Episode 59: Leads vs. Loyalty – Ed Huck Team

Episode 59 of The OT Only Teams for Real Estate Podcast with Ed Huck is a masterclass in building a high-retention, high-performing real estate team. Based in Cleveland, Ohio, Ed and his wife have created a team culture so magnetic and scalable that they consistently close over 300 transactions per year, with $108 million in volume in just the past 12 months.

In this episode, host Daren Phillipy dives deep into the structure, recruiting strategy, culture, and retention systems that make the Ed Huck Team stand out. This isn’t just about leads and commission splits—it’s about building a business that people want to stay with.

Key Stats from Ed Huck’s Team

• 308 units closed last year
• $108 million in volume
• 12+ agents on the sales team
• Built around culture-first hiring and systems
• Offers both buyer and listing agent training paths
• Core values recited in every meeting

Ed Huck’s Recruiting Secret: The Right Agent “Type”

Ed shared that he’s done extensive research to figure out which types of agents thrive on his team:

“We’ve really started identifying who our target agent is… Women involved in multi-level marketing get it. They understand community, events, and culture—and they already have a sphere.”

He requires new agents to bring a minimum of 200 contacts, complete with names, phone numbers, and email addresses, before joining. This isn’t just about lead generation—it’s about plugging into their existing relationships to create repeatable success.

The Key Club: Client Retention Done Right

One of the most unique ideas from the episode? The Key Club.

“Our past clients get a Key Club welcome package at closing… They get access to our community room, our moving van, discounts with local vendors—it’s all part of making them feel part of something.”

This concept not only increases client satisfaction but also gives agents a consistent value proposition to share. It’s no wonder his referral business is booming.

The Power of Events: From Culture to Conversion

Ed’s team hosts at least one workshop or community event every month, including:

• Home seller workshops
• Harvest for Hunger food drives
• Family-friendly Bingo nights
• An awards banquet with Top Gun themes and swag

“We always have a reason for our sales team to pick up the phone—and it’s always from a place of contribution.”

This culture of contribution fuels agent retention and creates non-salesy opportunities to connect with their sphere.

Commission Splits That Make Sense

Some teams hesitate to offer lower splits, but Ed flips the script:

• Team leads: 40% buyer side / 25% listing side to the agent
• Agents keep 100% of their own business (after cap)
  

But here’s the genius: Ed runs a dollar-per-hour exercise to show agents how they actually make $100–$130/hour on team leads once everything is handled for them.

“We flipped it back on its head and said: cost per hour. That 25% still works out to be really solid when everything’s handled for you.”

Building a Culture People Don’t Want to Leave

The Huck Team has weekly meetings, annual themes (like “Rise Above”), and even a team chant:

“We’re generous, results-driven, team players with a positive attitude, growth mindset, dedicated to upholding the highest integrity… Hoo-rah!”

Team retreats (called “advances”), fun parties, and tons of swag help maintain energy and loyalty. But they also hold agents accountable to production standards:

• Must close 18 deals/year to remain on the team
• Required to attend training and coaching consistently
• Must embody core values identified through Bold
  

“We’ve been recruiting to those core values for over a decade—and if you’re not aligned, you won’t stay.”

A Final Lesson: Always Recruit for Leverage

When asked about his biggest mistake, Ed shared:

“It’s not hiring too fast—it’s not firing fast enough. Especially on the admin side.”

After losing over 55 hours of admin help before a vacation, Ed was reminded of a lesson from Gary Keller: always lead generate for leverage. Whether it’s salespeople or staff, your pipeline of talent matters just as much as your lead gen.

Why This Episode Matters

Whether you’re running a team, building one, or considering joining one, Ed Huck’s episode is packed with practical models and proven systems.

✅ Learn how to recruit agents who last
✅ Understand how to retain talent without increasing splits
✅ Build a repeatable system for referrals and culture-based business
✅ Use events and client care to stand out in any market

Final Thoughts from Daren

“Ed turns the traditional team model upside down—and proves that when culture is real, people stay. This episode is a blueprint for how to scale smart, lead with values, and still dominate your market.”

Don’t forget to subscribe to The OT Only Teams for Real Estate Podcast on Spotify or YouTube. Want to be in the Zoom room live? Go to OnlyForTeams.com and click “Join the Room.”

🎧 Listen to the Full Episode Now:

Episode 59: Ed Huck — Culture, Commission, and Closing Over 300 Units in Cleveland
Available on Spotify, Apple Podcasts, and YouTube.

Transcription

Announcer  00:00

Welcome to the OT only teams in real estate.

Ed Huck  00:15

So we always have an event. We have got a home sellers workshop this weekend or those. I mean, next Thursday, we do probably at least a workshop once a month a community. We’re doing harvest for hunger, which is a Cleveland Food Bank thing in May.

Speaker 1  00:31

We always have a reason for our sales team to pick up the phone and call from contribution, not from Hey, who do you know that needs to buy home? Seller home. Invest in real estate. I can call today. I The only difference between Gary and, let’s say me, his five are better than my five.

Daren Phillipy  00:50

Here’s your host, Daren Phillippi, Hey everybody, welcome this week’s ot only team for real estate agents. My name is Daren Phillippi. I’m your host, and we got a great one for you. Ed Hawk, the ad hoc team Cleveland, Ohio. And that central, or not that central, but that that area of Cleveland, he is running a massive team up there, 308 units and $108 million in volume. He is got it now. One of the things that you guys gonna love about Ed is he’s gonna spend a lot of time talking about, what does that great agent look like? I don’t want to spoil it, but he says he’s done a lot of research. He’s just kind of figured out something where it’s just like this box, this type of agent is a great fit for him. And so you’re gonna love hearing about that. He’s gonna talk a lot about his habits and and the expectations and culture of being on the team and and how to set and create that culture where people want to stay there and, and, and it’s just a place where people want to produce. So you’re gonna love this episode. Ed’s great, and shares a ton. So pay attention, listen to the whole thing, and you’re gonna be so much smarter after we get done hanging out with Ed. Now you know you could be in the room. All you need to do is go to onlyforteams.com click that join the Room button, and you could be in the room and ask questions to Ed, or all the other types of agents and types of teams that are on the OT and you could ask them all the questions that pertain to you. You got to be in the room. So every Tuesday at noon Pacific, jump in the room only for teams.com that’s how you get access to the Zoom Room. Do. The other thing too, for me is I want you to as you’re listening to this, and as you’re watching this, I want you in the comment section, if that, if it has the ability to do that, I want you to write one thing that you’re doing, post it, share it in the comments and let us know what you’re actually implementing into your business from this episode of the OT and then also share it let other people know. I want the algorithms and the googleness to know that we’re here so we can continue to build our followers and let more people know about the OT. That’s pretty much it, guys, now let’s I’m going to stop talking. Let’s get to the OT and hear what Ed has to say, and I’ll see you guys at the other end. All right, guys, thanks so much for hanging out and coming to the OT guys. You know the the magic of the OT? Yes, you can watch on on YouTube, you can listen on Spotify, but being able to be in the room, be able to ask questions to the guests that we have is is really the magic you have a producer that does 100 300 500 700 units a year, and you get to ask them specifically how they do specific things. And so I’m so glad that you guys took the time to come and hang out here. The vision is this is the place to go when it comes to a team conversation, learning from your peers and just getting better. So this week, we chased down this guy, Ed, Ed Huck from Cleveland, Ohio, and I’m glad we’re friends. You, you Ozzy, did a little bit of research just to bet you and make sure that you were as legitimate as we thought. And thanks, oz gave us the Seal of Approval now. Little side note a few, quite a few episodes ago, he did put a seal of approval on the best looking OT, so let’s see what seal of approval gives you today. Anyway. Ed Huck from Cleveland, Ohio, thanks for being our

