The Process: Simple and Straightforward

Writing an article follows the same process composers use in writing a popular tune: It starts with the theme (A), continues with the middle, where you expand on the idea and example (B), and ends again with the theme. When I’m teaching my “Train the Trainer” course, we practice this simple structure when we create training programs.

The Eight Simple Steps to Get Started

Here are the simple steps I’ve used over the years to create articles that have gotten published hundreds of times in major real estate magazines and newsletters:

1. Decide on who your audience is, so you realize for whom you’re writing

2. Decide on the challenge (s) they have that you want to address

3. Jot down all the ideas you have about the challenges and solutions

4. Narrow the topic so you can zero in specifically on what you want to write about.  The biggest mistake writers and teachers make is to choose too broad a topic for the time or word framework.  For example, it’s difficult to write 500 words on how to create a team. You CAN write 500 words about why to create a team; or three strategic tips in creating a team.

5.  Choose one to three ideas to discuss.

6. Arrange the topics in the order you want to discuss them

7. To expand on the ideas, present the idea clearly and then give an example. One commonality I’ve found among editors is that they want examples with the idea. Otherwise, the reader doesn’t really get the picture.

8. Close the article with the reiteration of your challenge and solution. Give your audience positive motivation to take action.

In my next blog, I’ll discuss how to build your distribution list easily–and how to distribute your articles. You’re on your way to an awesome free recruiting tool!

Social media: Usually today, articles are published electronically. When your article is published, put it on your Facebook business page and LinkedIn. Invite peole to share the article. Instant PR!

The Combination that Gets you Business

Here’s the answer to the question, “What is the one thing I should do to get business?” Yes, people are always asking me that. I think it’s because I’ve written two resources for would-be and new agents: Become Tomorrow’s Mega-Agent Today and Up and Running in 30 Days. Now, we know that becoming a skilled real estate agent isn’t just one answer. But, there is one thing new agents (and seasoned agents) can do that requires

No skill

No experience

No money

Little time

And, this one thing will make you stand out from the crowd better than any other one thing you could do! What is it? Simply:

Write a thank you note (a real hard copy note, not an email)

Why?

Because manners and ‘thank yous’ have gotten increasingly uncommon! You will stand out simply because you’ve taken the time, thought about that person, and cared enough to write—and put that stamp on it.

Write More Than One Note

I’m not going to tell you to write a certain number of notes per day. You can set your standard (that means the minimum you’ll do). However, the more notes you write, the more business you’ll get……

What to Say

Thank you. Thinking about you. I appreciate you. I used your advice. Here’s something for you that would be helpful. I found the information you wanted.

Note to managers: This is also one of the strongest motivational tools you’ll ever have–writing notes to your agents with encouragement, thanks, etc. Do you do enough of it? Set your own goals now.

Big important sales principle:

Contacting people is simply finding an excuse to write, pick up the phone, or go see.

My challenge: How creative can you get?

You are more creative than you think they are. Now, sit down and think hard about 5 people you’ve started to work with, but need to contact now. What about them fits into any scenario for you to write that note, pick up the phone, or go see?

Proof is in the Pudding

My first year in real estate, I sold 40 homes. Also, I sent more things in the mail than any other of the 30 agents in my office. Why? Because I wanted to create a ‘critical mass’ of people who thought I was wonderful. Yes, an agent can also do this with social media. But, you want to stand out. And, you will stand out much more if you write to one person than to many. After all, you are working with that one person who will pay you thousands of dollars. He/she is worth that special, individual effort! That’s the one thing you should do to get and keep business.

• has been in the business three to five years and seems real committed and enthusiastic,
• has completed higher level training (Graduate REALTORS® Institute and Certified Residential Salesperson—both REALTOR®-sponsored educational series for real estate agents, which include sales and technical skills),
• has completed an average of 10 to 20 sales per year or more (working with buyers),
• has letters of recommendation and a list of people I could contact,
• has a portfolio or brochure, with stated mission and values,
• specializes in areas where I want to look,
• has time to put me first, within reason,
• doesn’t delegate me totally to an assistant,
• seems strong enough to tell me the truth, even if I don’t like it
• provides clear explanations about agency relationships and how they work are clear and concise,
• has high standards for choosing buyers,
• demonstrates strong communication skills, and
• seems to match my business values.

 How many of these qualifications do you meet? If you don’t meet them, how can you ‘equal’ them with your other great qualities and skills? (like being in the business only 1 year….) Why do you think I listed them? What do you think they mean to consumers?

Agents Sure Responded to Me

I was really shocked when I started getting phone calls and emails from agents, protesting that I was too stringent in my qualifications. I’m afraid they were using ‘inside out’ thinking (from their perspectives, not clients). If you don’t agree with my list above, what do you think clients should expecct from an agent?

