story - Council of Real Estate Brokerage Managers

MAY/JUNE 2013 • VOL 59
PUBLISHED BY THE COUNCIL OF REAL ESTATE BROKERAGE MANAGERS
For Managers, Brokers and Owners
BROKERS
BREAK
THE
OFFICE DESIGN
MOLD
PLUS
SOCIAL MEDIA: BENIGN NEGLECT IS A DANGEROUS POLICY
The KEY to your VIRTUAL OFFICE that CONNECTS you to your AGENTS!
Connect to your office
anytime, from anywhere!
ommunicate office news,
C
events and the value of the
brokerage to your agents
Manage and distribute leads
Increase communication
through Drip Marketing
campaigns
Integrate your listing data to
your brokerWOLF solution
Pending deal submission
www.lwolf.com/WOLFconnect-key
Our Complete Enterprise Solution integrates your back office, front office, web solutions & more.
GET STARTED TODAY!
www.lwolf.com
1.866.CRY.WOLF(279.9653) | [email protected]
FIT TOGETHER • WORK TOGETHER • GROW TOGETHER
President’s
Message
For Managers, Brokers and Owners
PUBLISHER
Council of Real Estate Brokerage Managers
EXECUTIVES
2013 President Darren Kittleson, CRB
Chief Executive Officer/ Ginny Shipe, CAE
Editor-in-Chief
[email protected]
TEL 800.621.8738
FAX 312.329.8882
WEB www.CRB.com
EDITORIAL ADVISORY COMMITTEE
Chair Miguel Berger, CRB, e-PRO®, GRI
Members Sandra Fernandez, CIPS, CRB, CRS, GRI,
PMN, SFR
Jim Kinney, CRB, CRS, GRI
Sandy Maier Schede, ABR/M, CRB, CRS,
e-PRO®, GRI, PMN, SRES
John Mayfield, CRB, e-PRO®, GRI
Jeff Nelson, ABR, ABRM, CRB, CRS
Robert Wagner, CRB, CRS, e-PRO®, GRI, RSPS
Nancy Van Valkenburgh, CRB, CRS, GRI
PUBLICATION MANAGEMENT
Council of Real Estate Brokerage Managers
430 N. Michigan Avenue, Chicago, IL 60611
TEL 800.621.8738
FAX 312.329.8882
WEB www.CRB.com
Managing Editor Gabriella Filisko
[email protected]
Creative Director TEC Graphic Arts Management
[email protected]
Advertising Sales Ginny Shipe
[email protected]
Real Estate Business (ISSN: 0744-642X) is published bimonthly by
CRB, 430 N. Michigan Avenue, Chicago, IL 60611-4092
All Real Estate Business articles and paid advertising represent the
opinions of the authors and advertisers and are not necessarily the
opinions of the Council.
Darren R. Kittleson, CRB
Our Global Community!
When you take a look around, there is certainly much proof that
globalism is here to stay and borders have vanished. In fact, many of
you are probably working with international buyers in your markets
at levels not seen before. Likewise, CRB continues to look at the
industry from a macro perspective as it becomes more diverse and
more global.
I’m proud to report that CRB has made its way to Dubai. I had the
distinct privilege of teaching three of our CRB Courses in April at the
Dubai Real Estate Institute (DREI) in the UAE. After nearly 20 hours of
flying and six consecutive days of teaching — all in a culture and country
I had never experienced — I think I’m the one who had the valuable
learning experience! Talk about exceptional customer service —
from our colleagues at DREI — to the outstanding class of students —
to the hotel staff … it was one impressive experience after another. As
someone who is on the road training 300+ days of the year, I can assure
that the bar has been raised and we certainly have lots to learn from our
friends in Dubai about exceptional customer service.
What’s even more exciting is the opportunity this has presented
for growth for CRB! We have 12 new CRB members from Dubai
and all of them have completed all of the requirements for the CRB
Designation. A CRB Chapter in Dubai is already in process and they
have even created their own Facebook Page — CRB Managers Gulf,
Middle East & Asia! Why not welcome them to the CRB community
and “Like” their page.
Our global presence has also included CRB Courses and members
in South Africa and China. We are also working closely with
organizations in Russia, Poland and France to bring CRB Courses to
their real estate communities.
In addition to expanding our “CRB borders” abroad, there are also
things we are doing here to expand and grow our membership. In
early May I hosted a conference call for all current CRB Instructors to
bring focus to the fact that our Courses are one of our best tools for
membership growth, and to mastermind ways to increase our Course
deliveries. One additional focus includes teams and team leaders. Stay
tuned for more details on this initiative.
As we usher in Spring with more sunshine and a busy real estate
market, it is important to remember what author Anthony Trollope
wrote: “It is a comfortable feeling to know that you stand on your
own ground. Land is about the only thing that can’t fly away.” Even
in a market that is balancing itself, your clients are still seeking solid
ground. Who better to lead them there than a CRB?
Sincerely,
Copyright 2013 by the Council of Real Estate Brokerage Managers.
All rights reserved.
For Managers, Brokers and Owners
2013 May/June
3
Volume 59
May/June 13
10
16
Brokers Break the
Office Design Mold
16
Social Media:
Benign Neglect Is a
Dangerous Policy
departments
features
10
24Recruiting
27Coaching Corner
28Social Media
30Sales Strategies
PLUS ...
3 President’s Message
6 CRB Briefcase
Cover photo courtesy of Red Oak Realty.
4May/June 2013
www.crb.com
REFER a Colleague …
ADVANCE a Career …
ENHANCE your Profession …
REDUCE your Dues
Here’s How it Works
Refer a Colleague
Candidate applies
& pays for membership
You receive $25 off your
next dues invoice
Every time you recruit a new member, you strengthen CRB. A vital and growing
organization means greater recognition in the real estate community worldwide
and improved educational and networking opportunities for all members.
You will receive $25* off your renewal dues for each referral who joins as a
new Candidate member. The more you refer, the more you can save!
(*Not to exceed $100 per membership year.)
It’s Easy!
Option 1:
Provide us with your colleagues' contact information and
we'll send them a membership information package.
Option 2:
You print or email the Candidate Application. Make sure
you include your full name in the "Referred By" space.
Click here to access the Referral Forms.
Questions? Call us at 800-621-8738 or email
For Managers, Brokers and Owners
2013 May/June
5
CRB Briefcase
What have you been missing?
Visit www.CRB.com today and take a tour!
Take advantage of the Council’s opportunities for professional growth and
knowledge. Only through participation can you experience all of the benefits
available through your membership. Click the titles below to learn more.
· Webinars (complimentary)
· DIY Series (how-to-videos — complimentary)
·C
RB Coffee Break Series (complimentary)
· Complimentary Profile & Photo
· e-Learning Center
· Accelerate Training for Agents & Managers
· REB Magazine
· Knowledge Center
· e-Marketplace
· CRB Chapters — your local connection!
· Volunteer Opportunities
6May/June 2013
www.crb.com
CRB Briefcase
Click an image below to learn more!
