Category: Training

michael-sheargold-real estate-coaching-training
Oct
08

Stellar Seller Frames

So you’ve listed the property and you’re on the same team as your client, nothing more to do now but sell and get a result, right?

I’m glad you’re thinking no, well at least I hope you’re thinking no! Sure, a considerable amount of pressure has been lifted however you have opened up a whole new task in the form of campaign management.

Remember it’s not only the result that matters here, it’s the journey.

Get it right, and all of a sudden you create a raving fan for life. Get the journey wrong and (even if you get the pricing result) you will fall short of meeting expectations of providing an unforgettable client experience.

Below are 10 points which I believe will enhance your continued conversation with your clients and help build the momentum you need throughout your campaigns. The 10 Steller Seller Frames will do much more than create a tongue twister, they’ll help you provide your clients with a selling experience to talk about.  

10 Stellar Seller Frames

  1. Setting the scene

Prior to listing the property you were meeting your client on a very different level so now it’s time to re-set the scene. It is likely your client will not remember everything from your listing appointment so take the time to clarify their expectations. In this meeting you will need to come up with a plan for the best way you can work together to achieve your goal of getting the maximum price. Things you may cover this this meeting include:

  •        Communication – how they would like to be communicated with
  •        Offer/auction process
  •        Buyer questions – typical things that will be asked
  •        Open home schedule
  •        Feedback – how they would like to receive feedback.
  1. Consistent feedback

The key to any successful relationship is communication – clear and frequent! Potential ways to communicate with your clients include:

  •       Weekly reports
  •       SMS
  •       Daily calls
  •       Video updates between open homes
  •       Face to face meetings

It’s important to get the mix right here and it will change with every client so be adaptable! 

  1.  Activity review

As part of your communication with your client, ensure you provide regular market updates. This is particularly important during a slowdown in the market. By providing a simple marketplace review you can alleviate any client concerns and provide them with a greater understanding of the market their home is competing in.  

  1. Time blow out

Air any time-blow out concerns with your client in terms of negotiation power shifts.

  1. Evidence

The more evidence you provide will boost your clients’ confidence in your capabilities.

  •       Case studies
  •       Sales results
  •       Media articles – have it in your mix what the media is saying about the market.
  1. Price feedback

This is a moving part and the conversation you need to have will be dependent on how the campaign is tracking.

  1. Buyer feedback

Have a clear buyer feedback mechanism.

  1. I’m on your team

Reiterate to your client that you are on their team and you want to sell their property from the highest point the market will pay.

  1. Offer process

Discuss the keep price – i.e. the price when it is more value for your client to keep property then sell it to achieve their goals.

  1. Goals review

Here we need to look at the goal of the goal. For example if your client is moving they are going to be more focussed on that than anything else. Step in to their shoes and help them in any way you can.

The Stellar Seller Frames are an important framework underlying your sales campaign. The list provide you will a lot of opportunity to capitalise on the sales process and create a sales experience like no other. For further information please call  the team on 1300 273 785. 


michael-sheargold-real estate-coaching-training
Oct
08

Standing out Online: Social Media 101

Social media has fast become a powerful tool for businesses operating in a society that largely handles business online. According to a 2018 Sensis social media report almost eight in 10 people (79%) now use social media. Key factors driving this trend are increasing mobile access and older use adoption, so rest assured this is a figure that will continue to grow.  

The Real Estate industry as a whole, I believe, have a long way to go to capitalise on the role social media plays in consumer communication. Many business owners I talk to say they simply don’t “get” social media. My response is: you don’t need to know how it works, just utilise it in a way to build momentum and effectiveness. It is easier than you think.

Visibility creates credibility

What are you currently doing from a social media point of view? Don’t be embarrassed to say nothing – you’re certainly not alone! But by the end of this article I want you to be open to creating a social media plan – something you can implement this month. It’s no longer an option not having visibility in this space because it is likely that some of your customers will want to get information from you and about you via a social network.

So buckle up and enjoy the social media ride that is taking the world by storm.

