Jim Remley – Don’t Hire a reflection, Hire a compliment

Meet Jim Remley, Realtor and Principal Broker of three John L Scott offices in Southern Oregon. As one of the largest real estate firms in Oregon, John L Scott averages an impressive 3,000 transactions annually. Jim’s career is marked by his dedication to empowering agents and brokers, helping them achieve peak performance and unprecedented success. 

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Show Notes

Welcome to the Agents Who Crush It In Real Estate podcast where you’ll hear the good, the bad and the ugly of how real estate agents overcame challenges and grew their business. Check out the Episode Notes at CrushItinRE.com/podcast. Here’s your host, Lindsay Favazza.

Jim Remley: The biggest war that agents have with themselves every single day is consistency. You have to simplify what it is that you’re doing and get down to the real basics and core of what creates success for realtors. It’s the simplification and the clarity is what’s going to unlock your true potential.

Lindsay Favazza: Welcome back to the Agents Who Crush It in Real Estate podcast, where we dive deep into the stories of the most successful and inspiring figures in the real estate world. I’m your host, Lindsay Favazza, and today I’m thrilled to introduce you to an incredible individual who symbolizes innovation, dedication, and success in the real estate world. Joining us is Jim Remley, realtor and principal broker of three John L. Scott offices in Southern Oregon.

For those of you that aren’t familiar with them, they are one of the largest real estate firms in Oregon, where they annually, on average, close an astonishing 3,000 transactions. Jim has dedicated his career to helping agents and brokers accelerate their performance and reach new heights of success. Whether you’re a seasoned professional or just starting in real estate, Jim’s insights and strategies are sure to inspire and guide you to crush it in your own career. Let’s dive in and learn from one of the best in the business. Welcome to the podcast today, Jim.

Jim Remley: It’s my pleasure to be with you today.

Lindsay Favazza: I’m excited to talk to you. I feel your background is deep. You have a lot of knowledge. You’ve been in the business for a while. Let’s start all the way back at the beginning. How did you get into the business? Why did you get into the business? When did you get into the business?

Jim Remley: I’ve been in the business for 35 years. Don’t let that scare you. I’m still in the trenches out there, still doing things. I started when I was 19. I was a college dropout, worked graveyard at a lumber mill. My buddy talked me into getting my license. I finished. He didn’t. I went to work for the first company I drove by on the way after learning I got licensed. I quit my full-time job with $1,500 in a credit line and drive my Chevy Citation. That was my first days in real estate.

Lindsay Favazza: That is so funny. Now your buddy is probably like, “Darn, I should have probably stuck with that.” [crosstalk] That’s so cool. You get your license and you’re starting out. You randomly just drive by and go, “I’m going to work there,” which is hilarious. What are those first years like in real estate for you?

Jim Remley: My first six months was pretty rough I will say, because none of the people that I– I’m 19 years old. All of my friends are not buying houses. They’re not selling houses. They’re going to parties and having a lot of fun in life, but they’re not out there socioeconomically,They’re not ready to make that move. I struggled for the first six months, but what I did do is I started learning from the best of the best.

I read all the books that I could find. I went to the live seminars back then and listened to a lot of the people that I thought would be great mentors that were crushing in the market. I started modeling performance and I targeted for sale by owners, expired listings and mailings. I was huge in mailings, and I started to grow my own sphere of influence. Within the second 12 months I was in the business, I listed 150 properties.

Lindsay Favazza: That’s setting the bar high for yourself.


How do you keep up with that after those years went by? Did you feel like at that point it just kept growing or did you feel like there were some times where things would slip a little or you’d feel like you had to like regroup?

Jim Remley: Yes, definitely. It’s never a straight line. It’s like a buzzsaw. You have ups and downs, but overall, your trajectory is continuing to rise. I was fortunate that I was one of the first, I think, in the nation and definitely the first ones in Oregon to start to form teams. Back in the late ’80, early ’90, there was no teams really. It was mostly solo agents and assistants if we’re lucky. I had sold a house to a buddy of mine and we partnered up and everybody, “What? What do you mean you’re partnered up?” They couldn’t quite– What do you mean? Why would you do that for? We had an assistant, and it was us and we were out there leveraging our strengths and creating a lot of success early. That’s the way I was able to scale, I think, was by each of us having our own talents skills and were able to scale and continue to grow.