(Make sure you “Sign In” first for access to these members-only features.)
The CRB Membership Advantage: “What’s In It For Me?”
For Managers, Brokers and Owners
2013 May/June
7
CRB Briefcase
CONNECTIONS
As of press time, the following members have completed all
requirements and earned the CRB Designation.
Congratulations!
MARCH 2013
Ronald Cika, CRB
Coral Shores Realty
Plantation, FL
Karmen Rene Schwake, CRB
Century 21 LSB Real Estate
Cedar Falls, IA
Steve Cohen, CRB
Cohen and Associates
Honolulu, HI
Stephanie Shaw, CRB
Latter & Blum Shaw Properties
Gulfport, MS
Nancy Evans, CRB
William E Wood and Associates
Virginia Beach, VA
Todd Smith, CRB
Fine Austin Living, REALTORS
Austin, TX
Gwen T. Giles, CRB
Golden Key Realty
Centerville, GA
Mary K. Steer, CRB
Lang Realty, Inc.
Boca Raton, FL
Paul Gitlin, CRB
William E. Wood & Associates, REALTORS
Chesapeake, VA
Tony L. Taylor, CRB
Pacific Reatly Group LLC
Honolulu, HI
Kevin K. Inn, CRB
Prudential Advantage Realty
Honolulu, HI
Emily A. Vaile, CRB
StarCrest Realty LLC
Plano, TX
Donna K. Patton, CRB
Real Estate III
Charlottesville, VA
Scott R. Wilmot, CRB
William E Wood
Virginia Beach, VA
Frederick H. Repman, CRB
RE/MAX Associates
Draper, UT
Richard K. Worthington, CRB
Coldwell Banker Danforth & Associates
Seattle, WA
8May/June 2013
www.crb.com
CRB Briefcase
APRIL 2013
Greg Fox, CRB
Realty World Alliance
Wichita, KS
New International CRB Designees
from Dubai, United Arab Emirates:
Rafiqa Rashid Ahmed
Faron W. King, CRB
Coldwell Banker High Country Realty
Hiawassee, GA
Tarek Gouda Hassan Aly
Sadaf Iqbal Bharati
Miles F. Noennig, CRB
Carol Jones, Realtors
Springfield, MO
Amer Dababneh
Haytham Al Habashi
Amy M. Rhodes, CRB
William E Wood and Associates
Norfolk, VA
David Schepner, CRB
Coldwell Banker Bainbridge Kaufman
Conneaut Lake, PA
Alain Yaacoub El-Haddad
Antehias, Lebanon
Rashid Al Harmoodi
Adriana Kapustikova
Michael P. Woolley, CRB
RE/MAX Mountain Realty
Angel Fire, NM
Si Mohamed Karzaba
Peggy P. Yuan, CRB
Lava Rock Realty
Kamuela, HI
Hadi Mardini
Ali Ahmad Khan
Ammar Omran
Imran Shaukat
Nimfa Malana Troth
For Managers, Brokers and Owners
2013 May/June
9
Photo courtesy: Red Oak Realty.
Brokers Break the
Goodbye cubes and individual offices,
packed with technology and fun-yes,
Photo courtesy: Red Oak Realty.
10May/June 2013
www.crb.com
Office Design Mold
hello open space
fun. Ready for the office of the future?
By G.M. Filisko
Photo courtesy: Coldwell Banker Caine.
For Managers, Brokers and Owners
Photo courtesy:
Coldwell Banker Caine.
2013 May/June
11
B
rad Halter admits he broke a little
glass, so to speak.
“Ours is a third-generation familyowned and operated company my
grandfather started in 1933,” says
the CRBSM, GRISM, and president
of the 160-agent Coldwell Banker Caine in
Greenville, S.C. “We’ve been fairly steeped in
legacy, in how it’s always done, and we really
made a conscious decision to break the mold
and be very disruptive to the model.”
Halter is referring to his company’s “galleries.”
Rather than cubicles and individual offices,
they’re open spaces with comfortable furniture
and “tech bars” at which agents and clients can
work while sipping a latte.
Other brokers are also upending traditional
office design. Here’s their advice for other
brokers itching to refresh their workspaces.
Don’t try this at home
The idea of open space has been kicked around
the industry for years, says Halter. Then the
recession hit.
“Since 2007, we’ve replaced management and
all the brokers in charge because they can get
steeped in legacy, too,” he says. “I brought in
people who were knowledgeable about best
practices and offered a really critical view of
our situation. I had 12,000-15,000-square-foot
Photo courtesy: Fillmore Real Estate.
12May/June 2013
offices within five miles of each other. We
thought that was great. But with new blood
and big thinkers, we had to question how
we operated.”
Today, Halter’s company has three traditional
offices and four 2,000-3,000-square-foot
galleries. Each gallery is different, but all
embrace the open-office concept. “As you walk
by, you’ll see big-screen TVs turned toward the
street playing our inventory, footage of the area,
and Coldwell Banker commercials; they also
swivel around so we can use them inside for
training,” he says. “When you enter the gallery,
you’ll see cool furniture that’s modern and
comfortable. In our downtown gallery, which
was our first, there’s another big-screen TV
with a conference table and 12 chairs
that roll out of the way, in addition to 40
seats for auditorium seating. We use those
spaces for community events, like allowing
the city’s economic development experts
to sell Greenville.”
The downtown gallery has a history wall
detailing the company’s 80-year commitment to
the city. The opposite wall features local artists.
“It’s probably the coolest thing we’ve done,”
says Halter. “We invite a local artist in every
quarter, have an opening, and invite the artist’s
sphere to have wine and cheese on us.”
Each gallery also has that trendy tech bar—
made of wood from old area mills—which have
computers for salespeople and consumers to
Photo courtesy: Coldwell Banker Caine.
www.crb.com
use. “They can sit down and have a cup of
coffee while previewing a neighborhood or
checking their email,” says Halter. “It’s a
nonselling atmosphere.”
Galleries might also have a small meeting room
and several offices. “We don’t have assigned
offices; it’s first come, first served,” says Halter.
“Agents zip in and out.”
The transition didn’t happen with a snap of
Halter’s fingers, and it may not be right for
other brokers. “This wasn’t something we
did overnight,” says Halter. “It took a lot of
education, a lot of discussion, and a lot of
leadership to get people to start saying, ‘Yeah,
that might be a good idea.’ I’ve spoken to
groups and told them, ‘Don’t try this at home.’
The success you’ll have will be driven by what
your market will accept. We’re fortunate
Greenville is a unique place with a lot of
international investment and tourism.”
Halter also notes his galleries aren’t equipped
for some corporate needs. “This is a hub-andspoke model,” he explains. “We’ll maintain a
10,000-15,000-square-foot presence to do our
training and meetings. We worry we’ll lose
contact with salespeople, so we work harder on
company functions and having engaging sales
meetings. You always have to have that hub.”
Creating the office was a financial investment
because it’s so high tech, but ongoing costs are
much lower. “It used to cost us about $100,000
annually to run one of our offices,” says Halter.
