WorkPuzzle

How Rudeness Impacts Performance

You probably have concluded by now that Ben and I share a strong pet peeve regarding the practice of rudeness and arrogance, especially concerning managers' attitudes and behaviors toward new agent candidates.  Like an abusive individual who is dating, an arrogant manager might attract a few desperate, insecure partners, but they're guaranteed to miss the cream of the crop.

Furthermore, new evidence suggests that rudeness impacts even more than successful hiring:

In three experimental studies, the simple act of being a witness to rudeness displayed by a peer or an authority figure toward someone, significantly reduced the observer's performance in routine tasks, as well as creative tasks.  In addition to this, rudeness appeared to be contagious.  The observer became less civil to others.

So why does rudeness persist?  Why do we allow people, especially managers, who impact so many, get away with it and set the contagious behavior in the office?  My hypothesis is that when the economy was booming, some arrogant-prone people attributed the success of their office to themselves, rather than the profound amount and frequency of money changing hands.  And, like an abusive spouse, people became so attached to these people that everyone just accepted their behavior.  Some of these people may never revert back to a spirit of humility and kindness to others, while some will hopefully change.

A few years ago, I had the unfortunate experience of witnessing this phenomenon first hand, while I watched the performance of my son's high school varsity basketball team over a period of three years.  No one doubted the coach's knowledge and strategy when it came to basketball, and everyone was aware that he had inherited some excellent players and had the opportunity to do very well.  But, the coach was a bully.  Not to everyone...just to the players who weren't the stars.  He clearly disrespected the players that he didn't see as huge contributors.  The result was a team who consistently underperformed.

This research confirms what all of the parents suspected:  The bullying of some players impacted the performance and creativity of all players.

The implications of these studies are too important to ignore.  It's not just the victims of rudeness who are impacted, rather everyone.  Much as second hand smoking impacts everyone within inhaling range, rudeness impacts everyone within earshot.  In these current times, where we must squeeze out as much performance and creativity as possible, how much rudeness can we afford to ignore?

Source:
Porath, C. and Erez, A. (2009). Overlooked but not untouched: How rudeness reduces onlookers’ performance on routine and creative tasks, Organizational Behavior and Human Decision Processes, 109 (1), 29-44

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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. 

What is the Economy Doing To Your Candidate’s Brain?

Last week, we spent some time with the leadership team of a client who wants to retool their interviewing approach.  They were excited about opening their sourcing aperture to include younger candidates, but worried they may not be able to successfully connect with these candidates during the interview process.

As we worked through these topics and provided some insight, another theme resurfaced—candidates have significant financial obstacles that appear to be keeping them from considering the real estate industry as a career option.

I want to address both of these topics today.  It may surprise you that this is not a problem that is limited to the real estate industry.  In a recent article in Business Insider, journalists Vivian Giang and Aimee Groth, document 13 ways that the recession has changed the way that young people view work.

There are a lot of companies trying to make sense of, what seems to be, odd behavior.  I’ll list seven of the most relevant issues (in my opinion) below, but you may want to take some extra time and see what I’ve left out.

