Latest / The Hannah Hammond Show / Years of Business Knowledge & Experience in 1 Hour | Wade Houston

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Years of Business Knowledge & Experience in 1 Hour | Wade Houston · The Hannah Hammond Show

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  No amount of information or podcast or book is actually
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  going to change the way that your mind works.
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  And for somebody that's not in the position that they want to
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  be in in their life, whether it's mentally, physically,
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  spiritually, financially, the only way to get to the position
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  that you want is to take small daily actions that rewire the
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  way that your mind responds to stimulus.
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  Like if you're unhealthy, it doesn't matter how much money
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  you have, you're not successful. I think managing one's ego in a
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  positive direction is the best way to make sure that you can
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  transform others and have an impact but still transform your
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  own life, right? Because purely suppressing ego
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  altogether. I've tried this.
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  It put me in a position where I'm like, I don't want to work.
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  I'm not motivated to do anything.
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  What would you say? Like your greatest gift is in
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  your your consulting helping people solve for what problem?
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  Most of the time, business owners and leaders will train
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  people and nobody will retain or apply that knowledge.
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  They will hand out an SOP that never gets looked at again.
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  They will give somebody a sales script that never gets used.
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  I just think it's a horse. Like I'm not somebody who learns
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  that. Way I feel like I'm a bad
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  interviewer. I fall in love with people's
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  stories and like all this stuff. So like how are you really
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  efficient to understand quickly is this person a good fit for
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  our company? Interviewing is hard.
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  You know, it's, it's the hardest thing about running a company.
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  So I'll say this now you can use something called a crit
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  framework. Do you know what this is?
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  Welcome back to the Hannah Hammond Show.
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  I'm here with Wade Houston today in Miami, FL.
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  So I'm in your hood and yeah, welcome.
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  I'm super excited to have you on.
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  And you are. I mean, you have a whole story
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  and I'll let you get into it. But you are the president of 10X
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  Health in the whole Grant Cardone Enterprise, which is one
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  of the most well known businesses out there.
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  Now you run your own company and you help scale that company to
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  a, what was it, A8 figure company.
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  Pretty quickly got to work with Grant Cardone and Brandon
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  Dawson. And now you have built a huge
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  social media presence and you coach entrepreneurs and leaders
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  out there on how to really what it takes to scale their company.
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  So I'm excited personally, selfishly, because I'm in the
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  process right now of trying to scale to a $50 million company
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  and excited to get this hour of time with you and help provide a
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  lot of value to the audience. So thanks for coming on and
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  likewise and so who were you before 10X and before Grant
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  Cardone and before being this, you know, successful healthy
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  leader, coach, somebody that everybody looks up to because I
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  always like to understand like really what created this human
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  that you are now? So I committed to play college
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  hockey when I was 17, and then I got kicked out of prep school,
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  kicked off my junior team, 3DUI3 assault charges, and I lost my
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  identity entirely as a hockey player.
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  That was my whole life. I had to rebuild that and
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  instead of rebuilding and I started selling drugs and then I
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  got addicted to oxy cotton, I overdosed and I had a long run
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  of debauchery in my life. I was able to do well enough in
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  finance that I started working at a bank.
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  I moved up very quickly. I became an accountant.
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  And this is all while smoking weed and eating Xanax every
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  single day. I became a financial advisor.
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  This is when I was living in Vermont and I did this and I'm
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  just come down to Miami and party.
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  In 2019, I decided to move to Miami and Miami sucked me in
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  really quick. I hit my rock bottom, I got
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  drugged, I got robbed, and I had to tell all of my wealthy
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  friends that grew up down here that I had been friends with
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  since 14 years old that I could no longer hang out with them.
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  I couldn't go to the same places and I couldn't leverage any of
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  the connections that I had. I had to rebuild myself
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  entirely. This was May 6th of 2019.
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  I stopped talking to all my friends, I stopped going out, I
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  started going to bed early, I got completely sober, and I
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  started to develop a relationship with God.
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  I ended up starting a financial technologies company with a
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  woman. And at the beginning of COVID
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  that failed because Long story short, the government said that
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  nobody had to pay back their loan interest and this was a way
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  for people to renegotiate their bad debt with a loan originated
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  rather than go to collections. So that crumbled and I found
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  myself, April 2020, lost, right? I had had some success.
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  I had, you know, built my sobriety and my faith and I had
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  become fit and so forth. And I was working very closely
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  with my mentor at the time. And he suggested that I get out
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  a whiteboard and write down what I was going to do every morning
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  to prepare myself for the day so that I could improve and become
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  the person that I wanted to become in five years, which was
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  CEO or owner of a company. And he said manifestation is
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  only as good as envisioning the person that you want to become
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  and then deciding what skill sets, traits, discipline and
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  habits that person embodies. Right.
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  So is ACEO someone who wakes up at a random time and eats
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  Skittles for breakfast and around No.
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  So who, what is that routine that you're going to follow
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  that's going to help you become that person?
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  So this is when I developed like real personal development and
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  went from unregulated to super regimented. 6:00 AM wake up at
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  every single day. Prayer, meditation, walk
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  tracking workouts, tracking my food and then reading books.
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  Had never read a book in my life to that point.
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  I lack focus terribly. I have like ADHD.
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  Times 100. OK, so I started to develop my
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  mind through meditation and I started to change the way that I
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  thought about life. And I started to find myself
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  after two months of following this very strict regimen that I
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  was like a sponge. I I could ingest any sort of
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  information. I was very curious.
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  I had so much confidence and energy and focus and clarity.
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  I randomly got a job interview at a, a hormone clinic up here
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  in Aventura called Health gains. I went in completely under
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  qualified, had never managed people, was for a sales manager
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  job and I didn't even know anything about functional
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  medicine except for maybe some glutathione injections that help
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  me with my liver back in the day.
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  That's all I knew. So I go and I have this
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  interview. Long story short, I spend 3
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  hours with this guy and he says alright, I'll give you a chance,
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  but you got to start in sales. And I said brother, with all due
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  respect, like I'm not at that point of of sales like in my
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  life, like I'm a manager kind of guy, you see?
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  Yeah, but you've never done it. So going to sales and see see
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  what happens. So this is when my life really
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  took off, right? This was the moment, June of
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  2020, that I went all in with my mentor and I just decided I was
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  going to do every single thing that he told me.
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  I was going to work 18 hours a day on building and growing this
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  business. And I would say that the key to
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  my success through all this is being extremely self aware,
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  right? Like after two weeks, I realized
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  I'm a terrible leader. My, my guys don't like me.
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  I'm yelling at them. I'm telling them to like shut
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  the F up and go call, call more leads.
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  And I would tell my mentor, I'm like Steve, I, I don't think
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  that I'm the best leader. I don't think these guys respect
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  me. I don't think this is going to
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  get me very far. And so he really worked on
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  helping me develop as a leader and become, you know, the person
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  that eventually scaled 10X. Wow.
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  So that's that's where it started.
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  So that was a lot in a few minutes.
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  So how? And a lot of this is close to
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  home to me because you probably don't know much about my
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  background, but I struggled a lot growing up with identity
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  crisis and very low self worth and high anxiety, high ADD, high
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  ADHD. Fortunately was good in school
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  that was my outlet and focused on that.
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  But you know it's severe eating disorder, smoking weed every
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  single day, had to drink to socialize if I wanted to
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  socialize. So mostly I just didn't
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  socialize and use school as an excuse to not socialize, but
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  taking sleeping pills to sleep through the insomnia or the
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  nightmares that I would have and just, you know, a high
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  functioning mess, right. For a long time.
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  And where did you grow up? Arizona.
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  Yeah. Anyway.
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  And so I also relate to a lot of those addictive behaviors or
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  just, you know, you have all this, this drive and ambition.
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  Like I always had big dreams for my life and I wanted to create
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  something amazing and knew that there was more for my life than
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  the life that I was living, but didn't know how to find a way to
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  have like the self-confidence and the focus And the gap seemed
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  so wide of where I was and how I felt and where I wanted to be
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  and how I wanted to feel. So it sounds like we had some
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  similarities in that sense. And you know, my brother
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  struggles with addiction and I have a very similar personality,
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  but we went completely different paths, right?
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  So how I mean, how did you find yourself hitting rock bottom and
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  getting caught up in addiction and then actually coming out of
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  it? Because I remember my mentor was
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  talking to me one time. He's a very, very, you know,
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  extremely wealthy man. And he was a chain smoker.
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  He was addicted. He was overweight.
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  You know, would I think he would drink every single day, but also
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  as a high achiever in business and like making a bunch of
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  money. And then I was like, well, how
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  did you stop it all? And he's like Hannah, I looked
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  in the mirror and I made a decision.
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  And I think it was like at that point where he really had to hit
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  rock bottom. And I think that was similar to
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  me. Like, what was that experience
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  like to you? Because those these people that
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  have these like us who are very driven and have these addictive
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  personalities, it's actually our greatest gift if we channel it
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  right. But how did you channel it
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  right? That's what I would say.
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  It's, it's the edge. You know, if you can channel it
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  the right way, it definitely gives you an edge.
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  On May 6th of 2019, I got drugged and robbed out of the
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  club and they took my watch and my chains and left me with my
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  phone and wallet but took my jewelry and I never forget.
