S2 EP 1 | Creating a Growth Mindset With Daniel Fischer

Show Notes:

Focus Discussion of the Week:

We’re kicking off season 2 of Building Perspective with our Leadership Series! Daniel Fischer is a veteran of the homebuilding industry — and just recently, his company, Elite Homes, was acquired by Arbor Homes. In this scenario, many would check off that “growth” box and call it a day. But is growth all about numbers and sales? Or is it something more personal? Daniel joins the podcast to discuss “Creating a Growth Mindset” with your team. 

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Two thought leaders come together to explore all things sales and marketing from their unique perspectives. Each week, Mollie Elkman, Matt Riley, and others from Group Two dive into a focus discussion to talk about the latest trends, changes, and best practices.

[00:00:00] Daniel: I think people often mistake growth with promotion or monetary compensation. That’s not what we’re talking about, right? Like, I mean, growth growth to be as how are you individually getting better every day? And you have Chad Sante grad who we work with with Cannonball moments is fantastic. And I have the opportunity to talk to them about once a week and, and he’s really shifted.

Um, you know, the way I look at goal-setting, right? I mean, it’s, it’s January, we’re all talking about what our new year’s resolutions are. And everybody talks about what their goals are for the year. I think over the last 30 days, I might’ve been the most annoying person in the room. Cause it’s not your goals.

Right. It’s it’s what are your habits are gonna help you reach those goals? So everybody says, Oh, I’m gonna do, I’m gonna lose weight. Um, I’m gonna run a marathon. I mean, my immediate question is great. What’s the habit you’re going to do to get you there. Right. And, and I think, you know, the sales team and that in the sales environment we’re in right now is a great [00:01:00] way for your team to think about that because Hey, sales are great.

Okay. Well, what habits are we doing today that I can do a year from now five years from now that are making me better? Versus what habits by doing today that aren’t going to continue to get me better. So, you know, my team and I, we love sit down. Let’s let’s outline what those habits are going to be.

Let’s outline why this is going to be beneficial to you. As your, as your individual growth, uh, hopefully from a company growth as well, that would be icing on the cake. Um, but whether that’s professional or personal too, um, what is that growth and how are we going to get there and how much time are we going to go and, and separate yourself from the results?

You know, it’s all about those. Those habits, I mean that you do the right habits every day. The results will follow

[00:02:00] Matt: Hi, and welcome to building perspective with Matt Riley and Molly L but we’re here to bring value to you and your team by exploring all things, sales and marketing related all from different perspectives and welcome back. To a new episode of, uh, building perspective. And, uh, this is one of our very first episodes of the new year and 2021.

And now we’re going to tackle things a little different this year. We’re going to, we’re going to start segmenting our episodes out by really kind of like a series. Right? And so this is going to be one of our first installment of our leadership series. And so I am. Just unbelievably grateful to have our very first guest with us.

Uh, Daniel Fisher of elite homes out of my hometown Louisville, Kentucky. And if you’re from there, you don’t say Louisville, you say Louisville. Uh, only [00:03:00] the people who’ve lived there. Get it. There are actually t-shirts that they sell that show the 18 different pronunciations of the city. So anyway, Daniel, welcome to the show.

Daniel: Nice for having that in your correct, that Louisville, like that’s a, that’s a big deal. We can tell if you’re local or not, by how you say it.

Matt: That’s right. That’s right. And I was, I used to say, you have to say it like, um, like you have a mouth full of food. Um, and you’re just trying not to spit the food out as you told her, right?

Yeah, absolutely. Well, uh, well, Dana, why don’t we start? Why don’t you first, tell us a little bit about you. Um, your, you know, how you got started in the industry, um, and, and a little bit about. Elite as a whole. And then what we’ll do is we’ll dive into our topic today, which is going to be creating a team growth mindset.

And I emphasize the word team because you know, it’s one thing to focus on your own personal growth mindset. But as Daniel leads a sales team, he is his. [00:04:00] Priority focus has to be obviously on his team. So I want to talk about how we focus in on a team growth mindset. So then why don’t you start off by just sharing a little bit about yourself, what you do and a little bit about elite as well.