Understanding social media

At a basic level, social media can be understood by knowing the channels, dos and don’ts and learning the language of the platform. Here’s a snapshot of each:

  1. Top channels of social media
  •        Facebook remains the largest social media channel with 94% of social media users on the platform.*
  •        Visual Platforms continue to grow in popularity, with Instagram seeing a 15 point jump in users from 31% t0 46%*
  •        18% of social media users use LinkedIn*
  1. The dos and don’ts of social media.

Dos:

  •        Use a Mix of professional and personal updates, 4-7 times per week
  •        Engage with your followers (like, comment, tag, share information)
  •        Provide value with images, articles, market knowledge

Don’ts:

  •        Rant or be negative
  •        Overshare personal information
  •        Ignore comments and likes
  •        Use bad grammar
  1.  Mastering the language

Remember it’s social media, not business media so anything you post should reflect that. Other terms you need to be across:

  •        Like – I enjoyed your content
  •        Status – allows you to post updates
  •        Tag – identifies a person

Social media strategy

A social media strategy defines how your organisation will use social media to achieve its communications aims, and the supporting platform and tools needed to achieve this. It can be broken down in to five main focal points:

  1. Establish goals
  •        What do you want to get out of social media?

–        Deepen existing relationships?

–        Highlight your competencies?

–        Stay on top of mind?

  1. Narrow your focus – pick two or three channels to master. As a minimum I would recommend focusing on Facebook, Instagram and LinkedIn.

  2. Develop a content plan
  •        Create a repository of content that:

–        Provides value

–        Encourages engagement

–        Builds trust

  1. Schedule/interact/monitor
  •        Set aside 10 minutes every morning and afternoon for social media
  •        Set a goal – engage with one person each day on a social media platform

  1. Track and measure how you’re going
  •        Take time to look at your reach, engagement and growth per month

Social media has tremendous value for anyone looking to build awareness of their business, foster prospective customers and establish themselves as an expert in their industry. For further information about how you can make social media work for your business or to request a copy of our Social Media Strategy Guide, contact the team on 1300 273 785.

https://www.sensis.com.au/about/our-reports/sensis-social-media-report


michael-sheargold-real estate-coaching-training
Oct
08

The future of real estate: consumer choice and customer experience

Having worked in the real estate industry for more than 20 years, Leanne Howard knows a thing or two about the importance of customer experience (CX). In her current role as Head of Growth and Client Engagement at RERN, Leanne has provided valuable insights in to the future of real estate and the role CX will play in the industry.

I sat down with Leanne to find out more.

The real estate industry has faced heavy criticism in the past when it comes to creating good client experiences, why do you think that is?

I really think it all comes down to being able to offer consistency. As an industry we are not traditionally good at that. A client’s experience is very much dependant on either the agent or property manager they deal with. This means it can vary from brand to brand, office to office or agent to agent. I’m yet to see a real estate brand that offers consistent, exceptional on-brand experience which astounds me given the cost of poor performance can be considerable!

What is the cost agencies will pay by not offering exceptional service?

In a nutshell loss of income – from sales, from referrals and from management fees.

A 2016 study conducted by CoreLogic found that 62% of tenants would never recommend their agency and 39% of landlords would not sell through their agency. Here you have both sides of the client base saying they would not use or recommend their property managers services. These stats are, and should, be really concerning. We’re talking about more than $3.5 billion in commissions that are up for the taking so we have to take that extremely seriously. We need to do better.

Do you think CX is an area that franchise owners are seriously why/not?

I think more and more business owners are understanding that people don’t put up with bad service anymore. Moreover, they are seeing the benefit of offering exceptional service to clients. The emergence of low cost competitors have prompted everyone to look at their offering more closely.  But what we really need to aim for is creating a consistent customer journey, not just a once-off great experience. You want your brand to strive to be like an Apple, Disney or Four Seasons – not matter where you go you will experience a consistent customer experience with these brands. No one in real estate is doing this yet.

