DGS 55: Integrating Real Estate and Property Management

Is it possible to integrate real estate and property management?

Today, I am talking with Jay Berube of the Encompass Group about property management being a great lead generation machine for realtors.

You’ll Learn…

[02:45] Jay realized that asking questions and listening to answers is the most important part of sales.
[03:10] Jay helps people figure out what’s the best situation for them; sell a property, rent it out, or get a reverse mortgage.
[04:00] Sharing and giving value; give people value first to build trust and for them to know what you have to offer.
[04:30] Difficult to have both real estate and property management and produce at a high level.
[05:55] People usually don’t know what they need, but think they know what they want.
[07:40] Being in alignment with your clients/lead is key to sales; create a win-win.
[08:50] Velvet Hammer: Be transparent by delivering the brutal truth in a good way.
[10:30] People’s initial reaction is to avoid realtors; many view them as annoying and pushy – just hungry people who want to get the next deal.
[11:28] Property management could be the ultimate gateway drug because of its perception of being high trust, service, and relationship.
[12:30] Only takes 60 hours to get a license to sell someone’s most valuable asset.
[14:30] All realtors are the same; have a unique selling proposition.
[15:35] Easy to get into real estate and property management; but the liabilities, risks, and challenges can be large.
[16:27] Buyers start their home search online; use Zillow, Trulia, and other sites.
[21:40] Know and have a good property management referral source and know how to sell its products; be prepared and nurture relationships.
[29:00] Some people take hours to make a sale/close a deal; only takes Jay 20 minutes.
[30:25] Sales can be taught (asking questions, tonality, and alignment).
[36:55] Jay’s 90-day course results in more income and saving time.

Tweetables

Resources

The Encompass Group

DoorGrowClub Facebook Group

Transcript

Jason: Alright. Welcome, DoorGrow hackers to the DoorGrowShow. If you are a property management entrepreneur that wants to add doors, make a difference, increase revenue, help others, impact lives, and you are interested in growing your business and life, and you are open to doing thing a bit differently, then you are a DoorGrow hacker.

DoorGrow hackers love the opportunities, daily variety, unique challenges, and freedom that property management brings. Many in real estate think you’re crazy for doing it. You think they’re crazy for not because you realize that property management is the ultimate, high-trust gateway to real estate deals, relationships, and residual income.

At DoorGrow, we are on a mission to transform property management businesses and their owners. We want to transform the industry, eliminate the BS, build awareness, change perception, expand the market, and help the best property management entrepreneurs win. I’m your host, property management growth hacker and expert, Jason Hull, the founder of OpenPotion, GatherKudos, ThunderLocal, and of course, DoorGrow. Now, let’s get into the show.

Today, I’m hanging out with a bad-ass at sales, Jay Berube, and Jay is here to talk with me about integrating real estate and property management. I think this goes right along with part of my little manifesto or intro I shared at the beginning, that property management can be this really great lead generation machine for realtors.

Jay, tell everybody a little bit about you, how you got into real estate, and I love to hear how you figured out you are first a salesperson.

Jay: Thanks, Jason, for having me on the show, appreciate it. Back in 2003-2004, I first got into real estate when things were booming, especially in Florida, and we’re doing a lot of new construction, sales, representing buyers. Buyers were flipping in that market, it got crazy and then, all of a sudden there was this point to where those flippers could sell their property anymore and make a profit. They didn’t want to break-even, they wanted to wait it out, and then the waiting it out didn’t work.

What happened was I asked one person to start and I said, “Hey, would you think about renting out the property? They said yes. It was game over from there. I saw it growing to property management business, started growing the sales business, and then fast forward 14 years later.

I guess to answer your question as far as when I knew that I was a salesperson was probably when I realized a couple of things. Number one, that asking questions is the absolute most important thing to sales, and listening. A lot of people will ask the questions but not listen. Then also coming from a place of value to where you just want to give them value and help them get to where they want to be. One of the things I love about having a real estate and a property management business is because when I talk to somebody and meet with a client, we can talk about, “Look, what’s the best situation for you? Is it to sell the property, rent it out, get a reverse mortgage?” Whatever it is, I’m not pushing somebody in a corner but I’m just asking them questions to help them.