Daniel: Yeah. Great. So thanks again, Matt. So, uh, you know, I I’ve had the fortune of growing up in this industry, right? I mean, I, I started in, in new home sales and construction from the time I was in grade school. And, and you know, whether that was cleaning up houses, You know, going with my dad and sit in the sales office and listening to his presentation.

I mean, I was there, I mean, I remember all these milestone events with sports Bo Jackson hurting his hip. Like I was in a sales office on a Sunday watching that. So I, I, you know, I I’ve grown up in this industry and I absolutely love it. Um, I’ve had the good fortune between. Working for two national builders in Orlando, Florida, and then, uh, the opportunity to move back to Louisville, which I was very grateful for.

Um, and, and, and get a whole lot of different perspectives [00:05:00] on what it was about to be a member of a team, grow a team and, and you know, really how to wrap my head around that because everybody’s got all different perspectives and what’s important about. Building a team growing a team and, uh, you know, ultimately how do we move from training to coaching?

And I’ve had tons of mentors along the way that taught me all different ways to do it. Um, so I’m very grateful for that. Um, but I think the only other thing to mention is I’ve got two beautiful children, my wife that supports me every day. And, uh, I, you know, I I’m grateful to do what I do. And you, you wouldn’t be able to do any of that without the support system at home.

Matt: Oh, without a doubt. Uh, you know, that is absolutely one of the key things. If you, um, if you don’t have a great support system at home, it’s it literally hinders your professional

Daniel: growth. Yeah. And I think it’s important, man. I, people, people separate professional and personal almost too much in my mind.

Right. I mean, I think they, they don’t have to be mutually exclusive. You don’t have to [00:06:00] sacrifice. One versus the other. Um, and I think life work balance is a big part of that, that growth mindset that I try to stress with my team

Matt: every day. I mean, if you’re miserable at home, you’re gonna be miserable at work.

And if you’re miserable at work, you’re going to go home and be miserable too. Right. I mean, there’s no way to. I don’t think it’s humanly possible to just shut that off. Um,

Daniel: I don’t think it’s healthy either, but I’m not a psychiatrist. I don’t go too far down that road. Right. But, but you know, when you’re creating the right team culture, I think it’s important to have a balance in those conversations with any member of your team.

Matt: Yeah, that’s right. I agree. Well, all right. So diving in a little bit, I think it’s really important to note because when we talk about. So, I guess we should note this up front, right. And so elite over the past, what was it last year? You guys went through a nice, a big transition. Um, you had an acquisition of, you were acquired by Arbor homes, which is [00:07:00] a Berkshire Hathaway company.

And, uh, you guys were obviously also mid. You know, you’re, you’re seeing super, super results within a lead itself. So there you have your natural growing pains and challenges that come along with growing your business. Um, and then all, and then obviously come insert. Here’s now a new company acquisition.

You know, we’ve got a lineup, culture’s got to line up all these things. And so with all that in mind, you know, let’s start off by really kind of, we talk about growth mindset and a lot of people talk about growth mindsets. Um, and here we’re specifically talking about a team environment, growth mindset, but how do you define it specifically?

Like what to you and your team is growth mindset.

Daniel: Wow. So I, you know, I think about this in two-folds right. And I wanted to share a story before I, you know, we got too far into it and [00:08:00] just what my opinion is of mindset. Right? Like, and how do you teach mindset to somebody in general? So I, I go all the way back to us a story that I like to tell people of a TPX baseball bat.

Did you play baseball? Like I was,

Matt: I played, well, we’re going to get local. I played for PRP. Okay. Yeah. So we were sponsored by Louisville Slugger.

Daniel: Okay. Okay. So, so you had all the good equipment. I did not at this particular point and this was in fourth grade and this is a huge milestone for me. Right. So. I, I have this conversation with my father who is in the industry as well.

It brought me up in the industry. I said, dad, I want to get a TPX bat. That’s how I’m going to be great at baseball. He said, okay, son, I’ll tell you what, if you hit a home run in the next game, I will buy you a TPX bat. So I can, it wasn’t there. I don’t remember why he wasn’t there. He was he’s at every game.

