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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 lead generation

hands of keysAre you getting the best performance from your agents? Is there something you can do to get better performance and results?Have you ever considered that you have the power to do that?

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! We don’t talk about ‘performance’ in the real estate industry. But, isn’t that the key to more production and profits? If the agent doesn’t do great lead generation, do exceptional presentations, and use exceptional performance skills working with and closing clients, the agent fails — those are all performance issues.

To get some insights, then, into performance,  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 in and screen 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, System, 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. These are the systems I’ve integrated into my training programs, such as Up and Running in Real Estate. Are you integrating these 5 performance points into your coaching and training?


many peole standing recruitingRecruiting: 6 Reasons They Stay and How to Move Them–Do you know? If you’ve recruited, you’ve heard the common—and expected—objections to coming to your company. There are only about 5 or 6. But, what can you do to convince someone who is intent on staying where he/she is—to make the move?

In this first blog, we’ll explore the first 3 reasons.

Most Common Reasons Agents Stay Where they Are

When I knew I was going to write this blog, I asked my friends on Facebook and LinkedIn to share with me what they thought were the most common reasons agents don’t make the move. Here they are:

1.      Starting over is time-consuming.

2.      Re-branding can take away from your productivity.

3.      They are ‘happy where they are’.

4.      They aren’t convinced the grass is greener.

5.      They are afraid of change.

6.      They have gotten an offer from their present ownership to entice them to stay (better commission split, freebies, ownership, etc.)—they’re ‘bought back’.

Some of these, I think, are valid, maybe for the wrong reasons. Let’s look at each of them, along with exploring why people make certain decisions, and how you can affect those decisions.

1.      1. Starting Over is Time-Consuming

Well, that’s true. It is. And, the longer we’ve been in a job, the more comfortable we are there. At face value, we can all agree with that. So, as a recruiter, what can you do to ease the burden of transition? You can create a transition plan that takes away the pain. Do you have a checklist, along with the personnel, to make that transition painless (or at least almost painless)? Show you are dedicated to managing the transition so the agent can be more productive. One of the things you’ll learn as you take them through the items on the transition plan is that most agents either have no database or a database they haven’t updated to years! So, you’ll want to assign an assistant to update or create the database. Your transition plan should include a pre-written email and hard copy message that is customized and sent by the assistant to a designated number of people in the agent’s database.

Managing the transition process really works. Armed with an assistant dedicated to implementing the transition plan, a top producing agent actually got more referrals and doubled his income the year he went from company A to company B. Why? Because the assistant ‘drove’ the contacts to the agent, increasing by far the ‘touches’ the agent had made to his valued past clients.

Click here to get my transition plan.

2. Re-branding Can Take Away from your Productivity

This is similar to the first ‘stay where I am’ reason. But, it goes further. Put yourself in the agent’s shoes. How would you like to face ordering new business cards, changing your logo on all print/electronic materials, updating your website, your blog, your social media? Overwhelming. So, that must all be included in your transition plan.

Proof is in the outcome: Be sure to gather testimonials of those you’ve helped transition, along with their income increases. That speaks volumes to the candidate!

3. They are ‘happy where they are’.

Of course they are. We’re all where we are because we believe it is safer, less fearful, and more predictable than the unknown. And, we’re happy they’re happy. But, here’s the real question: Do you believe they would be happier with you? Do you fervently believe you can help them further their careers? That’s where it starts. If you believe they would be better served to be with you, it’s your job to gain the skills to help them start feeling more comfortable with the ‘unknown.’

The Motivational Cycle Gives Us Clues for Supporting Change

Let’s look at how each of us decides to make a change—in anything. What causes you to finally make any change? How discontented to you need to be before you take action? The motivational cycle gives us clues:

 Starting the motivational cycle. First we have unrealized discontent. For example: One of our bathrooms has cried out for some re-modeling, and I have ignored the cries for years. But, finally, for some reason, I recognized that cry for ‘polish’. I had talked to a contractor months ago but didn’t follow through (investigation). Recently, I finally realized that discontent (I looked at the peeling wallpaper behind the door one too many times!). Now, because my conscious discontent has been nagging me, I just made the call to the contractor.  I’m ready to take action and get that bathroom looking nice! That will mean my need is realized. But, guess what? I’ll have another episode of discontent!

