Dropping 1979 practices:A�The evolution and why you need to know.
This blog series is taken from an article I just wrote on the history and future for real estate. But, it’s not just a look from afar. It’s an actual history of how we agents operated and how companies encouraged how we practiced real estate. But, as real estate has changed, have agents (and companies) changed their approach to real estate sales? Here’s theA�third blog entry.
Dependent on the Company for Successa��or our Own Efforts?
Stephen Covey, in his wonderful book, The 7 Habits of Highly Successful People, relates three phases of a persona��s growth: Dependent, Independent, and Interdependent. As kids, wea��re certainly reliant on our parents for everythinga��wea��re dependent. Then, as teen-agers, we get to drive, and, voilaa��.we become (or like to think we become) independent (and we think we know it all). Finally, as we mature, we find that going it alone is tougher than teaming with othersa��that we actually dona��t know everythinga��and that othersa�� support, love, and consideration are supremely important to human beings. The same can be said of the evolution of companiesa��and, in fact, real estate companies.
The Evolution to Todaya��and on to Tomorrow
You can imagine that the dependent type of company brand strength would be challengeda��and it was. In the 80a��s the a�?independenta�� real estate concept turned the business upside down. Agents had learned that they actually have much more control over their own businesses than theya��d thought. They didna��t feel they needed to be managed like employees. They were ready to create and drive their own businesses and spend their own money to do it. Many thrived in this environment, but some didna��t have the business skills to take over and run their businesses like businesses.
The Internet Took away the Inventory a�?Secretsa��
One powerful a�?secreta�� agents had over their clients is that the clients didna��t have access to listing information. The MLS sure wanted to keep it that way. But, with the Internet, all those a�?secretsa�� disappeared. Agents had to ask themselves, a�?Whata��s my value? If my value isna��t in knowing all about those homes (and the client doesna��t), what value do I bring?a�? Savvy agents realized their value lay in personal service, and the knowledge and judgment honed over years of real estate practice. So, we agents had to pivot from a�?product-centrica�� to a�?agent-centrica�� businesses. Not all agents made the pivot.
Time warp check: Are you able to clearly articulate your value to the client in todaya��s work environment?A�
Todaya��and Tomorrow; Where are We Going?
In the past 20+ years, the emergence of the a�?interdependenta�� real estate company has made this evolution go to the third round. Simply stated, all the systems and models of the company are set up to create a team atmosphere and to optimize each persona��s potential. Easier said than done! The brand takes a back seat to each agenta��s development.
In the next blog, we’ll look further into the interdependent model, and what it means to you as a practicing real estateA�professional.
Big lesson: No matter the model you work in, you must evolve your business to meet the needs of today’s real estate climate.
Dropping 1979 practices: Get into today’s and tomorrow’s real estate world!
This blog series is taken from an article I just wrote on the history and future for real estate. But, it’s not just a look from afar. It’s an actual history of how we agents operated and how companies encouraged how we practiced real estate. But, as real estate has changed, have agents (and companies) changed their approach to real estate sales? Here’s the second blog entry.
Get to Know and Stay In Contact with Former Clients?A� Why?
As you can see from my descriptions so far of how real estate was practiced when I started in the 70’s , the emphasis was not on client satisfaction. A�No one taught us to interview buyers prior to hauling them around to see homes (yes, we called it a�?haulsa��) or form relationships with them! No one trained us to interview sellers for needs before we a�?solda�� the seller on our services (and we basically sold company features and benefits, not what an individual agent would do for the client). No one taught us that it was important or that we were to keep clients over time. In fact, it seemed to be a a�?nexta�� business (find a new buyer or seller). The company took the responsibility to keep track of the clients.(And, of course, the companya��s attitude was that they a�?owneda�� the client).
Time warp check: Do you know agents who still dona��t start client relationships with and in-depth interview process, so the client needs are discovered and met?A�
Because the company was spending money on advertising, the agents assumed clients would remember the agent and perhaps come back of their own accord.
Problem: The clients remembered the company but didna��t remember the agent! Agents seemed interchangeable (and you know theya��re not!).
Time warp check: Do you know agents who still dona��t keep in close contact with their best source of businessa��those they just a�?solda��?
Dependent on the Company for Successa��or our Own Efforts?
