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Archive for how to recruit

Rate yourself on your management skills, so you’ll know what you need to work on prior to going into management (or if you’re already in management).

Are you thinking of going into management? Few of us knew the skills–or the level of skill attainment–we needed to succeed in the job. I want to help all of you who want to go into management to succeed at a high level. Thus, these blogs.

For the past couple of months, I’ve been interviewing potential managers. I’ve found that almost none had done any ‘prep’ work to go into the position. Yet, successful managers have developed specific, somewhat unique skills to do their jobs. And, what I’ve found is that these skills must be at least partially developed before we launch ourselves into management–or else we get swamped by all these new challenges hitting us in the face!

In an earlier blog, I discussed the skills we need to have honed prior to going into management. In this blog, we’ll tackle getting those skills in certain areas.

At the end of this blog: grab my assessment tool I use in my Leadership Mastery coaching series to help new managers plan for this skill attainment.

The Biggest Skill Area Managers Need Today to Succeed

What do you think it is? It’s recruiting and selecting skill. Why? Because, there’s so much competition for good agents that a manager just can’t sit back and wait for agents to come to them. It isn’t the old days (although I never was able to do that in my ‘old days!’).

These skills are the same skills good agents use to expand their businesses. That’s why we need to hire managers who have been successful recruiters and selectors. Notice I said recruiters and selectors. I know companies brag about how mahy gross recruits they landed that month or year, but, long-term, it’s those who stay, prosper, and grow with the company that add to the profitability of all.

One of the standards you need to create when you’re hiring a manager is

How successful was that agent as a business getter? What’s the number of transactions you would accept?

How to Get Recruiting and Selecting Skills

Your company may have a course focusing on these skills. If so, take it prior to going into management. Overall, the best courses out there for management are the CRB courses, leading to the Certified Real Estate Broker designation. I highly recommend them. Here’s the link.

What’s Your Agent Track Record?

In addition, if you don’t have a track record of at least 12-20 transactions a year as an agent, in my opinion, you have not developed the skills in recruiting and selecting you will need as a successful agent. It’s my experience that agents who didn’t actively lead generate will carry that habit into management. They will balk at lead generating for agents, and they will fight upper management to the death–and to everyone’s detriment.

Resource (Some are FREE) to Gain those Management Skills

This month, I’m offering some of my management resources free with purchase of other resources. Check it out here.

Grab the leadership skill assessment here.

Managers or general managers: If you’re hiring a new manager, help them evaluate their skill levels and then create a training and coaching program to assure they get those skills before they launch their management career.

Oct
15

5 More Recruiting Mistakes to Avoid

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In an earlier 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…

By the way, I put a picture of a coach reading off a layer, because that’s certainly a mistake we make in management! (Or, you could interpret it as me yelling at you to avoid these mistakes….)

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 won’t or can’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 interview process

Well, it’s not really an interview process to most managers. It’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. That’s what dozens of agents have described as their “recruiting interview”.

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 you’ve got the complete story? Probe around that one idea until you’re completely assured that the interviewee has sufficient strength of that trait or skill. The Complete 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

That’s simply because the manager didn’t ask good questions at the beginning of the process. If he had, he would’ve discovered what needs the agent wanted met. Then, he would’ve designed his presentation to meet those needs.

9. No recruiting plan

A few 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 wins, so I decided to do a little contest for best recruiting campaign. 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! How could you implement your recruiting moves 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 activities–recruiting. If you’re among the 95% of managers who don’t have a plan, I’ve provided a simple, straightforward method of planning in The Complete Recruiter.

10. No system for agent follow-up

You’ve interviewed the agent. The agent doesn’t join that day. Now, what happens? In most companies–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 buy or die!

It doesn’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 in a consistent manner will win you many recruits. 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.

This month, I’m focusing on recruiting and selecting.

Isn’tt it amazing the number of things a new manager is supposed to be able to do from day one, even though he or she isn’t trained to do those tasks? Take recruiting, for example. As As a new manager, I was expected to lead generate, 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 didn’tt take the time to think through, and didn’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 allby ear! Along the way, I had some wins and lots of losses. Through my observations of myself and others, Ia’ve created a list of ten top mistakes, so that you can avoid the pitfalls I and others without training 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 hire before we dive in. But, we are so thrilled that someone is in front of us that it doesn’t occur to us that they bring with them their values and ethics. So, if we haven’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 won’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. Someone’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, that’s true. But, wouldn’t it be better if you built a company that stood apart from the others because of its attractors? The greatest attractors today to a company are twofold:

Values: Does the company have values and beliefs that the agent can live by and agree with?

