Special Guest Expert - Mark Johnson

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Brigitta Hoeferle:
How many times have you said to yourself, I'm going to succeed? And yet you keep coming up short. You probably notice that high achievers with heart do things differently, but you just can't put your finger on it. You're curious about why high achievers accomplish more and have more satisfying relationships. It's because success is the result of your mindset and the consistent actions you take. This show is designed with your success in mind by revealing these powerful patterns of our dynamic individuals and guest experts. You can model what they do and apply to your future success. Now let's roll up our sleeves and get started. My name is Bridget Hoeffel and this is the success patterns show. And that is right. Welcome, everyone. Here's the golden nugget. Success patterns are more valuable than ideas. Let me explain. Ideas, while powerful, require trial and error and a lot of time to put into action. Just think about manufacturing. First you have an idea, then you have a proof of concept. Then the working prototype. Then small production badges. And then finally full scale production. This takes months, maybe even years. And you may have met some people who are collectors of ideas, but they do little else. Forget everything you've heard about ideas. You're not looking for ideas. You are looking for success patterns. Success patterns are different. Success patterns are better. Why? Success patterns are proven. Have a logical sequence of steps to follow. Have an action bias and deliver consistent results. In this content rich program. You're going to learn valuable success patterns. And today, specifically, as we have a special guest today is all about growth through system, structure and processes. Not like I have just said, that a system will produce what a system will produce nothing less and nothing more. And the guest expert that I have today is an expert and has been an expert for this. And he has accumulated accumulated that over the last 30 years. He's in the real estate space. He has a deep, strong real estate industry experience and he has used his understanding of economics and markets to grow significant enterprises. He's also an author, a speaker, a business partner. He is in a he's a new business partner in recruiting insights, a real estate recruiting company. And the company offers three products to real estate brokers and teams, third pool co recruit and the hiring marketplace. We're going to learn more about that. But this man is so much more. He's a father of three, a lifelong learner, veteran and adventure athlete. He has earned his masters in business in California State University and his bachelor's from Colorado State. He is an author of Upping Your Business. We're going to learn more about that. And it is enough of me and I am super happy to welcome here Mark Johnson to the show. Hey, Mark, thanks for being here.

Mark Johnson:
Hey, thanks so much for having me. It's just a joy to see you again. And it's been a while, but it's always a joy to spend time with you.

Brigitta Hoeferle:
Yeah, same. I have been on Mark's show for many, many times. Many times. We've always had great value and great service to give to the listeners and viewers. Now you are a co founder of the company. What is it called again?

Mark Johnson:
Recruiting inside.

Brigitta Hoeferle:
Recruiting insights and recruiting insights. As I said earlier, it's all about system structure and processes and system structures and processes lead to productivity, do they not?

Mark Johnson:
Absolutely.

Brigitta Hoeferle:
So is productivity an art or a science?

Mark Johnson:
It's both the art of productivity, the science of productivity. It comes together. I call it leave nothing to chance. You know, those that you see that are on your show, the success patterns of those I've studied over the years leave nothing to chance. That system that you talked about, the system will produce what a system will produce, nothing less, nothing more isn't by happenstance or by default, it's by design. And so what I see the art of productivity and the science of productivity is proper planning. It's the secret to peak productivity, proper planning by leaving nothing to chance with your systems in place.

Brigitta Hoeferle:
You say? We could end the show right now because people just need to plan. In order to get productive. Is it that simple, Mark?

Mark Johnson:
Well, I think it is in some ways, because if you and I aren't happy with our results. I say be soft on ourselves, be soft on the people, but be tough on the system. Right. This is going to produce what the system produce. And when we look at our system, when we do proper planning through proper review, then the results are going to change.

Brigitta Hoeferle:
So I love what you just said. So it's up to the leader. It's up to the people in charge to create those systems because, you know, you've been in those businesses where people, leaders who are specialists get frustrated with the workers, with the team because they're not producing. Does it really have everything to do with who they are as people in their quality or even their behavior?

