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Hey, today I want to talk about one of the most important things that there is, and that is hiring people. I have done everything wrong, and I've done a lot of things right. I've hired some great people and hired some hard people that didn't work out and everything in between. And so I want to just give you guys just a big over overall arcing understanding of what I've done, what I've learned, and I want to frame it inside the idea of it being kind of a what I'll call the 10 Commandments of hiring and managing. I'm going to do a little bit of managing in there because it's not good enough just to hire. You could hire a rock star, an absolute perfect rock star, and still screw up the kind of management a little bit. So I'll talk a little bit about that as well. With that said, let's move on to this thing. Let's have today's masterclass on hiring the Ten Commandments on hiring and managing a Rockstar team. Hiring is like the ultimate asymmetric bet, right? So getting good people in there can make you 10 times or even a hundred times what they cost good people. And having a team around you will help you focus on more of the important things in your business. It's going to help you really scale this thing up and to do more of what you like to do and less of what you don't like to do. And we all know that in our bones, like in our soul, that this is a good idea. Most of us struggle with it because it's not super easy. And I've made every single mistake you could possibly make in hiring. Maybe not everyone. I don't think I ever, like, punched anybody in the face during an interview, but I've made a lot of mistakes in hiring people. And so I'm going to talk to that Today story I often tell. You've heard me say it before, but I'll say it again. I hired an assistant years ago. My very first employee ever hired an assistant. I set her up with a computer. I rented an office for her. She was going to be my digital assistant. Helped me with all sorts of digital stuff and like podcasts. This is back at BiggerPockets days, podcasting and YouTube and all the this stuff. And she's going to compress files down and handle my email and all that. And day one, I'm like, all right, so it's. It's onboarding. Let's do some training. I go to your desktop and she goes, what's that. And I was like, it's. It's like the computer screen. It's like the main page on the computer. And she's like, oh, with all these little cute little button things. I'm like, yeah, those are icons. And I was like, oh, geez. Have you ever used a computer before? She's like, nope, first time. And I'm like, this is great. I hired my very first employee ever had never used a computer. And I hired to be a digital assistant. Thankfully, she was really motherly. She didn't have kids, but she was really motherly. And we were pregnant at this time with Rosie. This was nine years ago. And so we just shifted her. She put together the crib, she went shopping for us, and she became much more of, like, a mother's helper role. But I never did get that assistant right Then I had to wait another year until I tried somebody else screwed up on that one. Tried somebody else screwed up on that one, Hired a virtual assistant over the Philippines. A whole year went by. He did nothing. I didn't know what to have him do, and I didn't even know if he was good or not. He was great, actually. But it took a year for me to figure out how to work with him. I'm going to try to cut that short for all you guys today. And as much as I say that hiring is an asymmetric bet, hiring the wrong person is an asymmetric bet in the other direction, right? You might spend 50 grand or 75 grand or 10,000 or 100,000, whatever it is, and it might cost you hundreds of thousands of dollars in missed opportunities, in stress, in drama, in lawsuits, in a lot of things, right? So it's such a massive piece of leverage. And we're real estate investors. We understand leverage. A small thing moves a big thing. The right person makes all the difference in your life. And so I'm going to go through all the 10 Commandments of Hir, Thought it'd be a more fun way to explain this. And then we'll do some Q and A at the end, we'll just go through it. Does that sound good for everybody? Good. You have no choice. All right, here we go. Number one, Thou shalt hire to buy back thy time, not to fix thy biggest problems. Now, that might sound counterintuitive for those who haven't read the book buy back your time from Dan Martell, but the idea here is simple. Like, you are the expert at your business. You know more than anybody else about your business. I must mean you're all real estate investors, so you know more about what you're doing than. Than anybody else. A lot of people make the mistake, first of all, of going, oh, I can't find deals. I better go hire someone to find deals or I have no money. I better go find somebody to do money. They think of what's their biggest bottleneck, what's their biggest. The biggest lever they could possibly do. Let's go find somebody to do that job. But in reality, again, nobody is going to do that as good as you, at least not right now. I mean, yes, you