ambien xanax and vicodin buy ambien over the counter meds like ambien

can you take tramadol with ms contin buy tramadol cod zolpidem tartrate and tramadol

soma east end buy soma soma the movie

valium side effects dosage buy cheap valium valium appetite suppressant

lema del dia mundial del medio ambiente 2011 wikipedia ambien drug how soon can you refill a prescription for ambien

tramadol and codeine contraindications buy tramadol tramadol brustablett

ambien and oxycodone erowid buy ambien online ambien cr 6.25 mg tablet san

cimetidine after tramadol buy tramadol no prescription ketorolaco con tramadol nombre comercial

mixing xanax ativan and klonopin buy ativan online ativan ketamine

will xanax help with motion sickness buy xanax online grapefruit juice mixed with xanax

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 Up and Running in 30 Days-5th Edition

man ponderingHow good are your agents at managing their attitudes? Did you ever think about that, or think you’d need to manage that–or that they would need to consciously manage their attitudes?

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.

We’ve talked about your managing your Up and Running plan. That’s the “hard side” of the business—the facts, figures, and activities. However, there’s something else you must manage: the “soft side” of the business—your attitude.

How Our Attitudes Change with the Challenge

One of the things we managers love about a new agent is the enthusiasm with which they start. You’re excited to jump into sales. Sometimes you’re even overconfident. You tell us managers you are tenacious and that you can handle rejection. You describe yourself as a self-starter; you assure us you can motivate yourself. Then, reality takes over. You’ve always thought of yourself as a good communicator.

When You Start Lead Generating….Attitude Counts!

However, as you lead generate, you find it difficult to convince people to work with you. People somehow create many ways to reject you. You’ve always liked people, and you sense they like you. Yet they act differently with you now that you’re in sales. People make up stories to avoid you, say they “have a friend in the business,” secure information from you but do not give you information, promise to meet with you at the office—but don’t show up. You experience these feelings:

Rejection

Frustration

Impatience

Self-doubt

Inadequacy

Your image of yourself is tested. Who is the real you? The one who feels confident and tenacious and is a self-starter? Or the one who feels rejected, frustrated, inadequate, and full of self-doubt? Your attitude about the business—and yourself—is in danger of shifting from positive to negative.

* Big Idea: The best way to change your attitude from negative to positive is to get a sale.

Attitudes are Fast-Change Artists

Attitudes can change in seconds. Each day, hour, and minute, you evaluate your feelings about the business. Your experiences as you perform the activities in this plan fuel this evaluation. Your conclusions are based on your personal belief system. It’s not the activities that cause you to have a certain attitude about the business, but the conclusions you draw from your experiences with these activities. Let’s say you have knocked on 50 doors without getting a lead. What do you conclude? Agents who will fail conclude that “this won’t work in this area.” Agents who will succeed imagine themselves one step closer to a lead with every rejection. These agents realize that they must experience many rejections to get success.

* Big Idea: Tenacity is the one character attribute that is 99 percent of an agent’s success.

* Big Idea: My survey {of hundreds of new agents} showed the majority of new agents expect a sale in the first month. Not getting one puts their attitude in the dumper. Protection plan against an “in the dumper attitude”: go out and talk to lots of people—fast. That is, lead generate!

Up and Running_5e_616x800

Do You Provide Your Agents with a Proven Start-Up Plan with Attitude Advice Built In?

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

Check it out!

 

 

 

Are your agents resisting getting into action?

I’ve justdo it 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.

{To agents}

Real Estate Sales IS Challenging!

I’ll bet you didn’t know how challenging real estate sales were until now. To cope with those challenges, your creative subconscious may be coming up with ways to convince you to avoid getting into action. You might even start believing your subconscious! One of the most common reasons is the old “I can’t do that because I don’t know enough.” Or, maybe your subconscious has convinced you that you’re not organized enough to get into action, or that you’re not perfect enough.

