Angel Perez & Saleem Mustafa

Count money, man.

Money, man.

That grits us.

I'm trying to told him, I'm a beast, but...

What's up gang?

Thanks for joining us on another episode of The Grindcast.

Get ready.

It's a new day and had an opportunity to be down in Florida with one of our top rookie

M.G.A.s in Angel Perez and our top agent has all the records, you know, for us as a

sales agent.

No one's protected more families consistently than Selene Mustafa.

And so had an opportunity to sit down with Selene and Angel and I think listeners could

probably find some value in this and so thought we would share hope you guys enjoy.

We got Angel Perez right now, one of our absolute superstar rookies, both of these gentlemen

are from my hometown, outside of my hometown, 330, in the house, Akron, Youngstown, Youngstown

state, almost grad over there.

And this is our all-time record holder right now for the most amount of production ever

produced in a week and ever produced in a month and ever produced in a year in Selene.

And he was also at one point while he was in college, was my waiter at the late club and

I knew that he had it in him and was super special.

And Angel is going to be our top rookie M.G.A.

I mean, just as a rookie, you've just been crushing it out of the gates.

It was a superstar at every level and is set to make well over a half a million this

year, again, probably over a million dollars this year and your third full year with the

company.

Is this your third full year you're on yet?

Technically, I'm two and a half years in right now.

This is lap three.

This is your third full year will be.

Would you say probably over a million dollars this year?

Oh yeah.

Right?

We're already on track.

Yeah.

And of course, you know, in the business and I think we were getting into the conversation

of how I think you could grab the best out of your people right right now.

And so February is a relaxing, you know, like let's get ready for March.

Let's rest from January.

January, we all came out of the gates.

Everybody was excited to break some records.

And now in the month of March, this is my message to the team.

Here's how I would approach it.

Because January is like the gym, you know, everybody's excited in January.

You ask any gym owner and everybody's pumping in the month of January.

You can't find no room in the gym in the month of January.

Every month after January, it starts to shrink and shrink and shrink and shrink because it

goes from excitement and passion in the beginning to discipline once for three months in.

So now you're dealing with the message would be who was just interested in the beginning

of the idea of having a really good year and who's truly committed to having a good year.

Because from one top producer to a top leader, we could all tell people it's not about how

you feel.

It's about what does it take to get the job done.

There's plenty of times where he didn't feel probably good, but he went out and he got

the job done.

Right?

And so that's called commitment.

Because I'm committed regardless of the way I feel, regardless, I'm going to do whatever

it is that I need to do at that given time.

And so I think the people that I like to coach have a spirit of competitiveness in them.

Both of you have a spirit of competitiveness in you.

I mean, I know how worked up you get, you know, to not be number one or whatever it is.

And you wouldn't be breaking the record if you didn't care about breaking the record.

You know what I mean?

That's intentional.

That's not an accident.

I mean, it's easier to pull greatness out of people when they're competitive.

And so our jobs is coaches.

And it doesn't mean that we don't want to do business with anybody.

It's not competitive.

But I think competitive can mean a lot of things for different people.

Competitive with other teams, competitive with yourself, with your best version of yourself.

But at the end of the day, it's some form of competitiveness.

And I think you need to go back and talk to your team and pull out the people that you

know are competitive.

And now your job as a coach is to pull the competitiveness out of them by challenging

them.

Everybody's not going to respond to competitiveness.

Most people aren't that competitive.

So you have to find the people that are competitive.

And then you have to see what drives them of, all right, this agent over here is going to

do 100,000 this month.

I know they're not better than you.

Let's get you on track to do 100,000.

This agent's going to do 50,000 this month.

Look at where they're at.

Look where you're at.

Catch up ground.

This is the second half of the month.

Games aren't one in the first half.

So you're going to be one type of athlete or another type of athlete.

One athlete, you go into half time and you're losing and you pack it in and you already

say we lost.

Another type of athlete, leader says we're down in the second half.

Give me the ball.

Clear out the way.

We're getting ready to come back and win in the second half.

Heck, so many teams win in the fourth quarter.

They win in the last three minutes of the game, you know, whatever it takes.

You can't give up.

And so I would just say, pull the competitiveness out of people and remember why they started doing

what they wanted to do for the year.

In fact, right?

Did you have a question on competitiveness?

Yeah, I mean, we, like we've known that's the way because that's what drove us.

You know what I mean?