“The galleries cost about $50,000.”
But it’s not about the money. “This business is
about attracting recruits,” says Halter. “Many
people coming into the office today haven’t
grown up in the traditional office environment.
They’re extremely mobile. We’re just branding
that experience. The plan is to open more of
these to continue to expand. The days of being
tethered to the office are gone, and we’re trying
a new model.”
Ping pong recruiting
Think a new office will excite agents? You may
be surprised at how happy it makes you, too.
“I’m excited,” says John Reinhardt, president
and CEO of Fillmore Real Estate, a 350-agent
brokerage with 14 locations throughout
Brooklyn, N.Y. Reinhardt recently opened an
open office under a new brand, FIRM. “As the
industry has changed, there’s been a disconnect
between old-school brokers and newer agents.
We need to bring the fun back and attract
them by doing things they find exciting. I’m
attracting agents I wouldn’t otherwise have
been able to attract.”
The draw is a 2,000-square-foot, single-room
office with white marble floors, desks for
anybody who wants to plop down and work, a
funky living room arrangement with three flatpanel TVs on the walls, a coffee and wine bar
Photo courtesy: Coldwell Banker Caine.
For Managers, Brokers and Owners
2013 May/June
13
that houses a Friday afternoon wine
and cheese party, and a ping pong table.
“Agents are working together and forming
more teams and apprenticeships between
newer and senior agents.”
Some agents pushed back against the looseygoosey office, and Reinhardt suggested they
stay put. “Some agents wanted to come over,
but they wanted their own desk and old-style
ways,” he says. “I left my traditional brand
offices intact and let them work in one of those
because they weren’t candidates for the new
model. But agents in my traditional offices are
already teasing that they want me to do this in
their offices. I will in some of them.”
Why ping pong? “It’s fun,” says Reinhardt.
“Everybody plays, and I’m the reigning
champ. It’s probably been one of the best
$150 investments I’ve ever made. It’s really
built community, and agents come in from
other companies for the ping pong challenge.
We never recruit, and we never say the word
‘recruit.’ We’re recruiting without recruiting.”
Cutting edge with some
adjustments
Also breaking the mold is Red Oak Realty,
with offices in Oakland and Berkeley, Calif.
However, Kevin Hamilton spearheaded the
change only after studying agents in their
natural habitat (translation: a traditional office).
“I have an undergraduate degree in
psychology,” says the CFO at the 69-agent
Photo courtesy: Red Oak Realty.
14May/June 2013
company he and three other partners purchased
in 2009. “I studied how they used the space
and saw a culture shift. I was witnessing agents
running in, printing something, and running
out. Or they were pushing their desktop
computer aside to set up their laptop. I’d see
agents using their cell phone, not our phones.
We had new agents saying, ‘Can you not give
me a landline?’ I thought we could reallocate
company funds toward things agents would
benefit more from.”
The company did a minor refacing of its
Berkeley office and a complete 180 in Oakland.
“Our Oakland lease was running out, and we
had to get out of that space,” says Hamilton.
“It was this cavernous building with 30-foot
ceilings and about 5,000 square feet for about
30 agents. It was in a really urban area with no
restaurant or other place to walk to. We had
zero community. When we found this space,
we decided to do something that reflects our
personalities.”
The new space is half the size, at 2,490 square
feet, and it has no offices or cubicles. “I describe
it as a touchdown area,” says Hamilton. “It’s not
where you’d want to sit for eight hours working.
It’s like a big coffee shop. Down the center of
the office, we have a huge table made from a
fallen redwood. That’s where agents can spread
out. The space previously housed a bank, and
the vault is now a really large conference room.”
The most whimsical part? “We built phone
booths,” says Hamilton. “I’d see agents walking
into a conference room, closing the door,
and then pacing while they talked on their
cell phone. They were taking up room for 10
people with a private call! Today we have fourfoot by four-foot booths with a landline and
chalkboards on the wall if they need to write
something down. They love it.”
The buildout cost “well into the six figures,”
says Hamilton. But the space is green certified,
so ongoing costs are lower. “We have about
400 lights, and every single one is LED. That
probably added $40,000, but my electric bill has
gone down about $1,500 per month, so we’ll get
that back in about two years. The upfront costs
are a little more than with a traditional redesign.
But it’ll save us money in the long run.”
www.crb.com
Six Ideas for Today’s Office Design
Looking to tweak your office design? Keep these six ideas in mind.
1. T
he trend is techie. “Everybody’s doing the tech look,” says Edin Rudic, creative director
at MKDA, an architecture and design firm in New York City. “It’s a hybrid of an industrial, cool,
casual, and open lofty space with concrete floors and industrial-looking lighting. It’s semicasual and accommodates personal comfort. Contradictory as this sounds, however, spaces
are shrinking. You can usually calculate 150-220-plus rentable square foot per person.”
2. “Benching” is big. “People are being squeezed more into the benching idea, which is great
because they communicate more,” says Rudic. What’s benching? Picture a Wall Street trading
office with lower-than-typical cubicle walls.
3. Comfort nurtures creativity. “More casual and humane spaces foster great ideas,” says
Rudic. “They make people more creative, excited, and friendlier, and that should result in more
productivity. They also improve client relationships; they send the message the company cares
for its people and is open-minded and interested in new ways of doing things.”
4. Lounge areas are smart. “Companies are taking more space for lounge areas,” says Rudic.
“If the business grows, they can always be turned into more work space. They’re also creating
shared spaces with things like dartboards, ping pong, or video games.”
5. Multipurpose spaces are very important. “If you have an open cafeteria space, an
adjacent conference room, and a lounge, by adding movable walls, you can have things like
town hall meetings,” says Rudic. “Traditional conference rooms don’t work anymore because
they’re too isolated.”
6. Agents may need a place of their own. “I don’t know how ready most people are for
shared spaces,” says Rudic. “It’s our nature to look for a place we can grow roots. The trend
in some offices is for workers to ask for one room with lockers to keep their personal stuff, and
then they’re willing to switch desks.”
With many fewer phone lines and telecom
costs, Hamilton has also gone from $4,000 to
less than $500 on monthly phone expenses. He’s
investing the savings in tools for agents. “We
have a network that accepts iPads, an online
transaction management system, an incredible
bank of printers, and 24-hour tech support,”
says Hamilton. “We’re also upgrading to a
softphone system, which turns your laptop into
a phone. We’ve taking things we spent a lot of
money on that agents didn’t use and putting in
their place things they do use.”
Hamilton’s advice: Get agents involved and
be willing to make adjustments. “I’d say,
‘Stand in this booth; does it need to be bigger
or smaller?’” he explains. “Agents felt like we
For Managers, Brokers and Owners
built this together. Later, on a few things, they
said, ‘Kevin, this isn’t working,’ and I listened.
Originally, the space was too loud because, so
we put in acoustical panels.”
