This One Leadership Mistake Is Sabotaging Your Team

[00:00:00] Lauren: All right, so real quick, if you're saying your admin is struggling right now, here's a gut check. Have you actually set them up for success? Do they have clear expectations? Do they have SOPs? Are you even talking to them regularly or did you just throw them into the chaos and expect magic? They're not mind readers.

[00:00:19] Lauren: Here's the hard truth. If you're overwhelmed, they're overwhelmed. But that's not just an ops issue, that's a leadership issue, so let's talk about it.

[00:00:35] Lauren: All right. Welcome back to the podcast. I'm Lauren Holland, director of Team Operations at Reside, and today I'm joined by the Brilliant mia.

[00:00:43] Lauren: director of Team Production. , Today we're gonna dive into one of the most misunderstood dynamics in real estate, and that is the relationship between leaders and their admin. And if you've ever said, my admin just doesn't get it, then this episode's for you. Yeah, this is

[00:00:57] Mie: one for the leaders and for the ops professionals, I would say, because oftentimes Clarity systems ownership, it's a two-way street.

[00:01:04] Mie: It's not just, you know, you're in lane, you're in your lane, you're in this lane. So let's break down the myths and start building what actually works.

[00:01:11] Lauren: Mia, a lot of the time we hear John Shep Black say people are with you for a season reason or a lifetime. Mm-hmm. To me, that means not everyone is going to be your admin.

[00:01:21] Lauren: For some people have admins for a lifecycle of their entire career. And if you do, that's a rarity and you're really lucky you have that unicorn. , Sometimes people are with you. For a couple of years because you might have provided growth opportunities. You might have not, , people are with you for whatever reason, , , a season.

[00:01:39] Lauren: , And that doesn't make it a failure. It just makes it part of the journey.

[00:01:43] Mie: You know, I'm a big fan of saying that you can't want something more for someone than they wanted for themselves. And really the most powerful thing that you can do is build a system and then let them rise to it. And I think that that's like a pretty big topic to unpack on what should that system look like and how do I even prep for that role.

[00:02:02] Lauren: Yeah, so for my admin that are listening to this, because a platform that is for team leaders, administrators, , integrators, whatever you wanna call yourself, those force multipliers and the agents as well. So, , for my admin that are on the call listening, you might be leading from the front with your founder, your team leader, your CEO.

[00:02:23] Lauren: , My biggest advice, if you're feeling in a rut right now. You prep for the role you want, not for the one that you're in. So this is not actually your team leader coming to you and saying, Hey, here are my expectations for you. That's part of the conversation, but it's also step up if you want it. Start taking ownership of the role you truly want and do some research on it.

[00:02:44] Lauren: Read a lot of books. Listen to these podcasts. Develop yourself.

[00:02:49] Mie: , when I'm coaching team owners and we go through a conversation about an admin, if we start noticing that operations is giving the job back, it's a red flag for me that like, okay, this is maybe not the right person for this seat on the bus.

[00:03:05] Mie: And, we do have to examine. Did you set clear expectations? So as the team owner, is your. , Operation staff, your admin, your executive assistant, whomever is going to be your force multiplier. Are they actually clear on what your expectations are? For me as a leader, I know one of the things I've struggled with a lot in the past and I've gotten very fortunate with, some really great hires, I.

[00:03:27] Mie: One of my struggles in the past was getting everything that was in my brain out of my mouth. Like it would be stuck in my brain and it would be frustrating that this person couldn't read my mind. And I would say like, you know, Brooke, Brooke and I worked together forever. And, she was my ops manager, , , for several years.

[00:03:42] Mie: She got really close to reading my mind. I could rattle off some gibberish and she would be able to put it together, but that's a unicorn. Like Brooke is a talented unicorn. So if you, as the team owner, have an outlined success for your admin, I really don't know how you expect them to hit it. So when we said earlier, two way street expectations do have to be, , , put out there in order for them to know how to meet them.

