No Broke Months For Salespeople - Close Customers, Not Deals! - Why You Should Focus On Building Partnerships That Last - Josh Cadillac

Episode Date: June 13, 2024

Josh Cadillac is a top-selling agent, real estate coach, national speaker, investor, developer, and author who trains RE professionals on how to Close for Life by building lasting success through extensive knowledge. Josh gives agents the education they need to close deals, survive in this industry, and create loyal customers who will never do business with anyone else. Join us in this episode as Josh discusses Closing customers rather than deals.You can find Josh here in these links:Real Estate SpeakersInstagramClose4Life To find out more about Dan Rochon and the CPI Community, you can check these links:Website: No Broke MonthsPodcast: No Broke Months for Salespeople PodcastInstagram: @donrochonxFacebook: Dan RochonLinkedIn: Dan Rochon

That, that thing is actually one of the fundamental things, right? Because you've answered the question that most agents never even ask, which is what is comfortable rolling out of your shop? I always tell agents that when you got your license in entrepreneurial depth, they never told me this when I got my license, but you become the CEO of your operation. You work under a broker, but not for one. So you've got to take it and answer the

question what your company is about. Welcome to the No Broke Months for Real Estate Agents podcast. Working as a real estate agent can be incredibly rewarding and fulfilling, but it can also be frustrating if you aren't making the money you deserve. So if you're ready to end the stressful cycle of working hard for no results, then get started with a proven step-by-step system so that every month is no broke months. Josh Cadillac is a top-selling agent, real estate coach, national speaker, investor, developer, and author who trains RE professionals on how to close for life by building lasting success through extensive knowledge. Josh gives agents the education

they need to close deals, survive in this industry, and create loyal customers who will never do business with anyone else. Join us in this episode as Josh discusses closing customers rather than deals. My name is Dan Roshan. I'm the host of the No Broke Months podcast, which is a show for real estate agents to help you have no broke months. Thanks for joining me. Enjoy the show. Today, I'm excited. I'm joined with Josh Cadillac, and we're going to talk about how to close customers, not deals, and educate your clientele in a way that when they're ready to buy or sell five, seven years from now, guess what? There's only one name that they think of, and that is yours.

Josh, welcome. How are you, sir? Oh, man, I just love and listen to you preach it, brother, that they got one name. There's only, I'm from New York, Dan. In New York, you got somebody good. You know what you say? I got a guy. You need a plumber. I got a, no, no, you call Tony. You tell Tony, I told You know, when you say, I got a guy, you need a

plumber. I got to, no, no. You call Tony. You tell Tony, I told you to call Tony. Thanks, Gary. Right. Why aren't people saying that about you in real estate? That as a real estate agent should be the question that's keeping you up at night. Not how AI is going to change my business. Real estate is always looking for the next shiny thing to fix the business. Instead of looking at the fundamental things and asking themselves why with all the people I interact with do I have to go out there and keep chasing business why do we have to keep spending so much money advertising for me an advertising budget is a budget of shame this is what I gotta pay people to work with I shouldn't have to pay people so man when you're laying that out there brother you're preaching to the choir

I love it I love it. I love it. So talk to us before we jump into, you know, building those partnerships that last. Talk to us a little bit about Josh. Who are you? When did you get in this business? Tell us a little bit about your journey. Oh, man, the least interesting person in the world, I suppose.

You're the anti-Dosekis guy? Yeah, exactly. I'm the least interesting guy in the world, at least in my own estimation. I try not to talk about myself with anybody um there's too many better things to talk about taking closed business but um got in the business 2008 because i lost everything i wasn't overextended i wasn't in bad positions technically it looked like then again we'd never seen what 2008 uh turned out to be and so lost i say i lost everything i even lost the family home that I grew up, lost it all. What did you lose when you say I lost everything? What did you lose? Lost two restaurants. I lost a commercial office building that I owned. I lost a seven acre multi-bay warehouse. I lost probably 50, $20 million of real estate and had almost nothing

to my name. So when I started in real estate, I didn't have a choice. It had to, I was motivated by that most important of motivators, desperation. And so I had to go in there. And so like, unlike many of the agents I've trained and worked with, I was in there six days a week in the frigging office at a desk, taking every minute of floor time that nobody wanted answering every floor. If I was a real, I was a whore.

