Welcome to the team builder show where the most successful team leaders share, how to build scale organize and ultimately maximize your sales team results. Hey welcome back to the team builders show today. I've got coach, alisa essig in the house, compass team right from the baltimore area. Right here in sunny las vegas, so alicia, i think it's important for people to get backstory and context for what we want to discuss today.

The last couple shows i'm sure, you've watched a few of them. I'm interviewing your peers that are running these 15 person teams. 30 person teams, 40 person teams talking about having a 125 sales people on their team, but you and i have had these conversations and you're doing training for us where you're you're, showing people from solo agent to a small team in five moves. I really want to unpack that today, but but first give people context for you your journey, how long in the business, what your business is like today, so um 25 years in the business uh got i'm a i'm an og like i'm, not a second career.

This has been my only career and i started in 1998 joined an office. You know it was it's literally like they said. You know it was like here's, your desk, here's a phone and knock yourself out of the park, and so i did that, and so i was solo for the first nine years of my career yeah and after those nine years i was invited to become a manager. Bingo so i took that invitation became a manager, worked for a few different brands and firms and learned the um executive level side of things where i was then i i oversaw teams that either worked or didn't work right.

I um, i saw people building teams, so i and that's when you and i got connected was when i was managing. I knew i wanted to get back into sales, and i knew i didn't want to do it alone, and so i always said when i go back to sales, i'm gon na build a team yeah. I got the invitation to become a coach with you in 2015 and i set out to go and build a team, and i was gon na get back into sales, and i was like i'm not gon na do this alone, because doing it alone just sucks right. It just sucks right um, and i did it for so long by myself - that i was like there's no way, i'm doing this by myself again, yeah um.

I think that's the key distinction, because it's not that it sucks for everybody, but you knew because you did the grind for nine years, then you went into management and you when you go to management, you see it from perspective. You're, like i heard these three agents. One killed it two died. I thought the two that were gon na die were gon na, make it yeah and the one that was gon na die actually killed.

It like exactly like this is a crazy experiment every day, so you saw all of that which gives you a better context when you say going solo sucks, yes totally and and the thing is too, i saw leaders trying to be leaders that really either weren't prepared Weren't, properly trained, um or just really shouldn't have been leaders, no offense to them sure and they weren't running great operations and they would crash and burn incessantly and they would say well, why aren't my agents staying with me or you know why you know, and they Wouldn't get out of production and they can't keep an assist and things like that, and so i just learned all of the things not to do by observation. I also, as the manager did a lot of deal doctoring so when the agent didn't behave well, which we all have those moments, you know i was the one that that dealt with the very angry people. Yes, so it also gave me some chops into having those difficult conversations which you know helped my coaching practice. It helped me in my team.

It helps you be a better mother to your daughters. Your husband might second guess some of this, but um okay, so so that, first of all, thank you for sharing that and just for context. So 2015 you get back in you partnered. First, i did which you were like no um, but i did it if you were gon na share that so yeah no um, you were like.

Why are you partnering and um? You know the imposter syndrome. Thing is real and i don't think i you know vulnerably speaking, i don't think i believed enough. In myself i mean my husband and i were just having an imposter syndrome conversation two months ago right, you know, so i i think i felt you know this person in my local market. I had hired her in in the office.

I had trained her. I enjoyed her, we worked well together, and so i thought this would be a great operation. She was well connected in a higher price point. It's something.

We also talk about great mistake and i was like okay, you know she's connected in a higher price point. I have all the skills and knowledge you know together. This should be a powerhouse, you know or organization. Yes, um it.

It didn't yes um, so it it fell apart, because we had very different priorities. We were in different stages in our life and um and she was just not interested in building a business um and you know no offense to anybody who's who's listening. But if, if she was a very transactional agent, it was just about you know just doing the deals and not necessarily building a business. Yes and i wanted to build a business, it's so interesting um tomorrow, i'm interviewing tim grover and he said it differently, but i, but i interpret it the same way and i think you will too, he was like people without a destination that grind end up as Dust, yes, like you were building a business and nothing.

She was selling a lot of houses, but it was one after another, but there was no. There was no goal line. There was no. What a success look like.

There's no, and there was just no strategy behind it either it was you know she didn't want to do the the business setting up things that would create. You know i don't mean to sound like you, but i love what you say so to create that repeatable. Scalable business, she didn't want to do those things and you know, and then we um so in we let it ride. We weren't originally and we'll talk about this um too, but we weren't originally going to do anything other than be a partnership yeah, and so i came to an elite retreat.