Mark Johnson:
Typically, it all has to do with the system. When you ask me what one of my favorite books is, I've forgotten about this one. I've got a different one I want to talk about later. But this one was a book and I forget the author was called Why Things Go Wrong and this author. Knew the food service industry inside and out. And what he what he wrote about was one of my first jobs that I ever had in high school. I worked for a founder of a Wendy's franchise. And this book, Why Things Go Wrong, spoke specifically about a fast food outlet that if your goal is to have people go through the takeout drive every one minute, but you put a big obstacle in the middle of the path where the workers can't get through, Well, whose fault is that? The worker or the leader? Right. So the leader is the one who did the layout of the store and how things happen, not the work.

Brigitta Hoeferle:
So I want to highlight something really quick because we're both from the South and and during the pandemic, the food industry or the takeout food industry has, I don't know, quadrupled. I don't know how much I don't know the statistics. But one franchise really stood out and that's Chick fil A. Now, for the ones that are watching from the north or from the West Coast, I'm sorry, you guys, but Chick fil A really stood out in in upgrading their process, their their automation. And it was I had someone on the show the other day and it was, I think, their neighbor son who came up with the idea. Right. He wasn't yet in the leadership position, but he had the idea of what if we do it this way? And then they adapted it, and I'm pretty sure he's now in a leadership position.

Mark Johnson:
Yeah, sure. I mean, think about it. Those who adapted during COVID like we all did, I mean, you either adapted and you pivoted or you didn't. And the takeout industry had they had to pivot or otherwise are going to go broke. Yeah, completely. Pick up the grocery stores where you could order or delivery. Came up with innovative ways to keep on keeping on.

Brigitta Hoeferle:
So talking about leaders, finish the sentence for me. Leaders are what?

Mark Johnson:
Leaders are servants. Servants. I'm a big believer in servant leadership. In my view, in business we solve problems for a profit and charity. We solve problems for society. So no matter what kind of business you're in, whether that's a charity or a give back organization, you solve problems in a different way than maybe we do in business, but we solve problems. And I do that from a servant perspective. I think leaders are also curious. Leaders are also lifelong learners. Leaders are open minded. I think some of the best leaders I've learned from were curious. They were relentless in asking questions. They listened without judgment. They never got bored. Some of the best leaders I worked for and I try to emulate were open to being wrong. Hey, you know.

Brigitta Hoeferle:
Wait. Say that again.

Mark Johnson:
You're open to being wrong. Hey, you know, I was my. My view was this. But you've convinced me that maybe my viewpoint was not accurate. Hmm. And I think you and I can relate to this. The leaders that I relate to the most are naturally empathetic.

Brigitta Hoeferle:
Yeah.

Mark Johnson:
So. And some of these don't come naturally to men. You have to work harder. I would.

Brigitta Hoeferle:
I don't even think that that's a male female thing anymore. I really don't.

Mark Johnson:
Know. Yeah, maybe not, but yeah. So first I think it starts with the foundation of being a servant leader that we're here to, to serve, not to be served. Right. And then curious Curiosity is an amazing thing.

Brigitta Hoeferle:
You, you, you sang my song when you talked about being hearing that, you know, ask questions, but not just ask questions. Ask intentional question and ask what you said. Ask questions relentlessly.

Mark Johnson:
Relentlessly. Minutes. I've really tried to develop this in my own leadership style is the quality of our questions, delivers the quality of the answers totally. And so the better the question, the better the answer. And. You know, I think later on we're going to talk about. Persistence versus pressure, which is something from one of the books I love, you know. There are two different things. Pressure is one thing. Persistence is something totally different.

Brigitta Hoeferle:
Oh, yeah, let's talk about that. So you already mentioned one of your favorite books. What is your favorite favorite book and why?

