Hey You! Yeah, we’re talking to you! Why aren’t you doing that thing you’ve been telling everyone you would get done? You’ve been working on it forever! Sounds like you’ve got a WHO problem.
Remember, with each episode, we will provide a helpful Deep-Dive infographic where we break down the entire book on to 1 page! Check out, and download, this week’s infographic below!
Has there been a time when you thought, “wow, I would love to start a new hobby… but I don’t have the time.”? You’re so busy with other things, that you couldn’t possibly add something new to your plate. In Dan Sullivan’s, Who Not How, he offers tools to help you delegate, freeing your time up to do the things you WANT to do. If you’re somebody who believes that if something is going to get done, you’ve got to be the one to do it… think again. Dan Sullivan wants you to change the question from, “How do I do this?” to “Who can I get to do this for me?”.
Here are our top 10 takeaways:
- “How” Limits You
- Mutually Beneficial
- The Wrong “Who”
- Michael Jordan
- Stop Competing
- Expanding Vision
- Time Spent
- Delegating
- Problem Solving
- Procrastination
Tweetable Quotes:
“Your time is your money, and how you exchange it matters.”  – Anthony Vicino
“Becoming open to partnerships, bringing a partner in, especially when they’ve got different experiences and different skill sets, is going to open up your world to new ideas and concepts that you never would have thought of.”  – Dan Krueger
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** Transcripts
Who Not How
[00:00:00] Anthony: the podcast. It’s all about taking the complexity out of real estate investing so that you can take action today. I’m host Anthony Pacino oven pick capital joined as always by Dan podcast, man, Dan. Sure
[00:00:28] Dan: that’s me as of today and ending today, that
[00:00:31] Anthony: was the worst nickname I’ve ever of the 220 ish episodes of nicknames.
That was the worst. I’m sorry, everybody. I’m sure there’s been worse. Go back. Uh, no I’m to listeners. If you’re listening to this and you have a strong opinion on what has been the worst nickname Dan’s ever been given, uh, go leave a review as always and let us know in the comments. It brings sunshine to our soul.
I’d like to know
[00:00:53] Dan: what the most offensive one was. Actually. I have never offended
[00:00:56] Anthony: a human ever whole life. Nope. All right. It’s not, [00:01:00] it’s not possible. Um, Dan, this is your, we’re gonna we’re. We’re about to record three episodes today this afternoon, and you’ve already recorded one this, this earlier. Yeah.
How are you going to, how are you going to bring the fire
[00:01:13] Dan: for so much? I already cast it all my pods. I don’t know. I got no. My tank’s empty. So he’s running
[00:01:19] Anthony: on empty people. All right. So we’re going to go deep into the well, on this one then, uh, today it’s the, the, the book review episode where we’re going to deep dive into a book that we have found particularly valuable so that you don’t have to, it’s a book that we really like.
And so you’re welcome. Instead of spending the next three to four hours, reading this book, we’re going to break it down and give you 10 takeaways. And then as always, I mentioned this, um, if you want. The sophisticated investor notes, which are the beautiful infographic style, um, cliff notes. Of each book review that we do, then shoot me an email, [00:02:00] anthony@invictusmultifamily.com and say, I want those tasty tasty, sophisticated investor notes.
And I’ll send you the link to the folder. I think at this point there’s probably like eight or nine in there. And that list is just going to continue growing as we’ve done it. We’ve done a lot of book reviews at this point. So it’s feeling
[00:02:15] Dan: like we’re on number of.
[00:02:17] Anthony: Nope. We’ll way basketball class. Yeah. So do you want those, shoot me an email.
We’ll get that over to you. But today we’re going to talk about a book that’s we got to keep, stop doing this to ourselves, where we pick a book where the title of the book is pretty much a perfect summation of the book itself. And you probably don’t have to read it based off of if you just understand the title.
