3 top tips from Jack Martin:

1. Read the book Traction, before you buy or start a business. And find yourself an EOS Implementer.

2. Stay in your superpower 80% of the time.

3. Learn how to let go

Visit Jack’s website: https://52ten.com/

SUMMARY KEYWORDS

business, started, people, life, park, eos, role, traction, relationships, superpower, years, implementer, marriage retreats, book, marriage, manage, implement, scott, properties, build

SPEAKERS

Jack Martin, Debra Chantry-Taylor

Debra Chantry-Taylor  00:12

Welcome to another episode of Better Business Better Life. I’m your host, Debra Chantry-Taylor. I’m passionate about helping entrepreneurs and their leadership teams get what they want out of business and life. On the show, I invite successful business owners and expert speakers to share their successes. They are open and honest about the highs and lows of business and also life as a business owner. We want to share those learnings with you to inspire you, but also to help you avoid some of the common mistakes. My hope is that you take something from each of these short episodes that you can put into action to help you get what you want. Not only out of your business, but also your life. So good morning, and welcome to another episode of Better Business better life. Today. I am joined by Jack Martin, who is coming to us from Scottsdale in Arizona. Is that right, Jack?

Jack Martin  00:58

That’s right

Debra Chantry-Taylor  01:01

Excellent. And Jack is the, would be co-founder of the company 52Ten?

Jack Martin  01:08

Yeah, my business partner, Nate Pattee, and myself co founded this business about six years ago.

Debra Chantry-Taylor  01:13

Okay, great. And we’re gonna hear a bit more about this business. We’ve had a quick chat before we came online. And there’s some really interesting stuff behind this business. But before we do that, I would love for you to start with your professional and personal best that you can share with the audience.

Jack Martin  01:27

So I’ll tell you a story. The It’ll kind of be the story of two different businesses. So when I started in investment, real estate and working for a different company, and my existing business partner today was also working with that company. So that company had grown, it was more of a family business, and it had grown to about 20 employees. And it started to become what most businesses come which is kind of organized chaos. And so luckily, somebody who was a friend of the family business owner gave him the book traction. So Gino Whitman’s book traction, which outlines the whole EOS philosophy. So he had had heard that if you everybody read this book, and you guys implement this, you guys will double your business. So that was music to his ears. So gave us all the book, we all read the book, I fell in love with it, my existing business partner fell in love with it as well really pushed that business to implement right away. And this is architecture that we need. But what we quickly discovered, just to kind of summarize this is that EOS is not for everyone. So who it’s not for is people who don’t like accountability. So you know about that.

Debra Chantry-Taylor  02:38

I do yeah.

Jack Martin  02:39

Really, really important that you improve it if you’ve never had to be accountable that you brace the idea of being accountable. So that it’s not for that, and it’s also not for people who aren’t interested in replacing people, in this case, family. If, if the wrong person wrong seat, so even moving them from the wrong seat to the right seat. So if there’s that kind of stubborn heels dug in attitude that you know, we’re not getting rid of anybody, we’re just gonna keep everybody in the same role. And the wrong people wrong seat. It’s just not a fit. So that was kind of the trigger for me to exit. And when I did, my existing business partner exited right behind me. And we went and started 52Ten. So up to 10. We began with EOS as the architecture. So we self-implemented for about three years. But we started from the very beginning of the business when it was in design phase. With traction, we were having level 10s Every week, and we didn’t even have any business yet. So there’s without question, I would give a large portion of the of the credit for the success that we’ve had to having used EOS as the architecture for our business. So and then, of course, at about year three, we started to get you know, we grew to about 20 employees ourselves, and we wanted another set of eyes and that’s where Scott ResNet came on board as our implementer and the rest is history. So

Debra Chantry-Taylor  04:08

Scott is amazing guys, and we’re very good friends and he keeps me on track as well as well as being a PA EOS implementer say Yeah, so 52TenWhat is it? Why is it called that?

Jack Martin  04:21

Yep. So this is interesting that when you start a business you should be setting your 10 year goals. So Nate and I wanted to buy 52 Manufactured Housing Communities in 10 years. So we were so that was our 10 year goal so because we were so focused or hyper focused on that we decided to name the business accurate.

Debra Chantry-Taylor  04:42

Beautiful, so that’s your prefer your professional kind of story. What about your personal best?

