Conversations that Matter, Episode #4 with Kelley Skar

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Meet Kelley Skar!: A very dear friend; an amazing Realtor® with CIR in my home town of Calgary; has recently also taken on a new role as CMO at Repree (an online document solution); a dedicated family man; husband to his amazing wife Sabrina and father to twins and he joins us from his parents home while on vacation 🙂

Kelley is ALWAYS innovating, iterating and staying ahead of the curve! I’ve watched Kelley build and design his business over the years incorporating tech, embracing the changes, and building a powerful team.  We share many of the same beliefs of the value of an agent and Kelley was generous enough to share how he’s structuring his business with a Team Charter (LOVE that!); how he’s a BIG BELIEVER in coaching; how the Team model has a role to play in “raising the bar” in Real Estate and what’s next for he and his team.

“I’m there to help my agents move forward, not just with the next deal but with the next phase of their career.” ~ @kelleyskar Tweetable 🙂


Teri:Welcome Kelley Skar. This is Conversations that Matter. The reason we’re hosting Conversations that Matter is because we want to dig a little deeper into people who are living on purpose, share some of our experiences, some of our challenges, and get to know the person a little bit better. This is conversations in life and in business. I want to welcome Kelley. Thank you so much for being here. Kelley Skar is a very dear friend of mine. We’ve known each other four years. I think the way we met is when you came down – we had been following each other online for quite a while, and you came down to hear me speak.

I think it was literally my very first time on stage in Bellevue  down in Washington. There’s this crazy kid from Calgary that followed me down to hear me speak in Seattle at Agent Reboot, What a Hoot. Welcome so much. Big time realtor in Calgary, father of beautiful twin children; that’s a big part of who you are. Married to a lovely lady who’s about to deliver her master’s thesis tomorrow. Go Sabrina, good luck! Welcome, Kelley. Thank you so much for being here. 

Kelley:You bet. Thanks for having me. 

Teri:I think you’re visiting your parents’ house.

Kelley:That’s right. We’re down in Creston, BC right now. The kids and I are here visiting my folks. Sabrina, as you mentioned in the intro, is actually in Spokane. She delivers her master’s thesis tomorrow, so hopefully she nails that. Not hopefully; I know that she will nail it and we will be done with this portion of her journey. She will begin the next journey come September. Another two years and we’re done.

Teri:Which is amazing, and part of the reason I invited you to join for Conversation that Matters is because I watch the two of you who are these power parents, who are so involved in your kids’ lives while you’re doing all of these amazing things in business. Sabrina, your wife has been pursuing a higher education. It seems like it’s been going on for quite a while.

Kelley:Two years.

Teri:Two years. Then, you have – I’ve watched you take your career –  we were at the same place about six or seven years ago, and you just completely built it up. Now, why don’t you share where you are in terms of your business right now?

Kelley:As far as business is concerned, I’ve got a small team of agents here in Calgary. We have Paula Carr, Jessica Fox, Agnes Toiles, Rico Collinear has just joined us. There’s five of us altogether. We have our client care coordinator as well as our administrator who looks after all of our paperwork, fills out our trade record sheets for us, and makes sure that all of our paperwork is complete and sent in. Total number of people are seven of us. 

At this point right now, we’re on pace to do about 85-90 transactions this years which isn’t massive. We’re not a super team yet, but we have very ambitious goals as a team to grow by 30 percent year over year. It looks like we’re probably going to eclipse that this year. Last year we did 55 transactions. If we get to 85, that puts us about 40 percent growth year over year. 

Part of that has to do with the market. Obviously, the market is very good here in Calgary. Sales are definitely up. There are a lot of buyers in the marketplace. Prices are also up. Interest rates are down. At the end of the day, I think what is propelling us forward is our overall vision for our team and what it is we bring to the table for our clients. 

Teri:You just said a word that is one of my favorite words which is vision. This is interesting to me. How does one create a vision that specific? Where did that come from?

