SECTION 1 - Introduction Do You Want a Team? Once you take the steps outlined for you in the Quantum Leap Marketing Manual, your business will start to grow. With a well functioning ARPS, business will start to come in automatically. In fact, you should reach a point where you have so much business coming in that servicing it all on your own is becoming difficult. If your problem before was that you didn’t have enough business, your problem now is that you have too much. But there’s another key difference between then and now, and that difference is the critical concept of control. When you were starving for business, or working much too hard to get it, you didn’t have control. You either slaved away to get every client, or you slaved away and still starved. Either way, the process owned you -- it controlled you. If you stopped putting in the effort, your results stopped too. Because the prospecting process depended upon your personal time and effort, without your time and effort, there was no process.

You Decide How High You Want Up to Be

With your ARPS, the prospecting process has become automatic. It no longer depends on your time and effort. As a result, you can look from the outside in and make decisions about how fast you want to grow and how high you want “up” to be. For example, if you want to grow fast and big, then be aggressive in terms of the number of ads you place (e.g. editorial-style, classified, etc.). The more ads you place, the more leads you’ll generate, and the more leads you generate, the more business you’ll get. The more business you get, the busier you’ll be, and thus the more help you’ll need in terms of assistants. So you see, your ARPS is like a remote control to your business -- you can quite easily turn it up or down, or just leave it as it is. When you reach this point, you’re essentially at a fork   CRAIG PROCTOR SEMINARS  

in the road. Do you want to go full speed ahead and grow your business exponentially with a Team of professionals alongside you helping you support and service this growth? Or do you want to put a cap on the size of your Team, perhaps only hiring one, or at most two, assistants. In fact, maybe you don’t want any assistants at all. Maybe you prefer being a one-person show. There’s no right or wrong answer to this question. The only one who can answer it is you. With marketing, and the development of your ARPS, I’ve shown you how to turn on the pipeline of new business, but it’s up to you how fast or slow you want the pipeline to flow, and, as a result, how big or small you want your business to grow. The steps and systems I teach you with the Quantum Leap work at all levels of production. The key is that my system gives you the control to achieve whatever vision you have for you business. I currently have 6 unlicensed assistants (two of whom work part-time), 2 Prospect Follow-up Coordinators and 6 Buyer’s Agents. For many years, however, I operated very successfully with only one administrative assistant. The growth between then and now didn’t happen overnight, and it only happened because I made a conscious decision that I wanted to aggressively grow my business. I exercised my choice, and was able to do so because my systems put me in control. My choice was to grow exponentially, and so I put a plan in place over the years to hire more people to help me increase my production and income.

Some Quantum Leap Members Want to Do Well, But Don’t Want a Big Team . . . No Problem

A very good friend of mine (who follows my Quantum Leap system) chose a different direction. While he does very well in his marketplace, he is not yet interested (and may never be) in building a big team beneath him. Recently married, he’s taken his wife on to help run the office, but they are content to leave it at that, and have carved out a very nice, profitable life for themselves at this level with plenty of time left for themselves. The Quantum Leap System works   CRAIG PROCTOR SEMINARS  

for them and it works for me too. It will work for you no matter where you decide to place yourself on the spectrum. So back to my initial point. With your ARPS up and running, you will reach a fork in the road. More specifically, you’ll be presented with some options, and because you’re now in control of your own destiny, you’ll be able to choose the option that best suits your vision. If you want to keep doing things on your own with one or two or no assistants, you can do this. One last point, however. Even if you’ve chosen to stay modest in terms of office size (i.e. minimizing the number of people involved in your business), this is still an important topic for you to understand. The principles and procedures I outline in this manual will help you understand your business better no matter what you want it to look like. With this in mind, I recommend that you read on no matter what your personal vision is. It will give you a better handle on the choices ahead of you, and the systems you will need to implement. You see, even if you want to work alone, you will need to systemize your business in order to both make most efficient and productive use of your time, and to deliver consistent and superior service to your clients. The Position Contracts I present to you in this manual will help you do this because they break down all the tasks that need to be done in all areas of your business, the order they need to get done in, etc. So even if you plan to remain a one or two-person show, you’ll be a far more effective one or two-person show if you follow my TEAM system.

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SECTION 2 - Leveraging Yourself with People Background Building your ARPS has freed you the time to work on your business. By taking the time and perspective to look at your business, you’ll be able to make a conscious and intelligent choice, as just discussed, about whether you want to put a lid on your production because you want to manage a physically small (but still highly profitable) business, or whether you aspire to put up the kind of numbers I’m doing each year (or more) and make even more money. If you choose the latter route, you will have to think about getting some help. If you don’t, you will forever put in 80-90-100 hours or more per week (until you burn out), and you'll bump up against a certain level of production that you won't be able to get beyond because you are physically stretched to the limit. Just as bad, the service you give your clients will suffer. Now some people will tell you that the whole Team issue is smoke and mirrors. They’ll tell you that it won’t increase your personal profitability, because even though you’ll be putting up bigger numbers, you’ll be sharing this with others and thereby not gaining any net personal advantage. This simply isn’t true, and I know it isn’t true because of my own experience to the contrary. I’m certainly making much more money now for myself and my family than I was before I put my Team in place. How? Well, because my team members have freed me up to focus on the parts of the job I enjoy most and am best at -- the parts that make me the most money. For me (and for most of you) that’s being in front of prospects, explaining the benefits I can give to them and converting them into clients. Because I don’t have to worry about all the other small details, I’m able to spend much more of my time doing this face-to-face. In fact, in a typical week I make an average of 15 listing presentations, and greater than 90% of these turn into clients -- clients (and potential income) I wouldn’t have if I had to spend my time running in a thousand different directions, unable to focus clearly on doing any one thing thoroughly and efficiently. This is a BIG reason so many Quantum Leap members build a team - because it allows them to delegate the parts of   CRAIG PROCTOR SEMINARS  

the job they hate to do! This is a simple enough concept to understand. But some might still wonder whether the extra income I generate really filters down profitably to my pocket. The answer again is “yes”, and here’s why. The key is that I didn’t try to hire a whole team overnight. Instead, I grew one person at a time, and I only added another person when I could prove financially that the addition of this person would gain my business more than it cost. That’s pretty simple mathematics, and you don’t have to be an economics major to understand the principle of economies of scale. With one more agent, for example, I have very little new overhead. I provide them with a computer, but that’s pretty well it. On the return side, I take 50% of all their net commissions which easily covers my costs early in the relationship. There’s no extra money put out for marketing or administrative assistance, because the marketing and office back-up I have in place easily extends to cover this new person. Basically, hiring a new buyer’s agent for me is like turning on another tap which pours out cash. When I hire another unlicensed Team member, it’s because current job functions have become bigger than the people who are currently managing them, and when this happens, I have to start to be concerned about the level of service I’m providing to my clients. If I were to lose a handful of clients because of sloppy follow-up or detail work, that loss in potential income could more than pay the cost of another body to help enhance the service level. The fact is, the reason that many agents get scared at the prospect of a Team is because they’re looking at it as one big unit that may seem very far from where they are currently. But remember, I built my Team one person at a time, and for many years I operated -- at first inefficiently -- but then increasingly successfully, with only a single assistant. I only added more Team members when the financial equation clearly tipped in my favour. So don’t be afraid of the Team concept, instead understand that . . . . . . Other People Can Extend Your Capabilities A very important point I want you to understand is that you can gain enormous leverage   CRAIG PROCTOR SEMINARS  

through people. I'll explain further what I mean in a minute. But for now, understand the concept that the right people in the right place at the right time can make things possible. They can extend the capabilities of your business a hundred-fold or more. The key is to develop a system to ensure that you find the right people, place them correctly, and motivate them relevantly.

BUT, Your Business Must NOT Be People-Dependent

You may be surprised to learn that the place to start is not with the people themselves. Far from it. While your employees are important individuals on their own, from the standpoint of your business, you must view your Team Members as expendable resources. You see, if your employees weren't replaceable, that would mean that your business depended upon the people you hired -- in other words, that your business was people-dependent. To understand how dangerous this would be, think about what would happen if you ran a business that was people-dependent and one of your employees became sick and had to take a month or more off. What if an employee became disgruntled and left for another job or, worse, didn't leave, and ended up slowing down and poisoning the process. What would happen to your business in these situations?

The Whole is Greater Than the Sum of the Parts

Now this doesn't mean that the specific individuals you hire are unimportant or that you have a right to treat them poorly or with disrespect. It doesn't mean that you should fail to recognize their unique abilities and use these abilities to enhance both their lives and your business. In fact, in my experience, when I recognize and value excellence in my team members, it makes them want to do more for me because they feel acknowledged. They feel acknowledged, and they also feel that they are part of something bigger than themselves. This is   CRAIG PROCTOR SEMINARS  

the key benefit of a well functioning "team" -- that is, that the whole is greater than the sum of the parts. So while the people you hire to join your team are individually important, and while you should welcome and encourage their unique talents and efforts, you MUST NOT become dependent on their special qualities. If you do, you essentially give these team members permission to hold your business hostage. If a team member feels he can threaten your business by withdrawing his or her abilities, you have a problem. A growing business can be crippled by ultimatums such as "give me more money or I'll quit." You can't leave it up to your team members to invent their jobs and thus your business. You must be the one to decide which duties a position will include and how it will be performed. If you leave this decision up to your assistant, they will naturally pick and choose to do the tasks they like to do. And if that doesn’t happen to include (for example) filing or answering the phones, you may find that these duties either don’t get done, or land back on your plate! Remember, you’re in control. You are, as you’ll see shortly, the Rainmaker. Make sure you make the rain rather than getting rained on. Your Business Must Be Position-Driven NOT People-Dependent

Instead, you must do the inventing, and you must do it before you get help. You must first conceive the position so that your business is position-driven (NOT people-dependent). Then you must have a foolproof plan in place to put a competent person to work in this position, and ensure that you have a system to train, motivate and measure them. You see, just as you have a duplicatable system for selling a house (post it on MLS, put up a For Sale sign, source leads through your ARPS, etc. etc.), so you need a duplicatable   CRAIG PROCTOR SEMINARS  

system to build your team. You must begin by recognizing that there are four distinct stages in the process:  recruiting  hiring  training  managing Each stage has its own rules and principles, and I will discuss each of these stages separately later in this manual. Most agents do NOT have a system for getting help. The first thing that most agents do when they realize that they need help in the form of an assistant is to run out and hire someone -anyone (usually a friend or relative) -- to take some of the pressure off. In actuality, this is the last thing you should do, but like most agents, this is the mistake I made myself. When I hired my first assistant, I honestly didn't have a clue what to tell her to do (although I sure kept her busy). I had no organization chart or job description in my head. I just knew I was quickly burning out and needed to share the load with someone. This is very typical of what happens when most agents decide to get help. Even though this wasn't the most effective way to structure my business, it was better than the alternatives which were to either: a) try to do it all myself, refuse to let any detail slip, and burn myself out in the process, or b) try to do it all myself, allow some details to slip, and put up with a reality of disgruntled clients and lost prospects

Some of you may have heard the story of how my first assistant found 17 commission cheques shoved in a drawer that I hadn't had time to deposit. Lucky for me, that one simple act on her part more than paid for her salary. Most of you won't be so lucky. The most common problem I hear from agents is that they can't get their assistants to do what they want and, as a result, both their money and time is wasted on someone who is unproductive.   CRAIG PROCTOR SEMINARS  

I usually counter to these agents: "Well, what did you WANT your assistant to do?" It sounds like a simple enough question, but it's a thought process very few have gone through, and if you fail to take this important first step, you're almost surely destined for failure with the people you hire.

