Contrary to what many believe, entrepreneurs are not built to do everything alone. In fact, in order for their business to grow, they need to hire those who can do the job better. One of the best hires to have in this day and age is a virtual assistant. In this episode, Matthew Yahes, the founder of Extend Your Team, joins Jen Du Plessis to share his unique view on adding virtual assistants to your team. He shares his experience offshoring and hiring from the Philippines and how it has helped grow his business and, at the same time, lessened his hours working. He also gives some tips on scheduling your day, writing a good job description, and going through the hiring and onboarding process. Listen in on this great conversation as Matthew shows just how much you’re missing out on if you don’t hire some of your processes—a life and being a successful entrepreneur while at it.
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I am delighted to have you here. I want to say again if this is your first time joining us, thank you so much for taking time out of your day. If you’ve been a long-time reader, I want to say thank you for being with me for this long. The gratitude that I have for you is just priceless. I want to introduce our guest, Matthew Yahes. He is the Founder of Extend Your Team. We’re going to talk about virtual assistants. Before you hang up and go, “Not those again,” because we talk about it a lot, he has a very unique perspective on this. I want you to read on because hopefully, this will be an a-ha moment for you where you say, “That’s it, I’m done. I’ve got to get myself a virtual assistant that can help my business grow and scale.”
Before we do, I want to tell you a little bit about Matthew.He’s the Founder of Extend Your Team. He helps entrepreneurs, operators, salespeople, and all companies of all different sizes grow their business by getting out of the grind. Does that sound familiar? Finder, minder, grinder. He’s going to tell his story that he has a large company. He’ll share with us about that as well and give us some tactics on how to hire the right person and what to have them do. Let’s welcome him to the show. Welcome, Matthew. I’m happy to have you.
Thanks, Jen. It’s great to be here. Thanks for having me on.
Let’s just dive in. I want to hear your hero’s journey and what happened that changed your life so that someone reading here, a realtor, a loan officer, an entrepreneur says, “Is he talking about my story?”
My entrepreneur’s journey started back in 2008, 2009. At the time, I was a management consultant. I was working for a client and I was doing more for the company. There were cuts that were coming because it was 2008. I had a partner, not my partner, a different partner of the company that did not like me for some reason. He decided that I needed to go below the line, even though my performance was above the line. I got let go like so many people. It was at that moment that I realized, in order to take control of my own destiny, I had to be my own boss. It came from this piece of advice I got from my uncle who is a fairly successful person. He said, “You can love a company, but they can’t love you back.”
As someone who gives their all to something, it resonated like, “I need to do this on my own.” That moment began a series of events where my former client ended up starting what became a national restaurant chain and spent four years doing that. That was my first foray into being an entrepreneur. We raised money. I was the junior person on the team, but I murdered myself for four years to create the concept, get it from one location, and expanded eventually to 14 in 6 states. For me as an entrepreneur, it was through opportunity. I started doing it on my own. That’s probably what a lot of people do in the real estate industry.
There are people who could do significant parts of our job better than we can. Click To Tweet
Something happened and I’m like, “I can do real estate.” I’m good at it. I like it. I enjoy it. I’m very social and I can sell. I’m an ops person, and I get stuff done. I started and worked with someone who is experienced in the industry. It was great. I learned about people management, team management, how to scale. I had hundreds of people working for me at one point in time. It was a formative experience. Also, how to create partnerships. How do you think about a business partner? You know this in real estate, it’s not about every last dollar. That’s short-term thinking. It’s about the long-term win for everybody where you all have to give up a little pain.
You’re working a whole bunch of hours. Let’s talk about what happened from there.
From there, I ended up buying an eCommerce business and fully remote team in the United States. For the first 3.5 years, I was working fourteen hours a day. No joke. It’s not even an exaggeration. It was affecting my marriage. I didn’t have a life, that’s for sure. The business went from $3 million to $5 million but at the end of the day, it wasn’t growing the way it should’ve been, and not to mention the problems I was having at home. I started offshoring to the Philippines. When you said the opening, “Not another virtual assistant,” I did that journey. Guess what happens when you hire and you optimize for costs? You get low quality because that’s low cost, even in the Philippines where the pricing is different. I went with my wife on a family vacation to take her parents to China. She said to me, “I hope you aren’t going to work on this trip.”