Lindsay Favazza: Yes. When did that change or did it change? How long were you guys in that partnership or team structure? Then what was next after that?

Jim Remley: Yes, great question. The one thing I do coach when I’m coaching agents and brokerages now is when you form a team, you definitely always have to start with the end in mind and have an exit strategy. The very first thing you do with the team is you say, what’s this going to look like when we break up? Because we’re not getting married. This is not a permanent relationship.

Lindsay Favazza: Not that kind of partnership.

Jim Remley: Not that kind of partnership. Yes, you definitely have an exit strategy in place. We’re still partners in things today. We’re still good friends 30 years later. What happened is at 24, top producing agent for many, many years, I opened my first company with my partner. We definitely opened it together, brought our assistant over. It was me and him looking at each other in an empty building, trying to figure out how we’re going to make this work. That was a transition going from solely production to now my business model being not just production but growing an office. Whole different model.

Lindsay Favazza: Having to rely on others, having to right the ship, having it all on your shoulders, it’s a lot more to have to deal with.

Jim Remley: It looks easy on the outside. Trust me, guys, it’s not that easy.

Lindsay Favazza: What were some of the challenges that you faced back then when it came to growing the team or getting more and more traction in that?

Jim Remley: One thing that I think everybody struggles with is as realtors, we’re all a little bit egotistical. Especially as a 24-year-old.

Lindsay Favazza: You said it, not me.

Jim Remley: The top producing agent, I was like, “I know everything.” You just have to have this thing and you think that everybody should be a reflection of you. That’s the biggest danger that leaders make is trying to hire reflections and then be disappointed in who you hire that they’re not an exact duplicate or mini me. It just doesn’t happen. This is a big problem that team leaders have all the time and brokerage owners have. Early I came to the realization, well, I can’t hire a bunch of me’s because there’s just me out there. I needed to hire compliments that would help me grow and fill in the gaps of the things that I wasn’t good at. I think that’s a lesson that I learned early.

I also learned early that in running a brokerage, that you got to be careful who you’re targeting and bringing onto the team. Here’s why. Because I would rent out a conference room every month and I would fill it with people that were thinking about getting their real estate license, so I’d do a “career night”. I’d be 50 or 60 people in the room. I talk for a couple hours and I get 10 people interested in getting their license and then 2 or 3 would get their license. The problem is that there’s an 87% attrition rate in our industry. Eight out of 10 of those people are going to fail, no matter how they get a coach, a mentor, a trainer, technology, branding, marketing.

Lindsay Favazza: For so many reasons, they’ll fail. It could be just a personal reason. It could just be that they’re not the right fit. It could be so many different things.

Jim Remley: Yes. That was a challenge for me. Then of the two that would maybe make it, one would say, “Well, I started with you, Jim, so I got to check out and see if the grass is greener somewhere else.” Now you’re left with 1 agent out of 10, all that time and effort work. About five years on, I’m a little bit of a slow learner, I pivoted and started recruiting experienced agents. That was my philosophy of looking at people that have been in business longer than two years, $2 to $10 million in production.

I knew if I could help them go from $2 million to $4 million or $4 million to $8 million, they’d be ultimately loyal and refer me more agents. That’s how we grew from one office. My first company grew from 1 office to 17 offices. We’re the largest independent company in Oregon. I owned that company for several years and sold that in 2006.

Lindsay Favazza: How did you get to be the top office? Was training the biggest component for you? Because obviously training is important and coaching, but what were some of the things that got you to that success?