Yeah. So we really have our work again, though. We have our work cut out for us, trying to make a podcast out of this. This
[00:02:44] Dan: is a good one, though. What is, what are we talking about? Who not? How was it Dan Sullivan, Dan
Sullivan
[00:02:49] Anthony: in Benjamin Hardy. Ben Jamin Hardy. I got a story about Ben. I’ll tell you in a bit, we’ll get there.
It actually ties directly into the outhouse. So it was very interesting. Good. [00:03:00] Um, so Dan Sullivan, if you guys are not familiar, he is kind of a coaching business guru. Uh, I think his program is called strategic. Um, he’s very, well-known a lot of content, brilliant guy, Benjamin Hardy. You probably maybe are less familiar with.
He is a, um, I think he has a PhD and I know him from way back in the day when I wrote on medium. So I used to write for medium a lot and he used to write for medium a lot. And we were coming up together, cutting our teeth on the, the word Smith grind. And, um, he hit it big when he decided that he was going to go collaborate with Dan Sullivan on this project.
He says, Danny had this great idea. He said something at this, like a meetup or this event that Benjamin was listening. And he’s like, um, Dan effectively said, who not how, and Ben was like, that is so good. We should write a book on that. And Dan’s like, ah, I don’t have time to write a book, but you can write the book.
So that’s what he did. They collaborated Benjamin did all the work, wrote the book and now who not, how so? It’s like the perfect encapsulation of what this concept is about, but why [00:04:00] don’t you break it down? I don’t think I actually explained the concept you
[00:04:04] Dan: didn’t, and that’s what these episodes are all about.
We take a book that’s very self-explanatory. We had a bunch of fluff. Stretch it out for maybe 10 minutes. And that’s why you need the notes and then try and simplify it again. Yeah. If you get to read a statistic and investor notes, we get all the fluff back out, just give you the good stuff. But so we
[00:04:21] Anthony: first take the, we take the fluid, we put this, we dilute it and then we distill it.
Yeah, you’re welcome.
[00:04:28] Dan: Everybody processes. That’s what we do best. Uh, but yeah, let’s, let’s talk about first off what this book is all about. So. One of the things people ask me a lot is like, have you read rich dad, poor dad? And I’m always like, yeah. And that was kind of cringed because it’s very cliche. But I did have one takeaway from that book, which was asking yourself, instead of saying how or what it was instead of saying, how can I do this?
Or
[00:04:54] Anthony: instead of saying like, you can’t do this, ask yourself, how can I do this
[00:04:58] Dan: yourself? How you can do [00:05:00] something that was like, Only takeaways I took from that book. Honestly, I thought that was a pretty good little mental lens to, uh, or mental model to incorporate into, uh, the way I approach things. And this is actually really similar.
It’s kind of reframing the way you approach a potential problem. And so the book title is who not how, and what they’re really trying to get across with this title is that you need to focus on who can help you do the things that you are trying to do, not how you can do all the things. Um, because any entrepreneur or business owner knows that if you’re the one doing all the things you are very limited.
And so this book is trying to reframe how you approach pretty much everything through the lens of thinking about who can I help or who can help me do this thing as opposed to, how can I get this thing done on myself by myself?
[00:05:46] Anthony: Yup. Right. So I think we’re done, right. I think we’re good here. Okay. So let’s get, let’s dive right into it.
And, and this is at its core. This book is all about, okay. And whenever you encounter a problem, don’t ask, how can I do this? Ask yourself [00:06:00] who do I know that can help facilitate this? Who do I know that I could partner with? I could collaborate with, so that’s a framework. And if you don’t listen past this point, then, you know, thanks for being here.
We love you. Um, but uh, what we’re going to do now is we’re going to dive in and give it some, give I’ll, give my five takeaways. You give your five to. And they all kind of revolve around this concept, but there’s some, there’s some nuances to it, to that that actually find kind of compelling and some things that I even need to be reminded of.