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  I woke up and I just had this horrible hole in my heart that I
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  felt, I felt like so empty. And I heard God for the first
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  time ever. Didn't even realize it was God
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  at that time. I just thought it was my own
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  inner voice. But he kept saying there's more
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  for you in this life. There's more for you in this
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  life. And I called my dad and I was
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  like, hey, dad, that that watch that you gave me that got passed
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  down from his grandfather, whatever got stolen.
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  He said, you've been drinking, haven't you?
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  First thing right away, I'm like, yeah, I haven't.
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  He goes, look, I don't give a damn about the watch.
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  He's like, but the way I see it, you got two options.
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  You can bounce in and out of Alcoholics Anonymous for the
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  rest of your life and continue to be a fucking loser.
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  Or you can go to a, a get a sponsor, do the 12 steps and
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  maybe you'll have a chance at a good life.
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  And I think for the first time ever, it just hit me like, that
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  was my only option. I, I had no other option.
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  I had tried everything else. I had tried every drug and drink
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  under the sun and combination and geographical cure to try and
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  like manage my way to use drugs and alcohol, not try that hard
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  and have success and it never worked.
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  I tried for 10 years more 15 years.
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  And so once I reached that proverbial rock bottom, that
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  point of desperation where I just said I surrender.
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  I don't know what is best for my life.
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  I'm going to get help from other people.
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  I walked into an A meeting. I got a sponsor and two weeks
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  in, this very smart New York woman says to me, hey, I noticed
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  you don't really talk to anybody.
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  And I said, well, who am I supposed to talk to here?
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  Anne? Like, look at these people.
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  And she's like, sweetie, it's not about that.
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  You know, like you, you got to find some people that you vibe
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  with, but try not to compare. And I was like, well, I don't
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  see anyone here that has the life that I want.
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  Like, where's the Ballers? And she's like, oh, sweetie,
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  that's what you mean. You need to come to the 7:00 AM
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  meeting. So I started going to the 7:00
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  AM meeting and it was just like Rolls, Lambeau, Ferrari.
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  And not that the material stuff matter, but I was like, OK,
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  here's where the Ballers are, Here's where all the businessmen
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  are, here's where all these guys are.
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  And I eventually met my mentor there at that meeting and
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  several other guys who run 8-9 figure businesses.
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  And I started to develop like a little bit of a network.
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  And I had that exposure to people that I wanted to be like.
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  And when I realized this, all I had to do what they did, all I
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  had to do is do what they did. I wasn't that much different
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  from them. I just had to surrender that my
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  best thinking was going to get me to where I wanted to go.
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  And I had to start taking the actions that they were taking.
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  So it was surrender and exposure those that's really what did it
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  for me. Yeah, that's fascinating.
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  And that's where you in that that's the same mentor you were
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  talking about at the beginning that was telling you what to do.
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  Wow, that's super cool. And we became really tight and
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  became friends and we've gone in on business opportunities
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  together and I connect him repeatedly with people in my
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  network and vice versa, and it's become a really amazing
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  friendship over the past seven years.
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  Where do you think the addiction originally stemmed from?
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  Like, were you raised in a wealthy family and kind of
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  privileged? It actually didn't come from any
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  of that. I grew up like middle class
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  family. You know, my parents made me
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  work for everything. They never gave me anything, but
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  I never wanted for anything. We went on nice vacations and
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  you know, I always had food and all that sort of stuff.
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  It came from feeling like I was insane all the time and I just
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  wanted to quiet my mind. My mind still to this day moves
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  so incredibly fast that I wanted something to help dim it down.
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  And that started with weed and Xanax.
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  That's like, really, when I first smoked weed, I was like, I
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  can be a little bit more chill, and then I would mix it with
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  Adderall. Then I would have a little Xanax
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  and I was just trying to find the right chemical compounds to
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  put my brain in a state where I didn't feel so manic all the
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  time. So I think it's just my genetic
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  makeup, the way I have nothing to do with my upbringing or my
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  family or I. I never felt less than I was.
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  I was the top All Star athlete in every single thing I did.
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  Everything I touched was 4 O's in schools, really high SAT's,
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  amazing three star athlete, always the most popular kid.
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  Like I never wanted for anything.
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  I know. And I never felt less than, you
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  know, it's just, yeah, it was my mind.
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  Yeah. And when you were able to
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  overcome addiction, do you think you like, just replace that
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  addiction with the obsession of success and building and
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  creating and educating and like, you found that way to call?
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  Have you found that way to calm your mind or you've just
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  channelled in your mind into other things that are healthier?
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  For me, exercise and meditation on a daily basis are the only
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  two things that will actually calm my mind down and put it in
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  a state where I can have clarity and focus on a daily basis.
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  I was lucky enough to learn that 25 once I, you know, got my 1st
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  200 K check, like my 1st 200 K Commission check and then blew
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  100K down here in Miami and bought all the Louis bags and
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  rented the Super cars and stayed at the one that money was not
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  going to be my source of happiness.
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  I very quickly and I was miserable, right?
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  And I was like, OK, it's not about money.
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  Like I, I know money is not going to solve my problem.
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  And so it's not necessarily like chasing success or money that
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  makes me feel fulfilled. I think at this point it's
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  really impact, right? Like I only feel fulfilled when
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  I see someone else win and and succeed.
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  And I would say it's actually, you can take that so far, but at
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  some point you, you also have to have some desire for success.
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  And this is something that I had to find out really the hard way.
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  I think pure suppression of ego is not useful.
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  I think managing one's ego in a positive direction is the best
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  way to make sure that you can transform others and have an
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  impact, but still transform your own life.
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  Because purely suppressing ego altogether.
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  I've tried this. It put me in a position where
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  I'm like, I don't want to work. I'm not motivated to do
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  anything. I'm not really.
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  I don't care. I don't care what anybody thinks
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  about me. And so that was a strange
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  realization. That might be a higher level
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  topic, but it was really deep realization last summer for me.
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  No, I love that. I think it's so important
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  because it's, it's I always say that my mission in life is to
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  help other as many people as possible realize their highest
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  potential while I share the journey of me doing the same,
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  you know, so it's not that I'm abandoning my, my life or my
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  dreams or my desires. It's like, no, no, I'm putting
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  myself 1st. And I think I don't know if have
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  you read the book Atlas Shrugged and Rand?
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  I never read it. I was giving it.
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  It's sitting on my you. Should read it, it's really
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  good. I'm sure you'd like it, but
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  basically she says in a way, and I'm probably going to butcher
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  this. I read it when I was 13, Really
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  big book. But in a way, the least selfish
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  thing you could do is be selfish and put yourself first.
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  Because if it's kind of like the saying you can't give the shirt
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  off your back unless you have a shirt to wear, right And so, or
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  you can't put the mask on your kid unless you're breathing in
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  the with the planes going down. And so I really believe in, in
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  hyper independence OR not independence, but self
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  accountability and creating our the life that we want first and
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  then helping or alongside. Like for me, it's well, I do
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  what I'm doing. And on that mission, I'm also
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  bringing up everyone like a rising tide rises, all boats,
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  right? But we can't sacrifice our
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  everything that we desire for some other things because we
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  can't show up our best. And so when I was depressed and
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  miserable and anxious and disconnected, I wasn't able to
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  share my gift with the world. I wasn't able to have an impact
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  on other people's lives. I wasn't able to lead and coach
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  and mentor and train and employ people and create wealth in the
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  economy. And like all of these things
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  because I was abandoning my own wants, needs, fears, desires,
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  and all of those things. And so I love that you said that
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  because it is so important to really know, like, what is my
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  true north? What am I creating for my life
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  and how it is? How are how are other people
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  involved in that impact and like part of that mission, but not
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  abandoning ourselves in the process?
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  Because then you're right, you're like, what am I living
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  for? Like, what is the point in all
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  of this? You can't just be doing it for
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  everyone else. 100%, yeah. But, and I think as you rise in
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  consciousness, because you were talking about that too, is, you
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  know, it's like when you realize that the Maslow's hierarchy of
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  needs, right, you have self realization, self actualization
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  at the top. And part of that is impact and
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  beyond just your own goals, your own financial goals or anything
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  like that. And so when Someone Like You or
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  I experience financial success at a very young age and we
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  realize that that is not the answer to happiness, it is very
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  important to happiness because it buys you the time freedom and
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  the location freedom and the network freedom and like all the
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  health for like all these things to be able to do the things that
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  ultimately make you feel fulfilled and healthy, that it's
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  very hard to accomplish those if you're working at, you know, 16
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  hour shifts at McDonald's your whole life, right?
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  But it in itself will not fix the holes you have inside of
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  you. Like you have to take
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  accountability for that and you have to realize your potential
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  and you have to do the inner work.
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  But when on my journey, that was the same thing as like the
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  simple morning integrity setup is what I call it.
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  Like that morning routine had the biggest initial impact on my
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  transformation above anything else like waking up, getting
• 18:31
  sunshine, hydrating, going to the gym or going for a run
• 18:34
  outside. Because initially I was too
• 18:36
  insecure to go to the gym, so I would just go run alone.
