The Ultimate Business Plan Walkthrough - Podcast Ep025

The Ultimate Business Plan Walkthrough - Podcast Ep025

Alright, we are live. Welcome to the Thrive Not Survive podcast. We created this podcast so that we could deliver deliberate and actionable content that you can implement into your business right away. With me, as always, my cohost, my friend Jeff Thibodeau from Brantford, Ontario.

Jeff:    Good morning, Kelley.

Kelley:    Good morning, good afternoon, good evening.

Jeff:    Yeah, whatever time it is when you're listening.

Kelley:    That's right. Alright, man, let's jump into this. It's September. It's the beginning of the month. My birthday was yesterday. Happy birthday, Kelley.

Jeff:    Happy birthday, Kelley.

Kelley:    Hey, you got a nice voice there. I like that. It's September so we share actually be looking at planning our business out for 2018. And some people might call me crazy. I know that it's happened in the past. People have called me crazy for other things, deliberately. But, if you're looking at creating a really solid, sound business for yourself in 2018 you need to start planning that business now. And planning the business is just laying the groundwork and the foundation. You have to continually tweak that business plan month in month out, quarter in quarter out to make sure that you're still on track for hitting your goals and you gotta be like water. Like Bruce Lee says, you gotta be like water, my friend. There's ebbs and flows to your business all the time, so you have to be able to make those adjustments. And if you've got everything written down, if you've got it all planned out, it makes it a lot easier for you to go back and start to make those adjustments. So, let's dig into this, man.

Jeff:    Well, very exciting. If you're watching you can see us but most people, we find, listen to this podcast so we're trying to stay away from putting stuff up on the screen. But we have created, and we're both looking at in front of our desks, what we're calling the Thrive Not Survive business plan. And this is gonna be available as a download. We're gonna link it right underneath wherever you're watching this and it's back on our site So you're gonna want to go there and get a copy of this and what Kelley and I have done is taken our experience running teams, being business coaches, doing our own business plans, sifting through all the garbage that's out there, and what we've created is a two page realtor business plan. It's simple. It's concise. And, more than anything, it's a strategy document. It's a document you can gather your thoughts around your business, analyze what's working, what's not working, and make a plan to make some improvements.

    And as we get started talking about this, one of the fundament things that I kept in the back of my mind as we were creating this document ... and I'll tell you, as we were looking at templates to where we were gonna start with this? Some of them, 20 pages long. 30 pages long. Multi layered spreadsheets with all these auto calculating numbers. If your business is at that level, congrats. You probably don't need somebody else's business plan at this point, you probably have your own that you like to use.

Kelley:    Yeah, you should be running your own corporation at this point. You got a really great point there. I mean, 20, 30, 40, 50, 60 pages? Let's get real here. We are talking about real estate agents that are in the six figure range. Their volume is probably around the 10 to about 40 or 50 million dollars in real estate sold. If you're a multi million dollar business, then yeah, you should probably be looking at creating a 30 or a 50 ... you're not gonna use this template. You're not gonna be looking online for a template anywhere. So let's get real. Let's get rid of all the garbage that's out there.

    You know what I've used, Jeff? I've used one page. One page for the last five years. That's it. Quarter one, quarter two, quarter three, quarter four. This is what I'm gonna do in each one of those quarters. This is where I'm gonna get my business and this is how. And that's it. Something as simple as that.

Jeff:    It needs to be simple because you need to actually be able to do it, first of and foremost. A business plan that's half empty is useless. And number two, it's a document ... this is one of my first points, is that business planning, it's really trendy. And we're right on trend here talking about it in Q4, heading into the winter for 2018, but you can business plan any day of the week, any month of the year. Any time you're business needs a little tweak you can go back and redo this. So, it's not a 2018 business plan, it's not a 2019 business plan, it's a today moving forward business plan. Right? You can do it today and it doesn't matter when you're listening to this video or thinking about making an improvement in your business. 

