Leadership Lessons From The Navy SEALS With Anne Yatch

The Navy SEALS count among the world’s military elite. With experience and training that lets them do the impossible, what leadership lessons do they have to offer the business world?  Jason Williford discusses these with Anne Yatch of SEAL Team Leaders. Anne is the Business Development Manager of the company and the wife of a former member of the SEALS. She discusses lessons she and her husband learned from SEAL training and how these apply to business. From hiring to training and onboarding practices, see how they use SEAL principles.  Learn more about them and how these techniques can improve your business by tuning in.

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Leadership Lessons From The Navy SEALS With Anne Yatch

Hiring, Onboarding, Training & Leading A++ Team Players

I have a special guest. I’m super excited. I have Ms. Anne Yatch, the Cofounder of SEAL Team Leaders. It is an organization that shows you how to build leaders within your organization and how to think, act and lead like an elite SEAL team member. She and her Navy SEAL husband, Larry Yatch, only work with exceptional entrepreneurs to activate leaders at every level because they know this allows you to create the life and business that you want.

Anne is an amazing female on a mission to change the world with proven leadership strategies that she and her husband have learned from the Navy SEALs. What happens with a real estate team when the team fights to fight with you versus against you? The team thinks like you. The entire team is motivated and stays motivated.

The team has new resources, tools, and systems to increase ownership and discipline. The team has clarity. It identifies what, who does what, and what you do not do. It is the team that breaks habits that do not serve the greater vision, builds confidence to have each other’s back, and learns to implement to full completion. You get on and stay on the competitive edge together.

What do your results look like when your team unlocks performance and ownership from all team members? They all create crystal-clear clarity for the team to operate harmoniously. The entire team knows your company’s vision and mission, and they execute. They create excitement to get tasks done daily executed.

The team has the utmost highest accountability to complete any objective. They have proven systems and processes in place to work seamlessly. They are inspired to build leaders within your team and drive highly effective communication. Without further ado, I want to welcome Ms. Anne Yatch. How are you doing?

Thank you so much, Jason. I’m glad to be here. It is an amazing intro. I’m like, “Who is that person? That is amazing.”

That intro could even be better. I could probably condense that intro. That is a lot of freaking things that a real estate team leader to operate in optimization in many areas. I like to go back to that book that you may or may not have read called Good to Great by Jim Collins.

I love that book. It is a great one.

There is a difference between good to great.

There is a massive difference. It is the difference between the team that gets stopped and the team that is unstoppable.

What we are going to talk about is hiring, onboarding, and training A++ players for your team. What would you say are the characteristics of a Navy SEAL that make an extraordinary business leader?

We have a specific way that we look at it in our team. I will share with you our core values so that you have a clear concept. When we are hiring, this is the standard of performance that we hold people to. It is unique and it is all from the Navy SEALs because my husband is a Navy SEAL. He was in for years. I’m going to walk you through these and some of them are going to ping your brain. You will be like, “What? I can’t even contemplate that.” The key is with core values. If you have something that is this high of standard performance, only the people that want to show up that way are going to show up in your life and business.

There are a couple of things. One of our core values is process and automation. We want people that, if they have to do something twice, they are going to put a standard of performance to it. It is a big core value for us. The second is fully held responsibility. For most companies or people, people do not hold, accept and pass responsibility at the highest level. That is a massive gap in organizations. For our team, it is fully held responsibility. When we commit to something, we are going to hold it 100% of the time. Can you imagine what would happen if you had a team that did that 24/7 all the time?

We have the third one, which is we lead at every level but we manage only when we can hold that responsibility. We have a big focus in our team on the difference between leadership and management. If you think about most teams, every team member of every team has a different definition of leadership and management, which is where the teams get out of lockstep.

We have got aligned purpose. We never lose our team purpose, project purpose, or individual purpose. That is essential when you are hiring and bringing on new people. You have to understand, “What is their purpose? How does that align with the team purpose and the greater purpose of the company?” Which not many people spend time on in that initial recruitment effort.

