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 real estate interview

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. Herea��s another a�?dripa��. Youa��ll want to provide your candidate after that first interviewA�another package with the information you think the candidate will find useful. Herea��s why:

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

Unfortunately, candidates dona��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 a�?after first-visita�� package or post-interview process. In it, youa��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

A�We believe what we see, not what we hear

and

A�Do as I do, not as I say

are true, as we know a�?in real lifea��.

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 wona��t have the opportunity to provide a pre-first visit package. Of course, youa��ll always have the ability to customize each package. However, ita��s much easier to do this from a prepared package than to start from scratch each time.

Letter from the manager explaining whata��s in the package

  • A�A�A�A�A�A� Training calendar (you do have one, dona��t you?)
  • A�A�A�A�A�A� Training brochure
  • A�A�A�A�A�A� Company/office/manager story
  • A�A�A�A�A� Attractive company/office/manager statistics
  • A�A�A�A�A�A� Articles featuring company/manager
  • A�A�A�A�A�A� Costs of affiliating A�with explanations

Bottom Line: Youa��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, a�?I prepared for you. Your time is valuable. I am here to dedicate my skills and talents to help you develop your business.a�?

You will recruit more and better agents, you will save time, and you will be able to delegate or a�?clonea�� 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.A�A�A�A� CompleteRecruiterfor web OBrecuiter

Man-Walking-Up-Stairs-to-GlobeRecruiting and selecting: Are you systematized or scattered? I”m focusing on selecting and interviewing in this series of blogs. Why? Because most managers just ‘wing it’!

Most managers are surprised, when they start managing–with the demands of their new job. Many times, they didna��t
know they would be expected to recruit! One manager I was coaching in a group, told me his owner assured him he wouldna��t have to recruit. Then, a couple of years into the job, the owner hired me to teach the managers recruiting skills. Boy, that was an interesting situationa��.As you can imagine, the manager felt betrayed. At least he learned to trust me enough to confide in his quandary.

In fact, managers typically thought they could stop lead generating when they became managers. Not so fast. Recruiting is job # 1 in a managera��s job description.

A�Where are the Recruiting Systems?

Some managers expect to walk right into an office and put those recruiting systems in place to work. You can imagine how surprised they are when they find out there are no systems to aid in recruiting. And, without systems, recruiting becomes way too daunting a task. Especially, too, if youa��re a new manager and have no clue how to recruit!

How Managers Cope

In fact, many managers push it further a�?down the daya��, until exhausted and beaten down by the demands of their job, they say they just dona��t have time to recruit.

Systems Solve All Those Problems

You know that systems gain us time. They allow us to prepare prior to a crisis situation. Systems are also teaching tools. We follow systems to learn how to do something. Systems create great habits. For our discussion today, Ia��m going to divide recruiting systems into external and internal.

A�External Recruiting Systems

Perhaps youa��ve used recruiting lead generating companies in the past. Those companies either supply you leads, or supply you cards to send to your recruits. Thata��s great. Those are systems. But, Ia��m not talking about those a�?externala�� systems. Ia��m talking about a whole other group of systemsa��internal systemsa��those systems you develop to a�?runa�� your recruiting plan.

A�A Day in the Life

Youa��ve seen agents in constant upheaval without systems. They get a listing appointment, and they run around attempting to put together a package or presentation. Youa��re constantly telling them to prepare, systematize, and package their presentations so theya��re ready at the drop of a hat.

Okay. How systematized are you in your recruiting? It’s just like the agents’ lead generating, right? Are you always ready when that recruit shows up? Do you have the packages in place to show that recruit that you are really professional. Or, like the agent, do you run around trying at the last minute to get your act together?

A�A Successful Recruitera��s Tools and Systems

A�Successful recruiters organize their recruiting and selecting processes just like successful agents do. You need:

1. A database and contact management software

2. Folders for each candidate (enough pre-set up files for one montha��s interviewing)

3. A system to pre-screen, interview, and choose the right candidates

4. The recruiting packages to support your efforts

You can delegate the packaging and systematization to an assistant, so you can do the important activities to build your company: Recruiting, face to face interviewing and selection!

In my next few blogs, Ia��ll break down what goes into each package and system.

Question: What percent of managers interviewing do you think have these systems?