Speaker 1  04:37

guest. Sure love it. Thanks for doing this, you bet, dude. So tell us a

Daren Phillipy  04:41

little bit about your team, your history of what has from where it started to where it is now.

Speaker 1  04:49

Uh, yes, for the 32nd version is, grew up in the industry. My mom and stepfather were both realtors. Of course. Didn’t think I was going to be doing that, watching them. You know. In industry, I thought I was gonna be an architect. Went to Kent State for a year for architecture. Year two, told my dad he did not need his money anymore. Genius move at 20, I needed my dad’s money to continue College. Did almost six years in Air Force as a mechanic. So it was a cargo c1, 30 cargo mechanic, and most of that was stationed in Germany. But when I got out of the Air Force, saw real estate as one of those industries where, if I bust my rear end, you know, there’s can be a big return. So you get in what you put or get out what you put in. At that point, my mom and stepfather were kind of out of real estate and kind of migrated eventually to Boulder City, Nevada.

Daren Phillipy  05:43

That’s not true. Is that true? Yeah,

Speaker 1  05:45

they were in Boulder City for Yeah, probably right. Right by when I really started getting my real estate license, they moved to vulture city, yeah.

Daren Phillipy  05:52

So that’s about 15 minutes from from this, yeah,

Speaker 1  05:56

oh, I know there. And all the casinos are your local casinos. I’ve been to all those, right there. Anyway, I anyway. So got into real estate part time for the first year and a half, then moved into full time. Got my broker’s license. A couple years after that managed I was 26 when I got my license. I looked back I was 19. All my buyers were first time home buyers. Eventually managed an office for our brokerage that I was with, which was Realty One, which was a huge regional brokerage in in northeastern Ohio, did that for a couple years, realized that was more work, less money, um, stumbled across the MRA book and started building. Got out of management, started building a team. Went to the Howard written Star Power seminars, if anybody’s old enough to remember some of those, started meeting some more Keller Williams agents. And then, and about 20 years ago, really started building. The team from the book came to Keller Williams right before the crash in 2007 and then wife started on the team. I met her in the late like, 2005 2006 2007 she joined the team. She i She sold new homes, right? So that was a good that’s she has a great fun story around that, because you guys know, new home sales reps and realtors sometimes don’t see eye to eye, and there’s a little bit of they don’t really like us. We don’t really like them. And anyway, the short version is, she’s usually got a real estate license and joined the team that was in about 2009 ish, and then that’s when it really started to kind of revamp the team, kind of hit reset, and kind of built it, basically we were talking earlier from a bold. Our team is kind of set up like a bold in that it is all built around culture, and we have a chant that we say that kind of stuff. So that’s kind of how we got here started. You know, there’s a couple plateaus that you hit when you’re doing this, which you guys probably talked to a lot on this in this platform, is, you know, you get to that 100 units, and it seems like there’s this crazy ceiling that it took us three or four years to break through. And then same thing with 200 and now we’re into that low 300 and we’re some, you know, knock on some wood. For the most part, we have the blueprint. Our blueprint now to get to 500 seems very doable.

Daren Phillipy  08:40

Love it. And from all the research and the numbers that I pulled up last 12 months, you did 309 308 units and 108 million in volume. And I know historically, you’re usually kicking around that four, 400 unit mark and stuff so, so what an amazing business that you built. What is your org chart currently look like,

Speaker 1  09:01

yeah, so it’s myself, as let’s call CEO president, and then my wife, she always likes to joke that when you own your own business, you can name yourself whatever you want. Sure she is the president of people and culture. So she is a high I and a high D. She was a cheerleader in high school. You know, she’s rah rah rah rah. I’m a high SC, so, and actually, we have a fun thing that we do at our advance with our team that shows like our unit production after she joined the team, literally within a year or two of her joining the team, our production really started to go up, and I think it is because we are great partners and that, yeah, I will dive into the spreadsheets and stats and all the rest of that, and she’s out, you know, cheering on the team with running a contest or whatever else we have. So she’s also in charge of recruiting and retention. So right now, we’re in the middle of trying to find a new transaction coordinator. We just hired another inside sales agent, and then we need to find somebody else for the marketing department. So she’s the one running the ads, doing all the rest of that. She’s been a coaching skills camp a couple of times, all the rest of the platforms that kW offers to help us train and recruit talent. We have an ISA department. So I have one full time isa that wants to go to part time, but she’s going to be running the department. So we found another one to have plugged into her spot. We have two part time people in our marketing department, and then a full time transaction coordinator, full time closing coordinator, we had another one in there that we’ve got, have to replace about 12 on the sales team. We do right now. We’ve, we’ve have an instant offer program. Most of that rolls right to me, so I have to, I kind of in charge of our instant offer program. And then, of course, we got this, you know, assigned guy and a photographer and all the rest of

Daren Phillipy  11:09

that awesome, awesome, I love it. Just for clarity, do you have listing agents and buyers agents? They do them both. What does that look like?

Speaker 1  11:16

They they can do both. They have to test out to do both, yeah, after they’ve gone through training to get any leads, you’ve gotta have, you know, been in so many appointments and generate so much business. And then we have a whole buyer Strategy Session book that we have that they’ve gotta be able to go over and now inside and outside, and have to test out of that. And then, same thing with on listings. We have to go on a couple listing appointments with them, using our material, our pre list book and our listing book. And then once they’ve, they’ve, you know, tested out, they can start doing it on their own. Gotcha, they get to do both. I It’s tough to go to family. So take taking team members of family union. You know, there’s not too many people. I don’t know how many people are left in the country. There’s not a ton of them that are specialized in one agents are just doing listings, and one agents just doing buyers. I mean, that model can work if, but that’s not our model.

