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Hey guys, it's Michael Valdez. How are you? Come back to our real estate mastery podcast.
My background looks a little different. I'm actually in Mexico giving a speech today.
And I wanted to keep the consistency of this podcast. And today was an incredibly special guest.
And this is going to be, I already know, an incredible conversation.
So I have the one and only Renee Rodriguez, who is one.
of the foremost speakers in the space of personal development. I had the great joy of spending time
with Renee last week, and I cannot wait for this conversation. Renée Rodriguez's brother,
come on in. It's great to be here, my friend. Oh, my goodness. So I got to tell you,
so last week, Renee and I spent time together at an event where Renee was one of the keynotes in New York,
and we had a private dinner that the host had set up. And Renee,
and I figured out that we both had Cuban origin.
And for those of you that don't know, the moment that happens,
Renee is now my brother, literally.
And so it was an incredible, incredible connection.
Renee, I'm so glad you're here.
Happy Monday.
Happy Monday to you, man.
And it is that inexplicable connection that I think is,
it's fun to meet.
It's rare to meet.
And I think that we can probably draw some cool connections between how we build a business
that way with great connections.
It's so true. Well, that's a lot of what you do, right? Connecting with people, teaching people how to connect with people. And we're going to dissect all that. But before we get there, one of the greatest things that I was sitting there mesmerized with you. And in fact, remember, somebody came up and Zudu said this has to be the most intense conversation I've seen with two people. But one of the stories you were telling me was about your mom. And I want you to, I want you to share that story because I've actually not heard you share that.
story a lot and the interviews that you've done in the past. And this is what I think builds the
story for actually what you do and where you've dedicated your life. So tell me about your mom.
So my mother was born in Cuba and lived in Cuba before and after the Cuban Revolution. So she got
a chance to watch a culturally Catholic country turned communist in six months. And we talk about change.
we talk about revolution.
I mean, that happened.
And we all, so many different experiences around the Cuban revolution and what happened.
And a lot of so much sadness around people losing everything they had built and families being,
you know, torn apart and all those things.
But she, she was there and left and went to Germany.
As her father, my grandfather was part of the American Armed Forces.
His way out of Cuba was writing a letter to the president of the United States saying,
if you can get me and my family out of this country, I'll come and fight for yours.
And so I pulled them out.
And so my mother and her sister went on a world tour.
Germany right after the Holocaust.
She was in at one point in Panama, during the Panama Canal crisis,
was in Vegas during the A-bomb testing.
Then she decided to become a nun and was a nun on the border of Haiti.
And here she was like five different countries all before the age of 25.
All of them had something to do with.
war, revolution, change. And that, imagine how that affects somebody growing up and how they see the
world. And so her vision of life and her goal, life was global peace and community. And when she realized
that being a nun, thank God, she realized this for my sake, that wasn't the way that she was going
to achieve it, she left after eight years and started working with migrant labor in southern Florida.
And when you work with migrant labor, it's basically a slave labor with no chains.
And it's people in some way, shape, or form opting into this environment.
And so when you look at that, and she believed it wasn't a conscious opting in.
It was a feeling of learned helplessness and a feeling that, you know, you realize that maybe
you don't have another choice.
And so her mission became, how do you free them and help them free themselves from this?
And that created an approach where it isn't theoretical.
And it wasn't a, here's a quick tip for social media.
It was, here's an idea, let me try it on a group.
It worked, cool, let's do it again.
It didn't work.
What do we do differently?
And over the years, sort of cultivating this process of what real change actually is.
And, I mean, there's so many stories that go with that.
But, you know, of course, when you're dealing with empowering migrant labor in
Southern Florida, there's a certain group that didn't like that.
And that was the KKK, the Ku Klux Klan.
And so one of the ways that she would build community was through music.
There was no budgets in those areas.
So she couldn't, you know, bring money in an investment.
And the energy was low.
There was usually drug and alcohol abuse, massive depression,
what we call learned helplessness.
And I can talk about that from a psychology standpoint.
And it didn't matter if you had a great idea.
If people were in that low energy state, that low frequency, low vibration,
which we've all been, some of us at friends,
way, realized it didn't work.