Jack Martin  04:47

I got something really nice to share with you. So I got seven children. And I’ve heard it said that each child that you have will teach you more On the personal development front than you could ever get from any seminar book, and then the more kids you have the better person, you’ll likely end up being, if you listen to them, right. So I got a chance to be a good person with seven kids, right. But the oldest of my children taught me something that’s probably one of the most profound personal success stories. And that’s how to let go. So she was a teenager, she was going down a path that dad thought was the wrong path. And I was trying to control every aspect of her life. And it ended up manifesting in probably the most toxic relationship that you could imagine between a father and a child. And that’s certainly not something that either of us wanted. At some point, I let go, or at least to got bad enough to where I was required to let go. And that experience of letting go has led to the opposite of that. So amazing relationship, where she calls me about everything and shares all of her challenges or all of her difficulties. And many times, she doesn’t need any advice. She just needs a sounding board. But it has been amazing reversal of and what a great success story. But that that experience of letting go as a as a father has also taught me to let go at work, and also taught me to let go in life. And that really to trust that there’s a there’s a greater power at work in your life, and you don’t need to be gripping the wheel so doggone tight. Yeah. And there’s been

Debra Chantry-Taylor  06:32

Talks about in his book, right, since we can actually learn to let go, then amazing things start to happen.

Jack Martin  06:37

That’s right. So yeah, I would say that’s the, that’s it’s a personal victory, but it manifests everywhere.

Debra Chantry-Taylor  06:43

Oh, fantastic. So in your current business, what role do you play?

Jack Martin  06:49

I’m the, I’m the sales guy. So I, I do all the investor relationships. So, I build relationships with investors, and then I make sure that they have the best experience that they could possibly have. I am the visionary. So, I do kind of business development. And I, you know, look at it look kind of far forward into the future to say, hey, where can where? Where can we be adding new things, or at least exploring new things that are going to be necessary to three years from now, I also build relationships with owners of properties that are not for sale. So at some point when you know, that decision cycle occurs in their life, that you know, we’re already at the table, we already have a relationship there. And then I have a hand in the overall brand or the overall kind of outward facing brand of the company.

Debra Chantry-Taylor  07:40

Yeah. Okay, so a typical kind of visionary role in a business.

Jack Martin  07:46

Yeah, I’m not the X’s and O’s guide. I understand the X’s and O’s, but you wouldn’t want me being the quarterback. Fair enough.

Debra Chantry-Taylor  07:55

Before you came across EOS, I mean, were you even aware of this this visionary type role that companies need in order to grow? Is it something that you had heard?

Jack Martin  08:06

So like when that when I read that book for the first time, and this goes back, shoot, that’s probably 10 years ago already. But when I first read that book, that was just light bulbs going off, chapter after chapter. And as unbelievable, I can’t believe we’ve never come across something like this. And almost to the degree where I wouldn’t start a business or even recommend anybody start a business unless they had an architecture like this. It’s kind of like the blueprint of how to build a successful business. And it doesn’t really matter what the business is. So yeah, I did not have an awareness of it. I was just plugging away doing my role at the, at the place of business I was at.

Debra Chantry-Taylor  08:43

Yeah, I just interesting for me, I noticed that sometimes when I work with clients, you know, the fact that they suddenly had this permission to take on board this role. It is it is a light bulb, but it’s also there’s a sense of relief. It’s like Oh, thank goodness, there’s nothing wrong with me. This is perfectly normal.

Jack Martin  08:58

Yeah, well, my business partner and I, you know, we share that role to some degree. Okay, so we have monthly visionary meetings I want tomorrow morning. Yep. We’re just the two of us get together. And it’s it’s really about forward thinking vision. Know where they’re there. We like to think of it in terms of Where’s there a rock in our shoe? Yeah. No, we just keep walking along and just kind of ignoring and hoping they’ll go away because it never will. And, and how can we solve for those? And that doesn’t that that allows us to not clog up our weekly level 10 meetings with her staff? Yeah,

Debra Chantry-Taylor  09:33

that’s a good Yeah. Okay. So how many do you have on your team now?

Jack Martin  09:35

Our leadership staff is five of us. And then there’s about 20 employees outside of that. And we have quite a few contract relationships as well. Yep. That aren’t employees that they they work with us regularly. They really know our, our company and our brand.