1. They're more risk averse.  In one sense, a job is like a financial investment.  You invest time hoping to get a return.  So, how do young people look at investing right now? “Because they have a limited history, they are much more likely to change their behavior due to a single year’s performance in the markets than an older person, who might have several decades of experience,” says Stefan Nagel, an associate professor of finance at Stanford University's Graduate School of Business.  Because of this, they won't invest as much -- into the stock market, or any one job.
2. They question traditional hierarchies.  When making a business deal with a member from this generation, it's essential that all parties involved act as if they are of similar ranking.  In other words, if you expect to be treated differently because you are of a higher rank, think again.  Younger workers are more willing to challenge managers and traditional hierarchies, so communicating on a more casual tone between equal ranks will make the meeting run smoother.
3. They believe luck plays a big role in success.  People who started working during a recession "tend to believe that success in life depends more on luck than on effort, support more government redistribution, but are less confident in public institutions," according to economists Paola Giuliano of UCLA's School of Management and Antonio Spilimbergo of the International Monetary Fund.
4. They're more willing to settle.  Those who graduate during a recession are more likely to compromise and start at lower-paying, lower-level positions -- sometimes completely unrelated to their original career plans.  But Kahn from the Yale School of Management advises Gen Y not to accept the status quo: "Be mindful that you might not be reaching your full potential right now ... recessions make people fearful, so they tend to settle for jobs that don't stretch them; to overcome that pitfall, you need the right mindset."
5. They want answers immediately.  According to CareerBuilder's Rosemary Haefner, Vice President of Human Resources, the one thing that Gen Y can't tolerate is uncertainty.  The savvy-tech generation expects immediate answers and instant access.  "Ambiguity drives them crazy. They want an answer."
6. Reliance on technology also makes this generation more socially awkward.  According to Mary Crane, a business consultant, Gen Y doesn't know how to dress or act appropriately in professional settings:  "Over 80 percent of them own a cell phone, yet none of them use their cell phones to call people.  They use them to text message.  Employers are finding that when they suddenly put these people in an interview, they're not used to normal discourse.  They're used to seeing questions pop up on their cell phone."
7. And like the generations before them, they still value hard work.  Rachel Olding of the Sydney Morning Herald writes:  "Young people have simply never known what proper job security is.  We are so acutely aware of how difficult it is to find a job that when we eventually get one, we work incredibly hard to protect it and remain wary of how fleeting it may be.  We entered the workforce when a job was a rare privilege.  Some of us work with the fear of being fired and accept that as legitimate because, well, that's just the way things are these days.  If you're not the best at your job then employers are entitled to get someone who is."

There is value in becoming a student of your candidates.  While some of these ideas are a good place to start, do your own research.  Ask questions during interviews that help you understand how a candidate thinks.  Document the responses and look for patterns.  

As you develop your own knowledge base, I think you'll find your interviews improve and you'll do a better job of engaging the most talented individuals.

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Editor's Note:  This article was written by Ben Hess.  Ben is the Founding Partner and Managing Director of 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 Answer The Excuse: "I Don't Have The Money"

This edition is intended for our recruiter clients and those in the real estate industry who actually talk to new agent candidates on a regular basis.

We have heard the common and repeated concern that candidates have now more than ever (even if they have shown initial interest in knowing more about becoming and agent): "I don't have the money."  This statement has begun to take a significant toll on new agent enrollment in licensing school and new agent ventures overall.

I'm unclear how most recruiters choose to answer this objection, but I have a few thoughts that hopefully might stir some creativity and resolve in your ability to challenge this response.

What are their options?  Most smart people know that it takes education and often risk and investment, to succeed at anything in life that is worth doing.  Remember the old saying..."If everyone could do it, it would be too easy, and everyone would."...meaning that the competition would be too great for anyone to really succeed.  But, that's not my point...

My focus here is primarily on the cost and reward of any education.  Education is almost always an integral piece of the solution to being stuck with no options for growth.  Education helps one figure out if something is right for them, and gives them hope and freedom for the future.  These facts are so widely accepted that most households are willing to shell out plenty of money to make sure it happens.

A May 2011 Pew Research white paper called "Is College Worth It?" reports that 5% of all household debt, including mortgage, is dedicated to education.  This, despite the fact that only 40% believe they have gotten their money's worth:

"Amid rising costs and a sluggish economy, many Americans are questioning whether a college education is good value for the money.  A large majority (75%) of the public says college is no longer affordable for most Americans.  And only four-in-ten say the higher education system does an excellent (5%) or good (35%) job providing value to students given the amount of money they and their families are paying for college."

So, from this finding one would expect, given the economy and 60% believing it wasn't worth cost, that enrollment would be down.  But, it's not- It's up!

