- 5 days ago
In part two of this conversation, Matt Weaver breaks down the systems, structure, and discipline required to build a high-performing mortgage team.
He explains how scripted processes and clear standards create consistency, enable delegation, and allow teams to scale—even in flat or declining markets. Central to his approach is the “single lane” strategy, where each team member focuses on what they do best while eliminating distractions that limit production.
The discussion also covers the difference between branch and team models, the role of mentorship, and why staying aligned with a defined purpose drives long-term success.
For originators and leaders looking to improve performance and build scalable teams, this episode offers a practical playbook grounded in real-world execution.
Related to the episode:
Zeb Lowe’s LinkedIn
https://www.linkedin.com/in/zebulon-lowe-a02353a4/
Matt Weaver's LinkedIn
https://www.linkedin.com/in/mattweaverspeaks/
Cross Country Mortgage
https://crosscountrymortgage.com/boca-raton-fl-3733/matthew-weaver/
Matt Weaver Team
https://winningwithweaver.com/
The Power House podcast brings the biggest names in housing to answer hard-hitting questions about industry trends, operational and growth strategy, and leadership. Join HousingWire’s Zeb Lowe every Thursday morning for candid conversations with industry leaders to learn how they’re differentiating themselves from the competition. Hosted and produced by the HousingWire Content Studio.
He explains how scripted processes and clear standards create consistency, enable delegation, and allow teams to scale—even in flat or declining markets. Central to his approach is the “single lane” strategy, where each team member focuses on what they do best while eliminating distractions that limit production.
The discussion also covers the difference between branch and team models, the role of mentorship, and why staying aligned with a defined purpose drives long-term success.
For originators and leaders looking to improve performance and build scalable teams, this episode offers a practical playbook grounded in real-world execution.
Related to the episode:
Zeb Lowe’s LinkedIn
https://www.linkedin.com/in/zebulon-lowe-a02353a4/
Matt Weaver's LinkedIn
https://www.linkedin.com/in/mattweaverspeaks/
Cross Country Mortgage
https://crosscountrymortgage.com/boca-raton-fl-3733/matthew-weaver/
Matt Weaver Team
https://winningwithweaver.com/
The Power House podcast brings the biggest names in housing to answer hard-hitting questions about industry trends, operational and growth strategy, and leadership. Join HousingWire’s Zeb Lowe every Thursday morning for candid conversations with industry leaders to learn how they’re differentiating themselves from the competition. Hosted and produced by the HousingWire Content Studio.
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NewsTranscript
00:00Welcome back to Powerhouse. In part one of my conversation with Matt Weaver, we talked about his origin story, his
00:06philosophy around relationships, and why knowing who your real customer is can change everything.
00:11In the second part, we go deeper into the machinery behind performance.
00:16Matt breaks down the systems, standards, and delegation strategy that allowed his team to keep growing in a market where
00:22a lot of people were just trying to survive.
00:24We talk about his single-lane approach, why most originators struggle to scale, and how process, not personality, is often
00:33the thing standing between good production and great production.
00:37If part one was about mindset, this one is about execution.
00:53So, at the height, I guess, of the rate shock, you know, real estate transactions across – I mean, it
01:00varies from county, county, market to market, but down 20%, 30%, 40%.
01:06You basically said, you know, I just don't accept that, or I'm not going to accept that.
01:11And I'm curious as to what that looked like from an operational standpoint.
01:16So, real estate sales on a national level, which you know better than all of us, Seb, are hovering around
01:22$4 million for 2023, 2024, and 2025.
01:29So, virtually the flattest market we have seen in years.
01:33And when we say flat, we're talking flat.
01:35I mean, the bottom line is, overall, the home buyer and homeowner is just not accepting today's rates.
01:43I think we can all agree with that.
01:44Now, we can give a lot of them techniques and tactics, and that'll get a transaction here and there.
01:51But overall, on a national level, the overall market's just not accepting interest rates.
01:56It's just the truth, okay, which is why we're so flat.
01:59And it's the job of the Federal Reserve to slow down buyer demand until they see fit.
02:04So, government intervention will always play a role in everything that we do.
02:11Period.
02:11End of story.
02:12In fact, when interest rates started going up, okay, I would talk with agents in my trainings, and I would
02:18share with them, our biggest competitor today is the Federal Reserve.
