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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 Presentations

trainer sayingAre you training ‘know-it ‘alls’ or ‘do its’?

This month, I’m featuring training. Why? Because you’re probably hiring like mad in this fast market. So, if your training systems aren’t keeping up to your hiring demands, read each of these blogs.

Note: I’m doing a series of digital newsletters for trainers this year, called ‘Behind the Mic‘. If you’d like to be included in my mailing list, go to my Carla Cross website home page, www.carlacross.com. Toward the right bottom, there’s a request to join Carla’s Community. Join, and you’ll get newsletters and resources FREE as a member. If you want to only receive the Trainers’ newsletters, state you are a trainer.

Are you standing in front of your students to create better performance, or more knowledge? If you are want to train, it’s very important to clarify for yourself exactly what your role is. Why? Because it will determine the outcomes you get.

I learned this the hard way. After graduating in piano performance, I applied to and had been awarded a scholarship to UCLA as a graduate assistant in the music department. But, after I was at UCLA a few weeks, I became disillusioned, for I found out that the UCLA music department was all about ‘knowledge’, not performance. Professors earned tenure by publishing papers about sixteenth century Elizabethan madrigals–but they didn’t have to be able to play the madrigals…My interest and experience in music had been performance.

Are You After Better Performance or More Knowledge?

I’ve never forgotten that lesson about the difference in the knowledge about something–and the performance of it. Which is more important in what you’re teaching? What do you want your students to be able to do as a result of your presentation/training? Sure, just like musical performance, you must have some technique to perform. But, also like musical performance, lots of knowledge doesn’t make you a good performer.

If You Want Better Performers…..

Here are five areas to look at to assure you’re creating performers, not just know-it alls.

1. What percent of your program is instructor focused? That is, the instructor performs. If it’s more than 50%, you have a knowledge-heavy program. Model your program like the piano teacher teaches piano. He talks very little, demonstrates some, and listens to the student play and gives positive reinforcement and re-direction. The teacher knows he taught because the student can play.

2. Do you choose your instructors based on their knowledge and their ability to deliver the message attractively? Start choosing your instructors, instead, on their ability to facilitate performance. They should be able to demonstrate a role play, set up a role play, and draw conclusions. Like great piano teachers create increasingly difficult programs for their students, your instructors should be able to craft ever-increasing difficult rule plays. Think of them like creators of ‘virtual reality’.

3. Who is held accountable for the program–the instructors or the students? In most programs, we ‘relieve’ the instructor if he doesn’t get good reviews from the students. The instructor’s the only one accountable. Turn it around. 75% of the accountability should be on the students to demonstrate they have learned the skill. Why? Because, without student accountability, managers get your ‘graduates’ who can’t perform.

4. Is your focus on curriculum? Are you attempting to create value for the program to management or owners by providing more information than the other school? Most training programs could cut 50% of their curriculum and graduate better performers. Instead of focusing on curriculum, create your program as ‘virtual reality’. Have a system that provides a series of “performance building blocks”. Don’t tell them all about playing a concerto. Just tell them enough to let them ‘get their fingers on the keys’.

5. Are the objectives of your program knowledge-based? How do the students graduate from your program? Do they pass a written exam? Managers want a graduate who can perform the activities of a real estate salesperson to reasonably high performance standards. A good training program should identify, teach, observe, and coach performance in several critical performance areas until the student can perform well enough to graduate.

The Right Performance ‘Test’

As a piano performance major, each term, I had to play a ‘mini-recital’ in the music auditorium for an audience of four–all piano professors. I couldn’t just talk about music theory, or answer a multiple choice exam. I had to play. And, to pass the ‘course’, I had to play to certain set performance standards.  The more your training program resembles the ‘virtual reality’ of your specific performance, the more valuable your program to the people who hired your students –and you.

In the next blog, I’ll tell you about the latest trends in training–and why you need to adopt them now!

logoAre You Making it Hard on Yourself to Train ‘Newbies’?

