Today's guest is Tyler Sellhorn.

Tyler is a teaching-oriented technologist. He creates and cultivates digital workplaces that produce results.

Show Summary:

In this podcast episode, Tyler Sellhorn, a teaching-oriented technologist and customer success manager, discusses the challenges and strategies for optimizing outputs in a distributed workplace. He emphasizes the importance of explicit communication, accountability, and clear processes for goal achievement in geographically diverse teams. Tyler also highlights the benefits of flexibility and personalized approaches to work. Additionally, he addresses common problems faced by companies, such as integrating systems, change management, and establishing team-level agreements. The episode also focuses on effective communication in a distributed workforce, including considering different communication channels and preferences, checking for understanding, and utilizing tools for efficient communication.

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Intro [00:00:00]

Transitioning to a Distributed Workplace [00:02:08]

Measuring Outputs in a Distributed Workplace [00:07:58]

the impact of technology on education. [00:09:59].

establishing team-level agreements [00:14:55]

Different kinds of communication for different purposes [00:19:55]

Common pitfalls when transitioning to a distributed workforce [00:20:39]

Closing [00:25:00]

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Connect with Tyler:

Linkedin: http://linkedin.com/in/tyler-sellhorn

Twitter: https://twitter.com/tsellhorn

Web: https://tsell.link

Connect with Sam:

I love helping others place money outside of traditional investments that both diversify a strategy and provide solid predictable returns.

Facebook: https://www.facebook.com/HowtoscaleCRE/

LinkedIn: https://www.linkedin.com/in/samwilsonhowtoscalecre/

Email me → [email protected]

SUBSCRIBE and LEAVE A RATING. Listen to How To Scale Commercial Real Estate Investing with Sam Wilson

Apple Podcasts: https://podcasts.apple.com/us/podcast/how-to-scale-commercial-real-estate/id1539979234

Spotify: https://open.spotify.com/show/4m0NWYzSvznEIjRBFtCgEL?si=e10d8e039b99475f

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Want to read the full show notes of the episode? Check it out below:

00:00:00:00 - 00:00:21:20

Tyler Sellhorn

Ari Optimizing for the outputs are the inputs. If we're optimizing for the inputs, we're going to require butts in seats where we can look at them. Right. Right. If we're optimizing for outputs, we are paying very close attention to the things that we are expecting. You are you have to inspect what you expect. You have to be able to say, did we do the thing?

00:00:21:24 - 00:00:43:05

Tyler Sellhorn

And to be able to say back to the person, well done, you did the thing. Here is that bonus. Here is that that incentive pay. Here is like the next opportunity for you because of the work that you've done so far. Welcome to the How to Scale Commercial Real Estate Show. Whether you are an active or passive investor, we'll teach you how to scale your real estate.

00:00:43:05 - 00:00:55:18

Sam Wilson

Investing business into something big. Tyler Sell Hawthorne is a teaching oriented technologist. He creates and cultivates digital workplaces that produce results. Tyler, welcome to the show.

00:00:56:07 - 00:01:01:06

Tyler Sellhorn

Thank you so much, Sam. It is a pleasure to be here learning out loud with you and your audience.

00:01:01:07 - 00:01:10:09

Sam Wilson

Absolutely. The pleasure is mine. Tyler, there are three questions I ask every guest who comes on the show in 90 seconds or less. Can you tell me where did you start? Where are you now and how did you get there?

00:01:11:07 - 00:01:40:04

Tyler Sellhorn

I started out as a teaching or a technology oriented teacher teaching secondary mathematics. So then I made a pivot, you know, as a middle aged person, to becoming a teaching oriented technologist, as a customer success manager for B2B SAS companies, helping companies be successful, working remotely, using software and where am I now? I am busy doing that on a much more general way.

00:01:40:17 - 00:01:52:22

Tyler Sellhorn

So if you're listening today and you're looking at home, you know what? It would be nice to have not just a workplace, but workplaces, right. Including the digital space. I'm someone who can help you do that, man.

