Opening Up Failure & Family to Real Estate
Resource Library Video

Opening Up Failure & Family to Real Estate


People always ask, “What’s your mojo? How do you go from 50 to 600 transactions in 6 years?” The thing I feel when I see teams putting out ads for hiring agents is hurtful. At the end of the day, the easiest transactions that result in the most future referrals with the least problems are the ones where there’s previous trust. Pre-transaction trust, if you will. The same applies to your staff. If there’s trust, and you enjoy working with them, it creates a strong team atmosphere. That team then goes from 50 to 600 transactions.”

Haro Setian started The Haro Group, a team located in Greenville, SC under the Keller Williams franchise. Since it’s founding, they’ve become the #1 team in South Carolina, but the road to their success wasn’t the smoothest ride. Failures and mistakes were a part of the journey. Haro admits to messing up several times, especially with hiring his first staff members. Underneath the struggle, however, was an innate ability to learn from the mistakes … to steer the ship back on course when it went adrift. People always like to talk about the importance of family, the importance of trust. For Haro, he believes it was the key ingredient to success. And in this episode he details how he created a family-culture that thrived perfectly in the chaotic ocean of real estate.

In this episode of Driven, get ready to hear:

  • Understanding mistakes and how to grow from them (4 min)
  • Finding equilibrium between agent and admin staff (11 min)
  • How to leverage transparency and accountability to build success (20 min)
  • Going from 50 to 600 transactions in 6 years (24 min)
  • Helping family and friends adjust to your real estate life (27 min)

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Full Transcript

Here is the transcript of the video and audio, in case you don’t have time to listen.

Rivers: Hey everyone. Welcome to another episode of Driven. My name is Rivers Pearce from BoomTown. And today we are in lovely, sunny, Greenville, South Carolina.

Haro Setian: In the hood.

Rivers: We have just entered the hood. Luckily the camera’s rolling, so this may be the last you see of us [laughter]. I am with one of our great clients here in Greenville, Haro Setian. I said all that right?

Haro Setian: You did.

Rivers: Do I need to spell it?

Haro Setian: Most people skip the last name [laughter].

Rivers: We just call him Haro, with The Haro Group here with Keller Williams in Greenville, South Carolina. So why don’t you tell us a little bit about yourself and your team and kind of what your story is here?

Haro Setian: Yeah. So depends on how far back you want to go. So our team actually just got found out today.

Rivers: Today?

Haro Setian: We were ranked 110 in the country. First time we made The Thousand in the Wall Street Journal ranking of The Thousand. We were ranked 110 in the country. So, there’s only 109 teams that sold more houses than we did on the volume side.

Rivers: On the volume–

Haro Setian: On the volume side, it’s a little weaker because this is not a high price point market–

Rivers: But how many units is that?

Haro Setian: We sold 404 houses last year.

Rivers: 404 houses last year. That’s awesome.

Haro Setian: And we’re at 297 closed and pending this year. So our target is to break 600–

Rivers: That’s awesome.

Haro Setian: –this year.

Rivers: Congratulations, my friend. I mean, that’s a huge accomplishment, is to know, so.

Haro Setian: This is the location.

Rivers: We’re driving by where his new location is hopefully going to be, where they’re looking at as they’re expanding their team out and growing.

Haro Setian: Yep.

Rivers: So you’re not from Greenville though?

Haro Setian: I’m not from Greenville.

Rivers: Where are you from?

Haro Setian: I grew up in Boston.

Rivers: Grew up in Boston.

Haro Setian: Boston, Massachusetts.

Rivers: How long you been down here?

Haro Setian: So I came for college in 1995 and eventually graduated from Clemson with a degree in economics. So it’d be in one of those bays over there. And went to live in Chicago for a year. Then I went overseas for about a year. Then eventually came back to South Carolina, was in another industry. And then in the height of the market, the most beautiful time to get into real estate, 2009, I got in. So anyway, yeah. I got into real estate in 2009, sold 33 houses in my first 12 months. And then late 2010, I’m on my own. First two things I did late 2010 was hire a coach and an assistant. So, I have no money and I hire a coach. And I hired an administrative assistant right away. Now that person lasted four months just because I had no clue what I was doing.