Jim Remley: When I’m coaching brokerage owners and team leaders, the one thing I always tell everybody, there’s one metric, one number that you can hang your hat on as an indicator of your success or failure as a brokerage owner, team leader. That is your per agent productivity number. Your per agent productivity number is taking all the closings in your group, dividing by the number of active agents you have. That’s your per agent productivity number. Your per agent productivity number takes into account everything. You’re recruiting, your retention, your marketing, your branding, your training, your website, your technology, your staffing. Everything comes together and converges on that number.

If that number is low, then you have a challenge. The number’s high, you’re doing great. Everybody starts with a benchmark. When I took over my last company that I took from 30 agents to 250 agents, so it became ranked in the top 500 companies in America, we started seventh in the market when I got there in per agent productivity. It’s a stepping stone up. Then we got to sixth, then we got to fifth, then we got to fourth, third, two, one, and then number one in the state and one of the top in the country now. It’s a process and it has to be super intentional.

Part of what you just said is making a decision, we’re not going to go after new agents. You might still accept one or two a year or something, but you’re not targeting them. Then what are you doing with your experienced agents? What’s the culture of your company? How does it feel to be in a company? What’s your training? What’s your mentorship? What’s your bright line in the sand for de-hiring somebody? We have a whole de-hiring process where we’ll put somebody on a bubble and you’re either going to make it or you’re not, but you’re not staying here doing one transaction a year. Those are all the things that we put together.

Lindsay Favazza: W’ll get into the advice now, because I’m really interested to hear how you would handle this stuff. Let’s say you have an agent who wants to start a team, and they want to start to recruit. They’re ready to make it to that next step, and they’re ready to take on what we said is very hard, but they’re ready to do it. What are some of the advice that you give to that person about hiring, finding the right fit, like you had said before, not necessarily finding someone who’s exactly like you, but maybe it’s bringing someone in who can help you to be different and do different things? What is the advice that you give to those people?

Jim Remley: First step is, you’ve got to understand why do you want to be a team? What is your motivation to be a team leader? If you’re just thinking, “I need to be a team because everybody else is forming teams,” that’s not the right reason. A team leader is a completely different animal than a solo agent. A team leader becomes, basically, a brokerage owner within a brokerage. You’re a brokerage within a brokerage to so you’re running a lot of different things. You have a lot of different hats. You got to make sure you’re ready for the management role. You’re becoming a manager, not just a salesperson.

When you’re going through this process, I think it’s really, really important that you understand that when you’re hiring, the first and only reason why people are going to be attracted to come onto your team, and you just have to accept this, this is a reality, is that they want lead flow from you. That’s it. If you can’t deliver lead flow to people on your team, you will not have a team very long. Your team will collapse pretty quickly because they can just be a solo agent without leads. They don’t need to be on a team without leads.

Here’s the reality. First and foremost, you have to be a rainmaker, and so that means you have to have more leads than you can handle before you have any business opening a team. I always use the bakery example when I say imagine you’re a baker and you want to sell more donuts. What’s your first step? Do you hire more bakers? No. Baking more donuts is not going to sell more donuts. You have to figure that part out. First thing is you got to have your lead strategies dialed in. Second, behind that, just right behind that, would be that you have to have a systems in place already before you open your doors to your team.

What I mean by systems is there should be a process for every listing that comes in, for every buyer that you touch, for every escrow that comes in, for the after care of a client. Your CRM system should be dialed in, website should be dialed in, so when somebody comes in, they’re plugging in. It’s not as if you’re just saying, “Well, just go figure it out.” No, no, no, no, no. They’re plugging in. It’s just like you have your own little franchise and you’re running your system. You plug people in like a McDonald’s plugs people in, a Subway plugs people in. You’re plugging people into a system that exists. Now it could get better, but it’s got to have a starting point. Two biggest things. Leads and systems are absolutely necessary.

Lindsay Favazza: What’s a way that someone can start to put together a system for themselves? What are some of the pointers that you would give to someone to here’s where you need to start to put those systems together?

