Podcast appearances and mentions of jason here

Things don't always go as planned in life and in business. It's important for property management entrepreneurs to be able to roll with the punches. In this episode of the #DoorGrowShow, property management experts Jason and Sarah Hull discuss a recent experience where they were forced to pivot and adapt over and over again. You'll Learn [01:58] The Original Plan [05:31] How a Winter Storm Distrupted a Business and Family Trip [08:52] Moral of the Story: Be Prepared [11:08] Your Plan is Not Always the Right Plan for You Tweetables “Moral of the story is be prepared.” “This is how businesses work. Your best plan is sometimes going to fail and you're going to have to come up with a new way of doing it and you're going to have to adapt.” “There may be a reason that things are not going the way that you wanted them to go right now.” “ The only time that you won't have your breakthrough is if you quit.” Resources DoorGrow and Scale Mastermind DoorGrow Academy DoorGrow on YouTube DoorGrowClub DoorGrowLive TalkRoute Referral Link Transcript [00:00:00] Sarah: There is a bigger plan out there for you, and there may be a reason that things are not going the way that you wanted them to go right now. [00:00:09] Sarah: There may be a reason that you're not experiencing the results that you thought that you would at this stage in the game.  [00:00:17] Jason: Welcome DoorGrow property managers to the #DoorGrowShow. If you are a property management entrepreneur that wants to add doors, make a difference, increase revenue, help others, impact lives, and you are interested in growing in business and life, and you're open to doing things a bit differently, then you are a DoorGrow property manager. [00:00:35] Jason: DoorGrow property managers love the opportunities, daily variety, unique challenges, and freedom that property management brings. Many in real estate think you're crazy for doing it. You think they're crazy for not because you realize that property management is the ultimate, high trust gateway to real estate deals, relationships, and residual income. [00:00:54] Jason: At DoorGrow, we are on a mission to transform property management business owners and their businesses. We want to transform the industry, eliminate the BS, build awareness, change perception, expand the market, and help the best property management entrepreneurs win. We're your hosts, property management growth experts, Jason Hull and Sarah Hull. Now let's get into the show. Alright. [00:01:16] Jason: So, today we are recording this episode at, what time is it now?  [00:01:22] Sarah: It is almost midnight.  [00:01:23] Jason: It is late. On Monday. And this will go live or be streamed later. And so if you're watching this, thanks for watching. And we're not actually like real time live at this moment, but it's because we had to change things up and make different plans.  [00:01:42] Sarah: Live in the moment, we're probably still in the car.  [00:01:45] Jason: Yeah, so we will be driving tomorrow during our podcast episode. So we wanted to record this episode real quick so we can get one out. And in today's topic, we're just going to share a little bit of our adventure. And, you know, the moral of the story will be things don't always go according to plan. [00:02:03] Jason: So.  [00:02:04] Sarah: Sure don't.  [00:02:05] Jason: Alright, so, where do we start?  [00:02:08] Sarah: Alright, well, let's do quick synopsis. Where are we right now? Ohio, I think? I'm pretty sure we're in Ohio.  [00:02:15] Jason: I think so.  [00:02:16] Sarah: I think it's Ohio is the right answer. So, we've been to, in the last few days, we left on Friday, we've been to Texas, we've been to two days in Tennessee, we accidentally went to Kentucky, now we're in Ohio, tomorrow we're going to Pennsylvania. [00:02:30] Sarah: So, I think that's five states. Five states in five days. It's a great time. So, we're driving from Texas to Pennsylvania. It's supposed to be a straight shot, up like this. And it's this crazy record breaking winter storm, and we're driving through some of that. We're missing the big part of it. [00:02:51] Sarah: So we had to adjust our route. So our plan, this was our plan, was to leave on Friday. We're going from Texas to Memphis, Tennessee. Then the next morning, we were going to go to Graceland. We did do that, and then we spent some time in Nashville that evening. And then from Nashville, we were going to go to Morganstown, West Virginia, and then from there, drive into Dallas, Pennsylvania. [00:03:18] Sarah: So, Friday, Saturday, Sunday, we were supposed to get to Pennsylvania on Monday, which is tonight, we are not in Pennsylvania. We are, I'm pretty sure, somewhere in Ohio, past Akron. And where, what's the name of this?  [00:03:32] Jason: Youngstown.  [00:03:33] Sarah: Youngstown, near Youngstown. That's where we are, right now. And so that was our plan. And then because of this crazy storm, we were leaving Nashville. We left Nashville. Roads were fine. Then all of a sudden, a little bit of rain. That was okay. Then, snow. And that was awful. And we were trying to get from Nashville, Tennessee up to Morgantown, West Virginia. Did not happen. Not even close. So we were going to stop in Lexington, Kentucky for lunch around like 3 o'clock or 3:30. That was not the plan. We ended up staying in Kentucky because it took us so long to get to Kentucky because of the crazy storm that we then had to stay overnight in Lexington and then reroute. So we were going this way and now we're going that way.  [00:04:31] Jason: So do you want to share why we're doing a road trip? [00:04:34] Jason: Which is crazy to do.  [00:04:36] Sarah: It's crazy to do. I know, right? I could have flown there in a day. So we're driving my car that I've owned for a couple years now. I'm driving to Pennsylvania, and I'm giving the car to my mom as a gift. She has absolutely no idea.  [00:04:52] Jason: It's a surprise.  [00:04:53] Sarah: That this is happening. [00:04:54] Sarah: I don't think she watches the podcast.  [00:04:56] Jason: No. Probably not.  [00:04:56] Sarah: Hopefully it's safe. But I'm gifting the car to my mom. I want her to have a nice car, and a reliable car, and not have to worry about things. So, I'm gifting her the car. She has absolutely no idea. Coincidentally, it's also in a couple of days, my brother Jason's birthday. [00:05:14] Sarah: So, shout out to Jason. Happy early birthday. We love you. And we're going to do this little trip. We're going to see my family for a little bit. We're going to go out to dinner for my brother Jason's birthday. Give my mom a car, and then fly back home and we are running an event. So that's why we're doing all of this in the first place. [00:05:31] Sarah: The whole crazy part of the story here is when we left Nashville, we were trying to get to Morganstown. It was insane on the road. Just wildly insane. Like snow, ice, there was a mix, there was sleet. We were going like 40 miles an hour. I was just happy to be moving. We saw multiple cars that had run off the road. [00:05:58] Sarah: We saw a couple of tractor trailers that we're in accidents. We saw a few accidents. We were almost in a few accidents ourselves. And this trip is not at all going as planned. We had to move our flight, and then move our flight again, and then move our flight a third time. So then we, last night we almost gave up on this whole thing. [00:06:18] Sarah: I was going to quit and just leave my car in Cincinnati, fly home. back to Texas and then come back and finish the second leg of this trip a second time. Jason woke up this morning and he said, "I think we can do it, babe. I think we can do it." So here we are, but this is not...  [00:06:35] Jason: We were not prepared for this storm. [00:06:37] Jason: This car had pretty bald tires, which was... we were not ready.  [00:06:43] Sarah: No.  [00:06:43] Jason: Yeah. So after sliding off the road a little bit, twice, yeah, on a freeway.  [00:06:50] Sarah: On a freeway.  [00:06:51] Jason: On a highway. Yeah.  [00:06:52] Sarah: And car is supposed to be heading in this direction, and then it turned in.  [00:06:57] Jason: And we were just off to the side, so we were able to get back on the road safely both times. [00:07:02] Jason: Thank goodness. Yeah. And not get hit by a tractor trailer.  [00:07:05] Sarah: Yeah, we didn't get hit by anything. The car didn't get damaged. We are safe. And to that I can only thank God. The whole time I was praying, our fathers, I was saying Hail Mary's, our fathers, the whole time. I was just praying to God and God took care of us made sure that we were safe made sure the car is safe, made sure that we got where we were going, made sure we didn't get stranded in the car because we saw a couple people stranded.  [00:07:30] Jason: Yeah.  [00:07:31] Sarah: It was scary. [00:07:31] Sarah: It was really scary.  [00:07:32] Jason: We eventually pulled off and went and found a tire store  [00:07:36] Sarah: Yeah, we were going to continue out there for a while.  [00:07:38] Jason: Got new tires.  [00:07:39] Sarah: And something told me it might have been God telling me like "go, you need tires. Go get tires." So I said to Jason, I said, "Can you find...?"  [00:07:47] Sarah: Can you find? No.  [00:07:49] Jason: I wanted to get some better tires on that car, for sure. [00:07:51] Sarah: So, I said, "is there a tire place that's like, nearby, that's open right now, that we can go to right now?" So we did. Took a little pit stop detour, but it was very well worth it. I just don't think we would have made the rest of the trip in one piece.  [00:08:06] Jason: The first tire store we went to was closed.  [00:08:08] Sarah: Yeah. Like it wasn't even plowed to get to it. They were closed. The third one was a tread. So we got new tires. That's good. The guy at the tire store, what did he tell you? The tread level was like a four. It's real, it's really bad.  [00:08:21] Jason: Yeah.  [00:08:21] Sarah: It was real bad. Yeah. So, that was fun.  [00:08:23] Jason: So We got fresh tires. Then the car drove really well. [00:08:27] Jason: Plus we had pretty much made it through the worst of the weather, which we had planned. Because there were two ways we could go. The northern route had less weather, so.  [00:08:39] Sarah: Yep. That's why we're in Ohio.  [00:08:41] Jason: So.  [00:08:41] Sarah: And not through West Virginia.  [00:08:43] Jason: Yeah, we'd probably be in a very terrible spot if we had gone the wrong way. [00:08:47] Jason: So.  [00:08:47] Sarah: Yeah. We'd be off on the side of the road frozen like popsicles. Oh gosh. You guys would never hear from us again.  [00:08:52] Jason: So moral of the story is be prepared. Make sure you're prepared. Have a plan. And so we've done lots of plans and changing of plans and so this is part of life. And this is how businesses work. Your best plan is sometimes going to fail and you're going to have to come up with a new way of doing it and you're going to have to adapt. And so one thing entrepreneurs, we are good at is adaptability. We figure it out cause we have to, and we adapt. And so we've adapted a lot today. [00:09:23] Jason: And yesterday. The last couple days. Yeah, the last couple days.  [00:09:25] Sarah: We had a plan, we changed a plan, we changed that plan, we changed a plan again. We just keep changing it.  [00:09:30] Jason: And that causes us. We're just rolling with the punches. That causes us to have to adapt in business. So here we are recording a podcast. [00:09:36] Jason: Here we are.  [00:09:36] Sarah: At midnight.  [00:09:37] Jason: In a hotel room.  [00:09:37] Sarah: Which Jason did not want to do.  [00:09:39] Jason: No. No. I was like, we don't have to do anything that we don't want to do. We don't have to do this.  [00:09:44] Sarah: No. And I said, we are not recording a podcast live from the car because we might die. No.  [00:09:49] Jason: We're not going to do that.  [00:09:49] Sarah: We might die live on camera. [00:09:51] Sarah: Yeah, that would be...  [00:09:52] Jason: All right. So hopefully some of you got some value from this. If you do not have a good plan for your business, then that's something that we can help you with here at DoorGrow, help you come up with a plan, and help you adapt to some of the things that are getting thrown at your way. [00:10:09] Jason: This is why we mapped out the DoorGrow code, our roadmap, for some of the most common challenges and problems. So if you would like a copy of the DoorGrow code, just reach out to us. We'd be happy to give you one and tell you a little bit about how we might be able to help you and hear about your challenges. [00:10:24] Jason: So reach out to us. You can check us out at doorgrow.Com or go to our website or join our free Facebook group by going to doorgrowclub.Com. Make sure to answer the questions. We reject 60 to 70 percent of the applicants that try to join that group. So it's only for property management business owners. [00:10:44] Jason: So if you own a property management business or seriously planning on starting one, then you can request access to that group. Make sure to answer the questions. We would love to have you inside. And that's it.  [00:10:55] Sarah: No, that's not it. No.  [00:10:56] Jason: Oh, there's more.  [00:10:57] Sarah: That wasn't it. I said, what are we going to talk about this episode? [00:11:00] Sarah: I told you what we're going to talk about, then we just... So.  [00:11:03] Sarah: It's not the end of the episode. Surprise! A little bit more. But wait, there's more! [00:11:07] Jason: But wait, there's more.  [00:11:08] Sarah: So for those of you that do have a plan, and you're like, "yeah, no, I definitely have a plan. This is not applicable to me," we had a plan going into this as well. [00:11:17] Sarah: So, when you have a plan and life does not work out the way that you planned, and things don't work out the way that you thought that they would, and you're going through things and you're trying to figure out, you know, "what am I doing wrong? And why isn't this working? And like, why is this so hard? I don't understand why it's not happening the way that I wanted it to happen," and why it's just maybe not happening at all... [00:11:40] Sarah: or maybe it's happening, but it's just so slow, and it's so hard, then you just need to know that sometimes there's a bigger plan in place for you somewhere. And if you're religious, you might believe that God, or the universe, or fate, or whatever you might want to call it. There is a bigger plan out there for you, and there may be a reason that things are not going the way that you wanted them to go right now. [00:12:07] Sarah: There may be a reason that you're not experiencing the results that you thought that you would at this stage in the game. Just like when we thought we would go to West Virginia. Had we actually gotten to West Virginia, we'd be stranded there for sure, because they are getting hammered with snow right now. [00:12:22] Sarah: So the whole, like, West Virginia, D. C. area Hammered with snow, and that was our plan. So I'm grateful, although it's a little crazy, I'm grateful that we didn't end up going that way. I'm grateful that there was a bigger plan in place for us. So just trust that you do have support when you reach out to people like your mentors, and if you're in the DoorGrow Mastermind, there are so many resources for you, including property managers who are in the exact same spot that you are in. [00:12:56] Sarah: They've been there. They've done that. They've experienced everything. So leverage the resources that you have available to you. Know that there's support and know that everything is unfolding exactly the way it's supposed to for you in this exact moment. And you will have your breakthrough. The only time that you won't have your breakthrough is if you quit. [00:13:14] Sarah: See, and now we're done.  [00:13:15] Jason: Good words. Good stuff, Sarah. All right.  [00:13:18] Sarah: All right. We're going to go to bed now.  [00:13:20] Jason: Yeah. Get some sleep.  [00:13:22] Sarah: Yep.  [00:13:22] Jason: So until next time, to our mutual growth. Hope you all crush it. Bye, everyone. [00:13:27] Jason: you just listened to the #DoorGrowShow. We are building a community of the savviest property management entrepreneurs on the planet in the DoorGrowClub. Join your fellow DoorGrow Hackers at doorgrowclub.com. Listen, everyone is doing the same stuff. SEO, PPC, pay-per-lead content, social direct mail, and they still struggle to grow!  [00:13:54] Jason: At DoorGrow, we solve your biggest challenge: getting deals and growing your business. Find out more at doorgrow.com. Find any show notes or links from today's episode on our blog doorgrow.com, and to get notified of future events and news subscribe to our newsletter at doorgrow.com/subscribe. Until next time, take what you learn and start DoorGrow Hacking your business and your life.

What if the future of your business was sitting in a classroom or working on a small family farm right now? In this episode of The Landscaper's Guide, host Jack Jostes interviews Jason Davis—a farmer, educator, and lifelong advocate for agricultural education. Jason shares his unique perspective on blending teaching, farming, and building connections with the next generation.Jason runs a farm specializing in high-value crops like mums, sweet corn, and cut flowers. He explains how Facebook helps him sell directly to local customers and why creating display-ready plants can boost revenue. If you're looking for ways to grow your customer base and stand out, this episode offers some fresh ideas!The conversation also dives into attracting young talent to the snow and landscape industry. From partnering with local schools to offering internships, Jason provides simple strategies for building a reliable talent pipeline. Whether you're struggling to find new hires or want to grow your team, this episode will get you thinking in new ways.With lessons on marketing, leadership, and forging meaningful connections, this episode is a must-listen for snow and landscape business owners ready to grow and innovate.Watch the full episode to explore:

Oh hi. Jason Here. I did a boo-boo. I forgot to toggle the lil button for the second of the double down and the first HALF of the episode has a lite stereo vibe. If you find it impossible to listen, skip to the 45-minute mark, which is when I realise my error. Otherwise, it's a bangin' fun episode. Find our Patreon page HERE.Join the How 'Bout This Discord server to be part of the conversation.Spark Podcast Network.Executive Produced by Jason Geary, Karl McConnell and Rik Brown.Produced and Edited by Jason Geary.Music by THE Robbie Ellis. Check him out on Spotify here.  ★ Support this podcast on Patreon ★

Welcome to a special season of A Fresh Story Podcast: The Divorce Announcement Season. This season is co-produced by Divorce.com; Divorce.com offers a streamlined path through divorce that helps couples avoid unnecessary conflict and costs.  On this episode of The Divorce Announcement Season, we talked to three Fresh Starts Experts about their perspective, helpful advice, and how they support clients with telling people in their life about their divorce. This episode features: Lisa Happ, certified divorce, narcissistic abuse, grief coach; get in touch with Lisa HERE. Dr. Anita Smith, divorce coach and founder of Life After Divorce Coaching Services; get in touch with Dr. Smith HERE. Jason Scriven, men's divorce coach, founder of Scriven Program; get in touch with Jason HERE.