I was a real estate whore. If there was a deal, I would take it. I don't care what it was, where it was. I had to make it happen. I had, you know, I didn't have a wife and kids. But the last words my father said to me was, you take care of your mother, your brother, and your sister. So these were the people that were depending upon me.

And frankly, I was captaining the ship when things went sideways. So I felt a tremendous responsibility, not just for myself, but for these folks to come through and produce. So that's who I was. And that's where I started at this time. 2008. 2008. Were you in Florida or New york when you started florida florida okay and tell me about your first year in business first year in business the average agent was doing about 30k that uh something like that whatever the number was of revenue of gross commission right around that i i doubled it my first year while earning in the first two years i earned just about every major real estate designation certification i chased them all because i knew

that i didn't know what the hell i was doing and i knew that my customer didn't deserve that for me like that whole fake it till you make it BS that every broker put, Oh, you're an agent. Now go like your entire sphere. All the people that know, like, and respect you, let them know that you're an agent so that you can experiment on them. Cause they already like, what are they going to do? Not invite you to Thanksgiving when you screw up their deal. Like, I mean, this idea that you could practice with other people,

it just didn't never sat right. Right. And so I try to track it all down. And I doubled what I did in the first year and the second year and doubled that again in my third year. So, you know, got to the place where I was making an easy quarter of a million consistently and was looking around that seeing how the business got run by other people. I was thoroughly confused because I was in the restaurant business for quite a while. And in the restaurant business, I knew how much it cost me to get that person to come in the door. And I knew if they ate in my restaurant and they didn't come back,

I lost money on that cost. I needed them to eat in my restaurant about three, 3.4, 3.5 times in order to break even for the hundreds of mail pieces that I had to send out to get that one person in. So getting them in wasn't the goal. Getting them to come back over and over and over again was. And that was completely counter to everything I learned in real estate. In real estate, it was all how few homes can you show them to get them to put an offer in that you can move forward? Not how to get them the best house, not to get them in an experience where they were like happy not only when they closed, but a year later, five years later, 10 years later. But how did it get them happy enough that they would close?

How to get the paycheck? Yeah, let me ask you something. And I agree with, you know, I agree with what you're sharing. Um, what if I'm a new agent today and your suggestion is don't experiment with your relatives. What do I do? What do I do? I say to you, Dan, let's say you're my family member. You're my friend. Hey, Dan, I'm in real estate.

I know you want to take and sell the house. I know you want me to do it. Dan, could I figure this out? I probably could, Dan, I'm in real estate. I know you want to take and sell this house. I know you want me to do it for you. But Dan, could I figure this out? I probably could, Dan. But I'm going to tell you something. I don't eat, labor, and sleep this yet, Dan. And you don't deserve any less than that. I have this person I'm bringing in on this deal. They're going to work it together with me.

And I'm going to make sure, because this is what they do. They crush at this. No, no, Dan. I don't want you to think about what it's going to cost you. I'm going to pay them. They're going to kick me off my side of the dime because dan you don't deserve less than that i got to make sure you're looked after that's what my business is about that that's how i would that's what your code of ethics actually requires you to do it either requires you to refer to somebody else or hey dan i have no freaking clue what i'm doing they require you

to disclose hey dan i have no freaking idea what i'm doing. They make quite a disclose. Hey, Dan, I have no freaking idea what I'm doing, but I'd really like to earn the commission. Can I experiment with you? I don't feel like that's a compelling disclosure, right? I just had a conversation about two hours ago with a multifamily investor buying apartments. And I, I have, I did one transaction like that once with a partner. And when, you know, when this, this guy's been in my life 15 years, and he came to me, he says, Hey, Dan, can you help me with this? Well, the answer to that was yes. And then the next phone call to that was I called my commercial real estate partner, who's also a real estate attorney. And I said, Hey, Peter, I got this gentleman's