Jason: Yeah, I love it. I think we’re in a lot of alignment when it comes to sales in that, I believe you need to be really curious. If you really have the intention to help somebody, you got to ask the right questions. You got to get to know them. You’re going to ask those questions. You’re right, there’s no point in asking questions if you’re not going to listen. So, listening and hearing. There’s so much to listen to and hear, besides just what they say. It now allows you to ask deeper questions, to go even deeper, to get to what’s really driving this, and what’s really prompting them to reach out.

Sharing value is what I’m all about. I believe that we should give value before asking true value. In the old-style sales model is like, “Hey, I’m going to tell you what I’ll eventually do for you, and you’ll eventually get valued if you give me your money.” But I love the idea of like, “Let’s give people value first so that they trust you, they see that you have value to offer, and then they’re naturally going to be more inclined to give you value.” So love this.

What’s your perception in having a real estate business in a property management company? How can these work together and what challenges do you see in these two industries?

Jay: First off, it’s extremely difficult to have both of those and to be producing at a high level. There’s a lot of property managers out there, especially the ones in your group, that just rock it out. But many of them aren’t really strong in real estate sales because most people don’t have the time. You focus on one thing, you knock it out of the park, and vice-versa. If you put 5000 real estate agents in a room, you would likely have less than three or four that actually have a good, successful property management company.

One of the things that’s really overlooked when it comes to that, is most real estate sales brokerages, they’re not covered in their E&O insurance for property management. A lot of brokers don’t know that and that could really get you into hot water because, let’s face it, property management, you have a lot more litigation than you do real estate sales.

I’ll give you an example. Four months ago, I had a woman who has a fourplex. The lead came in. Most times, well, I’ll say all the time, people don’t really know what they need. They think they know what they want, but it’s not their fault. It’s our job as the salesperson, either in property management or in real estate, to guide them and to ask them the right questions to get them to the final place.

So she was saying, “Hey, I need help with managing these properties and taking them over,” and that’s when I started asking questions. We finally got, after about an initial one hour conversation—because this was a big deal, this was a fourplex—and she ended up having a commercial loan that was coming due the following year, she didn’t have enough money to refinance that, she was going to be getting into some serious issues, and it’s my job to have the knowledge and the sales skills to ask those questions.

Come to find out, the next day we had an appointment. We listed it for sale instead, and then we have sold it in 48 hours. But that decision came about because I was asking her questions and we got her to the place that she needed to be.

Jason: And because you were open to either option or either outcome, like a property manager only would be focused on, “How can I win this as a property management contract?” and a realtor would be figuring out, “How can I get this listing or get this as a sale or a buyer,” or whatever their focusing on that filter, and if you have either one as an option, your best interest is to serve them and their best interest. You can be more objective and you can be more confident in that sale or in whichever route they’re going to go. As long as you have a potential way of making it a win-win for you, your alignment can be in alignment with them. You can be in alignment.

Jay: Exactly, and you know what? Talking about alignment, we can talk about that a little bit more later, but that’s a key key to sales. So write that down. Let’s talk about that later. Many times when I’m talking to a lead for sales or property management, I will tell them upfront. I’ll say, “Listen, I don’t care if we rent it out or we sell it. It’s going to be what’s best for you.” Talk about what is a better place to come from value when you can tell somebody. I’m not trying to push them in a corner. I’m not just selling their property, just like if I was just doing property management. That’s huge.

If it’s a seller lead initially, and we’re talking to them about sales but then asking them the questions that has to do with the property management, it might come up in the conversation of, “Well, we might end up renting it, and is that a problem for you?” and I say, “No. Look, at the end of the day, it’s about what’s best for you. Look at this way from a business standpoint.” I’m always honest with people. That is big time with me. I am completely transparent. I use, what I heard a couple of weeks ago, the velvet hammer. I give them the brutal truth but I deliver it in a good way.

Jason: Right. It’s called tough love as some people might call it in some instances right?

Jay: Yeah, I like that better.

Jason: That’s potentially painful but I like the idea of the velvet hammer. I smiled just when you said it. But yeah, sometimes it’s like we’re punching somebody in the face and they get what they needed to hear but we’re doing it out of love.

Jay: Yeah, and I’ll tell someone. I’ll say, “Look, if I rent it out for you and we manage the property in the next two, three, four years, well that’s fine with me. It stays in my program from a business standpoint. It makes sense and then we can sell it down the road.” What’s key to that is the long-term relationship, which is eventually a segue to the relationship that realtors and property managers can have together. That is not happening in a big way right now and it needs to happen. It really does.