• 18:39
  And doing those things allowed me to, I actually have some
• 18:42
  confidence in myself and like feel good and feel energy and
• 18:45
  feel light and create those compounding effects and these
• 18:49
  little tiny things that people don't even think about, but
• 18:51
  they're so important to stick to those habits everyday.
• 18:54
  Couldn't agree. More.
• 18:55
  It changed my entire life. It's the.
• 18:57
  Little things like the little habits every single day that
• 18:59
  really transform the way you show up in the way that you do
• 19:02
  everything. And people just abandoned those
• 19:04
  habits and they abandoned themselves.
• 19:05
  Like if you're unhealthy, it doesn't matter how much money
• 19:09
  you have, you're not successful, right?
• 19:12
  And so it's like, how do we build success and create success
• 19:16
  while not sacrificing our peace and our energy and our happiness
• 19:19
  and our health and our connection with the people that
• 19:21
  we love The only. Way to actually change yourself
• 19:24
  as a person is to consistently follow a repeated set of habits
• 19:28
  and actions, right? No amount of information or
• 19:30
  podcast or book is actually going to change the way that
• 19:33
  your mind works. And for somebody that doesn't,
• 19:35
  that's not in the position that they want to be in in their
• 19:37
  life, whether it's mentally, physically, spiritually,
• 19:39
  financially, the only way to get to the position that you want is
• 19:42
  to take small daily actions that rewire the way that your mind
• 19:45
  responds to stimulus. Because you most people have the
• 19:49
  capacity to be successful, but they're not capable of
• 19:52
  processing the first thought that enters their mind in a way
• 19:55
  that gets through their fear, that gets through their bias,
• 19:57
  that gets through their judgment and taking action that's going
• 20:00
  to put them on the right path. And so that daily reworking
• 20:04
  through habits is the only way to change your way your mind
• 20:07
  works and become successful in all domains.
• 20:09
  Yeah. So I want to shift gears because
• 20:12
  we could do hours on this, I'm sure, but I want to shift gears
• 20:15
  into some actual tactical leadership scaling companies.
• 20:20
  You know, I have a, a newer company right now, HP Capitals,
• 20:22
  where national debt neck fee capital advisory firm.
• 20:25
  We basically finance commercial real estate projects and would
• 20:28
  let you know, my mission is to scale that to $100 million
• 20:31
  company. And I've always been a
• 20:33
  bootstrapped scrappy startup founder.
• 20:35
  You know, I've worked for a big corporation after I graduated
• 20:40
  engineering school for about a year and a half, but other than
• 20:43
  that, I've just been off as an entrepreneur.
• 20:45
  So would love to just kind of dive in because you helped scale
• 20:49
  10X Health with Grant Cardone and Brandon Dawson to an 8
• 20:53
  figure company pretty quickly. And I want to like just learn
• 20:56
  about your experience there, What you found that they did
• 21:00
  really well or you did really well, what you would change or
• 21:03
  some of the mistakes in that organization.
• 21:05
  That's a very well known that organization that's massive.
• 21:09
  And then how you were able to build out such an incredible
• 21:13
  team because I find this as my roadblock, right?
• 21:17
  I'm like, my biggest bottleneck is finding great people and
• 21:20
  leading them in the right way, right?
• 21:22
  And so I just really want to dive into that leadership and
• 21:24
  how you were able to build such a great team.
• 21:26
  I've watched your videos and you're, you had like very low
• 21:29
  turnover rates and you were you incentivize your team to like
• 21:32
  really be passionate about growing this new endeavor.
• 21:35
  And so, yeah. What was your experience like
• 21:37
  there and what'd you learn? So it began.
• 21:39
  Right before 10X when I was scaling this company called
• 21:42
  Health Gains and when I went and they were doing 4 million, every
• 21:45
  employee was micromanaged. They all hated their lives.
• 21:47
  They had a very strict dress code and cultural code and poor
• 21:52
  incentives and literally nobody wanted to work.
• 21:54
  They were losing 500 K per year out of $4 million run rate.
• 21:59
  And so the first thing that I did as a sales manager was going
• 22:03
  to the sales meetings and I didn't try and tell them
• 22:05
  anything. I didn't try and make any large
• 22:08
  changes. I said, hey guys, I'm going to
• 22:11
  write on a whiteboard right now the portions of the process that
• 22:14
  you find that we could improve in from an operational
• 22:18
  standpoint, from a marketing standpoint and from a sales
• 22:21
  collateral and, and help standpoint.
• 22:24
  OK. And so we wrote down like 50
• 22:26
  things and I said, all right, guys, I made 200K in a month
• 22:30
  before in sales. So I can teach you guys a little
• 22:32
  bit about sales. I know I don't know about
• 22:34
  medicine. I know I don't know about some
• 22:36
  of the things here. But I promise you if you guys
• 22:40
  focus on what's within your control, I will focus on what's
• 22:44
  within my control. And I will make as many changes
• 22:46
  as possible to help you guys start to improve these systems.
• 22:49
  You just have to promise me one thing, that you will all remain
• 22:52
  open, open minded and coachable through this process.
• 22:56
  And they were like, yeah, OK, these are like Fred Flintstone
• 22:59
  type of guys, OK? They weren't even writing in the
• 23:01
  CRM handwriting notes. This was like, this was my first
• 23:04
  Test. OK.
• 23:06
  So what I started doing with them was teaching them how to
• 23:09
  meditate every single morning through a guided meditation.
• 23:12
  We would sit down. And most of them begrudgingly
• 23:14
  would sit there and be like, this is a joke.
• 23:16
  Like, who is this guy? Why are you doing this?
• 23:18
  And I would read pages out of this book called Mindset by
• 23:20
  Carol Dweck about how to be more open and coachable.
• 23:24
  And I would start to teach them about their mind and about
• 23:26
  psychology and things that I had learned with an influence and
• 23:28
  sales. And I would give them these
• 23:30
  small little tidbits of information that would paint a
• 23:32
  picture in their head that they could hold onto.
• 23:35
  I believe that most people describe training or protocols
• 23:41
  to their team in a way that will never allow them to retain and
• 23:45
  implement what they are teaching.
• 23:47
  I draw pictures with my words and I use very specific details
• 23:52
  to help them see and understand when a situation comes in.
• 23:55
  They already know how to handle it because Wade drew an image in
• 23:58
  my mind about how I should handle this.
• 23:59
  It's not like he gave me a script and I threw away their
• 24:03
  script. And I say, guys, there's five
• 24:05
  sections, 5 frameworks that I want you to hit on.
• 24:07
  We're going to start practicing these each day.
• 24:10
  So we started, I started just making change after change,
• 24:13
  leading from the front, showing them.
• 24:15
  Everything started improving with this company and what I
• 24:18
  realized is I didn't know anything about these guys.
• 24:21
  I didn't know there are personal goals.
• 24:23
  I didn't really know how to motivate them.
• 24:24
  I didn't know how they like to be spoken to.
• 24:26
  I would just tell them, like, you suck if you can't make 100
• 24:30
  KA month, you know, if you can't sell 100 KA month.
• 24:32
  And like only one guy on the team responded to that, right?
• 24:34
  The the driver, like Bulldog, everyone else was like, man,
• 24:37
  this is no fun. So this is when I set goals with
• 24:39
  each and every one of them. And I figured out what was that
• 24:41
  one thing that was going to drive them forward.
• 24:43
  A a new BMWA, new watch, a surf trip, a Chanel bag for homie's
• 24:47
  wife. And I would only ever say to
• 24:50
  them when they were not performing, Hey, Mike, do you
• 24:53
  think those actions are going to get you any closer to getting
• 24:55
  Chelsea that blue Chanel bag? And you're like, damn, you're
• 24:57
  right. I better go get it.
• 24:59
  That's it. I just reframed that really
• 25:01
  quickly. I found out their goals.
• 25:03
  I begged the business owner to change the incentive structure,
• 25:06
  to gamify things, to have a tiered bonus structure, to have
• 25:09
  a monthly bonus, to have a quarterly bonus.
• 25:12
  I told them to untuck their shirts and stop wearing the
• 25:14
  stupid wing tip shoes. And we're going to listen to
• 25:16
  Future and Yo Gotti instead of his stupid Christmas music.
• 25:19
  I just started making changes where they were like, that is
• 25:23
  our leader. That guy's personally developing
• 25:26
  us each and every day. He's giving, He's teaching us
• 25:28
  all these things about mindset and psychology and influence.
• 25:31
  He's not just like drilling the sales script.
• 25:34
  He's not like only teaching us about this stupid shit.
• 25:36
  He actually understands us and what we're motivated by and he's
• 25:41
  leading from the front. They would show up every day.
• 25:42
  I was there way before everyone preparing every single day.
• 25:46
  I would go home at night and I would prepare what I wanted to
• 25:48
  teach them the next day. I would give them all things
• 25:51
  that would help them develop. Now I also would consistently
• 25:55
  remind them, guys, we just grew 100K month over month and we
• 25:59
  haven't even started making changes here yet.
• 26:01
  Not many. This company is going to be on a
• 26:04
  rocket ship and I need leaders. So if any of you have a desire
• 26:09
  to move up into leadership roles, which I know some of you
• 26:13
  do, I'm going to start to empower you all to think as the
• 26:16
  position that you desire. So when you come into my office
• 26:20
  and you ask me what should I do about this or bitch about the
• 26:22
  leads or whatever, I'm going to ask you two things.