Debra Chantry-Taylor  09:54

So you said that you self implemented for the first sort of three years, which makes a lot of sense when you’re starting out so you know, And to put that framework in place. And then you started working with Scott, tell me a little bit about how things change. Once you started working with Scott.

Jack Martin  10:09

The first thing that was noticeable was we got to participate in our quarterly planning sessions instead of running them. Yeah. And I don’t think you really appreciate the difference unless you’ve experienced both. So it was it was just an absolute breath of fresh air to to brainstorm, you come with more of a creative, you just get a different lens of different set of goggles when you show up at a at a quarterly or an annual when your participant versus running it. Yeah, so I think that stands out the most, but then there’s another piece of it, too. So Scott, he really pushes us. So you know, he knows what my weaknesses, my one thing, he knows what names is, and he’s constantly challenging us to Jack, you got to step step away from that, you got to let go of the vine, you have to do this. So so it, you know, having somebody there, that’s that you’re, you’re hiring them, and you’re you’re leaning on their experience. He’s seen countless co founders or company owners like myself that have gone through the same struggle, so he understands what it takes to guide you through that. So that I think those things stand out.

Debra Chantry-Taylor  11:18

Yeah. And do you have a favorite EOS tool that you think has really changed the business significantly or that, you know, that was had the most impact?

Jack Martin  11:29

Well, for a guy like me, who’s who tends to be more feelings and, you know, ambition and, and just gumption and less X’s and O’s. The everybody having a number was probably the thing that stands out. So creating six consistent, measurable results, is something that, you know, previous business experiences I’ve had, or previous employment roles I’ve had, you just show up and do your job, but you weren’t reporting on a specific number. So, I also could give some credit to, you know, how we’ve achieved some of the success we’ve achieved on at least in in the portion of the business that I’m responsible for having that accountability to hit those numbers. Yeah. So yeah, and being okay, with the idea that when I fall short, that I’m probably gonna get poked a little bit at my elbow. Yeah. And it’s okay. So yeah, I think that probably stands out for me.

Debra Chantry-Taylor  12:32

And that’s the accountability component, isn’t it that people sometimes struggle with, but it’s actually, it can be really enlightening. I mean, we had, we’ve just gone through lockdown for quite a long period of time over here in New Zealand. And throughout that time, businesses were affected in quite major ways. And so you think looking at the numbers can actually be quite scary, because the numbers suddenly change. You know, they’re not, not the greens that you’re expecting all the time. However, the focus on it, the fact that you’re looking at it all the time, when you’re getting those reds, you’re going, we can’t continue like this, we need to do something different. How do we actually do something different to make sure that we survive? And I think it’s been really enlightening for a lot of businesses to actually have that clarity around what they need, and therefore being able to see when things need to change. Would that be fair? Yeah, say

Jack Martin  13:17

for you? Yeah, it kind of heard it said what gets measured gets improved, huh? Yeah, it’s that kind of idea. Yeah. Oh, yeah. Absolutely. Agree.

Debra Chantry-Taylor  13:29

Okay. Um, so in terms of, you know, having a measurable for everybody in the organization? Is it every single person I could I call up anybody in your firm right now and say, Hey, what’s your measurable and they’ve all got a number that they’re working to.

Jack Martin  13:40

Some of us have more than one, SLS. But even down at the property level. So we’ve done something quite unique. So we run our business with us, but we also run every single park with us. So every park has quarterly goals, every these are Manufactured Housing Communities, also known as mobile home parks. We call them parks. Every Park has its own management staff and its own maintenance staff. And they all have their own numbers. So it really comes down to if you will do these things every week, no matter what will be successful period. There’s a lot of other things they do as well. But those are the key metrics that if those get measured, then then those things improve. Yeah. So

Debra Chantry-Taylor  14:28

does that mean so with that vision traction organizer, we’ve got the top vision component and the traction part. So the vision part stays the same across all of those parts, but it’s the traction part that actually changes in terms of what they’re looking to achieve in the year in the quarter.