I think he was probably in the sales office working that weekend. Um, [00:09:00] And I go out, I hit two home runs and a triple, right. I mean, I play the best game of my life. This is in fourth grade. I mean, I was by no means a great baseball player, but I, you know, I had spent all that time coming up to that game to get ready for that game.

So, so then I could achieve it and get the TP next bet. So I’ll never forget it. I called my dad. I said, dad, you know, I’m run, let’s go buy that. TPX Ben goes, what’s up. If you hit a home run, you don’t need a TPS bat. Okay. Uh, you know, he, he shifted my whole mindset of what was necessary for me to be perspective in that moment.

Right. And I wasn’t mad. Like I re I mean, you think as a fourth grader you’d get upset. I wasn’t mad at all. I thought, you know what? He’s right. I don’t need a, TPX spending more. I was over, it was done

Matt: with it. I just hit two dingers and a triple what do I he’s. Right,

Daniel: right. Um, so, you know, so to pull back and how you apply that today, right?

You need to, to teach someone, uh, give them a [00:10:00] shift in mindset. You have to give them the freedom to make decisions. Right. And I think it’s so easy for us when we’re training individuals, training members of our team to give them the technical tools. Hey, if you do X, Y, and Z, you’ll be successful. Well, that’s not it, you know, I mean, we need to give them enough tools.

So that they can have an idea, but we also need to give them the decision power to make mistakes. Right? One of the first things that I do when I hire anybody is I haven’t pulled out a post-it note. I put it on their desk. Typically this is their first day at the office. And I say, write this down. I expect you to make mistakes.

Yeah, that’s fine. You’re, you’re gonna make mistakes, but that’s the only way that we’re going to give people the opportunity to grow and, and to get that growth mindset that we want to talk about every day, that

Matt: in itself is empowerment, right? Like right out of the gate, that’s empowerment. I expect you to make mistakes.

You’re going to now. We’re not going to make the same [00:11:00] mistakes over and over again. Right. That’s the definition of insanity. Yeah. Interesting that you say that you’ve got to give people the framework right. Of empowerment. And so, um, I, I may have talked about this on a podcast in the past or somewhere. I know I’ve talked about it, but, um, back in my day, as a builder years ago, several years ago, we actually brought on the, uh, the Disney Institute.

Right. And so we were talking with the Disney and they were like, we wanted to make our organization first-class customer service. And so Disney came in and they were doing this, this big presentation. And as you were saying, like, what you, what you do and how you set it up. It really reminded me of that because, you know, Disney would say, this is our dance.

This is essentially our dance floor. Right. So, um, you’re, you’ve got the, the rectangular or square or the circle dance floor and. As a Disney cast member, you can do anything that you want to do or need to do to enhance a guests experience. As long as you stay [00:12:00] within the dance floor. And so that way we’re not dictating everything that you say and do, we’re just saying it’s got to happen within this framework.

And that in itself gives Disney cast members the ability to go above and beyond. To make their guests, uh, have an unbelievable experience.

Daniel: Oh yeah. And that’s fantastic. I mean, you know, you, you talk about growth mindset and the culture. I mean, you’re, anti-culture right. Like, Hey, listen, that’s above my pay grade.

Like, no, that’s not, I’m sorry. I was too busy. I mean, all of these things we should never say, but that comes from fear of what’s going to happen. Right. Listen, if you don’t give someone enough freedom to make mistakes, they will never get better. I truly believe that decision-making, isn’t something that you’re born with, right?

That’s a skill that you learn over time, repetition making the right decisions. How do I come to that solution? Um, [00:13:00] so, and, and listen, I would tell everybody that’s listening and especially new coaches out there, you know, I’m never going to give it away. So, what I mean by that is I had a coach in Florida.

His name was Brian killed one of the best mentors I’ve had. And I remember going and talking to him. About problems that I had. Right. Hey, listen, this is what I need to change. This is the problems that I see with, you know, the company, the systems, the processes, whatever. Sure. I don’t think he ever wants answered one of my questions and it frustrated the heck out of me.