• 26:25
  What do you think the solution is?
• 26:28
  And what would you do if you were me?
• 26:30
  OK. And I started putting them
• 26:31
  through this framework and all of a sudden we didn't have any
• 26:34
  problems. They would come to me and they
• 26:36
  would say, hey, I had this little issue.
• 26:38
  And I thought about this is the solution.
• 26:39
  And I thought, this is what I might do.
• 26:41
  Is that OK? Yes, run.
• 26:43
  Absolutely. Go for it.
• 26:44
  This type of empowering leadership really changed the
• 26:47
  culture. And I moved these people up
• 26:49
  appropriately. When I went to 10X, they
• 26:52
  actually had a system for this. And the system is unbelievable.
• 26:57
  This is Brandon Dawson's genius. After 60 days, you sit down with
• 27:01
  your manager, you discuss your goals, personal goals, business
• 27:05
  goals, lifestyle goals. So he would take it to the next
• 27:07
  level. He would say in business, what
• 27:09
  do you want to be in one year? Oh, I want to go from sales to
• 27:11
  manager in three years. Oh director in five years, Oh
• 27:14
  executive, how much pay do you want to make each way along the
• 27:17
  way? OK, great, let's road map this
• 27:18
  out. Your lifestyle goals when you
• 27:20
  want a house and kids and what do you want your life to really
• 27:23
  look like? Not just like that one thing
• 27:25
  that they wanted that year and then personally goes, who did
• 27:28
  you want to become? And once we map that out, he
• 27:30
  created this thing called an employee maturity model, which
• 27:33
  was showing them all along the way, one year, three-year, five
• 27:37
  years, what benchmarks and competencies they needed to hit.
• 27:39
  And then what training we would give them to move into
• 27:42
  management, to move into a director, to move into an
• 27:44
  executive. And everyone on one meeting that
• 27:47
  they would have with their manager was looking at how they
• 27:49
  were doing in accordance with the goals that they had set for
• 27:52
  themselves. So is this the most genius
• 27:55
  framework I've ever seen? And that was that as well as
• 27:59
  incentivizing every single employee in the company.
• 28:02
  And these are the two geniuses of Brandon Dawson that I will
• 28:04
  forever use in any company. Once you have that goal
• 28:07
  framework and that employee maturity model, you have to
• 28:10
  figure out what every position in the company can do that will
• 28:14
  earn them 10 to 15% bonus compensation per month.
• 28:18
  So for example, my front office coordinator, I would say, look,
• 28:20
  if you can get two video testimonials, 2 Google five star
• 28:23
  reviews and two referrals every single month I'm going to give
• 28:26
  you 15% bonus. And what's she going to say?
• 28:28
  I don't know how to do that. I'm afraid to talk to people.
• 28:31
  I'm not in sales, Wade, I'm no good at that.
• 28:33
  And I would say, guess what? I created you a script.
• 28:36
  It's a question based framework. And every single morning when I
• 28:38
  come in here, I'm the first person in here and you're always
• 28:40
  here early too. You and I are going to do a
• 28:41
  little bit of role play and I'm going to help you do this thing.
• 28:44
  And guess what? If you can do that four months
• 28:46
  in a row, you're going to get $4000 and you can get that the
• 28:51
  Louie bag that you wanted. Because I knew what she wanted
• 28:55
  and then my incentive was tied to that thing that she wanted
• 28:58
  and I was training her. And I would also teach her about
• 29:00
  sales in general and persuasion and psychology.
• 29:02
  Every single employee within the business, didn't matter if you
• 29:04
  were the bookkeeper or a salesperson or an executive, you
• 29:08
  went through sales training for 10 minutes every single morning.
• 29:10
  You watched grant videos. I eventually would give them
• 29:12
  some other videos of Jeremy Lee minor video or whoever in my
• 29:15
  other companies. But when you have that
• 29:17
  foundation and then lastly, this thing that I would do that was
• 29:21
  nothing that that Brandon or Tenex did, but I wanted to bring
• 29:25
  departments together and create synergy in what I call a
• 29:28
  flywheel, OK? So I think it's a real problem
• 29:31
  in most businesses you have when you have acquisition and
• 29:34
  fulfillment and there's no communication between
• 29:37
  acquisition and fulfillment, the handoff sucks.
• 29:40
  What they were promised in marketing or in sales never got
• 29:43
  delivered in operations. And then operations can't get
• 29:45
  referrals or they don't know how to get referrals.
• 29:47
  And so my whole the flywheel methodology is right.
• 29:51
  We get people through sales and marketing and then in operations
• 29:54
  we delight them so much that we can ask for a referral and bring
• 29:56
  new people back into the company.
• 29:58
  But how can we do that? This requires what I used to do
• 30:02
  is once a week on a whiteboard helping every department
• 30:05
  understand what happens from the moment someone sees our message
• 30:10
  to fills out a lead form to, gets a call to, gets a text to
• 30:13
  goes through the cadence sequence to, gets closed to,
• 30:15
  gets onboarded, and the entire company would be there.
• 30:17
  And I would say and then what, and then what, and then what?
• 30:20
  And I wouldn't write on the whiteboard.
• 30:21
  I would make one of my employees do it and we would go through
• 30:24
  this process together and everybody could see what each
• 30:27
  department did. So now there's no more bitching
• 30:30
  about like this lady doesn't do this and sales promises this and
• 30:34
  copywriting sucks. It's like no guys, we're A-Team
• 30:36
  together. And then I would say the last
• 30:39
  thing that I did was I would put sales and marketing and meetings
• 30:42
  together once a week. So in my sales meetings, I would
• 30:44
  bring the marketing guy in and I would say, alright guys, what
• 30:46
  are the objections and frequently asked questions that
• 30:48
  you're getting this week? And we're going to walk through
• 30:51
  those together, You and me, me, your sales manager, you guys,
• 30:54
  the sales people, we're going to role play those.
• 30:56
  We're going to video record this whole thing.
• 30:58
  And then the marketing team who's sitting in here watching,
• 31:00
  not taking notes, but watching and listening and absorbing is
• 31:02
  going to take that video and they're going to use all of that
• 31:06
  to start to create collateral blog articles, vlogs, anything
• 31:10
  that we do. So now they really know what our
• 31:12
  brand message is. Rather than researching what
• 31:15
  they think the answer is in creating content based upon what
• 31:18
  the market is showing, they're doing it based upon what people
• 31:20
  are actually asking us and what we believe is a company now.
• 31:24
  Now today we do this process and we just literally take that
• 31:27
  video and dump it in notebook LM, create a transcript and then
• 31:30
  create SOP, training manual scripts, everything we want from
• 31:34
  that. And so it's that cultural
• 31:36
  synergy above and beyond incentives and goal setting that
• 31:39
  I think are nobody talks about this.
• 31:41
  Nobody does this, Yeah. What would it like, because I
• 31:44
  was thinking as you're talking about, you know, your your
• 31:46
  bookkeeper or your office manager, that type of thing,
• 31:50
  what are some ideas of some incentives and you said up to
• 31:53
  15% per month of their whatever their pay is.
• 31:58
  So yeah, what what would be some ideas of incentives for
• 32:01
  operational type roles? OK, so the bookkeeper.
• 32:04
  Was closing the books like 12 to 15 days into the following month
• 32:09
  when I first came in. OK, How am I going to make any
• 32:12
  decisions with the cash? How can I spend more on ads and
• 32:14
  marketing? When can I buy more products?
• 32:16
  How my cash flow analysis is shot?
• 32:17
  I get it 15 days into the following month.
• 32:20
  How can I ever proactively make any decisions?
• 32:22
  I have no idea. I said, listen, if you can close
• 32:24
  the books 5 days into the following month, I'll give you
• 32:27
  15% three days into the next month.
• 32:30
  Every single month I had the numbers.
• 32:32
  And that weekend I would sit there that day, that night, I
• 32:34
  would sit there and I would look at everything and I would say,
• 32:36
  all right, here's what we can start to spend.
• 32:37
  I would look at our percentage of gross.
• 32:39
  I would say, how much can we start to spend?
• 32:40
  When can we bring on the next employee?
• 32:42
  Because really the one of the most important things about
• 32:44
  scale, like look, I can dial up and dial back my ad spend in my
• 32:47
  marketing very easily. Like that's not a huge deal.
• 32:50
  But if I order a bunch of product and then I sit on it for
• 32:52
  a long time, like not good. OK, But the worst is hiring a
• 32:57
  new employee. OK, This is the biggest cost
• 33:00
  that we will ever face. And so I'm constantly looking at
• 33:03
  based upon all of this, our revenue per employee and our
• 33:07
  capacity of each employee. When can I bring on the next
• 33:09
  employee? And when I had that decision in
• 33:11
  real time, it would allow me to go to to Brandon and Natalie.
• 33:14
  Natalie and I would sit down every all, the only thing
• 33:16
  Natalie and I ever talked about was the org chart.
• 33:20
  Every once a week, every week, we sat there with a massive org
• 33:23
  chart and we just scrutinized how's this person doing?
