Got a minute? If you're a busy manager, that's about all you have. That's why Carla Cross, management coach, speaker, and author, has created this blog just for you, with ready-to-use tips to master management through people.

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It’s time to do your business plan! So, my next blogs will focus on helping you create that business plan–and getting your agents to plan.

Do your agents have mission statements as part of their business plans?A�Why is having a mission important? How should it guide agents? You’ve heard the talks about finding your passion. But, you see your agents being over-whelmed in their careers. It’s just too much to think big when they’re A�just trying to find that house or convince a buyer to work with them!

The Importance of Your Mission

This time of year, we’re encouraging everyone to create their business plans. One of the first things you’ll do in creating your own business plan is to define your mission. Why? Because, otherwise, you don’t know whether or not the actions you decide to take will fulfill your mission. This is also true of your agents.

Tackling and Bringing Down your Time Management Challenges

If agents have been in the sales business a little while,A�they’ve already discovered thatA�their biggest challenge is time management.A� HowA�can theyA�get done in a business day everything that needs getting done? That’s where your mission comes in. Creating your mission helps you prioritizeA�all the things you’re supposed to do. It helps you decide what not to do. Most important, it helps you figure out

A�A�A�A� how to put YOU into your management and sales business successfully

I have a gift for you right now, to help you assist your agents indefining their missions (it works for leadership, too). Click here to get this planning tool, which is excerpted from my online resource Beyond the Basics of Business Planning. 

 

Grab My Online Business Planning Program–at Discounts!

Thought you’d get it done but it’s still on your ‘to do’ list? I want to help! So, I’ve adding a discount on my online business planning resources through Dec. 31.

Managers: Frustrated because you can’t get your agents to plan? Problems solved! I’ve put my exclusive planning pages online–plus webinars to help you get through that plan fast. Don’t wait another year for business success. See more here.

Special discounts through Dec. 31: Purchase the agent’s planning resource, Beyond the Basics of Business Planning for agents,  and save $20 (regularly $99). Use coupon code agent bus plan.

Managers: I’ll teach your agents how to plan, too! Included in your Manager’s Package!

Purchase the manager’s planning resource, Beyond the Basics of Business Planning for Managers,  with all office/company planning documents and save $50. Use coupon code manager bus plan.

Offer ends Dec. 31: Big discounts on these programs–use the coupon codes below to order.

Ready to order? Click below:

Beyond the Basics of Business planning for Managers — regularly $249, now $199 with coupon code manager bus plan 

Beyond the Basics of Business Planning for Agents  –regularly $99, now $79 with coupon code agent bus plan

Remember, this special offer expires Dec. 31, so, order now and get your business plan ready for 2019.

 

It’s time to do your business plan! So, my next blogs will focus on helping you create that business plan–and getting your agents to plan.

Whata��s your mission? Ita��s time to begin writing your business plan for 2019. In the next few blogs, I want to give you a few tips on creating various parts of your business plan. One of the important, but often-left-out parts of a business plan is your mission statement. What it is? Ita��s literally your mission in your business.

Mission statements answer the questions:

Why are you in this business?
What do you want to accomplish?
How are you going to achieve your mission?
Whata��s important to you?

Why Have a Mission Statement?

To keep yourself on track.
To decide what you will and wona��t do.
To state who you work with (and to think about who you wouldna��t work with).
For time management
For clarity and focus
To use as a springboard to your marketing

Mission statements should be:

a�? Well-defined
a�? Restrictive
a�? Complementary with your company statement (and the company statement should be reflected in any branch office/associate statements)

Mission statements are:

a�? Not lightly changed (usually stay the same through your
yearsa�� business plans)
a�? Written in the present tense
a�? Do not contain objectives or goals
a�? Not tied to time

Mission Statements Are Not Objectives or Goals

Mission statements are not quantifiable. Leave out any numbers a�� they go into your objectives. Following is an example: A person may write, a�?I am a profitable agent. I will make a profit of $50,000 every year.a�? The first part of the statement, a�?I am a profitable agenta�? has a place in a mission statement. But the last part of the statement is an objective, or quantifiable end result, and should be placed in another section of your plan. The mission statement is broader; it guides you as you make long-term decisions. The above offers some valuable tips on writing mission statements.

Mission Statements Arena��t Changed Lightly

Because mission statements are really statements of you as a businessperson, these statements are not lightly changed a�� just as you would not lightly change yourself. That does not mean that you might not work over time on how your statement is constructed, but it does mean that you do not change the essence of the statement, the specialties, the ideals a�� without considerable thought.

