No Broke Months For Salespeople - Real Estate Leadership Secrets to Building a Winning $10M Team

Episode Date: January 16, 2025

Discover the secrets behind building a high-performing real estate team with Josh Dukes, leader of the DMV market’s thriving group, One Residential. In this powerful episode, we interview Josh on his inspiring journey from military service to managing a $10M production standard team that completes 500 transactions annually.Josh reveals the essential pillars of real estate team success, learn actionable strategies to develop leadership skills, create a winning team culture, and achieve consistent business growth.With a mantra of “service, above self”, Josh shares how to align ethics and activity standards within your team, ensuring every member contributes to a larger shared goal. This episode is perfect for team leaders, real estate professionals, and entrepreneurs looking to master leadership, team building, and business growth strategies.Episode Highlights:[00:00] – Introduction to Real Estate Leadership Strategies[02:15] – Military Precision Meets Real Estate: Josh Dukes’ Journey[07:45] – Building a $10M Real Estate Team: Key Pillars of Success[15:30] – Retain Top Agents: Secrets to Real Estate Team Retention[22:00] – Leadership Training for Real Estate Agents: Proactive Strategies[28:40] – Overcoming Market Challenges: Real Estate Growth Tactics[35:10] – Final Leadership Insights and Contact Details for Josh Dukes 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

Tracking is the activity of 2025 that is the new standard. You have to track everything. Everybody's hitting 10 million just about or more. In some instances, we have a couple over 20. 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. Dan Roshun and Josh Dukes discuss leadership and team building in the real estate industry.

Josh, an inspirational leader in the DMV market, shares his journey from the military to real estate industry. Josh, an inspirational leader in the DMV market, shares his journey from the military to real estate, emphasizing the importance of influence, shared goals, and synergy within a team. He highlights key components of a winning team, such as shared values and activity standards, and the importance of retention over recruitment. Josh's team, One Residential, has grown to 46 members with a focus on proactive training and mindset development. They aim for a 21% business growth, handling 500 transactions annually, and maintain a high production standard of $10 million for experienced agents. 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 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. Josh has been in the business for quite some time. And when I was just actually about to share this with him, when you weren't paying attention, audience, I was going to share with Josh that when I think about like strong leaders who I know of and knowing the marketplace, Josh is, you know, you know, his picture is right there. So Josh, welcome. How about strong leaders who I know of and know in the marketplace, Josh, 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 some talking. You and I do not have the same relationship with coffee because two cups of coffee, that nearly does not nearly get me wanting to punch holes in it. That barely got, I got like one eyelid barely open at two cups. All right. All right. And that's cool. So I know that you, uh, you previously were, you know, a leader in the army and now you,

uh, founding member of the one residential real estate sales team. And you really just got a vast knowledge of and expertise in helping others, you know, realize their goals. And so 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 were always a leader, right? But you also, you know, as a leader, you gotta, you gotta be the one doing the work, right? And then you, and then you gotta 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 like a law,

you know, not as big of an organization when you're doing more of the, of the grunt work. I use grunt because of the army reference. Right. But what did you do in the army and then how'd you get into real estate? And then we'll, 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 that 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 training for an extra two or three weeks, which is eternity if you've ever been to basic training. And so they gave me the LRH. I was at Fort Sill, Fort Sill, Oklahoma. Yeah, there's nothing out there. There's nothing out there.

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, or four, two, 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 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,

DC. So I had actually, before going in to be a linguist, I had auditioned for the Presidential Escort Band, the Old Guard, which is the Old Guard Fife and Drum Corps. And I didn't get accepted. I passed the audition, but I didn't get accepted. I didn't understand. How tall are you, Josh?

How tall are you? I'm 6'3". Yeah, I figured that. All those guys, like 6'3", is like a short guy in those rights. That's right. Also, a lot skinnier back that oh yeah i'd say i was half the size so i was a drummer before and i auditioned for them i didn't get selected but passed the audition circle back around i had a chance to audition again and I did, and I got in and I was going to, so I went in the military in 1997, 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 and I ended up being, uh, one of three drum majors three drum majors for that organization before I retired. And I retired in 2017. Now, you had asked 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, also my babysitter, if you will, sometimes, but she, she babysits you. I know. Oh yeah. Yeah. I'm not babysitting her. She definitely babysitting.

