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Words of a Champion

We experience “gaps” in life, for example the gap between knowing and doing.  For many people, we know what we need to do, but we fail to do it.  We are not successful at putting into action what needs to be done.  We usually don’t fail to do what must be done.  The gap is doing what needs to be done.

One of the great skills in life is learning to close the gaps in life.  A gap exists because of the void between the actual (where we are) and the ideal (where we think we should be).  This void or gap causes the challenge, fear, and anxiety that we experience.  This gap causes negative emotions and feelings.  If left undirected and unharnessed, these emotions and feelings cause destruction.  These emotions and feelings properly harnessed cause action.

The real purpose for the “ideal” in our life is three fold.  The ideal is first created in your mind to:

            1) Establish goals
            2) Motivate ourselves
            3) Endure hardships

The ideal is a concept, not a set of goals.  The goals are a result of the ideal concept.  You work to try to quantify the ideal.  Once the goals are set we then motivate ourselves to the achievements we want within the time frame that we desire.  If the passion is great enough we will endure hardships to achieve the result we are looking for.  This ideal is the catalyst for goal setting, motivation, and perseverance.

Work to establish your three-step pattern to close the gap between the actual of today and the ideal of tomorrow.

To Your Achievement of Success in Any Marketplace,

Dirk Zeller, CEO
RealEstateChampions.com

P.S. Are you in a changing or down market? Do you want to learn the same tactics that 84% of my clients used to have their best year ever last year, despite the poor market conditions?

If you'd like to join them in controlling today's changing marketplaces, make sure you check out my brand new program. Click here to check it out!

P.P.S. We are now officially opening up our forum to the general public! It's still in the early building stages, but we hope that you'll help us create a community where Agents can share ideas about what is working in today's marketplaces, and really come together to help each other become Champions. Take a look here (and make sure to sign up!): Click Here to Visit the Forum!

 

If you’re frustrated & tired of letting changing and down markets control your real estate future, it’s time that you finally take back control and find out…

"Revealed: The Exact Tools and Tactics You Must Know to Grow Your Business and Income in Today's Changing Marketplaces..."

Dear Champion Agent,

In the past few months, I've been getting absolutely bombarded with emails from both my clients and regular Coaches CornerTM subscribers essentially asking me, "Dirk, my market is the worst it has been in years. What exactly can I do to get out of this slump and drastically raise my income?".

The truth is, whether you're in a market that is moderately down or one that has totally bombed, there is actually a huge opportunity for you to take market share and greatly increase your income. With the proper tactics, you can essentially take advantage of the fact that most Agents simply don't know what to do! Find out how by clicking here...

 

 

You'll learn:

	•	How to play the odds in your favor like a casino - you too can become the house and come out on top in any market
	•	The Top 3 Reasons why prospects select an Agent, and how to use them to instantly create loyalty with new clients over your competition
	•	How to use the 4 Pillars of Prospecting to avoid the plague of yo-yo production numbers and achieve long-term consistency in your income
	•	Dirk Zeller's personal high-converting and proven scripts that will allow you to easily convert buyers and sellers into clients
	•	How to answer the #1 crucial question that could mean the difference between a prospect selecting you or your competition - Most Agents forget it completely
	•	How to use Champion Sales Techniques to convince unwilling customers in a down market to price their homes competitively so you can get the listings sold
	•	How to easily convert prospects to appointments every time using time-tested and proven scripts (provided to you in full)
	•	...and much more!

Find out how you can thrive in your market by clicking the link below...

Creating a Dynamic Listing Presentation

The listing presentation is one of the most misunderstood areas of real estate sales.  There are as many theories about this presentation as there are licensed Agents in North America.  Although the listing presentation has been changed and altered dramatically in the last five to ten years, an efficient and professional presentation will enable the Agent to control his clients properly.  What are the elements of an efficient, professional listing presentation?

First, it is necessary to clearly define a purpose for the listing presentation.  Now, I know that you are thinking, “Of course, the purpose is to take the listing.”  You would be partially correct.  Certainly the objective is to get the contract signed.  The true purpose, though, is to identify the clients’ problem in an efficient manner and convey to the clients that you are the person who will provide the best opportunity to solve their problem.  These are the objectives of a professional’s listing presentation.

The first part, identifying the problem, has two issues that must be resolved.  The first issue is identifying the actual problem.  The actual problem has a baseline that stems from price.  “Price will fix everything else in the equation.”  The price is like the known variable in an algebra equation.  You need to search for the other potential issues, or potential problems, but they all flow through the known issue, which is invariably price. 

By lowering the price, you can sell a property in poor condition, in a poor location, on a busy street, functionally obsolete, in a “buyer's market,” or poor marketing.  The list of fixable problems is never ending; price has a direct correlation to all of these issues.  These issues or problems may, or may not, be interconnected with each other, but price is the only guaranteed connection to all these issues or problems.  Your presentation should be focused and centered on price so that you will have an opportunity to get a sale, rather than just a listing.  Both you and your client want the sale.  Neither of you just wants the property listed.