Our job as ‘motivational cycle facilitators’ is to help the candidate feel the maximum amount of his discontent.

Which agents have you tried to recruit who have thrown these barriers in your way? How skilled have you been at removing them?

Tune in for the next blog to explore the other 3 reasons agents give that they stay.


10 Best Recruiting Sources

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assignmentDo you know what your best recruiting sources are? Are they prioritized in your recruiting plan? Are you saying, as most managers say, ‘what recruiting plan?’ Can you list at least 10 sources?

To get my list of 10 best sources, click here.

The Importance of Listing Several Sources

Most managers don’t have an ‘on purpose’ recruiting plan. Instead, they wait for people to come to them. This results in a ‘feast or famine’ result in recruiting. Not only that, but, if managers get desperate for bodies, they tend to hire just anyone (agents complain to me about this all the time….). Then, they blame their training or coaching programs for not making these non-workers go to work. (Sound familiar?). So, an on purpose prioritized source recruiting plan is paramount for success–and changes your recruiting results for the better.

List your sources of recruits here.

Now, prioritize them.

Why Prioritize Your Sources

You don’t have time to run around trying to recruit everybody. Instead, you’ll want to target your recruiting efforts based on your best sources. So, think about the best agents you have now. Where did they come from? How did you find them? From my experience, my best sources were my agents, who referred me to other great agents. Don’t expect all your agents to be good referrers. Some will do an abundant job for you; others never refer.

10 Sources is the Magic Number

Most managers work only 2-3 sources. Yet, they complain about the quality of their agents, and decry their lack of motivation and production. What’s the ‘cure’? Working 6-10 sources to assure you have plenty of candidates. That’s just like I teach in Up and Running in Real Estate to real estate agents. I show them the numbers and priorities of their lead generating sources, so they can manage their activity and result levels of their businesses. It’s the same in recruiting.

Get Those Sources Prioritized and Schedule your Candidate Appointments

Through prioritizing your sources and working enough of them, you’ll find it easy to schedule 5-10 appointments a week. You’ll hire 3-5 great agents a month. You’ll see your profits soar!

Don’t forget! To get my list of 10 best sources, click here.

Gain Your Recruiting Strategy and Never Look Back!

small CompleteRecruiter

If you don’t have a recruiting strategy and a plan, now’s the time to get one! Right now, you can purchase The Complete Recruiter for half price: $59.95 plus shipping (regularly $129.95 plus shipping).   You’ll get my easy to use 5-step Planner and dozens of strategies, plus letters, processes, etc. to recruit winners. Check it out here.


man with pockets turned out

Why don’t new agents make more money their first year in the business? According to the latest NAR survey, agents in their first 2 years made an average of $8700. NAR didn’t break it down into the first year. But, I know there are too many agents under a year who have made on 1-3 sales! Why? With all the training and coaching available today, wouldn’t you think that new agents would do much better much faster?

Why do you think they languish so long?

Low Production–The Reasons

I have five big reasons for no-low production.

1. My survey of agents under 3 months in the business showed they intended to make a sale in the first month in the business. But, as you know, most of them don’t. So, guess what? Their enthusiasm and motivation dies after month one! Yet, we know it takes much more tenacity and perseverance to lead generate and take all that rejection to get to that first sale. So, the first reason is

Tenacity and motivation dies too quickly when the sale doesn’t happen quickly

2. My second reason is that agents are not told the truth about the business (or, they don’t listen). They think the business is anything BUT lead generation. So, they don’t gain sales skills. They don’t lead generate ‘generously’. Bottom line: They wait and wait for those leads. Not enough leads  = not enough clients = no sales!

3. Third reason: They don’t start the business as a business with a start-up plan. They don’t have action priorities. Instead, they go to ‘training’–where they learn lots of neat stuff–but no priorities. They literally don’t know what to do on Monday to jump-start their businesses.

4. They don’t really start their business–ever. The business starts when you start lead generating. They run out of time, money, and motivation before they ever gather enough leads to screen those leads and work with good clients.

5. They don’t have a coach–someone who helps them straighten out those priorities and stay focused on the important actions in the business. Without a coach to catch their before they fall too far to get up, they create a business with priorities that assure failure.

The Solutions

Give your new agents a start your business plan on day one and let them know THAT is what they are to do!

Help them get their priorities right by working with you as a coach.

