Posted by Michelle Smith/Director of Knowledge Services
Mon, 16 Apr 2007 17:25:00 GMT
A tougher marketplace dictates direction from the top
By Desiree French
RISMEDIA, April 16, 2007-Following a very long and fruitful period of booming home sales, many brokers have reassessed the type of leadership skills that will help them successfully manage and motivate agents in today’s more "normal" marketplace. On their minds the utmost have been ways to maintain-even maximize-profitability and productivity. In light of a market now riddled with fickle buyers, excess inventory, and inexperienced agents, more brokers are implementing a mix of leadership strategies to keep business intact.
Prior to last year, most agents really didn’t have to work very hard to be successful. Business landed in their laps. But the investor frenzy that helped to galvanize the market has all but dissipated. Many new agents are clueless about how to solicit business alone.
It will take leadership to get everyone, newcomers and veterans alike, on the right track. According to J’aime Sans Souci, a certified leadership instructor with San Diego-based Buffini & Company, "it’s more important than ever for brokers to build systems and become good at using them." The right systems and platforms can help agents become as successful as possible. If agents, particularly new ones, have not yet learned how to use direct mail and Internet marketing and client management programs, they should. In fact, more savvy recruits with technical, business, and management backgrounds may expect it.
Communicate Reality
Honing people skills is always at the top of any leadership to-do list because companies cannot realistically survive without people. However, this skill alone will not suffice. Communicating a vision to agents, getting their buy-in, and challenging them to work more creatively and efficiently is crucial.
"You have to have a vision of what the company should look like and what its position in the marketplace will look like, and then communicate that to agents," says Mike Schlott, general manager of Randall GMAC Realtors. "The skill set really is the same regardless of the time frame or the market conditions. While brokers in the past faced a different landscape, they still needed a vision and the tools to deliver to agents."
Mark Stark, CEO of Prudential Americana Group in Las Vegas, agrees. Brokers, he believes, need to have the foresight to anticipate change. It’s what Stark calls "being ahead of the curve." It involves asking yourself the tough but pertinent questions. For example, if you’re in a market where you know investors are a dominant force, what will you do once they depart? What’s happening with interest rates? Where will future sales associates and executives hail from? What strategies should you implement, and which ones should you drop?
In his book Leadership is an Art, Max DePree, chairman emeritus of Herman Miller, Inc., the furniture maker consistently ranked in Fortune magazine as one of America’s best managed and most admired companies, claims "the first responsibility of a leader is to define reality."
This is Stark’s point exactly. "Be honest with yourself," he advises. "Look at where you are in the marketplace and how it affects your business. Make sure you’re dealing with correct information and know what’s truly going on. Don’t be sold on your own press. If you’re honest, you can enact change."
The Effects on Profitability
In fact, failure to act or effectively use good leadership strategies will eventually interfere with a broker’s ability to be profitable.
"There are going to be times when you’re going to have to say no," concedes Schlott. "In a challenging market, the leadership of the company must find ways to make each individual productive and the company productive. But you have to say no to things that might drain the resources the company needs to make profits and to exist in the first place."
While this may seem like an understatement, Sans Souci contends about 70% of real estate brokers are not consistently profitable. The main reason is that their systems fall by the wayside. To be consistently profitable they must find systems that work specifically for their business models. "The bottom line is that the numbers don’t lie," San Souci explains. "If you have a system that works, it will show in the numbers."
Hoddy Hanna, chairman of Howard Hanna Real Estate, goes a step further. He says the purpose of leadership, from a purely business perspective, is to create a steady flow of business, whether one is in real estate or another line of work.
"In good times and bad times," he says, "it’s about creating a flow of business and a flow of customers to support profitability."
It is paramount, then, to become more brand conscious and to promote both a brand and services that are unique.
"The problem with real estate is that almost all brokerages offer the same services and products. In good times, everyone sort of gets their share of business, but in difficult times the companies whose leaders know how to differentiate their products and services will draw the consumer," says Hanna. "So leadership has to come up with creative ways to ride the market. At Hoddy Hanna Real Estate, we have done that by offering buyers a 100 percent money back guarantee program if they are dissatisfied with our homes."
