WorkPuzzle

Branding Example for the Real Estate Manager

A couple of weeks ago, Ben wrote a series of well-received articles on employment branding, as it relates to managers and the importance of recruiting and retaining high-caliber agents and candidates.

Long before "branding" was ever a topic of discussion, a leading pioneer in in the field of I/O (Industrial Organizational) Psychology, stated that he always begins working with an organization by first asking this question:

"What is it that you are known for, and how are you furthering that knowledge to others?"

Whether you know it or not, you are known for something.  You may not be aware of what it is and may need to spend some time exploring and assessing your strengths and what you stand for.  If you haven't yet, please do read Ben's series on branding (1,2,3,4).

Then...check out Dan Foster's blog...

Dan, manager at Prudential Northwest Properties, based in Portland Oregon, is a very skillful brander.  He has obviously worked hard to articulate and build further an identity for himself that resonates with who he is, and what he values.  You'll notice that he's certainly not trying to be everything to everyone... He is simply conveying and repeating his message again and again...

And so, instead of me taking your time today, allow me to redirect you to Dan's site so that you can spend some quality time pursuing ideas on how to further your brand, and better yet, your mark on this world...  

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Editor's Note:  This article was written by Dr. David Mashburn.  Dave is a Clinical and Consulting Psychologist, a Partner at Tidemark, Inc. and a regular contributor to WorkPuzzle.  Comments or questions are welcome.  If you're an email subscriber, reply to this WorkPuzzle email.  If you read the blog directly from the web, you can click the "comments" link below.

Real Estate Managers and Gold Rush Alaska

As you know, if you've read the first edition of this series, I promised you a description of how your job can be compared to a Gold Miner's, and how this analogy should be in the forefront of your mind at all times if you want to consistently add value to your office and company.

My current favorite cable TV show is a program called "Gold Rush Alaska."  If you haven't seen it, I highly recommend starting from the very beginning through on demand or via the Discovery Channel on the internet.

The program is about a small team of unemployed, blue collar workers from Sandy, Oregon, who spend their last dollars on equipment and leasing of a promising piece of land in Alaska, with the hopes of finding gold.  I love watching this team of inexperienced, but mechanically savvy guys think their way through a series of mistakes, alternatives, fixes, injuries, and mechanical changes in order to capture every flake of gold, while discarding all unnecessary rocks and gravel.

The reason your job has become very much like theirs is that yours no longer provides easily found gold (new or experienced agents) by stumbling over nuggets as you walk along the river bed.  In fact it's gotten downright difficult.

One of the most fascinating themes to watch as the series progresses is how each and every piece of the entire system is vital to the success of finding LOTS of gold....or none at all.  In each episode the workers spend most of their time assessing each and every part of the process.  This kind of diligence and attention to the overall process is crucial for effective and efficient recruiting as well.  In fact, many similarities can be drawn between gold mining and agent recruiting.  Here is a description of some of the machinery used in gold mining and how it relates to the sourcing of agents:

1. Large Backhoe to dig up large amounts of dirt and rocks:  This is your first stage of sourcing candidates.  These numbers must be sufficiently large enough that you KNOW that there must be gold (great hires) in the volume.  This process includes continually broadening your network, increasing your exposure and brand, and setting up a system to manage large volumes of new candidate interest.
2. Grizzly Feeder:  This is a huge rectangular receptacle that can receive tons of dirt and rocks.  This is your version of a reliable system that can track every candidate, or where every experienced agent (as you network) can be entered and tracked.  It must be built to quickly receive the large volume of candidates that you presumably and consistently are feeding into the system.
3. Large Trommel:  This is a large drum that constantly rotates, and gradually separates the gravel from the gold. This process is similar to the many calls you make and emails you send to slowly build a trusting relationship with candidates to ensure that you don't lose any of the best talent.
4. Sluice Box:  This piece may be the most important.  This long corridor of riffles further refines the separation of gold from gravel.  Read this explanation and see if you can understand the similarities between Mining and patience in Recruiting:

"Getting the flow right is the key to running a sluice.  Too much water, or moving too quickly will carry gold higher into suspension. 

