Latest / Mortgage Marketing Radio / The Four Key Areas to Grow Your Business

Transcript

The Four Key Areas to Grow Your Business · Mortgage Marketing Radio

0:00
In today's highly competitive mortgage industry, building profitable relationships with
0:04
the real estate agents is essential for success.
0:06
However, finding effective ways to secure agent relationships can be a challenge.
0:11
With so many mortgage loan originators vying for the attention of real estate agents, it
0:15
can be difficult to stand out and establish meaningful connections.
0:20
Our new case study featuring loan officer Chris Cogill is a must-read.
0:25
Chris has closed a remarkable 36 million in funded loans from agent referrals.
0:31
And in this case study, he shares his proven strategies for building strong relationships
0:34
with real estate agents and leveraging those relationships to drive more business.
0:39
To get your hands on this resource, head over to LOKestudy.com and download your free copy
0:45
of the case study today.
0:47
You'll find actionable insights and practical tips that Chris used to close 36 million
0:52
in funded loans from agent referrals and how you can, too.
0:56
Don't miss out.
0:57
Go check it out right now, visit LOKestudy.com and download your free copy today.
1:03
And I think so many loan officers identify themselves so much as a loan officer that they want
1:07
to be involved in every single part of the transaction.
1:10
Now, I know what a lot of people are saying.
1:12
They're saying, yeah, but that's what I do.
1:14
I'm a loan officer.
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And I'm saying, exactly.
1:16
And there's nothing wrong with that, but understand to be a loan officer, you're making 100%
1:21
of your money on 100% of your time, which means you're going to cap out at about five to
1:27
seven loans a month or there are people that do 20 loans a month with no systems, no processors,
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but ask them what type of a life they have.
1:34
Hey, ladies and gentlemen, Jeff Zimper, your humble host of the mortgage marketing radio
1:38
podcast.
1:39
Hope you are enjoying your day or evening wherever you might be listening to this.
1:46
So listen, we're in a new market.
1:48
You know that.
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I don't have to tell you.
1:50
It's not what happens.
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It's what you do.
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How you're going to respond, right?
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And the market is the market.
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The market does what it does.
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It's going to fluctuate and go up and down.
1:58
The question is, how do you respond?
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How do you prepare for the future?
2:01
And what is your mindset about the current market?
2:05
Let me give you a piece of advice.
2:07
It's easy to fall prey to the sky is falling.
2:10
Chicken a little running around, right?
2:12
Chicken a little attracted a crowd because the sky was falling and created a lot of fear
2:16
and certainty in doubt.
2:18
Be careful of what you buy into the narrative.
2:22
Stand guard at the door of your mind.
2:24
Protect yourself from those influences and messages and people who made detract and
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deter you from moving forward in confidence with a plan.
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And I do underline and stress a plan.
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This market is not about winging it.
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You could wing it for the last two years because the flood was coming at you of business
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and opportunity.
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The tide has gone back out.
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What do you do?
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You need a plan.
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You need to start swimming.
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You need to keep your eye on shore.
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You need to have a target.
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Sometimes you need to ask for help.
2:58
Sometimes you need a better technique, a better process.
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And a stat I read today was about a market forecast from I emergent.
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It's a forecast and origination volume for 2022.
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That origination overall volume will fall to its deepest decline ever, sharply dragged
3:17
down by a refi drop off.
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The latest forecast predicts that overall mortgage volume, overall mortgage volume will
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decline by 35% from last year, a refi origination drop of 63% and a purchase gain of 4%.
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So where's your focus?
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I'm going to assume your focus is at least in large part now back on purchase business
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where it should always be no matter what a healthy balance of purchase.
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Question is, how are you going to attract that purchase business?
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Are you going to get in front of the purchase business that's already happening?
3:48
You've heard me talk about it enough here.
3:49
You've heard the stories of our students that are mortgage marketing program members in
3:53
my ageing classes.
3:54
How would you like to get yourself in front of the right agents in your local area and generate
4:00
referrals on demand?
4:01
You want agent referrals.
4:03
You want an easier way to attract and convert real estate agents to referral partners.
4:07
Your approach may be lacking in its effectiveness.
4:11
Therefore, allow me to invite you to learn more about the my agent classes platform within
4:16
the mortgage marketing pro membership.
4:19
A proven way for you to quickly and easily attract, convert, and build your own database
4:24
of real estate agents that lead to conversations and referrals over time.
4:28
We're talking about a complete turnkey plug and play system for you to become a leader
4:33
in your local community to grow your brand by leading with education, teaching agent classes
4:38
in person or virtually, completely done for you system and platform.
4:42
The PowerPoint is done.
4:43
The speaker notes are done.
4:44
The social media images are done for you to promote and share the invitations on social
4:48
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4:49
The event registration management system, including customized branded landing page for you,
4:53
pre-written email templates and SMS emails, SMS messages, as well as the confirmation
4:59
and reminder series, plus an entire training program and curriculum to help you, whether
5:03
you've taught one class, never taught a class, or you've taught 100 classes, simply follow
5:08
the recipe, the blueprint, and you too can attract referrals on demand, just like our other
5:13
members consistently do, and you hear their testimonials here every single week.
5:16
Want to learn more?
5:17
Go to mortgage marketing.pro to check out the brief video and see if it's a fit for you.
5:22
Now, my special guest for this week, Kai McBride, CEO and head coach of Kai McBride
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Performance Coaching, you know, Kai is somebody who I've been a fan of for a long time since
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I started originating back in 2003, then I saw him come up in the mortgage coach, a loan
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toolbox community, he's clearly in the mortgage coach community as well.
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He was voted among the 40 most influential mortgage professionals under 43 years in
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a row by NMP Magazine, and the guy is just a stud when it comes to understanding people
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process systems, technology and money, and what it takes to create a step-by-step method
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for you to gain efficiencies in your operations, your systems, grow your team, and increase
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production without killing yourself and working mega hours.
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And Kai is definitely one of the most sought after in demand coaches.
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He's got a very unique program and structure put together for helping loan officers succeed
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in any market.
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And so make sure you check out the links in the show notes to go check out Kai McBride.com
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and we have a social links in there for you to follow him as well.
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So I hope you enjoyed this episode and make sure you take notes because it's all about
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how do you develop the right mindset and the right systems process and tech so that you
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can grow and scale your business to whether any market.
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So that said, let's get into this week's show.
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Kai McBride, welcome to the show.
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Hey, good to have me here finally after six months of, no, that doesn't work, that doesn't
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work, that doesn't work.
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Yeah, I think it might even be longer if I look back at my calendar when I originally
7:00
tried to connect for this.
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But obviously we're both busy guys and that's cool.
7:03
Hey, so I always like to give the person, you know, the interviewee here, your own version
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of whose Kai McBride, what does he do?
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So go ahead.
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Right.
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21 years in the industry, 2001, I started off as an originator, was mentored by the
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right people, Tim Raheem, Bill Hillestead, Bill Tesser, 2006, I started speaking, which,
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you know, forget the fame and all that stuff of speaking and I say that, I say that.
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But it was really about giving back to the industry and educating and what that did was
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that sort of shine the light on my skillset, which was coaching.