02:23So, we're competing against the Federal Reserve.
02:25They're going to continue to increase interest rates to slow down buyer demand, and we have to compete against that.
02:31It's just what we have to do on a micro level with our own individual practice, okay?
02:36So, now, we can't control what the Fed does, but we can control our actions.
02:42That's the only thing we can have control over.
02:45So, when winning is the only option and there's nothing else, that's the first thing from a mindset perspective, because
02:52we just don't give ourselves any other options.
02:55So, in order to combat that situation, sometimes we have to reevaluate our business plan and what we can do
03:02a little bit differently, okay?
03:04So, it was at the end of 2024 that I wrote out, okay, a plan called Originate for Life.
03:12And Originate for Life was to attract, not everybody, I don't want everybody, but to attract certain originators to my
03:21team structure that is so unique in nature because it gives the originator the ability to stay in a single
03:28lane,
03:29taking away all the other components of the origination cycle so they can also achieve what's called self-actualization, meaning
03:38peak performance.
03:39So, over the last year, 2025, I've added some extraordinary talent to the team, no question about it.
03:49It worked for them and it's working for them because they're staying in that single lane of purpose.
03:57If you think about it, our industry, all right, overall, I'd say about 10 to 15% of the industry
04:03are rainmakers.
04:05These are salespeople that want to go out, prospect, okay, do presentations, et cetera.
04:11Those are rainmakers.
04:12It's about 10 to 15% of our industry.
04:15About 70 to 75% of the industry, in my opinion, are advisors.
04:20That's at least the language we use in our internal team.
04:22What's an advisor?
04:23An advisor is someone who takes applications, gathers documents, has the documents reviewed, and does homebuyer consultations.
04:30They love working with homebuyers.
04:32They love going over the different programs and what to do and what not to do and give a lot
04:38of advice and guidance.
04:40They're not necessarily rainmakers.
04:42They don't like to prospect.
04:44That's about 70 to 75% of the industry because if you look at it, our industry, okay, are typically
04:50analytical people.
04:52And analytical people usually are not salespeople, okay?
04:56It's just the way now there's some of us that have a little bit more versatility in our sales approach,
05:01which then becomes a rainmaker.
05:04So when we look at that, we know my platform, my team structure, allows an originator to join the team
05:12and to stay in the lane that they love to do and achieve high levels of success.
05:18So, for example, we took on an originator who has a great book of business, but he's kind of running
05:26his own thing.
05:27He's running a P&L and he's also having to interview processors and having to interview people.
05:34He's a sales guy.
05:35He shouldn't be running a P&L.
05:37He shouldn't be interviewing processors.
05:39That's taking him out of his sales world.
05:42But what does he do when he joins my team?
05:45He stays in that rainmaking lane and he's staying devoted into sales.
05:50His business is up over 35% since joining my team.
05:57And it's because he's staying in the way.
05:58That's something I was going to ask you about because, like, so I don't remember, like I said, I was
06:02trying to get caught up with you on some social stuff leading into this conversation.
06:06And I saw a clip of you talking about to offset market challenges, doubling your activity, tripling your activity.
06:14But originally, my question was going to be, you know, how do you know, because everybody does have a ceiling,
06:20ultimately, how do you know where that ceiling is?
06:21But if you're enabling these originators to do what they love to do, what they're naturally wired to do, you
06:28know, a doubling of activity is not really, they're getting to do more of what they're best at, which people
06:33enjoy doing.
06:35Does that make sense?
06:36Is that tied together?
06:37A hundred percent, because what we're doing is we're taking away all the other activity they shouldn't be doing.
06:42And you think about it, the industry right now is throwing salespeople, P&Ls and branches.
06:49Watch, guys, gals, I don't mean this to offend anyone.
06:53A branch manager is someone who's not a productive salesperson.
06:58It's just that simple.
07:01Watch, a branch manager has a need.
07:04Okay, there's a need for them, I guess, because a branch manager is someone who's not doing it themselves.
07:10Maybe they're better served just helping or managing people.
07:15But we wouldn't want to take from an industry perspective, the way I look at it, the way that I'm
07:20forming my opportunity in this, is we want to go to that originator who is an extraordinary rainmaker salesperson.
07:28And we want to keep him in that lane.
07:30We don't want to bog him down with running a business.
