No Broke Months For Salespeople - How to Become the Leader People Want to Follow - Josh Dukes

Episode Date: December 19, 2024

Josh Dukes is a founding member of the One Residential Real Estate Team.  As a real estate agent, veteran, and father, Josh has earned vast knowledge and expertise in helping others realize their real estate goals.His 20 years of service as an Army leader and degree in Organizational Leadership lay the foundation for his ability to serve his clients and team members.  Josh is a Certified Negotiation Expert, a Military Relocation Professional, and a Home Staging Expert.Join us in this episode as Josh discusses how you can build a team of people who actually want to be on.You can find Josh in these links belowWebsiteInstagramLinkedIn 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

The leader itself, and in the military, we used to say the speed of the leader, the speed of the pack. The leader has to be setting that pace. So when you're building that team, you know that the people that are on your team can run at that pace with you, right? What I would say is we get people to work together because we continually focus on, you know, what our motto is. And our motto is service above self, all things. Welcome to the No Broke broke months for salespeople podcast, the ultimate destination for salespeople, business people, and entrepreneurs. As you immerse yourself in this show, you'll discover the secrets to unlocking consistent and predictable income.

We reveal the new way to persuade human behavior by mastering the art of the teach-to-sell method. Get ready to transform your approach and achieve unparalleled success. Josh Dukes is a founding member of the One Residential Real Estate team. As a real estate agent, veteran, and father, Josh has earned vast knowledge and expertise in helping others realize their real estate goals. His 20 years of service as an army leader and degree in organizational leadership lay the foundation for his ability to serve his clients and team members. Josh is a certified negotiation expert, a military relocation professional, and a home staging expert. Join us this episode as Josh discusses how you can build a team of people who actually want to be on.

Hello, friends. My name is Dan Rochon. I'm the host of the No Broke Months for Salespeople podcast, where you learn how to teach to sell, which is the new way to persuade human behavior. And when you teach yourself, you're going to unlock consistent and predictable income. You're going to strengthen relationships to achieve self-fulfillment, and you're going to avoid the number one sales mistake to never face rejection again and learn how to use normal linguistic programming to influence and handle difficult people. Welcome to the show.

Today, I'm with Josh Dukes, and he is an inspirational leader in the DMV marketplace. And he and I are going to talk about creating a winning team, how to be able to become a leader that people want to follow. And Josh has been in the business for quite some time. And when I was just actually about to share this with him, when I think about like strong leaders who I know of and know in the marketplace, Josh is, you know, his picture is right there. So, Josh, welcome. How are you, sir? Hey, Dan, first off, thanks for having me. I'm excited to be here. I had two cups of coffee prior, so I should be energetic, ready to go, punching holes in the wall. So this should be fun. I'm really happy to be here, and let's do some talking. So I know that you previously were a leader in the Army, and now you're a founding member of the one residential real estate sales team. And you've really just got a vast knowledge and expertise in helping others, you know, realize their goals.

Talk to us a little bit about like transitioning from the Army into real estate. Like, when was that? What did you learn early on as a, you know, you're always a leader, right? But you also, you know, as a leader, you got to, you know, you got to be the one doing the work, right? And then you got to teach and inspire others and train and mentor and then help them achieve their goals, right? But let's go back to when it was just, you know, not as big of an organization when you're doing more of the grunt work. I use grunt because of the army reference, right? But like, what did you do in the army? And then how'd you get into real estate? And we'll move it up till today. What I do in the army? Okay, so initially I went in the Army to be an Arabic linguist.

And funny enough, it didn't work out. I actually went to basic training, went there, and I was waiting for my clearance to come in. It got held up. And I was at basic training for an extra, like, two or three weeks, which is eternity if you've ever been to basic training. But so I was out there. I was out there for an extra two or three weeks,

and they gave me the option to reclass. I took that option. I became a Patriot missile technician, and I did that for three years. I got deployed overseas, came back, and I, in a previous life, before I joined the Army, I was a musician. And so I always wanted to be in one of the premier Army bands that are here in Washington, D.C. So I had actually before going into a linguist, I had auditioned for the presidential escort band, the Old Guard, which is the Old Guard fight from drum corps.