But what I would say is, uh, you know, we started thinking, you know, what are we going to do? And our real estate agents at the time, Bruce and Sharon, 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 to take over our business and bring it to the next level, but we would love to sit down with you and come up with a plan to see if you would like to do that. So we went to lunch, we talked about it, and we really thought about it. We ended up saying, hey, we're all in in sign us up. And so they started mentoring myself personally in 2015, I got my license and we built a, a a hundred million dollar team, the was Duke's team over the next seven or eight years, which brought us to the point. Now we have

one residential, which I put together with Aaron K Jones 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, in KW Metro Center. So that's how one residential B became what it is today. And the reason why it's one is we, we put one real estate team and one real estate team together to be one. I know it's inspirational as well. So, yeah.

So, all right. So in your time, you know, developing one residential or, you know, the Wise Dukes team and the things that you learned in leadership, what would you say are the key components to creating a winning team? Key components. Number one, everybody on that team needs to have the same outlook. They need to be breathing in the same air. When I say the same air, I mean like the same why, the same reason.

They need to be there for 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. And 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.

I always tell people, when you work on a synergistic level, one, 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 get, you have 46 team members? We do. How do you get 46 team members aligned? Ah, that's a great question. Well, uh, you know, I wish my, my battle buddy, Aaron Jones was here. Um, what I will tell you is that 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, it's, it's 56. You get all those folks together by working the influence angles, right? And to, 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, 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, we're not, 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, you know, what our motto is. And our motto is service above self, all things, right? 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, that style of how we pour into others. And then everyone on the team pours into each other. You most have, I'm going to assume, I mean, I may be wrong on this, right? That you have some sort of turnover 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 asked that. We're at the end of the year. At the end of the year, what do you do? You reflect. Right.

So Aaron and I were sitting down. We're having lunch with one of our good friends, Kate Papkin. And, you know, she asked, she's 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 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 over this year 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. And like, let's be honest, what does that really mean?

That's like corporate speak, you know, for like, it just didn't work out anymore. It's not, it wasn't the right fit. Well, what else can I come up with? Quite public way to say that. Yeah, yeah. But what I would say is that we focus on the retention big time. And yes, sometimes we make mistakes as an organization.

Sometimes 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. Do you have standards of production standards, that type of thing, with your team members? So interesting. No, we don't.

We have gone back and forth about this over every year. Should we do production standard? And what we've, 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, 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, we do the activity standard and we feel like it has helped with our culture and it has helped with retention. Now you and I, what are your activity standards? I'm sorry, what is your activity standard? So activity standards is this. Number one, we have, well, 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 on monday mornings we have scripted role play on wednesdays followed by a legion 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 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 information, we're all helping each other so those standards are hard and fast and 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 legion 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. Right. So the big thing is that tracking is the activity of 2025 that is the new standard. You have to track everything. I think it's going to be great for us. 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, so like seven to eight million. And then like really, if they've 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 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. And that's... And what's your average sales price? Like how many transactions? So this year, 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 the number you're going to do, 497? I think, yeah, 497. Yeah. That is so impressive, and it also sucks. We're looking at January. We're done.

And Jacob was just thinking, we could January push it into 24. What about the new agents? When you have somebody last in two years, what does that look like for production? Yeah. So it runs the gambit. And what I will tell you is, okay, so from a new agent standard, 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, 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 newly new new licensee our goal is to have them make a hundred thousand dollars 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 say we do something called 30-60-90. I'm sure you've heard of it before. Big KW thing, right? We do a 30-60-90 evaluation and we have checklists and they need to do all these different things to include like shadowing, holding an open house, do all these different things,

tracker activities. At the end of the 90 days, if they haven't ratified something and going to closing, then we take an evaluation. 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? Because like sometimes it's just not, maybe it's just not good. Maybe real estate's not your thing. So we do an evaluation and then if we decide to push it, we'll do another