Rivers: Yeah. But you got to have an assistant right [laughter]?

Haro Setian: I had to have an assistant. And the mindset right in the beginning was, look. I can hire someone for $15-20 an hour to do this work. And I can go do work that pays 80, 90, 100, $120 an hour. I was an economics major, I got my masters in economics–

Rivers: Economics made sense [crosstalk]–

Haro Setian: And just the economics of that specific conversation was, all right. I’m not going to spend my time doing these tasks. Besides the fact that I just particularly don’t enjoy doing those tasks.

Rivers: And probably not what you’re best at doing.

Haro Setian: And so you can call it a laziness thing. You can call it a– and that’s fair. I’m truly lazy on certain things. You can call it an entitlement thing, like I don’t want to do this like a Millennial. And I’m not even a Millennial, but it’s kind of a, I don’t want to do that work. But I just didn’t want to and I just hired for it right away. So that began this process of learning how to get into business with people. And I screwed it up a bunch of times. And I still have, as recently as two year– well, last year I had a hire that I made that lasted two months, and this is a direct report to me not in the team. So anyway, that just started the process of people ask about hiring all the time and it’s just like, just go. Just do it. Just start. You’re going to suck at it just like–

Rivers: You’re going to fail.

Haro Setian: –anything else you do the first time. Or your odds are that you’re going to suck. You might not suck. You might nail it the first time. But again, it’s probably luck, not skill. And it does happen sometimes. For instance, the person that runs the Haro Group now, I hired without any process.

Rivers: Really? Who is that?

Haro Setian: Yeah. I just literally shot off the hip. His name is Moses Nickerson. And Moses is an incredibly gifted leader, frankly does it way better than I would ever do it. I’m too much of a squirrel chaser. Some people talk about the founder’s curse [laughter]– you’re just–

Rivers: You’re all over the place.

Haro Setian: –psychotic, right, slightly schizo.

Rivers: Some people call it ADD.

Haro Setian: ADD.

Rivers: Some people call it genius.

Haro Setian: Yeah. Some people call it genius. I don’t even know if I’ll go there [laughter]. Moses just does a terrific job of running the organization on a day-to-day. You know one of the mantras you hear is hire better than yourself. I didn’t realize that I was doing that but that’s in effect, at that time, that’s what happened is I hired someone that had the capacity to execute strategy much better than I could.

Rivers: But you could put the strategy piece out there. [crosstalk] all together.

Haro Setian: It’s vision. And right now, I mean, it’s awesome. Our conversations are awesome. We beat the hell out of each other. But what comes out of it is what I feel like is a pretty good organization which– and last year, I mean, we had 50%, right between 50 and 60% – I don’t remember the exact number – revenue growth. And Moses drove that. I was largely out of the business all of 2016 working on another business launch. And 50, 60% revenue growth and 100% profit growth. And he did that. Yeah. And we’ve run 50, 60% growth for the last five years.

Rivers: And that’s running itself. You built a business that’s now building itself.

Haro Setian: Yeah. When I got into Keller Williams – and it’s not a Keller Williams plug, and it is – that was kind of the mantra of the company is, business is worth having. And so from the early days, I heard about, if you’ve seen a millionaire real estate agent book, you can go to the seventh level. And it’s like, oh, that’s cool. Can we do that? Let’s try that.

Rivers: Well, that’s the mantra. I mean, build the business that builds itself. That’s what you’re doing. [crosstalk].

Haro Setian: The cool thing about it is what it does is it opens up opportunity for people. So our people have opportunity that they might not have had otherwise. And I think that’s what helps us attract really great people is they’re part of a winning team. We’re number one in the Upstate now. We were the number one Keller Williams team for the last couple years in the Upstate of South Carolina. And now we’re the number one team across all brokers in the Upstate of South Carolina.

Rivers: Again, congratulations for that and the real trends. Big day. Big year. A lot of stuff going on.

Haro Setian: Yeah. And we feel like we’re just getting started. That’s the crazy thing.

Rivers: So how many people are on the team?

Haro Setian: I think stateside, we’re at 26. And when I say stateside we have five VAs in the Philippines that–

Rivers: Okay. How many are agents?

Haro Setian: Of the 26, so how many are functioning as agents?