• 33:26
  How's that person doing? What are they doing towards
• 33:27
  their goals? When do we need to replace this
• 33:29
  person? What's revenue per employee?
• 33:31
  Who are you going to bring on next?
• 33:32
  Why are you going to bring that person on next?
• 33:34
  And we had to develop a case for why that role was needed next in
• 33:36
  order to reach the goals and scale the company.
• 33:38
  And so anyway that that financial knowledge was and how
• 33:41
  did you make those? Decisions, you know, I was like
• 33:43
  revenue because I, I struggle with that right now.
• 33:46
  Like I don't know who to bring on next right, or what that
• 33:48
  right timing is to bring each person on sometimes.
• 33:51
  And so sometimes I feel like I get a little bit stuck with
• 33:53
  knowing what that key decision is.
• 33:55
  Like obviously we always need, we're always hiring from our
• 33:58
  producers, like salespeople, but how do I know what that next
• 34:02
  operational person is or, you know, head of OPS or director of
• 34:05
  OPS or CFO? And like just those decisions of
• 34:08
  hiring down versus hiring up and just building up middle
• 34:11
  management as you increase or hiring the top people first and
• 34:16
  then letting them hire out your departments down.
• 34:18
  And so these are some of the things I'm going through right
• 34:20
  now, my organization and making these correct decisions,
• 34:23
  especially when every dollar needs to be accounted for and
• 34:26
  like what's the highest return on the the salary that we're
• 34:30
  going to have to deploy to these types of people that we need and
• 34:32
  we really need all of them. This is by far the hardest part.
• 34:35
  Of scaling a business, there's never been anything harder.
• 34:37
  Who do you hire next? What position and what level do
• 34:40
  you want them to operate at? So you have to ask yourself
• 34:42
  this, do you have a referral program?
• 34:43
  Are they incentivized to get referrals or or bring in their
• 34:46
  own leads? I mean, we have.
• 34:47
  A referral program for recruiting talent.
• 34:49
  So if they were for other producers, what about for new
• 34:51
  deals? For new.
• 34:53
  Deal. Well, if someone refers us
• 34:56
  deals, we have a referral program as long as it's allowed.
• 34:59
  What about a producer? Reaching out to somebody that
• 35:01
  they already closed and asking them about other people that
• 35:04
  they know that may be interested in in the loan.
• 35:07
  I mean, I don't, I don't know if they're doing that to get more
• 35:10
  business. Yeah, they should be.
• 35:13
  Probably not right? Probably not.
• 35:15
  OK, so. I mean, like that's obviously
• 35:18
  one of the easiest ways you can pick up even if you picked up
• 35:20
  7%, you know, extra deals right there.
• 35:21
  You change your company by 7% and all you did was implement A
• 35:24
  referral program for them. I think that's where having a
• 35:27
  sales manager is really important.
• 35:28
  Like I, I don't personally believe in a player coach
• 35:30
  because a player coach isn't actually developing, leading,
• 35:32
  managing training, helping with referral scripting system, like
• 35:35
  any of that sort of stuff. And I've always thought the
• 35:37
  biggest lift is increasing the capacity of salespeople.
• 35:41
  Like when you drive a culture in which like people are really
• 35:44
  moving business forward and motivated.
• 35:46
  Not to say that they're not motivated, but there's always
• 35:48
  like a little bit extra that you can do without spending an
• 35:50
  additional dollar on marketing. That's only going to come from a
• 35:53
  sales manager who's dedicating all their time to managing,
• 35:55
  leading, growing, developing people.
• 35:57
  So I, I always think that that's the first move to make there.
• 36:00
  And especially like your fulfillment process is pretty
• 36:02
  basic. It's not like having an
• 36:03
  operations manager is going to be something that seems
• 36:06
  imperative right now. But I think the biggest thing to
• 36:08
  look at is like, where are you capped as a leader?
• 36:11
  Like what things could you add to the business that are going
• 36:13
  to generate more revenue and help you get to your goals that
• 36:15
  you don't want to do or aren't good at doing or isn't within,
• 36:18
  like what you know your capacity is?
• 36:21
  And then saying, OK, what what position is next in order to
• 36:23
  drive the business forward? What's going to make the biggest
• 36:25
  impact in the business? Now, there's two schools of
• 36:29
  thought. You could hire a manager, right?
• 36:31
  It's manager, director, C-Suite, right?
• 36:34
  And that's going to determine their experience, how much they
• 36:37
  do within a business and how much they get paid.
• 36:40
  OK. And this is what a lot of people
• 36:41
  miss is they're like, I'm just going to bring in a director
• 36:44
  when they should have brought on a manager.
• 36:45
  And it's like, hey, your business is not in the position
• 36:48
  where you need a director yet based upon how much you guys are
• 36:50
  generating in revenue and how much you're doing in that
• 36:52
  profit. But if you're growing at a rate
• 36:56
  where you're like, hey, I'm going to need a director within
• 36:59
  a year, bring in a director now and pay them as a director.
• 37:03
  And that person needs to have the experience, they need to
• 37:05
  have the incentive and they need to be so forward thinking and
• 37:08
  bought into the company that they're going to develop
• 37:10
  downstream in front of them. So it's based upon how fast
• 37:14
  you're growing, what you're doing in revenue, how much
• 37:16
  involvement you want to have and how well you can sell someone
• 37:20
  into the vision. There's a lot of variables that
• 37:22
  go into it. Like not every company is the
• 37:24
  same as to whether they go manager, director, C-Suite.
• 37:27
  Sometimes it's better to find like a partner at a very at a
• 37:29
  higher level, pay them accordingly and then have them
• 37:32
  develop downstream with you, right.
• 37:34
  So that depends a lot on you and putting together like a huge
• 37:37
  vision. It's a yeah.
• 37:39
  It's not like a a process one-size-fits-all.
• 37:41
  Not at all. Right and, and, and it very much
• 37:44
  depends upon a lot of things and, and especially you as a
• 37:46
  business owner, what you want to do.
• 37:48
  Like Richard Branson just went and found top level talent and
• 37:51
  every single company he ever started, right?
• 37:53
  He did the framework, the talent and he just went straight to CEO
• 37:56
  every single time. That's why he has 10 billion
• 37:59
  dollar companies cause those people are the ones that grew
• 38:01
  the companies he implemented his frameworks, his culture, his
• 38:05
  system, his branding, his messaging and he created
• 38:08
  leadership at the top that trickled down.
• 38:10
  But that has to be developed so tight.
• 38:13
  You can't let someone else develop that for you.
• 38:16
  If that framework is. There then yes, you can bring in
• 38:18
  AC level or director, but it also depends how much
• 38:22
  involvement you want and what you want to do and how much
• 38:24
  profit you want to retain in the early going and how much equity
• 38:26
  you want to give away. Yeah, it.
• 38:28
  Really is an art, you know, business and entrepreneurship,
• 38:31
  it's an art. But I realized that I am
• 38:33
  obviously the bottleneck because I'm just doing so many thing and
• 38:36
  I'm wearing so many hats and if I have to do every single
• 38:40
  interview and I, my schedule is 3 months booked out, how do I
• 38:44
  hire more people, right? Because it just becomes I'm the
• 38:47
  bottleneck. And so then it's like, OK, well
• 38:49
  we need producers, but I'm the bottleneck and getting more
• 38:52
  producers. And so should I hire a recruiter
• 38:55
  or so, or should we try to get the, you know, get the But yeah,
• 38:59
  100% a. Sales.
• 39:00
  Manager to get the producers to be able to produce more and do
• 39:03
  all this stuff both you could you could take.
• 39:05
  Both on at the same time. Look, the two best things that
• 39:07
  you could do right now is sales manager and recruiter.
• 39:10
  You should not be doing any of that.
• 39:11
  OK. And and what you want to look at
• 39:13
  is what meetings do you need to be a part of and what meetings
• 39:16
  do you not need to be a part of. The only way you cannot be a
• 39:18
  part of meetings is to take everything that's in your head
• 39:21
  and be able to systematically help your team understand how
• 39:24
  you think, what you want to do, what the long term vision is and
• 39:26
  how they should conduct themselves in a company.
• 39:29
  And they're going to forget week over week over week.
• 39:31
  And so I would take all of that and I would deliver that to my
• 39:34
  team in a daily, all teams meeting where we're going, what
• 39:36
  we're about, client wins, good things that happened, things we
• 39:39
  need to improve. And I would consistently deliver
• 39:42
  that to them so that they embodied that culture in my mind
• 39:45
  and how I wanted to be on a daily basis.
• 39:47
  So I could just let them do their work.
• 39:49
  Are they going to operate as efficiently as me?
• 39:51
  Are they going to make mistakes? Yeah, of course they're going to
• 39:52
  make mistakes. I want to let them fail upwards,
• 39:55
  right. But if I can get them to 80% of,
• 39:57
  of what I'm doing and, and what I know, then I, you know, I hand
• 40:01
  these things off to them. But you got to get that out so
• 40:05
  that they they have that information.
• 40:07
  How long would you run? Your daily meetings 15 minutes
• 40:11
  daily All teams meeting. 300 people on a Zoom call. 15
• 40:14
  minutes. Here's where we are cash
• 40:17
  collected for the month. Here's where we were On this
• 40:19
  date last month. Cash collected.
