Posts Taged sales-success


In all areas of life, taking action is the key to success. Most people who fail to achieve what they want, fail for lack of action. The ability to take action is the skill that ultimately separates the winners from the losers in the game of life. There are a number of truths that I have come across in my business and while coaching clients. These truths should be reviewed and lived by to produce the abundance in life that you desire.

Truth #1: It’s more essential to success to be consistent than to be precise.

The power of consistency is one of the most significant forces in the world. It far outstrips the power of exactness. If you are consistently doing enough things right, you will reap a huge reward. If you are waiting until you have it down to perfection, you are not going to take any action.

In sales, more than any other profession, consistency of your actions pays big dividends, while infrequent action, even when right, pays very little. The daily consistency of prospecting and lead follow-up is the gateway to sales success and high profitability. Again, it’s more essential to success to be consistent than to be precise.

Truth #2: A step toward your goal is a step in the right direction . . . even if it is a misstep.

Too often, we fail to act due to fear of failure. We can become paralyzed by the need to be right or correct in all our actions. My late friend, Jim Rohn, says that to achieve your goal you need “measurable progress in reasonable time.” That doesn’t mean all the progress we make will be going in the right direction every time.

Earl Nightingale said, “Success is the progressive realization of a worthy goal or ideal.” To achieve a worthy goal, we have to progress toward it through the trials. We must proceed with consistent action. It also says there are times when we will be heading in the wrong direction and have to adjust our course of action.

In the end, success is a poor teacher. The real teacher in life is adversity and short-term failure. You will always learn more from your defeats than your victories. In sales, you will learn more from the sale lost than the sale made. Most salespeople think that when they make the sale, they did everything right. What happens if that assumption is not true? What if you did just enough right to beat out the other guy, but he wasn’t any good? What will happen when the competition gets tougher or the marketplace gets tougher? Will you have the skills you need to dominate then?

Too often, we fail to face reality. This comes back to us in unfulfilled potential. Unfulfilled potential eventually manifests itself as regret. We have to be fixated on taking steps to obtain our goals daily . . . even if they are the wrong steps. It’s better to make a decision and find out it was wrong than avoiding making a decision at all. At least you know what you should not do next time.

Truth #3: Even when you choose not to decide, you have still made a choice.

Far too many of us just hope things will get better. We hope to become healthier or thinner, or we hope we will earn more. We have wishes and dreams but no commitment or definitiveness to change what we are doing to ensure the desired result. We fail to take action on what we know we need to do now.

Many of us can vacillate over a decision for days, weeks, months, or even years. We must realize that by not making a decision, we have essentially made a choice. We end up making decisions by default because we did not decide and act. The decision was made for us.

As salespeople, by not preparing for a changing marketplace or changing economy, our choice is solidified. We have chosen, by default, to not do as well or earn as much when the marketplace change occurs. Would it be reasonable to assume that our marketplace will always remain the same or improve? Would we be protecting our families and assets if we assume that we don’t need to improve our skills and abilities in sales? Our decision to not act in truth means we still have made a choice.

Take ten minutes to evaluate these truths. Are you embracing these truths in how you run your business and life? Are there changes that need to be made? When do you need to make the changes? Here’s a hint…NOW!

Don’t get paralyzed by inactivity or perfection. Turn action into your asset. That’s what true Champions do!

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Too often, as agents, we can feel like an island out in the middle of the sea with no other land in sight. We feel alone and trapped – far short of where we had hoped or imagined. One of the reasons we selected real estate sales is due to the opportunities and flexibility our independent career offers us. We are truly an independent contractor; a self-employed individual and business.

I frequently say that one of the best things about being an independent contractor is nobody can tell us what to do, how to do it, or when to do it. We control our success and also our failure. At the same time, one of the worst things about real estate sales is that we are independent contractors. No one can tell us what to do, how to do it, or when to do it. It’s the yin and yang of the business.