    The second pillar to that, which is very important, I have it written down here as the first line in my notes. Successful businesses are built, not created. Okay? Now, the reason I write that down is because so many people, and we see it so often at the conferences and when we're talking to people who are facing a challenge, they believe that they need to explode what they have, grab a shiny penny, and implement it. And they think that's gonna be the key to success in their business. That is not how things work. What happens is you start out new as a real estate agent. You hustle, you grind, you try everything. And then, if you're smart, you'll take a little break, step back and analyze. What's been working for me in the last 6-12 months? Where does my business come from with little effort or consistent effort. And what's not working? Where am I just spinning my wheels? And magically you're gonna do more stuff that's working and less stuff that's not working and you're gonna try one or two new things each cycle. 

    It's not about saying everything's a mess. I need somebody else's business plan. If I just follow their plan ... that's not how it works, guys. You have a unique business. So what we want to do is reflect on it. Look at what's working. Analyze it. Make some improvements. Cut some things out and make some innovations. And that's what this document is all about. So, successful businesses are built not created.

Kelley:    You had a couple of really good points there and I want to touch on the first one. The first one being laying the groundwork and looking at the plan ahead. The analogy I always use is you would never go out ... well some people might do this. Some people might go out without a map and without their Google Maps on their phone or Apple Maps, or whatever you're using. They might go out and drive their car until they want to stop and they really have no idea or concept of where they're going and how they're going to get there. So, maybe it's not driving a car, maybe it's driving a motorbike or riding your pedal bike. It doesn't really matter. If you don't have a plan to get to the destination, are you ever going to get to the destination? So, in business planning, what we need to do is look back. Look back to the previous six or twelve months and have a good understanding as to where our business came from so that we can then plan for the future and plan forward. 

Jeff:    I hundred percent agree. So let's start right in. Now, without having this document in front of you, if you don't you can hit pause, follow the link, and get it. But you don't need it. You can have a pen and a paper and I'm gonna walk you through step one. So, page one of the business plan, it's kind of page two because there's a title page. So page two of the business plan just says business source, how many ends and how much money did you make. So let's look back over the last 12 months. And you don't even need the exact numbers. You don't need to go all spreadsheet on me, although I would love it if you did. But you don't have to. Just think about, if I asked you right now as you're listening to this, what's your number one source of business? Where do most of your transactions come from? A lot of people, if you don't have a lot of systems running, are gonna say my database. My sphere. The people I know. That's a very basic one. You might have ... oh, I consistently generate business by doing open houses. I have a farm where I send postcards to and I get come list me calls. So there is no set list of business sources. It's unique to you. How would you group it? How do you pool a group of people together?

    Now, remembering little onesie, twosie deals that just magically fell in your lap? That's not a system. There's not a whole lot of analysis to do because one realtor from three towns over Googled you, found you, and sent you a lead. That's not worth putting on your business plan unless you want a strategy to go after networking with realtors across the country. So I hope this is making sense. We want to look at the buckets. The sources. The pillars. Whatever guru word you want to use. But, the different channels in which business comes to you. Okay? Then all we gotta do, just ballpark me how much money that made you last year and break it down. Was it buyer ends, seller ends, leases and rentals. That's all we gotta do. We just gotta break your business down. And, for most realtors who are working independently, you're gonna have less than five unique business sources. It's gonna take a big company to have more than five. And you're gonna have administrators. You're gonna know a little bit more of your business. 

    So if you really look and think, "Where does my business actually come from?" Then all I want you to do on the other side of the paper is, now that you've looked back the last 12 months, look forward the next 12 months. Do you expect to generate the same amount of business from that source? More? Or less? Really simple question, right? Is it gonna be the status quo? Are you trying to increase that business source or is it a fluke and maybe it's not gonna happen next year? That's all we're gonna do on page one.

Kelley:    I wouldn't even say expect. I would say, as you're filling out that other column on that page, I would be planning in advance and saying, "I got 75% of my business from my sphere of influence last year. I want to plan to get 80-85%." If we're not growing we're gonna become stale and stagnate. We want to try to increase our business year-over-year by at least 20%. That's how we know that we're growing. That's how we know we're gonna wind up making more money. If you're okay and comfortable with the same amount of money that you made last year then I'm happy for you. You don't have to plan ahead. You can just continue with the status quo and what's worked for you. But I would say, instead of going in with the mindset of saying I'm going to expect to make this amount of money, I would say, okay, I've made this amount of money or I did this many ends from this business source in 2016 or 2017. This is what I expect or what I'm planning to make in 2018 or 2017. So that's the mindset that we want to have in filling out the other side of the column for the following year. 