Imagine facing an overwhelming adversity that seems insurmountable, an experience that forces you to question your identity and purpose. In this riveting episode, we journey with our guest, Jason, who gives a raw account of his battle with opiate addiction, a struggle that began with an unfortunate football injury. From denial to pain, Jason's story is a triumphant testament to the power of resilience, a tale of a life reshaped through hardship. Jason doesn't just share his personal struggle, he delves into the broader implications of his journey, shedding light on the dangers of false identities and the importance of grief and acceptance in personal growth. He offers valuable insights into the concept of 'alpha behavior' and its impact on community-building. More than a personal narrative, Jason's experience is a remarkable exploration of the complexities of human behavior, the power of personal development tools, and an honest discourse on the importance of finding balance in life.As we unravel Jason's story, we also discuss the importance of appreciation, forgiveness, and the powerful role our choices play in our life. We delve into the idea of manifesting both in good and bad times, and the role of perseverance in overcoming doubts. Finally, we look into the future and the necessity for deeper discussions on these topics. A truly gripping episode, this is not just Jason's story, but a revelation of the human spirit's power to overcome adversity, find redemption, and ultimately, transform lives. Connect with Jason HERE!  Click the HERE to choose your path! Click HERE to choose your path! Support the showBook a one-on-one with Rick YeeClick HERE to schedule a free 30-minute consultation if you'd like support to take the right step towards the great life you deserve.⭐Thank you for listening to our podcast! We would greatly appreciate it if you could take a moment to give us a 5-star review. Your support helps us reach more listeners and continue to bring you high-quality content. Thank you!For more information on The Warrior's Way program, and upcoming events click here

DoorGrow has changed a lot in the last few years. We've added tons of new features and perks for our clients as well as new coaches… including Sarah Hull, COO and property management growth coach. Join property management growth experts Jason and Sarah Hull to learn more about Sarah's role at DoorGrow, operations, and how you can scale your property management company. You'll Learn... [02:47] Sarah's Property Management Experience [05:19] Improving Operations and Cutting your Staffing Costs in Half [15:38] Why You Need an Operator in Your Business [22:02] Personality Types and Their Roles in a Business [27:24] The Clue that You Need a Better Team Tweetables “You can't build the right team around the wrong person.” “Here's the clue that you don't have the right team: your day-to-day is something you don't enjoy doing every day.” “Is the bruised ego worth a better, more profitable business that takes, a lot more off your plate and is less stressful?” “The most important person you'll ever hire in your business will be the operator.” Resources DoorGrow and Scale Mastermind DoorGrow Academy DoorGrow on YouTube DoorGrowClub DoorGrowLive TalkRoute Referral Link Transcript [00:00:00] Jason: Here's the clue that you don't have the right team: your day to day is something you don't enjoy doing every day. If you're still wearing hats that you don't enjoy doing and you've built an entire team around you, and you're the wrong person in the roles that you're sitting in, then you've built the wrong team around you. You can't build the right team around the wrong person. [00:00:18] Welcome DoorGrow Hackers to the DoorGrowShow. If you are a property management entrepreneur that wants to add doors, make a difference, increase revenue, help others, impact lives, and you're interested in growing in business and life, and you're open to doing things a bit differently then you are a DoorGrow hacker.  [00:00:36] DoorGrow Hackers love the opportunities, daily variety, unique challenges, and freedom that property management brings. Many in real estate think you're crazy for doing it. You think they're crazy for not because you realize that property management is the ultimate gateway to high trust, real estate deals, relationships, and residual income At DoorGrow, we are on a mission to transform property management business owners and their business businesses. We want to transform the industry, eliminate the bs, build awareness, change perception, expand the market, and help the best property management entrepreneurs win. I'm your host along with Sarah here, property management growth experts, Jason Hull and Sarah Hull, the founder and CEO and the COO of DoorGrow. Now let's get into the show.  [00:01:22] All right, so I'm already messing up the intro as I'm reading it because I'm looking and seeing her here in the screen, and I find her highly distracting. So, we were talking before we talked last night, we're like, what are we going to talk about on the podcast? And and then this morning, I said, what are we going to talk about? She says, I don't know, we only talked for like five minutes about last night, and we didn't come to a conclusion. So, I said, let's talk about you. Can I intro you and brag about you first? Sure, go ahead. So I wanted, I thought we would talk about Sarah today because she's probably a lot more interesting certainly to look at than myself and maybe to listen to. So I thought we would talk about her. So, I'll tell you a little bit about Sarah. So what's really amazing about Sarah and what I really like about her is that her wrists are really tiny.  [00:02:10] Sarah: That's really, it is true. It's not not true.  [00:02:14] Jason: My hands are not enormous. Dude hands. I buy child bracelets for her. I'm just kidding. All right, so  [00:02:19] Sarah: I have a five inch wrist. So like I can take, I can actually wrap my my pinky and my thumbs and touch. That's about, and they overlap. So it's about this big.  [00:02:31] Jason: Oh yeah. I can do the pinky as well. That's, yeah. Very small.  [00:02:34] Sarah: I train a lot on the rest. Get them that way.  [00:02:37] Jason: I do actually like that. I think it's a cute trait. All right. But I'm joking. What, what I really want to say is, so what's interesting to the audience is that Sarah has managed her own property management business. She has exited that. She sold it. Great job, by the way. Mm-hmm. And she managed a decent amount. At that size, most property managers have a team, like a full team, like five to 10 people I've seen. And usually at the stage, these companies are very unprofitable. Like this is the worst profit margin stage they've been at in their business. And they get stuck. And I call this area the second sand trap. They can't afford to really like expand or do more marketing or, and they're just not able to take a lot out of the business and, and their profits are all getting eaten up by staffing costs. Now Sarah had one part-time person, boots on the ground part-time and managed her business remotely part-time. Part-time, yeah. She was bored. Very. And people are like, well, these must have been really nice properties. These were C class properties? Duplexes, small plexes. [00:03:52] Sarah: Yes. We had a good mix of single family, duplex, triplex, and then I think we had maybe two that were like 10 units, which was kind of big for my area, but  [00:04:03] Jason: Okay. Yeah. And so, what was your profit margin?  [00:04:08] Sarah: Over 60%. Okay. 60% was a not great amount.  [00:04:12] Jason: Okay, so a lot of you dream of that, right? And you think, how's that even possible? It's possible because one, Sarah is very efficient. She's a very good operator. That's why she is now the COO of DoorGrow. And everything in the business is better as a result of having her in the business. Everything's improved. But I wanted to qualify Sarah as a badass. Like she's really good at what she does, and she wasn't really connected to the property management industry. She just did what made sense to her. And she didn't really want to be talking to tenants and she didn't really want to be dealing with talking to the owners very often, and she just set up her business in a way that was very efficient. And so we'll be talking about that in the priorities training. So, Sarah also has come into DoorGrow and she runs all of our operations. She runs I everything that I've taught her that I like I've developed DoorGrow os and how we plan our cadence. She just knows it to the point where she can teach it. And she learned it all very quickly. And now she's the one that coaches clients how we did our hiring. She like has improved on that and built it out even more and teaches clients how we do hiring and so we help clients get all these systems in place to become more profitable and more efficient. Sarah does all that. So as an example, why don't you share the story of maybe Jade and Andrew. I think that's a great story. Because they were at a similar size of a business as you had had.  [00:05:46] Sarah: Yeah, yeah. Well, they had about 188 units and they had 11 team members total, like 11. So really, really overstaffed. And some of them were in the office and some of them were VAs and we just really had to like dive in because they said, well, like, what are they doing? And they kind of gave me like a surface answer. Like, oh, well this person does this and they do this. And I said, yeah, but like, what are they really doing? Because with 188 leases, like, let's just pretend that. We had all hundred and 88 due in the same month with, which isn't going to be the case. We're going to, spread that over the course of multiple months. But if we had all hundred 88, due even in one month, I still can't figure out what, two or three leasing agents are doing with 40 hours a week every single week. So we are just really going through and trying to figure out like, who's doing what. And sometimes I find that either no one's doing something or two people are doing something. And if two people are doing it, just know that it's not getting done.  [00:06:56] Jason: That's a 17 to one ratio. I just did the math. [00:06:58] So that's, that's for each, for every 17 doors, they have a team member.  [00:07:04] Sarah: It was really bad. So we just kind of went through with them and figured out like, what is everybody actually doing? What should everybody be doing? And then how many people is it really actually going to take? And they they had a lot of meetings and discussions with each other and then like we kind of met a couple times throughout this process and they came to the conclusion that they needed to let go of about half of their team. And they did. And then once they did that, all of a sudden they're like, Hey, we're like profitable and we're making money. But when we first started talking with them, they said like, actually, we're losing money every month. Like we can't pay ourselves. We can't take anything and we're losing money. Like this business is costing me money to run every single month. Yeah, little uncomfortable situation to be in, especially because property management isn't, it's not easy, it's not a cake walk. You're not, like doing nothing all day. So if you're in a business like this, And it is complicated and it is challenging. Then the least you should be able to do is like get yourself a decent profit margin so that you can make sure that you're paying yourself and that your business isn't struggling to keep up with. [00:08:14] Jason: Drive this home. Sarah did one call with them and the result of that one call was, what? What are all the results?  [00:08:21] Sarah: Well, on the one call, they realized, I have no idea what most of the people are actually doing. Like, they gave me the answer and I'm like, yeah, but how do you spend 40 hours a week doing that thing? [00:08:32] Yeah. And from there they realized like, we need to make major, major changes to our team. And most of these people are going to have to go. On the second call, that's when they actually decided to take action. Okay. And they got rid of, so. [00:08:47] Jason: The second call, which is she did this one call after that. [00:08:51] Mm-hmm. They fired half their team, half their team then, and as a result, their profit margin, which was not very good, which was negative, losing money, was then what? What did they get to? I didn't get their profit margin. Okay. It was significantly improved. Oh, no. Significantly improved.  [00:09:09] Sarah: I know they weren't losing money anymore. [00:09:10] Jason: Yeah. Yay. All right. We'll have to get some stats on that cause I want to brag during the priorities training about that. All right. So, Sarah has been able to dramatically improve our clients' businesses and lives. One of the things she's also helped a lot of clients with is completely restructuring their teams. Mm-hmm. They just did two of them last week. Okay. Why don't you explain Yeah. Kind of what you've done.  [00:09:37] Sarah: Mm-hmm. Well, all right, so one of them had about 360 doors and there were 1, 2, 3, 7 people on the team total. Which to some of you might sound like, yeah, that makes sense. And to me it's just, I'm like, there's too many people. And it was kind of like the same thing where everyone is saying like, oh, I'm so busy. I'm so busy, I'm so busy, and I'm looking at things going, I just don't understand what actually is is happening. Like, there's a lot of work that has to be done. It's like busy work. It's, it's like grunt work, but it's not, super helpful. It's just the things that are going to keep you afloat and that's like a bare minimum. So what we ended up doing is this client had one BDM, three property managers and then three assistants that were basically like assistant property managers. And we, he's like, I don't know if a lot of them are like good fits. [00:10:37] And I just, I, I really don't know what they're saying they're doing because they all tell me like, I'm so busy. I'm so busy, but what's actually happening? So when we kind of like dove into things, we realized like, you are overstaffed and very similar situation. He wasn't able to really take a lot out of the business because there was not a lot left. [00:10:57] Jason: Who is this? Kevin. Okay, so Kevin had three property managers. Mm-hmm. Each property manager and they were portfolio style. And each property manager had their own assistant. Yep. Because they were not, for some reason able to get done what they needed done. [00:11:13] And Kevin himself was having to do lots of things, put out lots of fires, and be involved in micromanaging everybody. And when I first shadowed, and--  [00:11:22] Sarah: he wasn't micromanaging anybody, there was nobody leading the team.  [00:11:25] Jason: Okay. Kevin wasn't leading the team then? Nope. So what, Kevin? No one was leading the team. [00:11:30] Sarah: Team was just kind of doing whatever they thought was the right thing to do.  [00:11:33] Jason: All right. Well, Kevin seemed pretty stressed out and what, yeah, and Kevin didn't have any personal support at all. Like nobody was helping Kevin with anything. He didn't even have his own assistant, but he got assistance for three people on the team that weren't very productive or efficient. So, what's the plan with Kevin? [00:11:53] Sarah: Yeah. So, half of those people are going too. So we decided the BDM is excellent, so we're going to keep the, the bdm. He is taking one of the people who was a property manager and she actually tests okay as a property manager on our assessment. But she tests better as an operator. She is like, is a better fit for kind of this operator position. So we're going to shift her into the operator role. We're going to keep one of the property managers to do all of everything. And then one VA who's going to be like an assistant property manager.  [00:12:29] Jason: Where'd the BDM come from? [00:12:30] Sarah: The BDM was already there. Oh, okay. He was one of the seven originals. Got it. So he had three property managers, three assistants, and one bdm. Those were the seven.  [00:12:39] Jason: Got it. Okay. Yeah. Cool. Yeah. Who's the other one you said there were two? Josh. Josh? Yeah. What's the deal with Josh? [00:12:46] Sarah: Josh had about 300 doors and his whole team was kind of like a hodgepodge of people. Not that he was super overstaffed, but just people weren't in the right seats. And when you have the right people, but you're not putting them to the best like use, then you kind of still run into issues. And Josh, same thing, no operator. There was no operator on the team and largely he was kind of handling operations and he is like, I don't mind doing it. I like doing it, but I don't want to be the only one doing it, and I don't want it to always fall on me. Mm. So what we're doing with him is he had a VA that he had let go, like right in the middle of our talks. And he said, Hey, I'm hiring a new va. I said, great, let's like test the new VA to see if they're going to be a good fit. And then he decided, like we shifted his team around a couple of times and like through the assessments realized and he had talked with you. This was the one that we took who he thought was going to be the property manager and then put her in the BDM role instead. Mm-hmm. Because he is like, well, I don't know how to like, make everything work. So now he's he's going to have like a whole different team structure. Not that he had to let anybody go. He wasn't like crazy overstaffed. It's just he still wasn't super profitable because he didn't have the right people in the right spots. And he didn't have anyone doing the operations. Mm. You can get as big as you'd like, but if you don't have someone handling the operations, and this is that back end piece, this is not front end stuff, like everyone always, this is what we start with, is we start doing front end stuff. Because when you start your business, you are doing the front end stuff, you're doing the leasing, and you're doing the showings, and you're talking to tenants, and you're handling the maintenance.  [00:14:37] This is all the front end stuff. This is the stuff that absolutely must be done just to make sure that the business runs. When your business reaches a certain size, you now need to have someone doing the backend stuff. Mm-hmm. And if you're not having anyone doing like the backend stuff, which is like, hey, making sure that everyone on the team is following the same direction and everybody is contributing to the vision of the CEO and running things like your daily huddles and your strategic planning and doing hiring and firing and getting job descriptions, doing team reviews like. For those of you that are hearing all of this and you're going, blah, that sounds horrible, then it means you're probably not the operator. And at some point, if you're not an operator, it's okay. Jason's not an operator, like he doesn't like that. It's not his brain functions. So you need the counterpart whose brain does function like that, and that would be me. [00:15:29] Jason: I like to build out the systems and I must have been mis mixing up Josh's team. I think you did team with Kevin, so I think you did. Yeah, I remember Josh. So the most important person you'll ever hire in your business will be the operator. That's very true. And because visionary entrepreneurs do not like the details. I like building out the systems. I like creating DoorGrow, hiring and DoorGrow os and these systems. But I don't want to run them in my own business. I want someone else to run them because running those things is not as fun and it actually, the results are not as good because especially with planning, if I run all the planning, it's not as good. Bad, and so bad. [00:16:09] Sarah: There was one week where I couldn't run the planning meeting because I was on a flight and I said, can you just run the planning meeting? And he did it. And I came back and I was like, I don't know what happened in here, but this is bad.  [00:16:20] Jason: It was okay. I did just fine. It was bad. So the issue-- just fine. The issue is it's not fun for me to run the meetings, but also when it comes to like actual strategic planning, we as the visionary or as the main leader of the business, or even as the operator, we have to be the last to speak. Otherwise, we influence things. And if I run the meeting, it's really hard for me not to say certain things and not to steer things a certain way. [00:16:48] And so I don't get as valid of feedback from the team. I don't get as valid of information. So what happens is as visionaries, a lot of times we think we have all the best ideas. And it's not generally true, right? Our team members are closer and more connected to what's actually happening on the ground, and they can see things we can't see, and they have ideas that we don't have, and they can share these things with us, and we can get their buy-in into the plan if they help create it. [00:17:16] But when we are just top down pushing everything, because we think we're the visionary, and this is one reason I really don't like EOS. One of the big fundamental flaws in EOS is they intentionally overinflate the ego of the visionary. The visionary has all the best ideas and they're so important, and that feeds the ego and it helps them to sell integrators, which in their accountability chart, they place the visionary at the top, and then they have a line going down. And this is just a fancy name for a stupid org chart that doesn't make sense, but you have the visionary connected to the operator. Which they call an integrator. And the integrator then is connected to everyone else on the team. This is one of the most flawed structures I've ever seen, and nobody runs their business this way because integrators or operators are not the people that should be over sales and marketing generally. They're not the people that, because they have a very different personality type, they're opposite. And they want to conserve and they want to make sure money is handled well and they don't want to take risks and they don't want to, like, this is more stuff for maybe your head of sales and marketing or maybe your BDM or whoever you want to place in your executive team. They're really usually equals, but they have to report their stats. Everybody reports their stats to the operator. And so the challenge is we have to have a system in which the team can all give feedback and give information first, and it isn't top down. It's really bottom up. And this is how we designed DoorGrow Os and why people that come from the EOS system get a much bigger result and a bigger yield from their team and much more profitability than they were able to get under u s or traction or rocket fuel, right? [00:19:00] These are some of the things that Sarah's able to do with some of our clients. And I have to say, it's amazing to be able to have somebody that I can trust to not just understand all this stuff. Because she, she's super sharp but also to be able to teach it to clients and to be able to help clients work through all of this and trust that it's just going to be handled and that's really what we want in a great member of our team or in a business partner. [00:19:25] Or with anybody that we work with, we want people that we can trust to just handle stuff and to do it well. Sarah does it really well, so, what else should we say about you?  [00:19:36] Sarah: I think that's just how my brain works. Like every job that I've ever worked before I owned my own business, I would be there for a little bit and it was super clear to me like, Hey, if we make these changes or if we do these things differently, or if we just shift this a little bit, it's going to be better and here's how it's going to be better and why. [00:19:55] And it's so frustrating for me when you know, like I was at multiple insurance companies. Before like I kind of got into property management and I on all of them, I was like, oh, we could just do it like this. Well, we don't do it like that. I'm like, I know you don't do it like that, but you should do it like that and here's why. And when it's frustrating for me where I'm like, oh, you could just make these changes and you could do things like this. And this is just how I think my, my brain is just wired to work. because I can like look at the overall picture of things and I'm like, well, why do we do things like this? You could do it like this instead and we should change this and this should be different. And that's really good. This is really great. Keep this, but change this little thing. And then these are the results that you'll have. And at all of the insurance companies I had worked with prior, I had like made some suggestions and they're like, oh no, we're not going to do that. We can't do that, we can't do that. So I think looking back, it's funny for me because I'm like, oh well yeah, I was kind of, almost like destined to like get in and, and run my own business because then if I think, Hey, we should do things like this because of this, then I can just do them. I don't have to go and ask like, oh, hey, can I really think this would help your business? Like, we can do it. And they're like, no.  [00:21:08] So now, like, just looking back, I'm just able to kind of pick it apart and see things that sometimes other people don't see because you're just, you're too close to it. Mm. And, and it's it's personal for people too. They're like, oh, this is my business and I'm really proud of it and this, I worked so hard and I know, like, I know what goes into running a business. Like I know it, blood, sweat, and tears doesn't even begin to cover it. I understand that. And that being said, I think that's one of the reasons why you should be looking to improve it. So if you can make a few small changes, like your, your ego might have a little bit of a bruise, right? But is it worth the trade off? Like, is the bruised ego worth a better, more profitable business that takes, a lot more off your plate and is less stressful? So for sometimes, sometimes people are like, no. I don't want that. I just want to know that I have all the answers and I'm right all the time, and that's okay. [00:22:02] Jason: All right, so what's unique about Sarah, and some of you might identify with her a little bit. So in Myers-Brigg, she's probably an INTJ.  [00:22:13] Sarah: Well, not probably, I'm like the epitome of INTJ. [00:22:16] Jason: So INTJ. Is very intuitive. They are introverted. They're a thinker and they're judging. Now INTJs are because they're super intuitive. They're called the strategist because they're logical and they figure out solutions to things, but what's I think really in interesting, and I think there's women's intuition and she's very intuitive. She just knows things without knowing why it's true. Mm, yeah. Like she's like, there's a problem over here in the, in our business or there's a problem over here and I don't know why, but it, something's not right. So. And what's frustrating is I will say no. I don't see it. Like everything's fine. And she's always right. She loves when I say, you were right. She loves it a little too much by the way. But she's usually right. And so I've learned to trust her intuition tuition and sometimes I think our unconscious. Has a lot of information and can process a lot more than our conscious mind can and picks up on little details and things. Mm-hmm. And has worked some things out and just knows things and it bubbles up to the surface of our conscious mind and we're like, Hey, something's off here. And she gets these flashes of intuition that when there's like some sort of threat and things like this as well. So I've learned to trust your intuition because it's proven accurate multiple times. And I've always considered myself fairly intuitive in the business, but her intuition is kind of next level. And so I think being able to trust your gut and having a partner in the business or some, or an operator that you can trust, their gut can have a significant impact as well. [00:23:52] So I'm a bit opposite of her. I'm an ENTP. So we both are the intuitive, which is the n and we're both thinkers. Thinkers. But. I am a bit more extroverted probably. Even though I really feel like an introvert a lot of times, but I like need to be around some people occasionally. [00:24:12] Sarah: Well, I know, but you usually like will kind of, you'll you'll break in that arena before I do. You're like, we like I just want to get out of the house and be around people and I'm like, oh, I don't.  [00:24:22] Jason: Yeah. And then I'm definitely more, we think very differently. Like very differently. Mm-hmm. I'm perceiving and you're judging and perceiving means my desk is chaos right now. If you could see it. And it means I love pulling in ideas from lots of different places. I have a crazy variety of books on the bookshelf over here. I've like, I pull in things from a lot of places to formulate my thinking. Then I'm able to formulate some new ideas and I'm very creative that way. And that's part of, I think why we have such great IP at DoorGrow. I get a lot of coaching and a lot of input from different sources and we improve those ideas and we have, I think, the best ideas and innovate the quickest in the coaching space in this industry period, maybe out of a lot of coaching businesses. We consult and share ideas with other coaches and coaching businesses as well that we're in Masterminds with. I don't want to do all the implementation. I don't want to make sure everything gets done. And so I'll be like, Hey, here's this great idea, but Sarah also brings really great ideas to the table. She's like, Hey, I had this idea. And then she'll just rapidly implement, like she just gets it done. She's like, Hey, let's do this premium Mastermind event and have people, we'll rent out an Airbnb and we'll get people to go and we'll do this and it'll be awesome. And I'm like okay. And she just makes it happen. Sells all the tickets to it, gets everything organized. I just showed up and got to look cool and she made it all happen. [00:25:50] He's like, what are we doing at this event?  [00:25:52] I showed up, I'm like, so what are we doing?  [00:25:54] He's like, what are we even doing? I'm like, just-- [00:25:56] I'm like, okay, Sarah's leading this. So that was our last DoorGrow Live too. Like Mar-- Yes, that's true-- my assistant who did a lot of planning and Sarah like, handled some of the details and ideas and I was just like, all right, I'm just here. I'm the tech guy. [00:26:11] Sarah: Just when we call your name, get to the stage, just go up there.  [00:26:14] Jason: Yeah. When, when it's your turn, Jason, you go speak and talk about something and I did. So that's kind of how we work together. So, what else should we say about Sarah? She's still working on getting her last name changed because it was Hall and she's switching it to Hull. [00:26:31] Sarah: Well, right now, I really don't know what it is. Yeah. Truly. I don't know because the Social Security office has me as Hull.  [00:26:39] Jason: So you got to change. Yeah. To my last name.  [00:26:41] Sarah: Yeah. But the DMV is like, so super booked out.  [00:26:46] Jason: So not, not in Texas yet. Your license doesn't say it yet.  [00:26:50] Sarah: No, no. Not my license doesn't say it yet, but my social security card does. [00:26:56] Jason: So, and your social media, I think you've changed most of it. I changed it before. Long before this. Yeah. So, but Hall's her ex-husband's last name, so yeah. So I'm trying to like, he's trying to buy a vow. I'm trying to buy that vow. I think I paid for that vow. What's on your neck and on your finger. And I think I've, I think I've accomplished that. I don't know. I don't know. So, cool. And I don't know what else, what else should we say?  [00:27:24] So Sarah's one of the key coaches in our business here at DoorGrow. Our mission is to transform property management, business owners and their businesses, and she does that like, she helps to do that. She runs a lot of the group coaching calls when I'm focused on other things in the business, which is awesome that I have somebody I can trust to do that at a really high level and to do it really well and clients really appreciate her test.  [00:27:49] Sarah: When you're busy, I run the whole scale call. Yes, every single week. [00:27:54] Jason: Well, you do. You go beyond that. You also run some, some of the other calls that I-- Yeah, for sure. I used to run every call. You can run every call. So, yeah, which is awesome. All right, well I think, for those of you that you want to experience some of the magic of Sarah and improve your operations, you're struggling with things, your profit margin is not what you wish it would be, and you think you need more kPIs and micromanaging and to like squeeze more juice out of your team. That's probably, there might be a little bit of truth to that, but generally you'd probably need a better team or you need to optimize your team and that's one of the most profitable changes you should make first before you start messing with micromanagement, KPIs, more pressure, stuff like that. You need to make sure first you have the right team, and here's the clue that you don't have the right team: your day to day is something you don't enjoy doing every day. If you're still wearing hats that you don't enjoy doing and you've built an entire team around you, and you're the wrong person in the roles that you're sitting in, then you've built the wrong team around you. [00:29:05] It's pretty obvious if you look at it from that perspective. You can't build the right team around the wrong person. Can't build the right team around the wrong person. So, we can help you make sure first, who are you, we can help you figure that out, and what do you really enjoy? And we have processes for that. And then we can start to build the right team around you so that you are supported and you get to move closer and closer to having more fulfillment in your day-to-day. More freedom, more contribution, and more support. And then your team members will be able to have those four things and you'll get probably three times the output from those team members. And that's the biggest expense and that will give you the biggest profit in your business if you can get these systems in place that we can help install. With DoorGrow OS and DoorGrow hiring and DoorGrow Flow and DoorGrow, CRM and DoorGrow. What am I missing? Flow hiring, crm, you said all of software. Those are our software. Okay, cool. Which we call our super system. So we're going to be doing this event on the 22nd, talking about priorities and how to increase your profit margin and how to decrease operational costs. We hope to see you there and or watch the replay if you see this later. Make sure to reach out to DoorGrow if you would like to experience some Sarah Magic. And until next time to our mutual growth, everyone.  [00:30:26] Jason Hull: You just listened to the #DoorGrowShow. We are building a community of the savviest property management entrepreneurs on the planet in the DoorGrowClub. Join your fellow DoorGrow Hackers at doorgrowclub.com. Listen, everyone is doing the same stuff. SEO, PPC, pay-per-lead content, social direct mail, and they still struggle to grow!  [00:30:53] At DoorGrow, we solve your biggest challenge: getting deals and growing your business. Find out more at doorgrow.com. Find any show notes or links from today's episode on our blog doorgrow.com, and to get notified of future events and news subscribe to our newsletter at doorgrow.com/subscribe. Until next time, take what you learn and start DoorGrow Hacking your business and your life.

