Latest / Mortgage Marketing Radio / Ep 156: The Strategy of Preeminence to Gain Trust, Relevancy and Ignite Your Business

Transcript

Ep 156: The Strategy of Preeminence to Gain Trust, Relevancy and Ignite Your Business · Mortgage Marketing Radio

• 0:00
  In today's highly competitive mortgage industry, building profitable relationships with
• 0:04
  real estate agents is essential for success.
• 0:06
  However, finding effective ways to secure agent relationships can be a challenge.
• 0:11
  With so many mortgage loan originators vying for the attention of real estate agents, it
• 0:15
  can be difficult to stand out and establish meaningful connections.
• 0:20
  Our new case study featuring loan officer Chris Cogill is a must-read.
• 0:25
  Chris has closed a remarkable 36 million in funded loans from agent referrals.
• 0:31
  And in this case study, he shares his proven strategies for building strong relationships
• 0:35
  with real estate agents and leveraging those relationships to drive more business.
• 0:39
  To get your hands on this resource, head over to LOKestudy.com and download your free copy
• 0:45
  of the case study today.
• 0:47
  You'll find actionable insights and practical tips that Chris used to close 36 million
• 0:52
  in funded loans from agent referrals and how you can too.
• 0:56
  Don't miss out.
• 0:57
  Go check it out right now, visit LOKestudy.com and download your free copy today.
• 1:18
  Welcome to Mortgage Marketing Radio.
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  Brought to you by the Mortgage Marketing Institute, your number one source for truth
• 1:24
  in mortgage marketing.
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  Hey, the stories of what's up.
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  This is Jeff Zinfra.
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  Welcome to another episode of the Mortgage Marketing Radio podcast.
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  So thrilled you tuned in.
• 1:34
  We got a special one today.
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  I'm going to tell you about that in just a moment before I do.
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  Let me give a quick shout out to one of our podcast listeners who left us a review.
• 1:42
  And this comes from Rake 11.
• 1:45
  Rake 11 says, rock and podcast.
• 1:48
  So I'm new to the lending side of the business.
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  After eight years as a realtor selling over 20 homes per year, I made a change.
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  In many ways, I moved to a whole new state.
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  I'm enjoying the lending side and new challenges.
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  This podcast has been an awesome addition to my morning to get me going, adding ideas
• 2:03
  perspective and getting me pumped.
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  All right, rock and podcast, Rake 11, thank you so much for leaving that review.
• 2:09
  We appreciate you.
• 2:10
  And if you're listening and you haven't left us a review yet, hey, I'd appreciate it.
• 2:13
  It's always positive feedback to know that we are making a difference for you out there.
• 2:17
  What do you get when you leave a review?
• 2:18
  Just like Rake 11, he's going to get himself some podcast swag, a t-shirt, a swag box
• 2:22
  and stuff.
• 2:23
  You can get the same for you.
• 2:24
  By the way, rock and rake 11, please go to my Facebook page, message me, let me know
• 2:30
  your t-shirt size and size and mailing address and we'll send you off a swag box.
• 2:34
  And if you want to leave us a review, you can do the same, wherever you're listening
• 2:37
  to this podcast, iTunes, Stitcher, Spotify, go to my Facebook page.
• 2:42
  We have a podcast page just from podcast listeners that's just search mortgage marketing
• 2:46
  radio on Facebook, get more resources, access, community in there, all about helping you
• 2:51
  succeed as an originator in this awesome fun business.
• 2:56
  Okay, so that being said, I also don't want to overlook that if you are looking to take
• 3:00
  your business to the next level, you're looking for better, more successful, deeper, more
• 3:04
  profitable agent referral partnerships, go check out the mortgage marketing.pro membership.
• 3:10
  That is for originators who want to have more success with agents who want to become a
• 3:15
  modern originator, originator as well and get access to a bunch of self-paced modules
• 3:19
  and learnings, Facebook ads, YouTube, Instagram, etc., I put a short video up about that.
• 3:25
  You can go check it out at mortgagemarketing.pro.
• 3:28
  Okay, let's get into this week's very special episode and I'm thrilled, honored.
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  You know, there's some time, some moments in one's career, I guess, that stand out as highlights
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  and this is definitely one of them because my special guest today has been a mentor both
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  from afar and directly for some time.
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  There's actually a funny story which I won't go into depth here on this time, this session,
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  but I actually had the privilege of meeting this gentleman in his office roughly 10 years
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  ago or so and just as an incredible human being, but also has achieved some incredible things
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  in his career.
