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From Receptionist to $3.8B CEO: The Mindset That Changed Everything | DeAnn Golden
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Foreign,
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Your number one sales and marketing podcast on a mission to help you close more deals, keep more clients, and build the life of freedom you're working towards. That can only happen if you're willing to take action today. My name is Josh Dike, Chief marketing officer here at Reminder Media, joined as always by Luke Acrey, president of Reminder Media. And our guest today is Deanne Golden. Deanne is the President and CEO of Berkshire Hathaway Home Services, Georgia Properties, leading a statewide organization of over 1250 sales associates across 24 locations. Under her leadership, the company achieved 3.8 billion in sales volume in 2025, solidifying its reputation as one of Georgia's premier real estate brands. Diane's contributions to the industry include her service as vice chair of the Georgia Real Estate Commission and recognition as the most admired CEO by the Atlanta Business Credit Chronicle. Deanne, welcome to Stay Paid. Thanks for being here.
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A
It is so awesome to be with both of you gentlemen and everyone listening. Thanks for having me.
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C
Yeah, I'm super excited to have you on, especially if you're the most admired CEO. I've got to learn some secrets from you. How do you become the most admired CEO? I think people would say some things about us. I don't know if the most admired from our crew, but what do you think is just shooting right off the gate? What do you think makes an incredible CEO and leader?
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A
Oh, I love that question. Surround yourself with people more incredible than you. And I mean, truly, I was smiling when I was listening to the accolades about our company. And I mean, those are the results of our sales associates every day waking up to, you know, bring home the dream of home ownership. And I always say that, you know, anything that we get recognized for as a company, it's the collective whole of. Of what? Each and every one of our agents, each and one of our staff, each and one of our broker managers, our leaders are doing. And so again, to be the most admired, you know, CEO, that's. That's not about Dan Golden. That's about the company and what the company has done to earn the respect of the consumers. Staying power since 1963 when we were founded. So I'm honored to bring that home to the company because it's truly the company's energy and operations is who won that award.
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C
Yeah, well, you can already tell by your answer that you are a great leader because, you know, leadership is truly helping other people achieve their potential. And you can tell you're doing that you're leading over a thousand people. Right. And that's really Difficult, because that's a thousand different needs, a thousand different personalities, a thousand different goals. Right. Some similarity, of course, across them. But I'm curious, like, how do you try to cut through the noise that is happening in the industry and get your agents productive, right? Not just busy, not just scared, but actually productive. Like what's working for you right now when you're talking to agents?
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A
Well, I think it starts with getting to know your people that you're surrounding yourself with. And you know, we talk about real estate being a relational business, right? And that's not just agents with their clients, but it's also managers, leaders with our clients who are agents. And I love your sign and I love your, your slogan to take action. Because, you know, we say people are at the heart of the real estate. We say that, but do we really take action and make it happen? Do you really get to know the people around you? So one of the things being so honored to serve so many people, I take it a personal responsibility of me to try to know my agents, to try to know our staff, to know them as human beings, to know what their why is, to know what makes them tech. And then we utilize our managers to be that extension, to make it personal because it's a relational and to get someone to move the dial. I've always said training transfers knowledge. And I'm really a trainer at heart. I came from a training background in this industry. After first job was I was a receptionist. True story. We can circle back on that later.
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C
That's the title of the podcast from receptionist to CEO.
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A
Yeah, it's the truth. The truth. But see, training transfers knowledge, but coaching is what transforms the person. So to the question, how do you get people, you know, more productive? Well, one, you've got to know their why, what motivates them as people, why are they rising every day as an independent contractor to come help guide people home and to go through, you know, the points of pain and pleasure that we're called in to help people during moves. And then once you know their why, then how do you help transform them? How do you coach them? And it's a two way dialogue and so much of it comes with listening more than speaking. Because when I can find out what drives you and I can find out what really motivates you and what your why is, we can translate that into how you can be better to serve the people that you're privileged to help make the American dream come true. So I do believe in a lot of accountability. I think accountability is critical. We can have all the greatest plans in the world, but if we don't write them down and track and measure and improve, we're going to be back at square one. And I think, too, it also takes looking at the heart. You said, you know, how do you cut through the noise? And I probably put that as number three. We have to cut through the noise today because it will distract you. It will distract you and stay focused on what matters and what moves the doubt, what matters most. There's a great book on that, and you've got to stay focused on that.
