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.

beatles youngWhat in the world do the Beatles have to do with real estate pros success? A lot, I think. Wea��ve all heard of Paul, George, Ringo, and Johna��but, does the name a�?George Martina�? ring a bell? Maybe. Martin was the record producer who discovered and molded the Beatles, adding his classical musical background to the Beatlesa�� creativity to produce the Beatlesa�� unique and ever evolving sounds.

As a musician myself, Ia��ve always marveled at how the Beatles put classical musical aspects into their rock a�?n roll. Well, guess what? They didna��t do it by themselvesa��they melded their talents with Martin. George Martin just died at age 90, and many articles are being written about his collaboration with the Beatles. As I read these articles, I was thinking, a�?These life and performance lessons are absolutely applicable to us real estate professionals.a�? So, I culled five life and performance lessons we can learn from their association. Here are the first two, and I’ll continue in my next blog.

  1. Keep improving your team until you are working with the best.

Martin urged Beatlesa�� manager Brian Epstein to replace drummer Pete Best with Ringo Starr, who he felt was a better drummer. Is your team the strongest it can be? Whoa��s holding you back? Whoa��s hindering your best performance? Who do you need to replace? I know, as an ensemble musician, you never play any better than your worst player!A�

  1. Start every listing, buyer and training presentation with an attention-getting a�?hooka��.

Quit that boring droning that begins most presentations! Instead, do what Martin suggested: Start with a ‘hook’. A� Martin suggested Paul McCartney replace the first verse of Cana��t Buy Me Love with the a�?cana��t buy me lovea�� intro. Thata��s the hook, and we never forget it, do we? Do your listing/buyer and training presentations start with something attention-getting, or do you a�?ease intoa�� your presentation with banal comments like a�?Ia��ll keep this shorta�� or a�?wea��ve got a lot to covera��. Stop being banal and get creative with your opening (we practice this in my Instructor Development Workshop and I teach this in The Ultimate Real Estate Trainera��s Guide).

Applying these Principles with your Agents

Are you working with the best people? If not, why not? What do you need to do with your recruiting, selecting, and retention to upgrade your team so you all do better?

LM CoverWho’s On your Side? Who’s Supporting You?

Owners and managers: Are you as profitable as you deserve to be? If youa��re selling AND managing, youa��re finding yourself going 6 ways to Sunday! If youa��re not satisfied with your results, considerA�Leadership Mastery coaching with Carla Cross. This is not a a�?cookie cuttera�� program. This is a completely customized owner/manager program focusing on recruiting, coaching, training, leadership, delegation, and staff management. Why not hone your skills with Carla as your guide and support? Get your best sources of recruits, a great recruiting plan, AND a failsafe selection process to pick winners.

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

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

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

Your Blueprint for Selecting Winners, a complete interviewing guide, a $79.95 valuea��free.

Recruiting Objection Busters, scripts and dialogues to counter the toughest recruiting objections, a $40 value

Business Planning for the Owner, Manager, and Team Builder,a $100 value

Operations/Orientation Manuals and Checklists, a $30 value

Coaching Companions to coach new or experienced agents, a $200 value

Advantage 2.0 facilitator guide, a complete training program (a $500 value)

Click here to learn more about Leadership Mastery Coaching.

Click here to schedule a complimentary consultation to find out more about the program, ask questions, and see if ita��s a a�?matcha��. After your consultation, youa��ll receive a a�?thank youa�� of a 2-pack management audio CD series.

 

 

interview with clip boardIs your selection process ‘seat of the pants’? A�I think it’s a big problem today in the real estate industry. Do you? Let me know your feedback about the comments below.

Ia��ve already provided you one a�?whack up the side of the heada��. That a�?whacka�� was about recruiting. Herea��s another a�?whacka�� for managers. This ‘whack’ is about selection–or the lack thereof by the real estate industry today.

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

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

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

Recommendations:

Get and use a planned interview process.