Like, you know how high in, you know how he is.

When we lose, we turn into different people.

You know what I'm saying?

Like, we hate that.

So it's like, we've put in things in place.

There's the March Manage bracket.

We put a Hawaii trip made teams against each other to compete.

Like there's a bunch of different competitions going on for our team to compete everybody

all together.

And there's still people that we know have done it before and got it in them that are

slacking this month.

And we've had talks with them.

We've had the nice talk and we've had the hard talk.

Yeah.

So what else is there to do if not?

I know, just keep recruiting and you know what I mean, bring in more people because if

they want to win.

You'll find out why they're doing whatever it is that they want to do.

Like, he broke the record.

Not for me.

I mean, that was a piece of it, but it ain't the whole thing.

Why did you want to break the record?

So it's really just like, I just hate losing.

Honestly, that's like the biggest thing, but then also just, I want to set the vision,

the standard for my people.

And I see a kid come in here and no experience.

Didn't know what life insurance was.

Come in here was coachable.

I worked, I hustle, I'll train, I'll focus.

It's being intentional about it.

And then now to such to show them, you know, that they could do it.

And then also to gain respect.

So to gain respect.

To what?

To show other people.

The vision.

The vision on the team so they can follow that lead.

To win because I hate losing.

So I want to break that record.

Maybe a piece on your shoulder, like I know for me coming up, people that didn't believe

in me, I wanted to show friends, family members of all of a sudden, hey guys, you didn't

believe in me.

Here's, I'm the record holder.

You know what I'm saying, of all time, you know, and so you got to find out why these

people are doing what it is that they said that they wanted to do.

You know what I mean?

Because if you could pull it there, why?

If they don't have it, like, hey, why do you want to break this record this month?

Why do you want to write 50,000 this month?

Why do you want to write whatever it is that you're trying to get these people to do?

Why?

And if they can't explain it to you clearly with enough reasons, that's where you need to

start.

Is instead of what they need to do, let's go dig into their heart of like, why are we

doing what we're doing?

Because if it means enough to them, they're going to find a way if not, they're going

to find an excuse.

So our job is to find out why does it mean something to them.

You know what I mean?

Did this person that's beating them right now say something to them that, that uppist

them off?

It's like I want to beat him because of what he said to me.

All right, that's great.

Now we got one.

Okay?

What else?

My uncle told me I should have went to school and I'm never going to be successful.

So I want to prove it to my uncle.

Great.

Oh, you want to prove it to your uncle.

All right.

What else?

I want to maybe have a chance to go to Italy and take my mom, you know, with me and get

her around Simon and some of the other leaders and the partners and stuff like that.

Great.

Write that down.

Take your mom to Italy, get them around the leaders.

You know what I mean?

As many things as we can get them to write down, then I would have them write that down and

put that right in front of them when they're calling and when they're working, you know,

for the rest of the month.

And I think that's how you could pull the best out of the people.

When you've tried the hardcore conversation, you've tried to be nice conversation, go to

the why conversation, you know, with those people and continuously remind them about, you

know, the why and try to bring the best out of them.

But ultimately, man, you just got to recruit more people.

You know the main because where you start to go backwards is when you start to squeeze so

much out of people that don't want to be squeezed, okay?

Because I don't want to squeeze the 10,000 a month producer out of my organization because

they don't want to do 50.

I don't want to squeeze the $25,000 over a month person out of the organization because

they aren't competitive enough to give a shit about doing 50.

You want those people.

You know what I mean?

So if I need 100,000, if I can't get it out of one, I got to get it out of two.

If I can't get it out of two, I got to get it out of four quarters.

You know what I'm saying?

If I can't get out of four quarters, I got to get it out of 10 dimes, you know what I mean?

But I got to get a dollar.

And the more pressure you put on somebody that ain't built for something like that, the more

that that actually starts to go the opposite direction.

You know what I mean?

It has to be for them.

Like you got to find a way, like what Marcus did for me is he would put me up against.

I'm not even going to name the names, but just people that he knew I had a little chip on

my shoulder with.

And I have no option now because I'm a competitive person.

I'm not going to let you just roll over me.

You know what I mean?

Especially you, not you, but like the person that he put me up against.

You know what I mean?

So it's all now.

You know what I mean?

He was so smart in doing that because he put me in a spot that I don't have a choice,

bro.

It's either winter loose and losing to that person.

I can't just sit back and take it.

You know what I mean?

