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Want to go into management? Try ‘perfect practice’ to get the skills you need BEFORE you jump into the job.

This month, I’m taking what I’ve learned as a musical performer from age 4 to the world of leadership and sales. (And, read my musical quotes at the end of each blog. I hope you’ll get a chuckle!)

Are You Prepared–or Just Hopeful?

My son owns a real estate company, and I help him initially screen candidates for manager and assistant manager. He has created a very detailed job description for any of those applying. Yet, we see two problems:

  1. Most of the candidates do not meet the qualifications the job requires
  2. Even the borrderline candidates have done nothing to prepare themselves for the job

For several years, I was a regional director of now the largest real estate company in the world. One of my jobs was finding and screening leadership. Boy, did I learn a lot! So, with that experience, I’m writing some tips here for those of you who want to step from sales into management (and for those looking for leadership). I’m not going to address the first problem. For example, some candidates just haven’t had job experience of any type in real estate. Although I know there are exceptions, generally, if you haven’t successfully sold real estate, you won’t understand, emphasize and be able to ‘develop’ agents successfully.

The Principle to Prepare: Perfect Practice Makes Perfect

Of course, this principle comes from my world of music. I learned this from my college piano professor.

. That means hundreds or thousands of hours in the practice room, not in performing! (In other words, you have to practice your little heart out before they’ll let you loose in front of discerning people!) It’s drudgery and you wonder what you’re accomplishing. But, this perfect practice pays off when you have to perform in front of thousands and put to use your ‘muscle memory’. When you’re performing all those notes so quickly, you don’t have time to consciously figure out where your fingers should go (just like you do’t have time in an interview to figure out a good interview process!!!!)

What This Means to Your Preparation for Management

Here’s a straightforward job description for a successful leadership-manager:

Find and develop people

Skills you need to effectively develop individuals:

  • Lead generation/recruiting/presentation skills
  •  Interviewing/selection skills (both for agents and staff)
  • Coaching skills (along with a proven coaching approach)
  • Training skills
  • Management: Ability to create and implement a business plan
  • Ability to create and implement a training plan as part of your business plan
  • Ability to create and implement a leadership council, for participative management/ develop that leadership
  • Ability to create meaningful office and staff meetings

How Are You going to Develop Those Skills–Before You Get into Performance?

Go through the checklist/description above. Ask yourself: Have you devleoped those skills? If not, are you going to wait and ‘wing it’ on the job? As a pianist, I wouldn’t dare ever get in front of people to perform without having practiced!

Next blog: Suggestions in how to do that perfect practice in each of these areas.

Managers: Share this blog with those who are interested in going into leadership. In later blogs, I’ll share some analytical tools I’ve developed to help you help others develop their leadership skills.

Just for chuckles:

“I can’t listen to that much Wagner. I start getting the urge to conquer Poland.” — Woody Allen

What personal benefit are you giving your agents?

This month, I’m taking what I’ve learned as a musical performer from age 4 to the world of leadership and sales. (And, read my musical quotes at the end of each blog. I hope you’ll get a chuckle!)

Are You Just Following a ‘Template’?

As a musical performer, I know you first have to learn the music (the ‘template’). But then, you have to add YOU. That is, you have to add the interpretation that ‘speaks’ to you personally. Otherwise, it’s just notes on a page. So many times, I’ve seen leadership and salespeople merely follow the template. That’s great for a beginning, but it doesn’t create a connection to others. In fact, it creates a dissonance. You know what I mean. You’ve heard a salesperson say, “Does 1 PM or 2 PM Tuesday work for you?” You probably want to scream (as I do), “Be human, you’re not an automaton.” Now, it’s fine to give people choices, but, if you sound as though you just memorized those words, and are not actually interacting with another human being, you’re creating distrust, not rust!

Adding YOU, the Personal Benefit

As a leader, you bring to your associates some very unique and valued attributes. However, many times leaders do not use these attributes to commnicate and gain trust. Instead, they rely on the old ‘templates’–those cliches and sayings that we just don’t find ‘ring true’. For example: You have a background in art. Are you using that background to communicate and ‘share’ YOU with your agents? If not, you’re missing an opportunity to relate. And, in this day in age, relationships are what hold a person in a company.