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And so I was out there helping people on stage and so then I was approached, can you coach
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me?
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Like coaching business, I coach mortgage originators, I started that in 2009.
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And then in 2009, I did that while I was originating 2011 around the end of 2011, I decided
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to just take a breath from my mortgage origination business.
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So I've now been coaching, I have a coaching company of seven coaches for the last 13
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years.
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But I'm not completely detached from the mortgage industry because I do business development,
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which is, you know, basically loan officer branch acquisition and also business development
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training, business development management for division of celebrity home loans.
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So I don't troubleshoot loans anymore, but I work with the 13 branches that I've brought
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on and I manage and I help them with business development, I help them develop their business,
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recruiting, anything growth related, that's me, anything ops and funding related, that's
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somebody else.
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But yeah, it does keep me in the mix of knowing what products are still working, knowing what
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pricing is, knowing the technology that's coming in now.
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I just don't do loans anymore per se.
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In some ways, I stopped doing loans in 2004, even though I started 2001, because once
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I built a team in my origination business, they were really the loan experts, my processor,
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my junior law officer, all the way, we call them something different back then, we call
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them transaction coordinators and loan partners, but I've always been in a business building
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function, and now I just do that on a coaching level or I do that on a divisional management
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level.
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I build businesses, I build my business, I build other people's businesses that build branches,
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and then the other functions of loans, you can delegate that out.
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Yeah, exactly, that's like making widgets or whatever, right?
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That's a very interesting conversation to open up, by the way, thanks for sharing all
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that.
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And for those, I mean, first of all, you glossed over it, I'm sure I talked about it in
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the intro, but your best year, no slouch, 223 units, that's a hell of a lot of volume.
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And back then, hey, that was before social media and all that stuff, right?
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Remember those days?
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It seems hard to even remember those, but similar to you came up through 2003 to 2010 was
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kind of like my run.
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It was hard to be popular back then, you can bring popularity today for YouTube, but we
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had to do it really the old fashioned way of speaking and events and throw up a couple
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hundred units or more a year, it was a lot of energy, it was a lot of work to get that
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audience.
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It's funny how you say that though, it was harder to quote, be famous, but you're right,
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it is easier to use that phrase, be famous today to become known, to create awareness.
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However, I'm sure you see this, but a lot of loan officers still don't take that opportunity.
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So let's get into the coaching here.
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So for those listening, right, it's now Kai switching his coaching hat is like, all right,
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I wanted to ask you a couple of questions, but that transition right there, what do you
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see as the most common resistance roadblock or, you know what I mean?
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And how might you help people break through that with, oh, I think it really starts with
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how you see yourself, do you yourself as a loan officer or do you see yourself as a
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business owner, a business leader, right?
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So my favorite business book of all time, if you've never read it, everybody that's listening
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is the emeth revisited by Michael Gerber, it talks about a baker who one day says, I'm
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going to open up a bakery.
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So she opens up a bakery, she basically realizes that she's either trying to get customers
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or she's baking all the time.
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And that's not really a business, she's just self-employed.
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And so if you identify as a loan officer and that's, and listen, there's nothing wrong
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with that.
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I'm not saying that, right?
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But if you've ever had aspirations of huge growth or heck, envy a huge growth, the people
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that do 20 units a month and some of them do it barely working 30 hours a week and they
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build teams and they build branches, you have to make that shift to being a business
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owner.
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So it wasn't until the baker said, well, the only way to get myself out of the kitchen
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is I'm not the baker anymore.
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So she created recipes for people to follow.
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And I think so many loan officers identify themselves so much as a loan officer that they
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want to be involved in every single part of the transaction.
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Now I know what a lot of people are saying, they're saying, yeah, but that's what I do.
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I'm a loan officer.
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And I'm saying, exactly.
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And there's nothing wrong with that.
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You'll understand to be a loan officer.
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You're making 100% of your money on 100% of your time, which means you're going to cap
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out at about five to seven loans a month or there are people that do 20 loans a month
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with no systems, no processors, but ask them what type of a life they have.
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They're working 70, 80 hours a week, 12 hours a day, 14 hours late today because it's
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just you.
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And the biggest difference between a business owner and a loan officer is a loan officer
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uses time to make money while a business owner uses arbitrage.
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So they use other resources.
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They leverage processes, technology, people, and money to make money.
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They utilize those things because, you know, here's the analogy that one of my mentors
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said is, Jeff, if if I had a $20 bill and I said, I'm going to sell this to you for $10.
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How many would you buy?
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Right.
13:45
Yeah.
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Thousands as many as you can, right?
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So if I look at an L.O.A. and what the cost of an L.O.A. is, let's say an L.O.A. is $4,000
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a month, but that L.O.A. helps me get three more loans, which is $12,000 a month.
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I have arbitrage and I just leveraged $4,000 to make $12,000 and I've profited on $8,000.
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That's what the baker figured out.
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I can hire the baker and I can bring in business and now I'm just going to make the net profit
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on my resources.
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And so the good loan officers that have pushed past boundaries have learned to leverage resources
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to either make themselves more efficient at the time, to leverage people so that they're
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using a cheaper resource than themselves or they're using lead lives and technology to
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automate.
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And that's how you break through barriers.
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I would say every time a loan officer breaks through a barrier, a volume barrier or
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unit barrier is because they implemented a process, a technology, or they hired somebody.
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And of course, money is one of those leveraging points because some of those things cost
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money.
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I love that.
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So it's also one of my favorite phrases is people process technology.
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You added money to it.
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So I just added that on as a nice book end.
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Sometimes I mean, you know, because things cost money and you have to bounce the money
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or sometimes things are just kind of out of the box.
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You just have to invest in it and that's how it is.
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I mean, you know, somebody asked me just today, they said, is it worth it if a realtor asks
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you to pay for their lead marketing?
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And I said, well, I mean, let's look at it this way.
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First of all, if that's their only source of business, no.
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But if they have organic business, this is the map on it.
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Let's say that they give you two clothes loans a month on organic business and you're
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going to make $4,000 a week.
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So you're going to make $8,000.
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And then they say, well, to sustain this relationship, I want you to contribute $1,500 toward
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my marketing.
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If it makes them happy, and I'm going to contribute $1,500, but I'm still netting $6,000.
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Well, netting $6,500, netting $6,500 is better than them leaving.
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And then you're back netting at zero.
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And you're just kind of throwing money into leverage for relationship, right?
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But I'm not necessarily putting any extra time.
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So yeah, sometimes money and resources itself, but obviously money helps establish the other
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resources.
16:07
Well, that's a very interesting point of discussion, though, because as you well know,
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that's a much heated debate in the various groups online and so forth about, I'm never
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paying for, you know what I mean, all that kind of, we hear that back and forth.
16:19
But I love the fact that you, again, this goes back to identity and mindset.
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Take out the whole drama, it's an ideology, the drama that is associated with, oh, paying
16:29
for realtor leads.
16:30
And let's back to your Baker example, right?
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Well, what if you could pay another business down the street that if you paid them that
16:37
money, they could refer all those, it's the same concept, right?
16:40
You're paying for leads no matter what, because you're either paying, you're paying it in
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time or money.