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

Ask the right questions (questions about their pasts). Practice those questions and keep a list of them in front of you. Do you know what ‘past based questions’ are? They’re like a crystal ball. See Your Blueprint for Selecting Winners for exactly how to craft them–and lots of examples.

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

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

Create a a�?mutual expectationsa�� dialogue to assure that agent sees the value in your training, coaching, and start-up plan. a�?You never have another chance to make a first impressiona�? is the truism here.

Bottom line question: Are the agents youa��re hiring tough and good enough to deal with the discriminating client of today?

Tell me: If you believe real estate managers aren’t being as selective as they need to be, why?

Have you Polished your Selection Process?

Blueprint_Ebook_DisplayFor an 8-step ‘sure-selection’ process, plus those fantastic ‘past based’ questions, see Your Blueprint for Selecting Winners, and update your selection process to find more winners with less effort. A�(all online, so you get immediate access, and can start using it with confidence today!)

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

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

the person simply quits working!

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

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

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

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

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

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

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

small LM CoverAre you Confident in your Leadership Skills?

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

 

man on groundIn an earlierA�post, we explored 5 of the 10 biggest mistakes I’ve seen real estate recruiters make–and, admittedly, I’ve made. After all, I started like most of you–here’s your desk, here’s your phone……you know the drill…

So, here’s the rest of my list. What did I leave out? Why are we selecting so many who fail to make it in real estate?

6. Recruiting agents without the necessary skills or motivation to be
successful

There are the agents that fall over at the first objection (and there are many, even though they tell us they’re tenacious!) We keep beating our heads against stone walls recruiting agents who are deficient in the two skill sets we say are most important to real state success: technical (computer) skills and sales skills. We hire them, and then we pour thousands of dollars down a black hole trying to train them to do the things they wona��t or cana��t do.

Why not hire agents who already have technical and sales skills? In my program, The Complete Recruiter, I ask managers to make a list of the skills and qualities they feel are critical in the agents they hire. Please do that. Then, create questions that bring out whether an agent has the skills and qualities you need.

7. Talking too much in the a�?interviewa�� process

Well, ita��s not really an interview process to most managers. Ita��s actually a talk marathon, where the manager talks to the would-be agent until the agent gets tired and agrees (or not) to join the company. Thata��s what dozens of agents have described as their a�?recruiting interviewsa��. Your first hour of the recruiting interview should be contoured like this: The interviewee talks A? of the time. You talk A?. What are you doing while the interviewee is talking? Asking questions and listening. What are you listening for? Whether or not that interviewee has the necessary amounts of the skills and qualities you want. How do you assure youa��ve got the complete story? Probe around that one idea until youa��re completely assured that the interviewee has sufficient strength of that trait or skill.A� The CompleteA�Recruiter has lots of tips on mastering sales skills for recruiting. This is just one of them.

8. Selling all the features and benefits of the company in the same way to each recruit

Thata��s simply because the manager didna��t ask good questions at the beginning of the process. If he had, he woulda��ve discovered what needs the agent wanted met. Then, he woulda��ve designed his presentation to meet those needs.

9. No recruiting plan

About three years ago I was the head writer for the CRB (Certified Real Estate Broker) People Management course. This course includes recruiting, selecting, training, and motivating agents for high productivity. I was excited to teach the course the first time, and was thrilled that there were about sixty managers in the course. I found that most of them had been in the business over ten years.

I wanted to create something where they could share recruiting experiences and a�?winsa��, so I decided to do a little contest for a�?best recruiting campaign.a�� I introduced the contest the first morning, and waited for the entries. There were none. At the beginning of the second day I asked the students if it was a dumb contest, or what seemed to be the barriers. They told me that none of them had a recruiting plan, much less a campaign!A� How could you implement your recruiting a�?movesa�� without a plan of action? We pound into our agents heads the idea of business plans. Yet, we dona��t have plans for the most important of all our activitiesa��recruiting. If youa��re among the 95% of managers who dona��t have a plan, Ia��ve provided a simple, straightforward method of planning in The Complete Recruiter.