00:01:52:22 - 00:02:12:04

Sam Wilson

That's really, really cool. I know this will be relevant to our listeners in the commercial real estate space. Just because our teams are so geographically diverse. That's right. I mean, gosh, we have a foremost $50 million portfolio and I work from home. All right. The members work from home. And it's like, okay, like.

00:02:12:04 - 00:02:26:23

Tyler Sellhorn

How we're all from your own individual facilities, right? I mean, and you're not there on site, you know, managing that person. They're they're being trusted with responsibility and authority to act on your behalf, on the company's behalf, in those places that they happen to be correct.

00:02:26:24 - 00:02:49:08

Sam Wilson

Right. And you know, it's funny, there's part of me that likes it and part of me that hates it. Like I was kind of looking at it right now and I'm like, you know, because we're scaling, especially here on, on, on our local operations, the in the laundry facility side of things. And I'm like, man, it's almost like it's almost time where we've got to have an office because we're missing some components that face to face.

00:02:49:08 - 00:03:00:22

Sam Wilson

I mean, look how many Zoom meetings we have. I don't have many KPI calls I have with various team members throughout the week. Going through the reviews. There's nothing like just that cam camaraderie of face to face and it cuts both ways.

00:03:00:22 - 00:03:22:16

Tyler Sellhorn

But the way, the way I express it is that the async time is about the work and the synchronous time is about the connection and then the in-person time. That's about those bonding moments where we're slapping backs, we're high fiving, we're hearing the echo of our laughter against the walls, right? We're doing those things that can only be done face to face in person.

00:03:22:16 - 00:03:37:15

Tyler Sellhorn

Right? These monkey brains got a primate sometimes and it's really important that we do all of those things. It's a both and situation. It's spectrum's not squabbling over returning to the office. It's it's flexibility, not fights over when work should get done.

00:03:38:04 - 00:03:56:13

Sam Wilson

Right? No, I love it. I love it. And you threw out a bunch of things there in your 92nd intro, which thanks for keeping that. That was probably 50 seconds. So that was that was well under time. Thanks. I appreciate that. Ding, ding, ding, ding, ding. You made it, man. You cross the finish line before anybody else. But no, seriously, there were some things that you threw in there.

00:03:56:14 - 00:04:15:15

Sam Wilson

You know, we're commercial real estate people on this show. So you threw in like B2B sass and this and that and the other. And I'm like, I have no idea what you just said, so maybe I can break some of that down for going back to Monkey Brains. Yeah, me too. Tell a little bit more color on what it is you do and then then we'll get into more weeds.

00:04:15:15 - 00:04:17:04

Sam Wilson

So anyway, I'd love to hear that.

00:04:17:12 - 00:04:37:05

Tyler Sellhorn

It's really important to make all of those implicit things that used to come along with being in the same office every day at the same times, right? That kind of came along for the ride that were like assumed by everyone that showed up there that this is when we do work, this is how we do it, this is how I communicate.

00:04:37:14 - 00:05:00:15

Tyler Sellhorn

And now that we're in a much more distributed and flexible environment, you know, sometimes that scary remote word, right? Right. It's you have to become much more explicit about the the wheres and whens and how we communicate and get things done. That's where the tension and frustration come in, where you're saying said, I really liked this this office thing that I used to have.

00:05:00:15 - 00:05:18:09

Tyler Sellhorn

Right. Well, what is it that you liked about it? Well, the only way that those things are going to exist in a distributed environment is if you make a plan and execute on that plan and then reflect on whether or not you actually accomplished the outcome that you were seeking. And sometimes it's going to require being in person.

00:05:18:17 - 00:05:53:05

Tyler Sellhorn

You know, very often you see, you know, I've worked in globally distributed customer experience teams. I led a team of 25 people from Seattle to Melbourne. Right. And we saw each other once a year together, optionally. Okay. All right. So so one of the things that's really important to recognize is that when you are operating in that way, that says, okay, we may or may not be present with one another, how you gather those KPIs that you're talking about and how you talk about them and where they're posted and how we can access them.

00:05:53:13 - 00:06:11:05

Tyler Sellhorn

There needs to be a process that is really, really explicit. That's the bullet points, sub bullets, right? How do we do these things? And once you have that rock solid, you can start with a shared reality of how things are and then you can iterate from there to continue to improve.