How Can Your Assistants Do What You Want if You Don't Know What You Want Them to Do?

If you don't have a crystal clear picture of what you want this person to do, how on earth could they have an accurate picture. How can they possibly fulfill your expectations if you don't really know what your expectations are? In truth, I didn't have any specific expectations of my first assistant. Instead, I just had this vague (and desperate) hope that she would see the balls I fumbled and catch them before they hit the ground. I was a pretty competent juggler, but I was also human, and I really needed someone to catch the overflow because my ARPS was so effective that I had more business than I alone could handle.

Simply Plugging the Holes is NOT the Same as Planning For the Future

I see now how inefficient these early stages were, but on the plus side, it did initially ease some of the intense pressure I was feeling and allowed me to pause long enough to realize that this was, at best, a way of plugging the holes, but it wasn't a solution that could carry me into the successful future I dreamed of. The point is, you MUST be very clear about your expectations -- you must know specifically what it is that you want your new team member(s) to do. As overworked and overwhelmed as you're feeling (as I was feeling) at the point when you're looking for help, you will compromise the growth of your business from the outset if you haven't taken the time to   CRAIG PROCTOR SEMINARS  

really understand and map this out. This may sound like an obvious point, but even the most disciplined among us can fall into the trap of trying to take a shortcut when we're feeling a little stressed and desperate. Actually, it's not just the issue of shortcuts and stress intervening and clouding the issue. Sometimes it's an issue of not really knowing what we want someone to do. In my situation, I viewed my job as one big job where everything had to get done. I never thought of it as having several distinct and specific segments to it. When I began to understand this through my extensive study, it became obvious. But at the time, I just felt stretched and needed someone to help hold me together. In retrospect, I was very fortunate to be able to overcome my short-sighted disorganization. I was only able to do so by still carrying a superhuman load (a load you may well be carrying yourself right now.) I found that once I'd hired my first assistant, I actually didn't work any less hours. Instead, I filled the time she freed up to work on my business. I read the E-Myth by Michael Gerber cover to cover several times (and I'd recommend you do the same thing if you haven't already done so. It's one of the best business books I've read on business systems.) With long hours, hard work and the insight I'd gained through my experience and study, I came up with a 9-Step System (which I'll explain further on in this manual) which you must follow before you even think about placing a recruitment ad in the paper. The benefit of the Quantum Leap System you've purchased, and the other programs I offer (e.g. my SuperConferences and Coaching Programs) is that I can help you avoid all the mistakes I made early in my career (saving you time, money and maybe even your career.) The purpose of this manual is to show you exactly what to do and what not to do when building a team to help you realize the full growth potential of your business.

Diagnosing Your Own Situation The fork in the road I spoke of earlier is characterized by some pretty universal   CRAIG PROCTOR SEMINARS  

symptoms. How many of these statements are true for you right now in your business:  you’re working 18 hour days, 6 or 7 days a week and burning the candle at both ends  you’re stuck at a plateau in production that you can’t get beyond because you can’t possibly work any harder  you’re becoming burnt out because you’re trying to be all things to all people  the quality of your personal life is suffering because you don’t have enough time left to enjoy life  your business is starting to suffer from the standpoint of customer service -- your clients and everyone else in your life is starting to notice that you’re spreading yourself too thin  frustration becomes your watch word -- every time you cross something off your list there are three new things added to it  you sometimes get paralysed in the face of so much to do, not knowing where to start because no matter what you choose to do, there will be scores of other critical jobs you’re ignoring -- it’s a lose / lose situation

I used the analogy of a juggler before, and at this stage in your career, this is what you are forced to become (under your old paradigm anyway). It takes intense concentration and dedication to become a good juggler; it takes tireless, round-the-clock focus to not drop a single ball. Not many are made of what it takes to become a good juggler. And why would anyone want to be a juggler full time anyway? This is the first way I explain the benefits of having a team to agents who don’t have one, and I created the following diagram to help you understand the difference between the way many of you are operating now, and the way my T-E-A-M system can help you to operate.   CRAIG PROCTOR SEMINARS  

How Most Agents Operate  You try to juggle all tasks alone  You run out of time, energy and money  You have less and less time to spend with each of your clients

My T-E-A-M System  Your clients get a whole team of professionals working for them, rather than relying on a single agent who doesn’t really have time for them  As a team, you never run out of time because each team member is responsible for a specific process  Together, your combined efforts add up to superior results  No tasks get dropped because you either forgot to do it or simply didn’t have the time

To this point, I’ve talked about you and how you will benefit -- personally, emotionally and financially from having the support of a strong, well-conceived team. But what about your clients? What are the benefits to them? Ironically, many agents in my town try to use my Team system against me. They try to position my team as a negative, using the argument that my clients receive LESS personal service because I hand them off to my assistants. The insinuation, of course, is that my clients end up being serviced by less qualified “underlings”. As you will see, nothing could be further from the truth. Instead of being shuffled off to an assistant, my clients end up being serviced by several of my team members at the same   CRAIG PROCTOR SEMINARS  

time -- each responsible for a specific part of the process, and each a true “specialist” in terms of what they do. You see, because I know what kind of person I’m looking for for each of the positions on my team, I can be very selective about whom I hire which means that I end up with experienced and super-qualified team members. In fact, a couple of my buyers’ agents have been in the business longer than I have. However, because other agents in my marketplace may try to spread this false perception around, it’s particularly important that I spread the truth around. And when I do explain my team system to prospects and show them how they will benefit, they quite easily and readily understand how my unique system is a plus. Let’s briefly take a look at how I describe my system to them.

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How a Team Benefits Your Clients I tell prospects (in my advertising, in my face-to-face meetings with them, in my follow-up communication, etc.) that when they buy or sell with my team, they automatically benefit from the most unique and powerful homeselling system that has not only been engineered -- but, more importantly, PROVEN -- to give them better service and results. I tell them that it is important for them to understand how different my system is from the way most agents operate because this difference is responsible for the tremendous success my clients have when using my system to buy or sell a home. I explain that when they list their home with me, it is far more likely to sell, and far more likely to sell for more money -- the two benefits that typically matter most to homeowners. I show buyers how they can easily find the home of their dreams with the least amount of effort and the least amount of money. This result can be traced directly to my team system, and here’s how I explain it to them. I have modeled my business after other successful businesses outside of real estate such as lawyers, accountants, doctors, etc. Instead of operating a one-man show as most agents do, I have hired a whole team of professionals who are specially trained to zero in on different aspects of the homeselling process. Let’s use a doctor as an example. If you’re booked for surgery, your doctor DOESN’T call you up to make the booking, his or her receptionist does this. Your doctor DOESN’T drive you to the hospital, or help you fill out the admitting forms, or prep you for surgery, or wheel you into surgery. He or she DOESN’T administer the anesthetic, or wash the surgical instruments, or dig through the instruments to select the one he or she wants. What your doctor DOES do is perform the actual surgery, and he or she does so with (hopefully) skill and undivided attention. Woe to the patient whose doctor skips out in the middle of surgery to answer their pager and return a phone call or fill out some forms. Have you ever had a doctor cold call you for business? Or call you up to see if you’d maybe be interested in coming in to see him or her? (This speaks to the important larger issue of how you should perceive yourself. You   CRAIG PROCTOR SEMINARS  

should no more perceive yourself as a salesperson -- a hungry, in-need-of-business salesperson - than your doctor or lawyer or accountant do. Instead, you are a professional -- a trained and highly skilled real estate professional who can draw upon your expertise and experience to offer clients unique benefits that will give them superior results when they buy or sell a home.) So how does the notion of Aspecialization A translate itself to real estate? Well, I have a customer service manager who is solely dedicated to following up with agents who have shown my clients’ homes in order to gather feedback about what potential buyers are saying about their home when they go through it. This is really important information for my clients to know, and a detailed verbal report is given to each of my homesellers every week. I also have a marketing department (me!) which specializes in putting together the most extensive and aggressive marketing plan for my clients’ homes. (Even if you have no assistants at all, you can make this statement. After all, as a Quantum Leap member you have built in marketing support via the materials you receive, our ongoing training calls, the Mastermind newsletter and so on. This is the same as having a marketing department guiding you through the process of developing the best marketing plans for your business.) My team of buyers’ agents are all responsible for finding buyers for your home. My prospects and clients find it easy to understand how this manpower significantly outweighs what they could find with any single agent. I’ve also found that some brokerages in my marketplace play a smoke and mirror game with the word “team”. Specifically, they advertise pictures of all agents in the brokerage and pitch this as their “team”. Clearly, the way they are using the word “team” in this context is stretching the truth a great deal. In reality, while these other companies have lots of agents, they all operate independently of one another -- NOT as a true team. They don’t work together with a group focus on each individual client’s home the way my system does. When a prospect challenges my point that my team system is unique and throws up one of these brokerage “team” ads, I help them understand the difference by drawing an analogy to a sports team. Take baseball, for example. When a baseball team is in the outfield, each team   CRAIG PROCTOR SEMINARS  

member covers a specific and separate responsibility. One team member pitches, another covers first base, still others take responsibility for the infield and the outfield etc. By narrowing the focus of each individual team member, and allowing them to specialize in a specific position, when put together as a group, the team has all bases covered (no pun intended.) If this division of responsibilities didn’t occur, the team would be far less effective. If, for example, all players covered first base, there would be many areas of the field left exposed, making it very easy for the opposite team to run home again and again. This, I explain, is what it’s like in these other so called “teams” . . . only worse. In the case of these other companies, all players are trying to play all positions all at the same time. Every single agent is trying to be all things to each of their clients. There is no cooperative effort between them. You could hardly call this a team. It’s more like a herd . . . a herd of sheep, all blindly following the rules that someone made up when real estate began 120 years ago. (Note: if you’ve decided not to hire a team, that’s okay, because it probably means that you’ve decided to keep your business small and manageable at this point in time -- i.e. for now you can quite easily play all positions. If you decide to more aggressively grow your business, however, you may need to reassess this.) With my true team approach, our organized efforts mean that there will NEVER be any gaps on the “playing field”. As a result, my clients never have to worry about whether I take a weekend off (the way they would if they listed with a single agent.) Our team coverage is so well organized and effective that, as a group, my team provides 24-hr, 7-day a week marketing and back-up for their home. There will always be someone knowledgeable, competent and experienced handling all inquiries on their home because all the knowledge doesn’t reside only with a single team member. Instead, a team of 5 or 6 is assigned to each new listing (each responsible for a part of the puzzle), and with this manpower, we can market their home in innovative ways that most agents can’t.

