Posted on: December 09, 2019
WI 332 | Building World Class Teams


Undoubtedly, one of the primary challenges of running a wholesaling business is finding the best people to hire. Fortunately, in today’s show, one of the world’s leading experts candidly shared valuable insights and wisdom when it comes to hiring and sales.

John Pyke is an award-winning speaker and bestselling author. He is also one of the world’s leading experts in sales, hiring, peak performance, adult learning, and employee engagement. Using time-tested and scientifically proven processes and tools, John has quadrupled the hiring success rates of his clients. To date, John has helped coach, assess, and hire over a quarter of a million people!

If you want to avoid those costly turnovers and achieve unprecedented sales growth, today’s episode is for you! John not only shared valuable information and guidance, he even offered to give away a pdf copy of his book, The Talent Genius: How the Top 1% of Realtors Build World-Class Teams, to the first 50 people who will email him. As if not enough, he’ll also give them the opportunity to test drive his assessment tool free of charge!



How To Go From Wholesaling Employee To Successful Business Owner With John Pyke

Episode Transcription

I’ve got an unbelievable interview. From time to time, you know that we interview some amazing stories from around the country, from people doing their first deals or doing millions of dollars of deals every single year. It’s inspiring. It gives you a lot of golden nuggets and a lot of instruction because that’s what’s so powerful about this show. It is all about instruction but I want to talk about something that doesn’t get talked about a lot. I want to talk about how to effectively find the absolute right people to hire to grow your business. If you are starting in this business, I understand you are going to get to this point. I want you to read and think about this.

I want you to check this on Brent Daniel’s – Real Estate Coach YouTube channel. Go there because it will give you some inspiration on where you can go in this business. If you are already at that point where you consistently close transactions, your pipeline is bursting. You need help. I have brought in the expert of all experts and The Talent Genius known around the country. The high-end highly paid, and best of the best businesses go to this guy for his advice and assessment on who to hire. We are going to interview him here for the first time. It is my absolute pleasure to bring on John Pyke to the show.

I’m thrilled to be here. Thanks so much, Brent. Thank you for that kind introduction.

I’m excited about this because this is a huge issue when building your real estate or wholesaling business. A lot of us out there were good at going on appointments, talking to people, putting together marketing plans, and getting leads to come in. Eventually, we turn from being highly paid professionals into being entrepreneurs and business owners. The only way to do that is to hire people. Let’s talk about that. Give me your background so that everybody understands the credibility you bring to this interview.

Over the last few decades, I’ve helped train assess or hire over three million salespeople. I started working for the largest sales training company in the world at a very young age. I was the youngest person they had ever hired. They took a risk on me but in my first year, I was very successful based on good genetics. I sold more than anybody in the history of the company. After my first year, Brent, I had an ethical dilemma, almost an epiphany. What I found out was discouraging. Remember this is the sales training trusted by 427 of the Fortune 500, lease risk vendor, 800-pound gorilla, the best of the best.

What happened, though, is that after the training, the high performers continued to be high performers, and the low performers continued to be low performers. I had an ethical dilemma. I could no longer sell services to these senior executives when I knew deep down that the program didn’t work. That set me on a journey to figure out, “Why it is at almost every company globally, 20% of the salespeople consistently sell 80% of the total sales revenue.” Based on my journey, I’ve figured out that answer. It has been an absolute transformation for my clients to employ the capabilities that we bring to the table.

Let’s talk about the everyday wholesaler out there. I’m going to break this interview into three parts. We are going to talk about the acquisition manager, disposition manager, and lead manager. I will explain each of those before. The acquisition manager truly is the boots on the ground, going on appointments, lead follow-up guy, the true salesman of the business, the person that is constantly building the rapport, and getting knee to knee, belly to belly, face-to-face with the distressed property owners. Let’s talk about that person. Let’s assume that it’s your business, John. You are looking to hire an acquisition manager. You’ve got all these leads coming in. What do you look for? How do you make sure that you are making the right choice?

If we go by science and statistics, this works so well. We typically are able to quadruple the hiring accuracy from 20% to 80% or 90% but why can we do that? First of all, most people do not know the answer to this important question. “What is the single most important link, criteria or determinant of consistent high performance in sales?” No one that I have basically asked knows the answer to that question. It is to show me the money. It’s a high economic drive. They could have the best personality style and all the right skills but because they lack the drive and the motivation, it’s game over. How many people have we seen?