Jim Remley: Great question. There’s a great book by Kenneth Blanchard, One Minute Management Method. With Kenneth, and he’s got a lot of great ideas in the One Minute Manager, but the one thing that I’ve taken away from that book is the 3D method of management and the 3D method of building systems. The 3D method is first you have to decide what you would want if you were the customer on the other side of the fence. If I’m a seller, I call the team, I want them to come over to my house, what experience do I want from that side of the fence? Then I outline it here’s the top 10 things I want. I’m deciding as if I was a customer.

The second thing is I have to then actually discover what the client wants by asking current clients and past clients, “Hey, what did I do right? What did I do wrong? What would you like to see added to my systems?” Then, third, you have to deliver a product that meets those expectations. Decide what you’d want, discover what the client actually wants, and then deliver on that value framework. There’s so many models when we look at this, like going to a restaurant. We would all say, “I wish a restaurant would do this.” Or an airline, “I wish an airline would do this. I wish a hotel would do this.” We just have to apply this to our own business model. Then I like to take the business and say, you got to slice it up.

It’s like a loaf of bread, you’re going to slice it up. There’s a buyer component, there’s a seller component, there’s a follow-up component, there’s a website, your social media, all these aspects of your business. You slice one off and you say, “Okay, let’s tackle this. This is what we’re going to do this month. This month, we’re tackling our website. We’re getting this freaking thing dialed in.” The next month, I’m going to slice off social media. Where going to get this thing dialed in. We’re going to systemize.

I slice off sellers, buyers, the whole thing so that over time, I get systems. When people hear systems, it becomes overwhelming, but all a system is, is a checklist. Everything that we’re doing should have a checklist attached that your staff follows every single time they’re doing a task. They’ll memorize it over time, but in the beginning, it gets check, check, check, check, check, done. Actually, a manager should be checking off to make sure they

Lindsay Favazza: Now the team member comes in, they get these checklists, they have this established process, and they’re learning from their team leader, which is what they are coming. Even what you said about the client, now the team member that’s coming in, they’re a client too. What do they need? What is it that they’re looking to get out of this relationship? Because the more they learn and the more they feel indebted to that team leader, they’re not going to want to leave. They’re going to want to continue to work with them. They’re going to want to continue to have that relationship.

I think that it’s probably natural, and you can speak to this way more than I can, but it’s probably natural for most people to come onto a team and then at some point feel like they need to move on. Coming in with the exit strategy, like you mentioned before, having that team member, maybe is that something that a team leader should be talking to that person about ahead of time, setting the expectations for what they’re going to teach them and how those next steps will work? Do you think people do that as a team leader, or is that something that they shouldn’t do?

Jim Remley: No, I think that’s smart. All team leaders have the dream that these people are going to come on the team and be there forever. [crosstalk]

Lindsay Favazza: Not going to happen.

Jim Remley: It is not going to happen.

Lindsay Favazza: If they’re really good, they’re not going to.


Jim Remley: The life cycle of a team member, in my experience, is one to two years, two years of being outside. If you’re honest about it, you’re just up front with it, and you say, “Hey, I’d love to have you here forever, first of all, but while you’re here, I’m going to train you and coach you with the goal that you stay forever, but if you leave, that’s okay, but we have to have an exit strategy for you to leave the team. Here’s what our exit strategy is for you to leave the team.” It’s got to be defined. A couple of things you have to define in that exit strategy, which, by the way, means you have a contract with every team member it’s not a handshake. It’s an actually binding document.

The document is going to say, “Hey, what happens with people that you’ve met through my marketing? Who owns that client?” Just because you have a relationship doesn’t mean you own that client. That client stays with my database. Now, all these things. Are you allowed to contact these people after you leave? No, you’re not. That’s going to be a violation. You got to outline all these things. Then they agree with you. You’re like, “Okay, here’s the rules of the road. You can leave at any time. I’m going to bless you on the way out. I’m going to wish you the best. I’m going to give you a great endorsement. I’m going to do everything I can to support you. I may even still refer you some deals, but you got to live up to this line of rules. If you can’t do that, don’t sign this.”

