Steve Trang interviews business coach Amanda Dean from Sharper Solutions about the five essential habits successful real estate entrepreneurs need to make millions in 2026. Dean shares insights from coaching 30-40 companies and reveals what separated high performers in 2025, including strategic delegation, AI implementation, and building winning cultures.
Use the 'I do it, you do it, you own it' three-step delegation process to build trust and buy back your time without sacrificing quality
Challenge every department to identify one AI application that simplifies existing tasks rather than trying to reinvent processes
Create communication cadences with clear response expectations - calls for urgent matters, texts for same-day needs, emails for everything else
1:55:06Josh Stech, founder of LendingHome and Sundae, shares how he built a billion-dollar real estate lending company in just five years, scaling to 14% market share. He discusses the venture capital playbook, hiring at scale, maintaining culture with 500+ employees, and his transition to solving the property sourcing problem for investors through Sundae's marketplace model.
1:50:17Steve Trang interviews Damon Lyons of Sellers Advantage, who shares his journey from losing everything in the 2008 financial crisis to building a $30 million assignment fee business. Lyons discusses his evolution from loan officer to foreclosure auction specialist with Posted Properties, then to direct-to-consumer house buying, revealing the systems and massive marketing spend that enabled his California operation to dominate the market.
Get a free AI-powered review of your sales calls. See exactly where you're losing deals and how to fix it.
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Listen for 'I vs we' language in your team - teams that say 'we' have stronger cultures and collaborate better than those focused on individual achievement
Don't avoid tough conversations - role play difficult discussions beforehand and address issues directly rather than letting them fester
”“AI is not gonna replace your job. People that know how to use AI are gonna replace your job, just in all areas.”
”“When you're hold on to an underperformer, it's selfish. You don't help your team. It doesn't you're not setting the culture that you want.”
”“You gotta be willing to, like, complain about doing it, but you're unwilling to hand it off. Like, which one is it do you wanna do?”
”“Within the first twenty minutes, I know whether this team's got a good culture or not. Just by how they talk to each other and how they refer to each other.”
24711 words
Amanda Dean: Always tell them AI is not gonna replace your job. People that know how to use AI are gonna replace your job, just in all areas. But that challenge of every department, it's not like go reinvent the wheel. Like, what's one thing that would simplify something you're already doing? And that's just getting people more comfortable with it.
When they're more comfortable with it, then they're bringing all these ideas to the table, and now they're leaning into it. I'm seeing snowball effects of people are are really coming into it, and I could tell you some of the coolest things I've seen people do this year. It has this shiny object, like, attachment to it. And this is where I try to get people to overcome it. It's like, you're trying to use it to do something you don't do, then it's probably a shiny object.
Steve Trang: Welcome, and thank you for joining us for today's episode of disruptors where millionaires are made. Today, we have my friend and coach, Amanda Dean with Sharper Solutions. And Amanda flew in here from Jacksonville to talk about the five habits you must have to make millions in 2026. Guys, I'm on a mission to create millionaires. Information on this podcast alone is enough to help you become a millionaire.
In the next five to seven years, if you'll take consistent action, you will become one. If you're already a millionaire, we want to recognize you here on this show, so please scan the QR code. Let us know. And, if you're on your way there and you need some help to get through a little bit faster, also scan that same QR code. Before jumping, if you're here to learn how real entrepreneurs are building real empires, hit that subscribe button.
Because every week, we're dropping lessons that can help you create your first or your next million. And as a matter of fact, right now, you probably have a 100,000, quarter million, whatever to sit in your CRM, resurrect all those old dead leads with objection proof, AI calling agent, text cash to the phone number 33777 now to unlock the money that's just hanging out in your CRM. Ready? Ready. Alright.
So you're here. Last time we were here two years ago, you you were here to help you, help us with our annual planning, and you're back again.
Amanda: Completely different model too this time.
Steve: It's a completely different business Yes. But to help us with our annual planning. And you've been very, very instrumental in our business. There's a reason why I wanna have you on the show. We you have the opportunity to coach and work with directly hands on all these companies.
I mean, right now, how many clients are you working with personally?
Amanda: Personally, probably 30 to 40.
Steve: 30 to 40.
Amanda: Currently.
Steve: Alright. And these are people these are not, like, how do I do a deal? These are people that are, like, operating. They got, an operations person, probably a finance person, definitely a sales director of sorts, a larger organization.
Amanda: Yeah. A lot of them do. Some of them are still small teams, and they're I mean, it's amazing what some small teams can do. Yeah. And some of them are doing a hundred and hundred and fifty deals a year with five or 60 people.
Mhmm. And some people need thirty, forty people to do 250 deals a year.
Steve: Yeah.
Amanda: But they're all companies at different sizes. They all have challenges, and they all have their own growth Mhmm. Goals for 2026.
Steve: Yeah. So, again, before we get into the five habits, I wanna talk about two different things. First, what you saw in 2025, and then after I would talk about, like, you know, what to pea what to be prepared for in 2026. What did you see overall, like, happened in 2025? Like, there's, the feeling I got was there were a lot of people that were, there was, like, a a mixed bag.
Some people were still just absolutely crushing it, but there were a lot of people like, man, I can't wait till 2025 to end, and then we can do well in 2026. Like, what did you see overall in '25?
Amanda: Yeah. I I think the market was a little different in different areas. The Northeast, for sure, was just crushing a lot of it. Some really good operators over there too, but, Florida's still struggling, you know, and in the South and Georgia. But overall, I feel like last year, more people were just intentional.
Steve: Mhmm.
Amanda: It was just kind of, like, the plan of what everybody was doing. I think a lot of a lot of teams I work with said, I'm not trying to scale. Mhmm. Like, it it's been a lot of back to the foundations. Right?
Everybody kinda have the shiny objects and the different stuff, and everybody was just, I mean, just, like, honing in on being better. It was quality over quantity. I felt like was kind of the the focus a lot of people had last year.
Steve: Gotcha. So if you look at, like, maybe the two or three things that people executed well in 2025, the ones that were doing well still. Mhmm. What are some of the things that you saw, like, some things that they implemented in '25 to really, make it, turn 2025 into their favor?
Amanda: K. Two things, I think, really leveling up leadership. That was a big focus for Mhmm. For last year for a lot of teams, and it was, you know, our delegation and being able to raise up leaders and and managers. And that was and a lot of people were just trying to get there and kind of not be in every seat.
And then the other one was just AI. You know, we talk about AI. You've got AI. Mhmm. Just really helping people get their team acclimated with it.
And people are scared of it. UTC's scared of it. Everybody's scared of it. So just really kinda leaning in. I'm like, how can we use it?
How can we leverage it to be more efficient Mhmm. And not just do more to do more.
Steve: Okay. So let's talk about delegation. I think there's a couple of things that I've seen as far as delegation that where people run, in the challenges. One is just abdicating versus delegating.
Amanda: Not a
Steve: lot of clear direction. But the other one is like, why would I give it to this person when I could just do it myself, and I'm I'm gonna have to fix it later on anyway.
Amanda: Mhmm.
Steve: So what did what did you see people do well in delegation? How can they and how can someone who's listening replicate that?
Amanda: Yeah. I think the biggest thing, which is a lot of what we were gonna talk about today too, delegation is a is trust. You know, when you just said, well, I can do it better and I can do it faster. That's lack of trust.
Steve: Mhmm.
Amanda: And so we gotta be willing to, like, complain about doing it, but you're unwilling to hand it off. Mhmm. Right? Like, which one is it do you wanna do? Yeah.
I think Buyback Your Time is probably the number one reference book this past year. It talks a lot about identifying the things that you're doing that are the $5 an hour task or even the $100 hour task and give it to the person you're paying a $100 an hour. Yeah. So we really honed in on leadership as as a goal for 2025 and, just kinda using the three areas of approval. It's a really good tool.
That's the, you know, watch me, I watch you, and then you take ownership of it.
Steve: Right.
Amanda: And I think there's a transition.
Steve: I think
Amanda: a lot of people just dump stuff in people's lot, and they're like, here you go. You got it. Very little clarity. You never do this, Steve. Right?
Steve: Unfortunately.
Amanda: Very little direction, very little clarity, and wonder, like, well, I why didn't you you didn't read my mind? Like, where where did you get that outcome from? It's really focusing on clarity, communication, really trying to raise up additional leaders, so they're not just hiring to hire, and just leveraging, you know, just doing better there.
Steve: So how does someone go about this? You said, like, I'll do it, you do it, and then you own it. Mhmm. Break that down and and and and more granularly. So, let's say, for example, I'm not going through this right now, but I did have to go through it.
Right? Handing off the the tech build out component.
Amanda: K.
Steve: Right? So what would I do to say, like, I do it, you do it, and then you own it?
Amanda: Okay. I don't know anything about tech, so it's probably not a great Okay.
Steve: So let's talk about
Amanda: sales management.
Steve: Sales management. Okay. Go ahead.
Amanda: I was working I'm working with the team most right now. They're trying to most own entrepreneurs do all their underwriting. Right? They're the final say so. They get a contract.
They get to approve it. So underwriting is something a lot of people are trying to, like, how do I how do I hand this off, and how can I trust the person?
Steve: Well, because there's a lot of fear.
Amanda: There is. Right. It's a trust thing.
Steve: If you do it wrong
Amanda: Mhmm.
Steve: It's pretty bad.
Amanda: Right. But you gotta have checks and balances. Like, you don't have to do the activity to be able to check the work.
Steve: Mhmm.
Amanda: Right? So, actually, for example, we're working with a team and it's, you know, hey. You should let him shadow you, see exactly how you underwrite a deal. What do you comps do you look at? You know, ask questions, things like that.
Step two is you're gonna do it he's gonna do it independently. You're gonna compare your notes and until the point where his his underwriting comes out like yours. And then the third step is we're gonna hand it off to him, but then you're gonna review it and approve it at the end. Mhmm. That makes a really good way to show, like, what that transition looks like.
Steve: It makes a lot of sense when you put it that way. Yeah. Because, like, the traditional, small business owner Mhmm. I'm guilty of this. Right?
Right. So you're a new salesperson. I just hire you to join my team. Alright, Amanda. I'm gonna just jump in the car with me.
Amanda: Mhmm. I'm
Steve: gonna run appointments, and then you're just gonna sit there, right, and not say anything. And then after about two weeks of that, I was like, alright, Amanda. You're good to go. Go run appointments. You're you're rolling your eyes.
Amanda: I I see this all the time and and really working with the working on better sales training. Right? That's been a big focus for and just hiring better acquisitions reps. Right? Hiring is always a key there.
But, no. They should be following you in appointments Mhmm. And you follow them in appointments. Right?
Steve: But I'm too busy.
Amanda: Well, you know, it's the number one role you have. Right? Yeah. I tell people all the time, like, what are you gonna do with it? You're too busy to to spend time on sales, which is the number one driver in your business?
Steve: Yeah. But I imagine you hear that a lot. But, Amanda, I am too busy to sit there and babysit them in in in this process.
Amanda: Yeah. And I ask them, well, do you want a magic bullet? There's not one. There's no shortcut there.
Steve: Yeah.
Amanda: Now you can bring in different you can bring in sales training.
Steve: Mhmm.
Amanda: It could be a mixture of stuff. It's definitely more than two weeks, right, for sure. But, a good sales training, I wanna say I've seen most of them are four to six weeks.
Steve: Mhmm.
Amanda: Four to six weeks to get somebody where you're comfortable enough letting them just take the reign.
Steve: Yeah. So and and so it's really simple what you said, but it really is true is that, alright, I'm gonna underwrite how many would you say underwrite? Like, five, ten, 20?
Amanda: I would say probably just depending on how many get you say on average, most teams get five to seven contracts a week. That's a pretty common number that I see. So you do two weeks of that, you know, letting them just kinda spend a day, watch how you do it, ask questions with that, go through, show them what you do. And the next step is they do it independently. You do it independently.
Mhmm.
Steve: And
Amanda: that way you're comparing and saying, okay. Where where was he off on his numbers, or were they off on their numbers?
Steve: Yeah.
Amanda: So you can compare and actually see where they came to. And then once you get enough of that and it's different, I've had some people do it after a couple and some it's, like, after 20. Right? Depending on how much they hold on to that. But once you're comfortable and that's where the trust comes in, that my numbers and their numbers align
Steve: Mhmm.
Amanda: Then we wanna put in the checks and balances of now they take the reins, they do all the work, they show the work, and they bring it back to me, and all I do is just put my final seal
Steve: on it. So just to reiterate, so maybe first two weeks, maybe 10 to 14 deals, I'll I'll do the underwriting, and then you just watch me do it. I explain it to you as I'm doing it.
