Who Wants to be Accountable?

Gosh, those are dreaded words for most people, or are they? Accountability, what’s it really mean? According to Webster’s Online dictionary, accountability means an obligation or willingness to accept responsibility or to account for one's actions.” Read what Wikipedia says about accountability:
Accountability is defined as "A is accountable to B when A is obliged to inform B about A’s (past or future) actions and decisions, to justify them, and to suffer punishment in the case of eventual misconduct".[1]
[1] Schedler, Andreas (1999). "Conceptualizing Accountability". in Andreas Schedler, Larry Diamond, Marc F. Plattner. The Self-Restraining State: Power and Accountability in New Democracies. London: Lynne Rienner Publishers. pp. 13–28. ISBN 1-55587-773-7.
The funny (or sad) thing is, in a business where we should strive for accountability on a daily, weekly and quarterly basis, very few if any of us do incorporate accountability into our workplace. Why? Why do we make accountability so difficult or “dreaded” as I referred to in the first paragraph? I believe the main reason we don’t institute good accountability programs in the workplace is that most people hate failure, and when we fail to meet up to our goals and expectations we feel a sense of a letdown to ourselves, our family and the organization. If we could somehow shift the failure aspect into a positive, it would work! How can we do this? Easy, instead of asking “why” ask “what.”

Don’t say – “Why didn’t you prospect this week? You said you we’re going to call on [x] number of new prospects, why?

Try – “What could you do differently this week to help you meet your goal of [x] new prospects?

I believe as managers and brokers we have to shift from the failure aspect to more of a coaching method. Use the defeats as ways to learn and grow. Make it clear from the outset that all of us will fall short or our goals and desires, but that doesn’t mean we can get back up and keep going. I love the old saying, “it’s not how many times you get knocked down, but how long you stay on the floor.”

Finally, for brokers and managers, accountability to your team is required and essential for your team to grow and prosper. Make accountability a coaching session and make sure you set time aside on a regular basis to help your team with accountability. For larger organizations (and even smaller groups) allow individuals to partner up with the accountability process. Make sure that these small groups meet regularly and encourage helping them and meeting on occasion to facilitate and assist with the accountability process.

There are some excellent books on accountability if you need to research more, and if you would like a copy of my accountability scorecard I’ve created to help with implementing this at your office please send me an e-mail and I’ll be glad to forward it to you at no cost. John@RealEstateTechGuy.com.

For more help with accountability visit www.RealEstateSalesMeetings.com.

Who Are the Top Web Sites?

According to the Web site Alexa, the top ten web sites on the Web are:

1. Google
2. Yahoo
3. Facebook
4. YouTube
5. Windows Live
6. Wikipeda
7. Blogger.com
8. MSN
9. Baidu (Chinese Language Search Engine)
10. Yahoo.co.jp (Japanese Version)
    

Interesting information for Real Estate Professionals. First, are you using YouTube and Yahoo Video to promote your listings? If not, do so today! Second, are you posting your blogs at Blogger? Gosh, I use to post there but then quit. Maybe it's not a bad place to blog if it's in the top 10 web sites used.

You can find out more by going to http://www.alexa.com/topsites.

Also, if you want to know how to "Create FREE Virtual Tours and Post them to the Web, check out our FREE Webinar this week from www.Computaught.com. To sign up, click here! You'll discover some cool ways to create virtual tours for FREE, with FREE software and your existing digital camera.

Posted by - John Mayfield (The Real Estate Tech Guy) www.RealEstateTechGuy.com

Coffee's Brewing - And It's Strong!

Brokers, owners and managers - it's time to wake up and smell the coffee. The coffee of social media.

While many in our industry were early risers and grabbed their cups first, much of the industry chose to sleep in, not awakening to the power of blogging, podcasts, social networking, micro-blogging – just some of the tools of Web 2.0 that make up the genre of social media – until the aroma became nearly overpowering. Now it seems, those of us that hit the snooze button are getting to the pot after the coffee has lingered on the burner a while. And that overpowering smell has awakened a large number of real estate professionals.