ready. He wants to do this and this and this. Would you like to partner with me on it? And so though I feel, you know, I have, you know, experience since as long as Josh, you know, it's 2007. And I know I could do that deal, but it's not my wheelhouse. It's not my expertise. It's not, I'm not going to see everything that's on the market that somebody who's in a day in a day out is going to see. So even years later, I still partner with people when it's something that's outside my, my expertise or not even my expertise, but my outside of my like day-to-day type operations, because I want to make sure that my clients get the best. Yeah. And that's that, that thing is actually one of the fundamental things, right? Because you've answered the question that most agents never even ask, which is what are you comfortable rolling out of your shop? I always tell agents that when you got your license in entrepreneurial depth, they never told me this when I got my license, but you become the CEO of your operation. You work under a broker, but not for one. So you've got to take

and answer the question, what your company is about, right? So are you going to be Yugo or are you going to be Rolls Royce? Hold on, Josh. First of all, I think we have to translate for some of our younger audience members. Yugo, you're going to have to Google that audience members. It's like, if you know what matchbox cars are, it's slightly bigger. And I think it was a common car was 1990, 85, 87, something like that. Probably made them for a few years. It was. Well, that's what I wanted to translate for us old dudes.

You know, the majority of the audience can understand what a Yugo is. It's the worst car, the lowest quality car ever made. So when you want to say the car is a piece of crap, it's a youth, right? And so when you run the business, when you're the CEO of your operation, in real estate, most agents never answer that question. So what dictates the kind of product that comes off their factory floor is how they feel. At the end, you seem like you have your act together. I try to have mine together. I still have good days and bad days in this business, right?

There's days where my mood is not as good, where everything I touch turns to garbage. And my product quality, if I'm not careful, will suffer because I'm not in the best mood. Unless I've answered the question, what kind of company do I want? What are the standards for my business? The business that I want, what comes off my factory floor? Ferrari does not make slow cars. If it's a slow car, it's not a Ferrari. I'm listening to you talk about how you handle your customers. It sounds like you've settled on the product quality that's come up. I can't do this.

I could do it well enough to get A, but I can't do it well enough to be what comes off my factory floor. I need to take and solve. What am I going to do as a CEO to make sure that what comes out of here is what's allowed to come out? And that, I think, is where the real breakdown has occurred in our industry. We've never trained agents how to be good CEOs, how to answer those fundamental CEO questions that show us what kind of company we're running. And then based upon that, what can come out from our factory. Excuse me for interrupting my own show. You are freaking amazing. And because you're amazing, I'm going to ask for a quick favor.

It'll just take you 30 seconds for you to leave a favorable five-star rating or review on your favorite platform. Then what I'll do is I'll enter you into a raffle where we can meet 45 minutes for a free coaching session. And I'll also give you a copy of the book, Real Estate Evolution, which is the 10-step guide to CPI, consistent and predictable income. Oh, by the way, I'm the author of that book. So if you'd like for me to coach you, give you some nuggets and help you in your business, go ahead and leave a review and you can enter into the monthly raffle to win. I want to ask you about that, but before I do so, what do you do when you're having a bad day? I recognize it as an HR problem.

Because I'm the CEO of my operation, I realize I'm also the staff. And therefore, I need to find great class in case there are more. It's like, I got one. Not only have I had bad days in the past, I can promise you I will have bad days in the future. If I have not planned, if I do not have a plan in place of what I'm going to do to manage the emotional state of this guy who I'm stuck with working for me, I have failed as a CEO to plan for what I know is coming. So for me, I actually will go watch a YouTube video or two. There's a couple of my break glass in case of emergency YouTube videos that I watch to get me back in this.

Make me feel like those days when I used to play football and it'd be near the end of the game and the other team is bigger than us and they've been beating me senseless. I mean, I've been sent across the middle and just, I've had my bell rung all day. I know I'm going to look the next day and be black and blue from stem to third. And that bench man is calling to me. Like I, I, I, I want to be, I need that thing that makes me feel like I can look coach in the eyes and say, you know what coach me back in. I got a couple more plays. Right.