So, what can business owners do to become more like an Apple or Disney?

  1.  Map out a journey: from initial contact right through to post transaction. What does the journey look like for your clients?       How do you make it easy for them to work with you? How do you surprise and delight them at every point in that journey? Most importantly, how do you show consistency?
  2. Benchmark: look around. Who is setting the benchmarks in the industry? Who are doing the best opens? Settlement gifts? In-office? Find out who is the best of the best and then make that your new standard.
  3. Show empathy: in real estate you are dealing with someone’s biggest asset. It’s their home, their shelter and the safest place in the world for them so it’s important to understand that. How in the customer journey do you acknowledge and show empathy towards that?

Two great examples:

Di Jones: Every customer who sells or buys through Di Jones gets eight hours of free packing with a packing company. A fantastic example of how they have looked at the pain point (of moving) and created a solution to make the journey easier for their customers.

Harcourts: When people buy a home one of the first things they want to do is show it off to family, friends of even get a few trades in. The challenge with this is that there often is a 6-8 week settlement period and most agents won’t give you access to the home. As part of the vendor contract, Harcourts now include a provision that allows the buyer a three hour visit to the home in the first two weeks after exchange!

Those are the sorts of things that are making things easier and creating memorable experiences for clients.

What us the best way to train your staff to provide exceptional service?

I would say rather than training, the most important thing you can do is work with your team to design the client journey. Look at all of your touch points, how do you enhance these? Some of the solutions will be automated and some will rely on support staff or agents but ensure everyone is across what their role in the journey is.

I would also suggest to have a list of office promises i.e. this is what we always do with clients, this is what we never do. Include in that a ‘no negotiable’ list – i.e. we always return calls or emails within 24 hours.  

How can agencies track their success in CX?

There are multiple ways to track your success in the CX space.

  •        Repeat and referral rates give you a great indication of how well you do
  •        For property management you might look at the longevity of the client and repeat or referral business
  •        Adoption of other services ie loan services, property management
  •        Net promoter score system ie Real Satisfied – a survey is sent after every transition for instant feedback
  •        Online comments or testimonials

In addition to all of those measurement tools, I am a huge fan of creating an advisory board. Gather current or previous clients together once or twice a year and find out from them how you can do better.

 For further information about the direction of CX the vital role it could play for your agency, contact the team on 1300 273 785.

 


michael-sheargold-real estate-coaching-training
Sep
26

Strategising You Inc.

In today’s business world, everyone is under pressure to get more done, to work more efficiently and increase productivity.

But how do we make sure we are getting the best “bang for our buck” when it comes to our own productivity? The answer is not to work more, rather work more intelligently and to put strategies in place that are designed to achieve more with your time and resources.

In other words: we need to Strategise You Inc.

Where do we start?

We are all familiar with the 80:20 rule in terms of results and activities whereby 20% of your activities will drive 80% of your results.

The issue I see with this concept is that often we focus on the lower value activities and put off the bigger or more important activities. Doing this time and time again will not produce the right result. Instead, I believe we need to add time in to the mix.

Afterall besides energy, time is the single most important thing you can put in to your business.

If we mix the equation around and put 80% of our time into the 20% of activities that produce 80% of our results,  all of a sudden you are looking at a far more effective strategy that could make a real difference to your productivity.


80% Time = 20% Activities = 80% Results


Results Profit Zone

We can also start to incorporate this new shift of thinking in to our results profit zone. The results profit zone is underpinned by the idea that the more dollar productive you are, the better results you will produce. Traditionally agents would immediately bring this back to listing and selling. But what if we shifted our thinking to managing our pipeline and generating leads? I feel like I need to insert a footnote here! I’m not suggesting listing and selling aren’t important, but with the right mix of dollar productive activities and appropriate measures in place, listing and selling should naturally flow. What I am saying is that if you also dedicated some of your time to pipeline and lead generation, all of a sudden the increased number of qualified meetings and potential listings will be there for you to capitalise on. It’s food for thought.


