Empowering Agents & Expanding Markets: Leadership Strategies from Kelly Anne Harris – The Harris Group

Lessons from a Powerhouse Team Leader: Insights from Kelly Anne Harris

In the competitive realm of real estate, few leaders stand out like Kelly Anne Harris. Based in Owensboro, Kentucky, Kelly Anne’s journey from a solo agent to the leader of a powerhouse team spanning four markets is nothing short of inspiring. With over 600 transactions and $130 million in annual volume, her story offers valuable lessons for real estate agents and team leaders alike. In this in-depth look, we’ll explore Kelly Anne’s rise to success, the challenges she overcame, and the strategies she uses to lead a thriving business.

The Beginning of an Unexpected Journey

Kelly Anne’s real estate career began at a crossroads in her life. After being laid off from her job as a “beer girl” for Miller Lite, she faced postpartum depression and an uncertain future. Turning to real estate as a means to rebuild, she quickly rose to prominence. Within a few short years, she became the top agent in her town and later, the state of Kentucky.

However, her rapid success came at a cost. As a single mother, she found herself stretched too thin, unable to balance the demands of her career and personal life. This realization prompted a pivotal decision: to build a team that could help her scale her business while allowing her to focus on what mattered most.

Challenges and Transformative Lessons in Team Building

Kelly Anne’s early attempts at team building were a learning experience. Initially, her team operated with low profit margins and an unsustainable model of simply handing out leads to agents. These missteps led to valuable lessons about leadership, profitability, and accountability.

Understanding Value and Restructuring Compensation

One of Kelly Anne’s breakthroughs was recognizing her own value and the importance of a fair and scalable compensation model. She implemented a tiered commission structure, starting at a 40/60 split (agent/company) and increasing to an 80/20 split for top performers. This approach not only incentivized her agents but also ensured a 40% net profit margin for her business.

Fostering Accountability and Transparency

Accountability became a cornerstone of Kelly Anne’s leadership. She required agents to participate in lead generation and open houses as prerequisites for receiving company-provided leads. Additionally, she adopted a policy of transparency, sharing budgets and performance expectations openly with her team. This eliminated entitlement and fostered a culture of mutual respect and shared goals.

Lead Generation and Leveraging Technology

Kelly Anne’s approach to lead generation is both disciplined and innovative. She emphasizes the basics: consistent prospecting, open houses, and nurturing leads. To support her team, she leverages cutting-edge technology and strategic marketing.

Pipeline Management and Lead Rotation

To ensure a steady flow of opportunities, Kelly Anne requires agents to adhere to her “pipeline police rules.” Agents who meet specific criteria—such as actively prospecting and maintaining their lead pipeline—qualify for the company’s lead rotation system. This ensures that leads are distributed to those who are actively contributing to the team’s success.

Technology-Driven Strategies

Kelly Anne uses tools like Facebook ads, Zillow, and AI-powered email campaigns to generate and nurture leads. These efforts are complemented by her use of offshore virtual assistants, who handle administrative tasks and ensure a seamless client experience.

Mastering Listings and Marketing

Kelly Anne’s ability to maximize the potential of her listings has been a significant driver of her team’s success. Her strategies include:

Property Reveals: Hosting events that showcase listings and attract prospective buyers.
Luxury Listing Reels: Creating high-quality video content to market premium properties.
Open Houses as Lead Generators: Ensuring every open house serves as a platform for generating buyer leads.

By combining these tactics with a strong online presence, she consistently attracts a high volume of buyers and sellers.

Navigating Market Changes and Future Goals

Like many in the industry, Kelly Anne faced significant challenges during the COVID-19 pandemic. The experience reinforced the importance of staying grounded in production and adapting to market changes. Looking ahead, she is focused on refining her systems, expanding her team, and improving accountability.

Building for the Future

Kelly Anne’s goals include:

Training new leaders within her team.
Implementing monitoring systems to track agent performance and activity.
Expanding into additional markets with a clear vision for sustainable growth.

She remains committed to the fundamentals of lead generation and follow-up, ensuring that her team remains competitive in any market conditions.

