you get to see me, and it seems egotistical, but if we’re honest, is what we do. We’re just like, if I’m in the office 50 hours a week, and people on my team get to be near me. It’s worth 5050, and that’s all most people like, have, like, run value when you expand, you can’t do that, right? And so it really, it really, like, cuts your ego a little bit to go like, well, it’s not just hanging out with me. So what is it, you know? And so you do have to figure out, how do I add value? And there is something to that, having someone locally I can hang out with and look up to, and that’s why we have team leads. But, but beyond that, it’s no it’s these other pillars where they clearly see these are my partners in my business, and that’s why I’m here, right? Love

Tyler Shields  27:52

it so. So tell me this, have you? Have you always done the team lead in the expansion location? Or is that something that you transition to because of the things that you’ve learned from having a, I guess, a immature leader, or, you know, it’s, it’s difficult to go in those markets. Tell us a little bit about that, if you could please.

28:17

Yeah, we have always had the team lead model, but we have had many failed expansion attempts. Our first one is the one that has worked wildly successfully and has stayed and so our first one was Nick Gibby in Phoenix, Arizona, who is still our Phoenix branch and his team alone does has has peaked at 2 million in GCI a year. Like just his branch alone, we took it from zero to that he was not even an agent beforehand, and he built it from zero to 2 million. We built that together. So he was the one that worked out, and that’s because he was talent, and he gave us a lot of grace and allowed us to figure it out with him. But we, of course, felt like we were invincible when the first one worked out, and we tried it a bunch of other times. We’ve had two failed iterations in Colorado Springs. We’ve had two failed iterations in Seattle, Washington. I think that’s it, but, but, yeah, like, we’ve had multiple failed attempts because it either wasn’t, wasn’t the right person, or, you know, whatever, for whatever for whatever reason, like it wasn’t the right time. So we’ve got plenty of failed attempts, but we’ve always tried to build around that team lead, and I think that’s pivotal. You got the right team lead?

Tyler Shields  29:30

Yeah, perfect. I love I love that. So then what advice do you have for someone who’s who’s expanding into a new market? What what causes someone to torture themselves in another market and and go through all of that. Tell us that that the thought process. If you give someone advice on that, yep,

29:50

well, I liked what Ed was saying earlier, because he was talking about sort of leading with leads or opportunity. That’s the best way to start. Is. Lead with leads or opportunity. So like, know that your Legion, any real estate team, the foundation of it should be, I have more leads than what I can handle. And if you don’t, then you should just handle them and not build a team. But the your first job and running any team should be, I have more leads than I should than I can handle. And so that’s kind of the idea with an expansion is I want to lead with leads and opportunities. I know that I can create leads and opportunities, and why not just pass it out to referral partners that are in that area as a way to test whether you like those agents or not before you try to recruit them, right? So try four or five different agents see if you like them and but, but key is not just lead with leads. You also must have the right person and and I think that right person must be aligned culturally, and they must be aligned process wise. But two different mistakes. But the most common mistake we’ve made is trying to bring on a team lead who does business just enough differently than we do that we don’t have the same model, and thus they can’t teach our model. So like we tried an agent who had 30 plus fear deals a year, but it never worked an online lead in their life. And lo and behold, it didn’t work for them. Teach agents how to work online leads, because they’ve never done that right and so, so I think the person really, really matters. Don’t rush to the person lead with leads and then find the right person. And I honestly that for you that they’re like, work alongside you and kind of build this thing together. And ideally, you guys are already running your businesses side by side, and there’s almost zero changes they have to do to their model and their lead pillars in order to align with your business. That’s the person you want to you want to find and

Tyler Shields  31:40

identify. But then how do you find that guy? How do you find that person that’s in another market?