{Managers: Do you have some agents frozen into inaction–or trying for perfection before they’ll start?}

Getting Ready to Get Ready

Ned, an agent in my office, acted in a way that is an example of creative avoidance. In the business eight months, Ned had made only one sale. However, he was in the office regularly and appeared busy with paperwork. He attended law courses and was well-informed on financing. One day I saw Ned collating maps. I asked him what he was doing. He explained that he was putting together a series of maps for a buyer’s tour. I thought that was exceptional; buyers would really want to know the whereabouts of the homes they were seeing. Unfortunately, Ned had used his strategy with only six buyers—all the buyers he had put in his car in the past eight months! He had spent his time on this nifty map system, but had not talked to enough people to get them into the car—or have the opportunity to appreciate the map system! Which is more important to your goal attainment—talking to people, qualifying them, and showing them homes, or working diligently on a map system in case you find someone who wants you to show them homes?

How People Get into Action

How do you “get into action”? In a wonderful book, The Conative Connection, Kathy Kolbe explores the ways different personalities get into action—not how we learn, but how we get into action. Some people barge ahead and worry about the details later. We start badly, but, because we’re tenacious, we surprise people by how good we finally get. Unfortunately, our supervisors often remember only how bad we were when we started. We must be tough-minded and keep at it; we must retain an image of ourselves as “finished products,” because others will not see us that way. Other people observe the action for a long time. Finally, when we feel ready to perform well, we get into action. We start slowly but well. Because of our slow start, we don’t get much positive reinforcement from our supervisors (or coach or manager), who note our lack of progress compared with others in the office. If slow starters are tenacious and believe in themselves, they become very good because they practice perfectly. Kolbe points out several “get into action” styles. This book will help you pinpoint your “get into action” style as well as the barriers and challenges you face as you start your real estate career.

Embrace Embarrassment

Go ahead—be embarrassed. There is no way to be experienced until you get experience. No agents like to take risks, be embarrassed, or have buyers and sellers guess that they are new in the business. But face it—everyone has been new in the business. Just go ahead and get those first few months over with. You will be embarrassed every day—many times. As a new agent, my most common statement to buyers or sellers was “I don’t know, but I’ll find out.” In music, little could stump me—but in real estate anything could stump me! Still, I muddled through it, and you will, too.

* Big Idea: Your ability to get into action and risk being embarrassed is one of the attributes of a successful new agent.

Why not take your time? I’ve interviewed prospective agents who told me they really didn’t want to sell real estate right away. They wanted to learn everything they could. Then, after six or eight months, they would feel ready to sell real estate. It doesn’t work that way! I wish I could tell you that you can successfully launch your real estate career by taking lots of time to “get ready.” However, if you take all the time in the world, you will fail:

Real estate is a performance art. It doesn’t matter how much you know; it only matters how you interact with people. And that takes practice and performance. To remember and emulate good performance, we need to perform right after we have heard, seen, and practiced that performance. Learning something in a class and letting that skill lie dormant for months just guarantees poor skill—and high stress.

* Big Idea: 99 percent of what we learn we learn by doing.

Managers: Are you unwittingly stopping people from getting into action by insisting on perfection?

Up and Running_5e largerDo You Have a Proven Start-Up Plan with Inspiration Built In?

Up and Running in 30 Days  has lots of up-to-the-minute updates. Plus, a proven, prioritized business start-up plan with inspiration, motivation, and action items built in. Check it out!

 

trainer sayingI’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.

The Value of Practice

It’s painful to learn from your mistakes with real clients. However, there’s an additional way to learn skills—practice. All too often, the value of practice is underestimated by both agents and managers. But it’s worth the effort to role-play each segment that requires sales communication with people:

  • Lead-generating scenarios
  • Following up with Internet inquiries
  • Counseling/qualifying buyer scenarios
  • Showing and closing buyer scenarios
  • Presenting and negotiating offer scenarios
  • Qualifying seller scenarios
  • Marketing/presentation scenarios
  • Price reduction/review scenarios

Managers and coaches: How many of these situations do you coach to via practice?

Agents believe that because they can talk they can sell. But we have already discussed the realities of conversation versus the special communication skills required for sales success. I guarantee that if you take seriously the practice asked of you in Up and Running, your performance with people will improve quickly and your confidence will soar. Every successful salesperson I have known who started quickly in this business organized, systematized, practiced, and perfected each step in the sales cycle.

Caution: A reason new agents start slowly or fail early is that they underestimated their need to develop a mastery of sales skills in their first months in the business. So, they fail to convert those leads!

