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Seven figure success starts when
you start thinking like a CEO.

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Welcome to the John Kitchens Coach podcast
experience as your host, John Kitchens.

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Get ready to think bigger and
transform your business into

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a path to lasting freedom.

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What is happening?

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Kristen?

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Great.

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So great to see you.

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Um, I was, you know, kind of, kind of
thinking back as getting ready for,

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for you to jump in here and just.

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Kind of at, at that point to where I,
I know for us, when we, on the real

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estate side of things really started
to piece, piece things together

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was when we really fully embraced.

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Strategy in strategic planning and
what the heck does this even mean?

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And, you know, really diving deep.

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The book for us was mastering the
Rockefeller Habits, Verne Harnish's work.

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And really just, just embracing it and,
and just being a student, just having

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faith in the process, just trusting the
process because it allowed us to give

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a, get a level of clarity to, to like.

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Really get a solid plan in place.

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I mean, we learned so much and just,
you know, navigating the 90 day,

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you know, work cycles and, and not
drifting and, you know, we spent.

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Seven, eight years, just, uh,
you know, in, in Vern's world,

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um, just, just following to
the tee, scaling up comes out.

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Just really embracing it and,
you know, it got really complex.

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I mean, it was like a lot of stuff was
challenging and especially what we were

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learning and then adapting and then also
applying on the coaching side of things

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back to other, other real estate agents.

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It was, it was way, it was just hard.

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It was just flat out hard and then comes
along, you know, Gino's work with, with,

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um, you know, obviously for most people
getting introduced through traction,

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being able to, you know, start to apply
the tools that he provides in there.

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And then really going
down the EOS rabbit hole.

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Um, and, and, and obviously the,
um, you know, getting connected with

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Jamie and Strategic Coach getting
introduced to you and, and how you

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really played an integral part in.

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You know, what we were putting
together and, and trying to do and,

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and really pouring into, you know,
my right hand as I see even, even

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in the real estate space, right?

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A lot of, you know, um, on the,
on the way up and especially they

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get into that million to 3 million
kind of, kind of in that, where

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most people just get stuck phase.

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That's it.

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I mean, that's just kind of
where they, they, they tap out

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their capabilities, but, um.

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You know, so responsible for
production and you gotta rely on,

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on having that, that that right hand
person that can, that can execute.

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And understanding, you know, the three
character types in any endeavor, right?

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You gotta have somebody
that has the ideas.

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You gotta have somebody that executes
the ideas, but you also gotta have

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somebody that manages the ideas.

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Hmm.

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And you know, I guess by what, by
definition, if you, if you wear all

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three of those hats, you're a solopreneur
and you know, coach, you know, the

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top team in Penn, you know, in pa.

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And.

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They operate as a, as a solopreneur.

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I mean, they have for a long time
because you got, you know, the

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guy at the, you know, head of
the company that's also executing

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the ideas and managing the ideas.

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And I'm like, bro, you
realize you're a solopreneur.

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And it's like, you know, it's
just one of those things.

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It's like you realize when you can
let go and you get that right hand

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that can just execute for you.

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You can move at lightning speed.

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And so it was really, it was really
cool being able to, you know.

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Me wanting to be able to pour,
I just didn't have the time.

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But Ben, you know, introduced to you to
be able to, to come in and, and help us

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lay the foundation, you know, the EOS
framework and just, you know, getting

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everybody in sync, getting everybody
on the same page is, uh, so key.

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Oh, such a good introduction to kind
of kick off our time together, John.

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And, you know, it was interesting getting
started with your team because sometimes

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when I'm getting into these engagements.

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Clients don't have much of an idea
of what it should look like, and they

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haven't explored other operating systems.

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I will say that your comments on scaling
up, that's something that I have heard

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from different clients, that they
feel like scaling up is um, they feel

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like it's a bit oversized for what
they initially need, and it's what.

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Pushes many people over to Traction and
the entrepreneurial operating system.

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So Traction by Gino Wickman is the book.

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Anyone who's like, what
are they talking about?

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I recommend that's where you
begin, is by reading Traction

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and in traction they explain the
entrepreneurial operating system.

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And I will say, you know,
as someone who came from.

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Everything from small business to large
corporate international environments.

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Um, everything I write in
there, I was like, well, duh.

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Like this is just the basics, but it's
really beautifully and simply packaged.

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And we know that simple doesn't
necessarily always translate into easy.

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And to support that, that journey and help
people really, our business owners, really

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maximize how they're using the system.

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Because we hear many stories of,
oh, well, I read it and then I, I

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told someone on my team to take the
book and go figure out how to do it.

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So I. One of the things that we do is we
work with companies who are attempting

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to do that, go through what we call a
self-led implementation, and we do help

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them get more, um, depth and width out
of the system and really maximize that.

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Your team was unique too, because you
already had a really good team in place.

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So to your point, even when we
have the right people arguably

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sitting even in the right seats.

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The power of getting them mobilized around
a common vision and executing together.

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It's really that concept of like
rowing in the same direction.

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Mm-hmm.

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And even the best people can't do
that without our, our guidance at

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the leadership level to really point
them and then keep those bumpers up

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on the bowling lane, if you will.

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So.

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Yeah.

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No, it is, and and I appreciate that
because, you know, as, as visionary

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leaders that, that understand the
frameworks, but like are also we, you

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know, out mowing yards every day, right.

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And do doing the work, it's hard to,
to give the time allocation required.

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But being able to have a team that
you're able to get them in their right

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lanes so that they can, that they
can do their thing and, and for us to

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get out of the way and let them do,
to do their thing is, is really key.

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And I know, you know, obviously with Jamie
and, and coming in and, and kind of where,

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where you really, you know, help and with
your new endeavor, your new company, um.

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Really on the fractional side of things.

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And you know, a lot of people,
they, they hear that, right?

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Like we used to, you know, when we
were building the coaching company,

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we would always say, Hey, you need
a jk, which was integrated before an

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integrator was even, was even a thing.

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And uh, you can unpack and define that.

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Um, and, and so how do you, and,
and, and I know you, you, you have.

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Many different industries, right?

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So you see, you know, um, common
themes across multiple different,

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different industries, which I love.

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Right?

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That's, I think that's why.

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I've always been so drawn to Jay Abraham
and the way he thinks and you know,

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just being able to see so many different
angles in so many different industries.

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'cause that's, I just, I believe
that's where the exponential growth

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can happen, is applying what works
in a different industry into yours.

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Um, that everybody else is just doing
the incremental little things and you

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bring a whole new idea into your industry
and that's where you see the growth.

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But, um.

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Small business entrepreneurs, right?

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They, they tend to like the solopreneur.

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They, they tend to grab
on and do, do everything.

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Um, what, where do you see, um.

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They feel that, oh man, I just,
I, I gotta get a full-time person.

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I gotta wear this hat until
I can get that person.

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It's just a lack of, of knowledge
and awareness that you can go get

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fractional talent that can, you
know, in the fractional time, do

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more than what you can probably think
that you can bring in full time.

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A fractional person can do
it, you know, 10, 20, 30 times

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better, faster, um, in a smaller.

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Incremental timeframe.

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Yeah, it's interesting because it
is this, I would say, newer little

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cottage industry that has popped up
since a little bit like in the midst

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of COVID, and it's great for as far as
who we see going into fractional work.

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We see very powerful, widely and
deeply experienced executives.

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Who specialize in certain areas
of the business or in a certain,

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you know, tool set or methodology
going into this fractional space.

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So what the heck is it?

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So it's really that bridge between
I have to do everything myself and

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I'm ready to hire a full-time person
at a pretty substantial salary.

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And we're seeing the, the cost
to bring in someone that has.

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That level of experience that your
business probably needs, you're

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either gonna sacrifice on the talent
and the expertise of the person to

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fit it into your budget, or you're
gonna end up, you know, paying

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for maybe even more than you need.

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That's something I hear as well, right?

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I'm paying this massive salary, but I
really just need kind of this piece of it.

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So fractional becomes this beautiful
bridge because to your point,

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a fractional executive, and in
our case it's a fractional COO.

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Or EOS integrator.

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We offer both services.

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And the reason we do that is
because we don't work exclusively

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with companies that run on EOS.

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So we do have our own operating
system tool set, and we're capable

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and knowledgeable of others, but
we bring this person in and I

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want you to think of them as, yes.

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Fraction of the time.

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Fraction of the cost, but full horsepower.

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And I think that's really important.

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I often equate it.

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Um, I used to work in, in technology
for what's called a managed service

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provider, and that's a business
that one technology team serving

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hundreds of businesses, right?

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Because these businesses
don't necessarily need like.

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The full gamut of a full tech team, or
they can't afford it, so they contract

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a managed service provider to handle it.

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And we used to joke that we're
hiring these guys and the difference

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between what they get exposed to
knowledge-wise across all these different

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technology environments compared to
working in a singular environment.

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Environment.

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Being a CIS admin for one
company, it's like human years.

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To dog years.

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So since I've been doing this work, it's
incredible the learning curve because

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I'm exposed to so many businesses and
industries and different personalities

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and leadership, team dynamics and, and
complexity, um, and stages of growth.

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It's like I've got this front
row seat, like real time

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mastery of all of these things.

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And that's what our, the fractional
people get to then take to your

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point, and bring it into these
businesses to share that knowledge.

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Because often we find that within
industry, what do we all do?

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We go to our industry events.

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Mm-hmm.

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Right?

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And so we start to hear a lot of the
same messaging and same talk tracks.

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I'm a huge fan of that because
consistency is a. Superpower.

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So I love the guys that are banging the
drum on the industry specific stuff that's

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mission critical and you wanna couple
that so that you don't get too stuck

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inside of the tunnel looking at your
own stuff and your own headlines all the

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time and see like what else is out there.

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There are so many relevant.

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Professional service industries that
we work with that are facing the same

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types of challenges as real estate
and to see how those things can like

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intermingle and the way that we can
bring value to the real estate industry.

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Like, Hey, here's what's going
on over in this little corner.

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You may not have thought to look
there, but we're gonna bring that

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into you also becomes really useful.

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What is, what is the biggest
challenge that you see and, and maybe.

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I can kind of give a contrast,
just small business in general to.

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You know, to what the real estate agents,
the real estate profession is, is facing.

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It's a great question, and I've
worked with quite a few large real

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estate teams across the country over
the last four, four years or so.

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So I've seen everything from the smaller.

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A, you know, team that is the high
producing agent owned, they're trying

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to get out of so much production,
but still really being pulled back

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into that because they're the biggest
revenue driver in the, in the firm.

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Mm-hmm.

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And then I've also seen teams that have
done a really beautiful job of embracing.

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This type of methodology when they were
hitting that growth ceiling that you

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talked about earlier, and they really
doubled down on putting an operating

225
00:12:48,285 --> 00:12:53,055
system foundation in place that enabled
them to get out of that function of

226
00:12:53,055 --> 00:12:55,305
production inside of their business.

227
00:12:55,724 --> 00:12:59,625
And when we say elevate, we're elevating
in them into what we call more of

228
00:12:59,625 --> 00:13:03,704
that visionary founder, uh, position.

229
00:13:04,064 --> 00:13:07,395
And it doesn't mean that you just sit up
on the observation deck and kind of look

230
00:13:07,395 --> 00:13:08,949
out at what everyone's doing all day.