• 40:20
  Here's where we were on our best month in the past year On this
• 40:23
  date. Cash collected.
• 40:24
  Here's a client win. Here's a patient.
• 40:26
  Here's a client win. An employee win.
• 40:29
  Some good things that happen. Here's some news about the
• 40:31
  industry or something that's changed.
• 40:32
  Here's an event that we have coming up.
• 40:34
  Here's what we're getting prepared for.
• 40:35
  Here's the one big goal that we have this month.
• 40:37
  Here's the one big goal that we have this quarter and then I
• 40:40
  would remind every single person, guys, the most important
• 40:42
  things that you can possibly do on a daily basis are understand
• 40:45
  100% clarity on what it is you're supposed to be doing
• 40:49
  today and this week. And if you don't have that
• 40:51
  clarity, make sure you're talking to your manager about
• 40:52
  what that clarity is. And then consistently looking
• 40:55
  for roadblocks as opportunity to grow.
• 40:57
  If we don't have problems in this business, the business
• 40:59
  isn't growing. So if you don't have problems,
• 41:01
  then you're not going to have a job.
• 41:02
  So I hope that you can consistently find problems and
• 41:04
  rather bring the problems to your manager as a problem.
• 41:06
  You find the solution and bring them and we collectively solve
• 41:08
  them as a team. Your ability to develop as a
• 41:11
  person and stay open minded is going to move you up within this
• 41:13
  company. I know so many of you.
• 41:15
  And then I would talk. Hamilton just closed a $30,000
• 41:18
  deal yesterday. This guy just got a BMWJ, just
• 41:21
  proposed to his girlfriend, whatever.
• 41:22
  And I would consistently show that, plus client wins and at
• 41:25
  the end of every morning, they were just so juiced up to win
• 41:28
  the day. Then I would have an executive
• 41:30
  meeting once a week, a sales meeting every single day for 30
• 41:34
  minutes. Like imperative, the most
• 41:36
  important thing ever, because I don't care how good or motivated
• 41:39
  or incentivized salespeople are, they're going to get lazy.
• 41:41
  They're going to get negative pessimistic thoughts.
• 41:43
  They're going to have a bad month.
• 41:44
  They're going to shortcut deals. They're, they're always going to
• 41:47
  revert to like the way that they were without management and
• 41:50
  leadership. And so I think that sales
• 41:52
  management is imperative. And then look like I would in
• 41:56
  terms of like bringing on new people and those interview
• 41:59
  process, if they got to the interview process.
• 42:02
  And I said to them, like, how much do you know about what we
• 42:05
  do? And they're like, oh, a little
• 42:07
  bit. But I was hoping that you could
• 42:09
  tell me a little bit more. I would say, hey, you know what?
• 42:13
  I was hoping that you would come prepared.
• 42:15
  And since you weren't, I think this is not a good fit.
• 42:18
  Like that opening question. I can't tell you how many times
• 42:21
  I did that. And then what I would do is I
• 42:22
  would go to my HR manager or the person who sent them to me, my
• 42:26
  operations manager, whoever. And I would say, hey, my time is
• 42:29
  very valuable as is yours, right?
• 42:30
  Yes, OK. That person didn't even know
• 42:32
  what we did as a company. How did they get past you?
• 42:35
  I'm not worried about that person coming to interview me.
• 42:38
  I'm worried right now about what happened in the process, that
• 42:42
  you didn't ask that question and that you thought they would even
• 42:44
  be a good fit to come and talk to me.
• 42:46
  And so I was constantly filtering through that where
• 42:50
  like you should never be starting from the beginning when
• 42:52
  it comes to recruiting or, or whatever it is, you know, like
• 42:55
  there should be someone that helps you filter a bunch of that
• 42:57
  bullshit out. Yeah, yeah.
• 42:59
  And I. Work with recruiters to do that,
• 43:01
  but you know, they're outsourced, they're not in
• 43:02
  house. But it's tough because 100 like
• 43:05
  producing commercial mortgage brokers and equity advisors are
• 43:09
  not really people that are generally looking on on Indeed
• 43:13
  like they have to be headhunted and and it's so relationship
• 43:16
  based. And so that's another thing is I
• 43:17
  feel like this particular company, I have another company,
• 43:20
  but this is this company is new. I just operationally got it
• 43:23
  launched the halfway through last year.
• 43:25
  So we're very just getting off the ground.
• 43:29
  But I feel like I need to know every single person that's
• 43:33
  coming aboard, like I need to do that interview with with each
• 43:35
  person and I have to really sell the vision on what we're
• 43:38
  creating and what we're all about.
• 43:39
  That one. It's also really hard to find
• 43:41
  any recruiters that are recruiting for this type of
• 43:45
  position that it's 100% Commission position and we're
• 43:48
  looking for very experienced people that already have a book
• 43:50
  of business and who are the best of the best because we don't
• 43:52
  want, I don't want any any B players in the company,
• 43:56
  especially on our production side.
• 43:58
  So, so, yeah, I'm thinking the best way would be to hire an in
• 44:02
  person recruiter that has the relationships that's been at all
• 44:05
  the big firms, the CBR, ES and the JLLS, the North Marks.
• 44:08
  And actually maybe as a sales manager at one of the bigger
• 44:12
  companies and has those relationships in that trust
• 44:14
  because we are such a new company.
• 44:16
  Like somebody like that would be integral to being able to where
• 44:18
  they can make a phone call me like, hey, this is what we're
• 44:20
  building this what we're doing. And that could actually help
• 44:23
  offload a lot of that off my plate because I, I think that's
• 44:26
  a big bottleneck right now. I think that.
• 44:28
  Adds a lot to your company, like paying that person appropriately
• 44:32
  and finding somebody in that role will add how do I find
• 44:34
  that? Person what?
• 44:36
  The recruiter. Yeah, I.
• 44:37
  Mean you're building. Your personal brand enough to
• 44:39
  post on your story, you know? Yeah, yeah.
• 44:42
  So you should. Post on your story.
• 44:43
  I would constantly be just asking for introductions,
• 44:46
  telling everybody what you're trying to find and what you're
• 44:48
  trying to do. Anybody that you know, like,
• 44:49
  hey, I'm looking for, I'm looking to bring a recruiter on.
• 44:52
  You can post online, but like you said, if that's not the best
• 44:55
  way, I think consistently demonstrating what your vision
• 44:59
  is for the company so that people can outwardly see that.
• 45:01
  It used to be on your website. Now it's YouTube, Instagram, you
• 45:04
  know what you do? But if people can see that
• 45:06
  you're really growing really fast and a part of a big vision,
• 45:08
  then like you're more likely to attract that.
• 45:11
  But quite honestly, I looked through your stuff, like, I
• 45:12
  think you're already doing that. Maybe you could do it a little
• 45:15
  bit more. But yeah, sometimes it takes
• 45:17
  time to find the right person, Right?
• 45:19
  Yeah. And I.
• 45:19
  Don't probably leverage my brain enough for like the asks that I
• 45:23
  have within the company of actually internally just
• 45:26
  everybody. Yeah, everybody, I would.
• 45:29
  Never be shameful about, hey, this is the this is the position
• 45:32
  that we have open. Yeah, I love this.
• 45:34
  This all the structures that you said and it just gives, gives me
• 45:36
  a bunch of ideas. It's just a matter of right idea
• 45:38
  to implementation. There's all these things that we
• 45:40
  know we have to do, but when you don't have a massive
• 45:42
  organization or a massive team or billions of dollars in the
• 45:45
  bank account or of investor capital to be able to grow in
• 45:48
  skill, it's like that founder bootstrap startups.
• 45:51
  Like what is that most critical thing that you do next?
• 45:53
  And what do you let go of or who do you bring aboard?
• 45:56
  Because every, but you know, every dollar counts, right?
• 45:59
  And the number one cause of business failure is lack of
• 46:02
  working capital. And you can blow through capital
• 46:03
  so quick. And so that's what I've always
• 46:06
  have experience as a founder, just making those key decisions
• 46:08
  and making the right decisions in a way that's actually going
• 46:11
  to move the needle in the direction of what you're trying
• 46:14
  to accomplish and not blow your company up at the same time.
• 46:17
  That's why I think it's really. Useful to work with some form of
• 46:21
  a mentor or guide who can ask you questions to get you to
• 46:23
  uncover things that you didn't know that you didn't know right,
• 46:27
  Because in business there's a bunch of stuff that you know and
• 46:29
  there's a bunch of stuff that maybe your mentor will tell your
• 46:31
  people will guide you, but there may be these things that someone
• 46:34
  else can help you uncover. Hey, I didn't even know that.
• 46:36
  I didn't even know this. And then when you start to be
• 46:38
  able to think about that thing, then you can make a decision
• 46:40
  with a different framework. How do you run your?
• 46:43
  Interviews, OK. So I preframe as another thing I
• 46:46
  was going to tell you. I preframe every single
• 46:49
  conversation, even with my mom. Hey mom, I got 5 minutes.
• 46:53
  I'd love to know more about your day.