Jason: Yeah, absolutely. I grew up in a real estate family. My mom’s a realtor, has been since I remember. I have four younger brothers and one of them does property management and doesn’t do real estate, one does commercial real estate, one works now a bit with my mom and he does residential, and so real estate’s always been around. My dad’s got into property management, which is interesting, so he’s now doing that.

What I’ve noticed is that, people’s initial reaction is to avoid realtors. They try to avoid them. they’re first trying to like, “I’m going to ‘for sale by owner,’” and then the only people that they’re getting coming through the property are agents, and they eventually list with the agent. They’re expecting the buyer to foot the bill and that doesn’t work out. Then I’ve also seen people on the other side, they’re not looking for an agent, they’re looking for a property. They’re trying to, “How can I search them without these guys getting their claws into me.”

I think part of that’s perpetuated because in the real estate industry, you got a lot of high DISC profile, people that are doing well, they’re salesy, they’re sometimes viewed as sharks or pushy, and some people equate them mentally with used car salesmen like they’re these hungry people that want to get that next deal. The industry kind of created this negative sort of perception, and people end up trying to avoid real estate agents.

I see property management as this ultimate gateway drug to getting them in on real estate business from the back-end because property management is high trust, it’s high service, high relationship. If the agents can learn from that by being focused the way that you are, realtors can learn by just delivering value and letting go of that hunger and starving sort of outcome that they need, and delivering the value they wanted deliver to those people. I love that.

Question for you. For our audience, property managers, if they don’t do real estate, what’s their option if they want to have that freedom to say, “Hey I want to do whatever’s best in your interest,” what would you say they do if you want to give away that real estate deal and they’re not currently doing real estate?

Jay: Give me a solid. Give me one minute to talk about what you were just saying with people avoiding realtors. That is huge and it’s something I always talk about. Most people don’t know. Get this. You might know this, Jason, but it’s going to blow people’s minds. Do you know how many hours typically it takes a real estate license? You probably know, but guess if you don’t know.

Jason: I’m sure it varies but in a lot of areas, it’s pretty quick and dirty. It’s pretty easy.

Jay: Sixty hours and I’m passionate about this, if you can’t tell.

Jason: It’s a week-and-a-half of work, like a 40-hour work week, that’s a week-and-a-half hours of working. I’m sure it takes a lot longer than that.

Jay: It sells someone’s most valuable asset, never mind. To sell someone’s most valuable asset. Now, get this. How many hours to get a barber’s license in the State of Florida, take a guess on that one.

Jason: No clue but I’m guessing it’s higher.

Jay: Two thousand.

Jason: Even in massage therapy and these kind of jobs, it’s far greater than 60 hours.

Jay: Two thousand hours to give a $20 haircut. I’m not taking anything away from barbers.

Jason: That’s such a great point.

Jay: I like my stuff tight.

Jason: Yeah. Body work, massage, things like this, licensing requirements, hours invested, is far higher than that.

Jay: You know what the average consumer thinks for buyer’s agents? They’re order takers because most of the times they are. I’m not taking anything away from realtors. Number one, there’s tons of good realtors out there, but number two, the ones who are not good realtors is because they’re not led in the right direction. There’s no guidance in the industry that’s clearly defined, but what there is, is plenty of confusion because everybody is being taught a bunch of different things. Consumers on the seller side, they feel, like you were saying ‘for sale by owner’ before, and if you sell real estate, you’ve heard this before. Ready? “Well, all realtors are the same. You do the same thing. What do you do different?”

So why not—and this comes with sales—be proactive in the objection handler that you know you’re going to get and have a unique selling proposition? When they ask you, “Well, what is it that you do differently?” “Well, I’m glad you ask that question.” That is so important and I’m glad you brought that up. We can go back to that other question if you want to.

Jason: I wanted to point out what you just said, the barrier entry is really low for real estate. In a lot of areas, it’s really low, and the challenge is, that exists in property management too. There are some states that don’t even require a license to manage people’s biggest asset ever. You don’t have to real estate license or anything in a small handful of states. And then in others, any sort of licensing requirements are real estate-oriented and not even connected to property management.