Thousands of agents are currently blogging, but tens of thousands more will be participating in coming months, posting their blogs on hundreds of sites. Even more will be creating profiles on social networking sites like Facebook, MySpace, Plaxo and LinkedIn. Legions of real estate professionals will be posting on Twitter, placing photos on sites like Flickr, or offering their audio commentary on anything and everything on Utterz. Our associates seem to be grasping the new Web 2.0 order of business and hoisting their coffee mugs. Are we in the brokerage ownership and management arenas going to be the last ones to the coffee pot?

It’s time we understand these new tools and what they can do for our business. How, if used effectively, they can expand our marketing reach, increase our speed of communication and further our brand. We need to understand how they can reduce expenses and attract new customers. And we certainly need to become a resource for our associates to turn to for advice on using these tools.

But we also have to understand what these tools can do to our business if not monitored or managed. Left unchecked, unmanaged, or unmonitored, these tools can offer certain elements of risk – read liability – that could hold disastrous results for our business. We need to develop policies and procedures (with the involvement of our associates, legal counsel and management team) to address and manage these tools proactively. Without a proactive strategy on managing these tools, we’re likely to become another industry headline.

And that headline won’t have anything to do with coffee.


Future posts planned: effective social media strategies in real estate; developing policies and procedures to address social media use in your office; applying consistent branding practices in social networking.

For further information, please visit www.TheRealEstateNetwork.ning.com, a free social networking site for those in the real estate industry.

Managers: What do Agents Owe You?

We read article after article about how to attract and keep agents. We learn how to do recruiting presentations that we hope are mesmerizing to our candidates—so mesmerizing that they’ll say yes when we offer them a position in our company. We hone our skills so we’re better managers, trainers, and coaches. We worry about retention, and spend thousands of dollars a year just to attend workshops on retention techniques. We spend thousands of dollars on retention! So, I’m going to turn the tables, and ask, what do those agents owe to you?

You work hard. If you’re an owner, you’ve also put thousands and thousands of your dollars at risk to start and run your real estate company. It’s my opinion that agents owe you in certain ways. I’m not talking about commissions. I’m talking about actions.

Mutual Expectations Exchanged in the Interview

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, 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!

Consequences of the Mutual Expectations Agreement

Worried about retention? This is one of the best retention tools in the world—hiring agents who promise to go to work! Your experienced agents will love the fact that you’re not hiring dead-wood to just get in their way and pull down the reputation of the company. Your new agents will get right to work, because they understand that is the expectation. Will you miss hiring a few people? Sure--the ones that didn’t intend to go to work.

Doing My Best to Help you Out

Last year, Dearborn Publishing Company published my third edition of Up and Running in 30 Days, the business start-up plan for the new agent. I’ve added as much management support in it as I possibly can, including a Mutual Expectations agreement that is tied to the Up and Running 4-week business start-up plan. This plan expects a lot from the new agent, but I know, from my surveys, that the new agent expects a lot—fast—from the business! (That’s why it’s such an aggressive ‘get out there and run’ program—perfect for a challenging market, too). I thought you’d enjoy reading my take on what new agents should contribute to their manager (and their office):

Ten Commandments to Get the Best from your Manager

1. Do the work.
   
2. Don’t argue.
3. Don’t make excuses.
   
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.
   
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 program because you don’t like it.
   
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? 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. 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!

Carla Cross, CRB, MA, is president of Carla Cross Seminars, Inc. and Carla Cross Coaching, specializing in real estate sales and management. Cross, an international speaker and coach, is the author of 6 internationally published books, 20 productivity programs, and is a winner of the National Association of Realtors’ National Educator of the Year award. Contact her at www.carlacross.com or 425-392-6914.

