Two speakers argue that leadership development takes far longer than most managers think. Drew recommends at least 25 joint listing appointments before letting someone work alone, and warns against handing off 105 appointments to an agent who closed only 30, costing roughly $300k.
When we're talking about that technician and management role, for me, it does go back to is it a training issue or process issue when there's a problem? And then it's most of the time it's a training issue if it's people oriented. And so we're just going to look at I do it. I think sometimes we skip the I do it and it's just you do it. Right. So it's, I'm literally going to do it and you're going to be with me for a longer time. And I would just use the rule of thumb, do it three times longer than you think you should do it yourself with them watching three times longer than you think you should. You know, a good example is when I transitioned out of listing production, you know, I made sure that Drew, who was a buyer's agent handling 40 or 50 transactions, went personally on a minimum of 25 listing appointments with me before she could go and do 20 with me watching. And so there was 40 to 50 into it before she was doing it on her own. Right. So just can give, you know, I would encourage you to give people grace and do the training. I do it a couple times longer than you think you should because the temptation is going to be to walk away. And here's the thing, it feels really good in the short term to walk away immediately and say you just do this and then you go look at something else and that's getting it done at like 20, 30, 40% efficiency. And there's like a rush in that. And I'm going to move on to something new. And it's the shiny thing. The reality is that if you do that in your whole business growth journey, what I've learned for myself anyway is that in the long run, it costs much more time and energy to do things that way. And so if I can just have the discipline to do it myself and allow them to watch and train. Not until they get it 30%, 40%, 50%, but they're at 80 to 100, maybe even 110% and go super deep on that thing before I turn and move to the next thing. That is really hard to do. It takes patience. And yet in the long term, over a five year business growth journey, I, I've experienced that things are tighter, they're better run, and you just don't have quite as many issues as if you do it the other way.
Yeah, it brings up like my first, well, not my first exit from a position, but when I exited listings, it was exactly the wrong way like, it was textbook. Exactly what you said not to do. I remember I hired, like, this guy. He was just. He was a seasoned agent. And, you know, he was just going to come in and take all my listing appointments. And I think.
I think I showed him like.
Like once. I don't even think I took them on a listing appointment with me. I'm like, dude, you're. You're an agent. You have a license already. You've been practicing for 10 years. Surely you can do this.
Yeah.
Here's our listing presentation. Like, here's the paperwork. You got it. I let him go out on. This is embarrassing. 105 listing appointments. 105 listing appointments. And I. Cause I was, like, so happy at this point. I was doing, like 8 to 10 a week. I was just out of my mind with production. And you're just pulled in all these different directions. And I remember he listed like 30 of them. I was doing 70 to 80% conversion, so I would have brought in 75 to 80 of these 105. And the business missed out on 4, 40 times 8,000 at that time. Like 300,000. Just from an economic standpoint.
And it's so tempting. It's so tempting when you're in the moment to offload that.