can find people that do that, and we can get there. But what Dan recommends, and I tend to recommend, it's always worked out the best for me is hiring from the bottom up. You got to get out of your $5 an hour tasks first so you can do $10 an hour tasks. And then you get out of your $10 an hour tasks so you can do 20 and 30 and 50 and 100. And you slowly buy back your time from doing mundane stuff to doing more important stuff, so you're doing the heavier stuff. And eventually you get to the point where you can hire people to find deals and find money for you. Sure. But right now, that's your biggest leverage point. So you need to be freed up from everything else. Stop mowing your lawn, stop going to the grocery store, stop maybe cooking meals again. If you love that stuff, then do that stuff. But we want to buy back our time, get us time freedom. And so the first hire is usually not somebody to find money, deals or whatever. It's usually a personal assistant nanny, a housekeeper, a meal prep person, a landscaper. It's. Those type of things are typically your first hire because they are the biggest leverage points to you, freeing up your time. So thou shalt hire to buy back thy time, not fix thy biggest problems. Moving on. And by the way, take some notes. We'll do Q and A like I said at the end. So if you're like, oh, yeah, I want to ask a question about that, just jot down a note real quick. We will do Q and A, I promise. You could also toss them in the chat area here. That'd be cool too. And I'll try to come back to them. But just in case I don't do that. Yeah, meal prep services are a game changer. I just wish we had one on Maui. We got nothing on Maui. Like, I got one private chef guy who's like, I can do it for you for seven grand a month. No, no, I'm not Gonna do that now in real, I might make more than that if I hired that. I just can't do it. It's principal. I can't do it. All right, moving on. Number two, Thou shalt fully define the role, responsibilities and culture before seeking a candidate. Again, huge mistake that I have made and other people have made, including my very first hire I had and probably all the way up until hires I had. Like this year is I hire someone out of desperation real quick. Like I just need somebody to fix this problem. I got a fire I got to put out, I'm gonna hire someone. And I haven't fully defined exactly what is the actual role. What are the bounds, the left and the right that they are going to work within, what's the container that they operate in? Who do they work underneath? Who is their boss, who's in charge? What is their actual duties and responsibilities on a day to day basis? And then where does that fit within the culture? Like what do I want for somebody? And when I say culture, one thing that we do is we do what's called a PI test. There's a lot of different personality tests you can do. You know, there's the disc profile, that's a great one. We just use one called PI because my business coach was big on that one. And the idea being, well, what type of personality or culture fit would this role be really good for? For example, if I'm looking for somebody to just sit at a computer all day and crunch numbers, that is a different personality from, I need somebody to talk to real estate investors about funding me in open door capital, right? Somebody's gotta be super likable and outgoing and blah, blah, blah, you know, and then the spreadsheet guy needs to be probably is gonna be more quiet, more reserved, more careful, more consider it like they're going to be that. So I want to define what that looks like ahead of time. And maybe I should have said this earlier, I'll say it now. Every one of the roles in this in or the rules here, like the Ten Commandments, you can use just an LLM, which is like ChatGPT, Claude, Gemini, whatever to help you get this nailed. Like every one of these just be like, oh, I need to buy back my time better and I need to know what my first hire is going to be. Help me think through that. Act as a, you know, high level business consultant that helps real estate investors scale. Great. This is the commandment. How do I do it better? It will help you do it better. It'll. You just literally Copy and paste this phrase in there and say, how do I do this better? And what do I need to hire? What do I actually need to hire? Where's actually my bottleneck with my time? Where can I free up my time to do higher dollar per hour stuff? Same thing here. AI can definitely help you build the roles, responsibilities and culture before seeking that candidate. We start there. Hey, Matt Buck, do we still have. I know we had a you an AI tool to help people do this. Did we ever finish that? Let me know. In the chat area. I don't want to like send people there if we don't have it done yet, but by the time this, you know, it should be. If, if it's not done now, it'll be out at some point soon. So if I do put this out as a podcast, then it'll probably be done by now. Uh, yeah, he's gonna hunt down the URL anyway. I mean, honestly, you could just go and do the thing. Same thing. ChatGPT, Claude, whatever. Hey, I need you to help me define the role, responsibilities and