Stephen Covey, in his wonderful book, The 7 Habits of Highly Successful People, relates three phases of a persona��s growth: Dependent, Independent, and Interdependent. As kids, wea��re certainly reliant on our parents for everythinga��wea��re dependent. Then, as teen-agers, we get to drive, and, voilaa��.we become (or like to think we become) independent (and we think we know it all). Finally, as we mature, we find that going it alone is tougher than teaming with othersa��that we actually dona��t know everythinga��and that othersa�� support, love, and consideration are supremely important to human beings. The same can be said of the evolution of companiesa��and, in fact, real estate companies.
The Dependent Company was Dominant
Above, Ia��ve described my early experience in a company as a�?dependenta��. We relied on the company to create the brand, create the business, schedule our time, take care of the business side of things, and even track and re-communicate with the client.
Time warp check: Do you know agents that still operate without a business plan or a budget, relying on the company plan to suffice?
In the next blog, I’ll discuss the continuing evolution of real estate. And, I’ll relate to how many agents are still practicing–not stepping up their business to compete now. And, unwittingly, companies are encouraging these old practices through their branding and practices.
One More Opportunity to Get My Business Planning Resources at Deep Discounts
Thought you’d get it done but it’s still on your ‘to do’ list? I want to help! So, I’ve extended my discounts on my online business planning resources through Jan. 31.
Managers: Frustrated because you can’t get your agents to plan? Problems solved! I’ve put my exclusive planning pages online–plus webinars to help you get through that plan fast. Don’t wait another year for business success. See moreA�here.
Special discounts through Jan. 31: Purchase the agent’s planning resource,A�Beyond the Basics of Business PlanningA�for agents, A�and save $20 (regularly $99). Use coupon codeA�agent bus plan.
Managers: I’ll teach your agents how to plan, too! Included in your Manager’s Package!
Purchase the manager’s planning resource,A�Beyond the Basics of Business Planning for Managers, A�with all office/company planning documents and save $50. Use coupon codeA�manager bus plan.
Offer ends Jan. 31: Big discounts on these programs–use the coupon codes below to order.
Ready to order? Click below:
Beyond the Basics of Business planning for ManagersA�– regularly $249, now $199 with coupon code managerA�bus planA�
Beyond the Basics of Business Planning for AgentsA�A�–regularly $99, now $79 with coupon codeA�agent bus plan
Remember, this special offer expires Jan. 31, so, order now and get your business plan ready for 2018.
PS: I’ve got dozens of ideas on how you can refine your systems for tomorrow’s real estate practices–not yesterday’s….
Are We Still Operating as Though it was 1979?
By · CommentsAre we still operating as though it was 1979?
I’m writing an article about how real estate has changed for a prominent real estate magazine. Here is the first part of that article, which will be continued in the next two blogs. As I write the article, I am actually stunned as I think about the number of habits we have carried over from 1979 (even though they didn’t work real well then and they sure don’t work now.)
Agents Were Hired to Sell and ‘Service’ Listings
a�?Sell, sell, sell!a�? Ia��ll never forget the cry of the vice-president of our company yelling that at the end of an all-company meeting. When I started in real estate, about four decades ago (wow!), a company wanteda��and expecteda��agents to sell houses. Thata��s it. The company would take care of the advertising to gain leads, business plan, financesa��and charge 50% of the commissions for doing it. Does that sound onerous to you? Well, to us, entering the business, it sounded great! After all, what did we know about how to marketing to find business, how to spend our marketing dollars, how to think longer-term about our careers? No. What we thought about was that we would probably see some nice listings that day, and wea��d go home and try to find a buyer for that listing.
How Agents a�?Lead Generateda��
Well, they didna��t really lead generate themselves. They waited for the company to spend money to get prospective buyers and sellers to call them. Herea��s how it was done:
- The company placed ads in newspapers. Agents were assigned a�?floor timea�� to answer these inquiries. The listing agent didna��t get the calls. Unfortunately, many times agents were new, and/or hadna��t seen the homes. But, the company a�?solda�� the opportunitya��and agents complained that there were few a�?qualifieda�� calls. Fortunately (?), sellers didn’t realize how these calls were handled–and they weren’t told anything about call handling during the listing presentation. They were just ecstatic that their home would be advertised!