10. A�No system for agent follow-up

Youa��ve interviewed the agent. The agent doesna��t join that day. Now, what happens? In most companiesa��nothing! You need a contact management system. You need a contact plan. You need materials, and you need strategy. Finally, you need someone to run that plan. Hire a competent assistant and let that assistant engage your plan. This agent follow-up is really a part of your overall recruiting plan. You expect your agents to do it, and you need to do this, too, with your potential recruits. Remember, follow up until they a�?buy or diea��!

It doesna��t take a masterful recruiter to win all the awards. All it really takes is determination and persistence. And, when you look at the few managers who actively recruit, you know that merely taking a stab at inA� a consistent manner will win you many recruits.A� Start now!

CompleteRecruiterHow is your Recruiting Plan Working?

Well, shall we be honest? You probably don’t have a plan. At least, that’s my experience in training and coaching thousands of owners and managers. If you don’t have a plan, how do you know what to do each day to find, select, and recruit those you really want? How do you measure how you’re doing? The Complete Recruiter has it all: the plan, the dialogues, the systems. Get it this month at a blazingly good price, too! Find out more here.

slide 1 Excerpts 2016 NAR profileDo your agents have what buyers value? Do you know what buyers value? Every other year, the National Association of Realtors does a survey of thousands of buyers and sellers to find out their demographics and their opinions on real estate agents. These surveys, I think, are well worth the cost of Realtor membership! Why? Because they give us valuable insights into what buyers and sellers think is important, and they give us third party facts to share with buyers and sellers.

I have used the results in these surveys in my listing and buyer resources, so that agents have proof of the claims they say are true. In the next few blogs, I’ll be sharing with you a few of the invaluable nuggets of information from the National Association of Realtors’ 2015 Survey of Buyers and Sellers.

Watch for the videos: In the next week, I’ll be making 2 videos explaining 19 big takeaways from this survey. I’ll post the video AND the PDFs of the videos so you can share them with buyers and sellers. A�I’ll show you how to use these statistics and facts in your presentations and help your agents be more effective.

buyer satisfactionHow satisfied do you think buyers are in specific agent skills and qualities?

Highest valued by buyers was honesty and integrity. That’s good news for newer agents, because honesty and integrity has nothing to do with time in the business and everything to do with your ethics and character.

What do you think buyers were most dis-satisfied with?

Negotiation skills! Why? It could be because agents promised more than they delivered. Or, it could be that they just aren’t very good at negotiating. How practiced are you? Have you taken negotiation courses? Do you have a goal to increase your negotiation skills?

How can agents (and managers) prove theyA�have the skills and qualities buyers want?

You Can’t Brag But You Need to Stand Out–How?

marketing you 3 DMisunderstanding how to make yourself stand out can cost you thousands of dollars. You know you need to differentiate yourself from the ‘pack’, but how and when?

What NOT to do: Never, ever try to put your testimonials, statements, or accomplishments within your presentation. It’s too late, and will just get in your way–and come off as bragging. Instead, follow the instructions in Marketing YOU. Share your talents and skills with potential buyers and sellers in the right way. See more here.

Managers: Order this month, and you’ll receive your own instructions on creating your ‘Book of Greatness’ for recruiting.

 

 

 

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Carla interprets the NAR survey for 2015 on buyers and sellers. See what sellers are looking for. Educate sellers with these facts.

slide 1 Excerpts 2016 NAR profileGrab the PDF of the presentation too. Click here to get it.