The second key issue, during the identifying the problem stage, is to get your client to agree on the problem.  This one certainly is the harder of the two issues.  You must be in agreement with your client about what the problem is before you can proceed forward.  Since the problem is most often price, you must have a mutual agreement on price.  The stronger you are regarding the price, the better chance you have of a sale.  Many Agents will delay the hard reality, hoping it will go away.  Deal with it up front rather than thirty days down the road.  You must have the integrity to tell the client the truth; “It won’t sell for what you want.  You need to lower the price.”  Do not hedge or mince words.  Tell the client straight up that it will not sell and get an agreement with the client on price before you move on.  There is no point in continuing if you and the client do not agree on price.  You will just be wasting your time.  I urge you to have the conviction in your skills, as an Agent, to truthfully interpret the market, even though most Agents will not.  Be honest.  Most Agents want the listing and are unwilling to risk losing the listing even though they know the property will not sell for the client’s desired price.

Once you have resolved the pricing issue you are in the home stretch.  Your job now is to convey that you are the REALTOR® for the job.  Brevity is crucial to success in this arena.  Most people do not want to listen to someone talk about how great they are at selling homes.  Ask them specific questions to see what kind of services they are looking for from their REALTOR®.  Find out the type of REALTOR® they are looking for to sell their home.  Most people will just say, “We want someone who can sell our home.”  This is the perfect opportunity to demonstrate your confidence and conviction that you are the REALTOR® for the job.  Look them straight in the eyes and tell them your track record of success and ask them if they are looking for an Agent of your caliber.  If you do not have a track record, sell your company’s record.  You may even need to sell a little of both.  Finally, ask the clients to sign the paperwork.

This section of your presentation should last less than ten minutes, unless they ask a lot of questions.  Throughout this presentation, pepper them with trial closure.  For instance, “Do you want a lock box or by appointment only?  Are there times that would be inconvenient to show the home?”  If you have a concern about the condition of the property, ask the clients if they could fix these items.  There are a million trial closes; use a few to test the water.  Most people will answer them and proceed forward.

When you have set up a few trial closes and you have already agreed on the price, you have arrived.  You have arrived at the moment of truth, simply ask for the order.  It does not have to be elaborate, just ask.  Here are a few examples:  “I think I have all the information I need; I just need your o.k. in the box” or, “Do you believe I can sell your home?”  When they say yes, ask them to sign.  If they say no, ask them to tell you why and listen to their answer.  Once you have heard their answer, handle their concern, and ask them for the order again.  Do not give up after the first setback.  The average sale is made after the fifth or sixth customer refusal.  Be persistent; do not give up.  If you firmly believe that you are the Agent for the job that belief will come through.  People want to select winners to sell their homes.

Many Agents do not understand the concept of brevity.  They have a two hour listing presentation.  What in the world are they doing for two hours?  The seller wants to know each Agents version of the problem, wants to know how that Agent can solve the problem, and which one is the best Agent for the job.  The rest of the presentation the seller really does not care about.  If you want to be the chosen Agent, focus on the problem and the solution.  Spending endless amounts of time on other stuff will just weaken your presentation.

Lastly, once the contract is signed, spend a few minutes debriefing the seller.  If you have staff, introduce them to the seller.  If you have a routine of communication or system you use that may be unique, fill them in.  A few minutes of explanation will save you the "frustrated seller" phone call in thirty days.  Let them know you care, appreciate the opportunity, and move on to the next appointment.

A truly dynamic presentation is short and to the point.  It also stays on focus for the entire time of the presentation.  Do not break your momentum by going too long or not staying focused during the presentation.  Stay directed, stay focused and solve their problem.

"Veteran & Rookie Agents Corner Dirk Zeller at Tele-Seminar - He Surrenders His Top Lead Mastery, Listing Presentation, and
Buyer Conversion Tools"

Managing An Open House - During The Open House

A successful open house requires a well-chosen and presentable home, a well-organized host, and an impeccable follow-up plan so that no prospect gets lost in the post-event period.  This article focuses on the part during the open house.

During the open house

Your primary objective during the open house is to meet guests and sell guests on meeting with you. Your measurement for success is how many appointments you book for after-the-open-house buyer interviews, which are meetings during which you determine the prospect’s motivation, time frame, wants and needs, and the prospect learns how you work and what services you provide.

Successful buyer interviews conclude with a prospect commitment, which takes the form of a signed Buyer-agency Agreement. The single best way to obtain a buyer interview is to convince the prospect when you are face-to-face at the open house that you are the best real estate resource based upon:

• Your superb knowledge of the marketplace
• Your high level of professional service
• Your ability to deliver a buyer advantage in the marketplace
• Your ability to facilitate the best lender arrangements and the smoothest closing transaction
• Your experience saving buyers money in the short run via lower sales prices or initial down payments, or in the long run via reduced payments
• Your commitment to delivering the quality representation that the prospect truly deserves

Most Agents who host open houses are too interested in obtaining contact information so that they can initiate rounds of mailings and follow-up activity. Don’t let your objective get off-track. Remember, your aim is to get an appointment so that you can make a personal presentation.