Rivers: Functioning, buying, and selling real estate.

Haro Setian: Our admin, we try to get them–

Rivers: Licensed?

Haro Setian: All our full-time admin in Greenville, we like them licensed. Because they’re working on transaction management, working with listing clients and we want to make sure that they’re able to have the conversations they need to have. So we want to make sure they have the proper credentials. Eight buyers’ agents, a builder trading agent, we have three inside sales people currently. So they’re on the phones outbound. And kudos to them, FYI. So we started the year with nine. So here’s a failing forward mark. We started the year with nine ISAs.

Rivers: Stateside?

Haro Setian: Here. Yep. No. I don’t know that I could do the ISA from the Philippines. There are people who do it, so good for them. We started with nine. The three last month, we measure held appointments. That’s our driving metric for that department.

Rivers: Held appointments?

Haro Setian: Right. So not the appointments set.

Rivers: They actually showed up.

Haro Setian: But actually, the appointment happened [laughter].

Rivers: Physically had an appointment?

Haro Setian: Right. Because that’s your at-bat. Everything else is on deck.

Rivers: Yeah. Good point.

Haro Setian: So we want the at-bats. If we have enough at-bats, we know we’ll hit a certain amount. We’ll get a hit, and that’ll get us the home runs that we need to build the business that we need to build. So that crew, in May, had more helds out of three people, held appointments, than the nine did ever in a month.

Rivers: Oh, gosh.

Haro Setian: So we got the right ones. And we had to learn some stuff in that process. It’s not so much– I don’t want to get into good person, bad person, that’s not it. Making sure that the individual matches the role and the requirements of the role. Everyone’s talent for something and we are getting better and better at identifying the right talent for this role in our system.

Rivers: Yeah. Cool, man. All right. So that’s a big team.

Haro Setian: It is.

Rivers: I didn’t realize you were running that big of a team. I don’t meet too many people in the 20+ range. That’s pretty good.

Haro Setian: Yeah. Some of the things that we’re really proud of, our average buyers’ agent last year closed 40 transactions. We’ve never had a buyer agent or listing agent that joined our team that got through their first 100-day training that’s left. Sorry. One.

Rivers: Okay. Do you have any rules in place or any program in place for that 100 days? I assume something.

Haro Setian: Something. Don’t ask me what [laughter]. Moses.

Rivers: Moses handles–

Haro Setian: Moses, #Moses.

Rivers: #Moses [laughter].

Haro Setian: Check with Moses. Yeah, we do, I mean it’s a–

Rivers: Do they have to close a transaction or two? I mean do they have to get something?

Haro Setian: Yeah. And then their requirement post-100 days is 36 in the next 12 months.

Rivers: Right. To stay on the team.

Haro Setian: To stay on the team. And if you’re sliding on that, there is some redemption period you can get back in the game. We just really want to be in business with people who want to make 100 grand or more, particularly on the sales side. And our inside sales people with the tracker, now that they’re setting with last month’s production, this month’s production. Even our inside sales people, which is a whole different– outside sales and inside sales, the inside sales, the cool thing is our goal was to make that really good financial opportunity. And our inside sales people, the top ones will do 90 to 100,000.

Rivers: The ISAs? I was talking to Anna Krueger who you–

Haro Setian: Hired.

Rivers: –gave her first real estate job. And she was saying she’s training some ISAs that are making six figures. So–

Haro Setian: It’s cool because they work 9 to 5.

Rivers: They work 9 to– that’s what we were talking about. She’s like, “If you don’t mind being in one place and you want to actually have a 9 to 5 job and–

Haro Setian: Be in real estate.

Rivers: –a regular cadence, I guess. You can do it. It’s not for me. It’s probably not for you either. It’s not for my personality type, but I think that’s fantastic.

Haro Setian: I think there was a time in my life I could have done that. And it would have been really good training for where I am today. And we start everyone in kind of an ISA role. We call it agent-in-training. And then there’s a– and this is in-process too. This is evolving, how we do this, but agent-in-training, they start on the phones.  And I don’t know exactly how Moses has this setup, but there’s kind of a do they move forward as an agent, like buyers’ agent, listing agent? Or do they move into and stay in the ISA department? Like we’ve got ISAs, that’s what they want to do. They don’t ever want to be a buyer agent or a listing agent. They want to be an ISA.