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C
So good. I had breakfast with one of my pastor mentors today, and we were just reminiscing and talking about how it's so crazy how the people that you really, really appreciate that are in your corner are the ones that are not easy on you, but the ones who are truth, truthful with you. And it's like you use accountability. Like, you got to bring accountability. And it's like if you really care about someone. I've struggled with this over the years that you tell yourself you want to be kind, but what you're really doing is creating a narrative for yourself of weakness. Because true kindness is holding people to their potential and to what they said they wanted and like, from an accountability standpoint, which is always so hard as a leader because we always translate motivation, or at least in my mind, you translate it to like a feeling often, but that's not really true. Like, motivation from a feeling perspective comes and goes, or at least it has for me. But it's really discipline. It's really the ability to get people tied back to their why, like you're saying over and over again and speaking the truth. So I love it. I think everything you said is spot on from a leadership standpoint. I like to shift gears a little bit because we're, you know, trying to help agents, you know, grow in their business. And I would love to hear your take on right now in the market. You know, there's different depending on who you follow. It's the worst market ever. It's worst market in 40 years. Most agents aren't doing deals. Where are you focusing agents right now to try to go get business? And what activities are you trying to encourage? Or are your managers underneath you trying to encourage to go get business?
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A
Great, great question. Great focus. Because of the noise. If you get caught up in the noise, you're going to be worried about tomorrow and you're going to be worried about the future. And you lost today. And what you do today is what's Going to plant the seeds in our business, 60, 90 days. So one of the things we really try to hone in on is take control of the activities. Wake up every day with your gratitudes. Right. Let's start with the right mindset because we are going to be encountering people going through difficulties in life. You know, if we're called in at the points of pain, whether it's death, divorce, you know, financial distress, we've got to be able to be able to be an uplifting consultant to guide them with sensitivity, passion and compassion. You know, if we're called in at the points of pleasure, you know, a birth, a job increase, a positive relocation, somebody getting married, somebody, you know, moving and their financial statuses, we're called in at those exciting times, time. So we've got to be focused on who are those people that need us? Who are those people that we could be stewards to, to not only help them with this one transaction today, but be that person that they really are going to view as the guardian of their financial wealth and generational wealth for days to come. And that can be something as simple as having a tracker. You know, at the end of the day, I'm not necessarily concerned. Luke or Josh, did you make 100 calls? Did you have 10 meaningful interactions? Did you make an impact in someone's life? Did you give them valuable information about their real estate equity, about what it takes to get from where they're at to where they want to be? Did you talk to someone who's been in their home longer now than ever that people are living in their homes, about things we should be doing in this, in between? You know, there is always something to do meaningful in our business, and it's not just always helping show a house or list a house, although we say those are the high activities. If you're not showing selling, negotiating or closing, you know, what are you doing? Productive. I have a slightly different take because I think there's so many meaningful moments in between that you can be given guidance and help and asking people questions, asking people, have they thought about their real estate plan. Do you have a plan? Most people are going to tell you no. So now you have a reason to set an appointment to get in front of them, to guide them.
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C
Are you an advocate of, you know, how like the financial planner sits down, you know, usually more than once a year, maybe by, you know, two times a year or quarterly financial advisor does it. Are you an advocate of doing that as a real estate agent? And if so, like, how do you do that? Because the industry, I should say the industry, the consumer, I don't know if they see the real estate agent as a financial planner. Like, no offense and respect, I live in the industry. Right. But it's like, how do you deal with that?
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Well, I think it's twofold. And I had the privilege of being a student of Alan Dalton, who has really helped bring the idea of financial consultative approaches to our industry to not just be on the sales side at the moment of impact, as we say, buying and selling, but really able to step back. And I think it comes from deciding that this is how you want to be known as and educating yourself. How can you turn yourself into a true consultant? What are the questions to ask? What is the pathway to ask? What is the real estate lifestyle planning guide that you can be delivering complimentary to your con, to, to your people? You know, go talk to a financial planner. Real estate is not one of the tenants that they typically will talk to their consumers about their clients about in the portfolio. Think about the people you've sat with. When's the last time? Maybe it's starting with asking a financial planner, can I be that arm when you're consulting?
