How Long Is The Math Section Administration Of The Act Establishing the Correct Order in Team Building

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Establishing the Correct Order in Team Building

If you believe that success is a one-step process. . . think again The goal of building a champion team is to identify the steps and apply them in the correct order. You must have the steps and order correct. The right steps in the wrong order will take you far from the success you want.

Stage 1 – You

Stage 2: You and your first assistant

Stage 3 – You and the Closing Coordinator and the Listing Coordinator

Stage 4: You and the Closing Coordinator and the Listing Coordinator and the Buyer’s Agent

Stage 5: You and the Closing Coordinator and Listing Coordinator and several Buyers Agents and Field Coordinator

Stage 6: You and the Closing Coordinator and Listing Coordinator and Multiple Buyers’ Agents and Field Coordinator and Lead Manager

Stage 7: You and the Closing Coordinator and Listing Coordinator and Multiple Buyers Agents and Lead Buyer’s Agent and Field Coordinator and Lead Manager

Stage 8 – All of the above and Director of Operations

I really don’t think you can deviate from this order until after you pass stage 5. You can add additional buyer agents between stages four and five, but you don’t have to change the structure until you get to stage 5.

Don’t take the cart before the horse

The biggest adjustment most agents make is adding buyer’s agents before they have administrative help. I guarantee you will see major consequences for this mistake. Your customer service will be inferior. It will take your time invested in closing their transactions, even if you are an experienced agent. The customer relationship will remain with the buyer’s agent, not the team. When they decide to leave, the customers they have worked with will leave with them. The reason is that there really wasn’t a team that catered to them.

If you reduced your production in the short term to help your buyer’s agent and only received a fraction of the gross fee, you did not secure the client for the long term. . . he didn’t put the cart before the horse. A great administrative assistant is the horse of your practice.

If you build it, the sales will come

I know the first extra mouth to feed is scary. Having another person or family to be responsible for, who relies on your production for their livelihood, is an incredible burden. I understand how scary this position is as an agent and business owner. In over twenty years of owning an entrepreneurial sales business, I have never had to fire anyone because of slow sales. I didn’t want to do this to the people and families who depend on me and my businesses. I’ve probably fired people for non-performance, but I’ve never had to fire anyone.

The first time you hire and start paying someone a base salary for a 100% commission job, it will scare you to death. When you have to pay them off and give up your paycheck this pay period, you’ll want to return to the comfort of no assistant. The best way to fix this is to increase your time in activities that produce direct income. Increase your time in prospecting and especially in tracking leads. When your cash flow is low, you need to respond quickly to this order.

1. Aggressive action in reducing prices

You can never keep a good listing a secret. Make sure you have good listings – lower the price. The shortest line between a commission check and you is a price cut.

2. Sell a home to your committed buyer

Anyone who commits exclusively to you who hasn’t bought yet and has reasonable expectations needs you to find them a home. Take them out more often and put them at home now. With step one or step two, you could collect a commission check within thirty days.

3. Review all your leads

Call every prospect (even the oldest or longest standing) and book appointments with them. One of the fastest ways to take care of short-term cash flow is to go to your prospects. They are the third closest customers and prospects to a commission check. Make sure you’ve left no stone unturned in your desire to convert, engage, and create a high level of urgency in the leads in your database. Don’t forget that there is a direct link between motivation and time.

4. Increase your prospecting

When you increase your number of contacts, you will increase the volume of leads. Some of the leads you create will be current leads and some will be long-term leads. The source you select to prospect will greatly influence the timeline and urgency of your leads. You’re more likely to get long-term leads by prospecting your sphere and past clients. You will receive leads with a short time frame with a higher level of urgency when you prospect FSBO or expire, for example. This is due to the difference in motivation level of these groups.

Avoid the main mistakes of building out of order

The most common mistake made by off-duty agents is to add production assistants like buyer’s agents before adding support staff. When this happens, the lead agent is forced to train, manage, and coach someone to a reasonable level of productivity while trying to do all facets of their own production. When the buyer’s agent makes a sale, it creates even more administration that the lead agent must also take on. The problem is that their admin tasks are usually worth half the money. It’s worth the money because the other half goes to the buyer’s agent. You’ll end up doing most of the administrative work to close the deal for only half the normal fee. Their efficiency model is blown, the net profit is demolished, the hourly wage is reduced and the prospecting is stopped. All these things add up to a disaster in your business.

Champion Team Rule: If you spend more than 50% of your time on administration, chances are you don’t have enough administrative help.

We don’t want too many people because it causes too much in the field of management.

According to my years of experience, the tendency of agents is to move too much on staff and not too heavy. Check your time allocation. This will tell you if it’s time to add staff.

I meet many agents who have been thinking about adding a staff member for years and never have. It’s like they’re waiting for the perfect situation or the perfect person to walk in, pat them on the head, and say, “Here I am!” You will never act on your desire or find someone outstanding with this philosophy.

If you’ve been evaluating building a team or adding to your existing team for more than six months, it’s time to act. A decision is in order. . . now The biggest waste of time in life is from the time you know a decision needs to be made to when you actually make it, when you act and follow through on that decision. The time we waste in knowing and not doing kills the success of too many people; don’t let it kill yours.

Your systems, processes, procedures, checklists and other support structures for your business will never be perfect. You will never mark it, so there will be no changes in the future. If you’re not changing, you’re not growing, improving, and staying ahead of the competition.

Establishing your business vision, organizational chart, hiring and tracking practices, checklists, schedules, task lists, and team communication systems is enough to create a solid foundation to begin the team building process.

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