By definition, most brokers are trained leaders. But his doesn’t necessarily make them good leaders. Brokers can enhance their leadership skills and that of their managers several ways. Observing other brokers by carefully listening and learning from them is a very powerful strategy. CEO groups such as Vistage International, the world’s largest CEO membership organization, can be very invaluable. So can industry and business-related seminars, conferences, and classes on systems and leadership strategies. Leadership books and tapes are also helpful. There’s literally something for everyone.
Leadership Tips: Enhancing Communication Skills
• Empower managers. Step back and resist the urge to always exert control. Give them the freedom to make decisions and lead in a fashion that may differ from your own.
• Communicate often. Constantly relay your message to the troops, and don’t waver; otherwise, no one will buy into your vision.
• Value face time. The visibility of brokers and managers is critical. Company newsletters and Intranet are helpful, but ultimately it’s your responsibility to gather agents for motivational and informational meetings.
• Be available. Avoid communicating only to a select few in the company; be open to conversing with everyone in the company.
• Accept criticism. If you cannot take constructive criticism easily without being offended, that’s a problem; it can be detrimental to your company’s growth and your own.
• Ask questions. To often brokers try to recreate the wheel or take on too many additional responsibilities. Ask agents what they need and expect in the way of systems and training. It could save you both time and money.
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Posted by Michelle Smith/Director of Knowledge Services
Tue, 03 Apr 2007 14:09:00 GMT
By Dr. Martin W. Oliver
RISMEDIA, April 3, 2007-Brokers, what do you look for when hiring a new agent? If you want a superstar, you must be able to translate their personality, background experience, job skills and IQ over into the real estate matrix.
You must be able to see a diamond in the rough. If you hire a person who looks good on paper but drains the company’s resources, you will have made a costly mistake. Therefore, it is critical to make the right decision the first time and this requires insight, understanding, wisdom, long-term thinking, unselfishness, patience and a dash of good fortune.
The hiring profile will also change as the real estate market, local and national economies, industry technology tools and consumer choices also change. Identifying the right mix of quality is not easy, so the Real Estate Apprentice Grant Program-with its stethoscope on the pulse of new agents-offers the following analysis of the current typical rookie, who after close examination appears to be not so typical after all.
As a starting point, every year approximately 5,000 new licensees apply for a grant at the Real Estate Apprentice Foundation. Every applicant who applies is eligible for a grant consisting of $250 worth of real estate fast-track products and services, regardless of their final score. After completing the application form and a selection of career-related questions and essays, about 8% will score a grade of 80% or better moving them on to round two.
In evaluating round three, it is found that 70% held college degrees with levels of academic recognition ranging from no recognition in junior colleges, to summa cum laude in notable universities with majors as can be seen in Table 1. For those with prior employment, a very diverse range of careers show that real estate agents still span the broadest array of people as reflected in Table 2.
Table 1:
Areas of Study before Becoming an Agent
Technology
Computer Science
International Relations
International Studies
Chemistry
Business Management
Cosmetology
Finance
Human Services
Business
Psychology
Civil Engineering
Management
Recreation
Math
Human Biology
Marketing
Counseling
Table 2:
Prior Occupations Before Becoming an Agent
Medical Food Service
Banking
Education
Interior Design
Communications
Construction
General
Management
Finance
Transportation
Graphic Design
Counseling
Public Relations
Catering
Hospitality
Mortgage
Lending
Physical Fitness
Data Entry
Art
Technician
Office Management
Energy
Engineering
Sales and Marketing
Law Enforcement
Publishing
Computers
Multimedia
Photography
After monitoring the progress of applicants from licensing, to selecting agencies, to beginning a real estate career, to working a career for two years, it has been determined that the following list of success ingredients are the mark of winners:
Desire to learn
Use of tools that simplify work
Fortitude/motivation
Spiritual strength
Start-up funds
Willingness to be mentored
A willingness to prospect
A growing network of contacts
Excellence in salesmanship
Mental strength and concentration powers
Organizational skills
Team orientation
Those interested in finding out more and assisting the Foundation in its huge task to help build a stronger future for our industry should visit the Foundation’s Web site at: www.RealEstateApprentice.com.
Dr. Martin Oliver is the deputy executive director for the Real Estate Apprentice Foundation, a national non-profit foundation created to assist newly licensed agents entering the real estate industry to succeed.
