WorkPuzzle

Staying Alive by Tending the Recruiting Fire--Part 2

In my previous blog I questioned what is causing some managers to put recruiting on the proverbial “back-burner” when it comes to prioritizing their regular responsibilities.   Managers wear many hats, but for some they tend to leave the recruiting hat on the hook. 

If the financial motivation is not enough to get this hat squarely on your head, perhaps discussing the tasks associated with recruiting and developing a comfortable process will help.  How comfortable are you with recruiting?  Have you implemented a process that doesn’t feel natural to you?  Yes, getting outside of one’s comfort zone can push us to greater limits, but if the resistance is causing inaction you’re getting nowhere fast. 

I came across an article on RISMedia in which Jeff Smith with Better Homes and Gardens Real Estate Bradfield Properties in San Antonio, Texas was highlighted for his recruiting strategy.  According to Jeff, his recruiting success comes from going back to the basics…and that’s how he was able to recruit 35 agents during the summer of 2012.

It’s not only about executing specific tasks on a regular basis, but understanding why they are effective that might help you find a different comfort zone in your recruiting strategy.  The excerpt of this article below speaks to Jeff’s understanding of why he is taking the actions he is taking. I have highlighted the top 5 steps.

Phone calls. Every day Smith dials between 30-100 agents, speaking to the ones he can reach and leaving messages for everyone else.  His voice mail message often includes a call to action such as an invitation to one of his many training events.

Smith’s daily tasks:  Smith spends a minimum of 1.5 hours daily making calls and sets goals for the number dials he will make.  Looking back on his real estate career, Smith says he developed good phone habits when he used to spend five hours a day calling  expired listings in his market.
 


Email. Smith understands that most experienced agents will say they are happy at their current company and not looking to make a change right away.  Due to this, staying in touch over what can sometimes be a long period of time is incredibly important.

Smith’s solution:  Smith uses email and handwritten notes to stay in touch with agents between face-to-face meetings.  Writing three to five emails and notes per day can be a great way to stay personally involved with prospects.  Never underestimate the power of a handwritten note, no matter how digital our world might feel.

Real Estate Schools. Twice a month Smith has lunch with the students at the local real estate school.  He says he loves working with new agents because the process is shorter and he knows he can train them to be successful.

Smith’s Tip:  This success strategy isn’t for everyone but will work if you have an item of value to offer.  Smith most recently did a drawing and gave a way his new e-book as a way to capture the student’s contact information.  He then makes phone calls and sends emails as follow-up and stay in touch with the students after they pass the exam.

Training.  Smith understands that training is imperative, especially for new agents.  Because of this, Smith will often invite students from the local real estate school as well as outside agents to join his regular two-hour training sessions.

A typical question is whether or not he is afraid that agents will attend training to simply swipe and implement his ideas on their own. ‘Absolutely not,’ Smith says.  In fact, his mantra has always been to ‘give away everything I’ve got.’  He makes the point that the more REALTOR® signs seen out in the local market, the better it is for all real estate professionals.  He believes that FSBOs are the only real competition.

Understanding the competition. Smith says keeping his eyes open to opportunity has served him well.  In order to grow, ‘you need to know when to pounce,’ referring to his recent merger as well as the large number of new agents he’s added to the company.

Making sure that agents in his market know he is there to support them in their careers helps to position Smith as a true leader.

Staying in touch with agents through regular phone calls and emails means that when smoothing happens and that agent is ready to make a move, Smith and Better Homes and Gardens Real Estate Bradfield Properties are the logical next choice.

With 19 years of experience in the industry and a track record of growing companies, there are certainly some lessons to be learned from Smith.

Getting back to basics, doing the work, and having the right intentions and attitude, and understanding your market could be all that it takes to hit your talent attraction goals.

So here’s to picking up the phone, writing a note and engaging old school style!

 

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Editor's Note: Lee Gray is the Senior Account Manager at Tidemark Inc. Lee is a guest contributor to WorkPuzzle. Comments or questions are welcome. .

Staying Alive by Tending the Recruiting Fire

About a month ago I was speaking with one of my recruiters about her progress, specifically as it related to working with her managers to recruit new agents.  In that conversation she expressed some frustration that I have heard from other recruiters.  Her frustration stemmed from some of her managers lack of action with the candidates she was sending for interviews.   She told me that her managers don’t have the time to deal with new agent candidates.  They understand that recruiting is a top priority but they are too busy, and I quote…”putting out fires.”  