Why not take off the pressure and let me help you. I’ve created a comprehensive online training/coaching program for new agents: Up and Running in Real Estate. I’ve included 25+ training videos and 50+ documents, systems, and how-tos. And, I want to include you–since your interest and dedication will make all the difference to that new agent’s success. So, I included Coaches’ Corner–all the information you need to coach an agent to this program. See more here. 

 

red flagDo you use a planned, consistent interview process? If you do, you will easily discover those ‘red flag’ areas–those areas you must double-check to assure that candidate is qualified to work with you. If you don’t use a consistent interview process–when every interview is a ‘wing-it’ experience—you’re constantly thinking about what to do next. We can’t pay attention to those red flags which pop up and wave themselves in our faces. We’re seduced, too, by what we perceive as the candidate’s attractiveness for us, and we tend to ignore those red flags. If you’ve ever hired someone, and then discovered, that person had a ‘secret’ he kept from you in the interview, you know what I mean!

Methods to Discover those Very Important ‘Red Flags’

Here are some methods you can build into your interview process to avoid those costly hiring mistakes:

  1. Use an application consistently, or at least ask the candidate to answer some questions in writing (have all questionnaires approved by an attorney to assure they consist of legal questions)
  2. Ask the prospective candidate to complete some tasks prior to the interview, so you know if the are willing to make you ‘leader’ and learn from you
  3. Create a professional interview process you follow consistently*
  4. Create ‘behavioral predictor’ questions (questions based on their past) and practice those questions until you are a master at them
  5. Use a behavioral profile (like the DISC) to check your observations and learn more about the candidate. Learn how to ‘validate’ the behavioral profile with the candidate.
  6. Quit being in a hurry to hire every candidate, and choose those candidates more carefully. After all, they reflect your vision and values.

(Remember, if you do it for one, you must do it for all!)

How many of these points do you take advantage of?

For a copy of my 8-step interview process, click here.

What a Systematized Interview Process Does for You 

You will not only hire better candidates, you will avoid those awful ‘surprises’ after committing to that agent (and I’ve had some doozies, as you probably have had, too). You will gain the respect of your team, because you aren’t giving them a problem, but a solution. You will find hiring winners easier, because that candidate is judging your competency as an interviewer and leader at the same time you are judging that candidate’s appropriateness for your team.

blueprint_ebook_cover4

Quit ‘Winging it’ And Get Systematized!

How do you think the candidate regards you? Are you organized, systematic, and professional in your interview process? Or, do you ‘sell’ the candidate instead of asking lots of questions first? Do you have a method to capture candidates’ answers to your critical questions? Do you even have a list of questions you always ask? If you know you could polish that all-important process and hire more of those great agents you want, grab the most proven, effective interview process around: Your Blueprint for Selecting Winners. All digital so you can use it immediately!

Click here to see more.

What are you looking for–and what aren’t you looking for–in a real estate agent?

This month, I’m featuring recruiting. Why? Because it’s the life blood of real estate success. Unfortunately, too many managers, though, don’t honor it as such.

Knock-Out Factors

First, let’s tackle what you’re not looking for! What are your knock-out factors?

Here are some of mine. Grab a pen and write yours. Now, include these as questions in your pre-interview phone questionnaire. (You do have one, don’t you?)

knox-pdf_page_08

(See Your Blueprint for Selecting Winners for a full list of pre-interview questions.

 

 

 

 

 

What ARE You Looking for in a Real Estate Agent?

You’ve listed the knock-out factors that would disqualify the candidate from an interview–or a second interview. Now, let’s look at what you are looking for:

Take a look at the categories below.

knox-pdf_page_09

Now, write the specific skills, talents, and qualities you’re looking for that would add to your team in your office:

 

 

 

 

 

The last question for you in this blog: Do your interview questions reflect what you’re looking for? Write your 3 favorite interview questions and see if they are revealing exactly what you’re looking for. If not, why are you asking them?

