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Archive for systems

man and woman at tableDo your agents try to ‘tell’ their clients everything, or do they show them with credibility and evidence? If you’re not teaching your agents to ‘back up their mouths’ with the credibility of visuals (3rd party sources, statistics, graphs, etc.), you’re not helping them create trust and rapport with their clients!

This month, I’m featuring excerpts from my new 5th edition of Up and Running in 30 Days.

{Click here to see the updates in my fifth edition of Up and Running in 30 Days.}

Here’s one about the credibility/visual issue:

This week, Ia��ve asked you to start organizing your seller and buyer visual presentations. Why? Because I want to give you every bit of support, every bit of guidance, every bit of added edge I can to ensure you convert leads to customers and clients. Creating visual systems does five things for you:

  1. It makes you look credible and professionala��we believe what we see, not what we hear.
  2. It is a self-teaching toola��youa��ll learn how to counter those objections and how to present to buyers and sellers 100 percent faster with these tools than without them.
  3. Youa��ll learn how to best organize your presentation to flow smoothly.
  4. Youa��ll learn the visuals that best counter the common objections.
  5. It is a great confidence-building toola��you will never feel like youa��re out on a limb without the answers to sellersa�� and buyersa�� questions.

Trying to give a professional presentation without the visuals is like trying to play a Mozart sonata just by listening to it. Trust mea��as a musician. It cana��t be done. Not only is it very difficult to remember what you wanted to say to a buyer or seller when youa��re under stress, it just isna��t nearly effective for you. I know because Ia��ve had agents do listing presentations in class for other agents with visuals and without them. The agents without visuals were voted worse presenters and not as credible as those with visuals!

Youa��re Going to See and Hear the Good, the Bad, and the Ugly

When you talk to agents in your office about presentations and objections, you are going to be amazed. Some of the information you get will be very good. Some will be very outdated. Some will be outright wrong or bad. What may be stunning to you is the lack of substantiation for what agents tell you. Even though wea��ve been teaching agents for years to a�?put your visuals where your mouth is,a�? most agents just think they can talk people into anything!

* Big Idea: Put your visuals where your mouth is.

Up and Running_5e larger

Are You Using the Best Start-Up Plan for your New Agents?

Does your plan have the detailed, prioritized checklists needed to assure a great start? Does it have built-in inspiration and motivation? Does it have dozens of tips to control the attitude? If not, you need Up and Running in 30 Days. Just out in its 5th edition, it’s the most successful book for new real estate agents ever!

Click here to see the updates in my fifth edition of Up and Running in 30 Days.

 

 

coachingAre you helping your agents be accountable? Did you think it was even your job?

I’ve just published the 5th edition of Up and Running in 30 Days. In it, I’ve included lots of up-to-the-minute updates. You can read some of them, in these blogs.

Click here to see the updates in my fifth edition of Up and Running in 30 Days.

Below is an excerpt from the newest edition of the book. I’ve included the important principle of accountability, to help you help your agents follow through and see real results fast.

Why the Best Business Plans Don’t Work

Youa��ve heard it before. Business people make fancy, multi-page, even excellent business plans, and then fail. Why? Because making the plan doesna��t ensure success. Doing the plan does. (You wouldna��t expect that if you studied the life of Mozart you could automatically play a Mozart sonata, would you?)

*Big Idea: No success is realized without action.

If action brings about success, then why dona��t people get into action?

Because ita��s human nature not to! So what is the missing ingredient you need, besides a great start-up plan and action-oriented training so you have the skills to implement the plan? You need someone to be accountable to. Study after study shows that we attain our goals when we are accountable, regularly, short-term, to someone. Thata��s because we human beings tend to work on time frames and schedules. (Do you really get your taxes done by April 15 because you love doing them?) Those studies prove we work best on deadlines. We work best when we have a heavy workload. We work best when we have high expectations of ourselves, and we have someonea��our coacha��who shares those high expectations. (I know all this from being a pianist from age four, and having the privilege of being taught by exceptional piano coaches.)

* Big Idea: People succeed not because they have a plan. They succeed because they get into action and are accountable to the plan.

Keeping the priorities straight without a coach is very difficult to do.

I know what youa��re going to tell me. Youa��re goal-oriented. Youa��re a self-starter. You dona��t need a coach. Thata��s what most new agents say, and over 50 percent of them fail their first year in the business! Unless you have already attained high performance in music, sports, and the like, how would you realize that you cana��t achieve those high levels of performance without a coach?