So, um, you go first. Sure. I’ll go first. So number one is how, when you asked the question, how can I do this? How limits you to your own knowledge and capabilities. And this is really simple, it’s really straightforward, but it’s true. Like when you sit down and say, how could I do this thing? You’re really reliant on your knowledge, your capabilities and your capacity to.
Um, energy over time. And time is finite, which is going to get into one of my other takeaways. And so you need to be really intentional about how you leverage it and the best way to leverage it. If you don’t already have the skills, the knowledge, the capabilities to do a thing is to fast [00:07:00] track and go find somebody who does have that thing create a mutually beneficial relationship where you can lean on one another and then you will go so much faster as a result.
[00:07:08] Dan: Yeah. And that, that one’s so important. That leads into one of my takeaways. I had it marked down. As a number five on my list, but I’m going to jump to make it a number one here, just because it’s applicable to the last thing that you said there, um, that you need to make this a mutually beneficial process.
So when you are thinking to yourself, who can help me accomplish this big, hairy, audacious goal, um, it’s not about finding out who you can just try to extract resources from to benefit you. You need to make that a mutually beneficial relationship so that there’s a value proposition, right? Other person as well, because you don’t want just any who you want a rock star.
You want the best too. And if you want that rockstar person, you’ve got to have a value proposition. And so this could be, um, in the sense of finding a partner or a mentor or an employee. Mentor, one’s usually [00:08:00] kind of easier cause you can kind of hire those types of people. Typically if you’re on like a coach or something, but when you’re looking at like an employment type situation, like you’ve got to incentivize this who to come in and work for you.
And that could be providing a crew career trajectory that could be providing some kind of. Ish type compensation, like a profit sharing, or even kind of an equity type of proposition, but you’ve got to figure out what is this? Who wants, how can I give it to them so that it works both ways. It’s a two-way street, basically.
[00:08:25] Anthony: It’s funny. So on my number five, which ties into year number five, um, mine is avoid the wrong who’s in your, and it’s, it’s just as, as important as it is to find the right who you got to avoid the wrong cube, because, um, you have to find the hoots who have. Well, yeah. Thinking about what the who’s, who of who’s, which I think it really means you need to go out there and find the best tool possible for the job.
It’s hard. Yeah. Not any who will do and all. And some who’s are,
[00:08:54] Dan: sorry, this sounds like Dr. Seuss. Now.
[00:08:57] Anthony: That’s how I felt when I was reading this back. Actually, I was like, there’s a [00:09:00] whole lot of who references here. Um, but it’s, it’s just as important to avoid the wrong who, because I think initially when you think about who can help you do with thing and your network, um, you might be tempted to go with the easiest option.
Like the F the, the, the path of least resistance, not necessarily the best path
[00:09:16] Dan: or the first. Because the
[00:09:18] Anthony: first person to show up. Yeah. Like, oh, I know I I’ve done work with this person before. It’s easy that I can do this with them again, but it won’t necessarily be the right who, so you got to be very intense.
Finding the who’s who? Of who?
[00:09:29] Dan: Yeah. I mean, it’s kind of like in real estate where you’re better off having a unit say vacant until they’ll really well qualified potential resident comes in as opposed to just cramming the first applicant who’s chomping at the bit, offering you a pile of cash. You just let them in no background check.
Uh, you’re better off
[00:09:44] Anthony: and make this pertinent to real estate investing. If you ever get a tenant, who’s a he’s offering you 12 months cash. Okay. Uh, say no say now do not do it. Uh, it’s funny how many, uh, like, uh, students that I coached that asked that question, like, is this person that you’re [00:10:00] offering six months rent in cash?
Should I take that? Like, is that a bad thing? Like, that’s a horrible thing,
[00:10:04] Dan: isn’t it? That sounds great. On your first property and when you’re doing everything for the first time, you’re like, oh, this is amazing. Anyways. Um, back to the topic at hand who not have, um, my next takeaway is. So there’s there, there was a story in the book about, um, Michael Jordan and his stint with the bulls.
