Welcome to Action Solves Everything, the show for those who want to stop overthinking and start producing. I'm your host, Alex Montagano, broker, leader, and founder of Lockstep Realty. Around here, we believe movement creates momentum, clarity comes from doing, and the agents who take action are the ones who win. Every episode is built to help you grow your skills, your confidence, and your career. Now, let's get to work. Awesome. Well, welcome to the show today. We've got Geoff Cavender with the Cavender team at eXp Realty today. Geoff, I was just looking at your numbers, man. 82 million bucks last Yeah. Hey, Alex, thanks for having me. I figured you would have been familiar with those numbers because they're right below yours in So, yeah, I mean, dude, look, I've seen you banging on the door. You and the boys that live in deep and keeping us keeping us hungry here at lockstep, a band. I feel like you and I met like, gosh, what, Um, it would have, was it the, the like Maybe, maybe it was that far. You certainly did not have what you have today. So like, how in the world are you doing this? What's going on? And then Yeah, so, um, yeah, when I, when I came to EXP, I came with two agents and that was April of 2023. So there was three of us total. And then today we're sitting at, uh, like 32, um, agents to full-time salaried employees, um, with under three years and I've, uh, icon. My first two years were icon on a standard team. This I just actually iconed as a mega team because we just switched to a mega team. So I hit that milestone. I feel like those trophies should be worth more. You know, yeah, they put a little more risk on it when you go up a level. And I think that that should go up, but it doesn't. And I would say that growth really was was XP, like the leadership and the culture here, just like meeting you. I mean, like, We're competitors, not in the sense of you're in my market, we're in completely different markets, but we're in Indiana, we're all trying to be the top team and stuff, but yeah, it doesn't feel like that. When I met you, it was synergy Yeah, I actually remember you and I were on a team coaching call and you were asking questions and they were questions that either like I had just gotten answers to or they were questions I was beginning to have as well. And I think what's been so cool and I appreciate the most about our friendship and our relationship is that competitors in the sense of like, we don't work on the same team, but a rising tide lifts all ships, right? So like, I want to see, I mean, 30 agents is nuts. Like we're definitely not there. We're actually sitting right around 20 agents. You're at 30. We're doing, I think Lockstep did just around 300 deals last year, give or take, but our volume is like 113, 115 million bucks. So it's like, how can I help you grow with what you're doing? But then dude, I'm like, how in the heck is Geoff growing so fast? And I think What man, it feels like how much of that growth has taken part in Yeah, yeah, really, uh, really last year. Um, I can't remember exactly what it was, but I think we were at only, only probably 14 agents last year, like coming into 2025. And so completely doubling our team size, like plus that. Um, and, and that's just what you see. Like, uh, we've also, we had like two or three, uh, agents leave, uh, you know, So we'd really be like 35 right now. And then we have a pipeline of probably five to 10 that I could see joining before January and like, so. What do you attribute the growth to? Like, how are you doing it? How are you getting there? A huge factor of that was reside, which I talked to you about with Shep Black. They, Shep Black's whole model is KFR, which I think you know what that stands for. Yeah. And that that is really high level coaching and systems and stuff on recruiting and not just recruiting. It is it is making yourself and your team, your organization something that is a magnet. Like it's not creating the ads and you're just the best recruiter ever. It is creating an environment that people want to come to and an environment that people can succeed in. You know, that's where we the metrics we track is like our average agent on our team was doing like 16 deals last year and like a 4.5 million. And that's pretty, pretty solid numbers for any agent. the to want to come here. And so that's really what reside and I got aligned with was creating making ourselves kind of a magnet and a great environment for people to want to be. And then you stack it with the social media side of it, where you are, you are that recruiter. But you could be the best recruiter in the world. And if you're at like a, you know, old school dinosaur franchise model, it doesn't matter. So you Yeah. So like, let's go back a little bit. Twenty twenty three. You moved. You were one of the top teams at Remax in the state. Is that right? And that you were number three in volume and transactions with only six agents. And so what made you move? Because look like. You just said it, growth is a catalyst to the platform that you have. So like the Cavender team is part of the platform, but also eXp is part of the platform. So like, I'd love to talk about like why you moved. And look, something I've loved watching from afar is like how hard you dove into everything that eXp is and creating leverage from that. So, like, talk a little bit about that for