Managers: Are you training your agents to tell the truth about what advertising/open houses do? Are you training your agents NOT to rely on these methods to get houses sold?
Contrarian view: As I write this, I’ll tell you how I bucked the practices of the day, because I found these practices to set up win-lose situations. Most agents sat and waited for a lead to come to them. But, since I knew 2 people when we moved to Seattle, I was afraid to a�?sit and waita��. Fortunately, I had a manager who told me to a�?go talk to peoplea��. So, I dida��for sale by owners, expired listings, farminga��you name it, I did it (without any training–I just read articles and bugged agents!) I did proactive lead generating way before it was a�?ina�� to doa��and was named in the top 10 agents in my 400 agent company my 2nd year in the business (boy, was I surprised!).
2. Open houses: The office assigned agents to hold homes open (especially new homes). Most of the time, these werena��t the listing agents. Instead, the listing agents promised the builders that someone would hold the home open every Saturday and Sunday. So, agents (especially newer agents) were assigned these a�?opportunitiesa��a��even though the home may be on a lane in the woodsa��.
Contrarian view: When I becameA� manager, I taught our agents never to promise open houses if the house wasna��t situated in a high traffic area. Why? Ita��s unfair to sellers AND agents. Also, we kept statistics on A�how often a buyer walked in a bought the home (very, very seldoma��in a normal market).
Managers: Do you keep statistics on how buyers find the home they bought? And what happens in open houses? Train your agents to educate sellers and buyers on why open houses are held and the results of them.
Big question
Managers: Are you still encouraging a ‘sit and wait’ attitude by the systems you use in your office (assigning floor time and/or open houses)? I don’t mean that these are not means to find buyers. But, buyers’ habits have changed and I’m afraid these systems and agents haven’t changed with them. Are you still operating in 1979?
One More Opportunity to Get My Business Planning Resources at Deep Discounts
Thought you’d get it done but it’s still on your ‘to do’ list? I want to help! So, I’ve extended my discounts on my online business planning resources through Jan. 31.
Managers: Frustrated because you can’t get your agents to plan? Problems solved! I’ve put my exclusive planning pages online–plus webinars to help you get through that plan fast. Don’t wait another year for business success. See more here.
Special discounts through Jan. 31: Purchase the agent’s planning resource, Beyond the Basics of Business Planning for agents, A�and save $20 (regularly $99). Use coupon code agent bus plan.
Managers: I’ll teach your agents how to plan, too! Included in your Manager’s Package!
Purchase the manager’s planning resource, Beyond the Basics of Business Planning for Managers, A�with all office/company planning documents and save $50. Use coupon code manager bus plan.
Offer ends Jan. 31: Big discounts on these programs–use the coupon codes below to order.
Ready to order? Click below:
Beyond the Basics of Business planning for ManagersA�– regularly $249, now $199 with coupon code managerA�bus planA�
Beyond the Basics of Business Planning for AgentsA�A�–regularly $99, now $79 with coupon codeA�agent bus plan
Remember, this special offer expires Jan. 31, so, order now and get your business plan ready for 2018.
PS: I’ve got dozens of ideas on how you can refine your systems for tomorrow’s real estate practices–not yesterday’s….
Is Technology Your Greatest Challenge? No!
By · Comments
Is technology your greatest challenge as a leader?A� I just saw an advertisement for a large franchise convention. The focus will be on technology. Okay. But, what about you leaders? What are your big concerns? I’ll bet they are NOT technology. They are
1. Finding great candidates — not just anybody
2. New agents joining–getting them successful quickly; reducing turnover
3. Creating a ‘team’ atmosphere that serves as a magnet for retention
In fact, I’m afraid that most companies are focused on yesterday’s challenges. If technology were still actually the #1 focus, our agents would all be doing well, and eager to embrace technology to support those efforts. The company challenge would be just to either provide that technology or the training to use it.* That’s not the case. Companies have plenty of technology resources or access to them. It’s just that agents reject using these resources! Why? They aren’t committed to their businesses. Or, they don’t know how to use the technology. That’s a leadership training opportunity.
*If I were to look at the convention speakers, would I find someone who was working with leadership to help them counsel and consult each agent to his tech plan? To provide a calendar with tech training customized to each office needs? Without these ‘on the ground’ actions, talk about tech is pretty worthless!
