Brad Sugars has been in business since he was 15 years old. He has bought, sold, or started more than 50 companies. Throughout his 3-decade career as an entrepreneur, he has become a strong advocate for building a business that works without you.
Today, Brad Sugars owns 9 companies and is the CEO & Founder of the largest business coaching company in the world, ActionCOACH. He is also a bestselling author, keynote speaker, and the #1 business coach in the world.
In this episode, we talked about the 5 Core Disciplines of Exponential Growth in Your Business and how his systematic approach to business has allowed him to spend more time doing what really matters to him.
02:32 Brad’s goal as an educator
03:43 What the 30X Business Training is all about
06:29 Why Brad thinks that “hustle and grind” is the new stupid
07:19 The 5 Core Disciplines of Exponential Growth for Your Business
09:16 Why ActionCOACH and Sisu get along so well
12:43 A CEO’s number 1 job
14:41 The 4 complex areas of a business strategy
14:46 Brad’s definition of leverage
20:35 How important are ratings and rankings
21:54 How many times should you be posting on social media today?
24:52 Brad’s advice for people who run large team brokerages but struggle to recruit within their organization
28:11 Why people leave their jobs
29:47 The one thing Brad keeps coming back to when it comes to sales
To check out Brad’s latest book, Pulling Profits out of a Hat, go to: https://www.audible.com/pd/Pulling-Profits-out-of-a-Hat-Audiobook/B07YSXPTWF
Brian Charlesworth 0:35
Brad Sugars in the house look at him.
Brad Sugars 0:38
Good day, good day!
Brian Charlesworth 0:39
For those of you who don't know Brad Sugars is the founder and CEO of action coach, action coach is, as far as I know, I mean, if you guys think of large coaching companies, you think of maybe Tom Ferry, but action coach is actually the largest business coaching company in the world. They're in over 81 countries, and just work with businesses, not just real estate businesses, I'd love for the real estate community to learn more about what they actually do. Because it's a phenomenal opportunity to really take your business to the next level and operate like businesses do across all industries, not just the real estate industry. So Brad, thank you for being our guest today. And I'm super excited to hear what you have to say. And anything you want to add to that before we dive into these five core disciplines that we all need to know.
Brad Sugars 1:27
Yeah, look, I think, you know, to give people a little bit more, I've been in business myself since I was 15 years old, and I've bought and sold or started more than 50 companies. So I currently own nine companies and I run them in two days a week I work Tuesdays and Thursdays. And for some reason Brian snuck me in my diary on a Wednesday, hence the casual nature of life today. I've worked Wednesdays and a long time. But people often ask me, How do I do that? It's because we have a very systematic approach to building business. And it doesn't matter whether you are the principal or an agent doesn't matter what level you're at your business is your business and you need to treat it as such and such. Like this sort of way. We'll start today really diving into how to build that. And you know, after putting out what 17 books now on the subject of business and wealth, and the latest one was the latest one, that's the latest one, they're pulling profits out of a hat. The whole idea of education for business people is very simple. The more you learn, the more you earn. It's no more complex than that. And so my goal as an educator is to make sure people get things they can act on straightaway, hence the name action coach.
Brian Charlesworth 2:38
So Brian, I think it's important for people to know you've written 17 books, which is, which is amazing. And you guys should really check some of these out. Brad, how many books have you read? I think this is this is a phenomenal thing.
Brad Sugars 2:52
It's about 2600 this point, so at age 16, I learned from Jim Rohn if you want to be rich and successful you read a book a week for the rest of your life took him pretty seriously. These days now I don't read them I listen to them. So it's but he's here. I can I can double task I can work out and with some of the books Even now I got swimming headphones. So these are the best thing ever. When I swim laps, I just listen to the book in my ear while I'm swimming. So
Brian Charlesworth 3:18
yes, they're 2600 bucks. I just wanted to pull that out. I wasn't sure the number but I know you are a huge reader and which is why you guys are about to hear when Brad talks. It's just like all these bombs coming out at you these knowledge bombs. So get ready, pull out your pen and paper and take notes here. I want to point out before Brad gets started, Brad, I just saw on Facebook, I believe it was either Facebook or Instagram that you have a $99 course I wonder if we can talk about that just to get started. Because I think that's something that everyone here can spend $99 and benefit tremendously from this. So can you tell us more about that?