Amanda: Mhmm. If you don't have document processes and procedures, which, you know, we know so many people have.
Steve: Which a lot of companies are like. And then the second thing is now you start underwriting. I start underwriting. And this one, we don't really have a fixed quantity is until I feel comfortable Mhmm. That you're as good at underwriting as I am.
Right. And we just compare side by side.
Amanda: Right. It's a trust. We're trying to build trust. That's where delegation really falls off. It's a lack of trust in people that do it.
I worked with a gentleman one time, and I I mean, everything somebody did, he was just he the entire process was they do it, he approves it. They do it, he approves it. They do it, he approves it. And I was like, oh my gosh. Talk about, like, somebody it feels like they don't trust me to, like, I don't know if they trust me to put my pants on by myself.
You know what I mean? Like, so it it really is a lack of trust, and you gotta build the trust first and the experience to get there. And it's not gonna be perfect, and it's not gonna be a 100%. And people are like, what about that one deal? Okay.
Well, do you want 80% of your time back or not? Like, Like, you gotta put some checks and balances in there. And people wanna buy their time back, but they don't wanna invest the time to build the trust that needs to happen.
Steve: Yeah. And I think going back so Stephen Covey wrote a book, Dispute of Trust. Mhmm. Fantastic book. And trust makes everything go so much easier.
Amanda: Mhmm.
Steve: And another one, I think the five assumptions of the team. I think the first step is trust.
Amanda: Mhmm.
Steve: Right? Because without the trust, the other four dysfunctions can't be fixed.
Amanda: Right.
Steve: So, yeah, I think building trust. And I think, because Gary has another way of talking about it, which is basically, I I don't know how, like, how he does it, but, you know, you keep doing it until I feel comfortable, then I can just well, do you know how, like, how he talks about it?
Amanda: I I don't. Not specifically on that one topic.
Steve: Yeah. Believe it
Amanda: or not, I can't keep up with all the Gary Harper. I mean, he's got so much good stuff, and I watch it all the time, and I I'd lean into it. But, I mean, he's got a wealth of knowledge.
Steve: Yeah. Well, the delegation thing, so, you know, I went through a lot of Darren Hardy's programs.
Amanda: Mhmm.
Steve: And one of the ones because I've, you know, I've coached a lot of people as well. And I just repeat what Darren says. And in this instance, like, if you feel like people can't do it as good as you, congratulations. You're a narcissist. Yeah.
Amanda: That's a good way to put it.
Steve: Right? Because you're telling me you can't find anyone on this planet as good as you in this one particular thing, it's pretty big thing to stamp yourself on. Right? Mhmm. Particularly the underwriting.
Not to say that you can't be a world class underwriter, but, like, that's not what you can hang your hat on to be awesome wholesaling organization.
Amanda: That's just the one area that is most entrepreneurs are, you know, really struggling, and it's not to give it up. I tell people, like, let them do 80% of it. Yeah. You can train somebody to do 80% of the comps and everything else, and it's good to have more than one Mhmm. You know, set of eyes on something.
Yeah. They're just fearful, and it's just a lack of trust there. It's like, it doesn't mean you hand it off to them and you walk away, shut the door, lock the door, and never look at it again. Mhmm. Like but you can set a process and create a process where they can do 80% of it.
You look at it. You're comfortable. You trust the the numbers, and you move on. That's how people get from a 100 to 200 to 300 deals. Like, you can't underwrite every deal.
That's usually the ceiling most entrepreneurs hit.
Steve: Gotcha. Interesting. And then the last thing, you said the checks and balances.
Amanda: Mhmm.
Steve: What checks and balances do you put in place, for example, with underwriting?
Amanda: I mean, just whatever makes you comfortable. Do you have your underwriting guidelines? Right?
Steve: And a
Amanda: lot of teams, I was telling, like, when they're, like, it's all in my head. It's like, well, you make a decision. And I I think a lot of people think underwriting is the hardest thing to document. There's a decision making framework that you go through every single time you make a decision. All you have to do is document that.
Like, if you document, like, does it have septic? Yes. Do a septic inspect. You know what I mean? Like, go through the questions in your head and you're building a decision making framework that anybody else can follow.
And in in there should be some process indicators that did they check these things. Right? And did are we at 70% of ARB? Do we rehab the houses? Do we want 80%?
Like, what are your guidelines, or is it just a good deal?
Steve: Mhmm.
Amanda: Right? We just we shoot from the hip, wild, wild west, just run with it. But if you'll take the time to pull that stuff out as you're underwriting your deals Mhmm. It's a lot easier to train somebody else.
Steve: So part of I don't know if it's directly part of underwriting, but part of the process is, like, which direction do we take this property? Mhmm. Do we wanna wholesale it? Do we wanna list it? Do we wanna innovate it?
Do we wanna flip it?
Amanda: Mhmm.
Steve: Or keep our rent keep our portfolio?
Amanda: Yep. Does
Steve: that sit in in that process?
Amanda: Yeah. You can still document that. I know it seems like it seems so overwhelming for a lot of people. Mhmm. But, basically, you have to be what is the decision?
Do you wanna keep a certain type of property? Identify what that is. Add it to your decision making framework. It's just a three bedroom at, you know, under 70% male, whatever the case may be. Whatever you would look at to determine that.
If rental is a last case scenario for you, you run it through everywhere else.
Steve: Mhmm.
Amanda: And usually, good underwriting is we run it every different way scenario, and then we provide everything. If If we flipped it, this is what it would look like. If we hotel it, this is what it would look like. If we wholesale it, here's what it would look like. If we keep it, here's the numbers.
Yeah. It's just the numbers. It's just a decision making framework. You do it. You do it every day.
It's just hard because they don't think they they can't see where they can train that for somebody else.
Steve: Right. And I can say, like, it's something it's an area that we've struggled in the past. And, I remember one property specifically where I really regret not having a process. And it was a property that my team locked up sub two where we gave the guy zero, and we just took over the mortgage. Mhmm.
Amanda: And we
Steve: turned around a wholesaler for 15 k. I thought, well
Amanda: Oh. Alright. Here, guys.
Steve: Yeah. I I would've taken that I would've paid you your full commission on that.
Amanda: Why it's usually checks and balances. And then usually when we're training and we're putting somebody in that role, the first step is is they do the work. Mhmm. They show the work. Yeah.
And you're signing off on it.
Steve: Right.
Amanda: So you're looking at it. You're just not the one running the comps, determining the exit Mhmm. Looking at what is it gonna cost us to rehab it. Yeah. If you've built that out, and it's really not that hard.
Mhmm. Plenty of teams and she sheets to do it. But they're showing their work as kinda like of a math problem Mhmm. Presenting it to you. So there's a big difference in you spending an hour underwriting your property or you spending ten minutes looking at it being like, yep.
I agree with that direction.
Steve: Okay. So parts of this then, it's kinda like we're back in school. Like, you you look at the work. Mhmm. So they submit.
It's not like, hey. Here's the property. Here's what I think it'll sell for. It's like, here's the property. Here's what I think it'll sell for, and here's why.
Amanda: Right.
Steve: And that's the part is like yeah, when you put it that way, it does make a lot easier.
Amanda: It is a lot easier. And then when we talk about how do we measure that. Right?
Steve: Mhmm.
Amanda: So process indicators, performance indicators, profit indicators. So, you you know, part of the process is did we follow the steps? Like, when they bring it to you, do all the boxes check that we need. Right? Did we skip a step in anything?
And that's usually where your questions come into place. Performance of it is usually measured as how many of those did you approve that they with the initial outcome that they determined. Mhmm. So if you're changing it 50% of the time, you gotta go back to the process. You don't have it dialed in.
Yeah. I'd say 80% of the time, you agree. Maybe it's a 20%. It's just something like you said. You just know.
Mhmm. It's just different. Right? Yeah. And maybe I'd go back in that scenario that you just mentioned.
I'd go back to the process. Is this a sub two? Yes. You know what I mean? Like, and then you add in the questions you want them to look at.
Is there any money we have to put down or, you know, put into this? No. But keep it. Yes. Right.
So when you're building it out and I know it's difficult. I've I've done it. It took us forever to do. It's very doable. Instead of thinking a process, three decision making framework.
Yeah. Like, what are the questions you would ask yourself? And now with AI, oh my gosh. It's making it so much easier. Yeah.
You see, you had to have flowcharts and stuff. Now you can just literally eat it in the AI as you're doing it. What are the questions you literally can build out? There's a lot of teams that are working on an underwriting prompt.
Steve: Yeah. I'm seeing I'm seeing that as well. Is that's gonna be very crowded space very quickly. Yeah. Okay.
And then the next part is leadership. So, like, you saw a lot of your clients level up their leadership in 2020.
Amanda: Yes.
Steve: Was this like a forced thing? Or I
Amanda: think so. I think a lot of people just has been brute force. You know, you get to '23, '24.
Steve: Mhmm.
Amanda: And it was painful. It was painful for a lot of people. I mean, they either hit their numbers or they got close to it, but they're so wore out. They're just tired. Right?
Steve: Just crawling across the end of the year.
Amanda: Yes. And I'll I'll I'll bring up one, is a mutual first. Ryan Berry, is one of my teams and, you know, he's he's talked about his story quite a bit, but I remember talking with him back in 2024 and it was just him, two sales guys, I think a couple of VAs. And I'm talking to him on the phone and he's looking at his phone because nobody's answering the phone. And, you know, fast forward, I mean, he just he really dialed in this year, and it was really just about getting bigger or getting better.
He's got a full time TC, two lead managers, two sales teams, a dispo rep. This didn't happen overnight.
Steve: Right.
Amanda: It wasn't meant to happen overnight. But he can go on a cruise or go somewhere, and he's like, my phone didn't ring once. Yeah. He's like, he's involved in the business. He's not one of those things where I build it and and run away, but he can step out of the business, and it's gonna continue to run.
Steve: So now this is probably an episode in its own. But, like, you know and maybe this is part we go to the five habits, but, like, what specific are you seeing then that people did in '25 to level up their leadership?
Amanda: Yeah. I think a lot of it is build building a winning culture. I think that was a big part. You know, I always joke, culture is not something where you hire a bunch of dudes at your age and you're playing ping pong. I think in a a lot of people's mind, that's what it looks like.
Steve: Best place to work? Awards.
Amanda: Right. Yeah. Google. Right? Like, you can just eat what you want when you want kinda thing.
That's not really what it is. Mhmm. But they're they're building the culture and they're very intentional about it. It's not default by any means. And they're just, you know, like I said, the, ambitious, you know, there's a lot of awards, kinda driving, like, let's win together.
Right? That's a big push for a lot of people. But a winning culture is a big part of that. And that's letting go of underperformers, not keeping people. Like, taking a hard look at your team and being like, are these the people that I want to represent me?
Steve: Yeah. There's two things that come to mind here. First, Jimmy Vreeland, you know, he was sharing, like, a survey was like, you know, like, what are you really good at? And everyone's like, culture. It's like, oh, what do you need help with?
Accountability. Well, it's the wrong culture.
Amanda: Right. Well, that's those are the ones that fall into the into the likability trap. Right?
Steve: And I
Amanda: always tell people when they're, like, really just, you know, like, like to be liked, like, are you running for prom queen? Yeah. Like, what what are we going for here? Do you wanna be liked or you wanna be respected? Mhmm.
I'd rather be respected, than or what is it? Liked and I'd rather be respected and not liked versus liked and not respected.
Steve: Yeah. Yeah. Exactly. And the other thing too, and this is, I shared this with somebody. Like, one of the saddest developments, I feel like it's sad, but it's still necessary.
So I've gotten really good at letting people go. Like, I hate that I'm really good at this right now. Like, before, it was like I sucked at it and held on people for too long. Mhmm. But, like, part of getting, you know, being a business owner, developing the calluses Mhmm.
Is that it's like, hey, Amanda. This just isn't working. Yeah. And that's it. Like, that's the whole conversation.
Amanda: Yeah. We don't have to go into too much detail. But there's two parts to that. One, a lot of people are getting better at hiring. Mhmm.
Right? Like, we gotta get better at hiring versus, like, a thirty minute interview and be like, open a prayer.
Steve: Hope it works.
Amanda: So getting better at hiring. And then two, just knowing, like, when you're hold on to an underperformer, it's selfish. Yeah. It's truly selfish. You don't help your team.
It doesn't you're not setting the culture that you want. Right? They see an underperformer. Mhmm. A players don't bring b players up.
B players bring a players down. That's a proven fact. But it's selfish because they could go find something. If they're underperforming, not doing a good job, they're probably not happy. Yeah.
So you're keeping them from going to find something that maybe they're better at.