* Big Idea: The habits you form your first month in the business greatly influence your career successa��forever.

Most agents have never been in a field that requires such a high degree of self-direction and the mastery of many skills to succeed. So they dona��t know how easy it will be to get priorities all backwards! They also dona��t realize how difficult it is to change a bad habit. If you want to be a great pianist, youa��d find a great teacher, wouldna��t you? So, look at starting your real estate career just like you would look at becoming a great pianist or golfer. You need someone to be accountable to. You need a trained, committed coach, so you have deadlines, expectations, someone to help you keep those priorities straight, and someone cheer leading and believing in you.

* Big Idea: No one succeeds alone.

Owners, managers, coaches and trainers: How have you built in accountability for your programs? Do you teach a class and hope the agents take action, or do you follow up with an accountability session to check results?

Up and Running_5e largerDo You Provide Your Agents with a Proven Start-Up Plan with Accountability Built In?

Up and Running in 30 DaysA� has lots of up-to-the-minute updates. Plus, a proven, prioritized business start-up plan with inspiration, motivation, accountability, and action items built in. You can coach to the start-up plan, and see great results fast from your agents.

Check it out!

 

bus-plan-11How good is your start-up business plan for your new agents?

I’ve just published the 5th edition of Up and Running in 30 Days. In it, I’ve included lots of up-to-the-minute updates. You can read some of them, in these blogs.

Click here to see the updates in my fifth edition of Up and Running in 30 Days.

Below is an excerpt from the newest edition of the book.

Managers: Check these lists against the start-up plan you use to launch your new agents (and re-launch your seasoned agents). {You DO have a proven start-up plan, don’t you?}

Critical Analysis: How Good Is That Start-Up Plan?

You know what your training will do for you. So I hope you {the new agents} are convinced you also need to implement a business start-up plan to put all that information in perspective. But watch outa��there are more poor ones than good ones out there. As a CRB (Certified Real Estate Broker) instructor for 12 years, I taught thousands of owners and managers nationally. I saw plenty of poor plans managers shared with me. (These were the plans they were giving their agents, too.) Here are some commonalities of them:

  • They are laundry lists of busywork activities interspersed with activities that actually make you money, so the agent doesna��t get any evaluative perspective to self-manage.
  • They do not prioritize lead-generating activities, so the agent thinks all types of lead generation have equal payoffs.
  • They do not have methods of setting goals, keeping track of results, and analyzing results to make changes quickly. (Up and Running provides sales ratios so you learn how many specific actions it takes to get the results you want.)
  • They do incorrectly prioritize actions. For example, as a high priority, they direct the new agent to a�?see all the inventorya�? before doing anything else. The rationale is that ita��s very important to see all the inventory to build a knowledge base. It is important, but only as it relates to working with buyers and sellers. (Ita��s the means, not the end.) But new agents dona��t want to do the high-rejection, high-risk activities such as talking to people. So they gladly see all the inventory until it becomes their job descriptions!
  • They do include plenty of a�?busyworka�? as equal priority to lead generatinga��such as a broker having an agent visit a title company to learn how it operates. This keeps the agent busy and out of the brokera��s hair! Also, the new agent loves the broker for a while, because the broker isna��t asking the new agent to do those high-rejection activitiesa��those activities that lead to a sale!

Bottom line: No would-be successful agent in his right mind would continue doing this type of plan any longer than he had to, because the successful agent recognizes the plan is a poor one.

* Big Idea: Be very critical before you commit to any start-up plan. It is prioritizing your mind! The start-up plan you may love because it keeps you out of sales activities isna��t the plan that is going to love you back (get you the sales you want). What you do every day becomes your job description.

An Effective Start-Up Plan

Here are the six attributes of an effective business start-up plan:

  1. Does not give equal weight to all activities
  2. Provides an organized activities schedule with certain activities prioritized first because they lead to a sale (in Up and Running, these are called a�?business-producinga�? activities)
  3. Includes an organized activities schedule with certain activities prioritized seconda��and explaining why (In Up and Running, these are called a�?business-supportinga�? activities)
  4. Provides a road map for a continuing plan (remember that a�?plan for lifea�??)
  5. Builds in the a�?whya�? of the plan structure, so you learn to self-manage
  6. Has a method to measure and make adjustments in your plan as you progress
  7. Has a coaching component, so someone can coach you effectively to the plan

Up and Running_5e largerManagers and trainers: Take a look at the business start-up plan thousands of new agents use successful to launch businesses fast.

little girl with phoneReal estate trend: Lead generation is STILL King!