31:45

Teach in that market. So there’s multiple ways to do that. I think referral partners is one and strategic referral partners, like, don’t send referrals to someone running a large team in that market. Like, like, send it to individual aid. Like, be strategic about who you’re sending referrals to. Like, just think about the size business that you think someone might actually consider stepping over and running a team. Send referrals to those people. Go reach out to those market centers and say, Hey, I’d love to teach about XYZ in that area. It’s free. I just love get my name out there. Meet people that way. I think those are two, I mean, and you absolutely can put out job postings. We’ve done that before. We find that that attracts plenty of attention, but just if you’re going to put out a job posting, just understand that there’s no guarantee you will get the candidate. Don’t put out a job posting and choose the best one. The answer might be none of them, but try it and see what

Tyler Shields  32:42

happens. So let’s talk about the last thing I want to talk about when it comes to leverage. How do you lead them? How do you make sure that you’re holding them accountable? How do you how do you lead from a distance? Yeah,

32:52

I What we have found to be really, really helpful is two times a week stand up meetings. And this we started, we actually started with three times a week, and I’ve reduced the two times a week because I’m trying to strike the balance of what will they do, versus what’s helpful versus what’s annoying, but two times a week, everyone on the team gets together on Zoom for 20 minutes, and everyone in the organization is going to say what their goal is for today, what’s their commitment to the most, whether they completed their goal from last time or not, and why or why not. And then they’re going to update us on their numbers. I have 20 of 25 conversations on the month. I have three of four appointments on the month. I have two of three under contracts on the month, right? So everyone has a goal for the month, in conversations, appointments and under contracts, and two times a week in front of everyone, they share where they’re at, and then they share whether they completed their commitment from last time and what their commitment is today. And with that 220 minute meetings a week, everyone holds each other accountable, and I know what’s going on in every agent’s business without having to talk with them. And so it’s been like the ease and and we made everyone sign a document that they were going to show up to every single meeting and have their camera on and be there and talk and contribute and and so it’s not that like, you know they’re joining, but the camera’s not on, or they’re driving, or they’re not participating, or they’re constantly missing. Everyone signed a commitment, and 30% of our team left because they didn’t want to do it, but we we needed to have people committed, or else it wasn’t going to work. And so that’s been the biggest help to accountability. They hold themselves accountable

Tyler Shields  34:30

for sure, for sure. Hold holding that standard. I love it. Is there anything else you need to that, that we need to know about leverage that you think will be helpful for

34:39

us? Um, I think we’ll get to it in your last three questions. I think, like, I think really people make a lot of people think a lot that a team’s give me leads. And I think the most important thing you need to understand is that, no, no, I’m your business partner. So, so you are bringing me on. Like, think about shark tank like you are. Me on and my investment in your business is, you know, you’re gonna get me 50% I’m gonna get 50% of your business right. And we’re business partners now, and that means we’re together on everything. And sometimes my value is handing you elite but sometimes it’s teaching you how to do something, and sometimes it’s this system or this process. We’re business partners, and that’s how we think about this leverage and this value. Your game with that, then we will go further together, and you will net more money than what you will on your own. Right? Okay, I have every read mrea in the first 90 days, and then I tell them, Okay, so all of this is what I’m doing for you. You don’t have to do all of this. I’m doing all this for you. You just focus on this part of it, and that, I think, gives them a clear

Tyler Shields  35:42

vision. Love it. Love it. So what have you learned over the last 12 months from leading your teams?

35:47

So what I hinted at up front, um, it’s, it’s not better to just play big business like I think, um, like some there’s beauty and simplicity and so not trying to build this big business model just because it sounds fun or sounds nice, does a lot of the mistakes that we’ve made, I think it’s there’s beauty and simplicity and just thinking I got to create as many leads as possible and then get my agents producing and converting those leads, and then rinse repeat. That’s a lot of what I’ve learned in the past 12 months.

Tyler Shields  36:16

Love it. What do you feel like you need to learn over the next, in the next 12 months, to become a better leader and lead your team better.

36:23

I think delegation like I need to do a better job of of like calling my my team leaders up and really giving them power and more decision making and really leading of the organization. I too often just try to do it for them, or do the leading for them, or do the recruiting for them, because I think that’s the value they want. But in reality, I think what they want is to feel empowered to lead, and so I need to do a better delegating and lead alongside me. And so

Tyler Shields  36:51

love that. Love that. Now this question is a little funky. I’m still trying to work through it, but I’ll just read it. Oftentimes we hear on calls or panels like this, that about 95% of how it how to get there, how to get to that level. What do you believe is that 5% that other teams are missing? What? What’s your 5% secret sauce?