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C
Oh, that's a great idea.
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It's a great way to start to get the confidence because you can be part of that meeting with someone and then you can take that and learn from it. Same thing with an accountant. You know, when's the last time an accountant said, you know, other than, did you have a tax deduction? Did you buy a house? Do we need to take something off? When you're taxing, you know, surround yourself in spaces where you can be known. And then also with the power of social media today, we didn't have that 31 years ago when I started in this business, but I came out of a education with an mba and so I was kind of trained from the beginning that I could bring a consultative, a financial model to people to help them know that one. I respect their, their equity, I respect their generational wealth. I respect the fact that they're entrusting me as a guardian to protect their net worth and to help them grow as well as make their dreams come true. So reading about it, learning about it. But if you do model what a financial planner has done and study how to become a real estate consultant and financial consultant, you can go to that level. And more times than not, it's asking questions and listening. You know, Luke, where do you see yourself in 10 years with your financial real estate house? What is your portfolio, Josh, going to look like, you know, when you're 80, have you given thought to it?
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C
Come on, Josh.
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All the time.
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See, you're, you're, that's why you take action. But those kind of conversations, beyond when somebody says, how's the market? Or what's going on in the real estate industry. Oh, interest rates.
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C
Well, real estate agents don't ask those questions. Like, no, respectfully, to them, it's like, you are spot on. Like, like I think of Acre Brothers Realty. I'm going to ask my brother Stephen. It's like, hey, are we asking people, hey, how's your real estate portfolio? They'll be like, what? They'll be like, what? What are they talking, what are you talking about?
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Do a poll today. Go on Instagram today. Do a poll. Yeah, you know, what's your 1, 5, 10 year real estate plan?
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C
Yep.
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Do you have a plan?
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C
Yeah. How is your financial asset of real estate trending for you? You know, your brain, your brain, your points have got my brain. I don't know what's happening in your brain, but my brain spinning where I'm thinking, think about the real estate agents opportunity to like, I think of my home insurance right now and what I pay. I really don't know if I have the right home insurance, what I'm actually paying compared to what I should be. And I think about like my H VAC system, my roof. I think about like, Megan and I are just remodeling our kitchen. And I did, I'm, you know, got my friend, real estate agent to come out and I told him this is what I want to do. He hooked me up with a contractor and I was talking to him about is it worth it to spend this much on the kitchen and stuff like that. But if you were sending an update quarterly to your people or even annually sitting down with them and saying, hey, this is what you're spending on your home insurance. And just so you know. I know. And, and then that gives you a perfect opportunity to partner with the property casualty insurance agent. And now you're the wing of that person and same for financial advising. So it really is an awesome opportunity. How do you get agents to do it so twofold?
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One thing, you've got to look at the statistics that we're faced with today in the industry. When I started in Atlanta 20 years ago, about 10 years into my career, the average, you know, person was moving every four to seven years. The statistics from the latest NAR profile of home buyers and sellers is now that that is every 10 to 13 years. Okay, so look at the reality of the facts that we're not called in at the same frequency that we were before to do what you think of when you initially think of a real estate salesperson. Right. So we've got to now reinvent. I'm also, I'm very proud. I'm part of the Home Services of America network. And one of the things that we have really kind of wrapped around is delivering the complete real estate, which again, brokerage is just one piece. Finding the dream home, finding the commercial space, finding the lot, the land. That, that brokerage piece is one component of the wheel. But for the majority of Americans, they're going to need financing. Right. They're going to need mortgage. So we bring those services. There's going to always be title. Right. We're going to need to have the legal. So we bring those services. Force to the model. Then insurance, you just hit it. That should be something. Every year you are having someone do another health checkup.
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C
Yes.