Daren Phillipy  12:17

Well, that’s what I’ve found on the OT is, is that there’s lots of different models out there. Now, how do you feed 12 agents? How do you create leads to make make 300 plus units happen every single Yeah, so

Speaker 1  12:33

mine is here a little biblical, and that it’s I’m gonna I’m teaching them to fish. Instead of doing the fishing for them. Of that 300 units, probably 8070, ish. Of those were team leads, and the rest of those were generated by them. We do it two ways. One is kind of by accident, the way. So I was at a traditional brokerage when I came here, and I’d already had a team, we had set up a commission structure that had levels in it. So they start off and say 50% then they get 60, then you get 70. But when I first came over to Kelly Williams, we didn’t have any extra leads? I mean, who had leads? It really wasn’t until my wife came on the team, and then she got pregnant with our second son, and now all of a sudden we’re like, Oh, we’ve been we have a business. And like, who’s going to run these these customers? So that’s when we finally started saying, Oh, we do have leads. We need to figure out a new platform for this. And how are we going to do the commission splits? So the commission splits, actually, on our team, leads are 40% for buyers, we keep 60 and then for listings, if they get 25% and we keep 75% and the interesting that thing that started to happen is, as our team members are growing and they’ve been taking our leads and then building their own businesses, the experienced agents, at some point are like, wait a second, and it’s worked out good for us. I’ve heard mixed reviews on this, but if I my top producer, she’s not taking many leads because she knows sure dollar and I’ll coach her sometimes not to take that many leads, because her dollar predict productivity is way better if she’s networking and prospecting on her own business, then taking our team leads, which then frees up team leads for the newer agents, so that we can kind of feed the new agents more team leads so they can get them up and running, so that they’ve got their business business going. So my whole So, who’s heard of software called Top Producer? Anybody? Anybody back in the day, right? Um, so I was using top producer on three and a half inch floppy discs, you know, a million years ago, back before. Nobody had top had databases. So our strength for our team members is, well, you can’t get on our team anymore unless you have as an agent 200 people, name, email address and phone number. You have to come with that spreadsheet and say, okay, here I’ve got it because we know, once they plug into our ecosystem of the E newsletter, the videos we send out the you know, we do the pies of thanksgiving. We’re going to try something new in two weeks, we rented out a huge room. We’re going to do bingo, family oriented bingo event for our past customers. So we have all these these touches that we know all our sales team has to do is, once they’ve plugged in their folks is pick up the phone a couple of times a year and make the dials. Everything else is kind of on autopilot that it’ll churn out. You know that eight to 10% return on your if you have 200 people, you should get, you know, 16 to 20, or 16 to 20 sales out of that, plus if you do some open houses or whatever. So I think that’s our how we’ve been able to help generate that is if you find the right agents to plug into the system that have the people we know how to market to their people.

Daren Phillipy  16:23

So good. Okay, so through a lot of stuff, I’m going to mix these up a little bit because I think they’re really important to talk about. I’m going to come with some judgment, just because that’s what we need to to deal with real solutions and real situations. Hi, I run a team that doesn’t provide leads, that gives you 25% listing or 25% on the listing side and 40% on the buyer side. And when you come, you’ll never leave, because you already told me that, that people retain. How do you get talent to be able to do that. And then what’s even more important I love is what keeps them there that a lot of teams they struggle with, Hey, I gotta give them more split. I need to give them leads and all that kind of stuff. And you just turn that right upside down and prove that not necessary. Tell us how to do that.

Speaker 1  17:19

Well, you know, saying one of the key before we got on, one of the key pivotal things that happened in my career is, you know, I was a broker. I love training. I’ve been through a lot of training. Was always hesitant to go to the next level and go into coaching or pay for coaching. And this is probably 15 years ago now, um, probably closer to that name with 12. And I was at family union. I’m in the maps booths again, going, damn it. Should I do this? I, should I not? I call my wife. I’m like, It’s 1000 bucks a month. You know, it’s a lot of money. Should we do this? She said, Yes, we’ve been talking about doing this for years. Just freaking do it for a year. The cost 12 grand, and we didn’t sell two or three. And this is when, still, when still, when her and I were still really in production. If we don’t sell an extra couple houses, here it’s on us, right? It should pay for itself. So I signed up for coaching, and this is still when we have to set up a little bit differently. A lot of top producers had to also be coaches. And I got lucky enough to be with Lance Logan, who, at that time, is churning out, you know, 1200 units a year, and he’s got this huge isa department, so getting in front of that, just to see what was possible, and really expand my brain and go, Holy crap. And he was a business person, and came with all he’s kind of, I’m nowhere near his level, but I have some of that high s and see personality, and looking at the charts and the graphs and all that, and affecting his wife is their high energy, you know, person, when we looked at that and go, so it was possible. And I’m like, Yeah, who the hell is going to work for 25% on a buy on a listing, right? So what we do is we say, okay, and even in Ohio and even Cleveland, oh, my average sale price is 370, or whatever it is, we say in the sales meeting, and we do this once a year. Who wants to work for $100 an hour? And everybody puts their hand up, and that’s okay, great. Let’s do some math real quick. And I take our average sale price on a commission, on a listing commission, and we show them how many hours it’s like, how many hours does it take to do a CMA, because we’ve already set the appointment up for you all. You know, you’ve got to go meet the Joneses at two tomorrow. How long does it take you to CMA? Two hours. Okay, great prize. And take them two hours, but two hours. Okay. How long does it take you at the appointment? Two hours. Okay, great. Two hours. How long does it take to follow up? Maybe half hour. Okay, so two and a half hours. So we go through this whole exercise, and at the end you figure it out, it’s like, okay, you just made 130 bucks an hour because they don’t have to do the sign, they don’t have to do the lockbox, they don’t have to write the description. We do everything for them. You know? How long does it take to negotiate the contract? Okay? It takes x hours. So we flipped it back on its head and said cost per hour. Hour it that 25% still works out to be and then, you know, they get the referrals from the Joneses now that they sold them the house and all the rest, and that goes back into their pipeline at the 5050, splits. So, I mean, that’s, that’s how we got everybody’s head kind of wrapped

Daren Phillipy  20:17

around that. Gotcha so you really walk them through. I will call it your spreadsheet to help them see the logic of, really, you’re actually killing it by plugging into what we have, right? Rather than trying to figure it out for yourself. And plus your numbers in that number too,

Speaker 1  20:33

right? Yeah, they here’s the tune. You walk away with that. I’ve taken on all the cost you walk away with that. That’s just your dollar per hour rate, and it always ends up being well over 100 bucks an hour, which, if you take that over years, 200 grand, well over 200

Daren Phillipy  20:49

grand a year, right? Well, and I know that you said Julie does. Julie’s your wife and be a president of people in culture, which, by the way, is fantastic. And you said that she’s the one that really does the recruiting? What does that look like when it comes to presenting those splits? Because I know that there’s some of the teams that I spoken to, there’s that, hey, team looks great, and then you go over the numbers, how do we make sure that they just don’t get, you know, sticker shock too? I think, because I’m all with you, I don’t care what the splits are, because I’m going to make more money with you. You with you, and some people just don’t see that.

