Wednesday, April 17, 2019
April 17, 2019. Madison, Mississippi. Bethesda Gateway Agents.
Thee qualities were required in order to become an agent in the office:
1. You must be ambitious. You wanted to make a decent amount of money.
2. You had to do the job as a real estate agent properly.
3. You must have a life outside of real estate.
With those qualities in place, my task as a manager was easy. I knew the agents would work hard. I knew they would do their business ethically and legally and then they could relax with their families or friends. No wonder the agents achieved to a high level. But it all started with the agents. I met with all 40 agents in the office when I began to work as the manager. Every agents said the same thing. They hated having agents in the office who sold one or two houses a year. And they all hated to be associated with agents who cheated. In the years in the office was a top agent who cheated and everyone knew it. The agents did not like it. So when I agreed to become the manager I said I would not accept the job if that agent stayed. He moved with the former manager. And the agents did not want the business to take over their life. As agents joined us, the three qualities were what I looked for. I turned away many agents who had a reputation of sleazy business. They would not have fit in the Gateway Office.
From an office of 40 with a volume of $275,000. they became an office of 225 agents with over one billion dollars of the office started with those three qualities.. But it all started by the agents telling me, one by one, who they wanted in the office. The culture in the office comes from those three qualities. And so made my life as a manager easy and a pleasure working with those agents. But it was not luck and it was not the fun and games although there was a lot of that. It was hard nosed selection of the agents.
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1 comment:
Thank you, thank you, thank you. As one of the core, at first skeptical of your decision to step up, you defined and demonstrated the difference between management and leadership. Under your leadership, we developed a culture from the bottom up with an actual set of core values that sustained us through so many professional and personal challenges. The office is now pushing some 300 licensees, paddling like a duck amid changes in our highly competitive profession. We live and work in a far different time and place. Sustaining an agent-centric culture can not scale to this level and we sigh to the memory of this distant dream.
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