Paradigm shift alert….recruiting is a fire. Recruiting is a flame that needs constant attention.   The reality is all around you.

  In “Highlights from the 2013 NAR Member Profile” it was reported that the median age of experienced agents has increased to 57.    If you are not tending the fire to backfill the inevitable departure of the aging agent population you are seriously compromising your own profitability and that of the company at large.

 If the Managers know all of this, why do they not prioritize recruiting?  Is it because they simply do not like it or feel uncomfortable with the tasks associated with recruiting?  Is it because they don’t have any formal system/process to follow and feel lost in this endeavor?    Are they lacking motivation?

Let’s start with some motivational math.  Todd Shylak posted and article,” Recruit Today, Profit Tomorrow,”  that succinctly points to the financial motivation of recruiting.   

“Have you ever taken the time to truly figure out what it would mean to your bottom line if you recruit?  Most, I daresay, haven’t.  The pressure to recruit agents is part of everyday life for a real estate broker; however, the knowledge of what it actually means to your profits, isn’t.

Let’s look at this further.  If every experienced and productive agent you recruit adds, on average, between $10,000 and $25,000 to your bottom line, adding five agents will boost your bottom line by between $50,000 and $125,000 in year one.

Over the course of three years, those same five agents will add $150,000 to $375,000 to your business, while at the same time creating excitement and momentum in your office.”

While these numbers are somewhat outdated, I think you get the picture.   So, we have some motivation…now do we have a comfortable system to execute?  In my next blog, I will discuss more on the topic of a specific recruiting strategy that delineates a recruiting process and the reasons behind the tasks.

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Editor's Note: Lee Gray is the Senior Account Manager at Tidemark Inc. Lee is a guest contributor to WorkPuzzle. Comments or questions are welcome. .

I Dare You.....

In past blogs I have focused on the relational aspect of recruiting.  There is another aspect just as
important, but perhaps not as intuitive, and that is the habitual side of a recruiting strategy.  It is one thing to identify a strategy or process, but another to commit to the execution of said strategy.

The single most important aspect of any recruiting strategy is engagement, be it prospecting, interviewing or following-up.  It is the foundation of any recruiting process, without it you cannot build and sustain a recruiting pipeline that will convert to hiring talent.    Paul Castain, Vice President of Castain Training Systems, wrote a blog extolling the pitfalls of inconsistent prospecting relative to sales, but I usually see parallels in the wonderful world of recruiting in general.

To summarize, Paul pointed out three problems with inconsistent prospecting, two of which stood out to me:

1. You’re visibility is severely diminished.  Without consistent contact your prospects won’t really know who you are or feel connected to you in any meaningful way.   People want to work with people they know, like and trust. If you are not engaging with them they won’t engage with you.
2. You’re giving your competition the advantage. You could have the best brand in the world, but if you aren’t talking with a prospect, you know your competitors are.

I would say the number one complaint I hear repeatedly from managers regarding the task of recruiting, is that they just don’t have the time.  There are meetings to be had, fires to be extinguished, agents/staff knocking on doors… This is where the habitual side of recruiting comes into play. 

Schedule your “engagement time” (yes, another feeble attempt at re-framing the term recruiting).  I mean, literally put it on your calendar like any other appointment.  Put on the proverbial “do not disturb” sign and shut your door.   Make this a recurring “appointment” as many times per week as you can to:

1. Make calls
2. Send emails
3. Document your action for the day, including a date for follow-up contact or scheduled meetings
4. Rinse and repeat

I don’t know if I have any “dare devils” out there, but like Paul did for those in sales, I challenge you to open up your calendar and schedule your “engagement time(s)” and kick-start your recruiting habits.

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Editor's Note: Lee Gray is the Senior Account Manager at Tidemark Inc. Lee is a guest contributor to WorkPuzzle. Comments or questions are welcome. .

Become a “Talent Gatherer” and You May Forget You’re Recruiting

In my quest to encourage, promote and assist our clients in their recruiting efforts, I often find myself trying to find a new way to approach the work of recruiting. 

Most all of the managers with whom I have worked understand the need for consistent recruiting results, but they really languish in the execution of that task.   In helping them overcome this common state of mind, I often find myself trying to reframe this experience into something less objectionable.