Support them in lead generation at a very ‘generous’ level to find GOOD leads who will be easy to convert–and who will love the agent!

Doing the three things above will keep your agents’ motivation high until they make that first sale.


There’s only one thing that really motivates: success. Each agent is in charge of  her own success. Our jobs as managers and coaches is to provide that start-up plan, that coaching, and an honest and true picture of the business.

What do you think causes a newer agent to fail?

thumbnail-1Up and Running in Real Estate Starts You Right to an Exceptional Career

Congratulations to the 3 winners of the scholarships for my new UP and Running in Real Estate program:

Jeffery Doescher of Apollo Realty in Cocoa Beach, Florida

Stacy Coppola of Coldwell Banker in Castro Valley, California

Bessie Selfridge of Coldwell Banker in Port St Lucie, FL

You can bet they are going to get the secrets of becoming a top producer–and get into action with the most proven business start-up plan in the business!

Do you have newer agents who you know should succeed? Please do them a favor and have they enroll in Up and Running in Real Estate. All the training, coaching, and supporting documents are online, so agents can go at their own speed and go back as many times as they want. How this program is different: It is foundationed with a business start-up plan, so agents learn how to self-manage a successful business, not just do activities. And, there’s nothing else to buy–no extra cards that stay in their trunks! (And, there’s a coaching component for you to support your agent every step of the way!).

Check it out and see how you can reach your agents can reach their potential–and beyond!

Exactly what does a successful agent do daily to create exceptional production? You sure need to know to help your agents grasp effective time management. So, I’ve made a model ‘day in the life for you.’  Compare your agents’ schedule to this schedule. At the bottom of this page, I’m supplying you a ‘fill-in’ schedule with an evaluator so you can help your agents get better at scheduling for productivity.

8:00 a.m. to 9 a.m.                   Paperwork/database input

9 a.m. to 11 a.m.                     Lead generate pro-actively (most important principle in time management: proactively lead generate 2 hours in the morning)

If you have an office meeting, make up your lead generation in the early afternoon

11a. m. to 12 noon                   Preview properties (or office tour to preview properties)

Noon to 1 p.m.                          Lunch

1 p.m. to 3 p.m.                        Lead generate an additional 2 hours (if new agent with no or few qualifying appointments or offer presentations)—or, may do this from 6 to 8 p. m. if needed to contact buyers and sellers when they are available

Or, if you are an experienced agent, substitute qualifying appointments to show/list marketable properties for lead generating activities

3 p.m. to 5 p.m.                        Show homes to qualified buyers/present offers (see below for alternate times for presenting offers)

5 p.m. to 6 p.m.                        Paperwork/market your listings/prepare for buyer tours

6 p. m. to 7 p. m.                      Dinner

7 p. m. to 9:30 p. m.                 Present offers/represent seller at offer presentations

Balance: Your business-producing activities (lead generating, qualifying, showing, listing, offer presentations) should take 4-5 hours a day when you are new, or are re-generating your business. Your business-supporting activities should take no more than 3-4 hours a day.

Experienced agents steadily growing their businesses: Lead generate 2 hours a day in the mornings, 4 days a week.

Many more time management tips, strategies, and prototype plans are in Up and Running in 30 Days. 

Click here to get your complimentary fill-in schedule with an evaluator to help you manage time more effectively.

Right now, I’m writing a new agent training program for a major national franchise. In it, I’m guarding against the very training mistakes that cause agents to fail. (See below for what I’ve built into the program). Obviously, new agent training isn’t working very well. About half of all agents who go into real estate sales in a given year fail.  In this blog, I’ll name 3 big mistakes most training programs make, and the ‘cure’ for these mistakes.

Big question: For all that time, money, and effort you spend on training, don’t you deserve a pay-off? Why are you using it as merely a recruiting tool? I don’t believe you’re getting your money’s worth…..

Those Mistakes Most Training Programs Make

1. Don’t make agents do any work

Well, duh. If the agents don’t put to work what has just been taught in the classroom, what’s the point?

Cure: Spaced repetition training. Teach something in class, and then have the agent do it ‘for real’ in the field and report back. I know it’s harder to do, but you’ll get results. Worth it, right?

2. No accountability for action

This is kind of like #1, but I’m going to focus on lead generation here. We teach all types of lead generation techniques, and then don’t expect agents to go out and use those methods immediately and report back. No wonder they wait 6-8 months to  talk to people!