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  Who am I talking about?
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  I'm talking about Mr. Jay Abraham.
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  Jay Abraham is a business expert and icon and let me just read to you a couple of the
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  comments and testimonials.
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  I mean, he's worked with Tony Robbins.
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  He's worked with Damon John.
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  He's worked with FedEx.
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  The New York Times says that Jay is amongst the best entrepreneurial coaches in the country.
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  He has worked with thousands of businesses, hundreds of industries and has a unique perspective
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  on business models, thinking processes, mindsets, strategic approaches to help businesses
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  achieve quantum leaps in their success and income.
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  Jay has generated, I think, the last figures they call Jay the $29 billion man in that
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  through the consulting and work that he's done with organizations over the last several
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  decades that his clients have collectively generated.
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  I think it's about $29 billion in increased revenues collectively by working with Jay.
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  I'm just looking at the list here.
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  One company took from $800 million to $2 billion, so anyway, I think here's the bottom
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  line.
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  Here's what Tony Robbins says that Jay is almost to take any company and uncover a minimum
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  of $10,000 and a maximum of $1 million in windfall profits that the company has just
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  sitting waiting to be harvested.
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  So I wanted to have Jay on to have this conversation about how do we do just that?
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  How do we gain a powerful advantage?
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  How do we uncover and identify unharvested profits and opportunities sitting right under
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  our nose?
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  And oftentimes what it takes is somebody else to point those out for us, and I hope that
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  this conversation with Jay does this today.
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  Jay has spoken at the Mastermind Summit, Stephen Marshall's event in Las Vegas.
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  He's worked in the real estate space.
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  He's got testimonials from pretty much every respected thought leader and business professional
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  under the sun.
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  I'm scrolling him here on his website, they go on and on and on.
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  And we're going to put links to everything in the show notes.
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  By the way, I suggest you check out his book, which was a very influential book for me.
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  It's called Getting Everything You Can Out Of All You've Got.
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  We'll put a link to that in the show notes.
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  Go to his website, Abraham.com.
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  He's got tons of free resources and downloads for you to check out there.
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  I would say just dive in, invest, put anything Jay, Abraham, does on your to listen to
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  read list and you won't be disappointed.
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  And I'm so thrilled to share this conversation with you.
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  And as always, which you'll hear when listening to this conversation is Jay is really, he's
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  a critical thinker, right?
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  So you're not necessarily going to get the, hey, man, I need one idea to get me alone
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  today, right?
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  It's not the quick instant fix because that's short term and that doesn't really produce
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  real change.
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  So this conversation, Jay and I have is very reflective, very strategic in nature versus
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  overly tactical.
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  But I hope there's some discoveries and opportunities for you and application that you will take
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  away from this conversation and start to implement in your business.
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  And I'd love to know your feedback on this episode, email me, podcast at mortgage marketing
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  radio.
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  Love your feedback.
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  Leave us a review as well.
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  Without further ado, let's get into this week's show.
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  Jay bram, welcome to the show.
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  Thank you, Jeff.
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  Pleasure honored to have you here.
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  You know, it's funny and prepping for this.
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  I didn't show you this before, but I busted this copy out.
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  That's one of my favorites.
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  I like that book.
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  It's very, it's very fun read.
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  It is, it is a fun read.
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  I've got an earmarked and yellowed and all that kind of jazz and, you know, I've been a
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  student of yours for a long time, obvious atoms, right?
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  Back in the day.
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  That's great.
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  And you're right.
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  I mean, all that stuff is still, it's as applicable today has to be translated to
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  you know, more of a technological world, but it really, it's, it's all universally human
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  nature.
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  Yeah.
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  100%.
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  All right.
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  So let's, let's kick it off this way.
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  People heard the formal intro before we got into our talk here.
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  But I saw something and doing some research for this.
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  I think this sums up you quite, quite appropriately.
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  I'll let you kind of unpack what does this mean.
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  You are self described ethical pusher of a drug called strategic thinking.
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  Yeah.
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  Yeah.
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  Yeah.
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  If you wouldn't mind.
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  Well, it means that most people, I mean, critical strategic thinking, consequential thinking
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  is a very powerful, dimensional sort of elevation in your ability to accomplish anything.
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  Most people are very tactical.
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  They do a lot of stuff, but they really don't have an end game other than let's make more
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  money or, you know, pay the bills or, you know, do in your cases more, more, more
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  mortgages or whatever.