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Just like the equity checkup of your home. And bringing peace of mind with warranty. We also have property management, new homes, commercial. So we try to bring that whole piece into the complete real estate experience. So we're there. Not to mention we want to know all the important things about the community, all the important restaurants, all the important activities, because we are that ambassador. I always love to think I'm kind of a extension of the chamber of commerce, welcoming people in and building communities. Now, to your question, how do you get people to do it? Break it down to actual items. You know, today, if you wake up and your agenda is not booked right. With active clients. Active, pick up the phone, call two people today, say, hey, I'm sending you a real estate review. I took the initiative to give you a breakdown of your portfolio based on the current home that you have. It's complimentary. We'd love to set up time for a coffee or to stop by and meet you and your wife and we can go over it. But this is just something I provide as a consultative service to my top clients. Do two today, do two tomorrow, do two Monday.
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Yep.
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Do two more. All of a sudden, at the end of a year, if you do two a day, think of the number of people whose lives. One, you've touched. Two, you thought of them. Three, you've given them something meaningful that no other professional is providing them. It's not selling, it's serving and it's consulting. And it leads to really fascinating. I've even done it sometimes with financial planners where I would say, I'LL be delighted to give this to you, complimentary for all of your clients in your portfolio.
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C
That's such a good idea. That is such a good idea.
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So it's thinking outside the box. And then you can also take that same to the generational wealth piece.
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C
Like estate planning, you're saying basically is like helping them think of the next generation, think of where they're going to be with this property.
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So those are some niche markets to again, break it down simple. Not make it so nebulous like, oh, I'm going to wake up tomorrow and be a, you know, known as one of Alan Dalton's real estate consultants. Right. But. But what he's teaching is so strong, it's not on.
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C
He has a whole certification now. He's coming out.
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He sure does.
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And it's excellent. Yeah, I mean, it really is. I mean, I think I'm going to release an episod with him here soon that talks about that stuff. But it's spot on to see you as the consultant versus just the, the realtor.
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A
And it elevates. You know, when I began in this industry, and I know the statistics are still out there, you know, I wanted to, to be respected. I was in my 20s, I was trying to make it in an industry and respect was really important and I didn't have the experience, I didn't have, you know, the background, I didn't have the awards and recognitions. But yeah, I had this desire to try to help people. And I'm a second generation realtor, so I had the privilege of watching my mother for 44 years be there in the lives of other people. Not just for one transaction, but for mult first opportunity to serve someone was. She took a rental in 1978. That rental, over the course of her career transitioned into 26 different sales. But if she was here today, she would tell you. But that's. This many marriages, this many children. This is when we moved Aunt Betty here. This is. They even named a pet horse after me. I mean, truly, when you think about that kind of moment, and she can probably still tell you every address, how many bedrooms, how many baths, because she knew her trade.
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C
She was relational.
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Yeah, she was relational. And that's when this career, you know, it's. It's a calling.
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C
Yeah, it's so good. So good. You know, I think about, like all you've been through from receptionist to CEO, and I'm just always curious for myself. Right. Because we all want to be students of success and it's really hard for someone to talk in a third person about their talents. But I'm going to challenge you to do it. Is what do you think it is that separates you as you think back on your journey? And you go, okay, why did you make it and others didn't? Right. Why did you get to the level you're at? And I know there's great mentors and you want to get credit to others, which I totally appreciate characterized. But what do you think it is that, like, you go, yeah, these were the traits. If I was trying to teach my kids, because I have two young kids and one on the way, like, what? What do you see as the keys?
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A
That's a great question. I'm laughing because I keep this picture on my desk. I know I'd show it here, but I don't know if you'll see it, but that was me in 1995 answering the phone as a receptionist.
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C
I love that.