those that are listening and help them understand, like, why they made the move and then what the move has done for you. And Yeah. And, you know, the franchise models, I don't really think that it doesn't necessarily matter what brokerage you're at. I feel like you you're the agent, so you can succeed based off your work ethic wherever you're at. But I feel like there are vehicles that propel you and help you. And then there are vehicles that hinder you. And that's just what I felt at REMAX was that, you know, we weren't using any of their tech. I didn't know they were way behind until I actually got to EXP. We I didn't know the other what the other brokerages offered us. And I was actually going to go to Keller Williams. I would have left a whole year prior. But my co-team leader, he didn't want to leave. So I don't want to break the team up. And I took a year before I finally did and moved. recruited Keller Williams and EXP like tooth and nail. I had offers from both and really analyzed both of them and decided on EXP. But I mean, we weren't using any tech. No. You know, our owner hadn't sold a house in 20 years, and he was trying to do the training for us. And I'm like, even when they would hold events, they were flying people in to train us that had less in sales than we did. And I'm like, and And I like to give back. I'm a huge like I'll train anybody. I'll help. And all my trainings are like open. Anybody from any brokerage can come and sit in on my trainings. And this guy never asked us once to like train the local remix office or whatever. And. So I was that was where I was like, and then the fees were just high. I think our last year there. And this is what not like what my cap was or anything. But as a team in total, we paid about 100 grand. And I got a nice looking trophy. The trophy is cooler than the icon trophies. But I was like, that's 100 grand. I'll buy, you know. 2000 of those things if I want to. And so that was really where. And that's why you don't ever really like you're not going to recruit somebody by talking about caps and stuff, because you're ultimately you're going to save them 15, 20000. If you look long term, like five years down the road, that's when that number can really magnify for people. But most people will only look at the one year. So when you run your calculator, you're like, hey, I'll save you 20 grand. A top producing agent, that's nothing, you know, so they're not going to care about that. But for me, I look five years, 10 years down the road and and lining up with the XP was just the much better option for us. So let's just talk numbers real quick. When you 2023, you said there were six of you. What was your production metrics then? Well, so 2022, there were six of us at RE-MAX, and we did 46 million, like, I don't remember, 212 homes. And that was really me and my me and my co-team leader. We made up 40 of that 46 million. And then in April was when we actually left. And that was when me and two other of those agents came over to EXP. And then so 2023, our numbers were like 26 million, which again, I was probably 20 of that. And we were probably up to like six agents by What are you? So like, you're nearly double your production count in terms of like volume, you're like 30% up on deal count, but the question that I think oftentimes gets overlooked in real estate that we don't look at often, I had this conversation with an agent today, and he's gonna be on the show in a couple of weeks, and he was like, man, I did 10 million bucks this year, I should be doing a lot more than that. And I was like, hold on, you make every single one of your kids' soccer games, you're at your daughter's cheerleading stuff, You hold the line on the things that matter most to you and you don't compromise for an extra deal. And I think for you, I'd love to dive into this a little bit more because if you're forward thinking, you've got kids at home, I know family is important to you. I'd love to pivot on that and just understand a little bit. What is the big goal for Geoff? You were doing 20 million bucks, which, look, that is insane business on its own. How Well, yeah, and so this year or 2025 was my year where I said, I'm going to step back in production because I was doing like 80 homes a year. And I was like, I'm team team building. We were already up to almost 20 agents, something like that. I was like, I'm just going to build this team and systems. I'm going to be doing the team leader thing and I'm going to step back from production and. Somehow, by the grace of God, I ended up doing 27 million in 44 homes when I was supposed to step back from production, which I really did, you know, 80 units down to 44. So well. I think there's a couple of sales in there, a couple of whales hit on those real quick and then like, let's do this back. But I do want to give you an opportunity to talk about those. And then because those are like, look, those are career defining sales and Yeah, and they're, they're, they're actually way really cool when you dive into them because it one was $7 million most expensive home ever sold on Lake Wawasee, which is the largest natural lake in Indiana. And then another one was a $3 million home that I double ended, sold that one to the owner of an NFL franchise. And I actually sold that home six times myself. But like, That sounds really cool. And people can be