You really get really, I think, clear. You have super clarity about it. Transparency. People like transparency, people like clarity. On the flip side of this, real quickly, is that how do you keep people as long as possible on your team? The way you keep people as long as possible on your team is going to be by giving them growth opportunities. Here’s an example. You put somebody into a buyer agent role or maybe a showing agent. That’s like the lowest tier, generally. Either it’s an admin, but if on the sales side, showing agent being the lowest tier is where you’re starting. You’re just showing them, you’re not writing offers, you’re just showing.

Then there’s a progression of moves. What’s the next step? Well, then you can move into a buyer’s agent. Then you can move up to this level. Then you can move up to this level. Maybe the apex point is listing coordinator or something, but you figure it out and you give them the movement. I would recommend that in a team setting, the ultimate goal, if you have a larger team, 5 to 10 agent team, the ultimate goal is cross-training with team members across the board so everybody can do each other’s jobs over time. The idea is you give them a way to grow within the team. I think that’s really critical.

Lindsay Favazza: Absolutely. Then maybe it’s that they’re actually at a different split at that point. They’re on their own, but they’re under your team. You know what I mean? Then they don’t want to leave because they feel cushy and they feel like they can always fall back on stuff from their team leader. Then maybe that path makes it so that they don’t want to leave.

Jim Remley: Absolutely.

Lindsay Favazza: I love that. I love the fact that someone is more than likely listening to this that was considering starting a team, and now they’re going, “Oh, God, there’s a lot more here than I bargained for.” Maybe some of those people probably should have thought it through a little bit more. Maybe, yes, do that. What is your advice to those people of they also have to try it? They have to start to do these things if that is the dream that they have. What’s the thought process there of whether or not they should move forward or they should hold off?

Jim Remley: A couple of the things on that really quickly is that one of the most common things that I see as a broker leader is that two people in the office, two agents in your office will want to come together and form a team together. There’s different forms of teams. That’s more of a partnership arrangement, and that’s super common. Their thought process is, “We’ll come together and be a team, and we’ll get all these benefits from being a team.” I always say the same thing to them. That is going to be a challenge because let’s say one person is doing $2 million, and one person is doing $5 million. The person that’s doing the $2 million gets a great benefit here. The person doing $5 million, not so much.

There’s a problem there because what you have to have is it can’t be two plus five equals seven. $7 million is the same production you guys were both doing before. You’d have to say, “What’s my goal? I got to get to 10, 15, 20 million make sense,” number one. Number two is I don’t think just you two sitting in an office and seeing each other for 15 minutes a day is the same thing as being in a team. Let me give you something to do. I always challenge them with this. I say, “Here’s what you’re going to do. You guys are going to get in a car together, and you’re going to drive four hours in either direction.

I don’t care where you’re going, and you’re going to have lunch, and do whatever you’re doing at the end of the four hours, then you get in the car, and you drive four hours back. No radio, nobody on their phones, you’re just going to talk for four hours one way, and four hours back. Then you tell me if you still want to be in a team together. Because that’s a whole different thing. Then if they can survive the four-hour test, I’ll say now let’s level it up one more time, and before you form the team, is have your spouses meet each other, your significant others, or their boyfriends, girlfriends, whatever. Have you guys met together? Because now when you’re a team, suddenly now you’re a family to some degree.

Lindsay Favazza: Yes, you are.

Jim Remley: Have you guys gone to dinner? Do they like each other? Will they want to hang out with each other? Because this is going to be a problem if you guys don’t get along. Let’s put this together. Because it’s a marriage of sorts. It’s a work marriage. Those are some things I recommend when people are forming a partnership. Partnerships are extremely rare to succeed. One in 100, maybe one in 1,000 of those will succeed. It is extremely rare for them to succeed.

I’ve got one of those groups in my office where a partnership does truly work, but most of them blow apart really fast. The most successful team is a pyramid. You got a leader at the top, and they’re the captains of the ship, they’re the quarterback, and they’re giving directions. They’re the alphas in the room, and they’re like, you do this, that, this, that, this, that. The only time a partnership style works is generally a husband and wife, where there’s some relationship there, or it’s a blood relative.

