Building a Strong Real Estate Syndication Team

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

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