I have written in the past about changing one’s mindset from the concept of recruiting to the reality of relationship building, which most managers do naturally well. 

I have also discussed the idea of the recruiting process mirroring that of the sales process.  In any sales process, it’s common sense that one prospects, identifies a client, and nurtures that relationship consistently and thoughtfully until it closes. Looking at the recruiting process from that perspective should not feel objectionable—especially to those managers who love to sell.

So here I am again, trying to playfully trick hiring managers into falling in love with the recruiting process.  Margaret Heffernan, an entrepreneur and author, brought this new vantage point to my attention.   Consider how she has learned to find and engage talented individuals for her business:

“Every CEO I know worries about people and talent. How do you find and keep the right people? Why is it so hard to find employees when you need them? Why does recruitment take so long and cost so much?

These questions contain the answers. Most leaders fill slots as they arise--and that's the wrong way around. What more creative leaders do is collect talent, all the time. At conferences, visiting other companies, at community events, talking to the parents of their children: they scan the horizon constantly for energy, talent, and drive.

Then, when they find those qualities, they can do one of three things.

They can notice and move on--and remain frustrated.

They can notice, develop a relationship with the people who've caught their attention, and keep lines of communication open. (They're like casting agents who watch every movie, see every play--even school plays--and know immediately what to do when a spot opens up.)

But the boldest of these CEOs go even further: they just hire the talent in the confidence that great people make themselves useful. This doesn't always look efficient but it can be terrifically productive. How many business owners can seriously afford to keep talent out?

Talent gatherers are, in effect, impresarios. They are always recruiting because they just love finding new talent, connecting to it, and nurturing it. It's their nature, not just their job. Everyone else is just trying to catch up.”

From Margaret’s perspective, real estate owners are indeed bold because they understand the need to constantly be on the lookout for potential talent.  They encourage both their managers and their agents (in the form of referral programs) to be constantly performing the recruiting function as they go about their normal business duties.

But in Margaret’s description, most real estate hiring managers get stuck on points one and two.  It’s all too easy to see opportunity and take no action. 

But, it’s also too easy to only consider those “actors” who seem to be close to a “role” you need to fill. This is equivalent to a hiring manager only taking notice of those who are already licensed or in school for real estate.  Those candidates are perceived to be the most visible and easier to communicate with since you most likely run in the same circles, but this is a limited source for recruiting.

For me, the third point relates to opening up the hiring aperture to hiring new agent talent.  By beginning a dialog, (i.e. starting a relationship) with highly skilled individuals in your community you open up the door to on-boarding a new pool of talent that could convert at any point in time. 

Does this type of recruiting seem time consuming to you?  Even if your efforts don’t directly produce a hire, might they become your next client or referral?  It seems to me you are already building these relationships…why not explore the possibility of a career in real estate with them as well?

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Editor's Note: Lee Gray is the Senior Account Manager at Tidemark Inc. Lee is a guest contributor to WorkPuzzle. Comments or questions are welcome. .

Increasing the Quality of Your Recruiting Interactions

Last May I wrote a two-part series on “Recruiting Expertise.”  If you missed that series or need a refresher feel free to revisit that discussion.   Today, I’d like to focus not only on the concept of "Quality in Recruiting," but also show you a real example of how one manager is actually executing a quality driven recruiting strategy.

We recently welcomed CBSHOME, a Berkshire Hathaway Affiliate, on board as a client.  After rolling out our flagship product HiringCenter (new agent recruiting program), they subsequently rolled out the TalentPipeline (experienced agent software designed specifically for managers as they execute their own recruiting strategy).  It is from the TalentPipeline that I came across a perfect example of, what I consider to be, a quality driven recruiting strategy.

As anyone knows, who has been trained by me, I am a bit like Big Brother (Sister) in that I do check in to make sure things are firing on all cylinders or address any red flags, or in this case applaud excellent performance. Deda Myrhe, an Assistant Manager with CBSHOME is the recipient of my kudos.  With Deda’s and the company’s permission I would like to share four observations from Deda’s work.

Below is a snapshot of this candidate’s history from Deda’s TalentPipeline.