Steve: Well, that was one of the most eye opening things because I held on to people for too long. I've talked about it before. Like, my biggest regret in the last few years is holding on people for too
Amanda: long. Mhmm.
Steve: But every person I eventually let go landed on their feet. Yes. Every single one. Right? Yeah.
Land on their feet. They're doing their thing. And they'd, like, let me know. It's like, hey. I'm over here now, and here's what's going on.
Like, thank you for everything you've done. It's like Mhmm. Which is not what I expect because I think kinda like it's like a divorce. Like, we never talk to each other again. Right?
It's like, no. Like, you, you train them up. You help them as much as you can. Mhmm.
Amanda: And at
Steve: some point, you just realize, hey. It just isn't working. Mhmm. You go this way, I go that way, and they don't hold it against you.
Amanda: Especially if you're honest with them. I think a lot of people just don't wanna have those candid conversations, which is crazy to me. Mhmm. Like, how is somebody gonna be better if you didn't tell them? Doesn't mean you gotta tell them they suck.
It just means you gotta tell them, say, hey. I mean, I know you put in a 110% effort here, and I know you've done the work. And this is just it's it's maybe just not natural for you. Like, do you enjoy it? And nine times out of 10, I let somebody go on time.
And I really tried, and she was really trying. And I I just had her, like, two days of, like, really, like, really trying to work with her hands on. And I was just like, I just I don't think this is a role for you. And she broke down crying. She's like, I was crying thinking about coming in here.
She said coming to work, it makes me wanna cry. I mean, she was trying. She was given a 110%. It just wasn't the right role for her.
Steve: Mhmm.
Amanda: Holding on to her wasn't helping her. It was just driving her. It was making her more anxious. And I don't think that's the thing with everybody, but I I think we have to be honest with people, give them the feedback. And even if it is a performance or it's not a performance thing, help them land on their feet.
Help them find the the place that's gonna make them happy.
Steve: Well, you definitely don't want people working in your company that feel like they have to be there. Right.
Amanda: Well, she knew when I pulled her back into training, you know, and she was just like and she was trying.
Steve: Mhmm.
Amanda: This wasn't a lack of of, you know, somebody that wasn't bringing a 110% to the table. It just wasn't natural to her
Steve: Yeah.
Amanda: At all.
Steve: So then going back to culture and, like, Ryan and a few, a whole bunch of clients, like, what else are people doing right now to level up their culture?
Amanda: Yeah. What just what we talked about, not keeping underperformers. Mhmm. They're being way more intentional in the hiring. Right?
And And not just interviewing, just themselves. Like, you're bringing teams to come in and and bringing in, you know, one or two people that they trust to kinda, you know, fill that person out a little bit. So we're kinda slower slower to hire, faster to fire is definitely leveling up their team. Being more intentional about what their team needs for them. I think and this comes up constantly.
It's the meeting structures. Right? I'm sure you read the book Bad Meetings Happen to Good People.
Steve: I'm not sure.
Amanda: It's a great book. It's a great book. Because how many times you talk to people and you you send them a meeting request and they're instantly, oh my gosh. I'm not meeting. But really focusing on, let's be intentional about the time.
Mhmm. We don't need to have an hour meeting for everything. You know, daily huddles, like, really setting the culture of, like, let's go. Mhmm. Let's go win together.
Let's have good meetings. Let's have good agendas. Let's not waste each other's time. A lot of teams are leaning in on communication cadences. Mhmm.
That's something that's been a big focus for 2025. Yeah. As we get into this era of this instant gratification when somebody texts you, you think you gotta text them right back. And the god of minutes, the phone calls, the text messages, the emails, the CRM notifications, the Slack channels, you just become overwhelming.
Steve: Mhmm.
Amanda: And so really helping teams just be better at communicating with each other, how we communicate, what we communicate, when we communicate. I've had so much feedback, and that is just what people are just like, I love this.
Steve: Can you elaborate, like, what what that looks like?
Amanda: Yeah. So for example, you know, I'm sure you've had this before. Right? In your business, you get a text because you don't respond fast and or a call. It's like, hey.
I texted you. Did you see my email? That you've never had that. Right? Never happened.
It's just this it's setting the expectation of what you communicate, how you communicate, and when. So for example, if something is, like, immediate, urgent, like, needs my attention, somebody sellers getting up from the closing table, call me. Mhmm. Right? Like, that's worthy of it.
If there if it's something you need today, like, you need me to send a wire or you need me to sign a document, but it's not time sensitive, it's just more today, text me. Right? Everything else should be in an email. Everything. Don't text me and ask me about your PTO that's in two weeks.
Email me. Yeah. The second part, the most important part of that is that's how we communicate, but it's the response. People don't know when to expect a response, especially busy entrepreneurs. Right?
They feel like they were constantly, like, I just wanna be there for my team. I wanna answer questions. I'm like, so you set the expectation that you're available twenty four seven. Think about that for a second. What they really want to know is what is the expectation.
So if you call me and it's urgent, I'm going to answer the phone. If I have to get up from a meeting Yeah. I will do it. If you text me, I will respond to you same day. Right?
That's my guarantee to you. Mhmm. All of my emails will be replied to within twenty four hours.
Steve: Yeah.
Amanda: People don't mind following that if they know what the expected response is. But we have to be really good about not just what we communicate, how we communicate.
Steve: The uncertainty, like, I don't know when I'm gonna get back.
Amanda: Right. A lot of people, they call you because they don't did you see my email? Right? But if they if you've created a habit and you're you're fulfilling your end of the bargain, they send you an email, they trust that you're gonna respond back timely. And some people, even if you can't answer the question, just respond back.
And it tells owners they're only checking their emails as needed. But check your emails. And even if you can't answer it, say, that's a really great question. I've gotta ask so and so. I'll get back to you by Friday.
Steve: Mhmm.
Amanda: Be specific on a response. That's why we get so many got a minutes and so many interruptions in our day to day is because people don't know when to expect a response.
Steve: One challenge that we're seeing right now just kinda creep up right now in our our own organization is, we got a lot of fires. And so it goes into Google Chat. We don't use Slack. We use Google Chat. But then it's like it seems like everyone's on frenetic energy Mhmm.
Which, the downside of everyone feeling like this frenetic energy and like they're putting out fires is they're not doing, like, their quarterly commitments
Amanda: Mhmm.
Steve: Their, weekly priorities. Right? So what are you seeing people do with that?
Amanda: Again, helping people the same thing we just talked about. So, for example, I get to tell the time. Well, so and so walks in, they have a question. You know, I tell them it's a really good question. Put it on the agenda for tomorrow.
Mhmm. Does it need an answer today? You know, sometimes there are times. But if you help people create these habits, and it is it's a habit that we're building. That's why I come back to the the team habits because it is a habit.
It's easy to wane off of it, and we gotta bring it back in again. The got of minutes, you know. I've I was actually coaching with a lady and somebody knocked on her door and she was like, what's up? And you're like, did you see my PTO request? And she's like, go away.
You know what I mean? Like, it could've waited. So we we gotta help people identify what needs to be escalated and what doesn't. What things do we need do they just need to solve and then put on the issues list so we can revisit it and and go back to our process? And what things are I mean, you guys are so new and and all the stuff that you're doing, it kind of finally feels like everything's on fire.
Mhmm. But you should have a parking lot for that information. Like, if it's legitimately I can't move forward and it's hindering everything I do the rest of the day, absolutely, let me go in a reps. If not, I put it in a Slack channel, and what I what you're gonna find is people are so used to putting out fires. They sit down, they have some time to work, and they're like, oh.
They almost can't start
Steve: Mhmm.
Amanda: Because they're just waiting for something to break. They're waiting for somebody to ask for something. It's almost like this, like, pause a little bit there.
Steve: Yeah. And then you're talking about as far as the culture goes, like, having someone else offer input. And I've sent multiple people your way. I was like, hey. I think we're hiring this person.
Right? And I send you their PI
Amanda: Mhmm.
Steve: Their working genius and, their resume.
Amanda: Mhmm.
Steve: Even one in person didn't work out. Was a part of, like, hey. Would you mind interviewing this person? She she lives in your city.
Amanda: I think that's still her for another person, but she never responded.
Steve: But, you've been really helpful as far as even, Summer in our organization. Right? Like, she's been like, when she started with my company in, I was, like, 2016, she would I hired her as an office manager. Right? And, you know, just make sure, like, you know, the lobby's clean.
Like, we have, like, go order sign, the lock boxes, and make sure that, business cards are ordered for all the realtors. Like, it was pretty simple, right, responsibility. I wanna say hi when people come in and out.
Amanda: Yeah. Right? And be nice.
Steve: Be nice. Yeah. Yeah. And I've gone through and hired a whole bunch of people to run ops to help with operations and systems and this and that. And you're you said to me, like, in our, we have our call, our one on one, every two weeks.
They're like, why aren't you considering Summer?
Amanda: Mhmm.
Steve: And I did not have a good answer for you. Right?
Amanda: I think you said I don't think she wants it.
Steve: Well, I did say that Yeah. Which was wrong. You challenged me on that, and you were right. But one thing I asked you, was, like, why does it work with her? Because there's nothing about her PI or working genius or anything else that says, like, here is the who here is the best person suited for you as an operations manager.
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Amanda: Well, you gotta look at you and this is where PI is beautiful, and I love it for everything. I'm looking at the whole picture and the whole person.
Steve: Mhmm.
Amanda: And organic growth from, you know, building up leaders on your team, and that's where a lot of people focus this year, is the easiest. Because you think she's already built a trust with you. That was one. Right? She's already proven to have the skill set because she does the work already.
Mhmm. So there's that. So I always like PI is a predictive assessment. But when you have somebody on your team that has already built trust and experience.
Steve: Mhmm.
Amanda: I'm gonna take real world experience over a predictive assessment
Steve: Right.
Amanda: Seven days a week. Right?
Steve: Yeah.
Amanda: Now we if she was interviewing seven years ago for that position, probably not. Mhmm. It probably wasn't a fit. But you start looking at the whole picture, like, what is their experience? What is their skill set?
Right? What is their trust level already? Mhmm. That's why it's so easy to build leaders within your organization.
Steve: Yeah. And I think that trust part is where we said, like, the difference here is, like, you trust when you hand it to her, it's like, absolutely. Right. Right? I mean, she has access to literally everything.
And during speaking, if someone's like, if I'm not around, like, hey. What was Steve say? She knows exactly what Steve was gonna say.
Amanda: She's already built the trust. I mean, you have this experience together already. I mean, she's got seven years experience on your team already. Yeah. So it's it's, again, it's when we're interviewing higher, we're using predictive assessments because we don't know the person.
Right? We're looking for that. But there's no, like, absolute box of of what it what any role is. I mean, I've seen you're an individualist. Right?
Steve: Yes.
Amanda: Yeah. Not usually leans towards sales, but you do it. Go out. Yeah. So that was where I lean to is just looking at she's got the skill set, she's got the trust, she's got the experience versus trying to bring somebody else in because it it's so hard to bring somebody else outside the organization into it.
It takes time, and you are not a patient enough person What? To get them there. Right?
Steve: Yeah. Yeah. Okay. So then, the other thing you said about, was people started implementing AI Mhmm. In 2025.
So talk more about that.
Amanda: Yeah. I really think this
Steve: is where
Amanda: a lot of people it's so funny. I come in. I'm like, do we use AI? And there it's either one or two answers. It's no.
It's a shiny object or they're down a rabbit hole. Right? And so really trying to lean It's
Steve: just one it's It's all the way down to the
Amanda: It's it's so far to the left or to the right. Yeah. And so I've been trying to bridge that gap a lot of times and really trying to get them to understand, like, we need to look at what are we already doing that AI can help us be more efficient
Steve: at.
Amanda: Right? We already answered the phone. Again, AI lead managers. We're already underwriting the deals. Does this streamline and instead of taking an hour to underwrite a deal, could it take fifteen minutes?
Steve: Yeah.
Amanda: Right? So really trying to lean in and then getting them to understand it because they're pushing. And a lot of times, the entrepreneur, the owner's pushing, and their team's backing up. They don't want it. Right?
Yeah. So trying to focus on getting them comfortable with it. So one of the things most everybody's done this year that I've worked with is we took a quarter and it's like every department picks one thing to try to be more efficient with AI. Yeah. We're creating the company accounts.
We're giving them access to everything. We're helping them. Chad's team, we did a a thing with them where it was a a quarter thirteen week training program. They picked one topic a week. One week might just be how to prop better.
Like, a lot of people just don't know what it is, and that's why they're so hesitant for it. And they fear it's gonna take their job. Right?
