Real-estate team leaders get trapped doing sales instead of managing. With low inventory and poor commission structures, they lack time to build systems and develop people. Block two to three 90-minute manager sessions weekly to work on the business, not in it.
Two to three time blocks.
60 to 90 minutes apiece.
Ask yourself, in the last seven, 14 days, how much time have I spent focusing on achieving results through people and systems or strategizing for the future or think about that. That's. That. That's a crazy thought. As I'm recording this, we're in a crazy market with low inventory. Every real estate team leader that I know is, you know, working with their agents to get offers accepted. They're doing their own production. A lot of them are set up on the wrong economic model, not using value based commission splits. And so they're forced to be in production and they don't have enough time, they don't have enough margin in their day to spend any time being the manager, getting that part of who they are as a business person to actually become part of their calendar. Being the manager means that you have two or three time blocks of 60 to 90 minutes apiece where you are focusing on achieving results through people and systems. So you're working on the business rather than working in the business. Working in the business is doing the technical work. The technician working on the business is doing the manager and the entrepreneur work. And so the entrepreneur in most of us never comes out. The entrepreneur defines the business and focuses on closing the gap between where the business is today and where they want it to be in the future.