Mission Statements a�� In the Present

Statements should be written in the present tense. These statements convey you at your best a�� how you see yourself as a real estate professional. Because you may not have actually attained the picture you have in mind, you may be writing about yourself as you see yourself in the future. To cement that thought in your mind, use present tense verbs as you create your statement.

How to Use your Mission Statement

a�? To reflect back and forth throughout your business plan (Are
your actions congruent with your plan?)
a�? In your officea��framed in your entry
a�? In your marketing materials
a�? In your Professional Portfolio
a�? In your pre-first visiting listing and buyer packages
a�? In your email signatures
a�? On your website

Mission statements first clarify for you whata��s important, your focus, and your limitations. Then, they help consumers choose you. Use the parameters above to create your mission statement.

Grab My Online Business Planning Program–at Discounts!

Thought you’d get it done but it’s still on your ‘to do’ list? I want to help! So, I’ve adding a discount on my online business planning resources through Dec. 31.

Managers: Frustrated because you can’t get your agents to plan? Problems solved! I’ve put my exclusive planning pages online–plus webinars to help you get through that plan fast. Don’t wait another year for business success. See more here.

Special discounts through Dec. 31: Purchase the agent’s planning resource, Beyond the Basics of Business Planning for agents,  and save $20 (regularly $99). Use coupon code agent bus plan.

Managers: I’ll teach your agents how to plan, too! Included in your Manager’s Package!

Purchase the manager’s planning resource, Beyond the Basics of Business Planning for Managers,  with all office/company planning documents and save $50. Use coupon code manager bus plan.

Offer ends Dec. 31: Big discounts on these programs–use the coupon codes below to order.

Ready to order? Click below:

Beyond the Basics of Business planning for Managers — regularly $249, now $199 with coupon code manager bus plan 

Beyond the Basics of Business Planning for Agents  –regularly $99, now $79 with coupon code agent bus plan

Remember, this special offer expires Dec. 31, so, order now and get your business plan ready for 2019.

 

Webinar on 2010 business planning

Webinar on 2010 business planning

It’s time to do your business plan! So, my next blogs will focus on helping you create that business plan–and getting your agents to plan.

What do you want to bet that 95% of real estate agents wona��t have a business plan for 2019. But, wouldna��t it be awesome of could reverse that percentage? Here are some steps that will work for you. I know, because I got 95% of the agents in my real estate offices not only to create plans, but to actually look at them throughout the year. Herea��s how.

1. Take Away Commitment Phobia
Ita��s estimated we are told a�?noa�� 148,000 times prior to age eighteen. No wonder we dona��t want to commit to try anything! I know from teaching adults to play the piano, that adults are conditioned not to try anything new for fear of not being perfect. To many, writing a business plan means planning to faila��and then getting punished for it.

So, the first time you introduce business planning, take away the old downside of goal setting and help your agents move in incremental steps forwarda��a step at a time, with lots of positive reinforcement along the way. You have to create a safe haven for first-time planners.

2. Eat the Elephant a Bite at a Time
One of the agents in an office where I just did a small group coaching series told me he put a picture of an elephant on the wall, and then literally divided the elephant into bite-sized pieces, with an action step listed on each bite. What a wonderful visual! For many of your agents, planning is just the most overwhelming process they could envision. So, simply start with one or two areas. Personally, I start with 2-3 areas in the Review.

What to review
My favorite is listings taken to listings sold in normal market time. You would think agents know this statistic, but very few do. Ita��s so important, because it

a. Determines whether the agent makes enough money per listing or not
b. Determines whether the agent builds a positive reputation or a poor one
c. Reflects the agenta��s value-proposition strategy
d. Reflects on the officea��s productivity and profitability

Your success rate with listings sold is, in my opinion, the one most important reflection of agent value propositions out there.

For example: George Smith, a 10-year seasoned agent, has demonstrated a consistent listing strategy. Georgea��s a�?success ratioa�� is 40%. That is, he sells 40% of his listings in normal market time. What does that say about Georgea��s values proposition strategy? How is George a�?usinga�� his listings?

Sally Overton has a different value proposition strategy. She has a 90% success ratio in listings taken to listings sold in normal market time. Obviously, she is building her referral systema��her raving fans. She is making herself more money in less time. She is drastically reducing the number of complaints (and attacks on her self-esteem, too). She is a role model for best practices in her real estate office.