And I I got I didn't get accepted. I passed the audition, but I didn't get accepted. So I was a drummer beforehand. I auditioned for them. I didn't get selected, but pass the audition. So didn't get accepted so I was a drummer beforehand I auditioned for them I didn't get selected but passed the audition uh so circle back around I had a chance to audition again and I did and I got in and I was gonna so I went in the military in 1997 uh as a patron uh patron missile technician until 2001 and then I got the job here in DC and I never left after, after I got in while I was there,

I rose through the ranks. Uh, and I ended up being, uh, one of three drum majors, uh, for that organization before I retired and I retired in 2017. Now you would ask me about my real estate journey while I was in the old guard, I started thinking, what am I going to do when I get out? And that was around 2014. And Judy, who's my wife, you know, uh, who, uh, we ended up building this great team with prior to one residential. They sat us down and they were like, Hey, we're thinking about getting out of the business soon. We don't trust anybody, uh, to take over our business and bring it to the next level. But we would, we would love to sit down with you and come up with a plan to see if you would like to do that. And so we went to lunch, we talked about it, we really thought about it. And we ended up saying, Hey, we're all in sign us up. And so they started mentoring myself personally. In 2015, I got my license. And we

built a $100 million team, the was Duke's team over the next seven or eight years. And so, which brought us to the point now we have one residential, which I put together with Aaron K. Jones, who had the Aaron K. Jones real estate team. We were best friends because we ended up being productivity coaches over the years in KW Metro Center. So that's how One Residential became what it is today. And the reason why it's one is we put one real estate team and one real estate team together to be one. All right. So in your time, you know, developing One Residential or, you know, the Wise D wise Duke's team and, and, and the things that you learned in, in leadership, what would you say are the key components to creating a winning team?

Key components. Um, number one, everybody on that team needs to have the same outlook. They need to be, they need to be breathing in the same air. When I say the same air, I mean like the same, the same why, the same reason. They need to be there for the same, the same reasons, right? The leader itself, and in the military, we used to say the speed of the leader, the speed of the pack. The leader has to be setting that pace. So when you're building that team, you know that the people that are on your team can run at that pace with you, right? And that you know you can push them and you can continue to move things forward. So I would say key components of that team is that that leader knows their people intimately, almost on a molecular level. They know them almost better than the people know themselves.

And if that's the case and you have folks that are like-minded, they have the ethics and ethos at the same level, then that team will function on a synergistic level that will, you know, like I always tell people, I'm like, when you work on a synergistic level, one doesn't equal two. It equals four, seven, 15. And that's when you are a deadly team in the good sense. Yeah, yeah, yeah effective so how do you so how do you get you have 46 team members we do how do you get 46 team members aligned great question well uh you know i wish my my battle buddy aaron jones was here um what i will tell you is that uh i think it's all about aces in your places, right? You get 46 people to work together, okay? And really, with the admin team, it's 56.

You get all those folks together by working the influence angles, right? And to make sure that the most important thing is always in front of everybody, right? Because, I mean, personalities are personalities, right? I mean, one day somebody thinks they looked at somebody else the wrong way, or somebody got slighted, or somebody wrote a snarky email, right? Those things happen all the time, okay? We're not void of that issue, right? It happens all the time. What I would say is we get people to work together because we continually focus on, um, you know, what our motto is and our motto is service above self, all things, right? Service. It's not about me. It's about them. And so we get people to work

together because we're constantly looking at the service that needs to be directed towards our clients. And then I would like to say that Aaron and I are consistently focused on servicing our agents. And so as long as we're all pushing in the right direction, I think that others emulate that style of how we pour into others. And then everyone on the team pours into each other. You must have, I'm going to assume, I may be wrong on this, right? That you have some sort of turnover, uh, in the, in the agents. Yeah. So what does that look like? And how do you attract agents to join you? What's your avatar of like what type of agent are you looking for? Are you looking for somebody experienced, somebody that's new, somebody that has their own book of business? Walk us through that if you could, please.

