Are You Talking Too Much in the Interview?
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Are you talking too much in your interviews? This month, I’m focusing on great selection practices.
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. I’ve provided you the complete process for a professional selection process. Do you have one right now, or are you ‘winging it’?
The BEST Question You Can Ask a Candidate
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Do you know the best question you can ask a candidate? I know. You have your favorite questions. And, this month, I’m going to focus on the selection process. Why? Because we managers have the least training in it, yet more hinges on our skill in this process than any other–maybe except lead generating for recruiting.
What’s your favorite interview question? In the next few blogs, we’ll discuss types of interview questions. Some are great, some are okay–but some are misleading or worthless.
The Category of Question You Should Always Include
Are your favorite questions present or future-based? If so, beware. You’re being misled. I’ll explain more in a future blog. But, for now, I just want to focus on the category of question that assures you get the truth about the candidate: the past-based question. A� That question begins with “In the past, was there a time when you…………………” Why is that type of question so powerful? Because candidates seldom lie about their past when they are posed a question like that. Also, even though this is the best type of question you can ask, few managers are trained to ask a majority of this type of question. In a later blog, I’ll show you more about creating this type of question to find out the quality you’re looking for.
The Question You Want to Ask
Here it is: “When did you get your first job?”
Why is that so powerful? Because it demonstrates the qualities you’re looking for. According to my surveys of thousands of real estate pros, the vast majority of successful real estate pros started working as kids! This shows their ingenuity, belief in themselves, and determination that they alone are in charge of their destinies. Imagine some of the answers you’ll get, and what those answers will tell you:
“I got my first job at age thirteen.”
or
“I just started looking for a job. I’ve been living with my parents. They support me, and I really want to find the right job for me (I’m 27 years old).
What do these answers tell me about the candidate’s likely success in a business that requires self-confidence, ingenuity, tenacity, and ability to do it themselves?
Keep Probing about that Answer
One of the big mistakes we interviewers make is that we jump from question to question before we find out what’s really going on. So, don’t do that! Stay on that same question/answer and probe. Imagine some of the probing questions you can ask about that first answer: “How did you happen to get the job?” “Why did you want a job?” How long did you keep the job?” What did having a job at age 13 teach you?” What will the answers tell you?
Sometimes Our First Job Tells us what We DON”T Want to Do the Rest of our Lives
The reason that I wrote this blog is that I just read an article about Fred Hassan, CEO of Warbug Pincus, a private-equity firm. He said his first job was a produce picker and cannery worker. He said he learned about getting up early and working hard. And, he said it convinced him that he was very lucky to get to go to college and escape manual labor. I had a similar experience. As a 6th grader, I started picking strawberries and beans in our little town of Lebanon, Oregon. It was back-breaking, hard, sweaty work, and I vowed I’d use my brains and my talent to make a living–instead of doing manual labor!
Let me know the answers and insights you get from asking the question, “When did you get your first job?” (Remember to stay on that question and probe, probe, probe!)
Is Your Selection Process really Professional?
Quick. Write down the 9 steps you take through your selection process. Difficult, isn’t it? Most interviewers just wing it, spending most of their time selling the company. Wrong! Find out the 9 steps Carla shows you that keep you in control of the interview–and help you stand out as the exceptional manager that desired candidate wants to work with.
Your A�Blueprint for Selecting Winners is only $79,95, and it’s immediately downloadable. This resource will save you thousands of dollars of hiring mistakes!
Click here for a detailed description.
If You Thought You Knew Motivation, Surprising Truths
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If you manage someone: Are your motivating methods working? If you’re using the methods most managers use, they aren’t working like they used to. Why? Because today’s agents just aren’t motivated by the things ‘workers’ used to respond to. Today, it’s very important that we motivate effectively, because we have to get our agents into the market.
Motivational Methods Must Change
In his revealing book, Drive: The Surprising Truth About What Motivates Us, Daniel Pink lays out a persuasive case, backed by extensive scientific studies, about why the traditional a�?carrot and sticka�� motivational methods just dona��t work for us today. Ita��s especially true with real estate professionals. Why? Because we in effect work for ourselves. We have to be self-starters, initiators, and tenacious in our pursuit of our goals. That means we have to be motivated by things other than promises of material things.