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  But when you get into really sophisticated strategy, you look at me, said differently,
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  I spent my life focusing on elements of business performance enhancement that each have the
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  ability to be geometric or exponential in their impact.
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  So not incremental games, but things that will go, and we decided years ago to look at big
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  drivers that were so powerful that even if you screw them up a bit, they'll work and
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  spy you, they're compensating.
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  And probably the biggest one, you change your strategy, you change your results.
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  If you look at the majority of businesses, not even individuals, but businesses under,
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  I don't know, $40 million, their tacticals can be, they don't really have a big driving
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  master plan that everything they do integrates through.
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  They just do whatever they're going to do, episodically, you know, they run ads or they
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  do this.
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  There's no congruency.
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  They're not trying to build an integrated strategy that keeps advancing and enhancing
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  a masterful game plan.
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  They don't have a big vision of how this is going to produce something bigger next year
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  in the year after, and they don't use relationships, opportunities anywhere close to optimal.
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  And part of it's not even their fault, Jeff, because they have a very limited scope of
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  reality and experience, excuse me, for moving myself one second, pretty closer.
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  I have an advantage, you know, truth and probably a modesty, I've done over a thousand
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  industries, not companies, and when you look at a thousand different business models,
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  a thousand different strategies, a thousand different ways of selling, marketing, building
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  and enduring ever compounding business, and then you look at how most people have a very
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  limited, very, very insular, and a very, very follow the herd type of a tactical approach.
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  It's not their fault.
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  They haven't had enough experiences, but very candidly, I guess I'd use the word honestly
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  to answer your question, most people are tactical in nature.
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  Strategy is the overriding game plan that everything is driven from.
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  It should only be used if they advance and enhance a big master long-term game plan.
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  If you don't really have a master long-term game plan, other than I got to make enough
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  money to pay my bills or buy them or say these or a bigger house or go on a vacation
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  or set the record so I can get the trip to Tahiti, that's not a strategy.
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  That's really not even a tactic, it's a hope and a prayer, it's just totally different.
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  I don't know if my answer is too abstract or whether that makes a point.
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  Yeah, it does.
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  It makes me think of this saying that I've kind of borrowed.
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  I forget who originated it, but that principles, I wonder if you agree with this.
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  Principles don't change, but tactics do.
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  Yeah, that's true.
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  I mean, the world today is different, but the same.
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  I mean, attention is different, and I think that many people in business, probably a lot
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  of your viewer listeners, have what I call their suffering attention deficit from the
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  market.
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  They don't know why, but if you're not getting the results you want, the response you
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  want, the distinction you want, the financial conversion you want, the referrals you want,
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  then you better figure out why and not just keep doing a lot of the same stuff because
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  I'm going to get you any different results, but even nature, it hasn't changed, but the
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  way it manifests itself as if that makes sense.
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  Let's unpack that a little bit.
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  How would you describe how it manifests itself is different today than it has been in the
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  past?
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  Well, me and you and I both talk.
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  I happen to prefer long form communication.
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  You do too.
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  The majority of people have little...
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  Yeah, some bites, yeah.
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  So you have to grab them beneficially and...
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  You've got to be able to trust rapidly, you've got to be able to connect with them where
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  they are and how they want to be, but people are still motivated by the same drivers.
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  They're just expressed differently and they are more compressive if that makes sense.
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  Yeah, so we bring up a personal relevant points there.
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  You mentioned a certain percentage of my listeners are feeling, there's this word disruption,
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  obviously happening, especially in the real estate space, disruption, tech disruption,
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  things aren't working like they used to, just referencing my notes here.
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  I know you are an expert in these various areas of pre-eminence and relational capital
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  and leveraged marketing, so I want to maybe dive into those different categories.
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  I know you know this space pretty well.
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  You've been, you know, you spoke at the mortgage mastermind summit in Vegas and so you have
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  a good understanding of kind of the mortgage market, the real estate market as a whole.
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  And in the context of we've got a lot of noise happening, we've got all these competing
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  platforms and mediums for attention.
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  Some of the traditional methods aren't working like they used to, such as telephones, etc.
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  And we know the name of the game for our listeners, mortgage professionals,
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  they've got some primary sources of business, right? And there's consumer direct,
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  past client database, and referrals from referral partners, etc.