The biggest win is that agents are increasingly
working together. “People are willing to share,
collaborate, and trust each other more,” says
Hamilton. “I’ve learned not to underestimate
how willing people are to change. So many
times I said, ‘Agents will never accept that.’
Yet they have, and they’ve really thrived.”
G.M. Filisko is a lawyer and freelance writer
who specializes in real estate, legal, business, and
personal finance topics.
2013 May/June
15
Social Media:
Benign Neglect Is
a Dangerous Policy
Don’t have time to keep track
of what your agents are saying
online? It’s time to make the time.
By G.M. Filisko
16May/June 2013
www.crb.com
For Managers, Brokers and Owners
2013 May/June
17
N
ot paying much—or any—attention
to what your agents are posting on
sites like Facebook, Twitter, Realtor.
com®, or Trulia?
That’s a risky business, says Marcie Roggow,
ABR®, ABRM, CCIM, CRBSM, CRS®, DREI,
GRISM, SRS®, a Sioux Falls, S.D., REALTOR®
who teaches seminars on the Internet and
the Code of Ethics and heads a real estate
brokerage, Real Estate Investment Co. Real
estate oversight agencies are kicking into
high gear and starting to hit brokers with
fines as a result of lax oversight of agents’
online activities.
Here, Roggow discusses growing enforcement
efforts and offers tips on how to oversee your
agents online.
Not paying attention?
Join the club
If you haven’t been monitoring your agents on
social media, don’t beat yourself up too much.
It’s not good. But you’re not alone.
“Brokers have no clue what their agents are
doing,” says Roggow. “I was just talking to a
friend in Tucson, Ariz., who’s a fellow trainer.
A broker at a large company called him in the
middle of the day and said, ‘You need to get
over here now; there’s a problem.’ The Arizona
Department of Real Estate had been watching
agents’ advertising. There on this broker’s desk
was a stack—he said it was literally a stack—of
citations from the department, and they all
related to advertising. Every single one of them.
“The Arizona DRE had been on agents’
LinkedIn and Facebook pages, and any time
agents didn’t have themselves appropriately
tagged as real estate professionals and didn’t
say, ‘Here’s the company I work for,’ it was a
$300 fine—per incident,” explains Roggow.
“In Minnesota, it’s a $1,000 fine per incident.
In Texas, it’s $300 for the first violation,
$600 for the second, and $900 for the third
through the Texas Association of REALTORS®
Professional Standards Division since it’s a
violation of Article 12 of the Code of Ethics.”
(More on the code later.)
“While my friend’s still at that company, he
gets another call,” says Roggow. “It was another
major company in Tucson, and they needed
him right away, too. The DRE had just started
seeing what it could fine, yet the brokers had
no idea they had to do social media compliance
checks for their agents. Most brokerages
don’t have a compliance officer, or the
broker doesn’t have the time or doesn’t
think about doing them.”
Roggow predicts these types of stings will
happen with more frequency and spread to
other states. “Brokers need to know that some
of these state DREs are now self-funded,” she
says. “The state doesn’t fund them anymore,
and they have to figure out how to fund
themselves. So we’re really seeing brokers get
fined more and more, and there’s no insurance
for that. Errors and omissions insurance doesn’t
cover these violations.”
There’s no question that monitoring agents
online takes time. But it’s something brokers
need to begin blocking time on their schedule
to handle. “When brokers read this, they’ll say,
‘When in the world am I supposed to be doing
that?’” Roggow says. “With all the troubles over
the past years, every single transaction has had
issues. That’s hard for small brokers. And think
of the burden for large companies of going
The code requires that all communications be
professional. Agents’ signature box must inclu
and any other requirements imposed by their s
sales associates, and teams must also identify
a website in a readily apparent manner.
18May/June 2013
www.crb.com
through every single agent’s online activity for
compliance. Instead brokers will send a list to
agents saying, ‘Here’s what you need to do;
make sure you’re up to date.’ But agents aren’t
going to do that.”
Cozy up to your rules
You can’t begin training agents on their social
media responsibility until you understand
which rules govern online activity.
You must first follow all state rules governing
real estate licensees’ advertising. The tough
part with social media is determining what’s an
advertisement and what’s common chatter.
“There’s a difference between an advertisement
and water cooler conversation,” explains
Roggow. “If you say, ‘It’s a great day to
buy real estate in Naples,’ that’s a water
cooler conversation. When it switches to an
advertisement, it’s, ‘It’s a great day to buy real
estate in Naples. Call me to see your favorite
property.’ The best way to distinguish between
the two is to substitute the word ‘inducement’
for ‘advertisement.’ If you’re inducing
potential clients to act, you’re advertising.”
Be sure you actually read your state’s
advertising rules. “Every single state is
different,” says Roggow. “I’ll bet if I did a
survey of leading brokers in each state, they
wouldn’t be able to answer the question of what
their state’s rules say, especially since many of
the rules have changed to incorporate online
communications—not just print ads. Therein
lies the issue.”
As a REALTOR®, you’ve also got to ensure your
agents are complying with the REALTOR® Code
of Ethics, in particular Article 12. “You must
not only avoid violations of the advertising
rules in your state, but also Article 12 code
violations,” says Roggow. “Not only can your
state be fining you, but you can also fined by
your board’s professional standards committee
if it has implemented the citation policy for
Article 12 and has that fine process in place.”
The most common violation agents commit,
says Roggow, is the failure to identify
themselves properly, which includes notifying
the public of their affiliation with their broker.
identified as coming from a real estate sales
ude their company name, how to contact them,
state, such as their license number. Companies,
y the affiliating broker on every page of
- Marcie Roggow, Real Estate Investment Co.
For Managers, Brokers and Owners
2013 May/June
19
“Every state requires agents
to have their company name
attached to every advertisement,”
says Roggow. “Not doing that
is not only a violation of state
law, but also a code violation.
The code requires that all
communications be identified as
coming from a real estate sales
professional. Agents’ signature
box must include their company
name, how to contact them, and
any other requirements imposed
by their state, such as their
license number. Companies, sales
associates, and teams must also identify
the affiliating broker on every page of a
website in a readily apparent manner.
“Some states, including Texas, also prohibit
agents from ever presenting themselves as a
broker-owner of a company if they’re not,” says
Roggow. “Teams are huge, and they’re often
advertising based only on the team’s name. In
some cases, consumers don’t even know there’s
a brokerage behind the team. When you get to
agents’ websites and don’t see any indication of
their affiliation with a broker, that’s a problem.”
Many states even dictate the size of agents’ and
brokers’ names in advertising. “In Minnesota,
the agent’s name has to be same size or
smaller than the brokerage name,” explains
Roggow. “In Texas, the company name must
be at least half the size of the largest font on
the advertising to eliminate the use of a tiny
company name hidden in the bottom corner.
You have to pay attention to your state’s
policies governing the size of agents’ and
company names.”