Steve: There's that fear very much so. Yes. I always
Amanda: tell them AI is not gonna replace your job. People that know how to use AI are gonna replace your job. Yeah. So I'm I'm seeing snowball effects of people are are really coming into it, and I could tell you some of the coolest things I've seen people do this year just in all areas. But that challenge of every department, it's not like go reinvent the wheel.
Like, what's one thing Mhmm. That would simplify something you're already doing? Yeah. Right? And that's just getting people more comfortable with it.
And when they're more comfortable with it, then they're bringing all these ideas to the table, and now they're leaning into it.
Steve: Mhmm. Yeah. We're seeing it over and over again. I mean, even our own organization. On top of, like, ASF we're doing, but, like, every department is looking at it.
Mhmm. Right? Summer, surprisingly, for me, I think she was, like, one of the leaders in our organization in using AI. Yeah. And, like, I mean, the the templates, the SOPs, the, procedures, like, here's a difficult conversation email we gotta send.
Amanda: Mhmm.
Steve: AI write it, clean it up, rewrite it, whatever. But there's so many uses for it that it still surprises to me it's surprising to me how many people are still, like, so reluctant against it.
Amanda: It it has this shiny object, like, attachment to it. Mhmm. And this is where I try to get people to overcome it. It's like, where if you're doing some if you're trying to use it to do something you don't do, then it's probably a shiny object. Yeah.
If you simplify something you're already doing, it's just gonna make you more efficient. So separating what's a shiny object to what's just improvement in efficiencies Mhmm. Not that we shouldn't be looking at adding. And I tell people all the time, it's like, well, you're doing this already. Have you thought about doing this?
Mhmm.
Steve: And
Amanda: they're just like, I didn't even think about that. Right. And so, like, TC, I have one team and and they have an amazing TC and she's so sharp. And she took all her documents, all of her stuff, put it in there, built her a prompt thing. So every time she's got I mean, they create, like, all these documents and trust me to use creative deals.
She just inputs this information, clicks a button, it creates all of her documents. Guess what? She doesn't have to format them. She doesn't have to worry about errors. It never gets it wrong.
Steve: You know
Amanda: what I mean? So it's taken something that she probably got down to twenty, thirty minutes, I would imagine, by the time she pulls the information, puts it together, double checks it because she's a check twice kinda person Mhmm. To she trusts it. She's built a problem, and now it takes her less than five minutes to do it. Yeah.
So add that up if you do those documents three to five times a week. I mean, it's not like this big groundbreaking thing, but it buys back your time.
Steve: So much time. Yeah. Really. And then, you're you're saying so hers, was there any other cool applications you've seen in the organizations you work with in using AI?
Amanda: So just in different departments. I have one team that has a rental department, and their templates were okay. And, you know, they kinda write emails every time. They had a couple different people. It's like, go create all your templates in there.
Right? For every situation, every time something arises, creates you a template. And he did it for an entire quarter, and they were so excited. They're like, I don't write emails anymore. Like, I've got them all built out.
Like, they just took the time you see when you thought about writing your templates. We actually wrote those. Right? They
Steve: took time. And saved it in Outlook to select it.
Amanda: It took us forever. So they went through and simplified everything, updated all their text templates, all their email templates. They even ran their lease through there, asked questions about their state law, anything on the legislation, anything they I mean, they redid all their documents and all their templates in legislation, anything they I mean, they redid all their documents and all their templates in one quarter. Yeah. I thought that was really cool.
Steve: That is pretty awesome. A lot cheaper than, going through an attorney.
Amanda: Yeah. Yeah. Absolutely. They would have charged them probably what? $700,000 just to look at the lease and say change this line?
Steve: Mhmm. Yeah. Yeah. And then for 2026, again, you're here for annual planning for myself, but, a lot of companies, I imagine, by now have already done their annual plannings with you. What are you seeing as far as, like, themes or or or intentions for 2026?
Amanda: Hiring. Hiring, upscaling your business is a big part of it. I think a lot of teams last year kinda got back to the basics. Right? And that's where we really focused on is, like, it was just coming out of 2024 was just painful for a lot of people.
They're like, I don't know why it's not working. It did work and, you know, it's like, let's just go back to the basics. Right? Let's go back to lead management. Let's focus on the no lead left behind area.
So it was it was kinda like a it was a back to the basics last year. This year, it seems like it's really about optimizing. So many teams are like, I can make this one tweak, and it should bring in x amount of revenue. Right? Like, I don't I whether they have to hire one role or do something, I think a lot of people are you know, there's been a plenty of people that are doing hotels and flips and and wholesales, and they're like, you know what?
We're really good at flips. Mhmm. We're just gonna focus on getting better at flips. You know? So it's really I feel like the overarching thing I'm seeing this year is, like, it's maximizing and optimizing and not scaling.
Steve: Mhmm. So talk about, focus on hiring.
Amanda: Mhmm.
Steve: So what are, like, are these are are they talking about, like, you know, when they're one or two hires away, or is it, like, this whole new department? What what are they hiring?
Amanda: Really departments. We're looking at it and identifying, like, okay. We wanna go from 5,000,000 to 7,000,000 this year. Okay. Let's look at the resources that we have.
Let's look at the org chart here. If we're doing this volume right here, what breaks? Right? It's easy to look at, like, TC. We know 30 to 40 files.
Right? So if we're doing x amount of volume to do that, we know when we need to add in maybe an assistant and or a second TC. We're taking each area of the business and, you know, is the owner doing the marketing? Does he need a marketing assistant instead of it being a a full time marketing director? What does acquisitions look like?
So what does that transition look like? Mhmm.
Steve: And what
Amanda: are the resources, and when do we need to bring in those resources? Yeah. A lot of people, it's been mostly sales, acquisitions, and a lot of people are focusing on dispo. Dispositions is let's just face it. It's been weak.
It's been weak for years. People you know, some of the best names, Joe Taylor, told I mentioned it earlier. They probably have probably one of the most impressive dispositions I've seen. Yes. But they everybody's kinda like, we need to everybody's kinda have somebody in that role and it's so funny and they're like, how's your disposition?
They're okay. Mhmm. Okay. So I'm like, let me guess. They're really nice and they have a high b over a.
And they're like, yeah. And I was like, yeah. They like to be liked. Mhmm. You know what I mean?
So we get these networkers in there, these people that, you know, b over a means I like to be liked more than I like to be more than I like to win. Mhmm. They want you to win. They want you to win. So they ever feel like you're trying to pitch they're trying to pitch you why you should accept this deal and why it's to win for them and win for you.
Yeah. They're like, yeah. I was like, yeah. That's that's a great person. Probably not the best dispositions manager.
Steve: Yeah. And so, just to, say it a different way because we're talking about predictive index. Predictive. Yeah. So a is independent versus collaborative.
B is, social versus reserved. Right? So we're saying b over a is their social is stronger than their independence.
Amanda: Right. Their their need to be liked. Mhmm. It it insists simple terms. Their need to be liked outweighs their need to win.
Steve: Right. And for us running a, wholesaling company, to get the most amount of money per deal, we have to win.
Amanda: Right. We want a high a and a high b. Mhmm. But how far apart the b and a is gonna determine, like, where does that fall? Right?
If they're pretty close together, it's probably not that big a deal, but you can usually look at that because they're they're promoter profiles or persuaders. They're like, but they're a persuader. I'm like, yeah. That's why they're trying to persuade you
Steve: They do. Yeah.
Amanda: Why we wanna do this deal. Yeah. Not that they so but they're not the person that's just gonna go in and negotiate because they're just love to negotiate. Mhmm. You know, Joe Taylor's Dispo, like, that I mean, I don't I think that she did a presentation, and I think was it, like, 1,800,000.0 he brought in in just additional negotiation revenue Yeah.
Just negotiating the deals Mhmm. Above what they were listing him at.
Steve: And so, again, you talk about, like, non ideal sales roles.
Amanda: Mhmm.
Steve: Individualist. And that's what he is. Mhmm. He just wants to win.
Amanda: Right. He wants to win more than anything else. Doesn't mean he can't be liked. Doesn't mean he doesn't need the social aspect of it.
Steve: I don't think he needs a social aspect.
Amanda: Right. But your highest attribution over your lowest attribution
Steve: Yeah.
Amanda: Right, usually tells you their behaviors. It's not that they don't negotiate, but they're definitely not gonna negotiate if they feel like they don't have to.
Steve: Yeah. So if you guys are listening and you're wondering why your dispo is always trying to convince you Yeah.
Amanda: Why
Steve: you should take this lower offer versus why the buyer should pay full asking price.
Amanda: Right.
Steve: You might have a person in the in the c whose b is over a.
Amanda: Right. Especially too far apart.
Steve: Yeah. Yeah. That makes total sense. And then I wanna get into the five habits. But before I do that, I have a bone to pick with you.
Amanda: Okay.
Steve: I feel like, you have caught up or surpassed me in CG belts. You're on a pretty hot run. You're you're a pretty hot run right now.
Amanda: I don't know that I've probably surpassed you.
Steve: I think you're four.
Amanda: Oh, yeah. I have four. Yeah. Yeah. What do you have?
Steve: I think it's four. I'm not sure. I'm hoping it's not three.
Amanda: Well, I'm just trying to keep up with Chad Young. Was he at, like, ten?
Steve: He's got a lot. He's got a lot. Chad Young's got a lot of belts. Was like, you got an agenda here? Like, what's what's what's your story here?
Amanda: No. Actually, yeah. Just, putting myself out there. 2025 was a year of discomfort for me personally. Right?
Like, I work with you guys setting goals. I've set my own personal goals. Mhmm. Mhmm. And Brian Snyder is amazing.
It's just pushing me into a discomfort zone. Yeah. So and I try to bring value. You know, I've gotten so much value out of CG over the years. So I'm trying to be more intentional about giving back.
I think I got the, was it which award? I got an end
Steve: of the year award Ambassador.
Amanda: Ambassador award Mhmm. Which was amazing to do. I just love that. I love that group, and I I really have tried to be more intentional about bringing bringing value to the group.
Steve: Yeah. So talk about, like, getting out of your comfort zone because we're talking about PIs a moment ago. So you're a strategist
Amanda: Mhmm.
Steve: Which means your a is over your b.
Amanda: Oh, a 100%.
Steve: But your c is still even lower.
Amanda: So I'll paint a picture for you because it it says it out first. High a, b is in the middle, which means I can be sociable or introverted or extroverted. Doesn't matter to me. Low c, so lots of variables, fast paced, lot of drive, and a d's on the high side.
Steve: Mhmm. So I
Amanda: always jokingly tell people I want my way the right way yesterday.
Steve: Yeah. Yesterday. Yesterday. Yeah. Yeah.
So I'm married to a strategist.
Amanda: Mhmm.
Steve: Right? And then what I told her is, like, I have to like, we get over to want whatever we want so long it's her way, which happens to be the right way.
Amanda: Right. Which normally.
Steve: Right? Right now. Yeah. There's not a lot of leeway on what the right way is. Yeah.
Right? Which is tough because, again, individualist, I don't care for details at all.
Amanda: Mhmm. Alright.
Steve: So I'm super flexible. It's like, hey. We'll figure it out. I was like, no. We're not gonna figure it out.
Amanda: We're gonna have an agenda. Yes. I was the same way. Every vacation that we'd we went on and I've been married twenty five years in May. Mhmm.
I'm super excited about that. That's like my, I'd say that's I should get a purple heart for that one. Mhmm. But no. But, yeah, we do our twenty five year anniversary in May, and, you know, he's a captain, and so I'm a strategist.
We're both high a's. We both like a ton of variety.
Steve: We're both high a's, both low c's.
Amanda: Uh-huh. So it's just a lot of, you know, let's go kinda thing. But we had to figure out and kind of figure out where we which one we kinda lean towards. Right? So, like, if it's vacations and and finances, it's me.
I'm I'm hiring to the detail. I have the trust there. Like, I'm gonna come up with the agenda. I'm gonna plan the travel. I'm gonna do all that stuff.
My husband would literally just be like, get in the car. We'll go to Orlando. Like, he would not plan nothing. Right? He does not care.
But when it leans to the kids when they were, like, in sports and activities and stuff, that was not my realm. Right? So I always deferred to him. If I had something I was dead set on, I'd bring it up, but I'd let him take the lead there. So we kinda had to, like, pick our areas a little bit.
He takes care of the vehicles. Not that I don't put mine through a car wash once in a while, but, you know, he generally makes sure that everything's taken care of. I make sure we pay all the bills. So we had to kinda, like, pick our areas a little bit. Otherwise, we would just fight over everything.
Yeah. Literally, everything would be a fight.