Yeah. Well, fast forward now, I, I completely understood what he was trying to teach me was how to solve my own problems. Right. And he would give me enough framework. To walk from point a to point B to where I, I learned that process. I I’m, I was able to develop that decision-making skill, whereas it’s so easy to solve people’s problems.

It’s so easy to give a yes, [00:14:00] no question and not dive into that level of, of coaching and developing our team.

Matt: I totally agree. You know, looking, you can. You can go through periods of time, you know, where things are just hitting on all cylinders. And you’re going go through a period of time where you’re trying to figure out what the problems are as a leader.

I go through it too, and sometimes you’re going, golly, why is all wire, all these problems coming to me? Like, why is, why do I have to prove, uh, approve every single little detail? Like I shouldn’t have to do that. But then when you take a step back, You go wait a minute. I created that. I created that problem.

It’s all coming to me because that’s, that was the expectation that was set. And as a leader, like it’s, it makes it, it, you really get bottle-necked by your own previous decisions. And when I think when you’re, when you start to, uh, take a [00:15:00] step back and go, why am I, why is all this coming to me, at least from my perspective it’s I created that six months ago, and now I’m dealing with those ramifications.

Daniel: Right, right. And it’s easy to do. We’ve all done it, right. I mean, I, you know, I’ve been coaching sales, sales members that, you know, sales managers for, you know, a decade now. I mean, it’s, I can tell you we’ve all made those mistakes. Um, you know, at the end of the day, you know, I I’ve known enough as a, you know, I don’t want to, I say a player’s coach, but I I’ve been exactly where they’re standing and I’ve had enough conversations about the customers or the problems that they’re dealing with that I can help them.

But I also need to take that additional time to teach them to get better and not just solve their problems. Yeah. Yeah,

Matt: totally agree. Very good. So you talk about, you know, solving problems and you can’t just be the problem solver. Being a great coach is not necessarily giving the answers to the test. You know, it’s asking more [00:16:00] questions for that, for that deeper thought.

Um, but. When it comes to growth, that growth mindset itself like. What, how do you determine, like, what is in your scenario for your team? What does that, what does growth look like?

Daniel: Yeah, so I mean, great question. And I think people often mistake growth with promotion or monetary compensation that th that’s not what we’re talking about.

Right? Like, I mean, growth, growth to be as how are you individually getting better every day? Yeah. And Chad Santa’s grad who we work with with Kanwal moments is fantastic. And I have the opportunity to talk to him about once a week, and he’s really shifted, um, you know, the way I look at goal-setting, right?

I mean, it’s, it’s January, we’re all talking about what our new year’s resolutions are. And everybody talks about what their goals are for the year. I think over the last 30 days, I might’ve been the most annoying person in the room. Cause it’s not your [00:17:00] goals. Right. It’s it’s what are your habits are going to help you reach those goals?

So everybody says, Oh, I’m gonna do, I’m gonna lose weight. Um, I’m gonna run a marathon. I mean, I, immediate question is great. What’s the habit you’re going to do to get you there. Right. And, and I think, you know, the sales team and that in the sales environment, we’re in right now, Is a great way for your team to think about that because Hey, sales are great.

Okay. Well, what habits are we doing today that I can do a year from now five years from now that are making me better versus what habits might doing today, that aren’t going to continue to get me better. So, you know, my team and I w we love sit down. Let’s, let’s outline what those habits are going to be.

Let’s outline why this is going to be beneficial to you. As your, as your individual growth, uh, hopefully from a company growth as well, that would be icing on the cake. Um, but whether that’s professional or personal to, um, what is that growth and how are we going to get there and how much time are we going to go and, and separate yourself from the [00:18:00] results?

You know, it’s all about those, those habits. I mean that you do the right habits every day. The results will follow.

Matt: Yeah. It’s all about the process, right? If your process is right. The end result will be there. Right. And that, that’s one of the ways that we evaluate problems is, is that like, okay, is, is the process right?

Cause you can have like in, in any industry doesn’t matter, but sales covers up a lot. It covers up a lot of problems, right? Like a lot of things get overlooked because we’re selling houses right. Or we’re selling whatever it is that we’re selling. It just when it’s coming in hand over fist, we don’t really.

