My top two coaching clients last year, one hired 92 loan officers. The other hired 87 loan officers. Neither one of them had recruiting support by the way. Those were not teams of people. These were like individual loan officers. They hired some small teams of five to seven.
But most of those hires came out of the 92, he hired five small teams. Everything else was like individual loan officers where the real wins are going to come is where that leader shows up as a person of value over and over and over and over again. One of those leaders coming in into this year had been about a year and a half and having a thing every month they send out that’s of value. And I mean of significant value. This isn’t Trinkety stuff. It’s not like, Hey, lemme get your address. We’ll send you a Patrick’s Steak Cup. It’s a sales lab newsletter, and what she does, she spends eight to 12 hours every single month on a sales lab newsletter, which is an idea that’s relevant in the current market, completely unpacked and sent to a loan officer so they can execute inside their business with this idea.
Both of them have very similar frameworks in terms of like, they’re just people of value. This is why this is, it’s different than it’s ever been. This whole digital framework is shifting a lot of this, okay? We have gone from the information revolution to the social revolution and experienced people are self-soliciting and self-selecting where they want to go.
They’re going to social or they’re being pursued in such a way that this person’s very attractive to them. Okay. Both of these people, if I mentioned them, you’d know who they were because they’re incredibly active in social media. So there’s, that’s part of it. But I would say like it’s the maturing of value that they’ve been bringing over.
Extended one is of time that has led to this. So this is not about like April of 2023 as much as it is about October of 2024. And not everyone can do this cuz not everyone really wants to be a person of value or really sees value in giving value. Most people are like, show me the dissatisfied loan officers.
I’ll close ’em for you. I’ll do a good job leading them. But they don’t really think in terms of like externalizing value. Right? But that’s recruiting, showing people on the outside what it’s like to be on the inside while they’re still on the outside. That’s recruiting. That’s at its best. And what digital has done is it’s just exasperated this.
In the past you could have a, you could break bread with somebody and you’d be like, that person’s a person of value. I don’t need to break bread with you anymore. I can see whether you’re a person of value or not. So an extension of this, and I kind of look at what you have here. Almost like it’s almost like it’s a sequence.
It’s a mile marker. The date you called, right? The call was made. Mile marker one. The text was sent, made, mile marker two LinkedIn messages, mile marker three, meeting set, mile marker four. When you start to get into your rechecks, you’re at, you’re at your ran at 10K, right? And now you’re getting into the marathon part of it.
The long-term marathon part, where this kinda like starts to extend out from left to right visually on this is your leaders consistently showing up as a person of value. That’s a big pivot and so that’s the challenge for you is show up and bring value to loan officers and branch managers in April of 2023 and be relevant.
Because it may not make much of a difference in April of 2023 and May not in May and June and July. It might take till Q4 of this year for that to actually start showing. The reason why I’m here is you stay in front of me and I could tell that you are a different type leader, but we’re talking about this is to the tune of billions of volume equates to billions of volume, that little bit of extra effort. When digital, what all of this has done is that the text stack today of like drip emails and drip text and, you know, drip voicemails and all these, these different forms of communication, right? Going at a very small audience has created almost like a numbness to the noise.
It’s like it. I got no problem deleting the message, hanging up the phone on you. I’m not interested getting off the phone immediately with you , not being able to respond and where you break through that.
Now think futuristic. Every single person here that’s already in your pipeline needs to have some sort of announcement that this is what we’re, Hey, I’d love to send you something of value or direct you towards my leader who’s a person of value.
Or we recently my leader just sent this out and I wanted to include you in on it. That’s where you’re going to create what we call a value gap. You’re over time. You can start initially. There’s nothing here. It’s just an introduction. But then a month, a little bit of value, two months, a bit more value.
You start to create this massive gap between their current leadership and your leader. We think company, but ultimately it’s the leader, right? And when this leader sends me that sales lab newsletter for the month of April, and in it he’s got a screenshot of the available inventory in five major markets and in it he’s showing the historical data that there’s less inventory available in this spring to the tune of five times less inventory than ever, you know, available.
And the biggest challenge you’re gonna experience this loan officer in a normal spring buying season is less inventory, more offers, and here’s one strategy that our current loan officers are using to win deals, and he breaks it down in a three step sequence. Have a conversation with your real estate agents.
This is the conversation. Step two, maybe you’ve got a specialty product that allows a cash purchase. I don’t know, step three, but that’s what you’re looking for. Like you’re you, you’re thinking, how do we become a think tank. How do our leaders become a think tank for ideas internally and externally? What’s internal is external, so you gotta compete at that space. Or what’s happening is that these In the, in the social revolution, all that value’s available in social. You’re competing against that now, and it’s because it’s now different.
It’s no longer a company to company. It’s now leader to leader. And what, what I’m finding is that, and this is really just in the last couple of years, what I’m finding is that this is the aha moment for your leaders to have, especially the kind of the old style leaders that are like, they’re not really producing, they’re non-producing.
They’re really more in like a leadership role you know, serving the team. And doing all the things that great leaders do in terms of bringing value internally, solving problems, right? Doing one-on-ones goal setting, all those things is that these other people out here, their ideas apply to growing business.
Whereas these other leaders don’t have, don’t have those ideas. They’ve gotta cultivate those idea. And if they don’t, these leaders over here are just gonna completely, they’re doing it right now. They’re just gonna dominate the recruiting scene because in the social revolution, we’ve gone from people looking at sages on stages and now expecting guides by their sides.
The Todd Duncan era. The Jim Roone era, right? Like, like people are still going to live events. I’m not saying that. But I’m saying like if I can select someone who’s doing 125 million, if I can select her as my leader and her coach me and show me your playbook and bring me her tech stack and all the things that she’s doing to grow our business, or I’d choose an old school style leader that says, our company’s awesome every single day.
So what you have to do with this entire process, You’ve gotta map and you’ve gotta model that value piece to where that externally, they’re seeing this leader can bring me value. Or internally you’ve created enough of a I’m using the framework think tank enough of your good producers that come together to say, what’s our best idea?
How do we, how do we frame this? And it might be a three or four person committee, couple of great producers, someone on the marketing team, a leader who’s recruiting. Right. To come together and say, what’s our one idea this month that we’re gonna externalize to our recruiting team to our recruiting sequence, our recruiting process.
So you can call it a think tank, you can call it the one idea committee. You know, come up with something creative. But I do think it, that to me is where you have to go with this.
To compete. One, because the individual producers are going there. But two, to also to have a unicorn framework. There’s not a lot of people that are gonna do that, cuz not a lot of people can do that. And your big companies aren’t gonna think like that.