I think it was like 2017 and you we talked about teams and i went back and i was like honey we're doing this all wrong and we honey your husband or honey. Your partner, honey, the partner, okay um, everybody saw me, but i was like honey. We're doing this all wrong, and so i was like we should. We should build a team yeah, so we you know, bring on some agents.

We had already brought on this amazing operations coordinator and we start bringing on some agents, and you know again we're getting some friction in the sort of operationalizing of things, whereas she just wants to sell houses, and i want to operationalize everything to make this. The selling of houses easier consumer smoother, but she just didn't, want to do that and kind of kept rejecting things. In addition to that connection. To that um higher price point, she wasn't introducing me to those people either.

So i'm like okay, we partnered, because you were connected to a higher price point and because i have the business knowledge, but you're not really doing either. So this is not working. So, at the end of 2018 we had a divorce conversation, so we um, but at that time we had built a bit of a team, and so we called it. We got divorced but stayed together for the kids hallway sex, yes um, so we got divorce but stayed together for the kids um, and that was and then we changed brokerages, which needed to happen for a number of reasons, and so um continued to build the team And and as with any business operations - and i think you know any ceo or business owner knows - there is attrition - and you can't get away from that so um we had some people coming and we had some people going and that bothered her too yeah um.

So we didn't change the name it personal, yes, yeah, um, and that didn't bother me so much because i had been in a man yeah as a manager, you've seen people come and go, and i knew the game for lack of a better word. So um we changed brokerages and i, since we were now divorced and i owned the team, i was able to do all of the business building things that are part of the um five steps and i was able to implement lead sources and - and you know, real Structure right, which is why, then you know we went we'd sort of stuck at this 40 55 somewhere between 40 and like 55 transactions between the two of us, even with a few team members. We still just couldn't seem to get out of that. But when we divorced - and i was able to put in all of these things in place - we went from 55 to 130 transactions - bang, bang, i'm so proud of you.

It was awesome. I mean just like just the journey of our relationship. Yeah yeah to be here right now, um. So let's talk about the zero.

You know like solo to to really getting that team going in five moves. Okay, let's go, let's go uber tactical with them sure what's number one number one is really to um number. One is actually two questions that you have to ask yourself. The first one is: why do you want a team, yeah and there's anything? Is there a right answer? No, i don't think so.

Okay, i'm a greedy son of a and i want to abuse people. Pardon me i'm a greedy son of a and i want to abuse people. That's a wrong answer. Okay, so i just want to be clear.

I think there's a lot of right answers and there might be a few wrong answers, but but don't say something that isn't true and real for you, i'm taking your words out of your. You know your own mouth like 100, so you have to be authentic and real like the thing about leadership and that's what it is like when you're going through this journey of deciding that you want to be in leadership, because if you want to start a team That is what you're doing you're saying i want to raise my hand and be a leader, and when you want to be a leader, you have to understand what kind of leader you want to be, and so you have to ask yourself a series of questions like Well, what kind of leader do i want to be and, and are your needs more important than your team's needs, and you know there's a whole series of questions: there's leadership, podcasts and leadership books that you can read to help you determine what kind of leader you Want to be um, i am the type of leader that i wanted to be collaborative. I um when i managed and that's i i learned and honed in that skill when i was managing like to the point where my the team, the group of agents that i had recruited and built this culture um, they actually had an acronym called a um. No, what wwed, what would alicia do? Oh yeah and um, and so these agents will still text and call me years later about things yes, um and that's the and and that's the type of group that i created.

So i wanted this collaborative um beautiful, like i'm gon na, take care of you and you know when an agent came to me and said: hey, i have a question. I wouldn't always necessarily answer it. I would say: go you know who's really good at that. You know david's really good at that go ask david right um and that fostered that that collaboration and love for each other and respect for each other and that's the kind of leader i wanted in my team.

So is number one. Why do you want it and two is what kind of leader do you want? Okay, what kind of team you want right so now we're talking models, correct, right, small mid-large, no um! You know you can have no. The types of teams that i'm talking about are um you've you've referred them like. What is it something in minions, you say, and oh here yeah here on the union, which is not designed to upset you but yeah the person that builds everything around them, their madonna and no one else matters.

