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Archive for Career Success

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.

 

 

 

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.

Here’s how to avoid hiring the agent from hell!

Let’s be honest. Have you ever hired someone and found out it was the ‘hire from hell’? If you haven’t, you just haven’t hired enough agents or staff! Many managers tell me that the hardest thing they have to do is to hire staff. I think that’s because most of us never had any training in how to hire staff (or hire agents, for that matter).

After a 3-day management symposium I taught in South Carolina, one of the attendees emailed me: “Can you give me some tips to assure I don’t make a hiring mistake with staff? If any of us hasn’t made mistakes hiring staff, please comment! I know I’ve made many–and that’s why I’ve developed the tips here. This tips work for hiring agents or staff.

And, these tips work for agents hiring team members. (Managers: forward this to your agents who want or have teams).

So, here are four surefire tips for you.
1. Create the right kind of questions from your job description
Using that job description you created (you did create one, didn’t you?) for your agent or staff position, create past-based questions that tell you if the candidate has the skills and qualities you need. For example. You’re looking for someone who cares about the company. Here’s the question: “In your past jobs, give me 3 examples of how you watched out for the company’s best interests.” Listen and probe. Here’s an example for hiring agents. Let’s say you want an agent who is a ‘self-starter. The question: “Was there a time in your past when you wanted something badly, and you went out and got some kind of job to earn it?” Listen and probe.
For more information on behavioral predictors, see The Complete Recruiter and my eBook on interviewing, Your Blueprint for Selecting Winners.
2. Follow a planned, proven interview process to assure you get all the information you need
Most of us don’t interview; we, just sell. We don’t find out the ‘secrets’ about the candidate, but, the candidate sure finds out about us! If you need a proven process, see Your Blueprint for Selecting Winners. I created 8 steps to use each time for a smooth, professional interview.
3. Use a Behavioral Profile
I’d also suggest you use a behavioral profile, for those who pass your first interview. Use it to gather information prior to your second interview. In our coaching company, we use Michael Abelson’s: www.abelson.net. It’s well worth it because you find out things that are very hard to discover in the ‘live’ interview. Then, you go back and ask more past-based questions about those areas. That’s called ‘validating’.
P. S.
4. Check references “3 deep”
Be sure to check references–not just the ones the candidate gives you, but go ‘3 deep’. That means to ask the people the candidate gives you, ‘Who else could I contact about this candidate’? Go 2 people deep from each of the names the candidate gives you. That way, you’re sure to get a better, less biased picture of the candidate. You’ll find you learn a lot from people who weren’t ‘direct references’!
Now, you have those four surefire tips to avoid staff hiring mistakes. Let me know how they work for you!

eBook Cover(2)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.

In the last blog, I named 3 things that bad hiring costs you.

There are some of those line items that are hard to quantify–but are very real. If you’ve ever hired an agent who lied to you or others, or undermined you, or talked behind your back in the kichen–you know there are very real costs to your culture.

Another real but hard to quanitify cost: Have you ever had good agents leave because they weren’t challenged? Because they felt you were hiring poor agents, and dragging down everyone’s production? If that only cost you one productive agent, it’s a lot!

What are your numbers? What does it cost you for an agent who failed? Have you ever figured it out? Let me know. As a CRB (Certified Real Estate Broker) instructor, I would ask managers this question. Generally, they figured the cost of a bad hire was $10,000-$30,000. What’s yours?

eBook Cover(2)
Grab Your Selection Blueprint and Gain a System

Are you wasting time interviewing those who fail? Do you want to have a systematic method of selection (just as you tell your agents to use with sellers and buyers!).  Or, do you need some guidance to figure out those you don’t want? Get Your Blueprint for Selecting Winners and make better hiring decisions.

Ready to use and immediately downloadable!

Here’s why just hiring more may not be best for you. This month, I’m focusing on hiring–and termination. Why? Because they are the most important activities you can do. And, they determine the profitability and culture of your company.

Do you know how much poor hiring practices cost you? Most brokers don’t realize they are doing irreparable damage to their companies by hiring those who aren’t going to go right to work and keeping those who won’t work. Here are the 3 biggest consequences to poor selection I see.

1. Stops you from hiring great producers.

Likes attract. How can brokers hope to hire that great producer when they have more than 10% of their office as non-producers? I can see it now. Sure, I’ll come to your office. I’m a top producer, and I just love to be dragged down by those non-producers. It will be my pleasure to waste my time with them. Not.