They look the part and say the right thing. You scratch your head and pull your hair, thinking, “This person sounded great in an interview. Where’s the person that was in the interview? Why are they not showing up every day?” It’s because they don’t have the drive. That’s first and foremost. Second, as it relates to motivation, is achievement drive. If the person you are interviewing does not like to be visible and recognized and wants to fly under the radar, it’s an immediate show stopper.

Ultimately, you can’t find that information unless you use this assessment. You could ask some questions, “How much money do you want to make?” If someone is reluctant to share, uncomfortable, or uneasy about saying six figures or beyond, that is a big red flag. You want highly economically motivated people because those are typically people who are balls to the wall.

The other important criteria are what we call empathy or people talents. It’s different than skills. It’s the ability to naturally, quickly, and easily develop rapport and trust on an emotional level. Am I talking too fast? Am I too close? Do I need to slow down? It’s reading the body language of the actual potential seller and buyer if you are on the disposition side. You have got to be a master of being able to match and mirror the style of the individual. We know from research that most great salespeople, the top 5%, do it innately. It’s intuitive. It’s not something you can teach or train.

How do you recognize that talent? How do you find those people? It happens all the time, John. I talked to the TTP students and the Wholesaling Inc tribe members. It goes over and over. This person was unbelievable. They have the greatest personality and were money motivated but couldn’t close a deal.

That’s the frustration. If you are going to try to do this on your own, without these types of assessments, you are rolling the dice or throwing darts. Typically, the success rate of all my clients never says it’s more than 20%. That’s why 20% almost always sells 80% of the total revenue. It’s because the 20% have characteristics and qualities that the other 80% will never have. It’s not a training issue. You could train a person every day and try to coach them up but they are never going to improve their performance maybe this much. If they don’t have what I call the right sales DNA, which is the right blend of personality, talent, and motivation, it’s over.

You could train a person every day and try to coach them, but they’re never going to improve their performance if they don’t have the right sales DNA, which is the right blend of personality, talent, and motivation.

There are so many sales training courses and books. If somebody is focused, determined, and disciplined, it will move the needle but it only moves it so far. In my experience, the people who come in and naturally win almost don’t need training. I almost don’t train them at all. It’s nuts.

Let me explain something so that every one of your readers can know why this is the case. One of the assessments that we use measures the hard wiring of the brain. Believe it or not, the neuron pathways of the brain dictate how well or not very well we do certain things. When you think of things like handling rejection, self-confidence, problem-solving, intuitive insight, and the ability to connect with people quickly and easily, all of those are innate. If you have a deficit, you are never going to be able, with training, to overcome that and become a superstar.

Let me give you one quick example. I trained a sales force of 150 people. The top twenty people in the company had an average sales increase of 60%. The bottom 130 barely hit 10%. The people that have what I call the right blend or personality, style, talents, and motivators when you train them, are going to rise. They are going to go right through the roof. I want to draw the analogy. Most people probably have kids and equate this to education.

My least favorite subject was Math. My brain does not get Math. I see it like with bunny rabbity reception. There’s nothing I’m going to do that’s going to make me a genius or an expert in Math. The key is that you’ve got to find out what someone is innately good at, which has to do with the talents, the hardwiring of the brain, and that is the absolute game-changer.

Let me give you one other research statistic. A lot of people are using the DiSC profile, Myers-Briggs or a lot of behavioral personality instruments. One hundred years of research has yielded or proven when you use a personality instrument only from a hiring point of view, it’s only marginally better than looking at a person’s resume, not even meeting them. You have almost as much chance to get a grade hire by looking at their resume, not even meeting them, than looking at a personality instrument because these are one-dimensional and woefully inadequate.

You talk about an analysis that you do. What exactly are you talking about? I was introduced to John and the Multipliers Mastermind. It’s a fantastic mastermind that we both attend. He works with a lot of the guys in this mastermind that are high-end and different industries and different businesses but specifically in wholesaling and real estate. When they say, “I need to get an acquisition manager,” what do they go through? What does this analysis?