culture for a candidate I'm gonna do. I want you to interview me, ask me a bunch of questions, and then help me put together the most world class job description that's ever been created. It will do that for you and it'll be unbelievable. The little AI tool that I made, it does this cool thing where like it does this, it asks you some questions, does this thing, but then it also gives you the test, as I'll come to in a minute, like to try, like what questions to ask them in an interview, what tests to make them do to prove that they're good at that stuff, and a few more things. So. Well, again, you can do all that on your own, but if you want, I made a little cool tool about it. I'll see if I can find it and get it to you later. All right, moving on. Number three. Thou shalt not hire thy buddy, thy relative or loyal sidekick, unless they are truly the best. Again, I've made this mistake so many times. I hire someone because I like them, because they need a job, because I see them and I want to be the savior. Anybody else have savior complex? Anybody else a human here? Like, we want to like, help people, right? So, like, somebody comes in, they're like, oh man, I need a job. And you're like, how do I fit this person into my organization? It's the wrong question. How do I fit them in my organization is the wrong question. I know we want to be good. The better question Is how do I help this person get a job with somebody else? Because here is the reality, and I've said this before, you've heard me say it. There are 8 billion people on the planet. What are the odds that the best person for that role in your company happens to be your buddy? Like, what are the odds, what crazy coincidence that your next door neighbor's cousin happens to be the right guy for the job? It's not. Now, I'm not saying they can't do the job. And I've had friends. Me and Ryan Murdoch got together, we built Opendoor Capital. And that was great. But even Ryan only lasted a couple of years. Cause he wasn't the right guy for that role. And we moved him to a different role. Now he's on the board. Now he's great. But like, I found Ryan and we were like, let's do a business together because we're cool and we like to surf together. That was the basis of our partnership. Brian Murray was a better fit because we were like, well, we don't have any money. Like, we don't have the net worth needed to go get million dollar loans. Brian Murray does. And so he filled that hole and he was great. And then Walker Meadows came in and we did that as well. And so thou shalt not hire thy buddy, relative or loyal sidekick unless they truly are the best. And I promise you, they're almost never the best. There's always somebody better now if they like. Just the other day, actually I had one of my close friends send me a voice memo. Was like, hey, I really want to get involved with your company. Better life, real estate funding. I'm an investor. I understand loans, I understand mortgages, I understand Internet marketing. I want to run this for you. I will help you. And my response back was, I think you'd be incredible at it. However, I cannot hire you because you're my friend. Instead, I will put a job description at some point soon and I will do the rest of the steps we're going to talk about here in a minute. And then you will go through that process. And if you come out the other end, then great, you were meant to be that person. And I will be rooting for you to be that person. But I cannot bypass my rules, my ten commandments. And so one of them is that one. And I really hope that they come out the other end. But I won't use nepotism to bring somebody in because it almost never works. Number four, thou shalt market widely. This is that kind of expanding on that point, thou shalt market widely and intentionally to attract the strongest applicants possible. And so what I want to do is we're all real estate investors. We understand how a funnel works, right? There's 10,000 properties in your town. Out of them, there's 200 that are for sale. Out of them, you're going to analyze 20 of them, you're going to make offers on five of them, and you're going to get one of them accepted. We all know how that works. The same thing is true with people. The bigger your funnel, the more quality applicants you get. So it's not just a quantity, it's also quality. Right. I don't want 10,000 people applying who are all working at McDonald's right now to be CEO of Better Life Real Estate Funding. Right? That would be. That would be tough. However, can I get more than three? Can I get more than three people to jump in and apply and to go through the process of applying that will give me my best shot possible, but I can't. I do not want to market until I have that world class job description which we just talked about a few minutes ago, that fully defined role, responsibilities, culture. That's a job description. Once we have that, we're going to market it everywhere. Monster. Indeed. All over my social medias. You're going to tell everybody you know, you're going to go to people who are world class at this, like Steph, you might hire a recruiter or you could do what Richard Branson does. I love