Tiffany High 0:00
When someone’s like, I’m going to go start this business, and it’s like, well, how much money do you want to make? And they and they’ll say, million dollars. I’m like, Okay, well, you understand that a business maybe nets like, 30 to 40% so you actually have to go grow that business to $3 million or $4 million to get that that doesn’t happen overnight. That could take you up to five years. Are you ready to not get paid for three years? Because if you can’t afford that, then, like, is this really for you, I hear so many times people are like, Oh, I train once a week or whatever. And I’m like, did Michael Jordan train once a week or every day? For 30 years? He did the same things every day. He practiced the fundamentals.
Brad Weimert 0:34
Let’s say you have a killer salesperson, best salesperson in the company, by a large margin, but they violate a core value, fired.
Tiffany High 0:41
Fired.
Brad Weimert 0:45
When you think about sales and you think about rolling out a sales team and training people talk tracks or scripting or neither, to get sales people off the ground. Congrats on getting beyond a million. What got you here won’t always get you there. This is a podcast for entrepreneurs who want to reach beyond their seven figure business and scale to eight, nine and even 10 figures. I’m Brad weimert, and as the founder of easy pay direct, I have had the privilege to work with more than 30,000 businesses, allowing me to see the data behind what some of the most successful companies on the planet are doing differently. Join me each week as I dig in with experts in sales, marketing, operations, technology and wealth building, and you’ll learn some of the specific tools, tactics and strategies that are working today in those multi million, eight, nine and 10 figure businesses, life can get exciting beyond a million. Tiffany, I thank you so much for carving out time. I am sad that it’s not in person, but I think we probably got that coming up soon as well.
Tiffany High 1:41
Yep, yeah, I’m excited. I’m actually probably going to want to see you in about six weeks or so, something
Brad Weimert 1:46
like that. Yeah, we’ve got our twice a year Tampa encounter at family mastermind, which I love. Yep, so you own an eight figure education platform called results driven Rei. You also flip do hundreds of real estate transactions a year. We’ll get into the nuances there. I want to talk investment strategy, but first I want to talk about building an eight figure company. The coaching consulting creator community is like the aspirational career of every young person on the planet now, coaches and consultants, what’s the biggest mistake they’re making right now?
Tiffany High 2:18
So, couple things. One, I will be very transparent that I don’t think that I could successfully run results driven without the fact that either a partner like either putting someone in place to run my investment company. I’m lucky enough that my husband is my business partner. So my husband, Josh, runs the real estate side, and I run results driven. If I had to do both, there’s no way I could have ever scaled it to eight figures, in my personal opinion, like it would be, I would lose focus. And so I tend to see a lot of people chasing a lot of shiny objects. And so if you are going to grow a business, whether it’s real estate or e com, or whatever it is, and then you want to go teach how you did that, you need to have operators in place, running the day to day where you are not involved. Um, you know, I originally am the one that started heals home so far, I ever even started dating Josh, and ultimately brought Josh in. We built the company. He eventually became the CEO and runs the show now. But I didn’t start heal or results driven until I was what I call in Stage Five, pinnacle of that company. I am not in the day to day operating it. The only thing I do for that company now is raise money and and so I think I see a lot of people chasing objects, and that’s when I think things go south for people. So that would be my first piece of advice. And then second, it’s all about people. And you know, not everyone can do this from the start. So when I started heals homes, I was broke, and so, like, I had to work my way up and to be able to afford people and groom people up the chain, where, when I launched results driven, I was in a different position. And so when I launched results driven, I found my top line first, and so I went in and brought in the right leaders and said, All right, now you’re gonna go build your teams. And that’s how we grew so fast.
Brad Weimert 4:13
How did you build the team without any
Tiffany High 4:17
money? I had to make the money, man, I hustled so well. When I was, you know, starting heels, homes, my real estate side, and, you know, I just, I, like, telling the story, because for people that are listening, but I didn’t get into real estate to, like, chase some financial freedom. And does it give it you that absolutely, but I wasn’t chasing that. I wasn’t, you know, falling into these traps of, like, leave your nine to five. They’re trapping you. Like, I don’t agree with any of that stuff. I believe that jobs provide certainty and consistency in families lives, and I think you can make a lot of money working for someone when you grow your skill sets, and you can do real estate on the side, you know the amount of pressure and financial risk in running a company is not for everyone. And so I just, I want to call it out, because I think, like a lot of people, get anxiety watching this stuff on social media. Well, I think
Brad Weimert 5:06
you’re right. And I also think that the the reality is that if you look at the salaries of the high performing CEOs on the planet, they exceed many, many, many, many, many, many, many entrepreneurs, many, I mean, oh my god, the people in the Fortune, you know, several 1000 companies are making many million a year, consistently, reliably w2 income, full benefit package, better lifestyle than the entrepreneur. So I think that’s a really very much worth highlighting, and that’s just the CEOs, much less any of the high performing players in other other areas.
Tiffany High 5:41
Yeah, I always try to put reality. Sometimes, when someone’s like, I’m going to go start this business, and it’s like, well, how much money do you want to make? And they and they’ll say, I’m making this up a million dollars. I’m like, Okay, well, you understand that a business maybe nets like 30 to 40% so you actually have to go grow that business to $3 million or $4 million to get that and that doesn’t happen overnight. That could take you up to five years. Are you ready to not get paid for three years? Because if you can’t afford that, then, like, is this really for you? By the way, you might get sued along the way and go through all these problems. But anyways, and so when I the reason why I had jumped into real estate wasn’t necessarily for money. It was my little brother. I’m the oldest of a big family got diagnosed with cancer, and he was in high school. My other siblings were younger, and so I’m like, I gotta go be there for my family. And I was traveling all over the country, and so I was on a flight Monday through Friday, and I was like, I I literally cannot be there for my family doing this. And so someone was flipping houses that I knew went and saw this flip. And I was like, Well, if you can make 80 grand flip in this house, I can too. So how do I learn? And I maxed out my credit card that day, jumped into a program. Took me six months to find my first deal, and I did about 3540 flips my first year. Yeah, that’s crazy.
Brad Weimert 6:53
This is a huge amount the first year I
Tiffany High 6:56
was drowning. But I have a lot of issues that came that year that you know. So I do education today, I guess. But well, so
Brad Weimert 7:02
I want to get back to the real estate side of things, but I’ve talked about it a ton and and I want to go down that rabbit hole, but the business building side of things, I think is more applicable to me in this moment, scratch my own itch, and then we’ll get back to it. But the you said something just now, which was or earlier, which was, you look at that as a stage five business, yep. What does that mean? What is your framework for different business sizes, and how does that impact how you run businesses
Tiffany High 7:28
today? Yep. So we have what we call five stages of the business. Now I’m going to talk about this towards real estate, not coaching, but it’ll be the same aspect. So everyone starts in stage one. This is where you’re like a one, two man show, whether you’re a partnership. And so when I’m relate this to real estate, real estate, it’s like you’re doing everything, right? You are acquisitions, dispo, transaction coordinating. You’re doing everything. You’re overwhelmed. You’re burnout, no different than if you’re a one man show, starting any business. And so you’re probably not tracking, you’re not consistent, you’re freelancing everything. Well, in the real estate space, in order to graduate to the next stage, first, we have to master sales, right? Even if you’re in the coaching space or anything like, you have to generate revenue. That’s all that matters is I’ve got to learn how to generate revenue and master sales. That’s what I say. Is the first thing you should do. You generate a lead, you close it. Then in stage two, you then the I’m a big believer that you stabilize and grow sales teams before anything else in the company, because if I can bring revenue in consistently, then it helps me then have the money to fix and streamline other systems processes that break and so in stage two is my first job is to get someone on the phones and remove me from only being the person driving revenue. So in stage one, I want to make sure that I get my hands and invest into a scalable sales process. And if you’ve never ran a company before, my guess is you’re not a master sales manager, and so go pay for it. Like, don’t waste your time. Go pay for someone’s onboarding training, even if it’s not like, exactly what you want. Have a framework and a process for somebody else to repeat. Because if you hire someone in stage two and say, Shadow me. That’s when disasters happen. So we give them a framework, a process. We onboard them, we set them up for success. We train them daily, like pouring into sales. A salesperson or two is going to be what gets you away from just driving revenue and then working a little bit more on streamlining the business, building other departments, etc, in stage three. Now, if we relate this to real estate in stage two, most people are only doing one exit strategy. For example, they’re either wholesaling, they’re rehabbing, whatever, but yet they’re spending $10,000 on marketing. Hypothetically, if you spend 10 grand, and I spend 10 grand, but I have multiple ways to make money off this lead, and you only wholesale, I am more than likely gonna make three times as much money than you on the cost of this lead. And so in stage two, it’s really important. Now in stage one, we’re like, we’re just trying to master one thing right? Like, I just need to get really good at locking this deal, closing it. And. Then in stage two, it’s like, I have to start by getting educated on how do I monetize the leads. So that’s one thing that needs to happen. I if it’s in real estate, it’s I, if I don’t rehab, I at least need to learn first how, because you can’t go do it without learning it. Then in the next stage, I continue to build out my sales team, because I cannot be the one on the phones and operate the business. So in the third stage, I still am the manager of the business in real estate. So I’m managing the team, but I am no longer on the phones. I am now managing a phone sales team, and then, you know, and then I’m hiring a transaction coordinator in dispo, before I could ever move to what I call growth, which is stage four. And in order to graduate out of momentum, now in momentum stage three. I