00:06:12:08 - 00:06:15:06

Sam Wilson

You say when you say shared reality, what do you mean by that?

00:06:15:20 - 00:06:37:15

Tyler Sellhorn

I mean, this is our number. This is your number that impacts that number. And everyone gets to see, right, how are we doing? How do we have the shared accountability? We're not hitting our number because so-and-so is not hitting their number. Right. How do we communicate those things to say on a regular cadence? When do we look at these numbers?

00:06:37:21 - 00:06:58:10

Tyler Sellhorn

And even just having the, you know, very often you have a leaderboard, right, in a sales team, right. In saying, you know, who's who's up top. Now, you know, you can think of the always be closing, right? If you're in third, you're getting a new job type of thing, maybe it doesn't need to be that hard nosed in like cutthroat.

00:06:58:20 - 00:07:35:04

Tyler Sellhorn

But I do think that having a shared accountable party of what we are doing and how that contributes to that one number or set of numbers that you have, where is that shared workplace that has that number where everyone can see it? Maybe, maybe it's in your physical workplace, like you're in your home office, maybe you have a spot that has the number displayed or maybe it's a dashboard inside of your Google workspace that says, okay, I can always go to this link and find the information that I'm trying to, you know, contribute towards, Oh, I move the number today and there we go.

00:07:35:10 - 00:07:49:01

Tyler Sellhorn

And for your boss to say, well done, you contributed to the number today. Way to go. If you're not doing that on a regular cadence and or even having it something that can be accessed whenever, wherever you start doing that. Right.

00:07:49:11 - 00:08:11:09

Sam Wilson

Right. Yeah. I think that's one of the cool things about the distributed workplace is the ability for people to kind of work at their own pace and at their own time like members that I mean one even she works and again, I don't need this position filled full time. So, you know, she works maybe 20 hours a week and it's usually Monday was a Friday and today she's like, hey, you know what?

00:08:11:09 - 00:08:14:19

Sam Wilson

By the way, I'm working today and not tomorrow, okay? I don't care as long as you get your stuff done.

00:08:15:02 - 00:08:15:17

Tyler Sellhorn

That's right.

00:08:15:18 - 00:08:16:13

Sam Wilson

It's fantastic.

00:08:16:13 - 00:08:37:05

Tyler Sellhorn

She's like, What are we optimizing for, Sam? Are we optimizing for the outputs or the inputs? If we're optimizing for the inputs, we're going to require butts in seats where we can look at them, right? Right. If if we're optimizing for outputs, we are paying very close attention to the things that we are expecting. When you are, you have to inspect what you expect.

00:08:37:12 - 00:08:52:08

Tyler Sellhorn

You have to be able to say, did we do the thing? And to be able to say back to the person, well done, you did. The thing here is that bonus here is that that incentive pay here is like the next opportunity for you because of the work that you've done so far.

00:08:52:22 - 00:09:08:05

Sam Wilson

Do you switching from I mean, input to output measurements? I mean, tests, secondary mathematics was a very input measurement. Yes, you measured test scores, but it was butts in seats for X number of days a year to count.

00:09:08:07 - 00:09:18:12

Tyler Sellhorn

It was this co-located. Does it get Sam there were bells telling us to go from one mandatory meeting to another. Mandatory mean with none of the people that we would have chosen to be with if it was up to us.

00:09:18:13 - 00:09:20:01

Sam Wilson

Oh, gosh.

00:09:20:01 - 00:09:41:24

Tyler Sellhorn

Right. And I think, you know, here in my second career, right. I'm starting to like your take off some of those layers of trauma. Right. Right. And and and like I'm starting to identify with those students that really did not want to be there, right? Yeah. Sam, you maybe identify as that kind of approach, right? School wasn't for you, right?

00:09:42:05 - 00:10:12:01

Tyler Sellhorn

And so I think that's one of the things that we need to transition from is this one size fits all. Like, you know, 1965, you know, industrial age kind of kind of version of things to a one size fits one version of things where, hey, Sam is building the business. That's his and according to his lights and setting the course and setting the sales by his own decision making and, you know, getting to the destination he chose to or not based upon his own efforts.