Jeff:    This gives you your framework. It gives you a snapshot of the past, the reality of what's real in the last 12 months of your business. And now you're gonna project out what you want to achieve in the next 12 months. Now, the first place for innovation ... remember, a little while ago we said you don't want to explode everything. You're not gonna just take this business plan and cross out your existing five lead pillars and development five new ones every January. It's not how it works. But this is the first place where you can add something new. Do you want to investigate and invest in a new business source? Have you never done direct mail or farming? Have you never done Facebook ads? Have you never had a website or generated any business online?

    So the key is you're gonna improve on the handful of things you already do and test and innovate one or two things. Not the other way around. Does that make sense?

Kelley:    Yeah. And I would suggest, if you are gonna test and innovate, it isn't a week or two or a month. You want to make sure that you're trying to test for at least 90 days. That will at least give you a good tangible result. And if you're looking at generating online leads for yourself, that's a 12 month play. Most people are converting at about one to two percent. They're not converting as high as 40, 50, 60%. So if you're generating yourself a fair amount of leads you've gotta ensure that you've got enough time to be able to test it and ensure that you've got the return on investment there so that you can continue to move it forward. But make sure that you've got the budget set out for it in advance. And that would be advice for any source of new business that you're gonna be planning on.

Jeff:    Exactly. And I was gonna add to that, that's important why we don't put all of our eggs in a new lead pillar basket. Because it's untested. You want to do 80% tried and true, 20% test and innovate. So even if the test and innovate fails, you can still count on the business that's been coming to you for the last four or five years consistently through those systems, and hopefully it's increasing because you're doing some good stuff. 

    So once you've got that map laid out, of where you want your business to come from, now we've got to get real about is it just coming by accident and because people like you? Or are you doing things consistently to get those names, phone numbers, e-mails, those leads in the door. So that's what page two and three are all about. Sorry, page three and four. Whatever you want to call it. We call it the Redline Business Analyzer. It's a two page, front and back. Now, what I want you to do is print this page off as many times as you have unique business systems. So one business analyzer per business source, okay? So it could turn into a 10 page business plan if you got a lot of different business sources. But the first thing here ... now I'm gonna read what I wrote on this business plan because it's important, the language. 

    I wrote describe your system. What do you currently do to generate business from this source consistently? And this is where a lot of people are gonna get tripped up right at the beginning. Because a lot of your database business and your sphere business just kinda ... hey, I know Jeff. I should call him. You didn't do anything to generate that call. Unless you're specifically making your calls to your database, you're out doing community events, you're marketing, that's the stuff that I want in here. The stuff that you're doing. Not fingers crossed, hoping. Does that make sense, Kelley?

Kelley:    Yeah. Absolutely. So it would be things like calling past clients or sending a home purchase anniversary card. Or inviting the client to a brokerage even of some kind. 

Jeff:    Yeah. That's all sphere based stuff. If you've got an IDX website it's ... I'm putting out my ads, $500 a month every month and I make an hour of calls a day. So we gotta talk about the things you actually do consistently to work this system. Systems that are just on auto pilot, or we just kind of shrug our shoulders and say, "Oh, I don't know where that business came from." You can't guarantee that business is coming again. Congrats, that was lucky. But it's not consistent. So we want to talk about what you're doing consistently. Now, if it's all blank congratulations again. You've got only upside to systemize this. Don't make up fake stuff. Just be really honest with yourself and it's okay if it's not systemized. If it's at zero right now, any improvement is gonna be felt immediately.

    So, the first thing we've gotta do is just get it out. Describe the system. What do you do? What are your touch points? What's the budget? What's done consistently? How does this system work? If you can't explain it to yourself, it's not a system. So write it down. Got it? Okay. The second part is my favorite part. Sometimes you hear things when you're in the training industry or you're coming up as a realtor and they smack you in the head. And you're like, wow, it's almost too easy. Why didn't I think of things like that before? But really, if we apply this 80-20 principle in any system, 80% of the effort is generating 20% of the results, 20% of the effort's generating 80% of the results. 