So, what's happening?  The answer seems clear:  People are using this moment in history to invest in their futures.  They are using this time to bite the bullet and make the necessary sacrifices now, so that they can build a better future later.

Education builds hope.  It opens options.  It gets people out of a sense of learned helplessness and helps them build towards something new.  Everyone needs this hope.  There are reasons that people click on our ads and tell you that they want to be contacted.  They had a moment of hope.  Remember, people will often resist change and throw into your lap their worst fears, often times subconsciously, hoping that someone will help shake them out of their own self-sabotaging defenses.  It's not your job to convince them... However, it is your duty to challenge them.  If you believe that education in real estate is worth it, it seems a bit easier to sell.  How much less does real estate licensing cost than a college education?

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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 Rise of the Free Agent: Good News for Real Estate Recruiting

A couple of weeks ago, I wrote a blog that boldly stated that the publication of some recent articles (one most notably in USA Today) about an increased number of people becoming entrepreneurs, was probably a false trend.

Well, I might have been wrong... As I researched this topic some more, I found some additional data that may be very good news for the real estate industry.  Kelly Services, an internal staffing and Human Resources consulting company, recently published research that documents a significant trend toward employees becoming “free agents” in today’s job market.

This topic was highlighted in a recent ERE article written by John Zappe.  Here’s how John summazied the research:

“The number of 'free agent' workers has nearly exploded in the last three years, and now 44 percent of working Americans describe themselves that way.  A Kelly Services survey says economic necessity, the desire for more freedom and flexibility, and age have driven up the number of workers not tied to a single company for their livelihood.  It’s a dramatic change from 2008, when Kelly’s survey found 26 percent of workers describing themselves as free agents.”

That’s a trend worth noticing.  When an employment statistic goes from 26 percent to 44 percent in just three years, something is changing.  So, what’s changing?  The research addresses some causes:

“A significant driver is the economy.  Respondents to the 2011 survey were twice as likely as their counterparts in 2008 to say they became free agents because they were laid off or couldn’t find another job. …Also fueling the rise is the increasing reliance of American business on contingent and contract labor, say the authors of a whitepaper detailing the results.  Companies, note Jocelyn Lincoln and Megan M. Raftery, 'can scale up and down faster and easier by adopting more flexible workforce strategies.'”

So, lots of workers have been laid off in the last three years, and many companies are hesitant to commit to a typical employee relationship as they rehire to meet their needs.  So, how does that help the real estate industry?

What used to be strange (working as an independent contractor) is now becoming much more normal.

The research goes on to highlight one other issue that I thought was worth noting—the “quality” of the typical independent contractor.  Are these folks all the corporate losers who can’t keep a job?  Not according to the research:

“More than one-third of all free agents have earned a master’s degree or higher, and compared with traditional employees, more free agents (77% compared to 62% for traditional employees) possess technical or professional skill set.  What does this trend mean for American business?  It means there’s a huge pool of available talent in nearly every discipline and industry for employers to tap.”

So how do you go about tapping this great pool of talent?  The Kelly Services researchers found three trends:

1. Money.  You need to offer opportunities that reliably produce cash for the independent contractor.  Remember that you’re competing for the attention of the best candidates with other companies that do compensate for verifiable skills and results.
2. Type of Work/ Quality of the Project.  We talk frequently in WorkPuzzle about the tendency of individuals to languish in their jobs.  Be ready to address this issue.  Will the individual find the work you’re asking them to do interesting and engaging?  This needs to be a major theme of the interview.
3. Reputation of the Company.  This one surprised me.  I suspect that talented people who operate as free agents want to be associated with organizations who (in their own mind) match their level business acumen.  The more prominent and trusted your company’s brand, the higher the level of talent you’ll be able to attract and engage.

The final thing worth noting is that many talented free agents have multiple jobs.  While it is the desire of many real estate companies to hire full-time agents, it may be difficult to get someone to a full-time status without first taking some babysteps.  The facts are that kids have to be fed, mortgages have to be paid, and most talented free agents want a “project” to grow into a fulltime obligation—not be deemed one from the start.  That’s too risky and doesn’t fit the free agent’s mindset.