Lessons for Aspiring Team Leaders

Kelly Anne’s journey offers several key takeaways for those looking to build or grow a real estate team:

Know Your Value: A strong understanding of your worth allows you to structure your business for profitability and sustainability.
Invest in Accountability: Clear expectations and consistent follow-up are critical to maintaining high performance within your team.
Leverage Technology: From lead generation to marketing, the right tools can significantly enhance your efficiency and effectiveness.
Focus on Fundamentals: Success in real estate always comes back to the basics—lead generation, follow-up, and nurturing relationships.

Conclusion

Kelly Anne Harris is more than a top-producing agent; she’s a testament to the power of perseverance, innovation, and strong leadership. Her story underscores the importance of staying grounded in your values while embracing change and growth. For anyone aspiring to build a successful real estate business, Kelly Anne’s strategies provide a roadmap to achieve similar success. To learn more about Kelly Anne’s journey and gain insights from other top leaders, tune in to The OT: Only Teams for Real Estate Podcast. Each episode offers actionable tips, inspiring stories, and expert advice to help you excel in your real estate career.

Transcription

Announcer 00:00

Welcome to the OT only teams in real estate.

Daren Phillipy 00:13

What do you feel like you need to do over the next 12 months?

Kelly Anne Harris 00:19

Work my ass off. What does that look like? I love Jay’s expressions. He’s just laughing at me damn truth, like, let’s just be honest. Um, what does that look like? That looks like, um, holding people accountable more than ever. Um, making sure every person that comes into my organization is held to a 30, 60, 90. It’s not a it’s not a suggestion. It’s an expectation. Looking at reports making myself very, very like in the grind. How many conversations do we get, like the boring shit, right? How many conversations? How many appointments? What did we hold? What did we pin? What did we close? Every day? Conversations, met, held, signed, pending, close, the basics. And if I can just keep, if I can just do that every day and watch my team, I will not have the hiccups I’ve had this year.

Announcer 01:21

Here’s your host, Daren Phillipy,

Daren Phillipy 01:27

everybody. Welcome to the OT only team for real estate agents. My name is Daren Phillip and I’m your host. And seriously, come here. Come here. Really close. We’ve got a special one for you. Kelly. And Harris is about as cool as they come. She’s she’s in four markets based out of Owensboro, Kentucky, but she covers all of the state of Kentucky. She covers the south part of Indiana, and she also covers a part of Tennessee. She runs an amazing business that does over 600 units and $130 million in volume, that that’s no joke and and you’re gonna love listening to what she has to say. First of all, spunky is all get out. Super cool, great vibe. No doubt she’s a driver too, because she’s determined to get back to, or shouldn’t say, Get back, but get to 1000 transactions. Now she’s going to spend a little bit of time talking about her system for creating leads, and how they have a standard, and what their expectation is for each one of her agents to be able to get leads, and what does that look like, and what’s that process, and what is that expectation? Part of her expectation is to make sure that you actually bring leads to the table, along with being receiving leads on the team. And so she’s got a team of 35 and maybe even a little bit more. I can’t remember the exact number, but she’s got a great team going over four different markets. And so I want you to pay attention to this super, super valuable, super, super interesting. You’re going to love her. She’s got tons of knowledge and one of my favorites. So grab your notepad, and I’m going to see you end the OT. Alright, guys, well, welcome to the OT. Super, super excited. I tracked down this woman, and it took me nearly a year to find her. Just kidding. Her name is Kelly Ann Harris of the Harris group, and she covers four markets and closed over 600 transactions and $139 million in volume. I couldn’t wait to hang out with her. So Kelly Ann, introduce yourself. Tell us a little bit about you and your