now need to be monetizing the leads, because if I’m going to increase my overhead with people, I’ve got to start increasing the lifetime value of that leap. So if, if the lead doesn’t have meat on the bone, to wholesale it, I’ve got to be able to rehab it, or at some point I’m going to wake up and my overhead doesn’t make sense. No different in coaching, I have someone that comes into my funnel, right? And, you know, we are experts at certain things, but I’ve gotten really good at saying, Okay, you might not need us, and I’m going to do what’s best for you, and I’m going to put you in front of the solution so that I make something for bringing you into my ecosystem. And so I try to increase the lifetime value and monetize every lead that comes in to make my business make sense. So from stage three, when I have this team I’m managing right, I’m putting out fires, because I’m kind of managing it all like it’s where we all kind of start if you can’t afford leaders. From the Start Now we go into stage four, and I put someone in the sales manager spot, because I need to get to a point where my sales team is nothing but predictable. They have to be consistent, predictable, trained, poured into etc to provide me the revenue to continue to streamline, rehabbing, put in more systems, add a project manager, do these other things to make the business more effective. In Stage Five, I’ve now got leaders in place across you know, I’ve got a operator, I’ve got a COO, I’ve got someone running sales, and this is in real estate, by the way, and so now I can take a step back. I’ve got all my job is, at this point, is to focus on talent pouring into leaders so that they can lead other people, and then focus on bigger initiatives like actually meet, making an impact, or diversifying my portfolio, and now I can focus on passive income, because so many people are like, chasing these shiny objects along this journey, and they’re like, Oh, I’m supposed to buy rentals because someone told me I had to build wealth. Well, you can’t really buy rentals until you’re bankable and you actually have money to live and don’t over leverage yourself essentially at the end, but at the end of the day, each stage is giving you more and more leverage, leveraging people, time, money and resources as we get to pinnacle. And if we think that we’re going to get there by stepping in and trying to put out fires, or a lot of people tend to when they get to stage trying to get to stage five. They bring in leaders, thinking they’re going to empower them to run the day to day, but then they’re just order takers. They’re just waiting for you to give them what to do, and that’s not going to build a sustainable organization. We’ve got to let people come in and power them, train them, pour into them, and let them fail forward like you did building the company. And those mistakes, you know, they might cost you some money, but at the end of the day, they’re going to know what not to do, just like how we learned. And so I think that what I see commonly across companies, in general doesn’t matter what kind of company is in today’s world, especially with this social media and technology, it’s like we lost the ability to connect with people and influence them. And if you want to grow to eight or nine figures, we have to be able to influence people down the line to do what you want in order to get the job done.
Brad Weimert 13:51
Yeah, the I mean, that was a lot, and I think that there are 17 different questions I want to ask you about this. So one of the things that I know you to be good at, and I’ve seen you speak a couple times, and one of the recurring themes is sort of simplicity and focus. And you mentioned, you know, shiny object syndrome, which everybody is susceptible to at different stages and for different reasons and in different ways, right? So, if you’re looking at the later stage of the business, a shiny object might be an investment. It might be an acquisition of another company. You know, it might be getting in the weeds with a new technology. AI, in this case is, you know, there’s this feeling of like I have to implement it, but it manifests differently at different stages. One of the things that you mentioned early was sales and sales management, and you ultimately use the phrase predictable selling. And I love this concept when you think about sales, and you think about rolling out a sales team and training people talk tracks or. Scripting or neither, to get sales people off the ground.
Tiffany High 15:04
Well, let’s talk about, let’s start sooner, before that, so that way people can so let’s talk about recruiting, onboarding and building the sales team. The first job is put the right person in the seat, right? So depending on, if you’re, you know, just getting started, or seven figures. The biggest mistake I see when people launch a business and try to grow it is they hire really fast in terms of, they’ll hire mother, brother, sister, friend, or they’ll only do one interview and not even put the right person to see in the beginning. So make sure you focus on putting the right person in the seat. We have a very structured, four step interview process. It’s very like it is. My biggest priority is to recruit the right talent. Once that talent comes in, the next step is we have to onboard them effectively. And a lot of times I across multiple companies, even eight figure companies, I’m seeing such poor onboarding. And then they wonder why they’re like this at eight figures. And so they’ll bring them in. They might have some type of videos or something. They throw them a script, maybe ask them to shadow another person, and that’s their way of onboarding. At
Brad Weimert 16:10
what point does onboarding start in the recruitment process? Do you look at the onboarding as like, as soon as you’re hired? This is onboarding. Do you look at it as the job post is the beginning of onboarding? Do you look at it as it’s onboarding
Tiffany High 16:21
is the day, first day of hire. For us, we have a different structure that goes before that, so we put them through, like a full blown working interview, everything so but when we get to onboarding day one, and I think a lot of people skip the fundamentals, just even day one, it’s like, on day one, you’re coming in, we’re talking HR paperwork, helping them understand the why core values. We’re giving them the good and the bad examples of core values, the standards we live in, the mantras we live by in this office, what we accept and don’t accept in our culture, because we want to set standards, and a lot of people forget to set standards in their operation. I want to give you an example of this, because I think it’s so important across so many companies, there’s a difference between what we call themes or mantras and core values that set standards. Your core values for us are things like teamwork, integrity, respect, and we give them examples of that. And one lesson I learned over the last two years actually, was what commitment means to me, which is one of my core values, is very different than what commitment could mean to you. So in the interview process, we have a whole exercise of how we get to know someone their core values. And then when we go over our core values, I say, here’s the example of what commitment means to me and what good looks like, and then here’s what bad looks like, but someone else might mean commitment to them. And so I just want to make sure we’re aligned on what it means to us when they start on that first day, we’re going over that. Then we go over what we call our themes. And in our office, we have three themes. We have one that’s called live above the line. So have you ever heard of Urban Meyer, championship winning coach? He has a book called above line, and what he does is he paints a red line on the football field. And when the football team comes out to practice, and you step over that red line, you leave your shit past the red line, like we’ve all got cancer, disease breakups, like we’ve all got shit happening in our life. But when you step over the red line and you come to work, we’re here for one mission, and now there is a time and a place for a leader, right? If something’s going on in your life or whatever, that’s when we come behind closed doors and we have those heartfelt conversations. But if you come onto my sales floor and you’re bitching about how someone broke up with you last night, it is very normal in my office for someone you know. And when you make it fun, it’s fun, but someone will literally probably tap them on the shoulder and say, Hey, man, that’s living below the line. Can you please step outside the office and come back in when you’re ready to be above the line. And that happens all the time. And so they’ll come back in, and it’s a signal, like it’s a symbol of leave your shit at the door. We have one that’s called 1% better every day. And so ultimately, if you want people to perform at work, we need to make sure that they’re performing outside of work. And so we live this out personally, professionally. And so we have hats and shirts that we give employees only that say 1% better. And ultimately, like I’ve got three leaders right now doing 75 hard I’ve got, you know, everyone in my office is like doing some fit exercise together. They’re doing reading books together, doing whatever, because we live in the front line saying this is about not just being better here, but at home. And when you’re better at home, you perform better at work. So we have this 1% better theme. And then we have what we call do whatever it takes. And so in the military, they say mission, then team, then individual, and we live by that in our office. And so we have this theme of like, if we tell them in the interview process, hey, this is what this means to us. If, say, You guys have a team goal and Monday is the deadline and it’s Friday at five, and you’re $5,000 behind it. Literally, you’re like, one deal or one sale away. If you’re the player that checks out at five, just because you’re supposed to leave at five, you aren’t a fit for here. We want players. That do whatever it takes for that whole team to hit their goal. Are you on the same page with us? And this is why we recruit a lot of athletes and military people, because they understand that if we’ve got a championship to win, we don’t give a shit if it’s 5pm like we we’re gonna do whatever it takes to win the game. And so those are what we call themes, that we live by mantras, and I think a lot of organizations are missing those. And if you come into my office, there’s red tape on the ground. When you walk in, people are wearing 1% better hats. They’re constantly reminded of what we stand by in this office. And so I think ultimately, at least your high performers do, they live and breathe that like it drives them to be in an organization that focuses on making them better on and off the field, right? And then from there, you know, we start day one of onboarding. We’re explaining that in the morning. And I think the reason why I went deep into that is because if you don’t set that standard on day one, I mean, someone can become cancer pretty fast. Totally
Brad Weimert 20:59
agree. And I asked earlier about the launch of onboarding versus the ramp to getting them to onboarding because, and I want to ask you about the the theme versus core values. But internally at easy pay direct we look at how we present core values in the culture of the company, through the job post, through the interview process, through the screening, so that when you get to quote, unquote, day one of onboarding. None of that’s a surprise, right? We’re reinforcing the belief system at that point versus launching it or trying to, yeah, correct. But I couldn’t agree more that, like, if you don’t do that early, unwinding those behaviors is much more difficult than establishing them. How do you see the difference between or how do you define core values versus themes in this context? That’s a good question.
