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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.

Archive for failing agents

red checkmarkHow would you rate your on boarding program for your new agents? I mean

1. your initial orientation procedure (do you have one)

2. A coach or mentor to work with that new agent from day 1

3. A start-up plan initiated from week 2

4. A training program to support the start-up plan–starts in their week 2

Go through each of these and rate yourself. Interestingly, few companies even have a complete on boarding program.Instead, they have a checklist that they go through with the new agent. Then, they explain that training will start in 4 weeks. Woops! My studies show that the majority of new agents expect a SALE within 4 weeks! So, if they’re not lead generating from week 2, how in the world will they get that early success?

The most important part of the on boarding process is the start-up plan. Do you have one? What’s your ‘bottom line’ for an ideal start-up plan for a new agent? Many managers tell me they don’t want to hire new agents because they’re too much work–and, too many of them fail. True. Yet, on the other hand, managers find it difficult to recruit seasoned agents who fit their profile, culture, and standards. One answer to this dilemma is to develop a start-up program for new agents that avoids the pitfalls associated with hiring new agents.

The Ideal Porgram Should Assure…

1. The new agent will succeed–fast (not this normal 50% failure rate!)

2. The new agent is directed by the start-up program–not a situation where the manager has to re-invent the wheel with every new agent

3. The manager doesn’t have to invest hundreds of hours in a new agent–only to find that agent fails

4. There’s direction from a ‘trusted advisor’–an outside coach, to save the manager’s time

5. There’s coordination and interaction between the ‘trusted advisor coach’ and the manager, so the manager isn’t left out of the loop

6. The new agent is challenged by meaningful activities leading to a sale, not just unprioritized busy work

What other goals should your ideal program provide you?

Refining My Start-Up Plan

I’m doing the fifth edition of my best-selling start-up plan for new agents, Up and Running in 30 Days. I want to assure that it fulfills all the goals above–and the goals you have for me.  Want to give me some feedback? Here’s a manager or owner questionnaire for you. Get it back to me by May 20, 2016. If I can, I’ll include you in quotes in the new edition, out in early 2017. And, of course, you’ll receive a complimentary copy of the fifth edition!

Want to share your observations? Click here for that questionnaire.

man with pockets turned outWhat are new agents doing that causes them to fail? What do you want in a start-up program that will help more of your new agents do well–and do it fast? What’s missing in the training and coaching programs you’ve been using?

I’m editing Up and Running in 30 Days for the 5th edition, due to be out in early 2017. As you probably know, Up and Running in 30 Days is literally the new agent’s start-up plan. In it, I show the what, how, why, and how much of real estate activities needed to do well quickly. Up and Running is very specific, and is easy to use to coach new agents to productivity fast.

Asking New Agents for their Advice

I’m in the midst right now of asking 1-3 year successful agents for their advice for the new agent. I will use these quotes throughout the book, to reinforce the start-up plan principles. If you have a successful 1-3 year agent that you’d like featured, you can forward my questionnaire here.

What’s Your Advice?

As one of the new features of the 5th edition, I’m incorporating great managers’ advice to new agents. Here’s what I’m asking:

  1. What do new successful agents do consistently that agents who fail don’t do?

 

  1. What common mistakes do new agents make that cost them time, money–and hinder their success?

 

  1. Would you advise a new agent to (why or why not)

–join a team

–have a mentor

–hire a professional coach

  1. What should a new agent look for in a training program?

 

 

  1. Other advice you provide to a new agent?

 

 

Your name:

Company name:

Number of agents in your office:

Number of agents you’ve hired that have completed at least 10 transactions their first year in the business:

How to Get your Advice to Me

If you’d like to write a comment to this post with answers to these questions, your comments will be relayed to me. If I’m able to use them in my book, you will receive a complimentary copy of Up and Running AND lots of PR–to help you in your recruiting as an expert in helping new agents.