So the way they're classified that i have broken them down is they are um. The team leader model, which is the team leader, is like the face, the brand and everybody and there's nothing wrong with that model. Absolutely um, then there's something called the lead team model where again it's kind of the the team brand, but the team brand feeds the team all of the business, which means we've got google flex from zillow rdc we're bringing a ton of leads. We need 50 50.

Splits yeah the conversion of this 35 percent teams. You know all about the whole nine yards and i my team is a little bit of a hybrid of both of those um. What's the third type of team, the third type of team is like the team ridge. Like the brokerage model, like the mega mega team, yeah yeah, okay, yeah um, like the which is they've, got a career path for their agents.

It's not just come in, sell a bunch of houses. You know here's the referral fee, blah blah blah, but it's like evolve from that into your own agent and have your own past clients and you're on sphere and we're gon na support you that way. And then maybe you start your own team inside the team, like they really think about the journey and we're all gon na lose agents. But you know you're gon na lose less because you're giving me a career path.

That's a bigger volume right, yeah, yeah um! So one is why two is what type? What's the second one? What's the second of the evolution of the five moves? The second is understanding your numbers. Okay, this is you if you're running a solo business and you are considering getting into hiring a team, you now have to run a business right. You if you are currently eight right. Business is math, marketing's math everything is math, and so you have to know what your revenue your expenses are, because your next step is to hire someone and you have to hire that right-hand person right, and so you know, as a combination of understanding your numbers and Understanding where your revenue is coming from, you know, when i hired my operations coordinator, she started part-time.

This was like 2017. she's, been with me, whatever five years, and she she was like. Do you guys have enough business because she was worried that we wouldn't literally be able to pay her yeah um? And you know i joke with her now i'm like. Do you still think we don't have enough business she's like slow down? We have to an assistant for her um, you know, which is all part of the growth but yeah, so you have to know so that you don't fall flat on your face.

So if you don't do a full assessment of your numbers, your production, your revenue, your expenses, your tax basis, all of that, then you have to have all of that set. You know not fully set up, because you may not be good at it, which is why you want to hire somebody, but you need to at least have a basic understanding of what your profitability is. Thank you so that you can then go and use that money to reinvest it into your business. The other piece to it is that last piece is the real deal in my mind.

You know don't go blindly into this, like okay, if i'm making i'm making up numbers, i'm making 200 000 net to me before my taxes, but i'm now gon na go hire somebody at seven or eighty thousand dollars like immediately. You think. Oh, my god, i'm only gon na make 130. exactly instantly.

Well, the answer is yes, if you don't grow, but you're not putting this person in place to not grow exactly, but there is that j curve which we talk about all the time is coach. I start here like oh, my god and then all super like this. That was the best move i ever made, but but when you're sitting here and you're like i'm, going to hire a seventy thousand dollar person - oh my god like what's my spouse, gon na think so i'm not scaring money yeah and then that initial. You know i've had so many coaching clients that have been right at that precipice where they're so incredibly worried and - and even you know whether it's myself, it's it's terrifying right like absolutely.

So, that's why it's super important to understand your profitability so that you can make that decision and move into it. It's also super important to understand that there is the j-curve, which means once you've hired that person you're not going to necessarily see that return on investment for potentially a year right or more right up on the roll. And you know, but no doubt but like. I think everybody would say you know you you and i and the collective of all of our coaches when they hire that lead assistant when they hire that great operations person project manager like the initial shock of a six thousand dollar a month.

You know, oh my god, right very quickly when you realize how much time you just bought back now. The question is: can the agent actually allow them to do the job and go through the j curve, or do they carry them down into the tranches and get in trouble? It's funny. You say that because that actually goes back into what kind of leader and why you know. Why do you want to be a leader? Because if you are not ready to delegate, you are not ready to start a team right um, that's a mic drop.

Let's go to number three okay, because that was a mic drop if you're not ready to delegate you're, not ready for a team bam. Okay, um! I want that on instagram, okay number, three, so number three is then hiring that person and and really digging in taking your time understanding what your strengths and weaknesses are understanding. Does that mean i should do a disc profile on myself? Should i do bank like what does that mean? It means all of those, because everyone thinks that their strengths are plentiful right. Nobody can market the home better than me.

Nobody can launch a listing better. I mean nobody can type in in the community better than me. Everyone believes that, like just when you, when you're a solo entrepreneur, i'm not kidding like if you don't believe that you don't get anything done. There's there is that and there's also, i think, because real estate is so um client.