October 7, 2013 Note by Deda Myhre  10/2/13- Called and invited her to meeting Tues. She is in class all week at Larabee finishing up, then has prep next weekend. She will schedule to test as soon as she is available after that.   September 19, 2013 Note by Deda Myhre  9/17/13 - Communicated with Alex via email as she inquired about coming to meeting on Tuesday and setting up her desk space. I gave her the go ahead and encouraged her to start stopping in and forming some r elationships. She is extremely excited to get started.   September 5, 2013 Note by Deda Myhre  9/5 - Did not start classes today as brother is getting married this weekend and lots of family stuff going on. Plans to be in class on Monday!   September 5, 2013 Note by Deda Myhre  9/5 - Checked in to see how classes are going and offered to help in any way. Invited her to stop by the office again if possible.   August 30, 2013 Note by Deda Myhre  8/29/13- Responded that she is so very excited to start attending classes! Has the schedule and plans to be at every one. Can't wait to become a realtor!   August 29, 2013 Note by Deda Myhre  8/29/13-Sent her a note to check in and see how she is doing.   August 20, 2013 Note by Deda Myhre  6/30- Met with her and hit it off! She signed a letter of intent. Picked out a desk. 7/8 - Very excited to join us. Invited her to a meeting. Hopes to be able to take off some work to do that.

My Observations:

1. The Size of her Pipeline.  She has a manageable pipeline of 21 candidates.  This will likely ebb and flow in size as she adds people and/or hires/removes people from her pipeline.   What Deda did not do was dump a large database in the software, but has rather kept it reasonable such that she can build quality relationships with regular contact over time.
2. The Frequency of Contact.  Over a six week period of time Deda reached out to engage her candidate once every one or two weeks.
3. The Varied Methods of Contact.  Over those six weeks Deda spoke with her candidate over the phone, left voicemails, emailed and had face-to-face time.
4. High Content/Value of Interaction.  I should emphasize that this candidate is not yet licensed.  With that said, after the interview Deda invited her to pick out a desk, and invited her back 3 times to attend meetings and to come into the office to start feeling comfortable with the office culture.  Deda has also extended her knowledge to help her candidate through the schooling process.

So, Deda Myrhe, I applaud your efforts to stay in front of your candidates with the kind of authenticity that really does add value to this person’s dream of becoming a real estate agent.  

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Editor's Note: Lee Gray is the Senior Account Manager at Tidemark Inc. Lee is a guest contributor to WorkPuzzle. Comments or questions are welcome. .

What Value Do You Have to Offer a Candidate?

I am a firm believer that everyone receives information in different ways and at different times. Recently, my son Noah reminded me of this and it touched on an application in the interviewing process. 

Noah is an avid runner.   He loves it--distance or speed, lacrosse or cross-country.  He is currently involved in a speed and agility training course.  His first session was two weeks ago.  He came away feeling positive about what he’ll get out of it, but not really understanding what he was being taught.  He had his “AH HA” moment in his second session.  I don’t know what was said or done, but all of the sudden, he got it.

One of the more frequent questions we receive when presenting to companies centers around the interviewing process, especially as it pertains to new-to-real estate candidates.  

Here's the question: What is it that makes you a good recruiter/hiring manager?

Even though we discuss this topic freqently (sometimes with the same audience) each member seems to take away something different each time the question is asked. 

The answer that seems to resonate most with me is:  It's the value that you impart to the candidate.

At some point in the interview process you learn the candidate’s story, what they have liked/disliked in their work history, what about their bosses they have liked/disliked etc.  As you then discuss what you heard, you can reiterate their points of pain in such a way that will demonstrate that a career in real estate could be a good match simply based on what they shared with you.   

Is there value in this dialog?   Absolutely! 

Your value started the moment they walked in the door, and continued while you genuinely listened to their story…everyone wants to be heard.  Your value continued as you had an honest discussion about their story and how a new career in real estate could align with their own goals and career preferences.

Your value does not stop there…it is now at critical mass.  It is what you extend to them between the interview, through licensure and hiring that will determine your overall success in recruiting YOUR top talent.

Keep your value in front of them.   Isn't it a natural instinct for humans to hold onto what they value? 

If you answered yes, by extension would you agree that your high potential talent would then hold onto you as a valuable resource and partner in reaching their career goals?  

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Editor's Note: Lee Gray is the Senior Account Manager at Tidemark Inc. Lee is a guest contributor to WorkPuzzle. Comments or questions are welcome. .