Or, if you’d like to complete the questionnaire and email it to me, Here is the questionnaire. Just complete it and email it to carla@carlacross.com. You will be assisting thousands of new agents as they begin their careers, and, I think you’ll find that being published will help your ‘street cred’ with those you want to hire!

Comments: Do you have advice to me about what’s missing in training and coaching programs? Just put that in comments here. Thank you!

trainer hand in airDo you know what your new agents thought of your ‘start’ program? That is, your orientation, mentors, training, and coaching in their first 6 months in the business? Most brokers have some type of what I call a ‘career development’ program. But, hardly anyone ever asks the 6-month agent what they thought of it? If you don’t know, as a broker, how can you keep improving it?

The Secret to Retention: The First Month in the Business is Critical to Success

I just read an excellent booklet on the importance of a spectacular orientation system to the retention of ‘workers’. It stated that studies showed that people who experienced a very strong orientation process were retained for the long haul. And, those that didn’t have a good orientation process were quickly gone. Did you ever think about how you impact that agent in the first month? The first three months? The first six months?

Time to Polish your Orientation/Career Development System

I’m working on the 5th (!) edition of Up and Running in 30 Days, the new agent’s start-up plan, and I’m updating technologies, trends,and statistics. In addition, I want to include advice to new agents from successful agents who’ve been in the business 1-3 years. Why? Because this advice will be pertinent, up to date, and I think new agents will listen to someone who’s been there–and succeeded. It occurred to me that you can ask the same questions to your 6 months to 12 month agents to get feedback to polish your orientation/career development system. Below are the questions.

I Need Your Help

Do you have an agent in the business 1-3 years, and did at least 15 transactions their first year (not given to them as a team member)? If so, your agent could be featured in my new edition, due out in January 2017.  I will be featuring 5-7 quotes in various places of my book, and it would be great PR for your agent (and you). Your agent will receive a copy of the 5th edition, of course.

Here are the questions I’m asking:

  1. What are 1-3 things you did as a new agent to successfully launch your career?

 

 

  1. What do you wish you had done differently?

 

 

  1. What advice would you give to new agents?

 

 

  1. What technology is absolutely critical for the new agents to incorporate? Why?

 

 

5. What specific orientation start-up procedures were most helpful to you? What do you wish you had (actions, training, coaching, etc.) in your first 3 months that would have increased your quick success?

 

 

Other comments:

 

Thanks so much. Please include your name as you want it used, your company name, your email and phone (for contact information so you can get referrals).

Name:

Company:

Phone:

Email:

Specialties:

Number of transactions completed your first year in the business:

Please return this to me by 4.30 so I can include it! Thanks again. Let me know how/if I can help you! You’re doing a great service to those going into the business!

Getting Back to Me

You can forward this to your agent (s) and your agent can write answers as comments. Or, here’s the link to the questionnaire.  Just forward the link to your agent.

In my next blog, I’ll be asking you for your advice to new agents. I’m going to add this to the new edition. It should be very telling, and interesting to see the commonalities of managers’ advice to new agents.

Here’s the link again to the questionnaire. Your agent’s advice will help the industry and certainly help determined new agents!

Let me know what you discovered when you used that questionnaire to polish your orientation/career development program.

 

coaching teaching skillsWhat’s your advice for new agents? I’m editing Up and Running in 30 Days for the 5th edition, due to be out in early 2017. As you probably know, Up and Running in 30 Days is literally the new agent’s start-up plan. In it, I show the what, how, why, and how much of real estate activities needed to do well quickly. Up and Running is very specific, and is easy to use to coach new agents to productivity fast.

Asking New Agents for their Advice

I’m in the midst right now of asking 1-3 year successful agents for their advice for the new agent. I will use these quotes throughout the book, to reinforce the start-up plan principles. If you have a successful 1-3 year agent that you’d like featured, you can forward my questionnaire here.

What’s Your Advice?