And normally I’m not a big sports guy, but I did watch the last dance. So this one kind of, um, made sense to me. I actually knew what they were talking about. I knew the names were switched, but
[00:10:34] Anthony: I know this game I’ve
[00:10:35] Dan: seen, this is what the, what the ball and the. Um, anyways, so basically the point of the story about Jordan and this book was to kind of paint a picture and give you some context for how important this is because, um, I don’t know when the term goat started greatest full time or who the
[00:10:51] Anthony: first one was before I started using it, uh, in about 1989.
And I think it didn’t really catch on in the culture [00:11:00] until 92. So, you know, I was saying it well before. I was like, what are you talking about, Jordan? That’s what I’m saying? Well,
[00:11:07] Dan: I don’t know if Jordan was the first goat, but I feel like he’s the one that I hear referred to as the goat earliest. So maybe it was the first point is he’s the goat quote unquote, in that space.
And even he needs to go to stand for
[00:11:20] Anthony: greatest of all time. Okay. What’d you think it stood for? No, I’m just, I’m asking for the audience who might be like, what? Why is my, why? Why is this? Why is Daniel Kruger calling Michael Jordan? I
[00:11:30] Dan: feel like the whole world knew who goat was before I did. Cause it’s usually with the athletes since that’s true.
Anyways, so is greatest of all time, just make it simple. And he needed multiple who’s. Um, he came onto the team and they didn’t actually have success for multiple years until they filled the rest of those who seats for him. He came in and he was a rockstar, but he didn’t have, you know, a wing man or anyone.
To, to, to kind of fill in his gaps and play along with, and then Jackson, the coach was that him plus Pippin plus Jordan, that’s where things got [00:12:00] really, really productive because you had all these other rock stars that complimented each other work together as a team. And so the takeaway there for me is, I mean, if the greatest of all time needs multiple people, multiple who’s, then how many.
Not just one or two, I probably need an army of people to help me get to where I’m trying to go. So for context, if the greatest fall time needs multiple people to really see this success that, uh, he was capable of, then everybody needs multiple people to help them out in some way, shape or form
[00:12:28] Anthony: that Jordan he’s the goat, the goat, the goats.
That’s what we say in
[00:12:33] Dan: Minnesota. He’s the goat, the goat on the boat, on the
[00:12:35] Anthony: boot. All right. Uh, yeah, Mikey, I love my. He’s
[00:12:39] Dan: my boy. It’s not what anyone calls him.
[00:12:42] Anthony: That’s what I call him. Uh, because him and I go way, way, way, way back back when I was rocking my, my, my starters jacket, my Chicago bowls started his jacket in eighth grade.
If you’re listening to this and you rocked a let’s start a jacket if you were in the nineties. I wasn’t. Yeah. So in [00:13:00] 95 I had a Chicago bulls starter jacket in a Dallas county. Started jacket. So that kinda tells you if you follow the sports in the nineties, uh, what kind of fan I was, I liked winners. I was attracted to winners.
So a bandwagon fan bang. I get it. Why would you want to? We all were in the nineties. Don’t act like. Who has written for the Buffalo bills? Nobody anyways. Okay. So my number four, which doesn’t make sense, why I’m jumping to number four when it’s really my number three, but that’s how everyone down here is a, and this one’s actually funny because Michael Jordan was very competitive and he’s really a jerk in a lot of ways on his team, like ultra competitive, almost sociopathic about it.
So this one’s going to be kind of funny coming off the back end of the mic. Jay is stop competing and start collaborating. Now, Michael J he did a little bit of that. He wants to, yeah, he was good. Like he was, he was a good teammate or like facilitator. He was good. [00:14:00] Um, but I think about this one, a lot in terms of real estate and in terms of entrepreneurship, because, and you have a, I think an intimate relationship with this one where you’re, uh, in early days you had the, I’m a mentality.