Tiffany High 21:46
Core values, I always we do this exercise in our interviews with everyone, and we say, hey, name three people that know you and they know and you know them. So it can’t be like Michael Jordan if they don’t know you, that you look up to, and then write five qualities under five, each three of them that you look up to. And so we’ll circle, and you’ll see a theme between them. And so we’ll really get to know somebody around. Like, do they align with what’s core to us? And core value should offend you, if broken. And sometimes people slap a core value up because it looks sexy and it’s on somebody else’s company. But like, if somebody, I’ll give you an example, team works one of ours. So if a transaction coordinator goes to a closer and says, Hey, I can’t get this person on the phone and but you’ve been talking to him, do you think you could try? And they’re like, No, that’s not my job. I would fire them on the spot, because that’s offending like, that is literally breaking the core value black and white. Um, now for me, um, like, one of my personal core values is loyalty. I’m a very loyal person. You know, a lot of my vendors, across my companies, I have been loyal through all their growth pains, everything, as long as they’re loyal to me, I’m loyal back and like, until you break that, I’m all in now at work, like, if someone’s not loyal to their boyfriend or girlfriend, like, I don’t know, like, it’s not really my problem. Don’t really care, as long as you perform at work. So, like, it’s not my core value at work, because, like, at the end of the day, you know, it’s just I have core values that are work specific, in terms of the mantras, I guess I’ve never really been asked, like, why isn’t it a core value? It’s more of like a theme in the sense of, for example, the 1% better. Like, we got people, a group of people doing 75 hard. We got a group doing book clubs. You know, I’m not going to force someone to do that, but I am going to encourage and influence it in my atmosphere, hoping that it influences them and makes them better people over time. If that makes sense.
Brad Weimert 23:41
So one of the differentiators that I heard was core values. It’s offensive when somebody breaks the core values, you are fundamentally different people. The theme is, you probably do things like this because of your core values, but you may or may not, and it’s not going to be offensive if you don’t participate in 75 hard,
Tiffany High 24:02
yeah. I mean, my whole office isn’t doing it. Um, you know, if someone’s not fit in my office, like, you know, it’s not, is what it is, right? Like, but I’m hoping that my 1% better, and then them being influenced by other people doing it make a positive impact on their life. Ultimately, like my themes are really trying to influence positivity in my team. And, you know, maybe, like, there’s a lot of people in my company that I feel pretty confident would say, like working here changed their life, because they really start seeing things in a different aspect. And that’s really my goal with the themes, is to be surrounded by people that care about you, like a family, but also are going to challenge you directly, because we’re not here to, like, fluff it up. We’re here to get better every day. I
Brad Weimert 24:48
think Reed Hastings, Netflix founder, is known for saying we’re not a family, we’re a team, yep. And I like that construct for the reasons you just said, which is, you know, this is not. A unconditional love, no matter what situation this is a we’re all trying to execute something really important. And if you’re not leveling up and living as an A player on our team, then you’re probably not the right fit for the team. Doesn’t mean you’re a bad person. Means you’re not the right fit for the team. Yep.
Tiffany High 25:17
Yeah, we do. We do team bonuses now, specifically to drive team performance. We noticed how we were incentivized people years ago, was more individually focused versus Team. So we do individual and team on all departments now, and it’s really driven them to work together. And I will say, if there’s like, if you were to say, What’s one of the game changers that you’ve seen in your operation, it’s incentivizing your departments or your teams to get another incentive if all performs, because then that’s when they really tap each other on each like the shoulders, and it’s like, Look now the leaders are like, Hey, man, you’re not you’re not just impacting yourself like you realize your man’s your left and your right. They’re not going to get a chance at this because you are doing X, Y, Z, and so team bonuses have helped a lot.
Brad Weimert 26:06
Yeah, that makes sense. So I started by asking you about sales scripts and sales bullets, and what I heard as a foundation was, first of all, find the right people, and second, work on mindset and behaviors before all else, before you work on tactics, is that a fair summary of the approach towards sales?
Tiffany High 26:27
So we don’t believe in having to hire people with sales experience to make them killers. Like we know that if you are coachable, you are core value fit, maybe you have the skill set to learn it right, like maybe you were in a role where you had to communicate with people, and you can communicate, and you’re growth oriented that’s important to us, then I will turn you into a closer so as long as I equip you with the right onboarding, and I train you daily, and I communicate effectively, I set clear expectations and I hold you accountable. I will turn you into assassin. But it’s when people think, Oh, I have to go hire these people with experience, because I don’t have training, I don’t have good onboarding, so I’m just going to resort to that. That’s when it becomes a show, and it might help you, like, temporarily, right? Because, like, we all are, like, wearing 100 hats when we get started, but that’s ultimately what, what happens is, and I’ve been there, I did it. It drives a culture that you that you aren’t determining because, like, you’re bringing in someone because you think all this, they’re going to make up for some weakness I have. The reality is you can invest in that. Like, you know, on the real estate side, we believe in onboarding, training and management, so we built that for people. They don’t have to go spend 100 hours making the 50 videos, like we’ve done all that, so that your life can just be focused on leading people. And I think a lot of that’s in almost every industry, like the onboarding what that I invested in for the education side wasn’t exactly what I wanted, but it was better than not having onboarding and processes. And so I started with that, and then I eventually developed my own once I had the team size to have the
Brad Weimert 28:07
time. Yeah, I think, you know, one of the things that’s challenging for up and coming entrepreneurs is the frequency with which people talk about strategy and mindset and becoming a better entrepreneur and a better person. And when you’re tiny, it’s like, yeah, yeah, yeah, shut the fuck up and tell me what I’m supposed to do to make money. And it’s not until you get big enough where you realize, oh, man, that is the path to everything. It is how you think about it. It is how you drive things, and the approach that you take is dictated by how you think about you mentioned, if you don’t have the skill set, and you you said in stage two, to train the sales people, bring on a sales manager. How do you go about finding the sales manager that helps you do that early on if you don’t have the capacity to do that? So
Tiffany High 29:00
there’s two ways you can go about this. One, if you have the finances and the ability to hire the sales manager, awesome, then hire them, but you still have to equip them with the onboarding training and tools for them to go use and so, or you can hire a like what I have done in both companies now, even on results driven, you know, I don’t know how to make a funnel for my life if my life depended on it, like I don’t know how to connect a landing page to anything. I don’t know how to do this stuff. So therefore, there is no way in hell I could train the leader I bring in. So what I did was, is I hired a coach consultant for every major role in my company. So I had a marketing consultant for my marketing guy, I have one for my ops guy, I have one for my fulfillment guy. And I invested a lot of money to get them to where I need them to be to take off now in and that’s what I realized I needed when I was building real estate. I was like, man, if my deal flow could just stay consistent, I could go fix all these other problems. So when I built results. And I was like, What did I not have in this industry? And so we come in and we give you your onboarding, and then we have dedicated coaches. This is a part of our program, but we dedicate sales coaches to do all of your audits and training your sales team every day for you. And so ultimately, that’s similar to what I did in results driven only I hired it in. Now we’re at a point where I don’t need it, but it filled a gap for me temporarily. And so it really just depends. Like, do you have the resources to hire that person from the top and tell them to go build it all because that person will be expensive, or can I hire a temporary agency or help to get me, like, bridge some type of gap? It’s never going to be perfect in the beginning, and it’s really about, like, your skill set, what you came into building a business with, and how much money you have to really pour into it.
Brad Weimert 30:49
Yeah, I like that idea. And I think, I think what I heard was this sort of construct of, if you’re if you’re hiring an external team to do the job, the core purpose of hiring that external team is to learn and understand what they’re doing, so that you can ultimately take it over at some point in time. Correct? You should never hire an external team or agency to abdicate the responsibility and think they’re just going to do it for you. You should leverage their skill set to learn it all so you can ultimately create it yourself in house and then teach your own team and grow.
Tiffany High 31:20
Yep. I mean, for example, on results driven, I remember, I’m like, I don’t have a sales process for this, and so I think we bought like, Cole Gordon in the beginning, or something, you know, his onboarding, his process, you know, we don’t use any of it now, but it helped bridge a gap. We learned stuff from it that we like and didn’t like, and then from there, we build our own but ultimately, like, you know, I tell my students, like my job right now is to get you to a point where you actually perform consistently and simultaneously. While I’m training your team, I need to teach you the skill set, because you need to take it over, or it’s not going to make financial sense for you long term. And so most people want to, like, keep them buying stuff, but I’m like, Look, I want you to build the skill set, so I have a coach dedicated to training your team while we have someone else that trains you so that you can take that over. And so that’s really the approach I’ve taken on results driven is I set clear expectations with any consultant I hire, like, Hey, I’m bringing you on for this time period. This is what I need to learn by this time. Or can we both agree that you’re going to refund my money because I need to learn the skill set so you don’t have to keep jumping in? Essentially,
Brad Weimert 32:29
God that that lesson is so important in basically all areas of business, which is be clear on the outcome that you want from the start. And a lot of the time, people don’t know what they don’t know. And so they think that they can hire somebody to solve the problem, but if you don’t spend the time thinking about where you want to go, you’re going to find yourself six months later, eight months later, a year later, still doing the same shit and having just spent a lot of money. And maybe you’ll have forward progress, or maybe you’ll be in the same place. But so your objective is, define the outcome, pay for somebody to help you get there and be clear on that path from jump.