    I want you to think about your system and reflect. It's important that you take some time to do this document. Don't rush it out in 10 minutes. Think about that system. And, if it is your past clients think about where did the easiest deals show up from? What do I do that takes very little effort and the transactions show up versus what do I grind and grind and grind and, yeah, maybe I get one deal over the course of the year but it took so much more proportional effort than the easy stuff. Wouldn't it be nice if you could just take the easy stuff and crank it up like a volume switch? And take the hard stuff and just replace it with more easy stuff? This is what business is, guys. It's just improving on your systems year after year. See, most people, they're just gonna sit in purgatory repeating the same stuff not with any consistency except that there's no consistency. What we want to get you to a place where you test and go, "Uh huh, okay. That worked. Let's do twice as much of that. Oh, that never works." 

    For example, we started doing in person home buyer seminars. They feel great because all these people show up to your office and they eat and drink and socialize. But when I look at the deal sheet it only pulled three deals for our whole team for the whole year. So all those nights and all the planning and all the money spent and all the time spent, it's not worth it. We could have spent better time making some more phone calls.

Kelley:    Yeah. Online lead generation is the same sort of thing. I hear this complaint quite often where people say we're generating a lot of leads but we're not seeing any return on investment. We're not closing any deals, we need to generate more leads. You don't have a lead generation problem, you've got a lead conversion problem. So, if you're generating on this ... this would be a good example. If you're generating a good amount of online leads and you've got a good database already set up, stop the lead generation part of your business and focus on the lead conversion part. Pick up the phone. Send those e-mails. Make those touch points. Don't go out and generate more leads for yourself because all you're doing is creating more work that may or may not be converting at a high level. 

    So make sure you're getting that kind of thing. And again, it translates down ... just exactly what you said, to everything you're doing. So if you've got geofarming and you're just sending out the postcards and you're spending all kinds of money on the postcards, but you're not out door knocking and introducing yourself to that community, maybe your strategy is wrong. So have a look at the strategy and it may be something that's not working right now, but it's just one of those things where you've gotta make a tweak. That one little fix that could wind up generating some sort of return on investment for you.

Jeff:    It's those little aha moments. And to you and I, Kelley, this is normal stuff to talk about because we think about this every day. We test, we innovate. Heck, this podcast. If you go back to episode one we're like, "We don't know what's gonna happen. Let's just start doing this." If all of a sudden it was a flop, we would've stopped. We wouldn't have made it to whatever ... 24, 25 episodes we're on right now. 

Kelley:    Yeah, like 25. Yeah.

Jeff:    It's the same thing with your business. Just like you said. Say you hold open houses regularly and that's one of your lead pillars. It's a great lead pillar for many agents. And you happen to notice that every time that you have a little extra energy and you actually go promote it to the neighbors and get them to come out, you always book another CMA. When you look back and reflect. Now, wouldn't you think maybe I should start doing that to every, single open house consistently? And maybe if I could do that, maybe I should do two open houses a weekend? Now I'm booking two CMAs every weekend regardless of what I do. That's now a system versus, "Oh, I needed some extra energy on this one because it's not selling so I better hold an open house." That's not a system. That's reactionary to your client's needs. So this is what we're talking about. 

    So you figured out what works, now let's think about how do we dial that up? What can we duplicate. What can we increase? Can we put more budget? Can we do more of the stuff that works? Can we dial down, can we cut out the stuff that's not working? Take some time and think about that. The third part-

Kelley:    That's the novation point that you're talking about on the sheet, right?

Jeff:    Innovation is the smallest box because innovation is where everyone's head goes first. They want something, some shiny penny they've never heard of. The grass is greener on the other side. I'm telling you it's not. Okay? You're better off improving what you have. Making slight adjustments and slight removals of things don't work. Innovation should be where we play. Again, with just a little bit of our effort and budge. Not going all in. We want to taste and play. So I put here, what new improvements are you gonna test this year or this period? And the second line, guys, this is the one I really hope you're listening. It says, who can I learn from? You don't have to invent this stuff yourself. Any time you're gonna add something new to your system, before you go out on a Google spree just think about who do you already know that already does this well? Most realtors outside of your marketplace are an open book and willing to chat with you. We talked about this on the conferencing podcast a few episodes ago, right?

Kelley:    Yeah. And if you want it's Hit me up for an e-mail. Same with Jeff. Send Jeff an e-mail. We'd be more than happy to chat with you guys about this. If you don't know anybody else that's outside of your market, we are here. 