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  The biggest challenge with that I think of the people that I talk to is how do I show up
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  differently? How do I not sound and look like everyone else? You know what I mean? How do I become
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  pre-eminent in my space? Well, it starts first of all by understanding what pre-eminent really
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  means and looks like and most known. They don't want to be pre-eminent. They just want to be
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  pre-emptive. And there's a difference. We interrupt this normal programming to bring you my
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  message. Yeah. So I mean, I don't think they understand. Pre-eminent is a really cool
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  concept. I mean, it starts with really understanding at a depth of communication and verbalization,
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  exactly what your target audience wants, what they don't want, being able to express it.
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  It starts with understanding what trust is predicated and built on and being able to
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  authentically convey it. It starts by being genuinely interested in them as more of a holistic
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  being. So you grasp what their hope streams for other things more than just getting the loan.
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  It starts with caring enough about them that you are focused on their best interest to your
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  subordinated interest. It starts by really being able to be a great listener. It starts by
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  understanding. I mean, there's all these soft skills, fascination,
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  trust, curiosity, communication, inflection. And again, listening, I can go on and on and on.
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  The pre-eminent is an integration of a lot of things. And it all stems from authenticity.
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  And I think that authenticity, I mean, I did a work a few years ago on the concept of
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  greatness, Jeff. And it was pretty interesting because I don't believe any human being comes into
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  this world unless they have a, you know, some kind of a mental defect, not wanting to be great
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  at all they do. Great in business. There's a leader, a salesperson, a owner, entrepreneur,
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  team member, employee. Great as a husband, wife, father, mother, friend, lover, parent, great,
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  you know, all forms. And yet almost 98% of us are mediocre. And I wanted to know why.
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  And I'm going to tell you that because it might take you a little off your path here,
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  but I think it'll have relevance. And relevance is something I've done a lot of work on too.
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  And the concept of the rules for relevance gets real complex because people don't think about
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  relevancy either, but back to greatness. Most people don't have any clue what greatness is supposed to
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  feel like, be like internally in your brain, in your heart, your soul, in your mind, express
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  like, be received like, be validated like. And there's, you know, seven or eight gradients of
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  greatness, greatness and business, greatness is human being greatness and this and that. And most
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  people don't, first of all, know what it's supposed to be like in all those gradients of interaction.
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  Second, if they don't know, they can't even, they don't have a framework for figuring out
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  what kind of a reference model they're trying to get to. And mostly I can get you some help on that.
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  Second, if they get that far, they don't have any clue on how to go from wherever the gaps are
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  in their various segments of, let's call it deficit between great, if they want to be in one
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  category and let's say mediocrity, they might be at. Third, is if they end up even figuring out how
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  to get there and what path and mechanism to take the first time they try to do it, it's so foreign
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  and awkward that they default back to status quo, just like a little kid who's learning to walk talk
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  and unless they have somebody like yourself to support them and nourish them to a higher level,
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  they go right back to where they were. It's a different tangent than you asked me, but it's sort of
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  a form for me expressing a lot of thoughts I think are relevant to your listeners or viewers.
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  Yeah. So what did you learn about how to identify what does greatness look like?
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  Greatness looks different to different people. The first thing you have to do is start with these
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  number of gradients in your life. Greatness as a leader, a salesperson, advisor,
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  greatness as a human being, parent friend, because all that interrelates and if you're
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  really lacking in one, it can really unintentionally sabotage and toxify the rest, but the way
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  that you do it is you start by thinking about people in your life or that you observe,
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  that you genuinely admire, you genuinely trust, you genuinely enjoy, you genuinely feel
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  positive and better about when you're either in there or when you're observing them and then
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  you try to isolate clinically what it is, how they communicate, how they listen, how they acknowledge,
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  whatever it is, and then you start thinking about whether or not those elements and attributes
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  are achievable by you with authenticity, some of them aren't, but you start by saying,
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  okay, I would like to have this person's this and this person's that, this person's this,
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  and then you say, okay, but I can't be that person that way. How can I adapt, adopt,
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  extrapolate, modify, and if so, can I do it authentically, and you start layering slowly different
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  elements, and over time, if you understand bulletproof jackets, that they're crisscross layers of
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  Kevlar, you know what that is? Yeah. You build a bulletproof, it's not a single plate, it's the
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  crisscross layer, it's a constant, you know, interwoven, yeah. I don't know if that's too,
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  again, I can get a little less, so, Terry, I don't know if that's clear or not. That's okay,
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  it's my job to bring it back. I think it's good to kind of set that up conceptually, and what I take
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  away from that is that's why we have models and mentors and people we can observe in the wild,
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  so to speak, right, in their daily method of operation, we can extrapolate. I don't think most people
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  know how to model. I don't think, and I think you need to learn, okay, if you're going to model
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  somebody, I mean, we try sometimes, you have to pull vault in our intent on transforming ourselves,
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  and that's very hard to do. Modeling needs, it's like everything else, it needs stages and steps,
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  if you try to do it too abruptly, more often than not, you basically implode.