Other problems that can get you and your
agents in trouble:
•P
osting information that can lead to the
identification of your clients. Roggow uses
the example of a Tweet: “Just got an offer
$70,000 lower than asking price. Seller still
isn’t budging much.” That can lead to a breach
of client confidentiality, says Roggow, because
people can easily find that sales associate’s
listings and possibly find out which might
get an offer that much below the list price.
Another potential breach: Posting that a
property sold immediately after receiving
multiple offers. Disclosing multiple offers
requires the sellers’ permission first.
•H
ijacking other agents’ or companies’ sites.
The Code of Ethics also prohibits the
deceptive use of things like key words to
direct or divert Internet traffic. Perhaps your
real estate company is called West Chicago
Homes. Maybe another company’s website
name is strikingly similar, and its pages
include repeated use of the keywords “West
Chicago Homes.” Your competitor may be
violating the code because it’s knowingly
trying to use your company name to direct
consumers who search with those keywords
to its website.
I’m on Facebook all the time reading agents’ po
they’re doing. I’ll senD a quick note to correct
are very grateful. Other times, it’s just a matte
in. Education is the best lesson. Payment of fine
20May/June 2013
www.crb.com
•P
osting photos without people’s permission.
“Agents are posting pictures of buyers outside
their house or at the closing table saying,
‘Congrats on the purchase of your home,’”
explains Roggow. “You have to have a signed
authorization to post that picture. You can’t
post it just because you think it’s a good idea
that someone taught you in a marketing class.”
• Using technology to misrepresent the actual
condition of a property. “Some agents have
bought products that allow them to alter
pictures, and people are starting to complain
about that,” says Roggow. “Or they’re using
fisheye lenses to make postage-stamp-sized
backyards look bigger.”
•A
nswering consumers’ questions online with
inappropriate advice. “Some agents participate
in conversations on sites like Trulia Voices
and Zillow Advice where consumers can ask
questions and agents can be the authority
providing the answers,” says Roggow.
“Sometimes that advice violates the law, and
brokers have no idea. A consumer might say,
‘I’m not happy with my buyer’s agent; what
should I do?’ An agent replies, ‘Cancel your
contract.’ You can’t tell somebody to cancel a
buyer’s agency contract without knowing the
details. What you can say is, ‘Go to talk to the
agent’s broker about your concerns.’”
Start protecting
your company today
How can you possibly wrap your arms around
the job of tracking what your agents are saying
online? Start with some basics. “With the viral
world we live in, listings are being aggregated
out to places brokers don’t even know about,”
says Roggow. “There are profiteers out there
selling agents’ stuff, and their sites don’t
comply with advertising rules at all. So we
have brokers set up Google or Giga ‘alerts’ on
each agent’s name to see where agents’ listings
are being aggregated.”
When you set up alerts on either Google or
Giga, those sites will search the Internet for
the names you’ve identified and email you the
results daily. Roggow says the initial emails
will be packed with references, but after a short
period of time, you’ll get fewer results and
they’ll be listed according to their relevance,
making the process easier to manage.
Also set up a system that allows you to know
where your agents are online. “It all starts with a
spreadsheet,” says Roggow. “You need to know
the domain names they own, their websites,
if they’re on LinkedIn, Facebook, Twitter, or
somewhere else. You just need to know where
they are.”
“Then start taking small steps, beginning with
sending agents the requirements in your state,”
adds Roggow. “That would require you to know
those things so you could make the list. But
basically, it should say things like, ‘If you’re
posting on Facebook, here are the details you
must include.’”
And, frankly, you have to begin acting a little bit
like Roggow. “They call me the Internet police,”
she says. “I’m on Facebook all the time reading
agents’ posts. Sometimes I really have issues
with what they’re doing. I’ll send a quick note
to correct the problem, and most of the time
agents are very grateful. Other times, it’s just a
matter of time before someone else turns them
in. Education is the best lesson. Payment of
fines follows right behind.”
G.M. Filisko is a lawyer and freelance writer
who specializes in real estate, legal, business, and
personal finance topics.
osts. Sometimes I really have issues with what
t the problem, and most of the time agents
er of time before someone else turns them
es follows right behind.
- Marcie Roggow, Real Estate Investment Co.
For Managers, Brokers and Owners
2013 May/June
21
Accountability
Activity
Results
A complete in-house solution for real estate companies that incorporates
Online eModules and Live Training.
24 Interactive Modules
Average 30 Minutes Each
Best Practice Based Content
Systems & Checklists
Buyer & Seller Dialogues
Downloadable Forms
Immediately Implement
Improves Performance
Builds Sales Skills
Sales
Performance
Based
Complete
Training
Solution
Live &
Online
A ordable
24 Interactive Modules
Average 30 Minutes Each
Advanced Concepts
Brokerage Best Practices
Systems & Checklists
Recruiting Dialogue
Develops Manager’s Skills
Downloadable Forms
Worth 2 CRB Credits
Licensed CRB Content
Downloadable Student Manuals
Facilitator Manuals
High Weekly Accountability
Track Student Performance
Weekly Assignments
Team – Peer Reporting System
High Energy Program
Drives TANGIBLE Results
Why wait? Learn more!
22May/June 2013
www.crb.com
Today’s learners demand access to “just-in-time” information and resources that provide short bursts
of knowledge – when and where they need it. In response to this demand, CRB has developed an
online based multi-module Accelerate Training program for both agents and managers.
Agent Modules
1
2
3
4
5
6
7
8
9
10
11
12
Get started
today!
Preview
sample
modules at
www.CRB.com
Agent Job Description
Planning for Pro t
Pro table Prospecting
The Perfect Schedule
Know Your Numbers
E ective Lead Generation
Converting the Inbound Lead
Calling Your Sphere
Outbound Sales Call
Circle Prospecting
Online Lead Conversion
E ective Lead Follow-up
+ 12 more! Visit www.CRB.com
$249 per User for 12-month access
Volume Discounts for User Packages
of 25, 50, 100 or more!
Manager Modules
1
2
3
4
5
6
7
8
9
10
11
12
Company Vision & Values
Company Objectives & Plan
Manager’s Job Description
Managing Success
Your Perfect Schedule
Creating a Winning Culture
Company Value Proposition
Recruiting by the Numbers
Agent Candidate Sourcing
Recruiting Tactics
The Interview Process
The Recruiting Interview
+ 12 more! Visit www.CRB.com
$279 per User for 12-month access
Volume Discounts for User Packages
of 25, 50, 100 or more!
For years, CRB members and course participants have requested training solutions that they could
deliver to the agents within their own brokerages. The Accelerate Training program not only includes
the Accelerate Agent Series of eLearning Modules, but also includes a mentoring-based multiple
week live training program entitled, Accelerate Live.
Not Every
O ce
Can A ord
a Full-Time
Trainer!
Week
1
2
3
4
5
6
7
8
9
10
Planning for Pro ts
E ective Lead Generation
Lead Conversion Techniques
Working With Quali ed Sellers
The Listing Process
Listing Success Strategies
Working With Quali ed Buyers
Showing to Sell
The Internet Engaged Consumer
Systems for Success
For more information,
contact the Council:
800.621.8738
www.CRB.com
Increase agent productivity and increase your pro t! If your agents win – you win, and with
Accelerate Live the results are outstanding. Call now to nd out how easy it is to o er this
program in your company.
