Increasing the Size of your Network 📈
GRID Wealthbuilders,
Recently, I was in New York for Xperiential MBA with Chris Suarez where I got the privilege of touring Goldman Sachs.
Then off to Charlotte, NC to meet with the NAHREP board to discuss our upcoming Latitude event in the fall where Tony Robbins will be presenting.
One of the things I'm most excited about is seeing Tony Robbins deliver his message in person.
It's been 20 years since I've last seen Tony in person so I'm excited to see him after all these years and I would love it if you could join me. There will be a special 1-day pricing to get access to Tony so if you are interested, please get in touch with me.
To learn more go to: https://nahrep.org/fallconference.
In this newsletter, in 5 minutes or less, I will share 2 lessons I learned this past quarter that I plan on implementing in my business.
Lesson 1: Create an incubator of emerging talent.
What stood out when I toured Goldman Sachs was how young everyone appeared to be.
I asked one of the partners about it and he said the average age was 27.
Wow!!!
Goldman Sachs is the number 1 investment banking firm in the world with multdiple businesses across the globe with the average age being 27.
Let that sink in.
They hire young, smart, and talented people right out of school and train them to be the best of the best.
They incubate young talent and engrain a culture of excellence and over time this talent gets promoted, starts a company, or moves into a leadership role.
All of which benefit Goldman because they are grooming their future leaders and future clients.
It was powerful to see.
My key takeaway...copy this model.
As I reflect on CAZA's journey, I can see that the people we've developed from scratch are among our biggest producers and the best leaders.
Knowing this means that we need to double down on finding and developing the best-emerging talent and being more purposeful around this.
Below is the picture on Goldman's main website.
The picture says it all.
They know who their avatar is and how to attract them.
Take notice and think about how you can implement this same strategy in your business.
The 2nd lesson I took away this quarter is to start planning for a future transition today.
10 years from today, I want 1/3 of our business to be owned by our Managing Partners, Area Directors, and Staff.
This means I need to start grooming and developing more leaders in the CAZA ecosystem so that we have the best of the best.
It also means I need to be setting up the right infrastructure to allow this to happen within the organization.
To do this, we revamped our onboarding system, set higher standards, and made every recruit aware that only 50% will graduate from our 90-day CAZA Seal training.
This means we need to turn up our recruiting engine, fine-tune our onboarding, and turn up our standards.
To accomplish this we started implementing the following tactics:
1) CAZA Internship Program
2) Develop an internal Recruiting Division (think ISA team for agents)
3) Hire a Director of Growth
4) Improved Onboarding System
We are creating CAZA Navy Seals.
So here is my ask...(If I may be so bold )
If you are considering making a change or if you know of someone who is thinking of getting into the real estate business please reach out.
And if you're not looking...I hope that today's blog post has caused you to think differently about how you plan to hire and attract talent into your organization.
Keep Moving Forward.
Rob
P.S.: Interested in real estate investing? Join our free GRID Investor Facebook Community here.
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