Kelley:This wasn’t something that happened over night. What happened over night, it seems now looking back on it hindsight being what it is, was I went to a conference last October down in Charleston, South Carolina. It was a boom town unite conference which fundamentally changed the way that I was going to run my business, pretty much through 2012 and 2013 I was much focused on the “me” as opposed to being focused on the “you”. What I mean by that is being focused not only on my clients, but also on my team members. Making sure that the team revolves around them and not around me, and providing value to those team members in terms of training, technology, systemization, and having the administrator look after things. Essentially, take everything off of their plate so they can do what they’re good at. That’s showing clients properties and writing offers. 


Kelley:That was the first thing. I went to this conference in October of last year. I came back from that, and hired a coach through Richard Robins International.

Teri:Oh did you?

Kelley:Yeah. I interviewed probably four different coaching companies (I won’t mention them by name) but there were some coaching companies that were very expensive to get set up, and some coaching companies that promised “customization of a coaching plan for you”, which I found ironic because they also preach “systemization.” If they weren’t systemizing that part of their business, how could they possibly customize something for me in my business? The reason why I chose my coach and Richard Robins in particular was simply, because I got more value out of that hour and a half long conversation than I got out of all of those other four conversations put together. 

Our free coaching call was only supposed to be a half an hour, and it turned into an hour and a half. All that she did was listen, and that for me was really powerful. From there, she helped me in creating a team charter to determine what our future focus is and determine what our values are. I put a lot of what I value, and what I hold dear in my own life into our team. We hold each other accountable by following this team charter and making sure that everyone is not just following it, but they’re achieving something within that charter week over week. 

Teri:Right. Love it. Even the word “charter” just has this power to it. There’s something really inspiring around that. The idea that your team has a team charter and gives everyone a clear vision about where you’re going – and there’s probably a lot of buy-in I’m guessing. If you’ve taken the time to really define what the team is about, where we’re going, then I would imagine the team members are very clear, and on some level they’ve taken some ownership of the team as a whole.

Kelley:Absolutely. Things are about to change a little bit when I get back to Calgary next week. Currently, right now we meet three times a week. We meet Monday, Wednesday, and Thursday. We have what we call a “team huddle.” We huddle for about 15 to 20 minutes. We talk about our challenges. We talk about our wins. If there are issues that they’re having within their own business or specific deals, we try to work through those things collectively. We also talk – I hit on the charter. I hit on the future focus and talk about those certain things that are going to drive us through the next few days, and basically we get out there and start prospecting. Everybody breaks up. We stay within the office, but everybody occupies a different space and we start making phone calls to our database. 

Essentially, the reason for that is not just to increase business but I know full well – I am not naïve enough to think that my agents that are working with me right now are going to be with me forever. I come at this from a very strong apprenticeship trades type background and a firm belief in this, that I am a there as a team leader to help my agents move forward not just with the next deal, but also with the next phase of their career. I know full well that they aren’t going to be with me in five years. It’s just not going to happen. I’m not naïve enough to think that. Even though I think I’m a great guy and an awesome team leader, I am not naïve enough to think that they are going to stick around. What I want to do is make sure they are armed to the teeth, so when they do leave my team they’ve got a really good foundation to build off of. Really try to raise the bar within the industry and do it one agent at a time. 

Teri:Oh, I absolutely love that. I think that probably what ends up happening too is you’ve created this place where agents who graduate out become their own super stars. I would imagine that would be pretty good for the Kelley Skar team brand.

Kelley:Sure it will. I guess we’ll have to wait and see how that plays out seeing as how we’ve just created this whole vision, this whole team within the last eight or nine months or so. 

Teri:There must have been some challenges along the way. This isn’t just a cake walk, right? 

Kelley:Absolutely. The biggest thing for me was at the end of last year, was realizing that I was in this business for myself. Once I came to that realization and realized that – it’s funny because I guess I think to a certain extent, most agents are in this business for themselves. They aren’t in the business to service their clients. If they’re a team leader, they’re in the business to do 950 or 1,050 transactions when ultimately they forget about the people that are getting them there. It’s not that singular agent, it’s their team.