4 Time Olympia IFBB Pro, Becoming a fitness influencer, reaching over a million followers, and putting his faith at the forefront is what Jason Poston is doing.   We had the opportunity to have a sit down conversation with Jason and talk about various topics and it was amazing!   We know you are going to get a ton of value in this discussion so let's get right to it so you can be inspired.   Make sure you have your note pads or apps out and listen to the full episode.    Keep taking action, pursuing personal excellence, and impacting lives!   In This Episode, we discuss: How to deal with Type 1 Diabetes How to become a fitness influencer Why Jason went to Jail 30 times and how he overcame it The importance of Faith, Family, and Fitness   Jason's Bio: Almost 10 years ago Jason was diagnosed with T1 diabetes, a life-changing event which would lead him to become the world's most followed T1 diabetic in the fitness industry.   Since then Jason has conquered the top 3 on the Mr. Olympia physique stage and become one of the most highly regarded coaches in the world, gaining a reputation for helping people achieve unbelievable results!   Growing up from very humble beginnings, Jason knows what it takes to work his way to the top which has helped instill an unbreakable work ethic. Amazingly, Jason got into weight training because of a debilitating eye disease which meant playing sport was no longer possible - from there, a lucrative career in coaching blossomed as he helped people change their lives forever!   Today, Jason is the face of global supplement brand, Liv Body as well as several worldwide known fitness clothing brands. This is a testimony to Jason's reputation as a leading name amongst peers in his industry.    Jason's personal life involves his beautiful fiancé, Sheena, his 14-year-old daughter Chloe and twin boys, Jaxon Keen and Cruz Alexander. As a big animal lover, Jason also has two British Bulldogs, Oak & Ivy. Connect with Jason Here:  https://linktr.ee/Jposton22  https://www.instagram.com/jasonpostonpro/  https://www.facebook.com/postonfanpage   Follow Us:  Instagram: https://www.instagram.com/chrisandericmartinez/ YouTube: https://www.youtube.com/user/Dynamicduotraining   FREE 15 Min More Clients Brainstorming Call. Let's Chat & See How We Can Help You Get Unstuck or Move Up Income Brackets. https://www.dynamicfitpros.com/15-minute-booking   Get 25% Off Any Orders From SteelFit Sports Nutrition: Coupon Code is DYNAMIC25 https://steelfitusa.com/   See the full Show Notes to this episode here https://www.liveadynamiclifestyle.com/podcast/how-to-become-a-fitness-influencer-with-jason-poston/

"A Savage with a Lion's Heart" is how Eric Brother's describes himself. He's a father, a husband, a business co-owner... and a Marine Corps Veteran who struggles with PTSD. Eric's journey through life has taken him from one side of the U.S. to the other......and from the streets of Baghdad, to the top of Mount Fuji.  Originally from Massachusetts, he spent a couple of years in Texas and then made his way to California, where he finished High School and enlisted in the United States Marine Corps. Eric is raw... and wears his heart on his sleeve...but his "superpower" is Loving on People.  This is my conversation with Eric Brothers: He is helping people with 4 core pillars: Sleep, Mindset, Nutrition & Exercise Being consistent with your routine - Take care of your body and your mind. "Exercise" is anything that moves you forward Love & Respect Being a Dad... is what drives him. We're all human beings... we all make mistakes... and every moment we have a new opportunity Finding his voice, discovering who he is and leaning in, to who he is. Working on a project in 2022 to help other Veteran's who are struggling with PTSD (more to come). Eric's story is unique to him, but his message is something that we can all relate to. We are all working through our stuff.  We are all working to be better versions of ourselves. It takes a community and support from one another.  You never know what someone's going through. Just before publishing the episode, Eric Brothers launched his own podcast, where he is completely open and honest about his journey.  He's raw and doesn't hold back his feelings... or.. his words. **WARNING: Explicit Language **   His message, is from his core... and can get intense, but golden.  I encourage you to listen, all the way to the end.  You can connect with Eric Bothers on IG: https://www.instagram.com/ericmbrothers/   .... and... here's a link to his podcast: "Heart of a Lion" https://open.spotify.com/episode/3ORwhYngIPmGq3zbzRmdJo?si=bmx47Yf0TLi-97Zk0tjMMA Thank you so much for pressing the play button and Tuning In to the show... but more importantly, thank you... for Tuning In, To You. Be Blessed, my Friend!  - Jason Here's where you can find me.  I'd Love to Connect www.linkedin.com/in/jason-johnson-b56743a/   www.instagram.com/jtjohnson360/ www.facebook.com/OwnYourSpacePodcast jason@own-yourspace.com --- Send in a voice message: https://anchor.fm/jason-johnson58/message

Anyone who follows Jason knows his passion for the outdoors does not stop when archery season is over. With close to 400 podcast episodes, 350 Youtube video's and an online Bowhunting Whitetail course its obvious he truly loves to share his passion. I really enjoyed chatting with him. Look for Jason Here . Brought to you by;Blackwidow Bows Sponsored by; Selway Archery Kifaru Intl. The Footed Shaft

Breaking the paradigm of what it means to be an employee, Jason shares his journey into the unknown and how he's managed to build his lifestyle of freedom and fulfillment while working for a big company.As my own personal Mindvalley review, I can vouch for the companies' excellent courses, and Jason Campbell has been featured in lots of inspiring and educational Mindvalley content over the years.  Reach Out to Jason Here:https://www.instagram.com/jasonmarccampbell/

  WokeNFree Question of the Day: Have you ever felt ostracized by your community?     This week, we are excited to have a candidate conversation about a very real issue many of us face. Want to join the conversation? Share your thoughts in the comments!  Meet Jason Simms Jason Simms is originally from Long Island but currently resides in New London, CT. He is a Mechanical Engineer and a gun enthusiast. In his free time, he likes to draw, train in martial arts, and enjoy nature. The topic of “Why do black people say other black people are acting white?” intrigues him heavily because he experienced a level of ostracization from his peers when he was younger because he didn't conform to "being black." He wants to shine a light on his perspective on this topic. You can follow Jason HERE.   Music Credits: Music Intro/Outro: “Thoughts” by Killah Smilez Music Outro: “Explained” by Killah Smilez Make sure you check out the Killah Smilez song on Amazon Catch the music video by Killah Smilez HERE ----more---- Want to share the episode? Please share the episode on Facebook, Instagram, Twitter, YouTube, and Soundcloud Don’t forget to subscribe to WokeNFree on iTunes, Stitcher, TuneIn, iHeartRadio, and Google Play Do you want to join the show as a guest on an upcoming episode? Contact us HERE Don't forget to submit a scenario to us for SCENARIO TIME!    SCENARIO TIME: How would you respond to these scenarios in SCENARIO TIME? Let's chat HERE!  Have you reviewed our show yet? Pick your platform of choice HERE      Do you want to start a podcast? We are here to HELP! Schedule a FREE consultation with us HERE     This post contains affiliate links. That means if you click on a link and buy something, WokeNFree will earn a small commission from the advertiser at no additional cost to you.