37:15

Yeah, this is where I’ll get a little preachy. But if you don’t actually care more about other success than yours, then you shouldn’t be leading, and you shouldn’t be running a team. And the 5% Secret, secret sauce is whether you actually give it in, like, whether you actually care they win or that you win, right? And so, like, if you if you don’t actually care that they win, and want to lift them up and their success is your success, then you would be much better served as an individual or an agent on a team let other people lift up your business, right? And so those team leads like they have to desire for others to win more than them to win, for them to be in that role. I think that’s the like our secret sauce is that we actually care, not care for our sake, but we actually care. And I think that that’s something that everyone really has to ask themselves that question, like, why am I doing this? And if it’s to lift others up, then make sure that they’re winning, and not just winning so you could win, but winning so they can win, because your mission is to help them win. And so that’s sort of my preaching, but I think that’s the that’s the secret sauce, and that’s what people observe when they’re here. Oh, you actually care for your people. Oh, you actually give them a voice. Oh, you tell them you’re wrong. Oh, you apologize. Oh, you, you, you know, whatever. You listen to where they want to go and try to help them get there and create new opportunities. Like, Yeah, gotta actually care.

Tyler Shields  38:38

Love it. Love it. It seems like you care about this. You have a little bit of passion in, in, in this whole team thing. So thank you so much for doing this. This is probably the most important question. We all know that the Bluebell cookie two step is the best ice cream flavor. Mm, what’s your favorite?

38:59

I have a lot of nostalgia for briars, chocolate chip. So Briars just has, like, the big, like, chocolate chunks in there. I used to, I was, you know, I was a fat kid. I used to down one of those when I was when I would wonder, I have a lot of nostalgia just for the briars, chocolate chip.

Tyler Shields  39:15

So that’s the briars, that’s the that’s, that’s the, like, the seven, seven ingredients. Stuff, right? Yeah, their black cherry is pretty dang good too. I’m I am the fat kid. I’m not fat kid. So okay, well, we’ll accept that as an answer, guys, now is the time for you to be able to raise your hand, raise your digital hand, and looks like Ed is going first, guys, if you don’t raise your hand, Ed’s going to take the next 20 minutes to ask all the questions he want. Oh, okay, Ivy’s got some too. So Ed, it’s your turn, bud.

Daren Phillipy  39:56

Tyler, thank you very much for your time today, dude. We truly appreciate it. You. Um, question I have, how do you keep your culture with teams that are not in your market?

40:08

Yeah, that’s a wonderful question. It’s wonderful. Well, you you do three things. You know what your culture is? Because a lot of us don’t even know what it is. So first of all, what it is, what do you value? What do you care about? What is your culture? Just aspirate, but what actually represents your culture of who currently and then hire for culture. Make sure that who you hire is is on that culture or or, like, watch for culture as you’re like, making firing decisions, right and then, and then, I think the third is different meetings. We stand here, we’re Christmas party or fly people to different locations. That really probably goes further to like support than almost

41:13

anything else. Hire for protect that culture, meaning you get rid of people if they’re not on and then support that culture. So encouragement and positivity is a big part of who I am. So we created a Slack channel that’s just called woohoo, and it automatically celebrates someone when they submit a listing or an under contract. And so it automatically sends us message up, and then it helps remind me to celebrate them. And we have this culture of everyone shouting everyone out, because it’s what we do. So I think, yeah, things like that.

Daren Phillipy  41:45

And one other quick question, what systems like? What CRM do you guys use? What do you do? You have different systems that you use for different markets.