Technology: A Crutch, or a Support?
If agents see technology as a crutch, or an excuse NOT to lead generate, they will look to technology to solve their income problems. Tech experts say that less than 2% of all tech leads turn into sales. But, do agents think that? No. They think that each tech lead is a guaranteed sale. They think it’s easy to convert that lead. When they find out it’s not easy and that there’s such a low conversion rate, they give up fast. Franchises have failed nationally that relied on technology to provide leads to agents. Unfortunately, those agents were sold that the company leads would guarantee them a handsome income. So, they had inflated expectations about the quality of leads. And, according to the franchise owners, the agents wouldn’t follow up on most of the leads!
Getting the Cart before the Horse
So, focusing on technology intimates that it will be the solution to a manager’ owners challenge: To get more production from his/her agents. Technology will not do that. Technology will provide support for lead generation. Technology will make it easy to track those leads and constantly communicate. But, that means there still has to be a caring, communicating human being driving that technology–the responsible agent.
Leaders: What do you think are the biggest challenges managers face today in real estate offices?A� How does tech fit in?
The Most Important Component of a Business Plan
By · Comments
Is your business plan missing the vision component?A�Below is an explanation of why having a vision is so important to the success of your business plan. In fact, I believe the lack of vision in a plan leads to a demotivating and certainly uninspiring plan.
For you managers: I think helping your agents create an inspiring and motivating plan will remove their reticence at doing a plan.
Why Vision is Important
A few years ago, business professors, Jim Collins and Jerry Porras, studied very successful companies to find out the differences between a�?stunninga�� (high profits and highly regarded), and other like companies who were almost as profitable, but not so successful). They published the results in the best business book Ia��ve ever read,A�Built to Last: Successful Habits of Visionary Companies.
What did they find was the common difference between the highly profitable and merely very successful?
A common vision and values shared by every person in the company.A�
Porras and Collins’ conclusion was that the desire for profits isna��t the main driver for profits. The focused and tenacious vision, shared by all in the company, was the biggest determinant for profits.A�
Components of VisionA�
Your vision is made up of yourA�core ideologyA�and yourA�envisioned future.A�A�
As you can see from the chart on the right, excerpted from myA�online business planning resource, Beyond the Basics of Business Planning,A�yourA�core ideologyA�is made up of your core values and core purpose. If you look at your life, youa��ll see that the things that inspire and motivate you are the things that adhere to your belief system. Thata��s what this part of the vision statement says about you.
Your envisioned futureA�is made from a vivid description of this future, and BHAGsa��big hairy, audacious goals. Those are goals five years out, that you really dona��t think you can attain.
The Power of BHAGs
Surprisingly, as Porras and Collins found, when companies stated these goals, they actually attained them in three years! (Inspirational goals that are congruent with your core values and core ideology are powerful motivators!).
What Vision Does for Companies
Herea��s Porras and Collinsa��s function of a vision statement:
Provides guidance about what core to preserve and what future to progress toward.A� Made up of core ideology and envisioned future.
Here’s an example of a vision of one of the book’s stand-out companies:
Our basic principles have endured intact since our founders conceived them.A� We distinguish between core values and practices; the core values dona��t change, but the practices might.A� Wea��ve also remained clear that profit a�� as important as it is a�� is not why the Hewlett-Packard Company exists; it exists for more fundamental reasons.a�?
A� A� A� John Young, former CEO, Hewlett-Packard
A�How to Construct your Vision
How do you want to see yourself in this business? How do you want people to talk about you and your business after you retire? What values are most important to you? What ideology do you follow in your business?
Managersa�� exercise.A�A�To figure out what your core values are, imagine that you are opening an office on Mars. You can only take three agents with you on your spaceship. Name those three agents. What are the core values of these agents? Who in your office doesn’t exhibit those values? Why is he/she still with you?
Looking back:A�Imagine you are at your own memorial, watching from above. What are others saying about you? Whata��s most memorable about you?
Voicing those BHAGs
What is a great goal you would love to accomplish in your business, but really dona��t feel ita��s possible for you within five years? Write it right now.
Note: In the complimentary business planning webinar, we’ll be exploring vision and agents will actually write some BHAGS!