Brad Sugars 3:57
Yeah, it's actually a $999 course that because of COVID, we put it out at $99. It's called 30x it's 30 minutes a day for 30 days to get my 30 years business knowledge. Usually about nine days in most people have about a year long list of things to do. So it's it's one of those things, it's, I guess the biggest thing is most of what I learned is by building businesses. So in my restaurant that I own, we you know, you have to learn certain strategies there in my commercial cleaning business. You have to learn strategies there within your industry. I just sold my property management company based out of Texas and so you know, I everything comes from businesses that I do. And so when I teach it's based on here's what I did here, here's what I do there. It's not it's not theoretical, it's actual stuff and because my team of coaches, you know, when you have more than 1000 coaches around the world and we coach in 81 countries, we test and measure every single thing we do so everything is used daily. To get people to learn and understand and build their business, and so that's why, you know, we have 18,000 business owners we coach every single week and about 200 and something 1000 that we coach every month. So, yeah, it's keeping them on track, I guess is a big part of it.
Brian Charlesworth 5:16
Yeah. So. So anyway, I just wanted to share that because I know that's something I click through yesterday. And I was like, is this 999? Or 99? I was like, it's 99.
Brad Sugars 5:24
Yeah, it was supposed to be $1,000 program and COVID hit and my team just said to me, boss, what are we going to do with this, I said, you know, everyone needs to just put it at $99. I think that come I think they've planned November, they put the price back to normal. But if you jump on Brad sugars.com, you'll see it there. 30x business training, there's also 30x success, which is all of the success principles that make someone successful in life. And I'm just in the middle of recording 30x wealth. So teaching people how to invest and build wealth in their life.
Brian Charlesworth 5:55
I actually clicked on that yesterday, I had it pulled up I have I was in the process of signing up this morning. Right before this started, my camera wasn't working, I had to reboot my laptop, otherwise, I'm gonna have to go and would have just pulled that up. And we would have finished my application. But I definitely am planning on checking that out. So
Brad Sugars 6:14
Fantastic, look, but my biggest thing is, you know, in any business, if you offer massive value for what you do, and this is one of the challenges I have is that a lot of the education out there right now is pure rah, rah. I mean, when I did the video recently, where everyone, a few of the gurus online got upset with me, because I just said hustle and grind is the new stupid. And they all look at me, like, you know, now you've got a hustle, you've got a grinder now, that just, if you're working too hard, it's covering up the inefficiencies in your business. And you're not actually seeing where you're making the mistakes in business. So therefore, your work actually slows down your success by working too hard, you slow down your success, you don't actually build the business that works, you actually do the work.
Brian Charlesworth 6:57
And that's coming from Brad, who runs nine companies in two days, two days a week. So Brad, is the key expert at working on the business instead of in the business. And, Brad, let's dive into these five core principles. Because I think something that everybody involved in this event needs to know.
Brad Sugars 7:18
Yeah, so let's look at the five core disciplines and I call them disciplines for a simple reason you never get them, right. They're always something you have to consistently continue to work on in order to make things right. So in no particular order, we have mission, we have execution, we have people business development and strategy. And so when you sit back and you look at all five core disciplines, let's start with mission. Mission is about having people loving doing business with you having your staff loving coming to work, not just liking it, not just thinking it's good, but actually loving doing business with you. And it's like, I see too many companies today where they don't perceive that emotional engagement with the customer is necessary, but don't perceive employee engagement is necessary, especially in this virtual viral world that we live in today. engaging people on an emotional level is more important than we've ever done before. You know, if you sit back and you and you don't do that, in fact, let me take one step further. The millennial generation is the first real generation to demand Why, why are we doing this? Why are you in business? Why is more important than what how whatever it might be your core values, all of these things, the mission your businesses on is got to be something that is greater than just money. Otherwise, people you can't build loyalty with employees, you can't build loyalty with customers, if there's something if there's nothing more. For us an action coach, you know, we do our coaching for a cause program, all of our coaches around the world and our clients all coach a charity for free. So we're helping these charities for free people and doing more than what is expected of them just to be a part of that. If we dive to execution, executions, about three main things, planning being the first and if we just discuss that for a moment, Brian, planning, if I can be really blunt, the daily plan is the most important plan there is. And that's why Sisu why we get along so well. When you showed me this concept. In a diner, what five, six years ago when we first looked at this. And you know, the whole idea of planning every single day you want every annual plan to work, you got to get your monthly plans to work your monthly plans to work your weekly plans are going to work and if your weekly plans work, your daily plans are gonna work. Every one of my companies, every single employee before they leave every single day, puts in their six key ingredient their six key numbers for the day, what did they achieve for the day and puts it in their plan for the next day and it happens every single time for every single employee and it never does. But then you go into your court Weekly planning and your monthly and those sorts of things. Second part of execution is systemization, checklists or systemization. Whichever way you look at if there is an effectiveness in a company, there's a lack of systems if there is, let me put that even more bluntly, if there is inconsistency in performance, there is inconsistency and checklists, there just is if you want consistency of delivery, you need a checklist. That's why you know, when you get on an airplane, every single pilot has a flight checklist, how come they want to let you know it's not a complex algorithm.