41:59

Yeah, so we use Boomtown as our primary CRM, supported by different applets in command. We leverage opportunities in command, we leverage campaigns in command, and then we highly use airtable At a high level, which is like an online spreadsheet, but it also allows you to visualize things in cool ways. We use airtable for data tracking, data management. So like all of our closings go in there, all of our appointments going lead in there, so we can automatically calculate to agents how much money they’ve made this year, what their conversion rate is on leads, how many appointments they’ve gotten for a certain lead source. So airtable is all of our like data management. So we can visualize dashboards and things to agents so they can make smart decisions based on data. So that’s probably our two big, two big things, okay, only really system differences by market would be MLS is everything else we try to keep and like whatever contract writing software is different, like Phoenix uses DocuSign, but Colorado uses ctme, so like, whatever mandatory differences. Besides that, try to keep everything

Daren Phillipy  43:02

the same. And have you thought about switching to command for your CRM?

43:06

We have, I think the only reason we haven’t is just the pain of switching, not because we don’t think it’s better. Just like, when do I feel like I can afford the time and energy to move everyone the other reason we haven’t switched is because I got 60,000 leads in boomtown. Many of them set up on E alerts, getting properties and viewing the Boomtown website portal. And I’m terrified to move to a new site, because I’m free that they’re not all going to move over there. So I just haven’t switched, because of the pain of switching. I think command could do everything we wanted to do at

Daren Phillipy  43:37

this time. Thank you. Awesome. Great

Tyler Shields  43:40

questions. Ed, eight. Ed, you can keep on taking more notes and asking more questions. No one else raised their hand so I know you got more Ivy. Go ahead.

Daren Phillipy  43:51

Sorry, Eddie, first off, you are amazing. I mean, I have been with kW for, I think, going over 23 years, and I’m just listening to you, and I’m texting team, you know, Letty and the people that couldn’t make it today, like, oh my god, if there’s one that you should not have missed, it was this one amazing. So I have a couple questions, especially on the breakdown of the team. One of the key things that I was listening to is, you know, when you’re having a sustainability, I think, is what it comes down to with your agents, right? Not only keeping them, but keeping that growth. And I totally got about the culture and understanding how you, you know, you got to care about people, right? So, what I’m really interested in knowing, though, is, and maybe this could be an offset of a conversation later, is, is, do you actually have visuals and things like that that you’re showing them like you said? You have them reading the mrea right in that first 90 days, but then you’re gay, they’re getting to a point now where. They’re doing a lot of deals, and a lot of those people start thinking, right? You’re being spoon fed. It’s easy. So how do you broach that conversation? Like, do you broach it? Or do you wait? Or, you know what I mean, like, you’re starting to see them doing well, you know, they’re going to start thinking things, yep. Is there a point where you’re like, hey, let’s have this conversation? Absolutely.

45:20

So that’s an amazing question. I love that question.

Tyler Shields  45:24

I believe amazing.

45:29

He said she asked this great question. So, so I believe that the day that someone doesn’t think they can accomplish their future goals in your organization is the day that they begin planning their exit. The moment that they don’t think their future goals can be accomplished is the day they begin planning their exit. And doesn’t mean they leave that day, but they start thinking about it. And so I think one of the most important things we can do is actually care about what their three year goals are, and helping them get there, whether it’s with us or not. We can’t genuinely say we’re for someone unless we coach them out of the organization, if that’s right. And we can’t generally say we’re for clients if we don’t suggest they not buy a house sometimes, right? And so, so I think what I do is I consistently, yearly say, what are your three year goals? I know we talked about this a year ago, but what are your three year goals? Where do you want to be? It’s that like, if you ever done Career Visioning, it’s that huge, like motivational interview, but you do it over and over again, and because people change, what’s your three year goal? Where do you want to be? And you know what like if you’re truly the visionary of the organization, you’re going to have to help them understand what that could look like. So for Natalia, for my team lead of my Colorado branch. I came to her first and I said, Have you ever thought about being a Team Lead? If you’re thought about coaching other agents? She’s like, I haven’t. Man, let me think, yeah, that sounds like a great idea. Two years before I ever hired her as team lead, I put that idea in her head. I gave her that three year dream, and then helped her to work there. Now she runs, runs our Colorado team. So you need to care about their three year dreams. Sometimes you need to help them create three year dreams for themselves. They might just say something and you say, Have you ever thought about this? So ask them over and over again, what is your three year target, at least yearly, and then make sure that they understand how their goal for the next year is just about getting them to their three year goal and show them how your team can help them get there, or show them how it can, you know, and so, and