On the flip side, too little flow, while allowing the gold to drop out quickly, also allows lighter material to drop out, filling the space between your riffles, eliminating the slow spots entirely, and allowing the rest of your gold to flow right out of the box.

The perfect flow allows the gold and other heavies to drop out of suspension and the lighter material to flow out of the box." 

To recruit well, you must have the right equipment, put all the pieces in place, be diligent in keeping the flow going at the right speed (while not missing any golden recruits), and most importantly...you must consistently measure and perfect every piece of the puzzle.

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Editor's Note:  This article was written by Dr. David Mashburn.  Dave is a Clinical and Consulting Psychologist, a Partner at Tidemark, Inc. and a regular contributor to WorkPuzzle.  Comments or questions are welcome.  If you're an email subscriber, reply to this WorkPuzzle email.  If you read the blog directly from the web, you can click the "comments" link below.

Two Ways Real Estate Manager Jobs Have Changed Forever

Over the past three years I have heard the following words from ALL of the smartest people I know:  "The world has changed!"

These words may sound shallow and cliche when they come from the mouths of most people.  But, when these words trickle out, VERBATIM, from the mouths of my top ten list of most successful clients, mentors, acquaintances and friends I am blessed to know, I tend to listen.....carefully.  And so should you.

I have questioned each of them about what they mean when they state that "the world has changed," and invariably it can be boiled down to the following:  Each and every business and each and every position within those businesses (especially the visionaries and the managers) must overhaul how they approach their work from this point forward if they expect to remain competitive.  Here's what these folks are really saying:

"You don't have to reinvent everything, but you must do a thorough assessment of all you do, and everything you believe, and rethink its proper fit in today's...and tomorrow's markets." 

I have deliberately spent some time thinking about the changes that I see in your position and responsibilities.  I would love to hear from all of you about the changes that you see.  I will start the list with two observations I've made, but will amend the list as I hear from many of you.  I will post however many changes we can list.  It may be five...it may be 12...I'm not sure yet.  But, you and I can help build the list together.  So, for today, here are two ways that Real Estate Manager jobs have changed:

1. Today's manager must change WHO they recruit:  The days of thousands of brash and naive "I want rewards without work" kind of people wanting to make an easy buck in real estate are probably over...and should be over.  Prior to 2008, a manager could actually argue that it was appropriate to hire hundreds of low quality people.  After all, everyone's neighbor, or someone in their circle of friends, was selling or buying, and fewer homeowners were as concerned as they are today about squeezing every last dollar out of each exchange.  Today, customers are demanding a more savvy approach and increased need for professionalism.  As an example, my neighbors, who recently put their house up for sale, formally held interviews with three agents (one was a mutual friend and neighbor) before finally choosing an agent who demonstrated the most professionalism in asking questions, intelligently listening to their needs and presenting a plan for selling their home that best reflected those needs.  (The friend/neighbor didn't get the gig.)  Experience in the business and who you know may mean less than an agent's actual customer focused skills these days.  The new agent must be an excellent executor of sales tasks that drive business as well.
2. Today's manager must change HOW they recruit:  Today's agent in today's market must be a hard-working professional.  They must be a high caliber business person who understands the essential importance of how, (despite the importance of every technology tool out there) through meeting peoples' needs daily, they will build a good referral base.  These agents will not be recruited through traditional means, but like mining for gold, will be found after lots of digging, lots of panning, and very hard work on the part of the manager to dedicate a great deal of time interviewing.

In the next blog I'll take this gold mining analogy a step further and describe what must be done to end up with the best talent...

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Editor's Note:  This article was written by Dr. David Mashburn.  Dave is a Clinical and Consulting Psychologist, a Partner at Tidemark, Inc. and a regular contributor to WorkPuzzle.  Comments or questions are welcome.  If you're an email subscriber, reply to this WorkPuzzle email.  If you read the blog directly from the web, you can click the "comments" link below.