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I mean, even for me to go on lunch appointments, even if lunch was free, I'm still putting
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my time.
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So there's a concept that everybody has to calculate is, what is your hourly rate?
16:55
Okay.
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So assuming you work 40 hours a week, if you make $200,000 a year, your hourly rate is $100.
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And so every realtor appointment you do, if it's a two hour lunch, that costs you $200.
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So it's plus the cost of lunch that may cost you $250 just for one realtor appointment.
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And if you say, well, I'm going to go on 10 realtor appointments to finally get that one
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realtor to get that one lead, well, that was $2,500.
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And so some people would say, well, I'd rather take my $2,500 and apply it toward a marketing
17:28
campaign, a Facebook ad, or somebody's lead generation campaign.
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It's going to come out somewhere or another.
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And people just don't just don't see it that way.
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So what we're trying to do is we're trying to maximize our hourly rate or increase our
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hourly rate by doing things that are more highly leveraged in less than that.
17:47
Yeah, which is, of course, why I'm a big advocate, as you may or may not know about classes,
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right?
17:53
It's a leveraged way to reach out to realtors and attract them, you know, top of the
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funnel, large group, and sift and sorting.
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It's a system and technology, just like you talked about.
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One of the things that I learned from my coach, I get coached as well too, is in order
18:08
to multiply, you have to simplify, because if you don't simplify, how do you multiply
18:14
something that's really, really complex?
18:17
So let's take the baker example, in order for her to multiply how much she can bake, she
18:20
had to simplify by creating a recipe.
18:23
So if you want to do more business, it starts at the ground level where you have to create
18:27
a loan process checklist so that you're doing, so you're going through a checklist
18:30
and you're doing, so think about a loan process checklist.
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No different than a recipe when you cook or a grocery list.
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Imagine going to the grocery store without a grocery list.
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So imagine how many loan officers are doing loans without a loan checklist.
18:45
So you simplify in order to do more, or you simplify, you say, well, now I want to present
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to 10,000 people, I mean, 10 people instead of one person, well, when you first do it,
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it's a little bit of work, because you got 10 people and you're kind of joking all
19:03
this stuff.
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So the way you simplify is you create templates, you create PowerPoint presentations,
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you create scripts, simplifying always helps the multiplying.
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You can multiply without simplifying, but then it creates complexity.
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And so anytime you take, you know, so a lot of people they want to hire somebody to
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multiply.
19:23
Right.
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But when you first hire somebody that actually adds a level of complexity, because you
19:27
know, you have like two cooks in the kitchen, you know, but then you have to simplify
19:30
that by saying, okay, well, I'm going to give you your set of instructions and we're
19:34
going to give you a daily task list or a weekly task list, because the more you can simplify
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their lives, so they don't think you're simplifying your process.
19:42
And that allows multiplication to continue to grow.
19:46
And it's just always being in that framework or even how many times you have to, so how
19:53
many times has a loan officer had to have the same conversation about how impounds work
19:59
and have the tax period of impounds work?
20:00
So you know, you simplify that is you create a one page PDF where one page slide.
20:07
So now instead of talking about it for 10 minutes, you just point and go here and you
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just kind of bullet it.
20:13
But the reason why that simplification is now a multiplication tool is now you can post
20:17
that on a website.
20:18
And now you can say, hey, just go to my link and I'll read this.
20:23
And then they start sharing that for you because they start telling their friends and they
20:27
start to share that document.
20:28
And then you can take that link and you can post them a TikTok on Facebook on IG.
20:32
And so that one thing now gets exposed to thousands of resources because you simplify
20:35
what was in your head into a document.
20:38
Hmm.
20:39
And those are all growth principles leveraging growth principles.
20:42
Yeah.
20:43
You have a core for focus.
20:44
Do you want to touch on that briefly?
20:45
And then I'm going to shift into current market shift as well.
20:48
Oh, man, you're going to do my core for focus from my website.
20:51
I'm going to put you on a spot right now.
20:53
Hey, hey, got a second.
20:57
I have so many things up my head.
20:59
I got my core for focus.
21:00
Oh, yeah.
21:01
We're already talking about like three of them, systems, team technology, production.
21:06
What do you mean by production?
21:07
Is this talking about growth like we talked about?
21:10
Yeah.
21:11
So systems, team technology, of course, my core for focus.
21:14
So, well, production is so, so when I'm helping somebody coach, we focus on four things.
21:21
The first one that people think of is, is, is production.
21:24
How do I help you create more business, more referral partners, more more being more
21:27
sales?
21:28
Yeah.
21:29
But again, that you, you eventually hit a wall.
21:35
Yes.
21:36
You hit limitations.
21:37
And that's not scalable.
21:38
So in itself, that's the foundation is production.
21:42
Do you know how to create a relationship?
21:44
Do you know how to have a conversation?
21:46
Do you know how to close a sale?
21:48
Do you know how to do alone?
21:50
The other three cores are the other three points of leverage that I'm talking about.
21:55
Well, now we create systems and processes.
21:57
That makes things more efficient so you can do more of it faster but also more consistently.
22:03
We use technology to automate a lot of that stuff.
22:07
And then finally, the fourth core is people so that you can delegate more cerebral actions
22:14
that can't be, that can't be automated.
22:16
Well, it sounds like we, you know, you took me through the core four basically.
22:20
So yeah, I apologize to throw that curve ball at you, but let's transition that into,
22:26
are you hearing the issues, needs, pain points from your current clients, you know,
22:33
the shift that's happening in the market, right?
22:35
And of course, you were around in 2008, like I was.
22:38
So we've lived through that.
22:40
But what's, what's surfacing now?
22:42
Like what do you think if somebody came to you as like, you know, are you seeing panic
22:45
and then what's your prescription?
22:47
Oh, yeah.
22:48
I mean, there's, yeah, there's panic on the street, but what's interesting is that if you've
22:52
been in the industry for a while, we know that, we know that these things are cyclical.
22:57
Like this is the 2022 panic.
22:59
I can't wait for the 2026 panic because there's going to be one, you know what I mean?
23:03
And there's going to be the 2030 panic and the 25 panic, there's going to be a panic.
23:07
And there's going to be like the, probably the 2025, 2024, 2025 feasts, right, we're just
23:15
going to do so many more loans than we ever thought we were going to do.
23:19
So the main thing is like, if this is, if this is kind of the market, you have to build
23:24
a business, which is like irregardless with the market, like the market's always going
23:27
to go like this, but can you create a business that goes like this, right?
23:31
And so one of the things if you really want to avoid panic is you really have to ask yourself
23:37
what is your long term goals and, and what are you trying to do?
23:42
So like I said, if you're a long term goal, it's the build a business.
23:46
If your long term goal is to create a brand, if your long term goal is to, is to take
23:52
market share, if your long term goal is to be technologically innovative, you're doing
23:58
things which are above the market.
24:02
And I think one of the reasons why people, and also if one of your long term goals is
24:06
to do 25 loans a month, you know, 25 loans a month, listen, I have a client right now
24:10
that did 37 loans last month.
24:12
What market?
24:13
What market?
24:14
I mean, like this is this and she's just, she's just going like that.
24:17
And I think one of the reasons why, why the market bothers people is they don't have that
24:22
long term plan.