Jack Martin  14:40

You’re not really because each one of these parks is different. So some of the parks have a different vision to you. So all of them like we’re but we’re purchasing our business really focused on acquiring underperforming properties. Yep. So they’re owned by a mom and pop. They’re not professionally managed to they’re just, they’re some in some way they’re broken, right. So usually, that means there’s vacancy or there’s homes that need to be renovated and sold, or there’s maintenance that needs to be done. And there’s all measure of things, but every park will show up in kind of a different condition. Some are more of an operational, excuse me, an operational turnaround, and some are more physical. So the 10 year vision for the park is different. For each one of those. They’re very uniquely built almost like each one of them is their own separate business. Yeah. And we run we run them that way. Okay, so yeah, it’s just they all get annual goals every year for the park. And they get quarterly goals for, you know, our rocks that we focus on. And, and then there’s level 10s, with every week with every management team, and every, every park. So, it’s almost like we’re running a bunch of little, little mini businesses within our overall business. So, it’s really neat. Really, yeah.

Debra Chantry-Taylor  15:55

So you said that when you first started, there was a two of you, and you’re running your level 10 meetings with the two of you? Again, some people kind of go, well, what’s the point of that? There’s only two of us, but tell me how that worked for you and what it did for you in terms of meeting structure? Well, I

Jack Martin  16:09

First of all, it developed a great habit. So we get used to it from the right out of the out of the gate. We do L10s every week on Wednesday at a specific time. And it’s always the same time, same same format, everything’s the same, excuse me. But I think that the piece that helped us build the business was the IDS. So as you’re working through, you know, the architecture of certain things, you know, in our business, we have an investment side of the business, we have the property management side of the business, and then you have the business of the business, right, which is kind of central to all of that. But there’s issues that come up as the business grows on all of those fronts. So even when we’re architecting, you know, how are we going to manage investor reporting, for example? So you’re come up against some roadblock, where this is just going to turn into an administrative snowball? How are we going to design this, you know, looking forward so that when we get to this many parks, that we are this many investors that we don’t have these issues? And they slow us down? Right? So I think that the IDS was probably and it still is one of the most, it’s just the best part of the whole week, you get to solve stuff. That’s another one of those pebbles in your shoe. It’s all those. Yeah,

Debra Chantry-Taylor  17:26

It’s interesting, because when you first start talking about issues, people say it’s been a bit of a negative by natural facts. So such a great tool to bring up because it not just issues, opportunities, they’re just things that can, stopping you from getting to where you want to get to.

Jack Martin  17:39

Right through and and if you just ignore them, they’re not gonna go away. Yeah, the pebble still gonna be in your shoe. It’s not going away. Yeah.

Debra Chantry-Taylor  17:50

That’s interesting, what’s been the biggest challenge or the biggest issue that you face in the business so far, because it’s had been how many years now?

Jack Martin  17:56

Six years ago, is when we started to design it. Yep. So we’re relatively young, although, you know, we come from quite a deep background of similar business behind, you know, prior to this one. So, I would say so interesting, if we were to, to, to zoom out and look at this a little bit more macro, I would say that the greatest challenge has been that we became married to our business. So both of us, not just one, not not one or the other. But both of us were so committed to creating success, that it became evident that we were focusing almost all of our attention on the business. So then, there’s a lack of focus on the family, the lack of focus on the marriage, and those things begin to suffer. So those are the sharpest rocks in the shoes. We found out. So yeah, I think that was probably the greatest challenge for us to overcome, you know, your the growing business has a lot of demands. But a growing family has demands to

Debra Chantry-Taylor  18:58

Seven children as well.

Jack Martin  19:00

And a great relationship, you know, a be loving the person that you go home to every day is a really incredible thing. And if you don’t pay attention and focus or give that attention that demands it, you won’t be excited to go home. And what’s the point of all of this, you build a business to create success so that you can share more of your life with those people that you love? And I think that kind of gets lost when you’re building a business. And it’s a natural thing that occurs for entrepreneurs.

Debra Chantry-Taylor  19:30

Yes. So you’ve obviously gone through it, and you’ve you’re still happily married and still got your so how did you manage to make sure there was that balance? Or is it a balance that what was the what was the key to getting through that?