I don’t think, I don’t think it’s malicious. Like, I don’t think we take problems and we sweep them under the rug because we just inadvertently don’t want to deal with them. But I think that we just don’t think about it or look for them because things are so good and norm and a normal environment. You don’t necessarily it’s.

What is it? The squeaky, the squeaky wheel gets the oil kind of [00:19:00] scenario and that’s, that’s when problems get dealt with, but it’s to your point. It takes a longer period of time to change the habit, identify what the habit is like. You’ve got the result. The result is. We’re not selling enough or I’m gaining weight or Phil, you know, my health is deteriorating.

Like that’s the actual result, but when you back it up to identify what the bad habit was, then you’ve got to identify, then change it. And that’s going to take what, six, eight weeks, 12 weeks, six months before you’re actually going to start to reap the benefit of those of those habit changes. And. I, I, that’s why I think that you’re so right on with that, because, you know, I used to call it, uh, or call it GMs, good markets syndrome.

Don’t get good markets syndrome in our industry specifically. Like right now we’re in the best housing market at 25 we’ve ever seen in ever. And, um, you know, it’s easy to get good [00:20:00] markets syndrome and just be like, Hey, w I don’t need to deal with that right now. Cause I’m worried about keeping all these customers happy in this backlog together.

And I got to worry about my new lot supply what’s coming on next. Like those are the things and we, we don’t pay attention to. The habits, like you

Daniel: said a hundred percent. So let’s go back to your original question. So we, we were acquired by Arbor homes in the last year plus, right? I mean, a lot of growth mindset conversations had to take place for, for different reasons.

But, you know, we were tasked from where we had consistently sold 150 homes a year to now we have a plan to have 380 homes this year. Right. So now, now, you know, when you start talking about habit and keeping in mind that we want to be a customer centric focus company, right. We can do lots of things way simpler by eliminating the customer, right?

Like, Hey, listen, we’re going to just build specs when they’re done, you can buy it, get out of [00:21:00] line. You don’t need to market. And you find yourself in those conversations of, well, you know, do we really need a better customer follow up? I mean, we’re selling homes. We’ll hold on. Like yes, absolutely. We do.

And, and you realize in an acquisition, you can’t continue doing what you were doing that was successful. Right. And that’s hard for a lot of people to do because it’s, it gets out of that comfort zone that they’re used to. Yep. But if you’re continuing to do what you did at 150 homes that you’re doing for 400 homes, you’re not going to be successful.

So there’s tons of conversations from a growth mindset and a leadership. That everybody has to wrap their hands around. We got to get more vendors, you know, we got to market differently, or our customers, we’re going to be hitting a different price point. And how are we going to get people in and out of the design center?

All keeping in mind, the customer is the most important

Matt: person in the room. Yeah. Do you think that, um, growth, the growth mindset has to change. [00:22:00] As you grow, meaning like you were just saying, like, if you’re doing the habits, the things that you’re doing at 150 homes a year, aren’t necessarily the same habits that are going to give you success at 400 a year.

And sometimes that doesn’t make sense. You’re like, well, wait a minute. If it works, Over here. Why doesn’t it work over here? But because they’re two very different scales. Right? What do you think about that?

Daniel: No, a hundred percent. I mean, so to take a step back, I, I hate it. Whenever my team introduces me as their boss.

Yeah. I hate it. I mean, it’s a it’s. I mean, it’s like the worst four letter words you could call me boss. I mean, I, I look at myself as a coach first and foremost, and, and in my answer, every time I’m introduced, like that is, that’s not true. I work for you. Got that. And that, that is my mindset because our goal is to get the team what they need to be successful.

Right. So if they’re using the [00:23:00] same CRM today, or we’re using the same marketing today yeah. We use five years ago. I know I’m letting them down. I need to make sure, sure. That we’re, we’re able to continue growing and take things off their plate. If a process needs to be changed, let’s change that process.