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Posted by Michelle Smith/Director of Knowledge Services
Wed, 28 Mar 2007 12:37:00 GMT
Three brokers reveal methods for motivating agents, negotiating to win and marketing for lead capture
RISMEDIA, March 28, 2007-"I try to make it fun. I try to minimize the administrative headaches that they have to deal with, and maintain a collegial atmosphere in the office with agents supporting each other, all enjoying each other’s success through the ups and downs of putting deals together." That’s how William Wilson, broker/owner of Kent Associate’s Sotheby’s International Realty in Marin County, California keeps his agent motivated. In this exclusive interview with RISMedia, Wilson and two of his colleagues from other leading brokerages offer their insights into how they motivate agents as well as teach them how to build trust, differentiate themselves in the market and much more.
Fostering Leadership
Martha Hayhurst
Senior Vice President, General Manager
Harry Norman Realtors
Atlanta, Georgia
What’s the biggest challenge you face? Like most companies, our external challenges are competitive business models and adjusting markets. The internal challenge is ensuring that we provide our agents with the right tools, products and services so they can successfully face the external challenges. We believe in being a proactive company, not one that reacts.
What will you be doing differently this year? In 2007, we will have a stronger focus on agent professional development. We will accomplish this through coaching, training and accountability. We are focusing on being results-based.
How do you keep agents motivated? Hold agent strategic meetings. I stood before them, as an open forum, asking what’s working, what they like, what they needed-to share ideas and concerns. I worked with our brokers and immediately began implementing new ideas. With brokers, we cover how to execute and how to come together in round tables, broker development (which leads to agent development), combining coaching and a growth strategy. We invest time, energy and effort.
My commitment is to spend 60% of my time with brokers and agents. I am always very present, but never center stage; I want them to know how valued each of them is by me and our company.
What is one of your most effective accomplishments thus far at Harry Norman? I started our Leadership Institute because we had concerns about growing a strong leadership base. Participants can grow and learn leadership principles based on ethics and honor, always making decisions based on that.
I also started our Young Realtor Council, for agents 35 years old and under. Anyone can participate; it’s specifically a program geared toward that particular generation. In 18 months, the outcome has been phenomenal, creating a greater connection to that generation. The program includes a retreat where they share best practices and ideas, creating a strong connection between the entire company; seasoned agents connecting with younger ones, bringing all cultures to work together. It’s leaders leading leaders.
The Leadership Institute is a power force moving through the company and we want to always keep that energy.
Blending a Brand and Local Reputation
William Wilson
Broker/Owner
Kent Associate’s Sotheby’s International Realty
Marin County, California
What’s your most successful recruiting method? It’s a combination of Kent’s local reputation blended with the power and recognition of the Sotheby’s International Realty brand, bringing both together to provide excellent service to our clients.
Why did you decide to become an affiliate of Sotheby’s International Realty? It was a combination of my desire to grow the business with all of the substance that the Sotheby’s brand brings to accomplish that goal. They provide all of the support and tools and the marketing and the recognition and value of the brand.
How do you keep your agents motivated? I try to make it fun. I try to minimize the administrative headaches that they have to deal with, and maintain a collegial atmosphere in the office with agents supporting each other, all enjoying each other’s success through the ups and downs of putting deals together.
What’s on the minds of home buyers and sellers in your region? Trying to achieve a balance between sellers’ expectations in a marketplace based on 10 years of very strong seller markets, and buyers’ realizations that it isn’t really a seller’s market. It’s more balanced, with the sharing of power across the table.
What’s your best technique for handling objections and negotiating for today’s marketplace? You need to turn objections into a positive, making it a value proposition. You need to point out the real positives of moving forward.
How do you build trust and loyal relationships? Since joining the Sotheby’s International Realty network, we’re going to work with the opportunities they present to me. I am planning on having a physical presence in the southern Marin markets, with the opportunity to present to agents in the county a chance to affiliate with a company and a brand that resonates so soundly with the clients in this
marketplace.
What’s the most effective marketing technique you’re using at this time? It’s the work of the individual agent involved. It’s their level of effort, their commitment to the appropriate advertising to communication with their peers to buyers and sellers interested. It boils down to the commitment and tenacity of the individual agent.
Perfectly Poised
Scott Darling
President
Darling Real Estate, Inc.
Royal LePage Atlantic
St. John, New Brunswick, Canada
Describe your current market conditions: In St. John, we believe the next five years will be very strong. Sellers are getting into multi-offer situations. The hardest part will be getting people. I have had an increase of business every year for the last 15 years. And since 2003 our market has really started to pick up.