I’m going to do this thing because he kind of viewed collaboration or partnership as being. Uh, a negative thing. And then in real estate, my experience has been that. Instead of looking at the other people across the table from you as being the adversary or the competition or people who are going to buy this thing out from underneath of you, and they’re going to steal the deal or whatever, it’s to start looking at it as an opportunity for collaboration, how can you partner in a way?
And instead of saying, this person’s my rival, you could maybe say this person is a future potential partner. Right. And it changes the mindset. And as you start like collaborating rather than competing, you start building rather than destroying, because competition is kind of like. Destructive, um, it,
[00:14:53] Dan: as soon as it assumes that it’s a zero sum game when it’s not the case in a lot of these things.
[00:15:00] There’s
[00:15:00] Anthony: yeah. All the, all the games worth playing in life in my estimation are not zero-sum.
[00:15:06] Dan: Yeah. Um, I like it. Uh, next one I’ve got here is, uh, your who’s can expand your. And have you looking at things through a new lens? Uh, there was a specific actually, if
[00:15:19] Anthony: they’re an ophthalmologist, they can get you some new lenses.
[00:15:23] Dan: That joke. There was a story in the book about, um, I think it was about a kid named Richie or something like that. Yeah, I just have watermelon story here written, but there’s a story about a kid. I feel like it was rich and it was this little kid and his dad, um, gave him the idea. He wanted to make money over a summer.
And his dad gave him the idea of, Hey, why don’t you go around to all these grocery stores and try to find all these misshapen oblong, ugly watermelons. See if they’ll just give them to you for free and then go around and sell them to everybody at a discount. And he did that and he was successful at it.
And the point of that story, the takeaway for me, [00:16:00] Um, and I’ve seen this myself having, you know, getting away from that IMO mentality and, and B becoming open to partnerships, bringing a partner in, especially when they’ve got different experiences, different skillsets is going to open up your world to new ideas and concepts that you never would have thought of looking at.
And that can go both ways. So, um, typically what will happen in a partnership or any kind of mutually beneficial relationship where you’ve got your good, who along with you? Is that you, you get something that’s greater than the parts. So instead of one plus one equals two, you put two rock stars together, and one plus one can equal four or eight here
[00:16:36] Anthony: at 20 minutes as a real life example of this in real time.
So as you’re telling that story about the watermelon boy, um, I actually, if he had come to me, And he’s like, Hey, I bought all of these oblong watermelons. I got them for free. Or I got them at a big discount and I’m going to sell my, my weirdo watermelons on the street. Here’s what I would have told them.
And this would have expanded his vision. I would have said, Hey, [00:17:00] if you want to get 10 times more per watermelon, here’s what you’re going to need to do. Cut it off. Slice it up and create little chunks and put them into little, little containers, hopefully. And you’re going to get like 15 containers out of one watermelon, and then you’re able to sell each one of those containers for three or four.
Easy. Yeah. Al suddenly you take this one watermelon, which maybe you got for free, or maybe you paid five bucks for it. Now you’re going to make it 40 bucks easy. Right. And so that’s expand the horizon, like
[00:17:28] Dan: expand the vision. It’s whole foods, business bound right there. And I’m a sucker for it. I see. I do too.
Do I want to cut that?
[00:17:34] Anthony: I love watermelon. I will never cut my own watermelon. It’s so messy. You can’t, you couldn’t pay me enough money to do it. So if you, if a kid came up to me on the street with a cup full of water, I would buy it. I would, but don’t come up to me on the street with watermelon. That’s weird.
I’ll come to you and you, uh, what do you do there? Okay. Here’s my number four. There we go. [00:18:00] How you spend your time increases your chances and ability to make. And that seems really stupid, simple, but I think the most poignant ideas often are. And so maybe repeat this, how you spend your time increases your chances and ability to make money.
This is the idea that your time is your money, how you exchange it. Matters. And far too often, when we start by asking, how can I do this? We’re presuming that yes, you could do this, but we’re forgetting like, what’s the opportunity cost. What’s the highest value of your time? Is it learning the skills necessary to go do this thing, to get this airplane off the ground?