Yeah, absolutely. What I would tell you is this, and it's funny, you know, funny you ask that. We're at the end of the year. At the end of the year, what do you do? You're a flag. So Aaron and I were sitting down, we're having lunch with, um, with, uh, one of our good friends, Kate Papkin. And she, and you know, she asked, she's like, you know, how, you know, what's your turnover look like? And, and we said, you know,

it's not that, it's not that bad. Uh, we always aim for retention. We're not a big recruiting team. We're, we would like, we like to say we're a retention team um you know over the over this year uh we lost four agents three to relocation which hey i mean life happens and one to you know like the fit wasn't right anymore um you know and like like let's be honest what does that really mean that's like corporate speak to you know for like you know it just didn't work out anymore it's not it wasn't it wasn't the right fit. What else can I come up? Oh, well, like public way to say that. We focus on the retention big time. And yes, sometimes we make mistakes as an organization. Sometimes, you know, we lose a person, but we always learn from it. We always dissect it.

We like to do exit interviews. We like to figure it out. And do you have like standards of, you know, a production standards, that type of thing with your team members? So interesting. So, no, we don't. We have gone back and forth about this over every year. Should we do production standard? And what we've come up with is that we don't like having a production standard.

We like to have an activity standard. Because we know if you're doing the activities, the money, the production will come. But if you just have a production standard, then people will do some of the most wrong effed up things to make sure they hit their numbers. Or it just becomes this thing that's sitting over top of their head that eventually crushes them. So some people rise to that.

Some people fall to it, right? And so we do the activity standard, and we feel like it has helped with our culture, and it has helped with retention. What is your activity standard? So activity standard is this. Number one, we have three things throughout the week that you need to be at. We've got a morning coffee, which is like kind of a

what happened over the weekend water cooler talk that's on Monday mornings. We have scripted role play on Wednesdays, followed by a lead gen session. And then we have our team meeting and a training hour on Thursday. You have to be like you need to be a part of that. The other standards are you need to interact in our team chats and threads. So we have like a whole bunch of different threads that are chopped up into different topics. And the idea is that you will participate in them because one of the strengths of a team is that we all lean on each other. So like whether that's

somebody needs a showing help, you know, somebody needs showing help this afternoon, or somebody just learned how to open some tricky lockbox that nobody else can you know it's it's it's information we're all helping each other so um those standards are are hard and fast and that's about it that's about it you will show up the activity standards are just showing up the you know sorry i maybe i simplified a little bit, you know, more than I should have. During the lead gen hour, you will lead generate, you know, and the idea is that contacts that are made throughout the week, you know, you will track them. So we're actually just we're starting out with follow up boss, which is going to start helping us track all of our numbers. And everyone will be required to use that to include myself and Aaron. We're starting out with Follow Up Boss, which is going to start helping us track all of our numbers. And everyone will be required to use that, to include myself and Aaron.

So the big thing is that tracking is the activity of 2025 that is the new standard. You have to track everything. And I think it's going to be great for us. Hey, excuse me for interrupting my own show. I just want to break in just for a moment and let you know I would love to meet you. Every single month online, I host a free training session on Zoom where I'm going to invite you to come in and learn the new way to persuade human behavior. I want to demonstrate to you how you can unlock consistent and predictable income and strength of relationships to achieve self-fulfillment,

to be able to avoid the number one sales mistake and never face rejection again, and how to use normal linguistic programming to be able to influence and handle difficult people. So, visit www.nobrokemonths.com. That's nobrokemonths.com so that you can save your seat for one of our upcoming classes and that I can be able to help you to learn how to teach to sell. Again, that's www.nobrokemonths.com. See you online. What's the average production of one of your agents? So average production, well, let's break it down. Average production of a new agent on the team first two years is somewhere around like five to six million.