Jeff:    You want to test and try a couple of new things. And this is what keeps you ahead of the curve. And this is why people always think, "Oh, Jeff. All your stuff's always on the leading edge." I'm like, yeah, but you don't see the four to five things that completely flop all the time. You only see my winners because they're the ones that win. But we're constantly picking new things to try and test while never forgetting about the tried and true stuff that generates business day in and day out. I've been running the same bloody Google AdWords ad for eight years and it still generates leads. I'm not turning it off, Kelley. I don't care. But I'm always trying new stuff.

    So this is where it's important and I want you to really hone in about who can I take out for lunch? Who can I make a phone call? Who can be my mentor on this system? Then I can just grab one or two ideas, implement them, and now I have a leg up because I can compare against their already existing results. If it's not working for me I can call them up and go, "Hey, I tried these three things. What happens when you've been implementing them? It's not working for me." Instead of just being left alone on an island. It's always going to be easier. There's nothing new in this business. Somebody else is already trying what you want to try 99.9% of the time. So seek it out. Seek out a peer that can help you with that part of the process.

    Okay, so that's analyzing the business. We've done it now on two pages. We've broken it down to all our sources. Understanding where all our money comes from. Where we want it to come from in the next 12 months. And then for each of those business sources we're just talking about what's working, what's not and what are we gonna test and improve. With me so far?

Kelley:    Yeah. So then the next step in this is identifying exactly the actions we're going to take to either improve or continue on the system that we have. Correct?

Jeff:    Dude. So I just had a coaching call with one of my clients this morning and I was ranting like crazy about the difference between successful people and unsuccessful people. They both plan all the time. Successful people actually get off their ass and do stuff. So the first two pages of this document are purely academic if you do not implement the last page of the document. So what we want to do is take the improvements, the things you're gonna cut out and the things you're gonna change, and we need to move those off of the strategy document and into action. And there's only two ways to do that. Number one, you put it into some part of your process. Be that your morning routine, your daily action checklist, your firm deal closing file checklist. It's gotta go somewhere so it gets done. Where? Well that depends on the system and what you're trying to improve, right?

    So the top half of this says what are the action items? What checklist are they gonna be added to? And then add some details. Just get it done. It's a one hour project. Put them in the checklist. Add them to your file. Add them to your daily routine. Whatever you gotta do to put that thing into practice. 

    The second part's a little where people get tripped up a little bit because some things are a bigger project. So before getting too abstract I'll give you an example. Say part of your sphere marketing and you decided it would be beneficial if my sphere heard from me in their e-mail inbox monthly. So I gotta create something now. I need an e-mail newsletter. That's a project. It's a one time thing that once you create it, that template, now sending it's gonna be a monthly thing. But until we tick that project off, it's never gonna happen. So what happens with a lot of realtors, myself included, is we get these grandiose project ideas but then what happens? Business?

Kelley:    Nothing.

Jeff:    Yeah. Life. Clients. Vacation. Kids. So if we don't actually frame up these projects and give them a due date very quickly, they never happen. And we talked about this on the conference thing too, you come home with all of these ideas, a book of a hundred ideas, and none of them ever get implemented. The most important thing I put in this column is the project and by when. Give it a date now. And I don't care if the by when is ... what are you pointing at, Kelley?

Kelley:    If it's not on my calendar, it doesn't exist. 

Jeff:    Oh. You got a new poster? Nice.

Kelley:    Yeah, exactly. You put it on the sheet. You give yourself a due date. And then from there you've gotta start putting it into the calendar and taking action on it either on a daily or a weekly basis, depending on when you slated your due date for it. Otherwise it's just not gonna get done. Like you said, life happens. Business happens. I'm guilty of this as well. I have a number of different things on my plate at any given point in time. But if my kids ... we just bought the kids laptops yesterday. So I sat down with the kids and totally unboxed the laptops and geeked out for like two hours. I had a shit ton of stuff that I was supposed to be doing and I just threw that on the back burner so that I could spend some time and geek out with my kids. 

    So shit happens. Life happens. And the problem is, is that if we don't have it calendared, we're not gonna ever come back to it. And so if you want to improve your business it's gotta be part of your daily schedule. 