07:32It doesn't make any sense.
07:34You see where I'm going with that?
07:36Yeah, sure.
07:37It's a big difference in mindset.
07:39Yeah, one of the things I was going to ask you about as well, because I remember at the F13
07:46summit, talking to the other originators that were there, and this was a predominant theme.
07:51The industry is cratering.
07:54It's eating everybody alive.
07:55People are dropping like flies.
07:57And not you and not your people.
07:59This is fantastic.
08:00This is a great market for us, actually.
08:04We're thriving.
08:05We're doing great.
08:05And what I would like, and there are a lot of things, there are a lot of ways you could
08:11answer, but generally speaking, what's one of the things that you think most loan originators are getting wrong, got wrong,
08:19and the peak rate years are continuing to get wrong in this environment that you believe you're getting right, you
08:27and the people that you're mentoring and teaching?
08:29Well, I think what we are doing right now, we're always looking to improve, but I think what we're doing
08:36right is we're staying disciplined to our singleness of purpose and the lanes that we sit in.
08:41I think what happens with originators is they're in, number one, a lot of the times they don't know who
08:47their customer is, so we'll start there.
08:50And once they can identify who their customer is and think of them as a customer rather than a pal,
08:55okay, then we can understand that we're going to treat them differently.
08:58They're not an equal to us.
09:00They're a customer.
09:01Big difference.
09:03Number one.
09:04Number two, I think what originators can really work on is what are their value propositions?
09:09Do you have them formatted in such a way that you can eloquently describe them?
09:14So, in other words, if an originator is sitting in front of me and I said, I'll give you a
09:19minute to a minute and a half, can you tell me why I would choose to use your services over
09:23the competition?
09:25Can you answer that thoroughly or are you going to babble through it?
09:29Okay, so knowing what your value propositions are and do they match the customer that you're looking to serve?
09:36See, that's a big one, okay?
09:37Okay, number three, what I would say is the art of delegation.
09:43And whether you're closing one transaction a month, you've got to start somewhere, 5, 10, 15, or 20.
09:49We have to always think about how are we going to better refine our process and system.
09:56You see, I wanted to have the burger tasting the same way each and every time, which is why what
10:03I focused on for years, Zed, is building out a manufacturing plant.
10:08You see, I run a team.
10:10I don't run a branch.
10:11There is a big difference between the two.
10:13A branch is a branch manager that has multiple originators under them.
10:18Okay, so that's a branch, typical branch structure.
10:21And usually a branch is a group of mercenaries.
10:26These are people that are what's in it for me individually.
10:30Whereas a team structure, okay, we have a group of missionaries.
10:35They're fighting for the mission.
10:36They're fighting for the cause.
10:38So what I wanted to do is I knew that I could rain make at a high level.
10:42So I figured, why wouldn't I just build a manufacturing plant, okay, identify my process and build out a manufacturing
10:49plant and lane them out and hire individuals in each individual lane.
10:55That will allow me to scale my production.
10:58So we have to start somewhere.
11:00And the way that we start is by first thinking about not being a sole practitioner.
11:07A lot of us think, let me stop, let me ask you this.
11:10Why do you think that most LOs never, they exist in the vagary?
11:18You know, they never get to actually defining what you call like the singleness of purpose, whether that can be,
11:23whether, whether that's who your customer is,
11:25what your value prop is, even your process, really clearly defining your process.
11:30Do you think that stems from a lack of mentorship or leadership in the industry, like at large?
11:38I think there's a tremendous lack of mentorship.
11:44And we're going to say, whether it be consulting or coaching of some sort, I think the industry lacks that
11:50in great detail.
11:51No question about it.
11:52But if we have to take a little bit of responsibility to ourselves as originators, by way of this, here's
12:00what I would, let's say, encourage the listener to ask themselves.
12:05What do you desire?
12:07What do you want to accomplish in this industry?
12:11See, for me, I wanted to accomplish number one, period.
12:17And the reason I wanted to accomplish number one, all right, is because I wanted to show my kids that
12:24ultimately, no matter what you choose to do for work, no matter what field, you can accomplish great things.
12:30So I treat, okay, us winning no differently than an NBA team winning.
12:38We look at each season, each calendar year as a season.
12:42It's a championship ring.
12:44We're always looking to win our state every single year.