Short-term $ producing activities vs medium-term

Working more dollar-productive hours are critical to boosting team productivity. Sometimes the success of these activities is dependant on the market. For example, if the market was in momentum some agencies could manage by only undertaking short-term dollar producing activities such as:

  •      Listing appointments
  •      Buyer/seller calls
  •      Seller meetings
  •      Open homes
  •      Private showings
  •      Auctions
  •      Negotiations

These activities all rely on keeping commitment to people so are much easier to achieve. On the other hand, when the market is not in momentum (such as now), medium-term dollar producing activities become more critical.

These activities include:

  •      Training and role playing
  •      Prospecting
  •      Networking
  •      Nurturing

With these activities, results are not always obvious instantaneously but will certainly get you moving forward and with momentum down the track.


Strategising You Inc.

The most important thing to remember when formulating a strategy to boost your productivity is that you need to measure productivity in terms of how much you accomplish – not how busy you are.

hile there are certain activities we must do each day if we want to be successful in business, it is also good to think outside the box and take a longer-term sustainable view as opposed to a short-term fix.

A great line I like to use that I believe perfectly sums this up: “Don’t freak out when you haven’t got a listing, get excited when you have 10 in your pipeline”!

For further assistance in creating your productivity strategy contact check out Drive Performance – www.driveperformance.com.au

 


michael-sheargold-real estate-coaching-training
Sep
25

Moving with Momentum


On the sporting field we often talk about teams gaining momentum and by that we usually mean they are on a winning streak, unstoppable even.


The same rings true in business.

When you have team momentum, everything seems to be in great working order, targets are met, employees are productive, customers are happy and spectacular results are realised.

So how do you create momentum in your business?

And, perhaps more importantly, how can you measure its success?


Creating Momentum

In any industry businesses are faced with external and internal market factors. External market factors are things that we need to be aware of, but ultimately are out of our control. Internal market factors are things we can (and should!) have some influence over. Real Estate is no exception.

In order to gain momentum, it is imperative that you have clarity around what it is you are trying to achieve. Lack of clarity leads to confusion and a confused mind? Well, it stalls. Not from laziness or lack of skill, just because it doesn’t know which direction to head.

To capitalise on what you can control and propel your business forward, you need:

  1. a) a clear and concise strategy
  2. b) to know what your workload looks like and;
  3. c) know exactly what you need to do to focus on your role.

Once you have clarity around these three areas, you will find it much easier to gain momentum in your work and ultimately in your business.


Measuring Momentum

In the past, real estate agents have fallen into the trap of measuring their level of momentum using a simplistic formula: What did I list and what did I sell?

While these are important momentum indicators, the concept of momentum is so much more than that.

My suggestion is to create 3-5 momentum indicators that you can apply to your work. If you regularly achieve these indicators, you will know that you are on an upward trajectory.

Two great examples include:

  1.     Have I had three qualified face to face meetings with qualified buyers/sellers per day? If you can say yes to this, that is a total of     15 for the week – a huge momentum indicator!
  2.     If someone were to come and ask you for your next 10 listings, could you provide them straight away? Not three, but 10?!

Momentum indicators are a really important tool that will help you and your team focus on what is important to keep the business moving forward.


Another practical exercise you can adopt to ensure greater momentum in your business is to apply the 5 E’s – energy, empathy, expertise, enthusiasm and effort.


These five areas are critical to achieving that renewed sense of energy and productivity.

  • Energy – people buy your energy so don’t store it, use it.
  • Empathy – step in to your clients shoes. Understand what they are trying to achieve and their associated feelings and work out how you can play a role in easing any pressure.
  • Expertise – ensure you have unparalleled insight and expertise. The two times you are going to be asked to demonstrate this will be in listing and pricing. How are you going to showcase your skills in these areas to stand out from competition?
  • Enthusiasm – different from energy. Energy is what you bring to play. Enthusiasm is how excited are you to bringing this property to market? Clients will judge you on this.
  • Effort – there is no point in having the energy with no effort behind it.

