As brokers and managers, one of our jobs is crisis management, as we all know, right? We're dealing with crises all the time.

Agents that come into your office and they say, “I have a problem.”

They all think the problem is a crisis. So I'm going to give you a little tip on something I learned years ago. I call it the “1-3-1 Approach” for helping agents kind of learn to fish.

In other words, teaching them how to deal with the crisis in an effective way. Even if maybe you're not there to help them, you're going to train them how to address a crisis, address a problem that they're going on.

And this is a great retention tool, guys.

So the 131, here's how it works:

First, when they come into your office, you're going to cut to the chase. You're going to identify the problem. So you can identify one problem at a time, not ten. But let's talk about one problem. So that's the 1.

Then we talk about three possible solutions, three possible ways that we could get this issue solved. And I...

I've got a strategy for you when it comes to people that you have recruited.

I know a lot of you see me talking about recruiting and recruiting strategies, but when those people actually do join you, what do you do to make sure that you're going to be able to take this person that's joined you and turn it into even more recruits?

We call this “Linked Chain Recruiting.”

In other words, one person comes, but I'm looking at the other 5 or 10 people I could pull from their office over behind them. I want them to be like a rope. I'm going to pull more people in.

How do I do it? Well, one key way is to make a marker.

What's a marker? I'm going to put in my CRM where I'm tracking my new recruit, my experienced agent who has joined us and add:

What did they do in terms of production for six months prior to them joining, or maybe for a year prior to them joining our company?

Or maybe I just go back a quarter and I say, “Okay, they closed three transactions the quarter before, the three m...

Hey, brokerage owners, team leaders, I’ve got a few questions for you:

First: What’s been your biggest sale ever at your company? Interesting question.

Second question: What’s been your biggest month ever for closing transactions, by volume and sides?

And then third question: What’s been your biggest listing month ever, by the total number of listings coming into your office?

Those three key performance indicators—you might call those your best records, right? Your highest achievements as a company are really a fun thing to measure your team against and say:

“Guys, I just did a little study.”

You’re talking to your team members in an office meeting.

“I just did a study. Here’s our biggest sale ever in the history of our company—and this is the agent who did it.

And then, “our biggest month ever at this company has been 32 transactions, 15 million closed.

“Our biggest listing month ever was this number.

“I want to set a goal for 2026, 2027 for us to hit a higher number—a highe...