I’m sure that resonates with everybody. She says, “Why don’t you find someone to run your entire business out of the Philippines?” I said, “That’s not possible because I don’t know anyone that’s done it. I know a lot of successful people with outsourcing.” She said to me, “It’s 100 million people in the country. There’s going to be one. That’s all you need. One that can take over your operations.” “Okay, honey. Let me try.” I can’t argue with that. I interviewed about 100 people. I reviewed 500, 600 resumes and finally convinced someone who was chief of staff for a 100-person company to come work for my 6-person company. Within six weeks, I was working three hours a day. I was like, “What do I do?” Years later, it’s maybe 1 to 2 hours a week. That’s it. That’s vision stuff like, “Here’s what I want. Let’s do this. Here’s what the metrics say. Let’s talk about this. Execute that project.”
Delegate the rest to everybody else who can make it happen.
The lesson that I learned is we’re not special.
I’m so happy you were saying that. You wouldn’t believe how many times I say that. I hate to say it, but you’re not special. They just want your experience. The experience you’re going to give them through your process.
There are people who could do significant parts of our job better than we can. I’m a living example. I thought I was special. It’s one of these things where you have to come to a realization as an entrepreneur that if you look at anyone, you, anyone you know, anyone I know, the most successful people in the world is never a single person.
I always use Walmart. Mr. Walmart doesn’t greet you, check you out, stock the shelves, and do everything.
Name a famous entrepreneur. Everyone likes to say, Richard Branson. He’s a great example. He is not exactly doing all the work himself. I’ve learned this and I realize this now. He is creating this environment for success to thrive. It’s not your job to do it all. Once I hired out most of my job, what do you think happened? The business ran better. She hired better. Everything was more efficient. Most importantly, I have time to think. The business was growing again, and that was great. In the pandemic, which is for me the pandemic has a lot of parallels to 2008 in the real estate industry. For me, I’m in the wedding business or eCommerce is in the wedding business. All of a sudden, no business because there are no weddings. What I did was I said, “Why don’t we start an agency that is unlike anything else where we optimize for quality?”
The difference in what I did when I hired out my role is that I optimized for quality. I said, “Forget about the cost. I’m going to pay Filipino prices, but I’m going to go for a Filipino executive.” Once I did that, everything changed. I started an agency that does this now. It’s amazing because time and time again, the story that I had is the story for my clients where it’s like, “I didn’t know this was possible. No, I’m not pulling my hair out. They’re taking off more than I thought. I can have them do other things.” This was my experience too. Imagine if I came to work for you or you were working for someone else, the level of quality, you can get that because for under $20 an hour, you’re going to get a person with legitimate experience who can offload a task. They let you focus on what you do, which in this case would be for an entrepreneur, a real estate professional, sales or marketing.
For a mortgage person in the sales too, and the marketing piece of it. That’s important. I wanted to share your story because your story is the story of loan officers and some real estate agents, not all real estate agents. The barrier to entry in this has always been not having a lead indicator that says you need an assistant, but getting to critical mass and then hiring from a mirror like, “I’ll just hire anybody.” I was sharing this in a workshop. I had a two-day workshop and talking about this very thing. Halfway through the workshop, after I spoke about this, someone said, “I heard what you said and I was out. When we had a break, I went and I got some gas in my car. I ran into this twenty-year-old kid and he was awesome. I hired him.” “That’s not what I said.” “He’s going to be my mini-me.” I’m like, “No, he’s not going to be a mini-you. You could have him shadow you and write the code for who you need, but he can’t be a mini-you.”
Eventually, you will become a leader in a team if you're going to grow. Click To Tweet
One of the issues that people have is not having that lead indicator, and then it’s just math, “I have to hire,” and they hire the wrong person. They say, “I’ll never do that again because that didn’t work for me.” What is a better approach for someone who is feeling that they’re working 12 hours, 7 days a week, to assess whether or not they need one? The second part of that question is what do they need to have prepared before they even reach out to get a virtual assistant?
The first thing is what I tell everybody, divide your day into two columns. It’s a simple exercise and I do it for myself. It’s eye-opening. Strategic and tactical. Strategic is general tasks. Things that require your experience, your knowledge, and what makes you special. Everything else is tactical. Meaning the day-to-day grunt work type of things. You or I make money talking to each other. We don’t make money on anything that precedes this, let’s say booking me, or any follow-up things we need to do together. You’re producing the podcast. Everything that doesn’t make you money as a loan officer, that is tactical. By the way, that’s including processing and communicating with your clients. A lot of people in the mortgage business think client communication is strategic. No. In my opinion, if you had someone else, clients may think more of you because they think you’re bigger. They’re used to it. That’s the first thing, strategic and tactical, divide your day.