Perfect Practice Makes Perfect

The best kind of practice increases your skill and results. Back to my piano-practicing days: as a four-year-old, I picked out tunes on the keys and added the chords. I could play pop music reasonably well. Then, at age six, I started piano lessons. As I progressed to more demanding piano teachers, I learned that “faking it ’til you made it” just would not meet their standards. In fact, my best piano teacher, Mr. Green, taught me to practice very slowly, so there weren’t any mistakes. I found that if I practiced quickly, I practiced my mistakes right along with the rest of the piece.

Although his kind of practice was tedious, it was right. By using Mr. Green’s method I became a much better pianist, gaining a degree in piano performance. Too often, real estate agents practice the mistakes and end up with a sales system that is “more mistake than effective.”

* Big Idea: Perfect practice makes perfect. Go for mastery, not just mediocrity. One of a coach’s opportunities is to help you get into action, take risks, and work toward “practicing perfectly.”

Up and Running_5e largerWhat is the ‘Music’ You Use to Coach?

You need a guide–a solid business start-up plan, with the what, how, how much, and why built in. Take a look at the new 5th edition of Up and Running in 30 Days.

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 out—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 doesn’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 “see all the inventory” before doing anything else. The rationale is that it’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. (It’s the means, not the end.) But new agents don’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 “busywork” as equal priority to lead generating—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 broker’s hair! Also, the new agent loves the broker for a while, because the broker isn’t asking the new agent to do those high-rejection activities—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 isn’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 “business-producing” activities)
  3. Includes an organized activities schedule with certain activities prioritized second—and explaining why (In Up and Running, these are called “business-supporting” activities)
  4. Provides a road map for a continuing plan (remember that “plan for life”?)
  5. Builds in the “why” 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 recognize—and know the pros and cons. Here’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 can’t see how it wouldn’t continue to be a number one trend and priority). But, Murray and Morris’s point is that real estate professionals who want to be successful can’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 leads—forever. Here’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?    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.  That’s why this Up and Running start-up plan is so important to follow to the letter!

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

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, I’ve laid out a plan of action for those of you who do intend this success. I’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 you—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 don’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 “we will take care of you and give you leads” 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 shouldn’t accept various types of leads from others? No. (Just know that you will be paying for that lead).  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: It’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 can’t remember who those people are, and you certainly can’t remember how and when to stay in touch with them! I’ve provided a list of various databases and CRM programs in Section 14: References and Resources. I’m not endorsing any one of them. I’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, here’s what they said:

“CRM and lead management tools”—Diane Honeycutt

“A really good and easy-to-use CRM”—Cerise Paton

“A good CRM”—Chris Cross

So, don’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 studies—a whole lot! The new fifth edition of Up and Running in 30 Days, my new agent’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 studies—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, I’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 you’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/she’s in a fog for the first few months?

If you want a ‘template’ and suggestions of what should be included in your orientation, click here.

Those New Hires ‘Check Out’ 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 day’s activities are completely outlined so the new agent knows exactly how to proceed (you’re building in habits of success).
  3. The first week’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 they’ve experienced a well-structured onboarding program.

So, how does your onboarding system stack up?

Find out: Regularly survey your agents who’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:  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 studies—a whole lot! The new fifth edition of Up and Running in 30 Days, my new agent’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 studies—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 didn’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 don’t get the basic direction needed to launch their businesses.

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

In this blog, I’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. I’m sure you’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. What’s wrong?

Question for you:  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, I’ll discuss more of the study conclusions and what they mean to us as real estate owners. I’ll also offer tips to tighten your onboarding process. Isn’t it worth having great systems if you could increase your retention of first year agents to 75%?

Last question: What’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:  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.

shaking hands over computerDearborn Education Company just released my 5th edition (!) of Up and Running in 30 Days. This book is literally the new agent’s business start-up plan. In addition, I’ve provided lots of training and advice to assure new agents know what to do and how to do it.

One of the updates in this edition is the technology new agents really need—and what they don’t need, so they don’t waste their previous dollars!