00:10:12:09 - 00:10:15:00

Tyler Sellhorn

I think we're moving more and more towards that future.

00:10:15:00 - 00:10:48:22

Sam Wilson

Oh, absolutely. I mean, again, we're kind of moving off of center topic. But I think it's important because one thing it's not that I hate to learn. I love learning. I just it's sitting at a desk to do it. That's right. This is awful. So, no, I think we've seen that in the education space. As as I mean, obviously, you can you can learn anything you want on the Internet now for it's right would cost to sit your butt in a seat for an entire semester and learn that same exact thing so pretty pretty cool what are what do you what do you see are the top maybe two or three problems that companies come

00:10:48:22 - 00:10:51:24

Sam Wilson

to you to solve and how do you solve them?

00:10:52:14 - 00:11:21:13

Tyler Sellhorn

Number one is getting disparate systems to talk to each other. What do you write? I mean, you have a Gmail address. How do I get the the information that I need to come in to my inbox? Right. I have this system. You've got, you know, inventory for the laundry business. Right. How do I know when I need to know it that we need to purchase more detergent?

00:11:21:20 - 00:11:44:22

Tyler Sellhorn

Right. Right. I mean, I mean, that may be or I know that these systems are about to break. Right. I don't want to have to pay attention to that. I want to be notified of that automatically. Those are the kinds of systems that I help set up. So that and also related to people are also related to, you know, hiring, also related to, you know, customer inquiries.

00:11:44:22 - 00:12:13:22

Tyler Sellhorn

You know, these are the kinds of things that can be automated or at least automated to the point where all it requires is a click or a set of clicks. Those are the kinds of operational know. How is that? I'm being very, very cool agnostic here. But you can think of specific systems like in the B2B space, like a huge one would be like slack, how do I get my Slack inbox to have all the information that I need without having to go to all the different apps, get all the apps, talk to it.

00:12:14:02 - 00:12:39:17

Tyler Sellhorn

Right. I used email earlier. Right? How do I get all the apps to talk to to my email inbox so I don't have to be all over the place? I can click from the inbox and come back there. How do I get my one app to be the trunk of the knowledge tree? Or How do I get a system to be like, okay, well, I'm going to update this process on a regular cadence or based upon the the information that came in and the robots are watching instead of me.

00:12:39:23 - 00:12:49:11

Tyler Sellhorn

Right. Because, you know, having a robot teammate, letting the computers, it turns out that computers can do stuff. Sam And very few people understand this at a deep level and I do.

00:12:49:17 - 00:12:52:23

Sam Wilson

Right. Is that is that the technologist background in you coming out?

00:12:53:07 - 00:13:13:22

Tyler Sellhorn

Oh, for sure. I built x86 computers in the basement with my dad, like we were one of the first thousands CompuServe customers or eventually AOL. Right, right. These are things that like, you know, the I know what a 14.4 board modem sounds like, not just a 96 K, right? Yeah. Yeah. So all of that stuff is, you know, things that are in my wheelhouse, right?

00:13:13:22 - 00:13:23:06

Tyler Sellhorn

I know what a terminal is. App scripts, right? These are things that, like, are pretty nerdy and and I'm happy to be your computer nerd.

00:13:24:00 - 00:13:42:22

Sam Wilson

That's awesome. So you saw the technology or what did you say, getting disparate systems to talk to each other? That's the first thing. Yes, you do. In what? Just just make me feel good here, because part of me thinks it's just us at the small little, you know, product scale. We are that some of these things I would imagine it's not true.

00:13:43:12 - 00:14:10:19

Tyler Sellhorn

It's across the entire spectrum of work. It's crazy. And and enterprises are purchasing software that is very expensive. And then not using a fraction, maybe not using it at all. Right. It's really quite scary how few people actually engage with the robot teammates that have been purchased for them. And I mean this on a very, very small level.