Steve: What's funny is that on even though I don't care for details while we're traveling, I'm the one that's picking the spots. Mhmm. Only because, like, I wanna do, like, the fun stuff. We're gonna travel. I wanna I wanna do the fun stuff.
Amanda: You don't wanna do the museums and the and the art shows and none of that?
Steve: No. No. And, yeah, the last one we went we went to Boston, like, the kids picked all these museums. Like, why are we picking all these museums? Like, just I just want the the chowder.
Amanda: Museums are fun. Boston's fun. There's just so much to do.
Steve: Okay. So then talk about the five habits. Alright? The five habits, you must have to make millions in 2026.
Amanda: Yeah. The habits that I'm seeing, the top the top tier teams that are are really crushing it. You know, one is the culture. We gotta build a winning culture. Right?
Yeah. Is it a team of I or a team of we?
Steve: Mhmm.
Amanda: I always look for what how teams talk to each other when I work with them. I'm sure you've had some of that too where people come in. It's I this and I did this and I did that, and I'd I was like, that is you're an island. Right?
Steve: You can tell?
Amanda: Instantly.
Steve: Right when you, like in the first few minutes of a conversation or in a in a quarterly or whatever Yep. You know where the culture is.
Amanda: Within the first twenty minutes, I know whether this team's got a good culture or not. Really? Just by how they talk to each other and how they refer to each other. Is everything a we? Well, this is what we gotta accomplish this year.
This is one of the issues that we're running into. Right? Versus like, well, I did this and it didn't do this. So if your team says I, they feel like they gotta prove themselves.
Steve: Mhmm.
Amanda: If it's a we, it's a team and we're all winning together.
Steve: Gotcha.
Amanda: So it's something I definitely look for and it's not been wrong yet.
Steve: Yeah. I've never really listened for that. Mhmm. I do listen for it. Like, if I see it as a person that's, like, a team player or not Mhmm.
I versus we. I haven't looked at it as far as team culture, but it makes total sense.
Amanda: Mhmm.
Steve: So then let's say then you're working with me.
Amanda: K.
Steve: And first twenty minutes, I did this. I did this. I'm I'm in charge of this, whatever. Mhmm. What are you doing to impact this environment?
Amanda: It's a really good question. I'm probably not gonna say it in in the group setting. It's definitely something we're gonna talk about outside of that, and I've definitely pulled people to the side and had conversations with them. And it's like, if you want everybody to get on the same boat together and row together, we gotta we gotta approach it like we're we're running a team, not Mhmm. This is a Steve Trang show Mhmm.
And you got a bunch of minions running around. Yeah. And sometimes there are people, and you know them and I know some of them too, that, you know what? It's their show and they like the minions, you know, if that's the culture that they want. But I'm looking for is cohesiveness and collaboration.
Right? Or or they'd feel like they're they're working together to solve a problem, to hit a goal, or they feel like I've gotta prove myself on this team.
Steve: Mhmm. So what can someone is listening. What can they do to level up the the habit in regards to culture?
Amanda: I know we
Steve: talk about leadership a little bit. Was there anything else?
Amanda: It's just really being more intentional. I think that's the biggest thing. The people the teams with the best cultures were not defaults. Like, some people just literally I have been in teams where it's like we have a ping pong table, and we got a pool table over here, and it's doing great. And when you walk in the door, everybody's door shut, right, kinda thing.
So yeah. It's definitely a thing. And I think there's a lot of people that think they have a good culture, and I'm like, yeah. But you do. Like, let's ask the questions.
Right? We have some assessments with Sharper that we do, and and I think that's the easiest way to kinda show people, like, I don't think your culture is as good as you think it is. Mhmm. We get everybody to take an assessment. Mhmm.
So it's a really good one. But just tryna leaning into there. So, like, what are some group activities that we can do? I'm not saying we're doing trust falls, but, like, we're doing any active learning, any, team events, you know, things like that. Like, in a lot of best teams, they play hard or they work hard and they play hard.
Mhmm. Right? Paintball is probably a great one. Airsoft is good one. Anything that lets your team shoot each other and they're high they're high high a's, they love it.
But they're just very intentional, which means team outings are stuff that people wanna do. They're very intentional about making sure we spend the time. They're knowing what's going on with them. They have plans, like, individual personal growth plans for each person on the team, not just for the company. They're just very intentional.
I and that's the best word that I can say. It's like, it's not like, no. No. Everybody here likes each other. We have the best culture.
Steve: Yeah. It's not a default thing.
Amanda: It's not a default setting.
Steve: Yeah. Yeah. So you guys do have a a resource, right, part of the RISE framework Mhmm. On how to be, how to measure culture. Because I think, you know, when when you guys one of the things you guys do in the first half an hour, an hour, in every quarterly meetings is assessing Right.
Culture.
Amanda: Mhmm.
Steve: So what are some things that people could be asking themselves as they're listening here? Like, how whether I have a good culture? And I I know I know you heard heard you say, like, I versus we. It might not have be in tune for that. Yeah.
What else can they do? It's just, like, to reflect on on the level of culture that they have.
Amanda: I wanna say it's more the the door shutting is, like, a pretty common one that I typically see it as everybody. And I'm not saying some people, you know, legitimately are on the phone all day. They don't need to shut their door. I'll give you an example. I had a sales guy one time that was super nice, and he was just but, oh my gosh, he was just so much to work with.
Right? And I remember him pulling up the office one day, and it's like I saw this, like, slow wave of, like, door shutting. Oh, dear. All the way throughout the whole floor. And I was just like, what in the world?
And sure enough, he was a, a high performer, low trust person, and people didn't like working with him. And the fact that we basically tolerated that he just kind of, you know, push the boundaries all the time. Mhmm. It didn't drive the culture that we wanted. No.
Right? And people are like, that's the hardest position to let go. It's like a high performer. Right? But when we did, it was just like, oh my gosh.
Like, everybody rallied around. People stepped up. Everybody was so excited. Like, I'll step in here and I'll help here and I'll do this. Like, it's usually when you know, like, you have that person that either people avoid or do they talk about each other.
Mhmm. You know, do you get constant, you know, feedback about, like, well, someone just playing their music and they're not doing this. And so I mean, there's cues that you can like, how do we talk to each other? How do we talk about each other? How do we act when when they're around each other?
And do we celebrate wins and failures? Mhmm. You know, do do they play the blame game, or do they take
Steve: ownership? Yeah.
Amanda: That's that's a big one. That's very easy to see. Like, when somebody was like, hey. We did what we could. We dropped the ball here.
Take ownership over, especially with the sales team. This is what we're gonna do differently. They're not saying, well, we would have hit it if Patrick over here, you know, had hit his numbers. Yeah. And they don't go to blame.
Right? They're like, we win together, we lose together.
Steve: Lead managers just book more appointments.
Amanda: Yeah. It's always yeah. Lead managers blame marketing. Marketing blame sales. It's it's a cycle.
Right?
Steve: Gotcha. Alright. What's the second habit?
Amanda: It was investing. Investing not only in, you know, education, not for yourself, but for your team. Mhmm. That's a a pretty common one I see with top teams. It's like we you spend money on masterminds and, you know, you read all the books and things like that.
But what do you do to invest in your team?
Steve: Mhmm.
Amanda: And on top of that, having a budget for it. There's so many times people, like, I've I've worked with when they're like, hey. We really wanna do this training, and and the sales team is begging for it. And they're like, well, it's not in the budget. Well, it should be on a budget.
You know? So they have a line item on their p and l for education, not just for them, but for their teams. Mhmm. The best teams are investing in the the team members. They're seeing opportunity, and they're trying to raise them up like summer.
Smell your team for seven years. Mhmm. And you're just they're not just investing in in theirs, but they're sharing it with their whole team.
Steve: Yeah. I mean, I'll say, we had a couple 100 clients now, like, right now. But I remember we had a call, and it was like an all hands on deck call. And they're like, here are all the struggles we're dealing with right now. Mhmm.
And I remember, like, going back to all my clients. It was like, are you guys facing these struggles? And they're like, no. Like, to a t, like, no one was having these struggles. Like, And I was just kinda confused by the all hands on deck call.
And one of my clients point out was like, well, see, you have to remember, like, all of us here are invested in our sales team.
Amanda: Right.
Steve: So, like, we don't have these issues. Like, that makes sense.
Amanda: Mhmm.
Steve: Right? But, like, someone else had to point it out to me. Like, it was right there in my face. I didn't even see it.
Amanda: Yeah. They're they're paying for to level up their team.
Steve: Right.
Amanda: There's so much good education out there. You know, there's a in TC, training plan out there Casey Smith put out. Mhmm. It's fantastic. There's nothing on the industry to help TCs level up.
Right? And she's really leaned into the education space, and she's so good at it. Yeah. And so there's a lot of teams that are investing in that for their TCs to get them in that community and get them that training. And I think that it kinda usually leans towards just the the sales team if it is anything.
But looking at just overall, like you said, Darren Hardy, there's plenty of teams that go through hero's journey together. And it's just not it's something we do. It's something we live. It's not just something that we talk about.
Steve: Yeah. Yeah. I think Casey Smith heard nothing but great things about her. Yeah. And we've gone through so much, Darren Hardy training.
I think my team's gotten frustrated with it, but it's like, it's good stuff.
Amanda: It's We gotta keep it fresh too. And I and I run into some people kinda like, well, we did that and we did that. I'm like, you really should freshen it up every 13 weeks. I'm really focused a lot of teams on some situational training, for sales and for lead managers, and it's it's going deep instead of it just being one thing. It's just like, let's pick one topic a week.
Right? Like, what is it like to deal with a hoarder? What are the common objections you're gonna get? How do what are the questions that we need to ask? Mhmm.
And so we're just leaning into to doing some of that, and the teams love it, and they thrive off of it.
Steve: So we talk about the TC. We talk about the sales team.
Amanda: Mhmm.
Steve: Who else? What are some other opportunities for investing in our team?
Amanda: Personal growth. There's some COO training. You know, Cameron Herold has the COO Alliance. Mhmm. If you have a leadership there, I've had people ask me, like, what kind of, like, c suite executive level type, you know, education and learning and involvement there.
So that one's, like, my go to on that one. I'm trying to think. Dispositions, I I don't really know of any. I know, there's some construction ones out there. They're just more intentional on personal development and growth in their role.
Yeah.
Steve: And I would say Marcus Crigler Yeah. For finance. Yep. And David Richter. But, like, money is one of the most under, what's the word I'm looking for?
It's not under invested. Overlooked.
Amanda: Overlooked areas. Finance?
Steve: Yeah. Finance is like yeah. Like, well, finance is just it's just finance.
Amanda: See, and I feel that way about TCs. Yeah. I play TCs are just, like, a bit valued as, like, being just admin assistance. I'm like, you go through all that. You spent that money.
You invested that time. You went out there. You followed up. You got that contract, and then you're just like, here you go. You know?
And so and then these difficult situations, you were able to sell them on it. They actually have to get it to the closing table. They gotta figure out when the seller freaks out and tomorrow and wants to change their mind and they run into a lane. And so it's so tedious in TC, and that's why I feel like it's very, very overlooked.
Steve: Yeah. Okay. So culture investing. Mhmm. What's next?
Amanda: They don't shy away from tough conversations. I say this is kinda like leveling up leaders to do this as well.
Steve: Mhmm. You
Amanda: and I have talked about it. You're like, how do I have this conversation? Like, you say anything to anybody. Right? But let's talk about what that looks like.
Like, role play it with yourself, but you can't shy away from having difficult conversations. People don't want it. They if they if they really need the feedback, they want it in a constructive manner. Yeah. It it's it's we can't tell them they suck, but we can also try to help them lean in on how can they be better.
Mhmm. I think people really avoid that, and I think that's one of the things that people are like, no. When something's not working, they they have the tough conversations they need to have.
Steve: So how do you develop that habit?
Amanda: How do you develop that habit? Mhmm. Well, how often do you avoid something just because you don't wanna deal with it?
Steve: Probably a lot.
Amanda: Yeah. A lot. Right? It's really if you're avoiding something, you're avoiding a person because you're avoiding a topic and you know it's festering. If something's festering, say your real estate in your mind.
Right? You're thinking about it. Like, go to somebody else and just be like and I do role playing with people all the time. It's like, tell me what the problem is. Talk to me like I'm that person.
Take five minutes and just try to have a conversation like, oh, that didn't come out right versus just, you know, I I recently was working with not working with somebody, but I know somebody that called somebody to kinda let them go. It was, you know, it it wasn't because of their performance. It was just because of, you know, everything going on and they're like, hey, are you coming in today? And they're like, no. I'm I'm work for home on Mondays.
And just totally fumbled the ball, fired them over the phone. How do you think that went?