As one of the new features of the 5th edition, I’m incorporating great managers’ advice to new agents. Here’s what I’m asking:

  1. What do new successful agents do consistently that agents who fail don’t do?

 

  1. What common mistakes do new agents make that cost them time, money–and hinder their success?

 

  1. Would you advise a new agent to (why or why not)

–join a team

–have a mentor

–hire a professional coach

  1. What should a new agent look for in a training program?

 

 

  1. Other advice you provide to a new agent?

 

 

Your name:

Company name:

Number of agents in your office:

Number of agents you’ve hired that have completed at least 10 transactions their first year in the business:

How to Get your Advice to Me

If you’d like to write a comment to this post with answers to these questions, your comments will be relayed to me. If I’m able to use them in my book, you will receive a complimentary copy of Up and Running AND lots of PR–to help you in your recruiting as an expert in helping new agents.

Or, if you’d like to complete the questionnaire and email it to me, Here is the questionnaire. Just complete it and email it to carla@carlacross.com. You will be assisting thousands of new agents as they begin their careers, and, I think you’ll find that being published will help your ‘street cred’ with those you want to hire!

head in the sand a salespersonHere’s why brokers who think failing agents costs them 0 are wrong. Yes, many brokers tell me that unproductive agents don’t cost them a thing.

But,  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—poor people in and no actions and accountability required.

3. De-motivates your agents to provide referrals to you.
Your outcomes and hiring practices speak more loudly than you could possible speak. 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?

If Your Market’s on Fire, You May be Kidding Yourself
In a fast market, ‘accidental sales’ buoy poor agents and make them look as though they were actually selling enough real estate to be a ‘median’ agent. But, be aware: When the market turns, so do the agents’ ‘mirage’ of decent production. So, it’s best to hire with purpose (using a stringent, professional interview process). Then,  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.

Are You Hitting your Ceiling of Achievement?

You encourage your agents to get coaching. Or, perhaps you coach them. You know how important having someone ‘see you from the outside’ is. But, how about you? Are you going it alone? I know, from managing so many years, it’s a lot lonelier worldLM Cover than being an agent. Who do you bounce ideas off? Who do you trust as your mentor? Check out Leadership Mastery coaching today.

Sign up for a Complimentary Consultation to see if Leadership Mastery would benefit you. What do you have to lose?

Bonus for new coaching clients this month: $1000+ of Carla Cross’s recruiting, training, and coaching resources FREE ! Includes:

The Complete Recruiter, at $129.95 value–the strategies, planner, and dialogues you need to recruit winners

Your Blueprint for Selecting Winners, a complete interviewing guide, a $79.95 value–free.

Recruiting Objection Busters, scripts and dialogues to counter the toughest recruiting objections, a $40 value

Business Planning for the Owner, Manager, and Team Builder,a $100 value

Operations/Orientation Manuals and Checklists, a $30 value

Coaching Companions to coach new or experienced agents, a $200 value

Advantage 2.0 facilitator guide, a complete training program (a $500 value)

Click here to learn more about Leadership Mastery Coaching.

Click here to schedule a complimentary consultation to find out more about the program, ask questions, and see if it’s a ‘match’. After your consultation, you’ll receive a ‘thank you’ of a 2-pack management audio CD series.

beatles youngWhat in the world do the Beatles have to do with real estate pros success? A lot, I think. We’ve all heard of Paul, George, Ringo, and John—but, does the name “George Martin” ring a bell? Maybe. Martin was the record producer who discovered and molded the Beatles, adding his classical musical background to the Beatles’ creativity to produce the Beatles’ unique and ever evolving sounds.

As a musician myself, I’ve always marveled at how the Beatles put classical musical aspects into their rock ‘n roll. Well, guess what? They didn’t do it by themselves—they melded their talents with Martin. George Martin just died at age 90, and many articles are being written about his collaboration with the Beatles. As I read these articles, I was thinking, “These life and performance lessons are absolutely applicable to us real estate professionals.” So, I culled five life and performance lessons we can learn from their association. Here are the first two, and I’ll continue in my next blog.