It’s a three-dimensional assessment that is taken online. It only takes 25 minutes to complete. Part of it is the personality, which is DiSC. It’s the least important. The second one takes looking at, “What are you motivated by?” In other words, why do you work? What is it that fuels you or drives you? Why do you show up every day? The third and most important is an innate talent, which measures the hard wiring of the brain. I could give you an analogy or a picture because a picture is worth a thousand words.

When you interview someone, you only see 12% of the total true person. That’s what’s above the surface, their warmth, energy, and how outgoing and friendly they are. The 88% of what you absolutely must know to make an exceptional, consistently great hiring decision is hidden below the surface and to the naked eye. If you look at the iceberg analogy, things like persistence, drive, initiative, and handling rejection are all that are hidden from the naked eye. It’s below the surface.

The reason why we do such an abysmal job is that it doesn’t matter what company. If they are not using any assessments, they are basically flying blind. They don’t have advanced analytics, which can quadruple their hiring accuracy. Sometimes I have people that apply for an acquisition manager but they are phenomenal for administration. Most people don’t know what they don’t know. They don’t have a high degree of self-awareness.

The reason I’m bringing up self-awareness is almost everything I do is based on science and research, so I can with supreme confidence tell a business owner or a senior executive, “This is the way it is.” We gave the assessment that I used to over 200,000 people in 23 countries, every position, role, and industry, very quickly. We did this to try to figure out, “What is the secret sauce? Why are some people consistently high performers and do it with less energy but the others don’t?”

There are two characteristics or attributes. The positive news is it’s learnable. The first is what we call self-awareness. The more self-knowledge and self-insight that you and I, and everyone has about who they are, what’s important to them, what their strengths are, what their deficits are, the better position they are in to make a decision around a career or job that is tightly aligned with what they naturally do best.

WI 332 | Building World Class Teams

Building World Class Teams: If you want to be a business owner, you need to get into that space where you are hiring, managing, and leading this group. You need to find the right people that you feel confident can replace you and your skills in your business.



I see people all the time or have interviewed people. This is a personal experience, and I interviewed people like, “I would be good at this job. I love talking with strangers. I have a lot of energy,” but they’ve never done sales before. They are in a completely different industry. Do you think that there are a lot of people that are in a role, have been in a position, or an industry or a career that goes against their DNA and can come out and be a high performer if they haven’t been in sales their whole life?

It happens so frequently. That is a perfect segue without you even knowing the second characteristic of the highest performers. The top 9% only of that 200,000 consistently overachieve all the performance objectives. The second attribute of that elite 9% was authenticity. The word authentic from the Latin means to create. When you and I are authentic to what God has uniquely gifted us, there’s no stopping us. We are an unstoppable force.

Let me give you one quick example of hundreds I could give you. There is a guy who was a former pastor who was applying for real estate sales, not one day of sales experience. In his first year, he sold $15.46 million worth of a real estate. In his second year, he sold over $25 million. This guy had one of the best assessments, personality-wise, motivation, and talents. If there’s one thing I know, your experience, age, and education are irrelevant. Sometimes the strongest, best people are like a diamond in the rough that nobody has discovered. This assessment looks into the soul of an individual, and you can reach out and say, “This person is going to be a rock star.”

Honestly, I have success story after success story from people that have been in the military, truck drivers, firefighters, nurses, teachers, and totally different industries. Teachers will blow you away with how great they are at sales. It’s unbelievable. The people coming from other industries are natural. If you are reading this, you have these natural things. You wouldn’t be reading this if you didn’t have some pilot light inside of you that said, “I can go out and do this. This is part of my DNA. I just need the instructions so that I can go out and be successful.”

Once you get to the point where you are doing a fantastic job doing the deals yourself, you need to be able to grow your business. It’s like you were saying, John, self-awareness is huge here. If you want to be the absolute best at going on the appointments and doing these and being a highly paid professional, great. Go do it. Stay in your lane. Keep it all.

Don’t worry about managing, hiring, being a leader or anything. If you want to be a business owner, you need to get into that space where you are hiring, managing, and leading this group. You need to find the right people that you feel confident can replace you and your skills in your business. That’s what John is talking about. This is blowing me away.

Here’s the tragedy. I will give you another example. Someone in administration and operations their entire career was pretty much a bean counter with a high degree of detail orientation. What makes them one day wake up and say, “I’m going to apply to a straight commission sales position,” when they have not one day of sales experience? Do you recognize what a bold decision that is? They finally decide, “I’m designed or built to be a phenomenal salesperson,” but most people will not take that risk.