Your opportunity: As Georgea��s business planning consultant, youa��ll be a�?testinga�� George to see if he wants to change his strategy (some agents love being a�?bait and switchersa�� too much to change). Youa��ll have the opportunity to help Sally leverage her awesome conversion rates to obtain even more raving fans. (Nothing succeeds like success).

3. Make it Really, Really Easy to Start
Have a great business planning process to provide your agents. (Never just ask them to make a business plan, because youa��ll get all kinds of formats). Dona��t overwhelm your agents with too many planning pages to start. Customize your package with each agent. If you can get each agent to look at 1-3 areas of his business, and plan change strategies for a better year in that area, youa��ll have started the processa��a process that will continue, grow, and reap big benefits by year three.

Grab My Online Business Planning Program–at Discounts!

Thought you’d get it done but it’s still on your ‘to do’ list? I want to help! So, I’ve adding a discount on my online business planning resources through Dec. 31.

Managers: Frustrated because you can’t get your agents to plan? Problems solved! I’ve put my exclusive planning pages online–plus webinars to help you get through that plan fast. Don’t wait another year for business success. See more here.

Special discounts through Dec. 31: Purchase the agent’s planning resource, Beyond the Basics of Business Planning for agents,  and save $20 (regularly $99). Use coupon code agent bus plan.

Managers: I’ll teach your agents how to plan, too! Included in your Manager’s Package!

Purchase the manager’s planning resource, Beyond the Basics of Business Planning for Managers,  with all office/company planning documents and save $50. Use coupon code manager bus plan.

Offer ends Dec. 31: Big discounts on these programs–use the coupon codes below to order.

Ready to order? Click below:

Beyond the Basics of Business planning for Managers — regularly $249, now $199 with coupon code manager bus plan 

Beyond the Basics of Business Planning for Agents  –regularly $99, now $79 with coupon code agent bus plan

Remember, this special offer expires Dec. 31, so, order now and get your business plan ready for 2019.

 

Do you know the major red flags that can pop up in your interview process?

For the last few blogs, I’ve been blogging about that all-important interview process. We’ve talked about the dangers of ignoring the red flags. We’ve investigated how to discover those red flags.

I just want to hang my license (usually stated over the phone; my response is that I want to hang them…)

What are your commissions? If stated in the first five minutes of the interview (I’ve never interviewed an agent I hired who started the interview that way)

I want a special deal. –also usually stated in the first five minutes of the interview, or even over the phone (what makes them so ‘special’?)

Personally, I have never interviewed a candidate who was a a fit with one of my offices when they led with these questions.

Are these red flags to you? If not, why not?

Other Red Flags

The candidate won’t fill out any paperwork (pre-appointment questionnaire or application)

They drop in and expect me to drop everything to meet with them (they must think we managers just sit around waiting for Their Excellencies to show up)

They’re late to the interview just don’t show up!

They obviously didn’t make an effort to dress in business attire for the interview (I realize this varies greatly by area, but you can tell if the person made an effort).

Specific Red Flags To Notice in the Interview Itself

They won’t answer my questions, or, when they answer, they answer as though it was a question for me to acknowledge

They won’t let me set the structure and tone of the interview (they immediately want to know what I will do for them)

They say they don’t know their production for the past year with any metrics (or, if they do, they won’t share it)

They defend their low production and/or are accepting of a few transactions a year.

They don’t have an idea of how they will change their production for the better.

They seem enamored with the companies that have already hired them in a 15-minute a interview (low self-esteem, anyone?)

They have been sold on the companies that tell them they will provide them leads.

They want to be hired on the spot. They’re not willing to do a 2-interview process, even when I explain the benefits to them.

As you can tell from my red flags, my values and vision drive my judgement about these candidates.

What are your Red Flags?

One broker’s red flags may be another broker’s acceptable standards. What are yours? List five red flags or knock-out factors. What process or system do you have to discover them? Decide whether you would absolutely not hire an agent who demonstrated that behavior, or whether it was a minor flag. Finally, how many of those minor red flags do you need to identify before you rule that candidate not suitable for your team?

Want to streamline your selection process and recruit more winners? Check out Your Blueprint to Selecting Winners. I’ll give you great questions to ask. But, better than that, I’ll show you how to craft questions to discover exactly what YOU”RE looking for.