Your homework…study the free agent trend and be able to speak about it during interviews and other recruiting conversations.  It is one of the few truly positive trends that could directly help the real estate industry.

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Editor's Note:  This article was written by Ben Hess.  Ben is the Founding Partner and Managing Director of 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 Guarantee Improved Negotiations

In Real Estate, perhaps more than most industries, much of the work requires good negotiating skills.  Whether you are helping clients buy or sell as an agent, or recruiting an experienced agent, there are numerous opportunities to practice your skills.  Do you trust your skills?  Or, do you need to brush up on them?

The surprising news, according to researchers Anderson and Ross (Journal of Experimental Social Psychology), is that your techniques may play a considerably lesser role than you would imagine.  So, what does matter?

Before I tell you the answer, allow me to describe how Anderson and Ross set up their research:

Varda Liberman and colleagues had undergraduates negotiate with a postgraduate student (Stooge- who was told nothing of the purpose or design of the study) about the division of university funds between undergrad and post-grad students.  Half of the undergrads were told that previous negotiations had reached agreement (a positive expectation), and half were told just to "try their best" (no expectation).  The result was that all 17 of the "positive expectation" group reached an agreement, while only five out of 17 of the "no expectation" group agreed.  Also, the positive group rated the offers made to them as much more fair and were more satisfied with the outcome.

Another, much tougher experiment required Jewish Israeli Business School students to negotiate with an Arab Israeli woman over the division of funds between Israel and Palestine.  You can imagine all the pre-concieved biases that would potentially have a negative impact on this discussion.  But, again those who had their expectations set toward a positive outcome found far greater agreement (31/38 vs. 13/38), and were also happier with the outcome.

So, clearly, what we anticipate greatly influences outcome.  If you go into a negotiation believing the worst, and expecting to be taken advantage of, you're likely to be too aggressive and competitive.  Your motive is to win "the battle."  Or, on the flip side...if you are overly concerned about offending and are too passive, you might make easy concessions and likewise, not be pleased with the result.

So, why does positive expectation work?  Positive expectations breed trust and acceptance of the other person as a reasonable, rational person.  That in turn creates a baseline of legitimacy of both parties needs, and minimizes the gamesmanship.  The jockeying for the best maneuver to "win" is no longer the central goal.

Now don't get the wrong idea... It's not that it makes you blindly trust the other person.  You still retain the right to assess whether your opinions/beliefs are being considered as well.  Expectations can remain high.

The overall principle is a simple one:  Assume the best in people first, and your success will improve.  The right principles are always the eternal ones.  They aren't just the right things to do...they are what's best for everyone.

In the next edition, I'll share how this principle is vital for those who recruit, train, and mentor new agents.

Reference:  Liberman, V., Anderson, N., and Ross, L. (2010).  Achieving difficult agreements:  Effects of Positive Expectations on negotiation processes and outcomes.  Journal of Experimental Social Psychology, 46 (3), 494-504 

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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.

Are You a River Person or a Rut Person?

By river people, I'm not talking about the guy who lives in a van down by the river (like on Saturday Night Live).  Rather, I'm referring to the type of person who keeps everyone around them hopeful and motivated to press on toward a goal, even when times get tough.  Don't confuse my use of the term with what a few self-help gurus have suggested.  I'm talking about these people in contrast to those (some by no fault of their own) who have become "rut people," or those who have been infected by the dreaded learned helplessness (LH).  (I'll explain more about LH in the next edition.)
 
Over the past 25 years of providing psychotherapy, my chief mission has been to free people from unconscious ruts that control their lives.  This isn't easy.  People rarely see how they have boxed themselves into a view of themselves and a view of the world that limits their perspective, beliefs and actions.