Why Money Doesna��t Work as a Motivator
First, as Pink points out, money and/or material things are good short-term motivators. (Read Herzberga��s studies on short and long-term motivation). In fact, just take a look at the number of real estate agents who are motivated to visit an open house when therea��s food! But, as Herzberg and others have pointed out, money is a lousy long-term motivator. You know that if youa��ve tried motivating your kids with moneya��or threats (the carrot and stick).
I know. The agents all say they need to make more sales. But, what have you noticed they are willing to do to make those sales? Lead generate more regularly? Make more sales calls? We all know that lead generating is the answer to that money problem. Yet, the vast majority of agents avoid lead generating as if it gave us some chronic disease! So, money is just not an effective long-term motivator.
Best Motivators to Motivate Others
Pink shows, via extensive studies, that there are three driving motivators which we should put to work today to fire ourselves up, keep those fires lit, and achieve what we want to achieve. They are:
- Autonomy
- Mastery
- Purpose
Questions to Ask Your Agents to Get Them Excited Again
AboutA� Autonomy
Are you in charge of your own business, or are you waiting for someone else to tell you what to do?
Do you expect your manager to make you go to work, or are you self-directed and self-starting?
Are you disciplined in your business, so you can enjoy that autonomy?
Seth Godin, author of Tribes,A� says about autonomy: The art of the art {of autonomy} is picking your limits. Thata��s the autonomy I must cherish. The freedom to pick my boundaries.
My question to you: Do you have agents that you believe will never operate in autonomy? Don’t you need to invite them to another profession?
AboutA� Mastery
Are you working just to get by, or are you consistently working to get better? What do you want to excel at? How does that translate into your business?
About Purpose
What excites you so much you cana��t sleep at night?
Is there a way to translate that to your real estate business?
The desire to do something because you find it deeply satisfying and personally challenging inspires the highest levels of creativity, whether ita��s in the arts, sciences, or business.
Teresa Amabile, Professor, Harvard University
What changes have you seen in what motivates people? The signs are all around you!
Our Coaching Helps You Motivate
Carla Cross’s extensive background and study into effective motivation is an extra benefit to you in her Leadership Mastery coaching program. Click here for a complimentary consultation.
Have You ‘Made Someone’s Day’ Today? Do It!
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Have you made someone’s day today? Many times, we’re so caught up in our challenges and putting out fires we forget to give a little time to appreciating the positive actions others take. Yesterday, I got a very touching card in the mail from my friends at the Northwest Chapter of the National Speakers’ Association. I’ve been a member of National Speakers’ Association for over 2 decades, and have been very active in our chapter, although I’m not now. Even though I know only a few board members, they all took the time to write me a note for a challenge my family is experiencing. It not only made my day, it made me feel as though I had made a positive impression on their lives at some point!
So, if you want to lift yourself up, take the time to lift someone else up! It not only will make that person feel wonderful, it will make you feel wonderful.
Motivation and Appreciation
As managers and trainers, we know the need to motivate. Yet, most of us aren’t students of motivation. No need to memorize psychologists’ names or read thousands of pages on motivational theory. To motivate best, you just need to apply this key principle:
The best positive motivator is appreciation
What do you appreciate? I don’t mean necessarily trophies in front of thousands! (Some people hate that one!) I mean those little things. Why appreciate to motivate?
Behavior that’s rewarded is repeated.
How often do you appreciate? Much more than you think! (When is the last time you heard someone grumble because they were appreciated? Not!)
One minute action for the day: Make a list of the different ways you motivate by appreciating. Now, tally the number of times you have motivated someone using one of your appreciation motivators this week. How high can you go? The more you appreciate, the better behavior you get.
For a list of 25 ways to appreciate, plus basic principles of motivation, click here.
Upping your appreciation motivation gets you something we managers yearn for: Appreciation for our hard work…..
Let Me Help Motivate your Agents to Greatness!
Managers have huge responsibilities. I know–I did that job for almost 2 decades! Let me help you. Up and Running in Real Estate has lots of positive motivation and encouragement built right in. It also has a coaching component, to make it easy for you to track your agents’ progress. Take a look. I’ll help you guide your agents, train your agents, and motivate your agents.