Rivers: And they make a good living and it’s–

Haro Setian: They make a good living.

Rivers: It’s not as, I guess, ceilingless, but–

Haro Setian: Yeah. And it’s cool because they’ve developed their own vision as a department now. And they want to beat Loken, Lance Loken out in Houston [laughter]. They just–

Rivers: Which it would explain it for them kind of–

Haro Setian: Yeah. I mean, I think Lance has been in the business for one year more than I have, and he’ll do like 2,000 units this year.

Rivers: They’re killing it.

Haro Setian: And we’ll do like 600.

Rivers: Yeah. They’re killing it.

Haro Setian: Absolutely killing it. And I was talking to one of their ISAs at an event in Texas and the ISA, because of referrals he had given to the listing department, had 20 listings on the market that day when I saw him. I was like, that is a pipeline, right. That for an ISA that’s making a small percentage of the deal, to have 20 deals on the market. Now you know, you’ve got a steady paycheck.

Rivers: Right. Because it just keeps on giving. So you’ve been with BoomTown since when?

Haro Setian: I want to say 2013. I had to beg you guys to take me on [laughter].

Rivers: So for those of you who don’t know, there was a time when BoomTown was a little more Geo exclusive, I guess was the [crosstalk].

Haro Setian: Yeah. Like hoity-toity.

Rivers: It wasn’t hoity-toity. Everybody in the space was Geo kind of, exclusive–

Haro Setian: What does Geo mean?

Rivers: Geo. G-E-O–

Haro Setian: Oh, Geo.

Rivers: Geographically exclusive.

Haro Setian: Got it. Right. I understood.

Rivers: Because it was a much tighter market. The market was not as robust as it is now.

Haro Setian: With as many players.

Rivers: And there were not as many people in the game, and there weren’t as many people buying and selling. And we had to be protective of the clients that we had, to make sure they were getting enough business but. You paid us enough money under the table to get on BoomTown, right? That’s how I bought myself out of student debt.

Haro Setian: It was actually alcohol purchases. I’m kidding.

Rivers: No. He’s not. Sorry, not sorry.

Haro Setian: Sorry, not sorry hashtag.

Rivers: So that’s what? Four years now or so. And how many people did you have on your team then?

Haro Setian: 10? 7?

Rivers: Okay. So you were a pretty good clip even then.

Haro Setian: Yeah. We were admin heavy in the beginning. We’re a little more agent heavy now. We probably need to get to a more equilibrium on that. When we finally got BoomTown, I think we had me on the listing side and then a buyer agent, Moses, with two showing agents. When we got BoomTown, that was our–

Rivers: [crosstalk] still pretty heavy into working real estate, transacting yourself.

Haro Setian: I was. Yep. I’ve personally used BoomTown for probably two– frankly, I don’t look at it anymore [laughter]. But–

Rivers: That’s okay. That was your goal, right?

Haro Setian: Yeah.

Rivers: Get out of all of that, run the business. And now you’re kind of not even really running the day-to-day.

Haro Setian: Yeah. By following the systems and the models that were available through Keller Williams, we have set up the business worth owning conversation where you’ve got a viable business that runs itself. We’re doing that.  I mean, we’re looking at expansion. And I’ll probably be getting involved in that at a higher level because I’m going to get bored with what I’m doing. But I also like teaching, so I go around the country and teach and–

Rivers: What are you teaching?

Haro Setian: I’ve developed a 4 hour, how I went from 5 million to– all the failures from 5 million to we’ll do 120 million this year. The failures from 5 million to 120. And then I teach Keller Williams Career Visioning course, which is the hiring process. And that was probably one of the best things I did was start teaching that class because that really forced me to get deep on the topic.

Rivers: Yeah. Absolutely. Made you better at what you’re doing. So what other technology are you guys using as far as your operational stack? I mean, obviously, you’re using BoomTown, you use Dotloop I guess for your [crosstalk]–

Haro Setian: BoomTown, Dotloop. We’re also using Seize the Market–

Rivers: Are you?

Haro Setian: –which is kind of a direct competitor to BoomTown.

Rivers: What are you using that for?