When a person is in a rut through learned helplessness, they limit their own movement, growth, vision and freedom to act.  They see the world in a fixed way, and try to convince everyone around them that their "rut trapped" perspective is indeed reality.  The way they lead their life unveils consistent themes, describing their own personal rut repeatedly acted out.

A person who is not stuck in a rut, flows like a river, emanating wisdom, humor, and humility, even in difficult times.  They may have a long list of things that haven't worked out, but have no regrets for their efforts.

When things are going well, economically and emotionally, it is much more difficult to differentiate the "rut people" from the "river people."  In good times, everyone can fake their way to appearing like positive, hopeful geniuses.  But when the tide goes out, you can sure see who isn't wearing a swimming suit!  In difficult times, ruts are bound to show themselves.  Even the most fluid people can be temporarily thrown into a rut in these extreme circumstances, simply because life isn't familiar or secure.

Losing a job, a home, and plans for the future can certainly appear as an insurmountable rut.  "River people" however, don't allow themselves to get stuck there.  They manage to continually pull themselves up and out of the rut, dust themselves off, and move on with life.  I feel fortunate to know many river people and they are always refreshing and encouraging to be around.  They are the Salt and Light of our world.

As leaders, you owe it to yourself and those you coach to be this Salt and Light for your organization, to give people hope.  Whether you're coaching agents or interviewing new candidates, help people find hope and envision the opportunities that can unfold if they exercise the "formula for confidence."  Help them realize their freedom and potential through new ideas, new innovations, new training, new commitments, new values, and perhaps even an entirely new direction.

You'll find that everyone within an organization benefits once every single individual tributaries finds their "flow," and can contribute their full potential once again.  It's not only practical to encourage this hope, it's the right thing to do.

But, change is difficult - Even the most healthy, rational people tend to avoid change, preferring instead the security and safety of what is known.  Ironically however, change can produce incredible growth, if responded to effectively.  If you're interviewing new candidates without both empathy around change, PLUS the encouragement to change, you're missing an incredibly useful and helpful tool.

Have candidates answer this question:  When have you experienced the most growth in your life?  For most people the answer is when they were undergoing tremendous change, accompanied by uncertainty...perhaps when they were much younger.

It's normal to risk more when we're younger, because we don't have that much to lose. If you analyze that statement, you will begin to see the problem:  Security and hanging onto what we've acquired becomes paramount for most of us when we're older.  We cling to it and cherish it, without ever reflecting on its inherent value to our well-being.

Of course it's irresponsible to take foolish risks.  But, you can also make the argument that it is foolish to follow a course of action simply because it offers the illusion of security.

In the next edition, I'll describe the concept of Learned Helplessness, so that you can better understand how people get stuck in ruts, and how you can help them out...

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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.

Blazing A Trail For New Agents To Follow - Part 2

Last week, I shared a hiking experience I had with two of my teenage sons.  Toward the end of the discussion, I mentioned that I gained some unexpected recruiting insight from the experience.
 
The insight came on the heels of an article I read the week prior in CNBC.  The article discusses the fact that many employees are starting to give up on corporate America, and are making the decision to strike out on their own.  Here is a short excerpt:

“With the U.S. unemployment rate at 9.1 percent as of July 31 and a fragile economic recovery underway, many workers feel they are left with no choice but to take their careers into their own hands.
 
Employees are bidding farewell to corporate America in the hope of finding a more secure, or at least fulfilling, future.  They are reinventing themselves by starting their own companies or by pursuing long-put-off dreams that include creative or charitable endeavors.
 
While it might seem like a bold move, countless workers believe the abundance of uncertainty in today’s job market mitigates the fear factor.”

I’ve read 10 to 15 articles like this in the last couple of years.  Most of them (this one included) contain a few anecdotal stories about frustrated individuals who have a passion to strike out on their own. 
 
Does this mean there is some significant new trend toward corporate employees starting their own businesses?  I don’t think so... This is a frequent topic in business publications, which tells me there is always a group of individuals in our society who feel a strong desire to own a business.  From various sources I’ve read, there are usually about six million people per year who start small businesses.  I would bet that many of the individuals who have this desire would be great candidates for the real estate industry. 