like, well, you got lucky. The luxury market was something I grew up here. I knew it. I've sold for six years before I ever hit into that. And I this was two years in the making where I said I want to do luxury. And I found the systems and ran, you know, the plays to do this for two years before I ever got that. So that's the side people don't see. Like you see the big sale and everything and you don't see that. I that wasn't by chance. I wasn't a random Zillow lead. It was actually a Google lead, but it was a Google lead that came in because I had built an SEO website So like you hit some whales this year and like, let's loop back because. like, you go from like 80 some deals to 44 deals, your volumes up, which is incredible. It's a sign of a killer business. But like, where are you going? You know, you guys have doubled your agent count, your transaction count is down nearly in half. Like, what is the future look like for you? And how are you getting there? And then how are you Yeah, so 44 was not hard at all this year for me. I probably anticipate this year that going down more and the volume probably going down more. I don't think I'm hitting 7 million again, but I do plan on focusing in on that luxury market still and and really doing the work of, you know, friend and family. I'm not going to be taking the Zillow calls and doing that stuff again. So my production will probably go down. I'd like to probably be in between 20, 30 deals. If I can succeed in the luxury, it's still be around probably 15 million ish. But for me, my whole thing is building this team and building a profitable team. There's a big difference in building a team and a profitable team. So 2026 is all about that profitable team and getting agents that are like it's it's cool to say 30 agents, but if 20 of them never sold a home like that's a you know, that's what. We're looking at, instead of massively recruiting, we're looking at really honing in on our agents and getting them doing more Yeah, I think growth in real estate comes from a couple of different ways. You can grow outward in, which you're doing an incredible job of, and that's being a magnet to get people to join you. The other side is, how are you investing in those agents on your team? So I'd be curious, like, what is your guys' plan to help grow your agents' Yeah, and so I'll actually tell you about a mistake that I did in 2025. my my whole career and everything. And once I really started to build a team, my my pitch was like me, I'm going to help you. I'm going to pour into you and coach you and train you. And I was really good at that. Like my top agent came to me, never even hitting two million a year in sales. She closed this year out at almost 15,000,054 homes. She's been with me not even three years. So and I have multiple stories of that with agents. But once 2025 hit, we had signed up with Reside. So they have a coaching place like they're coaching my agents now. I was like, well, I don't have to do that anymore. I can do this other stuff. And I kind of stepped away from that coaching role of it. And that was actually a mistake. I think we had to kind of hit you know, a lot of agents, we have to hit a big volume so that we we have that. But now I realize, like, I got to go back into where I'm face to face with the agents. I'm coaching on real tactical stuff that we're doing. And so one thing that we do learn from reside and all that it's conversations is a metric that we track and and enforce. So I already build up the leads thing, but like, please don't matter. Like, we have agents on my number two agent did 11 or 12 million. She doesn't take any team leads from us. But you have to have conversations. If you do a business by referral, you have to have conversations to do that. So we track conversations. And I'm in here training the agents on how how to have those who to have them with the scripts to do. And then we give them the best system. So like follow up boss, fellow like follow up boss has so many things that can integrate into it and make it better for you. And that's really what we're, what we're doing this year is me coaching them, more leads, better You had said that, like, in 2025, you had stepped away, tried to outsource the entire coaching platform. How did you know? Like, when did you know and how did you know? Oops, I Yeah, and I didn't think that I outsourced the coaching. I thought I just added it. And if you looked at our Google calendar, it was like training, training, training, training, like 17 trainings a week like that you could go to. Nothing was like enforced. But hey, you have this you can go to. And this is John Sheppard. He's the best in the world. Like you got to go to him or watch this training. And I just then naturally like I faded out of me presenting it to the team. And then you also part of the team getting so big so fast, they disconnect from each other. And that's what I started to experience, because you have a team of six agents like you guys are always that group chat is lit up. Everybody is responding. And then it's still that way, that 1215. And all of a sudden you jump to 25 and your main agents aren't in there anymore. They don't even know everybody on the team. And so I started to feel that at a very high level. Like I just had new agents in there that didn't know anything. They were asking questions. And my whole thought