12:48We're looking to win the nation every single year.
12:51But truthfully, it's like really a broken model when it comes to that.
12:55I won't even get into that one, okay, because the rules are just all bent up.
13:00But, by the way, congratulations on HousingWire on recognizing purchase activity.
13:06I love that, okay?
13:08I said to someone the other day, I said, we have to stop rewarding and recognizing loan volume because it
13:18sanctions poor behavior.
13:21Right, right.
13:22Units.
13:23I wanted to ask you, you're leading into one of the things I wanted, I didn't get to ask you
13:28about it last time.
13:29Earl Nightingale.
13:30I know Earl Nightingale's The Strangest Secret is a major, was a major influence on you.
13:36And so for people who haven't read it, I highly recommend that you do.
13:39It's a short read.
13:41And his thesis is that essentially we become what we think about.
13:45Correct.
13:46And you personally, I want to know, I'd like to know your story, your relationship with this book and this
13:50methodology.
13:52Oh, absolutely.
13:53What was your, or when was your first encounter with the book?
13:56And what did it unlock for you?
14:00Yes.
14:00So one of my mentors, who is my closest mentor, no question about it, is a gentleman named Mike Ferry.
14:08A lot of people know who Mike Ferry is.
14:10Mike Ferry is a global, renowned real estate trainer, number one, in my opinion, for the past 50 years.
14:18Okay.
14:19And I started coaching under Mike directly going back now 10 years.
14:25And interestingly enough, Mike was mentored and worked for Earl Nightingale directly.
14:31Okay.
14:32He had three extraordinary mentors, Earl Nightingale being one of them.
14:37And so Mike would share a lot of stories to me on our one-on-one.
14:42I speak to Mike every week on our one-on-one conversations on what Earl taught Mike.
14:47But of course, Earl wrote a lot of incredible books.
14:50Okay.
14:51One of which is The Essence of Success, which is a hundred two to three minute short stories.
14:56And Earl Nightingale, by the way, is the best storyteller, I think, on the planet.
15:01Okay.
15:01Or was on the planet.
15:02All right.
15:03So The Essence of Success, I would highly recommend.
15:06But Earl Nightingale, at the end of the day, what he was trying to figure out, because he was born
15:13in the depression years,
15:15he came from a poor family.
15:17And what he was trying to figure out is, everyone he's around, in terms of his parents and their friends,
15:23they're all complaining.
15:25They're all on the poor side of life.
15:28He would call the have-nots.
15:29Those were his words.
15:31Okay.
15:31And then he would go and play by the water in some area of California, I believe.
15:36And he'd see these yachts pulling up and people partying.
15:39And he wanted to figure out what was the difference between them and the neighborhood he's sitting in.
15:45And what he found out, Zeb, in his discovery, was, number one, most people don't think.
15:54Most people don't think.
15:56And when we hear that, we say to ourselves, what do you mean?
15:59It's not possible to not think.
16:01And he would talk about how waking up in the morning, getting ready, shaving, putting on a tie, it's not
16:06thinking.
16:07Most people do not sit for 25, 30, 45 minutes and think about how they can better enhance their life,
16:15their situation, their financial goals, etc.
16:19What you were talking about earlier with self-actualization, that's from Carl Jung's teaching.
16:24And when he looks at the layers of the self and the process of self-actualization, the outer layer is
16:30the persona, which is your conscious.
16:32And then the rest of you is really is the subconscious.
16:36And your subconscious is actually is what's driving you most of the time, unless you go through that period of
16:40self-actualization and inward reflection and inward hero journey.
16:44That causes you to to think, that forces you to think.
16:49Well, I'll give you an example.
16:51Every morning, I think I have about 30 to 45 minutes every morning that I write down ideas every single
16:56morning, seven days a week, Saturday, Sunday.
17:00Now, compound that over how many years?
17:02So as an example, this morning, I wrote down, how can I better serve my customer?
17:08And I wrote down three or four ideas.
17:10Now, I might not use any three or four.
17:12Okay, but in a week from now, I might have 21 ideas and I might pull one.
17:17So Earl Nightingale would say, if you want to validate what I'm saying about how most people don't think, he
17:24said, do this.
17:25Ask the next 10 people you run into, what are you doing today to better enhance your financial picture in
17:3312 months from now?