Daren Phillipy  47:26

that makes that makes sense. I’ve heard that a few times regarding that you continually, you don’t just the CD process is not just the first time, right? Because people change, people grow, right? And their goals could change, and if we don’t check in with our people that we have in our talent, then that’s the point where, right, they’re out. Okay, so that was good. Love that. Love that. So my other question is, and I always ask this because I always took mo Anderson’s, you know, standards to be standards are really key, right? Because people need accountability, and if we don’t have standards, we really don’t have accountability. So what type of standards do you have? Now I know you’re the organizational so I’m not sure if each of your expansion has different standards, or if it’s just an all around like they have to perform else they’re off the team. So do you have any of those type of standards?

48:23

Yeah. So we make everyone sign a commitment doc that says you are committing to showing up, embracing feedback and producing and we define what each of those means. Show up means you come to the Zoom meetings. Your camera’s on, you’re grounded, you’re participating. You show up to your weekly one on 1411, with your team lead. You show up at retreats. You show up at sphere events, if you’re if you have a if you have we track attendance. Our VA tracks attendance at those things. And if you’re falling behind our average attendance, like there’s grace, it’s not 100% but if, if it’s, if you’re falling behind our average attendance, we’re having a conversation. Hey, I’m noticing, and you come from Curiosity, man, is everything? Okay? I’m noticing you’ve been missing recently, right? And then, okay, well, I’d love for you don’t have to come conviction, but, but that’s show up, embrace feedback is, I need you to share feedback with me, and I need you to let me share feedback with you. And if we don’t commit to embracing feedback two way, then this isn’t going to work. And then, and then produce, pretty simply for us, on a bottom level is, let’s close a deal a month. You got to be closing the deal a month, and if you’re closing a deal a month, and you can stay and we love to show you the path to 234, deals a month, but that’s what a deal a month looks like. But I think like, if you have, if you hire the right people with the right ambition levels, they’re going to fire themselves if they’re not closing deals. Like, I don’t want to hire anyone that would be happy to go three deals without three months without closing a deal. And so, like, so for the most part, I don’t have to really worry too much about standards, because I hire people who hold themselves accountable to those standards. And I’m like, consistently saying it’s been a month. Like, what happens if we don’t get a closing this month? You probably gonna have to. I leave and go get a job, right? Man, that’s gonna suck. Hopefully we get something this month. What would I do to help you know? And so you just have that conversation with them, and occasionally you have to help them see something that they don’t see themselves. Hey, this isn’t working. As we said, You’re not doing that. This is can’t be working for you. You’re not making money. Like, okay, this is not working. Maybe a different model will work for you. Clearly, the fit is off. I’m not saying you’re a bad agent. I’m just saying this is a bad fit, probably better for you. You know, let’s help

Daren Phillipy  50:26

you find that all right. And then one last question. Make a quick eggs. I know you’re right after me, and this is really more for you. Where do you see your future role, like, let’s say, in the next few years, maybe three to five in your own organization?

50:42

This is kind of a weird question, because I feel like I’m moving a little backwards in my role right now, versus like I built this whole big business. And I was like, Oh, I get to do all this stuff, but, but I think, I think what I do is I’m gonna close deals myself, still in production, I’m going to train agents. I’m going to hire and recruit agents. I’m going to coach team leads to support their agents, and I’m going to cast vision for our organization in terms of where it can go and for the individuals within our organization. And that’ll be, that’ll be my role, until I decide I’m sick of it.

Daren Phillipy  51:17

Well, thank you, Tyler. I know Ed’s got a couple more questions, and I appreciate your time. So thank you.

Tyler Shields  51:23

My pleasure. Awesome question. Ivy Ed, you are back on the call. Nice to have you. Ed.