Momentum is the key to success of any business but it doesn’t happen by chance. It requires an application of process, planning and commitment.  

For further information on how you can enhance your business through momentum, see Drive Performance.

 


michael-sheargold-real-estate-coaching-training
Jul
27

Thinking ahead…what’s your 3 year plan?

Real Estate expert Michael Sheargold takes us through the ins and outs of having a three year business plan.

If you fail to plan…you are planning to fail – the words of Benjamin Franklin ring true to this day. Yet, time and time again I come across business leaders in real estate who struggle to make the transition from having a short-term view on their business to a much longer-term view with adequate planning for the future.

Changing this mindset in our industry is one of our greatest challenges but as a business owner it is one you need to overcome. After all, if you as the leader don’t have a long-term view of your business, by default your team won’t either!

So where do you begin? Having three year business plan that underpins your operation is a great start. Why three years? Put simply, people tend to overestimate what they can do in one year and underestimate what they can do in five, so three years is the perfect compromise.

Your three year business plan should clearly lay out the long-term milestones that are most important to the success of your business and should contain five key components which we will explore in detail below:

  1. Vision: sometimes called a picture of your company in the future. You vision statement needs to provide clarity on where you are heading and ultimately what you want to achieve in your business. 
  2. Growth strategy: what is your strategy aimed at winning larger market share? Consult with your business coach, partners and staff to determine where you want to be in your market and devise a strategy as to how you can get there. 
  3. Targets: anything you want to target over the next 12 months. The list can be wide and varied from an increase in listings, focus on recruiting or achieving training objectives. 
  4. Values: should support your vision and guide everything your employees do at work. Your organisation’s workplace values set the tone for your company’s culture, and they identify what your organisation, as a whole, cares about. It’s important that your people’s values align with these. 
  5. Upgrades to make this happen: what changes need to be made, what upgrades need to be implemented and what training needs to be integrated to make this happen?

Once you have your three year plan in place, you need to communicate and get buy-in from your team. It is fundamental that each component of your business plan is understood by every person in the business and moreover that they have a sense of how their roles interweave with the larger goals of the company.

But don’t stop there. It’s no use having a plan that everyone loves – it has to also be one that makes your business goals a reality.

Quarterly check points and team meetings are a great way to show progress and draw on your team’s insights to see how the business is tracking from different perspectives. In addition, recognising and rewarding staff who go above and beyond to achieve your business goals is fundamental to creating a positive work culture and employee engagement.

And finally, continue to make time every week to work on your business, not just in it.

This is vital to the wellbeing of both you and your business and will provide you with time to innovate, create, set new goals and uncover new opportunities.

If you’re a principal wanting to capitalise on the next three years of your business growth I would suggest attending The Business of Real Estate in September on the Gold Coast. Check out the website here.


michael-sheargold-mid-year-review
Jul
04

Your team’s best ever mid-year review

Mid-year is the perfect time of year to sit down with your team and check in on productivity and progress. Here’s an effective process for you as a leader to work through in order to capitalize on the next 6 months and enjoy the best preparation for the next year.

  1. The first step is to schedule this team meeting, set aside part of the day for this meeting, part of the day for a learning element and part of the day (usually the last part of the day) for a celebration with the team. Maybe that’s a beers & bbq, a dinner out, an afternoon drinks session – however your team celebrates together!
  2. Set the agenda for the meeting. This meeting is a 3 part meeting. You want to cover what is working, what’s not working and the projects you want to focus on between now and the end of the year. So basically – past, present, future.

Here’s a meeting flow for you:

Part One (Past)

An excellent way to start the meeting and clear the air from the last six months. Remember the reason for this meeting with your team – to move towards a powerful 6 months of big results. Sometimes to achieve that you need to acknowledge and move past whatever the team is hanging onto.  This section is also where you celebrate exactly what you have achieved so far as a team (whether that’s marketshare, rebrand, new office, implementing a new system, marketing campaigns, etc).