17:34And then what he'd say is, when nine of 10 wipe that blank stare off their face at looking at
17:40you, because they don't know how to answer, you'll understand that most people don't think.
17:45So going back to the originator, here's the question.
17:48What do you want to accomplish in this industry?
17:51And you see, what I've been saying is, is that when you look to accomplish number one, you make different
17:58decisions versus I want to increase by 10% or increase by 15%.
18:04So you're going to make more bolder decisions when you're looking to be number one.
18:09Now, what do I mean by number one?
18:11Well, if you're newer in the business, okay, it could be number one in your branch.
18:18Then when you accomplish number one in your branch, it might be number one in your city or in your
18:23county.
18:25Okay.
18:25Or in the region or in the state, or if you're crazy enough to try and go for it in
18:30the nation.
18:32But we should always be chasing number one, because what ends up happening is, is that one year turns into
18:39another.
18:40Here, I'll give you a story.
18:41So I was always looking to, I call it dethroning someone.
18:45So we're always looking to be number one, because of course, someone else is already number one.
18:49So the idea is to try and dethrone them.
18:51That's the idea.
18:52Okay.
18:53So there was a period of time where I was trying to get to number one over my closest competitor.
18:59And, um, year one of me trying to get to them, I didn't get it year two.
19:05I didn't get it year three.
19:07I got it.
19:08But here's what's interesting.
19:09By the time it got to year three, at one point, I'll never forget it.
19:13I turned around.
19:14I said, look at my last past two and a half years of activity.
19:17Gosh, I closed a lot of loans, but I wasn't even realizing it because none of it mattered.
19:21Cause I still didn't get to number one.
19:24It's a different way of thinking.
19:26Yeah.
19:26One of the things that I thought, uh, or that I think is really interesting about you
19:29and, and it, it, it is effective.
19:32It works just for me personally.
19:33It's a struggle for me.
19:34I, I, when I look at my goal setting, whether it be professional or personal, I, I default
19:40to, I don't want this, like just, just how to act as a, as a man, right?
19:45Like you, any given situation is presented before me and I'm trying to decide how I'm going
19:50to act like, well, I don't want to be that man.
19:52I don't want to be that guy, so I'll either do this or I don't, but that's, it's a, it's
19:56much more difficult.
19:57That brings, it requires much more, uh, clarity of thought to be more granular and what granular
20:03and what you do want to be rather than a whole host of things that you don't want to be.
20:08I don't know if that makes sense or not, but one of the things that I see with you is
20:11that
20:11like, you clearly, you have this clear goal of what you want, not a possibilities of what
20:15you don't want.
20:16Right.
20:17And, and, and, and that's exactly correct.
20:19So, um, you know, my friend, Tim Grover says obsession is clarity.
20:25It's just that simple.
20:26So to be wildly obsessed with what you do, it's not, uh, obsession is usually a negative
20:31term.
20:31It really isn't.
20:32It's clarity.
20:33Like, see, like it gives you clear guidance as to what you're looking to accomplish.
20:37I would strongly urge someone, because if we're looking to, um, replace another person,
20:43if we're looking to become number one ourselves, that's our goal.
20:47Now it's not everyone's goal, but if it is your goal, you're going to make a lot different
20:50decisions over the course of a year than you normally would.
20:55Okay.
20:55Cause you have some audacious goals, right?
20:58And you're going to, and you're going to be more apt to building a process because you're
21:02going to quickly discover that the only way I can scale originations is if I build out
21:07a process.
21:08So then you're going to be, um, forced to love and embrace delegation.
21:13Okay.
21:14See how it's all connected because you're going to get to number one, but watch, you might
21:19be able to pull off increasing your production by 10% for the year without having to delegate.
21:24Right.
21:25I know that you've, you've, much of your approach, you kind of, you've branded like, uh, 13 thinking
21:30basically doing the opposite of what others are doing, treating you, but you treat this,
21:34treating an unlucky number as a symbol of, uh, of unconventional thinking.
21:39And I'm curious as to where, where did that come from?
21:41How did it, you know, and how does it show up in your decision-making?
21:45Without a doubt.
21:45So, so I was born on November 13th.
21:48So, uh, 13 has always been, uh, my number, of course I was, I was born on 13.
21:53Um, but at the same time, okay.
21:56Uh, 13 is known as it's, it's, you know, a number that's known as unlucky.