Any agent that's been on the team over two years is around seven to eight to like seven to eight million. And then like really, if they've been on the team over five years and obviously we put two teams together. So, you know, I'm using that data. Everyone's just about over 10 million that has that is an active agent. We do have some agents that maybe are not active at currently right now. Maybe it's medical, maybe it's family, but like full-time agent that's working, everybody's hitting 10 million, just about or more. In some instances, we have a couple over 20. What's your lowest production? Lowest, well, not being new, not being new. So let's just say I've been on the team a couple of years and I'm going along. I'd say lowest production is probably around like

maybe two to three, three million. What's your average sales price? Like how many transactions? So this year we're going to miss our, we're going to miss our goal by three,

but we're going to do 500 buy and sells this year. You're going to do 497? Is that, is that the number you're going to do for 497? I think, yeah, 497. that is that the number you're gonna do for 497 i think yeah 497 what about the new agents like when you have somebody lasting two years what's uh what does what does that look like for production yeah so uh it runs the gambit and what i will tell you is okay so

from a new agent standard uh first off our mantra is if we get a new agent, this isn't a new agent on the team, but an actual new agent, new licensee, our goal is to have them make $100,000 within the first 12 to 18 months. Now, obviously, they're walking into a machine, okay? So they got a lot of things at their fingertips. The first thing, we do something called 30-60-90, I'm sure you've heard of it before, the KW thing, right? We do a 30-60-90 evaluation, and we have checklists, and they need to do all these different things, include like shadowing, holding an open house,

do all these different things, um, tractor activities. And at the end of the 90 days, if they haven't ratified something and going to closing, then we take an evaluate. We literally sit down and ask, should you be on the team? Should we be in business with you? Is this the right thing for you? Cause like, cause sometimes it's just not, it is just not good. Maybe, maybe, maybe real estate's not your thing. Um, so we do an evaluation and then we decide to push it.

We'll do another 90 days with them. And at that 180 mark, that's the, you know, Hey, you know, it did a lot of courses and walking out or, or, yeah, or, or, Hey, you switch it around. You have two closings and we're good to go. So for a new agent, we're looking at normally about six months to really assess. But that first 90 days is crucial. And what I would say is we have a high success rate. I'd say 75% of agents that we bring into this 30, 60, 90 period make it through that 30, 60, 90, and they're with us, you know, over a year.

Once you get over a year, you know, like the wheels start to really turn. One of the things, Judge, I'm curious about what your opinion is on this. And I've gone back and forth through the years on my own opinion. And so that's why, like, maybe I still haven't, you know, sort of like when you go back and you and Aaron talk about, should we have standards? Should we do, you know, should we, you know, that type of conversation? And I like what you do, the standards on the activity. I think that that's a brilliant way to approach it because the results will, will, they're

an outcome of the activity, right? So just focus on what matters, which is do the thing. Um, yet the, um, the thing that I've been perplexed on is like when you're hiring a new agent, for example, I would rather almost hire an agent that's been in the market, say two years with not quite the success of what they, what they want, but you know, given a machine, given the tools and resources that they can succeed. And the reason for that is because I've had new agents come on the bus and succeed and then not understand the really, really true benefit of what's causing them to succeed.

Have you had that experience or what are your thoughts on that? You nailed it. You nailed it. Yes. We've definitely had that. I think, yeah, it has to do with where is the perspective built, right? And, you know. But to heal the pain so they can appreciate the opportunity.

That's been my experience at least. Correct, correct. I'm generalizing, so I'm not trying to say everyone's like that, but that's been, you know, yeah. We definitely have had that situation a couple of times where I think people didn't realize exactly maybe the value that was surrounding them. And then when they left, some, you know, have done very well.

And ultimately, that's what we want. However, in many instances, many have not. And, you know, or funny enough, what does happen sometimes because we were very tight knit family and we're all very close. So occasionally, sometimes folks do step away from the team. Maybe the team requirements, they can't meet them. Maybe they just had a baby, and they're just like, my life right now. And then sometimes they cycle back. I mean, you know, I have a good friend that just came back after two years,

you know, and I couldn't be more happy for that. And one of the things that they cited was that, yeah, I mean, I can do this by myself, but it sucks. Going D, yeah, it's so much easier to do when you have the right systems, the resources, the opportunity, the leadership, the mentorship, the guidance. What, how many of your agents are part-time versus full-time? So currently right now we have, we're probably at about 70-30.