90 days with them. And at that 180 mark, that's the, you know, hey, it's either our crisis is working 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, uh, 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, to really turn. One of the things, Josh, I am 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, you go back and you narrow and 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, they're an outcome of the activity, right? So just focus on what matters, which is do the thing. 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, the, you know, given a machine, given the tools and resources that they can't 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, where's the perspective built. Right. And you know, but it reveals a pain so they can appreciate the opportunity that that's in my

experience at least. Correct. Correct. And I don't generalize. And so I'm not trying to say everyone's like that, but that's big, you know? Yeah. Yeah. Yeah. No, 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, and, and ultimately that's what we want. However, in many instances, many have not, you know, or funny enough, uh, what does happen sometimes because we, uh, we're 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. My God, I don't like it. Yeah. It's so much easier to do it when you have the right systems, the resources, the opportunity, the leadership, the mentorship, the guidance, the, you know, the peers and everything there. How many of your agents are part-time versus

full-time? Currently right now we have, we're probably at about 70-30. So 70% full-time, 30% part-time. And we always say, you're not a part-time agent, you're a dual career agent. Just because the mindset around part-time means I'm going to do this half-assed. So really, the idea is that they're dual career agents and we really stick to that kind of mantra with them. I have spent a lifetime in business and sales. And during the years, I have seen far too many people struggle,

which is a problem I'm here to help you solve. Because success, it starts with understanding it's not about you, it's about them. And that's why I've created four free online courses to give you the tools to thrive and understand how to teach to sell in these classes you're gonna learn how to overcome doubt gain trust and boost sales you'll discover how to spot opportunities influence meetings and get hired and you'll know how to master hiring and find top talented people fast. And you'll understand how to inspire others,

build trust and overcome challenges. These courses are designed to help you gain influence and show others how to think so they can achieve their goals, leaving them inspired to follow your lead. So stop guessing, start thriving, and ensure no broke months. Visit www.nobrokemonths.com and go to the login section at the top right to get started today. All right, so let's talk about, you know, leading, right? So you have a lot of different components. You have a lot of different 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?

I would say that leading 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 or to 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, they're a leader at heart. You cannot push from the back. You need to be in the front pulling and influential people that, you know, they kind of have that natural leadership. And I think it gets

mixed up with managing as opposed to leading. So I think that leadership is 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. Let me, I love that. I mean, it's so, 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, 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, you know, but, but when I get attached, I get a little bit too intense, a little bit too, you know, 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 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 are your thoughts on that? I'm sure you align. Oh, no, no. One hundred percent. 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 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? 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, because it's just not, it's not an accurate word, but for clarity, 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.

Start reset. Give me another two hours. Reset the time. Yeah. I think that one big mistake in the beginning of my career is that I wasn't a good follower. 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 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, 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 taking things too personally, because when you're a leader, guess what? You're the first person that gets shot at when I don't mean actually shot at, 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. I don't shoot. Now that you're like, this is stupid done. Why don't you think of that? Blah, blah, to 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 and 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 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 getting spitballs at you 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'd be, you know, that, that goes back to the ego of the leader, right? You know, it's like, you're the one that was throwing spitballs at me. Now it's working. And now you're saying, Hey, this is the best thing in the world. And you get, you can get gratitude, but also it's a little bit of a paradox. That's right. That's right. Yeah. And if I could sum it up, I mean, I think it's like being soft is actually being strong,

you know, being okay. Being vulnerable to your folks to influence how they're, they're thinking is okay too. Like, Hey, you can say like, I can sit here 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. Like, Hey, you can say like, I can sit here and be like, yeah, I made a bunch of mistakes. Like I suck at this. I suck at that. Yeah. I, you know, keep working at, 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, he's got problems too, but so does everybody else. And it's not stopping.

