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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 Peak Performance

coaching hand upHave you made someone’s day today? Many times, we’re so caught up in our challenges and putting out fires we forget to give a little time to appreciating the positive actions others take. Yesterday, I got a very touching card in the mail from my friends at the Northwest Chapter of the National Speakers’ Association. I’ve been a member of National Speakers’ Association for over 2 decades, and have been very active in our chapter, although I’m not now. Even though I know only a few board members, they all took the time to write me a note for a challenge my family is experiencing. It not only made my day, it made me feel as though I had made a positive impression on their lives at some point!

So, if you want to lift yourself up, take the time to lift someone else up! It not only will make that person feel wonderful, it will make you feel wonderful.

Motivation and Appreciation

As managers and trainers, we know the need to motivate. Yet, most of us aren’t students of motivation. No need to memorize psychologists’ names or read thousands of pages on motivational theory. To motivate best, you just need to apply this key principle:

The best positive motivator is appreciation

What do you appreciate? I don’t mean necessarily trophies in front of thousands! (Some people hate that one!) I mean those little things. Why appreciate to motivate?

Behavior that’s rewarded is repeated.

How often do you appreciate? Much more than you think! (When is the last time you heard someone grumble because they were appreciated? Not!)

One minute action for the day: Make a list of the different ways you motivate by appreciating. Now, tally the number of times you have motivated someone using one of your appreciation motivators this week. How high can you go? The more you appreciate, the better behavior you get.

For a list of 25 ways to appreciate, plus basic principles of motivation, click here.

Upping your appreciation motivation gets you something we managers yearn for: Appreciation for our hard work…..

Let Me Help Motivate your Agents to Greatness!

logoManagers have huge responsibilities. I know–I did that job for almost 2 decades! Let me help you. Up and Running in Real Estate has lots of positive motivation and encouragement built right in. It also has a coaching component, to make it easy for you to track your agents’ progress. Take a look. I’ll help you guide your agents, train your agents, and motivate your agents.

man ponderingThis month, I’m focusing on helping you retain your new people.

Managers: What’s your retention rate for new agents under 6 months in the business? Do you know? Do you have a goal for it? Now, I don’t mean how many agents you hire who stay in the business no matter what they do! That’s not profitable to you! If you don’t know your retention rate now, figure it out. But, drop out those who are staying in your office without production–just because you don’t ask them to leave!

How Much Money Is Low Retention Costing You?

Do you know how much money it’s costing you if you have too low a rate? What rate do you think is reasonable to expect? In another blog, we’ll discuss the line items that you should use to figure your retention rates.

I’ll bet 90% of managers can’t answer all the questions above. Although no manager would ever tell me he/she hires just to see what sticks to the wall, in reality, that’s what much of the hiring still looks like today.

One View: Hiring Everyone Is Just OK

If you think that’s true, then, what’s it costing you in management and training time? Management and training turnover? It doesn’t take too many agent failures to make a manager give up. I know. I’ve coached many of them. Managers need to feel that the agents they hire are going to work, so that the manager’s time and expertise is respected and rewarded. Is your hiring expectation supporting your manager, or not?

What’s it costing you in your ability to recruit winners? Agents know the ‘aura’ and culture of an office. Don’t kid yourself. If you load your office with non-producers, you’ll get to be known, as an office was known when I started managing there–as the office that ‘you go to if you don’t want to work’. What are agents saying about your office? What do you want to do about it?

Three Things You Have to Have in Place to Get your Good Hires a Sale Fast

Obviously, you have to have a great screening/interview process. But, for now, I’m going to assume you have just that. So, here are the three things you have to have in place to get those agents a sale NOW:*

(My study, that I show in my ebook for would-be agents, What They Don’t Teach You in Pre-License School, revealed that over half the new agents (under 3 months in the business), expected a sale in their first 30 (yes, 30!) days in the business!). So, your 3-step system has to have that as a goal. Why? Because your agents, whether you know it or not, are mentally out of the business in 3 months if they haven’t gotten a sale.

1. A thorough on-boarding system

Take a look at your first 3 weeks in the business for your new agent. What is that agent doing every day? Do you have checklists? Processes? Someone dedicated to coaching them through those first 3 weeks? In my next blog, I’m focus in on that on-boarding system you need. Studies show that ‘workers’ success and loyalty, plus their retention, is cemented–or not–in the first few weeks they’re in your office. Is your on-boarding system a ‘loyalty-glue’ maker?

2. Someone completely dedicated to guiding them through the onboarding and business-start up systems

Do you have a coach specifically dedicated to assuring your new agents get on track and stay on track? That coach may be you–but someone has to do it. You’d be amazed the number of times I hear newer agents tell me that there’s no one dedicated to coaching them to a start-up plan? Why? Isn’t each new agent hired worthy of that dedication? Or, if not, why were they hired? (remember that ‘throw them up against the wall’ approach?)