231
00:13:09,630 --> 00:13:11,040
That's a bit of a misnomer.

232
00:13:11,040 --> 00:13:15,660
It's actually a very active position,
critical to the future of the business

233
00:13:15,840 --> 00:13:18,870
because they're the person that is
really doing the vision casting.

234
00:13:18,900 --> 00:13:18,990
Mm-hmm.

235
00:13:19,199 --> 00:13:21,030
They're predicting
where we're going to go.

236
00:13:21,210 --> 00:13:25,680
They're making sure, like they, they
know where that big, long-term target

237
00:13:25,680 --> 00:13:30,569
is, and they're continuing to pull
the rest of the team back to it so

238
00:13:30,569 --> 00:13:34,860
that everything that we're executing
on is aligned with putting us toward.

239
00:13:35,130 --> 00:13:35,939
Vision.

240
00:13:36,210 --> 00:13:39,510
So it's not like a passive, when
I say I'm gonna free you from

241
00:13:39,510 --> 00:13:43,380
your business, it's not because
I want you out of the business.

242
00:13:43,650 --> 00:13:45,120
That is a misconception.

243
00:13:45,450 --> 00:13:49,200
It is that I actually just want you
in the right seat for the business.

244
00:13:49,470 --> 00:13:49,710
Mm-hmm.

245
00:13:49,890 --> 00:13:54,780
And if we do it right, then it is
something that creates a reduction in

246
00:13:54,780 --> 00:13:57,270
what we call, um, owner dependency.

247
00:13:57,840 --> 00:14:03,090
And it creates increase then in
value growth of your business and the

248
00:14:03,090 --> 00:14:04,620
freedom that you're feeling from it.

249
00:14:05,280 --> 00:14:08,310
So that's one of the things that
we're super passionate about when

250
00:14:08,310 --> 00:14:13,020
we're starting in early days of these
engagements, because we need to create.

251
00:14:13,625 --> 00:14:18,095
A visionary seat that is exciting and
thrilling and compelling that the,

252
00:14:18,245 --> 00:14:20,225
the owner actually wants to be in.

253
00:14:20,615 --> 00:14:21,035
Yeah.

254
00:14:21,665 --> 00:14:22,625
Yeah, it is.

255
00:14:22,625 --> 00:14:28,925
And um, you know, uh, thanks
to, thanks to Miss Tina call.

256
00:14:29,015 --> 00:14:34,415
Um, definitely really embrace, you
know, the working genius concepts.

257
00:14:34,415 --> 00:14:39,125
And, and you know, I'm working
with a, um, one of the.

258
00:14:40,305 --> 00:14:46,305
Top teams in, in Canada and they're, they
went through a massive merger bringing

259
00:14:46,364 --> 00:14:51,944
multiple teams together to form, which now
is gonna be the number one, the number one

260
00:14:51,944 --> 00:14:54,525
team for their brokerage in all of Canada.

261
00:14:56,084 --> 00:14:58,604
And you're, you're, you're, you're
starting to bring in these d

262
00:14:58,665 --> 00:15:02,145
different character types and it's
like, I'm used to this and now

263
00:15:02,145 --> 00:15:03,405
we're getting this, and I'm like.

264
00:15:03,735 --> 00:15:05,055
Whereas our working genius Yeah.

265
00:15:05,115 --> 00:15:09,225
And, and really going through
and they're like, uh, that's why.

266
00:15:09,555 --> 00:15:12,975
And really having that
aha and I think when.

267
00:15:13,500 --> 00:15:15,449
You find that visionary role, right?

268
00:15:15,449 --> 00:15:18,959
The true, the true visionaries
that even even, you know, hit the

269
00:15:18,959 --> 00:15:24,569
w have a lot of WRI on the working
genius in their, in their genius.

270
00:15:24,810 --> 00:15:27,150
Um, it starts to explain a lot, right?

271
00:15:27,150 --> 00:15:30,329
And it's like, listen, you know,
you realize part of your job is.

272
00:15:30,680 --> 00:15:31,460
Ideas.

273
00:15:31,550 --> 00:15:35,870
Part of your job is trying to, you
know, navigate into the future.

274
00:15:35,930 --> 00:15:38,210
Part of your job is
strategic relationships.

275
00:15:38,210 --> 00:15:39,680
That becomes your job.

276
00:15:40,250 --> 00:15:45,170
And I think, you know, the, you know,
heads of companies and visionaries that

277
00:15:45,170 --> 00:15:46,430
I've had the opportunity to work with.

278
00:15:46,880 --> 00:15:49,670
When you really go through that and
understand that, that's part of.

279
00:15:50,035 --> 00:15:53,965
They're, they're vital functions
of what they have to accomplish.

280
00:15:54,205 --> 00:15:55,405
To your point, it's freeing.

281
00:15:55,435 --> 00:15:58,765
They're like, ah, okay, this
is what I'm supposed to do.

282
00:15:58,825 --> 00:16:00,415
Like, yeah, that's what
you're supposed to do.

283
00:16:00,415 --> 00:16:01,675
Yeah, that's exactly what it is.

284
00:16:01,675 --> 00:16:05,995
Now we, now we compliment the
people around you to help bring

285
00:16:05,995 --> 00:16:09,685
those ideas down to earth, down
into, down to, you know, execution.

286
00:16:10,105 --> 00:16:13,645
So it's, it, it really is fun, you
know, having that framework to be

287
00:16:13,645 --> 00:16:15,805
able to, to help, you know, navigate.

288
00:16:16,110 --> 00:16:20,550
You know, entrepreneurs and you know,
these, these business leaders through,

289
00:16:20,640 --> 00:16:24,300
to me, I mean the same as you, it's
just, it's really fulfilling to when,

290
00:16:24,390 --> 00:16:28,950
you know, they have those light bulb
moments to be able to, you know, just

291
00:16:29,130 --> 00:16:32,700
catch that little, that, that one
little, you know, spark for them.

292
00:16:32,700 --> 00:16:34,320
And it's just, it's really fulfilling.

293
00:16:34,800 --> 00:16:38,830
So I. Unpack in integrator
a little bit, right?

294
00:16:38,830 --> 00:16:43,870
Like, like the clear distinction and,
and kind of who's ideally fit for,

295
00:16:44,170 --> 00:16:45,670
you know, the, those type of roles.

296
00:16:45,670 --> 00:16:47,260
And listen, I was an integrator.

297
00:16:48,330 --> 00:16:52,920
Grew into the visionary role and it
would be hard, but I could probably

298
00:16:52,920 --> 00:16:55,380
in go back into the integrator mode.

299
00:16:55,380 --> 00:17:00,270
But, um, I would love for you to just
kind of, 'cause you see it much more

300
00:17:00,270 --> 00:17:04,020
than I do, but being able to really,
the, the differences and kind of what

301
00:17:04,020 --> 00:17:07,349
to look for and, and kind of what
your motive is and kind of what your.

302
00:17:08,310 --> 00:17:09,930
Best lane for you to jump into.

303
00:17:10,230 --> 00:17:10,680
Yeah.

304
00:17:10,770 --> 00:17:12,839
So there's so much to unpack there.

305
00:17:12,839 --> 00:17:15,720
So I think we're gonna have some fun
with this part of the conversation.

306
00:17:15,720 --> 00:17:19,109
So first of all, I love that you brought
up working genius because it takes the

307
00:17:19,109 --> 00:17:24,450
personal nature out of the friction that
we may be feeling even within ourselves.

308
00:17:24,450 --> 00:17:27,810
So when we are the ones who
are responsible as the owner of

309
00:17:27,810 --> 00:17:31,230
the business, the leader of the
organization, and we have to not only.

310
00:17:31,400 --> 00:17:36,260
Create and cast and reinforce and
fortify vision of where we're going.

311
00:17:36,830 --> 00:17:41,900
But we also have to be the one, you
know, driving the car with that map.

312
00:17:42,290 --> 00:17:43,430
That's a really complicated thing.

313
00:17:43,610 --> 00:17:45,080
Back when there used to be actual maps.

314
00:17:45,080 --> 00:17:47,750
Like if you remember your parents,
like one person's a navigator, one

315
00:17:47,750 --> 00:17:50,870
person's driving, and you don't want
the same person doing the both things.

316
00:17:51,290 --> 00:17:53,810
So I was, I was helping a little
bit of homework last night.

317
00:17:53,845 --> 00:17:55,945
We had the ruler out, the map out.

318
00:17:55,990 --> 00:17:56,330
Oh gosh.

319
00:17:56,350 --> 00:17:58,105
And the kids were like, what is this?

320
00:17:58,110 --> 00:17:58,490
What is this?

321
00:17:58,710 --> 00:18:02,065
I'm like, I'm like literally like,
there's no need to to understand

322
00:18:02,065 --> 00:18:03,325
this, but this is what this is.

323
00:18:03,535 --> 00:18:04,075
Yeah.

324
00:18:04,165 --> 00:18:06,685
This is a, a map you can buy atlases.

325
00:18:06,685 --> 00:18:07,285
Oh my gosh.

326
00:18:07,495 --> 00:18:08,215
So funny.

327
00:18:08,815 --> 00:18:11,365
I wonder if you can even get
maps at gas stations anymore.

328
00:18:11,425 --> 00:18:12,595
Anyway, whole other thing.

329
00:18:12,595 --> 00:18:14,215
But visionary is the one with the map.

330
00:18:14,215 --> 00:18:14,515
Right?

331
00:18:14,515 --> 00:18:17,845
Here's where we're going folks, and here's
the route we've carved out to get there.

332
00:18:18,250 --> 00:18:21,790
And oftentimes they then have to,
it's almost like sock puppets.

333
00:18:21,790 --> 00:18:25,420
Like, I'm gonna create the vision and
now I have to go and figure out how

334
00:18:25,420 --> 00:18:26,920
we're gonna get all those things done.

335
00:18:27,430 --> 00:18:31,900
And to your point, using a tool
like Working Genius, I love that one

336
00:18:31,900 --> 00:18:33,910
in particular because it's simple.

337
00:18:34,060 --> 00:18:37,000
It's not a behavioral assessment
or a personality test, it's

338
00:18:37,000 --> 00:18:38,500
not another one of those.

339
00:18:38,650 --> 00:18:41,710
It's literally called a
productivity assessment.

340
00:18:41,715 --> 00:18:41,895
Mm-hmm.

341
00:18:41,995 --> 00:18:43,390
And a productivity tool.

342
00:18:43,600 --> 00:18:44,215
So to your point.

343
00:18:45,135 --> 00:18:48,375
The CliffNotes version for everyone
out there is we need to invent,

344
00:18:48,705 --> 00:18:52,545
we need to activate what we invent
and we need to implement what

345
00:18:52,545 --> 00:18:54,045
we've activated with the team.

346
00:18:54,405 --> 00:18:58,665
So those were kind of the three
high level phases of working genius.

347
00:18:58,665 --> 00:19:02,655
And when you take the assessment,
basically tells you, you know, these

348
00:19:02,655 --> 00:19:04,695
are the six layers of the genius.

349
00:19:04,695 --> 00:19:07,785
And you're either someone who
you know, they give you your top

350
00:19:07,785 --> 00:19:09,975
two that are most innate to you.