The key here, is not to feel you can’t do a great job for a consumer without some of these qualifications, but to figure out what you DO bring to the table.

Expected, or Exceptional?

Unfortunately, too many of us in services businesses think that we are providing exceptional service–while the consumer rates those services as ‘expected’.

So, my question to you is: What’s your list of qualifications, and how can you get to the ‘exceptional’ level? If you don’t have the qualifications I listed, how do you compensate for them?

The reason I’m asking is that the public is increasingly going to websites to read feedback from other clients regarding an agent. The public is getting smarter about choosing agents. Set some goals for yourself this year to meet the highest standards for your clients–and then you can promote them, too.

Have you found yourself going to too many different directions? Do you have some significant time management challenges? In this world of lightning change, salespeople can struggle just to stay even–much less get ahead. The ability to organize these changes seems daunting. But, the need is greater than the risk. If we can’t manage the day-to-day business through systems, we’re caught forever in ‘crisis’ management. Here’s how to organize, systematize, and automate our jobs so we can manage change—rather than having change manage us.

You as a System

I want you quit thinking of yourself as a creative individual, and, for a moment, consider that you can organize what you do just like software organizes tasks (well, almost!). In other words, you can systematize YOU, to some extent.

Choose or create systems—then harness technology. First, create your systems. Then, choose the technology to run those systems. You’ll spend less money and utilize your technological investments better if you’ve organized your business systematically first. Then, you’ll know exactly what systems you want to automate. In Up and Running in 30 Days, I’ve provided a Technology Planner, to help you prioritize your needs.

Five Steps to Systematize Your Business

1. First, itemize the tasks you do each day.

2. Prioritize your tasks as they relate to accomplishing your main objectives. What are the most important tasks you do to assure you make money consistently? (Up and Running provides lots of guidance on prioritization.)

3. Organize your high-priority tasks into systems–or purchase systems.

Should you create your own system, or buy one? Smart agents buy systems, if they’re available. An example is a listing presentation. Even though an agent could create a system, time spent on creation isn’t worth the price paid in ‘down sales time’ profitability. Don’t be a creator unless you just can’t find a good system.

4. Choose your technology to support the systems you already have in place. Let’s say you now how a manually-created listing system. You’ve decided who you will involve in the plan; you’ve decided which tasks you can delegate. Now, you’re ready to choose technology to automate your system. Because you know what you want this technology to accomplish, you can make a good choice. You can easily customize the software to meet your needs–because you already have a system in place.

5. Package your systems so you can promote your exceptional business organization to buyers and sellers. For example: If you’ve never worked with a particular buyer or seller before, that buyer can’t know if you’ll communicate regularly. Show the buyer your process/system for communicating regularly, so he can start trusting you as the professional you know you are. Remember, we believe what we see, not what we hear.

Start with just one series of tasks and get that systematized. Soon, you’ll be running your business much more like a business.

Questions: If you’re wondering whether systems are worth investing time and money in, think about the top agents you know. Do they operate without systems? Could they?

What systems do you have? What systems do you need?

their manager

Yet, what if your manager isn’t the type to catch you at the right time, say all the right things, and provide specifically what you need?

Look Elsewhere to Assure You Get that Motivation

There are two ways to get that motivation, that appreciation, that support you need. Many people think someone else should be in charge of their atittude. But, there’s another method. That’s the method so few of us use:

Going inside.

We shy away from acknowledging our own efforts. Why? Perhaps your mom (as mine did) told us not to brag. It was unseemly to be immodest. 

Not about Bragging

Acknowledging yourself is not bragging. It is not only positive, it is absolutely critical to do if we are to be effective salespeople. We must use all the methods as our disposal to keep ourselves ‘up’, so we can be models for our clients–and those agents who look up to us. 

Going inside. Someone you can always count on.

When I was in college, I remember going sailing with a group of people. It was a gorgeous day. We sailed around the large lake, enjoying moderate winds. Then, about 6 o’clock, we decided to sail back to the dock. Problem. No wind. We had no choice but to wait for that wind to bring us back. (or use the little outboard motor, which the purest ‘captain’ was loathe to use.)

Frequently, we count on others to ‘sail us back to the dock of positive attitude’ when we’re down. Like the wind, though, they may not be there when we need them!

Draw a Different Conclusion

Actually, though, we have our own outboard motor onboard–our own minds. We have the ability to change our minds about things (especially we women, men say…). We have the ability inside us to re-draw a conclusion about an event. For instance, we managers get ‘down’ when the agent we thought we were going to hire went to another agency. We can look at it as a loss, or as an opportunity to learn from the experience. If we’re good at managing our attitude, we’ll call that agent to find out what attracted that agent to the other company–and learn from the experience.