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SECTION 3 - Strategically Designing Your Team To this point, we’ve talked about why you may feel the need to build a team, and we’ve talked about how a team will benefit your clients. Let’s turn our attention now to how you can get started. As mentioned previously, the tendency in our industry is to put the cart before the horse. The first thing most agents do when they realize they need help is to run out and hire blindly, just to get a body on board, just to take the pressure off. The problem with this strategy (or rather, lack of strategy) is that instead of having one person running around crazily, you now have two crazy people. With no prior thought given to what this person should do, with no controls in place to ensure they do it, and no tools in place to measure their effectiveness, you’re bound to find that three curses sabotage the possible success of this new relationship: 1. you and your new assistant will end up duplicating many tasks because there’s no clear division of responsibility 2. there will be damaging gaps in customer service when each of you thinks the other is covering a certain task (and neither is) because there’s no clear division of responsibility 3. you’ll find that your assistant spends a lot of time doing nothing (but still being paid by you), unsure of what they’re supposed to be doing and waiting for you to come and plan their time a day at a time . . . again because there’s no clear division of responsibility. On top of these three curses is the biggest problem of all: that you’ll end up spending far to much of your time checking up on your assistant and RE-DOING their INCORRECT work. Now you’re not only in the middle of the same chaos you were before you got help, but you’re also weighed down by the anxiety and financial expense of this hasty, impulsive decision. In actuality, you have some serious work to do long before you ever consider putting an   CRAIG PROCTOR SEMINARS  

ad in the paper. It’s not hard work, especially because I’ve done much of it for you. But it is an important process. The way I’ve designed my team makes plain good sense. It will make sense in your marketplace too and is entirely duplicatable. But it’s still important for you to understand how and why I arrived at the specific division of responsibilities I have. As mentioned earlier, whether you're ready to start building your team now or not, I want you to pay close attention to this stage. What I will outline in this section is the process you must go through before you begin to recruit anyway, so no matter where you are in your business, now is an ideal time to work it through. You have to take a giant step back and design your ideal team and how you will go about building it (The Strategy). In subsequent sections, I'll show you how to make it all happen (The Execution) which includes not only recruiting and hiring them, but also training and managing them. The purpose of this section, however, is to help you outline your strategy, so you're NEVER caught with the traps of overlap, gaps and idleness discussed above. I'll lead you through the thought-process of how to go about building your team BEFORE you actually begin to recruit. After much study and thought, I developed a 9 step system which outlines the steps and thinking you must go through to prepare you for success in growing your business with team support. A description of this system follows.

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The 9 Step System to Designing Your T-E-A-M 1. Determine your strengths - identify what your strengths and weaknesses are (see page 34 for a brief discussion of a test I lead Quantum Leap members through at my SuperConference.) 2. Define your Rainmaker role - given your understanding of what parts of your business you can change the outcome of, create a position contract for your job as Rainmaker (see page 22.) 3. Determine your worth per hour - How much money do you make in a year? How many hours do you work in a year? Divide one by the other to determine your worth per hour. 4. Isolate the activities you shouldn't be doing - using the Time of Your Life (see page 28) checklist attached, isolate all the activities that you could pay someone less than you’re worth per hour. Categorize these activities into definable jobs or positions. 5. Create a blank organizational chart - take the positions you have defined in point 4 above and lay them out on your target organizational chart. This is your blueprint for your future Team. You are probably doing most of these jobs yourself. As your business grows, you will hire people to fill the positions and will replace your name with theirs. (I've given you a blank organizational chart on page 42 as well as my own organizational chart -- for guidance or duplication -- on page 30.) 6. Design your "game worth playing" - determine in an overall sense what game you will ask new Team members to play. The idea of this game will help you outline the next step (see A Game Worth Playing by Michael Gerber on page 38.) 7. Develop written position contracts - for each box on your organizational chart, write a detailed and specific description of what this job would entail. Remember to build crosstraining into these positions so you'll never get caught holding the bag if one of your team   CRAIG PROCTOR SEMINARS  

members is absent or quits. This way your business becomes position-driven rather than people-dependent. (see page 72 for the Position Contracts I developed for each team member in my business) 8. Decide which order you will fill the positions in and when - considering the needs of your business and your financial situation, decide which team members you need first, second, third and so on. Remember, this is a step-by-step process. Few agents will be able to build an entire team overnight. 9. Execute your plan - now it's time to make it happen. Put your plan into effect to get great people on board who are ready, willing and able to make great things happen for your business. The execution of your plan is called the T-E-A-M system.

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The T-E-A-M System (The Execution) There are four steps or systems to the process of building your team as follows. Commencing on page 43, I will explain each of these four systems in detail.

T

ell The World You’re Looking For Team Members (The Recruiting System)

E

ntertain Interested Candidates And Choose The Best (The Hiring System)

A

llow Them To Learn Before Doing (The Training System)

M

anage Your Team (The Managing System)

Before I describe each of these steps, however, I will explain some of the principles I introduced when I outlined your strategy.

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What is a Rainmaker? In my discussion above, and in my organizational chart on page 30, I use the term "Rainmaker". What do I mean by this term? Well, as the name suggests, the rainmaker is the one who makes it rain . . . the one who makes things happen. In my business, I am the rainmaker, and you are the rainmaker in your business. You, as rainmaker, are positioned directly at the centre of the organizational chart because you are the focal point -- the business pivots around you. The only activities you should keep within your realm are those that you really can't delegate because no one else can perform them with the same level of success as you can. On the flip side, the activities that you should delegate are those that someone else could perform equally well (or better) than you can. Think about the hundreds of tasks that must be performed each and every day in your business and write them all down. On page 28, I've given you space to write down 50 of them. Let's start with some really obvious ones:  answering the phone  loading listings on the MLS  getting keys cut  banking  designing and delivering feature sheets  calling agents for feedback  printing off and mailing follow-up letters  typing up listing contracts and offers  etc. etc. For each of these tasks, ask yourself the following question: "If I had someone else perform this task instead of me, what would be the outcome?” Would they do as good a job as you would? A better job? What could you pay someone to take this responsibility off your back? Less than your worth per hour? (See page 27 for how to calculate your worth per hour.) Again, the only activities you should hold back are the ones that no one else could perform   CRAIG PROCTOR SEMINARS  

as well as you could. In my business, listing presentations and marketing activities are two activities I don't delegate. This is not to say that my Buyers' Agents don't perform listing presentations -- they do. But they only present to prospects that I have delegated to them, and when they do, they follow the system I have set up to do this (i.e. My Ultimate Listing Presentation.) I present to the leads that I choose to work on (determined by price range, location and my work load at that time.) There are at least 10 qualities which work together to make a good rainmaker:

1. A "Natural" at the Job The best rainmakers are "naturals" at the job. They move into situations more easily than most people do. They are comfortable with people. They project self-confidence. They seem to market effortlessly while others struggle to make it happen with far less stellar results.

2. Intuition Rainmakers learn to recognize what really matters to people. They have a sense of what potential clients REALLY believe is important in choosing an agent.

3. Good Listener Unlike most people, a good rainmaker is a good listener. It is not simply listening that is important, however, but hearing what prospects are saying and making the effort to truly understand their problems or concerns. This is the primary element in building early trust in to the agent/client relationship.

4. Creative Problem Solvers The ability to provide creative solutions elevates a rainmaker to deal maker status. Clients look for programs tailored to their specific needs, not run-of-the-mill solutions that look like, and deliver, the same results as the stuff being churned out by the next five realtors down the   CRAIG PROCTOR SEMINARS  

road. A rainmaker with a positive attitude works to make things happen for a client, not prevent things from happening.

5. Anticipate Rather Than React Rainmakers anticipate, not merely react. They prevent problems instead of figuring out how to deal with them after they occur, and build trust with the client every time they do so.

6. Extra Effort A Hallmark trait of a good rainmaker is extra effort, especially as applied to building the client relationship. Service is key, coupled with a concerted effort to "go the extra mile" on the client's behalf.

7. Put Themselves In Their Clients' Shoes Rainmakers put themselves in their clients' shoes. They consider a client's response to everything they do, and make sure the client fully understands what is being planned and executed on his behalf.

8. Never Bluffs A good rainmaker never claims to know what he doesn't know -- but s/he always finds out what s/he doesn't know, and gives that answer to the client as quickly as s/he can.

9. Sees and Is Seen "See and Be Seen". This should be the Rainmaker's Watchword. Maintaining a high community profile by joining local business groups and charitable boards reflects well on the rainmaker. (This doesn’t have to involve a great deal of expense. Time and effort given to the community is one of the most appreciated gifts.)

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10. Entrepreneurial Rainmakers need to be entrepreneurial, willing to take risks. They know playing it safe doesn't develop new business, and they work hard to create opportunities. If they don't leap at these opportunities, they know someone else will.