• 46:55
  Any erroneous details in this conversation are not going to
• 46:58
  help me be an active participant.
• 47:00
  So just give me the facts and I'll be able to respond because
• 47:02
  I love you. Pre frame everything.
• 47:05
  Someone comes into my office. Mike, what's up, man?
• 47:07
  Hey, I was wondering if we could review this call.
• 47:09
  Absolutely, Mike. Let's get right to it.
• 47:10
  I only got a few minutes, but I'm more than happy to help you.
• 47:13
  Interview comes in. Hey, awesome.
• 47:15
  Thanks. Thanks for thanks for joining
• 47:16
  us. Look through everything point of
• 47:18
  this conversation is obviously to find out a little bit more
• 47:20
  about you, how much you know about us and if you're a good
• 47:22
  fit for the company at the end of this, you know, once we
• 47:26
  finish, we'll, we'll, we have a bunch of other candidates that
• 47:28
  we're interviewing and then we'll make that decision, you
• 47:30
  know, within a couple of weeks and and let you know, but let's
• 47:32
  let's get right into it. And and hey, I got 15 minutes, I
• 47:35
  got 20 minutes and I'm just going to tell them right up
• 47:37
  front sales conversation, everything.
• 47:38
  I pre frame everything to let people know.
• 47:40
  Like I'm not a Dick but I have things to do.
• 47:43
  I need to be as efficient as human.
• 47:44
  I do that too, yeah. And and So what had you asked
• 47:46
  me? Sorry, yeah, how you run your
• 47:47
  interview? Processes so like to really, I
• 47:51
  feel like I'm a bad interviewer. I fall in love with people's
• 47:53
  stories and like all this stuff. So like, how are you efficient?
• 47:56
  And I also don't have time, a lot of time.
• 47:57
  So like, how are you really efficient to understand quickly
• 48:00
  is this person a good fit for our company and for this role?
• 48:04
  So preframe I preframe everything.
• 48:06
  But I rarely hired people who have like the exact specifical
• 48:11
  technical aptitude that I needed.
• 48:13
  I wanted to ask them certain questions that would help me see
• 48:16
  how they received feedback, how open minded and focus they were.
• 48:20
  I would also tell them like, hey, this company is growing so
• 48:24
  rapidly that this is not your typical nine to five job.
• 48:28
  Like are you the type of person that really wants to grow and
• 48:31
  put in your all and is not looking to just punch a clock in
• 48:34
  and out like go above and beyond?
• 48:35
  Or you more concerned with finding a role that meets the
• 48:38
  perfect 9:00 to 5:00 so you can be comfortable outside of work?
• 48:41
  I would just ask him. And if like, yeah, man, like I
• 48:44
  have kickball on Tuesdays and I want to take my wife out, I'd be
• 48:47
  like, look, that's great. This is a culture of excellence
• 48:50
  and rapid growth, and you will be paid proportionately to that.
• 48:53
  But we are looking for people that are all in on this
• 48:56
  opportunity. So I'd ask some questions like
• 48:58
  that. I would also ask them like, how
• 48:59
  much do you know about what we do?
• 49:01
  Every industry is different, but I I was just Captain Dickhead
• 49:04
  when it came to this. If they came into my office and
• 49:06
  they were like, I was hoping you could tell me what you do.
• 49:09
  I'm like you didn't funnel hack, you didn't submit a lead, you
• 49:12
  didn't create a fake Gmail address you don't know anything
• 49:14
  about we do. You didn't look up me, you
• 49:15
  didn't look up the exact how. Like I don't even understand how
• 49:18
  people could lack such awareness to go into an interview without
• 49:22
  any preparation. It just shows me how ill
• 49:24
  prepared you are. I I poached people 100% of the
• 49:28
  time. I got a couple interviews off
• 49:30
  off indeed but I was poaching people from other places all the
• 49:33
  time. I was literally using my own
• 49:34
  Instagram just like poach people, nurses, NPSPASI would go
• 49:38
  to like other clinics and I would see who they tagged and
• 49:41
  then I would go follow that person.
• 49:43
  I won't even say a word and then they would follow me back and
• 49:45
  see what I was doing. At 10.
• 49:47
  XI just went massive follow, same with LinkedIn.
• 49:49
  Just go and follow a bunch of people.
• 49:50
  Never sent any outreach. No bullshit.
• 49:52
  No hey I'm looking for an open position.
• 49:53
  Just curate this network of people.
• 49:56
  And then I went and bought a watch and the girl who sold me
• 49:58
  the watch was like, excellent, like, incredible.
• 50:02
  Asked me all the questions. Super polished, super refined.
• 50:05
  I'm like, hey, you, you, you like doing this?
• 50:07
  So yeah, it's pretty good. I'm like, oh, nice.
• 50:09
  How much you make last year? She's like 120.
• 50:11
  I'm like, have you ever considered another position?
• 50:13
  You've been in sales for a while?
• 50:15
  Yeah. Yeah, I would.
• 50:15
  I'm like, what are your passions?
• 50:16
  She's like, I love skin care and I like this and like that.
• 50:18
  I'm like, oh, nice. Like, you know anything about
• 50:20
  functional medicine? She's like hormone.
• 50:21
  So I'm like, yeah, I'm like, yeah, I run a functional
• 50:24
  medicine company. She's like, I love all that.
• 50:26
  I'm obsessed with that. I'm like, oh, that's nice.
• 50:28
  You think if I could show you a way to make 200K that you might
• 50:30
  consider a job position for that?
• 50:32
  She's like, yeah, sure. What do you got?
• 50:33
  I'm like, oh, nice. Here, I'm going to send you some
• 50:35
  information and then we can set up an interview if it makes
• 50:37
  sense. Real estate agent, yacht broker.
• 50:41
  These guys had no experience in medicine.
• 50:43
  They liked the industry, and so they thought it was cool if
• 50:46
  someone was like, no, I don't care about this, I only want to
• 50:48
  make money. Sorry, not a good fit, but it's,
• 50:51
  I was just constantly poaching like that, like all the time.
• 50:55
  And then in the interview process, sometimes depending
• 50:58
  upon the role, I would like do a little role play or something
• 51:01
  with them. And then I would give them, I
• 51:02
  don't care how bad they blew the role play.
• 51:04
  Sometimes, like in an interview, it's hard.
• 51:06
  You're not perfect. If they understood the basic
• 51:08
  frameworks and foundation of like asking questions rather
• 51:11
  than pitching too early. And they walk through stuff and
• 51:13
  I give them feedback and they ever say to me, yeah, yeah,
• 51:17
  yeah. But see you later, you can't
• 51:21
  even accept any feedback like you're not working here.
• 51:23
  There's no chance. But interviewing is hard.
• 51:26
  You know, it's it's the hardest thing about running a company.
• 51:29
  So I'll say this now you can use something called a crit
• 51:33
  framework. Do you know what this is?
• 51:35
  Crick Crit. Crit No OK, you're going to use.
• 51:38
  Claude in a way in which you give Claude context and you say
• 51:44
  I run a commercial mortgage broker, mortgage broker company.
• 51:50
  I'm currently in the role of going through interviews.
• 51:53
  I want to get better at interviewing.
• 51:56
  I want to ask better questions to determine talent that's going
• 51:59
  to stay here for the long term. I'm interested in finding
• 52:02
  coachable, open minded people with previous experience that
• 52:06
  don't think that they're the shit that whatever, whatever,
• 52:08
  whatever. I want you to act as an HR
• 52:12
  recruiting expert and ask me question one at a time in an
• 52:18
  interview to help me determine how I can be the best
• 52:22
  interviewer and recruiter or on border of employees that are
• 52:27
  going to stay for the long term. Go now.
• 52:30
  AI is going to ask you questions to help you develop what's
• 52:34
  important to you, and then you're going to be able to
• 52:35
  implement those questions into your framework.
• 52:38
  I love it. Why is it called crit?
• 52:40
  Is that it's called. Context.
• 52:42
  You give it the context or the problem, you assign it a role,
• 52:45
  in this case AHR recruiting manager, you say interview me
• 52:50
  question by question with this task or outcome that I want in
• 52:54
  mind. So that's your AI.
• 52:56
  Prompt framework, Yeah, it's it's.
• 52:58
  I I rarely use AI just to get information.
• 53:01
  Now I use AI as my thought partner to help ask me questions
• 53:06
  that I may not have thought of, based as certain strategic
• 53:09
  advisors. Yeah.
• 53:11
  AI is amazing. It's incredible what it's been
• 53:14
  able to do big time. Oh my gosh.
• 53:17
  All right, Well, I have like a million bajillion questions that
• 53:21
  I want to keep asking you, but we have to wrap up here pretty
• 53:23
  soon. Just out of curiosity, why did
• 53:25
  you end up leaving 10X to start your own coaching platform?
• 53:28
  And is that your main focus now? Right now I'm I'm.
• 53:32
  Doing purely business consulting, I only work with
• 53:34
  leaders, business owners, managers, help them become
• 53:37
  better leaders, build their team, put systems in a place so
• 53:39
  they can scale and not be so active in the company.