351
00:19:10,275 --> 00:19:11,055
And it's not that.

352
00:19:11,055 --> 00:19:12,225
It's like these are your.

353
00:19:12,689 --> 00:19:14,850
Um, only things you can do.

354
00:19:15,000 --> 00:19:15,090
Mm-hmm.

355
00:19:15,330 --> 00:19:16,710
It's your default position.

356
00:19:16,710 --> 00:19:21,659
It's what you tend to do and how you
tend to approach information issues,

357
00:19:21,659 --> 00:19:24,090
problems as they're coming at you.

358
00:19:24,510 --> 00:19:27,570
So if you're not sure which you are,
and yet you're sitting in both the

359
00:19:27,570 --> 00:19:31,020
visionary and the integrator, see,
you're responsible for the whole gamut.

360
00:19:31,320 --> 00:19:33,000
You're not sure where you naturally go.

361
00:19:33,210 --> 00:19:36,120
I would encourage, it's like the
best 25 bucks you can possibly spend.

362
00:19:36,120 --> 00:19:37,080
It is the best.

363
00:19:37,139 --> 00:19:39,000
Seriously, go take it.

364
00:19:39,060 --> 00:19:40,710
And here's my other pro tip.

365
00:19:41,115 --> 00:19:42,255
Don't read the book first.

366
00:19:42,255 --> 00:19:44,775
So there is a book, the Six
Types of Working Genius.

367
00:19:44,775 --> 00:19:45,015
I would agree.

368
00:19:45,045 --> 00:19:49,335
Patrick Lin, don't bias yourself
by reading the book first.

369
00:19:49,785 --> 00:19:52,965
Actually go take the assessment,
then go read the book, and when

370
00:19:52,965 --> 00:19:56,745
you take the assessment, there is
a bit of honor system I would say.

371
00:19:56,745 --> 00:19:58,785
I've seen people basically like.

372
00:19:59,105 --> 00:20:02,435
You know, BS their way around it to
be what they think their boss wants

373
00:20:02,435 --> 00:20:06,485
them to be, or what they personally
feel obligated to be for the business.

374
00:20:06,815 --> 00:20:06,875
Hmm.

375
00:20:06,965 --> 00:20:09,965
So be raw and honest with yourself.

376
00:20:10,145 --> 00:20:13,955
Try and eliminate distractions and bias of
whatever you're working on or stress with.

377
00:20:13,955 --> 00:20:16,685
Like, if you've got a lot of stuff
going on between the ears, thinking

378
00:20:16,685 --> 00:20:18,965
about work, find a more quieted.

379
00:20:19,590 --> 00:20:22,919
Time, post meditation or
prayer, whatever you like to do.

380
00:20:22,919 --> 00:20:26,550
It'd be a great time to take that,
to get the most honest results.

381
00:20:26,879 --> 00:20:29,430
I had to take it twice because
I, I did kind of fudge it

382
00:20:29,639 --> 00:20:30,960
a little bit on the first.

383
00:20:31,169 --> 00:20:32,520
I love, I love your
distinction about that.

384
00:20:32,520 --> 00:20:32,850
Right.

385
00:20:32,850 --> 00:20:38,310
You know, we've been, you know, really
on the Lencioni train for, for, you know,

386
00:20:38,310 --> 00:20:43,740
well, we had one of our mentors that,
um, we were in his private mastermind.

387
00:20:44,520 --> 00:20:47,760
And, um, it was, it was clay
mask, um, with Infusionsoft.

388
00:20:48,360 --> 00:20:55,350
And, and so we would go out to, we had
to fly out to, to Arizona and there

389
00:20:55,350 --> 00:20:58,949
were only like four or five companies
in there and everybody had to present

390
00:20:59,010 --> 00:21:00,750
on, on the day what the problem was.

391
00:21:03,000 --> 00:21:07,470
Chris, like three times in a row
he told us to read the Advantage.

392
00:21:07,500 --> 00:21:08,129
We didn't read it.

393
00:21:08,135 --> 00:21:08,304
Yeah.

394
00:21:08,730 --> 00:21:10,345
And then we finally
read it and we're like.

395
00:21:11,895 --> 00:21:15,284
My gosh, we would've solved
these problems a year ago if we

396
00:21:15,284 --> 00:21:16,155
would've just listened to you.

397
00:21:16,155 --> 00:21:18,975
So that was the lesson, like, so when
anybody's like kind of working through,

398
00:21:18,975 --> 00:21:22,455
when working through a situation and they
say, Hey, go read this and check this out.

399
00:21:22,455 --> 00:21:25,814
Like, I immediately stopped get the
book just from that lesson, right.

400
00:21:25,814 --> 00:21:28,034
It, it could have collapsed so much time.

401
00:21:28,425 --> 00:21:31,274
And then so it just been students
of of Lencioni ever since.

402
00:21:31,514 --> 00:21:34,455
And I was in the airport when, when
the six Working Genius book came

403
00:21:34,455 --> 00:21:38,085
out, I grabbed the book and I started
reading it on the plane and I'm like.

404
00:21:38,690 --> 00:21:44,060
Put it down, put it in my bag, and I
was just like, and then, and, and so

405
00:21:44,090 --> 00:21:48,015
your distinction on take the assessment
and then dive deep in the book.

406
00:21:48,855 --> 00:21:50,685
Spot on, write things, right Order.

407
00:21:50,685 --> 00:21:51,855
That is the sequence.

408
00:21:52,035 --> 00:21:56,295
I think it's really important because
of the way that it's just too easy

409
00:21:56,295 --> 00:22:01,185
for us to kind of like, you know,
massage the results to get what we want

410
00:22:01,905 --> 00:22:06,345
because we also have self perspec self
perspective on who we think we are.

411
00:22:06,405 --> 00:22:09,555
And if anything threatens that,
that can be challenging for us.

412
00:22:09,615 --> 00:22:12,855
So I actually, in thinking
about the working genius and.

413
00:22:13,195 --> 00:22:16,524
It's interesting watching some of these
big real estate teams merge together.

414
00:22:16,524 --> 00:22:17,905
I've been following a lot of what?

415
00:22:17,905 --> 00:22:18,895
Like what?

416
00:22:18,895 --> 00:22:20,905
Like the whistle beer
team coming together now.

417
00:22:20,905 --> 00:22:21,205
Right.

418
00:22:21,205 --> 00:22:23,905
And all the fun that they're
having on social media and stuff.

419
00:22:24,205 --> 00:22:26,725
And you're seeing a few
of these kind of mergers.

420
00:22:26,725 --> 00:22:26,814
Mm-hmm.

421
00:22:27,054 --> 00:22:30,564
If you will happen, which
is a beautiful thing.

422
00:22:30,564 --> 00:22:34,615
I'm a huge fan and has to be done
with a ton of intention because

423
00:22:34,615 --> 00:22:38,725
you're not just pulling together like
revenue, you're pulling together.

424
00:22:38,785 --> 00:22:43,165
Culture and leadership style
and methodology and behavior

425
00:22:43,165 --> 00:22:44,365
and all of these other things.

426
00:22:44,365 --> 00:22:49,765
So it's gonna be really fun to watch how
those two guys, pardon me, who were so,

427
00:22:49,885 --> 00:22:51,745
uh, intentional about that type of stuff.

428
00:22:51,745 --> 00:22:55,825
Like how they all, any of these
examples, how they come together, but

429
00:22:55,825 --> 00:23:00,565
thinking about, um, something that's
a basic, uh, foundational, I would

430
00:23:00,565 --> 00:23:05,665
say practice in EOS that's really
important is this concept of, um.

431
00:23:06,915 --> 00:23:11,835
You're allowed to sit in multiple seats,
but you can't have two people in one seat.

432
00:23:12,284 --> 00:23:15,945
So the visionary seat is one box,
if you will, on what we call the

433
00:23:15,945 --> 00:23:18,495
accountability chart, which is
like an org chart on steroids.

434
00:23:18,495 --> 00:23:22,875
Then you've got one integrator seat
and one sales, one ops, one finance.

435
00:23:22,875 --> 00:23:25,365
You know, depending on size and
scope of your organization, you

436
00:23:25,365 --> 00:23:29,715
can have other stuff kind of, uh,
mixed in there if necessary to

437
00:23:29,715 --> 00:23:31,545
your, to your industry and business.

438
00:23:32,415 --> 00:23:34,155
But when we think about a visionary.

439
00:23:34,375 --> 00:23:39,055
Integrator like yourself that was
sitting technically in both seats.

440
00:23:39,235 --> 00:23:39,325
Mm-hmm.

441
00:23:39,565 --> 00:23:42,625
It's not that that's against the rules,
but the power move is to figure out

442
00:23:42,625 --> 00:23:43,885
which of these seats is the right one.

443
00:23:43,885 --> 00:23:48,025
For me, and for anyone who's listening
to this right now saying, well,

444
00:23:48,025 --> 00:23:49,285
I'm, I'm totally great at both.

445
00:23:50,235 --> 00:23:50,985
You might be.

446
00:23:51,014 --> 00:23:54,794
'cause honestly, John, you were
really good at both functions.

447
00:23:54,824 --> 00:23:54,915
Mm-hmm.

448
00:23:54,945 --> 00:23:56,084
You were capable.

449
00:23:56,115 --> 00:23:56,205
Mm-hmm.

450
00:23:56,445 --> 00:24:01,365
But there's a really important distinction
between can and should and actually

451
00:24:01,365 --> 00:24:05,504
sitting in the seat that you are best
suited to sit and to serve the business.

452
00:24:06,284 --> 00:24:09,735
Now what we often find is like,
it's that sock puppet conversation

453
00:24:09,735 --> 00:24:13,365
again of, you know, visionary and
integrator, and I have to do both.

454
00:24:14,565 --> 00:24:18,285
There's people out there that may have
to still do both for, for a while.

455
00:24:18,555 --> 00:24:22,185
Um, but the power move, when you
think about deciding which of those

456
00:24:22,185 --> 00:24:23,685
seats you really wanna sit in.

457
00:24:24,330 --> 00:24:27,689
It's likely the visionary
seat in real estate teams.

458
00:24:27,750 --> 00:24:33,750
And the reason is most salespeople, really
good salespeople, which most of our team

459
00:24:34,469 --> 00:24:39,659
leaders and creators like Tina, she's
great at sales because she's creative

460
00:24:39,689 --> 00:24:43,679
and relationship based, and those are
some really be, and she's inventive.

461
00:24:43,685 --> 00:24:44,054
Mm-hmm.

462
00:24:44,139 --> 00:24:47,310
Really beautiful characteristics
for a powerful visionary.

463
00:24:47,939 --> 00:24:48,510
Um.

464
00:24:48,659 --> 00:24:53,159
But because they've also sat in that
integrator seat and they've had success

465
00:24:53,610 --> 00:24:56,370
in that integrator seat, they're
going to struggle to let go of it.

466
00:24:56,370 --> 00:25:00,510
So I just wanna speak to anyone
who is sitting in both, and what is

467
00:25:00,510 --> 00:25:05,280
that thing that's making you afraid
to like let go of that seat and

468
00:25:05,280 --> 00:25:07,379
actually let someone else occupy it?