[00:04:04] Lauren: Yeah. and being in the role. So I'll come from the, spot of the operations person and I've worked with some really incredible leaders and I do to this day. you need to have some synergy between the two of you. And communication is how you win. So if you're somebody that going back to the mind reader, like if you're expecting the admin to just know what to do, to read your mind, to know your internal processes on the week that you hire them.

[00:04:29] Lauren: You gotta spend a little bit of time with them. Yeah. You

[00:04:32] Mie: I like to compare it to like an arrow, how you're gonna pull it back before it shoots forward. Like there is a time period, and this might take us a little bit off topic today, but you might have a bad hire or two before you find that synergy.

[00:04:46] Mie: And I think that's where I see a lot of team owners, that wound is, still open for them or they get, shy around making another, , hire and then they'll just take on the role themselves because they don't wanna be burned again. But sometimes that's also part of your process of like, I'm going to go through maybe one or two, maybe three bad hires before I get it right.

[00:05:07] Mie: And you do have to slow down long enough to create an opportunity for that, somebody for them to actually be able to execute on their job competently I.

[00:05:15] Lauren: Yeah, you're investing in that person too. Like this person's an investment. It's not just a, oh, I'm gonna save so much money by hiring an entry level person, and then you get not burned, but then you're just, your expectations for that person aren't as high as hiring someone that could have been a little bit more qualified A lot of the time we look at the salary and say, oh, they're too expensive. But in the long run. it's an investment, you know? Yeah. You're gonna invest your time into that person. Your money, your resources, they should be leading from the front with you.

[00:05:44] Lauren: And what I mean by that is holding your agents accountable. Mm-hmm. Caring. Not everyone's going to care about your business 'cause it's your business as much as you will. But you can get pretty dang close. I care a lot side, I wanna see our platform grow, so I'm very invested. I don't think that's necessarily a unicorn trait

[00:06:03] Mie: either.

[00:06:04] Mie: No, no, not at all. And you know, Nick McLean says this, , when you invest. In the right hire, you get three jobs out of that person. You know, you get like three times the return when you hire the right person. And that's tough because, you know, I work with, , , a lot of, , team owners and, even solo agents in the past too.

[00:06:23] Mie: , Wanna make a hire. And you also can't look at it like, okay, this is a 40, 50, $60,000 hire. It's, I actually need a runway for three to six months and then I can, you know, that's really the investment upfront. , And. the right hire, the person that is going to be able to build out your systems is going to have a competency around that.

[00:06:44] Mie: And so, putting a little bit extra money into that investment, I think has a return that is worthwhile and it's not a $60,000 up investment upfront.

[00:06:53] Lauren: Okay. I know a lot of people are thinking, okay, if you're new into building a real estate team or you're a solo agent, you're like, okay, where do I start?

[00:07:00] Lauren: And you mentioned a really good point before, and I just had this conversation with another team leader before, , sometime this week saying, oh, I've been burned by an admin in the past. However, I need support. I need more support. However, I, don't wanna hire state side. I, just wanna hire virtual assistants because the state side one didn't work for me.

[00:07:17] Lauren: So if we're really talking about the scope of your business and who you need to hire. I always recommend start making your not to-do list. What does not bring you energy and what brings you down so likely not the stereotype, but you are, or you're in the agent role, your wheelhouse is most likely, , getting in front of people, having those conversations, building the relationships, doing.

[00:07:38] Lauren: The lifecycle of the sale. you might, 'cause Mia you have a unique personality outside with, , you like doing that. And then you're really amazing with systems. So like, you have best of both worlds. Not a lot of, , , team leaders have that. Scope, would you say, or

[00:07:53] Mie: nor should we be playing in both roles?

[00:07:56] Mie: Like there's stuff that I wanna play with where it's like, hmm, no, that's not actually your lead measure. Like, that's not your 20%. That's where you be like, I'm a freaking nature who likes to play with the spreadsheet. But that's not actually what drives the needle forward in my role. Yeah. And it's a distraction for a lot of people.