The second thing is to write a job description. When have you heard anyone writing a job description for a virtual assistant? People don’t do it. We do it for people, but people don’t do it. If you write a job description, now you have the list of what they’re going to do. Translate that into it’s a selling job as to why someone wants to come work for you, what they’re going to do, what their day-to-day is going to be like. If you do that, those two things will make sure not only are you ready to hire, you’re going to hire and attract the right person.
I want to go back to this because on this show and everyone knows, in my book I talk about finder, minder, grinder. I have a second category in between your two categories. That is the finding aspect because, in the industry of lending and real estate, there is a customer experience piece that requires a specific skill that is different from database management and grinder work. I love that you said, “The bottom line is just do it.” When you’re dividing that list and when you’re marking down the action that you took, that then becomes the job description written not in a bullet, but rather written out. It’s not I returned a phone call and I little Indian hashtag it. I did that 30 times. It’s not returned phone calls. It’s, “Serve the client’s needs by returning phone calls in a timely manner within 24 hours.” I love that you’re saying that. This is where people stopbecause, “I don’t know how to write a job description,” but that is the job description. Anything that you’re doing is a job description. Now you’re hiring for the job you want, not to panic. I was saying this, “You’re hiring for relief, but you’re also hiring for revenue.” You have to be aware of that. You can’t just get relief. To bring to your point, hiring for capacity.
You’re creating capacity. I agree with you. Think of this in a growth mindset. A lot of people get tied up and I was one of these people. When I was doing my eCommerce I was like, “This person’s going to cost $30,000, $40,000, $50,000 a year. I can’t afford that.” It’s not the right way to think about it, in my opinion. If you reduce what you have to do every day. Let’s say you free up six hours a day, not uncommon. That enables you to market and sell more. Think of it as a $3,000 a month investment. Let’s pick a ballpark number, $17 an hour. It’s like $2,960. You get a better person. They free you up. Do you think you can make another few thousand dollars a month? Yes.
As long as you don’t eat bonbons and watch Netflix. That’d be some of the challenges for people too. The reason they don’t hire somebody is because they don’t want to have to go out and sell. You mean, I have to work at being better at who I am and what I do as a professional. Something people have to look at is when you are freed up from your time, what are you going to do with your time? Making sure that you have your own tranche ready to go forward and that you can move it forward too. That’s a good point.
Since you’re going to have a lot of free time. Some people just want more time with their family. They’re successful. They’re grinding it out, and that’s okay too. That’s how you value it. When I talk about a growth mindset and I always tell people this, “Think about it like a 3 to 4-month payback. In 3 to 4 months, if you’re focused on your business and it’s not growing, they are contractors and you could always stop it. Maybe there’s something wrong with how you’re approaching your business.” That’s the other way to think about this. $3,000 additional income a month, especially if you’re in sales, is not a tremendous amount. I’m not saying it’s easy.
No, you don’t want to breakeven. You want to grow from it, or maybe you do want to breakeven because you don’t want to grow. You just want that free time.
For loan officers, you can make $3,000 more per client easily. It’s one close on the work but you have six hours of your day back. If you think about it like that, the cost, the payback is so minimal. Within 3, 4 months, I’m sure most everyone reading would see their business grow by not having to do the tactical stuff.
One of the other things that I know you talk about is hiring the right person. Let’s talk about your company because I could talk generically and say, “What kinds of questions should you be asking?” There are questions. When I think about, and not everybody, but a lot of loan officers and real estate agentscome in from being a teacher and the example of real estate agents right there. A lot of them were teachers and were military, and they go in that direction. Loan officers come out of college or come from some type of salesor banking background, and they’re going to come in.
They don’t necessarily have good management skills or leadership skills. Now their business is growing. I would say, this is for anybody. If nobody had any leadership skills, eventually you become a leader in a team if you’re going to grow. There is a lack of understanding of how to hire, who to hire, signs to look for, questions to ask, closed-end questions versus the open end. What are some tips you could give people in going through that hiring process? How long should it be? What questions should they ask? Do they assign a task to see if the person can finish them on time? Should they get samplings from a multitude of virtual assistants to make a decision on somebody? What are some strategies that people could be using other than, “I just need somebody, give me someone?”
First, let’s say you’ve written the job description. Do not hire without one, you’re destined to fail. Everyone has to look internally about who they are. Let’s say in my case, I have a tendency of, it’s a stereotypical entrepreneur thing, like shiny ball syndrome, “Look at this. I like this. I want to do this.” I have 70 people working for me and believe me, I’m all over the place. Who did I hire? I hired somebody who was clear, methodical, organized. For me, I know to be successful, I need that. If I hire someone scatterbrained, it wouldn’t work.