469
00:25:08,010 --> 00:25:11,399
And just spending some time
really thinking about like, what's

470
00:25:11,399 --> 00:25:13,860
going on there for me because.

471
00:25:14,565 --> 00:25:18,375
When we experience success in a
certain role, we tend to hang onto

472
00:25:18,375 --> 00:25:19,725
that and go, oh, that works for me.

473
00:25:19,725 --> 00:25:21,285
I'm gonna, I'm gonna clinging to it.

474
00:25:21,764 --> 00:25:26,385
But that's where we see that ceiling
get hit with the people who sit in the

475
00:25:26,385 --> 00:25:28,575
visionary integrator seat too long.

476
00:25:29,475 --> 00:25:31,364
Hey, quick pause before we keep going.

477
00:25:32,084 --> 00:25:34,875
This market is shifting fast,
and if you've been feeling the

478
00:25:34,875 --> 00:25:36,495
pressure, you're not alone.

479
00:25:37,125 --> 00:25:40,514
But here's the thing, it's not going
to slow down so you can catch up.

480
00:25:40,935 --> 00:25:44,354
I've opened a limited number of executive
one-on-one coaching spots this month for

481
00:25:44,354 --> 00:25:47,864
agents who are ready to stop spinning
their wheels and lead with clarity.

482
00:25:47,955 --> 00:25:53,024
If that's you, head to John Kitchens
coach and let's make it happen.

483
00:25:53,415 --> 00:25:54,254
Now, back to the episode.

484
00:25:56,985 --> 00:25:57,975
One recommendation.

485
00:25:57,975 --> 00:26:00,525
So I, I, I 100% agree.

486
00:26:00,555 --> 00:26:04,305
I think we started to hear a lot
of it coming out of pandemic.

487
00:26:04,305 --> 00:26:09,495
And obviously things were so easy
that why would I want to align and

488
00:26:09,795 --> 00:26:13,785
put, you know, our, our fires together
to put, create one bigger fire.

489
00:26:13,965 --> 00:26:14,985
But we're starting to see it.

490
00:26:15,345 --> 00:26:20,965
And you know, I had, uh, Kyle on, um,
the expert mentors conversation on 4th of

491
00:26:20,965 --> 00:26:22,845
July, and he told me that was the move.

492
00:26:22,845 --> 00:26:24,285
And I was like, bro, that is the move.

493
00:26:24,285 --> 00:26:24,790
Like, like.

494
00:26:25,265 --> 00:26:28,955
Just bringing all of these smaller
teams into, and now you've had

495
00:26:28,955 --> 00:26:31,925
this one massive bonfire Yeah.

496
00:26:31,925 --> 00:26:33,125
Within your marketplace.

497
00:26:33,575 --> 00:26:37,955
And I know he is not done, so I, to me
it's the move is I obviously, what I

498
00:26:37,955 --> 00:26:41,015
was telling you about, you know, the
team in Canada just did the same thing.

499
00:26:41,195 --> 00:26:41,255
Yeah.

500
00:26:41,435 --> 00:26:43,205
I, I think it's so right.

501
00:26:43,415 --> 00:26:45,905
Being able to bring in
those different resources.

502
00:26:46,385 --> 00:26:48,935
There's a Lencioni book that.

503
00:26:49,290 --> 00:26:53,220
He struggled to put out, but it's
the book that should be read first

504
00:26:53,220 --> 00:26:56,190
before the advantage, before you know.

505
00:26:56,460 --> 00:26:59,129
Then you get into obviously, you
know, working genius, ideal team

506
00:26:59,129 --> 00:27:02,160
player, and all of his other, all
of the other works that he has.

507
00:27:02,160 --> 00:27:03,150
And it's called The Motive.

508
00:27:03,389 --> 00:27:04,980
I was hoping you were gonna say that.

509
00:27:04,980 --> 00:27:06,720
I was like, oh, I hope he says the motive.

510
00:27:07,470 --> 00:27:12,180
But it's the perfect example of these two
head of companies that battle each other.

511
00:27:12,180 --> 00:27:14,160
But when they come together
and they realize like.

512
00:27:14,550 --> 00:27:16,770
No, like, this is where my heart is.

513
00:27:16,770 --> 00:27:17,970
My heart is marketing.

514
00:27:17,970 --> 00:27:21,450
This is where I'm gonna add the
most value to this vision, and this

515
00:27:21,450 --> 00:27:23,220
endeavor is sitting in this seat.

516
00:27:23,700 --> 00:27:27,720
And it's such a, like, it's a must
read if you're looking to bring

517
00:27:27,720 --> 00:27:30,090
fires together in reading that book.

518
00:27:30,090 --> 00:27:32,685
And, and it just, it's
so, it's so powerful.

519
00:27:33,765 --> 00:27:34,995
I couldn't agree more.

520
00:27:34,995 --> 00:27:38,295
And it really ties beautifully
too, to your point, the ideal team

521
00:27:38,295 --> 00:27:42,195
player, those core values of humble,
hungry, and smart, which are the

522
00:27:42,195 --> 00:27:45,405
core values of the Table group,
which is Patrick Lin Joni's company.

523
00:27:45,915 --> 00:27:50,295
But those are really any company I
work with anymore, they're looking at,

524
00:27:50,295 --> 00:27:51,795
that's the permission to play stuff.

525
00:27:52,095 --> 00:27:55,125
If you can't show up with what
humble, hungry, and smart need

526
00:27:55,125 --> 00:28:00,165
to look like here with our core
values, then it's probably a no.

527
00:28:00,165 --> 00:28:00,525
Mm-hmm.

528
00:28:00,630 --> 00:28:01,410
Um, and.

529
00:28:02,415 --> 00:28:07,455
It takes a very high level of
self-awareness and humility for someone

530
00:28:07,455 --> 00:28:11,955
who has been the figurehead of an
organization and their name is on the wall

531
00:28:12,225 --> 00:28:17,685
to say, I'm willing to step back and sit
in the marketing seat because let's face

532
00:28:17,685 --> 00:28:21,885
it, the value of whatever seat they sit
in, they just took that seat and put it

533
00:28:21,885 --> 00:28:24,165
on steroids because they're sitting in it.

534
00:28:24,555 --> 00:28:28,395
The power and, and, and impact they
can create there is incredible.

535
00:28:28,725 --> 00:28:30,075
They have to have the vision to see it.

536
00:28:30,380 --> 00:28:33,035
And the humility to be willing
to take that step back and.

537
00:28:33,794 --> 00:28:38,264
Not perceive it as a step back,
but perceive it as like a power

538
00:28:38,264 --> 00:28:40,245
move for the greater good.

539
00:28:40,574 --> 00:28:44,145
So it's just, it's probably a faster,
better pathway to get to whatever

540
00:28:44,145 --> 00:28:45,165
it is you're trying to get to.

541
00:28:45,375 --> 00:28:46,334
Exactly.

542
00:28:46,574 --> 00:28:47,355
Yeah, exactly.

543
00:28:47,415 --> 00:28:50,054
I have a client that I'm working
with right now actually that's

544
00:28:50,054 --> 00:28:51,195
really struggling with that.

545
00:28:51,195 --> 00:28:51,705
They have.

546
00:28:52,110 --> 00:28:56,910
Um, they have an owner, a merged
entity owner sitting in a leadership

547
00:28:56,910 --> 00:29:00,900
team position, actually sitting in
two leadership team positions and not

548
00:29:00,900 --> 00:29:02,790
doing either of them particularly well.

549
00:29:03,060 --> 00:29:03,240
Mm-hmm.

550
00:29:03,480 --> 00:29:09,840
And refuses to relinquish that seat
because I'm an owner of the business

551
00:29:09,840 --> 00:29:12,150
and what, what are the optics if
the owner of the business isn't

552
00:29:12,150 --> 00:29:13,500
sitting in that particular seat?

553
00:29:13,500 --> 00:29:18,390
And I'm like, well, what are the optics if
we're failing as an organization because.

554
00:29:18,855 --> 00:29:22,845
You can't perform in that seat
the way the business really needs.

555
00:29:22,875 --> 00:29:27,405
So it, there's definitely tension and
unfortunately, well, or fortunately,

556
00:29:27,405 --> 00:29:30,495
I guess, whichever way you look
at it, I end up in many of those

557
00:29:30,495 --> 00:29:34,155
types of conversations, having to
be the person that makes like the un

558
00:29:34,485 --> 00:29:39,825
unpopular observation and asks the,
the provocative question on, you

559
00:29:39,825 --> 00:29:41,895
know, is this really working for you?

560
00:29:41,895 --> 00:29:43,695
So that's something I would encourage.

561
00:29:44,220 --> 00:29:48,150
Any of the, the team leaders that are
listening that are in, you know, those

562
00:29:48,150 --> 00:29:52,410
multiple seats or trying to figure
out what seat they should settle into.

563
00:29:52,710 --> 00:29:58,110
Um, is there something there kind of
going on between the ears for you where

564
00:29:58,110 --> 00:30:01,020
it is maybe more of a, an ego thing?

565
00:30:01,050 --> 00:30:01,800
Ego's not bad.

566
00:30:01,800 --> 00:30:02,430
We all have it.

567
00:30:02,670 --> 00:30:02,940
Mm-hmm.

568
00:30:03,180 --> 00:30:04,455
So that's a release of judgment.

569
00:30:05,670 --> 00:30:07,350
Is there something going on for me?

570
00:30:07,350 --> 00:30:10,230
Am I, am I holding onto
this for the wrong reasons?

571
00:30:10,800 --> 00:30:13,410
Um, and am I really doing
what's right for the greater

572
00:30:13,410 --> 00:30:14,760
good of the business long term?

573
00:30:14,970 --> 00:30:17,220
Is that, is that the struggle for.

574
00:30:18,090 --> 00:30:20,790
Not being able to balance the
short term with the long term.

575
00:30:20,880 --> 00:30:23,130
Is that sometimes where
that comes into play?

576
00:30:23,820 --> 00:30:28,620
Yeah, I think the, the short term
is obviously where we're comfortable

577
00:30:28,650 --> 00:30:33,180
often, and so really some, some
people even struggle to, I work

578
00:30:33,180 --> 00:30:36,570
with one real estate team and I
absolutely love the woman that runs

579
00:30:36,570 --> 00:30:41,040
the organization and she very honestly
tells me, I'm struggling to figure out.

580
00:30:41,425 --> 00:30:48,025
Where this industry and this business
should be 3, 5, 10 years from now.

581
00:30:48,025 --> 00:30:51,055
So that's one of the exercises
that I actually like to begin with.

582
00:30:51,055 --> 00:30:56,125
So when we're onboarding a new client, we
do a lot of deep work with the visionary

583
00:30:56,185 --> 00:31:00,805
and we use more, um, I would say executive
coaching strategy than necessarily like

584
00:31:00,805 --> 00:31:05,815
operating system mechanics to go deep on
creating a thrilling, compelling vision.

585
00:31:06,145 --> 00:31:07,345
And it's so incredible.

586
00:31:07,375 --> 00:31:09,895
Even as someone like I
can be pretty visionary.