[00:08:10] Mie: Yeah, yeah, yeah, yeah, yeah. It's like, it's a hobby, really.

[00:08:15] Lauren: Oh, we're, we're perfectionists or, , I'm a recovering perfectionist. It's, no, you're getting distracted from your one thing, and that's probably what, where we can go to next. Is, yeah. What is your 20%? So, , that 80 20 rule, so that, , Gary Keller talks a lot about this.

[00:08:31] Lauren: He wrote the book. The one thing, , what's your 20%? The one thing that if you don't do it today, your business didn't move forward. , That's how you know you won the day. So for agents that is. , lead generation, you know, what would

[00:08:44] Mie: you say? I would say for agents, it's lead gen, lead follow up, going appointments, role play, add to the database, , leaders, it's recruiting calls, inspect the database and lead generate with the agents.

[00:08:56] Mie: For admins, it's. Maybe processing a pending file, updating the pipeline. It's gonna be different for everyone, but you better know what yours is. and I think getting clarity on that is actually the first gap where a lot of, , , leaders and operators don't know how to move forward because they just actually don't have clarity on what their one thing should be.

[00:09:14] Mie: And, and because there is, I would say there's nuance, I'm not gonna call it uniqueness because it's rarely so unique that we have to get creative. But I'll say it's probably there's nuance to what maybe your admin might be supporting or not supporting. And I do wanna circle back to the VA conversation on that too, on like whether or not you should hire a virtual assistant or someone stateside, from working with me for years. I have a V eight team that has been with me for five, four, or five years now, and they're incredible. Like my business would never have gone where it went if it weren't for them. We would not be as efficient as we are here inside of Reside if it weren't for them, like in the, agent training role.

[00:09:53] Mie: They're phenomenal and there's only so much that can be done, not in person. I'm a big fan. If I'm really gonna invest in that leverage and I really wanna see scale happen, that I do have someone that is in person that can do those day-to-day things with me. A lot can be done virtually. This is my personal opinion.

[00:10:15] Mie: Lauren, you might have a hot, take on it, but, you know, let me know. when we have team owners that have. 3, 4, 5 agents and they're also in production and their position for scale. And their goal is to get to 25 agents. I'm like, your first hire needs to be an assistant.

[00:10:29] Mie: Like you need someone that is actually going to help you scale. And I always recommend that they have a, like a download every day, starting like 10 minute download in the morning. And I might be skipping ahead here, but. A 10 minute download in the morning and I have them review the numbers.

[00:10:45] Mie: I can't tell you how many times I get on a team call. They don't know how many pendings they have on the board from this month. They don't know how many closings they have for this month. They don't know how many recruits are coming, and so like your admin can support you there. Here's how many pendings are up from the team, including yours, house, how many closings we have for the month.

[00:11:00] Mie: Here's what we're projecting for the next month. let's look at your calendar. Okay, cool. You're lead generating with the agents. I'll send out a reminder like. There can be instant synergy in 10 minutes a day before you guys get started.

[00:11:10] Lauren: It is so good. And I have, so many coaching calls as you do during the week, and my, focus is with the, , , integrators, the admin leading.

[00:11:18] Lauren: I keep saying leading from the front with you because that, I really wanna drill that down. Your admin shouldn't be in the background with you. You should be positioning them to be in the front with you. Yeah. Including your transaction coordinators. Third party or not your, agents should know their name.

[00:11:31] Lauren: It's the respect thing too. The more respect you have for each other and the value provide to each other on the team, the more synergy and the better the client experience for everything everyone is gonna be. And I always say, , your agents. For team leaders and, , administrators. Your agents or your clients as well, not just the buyers or sellers.

[00:11:48] Lauren: So why did they join the team? And Mia, you, highlighted something really well in terms of the reporting and the, 10 minute download. , If we're talking about a structure of Monday through Friday, how I always won with, , my team leader, or even how I win right now with my leaders at Reside is I.