2. Kills your recruiting message.

Do you have a training program? Do you use it to recruit? Here’s the real message: We have a training program. All our new agents go through it. We don’t get any results from the program, so it really doesn’t work. But, join us. You can’t possibly show how successful your training program makes your agents because your training program can’t possibly get results from poor people in and no actions and accountability required.

3. De-motivates your agents to provide referrals to you.

Why would one of your good agents possibly refer someone to you when your good agent doesn’t see those you hired starting right out and making money fast?

As the Market Shifts: It Won’t Cover Up an Inadequate Selection Process

In a fast market, accidental sales buoy up poor agents and make them look as though they were actually selling enough real estate to be a median agent. When the market shifts, so do the agents ‘ mirage of decent production. With that shifted market, brokers need to hire with purpose (using a stringent, professional interview process). Then, they need to put agents right to work with a proven start-up plan.

Please Tell Me What You Think

What do you think a non-productive agent costs the company? In my next blog, I’ll give you some line items that will probably double what you think a bad hire costs. Let’s see what you think first. Poor hiring practices really, really hurts brokers, both financially and emotionally.

Here’s what you need to know about training, from my piano teachers.

Special Blog for Anyone Who Trains and Coaches

Recently, one of my coaching clients (an owner of a real estate company) asked me, “Why do some trainers and coaches get great results and others don’t–but seem to be working as hard?”

Great question, huh? In fact, if we trainer/coach types knew that answer, we could build our systems so that we assured great performance! So, I went back to my ‘former life’–that as a musician and piano/flute teacher, and thought, “Why do some piano teachers create great performers–and others don’t?”

Why Use Piano Teachers as the Analogy….

I use the analogy of the piano teacher, because it’s easy to hear differences in sloppy and great performance. I’m sure you’ve heard 2 people play the same piece of music. One plays it accurately and one just kind of slops through it. Or, some piano teachers’ students drop out, unmotivated to practice, while others stay motivated, challenged, and achieve high performance–even if they don’t seem to have great talent.

Five Proven Components for Great Performance

From having taken piano lessons since age six, gaining a degree in piano performance, and having taught piano at the grade, high school, and college level, I’ve had an opportunity to see the great and the not-so-great–both teachers and performers. Here are the five components I’ve discovered make the biggest difference in great performance.

1. Great piano teachers screen their students in and screen their students out.
They don’t let just anybody take lessons from them. Trainers and coaches: What’s your ‘screen in’ process? Do you have one? Do you have a list of questions you ask? In our coaching company, we have a prescribed list of questions we ask potential clients (and we unfortunately have to turn down some). I even have a Coachability Assessment I provide potential clients. Click here to request your copy.

2. Great piano teachers set expected standards (minimums) during the screening process–not after the lessons start!
Those standards include: Amount of practice each day, recitals attended and played in, going to lessons, etc. What do you expect of your clients? Make a list of at least 5 standards now–and get the ‘mutual expectations’ agreement in writing prior to letting them into your program.

3. Great piano teachers figure out the ‘competency levels’ they want their students to attain–and when they expect them.
How good do you expect your students to get in that one-month training program you’ve been doing? Do you even measure skill levels? Which skill levels to you measure? How? Do you have your students practice their listing presentations until they reach the level of competency you believe the real client expects? What an eye-opener! Make a list now of 5 skills and the level of competency you want your students to attain in your training program. You’ll see your outcomes go way up just by doing this.

4. Great piano teachers get better performance because their excellent students motivate other good students to excellence.
Have you ever gotten yourself into the situation where you felt like you were way above the other people in your group? This isn’t an ego thing–it’s just a ‘I don’t belong here’ thing. Likes attract. Good performers motivate other good performers. Excellent performers stay. Are you creating a self-motivating group–or, are you creating a situation where your good performers will leave for a team that is ‘more like them’? This goes back to those ‘screen in’ and setting competency principles. I know we all feel challenged when people don’t appear motivated. Here’s one of the secrets to fire them up!

5. Great piano teachers provide lavish praise–when deserved.

Behavior that’s rewarded is repeated.

If you have competency levels, you have a way and a reason to praise. Your students/clients know when they have reached those levels–and can expect praise, too! In fact, strong students/clients will ask you for praise. Write down the 5-10 methods you use to appreciate and praise good performance. If you can’t get to 10, figure them out.

But, what about the method? The specific coaching, the training? Yes, the method is important, but the coaching/training techniques above are much more important. I’ve heard some great performers and some poor performers all playing the same kind of music from the same method. At the same time, great methods should have some ‘built-in’ features that assure the trainer/coach is achieving these 5 principles.

