Superteam style

While a team is a direct reflection of the team, the team is made up of individuals who need to fit your style.

Topic – 5 S’s of Agent Superteams

Mentor – Michael Sheargold

  • ‘In’ meetings and ‘On’ meetings
  • Recruit for a great fit of style
  • Define the style with the team
  • The brand is the impression you leave

Transcript:

Kevin Turner: Good morning and welcome to the show. It is Friday morning, I’m Kevin Turner at RE Uncut presented each and every morning by Property Tree from Rockend, PrintForce, LockedOn View, and Beepo.

Is there someone you’d like us to interview? Someone you’d like to hear on the show? Well just send me a message through the site, or email me at kevin@realestatetalk.com.au. Your questions of course and your comments are always welcome.

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Voiceover: More thoughts now from this week’s mentor.

Kevin Turner: Okay we’ve been talking about superteams all week. Michael Sheargold has been our guest, and a reminder once again that the superteams day is on in Sydney 31st July, you can get the links and buy the tickets by going to resultssuperteams.com.au, or use the links on any one of the pages on REUncut that will take you straight there.

Michael, we talked about superteams and the structure of them, building them and so on, but how important is consistency in all this?

Michael S: Kevin, massively important. The last step for us to talk about in the context of superteams is style. Style is very much around I meet the lead agent who has got a positive, openness, likeable style and then the client services rings … Someone else in the team rings, and it’s like well hang on, they’ve got a lemon in the side of their mouth and they’re just nothing like the lead agent in terms of energy or once again style. That would be incredibly weird for a client. They go, hey on a tick, the lead agent has told me that this person was going to call, but they’re nothing like the lead agent. I almost think I’ve gone to an entirely other agency, where I’m in another service experience not as part of the same service experience.

What’s incredibly important with this is the first thing you’ve got to recruit for a great fit. You’ve got to have someone who you bring onto the team that actually fits your style. Now, not the same skills as you because you typically don’t need someone with the same skills; you need someone with complimentary skills. But from a style point of view, their energy is going to be something that will near your energy. Their communication. Part of the interview process for someone, say in client services, and for a sales associate, is a phone interview. Why a phone interview? 80% of this business is strongly influenced by how successful you are on the phone. Can you have a great conversation on the phone where you’re not seeing that person face-to-face? You’ve got to do that kind of thing to understand style.

Look a really good example, a friend of mine sold for an agent in Sydney. He said, look it was a great relationship, I definitely would do business with this agent again, had a fantastic relationship. Some agents build close to a friendship with clients over the time selling their property. Then she was telling me she got the final settlement letter that clearly was a standard letter that came out. It was like so weird that it was nothing like the style of the agent. It’s weird, when someone in her case was probably an $18,000 to $22,000 fee that she paid for the sale in a suburb of Sydney, then she gets this letter that is so [inaudible 00:03:37] as opposed to not personalised and fitting the style of the lead agent and style of the team.

So this is about, I think … And if lead agents are listening in to this and you’ve got a team, part of your strategy day and one of the things I want to have a quick chat about is a meeting structure, because that’s a big part of the style … You’ve got to have meetings to communicate this. But one of the first things to do is to get together and say, “What is the style that we want to deliver on?” The way I like to do it is the goal is to leave an impression on a client. I love it when you leave an impression, you’ve actually impressed someone. So what is the impression that we want to leave with our clients? Get clear on the four or five qualities that we’re going to communicate through, that’s going to be in our emails, in our letters, in our communication. Start to make sure that that style is reinforced and reinforced and reinforced.

That effectively becomes your brand in the marketplace, and it builds the brand position dramatically. It doesn’t matter who in the team I speak with, I’m in safe hands around the particular process of what this team, what this superteam, is all about achieving.

Kevin Turner: That would be a great question to ask the team at that meeting, wouldn’t it? You’d no doubt do. What is the impression that we want to leave? Let’s just talk about that, so that everyone is on board with the same vision.

Michael S: Absolutely. That’s very much a fantastic brainstorm to do, because you get clear on this, the momentum it builds in the marketplace is significant.

Just a second part, Kevin, in terms of meetings. There’s a meeting flow that we talk about at superteams, and there are two kinds of meetings that you need to do when you’re actually operating a superteam. You have in meetings and you have on meetings. The in meetings you are talking about deals, pipeline, hot buyers, pipeline sellers, who’s next to list, what’s happening with the current stock, current vendors and so on. It’s all about the in the business kind of thing; how do we actually get this offer out? What do we need to do to support this deal? All of that.

The on meetings rarely will talk about a client. The on meetings will talk about the performance of the team; how are we going? What do we need to work on? What systems do we need to upgrade? How are we going on our standards? Are we living our strategy? Are we in the ideal position we want to own? What do we need to do more of/less of to be able to achieve that? It’s all of those conversations.

Typically, they’re the ones that a superteam is operating the weakest. Typically the deal support and so on and what’s happening in the business is pretty good. There could be more frequency of communication around that. But the on meetings, typically they need to be off-site because if you’re on-site you’ll tend to fall into the trap of being in the business not working on your team.

Kevin Turner: How often should those on meetings be held?

Michael S: Look we talk about a meeting rhythm at superteams that basically starts at an annual planning/annual strategy session; what do we want to achieve for the next 12 months? Then I like breaking down into 90 day plans, so you’ve got a Q1 plan, a Q2 plan, pretty obvious Q3 and Q4. So as the quarters roll through, we do check-ins on what we’re wanting to achieve for the year, and simply are we on-track, off-track, what needs to change, upgrade, put in place, along those lines. As simple as that is, Kevin, it makes a massive difference to the alignment, the understanding, and the momentum that you can achieve in the business.

Kevin Turner: Wow, we’ve spent a good amount of time this week but we’ve only just scratched the surface on this subject. That’s the building of superteams, and we want to take your superteam to the next level. Great opportunity for you to do that, to meet Michael and his team to talk about that at that workshop. A wonderful environment to talk your people along to it and explore how you can get better.

It’s on in Sydney, 31st of July. All the information is on the website resultssuperteams.com.au, or use any one of the links on REUncut.

Michael, thank you for spending so much time with us this week. It is a great subject, and I wish you every success in July in Sydney, mate, thank you.

Michael S: Thanks, Kevin. I just think anyone in that process … It’s a great move. I don’t think real estate is in the future going to be a solo sport. So more business is being done by teams than ever before. If a lead agent is sitting there saying, “I’m just going to stay the way I am,” you probably want to rethink that and start to look at what’s the next step for you in starting to build an effective business within the business.

Kevin Turner: Well said, my friend. Thank you once again for your time, Michael.

Michael S: Absolutely pleasure, Kevin. Thank you.

Jet Xavier: Herbert Swope said, “I can’t give you a surefire formula for success, but I can give you a formula for failure; try to please everybody all of the time.” Who do you need to stop trying to please today so you can create success?

I’m Jet Xavier, have a great day.

Kevin Turner: Thanks once again, Jet. That’s it for today, and for this week. Thanks to our contributors this week. Thanks to you for your company. Have a great weekend, we’ll catch you again on Monday morning.

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