00:14:10:23 - 00:14:44:10

Tyler Sellhorn

You have the cheapest laptop that exists. There are things that it can do for you that you didn't even know was possible. And it's really, really great stuff and could make your life easier and you don't have to think about that anymore. Well, because. Because robots should do the robotic things and people can show up then as creative, empathetic humans that are engaging with other humans to get them to buy or to get them the help that they need to be able to succeed and feel good about what they're trying to accomplish.

00:14:44:10 - 00:14:46:14

Tyler Sellhorn

That's what we want to be able to do in our businesses.

00:14:46:17 - 00:14:52:00

Sam Wilson

Awesome. So you solve that problem first and foremost. What's the second thing that you like to solve?

00:14:52:13 - 00:15:09:21

Tyler Sellhorn

Second thing is the change management surrounding that. So first of all, we want to get things you know, I was hinting at this in the previous answer. Right. But the first part is getting things to talk to each other now, how do I make use of that in a way that is going to be able to actually accomplish the outcome I'm seeking?

00:15:10:03 - 00:15:26:05

Tyler Sellhorn

Right. So it's so it's the change management part where it's like, okay, we've got the system set up now. How do I use it? Well, right, because there is that human element, right. And it's to say, okay. And then I would say the third piece that that I really bring to bear. Right, is that team level agreement. Right.

00:15:26:05 - 00:15:43:04

Tyler Sellhorn

And maybe that's just with yourself. If you're an individual or it's with your team or it's across your entire company is to say, okay, when am I working? And you've already communicated this already with someone that's assisting you. They work Monday, Wednesday, Friday, and they communicate with you when they're going to work on a Tuesday instead of a Wednesday.

00:15:43:06 - 00:16:03:15

Tyler Sellhorn

Right. Right. That's a very, very basic thing that would be not obvious to everyone to say, like, oh, I should like, first of all, have a working schedule that is that is communicated right. And that if it changes, I need to say something about that, like those kinds of explicit statements about how we're going to work together. I help build that stuff as well.

00:16:03:21 - 00:16:16:00

Sam Wilson

Right. No, that's so important. So, so, so very important. I love it. So you solve some three, three and they're interconnected systems, but yet very different, I would think across across the board the bits.

00:16:16:00 - 00:16:23:07

Tyler Sellhorn

I've got to talk to the other bits. Right. And then you've got to be able to use that system that you've set up and then you've got to be able to communicate with others about it.

00:16:23:13 - 00:16:45:21

Sam Wilson

Right? When, when a company is looking, no matter what the size, when they're looking at bringing on new team members in maybe, maybe they don't have a distributed workforce, what are some proper groundwork things? You know, and again, maybe, you know, there are some simple solutions like, you know, getting I hate email, by the way, Tyler, can I just say.

00:16:46:08 - 00:17:06:02

Tyler Sellhorn

Hey, you know, I think that's the thing that when I was saying one size fits all to one size fits, one, when we work in an increasingly screen based, you know, like business. Right. It's really, really important to recognize that 100% of what you look at in that screen has been chosen by you.

00:17:07:03 - 00:17:07:13

Sam Wilson

Yep.

00:17:08:01 - 00:17:19:15

Tyler Sellhorn

It's really, really easy to blame other people about what's on your screen. And if you don't like email, stop using email.

00:17:19:19 - 00:17:30:10

Sam Wilson

I'm doing my best buddy. I promise you train at training, but training our team members to not email me. I'm like, don't just don't use slack. We have channels for this. We have.

00:17:31:05 - 00:17:54:21

Tyler Sellhorn

That. That's exactly right. And I think you should be let me just give you some direct instruction right away. You should have an auto responder for every one of your teammates set up in your email to say, I will not respond to you in this. This is in the wrong place. There should be an automated message that has the correct URL to be sent back to them based upon like a best guess.

00:17:54:21 - 00:18:05:03

Tyler Sellhorn

Like you can even, you can teach the AI to like read the message and suggest the URL that you would assume is the correct channel that they should be posting it.

00:18:05:07 - 00:18:12:20

Sam Wilson

Right. Yeah, because if it's an operations question, if it's a question, if it's a this like if it's a content question, like, yeah, me.