[00:12:05] Lauren: Have dedicated time, at least one day a week, that is non-negotiable, where you are talking to each other about what went well this week, what are our top priorities. It doesn't have to be everything, but what are our top three tasks right now and what has the progress been made? So I like, . I learned this from Adam Bergen Rother and Halle Warner and the, , founder and the force multiplier.

[00:12:25] Lauren: If you haven't read that book, I highly, highly recommend doing it because, , it's about the relationship of that, team leader and that, , force multiplier. So any of that scope of the integrator role. how they always won, they were in partnership together for 12 plus years is 15. 15.

[00:12:42] Lauren: Thank you. Yeah. , I love Halle. Halle is one of my Me too. Yeah. She's one of my best days. , They had a, , a non-negotiable Monday meeting at nine or nine 30 for an hour, and then they went about their week. They had clear expectations on what needed to get done. They had alignment and then they could, she tally talks a lot about the scale of one to 10 as an admin.

[00:13:04] Lauren: So the founder, that visionary comes with the idea. The one, then the two, and then you as that integrator, take that because this is your role. This is, you're laying what you're really good at from a two to an eight. You did the bulk of the work and then you bring it back. You're not giving the job back if you have questions.

[00:13:20] Lauren: Yes, but I say, do your research, AI now. Is an amazing tool. Use Mind pal. Use chat, GBT. Go create the structure with your own mind and then find the better answer, you know? Yeah. Just there's so much out there now so that you can be successful.

[00:13:36] Lauren: You just have to learn how to use the tools. Yeah. So you bring that back to the founder instead of giving the job back and turning around if you're in the same office and bugging them all day because they have a job to do too.

[00:13:46] Mie: Yeah, I think a good way to put that, Lauren, is bring a solution and then let them help you work through a solution if it's not the right solution.

[00:13:53] Mie: So like, instead of bringing like a question, like, how do I do this? You would say, Hey, I did this, , this is the solution I found. Can you gimme feedback on that? And then it's like, oh, try it this way instead. Or, Hey, do it this way instead. And so, You're supposed to take that off of their plate.

[00:14:07] Mie: and I do think, again, like there's caveat to that. Like if it's your first day on the job, I think it's okay to ask like, you know, where's this file app? 90 days? It's 90 days, six months. Yeah. You're getting active

[00:14:19] Lauren: indoctrinated. Yeah. However you're in, like, don't give the job back.

[00:14:22] Mie: Yeah, exactly.

[00:14:24] Mie: Yeah. , And you know, I think another thing that's important is just, in that, , daily download, , I mean, we meet. With our team four days a week, we have a Monday, like that's our longest meeting of the week. That's where we get to go into the details and the nitty gritty, and I think we're down to like 35 to 45 minutes with our team now.

[00:14:40] Mie: With that, it used to be an hour, but like we're really efficient with each other now. Mm-hmm. We skip Tuesday, Wednesday, Thursday, Friday, it's 15 minutes. Each department is chiming in what their main focus is, but I also, I think this is like a really powerful thing for two reason. One because it keeps everyone in the know.

[00:14:57] Mie: But also too, because I mean, for me personally, as someone who enjoys being led, I can't speak for you, but I imagine it's similar. I like knowing that they're paying attention to what I'm doing. It gives me purpose and meaning. And so when the people that are leading me are following up on what I'm doing or checking in on what I'm doing or like, Hey, I saw that.

[00:15:14] Mie: Like that helps me stay on top of things when I have everything everywhere. But also every single one of us, you, myself, Brittany, Curtis, we are all like. , , drivers, you know, like we're self-sufficient drivers. We have our own list. We are the ones that are like moving the needle forward. And if Suneet and Nick and John and Preston didn't give us that trust.

[00:15:34] Mie: It would be really hard for us to feel good about what we're doing. Mm-hmm.