587
00:31:10,500 --> 00:31:14,550
And I can, I can come up with the big
ideas and get excited about that stuff,

588
00:31:14,550 --> 00:31:19,080
but the power of working with someone
who actually specializes in pulling

589
00:31:19,080 --> 00:31:25,950
that vision out of me has been extremely
helpful so that I can be biopic and know

590
00:31:25,950 --> 00:31:32,040
when to pull, like long-term vision lever
versus short-term like GSD Execute mode.

591
00:31:32,910 --> 00:31:33,210
Yeah.

592
00:31:33,210 --> 00:31:33,630
Approach.

593
00:31:33,750 --> 00:31:34,140
Yeah.

594
00:31:34,230 --> 00:31:35,310
Being able to have that balance.

595
00:31:35,310 --> 00:31:36,450
That's um.

596
00:31:36,885 --> 00:31:41,355
Yeah, I mean, obviously, you know,
everybody has maybe their crystal

597
00:31:41,355 --> 00:31:45,645
ball, you know, uh, perspective on, on
kind of where, where things are gonna

598
00:31:45,645 --> 00:31:54,015
go and, um, I think just obviously
speed is, is one factor, right?

599
00:31:54,105 --> 00:31:57,465
Um, just, just as, as we
continue to navigate, as things

600
00:31:57,465 --> 00:31:59,235
get faster and faster, but.

601
00:31:59,790 --> 00:32:03,179
One of the things, Kristen, and, and
I would love your, your 2 cents, um,

602
00:32:03,179 --> 00:32:06,899
when you look at kind of, you know, you
touched on the accountability chart,

603
00:32:06,899 --> 00:32:12,780
but really looking at continuing to,
to streamline, you know, the, the vital

604
00:32:12,780 --> 00:32:15,510
functions of, of these organizations.

605
00:32:15,510 --> 00:32:21,240
And, um, looking at consolidation
of, of, of roles, right?

606
00:32:21,240 --> 00:32:25,110
Instead of, you know, as, as a lot of
companies are having to get a lot leaner,

607
00:32:25,199 --> 00:32:27,600
obviously incorporating a lot of ai.

608
00:32:28,695 --> 00:32:32,145
VA fractional full-time, right?

609
00:32:32,145 --> 00:32:35,594
So if you had to kind of go, you know,
the path of, you know, uh, you know,

610
00:32:35,594 --> 00:32:38,895
Hey, I can afford this then, then this,
then this, and this on the way up.

611
00:32:39,900 --> 00:32:43,620
Seeing a consolidation of, of even
marketing and sales to where it's just

612
00:32:43,680 --> 00:32:45,930
a consolidation of just growth, right?

613
00:32:46,050 --> 00:32:46,920
Head of growth.

614
00:32:46,920 --> 00:32:50,280
I'm responsible to not create
silos between marketing and sales,

615
00:32:50,280 --> 00:32:51,900
like we're working together.

616
00:32:52,350 --> 00:32:55,500
You see obviously like even small
business, like for me, right?

617
00:32:55,500 --> 00:32:56,880
I was responsible for ops.

618
00:32:57,774 --> 00:32:58,855
Finance, right?

619
00:32:58,855 --> 00:33:00,625
So there wasn't two separates.

620
00:33:00,985 --> 00:33:06,355
It was that consolidation and then
the emergence of, you know, the vital

621
00:33:06,355 --> 00:33:12,054
function of, of experience and, and
really controlling and making sure that

622
00:33:12,054 --> 00:33:16,945
we're being intentional we're the journey
and the experience we're creating,

623
00:33:16,945 --> 00:33:18,205
especially on real estate side of things.

624
00:33:18,205 --> 00:33:21,175
And you get to a certain
point, you know, the.

625
00:33:21,885 --> 00:33:25,785
The swamp, if you will, the one to
three where, where a lot of teams get

626
00:33:25,785 --> 00:33:28,965
stuck and the reason they get stuck
is because the people that got 'em

627
00:33:28,965 --> 00:33:33,735
into that, into that one to three
range, they won't let go of them.

628
00:33:33,795 --> 00:33:35,265
They won't up their talent, right?

629
00:33:35,265 --> 00:33:37,365
They're, they're, most of
the time they're too loyal.

630
00:33:37,365 --> 00:33:40,935
They stay not as a bad thing,
they're just, loyalty is,

631
00:33:40,965 --> 00:33:42,195
is very important to them.

632
00:33:42,735 --> 00:33:45,765
And they just reach the capabilities
of their people and that's where they,

633
00:33:45,765 --> 00:33:49,545
they bump that three mark, um, and.

634
00:33:50,264 --> 00:33:53,835
Being able to continue, you know,
the main thing they have to do is,

635
00:33:53,865 --> 00:33:56,715
is like, bring more people in Yeah.

636
00:33:56,985 --> 00:34:01,125
And need to grow to, to push
through that, that threshold.

637
00:34:01,605 --> 00:34:04,995
So kind of, but when you get
into that threshold, the game

638
00:34:04,995 --> 00:34:06,465
changes, especially in real estate.

639
00:34:06,855 --> 00:34:09,560
So if you're in that range,
your, your clientele, your

640
00:34:09,560 --> 00:34:11,054
focus is buyers and sellers.

641
00:34:11,054 --> 00:34:12,315
Investors and builders.

642
00:34:12,375 --> 00:34:15,645
But when you get into that mark
and then you're, you're, you

643
00:34:15,645 --> 00:34:18,130
know, you're 12, 15, 20 agents.

644
00:34:19,154 --> 00:34:21,404
Your business model is no longer
buyer and sellers, your business

645
00:34:21,404 --> 00:34:22,904
model is now real estate agents.

646
00:34:23,294 --> 00:34:27,134
And so making sure that it, and the
challenges is that you gotta support

647
00:34:27,134 --> 00:34:30,464
them, you know, to their clients
now as the buyers and sellers.

648
00:34:30,464 --> 00:34:33,554
But you as head of company, your
clients are, are the real estate agents.

649
00:34:33,554 --> 00:34:34,964
So it's, it's kind of.

650
00:34:35,240 --> 00:34:36,140
It becomes a lot.

651
00:34:36,320 --> 00:34:39,050
And I think that's where a lot
of agents they struggle with.

652
00:34:39,050 --> 00:34:42,830
They don't want to go bigger than
that because they, they, you know,

653
00:34:42,830 --> 00:34:46,520
the dynamics of serving the buyers
and sellers and serving the agents.

654
00:34:46,760 --> 00:34:50,720
It's almost like two different business
models in one being able to, you know,

655
00:34:50,720 --> 00:34:52,460
try to try to navigate that terrain.

656
00:34:52,460 --> 00:34:55,400
But what are your thoughts
as things are getting leaner?

657
00:34:55,400 --> 00:35:00,860
Obviously, you know, the fast emergence
of, of AI and where we're gonna start

658
00:35:00,860 --> 00:35:03,895
to see more, more consolidations and
things continuing to get a lot leaner.

659
00:35:04,560 --> 00:35:07,650
Yeah, there's a few, a few big ideas that.

660
00:35:08,190 --> 00:35:12,660
I wanna key into here to provide some
really good practical advice and I would

661
00:35:12,660 --> 00:35:15,450
hope, comfort for the people listening.

662
00:35:15,810 --> 00:35:20,340
Um, first of all, any business
naturally hits what we call various

663
00:35:20,400 --> 00:35:24,120
ceilings throughout their growth
journey and the opportunity that.

664
00:35:24,285 --> 00:35:28,605
Is presented to them in that moment
is you can either decide to stay

665
00:35:28,695 --> 00:35:33,165
just below that ceiling or you can
choose evolution and push through.

666
00:35:33,315 --> 00:35:34,635
So those are really the two paths.

667
00:35:34,665 --> 00:35:36,165
Stay where you are or keep growing.

668
00:35:36,735 --> 00:35:39,135
I am naturally wired as a
keep growing kind of person.

669
00:35:39,135 --> 00:35:39,285
Me too.

670
00:35:39,285 --> 00:35:42,525
Which is why I really, I love the work,
but I do, I'm like, okay, what's next?

671
00:35:42,555 --> 00:35:43,725
I'm, I'm the what's next girl?

672
00:35:43,725 --> 00:35:44,205
For sure.

673
00:35:44,505 --> 00:35:47,295
So the big idea there is first choose.

674
00:35:47,355 --> 00:35:48,675
Do you wanna push through the ceiling?

675
00:35:49,035 --> 00:35:52,245
If you're saying, no, we're gonna stay
put, we're gonna kind of stay at this

676
00:35:52,425 --> 00:35:55,335
safe zone, and we know what it looks like.

677
00:35:55,335 --> 00:35:59,475
It's, you know, known operations,
processes and commodity, that's

678
00:35:59,475 --> 00:36:01,005
a choice that you can make.

679
00:36:01,035 --> 00:36:05,055
But I would also encourage
you to have, um, someone

680
00:36:05,055 --> 00:36:06,525
challenge you on your thinking.

681
00:36:06,735 --> 00:36:11,505
Is it something that is serving you in, in
some kind of limiting belief where you've.

682
00:36:11,585 --> 00:36:14,675
Feel like you have to stay there or
should stay there for some reason.

683
00:36:14,675 --> 00:36:15,605
And is that true?

684
00:36:15,755 --> 00:36:17,735
And if it wasn't true,
what might you do about it?

685
00:36:17,735 --> 00:36:22,655
So that's just a fun question to journal
about or unpack with someone who you

686
00:36:22,655 --> 00:36:24,185
trust, who knows you really well.

687
00:36:25,085 --> 00:36:30,995
Second big idea here is that every issue
in your business, I would say 90% of

688
00:36:30,995 --> 00:36:35,375
the issues that we're solving in client
engagements are either people or process.

689
00:36:35,925 --> 00:36:38,715
So anytime you're facing something
in your business and you're

690
00:36:38,715 --> 00:36:39,915
like, what's going on here?

691
00:36:39,915 --> 00:36:40,755
Why are we stuck?

692
00:36:40,935 --> 00:36:43,904
You've probably got a people
problem or a process problem.

693
00:36:44,205 --> 00:36:44,325
Mm-hmm.

694
00:36:44,625 --> 00:36:48,345
And those are different things, but
the tool that you mentioned earlier

695
00:36:48,345 --> 00:36:52,575
that I think is really powerful
here, regardless of AI and all of the

696
00:36:52,575 --> 00:36:57,225
different options available to you, and
that menu is growing, to your point.

697
00:36:57,630 --> 00:37:01,770
Worry less about who should I put
in the seat and start by getting

698
00:37:01,770 --> 00:37:03,780
clear on what is the actual seat.

699
00:37:04,560 --> 00:37:08,610
So you mentioned like, oh
man, the complexity of titles.

700
00:37:08,610 --> 00:37:11,280
Can we just talk about that?

701
00:37:11,280 --> 00:37:11,850
I mean, mm-hmm.

702
00:37:12,300 --> 00:37:15,000
Chief Revenue Officer, chief
Growth Officer, chief marketing

703
00:37:15,000 --> 00:37:17,910
Officer, chief Experience Officer,
chief Transformation Officer.

704
00:37:17,915 --> 00:37:20,910
Like all of the different things that
are popping up because people like

705
00:37:20,910 --> 00:37:23,280
to be creative and kitschy and fun.