Speaker 1  21:25

That’s a challenge. I’m not going to lie for for existing agents, that’s a challenge. One of the things we’ve done to help get around that is have them go take one of our sales team to lunch or something, you know, so they can get one on one with somebody that’s gone through it. And I would say most, 80% of our team, maybe at least 80% of the sales team, was new to real estate. Is not, you know, a realtor we’ve had we because of our model and because we have two meetings a week, one’s an hour, once an hour and a half, and they have to meet with their coach for at least a half hour and report out numbers. Recruiting existing sales agents to that model is tough. They don’t want to hear it. You know, I can sell my seven houses a year, great. And we have a minimum standard, so you have to sell. We’ve even lowered it to begin. It wasn’t two a month. But now that the market shift, I think we’ve gone to 18. So you have to sell 18 houses to stay on the team. But I never forget, I was in a National Association of REALTORS convention in it was Colorado. I think it was in Denver, and was at a breakout, and this team was talking about how they have a waiting list to get on their it was a brokerage actually had a waiting list to get on their brokerage because they have a minimum standard never. Everybody’s guaranteed to make 100 grand after your second year. And so we’ve kind of adopted a lot of that, and it is a challenge to recruit existing to that model, but new agents eat it up. So that’s your target. That’s my target is. That’s really been our target, and we’ve really fine tuned that enough more. So now this year, our target is, he’d say this was mostly girls, women that are in any kind of multi level marketing thing. So we have my wife, when she wanted to get into real estate full time. So she moved from from New home sales to this is in 2007 when the market was crashing, she got a real job, a couple different real jobs. She worked at make a wish for a couple years. Then she worked at an insurance company anyway, when she wanted to make the transition out, I knew the math, and I said, you have 200 people in your database, right? Not my database, your database offset your income and your health insurance and everything. And she was a mad woman about getting those 200 people so but we stumbled on the fact that a lot of these, these, these women that understand this multi level marketing piece, and one of the things that they sell is culture. When you look at any of those, whether it’s Mary Kay or Zapata or Tupperware, is not around anymore, but Arbonne or any of that stuff, those, those, those women get it right, right, and they’re social, and we can take we’ve got some girl woman, my wife’s been working on it with her for about 10 years to try to get her on the team. And she find these her kids are old enough now that that she’s making the leap, but she’s killing it already in the first couple of weeks, just because she’s plugged into that system. So it’s really been going trying to fine tune, like you said, we’ve really started identifying identify who our target agent is, and not that we wouldn’t take somebody that’s maybe struggling. And we’ve had so we’ve we’ve one person on our team now that was at our market center that we didn’t take on. We didn’t steal them. It was all about board everybody. I’m great friends with our. TL and our LP, but they knew he was floundering, and he would be great on our team, and we all worked it out. And our other, I guess, Target, would be somebody that’s, you know, in the business, under 24 months, that’s not doing well, that would be able to plug into this and run Love it,

Daren Phillipy  25:20

love it. I kind of want to put a bow on the leads portion, because I want to get in some more of the culture. When, when? Since your target, 80% is relatively new into the business, you’re looking for that database. You’re looking for that personality. What is your process of when they come in? How do you get their database plugged in? How do you work that and churn that to be able to start creating leads with your database and your your events, and, you know, your plug and play that? Yeah,

Speaker 1  25:49

yeah. So, I mean, it’s really as simple as we use we were top producer, then we were with command, and now we’re with follow up boss. So it’s just get their spreadsheet together, get them up into follow up boss, get them to tag him within a couple days so that we can send out the intro letter. I did hear something. I think it’s family Union last year, one of the events I was at, I don’t know if you guys have heard about for new agents have, like, an open house at your office for them to invite all their friends and, like, do a happy hour or something to welcome you know, new agent, Mr. Jones, into the business. None of our new team members have taken me up on that, because they’ve talked about, let’s, let’s do something like that, because I think it’d be kind of fun. And we have our own big Asian office with 6000 square feet that it’s kind of a neat, impressive space that we actually have. On a side note something called our Key Club. So any of our past customers are get thrown into our Key Club and they get a coffee mug and everything at closing, it welcomes into the Key Club, which the key gets them access to our community room. We have a training space that seats about 40 that they can use. We had somebody do their Easter party here this last weekend. We’ve had birthday parties, christenings, all kinds of stuff like that. Plus they get a key to our van. We’ve got the moving van, um, but the key is just to getting their database in there, the everything, the email sent out, the intro letter sent out, and then start calling everybody, okay, and then just get him to the next event, right? Whatever the next event. So we always have an event. We have got home sellers workshop this weekend or those. I mean, next Thursday, we do probably at least a workshop once a month. Um, a community. We’re doing harvest for hunger, which is a Cleveland Food Bank thing in May, we always have a reason for our sales team to pick up the phone and call from contribution, not from Hey, who do you know that needs to buy home? Seller home or best in real

Daren Phillipy  27:52

estate, real estate I can call today. Love that. So, so I’m going to restate what I thought I heard you say. Now, have a Key Club for your clients, past customers. Yeah, past. So you have to close the transaction to be a part of the Key Club for the most, for the most, and and a plus client, yeah, yeah. And once they’re in there, they have access to reserve your room to throw an event, party, birthday, whatever that is. And also gives them access to a moving rock moving van, something like that. Is

Speaker 1  28:24

that? Right? Yeah, and our preferred vendor list, and we have discounts. We have a discount with a local HVAC company, and we’re going to look at this fall, finding a discount for like, a gutter cleaning company, things like that. So we’re gonna have a whole branded you know, vendor list, discount platform too.

Daren Phillipy  28:45

Okay, so this is why you guys come to the OT is, we’ll have conversations, and all of a sudden, boom, one of those things like that fits. That’s a great idea. And so thank you for for That’s Brian

Speaker 1  29:00

Buffini from my referral only from 15 years ago that I’m finding now re implementing.