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A
So here's the advice. Answer your phone. If your phone's not ringing, pick up the phone and make proactive calls. Make a commitment every day that there's somebody out there that needs you. There's somebody out there in some way, shape or form you can help, even if it's just calling. And I'm laughing because that says happy birthday. Even if it's just calling to wish him happy birthday. For me, coming out of college with debt, you know, I mean, failure was not an option, right? It was not an option. But you get. You get objections, you get regret. There were several times I wasn't certain that this career was going to be for me, But I remembered thinking, you know, what if others can do it, why can't I? Why can't I learn more? Why can't I try? Why can't I listen? Why can't I have mentors? And so to me, you know, you said something earlier with your pastor about critical conversations. And I had people that I was blessed with in my life that I didn't always like what they said when they said it to me, because they were maybe telling me not exactly what I wanted to hear, but what I ultimately needed to hear. And they had those critical conversations with me that said, deanne, if you focus and just take one client at a time, one opportunity, what that ripple effect will have. If you're not able to handle this one particular client, take a colleague with you. If you're not quite certain how to do something that's outside your wheelhouse, refer it, learn, grow. So, you know, for me, I mean, my mother started teaching me how to answer our Phone at the house. Because, yes, we had, like, a house phone. We didn't have pagers, cell phones, instant messages. We actually had to answer the phone. And so people are relational. They want to have relationships. They want to know people. So I don't know. I'm not the smartest. I'm not the, you know, fastest. I'm not the most. I'm kind of techie. Believe it or not, I'm actually rather techy. But techie, for me, will never replace high touc. So maybe that's the difference was that I just rose and said, I want to serve. And I am a big believer that, you know, bringing someone into home, that is more than bricks and mortar. That is more than dirt and foundation. Right. You know, to me, a closing is not a closed chapter. To me, a closing is when we're opening the doors to the next relationships with these people and how we go deeper in their lives and how we're there for them through the joys and the tribulations. So I view the business as not transactional, and I don't even view it as just relational, because there can be good, bad relationships. Right. You know, and relationships are just connections. But I really look at it being more of a. Of a steward, and I had a mentor tell me that. So that might be the other kind of final point is, at the end of the day, I hope people know that I am going to really try to be a guardian of what's right for them. And sometimes that's telling people, this isn't right for you. This isn't the right time. This isn't the right career. This isn't the right house, and that's almost as rewarding. But I don't know, I just keep trying.
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C
It's so good. So we've done how many episodes do
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B
you think we've done? 600. And I think we're like high 600s.
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C
So, right, 70. We've done a lot of hours of podcasts. What I love. I mean, I hope people go back and even listen again, because there's two themes, really. You could say three.
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B
First is teach your children how to answer the phone. Yeah, I made that mistake, but. And I didn't realize it until my daughter got a cell phone and I called her the first time.
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A
She said, yeah, yeah.
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C
She didn't even say, hello.
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You say, this is Chloe.
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Hello.
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I never had to teach him how
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to answer a home phone.
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C
Well, I was thinking about that the other day in the restaurant. Restaurant. We were in Applebee's, and I was like, my daughter's five. I was like, I need to make her order. Like, I need to get her. Teaching her how to communicate.
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But I'm a mom, too, so that's been probably one of the hardest things to teach as my own children. But we do it. We do it.
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C
It's like the. The highest calling, as they say, you, like, for people listening. Like, if I listen to you, what I just picked up and I try to build frameworks out of what I'm learning from people. One is, you said, if they can do it, I can do it. And I hear that often. Is this, like, I just A mindset of belief, A mindset of, like, it starts there. It starts that you have to believe. And that ties to. What else did you say? You said you believe so much in the value that you're bringing that these people need you, these people want you, these people, like, you have to believe with this mindset. And then number two, it's like, I don't know exactly what to do. I don't know exactly what to say all the time. I don't know exactly who to call, but I just did. I did, because I have a mindset. That's right. That then forced the action. And then the last thing, which I love you close because it literally is a framework. It's. It's basically get your mind right and then just take action and then focus on the impact, focused on the stewarding, focus on the. Like. It's not going to be all about the results, because sometimes it won't pay off monetarily or the way you want it. But you're a steward. You. You're. You're creating impact, and that's the thing that ultimately matters. And so if I'm like, take. If people go rewind and listen, like, that's what you're going to hear. You're gonna. And I've heard it now from enough people that I go, nate, I believe that's it. I believe if you want to be successful, starts with your mindset. Do you believe you can actually do it? And you should believe you can do it, because if somebody else did it, you can definitely do it. And then it's the. You got to believe in the value that you have.