Focused on success of its agents: Does the company focus its energy on the success of the agents or on itself/

If you are still trying to recruit to an old-style dictatorship, or, if you’ve given up leadership. 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, you’re on the right track. Re-tool your business structure so you’re attractive to the entrepreneur of today and tomorrow.

3. Trying to recruit on the company features

“Our company is the largest around.” Well, guess what? If you’re a branch manager, and all your branch managers say the same thing, you’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. I’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

“We have a great training program.” So says every company out there. What’s so great about your program? You’d better be able to tell ’em and show ’em. For example: “Our training program has a 90% rate in our agents making a sale in the first thirty days they’re with us.” No one else in the area has success figures like that. Here’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?

5. Trying to attract agents through price wars

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? That’s the chicken’s way out. In reality, price is never the best recruiter. But, if you don’t have a great company organization, if you don’t help agents meet their goals, you’re going to have to compete on price. It’s all you’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?

Get The Insights You Need to Hire with Confidence

You work so hard to gain those interviews. But, do you have planned interview process that assures you pick winners? (And assures the candidates are impressed with you….) Your Blueprint for Selecting Winners, with new information about what desired agents of today are looking for, is a guide to create your unique attractors, how to put together a powerful presentation, and a completely new video showing exactly how to craft the best ‘crystal ball’ type of questions. Learn more here.

2 girls for magnetsAre your career nights frankly boring? Here are some tips to put some pep into them.A�A�Are they dazzling, informative, and truthful? Or, do you just plow through the material and hope, at the end, you’ve ‘covered the material’? Career Nights are one of the 11 methods of finding recruits. Why not optimize your chances of finding more winners?

See the bonus for your Career Nights, too, at the end of this blog.

Here are three ways to assure your Career Nights involve, provoke, and capture the attention and imagination of your audience.

1. Help them discover their own business attributes

Are you using some analytical tools that help the attendees discover if they would be a ‘fit’ for real estate sales? In my new eBook, What They Don’t Teach You in Pre-License School, I provide some analytical questionnaires for would-be agents so they can discovered whether they would love real estate sales.

Point: It’s much more interesting talking about yourself than hearing others talk!

2. Provide them a solid job description

But, don’t just hand it out. Instead, work with them in listing business-producing or business supporting activities. Help them prioritize the activities that make them money–and cost them time. What They Don’t Teach You in Pre-License School has a job description for a successful real estate agent. Do you provide a job description at least–during your interview?

Point: Most agents never get a job description, and end up doing many things that don’t make a difference in their careers.

3. Help them discover their ideal job

In the pre-licenseA�ebook, I haveA�attendeesA�answer a questionnaire that helps them discover their ideal job. The truth is that some people will love selling real estate, and many won’t. Wouldn’t it be better for everyone involved to figure that out prior to making the decision to go sell real estate?

Point: We don’t need more licensees. We need more people who will love selling real estate and be compelled to do it well!

What do you include in your Career Nights that makes it exciting, involving, and truthful? Is it helping you choose winners?

This month, when you order my eBook below, I’ll include the documents from the eBook ready to use in your Career Nights.

Save Time and Make your Interviews Work for You

what-they-dont-3d_coverSee more about that eBook here. There are dozens of ideas you can incorporate into Career Nights, your interviews, and your recruiting packages.

You’ll save hundreds of hours in time, too, so you won’t have to do ‘informational sessions and can concentrate on those invaluable screening interviews.

 

man ponderingThis 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?

logoDon’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.

coaching teaching skillsThis month, we’re focusing on training. Why? Because you can recruit your heart out, but, if you’re not developing each agent to his/her potential, you’re not retaining! (and you have a revolving door……)

By the way, check out my website for a free coaching product ($100 value) as my thanks to all you trainer/coaches.

Why isn’t your training working for you? Every company says they ‘have training’. Yet, whether you’ve been in business 2 days or 20 years, you’ve probably felt frustrated that those hours spent in class–listening to someone at the front (the ‘expert)–didn’t do you any good. Therea��s one reason training doesna��t worka��and herea��s how to make it work for you, so you dona��t waste precious hours in training rooms.

The Big Reason Your Training Isn’t Getting Results

Training doesn’t work because it’s not taught right–and the people in the class aren’t doing what needs to be done for training to make a difference in their lives.

Herea��s what training needs to help you every time youa��re in class:

Training must have action inside class to be effective for you.

What do I mean?

I mean we have to look at real estate as a a�?performance arta��, not a a�?knowledge pursuita��!