And in my experience, it is more of a growth mindset that. There is a better way to do it out there. So let’s have a conversation about it versus holding, holding, holding down the Fort and saying, Nope, this is what we’ve always done is right. How

Matt: do you, how do you and your team, how do you identify. When a change or adjustment needs to happen in that growth mindset, right?

Like how do you identify? Right. In, in the example of X works at 150 homes a year X doesn’t work at 400 homes a year. Like, how do you, I like, if someone’s listening and like, well, that’s great. I hear you talking about that. Like on the superficial level, how do you identify that with your team to go, Oh, we need to make an adjustment.

What are some of the, are there signs? Are there. [00:24:00] Quarterly meetings, annual meetings reviews, like what? Along the way he says. Hey, it’s time to make an adjustment to this. Um,

Daniel: so I’ll, I’ll answer it two different ways. I think there’s two types. There’s, there’s reactive things that happen. Hey, listen, this was not clear, like explain contractually, Hey, this is a problem we’ve seen come up with a vendor and you’re forced to pivot and change in that exact moment so that it’s not an issue moving forward.

Yeah. I think what you’re talking about is. Be proactive, right? We always want to be proactive and reactive when we’re having any of these conversations. So, you know, our, our goal and, you know, this is a, you know, a mindset change for some people. Our goal is to always be proactive and looking six months down the road, right.

If we’re reacting to what we’re going to do today, We’re, we’re not going to be successful. Moving forward. We have to teach our team to always be proactive and thinking forward. But I know again, that’s, that’s teaching your team to always be looking for [00:25:00] solutions and not being afraid to be a part of that conversation.


Matt: I love it. Very good. Okay. So. Like we talked about that tying into when, like when do you focus on a growth mindset? Like a lot, like, is it a cyclical thing? Is it, is it on your, is on your calendar when you sit down to review things with your team, like, do you, do you do it once a year? Do you do it once every six months?

Like, is it, does it come and go with the ebbs and flows of the market or do you guys make it. Do you make it intentional? Like it’s a, it’s an appointment on the calendar. Like what

Daniel: do you do? Oh, I, I mean, I, at first I would say it’s a huge reason that people come and work for our company. I mean, we, we have third-party training that my team will work with, you know, two to three times a month.

We had internal leadership, growth training and mindset training that we work with a company out of Indianapolis. Um, that, that, that we, we specifically have there to help grow and get people better. And then, yeah, I mean, I think. You know, what [00:26:00] gets tracked, what gets it gets done. Right. Uh, and, and, you know, trust, but verify, I mean, that was, that was the lesson that I had to learn probably as much as anything in this role, that it means nothing.

If we lay out together and I don’t hold you accountable to it, you know, you can talk about a growth mindset all day, but if I’m not going to do my fair share, right. And just, just hold you to do it, it’s not going to work. So it’s definitely something that takes, takes two people and to really be successful.

Matt: And, and do you go through, I mean, and, and truly like, do you, do you sit down, like when you’re reviewing stuff with your team and you’re talking about how they’re going to grow, do you talk to them about how you’re going to grow

Daniel: well? Um, sure, sure. Yeah, absolutely. I mean, I, when we do our training calls, w I mean, we’ll all be on a web meeting like this.

I I’m going to put my goals out there as well. Um, You know, I, I recently, and you know, this speaks to the company. So [00:27:00] myself, I’m the vice president of sales and marketing. I’ve got two regional sales managers that work with me, their whole goal, and a big part of bringing that on is to get that team additional hands-on coaching, training, and accountability, right.

I mean, that’s their role. So now my mindset has to shift where. I’m managing 20 people in having these conversations. So now I’m coaching the coach to have these conversations and it’s very different, but I think it speaks a lot too, as a company, what we’re trying to achieve by giving that individual attention.

Matt: Yeah, absolutely. Well, so how do you. With all that going on. Right? How do you, the acquisition, the crazy market that we’re in, how do you keep the team itself?

That’s a

Daniel: great question. Um, you know, sales is one of those unique things where you. You’re usually in a sales model by yourself and you don’t see everybody every day. So we, and we implemented this back, [00:28:00] um, when COVID really hit and, you know, we were doing appointments and different things. Um, but we do, we do daily sales hose.