Daren Phillipy  29:06

Well, that’s amazing, because I’ve heard of Brian 1000 times and had lots of these conversations, and no one’s ever said they got a Key Club. So I love that. Okay, perfect. Anything else you need to tell or want us to tell about, to tell us about your lead generation and creating leads.

Speaker 1  29:21

So so we, so we are doing Google Local Services. That’s been really well, and part of the reason for that is because we’ve we were at something like this by eight years ago, and my wife heard somebody say, you need to get a lot of reviews on websites. So we’ve been frantic since early the early days, there’s probably actually the young team who runs fellow is probably the only one that has more reviews in Cleveland than I do, so at least on Google. So that’s been, well going well, I don’t do Zillow anymore. We stopped doing that about a year and a little over here, and. Half a year and a half ago, we were doing sisu, not sisu wailopo. We build on that, because ROI wasn’t there on that either. So right now, it’s really just been Google local services that we’ve been doing as far as and then nurturing having our I say, nurture all these. I forget how many we have in our pond, 5000 6000 something like that. Phone numbers.

Daren Phillipy  30:29

Um, what do you do? Um, unique that separates your your team, from everybody else on the listing side.

Speaker 1  30:36

Um, we track our list price to sales price ratio, pretty solid. And right now we’re like, 3% more than the average agent in the MLS, and like, 20 days faster in MLS. So that’s one of our, you know, hooks when it comes to that. And then if we’re going up against anybody that’s my age, late 50s and older, we show everybody how good we are. We’re getting better on all the social media platforms to making sure we’re marketing all. It’s interesting to see how many people don’t do that. And that’s something I just brought up at a listing appointment the other day. Is, hey, let’s, let’s look at their social media page. Let’s look at their Facebook page. Let’s look at this. And it’s like, oh, there’s nothing, you know, that’s a problem. And I’m candid at my listing appointments, like I am all the time in that I’m not a huge social media person. I don’t like crazy about it. I don’t, you know, I don’t get energy from I don’t get jazzed by doing it. And we pay people to do it now, right? You know, and I know it’s part of my work that we have to put time, effort and money into it, and I’m not going to miss that opportunity for you as a seller. So here’s what we’re doing on all the social platforms.

Daren Phillipy  31:54

Yeah, it’s one of those things where it’s you got to play the game and also know where you’re best in the game, right? Yeah. Um, so I want to, I want to talk a little bit about you. Said, before we got on that, you one of your, I guess superpowers is really your culture and your retention. You get people to join your team and then they stay. How do you do that.

Speaker 1  32:21

Yeah, again, I think, you know, again, a big part of is it having my wife being and myself being the yin and the yang. It’s been, been great. And as if you guys have not read the book traction, it’s an amazing book, and talks a lot about finding your opposite to help build whatever you’re building. And when you look, actually, when you look around kW, or any, any real estate, super productive people, they found that other person, I don’t know if Daren, when you’ve been doing these, if you’ve seen that’s probably to get to, you can probably do 100 or 200 to get to 567, 100. You’ve got some other key players that are helping at a high level.

Daren Phillipy  33:04

Yeah, Gary’s, he’s, it’s always the who, right? It’s always the who. Yeah, I love

Speaker 1  33:11

how I was at something with him, and he goes. The only difference between Gary and, let’s say me, his five are better than my five, as I You’re right. Your five are way the hell better not not putting my five people down. It says his five are, like, amazing, right? So, but that helps put, put that in perspective, but it is the culture piece again. We do run it like a bold we’ve, we’ve about again, 1012, years ago, when we, we kind of reset the team. We we were at the first bold in Cleveland, and we got the bold cards that have core values on it. We put them across the table. We said, Okay, let’s build our team out with these. We came up with our our core values, and ever since then, we’ve been recruiting to those core values. You know, even one of them is, you know, we’re learning based and which means, you know, or pre COVID, you were required to do bold everything was 18 months. And if you didn’t, I one guy leave the team because he knew his he couldn’t kick the can down any farther because he was like, you’re going to have to go to bold this round, because I’m not going to go like, well, there you go. Kids stay in the team. So I would say also, that’s part of it too, is holding everybody to this, to hinders. And if you’re going to have them, you got to hold the people to them, which can suck. Because not only did the guy leave, he took a bunch of team leads, he screwed me out about six grand. So that was that was a tough dagger to take, to hold him accountable, not to do to, you know, to hold him accountable to the ball. And then when he left, he was not too happy about was not too happy about the exit that happened. But it is. It’s a lot of events. It’s again, I was at family union maybe seven, eight years ago, and there was somebody up on stage that said she did the barbecue test. And. Was like, What the hell is the barbecue test? And she goes every other Sunday, and she was from either Oklahoma or Texas. She has an open house at her house for all of her family, friends and team members. She has a big pool and everything. She just has a barbecue. And anybody can come and she goes, I don’t want anybody on my team to walk through with my phone door on Sunday that I’m not happy about being on part of our team, and that kind of really hit me. I’m like, yeah. I mean, I we have another team in our market center that’s huge. They have like, 80, yeah, when you look at their expansion, they’re over 100 people, and they probably buy 80 to 85 just in our market sense, model works. They’re killing it. They’re doing great, but that’s not our model. I want to be able to know everybody on the team. I want to be happy if they come to my house. I want to get to know their their spouses, their kids. And I think that trickles down in everything we do. We do a party at our house. We’ve done the party bus to, you know, the concerts we’ve did party actually, out on the lake Erie. So we’re running Lake Erie, and we have a boat. It’s one of our team members has a cottage. So we did something last summer. So we do a couple big events. We do in advance, you know, instead of a retreat, which this stuff’s cost starting to cost a fortune. Now. We’re bringing in speakers, you know, to come speak at our advance. We’re finally getting vendors for this, but we go off site for a day. We my wife pushes me to spend money to get swag. So every event we have, we have swag. We did a huge we got rid of our holiday Christmas party last year and now mushed it together with our awards. So we brought these spouses to the awards banquet that we do, which was huge, because now the spouses get to see the recognition. So that was her idea, which was genius. We did a whole Top Gun theme this year. So it was a blast. I got my brother was in the Navy, so I got his flight suit and his hat and everything. So it’s a lot of fun. But I know everybody got aviator sunglasses and hats, and so it’s a lot of that over the top stuff, that we’ve spent more money than my than I personally would want to but she every time we do an event, I’m just gonna, boy, now we’re gonna have to fight about, are we doing T shirts? Are we giving away sweatshirts? What are we doing this time? And then we have a theme for every year. So last year was riding the waves because we knew the whole commission thing was happening. So we talk about that. That’s our theme, and it’s printed on everything for the whole year. This year’s rise above. So we’re going to rise above all the noise and the confusion, all this craziness it’s going on so and because we have the meetings a couple of meetings a week, you know, and we’re chanting our chant at the beginning every meeting, it kind of people either get totally weirded out by it and leave, or they totally buy into it. I think that’s, maybe that’s the piece, yeah,

Daren Phillipy  38:02

well, try us. What is that? Chant

Speaker 1  38:04

go, um, we’re you gotta chant it like we’re in no exactly, um, we’re generous, results driven, team players with a positive attitude, growth mindset, dedicated to upholding the highest integrity. And then, because I was in the military, I go, hoorah.