Let me mention another practical tip for everybody reading. You must be in this market with the lowest unemployment rate since the 1960s. It is an employee’s market. If you are on the acquisition side, you must offer at least $2,500 a month as a guarantee to help them get over that onboarding and learning curve. Otherwise, here’s the statistic, less than 5% of the total work population has the financial reserve to take a straight commission job. If you are not offering a guarantee up front, it’s almost like an impossibility. You are looking for a needle in a haystack out of 5%. How in the world are you going to find someone that can sell and that’s going to take that risk? It is very rare.

Not only that. We are also in a business where the sales cycle is 30, 60, and 90 days. They could come in day 1, hour 1, minute 1, and get a contract signed. Nobody gets paid on that for 30 days, 2 weeks or 60 days. I completely agree. With both of my acquisition managers off the bat, I gave them exactly what you said, a $2,500 base. The pipeline was rolling. They were closing. It was only for 90 days or so. Six months is probably the industry standard for that. Do you suggest keeping a base on there forever? Do you think you take away the base and strictly commission at some point?

This is part of the interview process. If you don’t have the luxury and the advantage of the assessment, which will tell us categorically about their motivation for money, you need to ask them in the interview, “After 3, 4, 5 months, would you prefer for that base salary to go away and to be on straight commission so that you have more potential or do you want to have a hybrid?” That’s going to give you a pretty good level set in terms of what their thinking is.

I’ve set sales performance records at every company. I would rather every day be on stray commission because I know I’m going to make twice or three times the amount of money. That has to do with conviction, track record, and skills. That is a good qualification question. If someone wants to have that surrogate parent who wants to be on the base for a long time, that’s a red flag.

The neuron pathways of the brain dictate how well or not very well we do certain things.

I was in that role for a little bit and was terrible at it because I wanted everybody to get the deals. I will knock off a couple of grand here and there. It was bad. I would sell to the same people. My acquisition manager was in the wrong position. He was more ice water in his veins and coldblooded. He created that healthy tension. When you are selling to people in the industry, to cash buyers or people that are pretty savvy, how do you look for somebody like that? How do you find somebody like that? What are you looking for? I wish I would have had this advice.

The vast majority of the time, success for one type of sales position is about 90% plus identical to that it is for other sales positions. It is that 10% difference that makes all the difference in the world. Let’s talk about this for a second. High empathy and the ability to connect and relate and develop trust and rapport are crucial, pretty much no matter what. Unless it’s a transactional sale, you move on and never see the person again.

Urgency is another very important one. You cannot get someone to elevate their urgency on a sustained level. It’s easier to bring your urgency down than to bring it up. The ideal candidate typically for both positions needs to be moderate to high on the urgency. However, from an extraversion and a talent point of view, you have to be consultative and relationship-oriented. Most of the people on the disposition side develop strong relationships of trust. Sometimes they don’t even see the property because they trust the disposition person enough. They are going to go ahead and pull the trigger. You don’t develop that rapport, relationship, and trust if you are not innately consultative and build that trust and rapport.

Honestly, 90% of the properties we sell sight unseen. We do. First of all, we are very good at outlining everything we think is going on there. We take good pictures. We don’t tell them what it’s worth or anything. We put it out there. We let them know that it’s a price in this area. People naturally know based on pictures. They call up Billy Bell, my Disposition Manager. He will tell them everything. They know he wants to do a dozen deals with them as opposed to this one and screw them over.

You only have one chance of getting a reputation right. I know you worked incredibly diligently to have the utmost integrity and reputation. Let’s talk about the cost of unwanted frustrating turnover. Not only does it take your focus off of what you need to be doing from a strategic level, and sucks you back into the business and a countless number of hours of interviewing and training. It also damages your reputation. Typically, if they are not doing a good job, they haven’t been able to close, don’t develop relationships very well, you can get a black eye and damage your reputation in the industry.

Statistics and research tell us the average cost associating with replacing a single salesperson is over $100,000. I read an article from somebody who has been 50 years in the recruiting and headhunting business. He’s a guru. He says, “It’s at least double the person’s income for the year because you could have hired somebody much stronger than that individual, and that’s the opportunity cost. What could you have done with the right person?”