706
00:37:23,490 --> 00:37:29,669
Yeah, and there has now become the,
you can have 10 resumes for chief

707
00:37:29,669 --> 00:37:32,129
revenue officers sitting in front
of you, and the functionality of

708
00:37:32,129 --> 00:37:35,879
what they've actually done to get
that title has looked so different.

709
00:37:36,299 --> 00:37:40,770
So there's no clear path for
positions and titles anymore.

710
00:37:41,370 --> 00:37:44,939
So what can you do as a business
owner to regain control?

711
00:37:45,240 --> 00:37:48,569
Because your responsibility, here's
the big idea on the accountability

712
00:37:48,569 --> 00:37:52,080
chart, you simply need the right seats.

713
00:37:52,845 --> 00:37:57,585
That are inclusive of what is the function
that the business needs performed here

714
00:37:57,735 --> 00:38:03,375
and what are the three to seven roles
that that function performs consistently?

715
00:38:03,615 --> 00:38:07,515
It's that 20% rep representation
of 80% of the things that that

716
00:38:07,515 --> 00:38:11,960
person is doing very consistently,
and it's regardless of the people.

717
00:38:12,705 --> 00:38:16,455
That's often the most challenging
exercise that we go through when

718
00:38:16,455 --> 00:38:19,904
we're building an accountability
chart in a client environment or even

719
00:38:19,904 --> 00:38:21,495
restructuring an accountability chart.

720
00:38:21,495 --> 00:38:23,745
'cause that's an active
living breathing tool.

721
00:38:23,955 --> 00:38:25,334
It's not a set it and forget it.

722
00:38:25,515 --> 00:38:28,035
We're constantly going
back and saying, Hey.

723
00:38:28,170 --> 00:38:29,700
The business is pivoting.

724
00:38:29,970 --> 00:38:32,520
There's an evolving
need in the marketplace.

725
00:38:32,790 --> 00:38:32,880
Mm-hmm.

726
00:38:33,120 --> 00:38:37,620
Or what we're hearing from our agent
demand and how do we account for that?

727
00:38:37,650 --> 00:38:42,450
Is it a full functioning seat in
and of itself, or is it a role

728
00:38:42,450 --> 00:38:44,520
associated with an existing function?

729
00:38:44,730 --> 00:38:46,320
So it enables scalability.

730
00:38:46,610 --> 00:38:49,310
Intentionality and how you're
growing because not everything

731
00:38:49,310 --> 00:38:51,110
is a plus one moment.

732
00:38:51,110 --> 00:38:54,800
And what I mean by that is just because
we see a new need in the business doesn't

733
00:38:54,800 --> 00:38:56,690
mean we need to go hire another person.

734
00:38:57,140 --> 00:39:02,510
Um, I know it's really easy to say yes
to part-time VA support because now we

735
00:39:02,510 --> 00:39:07,130
can get it for a pretty reasonable US
dollar rate and really great talent.

736
00:39:08,025 --> 00:39:09,945
But we still want to
be really intentional.

737
00:39:09,945 --> 00:39:14,415
I'm big on financial acumen with our
client engagements, so that's one of the

738
00:39:14,415 --> 00:39:17,685
first things we unpack and, and we're
going to look at the human capital spend

739
00:39:18,075 --> 00:39:20,535
to be, it has to be, has to be 1000%.

740
00:39:21,134 --> 00:39:23,415
Um, I trust, you know, if they're
bringing me in, I trust that they

741
00:39:23,415 --> 00:39:25,665
can at least afford me, but I
also have to make sure that they

742
00:39:25,665 --> 00:39:26,805
can afford, they can't afford me.

743
00:39:27,435 --> 00:39:28,335
You need to do, right?

744
00:39:28,340 --> 00:39:28,430
Yeah.

745
00:39:28,935 --> 00:39:28,995
Yeah.

746
00:39:28,995 --> 00:39:31,485
Or sometimes they can't and
they, they bring me in anyway.

747
00:39:31,485 --> 00:39:34,695
And, and that's my first job is to make
sure that we're getting clear there.

748
00:39:35,085 --> 00:39:37,125
Um, but, uh, you know.

749
00:39:38,070 --> 00:39:41,370
If we think about the structure of
the accountability chart, that is an

750
00:39:41,370 --> 00:39:44,070
extremely useful exercise to go through.

751
00:39:44,670 --> 00:39:48,840
And then the second thing that I would
say, and this is big, this has been game

752
00:39:48,840 --> 00:39:54,360
changing for me, um, in how I advise many
of my clients and how they're building for

753
00:39:54,360 --> 00:39:56,670
the future of what their business needs.

754
00:39:56,670 --> 00:39:57,570
Talent wise.

755
00:39:58,799 --> 00:40:01,470
If you know what you want your
business to look like in three years.

756
00:40:02,190 --> 00:40:05,670
You have to be hiring people
who have been there before.

757
00:40:05,940 --> 00:40:06,029
Mm-hmm.

758
00:40:06,270 --> 00:40:12,330
So if I know I'm trying to five X my
company in the next three years, I better

759
00:40:12,330 --> 00:40:17,490
bring in someone who knows what the five
x version of my company could look like.

760
00:40:17,549 --> 00:40:22,020
And they've been with a company that
knows what are the pitfalls, what

761
00:40:22,020 --> 00:40:25,140
are the obstacles, what should we be
avoiding, what should we be doing?

762
00:40:25,500 --> 00:40:27,930
Um, that is a massive like.

763
00:40:28,225 --> 00:40:29,365
Talent lever to pull.

764
00:40:29,365 --> 00:40:31,825
I would say that's really important.

765
00:40:32,335 --> 00:40:37,765
So oftentimes we are back filling an
existing position rather than trying to.

766
00:40:38,805 --> 00:40:43,065
Necessarily bring in the person who
can move us closer to the, the vision

767
00:40:43,065 --> 00:40:44,145
of what we're trying to become.

768
00:40:44,145 --> 00:40:49,365
Because let's also be honest, um, if
I'm trying to grow my company to be

769
00:40:49,365 --> 00:40:53,265
a $10 million, you know, 50 person
organization, if I don't have that

770
00:40:53,265 --> 00:40:56,115
experience, I better bring people
in who do have that experience.

771
00:40:56,115 --> 00:40:56,174
Yeah.

772
00:40:56,835 --> 00:41:01,755
So I think that's really, uh, an
important like, intentional thing.

773
00:41:01,755 --> 00:41:05,339
And that goes into a little bit of
like John Maxwell Law of the Lid, the.

774
00:41:05,735 --> 00:41:08,735
Company will only go as far
as the leadership level of the

775
00:41:08,735 --> 00:41:10,205
most capable person on the team.

776
00:41:10,205 --> 00:41:13,565
And it's, listen, visionary
leaders, it's okay if it's not you.

777
00:41:13,960 --> 00:41:14,310
Right.

778
00:41:14,890 --> 00:41:17,150
And, and letting go of
that, that is 100% okay.

779
00:41:17,525 --> 00:41:18,035
Right?

780
00:41:18,040 --> 00:41:18,190
Yeah.

781
00:41:18,195 --> 00:41:18,785
Yeah.

782
00:41:18,785 --> 00:41:19,235
That's huge.

783
00:41:19,235 --> 00:41:21,365
Like, know thyself moment for sure.

784
00:41:21,755 --> 00:41:21,965
Mm-hmm.

785
00:41:22,235 --> 00:41:22,325
Yeah.

786
00:41:22,325 --> 00:41:26,555
And I mean, you know, are you still
equipped to be, to be head of company or

787
00:41:26,555 --> 00:41:28,415
are you better off in a, in another role?

788
00:41:28,415 --> 00:41:32,225
But most of the time you are still,
you know, head of company and you know,

789
00:41:32,225 --> 00:41:33,230
maybe you just need to up the talent.

790
00:41:33,810 --> 00:41:37,799
You know, with you on the ops side,
maybe up the talent with you on, you

791
00:41:37,799 --> 00:41:41,819
know, the marketing side, on the sales
side, and, you know, as they continue

792
00:41:41,819 --> 00:41:50,250
to grow, where, where do you see, um,
making sure the responsibilities stay

793
00:41:50,250 --> 00:41:56,040
with, with the head of company and what
can then transfer to a fractional hire?

794
00:41:56,100 --> 00:41:59,759
Um, bringing somebody in like
you, you know, not letting go.

795
00:41:59,790 --> 00:42:02,970
What, what is like the one thing that.

796
00:42:03,585 --> 00:42:06,945
No matter what head of company,
you can't let go of you.

797
00:42:06,945 --> 00:42:08,175
You have to maintain.

798
00:42:09,765 --> 00:42:14,355
The short answer is it is the vision
of the organization that really,

799
00:42:14,355 --> 00:42:17,235
I mean, it's called the visionary
seat for a very simple reason.

800
00:42:17,535 --> 00:42:19,005
So everything else.

801
00:42:20,730 --> 00:42:22,380
Really boils down to trust.

802
00:42:22,680 --> 00:42:25,860
I mean, I've had, I've had a, you
know, some of our client engagements

803
00:42:25,860 --> 00:42:29,700
where they're like, Hey, I'm going
on 30 day emergency access only.

804
00:42:29,759 --> 00:42:32,910
Here's all the banking account logins.

805
00:42:32,970 --> 00:42:35,130
Like that's the worst case
scenario of what you might need.

806
00:42:35,130 --> 00:42:38,250
You're authorized to go in there,
move these things to these accounts,

807
00:42:38,250 --> 00:42:40,680
like there's that level of trust.

808
00:42:40,975 --> 00:42:43,795
It takes a long time to get to,
which is one of the things that we

809
00:42:43,795 --> 00:42:47,305
see held onto for a pretty, pretty
long time is that finance seat.

810
00:42:47,545 --> 00:42:47,665
Mm-hmm.

811
00:42:47,964 --> 00:42:53,424
But controlling and continuing to
cast the vision and really fortifying

812
00:42:53,424 --> 00:42:57,384
that in the organization, the vision,
which in is inclusive of, it's the

813
00:42:57,384 --> 00:43:01,884
who we are, where we're going and how
I'm I, how I want us to get there.

814
00:43:02,535 --> 00:43:05,384
That does need to continue
to live with the visionary.

815
00:43:05,685 --> 00:43:10,515
Now, having a highly capable team to
execute that is obviously important

816
00:43:10,515 --> 00:43:12,285
because that's where trust breaks down.

817
00:43:12,285 --> 00:43:15,855
So if you're a visionary and you're
telling your operator or your second

818
00:43:15,855 --> 00:43:19,634
in command, your integrator, this is
where we've gotta get to, and they're

819
00:43:19,634 --> 00:43:24,975
not demonstrating the capability to
get the rest of the team mobilized

820
00:43:24,975 --> 00:43:29,475
in that direction, you probably have
not the right person in that seat.

821
00:43:30,435 --> 00:43:32,325
And then the question
becomes, are you of course.

822
00:43:33,060 --> 00:43:35,850
Casting that vision effectively
and being very generous in what

823
00:43:35,850 --> 00:43:37,410
your expectations look like.

824
00:43:37,680 --> 00:43:41,910
But I would say my most successful
clients, um, that they bring that

825
00:43:41,910 --> 00:43:45,990
fractional person in also to model
for the rest of the leadership team.