In our next blog, I’ll share the best type of interview question you can ask!

blueprint_ebook_cover4Save Time and Recruit the Right People with a great Interview Process

Are you wasting time interviewing and not hiring? Or, interviewing and hiring and then finding out they aren’t a ‘fit’? This resource will help you stop all that and provide laser focus and skills for hiring with confidence.

Check out Your Blueprint for Selecting Winners now–all online for immediate download.

finger wantWe’ve discussed the importance of systematizing your recruiting. I’ve given you information about the contents of a pre-first visit folder. Now, let’s take a look at the folder you need to create for that all-important interview process. First: Do you have a firm system for your process? What percent of interviewers do you think use a planned method? What percent ‘wing it’?

Note: Although we know recruits are the lifeblood of our offices, it’s amazing how we continue to try to ‘wing it’ during the interview process. Assembling these materials will assure that you never are flying by the seat of your pants–or look like it to the candidate!

Keeping Track of Candidates is Tougher than it Seems When You’re in the Recruit Mode 

How are you going to keep track of each candidate? If you’re interviewing five to ten candidates per week (the number necessary to build your office at a rate of 4-5 people per month), you will need a method to keep these candidates in mind. (It’s really embarrassing to wrong recall something about a candidate in an interview—and find out you have the wrong ‘Barry’….)

Here’s what should go in the candidate selection folder:

  •        Phone interview questions and candidate notes from phone interview
  • Candidate needs assessment questions
  • Candidate’s application (be sure your attorney reviews this for legalities)
  • Candidate behavioral predicting questions See The Complete Recruiter and Your Blueprint for Selecting Winners–information on these resources is below)
  • Post-interview checklist

Of course, prior to the interview, you’ll want to gather your presentation and a notepad to keep notes.

Armed with these tools, you’ll not only appear to be organized, you WILL be organized. Your good candidates will appreciate your professionalism, and will be drawn to you. The poor candidates probably won’t care (and neither should you…).

For a checklist of recruiting processes and systems needed, click here.

Want to avoid re-inventing the wheel? Check out my recruiting resources here.    

Here’s the only comprehensive interviewing process I’ve ever seen in real estate. Why not be better than those other interviewers with the best professional system you can use?

Check out Your Blueprint for Selecting Winners. 

http://www.dreamstime.com/royalty-free-stock-photography-leadership-elements-qualities-image25801327Recruiting: Here’s what you need in your pre-interview package. This month, I’m focusing on recruiting and selecting systems, to help you work faster and better and recruiter winners.

Remember the Chinese water torture? Drip, drip, a drip at a time. That’s the key to recruiting successfully. Here’s another ‘drip’. You’ll want to provide your candidate after that first interview another package with the information you think the candidate will find useful. Here’s why:

We remember only 10% of what we heard three days later!

Unfortunately, candidates don’t remember much of what we discuss in the interview. Or, they remember it wrongly. It seems easy to us, but, it becomes a muddle to them when they interview five companies in as many days. So, take the time to assemble what I call the ‘after first-visit’ package or post-interview process. In it, you’ll reiterate important points, and again differentiate yourself and your company.

Systemize Like your Great Agents

Great agents assemble these packages for sellers and buyers. You are modeling the behaviors you want to teach the agent. You can explain the parallels in the interview process. This is a very strong recruiting strategy. The old adages

 We believe what we see, not what we hear

and

 Do as I do, not as I say

are true, as we know ‘in real life’.

In Your Post-First Visit (Post-Interview) Package

Here is a sample list of the materials you may include in an after-first visit recruiting package. Note that some of the material is duplicating your pre-first visit package. Also, sometimes you won’t have the opportunity to provide a pre-first visit package. Of course, you’ll always have the ability to customize each package. However, it’s much easier to do this from a prepared package than to start from scratch each time.