Principles, Systems, Coaching–Putting it All Together

From talking with prominent trainers, managers, and coaches, we’ve pinpointed a need for all those training and coaching today to get the coaching they need to turn out great performers. Check out Leadership Mastery Coaching.

Here are 2 sales strategies that don’t work anymore–although they still are being used by your agents!

I just did an interview for Florida Realtor. They’re doing an article on the things that don’t work anymore in real estate sales. I thought that was a fascinating subject, and  I came up with several sales strategies that we need to drop out of our ‘toolboxes’. Here are 2. (next few will be in future blogs).

  1. No database/contact management

It used to be–we kept our leads on pieces of paper or index cars–if we kept them at all! And, we got away with it, because real estate was more of a ‘next business’–even though that’s never the best way to run it! Even now, the majority of agents don’t have a contact management system–and many don’t even have their leads and clients in a database. Why is this important? Because the agents who DO capture and keep their clients will beat out the others who rely on memory–or, worse yet, just use a ‘next’ mentality.

Managers: When do you suggest an agent start capturing leads in a database? When do you suggest they start using contact management, and create their ongoing marketing plans through it? Do you have an accountability system for these? (assuring they DO create that database in their first week in the business, and start using contact management to manage their contacts and marketing plans).

2. Love ’em and leave ’em mentality

I chose this next because it goes perfectly with the ‘no database’ mentality. I read that only about 1/3 of agents ever go back to the client they sold a house to! So, they concentrate on getting a new client. Yet, studies also show it costs 6-9 times more to get a new client than to keep an old one! What does this mean? That agents are wasting a lot of time trying to find more strangers to convince to work with them than to keep in contact with current/past clients and get referrals (much easier to do and much less expensive).

Managers: What does this mean to you? That your training needs to expand to client retention. Do you have  that in your training? Do you consult with your agents regularly on their client retention plans? Do you teach them that client retention is as or more important than client acquisition?

Let me know what you think agents need to quit doing to thrive in this real estate climate.

A New Resource to Inspire and Motivate Your Agents

I just took many of the sales and inspirational ‘quotes’ from my book, Up and Running in 30 Days, and put them into this ‘little book’. In it, I show 80+ sales principles with short explanations. They are the principles agents need to succeed–along with lots of motivation and inspiration.

These little books make great ‘congratulation’ and Christmas gifts! Order 5 Big Ideas at $25 plus shipping. See more here.

What do you do if someone won’t get into action?

This month, I’m featuring tips to get your agents–and you into action better–and faster. Why? Because real estate is a ‘performance art’, not a knowledge pursuit!

(Note: Watch for my new little book, it’s literally a ‘little book’, with the quotes I’ve coined (or copied, I’m sure), over the years. The quote above is from the book, too). Oh, the name of the book: Big Ideas (in a little book). By the way, the book is a great gift to your agents–and will give you 80+ quotes for meeting discussions, too.

Real Estate Sales IS Challenging!

I’ll bet your agents didn’t know how challenging real estate sales were until now. To cope with those challenges, our creative subconscious may be coming up with ways to convince us to avoid getting into action. We might even start believing your subconscious! One of the most common reasons is the old “I can’t do that because I don’t know enough.” Or, maybe your subconscious has convinced you that you’re not organized enough to get into action, or that you’re not perfect enough.

Getting Ready to Get Ready

Ned, an agent in my office, acted in a way that is an example of creative avoidance. In the business eight months, Ned had made only one sale. However, he was in the office regularly and appeared busy with paperwork. He attended law courses and was well-informed on financing. One day I saw Ned collating maps. I asked him what he was doing. He explained that he was putting together a series of maps for a buyer’s tour. I thought that was exceptional; buyers would really want to know the whereabouts of the homes they were seeing. (Today, Ned would be using apps for that–and spending lots of time getting the right apps and exactly the right ‘maps’……..)

Unfortunately, Ned had used his strategy with only six buyers—all the buyers he had put in his car in the past eight months! He had spent his time on this nifty map system, but had not talked to enough people to get them into the car—or have the opportunity to appreciate the map system! Which is more important to your goal attainment—talking to people, qualifying them, and showing them homes, or working diligently on a map system in case you find someone who wants you to show them homes?

How People Get into Action

How do you “get into action”? How do your agents get into action? In a wonderful book, The Conative Connection, Kathy Kolbe explores the ways different personalities get into action—not how we learn, but how we get into action. Some people barge ahead and worry about the details later. We start badly, but, because we’re tenacious, we surprise people by how good we finally get. Unfortunately, our supervisors often remember only how bad we were when we started. We must be tough-minded and keep at it; we must retain an image of ourselves as “finished products,” because others will not see us that way. Other people observe the action for a long time. Finally, when we feel ready to perform well, we get into action. We start slowly but well.

