How To Attract and Recruit Right-Fit Agents

Recruiting is obviously critical to the success of your real estate team, Team Ridge or brokerage. But sustainable growth and profitability doesn't just come from recruiting agents. It comes from recruiting and retaining Right Fit agents. In this workshop, recorded live at Unlock at the Fontainebleau Las Vegas, Tiffany Williamson and Jeffrey McGonagall share insights to help you align your business model with your value proposition with your agent avatar. Find, hire and task a full time recruiter in a cost justified way and use specific tool tools and channels to generate conversations with Right Fit agents. Enjoy this subscriber only episode a Recruiting workshop from Real Estate Team os.

No matter where your business is today or where you want to take it, you'll get there faster and more profitably with an operating system. Welcome to Team os, your guide to starting, growing and optimizing real estate team. Here's your host, Ethan Butte.

Many of the 140 or so guests that I've hosted on real estate team os have grown through 2025. Obviously not an easy year, but have grown and they intend to grow again in 2026. And a lot of that is due to recruiting. So we wanted to make sure to add that to the agenda here at Unlock. And in order to help do that, I found two great leaders to work with and our goal here is to have you leave with a clearer picture about your own recruiting strategy and process. So we're going to talk a little bit about value prop and agent avatar. That's obviously where it all starts. These things need to be aligned with one another and more importantly, they need to be aligned with your business model.

Right?

When your financial model matches your operating model and your value prop and your agent avatars are aligned with that business model, then you are set up to grow in a sustainable and profitable way. So we're going to get some ideas on that. We're going to have a little bit of work time. You're going to learn about how to find your recruiter. It is more approachable and more affordable and cost justified than you think. And Tiffany will explain exactly why with a great little example. We'll do some open Q and A, then we'll kind of use the back half of our time to talk through what, what marketing channels might I be using, what tools might I be using, where am I gonna find these right fit agents for us? And then again, a little bit of reflective time for you to organize your own thoughts so that you leave with a little bit of momentum. And then we'll have some open Q and A depending on how much time is left. I will also add, last thing, that QR code, I saw a lot of you raise your phones. That QR code is all of this entire slide deck. It's a single worksheet that Jeff put together that kind of captures the main ideas that we'll be working on. It also points to a spot where you can see both of these folks on real estate team Os, among other things. So here you go, Jeff.

Good afternoon, everybody. How y' all doing today? Enjoying the event? All right. By raise of hands, how many of you guys are. We're all team leaders here. Correct. How many of you guys have teams above 10? Above 25. Above 50? Above 100. All right, Tiffany. So we know what we're doing.

All right, cool.

My name is Jeffrey McGonigal. I am one of the co founders of Power Real Estate Group. We are located in Anaheim, California, Riverside, California, or Orange County, California, Louisiana, California and Riverside, California. We have about 170 agents with Alex Morales in the back. I think that breaks us over 200. And we are passionately growing, but we're looking for the right agents to fit into our process and to want to really want to grow with us. So jumping in. That growth happens when you define three things. This is what I believe. I honestly believe that as long as we define what value we're going to bring to the table, our big thing was when we started the team, we wanted to make sure that we just weren't plugging everybody in. Would you guys agree that not everybody's a great fit for what you're bringing to the table? All right, then from there we want to know who we wanted to partner with. So by defining who we are and what we were bringing to the table, we started to look for who would actually benefit the most from that. And then we started to strategize on what the desired outcome would be. And that desired outcome is done individually with each agent as they join our team. Our goals every quarter change. It's based off of what the agents are doing and how they're implementing into the business. And our overall goal is a sum of what the agents on our team's goals are. Right. So me and Jose, we do not do transactions. Our full time job, all day, every day, is supporting and helping the agents grow. And that is how we are continuing to grow. We're four years old, first year, our average transaction per agent was one year. Two was two, year three was three. Year four, it's been four. Right. And right now we're averaging right around four and almost Four and a quarter transactions per agent. So we're going to hit above that 600 transactions this year. And it's all because of the training, development, the skills and the things we're going to go over today. So how do we develop our agent avatar? Does everybody know exactly who you want to join your team? Raise your hand if you know exactly you want to join your team. If I can call on you, who are you looking to join on your team?