24:24
And some people, they, they don't think big enough or they can't think big enough or some
24:30
people just say, I don't need to think big enough, I would be happy.
24:33
The problem with saying I would be happy just doing eight loans a month is, um, it's
24:43
kind of like small enough where there's going to be those markets where you might do two
24:47
loans a month.
24:48
You know, I'm saying like, like, if you want to do eight loans a month, realize that that's
24:53
your average.
24:54
So you kind of have to know how to do 15 loans a month, because then there's going to be
24:58
those here.
24:59
So she's going to be five loans.
25:00
Right?
25:01
Does that make sense?
25:02
And so to do a 15 loan a month business is a much different place.
25:06
So whatever average you think about, you have to like overshoot your average to, you know,
25:09
just count for the small times.
25:11
Um, but when you build things that are bigger than that, you're not really thinking about
25:16
the market.
25:17
So think about it like working out, you know, if you're constantly looking at your weight
25:22
and you're being reactive to your weight and you're, you're getting out of shape and
25:27
then one day you say, Oh, I'm going to go to a wedding.
25:29
So I'm going to work out, okay?
25:31
Um, or I went on a binge and I, and I gained all this weight.
25:34
Well, you're constantly reacting to just your schedule.
25:36
But if you said, you know, I have bigger goals, I want to be in shape.
25:41
I want to be healthy.
25:42
I want to look like, um, what is the name Tony Horton or whatever it is from.
25:46
Yeah.
25:47
Yeah.
25:48
You know, so beach body.
25:49
So beach body guy.
25:50
So, so, so you're on a trajectory, which is above the normal person, right?
25:56
And that's, that's really what I encourage people is to like create a trajectory and a goal
26:01
above the normal person.
26:02
Otherwise, and here's the key word.
26:05
You're just going to be average and you know, average is the market.
26:08
You're just going to be average.
26:09
So you have to create something that is above that.
26:12
Um, so, so if you create something above that, you're always striving for that.
26:18
And so of course, let's just say that you, you ever met a fitness freak and he's totally
26:22
in shape, but he benches, you know, he'll go on that Vegas trip and he'll binge and he'll
26:27
gain five pounds and get a shape and then he's like, well, but what do you say says, but
26:32
he didn't really affect my overall fitness, they kind of set me back for a week or two,
26:39
or maybe it's set him back for a month, but he kind of gets right back on that long term
26:43
goal.
26:44
Yeah.
26:45
But when you don't have a long term goal, every setback is like a major setback.
26:48
So, so that's the first thing is, is to like, it's not about recovering.
26:52
I know some people were doing eight loans a month and they're down to like one loan a
26:55
month, two loans a month.
26:56
I'm thinking, how do I recover to eight?
26:58
It's like, you want to recover to eight, create a plan to get you to 15, is that makes
27:02
sense?
27:03
Because that's more long term.
27:04
It's bigger than that.
27:07
And not only that, but when you're in that sort of four to seven range, you identify
27:14
as a loan officer.
27:16
And as a loan officer, you're pretty much subjected to sales.
27:19
Right.
27:20
Sales is subjected to the market.
27:22
Yeah, that's a very good lesson in there.
27:24
There are a couple of things you're saying.
27:26
More units is more margin of, you know, fluctuation, capacity in the market.
27:32
Like for instance, I was just reading this post this morning by Chuck Cowan, you obviously
27:36
know who he is.
27:37
I'm sure on Facebook.
27:38
And he shared this post that overall volume is down 35% these are the projections.
27:43
Refi drop of 63%.
27:45
So you and I both know a very heavy refi originators.
27:50
And if you were all refi, you're doing eight units a month or even 10 or 12 because
27:53
of the refi boom.
27:54
Did you see 35% overall volume?
27:57
Yeah.
27:58
Okay.
27:59
So let's look at this from a mathematical point of view.
28:02
If overall volume was 35%, that's really nothing.
28:05
You can think about it.
28:06
Okay.
28:07
But what's really happening?
28:08
Okay.
28:09
So if somebody is doing 10 units a month and if overall volume is down 35%, that means
28:15
that that person is dropping to six, seven loans a month.
28:18
That person should not really be panicking per se.
28:22
See what I'm saying?
28:23
If somebody does five loans a month, then they're going to go down to four loans a month.
28:27
That's actually not panic.
28:29
But here's what's really happening.
28:31
Somebody doing 10 loans a month, all of a sudden is now doing four loans a month.
28:34
Somebody doing five loans a month is now doing one to two months.
28:38
From an individual point of view, a lot of people are dropping 65% okay, but how does
28:47
the math work though?
28:48
If most people that we know, their volume has actually dropped 50 to 75%, why is it that
28:56
the overall market is only down 35% because there's an offsetting mathematical factor.
29:04
The top producers, the top one percent, the top five percent, they're sustaining 100%.
29:12
There's a sustaining 90%.
29:14
Some of them are even growing.
29:16
I know originators that are growing.
29:17
They're at 120%.
29:18
So somebody's taking the off-step, you see them saying, it's not like everybody's down
29:21
35% equally.
29:22
Right, right.
29:23
And so which side of the fence do you want to be on because trust me, when people are
29:28
dropping more than the average of the market, people are dropping more than that 35%, they're
29:32
dropping 50%, 70%.
29:33
That's because somebody else is growing.
29:36
Why are they growing?
29:37
They're growing because they had a bigger plan than the market.
29:42
The market just happens to be in the way.
29:44
You know what the market is?
29:45
The market is, I'm going to Vegas, I'm going to a mortgage event, I'm going to go camping.
29:52
So the market is forcing me to not eat, healthy, and not go to the gym.
29:55
But my bigger plan is to be this fitness person so you hit these mumps, but you still get
29:59
back on the wagon, right?
30:01
Right.
30:02
Well, when you talked about with the fitness examples and stuff like that, it goes back
30:05
to kind of what we opened up earlier with about being on the versus now low, which is
30:09
all about identity, you know, it's identity.
30:12
That's what it is.
30:13
You see yourself, who do you identify as a loan officer, salesperson, or a business
30:17
owner?
30:18
And therefore your habits and your core four are going to show up like that, right?
30:21
Well, not only that, but one of the things that I was I was challenged on is that, you
30:26
know, at first I thought it was really cliche, like think bigger, think bigger, think bigger.
30:31
But think bigger, I'm going to tell you why it works because it forces you to do something
30:37
in a different way.
30:39
So if I take the average originator, his four loans a month, which probably isn't any
30:44
matter, the average might be less, but let's just say it's four loans a month.
30:46
And I said, what is it going to take for you to do eight loans a month?
30:52
That person is more or less going to have an answer.
30:55
Okay.
30:56
Okay.
30:57
A little bit more work.
30:58
A little bit more strategy.
30:59
Okay.
31:00
But if I looked at a four unit originator and I said, was it going to take for you to do
31:04
25 loans a month?
31:05
Yeah.
31:06
Big gap.
31:07
Much different because your marketing plan has to be clear.
31:12
Your target market has to be clear.
31:14
Target market has has has a lot of clarity and has to be very precise, but not that, but
31:17
like before you in a month physically couldn't close that many loans because they don't
31:22
have a team.