Haro Setian: It’s a little more expensive. Yeah, the thing they’ve done a really good job on is, we really feel like their transaction– our ability to manage the transactions in there. I talk about BoomTown as a lead management system and Seize the Market as our CRM. And I say CRM– CRM with this massive project management piece where we’ve got all the workflows for when we get a contract on a–

Rivers: So from that, BoomTown gets you a lead in the door. Nurture, nurture, nurture until they go to a contract. Then they’re fill– you’re using the–

Haro Setian: Well, no. So ideally, the switch point, and I don’t know how much this happens in reality, but to me, it’s BoomTown, nurture, nurture, nurture, set an appointment with, and that’s when it goes into our CRM, which is Seize the Market. And then lifetime touches should happen in there. Now, our agents like BoomTown better so I think they actually set up their lifetime touches for their past clients in BoomTown, where we wanted it to be in STM. Because our goal was– what I’d love to happen, is if someone calls in and they ask the name, then whoever can just type into the system, look up all the notes and history on that person so we can have that personal touch, and we’re not there, yet. That’s missing.

Rivers: Yeah. I think there’s a part of the market– that’s a lot of people are talking about that contract to close and then the post-close. There’s a lot of people still vying to figure out that solution, I think. So that’s–

Haro Setian: Yeah. I want you to call as a past client, and as soon as we pick up the phone says, “The Haro Group. How can I help you?” “Hey this is Rivers, Tickle the Lily.” “Rivers, how are the kids?” That’s my vision, and we’re not there.

Rivers: Well, maybe we’ll take that back to the team at home to think about that.

Haro Setian: Love that. So the STM, what else in the stack? STM, BoomTown–

Rivers: Are you doing Mojo Dialer, BombBomb, any of that stuff?

Haro Setian: Mojo, Vyral.

Rivers: You’re using Vyral?

No. Not BombBomb.

Rivers: V-Y-R-A-L.

Haro Setian: V-Y-R-A-L. Really like Vyral. It’s just a plug-and-play system for us to get touches out to our database via video.

Rivers: Yeah. So Vyral what? So you record the video, you send it to them, and they take care of the rest, right?

Haro Setian: They take care of the rest. They have access to all of our databases. If we want it sent to a segment, they know how to do that. If we want it sent to the entire thing, they do that. So there is just a plug and play system. And I feel like there’s so much potential that they have in intellectual capacity that we haven’t even plugged into yet. They have their own masterminds on marketing and there’s just so much we haven’t even touched yet with them.

Rivers: Yeah. And Grier and I have known Frank Klesitz, who runs Vyral for six, seven years now and we’re kind of the old school. We were the young guys back then, now we’re kind of old.

Haro Setian: Right. Now, you’re like the granddaddies.

Rivers: Right. And then who else? Josh Cunningham was with Vyral, he runs Rokrbox now. Everybody’s all grown up.

Haro Setian: Yep. Taking our hits, but we’re going to earn our stripes a little more in the next recession.

Rivers: That’s the plan, right? So you’re using Geckoboards for your internal team, stats and things like that?

Haro Setian: Yeah. I don’t feel like we use it awesomely, but yes.

Rivers: Are you using it where everybody can see everything, full transparency kind of?

Haro Setian: That’s the intention.

Rivers: The plan, right?

Haro Setian: Yeah. I don’t know that it’s perfect yet. And we’re remodeling our space, so we’re having a lot of transition stuff going on right now. The whole last year has been this massive–

Rivers: You’ve had a little bit going on.

Haro Setian: –transitional time.

Rivers: Yeah. The whole idea around the Geckoboard thing is so that everybody knows where everybody stands, how many transactions are going on, holds each other accountable, just keep everything transparent.

Haro Setian: Yeah. I mean, I think one of the reasons we’ve done well is we really do have a culture and infrastructure that is accountability. I don’t even know that– I mean, I know they hold each other accountable, but the whole structure of the thing holds them accountable. Our people are in the office every day at 8:00, on the phones by 9:00. That’s just the expectation. It’s not an option. You don’t come to work for us if you don’t want to do that.

Rivers: Right. Which is not your typical real estate agent mentality.

Haro Setian: Agent, and I find a lot of teams that are a lot looser than that.