Dearborn Education Company just published my 5th (!) edition of Up and Running in 30 Days. It has lots of updates, including updates on 10 trends that I think newer agents should recognizea��and know the pros and cons. Herea��s an excerpt from my new edition of the book.

Trend Three: Lead Generation is Still King

In their excellent book, Game Plan: How Real Estate Professionals Can Thrive in an Uncertain Future, authors Steve Murray and Ian Morris also name this trend as one of the top ten for the next five years. In my view, lead generation is always king (I cana��t see how it wouldna��t continue to be a number one trend and priority). But, Murray and Morrisa��s point is that real estate professionals who want to be successful cana��t depend on leads just coming their way. Instead, they must actively go after them. That means creating systems, disciplines, priorities, and goals for capturing, working with, and keeping leadsa��forever. Herea��s what they say:

…contact management, lead cultivation, and customer relationship management systems can and will play a huge role in determining which agents and companies are most successful.

A recent study by Active Rain (a popular real estate blog and tech information center), showed that agents who spent more money on contact relationship management (CRM) made significantly more money. It just makes sense. Agents who capture their leads via a database and then keep in touch with them via contact management software assure they keep their names in front of their potential clients, and are able to management and help many more clients.

Agents who try to organize their clients via pieces of scrap paper and remember to call them once in awhile are woefully inadequate when it comes to staying in meaningful contact with their potential clients. Which agent would you prefer working with, as a client? An agent who regularly contacted you and kept you abreast of the market, or one who either never called you or contacted you irregularly?A�A�A� In that Inman Select survey I mentioned earlier {in the book}, How to Fix New Agent Onboarding, 47% of respondents stated lead generation is critical in initial training. And, they observed most new agents struggled with lead generation.A� Thata��s why this Up and Running start-up plan is so important to follow to the letter!

Herea��s what Kyle Kovats, that great a��30 under 30a�� nominee, {one of my top agent contributors to the book} said: a�?Get out there and just do it.A� Try different forms of prospecting and see what works. An ounce of action is more powerful than a ton of planning.a�?

Positives: For those of you who intend to be successful in sales, this trend should be a comfort. That means, if you invest in yourself, your work ethic, and your systems, you will be ahead of the pack. In Up and Running in 30 Days, Ia��ve laid out a plan of action for those of you who do intend this success. Ia��m not being facetious here. Some agents are surprised that, in fact, one must lead generate to be successful in this business.

Watch out for: Companies and/or managers who tell you that leads will simply come to youa��or that they will provide them to you . That would include all those reactive (you sit and wait for the lead) lead-generating strategies:

  • The traditional ones, such as open houses and floor time or relocation leads
  • The technologically driven leads, such as software and programs that capture leads for you (they dona��t just sell themselves; you must have an effective capture, engagement, and follow-up program)

Isn’t There an Easier Way?

Unfortunately, interviewers use the a�?we will take care of you and give you leadsa�? strategy to convince new agents to work with them. Then, after the agent is with that office, the agent learns there is no free lunch. Do I mean that you shouldna��t accept various types of leads from others? No. (Just know that you will be paying for that lead).A� But, consider this. If that lead source goes away, what are you left with? You are a first-day agent all over again! The Up and Running program will protect you from that, helping you build your own business so you always rely on yourself, not someone else.

Note: Ita��s very, very important that you capture your leads in a database, or better yet, in a CRM (Client Relationship Management) program from your first week in the business. Why? Because you cana��t remember who those people are, and you certainly cana��t remember how and when to stay in touch with them! Ia��ve provided a list of various databases and CRM programs in Section 14: References and Resources. Ia��m not endorsing any one of them. Ia��m just providing you several to research and to choose. See your manager for recommendations.

When I asked those agent and team leader contributors what technology is important to incorporate, herea��s what they said:

a�?CRM and lead management toolsa�?a��Diane Honeycutt

a�?A really good and easy-to-use CRMa�?a��Cerise Paton

a�?A good CRMa�?a��Chris Cross

So, dona��t be like the majority of new agents (and even seasoned agents!): Start using a database, or better yet, a CRM your first week in the business.

