In the previous edition, I shared a true story that many of you found quite alarming. In closing, I promised to next provide a no-nonsense path to becoming a better manager. After all, becoming a true leader takes work - It doesn't happen accidentally. It occurs mindfully and intentionally for most...and although it may appear to come naturally and accidentally for a few, it really doesn't. Everyone has to work at it. Research shows that it takes 10,000 hours of doing a task well to become an expert at it. Management is no different. 
To catch up, please take a moment to read the last posting if you haven't already. In summary the question was posed: If you were suddenly thrown into a position of having to count on a TRUE following - not an appointed following- would there be anyone following you?
If you're not quite sure, there is good news... By following a simple set of steps, you can begin to slowly build the behavior of a good leader. Here are a few of the essentials:
- Find a mentor. If you want to become a leader, it's imperative that you learn from a leader. Don't put this off. Assign yourself the task of finding someone now. And don't just find someone who's getting the job done - Find someone who's hitting it out of the park. Every time you are with this person, have a list of good questions, and ask them. What are their habits? What are their top priorities? What they may see as second nature, you might find revolutionary. Make their habits yours.
- Listen to people and meet their needs. Great leaders know what their people want and help them fulfill their goals. They know what motivates each individual, what scares each individual, and ultimately what each person dreams of. If you're simply fulfilling your role in order to exploit the talents and performance of the people you are leading, they'll smell it a mile a way. Agents, whether you're recruiting them or motivating them to perform, are not objects to exploit, they are people to help. And when they feel helped by you and inspired by you, they'll return the favor. Make this a central focus every day. Scott Nelson, owner of Comey and Shepherd in Cincinnati, sets a great standard: "Our managers are required to 're-recruit' their own agents, at least one per week, and take them off-site to lunch or coffee. I do the same thing, and usually have two or three such lunches per week. I engage 125-150 agents per year, and it makes a big difference. I also go to a branch sales meeting each week and keep in touch personally with email."
- Coaching is Key. What is the bottom line? It's this: If your agents don't perform well, you don't perform well. Just like when a college basketball coach doesn't coach well, the team doesn't perform well. There is a reason that most successful sports coaches develop slowly from coaching at the high school level--to college assistant--to head coach... They must gradually learn the skills of training and motivating a team to greatness. Even the most talented young athletes who are recruited from across the country require consistent practice, direction, and motivation. Learn how to build performance, and you'll always have a job.
Don't get in a habit of blaming poor performance on other variables--like for instance, "They're lazy or stupid." Great coaches never do this. Always view it as your responsibility to coach more effectively.
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