In your opinion, what differentiates your brokerage from the others in the marketplace? We have one-stop-shopping. We have taken a look at agency and see how people want to be represented. Our listing agent only does listings and buyers only use our buyer’s agent. Then when we have people who want to sell their home and want to build we have our construction company so it is seamless. We are perfectly poised to help people so we have been proactive figuring out how to have people represented on both ends separately yet still keep the business.
What are you doing differently in terms of marketing? Last year The Real Estate Book came to St. John and we have been taking three and as many as four pages per issue. The response has been very good increasing our leads. What’s more, The Real Estate Book also expands our reach as some of the questions seem to come from outside the area we serve.
How would you describe the demographics of your clientele? We used to have a lot of first-time home buyers but now we have a good mix of everything. Baby Boomers and young professionals are now dominating the market.
What do you see as the trends and the biggest changes going into 2007? St. John has been very different with 98% single-family homes and 2% condos. We are laid back here. Atlantic Canadians are making a lot of money here and have a really good quality of life-I do not think that is going to change. It is so livable and inexpensive.
What’s one of the most creative things you’ve ever done to sell a home? I have come up with innovative ways to get downpayments for people to be able to buy homes. Many grateful buyers were able to buy houses and did not have to spend their lives as renters in apartments.
Real estate philosophy: It’s got to be fun but real estate is also a job. We take it very seriously.
- Kayla O’Brien and Lesley Geary
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Posted by Michelle Smith/Director of Knowledge Services
Wed, 28 Mar 2007 12:37:00 GMT
Three brokers reveal methods for motivating agents, negotiating to win and marketing for lead capture
RISMEDIA, March 28, 2007-"I try to make it fun. I try to minimize the administrative headaches that they have to deal with, and maintain a collegial atmosphere in the office with agents supporting each other, all enjoying each other’s success through the ups and downs of putting deals together." That’s how William Wilson, broker/owner of Kent Associate’s Sotheby’s International Realty in Marin County, California keeps his agent motivated. In this exclusive interview with RISMedia, Wilson and two of his colleagues from other leading brokerages offer their insights into how they motivate agents as well as teach them how to build trust, differentiate themselves in the market and much more.
Fostering Leadership
Martha Hayhurst
Senior Vice President, General Manager
Harry Norman Realtors
Atlanta, Georgia
What’s the biggest challenge you face? Like most companies, our external challenges are competitive business models and adjusting markets. The internal challenge is ensuring that we provide our agents with the right tools, products and services so they can successfully face the external challenges. We believe in being a proactive company, not one that reacts.
What will you be doing differently this year? In 2007, we will have a stronger focus on agent professional development. We will accomplish this through coaching, training and accountability. We are focusing on being results-based.
How do you keep agents motivated? Hold agent strategic meetings. I stood before them, as an open forum, asking what’s working, what they like, what they needed-to share ideas and concerns. I worked with our brokers and immediately began implementing new ideas. With brokers, we cover how to execute and how to come together in round tables, broker development (which leads to agent development), combining coaching and a growth strategy. We invest time, energy and effort.
My commitment is to spend 60% of my time with brokers and agents. I am always very present, but never center stage; I want them to know how valued each of them is by me and our company.
What is one of your most effective accomplishments thus far at Harry Norman? I started our Leadership Institute because we had concerns about growing a strong leadership base. Participants can grow and learn leadership principles based on ethics and honor, always making decisions based on that.
I also started our Young Realtor Council, for agents 35 years old and under. Anyone can participate; it’s specifically a program geared toward that particular generation. In 18 months, the outcome has been phenomenal, creating a greater connection to that generation. The program includes a retreat where they share best practices and ideas, creating a strong connection between the entire company; seasoned agents connecting with younger ones, bringing all cultures to work together. It’s leaders leading leaders.
The Leadership Institute is a power force moving through the company and we want to always keep that energy.
Blending a Brand and Local Reputation
William Wilson
Broker/Owner
Kent Associate’s Sotheby’s International Realty
Marin County, California
What’s your most successful recruiting method? It’s a combination of Kent’s local reputation blended with the power and recognition of the Sotheby’s International Realty brand, bringing both together to provide excellent service to our clients.
Why did you decide to become an affiliate of Sotheby’s International Realty? It was a combination of my desire to grow the business with all of the substance that the Sotheby’s brand brings to accomplish that goal. They provide all of the support and tools and the marketing and the recognition and value of the brand.
