Why using Scripts might kill your recruiting

Monday, June 11, 2012

I realize that using scripts for both selling and recruiting in the real estate industry has been one of the most sacredly protected principles over the last century. I recently read a fairly long list of scripts used for both selling and recruiting, and found myself bristling at the thought of having someone use them on me. I'm not sure that they would work. In fact, I'm pretty sure that they would turn me off.

Now, maybe I'm more hypersensitive than most to being treated like a "target" rather than a person…but I don't think so. I know that what I am about to say, I have said before, but I will say it again: People want and need to be understood in every human interaction.

In the May 21^st and May 28^th editions, I shared a fairly in-depth backdrop to the topic of how to build attunement in order to build attachment. But, contrary to what I was saying…if, on the other hand, a manager focuses on scripts without a deep understanding of how Attunement and Attachment fit into recruiting and retention, then their "pitch" will never be accepted by the smartest people.

Much of what is being written about tips on how to recruit Generation X's will (in my opinion) take many managers off into the weeds when trying to recruit. Many of these tips focus on how Gen X's are "so different than the rest of us." In my opinion, this is very dangerous thinking. If we try to get "tricky" with trying to pitch to Gen X candidates in the "right way," we miss the point. And the point is: Human nature NEVER changes!!

There are far more similarities than differences between every generation, and most psychological research would confirm this. The common denominator that we all need to know is that people want to be attached to leaders who are genuinely curious about who they are, and what they want. They want leaders who are willing to teach them what they know, and who will mentor and speak into their lives, and/or introduce them to existing successful peers who can do this. One of our clients, when interviewing a new agent candidate, routinely calls an existing (successful) agent that is within that person's age group and gender, to be at the office at the time of the interview. Simple, but smart!

In the next edition, I'll share with you another theory I have about the difficulty with hiring Generation X candidates, and tell you an interesting story about a golf store salesman who practices much of what I've shared above.

Editor's Note: This article was written by Dr. David Mashburn. Dave is a Clinical and Consulting Psychologist, a Partner at Tidemark, Inc. and a regular contributor to WorkPuzzle. Comments or questions are welcome. If you're an email subscriber, reply to this WorkPuzzle email. If you read the blog directly from the web, you can click the "comments" link below.

Why Facebook Will Always Underperform as a Real Estate Sales Tool

Tuesday, June 05, 2012

I came across a new technology a few weeks ago that I found to be profoundly interesting. This is a little off topic from what we normally discuss on WorkPuzzle, but I think you’ll find it thought-provoking as well. It concerns eye-tracking software.

While this technology has been around for awhile, it is becoming more useful to marketers because of companies like EyeTrackShop.

This company has learned to harness the little webcams that are now nearly ubiquitous on laptops. When marketers want to test an ad, they send it to EyeTrackShop and the company distributes it to thousands of volunteers/affiliates around the world. In turn, the testers look at the ad while the software automatically tracks where their eyes naturally focus.

For example, the ad below was recently submitted for testing. The heat-map demonstrates where the consumers’ eyes focus as a person views both versions of the ad.

Ad example courtesy of FutureNow/ Bryan Eisenberg

As the red (hot) areas indicate, the ad on the left is much better at getting the consumers' eyes to focus on the product and the message. Even small changes, such as where the model focuses her gaze, can make a significant difference in the effectiveness of an ad. EyeTrackShop can complete research like this in just 48 hours, giving designers quick feedback on how to tweak their ads to make them most effective.

Here’s another example: One of the questions we often get in our business of recruitment advertising is…Why don’t you use banner ads to attract people to your recruitment opportunities?

We know these types of ads are not very effective because we’ve tested them. But, now we know why they are ineffective. Look how an average consumer views these three web pages:

Ad example courtesy of Jakob Nielsen/useit.com

The three examples demonstrate what happens during quick scanning, partial reading, and thorough reading. Those green boxes are banner ads of various types. The consumers' eyes have been trained to totally ignore these.

So, what does this have to do with Facebook and real estate? I’ve noticed over the last few years, that there are many real estate companies that are being encouraged to embrace Facebook (and perhaps other social networks) as a way to market to potential real estate clients.