31:23
Right.
31:24
They have a process.
31:25
So now you have to think about, oh, I need to hire.
31:29
I need to build.
31:30
I need to CRM.
31:32
I need to be a trainer.
31:33
I need to be a leader.
31:35
Okay.
31:36
I might even need to go to a different company.
31:38
I need to invest.
31:41
And those are not things that you do overnight.
31:44
That's long term planning that you lay out a one to three, one to five year plan.
31:49
And every day instead of waking up every day and saying, where's my next loan coming
31:54
from?
31:55
My next loan coming from you're asking to yourself, how do I build one more piece of
32:00
that big blueprint?
32:01
How do I, how do I now build the CRM piece?
32:03
How do I now find my first L away?
32:05
How do I now put that automation piece in and business becomes a lot more fun that way
32:12
as well, too?
32:13
I mean, even even in my coaching business, you know, when I started coaching, I was a
32:16
one man show, one on one coaching with like 20 clients.
32:21
Now I have a hundred clients with seven coaches and I don't, I don't do a lot of the coaching
32:26
as much as my coaches do, but we have like, you know, three levels of programs.
32:31
We have workshops.
32:32
We have this and this and that.
32:34
But that's a lot different than if you would have looked at me four years ago and said,
32:38
Hey, you're one coach with 25 clients, how do you get to 100 clients?
32:44
I'm thinking, I'm not going to work.
32:45
I was probably working, you know, my good 40 hours, I'm like, I'm not going to work 160
32:50
hours a week.
32:51
I had to do it a different way, but if you said, well, how do you get from 20 clients to
32:54
30 clients?
32:55
But I'll just get to more clients.
32:58
So my next goal is, how do I get to 250 clients?
33:01
I can't get to 250 clients and ask my coaches, it's just worth double time.
33:05
My coaches, more programs, which generally means greater attrition, so now how do I fight
33:10
attrition?
33:11
How do I, how do I create more automation?
33:14
I need to build up my administrative team.
33:16
And so that's how we challenge ourselves.
33:18
I mean, I think the bar for most people, I think the bar should be, if anybody who's
33:22
listening is ambitious, it should be 15 units.
33:25
That's your starting bar, 15 units a month.
33:27
Why do you think that's the number?
33:29
Because that's the first number that's a game changer.
33:32
It's even 10 units a month.
33:34
You can kind of grind your way to 10 units a month with one assistant, just work really
33:38
hard.
33:39
That is true.
33:40
If 15 units a month, you're starting to push the wife wants to divorce you, you know what
33:44
I'm saying?
33:45
No, seriously, you can get away with 10 units a month and just have like a long, hard
33:48
day.
33:49
Right.
33:50
You send them shopping and they're fine.
33:51
And it goes both ways to, if you're the female, you just, you know, you buy your husband
33:57
a boat or whatever that is, right?
33:59
But what I'm saying is, but at 15 units, you physically couldn't do it in, like everybody
34:05
listening right now, everybody watching right now, if you did 15 units at your systems,
34:10
it would break you.
34:11
It would break you.
34:12
A lot of you can get away with 10, but not 15, it would break you.
34:17
What, what, not, when do you think it makes sense for them to consider hiring an assistant?
34:22
The general rule of thumb, if you want to have a life, it's one person that works with
34:26
you for every five loans closed.
34:28
So automatically right off the bat, it's you in a processor.
34:33
Whether the processor works for you or not, it's you in the processor.
34:36
You in a processor can do five loans a month comfortably.
34:39
Now I know some people can say, oh, with me in one processor, I can do 10, 15 loans a
34:43
month.
34:44
Yeah, but again, remember how many hours you working, do you have to work on weekends?
34:48
Do you have to do pre-approvals on the, you know, while you're on vacation, okay?
34:52
So once you hit about that seventh loan, that's when you should hire, for example, your
34:57
L away.
34:58
Now your L away will allow you to burst to 10, 12 loans a month, right?
35:02
And then to burst from 12 to 15 loans a month, you may want to look at a marketing assistant
35:09
or a junior loan officer.
35:10
So a junior loan officer should be licensed who then takes loans for you so that you're
35:15
not doing all the 10 or three work and talking to the clients that way you can focus on
35:19
the realtor.
35:20
So if you had a processor in L away and a junior processor, you're good at 15 loans with
35:24
a good life and you can burst up to 20 loans working a little harder sometimes.
35:28
Okay.
35:29
Is there any specific hiring process?
35:32
I know some people use the disk to get, you know, to identify the right candidates.
35:36
Any recommendations around that?
35:38
Yeah.
35:39
So when it comes to hiring, first of all, there's to keep it simple, yes, there is disk,
35:44
right?
35:46
So the D side on the far the side, the D in the eye side, that's like the extroverted
35:51
people person side and on the left side, which is S and C, that's the detail, methodical
35:56
and steady side.
35:57
Okay.
35:58
Here's the mistake that people make in the mortgage industry, you want to hire everybody
36:02
on the right side.
36:04
Detail, right?
36:05
They do this.
36:06
Okay.
36:07
Or for the role of processor support assistant, all that.
36:09
Honestly, for the role of anything on your team, except you.
36:12
Right.
36:13
You're doing your loan officer, anybody on the team, except you need to be on the right
36:19
side.
36:20
Okay.
36:21
When you hire people on the left side, they may be good.
36:25
They may be outgoing.
36:26
They may be kind of salesy, but what you're going to find is because they lack a lot of
36:30
that detail, even the babysitting them too much.
36:33
Right.
36:34
There's not a lot of delegation.
36:35
You know, it's interesting.
36:36
I don't know if you've seen this, but I've looked at a fair number of disk profiles.
36:38
There's a lot of LOs that are high on the other side, the S and the C.
36:42
And you know what?
36:43
A lot of them struggle creating their own business, create your own business, the marketing
36:48
and the business development.
36:50
You want to be on the left side.
36:51
So a lot of times, that's how, I mean, it sucks for me to say this, but I say, you want
36:55
to hire team members.
36:56
Just hire that failed loan officer that can't do more than two, three loans themselves and
36:59
just get them on your team and together.
37:01
Other loves.
37:02
Yeah.
37:03
But loves figuring out a loan or problem.
37:04
Oh, yeah.
37:05
Right.
37:06
Yeah.
37:07
So the thing too is that to attract that number one, you should just test everybody.
37:11
Yeah.
37:12
Just to filter that, but sometimes, you know, you notice you tend to attract more than
37:16
others.
37:17
It's because the way people write ads, like don't write this, looking for an organized
37:23
detail person who's outgoing is good on the phone and is ambitious.
37:28
It's like, dude, that's a unicorn.
37:29
You want like, you know, I put all the boring stuff.
37:34
I say, organized can manage a pipeline, detail oriented auditing skills.
37:40
Don't say anything about people skills and in no life, but people skills, you're going
37:45
to interview that, right?
37:47
But you want to attract like good with numbers, all the stuff that you hate, that's how you
37:52
want to write.
37:53
That's how you want to write it.
37:54
You know, because here's a problem with job listings as soon as you say, good with people,
38:01
the people that are good with people because that's their strength that they think they're
38:05
good with detail and they're not, they apply for that job, right?