Here’s a great quote that expresses what I’m suggesting:

Live your truth. Express your love. Share your enthusiasm. Take action towards your dreams. Walk your talk. Dance and sing to your music. Embrace your blessings. Make today worth remembering. ― Steve Maraboli

What’s YOUR Music?

When I’m teaching people how to be great instructors (Instructor Development Workshop), I give them ‘templates’ to follow to create course modules. However, I tell them to just ‘listen to the music, not the words.’ Translation: I don’t want them to memorize each word. Instead, I want them to feel the rhythm of the process and follow that. The outcomes: Great presentations with relaxed presenters!

Your Turn

Look back on your life.

What life experiences have added to your success? What skills do you bring to what you do today? How can you communicate those as a benefit to those you serve?

Want guidance in how to teach with verve and confidence? Check out all my training guides at my website, carlacross.com.

Just for Fun

Last night at Carnegie Hall, Jack Benny played Mendelssohn. Mendelssohn lost.

Harold C. Schonberg

When she started to play, Steinway himself came down personally and rubbed his name off the piano.

Bob Hope, on Phyllis Diller

Remember Jack Benny and Phyllis Diller? They may not have been concert artists, but they used their musical talent to differentiate themselves–and make light of it, too!

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

You’ve decided to coach your agents in creating great business plans. but, if you’ve never coached an agent in business planning, it can be quite daunting.A� So, what do you look for? In this blog, I’ll show you how to use their statistic

listings taken to listings sold in normal market time.

to coach them to a better year next year. You would think agents know this statistic, but very few do. Ita��s so important, because it

  1. Determines whether the agent makes enough money per listing or not
  2. Determines whether the agent builds a positive reputation or a poor one
  3. Reflects the agenta��s value-proposition strategy
  4. 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: A�George Smith, a 10-year seasoned agent, has demonstrated a consistent listing strategy. A�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? Is that the culture you want perpetuated in your office?

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. Is that practice more in line with your culture?

Your opportunity: As Georgea��s business planning consultant, youa��ll be a�?testinga�� George to see if he wants tochange 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).

Do you know your ‘conversion numbers’ in listings taken to listings sold for your company? When you make your own plan, be sure to do a thorough review, and find this number. A high number means you’ll be able to recruit better, get better retention, have better team spirit, and your agents can build on that reputation. A low number means you have a lot to work on!

Click here for a list of common agent business planning mistakes to help you as you coach agents through the planning process.

Excerpted from my online agent business planning system, Beyond the Basics of Business Planning.

Grab My Online Business Planning Program

Thought you’d get it done but it’s still on your ‘to do’ list? I want to help!

Managers: Frustrated because you can’t get your agents to plan? Problem 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.

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

 

Ready to order? Click below:

Beyond the Basics of Business planning for Managers  $249 (includes all the agent planning materials, too!)

Beyond the Basics of Business Planning for Agents  $99

 

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

So often, our business plans are ‘big picture’. It’s lovely, it’s inspirational–and it’s utterly not useful to our everyday practice! For a business plan to work, it has to have the ‘big picture’ parts (vision, review, mission, objectives) AND the action plan parts–those things you really intend to do each day and week. These are the actions that result in reaching your monthly and yearly goals.

What Action Plans do Leaders Need?

Here’s a graphic from my online resource, Beyond the Basics of Business Planning. You can see the specific action areas I think you need in your business plan. I made these divisions so that you actually could create action plans that had relevance to what you do every day. And, accomplishing actions in these areas assures you are taking daily steps to reach your goals.

Action Plans Must Relate to Your Goals

Too often, when we get to the weekly and daily tasks, the actions that effect our bottom line just don’t happen.

For example: You’ll see that recruiting plans are one area of our action plans. But, life gets in the way and we just don’t recruit. So, to assure you do the actions you KNOW will result in greater productivity and profits, use these divisions and make your specific plans. In my business planning systems, I’ve made detailed, fill-in forms that assure you think through and make action plans for each of these areas–action plans you can rely on. Otherwise, my experience shows that brokers just don’t get to the details of action planning.

Click here to get a copy of these action plan areas.

Grab My Online Business Planning Program

Thought you’d get it done but it’s still on your ‘to do’ list? I want to help!

Managers: Frustrated because you can’t get your agents to plan? Problem 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.

