Zach Hammer: [00:00:00] What’s up? Welcome back to AmpIntel Show. I’m Zach Hammer. With me, I got Charlie Madison, and we were having an interesting conversation about Playbooks. And so we’re going to just go into that conversation and go for there. So Charlie, go ahead. Take it over.

Charlie Madison: Yeah, so you’re talking about some stuff you’ve been doing with your one-on-one clients that are really interesting, helping them. And I know, when I’m super successful, they keep coming back to you, whenever they’ve got stuff changing and you’re doing some really cool stuff, especially now with AI and these Playbooks, tell me the what and the why with this.

Zach Hammer: Yeah. So the basic idea here is that we’re trying to get really clear on making sure that some of the processes that make this real estate team successful, that they’re well documented so that they’re repeatable.

But we’re not just doing that; the other thing that we’re doing is that we’re trying to make sure, have you ever seen this where, when you’re going through and doing something, if you’re not thinking about it, you do end up getting a [00:01:00] good result. You ultimately end up in the place that you want to, but maybe, say you go to the grocery store and you know what you need on your list, but you haven’t really thought about where it is in the grocery store so you wander through it. You go back to the aisles that you’ve already been to. You get there, but it’s not completely efficient. And maybe you even miss things in the process because you hadn’t thought through it in depth. Does that make sense?

Charlie Madison: My wife hates sending me to the grocery store because I will be there for an hour and a half. It could be because I enjoy it. But either way, yes, you could say I’m mosey.

Zach Hammer: Indeed. And so what I found is that for a lot of people, they mosey through their processes. They know what they’re doing and they know they ultimately end up where they need to, but they don’t necessarily understand what aspects of what I’m doing matter, what aspects of what I’m doing don’t matter.

Maybe some things happen sometimes, and other times they don’t happen. And it’s almost a lack of awareness of what’s making a difference and what would be the ideal flow for something. And so what I found is that when you take the time to [00:02:00] go through a process to actually think about, this thing that we’re doing, what’s the ideal way to do it? If we did this perfectly, what would that look like and why? And what’s our thinking behind it?

When you do that, naturally, the process improves, you’re able to make more people on your team, able to run that process effectively, you’re able to improve the process so that you’re getting more consistent results, so that you’re getting better results more often, so that everybody feels good about the process. There’s a lot less cloudiness in it.

And this is a little bit different than an SOP. So an SOP to me is more like, we have this specific document that needs to be created, how do we create that document? It’s a little bit more step by step, click these buttons, you need these tools, that sort of thing that these are definitely in a similar zone. They’re related. They’re at least cousins, if not brothers and sisters, right? They’re very much a similar purpose, but the way that they feel is a little bit different, these Playbooks versus SOPs. But the process to arrive at them can sometimes be similar.

So what I discovered through this is, I was doing this process [00:03:00] myself in the same way; where I’m not exactly thinking about what I’m doing, and I’m just taking somebody through the way that I think about something.

Honestly, what I’m hopeful that we could do here in this conversation a little bit is that maybe at the end of this, I will actually have a Playbook for what I’m doing to help people develop Playbooks. And so this will actually be a little bit of that process in the midst of it.

This will be a little bit different because I already know a little bit of the vein of what I’m doing, and you’ll just be asking questions, being curious. But ultimately, the end result of this is that we would, we’d be able to take this recording, and extract a Playbook for doing this process.

Does that make sense?

Charlie Madison: Yeah. And so that makes sense. So that’s the what and the why. The whole idea is, what I heard is like there’s blind spots in most people’s, you call it their grocery store list, right? And it actually reminds me, that this may be a tangent. But the other day, I was going to the grocery store, and I was actually trying to be efficient, and I wanted a specific crockpot [00:04:00] recipe.

And I actually told AI, I said, group everything together according to the aisles that they usually are. Because normally, I’m here, there, and everywhere else, and I don’t go enough to like and think through it to know. And I tell you what, I actually got in and out really quick. It was efficient.