If you are a rainmaker like this, count your lucky stars. Remember that, ultimately, the one widely shared trait of good rainmakers everywhere is energy and lots of it. It has to be focused and goal oriented, but without that high level of energy, your rainmaker is just another soggy salesperson. Clearly, then, as a rainmaker you are special. As mentioned, you are at the centre of it all. You are the one that makes things happen. What is that worth? What are you worth? It's important for you to put a specific dollar value on your time because you will be more loathe to waste it when you're conscious of what it's worth. Knowing what you're worth will help you more readily give up tasks that you really shouldn't be spending your time on. If you can pay someone to do it for less than your worth, do so. The time you gain by not having to slave away at these lesser tasks can be applied against activities that will earn you more money. The more money you earn, the more feasible it is to build your team by hiring the team members to fill the blank boxes you'll shortly identify, thus freeing up your time to enjoy the money. The typical (and highly non-useful) advice that most people give to others who are overbusy, over-worked and scrambling to make it all happen is to "make" time for activities that are important to them. I often wondered about that trite statement. How do you "make" time? The fact is you can't "make" time. Time is a finite commodity. But you can make choices. The reality is you must make choices. As hard as this is, if you don't make choices yourself, they will be made for you. And when you leave things to chance like this, the choices made for you, and the outcome thrust upon you, are rarely the ones you would have chosen for yourself. So it's time to make some choices in your business to improve both your business and   CRAIG PROCTOR SEMINARS  

your quality of life. But remember, I'm not suggesting that you have to follow through on all these choices all at once. Once I'd made my choices and made a plan for the growth of my business, I certainly didn't have the financial resources -- or the need -- to make it all happen overnight. As I've told you, I grew my business one person at a time, and I'm still doing this. As the need arises, I fill it. Remember also that one choice you can make is to not to have a team. While many Quantum Leap members have made the choice to go for broke, implement everything and reap the rewards of lots more money and lots more time to enjoy it, others have made the choice to stay small but profitable -- stabilizing comfortably and profitably at a less aggressive production level. It's your choice. But again, base your choice on solid knowledge by making a point of understanding your own worth.

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What Are You Worth? What are you worth per hour? It's important to understand that this number will change as you change and grow your business. My worth per hour increased dramatically as I began to implement and finetune all the systems I've developed, because I made more money in less time. But draw the line in sand now as a starting point, and, as your time frame, use results from the last 12 months.

Formula

Sample Calculation

# Hours You Work per Week

X =

# Weeks You Work Per Year

45 Hours per Week

X

50 Weeks per Year (i.e accounting for two weeks holidays)

=

# Hours You Work per Year

2,250 Hours Worked per Year

Income you Earn per Year

_______ Hours per Week

X

_______ Weeks per Year

=

_______ Hours per Year

$100,000 per Year

# Hours You Work per Year

=

Your Calculation

YOUR WORTH PER HOUR

$_________ per Year

2,250 Hours Worked per Year

=

_________ Hours Worked

=

$_________ Earned per Hour

$44.00 Earned per Hour

Now that you have a perspective about your own worth, take the next step to understand and map out the choices ahead of you by filling out the Time of Your Life worksheet on the next page. As described in Step 4 of the 9 Step System for designing your team (see page 19), your job is to laundry list all the tasks you do in a day and decide which ones you should be performing and which you shouldn’t. The next step is to cluster the jobs you’ve decided to delegate (either now or in the planned future), and prepare a list of duties and a position contract for each role.   CRAIG PROCTOR SEMINARS  

The Time of Your Life Write down the tasks you perform on a daily basis throughout the week and the dollar amount that you could pay someone to perform each one. 1. Example: Calling agents for feedback

$10.00

per hour

2. __________________________________________________ $___________ per hour 3. __________________________________________________ $___________ per hour 4. __________________________________________________ $___________ per hour 5. __________________________________________________ $___________ per hour 6. __________________________________________________ $___________ per hour 7. __________________________________________________

$___________ per hour

8. __________________________________________________ $___________ per hour 9. __________________________________________________ $___________ per hour 10. _________________________________________________ $___________ per hour 11. _________________________________________________ $___________ per hour 12. _________________________________________________ $___________ per hour 13. _________________________________________________ $___________ per hour 14. _________________________________________________

$___________ per hour

15. _________________________________________________ $___________ per hour 16. _________________________________________________ $___________ per hour 17. _________________________________________________

$___________ per hour

18. _________________________________________________ $___________ per hour 19. _________________________________________________ $___________ per hour 20. _________________________________________________ $___________ per hour 21. _________________________________________________ $___________ per hour 22. _________________________________________________ $___________ per hour 23. _________________________________________________ $___________ per hour 24. _________________________________________________

$___________ per hour

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25. _________________________________________________ $___________ per hour 26. _________________________________________________ $___________ per hour 27. _________________________________________________

$___________ per hour

28. _________________________________________________ $___________ per hour 29. _________________________________________________ $___________ per hour 30. _________________________________________________ $___________ per hour 31. _________________________________________________ $___________ per hour 32. _________________________________________________ $___________ per hour 33. _________________________________________________ $___________ per hour 34. _________________________________________________

$___________ per hour

35. _________________________________________________ $___________ per hour 36. _________________________________________________ $___________ per hour 37. _________________________________________________

$___________ per hour

38. _________________________________________________ $___________ per hour 39. _________________________________________________ $___________ per hour 40. _________________________________________________ $___________ per hour 41. _________________________________________________ $___________ per hour 42. _________________________________________________ $___________ per hour 43. _________________________________________________ $___________ per hour 44. _________________________________________________

$___________ per hour

45. _________________________________________________ $___________ per hour 46. _________________________________________________ $___________ per hour 47. _________________________________________________ $___________ per hour 48. _________________________________________________ $___________ per hour 49. _________________________________________________ $___________ per hour 50. _________________________________________________ $___________ per hour

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Designing Your Team By completing the Time of Your Life Checklist on the last two pages, you’ll have a better appreciation for how the chaos of activity that normally comprises your day can in fact be grouped into a small number of distinct jobs or positions. Take a look below at the organizational chart I created and use for my business. In Section 9 of this manual (commencing on page 72), you’ll find the list of duties outlined for each of these positions as part of my Position Contracts. I’ve included a blank chart at the end of this section (see page 42) for you to use as a work sheet if you find that there are some differences for your business that emerge from the exercise you just completed that you feel should be tackled with a somewhat different configuration of team members.

Office Manager

Call Coordinator

Technical/Database Support Manager

Team Courier

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When I first performed the exercise I’ve recommended you take the time to do, some notable patterns surfaced which led to the organization chart I use. For example, I found that I needed one person who could co-ordinate all the information on listings: i.e. answer the phone, load listings on the MLS, gather the details and write up the descriptions, place the ads in proper rotation and generally keep track of what was happening on each listing -- kind of like an office quarterback. To do these duties, this person would NOT have to be licenced. I hired Cindy to take care of these functions 8 years ago. Cindy doesn’t have to find or present to prospects. She doesn’t have to bang on doors or bang in signs or give customer feedback or analyze reports. Instead, she can be (and is) highly focused on a narrow and related range of activities and thus does a great job of them. They always get done perfectly and the correct way. I did, however, need a licensed person to help with customer service after clients had signed a contract with me. I eventually hired Tammy J. to do this job. Tammy follows up with each of my clients on a weekly basis to give them feedback on showings, market conditions, etc. She’s great at nurturing these relationships and ensuring my clients feel acknowledged and informed. While I’m free to do what I do best, which is to convert prospects to clients, I know there’s a reliable system in place which will ensure my clients are happy. Like Cindy, Tammy is free to focus her time and attention around a few, related activities. They become specialists in these positions, and because the position descriptions are reasonably narrow, they can be systemized into repetitive steps or responsibilities. It’s important to keep watching your business to ensure your resources are being used optimally -- i.e. that the positions you’ve defined have kept pace with the size and direction of your business. As my business has grown, and as new technology has become available to me, some of the positions I started out with have had to evolve. You will have to be open to this in your business. Let me give you a perfect example of this. I’ve had both buyer’s agents and telemarketers (which I now call Prospect Follow-up Coordinators) for several years, but the way their positions   CRAIG PROCTOR SEMINARS  

are defined today is quite different from the position contracts I initially implemented. You see, when I started, I didn’t have an ARPS (Automatic Reverse Prospecting System). Instead, I did prospecting the same way other agents did (i.e. I made hundreds of cold calls in the hopes of finding a few good prospects.) My first telemarketers simply helped me make more of these calls to get more leads. Several years ago, I had a new technology installed (a predictive dialer) which made my telemarketers’ job far easier and more efficient by automatically dialing the numbers for them and helping them by-pass busy signals and answering machines. All the leads my telemarketers generated were divided up amongst my buyer’s agents. Some of these leads would be immediate, ready-to-act buyers or sellers, but others would represent longer-term opportunities and thus would require a period of follow-up. This follow-up function became the responsibility of the buyer’s agents, because that’s what made sense to me at the time -- it mirrored the way I worked. I was happy to take these leads (warm and hot) from the telemarketers and, over time, turn them into clients. I knew that if I could get a good lead, I could turn it into a client. I expected my buyer’s agents to be able to do the same. Subsequently, I’ve realized that this was somewhat unrealistic. More about this in a minute. With my breakthroughs in marketing (i.e. direct response - see the Quantum Leap Marketing Manual) and the overlay of technology (hotlines), my ARPS was born, and the traditional role my telemarketers played became somewhat redundant. I no longer needed my telemarketers to make hundreds of cold calls because I now had hundreds of prospects calling me. So at this point in my business, the telephone technology I used switched 180Ε from outbound to inbound. This resulted in a greater number, and higher quality, of leads for me and my buyer’s agents to deal with and, at first, I felt that the role of telemarketers in my office was becoming obsolete. For me this was fantastic. The time I spent on the phone each day with prospects was   CRAIG PROCTOR SEMINARS  