38:09
So you want to be, you want to be on this side, here's another thing too, and you know,
38:13
if we want to kind of transition into training and leadership.
38:16
So a lot of people will hire people and it can become an absolute disaster because I don't
38:23
know what happened.
38:24
I mean, you know, they shouted me for two months and now they still don't know what they're
38:28
doing.
38:29
You know, they make all these mistakes.
38:31
Well, first of all, that'd be like saying, all right, I have two daughters.
38:37
All right, daughter, that's going to learn how to drive.
38:40
Just like sit in the car and shadow me for a while and then I'm going to kind of give
38:44
you your car unless you drive.
38:47
So we don't do that.
38:49
We teach our kids how to drive in controlled environments.
38:53
Let's start in the parking lot, you know, and then we move to city streets, then we send
38:58
into formal training and then they can only drive from home to school, then they can
39:04
eventually go to other places, no freeways, well, unless you have an experience, because
39:11
then that's a busy who's 27 years old and that knows how to drive, if you're hiring somebody
39:16
that doesn't have that skill, you have to put them in controlled environments.
39:20
So first, we're only going to collect documents, then we're only going to do conventional refinances
39:27
only, then we'll move to conventional purchases, then we'll move to possibly jumbo purchases,
39:33
then we'll move to VA, because you always want to create an environment where your employees
39:37
can't fail, and I think leaders and managers too much put employees in environments setting
39:45
themselves up for failure.
39:48
And that's, and because they don't want to take the responsibility of that, and just
39:52
again, you would never do that to your kids.
39:55
Right, that's a good parallel to, would you do this to your kids, what you're trying to
39:59
do to this person right now?
40:01
Oh, yeah.
40:02
It's kind of back to not keep plugging this, but it's a nice fit.
40:07
Your four core, right, systems, like you said earlier, people process technology.
40:12
I'm sure you're also a big believer in that, if you're going to be hiring somebody, you've
40:15
got to have that documented, not in your head, documented process.
40:19
Well, let's think about it this way, you know, Jeff, do you cook at all?
40:24
A mediocre, yes.
40:25
Yeah, okay.
40:26
Probably means a reverse example.
40:28
So who in your family is like a really good cook?
40:30
Or Dash is the best cook.
40:31
Oh, or Dash is the best cook.
40:32
Let's just, let's just get an answer, Graham or something.
40:35
I'm sorry.
40:36
Yes.
40:37
Yes.
40:38
Here's how you don't learn how to cook, just, just watch me and follow me and take notes.
40:42
I'm just going to look at Graham.
40:43
I'll go, can you just write the recipe?
40:45
Right.
40:46
Then I can, like, do it exactly, you know, like, take the time to write down the exact
40:51
process for people, exactly how you want it, and you know, I hear this a lot too.
40:56
I don't trust my team, nobody does it better than me.
40:59
I'm going to tell you right now, if that's your attitude being a parent, you're not a very
41:02
good parent.
41:03
I'm sorry to say, right?
41:04
Because you're just saying, well, nobody's going to do it as, but, and you know, there
41:07
are some parents that I know that are kind of helicopter parents, and all they do is
41:09
they just end up picking the pieces like, you have to set people up for success, you have
41:13
to give them the training tools.
41:14
And so what was the example that I'd give you first controlled environments?
41:17
Well, what did I also say?
41:18
I sent my daughter to drivers training, send them to some formal training.
41:23
There are plenty of loan officer, L.O.A. training schools, send them a coaching, teach them
41:28
from ways.
41:29
It's constant, continuing education that will get them to a point that's going to be better
41:36
than you.
41:37
There's also a four core in training too.
41:40
There's qualification, guidelines, company processes, and then team processes.
41:48
So the first two are qualification and guidelines.
41:51
So qualification means, do you know how to calculate a pay stub?
41:57
Do you know how to calculate a W2 bonus income?
42:00
Do you know how to calculate DTI?
42:03
Do you know how to find a middle credit score?
42:05
In other words, those are things that you calculate regardless of the program, you see
42:10
I'm saying?
42:11
Like, I'm just trying to calculate a DTI.
42:13
It doesn't matter what the DTI comes out to be, whether it's 80% or 33%, I'm just,
42:18
do I know how to calculate DTI?
42:19
Do I know how to calculate resource?
42:21
That's a qualification thing.
42:23
Guidelines is a completely separate thing.
42:24
Guidelines is memorization.
42:26
What's a conventional guideline?
42:27
What's an FHA guideline?
42:28
What's a VA guideline?
42:29
What's a jumbo guideline?
42:30
What's a self-employed guideline, okay?
42:32
Don't mix those up and don't put them together.
42:35
That's why I say, when I start people out, I'm going to stick with one single guideline
42:40
and go conventional only and make sure they know how to qualify in general and then fit
42:46
into conventional only and then they can start learning different guidelines.
42:50
But here's the thing, you may know guidelines, but if you suck at qualification, then you're
42:54
going to fail at everything.
42:55
So you have to know qualification.
42:58
But then once you know qualifications, start with one guideline at a time.
43:02
So those two cores are separate.
43:04
Same with company processes versus individual processes.
43:07
When you hire somebody, there's a company process.
43:09
This is how the company wants submission.
43:11
This is the process for talking to underwriters or talking to the closers.
43:17
But then you have your team processes that you have to establish.
43:22
This is what happens when a lead comes in.
43:23
This is how many days it's going to take me to follow up.
43:25
So when you're training somebody, you have to separate the four just like when I sat
43:31
and I trained my daughter had a drive, it's, this is how we make left hand turns.
43:35
This is how we make right hand turns.
43:37
This is accelerating, decelerating.
43:39
This is city streets.
43:40
This is freeways.
43:41
It's not just shadow me and you'll figure it all out.
43:46
It reminds me of the progression through martial arts, the different belt systems levels
43:51
that they have.
43:52
Move from white to et cetera without first kind of quote mastering those base level skills
43:56
and then you can move up and there.
43:58
Yeah, exactly.
43:59
Imagine going into black belt.
44:00
I mean, I've done martial arts.
44:01
Imagine going to black belt.
44:02
That shadow me and you'll figure it out.
44:04
You're asking.
44:05
Get your ass kicked.
44:06
Yeah.
44:07
Let's go get my husband.
44:08
All right.
44:09
With the last few minutes we have, what are the buckets of business?
44:13
I jotted this down that you tend to always recommend.
44:17
I know it varies a little bit, but are there any like go-tos?
44:19
You know what I mean?
44:20
From your box, what are the buckets of business people should definitely be deploying?
44:25
Well, so this is what I recommend just in terms of how to build your business too.
44:32
There's three areas that you want to focus on when it's building your business.
44:36
You want a business that's self-managed, self-sustainable, and then self-growing.
44:41
So self-managed is creating the good processes, the technology, and the team that is efficient
44:51
in just running leads, running leads the pre-approval to live loans to close, just in a way that
44:57
you can delegate it, you can automate it, you can systemize it so that you're not always
45:02
babysitting and all that stuff, all the anxiety.
45:06
The self-sustaining part is really every business you need to establish a database, and you
45:12
need to be database-oriented, okay?