Steve: Not so well.
Amanda: Not so well. Right?
Steve: Mhmm.
Amanda: The difference of of treating other person is, like, how should we have done it? It's just diary of the mouth. Right? Because she was expecting to be able to do it in person. So just taking a few minutes, being able to talk to yourself, say it out loud.
It's like, hey, Steve. Like, you know, we've talked about this a few times, and I feel like you're avoiding this issue. Like, what can we do to get past this versus being like, why are you ignoring me, Steve?
Steve: Mhmm.
Amanda: Why are you ghosting me? You're not responding to my emails. Right? That's how we come off defensive when we come at somebody. Like, hey.
I sent you a couple of emails. I don't know if it's just you don't you don't know how to respond to it yet. Like, do we just need to talk it out?
Steve: Right.
Amanda: People just don't like, the top leaders do not avoid those tough conversations.
Steve: Is this something that came natural for you, or do you have to work on it too?
Amanda: Oh, I definitely had to work on it. I'm an intense person.
Steve: I'm I know you are. That's why I'm asking.
Amanda: Yeah. No. I definitely
Steve: because I I wouldn't say you're necessarily unfiltered, but you don't, you've never shied in my experience around you. Right? Right. Last five years. You never shied away from conversations.
That's why I'm asking you like
Amanda: Yeah. No. I probably failed at this more times than I could count, and I really had to work on my deliver. Working with the sales team really humbled me, you know, because I came in working with the sales team after working in most of the areas of the business. And, you know, they don't put anything in the CRM, and they've got all these excuses.
And, you know, I really wanna do is light a match and burn it to the ground and start over. That's what I want to do. But that doesn't work. And so working with them and listening to how they were approaching conversations and stuff really helped me hone in my skill set. I knew it was my leadership.
It wasn't them. Now don't be wrong. We had to come to some terms on on what needed to happen, but Mhmm. That was probably the skill set that really helped me be a better communicator.
Steve: Gotcha. Because I think you're a bartender.
Amanda: I was. Mhmm.
Steve: Right. Because, like, being a bartender, you got a lot of reps who connect with people. Yeah. Instantly. But this is different Yeah.
Different reps.
Amanda: Yeah. Well and we're trying to avoid, like I said, you know, you had somebody one time that was, like, somebody complained that somebody stunk Mhmm. In their office. So he doesn't wear deodorant. And I was they're like, how do I handle that?
I was like, we gotta say something. Mhmm. You just gotta say something. And you just ask and just be like, man, did you stay out last night last night? Like, what does that smell today?
Like and just pretend like it's not but you gotta say something. Yeah. You know what I mean? But, realistically, it's like, let's just say we have some people that are toxic in our office. Right?
Or they maybe don't know they're toxic. It's the most common one I see, and somebody's talking about somebody else. Right? First thing we want them to do is try to address it. Second thing is just like, hey, Steve.
I was like, you know, I know that this happened, but also, like, I would defend you. Like, I would defend anybody else. You know? I know you're frustrated, but we can't go back and forth and talk to other people. Like, it's not fair to them.
It's not fair to you. It doesn't drive what we're looking for in the team. Mhmm. You know, were you just frustrated and just kinda stop talking. But, like, I'm not just gonna be like, you can't come in here and talk BS behind somebody's back.
Steve: Yeah. You
Amanda: know? That's what you wanna say.
Steve: Mhmm.
Amanda: I wanna say a lot of cuss words, but I won't do that.
Steve: And then the the tangent here because I remember you and I were having this conversation about there was another, person you witnessed where someone did something wrong. Mhmm.
Amanda: And
Steve: it wasn't, like, a tough conversation. You just chewed them out.
Amanda: Oh, yeah.
Steve: Yeah. Alright. How about how, like, damaging that is?
Amanda: Oh, it's critical. I mean, I and when you said that you know in a team's culture, that's something else I can tell when people are just, like, shy and they don't wanna say anything and they're scared of that. I mean, it's almost like a puppy. Right? You know, when a dog is being abused, you can see it on their face a little bit that are, like, jittery and everything else, you know?
And so it's different. I can tell a healthy debate. And Riley encouraged people, like, what do you think about that? Right? Like, we gotta create a safe space.
And it's the kind of the next the the topic that I get into is creating an environment that is safe to fill in. Mhmm. I feel like people are so scared to make a mistake.
Steve: Yeah.
Amanda: One of the things I used to always do is when I train somebody into a new role, I always gave them an example of a time I failed. Every single time. I always tell the story. It's not one of my favorites. It was twenty years ago, but I actually, killed a deal by accident.
I had two sellers by the same name. Name was Barbara. I know it to this day. I'll never forget it. Dan was going out of town, and he's like, hey.
You know, when Barbara calls, get the information so we get that contract together. And the other one was I was supposed to just let her know we weren't interested. Right? So she calls. I'm walking out the door.
It's late in the day. And, she asked and she's like, hey. I was just following up. And I was like, yeah. I was like, you know, I really just I meant to give you a call earlier.
I'm so sorry. It's just not gonna be a fit for us. And she's kinda like, okay. And I was like, you know, do you like me to do you get your number of referrals? So I basically killed this deal.
I wake up at 2AM in the morning, sit straight up in bed because I realized I had told mom Barbara. I killed the wrong deal. I was so sleepless. And the next morning, I went in and I called her instantly, and she didn't answer. And I finally got a hold of her later that day, and she's like, I was really surprised because we had come to an agreement.
She's like, but I called the other guy, and I just signed a deal with him. I was like, oh, no. You know? And I had to tell Dan and, how he took it just was so opening for me. He was just like he's like, what can we do different so it doesn't happen again?
And he's like, what did we learn? You know? He wasn't, like, mad. He wasn't, like, angry. He didn't lose his mind over it.
He didn't take me off the phones because he didn't trust me not to do it again. And so we put some checks and balances in place on that. And that was just it it lived with me for a while. So it's one of the stories I told everybody I had or so many lead managers and trained them. Like, let me tell you about the time that I lost the company $20,000.
Right? And what I tell them is like, look, we're gonna make mistakes. We all make mistakes. The best thing we can do is be honest, be transparent, tell us about it. Now we can't have the same mistakes happening over and over again.
Yeah. But you learn to ride a bike by falling. Right? Your kid your your teacher wanna ride a bike, and the first time they fall, you don't go over there and berate them. Like, are you an idiot?
You don't have to what's wrong? You know what I mean? So we've gotta praise in in public. We've gotta, you know, kinda criticize in in private, but we gotta create a safe place to fail. That's where people really go in, and they're willing to take the risk, and they're willing to push the envelope and and try stuff.
If not, they're gonna come in, check the boxes, and that's all they're gonna do. And they're not doing a single thing more than that. And they're gonna ask you every question under the sun because they're not gonna be willing to make a decision. And I'm
Steve: gonna stick their neck out.
Amanda: No. Absolutely not.
Steve: And now you have to sign off on every decision
Amanda: Right.
Steve: Which means you don't get to enjoy dinner Right. Or time with the kids.
Amanda: Right. And you're just like, why are you asking? You know, people are just like, I don't know why they're asking me this. You've created that. Yeah.
You you have created that. And I said, look at your process maps. Right? And how many times does it say do, check, approve? Do, check, approve?
Not that we don't need checks and balances, but if somebody if you're so in the grain and you've got to sign off on everything, that's a lack of trust and their people are they don't feel like they are empowered to make a decision.
Steve: Yeah. I remember when I had to take over the wholesale company back, in '22, and I was absolutely mortified because I went back there. I was like, okay. Well, I gotta, you know, get this back up and running.
Amanda: Right.
Steve: And then they would ask me questions.
Amanda: I was
Steve: like, well, what do you think? And they're like, well, before we just use go ask so and so. Like, every time? Like, every time, it's like, you weren't allowed to make any decisions? Like, no.
I was like, okay. That's weird. Right? And another individual come up, like, and ask me questions. Like, well, what do you think?
And they're like, well, I don't normally get to make these decisions. Like, no one here was allowed to make decisions. Mhmm.
Amanda: Well,
Steve: that explains why we never scaled.
Amanda: Right. You know, your process is limited to you. Like, you can't scale past you are the one. Like, again, there's so many key process indicators. There's process, there's performance, there's profit, there's purpose.
Steve: Mhmm.
Amanda: You wanna put the right things in, so you're looking at the right things at the right time and tell you something. Yeah. People feel like if it's process or people, something's not working, 90% of the time, it's process, not person.
Steve: Mhmm.
Amanda: Right? But people lean towards blaming people. Yeah. And, well, this person's not doing their job. Okay.
Well, let's look at the steps. Like, does they're not answering the phone. Check the phone system. The phone system doesn't work. Okay.
Well, they can't answer the phone if the calls aren't coming through them or they're lagged forty seconds. So I always lean into, like, let's double check everything in the process before we just assume the person's not just doing what they're supposed to do.
Steve: Yeah. And then the fifth, habits.
Amanda: I think we got ahead of that earlier, and it was really the shiny objects. Right? It was kinda leaning into AI inefficiencies and how can we do it better and faster and, knowing the difference between a shiny object
Steve: Mhmm.
Amanda: And something that's really going to grow your company.
Steve: Yeah. So you're talking about the discernment then of, like, this is something we should pursue, this is something we should not pursue.
Amanda: Well, it's filtering. Right? I always tell people, like, there's usually, like, we go to CG. We come back with a ton of ideas. Right?
Everybody does.
Steve: There's no shortage of ideas.
Amanda: No shortage of ideas. There's no shortage of, like, getting to see the coolest thing that people are doing. Right? I think Stephanie Betters and Casey Ryan, they did a presentation, not long ago. And how they didn't win a belt, I don't know.
I was sitting there and was just blown away. I was like, oh my gosh. Like, this is the greatest No.
Steve: Like, the the, lead enrichment.
Amanda: Yeah. The lead enrichment with, like, the deal signals, and I think Casey's is for Podio, and property sales AI. And nobody's using these tools effectively. Mhmm. You know?
And so this is a really good example of, you know, property sales are like, it's kind of a shiny object. I was like, let's talk about it. What does it do? And I was like, do you follow-up with your CRM? They're like, yeah.
They have certain times. They gotta follow-up with them. There's automation. It's cool. I was like, if your acquisitions manager could click a button on a dashboard every day and if anything changed on a lead that he was already following up on, like, maybe he's had a lead in there for nine months.
Let's face it. He's not gonna be in a hurry to follow-up with it. And all of a sudden, it shows up on a tax delinquent list, or all of a sudden, it shows up that they're behind on their payments. I was like, it's kinda pulling your CRM and saying, okay. We're gonna make follow-up calls, but, like, let's call these people first.
Steve: Mhmm.
Amanda: I was like, does that make you more efficient in follow-up, or you feel like it's a shiny object? Yeah. So we're already doing follow-up. So filters that we try to look at when we have new ideas is, you know, does this, what's the cost? What's the impact on the business, and what resources does it take?
Mhmm. A lot of times people wanna start something new, and they're like, all of a sudden, they're a wholesale company, they wanna start flipping.
Steve: Mhmm.
Amanda: They don't have the resources. Do you have the resources for it? Well, no. I can try to do it, or I'll get someone so to do it. Okay.
Well, what does this workload look like? Right? Like, is it the overcapacity, half capacity? What's the impact on the business? Well, we'll be able to make more money.
Okay. Well, how much experience do you have? You know, so kinda leaning to, like, what does the plan look like? So I'm not saying you shouldn't flip houses. We probably shouldn't go run and take 20 houses down just because we think we can flip now.
Mhmm. So really looking at, is it lean into what you're already doing, or what kind of impact does it have on the business? What is the cost and what is the resource? Yeah. And sometimes people try to cut costs on something.
I'm like, when you have the money, write the check. Not I'm not trying to spend your money, but, like, property you know, your your AI lead managers. I talked to ton of teams. I literally was talking to one this week, and he's like, you know, I can't he's like, there's leads that came in at 11PM. He does PPL.
He's like, I can't call these leads. He's like, there's a couple that come in on Christmas. I was like, you know, there's AI lead managers. Right? And he's like, what are those?
He was so excited. I was like, yeah. They they're twenty four seven. They don't take PTO. They're they're not an added line to the payroll.
It's more of just a service. I was like, they they and he was just, like, the most exciting thing ever. Right? Because he knew that was a challenge he just wanna overcome. He can write a check and solve that problem tomorrow.
Mhmm. Right? And he has the funds to do it. So that's the difference.
Steve: Yeah. So finding the the having a, A filter. Filter. A filter to figure out, like, is something that we wanna do and not do. One thing you were saying there is resource.
Amanda: Mhmm.