Teri:We tend to be very transactional in this industry, very outcome focused. 

Kelley:Sure, which is something we do not advertise. That’s something that I talk to my client or my agents about at length. Everybody’s on Facebook. I’m trying to get everybody onto Twitter. You will see, if you follow Paula, or Jessica, or Rico, or follow Agnes; not one of them posts anything about their work, although, all of their friends and family know that they’re in real estate. We don’t post things like, “Geez, I’m really busy right now. I got two offers on the go. I’m out showing, and this, that, and the other thing.” I look at that in a social space as, “Nobody really gives a shit.” Right? 

If you and I were sitting in the same coffee shop, and we’re having a cup of coffee, and you were telling me, “Kelley, I just went out and wrote two offers this morning. Now I’ve got to go and show properties – busy, busy, and busy.” What do you think my reaction to that would be? It’s the whole idea of talking about what we have on the go, the transaction based conversation. 

The conversations that I’d really like for my agents to have in the social space is how they were able to achieve something, or how they were able to help somebody through something. That’s the whole idea of this business, is we are those advisors. We’re not really sales people. That’s what we’re trying to get away from is the sleazy salesperson. I want to be known as more of an advisor than anything else, and helping my clients to achieve ultimately a new property or the sale of their old property and getting into something new. 

Teri:Absolutely. When you bring in your new team member what is the process you walk them through to get their head on straight?

Kelley:The interview process isn’t just me sitting down with them saying, “Okay, what are your goals” that’s definitely part of it, but we have them do a personality test as well. The whole reason for that is because I want to make sure that they’re going to be able to jive with the other members on our team. It’s nice for me to be able to sit back right now and see the different personality types that we have based on their color. There’s orange, blue, gold, and green. The oranges that we have on our team are very people-focused, but they’re not detail oriented. The blue people we have on our team are very process oriented, but there are definitely people who aren’t. It a good mix of the orange and the blue, right? Then, the blues don’t necessarily tend to get along with the oranges or the gold. It’s because of that fact that the oranges are lax on their paperwork, and the blues are very detail oriented, so they’re just not going to get along. 

Teri:I’m guessing you’re a blue. 

Kelley:I’m definitely a blue, that’s correct. I try to get a good mix of people on the team. Most of the agents that are on our team are relatively new. Rico just joined us here last week and he has about four or five months in the business. He got licensed in February. This isn’t by design. By the end of the day, most people that are in the business for five, six, or seven years don’t really want to join a team because they don’t want to give up X amount of their commission. They’ve been around the block for too long to actually want to do that. 

I’m taking them through the process. We sit down. We go through the team charter. I go through the contract. I go through the commission splits, all of that stuff. I ask them to fill out the personality test, then from there we break. They go off and do their personality test. They get it back to me. I say listen, “Read over the charter. Read over the splits. Read over everything. I want you to be totally clear and have clarity the next time you call me because I want you to be asking questions. 

The next time they call, we usually set a meeting, we go in for another coffee and they have questions. If I can answer those questions and they feel comfortable moving forward, then we sign a contract. If they don’t, then they move on, and I move on, and there’s no hard feelings.

Teri:Let me ask you this. Do you think there’s room in the industry – everybody’s talking about the power of teams right now and you know I’ve always been a big believer of building teams, but it does seem to be a challenge in terms of how sustainable they can be and how much buy-in there is. There is this understanding that someone – I don’t necessarily agree with that, I think there are certain personality types that never did want to chase the business. They just wanted to be part of something that was going to be more of a secure income situation, so I do think there is that sort of model. 

Maybe an interview for people specifically that are looking for that – doesn’t sound like that’s what you’ve built, but I’m wondering if it’s like a good life team model where it’s like, “Let’s build a company instead of just a team. Let’s operate as if it were actually a company and my agents are my employees.” Do you think that has any merit? Is there any room for that kind of a model?

