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Patti Brotherton has been a licensed Realtor for 24 years. She was named #1 in the nation in residential sales; and in management she led several offices to #1 status in both California and Florida. Her Coldwell Banker office in 1998 averaged $10,000,000 in production per agent and was named #1 in the nation for her size category. Patti holds numerous awards and commendations for her performance in sales. She currently does individually designed one-on-one agent and manager coaching with her own firm, PAB Performance Partners, to help others reach top success levels.
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Communication is one of the key ingredients in building a successful sales organization. Managers who can communicate well seem to have much better retention, better recruiting success and better office sales. How do they do it?

How much do you tell?

There is a fine line in disseminating information to the general population of an office. The manager who walks that line successfully has been able to impart information on what is happening within his company in such a way that the agents feel they are part of the success of their organization. For example, the manager has reviewed his expenses and determined that if he cuts out one full page ad per month, it would make the difference cost-wise in getting a color copier for the office and that will help him in recruiting. He needs to tell his staff that he is cutting out one ad per month so that he can add a color copier to the office and ask them if that is something they want in the office. Before he asks for their consensus, he "sells" them on having a color copier at their disposal, what a difference it will make in convenience, and it will actually save them money because the office will only charge what it costs the office per copy. He can also add that other local companies do not have a color copier available for their agents and he wants to help his agents all he can to save time and money. (He does not need to go into the fact that it will also help him recruit some agents to the office)

What do you tell?

It's important that the agents know every week or however often you hold a sales meeting, just how the office is doing in reaching its goal for the year. There is always something positive that you can say about what the office is doing. If you are not reaching your goals one particular month, don't mention that, but mention effort and what is in the "works." The manager needs to find something positive to tell the agents each month to make them proud to be part of his team.

The Manager needs to ask the agents for their input on things in the office that they want improved. This can be done by appointing a committee (the manager should make sure that at least two of the agents on the committee are big supporters of his) that will meet monthly for a year and really brainstorm on systems, procedures, equipment, office environment such as paint and furniture, and anything else they think is important for the overall running of the office. The manager will review with the committee their concerns and suggestions and then make the final decision as to what will be done now and what cannot be done. There are always things that the agents come up with that do not cost much, but will improve the office. And, of course, there always is a long list of "wish" items that they come up with. If the manager explains to the office why he/she feels that certain items cannot be completed at this time, the agents will understand. What they don't understand is a flat NO without any explanation. That is disrespectful to the agents and they feel that the manager does not want their input.

The manager should talk with the agents about successes individual agents are having with contracts, presentations, etc. Make individual agents a "star" for a day. Every person in the office can benefit from someone's success this way, and the person who is singled out feels really important. Care must be taken here to recognize as many different agents in an office as possible so that not the same agents are always being touted-the office will feel that the manager has "favorites" if he doesn't.

The manager should talk about different decisions he makes for the office in an open way without ever saying "the company said I have to do this." Agents work for the company as well as the manager-they want to be proud to work for both. The manager presenting all company directives in a positive manner makes all the difference in the office environment. A manager can say, "from now on we only get 20 reams of paper from the corporate office because our office supplies are way over budget." OR "we seem to be spending more on office supplies right now then in the past, I need you to help me watch this so that we can put our office funds towards some new equipment in the future...do you think we can get by with 20 reams of paper this month?" When the manager presents it the latter way, he office will "buy into" saving on office supplies and will help.

When the manager walks around the office and hears good things, such as an agent getting an appointment from an inquiry. He should immediately congratulate him on a job well done and let the agents around him know that he was just successful. This type of communication will benefit the manager the most. It's instant gratification for the agent and it will make his day; and it only took a minute of the manager's time.

Agents Get the Word Out

Agents talk about their office all the time to other agents from other companies. If your agents are talking about how much you keep them informed, how great you make them feel, and how well the office is doing, they are helping you recruit. When you make that recruiting call, the other agent already feels like they know you. All people want to be part of a winning environment. Your agents are letting the world know that their office is the best because you have told them it is!

Communicate in a positive way every day. There is always something good to say about the office, the agents, the company. Good communication makes all the difference in a manager taking his/her office to levels that other offices envy!

Patti Brotherton
PAB Performance Partners
Toll free: 877-498-9072
www.eproven.com

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