Do you have a coach to help guide you to grow your property management business? If you want to excel at what you're doing, you must have somebody who's playing a bigger game than you. Today, Jason Hull and Jon Ray of DoorGrow continue their discussion on premature expansion in property management. Besides putting planning and process documentation systems into place to be more efficient, they focus on the third system: Communication (internal and external).  You’ll Learn... [01:33] Interruptions and Inefficiency: Every interruption costs 18 minutes of productivity.  [02:13] Pay to Play: Learn from coaches how to protect and guard against interruptions. [02:40] Cut the Slack: Chat tool that creates interruptions and crushes team productivity.  [03:15] Under-Communication: Creates interruptions that prevent momentum and flow. [04:07] Communication System: Only involve those internally that need to know, and find ways to improve external client communication. [06:01] Organizational Structure: Clear line of communication for delegation. [08:15] Who does what? Pair effective visionary with brilliant operator to get things done. [18:18] Sales solves all problems—not always true. Growth feeds business. [19:25] Get things in place, and then it's not premature. [21:00] Jack of All Trades, Master of None: Entrepreneurs find opportunity everywhere.  [25:34] DoorGrow OS: Consolidate systems, processes, professionals to be successful. [31:10] Three Currencies: Growth involves time, money, and effort. Tweetables Every interruption costs about 18 minutes of productivity for one team member.  Under-Communication: Creates as many interruptions that prevent momentum and flow. Every team member you add lowers your pressure and noise. Every team member you add makes your job and life easier.  Get things in place, and then it's not premature. Resources Intercom Help Scout Voxer Process Street Jason Fried of Basecamp Warren Buffett Slack Entrepreneurial Operating System (EOS)/Traction Mastering the Rockefeller Habits: What You Must Do to Increase the Value of Your Growing Firm HireSmartVAs Anequim with Mexican VAs DoorGrow on YouTube DoorGrowClub DoorGrowLive DoorGrow Website Score Quiz DoorGrow Cold Leads Calculator Transcript Jon: I have worked with coaches for the past 20 years. I believe in them wholeheartedly. If you're going to excel at what you're doing, you have to have somebody who's playing a bigger game than you. Jason: Welcome, DoorGrow Hackers, to the DoorGrow Show. If you are a property management entrepreneur that wants to add doors, make a difference, increase revenue, help others, and you are interested in growing your business and life, and you are open to doing things a bit differently, then you are a DoorGrow Hacker. DoorGrow Hackers love the opportunities, daily variety, unique challenges, and freedom that property management brings. Many in real estate think you’re crazy for doing it, you think they’re crazy for not because you realize that property management is the ultimate high-trust gateway to real estate deals, relationships, and residual income. At DoorGrow, we are on a mission to transform property management businesses and their owners. We want to transform the industry, eliminate the BS, build awareness, change perception, expand the market, and help the best property management entrepreneurs win. I’m your host, property management growth expert, Jason Hull, the founder and CEO of DoorGrow. Now, let’s get into the show. I’m hanging out here with someone else from DoorGrow, Jon Ray. Jon: Yeah. Thanks for having me. Jason: The third system that's necessary so that you can avoid premature expansion is you need an internal communication system. If you're still operating on sneakernet, or constant interruptions like sneakernet as they walk into your office all the time and interrupt you, then you're operating really inefficiently. Every interruption costs you about 18 minutes of productivity for one team member. If one team member interrupts another team member that's 18 minutes times 2. I don't know what that is, but it's more than a half-hour. Jon: Thirty-six minutes. Jason: Too many minutes, like 40 minutes down the drain because two people decided to talk to each other, or one person interrupted somebody else. You have to protect and guard against interruptions. All of this stuff is stuff that has to be learned. It's stuff that I've had to pay lots of money to learn from different coaches.  I had met with Jason Freed, the creator of Basecamp, and hung out with me on a call like this for 90 minutes. He cut my staffing costs in half overnight. We're high tech. We were using all kinds of technology. He pointed out how we are using this chat tool that had group rings. It was causing everybody to interrupt everybody all the time. Everybody feels like they had to read everything. It made our entire business completely inefficient. The software was Slack for those of you that are big Slack fans. Slack was absolutely killing and crushing our productivity as a team. It is basically an endless diarrhea without context or stream of information for every single project. Everyone on the team felt like they had to read every single thing. Jon: One of the things that entrepreneurs are aware of is that when a team is under communicated, that's not a good thing. But there's this idea that maybe over-communication is the way to go. That's actually just as bad, if not as bad, because it creates so many interruptions that then prevent people from finding the momentum and flow that allows them to be most efficient. Jason: The reason it costs you 18 minutes of productivity is because that's about how long after somebody that causes interruption, regardless of how much time they're spending with you. They might spend 15 minutes with you, and then it's 18 minutes. It takes time to get back into the flow. What was I doing? How do I rebuild this house of cards that I was building before Steve came in from finance and interrupted everything? There needs to be an internal communication system that works effectively for the team that only involves the people that need to know or deal with a certain thing at a certain given time, rather than everybody needing to see everything. If you're a control freak as an entrepreneur, and you need to know everything, and see everything, you're probably the biggest bottleneck in the company. You need a planning system, you need a process and documentation system, you need an internal communication system. The other system that you need is you need an external communication system. You need a client communication system that makes it easy. We use Intercom. Some people will use HubScout. You also might use your property management software in some ways for this. You might have phones, but you have to clearly have an effective client communication system. That's something we're always working on improving is client communication. We use Voxer internally as a team, and some of my coaching clients will use that as well. We've got a lot of tools that we use to increase communication, but most of it is one-on-one. It's not causing big group interruptions or situations like that. Jon: An important thing to reference here—when it comes to creating the right communication systems—is that there has to be clear lines for delegation. Part of your process documentation needs to be letting each employee at each level and in each role understand what type of tasks are appropriate to delegate up to you and what needs to be delegated down. Jason: All that comes with the process documentation, but planning helps with that a lot at that system, and then you need an internal communication system. As part of that, that's kind of the organizational structure. There needs to be a clear line of communication where somebody reports to somebody. I was talking with a property manager the other day. They had their part of another business. What she said is that this other business that she's a part of—outside of a property management business—that there are three bosses. Over one department there's two managers. I said, “Well, how did the team members know which one to go to?” I said, “Are they very different personality-wise? Do they get different answers?” She's like, “Absolutely.” So then, how do they know which one to go to? There's so much confusion in this entity. She could see it. Me hearing about it just made my skin crawl because I was like, “I would feel so crazy and uncomfortable because it sounds like a nightmare.” There's all this infighting and politics and all the stuff going on because nobody has any clarity. People don't even know. She said somebody got promoted in this business and everybody said, “Hey, congratulations.” There was a celebration. Jon: I’m going to take this time and just pause you. I know that there are people out there that are saying, “This sounds like a lot of work. I'm already too stressed out.” There's so much resistance to putting in this work. What we're talking about is do you want to win at a new level of the maze? Do you want to be a high achiever? Because if you're satisfied with being in this mediocre average zone of success, then maybe you don't need all of this. If you ever want to get to a level where you're dominating your local marketplace, and you're running a business that isn't just growing but is growing comfortably, these things are mandatory, right? Jason: Yeah. I can empathize with that strongly. The little story—just to wrap it—was everybody was congratulating this person. They were asking him, “Cool. What are you going to do now?” He said, “I don't know. I’ll figure it out as I go, I guess.”  Anyway, let's go back to the question. What was the question again? Sorry, I have to finish the thread. Jon: There's so much resistance around showing up and having to actually do all of this stuff. Maybe you can talk about why it's important to push through that resistance, or how to do that? Then why ultimately, the short term resistance and discomfort leads to a more comfortable, more profitable, and more fun business down the line? Jason: I just would rather kill the resistance. Here's what I realized. I had a ton of resistance. When I started working with some of the best operational companies, ­­I was working with probably the best operational coach that might exist in the business world. I had already studied traction, and EoS (end of sale), and I'd heard of the Rockefeller Habits, and scaling up, and I went to this thing called warrior. There are other systems out there similar to the 90-day year. All these planning systems have some commonalities between them, which I sort of outlined when we discussed the planning system. I felt a ton of anxiety when I was going and learning this stuff. You want to know why? Because I'm not the person that should be doing that stuff. That kind of stuff is stuff that operationally minded people love. I can geek out on a system like I could see the genius in it, but me doing it, and me implementing it, me running meetings, I'm not the person to do that. Most CEOs and entrepreneurs are the worst to run team meetings, to manage their team, to manage operations, to manage operational processes. That's why you'll see almost any visionary—that's really effective—paired up with some sort of person that's operationally brilliant. It gives them the freedom to create ideas, create a vision. The operator helps them make that stuff come true and happen. Jon: If I'm a property manager and I'm still in that first sandtrap, and maybe I'm not even doing more than a quarter-million a year in revenue, and I don't really have the budget to bring these people on. Can you talk about what it would look like to start thinking about a hiring trajectory and mapping out some of the milestones of how I can get to this place? Jason: This is a learned process to know clearly where your time is going, how you're the biggest bottleneck in the business, what needs to happen next? This is stuff that we teach, but it's a process. There's a system for knowing exactly what you need next to take the business to the next level. It's part of the stuff that we teach clients.  Ultimately, for those that maybe they’re the lower level like, “I can't hire a COO. I can't hire an operational manager. I can't even hire an operations assistant yet.” Maybe they just get a personal assistant, executive assistant, somebody that loves planning. They love process. They love documenting things. They love systems. They geek out on these things. They like calendars and spreadsheets. They'd love to color coordinate sock drawers. Their closet is organized. Their desk is spotless. These are not typical visionary entrepreneur personality types that are high-driven types of people. If you are not that personality type—now on property management, you do get some operationally-minded people, but they might not also be the driver. They may need to get a BDM (business development manager) in the business. Somebody that's out there crushing it, and closing deals, and aggressive because maybe they're that operationally-minded person. That's why I think every business needs to be built around you, the entrepreneur, but if you're hearing this and you're getting anxious. You're like, “All these systems, all this stuff,” and you're overwhelmed. That probably means you're not the operations-minded person. The operations person, they probably have some of these, and they get excited about that. Those property managers are the ones that are like, “I can't grow yet. We're working on all of our systems and processes first,” and they have 10 doors. They're documenting everything and getting everything dialed in and then you have the opposite. You have to figure out which type are you? The other thing to point out is this stuff doesn't make your life crazier, and it doesn't make your life more chaotic, and it doesn't feel it's not more work. Because when you start to get these things implemented, and you're offloading, and you're systemizing, and you have planning, and you have vision, your team can actually help you do all of this. Every team member you add actually lowers your pressure and noise. Every team member I've added to the team has made my job and life easier. I'm doing less. Every day I'm doing less. Every new person—I brought you on—I’m doing less. What that allows me to do is to do more of the things that I really should be doing, the things that I'd really love, the things that really make me feel alive. I'm to the point now that I enjoy doing sales, but you've taken that off my plate, and you're taking some of the marketing stuff off my plate. I enjoy doing marketing, but there are things that I now want to do more than those things. As you build out your team—the very first person you need usually is an assistant, very first person. Hopefully, that's a person that you can grow into the role of being an operations assistant, an operations manager, maybe a COO of your company at some point if they’re brilliant and effective enough. Because that's going to lower your pressure significantly, and they're going to help you get all of this stuff dialed in and implemented. Jon: I know a lot of people have hired somebody at $10 an hour to be a personal assistant. They've had a bad experience, or that person just didn't really do what they were supposed to do. Is there some way to think about bringing on a personal assistant where that's actually going to be a successful relationship? Jason: Oh man. We've had people in the show like HireSmartVAs and Anequim with the Mexican VAs. If you're not an expert, and you don't know how to answer that question, and you want to just get a virtual assistant like those, or a great assistant we've had on the show—if you want a US-based assistant, you need help. Because you don't know how to identify these people. The mistake we make as entrepreneurs is we tend to hire people we like or that are like us. That's not the person you usually need. You usually need a person that's somewhat your opposite that can balance you out, and handle the things, and take things off your plate that gives you more pressure noise. We have a process we take people through to identify that so that you can build up the ultimate job description for your dream team member. The silliest thing I ever hear—and I mentioned this in some of the system shows—is when an entrepreneur starts asking around, “What do you have your assistant do?” That's like walking around the grocery store asking people, “Hey, what do you eat? What are you having for dinner?” Because they have no clarity. You're not ready to hire. It's not what they can do, it's what do you need? You have to get really clear on what do you not enjoy? What drains you? What's sapping your energy? What is that has alignment with you personally? That's one of the things we get people really strong clarity on is who they are, what they should and shouldn't be doing, so the business can be built around the entrepreneur instead of built around somebody else's system, or somebody else's process. This is my major problem with traction and some of these other systems. It’s building according to somebody's ideal system, which ironically is a system that requires some special coach that's super expensive that you have to do it that one exact way. You need this thing called an integrator that is only one that can do it. Jon: I was going to say I think the people that I see who are the worst at delegation are really nice people. Because really nice people hate asking other people to do stuff that they don't want to do themselves. The misconception there is that other people like the same type of work that you like. You can always find somebody who loves to do the things that you hate to do. That's how you should be thinking about hiring. Let me find somebody that I can bring on as an assistant who can start to help me offload all the things I don't want to do, but they love doing those things. Jason: The biggest mistake we can make as an entrepreneur in our business—when it comes to team members—is to assume that our team members think the way we do. Almost none of them do. They're very different. Otherwise, they'd be entrepreneurs. Entrepreneurs are just different. My team members love being told what to do each day and having clear ideas of what to do. Me, I want freedom and I want autonomy. There are huge differences. You need to recognize that the stuff that you hate doing, somebody loves doing that. I don't like calendars. I don't like staring at spreadsheets all day. I don't like doing graphic design in front of a computer all day. Can I do these? Can I enjoy them sometimes? Yes, but that doesn't mean that that's my best use in the business or in life and that I want to do that. My team members that love those things, they love those things. They could do that every day. That's just fun for them. I don't ever have to motivate them. That's how I know I've gotten somebody in the right position because they love doing what they're doing. Without getting too far off-track—because we could do a whole episode just on hiring, planning, whatever. Jon: How does all this tie back into premature expansion and whether or not I as a property manager am ready to expand? Jason: The one other system we didn't mention is you need a sales process and system. You need some growth system that's feeding the business. This might be the most important. Some say sales solves all problems. Not totally true, but without sales, you don't have a business. There's no revenue. You can't pay your team members. Things get scary. You can't pay your mortgage, or rent, or whatever you’re doing, you can't pay the lease on your building. Sales have to be happening. Bit growth has to be happening in the business. All of these things go together. You need all these different systems in order to work. If you have all these systems, then you almost have a franchise model in which you can open up another office, or a new location, expand into a new market. Ultimately, you're going to want to keep as much as possible—probably centralized—to lower operational costs, to reduce redundancies, and get what you need to support that new location. Then you know, all right, this is not premature. We've thought this out. The baby is ready to be born. This is all set up. The reason I call premature expansion because there's nothing premature that is usually considered positive. Anything that's premature—whatever you can think of—is usually a bad thing. I wanted people to understand it's too early, it's too early. You don't have things in place. Get the things in place, and then it's not premature. Does that mean you're going to learn? Yeah, you're still going to learn. Are there going to be mistakes? Absolutely. Is it going to be messy sometimes? Sure, but that's running a business. Perfect businesses don't exist. That's part of just what's going to happen. If you're dealing with that, the idea of starting this new location expanding everything else and everything else is already a mess, you're just pouring gasoline on a fire that's already there and it's just getting worse. Jon: These processes and systems really give you a leverage that allows you to be really successful in a lot of different styles of expansion. Whether that's opening another office, or acquiring something. The best investors in the world—like Warren Buffett—are essentially people who are really good at systems and processes. When they go and acquire a business that's in chaos, they know that they can immediately implement the right systems, processes, and management team, and that business will become profitable very quickly. It puts you in a position where you have a huge competitive advantage over anybody who's just bootstrapping it or shooting from the hip. Jason: Another form of premature expansion is death by opportunity. Entrepreneurs, we see opportunities everywhere. You know you're the opportunist type of property manager or entrepreneur business owner if you are like, “We can start a roofing company. Let's start a maintenance company and we could serve these other companies. Let's do roofing. Let's get a house cleaning business. Let's do carpet cleaning.” I know business owners that they have new property management, and they have seven or eight other businesses. Jon: It's like the jack of all trades, master of none. Jason: Some of them can be good. They can build out teams, they can have things really well dialed in. If you learn to do it for one—like you we're saying—you can do this for all of these businesses and make sure that it's going well. But if one's a mess, you're just adding more problems and making it more challenging. What it does is it dilutes focus. Focus is one of the key ingredients for making money. If you want to make a certain amount of money, and you're like, “Well, let's add more services.” You would think that would add more money. What it usually does for most entrepreneurs is it just dilutes what they can already do. It just divides that up and it becomes more and more challenging. It's a lot easier to make a million dollars in one company than a million dollars to 10 annually. That's another form of premature expansion. That all comes back to the planning system. The planning system, and our vision, and goals as a company give me constraints as an entrepreneur and as a visionary. I'm like, “We could do this and we could do that.” My team is like, “We can't. We've got all these goals that we’re working towards. We've got this, we got this. Maybe we can make room for that next quarter or next year.” This protects them from the grenade when I come back from the conference and I have all these ideas and want to change everything. They'll say, “I can see that I don't want to lose sight of what we have going already and destroy that momentum. I want to achieve these objectives. It's going to get us money. It's going to get us making a difference. All these things that I want. We need to keep that going. Then we can figure out where that can fit in.” It just allows us to not just go through the buffet line, throw a ton of stuff on a plate, and then end up not being able to utilize even half of it. Jon: Once everything that you're talking about—the communication systems, the processes, the systems—once all that's in place, it also gives your staff and your employees a mechanism for delivering feedback to you, even if that's uncomfortable feedback. Almost always—maybe not almost always, but at least in the businesses that I've run as a high-level manager—the employees who are actually doing the operations a lot of the time have really solid ideas on how to make things more efficient, but they feel afraid of communicating those up. By opening up those channels of communication and making it so that it's not uncomfortable for a lower-level employee to give a great idea and have that idea be received, you can actually empower your team to fix a lot of the inefficiencies. Jason: Here's a real simple thing that I thought of that you can recognize if you're ready for premature expansion. If you are the one running all your team meetings, and you're the first to speak in all those meetings, you're already losing. Have you noticed that I'm not running the meetings, and everyone asks me what I think less? “Hey, are you stuck on anything?” I'm the last one to go. Because it's so easy for us as entrepreneurs to say, “Hey, here's my idea. Everyone should do this.” Then when you ask your team members they're going to go, “Yeah, what the boss says. He pays me. That sounds like a good idea. I'll go with what he says. That's the safest answer.” Jon: Growth in all levels—personally and it when it's directly related to revenue—means that there has to be an integration of discomfort sometimes. The proper communication levels mitigate and buffer the discomfort that employees have for communicating good ideas. Oftentimes, the people on the ground level are the ones most capable of finding the thing that's going to work for your current team dynamic. Jason: This is something we've been thinking about a while. We run our business using a system that we called DoorGrow OS that I feel like is one of the most brilliant planning systems out there. It's a consolidation of several different planning systems, operational coaches I've worked with, having brilliant operators on my team. It's something I built out even software-wise that we use internally as a team. You've just started to get a taste of this. There's clarity. There's communication. Everyone knows what they're doing. We're hitting targets, and goals, and objectives each week. The momentum is strong. This is how we grew 300% in a year. Jon: It's a really interesting way of running a team. I've run a lot of teams that have a lot of branches underneath the management. This just provides a level of efficiency and oversight that still makes upward and downward communication very feasible and very easy. Maybe at some point, I'll convince you to share that system with the rest of the world, but right now, it's been really interesting for me to understand some of those principles and see how the years and years of working with all these coaches have been baked into some of these ideas and the things that you're identifying as the ways to know whether what you're doing is premature expansion or actually profitable growth. I don't know if you have anything else on your list, but I know that we're starting to get a little bit long. Maybe we could just recap what we’ve talked about. I'll turn it over to you for any final words of how somebody can take what we spoke about in this podcast and make it actionable. For somebody who has nodded their head to at least one or two of the things that you said during this podcast, what should be their next step for starting to figure out how they can start to tweak the knobs and levers of their business in order to be more in line with what will actually make them successful? Jason: Every business owner is doing the best they can with what they know. Every person on the planet really is doing the best they can with the limited access to knowledge and resources they currently possess. If you knew better, you would do better. There's a lot of things I don't know. There's a lot of things that I can't see. My best feedback is—you've probably heard a lot of ideas on this recording. Maybe you were nodding your head, but ultimately, if you feel stuck, or you don't feel like you're going as fast as you want, or you don't feel like your company's in momentum, then you need help. You need to reach out. That's one of the scariest things for us to do as entrepreneurs, but I do it. I have coaches that I pay. I go and I get help. If I don't know something, I hire a coach. I've got an event I’m planning on going to in March to learn something that I feel like I'm weak at in the business. Normally I would hand up to other team members but something I've avoided that I need to know more about. You need to have enough vulnerability to recognize that you can't do it all on your own. You're not Atlas holding the entire globe on your back. You need to get support.  If you don't feel like you have support, if you don't feel like you have somebody in your corner, if you feel like you're the smartest person in the room in your company, and everybody's just going to say yes to whatever you throw at them, there's a big problem. You've got big blind spots. You need to reach out. You need to get help. That could be us at DoorGrow. Set up a call with us, reach out. We can help you identify some of the blind spots, some of the leaks, some of the inefficiencies, and get you into a high state of momentum. We start in those five core functions at the very beginning. Jon: I want to just mention—because I can feel that somebody just had some resistance to, “You can't do it on your own. You need a coach.” That almost sounds too salesy. Maybe we could alter that statement and soften it for that person who feels resistance to that because you could do it on your own. You could go to the bookstore. You could buy all the books. You could read through them all. You could slowly implement things, and see what works, and what doesn't work, and it would take you forever, or you can work with a coach and collapse time. For people who are looking to collapse time, that's when it becomes incredibly valuable to work with somebody who's already done all of that research and extracted the best practices, split testing all the ideas and figured out what works. Now, you can have a roadmap for how to get to success in the quickest way possible instead of having to trial and error your way down the road. Jason: I am a big fan of trial and error, but I do also like collapsing time. My coaches have helped me collapse time dramatically. I was that guy. I was for many years. I was the guy that thought I could watch another Youtube video, or read another book, and I could figure out on my own. It took a ton of time. You have to recognize there are at least three currencies. If you want growth, it involves time, it's going to involve money, and it's going to involve focus, or energy, or work, or effort, whatever you want to call it. Those could probably be broken up even further, but you've got these three currencies. If you use all three and invest all three you can grow faster. If you decide, “I'm not going to invest money. I don’t want to go hire a coach. I don't want to pay DoorGrow. I don’t want to go spend money on this.” Then you can go buy cheap things like books, and watch free YouTube videos, and get a lot of some good stuff. Some stuff that's leading you the wrong way but you don't know. They're experts so maybe they'll be telling the truth. You try it out. Then what ends up happening is it's just going to take infinitely more time. That was my challenge. I spent a massive amount of time. It was painful. When I finally started to invest serious money towards the best that I could afford at the time, I collapsed time dramatically, and I always made that money back. Not even just made it back. I made it back monthly. I was making more than I paid the coach. That's almost been my experience with every coach. I've got so many coaches that I paid $5000 a month. It gets ridiculous, but do I make more of that in a month? Absolutely. Jon: One of the things that I hear on the calls is if someone isn't seriously setting goals for their business, it feels to me like it's because they're afraid that they're not going to hit them. If they don't say them out loud then they don't have to suffer the defeat of not hitting it. One of the reasons to work with a coach is to have the accountability and the hand-holding required to get you over that resistance and that hump so that you can actually start hitting those numbers. The first time that you hit one of the goals that you set, you get addicted to it. You want to keep hitting goals, but because people have set so many goals in the past and then failed at hitting them, they don't set goals anymore. Jason: They don’t trust themselves. Jon: One of the things that a good coach can do is get you back in alignment with your goals so that you recognize that that vision is possible to hit. That's part of that collapsing time. There's a ton of great business books out there, there's a ton of great niche courses out there. You can throw money into a million different ways to “grow your business,” but if you're not looking at your business holistically, and you're just looking to fix the symptom with some kind of a band-aid, you're never going to be an A-player in anything that you're doing. There's an opportunity to level up by working with a coach—whether that's DoorGrow or somebody else. I have worked with coaches for the past 20 years. I believe in them wholeheartedly. If you're going to excel at what you're doing, you have to have somebody who's playing a bigger game than you. Jason: That's very true. I agree. Let's end on that note. Jon, I appreciate you and hanging out with you again. Those that are watching, make sure to—if you're watching this on Youtube—subscribe, like us. If you're hearing this in iTunes, please, be sure to leave us some feedback. We want to hear your real feedback there. Leave us a review. That helps us out. Jon: I’m also going to say before this goes out. Join us in the Facebook group because this can be an ongoing conversation that we have in the Facebook group. We have so many stellar examples of property managers who are doing all the right things there. You can interface with them, you can interface with the people on our team, and you can tell us what's working, not working in your business. Then if you disagree with everything that we just said, we invite you to come and have that conversation as well. Because any type of conversation whether you're praising what we're doing or trying to chip it down with an ax is going to allow us to grow, and iterate, and become better. We want to have you in that group. Jason: Well said. Until next time, everybody. To our mutual growth. Bye, everyone. You just listened to the DoorGrow Show. We are building a community of the savviest property management entrepreneurs on the planet, in the DoorGrow Club. Join your fellow DoorGrow Hackers at doorgrowclub.com. Listen, everyone is doing the same stuff. SEO, PPC, pay-per-lead, content, social, direct mail, and they still struggle to grow. At DoorGrow, we solve your biggest challenge in getting deals and growing your business. Find out more at doorgrow.com. Find any show notes or links from today’s episode on our blog at doorgrow.com. To get notified of future events and news, subscribe to our newsletter at doorgrow.com/subscribe. Until next time, take what you learn and start DoorGrow hacking your business and your life.

