← Your Daily Real Estate Podcast with Tristan Ahumada
Your Daily Real Estate Podcast with Tristan Ahumada
Episode 729: The 6-Step System Behind 100M Real Estate Teams
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We're back. This is part two of two. Building out a real estate team. I simplified it into six core things. Obviously, I've had a team for 2008, 2009, around there, and I failed many times on having the team. We've produced easily over 100 million in volume and then produced almost nothing. So I've crashed, I've made it. It's been amazing. It's been terrible. Telling you from experience, This is episode 729. If you need this, message me on Instagram. I'll send it over to you. If you're watching the short on this, just put in the comments. 729. I'll send you over the Google Doc. It's combined with 728. Six things. I'm Tristan. This is your daily real estate. It's a podcast, it's a show. Here we go, number four. Oh, here we go. Rhymed with that. I like it. All right, number four, training and support systems. That's number four. What I have here. Simple. When I created the team, my team, at the beginning, I thought I would hire somebody and they would create the systems for me. In fact, that's exactly what I told them to do. I'm like, hey, you're hired. Do you mean a favor? Mmm. Create systems for me. That was mine. Those were my instructions. It was terrible. They're like, what do you mean, systems? I'm like, you know, systems. So thank goodness again for ChatGPT, because you can say, well, in a real estate team, what are the systems and training and processes that we need in place? Please itemize it. And which one would I start with? Right. So for me, I would say, well, have a real onboarding process. That's number one. That's where everyone gets stuck. Because the onboarding either doesn't take care of the training, it doesn't take care of the showcasing all the things your team has to offer. Who's doing this? I think that's where initially you're a small team, you've only got one admin. It's either going to be you and the admin or the admin or a combination, like I said, of both. But ongoing training, like that's important in this training and support system. Who's doing the ongoing training? It can't be you directing people to YouTube and saying, Watch that over there. People. Most real estate agents are people to people, in person, type things, and they need training, they need to connect, they need to feel like they're moving forward, because when they feel that they're Connected to somebody else, leadership. They feel like they're significant. They feel like they're part of something. This whole training and support system is very psychological. You've got to be careful for this because your team members. I even wrote this down to tell you specifically, your team members need to know how you do business and have the tools to succeed. That's the key to this one. They're not going to know it by reading something. They're going to know it by watching you. They're going to know it by being trained by you. They're going to know it because you're involved in this at the beginning, at this point with Mark Raider on the team and Luis and everybody else. We've been together for so long, 10 years plus. Like, they know, like, they function. They function just like I would, but it's. It took so long to get there. Number five, accountability and expectations. This is a tough one because we don't usually gravitate to confrontations. We don't usually gravitate to difficult conversations. But I need you from the beginning to set clear activity metrics. I know they're part of a team. They're not staff, they're not employees. They're just part of a team. But the metrics should revolve around the opportunities that you're giving people. Hey, these opportunities are based on the actions that you do. And so when you set clear activity metrics, production goals and team standards from day one, people will know how they need to show up. And if they don't show up for that, it's okay. Listen, you're not going to get the opportunities that I have because they're only going to the people that are showing up. This is an independent contractor agreement. You can do whatever you want. But me, I can also do whatever I want and reward those people that are going to be closing transactions. Because I'm in the business of making more business for the people that want to work and show up a certain way. That's important. Make sure you get that down from the very beginning. That's number five and number six. Again, there are way more than this. But I try to bring in the core six so that you can at least work on these six. Transaction coordination. Get admin and transaction support in place early. For me, my first hire, before I even started a team was a transaction coordinator. I hired a tc. I actually hired them. They were my TC admin, and they did all my paperwork. And so you want to have somebody that controls all the paperwork so that it's all central and that the agents that you have on the team can focus in continuing to build relationships, not that they have to worry about paperwork. And where did I put this? Where did I put that? Your job is to build relationships to grow this business, not to get buried in paperwork. And the next step from that if I want to do 7, 8, 9, 10 would be, you know, start building out this team. Where is most of your business coming from? Past clients. Great. Get a concierge, online leads. Great. Get a lead conversion person, an ads person, marketing person, a social media person. You start building out this amazing team. And this is from personal experience. You get to keep a lot of the amazing agents that you have because you're doing all the heavy lifting for them. This is episode 729. If you need this, just message me on Instagram. I'll send this over to you. Have an awesome day.