Brian Charlesworth 10:31
And Brad, I don't even think you know this, but that's something that is in Sisu. Today, we have a Trello style checklist, a task management board.
Brad Sugars 10:41
And so when you sit down, the third aspect of it is management, management and leadership. And unfortunately, today management's become a bad word somewhere in the late 90s. People Oh, you don't want to be a manager, you want to be a leader, as if leadership is better than management, though they both are needed in an organization people like, Oh, you don't want to be a micromanager. Listen, when your child is one, you micromanage them why they're incompetent, they can't do what they need to do. The same with employees, a brand new employee needs micromanagement the job of managing In fact, let me teach you to the job of a manager is two things productive, competent employees. productivity and competency is the job of a manager, if you have a lack of productivity, or a lack of competency, that is a lack of management is that short term day to day week to week, up to a month type working with a person keeping them on track on task and doing the right jobs. Leadership. On the other hand, if we go into the people aspect, if I move to people, see as a business person, your job is you build your people, they build your business. So that is your job. If you are not building your people don't expect them to build your business. You can't expect someone to double their productivity if you're not willing to train them. There's it's as simple as that people will only perform as well as they are trained, and know how to do it. So leadership is about passionate, focused people. And so my book on teams, six keys to a winning team takes you through how to do that then organization. But what you sit down and you look at with leaders, if they can build passion and build focus, then that leader is doing a good job. But then you got to look at what other jobs as a leader, how the leader has the job of recruiting and induction and building the people. And so that whole people segment of the business, we can spend days on that alone of how you recruit good build great, you know, that's sort of the simplest way I can put it. But even recruiting these days, Brian, people are so lazy with recruiting they just recruiting is the number one job of a CEO, recruiting great people as the CEOs. Number one job, you should always be hunting for great people always be on the lookout for great people. And you know, that to me is a big part of my job as the chairman of all of my companies is to continuously recruit great people to build the organization and to keep building. But as I build our people, they build our business and how you treat your people is how they treat your customers. It's a very simple relationship. And so if you treat your people well, they treat your customers well. Therefore your customer keeps coming back and buying from you and treating your business. Well. It's not a complex one, but it is all that does go back Brian to a story, or I was 20 or 21. I'm 49. Today's was an almost 30 years ago, not 49 today, but 49 a month. And my dad I went to him I think I was 20. And I went to and I said, You know what, that I just can't get good people. And he looked me dead in the eye. And he said, Brad, you get the people you deserve in business. You're an average manager running an average business, the highest caliber of employee, you're gonna get his average. And as you can imagine, it was it wasn't exactly the most. Let's put it this way. He was right. Like message, but he was right. You know, it's like
Brian Charlesworth 14:08
What did I tell you guys about all these nuggets? I mean, I don't know about you guys, but I've written out a page of notes so far. So that's great advice coming from your dad there, Brad.
Brad Sugars 14:20
It is it is very good advice. Now where I'm going to jump bizdev because I'm going to come back to business development. So I think that's something we spend a fair bit of time on here today and got a strategy.