Kelley:Sure, I think if it’s done right. My dad was a realtor for 25 years. Obviously, I’m here with my parents and we had some pretty good discussions around this last night. We were talking about disruptors in the industry and what the previous business brokerage business model was prior to RE/MAX coming onto the scene 30 some years ago. They fundamentally changed the way that brokerages do business. Prior to RE/MAX coming in (this is specifically from my dad) the brokerage model was on a split system. You join a brokerage and all of a sudden, you’re getting 70 percent and the brokerage is getting 30 percent, but the brokerage is providing you with leads, office space, a telephone, training, signage, and business cards. It’s a massive amount that they’re giving you for the money that you’re paying them. When the RE/MAX model came in, it fundamentally changed the way the brokerages are doing business. 

Being at the T3 event earlier in April, I had an opportunity to have some really great discussions of what’s revolving around this. It seemed like the big brokers that were on stage, the Richard Smith’s, the Dave Linegar’s, and the other guys from Century 21. They really seemed like the raising of the bar fell on the association level. I fundamentally disagree with that. I think the raising of the bar starts at the brokerage level, and maybe going back to what we had before this disruptor came into the market place and giving up a piece of our commission for a massive value add. I see that model now within that team structure. I think there’s a lot of talk in this space right now about teams and about mega teams, and them being the smaller almost a brokerage within a brokerage. I think that’s where it’s going to start. I’m hoping as these teams start to evolve, and the value they bring to the table that the brokers will see, “Well Jesus, these guys are really raising the bar because they’re training and doing all these other things, providing this, that, and the other thing.” Either the broker is going to look at that and say, “Whew, I don’t have to do that now because John is going to take care of that” or the broker is going to look at that and go, “Well geez, I’m missing out on a massive income stream here where I could be providing tremendous value to my agents and collecting more of their commission.”

Teri:I completely agree. I was like, “Let’s dig deeper into that” because that’s a deep interest of mine. What is being provided – particularly my heart goes to newer agents who are just licensed, they come in all starry eyed, and they’ve got their license and their business cards, and they’re ready to go. I think there is this collective idea about what they think they’re going to be getting, at whatever brokerage they decide to join. Then, they are proceeded to be taught how to write a contract or a little bit of sales training, but really there are very few brokerages that are offering training in how to build a business. 

For instance, everything that you’ve built I know you’ve learned through hard work, study, conversations like these with people in power who have already tried and failed tried and failed. I know you and I have both worked really hard at learning where we’ve come to today. We’ve spent the time learning that. 

Particularly, from your point of view because you have built it from the ground up, and I think that has a lot of merit. What do you think brokerages should be offering? You switched brokerages since I’ve known you. You’ve joined CIR and Calgary and you did that for very specific reason. What was that?

Kelley:The biggest reason was I’d sent a proposal into the manager, as well as the regional manager for the brokerage, and the proposal was for me to develop training courses on technology and sales training. I would retain proprietary control over the content that I was going to create. I was going to create the courses, and then implement and start training the agents. 

The other ideas that I had, that I was more than willing to bring in were things like arming ever agent with an iPad. How do we do that? Let’s set up a program where maybe they’re offered an iPad when they sign up with us. Maybe they’re offered an iPad and it comes off their next commission check, so they’re not actually out of pocket for it. What happens from there when they actually get that device? Do we just give them the iPad and say, “Here you go, play angry birds”, or do we actually train them on how to do it, and how to operate their business virtually?

Teri:Absolutely, which I think is such a vast amount of information. I just had a call from a guy yesterday in Costa Rica who is struggling to learn, and this is typical it’s just this state of overwhelm. There’s so much for me to learn in terms of systems, and tools, and all those things. Really, the brokerage should be I think, guiding them through that process.