Daren Phillipy  51:28

I’m back on the clock again. There we are back on the clock. You’re good, Tyler, so there’s a bunch of when you speak to a lot of different expansion teams, there’s a bunch of different hiring philosophies, right? Some are kPa 100% we’re going to go through it with everyone. Others are just hire agents on, you know, based on your numbers, what the expense is per agent, and then you let them wean off and just keep hiring. Keep your bench going. What do you guys do for your hiring process? Yep,

52:04

simply put, we’re probably the first you said, kPa, follow like, follow Career Visioning. Hire talent because I hate firing people and and I hate when people leave, and so I’d rather just not let them in in the first place. Then, have to deal with that. So we’re pretty protective of who we hire. We say no to a lot of people. We say no to way more people that want to join our team than we say yes to at the same time, because we’ve reoriented our vision a little bit around Hey, it’s about going and prospecting and going and fishing in the lead bond and bring here. We’re talking with my team leads about being a little bit more open to let’s give someone a try, like, if they’re willing to do the work. Let’s see, because I think so much of it is a little bit of a prove it. So I think relaxing our standards a bit. When you’re a lead receiving team, you’re really, really protected. I only want killers because they need to convert the highest level, and they’re going to be really high but when there’s like, a lot of heavy prospecting, I think you could be a little bit more. Let’s see if they put in the work. You just have to have really good fail safes for, like, after 90 days. If this isn’t working, then we’re saying, See you later. And so I just, I hate that conversation, so I just rather say no upfront than say no in 90 days.

Tyler Shields  53:16

That is actually super awesome. Have have very clear fail safes. I love that. That’s so smart.

53:22

You have a clear 3060, 90, and actually follow that. Hey, this is what happens. And like, I pre fire them. I say, if this is not done in 30 days, then it’s not working, and you’re gone. Like, the easiest way to fire someone is to make sure it’s not a surprise. So you want to I fire when more people that ever have wanted to in my life, and I have found that the secret to firing someone is two things, make sure it’s not a surprise, and get to the point like, don’t, don’t. That’s the Moneyball firing, firing clip, yes.

Tyler Shields  53:52

Don’t follow us. Don’t fall in love with your the person you just hired. They’re not a rock star. They have to earn it. I love it. Good stuff. What else Ed,

Daren Phillipy  54:00

do you have, like, your own training site for your team?

54:07

I don’t, well, sort of, I do. I, like I said, I don’t. I actually do. We have something called the relevant playbook, which is basically us just documenting best practices that we can refer agents back to. I’m going to see if I can show you real quick, just as like a way to overwhelm you. These are our agent dashboards. That’s way more than I could get into right now, but relevant playbook. So here’s their different categories, lead sources, sales, process, systems, everything. So we click on systems. I got Boomtown training, airtable training, so coming to airtable, I got a training on keeping air table data clean, and there’s all these different best practices I got exporting Boomtown to air table, and actually a loom. Video here shows you exactly how to do and so we’ve got all those best practices we’ve documented, but most of our training is not directing someone to that. It’s just belly to belly. Walking them through it.

Daren Phillipy  55:03

And one last question, are you looking at expanding to other markets?

55:10

Yes, ish, so like, I don’t have got to get to this market, and we’ll figure out how it’s going to go. I think I’m open to expanding, but it’ll have to be led by a person or an opportunity. So as of right now, we’re really happy with kind of Arizona and Colorado and maybe just further expansion within those two states, but but super open to wherever it would lead if we found the right person. And so that’s kind of how I feel, or something. Then I figure it out.