Letter from the manager explaining what’s in the package

  •        Training calendar (you do have one, don’t you?)
  •        Training brochure
  •        Company/office/manager story
  •       Attractive company/office/manager statistics
  •        Articles featuring company/manager
  •        Costs of affiliating  with explanations

Bottom Line: You’re Proving your Competency to Each Candidate With Every Recruiting Process You Do

Well-assembled packages reflect clear thought processes. Merely putting these together will clarify your recruiting and selection story. It will help you figure out and communicate your culture and values. It will provide you differentiation and memorability. It says to the candidate, “I prepared for you. Your time is valuable. I am here to dedicate my skills and talents to help you develop your business.”

You will recruit more and better agents, you will save time, and you will be able to delegate or ‘clone’ yourself by hiring a manager or recruiter when the need arises.

For a checklist of recruiting processes and systems needed, click here.

Want to avoid re-inventing the wheel? Check out my recruiting resources here.     CompleteRecruiterfor web OBrecuiter

audience sleepingThis month, we’re focusing on training. Why? Because it should be a huge part of your value proposition. After all, you can’t just recruit them–can you? You need also to have a complete development system. Coaching and training ARE your development system.

Having trouble getting them to training? Authored by one of our Senior Career Coaches, Jodi Sipes, M. A., this second article of our series shows you how to market your training to attract your agents and get them excited as students! Jodi’s advanced education in adult learning, plus her years of experience creating and implementing exceptional training for new agents, gives her a unique perspective. Here are invaluable tips as you take action to control your income in these shifting markets. You’ll make your training an awesome recruiting tool, while making it effortless to implement training week after week.

Don’t be Dull! Set up Themes to Pique the Curiosity and Up the Attendance

Don’t just list the topics you are going to present. Create themes. For example: Listing month! New Year Planning! Spotlight on Buyers! Now that you have the over view of training and components put together, make sure that they compliment and support each other. For instance, when you are training new agents with the Advantage 2.0 new agent training schedule you should have supplementary training/practice days in your office. This is also a great place for experienced agents to grow as trainers—plus, their time will be saved, as they will teach everyone at once, instead of having a bunch of new agents knocking on their door with questions all the time.

Get Creative! Give it a Provocative Title

We see lots of training calendars in our training consulting. Most of them are dull as old brick! Don’t just list the topic. Instead, get creative. Make the topic interesting, even provocative. Put a new ‘spin’ on the topic. For ideas, read the names of programs given at your state and national conventions. Some of the topic names are really creative!

Give it a Double Punch for Double Learning

Don’t just teach the curriculum. Find ways to expand that subject from all the angles. For example: When you have a new agent training section on listing presentations you should have a top Realtor from your office give a demonstration on an effective listing presentation or an effective CMA. When you work with Buyer’s presentations, have a lender come explain the issues and requirements Buyer’s face. Lead follow up and business planning create a good time for software vendors to show their programs. Marketing sections offer an opportunity for affiliates to show how they can support agents, and for vendors to show how their products can support agents. These supplementary classes are great for all agents of all levels.

Alternate Formal with Casual for the Unexpected

It’s also great to incorporate casual (brown-bag lunch—agent “Rap” session) support groups to encourage agents to share their ideas and frustrations. This creates a “teamwork” feel to your office, and helps agents through current challenges. When the manager shows up at these for the first part, agents can get their questions answered in a format that answers these for many agents—saving the manager time!

One of your Biggest Problems Solved: Getting them to Attend Enthusiastically

Here are 3 surefire ways to get your agents to attend—and get recruits to attend, too!

1) Leverage Affiliates
Title representatives, mortgage brokers, escrow companies, home inspectors, and others can support your training calendar by adding lunches and other incentives to improve attendance. The best benefit is that this is a win for everyone, and forges bonds between agents and affiliates. The benefit for the affiliate: they get in front of your agents and get to know them—building trust. The benefit for the agents: they get hands-on training from people who are “out there doing it now,” and they get to know a variety of affiliates so they can decide if they would like to do business with them.