Big question for you: Think of the last 3 trainings you attended. What were you doing in class? Listening to the a�?experta��? Or, were you putting to work what you were learninga��while in class, so you could get valuable feedback before you a�?practiceda�� on real peoplea��your clients?

Class Actions that Assure your Students Can ‘Do It for Real’

What you need to be doing in class to assure you can do it a�?for reala��:

a�? If ita��s appropriate, you need to role play (like answering objections, giving a listing presentation, etc.)

a�? If appropriate, you need to differentiate (like finding mistakes in a purchase and sale agreement).

a�? If appropriate, you need to practice the actions in class and then go out and do it with a a�?real persona��a��the clienta��and come back and tell how it went (practice a listing presentation, do it a�?for reala��, and come back to class and refine it).

None of these things happening in class? Make it work anyway. Take the a�?actionablea�� items you learned in class and go do thema��for reala��within 3 days of going to class (otherwise we only remember 10% of what we heard!!!!!). Now youa��ve made your own action plan.

Real Estate: Performance Art or Knowledge Pursuit?

Leta��s be honest: Do you know someone in your office who seems to know everythinga��but doesna��t sell a stick of real estate? Sure. Thata��s the problem with treating real estate as a a�?knowledge pursuita��. It has little to do with results. Ita��s a performance art. How you perform in the fielda��with real clientsa��determines your success.

Big question for you: Which kind of agent/manager are you? A a�?performance arta�� agent or a a�?knowledge pursuita�� agent? Which is easier to become?

Your Training Should Resemble a Piano Lesson

As a long-time pianist and teacher, I know intimately that, if you dona��t practice, you cana��t play (or you play badly)! Think of effective training like a piano lesson. You practice outside class. You come prepared. You get tips and modeling from your teacher. Then you practice in class with your a�?coacha�� watching and listening. Then, you a�?go out in the fielda�� and practice. You come back ready to perform for your coach again. Thata��s effective training.
Here are 3 things that dona��t work in training (and things for you to avoid):

1. Listening for a long period of time and thinking you can do it (you already know that, from your experiences, right?)
2. Thinking most company training will a�?do ita�� for you
3. Relying on a�?on demanda�� video. Many large franchises are providing video on demand training. Brokers may be relieved that this is going to take training off their plates. I wish. Unfortunately, video training can provide very limited production results. Why? Because people dona��t learn much by watching video. Yes, they learn a little. They observe someone else doing something; they get information. But, they dona��t have to take action.

When youa��re ready to get results from your training, youa��ll be ready to treat your training like the power tool it really can be.

LM CoverGet Expert Help to Align your Training Program with the Results you Want

Check out our Leadership Mastery Coaching program–this month, with a signing bonus of 2 awesome recruiting programs ($210 value).A� Contact us for a Complimentary Consultation to see if this program is for you.

kids running and jumping goalsFrom working with dozens of real estate owners and managers, and as my position as a CRB (Certified Real Estate Broker) instructor for twelve years, I’ve had an opportunity to see exactly what makes a company profitable–in the long run. So, this month, I’m sharing what I’ve found to be the critical pieces of the puzzle that lead to sustainable profits. I’ll spotlight the 4 foundations you have to have to be exceptionally profitable–no matter your economic model. Actually, I’ve come to these foundations by observing how companies fail to be profitable over a period of time without these four foundations. In each of these blogs, I’ll spotlight one foundation. The fourth is

Teamwork.

Go It Alone vs. Teamwork

a�?I work alone.a�? a�?I dona��t need to be a member of a a�?teama��a�?. Wea��re heard that for years in the real estate industry. Yet, the strongest, fastest-growing real estate companies have team building as part of their cultures. Agents who want to expand their businesses create teams. So, TEAM is no longer a four-letter word. The importance and implementation of leadership through teamwork and synergy is back in style in the real estate industry.

Why Building a Strong Team is Important to Agents AND Management

As with all industries, the real estate industry is evolving. Wea��ve gone through the a�?go it alonea�� phase. Because wea��ve gotten more sophisticated in business. We realize that no one succeeds alone. We understand now that people working together create something more substantial than the sum of the parts. In addition, with the challenges in the business, we finally get that many minds focused on the same task can accomplish much more than each person working as his own little island. Supporting this trend, strong company cultures have emerged which encourage and reward teamwork instead of solely independent achievement.

Franklin D. Roosevelt said, a�?People acting together as a group can accomplish things which no individual acting alone could ever hope to bring about.a�?