Strategy for businesses is for complex things that are added together. Leverage and leverage by definition is do the work once get paid forever. That's my definition of the way I teach leverage. So if I write a book once and I make money forever if I buy a rental property once and I can I collect rent and cash capital gain for the rest of my life, and my kids lives and so on that that's real leverage. And so if you look at that, from a business perspective, there's three areas we'll break that down to one is owner's workers as employees work, if you do the work once and get paid once that's employees work if you do the work once and get paid long term or forever, if you get paid long term, that's managers or leaders work. And if you do the work once and get paid forever, that's owners work. So it's really breaking that work process down into that. The second way to look at it is your product or service. And this was interesting, but I just had an example of this show up on my Facebook, someone tagged me saying thanks for the idea. They're cookie company, they make beautiful cookies. And they now have a subscription cookie box that sent to you every month, you can actually buy and forever program. And it's amazing the number of businesses that they don't and especially in real estate, I remember many moons ago, a young lady in real estate arguing with me about repeat business, she said, but Brad people only buy a new house every three to seven years. And I said right. She said, Well, what do you mean, keep in touch with him? I said, Well, I'm asking you to write one letter every quarter post them one letter a quarter for three, let's say seven years, right? Let's do that. And she said, Yes, I said, so that's like $1 a letter by the time you did postage, and all of that sort of stuff, $28.04 times a year, $7.07 years. And she looked at me going well, that's just that's a lot if I write to every single one of them. And this is the crazy thing, people don't see that your job is to make a profit on every customer not to make a profit overall. So your job is to take every single customer and continue that relationship, not overall continue the relationship. Because if you ask the average person who their realtor was that sold them the house, they will have forgotten in the vast majority of cases because no one kept in touch with them. But anyway, that's a whole other story. Second, a third area I want to look at strategy of leverage, john, is what's an example? Apple? Think of Apple computers. Okay, yeah, let's get back to the beginning Apple versus Microsoft, Microsoft, you've got Bill Gates, who built a piece of software and not a great piece of software. In the beginning, obviously, he built a piece of software that he made at once and sold it a million times. Steve Jobs. The other end of Silicon Valley, he made a computer once remember, it was a manufacturer in the beginning, made a computer once installed it once made it sold it to sell another one he had to make another one. Steve Jobs gets fired from Apple Bill Gates goes on to become the richest man in the world. Now Steve Jobs goes off and runs a little company to remember what it was Brian? little movie?
Brian Charlesworth 17:42
Yeah, it was the movie company. What's the name
Brad Sugars 17:45
Brian Charlesworth 17:45
Brad Sugars 17:46
Sold to Disney for billions. And what did you learn? What did you learn in the movie business? Well, he learned how to be a good manager and leader because he needed to learn that that's first and foremost, you can read that in his book. But what he most learned is make a movie once and sell it forever. You think of Disney Disney's biggest genius of doing the work once and get paid forever. But he came back to Apple put him into the music business because then he even smarter than me do the work never and get paid forever. They've never made a song. And yet they make 30 cents on the dollar of every single song sold on their site. Now they have a subscription service. Now they have a TV subscription service now, and so on and so on. You see how their strategy has shifted over the years because of what they're doing. And then you take a look at the second area of strategy. And that is scalability, my definition of scalability is the next sale cost less and is easier. If it gets harder as you grow bigger than there's a lack of scalability, you haven't thought through the business model well enough. And so that's a part of it. The third area is that of marketability, the product or service sells itself, which in real estate it does, everyone needs to live somewhere. So they have to sell it somewhere. So hey, presto. And the fourth area is opportunity, the size of the opportunity in real estate size, the opportunities massive because everyone's selling 10s of 1000s, hundreds of 1000s millions. So therefore any cut of that is quite a large sum. So you've just got to look at the first two I guess for most people, then we get a bit stiff. And that's the many questions pop up here, buddy. You know, people, maybe they're just too busy right now.
Brian Charlesworth 19:11
Maybe everybody's ready? No, I've got a whole page of them here. Brad says
Brad Sugars 19:16
Biz Dev. Biz Dev is three things marketing, sales, customer service. So let's focus the rest of the time on that if we can, unless we get these specific questions. Marketing today has had to shift there is you know, we've gone away from face to face and we've got a lot more virtual nurse. So your level of video usage today has to be 510 times what it used to be your social media posting should be five or 10 times more than it was pre COVID COVID has sped the economy of virtual nurse up by well I'm saying seven years I was saying five to 10 in the during the process. But Amazon released their numbers a few months back saying they are doing a number of deliveries that they produce. dicted they will be doing a 2027. So they’ve said we've spent up seven years. So that's why I'm using that number.
Brian Charlesworth 20:06
And that's why our packages are taking longer than we may expect sometimes
Brad Sugars 20:11
Well, that's like here in Vegas, they just opened their second distribution center online, which was supposed to open in 2022. And they got an open now. So you can imagine how fast they're racing to get everything open. But so if you look at marketing today, you've got to do a lot more education-based, you've got to do a lot more testimonial videos. If you don't have testimonial videos today, you're crazy. You've got to massively monitor your ratings and rankings out there, you've got to be on top of that. If you don't ask your best customers to talk about you. The only ones people hear from your worst customers. So make sure your best customers are giving you your ratings and rankings out there. How to buy from you why I should buy from you, your level of blogging, vlogging social media videos, live videos, all of this today has to be way more than it ever was before. And people say well, you know, you can do too much. No, you can't do too much. Because the algorithms at Facebook and Instagram won't serve your video up to anyone that doesn't want to see every single one of your videos. It won't serve it. So it'll if someone's a little user of you and likes you a little bit they'll see a video every day or two someone who's a massive users user will see every single video you've ever posted. So an algorithm to handle that fan endure and
Brian Charlesworth 21:29
and they'll enjoy it right?