How to Create a Retention Rate from ? to 75%+
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This month, I’m focusing on helping you retain your new people.
Managers: What’s your retention rate for new agents under 6 months in the business? Do you know? Do you have a goal for it? Now, I don’t mean how many agents you hire who stay in the business no matter what they do! That’s not profitable to you! If you don’t know your retention rate now, figure it out. But, drop out those who are staying in your office without production–just because you don’t ask them to leave!
How Much Money Is Low Retention Costing You?
Do you know how much money it’s costing you if you have too low a rate? What rate do you think is reasonable to expect? In another blog, we’ll discuss the line items that you should use to figure your retention rates.
I’ll bet 90% of managers can’t answer all the questions above. Although no manager would ever tell me he/she hires just to see what sticks to the wall, in reality, that’s what much of the hiring still looks like today.
One View: Hiring Everyone Is Just OK
If you think that’s true, then, what’s it costing you in management and training time? Management and training turnover? It doesn’t take too many agent failures to make a manager give up. I know. I’ve coached many of them. Managers need to feel that the agents they hire are going to work, so that the manager’s time and expertise is respected and rewarded. Is your hiring expectation supporting your manager, or not?
What’s it costing you in your ability to recruit winners? Agents know the ‘aura’ and culture of an office. Don’t kid yourself. If you load your office with non-producers, you’ll get to be known, as an office was known when I started managing there–as the office that ‘you go to if you don’t want to work’. What are agents saying about your office? What do you want to do about it?
Three Things You Have to Have in Place to Get your Good Hires a Sale Fast
Obviously, you have to have a great screening/interview process. But, for now, I’m going to assume you have just that. So, here are the three things you have to have in place to get those agents a sale NOW:*
(My study, that I show in my ebook for would-be agents, What They Don’t Teach You in Pre-License School, revealed that over half the new agents (under 3 months in the business), expected a sale in their first 30 (yes, 30!) days in the business!). So, your 3-step system has to have that as a goal. Why? Because your agents, whether you know it or not, are mentally out of the business in 3 months if they haven’t gotten a sale.
1. A thorough on-boarding system
Take a look at your first 3 weeks in the business for your new agent. What is that agent doing every day? Do you have checklists? Processes? Someone dedicated to coaching them through those first 3 weeks? In my next blog, I’m focus in on that on-boarding system you need. Studies show that ‘workers’ success and loyalty, plus their retention, is cemented–or not–in the first few weeks they’re in your office. Is your on-boarding system a ‘loyalty-glue’ maker?
2. Someone completely dedicated to guiding them through the onboarding and business-start up systems
Do you have a coach specifically dedicated to assuring your new agents get on track and stay on track? That coach may be you–but someone has to do it. You’d be amazed the number of times I hear newer agents tell me that there’s no one dedicated to coaching them to a start-up plan? Why? Isn’t each new agent hired worthy of that dedication? Or, if not, why were they hired? (remember that ‘throw them up against the wall’ approach?)
3. A specific, accountability-anchored business-start-up plan supported with training modules
Imagine your new agent sitting at her desk. How does she know what to do each day to get that sale quickly? Does she have a specific business start-up plan supported with training so she knows how to do the work? If not, she is just floundering, trying to pick up ideas from those agents who stay in the office–because they’re not working with clients! How would you rate your start-up plan?
How did you rate yourself on the 3 systems above? What do you want to work on first?
Don’t Reinvent the Wheel: The Start-up Plan, Training, Coaching, and Accountability is Here
It literally took me years to put together this unique online program, Up and Running in Real Estate. Why not let me take a huge burden off your shoulders and provide you 2 of the three things you need to jump-start your agents? Take a look at Up and Running in Real Estate and the companion Coaches’ Corner. You’ll reap many more rewards for a small investment, and find it easier to recruit winners.
Managers: Are you systemized–or, is your office piles of papers–that you can’t find when you need them? Are your systems up to speed? On a scale of 1 to 10, ten being high, how would you rate your organization and your systems? Do you seem to be grabbing at papers right before your recruiting appointment? Do you find yourself sketching a training outline five minutes prior to the training start time? If so, youa��ll want to take some time to a�?systematizea�? yourself. Why?