If youa��ve ever played on a sports team, you know the chaos that ensues when every player tries to be the stara��to go her own way. Thata��s not a team. Thata��s a group. You may also know the joy of playing on a team that shares a common focus and commitment to excellence. What a difference! What if you could bring that into your real estate office or your agent team?

In my next blog, I’ll discuss the 4 principles to develop teamwork.

Do you have a team? Or, do you have a group?

Man-Walking-Up-Stairs-to-GlobeWho Helps You Step Up to the Next Level? Who Helps You Create that Team?

As owners and managers, too often we feel like we’re ‘on our own’. Yes, we have the company–if we’re in a franchise–but, who’s really looking out for you? It must be YOU. Yet, few leaders have coaches. At the same time, we urge our agents to get a coach…….if you’re wondering whether coaching is for you, why not investigate our Leadership Mastery Coaching program? It’s true one-on-one coaching–no cookie-cutter or set topic approach, because you’re seasoned, you’re knowledgeable, and you’re unique. Carla Cross is a ‘coach’s coach with a winning background as a turn-around leader. Why not find out more in a Complimentary Consultation? Click here to arrange.

man standing by measure standardsThis month, I’m focusing on recruiting and selecting. Why? Because it’s spring, and recruitment is in the air. Catch it!

Recruiting: 6 Reasons They Stay and How to Move Them–Do you know? If youa��ve recruited, youa��ve heard the commona��and expecteda��objections to coming to your company. There are only about 5 or 6. But, what can you do to convince someone who is intent on staying where he/she isa��to make the move?

In this first blog, we’ll explore the first 3 reasons.

Most Common Reasons Agents Stay Where they Are

When I knew I was going to write this blog, I asked my friends on Facebook and LinkedIn to share with me what they thought were the most common reasons agents dona��t make the move. Here they are:

  1. A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A� Starting over is time-consuming.
  2. A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A� Re-branding can take away from your productivity.
  3. A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A� They are a�?happy where they area��.
  4. A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A� They arena��t convinced the grass is greener.
  5. A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A�A� They are afraid of change.
  6. 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� They have gotten an offer from their present ownership to entice them to stay (better commission split, freebies, ownership, etc.)a��theya��re a�?bought backa��.

Some of these, I think, are valid, maybe for the wrong reasons. Leta��s look at each of them, along with exploring why people make certain decisions, and how you can affect those decisions.

  1. Starting Over is Time-Consuming

Well, thata��s true. It is. And, the longer wea��ve been in a job, the more comfortable we are there. At face value, we can all agree with that. So, as a recruiter, what can you do to ease the burden of transition? You can create a transition plan that takes away the pain. Do you have a checklist, along with the personnel, to make that transition painless (or at least almost painless)? Show you are dedicated to managing the transition so the agent can be more productive. One of the things youa��ll learn as you take them through the items on the transition plan is that most agents either have no database or a database they havena��t updated to years! So, youa��ll want to assign an assistant to update or create the database. Your transition plan should include a pre-written email and hard copy message that is customized and sent by the assistant to a designated number of people in the agenta��s database.

Managing the transition process really works. Armed with an assistant dedicated to implementing the transition plan, a top producing agent actually got more referrals and doubled his income the year he went from company A to company B. Why? Because the assistant a�?drovea�� the contacts to the agent, increasing by far the a�?touchesa�� the agent had made to his valued past clients.

Click here to get my transition plan.

  1. Re-branding Can Take Away from your Productivity

This is similar to the first a�?stay where I ama�� reason. But, it goes further. Put yourself in the agenta��s shoes. How would you like to face ordering new business cards, changing your logo on all print/electronic materials, updating your website, your blog, your social media? Overwhelming. So, that must all be included in your transition plan.

Proof is in the outcome: Be sure to gather testimonials of those youa��ve helped transition, along with their income increases. That speaks volumes to the candidate!

  1. They are a�?happy where they area��.

Of course they are. Wea��re all where we are because we believe it is safer, less fearful, and more predictable than the unknown. And, wea��re happy theya��re happy. But, herea��s the real question: Do you believe they would be happier with you? Do you fervently believe you can help them further their careers? Thata��s where it starts. If you believe they would be better served to be with you, ita��s your job to gain the skills to help them start feeling more comfortable with the a�?unknown.a��

The Motivational Cycle Gives Us Clues for Supporting Change

Leta��s look at how each of us decides to make a changea��in anything. What causes you to finally make any change? How discontented to you need to be before you take action? The motivational cycle gives us clues:

Starting the motivational cycle. First we have unrealized discontent. For example: One of our bathrooms has cried out for some re-modeling, and I have ignored the cries for years. But, finally, for some reason, I recognized that cry for a�?polisha��. I had talked to a contractor months ago but didna��t follow through (investigation). Recently, I finally realized that discontent (I looked at the peeling wallpaper behind the door one too many times!). Now, because my conscious discontent has been nagging me, I just made the call to the contractor. A�Ia��m ready to take action and get that bathroom looking nice! That will mean my need is realized. But, guess what? Ia��ll have another episode of discontent!