Mark Johnson:
Well, besides the Bible, which is a different topic, but a book that I read called You Squared U Squared by Price Prichard. And Price is a Dallas based consultant here, works for big companies, but he talks about linear growth versus exponential growth. And we're so used to particularly. Uh, you know, we're used to you start in first grade and you go to second grade and you go to third grade. That's linear growth. Well, he says, Well, what if you throw all that out at the door? What if you went from first grade to 12th grade? Hmm. You know, it's. It's possible when you. When you change your mindset, when you change your mindset to. In a sense, quit trying harder now. Trying harder produces incremental gains, but a quantum shift could be an elegant solution requiring less effort. Hmm. Or ignoring conventional approaches. A quantum leap requires an abrupt change in behavior. Maybe finesse over effort, Maybe simplicity over complexity. Maybe a new paradigm. A quantum leap requires thinking beyond what common sense would allow. Maybe it's the uncommon sense rethinking or thinking. Violating the possibilities of the boundaries of probable. So I love it. It's called Youth Square. It's a short little I think it's only like six blocks or something.

Brigitta Hoeferle:
So. So like you like me, you squared. By price.

Mark Johnson:
And it's all about exponential growth versus linear growth. And through changing the way you approach just in your mindset and your thinking.

Brigitta Hoeferle:
You, you said. You know, I want to bundle because there were many great things that you said and I'm going to bundle it. Question The status quo.

Mark Johnson:
Yes.

Brigitta Hoeferle:
How does one question the status quo? Is it comfortable? Is it not comfortable? What what lies behind questioning the status quo?

Mark Johnson:
It's totally uncomfortable because it requires you to challenge. Why do we do it this way? Well, we do it this way because we've always done it that way. Ooh. Okay. Well, is that the best way? Maybe it is. Maybe it isn't. But if we don't question it. How do you know? Why do we do it this way? And I would encourage everyone listening is whatever your process is, not that you need to change it. But the question is, well, why are we doing it this way? And maybe that is the best way. But maybe there's a better way.

Brigitta Hoeferle:
Yeah. You know, we have some great engagement and Rob is saying aim into leaders being open to being wrong. Yes, I know that. I spoke to to a lot of our viewers, to many leaders assume leadership and always knowing what's best than being right. I think a real leader. Surrounds themselves, right, with the with the people that will hold them to higher standards.

Mark Johnson:
A lot of a higher standard. You know, I found when you set a higher standard, you set. You set yourself up for what's possible. Yeah. I may not always achieve it, but that. That opening my mind to what's possible by setting that higher standard. Or at least me as a driver. It motivates me. It excites me. It gives me that's that's a higher standard. That's that's pretty cool.

Brigitta Hoeferle:
So I'm curious, Mark, and you and I have known each other for several years now. Were you always that way? I mean, did you graduate high school and just be the cool, incredible, knowledgeable self that you are today?

Mark Johnson:
No, I think I think everyone's journey is different. But I learned by hard knocks, right? When I was graduating from sixth grade, going on to seventh, I was goofing off in the middle of the street, got hit by a car going 40 miles an hour and nearly died. That was a transformational exponential event for me. That said, you know, your mother always told you not to play in the street. And she was right. And so I've had multiple failures. I forget who wrote the book Failing Forward. I think I'd be a pretty good. You know, here in Texas, they they I think it was John Wayne who told this thing, You know, how do you gain experience? You know, you gain experience by making mistakes.

Brigitta Hoeferle:
And then that's where, you know, you already mentioned some of the laws that I teach, the success laws of NLP. And that's where another law comes in. There is no failure. There's only feedback or feedback.

Mark Johnson:
So and I'm a pretty good example of that because I've I was the youngest child of all. And so I got to learn from my older brothers and sisters mistakes. Now there is a big gap. There's a ten year gap between my next oldest sibling. So I was probably an unplanned. Trial, but it allowed me to observe from other failures first. Which is another technique. I'm a big observer. I think leaders are observers.