Usually, paying attention to your body, mind, and health is the last thing you do when it comes to your business. It’s time to focus on yourself first! Today, I am talking to Tony LeBlanc, second-generation property manager and author of The Doorpreneur: Property Management Beyond the Rent Roll. Tony shares the keys to debunking the rent roll paradox when chasing doors to grow.  You’ll Learn... [03:00] Software Engineer Stint: Tech geek at heart that brings love of technology into property management space. [04:30] What is rent roll paradox? Property management companies that constantly rely on getting new doors to grow their business.  [05:42] Chasing doors creates havoc and stress due to inefficiencies. [08:45] Expanding Territories/Locations: The bigger and more geographically dispersed a business gets, the more opportunities arise that aren’t taken advantage of.  [10:56] Would you want two doors making the same amount, or one door making same amount as two? One door, if the goal is revenue/profit, it's not just about adding doors.  [12:30] Premature Expansion: Go-to once a company reaches a certain size; anything premature is generally not a good thing. [14:13] Entrepreneur’s Journey: Everyone hits stagnation or desire for more. They get distracted by opportunity.  [15:11] Opportunities vs. Expansion: Think it through, be disciplined, and follow good habits before making the jump and knowing where you’re going. [17:40] Cycle of Suck: Bad owners, properties, reputation, and false scarcity. [18:15] Property management is changing. It’s future is a foundation full of opportunities. [21:50] Dinosaur Dictators vs. Millennials Seeking Meaning and Purpose: Good property management can change the world.  [22:45] Tony’s Aha Moment: We matter and play an important role in thousands of people’s day-to-day life. [28:30] Target on Back: How to deal with being overwhelmed as a property manager. [32:14] When we create and have constraints, when we're limited in our time and attention, we innovate. Tweetables Growth doesn't happen by accident. Personal growth is gateway to business growth. Chasing Doors: Is all you care about being introduced to new people, close deals, and get more doors? Property management’s growth is defined by doors that it turns down, not doors it gets. Focus is power. Cut something out in your life to achieve something. Resources The Doorpreneur by Tony LeBlanc Ground Floor Property Management National Association of Residential Property Managers (NARPM) Cycle of Suck DoorGrowClub Facebook Group DoorGrowLive DoorGrow on YouTube Transcript Jason: Welcome, DoorGrow hackers to the DoorGrow Show. If you are a property management entrepreneur that wants to add doors, make a difference, increase revenue, help others, impact lives, and you are interested in growing your business and life, and you are open to doing things a bit differently, then you are a DoorGrow hacker. DoorGrow hackers are those that love the opportunities, daily variety, unique challenges, and freedom that property management brings. Many in real estate think you’re crazy for doing it, you think they’re crazy for not, because you realize that property management is the ultimate high-trust gateway to real estate deals, relationships, and residual income. At DoorGrow, we are on a mission to transform property management businesses and their owners. We want to transform the industry, eliminate the BS, build awareness, change perception, expand the market, and help the best property management entrepreneurs win. I’m your host, property management growth expert, Jason Hull, the founder and CEO of DoorGrow. Now, let’s get into the show. My guest today is Tony LeBlanc from Canada. Welcome Tony, how are you doing? Tony: Hey man, I'm doing great, Jason. Thanks for having me. Jason: I'm really excited to have you on the show. You've been on before a long time ago and I was telling you in the green room before the show, but I think we resonate with a lot of similar values. I think we're both growth-minded people. I read your Doorpreneur book, which everybody should take a look at. And I think we have a similar mindset that growth doesn't happen by accident and personal growth is the gateway to business growth. I think we probably would both agree. Tony: Absolutely. Jason: I posted about this just the other day. I think it's the last thing that everybody wants to pay attention to in their business, is themselves. They’ll focus on everything external. “I need more leads. I need this. I need this.” Ironically, if I could change the person or get them clear on themselves, then all of those things end up changing by default, everything. Website marketing, everything into changing by default if you focus on yourself first. Tony give people a little bit of background. Maybe those that had heard you before, bring them up-to-date. Tell us a little bit about who Tony is. Tony: Sure, thanks Jason. I said my name's Tony LeBlanc from eastern Canada. Born and raised out here. I am a second generation property manager. It wasn't my first career of choice. I actually got into it as my second career. My first career was a 15-year stint as a software engineer with IBM which provided me an amazing experience visiting the world and working with a lot of great people in that domain. I'm a tech geek at heart. I love technology and I don't think that'll ever go away. It’s been interesting to bring that into the property management world, because as everybody knows, technology in the property management space is still not, in my opinion, where it should be. I still think we’re 5-10 years behind some of the stuff that we should have out there available to us. I still find it very difficult to run my business with the standard property management software that they have out there. After I left IBM, I started my management company which had been running out for about 10 years, called Ground Floor Property Management. We have been very well-received in our community. We now have three locations and I am now an author. I've basically taken everything that I've learnt from IBM, from life, and from the last 10 years of growing my property management company as well as the spin offs that we've created over the years, and that's where I am today, introducing the doorpreneur way. Jason: Perfect. The title of the show is the Keys to Debunking the Rent Roll Paradox. What is the rent roll paradox? Tony: The rent roll paradox is the fact that most, if not all property management companies out there, are constantly relying on getting new doors to grow their business. I believe there's a different way. I believe there is a much better way than doing that. And I say that from experience. For the first five years of running Ground Floor, my property management company, I was nothing but a door chaser. I just wanted to grow, grow, grow, grow. That's all I cared about. I just wanted to be introduced to new people, close deals, and get more doors. We got to the point to where we reached almost 2000 doors in five years. That’s across three locations. It was fast, it was intense, and it was incredibly painful. Incredibly painful. Now that I've gotten into the second five-year phase of the management journey, I've learned a lot looking back, and I realized that as I was going through that growth phase, I'm just adding more doors, and more doors, and more doors. I was causing a lot of havoc and stress on myself and my staff, but I was leaving an incredible amount of money on the table because of inefficiencies. If anybody's growing a property management company, when you're getting doors pouring in—we do multi-rise mostly, not just single family—it's a lot of work. We've onboarded 50, 60, 124 unit buildings, and it consumes you for a period of time. If you don't give the proper amount of space in between those growth, it becomes rough, but you don't want to take your foot off the gas if you're like me. Jason: Yeah, so let's touch on this real quick. I tell people this all the time. If somebody calls me and they say, “I am thinking of starting a property management business,” I say, “Do you want me to talk you into it or out of it?” because I get to see inside hundreds of companies. They usually laugh, but they usually stay into it. The thing is, this property management is easily death by a thousand cuts. Tony: Absolutely. Jason: If you have one little problem with one door and then you have a thousand doors, you have thousands of those problems over and over again. That's why it's so critical to shore up some of these leaks early on, because if you're having problems now and you feel like it's stressful now, just adding more doors is throwing gasoline on whatever fire you have. If that fire is a bad fire, then it's just going to explode. It’s going to be worse. Customer service goes down. You have more complaints and it compounds. Usually, they have to make significant changes just to go from 50-60 units under management to break past that first sand trap—I call 50-60 door the solopreneur sand trap—to break 100 doors. Just to do that, they have to change everything. Ironically, I’ll real estate companies that are doing property management on the side, break past that barrier artificially without making the necessary changes. They don't get technology in place, they don’t get systems in place, and it will pass it. One of my case studies was a client that had 600 units under management, single family, and was making $0 in this business. I said, “How are you doing that?” he’s like, “I've $3 million a month in real estate every month or whatever. I'm doing real estate.” Property management can be death by a thousand cuts. You have this pain, but you have growth and I'm sure a lot of people are like, “I would love that problem. I would love the problem to deal with, to figure out how to get 2000 doors and quit crying,” so tell us a little bit about your experience after that. Tony: One of the big things was expanding into different territories. Our headquarters, which is my main office, we’re doing extremely well. We then split off to another city within an hour-and-a-half away, and that ended up going well. The third location came in and that started off really well, but then about a year later, we started looking at all three locations individually, and we started seeing a lot of gaps, and a lot of issues that we're struggling with. We made a conscious effort to obviously fix a lot of those things and it made us really pull the curtain back and look at the overall business as it sat. The bigger we got and the more geographically dispersed that we became, we started seeing a lot of opportunities that we were just not taking advantage of. When I started the management company 10 years ago, I had maintenance as part of the division. That's the way my mother did it and that's the way I wanted to do it. I always wanted to have my own maintenance guys on my payroll so that I can control that and we still do that to this day. What really became evident as we're studying and looking at our rent rolls across all three locations, was the amount of money that was being spent outside in terms of different trades, different services that were required on all these properties. To be quite honest with you, I was getting tired of chasing doors. It wasn't as enticing anymore. Don't get me wrong, we still grow, we still love getting new doors, but something had changed in me. Then we were really started looking at what can we do beyond just getting more doors and that's really when the whole doorpreneur philosophy was born. Our first pivot into a new business that serviced our portfolios was landscaping [...] and that's where everything grew from there. Jason: Here's an obvious question. Would you rather have two doors that are making the same amount or one door that's making the same amount as two? Tony: Definitely one. Absolutely. Jason: Absolutely. If the goal is revenue, the goal is profit, and it's not just about adding doors. Everyone focuses on that one multiplier, it is doors. Everyone's trying to get a deal and it's like one deal per door. What if you can get multiple doors per deal? What if you can get multiple years per door? What about duration? There's all these other factors they’re not paying attention to. There are some property managers out there that are replacing every door every year. They're usually about 50-60 units, they're getting on an accidental investor that leaves every year, they have to replace every damn door every year, and they're like, “We’re adding doors, why aren’t we growing?” It seems so obvious. Tony: The major shift for us has been quality over quantity. I say no to more doors today than I ever have in my 10-year career running this company. It's really all about where can we take this? Where can we take that door and what can it do in the long term? Jason: Yeah. I think a property management company’s growth will always be defined by the doors that they're willing to turn down, not the doors they're able to get on for sure. I think another thing going back to your rent roll paradox, you talked about expanding into locations. I think that's a go-to once a company hits a certain size, they're like, “We did it here, let's go here.” They just had me speak on this at the Ironman conference on a panel and I call that, premature expansion. Anything premature is generally not a good thing. A lot of people think, “Well, we did this here, we're hitting a cap in our door account, so instead of expanding our revenue opportunities with those doors, or here, or figuring out other ways to hit different parts of the market here, let's just go find a new market. We’ll do it all over again,” they don't realize it's worse than being twice as hard in starting a new location. Tony: 100%. The stories that I can tell you about the two locations that we can open. It all comes back to a fundamental need of chasing doors. It’s like that's all you're able to see. We got this tunnel vision. It's like, “Okay, I've grown here and I think I'm as big as I can get. Where else can I go and chase more doors?” It's fulfilling for the first little while. It's fun, it’s exciting, but there's an emptiness to it in the end. I think I'm a little bit different than maybe probably a lot of traditional type property managers. I knew when I started Ground Floor that it was going to be something much bigger than just a property management company. I had that vision 10-15 years ago and just running after doors, it lasted for 3-4 years and then I was like, “Okay, what's next? Is this it? What else can I do in here?” That's when a lot of other things started coming along. Jason: I think that's common for every entrepreneur in the entrepreneurial journey. If they really are an entrepreneurial-minded person, they're going to hit this stagnation or this desire for more. The desire to do more. Sometimes that goes south and they do it in negative or dysfunctional ways. I started out just doing websites. Then I go like, “Hey, I could make residual income if I'm doing the hosting for these websites. I could do this. They also need the service.” I think as entrepreneurs, we also get distracted by opportunity. We see it everywhere and it keeps us sometimes from even achieving the goal we're working on right now. How do you find that balance between seeing all the opportunity and expanding into new areas, but making sure that you're actually getting stuff done? Tony: I'll be honest with you. The first couple of years, I was so focused. I had my head down so bad in terms of just getting the doors and growing my local office, that it was so busy and it was all so fast that I didn't have time to look at anything else. It's when I get a little bit of breathing room that I started looking at the different locations. I don't necessarily regret it, but I probably would have thought about it a little bit longer before I need the jump. If I look at myself now, it really comes down to being disciplined and a lot of good habits. Like I said, I say no to more business today than I ever have. I am 100% focused. Property management is my life. If it's not in property management or in my sphere, I'm not interested. I don't have time for it, I don't make time for it, and I'm very blunt with that. I have an extremely tough schedule that I follow. I do a lot of stuff for myself personally, and then that translates over to the business side. I know where I'm going. It's kind of fun to where you'll have other guys or people that'll come in and say, “I got these cool opportunities, I got this, I got this,” I'm like, “Cool, good for you. I hope it works.” Me? I'm not interested. I got my path and I know what I'm doing. Jason: Yeah. I did hit up for opportunities all the time. Different property management there's like, “Hey, we could do this cool thing together.” I’m like, “No, we can't.” Focus is power like with anything. You could be a flood light or you could be a laser and actually cut something out in your life and achieve something. All right. Can we touch on your book a little bit? I read through it. I think there's some interesting ideas in there. I don't know where we should start, but you've got this book, you call it The Doorpreneur: Property Management Beyond the Rent Roll. It's a quick read. I think it's a good read. You share a little bit of your journey and some of the things you've gone through. I think we've done some similar things. I'm going to quote a part of it. It says, “We are the problem and we are the solution.” You were talking about how property management had a bad rep because we're allowing it to. I think that's the case. Everyone who’s heard of me, if they listen to my show at all, talk about the cycle of suck. If you haven't, just google “Property Management Cycle of Suck” and you'll find an old video I did on it. I think that the industry as a whole is that's where they are. It's caught in the cycle of suck. It has a bad reputation because everyone's taking on bad owners, and they're taking on bad properties, and they're not being picky, and they feel all the scarcity. Everybody's trying to do the same stuff that's not working which creates false scarcity in the industry and there's no scarcity in property management. You said that you believe the industry's time has come. What do you see for this industry? You say it's on the brink of change. I feel that, too. I feel like there's a shift going on right now. I'm hoping that DoorGrow is helping to push that forward. What do you see for the future of property management? Tony: Just over the last few years, I would say probably in the last 4-5 years, I will say that you’ve had a part in this in terms of, you're starting to see a lot more people get together and talk about property management, and not just NARPM. I know that’s a big organization in the States, but in order for an industry to really take over, I believe it's got to go beyond just the regulation of the groups that are that are like that. It's exciting to see a lot of that happening, whether if it's groups online or different organizations, all sorts of cool stuff. But I'm also seeing that the opportunities that are becoming present in all these different places are becoming much more attractive to different people. It's like you're seeing the density being built in a lot of different cities—the rise of renting out in this whole generation of millennials—in terms of it being a renter's nation. That is providing a good foundation for a lot of required property managers to come out here and start managing these properties. The tools are getting better. They're not amazing yet, and I'm speaking in terms of technology. Those things are getting better over time. But more and more, I'm seeing the property management is getting away from the old school that started in the business 30, 40, 50 years ago, and you're seeing a new breed of property management come into the picture, which is they’re a lot more professional, they're running real businesses, it's not just a side gig from a realtor, or it's not just this big owner that owns a big portfolio and he decided to manage a few places on the side so he can make a few bucks and pay for him running his own stuff. They're seeing legitimate people, business people coming into the space and making a run at it, and that's what we need. We need professionals coming in and we need professionally-run businesses. More than ever today, I'm seeing and talking to a lot of people that are running greater businesses and it's exciting, because I think the opportunity is huge. But it's also at the same time somewhat limited because I know I've done this long enough. I've been around it my entire life. This business is tough. It is not for everybody. We're going to have the turnover that's going to come through and hopefully the good will stick and make the business better for everybody. Better first impression of the business, better for us working in the industry, being able to grow together, and making it all better together. Jason: Yeah. I think that the way to change the industry is obviously to have healthy businesses. Healthy business owners in this industry, leading the way, and they have to be profitable. I think also there's a huge opportunity right now in that, millennials are the workforce largely. I think a lot of people, they’ve gotten a bad rep. A lot of people think they're lazy, they’re unmotivated, and I find that to be patently false. I think millennials are our new generation of workers that don't want to do menial work. They don't want to do something without meaning. I think this is a huge opportunity for business owners that are not acting like dinosaurs saying, “I'm paying you to do something so just freaking do it.” Those are the dinosaur dictators that think, “Well, I give them money. Why don't they just do everything amazingly?” Millennials want purpose and I think there's an opportunity now for business owners that believe they have a purpose, that there's a greater vision for what they do. You touched on that in your book. I talked quite a bit about that as well. People have heard me say, “I believe good property management can change the world. It can have a significant impact. We’re affecting families. We’re affecting lives.” I could have that impact through my clients, which is what gets me excited about showing up helping property management business owners lead the way and do good work. They can't do that if they're struggling. Tony: Yeah. The biggest aha moment I've had in my career with Ground Floor, my management company, was four years ago. We had an offsite meeting with all my staff. We’re about 50 people with all 3-4 different companies. I was looking at the rent roll, I showed it to everybody on the big screen, and I'm like, “We've got 2000 apartments,” roughly it was right around there, that we're almost full all the time, “and if I take an average, we’ll probably have around 3000-3500 people that live in properties that we take care of. Guys, we matter. You cannot not look at that and how important of a role we play in day-to-day life for close to 4000 people.” I'm like, “That's pretty special.” Like I explained in the book, we’re a part of all sorts of experiences for these people. We've seen deaths, we've seen births, we've seen marriages, we've seen plenty of divorces, we've seen it all. It happens underneath our roofs. Again, I grew up in the business, I've seen it all from a personal standpoint, and now I've seen it all from running a business. There are no ifs or ands about it. It's a special business. Jason: All of those different situations require some activity or involvement with the property manager. I mean, even if it's just maintaining the property and doing some maintenance, it's affecting these families lives, and it's affecting these sometimes challenging moments that they're going through. Those interactions can be positive, helpful interactions, or it can deepen their words, they can cause more pain, and the ripple effect property managers have is huge. Property management is death by a thousand cuts. It also can be a ripple effect of a thousand possible positive interactions on a regular basis. I know property management can be tough. I hear about it all the time. I know how difficult it can be to run a business. I know that. Every entrepreneur knows that. It doesn't get easier the bigger you get, often. It can sometimes get more challenging. But it makes it worth it when you have somebody that comes to you and says, “Hey, you made my life better,” or, “You had an impact,” and those little moments we don't always hear about them, but when they do come through, they do. That’s why we do what we do. Tony: Yeah. I think a lot of property managers will be able to agree with me, that there's an old saying that the phone never rings with good news in our business. If someone’s calling, it's usually something bad on the other line. It’s either a complaint, or an issue, or something. It’s almost like you have to come into the office each day knowing that you may not get a million praises from the outside, and that's why the office environment is sacred for you and your staff, for the people running the business. I just hired a new girl a few weeks ago and I'm very honest and transparent during our interview. I was like, “You're new to this industry and you are going to struggle. It’s going to be really tough. It’s going to test you emotionally. It’s going to test your ability to deal with a million things going on at the same time, it's going to test you in every way possible.” I asked her the other day, she’s going on her third week and she's like, “I knew it was going to be tough, but I didn't think there would be so much that I had to learn,” but the office environment is such a way that we're very much a team, we help each other out, we have each other's backs. If there's a difficult situation, other people step in. You really have to have that environment because it can really help the overall business. If not, it can get in get a little lonely. Jason: Yeah. The turnover in property management businesses regarding staff can be pretty high. I think one way to mitigate that is what you're talking about, it's creating a really positive culture, a safe place within the business, a place in which your team members are allowed to make mistakes, they're allowed to screw up, and they're allowed to figure things out. Otherwise, they start hiding stuff. Tony: And start costing you money. Bad mistake. Jason: I think it's important to realize, a lot of times in any business, the people that are really attacking or really causing you grief, are hurt people. They're hurting on the inside. It's not even really usually about you. We were talking about before the show how I've been really attacked lately in some forums and some groups. I have several people messaging me privately and lots of people that message me like, “Hey Jason, you don’t deserve this, you’ve done a lot for us,” and it's ironic because in property management, we deal with this. Everybody gets these negative reviews. They feel unjust and unfair, they didn’t give the deposit back which rightly so probably, you're being attacked, and these people have nothing better to do than just try to destroy your business. That's just part of being in business, I think. In general, you're always going to have haters. The bigger you get, the bigger the target is on your back. You just have more people that you're dealing with. I definitely got a target. You dealing with 4000 maybe potential constituents connected to your business that you're impacting, all the owners, all the renters, everything, you have a big target, Tony, on your back. Tony: Yeah. It's overwhelming in the best of days. That’s probably one of the, I would say, either the first or the second biggest problem overall arching in this industry is how do you deal with the overwhelm of dealing with so many different things. If we were to count all the different balls that we’re juggling in the area at any given time as an owner even as a property manager, it's a lot. That's why I've gone to the depths that I did with the book in terms of putting the importance on lifestyle, in terms of installing good habits, in terms of being healthy, working out, just simple things because if you're going to go in this industry and you're going to make a run at it, you got to be firing on all cylinders. A big part of that is your body, your relationships at home, your relationships with your kids. You got to go into the office with a clear mindset. If not, it's going to be rough. I've walked in the holes in my office on many days after either having an argument with one of my kids or having an argument with my queen and that's like, “I can't do anything in here. I have zero patience and I just want everybody to stay away from me.” That's not a way to run a business. Jason: That's how I would feel if I'm hungry. That's how I would feel if I didn't get enough sleep the night before. We tend to start externalizing these challenges. That's why even people coming to my program they're like, “Well, I wanted to grow my business, why are you having me focus on some of the silly stuff like drinking water?” I get picked on about some of those things but I know the impact that it's had on my own life to get the basics in place and have that foundation so that you can tackle the world. We have one vehicle in which we approach everything in life and that's our body. Tony: Yeah, absolutely. Jason: Our current ability distinct cognitively, to function, to be able to deal with stress, be able to see objectively, to be able to handle all the stuff that gets thrown out as a business, to be able to see alternatives and ideas, all of it has to do with our brain and being able to function on all four cylinders or however many you might have. Tony: Absolutely. I'm a true believer. I've always been an athletic guy. 2019, I've taken it up a notch and done some other things. Jason: I've noticed. Tony: Yeah. It's funny because 8½ months getting ready for an Ironman, I made more money in that eight months than I probably did in the last two years by just condensing the amount of time that I had and the focus that was required to do it, and to pull it off. I still look back at it and like, “How did I do that?” and I'm still digesting it all because it’s still fairly new, but it's taught me so many lessons that I'm going to be able to take forth with the new stuff that I'm doing. The very first video that I made to get ready for my Ironman training and it was January or February, it's like I'm doing this because I need to become somebody different in order to launch this book, to write this book, to finish this book, and to grow beyond the book. It was amazing. It was a journey like I can't explain Jason: I’ll point out one thing that's very obvious to me because I've seen it in you, I've seen it in a hundreds of entrepreneurs. When we create constraints, when we have constraints, when we're limited in our time or limited in our attention, we innovate. That's when our brain starts to really fire and we get really, really creative. It's the same thing with our team members. If you give them unlimited time to do something and unlimited resources and money to do something, they're going to do it in the most costly, time-sucky way possible. But when you create constraints and having a goal of doing something big like an Ironman, where you're going to put your body to some massive stress, you have to be prepared for that, and you know what it's actually going to take, then it gets really difficult and it creates constraint. I'll point out to everybody. I've seen this in lots and lots of businesses and I've seen in my own life when we have constraints. You don’t notice, you come up with ideas when money get scarce. When you have a team member leave, all of a sudden, you're changing things that they've been doing a status quo forever. A lot of these challenges that we perceive as challenges really are opportunities for us to innovate and to grow and to change. I'm not sure if Tony will make it back here, but I'm sure Tony would love for you guys to reach out. Tony, I'm going to plug you. He's got his book, Doorpreneur, and I recommend you check that out. You can go to doorpreneur.com You can preorder it now. Make sure you get his book. Check it out. I think there's some really great value. It's a quick read, it’s only 125 pages, and I think you'll really enjoy it. He's got some previews of the first four chapters on his site doorpreneur.com and it looks like you'll be able to get it on Amazon and in some other places. We'll go ahead and wrap this up. So if you are property management entrepreneur, and you are wanting to add doors, and you are wanting to get your business in alignment, and you are wanting to create that space for yourself, you feel like you're the hamster on the treadmill, then reach out. You can check us out at doorgrow.com.