And so she realized that her first step was to raise a level of energy.
And she found the music, song, a dance, the arts were the instant movement out of that
area.
And she would bring in these street musicians.
I'll provide a picture that you can put on here called Los Gallagheros, which means
the streets, the people from the streets.
And they played the congas and the flute and Maracas.
And me as a kid, you know, a pair of Maracas and a clown face, I would play music.
And the moment they hear the music, they'd be, maybe just look up and all of a sudden,
a little smile would kick in.
And all of a sudden, you'd realize that this person that was just slunched in a corner was a dancer,
he'd be dancing.
She was a singer.
She'd sing.
There was a percussionist over there.
There's a painter.
It was a magician.
And all of this energy just woke up, this community.
And it didn't cost anything.
And so there's so many lessons from business that we pulled from that.
But the certain group that didn't like her, and this is, I'm sure you want to, do you want me to show that?
I would love for you to show that.
That item.
And so I have a, there was that group that KKK didn't like it.
So they realized that this was very powerful.
So they had to stop her.
And they used exactly what they always try to do, which is, you know, bullying people,
scaring people, fear.
And they went after the core of who she was, which was her guitar.
So they broke into her car.
And they stabbed her guitar 17 times and filled it with water.
And so you can see kind of a picture.
I'll try to step back.
I'll put it closer.
You can see if you're watching the video of this,
you can see a lot of the stab.
wounds and, you know, they tried to break it and all sorts of stuff.
So you can see this other side.
But yeah, it was, um, this has stayed with me since, you know, the 80s.
And it's one of those remembrances of, you know, the, the realities of the world where
people don't agree, you know, and especially in a council culture today, where you can
stab people's heart online right now.
And we have to teach people that one, that's not real.
We can move forward through it.
she had that physical reality, but she still did it.
And so there's so many things that we can go and explore about that.
But yeah, that's the general story.
And I get a chance to sort of live her legacy.
So basically the interview is over now.
That's extraordinary.
It was, my God, this is an HBO series about your mom.
The fact that all of that happened before she was 25,
there was something you just said that was real.
Well, it was a ton of things you said that was powerful.
but one of the things that really resonated was the fact that they were slave labor with no chains.
And there's so many things that we ourselves feel enslaved with in things that we do every single day.
No physical chains.
And this is where you dedicated your entire life to.
Now, here's something that is so interesting to me.
You know, you're one of the top speakers in the space of personal development.
And when you start thinking about this, you're the.
only one that truly breaks it down as a science and I want to get into this and so you talk about
behavioral neuroscience that's a huge sort of concept I want you to simplify that for the audience what does
that mean yeah well thank you and so think about it this way like and this comes the first lesson came
from my mother again where 30 years ago she said Renee look at this room and what does everybody
have in common and i'm looking around the room i didn't understand like i was looking at skin color
and culture and what they were dressed, tall, short, fat, skinny.
And she said, no, they all have a brain.
And if you can understand how people's brain works, brains work, life becomes easier.
And so I kind of took that in.
And so I went to school for psychology because I had a really cool psychology teacher in high school.
And then I realized that it wasn't just psychology, which was fascinating.
I wanted to understand the neuroscience of the brain.
And I really wanted to understand the brain and how it worked.
And you realize that a lot of psychology and neuroscience is really more statistics.
So it creates a very logical.
side of your thinking, but I didn't lose sight of what I was had the more passion around
was the applied side.
So there's researchers that get their journals written.
They're very smart, smarter than me.
But there's people like me that are forever curious saying, okay, great study.
What does it mean to me here?
What does it mean to selling?
Because I was selling cookware door to door.
And so I'm like, okay, how's it going to help me close another deal?
How's it going to help me present and get a 2% conversion rate increase, even 1%.
I'll take 1.
And, you know, if I can get 10, that's career changing.
If I can completely shift, that's awesome.
And you start realizing that there's certain circuitry in the brain that functions in a sequence.
There's certain hierarchy in the brain that has to prioritize certain activities and certain attention
things over others.