So we're looking for people who have

like found success but hit like kind of bottleneck because they might not have the right systems in place because I have a ton of younger agents coming on. So I need some like mid level kind of leaders coming in right now. Yeah, I know the feeling. I got some leaders back here. Right. So jumping into there. So systems, we're going to be focusing on the systems and the, and overall what the business for that individual agent is. By the way, every single one of our agents are 1099. So that you know what that means. They're all businesses and they need to operate like a business. So our goal is to train, develop and help them operate like a business. I tell them all the time you can go watch YouTube and learn real estate. 87% of real estate agents fail. And the reason why, because they don't know how to operate a business. Go talk to a tax professional, you'll figure out that about 85, 87% of them fail as well. So development, what does that look like? It really looks like the system that we're going through. We break it down for the agent, yearly, quarterly, monthly, daily of what they should be doing and we show them how to do it. Goal settings. Our goals is a sum of their goals. So we help them define what that goal looks like for them. What do they need to live? So we get out a piece of paper and we write down every single bill they have and we break down the average transaction based off the lead source and how do they need to be able to put that together? And then we break down the activities that they're going to need to be able to do to be able to do that. And then we get a commitment because they're hiring me to help them achieve their goal. Business planning. When we're going over the business plan, we're talking about everything, we're balancing everything out for them. We're showing them from the different sources where they're getting their opportunities and how they're going to be executing those opportunities in the execution starts with implementation and then we jump into some execution and the tools that they're going to be utilizing to get there. Agents are joining us not only because of the systems that we provide and the results that we put together. They're also joining us because of traffic. Traffic. We're all at Zillow, right? That's one source. Someone said. I was speaking to a gentleman earlier today and he mentioned heavy on SOI and nuke and new construction builds. Right. So we're building in the different traffic that they're coming through right now. Social media is all popping. They're doing all of it. Guess what, we're supporting them on that as well. But it has to be a system, has to be trackable, has to be measurable, has to be. Exactly. There has to be a business behind it. So organic, paid and activity based. Organic social SOI referrals. We have an agent on our team named Calvin Chen. He runs SGV San Gabriel Valley. In three months, he was able to scale to hit that channel to above 10,000. 10,000 followers. Those 10,000 followers are following because of food, culture and schools and education in that community. That's all he speaks about. You know what that turns into in three months? Three escrows. Average price point $1.4 million. One on each one of those. Cool. Let's keep doing that. Let's do more of that. Calvin Zillow and paid and others. Right? We show them how to actually monetize Zillow. Yes, it's 40% from the top and it breaks down. But how many referrals are you getting from your Zillow closings? Are you actually building your business? Do you know what the average churn in our community is? When's the last time you actually followed up with somebody? Remember did you guys see the slide earlier today when it said 80 something and then only 13% of them work with them. What did I just tell you guys a couple of minutes ago? 100 minus 13 is 87. That's the reason why people are failing. We're showing them that once they're in your database, what are you going to actually do for people? Stop following up and start following through. Activity based open houses door knocking. Our number one, our number. Our number two closing is open houses. Biggest profit margin open houses. Zillow seller program turns into open houses. If we have. We have more open houses opportunities than we have agents. So, you know, we market. Come do my open house. Come do it with one of our agents. Sit next to our agent so they can tell you how amazing it is that power real Estate group and how we're able to scale support, help you grow your business. You know what they do? They show up the role play and they sign that agreement. Skill building. So we have the systems, we got the traffic, but how are we helping them actually develop? Right. So peace. Bringing in top producers is one way we do role play workshops and mentorship. Role plays. Role plays are going to happen three days a week live. We do something called a ring of fire and they get together and we pick a subject and we pick two agents and they duel and they have a conversation. These are objections based off of us scraping what we're going through the objections in our follow up boss and having them role play those scenarios. So we teach them what to say and how to say it and we focus on having a consultation versus a presentation. They're not just talking at people, they're trying to figure out who, what, where, when, how and why, location, price, motivation. Are you working with an agent? How do you manage that? Objection. What is their overall motivation? Do they need a mortgage? And then we're going to be able to close and get an appointment. Workshops, build it together very similar to what we're doing today. It's an open book. We come down and we literally build out their listing presentation together. Their buyer's consultation is done together. The trainings that they're providing, the conversations, the objection handling. Everything we do is together and then mentorship. We're at a rev share model and in that rev share model people will just recruit. No, not the power. We're going to need you to make sure you recruit them, you're there for them, you're actually supporting them. So we have team leads in our office. We have three offices, two team leads. One is doing the live role play trainings and the other one is overseeing the data and the numbers. But then they all have mentors that came in. So for an agent's first four or five transactions, we encourage them. Go do that transaction with your mentor. Go on that showing. We work on a three to one method. Three hours of prospecting, two hours of open house and one hour shadowing of role play should lead you to two hours of constant consultations with clients. What does that produce? Minimum of 12 transactions. That's how year over year, we're continuing to add one more transaction to our belt. Who would benefit from what we offer? All right, this was a tough one because when you first start out, you want everybody. But you got to go find your tribe, you got to go find your people. So what are we looking for cultural agents. Where do we find them? People. These are people who are interested in working on a team the whole way we set it up. All of our interviews happen at the same time. They walk in at 10:00am you know, it starts at 10:00am role play. You don't get to meet with Jeff until you finish role play. We sit down, we have a conversation on your goals. After role play, I'm gonna try to figure out whether you ever worked on a team and how interested you are to working on the team. And then from there we're gonna desire to improve and grow. Do you actually want a girl? When top producers walk in, they don't need any help. Cool. Neither do I. It's nothing personal. I'm good. Accept my offer when I write. When one of the agents sends over an offer, I'm looking for my people. Tech savvy. You gotta be able to work that email. Basic understanding of tech. But we do anything we ask for, we have a training for. All right? Okay. With adoption of new tech skills, new things are coming up. Every single day we have changes. Everything that we do, our agents have to trust that we're there for them. So when we say, hey, this new tool is gonna help cut 15 minutes per day, that's gonna that one hour, that's one more hour with your family, that's one more revenue coming your way. And then desire for efficiency. We wanna get better, we wanna move faster. We wanna be able to provide a better experience to our clients. If that's not what you're looking for on the tech side, it's gonna be tough. Then full time agents who can commit to 40 to 60 hours per week, we're very transparent. You do not get access to Zillow flex opportunities or preferred opportunities if you're not a full time agent. And the reason why, customer experience. It's not really fair that you're at work and you gotta keep moving the times and this happens and you're a full time mom and you gotta make dinner, then you gotta be at work, you gotta do this. In our market, it becomes very tough and it's too much strain on the agent and on the client. Agents who want to come to the office, interact, learn, share and be a part of a culture, that's what we're looking for. And we're asking them these on that first consultation, that first time we're sitting down. Jose, he founded the team. He's my partner and this is really his mission as a team leader. And all of our admins, we're fully Committed to growing as a team. We invest our time to grow the agent's business. That's what we're trying to do. We're not. And not only their business, we want them to work a balanced eight hours. I come from corporate America, so everybody that we would bring in was eight hour shift. Most of the agents that are joining the team, they're used to an eight hour workday. How can we build real estate into a consistent or at least the goal of getting to a consistent 8 hour workdays and still have an opportunity to be efficient through skill, through tech, through traffic, to be able to scale their business and hit your goals. So what do we provide? Traffic system and skills. But we don't provide the effort that's on the agent. That's what we're looking for. The agent doesn't provide the effort. Tiffany will touch on this. But hire what? Tiffany?

Hire slow, hire slow, fire fast. For sure. Yeah, we'll talk about that.