Jack Martin  19:45

Twofold for me? So first of all, we put it on the IDs. And that was just something that needed to get solved. So both of us went through a period of time kind of separately, but yet, still a little bit of a crossover there where we experienced that same conviction or, or awareness that we’re just married to the business. And that’s all we do is sleep, you know, eat. And you know, even in the middle of the night, you’re waking up thinking about strategy at work, right? So put on the IDs, and we got really clear that this pebble in our shoe needs to come out. So we started to build some processes and hire people to take some of that weight off of ourselves. So that was kind of standard business practice to give yourself more freedom, or at least an eight hour workday instead of a 12 hour workday. But what was really interesting is I took all of these lessons, this surprised the heck out of my wife, by the way. I used to be that that guy who was just kind of winging it. And I was successful in everything that I did without really much of a plan. So just throw me in there, and I’m going to come out as the winner. That’s just kind of how I lived my life. So my closet looked like that. And, and my garage looked like that. And everything kind of looked like that at home. Right? So then, but that’s not how it looked at work. It was very organized at work. So I brought this EOS or traction idea who, and we call it traction for life at the Martin House because it tracks you for life. And my wife couldn’t believe it. It’s like, wait a second here, we’re having weekly meetings, you in these? Yeah. And you’re organizing your teeth, we have issues, I get to put things on the IDs. It’s like, yeah, you do. And that closet was one of them, by the way. But now we have quarterly marriage retreats, and we get together once a quarter, off site two days. And Andrea and I connect in a way that it’s different than a business. Because although we have a common goal, if you look at the business of our life, we have a common goal of our marriage, she also has her own personal goals, you know, she’s getting to that spot in the life of a mother where her Jenner babies anymore. So it’s kind of like, mom life 2.0. So she had her own interests and her own desires. And, you know, for the first time in my, in our marriage, we understand those personal goals that the others have, and we’re able to support them and challenge them and hold them accountable as well. But in a in a in a different way that you would in a business. Yeah. So it’s, I think the outcome or the result of we’ve been doing that for about three years now. We always know what the year looks like, in December, we set all of our, our annual trips for the year and all of our events for the year, the calendar is already booked for the whole year. So we always know what we’re doing and when we’re doing it just like you would at a business. But then we also, when we spend those two days together, we have an agenda. And it’s it’s well thought out in advance. And it’s although it’s different than than a business agenda, Andrew and I’ve gotten to know more about each other in the last three years of doing this than we did in the first 22 years of marriage. So yeah, we have clarity in our marriage, we have clarity in our life, we can support each other in a way that we really didn’t have the capacity to do before, or the awareness to do before. And I think the neatest part is that this the way that we do these marriage retreats requires that you listen at a different level than you ever have. So I’m hearing things from her that either she hasn’t had the the platform to voice, or I’ve just not been listening well enough to hear. Which it’s probably more likely that right. But yeah, unbelievable how that’s changed our marriage and how that’s, you know, changed the way that we parent our children. It’s just an amazing, so

Debra Chantry-Taylor  23:58

Yeah, I must admit, we’ve started doing the Eos family plan my husband myself, just this year, we actually sat down and started working through it. And it definitely changes the way that you actually talk about things which can be really helpful. Yeah, so you go you go away for these retreats. Don’t you actually

Jack Martin  24:16

Say, Well, we’re seven children. There’s no way you could do that. It would get five minutes into it. And one of the little ones that Mom, yeah, that wouldn’t work. But yeah, so we make it a little retreat. We try to plan all kinds of fun things around it. And then we spend meaningful time and working on our marriage, which is really

Debra Chantry-Taylor  24:37

I love it. Absolutely love it. Thank you for sharing thank you for being so vulnerable. So what are your your favorite things about business in general? What you like because you said that you get completely wedded to your business. What is it that really gets you excited?

Jack Martin  24:53

Well, for me, it’s the relationships with the people. So I’m the lucky one. Now He says he gets to have relationships with the numbers. And he loves that. And I wouldn’t like that. So I really think the best part of the business is the relationships. So right now we have about 120 investors that invest in our, or have invested in our in the properties that essentially they own the properties, we manage it from them. So maintaining those relationships and building those relationships is without question, the funnest part of the business for me?

Debra Chantry-Taylor  25:27

And how did you get clear on that being the stuff that you loved? Was it always been clear to you?

Jack Martin  25:32

I think it was just a natural thing that I became attracted to. So in any role, or any business venture that I was in, I always wanted to be the one talking to the people. So I don’t know I don’t Yeah, it wasn’t something that was it awareness that kind of crept up on me, that just became the thing that it did. So I love talking to people. And if you had hours and hours, we would talk about all kinds of stuff.