* Big Idea: To build a strong long-term business, order takers need not apply. To be successful, you must create relationship continuance, no matter your lead-generating sources.

Managers: Do you have a robust, precise lead generating program to start your new agents to success fast?

Up and Running_5e largerClick here to see the updates in my fifth edition of Up and Running in 30 Days.

 

clockOnboarding: Those critical first seven days. Find out why that first week is so critical.

First: What does new agent onboarding and training have to do with retention? According to two recent studiesa��a whole lot! The new fifth edition of Up and Running in 30 Days, my new agenta��s business start-up plan, has just come out. Dearborn Education is the publisher. There are many updates in this edition. Included in these updates are conclusions from these studiesa��conclusions that support the importance of starting each new agent with a proven lead generating plan.

(To see the updates in Up and Running in 30 Days, 5th edition, click here).

In this blog, Ia��ll address some of the results and its ramifications for real state companies–from the survey published by the Society for Human Resource Management (SHRM).

Why Bother with a Great Onboarding System?

Because youa��ll have much great retention! According to the SHRM study, companies that leave onboarding to chance experience higher than 50% failure rates when it comes to retaining new talent.

Question: Do you have a great orientation system? Are you leaving anything to chance? Does your new agent feel like he/shea��s in a fog for the first few months?

If you want a a�?templatea�� and suggestions of what should be included in your orientation, click here.

Those New Hires a�?Check Outa�� Fast! (Faster than you Think!)

According to the same SHRM survey, 67% of millennials are already thinking of looking for their next job on day ONE!

Question: On day one, how are you cementing the relationship and helping that new person feel really welcome in your culture?

Tips for Those First Critical Seven Days:

  1. Manager sends a welcome email to new agent on day one.
  2. Each daya��s activities are completely outlined so the new agent knows exactly how to proceed (youa��re building in habits of success).
  3. The first weeka��s activities include shadowing and lunch with one of your senior colleagues.
  4. Welcome gift given to the new agent on day one.
  5. End of first day checklist completed with manager
  6. Round table or lunch set up with your influential agents to welcome the new agent
  7. Use a detailed, prioritized action-plan checklist, like Up and Running in 30 Days, to assure the new agent knows exactly what to do, how to do it, and is held accountable to it.

Outcome: 69% of new employees are more likely to stay more than three years if theya��ve experienced a well-structured onboarding program.

So, how does your onboarding system stack up?

Find out: Regularly survey your agents whoa��ve been with you 6 months to find out what they found valuable and how it could be improved. Why not have the best onboarding/retention system in the industry?

How’s Your Quick-Start Program Working?

Up and Running_5e largerBoth these onboarding studies prove that leaving the new agent’s orientation, training, and start to chance just doesn’t cut it. Take a look at what’s new in Up and Running in 30 Days:A� updates in 5th edition. This invaluable book is only $32.95 plus shipping, and has been used by thousands of new agents to launch successful careers. Order here.

 

 

interview with clip boardWhat does new agent onboarding have to do with retention? According to two recent studiesa��a whole lot! The new fifth edition of Up and Running in 30 Days, my new agenta��s business start-up plan, has just come out. Dearborn Education is the publisher. There are many updates in this edition. Included in these updates are conclusions from these studiesa��conclusions that support the importance of the principles in Up and Running. The biggest is starting each new agent with a proven lead generating plan.

(To see the updates in Up and Running in 30 Days, 5th edition, click here).

What Does Onboarding Include?

One study I used in Up and Running in 30 Days was the Inman Select Special Report: How to Fix New Agent Onboarding. The Inman report didna��t define what was included in Onboarding. From reading the study, however, Inman included initial training, coaching, and mentoring. I am going to add basic orientation and basic actions to the Onboarding process. Why? Because many real estate companies do not have adequate orientation processes. So, agents dona��t get the basic direction needed to launch their businesses.

Question: Whata��s your initial orientation like? Does it cover all the bases? If you want a a�?templatea�� and suggestions of what should be included in your orientation, click here.

In this blog, Ia��ll address the results and its ramifications for real state companies–from the other survey published by the Society for Human Resource Management (SHRM).

Retention Starts in the Interview

From working with real estate companies over the past three + decades, I think that most brokers regard retention as something that we must do to keep those seasoned agents. However, according to the survey results in the SHRM study, retention decisions are made by those we hire within a very short period of time. In fact, both studies indicate retention starts prior to hiring!