Save time
Get more done
Lower your stress levels
Enjoy your job more
(See the end of this blog for a link to systems you need in place).
Why do Managers Need Systems?
Good agents today have systems for each process they manage. For example, an agent has a listing process system, which includes the materials, packages, and checklists to manage the process. With those systems, agents can not only the manage the process, they can delegate the right activities to their assistants. (See my blog link at the end of this blog for systems agents need).
Managers Dona��t Have Nearly the Systems Agents Have
Think about the systems, processes, and checklists you, as manager, recommend that your agent create to accomplish the critical tasks, or activities, in his business. Now, compare that with the tasks you, as manager, have to accomplish in your position as “people” manager. Work from the tasks to systems to manage these tasks. To prioritize the systems you want to develop, first:
1. List the tasks you do as manager. Now, list the parallel the tasks agents do.
An example: A critical task an agent does is to prospect. Good agents have systematized that process into a marketing plan, complete with specific tactics, dates, and budget. Managers must prospect, too. They prospect for agents.
Does your prospecting (recruiting) plan for agents resemble that of your best agent’s marketing plan? Is it as systematized? Does it have the materials, time frames, budgets, and delegations that good agents have in their plans?
2. Prioritize your tasks as they relate to accomplishing your main objectives. What are the most important tasks you do as manager to assure your office makes a profit?
An example: If recruiting is very important to reaching your objective, how complete is your recruiting system? How organized is it? Who is involved with you in your recruiting plan? How well are you delegating the systems?
Your Job Description Comes First
Developing systems first requires that you’ve prioritized your job description. (Wait: Do you have a job description?) Then, you must either create or purchase systems to manage these processes. One reason managers haven’t systematized their work is that managers have few resources for systems organization. To actually systematize their work, they must create these systems from scratch. Given the myriad of activities managers must accomplish, that’s a daunting assignment. Instead, many managers stay in “crisis” management, which admittedly takes up a lot of the day, but doesn’t allow the manager to move ahead as a leader.
In contrast, agents have many resources for systems organization, both purchased and exchanged with other agents. First, there are many more agents than managers, and agents coming into the business each day. So, there is a larger market, and need, for agents’ systems. In addition, agents have led the way in organizing their businesses to delegate to assistants. It’s become ‘the thing’ to do.
Resource List of Needed Systems
Click onA�Managers Package and SystematizeA�for a list of systems and process you need to manage your business with grace and lower your stress level.
Want to know what systems your agents need? Read my blog on systems for agents.
Let Me Help you Get your Systems in Place–and How to Use Them
It would take you years to create the systems I’ve already created–and are available in my one-on-one leadership coaching program, Leadership Mastery Coaching. If you’re tired of working too hard for too little pay-off, why not do a complimentary consultation and see how Leadership Mastery can benefit you? Click here to schedule your 1/2 hour appointment.
What does my piano teacher have to do with real estate coaching–or training? Everything. Here’s what I learned about coaching great performance–not from a business coach, but from my great piano teacher (in fact, I’ve had many of them.)
As you know, some pianists become great, while most others just become good enough to play the notes. It’s the same with trainers’ outcomes. Last week, one of my coaching clients (an owner of a real estate company) asked me, “Why do some trainers and coaches get great results and others don’t–but seem to be working as hard?”
Great question, huh? In fact, if we trainer/coach types knew that answer, we could build our systems so that we assured great performance! So, I went back to my ‘former life’–that as a musician and piano/flute teacher, and thought, “Why do some piano teachers create great performers–and others don’t?”
Why Use Piano Teachers as the Analogy….
I use the analogy of the piano teacher, because it’s easy to hear differences in sloppy and great performance. I’m sure you’ve heard 2 people play the same piece of music. One plays it accurately and one just kind of slops through it. Or, some piano teachers’ students drop out, unmotivated to practice, while others stay motivated, challenged, and achieve high performance–even if they don’t seem to have great talent.
Five Proven Components for Great Performance
From having taken piano lessons since age six, gaining a degree in piano performance, and having taught piano at the grade, high school, and college level, I’ve had an opportunity to see the great and the not-so-great–both teachers and performers. Here are the five components I’ve discovered make the biggest difference in great performance. As you read this, ask yourself, “How am I, as a trainer and/or coach, applying these principles?” “What outcomes am I getting?”