So I, you know, I don’t. Don’t need to have a two and a half hour meeting to hear myself talk and go through techniques and know, you know, 15 minute Roundup let’s let’s celebrate sales, right? Let’s let’s talk about a high level about events coming up. Let’s let’s give, let’s give, um, actual details to where we are in our sales plan and why that’s important.

Um, and let’s accept feedback at the same time while also giving everybody the freedom. But, you know, just having that little trigger. When you’re going in the office, that this is going to happen. We’re all on the same page. We’re all aligning our goals in these conversations is very impactful versus doing it once a quarter or every once in a while.

So I think the more often you can talk in that group, that group setting the better, because it helps show that everybody is up the same mindset, not individual mindsets.

Matt: Right. And, and everybody, [00:29:00] yeah. It’s that accountability right. Of. W we’re all, we’re all in this together. No, you know, it’s not just me.

It’s the whole group that we’re all, all kind of going through this together. So, um, th that’s great. So, and, and maybe a better question or, uh, like the followup to that really is what do you have them focus on? Like, do you have to give, when you, you know, setting up that growth mindset. Do you just give it to them and say, Hey, talk to me about what you want, what you want your goals to be, where do you want to grow?

Um, or do you have to do you sit down with them and say, all right, these are the areas that I think you should focus on. Like, what is that? How do you determine the what?

Daniel: So I keep both. So typically whenever I’m going through a quarterly review process or a yearly review process with my team, I asked them to fill out what their goals are.

I’ve got a whole questionnaire that they will fill out and then bring to that meeting so that we have both individually filled it out [00:30:00] because I want to hear from their perspective how their, how their quarter was, where they thought their shortcomings were, what they think their goals or their habits are going to be.

Moving forward to help them achieve those new goals. And then I’m going to give them feedback as well. So I definitely think it’s a two way street in order to make them successful. Like he can’t. As a, as a leader, which you never want to have the fear of. And I, and I’m, I’m huge on collaboration and buy-in and creating, creating rabbit, uh, raving fans.

Right. I want to know that we’re on the same page always. And I tell my team, my job is to state the obvious out loud. So like maybe, you know, this, maybe you don’t, but I’m going to say it cause that’s, that’s what my role is here. And, and the ultimate goal is to help them. Get better and visualize itself.

But I, you know, I, I would say in general, some people are better at it than others, right? Some people I have to push harder to get that [00:31:00] information out, some come a hundred percent prepared and have that growth mindset or a little bit better decision-making ability than someone that’s newer or older or doesn’t want it.

Right. So it’s not, once you fit all answer, I think some people need more coaching than others. Yeah, well,

Matt: we all do. Right. And, and we also need it at different points throughout our career in life. Like at some point you’re, sometimes you’re just, you’re on it. Boom. You off you go. And then other times you need a little encouragement,

Daniel: right?

That’d be an absolutely. And, and I think that’s, what’s important is getting the most out of your team and remember what we’re trying to accomplish. Right. You know, I, I. You know, I always tell my team and this applies to sales or to coaching is I’m not doing this to you. I’m doing this for you. Right? Like, I think it’s important for everybody to know where that conversation’s coming from and see that context because, you know, we’ve, we’ve all been in a sales.

If you’ve been on the sales floor, you’ve been part of a conversation. You’re not getting your [00:32:00] sales goal, your conversion records, you know, your conversion rates not great. Um, listen up. I think it’s good to have metrics, but it’s also good to have context around what those metrics are and having conversations with your team.

But if you’re just doing that. Every once in a while and not consistently, I mean, if not on a daily basis, a weekly basis. Yeah.

Matt: International wine, the only thing you focus on, right? Like it’s, it’s really blatantly obvious that we got to keep the lights on. Right? Like we’re not a, not for profit. Like we gotta make our, we gotta make our goals.

We have to sell houses. You know, the is on the line for debt for lot. Take down. It’s the obvious of, yeah, we gotta sell X, you know, a minimum of this, that, but if that can’t be the only focus focal point, because it’s the, uh, I’m going to censor myself here, but it’s the whole like beware of the talents at a-hole, right?