For Managers, Brokers and Owners
2013 May/June
23
Recruiting
Carla Cross
CRB, MA
The Recruit’s Transition:
Challenge or Opportunity?
You’re at the end of the interview process
with Sheila, a potential recruit. You’re getting
positive head nods from her. She really wants to
join your office—and you certainly want her to
join. She’s the kind of agent you want and need:
In-culture, a team player, and a great producer.
But wait a minute. She won’t commit. She’s
afraid to make a change now because:
1. She’ll lose business.
2. She’s too busy.
3. She’s not busy enough.
4. S he feels she has to organize everything
before making the change.
Yes, from recruiting for two decades, I’ve heard
them all, too. In this article, I’ll show you how
to anticipate and handle those objections by
making a great transition plan for each agent.
Why Transition Plans?
You need transition plans for several reasons.
They:
1. A
ddress and counter all four of those
objections, or they anticipate those objections
so they don’t even come up.
2. M
ake it easier on you and your staff.
3. A
ssure your transitioning agent hits the
ground running and increases business in the
first 60 days in your office, which is a great
recruiting tool.
Break the Plan in Two
To help everyone involve transition
successfully, you need two sections of a
transition plan:
24May/June 2013
1. Prior to the first day in the office—The ­
pre-transition helps the agent and staff
prepare for the move by accomplishing the
activities that assure the agent can hit the
ground running.
2. First day to day 100 in the office—This part
of the plan assures the agent has positive
direction, support, and guidance as she
implements her business plan in a new
environment.
Each part of the transition plan should cover:
• Who does the action (recruit, staff, manager?)
• Who supports the action (staff, manager?)
• When the action is to be taken
• Costs involved in the action and who pays
• Completion of the action (who checks off
on completion?)
This, I believe, is the most important aspect
of the transition plan. Someone must hold the
parties accountable to complete each action.
One mistake I see in these plans is that this last
part of the checklist isn’t there. The checklists
look beautiful, but there’s no accountability
built in.
The Pre-Transition Plan
This part of the plan assures the agent will have
a lot of the “housekeeping” out of the way prior
to his first day in your office. It should include
things like ordering business cards, signs, and
sign riders. Click here to get a copy of my
transition plan.
Show your pre-transition plan during the
interview to anticipate most of objections
www.crb.com
Recruiting
recruits will raise when facing the real decision
to move. Explain that the agent will be working
with your staff to assure all these items are
accomplished easily and in a timely manner.
So, for instance, when the agent has a new
listing on day two in your office, he’ll have
his signs and sign riders ready to go (plus his
business cards).
This answers the objection, “I’m too busy.” If
this is an objection, you must be able to assign
a staff member to assist with the transition
process—prior and after affiliation (more about
this later in this article).
One challenge agents have is in telling their
present manager they’re leaving. You may have
to role play with your recruit for dialogue that’s
graceful and non-engaging, that is, dialogue
that doesn’t get the recruit into an argument.
You may want to discuss the “buy back”
techniques managers use to keep agents, such
as, “I’ll give you a higher commission if you’ll
stay.” What does this suggest about the value
of the departing agent? Why is this coming up
now? Discuss fair play and fair value and how
your culture and environment are different.
The Post-Transition Plan
This plan assures the agent isn’t busy with
support work and can actually keep her
business going as she transitions. For the agent,
it should include:
• Detailed checklists for weeks 1-100
checklists you have now. Are they prioritized in
importance to that agent’s success? Or are they
just laundry lists of all the things you believe an
agent should do?
Always start with lead generation. At the top of
each day should be lead generation because you
want that agent to hit the ground running and
gaining business, not losing it getting bogged
down in details.
Should you separate the business plan from
the support plan checklist? I’ve seen transition
plans that mix business-producing activities
with business-support activities. That is, they
have a checklist item of “see the inventory”
followed by a checklist item “call on 10 people
you know.” I believe the two checklists are
best separated. Why? You want the agent
understanding what’s in a business plan and
how to implement it. If you need a prioritized
start-up plan, see Up and Running in 30 Days
(4th edition).
Beware the Danger Zones
Leaving an office where you’ve been affiliated
for a number of years is like losing your best
friend—or even a divorce. You can feel lonely,
depressed, and unsure you made the best
decision. These feelings are strongest right
before and right after you affiliate. (I know. I’ve
been there!) Managers, here’s where you step in.
Take these actions:
• A schedule of the office (meetings, coaching,
team lead generating, etc.)
1. Call the agent the day after she agrees to
affiliate with you. Be sure she’s feeling OK.
Tell her how excited you all are about her
joining the team.
• A schedule of any required courses or courses
recommended for that agent
2. Write the agent a personal note expressing
how happy you are to get to work with him.
• Names and contact information of office
leadership
These two actions will relieve some of those
feelings of loss the agent has.
• Codes and passwords
The first day to the first week is also a danger
zone. What are you doing to make the agent
feel a huge welcome by you and your team?
Remember that it’s difficult for adults to
embrace change. Your job is to make the
• Company vision, mission, and values
One mistake I see in these post-transition
plans is the absence of priorities. Look at any
For Managers, Brokers and Owners
2013 May/June
25
Recruiting
transition not only painless but exciting and
warming. Here are some ideas:
1. P
ut flowers on the agent’s desk with a
personal note from you and the staff.
2. U
se a voicemail/email to welcome the
agent to the office and ask that everyone
welcome her.
3. C
reate a buddy system where an agent new
to your office is assigned a buddy who meets
and greets the agent, takes the agent to coffee,
and generally serves as a transition buddy for
a couple of weeks (no pay, just friendship).
4. I f you have an office meeting coming up
soon, ask the buddy to introduce the agent
and offer some little-known yet pertinent
facts about the new agent that are fun
and informative.
5. I ntroduce the agent in your office newsletter,
not just who she is, but her specialties, what
she did before real estate, etc.
In other words, do all you can to create a warm,
inviting, friendly, and open atmosphere. I know
you don’t think it happens in your office, but
I’ve heard of two powerhouse offices that made
a point of ignoring the agent new to them. How
would that make you feel if you were in a new
environment? Make sure that doesn’t happen
in your culture.
and that someone will be following up with a
phone call. A few days after they’re sent, one
of your staff members follows up with a phone
call. Provide a script that simply reiterates
the agent has made a change and asking how
the agent can assist the client at this time.
Generally, the agent will get additional
business, instead of facing downtime with
no lead generation.
What you may find with that strategy is that
even the best agents frequently have sloppy,
unpurged databases—or none at all! Be
prepared to have to clean up the database or
construct one.
The good news is that you’ve modeled for
the agent how to recontact his best sources
of business, and you’ve helped him recreate
or create that invaluable piece of business—
his database.