• 53:41
  I was working 18 hour days. I had office in Miami,
• 53:45
  Scottsdale, Beverly Hills. I was in the jet all the time
• 53:48
  speaking at events. I was just burnt out, you know,
• 53:51
  like, yeah, I was making seven figures and I had 5% equity, but
• 53:54
  I was building somebody else's company and I knew I was more
• 53:57
  than capable of having my own company.
• 53:59
  And I also wanted some freedom. I didn't want to work 18 hours a
• 54:02
  day for somebody else seven days a week, you know, So I left.
• 54:06
  Then I started consulting for them for the next year.
• 54:08
  So they still had me like run the company on the back end for
• 54:12
  a year. I never really talked about
• 54:13
  this, but I would just meet on Zoom with the executives.
• 54:16
  I built out all their supplements.
• 54:18
  I created a supplement manufacturing company.
• 54:19
  And then I was able to work with Tony Robbins and Lily Tapia and
• 54:24
  stem cell clinics and Medigine and, and Panama Consult for Med
• 54:29
  spas in Beverly Hills and Texas. And I just had a nice little,
• 54:32
  you know, portfolio of companies that I worked with, making seven
• 54:36
  figures, working 4 hours a day, wearing a tank top, you know,
• 54:39
  like having the greatest life of all time.
• 54:43
  And then someone was like, hey, man, you should really get
• 54:46
  online and coach people, you know, like have a mindset
• 54:48
  program, personal development. And I was a little bored with
• 54:51
  consulting because I was just like sitting in an office all
• 54:53
  day by myself, you know, And when I started coaching people,
• 54:56
  it was a little bit more engaging and I started throwing
• 54:58
  masterminds and doing in person stuff and I started to like have
• 55:00
  a little bit more transformative effect.
• 55:02
  And so I loved it. And then I got to a place where
• 55:04
  I'm like, Hey, like just my skill set and what I'm best at
• 55:07
  is working with higher level people, right?
• 55:09
  Like I'm really best at working with people who are doing 500 KA
• 55:11
  month or more. I'm really good at helping
• 55:14
  people like bring on managers and directors and, and train and
• 55:17
  develop leaders and, and a culture.
• 55:19
  And like when I meet and sit with people, the people that are
• 55:23
  literally glued to getting more information out of me more than
• 55:26
  anyone I know are my mentors, like billionaires, guys that are
• 55:30
  live on North Bay Rd. like, and, and so I realized like I'm just
• 55:35
  better at helping people with higher level information.
• 55:39
  So I sunset my personal development like starter program
• 55:42
  and I only do business consulting now.
• 55:44
  OK. Very cool.
• 55:46
  And what's your target revenue size for your business
• 55:48
  consulting? I mean, right now I'm.
• 55:50
  I take people that do 100 KA month or or more in a service
• 55:53
  based business, but really my my target is is 500 K to to two
• 55:58
  million a month is like really my sweet spot like 9:50 to 50
• 56:01
  employees where I can really help people get to 4567 million
• 56:05
  a month. What would you say?
• 56:06
  Like your? Greatest gift is in your your
• 56:08
  consulting. Helping people solve for what
• 56:11
  problem? Helping people.
• 56:12
  Be able to transform their business and their team by
• 56:21
  helping their team apply the information that they give them.
• 56:27
  Most of the time, business owners and leaders will train
• 56:31
  people and nobody will retain or apply that knowledge.
• 56:35
  They will hand out an SOP that never gets looked at again.
• 56:39
  They will give somebody a sales script that never gets used.
• 56:43
  I just think it's all horseshit. Like I'm not somebody who learns
• 56:47
  that way. And so I teach every single
• 56:50
  person I work with how to illiterate or draw a picture
• 56:54
  that someone can remember. Describe things in a way that's
• 56:57
  meaningful and useful to their team.
• 56:59
  Help them implement that knowledge.
• 57:02
  And then use a system called Teach to Learn where they have
• 57:05
  to teach their manager everything they are learning.
• 57:08
  So they they can go from applying knowledge in three
• 57:11
  months to applying knowledge in 2 days.
• 57:14
  So it's explanation of or application of information
• 57:17
  really amazing well. Maybe I'll work with you, maybe
• 57:20
  I'll be your next client. So it's cool.
• 57:22
  Yeah. No, I think, you know, I, I
• 57:24
  haven't been at a large organization and so I think
• 57:27
  there's a lot of I mean, I have when I worked for Caterpillar,
• 57:30
  but that was back in 2017, right.
• 57:33
  And and not for a super long period of time.
• 57:36
  So I think that perspective of a large organization paired with
• 57:40
  the kind of starting from the bottom like all on your own,
• 57:44
  there's a lot to be learned from the way that the big
• 57:47
  organizations are run, especially if that's what you're
• 57:49
  trying to build, which is what I am trying to build, right.
• 57:51
  I think a really. Important thing is to have a
• 57:53
  prioritization schedule, so when problems come on and things you
• 57:58
  need to fix, it feels like it just piles up into a list, which
• 58:01
  makes a business inefficient and creates confusion.
• 58:05
  When you have a prioritization schedule about which items you
• 58:09
  need to tackle, which are the most important, and in which
• 58:11
  order, you then have to create a delivery schedule.
• 58:14
  So I've realized all these problems, I prioritize them.
• 58:18
  How am I going to roll out and deliver the solutions to my
• 58:21
  team? A new process, a new training, a
• 58:23
  new message, a new outreach, whatever it is.
• 58:27
  Jeff Bezos says this actually, he's like, what I realized was I
• 58:30
  had all these ideas and I was trying to deliver them to my
• 58:32
  team so quickly. I needed to slow down and say,
• 58:36
  what's the capacity of my team to actually accept and implement
• 58:39
  this information? And when you can have a
• 58:42
  strategic advisor help you with that, then it it it changes the
• 58:45
  game of the adoption of the information.
• 58:48
  I love it. Yeah, sometimes it's hard to see
• 58:50
  the forest through the trees. And you really.
• 58:51
  Yeah, I, I'm a huge into mentorship and have multiple
• 58:54
  mentors in different areas of life, right.
• 58:56
  But it's so important. It's been a game changer for me.
• 59:00
  And when you're building a company?
• 59:01
  If you're always working in the business and you're not able to
• 59:03
  zoom out with different lenses because you might have a billion
• 59:09
  dollar mentor that specifically grew that kind of company.
• 59:11
  But maybe things have changed. Maybe things have shifted.
• 59:14
  Maybe AI adoption changed the game for certain things.
• 59:17
  But when you can get a new perspective from a new person
• 59:20
  that allows you to look at it from a new angle, it can be a
• 59:22
  complete game changer about how efficient you are each day.
• 59:25
  Exactly. I agree because just like you
• 59:27
  said, I mean, I have a billionaire mentor, but they're
• 59:30
  so far detached from a startup. You know, it's like sometimes
• 59:35
  they don't have the ability to really solve these little tiny
• 59:38
  problems that we're at now. And having a different lens from
• 59:40
  somebody that's been closer to that more recently is super
• 59:43
  beneficial because they're so big picture.
• 59:46
  I love talking to one of my mentors and he's just like,
• 59:49
  whoa, why don't you just do a roll up and buy this bank and do
• 59:52
  this and do that and do this. I'm like, OK, I got to hire like
• 59:54
  this one person right now. Let me just figure this out real
• 59:57
  quick and then let's talk about that, you know, next week.
• 1:00:02
  But yeah, it's fun. But all right, wrapping up
• 1:00:05
  wrapping. Higher school, hard knock style.
• 1:00:08
  You ready? Yeah.
• 1:00:09
  Let's go. OK.
• 1:00:11
  How old were you when you became a millionaire?
• 1:00:12
  27 What? Business, are you in?
• 1:00:14
  I'm a business consultant. What's the number one?
• 1:00:16
  Piece of advice you've ever received.
• 1:00:18
  Fear isn't real. What's the number one book?
• 1:00:20
  That you advise everyone should read everyone.
• 1:00:24
  The Confident Mind by Doctor Nate Zissner.
• 1:00:28
  I haven't read that. Business owners.
• 1:00:30
  AI Driven Leader by Jeff Woods. That's in my.
• 1:00:33
  Library, but I haven't read that one either.
• 1:00:35
  Perfect. If you could send one message to
• 1:00:38
  your younger self, what would it say?
• 1:00:39
  10X your goals. Why?
• 1:00:41
  Because you're capable of so much more.
• 1:00:44
  Think bigger. I think the limited thinking
• 1:00:46
  will only withhold you from getting to a massive outcome.
• 1:00:50
  And it's actually just as easy to scale a big company as it is
• 1:00:54
  a small company. Probably even easier to scale a
• 1:00:57
  big a company to a large amount than just keep it at a small
• 1:01:00
  amount. I love it.
• 1:01:01
  What is the number one best attribute of the greatest
• 1:01:05
  leaders that you know? Extreme.
• 1:01:07
  Accountability and insane curiosity.
• 1:01:11
  What does success mean to you? Now success is.
• 1:01:13
  Sort of a bundle of business growth impact, financial
• 1:01:20
  success, freedom and authenticity.
• 1:01:23
  Thank you. You're.
• 1:01:24
  Awesome. You're awesome.
• 1:01:25
  Thanks so much for coming on the show.
• 1:01:26
  Thanks for having me.