So with all that being said, we bring them in. Great. We hired them. Bringing in almost 15 to 20amonth. 40% of them are going to make it through the first month. Why? Because we have something called scrimmage. We call ourselves sales athletes at power. So we run plays, we role play, we watch film, we get better. If you've done five deals or less in the last 12 months, this is mandatory for you to get office opportunities, four weeks of skilled and agent training and foundation. But majority of the agents that we bring on are new agents and those agents are typically in escrow within 45 days of getting their real estate license. We do live role plays, we do live trainings. So we have virtual going on. They're going to remember the mentors. They're going to go shadow those mentors for two hours a day. They're going to learn the habits of a real estate agent. We're going to give them set up their ponds and where they should call from and who they should call to. We're going to give them tools such as Shiloh so they can dive in and listen to their calls and improve. And that's the only way to get the opportunity. Because everybody wants leads, right? 40% graduation rate. That eight hour day, three hours of role play, two hours of follow through, not following up. Stop following up with people and start doing things for people. What are you actually doing with your client? Everybody's worried about their database. Your mom's in my database in Orange county, but she clicked on a Zillow lead. Zillow ad. What are you gonna do? Right. This is the world we live in. So that happens three days a week and that produces the outcomes that were desired outcomes. Their yearly goal breaks all the way down to a daily goal and agent accountability. Focus on follow up boss. The agents need to be able to understand and do everything in follow up boss. They communicate with the transaction coordinator and the follow up boss. They book their showcase through follow up boss. We have a media guy on the team. Guess what he does showcase for half of Orange County Slack. That's where we do our communications. Our isa. Shoot the opportunities through Slack. And then we utilize tools like Real scout. Why? Because 95% of our agents are on there every single day. And we can track that information. Contracts. Majority of agents don't even know what's on a listing. They've never read it through and through. So we make sure they understand BRBCs, RPAs listing agreements and our avid for our transaction coordinators. Because agents like to not fill out this little piece of paper and it delays the escrows. Then we go LP Mama Kip. And we double back on LP mama. You gotta learn how to connect. Everybody wants to build rapport. I don't even like that word. What do you know about them? Have you actually connected? Have you actually provided value? Do you actually know what they're looking for? And then we're on the seller program. So we use dapa. Discovery appointment price motivation. Doesn't go in that order but we go through discovery, figure out what their motivation. The seller will tell you their price because they've been looking. And then we book an appointment. 70% of the time we're able to lock that up. Give them a cash offer or a listing that they're looking for.

Tiffany, anything you want to add or plus up there. So what Jeff obviously did is walk you through and this is the key to the whole thing. We obviously can't solve all of your recruiting process and challenges and questions in this time together. What Jeff just gave you was an overview of the thing that I want you to take away from it. Besides any of the details you took notes on is the clarity that he has about what his system is designed to do and who it's designed for and why it works and the ability to articulate it. So if he put one third of that in front of an agent, the agent would see themselves in that or not see themselves in that. And that's what creates an efficient system. It's designed for something specific. He can communicate the specificity and then talk to people about it. And we train Other people to talk

to people about it, and we get them to agree to it.

Yeah.

And that agreeance is what helps us have the right to keep them accountable. Remember, they hired you.

Tiffany, what do you. What would you like to plus up or add?

Yeah, I think just double clicking into what Jeff said about support and development. We don't sell, we don't do transactions. It is our job to support and develop the agents. And I think that is so important because the one thing we want to avoid is growing chaos. I've been there. We've definitely grown chaos in our firm and we've had to go back and start in the beginning. So a couple of things. You're going to be hearing a lot today about growing, about how to recruit the right agents. But then when you get them, you don't want to have a problem with retention. And so we need to figure out, like, what. What are your systems internally? A couple of things just to highlight. Make sure that you've got a strong training and onboarding program. Make sure that whomever is meeting with the agents that they are skilled at coaching, it is not enough to have accountability meetings with your agents and just sit and check in. How's it going? Tell me about who you're meeting with. You have to train your leadership and if you don't know how to do that, reach out to your growth advisor and say, hey, listen. And we've done this with Todd many times, who does an exceptional job at this. Will you connect us? But you want to make sure that you are training your sales leaders to drive more sales. Right in those appointments. Because that's where it begins and that's where it ends. It's in those accountability appointments. Since we have developed the plan that we have, and I'll go into a little bit of that later, but our profit margins have skyrocketed by bringing on more people because we, our leaders are looking for missed opportunities. And so I just want to, like, double down on that because it's just as important as training or as finding agents, recruiting, all of that, making sure that they have a clear path once they start with you, that is going to save you a lot of time and energy when it comes to retention. So that would be my key takeaway. And you did a beautiful job explaining that.

Okay, cool. In the spirit of the workshop, I'm going to set a timer on my phone for two minutes. It's only two minutes, but these are prompts for you to think about what you're offering in your market in terms of a Value prop. The prompts are obviously, how do you uniquely deliver leads, training and support? That's what everyone is offering. And you can say, oh, well, I need something different than that. Well, that's really what agents need. They need some form of leads, training and support. If there's something else farther afield, you can probably rope it into one of those three buckets. So the question is, how do you uniquely deliver that and how can you promise that to people? Do you have stories and examples, proof of efficacy that these things work for other agents? What measurable benefits can you confidently promise to deliver? What are the top three reasons an agent would join and stay? These are just again, prompts like these are. You could ask 50 questions in the zone to help you think about what are you actually delivering to the people you want to attract to your organization. So we're just not going to say anything for two minutes while you reflect or chat with your neighbor or think about something else or clear your emails, but I recommend the former. All right, you can still keep talking with one another. I just want to let you know that I've changed the slide. Tiffany did it for me. To agent avatars. There are four new prompts up there. Your value prop only makes sense for some types of agents. Right? Because you have what you're offering and then you have who it's for. And those two things obviously need to match and again, aligned with your business model. So again, just some new prompts. I will stop talking in just a minute and give you three more minutes just to kind of organize your thoughts around this or cross them, you know, cross chat with other folks at your table. What are the must haves? This is for you. What are the must haves and non negotiables? I hear this all the time when I'm talking with team leaders. Like if I hear this, it's just no go. Do you have a non negotiable?