Brad Sugars 21:31
No, I do a video a day called drive time when I get in the car to go to the gym or drop the kids at school. I do a five minute training course early on that follows me You can find me on any social media, Facebook, LinkedIn, Instagram, Twitter, you name it. I'm on their YouTube, except for Pinterest. I'm not really that. Not really Pinterest II type of crafty person. Marketing shift. Yeah,
Brian Charlesworth 21:53
Good question. You said, you know, you should be posting more than you were pretty COVID. So I think this industry is full of people who are all about learning growing. I would say Gary Vee and Tony Robbins are. I mean, most people in this industry, consume both of those. So Gary Vee has been saying you need to post at least three times a day forever. What is the answer today? I mean, that was five years ago? What's the answer today? How many times should you be posting today in this space?
Brad Sugars 22:24
Three is, we'll see it depends on them and the methodology, LinkedIn, you don't want to be more than two to three times a day, Facebook, you want to be four to five times a day Twitter, you can be 20 or 30 times a day, that doesn't matter. You can post as often as you want. It's a new service. instance, probably, if you're using the story, on story, you can be posting four or five, six times a day, you never want your story to ever have nothing, your story must always have at least one. So you must post on your story every 24 hours. Look, if you're going into a house post, if you're going into a property post, don't do something where you didn't if you learn something new post, you know, just you've got to be seen as an expert, you got to be seen as trusted, knowledgeable expert in your marketplace. But you know, give me value when you post up. But again, somewhere in the vicinity of 10 to 20% of your posts should just be personal as well as the birthday party, all that sort of stuff. I mean, yeah, I keep coming back to you've got to work out what your style of posting is, like, are you interviewing your clients after they've made the sale? Are you interviewing them after the sale has happened and doing that live? Are you doing walkthroughs and your walkthroughs boring as batshit as some of them are sorry, but some of them I say, Oh my god, it's like this person just got a theory of you just got to post you know, a little bit of personality goes a long way when you're posting and that sort of thing? And it doesn't have to be this craziness. It doesn't have to be this professional superduper amazing thing. People don't need that anymore.
Brian Charlesworth 24:04
Especially on the stories I mean, stories. It's funny stories are usually getting more views than anything else. So many people to go in. And all they do is look at stories. They don't even look at the rest of it anymore.
Brad Sugars 24:12
Yeah, well, that's sort of Facebook is pushing that to Facebook really wants to push. Facebook is pushing video and pushing stories. That's what they want most. Most of all,
Brian Charlesworth 24:23
Which I saw LinkedIn just rolled stories out about a week ago.
Brad Sugars 24:27
LinkedIn is moving in that direction. LinkedIn live, you know, Twitter's going live is all this sort of stuff. So live video is a very big part of what a lot of them are doing. They're looking for anything organic, and bioorganic. That means you don't have to have massive production value. You can just do you know, a simple post that uses your iPhone, and hey, presto.
Brian Charlesworth 24:51
Great. There's a question here, Brad. I don't know if you want to address this now or later, because we're in the middle of going through this. Is this something you'd like to address now or should I pull it up later?