And so here we are in this world that is so distracted and realizing that our brain
thinks in a certain pattern.
And if we can learn to speak within that pattern, I'll work with the human brain versus
working against it.
And so, you know, something as simple as human connection first.
And so if you look at even the talk I gave at Goldbar, I had people stand up and shake hands first.
And it wasn't about knowledge.
It wasn't about content.
It was about connection.
And if you can connect with the audience around you first, not even with a speaker, then you can do that.
And if, you know, some people noticed that I, before I spoke, because I was an opening speaker, I walked around and I shook the whole front row, not just run.
First five rows, I shook all their hands.
And it spent about 30 minutes just kind of engaging with them as they were going there.
And I even went to the back and took some pictures.
and you know some knew who i was most didn't and which is very normal and but then it was really cool where
somebody were like oh hi thanks and then they would say oh there's that guy that just shook my hand
oh my god i know him and that oh my god i know him and when i do that to an audience and then i come
on stage it's not my first time meeting my audience it's my second and if i hang around afterwards
it's my third and this is where a lot of speakers i think get it wrong where they they rip and dip
They come in, speak, and they leave.
Now, that does a lot for credibility and scarcity, which I totally understand the business
reason for that.
I had to make a really tough choice.
Did I want that feeling of scarcity or did I want the feeling of connection?
And for me, at that point, it's simple.
30 years of connection, I think builds not only a sense of community with people that you
meet, but it builds a deeper connection and something that I think is even more valuable
in the scarcity, which is a sense of loyalty. And so there's a, there's a really cool foundation,
I think, that we can create through that process. But yeah, the neuroscience to me, it's,
there's language sequences we can go into it and give you, I mean, I hope people walk away with
some stuff today, but we can give you some real simple things we can do just based on what we know.
Well, let's talk about that, you know, because I love this and I, and I love what you were talking
about. And I love the fact that, yes, you do now create a deeper sense of connection.
And anyone who does know you talks about you in a way that elevates your brand, if you will,
and who you are because of the way that you make them feel, the way that you've touched them.
Look, even us walking away from a conversation was like, this is one of the greatest people I've ever met.
Right.
And it's sort of like there's this bond now, which is a forever bond, right, because of who you are and what you did.
And so now let's talk about leadership, right?
You have trained thousands and thousands of people, but you also have trained some of the greatest leaders in industry, in business.
What is the commonality that you see there?
And the second part to that is how do you elevate that second tier to go up to that tier?
That's a great question.
You know, what's interesting is that it kind of depends on industry.
Yeah.
And there's a certain maturity level on certain industries.
and that maturity level is truly defined by margin.
And I'll explain by that.
So you get into manufacturing and they're fighting for pennies of margin.
You get into, you know, you can't put a car door on more than once in the auto industry.
It has to go on the first time exactly right every single time.
You can't put it on and have somebody else check to see if you put it on correctly.
It has to go on.
And if not, that car, if you get a half a percentage point loss in quality or,
in cost, in margin, excuse me, the car's no good, the company goes bankrupt.
And so they're thinking very differently.
They're thinking quality.
They're thinking about retention.
They're thinking about how do I treat people so they treat our customers well.
They're thinking about a growth plan and bench strength and career paths.
They're thinking about creating community and culture, knowing and understanding the importance
of communication.
They're not thinking revenue because they already have that, right?
They've got that.
They understand the market is divided from a certain market share, and there's only X amount
of this available.
We position ourselves to get this, and this is what we can count on, and we just have
to manufacture to that number.
And you get into places that have massive volume and, excuse me, massive margins.
And our audience is not going to like what I'm going to say, but mortgage and real estate
is one of those audiences.
And so very rarely do you think and you hear companies talk about culture, talk about communication,
they say those words, but really they're making decisions based on,
is this going to get me my next deal?
And now, one of the things I love about EXP is you and Leo and all the leadership team
that you guys have truly created a model and a culture where if you're in a group of
XP people, you know where you're at.
There's a sense of energy there.
There's a sense of community.
But let's talk about the broker level.
Are they thinking from a community in culture's perspective?
or are they thinking, how do I get that next deal?
