Let’s jump right into it…
Spotting talent is one of the jobs I do. Our office has grown by 183% in the year and four months I have been here by agent count, have turned in record months for the history of this office in 9 categories just this year (2019), and have 2 of the top 5 agents in our market area at our office. (A huge shout out to our leadership team for that, we may be small, and we are fierce.) With that kind of growth, I am often asked what do I do to spot talent. There is one MAJOR component and then a couple outlying factors.
The main thing and the point of this meandering: within a few questions I have the ability to find out if they truly believe they can bet on themselves. That’s it. Can I come up with the answer: do this person have the ability to bet on themselves. If the answer is yes, I know I have the systems and experience and leadership to get them to their goals. If the answer is no–I dig in a bit to find out if there is a block in their perception that could be removed with the help of our culture.
Can you bet on yourself?
The key things I am paying attention:
*GOAL or TRY: are they speaking a language of setting goals or setting tries. The difference is easy to spot: filler words like well, um, maybe, could, try…are the first red flag. I am pushing to see if their mindset about goals is that the goal is immovable–our activities adjust not the goal.
*Is there a definable “WHY” in their language: can they define what will be their driving factor. And I heard this put the best I have ever heard it the other day by someone I admire–If their why is generic their business will be generic. So again, do they have a definable why?
*Opportunity or Option: are they understanding the value of opportunity or merely looking for their options. Let’s make sure we understand that we all have a choice to make the best decision for what is best for us. And our (KW Platinum office) business isn’t always the best choice for some. The way I define this: as we open up and find where needs are, and how they can be met–opportunities are long term, options are short term. If they can only think in options once we define the value of our relationship then there are some red flags as to whether or not they can stay the long game. Instant gratification/short term thinking/options are a default mindset (as in living at the default of others). Opportunities are taken.
The Outlying Factors
Accountability–they choose us because of this and don’t choose us because of this. It will be clear, as you speak on how you will hold people accountable whether or not they can bet on themselves.
Standards–they choose us because of this and they don’t choose us because of this. Set your standards and live by them. Always be open to innovating your standards, but don’t half-ass this. I recently allowed SUPER DUPER talent to leave our organization because he wanted a slight oversight, just for him, in our policies. I said no. He walked out the door. The total cost for that oversight in dollars would have been around $4k-6k. But the cost to your organization is an avalanche. It’ll start slow, and it will grow to destroy. People who bet on themselves can live in standards and appreciate leadership who stands on standards.
As you discover talent that can bet on themselves, my last bit of advice: vete them for culture. Everyone in our organization has to live by the mantra #bettertogether.