Cure: Make the course a lead generation/follow-up course with high accountability. Get an agreement prior to starting that the agent will do the work.

3. Wrong topics stressed

Take a look at that training outline. Where are the biggest modules? I’ll bet they are in the ‘technical’ area. Okay. They need to learn how to write purchase and sale agreements. But, how about all the actual business-running topics: Business start-up plan, lead generation, sales skills, time management and organization……How big an outline do these have? I’ll bet just a few pages. So, what do you think the agents think is most important?

Cure: Be sure your course focuses on business-producing activities–in the right order and foundationed by a business start-up plan–and the business-supporting activites that support the business producing activites.  (See Up and Running in 30 days, 4th edition, for these priorities).

Let Me Ask That Question Again

For all that time, money, and effort you spend on training, don’t you deserve a pay-off? Why are you using it as merely a recruiting tool? I don’t believe you’re getting your money’s worth…..

What do you think is most important to assure your new agent training gets results?


 Are you giving your new agents every opportunity to succeed? Do they have start-up plans? Are they being coached weekly in those plans? Iam proud that Dearborn Financial Publishing has just released my 4th edition of Up and Running in 30 Days. It features technology recommendations, a social media planner, a technology planner, and dozens more updates. Take a look at a short video I just did for the publisher:

Yes. Your new agents attend training. But, that doesn’t give them a detailed hour by hour schedule, nor a lead generating plan to follow. It DOES provide them lots of information. Their problem is in prioritizing it. Unfortunately, 95% of new agents start without a start-up plan! So, they waste so much time, money, and energy chasing one idea after another. You can get a coherent, proven, completely contemporary plan with the new 4th edition of Up and Running in 30 Days.

And, in this new edition, I offer tips to coaches to support their agents as they work through the plan–and get a sale in 30 days!

Click here to take a look at what’s in the new 4th edition.



If you’ve done any coaching at all, you have found that people don’t respond just because you told them they needed to be more productive—or they told you they wanted to be more productive. You may have blamed yourself for their failure to produce. Although it is true that we all need to hone coaching skill sets, failure to move an agent off ‘dead center’ is usually not a function of poor coaching skills. It’s usually a function of the coach choosing a poor candidate.

The Steps to Choose the Right Coaching Candidates 

Step One: Determine who is coachable

You and I know that a successful real estate office is built one agent at a time. Although there were 30 licensees in that office (some of whom I never met), there were many fewer workers. If we didn’t have sales volume, we couldn’t attract the kind of people who would want to be on the team to attain that vision. My first job, then, was to find out who wanted to be productive. Here are the steps I followed, and that you can follow, too, to create a coaching relationship with those who will respond positively to your guidance.

First, set up a meeting with each agent that you think is coachable. Have prepared a list of questions, arranged with a place to write his/her answers for each question. Schedule at least 45 minutes with each agent. Here are 3 of the questions you should ask:

  1. Describe how you created a successful real estate business in the past.
  2. Describe how you are creating the business that you are doing now.
  3. What would be different in your life if you had higher income? 

Coachability evaluator: Click here to get an evaluator to use with your agent so he/she can determine if he/she is coachable.

Step Two: Evaluate Your Chances of Success through Coaching this Agent

 After asking these past-based questions, take the time to evaluate whether or not you think this agent has the skills and motivation to move his/her career to a higher level. Here are three of the questions you should ask yourself?

  1. Has this agent demonstrated the ability to overcome failure in the past?
  2. Is this agent realistic about the activities required and the time frames involved, to succeed?
  3. Does this agent accept personal responsibility for production?

Step Three: Get Agreement on Mutual Expectations from the Agent

You’ve now determined who wants to work to higher goals. You’ve done your due diligence to determine whether you think they’re coachable. Now, you have to get agreement on the game plan—the plan of action. This is the point at which the agent may say, “I just want to do better on my own. I don’t need any coaching. I just want to be able to ask you questions whenever I want to, and I want you available.” If this is an agent that is not meeting your minimum production standards, I suggest you give them a choice:


  • attain specific monetary results (a listing sold or a sale) within a certain time period, or you will terminate that person (and you must be explicitly clear when you say this)


  • implement a mutually-agreed upon game plan and meet with you on a pre-determined schedule with pre-determined activity standards to be attained and goals to work toward

The game plan: Coaching often fails because it’s not anchored by a specific, pre-determined, agreed-upon game plan. Most agents weren’t taught how to organize a start-up business plan, or weren’t given one and coached to one as a new agent, so they don’t have a proven game plan. You need to have one ready.  