[00:15:38] Lauren: I think this is such a good conversation 'cause we're coming from the employee piece of it. Mm-hmm. It's not the, we're the team leader, we're leading these people. It's the perspective of what really works for us, which I think Like advocating for the employee administrator 10 99.

[00:15:55] Lauren: That's the support role I think is really good of like, being heard and, , knowing that your leader cares about what you're doing and giving you good feedback, you know? Yeah. A lot of times I'll talk to an admin and they say, my leader won't gimme feedback, or they'll give me feedback like after it's already been done, but not give you specifics.

[00:16:14] Lauren: Just tell you that was wrong, but not help you make it better.

[00:16:18] Mie: And I don't know anyone more busy than John, Nick Sanita or Preston and they give me feedback. In fact, they have multiple seven figure businesses, each of them. My first week of working with Reside. Nick went back and watched my recordings of my trainings.

[00:16:35] Mie: No one's ever done that. He went back and watched the recordings of the trainings I did, and he gave me feedback on like, don't tell me you're too busy. Don't tell me you don't have the time. You have to prioritize it because it's that important, that empowerment that they offer when you're giving someone feedback is what makes them sticky to you.

[00:16:52] Mie: If that's where the loyalty comes in from and will come from. That is where, , , their dedication and drive will come from is that they feel like they're a part of it with you and you're actually paying attention to what they're doing.

[00:17:04] Lauren: Yes. and to continue the conversation in terms of it's leadership.

[00:17:10] Lauren: It really is. And a lot of the times I hear, well, I don't have time for this. Yes, you do. Mm-hmm. It's, John talked about this about a month ago on a, weekly leadership call with all of our team leaders, and he said it's not time management. He wanted to debunk that theory. It's actually time choice.

[00:17:25] Lauren: Where are you choosing to spend your time? Yeah. So that's. Really what I mean by what's your 20%? What's the one thing you have to get done every single day, such that if you don't, you're not moving your business forward and you're spinning your wheels? And then that's when the quote burnout comes from.

[00:17:40] Lauren: Because yeah, insanity is the definition of doing something again and again, and accepting it, expecting a different result.

[00:17:46] Mie: and I think it's important to mention like, here's the how. So if you are the type of person who feels like I don't have the time and you're in the time management, , narrative instead of the time choice narrative, I.

[00:17:59] Mie: Oftentimes what I see as happening with team owners is you're reacting constantly. You're constantly reacting to your business, to your life, to everything, and you get pulled in every direction. That is a boundaries issue. That is a lack of boundaries, and those have to start internally. So I'm not talking about how you hold the world accountable to their boundaries.

[00:18:20] Mie: How do you hold yourself accountable to your boundaries like the God a minutes. One of my favorite simple solves for the God minutes, or I've gotta do this thing right now, or I've gotta handle this thing right now, instead is yes. And here's when. Yes. And here's how. Yes. And here's who. When you have a problem saying no, and you love to say yes, reframe the yes.

[00:18:39] Mie: Yes, I can do that right after lead generation. Yes, I can get to this thing at this time, or here's how that would happen, or here's who would do it. You can start not only to delegate, but to hold boundaries internally, because it doesn't all have to be on your plate. And if it is all on your plate, I would ask you to go get clear on what exactly has to be there.

[00:19:01] Mie: Mm-hmm.

[00:19:01] Lauren: Yeah. And then that's when we start talking about what systems do you need in place. So yes, what lead sources, what lead generation, you know, and that leads me into the next segment of it, is writing it down. I've been on many calls in the last couple of weeks that, going back to what you said, , how many pendings are you, carrying right now?

[00:19:18] Lauren: How many closings are to date are you at? So because we're testing the health of their business, , and they're like, okay, hold on, let me go count. And I'm like, what do you mean you gotta go count? Like where's the dashboard that you can quickly just tell me? You have 10 pendings. Five of them are buyers five of them are sellers.