That makes me tap into my courage and my, I don't know, little bit that makes me mad and say, I am not going down with a freaking fight. Tear me to powder, crush me, scatter it to the floor, wins. I got breath left in this body. I'm coming. I got to find how to tap back in. Some days, man, it's just not there. And so that's my job as the CEO of my operation to motivate my staff,

even when I'm a one person operation. What I heard you say, Josh, is when you're feeling down, when you're feeling blue, when the employee of the CEO has a bad day, you simply go to YouTube and look for the No Broke Months podcast and just watch one of those videos. That's what I heard you say, Josh. You know what? I think you nailed it on the head. I think you nailed it on the head. I mean, if I was going to take and be, tell you, I mean, one of my go-tos and just show you how weird,

because this is what it is, you know. I say to people all the time, you don't have to take and justify to anybody else what you look at that gets you back in it. If it's watching a ballet competition, you do you. For me, I watched the 1973 Belmont Stakes. I watched Secretary in that race.

And every time I watch that, every time I watch that, I feel like, you know what? This horse can freaking run too. Let me go. Let me get back out. And that's my place. And that's just me acknowledging, you know, this is what,

this is what works for me. It doesn't have to be, it doesn't have to work for anybody else. What questions do you ask yourself as the CEO? You mentioned earlier that, you know, there's, there's questions that as a CEO, you ask yourself, what are those questions or a few of them? Um, it's a good question. When I, when I was writing the last book, I, I really made me sit down rather than just like experience this. It made me kind of unpack how I got where I was. What are your standards? So what are the standards that you have for you? What, what do you want to be associated with coming out of your business? Are you comfortable just doing deals or do you want to take and get customer loyalty? If that's the case, if you want customer loyalty, what are you

doing to be worthy of that? What are you going to do that if I want to give you the best word that is just not done well in real estate, It's anticipate. We don't anticipate the customer well. In the restaurant business, Dan, I knew. I knew statistically the likelihood of people coming in my restaurant and being hungry was, there was a greater likelihood of them being hungry than the overall population. they could be hangry and hangry is a problem for me because now my reviews are falling they're screaming at my weight my servings it's a huge problem so in anticipation or having never met them i would put bread on the table that free food was on the table to cut that hangry thing off at the knees and not have it be a problem the only way for that bread to make on the table is for me to have judged my customer before I ever met them, anticipated their need, and shown them I know what it's like to be you. Here is my gift to you based upon what I can assume you're probably experienced. I've never had a customer come in, Dan, and been like, how dare you?

This is so racist. This is so prejudiced. You're so judgmental. Why do you have bread on the table? I think in real estate, we're terrified of like fair housing that we can't like anticipate our customer. That's not what that's all about, guys. Great businesses always anticipate their customers.

And for me, that's simply, I anticipate they want to know how the market is and I should know the market better than they do. I should know the market better than they do. I should know the process better than they do. They need to know what the process is. I should understand the investment of this and be able to quantify this for them. That, to me, is the bread on the table. And most agents, their conversation on those three fronts sucks. Oh, interest rates are high.

There's no inventory. So we can go and look at the pretty houses now? Come on, man. Anybody can replace that. You're infinitely replaceable. That's what you're talking about. One of my things is're worried about the transaction they're getting ready to do. They're afraid enough to be willing to separate themselves from that commission. I mean, that commission check is big. They're willing to pay that much money to have somebody take that fear off their plate. That's my job. I hear you.

Basically, I mean, what you're suggesting, Josh, is what we teach in the CPI community is teach to sell. And, you know, it's taken, what is the, you know, before you go out with the buyer consumer, for example, what's the experience that they're likely to have? Because you can anticipate that. And so when you implement teach to sell, it's about having that consultation up front with the buyer. Say, listen, Mr. Buyer, the day that we write that off, it's going to get accepted. You're going to go home. You're going to have dinner with each other. And you're going to probably feel a little anxiety. You go to sleep at night. You could probably toss and turn. And then the next morning, guess what? You're going to get a text from your sister. And your sister's going to say you're a freaking idiot for buying one at 7% interest rates. The home inspector comes and says, boom, 100 things wrong with this property, with this rates. The home inspector comes and says, boom,

100 things wrong with this property, with this home. And then what other buyers do, I know not you, Mr. Buyer, but what other buyers do at that point is they start letting the emotion get into the game of the negotiation. And I know that you are not going to do that because you and I are agreeing up front that when you have that experience, you're perfectly normal. That's the type of conversation to have up front that when you have that experience, you're perfectly normal. Yep. That's the type of conversation to have up front. I totally agree. And one more thing that I like to add to that, Dan, is I actually take and show them a particularly nasty home inspection at the buyer customer consultation before we sign.