 

  • What have we achieved so far this year?
    These are real, tangible achievements.
  • What is going well?
    The highlights of this year so far – what are the wins and the standouts?
  • What hasn’t gone well so far?
    Where are the ‘clunky’ parts of the business. What is frustrating you? What problems exist in the business?

 

 

Part two (Present)

From there, the meeting evolves beautifully to current upgrades. Listen to the elements the team has just outlined in what is clunky in the business and acknowledge to fix them.

This is where you as your team’s leader is already prepared with what you want to see happen in the next 6 months, however it’s also an open forum to what the team sees they can achieve in the next 6 months.

4) What are the things we need to upgrade or improve?

 

Part Three (Future)

So, continuing the process and creating momentum for change, part three is to uncover “where to from here” and show that you have moved on from the past 6 months and looking forward to a bright future.

Focus on 3 key questions to wrap the meeting:

5) What are the December benchmarks?
At the end of the year, what are the benchmarks or successes we want to achieve so we can really say “We have moved forward in the last 6 months”.

 

6) What are the key projects that will help us achieve those benchmarks?
These might be certain systems or standards you need to implement.

 

7) Are there any quick wins we can make happen right now?
This is all about ‘new business energy’ and what can be implemented quickly to see big results.

 

This is a simple structure that you can do with your team so you can enjoy a great end of the year, popping the champagne and heading into the Christmas New Year celebrations on a high!

Please invest the time in doing this as a group (the same can be used individually with your personal team reviews). You will be amazed at the energy it can create with your team.

Side note: Mid-year is also a perfect time for an office spring clean, a chance to have any ‘hard’ conversations you’ve been putting off, a chance to show your team you appreciate them and acknowledge the hard work they’ve put in so far this year.

From a client perspective, mid-year is an awesome opportunity to ramp up client appreciation events, maybe implement an appraisal drive, reach out to your COI’s, communicate any big wins to your market and freshen up the look and feel of your website and marketing – all in preparation for the Spring selling season!

Enjoy mid-year and if you and your team would like to join me for two full days of strategy, you are invited to my award winning Agent Success Program: TurningPoint, coming up soon in Sydney. Please click here for all the info.


Michael-Sheargold-Leadership-training
May
16

How performance coaching can up-level your real estate biz

Performance coaching is about unlocking a new level of capability in your team and helping individual members achieve the next level of greatness.

Your responsibility as a leader is to bring out the absolute best in your individual team members, and ultimately the whole team, which filters through the entire business.

It is also the most under achieved area in the real estate industry.

How can we truly maximize performance coaching in our businesses to mentor others to achieve the greatness they possess? Start by seeing your individual team members as your clients. Your job as performance coach is to increase their capacity to achieve, which will ultimately enhance the performance of the entire team.

  •       Performance coaching isn’t about providing appropriate “deal support” (although deal support is an important function)
  •       Performance coaching is about helping people to achieve their goals.

As a leader in the real estate industry you fulfil three distinct functions within your business including:

  •       Leading
  •       Managing
  •       Performance Coaching

Many people confuse the three functions. Is there a difference or are these descriptions simply three “job titles” that are interchangeable?
All three roles overlap and have similarities but they are three different skill sets that are valuable in specific situations.
But how do leading and managing differ from performance coaching?

Let’s take a look:

1. Leading

Leadership qualities are important for heads of any business but the objective differs from that of performance coach. We lead people in the direction of our vision; we inspire them to see and buy into our vision.
Great leaders have integrity, top communication skills, are loyal, can make the tough decisions, empower others, and are often charismatic.
A great leader will say, “This is where we are heading and how we get there”. Once you have your team turned on to your vision you can lead them to work in unity in achieving the goal.

2. Managing

The big difference here is that we manage projects and processes, not people. As a manager you are responsible for providing clear, concise focus on outcomes, deliverables, and deadlines to your team.
A term that often gets confused with coaching is “sales management” which is the focus on the numbers, processes, and projects but it leaves out the most vital part of success: coaching your people.  
Management happens the most often within a business but would you be surprised to learn that it’s not your most important function?
You may fulfil all three capacities in your business: leader, manager, and coach, but the real challenge is recognizing when to perform which task.

