ing additional talent.
Only after you have great administrative help (who in turn bring systems and tools), and they have helped grow your business to showing assistant who matures into a full-fledged buyer assistant), and much, much later a listings specialist. In Earn a Million, we'll diagram a suggested organizational growth chart to take you from Earn a Million to Receive a Million. For now, we'll simply say that people are the most powerful form of leverage. Hire carefully. Seek those who can exceed your standards, and don't settle for less. And, remembering our Red Light, Green Light discussion, add leverage incrementally! Leverage often represents salary, which will be the biggest costs on your profit and loss sheet. Whenever you add an additional person, you must hold him accountable for bringing corresponding positive growth. Only after each new piece of leverage—be it people, systems, or tools—is magnificent can you add the next.
Leverage becomes the "Who, How, and What" of your business when you really want to grow. So when you find you have maximized your personal productivity and have hit a ceiling of achievement, it is time to think about adding appropriate leverage to break through to the next level.
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