was, well, we have all these experienced agents. They're going to answer those people's questions. And they weren't even opening the group chat anymore because of that disconnect. And so that was when I realized I had to look at like, well, what happened? Well, Geoff stopped coaching us. Geoff stopped, you know, training and being face to face, having interactions and stuff like that. And you couldn't just do the quarterly team gets together. It's like throwing a pizza party at the problem. So I had to, I had to get told that by my, which as a leader, you really got to be open. So I had to ask people like, Hey, well, what's going on? Like, you're not, you haven't talked in the group chat and in two months, like what, what's up. And I had to be open and allow them to say, tell me those things. And after so many of them told me, I was like, all right, well. I didn't realize that, you know, I'm out doing this. You guys are still doing production. So I didn't I didn't see it until I saw Yeah, there's a there's a couple of things here. I had something similar last year where a really great agent, a high cultural producer, Just a killer person. I could feel, like, attention just in every text that we exchanged, every conversation. Like, something felt off. And there were a couple of things that this agent was frustrated about. And you could just feel it all the time. And like, my initial thought is like, man, what are we doing? Like, what's the problem here? And so we get together and we sit down. And I was like, I'd like you to just, the floor is yours. I want to know because I want to get better. And I want to know if I screwed up or if I'm doing something wrong. And the agent shared a lot of stuff with me about like, man, this changed and we want to get better here. I feel this about that, and I feel this about that. And I just responded and said, I want you to know this is the first time I've ever led a team this big. And every single day, I'm in uncharted waters as a leader. And she kind of looked at me and goes, man, I never thought of that. And I said, I appreciate you helping me bridge the gap here of like where I've been wrong and what we've changed and how some of that is wrong, we will fix that. I said, I also need you to come give me the feedback. And I don't feel like, like early on in my career, I couldn't take feedback. Too much of a mental peanut, as one of my buddies would call me, like take everything personal. But the reality is, is like, Just because you sit in the chair of CEO or team lead doesn't mean that you're top salesperson. may not like, I bet you there's stuff that your top salesperson can do better than you. Or I bet you there's angles they see more than you. And when you sit in seats like you or I sit, like you mistake the forest for the trees. And sometimes it takes that team member and it has nothing to do with production. It just has to do with like human connectivity. So like you'd hit on some culture stuff about like, hey, like get togethers and things like you double a culture size Of agents, how do you protect that? And it sounds like you had some bumps on the road. So, like, what are you doing now? To get the group chat, click in and get the events bump in and, Yeah, that's what I was talking about before we hopped on to this. I thought I came up with these things called like pod lead. Like, you know, Brandon Brittingham, right? Yeah. Oh, yeah. Yeah. He's a coach of mine. Yeah. Yeah. So when I first met him at the top 250, that one I forced my way into, that was when they introduced him to like EXP. So I gravitated right to his little table when we got to go to the tables, and he had talked about having these pods and pod leaders. And then Russ Lag and I did a coaching call with him, and he said the same thing, like to do these pod leaders. And I was like, oh, yeah, that's genius. 30 people aren't don't feel connected. So you put like six of them with like one of your top agents, they're going to be really connected in their top agent, the squad leaders are going to make sure that they're showing up to trainings and all this stuff. And I literally didn't know how to run it. So I just I got the top 20% of my agents to be squad leaders. And then I just put everybody's name in chat GPT and randomized it and said, Hey, this is your squad now, which was a bad idea. And then it didn't work out at all. Like one of the squad leaders, and it might have been she got the better group of like agents the that wanted to be there, but they were they took off with it. It's a it's the perfect scenario that squad other squads. no interaction at all. And then like I'm talking to the squad leader, I'm like, hey, what's going on? They're like, hey, out of all six of these people, one of these agents respond to me. And so I actually just had the meeting today with a guy that's going to be a new squad leader for us. And we he was like, well, you had to have looked at their personalities when you put them together. Right. I was like, No, I did chat GPT like I did. I didn't think of that. And so that's how we're doing it now is we're we're having the squad leaders build out a bio and even do like a short little video of what it's like with working with them or whatever. And then. were and they're going to have like six slots or whatever and then send it to the team. You guys all pick a squad leader you want to