much more fruitful, and my transactions increased dramatically. I discovered over time, however, that what also increased dramatically was the “bleeding”. That is, many leads generated by my ARPS were being lost because of inadequate follow-up by my buyer’s agents. The fact is, while I had some buyer’s agents who would follow up on some of the leads some of the time, as a general rule, they weren’t very good at follow up. At first this made me frustrated. “Why can’t they just follow up on these leads?” I asked myself (and them.) They don’t have to do any cold-calling, all they have to do is keep in touch with warm leads -- prospects who had expressed the intent to buy or sell in the near future. But here’s where I had to face a hard reality, and let my business evolve to reflect this reality. You see, even though you and I may have the discipline to do all parts of the job, the kind of person who comes to work for you probably doesn’t have your vision and drive. If they did, they’d be trying to build a business on their own. While I have a couple of really dynamite buyer’s agents who willingly go the extra mile, for the most part, my buyer’s agents simply want to work with “now” business, NOT follow-up the future business. “Are they lazy?” At first I felt they were and, as I said, this really frustrated me. But frustration is often the mother of invention. As I allowed my paradigm to shift, I finally realized that the “repetitive follow-up of future business” and the “face-to-face nurturing of now business” were two different jobs requiring two different kinds of people. These two different jobs required two different personality traits that probably don’t reside together in many individuals. Just because you and I may perform both of these jobs really well because we know that this is what it takes to grow a business, it doesn’t mean that the licensed assistants you hire can or should be able to do the breadth of tasks that you do. To be fair, this also became a question of time for my buyers’ agents. Another reason they had a tough time keeping up with follow-up is that they were legitimately busy with NOW buyers and sellers. Follow-up became a task they “try to get to” when time permitted, but going on listing presentations and showing houses to ready-to-act buyers too precedence over making   CRAIG PROCTOR SEMINARS  

follow-up calls. However, personality does figure into this. Certainly some people manage to do some tasks more easily than others because their “nature” is different. So let me take a small detour and talk briefly about the important topic of “personality testing”. At my SuperConferences, I teach in-depth personality testing which is an invaluable tool in the hiring process. It requires an intensive face-to-face session to teach this important and complex testing procedure adequately, but it is definitely worth knowing more about. The results of these test in terms of predicting a potential team member’s fit for a certain position is uncanny. It’s a highly accurate tool which is like taking a DNA imprint of someone’s personality.

D-I-S-C Personality Testing As mentioned, it would be too much to get into this topic in this manual at the same level that I do at my SuperConferences, but I think it’s important for you to have some basic understanding of the process. Basically, this testing was developed by a man called Marston who identified four personality quadrants (D-I-S-C) which defined four basic personality types. The chart on page 35, summarizes these four quadrants, and will at least give you a sense of what I’m talking about when I speak about High D or I personalities. The fact is, the most successful realtors are those who have some high combination of D (Dominance) and I (Influence). They’re charismatic, aggressive, self-starting and persuasive. In neither of these personality profiles is their a high tolerance for detail work or repetition. No wonder my licenced buyer assistants did a crummy job of follow-up. My telemarketers, on the other hand, have some D and I (i.e. they like working with people and aren’t pushovers,) but they also have a healthy share of C (Compliance) which means

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Marston’s 4 Personality Types D-I-S-C (D) DOMINANCE Intent is to OVERCOME (CONQUER)

(I) INFLUENCE Intent is to PERSUADE (SELL)

HI-D people are self-starters who get going when things get tough. They thrive on both challenge and competition. HI-Ds are usually direct, positive, straightforward. They say what they think, sometimes bluntly. They like to be centre stage and in charge. HI-Ds fight hard for what they think is the way to go, but can accept momentary defeat and are not grudge holders. They prefer variety, the unusual, the adventurous. They are apt to lose interest if they feel their job is becoming routine; and so must be kept constantly involved. HI-Ds are prone to making job changes, especially early in their careers, until they find the challenge they need. They are individuals and self-sufficient. Demanding of themselves and others, they are discontented and dissatisfied with the status quo.

HI-I people are outgoing, persuasive and gregarious. They strive to make their opinions and beliefs prevail. They are very comfortable in "one-on-one" situations, and their outgoing nature typifies the image we have of the so-called "natural salesperson." The HI-Is basic interest is people. HI-Is are poised and meet strangers easily. People tend to respond to them naturally. Because of their inherent trust and willing acceptance of people, they may sometimes misjudge people's intentions and abilities. HI-Is are easily-met, name-dropping conversationalists who sell themselves well. They are friendly competitors and optimistic managers. Normally very fashionable dressers, HI-Is join organisations for prestige and personal recognition. They usually have a wide range of acquaintances. Their innate optimism and people skills help them get along with most people.

(S) STEADINESS Intent is to be SUPPORTIVE (PREDICTABLE)

(C) COMPLIANCE Intent is to AVOID TROUBLE (CAUTIOUS)

HI-S people are usually amiable, easy-going and relaxed. They are warm-hearted, home-loving and neighbourly. They tend to be undemonstrative and controlled. They conceal their feelings from others and are apt to be grudgeholders. Most of the time HI-S people are even-tempered, low key and unobstructive. They are complacent, prone to leniency and emotionally mature. They strive to keep things the way they are and dislike change. Once under way, they work steadily and patiently. They dislike urgency and the pressure of deadlines. HI-S people are usually very possessive and develop strong attachments for their things, their family, their departments, etc. While they seldom argue or openly criticise, they can quietly resist and slow things down. They are passive resisters, if they care to resist at all.

HI-C people proceed in an orderly way. Their methods are usually predetermined and they are precise and attentive to detail. They strive for a neat, orderly existence, and tend to follow traditional procedures and established systems. They prefer to adapt to situations to avoid conflict and antagonism. Their need for self-preservation causes them to document everything they do. If the "book" calls for it, then it is fine with them. HI-Cs are naturally cautious, conservative, and tentative in decision making. They prefer to wait to see which way the wind is blowing. Once their minds are made up, however, they can be very rigid. They try to be what you want them to be. They try very hard to avoid conflict and stepping on toes. They are usually reserved, adaptable, open-minded (to a point), and diplomatic.

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they are attentive to detail and good with follow-up. I discussed previously the importance of having a business that is position-driven rather than people-dependent. In other words, a business that DOES NOT rely on having extraordinary people to fill the positions.

I hire “average” people My team consists of a few extraordinary people, but mostly average people. You have to be able to build your business with these average people by giving them a narrow range of tasks which are within their capabilities. Take the example of McDonalds (which is where Michael Gerber -- who introduced me to the subject of team building -- professes to have got his inspiration.) Ray Kroc, the founder of McDonalds was, to be sure, an extraordinary entrepreneur. When McDonalds became a franchise, the company suddenly required thousands of employees to run each restaurant. When you think in terms of “thousands” of employees, you realize that it’s unlikely that you’ll find “thousands” of extraordinary people. Instead, you’ll have to break down the tasks to their lowest common denominator, and ensure that average people can excel at them. If you expect too much of people, expect to be disappointed. When McDonalds hires a hamburger flipper, they don’t expect the hamburger flipper to be super-intelligent or super-entrepreneurial. They don’t require the hamburger flipper to have a great personality or know how to manage a restaurant. They just want the hamburger flipper to do a competent and systematic job of flipping hamburgers. It may be that a person who takes a job flipping hamburgers wouldn’t have the personality or desire to do these other jobs anyway. And Mr. Kroc is okay with this. He knows that if one hamburger flipper leaves, his business won’t be paralyzed -- he’ll just go out and hire someone else and train them to flip hamburgers the McDonald’s way.

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Well, your business and my business have to operate on the same principles. In my situation, I found I was expecting too much of my buyer’s agents, and my business suffered because of it. So, I restructured the telemarketer and buyer’s agents positions to improve the process. This is what happens now. My Prospect Follow-up Coordinators (what I used to call Telemarketers) have a personality type which craves a more predictable, orderly existence. They have a higher tolerance for details and follow-up work, and while they don’t desire to be out and about meeting people face-to-face, they are still highly personable people. The people I’ve hired into this position are now responsible for following up the warm leads which emerge from my ARPS. They work a fixed 40 hour week with a decent guaranteed salary (they love this security and stability) plus commission on any warm leads which they can turn into hot leads (i.e. readyto-act prospects.) Once a prospect is ready-to-act, they’re handed over to one of my buyer’s agents (or to me) who takes over for the friendly, face-to-face meetings, presentations and/or showings. This agent would ensure that this client feeds into all parts of our system and emerges a happy client at the other end. As I’ve mentioned, I do have some buyer’s agents who are capable of handling the whole process. They’re given the flexibility to do this and are rewarded with higher earnings on the transaction by not having to give a portion to the Prospect Follow-up Coordinator. What this example is intended to illustrate to you is the importance of: 1. Having a firm understanding of what you’re asking new team members to do, and 2. Being in tune enough in your business and flexible enough to be able to evolve these positions when necessary This is a lot to think through. Not because it’s complicated, but because for most of you it represents a significant paradigm shift. So take your time to go through this very important thinking up-front, BEFORE you begin the process of getting help. But then make a point of   CRAIG PROCTOR SEMINARS  

moving on. In the next four sections, I’ll guide you through the four stages of the T-E-A-M system outlined above: recruiting, hiring, training and managing. Just before I do this, however, I want to leave you with one more thought by Michael Gerber on the subject of “A Game Worth Playing” (Step 6 of the 9 Step Strategic System outlined on page 19.) What Gerber calls a “Game” is the “idea” behind your business which all team members can buy into -- it’s the concept or thread which will bind you all together to ensure that the whole is greater than the sum of the parts.

A Game Worth Playing The following section, summarized from Michael Gerber's E-Myth, speaks to the issue of a "grander purpose", and answers the question: "How do I get my people to do what I want?" You must give everyone who comes to work for you a choice - not after they've been hired, but before you ask them to join your team. And you do that by making sure they understand the "idea" behind the work they're being asked to do [and understand that] the idea behind the work [is] more important than the work itself. The idea is broken down into 3 parts: 1. The customer is not always right, but whether he is or not, it is our job to make him feel that way. 2. Everyone who works here is expected to work toward being the best he can possibly be at the tasks he's accountable for. When he can't do that, he should act like he is until he gets around to it. And if he's unwilling to act like it, he should leave. 3. The business is a place where everything we know how to do is tested by what we don't know how to do, and the conflict between the two is what creates growth and meaning.   CRAIG PROCTOR SEMINARS  

You have to create a game worth playing. The degree to which your people "do what you want" is the degree to which they buy into your game. And the degree to which they buy into your game doesn't depend on them but on how well you communicate the game to them -- at the outset of your relationship, not after it's begun.