Think back to the last time you qualified a buyer, a seller, or a recruiting candidate. How much talking did you do? How many questions did you ask? Unfortunately, too many of us go into sales because we’re good talkers. Then, we wonder why we’re not burning up the world selling real estate. It’s because we’re talking too much. The same is true with us managers when we start recruiting/selectingHere are some recommendations on talk vs. listening. You’l make more sales and gain more recruits with these tips.

How Much Talking?

Why? Because you want to gather all the information you can from your client or recruiting candidate. How come? Because you have to have that information do decide

  1. If you want that person as a client or agent recruit
  2. Do you want to do a presentation

Also, if we don’t know their hidden needs and sub-conscious motivations, how are we going to help them make buying decisions?

Here’s what that process should look like, whether you’re an agent or a broker.

 

 

 

 

 

 

 

 

 

excerpted from The Complete Recruiter.

Why don’t we ask more Questions?

If it’s so important to ask all those questions, why don’t we do it?

  1. We get nervous, so we talk
  2. We don’t have the questions
  3. We don’t understand the significance
  4. We’ve focused on the tell or the sell, thinking that was the way to convince people to work with us

The Significance of the Questions

How do we know when we haven’t been able to sell something to a client? They don’t buy. But, here’s the problem. It’s way too late then. Sure. We can become masters at objection-countering, memorization, and jam it down their throats. But, that’s an awfully old-fashioned way to try to sell, and consumers hate that today.

Closing and then Answering Objections– Not Today’s Best Method

We take all kinds of classes to learn to answer objections and close. We think that we’re supposed to sell, sell–get those objections and answer them so beautifully that the client acquiesces and falls at our feet, buying whatever we want them to buy. Happens once in awhile. But, we don’t gain loyal clients who will refer us to others. Instead, we create lots of buyers with buyers’ remorse.

I hope you’re now convinced to ask questions. In the next blog, I’ll discuss more about this process, and give you some questions you can ask to screen potential new recruits–before you get them into your office (a great time saver).

Before I leave: How many questions do you ask a potential recruit? Are you satisfied with your selection process?

 

Want to streamline your selection process and recruit more winners? Check out Your Blueprint to Selecting Winners. I’ll give you great questions to ask. But, better than that, I’ll show you how to craft questions to discover exactly what YOU”RE looking for.

 

 

 

Recruiting: Here’s what you need in your post-interview package. This month, I’m focusing on recruiting and selecting systems, to help you work faster and better and recruiter winners.

Remember the Chinese water torture? Drip, drip, a drip at a time. That’s the key to recruiting successfully. Here’s another drip you’ll want to provide your candidate after that first interview. This is another package with the information you think the candidate will find useful. Here’s why:

We remember only 10% of what we heard three days later!

Unfortunately, candidates don’t remember much of what we discuss in the interview. Or, they remember it wrongly. It seems easy to us, but, it becomes a muddle to them when they interview five companies in as many days. So, take the time to assemble what I call the after first-visit package or post-interview process. In it, you’ll reiterate important points, and again differentiate yourself and your company.

Systemize Like your Great Agents

Great agents assemble these packages for sellers and buyers. You are modeling the behaviors you want to teach the agent. You can explain the parallels in the interview process. This is a very strong recruiting strategy. The old adages

In Your Post-First Visit (Post-Interview) Package

Here is a sample list of the materials you may include in an after-first visit recruiting package. Note that some of the material is duplicating your pre-first visit package. Also, sometimes you won’t have the opportunity to provide a pre-first visit package. Of course, you’ll always have the ability to customize each package. However, it’s much easier to do this from a prepared package than to start from scratch each time.

Letter from the manager explaining what’s in the package

  •  Training calendar (you do have one, don’t you?)
  • Training brochure
  • Company/office/manager story
  •  Attractive company/office/manager statistics
  •  Articles featuring company/manager
  •  Costs of affiliating  with explanations

Bottom Line: You’ree Proving your Competency to Each Candidate With Every Recruiting Process You Do

Well-assembled packages reflect clear thought processes. Merely putting these together will clarify your recruiting and selection story. It will help you figure out and communicate your culture and values. It will provide you differentiation and memorability. It says to the candidate, I prepared for you. Your time is valuable. I am here to dedicate my skills and talents to help you develop your business.

You will recruit more and better agents, you will save time, and you will be able to delegate or clone yourself by hiring a manager or recruiter when the need arises.