Tiffany High 33:05
Yeah, and you want to understand that outcome, like you said, because they might not be the solution. And if you don’t come in saying, This is what I want, this is what I want out of this, can you do it or not? So that you and the vendor are also on the same page, like you don’t want to go into something spending 3050, grand and then not have be on the same page of the outcome.
Brad Weimert 33:26
Okay, I still didn’t get an answer to when you’re training sales people. Train them with a script or a talk track or shadowing. What’s the approach to actually getting good sales people?
Tiffany High 33:35
Yep. So the first thing we do is we put them through. Well, every company is different. The education side is like 60 days of onboarding. Like it is very in depth, because we don’t deal with newbies. We deal with people that are already running companies. They have tons of pain points, and there’s a lot of training.
Brad Weimert 33:51
When you say you don’t deal with newbies, you mean in terms of people you hire, in terms of your target
Tiffany High 33:56
market, my target are avatar so like when, since we work with people already running businesses, there’s a lot to know about them. Whereas, if I was doing newbies, it’s a little bit more streamlined on like their pain. So anyways, but in heels homes, we have one week of onboarding or videos, quizzes, assessments. And one of the big things I think companies also fail on is when you’re onboarding someone, you have to understand if they’re retaining the information and you’re failing them if you aren’t. So for example, if say, we start on day one on sales psychology in the real estate side, I have an entire assessment that you take after that, and if you don’t pass it, guess what? You’re gonna go do it again, because I don’t want to put you on the phones and not set you up for success. So my job is to make sure that you actually retain and learn what I’m having you watch. And a lot of times, people will just be like, here’s the videos, and then throw you on the phone or something. And that’s not going to work. Then on week two in the real estate side, we then do what we call hands on development. So we say, here’s the goal, and I don’t. I’m making this up right now, but let’s just say it’s like, I’m going to take you through a 30 sellers. By the end of the 30 sellers, you’re probably going to go through X, Y and Z, and I want to overcome X, Y and Z by the end of this week, I’m going to hold your hand. I’m going to audit every call you do. I’m going to whisper into your calls. I’m going to pour into you. And then we have a whole path to like once they’re off the phones, or once they’re on the phones by themselves, without our guidance. And the last thing I want to do is really have someone, like, thrown on a phone and be like, go figure it out. And if you can’t figure it out in two weeks, which I’ve heard some big gurus say, it’s like, you’re not even equipping them to succeed. I mean, I don’t get that. I’m not I don’t agree with that philosophy. And then ultimately, I always give this analogy for people, because I’m a basketball player, so I do a lot of basketball now. Lot of basketball analogies, but I hear so many times people are like, Oh, I train once a week or whatever. And I’m like, did Michael Jordan train once a week or every day? Okay, not only did he train every day, but what did he do every day? For 30 years, he did the same fucking things every day. He did layups every day, free throws every day, he practiced the fundamentals. And so in sales as their leader, it’s our job to make sure that they perfect the fundamentals, because those are what wins games. And so ultimately, for example, in the real estate side, driving pain is a fundamental. So we will spend a whole week on driving pain, and then the next week will be a whole week on something else. So we rotate, like, four to six different fundamentals, and then we keep training the same thing over and over, because sales is a sport, right? So, like, it’s easy and common nature for us to fall off the process. And then the next question I give people is, okay, so walk me through how often you’re auditing their calls, and they’ll tell me, like, on either none or some or whatever, like, okay, cool. What did Michael Jordan do after every single game? He watches film, right? And so he has a whole locker room of coaches watching film, pausing, playing X’s O’s hand, you a playbook, and says, Okay, this what you got to do by the next game for us to improve, a salesperson deserves that. And if they’re not watching film with you, there’s no fucking way that they know if they’re falling off process or not. So they’re not feeling themselves, you’re failing them. And so like when it comes to sales, a lot of times the inconsistency is due to lack of leadership and training versus the individuals themselves, most times, as long as the person has the willingness, the coach, ability and a skill set coming into it, it typically falls on the leaders of why someone’s not performing. Now, the the talk tracks versus the script is different for I think any every company in real estate, we try to stick to a script, but we do develop skill sets so they can overcome certain things that come in the real estate side. We do have a script, but it is more skill based. So they need to understand that when someone says X, Y, Z, they need to have the skill to drive the pain, like I can’t script that for them. And so one thing we’re working on really hard right now, and results driven, is working on those skills. Versus them reading a script or anything.
Brad Weimert 38:04
Yeah, I love that. I love that answer, too. And I think that there are a ton of analogies across any industry, any sport, that all functionally say the same thing. And when I think about sales, we lean heavy into scripting. And it’s not because we need you to say the exact same thing every time, but it’s because, once you get that down, that informs you got it, and it informs the path that you go down, and what those those typical jump points are, and if somebody throws you off track, it’s very easy to snap back on if you had the script in your head. And similarly, there is no actor that that’s any good, that does a movie or a show or a play, anything that doesn’t rehearse the fuck out of the script. And the only thing, the only objection you get from people that say, I don’t like scripting is it sounds canned. It sounds inauthentic. And it’s like, well, yeah, motherfucker, you didn’t rehearse it enough. You know, everything sounds inauthentic if you don’t rehearse it and you just read the script. You need to practice it. You need to practice it all day, every day, until it’s second nature. And then you get into intonation, inflection, invariance, and you can play with things, but not until you get the mentals down to be able to actually go through it.
Tiffany High 39:22
Yeah, it’s like, when you look at basketball again, it’s like you have a play, like you come down the court with the intention of a play, so you call out the play. That’s the script. You’ve practiced it 10,000 times. But if something happens in the middle of that play, you have to have the skill to respond to that. But at the end of the day, there’s a reason why we come down the court and every time we call a play like it’s stuff that we’ve practiced, it’s repeatable, it’s predictable, but we’ve still got to be able to respond and read the play if something comes off track.
Brad Weimert 39:52
Well, while we’re on sales, let’s say you have a killer salesperson, best sales person in the company, by a large margin. Yeah, but they violate a core value, fire, keep them fired. Yeah, pretty simple. Yep, I feel the same way.
Tiffany High 40:08
Yeah. I’ve unfortunately, back in the day when I didn’t have good recruiting interviews, I hired a couple drug dealers that I had no example sometimes, yeah, I know. I didn’t know they were drug dealers. I probably could have figured that out. But anyways, they were really good, and they became very toxic. So, but yeah, no, we’re just kind of at this point, you know, if someone like, I’ll give you an example, someone shows up late by 10 minutes to a meeting and it’s like, hey man, like, be on time. We have a core value be committed. I’m not going to fire you over that, but if you do it five times in a row, then it’s like, yeah, you’re out, you know. Um, so I think that there’s but if it’s like, you know, the teamwork thing I told you about, that would be like a one warning, like, hey, this isn’t what we stand for. And if it happens again, like you’re just not going to work here there. And I’m at this point where, you know, we’re big enough that I got to go deal with HR crap. Now I got to follow processes. And I made it, I made it very clear to my HR director that if someone violates a core value, I don’t give a shit. What process you tell me I have to put in place and or what risk it causes me not to follow your process, get them out, because those people being toxic to our environment has a way bigger impact on this company than me following your 30 day documentation process.
Brad Weimert 41:31
So let me ask you this you look at stage 12345, of the business as defined by you, it’s easy when you have excess people, and you’re larger and there’s a little bit of bandwidth for every role to fire somebody that’s misaligned. Let’s say that you’re going from solopreneur to a two or three person team, and you realize that you’ve got a killer salesperson that is making it rain, and you’re in stage two selling. They are driving those sales, but you realize that they’re misaligned with culture. Do you fire them? Then
Tiffany High 42:05
that’s tough one. I get it. Um, so that. I mean, if you ask me why built results driven, and that’s a lot, has a lot to do with it. Because, I mean, I was trapped when I was first building heels homes. Those were when I hired, and happened to hire those couple drug dealers. And like, I’m like, damn, these guys are performing, and I don’t have the capacity. Like, if I fire them, I have to do it. And you know what lesson I learned along that journey? I’ll never forget. I hired this guy who’s one of my sales trainers. Now he’s on day three at the company, and Josh is still on the phones. I’m still managing a bunch. He comes walking into my office, storms in, opens the door, and was like, he’s like, that that out there. If that’s what you fucking put up with, I’m out and I was and he’s like, make the decision right now. So Josh stood up and fired them on the spot. And it was an eye opener to me of the amount of anxiety, stress, overwhelm that I had by keeping them because I was afraid to lose revenue versus doing what was right. And so now, if I look back, I’m like, Why did I Why was I afraid to let them go? And it’s because, dude, I didn’t have training, like, I didn’t have onboarding training, the tools I have today. And I was like, I gotta go, like, figure this out. How am I gonna onboard someone and keep deals flowing? And so that’s why, when I built results driven, I said, Man, the biggest pain someone in stage one and two have is they don’t have the time to drive revenue. And oh, go build the onboarding, the trainings, the tools, the tracking. And so I said, if I could come in and be a franchise in a box, a business in a box without equity. I’m going to do that. And so I now I build your whole front, your whole back end, so that every role already has their onboarding bill, every scorecard you already have, like, you don’t have to, like, lose sleep at night, that you have the infrastructure. Because what happens is, when you’re first getting started, you have no infrastructure. You’re just kind of, like, figuring it out. So if I can equip you with that infrastructure, it should make you a little bit easier, and then you can adapt it later on, when you have the capacity to breathe and make it your own.