Slow Starters May be Deceptively Competent!

Because of our slow start, we don’t get much positive reinforcement from our supervisors (or coach or manager), who note our lack of progress compared with others in the office. If slow starters are tenacious and believe in themselves, they become very good because they practice perfectly. Kolbe points out several “get into action” styles. This book will help you pinpoint your “get into action” style as well as the barriers and challenges various types of ‘action starters’ face as they start their real estate careers.

Help Your Agents Embrace Embarrassment

Go ahead—be embarrassed. There is no way to be experienced until you get experience. No agents like to take risks, be embarrassed, or have buyers and sellers guess that they are new in the business. But face it—everyone has been new in the business. Just go ahead and get those first few months over with. You will be embarrassed every day—many times. As a new agent, my most common statement to buyers or sellers was “I don’t know, but I’ll find out.” In music, little could stump me—but in real estate anything could stump me! Still, I muddled through it, and you will, too.

* Big Idea: Your ability to get into action and risk being embarrassed is one of the attributes of a successful new agent (or manager!).

Why not take your time? I’ve interviewed prospective agents who told me they really didn’t want to sell real estate right away. They wanted to learn everything they could. Then, after six or eight months, they would feel ready to sell real estate. It doesn’t work that way! I wish I could tell you that agents can successfully launch real estate careers by taking lots of time to “get ready.” However, if you take all the time in the world, you will fail. Why? Because lack of success is a great de-motivator!

. To remember and emulate good performance, we need to perform right after we have heard, seen, and practiced that performance. Learning something in a class and letting that skill lie dormant for months just guarantees poor skill—and high stress.

* Big Idea: 99 percent of what we learn we learn by doing.

On a scale of 1-10, 10 being “I jump right into action”, how would you rate yourself in getting into action?

Let Me Help Your Agents Get Into Action with More Confidence

It can seem like every day in real estate is a new challenge! I know–I remember those days well! Why not get the best start (or re-start) possible? Take a look at my innovative online, training/accountability program, Up and Running in Real Estate. There’s a coaching component, too, so you can track your agents’ successes and coach them along the way. Check it out here.

Here’s what the Beatles and Bill Gates reveal about reaching goals.

This month, I’m writing about how we can increase our performance and results–using methods that we normally don’t discuss in real estate. This blogs are a reflection of my new keynote, “You CAN! 5 Secrets from Weird Sources that Will Get You to your Goals.” In this keynote, I investigate the performance skills I learned as a career musician–along with other ‘weird sources’. I show exactly how you can apply these secrets to your business and life to gain exceptional performance.   (and I use the piano to demonstrate!)

You know that the Beatles attained pop music mastery. You know Bill Gates did the same with technology. But, did you know what they have in common-and that you may have, too?

Before I tell you that, let me share something that happens to me often.

You’ve heard the old chestnut, Practice Makes Perfect. I certainly know that as a musician. But, how well do we apply that principle to our business lives? Is this something that is a key to our attaining our goals? I think so. Read on.

The Commonality between the Beatles and Bill Gates

In his fascinating book, Outliers, Malcolm Gladwell studies performers-from Mozart and the Beatles to Bill Gates. The commonality he found was that high achievers spent an average of

Ten thousand hours practicing and honing their craft to get to mastery

In other words, it isn’t talent, it isn’t just circumstance (although Gladwell points out being at the right place at the right time is important, too)-attaining exceptional performance is just slogging it out, practicing your craft, logging in ten thousand hours.

The Beatles–Having to Work Seven Days for Eight Hours a Night Was the Beset Thing that Could Happen to Them

When I read that the Beatles played in Hamburg 8 hours a night, 7 days a week-for 2 years, I instantly felt tired! I know what it’s like to perform in bars for hours! (I played piano in bars to put myself through college–what an education!) But, the Beatles said that experience was key in making them the performers they became. In an interview, John Lennon said, “We got better and got more confidence. We couldn’t help it with all the experience playing all night long…..we really had to find a new way of playing.”

Bill Gates-Practically Living at the Computer Lab

Gates describes his early years: “It was my obsession….I skipped athletes. I went up there at night. We were programming on weekends.”

Isn’t There a Shortcut?

For those of you who have never attained high performance, you don’t–and can’t-realize the importance of practice. You think that it’s just a matter of talent or luck. But, haven’t you known extremely talented people who just extinguished themselves like a flaming rocked? Haven’t you known people with all the advantages who just didn’t attain what you thought they could-or should? Of course.