If you hire without a job description, you're destined to fail. Click To Tweet
Know yourself and say, “I know I work this way. Do I need someone to work this way as well?” Let’s say you’re detail-oriented. “I want someone detail-oriented,” or do you want somebody opposite? “I’m not creative. I want some creatives.” Think about the personalities and your perfect person. Write it down and then write down some questions that you think may draw it out. If you’re looking for someone detail-oriented, have them walk you through a process that they created and see how detailed they are at explaining what they did at previous jobs. It’s a great indicator. You can ask people to do tasks like a test. What we say to clients is give us one of a couple of things. One is give us three questions you want to ask the client or record a video and what will help you filter. This will help filter, even though they’ve been interviewed. Two, depending on the role, give us a task that you’d like them to do that takes an hour or less so you can see the work quality. Now, you start to get a little more unbiased opinions.
I want to add, and I know you have this as part of what you do as well, but also the timing on it. I always feel if I’m interviewing somebody that’s like dating. They’re going to put their best foot forward. If I want that task done, it’s one thing to ask for the task. The other is to say, “Have it done by 2:30 tomorrow afternoon.” If it’s not done by 2:30 tomorrow afternoon, and they’ve not communicated that they don’t understand something, then that right there is a sign for me that this is when they should be impressing the absolute most. If they’re not going to get the task done to get me to hire them, then the likelihood is they’re not going to get the task done when they’re hired with us.
That’s a great idea. You do have to put a finite like, “Have this done by then,” but also make sure it’s realistic. You’re asking someone to rewrite the universe. By the way, it doesn’t have to be paid. Especially when you start talking about remote work, people are just used to like, “How do I know that you know how to do this? Let me see a task that would give me an indicator.” I do it all time and it’s very typical.
I’ve done it too. I’ve done it with five people saying, “I’m only going to hire one person. I have five people that I’m working with now. You’re all getting assigned the same task and whoever gets it done the best in the timeline I have asked for, you don’t have to get it done sooner, just be in the timeline, that’s going to be the person that gets hired.” The incredible stuff that comes out of that is unbelievable.
People don’t interview as well. Now you’re seeing work product. At the end of the day, that’s what helps. It may be for some roles it doesn’t make sense to do it but for a lot of roles, it may.
In sales, there are open-ended and close-ended questions. Tell us about how that works in the interview process with people. How do you find that having open-ended questions like for example, you said something about details? Most people would say, “Are you detail-oriented?” “Yes.” “Okay. Good. Check.”
Ask some questions where answering the question would give you evidence that they know what they’re talking about. Let’s use detail-oriented. Let’s say you’re talking about a project manager. Something as simple as, “Walk me through how you create a project plan.” That’s going to give you a lot of indication if they are subject matter experts. “This project you listed, walk me through that. How did you create the plan? What was your role? Where did it go wrong? Where were the KPIs, Key Performance Indicators, so on and so forth?” As they describe things, are they describing them in a big picture? What are they doing and does that give you an indicator?
Other things like when you’re screening for personality, how do they answer a question? Are they direct? Are they evasive? Are they like, “Are you detailed-oriented?” “Yes.” What do you like to work with? Maybe you don’t care. Maybe you just want somebody to get the job done. Maybe you want someone you can have a rapport with. Do all those things. I can speak for the Philippines remote staff in general. Once you figure all that out, you interview, especially talk about offshore. If you’re doing it on your own, 12 to 18 months’ worth of learning of hiring and firing. You’re going to have to make an investment in time. You’re not going to hire someone on day two. If by day 30, it’s not working, let them go. For me, I’ll do it within the first two weeks.
Expect that cycle. It’s very normal. It’s a skill. You have to learn how to do it if you’re doing it on your own. It took me roughly eighteen months when I first started using virtual assistants or remote workers to get it done. The light bulb was once I optimized for quality, all of a sudden, I hit it out of the park on my first try because I just went with a professional. That’s the key thing. Pay up. Do not listen to these people that say, “I’m going to give you someone for $5 an hour. It’s going to change your life.” They’re lying to you and they know it.
I was thinking also is that when someone does hire someone and they have to let them go in two weeks, there’s a belief system that we developed that says, “I can’t hire. I’m not good at it.” Give yourself some grace to learn from the experience, not avoid it but dive in and lean into it. Do the thing because that thing will get you further and further along. Wouldn’t you agree with that as well? I see it a lot. I already tried it.