So I had to take the bait because I can't lose it as well.

You know what I mean?

So you got to find those type of motivators, the people that you put them in a position

at the Y.

They want to do it is so big that you don't have to over motivate.

You know what I mean?

And that's the hard part.

The hard part is finding out what's going to motivate that individual because what motivates

him is going to motivate somebody else completely different.

Somebody else might be motivated by time off and by taking a vacation.

And if we're all anti-tank time off, anti-tank vacation, anti-tank vacation, okay?

Maybe I only get 30,000 out of that person for the month, whereas if I would have let

them focus on taking their mother to Hawaii for a five, six day vacation, I could have

got $85,000 from that person.

But I lost 50,000 hours in production because I didn't want to bring up them taking any

time off at all.

But they're afraid to tell me that that's what motivates them because they know I'm just

going to slam them.

You know what I mean?

For it, I just lost my ability to motivate that person right now because I'm not listening

to what motivates them.

I have to as a leader put people in a position where they trust in me enough that they could

be open and honest and real with me because W-A-Y-T, what are you thinking, right?

Either way, you're thinking it.

So whatever you're thinking right now, if you tell me or don't tell me, you're still

thinking it.

The only way that I got a chance is if I could get you to tell me what you're thinking

in your mind because I have no clue what to tell you.

Now if you tell me now I got a chance to influence those thoughts or you influence the way

I'm thinking and me to be open-minded about it.

So I think sometimes where leaders fail, leaders don't listen.

They're not listening to their people.

They'll tell you if you listen or you get them in a position where they feel comfortable

enough to tell you or they're not going to really tell you.

They're going to keep it inside.

So parenting is a lot like leadership, right?

So my goal is a dad is like, I'm going to have to get my kids somebody got it.

They have to tell somebody.

If they don't want to tell me and it's good cop bad cop, I got to get them to tell my

wife.

You know what I mean?

Like my daughter, if she gets a little boyfriend or something, if she don't tell me, I

wanted to feel comfortable or to at least tell my wife and I'll be the hammer, but my

wife could be the eye you could tell her.

You know what I mean?

If my son got something he wanted to tell me about girls or whatever, he don't feel

comfortable saying it to my wife.

I want them to be able to say it to me, but they got to have some outlet.

If they don't say it to somebody, then we don't know what the hell those kids are thinking.

I don't have a chance to influence them at all because they keep it all in tight because

they're so scared of what I'm going to do.

You know what I'm saying?

So that happens in leadership is the people get so scared that you really don't even know

what the hell they're thinking.

But either way they're thinking it.

So your better job is to get out of them, what the hell they're thinking, but they got

to be in a position of being confident that you're not going to hurt them by telling you

the truth.

And the more I can get the truth out, the more that I can start to influence.

You know what I'm saying?

That's how we go in leadership.

You know what I mean?

And that's why it always comes back to recruiting because anytime you get people producing, you're

only buying yourself time to recruit because that person, until they prove that they're

otherwise that there's somebody that's going to go out and write a half a million or write

a million or whatever it is.

Their shelf life is like fruits and vegetables.

They're only going to be that motivated to produce for six months or for a year.

At best you start getting people like two years, three years motivated.

That's a unicorn.

You know what I'm saying?

If you got somebody's like, all right, you're buying me time right now as this top producer,

you're rocking it, you're rocking it.

I'm like, all right, that person's going to give me a year.

They're motivated this year.

You know what I mean?

I've met once the crush this year.

He's going to be fired up all year long, right?

Okay.

I got eight months.

I got nine months.

You better do something because he ain't going to be like that next year.

You know what I'm saying?

So how are you going to replace them or your numbers are going to go down because he's going

to go down and you ain't going to replace that production.

So he got to be replacing that.

You got to be replacing it.

I'm like, all right, he's giving me nine months right now.

So I got a nine month race, whether it's five people to do what he's doing, two people

to do what he's doing.

I got a one brand new person that got a whole year underneath that'll give me a whole year

to give it, but I can't count on him to give me the same type of year that he gave me last

year because that's a lot of work, right?

Now, if he surprises me and he's like, I'm about to rock it again next year.

I did a half a million.

I'm doing a million.

I'm going to be the first one in the deal to write a million.

You know what I mean?

I'm like, I got another year.

You know what I mean?

I found another why that the person's lit on fire about.

All right.

Now, how long is it going to take me to replace that million L.P. because next year, he

ain't going to want to write a million.