  1. Keep improving your team until you are working with the best.

Martin urged Beatles’ manager Brian Epstein to replace drummer Pete Best with Ringo Starr, who he felt was a better drummer. Is your team the strongest it can be? Who’s holding you back? Who’s hindering your best performance? Who do you need to replace? I know, as an ensemble musician, you never play any better than your worst player! 

  1. Start every listing, buyer and training presentation with an attention-getting ‘hook’.

Quit that boring droning that begins most presentations! Instead, do what Martin suggested: Start with a ‘hook’.   Martin suggested Paul McCartney replace the first verse of Can’t Buy Me Love with the ‘can’t buy me love’ intro. That’s the hook, and we never forget it, do we? Do your listing/buyer and training presentations start with something attention-getting, or do you ‘ease into’ your presentation with banal comments like ‘I’ll keep this short’ or ‘we’ve got a lot to cover’. Stop being banal and get creative with your opening (we practice this in my Instructor Development Workshop and I teach this in The Ultimate Real Estate Trainer’s Guide).

Applying these Principles with your Agents

Are you working with the best people? If not, why not? What do you need to do with your recruiting, selecting, and retention to upgrade your team so you all do better?

LM CoverWho’s On your Side? Who’s Supporting You?

Owners and managers: Are you as profitable as you deserve to be? If you’re selling AND managing, you’re finding yourself going 6 ways to Sunday! If you’re not satisfied with your results, consider Leadership Mastery coaching with Carla Cross. This is not a ‘cookie cutter’ program. This is a completely customized owner/manager program focusing on recruiting, coaching, training, leadership, delegation, and staff management. Why not hone your skills with Carla as your guide and support? Get your best sources of recruits, a great recruiting plan, AND a failsafe selection process to pick winners.

Sign up for a Complimentary Consultation to see if Leadership Mastery would benefit you. What do you have to lose?

Bonus for new coaching clients this month: $1000+ of Carla Cross’s recruiting, training, and coaching resources FREE ! Includes:

The Complete Recruiter, at $129.95 value–the strategies, planner, and dialogues you need to recruit winners

Your Blueprint for Selecting Winners, a complete interviewing guide, a $79.95 value–free.

Recruiting Objection Busters, scripts and dialogues to counter the toughest recruiting objections, a $40 value

Business Planning for the Owner, Manager, and Team Builder,a $100 value

Operations/Orientation Manuals and Checklists, a $30 value

Coaching Companions to coach new or experienced agents, a $200 value

Advantage 2.0 facilitator guide, a complete training program (a $500 value)

Click here to learn more about Leadership Mastery Coaching.

Click here to schedule a complimentary consultation to find out more about the program, ask questions, and see if it’s a ‘match’. After your consultation, you’ll receive a ‘thank you’ of a 2-pack management audio CD series.

 

 

interview with clip boardIs your selection process ‘seat of the pants’?  I think it’s a big problem today in the real estate industry. Do you? Let me know your feedback about the comments below.

I’ve already provided you one ‘whack up the side of the head’. That ‘whack’ was about recruiting. Here’s another ‘whack’ for managers. This ‘whack’ is about selection–or the lack thereof by the real estate industry today.

Before I start: Where does the ‘whack’ come from?  My dad used to say when my sister and I were behaving badly he thought we needed a ‘whack up the side of the head’. Don’t worry. He didn’t actually do it, but we did pay attention when he said it, because we knew it was time to stop, look, and listen—and change our behavior! It’s time, I think, for brokers to get that ‘whack up the side of the head’, too.

Selection ‘Whack’:  That ‘Give Everyone a Chance’ song is so played out.

It’s time for us brokers to get serious and re-vamp our selection process. Start thinking of your potential recruits as ‘candidates’. It helps us use a selection process to actually screen candidates, not just sell them on us. Other businesses have used stringent candidate screening processes for years. We are about the only industry left that doesn’t use a planned interview process. The ‘on fire’ market covered a multitude of sins. However, our less than skilled business practices don’t work for us when we need real workers and when our clients expect a high level of service.