Rivers: Yeah. Well, I find that the teams that are winning are much tighter. Right?

Haro Setian: You’ve actually probably done way more research on this or just– maybe not you. Maybe you wouldn’t have called it research, just have the knowledge of the market better. But yeah, that’s the expectation. You come to work with us, you’re coming to work–

Rivers: Work.

Haro Setian: –with us.

Rivers: Are you guys doing [laughter]–

Haro Setian: Was that too direct?

Rivers: No. That’s what we want. That’s what we’re trying to get here is direct. Do you guys have daily meetings, huddles?

Haro Setian: Yeah. Daily meetings. Years ago, previous to my current real estate, I heard this kind of mantra, leaders are readers. And in my mindset, if I’m going to employ people and I have the opportunity to speak into their lives, I want to help them become leaders. The world needs more of those. And let’s work towards that. If I’m going to be working anyway and with a little bit of intentionality, I can pour into people and create a culture that has leadership development in what it does. Then that’s what I want to do. So from that perspective, early on, when there was four of us, what we would do is I would buy a copy of a book for everybody. And every morning, we’d take 15 minutes to read, and then five minutes of ah-has, and then any huddle stuff, stats from the previous day, or whatever, what our goal was for the day, or anything we needed help with, 30 minutes in the morning and then to work. So now that’s evolved into that happens Monday, Tuesday, Thursday, Friday. Wednesdays are all hands on deck meeting, which right now there’s 26 of us, so all hands on deck is in a small room. And it’s pretty stuffy [laughter].

Rivers: That’s your weekly sales meeting?

Haro Setian: It’s a sales meeting, but all our admin are involved too so it’s more like an all-company meeting. And we kind of like that. I feel like that’s really helped us solidify culture and solidify communication. Make sure everyone’s on the same page. Not have these silos.

Rivers: Not that admin is just an admin thing and sales are doing all the real work? We’re all in this together.

Haro Setian: Right. I do think there might be an opportunity in the future to have a specific sales meeting. There are departmental meetings that do do that. But we like that one time a week where everyone’s together. Here’s where we are, here’s how we’re going, here’s how we’re doing, upcoming events, some training, important issues, bucket fills where they’ll give a shout out about a team member, etc. etc. So that’s every morning. The team holds themselves accountable as well. Yeah. Here’s the cool thing. A lot of people ask what’s our mojo and how have we done this. 2012, I started the year solo and hired my first full-time assistant in, I think it was February. And that year, this team, the seed of it closed 50 units. And here we are in 2017, six years, right? This year we’ll close 600. So how do you go from 50 to 600 in six years? And I think probably the key piece is that I see all these– I’m in Facebook groups with other people that have teams. And I see people talking about putting out ads for hiring, and that just makes me hurt inside [laughter]. I’m all for calling [expireds?] and for sale by owners, and our team does that. And at the end of the day, we all know that the easiest transactions that result in the most future referrals with the least problems are the ones where there’s previous trust, pre-transaction trust, if you will. If that’s true in something where you spend maybe 6 to 20 hours with the person, whether they’re a seller or a buyer, how much more true is it if it’s 8, 9, 10 hours a day, day after day after day, week after week, month after month, year after year? So we want those– so our 26, I think six or seven go to church together, same church. I think five or six of them were in high school and college together.

Rivers: Got you. So the network effect is that much more powerful from their core group.

Haro Setian: Yeah. So everybody has like– we’ve never hired– I say we’ve never. It’s beginning to happen now, but we’ve rarely ever hired someone that we didn’t know or that was a friend of someone we knew. So there’s that previous trust, and we really like– so we have a part in our process hiring called the defense. So this morning, two hires were being defended. I was on the committee that was part of the defense committee. There’s two hires that we’re looking to make and they were defending them. And I mean,  one of the things I always ask is, “What’s their connection to us?” Because to me, it’s negative if there’s not one. And it’s not so much that it’s negative, it’s just we just don’t have a proven data set around people that we don’t know getting into business with us. We do have a proven data set on people–

Rivers: That you do know.

Haro Setian: –that have kind of– yeah.

Rivers: And that doesn’t mean like, they’re all have to be best friends. It’s just like somebody’s got– they can vouch for you. There’s some sort of [crosstalk].