The smaller the business, the more important getting the right human capital and the right people is because there’s no place to hide. Often if you are an entrepreneur starting, you need somebody multi-disciplined and multifaceted. They are not good at one thing. They have to be good at several things. That’s all the more reason why you need something like the power of an assessment, so you are not just flying blind or throwing darts.

The smaller the company, the bigger the impact, for sure. The interesting thing with my business and it often happens with people that I don’t believe in having somebody, and I want to get your opinion on this. I’m not of the opinion that I’m going to have my acquisition managers or disposition manager, specifically my acquisition managers, sign a non-compete. I feel like it’s a prenup. 2 or 3 times now, my acquisition managers have started their businesses in the same industry. I encourage it because I’m a coach at heart, so I get it.

For everybody else that’s not a coach out there that is growing and thriving off of their real estate business, what are your thoughts on maybe a non-compete or growing and developing these people to the point where they are making so much, they see what the big end is, and the bottom line is? They are like, “I want to do this myself.”

This is going to ruffle some feathers. A non-compete is offensive. It lets you or me know as the candidate that you are operating out of fear before we even start. It’s not the entrepreneur’s fault to want to include a non-compete because of these challenges, problems, issues, and frustrations with everything. The other dynamic to this brand is that in most states that I’m aware of, a non-compete is not enforceable anyway.

We placed three people at three different companies, director of operations or COO, acquisitions manager, and inside sales. In the acquisition manager position, you put in a non-compete but he told me verbally that it’s not enforceable. It’s not by law. Typically, in most places, you have to pay someone a premium for the non-compete to even basically be valid.

WI 332 | Building World Class Teams

Hire Fast Fire Fast – How Scientific Breakthroughs Minimize Costly Hiring Mistakes


Here’s something interesting I picked up. I can’t remember the person’s name but it was a business coach that said, “Of everything that operates in a business from strategy to culture, vision, people, the single most important characteristic of a successful business owner is confidence. Think about that for a minute. What happens with interviewing is people go into it with so much reluctance, hesitation, anxiety, and fear because of their past results, and it’s justified. What happens is we drag our feet. We have to meet the 3 and 4 times, and we call that being selective.

My newest book that’s going to go out to about 200 different media outlets, ABC, NBC, and Market Watch, is called Hire Fast Fire Fast. When you see someone exceptional, you need to jump on it, make an offer, and get them started. Here’s a fantastic quote I picked up, “It’s not the big that eat the small. It’s the fast that eats the slow.” That could not be truer when it comes to hiring. There are many no-shows, ghosting, people not showing up, etc., because they are interviewing with 4 or 5 different companies. By the time you set up the interview, they’ve already accepted a job. Let me share something that is a total game-changer when interviewing. This will blow your candidate’s mind because they’ve never experienced anything like it.

I’m on the phone. You take the assessment. I call you up very quickly and say, “Brent, we are thrilled that you have applied to the position. It’s not a matter of if you are going to be successful with our company. It’s a matter of how successful we know more about you than you know about you. You have the sales DNA through and through. Your scores are in the top 5% of the best salespeople in this country and nationally. When you come to interview with us, what I would like you to be prepared to do is we are going to give you the reins for the first 30 minutes.”

“You are going to ask us questions that I know are going to be important to you and your family. You are going to give your job the best waking hours of your life. Your career is important. We are going to honor you by allowing you to give you the floor so that you can ask the questions to make sure that this is the right fit. After you are done with your questions, we have some questions that we would like to ask you.”

We’ve gone through all these trends, strategies, vision, culture, and customer experience or the candidate experience. That’s the buzzword now. I got back from two Fortune 500 conferences, senior executives, sales operations, and talent acquisition. They are talking about the candidate experience, trying to differentiate the candidate experience. Here’s what everybody is doing. Tell me if this isn’t true back when you worked for somebody else.

They interrogate the heck out of you. In the last five minutes, they say, “We got five minutes left. What questions do you have?” You are operating from an incredible weakness because you don’t have these advanced analytics. You are operating out of fear. You don’t have this supreme confidence that they can do the job and do it exceptionally well, which our assessment tells us. You can completely flip the interview and what it feels like from a candidate’s point of view coming in.