Both industries, I think, suffer from that challenge that it’s easy to get into but the liability, risks, and the challenges can be pretty large, especially in property management. There’s a lot of risks and liability that can be incurred. I think that’s something plaguing both industries. I think overtime, as these industries maybe season or as people deal with certain challenges, I think especially in property management, if we see Australia as any sort of indicator where our market might be heading in the US, there’s the potential for a lot of increased legislation, a lot of increased protection, and that’s going to level-up the game of property managers and probably filter out the riff-raff.

Jay: Yeah, and technology’s changing in a big way. Another thing with buyers is buyers don’t need our websites. What is it, 98% of people start their home search online, as far as real estate goes, they used the big ones out there. They use the Zillows, the realtor.com, the Redfins, the Trulias, and that’s what they use to search for homes. And you know what? Those companies are adapting and doing things.

The real estate market is changing and it’s changing for property managers too. There’s some of these big companies out there, they’re taking over market share in the property management space. This is stuff that realtors and property managers need to be aware of. They have to have it on their radar. This is how I’ve been, what I call, recession proof, is because I stay ahead of what’s happening. You have to pay attention to that.

Jason: Right, staying ahead of the curve. Property managers, if they’re not doing it currently, how can they do that? What options would you throw out there? Obviously, they can start and real estate business and start doing real estate. But what if they don’t want to?

Jay: In my opinion, from experience, a realtor starting a property management company, is a far greater challenge. You’re taking on a lot more. But property managers that want to sell real estate, it’s not as big of an undertaking. Now, there’s pretty much three options. You have property manager that can decide that they want to have the real estate side of their business, and some do, but I believe that it’s in a passive way.

I’ve met property managers that will refer all of the sales business that they have. We’re talking about organic sales business. They will refer that to realtors who happen to throw them property management business. Talk about literally throwing away money. I think that’s crazy. You can capture that and just set up the site. There are different ways of doing it and in different states, of course, but that’s number one. Property managers can start selling real estate but do it in a good way and have good, strong sales experience.

Realtors, they can start a property management company. I would probably advice against that because the property management business that I have, if I have 100 hours in a week, it would consume 90 of those. There’s just so much to it, so much to it.

Jason: I have to throw this out. I posted a question to our DoorGrow Club Facebook group. If you’re a property manager and not in there, if you’re the owner of a business in property management, or considering it, you should be in that group. We posted in that group like, “If somebody isn’t doing property management and they’re in real estate—I was about to do a webinar for a real estate organization—I said, “What would you want them to know?” You want to know what most of them said? “Don’t do it.” Most of them said don’t do it, or if you’re going to do it, make sure you put a lot into it and go all in because it’s not something you can just easily strap onto the business.

Jay: It can cripple a real estate business in just a year or two. Completely cripple it, if you don’t do it the right way.

Jason: Yeah, well explain that. How?

Jay: Okay, good question. There’s so much more, obviously, that you need to know, and there’s so much more in regards to systems. I’m big into flowcharts. I have that analytical side, which I know you have too. You have the leasing part of it, which is one whole beast. You have the marketing part. You have to know which software because it’s not just putting something in the MOS. You have to show properties. You have to manage the properties, which is a whole nother thing. Do you have the right software and the right website in order to take online payments? To take online maintenance request?

There’s a bigger need in that industry to have a setup for virtual assistants and to not have a brick-and-mortar office. It depends on what your growth strategy is but there is a lot more in that circle than in real estate sales. The liability is the biggest thing. There’s just so much more liability.

Jason: Yeah. Now another side, you have a lot of brokers that they’re doing real estate. They don’t want to touch property management. They don’t want to be associated with it because of that liability and that risk. They don’t want to get hurt.

Jay: Yup. This is what I recommend and this is what I’d like to see. Seriously, big picture. If I can, I want to be a part of making this happen for people because there’s a big disconnect between the cooperation or the integration between the real estate companies and property management companies. Don’t start a property management company unless you’re really going to go for it. But know and have a good property management referral source who you’ve met with. You understand at a very basic level their product and what they do, so that you can sell it on a basic level, or you don’t have to sell it on a basic level because I will not let any other realtor sell my property management product because I’m a better salesperson than almost anybody I’ve ever met.

But if the property manager is not necessarily the best sales person, then they can teach the realtor how to sell it. Then when they go on listing presentations, when they get leads in, a lot of times especially in a shifting market, and let’ be honest, we’ve been going where? We’ve been going up for a long time and there’s a point in time to where—this is starting to happen in Florida—sellers, owners, they’re considering, “Okay, well, I’ll take it off the market because of increased inventory and I’ll rent it out for a while.”