Daren Phillipy  55:36

Now, one follow up question, if you do expand, right Would you consider moving? I know, I know it’s a pain point, because I’m in the same position right now where I’m considering moving all of my things into command. And if command can do 85 90% of what I what follow up boss does for me and real geeks and my other sites, I’m okay with that. But are you considering if you do expand? Well, let me move it over now, before I add more leads and add more systems, rather than as I’m growing now, I have more pain points to move over. Yeah,

56:13

I I’ll just say, I don’t know the exact answer that, but my guess is, if I just had to give you a hunch, probably no, because I value consistency among branches more than I value like getting a head start on getting into into command or whatever. I’d rather have everyone in the exact same system so I can speak to the same thing. It is way too annoying to have to train the two different setups and systems when people meetings. Consistency is key and system

Daren Phillipy  56:39

right? But if you, but you can use Command across expansion teams,

56:44

yeah, but I’d still have the pain of switching for the other two branches. So I wouldn’t, wouldn’t use a new branch as a chance to switch. I would just switch if I was going to switch. Yeah, that’s, that’s my mindset and and the benefit to me not expanding to a brand new market, but within Colorado is I can use all those or Arizona, I can use all those existing 60,000 leads in my database for those new agents to work and to fish in the pond. So what I found is it’s much easier for me to launch another team within Denver than it is for me to go to Las Vegas or whatever, because I don’t, I don’t have a pool of leads there yet, or whatever, right? So, right, that’s been part of the lead gen challenge.

Daren Phillipy  57:20

Thank you very much. Appreciate man.

57:22

Yeah, totally awesome.

Tyler Shields  57:23

Hey, Ed, is that good enough for you? Buddy?

Daren Phillipy  57:25

Yes, sir, it is awesome.

Tyler Shields  57:28

Well, Hey Tyler, you are the man we all love you. You’ve been freaking dropping nuggets left and right. I know there’s people that are dying to send referrals to you in Colorado and Arizona. What’s the best way for them to be able to send referrals to

57:45

you? Yeah, so easiest thing shoot me an email, Tyler [email protected] or you can text me. I’ll put my I’ll put my phone number in the in the notes those two things. Or you could also follow me on Facebook, just my personal page, Tyler shields. Those are the three easiest ways to get ahold of me, Facebook, email. So, yeah,

Tyler Shields  58:12

hey, perfect. Well, I will go ahead and put that in the link. You are the man. Thank you so much for being here. We’ve kept you too long. You are fantastic. Hope to see you in the OT in the future and keep on rocking it. Guys, thanks for seeing Thank you,

Daren Phillipy  58:29

Abby, you are amazing. Thank you so much. So so good.

Tyler Shields  58:32

I’ve got a little surprise for you guys next week on Tuesday. So show up. Tell your other people, and we got a little little exciting surprise for you guys. So show up on Tuesday. I’ll see you next time at the OT moment.

Daren Phillipy  58:46

Thanks a lot. Tyler. All right. There you go. I know all you guys are saying, Okay, let’s go. Let’s start doing some internet marketing. Let’s, let’s get this sucker going. Well, you have the ability to do that. I’ve been dumping week after week after week of these top producers sharing their nuggets. And it could be awesome just to listen, but What’s better is actually take the nuggets they give you and implement it in your business. I think that’s a genius idea. Thank you. Daren, anyway, um, so, so take the stuff that we’re learning. Kylie just dumped us a whole bunch of stuff that was so good. So good. So I challenge you. I dare you. Triple Dog, DARIAH. You know, I don’t do this for fun. I actually run a Keller Williams office here in Vegas, one of the largest here in town, and I spend most of my time coaching and helping non kW agents with a business. In fact, I spend most of my time working with teams and helping them with your team. So if you’re here in Vegas and you’re wanting to build a team, or you’re wanting to figure out how to take care of all the issues and challenges that you have with your team, and you want some resources, contact them. Number 702-706-4949, now. If you’re not here in Vegas, which I’m pretty sure most you guys aren’t, still contact me. I’ll hook you up. I’ll help you out. We’ve got the zoom thing going on. And I’ll also hook you up with a leader in that, in that area, that knows the models and systems of ability. That’s pretty much it. That’s simple. So I can’t wait to hang out with you guys next week, because I have a feeling you’re gonna, you’re actually going to jump in the room this week. So anyway, but I will see you guys next week, and until then, do some good.

1:00:28

Thanks for coming to the OT. Remember, you can join us every Tuesday at 1130 Pacific, Standard Time on Zoom, gain zoom, access the OT archive and other team resources at only four teams.com See you next week. You