Here is a major conclusion from this survey, and it what means to real estate companies.

Expectations of the job are different than what new hires heard in the interview. And, the Inman report said new agents fail because they are unprepared for the realities of working as an independent contractor. Ia��m sure youa��ve experienced this. Your new agent is all excited about a career in real estate. But, he/she will not do the lead generating activities required to launch a career. You told the candidate he/she had to lead generate. Whata��s wrong?

Question for you: A�How well do you explain the job expectations in your interview? Do you provide a prioritized job description for the new agent? (Click here to grab mine). How do you give the prospective agent a real idea of the job?

Three Tips:

  1. Prior to hiring: Have the agent shadow one of your agents who is modeling the behaviors you want.
  2. Provide the agent with the eBook What They Don’t Teach You in Pre-License School. This eBook tells the truth about real estate as a career! You’ll save lots of time in the interview process and winners will pick themselves.
  3. Ask the prospect agent to do an activity you feel is important: Like create a dialogue to talk to someone they know about buying/selling real estate.
  4. Prior to hiring: Give the prospective agent Up and Running in 30 Days. Ask them to review the book. In my experience, if they come back, excited to begin this specific start-up plan, they are a good match for a productivity-focused office. If they come back and reject your lead generating plan, not a good prospect!

In my next blog, Ia��ll discuss more of the study conclusions and what they mean to us as real estate owners. Ia��ll also offer tips to tighten your onboarding process. Isna��t it worth having great systems if you could increase your retention of first year agents to 75%?

Last question: Whata��s your retention rate now of first year agents? How much

How’s Your Quick-Start Program Working?

Up and Running_5e largerBoth these onboarding studies prove that leaving the new agent’s orientation, training, and start to chance just doesn’t cut it. Take a look at what’s new in Up and Running in 30 Days:A� updates in 5th edition. This invaluable book is only $32.95 plus shipping, and has been used by thousands of new agents to launch successful careers. Order here.

red flagDo you use a planned, consistent interview process? If you do, you will easily discover those a�?red flaga�� areas–those areas you must double-check to assure that candidate is qualified to work with you. If you dona��t use a consistent interview process–when every interview is a a�?wing-ita�� experiencea��youa��re constantly thinking about what to do next. We cana��t pay attention to those red flags which pop up and wave themselves in our faces. Wea��re seduced, too, by what we perceive as the candidatea��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 a�?leadera�� and learn from you
  3. Create a professional interview process you follow consistently*
  4. Create a�?behavioral predictora�� 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 a�?validatea�� 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 YouA�

You will not only hire better candidates, you will avoid those awful a�?surprisesa�� after committing to that agent (and Ia��ve had some doozies, as you probably have had, too). You will gain the respect of your team, because you arena��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 candidatea��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 someA�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.

bus-plan-10

Do you haveA�systems needs built into your business plan?

In December, I’m doing business planning in this blog and my blog for agents, Up and Running in 30 Days. Check back for free processes, checklists, and guidance.

From training, coaching, and teaching for many years, I’ve discovered the importance of systems and processes to back up what’s taught. It’s the difference between having the music for a 30-page Beethoven sonata–and trying to learn it by ear! (you musicians know what I mean….)

I know you have the same concerns as a broker. So, you need aA�systems plan in your business plan, just as I put a technology and social media planner in my 4th edition of Up and Running in 30 DaysA� and in Up and Running in Real Estate, my online training/coaching/accountability program.

People Systems are as Important as Software Systems

One of the mistakes we brokers make is to think all our problems will be solved if we just get everything ‘automated’ with technology. Well, let meA�tell you, it’s hard to automate people! Yet, we needA� people systems so we can be sure no one falls through the cracks. We need to assess our systems to assure each agent, at each stage of his/her development, is worked with. Otherwise, we fail toA�meet our segmented agents’ needs.

For example: We may have wonderful seasoned agent training. But, we hire new agents with no orientation and no detailed, high accountability training and coaching. So, we have a huge failure rate with our new agents. Sound familiar?

Click here to get your copy of my systems survey and planner.

Use the planner to access your needs and then create an action plan for those needs in your 2012 business plan. Now, you’re on your way to saving time, money, and having systems you can delegate to free up your time.