Our job as a�?motivational cycle facilitatorsa�� is to help the candidate feel the maximum amount of his discontent.

Which agents have you tried to recruit who have thrown these barriers in your way? How skilled have you been at removing them?

Tune in for the next blog to explore the other 3 reasons agents give that they stay.

man jumping through paperManagers: 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, 30 Things to Do Right (In Pre-License School) Now to Hit the Ground Running. (from my new eBook, 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 sale their first month 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 new eBook, 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. Click here 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.)

Take It a Step Further

Why not create a 4-6 module course based on this checklist. Do it evenings, with assignments for the attendees. You’ll be able to see who is willing to go to work. Now, you’ll be able to hire the best!

what-they-dont-3d_coverSave 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. See What They Don’t Teach You in Pre-License School. Only $14.95, and immediately downloadable. Now, a Kindle version, too.

man with hair in airAre you driving yourself crazy interviewing new agents? Do you feel like a broken record–telling them the same things over and over again? Having interviewed hundreds of would-be and new licensees, I’ve always marveled how little they knew about the practical aspects of real estate. And, how much they rely on us managers to educate them in the interview. Yet, it can take many hours per candidate to do just that. Those candidates have questions like

  • Am I really cut out to sell real estate successfully? (not all are!)
  • How should I choose the right office?
  • What are managers looking for?
  • How will you get me started to make money before my savings are gone?
  • What are the secrets to succeeding?

 

Those pre-license courses just isna��t designed to provide a road map to real estate sales success.

Why Most of the Advice They Get Isn’t Enough

Sometimes these candidates think they’ll learn everything from talking to other agents. But, they dona��t have a wide enough perspective. They could even give some bad advice–not because they mean to hurt the candidate, but they dona��t have that a�?global viewa�� of real estate needed to get perspective.

Where to Get Unbiased Guidance

Carla Cross, a Realtor Educator of the Year, and author of 6 internationally published books on real estate, has interviewed hundreds of would-be agents. Shea��s coached and trained hundreds, too. Shea��s learned the questions would-be and new agents aska��and shea��s learned the answers they receivea��answers that may not be in their best interests. In her new eBook, What They Dona��t Teach You in Pre-License School, Carla lays it all out in a clear, entertaining and no-holds-barred manner. A�

Here are some of the things would-be and new agents learn in this fast-paced eBook:

  • Whether you have the behavioral a�?profilea�� of a successful real estate agenta��and whether youa��re going to lovea��or hatea��selling real estate
  • How to get ready to sell lots of real estate while youa��re still taking your pre-license course
  • How to absolutely match your goals with the right office for you so you dona��t make the wrong choice
  • The 10 secrets brokers wona��t tell you in the interviewa��and the questions that reveal them
  • 5 attributes of the manager youa��ll lovea��and get the most from
  • What a successful real estate agent does in a business day (so you can check your a�?guta�� and see if youa��ll like this job)
  • The most important technology youa��ll need on the first day of your new career (and how not to waste money on tech you dona��t need now)
  • What to do the first and second weeks youa��re in real estate to assure you launch a successful career
  • What company training programs willa��and wona��ta��do for you
  • The start-up business plan that puts you far ahead of the pack
  • How to handle those personality clashes as a new agent
  • The 4 fatal mistakes new agents make that doom their careers

As a manager, you’ll save so many precious hours of time by providing this eBook to good candidates. You’ll also show you aren’t afraid of giving them the whole picture–not just a ‘sales job’. And, you’ll know the questions they are going to ask you, so you can be prepared!

A Tool from the Ebook to Help Them Hit the Ground Running

Why should candidates wait until they are licensed to really get ready to sell real estate? I’ve made a checklist to help save time so they can make money fast once you’re licensed. Click here to get my 30-point checklist, 30 Things to Do in Pre-LIcense to Hit the Ground Running. You can use this list to give your great new hires a distinct advantage over others–a great recruiting tool!

what-they-dont-3d_coverSave time by informing candidates of all the practical aspects of real estate sales (including 10 things all agents should do for their managers!). Click here to find out more.

 

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