Richard Branson's approach. Uh, he. This is not exactly to this point, but I still like it. He goes and finds the number two at the biggest competitor. So, like, he finds who was, like, who's like, not in charge, but wishes they were in charge, like the coo. So when he built Virgin Cruise Lines, he hired the COO of Carnival Cruise Lines because the CEO is never leaving. They're there for 30 years. They've been there for 20. Like, they're entrenched. The COO just wants a shot. So they offered them. They offer him a co. Again, translate that for our world. How that might work for you, but you might find somebody that's already doing that role in another person's company that you like and respect and guess what? Game on. Go poach them. Like, if they're not good enough to keep them, then that's their problem, not yours. Don't be afraid to poach. In fact, one of my good friends, guy in the 50, he came to me actually, and thankfully he's a Good guy. And he goes, hey, one of your guys I've been talking with and he's frustrated with where he's working at because you're not buying anything and he wants room to grow. If you don't re engage him, he's going to leave you. And I was like, I know, I'm just not buying anything right now. And he was a, he was a, he worked in the investor relations department. And I was like, I'm just not buying anything. I know he's a, he's a rock star. I'm just not buying anything, at least for another six months, maybe more because we're going to stabilize these apartments, which we're doing right now. He goes, all right. And then like two weeks later, guess what happened? I get in, I get a two weeks notice. I think he gave me a month notice, said, hey, I'm going over to that guy and you know what? I wished him well. Good. You're going to learn more from that guy and you're going to learn from me. You're going to get to your work and you know, if I start hiring again, guess what I'm going to do? I'm going to go try to poach him back. He was a rock star. So if I start buying again then, and if I'm not good enough to get them back then, then shame on me, I'm not good enough to get em back. So anyway, point being though is we want to get a lot of people to look at the job. It's a funnel. The more people get in, the better. Number five. Thou shalt run applicants through a thoughtful series of tests to evaluate skill, experience, mindset and culture fit. We call this at Opendoor Capital, the gauntlet. You gotta run the gauntlet. And what's fascinating is how many people we can get in the top of the gauntlet or the top of the funnel and how many people end up getting out the bottom. It's shocking. If you want to be in the top 10 people to apply for one of Opendoor Capital's jobs, you only have to do the work. It doesn't have to be good. Like that's how many people. Let me explain what I mean. We'll get 800 people to apply for a role. The first test, we say submit a video explaining why you're the best person for this job. Out of 800 people, 400 will not submit the video. Gone. Or they'll misread it, they misunderstand it, no attention to detail. They'll submit a PDF instead of a Video or whatever. Okay, those are people gone out of the 400 left. The next test is like, hey, go do X, Y, Z. Now, each test is increasingly difficult, takes increasingly more time, but each one points to a skill or a experience or a mindset or a culture thing that we want to know and we want to evaluate. So if I'm hiring a finance person, I might say, hey, I don't even know. I'm not hiring finance people. But if I'm probably say something like, hey, check out this spreadsheet, or make me a spreadsheet with a basic profit loss that looks like, blah, blah, blah. Now, if that task is gonna take more than one hour, we'll pay him for it. I'll pay him usually, like, a hundred bucks an hour. I'll be like, hey, I'll give you a hundred bucks to do this. Should take you about an hour. Don't take more than an hour. In fact, that's a key there too. You tell them, don't take more than an hour, because I don't want them later going, oh, I worked for four hours, and you only paid me a hundred bucks. So it's like 25 bucks an hour. I'm like, well, I told you to work for one hour and stop. That's part of the test. I want to see how fast you work. Like, I want to see, can you do this in an hour? And I want to see if you're going to complain about it if you didn't and if you didn't finish. I want to see if you follow directions. So, again, it's part of the test. I'll pay it if it's more than an hour. Otherwise, look, when Google hires somebody, do you think they pay them to do these 16 tests across 16 different people, not test interviews, and take 30 hours of that person's time, plus usually a flight or two. Do you think they pay them for that? No, they cover their costs of flying in for an interview maybe, but they don't pay them for the 30 hours a week, so. Or 30 hours of work to have somebody, like, apply. I don't either. Unless, again, if it's gonna take more than an hour, I don't want to take advantage of people. So we'll pay them there. So again, we call this the gauntlet. And so the first one, we might get 800 applicants. Then we have 400 