The second interview is if you say, “We understand this is an important decision. If you need more time to validate your decision, you can come back and talk to some more of our team members. We will accommodate you.” See, the whole focus is on them. It’s not on us. When you do that, you will mow the lawn of all your competitors. It doesn’t matter. Everybody that is a potential employer is a competitor for that talent.

As an entrepreneur, honestly, we’ve never interviewed anybody. We’ve seen movies. You see some stuff on YouTube, read some books or get some of the top ten tips for interviewing a new hire type of thing. You try to do your best. In the beginning, we were good salespeople that have done well enough to decide that we wanted to expand our business. If somebody took that right there and started implementing that, the front part of that is they have to use your assessment because that will help them understand if this is the right person to have in that seat to interview you for 30 minutes and have that back and forth after that.

I see it a lot is we do well, make money, feel awesome, get an office, and fill it with cool stuff. We do videos and Instagram posts and do all these things. People want to work for us. We are like, “Come on in, and I will interview you.” That literally is the process. I see it time and time again that it doesn’t work. These people either don’t perform or do perform and leave or whatever else. They don’t stay long-term to help grow the business and be a part of it. It seems like there’s a turnover.

It thrusts you back into being the salesman, the acquisition manager, the disposition manager, the lead manager, all these things. All of a sudden, you have to re-ramp it up. That’s why I see people’s businesses constantly go through fluctuations, let alone what’s going on in the market, the economy or whatever else. It gets challenging. Having the right people on your team can weather many of those storms.

Here’s something that I coach my clients on. Only 20% of the decision is the actual interview. Do they fit? Are they aligned with our culture and our values? Do I see them interacting with the rest of the team and me working with them well? That’s 20%. The 80% is on the quality of the assessments. We fundamentally have this massive, almost unsolvable problem for most people because they are still trying to do it the traditional way. The traditional way is going to fail us each and every time. Sometimes you are going to get lucky.

The word authentic from Latin means to create. When you and I are authentic to what God has uniquely gifted us, there’s no stopping us. We are an unstoppable force.

Here’s the other dynamic, almost every of my clients is stressed about the interview. They say, “John, can you send me some interview questions?” I’m like, “Don’t stress over the questions. Sure. I can send you a bunch of cherry-picking from these three pages of interview questions. Here’s the most important thing. It’s the quality of the assessment. I want you to ask them questions that have to do with your company being a good fit, whether their values are aligned, etc. You don’t have to worry about all that other stuff.” That’s why the typical interview, we offend the candidate. When you think about it, it is so one-sided and lopsided. It’s 95% interrogation with the bright lights. That’s definitely very important.

Let’s go with the third one, which is a marketing manager/lead manager, somebody that’s going to organize and make sure that the quality of the leads and the consistency of the leads. We could have the best salespeople in the world but if we are not rain-making, bringing them into our pipeline, they’ve got nothing to sell. We need to keep them selling because if we don’t, they are going to find a job that will. They are money and financially motivated. They want to succeed and be winners. They want to be consistently winning all the time. When it comes to a marketing manager or a sales manager, what should somebody look for in that role?

There’s one important score. I have saved companies untold millions of dollars. You cannot tell this unless you use an assessment as I use. It tells us whether they want to be an individual contributor or want to take on being responsible for the accountability of other people’s performance. That is huge. There are so many people that think that it’s sexy or want to get promoted into leadership but they absolutely do not want to be responsible for other people’s performance because they don’t have any control over it. That is an absolutely huge metric that will save you so much time, frustration, and headache. If anybody is looking to be promoted, we have to look at that accountability for other scores. If it’s low, they typically will not be a very effective leader.

They are not going to be someone that’s going to be visible in their lives. Let’s talk about that a little bit more deeply. It’s no surprise. Everybody knows the Achilles heel of almost every phenomenal salesperson is accuracy, administration, and details. Not only does it not get in on time but it also doesn’t get in accurately submitted. This person you are talking about is the key linchpin with a moderate amount of urgency and is outgoing but is also operationally or systems hardwired. If they are not detailed, it is over. That person is dictating the livelihood of the acquisition manager as it relates to having systematic leads to go through it. That’s a crucial, very different set of personality traits and also some talents as it relates to problem-solving, systems, and things like that.

John, you have a giveaway, which is awesome. What you are going to give away is outstanding. I hope everybody reading or the majority will take advantage of it but why don’t you go ahead and tell them what you are giving away.