Kelley:Yeah, the reason why I left was because nobody wanted to work at it. Nobody wanted to entertain the idea of having that training within the brokerage. For me it was unfortunate for them that they didn’t take advantage of what I brought to the table, what I had struggled to learn over the past three or four years previous to that, and for a nominal fee. We’re not talking a huge dollar figure here especially for a massive brokerage. They decided not to go down that route. They decided to completely ignore it. From that point, I decided I was going to take my career to another level and join a company that has the same value match as me, and the same vision that I do. 

Quite honestly, that was CIR. They had everything in place that I was trying to bring into that other brokerage. They have the model. They have that business model where they’ve got managers that don’t compete, which fundamentally I completely agree with that. They’ve got managers that don’t compete with you as a sales agent. They also have a massive amount of training on their virtual office. Videos that are live for you as an agent. They’ve got virtual training in their classrooms. They put on training at least once or twice a week on different topics. They have this really great Monday morning meeting where we have 600 agents – on average we have 120 to about 150 realtors, a quarter of our agents – that’s powerful.

Teri:Virtually, online. 

Kelley:I’ve actually sold property before they’ve actually even hit the market to agents that have been in those meetings just by being able to network with them online. 

Teri:That’s great. I love that. It’s very strong, very progressive. Don’t you find – I’ve always thought too that brokerages around here are just looking around to say, “He’s not doing it. He’s not doing it. Why would I invest in that?” They’re just all reactionary versus, “Let’s be proactive and create something with some vision.” To cut them a break, let’s do that. 

Let’s cut them a break and look at it from the other angle. We have just come through a difficult challenging period where a lot of brokerages were losing agents left and right because people were falling out of the industry. They just couldn’t swing sticking around. I know the Calgary market has been fairly consistent. We’ve been fairly strong too, but we definitely did see some turnover. From their point of view, particularly if they are selling not just managing, I think that’s a lot to carry. By the way, they’re just people too who are trying to figure it out, so let’s cut them a little bit of a break. Where I definitely side with you is, I was in the exact same situation. I was there ready to give it away for free to my brokerage, and they didn’t even get it yet. They just didn’t see it. I think they thought I was out there playing and just having way too much fun to be taken seriously. It was just missed and I’m wondering – when do you think they’re going to wake up? CIR is clearly progressive and had strong vision for quite a while. I think there are pocket companies here and there that do have that. Overall, industry wide particularly in Canada, we’re pretty slow up here. What is that do you think?

Kelley:I can’t place it. I’ll just give an example. I’m working with an agent right now on a listing that we have, and every time she sends me communication by email and sends me a document back she sends it in a tif file. I finally got to the point where I said to her, “Go to a Staples, spend 25 cents and use their fax machine. Please do that for me because I can’t handle it.” It took me an hour and a half the other night to convert an entire document from a .tif file into a pdf so I could actually submit it to my office.

I think there is always going to be in every market there’s always going to be a very small percent of the agents that are the tip of the spear. That are going to be technologically superior to the other agents. In that, they are going to be able to build their business, and build their brand based on the knowledge they’ve been able to obtain. I’m not saying that those agents are any better than the agents that have been around for 20 years that have built a very good, robust referral type business model, but at the end of the day that agent that’s been in the business for 20 some years, if they aren’t embracing some form of technology they will be dinosaurs faster than they will actually become dinosaurs. 

Things such as, learning how to use a scanner and scanning it into a PDF is something this agent should have learned five to ten years ago. 

Teri:Just send her the app. You can do Jot Not Pro right on your phone now. Take a picture.

Kelley:Exactly, but I’m afraid if I do that, I’m going to have to spend three hours explaining it to her, so that isn’t going to happen. As far as a brokers model and when are things slowly going to start to change. I firmly believe that so long as the discount brokerage model exists there will be a place for the agent that is going to do two, three, and four transactions a year. Until that business model is no longer in existence, I think we’re going to have a heck of a time. It’s going to be a very long, slow road where the brokers are going to start raising the bar and providing more value for what they’re actually charging the agents. 

Teri:This is where it gets interesting for me. How are brokerages attracting and retaining agents? What is it that they are doing that they consistently have been doing before? I feel like you end up going to brokerage A, B, C, or D that happens to be in your immediate vicinity where you want to do business. I think at some level it falls back on the agent. 