The Rules of the Game 1. Never figure out what you want your people to do and then try to create a game out of it. If it's to be seen as serious, the game has to come first; what your people do, second. 2. Never create a game for your people you're unwilling to play yourself. They'll find you out and never let you forget it. 3. Make sure there are specific ways of winning the game without ending it. The game can never end because the end will take the life right out of your business. But unless there are victories in the process, your people will grow weary. Hence, the value of victories now and then. They keep people in the game and make the game appealing, even when it's not. 4. Change the game from time to time -- the tactics, not the strategy. The strategy is its ethic, the moral underpinning of your game's logic. This must remain sacrosanct, for it is the foundation of you and your people's commitment to each other. But change is necessary. For any game can become ordinary, no matter how exhilarating it may be at the beginning. To know when change is called for, watch your people. Their results will tell you when the game's all but over. The trick is to anticipate the end before anyone else does and to change it by executive action. You'll know if you've pulled it off by watching how everyone responds to the change. Not at first,   CRAIG PROCTOR SEMINARS  

however. You can expect some resistance at first. But persist. Your persistence will move them through their resistance into your new and more enlivening game. 5. Never expect the game to be self-sustaining. People need to be reminded of it constantly. At least once a week, create a special meeting about the game. At least once a day, make some kind of issue about an exception to the way the game has been played -- and make certain that everyone knows about it. Remember, in and of itself the game doesn't exist. It is alive to the degree that people make it so. But people have the unerring ability to forget everything they start and to be distracted by trivia. Most great games are lost that way. To make certain yours isn't, don't expect your people to be something they're not. Remind them, time after time, of the game they're playing with you. You can't remind them too often. 6. The game has to make sense. An illogical game will abort before it ever gets going. The best games are built on universally verifiable truths. Everyone should be able to see them if they're to be sufficiently attractive. A game with muddy beginnings will get you nowhere. Know the ground you stand on and then assemble your armament. Sooner or later you'll need it. For a game that isn't tested isn't a game at all. But remember, you can have the best reasons in the world for your game and still end up with a loser if the logic is not supported by a strong emotional commitment. All the logic does is give your people the rational armament to support their emotional commitment. If their commitment wanes, it means that they -- and most likely, you -have forgotten the logic. So wheel out the logic often. Make sure everyone remembers the game's raison d'être. 7. The game needs to be fun from time to time. Note that I said, from time to time. No game needs to be fun all the time. In fact, a game is often no fun at all. That's part of the thrill of playing a game well: learning how to deal with the "no fun" part so as to retain your dignity while falling on your face. At the same time, fun needs to be   CRAIG PROCTOR SEMINARS  

planned into your game. But make certain that the fun you plan is fun. Fun needs to be defined by your people. If it's fun to them, it will work. But not too often, maybe once every six months. Something to look forward to, and something to forget. 8. If you can't think of a good game, steal one. Anyone's ideas are as good as your own. But once you steal somebody else's game, learn it by heart. There's nothing worse than pretending to play a game.

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Your Organizational Chart A blank organizational chart has been included for your convenience as a place to consolidate the learning you've done to this point. As mentioned, this chart is your blueprint for the task ahead. You must be clear about what this chart will look like -- i.e. how you intend to design your team -- before you move on. Create your own position contracts (modeling after my contracts in Section 9), and then map it all out, deciding which positions you will fill first, second, third and so on. When you reach this point, it’s time to start recruiting.

Your Team

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SECTION 4 - The Recruiting System



Tell The World You’re Looking For Team Members (The Recruiting System)

Entertain Interested Candidates And Choose The Best (The Hiring System) Allow Them To Learn Before Doing (The Training System) Manage Your Team (The Managing System) Now you have a chart with empty boxes. And you have a rule book (your position

contracts) which defines in detailed terms what each of these boxes is responsible for. Your next step is to determine which is the most critical box to fill first - i.e. where is your greatest need. The first thing you’ll need to do is find candidates who could potentially fill the position(s) you are recruiting for. You’ll find these candidates in exactly the same way I taught you to find buyer and seller prospects with your ARPS - i.e. you’ll place an ad that will compel candidates to pick up the phone and call you, and then to jump through the hoop of your hotline script to fax you their resume. By asking candidates to fax a resume, you'll be able to assess much more quickly which ones you want to take to the next step. A successful ad will draw a high number of queries. The more people you have to chose from, the better the chance that you’ll find someone good. In the next section - The Hiring System - I’ll tell you how to sift through all the people who reply to find the candidate(s) who will do the best job for you. Several of the ads I have used for recruiting, and their associated hotline scripts, can be found in Sections 10 and 11 respectively.

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SECTION 5 - The Hiring System Tell The World You’re Looking For Team Members (The Recruiting System) Entertain Interested Candidates And Choose The Best (The Hiring



System)

Allow Them To Learn Before Doing (The Training System) Manage Your Team (The Managing System) The purpose of this system is to put all the candidates into the “funnel” and then sift

out the best - i.e. the one(s) you want to hire. As I'm sure you realize, this exactly parallels the process I use to sift out the best home buyer/homeseller prospects via my hotline technology and scripting. As mentioned earlier, during my SuperConferences we spend a lot of time learning about the DISC personality testing I use. Part of your interviewing process should include the DISC personality test (which is like a DNA test of someone's personality), because it will help you chose people whose personalities naturally fit the positions you have created. Without the benefit of this precise tool, you'll have to use your intuition in order to assess and evaluate the candidates for the positions you're hiring for. You can look back at the charts on page 35 for a summary of the four personality quadrants to help you approximate the process. When deciding what you will look for in a new team member, consider the characteristics outlined in each of the four DISC charts, commencing on page 45, which outline the probable strengths and weaknesses of each of the four personality types.

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The High D Salesperson Dominance / Driver

PROBABLE STRENGTHS & WEAKNESSES STRENGTHS Prospecting

Preliminaries

Presentation

9 Confident in self and product 9 Self Starter 9 _______________________ 9 Firm handshake 9 Takes initiative 9 Gets right down to business 9 Mentions important client companies 9 ________________________ 9 Displays high ego strength 9 Energetic 9 Is purposeful, results oriented 9 Is sensitive to time 9 Hits the high points - few details 9 Gives the direct answers 9 Tends to downplay or brush aside objections

Close

Ongoing Relationship

9 Does not discourage easily 9 Welcomes the challenge 9 _________________________ 9 Offers options. 9 Will apply pressure to close 9 Creates a sense of urgency. 9 __________________________ 9 Doesn't overwhelm with information 9 Communicates concisely in writing 9 _________________________

WEAKNESSES 9 May work without a plan 9 Tends to be impatient unless results come quickly

9 _________________________ 9 May run late 9 May appear brusque 9 May not listen carefully 9 May lack diplomacy and tack 9 May jump to conclusions 9 __________________________ 9 Tends to talk too fast 9 May be too blunt 9 Tends to get bored quickly with a

9

structured presentation, even though it works May "wing it" & possibly mislead Tends to be argumentative May be impatient with those slow to decide _________________________

9 9 9

May try to close too soon May cause buyer remorse _________________________

9 9 9

9 May be lax 9 May make promises for others to keep 9 Tends to avoid paperwork or be late 9 Will be a "fire fighter" 9 _________________________

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The High I Salesperson
 Influential / Expressive



PROBABLE STRENGTHS & WEAKNESSES
 






 
 Prospecting

Preliminaries

Presentation




Optimistic and self-confident Meets people easily At ease with strangers _______________________

Takes initiative, keeps lively pace. Complimentary and upbeat Mentions prestigious customers Mentions own achievements Reacts enthusiastically to customer's situations. 9 _______________________

9 9 9 9 9 9

May run late to appointment Tends to talk more than listen May fail to stay focused May talk too much about self May appear superficial or insincere ______________________

9 9

Loves to talk Likes to combine business with social situations Sells sizzle along with the steak Builds rapport with buyer Prefers oral presentation Likes to use strong visual support Uses examples to show how problems were solved Quick to promise ______________________________

9 9

May be too wordy Prefers the impromptu to the wellthought-out Tends not to listen to and for reactions May rely too heavily on personality May deal in generalities and promises more than facts. May try too hard to be liked and thus will back off _______________________________

Provides incentives to encourage decisions ______________________________

9 9

Stays in touch with buyers Communicates by phone to maintain personal contact Keeps paperwork to a minimum

9 9 9

9 9 9 9

Ongoing Relationship

WEAKNESSES


9 9 9 9 9 9 9 9 9

9 9 9 9 9

Close




STRENGTHS


9 9 9 9

9 Needs control over time 9 May overestimate potential 9 _______________________

9 9 9 9 9

9

9

_______________________________ 9 _

May try "Gimmicks" May talk right past the time to close, oblivious to buying signals _______________________________ Not usually good at follow-through May make promises that can’t be kept Will be prone to errors of omission and neglect May avoid paperwork _____________________________

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The High S Salesperson
 Steady Relator / Supportive



PROBABLE STRENGTHS & WEAKNESSES 
 





STRENGTHS



 WEAKNESSES


Prefers established clients in friendly 9 environment 9 Responds well to leads generated by others __________________________________ 9

Hesitant to contact strangers May depend on others to generate leads ____________________________




Prospecting

Preliminaries

9 9 9 9 9 9 9

9 May be lacklustre 9 May fail to ask penetrating questions 9 May not read buyers' situations well 9 May take too long to get down to business ___________________________________9 _____________________________ Mentions mutual friends Listens to others' ideas and feelings Creates informal, non-threatening atmosphere _

Presentation

9 9 9 9 9 9 9

Low key and non-threatening Wins buyer admiration and approval Impresses buyer by personal example Acts as buyers advocate Patient, with good listening skills Deals with objections thoroughly and systematically. Examines each point in terms of buyer's

9

best interest. __________________________________

Close

9 9

Ongoing Relationship

9 Gives excellent service 9 Provides systematic follow-up 9 Keeps accurate records 9

9 9 9 9 9 9

May lack flexibility May be well-organized but lacking in enthusiasm Tends to be more explanatory than emotional May get sidetracked May not be forceful and may not push with conviction ____________________________

9 Tends to stay with the tried and true 9 May be too indirect and not push for _________________________ a close 9 ______________________ _

Doesn't push or rush buyer

9 If anything, will give too much service 9 May spend too much time on paperwork 9 Paperwork output will be accurate but ___________________________________ _

not particularly creative

9 ______________________




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The High C Salesperson
 Competent / Compliant



PROBABLE STRENGTHS & WEAKNESSES
 
 



 








STRENGTHS


Prospecting

9 9 9

Preliminaries

9 Arrives on time, completely prepared 9 Respects buyer's space and surroundings 9 Asks detailed, exploring questions 9 Ready to work, but won't push 9 Diplomatic and appropriate in demeanour 9 _________________________________ 9 Works toward well-defined goals 9 Well-disciplined 9 Well-prepared and organized 9 Thorough and accurate 9 Technically competent 9 Presents sales pitch logically 9 Anticipates objections 9 Presents extensive data to overcome objections 9 ________________________________

Presentation

Targets market carefully before contacting Prospects systematically _________________________________ .