Recommendations:

Get and use a planned interview process.

Spend at least ½ of the time you have with a candidate asking questions and listening.

Ask the right questions (questions about their pasts). Practice those questions and keep a list of them in front of you. Do you know what ‘past based questions’ are? They’re like a crystal ball. See Your Blueprint for Selecting Winners for exactly how to craft them–and lots of examples.

Use the hiring ratios great companies use: Hire only one out of five candidates at minimum and one out of ten to create a quality company. Do these ratios this frighten brokers? Sure. It means we must become skilled recruiters. Businesses hiring service people use hiring ratios of one to twenty.

Ask yourself: Would you hire a secretary with the interview-to-hire ratios you hire agents? Do your agents have as great an impact on the perception of your company from the public as do your staff?

Create a ‘mutual expectations’ dialogue to assure that agent sees the value in your training, coaching, and start-up plan. “You never have another chance to make a first impression” is the truism here.

Bottom line question: Are the agents you’re hiring tough and good enough to deal with the discriminating client of today?

Tell me: If you believe real estate managers aren’t being as selective as they need to be, why?

Have you Polished your Selection Process?

Blueprint_Ebook_DisplayFor an 8-step ‘sure-selection’ process, plus those fantastic ‘past based’ questions, see Your Blueprint for Selecting Winners, and update your selection process to find more winners with less effort.  (all online, so you get immediate access, and can start using it with confidence today!)

Feb
23

More Recruiter Mistakes to Avoid

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man on groundIn 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…

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 interviews’. Your first hour of the recruiting interview should be contoured like this: The interviewee talks ¾ of the time. You talk ¼. 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

About three 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 ‘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 don’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.

man ponderingThis month, I’m featuring the lifeblood of real estate management–hiring and firing. Yes, firing!

Do you have a foolproof way to figure out who to keep and who to cut loose? In this blog, I’ll show you.

Who adds value to your environment? Hiring and firing is not a ‘black or white’ issue. There are many shades of gray. I know. I managed almost two decades. We become friends with our agents. They rely on us. We rely on them. In some cases, we become almost moms and dads to them. It becomes a very dependent environment. No one wants to disrupt it. However, you are running a business–not a social welfare state.

Use This Analytical Tool to Evaluate Your Agents

Let’s recognize that not all the value, or, to some of us, even half the value of our agents is in their ability to close sales. In other words, your top producer may not be your most desired agent. There are other valued assets they bring to the table, like:

Uphold the culture
Provide mentoring
Create stability in the office
Team player
Longevity and consistency

What are yours? Write them down.  (Use 4-6 values).

Assign a Relative Weight

Now, give each one of these values a possible rating of 0 to 4 (4 being highest). Finally, evaluate each of your agents with each of your important values.  For example, let’s say you are evaluating your top producer. In the production value, that producer would get a “4”. But, let’s say that top producer isn’t much of a team player, and you’ve evaluated her as a “1”. When you’re through evaluating that agent, add all the numbers to get a cumulative number.

Click here to see an example of an evaluative table.

What’s Your Agent’s Real Value to Your Office?

Now, you have evaluated each agent on all the values you feel are important to the success of your company. To see how they stack up, make a list of them, starting with the agent who scored the highest cumulative number. This evaluation process will give you a very different picture of who your best producers are-and who your worst office associates are.

Bottom-Line Questions to Ask Yourself

I know it’s very difficult to terminate people. In fact, one manager asked me to advise him on how to do a  ‘graceful termination.’ Really, behind termination anxiety lurks these questions. They need to be answered for you, as leader, to take the actions that your good agents are expecting from you:

Can an agent be a noteworthy negative to your reaching your goals?
Can an agent actually provide substantial energy against your culture?
What’s Joe’s value to you?
Can this value be quantified in a business sense?
What are you getting personally out of keeping Joe?
What are your next actions?
Why are you avoiding what you need to do?
Don’t you deserve more than Joe is giving you?
How does Joe feel now? Does Joe deserve an environment where he can win?