Kelly Anne Harris 03:47

team. Yeah. So thank you for finding me. Well, I got the I’m, you know, I’m from Kentucky, because we have two first names, you know, so Kelly and it’s the devil. It’s the devil name, um, it’s funny, because when I got started in real estate, they were like, do you want to put an on there? I’m like, Heck yeah, that’s how like get remembered. But anyway, so I’ve been in the game for it’ll be 15 years. In December, I was a solo agent, actually, at the cool story is I used to be a beer girl and work for Miller Lite all through my college dates. I went to Western Kentucky University, and I did that, and I got laid off. I had a child, and I wasn’t no longer the the Miller girl image, so got laid off and got into real estate. And really was struggling through postpartum and not having a job, and my best friend was flipping home, so I got into real estate, hit the ground running. I just was really good at like PR in the beginning. So three years into it, I was then the number one agent in my town, selling over 100 homes by myself. I don’t know how I did that today. I have no clue. I try to remember, because. Now I have to train agents, and I’m like, I don’t know. I just did it. And then I was the largest I was with REMAX at that time. Four years into the business, I was the number one agent in the state of Kentucky through REMAX, doing about 142 transactions a year. So I found out really fast that I was not being a present mom. And I’m in a small town, Owensboro, like there’s 40,000 people in the city and 60,000 in the county. And I was telling him earlier, like you have to kind of go everywhere, like we cover, like a large radius in in the rural markets. So I was able to to have a lot of success really fast, but it was not the lifestyle I wanted. So started building a team at the wrong place. My profit margins went super down. And I remember Keller Williams coming to me, Myra Oliver was my regional director at the time, and she’s like, Hey, she’s the she’s from Texas. She’s like, Hey girl. She’s like, why don’t we have a meeting? And then the rest is history. Opened a market Center. I’m the OP of the one here, and then one in elizatown, and I’ve owned a couple market centers in my time. I’ve sold a couple of them. And then fast forward through COVID, we got really big, really fast. I started naturally expanding into Evansville, Indiana and into Bowling Green, Kentucky, partnered up with a mega agent in Bowling Green. Now we’ll do 600 units. I’m in four cities. Had just recruited another agent from Lexington, Kentucky, so we pretty much covered the entire state. So I’m also I’m an op and I’m an expansionist, not because I chose to be an expansionist. It just happened, I’m kind of known in Kentucky, you know, I’ll find an agent if it’s not me. And yeah, we own property management, I rent, I flip. If you follow me, I’m a sports mom. I think that’s, yeah, I’m a single mom. I’ve always been a single mom, just making it happen.

Daren Phillipy 07:06

What an awesome, awesome story. First of all, do you guys not already love her? It’s, it’s already a Okay? Love it. So let’s talk a little bit about, you know what tell before we get into the leads portion of it, you said you were running your team wrong. What was wrong?

Kelly Anne Harris 07:26

I was paying agents way too much money to be like, there’s a difference between a lead, there’s a difference between an appointment, like giving appointments and then, yeah, so I was pretty much filling my agents like I had so much business. I was giving them appointments and then paying them way too much, and then at the end of the day, like I was only net profiting, like 10% after I paid all my expenses just to keep my name, like big in this town. And so, like, I went from making like, I remember that year I made, like, $750,000 individually take home, which in a small town, that’s, like, huge. And then I woke up and was like, Oh my gosh, I need help. And then I hired all these people and thought, This is great. I’m gonna make all this money. And then I was like, Oh my gosh, I’m I’m giving them appointments. I’m not giving them leads, I’m giving them appointments, and so that’s why I was running it all wrong. And then I’ve blown up my team several times because I’ve just understood, like, my value and my worth. And I think in the beginning when you’re starting a team, you don’t understand all those things about yourself. And then so eventually you’re like, No, you either are with me, or you’re with not like, I don’t beg anybody to be with me. I’m like, you know, we have, we have mine organizations almost up to 100 listings right now between all those cities, and we have in our biggest market, we’re about 15% market share. So, I mean, we get the leads at the end of the day. So like, I don’t have to sell myself anymore. And I think I thought I had to. So my commission structure is the lowest in all of my markets. But except for some of the cities that we’re going into, my commission structure is a little different. So yeah, just learning the value learning what I was giving and understanding my P and L, and we, right now, all my expansion organizations, are running a net profit margin over 40% that’s