people do the first test, 200 do the second test, 100 do the third test, 25 do the fourth test. We sometimes do up to seven or eight tests because I want to whittle people down, I want to burn them out. I want to get them tired of doing the tests. I want to see who's got the stamina to push through that really wants the job. And again, they don't take a lot of time, but they take a little bit of time and they get increasingly maybe difficult anyway. At the end of the day we get about 10 people and again we don't even look at the early tests necessarily. Like it's just did you do it or did you not do it? And if you didn't do it then we don't move you on. All I want to know is are you doing the work? So that's the gauntlet idea. Moving on. Number six, thou shalt be delegate responsibilities, not merely tasks. I love this concept of like if I want to hire someone, say hey, I want you to go and book me a flight. Let's say it's a personal assistant, I want you to go book me a flight. That's fine, she will go do that. My assistant Kat, she'll go do that. But instead Kat is in charge of my travel. That's a different, that's a responsibility. She is the end all, be all responsible for my travel. As part of that, she handles all aspects of it. You see, when I say can you go book me a flight to Atlanta? Probably like the 5 o' clock, I saw 5am flight, let's do that one and you know, book me somewhere, you know, whatever, comfort plus, she'll go do that. The problem with that is what if first class was the same price? Well, she's not going to do first class because I didn't give her a responsibility. I gave her a task. She's going to go execute the task just fine. But the beauty of a human being, especially over like AI right now or other automation is a human being can think. And when you get a good person and you give them a responsibility, you are in charge of investor relations, you are in charge of raising capital. You are in charge of finding deals, of underwriting. You are in charge of my lawn. I didn't ask you to come cut my lawn. I asked you to be in charge of making my lawn look like a five star resort. And then it's my job to cast the vision. This is what the vision, this is what 10 out of 10 looks like. This is what your responsibility is, is to execute on my vision. And I'm giving you all the power. You do what you want within that, but I want you to own that thing and Guess what employees love that. Most employees don't like getting tasks. It gives them more joy for the most people if they get a responsibility. And then I don't have to micromanage how they get the thing done. If they do a bad job of it, we'll have that conversation. But delegate responsibilities, not tasks. That was a huge mistake I made early on. It's like I hired a personal assistant and I would just be like, all right, go do this one thing. They come back to me, they're like, okay, now what? All right, go do this other thing. Okay, now what? Instead, like with my one of my vas. That one that didn't work me for a whole year. I paid him for a year. He didn't work for the first year because I never gave him anything. Like once in a while I'd be like, oh yeah, I need this one task done. Go do that task. And he would do it, but it'd take him 10 minutes. And then I'd be like, oh, shoot, now I gotta find another task for him. But I'm busy, I'm not thinking in tasks. And then I was like, hey, can you edit a podcast? He's like, sure. I was like, can you edit every podcast going forward? He's like, sure. And so he became our full time editor, still does some of the editing, bigger pockets and, and better life stuff. So yeah, very cool stuff there with that concept. All right, moving on. Number seven. Thou shalt use an operating system and scorecard to bring order, clarity, accountability and objective performance measurements to the team. That's a big word for just use eos. Like just use eos. I know there's other ones out there and obviously we, we talk a lot about reios within my kind of organizations, which is just a real estate vers. EOS in a lot of ways. Maybe saying that's gonna get me sued, but it's really not the exact same thing. It's like a piece of it. But that's the idea is like you need an operating system and so you need a way to run your business again. Reios, a simple version. If you want a more advanced use eos, it has to do with how we set goals, how do we have alignment, how do we hire, how do we fire, how do we make people show up on time, how do we make sure they're executing well, how do we make sure our meetings are running effectively? An operating system like EOS from the book Traction. If you want to learn all about eos, just retraction from Gina Wickman. That Will change everything. I mean, when we implemented EOS into our business, it just, it moved the needle so much. I can't even explain. I was like 100x results. And I'd also highly recommend not doing it yourself. If you have a team, if you have more than like three people, don't try to do it yourself. Hire an implementer or build an AI chatbot that knows Eos and then have them be your implementer, which is a cool kind of thing. If you're more techy and good with AI, at minimum do