Why Pry? Improving Productivity

In the last two blogs (1,2), I discussed the vital importance that attention and interest play in improving productivity.  I built a case that interest and attention are the most important ingredients for increasing productivity in those you manage.  Furthermore, I emphasized that prying into the lives of your agents is the only way to know what motivates them deeply.  Chances are, if they have fallen into a slump, they've probably forgotten their primary motivation for doing what they do.

In addition, I mentioned a study in last week's editions that has spurred some questions from readers.  The number one question I've received is, "What is the Hawthorne Study?"
 
The answer to this question should motivate you to set aside ample time to adequately address a very important human need...  The study took place at a Western Electric factory outside of Chicago, between 1924 and 1932.  Although the study wasn't originally designed to research productivity, it in fact did illuminate a great deal on the subject.

In essence, what the researchers found after carefully measuring peoples' performance, was that the measuring, in and of itself, improves productivity.  Researchers concluded that the workers worked harder because they knew that they were being individually monitored -- They hypothesized that being treated as special (as evidenced by working in a separate room), and having an attentive and interested supervisor, were the real reasons for the productivity increase.  The above is called to this day: "The Hawthorne Effect."
 
Most of you know, we at Tidemark write about measurement, metrics, and accountability exhaustively.  Attention to these things has been proven to increase performance dramatically.

So, what about agent production?  How can you apply the Hawthorne Effect to your agents?

1. Set up meetings, alone, with each of your agents.  Make sure that they hear you tell your assistant to not be interrupted during your meeting.
2. Coach them by deliberately prying about their life, their goals, their families, their dreams...
3. Coach by setting goals, measuring progress, and holding agents accountable.
4. Follow up!  You must track and follow up to show you care.

The above...... research shows, in and of itself...... will increase motivation.

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Editor's Note:  This article was written by Dr. David Mashburn.  Dave is a Clinical and Consulting Psychologist, a Partner at Tidemark, Inc. and a regular contributor to WorkPuzzle.  Comments or questions are welcome.  If you're an email subscriber, reply to this WorkPuzzle email.  If you read the blog directly from the web, you can click the "comments" link below.

The Most Brilliant Ingredients For Productivity

Earlier this week, I shared the importance of learning what motivates your agents.  While writing, it became clear to me that many managers are very uncomfortable doing this.  Many feel that asking about an agent's personal life is out of bounds, inappropriate, or at least irrelevant.  Nothing could be further from the truth...

Over the past six years of consulting in this industry, it is with great confidence that I can tell you that the best managers in the business are curious about the lives of their agents.  They take great pride in knowing the names of their agents' dogs.  Previously, I pointed out why this knowledge of an agent's personal life is important for motivation and goal setting.  So, in this and the next blog, I'll help you stragglers get over your fear of getting too personal with your agents, by helping you see that making the next coaching session a very personal one could improve this year's productivity significantly.

First, some research:  The Hawthorne Studies (Western Electric Company, 1929-1932) has helped us understand the connection between workplace relationships, morale, and productivity.  It was found, without question, that interest and attention increases commitment and productivity.

INTEREST AND ATTENTION!  Brilliant!

After 25 years in Clinical Psychology, I can say, without any hesitation, that interest and attention from parents to children would solve 75% of all mental illness across the country.

And, so too, a high percentage of problems with productivity could be likewise addressed with interest and attention.  So, put away or delegate the busy work, and get on with the important task of attending to your agents.

In the next edition, I'll help those who may not know how to pry...do it well! 

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Editor's Note:  This article was written by Dr. David Mashburn.  Dave is a Clinical and Consulting Psychologist, a Partner at Tidemark, Inc. and a regular contributor to WorkPuzzle.  Comments or questions are welcome.  If you're an email subscriber, reply to this WorkPuzzle email.  If you read the blog directly from the web, you can click the "comments" link below.