[00:19:31] Lauren: We've closed. X amount. , So what I would say is write everything down. a lot of the things that I say, people look at me, they're like, yeah, but that's so simple. I like to keep it Stupid Simple, It doesn't need to be this, , rocket science that we do.

[00:19:46] Lauren: , I think knowing what you need to do every single day. So for the agents, it's , making your three hours of calls , or, , a hundred calls a day. Is that our metric, Mia? Yeah. I like to see a hundred dials or, , four to seven, two minute conversations. Perfect. You know, you, you know, your weekly goals, , 35 meaningful conversations a week, which is two plus minute conversations, , your mats and sets for the week.

[00:20:07] Lauren: , And for admins it's, , your 20% is the client experience. So for your agents and then the buyers and sellers so that we can get reviews and referrals. If you're not getting a repeat business and you're not getting rave reviews, then we need to switch up the system and how we're operating. . So I'll just say, write everything down, and people look at me like I have 10 heads, and I say, do it because we're not our human nature.

[00:20:28] Lauren: We can't retain and remember everything. Like yeah, it's a think tank, not a holding tank. Our brains, yeah, you can have a brain dump and whatnot. However, , if you're not documenting your SOPs and your processes, you're actually losing because you will miss a step, right? It doesn't matter if you do this every single day, you will miss a step.

[00:20:45] Lauren: Something happens and then you go back, did I do it, did I not? If you're not running off a checklist.

[00:20:50] Mie: this has never been easier. Like this is what I'm telling team owners right now that are like, I am feeling overwhelmed by putting together an SOP or even like. Help delegating this and trying to support the admin.

[00:21:01] Mie: I'm like, pull up a zoom. Every time you teach something, just pull up a Zoom. Have it in the background, have AI on there. Have it, transcribe it for you. Put it into a chat, GPT, and say, take this conversation and turn it into an SOP with a checklist. it does not have to be hard anymore.

[00:21:18] Mie: the technology that we have, I mean, like there's, I use chat GPT every day. I've named it. I'm like, I'm one of those people who's like, when AI takes over, they're gonna remember I said thank you. Like he's said. Thank you though. Yeah. Like my chat. GPT, like, I asked him what he wanted it to be named, and he is like, gave me a bunch of names.

[00:21:32] Mie: One of 'em was g and so now I call Che, GPTG. Yeah, it's really funny. It's really funny, but like, I mean, I comb through, I upload every transcript I have of everything I've done and like, it's got a really great, , , playback of my voice, my style, like the way I do things. And so I. just don't think there's a conversation you should be having that needs to be replicated or duplicated somewhere else, or like transformed into a system that shouldn't be just recorded on your AI and then uploaded into your, , , chat GPT, and then you could put that into an SOP in like five seconds.

[00:22:03] Lauren: if we're dealing with the objection, I'm not that techie. Oh, I don't wanna use ai, use it because that's where the industry is heading right now.

[00:22:08] Mie: And, and I'm gonna say pick your hard, like, and pick your story. if you're not techie, that's fine. That might be true right now, that you're gonna choose whether or not that's gonna stay true.

[00:22:17] Mie: , and if it's hard to learn, , how to use the technology, it's gonna be even harder to exist in a world where everyone else is using it. So pick your heart. that's how we get to scale and, you know, we kind of touched on burnout already, , , a little bit. And so I think it would be like good for us to close on knowing your numbers,

[00:22:32] Lauren: okay. Here's what every admin and ops leader should know, , in terms of knowing your numbers. So we're gonna talk transactions right now. So, , coming soon, how many listing agreements do you have signed? , How many signed agreements do you have? Now we need buyer's agreements. I was always tracking buyer's agreements, by the way, when they expire so that you can go out and check in and nurture that relationship.

[00:22:54] Lauren: So, coming soon, signed agreements that includes listings, listing agreements, and buyer brokers. , How many files are active and how many days on market I. So you can get that information from your MLS , buyers and listings under contract. So buyers and sellers under contracts. , That is pendings. I use the language.