First, it's clean exactly and if you don't, i mean i've had this argument with agents, countless you know whether it's coaching clients or managing agents. I can't imagine you arguing. No, i'm kidding oh what um, but you know letting go of of the need to be in control of those things there. It is yes, you know letting go and, and the thing about it is when you dive, like lean into leadership um.

If you hire people and then don't let them do the job you've hired them, for they will run out the door so fast, because the message that that person, the leader is now sending is i don't trust you. You can't do the job um and so that person's going to feel unvalued unworthy and they're going to go somewhere else. That feels where they do feel valued and worthy people want to be challenged. They want to be well compensated, they want to grow.

So you got to hire the right person, but you got to start by first recognizing your strengths and weaknesses and then am i hiring the end of my yang or i'm hiring yang and yang um. I would initially hire them into your gang because there's always if you're, honest and vulnerable vulnerability is the birth of growth and creativity, but if you're, honest and vulnerable with yourself, then there are things you are not good at. There are things that you suck at and that has to be in a way repaired or patched before you can start to grow correct. So you know, for example, in my own journey um and i remember you going, you need a profit loss, you need a profit loss and i was like i kind of have one, but i didn't really fully and so um.

I hired my operations coordinator and one of her first things to do was to really sink in and get it all into quickbooks, and you know now it is like she, she reconciles every single month and works with the accountant, and you know so. I mean my books: are taxes are paid, everything is organized, you know every dollar spent. You know what lead generation works. What doesn't absolutely that's like that's business, so tracking is not my strong suit.

I don't like that kind of stuff. That's exactly so understanding what you're? What you're, not so i attended um. I think it was my very first summit in 2015, kyle whissel stood on stage with the big. What looked like the big giant yeah, we were in vegas, yeah, yeah, yeah yeah.

I remember he um. He talked about this exercise. I said bong thing for the record: it was a giant cocktail. Was that what it was? It was a giant cocktail.

Okay, it was just this really tall glass and i was like what is he doing. It looked more like bourbon street in new orleans, but yes yeah, he came up with a bong uh yeah. He was scared on stage. It was great.

I'm so sorry welcome welcome to the summit, so he he talked about this exercise that i never let go yeah. It's um and i would have my coaching clients do it. I have my agents, do it i've done it myself. Take a blank piece of paper draw a line down the middle of the page right on one side stuff.

I love on the other side stuff. I hate, and he said, and it literally just stuck with me - he's like and then hire somebody to do the hate, column right and so i've done that with countless coaching clients. I've done that with my agents. I've done that myself and you know your first hire.

Should be the person that takes care of everything on that i hate list, so um courtney. We need to steal that that's a whole show right there. I got you: okay, we're not editing we're just i'm just having a conversation with courtney in the middle of our podcast. Okay, let's go to so i hired that person.

Yes inside of number three, do you give any insight on? Indeed, linkedin, like i had again as you grow, you have to continue to add. You know that i know that um so this year you might have noticed my social media's a little bit better. Yes congrats, i hired a killer marketing person, uh-huh, uh-huh and amazing. Were you afraid j-curve? Oh hell, yeah? Oh, my god when's he going right, yeah, yeah, yeah yeah and then then you get courtney and you're like or or let's talk more about her like she's, not in the show right now i know right or people are like man, you're killing it on social media And i'm like, and i call her her name's veronica and i call her and i'm like everybody - is noticing what you're doing like it was within a week yeah.

Somebody in my brokerage was like: what are you? Did you literally she dm to me? She was like. Did you hire a new marketing person? I was like yes, i did. Did she do the video of you walking around that, like like 10 million dollar house or something oh a couple weeks ago, that was so cute that that was awesome? That's not a 10 million dollar house, but well whatever, but it was like, but in your market it was like a really expensive. Yes, it was a beautiful, expensive home and yes, she did that yeah.

That was the guy was like. Oh, i hearted that i was like that was good. I know i see it. I mean there's like behind the scenes like you're just like this is what it looks like to living out and you're like you're like i could like.

I could see myself living in a place like this is awesome, yeah, okay, so number three is so hard and it immediately needs to be an operational person um to take care of the things that you're not good at, so that you can then really be a Well-Rounded, like you've got this like rock star solid foundation, so the first five moves are all about. Building that foundation. You cannot put a roof on a house, that's not built, so you know understanding your. Why you're what? Then you know you go into your budgeting and your numbers.