He going to want to write a half a million and start chilling.

All right.

And I got a half a million dollar gap of no growth, right?

How am I going to close that gap with all this money that I made from this person?

I better go find Tim and have him bump out some dope media for me because if people don't

freaking come over here and replace that production next year, I'm going to be down

negative 20% in growth after the first quarter because Ahmed ain't as fired up as he was last

year and Saleem's focused on building his team.

And all of a sudden, those two top producers production can't be replaced and were down

negative 20%.

They gave us a year.

They gave us six months.

You know what I mean?

That's why only the paranoia survived.

You know what I mean?

I'm like, all right.

We got spent.

Great.

We got Joey.

All right.

Great.

Who we got next?

What happens?

You know what I mean?

All right.

Boom.

We got you.

All right.

We got you.

Great.

This is who's next up.

This is all right.

Now, who else we got?

You know what I mean?

Who do you got?

You know what I'm saying?

And that's the constant.

That's why you got to love the grind.

You got to constantly have wise.

People ask me all the time.

Like, why are you still still?

It's Sunday, bro.

It's Sunday.

People miss all of that.

They miss all that shit, bro.

That no one pays attention to what day it is today.

Sunday.

I just got back Thursday.

Late in California.

It's Sunday.

I'm 20 years in a gang.

I got three kids at home.

And a wife.

It's Sunday.

I could have came Monday.

You know what I'm saying?

Why do not come Monday?

I don't want to come Monday and eat up all of Monday with everybody while they need to be

working and focused.

I figure Sunday is a little bit easier to pull time from people so Monday they can be

full tilt.

So I'll make the sacrifice for my wife and children.

You understand?

People don't get that stuff, though.

You know what I'm saying?

I talk to people, even people that are close to me and they're like, oh man, Sunday, you

shouldn't do that on Sunday.

We could do that on Monday.

We could do that on Tuesday.

I'm like, yeah, you could.

That's why you ain't going to do 100 million.

You know what I mean?

I could do Monday, but not if I want to do 100 million.

Thanks.

Before we, like, are 65 years old.

You know what I'm saying?

This is what it requires.

You know what I'm saying?

And so, why?

Why?

Why?

Why?

What's the reason of why?

I want to do these things.

What's the reason why I want to pour into people on the Sunday?

What's the reason why I want to, you know what I mean?

And so the more you dig into those why, those true why reasons about somebody, the more you'll

be able to get that person to continuously drive, they got to have a vision.

And this is where you got to have WAYT because people won't tell you if they lose their

vision sometimes.

You got to find out.

You know what I'm saying?

Like, you guys got to promise me if you ever lose your vision or you feel like your

vision is cloudy or stuck, you got to come to me immediately.

That's like a doctor like you broke your arm, bro.

You know what I'm saying?

You can't, like, you got a bad kidney.

Something's wrong.

Like, you can't have your vision not clear in this game.

My job is to help you create that vision.

Don't get to a place where it's like, man, my vision isn't 100.

Because then your heart's not 100% committed.

You got to be 100% committed in this game.

You know what I'm saying?

It's that season for a reason, right?

You know what season is right now for you, Selene?

I'm going to be a Max.

Turtle Nexie.

Yeah.

Yeah, you can wait to throw that turtle neck on.

Today, the weather is, you're good on that.

I wish I would have brought mine.

Yeah.

You know what I'm saying?

You look good on them.

Facts, what do you do when your people are losing vision?

What's the best way to get them back on track?

I think one-on-one going and breaking down for them what it is that they want out of

the opportunity and what it's going to, you know, take and then writing it out.

I think a lot of times people think something is their vision, but they just sound good.

Yeah.

Yeah, I mean, but then when it's time to pay the price, they want to pay the price.

And when I got permission on my countable, I tried to hold them accountable.

Now they get emotional, now they resent me, now they're talking back.

So the vision, you know, can be the vision with a timeline though.

You know what I mean?

So like, all right, you know, if my vision was to do 100 million by, I'm 65.

I don't have to be here on Sunday, but it's still 100 million.

So we got to get specific with the vision.

If I want 100 million done in four years or three years, I got to be here on Sunday.

I got to be back in two weeks.

Perm got to go with me to Tampa.

We got to get on the road because I don't have 25 years.

You know what I'm saying?

So when you paint the vision for somebody, the next thing we got to figure out is, well,

when do you want that vision to come alive?