00:18:12:20 - 00:18:20:19

Tyler Sellhorn

And that's first of all, don't email me. Second of all, here's a suggested place to put this. Instead, I will not be replying to this email.

00:18:20:20 - 00:18:42:24

Sam Wilson

No. Amen to that. May I need I need more you in my life. Tyler, this is impressive. So as you said, though, every team is different. Every setup is different. A company, let's say they're looking to grow and they're looking to bring on some key team members. Are there people that you just simply have to have at the Home Office or is there a way to do it completely distributed?

00:18:42:24 - 00:18:43:15

Sam Wilson

What's your thoughts?

00:18:44:10 - 00:18:57:09

Tyler Sellhorn

I think it needs to work for that company. So you need to do the deep reflection and consideration for yourself. Will I need to be able to lay eyes on this person ever?

00:18:57:15 - 00:18:58:01

Sam Wilson

Right.

00:18:58:17 - 00:19:22:15

Tyler Sellhorn

Once a quarter, once a month, once a week, every day. Right. Like you as the business leader need to decide what is going to work for you and and that is going to inform how you show up. Right? Because Sam Wilson and Tyler Selman are completely different business leaders. I would much rather hire somebody that's awake when I'm asleep and we commute.

00:19:22:18 - 00:19:42:02

Tyler Sellhorn

We touch base once in the morning, once in the evening, if needed. Right. Whereas, you know, maybe for you, you want somebody local, you want somebody that you can take out for a coffee, right? Right. And just just, you know, like, say, what's up? And that is going to inform how you show up in the talent marketplace.

00:19:42:11 - 00:20:06:18

Sam Wilson

Yeah, absolutely. And also, you know, obviously, this goes without being sad, but it's also role dependent because there are roles that I don't ever I mean, I've had somebody work for me for eight years and we've never even talked on the phone. I mean, like you said, they're awake when I'm asleep and vice versa. The only and in this case, we did email, which is been my new push to get rid of email, but we did email so I do but.

00:20:06:18 - 00:20:22:18

Tyler Sellhorn

You but but I think but I think even saying that like, okay, there's going to be certain kinds of communication that I do here, right. Versus another place. Right. Email might be for external partners. And if your internal we're going to have a trigger based on the domain that this came from. That's it. Okay, now, now, now we got it sorted, right?

00:20:22:18 - 00:20:33:15

Sam Wilson

Yeah. I certainly under no circumstances can tell my equity investors that are writing six figure checks. Hey, buddy, you can't email me. Not a chance. I'm like, yes, right. Glad to be responding to your email. Thank you.

00:20:33:15 - 00:20:34:17

Tyler Sellhorn

Sir. May I have another?

00:20:34:24 - 00:21:01:14

Sam Wilson

I have another. I am at your disposal. Yeah. I mean, those are different different conversation for different time. So I like I like the way that you think through that. But but again, going back to kind of the question, obviously building it to where it makes sense for that different organization, we talked a little bit about the things that you try to solve upfront, but are there are there things that people should be looking at or thinking about kind of from a more holistic perspective as they look to grow from a distributed workforce perspective?

00:21:01:14 - 00:21:08:07

Sam Wilson

I mean, these are things you go, man, these are some just common pitfalls that I really think if you got it right before you launched into this, would really solve some problems.

00:21:08:24 - 00:21:44:13

Tyler Sellhorn

Number one, do not assume that the message you sent and intended was the one that was received and understood. Start with centering the others understanding and how they will receive that message. So business leaders start. They might be email poor people or they might be slack people, or they might never record themselves. But I invite out all of you listening to number one, record yourself on video and provide a summary of what you said.

00:21:45:20 - 00:22:08:04

Tyler Sellhorn

A concise transcript and a full transcript, and record your tone of voice, record your facial expression like give the B omni channel. Likely we'd talk about being that kind of a business, you know, whether it's e-commerce or whether it's, you know, like the different kinds of properties we own, right? We want to be able to diversify the kinds of offerings we have.

00:22:08:10 - 00:22:32:09

Tyler Sellhorn

Well, you need to do that in your communication. So if it's really, really important that this one message gets communicated, go for bandwidth, right? Don't back up from providing every single person their preferred mode of understanding what you have to say, because some people are only ever going to read the bullets. Right? Right. And some people are going to repeat like read the full transcript and then read it again.