Turning Your Sales Expertise into Recruiting Expertise—Part 2

In our last discussion, I outlined two of the five steps that allow you to connect your previous sales expertise to the recruiting process.

The first two steps—developing a relationship with the candidate and identifying the candidate’s needs are critical to the process.  If this important groundwork is not laid at the beginning of the recruiting sequence, the remainder of the interaction with the candidate will feel “sales-y.”  Talented candidates shut down and run the other way when they detect an interview heading down this path.

Assuming you’ve laid the proper groundwork, here are the remaining components of the recruiting strategy:

Preventing/Overcoming Objections: Although objections are inevitable in any sales process, the key for successful sales professionals/recruiters is actually preventing objections. By asking the right types of questions in step 2, many objections that would have occurred in the process are addressed before the candidate has an opportunity to bring them forth. Keep in mind that some objections are inevitable, that they are often training responses, and that most are emotional and not practical.

It is not uncommon for candidates to experience “buyer's remorse” at some point during the recruiting process.  After the initial attempts to build a relationship and share information, candidates often get cold feet.  If this should happen after an interview (during the follow-up process), reminding your candidates of why they started down this path in the first place may help them get back on track. 

Filling the Need/Providing Benefits: Identifying the need (step 2) is considered the most crucial skill in sales or recruiting; filling the need (step 4)  is the second-most critical step to ensure success. Often recruiters and sales professionals alike pay little attention to step 2, and focus solely on step 4.

Like many sales professionals, recruiters often focus on what is commonly known in sales language as their “product knowledge.” They have an in-depth understanding of the organization they are recruiting for, they understand every detail of the position and its function, and they completely understand the requirements of the role.

Armed with all of this product knowledge, these untrained recruiters contact potential candidates and attempt to “tell” them about every benefit of the position and company they represent, never addressing the real needs of the candidates. This is a common mistake that is made by most sales professionals and is illustrated further in this article.

Most of our recruiting coordinators (ie. the individuals who first make contact with candidates) have been advised to not over-share information.  While many of them do have the “product knowledge,” that information is best shared by the hiring manager later in the process (if it even needs to be shared at all).  If a candidate is told everything about the career and company, there is little reason for the person to invest time in an interview. 

When a hiring manager is face-to-face with a candidate, it’s important to only address the unique and specific needs identified in step 2 of the process.  At this stage of the hiring process, the candidate’s needs are the primarily concern.  Product knowledge and information overloading just muddies the water and makes it difficult for the candidate to gain clarity in an important career decision.

Advance/Close the Sale: In recruiting and sales, advancing the sale is the final objective throughout every step of the process. By filling the need in Step 4, you are in a position to advance the sale to the next step.

In recruiting, closing is most commonly compared to presenting the offer and gaining acceptance from the candidate. At this stage recruiters often focus on the practical aspects of the offer being made: compensation, benefits, perks etc.

Effective recruiters and sales professionals alike understand the importance of re-emphasizing the emotional drivers identified in Step 2 of the sales process prior to presenting the practical aspects of the solution.

In the real estate recruiting process, there is often more “advancing” and less “closing” required.  After learning about the candidate’s unique situation, figure out a reasonable first step (or next step) in the hiring process and attempt to get the candidate to commit to that step.  Mutually select a date when the next step will be completed and then hold the candidate accountable to the target date. 

Without “closing” a candidate on the next step, the hiring process will not gain and maintain momentum.  Seemingly great interviews result in disappearing candidates—i.e. individuals you never hear from again after the interview is finished. 

Knowing what to ask, when to ask, what to share, and when to listen is fundamental to both the sales and recruiting process.  Here’s to becoming an expert at both!

Note:  Note: Quotations (italicized text) are excerpts from a great article written by  Stephen Lowisz.  Read more of Stephen’s article by visiting his author page on Electronic Recruiting Exchange.

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Editor's Note: Lee Gray is the Senior Account Manager at Tidemark Inc. Lee is a guest contributor to WorkPuzzle. Comments or questions are welcome. .

Turning Your Sales Expertise into Recruiting Expertise--Part 1

I recently came across an article that reinforces many of the principles I believe to be true regarding effective recruiting.  Steven Lowisz does a great job of succinctly summarizing the parallels between effective recruiting and effective sales.  

