Wie man eine starke Unternehmenskultur aufbaut

0:00I'm a residential real estate or own a residential real estate brokerage in Orange County. And uh our revenue this year is going to be about 6 million 6 and a2. >> Congrats. >> Uh thank you. And we are expanding into our adjacent market into the Riverside market. So >> uh we've got about 80 agents right now. I would say 12 of those are like home base and where the adjacent market is going to be. >> Okay. >> Um and we're looking to scale that up to 50 agents in that market and then keep growing where we're at now.

0:27>> Okay. Um, question is, is this going to be the first time bringing in a new leader, first time scaling to another office, trying to copy and paste everything exactly? Um, you know, sounds easy, but I know it's not going to be. >> So, what what roadblocks in opening another office? It's not necessarily brick and mortar, even though there is an office. Um, what should I be looking out for as far as duplicating sales process, culture, and all that in several locations where I physically won't be? So I would imagine that sales process you already have relatively well duplicated within the existing org and I don't see a lot of differentiators within where you're currently at in the new market. I think culturally you'll have bigger issues or higher likelihood of things going wrong

1:07>> and so um let me ask you the question which is you'll have to answer correctly in order to move on which is no pressure. >> Yeah sounded heavier than it is. Um what how do you define culture? [snorts] >> Um like the way we do business right? So we run in the real estate, we run a team model. Um so instead of you know agents kind of all having their own way of doing business, we all kind of do business one one way. Um so how do you define culture is a hard question.

1:39>> Um >> so and I I bring that up because many times we as entrepreneurs will say I really want to fix this thing and then we say cool then what's that? >> It's like very hard to fix if we don't know what it is. >> Sure. So I define culture as the rules spoken and unspoken that govern reinforcement in an organization. So what are the rules if that like and then what is a rule? A rule is a conditional statement of if this then that. So if you do this then you will get rewarded. If you do this then nothing will happen. If you do this then you will get punished. [snorts] So culture is a series of rules that govern what happens good stuff bad stuff when you do things.

2:11And so the reason that culture I think is so difficult for people to transpose from one to the next is that there's so many rules that govern behavior within an organization that people are like you just got to be around there and like soak in the culture which really just means you need to observe many rules and conditions of reinforcement occurring uh over an extended period of time to understand how the rules work here. >> Yeah. >> Right. And so as a result people just don't codify the hundred plus rules of behavior. Um, and so there's kind of like I would say two paths that you can do. I would say my preference and then what's probably the easier faster one.

2:44So then my preference is actually codified all and say like what are all the things that make us us and of course you're going to have your values and whatnot but I see values as chunked up rules. So if I were to say I have 200 rules of behavior that I want to say these are the things that are rewarded, these are the things that are punished. Okay, how can I chunk these into three statements or three bulleted words that when unpacked would mean that if I believe this to be true, this is the set of behaviors that will go along with it.

3:12That's that is how I would approach um this type of thing. If you want to do the fast fast and dirty way, you have the three values and then you just try to describe them the best way you can and that's how value should be created. Um, but I do prefer the like let's do more of that work and say like how are all like how do we like and think about when you're thinking about these rules think about the conditions where behavior exists and it'll be much easier for you to think about the rules of behavior. So it's like within a meeting, what are all the rules of a meeting, right? So maybe at acquisition.com, if you're not talking, you're muted. That's a rule. And if you talk while you're in a meeting and you're not talking, like you're not talking to everyone else, like that's like close to grounds for termination.

3:54>> Um just because it means you're not paying attention while you're here, then like you know, what are we doing? >> Uh so it's like one of the things. So it's like what are all the conditions in which we interact? What are the rules of engagement around those interactions? And then that codifies up to three, you know, three statements that should chunk up what culture means to you. And then when you have that as the limus text when you go and transpose that to the new location, one, you want to make sure that the leader does actually adhere to those sets of rules and ex um behaviors.

4:21And my my way of doing this would be to take the the biggest culture champion here and move them there, provided that culture can still reinforce itself without that leader. >> Yep. >> Okay. I mean, that's basically what we're doing as far as like the high level, the easy part. Um, we have a leader in in place that we're going to going to put in there. So, we have that. I think the uh especially coming coming here and seeing how you guys do it, like you see the content, but it's very real how you guys have your culture. Um, kind of brainwashing this other person into being like, okay, this is for sure how we do it. Uh, and then making sure it actually happens is I guess managing, right? Managing a leader is probably the thing that I'm most uh just new, right?