1. Great piano teachers screen in and screen out.
They don’t let just anybody take lessons from them. Trainers and coaches: What’s your ‘screen in’ process? Do you have one? Do you have a list of questions you ask? In our coaching company, we have a prescribed list of questions we ask potential clients (and we unfortunately have to turn down some). I even have a Coach ability Assessment I provide potential clients.
Click here to request your copy.
2. Great piano teachers set expected standards (minimums) during the screening process–not after the lessons start!
Those standards include: Amount of practice each day, recitals attended and played in, going to lessons, etc. What do you expect of your clients? Make a list of at least 5 standards now–and get the ‘mutual expectations’ agreement in writing prior to letting them into your program.
3. Great piano teachers figure out the ‘competency levels’ they want their students to attain–and when they expect them.
How good do you expect your students to get in that one-month training program you’ve been doing? Do you even measure skill levels? Which skill levels to you measure? How? Do you have your students practice their listing presentations until they reach the level of competency you believe the real client expects? What an eye-opener! Make a list now of 5 skills and the level of competency you want your students to attain in your training program. You’ll see your outcomes go way up just by doing this.
4. Great piano teachers get better performance because their excellent students motivate other good students to excellence.
Have you ever gotten yourself into the situation where you felt like you were way above the other people in your group? This isn’t an ego thing–it’s just a ‘I don’t belong here’ thing. Likes attract. Good performers motivate other good performers. Excellent performers stay. Are you creating a self-motivating group–or, are you creating a situation where your good performers will leave for a team that is ‘more like them’? This goes back to those ‘screen in’ and setting competency principles. I know we all feel challenged when people don’t appear motivated. Here’s one of the secrets to fire them up!
5. Great piano teachers provide lavish praise–when deserved.
Behavior that’s rewarded is repeated.
If you have competency levels, you have a way and a reason to praise. Your students/clients know when they have reached those levels–and can expect praise, too! In fact, strong students/clients will ask you for praise. Write down the 5-10 methods you use to appreciate and praise good performance. If you can’t get to 10, figure them out.
But, what about the method? The specific coaching, the training? Yes, the method is important, but the coaching/training techniques above are much more important. I’ve heard some great performers and some poor performers all playing the same kind of music from the same method. At the same time, great methods should have some ‘built-in’ features that assure the trainer/coach is achieving these 5 principles.
Principles, System, Coaching–Putting it All Together
From talking with prominent trainers, managers, and coaches, we’ve pinpointed a need for all those training and coaching today to get the coaching they need to turn out great performers. A�In my online coaching program for new agents, 
Up and Running in Real Estate, I’ve put these components into the program as a integral way to assure great performance.
Is Your Phone Voice Driving Them Away?
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Is your phone voice driving them away? Recently, I did a presentation to a group of Luxury Agent Specialists. It was about sound and it’s impact on others. We usually think of visual impact. But, as agents, we come across way more people initially via email or phone than we do by sight. So, isn’t it time to polish your ‘phone voice’? It’s probably the first ‘warm’ impression people get of you (I call email ‘cold communication’ because it vastly shrinksA�the three major ways we communicate: sight, sound, and feeling).
Don’t Mistake Technology as the ‘End’A�
We are so focused on technology today, that we are in danger of forgetting to effectively use that technology. Herea��s an example. When I phone an agent today, I have no idea where that agent will answer his or her phonea��or from what phone the call is being answered. And, I dona��t really care. Technology allows the phone to follow the agent. Thata��s great.A�Herea��s whata��s not so great. The agenta��s message is so dull, powerless, or mumbled that it doesna��t sound as though the agent wants to talk to me. Or, the agenta��s message is so long, that Ia��m impatient by the time I get to leave the message.
Make a Superior Phone Message
For three days, listen carefully to the tone, intent, and messages your hear inA�phone messages. Listen carefully to how agents, managers, and your affiliates answer the phone at their offices. What do you think? If you didn’t know these people, what would you think of them? Are they excited to hear from you, or are they bored?
Here are 4 important tips to remember when recording your own message:
- Stand upa��youa��ll sound as though you have much more energy.