2) Create Positive Expectations for their Accomplishments
For new agents, create a booklet that details all the classes you expect them to attend in their first year. You can use this to set mutual expectations at the time of hiring. Check off each class as they complete it, and celebrate their growth! Everyone should celebrate when they get their first listings and sales, too. The booklet helps them keep it all straight, and is a tool for you to keep track of their progress, as well.

3) Be Lavish in your Recognition/Improved Performance
Have drawings or special prizes and recognition at meetings for the agents who grow to a new level through the office training. Use their testimonials when you market the classes to your agents. When an agent admires the performance of another, they will want to model what they do.

Remember that putting together world-class training is a process, and will not be all you want it to be right away. It takes planning, support from your agents and affiliates, and time to catch on and develop. You can grow and improve each year!

We are here to support your agent development systems. Talk to us about coaching you in developing world class training. You’ll go further faster, and have time to do all the other management duties you know you should be doing!

LM CoverAre You Recruiting as Many as You Want?

Let us help you create a recruiting plan that works. Then, we’ll help you career complete Career Development Systems for both new and seasoned agents. Now, you have systems. You can expand. you can relax a little. Why not check out Leadership Mastery Coaching with a complimentary consultation?

trainer at boardThis month, we’re focusing on training. Why? Because you can recruit your heart out, but, if you’re not developing each agent to his/her potential, you’re not retaining! (and you have a revolving door……)

By the way, check out my website for a free coaching product ($100 value) as my thanks to all you trainer/coaches.

Authored by one of our Senior Career Coaches, Jodi Sipes, M. A., this blog shows you how to create a training calendar you’re proud of. Jodi’s advanced education in adult learning, plus her years of experience creating and implementing exceptional training for new agents, gives her a unique perspective. Here are invaluable tips as you take action to control your income in these shifting markets. You’ll make your training an awesome recruiting tool, while making it effortless to implement training week after week.

Why bother to create your year’s training calendar? With managers running in 50 directions at once, time management is a huge issue. Designing a training calendar allows managers to get their systems under control. It allows managers to delegate some training duties. Outcomes: More production, more profits, and better retention!

Your First Step in Creating that Calendar: Get the Rhythm

Before you try to create that calendar, consider the rhythm of your year. When do you hire the most agents, when is the market busiest, what seasonal issues do you want to address? For example, you’ll want to decide when is a good time to focus on listings, what issues come up at tax time, etc? This will give you a good over-view of how to plan your education and training.

Your Second Step: Decide the Major Issues You want to Train To

Now, it’s time to decide this:
If there were one thing my agents could do better that would raise productivity more than any other single thing, what would that be?

Answer that question, and you’ll get the major issues handled in that calendar. For example: If you have an office with many new people, you probably have fewer listings than you’d like. Or, your listings may be sitting in your shifting market. So, a major part of your calendar will be high-activity training to the listing process, focusing on getting marketable listings. A major mistake managers make in creating calendars is to merely drop in whatever they think agents would like! Don’t do that. You’re in control, and you need to train to the outcomes you need—and should expect.

Your Third Step: Make a System for New Agents

If you are hiring brand-new agents you will then need to schedule for them:

• Recruiting/hiring group informational events
• Orientation (Office equipment, your brokerage procedures, meet affiliates, etc.)
• New agent education (how to fill in forms, how to complete quarterly taxes, etc.–this should be in sync with MLS and Realtor Association training) At Carla Cross Seminars, Inc., we call this “Technical Training”.
• New agent start-up plan/coaching sequence so they go to work the first week. Our start-up plan and coaching companion is Up and Running in 30 Days.
• New agent skills training and practice/support sessions (how to answer objections, qualify buyers and sellers, etc.) Our complete training/coaching high accountability system for this is Advantage 2.0.

For a complete system already written, see our New Agent Development System, which encompasses selecting, orientating, business planning, and high accountability training—all congruent, all planned and systematized in the right order for your ease in implementation. We also provide a comprehensive new agent calendar for you to use within this program.