00:22:32:17 - 00:22:53:20

Tyler Sellhorn

And then maybe one more pass. They'll get it. Understood. And they won't ever watch your video. Other people will only watch your video and they'll be, they'll be, there'll be. But like if you don't do those things, if you don't provide those things, the message you're intending to send may or may not be understood. And then the second piece to tack on to that is to check for that understanding.

00:22:53:24 - 00:22:54:10

Tyler Sellhorn

Hmm.

00:22:54:23 - 00:22:55:19

Sam Wilson

How do you do that?

00:22:56:21 - 00:22:57:14

Tyler Sellhorn

You ask.

00:22:58:01 - 00:22:58:11

Sam Wilson

Okay.

00:22:58:21 - 00:23:25:22

Tyler Sellhorn

What did you hear me saying? What do you want? What? When you read that the other day, like like what did you take away? Right. Hey. And also be willing to repeat yourself without annoyance, without judgment, right? Right. If it's that important, it's worth saying again in a different way, in a way that they will understand center, the understanding center, the receivers, understanding of your message.

00:23:26:01 - 00:23:45:15

Sam Wilson

I love that. I love that. Yeah. And that's that's actually something again, going back to my hate of email, I sent a ton of video email me cast animatic. I think it's called screen pals with a little link right inside of your email. I mean I sent, I send verbal replies all the time because I can do it one in a fraction of the time.

00:23:45:15 - 00:24:09:23

Sam Wilson

I just recorded say, hey Tyler man. Hey thanks send the email. Does want to get back to you on this here's a minute long video I have not started sending the it does auto transcript. I'm that thought about attachment. I'm a big if I listen to a podcast it's by reading the transcript like I can get on your website and if you got transcripts for your podcast which we do for all of our shows, but it's like, I can read that transcript in about 4 minutes.

00:24:10:08 - 00:24:29:06

Sam Wilson

Yeah, I get the whole thing. I'm like, Okay, cool. The 28 minute podcast, I just got it in 4 minutes. And that was I learned everything that I would listen if I got it. And of course you missed the intonation in reading that. But either way, it's like you're saying when you're communicating with team members, distributed workforces, doing the all of those things, they can pick it up in the channels in which error, in the methods in which it makes sense to them.

00:24:29:06 - 00:24:45:00

Sam Wilson

So I love it. Tyler, this has been a blast having you on the show today. I love the energy that you bring behind the mic. That's that's hard to come by, honestly. Oh, right. As a as a host of I've done 800 and some of these episodes and you probably ranking the top ten of energy behind the mic.

00:24:45:00 - 00:24:47:14

Sam Wilson

So thanks. Thanks for doing that. This is a blast.

00:24:47:14 - 00:24:50:23

Tyler Sellhorn

I've got enthusiasm to burn and happy to share it with you and your audience.

00:24:51:03 - 00:24:56:00

Sam Wilson

Absolutely. If our listeners want to get in touch with you or learn more about you, what is the best way to do that?

00:24:56:13 - 00:25:05:19

Tyler Sellhorn

I'm most active on LinkedIn and the place to get connected to me. There is t cell dot link, tsc, alcatel i n k.

00:25:06:02 - 00:25:12:20

Sam Wilson

T cell dot link. We'll make sure to include that there in the show notes. Tyler, thank again for your time today. I do appreciate it.

00:25:12:20 - 00:25:13:20

Tyler Sellhorn

Great to talk with you, Sam.

00:25:14:07 - 00:25:35:18

Sam Wilson

Hey, thanks for listening to the How to Scale Commercial Real Estate Podcast. If you can do me a favor and subscribe and leave us a review on Apple Podcasts, Spotify, Google Podcasts or whatever platform it is you use to listen. If you can do that for us, that would be a fantastic help to the show. It helps us both attract new listeners as well as rank higher on those directories.

00:25:35:18 - 00:25:38:24

Sam Wilson

So appreciate you listening. Thanks so much and hope to catch you on the next episode.