And actually, I told him, I was like, look, I’m a complete dummy, I don’t know anything about cooking, give me all the details. It sounds like in a lot of ways, with most people’s processes, most people sleepwalk through the grocery store, you just in a way you can autopilot. And when you’re driving and you end up somewhere and you’re like, how did I get here? There’s this autopilot.

And you’ve got this ability to see the end in mind, know the person, and say, Oh, why do you do this? Or do you even do this? And your process is to help, discover all those blind spots through discussion and then utilize your systems and AI to flesh that out to [00:05:00] give to other people on the team.

Is that the what and why?

Zach Hammer: Exactly.

Charlie Madison: So what is your first step in that?

Zach Hammer: So there’s a few prerequisites. Okay. So there’s what I actually do, but there’s also the things that surround this. So first and foremost, the thing has to be being recorded, right? So you need either a video or an audio feed. My preference for this is that I’m actually doing this in Google Meet typically, and I use Fireflies.AI currently because I get a live transcription while I am doing the call. And that’s useful because, at a point in this process, I’m actually able to take the transcription on the call, go into AI, and then extract ideas from that and start building things out and getting feedback live rather than having to end the call, get a transcript after, and then go through the process without them on the call, right?

So being able to do it live on the call really does make a difference to do this most effectively. But the concept could be run without that. That’s just one of my ninja tricks that makes this even better. Anything that gives you a transcript will allow you to do this [00:06:00] well, getting a transcript from the video, from the audio, etc, lots of tools to do that, I won’t dive into that now. But the transcript is going to be the key thing. If you can get a live transcript during the call, that’ll make it even more effective.

The other thing is just going into the process itself. So the thing that I typically start with is, I start with just some questions. And the first one is most often, I know the thing that we’re trying to build out a process around. And so I’ll start with, what do you currently do? Tell me what it currently looks like. Walk me through.

For instance, one of the things that we were building out is a recruiting interview. In the overall process of what they do, there’s outbound calls in order to see who might be interested in doing a quick strategy session. People go through the strategy session, ultimately end up booking a recruiting interview. And the recruiting interview is all about, they’ve already learned a bit about their goals, and so it’s about connecting. What does this team have to offer that might be a good fit to bring somebody on board? And then, people are either excited that they join or they don’t.

But that interview, there’s a process there. And so what we [00:07:00] walked through is, we walked through, what is your current process? And so typically, somebody will say something like, first off, I make sure that this thing’s up on the screen, or I make sure that there’s a bottle of water, or they start into those things.

And at any point that you’re doing, what’s the process that ultimately results of this thing? And in that, I’m always looking for, are there any prerequisites? Is there work that had to be completed before we even got to this part in the conversation? And I’m asking questions that sort of reveal that phase of a Playbook, which is what I would call the preparation or prerequisites zone; where this is the stuff that had to happen that actually leads up to the thing that we’re doing. Anytime that somebody is mentioning something, I always ask those questions and see if there’s any preparation that had to happen.

But then the other thing that we do is we typically say, there’s this natural, here’s what I do next, and people walk through the process. At any stage, if there’s something that feels a little bit unclear, I’ll just ask questions, and I’ll say, you want from here to here, there wasn’t really a transition there. Do you do something in between? Or what does that look like?

And so literally, I’m taking the [00:08:00] role of somebody curious and saying, logically, if you go from here to here, their feel’s like a jump there. So how did that happen? And I’ll ask about unclear area. One of those areas that we had to really clarify was around somebody comes in the door who greets them. Who is the person that greets them? Do you go and meet them at the door? Does somebody else come and bring them back to you? We had to think about that, and think about that process. What does that flow look like? Because if they don’t magically show up in the conference room ready to do this meeting, and so what does that flow look like?

I’m always asking questions about that. And any time that there feels like there’s an assumption, I ask about that to get clear on when that’s happening, where it’s happening, all of that. Does that make sense? Any thoughts on that? Does that bring to mind any ideas?