How to Motivate Your Agents

I spent the better part of this afternoon reviewing articles about how to motivate sales people and real estate agents, and was surprised to find nothing of real value.  The problem is, the articles that I read focus on a one-model-fits-all mentality, when we all know that people respond differently to various modes of motivation.

For example:  The reason I clean the kitchen is different from the reason my wife cleans the kitchen -- She cleans it because she likes a very clean kitchen.  I clean it to have a happy wife.  And, I have to admit...I occasionally lose track of my motivation.  When this happens, I don't clean the kitchen until I am reminded of my real motivation.

Here's another example of motivation:  I have a client who just set a goal of doubling his net worth.  He has already led a successful life and has accomplished numerous goals, and simply needed a new one.  He really doesn't value money that much.  Rather, he is simply using the goal as the "flag on the hill" to help him create, plan, network and execute the next chapter in his life.

There is no substitute for one-on-one coaching to help agents explore, confirm, or for the first time, assess their own motivation for selling homes.  What is it that they want for their family... their future...this next year?  Will they do what it will take to get there?  How can they keep their primary goal front and center?  Knowing why they are sitting in so many open houses, besides just saying that they have a job, is what will keep them doing the work that will keep them in business.

Your responsibility is to spend time with them.  Get to know them.  Pry into their lives.  Most people will invite you to.  If you haven't noticed, people love talking about themselves... especially when you can help them stay focused on what counts.

For those of you who are uncomfortable prying...In the next edition, I'll share the two most important ingredients to productivity that will surely change your mind...

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Editor's Note:  This article was written by Dr. David Mashburn.  Dave is a Clinical and Consulting Psychologist, a Partner at Tidemark, Inc. and a regular contributor to WorkPuzzle.  Comments or questions are welcome.  If you're an email subscriber, reply to this WorkPuzzle email.  If you read the blog directly from the web, you can click the "comments" link below.

Why Metrics Matter...

I realize that my last entry was fairly, well... adamant to say the least.  As you probably already know, we write and speak on the importance of metrics frequently (as I emphatically did earlier this week).  Everything that we do and ask you to do hinges on this principle.

We are certainly not alone.  For example, Tom Malone said, “If you don’t keep score, you are only practicing.”  Emery Powell noted that, “A strategy without metrics is just a wish.  And metrics that are not aligned with strategic objectives are a waste of time.”  Finally, some unknown but very wise manager once said, “Be careful what you measure—you might just get it.” 

By measuring something, you are stating to your employees, managers, stakeholders, and industry analysts that an activity is important.

Steven A. Melnyk, of the Department of Marketing & Supply Chain Management at Michigan State University, sums up as succinctly as I have seen, why metrics are so important:

“Metrics are important because of the functions that they provide, namely:
 
Control: Metrics enable superiors to control and evaluate the performance of the people working under them.  They also enable employees to control their own performance.

Reporting: This is the most commonly identified function of metrics.  We use metrics to report performance to ourselves, our superiors, and external agencies.
 
Communication: This is a critical but over-looked function of a metric.  We use metrics to tell people both internally and externally what constitutes value and what the key success factors are.  As pointed out previously, people don’t understand value, but they understand metrics.  As a result, value as implemented at the firm should influence the type of metrics developed.
 
Opportunities for Improvement: Metrics identify gaps (between performance and the expectation).  Intervention takes place when we have to close undesired gaps.  The size of then gap, the nature of the gap (whether it is positive or negative) and the importance of the activity determine the need for management to resolve these gaps.
 
Expectations: Metrics frame expectations both internally (with our personnel) and externally (with our customers).  Metrics help form what the customer expects."

Melnyk also discusses various categories of metrics.  For our purposes, let's take a look at predictive metrics.

“Predictive (also referred to as a process metric) is one that we can use to help predict our chances of achieving a certain objective or goal.  In many systems, the bulk of metrics are outcome-oriented, rather than predictive.  As a result, the measure system gives the managers little information on which they can predict their chances of meeting their objectives.  However, firms such as Texas Instruments are now turning their attention to the development of predictive metrics.  They recognize that such measures are far more useful to the users.”