Part of the process is saying, hey, because here's the thing. The buyer has no context typically for what to expect in a home inspection, right? And I think they're expecting like two pages, like a cover letter and then a letter from the inside from the home inspector thanking them for letting them see the most perfect home ever. But the problem is, you know, that that buyer sees the home and they're like involved. And then they get the home inspection back and it's like they just found out that the woman has a heroin addiction, just got out of federal prison, is on the sex offender watch list. You watch all the love and passion they had for the house fade away. Well, when I show them the 162-page home inspection report from this previous house that we had, and I say, hey, guys, this is what a home inspection report looks like.

Look at all the red ink in there. I haven't seen that much red ink since my sixth grade English paper, right? This is what you can expect. And theirs comes in, and it's only 34 pages. The wife looks at the husband and says, see, I told you it was a good house, because they have contacts, right? It's getting

out in front of this and remembering, this is one of the most important things for me, Dan, remembering what it was like when you didn't know this stuff, right? When I didn't know the contract, I was scared out of my frigging mind, right? That I got to go explain it and I got to go get somebody to sign it. What are they going to ask me? What don't they know, right?

And so I try to explain it. I want to call them that place because it's the other word that I think makes great agents. Empathy, remembering what it's like to be in their space. Agents are super over-emotional about all kinds of other crap, but not about the empathy of what was it like when I didn't know this, when I was unaware, and how would I

have wanted somebody to explain it to me then? Right? If I'm coming from that place, and then thinking, well, what if I was a little bit of a different kind of a person, and I was in the same emotions? Because not everybody's like, I mean, a lot of people like me, thank God. We all thank God for that, right? In general, right, we need to not only understand it. That's what the classes do sometimes. So a good class teaches you how to understand a thing. A great class teaches you how to understand it and then encourages you to figure out how to understand a thing. A great class teaches you how to understand it and then

encourages you to figure out how to explain it. How do I take a turn what you said and turn it around and say it? Because that's the other thing. I get all these scripts and all this other crap that people hit people with. Here's the problem I learned when I was a young man dating, Dan. There were things that my friends could say to women that if I tried to say that, forget getting slapped, Dan dan i would be in prison if i try forget prison i'd be like in mexican prison like absolutely no phone hey josh you realize that that's your third reference to prison and only one meth uh reference so far i'm enjoying this totally man it's dude it's all about like you say thing right right and so yeah

man i learned that there are things that people can say that I, there, there are planes they can fly and land that I can't land. So it's a matter of me understanding the core of the idea and then figuring out how it's, I can say it in a way that lets me land. Right. I like it building partnerships that last and, you know, focusing on that. You already know 87% of all real estate agents fail in this business. And you also know it doesn't have to be that way. If you're a real estate agent and you're looking for consistent and predictable income,

I invite for you to get your free copy of Real Estate Evolution, the 10-step guide to CPI, consistent and predictable income for real estate agents. And you can do so when you visit www.therealestateevolution.com. I'll share with you your book that I authored to show you the way. Thanks. I know everything we're talking about right now sort of, you know, relays into that yet. What, what does that mean to you? Building partnerships at last? It's man.

It means that they would never even think of picking up the phone and calling anybody else. How do you do that? How do you build that trust? There's three components to it. There's three components to it. Again, answering that question, we also start with what does the customer want in a great agent? I'm going to say trust.

Trust. I mean, it depends. The answer to the question is you got to ask them. You nailed one of them. You nailed one of them, Dan. Absolutely. For me, there's three. There's the one that everybody always told me about, which is crap, but it's important nonetheless, which is rapport. I was taught from the beginning, rapport from when you walk in the door and that was period end of story.

And to me, that's crap. Look, you want rapport, but if I was training you to sell used cars, the first thing I teach you to do is build rapport too. I was teaching you to tell sell timeshares. Look, you want rapport, but if I was training you to sell used cars, the first thing I'd teach you to do is build rapport too. I was teaching you to tell sell timeshares. I teach you to build rapport too, because rapport building, understand guys, is an emotionally manipulative sales technique that's designed to get people to like you, because if they like you, it's harder to say no.