Charlie Madison: What I heard there that you help with is, step one, once you got the prerequisites is actually just to let them walk through you the whole process and you’re listening for really what are assumptions that they’ve built in? What are things that [00:09:00] they think are fundamental that are there by default that aren’t?

Usually in most organizations that are successful, there’s lots of hidden value that people are doing, it’s wisdom, it’s learned knowledge, it’s all sorts of stuff that can just get ignored or forgotten. And so you’re really good at walking through step by step.

What are the hidden pieces of value or the things that you do that add up to the final result? Because I saw it when I first started teaching real estate agents, I would say, just do this one thing. But the truth is, I did so many little tiny things leading up to that. My trust was at a level 100 because I’d done all these other things for the last year; whereas someone else just coming in and they’re like barging through and they’re like, I don’t get the same results as you because I was blind to just learned how to everything I do built towards this crescendo. And so you pull that [00:10:00] apart, so to speak, and help see through that.

Really, it’s painful, a lot of times. I can’t see it; I’m blind to it because a lot of times it’s even built from my superpower or my team’s superpower. We’re really good at something, and so we don’t even think it’s valuable. I’ve found a lot of times, what’s easiest to me is usually the most valuable because it’s just my superpower. So you have them walk you through the system and you’re listening for what are the invisible things that create value, that need to be made visible if they’re going to train or have a Playbook?

Is that right?

Zach Hammer: Exactly. And typically, I’m looking for the answers to a handful of questions. So I’m looking for the answers to, there’s a few ways to think about this. I’m asking, what comes next? So you did this thing, what do you do next?

For all of these, I tend to be looking for why do you do that? Why is this what’s next? Or why are you doing this step? What’s your goal in trying to do this step? What are you trying to [00:11:00] do? And I’m asking these questions typically in a fairly free-flowing way because that seems to be the natural way to get people to flow through this where it’s, you start with whatever they’re currently doing because that’s easy.

Let me think; it’s going to memory rather than going to creation. I’m going to naturally, what am I doing? And then that tends to splinter pretty well into the wise.

What I found in this process is that you also hear the, I don’t do this, but I really think I should be doing this. I think there’d be a good opportunity if I did this. You start to hear, what are those things where now we can actually start improving this Playbook? So the question there would be, what am I doing now? What might I do differently if I was doing it better?

And you get to hear people’s views on that, and very often, unlock ideas that they’re excited about because they already have these thoughts. They just haven’t sat down and put them together. They haven’t sat down and done that. So that’s part of what we do to improve it as well, and this just comes up naturally in the process.

The other thing that I’m often looking for, sometimes, it’s [00:12:00] really clear in the flow, but other times it’s not, but it’s who. Who does this? So if you’re dealing with a meeting that maybe has multiple people involved, you’re always asking, who’s leading the section, who’s doing this prep work, whose job is it to do this, or who’s leading this and maybe who’s involved? So that’s an important question.

So we have the what comes next. We also have the what came before. And if there’s ever anything that’s not clear, we covered that already.

So those are the key things. And then typically through this process, I’m also asking why for each section. And ultimately, I’m really looking to get the answer to why overall. And sometimes, that’s clear at the beginning. Sometimes, I learn that through the process, but I’m always looking to answer that question. Why are we doing this at all? What does a successful outcome of this process look like? Being able to define that in all of the ways that something could branch out.

When you’re looking at a sales process, that means not necessarily that everybody results in a [00:13:00] sale. It wouldn’t be successful if every person that came to a recruiting meeting ended up on their team because you only want the people on the team who are actually a good fit, who you can get success, for and you feel like it would be a good fit.

So part of the point of that recruiting interview, we discovered wasn’t just to convey the value of their team to the agent sitting in front of them, but also, to have these specific times where they are checking to see, does this person feel like a good fit for us? Do we want them here?