It’s funny that I’m in the hiring business now because I was a terrible person at it. I believe, “They’ll figure it out.” No, that’s not the way you hire. Hire, fire, and learn. You could shortcut that but it’s going to take time and just recognize. Give yourself some grace. It’s okay if it’s not right on the first try. The question is, why did you hire poorly? Was it you? Was it them? Was it both? Did you not structure it? Once you hire someone, you need to onboard. Go through their tasks, use a task manager. I know a lot of people don’t like to use it. They’ve got to use a task manager.
Use a task manager, make it clearly defined tasks. If you have procedures you want them to follow, don’t just say, “I want you to answer my calls or do my email.” That doesn’t help. Here’s a key tip, record a video for every task you want. Don’t write it down because you can speak it much quicker. It’s much easier for you. You have a library of how to do things. Whether it’s this person, the next person, they can look at the library and say, “Do my email.” You say, “Do my email.” They look at the email video where you explain it to them. It’s easy to make. They’re plugins. They’re free. You just click and you start speaking and record your screen. Those are other things you can do to be successful.
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I think so too because I know it’s very taxing like, “Give it to me. I’ll go ahead and do it, and then who’s working for whom?” I say it all the time. They’re like, “It takes too long to teach him.” Create a tutorial library. I talk about it all the time. Do a video library on each little topic, doing it twenty times too. Don’t just say, “Here’s how to do an email.” At least in the mortgage business, you tell someone, “Here’s how you lock a loan.” Inevitably, when you go into lock and you’re recording your screen, there’s going to be something missing and you’re going, “Now there’s something missing. Let me stop recording and give them the perfect lock.” Instead say, “We’re locking this and I’m missing some things. Let me show you how I’m going.” I’m retrieving and show them 50 different versions of it so they can see how to problem solve on their own. One of the questions I want to ask you is, how does someone who’s hiring happy-go-lucky people most of the time. We’re talking of loan officers and realtors, and we like them. I like them. I want to bring them in because I like them. Help us get over that hump.
You have to like somebody. At the end of the day, you’re paying people money, so they have to have that skill. Liking them is great and all, but look at what they’ve done in their experience and realize that just because, “I was able to figure it out,” that has nothing to do with anybody else. You were able to figure it out. Don’t hire random people.
Including your niece, your daughter, your daughter-in-law, my brother’s best friend.
Nepotism is the worst. Forget it. You’re optimizing. It’s no different than getting someone off the street and say, “They smiled. I knew them since they were a smart kid.” One has nothing to do with the other. Don’t think only about when you have to hire them. What about firing them? When you hire someone you know, if it doesn’t work out, which there’s a 90% chance it won’t, you’re going to have to fire them and how’s that going to work?
They will leave you for other reasons to pursue things that they wanted to do, and that’s creating problems too.
You need to look for a skillset. What is this person going to do? Have they done it before or realistically, can they do it?
Let’s talk about your company as we close out our time. Your company is Extend Your Team, which I love. That’s what you want to do is extending your team. If someone is interested in doing this, who’s there to walk them through this? Who’s there to hold their hand as they go through it and say, “That’s it. I’m going to bite the bullet. I’m going to do this, but I need some handholding.” What does that look like with your company?
They would get on a call with me. We would understand the problem they have. Once we determine it’s a match, then let’s assume they decide to go forward. From that point on, the team takes over. Someone will write up a job description based on what we talked about. They’ll approve of it. We start searching for someone, the right person for you. We don’t jam someone down your throat. It’s literally, “Who are you? This will be a match. Here’s a skillset. Let’s find someone that meets your needs.” That process will take a few weeks to find someone. Let’s assume it all works out. You like the people we find, then we have an onboarding team who will help. This is the key here. They will help onboard them properly. This is we setting up tasks that will be organizing them, organizing you, make sure they have the right software.
Every step of the way for the first 30, 60, 90 days, making sure and touching base with you that you’re getting your needs met. Is everything clear? We work with the remote worker. Is everything clear for them? There’s a team supporting you. You’re not on your own. This is the stage where even if you hired the right person, you could fail very easily because you don’t know how to make them successful. Here’s where we come in and help you as much or as little as you need. After that, keep on going and be successful.