Why We Dona��t Reach Those Lofty Goals
Is that goal thata��s been eluding you congruent with your core values? What I mean by that is, does that goal feel comfortable to you? For instance, if that goal is that youa��ll make two million dollars, and you dona��t like the feeling of that much money, because your values are aligned differently, you just arena��t going to reach that goal. That, I believe is the reason many of us dona��t reach some of our goals. Those goals arena��t in alignment with our core values.
Herea��s what great motivational speaker Zig Ziglar said about goal-value alignment:
You cana��t consistently perform in a manner that is inconsistent with the way you see yourself.
Finding your Alive, Powerful Motivation
In my business planning system, I also provide another method to check your motivation.
Click hereA�to get this document.
Ia��m convinced that we reach or dona��t reach our goals based on the intensity of our desire, driven not by cold numbers, but by the warm emotion of aligned values and inspiring goals. Yogi Berra said it well:
Life is like baseball; ita��s 95% mental and the other half is physical.
Here’s how to get more success with your new agents–starting with before licensing.
Managers: Use this as you’re interviewing to help those best candidates get ready to be successful.
Managers: your new agents wait to start training until AFTER they join an office. Why? Think how much faster they could go if they had lots of the organization and training under your belt prior to their first day in the business?A� Okay. I know. Until they are licensed, they can’t do the things licensed agents can do. But, they can do many things. And all those things get them ready to hit the ground running. At the end of this blog, I’m providing you my great checklist,A�30 Things to Do Right (In Pre-License School) Now to Hit the Ground Running. (from my new eBook,A�What They Don’t Teach You in Pre-License School).
New Agents Lose Lots of Time Because They are Not Prepared to Start the Business
New agents generally spend the first 1-2 weeks getting ‘orientated’. Brokers have checklists to assure they get their keys, join the Realtor association, etc., etc., etc. How long do you estimate it takes the new agent just to get those orientation checklists finished? 2-4 weeks? In some cases, they never finish them!!!!! Not only that, they probably think that finishing those checklists assures they are going to be successful agents.A� Ha!
When Do New Agents Plan to Start Lead Generating?
My studies show that new agents want to make a sale their first month in the business. That means you need to start lead generating your first WEEK in the business! From hiring and training hundreds of new agents, I’ve observed they put off the inevitable as long as possible, hoping ‘there’s another way!’ In fact, the more ‘get ready to get ready’ work new agents doing, the worse their habits become and the less money they make!
A Better Method to GetA� a Check Fast
Instead of waiting until new agents areA�are licensed, why not get them prepared to sell real estate while they are in pre-license school? These eager beavers can do things like
- Decide on the database/CRMA�they want to use and learn how to use it–with your guidance
- Populate their databases with 100-300 potential clients
- Prepare an email/hard copy note/letter to all those in their databases saying they’ve joined_____________ real estate company
30 Things to Do While in Pre-License School
In fact, as I was writing myA� eBook,A�What They Don’t Teach You in Pre-License School, I started thinking about how we could really prepare agents to sell real estate–lots of real estate. That’s how I came up with this checklist.A�Click hereA�to get it.
Let me know how theA�checklistA�worked for you. I’ve used this with pre-licensees and seen them sell much faster and with much more confidence.
You Need This! Prepare to Sell Real Estate Fast and Well
This 280+ page eBook is packed with questionnaires, advice, processes, and systems to prepare pre-licensees (and new agents!) for the real world of real estate.A� SeeA�What They Don’t Teach You in Pre-License School.A�Only $14.95, and immediately downloadable. Now, a Kindle version, too.
Managers: Use this to help your great candidates assure they make it in the business!
Do your agents have mission statements as part of their business plans?A�Why is having a mission important? How should it guide agents? You’ve heard the talks about finding your passion. But, you see your agents being over-whelmed in their careers. It’s just too much to think big when they’re A�just trying to find that house or convince a buyer to work with them!
This month, I’m featuring tips on business planning in both my blogs (see also my blog for agents Up and Running in 30 Days.)
The Importance of Your Mission
This time of year, we’re encouraging everyone to create their business plans. One of the first things you’ll do in creating your own business plan is to define your mission. Why? Because, otherwise, you don’t know whether or not the actions you decide to take will fulfill your mission. This is also true of your agents.