How do you keep your agents motivated? I try to make it fun. I try to minimize the administrative headaches that they have to deal with, and maintain a collegial atmosphere in the office with agents supporting each other, all enjoying each other’s success through the ups and downs of putting deals together.
What’s on the minds of home buyers and sellers in your region? Trying to achieve a balance between sellers’ expectations in a marketplace based on 10 years of very strong seller markets, and buyers’ realizations that it isn’t really a seller’s market. It’s more balanced, with the sharing of power across the table.
What’s your best technique for handling objections and negotiating for today’s marketplace? You need to turn objections into a positive, making it a value proposition. You need to point out the real positives of moving forward.
How do you build trust and loyal relationships? Since joining the Sotheby’s International Realty network, we’re going to work with the opportunities they present to me. I am planning on having a physical presence in the southern Marin markets, with the opportunity to present to agents in the county a chance to affiliate with a company and a brand that resonates so soundly with the clients in this
marketplace.
What’s the most effective marketing technique you’re using at this time? It’s the work of the individual agent involved. It’s their level of effort, their commitment to the appropriate advertising to communication with their peers to buyers and sellers interested. It boils down to the commitment and tenacity of the individual agent.
Perfectly Poised
Scott Darling
President
Darling Real Estate, Inc.
Royal LePage Atlantic
St. John, New Brunswick, Canada
Describe your current market conditions: In St. John, we believe the next five years will be very strong. Sellers are getting into multi-offer situations. The hardest part will be getting people. I have had an increase of business every year for the last 15 years. And since 2003 our market has really started to pick up.
In your opinion, what differentiates your brokerage from the others in the marketplace? We have one-stop-shopping. We have taken a look at agency and see how people want to be represented. Our listing agent only does listings and buyers only use our buyer’s agent. Then when we have people who want to sell their home and want to build we have our construction company so it is seamless. We are perfectly poised to help people so we have been proactive figuring out how to have people represented on both ends separately yet still keep the business.
What are you doing differently in terms of marketing? Last year The Real Estate Book came to St. John and we have been taking three and as many as four pages per issue. The response has been very good increasing our leads. What’s more, The Real Estate Book also expands our reach as some of the questions seem to come from outside the area we serve.
How would you describe the demographics of your clientele? We used to have a lot of first-time home buyers but now we have a good mix of everything. Baby Boomers and young professionals are now dominating the market.
What do you see as the trends and the biggest changes going into 2007? St. John has been very different with 98% single-family homes and 2% condos. We are laid back here. Atlantic Canadians are making a lot of money here and have a really good quality of life-I do not think that is going to change. It is so livable and inexpensive.
What’s one of the most creative things you’ve ever done to sell a home? I have come up with innovative ways to get downpayments for people to be able to buy homes. Many grateful buyers were able to buy houses and did not have to spend their lives as renters in apartments.
Real estate philosophy: It’s got to be fun but real estate is also a job. We take it very seriously.
- Kayla O’Brien and Lesley Geary
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Posted by Michelle Smith/Director of Knowledge Services
Tue, 27 Mar 2007 14:12:00 GMT
How one top agent thrives managing a team of 23
RISMEDIA, March 27, 2007-"On average, our listing agent will spend less than 20 hours per client which makes our listing agents’ incomes a high dollar per hour activity," says Ashley Leigh, head of the 23-member Ashley Leigh Team of Linton Hall, Realtors in Northern Virginia. "This system prevents our listing specialists from burning out on the other details of the transaction and, as a result, they can concentrate on what they do best."
Burnout was what nearly caused Leigh to quit real estate six years ago at just 30 years old. Deals were coming in non-stop; she was a new mom and something had to give. It was either get out or get help. Leigh chose to dig in and form a team to help her balance her book of business, and today she reports team volume on the order of 320 units and $152 million sales volume for 2006. Here, Leigh candidly talks about how forming a team has helped her reach a level of success she never imagined.
Why did you decide to form an agent team? In 2001, at the age of 30, I had just gotten into the business, doing nearly 90 deals in 12 months. Things were getting out of hand; I was working six full days a week and half-days on Sundays. After just getting married and having my first child, I was at the "burn out" point. So at the crossroads I asked, do I quit and go to another industry or do I dig in for 12 more months to create a team? A team would allow me to leverage through systems and technology to create a lifestyle for myself and capitalize on my quick success in the industry.