I love the fact that you help write the job description, help with the onboarding because there’s a learning curve. What do you think the learning curve is for someone that’s never had an assistant or never hired anybody? What do you think that the learning curve is for them personally? It means that your assistant will give you some relief in time, but then you have some time that you have to learn as well. Where does that finally hit? I’m sure everybody’s different. You’re going to tell me it depends on their skills, but generally, where do you see that happening?
Within the first 90 days, and I would say between day 30, day 90. We don’t hire junior people. We’re getting somebody who has experience. It’s a little different. They can help get the best out of you. Now, you’re going to have to let go. They’re also going to be able to get things going much quicker than say a junior-level person. The key is when you hire overseas, over-hire because you can afford it. These people will help get the best out of you, not just the other way around. Honestly, within the first 30 days, you’re going to see a dramatic difference. Within day 90, everything will be humming.
I love that because as we start heading into the spring market, for those of us that are in markets where there’s snow, there’s a change in the market that happens in the spring. As we’re starting to head to that spring market, now is the time to do that. Now is the time to put those things into place so that you can be hitting the road running and enjoying the summer, as opposed to letting your family go on on the boat, let them have the fun weekend while I sat in the house and worked all weekend, taking care of things, which is my story. I was standing on the boat with my cell phone waving and saying, “Don’t splash me.”
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Many of us are like this. I get it. Every entrepreneur gets it. I know people have talked about virtual assistants, remote workers. Throw that out of your head because everyone’s remote now. Your opportunities are endless and we don’t have to be those people. I was that person. I didn’t have to be but that was a choice. There’s a better way or I would say a different way. We just build a team. We do it affordably and reasonably. We have to be willing to do that. The pain of change has to be less than the current pain we’re feeling, and it is. You can have a life and be a successful entrepreneur. The media is saying, “Look at these entrepreneurs, they grind it out a million hours a day.” That’s the media. That’s a story. That is not reality. It doesn’t have to be.
I’m putting the quote down so we can quote on that, “The pain of change has to be less than the pain ofcontinuing on.” We’re going to have a link for people to get information if they want to get ahold of you. Whether they do or not, this is a great conversation and topic for people because I hear this all the time, “I need more leads. I need help with operations. I need more time, time management and issues.” All of those are signals. There’s something called CPC that I learned from Greg Reid who is the CEO of Secret Knock and part of a mastermind that I’m in. We have clues, we have patterns, and we have choices.
There’s one clue, “You’re busy this week.” That’s a clue. When you’re busy every week and every day, that’s a pattern. It’s time to make a choice whether you’re going to continue that. It’s not sustainable because everyone comes to that conclusion at some point. It might be a year for some and five for others, but they’re going to come to the conclusion, and now it becomes a choice. That’s why I wanted to bring you on because I felt like this is something people need to understand. I was on the phone with a client and she goes, “I know you’re going to tell me that I need an assistant.” I go, “I am going to tell you that because that’s what you need to get out from underneath of what you’re dealing with.”
I did it for 3.5 years where I was crushing my eCommerce business and finally, I had enough. My pain tolerance was 3.5 years.
Guess what mine was? It was almost twenty. I’m a big fan of delegating. It’s not driven by delegation, not driven by where you’re shocked and awed when it happens, but real concise delegation that works properly to help move you forward. Is there anything you’d like to leave our readers with?
Remember, you’re not special. When somebody focuses on all the tasks that suck up your day, your life will be better and so will your business. It doesn’t matter what it is or who it is. Change is possible. You just have to take the first step.
Thank you so much for spending time with us, Matthew. I appreciate it. I want to let everybody know, if you want information about Matthew and his company, you can use all of the links that we have.You can find him on LinkedIn, Facebook, and all that good stuff. Don’t just read the episode and move on to the next one. Consider this, sit down and think about it. Do a strategy versus tactical. Do a finder, minder, grinder. Do some visioning, write out some roles, tasks and things so that you can start moving this forward faster than slower. Your action item is to ponder this. Don’t just read and move on. Matthew, thank you so much for being here. We appreciate it. We’ll catch you next time.
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About Matthew Yahes
Holly Cross, a mortgage loan officer in the corporate office, located in the Greenbrier area of Chesapeake, has over 9 years of mortgage experience. Cross has over 12 years of customer service and sales experience, and entered the mortgage industry in 2006. Holly began her mortgage banking career as an office manager and quickly assumed a processing position. Holly’s innate attention to detail and ability to connect with customers, allows her to successfully interact with builder and realtor referrals. While maintaining her processing position, Cross began her quest for the ultimate goal, becoming a licensed mortgage loan officer in 2011.
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