There's no one right way to build a business. It's also true that there are many wrong ways. Real estate is unique in the sense that it's a relationship-based industry that rewards entrepreneurs with great interpersonal skills, while also punishing those with little business sense. The irony in this, of course, is that these are usually the same people.
Highly analytical thinkers and excellent socializers and communicators are rarely of the same cut. But both are required to run a successful real estate business long-term. And to bridge this gap, it's important to find one's strengths, acknowledge weaknesses, and lean into the parts of the business that will produce the biggest return on time and money.
This isn't always easy to do. Some of us are great sales people that become emotionally exhausted at the thought of meeting too many new people, and have a passion for building things. And that can be great once we reach a point of stability. But it does little for us if we have built a consistent enough business to sustain financially while build a more systematic business around our raw efforts.
The opposite is also true. There are countless professionals that make a killing in gross commissions, but just can't seem to figure out where it all went at the end of the year.
The solution to this paradox is simple. Experience flattens doubt and reveals the roadmap. Working hard enough, long enough will bring to the forefront the parts of your business that excite and reinvigorate you, and the parts that should be leveraged out. But it must come in this order. Trying to build a business around what you assume you will be good at is a recipe for disaster. The stuff we don't like doing has to get done and, often times, we'll find we're not the best people to be doing the stuff we think we're great at.
Grind hard, make no assumptions and follow the path.
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