Tackling and Bringing Down your Time Management Challenges
If agents have been in the sales business a little while,A�they’ve already discovered thatA�their biggest challenge isA�time management.A�A�HowA�can theyA�get done in a business day everything that needs getting done? That’s where your mission comes in. Creating your mission helps youA�prioritizeA�all the things you’re supposed to do. It helps you decide whatA�notA�to do. Most important, it helps you figure out
how to put YOU into your management and sales business successfully
Want more business planning help?A�I’ll be doing a webinar Dec. 6 at 4 PM Pacific Time. It’s complimentary, and I’ll even give you ‘assignments’ to get you going on a great 2018 plan.
More from Carla Cross on Business Planninga��free Webinar
Listen/look at the free webinarA�I’m doing Dec. 6 (you pick the best date for you and invite all your agents!). Click here for more information and registration.
Managers: I’ll get your agents started on their plans with 4 assignments, and give you tips on how to assure all your agents get great plans!
Four Steps to Integrate Agent-Owner Business Plans
By · Comments
Note: Through November and December, I’m going to help you and your agents with your 2018 business plans. You’ll find free documents from my online business planning system for agents and ownersA�and an invitation to a complimentary webinar. Why not subscribe to my blogs and be sure not to miss a thing?
Yes, I know. Wea��re supposed to have our business plans all done and ready to goA�priorA�to the New Year. But, in addition, how do we make them realistic? How do we make them action road maps?
Note: Check out my free business planning webinar (see below) AND grab the free handout–my flowchart of the owner/manager planning process.
Four Steps to Integrate Your Plan with your Agents’ Plans
Have you thought about how your agent plans impact your office plan? Unfortunately, most planning systems treat these plans as separate. Actually, they need to be integrated. Why? Because the total of the agents’ plans goals are YOUR goals too!
Take these four steps to get that business plan finished and implemented with real action steps byA�January first.
- Meet with each of your agents and assure each has a plan.
- Capture the goals of each of your agents: listings, listings sold, and sales. Now, add a dash of realism. Ask yourself, a�?Based on what the agent accomplished last year, are his/her goals realistic for this year?a�? Then, make any adjustments you think need to be made.
- Add your agentsa�� adjusted goals in each of the three areas. Those sums are your office business plan objectives. Why? Because your agents are the ones who actually create the listings, listings sold, and sales.
- Decide, in each of the action areas below, the actions you will take to assure you reach the office goals, which are a summary of your agentsa�� goals.
The Six Action Areas
Create action plans in these six areas. Using these divisions, youa��ll assure that you cover all the bases.
- Recruiting and selection
- New agent productivity through training and coaching
- Higher production/retention for your experienced agents
- Marketing: Internal/external
- Personal/professional development
- Operations: financial planning/staff
For a flow chart of the leadership business plan in this blog, including these six action areas, excerpted fromA�Beyond the Basics of Business Planning,A�click here.
More from Carla Cross on Business Planninga��free Webinar
Listen/look at the free webinarA�I’m doing Nov. 29 or Dec. 6 (you pick the best date for you and invite all your agents!). Click here for more information and registration.
Are You Training During Pre-License? Why Not?
By · Comments
Are your training during pre-license? Why not?
This month, we’re focusing on training.
Managers: Why aren’t you training for sales during pre-licensing? You hire them–then you just wait until they have their licenses to start training.
Give Them a Head Start Instead
Have you thought about a ‘head start’ program for your newbies? If you’re like 98% of managers, you wait to start training your agents until AFTER they join your office as newbies. Why? Think how much faster they could go if they had lots of the organization and training under their belts prior to their first day in the business?A� Okay. I know. Until they are licensed, they can’t do the things licensed agents can do. But, they can do many things. And all those things get them ready to hit the ground running. At the end of this blog, I’m providing you my checklist,A�30 Things to Do Right (In Pre-License School) Now to Hit the Ground Running. (from my informative eBook,A�What They Don’t Teach You in Pre-License School).
We Lose Lots of Time Because They are Not Prepared to Start the Business
You know the drill. We hire that new agent. We spend the first 1-2 weeks with them getting the ‘orientated’. We have checklists to assure they get their keys, join the Realtor association, etc., etc., etc. How long do you estimate it takes the new agent just to get those orientation checklists finished? 2-4 weeks? In some cases, they never finish them!!!!! Not only that, they probably think that finishing those checklists assures they are going to be successful agents.A� Ha!