3. A specific, accountability-anchored business-start-up plan supported with training modules

Imagine your new agent sitting at her desk. How does she know what to do each day to get that sale quickly? Does she have a specific business start-up plan supported with training so she knows how to do the work? If not, she is just floundering, trying to pick up ideas from those agents who stay in the office–because they’re not working with clients! How would you rate your start-up plan?

How did you rate yourself on the 3 systems above? What do you want to work on first?

logoDon’t Reinvent the Wheel: The Start-up Plan, Training, Coaching, and Accountability is Here

It literally took me years to put together this unique online program, Up and Running in Real Estate. Why not let me take a huge burden off your shoulders and provide you 2 of the three things you need to jump-start your agents? Take a look at Up and Running in Real Estate and the companion Coaches’ Corner. You’ll reap many more rewards for a small investment, and find it easier to recruit winners.

time management guy with clockManagers: Are you systemized–or, is your office piles of papers–that you can’t find when you need them? Are your systems up to speed? On a scale of 1 to 10, ten being high, how would you rate your organization and your systems? Do you seem to be grabbing at papers right before your recruiting appointment? Do you find yourself sketching a training outline five minutes prior to the training start time? If so, you’ll want to take some time to “systematize” yourself. Why?

Save time

Get more done

Lower your stress levels

Enjoy your job more

(See the end of this blog for a link to systems you need in place).

Why do Managers Need Systems?

Good agents today have systems for each process they manage. For example, an agent has a listing process system, which includes the materials, packages, and checklists to manage the process. With those systems, agents can not only the manage the process, they can delegate the right activities to their assistants. (See my blog link at the end of this blog for systems agents need).

Managers Don’t Have Nearly the Systems Agents Have

Think about the systems, processes, and checklists you, as manager, recommend that your agent create to accomplish the critical tasks, or activities, in his business. Now, compare that with the tasks you, as manager, have to accomplish in your position as “people” manager. Work from the tasks to systems to manage these tasks. To prioritize the systems you want to develop, first:

1. List the tasks you do as manager. Now, list the parallel the tasks agents do.

An example: A critical task an agent does is to prospect. Good agents have systematized that process into a marketing plan, complete with specific tactics, dates, and budget. Managers must prospect, too. They prospect for agents.

Does your prospecting (recruiting) plan for agents resemble that of your best agent’s marketing plan? Is it as systematized? Does it have the materials, time frames, budgets, and delegations that good agents have in their plans?

2. Prioritize your tasks as they relate to accomplishing your main objectives. What are the most important tasks you do as manager to assure your office makes a profit?

An example: If recruiting is very important to reaching your objective, how complete is your recruiting system? How organized is it? Who is involved with you in your recruiting plan? How well are you delegating the systems?

Your Job Description Comes First

Developing systems first requires that you’ve prioritized your job description. (Wait: Do you have a job description?) Then, you must either create or purchase systems to manage these processes. One reason managers haven’t systematized their work is that managers have few resources for systems organization. To actually systematize their work, they must create these systems from scratch. Given the myriad of activities managers must accomplish, that’s a daunting assignment. Instead, many managers stay in “crisis” management, which admittedly takes up a lot of the day, but doesn’t allow the manager to move ahead as a leader.

In contrast, agents have many resources for systems organization, both purchased and exchanged with other agents. First, there are many more agents than managers, and agents coming into the business each day. So, there is a larger market, and need, for agents’ systems. In addition, agents have led the way in organizing their businesses to delegate to assistants. It’s become ‘the thing’ to do.

Resource List of Needed Systems

Click on Managers Package and Systematize for a list of systems and process you need to manage your business with grace and lower your stress level.

Want to know what systems your agents need? Read my blog on systems for agents.

LM Cover

Let Me Help you Get your Systems in Place–and How to Use Them

It would take you years to create the systems I’ve already created–and are available in my one-on-one leadership coaching program, Leadership Mastery Coaching. If you’re tired of working too hard for too little pay-off, why not do a complimentary consultation and see how Leadership Mastery can benefit you? Click here to schedule your 1/2 hour appointment.

hands of keysWhat does my piano teacher have to do with real estate coaching–or training? Everything. Here’s what I learned about coaching great performance–not from a business coach, but from my great piano teacher (in fact, I’ve had many of them.)

As you know, some pianists become great, while most others just become good enough to play the notes. It’s the same with trainers’ outcomes. Last week, 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. As you read this, ask yourself, “How am I, as a trainer and/or coach, applying these principles?” “What outcomes am I getting?”

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 Coach ability 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.  In my online coaching program for new agents, logoUp and Running in Real Estate, I’ve put these components into the program as a integral way to assure great performance.

training up stepsIs that person who you want to coach–or wants to be coached–really coach able? In my earlier post, I discussed attributes that a potential client must have to be ‘coach able’. Here are two more attributes. Why are these important? So you don’t get into a coaching relationship that is doomed to fail.

At the end of this blog, grab my Coach Ability Evaluator. Use it with potential coaching ‘clients’.