I'm not saying you don't want people to like you. I'm saying if you're doing that up front, you sound just like the used car salesman they think you are. You're playing right into all the negative stereotypes of real estate, which is that real estate agents are lazy, not very smart, overpaid, and all they care about is commission. That's the first negotiation that I'm in. I have to win that negotiation. The way I win it is by not focusing on the report. I focus on the second thing, credibility. That's the first negotiation, establishing that you have done the work before you ever met these people to know how to solve their, to anticipate and solve their problem before you ever met them. The line I love, Dan, is champions are not made in the ring.

They're recognized in it. It's the miles I run and the rope I jump before I step in the ring that makes what happens in the ring a foregone conclusion. I have done all the work before I met these people to make sure that what they should care about, I am an absolute expert at. So when we talk, I can anticipate they want to not make a poor choice. Guys, here, mind-blowing idea. Nobody wants to buy real estate and buy a bad deal. So my ability to talk about the market, where it is, how it got here, and where it looks like it's going, invaluable to a customer.

You talk to a normal real estate agent, that will never come up. Because they're terrified of talking about what makes an agent, what makes a market, and where the market is going. What's the third one? What's the third thing? The one you said already, Dan, the heart is a three, trust. If you get an agent they like who knows their stuff cold, nobody gets a fastball by this person,

and they feel like that agent is looking out for them like their family, what else is there, man? Can't think of anything else they want. Yeah, what do you think about, and I understand what you're saying with the rapport. Yet, what do you think about my definition of rapport, which is a connection of energy, which is authentic and not manipulative? I'm just curious. What are your thoughts about my definition of what rapport is? I love the idea of authenticity because it's brought to that piece that I said before of establishing your standards. If you know what your business is about, that's the part that most

agents don't. They haven't identified it, so they don't even know what they're authentically trying to do. And so without that definition, that's the reason why when I started, when I wrote Close for Life, the three things I think we get wrong, we get ourselves wrong. We forget to be the CEO of our operation and what that means. We get our customer wrong.

We think they want a friend. So we focus on rapport rather than they want a real estate market expert that's a problem solver. And we get our product wrong because if I want to embarrass a real estate agent, the easiest question to ask, so tell me what's good about real estate. And they go like this. And they pull a porky pig. They can't answer. Because let me ask you this. And this is a mind blowing thing when you realize it. When's the last time you saw an advertisement

that talked about what's good about real estate. I'm not sure. Real estate ads are what? Headshot, little house, buy from me, my real estate prowess can melt steel. Everything else, a picture of my dog. It's some gimmick, but nothing about why our customer should buy our product. I'm a product expert. That's what I do. I know real estate and I know how to bring real estate into your life in a way that's going to help you

maximize what real estate can do for you. And if it's not the right thing for you to do, I am totally going to tell you not. You come and tell me you got $300,000 to invest in real estate. I say, do you have any cash anyplace else? And they think, the customer thinks right away, I'm looking for more money. You say, no, that's all I got. All right, look, then you don't have $300,000 to spend. You've got $260,000. I want you to put $40,000 someplace else because the biggest downside of my product is a lack of liquidity. I never want you in a situation where you got no cash and now you're forced to sell your product at a discount because you're cash short. Because I've been a real estate investor, Dan. I absolutely know real estate rich is cash poor. That's the story of my stinking life,

right? And so I want to, that's the difference. Most agents won't have that converse. Oh, you got 300 K. Cool. Let's go buy some. That's what separates it. I think I know my product is not real estate sales. It's customers that would never work with anyone other than me.

That's the close. What are your thoughts about the, so there's a double-edged sword and I've recognized that since day one almost. It seems like it's become sharper, the double-edged sword, which is, you know, our colleagues are seldom professional and educated. And I'm hopefully, you know, I'm not turning people off by saying that, but that is the reality of it. And that provides an opportunity for the professionals to be able to thrive yet from the consumer marketplace, it gives a, you know, sort of a bad rap with the industry. Totally. What do you, what are your thoughts on that, on that double edged sword?