WEAKNESSES
 9 Reluctant to go "cold" 9 May over-qualify prospects 9 May over-anticipate customer resistance 9 May depend on others to provide leads 9 ________________________________ 9 May appear cool and detached 9 May abdicate responsibility for opening 9 Questions may appear judgemental 9 _________________________________ 9 May overwhelm with detail 9 May over-sell and confuse buyers with 9 9 9 9

too many facts and not know when to quit May have trouble discerning what is important to the buyer May be evasive if pushed Will rely solely on logic ________________________________

Close

9 Allows buyer time to think 9 Will hesitate to ask for decision; fears rejection 9 _________________________________ 9 May ignore buying signals, believing that he or she must tell it all 9 ________________________________

Ongoing Relationship

9 Willing to invest time in long-term relationship 9 Very thorough with follow-through 9 Responds quickly to customer requests 9 Provides thorough documentation 9 _________________________________

9 May have trouble deciding on priorities 9 May over-service 9 Will be prone to wordiness in written materials 9 May try to substitute paperwork activity for sales accomplishments 9 ________________________________




Don't Hire Someone Just Like You Many agents make the mistake of hiring someone just like themselves. Don't do this. You should hire assistants to complement your rainmaker skills - don’t hire someone just like   CRAIG PROCTOR SEMINARS  

you. The role of your team members is to perform the tasks that free you, as Rainmaker, to focus on activities where you can change the outcome. My personal finding is that most successful agents are High D and I personalities. Here are some examples of the personalities which best fit some of the team members you will need to hire:  Buyer’s Agents .......................................... High I (with D)  Prospect Follow-up Coordinator .............. High C (with D and I)  Call Coordinator ........................................ High S or C (with I)  Customer Service Manager ....................... High S (with I and D)  Technical / Database Support Manager...... High C  Book keeper.................................... ........... High C I have a ten step system that I use to hire new team members. My goal is to attract a lot of interest with my ad, but I don’t want to waste a lot of my time with those who probably would never work out. I get my office administrator to manage the parts of the interviewing process that I don’t need to be involved in, and then have a system in place whereby the candidates will sift themselves in or out of the next steps. I will interview only those that I consider highly qualified candidates. These 10 steps help you follow the process systematically, efficiently and objectively to give you the best opportunity of finding the best candidate for the job.

My 10 Step Hiring System 1. Review the faxed resumés (if a candidate does not have a prepared resumé, I won’t even consider them) 2. Select those candidates who will be invited in for an interview   CRAIG PROCTOR SEMINARS  

3. Have my assistant phone respondents and set up a time and date when all candidates will come in together for stage one of the interviewing process 4. Put all respondents in the boardroom, and have my assistant administer the personality tests to them 5. Have my assistant score these tests 6. I then present my vision to this group of respondents (this is your “game” alluded to earlier.) I tell them about my company and about the position they are applying for. I explain what is expected of them, and what’s in it for them. I’m very blunt and candid at this stage. I tell them exactly what I will do for them and what I expect them to do for me. In this way, only those who are truly interested in the position will move on. There will be no surprises down the road. 7. Have the candidates fill out a form (see next page) which indicates whether, on the basis of what they have heard, they want to be considered for the next stage of the interviewing process. 8. I review the personality tests of the candidates who have expressed an interest in going on to the next stage, and choose the ones I am most interested in. 9. These candidates are called in for individual interviews with me. 10. I make an offer of employment to one or more of the candidates (if they match what I’m looking for).

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Interview Acknowledgement NAME OF CANDIDATE:

___________________________________________________________ DATE OF INTERVIEW:

___________________________________________________________

POSITION APPLIED FOR:

_________________________________________________________

I wish to be considered for the next stage of this interview.

YES

NO

If you do NOT wish to proceed further with the interviewing process, please indicate why: The duties and responsibilities of the position as described are somewhat different than I had anticipated I am overqualified for the position as described I am underqualified for the position as described I don't think I'm the best fit with the company "culture" as described by the Rainmaker/Office Manager The financial compensation for this position doesn't meet my needs Other, please specify: ____________________________________________ ______________________________________________________________ ______________________________________________________________ Whether or not you've chosen to continue with the interviewing process, we'd like to thank you for your interest in this position, and the time you've spent with us today to explore it. There are many criteria we consider when choosing which candidates we wish to pursue. The critical task before us now is to choose which of you will provide the best fit for the position we have open. Thank you for assisting us in this process, and no matter whether you are offered the position or not, best of luck in your future.

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SECTION 6 - The Training System Tell The World You’re Looking For Team Members (The Recruiting System)



Entertain Interested Candidates And Choose The Best (The Hiring System) Allow Them To Learn Before Doing (The Training System)

Manage Your Team (The Managing System) In the last two sections, I've shown you how to recruit and hire assistants in a highly

efficient and systematic manner. However, even if you'd never heard of the Quantum Leap System, every one of you would have taken these two steps in one manner or another if you had decided to hire an assistant. But here is where it stops for most agents. The next two steps in the TEAM system (training and managing) are highly critical, but sorely neglected throughout our industry. The sad fact of the matter is, once most agents hire someone to help them, they completely let go and somehow expect the new assistant to know exactly what to do and to have the same dedication and work ethic that they have. This rarely happens. The fatal mistake that most real estate agents make is to leave things to chance once they've made a decision to hire an assistant. The relief is so great to have another body to share the work load with, that the tendency is to split the pressure and run in opposite directions. This is a recipe for disaster, and one which many of you have surely encountered. Before too long, the employee who was supposed to be your saviour is just another headache you have to deal with because they're not performing the way you wanted them to perform. But ask yourself -- how did you want them to perform? Did you lay it our clearly? Did you show them, tell them, work with them to make sure they understood what was expected of   CRAIG PROCTOR SEMINARS  

them and train them in areas specific to the skills necessary for superior execution of the position they are filling? Probably not. Training is a sorely neglected task in most organizations and, as a result, instead of decreasing, your workload increases. The problem is, you tell yourself, “I'm so busy doing my own job, I don't have time to babysit my new assistant -- I want them to help me!” However, unless you take some up-front time with a new employee, you'll more than likely be hanging an albatross around your neck that will slow you down even more. It's the same old working on your business vs in it preaching I've been doing. And it's important for the very same reasons. But here's the good news. While the training portion may be time consuming first time round, it's time invested in your future. By creating a system to train a new employee, you create a duplicatable program that will be easy when you hire the second, third and subsequent person in that position. (e.g. if you create a manual for each position, it will require less of your hands-on training with each subsequent new person.) Use the position contract for your new employee’s job to create a map for how you will train them step-by-step. Sit with your new people and talk through exactly what you expect of them. Set clear goals with clear time lines. If the assistant is an agent, have them shadow you in your listing presentations, negotiations, offers; have them listen in on your follow-up phone calls, etc. Make sure you give them adequate work space to learn in. This is important even if this new team member will ultimately work from his or her home. Even if it's only a temporary arrangement, make sure they have a place to work inside your office during the training phase so they immediately feel part of a team (and not like an outsider.) As soon as possible, arrange an opportunity for them to meet all other Team members -  CRAIG PROCTOR SEMINARS  

not just a casual hello in the hallway, but a scheduled meeting (even if it's only 20 minutes long) where they have a chance to sit down, understand what each of your other team members do, and establish the beginnings of a rapport. My team meets every Monday morning, and I first have new team members join me for this meeting so I can introduce them to the entire team. But there may be key team members they will be dealing with more than others. Individual meetings should be scheduled with these people to ensure a productive working relationship from the beginning. For example, all my new buyer agents have individual meetings with my Office Administrator, Customer Service Manager, Call Coordinator, Prospect Follow-up Coordinator and so on. Each of these team members have highly specialized functions that are essential for my new agents to understand. The structure of my office is very different from what most of them will be used to, and they must understand my system before they can follow it. You must also make a point of giving this person some uninterrupted time with you. Recap what you presented to the group of candidates when you conducted interviews during the hiring process. Explain to them what you are building with the Quantum Leap System (i.e. explain your game.) Tell them about your personal philosophy and work ethic. Tell them what you expect from them and what they can expect from you. Collect and organize some training material for them to get through which will give them needed knowledge for the job they have taken on. Compile both internal documents generated by your office and the Quantum Leap manuals to give them both a specific sense of your office, and a big picture view for where they fit in. For example, have them read the E-Myth by Michael Gerber and listen to the audio cassette of my interview with him. Also have them take a look at my Office of the Future video. For your licensed agents, show them the VIP Buyer Presentation video and Ultimate Listing Presentation video. A few hours spent now will save you days and weeks and thousands of dollars later. The only way you will ever realize the exponential   CRAIG PROCTOR SEMINARS  

power of leverage with respect to your assistants is if you properly train them from their first moment on the job. Before you know it, this part of your job will be much less time consuming and you'll be free to attack all the neglected areas of your business that you hired this person to free you up for.

Never Assume Anything A good rule of thumb is to never assume anything. If the new team member is a quick study, you can move through the steps of the training process more quickly, but don't leave any steps out. What's obvious to you because you're living and breathing your business may not be obvious to the person you hire. It's a good idea to establish a probation or trial period upfront (usually 3-6 months depending on the position.) Let the Team member know that you'll meet formally on a certain date to mutually review progress to determine if you are meeting each other's expectations. If you're currently operating on your own, you'll have to shepherd this process through yourself to begin with, meaning that you will be responsible for the training of both licenced and unlicensed team members. Because I already have some team members in place, I'm able to delegate some of this responsibility to others. For example, while I stay involved in the training of new licenced team members, my Office Administrator controls (with my ultimate veto) the hiring and training process for all unlicensed team members. Clearly this makes sense given that she is much closer to the duties that these new people will have to perform and is thus in a better position to administer training. If you omit the critical step of training new team members, you will almost certainly end up in a situation where they will quit (or you will fire them.) It's just a matter of time. This task is especially important for you as a Quantum Leap member given that the way you conduct business will differ from the way most agents and real estate assistants are used to operating.   CRAIG PROCTOR SEMINARS  

Without training, you'll likely find yourself back at the drawing board, having to recruit all over again.