Debra Chantry-Taylor  25:55

We, we definitely. So it is interesting, though, because you know, you said that you were doing these long, long days. And part of that was you had to then go how do we how do we resolve this? How do we change what we’re doing? And you said that you brought process and people in? How did you decide what to give to other people? Like how do you go? Well, I’ve got all this stuff on my plate, but this is what I should be doing?

Jack Martin  26:17

Yeah, so we look at in from the perspective, like, what’s my superpower, and I should be doing 80% of my time spent doing that, right? So what ends up happening is, even though you know, it’s not my natural skill to build processes, and build systems, and manage spreadsheets, and software, and databases, and those kind of things, because that was part of my side of the business, I was stuck doing it anyway, somebody had to do it. And because I had an awareness and understanding of what needed to be done, it was natural that I would do it. So it was pretty simple to say, you know, what can be replaced. And so obviously, me on the phone, presenting what we’re doing to somebody is more difficult to replace than somebody who manages administrative tasks. So yeah, we started started with an administrative person, and then we partner with another group that does about 80% of our fund administration. bookkeepers, like all those kind of people that do tasks for us that are just it’s a, it’s just a process that needs to be built and assigned to somebody and they need to be held accountable. So

Debra Chantry-Taylor  27:27

Our delegate elevate thing can be so free in contact. Yeah. And I just think I think I just don’t recently, again, myself, and I mean, I do on a regular basis, especially when I’m starting to feel like I am getting overwhelmed. Again, I look at it and go, Well, what is that I really love and I’m really great at and the other stuff, what can I offload on to somebody else?

Jack Martin  27:47

Well, it’s difficult to when you’re in the middle of it, and you understand it, you’re like, you take me more time to teach somebody else how to do this than just do it myself. These are piling up, it doesn’t have those things. And now you’re not, you’re not really living in your superpower. Yeah, doing that thing that you’re so good at. So the truth is that when you take time to teach somebody else, what you do, usually when they take that process, they kind of look at it and say, well, that’s okay, but I can make that 10 times better. And they do. So that’s that also has a lot to do with right person, right? See. So yeah, get the person who loves that kind of stuff. And they’ll they’ll refine processes. For sure.

Debra Chantry-Taylor  28:25

I always when I’m working my clients, I use the example of house cleaning. So I have had a house cleaner for since I don’t know when and I don’t think I’d ever have not have one. Now I am amazing at cleaning because I’m half German. So I really, really clean things well, but I hate it. I you know, there’s nothing worse for me than actually doing house cleaning. But I’m so anal about it, because I’m half German has done really well. And I you know, when I’m doing it, I’m in that state of grumpy I’m miserable. I’m you know, don’t be around me when I’m trying to clean the house. And so it just made sense to get a house cleaner in that will do it. And of course, they actually quite enjoy it, they love it, they they get paid a lot less than I would do for doing the same task. And it just gives me the opportunity to look to even if I don’t necessarily turn that free time into work time. I’ve got free time I can be doing things that I really enjoy. And you haven’t got that negative energy of the stuff that you really hate. So yeah, even at a simple level, the house cleaner. You know, it’s just getting out of that negative stuff that doesn’t work for you.

Jack Martin  29:26

Yeah, I agree. Totally agree, though. That how every business and every every role that you play has some housecleaning in it for sure.

Debra Chantry-Taylor  29:34

Yeah, absolutely. So tell me so six years in and you’ve got your 10 year goal. How are you going against it?

Jack Martin  29:40

We’re doing well. So typically, the early years is where you build everything. And then the latter years is where you you built a scale. So we just got to that point in our business probably at the at the halfway mark, where we’ve we’ve designed our business for scale, and now we’re scaling. So the properties are five times bigger than they were when we started The staffs getting bigger. It’s Yes, it’s it’s a, I don’t know if we’re right on track, but we’re definitely on track.

Debra Chantry-Taylor  30:09

Yeah. How do you keep because you’ve got, obviously a number of different communities or parks in different areas? How do you keep those different communities, different parts connected to what you’re doing as a company.