Lindsay Favazza: That’s what I was going to say. Yes, there’s a lot of partnership husband and wife teams. Usually, they’ve been husband and wife for long enough to know that that partnership is pretty strong, I would hope. That would make a lot more sense, yes. That’s great advice. I hope that anyone who’s listening right now is taking notes, because, wow, that is really, really good advice. Tell me from more of a brokerage level of recruiting, what are some advice that you give to broker owners on getting great, talented agents to want to join? I’m assuming the basic thing is the same as a team. It’s have to have systems, have to have leads, right? Is leads not as important for an experienced agent, and it’s something else?

Jim Remley: Here’s the thing. With experienced agents, a lot of times the natural inclination as broker owners is to say, well, it’s all about commissions, right? That’s the default. We have to have the lowest commission plan or the best cap in the market. That’s absolutely not true. Because if that were true, everybody would work for the lowest cap company in town, right, or the discounter in town. It’s not about your commission plan. Commissions matter, you got to go be competitive, of course. What’s going to matter more, and what’s going to drive any experienced agent’s decision to join your company is their ability to close more transactions with your company than they will with their current company.

Can you show them and prove to them that I can help you close more transactions? Because where you’re at, 100% of nothing’s still nothing, right, so if you’re closing two deals a year where you’re at, great, and you got a 100% commission, fantastic. If you can come over to me, and we can help you close 6, 8, 10, 12, 15, 16 deals a year, guess what? Now you’re actually making a living. You’re making an income. It doesn’t matter that you’re not at 100% split, as long as you’re taking home more money. The net is the key. An agent’s asked me, and they said, “Jim, why should I join your company?” The easy answer for me is always the same thing.

I say, listen, the only reason you should join any company, mine included, is if I can help you make more money, or I can make your life easier. I think I can do both, but I need 20 minutes of your time to walk you through my entire program on what we can offer you, and I think I can really show you how I can help you make a lot more money in the next 12 months, if you’re willing to sit down and talk with me. That’s my approach to it. Your value proposition as a brokerage owner, you need to treat it just like a listing presentation. You need to have a recruiting presentation. It’s got to go be very systematic, here’s what we offer, and it’s got to go be hard benefits. The default for a lot of brokerage owners is, we’re a family, and it’s a great culture, and that’s all great, but that’s not going to pull somebody over the fence.

Lindsay Favazza: That’s not going to make them more deals.

Jim Remley: Yes, not going to make them more deals. That’ll keep agents there once they’re there, but to get them over the fence, it’s got to go be hard value, what I like to call proprietary differences. What is it that you’re doing that’s unique in the market, that’s different than where they’re at? That’s sometimes a challenging thing to walk through, but you really have to think about it. Otherwise, you’re just a commodity. You’re just like every other brokerage in town.

Lindsay Favazza: Yes. What are those differentiating factors? Why should they leave? It’s a big deal to leave a brokerage. It’s a big deal. The only other way to describe it is that it’s like buying a house or selling a house, right? It’s a big transition. There’s a lot of things you have to prep for. It’s a lot of things that come up, and it’s a big decision. They need to know what the actual things are that they’re going to get and that are going to help them when they make that move. They’re not going to do it blindly.

Jim Remley: No, they’re not. Right now, when I’m coaching, I just had a brokerage coaching meeting yesterday morning, the top three motivators for people to make a change today, right now in today’s world, and we have one of the best recruiting opportunities in the last 10 years, that’s the NAR Settlement. NAR Settlement’s going to drive a lot of movement in our industry. There’s a ton of brokerages that are just putting their head in the sand and ostriching it, and they’re just not doing anything with this, and they’re just waiting out the clock, and the agents in their companies are getting nervous and panicky, and they’re like, “I don’t know what to do next.”

