Two managers discuss bringing back weekly one-on-one meetings with agents: keep them to 15 minutes with a fixed agenda, start positive, review metrics, and let the agent lead. Monthly deeper check-ins and quarterly reviews using a values-based framework help surface problems early and keep people aligned.
I promise you this is so far from anything that you've ever been to.
And now.
Alright, let's see here. Jared says one of my top projects for Q2 is bringing in one on ones. What's the best way to get this to happen? I'm not sure I think I know what you mean Jared, but let me unmute you here. Hey Jared, you there?
Yeah. Can you hear me?
I can hear you. Perfect.
Yeah. One of the things is we used to do one on ones. Really got away from it and doing the whole intensive just really brought back the whole leadership part of it. Building into the team and the people and that kind of thing. And so really bringing in back that one on one culture. I mean we have a very shared open office. So we don't have any closed doors. It's just the place that we're in right now until we have better office space. So my thought with it is possibly trying to schedule coffees with the team, those kind of things. Because meeting here and talking about deep stuff at some point is not going to be the greatest. So that's part of it. The other part is getting them bought into the whole one on one part of it as well. And should it really be weekly? Should it be every two weeks? Like how much is too much for me, for my time, for their time, all that kind of stuff.
I think there was a good post in the group. Kyle had a good call with Andy on this. And the book, Weekly Coaching Conversation. Have you ever read that book?
Yeah, yeah, we ordered it. We're going to read it. Okay, cool.
So that's definitely a good resource. I kind of like this idea and it goes to the point that you're just helping your agents kind of run their business. To have your agents. I would do a weekly meeting, a short 15 minute weekly meeting. And it could be that you're sitting at a coffee shop and the agents are coming in with you. But block enough time to be able to hold. I would just time block it. I wouldn't have it haphazardly. Like Friday mornings are your one on one times and just have a structured agenda. So I like this one here. Every meeting I run starts with a positive focus. Just give me one good thing professionally, one good thing personally. Their scorecard, their weekly scorecard. So running KDNA or you're running the business tracker, you can even print that out. Just set, Mets signed, written, closed for the week. They're activities leading up to appointments set, you can open up their CRM and kind of just do a quick look at it. If they have any opportunity time, we recommend that our agents keep an OT notebook so they can jot down any calls and notes and those sorts of things and then anything they need help with unstuck moments and have them lead the meeting. And I think it'll instill a culture of accountability and ownership on their part. And then once a month that probably have a little bit longer meeting with them. Kind of like The Keller Williams 411 where you're checking in on multiple areas, just not their business. I think this structure can get a little. If you don't break it up with a longer one on one where you're really checking in. Tell me how you're really doing. You know, how's the family, how's your, you know, your personal goals, all those things. But I would stick to a structure like this and have them prepare for you.
Cool. And then what about with admins? We have one admin that's in Canada, but she's virtual. We've worked with her for years. She actually physically used to be here and moved away and made it still work. And the other one is here. And so how does that work?
We have a longer form in the drive. I think if you type in review, quarterly review, you'll find it in the drive. We're actually shifting our structure of our one on ones to just be around our core values, our roles and responsibilities. And each, each person on team should have individual projects or rocks that they're covering. It's. It's from the book Traction. So it's, it's called a555 which is basically just check in on your five core values, check in on the roles and responsibilities of that position to see if they're still in alignment, if they can, if they get it, want it, have the capacity to do it and then check in on their rocks. And I think that's enough. If you want to do it more formal. We used to do a sort of two sided. We would each fill out that document. Let me see if I can find it.
Would that be weekly or is that a monthly thing?
That would be quarterly. Yeah. I mean you should be having a weekly, at least a weekly meeting with your admin. But it wouldn't necessarily be a review with an admin. It's more around issues that they're having and solving issues. So during the week I would have your admin keep a list of issues so they're not peppering you with any questions that don't need to be handled right away. And then you'll go into that meeting with a positive focus and update on to do's from the past week. And then you'll go into solving issues.