Yes, I am, I am. I don't want to come in for coaching appointments. That is a definite.

So if someone. She said, if an agent will not come in for a coaching appointment, I don't want to do that, then boom, done. You're not for me. And Jeff already shared some things that like if you are not. If you can't run your email and I was.

Jacqueline, what's one for you?

Like when you.

She does a lot of our recruiting. I'll introduce her later. But what's a non negotiable? When you're meeting with agents full time

and if they do have a part Time, job or something that, and we get, you know, I will just make sure that it's. That real estate is the priority and have them explain that to me. And then, and I'll say, we'll give you a shot, but if it doesn't look like we're your priority, then it's probably not a good fit.

Yeah. So being clear about that with yourself and honoring your own standard is critical. Otherwise you're just making headaches for yourself and creating a. You're setting yourself and the agent up for disappointment, confusion and frustration. And then, you know, what journeys are you designed to support best? I mean, what we heard over here was something that I hear all the time is like, I like to take that person who's been in the business for 18 months. I don't have to show them all the ropes. But they only did six deals in 18 months and they really wanted to do 18. So I'm going to help them get there. That journey for from, you know, the ropes to being productive, and I made up 18. I mean, if that's a good price point, that could be a really good living that that person wants in that market. So I take them from here to here is another journey. So those are just a few prompts. We'll give you a few more minutes to either work on your own or chat with each other about who is your value proposition best delivered to.

And just another quick one. I just thought about this one, which is a huge red flag to me. If someone is bashing another company and blaming them for their performance, that's a key indicator to me that they've likely done that before. And that's a pattern. So that's just, yeah, I'll pick you,

I'll even add, y' all keep going. But I'm like, what else? Where else did they. Where else in your life was not your fault? Oh, wow, that's crazy.

No, I seriously had somebody, I had somebody ask me in our onboarding class. So she did pass through, through, you know, our recruiters, but I had somebody ask me in my onboarding class, it was my day to teach. And she said, well, I mean, aren't you just like wasting your time showing properties to people that aren't pre approved? And I said, you're not going to make it in this industry for six months, not even three months. I'm just going to be honest with you. Like, you've got to reshape the way that you think, otherwise you're going to show up that way and everybody that's not Ready to go today, they're going to be discounted. So that's just a but. Yes, Ethan, go ahead and we'll give you some time, but three minutes.

Who are you designing for and who do you want to attract? And what are the no go's? All right. Tiffany has some great ideas for you. If you're like, how on earth I'm in production, I'm taking care of my agents, I'm taking care of my clients. How on earth am I supposed to recruit? I've basically done my recruiting by having my agents bring me other agents, and if they meet some basic criteria, I let them in. Sometimes that goes well, sometimes that goes poorly. And I just managed to sort it out and it actually creates more headaches. Tiffany is going to prove to you that you can, depending on what your goals are, have a recruiter.

Yeah, absolutely. Just a little bit about me, Tiffany Williamson. One of the things we're most proud of, we have recruited and retained 155 agents in the last 18 months. We've got over 300 agents. We bring on probably 20 to 35 per month. We are projected to do about $1 billion in sales this year. And we actually have six offices. I screwed that up. So we actually have six offices across north and South Carolina. So I'm going to share with you the playbook today and we'll get into that. Like the second part of the session. We're going to try to speed some things along because I know you guys have questions and we're here to, like, help you in your specific businesses. But one of the things that I get asked a lot, like, I don't know if I'm at the point right now where I should hire a recruiter. And I, I felt the same way.

I.

We started, you know, we have over 300 agents now. Well, we started with just a handful. We have been. Wherever you are right now, unless you're, you know, I've got a thousand agents. We have been there. And so we look for someone who is responsive, has management skills, a company cheerleader, because that's going to really promote that culture that we're looking for. And then industry experience and market, market knowledge. Now, that's the first. We do have recruiters on our team who are not in real estate, and I highly recommend that once you get to that level. But we'll, we'll chat about that later. So I wanted to provide this for you because it breaks down the cost of a, of a leader. Now, our first hire did not make anywhere near this right so wherever you are in your business, it could be you could pay them $30,000 a year. They could work 30 hours a week. And they may not just be the recruiter. They would be the sales manager. They would be the recruiter. They may help you with training and onboarding. You know, when we first started, our coo, Christy, she helped with a lot of the training, the onboarding, structuring that. I did all of the recruiting. So we just kind of divvied things up when we were much smaller. But you do need that person to help you grow. I would not put a recruiter in place if you don't also have that same person or someone else helping facilitate that structure. So let's talk about this. $60,000 a year sounds really scary, right? But $60,000 a year. Most payroll companies pay out two times a month.

So.

So we're looking at 2,500 bucks every pay period. If we look at what your. And everybody in this room should know this. And if you don't know this, go figure it out today. What is your average net per deal?

Average net, right.

Average net. Not your gci. This is after everything is paid. Any success fees, any your agents, like, what is your average net as a firm? What does that number look like per deal? Okay, that's really important. So then we come and we say, all right, on average, 3500 bucks a deal. That's the average company net. Now, I'm just using these numbers. These are not ours, just so you know. But just for the name of, like, across the country, this is probably similar. So $3,500. So your break even point on this hire is two deals. But we're not in the business to break even. But you need to know what that number is.

So.

So your break Even number is two. Then you want to add 25 to 50% to that number just to have a baseline. And then you can get creative with. Okay, I'm going to put together a position for this specific person. These are the expectations based on what we need to make this work and make sense. And then the most important thing, when we do have this person in place, they have to exceed expectations. Right? And we'll talk about that. But any questions about this before I keep going. Does this make sense to everybody? Okay, thank you for the queue.

Yes, Jacqueline, Maybe a show of hands.

Those of us here that are flex

and that are not flexed so that they can. Oh, yes, yes.

Good call. Yeah, show of hands. Show of hands. Who is in flex.