Brigitta Hoeferle:
Yes. Yeah. I like to say leaders or listeners, and we can listen with our eyes and our ears and our feeling.

Mark Johnson:
With all of our senses.

Brigitta Hoeferle:
Right? All of our senses. So then let's talk about success. What is the number one thing that a person that is striving for success needs? What do they need?

Mark Johnson:
Well. If you're striving for success. First, I would say. Is that really the goal? Right. I don't know that I've ever set a goal to be successful. What? I've set a goal to solve a problem. Solve a problem for a profit or solve a problem for society. Right. Through solving problems. Isn't that how we become, I guess, in a sense, successful? I mean, Mother Teresa was successful in a different way, right? But I think if it came down to it, the theme of today's show was Curiosity. Yeah. Replaced fear of the unknown with curiosity. What's possible, replacing fear of the unknown with curiosity. What becomes possible for you and I? That's right. And I wrote a blog. I'll talk about my blog in a minute. But when you think about the ten habits of curious people, you know, you stay in the moment. You can say, I don't know. You can invest time in being curious. You love to learn. And like we talked about before, you ask questions relentlessly, you listen without judgment. And so I think curiosity not only in leadership, but in success. Is certainly critical.

Brigitta Hoeferle:
So you're right, Curiosity seems to be somewhat the topic of our talk today. And what I'm also gathering is that leaders. You are a learners and are also have the ability. It's more than an ability. They they are vulnerable and they. Okay, here it is. They're okay with being vulnerable. Is that what I'm hearing from you?

Mark Johnson:
Totally. You know, the other thing they are. What I believe this is a superpower of mine. They're persistent. And persistent is different than pressure. Yeah, right. Pressure is kind of doing the same thing over and over. That same message. Pressure, as we know, typically doesn't work. I mean, unless you've got a gun to your head, right? Yeah, But when you're persistent, it communicates that you genuinely care. When you're persistent, it communicates, you're confident. When you're persistent, you understand someone else's situation and your specific solution. When you're persistent, you know that there's many ways to move forward. So I think it's super important for all of us to build our persistent muscle. Because sometimes people need to hear it a different way. You know this better than than I do, that sometimes people need to hear it a different way, or sometimes people need more reasons to move forward, or sometimes they don't know how to move forward, or sometimes they just need time to make sense of it all. And if you're not persistent, none of those things will happen.

Brigitta Hoeferle:
Do you feel that nowadays with the millennial millennials and Gen C's that the persistency is kind of. Gone. Bye bye.

Mark Johnson:
I think it's not understood as well as it should. In that. It's different. I mean, persistence can communicate competence if if you don't believe. If I didn't believe in what I do, I wouldn't be persistent.

Brigitta Hoeferle:
Aha. So there's a deep belief and a deep connection to whatever it is that you're talking.

Mark Johnson:
About, Right. Because if you don't believe, then you're just going through the motions. You and I can't give someone something that you don't already possess. Right.

Brigitta Hoeferle:
That's right.

Mark Johnson:
And if we want others to believe in us and our ideas and our services. To what degree do we believe in ourselves and what we're doing?

Brigitta Hoeferle:
Right.

Mark Johnson:
You can tell I get a little passionate about this, right?

Brigitta Hoeferle:
Very much so. And I'm with you on it.

Mark Johnson:
So nothing can demonstrate your confidence. My confidence? Our commitment to our beliefs more clearly than our willingness to persist despite the resistance. Because it's not about pressure. It's about. Well, maybe they need to hear it a different way. Maybe they need more reasons. Maybe they need more time. Maybe. They don't know how to move forward. And if we believe we're going to figure out a way, we're going to be resourceful in figuring out a way which is different than pressure. Pressure is kind of saying the same thing over and over and over and over again, right?

Brigitta Hoeferle:
Yeah. And it gets it. It can get very tiring and and rigorous and and we scare people away with being like that.