My question…what can eye tracking technology tell you about the effectiveness of such a strategy?

Here is how the human eye processes a typical Facebook page:

Image courtesy of EyeTrackshop/Mashable

You’ll notice right away that pictures draw most of the eye’s attention in Facebook. Once a picture grabs a person’s attention, the verbiage around the picture is then more lightly consumed.

Many business strategists believe this is the reason that Facebook bought Instragram a few months ago. Pictures are clearly the definitive “killer app” on Facebook, and having a “picture only” social network gain traction so quickly was a threat.

What does this have to do with real estate marketing for agents? I would argue that the large majority of successful sales/marketing strategies on Facebook are going to involve the creative use of pictures. Pictures will be the only reliable mechanism for attracting a person’s eyes and garnering their attention. And I'm not talking about just any pictures—the images would have to be compelling and engaging to compete with relationship-based images (i.e. I’m interested in a picture because it is a friend, relative, or acquaintance.).

This kind of marketing strategy and execution is difficult to both conceptualize and maintain. While a few agents will be able to make it happen, most agents will struggle to be effective.

So, next time some consultant tries to sell your agents a Facebook marketing package, you’ll be better equipped to qualify the promised benefit. Ask your vendor if they have done any eye tracking analysis on what they’re selling.

Editor's Note: This article was written by Ben Hess. Ben is the Founding Partner and Managing Director of Tidemark, Inc. and a regular contributor to WorkPuzzle. Comments or questions are welcome. If you're an email subscriber, reply to this WorkPuzzle email. If you read the blog directly from the web, you can click the "comments" link below.

Books That Will Bring Out Your Inner Entrepreneur

Monday, June 04, 2012

A couple of weeks ago, I challenged you to start evaluating your candidates from an entrepreneurial perspective. If you missed this discussion, here are a couple of links (1,2) that will get you up to speed.

The line of reasoning in these previous discussions was…if a person approaches becoming a real estate agent from a traditional job perspective, they will not be well-equipped to make the sacrifices and overcome the obstacles to be successful under the current marketing conditions. The solution? Find and/or inspire candidates to think like entrepreneurs.

As I continued to noodle on this topic, it occurred to me that many hiring managers in the real estate industry may be a little rusty on this topic. While many managers went through a start-up phase when they first became agents, for most that was many years ago. And while most managers are successful day-to-day business operators, a large majority are running mature offices that are beyond the start-up phase.

So, could you use a little brush-up on what goes through an entrepreneur’s mind? If so, I would suggest taking a look at the list of books below. This list was put together by Aimee Groth and Kim Bhasin—both staff writers for BusinessInsider.

They qualify their selections by saying, “ …we go through dozens of books each year here at Business Insider's War Room. Many aren't worth a second glance, but there are some every business owner should read. So, we've put together a list of the best books for entrepreneurs — either from our own recommendations or touted by big-time VCs, CEOs and startup founders.”

Here's the list:

"Predictably Irrational," by Dan Ariely
"The Four Steps To The Epiphany," by Steve Blank
"How to Change the World," by David Bornstein
"From Resource Allocation To Strategy," by Joseph Bower
"Losing My Virginity: How I Survived, Had Fun, And Made A Fortune Doing Business My Way," by Richard Branson
"How To Win Friends And Influence People," by Dale Carnegie
"The Zigzag Principle," by Rich Christiansen
"The Innovator's Dilemma," by Clayton Christensen
"Good to Great," by Jim Collins
"The Startup Game," by William H. Draper
"Innovation and Entrepreneurship," by Peter Drucker
"The Ascent Of Money: A Financial History Of The World," by Niall Ferguson
"Never Eat Alone," by Keith Ferrazzi
"The World Is Flat," by Thomas Friedman
"The E-Myth Revisited," by Michael E. Gerber
"Outliers," by Malcolm Gladwell
"All Marketers Are Liars," by Seth Godin
"The 48 Laws of Power," by Robert Greene
"Delivering Happiness," by Tony Hsieh
"Steal Like an Artist," by Austin Kleon
"Founders at Work," by Jessica Livingston
"How Successful People Think," by John Maxwell
"The Smartest Guys In The Room: The Amazing Rise And Scandalous Fall Of Enron," by Bethany McLean and Peter Elkind
"Zen and the Art of Motorcycle Maintenance," by Robert Pirsig
"The Lean Startup," by Eric Ries
"Start With Why," by Simon Sinek

No doubt you’ve probably read some of these books already, but I would guess that there are at least a few that are new to you. As a summer reading project, I suggest selecting at least five books from the list that you’ve not read yet, and try to get through them by Labor Day.