Okay. Like, welcome. Yeah.

All Right, Yeah. Just in case. Okay, so hire slow fire, fast guys. And I know you hear this. I don't want this to be white noise though. This is like a serious part of what you need to really look at going forward. You're going to hire people that are not going to work out. Bottom line, it's okay. You know how many people I do coaching too, across the, across the country and so many leaders, they say, well, I tried, it, didn't work. Okay, we'll try it again. Do you know how many people I hired before I found Jacqueline? Probably it was like at least two or three that were awful that stayed in those positions. Well, they're not here, so. But I mean, you know, I mean, they're good in the ways that not in the recruiting role. You know what I mean?

They didn't deliver on the break even,

but I kept them in the role figuring out, okay, well, we'll figure out a way to make this work. We'll figure out a way to like, yeah, I'm going to give them this coaching, I'm going to sit with them, you know, I'm going to pass them over to the agents to chat through, you know, blah, blah, blah, blah, blah. Doesn't work. If you know in your gut this person is not a good fit, then go ahead and let them go. Have a 90 day success plan, guys, and meet with this person. Look at your goals. It shouldn't be a surprise to them either. And if it doesn't work out, try it again. You're going to learn something from that experience. And yeah, I mean, I just, that is the one thing I want you guys to take away from this. Keep trying to hire that right person. And once you hire them, it's important for you to have your goals right of what this person looks like, what it is they should be doing. Also, I don't expect you all to have all of the answers right now as to what this person is going to be doing as far as goals. That's why it's important for you to reach out to your growth advisor and say, hey, I am hiring this person. Can you connect me with someone across the country who also has this person that I can chat with? We did that all the time back in the day because you can hire somebody and then you start them in this position. They don't have the tools. You don't have the tools. And guys, as a leader, it's okay to not know it all. Check your ego at the door. I mean, you've got to like let that Go. You don't know it all and that's okay. The only way we learn and grow is to put ourselves in these opportunities of growth, which is meeting with people. And I meet with people all the time and their teams are smaller than mine. But I take something away from what I've learned and implement it into our business in a different way. So reach out to your growth advisors. Make sure that you're getting connected with people and hold them accountable. Also coaching culture and stories from the team. When this person is hired, especially if they're your chief people officer, they've got to know what they're selling. I think that's super important. We're going to get into this on the next, the next session that I'm going to come into. I'm opening up the playbook. I'm going to show you guys exactly how we recruit. If you have any questions, let me know about that. Not going to get into this too much right now, but I will say the interview you is so important. Think about when you're showing a five million dollar property. Now I met somebody from Beverly Hills last night and that's probably not a lot for them. But you're showing a five million dollar home. Are you just showing up? What are you doing? You're cutting on the lights. You're getting there early, right? You're preparing. I'm, look, I'm calling the listing agent. I'm like, what don't I know? Tell me about this, tell me about that. Do the same thing for these recruiting appointments. Jaclyn said something to me and it resonated on such a deep level before her recruiting appointments. She comes out, she makes sure the music is on, she tees up our broker in charge. Hey, Kathy's going to be coming in in 10 minutes. Just make sure we've got either some agents in here or some of the staff come out here or if it's just a one man show, it's Jacqueline there like ready to meet and greet. But make sure you're saying setting the stage for that appointment, that is super important. Building rapport. And that's what that is. Exactly. Doing. Identifying their priorities and showcasing value. I'm going to just go through this. You guys will scan this QR code. This is exactly the questions that we ask in the beginning or actually no, before I get there. Based on how many people do you meet with in a month between all of the team, like all of the recruiters. A lot. I don't even know. Yes. Yeah, there's a lot. So basically Based on that, there are three things that agents always say, this is important to me and there's actually four.

But for the sake of leads, training and support.

Leads, training, support and culture. But leads, training and support, those are the three things that come up every single day. So what do we do? We design our social media around leads, training, support. Every time Jaclyn meets with an agent, she asks specific questions, this comes up. So everything she says back to them supports this. And this is basically a baseline of how you can ask these questions. And then obviously if you're opening this up with a brand new agent, Tell me about yourself. Don't sell yourself too much in the beginning. You've got to know what's important to them and then how we can show up and add value, value to what it is they're looking for. I mean that is super important. Talking points to experienced agents. What are you looking for in a new firm that you didn't have where you are now or you don't have where you are now? That's such a door opener because oftentimes it's going to go back to leads, training, support, culture and then here we are again and again. You guys will get a copy of all of these. I'm not going to go through them. Tammy, quick story. We Tammy is not a real estate agent. She works on Jacqueline's team as a recruiter. We purposely ran an ad for someone who was in the talent acquisition field, not someone who was a real estate agent. Now, Tammy does not meet with agents yet. She will eventually, at some point. I think she's got the skill set. But not everybody would be meeting with agents but Tammy sources, which again is very important and we'll chat about that. But this is an example of as Tammy is sourcing what she is saying. So you guys copy that. You can make it your own. It's in the slide deck Post interview. We are following up, sharing links, pipeline, inviting them if we can't close them in that appointment and we want them, by the way, we don't hire everybody. You definitely there have over a cocktail. We'll have to tell you a story about one of Jacqueline's like situations. It's actually really funny. But we do not hire everybody. But then the people that we do want, we invite them to something in the office so they can feel that synergy, they can feel the culture. So that's, that's a really good follow up if you need something to follow up with. All right, I think that's so.

So we are halfway through on Time less than halfway through on time and about halfway through this material. Would you like to do some open Q and A on the ground that we've covered so far? Yeah. Okay. Raise your hand and then I'll run to you with the microphone. So speaking of your multiple offices, we're up to one single office and we recruit about eight to ten agents a month. What was your pivoting point to opening

up the second office for us? Geographical presence? We. We cover a very large span, so we might cover 100 miles in California from almost San Diego borderline all the way to an hour past la, which everybody would know la. So we started to break it down and attract and recruit agents around specific markets. So we looked at our MSAs and we broke it down and we were all in one. And then we split and we split it into three to be able to manage all three of them. I still do all the operations, but we have two of our team leads in the back. They take a full section. All the agents in that entire MSA, we analyze and we recruit directly to those for that. We don't. We were having agents just pick up a lead because of the price point and drive way over here. But they would only want to, you know what, we're going to close this guy for 1.5. And that's not how it works. Maybe three times in my career I've had showed up, opening a door, got an offer written and opened an escrow right then. So the ball started being dropped. So we went really special into each county and we picked a hub and we just built around that.