Mark Johnson:
Yeah.

Brigitta Hoeferle:
I know what I'm talking about. I, I made those mistakes in the past.

Mark Johnson:
Oh, well, you're a man. You're an expert at this. And I'm inspired by. By your teaching and coaching and training in this area. Yeah, we can all. We can all increase our. Our understanding of persistence, you know? Yeah. I think the first mistake we make as leaders is, is we don't expect to encounter resistance. Because we're the leader, everyone is just going to fall in place. No one's going to resist. Yeah, well, we should expect resistance. In fact, we should encourage resistance.

Brigitta Hoeferle:
So what you're saying is we've got a plan in that there's going to be resistance.

Mark Johnson:
There's going to be. Right. And and we can't take it personally if we start to take it personally. That goes down a different path and we can use resistance to gain additional insight and add more value. So resistance can be a beautiful thing. There is when it's approached properly.

Brigitta Hoeferle:
There is there are data points. There's information when someone is resistance in in when I teach a class and LP class, I say resistance is an immediate feedback that you have lack of rapport. That means that you're not meeting the other person where they want to be met. Again, very simple when you know how to do it.

Mark Johnson:
Know something's broken down in the can I trust you and can I respect you? Something's broken down there. If those two things are broken down, then. So trust and respect is really a foundation, correct?

Brigitta Hoeferle:
That's right. Absolutely. And so many people nowadays teach it. Oh, you know, you just got to know like and trust. You've got to build that know, like and trust factor. Well, that's all hot air if you don't know how to do it.

Mark Johnson:
There's ways to do it. One of them is really. Listening, isn't it? Isn't it? Being a better listener can can build trust and rapport?

Brigitta Hoeferle:
Well, only when you know what you're listening for, So you can then speak it back out.

Mark Johnson:
Got it? Yeah. Yeah. Cool.

Brigitta Hoeferle:
I had a mentor many, many years ago, and he taught and talked about the millionaire mouth. I know. Tw Ha Becker taught the Millionaire Mind, and this mentor of mine talked about the millionaire mouth, and I said, Well, the millionaire mouth is worth nothing if you don't have millionaire ears, if you don't know what you're listening for, you can talk all day.

Mark Johnson:
It. Yeah. So that's worth the whole show right here.

Brigitta Hoeferle:
Oh, yeah. Oh, I can talk on that for days. You're a very value driven person. You're a very kind hearted person. That's how I got to know you. What? Like, where do you draw the line? What is your non-negotiable?

Mark Johnson:
Tolerance.

Brigitta Hoeferle:
Oh.

Mark Johnson:
Tolerance is different than acceptance, right? Mm hmm. And in my view, there are two different. Tolerance is different than acceptance. Somehow we've lost that. If you and I disagree on something, we can't be friends or we can't be business associates, that we have to demonize each other because we have some different idea. I know a couple of people I respect. Ruth Ginsburg was a Supreme Court justice and Anthony Scalia was one. And they could not be politically further apart. Right. If they would go to the opera every New Year's Eve together and they became I don't know if they were best friends, but they became close friends and associates, even though they were politically polarized.

Brigitta Hoeferle:
Yeah.

Mark Johnson:
But they they knew they had different philosophies and different ways to approach. But that didn't mean they couldn't enjoy the opera together, which was something they both enjoyed. And so I think we've lost something, and I don't know how to solve it, but it's in my mind of of we have to demonstrate tolerance is different than acceptance.

Brigitta Hoeferle:
Yeah. I love that. I love that you brought up tolerance and that example, that story. And I think you already said it. What the what the answer is or what the secret is, it's finding common ground. And when we can when we can focus not on how we are different, but how we are alike, now we can. Still, we don't have to see eye to eye. I mean, sometimes I don't see eye to eye with my husband. Happy Valentine's Day. All of the couples out there. And that's okay because we still have so much in common. But if we only focus on the things that we don't have in common, then that's going to get bigger because what you focus on expands.