Is a real estate agent thinking about culture and connection?
Or are they thinking about where do I get my next one?
Now, what you'll find is the top performers do think that way.
So when revenue sort of handled, they start thinking of there's new levels of complexity
that follow them.
And I get it.
When you're new at this, you better think revenue and sales.
That's exactly where you should be.
Once you've kind of figured that out, now you've got a different challenge of marketing
this expertise to a wider audience.
It's the only way that you grow.
So think sales and marketing or the baseline would be sort of your essential knowledge of understanding how the things work.
Then you got to think about how do I sell this essential knowledge to make money.
That's when you make more than $100,000.
You want to make $250, you better start thinking marketing.
And because now it's in marketing, it's this sales message out to the masses.
And once you've done that well, now you've got a problem, you've got a scaling problem.
So you've got to think teamwork.
And so now you've got a teamwork and being a leader problem.
And now you've got teamwork.
You figured that out.
Now you're going to think, okay, how do I manage this money?
And now I've got to think money and mouth.
and then think about being a true leader of leaving the legacy, which is the top tier.
So this is maturity level of leadership that sort of follows as your income revenue grows
and also really harnessing by the margins within the industry.
I actually love that breakdown of the tiers.
Never quite heard it that way.
So it really is a simplistic bucket that you put it into.
So here's something, and it's almost in that middle ground of, you know, that marketing
and branding, right?
And then one of the things that I thought was so fascinating
is what you talk about of telling your story.
You say that everyone has a story to tell.
And tell me that the idea of anyone listening has a story.
How do you get them to figure out, A, what their story is
and then be how to tell it effectively?
And the truth, I mean, we all have a story because we're all here, right?
So the story is a, you know, beginning.
a middle and an end that happens in multiple cycles.
And so, you know, like there's a story this morning of us getting on, you know, this call.
And if I can chunk it that story of, you know, the beginning was when we met at dinner,
at Charlie, at Charlie Palmer's.
And then we had the text message that we talked this morning and now we're here doing this.
So there's a, there's a little story there.
There's a story like my mother, you know, which she did is your story growing up.
And there's a story of how each one of you listening has a journey to get to exactly where you're at.
Now, where you're at is where you're at.
It's not about, it's judgment involved.
It's not a good, bad, ugly.
It's not better or worse.
It's just where you're at.
And when you realize, so I can tell that story, some people, you'll find people to say,
I really, really have a good story to tell.
And then some people be like, I don't have any story to tell.
I've worked with well over 200,000 people and everyone has a story.
And there's never any need for comparison on that story.
Because with a story, it's like a thing, it's like comparing fingerprints.
Like, why?
Like, well, which mind's better?
you're, it's just, no, this one's mine.
This one's yours.
And the more that I understand yours, the more I understand you, there's where the connection
comes into play.
But story plays a much bigger role.
I'll tell you that everybody has a story, but let me tell you about the role that it plays
and why.
Because like, who cares?
I have a story to tell.
In fact, I tell people, nobody cares about your story.
And it's kind of depicted in this concept.
We know the difference between somebody who's a really good storyteller and someone who loves
to tell stories.
There you go.
And there's a big difference between.
those two, but it's only one thing. And this is the deeper understanding, is that a good storyteller
uses a story, whether it's their own personal story, something happened previously, somebody else
is a third person story, whatever it is, to open up their audience to be receptive to an idea.
And if I can then deliver that idea at the end, you go, wow, that time spent listening to that
story was so worth it because I'll remember this idea. I'll remember this form of value.
If you remove that final piece, all that happened was is that you used my time just to tell me a story.
And when that happens, at the end of that time invested, people are like, and why did I just sit through all that?
And there's this piece.
And so people that love to tell stories, they do it more for themselves, assuming that people are going to get some value out of it.
But somebody who's a really good storyteller uses a story as much as necessary, but as a little possible of that story to do.
deliver a message of value, and then you feel like it was a gift. And so the story was the means by
which to achieve value. That's such an incredible distinction. Incredible, because it also is the
perspective. How did it land? Did you do it for yourself? But it did it do it for someone else?