Are You Willing to Put in those Ten Thousand Hours to Excel?

From the many examples in Outliers, and from my own experiences as a pianist (I have a degree in piano performance and a master’s degree in music theory), I know that practicing your craft provides the only true competence and confidence. You don’t gain mastery by talking about it. You don’t gain mastery by someone trying to motivate you. You don’t gain mastery by dabbling and calling it ‘good’. It’s practice. So, get out there, and practice and perform. Rack up those ten thousand hours, and you will achieve your goals. If the Beatles and Bill Gates didn’t take shortcuts, we shouldn’t try it that way, either. Isn’t devoting enough time to your goals important enough to you to feel the joy of attainment-of mastery?

Help Them Start on the Road to Mastery Now

What’s the secret to gaining mastery? Starting–and starting with an accurate, proven process. That’s how I created Up and Running in Real Estate–the online training, coaching, and accountability program for agents under 2 years in the business. It’s created to start people practicing, getting into action fast, and getting feedback to keep getting better. Check it out. 

 

Jun
19

What We Can Learn from Mr. Rogers

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What can we learn from Mr. Rogers?

I’ll bet we would all agree that today the world is more divisive than ever—in every way! So, we can’t move forward. We’re spending all our energy defending our thinking…..even when we should be looking at it critically—and honestly looking at other points of view.

What does that mean for us, as businesspeople (and us people in general)? That perhaps the energy we’re expending in one direction isn’t giving us the kind of pay-off that we ultimately will find most rewarding (and not just monetarily). Although I have some general conclusions here, I also have some exercises for managers to use with their associates to help them reach their potentials.

Mr. Rogers to the Rescue

The solution to our divisive world may be with a person who had a long-running children’s show—Fred Rogers. First, who was “Mr. Rogers”? Best known from his children’s show, which ran from 1968 to 2000, Fred Rogers was so much more—a minister, a musician with a degree in music composition, and chief puppeteer of his show. I’ve been thinking about his legacy, because there’s a new movie about his philosophies: “Won’t You Be My Neighbor?”

Mr. Rogers’s Big Lessons for Us

 Morgan Neville, Academy Award winning filmmaker, is the creator of the Mr. Rogers’s film mentioned above. From studying Rogers’s lessons, Neville boiled it down to one thing: radical kindness. “He talked about grace all the time … As a minister himself, he saw the idea of grace is the undeserved goodness bestowed on you by God. In other words, being good to someone whether or not they deserve it, and whether or not you’re going to get anything back. You just do good to other people, for the sake of doing good. And that is essentially what Fred was preaching all along.”

Question:

Big Lesson from Mr. Rogers about Attaining Mastery

As a coach, first in music, then in business, I see potential in people that they sometimes don’t see in themselves. What I can’t tell, though, is their ability to stick with it from beginner to mastery. As a musician, I know that only practice makes perfect. (And perfect practice makes your performance truly perfect—getting to mastery). You just don’t sit down at the piano the first time and play a Beethoven sonata well!). Yet, too many times, I see people settling for ‘first time performance’ as their standard.

What Mr. Rogers Says about Learning and Practice

For years, I’ve given a little book as a gift to clients, referrals, etc. This book is The World According to Mister Rogers. I love it because, as a musician, it has quotes that I know to be true. Here’s one that’s so appropriate because it reminds me of what new real estate agents (and new managers) sometimes think:

When I was young (about eight or ten years old), I was trying to learn so many things all at once, things like the piano and organ and algebra and cooking and typing, and I even started to take clarinet lessons. But, I just didn’t practice the clarinet, so I didn’t learn. I think I wanted to learn by magic. ….But magic doesn’t work with learning, not with anything really worthwhile.

Note to managers: Lead a discussion on the difference between ‘first tries’ and mastery. Brainstorm some methods to attain mastery. Brainstorm the stumbling blocks to getting better. Create some ‘next steps’ for those who want to get to mastery (get a coach, become a mentor, take a ‘how to train program, become a trainer, become a coach)

Help to Practice Perfectly and Get Farther Faster

There are several unique ‘learning strategies’ imbedded in my online training/coaching/accountability start-up program for agents under 2 years in the business. I didn’t learn these ‘learning strategies’ in real estate–I learned them as a practicing classical/jazz musician. They work to get better performance faster–and motivate us to go right back and do it again! Check out my unique program, Up and Running in Real Estate. There’s even a coaching component so you can be involved with your agents–without spending thousands of hours at it! Check it out here.