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If you don’t have the systems you need, here’s your chance to get them–at a terrific price. The Complete Recruiter is a self-training and resource manual on recruiting. Your Blueprint for Selecting Winners is the only step-by-step interviewing resource available for real estate interviewers today. And, another bonus, Objection Busters for Recruiters. This package is regularly $220. Now, it’s only $129.95–the price regularly of just The Complete Recruiter. A�Why not save thousands of hours of time and build your systems with confidence–and recruit more winners? Click here to get the special offer.
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interview with clip boardDo you know the best question you can ask a candidate? I know. You have your favorite questions. And, this month, I’m going to focus on the selection process. Why? Because we managers have the least training in it, yet more hinges on our skill in this process than any other–maybe except lead generating for recruiting.

What’s your favorite interview question? In the next few blogs, we’ll discuss types of interview questions. Some are great, some are okay–but some are misleading or worthless.

The Category of Question You Should Always Include

Are your favorite questions present or future-based? If so, beware. You’re being misled. I’ll explain more in a future blog. But, for now, I just want to focus on the category of question that assures you get the truth about the candidate: the past-based question. A� That question begins with “In the past, was there a time when you…………………” Why is that type of question so powerful? Because candidates seldom lie about their past when they are posed a question like that. Also, even though this is the best type of question you can ask, few managers are trained to ask a majority of this type of question. In a later blog, I’ll show you more about creating this type of question to find out the quality you’re looking for.

The Question You Want to Ask

Here it is: “When did you get your first job?”

Why is that so powerful? Because it demonstrates the qualities you’re looking for. According to my surveys of thousands of real estate pros, the vast majority of successful real estate pros started working as kids! This shows their ingenuity, belief in themselves, and determination that they alone are in charge of their destinies. Imagine some of the answers you’ll get, and what those answers will tell you:

“I got my first job at age thirteen.”

or

“I just started looking for a job. I’ve been living with my parents. They support me, and I really want to find the right job for me (I’m 27 years old).

What do these answers tell me about the candidate’s likely success in a business that requires self-confidence, ingenuity, tenacity, and ability to do it themselves?

Keep Probing about that Answer

One of the big mistakes we interviewers make is that we jump from question to question before we find out what’s really going on. So, don’t do that! Stay on that same question/answer and probe. Imagine some of the probing questions you can ask about that first answer: “How did you happen to get the job?” “Why did you want a job?” How long did you keep the job?” What did having a job at age 13 teach you?” What will the answers tell you?

Sometimes Our First Job Tells us what We DON”T Want to Do the Rest of our Lives

The reason that I wrote this blog is that I just read an article about Fred Hassan, CEO of Warbug Pincus, a private-equity firm. He said his first job was a produce picker and cannery worker. He said he learned about getting up early and working hard. And, he said it convinced him that he was very lucky to get to go to college and escape manual labor. I had a similar experience. As a 6th grader, I started picking strawberries and beans in our little town of Lebanon, Oregon. It was back-breaking, hard, sweaty work, and I vowed I’d use my brains and my talent to make a living–instead of doing manual labor!

Let me know the answers and insights you get from asking the question, “When did you get your first job?” (Remember to stay on that question and probe, probe, probe!)

eBook Cover(2)Is Your Selection Process really Professional?

Quick. Write down the 9 steps you take through your selection process. Difficult, isn’t it? Most interviewers just wing it, spending most of their time selling the company. Wrong! Find out the 9 steps Carla shows you that keep you in control of the interview–and help you stand out as the exceptional manager that desired candidate wants to work with.

Your A�Blueprint for Selecting Winners is only $79,95, and it’s immediately downloadable. This resource will save you thousands of dollars of hiring mistakes!

Click here for a detailed description.

 

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

But, A�most brokers dona��t realize they are doing irreparable damage to their companies by hiring those who arena��t going to go right to worka��and keeping those who wona��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. a�?Sure, Ia��ll come to your office. Ia��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.a�? Not.

2. Kills your recruiting message.
Do you have a training program? Do you use it to recruit? Herea��s the real message: a�?We have a training program. All our new agents go through it. We dona��t get any results from the program, so it really doesna��t work. But, join us.a�? You cana��t possibly show how successful your training program makes your agents because your training program cana��t possibly get resultsa��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 doesna��t see those you hired starting right out and making money fast?

If Your Market’s on Fire, You May be Kidding Yourself
In a fast market, a�?accidental salesa�� buoy poor agents and make them look as though they were actually selling enough real estate to be a a�?mediana�� agent. But, be aware: When the market turns, so do the agentsa�� a�?miragea�� of decent production. So, it’s best toA�hire with purpose (using a stringent, professional interview process). Then, A�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, Ia��ll give you some line items that will probably double what you think a bad hire costs. Leta��s see what you think first. Poor hiring practices really, really hurts brokersa��both financially and emotionally.

Are You Hitting your Ceiling of Achievement?