Want to avoid re-inventing the wheel? Check out my recruiting resources here.CompleteRecruiterfor web OBrecuiter

Are you talking too much in the interview?

A lot of recruiters/interviewers think that, if they’re great talkers, they’re great recruiters (same as agents think talking equals selling…..)

You’re a manager who recruits. You want to get winners in that recruiting seat. You pride yourself on being a great talker. (A manager once told me he just talks them to death–until they say they’ll join the company–what a great screening method-not!) But, too much talking is just old-style hard ‘selling’–and that’s certainly not the bulk of an effective selection process.

Ask, Don’t Tell

Probe to find out more. Keep finding out more until you’re really sure you know what they mean. Let me give you an example:

The recruit says, “I want a deal.”

Do you jump to a conclusion because you know what a deal means? Don’t. You may be surprised. Instead, ask questions at what does a deal mean to that recruit? When you know exactly what the recruit means, you can proceed to find what he really wants–instead of what someone else told him he should ask for!

A Pre-Screening Process for New Agent Candidates to Save you Time

Ask these questions before you spend time and money chasing candidates who don’t meet your standards. Click here to get my knockout factors on the phone.

Use In-Depth Questionnaires to Discover Real Needs

Besides using these preliminary questions, always use written in-depth questionnaires so you’ll know

  • The benefits to the features/needs stated
  • Hidden objections you may not discover until too late
  • Motivations to buy that not even the buyers realize they have

Ever heard the term “buyers are liars”? I think that’s not really the case. I think that we don’t ask the right questions to help buyers (our recruits) clarify what they really want. Most ?buyers of services don’t know what they really want. They think they want a better commission split. But, what they’re really looking for is the motivation provided by secrity. That means different things to different people. Find out what’s really motivating your candidate, not just what he says to your basic questions.

Ask the Right Questions in the Right Order and You Won’t Have to Close

Finding the motivators of your buyers (recruit/candidate) is key to helping them make the right buying decisions for themselves. All you have to do to close is to remind them that this product fulfills their needs. And, how do you get there? By creating and using the right questions in the right order.

Don’t forget to grab your pre-screening process–knockout factors to ask on the phone: click here.

Want to streamline your selection process and recruit more winners? Check out Your Blueprint to Selecting Winners. It’s completely digital, so you get all the information right now. Includes an 11-step proven process to interview successfully. Do you have a process or do you just ‘wing it’?

 

Oct
15

5 More Recruiting Mistakes to Avoid

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In an earlier post, we explored 5 of the 10 biggest mistakes I’ve seen real estate recruiters make–and, admittedly, I’ve made. After all, I started like most of you–here’s your desk, here’s your phone……you know the drill…

By the way, I put a picture of a coach reading off a layer, because that’s certainly a mistake we make in management! (Or, you could interpret it as me yelling at you to avoid these mistakes….)

So, here’s the rest of my list. What did I leave out? Why are we selecting so many who fail to make it in real estate?

6. Recruiting agents without the necessary skills or motivation to be
successful

There are the agents that fall over at the first objection (and there are many, even though they tell us they’re tenacious!) We keep beating our heads against stone walls recruiting agents who are deficient in the two skill sets we say are most important to real state success: technical (computer) skills and sales skills. We hire them, and then we pour thousands of dollars down a black hole trying to train them to do the things they won’t or can’t do.

Why not hire agents who already have technical and sales skills? In my program, The Complete Recruiter, I ask managers to make a list of the skills and qualities they feel are critical in the agents they hire. Please do that. Then, create questions that bring out whether an agent has the skills and qualities you need.

7. Talking too much in the interview process

Well, it’s not really an interview process to most managers. It’s actually a talk marathon, where the manager talks to the would-be agent until the agent gets tired and agrees (or not) to join the company. That’s what dozens of agents have described as their “recruiting interview”.

What are you doing while the interviewee is talking? Asking questions and listening. What are you listening for? Whether or not that interviewee has the necessary amounts of the skills and qualities you want. How do you assure you’ve got the complete story? Probe around that one idea until you’re completely assured that the interviewee has sufficient strength of that trait or skill. The Complete Recruiter has lots of tips on mastering sales skills for recruiting. This is just one of them.

8. Selling all the features and benefits of the company in the same way to each recruit

That’s simply because the manager didn’t ask good questions at the beginning of the process. If he had, he would’ve discovered what needs the agent wanted met. Then, he would’ve designed his presentation to meet those needs.