And so by going through this process and asking those questions, you naturally come to those answers. And very often, the other aspect that I do is, I sort of recap what we’ve covered. And I’m doing that to check my understanding, the same way that you’re saying, what I’m hearing you saying is this; the way that you do that, I’m doing that process and this is as well, where I’m saying, so far, it sounds like this is our process. You start with this, this is the person who’s doing it, you go step by step through this, you end up here. Okay. [00:14:00] Does that all sound right? Yes, that sounds right. Great. So we’ve locked that down. It’s often a lot of that.

And then we end up getting from beginning to end, and we feel like we’ve gotten the process pretty well dialed. The other thing that I do is that I’ll ask, is there anything that we missed? Is there anything that you wish was happening that isn’t happening? Is there anything that you feel like a recruiting interview, especially since we’ve established our goal is that we want to convey the value of what we’re doing? We want to check in and see if they’re a good fit. So like I’ll ask questions around that, and say things like, Charlie, do you feel like we covered this well? Is there anything that we’re missing that you’d want to know about if somebody should join the team or not?

And I’ll ask that question, typically, there’s a bit of time to think about it. And they’ll either say, Oh, I think we covered it really well, actually. Or yeah, we haven’t covered this. And so then, this revisiting the process and saying, when would be the right time to find this?

And for me, since I’m holding this process with so [00:15:00] actively, I often have suggestions. I’ll often say, I think it would fit really well in here. We’re already talking about similar things in that section. If we just introduced this question as well, then we’re learning that there. So that’s where some of the guidance portion comes in. But even just asking the questions often, people can figure out, Oh, I would do it here. I would do it this way.

Another question that I’m looking for in this is often around sequencing, around saying, is this the right order to do this? And there have been times where in that dance that we do around what the goal is, maybe one of the goals is in the process, where it’s a little bit less of a monologue and a little bit more active and involved. And so we figured out times to adjust the process, say, here’s a great place where we could add more. So it’s like we’re conveying the what, but the how we’re doing it, we’re improving the how in order to get one of our other objectives.

And so that’s another question, is there a better way to sequence this? Are there places where maybe we’re conveying the right information, but we’re not doing it in the way [00:16:00] that we want to? So there’s these questions around, we look at what is currently, we break it down, we rebuild it, we rebuild it again, and we just ask a lot of questions through this process.

And every step of the way, going through and checking through to see if I’m understanding it well and recapping what we’ve covered, and I’m doing that for a couple of reasons. For one, to check and make sure that the understanding is happening with the person that I actually am understanding, and we’re on the same page of what the process looks like.

But the other reason is because I know that I’m getting a transcript; and in the transcript, I’m actually training it to consistently see, this is the process that ultimately I want showing up in that document. And that’s the flow of uncovering those questions. That’s a lot to unpack there.

Any thoughts or what stands out to you about that?

Charlie Madison: You’ve got some specific ways to uncover those things. And you covered on that, how you did it. You’re asking, is there anything else? Is there anything missing? And then you ask, is this in the correct order? Is it in a different [00:17:00] order or should it be in a different order? Those are really the summaries of what you ask.

Zach Hammer: Exactly. And so, it’s interesting in that it feels easy to do it in conversation by starting with what you’re doing now. And I find it helpful personally, for me to either legitimately be coming at something brand new where I don’t know the process. And so I have to ask questions in order to gain an understanding.

And so, they have to teach me. That’s really helpful to unpack those things. But one of those things that I feel like I might be good at, that some people might struggle with is that I’m good at playing the fool as well, where even if I do know a process,

Charlie Madison: You’ve been playing this whole time?

Zach Hammer: You never know.

Charlie Madison: You son of a gun!

Zach Hammer: But I’m good at pretending that I don’t know the thing to get them to voice, how they see it, and how they would approach it. Where I might understand the process, but I still get them to say it. And I get them to go through that process. And there’s reasons for that in [00:18:00] terms of getting them to put it in their own words, getting them to think about it, getting that information laid out in that way, that can be helpful.