Yeah. And if you do it for someone else, there's no ego in it. That's right. It's because it's
literally, then you know when to stop telling the story. Like there's, there's so many stories that you
could share, but what am I trying to achieve with this? And it's a, it's a big distinction,
hard one to get, but then the really good ones they get it. So following up on that, that basically
is a definition of influence, right? And one of the things that you say often is that influence
is a science. Now, that fascinated me that statement. So explain that. You can teach influence?
100%. It's, you know, and I have a video that's on Vimeon, I haven't released it yet. But, you know,
people would challenge Renee, you're natural, you're natural.
I'm like, really?
That's like telling a virtuosa on a piano that they're natural.
All the 10 hours a day that they did for 18 years, totally natural.
And they're lucky.
No, it's every story, every one of us has gotten good at something, we're new at first at one point.
So I went back and I found my first video training.
Boy was that painful.
Um, uh, um, um, what was that thing that I said?
Um, that was me.
And I was in my 20s and that was like, or mid 20s and realizing that I'm sitting here trying
to follow my mother who is this most amazing speaker ever me and I'm up there.
I don't have a story.
KKK didn't bother me.
I mean, they did when I was a kid, but I wasn't old enough really to really remember.
I remember the, I mean, they used to shoot at our house.
I remember those things.
But it was like it wasn't something that was truly defining because at that age you're just like,
okay, that's just what happens.
And you really think nothing of it.
And partially because my parents.
My parents didn't, or my mother, my dad wasn't around, didn't put a narrative around it, meaning she didn't make it traumatic.
We didn't have any conversations around trauma.
It was just what happened and we moved forward and we protect ourselves and then they goes on.
But the reality of all of that comes down to understanding that we all started somewhere.
And when we don't see that journey, we start to really, really diminish the hard work that goes into creating that.
And so all of us have that ability.
And so influence, truly, is about understanding that journey and being able to, one,
to capture someone's attention.
Because if I can't capture your attention, how good is the idea?
Think of how many good agents that you know that no one knows about, the good-hearted people,
the ones that truly have the market knowledge that truly care by their customers, man,
but they just haven't learned how to close and they haven't learned their social media,
they haven't learned out of market.
We're just like, can you please, we need you out there.
And so that's what I'm talking to.
You can have a captured attention.
No one knows you exist, especially in today's world.
And then how do I get you to act on that?
So one thing to tell, that's why the story isn't the influence.
The story is the means by which you then get to influence them.
And if you have nothing to offer at the end of that, nothing's moved.
It's like basically, would you plant a seed and cement?
You wouldn't because it wouldn't grow.
Well, that's an idea planted without story first.
It just doesn't grow.
And you know what's interesting.
if I can divert from it.
I did, I explained this concept on two, three posts ago, three days ago on social media.
Now, this post went viral.
Almost, so it's over 500 million, 500,000 views.
Wow.
It's going to get to a million.
And, but the majority, you know, that's why 8,000 likes, those people that like it,
but there's the majority of those comments that were I, I, I used talking about framing.
And I was doing an elementary introduction to the framing about what's your favorite
color and people saying, you know, you'd say blue or red.
And, you know, I said, okay, well, let me show you what framing means.
And then somebody says, what's your color?
I said, you know, I was born in Miami, moved to Minnesota when I was seven years old,
lived Miami, Minnesota at halftime until I was about, you know, 17, 18 years old.
So I never felt at home.
But if I were on a beach and I saw palm trees, I knew, I was close to my friends, my food,
my music, my culture, all the things made me happy.
So palm trees are green.
So my favorite color is green.
And so it was just a way of illustrating in a training environment, what framing can do
to a message.
How I can take a stupid question like, what's your favorite color?
And I can tell you a lot about myself to connect with you in that.
And all the comments are, bro, just giving the message.
This is a fifth degree yapper black belt.
You know, like all, I mean, there's like all these crazy comments about I would have
walked away.
I fell asleep.
I did this all.
And that's what's fascinating is the most common objection I get to those that have
never been in a position that need to influence.