As that keeps happening you want to be a realtor who’s prepared to go to a listing presentation, to consult with a seller, and to have that objection, to have that resource before it comes up. Get this. If you have, say, just six of those people who decide that they want to rent out instead of sell right now, if you so it the right way, if you an average commission sale of, say, $300,000 and say, it’s 3% in some markets, then that’s $9000 total commission. If you do six of those a year where the business goes somewhere else to a company that does service for both of those at a high level, and you refer it to a property manager who’s not going to steal the business, they’re going to refer it back to you, and they will pay you a referral fee to do that—most of them will, I don’t want to speak for other property management companies but we do—then you retain that business.

If it’s a good property management company, they have systems in place where they’re touching them at a high level. They’re getting maybe 30 touches or types of correspondence a year, and then you get the sale when those people decide to sell. If that’s six deals a year, $54,000 a year. Seriously, do the math. it’s not something that’s out of the realm. I have realtors doing this all the time with the business they refer us.

Jason: Yeah, savvy property managers that also do real estate, they know how easy it is to steal real estate business from other agents. They know because their relationship is so high-trust, they have an excuse to verbally connect and reach out to the client every month, like, “Hey, we just fixed the garbage disposal at your property and we took care of it,” like, “No worries.” Or, “We took care of this. Hey, we got you a tenant,” like “We’re doing all this stuff for you.” Whereas a realtor hopes that they can do a deal with somebody, drop a card with them, and then three years later they might get another listing from them. But they have been out of sight, out of mind that entire time, and this property manager has been nurturing that relationship ongoing long-term.

Now, if this property manager has a realtor referral relationship, they have an agreement, and any of my clients will be happy to have these kind of agreements in place, like, “Hey, you send us, refer us one of your real estate clients to help us manage their property or we’re going to manage their property. We agree that we’ll refer them right back to you.” They stick to that because they know they’re creating a referral source to get property management business that they won’t have otherwise.

It’s a symbiotic relationship between both and a fantastic way to create this win-win that helps both of them hedge against the market shifts. Generally, when property management is really hot in the realm and market’s going really well, the real estate market is opposite. As these things shift, both are able to create this business that works really well together and they have this relationship in which they’re not losing all their real estate deals.

I’ve had real estate people reach out to me, saying, “Hey Jason, I’m thinking of starting a property management company, simply so that I can retain the business that they’re stealing from me in my market.” That says a lot. Most real estate people probably don’t even realize that these property management companies are taking these relationships and deals away from them, and the property management companies are happy to give those back to them if they were referred to them, otherwise, if they go find a property management company.

This is especially important for realtors to target real estate investors who have rental properties. It’s especially significant if they want to retain that. These are the people that do multiple deals. They often want to get into other properties if it’s good, and if they have a good property manager to manage it, if feels more turnkey.

The myth of real estate investing is that it’s like some turnkey easy thing. But managing a rental property is not easy for anybody, not even for the property manager. But they have the clout and the systems to do it well. They can make these investors go, “Hey, this isn’t a really big headache. I’ll do more. I’ll do more real estate deals.”

Jay: If there’s a realtor who’s going to try to get a listing, or if they have a client and don’t refer them to me on the property management side, or if they’re trying to obtain a listing, well, guess what? If they refer them to me, they will retain that client. But if they don’t, well guess what? I’m going to take it anyway. If I procured it on my own, why not refer it to me?

In an adapting market—history shows us this and it’s common sense—the strongest survive if you have stronger skillset, stronger systems. That’s another thing. Like you were saying with a realtor that sells a property and then maybe three years later, they sell another one. That’s if the realtor gives good service, and likely even if they give incredible service, realtors are not typically trained to have good systems in place, to touch, write, and email sequences or value-added sequences, or phone calls, and a systemized approach over the course of the future years to get more repeat business. Most of them won’t get it anyway.

Jason: Can I brag about you for about a minute?

Jay: I don’t mind. Sold for five minutes.

Jason: Jay is also a client of ours and we worked with the same business coach. We get to see each other’s businesses on the inside, like the secret stuff. Jay’s a badass. One of the things I’ve really appreciated about Jay that I saw from the beginning that’s unique or special about him in real estate or property management is what typically to close a deal from most property managers that I would see. Total sales cycle time, phone calls, whatever, that would take people sometimes two to three hours to wrap up a deal or close a deal, Jay can do in 20 minutes.