Watch my Complimentary Business Planning Webinar

During this fast-paced webinar youa��ll see:

  • Why your plan probably didna��t work for youa��and what to do about it
  • How to definitely find out what will work for YOU (not someone elsea��s plan!)
  • How to anticipate market shifts (!)
  • What to STOP doing in 2017
  • What one thing will assure your business plan works
  • Bonus: 10 Creative Marketing Ideas for your plan

Included handouts:

  1. The strategic planning process created exclusively for real estate professionals by Carla Cross
  2. Review: Your best sources of business

Click here to see the webinar and grab the handouts.

Here’s to a great 2017 with your polished business plan!

Plan_Act_Celebrate

Comprehensive OnlineA�Business Planning Program for Managers

Do you find it difficult to get your agents to plan? Do you put off doing your office plan? Here’s your solution. This all-new program does several things for you:

2 webinars teach your agents how to plan using Carla’s strategic planning system

14 planning documents are included to guide your agents right through the planning process

3 webinars for you:

1. How to Create a Great Office Plan

Included: 22 office planning documents to make it easy for you to stay on track and create a great plan

2. How to Convince your Agents to Plan

3. How to Integrate your Office and Agents’ Plans

Check out Beyond the Basics of Business Planning: A planning system exclusively for real estate managers.

bus-plan-11Need strategies to get your agents to create great business plans? Here they are!

In November and December, I’m focusing on business planning, to help you and your agents get a great business plan for next year. Look forA� checklists, processes, and systems ready to use, too.

I know ita��s a lot of work to get your agents to commit to paper on anything. And, from working with thousands of agents on business planning over the years, I know the challenges. But, for us managers, the huge pay-off comes not from whata��s on paper, what, whata��s in the head. When we use a good business planning process we literally teach agents how to think through their businesses.

Three Huge Stealth Strategies

1. Take Away Commitment Phobia

Ita��s estimated we are told a�?noa�� 148,000 times prior to age eighteen. No wonder we dona��t want to commit to try anything! I know from teaching adults to play the piano, that adults are conditioned not to try anything new for fear of not being perfect. To many, writing a business plan means planning to faila��and then getting punished for it.

So, the first time you introduce business planning, take away the old downside of goal setting (not reaching it and getting punished),A� and help your agents move in incremental steps forwarda��a step at a time, with lots of positive reinforcement along the way. You have to create a safe haven for first-time planners.

2. Eat the Elephant a Bite at a Time

One of the agents in an office where I just did a small group coaching series told me he put a picture of an elephant on the wall, and then literally divided the elephant into bite-sized pieces, with an action step listed on each bite. What a wonderful visual! For many of your agents, planning is just the most overwhelming process they could envision. So, simply start with one or two areas. Personally, I start with 2-3 areas in the Review. See my next blog for an example of this.

3. Make it Really Easy to Start

Have a great business planning system to provide your agents. (Never just ask them to make a business plan without a system to follow, because youa��ll get all kinds of formats). Dona��t overwhelm your agents with too many planning pages to start. Customize your package with each agent. If you can get each agent to look at 1-3 areas of his business, and plan change strategies for a better year in that area, youa��ll have started the processa��a process that will continue, grow, and reap big benefits by year three.

We Do What We See, Not What We are Told

Do you have a business plan? If not, why should your agents be interested ? Making your a�?stealtha�� approach work means you must lead by example. Doing so creates a synergy between your plan and all the agentsa�� plans, and builds a strength that perseveres even in the toughest market.

What should be in an agent’s business planning system? Click here to see a ‘flow chart’.

Watch my Recorded Complimentary Business Planning Webinar

During this fast-paced webinar youa��ll see:

  • Why your plan probably didna��t work for youa��and what to do about it
  • How to definitely find out what will work for YOU (not someone elsea��s plan!)
  • How to anticipate market shifts (!)
  • What to STOP doing in 2017
  • What one thing will assure your business plan works
  • Bonus: 10 Creative Marketing Ideas for your plan

Included handouts:

  1. The strategic planning process created exclusively for real estate professionals by Carla Cross
  2. Review: Your best sources of business

Click here to see the webinar and grab the handouts.

Here’s to a great 2017 with your polished business plan!

Plan_Act_CelebrateHow Good is Your Business Planning System?

Need a comprehensive business planning system that is designed ONLY for leadership? Most planning systems don’t cover the specific areas you need to address.

Check out Beyond the Basics of Business Planning.