Brad Weimert 44:09
Yeah, you use the words do the right thing, and which, ironically, is a core value of easypad or x. But I’d like to reframe that for anybody that that sounds fluffy too, and say there’s another logical approach to which is that when you had a performing manager come in, and you had a very small team, and he said, Hey, there are two people out there that are creating a terrible environment, and you went out and fired them on the spot, and you said, because it was the right thing to do, I think another way to look at that is it was, pragmatically, the best path forward for you, because while you got rid of some revenue on the front end, it created the culture that ultimately was sustainable to grow the business. And I think it’s very hard to make choices that are very clearly a better long term solution because of the short. Pain they cause. And I think it’s important for people to assess those things in the moment, because the emotional response is real for almost all entrepreneurs. And I think you run into you run into it at lots of stages, but I think it’s an important delineation for people.
Tiffany High 45:15
Yeah, I learned a lot of lessons on all that last decade.
Brad Weimert 45:23
What is the number one hiring mistake new entrepreneurs make?
Tiffany High 45:28
I think they don’t put enough time into the recruiting process, and so they typically will do like one interview, if that or they’ll hire a family friend, someone that they know, without really doing the right due diligence, making sure that they have the skill set, that they’ll fit into your culture, they align with your core values, and it just creates a disaster. So
Brad Weimert 45:53
how did you come up with your core values? Did you do them as a team, collectively, or do you? Did you sort of dictate them and say, Hey, based on my personal values, this is what our team core values are going to be, and I’m just going to find people that are aligned
Tiffany High 46:05
to them. I made them based on what I wanted the organization to be. So I did a whole exercise of, like, everything that mattered to me, you know, I wrote out. And then you go through it again and you’re like, Okay, if someone were, someone else in the workplace were to do X, Y, Z, would this offend me or not? Because if someone breaks that core value, it should deeply offend you. And certain things did, certain things didn’t, but ultimately, it’s your organization. I mean, you want people that come in and fit into the culture and the environment that you’re trying to build. That’s just my personal opinion. So, like, I’m very deliberate that there is a certain type of person that I want to come into this environment. I
Brad Weimert 46:45
look at a lot of things in life like this. I look at personal relationships this way, and I look at companies and business relationships this way. You can be an amazing person. My choice to not have you in my life is not a reflection of you being a good or bad person. It’s a reflection of the outcome that I’m after and the path that I’ve decided I’m going to take to get to that outcome. And you may or may not be a fit, whether you’re a good person or not.
Tiffany High 47:11
Yeah, I agree with that. Yeah. And I think, you know, I’d say one of the biggest mistakes in the last two years I’ve probably made, even after knowing and learning all these lessons, was holding on to people for too long when you realize they’re not the right fit. I’ve gotten better at that. I would say I still struggle a little bit, which is why I have people in place now that it’s their job to figure it out, not me, because I am. Yeah,
Brad Weimert 47:35
what do you think allowed you to make that shift, to let go of people quicker when you realize they weren’t a good fit?
Tiffany High 47:41
Yeah, I’m now that the company is this size. When you hold on to someone and they’re not the right fit, it’s not me anymore that they’re impacting like I went through this recently where I walked into my Leader’s office and I said, I know you’re sitting on this person because you believe in them. I get it. They’re a player. They’re so bought into us, they’re all in but here’s the reality, their lack of skill set is impacting 20 other people putting food on their plates for their kids. So remember that when we don’t make that decision, when you go home tonight, oh God, like, that’s that’s the reality. Yeah. So it’s like we have to do what’s right for the company and for everyone else here, and if we know that that person’s like, we love them, right, like, maybe we can save them, put them in the right seat. But the reality is, is like they their skill set, they will thrive somewhere else, doing what they’re good at, etc, versus sitting here impacting 20 other people. And, you know, and so that took me a long time, a lot of years to like, I don’t want to say the word be cold to because in the past I’d be like, but they care, like, be pregnant, and now I’m just kind of like, look, there’s 20 other people getting impacted. It is what it is like. It’s time to move past it. But they know. I’m very confident that people know I will do everything to make it right. I will pour into you, and I will only get there, and I will only do that when I realize there is no, there is just no going back like you don’t have the skill set to do what we need you to do to get the outcome. Yeah,
Brad Weimert 49:15
there are. There are a few things that ring true with me. There. One is I fundamentally believe that if somebody gets terminated and they’re surprised, it’s my fault. It’s managed. Yeah, correct. And number two, if the company isn’t healthy, it can’t take care of the team, which can’t take care of the people. And so the company has to come first, and it has to come before me as an owner operator. It has to come before management. It has to be healthy because it’s the only way that the individuals in the company can take care of themselves and their family, and the faster you can get rid of the things that are misaligned, the better the biggest thing for me in getting better at it. And I am horrible. I have failed miserably many, many times at this, and continue to make missteps here, but we brought on. A full time recruiter about a year ago, and having a full time recruiter in house has alleviated the stress around replacing people or finding new people, so much because it was on my plate before, whether it’s that or it’s just having a clean system to hire, train, develop, you need to have something that lowers the barrier to get new people on the team and get them indoctrinated into the company and up and running. If you want to be comfortable letting go of people,
Tiffany High 50:30
yeah, I am. I’m going through that right now. Actually, I was funny because I went out to this workshop recently. This guy’s like, yeah, I hired 40 sales reps the last two weeks. I’m like, How is that possible? And they’re like, I went out to 10 recruiting firms and I said, this is what I need. Here’s the deadline. And he got it done. And I’m like, Dude, I’m taking months just to put two people in their seat. So I come back, I’m like, this makes no sense. I do have two or three recruiting firms. And so I went to them all, and I’m like, I don’t know what the hell is going on, but I went in and I’m like, Okay, we got to clean up this process. What’s happening? Is it like? So I looked at, what’s our team doing. How are we following up? How’s the communication? Is it the recruiter? So yeah, because what happens is, you sit on someone, you’re like, trying to be strategic, and say, Okay, well, if I can at least start recruiting the talent first, and it holds you back. So I think a lot of big companies, or I shouldn’t say big, I’m sure, big and medium, but especially as you’re growing, and it’s critical, like, because even at this stage, I’m like, man, if this person’s not here, guess who has to do it still, right? And so, yeah, I mean, I think, I think you’d probably struggle with that until you’re almost like, two to three layers deep in management?
Brad Weimert 51:42
Yeah, I think, like I said, I continue to struggle with those decisions and and I don’t know that there’s a right answer, and you alluded to this just now, but there’s a, there’s sort of this consistent decision making challenge for an entrepreneur, which is, you’re always going to have to make decisions with a less than complete set of data. The question is, What decisions do you make quickly? In which ones do you stop, pause, take a lot of time to thoroughly assess before taking action? Yeah,
Tiffany High 52:16
I’m trying to get better at that. I am a very or everything is very urgent and important to me, and my team’s like, everything’s always urgent and important to you. And I just make decisions really fast. I will say people decisions, though I’m pretty slow to make decisions unless it’s like breaking a core value. Then that I’m not. But if someone’s not performing, and I truly believe we can pour into them. I try to do that first. There are times when I’m like, Man, I think I knew in my gut that that person wasn’t capable of it, and I tried saving it, and now I’ve delayed it five more months. You know? Yeah,
Brad Weimert 52:52
okay, so I want to talk about a couple notable things, and then I wanted to talk a little bit about real estate, but you were a mother with two very little children and an eight figure company and a huge real estate investing company. What’s your secret?