He can do this on a call, make people safe, get through the objections, everything really rapidly. Jay’s a badass at sales. He’s a badass in closing deals. Here’s what I noticed, though. Most people in the property management industry are not badasses at sales. It’s completely outside of their comfort zone, It’s all often outside of their DISC profile. They’re more system- and process-oriented people.

There’s a lot of people in the property management industry that are the flunkies of real estate. They try the real estate thing and they’re like, “Man, this feast and famine stuff, and hunting deals. This is painful. I want a stable, residual income. That feels safer and more is in alignment with me.” There’s that disconnect and I think, again, that just showcases this awesome match-up that can be made between a really high functioning brokerage and a really high functioning property management company in creating some alignment there.

Jay: Yeah, absolutely and thank you for that. Also, if there’s property managers who want to get better at sales, sales can be taught. It can be taught and a lot of people don’t believe that but it certainly can because it comes with asking questions, the tonality, the alignment. And you know what? This might blow your mind. I don’t know if you know this, Jason. I sold 85 homes last year and that’s not maybe I’m braggadocious on that part, but 80% of the listings that I sold, I never met the client face-to-face. Never. It’ all about aligning with them.

Most people, never mind real estate agents, they’ll tell somebody they’re wrong in one way or another. You can’t. You always have to agree. You have to be in alignment. You have to repeat, affirm, redirect. You can’t let the client—in a good way for them—direct the conversation because they don’t know, this is not their industry. So you repeat, you affirm. You redirect, you take control of the conversation but in a way to where you’re totally empathetic because you are and you care.

If they say something that’s like, “Oh, yeah. You know, it’s on the market for six months and it didn’t sell.” It’s like, “Oh, my God. I can only imagine. Six months, you wanted it to sell,” and then they say the realtor wasn’t communicating and it’s like, “Look, I know exactly where you’re coming from.” It’s not selling and you’re not knowing why. That’s totally frustrating. Most of the times what people tell me is, “You know what Jay?” because I ask them, they say, “Jay, the reason why I chose you to sell the home is because you’re different. You don’t sound like the rest of the real estate agents that I spoke to.” That’s important. Sales can be taught.

Jason: I totally agree. I’m a person who has learned. I believe that some people are naturally inclined to enjoy sales more, and that was not me. I’m proof of that. I got really good at sales and leaned to do it, but as soon as I realized that there are other areas in the business that I should be spending more of my focus and attention on, I got out of sales. I got out of doing it.

The advantage I had is that, because I was so naturally terrible at sales, I came into it with my eyes wide open. I could watch and see what are they doing differently and I could take in different programs and figure out, “Okay, this is why that works.” I can share it, I can explain it, and teach it to others, but that’s still for me and I think also for a lot of property management business owners, they might not be the person that should be doing sales in their business.

Initially, they have to everything in sales and that’s part of what they needed to do. But if it’s not their natural genius, or their natural strength, or something that gives them momentum, or makes them feel alive, or excited to close deals, create those relationships, start those relationships, and doing sales, it really is something that they can give to somebody else.

The opposite is true. You can have people that naturally are really inclined towards sales, but they’re screwing it up. They’re pushing too hard. They don’t know how to ask the right questions. They don’t know how to create the relationship effectively, but they want it. They have the hunt and the drive, and they’re naturally wired that way and there’s a disconnect that way. I think it’s absolutely a skill that can be learned and it’s also a disposition that you want to make sure you’re in your area of genius that you really enjoy and love doing. When those two things are in alignment, great.

For some property managers, it would be getting a BDM, to take that piece off the plate. They can just geek out on systems all day if that’s the case and that’s what they love. Or they might love doing the sales stuff and they go get an operator to geek out on the systems all day. Either way, but I think that’s a really important point. If anyone can do it, I believe that I can learn to do it. Maybe not as good as them, but I believe we all have the ability within us to develop or improve in any skill that we really care about that we want to focus on.

Jay: It’s being taught the right way and it’s practicing that as well. It starts with most people are not taught the right way, and like you’re saying too, you have to work within your strengths, so you have natural ability.