So, back to last week's hike...  As we were hiking the last mile toward the lake that was going to be our final destination, we came across a number of obstacles along the trail.  The previous winter, there was apparently a severe windstorm that blew down a number of trees.  Over this part of the trail, there were about a dozen “blow-downs” that obstructed the path.  Hiking into one of these lakes is hard enough, but climbing over large tree trunks, crawling on your hands and knees through brush, and even holding some of your gear in your teeth so that your hands are free to grab branches (all with a 30 pound pack on your back), makes it all the more difficult.  
 
As we crossed over the fifth or sixth obstruction on the trail, my son Camden said, “I’m sure glad I was not the guy who explored this area for the first time.  Can you imagine how hard it would be if there was no trail to follow?  It would be like constantly going over these blow-downs!”
 
If you think about it, this is exactly how most people feel when they start a business.  It’s like forging a trail though a forest for the first time.  It takes lots of energy, perseverance, and luck to be successful.  This is why more than 50% of new businesses fail in the first year.
 
So, what do you have to offer the six million people who want to venture out each year and start a small business?  
 
Quite simply—a trail.
 
Your company has explored an area of business, found some great destinations, and built a trail for others to follow.  If a person is willing to make a commitment to follow the trail, they have a much higher chance at success than venturing out on their own.
 
Keep in mind, embarking on a 13-mile hike and climbing 2,000 feet in elevation is not for everyone.  In fact, there is a large portion of the population who would fail to accomplish this, whether they follow a  trail or not.  But, there are some individuals who are physically fit, motivated, and willing to make the necessary sacrifices to reach the destination.  For those people, the trail is often what makes the difference between success and failure.
 
Finally, as you’re talking to candidates, let them know there are more obstacles on the trail in recent years than there used to be.  It’s nobody's fault—sometimes trees blow down and make things more difficult.  Eventually, the park rangers will come and clear the trail with chainsaws and the path will once again be clear.  

The real estate industry has faced some difficult circumstances in recent years that have made everyone’s job more difficult.  It won't always be that way, but acknowledging the current realities is important.
 
While my sons and I were on the trail to the lake, we met a group of hikers who were on their way back.  They warned us about the blow-downs and told us it would be slow-going for the last mile.  Then they said something really important…"It is tough to get into the lake, but the fishing is incredible."  At that point, you couldn’t have kept us out.
 
Hope of success, plus a trail, are the best things you can offer to someone facing the prospects of blazing their own trail.... 

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Editor's Note:  This article was written by Ben Hess.  Ben is the Founding Partner and Managing Director of 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.

What Bank of America and Apple Can Teach You About Recruiting

Like many of you, I was intrigued by the all the turmoil in the financial markets last week.  It made me glad that my occupation is not tied directly to the financial industry.  Some of my business associates in those career fields had a very stressful week.  I guess being a stock broker would have been better than being a policeman in London, but not by much!

As I discussed the financial news with one of my business partners (who happens to be our company's CFO), he again suggested that I consider buying some Bank of America stock.  He's mentioned this stock tip a couple of times in the last six months (of course, I didn't listen), but this time it came right after the stock lost 17% of its value on Monday.

I'm normally not one for watching stocks, but with this conversation fresh in my mind, I came across an article in Yahoo Finance that caught my eye.  The article started like this...

"CHAPEL HILL, N.C. (MarketWatch) — How many of you are willing to bet that Bank of America stock will outperform Apple's in coming months?  Hardly any of you, I am sure.

After all, Apple is on an unbelievable tear — close on the heels of Exxon Mobil to become the most valuable company in the world.  Bank of America, in contrast, is off nearly 50% from its 52-week high, which was set in early January — including a stunning 17% drop on Monday of this week.

But your aversion to betting on Bank of America over Apple just goes to show how hard it is to be a genuine contrarian."