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A
Dude, I'll tell you, we. This past year, again, our company's been in business for over six decades. And I came into this role as CEO just about three and a half, almost four years ago. And through our evolution, who we are as a company has stayed true. Right? I mean, our mission, vision, core, Values have stayed, but we refresh them for kind of the modern times. And our four core values starts with integrity is number one always. Yeah. Number two, it's innovation because we've got to keep innovating. Number three is impact what we're doing. If it's not impactful, why are we doing it right? And then the fourth is not because it's the least important. It's actually the most important underlying at all is people first, relationships above all. And if you do those four things, as we say kind of in our mission vision, it's about, you know, connecting people with the places where life happens and then being there for all of life's moves. And those words to us really resonate for our agents, our clients, our staff. And then of course our tagline, always a good move because good. I want it to be good. I want it to be pure, I want it to be honest, I want it to feel smooth. I don't want to over promise and under deliver. But whatever that move is that you need to make in life, we want it to be connected with our professionals who, I mean they inspire me every day. And I'd say to anyone out there, you know, if you have a burning desire and a passion, surround yourself to my opening comment with people better than you and just, well you find that
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C
like what I love about the integrity thing because it like it translates to joy. I'm learning this a lot and like, you know, we've talked about this and the difference of like, you know, a growth based business and a lifestyle business. In a business like I want to run a business that I'm proud of and that's a business that you believe in what you're doing, you believe in how you're representing it and it that brings you peace, you might not get totally like win the biggest deal all the time or get the most profit all the time, because you could. But when you get the most profit sometimes and you don't do it with absolute integrity, it doesn't bring you peace and joy. It just brings you anxiety and stress. That's all they bring you. And, and it's just interesting that as you mature in life you start learning that more and more. And so if you can start out that way, oh man, it's so much better if you can sort of start out that way. I'm wondering in your years what's what's the, some of the or one of the biggest mistakes you've made?
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A
One, I've made tons. But use every mistake and every failure is an Opportunity to learn. Every time I have failed or every time I have done something wrong, own it. Don't point it. You know, own it. That was a decision I made. Wasn't right, wasn't smart. I didn't get all the information. Learn from it. Learn from it. Ask people. I mean, I'll come off of a presentation or I'll come off of a moment with our agents, or I'll ask, how could I be better for you? What could I have done differently? What could we do better next time? I mean, I. Those questions to me, are probably some of the biggest dowel movers. And, you know, oh, you did a great job. Great. But what could I have done more? What could I have done better?
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C
I love that. I need to start adding that.
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A
Yeah. What could I have done that really would have not only met your expectations, but exceeded them? That's probably one. But I'm also. I'm an old competitive swimmer, and my dad always had a saying, you know, you're not going to win all your races, Deanne, but if, you know, every time you get in the water, you gave it your best, you gave it your all, and that's all you can ask. And when you put your head down on the pillow at night, even on the days that feel like the sky's falling and everything's blowing up, you know, but did you give it your best? And if you gave it your best, if you learned a lesson in the process, you'll be ready for the next tomorrow and there'll be more failures. I mean, that's. That's. It's like change and setbacks and obstacles. I mean, those are givens in life. As Zig Ziglar says, you know, it's not how hard you fall, it's how high you bounce. And, boy, I. I've hit hard a lot of times, you know, and you just. It's that resilience piece. But also know we're all human at the end of the day. We're all gonna make mistakes, and we're all gonna. But, you know, own it and rise tomorrow and try to regain and. And live up to it.
- [31:04]
C
I love that. One last question on my side for you. I know we have to. To wrap up here. I feel like I have a wealth of knowledge in front of me, so I just want to pick your brain. You know, hiring people is one of the hardest things to figure out because, you know, it's so easy in, like, interviews to be fooled or to show your good side. Have you learned any good tricks on, like, Identifying great people and, like, things that you do during interview processes that have helped you Id, like really high potential and great people.
- [31:40]
A
Super question. And you're right. We, we myself, over my 31 years have had the privilege of, you know, I say attracting extraordinary people. And we all know the fallout rate in our industry, too. So I'm on this mission also as a real estate commissioner to overcome that 87% of people are falling out. And this goes for both staff as well as employees. But to that I'll always say to people that I'm talking to, you know, selling a home, selling a massive commercial development, doing the most sophisticated negotiations, truly becomes one of the most simple parts of our business. The complicated part is understanding the psyche of people and understanding really their needs, their desires, and their abilities and putting that forefront. So if I was interviewing you gentlemen, you know, I'd probably ask you three things. You know, one, what's your why? Why do you want to do this? What brought you into this industry at whatever point? That what was the pivot? What was the why? Listen to those answers. It is so telling. Number two, when you're 80, looking back, what do you want your legacy to have been while you're in this industry? Start with the end in mind. Fascinating what they'll say. And then number three, I always ask this question because it was asked to me, are you coachable? And that's giving me permission or our team or our manager's permission to have those critical conversations or to be able to say, hey, you know, we need to perfect, we need to grow? Are you willing to improve? Are you willing to listen and take feedback? And likewise, I got to do the same. I always end it with, please understand, I've learned in my career I have to be coachable as your leader, and I got to be better. So you're going to need to tell me how I can be better for you. Those things. I think those three questions I really do use in my.