Steve: And I think, you know, you guys have a framework for determining what the resources are. Right? Because it's so it's not like this general thing over here. So when you're saying, like, what are resources available to it, what what question are you asking?
Amanda: Do we have somebody on the team that has the capability to do it? They have the experience to do it, and they have the capacity to do
Steve: it. Mhmm.
Amanda: If not, are we gonna hire this role, or is there a third party service that's available to order to do it? And are we willing to write a check for
Steve: that? Yeah.
Amanda: So, like, they'll wanna do it. Usually, bring something in, use existing resources that are usually already at max capacity and wonder why this doesn't work.
Steve: Or beyond max capacity.
Amanda: Or beyond max capacity. Yeah. We have, you know I'm trying to think of a good example. The AI one on the lead manager one was a good one. It's like, when you can answer the phone, you should a 100% answer the phone.
But if you don't, then let's do this. Right? So what are some services out there that you can utilize? But they, you know, they kinda come in and if they have a ops manager or a COO or anybody in that role, like a summer, We tend to just hand everything to them and be like, but you can do this. Right?
We're not really asking. We're just kinda shoving it down there. So we gotta look at what are the resources. Sometimes we just made our team that maybe they do have extra time. You know, they're kinda like, hey.
We've we've done some efficiencies over here. Kinda have ten hours a week. We can bring it in. But we need to ask that person. We need to ask run it through that lens.
Do we have the resources to do this? If we don't, are we willing to hire them or write a check for them? Mhmm. What is the impact on the business? There's so many times there's these great ideas that come down the pipeline.
They don't they look cool on social. They don't really drive the impact. Yeah. Right? And that's a big one too.
And then what is the time? You know, time commitment. Time is a value. You can't get it back.
Steve: Yeah. So
Amanda: and sometimes it's a this is a great idea. It's just not a not right now idea.
Steve: Right. And I found myself, a lot of times, if there's, like, a cool idea, but, like, right now, like, Mhmm. Doesn't make sense with our resources available to take anyone off of it to go do it is that I'll just spend my evenings doing it. Right. And see, like, hey.
Is this something worthwhile of pursuing? Because it might be, like, after a little bit, it's like,
Amanda: But you're doing some due diligence to decide Yeah. Does this make sense. Right? And that's another thing a lot of people do, working with one team, and they're wanting to bring a whole new product. They're a service provider.
They do one thing really well.
Steve: Mhmm.
Amanda: They brought in another product, and they wanna bring in a third. And I was like, okay. But what about your second product right here? Like, where are we at with that? Mhmm.
And I'm like, that is kinda I was like he's like, but it is, like, the most profitable, like, per margin in the business. I was like, so versus leaning in here and getting this to a 100%, we're gonna start a new product. Mhmm. Right?
Steve: Feels like this is gonna be our conversation on Friday.
Amanda: Yeah. Sounds shiny. Looks good. Right? But we gotta focus on, like, let's do one thing really well, and then let's add to it.
Right? We start a fire. We start with a kindling. We don't just toss it all in there Mhmm. And then just keep adding on top of it.
So it's filtering when we do something.
Steve: Yeah. And I'm hoping you guys are enjoying this conversation. This is more of, like, a free friendly banter. Because when I meet with Amanda twice, a month, it's not this friendly. It's more like, hey.
What about this? What are you doing about this? What do you think about that? And I think there's a lot of value there. Right?
The you know, I I said in the introduction, you know, friend and coach. Mhmm. Someone that's working with us, again, like, highlighted, like, hey. Like, you should look at bringing like, elevating summer instead of trying to bring in someone else to lead, just elevate summer to that role. But the other thing too is I've as I've gone through this journey, which I was looking at, like, this is is, month nine now.
It's crazy.
Amanda: I can't believe it's been that long.
Steve: Yeah. On this AI journey. But, like, every time I was like, here's what I'm working on, and you're always like, well, what about this? Mhmm. What about that?
Kinda like, shining the light of the the the the blind spots I'm not considering. And one of the ones you said this earlier is what breaks.
Amanda: Right.
Steve: If this works, what breaks? Mhmm.
Amanda: And
Steve: then preparing for that. And I gave you some grief. I was totally in the wrong. I gave you some grief. Like, you didn't tell me it was gonna be hard to onboard software.
So I'm actually, I'm I'm finishing a book right now. Oh, no. I just finished a book. Never Lose a Customer Again.
Amanda: K.
Steve: It's a fantastic, fantastic book. I feel
Amanda: like that would fit right in where where you guys are at right now.
Steve: Yeah. Yeah. And the the thing that, is I I gotta pull out the blurb, but one chapter opens with, the most difficult industry to onboard is software. Mhmm. And I was like, man, if only my coach said that.
Amanda: If only your coach said, hey. Let's make sure we have the onboarding really dialed in before we roll this out. Yeah. Which, you know, it's never gonna be a 100%. Yeah.
And that's the thing too. It's like, we can't wait too long Mhmm. Though to roll something out because, you know, it's tech moves really, really fast.
Steve: Mhmm.
Amanda: But we definitely gotta we gotta put it through the customer's eyes and the customer's journeys and do some betas. And we wanna get it as close as we can. It's like that 90%.
Steve: Well, you know, something that I realized as we're going through it, I would make the argument that our onboarding is even more challenging, for our organization than other organizations. And that, when you switch CRMs, you just gotta make sure, like, alright. All these different webhooks
Amanda: Mhmm. Go
Steve: from this CRM to that CRM. And we gotta download everything over here and import over here. And then we gotta get, like, these other systems, phone systems, texting systems, whatever. Like, we gotta do all these things. What we do is what I what what I've, I believe is is even more complicated because not only do we have to deal with all the different webhooks and everything else and Zapier into this and that, but then we also have to work with your CRM.
Amanda: I know.
Steve: And in working with someone's CRM, like, man, every CRM interface is so different.
Amanda: Especially Salesforce. Right? They're all customized.
Steve: They're all customized. So that was the the the biggest thing. So I didn't realize as far as an undertaking go
Amanda: Mhmm.
Steve: Goes, how much even more customization is required with our software because we're there's so much real time integration.
Amanda: Mhmm. Like, a
Steve: lot of other integrations, like, yeah. If it takes five minutes, it's fine. Right. Right? So, like, for example, a very specific issue we still have today is with Dialpad.
Whereas, like, we pause it as long as we can to wait for the data get in, but, like, how long Dialpad takes to get the data in, could be a minute, could be ten minutes, it could be whatever. It's like but the client needs this now. It's like, what's the right amount of time Mhmm. To wait for Dialpad to upload the call so that we can transcribe and score it? There's all these issues that, like, when we started this in March, never once considered.
Amanda: Yeah.
Steve: Hey. What are all the different phone systems out there? And what is their process for uploading calls?
Amanda: Mhmm. Yeah. I think you guys did a really good job of going back to the basics. It's like three steps forward, one steps back. Right?
You guys are always looking at the customer's journey and and trying to improve it and make it better and even using the SIPOC to to bring stuff through. So, you know, some of the stuff with tech, it's, like, super tedious and super difficult. Sometimes you just gotta you gotta put it out there. You gotta see what works. You gotta see what doesn't work.
Yeah. And then we gotta build processes around it as quickly as possible. Yeah. So that we know, okay. And this does this, like so if it's Dialpad, maybe it's three minutes.
And we set the customer up. Like, what's your phone system? Dialpad, just FYI, takes three minutes for an upload. Yeah. Or whatever the most extended time that you could kind of feel safe at.
Yeah. And setting up that process there. So
Steve: Yeah. There's there's a whole bunch. Like, I remember one day one day it looks like, okay. So what are all the different CRMs out there? It's like, oh, I haven't heard that CRM in, like, five years.
Right? And then Mhmm. What are all different phone systems? And then what are, and then, like,
Amanda: you know. What does it work the best with right now? Like, what is the the one that's just like, man, it just
Steve: never never an issue for the CRM? Which
Amanda: phone system?
Steve: Or No. CRM.
Amanda: CRM? Salesforce by
Steve: far? Salesforce by far. By far. Got it. Yeah.
Go high level is also really good. But Salesforce far and away because it's designed, right, to work with.
Amanda: Mhmm.
Steve: Like, it's it's the only CRM. Not the only. I mean, we're I'm so I'm starting to work with HubSpot now. We got a client that does HubSpot. Okay.
Because we're expanding home services. So HubSpot is is is client there. But Salesforce is literally designed to work with all these different plug and place. Mhmm. Right?
Like, there's a literal app store, right, that you can, interact with.
Amanda: Integration is is very easy with Salesforce.
Steve: With Salesforce. Yeah. Like, it's by far up and away the best. The ones that we have the most challenges are the ones that are closed Mhmm. Systems where, everything has to go through this, one singular point of
Amanda: contact. Gotcha.
Steve: Pretty hard, to move to where, like, the owner of the company is the point of contact.
Amanda: Mhmm.
Steve: Can you imagine if, like, every time you had a tech issue, you had to call Steve?
Amanda: Oh, no. No. No. Yeah. It doesn't work.
Steve: It would be an absolute nightmare. So, yeah. The best far and away, we recommend it is is, Stephanie Betters because, I mean, a, she was the first person to put this whole AI seed into my brain, But, like, she benefits from it. Like Mhmm. She's actively using it.
Right? Like, we did a call a couple weeks ago while she was still in Norway. It's like, here's the customer journey. We recorded the whole thing from, like, customer call to, like, here's Zapier and then here's in my Salesforce. I'm like, here are the here it it extracted the notes from the call.
It was like 50,000 in repairs. I'll here's when the roof was updated. All that is in Salesforce.
Amanda: Nice.
Steve: It's crazy, like, how seamless that is.
Amanda: But it works.
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Amanda: Yeah. Yeah. That's awesome. Yeah. I think Salesforce there's a lot of teams that I have that are using.
I mean, it's a fantastic tool. Yeah. And they're like you know, I've had some teams who are like, oh my gosh. I just get rid of my lead managers. Like, I don't recommend that.
Mhmm. I was like, I think anytime somebody could talk to a a live person, like, I think that's always ideal. I said, but I'd much rather instead of it, you know, going to voice mail or, you know, going to a queue or not getting answered at all, not answering the phone, I am just been shocked at how much that comes up. People think that the phone is being answered, but and it's the difference you mentioned earlier. You said I feel.
I always ask the question, do I know or do I feel? Right? What is which way are we leaning? I actually have I can show you so many texts by phone where I challenged them on that and I asked the questions on it. It's like, show it to me.
And then I get a text and they're like, oh my gosh. It's only 34% of the time. I don't know how this happened. Mhmm. Right?
Because they're not looking at it. It's an indicator that we should be looking at. It's a process indicator. Phone rings, answer the phone. Right?
I think your tool because that's the thing. It's like we want them to be doing dials. We want them to have talk time, but we want them to magically be available every time the phone rings. So I think between that, it's just like this perfect storm. They're not gonna answer the phone 11:00 at night.
They're not gonna answer the phone on Christmas. AI does. Mhmm. Right?
Steve: Well, the recently, I would say the ones I've seen doing the absolute best right now, I would say is Eric Brewer's team, which is shocker. Right? Yeah. Like, they have a pipeline now where, like, AI is just calling it two or three times a day for fourteen days.
Amanda: Nice.
Steve: Right? Like, lead comes in, there's no contact. It just yeah. It's just doing the work. Just warm up the lead Right.
Until they call. And once they answer the phone, live transfer to someone on the team. Perfect. Now you don't have to worry about are your lead managers
Amanda: Yeah.
Steve: Calling them two or three times a day. It's like, we know the lead managers are calling it.
Amanda: We usually have lead managers, and we have somebody managing the lead managers to make sure they did the dials. And this is like when it's automated, it just happens. Like, we gotta we gotta stress test it. It's on to make sure it's working. That should be everything that we do.
But I was like, you're not you're you're saving money alone just paying somebody. I'm like, how many times people have a senior lead manager or somebody over lead management, and they have three or four, they've got four or five VAs or whatever else, and it's like we're paying somebody to double check the work.
Steve: Mhmm.
Amanda: Right? Yeah. Well, when you don't wanna say hi, it's just happening.
Steve: It's just happening.
Amanda: It's just happening in the background.
Steve: Yeah. The recommendations we're given is, like, you know, one lead manager, one dispo manager unless you have a really big team, and one or two acquisition managers. And then, those four people could talk to all the people that raise their hands, and AI could do a lot of the people that haven't raised their hands yet.
Amanda: Right. Yeah. It's that automation. Like, there's so many people have people on our team. There's, like, we gotta do 200 dials a day or or whatever the dials a day, and it's just like, do you imagine just sitting there dialing all day?