22:02Okay.
22:02Uh, so I embraced the fact that 13 is an unorthodox, untraditional number to like usually.
22:09So, um, I was born on the number and I said to myself, everything I want to do, I want
22:14it to be the direct opposite of what others do.
22:16Because if I do the direct opposite on Earl Nightingale line, if you do the direct opposite
22:21of what others do, you'll virtually never make a mistake.
22:26Okay.
22:27So everything that I do, my entire practice, um, building out an infrastructure, the way
22:33that I did it in terms of, um, its process and procedure, watch ready.
22:37I'll give you a one little micro example, promoting hours of operation of seven days a week, 8am
22:42to 9pm.
22:43That's unusual.
22:44Okay.
22:45So everything I do is unusual because I want to do the direct opposite of others.
22:50So, um, I, I created a consulting companies that have called floor 13.
22:55So it's actually F13 for short.
22:57Okay.
22:58Okay.
22:59And, um, if you think about it, uh, probably 99% of buildings don't have the 13th floor.
23:06Okay.
23:06But really the 13th floor is really there.
23:09Okay.
23:10Um, constructually it's there.
23:12It's just the 14th floor, but watch, watch why I called it F13 or floor 13 consulting,
23:18because the truth of the matter is, is that everyone has talent.
23:24It's there, but it's very rarely recognized just like the 13th floor in a hotel building.
23:31And, um, what I do with the F13 members is I share everything with them, everything that
23:38I do from beginning to end, because what I wanted to do, number one, Zeb, is I wanted
23:43to create my own competition because I knew it would make me better.
23:47And number two, I wanted to change their lives too.
23:51Cause when we think about legacy, I'm 47 years old.
23:55Okay.
23:55So I'm still, uh, through the grace of God.
23:57Okay.
23:57I'm a young guy and I'm here today.
23:59Okay.
24:00But you hit a point in a career where you're still wanting to get those wins, get those
24:06rings, but what's even more gratifying to it is to help others win at a high level.
24:14So I have F13 members that are gaining such momentum onto me that they're about to take
24:20me out, Zeb.
24:21Now think about that.
24:22And I'm on a call with them telling them how.
24:25Yeah.
24:26You're right.
24:26But yeah, I've got to say, I was really shocked at the level of, uh, transparency with your,
24:33oh, everything, your, your, your mindset, your, your methods, your processes at the, at the
24:39summit that you invited me to, uh, last year.
24:41It was, it really, it surprised me.
24:44Yes.
24:45Oh, thank you.
24:46In fact, I'd love to have you back.
24:48I'd love to, I'd love to go.
24:50Um, okay.
24:51Well, I want to ask you something about, we've got the gathering coming up.
24:54I'm looking forward to your, uh, your session.
24:56You're going to be on stage.
24:57You're going to be speaking.
24:58It's April 27th to the 30th, uh, in Austin, Texas.
25:01And I know that you'll be sharing really valuable insights on Dally, just like you have
25:06this, this last 45 minutes with me.
25:08But can you give us a little preview about what we perhaps can expect?
25:13I want you to give away the secret sauce too much.
25:15Sure.
25:15Sure.
25:15Well, first and foremost, whoever's listening, if you don't have a ticket for the gathering,
25:20I got to tell you something, buy it today.
25:22Um, I think they might even, they might even be sold out, but the truth of the matter is
25:26this.
25:26If you look at that roster, okay, you're talking about virtually the individuals that control
25:33housing.
25:34And then you have little old me there.
25:36Okay.
25:36But you have, um, the, the titans of mortgage there, which is just absolutely extraordinary.
25:41So, so congratulations to housing wire.
25:43Congratulations on, well, it goes, it's a testament to who you are as an organization,
25:47which is why you have the people that you have there.
25:49So they asked me, um, the other day, Matt, um, what is the title of your talk?
25:56And I gave them the title of my talk.
25:58And it's, and the title of the talk is chase rings, not volume.
26:03Okay.
26:04And we're going to be talking about the five key points.
26:07Okay.
26:08That in my opinion is what it takes to be number one, number one in anything.
26:14And this is not about necessarily me being number one or hitting number one.
26:19It's about what I've studied over with others that have hit number one and have succeed, have, uh,
26:25succeeded at such an extraordinary level.