Cool, thank you. I'm Devin from Hawaii.

Nice to meet you. Hi, Devin. This is really chock full of some amazing things. Could you share a little bit about

your recruiter's onboarding process, how you train your recruiter recruiters, how you give them

direction and how much time you give them to really get ramped up?

Yeah, absolutely.

Really quick promotional plug. Tiffany was our guest on real estate team OS and talked about this for at least 25 minutes. So you'll get the short version right now. But you did it all on episode 84.

Yes.

Yes.

Yeah.

And as we built it out, it's obviously evolved, but I think one of the number one things is making sure that this person has been buy in in the firm. They understand the value they are sitting in these coaching. I mean, they're not going to be coaching agents, but we want them to see the value of why that works. So we put them through sitting in coaching appointments. They are Meeting with agents, taking them out to lunch. What do you love about Navigate? What, what? Tell me why you're here. How has it changed your career? So there's a series of that and then obviously with Jacqueline, luckily she had had requests, recruiting experience, so she really just hit the ground running. I mean, honestly. But as we are bringing on new recruiters, we want to talk to them about how to ask open ended questions, how to listen and then talk to the agent about how we could benefit them from what we have at Navigate. And I would just say it's buy in and that person has to be passionate about what it is they're selling. And Jaclyn, I'd love for you to chat. Anything you want to add to that.

So I would say to piggyback on that, you know, making sure that you don't have somebody that's off site and doesn't understand your culture. Culture, you know, we can give facts all day long, but if they're not in your office or around your agents and don't understand the actual, just real feel of, you know, the firm itself, the brokerage itself, that's really important for that recruiter to really connect with these phone screens that, that our recruiting team does. And then obviously you get them, you know, into, into the office. But you know, myself, I sit in every weekly leadership meeting. I don't have a whole lot to offer as far as Zillow Flex or, you know, the numbers and the metrics and all of those things. But I am listening and I'm absorbing it because in my interviews I want to make sure that I'm portraying everything I know going on with the firm. So it's really just including that person making them really a part. You know, don't miss the team meetings, you know, any kind of training. Sit in on them just being, being a big part of the team and so that it's very easy to portray that story and sell that to the people that, you know, you feel are a good fit.

We had a solid pipeline that I'm going to share with you already and that can. Let me ask you, let me make sure I'm clear. How are you asking the ramp up period, how long it took took Jacqueline to fill the pipeline to start interviewing? Yeah, I'm going to cover that. Yep, we'll go there. Yeah.

And so I just want to summarize what Jacqueline said. Your recruiter needs to be the human embodiment and human expression of the organization. That's why she sits on these meetings. Even though she is taking more than she's contributing to it. She's taking it and bringing it out into the field so that she is the human embodiment and human expression of the spirit of the organization. As soft and weird as that sounds, the way that that comes off in the interview process matters a lot. Time for one more. We'll go to this side of the room. Okay. Right here. Hi, I'm Adriana.

I saw you guys at the Flex seminars too. It was great.

Or Zillow preferred.

Now, for those of us who are

just starting a team and maybe aren't

at your level yet, as far as the scale and size, how quickly do you fire agents or let them go?

Like, what is your metric for? Have they been given 30 leads and

they haven't produced an escrow?

Like, what.

What's kind of the analysis there? I got. Yeah, I could talk all day on that. Yes, absolutely. So basically, how we're structured now, it could translate to any size, right? So if you're bringing on agents for Flex, you have to have some sort of training and onboarding system. So once they get through training and onboarding, we do something called 5, 10, 20, and that's before they graduate to go to get into their one on one coaching sessions. So what that means is we're turning them on the phones. They get five calls. They get paused. The agent, the team leader, then listens to the calls, checks the metric, checks in with them, makes sure that they're doing all of the things that they need to be doing, then they get turned back on to get five more calls. So that's 10. The sales leader pauses them at 10 calls, goes through, listens to those calls, and sees the metrics again. They do the same. And now the leader can also say, hey, I don't like what I'm seeing here. We gotta go back to training. We can't. We're not gonna keep giving you leads if you're not converting or you're not doing the steps that we, we need you to do. So it's up to them. So if they feel confident about the agent and what they're doing and how they're showing and how those metrics look, they go to 20. Now, 20 leads that will tell a full story of what is happening, you know, with the leads. Unless there's some weird situation. And sometimes that is the case, you have a great agent that may not be able to, you know, whatever. There's many reasons why. But at 20 leads, we expect somebody to be going under contract. Contract, you're writing offers, something and after that, you're paused, the leader comes in, chats with you about what's happening. And I'd say this, if you take nothing else away from learning about, you know how to pause unpause agents, we dial in met with going to showing homes. If you don't know what met with is, that is not showing a home twice in one day. When you meet with a client, client that and you show them two homes in one day, you don't go to showing homes that showing homes is going out for a second day. The reason that is so important is stats show if someone goes out with you a second time, they are far more likely to transact with you. And when we see people getting stuck and met with, that shows me the agent is not closing at the end. They don't know how to create next step steps. You know they're not, you know that feeling that you feel when you meet somebody and you're like, gosh, I just really like them. You know, they're not able to translate their value. There's something wrong in that appointment. And so those metrics tell the story. You just got to make sure you know how to read those metrics. That's super important. So that's just. I've got a longer version, but we'll.