Daren Phillipy 09:30

that’s fantastic. We all know that that’s kind of the sweet spot. And so you must be that’s congratulations on that. Yeah, one more information before we step into this. So many, many agents who are running teams, or just starting to launch teams, a lot of times, their value proposition is they give them a better split, because they need to keep people around. What was, what was the wrong split that you were using? 64 Me, so you’re on a 6040 settings, setting appointments. Yeah,

Kelly Anne Harris 10:03

they everyone comes in on a 4060 with me, because my program is so like we have, we have a 90 days of training program. I have an I have an employee that is just helps me with recruitment and helps me with new agent training. That’s all he does. He gets paid to do that. He gets bonus. He gets bonus if they make it through the program, which the program is hard. And we have a like, I measure everything now we have a 50% fall out of the program. And so we teach you the hardest thing. And so you come in at 4060, and then there’s a tiered commission structure depending on and we just went to that. And the only reason we just went to that is because we crossed over the 3 million of GCI, right? And so now we can afford it. I do not recommend that if you are not at that level, right. And I don’t recommend it period, unless you know your P L, and you know when wins, and the people that are making the higher commission splits, like, I have a girl that will do 100 plus units this year. So you know she’s someone like, after you paying a quarter million dollars to the team, and you have all this leverage, then you can be on the on the tier. So anyway, that’s another conversation for another day. But yes, everybody comes in on 4060, and then they kind of graduate, but nobody graduates until they’ve already made $75,000

Daren Phillipy 11:28

so good, so good. What does your org chart look like?

Kelly Anne Harris 11:34

So I’m the CEO of vision platform. My platform is called Vision. As we started scaling, it was very important that the megas that I was partnering with keep their names, and so we’re just a powered by vision platform. So it’s me. I have a chief of staff, Amber Taylor. She runs all the staff. I have a growth director that’s like a team leader in the organization. I have a head coach that coaches all my expansion partners and all my top agents. I have, let’s see, got it. I gotta think through this, and then I have a bunch of offshore so we have three transaction coordinators, an executive assistant to the Chief of Staff. That’s offshore. We have three people in the marketing department. So I have property management, that’s another thing. So I have that. And then also, obviously I also run market centers, so it kind of gets completed, because some people do share responsibilities because of how big my organization is, but we run very, very, very lean.

Daren Phillipy 12:45

How many agents you have? 32 very good, and that’s over four, four markets.

Kelly Anne Harris 12:53

Yeah, what

Daren Phillipy 12:54

do you how do you feed if you are well known and you’re feeding them in multiple markets, how do you feed your agents with leads? Okay?

Kelly Anne Harris 13:04

So we have, if you don’t come, we require we’re lead generating team, because I found out really fast that Kelly could not sustain just handing out leads all the time. So it’s gotta be a win, win relationship back and forth, right? So we have rules. We call it pipeline police rules. And so if you come into the office three days a week, and you lead generate for those three hours, three days a week, and then you do your open house protocol, which they’re required to do two open houses a month, and then their pipelines are clean of to do’s and all that, then you’re on lead rotation. And so what that means is, for every is it 20 dials, I think it’s every $20 you get one lead guaranteed. So we do like a guaranteed LEAD program, but that’s only for the people that are showing up and lead generating. So we just went to that program a few months ago, because what we found was we’re always piloting. We’re always changing things. If we see that we have built, you know, schooled rotten agents, then we kind of have to bring the reins back and, like, reevaluate what we’re doing so that everybody appreciates the leads that are coming in. So if they show up and they’re a partner and they’re doing that, then they’re guaranteed, for every 20 conversations, one lead, and then we have a lead manager that kind of lets the leads go, or the team lead of that. So that’s kind of how that hap works. We our home base averages about 100 leads a month are and then the other the other branches. It’s anywhere from 75 Bowling Green, 25 in Evansville and 25 in econ. And then we if we know that everybody’s dialing and they’re working, then we increase that read lead flow by Facebook

Daren Phillipy 14:56

Facebook ads. So Facebook ads is your lever. Yeah.