Doing so will help you increase your own entrepreneurial skills, and will enable you to better connect with candidates who would make good entrepreneurs in your office.

Building Trust: Nine Rules

Wednesday, May 30, 2012

I recently came across a newsletter written by Geoffrey James, a sales expert and author, listing nine ways to build customer trust. As I read through this, I couldn’t help but apply these rules to recruiting. Geoffrey states, “No one is going to buy from a person they don't trust. Here's how to build better client relationships.” Let me translate…no one is going to work for someone they don’t trust. Here’s how to build better relationships in your recruiting efforts.

In this newsletter, Geoffrey summarizes a conversation he had with Jerry Acuff, author of The Relationship Edge: The Key to Strategic Influence and Selling Success. These rules are intended to be shared as part of a sales process (and could be shared with your existing agents), but I think you will see a parallel in the recruiting process as well.

"1. Be yourself.

Everybody on the planet has had unpleasant experiences with salespeople, and many have walked away from a sales situation feeling manipulated. So, rather than acting or sounding like a salesperson, simply act the way you would when meeting with a colleague.

2. Value the relationship.

If you want people around you to value having a relationship with you, you must truly believe that relationship building is important. You must also believe that you honestly have something of value to offer to the relationship.

3. Be curious about people.

People are drawn to those who show true interest in them. Curiosity about people is thus a crucial element of relationship building. Having an abiding fascination in others gives you the opportunity to learn new things and make new connections.

4. Be consistent.

A customer's ability to trust you is dependent upon showing the customer that your behavior is consistent and persistent over time. When a customer can predict your behavior, that customer is more likely to trust you.

5. Seek the truth.

Trust emerges when you approach selling as a way of helping the customer–so make it your quest to discover the real areas where the you can work together. Never be afraid to point out that your product or company may not be the right fit.

6. Keep an open mind.

If you're absolutely convinced the customer needs your product, the customer will sense you're close-minded and become close-minded in return. Instead, be open to the idea that the customer might be better served elsewhere. In turn, customers will sense that you've got their best interests at heart.

7. Have a real dialog.

Every meeting should be a conversation, not a sales pitch. Spend at least half of every customer meeting listening. And make certain the conversation is substantive and about real business issues, not just office patter or sports chit-chat.

8. Be a professional.

Customers tend to trust individuals who are serious about what they do, and willing to take the time to achieve a deep understanding of their craft. Take the time every day to learn more about your customers, their industry and their challenges.

9. Show real integrity.

Be willing to take a stand, even when it's unpopular with your customer or your company. You don't need to be adversarial, but have the ability to make decisions based upon what you know is right. And on a related note: Never promise what you can't deliver.

Needless to say, gaining trust is only part of the equation. You must also have a product that customers want and need, and the ability to show how you're adding value, solving problems, and so forth.

However, if you don't earn the customer's trust, they'll probably buy from someone else whom they do trust–even if the offering isn't as good."

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. If you're an email subscriber, reply to this WorkPuzzle email. If you read the blog directly from the web, you can click the "comments" link below.

2 Keys to Recruiting and Retention

Monday, May 28, 2012

In two previous blog editions (1, 2), I pointed out several reasons why it's more important to listen than to speak during the interview process. I promised to provide the keys as to why listening is so important on a psychological level.

There are two interrelated concepts that are key components that you need to understand in order to recruit and retain better: Attunement and Attachment. More specifically, Attunement leads to Attachment.