What Your Transition Strategy
Accomplishes
By helping transitioning agents before and after
the transition, you’ve created more teamwork,
camaraderie, support, and enthusiasm for
your office. You’ve helped agents conquer the
challenges of changing offices. Best yet, you’ve
proven you care more about agents than just
“snagging” another license.
How to Assure an Agent’s Business
Grows—Not Shrinks
One of the most common agent objections is
that business will suffer with the change. To
anticipate or handle that objection, ask the
agent for his database of past and present clients
and circle of influence. Offer to send emails
and cards to up to 300 (or you decide on the
number) of people in his database immediately
after he makes the change.
Your staff prepares the cards and/or emails,
which will state the agent has made a change
26May/June 2013
Carla Cross, CRBSM, MA, is a former masterlevel CRBSM instructor and author of six
internationally published books for real estate
professionals. Best known for her program Up
and Running in 30 Days, Cross speaks, coaches,
and provides resources to real estate leaders
internationally. Cross is making her ebook,
Recruiting: From Romance to Reality, available
with her compliments. See recruiting, training,
and coaching resources at Carla-Cross.com.
www.crb.com
CoachingCorner
Darren R. Kittleson
CRB
Coaching Through
Overwhelm
Darren Kittleson is a 20-year
veteran of the residential and
new construction real estate
industry. Kittleson is a Keller
Williams University regional
trainer, BOLD Coach and a
coach with Frame of Mind
Coaching based out of
Toronto, Ontario, Canada.
He serves as operating
principal and broker of two
Keller Williams Realty offices
in Madison, Wis.
Industry-wide, Kittleson
has served as president
and treasurer of the
REALTOR® Association of
South Central Wisconsin
(RASCW). He was named
REALTOR® of Distinction
by RASCW in 2000 and
served as a director of the
South Central Wisconsin
Multiple Listing Service.
Within the Wisconsin
REALTOR® Association
(WRA), Kittleson has held
the position of state director,
executive committee vice
president, public policy
committee chairperson
and served on the strategic
planning committee. For
more information, visit
www.framecoaching.com.
For Managers, Brokers and Owners
2013 May/June
27
SocialMediaMarketing
G.M. Filisko
Freelance Writer
What Tech are Your
Competitors Adding?
Want to keep track of what your competitors
are introducing when it comes to technology?
Here, five brokers discuss the technology their
company has recently added, why that tech
tickles them, and the cost of the upgrade.
Draw foot traffic 24/7
“I wanted to create something to help my
company stand out against the competition and
benefit our clients. I’ve adopted WindoVision,
an interactive display that allows people instant
access to property information and virtual tours
on homes they’re interested in. It sits in the
front pane of my office, and while the system
is actually inside the building, people can
access it by touching the keypad functions
through the glass.
The technology offers consumers 24/7 access to
our listings and allows for non-stop exposure
for our sellers. It’s heard through the outside
speakers and features a lovely British woman’s
voice, which seems to draw a lot of attention.
The system also offers the opportunity to search
other properties, not just the ones displayed
in the window, calculate mortgage costs, and
forward the information consumers view to
their email or smartphone.
Since the installation, we’ve gotten more
pedestrian traffic and inquiries from potential
buyers and sellers. It’s definitely an investment.
Depending on the type of system and number
of windows used for the display, the cost can
run from $15,000-$25,000, plus a monthly
maintenance fee. To cover those costs, we’ve
discontinued memberships and subscriptions
with many other lead-generation technology
programs. They promised the same or
28May/June 2013
equivalent exposure but hadn’t produced the
return on investment that made sense to our
company. Often, we’d get leads for homes we’d
already sold!”—Lillian Montalto, CCIM, CRBSM,
CRS®, GRISM, ABR®, SRES®, broker-owner, Lillian
Montalto Signature Properties, Andover, Mass.
Escrow, commission checks on the spot
“We’ve implemented a technology, Check
Express Way, to make online deposits to our
commission or escrow account from any device
through our secured website so customers
and agents can deposit time-sensitive funds
electronically without the hassle of driving to
an office. The technology tracks deposit statuses
and shows all parties to transactions the monies
held on demand and sends email notifications
when checks clear.
The system also allows agents to ask for a
disbursement of escrow online and, when
approved, even sets the check to be printed
from their home office or any of our offices
or echeck kiosks across town. Agents can
print their own escrow or commission checks
from the convenience of their homes. They
love it because it also allows them to impress
customers and other parties related to their
deals. They brag about those check tools
constantly.
The platform is part of our virtual office
technology and was developed in-house
with our own programming team. I estimate
it cost $50,000 in programming time and
implementation.”—Andres Korda, MBA,
co-founder/managing director, Avanti Way
Realty, Miami
www.crb.com
SocialMediaMarketing
Website adjusts to the user’s device
“Our company is implementing a mobileresponsive website. Our hope is to increase our
customers’ mobile experience and upload speed
for better conversion rates.
Our new responsive website redistributes
content based on the type of device consumers
are using to navigate the site. It’s not a mobile
application, which is usually built independent
from the main site, but rather a set of styles that
check the width of the device (desktop, tablet,
phone) the consumer is using. The design then
redistributes our content accordingly. It’s a
fantastic way to push different content to the
user based on the user’s intent. For example, if a
user is navigating our site on a phone, he’s more
likely to need directions or our phone number.
We hope this will increase our website traffic
and better drive and convert leads.
To have a better local and searchable presence—
to be among the top search rankings for terms
like “Vail real estate,” for example—we’re also
aiming to provide more hyperlocal information.
This will not only help an interested customer
navigate our area but also provide added value
to families interested in moving here about
things like local schools and class sizes.
To implement this upgrade, we’ve customized
software that cost about $1,500.—Mike
Seguin, broker-owner, High Life Properties,
Edwards, Colo.
There’s an app for that
We’re introducing an app to deepen and
continue clients’ experience with our
company. It has all the standard features of a
real estate app, including home search. The
most important aspect for us, however, is the
communication channel it opens up between
the user and the agent. Clients using the app
can notify their agent immediately of properties
of interest.
The app also enables our agents to better
communicate with each other. We can use it
For Managers, Brokers and Owners
to save notes about homes we’re viewing and
share them with our colleagues, including
things like floor plans or details not listed on
the web. If an agent shows a home to a client
that’s not the right fit, the agent can add a note
that the property might meet the needs of her
colleague’s client. Sharing information and
making it more accessible makes the company
more efficient and effective.
The app also gives sellers an idea of how many
people are searching for a home like theirs.
If you’re thinking of selling, you can describe
your house, and the app will tell you how many
people are actively searching for a home with
its features with the app. This is designed to get
sellers to call in to ask about listing their home
once they’ve seen the demand for it.
We’ve paid less than $5,000 for the app plus a
lifetime subscription for its. Each agent will pay
a monthly subscription of roughly $20. It’s an
investment we anticipate recovering through
increased leads and new business generated by
the app.—Jenelle Isaacson, broker-owner, Living
Room, REALTORS®, Portland, Ore.