It is the predictive metric that provides us the opportunity to track our clients' outcome metrics, such as number of candidates, number of interviews, and total hires over time, and then quickly convert these to provide a forecast of what you can expect to achieve with your recruitment efforts.

What else can we all measure collectively?  How can we measure it?  What behaviors should we track?  How can you use metrics with your agents?  What should they be measuring and tracking?  What happens if they don't measure?

Because …

“A strategy without metrics is just a wish.” 

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Editor's Note:  This article was written by Dr. David Mashburn.  Dave is a Clinical and Consulting Psychologist, a Partner at Tidemark, Inc. and a regular contributor to WorkPuzzle.  Comments or questions are welcome.  If you're an email subscriber, reply to this WorkPuzzle email.  If you read the blog directly from the web, you can click the "comments" link below.

Why Discipline in Recruiting Matters

You've all heard the saying "If it were easy, everyone would do it."

Ben wrote a great piece on the difference between microwave and crock pot recruiting that gets to the heart of the above principle. 

Every tool and philosophy we espouse at Tidemark is built upon this central principle.  I'm not surprised to say that 95% of our clients hold to this principle as well.  They have an underlying conviction that in order to see results tomorrow, they must engage in constant, systematic, and seamless steps today.  It's understood that "microwave" recruiting will only result in producing low hanging fruit that competitors are also vying for; And conversely that "crock pot" recruiting, may take more time and discipline, but over time yields the higher caliber and supplemental fruit that companies need to beat the competition.

The difference in conversation content between a microwave recruiter and a crock pot recruiter resembles two entirely different languages.  A microwave recruiter offers every anecdotal excuse under the sun, with no metrics to back it up.  In fact, metrics are absent from the language of the microwave recruiter altogether.  If you ask them a metric question, they give you another anecdotal answer.  Ask them how many candidates it takes to get ten interviews...or how many interviews it takes to get each hire, and then give them a week to come up with this information.  What do they provide?  More excuses.  Why?  Because they don't track it.  We all know that what isn't measured cannot be managed, predicted, and improved upon.

Now, don't get me wrong...there are always factors that change those percentages and numbers from one cycle to the next.  We're all aware that there is a time and place to dissect reasons to interpret the changes in percentages around the metrics.  But, excuses with no grounding in metrics amount to sheer laziness and avoidance of accountability.

Discipline is really the key to all of this.  Disciplined people and organizations rarely offer excuses.  They implement systems to drive, track and improve performance.

Read carefully the definition of Discipline:

1. Training expected to produce a specific character or pattern of behavior.
2. Controlled behavior resulting from training.
3. A set of rules or methods.
4. Activity, exercise, or a regimen that develops or improves a skill.
5. Behavior in accord with rules of conduct; behavior and order maintained by training and control.
6. A set or system of rules and regulations.

A couple of weeks ago, I wrote a four-part piece on an expert recruiter (Andy Nazaroff) who clearly exercises discipline (1,2,3,4).  He provides specifics regarding calls, interviews, information, timing, conduct, etc...and all of these methods amount to consistent and impressive success.

Why am I excited about the discipline that so many of our clients practice, and frustrated with the opposite?  It comes down to a belief system.  We believe that measuring discipline drives results, and increases responsibility -- two characteristics of every successful company.

Let me know your thoughts and your own methods for assuring your own discipline.

In an upcoming article, I hope to feature a manager who is disciplined in working the experienced agent pipeline... 

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Editor's Note:  This article was written by Dr. David Mashburn.  Dave is a Clinical and Consulting Psychologist, a Partner at Tidemark, Inc. and a regular contributor to WorkPuzzle.  Comments or questions are welcome.  If you're an email subscriber, reply to this WorkPuzzle email.  If you read the blog directly from the web, you can click the "comments" link below.

Lessons from an Expert Recruiter: Part 4

If you've been following the past few editions (1,2,3), you've heard my interpretation of the excellent recruiting work performed by Andy Nazaroff of Guarantee Realty.