Agents: What Do You Owe the Company?

I’m not talking about the commission splits. I’m talking about a much more significant contribution. You’re a new member of your organization. Has the organization asked anything of you? It should, if there is pride in belonging to the organization. Surprisingly, though, today many companies either have no standards or don’t communicate to their associates that there is a fairness issue—an exchange of responsibilities and accountability so the company and all its associates are better from the affiliation of the newest associate.

Mutual Expectations Exchanged in the Interview

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.

My Take on What Agents Should Contribute to the ‘Team’ and to the Manager

Last year, Dearborn Publishing Company published my third edition of Up and Running in 30 Days, the business start-up plan for the new agent. I’ve added as much management support in it as I possibly can, including a Mutual Expectations agreement that is tied to the Up and Running 4-week business start-up plan. This plan expects a lot from the new agent, but I know, from my surveys, that the new agent expects a lot—fast—from the business! (That’s why it’s such an aggressive ‘get out there and run’ program—perfect for a challenging market, too). I thought you’d enjoy reading my take on what new agents should contribute to their manager (and their office):

Ten Commandments to Get the Best from your Manager

1. Do the work.

2. Don’t argue.

3. Don’t make excuses.

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.

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 program because you don’t like it.

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? Agents: What do you think the company should expect as your contribution to the betterment of everyone? What should the manager expect from you?

Let me know! I’m working with companies internationally now to help them create pride in association, standards of practice, and the kind of performance expectations and measurements that have clients jostling to be served from ‘one of the best’.

Carla Cross, CRB, MA, is president of Carla Cross Seminars, Inc. and Carla Cross Coaching, specializing in real estate sales and management. Cross, an international speaker and coach, is the author of 6 internationally published books, 20 productivity programs, and is a winner of the National Association of Realtors’ National Educator of the Year award. Contact her at www.carlacross.com or 425-392-6914.

Successful Companies Do It, So Why Don’t Managers Lead with Standards?

In these challenging markets, much of my work has been with management teams, designing actins that move their offices into profitability. I’ve identified three strategies that managers are failing to implement that cause them to go into the red. The most glaring mistake I see managers making is that they don’t have performance standards in place for their offices. What are performance standards?

Minimum production standards

How well (competency) one performs certain tasks

Do You Know Any Great Companies—of Any Type--Without Standards?

It constantly amazes me that real estate companies don’t have production standards. Would you buy a car from a car maker that didn’t have pretty high production standards for how they constructed that car—and how they service it? Of course not. Would you buy a home from a builder who had just thrown the home together with little regard to production standards (that would be very low standards)? Of course not. Would you buy a home from an agent who was a lousy agent? Of course not.

Three Reasons Companies Need Production Standards

1. It’s a recruiting magnet (who doesn’t want to be with the best?)
2. It’s a production incentive (who doesn’t want to stay with the best?)
3. It’s a performance enhancer (we all do better when we’re around better performers)

Would You Join a Real Estate Company that had Lousy Agents?

Only if you were a poor agent! Likes attract, and good agents know they will do better with other good agents. Good agents are attracted to a company that’s ‘picky’—that doesn’t just take or keep just anybody. Think of the recruiting opportunities companies miss because they don’t have production standards in place……

Pride of Belonging to Something Exceptional

Think of an association, family, business, club—that you were proud to belong to? Did that entity have low or high standards? High standards, of course. Not only do you have pride of belonging, you know that you must maintain those standards to maintain membership!

Question of the day: If Production Standards Have all These Benefits, Why Don’t Companies Embrace Them?

What do you think? Email me and let me know. From my coaching leadership, I’ve found that leaders

1. Don’t understand the power of standards
2. Think they actually have standards (when they don’t)
3. Are afraid of setting standards

From taking over 2 failing real estate offices and one floundering region for one of the world’s biggest real estate franchises (and turning all of them around), I know the steps it takes to turn a red bottom line into a very healthy black one. Let me know your feedback about standards, so we can help the industry put pride of ownership and pride of performance back into our industry.