- [33:40]
C
That's great. Yeah, it's awesome. Because I've been trying to figure out what are the right questions to ask people? And it's one of the interview questions I've been asking. A lot of the teams that I've been interviewing is like, how do you try to sort out who's good and bad? Because I've made so many mistakes on the people I've hired. And, you know, I don't blame them necessarily. More blame myself of going, okay, I'm not vetting out appropriately who the person is and what they want and what I Need and making sure that's in alignment. So I love those questions.
- [34:12]
A
And don't stay so focused on the skill set they bring. If they're coachable and they bring the right heart and the right passion and the right care and they're hungry to learn, to grow, to serve. We can teach them skills for the most part, you know, or equip them with other people.
- [34:29]
C
Yeah, I'm seeing that more and more. It's, it's, it's. I used to go, it was like I had it in like four things of like energy, call it sales ability. So communication, like sales ability and then hunger. And then I had character. Like those were four things I was looking for. It's like, do they have the right energy? Do they have communication skills like sales ability, Are they hungry? And do they have character? The more I've done this, more I go, all that matters is character and hunger.
- [34:58]
A
It is character.
- [35:00]
C
Being the number one character, being the
- [35:02]
A
number one with different generations entering the workplace that have come from different backgrounds and different ways of growing and learning and interacting with human beings that is, as I say, a unique opportunity for all of us moving forward. So if you nail it, let me know. Let all your listeners know and anyone out there if you've got the magic formula. Let's all share and.
- [35:24]
C
But yeah, so good.
- [35:26]
B
Awesome. Dan, thank you so much for being here today and sharing all of your wisdom. Before we close out, let people know how they can connect with you.
- [35:34]
A
So it's dianegolden.com that's my URL. You can find me also on Instagram, Facebook, LinkedIn, all the above and. But you know what, go on there, get my phone number and call me and I will answer my phone because I really like having voice to voice connections, but love that. Thank you again, gentlemen. I appreciate what y' all do and love, love what you're doing. So thank you everybody. Keep listening.
- [35:58]
B
Thank you. Thank you all so much for listening. You can dive deeper to this episode. Go to staypay podcast.com for the show notes. If you enjoy this episode, make sure to head over to YouTube.com reminder media, subscribe to the channel and give this episode a thumbs up. The best way to show your support is simply to share this episode with someone that you know. If you want to get a hold of me or Luke, you can email us@podcast remindermedia.com and follow us on Instagram. We are at Stay Paid podcast for this episode of Stay Paid. I'm Josh Dyke.
- [36:24]
C
Guys. I'm Luke Acre. Dan, thank you so Much wisdom, so much knowledge. My two action items, because I can't give you one with this much wisdom flowing here on the show. I got to give you two action items here. One is that pick up the phone and call two people. Like you heard Deanne say that. Call two people and. And offer to sit down with them. Do take that initiative and say, hey, I did a analysis on your home. I did a plan, you know, a real estate plan for you. I want to see what you think. I'd love to sit down with you. Just call two people. That's an action item. The other action item, which I think is so golden, go to the insurance agent. Go to the financial advisor or the state planning attorney and offer to be the real estate arm to their practice where you can help educate their clients on their real estate position. What an incredible opportunity, especially for the insurance agent who, no offense to the insurance agents out there, I work with thousands of them. You guys don't keep in touch with your clients as much as you should because you have so many of them. And the real estate agent could add a touch that then elevates your brand. So if you're listening to this, remember the difference between top producers and mediocre producers in every business. Stop Producers. Take action. Take action on that today.
- [37:48]
A
Sam.