Brad Sugars 25:00
But I can deal with that. First and foremost, get yourself an action coach, they'll help you with that is answer number one. The second is if you're looking at developing a team, within any organization, what your program is for developing your people is a big part of why do people stay in organizations? You've got to look at that question of why do they leave organizations? Okay? So if you're looking at your organization, it's very simply a struggle to recruit, develop and retain other leaders within the organization. So first and foremost, I don't know if we can bring Carlin live or not. But first and foremost, what I'd be looking at is what is your recruitment process? Where are you recruiting, because in this day, and age marketing for recruiting is just as hard as marketing for customers, or just as important for marketing, whichever way you want to look at it. When you're trying to market for customers, one of the things that you do is you get very clear on who you want to go after. And the same is true when you're marketing for people to work in your company. But now, you've got to think of it as recruiting. See, most companies, what they do is they look to find people are out of work and build them up. No, what we do is we recruit we look for who are the best of the best, and how do we get our marketing in front of those people who already have a job. Because the best people already have a job, they're already working, they're already doing something, they're not even looking for a job. So your marketing aspect, what we do usually is we'll create a lead pages.com website for every job that's available. We'll take a short video at the top of that it's a video of the director of that department or the VP or the president of that company, doing a short video on Hey, this is who we are, this is what we're looking for. This is the type of person we want to recruit, we then have that video able to be shared. And it's shared on all of our social media platforms, all of our staff share to all of their friends, it often gets shared on again, we then post that everywhere we put that on all of our ads, we lead people to it because and then their application is simply below that on our lead pages.com site. So but we also are very proactive. So for instance, we build in Facebook and LinkedIn, we build groups, and we join groups. And we get very, my HR manager is very active in a lot of groups around the world, and around the country and in the markets that we need people in. And what happens is by being in those groups and being active, when we go to recruit, we place that so that video that lead pages site, we pop that up there with a there's a graphic that we have with it, which has our logo action coach, and a big writing present, we're hiring again. And so what do you think it does publicity-wise? West, we're recruiting again, we're growing, we're recruiting again. So then you got to look at your development program. What is your development program for your people? How do they know what their development program is? And where are they going to go? What does their career path look like with you, because again, if people don't have brightness of the future, if they don't know where they're going, and that term brightness of the future is very important to an employee, if they don't see a career path, they will leave. It's as simple as that. If they don't see how they become a leader, again, they will leave. But remember this is very much the vast majority of cases people don't leave companies, they leave managers. So how they are being managed and how they are being led is probably the biggest problem in that organization.
Brian Charlesworth 28:24
And so if that's the case, there's work to be done at the top.
Brad Sugars 28:29
Well, I'm not saying it's a bad call, but whenever a business owner comes to me or a CEO comes to me for help and says you need to fix my people. My first thing is great, the fish stinks from the head down. Let's work on you first and then once I've worked on you, then we can go work on them.
Brian Charlesworth 28:44
Okay, Brad, you cut out for just a second but I think we got the message. So I know you still had some a few things. We've got three minutes left.
Brad Sugars 28:54
Okay, so let's finish this dead. Then the sales aspect sales again has shifted, you got to remember in a viral virtual world fear worry, are a big part of human psyche right now. And so what we have to do, especially in an election year, fear, doubt and worry about much of a more of a thing. And I don't know what market everyone is in if you're in Las Vegas or Utah or anywhere outside of California where governor Newsome has kicked everybody out of the state. Congratulations. Because in Vegas, your sales processes? Yes, it's for sale. Thank you for the order, you know, because that's basically the way the market is. Now in most markets, people are taking a little longer to buy they're making the decisions a little slower because they just are of that mindset. They just feel very empowered, especially in election year, let alone when there's a virus going around. Is something important to remember. But again, for 100 years, I keep going back to one thing on sales know my contrast. Did I know you? Do they know who you are as a person. Have they read your profile? Have they seen videos about you? Do they do anything? have you built something that they Like you they have you actually done something for them, though you've got over and above what would be the normal scenario? And do they trust you if you become a trusted advisor, you know, and when you are selling the invisible I remember reading Harry Beckwith books selling the invisible probably 1015 years ago, and sitting down and thinking, I'm selling me, me first than the other. Now customer service lifetime retention of a customer. It's no more complex than just build that relationship. Don't just build a one off sale, build that relationship and remind yourself of that person. Keep in front of them, keep in keep in touch with them. But overall, if you work these five disciplines, and they're all in the book, so if you jump on pulling profits out of a hat right there or audible if you want it on audio version,
Brian Charlesworth 30:45
Is that where those are Brad, the new book, pulling profits out of a hat?
Brad Sugars 30:49
Amazon and audible is the easiest way.
Brian Charlesworth 30:51
But it's the book pulling profits out.
Brad Sugars 30:54
The newest one, the one before that was the wealth coach where I taught people how to build wealth. What was the one before that I rewrote buying customers prior to that to data for current times? Yeah. So any other questions that I can answer before we out of time? Our time has run.
Brian Charlesworth 31:13
Yeah, I think our time is up, Brad. But I just want to personally thank you for joining us on your day off. And making time for us again, I don't think a lot of people from the real estate industry, know who you are, like they do from a lot of other industries and just your wealth of knowledge and showing up for us today. I really appreciate and thank you for it.
Brad Sugars 31:36
Yeah, buddy. lovely to be here. Thank you so much. And keep educating everybody out there. Keep that broad bye, for now, everybody. Thank you for having me.
Brian Charlesworth 31:44
Thank you, Brad.