Or would your time be better served finding that who who’s already acquired that skill that mastery can, can build a plane way faster and better than you while you go and continue to focus on the things that you’re uniquely. So for instance, instead of me just sitting down and doing spreadsheets all day, I’m out there cutting up watermelons making bank, because look at me guys, I’m good with a watermelon.
So your highest and best use as my highest and best use is scoop and [00:19:00] watermelon.
[00:19:01] Dan: Uh, yeah, no, I’m gonna just throw this one in next, because it’s almost the same thing and I’m going to keep it brief for that reason, but I’m delegating the tasks that are. The highest and best use of your time is incredibly powerful.
Um, and so, you know, my takeaway, this was the takeaway for me, because it’s just an ongoing struggle for anybody who owns a business or self-employed. Um, if you’ve come to realize that you need to start delegating, you know, how, how tough it can be to actually take the time to audit all the things you’re doing and delegate those things out.
Um, that aren’t the highest and best use of your time. And what I found really helpful was, um, a tidbit I pulled from evolve, uh, where he suggests you apply an aspirational hourly rate to yourself that something that’s a little bit of a stretch or a lot, a bit of a stretch, and you say, okay, I’m worth X amount of dollars per hour.
And anything less than that is to get outsourced. That gives you a, a very, um, uh, black and white, uh, metric to use to determine, should I be doing this or not? Can I outsource it for less than my rate? If you can [00:20:00] then yes, according to evolve. And I think that makes a lot of sense. A hundred percent. Yeah.
[00:20:03] Anthony: A hundred percent.
If you, I was, it’s funny. I was just at lunch earlier with, um, with my friend, Ryan, who, um, he’s built a very successful business and he’s talking about how he still, he has a really hard time paying other people to do a task that he know he could do himself. For instance, he needed to cut down the tree in his yard.
So we had a quote guy came out, said 2002. My buddy Ryan he’s like, Hmm, I’m just going to go buy a, I’m going to go rent a boom lift, get my chainsaw. I’m going to go cut it down myself. And he’s like, I know it’s not the highest and best use of my time. I did a whole weekend. It’s a whole weekend. He’s like, I know it’s not the best use of my time, but I can’t bring myself.
He’s like, I don’t know. And then he’s like, I’ve tried all sorts of ways to justify it, to like, look at the spreadsheet, see the numbers. He’s like, I just, I struggle when it comes to these things. And I know I could do myself. And he’s it, but then he also justifies he’s like, this will be a good learning experience for my kids.
Teach them hard work and yeah, all these things. [00:21:00] Derive some benefits out of it. Yeah.
[00:21:01] Dan: That’s the other thing I think that’s worth noting with that concept. I think that’s a really useful tool to look at things in your aspiration, aspirational, hourly rates, and look the cost of outsourcing it. Um, but that goes out the window, um, every so often, which it should, when you factor in how much you enjoy something or.
You know, don’t try to apply this to time with your family or kids or things that you get a lot of joy or happiness out of you. Can’t
[00:21:26] Anthony: outsource being a bad. No, I mean,
[00:21:28] Dan: people try, uh, I’ve seen it, but you don’t want to write, so don’t try to use the math on that kind of stuff. Use it on, you know, lawn care.
If assuming you don’t enjoy it, maybe he does. He, I don’t know
[00:21:43] Anthony: what he calls dirt therapy, so it’s okay. It’s a thing. All right. So here’s my last. And I love this. I think this is my favorite concept. If you have enough money to solve a problem, you don’t have a problem. I like that.
[00:21:58] Dan: Did you get
[00:21:58] Anthony: that on a t-shirt?
[00:22:00] It’s so simple. And like, here’s the thing. If you guys have read passive investing made simple, and I think chapter two or three, I talk about financial freedom and what that means to, you know, just generally everybody has a different definition and I share a story in there about my cat who got sick and we had to like pay a ton of.