In the United States, millions of residential properties are owned and rented out by individual landlords, not professional property managers. Why not protect yourself from painful experiences with tenants, have peace of mind, and leave it to the professionals? Today, I am talking to Dave Holt of SureVestor, which provides Scheer Landlord Protection. This insurance plan financially protects landlords and property managers from tenant-related risks. SureVestor is at the forefront of leading a trend that can significantly help grow the industry. You’ll Learn... [01:45] Passion for Property Management: Dave joined NARPM nearly 30 years ago and has gone through its entire chain of command. [02:51] Reasons why Scheer Landlord Protection was brought to America: Significant growth impact on property management industry in Australia Way to make, but not lose money Opportunity to turn self-managed landlords into professional property managers [05:22] Is the United States ready for similar level of growth? Whether companies grow exponentially, or at their own pace, insurance can help them get there. [07:06] Can't control what happens in people's lives; when bad things happen to good tenants, property managers experience frustration and stress. [08:05] Who’s to blame? Things happen that create a financial burden; Scheer Landlord Protection covers income loss for landlords and property managers. [09:32] Malicious Damage by Tenants: Insurance covers holes in walls, cabinets ripped off walls, sand poured down drains, etc. [09:47] Blanket of Coverage: Indirect and direct benefits create safety for all parties. [13:45] Property manager requirement helps insurance company mitigate risk. [16:33] Competition: Focusing on criteria of quantity over quality. Most property managers don’t have an insurance license; be compliant and legal to protect industry. [22:40] Tiered Pricing: Clients know the cost to be protected. [24:58] FAQs: How do I market this to my owners? How can I implement it? Follow SureVestor’s steps to success. Tweetables Scheer Landlord Protection: Grow exponentially, or at your own pace. When bad things happen to good tenants, property managers get stressed out. For most landlords, rental property is their most expensive investment. Scheer Landlord Protection: Covers malicious damage, eviction costs, and loss of rent. Resources SureVestor Dave Holt’s Email Dave Holt’s Phone Number: 612-465-0421 SureVestor’s Blog National Association of Residential Property Managers (NARPM) California NARPM Terri Scheer Lloyd's of London The Iceberg Report U.S. Department of Housing and Urban Development (HUD) DoorGrowClub Facebook Group DoorGrowLive DoorGrow on YouTube DoorGrow Website Score Quiz   Transcript Jason: Welcome, DoorGrow hackers to the DoorGrow Show. If you are a property management entrepreneur that wants to add doors, make a difference, increase revenue, help others, impact lives, and you are interested in growing your business and life, and you are open to doing things a bit differently, then you are a DoorGrow hacker. DoorGrow hackers love the opportunities, daily variety, unique challenges, and freedom that property management brings. Many in real estate think you’re crazy for doing it, you think they’re crazy for not, because you realize that property management is the ultimate high-trust gateway to real estate deals, relationships, and residual income. At DoorGrow, we are on a mission to transform property management businesses and their owners. We want to transform the industry, eliminate the BS, build awareness, change perception, expand the market, and help the best property management entrepreneurs win. I’m your host, property management growth expert, Jason Hull, the founder and CEO of DoorGrow. Now, let’s get into the show. I have a guest today named Dave Holt. Dave is here talking with me about landlord protection insurance from SureVestor. Dave, welcome to the show. Dave: Thanks, Jason. I appreciate it. Jason: I just got to see you at CALNARPM in your British soldier outfit that you had there. I want to connect with you a little bit here. Give us a little bit about background on how you got into this industry and into this space. Dave: Yeah, you bet. I've been in property management, that's really my industry. I've been in the business for over 30 years. I started managing for HUD back in the mid-80s, got introduced to property management in single-family homes, and started my fee management company in the late ‘80s. That's where I ran into a fledgling organization that was just starting out called NARPM. I got involved with NARPM early on. I actually started in 1990. I've been a member ever since and gone through the whole chain of command there. Property management is my passion. Throughout that whole process, I've met with thousands of property managers throughout the years. Like you, Jason, always looking to see how we can improve the industry and came across an opportunity. We're actually teaching over Australia. Both my partners, Kevin Knight and Todd Breen, had taught over there. We came across a product that was over Australia and had been there for 25 years. We're wondering, "Why isn't that here in the US?" Actually, long story short, joint ventured with the creator of the product from Australia, Terri Scheer, it still sells under her name over there, Terri Scheer insurance. She has since sold her business over there. Now, has joined forces with us to bring the product here to the US. Jason: Awesome. My understanding of that is that this product has significant impact on the growth of industry as a whole in Australia. Dave: Yeah, that's very true, that's one of the reasons why we wanted to bring it here, it's not just something, "Hey, here's something that we can make money doing," that really wasn't the crux of what we bought it here for, and you hit it on the head. What we look at in our industry here in the US, it's 15 times the size of Australia. When you look at the number of properties that are owned here by individual landlords, it's over 15 million single-family homes that are actually owned and rented out, a small fraction of those is handled professionally by us professional property managers. If we have an opportunity to bring a product here that can help drawing those self-managed landlords to us as professional property managers, that's what we're looking to do. Over in Australia, that actually happened. About 15%, increased in the business for professional property managers because the beauty of this product is that it's only available for landlords that are professionally managed and we did that intentionally, we did that over in Australia as well. Those self-managed landlords have to come to us as professionals in order to get this product. Hence, we're looking to be increasing the number of properties that are managed by us, professionals. Jason: Now, I have heard stats thrown around like the property management industry in Australia grew about 25% in a single decade. I don't know if that's accurate, but that sounds pretty incredible. I also have heard that they have about 80% of single-family residential is professionally managed. Dave: That's right. Jason: Here in the US, according to the [...] report, we're at about 30%. If the industry here could grow in a decade to maybe about 25%, that would mean that we would pretty much double in size. I don't think there are enough management companies in the US right now that can handle that level of growth. That would mean we either need to double the amount of companies that exist now—that's a lot—or each company would need to double in size. I think that would be incredibly painful for most business owners. Dave: Maybe, maybe not. Obviously, your DoorGrow hackers are looking to be growing that's why they're part of your endeavor. It's not that they have to grow exponentially, but they can grow at their own pace. Certainly, it's something that, if they can use the insurance to help them get there, that's what we're all about, and looking to help them do. Yes, we saw it happen over Australia, we don't see why we can't replicate that here. Jason: Let's break this down, and help people understand. Maybe we start from the point of, how do you sell this product, but let's first talk clearly of what is it. What is SureVestor? What is this insurance product? Then I would love to get into basically talking about what's in it for the homeowner? How do you sell this to them? We get into those two things, and then I think the light bulbs will start to go on, and they can start to see how this can be a facilitator of growth here in the US. Dave: You bet. It's probably better to start from my experience as a property manager. Obviously, we're all property managers. Really, the frustrations that we've experienced, as property managers over the years, is when bad things happen to our good tenants is really the situation. It's very stressful. We know that we do a professional job of screening our tenants and getting the best quality tenants for our landlords, but we can't control what happens in people's lives, whether it's a job loss, a divorce, a death in the family—things that can happen in someone's lives that create a situation of financial burden. Now, all of a sudden, if they're renting a property, they may be more inclined to skip or stay there, and not pay the rent, and now, we have to evict them as professionals. It's very painful. For a lot of us in the single-family space, those owners owned one property. If something bad happens to their tenants, and now all of a sudden they're out of three months of rent because of it, that's a lot of their income. A lot of them say, "You know what, this isn't for me." They decide to sell or worst, they blame us as the property manager because we're the ones who screen the tenants, and they say, "It's your fault that this happened. I'm going to somebody else." In either case, we've lost the business. If we had a product, which we do now, through SureVestor and sure landlord protection insurance, that covers the loss of rent for those type of things; a tenant skips, they have to be evicted, they are victims of violence—we've had that happen as well—or there's a death of a sole tenant, or murder, or suicide. I've experienced all of those over the 30 plus years of business. That rent then is not paid, and our landlord is out of money. Us, as property managers, most of us are charging our management fee based on the rents collected, and if that rent isn't collected, we're not getting paid either. This insurance covers all that. It covers it for the landlord. It covers it for the property managers as well. Then, there are some additional benefits. Malicious damage caused by the tenants, that's something that we've experienced as well. They punched holes in the walls, ripped cabinets off the walls, they pour sand on the drains, things that are malicious, there's coverage for that. There's coverage for theft and damage due to theft. There's the eviction fees and legal offense if the tenant brings it to trial. There's the covering of the sheriff cost if you have to get a writ and go through that whole process. We even have lockbox coverage for a digital lockbox. For property managers who are now doing self-showings, many times, they get some pushback from their landlord clients about doing that because of, "Well, what happens if." Now, there's some coverage for that as well and then, rekeying of the locks after those covered events happen. It's a way where we can, with the insurance, make that landlord whole and also make us whole as property managers. One other thing too, a lot of us as property managers are guaranteeing our tenants for some period of time. If something does happen to that tenant and they breach the lease, we will re-lease the property for nothing, for no charge, for our landlord. Now, when you have insurance that covers the loss of rent, the malicious damage, the eviction cost, and those types of things, you now have the security deposit available to cover your re-leasing fees among other things. Jason: There could be divorce, job loss, death of a family, violence, malicious damage, malicious damage theft. Then things like, eviction fees, legal fees, writ fees, lockbox coverage, rekeying after theft. It really creates this safety for all parties involved. Dave: Absolutely. When you think about it, for most of our landlord clients, their rental property is the most expensive investment they have. They get dwelling coverage because that's all they know. They get dwelling coverage to cover the catastrophe-type of damage, the fires, and things that can happen to the property. The things that happen more frequently are the things that we're covering—the loss of rent because a tenant skips, they maliciously damage the property and the other things that we went through. Why wouldn’t they get coverage to give them that peace of mind, so when those things happen to their tenant, now, they're protected as well? It gives them an overall blanket of coverage, that gives them that peace of mind so now, they can rent their property with confidence, and hopefully, stay with us as property managers longer because they don't have to have that fear of, "What if?" Because now they're going to have coverage for that. Hopefully, draw in more landlord clients that might have that fear. Some of them decide, they just want to sell to begin with because they go, "You know what? I can't afford a loss. I can't afford one of those situations that happen, and now I'm out of rent, and I've got a mortgage to pay." It's a way where we can keep new owners and a way where we can attract new owners as well to us. Jason: Yeah. Creating this blanket of coverage sounds really significant and important. If it's not there, then even having a rental property investment can be a risk. Maybe it's a risk that a lot of property owners are either ignoring or aren't aware of if they're actually involved in real estate investing. There's a lot of self-managing homeowners that are like, "Oh, it's easy. I just need a tenant." Famous last words. Then they start running into problems, but even for property management business owners, you don't want to be the fall guy or gal for those problems when they happen, you want your business to be healthy. Since this is so important, to have this blanket of coverage, as you call it, and it has such an impact in Australia, is this something that only property managers have access to, why don't people just go and get these policies directly and self-manage, how's this driving people towards property managers? Dave: We have purposely set it up where individual landlords have to go through a professional property manager to get this coverage. If a landlord goes on to our page and looks at the, "For landlords," it actually, guides them through the process and says, "Do you have a professional property manager?" If they don't, we actually find one for them. One of our property managers at SureVestor and we refer them to them and get them new business that way, as well. Jason: The requirement of them to have a property manager probably also helps the insurance company mitigate their own risk. Dave: You got it. Absolutely. Over in Australia, it's been around for 25 plus years. Now, it's open to individual landlords over there now because it's a more mature product. Starting out, our underwriters wanted to kind of mimic the initial process that Australia took, which was making it available only for landlords that were professionally managed, that's something that really resonated with us, not just because of the underwriting of it, but more so, to help bring in the self-managed landlords to us, as professionals, and help us grow our businesses. Jason: Alright. I'm going to give you an opportunity to throw stones at the competition a little bit. The competition is anything that people might perceive as something similar or reason not to use something like SureVestor. Are there competitors that just go direct or don't have that sort of stipulation that you have to use a property manager, and have some sort of insurance-like product? Dave: Yeah. I'm not aware of it. There are some startups that are happening now. Obviously, when something’s out in the cosmos, we're not the only ones thinking about it, there are certainly other companies out there that are starting, I know a couple of them. I'm not necessarily sure that they're going direct to the landlord or not, one might be, but that's just because my thinking would be, "They don't see the risk." But we know our business, and we’re property managers-first, and so we want to be helping our colleagues grow. One of the ways to do it is to make it only available for landlords that are professionally managed. We know that we do things professionally. A lot of self-managed landlords, they don't follow the same criteria. Some of them do, but a lot of them just do the, "You look good," the feel test. Say, "Oh, yeah. He seemed like a really nice person. Go ahead and rent my property." Then they find out it's not so safe after all. We decided not to do that. We wanted to have it available just for the landlords that are professionally managed. I can't comment on any competition that's doing it, why they do that, other than, they just want to try to get as many as they can, they're focused on the numbers. That's not our intent. Our intent first is to provide a great product to our property management colleagues that can help them retain landlord clients, and help them bring out new ones. Jason: Right. I would imagine that since you've got these different parties involved, you've got property manager, you've got renter, you've got homeowner, and then anybody else could get into the mix in any of the drama that ensues with all of these—this really reduces the risk for all parties. I imagine there's products out there that look similar on the surface, but somebody's getting the short end of the stick, I think that would be dangerous. Regardless of who that is, it's going to end up as a problem for everybody. It makes sense that you guys are doing it right, focusing on making sure that this, really is, the best option for everybody involved and that a professional manager is involved in this process. That's exactly right. We have vetted this thing over three-and-a-half years. It started from the foundation and make sure that we had everything in place to make sure that our industry is covered, and we're providing the best quality to our landlord clients. That takes a lot of work getting that together that's why we have the world-renowned, Terri Scheer, started this. This whole thing. I mean, every single company has mimicked what she's doing, if there are any copycats around because she was the first. We have Lloyd's of London as our underwriters. The first and the largest insuring entity syndicates in the world covering this type of thing. It gives us more security and backing for our landlord clients and our property managers. The thing that property managers, when they're looking out what other competition there is out there, they've got to be really careful when people are saying, "Hey, you can monetize this, you can make money as a new revenue stream," and so forth. Most property managers are not licensed in insurance. In insurance, similar to our property management industry, is very heavily regulated. If you're doing things that look and sound like insurance, for example, you have certain programs whether it's guarantees or other types of protection programs that you're making money off of, that can be construed as selling insurance. If you don't have a license that can be an issue. Everything that we're putting together is legal. The ways that we're making this available for landlord clients, and for property managers, and even starting to create processes where they can benefit better from it, that's what we're all about—to make sure we're protecting our industry. Jason: Yeah. This is a common thing. A lot of property managers, especially the more entrepreneurial ones, get really creative, and they're thinking, "Man, I got this great idea for this new gimmick or this new thing. I can sell this guarantee, this warranty, this protection." It's almost like insurance. It works almost like insurance. There are some significant red flags that they could be putting themselves into some serious legal liability. Dave: That's exactly right. Jason: They're basically, doing insurance without a license. You need to be careful. You guys help them do it the right way. Now, you had mentioned, they're doing it to generate revenue. Now with your service, property managers can make some money too, right, they're not just lowering risk? Dave: When we're saying making money, the benefits are more indirect than direct. For example, as I mentioned, when the rent isn't paid, the management isn't getting their management fee. When the insurance is covering the rent, now the rent is paid because of the insurance, the property manager collects their management fee. Yes, that's a direct benefit, that's income to them. Most of the property managers have some sort of guarantee for the tenants, as I mentioned. When something bad happens, and they have to re-lease the property, that's a lot of out of pocket for them. Now, when the insurance is covering that loss of rent, that deposit doesn't have to go those things which it typically, does. Now, you have that deposit available to pay the re-leasing fee that the tenant would otherwise owe you as a property manager. You're making money indirectly through that. Here's another idea, Jason, that a lot of property managers, including myself, we'd gone to tiered pricing. What tiered pricing is that you have different levels of pricing for your landlord clients. Usually, your first tier is leasing-only, your middle tier is your traditional management, so it's an a la carte, you're paying for whatever service you get, your management fees, your lease fees, your inspection, your evictions—all that stuff is an additional cost. Then you have your top tier and the top tier is an all-inclusive or mostly inclusive, type of tier. You can charge more for that tier. What property managers are doing is they're paying for the insurance in their top tier, and so it makes that top tier more valuable in the eyes of, obviously, of the landlord client. That landlord goes, "Well, I mean, I can pay this amount and know what all of my costs are. I can get the insurance to cover in the event of a bad thing happening to my tenant." That's a more predictable result for an investor. They know that cost, they know that they have the protection, and that gives them that peace of mind. That's a process that a lot of property managers are going to. In the top tier, even though you can't upcharge the insurance, you can charge higher to be including all of your charges, all of your fees, into one. Jason: Got it. They fold it into that. Makes sense. In that situation then it becomes an additional value add that allows them to sell their services at a higher price point. Dave: You bet. The insurance help do that and they make more money, you bet. Jason: There you go. Alright, awesome. Dave: Lastly, we are in the process of creating a way where we can legally compensate the property managers. It's something that they're not prepared at this point, to go through in detail, but I would welcome property managers to contact me. I'm more than happy to go through that process with them. Jason: Cool. Okay, great. What are some of the most common questions that you're getting from people that are maybe skeptical or concerned? What are some of the initial questions that property managers might ask about this? Dave: The first is, “How do I market this to my owners? What do I do?” Obviously, we got two parts of that: we have our current owners, and then we have new owners. What we have done is put together the steps to help them with their current owners, for one, and help them bring in new owners. As property managers ourselves, we know we're very busy. We have a hard time implementing things because we are very busy. We get sucked into the day-to-day grind of property management. It's probably what's happening right now. It's the last day of the month. Most property managers are out there doing their move out inspections, move-ins, and doing all that kind of stuff, they're busy. Trying to implement a new thing is always a challenge. We know that because we're property managers too. We've created those steps to help them do it. We've done it for them. We have all the email templates that they send to their current clients, for example. We have the schedule all laid out so that they can just send them out. We have what's called an opt-in, opt-out form. The beauty of that is it gives them a tool—a risk management tool—to use where they can send that out in the email. Just like here, "I'm opting in," and this is for the owner, their landlord client. "I'm opting into this coverage, and this is what I want." It's directing to the property manager, or it's saying, "No. I'm not interested at this time." Now, the property manager has a form. Six months later, when their tenant has to be evicted, and they've opted out with that coverage, if that landlord is coming to the property manager complaining about it, they can say, "We did our duty of care. We told you about this insurance. You opted out of it, don't blame me." We have that. We also have the disclosures and opt-ins that they use in their management agreement. Personally, even if my BDM, my Business Development Manager, who's talking to brand-new owners hasn't mentioned anything about the insurance, they see it in my management agreement. It's already laid out, and we have that addendum of it available for them and their management agreements. That's part of it. The next part is the whole part of bringing on and using it as a point of difference for their new clients. We have scripts that they can use to help in that initial conversation. Again, we have the information that they can use in their property management agreement both—if they're just doing regular pricing, and if they're doing tiered pricing—so we have both. Then we have the marketing information that they can embed, and put on their website with video clips and so forth. We've done all of that for them, so they don't have to recreate it. Our last step is on all implementation. We walk them through the steps of implementing it all. It's really quite simple. A lot of the marketing too, we have what we call a WDIFY, we-do-it-for-you process, and we can even help them do a lot of that marketing as well. Many of your DoorGrow hackers may recall Darren Hunter and Deniz Yusuf because they were at your event just last year. They have put together, since they know this insurance intimately, both of them being from Australia, they have helped put together a whole orientation for BDMs on how to be better at utilizing, not just the insurance, but utilizing tools to help draw new accounts to them. We have that on our site, on our blog site. It's a whole 45 minutes of them going through with their best practices and how to utilize the insurance as that point of difference to draw in new business for them. Jason: Cool. Dave: There are just a lot of tools that we have to make it simple for the property managers because again, we know it's challenging for them to get things implemented. Jason: The number one challenge in any new software, or any new system, or any new tool, is adoption. It sounds like you guys really helped lubricate that process, make it smooth, and make it easy. That's one of the biggest challenges, or complaints when people get into some new system or some new tool or service is, they just don't have the level of support that they need. That's one of the biggest challenges. It sounds like you guys really put a lot of energy and effort into making sure that they have what they need in order to succeed. I mean, the first challenge, making sure they've got the right vehicle, it sounds like—with the backing of Lloyd’s as an underwriter and everything—this is like the premier vehicle for this. Then the next question that a business owner would have is, "Well, can I do it? Is this possible?" It sounds like you've got the support, the tools, and the resources that they need. The last concern that people might have is what about external factors? What about the market? Could this go away? Could the government impact us? These sort of things. Are there any potential challenges there? It sounds like you guys have dealt with this stuff to make sure everything's compliant and legal. Dave: There's really no concern there. We just expect that to become more commonplace like it has been over in Australia. For those in your group that aren't familiar with Australia, we consider it almost advanced in property management. I say that because they are even more heavily regulated than we are, it just draws to making them more professional, and so they've got to do things to protect themselves and protect their owners. They're always thinking of new ways. Hence, why this insurance started 25 years ago or so. In a government, in a country that is very highly regulated, it's done nothing but expand. Over here, I don't see it going away. I see it expanding. I see it becoming more commonplace, especially as we're seeing after the global financial crisis, more and more, not just individual investors, but huge hedge funds coming in and buying real estate. Rental property, compared to homeownership, is increasing. As that continues to be the trend, more and more investors and landlords, in general, are going to want to protect themselves, and protect their investment because as I mentioned, it's the most expensive investment that a lot of them have, they want that peace of mind, they want more consistency, and predictability. When you have an insurance product like this, that they can get for as little as $1 a day, I mean, come on, it's a no brainer. We really think that this will become more commonplace. It's already in the insurance industry that's very highly regulated. The things that we go through as far as auditing and making sure that everything's done right is a continual process. We have vetted this to make sure that it is done right and protecting our landlords and protecting our property management colleagues. Jason: Love it. Most of the vendors that we handed out awards to for our DoorGrow Awards for 2018 were because they were the best in class, they were the leaders in a competitive space, that they'd gotten the most attention inside of our DoorGrow Club Facebook Group, they consistently were seen as a leader. We gave SureVestor an award, and it was for this reason because I do see this could be a game changer for the industry. We gave SureVestor, for 2018, the Game Changer Award, was what we called that award. I think, really, SureVestor's at the forefront leading a trend and a movement that I think is going to be happening here in the US, that I think can significantly help the industry, and help grow it, and help lower the risk of investors, and help bring people to the property management space. Property managers lower risk and SureVestor helps lower risk, I think combined, it really can give the property management a much better name here in the US, where people, having managed their biggest asset or investment ever—or whatever you want to call it—that they might ever be dealing with, and keep that risk low. Dave, great to have you on the show. I appreciate you coming on and sharing this. How can people get in touch with SureVestor? What's the next step for people that are listening or watching this later that are interested in finding it out more? Dave: You bet. Thank you. They can go to our website, real simple, surevestor.com. They can contact me as well, daveholt@surevestor.com or they can call me 612-465-0421. Happy to walk them through, happy to guide them through the process, and answer any questions they have. We're just looking to provide a great product to our industry. We really appreciate what you're doing as well, Jason. We think DoorGrow is really on the number. We're happy to support it anyway we can. Jason: Awesome. I appreciate it. Always fun for me to connect with other vendors and other people in the space that have a similar vision and mission for the industry, of helping it grow. Let's change it together. I appreciate you coming on, Dave. Thank you so much. I will let you go. Dave: Alright. Thanks again. Jason: That was surevestor.com. They don't pay me anything. I just think it's exciting. People probably wonder sometimes. Anyway, check them out. If you are not inside of our Facebook group, you're probably missing out on the best tools and the vendors. You're probably missing out on some great fee ideas. You're probably also not super connected to DoorGrow. We would love to help facilitate the growth in your business. I would love to be your coach. I would love to be your consultant to help you do what I've helped lots and lots of clients do which is, add easily, 100 extra doors to your business. If that sounds interesting to you, make sure you reach out to us at doorgrow.com and get inside our community, our Facebook group, community connected to this. Become a DoorGrow hacker. That is by going to doorgrowclub.com and you can join us there. Until next time, everybody, to our mutual growth. Bye, everyone. You just listened to the DoorGrow Show. We are building a community of the savviest property management entrepreneurs on the planet, in the DoorGrow Club. Join your fellow DoorGrow hackers at doorgrowclub.com. Listen, everyone is doing the same stuff. SEO, PPC, pay-per-lead, content, social, direct mail, and they still struggle to grow. At DoorGrow, we solve your biggest challenge getting deals and growing your business. Find out more at doorgrow.com. Find any show notes or links from today’s episode on our blog at doorgrow.com. To get notified of future events and news, subscribe to our newsletter at doorgrow.com/subscribe. Until next time, take what you learn, and start DoorGrow hacking your business and your life.

