Thanks to Ben for some exceptionally written material over the past two weeks around the topic of drive. I hope you have all digested the information and found ways to apply it. I can tell you that on this end of the relationship, we have. We spend a great amount of time discussing and implementing many of the ideas we present to you in WorkPuzzle.
Sometimes we forget to write about what you probably need most... reminders of the fundamentals of managing a real estate office! Yesterday, I spent a great deal of time on the phone with an executive of one of our biggest clients, and pondered once again the nuts and bolts of great interviewing.
So here are some thoughts (some repeat from earlier blogs) and insight from yours truly:
As you know, it's almost impossible to find any relevant or useful information specifically about interviewing for the recruitment of experienced real estate agents. And when you do find something, there might be some fairly good information about building a solid pipeline and following up regularly....the usual stuff.
But I have noticed that two vital components are typically lacking. These vital components are what separates the great from the mediocre recruiting managers.
The best recruiting managers are those who exercise these two essential components so naturally, they probably don't even know that they do it. On the other side of the fence...a manager who doesn't put into practice the two things I'm about to tell you, can have 100 agents in their pipeline and follow up regularly, but their recruiting efforts will always fall short.
Before I tell you what the mystery components are, ask yourself what you do personally. My guess is that you try to sell. No matter how many times you have heard that this doesn't work, it's hard to break the habit. If you're accustomed to closing, that's what you'll do.
We've written about it before, but here's the key: Ask and Listen! These two factors are more important than anything else. It might be easy to sign lower caliber agents to the sell method, but anyone of any substance wants to know that you understand their story and their needs. They want to know that you are deeply interested in them as people first, and agents second. They need to feel that you sincerely want the best for them, and if the best is working for your company, then you'll only be able to articulate that once you've exhausted all relevant questions pertaining to them.
As most of you know, I am a clinical psychologist and still operate a private practice, seeing clients two days weekly. I am trained to listen to the stories people tell me. I can't begin to help anyone until I understand their story and their greatest challenges. It's only in the context of understanding the entire picture that anything I say about their course of therapy will have any relevance to them.
Recruiting is no different. Do a lot of asking and listening, and I guarantee that you will be doing more for your candidates than the majority of managers and recruiters out there. That is the central competitive advantage.
As I said, the best managers among you are already doing this...because they do it naturally. The rest of us have to be trained to do it... and that's OK too.
Editor's Note: This article was written by Dr. David Mashburn. Dave is a Clinical and Consulting Psychologist, 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.
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