Mark Johnson:
Exactly. It's almost like we need to bring back somehow. The rigors of debate, the intellectual and emotional parts of debates, in real debates like let's debate whatever this hot issue is. And people have different views. But but but having that debate in a civil way is so powerful.

Brigitta Hoeferle:
That so that would mean there needs to be very clear agreements and boundaries in place and they need to be enforced.

Mark Johnson:
So mutual respect, right? I mean.

Brigitta Hoeferle:
And tolerance.

Mark Johnson:
Yeah, it's, you know, so anyway, that to me, that's a non-negotiable.

Brigitta Hoeferle:
Yeah. Love that. We're already almost at the top of the hour. Time flies when you're having fun. This was an incredible show. I know people got a lot out of the show today, Mark. I know I did. I really thoroughly enjoyed our conversation. How do people get in touch with you, Mark?

Mark Johnson:
Well, they can get in touch with me through LinkedIn, which is an easy way. I think I have an email address here they can use. I have a PDF of my book up in your business if anybody would like to reach out to provide that as a gift. It's the PDF version versus the Amazon version, but it would love to give that as a gift. But you can connect LinkedIn or through my email address. So I have.

Brigitta Hoeferle:
Yeah. So LinkedIn dot com slash n slash mark dash Johnson dash 359116. Or just look for Mark Johnson and look for his picture. I mean that's the easiest way.

Mark Johnson:
Yeah, you'll find that on there. That's pretty easy.

Brigitta Hoeferle:
Yeah. Or go to coach dot IMG at Icloud.com and put in the subject line book or the success pattern show. And Mark, Will, Mark's team will send you his book. Before I let you go. Mark, you let me bring myself up here again. You mentioned that you have a blog. How do people read your blog?

Mark Johnson:
They can check out Winning the day Dot blog, Winning the day, that blog. They can check it out.

Brigitta Hoeferle:
They're winning the day dot block. So guys, get with Mark Mark Johnson, recruit Insight. Thank you, Mark, for being on the show. Your last thought for today. What's your last thought?

Mark Johnson:
My last thought for today. If I could put one word in a capsule to tell the future. To tell someone in the future. It would be. There's three decisions that each of us make, what to focus on, what meaning we attach to things and what we do in spite of the obstacles we face. And we can be better or better. What can I learn from this? Or why me and. So I'm going to do this until I get better or quit. So what we focus on, meaning we attach to things and what we do as part of the obstacles we face. That's the message I put in the future.

Brigitta Hoeferle:
Thank you so much for that. Thank you guys for watching. Tune in again next week, same time, same place to the Success Patterns Show Get with Mark Johnson. Until next week. Ciao and bye for now. Thank you for tuning in. And you will notice opportunities to apply success patterns daily while eagerly anticipating next week's content rich success patterns.

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Mark Johnson

Mark Johnson is an author, speaker and the Co-Founder of CoRecruit Systems and a partner in Third Pool Recruiting Systems. Mark’s passion and expertise is enabling broker owners and teams create the systems and processes to support their growth. With deep industry experience Mark is the former Brand President and CEO of company owned stores with $8 billion in sales, 24,000 annual transactions and 4,000 associates. He has invested decades in understanding the inner workings of high-performing real estate companies, managers, teams, and their leaders in major markets across the world. Mark has served as in progressive leadership capacities for one of the largest US-based real estate firms, the nation’s leading real estate coaching organization, in sales and customer marketing leadership capacities for a major consumer goods company and served in the US Army. Mark has presented engaging content to audiences of all sizes and is the author of three books “One Helluva A Move;” “Up In Your Business;” and “From Willing To Eager.” Mark is a father of 3, a lifelong learner and adventure athlete. He earned his MBA from California State University and a Behavioral Change Certification from the National Association of Sports Medicine.

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