Kelly Anne Harris 14:59

Yep, that’s and then when we go into a new city, that is, we Zillow is very affordable here because we’re rural and people don’t like investing in their business. We will pay for some Zillow if it’s reasonable in the rural territories, and then that counts as a lead that we give them as well.

Daren Phillipy 15:18

Perfect. So how does that work when it comes to your if, if everybody’s lead generating, are they lead generating of their own database? Are they lead generating out of your database?

Kelly Anne Harris 15:27

So we have spent, I mean, I’ve spent almost 13 years, and then all the cities around us, depending on when they joined us, we’ve spent years building the database so that it’s called the lead pond. So we’ve got over 20,000 leads in the Owensboro location, I think 8000 leads in the Bowling Green location, and our goal is to get as many in every location. So when you come in with us, you have free range to get in the lead pond, and then new leads go to the agents that are on lead duty. But they can also call my database. I mean, I’ve worked with 1000s of clients, so there’s no way I can make all those phone calls, nor do I want to, because of the level I’m at. So they’re free to to dial anybody in our database. How do

Daren Phillipy 16:13

you nurture those leads that are in your pond?

Kelly Anne Harris 16:18

They’re on email campaigns. There we we do like AI, where, like, we can see, like, if they’ve been back on our website, and it automatically sends them an email. We do a lot of like, Call to Action, things like, hey, we thought about you. Here’s a listing. Are you interested? Are you still in the market like and a lot of times, all the email campaigns, act like me. Kellyanne, so that we have an agent lead leave. We’re selling the team, right? We’re selling the team, we’re selling the Harris group. We’re selling the Harris group. So we allow my agents to self promote, but not through our systems. If that, if that makes, yeah, makes,

Daren Phillipy 17:01

makes a ton of sense. So if, if you’re you also said that you set a lot of appointments. Are you having? Do you have a isa department? Do you have offshore doing any of that? How’s that happening?

Kelly Anne Harris 17:13

No, that did not work for us, because you can tell we have an accent. And whenever we tried the offshore, we had Jesus calling people. You don’t want to be calling Jesus. You don’t want Jesus calling anybody in the Bible Belt. So, so, so, yeah, so we’ve tried that. I had to, no, I am not lying. The dude put his resume in with us, and his name was Jesus. And I said, Jesus, we’re going to have to have a different name. So then his name was Romeo, continue better. So that did not I’m not saying it doesn’t work, but for our territory, it does not it. It’s better if we train our new agents on how to do it that way, if push comes to shove, they know how to do the hardest thing in the business. And yeah, so we, we use sisu to track our conversations, and we, I mean, we coach our agents at a high level so we know what they’re we know what they’re doing. Love it.

Daren Phillipy 18:17

Let’s talk about listings. You’re in multiple markets. How do you how do you leverage your listings in those different markets? What do you do to stand out? So

Kelly Anne Harris 18:28

lately, like we’re usually the trend center, so lately, we’ve been doing the the reels, like the luxury listing reels. That’s working really well, because nobody’s really doing it, but to leverage our listings so we’re big on property reveals. So 24 if we know this is going to be a hot property, so it’s it’s flag, which we need to do better at this. But let’s just say it’s flagged that we know this property is probably going to get multiple, multiple offers, or whatever our goal is always to get what, what’s the MRA say, three buyers for everyone listing, right? So what do we do? So we host an open house immediately that weekend. We post a reveal through video the day before it comes out on MLS, even though it’s active. And then we comment. We make sure any person that comments on our Facebook, we send them a message, and then our entire all of our agents share it themselves with their own website link, so the leads come to them, and so we’re pushing that as fast as we can. And then our agents know, oh my gosh, Tuesdays and Thursdays are our listing dates, so you really want to be on phones to capitalize on getting that buyer through. So that’s how we’re levered. We own a bunch of listings, so obviously we have a lot of leads come in. So our phones are like the cash register, and you want to make sure you do what you’re supposed to do to get those leads

Daren Phillipy 19:56

Wait, and really all you need to be doing is, is making. Gals each day? Is that right for those three days?