Jeff:    Yeah. It doesn't exist until it's down in writing and it's in your plan somewhere. You can't just have ideas and then hope to act on them in three months. But don't bite off more than you can chew. When you're thinking about projects, think about what's gonna immediately impact me quickly. And get it done. Because what I want you to do is come back to this document in three months and do it again. And do it again. This isn't an annual thing. Tom Ferry, a business trainer and coach, he's been a personal friend of mine and I came up through his company. He said something really impactful on stage once when he was talking about business planning, I'll try to paraphrase it here. He said we all business plan. Even if you've never business planned in your life, you've business planned. You know when most people business plan? April 1st as they're doing their taxes from last year. It's a reflective business plan, but ... it's not about the future. He said, so even if you don't, unless you owe 10 years of back taxes, you do a business plan once a year at minimum. 

    Now, some do a business plan quarterly or a P&L quarterly, or whatever. Some people do a plan monthly. Some people look at it every Monday morning and make their action items. Which one of those people do you think drives towards their goals faster, Kelley?

Kelley:    The people that actually have a plan and take action.

Jeff:    Yeah. 

Kelley:    It doesn't really matter when you look at the plan. I mean, at the end of the day it doesn't really matter when you create the plan, in my opinion. Whether you're doing it on April 1st or you're doing it on September 1st, it really doesn't matter. As long as you've got something in place and you're continually striving towards the end goal by taking action in the items that you've set out for yourself. If you just write up a plan, like you said, it becomes academic. You've created work for yourself. The other thing that I wanted to ... just to go back for a second, talking about the projects again, I think people have this innate ability to get really bogged down in the project itself. 

    As part of the sample you've got in here, create a newsletter template and process. People think that they've gotta have these fancy graphics. They've gotta go out and hire a graphic designer or they've gotta go into Fiverr and find the right person to create the right graphic. And so they're gonna spend hours upon hours getting a logo generated, getting the header generated. All of that is bullshit. As long as the content is right, as long as the content is good, that's where you need to be focusing your time. The design is secondary. The content is key. So what I would be doing is, specific to this, would be spending more time on developing what my content plan is going to be. And, in fact, I think this is something that you're going to be talking about Thrive Not Survive 3 on September 28th.

Jeff:    Plug plug. 

Kelley:    Thought I'd throw that in there. But focus more on the content. Identify the project. Identify what needs to be taken care of first and where you need to spend most of that time. And make sure that that piece is perfect, or as close to perfect as it's going to get, so that you can get it out the door and continually tweak it over time. Like this podcast. You know, 25 episodes ago we sat down and on a whim just said let's do this. Yes, absolutely. Let's do it. What's our first topic? I don't know. We'll just sit down, we'll spitball. And it happened. And now we're getting to a point where we're planning. You and I are going back and forth on Slack and we're saying okay, this is the plan for this week. This is what we're gonna talk about. This is how we're gonna blast these videos and this podcast out there. It all becomes part of a plan now but it didn't start out that way. And we needed to get this out the door in order for us to get to this level, to get to this point. 

Jeff:    That's right. Because the best way to learn anything is by doing. And getting real reaction for your real customer. So, again, we've changed logos twice, names once. 

Kelley:    That's right.

Jeff:    Dates and times. It's okay if you're gonna change up your system but you need to actually ship it and test it. So this brings us full circle to actually the most important part of this business plan, which isn't included in the papers. The real question I put at the bottom of my notes is, once you create this plan, once you've analyzed your business, once you know what you want to improve, what you want to cut out, what you're gonna change with projects, who's holding you accountable to it? Most of us, myself and Kelley included, are not good at holding ourselves accountable. If I had to do this podcast alone we may only be on episode 10. 

    So, do you have a buddy? I'm gonna encourage you to go through this exercise, it's gonna be a lot more fun if you and a real estate friend of yours sit down and do it. Either you're in different markets or you just meet up at a coffee shop and go through this together. Spitball off each other and then hand each other your implementation goals.

Kelley:    I'd even suggest this. If I wasn't at Redline, if I wasn't in a leadership position that I'm in, I'd probably be going to my broker or my manager. And say, hey I'm looking at putting this together. I need some help because, number one, I've never done one before. Number two, would you be my accountability partner? Are you interested in meeting with me once a month or once a quarter to analyze my business plan and kind of track where I'm at? And, if the answer is no, I'm sorry I don't have time. You're at the wrong brokerage. So make sure that you find a fit. 