that one. So there you go, Number eight. Thou shall hire slow enough to be wise, but fast enough to avoid bottlenecks. I actually don't love the phrase hire slow, fire fast. People say that a lot. I'm like, hire slow. Ish, but fast. Like, I'd rather hire faster and fire faster. Because when you say hire slow, it gives people an excuse to not move forward. So instead of hiring slow, like I'm going to take three months to find somebody. It's. I'm going to move the needle forward every single day on hiring until I find a person. We were trying to find a nanny recently. Trying to get somebody to take a watch over our kids when, you know, when I'm working and Heather needs some help around the house. Not really nanny, it's more of like a house assistant. Take care of some cooking, picking up our mail, taking the car to get the oil change, all that stuff. Yeah, Going grocery shopping for us. So for like three months, four months, we were looking for it. We just couldn't find the person. But to be honest, we were only pushing the needle forward or the ball forward. We're only moving the needle a few yards. I'm mixing metaphors here. Every. It was like me and my wife would get together on a date night. We'd be like, oh yeah, that's right. We gotta do this thing. We gotta put the job description together. And then a week later we'd be like, oh shoot, we still gotta do that job description. And then a week later it's like, okay, job description done. Oh yeah, we gotta post it somewhere. And then we. And finally I was like, this is dumb. What if every day I just did one little thing just to move it forward? Because it's always like a one minute task, right? I've been preaching this for years. All success is a series of one minute tasks. Like send this email, read this document, call that person, jump on this call. It's usually like one to five minute task, simple stuff. You could build a Rocket ship on one minute tasks. I know it's crazy, but you can't think about it. It's all just little stuff. So if we just move them forward every day instead of every week, we'll move seven times faster. If we move forward every hour instead of every day, we'll move forward 24 times faster. No, that's impossible. But you get the point I'm driving at. When you're hiring, we want to do all the steps we just outlined, all the seven that came before this, but we don't want to put a week in between each one. There is a cadence that matters, there's a rhythm that matters. And so we want to hire slow enough to be wise. We're not just going to throw something out there nonchalantly and hope we're going to get it. We do all seven commandments that we talked about so far and then we just move forward quickly by shortening the dead space in between actions. We don't move forward by skipping steps. We don't go fast that way we move forward faster by shortening the dead space in between actions. And that's true for real estate too. If you're trying to buy your 5th deal, 10th deal, 100th deal, 1st deal. The reality is if you just shorten the dead space in between actions, you will dramatically increase your success. That applies to almost every area of your life, is shrink the dead space, don't cut corners. And that's how we get things done faster. Same thing. Think about a remodel. It's like saying if you want to remodel a house, if your contractor only shows up once every two weeks for a day, it's going to work a lot slower. If he shows up every day, it's going to work way faster. If he brings three people to show up every day, it's going to go way faster. Same principle across every area of your life. Number nine, thou shalt recruit continuously, not only when desperate. Anybody else ever like only think about hiring when you're stressed? It's like, what if we instead shifted our mindset and said, no, I'm a recruiter, I'm a talent scout. All I do is look for talent. That's my number one job from this point forward is to be a talent scout. I look for talent all the time, everywhere. And I get to know people and I meet people and I think, how could I work with this person someday? How can we work together? How can we find a way? And 99% of the time the answer is no. But for Most of you who I met in person here at the REI summit recently, that thought went through my head with every. Almost every single person is, I wonder if we could do work together. I wonder how we would do that. I wonder what they're good at. I wonder what I'm good at. I wonder where my missing holes are. And again, I'm not saying we just go and hire a person we meet because they fill a hole. Right. That would violate the other commandments. But I want to collect people, contacts. That's literally what networking is, because I don't know whether I'll fit in the future. And so down the road, I'm going to have a job opening, and I'm going to say, hey, I really need to hire for this role. And I'm going to say, oh, you know what? I met Joe H. At the REI summit, and he was really awesome about this thing we talked about. I'm going to put him into the Gauntlet. I'm going to send him it, see if he's interested, and if he is, I'm going to put him in the Gauntlet, let him run through the test, and