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

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

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

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

Your Blueprint for Selecting Winners, a complete interviewing guide, a $79.95 valuea��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 ita��s a a�?matcha��. After your consultation, youa��ll receive a a�?thank youa�� of a 2-pack management audio CD series.

Mar
01

Are You Gutless about Termination?

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man ponderingThis month, I’m featuring leadership. Part of leadership is to know who to hire–and when to fire.A�How to let someone go fairly–with grace–is a huge challenge for many managers. This challenge just came up again. I was just asked by an association of real estate companies to do a leadership webinar on standards. Before I do a ‘live’ presentation or a webinar for a particular group, I use my Pre-Conference Survey to find out exactly what their needs are.
(Note: If you do presentations for ‘outside groups’, consider making a pre-conference survey so you find out their exact needs, cultural specifics, and market differences. It makes a huge difference in your ability to deliver to their needs). This was the question that stood out most to me in the survey.

Question: How Do You Terminate Someone Fairly and Effectively?
Do you believe that the person who is failing knows he/she is failing? Of course they do. And, the longer they fail, the further down their self-esteem sinks, the further their confidence shrinks, and, finally,

the person simply quits working!

They still may be employed/contracted with you, but, they aren’t doing the things necessary to move their job forward. So, it’s not fair to simply let them continue failing. Nothing will change. You must step in.

The ‘One Last Chance’ Conversation and System
I’m a huge believer in game plans and systems for situations. That means you are fair with everyone. One of the reasons managers don’t want to fire is that they are afraid they will be unfair–or perceived as unfair. The way to take away those fears is to implement a system to give each person one last chance (this is after you have tried your normal coaching and training methods).

What’s in the One Last Chance’ Conversation
Here are the steps to terminate someone fairly and with grace.
1. Call the meeting. Do not engage in small talk. This is serious; it has no social aspect.
2. State that the person has not met your standards (minimum expectations). You DO have those in place, right?
3. Tell the person you will provide them one last chance.
4. Show them the performance system you will use (something like The On Track System to Success in 30 Days).
5. Get agreement that the person will use the system.

Make The Time Frame Short
I have been snookered by the best of them! I’ve learned to make the time frame no more than 30 days. You want that person to go right to work. You also must reserve the right to terminate at any time.

Good News: They Will Let Themselves Go 50% of the Time
You will find that many people are just waiting for you to provide that last chance, so they can face the fact they really don’t want to work. They will let themselves go.

When You Terminate
You have given them a fair chance. You have been straightforward. They have not gone to work. All you have to do in your termination conversation is to state just that. 95% of the time you will get no argument. In fact, they will thank you for being honest with them. Using these five pointers will allow you to let them go with grace, and relieve your mind that you are fair in your termination guidelines.

How do you terminate? Or, do you terminate or just let them fade into the sunset?

small LM CoverAre you Confident in your Leadership Skills?

We’re always urging agents to get a coach. But, what about you? Do you have a performance coach you trust? Just think what you could accomplish if you had the skills, technique, and confidence in what you thought was right–to manage effectively. Why not find out about Leadership Mastery Coaching? Just sign up for a complimentary consultation to match your needs to your coach, and find out if this unique performance-based program is for you. Click here to find out more. A�(And–this month, sign up for Leadership Mastery Coaching and receive $1000 worth of resources–systems and training to run your business).

 

many peole standing recruitingThis month, I’m focusing on recruiting and selecting. And, I have some blazing ‘deals’ on my recruiting resources to help you get a great plan and implement it right away!

Isna��t it amazing the number of things a new manager is supposed to be able to doa��from day onea��even though he or she isna��t trained to do those tasks? Take recruiting, for example.A� As a new manager, I was expected to prospect, get appointments, ask great questions, and select agents who would be successful. But, did I have the skills to perform those tasks with competence? You can bet not!

Even though I was a top-producing agent, I didna��t take the time to think through, and didna��t know how to, apply the sales skills I had used to attain high sales volume to the recruiting tasks at hand. So, I, like thousands of other new managers, just did it a�?by eara��. Along the way, I had some a�?winsa�� and lots of a�?lossesa��. Through my observations of myself and others, Ia��ve created a list of ten top mistakes, so that you can avoid the pitfalls Ia��and others without traininga��have fallen into.

In this blog, we’ll look at the first five. Also, I’ll add some advice I learned from all those mistakes!

1. Charge ahead to hire

It should occur to us that we need to sit in a quiet place and think about the kind of people we want to hirea��before we dive in. But, we are so thrilled that someone is in front of us that it doesna��t occur to us that they bring with them their values and ethics. So, if we havena��t thought out our values, our beliefs, and our perspectives first, we run the risk of hiring people who will then dictate what the company values become. Before you start interviewing, decide what you will and what you wona��t stand for. Write out your values and your beliefs. Then, when you interview, check to be sure that agent carries those same values and beliefs into your office. Someonea��s got to be the leader, and it better be you!

2. Recruiting to old-style management strategies

I know, I know. Just go make those calls and you will get some recruits. Yes, thata��s true. But, wouldna��t it be better if you built a company that stood apart from the others because of its a�?attractorsa��? The greatest attractors today to a company are twofold:

a.A� Does the company have values and beliefs that the agent can live bya��and agree with?

b. Does the company focus its energy on the success of the agenta��or on itself/

If you are still trying to recruit to an old-style dictatorship, or, if youa��ve given up leadershipa��get a clue. Find out what participative management is all about. Find out how to build a team. Figure out how to help each agent reach his/her goals. Now, youa��re on the right track. Re-tool your business structure so youa��re attractive to the entrepreneur of today and tomorrow.

3. Trying to recruit on the company features

a�?Our company is the largest around.a�? Well, guess what? If youa��re a branch manager, and all your branch managers say the same thing, youa��re not going to differentiate yourself that way! You must make yourself a magnet. What about your background provides a benefit to a new agent? To an experienced agent? For example, I was a musical performer and teacher. That taught me performance skills, and how to teach others performance skills. You can see the benefits to agents. Ia��m able to help an agent reach his goals through greater skills.

4. Not differentiating the feature from all the other companies that have the same thing

a�?We have a great training program.a�? So says every company out there. Whata��s so great about your program? Youa��d better be able to tell a�?em and show a�?em. a�?Our training program has a 90% rate in our agents making a sale in the first thirty days theya��re with us.a�? No one else in the area has success figures like that. Herea��s the brochure about our program. It spells out the comprehensive five-step program for new agents. Do you want a program that assures you make money fast?a�?

5. Trying to attract agents through a�?price warsa��A�A�A�

We in the real estate industry just love to hire agents through the bidding wars. We either provide a lower desk fee, better commission splits, or more trinkets and trash. Guess what? Thata��s the chickena��s way out. In reality, price is never the best recruiter. But, if you dona��t have a great company organization, if you dona��t help agents meet their goals, youa��re going to have to compete on price. Ita��s all youa��ve got. Now, work hard to provide real value. After all, consumers pay 10% more for products and services they believe are of quality.

Recommendation: Read Drive–The Surprising Truth about What Motivates Us, by Daniel Pink. The motivators have changed, but no one has told real estate professionals!

So far, what have I left out?

Blazing ‘Deal’ On My Complete Recruiting Systems this Month

Howa��s your recruiting strategy? Have a complete system? Here it is, half pricea��A�at $120 off this month. Purchase The Complete Recruiter AND get Your Blueprint for Selecting Winnersa��a unique step-by-step interview processa��PLUS Recruiting Objection Bustersa��for $120 off (Regularly $250 now $129.95 ONLY this month). This is the cost of just The Complete Recruiter!

The Complete Recruiter provides you the scripts and dialogues you need, the recruiting planner you dona��t have (!), and dozens of tips to recruit the winners you want. Your Blueprint for Selecting Winners gives you an 11-step interview process to assure you interview those you wanta��without unpleasant surprises.A� Recruiting Objection Busters shows you scripts and dialogues to counter any recruiting objection with grace, logic, and attractiveness.

Click here for more information and to order.

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trainingreThis month, the focus is on training. Not just any training though–training that works to increase your agents’ production AND become a powerful magnet recruiting tool. In this blog, I’ll ask you some questions so you can see how your process with agents really works–or doesn’t work too well!

How do you know how well it’s working? One measure is your retention. What was your retention percentage last year? Is that good enough? How much money/time/effort are you wasting hiring people who don’t work? If they’re slipping through the cracks, you’ve got some work to do, and here’s what needs to be done.

What’s Your Plan with that Agent?

Recently, I was consulting with a real estate company on their post-recruitment programs. They had added an agent–a transfer from another branch office. It became apparent from this agent’s lack of training that she didn’t know how to do the basics. And, she didn’t go through a thorough intake procedure (including orientation, policies, etc.). Since no ‘in-take’ interview or procedure was in place, no one caught her deficiencies until she got into a commission problem and wanted to be bailed out by the broker!

Right now, write down what you do with a new agent as soon as that agent is hired. Do you have a comprehensive ‘development’ plan for that agent? Does it include

Orientation

Intake interview to discover the agent’s needs?

Stepwise process to train, coach, and evaluate the agent for that agent’s first six months in the business?

Who follows that agent’s development? Who assesses it at one month, two months, etc.?

What happens if that agent isn’t meeting office production standards? (You are measuring these, aren’t you?)

The Intake Interview with the ‘Seasoned’ Agent

We may think we’re hiring a seasoned agent if that agent has been in the business six+ months. However, don’t take for granted that agent knows the basics. You need an intake interview to determine needs. Here are some questions:

1. What training have you had? Please describe. (Did the agent actually do something during the training–like lead generation–or did the agent just listen to speakers?)

2. What’s your background prior to real estate? (What skills do they bring to real estate?)

3. How many transactions did you complete? What was the source of the leads?

4. Do you have a pre-listing/listing process and packages? (Please see these items.)

5. Do you have a pre-first visit/buyer process and packages? (Please see these items.)

6. Do you have a business plan? (Please see it).

Asking those questions will help you determine a career path with that agent.

You need to have the training/coaching/accountability in place to help that agent develop his business to the next level. How would you rate yourself on your intake system?

A�small LM CoverAre You Organized Enough to Grow?

If you’re struggling trying to maintain a successful real estate sales career–while growing a real estate office–you need help! My Leadership Mastery Coaching takes advantage of my 3+ decades in ownership, general management, and management. My dozens of resources assure you don’t have to spend years ‘reinventing the wheel’! Why not find out if it’s time to get the help you need with this type of program? Sign up for a complimentary consultation today. Click here to learn more.

 

 

girl with mirrorRecruiters: What’s your ‘attractiveness’ quotient? Being a�?attractivea�� 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…)A� I mean the traits and skills you bring to the table that your desired recruits want.A� What do I mean by a�?magneta��? Those attributes, qualities, talents, and skills, that agents are drawn to. The marketa��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 a�?the rest of your lifea��. What are they? One of the best recruiters I know has figured out to get right to agents’ heartsa��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 recruita��keeping in mind the needs you are filling for that particular recruit.

By doing this process, youa��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 whata��s really a�?attractive?a�?

Agents. Managers are usually long-term real estate a�?prosa�?. 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, a�?We have meetings daily.a�? In reality, the meetings had become poorly attended, boring, and resented by the agents. The only a�?beneficiariesa�? were the managers, since they could more easily keep tabs on the agents if they required the agentsa�� 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 agentsa�� perspective, they could have avoided using a worn-out, ineffective presentation.

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

Big idea: YOUa��your talents, your skills, your personalitya��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.

graph going up sledgehammerThis month I’m spotlighting recruiting and selecting winners.

Selection. I think it’s a big problem today in the real estate industry. Do you? Why? Because we hire too many people who can’t or won’t sell real estate, and then hope they have a ‘happy accident.’ Let me know your feedback about the comments below.

A Whack on the Side of the Head

Before I start: Where does the a�?whacka�� come from?A� My dad used to say when my sister and I were behaving badly he thought we needed a a�?whack up the side of the heada��. Dona��t worry. He didna��t actually do it, but we did pay attention when he said it, because we knew it was time to stop, look, and listena��and change our behavior! Ita��s time, I think, for brokers to get that a�?whack up the side of the heada��, too.

Selection a�?Whacka��: A�That a�?Give Everyone a Chancea�� song is so played out.

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

Recommendations:

Get and use a planned interview process.

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

Ask the right questions (questions about their pasts). Practice those questions and keep a list of them in front of you.

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

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

What do you want to polish about your selection process this year to assure you’re choosing great people?

eBook Cover(2)Grab the Proven System to Select Winners

If you don’t have a proven selection process, you need the Blueprint! I’ve created dozens of tips on interviewing and selecting. In addition, I’m sharing my 8-step process to select a winner every time. Do you have a planned selection process that delivers every time? You will if you invest in this eBook! See it here.

many peole standing recruitingDo you know what your best recruiting sources are? Do you have a recruiting plan? Are those sources prioritized in your recruiting plan? Are you saying, as most managers say, ‘what recruiting plan?’ Can you list at least 10 sources? April is Recruiting Month for this blog, so, here’s a focus on where to find those great recruits.

To get my list of 10 best sources, see the end of this blog.

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 lead generation.

Question: If I were to want to purchase your real estate office, would you have a recruiting plan in place for me to implement?

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

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Check out this comprehensive recruiting resource. It even includes the template to make an effective recruiting plan. Can you afford NOT to recruit? Click here to find out more.