They may attract the wrong players to their business.

They might if they do not know what the team purpose, company purpose, and individual purpose that they are looking for. The last piece that I love is something that attracts people to work with us, “Success does not have to suck.” That is one of our main core values. None of our lives have to be difficult at the cost of our success.

It is about the wheel of life and having eight spokes in the wheel of life. I do not know if life can be 100% fully balanced. Some people believe, “You do not want to live a balanced life but I do believe in the eight spokes of the wheel.” Business and finance are two of the spokes of the wheel. When you are looking to attract the right team members to your real estate team, there are very few humans in the world that are attracted that know they have what it takes to be a Navy SEAL. How do you attract that top talent to an organization?

Good to Great: Why Some Companies Make the Leap and Others Don’t

What is interesting about the real estate industry, what I have found at least, is that I like looking at the person who is leading the charge in the company, so whoever that main entrepreneur is. I look for the traits of that entrepreneur sometimes to find who he or she would most attract and I almost backward-engineer it.

When you are thinking about hiring or bringing someone in, the very first thing that I would focus on is, “Do I know what this person’s desired outcome is for their life? If their desired outcome for their life is not in alignment with mine as the main entrepreneur leading the charge or with the company or team, then that person is not going to be a good fit for the culture.” One of the key points is, “How do I better understand this person’s desired outcome so that I can speak to that in my recruiting efforts?”

I believe in hiring to your core values.

That is going to either attract or repel the right people.

What are ways that you suggest that team leaders can attract the right people? Even down to advertising copy or whatever you like to go into, what are suggestions that you have of how people can attract the right fit?

People attract the right fit through a variety of different options. You can either understand their PI Index, which helps you better understand, “What type of person do I need in this role?” What we found helpful is to give people the chance to work with us first, see how they respond to the culture that we have, and then invite them into perhaps a different role with us. That is a little bit of the behind-the-scenes of what we do because if we can work with someone and see how they respond to our culture first and see if it is a fit almost like a mini-internship, then we know that person is all-in.

Mini-internship is a probation period, which is pretty much what it is. To make sure that you are a fit for each other, what are those qualities in a perfect fit?

Having a perfect fit, you got to have a growth mindset. You should read Mindset by Carol Dweck because if you do not have a growth mindset, then you are not going to receive feedback well. You are not going to work well on a team. You are probably going to have extremely high standards of performance for yourself and then expect that of everybody else. You are not going to be coachable.

A growth mindset is key. We are always looking for people that can identify, “Here is where I’m fixed mindset. Here is where I’m growth mindset.” If they can’t identify a fair amount of growth mindset, then typically, you want to move on to the next person. The other piece is I always look for people that have done some personal development work because that way, you remove people who have too high of an arrogance level. Again, not coachable.

I have interviewed hundreds of salespeople through the years. In other industries, I have interviewed hundreds of real estate agents as well. I had an epiphany a couple of years ago that it is not just about economics for people. I’m a little slow sometimes so it took me a little bit to catch on, like twenty years, to understand this at a deeper level. People want to know that they are personally growing, headed somewhere, and they are not stuck where they are currently at.

Also, if you can give them the opportunity on your team to grow and evolve and that is part of your recruitment and enrollment process, then that person is going to feel such a deep sense of loyalty to you because you have been willing to invest in them as an individual.

Do you believe in a ladder of ascension being that you start in a beautiful world? In my world from my team in real estate, a beautiful world would be someone starting as an inside sales agent and learning one of the hardest skillsets, which is converting a lead to a face-to-face appointment. They started as an ISA and then they stepped up the ladder of ascension into a buyer’s agent. They learned the buyer side of the business.

They stepped up the ladder of ascension. They go into a listing agent because that is two completely different sides of the business to be optimum in those skillsets. They become a sales leader and then a general manager with a company. They have opportunities to keep on climbing within the organization. What are your thoughts on having a ladder, whether people want to stay where they are at or not having that ladder in place?

I love that concept, especially in real estate, because the more you learn and grow individually, the higher you can move on that ladder. From my perspective, it has a stepping stone where people can easily see the journey that they can take to understand the skillsets that have to evolve within them as they proceed down that journey at such a clear visual. That speaks to the internal dynamic of those people because if they can see, “There is a journey here. There is upward momentum at all times and it is dependent on me and my skillset,” then you have got an incredible asset for the company.

You got into some of that content when you are talking about, “Who do I want?” It does not mean they are bad people but they may not be a right fit for your team.

Usually for me, if I’m interviewing, I can assess pretty quickly because of my background. I worked for the Defense Intelligence Agency. I do a fair amount of observation around people. Plus, I worked in trauma. I can sense people’s trauma right off the bat. One of the things that I’m always looking for is, “What were the lessons that they learned from either small trauma or big trauma that they experienced in their life? How did they improve themselves from that experience?”

It comes back to the core values, “Do they match your company’s core values or not?”

Are they willing to learn and grow? If you have too much arrogance in a role, sometimes, like as a sales rep, “That is great that they have arrogance because they are going to close more,” but I look more for the alignment of the person. Are they congruently who they say they are? Are they showing them in their actions, emotions, and physicality?

Leadership Lessons: Once you’re onboarding someone, the key is to give them consistent, small chunks of improvement that they can do so they feel valued.

What are the indicators that you look for, being that you worked around military intelligence? I’m sure that you have been trained at a high level to watch body language, tonality, eye movement and a lot of indicators to know if someone is being truthful with you in an interview or not. Can you hit some tell-tale indicators where someone may not be honest with you? What are some body language and things that they may give?

I wish I could give you more specifics on this because it is so ingrained in how I engage that I do not even think about the basics of it. It is also conscious for me. When I engage with someone, I’m looking for that alignment and congruity. The way they show up is the same as the energy that I’m feeling coming off of them. That is where the eye movement, body language, and all those different things add to that perspective.

I probably could not break it down for you because it has been so long and deep in my subconscious. You are looking for the energetic response to the person, which is, “Does their energy, speech, emotion, and who they come across as all the same? Is it consistent or are these gaps that show up in different aspects of those pieces of themselves?”

I believe that all humans, if they want to start somewhere and are in an interviewing process, are all going to put on their best game face. Every human is going to do that, which is true. I have been told many times during an interview, “I’m going to do X. I’m all-in and I’m going to do it without a doubt. I want this bad.” A month later, they are not all-in like they said they would be.

They use a lot of words to try to communicate with you. I look beyond the words.

How do you pinpoint that before you hire that person that is not going to do what they said they are going to do?

I do not talk to anybody about what they say they are going to commit to because most people cannot commit because there is no process for them to commit. What I do instead is I always ask them, “What are your expectations of me in this role?” I share, “Here are my expectations of you.” If they are not syncing up, then I know this person is not going to be a good fit because someone has to be able to accept and receive expectations. They must have spent some time thinking about what they need to be at their best in any role. If they have not spent that time, then you know it is not going to be a self-aware enough person to hire.

I relayed back to you an interview that I heard one very profound time. It was on a podcast like we are doing that hopefully will help other people that are looking to hire people to their team, whether they be agents, admin, inside sales agents, or whoever it may be to join the team. It was Jay Abraham, one of my direct mentors.

His podcast is The Ultimate Entrepreneur. He was interviewing Harvey Mackay, which is one of the most world-renowned sales mentors in the world. He asked Harvey. He was like, “If you can pinpoint one thing within an organization for that one skill to get great at, what would it be?” Harvey’s answer was spelled out, “You have to learn how to HIRE.”

Harvey goes deep into detail on that episode and talks about, “I want to date them for a while to make sure that I have the right fit. If I could do an autopsy of their brain, get into their brain, and know exactly how they think, I want to go back to their childhood and go all through there to make sure that I have the right hire.” I’m going back to a quote that I utilize from Darren Hardy. He says in one of his books, “A magnificent hire can take your business to stratospheric levels.” I like to add my piece into that also that a bad hire can also be catastrophic as well.

I agree with what they are saying about the hiring piece. There are two extra pieces on that as a skill that you need to have. Number one is behavior change because the root of every issue in your company is going to be the behavior of an individual. You have got to learn, “How do I break these patterns? How do I change someone’s behavior? How do I start, stop or modify behavior so the team wins?”

Can you give us an example?

A couple of good examples of behavior that needs to change is there is an arrogance factor where people can’t be coached. That is something that shows up. There is a victim mentality, which is something that shows up in a lot of people, blaming everybody else for the situation.

Let’s play that example, the victim mentality. Let’s say that you have someone on the team and you can tell that that is an anchor. It is holding the whole team down because that one team member feels like they are a victim. They are not getting the best leads. Someone else is getting cherry-picked leads or appointments. They are friends with the team leader or whatever it may be. They are playing the victim. How do you break them out of that pattern?

Usually, what I do is I run them through a process called Super Power versus Kryptonite, which helps them identify, “Here is my greatest superpower. Here is my kryptonite.” The victim mentality will show up as their kryptonite. Until they see and recognize it, you can’t get any movement but the second they see, “Look at what I’m doing to myself,” they want to change it with every ounce of interest in their body. It is incredible to watch somebody shift from blaming everyone around them to being like, “If I own this part of my life, there is no ceiling to what I can accomplish.” That completely reframes the entire team.

It is such a breakthrough and a weird experiment that I have. I live in Miami Beach in South Beach. Across from my building, there is a karaoke place. I sing horribly. Every once in a while, I will go over there. I will have fun but it is an experiment to me. A part of my evil experiment is I love to give people breakthroughs because one of the biggest human fears, if not the biggest human fear, is the fear of public speaking.

If I can get them on a stage in front of a crowd of 100 people and they have fun singing, I feel that I can give them breakthroughs in many other areas of their life. That is where I love how you are breaking somebody of that victim habit that they have in their business because they are probably showing up like that in every other area of their life too.

If you can break it in one aspect of their life, you can break it in all aspects of their life. They show up even better for their team, which is the whole point.

Leadership Lessons: When you’re in that moment with all that stress, it’s sometimes very hard to disassociate yourself from the experience. That’s you have to know what your triggers are first.

Let’s say I’m a massive procrastinator. I’m on your team theoretically speaking, which I can sometimes have some procrastination too, being open and real. If I’m on your team and you are acting as a Navy SEAL team business leader, how would you help me break through my procrastination and execute?

The way I would probably look at your procrastination is that I would address it at three different levels. I would address it first on the mindset side, which is part of how you condition yourself. There is something in your mindset that is telling you that you need to procrastinate. I first identify that and then I go to the next level deeper, which is the conscious mind.

I would look at, “If his mindset was telling him this lie and his conscious mind is telling him this other lie around procrastination, then I go deeper to the subconscious.” I would be able to identify, “Here is the trauma that causes you to believe these two lies.” I would rewire it so those two lies no longer would impact you at the same level they are impacting you now. I will give you some processes and procedures to work into your life so you can practice building this new muscle.

I’m a huge fan of human psychology, human behavior, human communication, how you talk to yourself, and internal communication, which is the most important, in my humble opinion. Curiosity kills the cat. I’m sure that being in the high-level military that you and Larry have been in, what psychological training do you get? Is it like neurolinguistics programming-type stuff that the military gives you or the government?

It depends on what your role is as to what training you get for sure. We learned even more about anything like neuro-linguistic reprogramming and how the neurochemistry of the brain works outside of our time. We have done more learning, growth, and training outside of that to bring this information into different companies. Everyone always assumes that because of the Navy SEAL background, you are going to have all of the different skillsets.

What we did was we backward-engineered some of these cool things that nobody could understand. They knew it existed like, “Navy SEALs can accomplish impossible missions. How do they do that? How do they build that connection as a team that is so unique and intense that it can withstand anything?” That is what we did but we did it more through the recent stuff that we have learned, even the stuff from back in the SEAL teams.

That is all super cool, what you and Larry have done in the past in the military, what you are currently doing, and will do in the future. You are always learning. What do you feel that we have hired the right fit? When I’m interviewing, I have learned, “It is not about me. It is about that other person that is on the other side of that table.” That is how I look at it. It is my job to let them know how it is going to be on the front side and not only set the right expectations but set the right commitments for each other before we start.

My goal at the end of that interview is at least 50% of them are going to say, “I appreciate you being honest with me but this is probably not the right fit for me. I’m evolving. I’m not perfect. I may see things differently a year from now than I currently see things. I may not know what I do not know right now but that is the way that I currently see and like it.”

My question for you is this. We have hired the perfect fit. We have got a great A++ team member that is going to execute. They are going to be a fabulous team member but we can’t throw them out to the wolves because the Navy SEALs does not throw you out to the wolves. You’ve got onboarding training, which they call Navy SEAL boot camp. What is your take on onboarding people properly within an organization?

We probably do it a little bit differently because, from our perspective, the most important piece is hiring and onboarding. We tend to have every person on our team get to spend time with the new hire before they are even hired because we want the assessment of all the different levels because we have a lot of amazing coaches and psychological experts on our team so we will run them through that process.

Once you are onboarding someone, the key is to give them consistent, small chunks of improvement that they can do so that they can feel like they are valuable and contributing. The more you keep somebody in that feeling and space of, “I’m valuable and contributing,” the more success you are going to see with regards to how they integrate into that team.

Can you give us an example of how an organization can do that to give micro-successes, whether it be daily, weekly, or monthly?

Sometimes we pair them with somebody on our team as a buddy so that buddy can teach them some of the cool content that we are working on. They can start to own the fact that they are part of a team and contribute on the content side. Sometimes for a real estate team, it is giving them the chance to participate in each of the different roles, even to have an understanding of how the different roles work together. If you do not have that, you do not know how the blood runs through the body of the organization for your team. You are good with that. Giving them that experience is key.

An example that I would like to use is the show. Even the book is the same name as the show, The Ultimate Real Estate Machine. It is about building a machine that works harder for you versus you having to work harder for the machine. Part of the machine that we built through the years has a call center because here is the fact. Real estate agents and probably pretty much almost close to every human being, and their favorite thing is not making a bunch of lead conversion calls to strangers. That is tough. Humans are not programmed to do that.

Here is what I have found over the years. 1) Agents do not like doing that and 2) The right fit of agents is usually best face-to-face. When you build a call center as we did of inside sales agents, that is their job when you hire to that high skillset of somebody that is used to making outbound calls, day in, day out that has done it for a long time. They got the experience. They are that pilot that has flown 5,000 flights, and it is not their first rodeo. There is a difference in the experience level. That person can make those calls at a high level. They are unconsciously competent in that skill factor.

Going back to the onboarding process of agents because, for lack of better terms, I like to use my training as it is like Navy SEAL boot camp. Even though it is not Navy SEAL boot camp, it is probably as close as you can get to it in real estate. The first week is 44 hours of in-classroom training. That is practicing, drilling, and rehearsing over and over again. Each evening, going home and study memorization, internalizing scripts and presentations. That is another 20 to 25 hours in that 1st week to immerse in that skillset.

I grow real estate agents very fast, not in a braggadocious way. I’m not great at too many things in life but I’m exceptional at it because I have done it for so long. I have been trained by amazing mentors. That is part of the training. The tail end of the training is, “You learned how to lead conversion scripts and you have been practicing them. The next piece is going over into the call center. You are going to ride with an inside sales agent the best what they do day in, day out.”

They have been with the company for four years. Every year, they have approximately 2,000 hours’ worth of experience in that skillset so they have about 8,000 hours’ worth of skillset under their belt. That is one reason you are going to get to learn from them. Number two, you are going to appreciate more those face-to-face appointments that they are setting for you to get their qualified appointments to get your foot in the door for a listing appointment or buyer appointment for you to earn a client’s business.

Here is the other piece. You can’t appreciate the people that are handing you leads unless you see what they go through to get those leads. There is a level of gratitude and appreciation that is needed. What you did with your system, I want to acknowledge here for a moment because it is so brilliant. You created a system where the foundations of learning are applied. You have to learn something new. You have to practice it with a little bit of risk. You have to experience it at a higher risk to prove to yourself and build the confidence that you can do it. You took that formula and wove it into how you onboard people. That is one of the best systems I have seen.

Leadership Lessons: The coach has the skill sets to help reprogram the lies living in your body trying to control you.

Thank you so much, especially coming from you. What a compliment. Life as a real estate agent or team leader can be stressful. I will tell you a fast story. It is one of the very successful team leaders in Atlanta that I will not mention their names. They are probably in the top 5 to 10 in Atlanta that sell a ton of homes. I met with this individual one time. It saddened me what happened to her, but I understood where it was coming from the stress and frustration.

Bless this young lady’s heart. She locked herself in a car one evening and said that she cried for an hour straight because the pressure, stress, and frustration got to her. I even talked about that in chapter two of the book. The chapter is Unleash Your Creative Breakthrough Genius Within. It is to have mental breakthroughs without having mental breakdowns.

How can team leaders and high-performing real estate agents program themselves better for when they do get under high levels of stress and frustration? How do they train themselves to better not have a bad knee-jerk reaction? I have had many of those, unfortunately. I’m not a perfect person. I have made many leadership mistakes on the way. I still make them, I’m sure. I’m evolving and I always will be. What is your suggestion of how people can keep getting better to perform optimally under pressure?

To perform at an optimal level under pressure, there are a couple of things that I would suggest. Number one, you have to, as an individual, be aware of where and why you get triggered emotionally. That is the first piece. Once you know how and where you get triggered, then you can identify what we call the observer consciousness, which is where you pull back from that situation. You watch it like you are standing on a balcony. You observe it so that you can separate from how you are showing up at that moment with that trigger and how you would like to observe yourself showing up at that moment with that trigger.

It is a simple concept but when you are in that moment with all that stress, it is sometimes very hard to disassociate yourself from experience. That is why you have to know what your triggers are first. You have to know, “Do I have victim issues that show up? Do I have issues with people when they are more aggressive towards me? How do I want to handle that?” There is a lot of introspection that is required to avoid those breakdowns.

The human mind is amazing. It is fascinating to me because many layers go back to childhood. I do know how to at a kindergarten level. I’m not a master hypnotist but I have learned through high-level neurolinguistics programming, training, human communication, and human behavior. It is approximately over $60,000 worth of that training. Why did I get that training? It is because I always want to get better and I had some rough times growing up, which a lot of people have. Part of it was fascination but I know my internal thinking is where it all starts. There is a fallacy in psychology. The fallacy that is used is, “Psychology is 80% of your success, if not 100%.”

That is accurate. That is why it always makes me laugh when people are like, “I do not have a coach but I want to be a high-performer.” I’m like, “What do you think the highest performers in the world have? The Olympians all have coaches because they know that 99.9% of their gain or skill is based on what is up here.”

You hit on something that we can end with because I know there is a shortcut to success. I feel that the shortcut to success is where you do not have to take every single step to the top. That is a fallacy, too, because you can take the elevator or escalator to the top. You can skip steps. How you do it is through a powerful mentor that has been there and done. They have been to where you want to go, have all the hard lessons learned, and have been through all the bad experiences and mistakes.

One of the mistakes that I made is I have a marketing campaign from one radio station. It generated over $6 million worth of gross commission. Here is the secret. I have another little story where I lost about $120,000 in about three months too. I learned through that lesson the hard way of things to do and things not to do that I’m able to help others with. What are your thoughts on having a great mentor?

