How does the inner workings of a real estate syndication team
actually get what it needs to do done? Well, this video from the
past is going to go through that this video was recorded for
training program for real estate syndicators that I did about two
years ago, information is still totally valid and up to date, I
know you're gonna find it useful.
In these videos, we are talking about your flight crew. And
specifically in this video, we are going to dive deep into your
internal organizations flight crew. So let's start at the top.
We have you, here you are, you are the captain of the ship, you
are the captain of the plane, you are the one who is getting
to decide where you go, when you go all those things, you may
have a team you may not. And if you do have a partner, they are
your copilot in some manner. And so let's let's actually draw a
copilot in here. Wow. So you were the pilots of this, you're
the ones who set the direction. Now one thing in if you do are
part of a team is and we talked about this in the formation of
the company itself, is make sure you've got established how all
decisions get made between you and your partner that clears up
any ambiguity. And in a later video, when we start talking
about your focus, we're going to go through also those all those
internal dialogues that take place about what you what you
believe, as a organization, and make sure that you're in
alignment on there. It's those that internal identity that
you're having you everybody in the driver's seat needs to have
be on the same page about that. So here you are in your company.
And then we've got you have control over maybe a few people.
Now some of you will have have crew members, some of you won't.
And that's okay, if you don't have crew members and you're
doing this, this just the same as as if you're doing all the
work of them as well. And this is your flight crew. These
people are what who you discuss it with anything that needs to
take place. Now what what are you really giving your flight
crew, you're giving them your focus, what the focus of the
company is, what direction you're going, where it's going,
what those goals are, if you're on if you're in piloting an
airplane, and you're flying from Los Angeles to Miami, you're you
shouldn't be telling your flight crew that we're going to Miami.
So that's part of it. The other part of it is your internal
identity. So you can think about this as their as your values.
It's also it's just who you are as an organization and what you
believe in in order to get to that goal to get to me Miami
from Los Angeles
so this is your plane
so this is an arrow here because we don't want to forget the word
transferring those that identity over. We'll make this a little
bit fancy like that. So this is your plane. This is your
vehicle, the vehicle that we'll talk about in other lessons
about getting your investors there, this is the way to go.
You got your flight crew
and you've got your pilots. And you may have other executive
people and you want to call them navigators and CO pilots that's
all good. You want to make sure that your flight crew is the
right kind of people. And by that I'm not saying like good
guys bad guys. I think most people are basically good.
That's how I That's my core one of my core beliefs that that
people are all basic going very good. Most people, 99.999% of
people. And so the people that you've got in your organization
to make sure they're the right people, we do that because they
have the right internal identity. So they have alignment
to your values. And we'll be talking about that in the
internal identity section of focus, which is part of the
core. So when it comes time to make decisions, I believe that
there needs to be an open dialogue between your flight
crew and your pilots. It means that they always have the right
to report facts, you need those optics to complain, tell you
when things are going right, to give advice and openly debate
I'm sure some of you are a little nervous about this right
now. Well, let me make it very clear right now that the right
to complain the right to give advice and the right to openly
debate any issue is something that will set your organization
up to become efficient, and to become good. Now, what this does
not equal is the right to decide. You are the pilot, so
you are the one that gets to decide where you're gonna go. So
between pilots and flight crew, when these ships, when the
reports are coming in. They are everything all this reporting
facts, complaints, advice, especially advice or debate is
judged by believability.
Both from them to you for what they believe you. And believe
that you have their best interests in the investors
interests at heart and your believability of them. That's
how you weigh out what is what what advice, you're going to
take what you're going to leave behind, when to close the door
and stop communicating and things like that. And I think
also, it is important to have a foundation of tough love. You
are in charge and you need to assert your authority as the one
in charge, they expect that from you. Or they if they don't
expect that from you, shame on you for not setting that up from
the very beginning. Because you are the one in charge, you're
the one setting the direction. And it's important to have
somebody at the stick who can make sure that they can get from
all the way from Louis from Los Angeles to Miami and this little
tin can. Somebody's got to do that. And somebody's got to be
in charge and that person is you if you're here, you are a
founder and you have that authority. Now, can I shrink
this more? No, okay. So, when we are doing any sort of
syndication, what we are really doing here is we are going for
taking our business which will represent by just a little
building. Right? So we're taking this, this building. And in our
company as it is at any given point, it's here, and then
there's this huge gap. And we want to take our company here
and here it's a really big building. Right? Man we want we
want to make something bigger than than what it currently is.
That's why we're here. This may be more money, more assets under
management, more properties, whatever it is for you. And so
the way we do that is with
This vehicle and that flight crew is the way you're going to
get there. But you are the pilot, you're the one setting
direction, you're the one setting it. And the one thing
that needs to be here is believability. To tough love,
and every single person needs to have
It is the it is the focus and the internal identity that you
set out. And the holding people accountable. While letting them
do these things like report the facts, complain, give advice,
openly debate that give that bridge this gap, this huge gap
here and take you from that small to that big. So I hope
that analogy of the plane really kind of helped set forth with
you as the pilot and everybody else was part of the flight
crew. My name is Tilden Moschetti. If we can help you
put together a real estate syndication or a syndication for
perhaps to raise money for your business or a private equity
fund. We'd be happy to help again Tilden Moschetti Moschetti
Syndication Law Group we focus exclusively on Regulation D Rule
506b and Rule 506c offerings