It’s like, “You guys. You have to”, but that’s where it gets tricky because they’re new and they’re counting on us to show them what to expect. Here, a new agent comes in and they just go, “Well, I’ll go to RE/MAX, or Royal LePage, I’ll go to CIR and Calgary. I’ll go to whichever one decides to give me the best deal or it sounds the best, that’s where I go and hang my license.” How do we even train people to know what questions to even ask? How do we get brokers to even know what should be offered and delivered to help make them more successful agents?

Kelley:Quite honestly, I think the brokers need to start talking to some of the team leaders within their marketplace. We’re trying to build a really great brokerage here. We want to get some ideas from you as a team leader within our organization. What is it you guys are doing to attract agents to your team that we aren’t doing to attract agents to our brokerage?

Teri:What would you say to that?

Kelley:I would say, first of all you’ve got to create a charter, create that vision, and figure out where it is that you’re going with this brokerage. What value are you going to bring to the agent? From there, how are you going to help that agent to be successful?

Teri:I love this. Don’t you think it ties back to – if I were a broker, and I wanted to open a brokerage I pick my brand, right? I decide either RE/MAX or Royal LePage, and I pick that because there is some recognition with the brand. It’s sort of the same thinking isn’t it?


Teri:If I as a broker pick that brand to open, then I’m going to assume people are going to come to my brand based on whatever my idea of the brand is. There is no personal charter. 

Kelley:I think the problem goes back to the big box brokerage. The RE/MAX, Royal LePage, Century 21, Coldwell Banker, or Prudentials, they all offer their own package to that broker that wants to open a Royal LePage shop. They say, “Okay, we’ve got all this great training on the back end. This is your value. This is what you bring to the table.” It’s like owning a McDonald’s franchise. When you go to McDonald’s University they’re going to teach you how to make a cheeseburger. It’s not like making a cheeseburger at home on your barbeque it’s completely different; it’s a system. 

It’s the same thing with the big brokerages. They’ve got their own systems in place and a lot of times they don’t want you thinking outside of that box. They say, “Why waste time doing that when we’ve already packaged it up for you” even though you could probably be doing things a whole lot better. 

I think from that standpoint the broker has got to be open to the idea of creating their own systems, their own training, bringing that in-house, and hiring the right people to be around them to do that. Whether you bring somebody in from the outside to be your professional development manager, or whatever you want to call them, and they are going to be solely responsible for training the agents. 

This happens a lot. I see some of the bigger name brokerages in our city that have between 50 and 100 agents it’s usually one of the realtors that’s acting as a trainer, acting as the tech trainer. I look at that and think to myself, “First of all, you as an agent should be out selling houses you shouldn’t be helping train your competition. Second, as a broker you owe it to that agent to provide them something of value because they are paying your wage.” This all goes back to the vision I have for my team. The team does not revolve around me it revolves around the team. That’s the underlying factor, I think in the brokerage model of where it’s broken. 

The brokers are looking at, “What can the agents bring for me?” It’s not the other way around, “What can I bring to the agents?” If they get around that mindset, where they’re going to be able to provide something of value like attracts like. People are going to be searching for that type of brokerage, where they’re going to get a maximum amount of return for the investment they’re putting in to the brokerage. 

Teri:I couldn’t agree more. That was so well said. We could go on, and on, and on with this conversation I know, but we’re running low on time because you have an appointment. There was a couple other things I thought I would love to dig into just quickly. One of that is that you’ve got these twin kids and you’re a dad. You’ve developed quite a community around being the dad of twins, haven’t you? 

Kelley:Yeah, I love my kids and I love posting pictures and videos. They do crazy things. Through social if people are looking for me online they’re going to see obviously he’s got a family, he’s a dad, and he looks like he’s got strong values. I don’t know that he does because I haven’t been able to speak to him. If you look at a lot of the stuff I write about, and the way that I write and do video I obviously do have strong values. I hope at some point that will resonate with somebody where they’re going to trust me enough to do a transaction with me.