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SECTION 7 - The Managing System Tell The World You’re Looking For Team Members (The Recruiting System)

Entertain Interested Candidates And Choose The Best (The Hiring System)



A llow Them To Learn Before Doing (The Training System) Manage Your Team (The Managing System) One of the most common questions I get asked by Quantum Leap members with respect

to my Team is "How do you get your team members to do what you want them to do?" A large part of the answer has to do with finding, choosing and training the right people for the job, but these three steps don't take the process far enough. Beyond the recruiting, hiring and training of new team members, there must be a system in place to ensure that each team member continues to perform the tasks they were hired and trained to perform, and that they achieve the overall objective expected of their position (as outlined in their position contract.)

The Entrepreneur, the Manager and the Technician Michael Gerber (author of the E-Myth) explains that each of us has three personalities fighting for control: the Entrepreneur, the Manager and the Technician. The Entrepreneur is that part of you which dreams and creates. It's the part of you which lives in the future, seizes opportunity and makes change happen. The entrepreneurial part of you is what led you to search out and purchase the Quantum Leap System in the first place. Most real estate agents are about 10% entrepreneur -- that is, about 10% of the average agent's time is spent on entrepreneurial endeavours such as innovation and planning and change.   CRAIG PROCTOR SEMINARS  

In contrast, most agents are about 70% Technician. The Technician is that part of you that lives in the present and whittles away at the things that have to be done. It's the "doer" part of you, chipping away at the mountain of things to do, keeping busy but never really moving past today, crossing things off an enormous "to do" list, and adding three things for every one you cross off. The Technician is important because without this part of you, things simply wouldn't get done, and we all know how much there is to do. That leaves about 20% of your personality left for managing the dichotomy between change (the Entrepreneur) and the status quo (the Technician) -- the way things could be and the way things are. Only the Manager can bridge the vast gap between the way you're doing things now (i.e. doing it all yourself and working too many hours) and the way things must be if you are to have a true business (i.e. leverage the time and talents of others to exponentially grow your business.)

If You Don't Learn to Manage Effectively, Team Members Will ADD to Your Work Load Rather Than Ease it If you don't master the task of managing, you'll find that when you hire new team members, you'll actually be adding to your work load rather than taking away from it. Instead of being able to let some of your duties go, you'll find yourself doing the things you're supposed to do, worrying about the things your assistant is supposed to do, and then fixing the problems caused when they don't do what they're supposed to do (and doing a lot of fuming and yelling in the interim.)

You and Your Team Members are Working for Different Goals Why is this? Well, part of it is that you and your team members are working for   CRAIG PROCTOR SEMINARS  

different goals:  Your team members are working for money and for their personal definition of a good life  You're working for these things too, but you're also working to create and grow a business -- your business This sets you miles apart from the people who work for you. Your motivation comes from within, while theirs (by and large) must come from the systems you put in place to encourage, recognize and reward it.

The Reason You GOT Help Was to GET Help . . . . . . NOT to ADD to the Things You Already Have to Do

If you're like me, babysitting team members is the last thing you want to do. After all, the reason you got help was to get help, not to add to the things you already have to do. If you've recruited, hired and trained correctly, you will want to be able to let this new person loose, freeing you to do your own job knowing that they're also doing theirs. You see, as entrepreneurs, you and I are fast learners with not much patience for repetitive detail. We're also responsible and take charge and, when given a task, we get right to it and expect that others will do the same. That's why so many agents fall into the dangerous (and highly ineffective) practice of what is called Seagull Management.

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Seagull Management Many agents manage their employees using the principle of Seagull Management:

 SWOOP into the office  DUMP a load on your assistants  FLY off in another direction  WHINE and scream when things don't get done Lots of agents define this erratic behaviour as "managing" their assistants, and they sincerely can't understand why most of the people they hire don't work out. These agents spend a lot of their time lamenting about the opportunities that are being lost because they "just can't get good people." This is because they have no clear system to ensure that their assistants are doing the right things and doing them well. As a result, they worry constantly as things don’t get done, and they end up doing everyone’s job and managing by crisis. It doesn’t have to be that way. Managing your employees doesn’t mean doing their jobs. You have hired them to free you to do other things. While managing them will have to be one of the things you do (unless you delegate this to someone else), the role of manager doesn’t have to be time-consuming. If you’ve trained them properly, and if you’ve set up clear and measurable parameters that you can monitor them by, then you can track their performance objectively, fairly and easily (in exactly the same way you do with your advertising). Part of the issue I'm talking about here is effective communication. Assuming that you've followed the steps and strategies outlined to recruit, hire and train, every single one of your team members should have a crystal clear understanding of what you expect of them, both on a day  CRAIG PROCTOR SEMINARS  

to-day basis, and longer term. In order that these expectations are met, you need to: 1. ensure that two-way communication occurs regularly and formally (I have a mandatory Monday morning meeting with all staff to review objectives, performance, and updates.) 2. incorporate an objective system of measurement in the form of performance reports to monitor long term achievements of your Team members (see page 103 for some examples for your licensed team members), and 3. incorporate a management strategy which ensures that day-to-day duties are being carried out without you having to worry about them.

Through my study of other industries, I discovered a unique, but highly effective, management strategy which I use in my own business called Management by Exception. This important concept will allow you to get on with the business of working on your business with the peace of mind that things are getting done without your constant interference.

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Management by Exception Management by Exception is one of those common sense concepts that I’m sure 99% don’t practice. It is a management system which assumes that work is done according to orchestrated systems and standards. Any exception to the sanctioned orchestration requires notification of the manager in the form of an exception report. The exception report provides the nature of the exception, the logic and, if appropriate, an alternative strategy, due date, or request for assistance As you can see, this concept assumes a perfectly visioned and detailed system. There’s no guesswork required on the part of your people -- they have been told exactly what to do and how to do it. They will, therefore, be able to operate the system perfectly -- without you. There will be no need for them to constantly ask you questions about this or that. There will be no need for you to watch over their shoulders. You’ll be able to focus on working on the business knowing that everything is running smoothly and exactly as it should -- and if it isn’t, you’ll hear about it Furthermore, you’ll hear about the exception not in the form of a problem you will have to drop your work to solve, but rather in the form of a solution -- a notification of the deviation and how it was solved. A sample of the Exception Report form I use can be found on the next page. Importantly, this practice makes your team members accountable. They learn to take responsibility and ownership for their job, and these traits are the foundation of learning and expansion. I have some other common sense management principles I use that I'll also share with you. These management principles are fundamental to any good working relationship, and they pivot on the critical importance of good communication. The first is the importance of understanding your business through your team members eyes by asking questions. The second relates to the manner in which I've set up my business in the first place: upon division of responsibility. A good manager is a good delegator, and I'll show you how I put this principle into practice in my business.

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EXCEPTION REPORT CURRENT DATE: ______________________________________________________ EMPLOYEE NAME: ____________________________________________________ DEPARTMENT: _______________________________________________________ EMPLOYEE TITLE: ____________________________________________________

THE EXCEPTION NATURE OF THE EXCEPTION: ___________________________________________ ______________________________________________________________________ ______________________________________________________________________ ___________________________________________________________________ DATE IT OCCURRED: __________________________________________________ PROBLEMS WHICH AROSE AS A RESULT OF THE EXCEPTION: ______________ ______________________________________________________________________ ______________________________________________________________________ ___________________________________________________________________

THE SOLUTION THE SOLUTION IMPLEMENTED: _________________________________________ ______________________________________________________________________ ______________________________________________________________________ ___________________________________________________________________ DATE IMPLEMENTED: __________________________________________________ ANALYSIS OF CURRENT SITUATION: _____________________________________ ______________________________________________________________________ ______________________________________________________________________ ___________________________________________________________________ RESOLUTION WAS:

HIGHLY UNSATISFACTORY 1 2

3

HIGHLY SATISFACTORY 4 5

INDICATED NEXT STEPS: _______________________________________________ ______________________________________________________________________ ______________________________________________________________________ ___________________________________________________________________

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Managing With Questions You should make it your business to learn from your team members because they will come to know their functions better than you ever will. Their feedback and opinions will be input to your ultimate role which is to constantly improve the overall system. Therefore, effectively managing your team members should involve asking questions . . . lots of questions. Here are 10 great questions you should be asking team members as you talk with them throughout the course of a normal day. As an entrepreneur, most of these questions will be ones you find yourself unconsciously asking yourself all the time. Your team members, however, probably won't think these questions through unless you ask them. 1. What made you mad today? 2. What took too long? 3. What caused complaints today? 4. What was misunderstood today? 5. What cost too much? 6. What was wasted? 7. What was too complicated? 8. What was just plain silly? 9. What job involved too many people? 10. What job involved too many actions?

Not only will this send the important message to your team that their opinions matter, you'll also be surprised at how enlightening some of their opinions are.

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Management by Delegation The most important concept in effective management is to help your team members take responsibility for a common definition of success. I have very deliberately chosen to describe my assistants as a "team" because of the implications of cooperative effort that this word connotes. In a team, there is no room for either a Prima Donna or a Lazy Jack just filling in time. If you pass the ball to another team member, it should be because you feel that team member is in a better position to move the game forward, not because you're too lazy or preoccupied or nervous to carry it yourself. You can't keep running to the coach for advice or permission; you can't keep asking him or her to explain the game plan, and nor can you ask him to play your position. If you're in the game, you're in the game. You must take responsibility to play your position to the best of your ability, knowing that your team mates are doing the same. And underlying everything, you must believe that by working cooperatively in this manner, you'll end up winning the game. If you're not careful, however, some of your team members will try to pull a fast one on you (the Rainmaker). They'll try to toss the ball back to you so that they don't have to take responsibility for the outcome of their efforts. Do these scenarios sound familiar? You're walking to your office and an employee stops you to give you a rundown of what's happening: "I phoned the paper to place the ad you wanted and the rep won't get back to me. So I'm going to try again tomorrow morning and spend the balance of the day following up the leads I was trying to get to last week. I should have reached most of them by next Tuesday, and, by the way, the copy machine is broken. Should I call a repairman?" As you get to your office, another Team Member stops you to give a rundown of his or her situation. This lasts another three minutes. Frustrating? You bet. And you wonder, why can't these people take more responsibility and not drop every detail of every project in your lap? