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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 Sales

coaching teaching skillsHow badly do you really want your training to pay off? I just got done reviewing a training program to see if the attributes for effectiveness were there. Most of them weren’t. And, frankly, I think they weren’t there because no one cared enough to assure they WERE there. Why? Because it’s regarded as just too much trouble! That’s the sad truth. But, why do we bother to train if we can’t expect a measurable outcome? What if I could absolutely guarantee you, that, if you put these 4 principles in place, you will see results in your training, turn out productive agents, and have a great recruiting tool. How much would that be worth to you? (I don’t mean how much would you pay for this, but how much effort would you be willing to put into it?)

Here are the four principles/attributes that need to be in place:

1. Expectations/Accountability

How will you hold agents accountable to work to be done in the program? What are the ‘rules’? When do you explain the rules? Do you have a commitment letter?

2. Work during the course

Do you have the agents completing work during the course? Lead generation, packaging, presentations, etc. If not, how do you know they can do what you taught?

3. Measurable results

Are you having the agents measure their results? If not, how are you going to use the program to recruit? How will you know the program worked?

4. Fixed curriculum and highly trained instructors

Do you have a written curriculum with course objectives? If not, are you just wandering around in a wasteland of information?

Are your instructors trained in participative teaching methods? Are you monitoring your instructors so you know they are teaching skills, not just talking or providing war stories?

Grade yourself on each of the attributes above. What did you excel at? What do you need to improve?

How awesome could your training be if it had these 4 principles/attributes in place?

logoHere’s a Program with the Principles Written Into the Training

It’s deceptively challenging to include those 4 principles/attributes above in a training program. Yet, if they aren’t there, your training can’t be effective. Why not look at the unique UP and Running in Real Estate, written by National Realtor Educator of the Year Carla Cross. This online program is terrific for those hiring 1-4 agents a month, because the agent can start the program at any time, and work through the program, while jumping ahead to needed topics–and going back. Check it out here. Also: There’s a coaching component, so you can fully support your agent’s success.


clockThrough December, I’m focusing on business planning in my blogs. Look for checklists, processes, and systems–ready to use.

Business Planning: Is Time Management One of your Agents’ Biggest Challenges?

If you’re like most of us, (and your agents), you have much more on your ‘to do’ list than you get to during your business day. What does that have to do with business planning? At this time of year, we need to analyze how we spent our time. Then, we can make adjustments for next year. All of us have the same amount of time, yet, some people seem to know how to optimize it.

We Don’t Manage Time

The notion that we manage time is actually a mis-nomer. We manage activities. Have you ever known an agent who comes into the office every day, seems to work hard, yet makes little money? That person would tell you he manages his time. Yet, his time is spent doing the wrong activities. (Or, maybe, he intends to spend his time in non-productive activities…….).

As managers, you can be very influential in helping agents better manage those activities through their business plan.

A Major Principle for Great Time/Activity Management

In Up and Running in 30 Days, (use this program if you’re under a year in the business for business planning) I introduced the principle of categorizing activities so that you can tell whether you are spending your time in activities that will make you money—or not. All real estate activities can be categorized as either

Business producing or

Business supporting

Which are which: Those activities that have you meeting people directly (lead generation), working with people, and selling houses are business producing. All the rest are business supporting. Do your agents know the difference? Use the following analysis tool to help your agents see how they are spending their time. It will literally tell them (and you) why they are making the money they are making!

Click here to get my time/activity analysis, excerpted from my online business planning resources for agents and managers, Beyond the Basics of Business Planning.

Let me know what you found out from your time/activity analysis, and the changes you’re making for next year’s business plan.

Plan_Act_CelebrateGrab the Business Planning System Internationally Published Exclusively for Real Estate Pros

If you’re tired of filling in the blanks with numbers that mean little to you, it’s time to step up to a real strategic planning system–a system made exclusively for real estate pros. Check it out at Beyond the Basics of Business Planning.

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?


man jumping through paperYour agent started in the business Tuesday. You have sent the agent through your orientation process, but your training program doesn’t start for another three weeks. What do you do? Well, here’s what NOT to do:

• Tell them to ‘just see the inventory and get acquainted’ (they’ll think that’s the job description and some have been know to inspect the inventory for years before they would talk to a human being prospect!)
• Give them your own activity sheet that you used upteen years ago–to keep them occupied
• Give them nothing and see what happens—the other agents will probably keep them busy with administrative work (!)

Unwittingly, too many managers are giving their agents a ‘slow start’ plan!

Watch Out for the Truisms

Truism number one: Only about one out of a hundred new agents is a ‘natural, talented’ salesperson, who will figure out how to prioritize activities on his/her own

Truism number two: In the absence of a precisely, well-thought out prioritized start-up activity plan, most salespeople will create a plan for a ‘slow start’; they’ll form hard-to-break bad habits, scheduling easy-to-do, low pay-off activities—because they’re easier and non-threatening

Here’s What to Do

Use a start-up plan that has the same priorities as the business plan you’re going to teach and coach them to during their training period. (You are going to start them with a proven start-up plan, aren’t you? And, you’re going to coach them into doing that plan until it becomes habit, 30-90 days, aren’t you?) Why use a plan that has the same priorities as your chosen business start-up plan? So the agent doesn’t get conflicting priorities. And, remember, in the face of conflict, we all take the easiest way out. That’s not good for fast income!

Here’s what to look for in an activity plan:

• It has the same priorities of business activities as your training start-up plan, so your agent ‘gets the picture’ of success from day one
• It gives your agent meaningful activities to complete prior to starting your training program
• It doesn’t require anyone in the office training that agent—until your training program starts
• It forms the basis for first-day coaching, if you want it to
• It takes advantage of your affiliates (mortgage, title, inspectors, etc.) who want to form relationships with your agents—to teach them the basics of the technical aspects of real estate

Consistency Equals Productivity

Your job as a manager/trainer is to create—or choose—a preliminary plan, a start-up plan, and a training program that all present the agent’s job description in the same manner with the same priorities—so your agent has a clear roadmap on how to succeed every day. Doing so assures you have to hire less new agents to meet your recruiting goals, you’ll have more success that you can promote to recruit, and more real dollars will flow to your bottom lines—and theirs!

logoWhy Not Let Carla Provide your ‘Success Template’?

How many years would it take you to create a top-rated coaching/training/accountability program? Do you have that much time? Why not cut your time frame dramatically and get to the good part: coaching and consulting your agents to high productivity fast. Sure, there’s still a lot of work and responsibility there. But, you have Carla’s experience and expertise at your side 24/7. Take a look at Up and Running in Real Estate. It is a comprehensive training/coaching/high accountability program for agents under 2 years in the business.

Are you willing to coach your agents to success? See the Coaches’ Corner. Everything you need to be the best coach for your agent in Up and Running in Real Estate.

man with pockets turned outAre some of your agents stuck in ‘just good enough’? Do you want them to break through to mastery? Break through that ceiling of achievement? Here are 4 steps that work.

Do you wonder why some agents seem to effortlessly get a marketable listing, or always sell the buyer they’re working with? Is it magic, or is it mastery? It may look easy, but it’s probably hard work, tenacity, and, most important of all—practice. I understand mastery, for I earned a bachelor’s degree in piano performance, and taught college-level piano and flute for several years. Ironically, you wouldn’t expect to play the piano well without practicing—for months, if not years. But, agents expect to master sales skills without practice. Why? Because, it seems easy to talk, so it must be easy to sell. Here are 4 tips I’ve learned from the world of performing that are directly applicable to the world of sales mastery:

          1. Spaced repetition is key to mastering skills. Practice a bit of the sales skill. Leave it, then return to it after a day. You’ll get better fast.

Question: Do you have your agents practice what you learned in class, or do you expect them to just ‘wing it’ in the field with a real live person? Would you expect your airline pilot to do the same?

          2. Practice with a coach. Who would expect to learn to play the piano with mastery without a master-level piano teacher? Sales skills require practice, too, with a master instructor.

          3. Don’t expect to just hear it, then do it. You can’t learn to play the piano by listening to a concerto, and you can’t learn sales skills just by hearing someone else. Hearing is the first step. Doing it is the next.

          4.  Don’t expect to do it well the first time. Tolerate your mistakes—but don’t settle for just good enough. Mastery requires tenacity and determination. Only you can know how good you’re going to be at the end!

Put these steps to work and tell me how it makes a difference in your performance–in your ability to break through that ceiling of achievement. It works. I promise you. I know from the field of practice in music!

Question: What gets in your way of accomplishing what you really want?

logoCheck out Up and Running in Real Estate to help your agents achieve their potentials!

Your new agent started in the business Tuesday. You have sent the agent through your orientation process, but your training program doesn’t start for another two weeks.  Have you thought about what that agent will be doing from now until the start of training? Unless you organize that experience, the answer is…..


My survey of hundreds of agents with less than three months in the business shows that new agents expect to get a sale in their first month in the business (!). So, if you want to retain them and keep them motivated, you just can’t afford to let them sit around and get bad habits for 2-4 weeks.

What do you do to assure that agent gets a fast start in the business?  First, here’s what NOT to do:

  • Tell them to ‘see the inventory’ The problem is that they’ll think that’s the job description of a real estate agent: “Become an inventory expert”. Some agents have been known to inspect the inventory for years before they would talk to a human being about buying or selling a home! And, by that time, their money is all gone and their motivation to be successful has shrunk to nonexistence.
  • Give them your own activity sheet that you used umpteen years ago–to keep them occupied. Watch out. They’ll follow literally whatever activities you tell them to do. And, they’ll use the same priorities you have. So, if you put first on your activity list, “Interview a mortgage company to see what services they provide,” they’ll think that ‘getting ready to get ready’ is a high priority. Then, when you ask them to go talk to people about buying and selling real estate, they’ll look at you as if you’d just told them to fly. After all, doing research is a much safer activity than lead generating.
  • Give them nothing specific to do and see what happens. The other agents will probably keep them busy with administrative work (!). Or, the new agents will just love spending time with other agents going to brokers’ open houses and eating food. They’ll think that any activity directed by an experienced agent is a good one….

Two Truisms about Human Nature and Sales 

First truism: Only about one out of a hundred new agents is a ‘natural, talented’ salesperson, who will figure out how to prioritize business producing activities on his/her own. All others need a prioritized, highly structured start-up plan so they can succeed. They need sales activities prioritized first (lead generating, showing, closing). Then, they can implement a job description for success.

Second truism: In the absence of a precisely, well-thought out prioritized start-up activity plan, most salespeople will create a plan for a ‘slow start’. They’ll form hard-to-break bad habits, scheduling easy-to-do, low pay-off activities—because they’re easier and non-threatening. These include paperwork, inspecting homes, follow-up, database management, meetings, and training. They’ll think that, if an activity is scheduled by the office, it must be a high-payoff activity.

What do you do with your new agents to get them on the ground running the first week in the business?

logoGet Your Agent a Scholarship for the new Up and Running in Real Estate Program

The second week in May, I’m launching a scholarship program to award 3 new (under 2 years) agents a full scholarship to my new Up and Running in Real Estate program. This program is online, so agents can start at any time (no downtime until training starts!). To find out details, check out my Facebook business page, ‘like’ it, and have your agent complete the scholarship application. I want to kick off the program with worthy agent who will benefit–and make a lot more money as a result!  Scholarship details available May 8.

By the way, you’ll receive a full scholarship, too, as that agent’s coach, and get entry into the Coaches’ Corner.

trainerI’m just finalizing my new online program, Up and Running in Real Estate. Here’s what I’ve planned as topics:

Business Planning

  •  How to create and implement a prioritized start-up plan and follow it to a quick sale and a listing; there’s even a model, finished plan for you to compare and analyze your own progress
  • Step-by-step implementation: Each week, you’ll receive your business start-up plan weekly activity checklist. By completing each week’s activities, you’re building a successful business by the week.

 Lead Generation

  •  How to prioritize the best sources of leads for you to work smarter, not harder
  • Learn 5 best sources of leads and how to contact them with best scripts and dialogues actually role played for you (and in writing)
  • How to contact enough leads each week to meet your sales goals
  • The lead generating plan provides you a new lead generating strategy weekly
  • How to set goals, measure results, and make adjustments to reach your goals

 Capture and Keep your Leads

  •  How to create a database to capture your leads (so you don’t lose any opportunities)
  • How to follow up with those leads so you keep your leads
  • How to create an on-going marketing plan for your leads so you never lose the opportunity to convert a lead to a client to a ‘sold’

 Work with Buyers

  •  How to develop a complete buyer system to work like the pros
  • How to qualify buyers so you don’t waste your time
  • How to give a great buyers’ presentation to get raving fans and loyalty forever
  • How to prove your value to buyers to get a ‘generous’ commission
  • How to help buyers make buying decisions
  • How to successfully negotiate the transaction

 Work with Sellers

  •  How to develop a complete seller system to work like a seasoned pro
  • How to qualify sellers to get marketable listings
  • How to give an exceptional listing presentation to get a right-priced listing
  • How to market and service the listing to a successful sale

 Selling Skills

  •  How to implement the 5 major sales skills that take a prospect to client to close (with written scripts and dialogues AND video role plays)
  • Selling skills: Handling the objections that come up with buyers, sellers, and various lead generating sources

 Personal Marketing

  •  How to create your unique position in the marketplace to help clients choose you
  • How to create added value for your clients to gain confidence in the commissions you want to collect

 Time Management

  •  How to create an effective time management plan and analyze your activities to save time each day


  •  The appropriate technology you need to implement your business start-up plan easily
  • A technology planner for you to use to save time and money

 Your Marketing Plan

  •  A sample marketing plan for you to use to choose the appropriate marketing methods for you as a newer agent
  • Social media: a planner for you to use to integrate social media into your overall marketing plan
  • A marketing plan for creating ‘clients for life’

What am I forgetting? Is there a subject that you think new and re-energize-needy agents should have in this program that I haven’t addressed?

What do you want your new agents able to do–and doing–by the end of their 2nd month in the business? That’s what I’m after, too, with this program.

logoGet Your Agent a Scholarship for the new Up and Running in Real Estate Program

In a week, I’m launching a scholarship program to award 3 new (under 2 years) agents a full scholarship to my new Up and Running in Real Estate program. To find out details, check out my Facebook business page, ‘like’ it, and have your agent complete the scholarship application. I want to kick off the program with worthy agent who will benefit–and make a lot more money as a result!  Scholarship details available May 5.

By the way, you’ll receive a full scholarship, too, as that agent’s coach, and get entry into the Coaches’ Corner.

house with daisyIt’s spring. Flowers are blooming. Is your business ‘blooming’ as well? The business is definitely picking up–yet, many agents are still on the sidelines, looking at the game, as though they were ‘benched’! Don’t let that happen to your agents. According to a study by one of the largest real estate firms in the Northwest, March/April is historically the highest buying time of the year. Why? Buyers are purchasing now so they can move when school is out. What do I mean by ‘buyers’? Anyone who is buying or selling.

Getting Back into the Game

Here are four steps for your agents to take now to assure you are on the A team, and are definitely in the game, along with recommendations for managers to coach your agents back into the game:

1. Polish your database. I know. It’s been languishing while you’ve been on the bench. Now is the time to purge, polish, and publish.
Recommendation: Add 50 clients to your database each week for the next 3 months, until you have a very robust, up to date database. It’s your first step in recognizing who your leads actually are.

Manager’s recommendation: Meet with each of your agents, and actually see their databases. You may be surprised at the lack of organization. This will be your opportunity to coach your agent to a great database.

2. Lead generate as though you were employing yourself (your are). Set aside 2 hours each day in the morning to lead generate–5 days a week. Get back to work. Buyers are out there, waiting for you to contact them!
Recommendation: Switch your lead generating activities to 60% proactive, 40% reactive.

Manager’s recommendation: Use this internal business review to coach your agent to a proactive approach to lead generation.

3. Lead generate to your best sources–those people who thought you were wonderful–but you haven’t kept in touch.
Recommendation: Choose 5 people a day who you know will absolutely love to hear from you. Why? You need positive reinforcement to get back in the game.

Manager’s recommendation: Coach your agents with methods to re-establish those relationships. In my next blog, I’ll share the “Mallory Survey”, a wonderful, simple method to touch base with those who love you, and get some powerful testimonials, too.

4. Spend some money–but the right money. A recent study showed agents spent the most money on direct mail, their websites, and print advertising. Yet, two of the three top business-getters were referrals and repeat business! (and none of these 3 money-burners were in the top three!). Isn’t it ironic that they spent much more money on those lead generating activities that didn’t pay off?

Recommendation: Go back through your business last year. Then, add up the marketing dollars you spent you your best sources, vs. the marketing dollars you spent on your worst sources. I’ll bet you find the same conclusions.

Manager’s recommendation: Use that same internal business review to help your agents see where they spent their money, and help them make changes for better marketing pay-offs.

Armed with these 4 action steps, you’ll not only get back in the game, you’ll conquer the game. Remember, you have less competition now, and a huge pent-up demand for your services. Take advantage of it and find all those people who will think you’re wonderful 2 years from now, when interest rates are up and home prices have appreciated!