At the time while it was a lot of money for us, so he wouldn’t die. And I remember doing like the mental, math and wrestling with, do we have to let him die or do I spend this uncomfortable amount of money? And it was, it was very, very difficult for me. And that might sound stupid to you, but if you’ve ever had to like weigh the cost of a loved one’s life, then you understand like, this is not an easy.
Easy calculation. You don’t want to be there. You don’t want to be there. And so that’s what financial freedom is for me. But that’s also like at the core of this concept, if you have enough money to solve a problem, you don’t have a problem. If I, if I had so much money that I could have just thrown it at that problem, it never would have crossed my mind as an issue.
And so if you have enough money to go out there and hire to bring in a who to do the task for you, you don’t have a problem. You [00:23:00] just need to, you need to come to terms with spending that money. Yeah. Which is a different topic.
[00:23:06] Dan: Um, my last one is, uh, if you are procrastinating, that is a red flag that you are probably up against a who problem.
Um, let me specify if you have, uh, identified some sort of goal or aspiration or thing you’re trying to accomplish, and you’re not jumping into it, headfirst Gusto. If you find yourself, um, dragging your feet on taking action, that’s probably an indication that you have. It’s probably because you don’t see a clear path between you and wherever you’re trying to get to.
And because you don’t see that clear path, it seems like this big insurmountable issue that needs to be solved and you don’t even know where to start. So you just don’t start. Um, we’ve found, uh, we found ourselves in a situation now where we were procrastinating necessarily, but. Started to go down a road and realize that we didn’t even know which direction we should be looking.
Um, so we’re in the process of putting together a board of directors are actually more of a board [00:24:00] of advisors and Andy and I were both kind of out of our element here because I’ve never been on a board. Have you ever, I don’t think you’ve ever been on board, have you not what I would call a board? Yeah.
Not, we don’t have nearly enough experience to know exactly how to execute this. And so we asked ourselves, okay, who do we know? Who’s got it. You are there who, uh, that we can ping for, uh, some information and try to put together some context. It turns out our marketing, uh, specialists Reed had somebody in his family who had a heck of a lot of experience.
She’s basically a professional board member and within, uh, you know, 20 minutes of being on a phone call with her, we got so much clarity on exactly where to go, what to look at and, and. Proceed for the next, at least couple of steps and all of a sudden, you know, we get excited. We’re like, okay, we know exactly what to read.
We exactly know exactly where to look. And then, you know, at some point we’ll probably go back and figure out what the next couple of steps are. But for a while there were really just kind of dragging our feet because we didn’t really know what the heck to do until we had that conversation with the right who, and then all of a sudden was like, perfect, thank you so much.
So. Um, retook up. I don’t wanna [00:25:00] use names. Thank you for your time is very valuable. You are who in that situation.
[00:25:05] Anthony: So, uh, it was easy peasy, water lemon, squeezy.
[00:25:09] Dan: That doesn’t sound good at all. Water lemonade. Want
[00:25:13] Anthony: water? A watermelon name? Anyhow, let’s get out here. That’s that’s a, that’s the book who not how by Benjamin Hardy and Dan Sullivan.
It’s ruse. Good. Um, maybe. Worth your time to go pick up the book, probably more worth your time to just go pick up the sophisticated investor notes, read our takeaways. And that’ll pretty much summarize the book, honestly, that a free, right. So yeah, the book goes into more stories and anecdotes. So if you need that, then go pick up the book.
Otherwise. Well, you got it. You got everything you need here. You’re welcome. Yeah, we, um, what did we say? We diluted it and then we distilled it. Yep. All right. So that’s gonna do it for us guys. We appreciate you taking some time to join us. We’ll see. In the next episode, before you, before you leave, though, be sure that you go and leave a review and you [00:26:00] sign up and subscribe and hit like, and, uh, hit a bell.
Um, you know, go shout it from the rooftops that you, that you love. Multifamily investment made simple, um, and all the buttons do everything. So once you’ve done that, then you can proceed the next episode. We’ll see you there.
