#3: Going Deeper, NotWider As a teacher: My goal when teaching was never to just make it through the curriculum by the end of the year. My goal was to see how many pieces of the curriculum I could fit into one lesson. I realized that by going deeper into my lessons and covering as many topics as I could in one lesson the topics became relatable to stu - dents and we hit every topic multiple times a year instead of the day or page it was covered in a book. Sometimes one lesson would take a week or two but would cover topics from five or six units from the curriculum. Many teachers think they just have to race to get through the textbook, which is a wide span of topics covered one time. When I focused on going deeper, I was able to cover the entire curriculum in no time and teach every topic multiple times, which in turn deepened the students’ understanding. As a CEO: In real estate, the question is generally how to get more deals. An obvious answer is to expand your area. I do not think area expan - sion is necessary to get more deals until you are sure that you have gone deep enough in your current market. If your process is work - ing in one area, think about how you can go deeper in just that area working that same process that you already have in place. When we made the decision to minimize our buying radius and just focus on marketing and buy - ers in that particular area, we increased our number of deals by 25 percent.
#4: Using Data to Make Decisions As a teacher:
I tracked data all the time for everything as an educator. I want - ed to make sure that the areas my students knew the least about were covered the deepest. The areas that they were the stron - gest in, I wanted to use them as a base for their other lessons. No, I am not talking about the data from standardized testing, but from formal and informal assessments that I would conduct each day. I would use that data to decide how I would build the lessons to go into a unit, how long we would spend on that unit, and when the students were ready to move on to the next unit. As a CEO: Tracking and analyzing data is crucial for a real estate investor but using that data to guide your decision-making is even more important. Knowing the data that you want to use to make those decisions that will take your business to the next level is the best place to begin. Think about where you want to get to and what is needed to get there. Then, it is just three easy steps:
1. Figure out what numbers need to be tracked; 2. How you are going to track them; and 3. Discuss those numbers on a regular basis.
Some of the examples that we dive deep into data analysis are marketing effectiveness, conversion rates of contracts, and team member efficiency. Using the data to make decisions allows us to be proactive instead of reactive. I also use data analysis to help inform decisions about team members. There are so many personality tests out there now that can be used to know if a person you are hiring has the right profile for the position or if struggling team members are sitting in the right seat. You can also use those assessments to learn how best to communicate with your team members or if a team member is stretching themselves too much to fit a role. A team member is more than just a piece of paper of course, but data can be a tool to help build a stronger team. •
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