Starting Out:2:00: Starting out, you’re the one doing everything. Marketing, meeting with sellers, analyzing deals, etc. It’s easy to get stuck in that phase.4:45: How comfortable are you going to be IF you’re not doing everything?6:44: It’s a lot easier to delegate things if you have a process and system of monitoring the results.10:00: At a certain point you have to ask yourself if you’re the bottleneck? Does everything have to run through you? If so, you need to put yourself in a position to leverage others expertise. The Critical Hires:13:55: We’re really focused on one kind of person we want, an acquisition’s specialist. Someone who can leverage our time and efforts to find great deals.17:40: I would expect a bare minimum when you're starting out. You need to be able to guarantee somebody about $2,000 a month minimum.20:00: you just want to make sure that your people are incentivized in the same way that you are.23:15: With a disposition hire, they need to be good on the phone and with investor-centric relationships. Their job is to phrase deals in a way where it’s attractive.27:17: When Ryan started, he had a buyer’s made up of two people. You don’t have to have a huge list to get started.29:00: For admin hires, they need to be able to pay attention to the details and make sure all the pieces are in place. General Principles:33:14: The right people on your team are people that you want to make feel good about working for you.  36:43: If you're having success and you're growing, you also want to be cognizant that you don't hire too many people too fast, too quickly.Connect with the Good Stewards:Visit Our Website and SubscribeEmail | [email protected] | @TheGoodStewardsInstagram | @GoodStewardsPodcastFacebook | @GoodStewardsPodcast