Going into this week a comment from publisher Brad Inman stuck with me: “Inman is a big tent with every imaginable point of view and style of communicating.” Indeed, we see this notion reflected in our reader feedback every day.
Our most recent top comments explored a wide range of ideas — the power dynamics within a brokerage, emojis in professional communication, knocking on 75 doors per day and whether real estate has the right to use the word “innovation” — just to name a few.
I heard the best comment at an Empowering Women’s seminar. The difference between women and men looking at leadership positions is: Men see a list of qualifications and sees 1 on the list that they HAVE and think “I so can do that position.” Women see the same list and sees 1 on the list they DO NOT HAVE and think, “I really should work on that qualification before I should try to do that position.”
I know this is a generalization but I do see this happen over and over again even from myself. This is a great article and I hope causes more women to stand-up for change.
It’s always concerned me when an organization chooses its annual presidents years in advance. What is that? It seems like a British monarchy.
This process alone is an antiquated symbol of a bigger problem and I believe true change is impossible. Bloated salaries fit this business model perfectly.
And yes, our balance of power is wrong. How can we be a million strong but not much changes? Fix what you can – my brokerage focuses on local committee service but I have to say no to running for the board of directors. 20 years of membership – I know my brand for change is ultimately not welcome.
Contacts for contracts; I live it every day, averaging 75 doors a day. I love the come list me calls. Go get it !!!!!!!!!!!!!!!![Tweet “Michael LaVallee: ‘Contacts for contracts; I live it every day, averaging 75 doors a day.’]
Not much new here but I like that a soon-to-be-licensed agent can find ALL of this on one page. Now, how do we get the soon-to-be-licensed to read this BEFORE they invest time and money in getting their license?
I have always thought there should be a required license course that covers the business of and realities of a successful real estate business. We must teach lead gen, what to say, database management, mindset and systems.
There will still be that #throwbackagent trying to send us handwritten documents via fax. ;)
I’m surprised to see that the words ‘leadership’ and ‘diplomacy’ are starkly missing from your article. There’s more to being President than simply managing the executive branch.
I’m always impressed with the amount of effort it takes to be a successful agent. Not too many industries require someone to handle a pipeline from beginning to end and wear so many hats.
Inventory, advertising/marketing, lead gen, client acquisition, showings, applications/paperwork, closing (more paperwork) and client retention. I know a lot of people in a lot of fields and the hardest working people I know are successful agents. 24×7 365.
I’m not surprised to learn that MLS alliances are falling apart. I belong to L.A.’s CLAW MLS. This database is terminally-incomplete due to no enforcement of MLS rules re: “pocket listings”. MLS data for some areas of the city is known to be 40% incomplete due to off-market sales.
I get pocket listing inquiries almost daily from agents who don’t have confidence in the integrity of the published database. Our MLS has become an outlet of last resort–something an agent does when she or he can’t sell a listing in-house or by double-ending it themselves.
I can foresee a day when there will be no MLS. R.I.P. Why make all those phone calls when you can simply promote a listing among your friends on Facebook or even Amazon? I’m disappointed we have elected MLS leadership that has failed us.
I’ve seen comments written with text abbreviations and even emojis. It’s also a good idea to stop with the idiotic use of words like “spectacular,” “breathtaking,” “amazing,” “to die for,” “must see”… especially when combined with crap-can cell phone photos.
This industry knows no bounds….
Steve thanks for the data and linked article.
How many franchises and large brokerages of 50+ agents whole heartily follow the command “…Get ahead of the curve so we can jump on opportunities when they surface. Technology underpins everything we do. If we are going to innovate, it has to be driven by you”?
The term innovation is used so much in the real estate industry, but almost never happens.
Steve, excellent synopsis of a CIO position and the role they could be playing in brokerages. But like anything else, the 80/20 rule applies. It is so difficult for brokers, especially those in medium-sized and large organizations, to get in the weeds, understand both the corporate and agent specific needs, and put the right pieces in place flawlessly.
And then, there is agents’ adoption, ugh! Personally, I don’t know of a single broker who would flinch at an opportunity to earn real quantifiable dollars but unfortunately nebulousness is where theory meets reality and performance metrics are often just that, nebulous.
Immediately after closing I have all of their house locks re-keyed and add deadbolts if there aren’t any there. Coming from a law enforcement background I am fully aware that most people give their house keys to many people including family members, neighbors, house cleaners, etc. I make sure my buyers will not have to wonder who else has a key to their home. You cannot put a price on peace of mind.