45:14
Here's why there's database math.
45:16
The average consumer gets a new mortgage loan every five years conservatively, every five
45:23
years, they're either going to refinance or they're going to move, that's a pretty conservative
45:27
number.
45:28
What that means is that if I have a database of 1,000 people, I don't mean close loans,
45:33
I mean, just 1,000 homeowners or to be homeowners, 200 of them will get a new loan this year,
45:43
200 next year, 200 of the year after 200 year until you get to the fifth year.
45:47
So if you wanted, now what if you knew 200 people in your database are going to get along
45:52
this year, you have to do everything you can, put yourself in front of them, put yourself
45:56
in front of them, they can convince you to do business with you.
45:58
If you can convince 50% of them to do business with you, that is a 10% pull-through rate, but
46:05
of 100%, 20% will get a loan if you can get half that, you have a 10% pull-through rate.
46:12
So here's the formula, if you want to do 100 loans a year, your goal is just two things,
46:20
build a database to 1,000 people and constantly nurture that database.
46:24
You want to get to 200 loans a year, build a database to 2,000 people, nurture every single
46:30
person, if you get a 10% pull-through, you get 200 loans a year.
46:35
The average person also gets on average seven mortgage loans in their lifetime, how often
46:40
has somebody lost the loan to their competitor and they're like, oh, screw them, I never want
46:44
to talk to them again because you got offended.
46:46
Maybe they were nice about it, I'm so sorry, you went someplace else and you're like,
46:50
yeah, that ass, hold on, I have a bear he because I put so much, dude, just relax at the
46:55
next refi boom, hit that person up again because you know why their lender may have done
46:59
a crappy job, their lender may have disappeared, their lender is not going to remember it.
47:02
So seven loans, if I get three out of the seven, I'm good.
47:06
Just nurture that database forever.
47:08
So having that database mindset, there's only two functions, you're growing, you're nurturing,
47:15
if you grow and nurture, you get 10%.
47:17
The third function is what I call the self-growing database or the self-growing part of the business.
47:22
Every person, like we sit here and we stand on these high horses and these stools and
47:27
they say, oh, I give great service, I give great service.
47:30
So, okay, well, how many loans did you last year?
47:31
So somebody did, I did 100 loans last year, okay, out of those 100 people that you close,
47:35
how many of those 100 gave you a referral, like they gave you a referral, not the average
47:40
answer is, what do you think, out of 100 people, what is average?
47:44
10 or less.
47:45
15ish, maybe 15ish, maybe 20, you're seeing their touting great service, but your own people
47:54
that you put through great service didn't refer you to business.
47:57
You should get at least 50%, I mean, one of my coaches that coaches for me, she has a
48:02
70% referral rate.
48:04
So if she close 100 loans, she's going to get 70, she's going to get a referral from
48:09
7B of the people, okay, and you know, the number one reason why we don't get referrals.
48:16
Yes, you take it, they'll go ahead.
48:18
We don't ask, right?
48:20
Yeah, I'm going to say, I bet that person who gets 70 out of 100 has a very specific process.
48:26
A very specific process to ask consistently with the right script, right?
48:30
Yeah.
48:31
Secondly, what about all the listing agents that happened, okay, so let's just say out
48:36
of the 100 loans, maybe only 50 of them were purchases, well, there are 50 listing
48:40
agents.
48:41
I always ask people, how many of the listing agents now also gave you business?
48:46
Average answer, two, two, at least 10, one out of five, somebody asked me again, how do
48:53
I meet realtors?
48:54
I'm like, you can't even close the realtors that were in the transaction.
48:59
So there's, but there's a process.
49:00
Yeah, but those are listing agents, Kai, they don't have the business.
49:05
They all have business.
49:06
They don't have the buy, you've heard the excuses, right?
49:09
They have buyers agents, they get buy sides, or sometimes they're just connectors to meet
49:13
their friends.
49:14
Listing agents have buyer agent friends, you know, but we need to, but they also have buyer
49:19
leads that they're feeding to their team.
49:22
They got buyer leads because who's visiting listings, buyers.
49:25
Exactly.
49:26
Who owns inventory, listing agents, right, right, they hold all the inventory.
49:29
So we're not converting listing agents, we're not converting the title agents, you know,
49:35
the title agents and the escrow agents that are working on your transaction, they're watching
49:38
you too.
49:39
You do a great job, go talk to them, go get a referral, title agents and escrow agents
49:43
are the best referral sources, because if they see you doing your job, they'll introduce
49:48
you to their favorite realtor, who's lender just failed them.
49:50
There's financial planners, there's CPAs, here's what I'm saying.
49:54
In one transaction, there's like 10 opportunities at the business, but we don't pay attention
50:00
to that because we just go to like the next business.
50:02
So the reason why I call it self-growing is if one transaction can self-grow into multiple
50:08
transactions, you're growing your database on itself, like if I could take a 100 closed
50:15
loan database and say, even if it's like two years ago, I'll call all 100 people and
50:22
I'll ask them, can I get a referral?
50:26
And sometimes the agent that they brought was their own agent or sometimes I was just
50:30
the refinance.
50:31
Let's just say you did 100 refinances, you're like, well, how do I meet realtor's?
50:34
Call your 100 refinances and say, hey, I know that I only did your refinance, but when
50:38
you bought your house, did you love your realtor?
50:41
Because I'm looking for a good realtor to refer my clients to, could I get their name
50:44
and mention that you referred me, well, now you have some credibility and rapport when
50:49
you meet them.
50:50
Everybody is a connector to somebody else.
50:52
Everybody has a financial planner, CPA, realtor, a friend, an aunt, an uncle, a title
50:56
agent, and an Esperagian.
50:57
So you can self-grow your database out of it.
51:00
It's like a lemon that has seeds.
51:02
The lemon has like 10 seeds in it, so there's so many seeds in there.
51:05
You grow your business off of those three platforms.
51:07
Now you're looking at 15 units a month pretty easily.
51:10
Yeah, I'm reminded of the, I try and not sound cliché, but relational versus transactional.
51:16
It's true.
51:17
It's true.
51:18
And again, it comes back to mindset, how you see it, because I know I remember, like
51:22
you could be, I remember in sales, you probably look back, like started out as a sales
51:25
jockey.
51:26
You're just blowing and going and just like hunting kill, you know what I mean?
51:29
But at some point, you mature and you're like, wait a minute, I want to eat like three
51:32
years from now.
51:33
Well, I was actually the opposite, so I started out trying to, I was a tech guy, introverted
51:41
with like marginal social skills.
51:44
This is 21 years of development that comes along way.
51:47
Yeah, yeah.
51:48
I'm like the extrovert now.
51:49
It's like, it's like crazy.
51:50
But back then, I had such little opportunity and I was like framed to go visit a real
51:55
state office.
51:57
I was taught how to eke out every opportunity out of existing opportunity.
52:01
I'm the one that's like, oh, I'm too scared to go out and hunt.
52:05
But if I can create food out of this existing soil that I have, right?
52:10
So I call that the leaky buckets syndrome.
52:12
It's like the hunters want to go, you know, there's natural hunters in this industry.
52:16
They want to go hunt and pour new water in the bucket, but that bucket's leaking because
52:21
all that opportunity is going away.