So 70% full-time, 30% part-time. And, you know, we don't, we always say you're not a part-time agent, you're a dual career agent, just because the mindset around part-time means like, I'm not going to, no, I'm going to do this, you know, half-assed, you know, sorry'm gonna do this no half-assed you know sorry um so

really the the idea is that you know they're dual career agents and we we really stick to that kind of mantra with them so um right so let's let's talk about you know leading right so you have a lot of different components you have a lot of different um um, people. What's like you, Josh Dukes, if I was to ask you, I'm asking you, what's one thing that you've learned about leadership? What would you say? Um, I would say that leading, uh, has to do with influence first and foremost, and anything else is secondary. And I would say that because there are many people that like to be in charge, give or tell people what to do or to set things in motion. But they're not leaders.

They're just, they're taskmasters. And so I think what I've really learned is that leadership is about influence, period. Absolutely hard stop. And if somebody can influence at a high level, it doesn't matter where they are in that bus. They're a leader at heart. And you cannot push from the back. You need to be in the front culling and, uh, you know, influential people, um, that, you know, they kind of have that natural leadership. Um, and I think it gets mixed up with managing as opposed to leading. So I think that the leadership that's underrated, I think it gets mixed up with managing as opposed to leading. So I think that leadership that's underrated, I think sometimes it goes unnoticed until there's a huge problem. And then you realize that there's a void or lack of leadership.

I love that. I mean, it's so spot on. A couple of things about leadership that I've learned is that when I'm attached to an outcome, I'm not a very good leader. When I'm committed to an outcome and accepting, you know, it's like being committed to achieving something that's the right thing to achieve. You know, first, you got to get in alignment with the people that you're leading and make sure that your goals are aligned on. But when I get attached, I get a little bit too intense, a little bit too aggressive. But when I'm committed, then it's about how can I teach somebody how to think so that they can reach their goals?

And it doesn't matter if they even realize that it was me that helped them to achieve that right you have to take your ego out of it it's like i'm not a part of this it's the person who i'm leading and to be able to help them get what they want what they're meant to have however i could do that obviously ethically right but however i can get them there that to me is leadership. What do you, what are your thoughts on that? I'm sure you align. Oh no, no. 100%. And, and I think, I think a couple of phrases sum it up, you know, success through others is if you are a person that succeeds through others, guess what you are? You're a leader. If, if, if you think about others first and you think about the task at hand first and how that will affect others, you're a leader. If you consistently are concerned with the overall greater good of what happens, you're a leader.

And so I think those are the things that need to stay in the forefront of a leader's mind consistently. Why are we doing this? How does it affect the people? And what's the ultimate, ultimate outcome? My name is Dan Roshan, and I have coached thousands of business owners with the Teach Yourself Method. And this method, it works. As as a real estate agent my team and i we have been consistent top producers in our marketplace and one of my proudest accomplishments is my track record of having no broke months since 2008 and all along the way, I've been paying attention, which is why I have written down the step-by-step path for you to follow in the book, Teach to Grow Rich. Increase your influence, avoid the number one.teachtosellnow.com.

That's teachtosellnow.com and get your copy. I'm going to ask you a question, Josh. I'm going to use a word I don't like to use. And so I'm just giving like a pre, because it's just not, it's not an accurate word, but for clarity, uh, I want to use this word. So what's the biggest mistake that you've made as a leader? Oh, oh man. Do we have a whole segment? We're going to do a whole segment on it. Start reset. Give me another two hours. I think that, uh, one big mistake in the beginning of my career is that I wasn't a good follower. And as I started to rise up through the ranks in the military, I realized that to be a good leader, you first need to be a good follower.

And what I take that as is that you need to understand how influence works and how understanding and believing in something works first to then be a leader of that influence and of that purpose that you want to, you know, put out to everybody else. So I was not a good follower at first. I wanted to do my own thing and blah, blah, blah, blah. You know, and I really think that when all that was put together, I realized what a big mistake that was in the beginning. Another one I would say is that, uh, taking things too personally. Um, because when you're a leader, guess what? You're, you're the first person that gets shot at when I don't mean actually shot.