Tiffany High 53:13
I will say the only thing that I think has got me here. Well, I shouldn’t say only thing, but I have a live in nanny. I I just want to walk you through all the shit I’ve delegated at home because so many women are afraid to do it. I don’t clean up my dogs poop. I have pooper scoopers. I’ve got a, literally, a high school kid that works probably 20 hours a week, does everything with the house. Like, my goal is to make sure Josh, when he gets home, is present with the kids. So like, anything that needs that done, even if Josh could do it, he’s doing it. I’ve got a another babysitter that comes and helps my living nanny. I’ve got a cleaner that comes every week and does everything from, you know, laundry to whatever. I’ve even delegated my flowers. I don’t even have real flowers at home. Every one of my plants on the outside of my home is fake so that I don’t have to water them. And so ultimately, my goal and my vision was, I love business. It’s a game to me, like, I third, like to me, money doesn’t matter as much anymore. It is like, it is fun. And the people in my office, dude, I love going to work. And so how can I do that and sustain being a good mom? And so I said, everything that drains me and my energy or takes me away from my kids after work hours I am no longer doing. And I made that very clear, like five years ago. And so it was. It was not funny, but you know, Josh’s mom had a planned heart surgery recently, and, you know, we brought someone in, and she looks at me and she goes, Man, you’re you’re gonna have to actually, like, cook for like, a month. Do you know how to do that? And I was like, That’s a good question. I don’t know if I do, but anyway, so, you know, some people might agree with him or might not, but it allows me to do what I love, you know, provide for. My kids, you know, they’re going to be set up for, you know, their whole life, I think, at this point, and it allows me to do what I want, and I gotta fork out the money to do it, but it’s the only way I can make them both work. If, you know, I see a lot of women in the business space that don’t delegate those things, and like, when I hear about like, their stress, I’m like, I don’t want that stress so, and I also have what I deem a life coach, whatever you want to call them, therapist. So Josh and I work with her individually and together. So I’ve been working with her for like, three years now, and she’s, I don’t think I could be where I’m at without that, that person, you know, she’s psyche certified. So a lot of times, like, especially when you’re a business owner, just handling stress anxiety, making sure it doesn’t impact my marriage, how I hopefully I don’t yell at my kids all the time. Like, you know, I deal with a lot of pressure, and so I am willing to invest in myself to make sure I’m always self aware and always working on, how do I manage this? And I don’t think I could be where I’m at without that person, I would say, out of everything else, like, even if I had to start doing cooking and stuff, like, I can’t live without my Life Coach, you
Brad Weimert 56:13
mentioned that you grew up with very little money. How did you transition from the poor mindset to being comfortable having a robust staff to take care of a bunch of pedantic shit in your life to make your life easier?
Tiffany High 56:34
Well, I was very fortunate in the sense of and I’m grateful, you know, I not to go deep. But like, you know, I lost my father to drugs. I was little, lived on a street corner, you know, but my mom ended up meeting my dad now when I was young. So like, call it three years old. Got married when I was eight, and I’ll never forget the day they were gonna get married, and he goes to my mom and says, hey, it’s four months to our wedding. I want you to know I just quit my job and I’m gonna start a company, and my mom, like, almost beat his ass. I’ll never forget that day. Like, physically, they’re like fighting, and my dad’s like, I believe in myself, I’m going to do this. And so I just remember watching that, and then he took out a $5,000 loan at the time, he looked at me, I’m eight years old, and he’s like, we’re going to the garage. Here’s a phone. It was like a dial phone, and he goes, here’s a script. Open that phone book and every number dial down the line and read that script out loud. Don’t come back in the house until you’ve gotten three people to say yes. And I was his first employee, and back then, I was just like, okay, cool. This sounds fun. Cheapest labor ever. He like, bribed me with something, I don’t know, probably candy or something. But anyways, I worked for him until I graduated, and he we went from, like, literally having nothing, to doing pretty well in our life, you know. And so like, I got to see this person, like, transform how I went from living in a trailer with 13 kids broke, negotiating candy bars at a factory to like, watching my dad now be the head sponsor for all the sports teams and like, you know, and so I got to see that transformation. And the one thing he taught me along that journey was to believe in myself. And so I’ve always been one to bet on myself. And out of all those things I had to go through growing up, it was like, left on me, like I’m the one that had to figure out how to get out how to get out of it. My mom wasn’t there to save me, like I didn’t have anyone handing me anything, so I had to figure out how to negotiate my way through to survive. And that helped me a lot. Obviously, it was traumatizing that I had to get over as an adult, because I made a lot of crazy, you know, overcoming keeping people on staff, all that was very hard for me because of my childhood, and that’s why I say, like, having a life coach has been awesome, because, you know, most CEOs, I would say, had some level of trauma, or, like, something that they had to overcome. And once you start managing a eight figure operation, that trauma, or those things that you weren’t good at, and just kind of got you to that million dollars is not going to sustain an eight figure company. And so you have to change who you are. And the first step is you have to be willing to change. And so I always like reference the law of the lid with John C Maxwell. Like, if you want to be, if you if you are a level four organization right now, it’s probably because you’re a level four leader. And if you want to be a level if you want to be a level eight, you have to be willing to become a level eight leader. And so every quarter I take I have an exercise that Josh and I do, where we sit there and reflect and say, Who am I today? Where am I trying to go? And do I even have the skill set? Am I the person that deserves it? Am I the mom that deserves it? You know, like, if I’m getting if something’s happening in my life, it’s because that’s what I deserve in my life today. And if I want something greater, bigger, better, then I have to become the person that deserves it. And most people don’t think like that. They they have to fix their mindset and really wrap their head around like, well, you’re not getting it because of you, not because of other people. Yeah,
Brad Weimert 59:57
that. I mean, that goes back to what we’re saying. Four, which is the thought process, the mentality is the beginning of all the actions and strategy. And if you don’t get that part right, you’re never going to get there. Yeah,
Tiffany High 1:00:12
I think it’s about just belief, you know, making bets on yourself. And every entrepreneur fails, and it’s just a matter of, like, that’s why I always say, you know, it’s not for everyone. And I hate all the social media and the ads and, like, be your own boss and all this dumb shit, because it’s like, you have no idea what goes in. Like, I’ve already been served three lawsuits this week. Like, you know, I don’t now. I just handle, I just grab them with a smile. But it’s like, it takes a lot. It takes someone that knows how to handle pressure for that stuff
Brad Weimert 1:00:44
it does. And belief is a slippery bitch, because how you establish belief is beyond me. And I think that you can sort of beat it into yourself. You know, you can have this repetitive do something over and over and over and over and over, and eventually that becomes the norm in your life, and you establish belief intellectually. There are lots of things that I have a hard time believing because I challenge them, and I’m like, is that real? Is that Is that accurate or not? And I’ll go over and over religion God, I think, are the typical large ones of intellectualizing them. A very good friend of mine years ago said to me, it’s more important that a belief serves you than that it’s true. And I think that that’s a beautiful sentiment and something that’s important to remember when you need to believe something different or you need to shift your behavior to get to the outcome that you’re after.
Tiffany High 1:01:39
Yeah, I agree with that, yeah, you’re making me reflect on like, I guess I did have a couple key people in my life that believed in me, and so I think that helped influence my belief in myself. I’m sure people really struggle. If maybe they didn’t have anyone that had a belief in them, I’m sure that would be hard to bet on yourself, if that makes sense, for
Brad Weimert 1:02:00
sure. And to me, the answer is, do more shit. Because if you sit there and have and just have no belief in yourself, it’s never going to change, unless you do some stuff that establishes belief. And if you do some stuff and it doesn’t work, you better keep doing stuff, and eventually something is going to get a little bit of traction. Just that little bit allows you to build on it. Yep. What advice do you have for brand new entrepreneurs starting out,
Tiffany High 1:02:27
man, if I could go back, I hands down, would have never like when I I was smart enough when I launched results, driven to have a one to one mentor, like not your one to many, not these, like one to one, pay the price tag, because you’re going to make so many mistakes and they’re so costly. Like, let someone who’s already been there, done that, one to one, hold your hand. Now it’s different as you grow, like you can maybe get into someone to many groups or buy access to something, but like having that person to bounce things off of and get your speed to action, your speed to the end result there, I think, is really important, um, because so many people sit in this, like, one to three man show forever, and that’s why they just never become something, because they’re like, not willing to invest in their skill set or know how they just don’t know what they don’t know. And it’s I, it’s the Learn do become concept, like, if you want to become something or get a result, first thing we have to do is learn how to do it. Then we do the action, then we got to become the person who deserves it, then you get the result. And so many people think, Oh, I’ll get the result, and then I’ll go figure out how to learn it. And that’s just not how it works.
Brad Weimert 1:03:38
So normally I interrupt the show to promote EPD to tell you about credit card processing, but today I’m going to tell you about our partner program. If you know other business owners that accept credit cards and you refer them to easy pay direct you will get paid a percentage of what we make for the life of the account, as long as they’re processing. You can build a residual for doing nothing just the introduction. You can do that by going to epd.com forward slash bam. Partners, that’s epd.com forward slash b, a, m, partners, having a spouse as a business partner is blank. Fill in the blank. Amazing.
Tiffany High 1:04:19
I love it. I wouldn’t like I’ve maybe actually recently this year because I was pregnant, Josh went on two trips without me, like, our first time ever in 10 years. And it was like, Oh, my God, I it was an eye opener to me, of like, I can’t live my life without being by him, you know, like, Do we have more arguments? Probably, but it’s fun. Like, it’s fun winning a business argument.