Beyond the Basics of Business Planning

Plan_Act_CelebrateMy online business planning resource has all the analytical tools you need to help your agents review their businesses to date–and set goals. Support and motivate them to a great year! The managers’ program includes all the agent webinars and tools PLUS the manager’s business planning program. Click here to learn more.


Talk Less–Recruit More!

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 In an earlier blog, I talked about the importance of talking less in the selction process. Now, let’s look at a method to assure you’re getting a winner in that recruiting seat! 

Instead of muscling a sale or a ‘yes’ from a recruit….ask questions. Lots of questions. Probe to find out more. Keep finding out more until you’re really sure you know what they mean. Let me give you an example:

The recruit says, “I want a ‘deal’.”

Do you jump to a conclusion because you know what ‘deal’ means? Don’t. You may be surprised. Instead, ask questions at what ‘deal’ means to that recruit. When you know exactly what the recruit means, you can proceed to find what the really wants–instead of what someone else told him he should ask for!

A Pre-Screening Process for New Agent Candidates to Save you Time

Ask these questions before you spend time and money chasing candidates who don’t meet your standards.  Click here to get the complete process.

Use In-Depth Questionnaires to Discover Real Needs  

Besides using these preliminary questions, always use written in-depth questionnaires so you’ll know 

  • The benefits to the features/needs stated
  • Hidden objections you may not discover until too late
  • Motivations to buy that not even the ‘buyers’ realize they have             

**Ever heard the term ‘buyers are liars’? I think that’s not really the case. I think that we don’t ask the right questions to help buyers (our recruits) clarify what they really want. Most ‘buyers’ of services don’t know what they really want. They think they want a better commission split. But, what they’re really looking for is the motivation provided by secrity. That means different things to different people. Find out what’s really motivating your candidate, not just what he says to your basic questions.

Ask the Right Questions in the Right Order and You Won’t Have to ‘Close’

 Finding the motivators of your ‘buyers’ is key to helping them make the right buying decisions for themselves. All you have to do to ‘close’ is to remind them that this ‘product’ fulfills their needs. And, how do you get there? By creating and using the right questions in the right order.

 Don’t forget to grab your pre-screening process:  click here.

Want to streamline your selection process and recruit more winners? Check out Your Blueprint to Selecting Winners.


Think back to the last time you qualified a buyer, a seller, or a recruiting candidate. How much talking did you do? How many questions did you ask? Unfortunately, too many of us go into sales because we’re ‘good talkers’. Then, we wonder why we’re not burning up the world selling real estate. It’s because we’re talking too much. Here are some recommendations on talk vs. listening—along with best first questions for agents and managers. You’ll make more sales and gain more recruits with these tips. 

How Much Talking? 

In the first part of the sales process, you should be talking no more than ¼ of the time! Why? Because you want to gather all the information you can from your client or recruiting candidate. How come? Because you have to have that information do decide 

  1. If you want that person as a client or agent recruit
  2. Do you want to do a presentation 

Also, if we don’t know their hidden needs and sub-conscious motivations, how are we going to help them make buying decisions? 

Here’s what that process should look like, whether you’re an agent or a broker. 



     Why don’t we ask more Questions? 

If it’s so important to ask all those questions, why don’t we do it? 

  1. We get nervous, so we talk
  2. We don’t have the questions
  3. We don’t understand the significance
  4. We’ve focused on the ‘tell’ or the ‘sell’, thinking that was the way to convince people to work with us

The Significance of the Questions 

How do we know when we haven’t been able to sell something to a client? They don’t ‘buy’. But, here’s the problem. It’s way too late then. Sure. We can become masters at objection-countering, memorization, and ‘jam it down their throats’. But, that’s an awfully old-fashioned way to try to sell, and consumers hate that today. 

Closing and then Answering Objections is Just Not Today’s Method 

We take all kinds of classes to learn to answer objections and close. We think that we’re supposed to sell, sell, sell—get those objections—and answer them so beautifully that the client acquiesces and falls at our feet—buying whatever we want them to buy. Happens once in awhile. But, we don’t gain loyal clients who will refer us to others. Instead, we create lots of buyers with ‘buyers’ remorse’.

I hope you’re now convinced to ask questions. In the next blog, I’ll discuss more about this process, and give you some questions you can ask to screen potential new recruits–before you get them into your office (a great time saver).

Before I leave: How many questions do you ask a potential recruit? Are you satisfied with your selection process?


 Want to streamline your selection process and recruit more winners? Check out Your Blueprint to Selecting Winners.



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