What My Technology Experts Told Me

Use technology to support your dynamic business. The easiest way to organize the names of prospects and clients is on a computer. If you’re not in the technology world now—jump in. You’ll need technology to do the following (these are not my priorities, just a list):

Technology Recommendations from Up and Running

Use technology to support your dynamic business. The easiest way to organize the names of prospects and clients is on a computer. If you’re not in the technology world now—jump in. You’ll need technology to do the following (these are not my priorities, just a list):

  1. Work from wherever you are with a laptop so you can find properties, do market analysis, and create presentations anywhere, anytime
  2. Organize your prospects, clients, and affiliates (such as mortgage lenders) in a database (if you’re not extremely computer literate, start with Microsoft Outlook, which almost everyone already has on their computers)
  3. Organize your follow-up programs for specific target markets via  client relationship management (CRM)
  4. Capture and follow up on your Internet leads with Internet lead follow-­up technology designed for that purpose
  5. Measure your progress to your goals with specific software
  6. Keep in contact with your customers via cell phone and pager (you will find it truly amazing how few agents return phone calls)
  7. Carry your contacts (database), schedule, and so on with you on a personal digital assistant
  8. Create a personal Web site and/or blog that promotes you and/or provides your prospects and clients access to information they value, such as updates on their property, marketing, or transaction progress
  9. Take pictures with a digital camera and add them to your Web site or your flyers
  10. Invest in a video flip camera so you can promote yourself and your listings via video
  11. Budget for your expenses, track expenses, and create, implement, and analyze your profit and loss statements with financial software (such as QuickBooks, Quicken, or Mint)

Note: See the References and Resources section in UP and Running in 30 Days  for resources for these valuable tools. And, the reference section offers dozens of references for other software, training, etc.

Get Advice Before You Invest

These references include only a few of the technologies agents use in business. Before you buy anything, interview three technology-savvy, high-producing agents in your office and identify the technologies they consider important. Don’t expect your real estate company to provide them, although seasoned agents within your organization may be willing to provide direction on the best use of technology. Also, see your manager for advice on the most up-to-date technology you need to perform.

Caveat: Don’t run around buying every marketing program and tech tool from vendors. As Gary Richter, one of the newer, successful agents quoted in my book, advises: “There are many different programs and systems that vendors will try to sell to you as a new agent. Many overlap in capabilities. Pick one that works for you and stick with it.”

Up and Running_5e largerTake a look at what’s new in Up and Running in 30 Days:  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.

Up and Running_5e largerI just received my copy of my 5th edition of Up and Running in 30 Days, the new agent’s business start-up plan. Dearborn Education, a division of Kaplan, Inc., has published this book since its first edition. I’ve put lots of updates in this 2017 edition, including advice from successful newer agents. Rather than my trying to convince you of these principles myself, here’s what they’ve said:

On Training

Here’s a quote from Kyle Kovats, who was recently chosen as one of the finalists for the “30 under 30” honors from the National Association of Realtors.  These select nominations are agents chosen because they are under 30 and very successful in the business.

Kyle advises: “Find a broker who has a comprehensive training program. Ask if you can speak with agents who have gone through it to get the agents’ perspective on whether it was helpful.”

{Note: Up and Running in 30 Days has tips for you new agents in choosing the right training program—a training program that actually assures you launch a great career).

The Importance of Coaches and Mentors

There’s a lot more to success than just attending even a great training program. Read this from Merrilee Prochaska, “I wish I had understood the importance of a mentor/coach before I began.”

{Up and Running in 30 Days discusses the trend toward coaches, and provides guidance in choosing the right coach for you.}

On What They Wish They’d Done Differently

It’s not all a smooth ride! Here are some comments from Cerise Paton, on what she wishes she would have done differently: “Followed up more and more consistently; understood the time and discipline and numbers needed for lead generation and lead conversion; recognizing the time it took to build trust; going on more appointments, failing more often, and getting better, practicing presentations with friends”.

Gary Richter’s comment on what he would do differently could apply to most new agents: “Contact all of my sphere and ask for business.” Gary admits he was reticent to ask them all for business.

On Prioritizing Your Activities and Lead Generation Sources

Don’t take my word for it that clearly prioritizing your activities as business-producing or business-supporting is key to success. Hear it from Gary Richter, who used Up and Running in 30 Days to start his career. He says his priorities are big reasons he’s succeeding now: “I am cognizant of my daily activities and recognized them as either business producing or business supporting. I spend the majority of my time on business-producing activities.”