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  So you were saying it's small incremental improvements over time?
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  Well, yeah, I mean, it's funny, even though you're looking for exponential, you can't,
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  you got to do it in stages so that you are, that you become comfortable with your new self,
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  if that makes sense. Sure, sure. It's like learning a new skill, right? I mean, it takes a while to
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  adapt to that. And you build up, I mean, weightlifting, tennis, golf, running, cycling, whatever.
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  By the way, I got to ask you, do you in your office, you still have the office over there in
• 22:37
  as a Pell's Verties? My office is right outside, it's in Torrance, but it's right adjacent.
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  Do you still have the, you mentioned building muscle? It was curious. Do you still have the pull-up bar
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  in your office? I used to, I do not anymore, and for a reason, when I was younger and thinner,
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  I was stupidly able to do, believe it or not, 800 pull-ups at a time. They weren't great pull-ups.
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  And I had quite a physique, and I also was able to do 400 dips, and I had quite a physique.
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  And now at an older age, I have nine inches of titanium in my neck, and I have
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  a rotator cups, and I got no shoulders, so I don't do as much enough anymore because
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  I realized to my chagrin that your body wasn't built to do that. Now, you know, I try to stretch
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  and do things that are a little more compassionate to my body. Long jeopardy instead of the power,
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  right? Yeah, but when you're young, you have more vanity than you do, let's say, logic.
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  Yeah, for sure. Okay, cool. So let's bring this back to some tactical stuff, because as you know,
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  that's what people want, and I understand we've got to first have the strategy in place first,
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  being very, very intentional and thoughtful, I think, about, for me, it's like, who do you want to
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  be? How do you want to show up in the world? We can borrow some best practices for other people.
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  But back to knowing the space that we're in, where it's highly competitive, there's the threat of this,
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  there's just this threat of, well, not for everybody, because people who are confident are confident
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  in their system and their process, right? But how do I, if I can answer the one question,
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  how do we today, in the modern world that we're in, where we've got kind of modern tools of
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  communication, anything you're seeing best practices or strategically that you're working with
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  on clients that helps individual practitioners, whether it be mortgage real estate, insurance,
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  finance, right? Great connection, get chosen, be pretty eminent.
• 24:52
  Well, I mean, the first thing is, whenever I work with anybody, we try to default first of all to
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  a couple of activities or methodologies. First thing is, who can you secure in your market
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  to be your, whether it's your endorser, your benefactor, your champion, your advocate,
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  and it's beyond general referral, it's that you basically become the recommended provider and
• 25:29
  that person or entity is very aggressively and continually committed to helping you. And in order to
• 25:36
  achieve that, I mean, there's different ways to do it. If it's ethical and legal, you can certainly
• 25:43
  share compensation, but there's other ways to do it. The easiest way is to help them benefit.
• 25:51
  And we've done a lot of work where I've helped people create in the course of a year,
• 25:59
  as many as a thousand influential referral and endorsement sources that built businesses,
• 26:08
  did gargantuan scale and rather than teasing you, I'll tell you how we did it, okay?
• 26:15
  We basically realize that in any marketplace, there are lots of, quote, influencers that aren't
• 26:22
  necessarily the biggest, they are the ones that deal with people repetitively and in very,
• 26:30
  very long, discussionary periods, anything from restaurant tours, hair salons, things like that.
• 26:39
  And those are businesses. There are men and women in business who have hopes and dreams that
• 26:45
  are working very hard and have committed a lot of their opportunity costs and their hopes
• 26:52
  economically to this enterprise and in what this enterprise to provide livelihood, support,
• 26:59
  security, retirement, all these things fulfillment. And we've gotten people to help them grow.
• 27:06
  You're talking to me about growing your audience's success and mortgage people, but if mortgage
• 27:14
  people want to help other entrepreneurs grow their businesses and in reciprocity, ask them
• 27:22
  at such time is that help produces results to reciprocate when the opportunity arises.