Yeah. You know what I mean? And then
Steve: Well, I've done it.
Amanda: I know. But day in, day out for years, that's really tough.
Steve: For years, I don't think I lasted years doing that. Right. I could not wait to get out of that seat.
Amanda: That is a burnout role
Steve: for sure. Yeah. And the the great thing too is, like, you look at most teams is that most organizations have, like, one, maybe two rock stars.
Amanda: Mhmm.
Steve: It's hard to have a team with, like, four or five sales of rock stars. So if you could just optimize everything
Amanda: Right.
Steve: To do for one or two rock stars. I mean, like, Phil Green, like, for me, is, like, classic. Like, his best closers have a full time driver.
Amanda: Right. Yeah.
Steve: You're optimizing for that guy's phone time.
Amanda: Right. You're making sure that he's not wasting any time. Sure they hadn't just got him a Tesla right now. He could just drive him around. Right?
Steve: Yeah. Well, that is a full time driver in a Tesla, so he's awfully comfortable.
Amanda: Okay. Well, he probably earns it. I'm sure.
Steve: Oh, yes. The revenue he brings to the company. Yes. Absolutely. So if someone was interested in working with you, working with Sharper, how do they do that?
Amanda: Yeah. So definitely, find us on socials. Mine, Facebook, Amanda English Dean, Business Sharper Solutions, is the website. We also have a a Facebook page. It's the easiest way to get a hold of us.
Just reach out. I'm what the neatest thing we do is the assessments, and I love that part of it. And people are like, I feel like we do this well, and I feel like we're okay here. And I feel like we need help there. I'm like, we can literally assess you and your team, and we take the I feel out of it.
And we're like, this is where you need to focus. Right? Yeah. Like, maybe it's marketing or maybe it's like your team. You think your culture's great and everybody scores you, like, a 20%.
Maybe it's not as good as you think it is. You know? Yeah. But, yeah, we have great assessments. They really help take all of that out of there.
Sometimes we just feel like we just know it's not where we want to be. We know where it's not where we need to be. Mhmm. We don't really necessarily know where to look and what to do.
Steve: Well, the things I've said before is that when we're operating our business day to day, we can very easily look at someone else's business like, oh, that's the problem. And, like, point it out, tell them exactly how to fix it. But we can't see our problems. We've got big blinders in our business. Yeah.
And the the the biggest things there's a lot of things you guys do really well, but the biggest thing is you guys shine the light where it hurts the most.
Amanda: I love that that sounds so wonderful.
Steve: But But for me, as a person that's competitive and wants to win Mhmm. Tell me where I'm I'm falling short so I can fix that so I can do better.
Amanda: Yeah. Right?
Steve: Like, if you're you made it this far to the podcast. It's not because you don't wanna get better.
Amanda: It's because you you resonate with everything we've talked about today. Yeah. Yeah. I was actually on a conversation this week, and I'm looking at their their scorecard, which is what, you know, one of the things we do with Sharper. And I'm looking at their indicators, and they're like, it was just, like, what's going on?
And I'm like, it's right here. Like, it's lead management. Right? Like, I can see it. And and just how I was like, I would focus here.
Like, you have, like, if you have leaks in your bucket, it's right here.
Steve: Mhmm.
Amanda: And so I'm asking some questions, like, what's your follow-up cadences? Like, what automation do you have? Are you using any AI? And they're like, well, we have some follow-up. And I was like, what automations do you have?
It was like one or two. And I could tell the owner's faces, four people in the call. I can tell he's just kinda getting frustrated. And I was like, I'm sorry. I was like, is it you want me to move topics?
Like, is this something you didn't wanna talk about? And he's he's like, no. He's like, let me let me apologize, first of all, that I'm wearing it on my face. Secondly, he's like, let me share my screen. He pulls up.
He's got all these follow-up processes that they had started building out five years ago. It never got finished. And I was and he was just like, I don't know. I was like, well, that's fine. We're gonna finish them now.
Like, that's that's what we're focusing on. We're not you know, we don't have to go do 10 things. Let's just do one thing until we get the numbers that we need, and then we'll go expand on that further.
Steve: Yeah.
Amanda: It's like the only thing we're focusing on right now is no leave left behind. What are the checks and balances we can put in place? What are the some of the immediate 1% improvements that we can do? And what's the long term fix? The long term fix is building them out.
You're not gonna start tomorrow and have them built out in a day. Yeah. So just kinda working through it, but I I just say we hit me when it says he's like he just got so flustered, and he's like, we talked about this five years ago. He said, I actually thought we had them.
Steve: Mhmm. Rough. Rude awakening. But, again, shine a light where it's the most. Mhmm.
But then we have an opportunity to fix it.
Amanda: Right.
Steve: I mean, my I remember, like, the very first time because Gary came out Gary and Susan came out, and this is December 2020. It's like, we did out the whole org chart, accountability chart. Yeah. And when we did it, and I was like, oh, like, here's the problem. Right?
Like, Gary's like, we found the problem is, and, like, oh, what's the problem? Like, Steve, you're in every seat or, like, you're in, like, 60% of the seats.
Amanda: It's the process ownership chart where a lot of people, like, your big corporate see the org charts. But, basically, who is responsible for making sure this process happens Mhmm. And who is accountable to the performance of it? Yeah. And it probably I was like, well, but Steve.
Yeah. This person, but they're under Steve.
Steve: Mhmm.
Amanda: That sound about right?
Steve: Yeah. Yeah. Yeah. That was the problem that and but that was, like it was such a relief because now we know, like, now we have a plan Mhmm. Forward to fix a problem.
Amanda: Yeah. I always tell people when we go through that exercise and there's one team I did, and he was in 13 boxes. And I was like, we're gonna print this. We're gonna color code it with all the color codes of the boxes just you're in. So you could see you could understand, like, that was the bottleneck in the business.
And in every quarter, and we start just tackling, you know, this is like, is this something that we can simplify and we can bring up under somebody else? Is it something we need to hire for? A lot of it was just him not willing to delegate out. He had the team. They had the capacity.
They had the need. They had the want to do it. But we slowly just started those. So it got to this thing as every quarter, they would have a new one printed, and it would just be, like, less boxes. Yeah.
Right? And so that was a pretty big win for them. But sometimes it just needs to be in our face, like, all the time. Yeah. Like, what are we trying to get accomplished?
Steve: Yeah. And just again to reiterate, so, like, we do two calls a month, and then you or Gary and Susan or Brandon or Austin come out every quarter Mhmm.
Amanda: To do
Steve: a quarterly strategic meeting. So this Friday, we're doing annual strategic meeting, but the other three quarters do a quarterly strategic meeting.
Amanda: Right.
Steve: So those are their services on top of everything else you guys offer. But I just wanna reiterate for everyone. Yeah.
Amanda: And I feel like we have a lot of services that are just geared towards wherever teams at. Like I said, I think people ask me sometimes. They're like, I don't when am I ready for you? They I get that question a lot. When are when am I ready for you?
And I'm like, where are you at in your business? Like, what does that look like for you? It could be, like I said, Ryan Barry, when I started working with him as a team of three. Mhmm. He's got a full team now, and and it's just a different area.
Like but he kept thinking I need to be at a certain spot. Right? And I have teams that are you know, they got 50 employees and and, you know, they scaled really fast. And then we talked about earlier, everything broke. Right?
And so they can't stop running the business, but we've gotta slow down and you gotta work in the background to kind of fix a lot of those things. We gotta take the duct tape off
Steve: Mhmm.
Amanda: And put the the permanent solutions in there. That's a thing. That's that's a thing. I tell people sometimes. Sometimes we split it.
Sometimes we duct tape it. Sometimes we just gotta tear it down and build it back. Right? So it's it there's really no specific size that works for us. And then we do coaching calls.
We do power days. You know, there's all kinds of stuff. We have, AJ Sandoval. She's amazing. She works our teams for thirteen weeks.
Like, she goes and helps you build the foundations. Week by week for thirteen weeks, she'll go through there and help you with your succession planning. She'll help you with your org chart. She'll help you with evaluating your team and making sure that, you know, we kinda have the quadrants. Like, we can actually you ask the questions and move into the I know.
Like, this person is an up and right star or this person's a workhorse or this person's a bad hire.
Steve: Mhmm.
Amanda: Right? Like, we're trying to figure out in our head, but, like, we literally have assessments that will put it right there for you. This was a bad hire Yeah. Kinda thing. So we have tons of services that we can do, you know, sharper talent on the hiring side.
We always tell people, like, we're we're built to be whatever you need us to be.
Steve: Yeah. And another thing too, in one of our CSO calls, chief sharper officer, right, our our, twice a month call was, I remember you were saying, hey. You guys need to read second in command
Amanda: Mhmm.
Steve: Which led me down this whole Cameron Herald journey.
Amanda: You're welcome.
Steve: Yeah. Yeah. I Which is really, really helpful. Right? Because, like, I mean, without that one, then maybe I don't read the vision and then Mhmm.
You know, we don't, get, get focused. And then without that focus, we may able to implement in '25 with the whole AI deal. So thank you for for all that you've done, for us. Any last thoughts you wanna leave all the listeners with?
Amanda: You know, I just think everybody is just it's a good time in January to slow down and and really decide where are you trying to go and why are you trying to go there.
Steve: Mhmm. You know,
Amanda: I have so many teams that are, you know, trying to when I start working with them, they're trying to double their their revenue. But why? You know, what is it? Well, we wanna do more deals, but why? You know what I mean?
Really hone in there because what happens is they go on this journey and they put so much effort and energy into it. And then nine months down the road, they're like, I hate this. I don't wanna do this. Right? This is miserable.
I made more money when I was doing less deals or to that effect. And some people are like, well, I bought my time back. So it's not just what are you trying to do, but really identifying and and really asking yourself the good questions of, like, why am I trying to do that? Am I building a company? It's a legacy past me, and I focus on generational wealth, and I wanna spend more time with my family.
Do I wanna put back to the community? I wanna build back my team. Like, what does that look like? I think so many people fall into that comparison trap. Well, so and so and I I hear this all the time.
So and so is doing Santini is a great example. I hear this all the time. Sandy, you should see what Santini is doing. Okay. Well, what does he do different than you?
What is the market there? Why do you wanna do that?
Steve: You know
Amanda: what I mean? It's just well, it looks cool. Well, it looks great on social. Santini's socials are amazing. Don't get me wrong.
But, like, does that feel does that feel your purpose? Yeah. Because I see so many people that go down. I have one client who's a developer in Boston, and he's so good. He's like, no.
I'm starting this other arm of the business, and I wanted to do it for years, and now is the time to do it. And I was like, are you sure? I kept asking the question of why. He's like, what just goes with the business? And he really couldn't tell me the why.
Right? And so three, four months into it, he's like, yeah. No. I don't know why I went down that rabbit hole. You know?
And I kept saying, I was like, if you don't have a good reason, if you don't have a why, then you you're probably not ready to to go there. So I think it's not what are we trying to get accomplished, but why are we trying to accomplish this this year?
Steve: Yeah. I think one of the things that I learned painfully is just because you can, doesn't mean you should.
Amanda: Correct. Yes.
Steve: Yeah. Alright. So, again, someone wants to work with you guys, the sharper
Amanda: Sharper business,uh,.com is the easiest website to go to. Even if you just like the assessments, you know, I think that's just an underutilized tool. Like, if nothing else, reach out to Sharper. We're happy to send you assessments, assess your team. Go from there.
At least get the feedback. Right? It's free. Why not do it?
Steve: Yeah. There you go. Alright. So I shook your hands. Little under the weather, so we won't do that right now.
Amanda: Okay.
Steve: So but thank you. Thank you for all you do. I mean, I Well,
Amanda: thank you for having me out. I appreciate it. I'm sure there's better guests, better conversations.
Steve: Stop it. Stop it. But a lot of the success that we have, you know, I contribute directly to working with you, working with Sharper. So Thank you. The reason why, you know, I want to share, you know, your message, your journey, and, you know, get it out there because it's it's it's it's helpful as needed.
Amanda: Yeah. I appreciate it. You know, going from running a business and and and doing the volume that, you know, I'm used to doing and and doing this, I thought it would be a bit of a challenge, but I've just been I can't believe how much it fills my cup. Like, I actually enjoyed it. I didn't think I would, but I love working with so many teams.
And I know Gary and Susan and everybody on the team does. Like, it actually excites me to show up at 9AM in the morning and be like, let's go. What are we gonna get done? Right? What are we gonna try to get accomplished as much?
So, yeah, I appreciate it.
Steve: Yep. And thank you guys for watching. See you guys next time. Shout out to Steve train. Jump on the Steve train.
Disrupt us.