But the whole idea is like being really curious; and anywhere where I could envision, you’re saying something that we haven’t talked about how to do it. How would you do it? That way, we’re extracting that. And we’re at least documenting, do we need to build out other Playbooks? Do we need to build out other tools? Do we need to name something that previously wasn’t named? Cause sometimes that’s useful in being able to say, you run this process. You got to give it a name.

And the end result is that we end up with, this transcript that literally I take the entire transcript; and I give it a template plus the transcripts and I say, please create a Playbook from this. And what you end up with is, you end up with the Playbooks that we’ve been developing, they start with a paragraph overview of what these Playbooks are about and at a high level, what they accomplish and how.

Then there’s a section that talks about key outcomes where it says, when you run this Playbook, these are the things that happen. And depending on the Playbook, sometimes there’s multiple parties involved, so I’ve put together [00:19:00] Playbooks where their ancillary partners are involved, the agents that are at their office are involved, their own company is involved. And everybody has separate interests.

The reason why the ancillary partners are involved, they want something out of the process that’s different than what the agents want out of the process. And the company wants things out of the process that are different than the agents and ancillaries want.

And so, we’re showing those that we can essentially look at this Playbook and see if we’re going to change something. We are either saying, we think that changing this will make it more likely to result in those outcomes, or we’re saying we missed an outcome that we want to achieve and that’s why we’re changing it. Or that this outcome doesn’t matter? And so we’re removing it. But it lets us know what we’re doing and why.

And then you have the actual process itself. The process always shows preparation, if necessary, and who’s doing it, what they’re doing, and what the goal is that they’re looking to achieve with a thing.

Sometimes, we’re including in sections if it’s a meeting Playbook, we’re giving examples of what’s talked about, maybe [00:20:00] even some of the scripting, if that’s useful or helpful. But really, the idea is that somebody should be able to read it, and they very naturally understand, here’s what’s going on in this meeting. Here’s how it happens. Here’s how we’re running this process.

And it may not be everything that they need to do it, but it’s that high-level idea while still being somewhat close, so that if you’ve been trained on how to do something, it’s a really good quick reference. And it’s a really good way to be able to get back on board, to really understand, we do this and this, cool.

I understand it. I could teach it. It’s internalized and not just an intuitive thing. I get what we’re doing and we’re all speaking the same language. And through that process, you end up with an improved process. You end up with a more repeatable process, all of that. So that’s what we do.

Charlie Madison: And that makes sense. And what are some insights that you’ve had, you’ve run through, this is a system you’ve done for a long time and you’re always refining it, you’re doing it again with one of your one-on-one clients. What are some insights you’ve gained doing it this time with the tools that you’re disposing of?

Zach Hammer: [00:21:00] So the biggest thing is, at this point, I used to have to take a lot of notes. I used to have to write things down so I could revisit them, mainly so that I could reference them again later, to do something with it.

Right now, I’m very often, at least for me personally, I’m just able to be present in the conversation. I still take notes to some degree. But usually, they’re more like quick reference notes that I refer back to. They don’t need to be as detailed.

And the other thing is, now this step I mentioned, I have the live transcription. Having that live transcription and then working it in AI immediately means that I’m able to end the meeting with the work done and able to say, we generate a Playbook. We go through it and we say, what’s accurate about this? What’s inaccurate? We change out anything. Cause AI is not always going to get it right, but we get 95-99% of the way there, usually on that first pass.

That’s, Oh, it was off here, so we fixed something, or it missed this key aspect, and so we fixed that. But by doing it this way, we end up with the document [00:22:00] ready to go, ready to be deployed. We have the process clarified. It’s able to be run well. And like the kinds of things that I’m hearing back are, one of those Playbooks that we developed was for an orientation, new hire orientation. They recruit agents, they’ve joined the team, and now we’re setting them up for success to say, Hey, welcome to the team, and here’s some things to lay out.