Teri:Exactly right. Michael Thorne and I – 

Kelley:Let me quantify that for just a second. I’m not using my kids to build my business but if they do wind up finding me online they’re going to find a lot of pictures and videos of me posting about my kids because I’m proud of my kids. 

Teri:It’s just who you are I think is the bottom line. The reason I brought that up is because Michael Thorne and I had just been on a panel at Aria here in Vancouver a couple weeks ago. One of the questions that was asked was, “Do you think it’s appropriate to share yourself through your business?” One person on the panel was like, “I fundamentally think you should separate personal and professional.” Most of us on the panel were like, “Yeah, no, we fully embrace and expect you to share who you are.” Here’s the thing, you’re talking about what you believe and your values and those are the things that inspire me and attract me. They attract me to you because we share values. We share interests, and I believe we share our beliefs, and where we’re going, and the kinds of things we like to do. I am a firm believer when you share pieces of yourself particularly when you’re vulnerable and say, “Hey, these are some of my challenges, these are some of my successes, and this is what matters to me” really honest and open, and that really does open the door to trust. 

Kelley:You were talking about story-telling earlier before we got on the call, and when I’m sitting down with a client a lot of times I will break down the contract, or break down the transaction in such a way where I will describe a type of transaction that happened earlier in my career and tell that story. One of the stories we were talking about is the ability or if you’re not able to close on the property on time, take possession of the property on time, you could wind up getting hit with a levy of some kind by the seller. That actually happened to me one time in my career and I’m able to tell a story around that to effectively explain that portion of the contract.

I think if you’re separating your personal life from your business life, and everything is always about business. People will start to get turned off from you because they’re just seeing you being laser-focused on the business and not actually able to crack a smile. Ultimately, we are in the people business. We are there to serve. If I’m going to be business all the time, I’m not going to be successful in my opinion. I’ve got to have a personality of some kind. I think that’s very important online as well.

Teri:We know that you have a personality! There’s no problem there. Hey, quick question. At the end of every call I’ve been asking my guests to (and we’ve probably covered most of this already) but basically, bottom line this is your legacy, it’s your life. What’s meaningful to you? You’re on your death bed, and you look back over your life, and you say, “Hey, this is my legacy that I left.” What do you want?

Kelley:One of my favorite quotes is from Gary V. You know I’m a big Gary V fan, and his quote is, “Legacy is the new currency.” I love that. Everything that he’s doing is so his grandkids can look back on the YouTube, and see crazy great-great-great grandpa Gary V on TV or on the computer or whatever, right? Part of the legacy I want to leave my kids is that I want them to know in business it isn’t always cutthroat. You have to be fair to be successful. The nice guy doesn’t always finish last. In fact, I think the nice guy nine times out of ten usually finishes first, and whether that’s in a business sense or in a home sense, I think that rings true. 

That would be the first thing, and the second thing is be true to yourself, and make sure you listen to your heart. If you’ve got that gut feeling to do an end around take that gut feeling. If you fail, pick yourself up and keep moving forward. 

Teri:I love it. That is so, so, so good! Before we let you go, I want you to let your mother know that we are very confident she must be quite the cook or baker, because I see a lot of pots and pans. Next time we’re in Creston, we’ll be dropping by for a meal. Thank you so much, Kelley, for taking the time. You dropped a thousand gold nuggets. I’ll definitely be listening to this a few times. This is why I do this. I’ve had so many good conversations with so many great people in this space it’s like, “Oh, I just wish I captured that. I wish I recorded that. They’re so good.” Now, I am. 

Kelley:There you go.

Teri:Thank you so much. I really appreciate it. Please wish Sabrina all the best tomorrow and by the time this is seen she will have long since scored points, earned her Master’s and be off conquering the world. Good for her. 


Teri:Thank you so much.

Kelley:You’re very welcome. 





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