Jack Martin  30:23

So regional asset or regional property manager does Elton’s with them on a regular basis, but we also get them all together. So on a regular basis where all of the park staff gets together, it’s a little bit more of a show and tell or share and tell. We do a lot of training. So when we have something that needs to be rolled out in person, if we can do that, we get them all together. Now, that’s gonna change when we have parks in different states. Right now, everything’s in Arizona, but we’re soon we’re going to go to Texas as well. So that’ll probably change. But yeah, there’s a, there’s a very kind of connected culture, where they all lean on each other. So hey, I’m trying to implement this. And I have a tenant that’s behaving like this. Oh, yeah. Sharon had a tenant that behaved like that to Call Sharon, he’ll walk you through it. So there’s a there’s a real team environment, even though they may not see each other every day. They’re pretty well connected. So yeah,

Debra Chantry-Taylor  31:19

love it. Okay, well, as you said, we could probably talk for hours, but we don’t have hours, sadly, because people are probably listening to this while they’re driving to work. I’d love for you to just finish up by sharing three top tips or tools, or are things that you got, you know, maybe somebody said, maybe something that you might have wanted to have known before you started your business or something you’ve been using that really helps you in the business.

Jack Martin  31:42

Yeah, so we’ve probably touched on them already. So I would say number one, if you’re starting a business don’t start without reading Gino Whitman’s book traction. Yep, absolutely read that book. If you already have an existing business, and you’re, you’re running up against that organized chaos, um, find a EOS implementer that’s suitable for you. And it’s in your in your area, your the ROI that you’ll get from having that person come help you implement it, you just can’t measure it. So I would say I would say that’s probably tip number one. Tip number two, stay in your superpower. So you should, you know, be honest with yourself, what are you really, really good at? And you should be doing that most of the time. And if you’re not, then just get rid of the house cleaning? Like you said, Yeah. and outsource that. hire somebody to take over some of that stuff. That’s not your superpower. And then I think the greatest lesson that that I’ve learned in my lifetime, is learning how to let go. Yeah. And believe that there’s a greater power at work and that you don’t need to be gripping the wheel. So, so tight all the time. Yeah, let go and sit in the back seat. And, and and trust that, that you’re going to be guided in in things that you need are going to show up in your life.

Debra Chantry-Taylor  33:00

Yeah. That comes when you’ve got that clarity of where you’re headed to doesn’t it? So once you’ve got the clarity of the vision, I think these things they just appear. Yeah, yeah. Perfect. Hey, look, I’ve really enjoyed meeting you and and chatting to you about the business. I’m really excited about what you’ve managed to achieve and where you’re headed. And if anybody would like to have a chat to you, maybe because they’re in a similar position, or they want to understand more about what you do. How would they get hold of you, Jack?

Jack Martin  33:26

Yeah, best way is on the website. So on the contact page, my website, you can actually schedule a 20 minute discovery call with me. Oh, nice. Oh, yeah. Website 52 ten.com. And that’s the number five the number two, and then tennis spelled out T n.com. Yeah. Yeah. Lovely. Anybody wants to learn about mobile home park investing as a passive investor, that that’s the way they can connect with me to learn that as well.

Debra Chantry-Taylor  33:53

That’s fantastic. Hey, look, I really appreciate you giving us your time and your wisdom. Thank you so so much. And I look forward to following the journey and seeing where you get to and look forward to hopefully coming to meet you one day soon. I keep I keep meeting all these amazing American people. But we can’t leave our country yet. So maybe maybe shortly will be to come and visit.

Jack Martin  34:12

Well, thank you for inviting me, Debra. It’s been a pleasure. Yeah, thank you so much. Bye bye.

Debra Chantry-Taylor  34:18

Thanks again for joining us on better business better life with me your host Debra Chantry-Taylor. If you enjoy what you heard, then please subscribe to this podcast. And let us help you to get what you want out of business in life. Each week we release a new short episode which will give a success story and three takeouts to put into action immediately. These will help you take your business from good to great. The podcast is also supported by free resources, templates and useful tools, which you can find at debrachantrytaylor.com. I am a trained entrepreneur leadership and business coach, a professional EOS implementer and an established business owner myself. I work with established businesses to help them get what they want. Feel free to contact me if you’d like to have a chat about how I might be to help you. Or if you’d like to join me As a guest on this podcast thanks again to NZ audio editors for producing this podcast See you on the next episode.

Debra Chantry-Taylor

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