In the last blog, we talked about the relative strength of the company, office, and manager magnets. Many people make the mistake of relying on their company magnets. Herea��s why it doesna��t work for them. I have been associated with two very large successful regional companies, and one very large international company. Ia��ve observed, from these experiences, that some of the offices in each of these situations had great agents, and some had not-so-good agents.
The Difference in Success Rates in Multi-Office CompaniesA�
Leta��s take my experience in one company. There were 19 offices. Five of those offices were stand-outs, with strong agents and great recruiting. The others drifted down from so-so to pretty desperate. Yet, they were all the same company. If it were true that the company provided the strongest magnets, you would think that all the offices would be equal. What was the difference? The specific manager.
When You Must Turn an Office Around
Sometimes, a manager a�?lucks outa�� and inherits an office that has strong magnets itself. Then, the key for the manager is not to mess with those magnets! But, usually, managers are hired to resuscitate a failing office. In that most common situation, there are no strong office magnets. The manager must start with himself/herself.A�
How to Develop Your Magnets
Your magnets come from your history. One of the mistakes managers make is in trying to develop their magnets from just their real estate experiences. Your life is much larger than that. You have many more talents and skills than were developed just in real estate. Youa��re more believable when you develop your life themes. (After alla��who trusts what a perceived salesperson says?)
Here are the steps to developing your theme magnets and your recruiting story:
Develop your theme
Who are you?
Relevant history (to those you are interviewing)
What you learned as a result of your life experiences
A�Why is that relevant?
A�Relate this to your candidateA�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�My Sister and I: Our First Recital
One of my talents and skills is in coaching. That comes not from real estate, but from my whole life experience as a performing musician and teacher. The principles of coaching performance are the same, whether youa��re coaching athletes, musiciansa��or real estate salespeople. So, my theme is coaching: developing people to their fullest potential.
My relevant history is a short musical background, and a short real estate background, all related to how I became a top performer in both fields.
What I learned was how to apply performance principles to excellent, exceptional performance.
The relevance to the candidate is that I applied this not only to my own career, but in helping others create exceptional real estate sales and management careers. The relation to this candidate is that I can help this candidate the same way I have helped others.
Caveat: Don’t Make This Too Long or Too Much a ‘Sales Job’
Your a�?sharing thisa�� should not be over five minutes. Do this after the candidate has told you about themselves. Keep the benefits to the candidate short at this point. Later on, after you learn more of the candidatea��s needs, you can go back to your theme and relate the benefits to the candidate in more detail. Be sure to offer substantiation of your claims, such as specific agents you have helped.
Your Turn
Whata��s your theme? Why is it relevant? How will you use this theme in your recruiting? Why is it important to the candidate today? Let me know what you develop. Ita��s fun, ita��s exciting, and it helps the candidate see the a�?real youa��.