And, Diane Honeycutt states, “Take the advice in this plan and be sure you’re not a ‘secret agent’! Develop a work plan and stick to it”.

Here’s what Kyle Kovats, that great ’30 under 30’ nominee, said: “Get out there and just do it.  Try different forms of prospecting and see what works. An ounce of action is more powerful than a ton of planning.”

Gary Richter advises: “Get off your computer and go out into the areas. Focus on business-producing activities.”

More great advice from Kyle Kovats: “Be relentless. Follow up with handwritten letters rather than the generic form letters/cards most agents send people. Be unique.”

On the Importance of Client Relationship Management Technology

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

“CRM and lead management tools”—Diane Honeycutt

“A really good and easy-to-use CRM”—Cerise Paton

“A good CRM”—Chris Cross

So, don’t be like the majority of new agents (and even seasoned agents who put off capturing all those leads in a database and then, even better a CRM!) Start using a database, or better yet, a CRM your first week in the business.

On Spending Money for Leads

Here’s some advice from one of those Top 30 Under 30 finalists, James Pierce: “Don’t pay a dime to sites like Zillow, etc.”

From Cerise Paton: “You will get a lot of calls to sell you leads, google placement, banner ads, shopping carts, you name it. Don’t do it. It either has no value, or you’re not ready for it, or you can’t afford it”

Tip for managers: As you read these comments, ask yourself, “How is my training, coaching, and business start-up plan keeping my new agents on track?” What needs to be changed or refined so I get better results?”

How about YOU?

Are you following these principles? How many have you rejected or violated in your first few months in the business? Why? Success isn’t always easy, but it always has patterns and leaves clues! Don’t try and re-invent the wheel. Follow a proven plan with assured results and you will be wildly successful!

Take a look at what’s new in Up and Running in 30 Days:  updates in 5th edition.

red checkmarkHow would you rate your on boarding program for your new agents? I mean

1. your initial orientation procedure (do you have one)

2. A coach or mentor to work with that new agent from day 1

3. A start-up plan initiated from week 2

4. A training program to support the start-up plan–starts in their week 2

Go through each of these and rate yourself. Interestingly, few companies even have a complete on boarding program.Instead, they have a checklist that they go through with the new agent. Then, they explain that training will start in 4 weeks. Woops! My studies show that the majority of new agents expect a SALE within 4 weeks! So, if they’re not lead generating from week 2, how in the world will they get that early success?

The most important part of the on boarding process is the start-up plan. Do you have one? What’s your ‘bottom line’ for an ideal start-up plan for a new agent? Many managers tell me they don’t want to hire new agents because they’re too much work–and, too many of them fail. True. Yet, on the other hand, managers find it difficult to recruit seasoned agents who fit their profile, culture, and standards. One answer to this dilemma is to develop a start-up program for new agents that avoids the pitfalls associated with hiring new agents.

The Ideal Porgram Should Assure…

1. The new agent will succeed–fast (not this normal 50% failure rate!)

2. The new agent is directed by the start-up program–not a situation where the manager has to re-invent the wheel with every new agent

3. The manager doesn’t have to invest hundreds of hours in a new agent–only to find that agent fails

4. There’s direction from a ‘trusted advisor’–an outside coach, to save the manager’s time

5. There’s coordination and interaction between the ‘trusted advisor coach’ and the manager, so the manager isn’t left out of the loop

6. The new agent is challenged by meaningful activities leading to a sale, not just unprioritized busy work

What other goals should your ideal program provide you?

Refining My Start-Up Plan

I’m doing the fifth edition of my best-selling start-up plan for new agents, Up and Running in 30 Days. I want to assure that it fulfills all the goals above–and the goals you have for me.  Want to give me some feedback? Here’s a manager or owner questionnaire for you. Get it back to me by May 20, 2016. If I can, I’ll include you in quotes in the new edition, out in early 2017. And, of course, you’ll receive a complimentary copy of the fifth edition!

Want to share your observations? Click here for that questionnaire.

займы онлайн на карту срочные займы в ставрополе займы на карту в барнауле займ на карту