Daren Phillipy  38:21

I love it. Yeah, good job. Ed, you passed it, man. I love it. Thank you. I got one more question for you, and then what we’re going to do is we’re going to open it up to the room. While I’m asking this question, you guys are opening it up. Just raise your digital hands and and, and we’ve got another probably 15 minutes left, what’s, what’s one of the biggest mistakes that you’ve made while scaling your team?

Speaker 1  38:54

I think that the challenge always comes down to the people, in my opinion, right? I mean, that’s, it’s, it’s, it’s finding the right people, and I think not doing the due diligence of the whole Recruit Select process, or now Career Visioning, whatever, whatever we’re calling it now, and we’ve hired some other horrible, wrong people on the admin team side. So, I mean, I think that’s something that it hit me at one of the Gary mastermind things is maybe five, seven years ago, something like that, where my our team is not our sales people. What are my team is, my business is, is not sales. People are going to come and go. And I would love everybody to stay until I retire someday. That’s not going to happen. They’re always going to kind of come and go. But what we’re providing is that the business piece of this is the administrative side, the marketing side, the inside sales agent, that whole piece. And if you don’t have dynamos in those roles, and I’ve hired, I’ve, I’ve, I don’t think I’ve hired too fast. We’ve kind of gotten past that model, or past that mistake. It’s not fire fast enough. We just had somebody else does. We had to let go. So two days or three days before we’re leaving for Hawaii for a week, which is two weeks ago, two and a half weeks ago, we finally talked to our closing coordinator for buyers and like had to tell her, this ain’t working out. The next day, my lead listing coordinator, who was full time, says, By the way, I knew she had a part time job. She wanted to flip her hours so she wanted to work instead of 40 hours for the team and 15 hours for her part time job. She now wants to work 15 hours for the team and 40 hours work for her other job. And so we lost 4655, hours worth of administrative help, you know, right before getting ready to leave, you know, and as soon as we let the one person go, the listing coordinators is a dynamo. We were that’s, we’re really sad to see her go, and she’s amazing. But as soon as they let the closing coordinator go, half the team’s like, oh yeah, she’s really sweet. But she was screwing this up, and she was screwing that up. I’m going, oh my god, you know that’s, that’s, you don’t want to I needed to hear that before, and we were hearing rumblings of that, but I think that’s probably my biggest continued mistake is, and we did this about two years ago too, and I realized my challenge was, I didn’t want the job back, right? So if we lose 55 hours worth of admin help. Somebody’s got to do that stuff. So it’s myself or my wife, or we need to get temp help in here or something. And I’ve always been afraid of wanting that job back or getting that job at so I think that’s probably the biggest, biggest mistake I’ve continued to make.

Daren Phillipy  42:00

All of us have done that, man, I’ll tell I’ll tell you. So, so then, um, what adjustments have you made to to I’ll let you

Speaker 1  42:08

know in a year I have to fire somebody. Now, I think we are the I think knowing that, and every time it’s happened, because my wife and I were just talking about this a couple days ago that we’ve put out the ads, the people that have been stepping up for this role now are freaking amazing. And almost every time we’ve done it, and we’ve gotten more clarity around what we need, we’ve upgraded. It’s continued to be like, Oh my gosh, you know, we’ve upgraded this role, okay, this position. We’ve upgraded that position. So the care team we have now, or even when we had this person we needed to let go. She was anywhere else. She’s a big she could go work at probably almost every other real estate team around around the country, probably. But for what we’re trying to the Disney we’re trying to provide our sales team and our customers, she just wasn’t at that level. And I need to personally let go of of you know that if we let this person go, she’s going to probably be happier somewhere else, and we’re going to find somebody better, right? I just need to do more, move on faster. So, yeah,

Daren Phillipy  43:11

I remember hearing when Gary spoke, well, it was through Terry, but I’m going to say that I heard it, and I never really thought of that by but you know, the 3l leads, listings, leverage. He said you are supposed to consistently, lead generate for listings, and lead generate for leverage and and so I found as a team leader here over the 13 years, as I am looking for that talent consistently. I’ve I’ve got a decent bench from time to time, and it doesn’t hurt as bad when I already know where to go to when I need to fill those those spots. And so I think that’s what I’ve been able to do, is is constantly be looking for that talent. So, so those, when they those things happen, you don’t get,

Speaker 1  44:06

yeah, when you do, let go somebody, you’re not freaking out going, oh my gosh, what am I gonna do? Right?

Daren Phillipy  44:10

That’s right. Okay, Ozzy, you’re so patient. Thank you so much for raising your hands. So quiet, quietly.

44:20

Okay, there we go. You didn’t ask the food question, though, did

Daren Phillipy  44:23

you No? Because I wanted to get to you. I figured I’ll get to the food question later.

44:28

Okay, okay, I always look forward to the food question.

Daren Phillipy  44:31

Well, then hold on, hey. Ed, yes, I’m on a diet right now, but if I’m coming to Cleveland, OH, and I need to get some really good food that guilt free. Who cares? I could it could be deep fried butter. I don’t care. What am I getting in Cleveland and go,

Speaker 1  44:51

that’s something that’s different, maybe that you might get also here about in Pittsburgh is pierogies. If you’re pierogies, do you know what a pierogi is?

Daren Phillipy  44:59

They? Make them in Washington or or Nevada. So describe it. I’ll Google it well,

Speaker 1  45:04

pierogi is a is, think of an oversized ravioli dumplings. And then, not so much a dumpling, though, but they’ll put cream tea or semi they’ll put mashed potatoes in it, or potatoes and cheese or sauerkraut. And then you actually, you probably boil them, but then you put them on a pan with some butter and onions, and then grill them on both sides. And they’re

Daren Phillipy  45:34

awesome. So I’ll do produce. Where do I go to get those in Cleveland?