• 27:29
  And if every week you try to identify five or 10 entrepreneurs who have influenced that you
• 27:34
  can start contributing to business growth, knowledge, ideas, expertise, methodology over the course
• 27:42
  of a year, you might have a thousand and if you keep doing that, you could have the whole community
• 27:49
  ethically in your debt because you're helping them be better and grow and they are only to impress
• 27:55
  appreciative and they reciprocate. We've done that with great success.
• 28:00
  So that's under, that's kind of your concept of relational capital. How do we have access?
• 28:04
  We have 43 ways to do it. Then if you're going to do referral generation,
• 28:10
  rather than do it reactively, you do it very, very methodically and strategically
• 28:15
  bringing strategy back. My brain isn't in real granular and specific mode right now,
• 28:26
  but we have something like 150 referral generating strategies that people can use.
• 28:32
  And I do this exercise all the time, Jeff. We'll ask somebody, does 10% to 100% of your business
• 28:40
  emanate from referrals or word of mouth? Most will say yes. And we'll say, okay, how many formalized
• 28:47
  systematized referral generating processes do you have in place right now that you adhere to
• 28:54
  continuously or your team does for you? And most people don't have one. A few that have one
• 29:01
  don't have two. We have 150 and we say, well, if you do anything else to generate business,
• 29:08
  cold call, advertise online, there's a big gap in your logic. And this goes back to critical
• 29:16
  thinking, strategic thinking, consequential thinking. And advertising or cold call sales generated
• 29:24
  prospect is on the outer periphery of trust building. You have to migrate them quite a bit to
• 29:29
  get them to closure. And even a closure, they're still a little bit suspect. You've got them
• 29:34
  there, but they're not sure you didn't get the best of them. They're not sure that you didn't
• 29:39
  sell them something more than they wanted or they paid more of whatever, depending on the application.
• 29:44
  Whereas a referral generated client, they know all about you. They trust you. They're ready to do
• 29:49
  business. They're more enjoyable. They cost you nothing. They deal with you longer. They're usually
• 29:55
  more profitable in size of the transaction. They're definitely more profitable in what it cost
• 30:01
  you to acquire them. They refer more people. And yet most people don't even look at it
• 30:06
  strategically. They just get them episodically, intermittently. Imagine if you get
• 30:12
  50% of your business, 100% of your business from referrals and you don't even have
• 30:17
  one referral generating systematic strategy. If you just put one in place and you increased
• 30:23
  at 40%, what would that do to your bottom line? If you had two and it increased at 70%,
• 30:28
  if you had three and doubled it, what would that mean compound it over time? It's pretty
• 30:33
  profound, Jeff. All right. So this is I think relevant in the concept of where do people focus
• 30:39
  to to to try and drum up business? And in my industry, what I see a lot of people, and you
• 30:43
  probably see it too, is they're focused on the sexy, right? The bright shiny objects and social
• 30:46
  media. That's right. Yeah. Let's run ads, right? And I'm a big component of the referral
• 30:51
  as far as the source of business. So here's this study. Got it up on my second screen over here.
• 30:55
  It's from Alexa about 40,000 different websites they surveyed. What's the the number one source
• 30:59
  of traffic to your website? Here's the categories. Number one source of traffic to the website. Let's
• 31:05
  guess and see what it is. Was it search, Google, all that direct meaning, right? There was a direct
• 31:09
  request, go check out our website, whatever. There was a referral, right? Hey, you should go check
• 31:14
  out this person's website. Or it was social. That was like a call to action to go to the website.
• 31:19
  So we got four categories, different results in terms of, right, largest and least source.
• 31:27
  Sure. I get it. No one that I would say is your social and referral could basically overlap,
• 31:33
  but I'm sure it's got to be more in one of those two categories, Jeff. So we've, and I send
• 31:38
  this to you afterwards, we want it. So like 15 different categories. We got arts and entertainment,
• 31:42
  automotive, food and drink, health and fitness. Anyway, real estate. This is why I'm kind of like the
• 31:48
  anti-message for some people in my community. 13% of traffic to real, two websites in the real
• 31:55
  estate space was from social. Now, that's not bad, right? When you think about it, but if you compare
• 32:00
  that to search, 44% referral, 38%. Yeah. No, no. It's, I mean, today more than ever because,
• 32:10
  I mean, you've got, the only thing it's a little tragic is that is that all review sites are
• 32:17
  authentic. Yeah. Yeah. So, you know, it's, it is, if you are trusting the reviews or if the
• 32:25
  reviews are people you know and trust, but I think that anybody who doesn't focus an enormous
• 32:31
  amount of their sales marketing, strategic action into generating referrals,
• 32:39
  relational capital leveraging and who just goes into advertising as their source is making a big
• 32:48
  mistake for two reasons. One, your profit level is going to be much higher to your repeat level and
• 32:55
  your and your sustainability. And it's going to be much easier to close, so it's going to be more
• 33:02
  efficient, faster, usually larger transactions. The trust factor is already, I mean, everything about
• 33:10
  it is more preferable. Yeah. You know, it's funny when, when people hear about you and, you know,
• 33:15
  see all that you've done and achieved, right? They, they think about you, I think is obviously a
• 33:21
  marketing expert, right? Marketing guru, whatever the terms are that you want to apply to that.