I just mean like, you know, if you're the person that's, Hey, I'd like to rally everyone to make sure that we do this. Here's the reasoning why this is why it's going to be good for everybody. This is what we're going to do. There's always going to be a couple of people that are cheating at you. Like it's a stupid dumb. Why don't you think of that? Blah, blah, blah.

And it used to really, really really really get to me and um I would say that stunt that's what stunted stinted stinted my my leadership growth for a while because it would just burn me so bad that mentally my mindset was was ruined by that and then then once that's ruined then you don't really believe in what you're saying. Like, maybe this isn't true. Maybe I'm not good enough. So I would say taking things too personally and then not having the, the, the tough skin to be able to say, Hey, I'm leading and some people aren't going to like it, but I know this is the right way to go. And I need to make sure my people get there and not be hurt by that. Yeah. It's the evolution of, of leadership where you're leading somebody and you're,

you're getting spit balls at you. And then, um, and then, and then it starts working and then it'd be, you know, and then suddenly it becomes, you know,

their own idea as though it, you know, that, that goes back to the ego of the leader, right? You know, it's like, you're the one that was slowing spit balls.

I mean, now it's working and now you're saying, Hey, this is the best thing in the world. And know and you you can get gratitude but also it's a little bit of a paradox that's right that's right yeah and and and if i could sum it up i mean i think it's like being soft is actually being strong um you know being okay being vulnerable um to your folks to influence how they're, they're thinking is okay too. Like, Hey, you can say like, I can sit there and be like, yeah, I made a bunch of mistakes. Like I suck at this. I suck at that. Yeah. You know, keep working at it, but I got a lot of holes. I got a lot of problems too.

That's not how I was before, but it's absolutely okay. And actually people will take you as real and actually follow you because they know that, yeah, people will take you as real and actually follow you because they know that, yeah, he's got problems too, but so does everybody else. And it's not stopping them. Yeah. I think another thing about leadership is, is if somebody asks you like, Hey Josh, how do I do this? And if you don't know, or like, for me, it's like, if I don't know, I'm like, I haven't got no idea, dude. I was like, we can figure it out, but I ain't got no clue. And so I think like admitting what you know and what you don't know, because sometimes I think, particularly for younger leaders,

that they may think that the leader's got to know everything. And, you know, you BS it, people are going to know, and then they're not going to trust you, and then that defeats the purpose. You know, it goes against exactly what you're intending to do. So just be authentic and honest. What's the biggest challenge you're facing today? Well, if you had asked me this six months ago, we'd be like, oh, well, the NAR, so what are we going to be doing?

So I would say us right now, we are heavily focused on making sure that we have highly highly highly skilled agents to be able to weather any shift or storm that happens to come our way and I and you know I think I'm saying that because you know cycle back six months cycle back eight months we were super proactive in scripting, training, understanding, and also mindset training of like, whatever, like whatever's thrown at us, it doesn't matter. We're good enough. So we will still be here. And then actually, oh, by the way, we will actually excel, which also shows in our numbers this year, because our overall business is up 21%. Now, what we do is we took the two teams from last year, we put the numbers together,

and then took a look at them from this year. So I would say that, you know, our consistent focus right now is being proactive, being forward looking into like what's coming down the landscape. And then as an organization, I'm saying, and then making those small tweaks throughout the organization, whether that be buyer brokering, whether it be new lead cultivation, where's business coming from, and then also fostering new business relationships to make us the place to be as an agent, but also as a forefront runner in the real estate space in Northern Virginia. One last thing. I want to go backwards here for a second about your organizational model.

So just to correct me, because you got, well, you have two leaders. Do you and Aaron have different roles or do you just sort of partner and do you have like one's a COO and one's a CEO or how do you organize that? Great question. And we get this question all the time because people are always like, what's going on? What do they say? Never create a two-headed monster. So what we've done is we've played to our strengths. Okay.