Speaker 1  45:39

Um, where would you go to get those? We used to have Parma pierogies, but they just recently closed. I forget, I forget your spot. All right. Well, text

Daren Phillipy  45:49

it to me so we could put, we’ll put it in the Facebook

45:53

place. It’s got good pierogies. Yeah,

Speaker 2  45:56

I never heard of that. So I learned something new. I do have a question for you, though, Ed, if I may, we talked a little bit about letting people go. Can you clarify who’s in charge of letting people go? Would it be you, or would it be your partner?

Speaker 1  46:11

Your wife? Well, and I have so I also have a director of ops who’s who oversees the operation team. She does. She’s my executive. Forgot to mention her. She’s my executive assistant. She helps me manage all my rentals, and she just director of ops, and she does some closings and not many, but she does some. She technically would be the one, but it seems like the firings always come. That seems to roll back to me. So I was the one that I think we I take it back. She was in there, so we did it together, you know, and she was doing her four one ones. And so my director of ops does the four one ones for the admin team. And then I have director of sales, who does most the four one ones for the sales team. I do the four one ones for like, three of the top producers

Speaker 2  46:58

got it. And the reason I ask is because I’m starting to look for a talented I already have a EA, but I need a second admin and and I somebody gave me the idea to lead gen in my database for talent. But I have a little bit of a limiting belief where I’m thinking, Okay, I have a lot of forever, clients past, clients relationships in there. If I were to bring somebody on and it doesn’t work out, I don’t want to destroy the relationship I had with them. So my question to you, Ed is, how do you preserve the friend or client relationship, even though maybe it didn’t work out between you and your team, or you in real estate or that person, whatever. Have you had that experience? Have you had to let go? And if so, do you have any recommendations for that belief of hiring people you’re already in relationship with, like friends, family and past clients?

Speaker 1  47:59

Yeah, I think you know, if it’s tough, right? And it’s, it’s all human beings, and if you can separate through some dialog and scripts that you know, it’s you’re just not a fit for the role, and you get them to agree that they’re not a fit for the role, you know? And if you are doing four one ones on a regular basis, even on when we let this last person go, she was I, you know, I’m kind of relieved the pressure was getting to me, and I’m like, Oh, she would have told me that sooner, because I would have let you go sooner, right? I thought I was doing you a favor by hanging and you hang on. So our current listing coordinator was a past customer. We were trying, trying to get in here to work for this for years, and she finally jumped on the bandwagon, did it, and I know when, when she finally migrates off, we’ll be fine. So I think it’s, it’s all about you. I mean, you seem like you’ve got a good personality, and if you always come from contribution, and they know that’s your heart and that’s your core values, that I think you can still part ways. You know, I’ve lit I had one girl I had a fire, and it was not super, super smooth. This is early on, maybe 17 years ago, 18 years ago, and she called me to list her house couple years after that. So I think, you know, I think sometimes we get our in our own heads too much about some of that.

Speaker 2  49:18

That’s so true. That’s so true. Thank you for providing perspective. There my second question, and then I’ll pass it off to Jay, is, if you had to tear down your team and rebuild it from scratch, would you do anything different? If so, what would you rebuild different? What would you put in place? Different? Just curious.

Speaker 1  49:42

So I think I’m pretty happy with our org chart the way it’s built out right now. The only thing that always comes to be turns into a pain in the ass is our levels, that we do for our commission splits is a we’re kW, so we’ve got caps. It literally probably. Takes, oh, God, I don’t know how many man hours a week to manage this, because, you know, after they hit certain dollar volumes, they go up to another level, so they get more money. Then all of a sudden, you gotta throw they cap in January, or they cap in July. It’s a freaking nightmare. And then the other thing that happens is, when they on their business, on their buyers. I let them get up to, actually, 70% and then comes January, and now that rolls back down to 50% it’s, it’s been a challenge for somebody, some some of the agents get pissy about it. But then I’ve got other agencies. I every year, not everybody, every other year, we talk about this in January. I’m like, some people love it, some people hate it. We’ve, actually, I’ve left it up to a vote sometimes. So we have a leadership team where it’s, you know, some leaders, and I’m like, do you guys want to keep this? Um, I would love to get rid of it, because logistically, it’s a panther, and so I probably would not do that again.

Speaker 2  51:00

Bear fair. Thank you for the sharing that. Yeah, transparency and I’ll take, I’ll let, let Jay continue. Thank you so much. Ed, sure,

Daren Phillipy  51:08

awesome, awesome insight. Ed, I really appreciate you answering that straight too. Yeah, should we give? Should we give the mic to to Jay? Yes, okay. He always asks great questions, and he sounds so good, too. So JD, or thing buddy.

Jay Hendrix  51:22

So, So Ed, we’re set up almost exactly like you are, so that it’s really interesting to hear you. So when you said you take, primarily you’re taking you’re recruiting new agents, or somebody’s 24 months or less. What are the 123, things that you find that really, those agents are missing and that you need to quickly train them, because you’re probably taking them from 123, transactions all the way to now you’re they have an expectation of of 18 minimum. And that’s a big that’s a big chasm for them to jump. Right?

Speaker 1  51:59

I can tell you wouldn’t something I didn’t mention that we’ve now finally started to look for, and we’ve got a sign on the way out of our door. It says, Stay hungry, stay humble, which is kind of another big part of our core value if they’re not hungry. And we’ve gotta see that now on in the provisioning process, you can’t teach hunger and you can’t motivate hunger. You can maybe motivated a little bit, but, you know, or encourage it a little bit. But, you know, everybody’s kind of like a rubber band. You’re only gonna be able to stretch them so far before they might they bounce back to their their normal ways. But so we have a pretty good onboarding, you know, 3060, 90, where we run them through our director of ops does probably 80% of that. My wife does 10% and I probably do 10% of getting them up and up and running. And it’s time consuming, you know, so and then we lean on, if ignites going on, we’ll run, and we’ll, you know, get him to ignite or ignite online, or whatever the Ignite at night, or whatever they’re calling it now, to get them trained on some of that. If that’s, is that what you’re asking kind of

Jay Hendrix  53:09

like the I was really wondering, you know, one of the things that we do for and it’s, I’ve really I was, I came here two and a half years ago. The team’s been doing this for 35 years, but the first thing we put people through is what we call a bowl 500 where at where for five days, they have to have 100 conversations a day. And really it’s to change their mind on contacts. Then you get into making

53:34

that down.