Brad Weimert 1:04:43
Well, just to be clear, most of society thinks it’s a terrible idea to have a spouse as a business partner. Yeah. I mean, what are the common mistakes that people make when they have a spouse as a business partner? So
Tiffany High 1:04:53
I divide because I attract a lot of spouses into my program, I created a very and. Depth, business partner evaluation. And so this is why, like, I did a four week marriage challenge with some of the people in my program, and I was like, Look, I want you to look across from your partner right now, and guys feelings are out the door. This is not, I don’t you guys can’t offend each other. You have to be real. Fill out the damn survey, and if you weren’t married, would you be business partners? Because a lot of times marriages force each other into partnerships. And if I was not married to Josh, he would still be my business partner today, because we are so good at working together. We complement each other strengths and weaknesses. You know, I’m very much a visionary. He is very much a people leader and an operator, we go really well together, and ultimately, it’ll destroy the marriage. If you know how many, I bet 90% of the time, one of my students will say you’re right. I wouldn’t have worked with them if it wasn’t my spouse, like if we weren’t spouses. Okay, that’s your first sign. You might want to go figure that out now, before you grow and then it ruins your marriage. So I think ultimately you should have some type of, like, third party assessment of why you would partner with someone make sure you’re aligned on retirement financial goals. Time times, a big one, right? So like, my sales team needs to work till 8pm and when we start the company who’s doing it. And so what I see a lot in my students is like, say the husband is the one doing that, and the wife’s like, You’re never home. And it’s like, Well, you asked for this, right? And then we can go down a whole rabbit hole. But like, I see a lot in in being a woman business owner. I see a lot in the field or whatever, of like, wives, you know, this is my family, friends, everyone. Oh, these wives want you to be home. They want you to provide. They want you to do all these things well, then give them the fucking breathing room to do it, right? Because, like, if they come home at eight, it’s because that’s what you wanted. You said you wanted them to provide financial You said you wanted them to do this stuff. They need to go do it. And so we see a lot of like, also just marriages that don’t set clear expectations with each other up front of, like, what are they willing to sacrifice to get to where they’re trying to go? And then one thing we’ve learned to do is put in boundaries with timelines. It’s like, we all go through seasons. So whenever we’re like, hey, I’ll give you an example. Let’s just say I’m making this up. One of my leaders is not here tomorrow or something. Guess what? We’re gonna have to step in. So I would look at Josh and I’ll say, look, you’re gonna step in. That’s fine, but which means you’re probably gonna be working till 9pm but you gotta do that. And this cool. Here’s what we’re gonna go do to fix the problem. Here’s the deadline, because past this deadline, then it’s not acceptable, like, you’re not missing time with kids past this deadline. Can we both agree to that? Cool now it motivates us to be like, here’s the deadline. This has to be fixed by here. Or like, if we’re testing something new, or whatever it’s like, all right, I’m willing to grind this out by this day. If it’s not working done just because it impacts family, whatever, and so we’re really good at putting, like, timelines and boundaries up. I
Brad Weimert 1:08:08
mean, ultimately, what I heard was effective communication, right? Like in most situations in life, frustration as a result of poor expectations on the front end, if expectations were clear. We talk about this a lot inside the walls of easy pay direct because we talk about chargebacks, and a chargeback for a business owner, at the core is that the consumer wasn’t happy with the promise of the product, not necessarily the product, but the promise of the product. Nobody’s confused and thinks that McDonald’s makes the best hamburger in the world, but they get zero chargebacks because everybody’s clear on the product that they’re getting and what’s delivered. Yeah, I agree with that. When you dig into a relationship or a business relationship, if you’re not clear on the outcome that you’re after, and one of the things that I love that you just said was clarity around the sacrifice necessary to get to the outcome you’re asking for frustration and mismatched expectations.
Tiffany High 1:09:03
Yeah, yeah. I think this is a big one that, you know, obviously, especially when you’re I wasn’t young when I got married, but if I was young and got married, I wouldn’t have thought about those things. And like, even whether you’re in business or not, it’s like, before we elope here, what are you expecting out of me, and what am I expecting out of you? Because I see so much. I mean, I cannot explain to you how often I see more on the women’s side than anything of like, well, you need to provide. You need to do this. You do this. And it’s like, cool. I will work towards that if I agree with it. And then here’s what I need you to do. Then I need you to make sure that when I get home, I’m not doing laundry, I’m not doing this, I’m not doing that, I’m not doing this. Are we on the same page? Because I see that like argument all the time in the industry, and that’s why, when I looked at Josh, when we were going to scale results driven, I said, here’s the reality. Do you want to fight with me or not every day? Here’s what’s going to piss me off? If, if I have to come home after working 12 hours a day and I get it, I appreciate your working 12 hours too. But if I have to do the laundry and do this and do that like I’m not gonna be a very happy human. So we can both agree now or not agree, and it’ll it’ll make or break. If we do results driven, if we are then here’s all the things we’re gonna fork out money for, and hopefully it pays off. And it did, but like, I set the standard up front of, like, I am not going to go try to be the jack of all trades at home and run a company. And so, you know, most people, like, don’t have those discussions, and I think that they’re healthy, and ultimately they’ll avoid big, big conflicts in the future. I love that.
Brad Weimert 1:10:44
Okay, I know we’re coming up on time. We didn’t talk about real estate at all, which I feel great about. But I do want to talk about a couple of highlights here, because you have a little bit of experience in the real estate investing world. I want to just talk about the two different methods of real estate investing that you’re known for, and kind of the difference between them, and get a little bit of advice. So you have built a business around wholesaling, but you started flipping and flipping houses for definitions here. I think people that listen to the show have heard this a lot of times, and know, but wholesaling basically is finding, hopefully an undervalued piece of real estate, putting a contract on it, and then selling that contract to an investor that wants to actually do something with the property. And then you make a margin in between attractive, fast transactions, chunks of cash or the upside flipping is the other side of that, which is you find an undervalued property, maybe from a wholesaler or maybe yourself, and then you clean it up, fix it and sell it to somebody else at a higher price. You started flipping, and for the love of God, you did 40 properties the first year, which is almost a property per week that you bought and flipped, bought, fixed and flipped. How did you do that much in your first year?
Tiffany High 1:12:01
Almost died. So I didn’t even know what wholesaling was. My first year I was in a flipping program, so that’s all I knew. And that flipping program was strictly to learn how to flip. Like, I didn’t know that you could, like, build a team and all that. And so I get into flipping. I didn’t listen to half the program. Got into, like, contractor issues. I could go on forever about stories my first year. Well, I tapped Josh on the shoulder at like, two in the morning one night, and I’m like, Honey, I have to make money really fast. And I heard this word wholesaling this week, and I gotta go figure out what this is. So I’m maxing out our credit card again, and I’m going to an event this weekend. So I go to an event, and I’ll never forget, and it was for experienced wholesalers. So I get in, I’m like, never wholesale, and I stand up in the middle of the room, and I’m like, What? What does assignment mean? And everyone’s like, laughing their asses off me, at me. So I had five houses in contract to rehab at that time to start. So once they explained it to me. I literally, I’ll never forget, ran out of the room and they’re like, What is this girl doing? I came back in, and they’re like, What are you doing? And I said, Well, I had to wholesale those contracts. I just, I just sold all five contracts in the hall. And I think I did, like, $250,000 on them, and they’re in. The whole crowd went wild, and I was like, All right, what’s next? What else do I got to know? Like, how do I close this thing? What do they got to sign? Like, I got them to say, yes, what are they what do they sign now, for
Brad Weimert 1:13:23
anybody that didn’t follow that you were, you had, you already had contracts on houses that were undervalued, and your plan was to go clean them up and resell them, and you learned that you could assign the contracts to somebody else instead of doing all the work yourself, yes. So you ran out, you ran out of the room and found people to assign those contracts too, yes. And so after that, for a margin for like 30 grand per actually at
Tiffany High 1:13:48
the time, yeah, yeah, um. And so once I got done at the event, I was like, Oh, this seems more scalable. I’m a very systems and marketing driven person, and so I go back. I’m like, Screw flipping, which was a big mistake. Drop flipping in my second year, and went from like 40 flips to like around 165 wholesale contracts and in the next 12 months, and I built this team, that was when I had no infrastructure, no process, no system, just a nightmare. Anyway, so I go into my at the end of my second year, I do an audit, and I looked at okay, we sold 60 to 80 deals to these two guys who, all they did was take it down, paint it, list it. It was when the market was hot too, by the way. So, um, you know, I made decent money off them. They made, like, another 20 to 30 grand. When, after I audited it on all those deals, and I realized, wow, if I would have just taken down those 60 deals and slapped paint on them and wholesale the rest, I would have made another $2 million on the same exact overhead. What the hell am I doing? So then in the third year, I started maximizing my exit strategies. And so now the game ever since has been how do we just make more and more out of the already lead flow? So we now have a whole process for agents on retail. Rehabbing rentals, wholesales, we try to just if a lead comes in and they want to sell, we better have an answer. Is really where I’m at with how we do it now. Well,
Brad Weimert 1:15:07
I love that, and I also think that for most people, it’s a terrible choice, because when you get going, you should probably get good at one thing and figure out how to do that one thing, instead of figuring out how to maximize the lead that comes in for the six different strategies you could have personal opinion. Yeah, no, I did.