This is another post in our ongoing Throwback Thursday’s Series, where we share blog posts from the past to bring you a ton of value and help you learn faster. But... This post is a bit different. I'm reposting this post I wrote 2 years ago here this week because of all the recent celebrity suicides, another high school classmate of mine recently committed suicide, some people close to me are dealing with depression, and I've been in a bit of a depressive state over the last several weeks as well. Also unlike normal in these Throwback Thursday posts I have updated, added and edited this post a lot more than usual to add more context and resources. This isn't a male issue even though 76% of suicides are by white men. And it's not a race, religion, sex, class, or any kind of other issues either. This is an issue for humanity and us as human beings that we need to work towards fixing. I'm reposting it in the hopes it helps you or someone you love get the help they need in whatever fashion that is. And as always I'm not a medical professional - these are things that have helped me in the past - if you are dealing with depression and can't get out of that mindset seek professional help. Jason Here are some resources I recommend learning and getting help from... The Power of Habit Willpower: Rediscovering The Greatest Human Strength Choose Yourself Mindset The Brain That Changes Itself: Stories of Personal Triumph from the Frontiers of Brain Science. Also my blog posts "You Can Do Anything You Put Your Mind To." https://www.valueinvestingjourney.com... And 17 Things That Changed My Life - https://www.valueinvestingjourney.com... These will help you learn for yourself what may help you when you need it.