be under. And part of those people aren't going to respond at all. And so that's great because I don't want them in the squad. Like not everybody has to be in one, but those squads are going to outperform everything if they're driving and stuff. And that's what's going to keep that culture rolling I mean, that's. I feel like that's a direction we've talked about internally here, so I'd love to keep up on that conversation to learn how you guys are doing it. 1 thing we did last year. I think you could probably put this into effect. If you're not offers free disc assessments. We do any a gram on our team. Every agent that joins our team gets a personality test. So we understand how to communicate with them. We then plug their them and their scenarios into chat and we use chat to help us understand, like, situations of conflict or overcoming particular scenarios. And I think as a leader, being a chameleon to the personalities, like, there are standards you withhold. But also, like, how I communicate to somebody like, you and how I communicate to a brand new agent would be totally different. So, I think that could be, like, something that's super effective for you guys as you, like, understand. People's personalities, even if it's like, hey, I want to work in Geoff's pod. Well, this is your personality. You're a 7 Enneagram. This is how you check. And you're an 8. Well, this is why that could be some conflict. And it keeps some of the clickiness away from the Yeah, that was why I tried to randomize it because I was like, I don't want it to get clicky. And I was like, if it's because we also are like, I don't think it's not like an expansion team, but I'm in my main hubs in Warsaw. We have an office in Fort Wayne and we have a large group of agents in the Elkhart Goshen area. So it's like 50 minutes that way, 50 minutes that way. And I was like, I don't want it to be all Fort Wayne agents because that's going to be clicky and they might disband, make their own thing. So I was like, I wanted to be diverse and everything, but I was putting agents that didn't even want to be in a squad and a squad like, you So like, dude, like, you're going fast. You're taking them on the chin. Like. I mean, you got a steel jaw with some of it, like, yeah, I think. Well, you talked about it earlier, and I kind of laughed like a profitable team. And funny enough, I was talking to an agent this morning, and he was like, man, I talked to this independent broker, and he's going to bring me on and give me 100%. And I laughed because I'm like, until when? Because When you do too much production, you don't have enough resources. And when he has to buy resources, he then has to charge somebody for that deal. And so your deal has to change or he loses money on having you on the team. And he's like, man, I never thought of that. And I said, so like. It's good today, but what is it long-term? And so like, I think for you, I'd love to know, like, as you're going so fast, how are you playing like checks and balances and like, how are you staying, like the concept of like dent the car, higher, slow, fire fast, like you're going a hundred miles an hour, but you're not drowning in your problems. You're getting out of them quick and Yeah, I would say one side of it is being risk adverse. Like, you know, some people, any bit of risk scares the crap out of them. And at this level, I mean, I'm sure your expenses are high, too, but, you know, we're spending 50, $60,000 a month like that would completely terrify people. And I'm It didn't faze me one bit because I knew that I'd love to spend $100,000 a month. I can't get to that without spending $50,000. And if I'm spending $50,000, I think that we're obviously making money. And if not, I won't last that long. but I'm also not afraid of this whole thing burning down and me, you know, starting over and something else. Like I just, I know I'm going to be successful. So I'm going to give it everything I got. Um, and then you try to put people in places because just as CEO, you can't do everything. So you need somebody that's looking at the money that's, checking your, you know, your decisions, your systems. And if you get the right people in place, it'll change everything because our numbers were I was floating the team for probably two, almost three years and didn't even know it. I was just selling so much that, you know, you sell 20 million. That's a lot of money. And I wasn't really realizing that the team was actually costing money. But my accounts weren't negative because I was making so much and I had it all commingled. I had to get a guy in here and we had to like look through this stuff and oh, you lost $50,000 this month, like actually. And I was like, oh, that's. That's not good. Like now, yeah, that you had to have a lot of hard conversations that were pretty much with yourself. You know, I put myself here. I'm the one who allowed it. And now I need smart people to help me not Yeah. Brandon talked about something on his podcast, and it's one of my favorites to listen to right now. If you haven't tuned into it, wake up to wealth. But he was talking about how his entrepreneurs so often We take the risk and then we make it to a place that we never thought we would make it to, and then we stop taking the risk. So we believe in abundance, we achieve, and then all of a sudden we go to this scarcity and pull