    It doesn't necessarily have to be a buddy in your market, it doesn't have to be somebody outside of your market, it doesn't have to be a business partner. The first place that I would start, if you're comfortable, would be with my manager and my broker. That's what they're there for. That's why they're there. To support you. That'd be my first guess. Because, typically, the manager is gonna have X amount of years in real estate. Hopefully they've done business planning over the course of their career. That broker/owner. Hopefully they've done business planning over the course of their career. Hopefully they've been in business for 10 or 15 or 20 years. Hopefully you'll be able to glean some sort of ... get some of their experience and their advice from all of the years that they've had in business. So that's the first place that I would start if it were me starting over again.

Jeff:    Yeah. A hundred percent. You can go up the chain in your company. You can go sideways. You can go outside the industry. You can go to strangers, if you don't know me and Kelley and you want to have a little help with this. But having someone else, it just magnifies your results and your implementation. Because we're so terrible, human beings, at holding ourselves accountable. But we're so good at being held accountable by others. That's why personal trainers work. Because it's so easy just to show up and the guy says do three sets of ten. But if I'm there on my own I'm like eight, let's get out of here.

    This is what I want to say though, if you're listening to this. If you're gonna be someone else's buddy, this is how you do it. Is you gotta take their plan and you just put it in your calendar, with reminders. Because all you need to be a good accountability buddy is you just have to remind people what they said they were gonna do. One time ... I'll tell you a story. A business partner of mine, one of my agents and me, went down to one of these big summit events and he left so fired up. I had been going to them year after year so I was kind of in the groove, I knew what was going on. But it was his first [inaudible 00:31:48] and I'm like, well what are you gonna do different? And started going and I'm like, wait! And I pulled out my camera and I go, now tell me. And I recorded it. So, like three months later, when he was down in the dumps and things were griping, I pulled the video out. I scrolled back and I go, remember this guy? And I showed it to him and it was like had already completely forgotten all those exact words that came out of his mouth.

    Because what happens? Let's just talk reality. Here's the business plan in front of me again. You sit down, you get pumped up, we do all this analysis, we do all this, we make all these plans. And then we go back to work.

Kelley:    Do nothing. That's right.

Jeff:    So be somebody else's accountability partner. Instead of holding yourself accountable, hold your friend accountable. And make sure they do the same thing to you. Because I've always known ... same with going to the gym, when I have a buddy and we're both supposed to show up for a bike ride or run or for the gym or for rock climbing at a certain time? I show up. But if it's my choice? Oh, I don't know. I'm a little behind on Game of Thrones. So be somebody else's accountability partner and you'll get 10 times more value out of your own business plan. I promise you. 

Kelley:    Alright. This has been great. I think that anybody that is in the groove right now that is looking at developing their own business plan, if you've never done it before then definitely go over to What is it again?

Jeff:    /business-plan. It'll be linked under everywhere this is and we're gonna be able to send it to you. Plus we're gonna have some bonus content to follow up with that it's gonna walk you through going ... different lead pillars, some ideas. And then when you have a challenge and you're like hey, I want to do online leads. Hey, I want to do this. Then you can reach out to us and say hey, who do you know that I should be talking to? Let me and Kelley be the fulcrum to your system. And if you need any help filling this out or if you need any help getting connected with people that can help you take it to the next level, that's what we're here for.

Kelley:    Yeah. We're absolutely here for that and more than happy to help you guys out. That's the whole reason we created this podcast, goddammit. 

Jeff:    Alright. Shut it down.

Kelley:    Alright, so that is it. That's all for today. Business planning 101 to 401. If you guys have any questions at all, if you're watching this on YouTube, please leave us a comment down below. If you're listening to us on iTunes, we'd be more than grateful if you could leave us a five star review. Leave us a comment there as well, we'd love to be able to read that. If you have any questions about this business plan feel free to reach out to me or Jeff. It's, Make sure that you visit to download this business plan.

    As always, Jeff, thank you very much for your time my friend. 

Jeff:    Thank you, sir.

Kelley:    And we'll see you on the next one. 

Jeff:    Bye.

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