And I'll quick 10 seconds on that once we identify that. So we do the 5 to 10 to 20. Now we know what role play session you need to go and practice on because we found the bottleneck in your business. We found the problem and we couldn't. We're happy about it because our goal is to help you win. We know that if you can keep your conversion rate at above 5% Zilla, you're in green and they're going to flood you. So just let's just, let's just factor that in. It's going to.

Here's.

We fixed it. We fixed your problem. Now you need to go here and crush it.

I heard it's five and a half percent now.

Yes.

Just kidding. All right, so what we're gonna do here with the rest of our time, we've got over 30 minutes. We're gonna hear from Jeff on his marketing channels and where they are finding the agents that work well for their business. Tiffany will share the same. She'll take you inside their Corded account. They use Corded to manage in track recruiting. And then we will do. You'll have a choice at that point. Do we want to spend a few minutes with you chatting with each other again on your marketing Channels or do you like to go and finish the rest of the time with open Q and A? We'll decide that later. Here's Jeff.

All right, let's jump in here, guys. Marketing channels, paid, organic, activity based. You've seen it, you heard it before. The same thing we asked for the agents. The same way we generate opportunities and communicate it. So paid, we utilize Humanize. Indeed. And LinkedIn. Humanize. Cristiano, good friend of ours, and he helped build this program. The leads come in, they hop right on your calendar. For those we call quickly. Speed to lead, to have a conversation is big, right? So what do we spend right around three to $4,000 a month in advertising to create these inbound opportunities constantly coming in. I own a virtual assistant company called My VA Sidekick, and one of our VAs literally takes the call, reaches out, sends a text message. The goal is to get on the phone with them as quick as possible, right? Because we know that they are probably reaching out to multiple places, filling out multiple applications, and we want to bring those people in quickly. From there, the process, the lead comes in, within five minutes, they get a. You guys have seen, kind of heard of that five minute rule, right? So the same thing we're asking the agents to do, we're asking the recruiting side to happen as well. Then we set up a zoom appointment with one of the team leads and to start to ask some of those preliminary questions that Tiffany had. And from there, if they are a good fit, we want to invite them to role play strategically between 10 and 10:30. And the reason why is because they. I want them to walk in, see a room full of people practicing their craft on getting better. On average, we have about 40 to 45 of our agents at Roleplay every single Tuesday, Wednesday and Thursday. And we have them shadow. I'll walk out. How you doing? Welcome. My name is Jeff. Let's have a conversation. And then we go through the interview questions. We train on each level to make sure that agents are checking if agents are a good fit. So in this process, what do I mean by that? Our number one recruiting source are the agents on our team. They bring in more people than anybody else. Any lead source, anything that we're paying for, they are going out to these open houses, they are going out to these networking parties like, hey, I brought a friend back. Can he come and join? Like, we'll see. And then we kind of rock and roll. On average, these platforms bring us about two new agents per week. Organic social media agents as our UGCs. So we have I have a virtual assistant company. We have editors, we have the agents film themselves or record videos talking about why they love power real estate group, all about the culture. And we push that out and we market it. We let them put push it. And then all of their friends who had real estate companies are like, hey, I'm struggling. They start the conversation, they bring the con, they bring the agents in and they just set an appointment. They know when to meet us. 10 to 10:30. And they go through the process. So this is one of our biggest opportunities, utilizing social media and the agents as our ugcs. It's not just me, Jose Jose and every other team leader up there talking about. It's literally the 150 agents, mostly the top producers because they're celebrating their wins and everybody. Well, I started three years ago. I've been struggling. Well, I started, I came over here two years ago and I'm on escrow number 45. They're going to want to be where winners are. So big thing, team culture, income, opportunities. And we got the leads. I was watching I love the 80s one time and there was lady back then and she's like, who got the beef? And so we were always telling people, we got the leads, we got the opportunities. It's voluntary. You got to be able to convert the opportunities. We give you 20 opportunities, then that 5, 10, 20, and then we're going to hit that pause button. 5% conversion. 19 of them might not work out. So I don't want to hear about all the problems. I want to hear about the solutions. Who are you actually winning? How can I help you get that person to the finish line? Culture, office meetings and role plays. Our role plays are a lot like my energy. It's intense. It's in your face. It's role play. We're going to keep getting better. We're going to invite you in. It's our people. It's not a good fit for everybody. Find your people and build your tribe right. So they're showing up every day. They're holding themselves accountable, they're listening to their calls and we document all of that income opportunities, proven success. Success with Zillow. We launched Zillow in Southern California. So we talk about the processes. 84 teams just got launched in Southern California. They're gonna need some help. So we're constantly talking about what the best practices are. Cause we've actually experienced it. Open house availabilities. Like I said, we have more open house opportunities than we have agents to do those open house opportunities. So we will literally go out and say, hey, keep all the leads. We just need coverage. You know what that means? We're just gonna have one of our agents either be there or we're just gonna start the process. They do it about three times. Then we're gonna invite them into one of our role play sessions because clearly you're not getting enough opportunity where you're at. We should talk. And then we build from there. And then investment opportunities, we do fix and flips and all these other things. So when we invite agents to be a part of the investment process, every agent wants to be the next flipper, the next investor, next big baller. All right, cool. Well, we gonna bring you in and it's gonna be a controlled winning scenario. So we build that out for them and invite them to do that. And when we do that, we also show them a pathway to be able to generate consistent income, to be able to consistently do this and build a 2, 3, 4 year plan to. If that's your long term goal, I'll help you become an investor as well. Things agents can use in their business. Big on how tos, big on tips and tricks and what to say in different situations. So we are combing through our database. We're using, utilizing AI and figuring out what the different objections are. And we're playing fun games. We'll run up to an agent and say, how you doing? How you doing, Corey? What's your biggest problem right now? What's your biggest objection? How are you facing it? And then literally have them record it. Sorry. And then he'll respond. Record it, push it out. It shows culture. It shows that we're actually diving in. People want to be a part of something. Don't ever forget that they want to be a part of something. That solo agent, it's just a hurt person. They just need a little love, right? What does that bring? Two people per week. Agents are UGCs documented and building around the agents and then bringing people in. All this is just to tell you that we're gonna bring in about five people. We educate our agents on who our ideal agent partner is. They know an agent will come on and be like, I don't know, Jeff. Who brought this person in? I'm like, I don't know, Roger. We'll see how long they last. Let's set up a plan and build through it. We'll see if they get through scrimmage. They're calling it out. They know what a power agent looks like and feels like five people per week. And these people Actually last and they stick because they came in with somebody else. That person is not just bringing them to the team, they're supporting them on the team. Activity based open invitation to role plays. We share it. We invite everybody, no matter what to our trainings. We don't care what brokerage you're at. We don't, we won't even. Hey, are you happy where you're at? All right, cool. Stay where you're at. Keep going. Eventually you're going to be here. Agent led training. One agent per month, like I mentioned, does a three week training. August open house Tiffany three weeks in a row breaks down the entire open house process. Why Tiffany? Because last year she, she closed over 30 open house transactions. Social media Bailey. Bailey's right now at the Rise convention being treated great because he goes live on TikTok and gets 50,000 viewers to show up. He's also one of our number one recruiters and most of those TikTok people that are coming in, he can't manage that many. So he's like, I'm gonna go 50, 50. We've helped him turn that into lead gen opportunity and he's transparent about it. Jose Perez, he did calling expires and he's literally showing people how to work expireds and we tell, we give them the map of what they should show up to and how they should show up to it and it's a full playbook, it's a three week training process. We're giving you everything you need to do because we don't want to confine you to just one opportunity. Collaboration, nar rep, further, real estate, collective, anything that's really big we're trying to be involved in. We're trying to actually push our agents there. Some of these programs are just all drinking. We're going to go up there, we're going to talk about protection, production, we're going to talk about winning, we're going to talk about culture. We're going to try to invite them to be a part of being a productive agent. Taking care of your family.