Let's first look at attunement. Attunement is a term that psychiatrist, Daniel Stern, discovered and researched at length in the relationship between mothers and their babies. It turns out that mothers who mother well, somehow intuitively understand that "tuning in" to their baby's emotional state is a very active process. Mothers who understand this spend a great deal of "face time" trying to "read" and "match" their child's emotional state. We've all done this. When a child smiles, we smile. When they are sad and frown, we frown. We do this, subconsciously, to build very deep and enduring attachment.

Stern discovered that the mothers who didn't practice this attunement, didn't build strong or lasting attachments with their children. As the children matured, they felt less and less grief when their mother wasn't around if their mother hadn't provided this type of attunement.

From Stern's work, researchers have found several common applications among adults. Specifically, they found that adults need attunement as well. Adults too, need to be understood, empathized with, and generally given fairly frequent feedback about how they are doing and check-ins with how they are feeling, in order to build these attachments.

Some of you do this naturally with your candidates and agents, and now understand why you build such lasting attachments with your team. Others need to work hard at getting away from unhealthy self-aggrandizement and begin understanding others better.

Here is a quick definition of attunement or empathy: where the observed experiences of others come to affect our own thoughts and feelings. If what we say and what we offer is disconnected from what our candidate is feeling and thinking, we will miss our chance at building that important, but elusive, attachment.

What value does attunement have?

It enables you to step outside your world and yourself and into their world.
It enables you to tailor your behavior to the expectations of others.
It creates smoother, more varied social interactions.
It reduces social disruptions
It helps you anticipate conflict
It enables you to better acknowledge the needs of others

All the above then leads to an increased sense of attachment. And I can guarantee you this: we can't build attachment by listening to ourselves talk about us…

Why Spend So Much Time Listening During an Interview?

Wednesday, May 23, 2012

I hope you’ve been enjoying the series that Dave Mashburn has been contributing over the last week. I know he promised us all a “Part 3” to the discussion he started, but he just shared some bad news with me. He had to take his computer in for repair over the weekend. So, he asked me to jump in, mid-stream, and add to the topic.

Maybe this was providential. I ran across an article last week that seems to support the basis for this topic. The article was written by Jason Lauritsen in a online publication called Recruiting Trends.

In the article, Lauritsen makes the point that everyone is looking for “the top talent” to fill their most critical positions. For a real estate company, the agent is the one who ultimately generates revenue for the company. Finding individuals who have the potential to become high-producing agents in a hiring manager’s organization is the goal.

But, Lauritsen asks an important question: “Is there such a thing as top talent?”

Here are his thoughts on this topic:

“It has become commonplace to talk of 'talent' as if it is absolute. We strategize about recruiting 'top talent' as if it is a group of people that is easily defined and targeted. But talent isn’t that simple. And, it’s definitely not absolute.

When we step away from conceptual or academic discussions of talent, we need a more practical and realistic framework for understanding talent in business. When you break down the way we actually practice talent, we realize that talent is relative and contextual.”

Think about this last statement—“…talent is relative and contextual.” Do you believe this is true?

I would argue that unless you spend most of your interview time listening, you believe (maybe subconsciously) this to be a false statement.

This false belief often results in the hiring manager trying to “sell” the candidate on the benefits of the organization. By making the assumption the person is talented (ie. someone you’d want to join your organization), it is nearly impossible to avoid going into the sales mode and talking too much during the interview.

Lauritsen gives us some insight on how to avoid this:

“Talent is contextual. Talent in one environment may not constitute talent in another. It’s easy to fall into the trap of thinking that because someone showed great ability in one situation, they will be as able in every situation.

For example, an individual who has years of successful experience marketing within an established firm with a strong brand may not have any success marketing a startup firm. The context and situation have huge implications on what constitutes talent.”

There is only one way to get this information from a candidate—you have to listen and understand their story.

Don’t make the mistake of assuming that someone is “talented” during the interview (even if they are one of your competitor’s top agents). Instead, approach the conversation from the perspective of thoughtfully trying to understand the context of the individual’s experience, skills, and character. And, attempt to make a legitimate connection between what you learn and what a person truly needs to be successful in your organization.

By doing this, you’ll force yourself to ask meaningful questions and listen.

Dave will be back next week, with the conclusion to his series. If you’ve never read/heard much about attunement and attachment theory, you’re in for a treat. It’s fascinating stuff…