- Write out your script firsta��and be sure ita��s not too long. I dona��t really care where youa��re going to be all day!
- Modulate your voice pleasantly. Try to get some resonance.
- Sound as though youa��re looking forward to hearing from me!
Re-record Your Phone Message
Practice your phone message several times before you record it. Then, record and listen critically. Don’t just use the first recording. Make sure your ‘phone voice’ is the best first impression you can make.
P. S. Managers: Call each of your agents’ phone mails. What’s the impression you get? Are they professional? Do they state the company name? Do they represent your culture and image?
Create a quick class in phone messaging using the information in this blog.
Wasting Time Educating Too Much in Initial Interviews?
Why don’t you let me do the heavy lifting and answer those dozens of questions prospective agents ask? In my eBook, What They A�Don’t Teach You in Pre-License School,A�I answer hundreds of these questions–and give them the straight scoop on real estate as a career. There are also valuable self-assessment tools, too, to see if these would-be agents are good successful agent candidates. Order it and get it immediately–plus a unique checklist, Hit the Ground Running–what to do with that agent prior to their getting their real estate license. You’ll hire more winners who make more money fast!A�A�
Are You Offering Coaching–or Mentoring?
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In the prior blog, we talked about the attributes of various types of coaching/mentoring programs. Coaching, mentoring, and peer coaching terms are used with wild abandon. So, are you offering coaching, mentoring, or peer coaching? What’s the difference? Should agents get a coach–or a mentor? Have you defined those terms? Are you clear with agents as to what they’re getting in each of these categories?A� Before you create a program, be sure you know what the program is and should do for that new or re-energizing agent.
Should I get a coach or mentor? Those are questions new agents (and seasoned agents) ask themselves over and over. This blog is excerpted from my eBook, What They Don’t Teach You in Pre-License School.
This advice is given to the agent entering the business, but, as a manager, read it as though you are also defining your services.
Types of Coaches
Professional coach: Someone trained to coach, who uses a specific program and who is paid to be your coach. If youa��re considering a professional coach, find out the specific program the coach will use to coach you. Get expectations in writing, and give your expectations in writing. You should expect to sign a 3-12 month contract.
Manager coach or in-office coach: Someone who may be trained as a coach, who has agreed to coach you. May be paid from your commissions or from a combination of office/your commissions. May be paid on an hourly based by the agent. Be sure this coach is prepared to be your accountability coach, has a specific schedule with you, and a specific start-up plan to coach you. Otherwise, youa��re just getting an a�?advice sessiona��.
Peer coach: Someone in the office, an agent, who has agreed to be your coach. However, this could be anything from
- A�A�A�A�A�A�A�A�A� Answer questions
- A�A�A�A�A�A�A�A�A� Let you a�?shadow thema�� (see how they do a listing/buyer presentation or offer presentation)
- A�A�A�A�A�A�A�A� Be your accountability coach
Most peer coaches dona��t have a coaching program to coach to, and havena��t been trained. They are also at a loss with what to do if the agent refuses to do the work.
In my experience, the agent has the highest hopes that the peer coach will fulfill his dreams of whatever coaching is to him. The peer coach is hoping the agent just doesna��t ask too many questions!
Advice to Agents
If youa��re going to work with a peer coach, get in writing exactly what that peer coach is willing to do with and for you. Bad peer coaching can turn into a nightmarea��for both parties.
Agentsa�� advice: Dozens of experienced agents have told me they wish they had started with a professional coach. If you can find one to trusta��and to followa��youa��ll shorten your learning curve dramatically and easily pay for the coaching fee. Plus, youa��ll establish a successful long-term career.
Getting a Mentor
What is a a�?mentora��? Therea��s not a clearly defined job function. Mentors are usually seasoned agents who offer to help new agents. They may
- A�A�A�A�A�A�A�A�A� Offer advice
- A�A�A�A�A�A�A�A�A� Allow you to shadow them
- A�A�A�A�A�A�A�A�A� Ask you to do parts of their business
New agents love the thought of a mentor, because they have so many questions. And, they think the mentor will be their a�?answer mana��. But, Ia��ve observed that having an a�?answer mana�� surely doesna��t guarantee success. In fact, it may impede an agent getting into action. How? An agent may think he needs more and more information before he will act. Then, he just keeps coming to the mentor for every question under the sun. And, the more the new agent knows, the more frightened he becomes. Plus, the advice received from the mentor may not be in the new agenta��s best interest.