The resulting positive responses from the readers left me wondering how helpful it might be to hear directly from Andy.  Fortunately, he agreed to give us a step by step view into his recruiting process.  As you read the below excerpt, keep in mind Andy's philosophies behind each communication (found in previous editions).  Here, in his own words, are the steps he takes to achieve consistently strong recruiting results:

"Here is my approach in its entirety to new agent recruiting with Tidemark.

I begin my day meeting with my assistant to talk about the candidates I met with from the previous day.  We discuss lead follow-up issues, licensing school enrollments, and the current day's appointments.  Then, I spend about an hour each morning making new candidate phone calls first, then 2nd phone calls to older leads in the pipeline.  My assistant handles administering the Tidemark platform and all of the emails to the candidates.

When I call candidates, my script is usually the same every time:

1) I'm looking for __________________ (always use first name, as you will not sound like a telemarketer that way).
2) _________________ (first name) this is Andy Nazaroff, Manager of Agent Development with Guarantee . . . (intentional pause) and I noticed you found us online and completed the assessment on our website (listen for their recollection).
3) I was wondering if I could ask you a few questions about that assessment (if they cannot talk, they usually tell you here).
4) What brings you to: the job boards/craigslist/our website (this answer will tell you a lot about where they are at, and how to proceed).

If they are currently working:
5) What do you like most about what you are doing now? (Write these answers down for your interview.)
6) What do you like the least?

If they are not currently working, they may be applying to any job online:
5) What type of work or skills have you exercised in the past that makes you believe you would be a good fit in the real estate business?
6) What type of jobs are you applying to online, and what type of jobs are you avoiding, or not applying to?

Then, in either case:
7) Obviously a career in real estate is not right for everyone.  The time it takes to get your license, to go through our training, and to close your first transaction could take at least 4-5 months.  How are you prepared to bridge that gap financially? (listen)

8) I'd like to set an appointment to meet you face to face for an interview.  Are you available to meet this afternoon or tomorrow afternoon?  (I always try to book same day or next day, and in the afternoon, to stay in control of my schedule.)

I then give my address and my direct number.

When the candidate arrives, typically my assistant seats them in our conference room, and then gives them a folder of information and says, 'Andy prepared this for you to look over for a few minutes and he'll be in shortly.' This packet includes the start up costs estimate, recruiting information on Guarantee, our market share graph, a separate local real estate market update, and our pre-listing package.  This typically covers 90% of the questions they were thinking about asking.  This package allows me to stay in control of the interview by asking questions and then presenting how to get their license and our training plan.

At the interview, I usually open with, 'Since our conversation on the phone, what are your thoughts about YOU in the real estate business?'  (This tells me a lot about their fears or excitement - but I do not address them yet.)

After that conversation I transition to, 'Let's say you are licensed today, you have completed our training, and you are ready to start day 1 in this business.  What do you want to see happen in your first year in the real estate business?'  (This tells me a lot about their motivation.)

After I listen to their first year answer I say, 'We are looking for two things in a candidate for this business at our company - personality and motivation.  We can teach you real estate - that's the easy part, but we cannot teach who you are as a person, or how motivated you might be to do it.  I called you and invited you in here because of your personality assessment scores.  The questions I've been asking you today are to understand your motivation, and based on my information I'd like to recommend/not recommend you getting your license.'

'Before I tell you what it takes to get your license, I'd like to know... what does your family and close friends think about you getting into this business?'  (Listen for that person that might be the wind in their sail, or the anchor in their tail - Then address it.)

Then I present that I cannot do anything to help them succeed in this business until they get their license.  I highlight the licensing process, then talk about our Quick Start training program, then our Mentor Program.  I close with, 'Any questions about the licensing process, the Quick Start program, or our Mentor program?'  They usually say no - you covered it.  Then I ask, 'Any questions about our company, the market, or for me?'