They've never been in a position or maybe even frustrated in blaming other people for
them not listening versus learning how to speak in a way that people actually do that.
Now, was I suggesting that you?
You frame up favorite color all the time?
No.
That's like saying you have a driver, use it for every shot on golf.
No, assess the situation and then pick your tool.
Framing is one of those tools that you choose.
But you have to learn how to assess.
But what's fascinating to your whole point, that is the biggest common objection that
I get to this is saying, not everything needs a frame.
I'm like, well, frames are how we construct reality.
And if I don't offer a frame to you, you're going to choose your own,
which probably doesn't coincide with the meaning of what I was intending.
So I better frame this message first before you do incorrectly.
In fact, you wrote a book about it, Amplify Your Influence.
Tell us about your book.
You mentioned about framing.
I know that's one of the chapters in your book.
What's other highlights of this when you start thinking about the idea of influence as a science?
So, yeah, so the framing is such a deep concept that, and it's so unconscious.
to people because we just accept reality as reality.
But there's a way that reality is constructed.
And we have to.
You know, like when I walked off stage, you know, to kind of build a joke and everybody
kind of froze for a minute.
I was in the middle of the talk and I walked off.
People like, what happened?
What happened?
And the reason the stress went up is because there was a narrative that was happening in
the story and there was no frame around what I just did, which means there was a gap in
that narrative.
And since we use narrative and framing to construct reality, that in essence creates a gap in
reality, which we cannot handle.
So the brain is trained to instantly fill that gap with past experiences based.
And so it makes an assumption of what is most likely going to be the case.
And so if we think about how many gaps are happening in our narrative of the world and how many times I don't see somebody.
There's no way we can just fill all the gaps.
And so our brain has to make these assumptions very quickly, right?
And it's constantly doing that.
And so what happens though is that it's often wrong.
Very often wrong.
And so when we think about, you know, that, that whole piece of leadership truly is about managing and being the trusted source of that narrative gap.
So if I look, I don't know what's happening.
I go to, I go, what's happening?
And you would be a trusted source of saying, okay, what Michael says this, you know, I think we're good.
But somebody that's just coming off the street, it doesn't even own a home, barely has any, you know, net worth to their name.
Not saying the network does everything, but it does is one measure of making some smart decisions.
And they really have just been a complainer that they're not a trusted source for me.
I'm really not going to take a complainer's point of view and what's happening in the marketplace.
If you become somebody who's engaged in fraud or you've done something that's been illegal and you come and tell me that, I'm probably not going to trust you.
But if you're somebody that carries themselves with confidence, you've got a track record of success, you're articulate, you're empathetic and you listen, just more likely it's going to happen.
And so the science is really understanding.
What's the science of trust?
What is the science of communicating in a way that people will listen to you?
And so all of those pieces we cover in the book, from storytelling to the construction of a talk, to, you know, body language, sequencing, timing.
There's so many elements that go into, but it's the underlying piece, too, is very philosophical.
Because if you think about a life with no influence, imagine walking in a room and no one noticing, telling a joke and no one laughing, sharing an idea, no one caring, selling a product, no one buying, casting a vision, and no one following.
it is one of the worst of human experiences to feel that invisible and that insignificant.
And so then you bring influence back.
I walk in a room, people take notice.
I tell the joke, people laugh.
I sell the product, people buy.
I share an idea.
People love it.
I cast a vision and I watch people mobilize and take action.
That's one of the greatest experiences that we could have.
Why?
Because, well, without influence, any of those scenarios, if I'm in a meeting and I feel insignificant,
I'd be like, why I'm in this meeting?
If I'm in a relationship feeling insignificant, I go, why I'm in this relationship?
people feel that way about life why am i here i don't see any significance to what i'm doing that's a sad
place but if i know why i'm here meaning i i do this and i watch that happen and i feel significant
i feel visible i know why i'm here so really we just answer that question of purpose through influence
oh my god i love that because that is the essence of it when you actually start walking through it
blindly, you don't recognize it.
When you become cognizant of it and break it down literally as a science, as you've done,
that makes us face it.
And not only face it, it makes us correct behavior to be able to actually get to where we
want to be.