See Up and Running in 30 Days and The On Track to Success in 30 Days System for Experienced Agents for many motivational strategies.

Who gets you ‘up’ when you’re down? What ‘tricks of the trade’ do you use to keep your attitude on an even keel?

Why Tell Me Now?

Right now, I’m doing several things that I think will greatly impact the success of a new real estate agent. Here they are:

1. I’m making a new online version of Up and Running in 30 Days, to help new agents and managers assure that new agent gets started fast–doing the right things in the right order. I’ll be providing coaching, training videos, and accountability to show ultimate support for that new agent–and the broker enrolled in the program.

2. I’ve just been named New Agent Expert for a national real estate publication, which will interact with pre-license schools. So, I’ll have an opportunity to help agents prior to their coming into the business. 

3. I’ll be providing brokers with coaching so they can stay on track with their new agents, and assure that everyone has the same focus–success quickly for that new agent.

So, I have two questions for you:

1. What does the new agent need to know to succeed?

2. What does the new agent need to do to succeed?

To answer those questions, think of the successful agents you know. What did they do in the first 3 months of the business? What did they avoid?

Training: What new agent training helped you? What was useless? What ought to be there?

Coaching: Were you coached as a new agent? What was good? What was not useful to you? What do you wish someone would have told you?

Your Opportunity to Help the Industry

Okay. Here you go. Comment on this blog and help the industry, so we can raise the level of expectations of new agents, give brokers some guidance, and help consumers think well of us. Thank you!

What to Measure

Of course, you’ll want to measure the goals you set at the beginning of the year. Use this form to do that.

Your Time Management

Agents say time management is their biggest challenge. And, it all comes down to prioritizing your activities. Here’s the question: Are you spending more of your time in

Business-producing activities (lead generation, interviewing/qualifying, showing, selling, listing, listing sells)

or

Business-supporting activities (everything else)

In my business start-up plan for new agents, Up and Running in 30 Days, I break all real estate activities into the 2 categories above to create a business start-up plan for success. Why? To give new agents a precise, correct model for a successful business.

Creatures of Habit

We are creatures of habit. Without a different model, we tend to do whatever group of activities which appeal to us because they’re easy and don’t take us out of our comfort zone. Unfortunately, then, we create a business activity plan that leads us to failure, not success.

How to Analyze your Time Management

How do you know which ‘business plan’ you’re following? (because you’re following one, whether you’ve written it down or not!)? Simply look at your schedule for the last 2-3 weeks. Put your activities into the two columns above. How many business-producing activities did you do? Is your activity schedule highly ‘tilted’ toward business supporting activities? Why? What do you want to change?

Note: There are many more analysis tools in this month’s featured resource, The On Track to Success in 30 Days System for the Experienced Agent.

This comprehensive resource is like having your own consultant 24/7. In each section, you have the opportunity to analyze your strengths and challenges and make a specific plan to improve. In addition, there’s a 30-day regeneration plan. See more at The On Track to Success in 30 Days System for the Experienced Agent.

The Information Hoarder/Revealer Agent Has No Value Today

When agents were able to hoard the information about homes, agents could sell value based on home information. Now, there’s no agent-provided value there. So, what value do you provide, and how do you show it?  I believe there are three packages that buyer’s agents need to provide, to justify their desired exclusive buyer’s agency agreement, and their commissions:

• The Pre-Appointment Package
• The Consultative Package (I call it “Your Guide to Purchasing a Home”)
• The Home Buyers’ System Package

Why packages: To create visual, substantive evidence that you are professional, you are knowledgeable, and you are current and contemporary.

Here’s the principle you’re going to follow:

We believe what we see, not what we hear 

Non-Committed agents need not apply. You and I know that a non-committed, part-time, or low producing agent just isn’t going to take the time to create these packages, processes, and systems. You are. Creating these packages and systematizing your buyer process shows you are a committed, savvy, value-added agent.

Systematizing: The Pre-Appointment Package

To guard against that Internet buyer de-valuing the services you provide, you’re going to start educating them from the time you first talk to them. Your pre-appointment package will do just that.

Systematizing: The Consultative System and Buyer’s Package

Because you’re thinking in terms now of a complete buyer system, part of that system is a professional process to meet with the buyer using a planned process to meet the buyer’s needs. That means you’re going to educate the buyer, and you’re going to carefully and systematically qualify the buyer. You’re going to use the ‘consultative’ approach, asking great questions in an orderly, purposeful fashion.

Bottom line: You’re going to create awesome value, because you’re going to help that buyer prioritize the myriad pieces of information they’ve gotten from the Internet.