Tiffany High 1:15:25
I spent a year mastering flipping, then I spent a year mastering wholesaling, and then the third year is when I went did both of them awesome?
Brad Weimert 1:15:32
What is the real estate advice that you hear most often, that you think ultimately, is just stupid? Well,
Tiffany High 1:15:38
with sales specific, nothing’s funnier than when I hear sales gurus say, make them make three offers a day, track, talk time and dial count. Make them make 100 dials. Because if I come in and you’re at 70 dials at 4pm and maybe your shift ends at five, what do you think they’re going to focus on getting another 40 dials instead of actually driving a deal. And so I was taught, unfortunately, to do that, and that’s still being taught out there. And then I woke up one day and was like, dial count doesn’t drive revenue. Deals do offers do and so we track, we have three or four core KPIs that they are held accountable to that drive revenue. Now, do we track dial count and all that in a leadership report? Yes, because those are a KPI that measures effort essentially, so if someone is not performing, then I can go and look at, okay, what’s happening across left to right, that I can pinpoint what could be happening in their KPIs. But yeah, I think that ultimately, some people are truly not like they’re teaching certain things that they haven’t scaled themselves for a long period of time, right? So, like, it’s one thing, if you did 100 deals this year, and if you start coaching next year, the reality is you haven’t failed enough. You haven’t even put enough infrastructure in. You haven’t tested 30 different things like and so just be careful with all that, especially in sales. And I always focus on sales because you like revenue should be your number one priority, because it fixes everything else. Wait
Brad Weimert 1:17:11
so you think that you should actually become really good at something before you call yourself a coach and teach other people.
Tiffany High 1:17:16
Yes.
Brad Weimert 1:17:19
So how do you think AI is going to impact wholesaling?
Tiffany High 1:17:25
You know, I’ve been thinking about that a lot lately. I’m just going to keep making money while I can, and we’ll see what happens. You know, because you see all these things come out, well, here’s what I don’t think will happen. What I think is going to happen is there’s going to be aI stuff out there soon or like you just put in your information get immediate offers. The problem is, people in distress situations need to feel heard. They have to work out their situations, and you can’t really do that through a system. Now, some you can. Some are like, low hanging fruit. Get the offer through an AI somehow, and it’ll be more normal to probably just sign a contract without talking to anyone, but most people in full distress need to have that communication, and you’re still gonna need a human being or something to reason with them. I don’t know if that will go away now, will like AI agents come out and like they’re the ones reasoning with them. I don’t know, maybe, but that would be, ultimately, you still need somebody reasoning with them, whether it’s, I guess, a robot someday or not. But
Brad Weimert 1:18:33
don’t fear the robots. Yeah, I don’t
Tiffany High 1:18:35
know. I don’t know what to think anymore. I’m just hoping I make enough money that, like by the time robots take over. I’m like, just okay, that’s I can survive too. I’m cool living in a trailer if I have to, but I’m just hoping I have enough money to do that. So
Brad Weimert 1:18:50
yep, I’m actively investing time energy into that space. And I also kind of have this general feeling of, let me just make as much money as I can right now, so that if the robots take over, everything will be chill.
Tiffany High 1:19:02
Yeah, I hear that a lot.
Brad Weimert 1:19:06
What? What questions do you wish I would have asked you today, but didn’t
Tiffany High 1:19:12
you know there’s, if there’s any females out there that listen to our conversation, maybe something around like, what drives you to wake up every single day and literally work 810, hours, grind it out, make no time for yourself half the time. You know, while you have kids, you have a husband, you have a family of siblings, all these things, right, managing 80 employees. Like, what actually makes you want to do that? Because I think that has a big piece of, like, the driving factor behind making it worth it.
Brad Weimert 1:19:51
I think that’s a really good question in it’s very common for people that have some other significant purpose in their life to. Mediocrity in one area in the name of the passion and purpose in the other area. So what does drive you when you have two young kids in the family to wake up and run an eight figure business with 80 employees?
Tiffany High 1:20:13
You know, I got it’s evolved over time, but one, I just love business. It’s fun for me, right? Like, I It’s, can it be stressful? Yes, but it’s fun. You know, I had nothing. I’ve had nothing, and one thing I’ll never forget. And I remember when Lee Arnold was speaking at family, and he gets off stage, right? And he tells me his margins, and I walk up to him, and I’m like, Lee, why would I go after what you’re doing when I kind of make more money on the bottom line than you being a fraction of the size. And he looks at me and he goes, Well, what’s your purpose? And I said, Why are you asking me that? He goes, because my purpose is to bring more people to God. So, like, I don’t really care what my bottom line is. My job is to bring 1000s of people to Christ. And I said, Oh, it makes sense. I said, That’s not my purpose. And I used to get caught up on, like, some of these guys that have, like, I want to solve world hunger, right? I’m like, Man, I just had nothing growing up, and when my dad built that company, which, by the way, wasn’t massive, right? It’s just like I lived a normal life after that and but to me, that was, like transformational. So when he did that, one thing I’ll never forget that he did along the journey, is he gave everyone around him experiences. And what I mean by that is like for Christmas and holidays and all these things, like every employee and every kid of his employees got Santa gifts and all these things, and they he would take them to weekend trips. And I was just, I just remember being like, I want to be able to do that. I want to be able to provide experiences that otherwise they don’t get to do that matter to me. And so for this last couple years was my first couple years where I’m like, I actually feel like I had enough money and breathing room to spend money like that. And so, you know, I bought some boats, I took people and my vendors and my friends and my employees to the islands, and I did all these things that, like, otherwise I would never be able to do. And this last couple years was the first time it came to fruition, of, like, getting to do that stuff. And I was like, damn, this is worth it. This is so worth like, this person over here who’s never been on water before, they’ve never gotten to, like, just go get treated on an island all day, and, like, feel a family love on them, and all the stuff like that matters to me, and I got to be the person that worked my ass off to give it to them. Um, that is a big driving factor for me. And two, I’ve always, I’ve always, I’ve never been about like I want to impact 1000s. That’s not really been my thing. I’ve always been a big believer that if I can impact a handful of individuals, they will then impact 10 times more than I ever could alone. And I’m a big believer in growing my leaders, and they’re everything to me. So, like, money is not important to me at the Yes, it was in the beginning side to survive, but I’m past that now, and I want them to be in a position that I’m in, to take over, leave a legacy for their family, while not having to have the stress of getting the lawsuits handed to them, you know, I mean, like I want them to have, you know, feel like they are an owner of the company, without the stress anxiety, and then be able to pass it on and impact way more people than I could. So I know that I’m capable of, you know, pouring into a handful of five to 10 people versus 10,000 and if I can give myself to these five to 10 people, they will create so much opportunity for so many families across the board that I could ever do alone. And that’s really what’s been driving me. That’s
Brad Weimert 1:23:51
beautiful. I also think that there are a million reasons that that’s of value. And I would challenge any self serving entrepreneur, which I am one of them, and I think you are too to think about how it will make you feel to create wealthy people around you, and I say that from the place of creating people that have the capacity to give to their own family and friends and be examples for their own family and friends and community, and how that will make you as an individual feel, and I think it’s super significant. And I like I I’m very, very much a pragmatist, so I try to think about, how does it serve me, and how does it serve the outcome I’m after? And I would argue that those things ultimately drive the highest level behavior from yourself and also from the company itself, when you create that ecosystem. And so in a lot of ways, it is very much self serving, and drives the company to be focused on those things, in addition to it being a beautiful sentiment. Yeah, that’s great. It’s awesome to spend some time with you. I’m looking forward to doing it again in a few weeks. Here you. Um, where do you want to point people? People want to find out more about Tiffany high or Josh, even though he abandoned us today, yeah,
Tiffany High 1:25:09
he’s putting out fires. Um, so if you’re just like in business in general, you know, I’m on social media, or Tiffany high official and Josh high official are both our Instagram handles. If you’re in real estate. I do have a new ebook that I wrote, and it’s the 26 most costly mistakes I made in scaling my real estate business and exactly what I did to overcome each mistake. And it’s at www.rd for results driven rd ebook.com it’s a decent read, so hopefully enjoy it. But I mean, it’s some of my biggest mistakes around hiring the wrong people, not onboarding, not training, and what exactly I did when those things happened to me.
Brad Weimert 1:25:48
Awesome. Tiffany, hi, until next time. Thank you so much. All right, thank you. All right, that’s a wrap for this episode. I’m supposed to tell you that you should subscribe to the show and you should leave a review. I really want you to leave a review, though, because it makes like a radical difference in the algorithm and getting other people to be able to see the show. So can you please go leave a review? It’ll take you, like, 30 seconds. Also, if you want more episodes that are amazing, you can check out the full length video versions at beyond a million.com or youtube.com. Forward slash at beyond a million, you won’t regret it. You.