• 33:25
  Then what I find interesting is when you get in and unpack some of your philosophies and strategies
• 33:30
  for growing your business, for winning greater share of customer, for having pre-eminence,
• 33:37
  I think it's interesting that you actually talk about, for me, it was actually surprising,
• 33:41
  perhaps, in the beginning, is like empathy and falling in love with your clients.
• 33:46
  I mean, you can't be great in your service to others if you really don't appreciate
• 33:53
  and empathize and respect and recognize that everybody has enormous value. I think a lot of people
• 34:04
  to serve themselves in their careers, their jobs, their businesses, because they really have
• 34:10
  almost a disdainful attitude to the market they serve. And they're gaming themselves as opposed
• 34:19
  to gaming the system. Yeah, I love humanity, and I particularly adore and admire entrepreneurs.
• 34:28
  They're, you know, they have passion, they have purpose, they started out with a vision,
• 34:33
  they're, you know, they're competing every day against, you know, big business.
• 34:39
  It's, you know, they're, you know, they're usually authentic. And I love entrepreneurs,
• 34:45
  if I didn't hurt for them, because I see them accept a fraction of a fraction of the
• 34:53
  business they could get, the joy they could get, the predictability, they could get the, you know,
• 34:58
  the viability, the wealth creation, I hurt for them, and I want that hurt to trans
• 35:05
  send itself into contribution. But I think if you can't appreciate, respect, understand,
• 35:12
  evaluate, and acknowledge your, your markets relevance, and, and really appreciate and almost
• 35:21
  fall in love with them. You can't achieve the optimal possible, because you have a disconnect,
• 35:27
  and that disconnect, this friction and friction is evident, whether you know it or not,
• 35:32
  it's evident. Yeah. It's evident, you know, and authenticity, it's evident, and, and you not always,
• 35:38
  you know, communicating is fully as you could. I mean, all kinds of things that are
• 35:43
  subtleties, but it's evident. And along the lines with that, this concept, concept from your,
• 35:47
  your book, which I'll put links to everything in the show notes, but one of my favorite books I've
• 35:51
  ever read is giving everything you can out of all you've got. This in here, I love your, it's a
• 35:58
  mindset shift. You've got a definition to, to clarifications, your customer, a person who purchases
• 36:04
  a commodity or service, client, a person who is under the protection of another.
• 36:10
  It's totally company. We insist anytime I ever work with a client, I insist that they
• 36:18
  understand that difference. If they want to be preeminent, and preeminent is extolling and
• 36:24
  elevating yourself above the maddening crowd, but you refer to people you do business with,
• 36:30
  I'm sorry, I'm home, you're going to hear the phone ring. As a customer, what you're really saying
• 36:36
  between the lines is, I am no better than a commodity. I am a marginalized generic,
• 36:42
  non-distinctive provider of something you can get from anybody. Maybe I'm a little bit better,
• 36:48
  a little bit worse, a little bit more less expensive, a little bit more convenient, but I'm
• 36:53
  nothing more than a commodity. And then you struggle and say, why do they treat me as a commodity?
• 36:58
  Well, the first thing is, unknowingly, you acknowledge yourself as a commodity.
• 37:06
  Right, right. I just love it. I mean, there's just so many learnings. I'm just continuing to read
• 37:09
  here. I don't want to quote like every page of the book, but another mind chef for people listening.
• 37:13
  I love this is that most people think, what do I have to say to get people to buy? Instead,
• 37:17
  you should say, what do I have to give? What benefit do I have to render? And mindset?