826
00:43:46,020 --> 00:43:49,410
This is what it looks like to lead,
manage, and create accountability.

827
00:43:49,740 --> 00:43:51,450
This is what execution looks like.

828
00:43:51,905 --> 00:43:54,245
This is how we create a
climate of accountability.

829
00:43:54,245 --> 00:43:56,375
Accountability isn't something
that you do to someone.

830
00:43:56,375 --> 00:43:59,615
It's not like a, a verb that you,
you know, beat someone over the head

831
00:43:59,615 --> 00:44:02,675
with the accountability bat, which
I've worked for those companies too.

832
00:44:03,005 --> 00:44:04,355
That's a thing that happens.

833
00:44:04,805 --> 00:44:10,085
Um, but it's truly modeling leadership
practices and management practices that

834
00:44:10,085 --> 00:44:12,335
bring that visionary's vision to life.

835
00:44:12,335 --> 00:44:13,115
I'm not there.

836
00:44:13,424 --> 00:44:17,444
I'm there as a strategic advisor and
a thought partner for the visionary,

837
00:44:17,505 --> 00:44:23,115
so I can play in that space with them,
ask questions, challenge thinking,

838
00:44:23,415 --> 00:44:28,065
come up with maybe expansions or prompt
them into expansion of their vision.

839
00:44:28,665 --> 00:44:30,195
But ultimately I'm there.

840
00:44:30,555 --> 00:44:33,555
We decide together, here's what
we're gonna say yes to, and what

841
00:44:33,555 --> 00:44:37,425
we're gonna then cascade down to the
leadership team for whatever that

842
00:44:37,425 --> 00:44:40,005
next level of execution looks like.

843
00:44:40,155 --> 00:44:41,985
And we do want their participation.

844
00:44:41,985 --> 00:44:46,275
So to your point, the 90 day world
running strategic planning sessions

845
00:44:46,275 --> 00:44:50,415
that map out what are we running
toward for the next 90 days, and just

846
00:44:50,415 --> 00:44:54,945
taking our world one chunk at a time
in that way is extremely powerful.

847
00:44:55,275 --> 00:44:57,945
So a fractional integrator or COO.

848
00:44:57,995 --> 00:45:01,384
Should be providing strategic
advisor thought partnership.

849
00:45:02,220 --> 00:45:03,900
And everything in between.

850
00:45:03,900 --> 00:45:08,370
And the organizational development and,
and leadership all the way down to people,

851
00:45:08,370 --> 00:45:12,720
process, performance management, um,
project management, all of those things.

852
00:45:12,720 --> 00:45:17,100
So the work that we do can be
pretty wide and we, you know,

853
00:45:17,130 --> 00:45:18,480
we help them figure that out.

854
00:45:18,480 --> 00:45:19,440
That's the other thing.

855
00:45:19,470 --> 00:45:22,170
They don't have to figure out
what it might look like to have a

856
00:45:22,170 --> 00:45:23,760
fractional person in their business.

857
00:45:24,090 --> 00:45:28,200
We do a pretty deep dive discovery
and calibration with them to make

858
00:45:28,200 --> 00:45:31,260
sure that not only do we have
the right growth plan in place.

859
00:45:31,800 --> 00:45:37,050
Can be executed together, but
then also, you know, um, what does

860
00:45:37,050 --> 00:45:39,570
that look like, uh, long term?

861
00:45:40,350 --> 00:45:40,860
I love it.

862
00:45:40,980 --> 00:45:41,460
I love it.

863
00:45:41,465 --> 00:45:41,705
Yeah.

864
00:45:41,940 --> 00:45:45,420
I bounced around on you real quick
here and, and, um, you know, we

865
00:45:45,420 --> 00:45:47,700
talked about the law of the lid
and we talked, you know, leadership

866
00:45:47,700 --> 00:45:51,605
capabilities and the sizes is only
direct proportion to, to just that.

867
00:45:53,585 --> 00:45:54,570
Do you see it?

868
00:45:55,859 --> 00:45:59,790
The leadership development, is it just
because it doesn't get prioritized?

869
00:45:59,790 --> 00:46:04,890
Is that where it tends to, to slow
down, is because that's not part of,

870
00:46:04,919 --> 00:46:09,870
you know, the ongoing development and
training and, and, and a much bigger

871
00:46:09,870 --> 00:46:10,979
focus on leadership development.

872
00:46:12,405 --> 00:46:16,185
You know, anything in the vein of training
tends to be the first thing to get punted

873
00:46:16,185 --> 00:46:18,675
from the calendar in my experience.

874
00:46:18,735 --> 00:46:26,505
So even when I am being paid sometimes,
you know, premium rates to deliver

875
00:46:26,505 --> 00:46:30,435
a certain type of training to a
leadership team or a group, it's

876
00:46:30,435 --> 00:46:33,945
amazing how easy it is for people to be
like, oh, it's the I'm too busy card.

877
00:46:33,945 --> 00:46:37,575
I don't have time for that today because
they have little fires everywhere.

878
00:46:37,819 --> 00:46:40,940
Burning all around them
that have to be put out.

879
00:46:40,940 --> 00:46:44,870
And even if they were to show up, they'd
be so wildly distracted because they know

880
00:46:44,870 --> 00:46:46,549
what's waiting for them on the other side.

881
00:46:46,879 --> 00:46:52,190
So I think it does, um, it does get pushed
from the schedule pretty consistently.

882
00:46:52,190 --> 00:46:56,089
People end up, it sounds great, but
then when it push comes to shove.

883
00:46:56,310 --> 00:46:59,100
They declined at the last
minute from their calendars.

884
00:46:59,100 --> 00:46:59,940
So I've seen that.

885
00:47:00,600 --> 00:47:04,319
I think there's also an expectation
when you become a certain caliber

886
00:47:04,319 --> 00:47:05,850
of leader in an organization.

887
00:47:05,850 --> 00:47:08,819
I think there's an expectation
from the people that hired you that

888
00:47:09,299 --> 00:47:13,170
you do a bit of self-development
when it comes to your leadership.

889
00:47:13,560 --> 00:47:18,750
And so they don't necessarily know the
story of how leadership development.

890
00:47:19,290 --> 00:47:22,500
Was handled for you, for your,
in your career leading up to this

891
00:47:22,500 --> 00:47:24,390
point, were you a self-starter?

892
00:47:24,570 --> 00:47:29,040
You know, did you kind of manage
that on your own through just learner

893
00:47:29,040 --> 00:47:32,100
mindset and, you know, hustle and grind?

894
00:47:32,549 --> 00:47:35,460
Or did you have people deeply
investing in you to create that?

895
00:47:35,520 --> 00:47:37,560
I think that's an important
question when you're bringing

896
00:47:37,560 --> 00:47:38,730
a leader into the organization.

897
00:47:38,735 --> 00:47:38,775
Mm-hmm.

898
00:47:38,855 --> 00:47:40,620
To ensure you're not making
any assumptions about.

899
00:47:40,980 --> 00:47:45,750
How they personally prioritize and
have been developed as a leader.

900
00:47:46,049 --> 00:47:50,370
Um, and I, I would love to see
organizations commit to it more

901
00:47:50,370 --> 00:47:54,810
deeply, but we've, we've all been
guilty of it because there are so

902
00:47:54,810 --> 00:47:57,720
many other things that we're often
trying to deal with, especially if

903
00:47:57,720 --> 00:48:00,960
we're hitting our heads on scalability
issues and, and growth ceilings.

904
00:48:01,365 --> 00:48:02,955
Yeah, that's such a great point.

905
00:48:02,985 --> 00:48:07,245
And never, never assume intelligence
for another human being.

906
00:48:07,245 --> 00:48:11,295
And, and so I think it's,
it's really getting clear.

907
00:48:11,295 --> 00:48:15,015
Don't assume, ask the questions
and it's, you know, I think

908
00:48:15,765 --> 00:48:17,115
you're, you're helping them.

909
00:48:17,170 --> 00:48:21,070
To if the more I, I know the more
that we can help and, and get on the

910
00:48:21,070 --> 00:48:24,790
right path and, and where we need
to, you know, make the jump and, you

911
00:48:24,790 --> 00:48:28,360
know, just like anything, I mean,
leadership's a skill and so it's,

912
00:48:28,360 --> 00:48:33,070
it's development and it's the biggest
jump that you get to a certain point.

913
00:48:33,550 --> 00:48:35,890
Being able to, to have, and you know.

914
00:48:37,049 --> 00:48:39,000
Even, even, you know, hard driving.

915
00:48:39,029 --> 00:48:42,450
We, we all can continue to learn
and, and you know, like you said,

916
00:48:42,600 --> 00:48:45,029
you know, obviously first rule
of leadership is lead by example.

917
00:48:45,029 --> 00:48:48,930
So definitely the personal development
side of things on your own, but also

918
00:48:49,589 --> 00:48:53,250
bringing that back into the environment
to stretch and, and grow the team and,

919
00:48:53,250 --> 00:48:54,634
and your key, your key people around you.

920
00:48:56,295 --> 00:48:57,375
I like that, John.

921
00:48:57,435 --> 00:49:01,485
And we're also seeing an interesting
shift where we're seeing in some larger

922
00:49:01,485 --> 00:49:06,944
organizations even you have someone who is
an incredible specialist of their craft.

923
00:49:07,365 --> 00:49:11,384
And we naturally think, I mean, we've
all seen the dynamic of we take the best

924
00:49:11,384 --> 00:49:14,174
sales guy in the room and we make him
the sales manager, and then he makes a

925
00:49:14,174 --> 00:49:17,319
terrible sales manager because all the
things that made him great at being.

926
00:49:17,935 --> 00:49:21,505
A sales person don't
necessarily lend well to him.

927
00:49:21,505 --> 00:49:24,145
Being a good manager of people
and transferring that skill to

928
00:49:24,145 --> 00:49:25,675
others, it's a different skillset.

929
00:49:25,675 --> 00:49:27,655
So we've seen that dynamic play out.

930
00:49:28,135 --> 00:49:33,565
But the other dynamic that we see is, um,
you know, oh, this person is such a, a

931
00:49:33,565 --> 00:49:36,025
specialist and, and master of their craft.

932
00:49:37,075 --> 00:49:38,990
Surely they want that leadership.

933
00:49:39,750 --> 00:49:40,260
Layer.

934
00:49:40,535 --> 00:49:40,955
Mm-hmm.

935
00:49:40,961 --> 00:49:41,760
Added on.

936
00:49:41,970 --> 00:49:45,450
And I will say I, I'm pretty
intentional when we're building out that

937
00:49:45,450 --> 00:49:48,390
accountability chart, any seat that.

938
00:49:48,915 --> 00:49:54,375
Has people reporting into it has that
first accountability in the whole little

939
00:49:54,375 --> 00:49:58,455
bucket there of roles is leadership
plus management equals accountability.

940
00:49:58,460 --> 00:49:58,830
Mm-hmm.

941
00:49:58,970 --> 00:50:04,004
And the reason it's the number one, it's
not the seventh or the third on that list,

942
00:50:04,004 --> 00:50:06,975
it's number one, because you're probably
gonna spend about 50% of your week there.