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

 

Ready to order? Click below:

Beyond the Basics of Business planning for Managers  $249 (includes all the agent planning materials, too!)

Beyond the Basics of Business Planning for Agents  $99

 

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.

 

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.

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.

Are Your Agents Still Selling with These Two Ineffective Strategies? Do you need to put new strategies in your training and coaching?

Florida Realtor just interviewed me for an article on the sales strategies that agents are still using–but that don’t work. I thought that was such a great topic that I want to share them with you here. So, these blogs will each explore 2 habits. This is great for agents  and managers to think about, because these habits and strategies can wreck your results!

My first two strategies were no database or contact management and using a ‘love ’em and leave ’em mentality. The next two ‘no-no’s were not customizing your presentations–or just ‘going verbal’, and not qualifying your leads.

The last two are:

  1. Thinking ‘training’ is just for ‘newbies’
  2. Little or no proactive lead generation

Who’s Training For?

Often, when I ask an agent about training, they said “I’ve gone through the company new agent training program. I’ve been trained.” Sure. That’s like saying, I took one piano lesson so now I can play a Beethoven sonata. Not quite…..Or, almost as bad: As agents become more ‘seasoned’, they get new technical information, but don’t take classes in presenting, sales techniques, or management. In other words, they’re not growing as professionals.

Managers: What training do you offer your agents to keep them growing after your new agent training? What training do you offer the seasoned agent to ‘push them back’ to growth and excitement?

Little or No Proactive Lead Generation

No, I don’t mean ‘sit and wait’ for a lead–like from floor time, or leads from your manager, or relo leads–or those lead generation  companies.Ii mean ‘you go out and get the lead’. That’s your insurance plan, and it will protect you when times get tougher (and they will).

Managers: Do you help your agents build in a lead generation plan into their business plans? Do you help them be accountable to the plan? To measure the plan?

What are your ‘old strategies’ that you see agents doing that they need to dr

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Managers: Do you help your agents build in a lead generation plan into their business plans? Do you help them be accountable to the plan? To measure the plan?

What are your ‘old strategies’ that you see agents doing that they need to drop now?

What? Here are MORE strategies that don’t work anymore.

Florida Realtor just interviewed me for an article on the sales strategies that agents are still using–but that don’t work. I thought that was such a great topic that I want to share them with you here. So, these blogs will each explore 2 habits. This is great for managers to think about, because these habits and strategies can wreck your training–or make it effective!

My first two strategies were no database or contact management and using a ‘love ’em and leave ’em mentality. Now, here are those next two ‘no-no’s.

  1. Not qualifying your buyer or seller

You’d think that agents would learn and use qualifying methods because they’re always challenged by ‘time management’. But, no. For some reason, many agents still believe that any client is a good client. So, they waste hundreds of hours either hauling non-buyers around–or listing properties that won’t sell. Even in this hot market! I know, this market is generally very forgiving. But, it always won’t be that way!

Managers: How are you teaching your agents to qualify buyers and sellers? Do you have them role play their qualifying procedures? Do you have them identify knockout factors and establish standards for working with buyers and sellers?  (If you want great ‘courses’ for these things, check out Your Complete Buyer’s Agent Toolkit and Your Complete Power Listing System. They’re resources with all the background and documents agents need to do great qualifying interviews. And, they’ll provide you comprehensive courses in those subjects, too).

2.  Not using a visual presentation for buyers and sellers

This goes with #1. I separated them, though, because both need to happen so the agents fully informs the client and finds out if the client is ‘for real’.

 And, most people are visual learners. Finally, agents (and generally salespeople) are not deemed the most trustworthy people on the planet (just perception, not truth!). Usually visual substantiation and 3rd party endorsements and statistics add immeasuable credibility.

Managers: Do you work with your agents to create visual presentations with real substantiation for their claims (like, ‘our listings sell faster’). Do you help each agent create their personalized presentations to spotlight that agent, or do you rely on general company overviews (won’t work anymore!).

Resources: If you want great ‘courses’ for these things, check out Your Complete Buyer’s Agent Toolkit and Your Complete Power Listing System. They’re resources with all the background and documents and visual presentations agents need to do great qualifying interviews. And, they’ll provide you comprehensive courses in those subjects, too).

What do you think are habits and strategies that agents are still using that just won’t propel them forward in today’s competitive environment?

 

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.