• 37:24
  Yeah, Jeff, if you look at it, it's always been this way. Again, the way you deliver it
• 37:30
  is changed, perhaps, but we are rewarded in this life. And we always have been for the problems
• 37:38
  you solve and the opportunities you make possible for others. If you do the same thing, everybody
• 37:45
  else does the same way everyone else does it. And there's no distinction advantage.
• 37:53
  There's no benefit above and beyond just, hey, call me. I mean, people try to say,
• 38:00
  it's give me the business you could give to someone else, but there's a big gap. They're forgetting
• 38:07
  the word because the reason why. Yes. It runs through everything that you do. If you
• 38:16
  use no reason, why, why would you do it? Right. All right. Listen, I know for a second time,
• 38:21
  we're almost out of time. I wanted to close out on this last thought of there's so many things
• 38:25
  I could go, but I had to focus and just pick a few ones that stood out for me. I might sneak
• 38:30
  one more in. But what do you mean by, um, explain, there's no relationship between being good
• 38:37
  and getting paid? Yeah. I mean, it's, you mean, very good at what you do. You can be, you know,
• 38:44
  masterful, but if the market doesn't recognize the value that that goodness or mastery
• 38:52
  represents distinctively and, and again, preemptively, meaning above and beyond the options available,
• 39:01
  then it doesn't matter. You mean you can be the best, the best intended, you can be the best educated,
• 39:06
  you can be the most knowledgeable, but if you can't express that to the market in a powerfully
• 39:13
  distinctive, preemptive way that they see you offering them a value above and beyond their
• 39:22
  options, you're not going to get rewarded. You're going to get frustrated, Jim. Exactly.
• 39:28
  I love that. Okay. Let's end it there for those people listening. I think the homework assignment
• 39:34
  for you is to, to get some quiet time alone in your business, identify your overall business
• 39:42
  processes, your customer experience, from the first moment of awareness, right? Am I on the
• 39:46
  right track here? What's it like for the first conversation, all that stuff, right? Our
• 39:50
  kids have the ideal process. Yeah. I mean, well, I tell people your first job is to try to examine,
• 39:57
  evaluate, understand, appreciate, respect, and acknowledge that the other side is having a whole
• 40:05
  different reality than you. Until, unless you appreciate them, and again, if you can fall in love
• 40:10
  with them, maybe fall in love with their hopes, their dreams, their drive, they're not you,
• 40:16
  but you're not there. And the first step, the second is, I mean, too many people try to manipulate
• 40:26
  the relationship they have with someone doing business with them. That's the big mistake.
• 40:32
  It should be very fluid. Even what I'll call not selling, but compelling communication,
• 40:42
  it doesn't have to be prepared. It doesn't have to be you queuing up, trying to get your message in.
• 40:50
  It's free. It should be very fluid, and it should be very natural because you're so engaged
• 40:55
  in providing contribution, solution, opportunity to the other side that you're just really in the
• 41:03
  moment. But it's a whole different dynamic. And you probably, I may be today, I go through moods,
• 41:08
  Jeff. So I might be a little more cerebral today, regrettably, because I have lots of very
• 41:13
  finite stuff we do with clients and we've taught people. But I think that without the mindset,
• 41:20
  I mean, you got to think differently if you want to achieve differently. How about that?
• 41:23
  I like that. That's really good for sure. And to put a cherry on top of that reminds me of a quote I
• 41:28
  read by, you know, Dr. Robert Chaldini, when asked, you know, in this world of algorithms and
• 41:36
  automation and all that kind of stuff, how can somebody, you know, rise above the noise? How can
• 41:41
  somebody have a greater impact? And he simply said, be more human. Yeah. And be more connected in
• 41:48
  the real way, not the theoretical online way. But Jeff, thank you. This is not too abstract for
• 41:55
  your viewer listeners. No, it's awesome. Thank you very much. It's an honor to have you here.
• 42:00
  And obviously, we're going to put links to all your stuff in the show notes is jabraham.com.
• 42:05
  Just Abraham.com. It's just Abraham.com. Okay, great. We'll make sure we have that in there. I know
• 42:08
  you have tons of resources for people to download and check out. So I'll encourage them to do that.
• 42:13
  And so once again, Jay, thank you so much. And listeners, you know what to do. If you like this
• 42:18
  episode, please leave us a review and we appreciate you. We'll see you on the next one.
• 42:24
  Thanks for listening to mortgage marketing radio. One more truth in mortgage marketing. Get
• 42:30
  more free training and resources at mortgagemarketinginstitute.com.
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