Yep.
I agree.
You also talk about value a lot.
Define value.
So let's put in two places.
There's, there's, uh, really,
relationship value and the business value. Sometimes both together is exponential. But there's relationship
value, meaning there's the intangible value of a relationship. Somebody listens to it there for me.
I can depend on there's loyalty. There's trust. And, you know, their family. That's a value in and of
itself. The hardest part for people to understand is that that doesn't always equate into business.
And a business is a for-profit entity. Now, the means by which you get to for-profit should embrace the value of
humans, right? Because we're doing business as humans. But there's no, there's no platform. The business
doesn't have a platform without profitability. And so it's somebody that says, well, people over profits.
I hear that. But what if there's no profits? That means that there's no jobs. And if there's no jobs,
people have to go elsewhere. And that's not about saying, I just value money over people. I'm saying,
hey, let's all come together and identify that we do need to create a profitable business so that we can
play in this area together to help people.
And so that's a, that's a mind shift that needs to happen.
And when people just embrace that, it's not about choosing.
It's a, there's a sequence to it so that I can get to this.
Well, life, it's about enjoying life.
Well, sometimes I have to not enjoy life so that I can enjoy life.
I have to not eat all the bad foods and not smoke and not drink, which might be
enjoyable in that moment so that I can enjoy my family and my kids and the things that
really matter.
And so that it's, so that whole piece around, um, what,
that means in how we get to that really is what determines value. Now, if you get into a manufacturing
site, you get into a business, value is determined very simply and only one way on one way and only.
Will the customer pay for it? That's right. Period. And if they don't, it's not valuable. Now,
when you get into manufacturing and you get into Lean Six Sigma and the quality sciences,
the first step in that process is to identify customer value. And then you assess the entire value
Every step that's taken in the process in sales would be from lead to close and afterwards before, during and after the transaction.
That's the value stream.
Manufacturing would be from the, you know, the supply chain in essence and how do we get that all the way to the customer.
And you assess every step in that process with one question.
Does this add value to the customer?
And then you'll get one of three answers.
Well, first, it's either yes or no.
Yes, you keep it.
No, then you have two more questions to answer.
Is it necessary?
Because they call it waste.
Muda is Japanese for waste.
And if it doesn't add value, that means it's Muda.
And so then the Japanese say, okay, so is it type 1 or type 2?
Meaning is it needed for the customer, type 1?
And you keep it.
It's just, we got to make it really efficient as little as possible.
And if it's not needed and it does not add customer or value, they cut it.
And all of a sudden you start getting, well, that's the true streamlining process.
Value, does it, is it, will the customer pay for it?
Type 1 or type 2?
And then we start getting it.
But this is a PhD sort of science approach to it.
but it gives you a really clear sense of what value means.
And the other piece, too, is what Jim Rowan used to say,
is that we don't get paid for the hour.
We get paid for the value we bring to the hour.
And what's the difference between somebody who gets $10 an hour
versus somebody's making $600 million?
There's only one difference.
The value they bring to the marketplace.
Because you're not paid for the hour.
You're not paid because if you were paid for time,
then you could just show up and get paid,
but you're paid for what the,
market determines that you're causing during that time. And the market is also known as reality.
Your industry knows it better. Imagine a customer saying, oh, I want 500,000, but market data says it's worth 300.
We'll sell it. I don't care what you say. The market determines this value. Now, I have a slight
role in my presentation ability, my ability to build trust and my ability to get it out to more people
and my marketing to be able to sort of influence that value a little bit. But I can I can create this
of value, but at the end of the day, there is this comparable thing on this house. Why did I
spend $200,000 more than I should have? And so we have to embrace reality in that sense as well.
But then you go even deeper, you bring relationship value to the business table. Now of a sudden,
we're really able to play. People will say no to a lower price to say yes to you because you're
in something together. And that is really, really cool. Oh, I love that. And it's also the other
component of value and I love what you actually did at your at your speech at gobar where you use the
example of the chicken right it's sort of like you could be a one dollar nugget at a fast food restaurant
or you could be a 150 dollar plate under a glass dome and he'll probably pay that but it's the same
chicken yeah a piece of chicken with no story ends up on a dollar menu at kFC yeah love that
A piece of chicken with a story.