The offices that are winning are the ones that are doing tons of training and coaching and mentorship that have rolled out buyer presentations, that are walking people through buyer representation agreements, that are doing scripts, where they’re doing role-playing in the offices, all those kinds of things that are going to make a difference, and agents are recognizing that. That’s a huge opportunity right now. Use that NAR Settlement as an advantage, not a disadvantage. The second thing is curated leads, and that’s different than just leads. Lead flow, it could be I’m going to give you a lead, but it’s a cold lead with low intent, and that’s like a half percent close rate.

Some Facebook lead or something, I’m going to hand that over to you, and that’s a low intent, very low close rate. I got to go work through 100 or 150 of those to get one deal as an agent. Very cold lead, not a good lead. The next level, what the top brokerages in the country are doing are curated leads. In other words, somebody’s working that lead till they become more high-level, then it’s a live handoff or maybe even an appointment set for the agent, and they’re getting a curated, high-level lead, but that’s not free, right? It costs the brokerage money, so the brokerage has to charge for that.

Sometimes that takes that lead back down to a 50-50 split, which is totally reasonable, and a lot of times that’s what it is, or it could be a 25-75 deal, whatever your model is. There’s a fee in exchange for that. The last thing is digital presentations, super important. Digital marketing in general is massive, and the offices that are really winning have a great marketing department and are delivering great branded marketing materials that are digital to their agents. Buyer presentation, seller presentation, relocation packages that are totally customizable for the agent, that’s the winning combination.

Lindsay Favazza: Yes, that tech, very important. We’re almost done. I told you we were going to do this, and it was going to feel like it was flying by. We’re almost done here, but in closing, I wanted to ask, what is your advice for realtors in today’s market? Not team leader or broker owners that are trying to bring people in, but really, what is your overarching advice for agents in this business right now of navigating what is the next few years of this tumultuous, as you’ve said, the saw blade, right? How do they navigate that? What is your advice for them?

Jim Remley: My best advice is everything seems complicated. There’s so many things I could be doing. If I’m on the social media, there’s a billion to a trillion different things being thrown at you, do this, do that, do this, and agents tend to squirrel. We’re like, oh, red light, let’s go this way, let’s go that way, let’s go this way. They get lost in the weeds, they get caught up in secondary priorities, and they don’t get the big things done that they need to get done. The biggest war that agents have with themselves every single day is consistency, and so do broker donors as well. You have to simplify what it is that you’re doing and get down to the real basics and core of what creates success for realtors.

It’s the simplification and the clarity is what’s going to unlock your true potential. I’ll give you an example. What we coach to is we say, okay, I want you as an agent to identify your five non-negotiables. What are the five things that you have to do every single day to ensure your success? It’s going to be different for every agent, but it’s got to go be highly specific. Maybe it’s I’m going to call 10 people in my sphere of influence today. Maybe I’m going to send one unsolicited CMA every single day. Maybe I’m going to post something on all my social every single day. Maybe I’m going to send five thank you cards every single day. Maybe I’m going to add some people to my sphere of influence.

Maybe I’ll do an open house every week. Whatever it is, you determine what it is. These are the five things I do every day. When I wake up, there’s no decision making. The biggest danger agents have is to wake up and not have clarity on what it is that they have to do every day. Because then they go in search of it. When they go in search of it, they go down rabbit holes that take them nowhere. You have to have clarity coming every day, clear path to performance. Then the second thing is, you don’t get the luxury of doing anything else until the five things are done. The luxury comes when you’ve got 10 deals in escrow, when you’ve got 10 listings, when you’ve got 10 buyers in your corral.

Then you get some luxury. Then you can make some other decisions and play around. Until you’re there, a lot of agents are flirting with being unemployed all the time. They’re at one deal in escrow, they have one listing, they have one buyer. They’re out here playing with things they have no business playing with. They got to go get dialed in. That’s my biggest message is get clarity, to have those five non-negotiable set up. Just really quickly, as far as those non-negotiables.

What we train to is what we call the 4-1-1-1-1 strategy, which means one hour a day, uninterrupted lead gen. That’s every single day. During that hour, the goal is to set one appointment with a buyer, seller, or sphere member. Sphere members’ appointments are just as good as a buyer-seller appointment. Because we’re setting one appointment, we’re going on one appointment every single day. Then the last thing is we add one person a day to our sphere of influence. That model, right there, will create massive success for any agent that implements it.