As I thought through that last sentence, I couldn't help but ponder how this principle has proven true in so many areas of my life.  It has always been tough for me to go against the flow, let alone convince someone else to be a contrarian (if you're a parent, you know what I'm talking about).

But, that's exactly what you're doing if you've tried to convince an individual to start a real estate career in the last few years.  From the candidate's perspective, it's very counterintuitive.  In fact, for most people, it borders on being perceived by their friends and family as complete craziness!

Is it crazy to become a new real estate agent under today's market conditions?  For many people...yes, it is.  But for some, it is as profound a decision as buying low and selling high. 

The article goes on to explain how the process of connecting a company's market cap to its future potential is notoriously flawed.  A much better indicator of future stock performance is the natural and long-term migration that most stocks have towards a baseline of business fundamentals (sales, earnings, book value, etc.).

So, would it be a smart move to buy Bank of America stock?  Who knows... But what I do know is that if I were responsible for selling financial advice based on the concept of being a contrarian, I'd certainly learn how to articulate this line of reasoning.    

If you're an owner, general manager, or recruiting manager, I would recommend you put some thought into selling a real estate career from this perspective.  

Like some financial advisors, many interviewers try to remain positive and just pretend that nothing is wrong.  Your interviews will be much more authentic if you identify and address the fear and anxiety a person undoubtedly feels from considering entry into an industry that appears to be depressed.  Bring this objection out on the table--believe me, it's there.

It's up to you to bring the benefits of entering a real estate career in today's market to the forefront of your conversation.  If people were comfortable operating with a contrarian mindset, there would be a lot more people buying Bank of America stock right now...  

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Editor's Note:  This article was written by Ben Hess.  Ben is the Founding Partner and Managing Director of 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 Spark of Greatness in Everyone: Part 2

As I mentioned earlier this week, I spend roughly half of my work life practicing as a Clinical Psychologist (my first love, really).  I enjoy that, on occasion, I get a new and inspiring glimpse into the resiliency and brilliance of the human condition...I love seeing undiscovered treasures that are hidden within each of us, begin to surface.
 
I went into some detail about one of my clients who is a very successful businessman, and who was also, unfortunately, exposed to many years of significant and continuous childhood trauma.  I described how his sanity remained intact due to the fact that he had a very special gift...a gift of being able to boil complex business problems down into simple, core solutions.  He took solace in his goal to see this gift used for good in the world.

I had also mentioned that because of his gift, he was drawn to find others who were compelled to exercise their gifts in the world and "find ways to do what others think is impossible."  He was motivated to recognize gifts in others and developed some fundamental beliefs about people.  To recap, here are three of his beliefs that I mentioned last time:

1. There is a Spark of Greatness in everyone...
2. Very few leaders are looking to find or develop that spark...
3. And, if they are, they never know when they'll run into someone with a special gift to match the needs of their organization.

I also asked these questions of managers:

1. Do you look for that Spark of Greatness in others?
2. And, when you find it-- Do you look to develop it?
3. Do you make snap judgements that may lead you to miss potential talent?

I asked my client, "How do you interview to find people who want to develop to their full potential?"

He replied:

"The questions I ask help me figure out whether a person wants to be developed to their fullest.  I ask questions that get at whether they can see the difference between bosses who did this previously (mentored them to be their best), and those who didn't, and what their response was to each of them.  If they can't resonate with the power of tapping their strengths for the good of the organization and for their own satisfaction, I seriously doubt their ability to find their own spark and attempt the impossible."

He goes onto say:

“I have a firm belief that anyone who is willing to ride out market highs and lows, ups and downs...and be satisfied, isn’t the type of individual who will achieve something special.  Instead, I believe it is possible and preferable to be surrounded by people who want to exceed market expectations.”

As I think about his comments, what comes to me is this:  You need to be looking for people who hunger for Autonomy (a healthy need to be self-directed), for Mastery (a desire to tackle new learning and new goals), and for Purpose (a higher principle that will fuel their motivation).