Because if you're cool with that vision happening four years from today, and I'm trying

to get you to have this done now, now we're going to be budding heads.

I need to know truly, like, do you want this shit done year like this year?

Do you want this done next year?

Like what's the timeline?

Because if the timeline is longer, you don't need as much, you don't need to squeeze as

much out of that person right now.

You know what I mean?

But that now I got to get you to be honest with me.

You know what I mean?

Am I going to feel bad?

Am I going to feel like in your culture, you're going to say, I write him off because he

honestly told me the truth of I do want to do filling the blank, but I also want every

Sunday off.

Or I do want to do filling the blank, but I need two weekends off a month.

You know what I mean?

Or whatever it is.

Because there's going to be a lot of people like this.

You know what I mean?

And you got to be able to say, look, I had $20,000 a week M.G.A.S. that I drove out of our

business over 10 years ago because I drove them so much that they were just $20,000 a week

M.G.A.S.

By this point today, I bet they'd at least be doing 50, 10 years later.

Why could you use that 100 grand right now?

I like that extra 100,000 a week right now if I had it versus driving them off because

I wanted 50,000 a week when I first came in my first year.

So I'm like, I ain't worried about when I'm seeing my mother.

I ain't worried about when I'm seeing my grandmother.

I'm working seven days a week.

I want this to happen right now.

These people wanted to do CrossFit.

They wanted to do this thing.

They wanted to take off the weekends.

They wanted to do it.

And it drove me so insane that it made me not like them.

And it made them not like me versus me serving that person's vision of if they're happy,

making 4,000 a week and doing CrossFit and taking walks with the dog and all that stuff.

Why don't I help them do whatever it is that they want to do?

That's their vision.

Or is it me driving them for my own needs?

You know what I'm saying?

It's not their job to give me something I want that they don't want to do.

That's my job to go out and get.

That means I need three of y'all if I want it to happen right now.

You know what I'm saying?

I can't pull it out of you if you don't want to pull it out of yourself.

You know what I'm saying?

So we have to find out what they want when they want it.

Let them be honest with us.

You know what I mean?

And then tell them like, hey, if you want it in a year, I could get it to you in a year,

and here's what it's going to take.

There can't be no vacations.

Tell me you're going home to Idaho.

You know what I mean?

This is it.

You know what I'm saying?

If you are telling me you're cool with three years and you're not going to get frustrated

with me if you don't have it, year number one, then I'm going to tell you, yes, do what

you need to do.

Go home, do what you want to do.

Take a break, work one hard month, one not, work three hard weeks, take three, four days off,

whatever you want to do.

But when I'm saying that, I can't do it.

I can't be condescending in the way that I say it and sound like a smart ass when I'm

saying it because then that's not me being genuine.

You know what I'm saying?

So if I'm saying, yeah, if you don't care about your goals, you don't have any flight.

If you don't care about someone so passing you up, like, go ahead back home to Idaho every

week, you know what I mean?

And go ahead.

Like, that person is going to hold a grudge inside of you, towards you without telling you

and they're going to stop responding to your leadership because I tried to tell you what

motivates me, but you don't want to listen because that ain't what motivates you.

You understand what I'm saying?

We got to listen to the damn people.

Yeah.

You know what I'm saying?

And have clear communication with the person in a guard down setting so I can clearly

tell them, hey, if you want this in a year, here's what it's going to take.

Are you sure that you want this?

You know what I'm saying?

Because here's what I'm going to have to challenge you are.

Here's what I'm going to have to do.

You know what I mean?

Bob, Bob, Bob, Bob, Bob.

Right?

And even when you do that, you got to still find a way to build the people up at all times.

Even when you got to find a way, whether it's the next day, you got to build the people

back up, right?

People respond more to like believing in them and encouragement than they do getting

in their ass.

Sometimes you got to do it though.

You know what I mean?

Sometimes they respond to that, but it can't be all the time.

You know what I mean?

So if you got somebody that's like, yeah, I never really get in this person's, you know,

that much and you need them to crack the next two weeks.

Like go ahead the next two weeks, but then you can't do that for another like 90 days.

It's like playing a video game where all the energy breaks down and you're like on this

much energy.

Like if you want to suck up, use all that energy, go ahead and use it.

But then we got to give them time to build that energy back up.

I got to go ahead and pour back into that relationship so I can fill it back up because I'm

taking it back out in July.