Like just, just because someone’s selling a bunch of [00:33:00] houses also doesn’t mean, or a bunch of widgets doesn’t mean that. They’re also a good fit for your culture.

Daniel: Yeah, I know. I mean, and that speaks to, you know, how do you identify these things early in the process, right? Like how are you hiring the right people for your culture so that hopefully you’re, you’re heading off some of that moving forward because yeah.

I mean, you can get the wrong person. I like to think that, and you know, we’ve all been guilty of this. You never want to hire anybody. That’s going to be malicious to the culture. Right. That’s right. But it happens. Right. You know, whether it’s created or was there from the beginning is always tough, but you want to make sure that you’re having as many of those conversations from the beginning of that, that employment or that relationship is possible.

Um, so that you have that alignment you’re on the same

Matt: page. Yeah, totally agree. All right. Okay. So a couple of, couple of things, um, to kind of, to wrap us up here and I’d like to do is, um, You’re you’re a smart guy. I know. You’re always studying and reading. So what are you reading? What are you [00:34:00] watching?

What are you listening to?

Daniel: Oh, man. Um, so reading, so I just finished. One book and sort of other books. So that’s a big push for me this year. Um, so relentless by Tim Grover. So he was Michael Jordan, Kobe Bryant strainer, and, and he mentioned a great concept that I keep thinking about. And I mentioned to you earlier, was, are we taming?

Our team? Are we training our team? Right. And I think it’s real easy to tame our team and scare them to making decisions versus. You know, training them and making them better. So, and then I just started the talent code, which is really interesting. It’s a great book.

Matt: I’ve not read relentless. I’ll have to check that out, but the talent code is fantastic.


Daniel: Yeah. So, uh, so both are good. And then what am I watching right now? So I’ve decided my wife’s a huge fan of the board identity. So we’re going back and we’re watching all the Bourne movies again. It’s been a while. I didn’t realize it had been 20 years since the first one came out that

Matt: long. Oh my goodness.

Those are great. Those are great. That’s [00:35:00] a great series of three right there.

Daniel: Yeah. Yeah. So, um, so we’re watching, we’re watching those run. The third one, the ultimatum, I think is the third one. So we’re watching that right now. And then, you know, what am I listening to? Um, I mean, I wish I had a better answer for you here.

Matt: It’s all right. You’re on a podcast. I made a kind of,

Daniel: can I see your podcasts?

Matt: Sure. Let’s go with that.

Daniel: I love, I love listening to a Freakonomics podcast on a weekly basis. Check that out. Malcolm. Gladwell’s got a great podcast as well. Jake Malcolm

Matt: Glidewell fan. He did. He’s a super, super smart guy. And the most important question of the entire talk here is, are you a Louisville or Kentucky fan

Daniel: university of Kentucky alumni.

Matt: Absolutely. There you go, UK all the way, everybody, uh, you know, like, Oh, you’re from Louisville. I bet you’re you’re so you’re a Louisville fan. I’m like, no, I’m a Kentucky fan. Um, and Louisville is one of those interesting cities where, [00:36:00] or Kentucky is an interesting state, right? So the majority of the stuff.

State is going to be UK fans. And then you get into like Louisville and really half a Louisville is going to be Kentucky fans. Right. It’s it’s really split down the line. So, yeah, and I

Daniel: like to consider myself one of the rare ones that he listened. I would love for Louisville to win every game that they don’t play Kentucky.

Right. Like I don’t, I don’t hate Louisville. I wished them all the success. And I would rather, they were ranked one and two respectfully when they played every time,

Matt: because when we beat them, it would make it even better. That’s right.

Very good. Well, Daniel, my friend, thank you so much for coming on and chatting with us today. It’s. Unbelievably insightful. There are tons of, of nuggets for people to take away and, um, you know, love to have you back on sometime later this year and circle back and talk about how that growth mindset is is going for 2021.

And what. You know what tweaks you’ve made along the way. So, uh, thank you so much for [00:37:00] joining and, uh, it was, it was fantastic.

Daniel: Thanks a lot,

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