Then, my handoff...'Our next step in this process is to have our licensing school counselor contact you.  Her name is Jessye.  She will contact you within a day and give you all the information you need to move forward with licensing.  Once you are ready, pull the trigger and we will be here to get you enrolled in training once you've passed.  Fair enough?'  They usually say yes - after all it's a soft close.  Our licensing school rep is a good sales person.  She praises the candidate for their interview results and says that I recommended them as a good candidate for this business.  She then stays with the candidate until they enroll, or tell her they are not going to do it.  We keep the candidate in the Tidemark pipeline to engage later until we have confirmed they are enrolled.

If you'd like to share ideas, or ask questions, please feel free to connect with me at andy@guarantee.com or at facebook.com/andynazaroff."

Thanks Andy for sharing your best practices.  Please fill us in on any conversations that we can all learn from.

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Editor's Note:  This article was written by Dr. David Mashburn.  Dave is a Clinical and Consulting Psychologist, a Partner at Tidemark, Inc. and a regular contributor to WorkPuzzle.  Comments or questions are welcome.  If you're an email subscriber, reply to this WorkPuzzle email.  If you read the blog directly from the web, you can click the "comments" link below.

Lessons From A Talented Recruiter: Part 3

As I mentioned in parts 1 and 2 of this series, Andy Nazaroff of Guarantee Realty has consistently posted remarkable numbers when it comes to converting candidates into interviews, and interviews into hires.

Here are his numbers:  From what we have sourced--approximately 950 total candidates to date this year for them--they have interviewed 232, and hired 48 new agents.  This means they have interviewed 25% of ALL candidates and hired 21% of those interviewed.

As I spoke with Andy, what impressed me (in addition to what I wrote about in the first two editions), was how thoughtful he is about addressing potential problems preemptively and head-on with candidates.  He clearly understands the psychology associated with making life-altering decisions, such as a career change.  I have written about the anatomy of a decision before in previous editions (1,2,3) and have detailed the vital psychological importance of never wanting something more than the person you are talking to.  The goal needs to be: remain neutral, but flush out all sides of the conflict around the decision.

Andy is very skilled at never taking either side of the conflict too far.  But, he takes this a step further... He anticipates that there will naturally be people in the lives of these candidates who WILL represent either antagonistic or overly-supportive input from one or each side of the decision.  It's the recruiter's job, according to Andy, to flush out who these people are and what impact they are having on the candidate.

He calls this identifying who is their "wind or anchor."  He understands, correctly, that most people will be confused and led away from their own thoughts and opinions of becoming an agent if they have someone at home who is acting as the "wind behind the sails" or the "anchor to sink their dreams."  The importance of uncovering this piece of information, in his view, is crucial to arriving at a conversation that is less influenced by the thoughts of others.

The fact that Andy sets a goal of discussing this, helps him uncover this information and leads him to become, potentially, a more trusted ally in the decision.  If he can get the individual to reveal that they are being, for example, pushed into becoming an agent by their spouse, he might be able to help set the person free from that influence by restructuring the interview to "We want to figure out what's right for you..not for anyone else."  Without this knowledge, Andy would unknowingly become an ally with some unseen force, and further force the candidate to make an overly compliant decision, rather than a healthy, grounded decision.

What is a more typical scenario for most candidates is that they might have several anchors in their life telling them "You can't do this in this market"... or "I don't think you'd be good at that" or "We need the money now" or a thousand other comments.  Andy's objective is never to contradict these individuals (these anchors), but to turn it back to the candidate's own research and thoughts.  He might ask:  "What do you believe?" or "What are your goals?"

To put it simply, Andy never attempts to counter balance someone's anchor with a little wind or vice versa.  He's discovered that simply getting the person to reveal and discuss the source is half the battle to neutralizing that negative influence.

More to come... 

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Editor's Note:  This article was written by Dr. David Mashburn.  Dave is a Clinical and Consulting Psychologist, a Partner at Tidemark, Inc. and a regular contributor to WorkPuzzle.  Comments or questions are welcome.  If you're an email subscriber, reply to this WorkPuzzle email.  If you read the blog directly from the web, you can click the "comments" link below.