Since many of the hiring managers in the real estate industy started out their careers as sales professionals (ie. agents), the connection between these two activities will feel familiar.  The skills that once made you a great salesperson will now help you become a more effective recruiter.    

In this two-part series, I will discuss five steps to effective recruiting that also apply to sales.  Managers will get a two-for-one benefit in this discussion--insight for recruiting and insight for coaching agents on the sales process.  

I believe these ideas are also helpful for the "first responders" in the recruiting process (what we call recruiting coordinators).  It is important that the candidate experiences a consistent set of best practices from their first contact with your organization to the face-to-face interview.

1. Developing the Relationship: This is the time that the warming-up events occur before the serious selling begins. This includes how you introduce yourself and how you begin the conversation. Candidates have stated that it’s during the first two minutes of the call that they form crucial initial impressions that influence the rest of the recruiting process.

The recruiting coordinators are on the frontline with the HiringCenter leads.  They are the first to start building the relationship between the candidate and the company.  I’ve found most of the candidates who are contacted within the first 24 hours after applying are genuinely appreciative of the responsiveness and information that is shared.  After the initial screening the candidate is then introduced to the manager who starts to build their own relationship with the candidate.

2. Creating/Identifying the Need: Every sale involves identifying a need that the candidate is often unaware of by asking questions. This is much more than a simple collection of data. Identifying or creating the need is the most important of all selling and recruiting skills. Recruiters who are the most effective during this investigative stage are most likely to be the highest performers. Recruiters with poor investigative skills generally create candidates who ultimately do not accept the position once offered.

Here is where a little finesse comes into play.  Just asking for one’s work history is not enough. Of course it's important, but falls short of effective screening. 

Take it a step further and ask what it is that they enjoy about their current career/position…listen. Then ask what it is that they don’t care for….listen.  Then compare and contrast how a career in real estate would address those observations in their favor. 

For example, a candidate may say “I don’t like being behind a desk all day” or “There is a lack of advancement” or “I really feel micromanaged.”    All of those observations are non-issues as an agent.

As you capture the frustrating aspects of their current job and gently suggest how these issues may be solved by transitioning to a real estate career, the need for an interview with the hiring manager will be easier to sell.  Remember, that is the primary function of the recruiting coordinator. 

Also, when similiar questions are later asked by the hiring manager, he/she will be in a better position to build upon the groundwork that has been laid earlier in the process.  

In my next installment I will discuss the last three steps critical to the recruiting process.

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Editor's Note: Lee Gray is the Senior Account Manager at Tidemark Inc. Lee is a guest contributor to WorkPuzzle. Comments or questions are welcome. .

3 Tips For Successfully Building and Working Your Network

Over the years I have trained many managers on a piece of software we developed called the TalentPipeline.  We developed this software specifically as a recruiting tool for managers to diligently and thoughtfully keep track of their recruiting efforts and their recruiting network.

Shorty after introducing the software, I saw a pattern develop quickly among the majority of early adopters. Most managers seemed to have an insatiable desire to dump a VERY large database of agent contact information into their TalentPipeline, even though I had advised against that and advocated for a smaller more manageable pipeline.

Steve Tobak, a management consultant, discusses the benefits to a quality versus quantity network in the excerpted article below.

“Success in business is all about relationships. Your network is your most important asset. Treat it that way…

Business life has always been about connections. Business leaders spend decades building and cultivating those relationships. They cherish their networks because they know it's their most valuable asset.

If your networking strategy is simply to grow it, then you're likely doing more harm than good. Contrary to popular wisdom, bigger networks are not necessarily better networks.”

Steve provided a list of ways to build and maintain a network of strong, quality relationships.  The following strategies are worth noting here;

1. Respect contacts as individuals.

Remember that contacts are real relationships with real people. They have their own lives and they're busy. Your urgent needs may mean squat to them. You have to respect that, meaning you can't just send out blanket, generic requests to groups of people and expect anything in return except a lot of irritated contacts.

When it comes to relationships of any kind, you've got to remember that it's a two way street. You have to give to get. The best way to do that is to always, and I mean always, ask yourself: What's in it for them? It doesn't have to be quid pro quo, but it helps if you do something for others before asking them to do something for you.

And never spam them. Ever.

2. Keep your network current.

Let me tell you something interesting about contacts. They don't age well. They get out of date really, really fast. That's because it's a crazy, complex world so people are constantly adapting to changing conditions.