Bo Jackson was great at football and pretty good at baseball. Most people aren’t. They’re good at really at one sport, leverage the other things. If I’m great at sales and I’m great with the vision and then running with things but I am not a great implementer. But you know what? I have Kristen, who is an outstanding implementer. You just have to surround yourself and leverage.

Jason: Yes. Same thing. I’ve got my operations manager, which is Matthew, and he is phenomenal. He loves the spreadsheet, he loves all the planning, he loves the meetings, he loves all of the nitty-gritty details that really just make me feel uncomfortable. I get to have the vision and the ideas, and he keeps me grounded, and says, “We’re not going to do that this quarter, Jason. We can do that next quarter. Let’s stay focused on our goals.” I’m actually getting more done as a result. Yeah, totally get it.

I think we covered a lot of different topics, Jay, and this is really exciting. Now I know you have this awesome real estate course you’ve been developing. It’s unique in the marketplace. You’ve worked with a lot of top real estate coaches and been in their program. You’ve been doing this a long time. You really do things a different way and you got this program coming out. For those that are interested in developing that sales side of the real estate business, or realtors that are listening to this, that are struggling, how can they connect with that? Maybe you can tell them a little bit about that.

Jay: Doing this for 14 years, I have literally spent hundreds of thousands of dollars on trying to figure out the right way to do these things, the right systems, the right way to sell, personal development. Number one, it starts with mindset. Mindset is number one. Then planning. Most people don’t have strong business planning and setting goals. If they do, then they don’t know how to manage their time well and they don’t have consistency with that. There’s really just so much to it.

I have been training, teaching, and coaching other agents for years now and getting them great results. Everybody used to ask me, and they still ask me, “Hey Jay, what do you think of this?,” or “What do you think of that?” Even agents that are producing at a very high level. It just seem that I had some really good insight, and I am really good at that.

What I did was I put together a 90-day course. I’ll tell you what, for what it cost and what an agent is going to get out of it, number one, they’re going to dramatically get more income. They’re going to save at least 25% of the time that they’re spending, and they’re going to be able to leverage that or just cut out the waste.

Let’s talk about just briefly, leads that come in. Everybody wants these leads. Leads. Let’s talk about in real estate sales. There’s a big detriment to getting a big number of leads, if they’re unqualified and if you don’t know how to process them, and qualify for motivation and time frame. That’s in any business. But there’s so much to it.

Anyway, if anybody wants to know more about that, it’s very easy website. It’s 90dayroadmap.com. You can get more information and we’re giving away a freebie, which is The Ultimate Guide To Getting Listings: The 7 Most Critical Elements That No One Else Is Talking About, because there’s so much confusion in the industry.

Jason: Love it. Alright, check it out. Alright, Jay, thanks so much for coming on the show. It’s always great to connect and hang out with you, and excited to see that you’re doing to change the real estate industry.

Jay: I love what we do together and how it works together.

Jason: Alright. We’ll be doing some more. Alright I’ll talk to you soon.

Jay: Alright. Cool, man. See you.

Jason: Alright, cool. If you’re watching this and checking this out and you got some value out of the DoorGrow Show today, make sure you are a member of our community. There is so much value in there. Get inside the DoorGrow Club. You can get to that by going to doorgrowclub.com and check that out. We’ve got a lot of free resources in there, free items inside the file section. Check that out.

By joining the group, if we accept you and allow you in, because you have to apply. We don’t let anybody in, we actually only approve a third of the people that apply to join the group, to make sure we keep this group clean and tight and awesome. If you’re accepted, then you’ll get a series of emails, five or so emails dripping out just telling you, giving you free stuff, telling you where to get free resources, free things inside the group, including fee guides, fees you can add to your property, your company, including how to escape what we call the cycle of suck in property management hell, and all kinds of goodies that we’ll give you for free.

If you are interested in growing and scaling your property management business and you want to add 100 doors over the next year or even 200 doors, or you want to scale your growth, then make sure you check out doorgrow.com and get a call schedule with our team. Nobody is creating property management growth the way that we’re doing it. We’re taking property management companies, rehabbing them, and turning them over into growth machines. That is what we do.

Make sure you talk to our team and get going on that. We’re looking for the best, the coolest, and the most contribution-focused business owners in the property management industry. Those are the people we love to work with. We want to support, we want to change and transform this industry. Reach out to us.

That’s it for today. Thanks for tuning into the DoorGrow Show. Bye everybody.