Jay Hendrix  53:37

Then when you start doing 20 contacts a day, it’s just not an issue. It’s not even a question. You just got through doing 500 in one week. Kelly, so that’s something that we literally do not change, period. You just can’t make it on day six. I’m letting you go if we can’t do it because we can’t work there is there something like that in your business? You that You would say, Jay, listen when we’re bringing the people this, this is the thing that they have to, that they just have to get done

Speaker 1  54:04

a bowl 500 so that we’re gonna do this forward. No, I love that idea, because that’s something you again, they’re either gonna do it or they’re not right. They’re gonna say, until you put the gun to their head, and then somebody just finally migrated off the team a couple weeks ago on a sales side, which we saw coming early on, because he couldn’t pick up the phone, he couldn’t call his old friends, for crying out loud. I’m like, Oh, why didn’t we figure this out sooner? So I love that,

Jay Hendrix  54:28

yeah, yeah. It’s a great it’s a grit test, you know, kind of thing. Get in there, do it, and, you know. And then we know, hey, all right, now we got a baseline. But is there something like that that you see in these new agents that you’ve done that says this really helps move them forward.

54:43

Um, not that I can specifically see again, because they’re learning based, you know, we’re looking for that in the Career Visioning piece. I.

Speaker 1  55:00

Uh, you know, I guess it’s something kind of like that that we see when we’re doing our coaching and training. Hopefully they got, if they don’t have a pad of paper out taking a bazillion notes, the radar goes up really quickly that, oh, you know, yeah, they’re going to be asking me the same damn questions over and over and over and over again. So that could be the only thing that’s kind of like that’s not written down anywhere, but something we’ve realized we needed to start as we’re going through our listing presentation manual, right? We’ve suggested they take notes and we go through it. But I think if they’re not really attentively, paying attention and taking notes, they’re not, yeah,

Jay Hendrix  55:41

hey, I’m sorry. I’m asking another question. I don’t see anybody’s hand up. But is there any one thing that you seem to see when you’re looking across your agents, that that you know, the ones that are, are they’re just producing at the highest level, and then the ones that can’t seem to get there. Is there something that you see that is there a talent or skill or something that you see that’s missing?

Speaker 1  56:06

I just think it’s the hunger. I really think it’s got team members that, you know, they financially, they don’t even really need to do this, or they don’t need to do it at the level they’re doing it at, and they’re still killing it, right? You know, our top producer, for sure. I mean, yes, she had five kids, and she’s last one’s just getting through college now, but she’s a bunch of those are girls, so she’s got a bunch of weddings. I know she’s, she’s socking away money for but she’s hungry. She’s just built at it. She’s, you know, here, she’s in Florida right now for dad’s birthday, and she’s coming back Friday because she has three listings going live, because she wants to get a beer for the week. I’m like, Connie, I said I’m here this weekend. I can help you out. And we have the one beauty part about being on the team. We have all these and for listings, you can sell them all from Florida, right? I mean, you don’t, doesn’t matter where you’re at on the listing side. But she told me, No, no, no, I’m getting back Friday at noon. Blah, blah, blah. And I’m like, okay, good. You know, you can’t

Jay Hendrix  57:06

teach that very good. That’s such a great, great job.

Daren Phillipy  57:10

No, thank you. Such a great question, Jay, and all that made me think is, where do you get hungry people and and I think you kind of, I’ve never thought of this one ad. I really liked the idea of looking at those who do multi level I’ve thought of people who sold pest control, people who do door to door and some of that grunt stuff. But there is a magic to that, that multi level marketing, network marketing, thing that they understand the importance of relationships, they understand the importance of of a database and things like that. And if you find someone there that’s also hungry, and my guess is right, they could be hungry in that world and not make money. So when you’re able to show them the platform that could actually make them money with that hunger and those skills that might, that might be it, dude. Well,

Speaker 1  58:09

you know what they do that’s great in those platforms, though, is they recognize the hell out of them. They recognize them. They give them presents. They get all Bucha. Most of it’s crap, right? But I had a friend of mine, his wife was in Creative Memories. If you guys remember, that’s the

Daren Phillipy  58:24

that’s the Yeah, I used to sell, I was in the scrapbook magazine business.

Speaker 1  58:30

There you go. Well, she would bust her rear end and she’d qualify to go on the cruise, right? That they did, but she made $5,000 or $10,000 and she got to go on the cruise. To go on the cruise, and she was working, you know, 10 hours a week or 20 hours a week for this, and we were doing the math one day. I’m like, What the hell you know? It’s because of the culture piece, right, the empowerment and all that. So I think they do that really well, way better than than even we do that. But I think if, if you can marry, marry both of those together, I think you got some

Daren Phillipy  59:03

so smart Well, Ed, we have come to our time. There are people are wanting to send um referrals and leads to to Cleveland. Um, what’s the best way for someone to be able to send a referral

Speaker 1  59:15

to you? Yeah, probably just write to my email. So it’s, it’s ed at Ed Huck team.com it’s real simple. So love to talk to everybody tonight. I still I’m in production a little bit, maybe 15 houses this year, 20 houses, something

Daren Phillipy  59:29

like that. You’ve been so good. And I’m really grateful that we’re friends. Thank you for being in the room, being willing to share. I’d love to see you back in the room as as another peer and yeah, continuing, moving, moving the conversation of teams

Speaker 1  59:46

forward. Love it. Love it. Thanks for sharing. I got some notes too awesome.

Daren Phillipy  59:50

Well, yeah, thanks Jay for being, being the grit, the grit test. Love that. All right. Well, that’s it, guys. I will see you guys next week at. On the OT,

1:00:02

thanks. Enjoy the day. Okay, we’re back,

Daren Phillipy  1:00:05

and Ed, like always, you stepped up, you rocked it, you shared a ton of knowledge. And thank you so much for taking your time and leading us through that. No doubt, a culture of a team is key, and if you don’t set that expectation, if you don’t set that stage and hold to that all the all the expectations and standards are just suggestions, if we don’t hold people to it. So Ed, your awesome example. I love this episode. I love talking about culture, and no wonder you are one of the leaders in the industry in the whole country. Now you guys know that I don’t do this as a hobby. I actually run one of the largest real estate companies here in Vegas. Kelly wins the marketplace, and I spend most of my time coaching and helping non kW agents for their business. And so if you are building your team, or you’re running a team, and you’re looking for ways to have leverage. You’re looking for ways to have an easier way to handle the volume. You’re looking for systems. And you might feel like you’re on an island by yourself, because, well, there’s not a whole lot of producers that do more than you, and you don’t have anybody kind of leading you through that path. I’d love to be that resource. It costs nothing. You just have to have a good attitude. So just contact me. My number 702-706-4949, and I can help you. So do that, contact me and keep on following me on the OT. You know, you don’t have to figure out a loan. There is a proven way to build a profitable real estate team, and I’ll show you how. Okay, see you guys next week.

Announcer  1:01:43

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