Michael-Sheargold-Leadership-training


3. Performance Coaching

Performance coaching is literally moving your people towards their goals. As a performance coach within your business you guide your team members in two ways: moving people towards an effective decision and helping people be in action towards their goals.

1) Moving people towards an effective decision

The root of the word decision literally means to “cut off”; in other words, committing to a decision removes all other choices.

Making a decision cuts off all other options.

The key to successful coaching is helping your team to cut down their options. We become overwhelmed by too many options, and most often why someone doesn’t move forward.
It may look like they are procrastinating.
It may look like they are being lazy.
But in actual fact they simply don’t have clarity.
When you cut off all the options you are left with only one thing to do:
so Just Do It.


2) Helping people be in action towards their goals


This is moving your team to achieve their goals, not your goals. Big differenceSetting the right goals creates a tension similar to the strain found as an elastic band is s t r e t c h e d.
Not enough tension and the band will go nowhere (ie: low goals that don’t generate excitement to achieve).
Too much tension (from being overly stretched) and the band will snap erratically or break (as in unachievable goals that are set too high).
Your role is to nudge team members with low goals and encourage them to increase their vision.
Alternatively, and this is often true with new people, you may need to guide them to lower expectations that are too high and are unachievable or they may burn out.

Team members who don’t know where they are or where they want to be will come across as underachievers and unproductive because they are unable to take any action.
Performance coaching is guiding your team to recognise their current reality (where they are right now) and their desired reality (where they want to be).

Right in the middle of their current reality and their desired reality is a GAP. Your job as a performance coach within your team is to bridge the GAP and together design an Action Plan to move them from Point A to Point B.

TIP: If a team member seems unmotivated it may be because there is no GAP between where they are and where they want to be (the tension of where they are and where they want to be is too slack).

Your task is to work with individual team members to achieve a different desired reality that creates a challenge; a tension that motivates them to achieve.

As a coach to your team you want to:

  • Build on strengths
  • Increase confidence
  • Learn and grow
  • Empower beliefs;
  • Help to make great decisions;
  • Empower action
  • Develop habits
  • Support change
  • Create brilliant results       
  • Create accountability

We can evaluate the long term success of our coaching sessions by measuring outcomes in each particular area in which our team members are being coached. I hope you enjoyed this article about How performance coaching can up-level your real estate biz! Get to it.

If you are a leader wanting to seriously take charge of your future results and the success of your business, check out The Business of Real Estate coming up in September. 


michael-sheargold-power-of-framing-real-estate
May
09

The Power of Framing

Communication is all about gaining and giving information and details.

The way you receive the content of the information is hugely influenced by the quality of the ‘frame’ of the information.

If you can nail ‘framing’ your entire business will change, your results will shift, your relationships will improve. So framing is an essential skill to learn – not only for real estate, but for life!

Here are the 3 frames you can use immediately to become a master communicator:

1. Pre-frame


Pre-frame can be used in almost all conversations and communications, but is probably best used when you’re getting to know a buyer or seller. Initially you want to ask a lot of questions, but you don’t want them to feel as though they’re being interrogated.  

By pre-framing…

“I want to give you the best advice possible, so I can understand your needs a little more can I ask you some more questions?”

Or

“So I can help you best, do you mind if I ask some questions about your….”

By using this simple pre-frame the expectation is clear – you’re going to ask questions and they’re ready to answer them.

Or

“Besides getting the maximum sale price, what else are you looking for in an agent”.

This shows you know the maximum sale price is the key goal but it also ‘parks’ the pricing conversation until you’re ready to go through it (as part of your strategy) and gives your vendor the chance to let you know more about them and what they want from you.

A good rule is always ask yourself “what’s my pre-frame to position X?”