Then you hire that right person. Now it's like okay, yeah right so, but the thing is depending on what kind of team you want. You also have to understand where your production is going to come from right. So then it's like, if you use this number four, this is number four.

So then you need to either get more leads for the agents or build out coaching systems. You know four and five are kind of similar, because five is all about that culture and your you're systemizing your meetings and your coat. If you are the coaching kind of team, all communications, all training. The answer to the question remember a billion years ago when we were in palm desert.

This is how we do it around here. Yes, right, this is our playbook. This is how we run our business, our sops right. So i want to go back to four, though so you're saying inside of four i've now added these people or i've added this person and maybe potentially more now, it's like okay, i'm biting off.

Seventy thousand, i'm using that as an example. Seventy thousand dollars in new salaries. My expectation is now freed up. This much is the onus just on the individual.

Should they be looking at paid lead sources? Should it just be their database? Is this the time to start a short term campaign, not a geo farm which is going to take longer like inside of this? Don't you think they have to look at all of that and shouldn't they maybe do that simultaneously, while they're hiring, because you and i both know like you - import a new lead source, maybe outside of your database or zillow or like an online like spend some money. Get a lead most everything takes 120 days before you start to mature. If not more right, exactly farming could be six months a year right. So so you know when you decide, you want to be a leader and people will be attracted to you for what you are good at and what you're known for um.

In my case, people were attracted to me because i have that training piece and i have this incredible database domination strategy, and so, when i said, okay, we're going to bring people on the first thing they do is enter into our existing sop. On our database domination strategy, so like that's a number one, then they they go through the training they talk about. You know the five five fours and you know all of those kinds of things, and then they start getting added into the lead rotation as a supplement right. One of the things that always attracted me to your coaching company was the fact you're.

You know there's no wrong way to get a lead, so it's like, and - and you know everybody knows - your past clients and center of influence - you're going to be your highest and best roi lowest cost no referral fee exactly, but there are so. You have to have um additional pipeline items, and so that is part of why i've created the team that i created so that then the agents they can say. Okay, i'm gon na farm this or it's a newer agent. I just hired a brand new agent she's, like 23, i'm so excited she was kind of failing on her own and um.

You know she's she's local to the market, but she has a little sphere of influence, but i will be able to feed her with the lead sources, while she's learning how to massage her sphere of influence and she'll sell. I mean i hired another brand new agent. He did 28 deals for his first year, yeah under my guidance, yes in your culture in my culture, so so what kind of team am i building and what kind of leader am i going to be correct? What's the ideal model? For me, three is like really my first hire. If i'm getting that correctly and you're hiring, i love the the kyle example of love hate.

Yeah. It's get get all the hate off your list. Four is this sort of simultaneous, as i see it right from the very beginning, almost or really one and two like. Why am i doing this and what kind of model someone there you're going to ask yourself? Am i going to be a purely buy? You know referral my past clients in sphere.

Am i going to expand beyond that? Am i going to have a digital presence? Social presence. Are we at geographic farmers, like dave robles, built his entire brokerage on geographic farming right? So there's no wrong way to do it, but whatever you do you got to go all in you got ta go all in and you have to you know again: it's not it's the same thing. You say all the time you just have to be consistent. You just have to do it, you just have to keep doing it.

So someone is going to listen to this and say this just sounds too simple. The path is the path yeah you know. What's going to happen, is the mistakes you'll make? Is you won't delegate? Um, you won't hire the right person, you um, you don't have the the culture, the coaching, the training, whatever right or you'll. Think because you recruited an agent, they stayed with you for a little while and then they left your first agent.

That leaves you is going to be like your first major breakup, yes like when i was no one will ever. I had recruited this agent and i helped her grow and, like i i mean like not to sound super cheesy but, like i probably like, fell in love with this girl. Like i loved her yeah, we bonded immensely and then she upped and left yeah. I was devastated, oh yeah, i mean i was devastated and so to understand and expect the attrition expect you.

You know it's just i had this huge. Aha, when i was managing recruiting and growing a team is no different than building a real estate business right. It is literally the same thing: you have to have a pipeline of agents, you have to have your existing agents and you have to have your you know: you're like it's, it's a funnel, it's the funnel top of funnel middle. The final bottom of the funnel like like it, the second people, get recruiting and retention, and all that is just funnel.