First, I’ve worked in the real estate industry for several years. This book went number 1 in 6 different countries. It’s how the top 1% of realtors build world-class teams. A lot of the things that I’ve talked about are in this book. I’m happy to give it to you free as a PDF, just email me. It’s a simple address, The interesting thing is people say, “Where did your company name come from, The Talent Genius?” That year’s research study, where we evaluated over 200,000 people in 23 countries, was called The Genius Study.

My company was founded based on all of that research and that data because now more than ever, business owners want things based on analytics and make decisions on analytics versus guessing. I would be happy to send this to you. All you have to do is email it to me. Brent, I don’t think I’ve ever done this before but because we are friends and you add a lot of value to your community for the first 50 people that email me, I will also allow you to test drive the assessment we use free of charge.

You better get on this quick. That’s incredible. That is your reward if you’ve read this show. Make sure you email You can go through that assessment. That is good. Obviously, from there, if they want to build a relationship with you or hire you, are you available? Are you too busy? Is it you that they work with? What happens if somebody wants to take it to the next step and says, “I want you to help me hire the right people for my business,” what do they do?

We have a team of people but the initial contact is going to be exclusive with me in terms of doing the fact-finding to make sure we know exactly what you are looking for? Why are you looking for any unique nuances of your company that set you on the path to success? We do have some room for taking on some more clients. If it’s okay with you, Brent, I will tell them exactly how much it costs or what the investment is. Basically, for a position like an acquisition manager, it’s $6,000 upfront, one time that triggers the start of work, and $6,000 once they accept the offer. Here’s the other thing. I’m doing this at a discounted rate.

I know that it’s a lot of money for most people that are reading. You shouldn’t be considering anybody unless they are going to be a six-figure salesperson. The normal rate on that is 25% but most of this is based on commission. I’ve cut it in half to twelve. With clients that pay me the full rate, I give them a one-year unconditional replacement guarantee. That’s how much we stand behind what we do.

The industry standard is three months. In essence, we stand behind our work. We have these advanced analytics. Our success rate is off the charts. We can afford to do that. It’s like Domino’s given 30 minutes or it’s free. They found out 99% of the time. It’s within 30 minutes because it’s within the driving area. It’s the same thing with us but it tells you that we stand behind what we do.

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Do you then also find the talent?

We find the talent, assess the talent, and only when their assessments are in the top fifteen or maybe 10% will we interview them via video interview.

Do you do it?

Yes. This is the vetting process. How many times you be interviewing somebody, you are like, “How can I cut this short but not be disrespectful because this is not the right person?” Saving you thousands and thousands of dollars in management time wasted with the wrong person. We do an extensive vetting process. It’s the assessment and a video interview, and only if they come with flying colors through both do we forward them and set up the interview with the person.

The best way to contact you is that email?

Yes, I’m doing this only for the first 50. Part of the reason is that I like entrepreneurs. I’m a high D. I’m a 99 out of 100 on the D. You probably figure that out. People that move quickly are the type of people I like to work with.

There’s going to be a lot of people that are like that on there. We’ve got the most amazing audience literally of all time. If you are interested in that, at that point, frustrated with a constant turnover or dealing with trying to find, recruit and get all that, here’s your guy. We are hooking you up here. Definitely reach out to him. John, thank you so much for being on the show.

It’s my pleasure.

Everybody out there, if you are interested in joining the most proactive group in real estate investing, make sure you check us out at Check out that page, all the testimonials, and what it’s about. If it feels good in your gut, sign up for a call. I would love to work with you personally. Until next time, I encourage you all to talk to people. See you.


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About Cody Hofhine

403Cody Hofhine, a multiple Inc 5000 Business Owner. Co Founder of Wholesaling Inc. the #1 Real Estate coaching program across the nation. Co Founder of Joe Homebuyer the leading Real Estate Franchise. A successful Real Estate investor/mentor and sought after Speaker.

Cody has coached over 3 thousand students on how to successfully Build their Real Estate Business through his real estate training as well as help individuals perform at their highest levels with his one-on-one mentoring.

Cody used his background in sales to quickly build multiple 7 and 8 figure Real Estate Businesses that all start on the foundation of clarity or Vision and Purpose.

Cody loves being with his family and doing crazy tricks behind a boat.

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