What do you tell people about the value of hiring a team?
I have a core listing team that consists of four individuals. They educate the seller on our market share, average days on the market versus competition and negotiation factors. Our listing team also demonstrates how our systems work and the benefits, ultimately resulting in more money for their property, a quicker sale, and fewer problems. Furthermore, we dispel any myths or fears that the sellers might have regarding getting lost in the shuffle of a high volume team compared to the average agent. By the end of the presentation, there are so many benefits supporting the team concept that the seller logically has a no-brainer decision and they hire our team.
How do you maintain profitability while compensating the team?
Compensation is divided into two general categories and then further subdivided. The first is listings and the second buyers. The sub categories consist of team-generated leads and agent-generated leads.
Team-generated leads provide listing agents with a 22.5% split. The listing agent shows up to appointments that have already been sorted, filtered, pre-qualified, and scheduled by another team member. These appointments are ready to sell, now. The agent presents the team listing presentation and formalizes paperwork. That agent becomes the liaison throughout the transaction which includes weekly feedback reports, contract negotiation, home inspection negotiations, walk-thru negotiations, and personally sitting through closing / settlement with the client. The listing agent is allowed to "adopt" the client and solicit referrals after the transaction for extra "bonuses".
On average, our listing agent will spend less than 20 hours per client which makes our listing agents’ incomes a high dollar per hour activity. This system prevents our listing specialists from burning out on the other details of the transaction and, as a result, they can concentrate on what they do best. The supporting cast members fill in the details of the transaction by concentrating on what they do best.
If a lead is generated by the agent, he or she gets a 50% split. The system works the same way, but the listing agent benefits from self-generating his or her own business. As for team-generated buyer leads, the buyers agent gets a 35% split. Our average sales price is $475,000 and we generally receive a co-op of 3%. When an agent generates his or her own buyer they get a minimum of a 50% split and maximum of 90% split depending on their current pay scale.
We encourage our agents to develop their own database of clients and seek repeat, referral business constantly. One of my tasks is to track revenue, expenses, and forecast market conditions for the next six months. So far in my career, I have been straight on.
We were able to make corrections for the recent down turn that took place in the summer of 2005 before many others in our market place. These actions turned out to be the key ingredients for making a profit in 2006. Clients are blown away by the service we provide.
Success Strategies
What’s your best tip for getting a listing at the right price?
Salesmanship. You have to lead the seller to price right, rather than telling them where to price because sellers like to be in control. You have to have the right scripts and dialogues supported by the proper pricing presentation to get the right place. It is a mistake to simply dump a few listings in front of a seller and tell them to price here. Over-pricing is one the biggest mistakes. These agents simply don’t have the guidance and support systems to gain the confidence to lead the seller in pricing at a fair market price. In my opinion the actual experience of the listing agent is overrated when it comes to pricing right.
What advertising idea created the greatest return on investment?
In 2001, I started a direct response marketing Web site. I had friends who laughed at my Web site, felt sorry for me and then cleaned it up, creating a real site. Several of these folks joined my team in the years to come.
What do you get out of your investment in coaching and training?
You get what you put into it. I have enjoyed being coached by people who know more than I do. I believe finding someone who fits your style and is actively selling properties is the best type of coach. My advice to those agents that are struggling to take their production to the next level is to seek out one or two of the top teams in your area and interview the team leader. Many agents have a negative opinion of teams, usually based on closed mindedness. So whether an agent chooses to utilize a national coaching organization or local team, if they keep their minds open and are willing to learn, they will invariably get to the next production level. I am personally involved in a mastermind group that consists of 20 "mega-producers" across the country. We all feed off of each other, creating a positive synergy of blending of new marketing ideas and systems. We all benefit from working together rather than reinventing the wheel by ourselves.
What’s your best idea for holding effective team meetings?
We have periodic team training sessions. Our members are selling an average of 40 homes a year so they don’t see much benefit in a team meeting. It is my fault that this culture has been created; I don’t like taking time out of the day for meetings. The seasoned team members meet for trainings with me on an as-needed basis, while the new members have a mandatory training schedule.
What’s the most creative thing you’ve ever done to sell a home?
Our marketing system encompasses a plethora of marketing mediums to assist our sellers. We go the extra mile on all our listings.
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