Once you start role playing pre-frame you will see how easy it becomes!

michael-sheargold-power-of-framing-real-estate-australia

2. Re-framing

Re-framing can be used when you come up against objections or when you need to change the frame of reference.

Some dialogue you can use at the re-frame is:

“I completely understand, perhaps another way of looking at this is X”.

Or

“I know how you feel, others have felt exactly the same way, however what we’ve found is that X”

This is the feel, felt, found strategy – a very powerful influencing tool!

 

3. Next framing

Next framing uses the ‘where to from here’ strategy. And what you want to do is leave the next step in the process for your buyers and sellers to follow. This ‘frames’ what is going to happen when next you speak or meet.

Here’s some examples:

“Here’s what I recommend – we’re going to put together some notes on X, do some research and when we meet on Tuesday we’ll be able to make that decision”.

Or  

“We’ve agreed to touch base tomorrow morning where we’ll press the go button”.

That way they’re expecting that tomorrow you will be in touch and the process will start. It’s not a surprise for them. It also can bring about any objections you may not know of. Better to know earlier than later.

 

There are 3 key ‘frames’ you can use immediately to seriously upgrade your communication skills and watch your results soar.

I’d love to hear your thoughts on framing, if you’d like to leave a comment below..

 


michael sheargold, How to confidently move into a new market (listing presentation)
May
08

How to confidently move into a new market (listing presentation)

Are you thinking of moving into a new market? Or have you been called into a listing for a type of property you don’t normally sell?

Well this article is for you.

A question I get asked often is;

“How do I position myself as the preferred vendor option in a market where I am not the clear market leader?”

 

… what an opportunity!

So you’ve been called in for a listing presentation to a property that is in a new market for you (in terms of price or property type).

Firstly, well done – you’ve made it this far. ..now it’s time to nail your listing presentation and step into a new zone of confidence. Hopefully these tips will help!

  1. Role play a brilliant pre-framing process.

    Framing your position will set you up for a powerful conversation, create clarity for the vendor and allow you to seamlessly move the conversation to the benefits of working with you.

    Imagine now you are sitting down with a vendor who owns a type of property you don’t normally sell (for example, a high end property). They must be asking themselves why you will be the best choice for them, given this is not your usual area of expertise.

    Rather than avoiding this question and conversation – surface it straight away with them.

    “Mr and Mrs Vendor, If I was in your shoes the biggest question i’d have in my mind is ‘why would I appoint my agency over X agency that has proven track record in this end of the marketplace….”
  2. Give an explanation.

    You’ve surfaced the conversation – now it’s time for your big positioning. This is a crucial element of your listing presentation. So explain why your agency can be the best choice:

    “So today, we’re incredibly excited to show the layers of difference and the fresh approach we bring to this end of the marketplace that will clearly give your property a significant advantage – compared to getting lost in a sea of other properties at this end of the market.”michael-sheargold-real-estate-training-australia
  3. Back it up.You then need to show or honor the ‘layers of difference’ and the ‘fresh approach’ you mentioned. This is where you talk about your agency’s point of difference, your team’s energy, how you connect with your potential buyers and the type of care and attention their property will receive as part of your team.Your fresh approach can be based on the marketing opportunities their property will present, some innovative ways you’d like to position their property, etc.

    Make the point that buyers follow properties not agents. And that you will present their property in the best possible way.

  4. Extra proof.


    Next you want to give examples and show case studies of successful sales in a similar property. If you have no case studies of a similar property – try case studies of where you have gone above and beyond to make your vendor’s property goals a reality. Ideally you want a lot of case studies up your sleeve!

 

There you have 4 key points to include at your next listing presentation for a property that is out of your ‘normal’ market.

The key for a listing presentation like this (where you have been called into a listing for a type of property you don’t normally sell) is to be prepared, be confident and truly believe you are the choice for your vendor.

Would you like to experience a full two days of strategy with me where we uncover your essential listing, negotiation, buyer and seller management, marketing and influencing strategies so that you can become the clear agent of choice in your market? Then join me at TurningPoint. Click here for more information.