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Watch while Carla interprets what buyers want, from the 2015 NAR survey of buyers and sellers. Find out how to deliver to buyers. Get 19 Big Takeaways (buyers and sellers’ major learning points to use in your presentations.)

slide 1 Excerpts 2016 NAR profileGrab the PDF of this presentation.A�Excerpts 2015-profile-of-home-buyers pdf

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

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

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

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

1. Charge ahead to hire

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

2. Recruiting to old-style management strategies

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

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

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

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

3. Trying to recruit on the company features

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

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

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

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

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

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

So far, what have I left out?

Blazing ‘Deal’ On My Complete Recruiting Systems this Month

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

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

Click here for more information and to order.

small CompleteRecruiter

Blueprint_Ebook_Display

men shaking handsYou hired them. Now what? Too many managers wait to get their agents into action until after training school. But, do you want them sitting around for weeks or months?

Here’s the situation: Your agent started in the business Tuesday. You have sent the agent through your orientation process, but your training program doesna��t start for another week. What do you do? Well, herea��s what NOT to do:

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

Watch Out for the Truisms

Truism number one: Only about one out of a hundred new agents is a a�?natural, talenteda�� 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 a�?slow starta��; theya��ll form hard-to-break bad habits, scheduling easy-to-do, low pay-off activitiesa��because theya��re easier and non-threatening

Here’s What to Do

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

Herea��s what to look for in a preliminary-to-training activity plan:

a�? It has the same priorities of business activities as your training start-up plan, so your agent a�?gets the picturea�� of success from day one
a�? It gives your agent meaningful activities to complete prior to starting your training program
a�? It doesna��t require anyone in the office training that agenta��until your training program starts
a�? It forms the basis for first-day coaching, if you want it to
a�? It takes advantage of your affiliates (mortgage, title, inspectors, etc.) who want to form relationships with your agentsa��to teach them the basics of the technical aspects of real estate

Consistency Equals Productivity

Your job as a manager/trainer is to createa��or choosea��a preliminary plan, a start-up plan, and a training program that all present the agenta��s job description in the same manner with the same prioritiesa��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, youa��ll have more success that you can promote to recruit, and more real dollars will flow to your bottom linesa��and theirs!

logoYou Don’t Have to Wait for Training School!

60% of new agents expect a sale within 2 months (that’s according to my survey of hundreds of new agents). How are they going to reach those expectations if they aren’t out lead generating in their first week in the business? Why not use the proven start-up plan that gives them the what, the how, the how much, the why–and the motivation. Up and Running in Real Estate is all online, and ready for your agent to start anytime. Check it out.

interview with clip boardSelection: If you’re a great talker, your cooked! A lot of recruiters/interviewers think that, if they’re great talkers, they’re great recruiters (same as agents think talking equals selling…..)

You’re a manager who recruits. You want to get winners in that recruiting seat. You pride yourself on being a great talker. (A manager once told me he just talks them to death–until they say they’ll join the company–what a great screening method-not!) A�But, too much talking is just old-style hard ‘selling’–and that’s certainly not the bulk of an effective selection process.

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

The recruitA�says, a�?I want a a�?deala��.a�?

Do you jump to a conclusion because you know what a�?deala�� means? Dona��t. You may be surprised. Instead, ask questions at what a�?deala�� means to that recruit. When you know exactly what the recruit means, you can proceed to find what theA�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 dona��t meet your standards.A� Click hereA�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 youa��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 a�?buyersa�� realizeA�they have

**Ever heard the term a�?buyers are liarsa��? I think thata��s not really the case. I think that we dona��t ask the right questions to help buyers (our recruits)A�clarify what they really want. Most a�?buyersa�� of services dona��t know what they really want. They think they want a better commission split. But, what theya��re really looking for is the motivation provided by secrity. That means different things to different people.A�Find outA�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 Wona��t Have to a�?Closea��

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

Dona��t forget to grab your pre-screening process:A� click here.

Want to streamline your selection process and recruit more winners? Check out Your Blueprint to Selecting Winners. It’s completely digital, so you get all the information right now. Includes an 11-step proven process to interview successfully. Do you have a process or do you just ‘wing it’?

A