Conversely, I asked him what he would recommend to those savvy candidates looking for jobs...What should they ask their prospective managers in order to successfully detect those who want to develop people well?  He offered this:

"Candidates should ask a hiring manager, 'What in your career are you most proud of?'  The next questions would be, 'Is there an employee (agent) you've worked with that you are most proud of?  Why?  Tell me about the situation?  How is your relationship now?  Could I talk with that person?'"

Another line of questioning would seek to uncover how many and what types of people have followed the leader.  Good leaders bring their teams with them as they move from company to company.  My client explains:

"Ask the hiring manager, 'How many people work for you now, who worked for you in the past?  Why did they follow you?  Who, if you had a spot, would you recruit right now?  Why?'  People who naturally think this way will have a bunch of stories off the top of their heads."

How would you, as a manager, answer these questions?  Would the most savvy candidates be attracted to you?  Would you have powerful and numerous examples of bringing out the best in people?  As an owner of a company, how many of your managers would fare well with the most skilled, less desperate candidates?

My guess is that many of you continue to interview as if you only expect the most desperate and time-wasting candidates to request an interview.  If that is your default recruiting mindset, then your system of recruiting agents is terribly broken, and you will miss out on the best and the brightest....because the best and the brightest are watching you.  You will, by the very nature of recruiting well, have to go through many duds to get to the stars -- And the stars don't respond well to arrogance.  Let me be clear:  The very best candidates will detect disrespect a mile away...and possibly, before the interview ever begins.

Sure, it takes enormous amounts of your effort and energy to make these discoveries, but so does mining for gold or sifting for diamonds...

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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 Spark of Greatness in Everyone

As many of you know, I spend about half of my work life practicing as a Clinical Psychologist.  This is not only my first love, professionally, but it occasionally gives me new and inspiring glimpses into the resiliency and brilliance of the human condition, and allows me to uncover some of the undiscovered treasures that are hidden within each of us. 

One of my clients is a very successful businessman, who was also, unfortunately, exposed to many years of significant and continuous childhood trauma.  No one under those circumstances escapes unscathed, and many get stuck in a world full of hopelessness.  What kept him going?

It turns out that he was one of the few people who, on his own and by the grace of God, became aware that he possessed a very special gift.  The gift first began to reveal itself when he was just eight years old -- At this young age, he was compelled to read almost anything he could get his hands on, if it had to do with great wars and leaders of the past.  He was especially enamored by leaders who could see things (solutions) that no one else could see, and through that "seeing" could convince others to attempt "the impossible."

This special interest, he would learn, didn't exist in a vacuum or appear out of the blue.  To the contrary, he began to see that the very existence of the interest in reading (what most of us would ignore) was because it was an extension and sign of his gift.  It was later, in his work life as an adolescent, that he began to see clearly that he had a knack for finding efficiencies that no one else could see, and implementing the changes necessary, much to the amazement of his employers.  And even later in college, graduate school, and beyond...he clearly grasped that he had a knack for boiling complicated political, financial, or business ideas and images down to single page descriptions that would get to the heart of the business solution that seemed to elude everyone else.

Because of this gift and his history, both at home and in business, he has developed many foundational ideas that have successfully guided his hiring and his expectations of others.  Here are just three of his beliefs:

1. There is a Spark of Greatness in everyone...
2. Very few leaders are looking to find or develop that spark...
3. And, if they are, they never know when they'll run into someone with that special gift to match the needs of their organization.

If you are a manager of people, ask yourself these questions:

1. Do you look for that Spark of Greatness in others?
2. And when you find it-- Do you look to develop it?
3. Do you make snap judgements that may lead you to miss potential talent?

In the next issue, I'll further this discussion with comments (as described by this client) regarding how to interview in a way that uncovers people who want to develop their talents, and how to elicit those cross interview questions that I'm hoping agents will be asking you.

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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.