things back, and we become all of a sudden very risk-averse. And look, I've suffered from that. I buy rental properties, I buy investments. We look at agents joining the team and like the risk associated with them become a lot different. And I think like sometimes the stakes get bigger and bigger. And so you're smarter to evaluate harder. But dude, if you go back to when you started and you were just running and gunning, it's like, if you think about how successful your business was, I mean, I think about it all the time. It's like the best deals I ever did were the ones I knew I had no idea what I was doing. And it's like, You pay for the education, you learn along the way, you take the lumps. Sure, you get bruised up a little and banged up along the way, but for every story I have about the deal that I calculated perfectly, there's a better deal around the corner that I missed or I overlooked or an agent that I didn't care for because of something that was a minor deal Yeah, like that $3 million home that I sold six times when I got that it was referral. So I go up a guy I graduated with. It was his parents lake house on the lake. And he gets me, you know, the listing interview. And I go there and they were like, Have you ever sold a home on Wall Street before? The most expensive one I had sold was like on a channel for like 600,000. And I did it. good enough presentation to get the listing. I ended up selling that thing six times in 18 months. So like I said yes to something that was mass, like three times higher than anything I'd ever sold, let alone the lake side of it. And ended up doing it so well, like I sold it six times, you So. I think, look, I think the lesson there is easy. It's like say yes and figure it out later to opportunity. And I think, Look, man, you guys are this, I can't get enough of how fast you've grown to what you've grown to simply because I know, like I'm in the same trenches fighting the same fight every day. And so I know how hard that is. And I think that action of like, hey, like figure it out later and let's just keep moving. And if we screw it up, we'll fix it. And if we screw it up again, we'll fix it again. But you're foolish enough to show up every day It's this concept of like the master fails more times than the beginner tries. Yeah. And Well, and that's where like XP again, not even knowing it. I just knew like when I met Austin Chevron, he was the one who got me like to come over to XP when I wasn't even considering it. But when I met him, I was like, yeah, I'm number three in the state of all of remixes. And he goes, so you're not shit, which is. Which was is weird to say, because like I was reaching out because I didn't feel like I felt like I was capped. I was like, I got nobody around me that can. I've never seen anybody do 50 million. You know, I was like, who here? And in those industries, it wasn't like you just call some other REMAX agents somewhere in the world and they help you out. And then as soon as I got into EXPs world, you're introduced to people doing 600 700, 500 million a year in sales running these corporations, almost, and you can talk to them. Like, Justin Haber, Brandon Brittingham, I can call them at any time and say, like, I called Justin and I was trying to do this expansion office and I was failing everywhere. I couldn't recruit anybody to it. And he goes, well, how much of your own market share do you have? And this is the top EXP person in all of Canada that just took my phone call. just like that. And I figured out the percentage and he goes, yeah, did you you could easily you should have 25% of your own market share. And I was like, really? And, Well, look, growth is so it's fun. It's like, My mother-in-law snowbirds in Florida, and people are like, oh man, will you open a Florida office? And I was like, man, I need to water my own grass in Indiana. We have a lot of space in Indianapolis that we need to grow through, and we need to get better and scale through. So I think understanding that before you go out and do kind of those bigger things. Dude, this is killer, man. What else is going on? What's next for you? Yeah, our goal this year is 120 million in volume with 40 producing agents. So like out of that 30 that we had, we only had 17 that actually did at least one deal. I want 40 agents. You know, we might have 60 on the team, but I want 40 agents that have all at least done one deal, like 40 producing agents. And within that, I just know I'm gonna be honing in on my agents that are showing up. And that's the metrics you don't see that much. Like we have brand new agents that have done five, six deals in their first like five months. And those are the ones who are actually at the office every day, showing up, sitting next to me while I make calls. That's the stuff I love to see. And so that's what I'm gonna be honing in on. 120 million 40 producing agents. That's what this year is gonna look like and we did do the expansion office now It's working because I you know, I actually had to I'm in Chevron's building. I took a lease in his building Which is great. And now we got Chevron live for my whole team, too. So that's great. Awesome Yeah, so this year I'm thinking we probably end up around 50 ish agents 40 of them producing with me you know, really just honing like we I just want those those foundations like we're not going to keep adding