We are self-employed, so we are our own employers and our own employees. This creates a unique relationship with the potential of a “me/me” conflict. There is a personal, internal conflict between diligence and laziness, perseverance and quitting, success and failure. We have the same responsibilities to manage ourselves as we would if we were managing salespeople in a sales manager role. We must manage ourselves as if we are paying someone else an equal amount of money to do what we make or plan to make.

We are in a competitive business. We are not an exclusive source of real estate services. We are in competition because there are more agents than business. We might like and enjoy these competing agents, but we still must focus on taking market share away from them. We don’t significantly influence the number of transactions done annually in our marketplace. Generally speaking, there are a set number of transactions in any given year in any marketplace. If we want to increase our business, we will need to take transactions from someone else. I know many of you don’t like me saying that, but it’s true. If you get more, someone will need to get less.

We don’t own our prospects; they don’t owe us with their business or commission dollars. Our job is to compete to earn their business initially and continually for life. We must use our sales skills, service benefits, competitive points of difference, value, tools, materials, and systems to promote us favorably to our targeted markets, prospects, and clients.

We must be willing to invest in ourselves and in our business. We have all heard the statement “It takes money to earn money.” We also know the wisest investments we can make are in ourselves. You are the greatest asset you have to create income and expand your business. By developing your knowledge, skills, and attitudes, as well as creating systems that are productive, you are guaranteed growth in your business.

If you want to invest in the greatest asset of yourself, kick start a revenue increase and also ensure your success in the future, you need to focus on 3 critical areas that will make a big impact on your level of success and revenue. Learn more here:

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Real Estate Industry Caught Behind the Learning Curve

The real estate industry and how we develop our most important resource, our salespeople, is archaic. The learning and performance improvement methodologies are stuck in the 70’s. Most real estate companies and outside subject matters experts (SME) are still caught in delivery methods that have proven to be less effective. It reminds me of my good friend Zig Ziglar’s classic story:

A little boy asks his mother as they are preparing a holiday meal why she cuts off the ends of the ham. She says, “I don’t know. My mother always did it this way.” Now this four-year-old boy said, “Let’s call Grandma right now and find out.” So they call Grandma and ask why she always cut the ends off the ham. Her reply: Her roaster was too small!

It’s easy to design and deliver the wrong training solution because “we have always done it that way”.   Successful training programs for sales force development are instructionally designed differently in today’s information and mobile agent age. Yet they still must utilize these 5 core principles for success.

1. Incremental:

Personal development, personal and career growth, success, progress and potential concepts. Coach (human resources officer, supervisor) help employee with his growth symbolized by stairs.

Any successful sales enhancement or skill building process is not an event. An event is defined as a one time or even multiple-time training opportunity but delivered in a short duration of time. The attendance live at a 3 consecutive day training program is still an event. This process immerses the learner in a volume of information beyond what can be retained. There is value to events from a motivational, community building, and best practices sharing. They fall short when the intended outcome is in skill development or sales force development. It’s the incorrect instructional design to create learning and new skill development and implementation.

Incremental instructional design is where the learning is spaced out. The salesperson has the opportunity to try strategies, techniques and new skills. Then come back with questions and feedback. If they encounter challenges it creates a vastly better salesperson in skill, strategy, mindset, and execution. The volume of information and skill is not delivered in a one day to multi-day consecutive brain dump event format.

2. Activity Based:

Training and skill improvement, especially in sales, must align with activities. Without activity as the basis for the training and improvement, we are creating professional learners. In a sales based business as real estate, we want to create professional doers. We want to create a culture of learning within our organizations. That learning must connect to action or new actions.

It’s not entirely a salesperson’s fault for not taking action on what they have learned. They leave the typical training program and are inundated with the pile up of email, text and servicing people that was not done for the last few hours or days. The biggest reason is in the instructional design of the training process. In the design process did the creator or speaker:

  1. Create specific activities for the salespeople to do?
  2. What’s the exact order of the steps so a system can be created?
  3. Were those activities aligned with the training?
  4. Do the agents understand the results to expect? How long does it take those results to be realized?
  5. What benefits will the salesperson receive from the activities?
  6. How will success be measured? These need to be set, taught, confirmed then evaluated for success to be ongoing.