Both of us as CEOs of the separate teams prior to, you know, we wore two hats. We were agent side and we were systems and processes side or admin side. In this situation, the most amazing thing happened. I'm an agent side person. Like, I mean, I just, I love people. I love development. I love mentoring, right? Not that Aaron doesn't because she does, but this is, this is my thing. Like, I, I mean, I'm getting all fired up right now and smiling through the screen right now. Um, she's the admin side. joke like my battle buddy sees the matrix she zeros and ones i tell you what like if you want to know how something fits together just let her in a room she will connect every dot for you in a heartbeat and you will feel stupid at the end so um so we've been able to to divide and conquer and i think i think that is one of the one of the great reasons why our business is up 21 percent when you know a lot of people in the industry were just like, man, I got killed this year.

Yeah. So, um, that, that's how we're, we're set up. Um, she's the president on the CEO. We just had it split up that way, uh, for legal reasons. But, um, in general, we have two sides of the house on the agent side. She's the admin side. One other question about the organization. So thank you for clarifying that. But looking at the 56 team members, right, do you divide that into manageable? You know, I go back to the military, right?

You've got, you know, you've got battalions, battalions, companies, squads, right? And there's nobody that has more than, I mean, a squad leader is the biggest, you know, has the biggest unit or direct members. Right. You know that they're leading. So typically is in segments of four, five is a good number as well. Do you break it down to smaller segments like that? Yeah. So we have it like, say, under me. So it's going to be me, agent side.

And then under me, there there are we have five team leaders. Yeah. And it's broken up from underneath there now we have we have some we have some institutional dysfunction from when we're two teams and we do this right so um we have a there are a couple agents that are under me there are a couple agents that are under aaron not underneath their team later so we're working through by the end of this year we should have that all all figured out but the idea is that it's broken down so that we don't have too many people that plug into one person because obviously you're gonna you're gonna be more fresh more knowledgeable and um more clear-headed if you're not plugged into like say 30 people at a time

it's five the number that you're looking for? Five And so it's like five would leave Would leave five Would leave Like okay Yeah five's always been my number as well I don't want to ever lead more than five people And I've always had organizations much larger than five Right and it's like how can I get this

So I have five people that I'm leading And then those five people lead five etc So I think that's It's interesting that you and I Like you know Well it's interesting where you and I, like, you know, it's interesting where you find, like, you know, like we learn the same things, you know, and that's just interesting to me.

Josh, if somebody is looking for an opportunity, if they're in the DMV area and they're looking for a great team to join or just want to, you know, be able to connect with you for whatever reason, how can somebody get in touch with you? Well, two ways. Number one, I would say go to our website. It's onerezre.com. It's onerezre.com.

So it's onerezre.com. And then if not, hey, you can always, here's my cell phone. My cell phone is 703-867-0939. Yeah, you totally can give me a call too. If you type on residential, it's going to pop up. And, you know, we're really proud of our website. It's pretty slick. And, you know, you can contact us that way.

Thank you for your time. I really appreciate you. And God bless you. Audience, thank you for your time. Have the best of your life. Be grateful. Make good choices to go help somebody. And I hope today that you really learned at least one lesson about leadership because you are a leader, whether you're a donor or not. Everybody in this world is a leader. You lead somebody, even if it's I'm looking at my dog Ellie right now, right here. And some days that's the only one I'm leading. Right. So we

all lead somebody or some dog, I guess in that case. God bless you. Bye. Thanks for listening to the show today. I am truly passionate about watching great business owners like you and salespeople to grow. And nothing excites me more than hearing your incredible success stories. And I invite for you in fact i dare you to reach out to me on social dan roshan and ask me any question whether you're struggling or just want to share one of those great success stories and i promise you i'll reach back to you so until the next time have the best day of your life be grateful make your choices go help somebody

and let's connect on social. Dan, you are such a fascinating man. I mean, he has this purpose in life to help people achieve their dreams, their greatness, and he doesn't just say it. He actually has steps and mythologies in order for them to follow. Our very special guest in Feature Time Every Day, I cannot even sit in my chair. I'm so excited. Dan Rochon, all the way from beautiful Virginia. Dan, it's an honor to have you on the show.

Thank you so much for taking the time. And what I'm encouraging for you is to focus on who you're being because that's your foundation. And when you focus on that, you're gonna find that you do activities that are gonna lead to the outcome of having whatever it is in this life

that you're looking for.