What do you use to evaluate your agents? How is it working for you?

LM CoverGet Some Help in Creating a Better 2016

Why not get some support and guidance in setting up your 2016 business plan? Do you have a recruiting plan? A career development plan? A training plan? Standards? If not, you’re still managing by the seat of your pants. Schedule a complimentary consultation to see if Leadership Mastery coaching would benefit you. In January: $1000+ bonuses in training, coaching, and recruiting programs, too. See more here. 

man on groundThis month, I’m featuring the lifeblood of a real estate office–hiring AND firing.

No one wants to talk about it, but, the passive-aggressive method of just letting them die isn’t leadership–it’s cowardice! Instead, we need to develop a fair method of letting those go who need to go.

Everyone has a Joe (or Josephine) in their offices. Joe has been an agent for six years. He’s the guy who makes coffee every morning. He’s the guy who takes people’s open houses (although he never picks up a customer). He’s even the guy who steps in when someone in the office can’t make their floor time (but he has never converted an inquiry to a client…). He’s also the guy who doesn’t sell a stick of real estate. Woops. I misspoke. He did sell one home once. It was during the ‘on fire’ market. Joe was on floor time. He got a walk in: A buyer who found the home himself, had cash, and was willing to write it up at Joe’s convenience. (After closing, Joe didn’t follow up with the client again. After all, the sale is over, isn’t it?)

What’s the matter with just keeping Joe?

Nothing, if you don’t care about your bottom line. Brokers tell me that a poor hire or a non-productive agent costs them nothing. Unfortunately, that’s far from the case. In this article, we’ll just beat up poor Joe. In the next article, we’ll address the new agent – poor hire.

dollar markHere’s How Joe Costs You $$$$$–Lots of $$$$$$

If you read nothing else in this article, please read this line:

Joe is a walking billboard for failure-an effective marketing strategy that communicates your office’s failure to make him successful, and your failure to making him successful.

Joe’s “billboard” publicizes the outcomes from your recruiting, training, and coaching. Here they are.

Recruiting. You find it hard to recruit. See, likes attract. People see that Joe (or lots of Joes) are in your office. Agents do search the MLS to find out what the sales statistics are in offices. (Why would they go to an office that has low production?) Maybe you’re like me, taking over a real estate office where it was known in the area, literally, as “the place you went if you didn’t want to work.” Boy, what a great recruiting endorsement!  If so, you know that it’s a terrific uphill battle to recruit good people into a bad office. (Hint: You must get rid of the bad people first, then build on a new foundation. You can’t fool those agents!).

Training. You’re finding it hard to get agents to attend your training classes. Why? Because Joe attends every one of them-and then doesn’t take any action. So, your class endorsement is actually “those classes don’t do any good.”

Coaching. People say they want help, but they won’t go into a coaching relationship with you. Why? Because Joe tells them it won’t do any good. After all, he’s been in your office for five years, and being with you certainly hasn’t done him any good. (Joe also rains on the newer agents’ parades, by convincing them that no lead generating method you endorse is worth their time. After all, the one home Joe sold was a walk-in.)

Joe’s Making Your Success an Uphill Battle

You’ve tried to help Joe. You’ve decided you can’t help him. You’re working harder and longer. Yet, your office culture and productivity just don’t seem to improve. Ask yourself:

What percent of “Joe’s” do you have in your office right now?

Carla’s rule: If you have over 10% seasoned non-producers, you aren’t leading. They are.

In my next blog, I’ll show you a different way of evaluating your agents. It will give you a method you can trust to figure out who to keep and who to put the ‘happy trails’ record on for…..

small LM CoverAre you Unsure of Who to Hire and Who to Fire?

Why not see if Leadership Mastery Coaching can help you gain the skills and judgments to make great personnel decisions? This is a unique, one-on-one coaching program expressly for real estate leadership. Sign up for a complimentary consultation today. Make 2016 the year you break through your ceiling of achievement!

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