maybe he'll. We'll work together someday. And sometimes they'll pan out the other side, and sometimes they won't. But that's our job, is to continuously. We want to look for talent all around us. And the higher level you get in business, that becomes more and more your only job is to find people. It's like one skill that you can't really outgrow. You could be, you know, Richard Branson or Donald Trump, and you're still just trying to find talent. And it's hard. The higher you go, the harder it is to find talent, people to fit the right role, because it's just. There's not a lot of people doing it. Joe said I would dominate the Gauntlet. Yeah, you would. All right. But you know what? Also the best. Like, a lot of times the best people, they don't want to run the Gauntlet. They're pretty happy where they're at. So there's kind of, you got to find people at the right moment. And I love this concept. I don't have a point around this. Like, I don't have a commandment, but it goes with this idea is you need to make your vision big enough to fit their vision inside of. Right. My vision has to be big enough to fit my team's vision for their life inside mine. Now, that's alignment, right? So, for example, one of my guys, one of my longest Employees. I've been working for years. Like, his dream is to work only like, part time. As he raises his kids in these, like, the teenage years, he wants to be with his kids. They're like, you know, around 10 years old. And he wants to be there mostly, but he wants to make good money and have an opportunity for it. But he doesn't care about being like a multi. Multimillionaire. He just wants to make good income. And he wants to be set up for retirement someday, but doesn't have a huge plans of buying a private jet or anything. I'm like, perfect. I can work with that. Like, I pulled him in. I've been working with him now for years. And like, I give him what he needs, and he gives me what I need. And we work together really well because his vision fits inside my vision. And so I made it work for him. And so you can do the same thing is find people who your vision can hold theirs. And that's a great company. Number 10, last but not least, thou shall onboard with excellence, lest great hires become mediocre. I actually did this today. I had an onboarding call like 2 hours ago with my new intern. I hired an intern. A paid intern, but I hired an intern. His name is Braden. Shout out to Braden. He came to me from Missouri, and he's gonna be helping me with like, social media, setting up my video cameras, cleaning out our office. We have an office here we're gonna get rid of. Also cleaning that out and then doing like yard work, chicken maintenance stuff around my house. I brought him in to buy back my time from a lot of stuff I was doing. I typically spend about an hour setting up my camera every week for this call or for other calls like this. And so now he's gonna do that so I can just show up. So I have a very clear job description for him. I have exactly the roles and responsibilities. I did a funnel, even though I knew I wouldn't. I knew I wanted this guy. Cause he's. His brother was an intern of mine a few years ago. I knew I wanted him, but I didn't tell anybody on my team that. Instead, I broadcasted it out that I was looking for an intern. I got a bunch of applicants. I hit up this guy and said, hey, I want you to apply here and go through the process. He did. And then I never told my team. But at the very end of the day, my assistant who was running the search comes to me. She's like, hey, I got one guy, head and shoulders above everyone else. I Think he's your guy? I said, who is it? He said, brayden. She said, braden. I'm like, yes. Like, I didn't have to say it because I wanted him to. I knew he was. I knew, I believed that my heart, he was going to emerge, but I didn't want to influence it. So anyway, today we did onboarding and I actually literally just used Claude. You can use ChatGPT or Gemini or whatever. And I said, hey, I need to create an onboarding plan, an agenda for a call I have today with my new intern. And I said, I want you to interview me, ask me questions to get more information about him and his role, and then put together an agenda and an outline of what we're going to talk about today. It said, great. And then I talked to it for 15 minutes back and forth with Claude and it spat out a really nice, like, outline. I was like, perfect. So then I went on there and I got on the call with him and I opened up the Google Doc, I shared my screen and we just went line by line through it. Each part of the onboarding. And then as I think of things, I'll just add it to the Google Doc. I also recorded that conversation so I can take the transcription, upload it to AI that same conversation and say, here's all my onboarding went. Save this. Like I want it for future onboarding for hires, because I said a lot of things that weren't in my thing and we can combine it together so that way next time it'll be go even faster. I won't need to do that whole conversation again when I hire another intern. So thank you everybody for being a part of this. I'll see you next week, if not sooner.