Business cards on the go
We’re partnering with Vizibility to offer mobile
business cards through a microsite that can
include the agent’s vcard, listings, calculators,
virtual walk-throughs, videos, photos, and
more. It works with virtually any iPhone,
Android, Blackberry, Windows Phone, or other
mobile device that can scan a QR code.
The mobile business card tool will be free to
4,500 brokers and agents in six states for the six
months; after, agents can sign up for $90 per
year. The initial cost to set up the program came
from our new-initiatives fund that’s used to
continuously research and offer new technology
and tools to our agents and brokers.
—Jay Garrity, sales and marketing director,
RE/MAX Regional Services of Georgia, Kentucky,
Tennessee, Southern Ohio, and Southeastern
Michigan, Alpharetta, Ga.
2013 May/June
29
SalesStrategies
John D. Mayfield
CRB, e-PRO®, GRI
Build Teamwork by
Testing Agents
Category: Teamwork
Materials Needed: Handouts included with
meeting materials and flip chart.
Estimated Time: 15–20 minutes or longer
depending on the amount of time allowed for
group discussion.
PowerPoint Available: No
Meeting Objective: To help agents become more
team-oriented and work as a group to solve a
particular problem or question.
STEP 1
3. How many parties are involved in a deed
of trust?
4. The promissory note serves what purpose in
a real estate transaction?
5. Name the four unities in a joint tenancy.
6. Who served as the third president of the
United States?
7. What was the 47th state to join the
United States?
8. How many wives did King Henry the
VIII have?
Split agents up into groups of five or six, if
possible. Print the handout that includes the
various questions.
9. What does the term “crescendo” mean?
STEP 2
11. A football quarter has how many minutes?
Have groups work together to answer their
questions. After they’ve finished, allow each
group to exchange their answer sheets with
another group and to go over the quiz while
scoring the results. The team with the most
correct answers at the end of the round wins.
Record the results on the flip chart, and provide
a small prize for the winning team.
12. A basketball half has how many minutes?
Questions for Teams
16. What year were the Olympics last held in
Los Angeles?
1. W
hat was the name of Stephen King’s
first novel?
2. W
ho won the 1992 Super Bowl?
30May/June 2013
10. In golf, what’s a “scratch” handicap?
13. A hockey period has how many minutes?
14. In baseball, what goes in the following
blank: The _____ inning stretch
15. In a lease, the owner of the property is
referred to as the _______.
17. How many states begin with the letter M?
18. Who was the 2001 National Association of
REALTORS® president?
www.crb.com
SalesStrategies
19. A large pizza from Dominos® is how
many inches in diameter and contains
approximately how many slices?
12. A basketball half has how many minutes? 30
20. An acre has how many square feet?
14. In baseball, what goes in the following
blank: The seventh inning stretch
21. A mile has how many feet?
22. A gallon of milk contains how
many ounces?
23. What is the longest-running Broadway play?
24. Liens are considered to run with what?
25. Under IRS rules, land does not do what?
Answers
1. What was the name of Stephen King’s
first novel? Carrie
2. Who won the 1992 Super Bowl?
Washington Redskins
3. How many parties are involved in a deed
of trust? Three
13. A hockey period has how many minutes? 20
15. In a lease, the owner of the property is
referred to as the lessor.
16. What year were the Olympics last held in
Los Angeles? 1984
17. How many states begin with the
letter M? Eight
18. Who was the 2001 National
Association of REALTORS®
president? Richard Mendenhall
19. A large pizza from Dominos® is how
many inches in diameter and contains
approximately how many slices?
14 and eight
20. An acre has how many square feet? 43,560
4. The promissory note serves what purpose
in a real estate transaction? The financing
instrument
21. A mile has how many feet? 5,280
5. Name the four unities in a joint tenancy.
PITT: possession, interest, time, title
23. What is the longest-running Broadway play?
Phantom of the Opera
6. Who served as the third president of the
United States? Thomas Jefferson
24. Liens are considered to run with what? Land
7. What was the 47th state to join the United
States? New Mexico
8. How many wives did King Henry the
VIII have? Six
9. What does the term “crescendo” mean?
Starting soft, then building to a louder
sound
10. In golf, what’s a “scratch” handicap?
Even par
11. A football quarter has how many
minutes? 15
For Managers, Brokers and Owners
22. A gallon of milk contains how many
ounces? 128
25. Under IRS rules, land does not do
what? Depreciate
STEP 3
Explain that the purpose of the exercise is
to demonstrate the need to work as a team.
The questions cover a wide variety of topics.
Subtopics are weak areas of study for some
individuals, while other people know a lot about
them. Explain that this is what makes good
teamwork. Everyone on the team has a trait or
ability to lend to the team. Where one is weak
in an area, another team player is strong. If we
learn to use teamwork, it can be a powerful
2013 May/June
31
SalesStrategies
tool. Stress that the key to effective teamwork is
making sure everyone is included and involved
on the team.
Write the word “team” on your flip chart to use
as an acronym. Explain that an effective team
can be thought of as the following, and go over
the following points:
T = Togetherness The group must work as one
unit and be together regardless of the situation.
Whenever team players begin to work on
their own or fail to pass the ball to other team
players, the team will break down.
E = Encouragement Teams must remember that
everyone needs encouragement from time to
time. Good team players realize the importance
of encouraging teammates when they’re down
and need a boost. Encouraging teammates by
commenting on their positive attributes and
helping them reach a little further with their
career can be a tremendous boost for the team.
A = Attitude Team players must have a positive
attitude about working as a team and all the
players. Having the wrong attitude destroys a
team in no time at all.
M =Marriage An effective team looks at the
team as a marriage. Like any marriage, team
players must be loyal to one another. The
team that can function as a unit, and does not
separate, will do great things.
CLOSING:
Remind the group that when we work as a
team, everyone will win. Tell the group that
there’s never been a Super Bowl won by an
32May/June 2013
individual person. Never has hockey’s Stanley
Cup been given to one person. The same is true
for the World Series, the NBA championship,
and on and on. All these first-place awards
are given to teams. The groups that win these
awards do so because they learned to win as a
team. Encourage your group to do the same.
Remember, there’s no “I” in team!
This sales meeting is used with permission from
Mayfield’s book, 5 Minutes to a GREAT Real
Estate Sales Meeting, from Cengage Learning.
Finding good players is
easy. Getting them to play
as a team is another story.
—Casey Stengel, major-league baseball
player, manager, and hall-of-famer
John Mayfield, CRBSM, e-PRO®, GRISM, received
his real estate license in 1978 and has been a
practicing broker since 1981. He is a senior
GRISM instructor for the Missouri Association of
REALTORS® and the Arkansas Association of
REALTORS® and is a master instructor for the
CRB Council. John has been a featured speaker
at the National Association of REALTORS®
conventions, authored seven books, and created
the “5-Minutes Series for Real Estate Agents.”
For more information, contact
www.easysalesmeetings.com.
www.crb.com
For Managers, Brokers and Owners
2013 May/June
33