[00:23:11] Lauren: How many pendings do we have under contract now? , Breaking that down is are you buyer heavy? Are you listing heavy? We really wanna focus on the listing. So if you are focused more on the buyers, you're split. We don't need to get into that, but just. Just know your numbers and how many listings you have, because open houses for your actives are so good for lead generation, know, , terminations and track those.

[00:23:37] Lauren: , How many deals have actually pushed from one month to the next. Because if you're looking at your p and l, you and you see a gap from this month, odds are that either terminated or the deal pushed from one month to the next, , month to date and year to date closings you should be tracking. And then, .

[00:23:51] Lauren: Lead sources, , how many leads are in your database? , This is such a good one, and it's so simple. I touched on this on the last podcast when we were talking about lead generation. When's the last time your agent logged into their CRM? Mm-hmm. These follow up boss. , If it's not, they should be logging in every single day.

[00:24:09] Lauren: It's their business. It's . The lifeblood of it. , If they haven't logged in in a couple of days, fine. Just remind them, hey, everything okay. If they haven't logged in in a week or a month, have that conversation with your agent. Yeah. , The daily call volume and conversations. M and I already touched on a hundred calls a day.

[00:24:26] Lauren: , Would you say four to seven?

[00:24:28] Mie: Yeah, minimum 20 per week. 35 is the sweet spot. And right now, , with economic uncertainty, I'm always saying 30, 40% upgrade. So I wanna see, that minimum 20 really getting to be 26 to 30.

[00:24:39] Lauren: yeah, and it's that 10 x activity. So really, if you're not where you wanna be, make the calls, go into the database.

[00:24:46] Lauren: , You don't need to get creative. Do more open houses, door knock. how do you best prospect? it's simple. it's choose your heart, right? Yeah. Do you wanna be broke or do you wanna go make some more money? Work a little bit harder. And go get the deals And then tracking financial projections as well.

[00:25:00] Lauren: So,

[00:25:01] Mie: yeah. So good. That's the system. Yeah. It's not just the data, it's really how you're going to drive performance and you need to know your numbers so that you know your business. I would say, , that would be my daily download, at least those top five that you mentioned, which were, , the coming soon signed agreements, actives, buyers and listings under contract terminations, let's say top six and the month to date, year to date.

[00:25:22] Mie: , Closings, that would be like my bare minimum and my daily download every single morning with my team. If you wanted to go deeper, I would touch on the lead sources, the lead count, agent login activity. A lot of that should be coming from you, the team owner, when you're inspecting the database, the daily call volume and convos.

[00:25:36] Mie: And you can use, , support, , from your admin for that as well.,

[00:25:39] Lauren: All right, so to wrap up, here's the deal. If your admin is struggling, if they're overwhelmed, if they are checked out, check your leadership. How are you showing up every single day? Are you showing up drained? Are you showing up in a negative mood?

[00:25:56] Lauren: And are you putting that onto your admin? 'cause we can feel everything. I feel a lot of what people are putting off and it, mm-hmm. It affects me during the day sometimes. . But you know, and then you say, oh, my agents aren't doing anything. Check your leadership and check how you're showing up every single day.

[00:26:11] Lauren: , Have you given your admin clarity? Have you given them a rhythm, a system expectations? And are you inspecting what you expect?

[00:26:20] Mie: Yeah. And if you're the admin, you have to take ownership. So obviously writing it down, we talked about today, build what does not exist. You should be looking for those gaps.

[00:26:30] Mie: Ask questions, bring solutions. Everything is figureoutable. Only if you're willing to figure it out. Mic drop. So,

[00:26:40] Lauren: exactly. So this is how you scale. This is how you build a business that lasts. You don't need a hero, you need a system. So let's go. Let's do it. Oh, love it. Bye Lauren. Bye.