You got to have a great mentor, number one, who has created in their life exactly the life that you most want to create, whether it is on the business front, personal front, or family front. Like a mentor, you also need a coach, unless the mentor has a very specific system to get you there. Some mentors do. Some mentors do not. I like the concept of having a mentor to get you where you need to go in business and a coach to get you where you need to be personally to get you where you need to go in business. That is what I have seen is a good combination. If you got a mentor who is also a coach, you got a pretty great system.

What is the difference to you between a coach and a mentor?

I can only go off of what I have experienced on both sides. Typically, a coach is someone who has deep-seated knowledge in neuro-linguistic reprogramming, mindset, behavior change, and conscious versus subconscious reprogramming. The coach has got to have all those skillsets to help reprogram the lies that are living in your body that are trying to control you. The mentor has to be the person who has achieved the level of success that you want to achieve in business and has systems and processes to get you there.

When you have the ultimate mentor or the masterful mentor, the guru is when you have both.

Usually, it is.

It is one of the chapters in my book. It came from Jay Abraham as the four steps to greatness. That is step number four. He even goes into it in that chapter like, “What are the differences between a coach and a mentor?” You nailed it and I love it. Ms. Anne, is there anything that you would like to close with? How do people get in touch with you?

It is such a supportive group here so I do a lot of work in the real estate space. If anyone has ever watched the TV show Billions, there is that amazing peak performance coach that works with all of those high-level private equity guys and gals. That is what people have always referenced me as. If there is something on your team, behavior change that you want to change or if you want to uplevel your performance to an even higher level, that is where you can reach out to me directly. I will make sure that you connect with me through my email at Annie@SEALTeamLeaders.com.

I do appreciate you and your friendship. Anything I can help you with, please let me know.

Thank you so much, Jason. I’m thankful to be here. I hope everybody took a lot of value out of this. Thank you for putting it together. You are amazing.

Important Links

• SEAL Team Leaders
• Good to Great
• Mindset
• Harvey Mackay – The Ultimate Entrepreneur previous episode
• The Ultimate Real Estate Machine
• Annie@SEALTeamLeaders.com

About Anne Yatch

Anne Yatch is Co-Founder of SEAL Team Leaders, an organization that shows you how to build leaders within your organization to think, act and lead like Elite SEAL team members. Her and her Navy Seal husband, Larry Yatch only work with exceptional entrepreneurs to activate leaders at every level because they know this allows you to create the life & business that you want.

Anne is an amazing female on a Mission to change the world with proven Leadership strategies learned from the Navy Seals..

What Happens to Your Real Estate Team When:

*The team Fights the Fight with you

*The team Thinks like you do

*The entire team is Motivated and stays Motivated

*The team has NEW Resources, Tools and Systems to increase ownership and discipline

*The team clearly Identifies What and Who won’t work

*The team Breaks Habits that don’t serve the greater vision

*The team builds Confidence to have each Other’s Backs

*The team learns to Implement to Full Completion

*You all get on and stay on a Competitive edge…Together

BUT….What do Your Results Look like When You/Your:

*Unlock the Performance & Ownership of All Team Members

*Create Crystal Clear Clarity for the Team to Operate Harmoniously

*Entire Team Knows Your Company’s Vision & Mission & Executes

*Create Excitement to Get Tasks Executed Daily

*Team has the Utmost Highest Accountability to Complete Any Objective

*Have Proven Systems & Processes in Place that Work Seamlessly

*Are Inspired to Build Leaders within Your Team

*Drive Highly Effective Communication Amongst Team Members

*Are Punctual, In Optimized Mindset & Ready to Attack the Day

*Have Your Team Fully Functioning on All Cylinders

Anne works primarily with high level Corporate Leaders, it’s an extremely rare treat to have her Exclusively & Specifically to speak with the top producers, team leaders, “movers and shakers”, brokers and executives in the real estate industry.