If you are considering a mentor, get in writing exactly what the mentor will do for you.
Big question: Why is the mentor willing to help you? What does the mentor expect from you?
Treat getting a coach or a mentor as an employment issue. Create good questions and interview. Armed with the advice above, you’ll make the right decision for you.
Managers: What programs do you offer? Have you defined them? What are the benefits to your prospective ‘clients’?
Save Time Interviewing. Help Sort the Serious from the Semi-Pros!
Are you spending hours educating would-be agents on the business? If so, you need this eBook! In 282 pages, Carla Cross provides answers to hundreds of questions agents have. Help your interviewees get the advice they need, find dozens of questions to ask, and use checklists to hit the ground running before they are licensed! Check out What They Don’t Teach You in Pre-License School.
Managers: Use the checklist on what to do in pre-license school to hit the ground running to ‘test’ your best interviewees and get them prepared to sell real estate FAST when they are licensed.
Do You Have a Coaching Program? Are you Sure?
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Do you have a coaching program? Are you sure? Coaching, mentoring, and peer coaching terms are used with wild abandon. So, are you offering coaching, mentoring, or peer coaching? What’s the difference? Should agents get a coach–or a mentor? Have you defined those terms? Are you clear with agents as to what they’re getting in each of these categories?A� Before you create a program, be sure you know what the program is and should do for that new or re-energizing agent.
Should I get a coach or mentor? Those are questions new agents (and seasoned agents) ask themselves over and over. This blog is excerpted from my eBook, What They Don’t Teach You in Pre-License School.
This advice is given to the agent entering the business, but, as a manager, read it as though you are also defining your services.
What Do Those Coaching Choices Mean to the New Agent?
Agents: As youa��re interviewing, you may be offered these things:
- An accountability coach (the manager or a professional coach affiliated with that office)
A peer coach
Become a team member
Become an assistant
In this blog, we’ll tackle the pros and cons of getting a coach. In a later blog, we’ll look at mentoring.
What about Getting a Coach?
I hope your manager will become your accountability coach. In fact, a recent survey by Inman Select found that one of the biggest pieces of advice for new agents’ success was to get a coach. But, many managers promise to a�?coach youa��. However, that quickly becomes a a�?got a minutea�� answer man function instead of a focused, linear, goal-oriented action coaching. You dona��t need a coach just for answers. You need a coach to hold you accountable to your goals and action plan.
Choosing a Coach
Here are three important points you should consider as you search for a coach:
- The specific program should be highly organized and precisely outA�lined with checklists and systems. Ask, a�?What system are you going to use to coach me?a�? You need a specific game plan, because you are new. You have no history.
- The specific program should be related to a a�?game plana�?a��a busiA�ness start-up plan. Ask, a�?What game plan are you going to use?a�?
- The coaches should be trained and coached themselves. Ask, a�?Whata��s your coaching background, and what sales principles do you believe in?a�? For example, each of our coaches in the Carla Cross Coaching program has been trained by me and coached regularly by me.
A�Positives: Having a coach keeps you on track, motivated, and, ideA�ally, inspired to reach your goals.
Watch out for: Your coach is trained and dedicated to your success, and is following a proven game plan (otherwise youa��ll be paying just to talk to someone every once in a while).
Managers/coaches: How would you answer the questions above? Do you provide evidence? How competitive are you with your defined programs?
Treat getting a coach or a mentor as an employment issue. Create good questions and interview. Armed with the advice above, you’ll make the right decision for you.
Save Time Interviewing. Help Sort the Serious from the Semi-Pros!
Are you spending hours educating would-be agents on the business? If so, you need this eBook! In 282 pages, Carla Cross provides answers to hundreds of questions agents have. Help your interviewees get the advice they need, find dozens of questions to ask, and use checklists to hit the ground running before they are licensed! Check out What They Don’t Teach You in Pre-License School.
Managers: Use the checklist on what to do in pre-license school to hit the ground running to ‘test’ your best interviewees and get them prepared to sell real estate FAST when they are licensed.