Added Value: The Home Buyers’ System 

The last package you’re going to create is the most valuable. But, it’s not given to the purchaser unless and until the purchaser agrees to work exclusively with you. This package has the specific processes, checklists, and systems that you’ve created to partner with the buyer successfully through the home buying process.

The Ideal Buyer’s Agent: Working with the Internet Buyer Through Fully Systematized Processes 

You’ve systematized your buyers’ process to raise it to a value-added level. You’re not focused on information-providing. You’re focused on information-prioritizing. You are now matched up with the needs and desires of that Internet buyer, and you’re poised for exceptional real estate success. Congratulations! 

Don’t waste time reinventing the wheel: To help you get into action instead sit creating systems at your computer, I’ve provided a ready to use PowerPoint presentation, along with the three buyer packages you need, read to go, in The Complete Buyer’s Agent Toolkit. Not only that, I’ve provided a comprehensive training system to assist you in performing like a top producer—even before you are one. Click here to learn more.

1. Do the work.
2. Don’t argue.
3. Don’t make excuses for not doing your start-up plan.
4. Don’t tell the manager you’ve been in the business two weeks and you have a better way.
5. Do thank your manager frequently.
6. Do tell other agents that you appreciate your manager’s efforts.
7. Do tell other new agents you meet in other companies that you have a great manager.
8. Don’t bug other people in the office to find another answer because you didn’t like your manager’s answer.
9. Don’t change the Up and Running plan because you “don’t like it”. (You just don’t like lead generating, do you?)10. Don’t miss a coaching appointment!

I’d love to hear what you think of my ‘ten commandments.’ Are there others you think are important?

Managers: Why not make your own ten commandments and discuss them in your interview process. Then, turn the tables and ask the agent about his expectations of you and the office.

Agents: Before you hire on, get in writing exactly what your manager is going to do to assure your success, so you won’t have disappointments later. Getting agreement on what we both expect before we decide to work together is key to a happy partnership. The only surprises I want you and your agent to have after you start working together are good ones!

Side note: Managers: My belief is that you owe it to your agents to coach each one, regularly and professionally, in starting his or her business. That shows your 100% commitment to each person’s success.

Managers study how to attract and keep agents. They learn how to do recruiting presentations that they hope are mesmerizing to their candidates—so mesmerizing that they’ll say yes when offered a position in the company. They don’t rest on their laurels; they hone their skills so they’re better managers, trainers, and coaches. So, I’m going to turn the tables, and ask you agents: Do you know how to get the best from that manager? 

Turnabout is Fair Play

My eighth grade teacher, Mrs. Taylor, had wonderful sayings that she would drop on us at opportune times. These either kept us attentive or scared the you-know-what out of us! They included, “Time passes. Will you?” and “to each his own, as she kissed the cow.” (Well, some were better than others). The saying I’m remembering now, though, was, “Turnabout’s fair play”. In other words, if you mess with Mrs. Taylor, you will get the appropriate treatment! And, if you cooperate and get your work done, you’ll get appropriate treatment, too. So, let’s apply that idea to the relationship and expectations of agents and managers.     

What Did You Find Out in the Interview about What was Expected of You?

The real estate industry is the only industry I know that hires with a “trust me” from both the manager and the agent. No mutual expectations here, just promises! It may have worked in the past, but it won’t work in the future. A challenging market means we’ll have to do things differently. Right now, managers, make a list of what you expect—and have a right to expect—from an agent. Draw up a Mutual Expectations agreement. Go over that agreement in the interview. Get it signed. Doing it after you’ve hired the agent is way too late! (There is an example new mutual expectations agreement in Up and Running in 30 Days, the new agent’s business start-up plan).

Consequences of the Mutual Expectations Agreement

A note to agents: Are you worried you may not meet the expectations of your manager? Yet, you don’t know what they are? Here’s the time to find out. Some questions to ask:

1. How much money do you expect me to earn my first year (or this year)?

2. What other expectations do you have of me? (meetings, training, coaching, etc.)

3. How do you expect me to contribute to the office?

How to Work with your Manager

After you’re hired, you need to find out how to get the best from your manager. Here are the areas you need to explore with the manager:

1. How can I (the agent) get the best from you (the manager)?

2. How do you want me to report/give input/be accountable to you for my daily/weekly/monthly work?

3. How would you like me to interact with you? (call first/email first/get on your schedule)

4. What DON”T you want me to do? (What annoys you?)

5. What behaviors from me would make you think I am really committed to success in this business?

6. How will I get referrals from you (or, will you get referrals)?

7. How do you expect me to work with the other agents in the office?

Readers: What questions do you wish you would have asked to your manager at the beginning of your relationship?