The big difference between highly and marginally successful Agents can be measured by the number of appointments they schedule and conduct daily, weekly, monthly, and annually. When you host an open house, keep your eye on the prize, which is the chance to sit down following the event in a quality one-to-one appointment with the most valuable asset your business can acquire: A quality prospect.

As you work to develop prospects, consider these tips:

• Invite attendees to sign the open house guest book or sign-in sheet. Many guests may be reluctant, at first, to provide you with the information you want and need – including their names, addresses, e-mail addresses, and work, home and cell phone numbers. You’ll find, though, that the longer you visit and the more they see that you can provide them with valuable information, they will willingly provide the information that allows you to follow up.

• Present your business card to introduce yourself and create a professional impression. Use the simple act of transferring your card to open the dialogue door with the prospect. Then once you get a conversation going, begin to acquire information that you can use as you convert the guest to a buyer or seller prospect. Use the following tips:

• Ask them a time frame question: How long have they have been looking? Have they seen anything they liked? How soon are they hoping to be into a new home? The answers will tell you, not only about their time frame, but also about their motivation. If someone says they have been looking for six months, you know they are not a very motivated person or they are slow to make a decision. Either one is not a good answer.

• Ask them a dream question: What are you looking for in your new home over your present home? What features do you want in your new home? Describe your perfect new home for me. By getting them to share what they want, you open the dialogue up. You also show you care and are there to help them.

• Don’t be a tree. In other words, don’t be rooted in the kitchen or family room. Wander the house and stay close to the prospects without hovering over them. You have a secondary responsibility to protect the home and the property of the seller. If the open house guests are in the master bedroom and you are in the kitchen, they could be in the jewelry box and you wouldn’t even know it. Make sure that you are in the general area of your guests at all times. If the bedrooms are at one end, meander down the hallway and ask a question, simultaneously checking on the whereabouts and interests of your guests.

• Ask them to buy. Before open house guests leave, ask them to buy the home. If you have not secured their information yet you have nothing to lose. If they are not interested, ask them what about the home causes them to feel it’s not right for them. Doing so opens up the opportunity for you to share information on other listings.

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Hiring - The Live Interview

My recommendation is to establish a one-hour block of time to do a live interview.  You don’t want to run out of time; you want to encourage questions to be asked about yourself, your company, and your philosophy of business.  By using pre-planned questions you will be better able to keep the information flowing. 

One question I used to always ask was, “Why should I hire you?”  It really showed the assertiveness of the individual to state their case.  They will share with you what they feel are their best characteristics and attributes.  Make sure that what they believe is what you need from your staff members.

Because the decision is so important, I would suggest you operate on a two live interview system.  You will want to tell the applicant in advance that you operate this way.  You want to interview them, and you want someone else to interview them:  someone on your team, someone you trust or who has a vested interest.  Your spouse or significant other is an excellent choice.

I am going to share with you a view that might seem controversial to some.  It has been proven to be effective in my business career and the careers of the many other successful people I have shared it with.  I always have a woman interview applicants, as well.  Joan, my wife, still interviews many of the people we hire, even today.  She, like most women, has a keen sense of feeling and intuition about people.  She might not be able to state clearly why she is uncomfortable or it doesn’t feel right; she just has a feeling when the fit or the person is not right.

I will admit there have been times in the past when I plowed ahead with the hire because I didn’t listen; their experience and resume were “just what the company needs”.  Every time (read those words again), Every Time, the hire turned out to be wrong and, in some cases, disastrous.  I always had Joan, my wife, interview staff as well.  She just had an intuition about people that I never acquired.  The few times I didn’t do that I made the wrong choice.  She always knew it at the time of hiring; it usually took me months to figure it out.  My personal view is God has given women this extra sense to discern with.  I don’t go contrary to the intuition now.

Your last step is a final interview to double check.  You should, by now, feel very comfortable with your decision.  You have done all the testing, assessments, and reference checking.  You should ask very similar questions as before to make sure they are consistent in their response.

Once you have completed the final interview, the next and final step is to decide whom you want to hire.  By this point in the process, you should have it narrowed down to two or three top candidates.  You may want to take a little time to review their resumes, their answers to the interview questions, and the assessment results prior to making a decision.  You may also want to do a quick final interview, either over the phone or face to face, if you are having difficulty deciding between the final candidates.

It is important to go through all the steps of the interview process.  In general, people have a tendency to hire the first person who applies or interviews for a position.  People do not want to take the time necessary to find the right person for the job.  By not taking the time in the beginning of the process, you may hire a person who is not right or qualified for the position.  This decision will cause extra costs in training him or her, as well as the cost of firing the person if it does not work out.  If you do have to fire someone, then you will have to begin the hiring process all over again.  Take the time to do it right the first time.  By taking the time, you will find someone who can enhance your team and help take your business to new heights.  You might even bring them in for a couple of days (paid) without a job commitment to see how they work with you.

 

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