Kelly Anne Harris 20:02

Yep, just three days. Now, if they’re behind gold, 15th protocol comes into effect, and they’re to be there five days a week.

Daren Phillipy 20:12

Okay, love it. Anything else you want to share with us on either leads or listings,

Kelly Anne Harris 20:17

so obviously, you could probably hear my confidence through this on that I always tell people to know. I always tell like, I wasn’t always like that I was the agent that I was like, Oh my gosh, I’m so grateful you work for me. It is just taking like, getting burned, having things happen, understanding my value, understanding how much time I’m putting into things and making sure that, like, it’s always a win win conversation, and if I have a win lose, like, it’s just like, right now, we’ve got a husband that’s complaining about splits, although $2.5 million of volume just came through to this agent. So it’s like, Hey, man, if this isn’t for you, then we’ll give that $2.5 million of volume to someone else. So it’s someone else. So it’s like just having transparent conversations, because most of the time, people don’t understand. And I always like to to kind of have a reset every once in a while, because as people come on, the value continues to get questioned. And it’s really important, like, we’re open books, I show I show our budgets, I show what we’re spending. Like, I mean, you know, at the end of the day, they’re netting a lot more per transaction than than the team is, and then the team money gets split. So if people really understood business, and they understand that I’m going to make a profit or I wouldn’t be doing this, I think it’s just candid conversations. So,

Daren Phillipy 21:42

so valuable. And this is what I wanted those who are listening and being a part of is is we can learn from. You know, the Kellam is all about following the model, millionaire, real estate agent, following the model. And the model is based off of a whole bunch of people who have done things earned what they’ve learned and created proven system. Hey, let’s talk a little bit about what you’ve learned over the last 12 months.

Kelly Anne Harris 22:08

Man, they needed me. I mean, I’m Principal broker now too. About market sitters. I laugh about it because it is like the last thing I thought I would be doing, but I’m grateful to do it through NAR with them. I I’ve learned to not, I mean, I got so Daren COVID, it was so chaotic. I went seventh level and was not doing any production, and that caused me to get so out of the weeds, and I needed, I need to be in the weeds. And so now I’m back in production because I want to see what it’s like to be on my team. And I don’t think I will until I’m ready to fully, you know, retire. I will always be doing some production because I think it keeps me grounded. What do you

Daren Phillipy 23:03

feel like you need to do over the next 12 months?

Kelly Anne Harris 23:07

Work my ass off? What

Daren Phillipy 23:12

does that look like?

Kelly Anne Harris 23:16

I love Jay’s expressions. He’s just laughing at me because it’s the damn truth, like, let’s just be honest. What does that look like? That looks like holding people accountable more than ever, making sure every every person that comes into my organization is held to a 3060, 90. It’s not a it’s not a suggestion. It’s an expectation. Looking at reports making myself very, very like in the grind. How many conversations do we like the boring shit, right? How many conversations? How many appointments? What did we hold? What did we pin? What did we close? Every day? Conversations, met, held, signed, pending, close, the basics. And if I can just keep if I can just do that every day and watch my team, I will not have the hiccups I’ve had this year.

Daren Phillipy 24:07

Love it. Love it. What do you want to teach us or share with

Kelly Anne Harris 24:15

us? It’s messier the bigger it gets.

Daren Phillipy 24:20

A lot of us know that. Well, let’s, let’s. So I know the South is fantastic. I know Kentucky Fried Chicken came from you guys, but if I was,

Kelly Anne Harris 24:39

you got the dad jokes, don’t you so, so

Daren Phillipy 24:41

what? What do I eat for? What do I eat for dinner? If I’m eating now in your barbecue,

Kelly Anne Harris 24:49

I’m the world’s I’m the capital of the barbecue. Yes, I am. J not Tennessee barbecue. It is Owensboro, Kentucky, and we’ve had. We’ve had the president here. I’m not I’m not proud of the president that was here, but we’ve had the president here. So love it. Back in the day, when I was young.

Daren Phillipy 25:11

Is there a type of burger or type of barbecue that we’re talking about mutton?