The truth is you're better off keeping your list of key connections short and staying in touch with them as appropriate.

3. Make your network personal.

Look, success in business is all about relationships. That's how all opportunities arise between individuals. And there's a big distinction between old school networking and social networking. A personal relationship creates a level of trust that really sets you apart from the virtual hordes.

In other words, one personal, face-to-face relationship is worth a thousand online ones. That doesn't mean you shouldn't network with people on LinkedIn or wherever you want to spend your time. Just keep in mind that, if you never really get to know someone, that relationship isn't likely to amount to much. So why bother?”

If you want to be successful in managing and nurturing your network you must be mindful of the people not the numbers.  If your network is too large, the valuable work of cultivating those relationships is either non-existent, or not genuine.  While it may appear on paper that you have a large network, it only becomes valuable if it is being tended to with value, authenticity and time.

Question:  How many candidates are you able to successfully maintain in your talent network?  

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Editor's Note: Lee Gray is the Senior Account Manager at Tidemark Inc. Lee is a regular contributor to WorkPuzzle. Comments or questions are welcome. .

To Increase Your Recruiting Results--Help Others to Help Yourself

In my previous life (pre-Tidemark), I was a case manager for Big Brothers and Big Sisters in New Hampshire. Before that, I worked as an "at risk" youth counselor for another non-profit organization. 

While the backgrounds of those I served was not pretty, the outcomes of my efforts did make a difference. In my previous positions, I had to set my goals for the long-term.  Short-term results were either nonexistant or difficult to detect.   

Obviously,my experiences are not in the same vein as most real estate owners and managers, but there are some suprising similarities between the roles. In fact, if you're going to meet your retention and recruiting goals, you will be more successful if you approach the problem from a framework of helping those you want to recruit and retain. This is what worked at Big Brothers and Big Sisters, and it can work for you as well.

The starting point of this process is gaining an understanding of what is causing the individual to struggle (ie. what are his/her needs).  The only way to truly get this information is to naturally engage in a relationship building process. 

Once you can identify an area of concern and can help that person navigate through it, you have become an incredible source of value and authenticity--two critical components in retention and recruiting.

Brian Patrick Eha, assistant editor for Entrepreneur.com, recently wrote an article discussing the work of the late Zig Ziglar.  Below is an excerpt, which is very relevant to my point.

“If you want to achieve your goals,help others achieve theirs. Motivational speaker Zig Ziglar did just that, reportedly traveling more than five million miles in his career and touching a quarter of a billion lives. Fortunately for us, he left behind a lot of sound advice.

'You will get all you want in life if you help enough other people get what they want,' Ziglar famously said. Put his maxim into practice: Next time you're in a meeting, focus on discerning the other person's needs rather than your own.

Form personal connections with customers.
 Customers often buy from the businesses and sales professionals whom they like on a personal level. Do a little research before meeting with your next client and look for common ground.” 

Try substituting “customer” and “client” with "agents," both existing and those whom you wish to recruit.

Once you get to the point of helping people solve their problems or overcome obstacles impeding their success, you will have taken one giant step towards your recruiting and retention goals.

Take it from a Big Sister…helping others achieve their goals will naturally help you achieve yours.

Question:  What difficulties do your candidates commonly face?  Have you figured out a creative way to help them over these obstacles?  Take a minute to share what you’ve learned…

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Join the WorkPuzzle Discussion at the Tidemark Online Community (TMOC)

Engage in the WorkPuzzle discussion by joining the TMOC private social network.  Commenting on a public blog like WorkPuzzle can be a little intimidating, so why not join the discussion inside the privacy of the TMOC discussion group?  

By joining TMOC, you'll get to see who else is in the group and your comments will only be seen by those whom you trust.   Joining TMOC is quick, easy, and free (no kidding…this takes less than 2 minutes).   To get started, click here.

Already of a member of TMOC?  If so, join the WorkPuzzle Dialog Group by clicking on the WorkPuzzle Group icon on the left side of your TMOC homepage.  Questions?   Email the WorkPuzzle editor (workpuzzle@hiringcenter.net) and we'll walk through the process.

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Editor's Note: Lee Gray is the Senior Account Manager at Tidemark Inc. Lee is a regular contributor to WorkPuzzle. Comments or questions are welcome. .