9. No recruiting plan

A few years ago I was the head writer for the CRB (Certified Real Estate Broker) People Management course. This course includes recruiting, selecting, training, and motivating agents for high productivity. I was excited to teach the course the first time, and was thrilled that there were about sixty managers in the course. I found that most of them had been in the business over ten years.

I wanted to create something where they could share recruiting experiences and a wins, so I decided to do a little contest for best recruiting campaign. I introduced the contest the first morning, and waited for the entries. There were none. At the beginning of the second day I asked the students if it was a dumb contest, or what seemed to be the barriers. They told me that none of them had a recruiting plan, much less a campaign! How could you implement your recruiting moves without a plan of action? We pound into our agents heads the idea of business plans. Yet, we dona’t have plans for the most important of all our activities–recruiting. If you’re among the 95% of managers who don’t have a plan, I’ve provided a simple, straightforward method of planning in The Complete Recruiter.

10. No system for agent follow-up

You’ve interviewed the agent. The agent doesn’t join that day. Now, what happens? In most companies–nothing! You need a contact management system. You need a contact plan. You need materials, and you need strategy. Finally, you need someone to run that plan. Hire a competent assistant and let that assistant engage your plan. This agent follow-up is really a part of your overall recruiting plan. You expect your agents to do it, and you need to do this, too, with your potential recruits. Remember, follow up until they buy or die!

It doesn’t take a masterful recruiter to win all the awards. All it really takes is determination and persistence. And, when you look at the few managers who actively recruit, you know that merely taking a stab at in a consistent manner will win you many recruits. Start now!

CompleteRecruiterHow is your Recruiting Plan Working?

Well, shall we be honest? You probably don’t have a plan. At least, that’s my experience in training and coaching thousands of owners and managers. If you don’t have a plan, how do you know what to do each day to find, select, and recruit those you really want? How do you measure how you’re doing? The Complete Recruiter has it all: the plan, the dialogues, the systems. Get it this month at a blazingly good price, too! Find out more here.

This month, I’m focusing on recruiting and selecting.

Isn’tt it amazing the number of things a new manager is supposed to be able to do from day one, even though he or she isn’t trained to do those tasks? Take recruiting, for example. As As a new manager, I was expected to lead generate, get appointments, ask great questions, and select agents who would be successful. But, did I have the skills to perform those tasks with competence? You can bet not!

Even though I was a top-producing agent, I didn’tt take the time to think through, and didn’t know how to, apply the sales skills I had used to attain high sales volume to the recruiting tasks at hand. So, I, like thousands of other new managers, just did it allby ear! Along the way, I had some wins and lots of losses. Through my observations of myself and others, Ia’ve created a list of ten top mistakes, so that you can avoid the pitfalls I and others without training have fallen into.

In this blog, we’ll look at the first five. Also, I’ll add some advice I learned from all those mistakes!

1. Charge ahead to hire

It should occur to us that we need to sit in a quiet place and think about the kind of people we want to hire before we dive in. But, we are so thrilled that someone is in front of us that it doesn’t occur to us that they bring with them their values and ethics. So, if we haven’t thought out our values, our beliefs, and our perspectives first, we run the risk of hiring people who will then dictate what the company values become. Before you start interviewing, decide what you will and what you won’t stand for. Write out your values and your beliefs. Then, when you interview, check to be sure that agent carries those same values and beliefs into your office. Someone’s got to be the leader, and it better be you!

2. Recruiting to old-style management strategies

I know, I know. Just go make those calls and you will get some recruits. Yes, that’s true. But, wouldn’t it be better if you built a company that stood apart from the others because of its attractors? The greatest attractors today to a company are twofold:

Values: Does the company have values and beliefs that the agent can live by and agree with?

Focused on success of its agents: Does the company focus its energy on the success of the agents or on itself/

If you are still trying to recruit to an old-style dictatorship, or, if you’ve given up leadership. Find out what participative management is all about. Find out how to build a team. Figure out how to help each agent reach his/her goals. Now, you’re on the right track. Re-tool your business structure so you’re attractive to the entrepreneur of today and tomorrow.

3. Trying to recruit on the company features

“Our company is the largest around.” Well, guess what? If you’re a branch manager, and all your branch managers say the same thing, you’re not going to differentiate yourself that way! You must make yourself a magnet. What about your background provides a benefit to a new agent? To an experienced agent? For example, I was a musical performer and teacher. That taught me performance skills, and how to teach others performance skills. You can see the benefits to agents. I’m able to help an agent reach his goals through greater skills.