5:05And to all your stuff. Anytime we're doing something new, I'm like, "Oh god, I hate this." >> But um this is the next logical thing to, you know, to expand geographically. So >> I think you have to be someone worthy of admiration. >> Yeah. >> And I think that's how you get the best leaders. Like they have to admire not every aspect of your character, but they have to admire some component of who you are. And I think it should be >> equal that you should admire portions of them, otherwise they shouldn't be a leader. Like there are things that every leader in this business does better than me and like in that I learn of them and I think that you can use the leaders in your company as like Basos talks about this but you get to hire your mentors. Um and so I think that using that as a as a as a razor for who should really lead if you're always the best person in the or it'll never grow beyond you.

5:48>> It's just easy to say hard to do. >> Yeah. >> Because how do you get someone better than you to work for you? >> They just don't know they're better. That's how [laughter] >> that's the secret. >> That's my secret. Yeah. Um, as far as scaling out a second location where we're not maxed at our current one. >> Um, we have, let's say, 75 agents. I think realistically we could probably max at about 200 or so. >> Um, >> attention to getting one to kind of, we're at 12 now. That kind of needs to get to like, let's call it 40ish by the end of next year for it to for sure make sense.

6:22>> Scale up from there. uh splitting focus. We're like recruiting wise is going to stay kind of at home base um as far as like internal and then the actual uh closing for that office will help happen there physically, but everything else is pretty much going to stay at home base as it is now. >> Okay. >> So, as far as like a a focus standpoint, obviously we don't want to jeopardize anything we're doing currently with the expansion. How how do you look at that when you're

6:50>> make rolling something out, making sure that it works? So, you may be a little, you know, you might already be pregnant for me to give you like, you know, marriage ideas. You know what I mean? In terms of where you're at right now. >> Um, >> most of the time my preference is that the first location is already going and growing without you and you're bored out of your mind and that's when you start the second. >> Okay? rather than running this full time, I'm going to send somebody out to do the next thing. And then if that requires any attention because they're not as good as me, which they probably aren't, then I'm going to take my eye off this ball and then all of a sudden you have this happening.

7:22>> Yeah, >> that is what the vast majority of the time happens. >> So like the people who really scale big brickandmortar any business, even though it's not brick and mortar per se, it still works the same way. >> Um you have to nail it then scale it. And so I use that moniker of scale zero. It's like how do I get your current business to zero? And once it's at zero, then I can replicate it. And we have to use the economics of it at zero, not it at you maxed out.

7:50>> When you say zero, do you mean my time? >> Yeah. >> Got it. >> And if I'm like if I was to say managing that location, let's call it. >> Yeah. >> As like a sales manager, which is really what this role is. >> Uh is like maybe 20% max of my time. >> Mhm. >> Um is that >> what's the 80? Uh, a lot of it's content, which we're our our real constraint is like a proprietary deal flow. Deals come to us. Yeah.

8:14>> Um, that's probably 60% of my time. Even in that 20, most of that's probably just meetings and trainings. >> It'll just get duplicated in the other office by the other leader. >> Um, and then just the the rest is just running the business. Well, the reason that it's helpful to have someone do it in your main one and eat some of the margin is that you have less risk and you can get faster feedback loops on getting them trained up to do it so that when they do the next one, they'll know how to do it because you already fixed them doing it at your first spot,

8:46>> but you're already pregnant, so >> baby's coming has already come out. It's crowning. You know what I mean? Um, >> so a lot. >> Yeah. [laughter] Um, so I mean I think you're just going to have to do the best you can. Okay. >> Um, that's like an unsexy answer, but >> codify all the things that create culture. >> That makes sense. >> Apply them to the conditions that culture would occur. Um, and then re and what you're missing is you need faster reinforcement loops for the leader. >> Yeah.

9:10>> So, you need ways to check in and monitor their performance and give them real-time feedback the same way they would give a salesperson real-time feedback. So, I'm sure you do role plays and things like that, right? You need to roleplay leadership conversations rather than sales conversations. Even though a leadership conversation, by the way, is a sales conversation. They're just more of them and more unique. >> That makes sense. >> So, it's less scripted, more question based frameworks. >> And then trying to integrate him into the current office as much as possible so that when he moves to the the next

9:39>> is this person not already in the current office? >> He is. Yeah. Just not in he's not in a leadership role. >> Yeah, I would definitely I mean I would Yeah, I would want to put training wheels on that as fast as possible. >> Got it. That makes sense.