When Do Your New Agents Start Lead Generating?
My studies show that new agents want to make a saleA�their first monthA�in the business. But, when do you think they start lead generating? Do you know? (Better track that so you know who’s going to work). I believe they put off the inevitable as long as possible, hoping ‘there’s another way!’ In fact, the more ‘get ready to get ready’ work you have them doing as licensees, the worse their habits become and the less money they make!
A Different Method to Get Them a Check Fast
Instead of waiting until they are licensed, why not get them prepared to sell real estate while they are in pre-license school? They can do things like
- Decide on the database/CRM they want to use and learn how to use it
- Populate their databases with 100-300 potential clients
- Prepare an email/hard copy note/letter to all those in their database saying they’ve joined_____________ real estate company
30 Things to Do While in Pre-License School
In fact, as I was writing my eBook,A�What They Don’t Teach You in Pre-License School, I started thinking about how we could really prepare agents to sell real estate–lots of real estate. That’s how I came up with this checklist.A�Click hereA�to get it.
How to Recruit with the Checklist
This list is not only helpful to those you know you’re hiring, it’s a very effective recruiting tool. It proves to your potential recruits that you care about their career success–even before you hire them!
Here are a few suggestions:
- Offer this checklist to all your new licensee candidates
- Offer this checklist for your Career Nights
- Offer this checklist in your ads (newspaper, Craig’s List, Facebook, etc.)
I’m Taking It a Step Further
In the next few weeks, I’ll be introducing a course to prepare people to sell real estate. More to come!
Save Time! Prepare Your New Agents to Sell Real Estate Fast and Well
This 280+ page eBook is packed with questionnaires, advice, processes, and systems to prepare that pre-licensee for the real world of real estate. You’ll save precious interview time and help winners choose you. SeeA�What They Don’t Teach You in Pre-License School.A�Only $14.95, and immediately downloadable. Now, a Kindle version, too.
P. S. This book will save you hours if interview time because it will weed out the ‘hang my license’ bothersome ones…..unless you want non-producers, of course!
Make Your Training Pay Off: Four Great Principles
By · Comments
Make your training pay off: four great principles.
This month we’re focusing on training.
How badly do you really want your training to pay off? Recently, I A�reviewed a training program to see if the attributes for effectiveness were there. Most of them weren’t. And, frankly, I think they weren’t there because no one cared enough to assure they WERE there. Why? Because it’s regarded as just too much trouble! That’s the sad truth. But, why do we bother to train if we can’t expect a measurable outcome? What if I could absolutely guarantee you, that, if you put these 4 principles in place, you will see results in your training, turn out productive agents, and have a great recruiting tool. How much would that be worth to you? (I don’t mean how much would you pay for this, but how much effort would you be willing to put into it?)
Here are the four principles/attributes that need to be in place:
1.A�Expectations/Accountability
How will you hold agents accountable to work to be done in the program? What are the ‘rules’? When do you explain the rules? Do you have a commitment letter?
2.A�Work during the course
Do you have the agents completing work during the course? Lead generation, packaging, presentations, etc. If not, how do you know they can do what you taught?
3. Measurable results
Are you having the agents measure their results? If not, how are you going to use the program to recruit? How will you know the program worked?
4.A�Fixed curriculum and highly trained instructors
Do you have a written curriculum with course objectives? If not, are you just wandering around in a wasteland of information?
Are your instructors trained in participative teaching methods? Are you monitoring your instructors so you know they are teaching skills, not just talking or providing war stories?
Grade yourself on each of the attributes above. What did you excel at? What do you need to improve?
How awesome could your training be if it had these 4 principles/attributes in place?
Here’s a Program with the Principles Written Into the Training
It’s deceptively challenging to include those 4 principles/attributes above in a training program. Yet, if they aren’t there, your training can’t be effective. Why not look at the unique UP and Running in Real Estate, written by National Realtor Educator of the Year Carla Cross.
This online program is terrific for those hiring 1-4 agents a month, because the agent can start the program at any time, and work through the program, while jumping ahead to needed topics–and going back.
Check it outA�here.
Also: There’s a coaching component, so you can fully support your agent’s success.