All right.

That was quick.

Yeah, that was, that was. I could have put a bumper slide in there for the handoff. This hand off to Tiffany. So that, that was, those are some of the ways that Jeff is creating conversations and relationships with the iap, ideal agent, partner, agent, avatar, whatever word you use. Again, the goal is to understand your business model, have a value proposition that matches it and to be able to communicate not just. You don't need to have like the most unique value prop in the world. You just need to be able to communicate it really, really well to the right people that it will make sense to. Tiffany, where have you found all of those agents that your team has brought on?

Well, funny you should ask Ethan. Sourcing versus attracting. And this is one really important to understand the difference. So active responding to a candidate if you're. If they're coming in through. Indeed courted, LinkedIn. And then passive means social media, Facebook, Instagram, TikTok, all of that. A huge shout out to our VP of Sales, Carlton for Brick Carl for bringing us the cordit platform. That has been a game changer. Jaclyn is obsessed with it, knows way more about it than me, so I'm going to it call on her in a moment. But here are the channels that bring us the most agents now. Yeah, you can use a third party in my experience. I just not knocking them. I. It's just not my cup of tea because I feel like we could do it better internally and just depending on where you are, if anybody. And I think at the end Ethan's gonna pass out our information. Don't hesitate to reach out to me about like, you know, where you should. How much you should put this and that because there's a lot to it. But for the most part, this is what we do in terms of recruiting. Indeed. Corded, LinkedIn, social media agent referrals. And I'll share with you guys our agent referral program. I don't know if I have it on here or not, but we'll share it. So what is corded? So this is supposed to say assess, not access, by the way. So I got tongue tied earlier and I was like, what am I? And Jacqueline's like, it's not spelled right. Okay, well, identify, view, assist and insight. So that's what the cordit platform provides. Now here's an example. This was a snapshot taken a couple of months ago. But basically this is one of our offices. So we are top 10 in Raleigh in the triangle area. Our total sales volume as of that specific time, just in that office. Number of agents, just in that office. Units sold. But what's interesting is you can look and see is this firm losing or gaining agents. Now this is what you can see. You can see this from any firm's perspective. You know where we rank in terms of volume, units, sales volume per agent, all of that. So this is a competitor in our market area. And you can see the same thing.

It is.

No, I'm just kidding. You can see their sales volume is down for the Year, their units are down. And if we click to this page, it shows you year to date and you have access to all of this through the Cordit platform. And I am definitely asking them for like some sort of discount because this is not the first time that. Carl, you gotta ask them for that. We've been showing this, but their sales volume is declining, which means let's take a look at their agents. So we'll click into that, we'll see all of their agents. So the agent. One, two, three. Those are actual agents that tells a story. How long have they been in the industry? Time at this specific office, what's their sales volume? Are they up or down for the year? And there is an algorithm that will say now it's not 100% all the time. True. But there is an algorithm based on. Are they going to. Indeed. Are they looking at job abs. What's happened? What are they claiming? Clicking on social media that will showcase. Are they likely to move or not? Now, Jacqueline doesn't usually call from this platform. Now, this is what Tammy is for. This is what Megan. We just hired somebody else. Whitney, this is what. I haven't met her yet. In all transparency. I've been in Europe. But Whitney is for. And they will call from this platform to book Jacqueline appointments. But yes. So this tells the story. And let's see, we've got. Yeah, so you can log. So whoever you're hiring to do this, they can log the interactions here. So you can follow up and see what they're doing. And you can see all of the things here. Active listings of the agents. Like it just tells this story. So when you're following up, you've got some talking points and I just think that it's better than, hey, how's your business? I would hang up because I get so many calls. I shouldn't say that, but sometimes I'm just. But like, hey, I see you're down. Like, we've got this event all centered around how to boost your productivity in the market. Blah, blah, blah, blah. Like, there are things that. Will you understand what the pain points are based on what this system is showing you?

Would you or Jacqueline agree that in many cases they're not getting that feedback from. From their own broker or team leader?

No, they're not. Which is why you should also use this system for retention. And Jacqueline, do you want to speak to that too?

I would love to speak to that on this slide in particular, because this is actually our firm. They all look the same.