That's all it is it's yes, even once they're in, like okay, they're still trying to figure it out, they're. Finally, getting there. Okay, now they're fully baked that took me 12 months 18 months 24 months, and now how long can i keep them? They're satisfied before i have to switch to comp plan correct, it's all models. It's all numbers, okay, number, five, we're going to be mindful of time! We're trying to keep this in 30 minutes is it sounded like culture, yes and culture, coaching, big yeah, like community culture, training, personal development yep? How we do it around here exactly right, but this is how we do it so so give us an example of what you recommend um like.

Is there a set playbook for culture or a process of questions? I need to ask myself to be my best self for the culture. So again, it all stems from what kind of team you're having right. So, let's say, you're a lead team model. Well, if you're a lead team model, then from a culture perspective, you need to be having prospecting, nights and calling nights, and you know, and and and morning role plays and like all of that is rules and rotations for leads.

And yes, if you have a more of a collaborative culture where each agent kind of runs their own business inside of the team, then it's it's more of a coaching model and it's you know it's a sharing model, a masterminding type model. So it all depends on what the model is yeah, my model being the way it is. I do one-to-one coaching um with everybody on the team every other week i um do a twice a week morning huddle. I do a team meeting on the alternating weeks that they're not getting coached um.

The team meetings consist of four main topics. It consists of lead generation servicing existing clients, marketing your business and running your business like a business, um systems, organization, improvement finances right with the addition of the marketing coordinator. She actually works with them, uh with the agents once a month to set up their um marketing plan for the following months, so she can help you know, hold them accountable to doing shooting videos - or you know, posting on social things like that. Like that's my team's culture, so that they are empowered, i've learned from again working with you and being the manager that, i'm being when people feel empowered, they will literally do all the things yeah, so the more empowered i make them feel and um also make it Easy for them, then they just they'll.

Do it and they'll love you and that's. That's it! Bang, yeah! Okay, i'm so happy! I finally got you on a podcast. Thank you, i'm so happy. So five moves zero from basically solo to you know, building your small team and then obviously you given light to the fact that your team has become very large in the last.

You know a couple of years and you did all this through the pandemic, which is we should almost do a separate podcast. Just on that, because they're just like how much i know about the details pandemic was hard right. I mean like you guys you, you lived it and yet i want to say thank you to you from the entire ecosystem, because you know you every time i would call and say hey. We do this show for me on pivot.

You were like no problem right and i almost think, even though i was like floating a safety net to you to say we, we need you because you're going to help a bunch of people. I think that also helped you oh 100, because you were like stop thinking about my own. Let me go help a bunch of people. Absolutely i mean we could talk about the pandemic for another 30 minutes, so i won't bother you but yeah.

The pandemic was interesting and difficult and mind-blowing also and um, and really hard yeah, but you led through it. I did yeah i did. I could be a redhead thing. Well, you know i looked at it, it's funny.

It could be a redhead thing, but i looked at it as um and again a whole nother podcast. Yes, i've had enough in life that maybe the universe gave me a pass on this one, because you know i'm so grateful. Nobody near me got in too terribly sick or i didn't lose anybody, but yet people around me all had that experience and yes, i felt that i was spared either because i needed to be strong for them or because i i don't know, but i'm just. I am very grateful.

I was thinking of what uh one of my longest personal coaches, teresa jabor, would say to me. The universe is unfolding exactly as it should i'd be like, but why she's like? Because it is because it is - and i was like okay she's like this - is just your path, yeah and you do your path. Well, so oh, i have one other small thing. So when you are setting out to build a team, you must be authentic.

Yes, if you are even remotely inauthentic, then number there's two things that are going to happen. One you're going to burn out really fast because you're faking it yeah and two they will sniff it out, yup, whoever and they meaning anyone. You hire any agents, any any staff, anybody they will sniff it out in two seconds and they'll think you're, fake and they'll walk away yeah, so authenticity is so incredibly important. I agree, i agree and uh and you know maybe you go back and you write that here's the thing guys here's the things i like about myself, there's things i don't like you should do more of this and less of that and you win.

Okay, we got ta bounce to this podcast, but again, as i said in the very beginning, it's about time. We finally got you on the show. Thank you so much for sharing and all the contribution that you make not just to your office but to your market as the former like board, president, like you've, done a lot of different things um, but you know you are a light inside of our ecosystem. As a client as a coach as a leader, so thank you.

Thank you all right see you soon. You.