943
00:50:07,490 --> 00:50:11,145
You're gonna burn a lot of energy
and you're going to need to be really

944
00:50:11,145 --> 00:50:16,125
equipped and intentional about performing
that role associated with your seat.

945
00:50:16,634 --> 00:50:18,225
So it's also Okay.

946
00:50:18,549 --> 00:50:23,320
To have people in leadership, um, or
in like lead positions that are the

947
00:50:23,320 --> 00:50:27,040
specialists and not necessarily giving
them the team of people to manage.

948
00:50:27,880 --> 00:50:29,830
So that's the other thing
that I think gets missed.

949
00:50:29,830 --> 00:50:32,020
We, we have to have a team of people.

950
00:50:32,200 --> 00:50:36,310
It could be that we use a dotted line
approach or they are, um, like a subject

951
00:50:36,310 --> 00:50:37,690
matter expert in the organization.

952
00:50:37,690 --> 00:50:39,970
So there's different ways
to elevate people without

953
00:50:39,970 --> 00:50:42,850
necessarily adding leadership
and management to their function.

954
00:50:43,779 --> 00:50:45,555
Yeah, and I mean, we see that even with.

955
00:50:46,280 --> 00:50:47,810
You know, even on the working genius.

956
00:50:47,810 --> 00:50:51,200
I mean, and if that, if that e
and g is a frustration, you might

957
00:50:51,200 --> 00:50:52,910
wanna be really, really careful.

958
00:50:53,000 --> 00:50:56,450
Um, you know, that just, it doesn't, you
know, it doesn't mean they can't do it,

959
00:50:56,450 --> 00:50:58,730
it's just it's not gonna be sustainable.

960
00:50:58,850 --> 00:50:59,340
Um, yeah.

961
00:50:59,345 --> 00:51:00,045
In, in their energy.

962
00:51:00,045 --> 00:51:00,845
Energy draining their development.

963
00:51:01,785 --> 00:51:04,305
Kristen, you are absolutely amazing.

964
00:51:04,305 --> 00:51:08,265
We could keep rolling for, for hours
on this and, um, you're just such a,

965
00:51:08,415 --> 00:51:13,095
a wealth of, of, of information and
insight and just love how you articulate

966
00:51:13,275 --> 00:51:17,985
things and being able to help connect
the dots for, for anyone, you know, kind

967
00:51:17,985 --> 00:51:22,665
of, I'm kind of stuck and, you know,
it's like I'm at the crossing point.

968
00:51:22,665 --> 00:51:24,585
I'm, I'm kind of over the VA world.

969
00:51:24,585 --> 00:51:27,105
I need, I need a higher level of talent.

970
00:51:27,285 --> 00:51:27,975
Um.

971
00:51:28,860 --> 00:51:30,960
I'm not ready to make, pull
the trigger on a full time.

972
00:51:31,320 --> 00:51:34,320
Like what are, what are some
of the, the mental blocks, the

973
00:51:34,320 --> 00:51:35,580
process they need to go through?

974
00:51:35,580 --> 00:51:38,970
Like, are they ready to bring
somebody in on a fractional basis?

975
00:51:39,960 --> 00:51:45,210
Well, I would encourage them, you know,
to seek out, I mean, obviously I know how

976
00:51:45,210 --> 00:51:48,660
we handle, you know, those conversations,
but seek out people in the fractional

977
00:51:48,660 --> 00:51:54,150
space and get informed, because I
will say, because it's one of those

978
00:51:54,150 --> 00:51:57,960
industries that anyone can hang a shingle
and say, I'm now a fractional person.

979
00:51:58,335 --> 00:51:59,415
There is a pretty.

980
00:51:59,985 --> 00:52:04,995
Wide, um, range of different
fractional professionals putting

981
00:52:04,995 --> 00:52:07,845
themselves out there in spaces,
like in social media and LinkedIn.

982
00:52:08,325 --> 00:52:13,545
So I would be really conscientious about
what those early conversations look like.

983
00:52:13,755 --> 00:52:18,195
So what we do is we start with a discovery
call, and that is in 30 minutes, we

984
00:52:18,195 --> 00:52:21,405
will help you figure out if fractional
is right for you and if it's not.

985
00:52:21,945 --> 00:52:25,575
We will point you in the right
direction to resources, other vendors,

986
00:52:25,575 --> 00:52:29,235
other solutions, and we'll make a
recommendation on where you should go.

987
00:52:29,505 --> 00:52:33,105
So we're not ever there to like,
just sell the fractional services.

988
00:52:33,105 --> 00:52:35,265
We're not, it's not the right
thing for everyone, right?

989
00:52:35,265 --> 00:52:40,005
Sometimes it's a full-time hire and
we'll make that recommendation too, um,

990
00:52:40,035 --> 00:52:41,625
if we do end up being the right thing.

991
00:52:42,150 --> 00:52:45,720
We support with them figuring out what
it would look like for their business.

992
00:52:45,990 --> 00:52:49,590
And I would say the person who's
right for that is just someone who

993
00:52:49,590 --> 00:52:51,030
feels kind of stuck and frustrated.

994
00:52:51,030 --> 00:52:53,640
You know, you're sitting in multiple
seats, you know, you're probably doing

995
00:52:53,640 --> 00:52:58,140
everything like maybe 50 to 80% on
every, any given day, but you're not

996
00:52:58,140 --> 00:53:01,170
able to give a hundred percent and
you're feeling the stress of that

997
00:53:01,680 --> 00:53:05,040
working long hours distracted from your
family and the people that you love.

998
00:53:05,400 --> 00:53:08,465
Um, lots of different
symptomatic things that we see.

999
00:53:09,495 --> 00:53:14,355
That person's life that are usually the
pain point triggers that they just kind

1000
00:53:14,355 --> 00:53:17,025
of raise their hand and say, I don't know
what to do, and we're a great place to go.

1001
00:53:17,025 --> 00:53:18,675
And, and we'll help you figure it out.

1002
00:53:19,275 --> 00:53:24,675
Um, and then if we are the right thing,
then we move into like a calibration where

1003
00:53:24,675 --> 00:53:28,965
we're really figuring out based on your
industry, your business, your personality,

1004
00:53:28,965 --> 00:53:31,995
your working, even like things like
working genius and behavioral assessment,

1005
00:53:32,295 --> 00:53:35,985
who do we have on the team that's the
right person to embed into your team?

1006
00:53:35,985 --> 00:53:37,785
Because it's really
important that we develop.

1007
00:53:38,065 --> 00:53:40,945
Uh, trust and authority and
credibility very quickly.

1008
00:53:41,610 --> 00:53:45,180
With the existing teams that
we show up as an ally, not a

1009
00:53:45,180 --> 00:53:47,280
disruption into the business.

1010
00:53:47,550 --> 00:53:51,210
And so we're super intentional
about that, like, you know,

1011
00:53:51,210 --> 00:53:54,480
matchmaking process, if you will,
and bringing those folks together.

1012
00:53:54,900 --> 00:53:57,450
Um, and then what I often find too, which.

1013
00:53:57,525 --> 00:54:00,285
Gives many of our, our
clients some peace of mind.

1014
00:54:00,645 --> 00:54:04,785
We kind of take on the responsibility
of knowing when that moment is to

1015
00:54:04,785 --> 00:54:07,665
raise our hands and say, I think
you're ready for a full-time person.

1016
00:54:07,725 --> 00:54:11,445
Or we should start to explore that
and, and we start to like get ahead

1017
00:54:11,445 --> 00:54:15,795
of it because it often can take six to
12 months to find the right person to

1018
00:54:15,795 --> 00:54:18,855
backfill our fractional functionality
and put the right person in place.

1019
00:54:19,275 --> 00:54:22,305
We support with helping them find that
person and even onboarding them so

1020
00:54:22,305 --> 00:54:26,625
that that transition is super smooth,
but we're often saying it first.

1021
00:54:26,925 --> 00:54:31,695
Um, because it is our job to identify that
moment in partnership with the visionary.

1022
00:54:32,115 --> 00:54:32,325
Yeah.

1023
00:54:32,505 --> 00:54:32,960
That's so good.

1024
00:54:34,335 --> 00:54:34,845
You're amazing.

1025
00:54:35,265 --> 00:54:37,665
Um, Kristen, how can they reach,
how can they get connected with you?

1026
00:54:38,505 --> 00:54:42,105
I would check us out@transformcxo.com.

1027
00:54:42,105 --> 00:54:45,225
We are fractional EOS
integrators and fractional COOs.

1028
00:54:45,225 --> 00:54:48,015
We're also certified exit
planning advisors and meta

1029
00:54:48,015 --> 00:54:49,575
performance executive coaches.

1030
00:54:49,575 --> 00:54:53,325
So we bring a lot of long-term
focus to those engagements as well.

1031
00:54:53,325 --> 00:54:55,875
So not only are we gonna treat
your business today, but we're

1032
00:54:55,875 --> 00:54:59,385
gonna help you think about what it
means for you and unlocking the.

1033
00:54:59,560 --> 00:55:02,830
Wealth and harvesting that from
your business eventually on a

1034
00:55:02,830 --> 00:55:05,380
more long-term, uh, timeline.

1035
00:55:05,380 --> 00:55:07,660
So we have a lot of fun with that
work, but I would check out our

1036
00:55:07,660 --> 00:55:10,630
website, take a look at our offerings,
and they can book a call there.

1037
00:55:10,630 --> 00:55:14,360
And they can also follow me on
Instagram at Kristen Renan cxo,

1038
00:55:14,360 --> 00:55:17,259
which of course I've seen you like
on the little ticker on the bottom.

1039
00:55:17,980 --> 00:55:18,940
Such a great setup here.

1040
00:55:19,270 --> 00:55:20,285
I'm sure they've seen it on time.

1041
00:55:21,370 --> 00:55:24,730
We didn't even get into, uh, the exit
conversation, so we'll have to do

1042
00:55:24,730 --> 00:55:26,065
this again 'cause uh, oh, I'd love it.

1043
00:55:26,065 --> 00:55:27,220
That's, uh, definitely a big one.

1044
00:55:27,220 --> 00:55:28,390
Always starting with the end in mind.

1045
00:55:28,450 --> 00:55:28,810
Kristen.

1046
00:55:28,839 --> 00:55:30,250
Appreciate you guys.

1047
00:55:30,279 --> 00:55:31,390
Make sure you get plugged in.

1048
00:55:31,810 --> 00:55:34,359
Give uh, give Kristen some love
and we'll see you guys next time.

1049
00:55:35,080 --> 00:55:35,259
Thanks.

1050
00:55:35,259 --> 00:55:35,529
See you.

1051
00:55:39,000 --> 00:55:39,870
Thanks for tuning in.

1052
00:55:40,260 --> 00:55:44,730
If you're done guessing and ready to lead
like a real CEO with a custom strategy,

1053
00:55:45,060 --> 00:55:49,050
real accountability and proven systems,
check out my executive one-on-one

1054
00:55:49,050 --> 00:55:51,390
coaching at John Kitchens coach.

1055
00:55:51,780 --> 00:55:54,480
Fill out the application and book
your one-on-one call with me.

1056
00:55:55,230 --> 00:55:57,300
Be sure to hit follow so
you never miss an episode.

1057
00:55:58,140 --> 00:55:58,980
Catch you on the next one.