In a real estate industry poll, over 65 percent of respondents said that door knocking is no longer an effective method for finding new listings. In this short sales training presentation, real estate agency profit consultant, Gary Pittard, says that people who say door knocking is dead either haven’t knocked on many doors, or they have a terrible door knocking presentation. Either they did not speak to enough people, or they did so incompetently. For such people door knocking is dead. For the rest, it’s alive and well.
Some leaders are too strict with their teams. Others are too soft. There are problems with being at either extreme.
Soft leaders should not be in leadership positions. They seldom build excellent companies. They rate avoiding conflict higher than they rate setting standards and enforcing them. If these leaders do build excellent companies, it is often because they have deputies that have the real control. Continue reading Strict or Soft: the problem with extremes
Many real estate agency principals suffer from ‘salary phobia’: they view salaries as an expense instead of an investment. Real estate agency profit consultant, Gary Pittard, says that this salary phobia leads agency owners to use commission-only or debit-credit reward schemes, and in doing so cause their agencies to haemorrhage profit.
“Transparency” is all the rage, but as a negotiation strategy it is full of holes. Real estate agency profit consultant, Gary Pittard, says that transparency is clueless negotiating. When buyers give an offer on a property, it is nobody’s business but theirs, the agent’s and the sellers’. Gary says, “Give me PRIVACY over transparency any time!”
There would not be one business leader who doesn’t know that it is easier to lead the right people than it is to lead the wrong people. Despite that, many leaders continue to keep the wrong people on their teams. Why do we do this to ourselves?
I spoke with a leader recently. He has a ‘salesperson’ who has been with him for less than one year. Despite having no previous experience in real estate sales, she refuses to attend training. She is ignorant, and intends to stay that way. Continue reading Why Do We Do It To Ourselves?
Any real estate agency leader can tell when a salesperson is in a slump, but according to real estate agency profit consultant, Gary Pittard, the real art lies in stopping slumps before they occur. With the right tools, agency leaders can keep their teams on track, producing results and higher profits.
An age-old question for presenters is, “Should I use visual aids?”.
While I agree that people can become overly reliant on visual aids, resulting in a boring presentation, I believe that good presenters use every tool at their disposal to foster understanding with their audiences. Visual aids do just that: they aid understanding.They don’t say, “A picture is worth a thousand words” for nothing. Continue reading Visual Aids
Goal setting needs to be done properly if it is going to work. Statistics show that only five percent of people set goals. Those five percent earn more than the ninety-five percent of people who don’t set goals.
In this short sales session, real estate agency profit consultant, Gary Pittard, says that while many people believe they have goals, they are not written down, which means that these are not goals, but dreams.
One of the top three complaints from agency leaders is that they cannot get their teams to focus on actions that produce results. Some have been complaining for almost as long as they have been in business. Wouldn’t you think that at some point they would do something about it?
If you are the leader of your business, you have control, and if you don’t, it’s high time you resumed control.
Agencies with salespeople paid by commission-only or by commission debited against retainer – typical industry reward systems – are most at risk of having little control. They can be too scared to set standards for fear of losing their teams. Is that any way to run a business?
Assuming that you have approachable people who want to win, then you can help them to learn to focus.
Sometimes being a real estate salesperson is hard slog. There is pressure to bring in results, rejection to be faced on an almost daily basis, and then there’s the loneliness of being out often until late in the evening doing listing presentations to strangers in strangers’ homes. It can be tough.
Some leaders might find this hard to believe, but many salespeople suffer from poor self-esteem. You will know these people instantly – they are the ones who get ‘eaten up’ by sales and are the ones who most often leave.
In this sort leadership session, real estate agency profit consultant, Gary Pittard, discusses the importance of making our team members feel important.
We often hear about disruptive change. Uber for taxis, Amazon for book stores… Now people are saying that a new player in the Australian market, Purplebricks, could be real estate’s ‘Uber Moment’. I have to say I’m a little over ‘Uber Moments’!
Whether Purplebricks is going to cause disruptive change in the real estate market remains to be seen. While the parent company is throwing millions of dollars into advertising campaigns and the market is booming, it’s easy to see why they may be a threat. Continue reading Has Sales Changed That Much?
As an educator in the real estate sector, I have seen the face of adult education change radically. Agency leaders should change their view of training, too, and should ensure that their trainers do likewise. That is, if they do not want their agencies and teams left behind.
Some things never change, however. Our industry still largely shows a disregard for training. In states such as NSW where Continuing Professional Development (CPD) is compulsory, many practitioners begrudgingly attend 3 to 5 hours training so they can tick the box with the state regulator and then attend no other training for the year. Continue reading The Changing Face of Adult Education
Idle hands, idle mind, so the saying goes. School children who are kept busy with sport and similar extra-curricular activities are less likely to hang around in shopping malls getting into trouble. Busyness is a cure for an idle mind.
In this short leadership session, real estate agency profit consultant, Gary Pittard, suggests that this same principle applies in team management: leaders who want their offices to do well must keep their teams busy. Teams that aren’t kept busy have too much time to think, and left unchecked, this thinking becomes negative. They worry about things like the state of the economy or the state of the market. Before long sales suffer.
‘Task Hopping’ is a time management trap that causes huge productivity losses. Real estate profit consultant, Gary Pittard, says that multitasking is a myth, a practice that prevents us from getting into ‘flow’. Grouping tasks is a smarter way to work.
Some real estate agency owners believe you need a big name to survive in the marketplace but this is not necessarily so. In the 25 years that I have been operating as a real estate profit consultant, I have seen franchised offices, marketing group offices and independent offices go broke. I have also seen many thrive, trading successfully for decades.
What makes the difference between success and failure? Is it the name? No. Clearly not. The difference between going broke and profiting over the long term is the calibre of the person who owns the business. All successful businesses need competent leadership. What a competent business leader choose to call their businesses makes little difference. Continue reading Buying a Name
Owning a real estate agency and being a selling principal can be profitable, but what point is money if you have little free time to enjoy it? Real estate agency profit consultant, Gary Pittard, provides answers to an important business development question: should leaders sell?
As a presenter, I often see attendees furiously taking notes, which may be flattering, but often leaves me wondering what they do with those notes. I think most of them are useless.
For more than 30 years I have been taking notes, but never on loose sheets of paper; I always take notes in journals. I number the book, each page number, and to date in am well into my 42nd book. Decades of valuable information gleaned from some of the best speakers in the world. Continue reading Useless Notes