Carla Cross, CRB, MA, is president of Carla Cross Seminars, Inc. and Carla Cross Coaching, specializing in real estate sales and management. Cross, an international speaker and coach, is the author of 6 internationally published books, 20 productivity programs, and is a winner of the National Association of Realtors’ National Educator of the Year award. Contact her at www.carlacross.com or 425-392-6914.

The Secret Component of Highest Productivity

A few months ago, I was a speaker again at the NAR 2007 convention. (I think that was my 16th year!) I talked about the four components of ‘new’ leadership. Why is switching leadership style so important? The world has changed, and, if you’re an agent or a manager, you need to lead effectively in all situations (lead your clients, lead your fellow agents, lead your team). And, there’s one style component that has a huge impact on both culture and productivity, yet few of us realize it:

1. Standards-driven organization: In almost every presentation I do for leadership, I ask attendees if they have productivity standards (minimum expectations) in their companies. Out of 200 attendees, about three will raise their hands. No wonder agents don’t believe they must be ‘on the team’, pulling their own weight in production. No wonder managers are wondering how to get their agents to go to work. No wonder there are challenges recruiting and retaining! No wonder agents are having great challenges attempting to get their buyers’ agents to pull their load. And, no wonder agents are wasting time with buyers who won’t buy and sellers who overprice!

How to Assure no One will Work very Hard

Having no standards de-motivates. In a recent study by The Ripple Effective of Negativity Leadership IQ, 87% of the 70,305 executives, managers, and employees interviewed said working with a slacker actually made them want to change jobs; 93% said it hampered their development or decreased their productivity. So, without standards, real estate leaders are de-motivating their good performers!

Here’s what Roy Disney says about effective leadership, from the New Leadership Paradigm:

Leadership is the ability to establish standards and manage a creative climate where people are self-motivated toward the mastery of long-term constructive goals in a participatory environment of mutual respect compatible with personal values.

There are many theme parks, but they aren’t Disney. What is the difference? One huge difference, and you know this if you’ve visited various theme parks, is that Disney has high standards.

Agents: What would it mean to your time management and bottom line if you had high standards for your clients? (Studies show that top producers qualify carefully and ‘tell the truth attractively’ to both buyers and sellers, so they don’t waste anyone’s time).

Agents: See my new for 2008 program, On Track to Success in 30 Days System for Experienced Agents. It has a 30 day program with standards that assure your success.

Managers: See the coaching system for On Track to Success, Managers' On Track to Success Coaching for Experienced Agents. I’ve given you dozens of tips on how to create standards and hold agents accountable to standards and goals.

Real Life has Standards

A few months ago, I hired a personal fitness trainer. Do you think she has standards? You betcha. Are they higher than I would like to exert myself? You betcha. Is this making me more fit? Right again. It’s true any time we get coached. Our coach always urges us to do more than we would be willing to do on our own. So, we get better faster.

High Standards has a Positive Message

Working with people with high standards sends a message to each one of us:

You’re worth it. You can do it. I believe in you.

Obviously, you would not be working with that leader if that leader didn’t think you ‘had it’, would you? That belief drives us to do much better than we thought we could do. It’s inspiring. And, in this challenging real estate market, we need all the inspiration we can get! So, we’re all in leadership, whether it’s with our clients, with other agents on our team, as a manager, or as a parent. Setting standards and encouraging meeting them is the greatest gift you can give to someone—or can give yourself.

Carla Cross, CRB, MA, is president of Carla Cross Seminars, Inc. and Carla Cross Coaching, specializing in real estate sales and management. Cross, an international speaker and coach, is the author of 6 internationally published books, 20 productivity programs, and is a winner of the National Association of Realtors’ National Educator of the Year award. Contact her at www.carlacross.com or 425-392-6914.