52:24
And you know, we need to cultivate that.
52:26
Okay.
52:27
Good stuff.
52:28
I'm writing that down.
52:29
Leaky buckets syndrome.
52:30
Beautiful.
52:31
All right.
52:32
This has been awesome.
52:33
This is like a coaching session here.
52:34
So speaking of coaching, let's, do you want to briefly mention your coaching program options?
52:38
We'll put, you know, links to whatever websites we talk about, but go, man, you have
52:42
the floor.
52:43
Yeah.
52:44
So kiamicbride.com, if you know, figure out how to, how to, how to spell that when Jeff puts
52:49
it up.
52:50
But kiamicbride.com is we're going to see all of my coaching, my coaching programs, you
52:53
know, my coaching program is based on those principles of leverage for core principles
52:57
of starting with production, but then creating systems, technology and team.
53:01
What's interesting about the way we coach is what different, you know, a lot of coaching
53:04
programs are either one on one coaching or group coaching.
53:09
And I didn't want to necessarily limit that.
53:12
I wanted to provide a three tier approach.
53:15
So the first approach, and you get all three, me, join my coaching program.
53:19
So the first tier is the group tier.
53:22
So we're going to put you into a group, not just a random group, but a group where you
53:26
want to learn something specific.
53:27
So if you want to learn how to build your CRM, if you want to learn how to grow and manage
53:32
your team, if you want to learn how to get better at stripping, you want to learn how
53:35
to get better at social media sales, we're going to put you into a group that is going
53:39
to focus on that for one quarter, and that group is then coached by a coach.
53:43
And so you learn a subject, you have peers, you have collaboration, and you have sharing.
53:48
The second tier of coaching that we provide is one on ones, and the one on one, the one
53:52
on coaching is made to troubleshoot and tweak and optimize.
53:55
So you can set a one on one call with either the coach or another one of the coaches, just
54:01
to fine tune.
54:02
And the third thing that we do is we do individual workshops and individual lessons that
54:07
will kind of throw, hey, you should learn how to do a seller buy down in this market,
54:11
you should learn how to win offers in this market, and we do those on a weekly basis.
54:14
And so I look at my coaching program, kind of like an academy of learning where we have
54:18
group sessions, individual sessions, and also workshops, because people learn in different
54:22
ways, and you also want to teach people in a multitude of ways.
54:26
The other big distinction is that I separate my clients by level one, level two, level three.
54:31
So level one is like the less than 100 unity you're producer, where like almost 70 percent
54:36
of your coaching is going to be on production.
54:39
And then once you get into level two, you start the beginnings of processes and team building,
54:46
and then by the time you get to level three, it's advanced leadership management and then
54:50
technology innovation.
54:52
So that way, if you're level three, you're going to be in a level three group, level two,
54:56
there's going to be a level two group, so that you're learning with your same peers.
55:00
So you can read all about it on my website.
55:02
You can call and send an appointment and talk to me.
55:05
I'm not very much of a salesman when it comes to coaches, but here's what I know.
55:08
I can be a really good salesman and convince you to coach, but if you're not committed,
55:12
you don't understand, and you don't have to take advantage of it.
55:14
It's not going to work for you anyway, so I'm more concerned about, let's have a conversation
55:18
and see if it's right for you and see if my program's right for you.
55:21
Awesome.
55:22
Well, you've got this rack record to back everything up as we've learned today, but clearly
55:27
you've been around coaching a lot of power players.
55:29
So I'm going to put the links in there, Kaimek Broad, k-h-a-i-m-c-b-r-i-d-e, Kaimek Broad.com,
55:35
plus I'll put links to all your socials so they can follow your world travels and adventures
55:40
wherever the heck you go out and about, which I enjoy watching myself, by the way.
55:44
Well, that's another thing.
55:46
I mean, you got to be doing it for something.
55:49
You got to be, you know, whether it's you're trying to build your retirement plan, you want
55:53
to buy that fancy car, you want to donate to charity, you want to have a second home.
55:58
And just inspiration helps motivation.
56:00
Absolutely.
56:01
100%.
56:02
Well, listen, I appreciate you making time.
56:04
It was great to finally connect after six months.
56:06
So I really enjoyed it, man.
56:07
Thanks for being here.
56:08
Yep.
56:09
Thanks, Jeff.
56:10
It was great being here.
56:11
Hey, so I hope you enjoyed that episode and special guest.
56:13
Most importantly, always remember to never leave the scene of an idea without putting it
56:19
into action.
56:20
So whatever the one big idea, one takeaway is from this episode, please make sure you
56:25
create a plan around that, write it down, put a reminder in your calendar for you, follow
56:30
through and get some of the resources that were shared and just make sure to take action
56:33
so you can build momentum on your ideas.
56:36
And then of course, if you're interested in more agent referrals and less time with less
56:41
struggle and building a platform that attracts agents to you and helps you find the best
56:46
agents in your local area that are actually doing the business and generating referrals
56:51
on demand, just like Liz Reyes LaFour has does is she recently hosted a class and had 39
56:59
agents registered for her class, 15 agents attended immediately following the class.
57:04
She got three new purchase loan leads and scheduled two appointments immediately after the
57:09
class.
57:10
That's just within less than 24 hours of the class.
57:12
If you want results like that for yourself, make sure to check out the managing classes
57:17
and mortgage marketing pro membership over at mortgagemarketing.pro for more information
57:22
and I'll see you on the next one.
57:24
Bye for now.
57:28
Hey guys, what's up real quick?
57:33
You've heard about the mortgage marketing pro membership before and I just want to quickly
57:36
remind you of that you're in a place in your business where you simply need more purchase
57:41
loans.
57:42
You need to fill your pipeline with purchase business.
57:44
Just face it, agents are still a solid pillar of business and sources of purchase business
57:49
for you.
57:50
Well, good news.
57:51
Our mortgage marketing pro membership helps loan officers like you close more loans without
57:55
the hassle of chasing agents or cold calling done for you agent classes, expert training
58:01
videos, a marketing automation platform that automates the entire process for you, everything
58:05
you need to build your personal brand in your local market, attract and convert agents
58:10
into referral partners.
58:12
Class done for you proven marketing materials and plug and play content to make promoting
58:17
your class, getting agents, butts and seeds, partnering with affiliates real easy, but that's
58:22
not all.
58:23
You'll also get access to our weekly mastermind calls with top L.O.'s authors, speakers and
58:29
coaches to learn the best strategies to grow your business right now in today's market.
58:35
And as an extra bonus for limited time for all new members, you'll get access to a database
58:41
of 200 agents in your local market that have closed anywhere to from eight to 50 transactions
58:47
in the last 12 months.
58:49
And we'll provide that list uploaded into our platform for you.
58:52
So you can get off to a fast start in reaching actually productive agents.
58:56
So what are you waiting for?
58:57
You can check out more at mortgagemarketing.pro, see more of the success stories there.
59:02
And if you feel compelled to do so, book a call, we'll have a chat.
59:05
We'll see if it's a fit.
59:07
Don't miss out on this opportunity to take your mortgage business to the next level right
59:10
now.
59:11
Head over to mortgagemarketing.pro.