Lindsay Favazza: Yes, I love this. Anyone who’s listening right now is definitely taking notes, and if they’re smart, or they’re not driving, and they are excited about what you’ve just taught them, and maybe they want to learn more about how they can learn more from you. Tell us a little bit about what this next venture is now that you’re doing, and where they can find you, and what information you can provide to them about your coaching.

Jim Remley: Yes, so we have an incredible coaching program called E, like elephant, erealestatecoach.com. There, for agents, we’ve got a coaching platform called the Path Performance Coaching. Same coaching I take my own agents through. 20 weeks of intense coaching every day with me for 20 weeks straight. 15-minute coaching nuggets. Every morning you win the day early with some ideas. We give you downloads, hundreds and hundreds of downloads associated with everything. If I’m talking about a text, an email, a script, you can download it instantaneously. Then we give you three live coaching sessions every single week, Monday, Wednesday, Friday. All of that, the first month is only a dollar. We get you in there, and we just let you test drive the program, see if you like it, and then you can decide if you want to stay in it.

For brokerage owners, we have an incredible program for brokerage owners that focuses on experienced agent recruiting. That’s our whole focus. Then retention is course. We meet with them twice a month in a mastermind session, and then they also get one-on-one coaching with me. Then all of their agents that work for them also get all of my coaching for their agent that I just mentioned as a part of the program. It’s a great value. If anybody’s interested in something free on the recruiting side, if they hop over to eReal Estate Coach, on the top they’ll see we have a webinar called Rockstar Recruiting. It’s a two-hour webinar filled with scripts and texts and emails and all kinds of strategies from the top recruiters in the nation. Absolutely free, just check it out. They can see what they see.

Lindsay Favazza: We’re going to have your links in the show notes. We’ll have links to that. We’ll put the actual link to that into the show notes as well. Jim’s Facebook is right there too on the screen. Feel free to go to his Facebook and reach out to him. This has been absolutely awesome. I had no doubt it would be, and it was more than I expected. Thank you so much, Jim, for sharing your insights. I know that everyone learned a lot today. It wasn’t just learning from being an agent, but it was learning for broker owners. It was learning for team leaders, people that want to grow a team. It was learning for a team member joining a team. They need to know that they need to have a contract.

There’s so many great nuggets today. I really appreciate it. I have a feeling this is going to be an episode that people listen to multiple times because they’re like, wait, I missed something. I got to go back. Whether you’re watching us on YouTube or you’re listening to us on the podcast, please feel free to listen over and over and over again. Also share it. I’m sure that there’s other realtors that can benefit from hearing from this today. Jim, thank you so much for taking the time and being a part of this. Any closing thoughts that you have?

Jim Remley: No, it’s been a pleasure to be with you. Great interview, and you do a great job on your side. Thank you so much. It’s been a pleasure.

Lindsay Favazza: I appreciate that very much. Like I said, you guys can reach out to him. We’ll have everything in the show notes. If you’re interested in being a guest also, please reach out to us. We are at crushitnre.com/podcast. You can listen to all the episodes, and you can reach out to us if you’re interested in being on the next episode. Thank you, guys, so much for listening. We really appreciate it. Jim, have a great weekend. Thank you very much. All right, we’ll see you guys on the next episode of the Agents Who Crush It in Real Estate podcast. Thanks, everybody.

Thanks for joining us on the Agents Who Crush It In Real Estate podcast. We hope you’ve learned some valuable takeaways. Be sure to take action and grow your business. You can check out the Episode Notes and more content from the show at CrushitinRE.com/podcast. And if you’d like this episode, and you’d like to hear more stories, please share with others, post on social media or leave a rating or review. To catch all the latest from Anthony you can follow him on Instagram at Crush It In Real Estate on Facebook and YouTube. Thanks again and we’ll see you next time.