To assure you’ve covered the right bases, ask yourself about your desired outcome: What do you want your new agents to know, and be able to do in their first year?

Your Fourth Step: Make a System for your Experienced Agents

Here are some of the training issues you will want to consider:

• Sequence of business-building training (taking them to the next level)
• Yearly planning and Goals (this should be done in November of the prior year)
• Keeping them up-to-date on the law and technical issues (required classes, new forms, legal issues, new developments like more condos in the area or re-zoning)
• Life-style enhancement (time management, hiring an assistant, etc.)
• Train the Trainer class and opportunities to teach if they enjoy giving back to others (this is a great retention tool)

I know–it’s a big commitment. But, when you have your training systems fully in place, and you start measuring results, you’ll see the fruits of this labor.

logoWhy Not Make It Easy On Yourself: Up and Running is Done for You!

It takes me a year+ to write a training program, and I’ve done it several times! How long will it take you to write a program? Why reinvent the wheel? It’s enough to expect you to coach those in a program, not write it, and teach it in addition! Check out my comprehensive, high accountability, training/coaching program for agents under 2 years in the business. If you want to get them started fast, and are willing to coach them to the program, you’ll love the results. See it here.

trainer hand in airThis month, we’re focusing on training. Why? Because you can recruit your heart out, but, if you’re not developing each agent to his/her potential, you’re not retaining! (and you have a revolving door……)

By the way, check out my website for a free coaching product ($100 value) as my thanks to all you trainer/coaches.

“Oh, no. I’ve been doing EVERYTHING wrong!” That’s what one of my attendees groaned after I explained the training calendar evaluation tool I created to help trainers assess their training programs. Too often, I see training programs thrown together from various cobbled (and ripped off….) sources. Sure. You can do that and call it your training program. But, it makes for a disjointed, shattered ‘picture’ of your company and culture. And, it doesn’t work to get what you want—more production and profits.

Here, I want to share an analysis tool I created that will help you see the good and challenging parts of your training program and tune it up to really make a difference in your company.

Do You Really Have a Training Program?

When asked this question in a National Association of Realtors’ survey, the majority of the brokers said they did have a training program. But, what does that mean? What does it encompass? How would I know you had a real program? Here are the three questions to ask yourself to see if you really have any type of cohesive, coherent training program focused on the results you want:

1. Is your training program a part of your business plan?
2. Have you created a training calendar so you know what you’re doing and when you’re doing it?
3. Could I look at your calendar and see exactly why you had scheduled those events—and that they had cohesiveness to your ‘big picture’?

Evaluate your Training Program Now

The training calendar evaluation tool I mentioned above is invaluable to see how effective your training program really is—and to target the changes you want to make so you’re training with purpose.

At the end of this blog, I’ll share it with you. First, let’s walk through it.

What Kind of Training Are You Offering?

Look at your training calendar. If you don’t have one, simply take a 3-month calendar and write in the training you’re providing.
What’s the ratio of business-producing vs. business supporting training modules? When I see some training calendars, I can see why their training is not increasing productivity. All their modules are concerned with business supporting subjects (technical knowledge): home inspections, the law of agency, websites, social media, etc. That’s all nice, but what does it directly do with creating productivity? Here’s the path to a sale:

Lead generation

Interviews/qualifying buyers and sellers

Listing homes/showing homes

Selling a home/listing sells        $$$$$$$$$$$$$$$$$$$$$$$$$

If you want to increase productivity and profits, your training calendar needs to reflect your training in these business-producing areas.

What are you training to that will make a real difference in your productivity and profits next year? Put that in your business plan.

What Does Your Profit and Loss Statement Tell You to Train To?

