I’ve got a question for brokerage owners and team leaders:

If you could wave a magic wand over your business right now and hire somebody—a staff member—and money was no object, what would that position be? What would that full-time person look like coming in and helping your company?

What would that position be for you?

A lot of people would say, “I’d hire a social media director.”
Some people would say, “I need a marketing person.”
Others would say, “I need a TC,” or “I need an inside sales agent,” or “I need a tech person. I need a technology expert in my company.”

Or you might say, “I need somebody running my Google Ads or my Facebook Ads. I need somebody in that room.”

All of us have different needs, but I want to go deeper with you on this.

I don’t want this to be a dream. I want this to be a reality. And the way we do that is by identifying your hiring trigger.

For all of us, that trigger is going to be dollars flowing through the front door. We need more revenue coming in t...

One of the jobs we often overlook as managers, broker-owners, or team leaders is the important fundamental of setting macro and micro level goals for your organization.

What do I mean by that?

A macro goal is the big picture—being able to say to your team this is our goal for the company this month.

It might be:

• “We want to take 25 listings.”
• “We want to generate 25 transactions.”

(Or maybe it’s 50. Maybe it’s 100. Pick your numbers.)

But we have to set a clear expectation for what we’re trying to achieve. That’s how we build a culture of performance.

When we don’t set those expectations, there’s no strategy, no sense of direction. No one knows what we’re aiming for—and as a result, it never happens.

We wonder why we can't break through certain barriers. It's because we don't set goals.
You can't hit targets you don’t set.

So set a target for your organization. Say it out loud. Proclaim it. Make it something your team is excited to shoot for.

And when you’re getting close...

What's the number one motivator for someone to move from Company A to Company B? It's not the commission plan, so get that out of your head.

The answer is this: the reason I'm going to move from Company A to Company B is because I believe Company B can help me close more transactions.

Transaction count is the number one motivator for all agents. Yet, when I talk to most brokers and ask them to list the top five reasons someone should join their firm, the first things they often mention are: "We've got a great culture here. It's a family organization really connected to the community. People just trust each other. We've got a great staff."

These are all fantastic qualities, but let me tell you what that is: soft value.

Soft values are what keep agents at your company. People love to work at places with great culture, a charitable spirit, an open-door policy, and strong support staff.

But soft value isn't what moves an agent from Company A to Company B.

What moves agents is one thi...