We'll eat it off a tasting menu, and we don't look at the price.
And it's just the story.
And if you look at, you know, everybody listening, there is no patent monopolies in real estate.
There are none.
And there's no true differentiators.
Any technology we could replicate if we wanted to.
And it's the truest definition of all of that is really hard to replicate.
And so what's your differentiator?
It's your story.
Meaning what is the experience around working with you?
What is it?
Like it's now when I say your story, I'm talking a lot more than, well, I was born in Florida.
That's not what I mean.
If that story is a value to the customer, then it is part of the story.
But the story might be when you work with us, you will feel taken care of.
You will feel, uh, uh, you will feel valued and you will feel like you are making the
right decision because we know what we're talking about.
There's a potential story.
We'll prove that to us.
How'd you learn that?
Now tell us a story about how you were able to achieve all that.
And that's part of what part of your story.
I get, I saw you on, on, um, on, um, um, um, um, um, um,
on TV hosting that home.
And I just think, man, that just build a lot of credibility.
So there's part of your story.
So there's so many aspects to approach it from.
Yeah, I love that.
Tell the viewers about your podcast.
I love your podcast here.
Thank you.
Well, I've got, yeah, podcast is, it's fine.
You get on our website, meetrenna.com.
I just realize I have it twice on my thing.
I should probably switch that.
But, yeah, it's on Meetrenna.com and click on it.
It originally started when I was writing the book.
I would write a chapter and then do a podcast about it.
And then write a chapter and do a podcast and find a chapter and do a podcast.
And it was just me talking to the camera.
And then the second season, I started inviting people.
In fact, let's have you on mind.
That would be a fun conversation.
Let's just book that for sure.
And I'm dead serious.
Let's do that.
That'll be fun.
And so I started interviewing people for season two.
People like Hal Elrod and we had Ryan LeVarnway.
He's got a World Series pin.
Who else do we got on there?
Neil Ford, who's one of the top 10 most decorated creative directors in the world.
We've got some really, really cool people that, yeah, so there's that.
And so we're really trying to understand, you know, the aspects of influence that these people have had, you know, through their story.
My job is I try to draw out the essence of the replicable, applicable nuggets that come out of there.
I'm very big on, I mean, I think story is really cool and history is really cool.
But I want to know what can I do with that lesson.
And that's sort of the role I play on the podcast.
Love that.
Now, final question, which I ask all of my guests, and of course, I didn't sort of give it to you beforehand because I love the impromptu of it.
Let's bring it.
In your book of life, what is this chapter called and why?
Damn, that's a good question.
Isn't it good?
Yeah, if this, yeah, because I love thinking of life as a book, and every year you write a book and this, your whole life is a book.
If this chapter was it, and I'm trying to find the word, but I'm feeling like,
like this is, this is, the word that keeps coming to mind, a sense of awakening.
There's a sense of, because I feel like I'm just getting started.
I mean, I'm 30 years into this game.
Yeah.
But for some reason, I feel like I'm brand new.
And I feel like, I'm like, okay, oh, this is how this works.
And there's this awakening that's happening where I'm being called into something bigger.
And so my mother used to always use a term call to power.
So let's go with that, a call to power.
Oh, that's powerful.
Well, I want to end right there with that call to power.
Renee, my brother, what an amazing, amazing time with you.
It really is extraordinary.
For those that don't know you, it's meetrenna.com.
This man is an incredible human being, has touched the lives of so, so many people, including mine.
And I love spending time with you, my brother.
Oh, man.
The honor, the pleasure is mine, man.
doing such great things. I'm excited to
just engage more and I hope
everybody got a lot. Make sure you follow it.
Learn with Renee. I was going to try to shift
that, but I don't know how to do that.
There it is. No, no, but meet Renee. Meet rennet.com is
a website, but you can follow me on Instagram on Learn
with Renee. There you go.
All right, my brother. Thank you so much.
Thank you, my friend. See you very soon.