“George, I’m so pleased to be working with you to help you take your career to the next level. What we’ll do now is to agree on the activity standards to maintain our coaching agreement (minimum numbers of lead generating and sales activities), your goals, a time frame (should be at least 3 months), and the scheduling for our coaching appointments. We’ll agree on what would stop our coaching relationship, too (not doing the activities, not keeping the coaching appointments).”  

P. S. I’m working on an online program right now for the new or challenged agent, to get them into great business habits fast. One of the features of this program will be broker coaching. I’ll coach brokers on choosing those who are coachable, and how to coach when you have no time to coach! What do you want to see included?


This month, I’m doing complimentary coaching for both those agents in Up and Running in 30 Days, and their coaches. In this blog, I want to give you some tips from the discussion we coaches had in the first tele-conference call. These this are concerned with the most important variable which will determine the new agent’s success: 

When to start the program to assure highest pay-off

We’ll also provide some tips on how to coordinate the program with your orientation. You do have an orientation program, don’t you? If you need one, check out my orientation and operations checklists and manual template.

 When to Start Your Agents in Their Busienss-Getting Program 

First, let me ask you: What does your new agent do the first week he/she is in the business? The second week? The third week? Go to your staff and find out exactly what the activity plan is for that new agent. Here’s the critical question:

 When does your new agent start lead generating regularly?

Ask your new agents who have been in the business 6 months, “What could I have done differently to help you get a better start?”

Why is that important? Because, until that agent is lead generating the agent isn’t in the business!

 Surprising truth: In a survey of hundreds of agents under three months in the business, the majority of agents told me they expected a sale in month one! So, how does your start-up program coordinate with that expectation? Are you spending too much time orientating them? Are they spending too much time in training class? In getting ready to get ready? I’ll bet you’re shocked at what you found when you actually laid out their activity program for that first month.

 Note: In Managers: Putting Up and Running to Work, I have a flow chart of when you should have your agents into various aspects of their career start.

 Big Principle: The Longer You Put Off Starting the Up and Running Program, The More Apt the Agent is to Fail.

 Why? They get poor habits from just ‘hanging out’ in the office. They start doing business supporting activities to take up their day. They create the business of a failed agent.

 Coordinating your Program with your Orientation 

Do you have a tight, precise Orientation process? That’s so important to implement the first week that agent is in the business. Get all the ‘housekeeping’ out of the way. Be sure your agent checks off those tasks, and provides the checklist to staff. Don’t allow that new agent to drift without focus, or that agent will become increasingly non-focused.

 When to Start the Up and Running Program

 In week two. Why? Because, if your new agent expects a sale fast (and they do, whether they tell you or not), they must start lead generating NOW.

 A Great Idea from One of the Up and Running Tele-Conference Attendees

 Sometimes things just don’t get started on the right foot. If that’s the case in some of your Up and Running implementations, it’s okay to ‘re-set’ the clock. Why? It’s important that your agents feel energetic and optimistic about doing the program. They must have recognition, appreciation, and ‘wins’ to keep going.

 What did you learn when you analyzed your ‘start-up’ program for your new agents? What are you changing? Let me know. Thanks for your dedication to helping agents get the start they need to succeed.

This is the resource package I’m referring to. It will greatly shorten your timeframe in hiring and getting that agent started. It will increase your production and profits, which makes it much easier for you to recruiting successfully. Check it out: The Manager’s Up and Running Coaching System.

Free bonus: When you order it, you will receive 2 customizable flyers for promoting the program both inside your company and to recruits.

It’s estimated that an agent who fails in six months costs a broker between $10,000 and $30,000! So, if you’re hiring only one a month who fails, you’re easily losing $10,000 each month!

 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—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?

This Market Won’t Cover Up an Inadequate Selection Process

In a fast market, ‘accidental sales’ buoyed poor agents and made them look as though they were actually selling enough real estate to be a ‘median’ agent. When the market left, so did the agents’ ‘mirage’ of decent production. Now, 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.

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