As a brokerage owner or team leader, you have a tech stack, right? We all have a tech stack of some kind, the technology we provide to our agents and teams to help them operate effectively in the local market.

But here's the question: Are you eating your own dog food? Do you know how to use your tech stack from top to bottom, inside and out? More importantly, are you using it every single day? Are you fully engaged with all the bells and whistles so that your agents see you actively using it?

When your team sees you texting out of it, video texting, using it for social media, and running drip campaigns—fully immersed in the CRM—they take notice. They follow the leader. If you're not leading from the front, why would they adopt it?

If you find yourself not fully understanding your own tech stack, it's time to dive in. Use it daily, attend all the training, explore the help sections, and go through all the tutorials. Learn it because you likely invested tens of thousands of dollars in...

Okay, guys, if you're a brokerage owner or team leader and you want your team to remember one key market statistic this week, what would it be? Something like:

• "Home sales are up 10%"
• "Pending sales are up 6%"
• "Listings are up 55%"
• Or "Home prices are up X."

How do you get people to actually remember those stats?

I'll tell you what you shouldn't do. When you have your next office meeting, don't do a "data dump," which is what we often do as brokerage owners or team leaders. We throw out 25 different stats, and guess what?

Nobody remembers any of it.

Instead, share just a few key stats—maybe three to five—and then clearly state what you want them to remember.

When you tell them what to remember, they actually retain it because you've set the expectation.

At the beginning of the meeting, I might say, "Hey, I want you to remember this: The list-to-sell price in our market has dropped from 100% to 98%. That means sellers are getting 98% of their asking price, which is still ...

As a brokerage or team owner, you should be recruiting every day—at least one hour a day. If you're not, that's a whole different conversation. But let’s assume you're doing your job, recruiting daily, because that’s the #1 way to bring new agents into your office.

When you get an objection, how do you react? Do you see it as an opportunity or something that scares you? Do you embrace it, or do you run from it?

Objections are just like the ones you get from buyers and sellers—they actually show interest. The worst thing that can happen is getting no objections at all. If a recruit gives you zero pushback, doesn’t respond, or their eyes glaze over, that means they’re not interested. They just want to move on, and you’re nothing more than a nuisance to them.

But when they object, that means they’re engaged. They’re processing what you’re saying, thinking it over, and that’s a good thing.

One of the best ways to handle objections is to anticipate concerns before they come up. Put your...

I get this question all the time from brokerage owners and team leaders: “How do I start recruiting today when I don’t have everything built yet?”

They often feel stuck in a catch-22: They think they need to build their vision first in order to start recruiting, but they don’t have the money or resources to build it because they don’t have agents yet.

Here’s the answer: People will buy into your vision as long as you can articulate it clearly and tie it to a timeline.

When you’re talking to agents, say something like:

"I’ve got this vision of the kind of company I want to build. I’m looking for a few people who want to get in on the ground floor and help me build it. We call them ‘founder agents.’ They’ll be right there, side by side with me, helping shape this vision. Can I explain to you what I’m trying to create?"

If you can sit with people and lay out a clear vision of what you’re working towards, they’ll buy into it. It doesn’t have to be 100% built yet—that’s what you’re wor...

If I sat down with you right now as a brokerage owner or team leader and asked you, "What's next for you after real estate?"—what would your response be?

Think about it. You might say, "I want to be on a beach somewhere," or "I want a cabin in Colorado," or maybe even "I want to live in Alaska." Whatever your dreams are, it likely takes you into an aspirational, dream-like state.

Now, here's the reality: 70 to 80% of brokers in your market, if given the right circumstances and opportunity, would choose to exit.

Why?

Because 70 to 80% of them are losing money. Many would be far better off selling their firm to you, transitioning their agents to your company, and then working for you. This would allow them to earn a consistent income, start saving for retirement, and ultimately achieve their dreams of escape.

What stops them from pulling the trigger?

One word: ego.

But what if there were a way to move past that ego barrier and help them feel comfortable making the decision? Well, ...

If I were to walk into your office right now and put my hands up in the air, asking, “What do I feel? What’s the energy in the room?”—you might think that sounds a bit new agey, especially when it comes to running a real estate company or team. But it’s true.

You can feel the energy in a room.

Let me give you an example. How many of us have been to a concert? You can feel the energy, right? A better example is a sporting event—you can feel the waves of energy when a point is made or lost. The energy is palpable.

Now, who sets the tone for that energy? It’s the players on the field, the musicians—the people performing. They create the energy in the room.

As a leader, whether you're a broker or team leader, you are the one setting the energy in your office. You create the weather. And how do you do that? It’s through your positivity, your enthusiasm, how you carry yourself, and how you walk into the building.

If you walk in with your shoulders slouched, talking about your bad mornin...