Part of what I heard is, because the process is so clearly documented, because it’s being run like that, it’s like, they knew how to flow through that information well, they understood why everything was there, what it did in the process and why, and people are engaged, people are understanding the meaning of it because we were, we’re thinking about, why does this matter to the agent that I’m presenting this information to? Because that’s what you have to do to be successful in that.

And by thinking about those things, everybody involved is able to be confident, have a good result, and you’re able to do things at scale. And do them repeatedly to actually get the result that you want. That stands out.

The other thing that really has stood out is that I am right now, like part of why I’m even thinking about this. I’m getting busy enough that I can’t do this with everybody, and the way that they might need [00:23:00] it to be done. And so I’ve started to have to teach other people this process so that they could do it within their own team, and they’re bringing me in after the fact to say, we’ve at least unpacked the current process. Now, what are we missing? What could be improved?

But we at least have it clearly documented. Here’s our goals, here’s what we’re trying to achieve, here’s the process we’re currently running, and our best vision for what we’re doing. And that by itself takes care of most of the work, but then I can flow through that and say, Oh, here’s some ideas, you might move this here because they’re related. You mentioned this document here, where are you creating that?

So we’re able to go through that process a lot quicker, but they’re able to get clear and immediately have something that they at least know, this is what we’re trying to do. This is the reason why we’re doing it this way. And so when we look at adapting it, it feels a lot easier. And I’m able to just give my perspective rather than just unlocking for them what they’re already thinking. I’ll have to report back on how that’s going. I just recently taught them how to do that, so we’ll see what I learned in the process of when now [00:24:00] they go out and do it themselves too.

Those are some of the insights to me. We’ve been able to do these meetings, and then now, document kind of whole aspects of their business, their recruiting process, and really give them soup-to-nuts clarity on what they’re doing so that they know how to execute on this thing that’s already working for them.

And it doesn’t feel cloudy. It feels very clear, and it feels repeatable. And everybody knows what their role is, why they’re doing it. They know if they need to adapt, and why. And it just makes the process feel so much better. Those are the things that come to mind. Anything stand out to you from that process?

Charlie Madison: I think, we know Playbooks, SOPs are important. Mike Michalowicz’s book, Clockwork, talks about his process is you hire someone, you do a video, and you let them turn it into an SOP. But they may not be good Playbook or SOP writers. And who knows, what all you left out on that video that again, we talked about, there’s so many little things that you probably do to create the final version. And the fact that you’re able to [00:25:00] convert this into maybe an hour conversation, maybe a little longer, maybe a little bit shorter. And at the end, you got version one is that you can immediately put into practice, use, and then you can refine. It’s the 80/20 rule.

It’s probably the 95/5 rule. You probably got it 95% done within an hour. And of course, it comes from asking really good questions, your superpower of what to look for, you can have the big vision, as well as dive into the small little pieces, and then be able to get an IDA.

I’m assuming that you didn’t say this, but since you have the live transcript, you can do it there. You can probably get live feedback and you can make some tweaks while still on the call.

Zach Hammer: And that’s the key. So typically, I’m paying attention to when I feel like we got our first draft done, meaning in the conversation where I know it housed in this transcript is our first version. So I’m able to take that, get the first version back. We pull it up, we start looking at it. We see, Oh, we didn’t [00:26:00] cover this, or there’s still a gap here. And by being able to look at it together, we’re able to all be on the same page. And yeah, see it live to see what that looks like.

You and I have done this kind of work together too. And you see, that’s typically how I do it as well. I pull it up and I do the work and we look at it, and we see, does this make sense? Is this right? Is this wrong? And really be able to come together to get clarity on the process too. So yeah, it makes a massive difference, for sure.

Charlie Madison: That’s awesome. Really cool. You get Playbooks quickly, and when you got Playbooks, you can do it systematically. When you can do it systematically, you can see what’s working. You can test, you can refine, instead of just saying, sometimes it works, sometimes it doesn’t, because there’s all these hidden elements that your superstar does that your average person doesn’t, right?