26:27Okay.
26:28So I'm going to be sharing a lot of interesting factoids in that, that will get the room thinking,
26:34I think a little bit differently, all in an effort to hopefully inspire just a little bit
26:39to get them to be, um, a little bit different in thinking.
26:42So, um, and then I think that ties into our entire conversation, thinking differently systems
26:47and processes to win and to succeed.
26:49Yeah.
26:50I've got, go ahead.
26:51I'm sorry.
26:51Go ahead.
26:51No, no, no.
26:52And I think, I think we're doing a breakfast session, um, the next day.
26:56And they asked me, Matt, um, what would you like the title to be?
26:59And I told them, eat your Wheaties.
27:02Okay.
27:03We're going to be eating Wheaties together.
27:06Perfect.
27:06Perfect.
27:07Um, I got, I got one last question for you.
27:09And you've, I think you, you actually, you hinted towards this a little bit, I believe in the,
27:13in the previous question or the previous response, we were talking about mentor,
27:17mentorship and growing your competition, but that you're, you're what consistently still
27:22are one of the top originators in the country.
27:24And I just, I know this from being really plugged into this world that there are, there
27:30is a temptation to coast on your name and your reputation to rest on your laurels.
27:36And from, you know, from what I know about you, you're just not really that guy at all.
27:41So I'm curious to know what, what, what does the version of Matt Weaver that
27:46hasn't happened yet, or that you're evolving into, you know, where do you see yourself
27:51going in the next few years?
27:52I would assume the mentorship is, is, is, is a big part of that, but what else?
27:56Well, you know, it's interesting.
27:58I mean, through the grace of God, you know, um, uh, what's so incredible is, is that if
28:04you just keep thinking every day, you keep evolving.
28:06Um, there's seven words that we live by here within the Matt Weaver team, which is be better
28:14than you have to be, be better than you have to be.
28:17Um, the truth of the matter is, is that most people are as good as they have to be.
28:22Um, the idea is to be better than you have to be.
28:25Okay.
28:26In any circumstance and in any situation.
28:28Um, so, um, what's happening is that is we're constantly thinking and working on new projects
28:36and new initiatives that the way this morphs out.
28:41Okay.
28:42I couldn't even tell you, but that's the exciting part about it.
28:45What I can tell you is we're going to be better than we are today.
28:49That's a certainty.
28:50Um, here I am now, I'm two and a half years into almost three years with, um, our F13 consulting
28:57program.
28:58It's something that I wouldn't have thought if you asked me to, or I'm sorry, three years
29:02ago, where would you be?
29:03I wouldn't tell you that I'd be hosting a G13 summit with some of the best in the room
29:07and the best in the industry.
29:09Um, so it just goes back to, we're always going to keep thinking.
29:13We're always going to keep evolving.
29:15Um, we're, we're, we're the antithesis of complacency.
29:18Okay.
29:19Um, so that's, that's what makes it so fun.
29:21Uh, but here's what I think.
29:23I think at the end of the day, if I can walk away making a difference.
29:27In other people's lives to my team.
29:30Okay.
29:30And watching them flourish, buying homes, um, getting married, doing all the great stuff.
29:37You know, my original, um, my, my average team member has been with me for nine years.
29:41Okay.
29:42That's crazy.
29:43That's crazy.
29:44Higher retention.
29:45Yeah.
29:46My original five members that I started a team with, with, with the exception of my
29:49father may rest in peace.
29:51The other four have been with me since day one.
29:54They're still here.
29:55Um, so, um, you know, making sure they flourish.
29:59Then of course, hitting certain goals and milestones that I want to accomplish, but also
30:03helping others succeed at a high level.
30:06So I'm looking forward to seeing a lot of the F13 members become number one themselves.
30:12Excellent.
30:13Well, Matt, I honestly, I could, this could turn into a three hour, uh, podcast.
30:17I, you know, I feel like we, so many things I just barely scratched the surface on with
30:21you that, uh, I, I would really enjoy to have a deeper dive again, later, later on.
30:27I appreciate you taking the time, a wealth of information and insight.
30:32So thank you so much for coming on the show.
30:34And I look forward to seeing you and, uh, and speaking with you again at the gathering.
30:39I will see you in Texas, my friend.
30:41Yes, sir.
30:42All right.
30:42Thank you again.
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