Take a look at your P and L. What’s your ratio of listings sold to sales? Do you like that ratio? Would you like it to be different? Do you want more sold listings? If so, start training to that. When I took over a failing office, I saw the ratio of listings taken to listings sold was a miserable 30%! So, I started action-focused training on the whole listing process. I had them role-playing their hearts out. I did a listing presentation play-offs  In short, I trained them specifically to change that ratio for the better. By the end of three years, our ‘conversion’ ratios were 85%–the highest in the area.
What is your training accomplishing? What do you need it to accomplish? Want can you measure?

Who Are You Training?

We segment our markets when we design our marketing plans. We need to segment our ‘market’ for our training plan, too. In this case, our ‘market’ is our agents. When I ask seasoned agents about whether there is a training program in their company, they say ‘yes’. It’s for the new agent. What? Are those seasoned agents in the office chopped liver?

Click here to grab the training calendar evaluator.

Tell me: How would you rate your training, on a scale of 1-10, 10 being fantastic? What can you do to improve it?

girl with mirrorRecruiters: What’s your ‘attractiveness’ quotient? Being ‘attractive’ to desires recruits is a powerful magnet effective recruiters develop. I don’t mean attractive in a physical sense (although you want to be clean, dress reasonably, and smell good…)  I mean the traits and skills you bring to the table that your desired recruits want.  What do I mean by ‘magnet’? Those attributes, qualities, talents, and skills, that agents are drawn to. The market’s hot, and good recruiters are getting appointments like mad. What makes one person be able to hire great agents with ease, while other recruiters find it difficult? Effective recruiters have, purposely, developed magnets. You can, too.

The Steps to Develop Powerful Magnets

1. Identify your strengths.

Look beyond the normal things managers talk about. I know you have some special talents and skills from ‘the rest of your life’. What are they? One of the best recruiters I know has figured out to get right to agents’ hearts—to find out their fears and their aspirations. Although this came naturally to her, she has also taken several coaching and self-actualization classes, and has worked hard to translate what she learned to her recruiting strategy.

2. Attach the benefits of those strengths to your recruit—keeping in mind the needs you are filling for that particular recruit.

By doing this process, you’ll have the information you need to design a full presentation that takes advantage of the trends, makes it easy for you to become a master presenter, helps you reveal and explain your magnets, and gets you the recruits you want.

Who determines what’s really “attractive?”

Agents. Managers are usually long-term real estate “pros”. They assume their company features are the best attractors to desired agents. Problem: These features are valued by managers, but they may not be equally as attractive to agents. Second problem: features are not benefits. As you are rattling off the features of the company, the candidate is sitting across from you, thinking, ‘What does that mean to me?’

Example: For years, a large company in the area told prospective agents they could make more money by affiliating with that company because, “We have meetings daily.” In reality, the meetings had become poorly attended, boring, and resented by the agents. The only “beneficiaries” were the managers, since they could more easily keep tabs on the agents if they required the agents’ bodies show up at the desk at 9 A.M. daily! As agents became more independent, and competition from other companies increased, the meetings, which 30 years ago had been team-builders, became outmoded. They actually were a deterrent to recruiting! If these managers had taken the agents’ perspective, they could have avoided using a worn-out, ineffective presentation.

Be sure the features you’re promoting are of value to agents–and that you attach a benefit! Wow–use sales skills……

Big idea: YOU—your talents, your skills, your personality—are the biggest magnets imaginable. Build them to exceptional strength!

Question that will determine how well you can recruit: Do you rely on company features to ‘sell’ the recruit? Or, are you digging deeper and attaching benefits to being with your office, your agents, and you?

Here’s Help in Developing those Magnets

small CompleteRecruiterMy Complete Recruiter takes you through the entire recruiting process, helping you organize your recruiting materials, develop effective scripts, and create great magnets and presentations. In addition, I even have a 5-step Recruiter Planner. (Do you have a recruiting plan? 95% of managers who want/need to recruit don’t have a plan……). This month, The Complete Recruiter is on sale for $59.95 (half price). Can you compete against those who have their recruiting act together? You will be able to, by putting these strategies to work right now! Find out more here.

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?

 

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