Zach Hammer: Yeah. And I think, the key thing that I figured out for where I would deploy a Playbook versus what I would call an SOP is that Playbooks and SOPs is a really, they’re very similar. But Playbooks are more like, this is the [00:27:00] guidance for how to show up at a thing that you’re going to have to be creative in.

Playbooks apply to things that you would typically think of that need scripts. Like phone scripts, that sort of thing, meetings, presentations, consultations, where you know that you’re taking somebody through a process, but you’re really painting in broad strokes because the actual conversation is going to be adapted to that person. The actual flow is going to be adapted to the people in front of you. And so that’s where we’re really deploying Playbooks is, this thing that needs to be interactive or this thing that needs to be adaptable. How do we create structure around something that’s adaptable? Something that takes a little bit of presentation skills or takes a little bit of artistry, but we want to bring a bit of science into it.

SOPs to me are much more, this is just the way that you do the thing, like you do it this way. There might be a little bit of creativity in it, but it’s mostly, there’s a very clear process. You start with raw materials. You end up with this output. That’s how I think of an SOP. But this is the SOP for something that maybe previously, you’ve struggled to figure [00:28:00] out, how do I create an SOP for this? It needs to be adaptable. It needs the outline. It doesn’t need the exact script, it doesn’t need the exact step-by-step process.

That’s where we’ve been deploying it. And it really fits that overall mix of when you’re trying to make your business repeatable, make your business process oriented, it’s one of the tools in the toolbox that helps you get there, for sure.

Charlie Madison: That’s awesome. How can someone dive into this?

Zach Hammer: Yeah. So I’m working on a number of different ways that people might be able to get help with this. Really, the best way is to join our AmpIntel community, AmpIntel Elite, where you can hop on calls with us, we can work through this process with you, you can potentially engage us in one-on-one calls as well, where we can go through these processes with you.

I’m looking at, I’m seeing, is there a way that I could help people with this at scale, train up people that maybe can run through this process with you. So stay tuned for what that looks like. Definitely, getting access to our Playbooks, our documentation, our AI systems, our strategies for how we’re doing this and getting it live and [00:29:00] getting that direct feedback and help to implement this in your business. That’s what we’re doing in AmpIntel Elite.

So if you have questions on that, you want help, that’s where you can get help on that. In order to get access to that, visit ZachHammer.me and reach out to us on our contact page so that I can get you the information on where to access that currently at some point, I’ll probably set up a dedicated URL and start mentioning that here, but ZachHammer.Me is the best place to go, to see what we’re up to, to get on the list, and stay up to date on everything that we’re up to.

It’s not always open, we do close it down and open it up occasionally. So if you’re interested in that, I recommend that you reach out sooner than later. Set the next wave when we let people in, that you have that opportunity to join us.

Otherwise, that’s that’s probably the best way to get access to that, where you get access to whatever we currently have. Right now, what I’m going to be able to provide is this kind of process turned into a Playbook. I’m going to be able to provide access to our prompts, our AI GPTs, our tools that we’ve built out, all of that in order to make that process easier. And really the biggest thing is giving you access to me and my [00:30:00] team, where you can hop on and get clear on how this might apply to you and your processes and where it should be deployed.

Charlie Madison: Worth it. I hop on. I’ve 10x my business results through AI without hiring people. That’s what I like about systems versus HR, very nice. If you’re interested, hop on, do that, come join me on the AmpIntel calls, and we’ll all mastermind together under Grand Fubas Zach Hammer.

Zach Hammer: Indeed. Awesome. Charlie, thanks so much for teeing this up and helping me walk through this conversation so that we can unlock this for people. Hopefully, the idea of building Playbooks, deploying them for your sales calls, your meetings, your presentations, all of that sort of thing, anything where you feel like there needs to be a little bit of artistry, where you blend the artistry and science. And it’s a little bit less of a factory and a little bit more of craftsmanship required if that makes sense. That’s what we’re looking for there.

Thanks so much. And yeah, until next time, we’ll catch you on the next one.

Charlie Madison: All right, bye.