Consideration and Attribute of Potential Client:  Do You Recognize Mentors or Coaches Who Partnered in your Success?

It is amazing to me how many real estate professionals say they ‘work alone’. They say they have nothing to do with anyone in their office, and impact no one. (Really? Our actions impact no one? That must mean we’re pretty insignificant…) While real estate success is certainly due to one’s efforts, to think that we are virtual ‘islands’ of knowledge and action is not only ludicrous—it’s dangerous. Before you fall for that ‘I alone am responsible for my success’, I have a question:

Who in your life mentored you, coached you, parented you, advised you, encouraged you—and set you straight when you needed it? How many people can you name? This can be positive or negative, too. We learn as much or more from a bad experience as a good one!

If you truly can’t name anyone, you don’t believe that others can help you ‘break through your ceiling of achievement’. Could that mean YOU don’t believe you can break through…..or that you have great fear of ‘being flexible’?

Consideration and Attribute of Potential Client: How Accountable Are You Willing to Be?

This is actually the ‘biggie’. If you’re not willing to be accountable to your own actions—and to your coach—DON”T start a coaching relationship! I know many of you think accountability is a dirty word. It’s true that some coaches (sports, music, etc.) have accentuated the down side of accountability—being punitive, negative, critical…(There are a lot of inept coaches out there.) No wonder people don’t want to be accountable if they think they will be punished for any wrong action (or inaction). But, that’s not what I’m talking about.  I’m talking about a situation where you make a promise and keep it. In doing the promised action, you are guaranteed to get praise—and results.

The Natural Reticence to Answer to Anyone

I launched an online training/coaching/accountability results-based program called Up and Running in Real Estate. I essentially put the principles and processes from my best-selling book Up and Running in 30 Days online. But, it’s now 8 weeks of planned actions—my business start- up plan step by step. I built in the parameters I have learned assure the greatest success:

  • A coaching component
  • Lots of encouragement
  • Processes and systems that are ‘self-teaching’
  • Guess what many participants do with the program? They do some of the work (they love the multiple choice tests) but don’t do the business-producing work. By their actions, they are not accountable to themselves or to their coaches. So, of course, they aren’t getting the results—and they can’t get appreciation and recognition—two big drivers to continue the motivation. How unfortunate!

My question to you: What times in your life have you been accountable to actions and to someone else—and enjoyed the experience? Are you running away from accountability because you haven’t experienced the ‘up’ side?

 So, are you coach able? Is your potential client coach able?

Armed with the answers to the questions in this blog, you can assess whether you will benefit from a coach. And, managers and coaches, you can help your potential client figure out whether she is a good candidate for coaching.

The Coach Ability Evaluator

I have been coached by the ‘best in the business, first as a musician and then as a real estate professional. I’ve learned what works. Because of my performance background, the coaching methods we use at Carla Cross Coaching are much different than most. From all these experiences, I’ve discovered who is coach able and who is not. Find out more here.

Click here to grab my Coach Ability Evaluator.

LM CoverWhy not see if Leadership coaching is for you? You’ll get practical strategies to be more profitable and Carla will help you translate everything you do in the Leadership coaching program to working with your agents. Click here to arrange a Complimentary Consultation.

 

 

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.

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!

coaching hand upWhat’s your advice to new agents? 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.

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?

 

 

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!

Beatles laterWhat 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. I’ve put the first two lessons in my previous blog, and here are the last three.

Take your presentation apart and rebuild it with new elements.

You know the great ballad Yesterday (see, you’re humming it in your head!). But, did you know McCartney originally sang it with just acoustic guitar accompaniment? Martin added a string quartet, and that’s how that mellow, full, ethereal sound was created.

Have you gone outside your comfort zone with your presentations? Have you gotten some coaching to polish and improve? Have you polished your recruiting presentation recently?

Think outside the box—for a change.

Martin took his classical music background and added Souza marches and a calliope to Sgt. Pepper’s. But, he didn’t just add them—he cut the tapes in pieces, turned them upside down, and switched the phrases to provide a somewhat chaotic, yet captivating mosaic.

Are you thinking outside the box? What have you done for the first time this year? What have you done differently? How are you keeping your business fresh and exciting?

No one succeeds alone.

As you can see from these examples, Martin’s genius and the Beatles’ creativity resulted in something that had never been heard before—and will never be replicated again. But, what would they have been without each other? The Beatles would have been just another English rock ‘n roll group, and Martin would have been just another successful record producer. They melded their talents and were both flexible and adventuresome in trying new approaches.

Who’s your partner in success? Real estate agents like to think they do it all on their own. But, studies show that virtually no one succeeds alone. Yes, someone may be the ‘front man’ (or woman), but there’s a partner behind the scenes, making everything better.

Remember to thank that partner now and then. It could be your manager, the owner, a trainer, a coach—or your family.

Now, take these five life lessons to make your real estate career even more spectacular!

LM CoverAre You Achieving What You Know You Can?

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 world 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?

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