3. Accountability:


In the process of performance improvement, accountability is a buzz word. Most salespeople, when you say accountability, they get the mental image of a drill sergeant. Most people don’t actually respond favorably to that type of external motivation; with someone in their grill yelling at them to make another call or to get their sales up. They don’t seek out training opportunities where they might be exposed or embarrassed.

Drill Sgt

In many of our live, virtual classroom programs, we create accountability models and systems. We are very clear in the 1st session how accountability is defined in an adult learning environment. We assure them that the drill sergeant model is not the right style for anything other than an 18-year-old going through basic training in the military. That doesn’t mean there is no accountability; far from it.

Because we have done more than 5,000 training sessions in our live, virtual classroom (yes, you read that correctly. More than 5,000 in the last few years alone). We understand that when performance is measured, performance will improve. When you measure and report performance, performance will improve faster. Accountability is about reporting. The rejection to accountability in many salespeople is based on over-reporting; the requirement of too much tracking of numbers. One of the keys to accountability is to connect sales success in your company to less than a half dozen numbers at the introduction of accountability. When you go from zero tracking to 20 number tracking, you will lose most salespeople. They will reject all this extra work. They feel that tracking is a waste of time until you can tie in analyzing the ratios. The ability to teach them their repeating pattern of success is illuminating.

4. Recognition:

Good job written on a memo at the office

The largest portion of salespeople work hardest for recognition. They want to be recognized as an elite top performer. They want their manager’s recognition, both in sales and service success. They want recognition when they complete training or acquire or demonstrate new skills. What are you doing to recognize all your agents’ contributions?

Because of the more mobile enabled sales force in the last few years in real estate, a sales force meets less frequently in groups or one-on-one with their managers. The recognition opportunities have been reduced. Designing recognition opportunities pre, post, and during training programs is essential for motivation and retention of your sales force. Most people need a 5 to 1 ratio of positive recognition and feedback to negative or corrective feedback. Are you giving recognition enough to your salespeople?

5. Sense of Completion:

Horizontal portrait of a confident businesswoman smiling at the camera with arms crossed

To increase self-worth and self-confidence in a salesperson, they have to feel a sense of accomplishment and completion. As a salesperson’s confidence goes up, their competence goes up in direct proportion. While we want a training culture or continuous improvement culture, we must design completion moments, stages, or levels in our training curriculum.

When you are progressing through a university learning experience to achieve your degree, you take classes in a progression from 101, 201, 301, 401. At each completed course, or even section of courses, as the student you feel a sense of accomplishment because you have moved beyond the 201 courses to the 301 courses.

With the right instructional design in courses and curriculum, your sales force will receive both recognition and a sense of completion. This outcome creates learning implementation and skill based momentum. It fires up the desire for your salespeople to move on in their skill development journey. It refines skills in your agents far beyond what the typical motivational speaker, trainer, or subject matter expert (SME) can design or deliver. When a program incorporates these five elements, it moves the needle significantly in the sales force development area.

Most companies lack the expert knowledge in instructional design to be able to incorporate all five in their training programs design phrase. Unless you incorporate the help of an outside expert, you might only be able to address one of these areas at a time. If that’s the case, then which of the five is first? Which is the largest bottle neck to improving your training systems, strategies, or methodologies? Create an order based on your newfound knowledge. Before you do another thing, rank these 1-5 for your company. Then what can you do this week to bring your #1 issue more in alignment? Success is in the progression or movement…its activity based. We need to create the incremental, activity based, accountability model. Where agents are rewarded with recognition and a sense of completion.

At Real Estate Champions we’ve delivered over 5,000 sessions in our Live Virtual Training classrooms, and from that success we’ve developed a new system that excels in these 5 core areas.

If you want to discover how it will be a true game-changer for raising the sales and performance of your agents, click on the link below to watch the video and get a free backstage pass to the system:



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