4. Not differentiating the feature from all the other companies that have the same thing

“We have a great training program.” So says every company out there. What’s so great about your program? You’d better be able to tell ’em and show ’em. For example: “Our training program has a 90% rate in our agents making a sale in the first thirty days they’re with us.” No one else in the area has success figures like that. Here’s the brochure about our program. It spells out the comprehensive five-step program for new agents. Do you want a program that assures you make money fast?

5. Trying to attract agents through price wars

We in the real estate industry just love to hire agents through the bidding wars. We either provide a lower desk fee, better commission splits, or more trinkets and trash. Guess what? That’s the chicken’s way out. In reality, price is never the best recruiter. But, if you don’t have a great company organization, if you don’t help agents meet their goals, you’re going to have to compete on price. It’s all you’ve got. Now, work hard to provide real value. After all, consumers pay 10% more for products and services they believe are of quality.

Recommendation: Read Drive–The Surprising Truth about What Motivates Us, by Daniel Pink. The motivators have changed, but no one has told real estate professionals!

So far, what have I left out?

Get The Insights You Need to Hire with Confidence

You work so hard to gain those interviews. But, do you have planned interview process that assures you pick winners? (And assures the candidates are impressed with you….) Your Blueprint for Selecting Winners, with new information about what desired agents of today are looking for, is a guide to create your unique attractors, how to put together a powerful presentation, and a completely new video showing exactly how to craft the best ‘crystal ball’ type of questions. Learn more here.

Here’s what to do if you’re interviewing and the candidate says, “I hate the word ‘salesperson’.”

Ever been interviewing and, you think, Darn, this is going really well. The person looks good, smells good, and talks good. The person is likable. The person eagerly answers your questions. Then, somehow, you bring up the word ‘salesperson’. (In fact, throw that into your interviewing repertoire: “What does the word ‘salesperson’ mean to you?” And be ready for the responses below).

After you ask that question, all that positive energy that had been in the interview comes to a screeching halt, because the person says,

I don’t want to be called a ‘salesperson’.

You’re thinking, Woooooh up there. I thought I was interviewing for a sales job. What’s going on here?

What Do They Want to Be?

I just wrote a blog for for a large blogpost in which I chastised real estate agents for the ‘shortcut’ mentality of trying to use technology so they didn’t have to talk to the people. (Yes, it’s true. They think that’s smart. Just read their comments back to me.) At least two things became apparent from the very strong comments:


2. Some agents think technology will take away the need for agents to form relationships (These are the licensees who love houses. They just hate people).

So, When you hear the comment ‘I don’t want to be called a ‘salesperson’, consider:

1. That person will be resistant to any kind of sales training (which means they won’t be willing to ask insightful questions to determine buyer/seller qualifications–and so they won’t be willing to close)
2. That person will want a different ‘label’ on the business card. Something like ‘consultant’ or ‘educator’.
3. That person will feel most comfortable being as far away from potential prospects as possible!
4. That person doesn’t want to sell; that person wants to be the happy recipient of someone else’s work to get the ‘lead’
5. That person won’t work to create trust and long-term relationships, because they don’t think that’s the point

What This Means to You

You already know 90% of what I’m going to tell you here. The bottom line is that this person doesn’t respect the art, science, and skill of becoming a competent salesperson. They’re not going to your sales training. They’re going to discount any help you try to give them on communication skills development. They going to think that mastering the knowledge and technology of real estate will make them successful. They’re going to wait until you give them leads, and then they are going to discount these leads because they aren’t “good enough”.

Should You HIre This Person?

I know. You hired one person once who had the traits mentioned above and they were successful selling real estate. Okay. But, are you going to base your interviewing decisions on Las Vegas odds? Better not. Probe more to find out what that person thinks ‘salesperson’ means. Find out their prior sales training. Delve deeply into this question and their answers, so you’ll hire those who love sales.

Get The Insights You Need to Hire with Confidence

You work so hard to gain those interviews. But, do you have planned interview process that assures you pick winners? (And assures the candidates are impressed with you….) Your Blueprint for Selecting Winners, with new information about what desired agents of today are looking for, is a guide to create your unique attractors, how to put together a powerful presentation, and a completely new video showing exactly how to craft the best ‘crystal ball’ type of questions. Learn more here.