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've got no idea, dude. I was like, we can figure it out, but I get no clue. Right. Like, uh, you know, 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, NAR settlement, what we're going to be doing? Well, I say whatever that. So I would say the biggest, what is the thing that's forefront of our mind? 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 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 it just occurred to me, 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, oh, what's going on? What do they say? Never create a two headed monster. So, so what we've done is we've played to our strengths.

Okay. Both of us as CEOs of, 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 Erin doesn't because she does, but this is my thing. Like, I mean, I'm getting all fired up right now

and smiling through the screen right now. She's the admin side. Yeah. So, I mean, I always make this joke, like my battle buddy sees the matrix. up right now and smiling through the screen right now she's the admin side yeah so i mean i always make this joke like my battle buddy sees the matrix she zeros and ones 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 uh 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% when a lot of people in the industry were just like, man, I got killed this year.

So that's how we're set up. She's the president. I'm the CEO. We just had it split up that way for legal reasons. But 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, 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 of 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 the way 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 some institutional dysfunction from when we're two teams and we did this right so we have a there are a couple agents that are under me there are a couple agents that are under aaron not underneath our 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. Cause obviously you're going to, you're going to be more fresh, more knowledgeable, 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. Yep. And so it's like five would leave, would leave five would leave like like okay yeah five still we've been my numbers but 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 that you and I, like, you know, well, it's interesting what you find, like, you know, like we've learned the same things, you know, and, uh, just, um, that's just interesting to me. Josh, how could, uh, 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 could somebody get in touch with you? Two ways. Number one, I would say go to our website. It's, uh, one res re.com it's one res re.com and res is not a z so it's one r e s r e.com one

spelled out right yeah yeah oh no no no it's one so yeah sorry yeah spelled out like this like like this the other side like that right there. Number one. Oh, no, no. No, like that. OneResRE.com. I think he did that just so that we have to go through it like seven times. And then like, ee-bee. OneResRE.com.

That's right. What is it? Yeah, yeah, yeah. You got to say it like seven times and they're like eb what are you that's right what is it is it yeah yeah yeah you gotta say it like signs if not yeah you can always uh here's my cell phone my cell phone [phone] yeah you you totally can give me a call too give me a shout but if you hit door right 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 um you know you can contact us 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've really learned at least one lesson about leadership because you

are a leader whether you're an entrepreneur or, everybody in this world is a leader. You lead somebody, even if it's I'm looking at my dog Ellie 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. If you're looking for no broke months, I invite you to join the five-day challenge for free. Save your seat at 5daylistingchallenge.com. If you're looking for no broke months, I invite you to join the five-day challenge for free. Save your seat at 5daylistingchallenge.com. That's the number 5daylistingchallenge.com.

You'll learn how to take listings in today's market without cold calling, door knocking, or begging. That's 5daylistingchallenge.com. We help real estate agents have no broke months i have spent a lifetime in business and sales and during the years i have seen far too many people struggle which is a problem i'm here to help you solve because success it starts with understanding it's not about you it's about them and that's why i've created four free online courses to give you the tools to thrive and understand how to teach to sell in these classes you're going to learn how to overcome doubt gain trust and boost sales you'll discover how to spot opportunities influence meetings and get hired and you'll know how to master hiring and find top talented people fast and you'll understand how to inspire others build trust and overcome challenges

these courses are designed to help you gain influence and show others how to think so they can achieve their goals, leaving them inspired to follow your lead. So stop guessing, start thriving, and ensure no broke months. Visit www.nobrokemonths.com and go to the login section at the top right to get started today. Hello, No Broke Months podcast listener. I want to make a very special announcement to you, which is that we just passed 250,000 downloads, which I am so grateful for you and for all the listeners. Now, if you want to help another agent to be able to succeed in this industry, I invite for you to share this show with them. Let them know about it so that we can help them have no broke months because no agent should ever have a broke month again. And if you'd like, I invite for you to like and subscribe. 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.

I'm a seasoned agent, but I've certainly had some months with no business and some cash flow issues. Dan's opened my eyes to a lot of things and taught me things that I just haven't been able to get anywhere else. So learning his methodologies has been really helpful to me in my life and, very importantly, in my business.