Haro Setian: Yeah. Again, it’s really hard to screw over people, right, or, not be a team player when you know they’re– and that’s why we also try to create space. This Saturday night, we’re doing something called family forum. And so what that is is we’re going to take two couples from the team, me and my wife, and then Moses and his wife. Because we’ve gotten some people that have got into Real Estate in the last year and a half and their spouses adjusting to the schedule, right, of being a realtor. And so it’s like, how do you guys do this? How do you maintain marriage? And how do you maintain being a good parent? How do you have time with your family or kids when every other realtor in town wants to talk to you at 9:00 PM. And we get a lot of push-back in town from other agents because like we tell our agents, don’t answer the phone after 7:00. You’ve got a life and we want you to maintain that.

Rivers: And you have to do that though. You have to make that happen.

Haro Setian: Yeah You have to push down on them. We have to have conversations about that. So they were doing this family forum thing. We talk a lot about relationships and we all know they’re important. And it’s like, when you work with people and you know their children, and their children play with your children and– I’m not trying to manipulate the process where– but that’s kind of what I want. I really don’t want to work with people that I don’t enjoy being around, period. Right? So we enjoy being around them.If you enjoy being around them, it means you care about them. If you care about them, you care about what’s important to them, and what’s important to them is high on everyone’s list, is their family. And so we just create those opportunities. And so we just had– last weekend was our annual summer picnic at my house.

Rivers: With everyone?

Haro Setian: With everyone. Their spouses–

Rivers: So you’re creating family within your– your team is a family?

Haro Setian: Yeah.

Rivers: Which then creates a much tighter culture of accountability, higher productivity probably.

Haro Setian: Right. Because when someone says, “I’m paying off my debt so that my family doesn’t–” you know that family. You know what I mean? You know–

Rivers: Yeah. It’s personal for everybody–

Haro Setian: It’s like, wow, cheering them on.

Rivers: Right. Like you want to be the help.

Haro Setian: You want them to win. Yeah.

Rivers: You got into it during the crash, during the worst time to get into it, which is also kind of the best time. The crash combined with the rise in technology, where you’ve got more and more– consumers are exponentially more empowered than they were pre-IDX, pre-internet. So that, the tech combined with the crash, combined with the Millennial mindset, which is really– they’re growing up, and moving, and taking over jobs, and becoming the generation now. Do you think that the concept of home, what is home, has changed in their mentality, or just in general? Where people are saying they’re not looking at I’m going to buy a home as their kind of pinnacle of the American dream, kind of conceptually. Do you think it’s more because we’re more of a kind of transient society that people are more interested in renting versus buying? Are you seeing that in this area, or in general? What are your thoughts on that, the concept of home? Not home ownership so much, but what is home has changed a little bit in the last 10 years.

Haro Setian: Yeah. People are so much more able to be virtual, if you will, do what they do virtually or from anywhere. It’s hard to say. And I don’t know if we’re in this weird town called Greenville, where there’s still a pretty high emphasis on family, and a lot of people are family oriented. I was just in New York City a couple of weeks ago. And when in New York City, you tell people you have three children [laughter], their eyes crash. I can’t tell you the number of people I know here in Greenville that have three or four.

Rivers: Oh, easily. Sure.

Haro Setian: You know what I mean? So it’s like, I think that either Greenville attracts that, or it fosters that, or both. And I think there’s a good bit of– I don’t know. Maybe I’m not hanging out with Millennials enough, but my whole team is pretty much Millennial, right? And they’re family people.

Rivers: Yeah. So is family the nucleus? I mean, the home is kind of where the family is, so maybe it’s–

Haro Setian: And maybe I’m in my own little bubble, in my own little vacuum, where I talk about it, real estate, as an investment for the future. You’re going to build your wealth this way. So maybe I gather around me, people who think that way?

Rivers: Hey, Haro, really appreciate it, man, thank you so much. Great being in Greenville, South Carolina. By the way, it’s my hometown. So Haro, 110 on REAL Trends, just came out today. Congrats.

Haro Setian: Thank you.

Rivers: Number one team in Greenville, South Carolina. Continuing to crush it. Appreciate it. We’ll see you guys on another episode. Thank you.

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