Do you, first of all, do you agree with that perception? And if so, then what are your thoughts? Totally. I think not only is the perception of a real estate agent slightly more trustworthy than a used car salesman and less trustworthy than an ambulance chasing attorney, I think it's well-deserved. And that's the reason why I go in and my first negotiation is not to be perceived as a real estate agent.

I want, I want them to want to shove that round peg of a real estate agent into the round hole in their mind. But I want to be this square peg that just won't fit because I'm going to sit there and tell them, no, let's spend all your money. No, it's not the right time to do a deal. No, spend less, let's do this. Or maybe you need to spend more and do this. I don't know, but we're going to have the conversation to show them that, Dan, before I met them, I jumped so much freaking rope and ran so many freaking miles to make sure that when I got with them, I was the best I could possibly be for them. It's about them. Love it. Clothes for Life. That's your book, right? That's the last book that I just wrote. Yep. How do I get a copy? How does the listener get a copy of that?

Easiest way is going to be obviously Amazon because Amazon has everything. If I'm ever teaching in your area, you can also buy that. I'd actually get my other book for a discount if you get them both together and I can sign up for you. But other than that, those are the two places where they really are. What's your other book's title? The book is called The Roadmap to the American Dream. And that's a book about money investing. It's really where my passion is, is to get more people allocating capital to invest. It's the only way to really get ahead in this country. The investor class just does so well. And so

when I work with a renter, I got to turn into a buyer or I'm a loser as an agent, not because I want to make more sales. I'd rather turn into a buyer and have him buy with somebody else than lead him as a renter because our product is just so stinking great. If they're a, if they're a buyer, I want to turn into a vet a year from now, two years from now, I want them invested, right? That's my job, man, is to upsell and to just get them associated with the greatest product the world has ever seen.

We sell such a great product and we don't freaking talk about it. It drives me nuts. We sell such a great product, and if we don't freaking talk about it, it drives me nuts. We got to get this right. Josh, how can the viewer or the listener get in touch with you? Closeforlife.com or Mastermind is there. It's up and running. A lot of my classes are there.

Ace Investor 1, 2, and 3 are there. 4 and 5 are coming this month. We're doing pop-up sessions pretty much like once a week now on our Slack channel. Got my new book on buyer brokerage agreement objection handling. One of the first times I used AI, I was like, I said to AI, hey, give me all the best objections to buyer brokerage agreements. And then I sat there and I handled every one of those objections, right?

Put it into a book for me because it's coming, right? There's no way around it. Again, anticipate. Get in front of this and have great answers. And if I could give one little tip for agents, because sometimes we have to negotiate with our customer and the pushback gets hard. Don't be afraid to be funny.

Funny is one of the best answers you have. They're sitting there saying, why are you going to charge me so much? Whoa, whoa, whoa. Do you want the Spirit Airlines of real estate agents here? I mean, is that what you're looking for? Is that what you want? Because, I mean, nobody has a good experience the Spirit Airlines of real estate agents here? I mean, is that what you're looking for? I mean, is that what you want? Because I mean, nobody has a good experience with Spirit Airlines. If that's what you're looking for, then I'm obviously not your agent, right? It's funny,

but it gives that pushback, that little right hook of what you're the bargain basement shopper guy. You don't care about quality. I have, right. I mean, we are the match, right? And so it's little stuff like that, that is just so helpful in kind of unwinding these tough personalities. If I can make them laugh and show them, I don't sweat them. I love it. Just Cadillac, close customers, not deals. Thank you for joining me today. Thanks for having me brother. Thanks so much for listening to the no broke months podcast today until the next show i invite

for you to be grateful make good choices help someone have the best day of your life and go find a listing hey i just had the best 45 minutes interviewing dan roshan he's from virginia right outside the DC area. He's been in a stable market for a long time. Within 18 months, he created so much success where he was actually able to buy the brokerage as a real estate agent. Dan is a leader of vision, focus, and passion. His enthusiasm is truly infectious. He just came out with a book for real estate agents to kind of help people pivot. We went through and talked about how to succeed in adversity

from his big traits out there.