Jason Croft is the Owner of Croft Media and the Host of The Jason Croft Show. He has spent almost 30 years in video and media production. He wanted to produce film and movies full-time so badly, that he was ready to drop out of college his freshman year. We dive into many aspects of his life: practicality and getting your hands dirty early on, passion for social media, how he became a great networker as an introvert, the importance of publishing video content and his journey as an entrepreneur! Connect with Jason HERE.  

Today on The Working Artist Project Jason and I dive deep into the life and habits of the modern musician. We discuss a wide range of topics including, the cultural importance of music in New Orleans vs New York, family, business and most notably the drums! Whether you're a young musician looking for inspiration or a curious supporter of the arts, this episode is for you. I have a feeling you are going to enjoy listening to this one. Don't forget to hit the like button! Connect with Jason Here: http://jasonmarsalis.com/ Connect with us Here: http://secondlinearts.org Bio: From a tender young age, it was clear that Jason Marsalis had what it took to be great. Jason is the son of pianist and music educator Ellis Marsalis and his wife Dolores, and the youngest sibling of Wynton, Branford and Delfeayo. Together, the four brothers and their patriarch Ellis, comprise New Orleans venerable first family of jazz. Ellis and Dolores began to cultivate Jason's interest in music at age three, with the purchase of a toy set of drums. Jason is fond of telling the story of a game he and his parents would play with the drums. “When I was three, my parents bought me a toy drum set and the used to introduce me to an imaginary audience. They would say, ‘Ladies and gentleman introducing the fabulous Jason!' and I would come out and start banging away much to my parents delight. I too enjoyed it to the point that I started to go up to my parents unsolicited and say, ‘Dad, introduce me again!'” By age six, not only had Jason gotten his first real drum set, but he was also taking lessons from the legendary New Orleans drummer James Black. At age seven he was sitting in with his father's jazz group, as well as playingwith his trombonist brother Delfeayo. Jason was progressing so rapidly as a drummer that in 1984 his father started using him consistently on engagements. Jason was starting to become a seasoned road veteran before the age of nine, even traveling to the prestigious Berklee School of Music in Boston for older brother Delfeayo's recital. Though Jason had also taken up violin at age five, drums remained his primary focus throughout his grade school years. However, in his last year living in Richmond, VA,it was as a member of a junior youth orchestra that he first discovered the percussion section. The following year, Jason gave up the violin and focused exclusively on percussion. In 1991, he auditioned and was accepted to the acclaimed New Orleans Center for the Creative Arts High School (NOCCA). Throughout his high school years he continued to hone his skills by playing gigs with his father and brothers, as well as studying orchestral percussion techniques at the venerable Eastern Music Festival. Shortly after graduation from NOCCA in 1995, Marsalis ascended to the drum throne of a new group lead by virtuoso pianist and former sideman for Wynton Marsalis, Marcus Roberts. Despite a demanding touring schedule with Roberts, Marsalis furthered his educational goals by attending Loyola University in New Orleans, as well as studying composition with notable classical composer, Roger Dickerson. While Marsalis made appearances with such international jazz luminaries as Joe Henderson and Lionel Hampton, he was visible on the New Orleans scene working with a diverse cross section of bands from Casa Samba (Brazilian), Neslort (jazz fusion) Summer Stages (children's theater), Dr. Michael White (traditional jazz) and many others. It was in 1998 that he co-founded the Latin-jazz group Los Hombres Calientes. While recording two albums with the group, Marsalis also produced two albums under his own name, Year of the Drummer (1998) and Music in Motion (2000), as well as producing reissues and current recordings of his father on their self-owned label, ELM Records. In 2000, Jason left the Los Hombres group to attain more focus with the Marcus Roberts trio. It was around that time the Marsalis started to play the... Support this podcast

One of the exciting success stories to come out of the 'Silent Sales Machine' community is the story of Jason and Cinnamon Miles. They started out on eBay selling a simple product, and they've now built a virtual online empire. Prepare to be inspired, challenged and equipped for multiple income stream success after hearing this episode! ProvenShopifyCourse.com ProvenSelfPublishing.com JimCockrumEvents.com –CES Conference & other live events website SilentSalesMachine.com ListBuildingClass.com – $97 course – FREE to those who purchase the Silent Sales Machine book MySilentTeam Facebook Group Want to hear more from Jason? Here's his last presentation at our live event in late 2016 – click here.