Kelly Anne Harris 25:16

Do you know what mutton is? No, it’s lamb.

Daren Phillipy 25:21

Oh, okay, I’m so West Coast right now. Where’s my in and out?

Kelly Anne Harris 25:32

No, it is. We eat lamb. I love it, okay? Um,

Daren Phillipy 25:37

Emma, I’m a guy that likes barbecue. I’ve never had lamb barbecued. Alright, so this is when you guys, you push that little digital hand. Jay has a hand, I know, but he’s always has. He’s like that kid that back in the day, he raises his hand at the beginning of class. Yeah, that’s what he’s doing. So all those who are in the room, Corey and joy, Marie and Laura Trent, all you guys, Ivy, if you have a question, I’d love you push the little digital hand, and let’s, let’s learn from Kelly. Kelly Ann, sorry, Jay, go ahead.

Jay Hendrix 26:18

Fantastic. Kelly Ann, this, it’s been nice. All I know is I’m going to hear for the next month jokes about mutton that that is so that is so good. So earlier, way earlier on, if we go way back to the very beginning, you just sort of walked through your agents, and you said that you had somebody that was doing over 100 transactions. Do you do both buyers and sellers that are all your agents able to do whatever they want to do? As far as that goes?

Kelly Anne Harris 26:47

Yep, yep. We used to do it where, in the infancy stages of the team, I was the listing agent, and everyone, when we were in one market, and everyone did the buyers, I did that to like, that’s why I’m like, There’s not one shoe fits all certainly depends on your mark. Like, I was so bad about getting into rooms and listening to the person on stage and then wanting to implement that into my business, because that was the Bible. And what I had to learn was that it’s not like that here. Like there’s a bunch of more questions I need to ask before I implemented so in the beginning days, I had to give up the buyers and and make everybody give me all the listings to transition myself out of that role, or I wouldn’t, you know, be able to So Ben, know you there was a listing agent or a buying agent, and Now what I learned is everybody does everything. Now, there’s pros and cons to all that. There’s people that can’t, that can’t sign a seller right, or waste money on photography. But I think if you stay really involved with your agents and you’re coaching them, you can kind of find those loopholes, gotcha,

Jay Hendrix 27:57

gotcha. So this the lady that’s doing over 100 I’m assuming you’ve got people that are what would say you? What would you say the would be an average production for somebody that’s on

Kelly Anne Harris 28:08

your team? I would say average after first year. Yeah, first year agents usually do about 12 to 15 deals with us. Some of them do over 20, but that’s about average on first year, second year, you should be pacing 25 probably lower producers, 25 higher producers, about 45 or 50.

Jay Hendrix 28:30

So what are you doing to supercharge this one this one person to do from not do 25 and do 100

Kelly Anne Harris 28:36

Yeah, so she’d been with me for six years, and effect. Mm, and I coach her personally, um, the crazy thing is, she’s now the third person on my team to do over 100 units. The second person was my partner, um, and so I obviously something’s working, right? If I did 100 Kelsey did 100 and then Denise did 100 I supercharged her by offering her like our leverage is built for a mega, mega agent. Our our leverage is not built for the low producer. It’s built for the person that’s ready to hand off the transaction. So that’s a high level I incentivize her. She runs the Indiana she’s the head agent for the Indiana location, although she doesn’t have any leadership responsibilities, because we found that she really just needs to be our quarterback. Her daughter just got her license, just joined our team. She also, she has five children. I incentivize her like I put on a lot of women’s things, like women events, so I take her to things, you know? I mean, honestly, I’m just she’s my partner, like we always say she can be buried with me, like she’s one of the most loyal people I recruited her from. I actually took her into the industry. So, like, she was working two jobs, waiting tables and a local factory. Uh, and then had another side job. And so I identified her of being this, like overachiever. And I actually had lunch with her several times to get her to get into real estate. So I’m sure there’s some sort of, um, you know, loyalty she has with me, because I literally changed it. Helped her. She did it, but I guided her to change the trajectory of her family.