systems. I was bad at, you know, I was the easiest one to be sold. You know, I'd be getting those calls of what lead gen source, what tech does this? And I'm saying yes to everything. And by the time I even teach my team about it, I'm already like onto a new Yeah. Uh, they sell they say that you sell how you want to be sold. Yeah. So, like, did I feel you? We have we've got rid of some stuff we've added now and it's like. especially with the AI stuff, those calls are deadly. Because it's like, here's this new thing, and you're like, holy smokes, this is unbelievable. And three days later, there's a product that does that plus 100 other things. It's like, I'm actually going to sit for a minute. I'm going to water my own grass. I'm going to make sure my agents are taken care of, and we're Yeah, yeah, that's we're going we're going. And that's the crazy thing. When you do get in with rooms with like Shep Black and those guys, they're not teaching you fancy, crazy, new tech, new anything. It is basic, basic things like have your agents have conversations and hold them accountable to it and track it like. That's it. You we paid you You know, I had a conversation with Tina Call, runs a powerhouse team out of North Carolina, EXP team. And she said seven times said is one time heard. And I was like. I mean, maybe I've only said things six times and I need to say, but it's like, it is very real. It's like, there is no wheel to reinvent. Blocking and tackling and running the football works. Like, get back to the basics. There's a reason there's still a baseball tee for kids to hit on. It's like, all these other things, they Yeah, and there is like, you know, there's always gonna be new fancy stuff and there will be one or two agents that adapt it and do it at an extremely high level. But that's not something all of us can do. Like, all of us can have conversations and follow up with our clients and have that kind of a system. Cheap, easy, and can do it. My buddy who was my co-team leader at Remax was Berto, I don't know if you know Berto Barrera. He I think he sold like 37 million this year by himself. Hundred and like 70 something transactions. Oh, my gosh. Yeah. And he he does like some fancy new stuff. But the dude studies everything, dials in, has the most insane like systems. His Instagram is like just will blow your mind. And that's just not like you couldn't take that to my team of 30 agents and say, hey, this is how I how I edit my my videos and how I track the algorithms and So did self-awareness a big thing to understand like. where your strengths are, and doubling down on those things is critical for you. I mean, I love that. I want to wrap this. I ask everybody one question at the end, and this podcast focused around action takers and how to move forward. So for someone that's stuck or that's overthinking a particular thing, and they're having trouble getting moving, getting into motion, what Um, my advice would be, and I just, I just thought of wording it this way, like yesterday is, um, when you're trying to go somewhere with driving, you know, you, you put it in Google maps or whatever you're in, you start driving there. Your map does not just show you a picture of where you want to go, which for us, we're going to say, I want to do 20 million a year. And that is all we look at and focus at. we do not look at what it takes to get there. But when you're driving somewhere, all you see is the journey there. Turn right, turn left, do this. You never again see that 20 million. And so it's there, it's the vision, it's the dream, the goal, but no one focuses on that journey. And so like Darren Hardy's Compound Effect was my best book I read last year. And I would say that, get really clear visions and goals, but let it be the dream and then reverse engineer that to what Who is that person that you have to become to do that and make that what you focus on? Every day I wake up, what's my left turn, right turn? My Google Maps say today, not I don't need to wake. I do wake up and see my goals, but that doesn't help me, you know, wake up and look at a chiseled six pack and say, because I want to lose 40 pounds. I needed to wake up and say, I got to go to the gym. So I would say. like compound effect, get down to your daily actionable habits that gets you there and stop just Yeah, dude, this is awesome. And Geoff, I respect the hell out of you, man. I appreciate this. How Yeah, Google me takes you to all our websites, Instagram's Geoff Cavender Realtor. And Guys, this was awesome today. Guys, Geoff is a rocket ship, man. Be sure to follow him. And if you're looking for something in that Warsaw, Elkhart, Fort Wayne area, he's your guy. Again, Geoff, I respect you like crazy, man. Congrats on your success and thanks for tuning in today. Thank you, brother. Appreciate you having me. You got it. Thanks for listening to Action Solves Everything. If today's episode pushed you, challenged you, or helped you even take one step forward, send it to someone else who needs that same nudge. We all get better when we grow together. And if you're looking for a partnership that actually believes in coaching, collaboration, accountability, and actually becoming the best version of yourself, shoot me a message. at all social handles, at Alex Montagano. That's A-L-E-X-M-O-N-T-A-G-A-N-O. Remember, success rewards the ones who move. Take action,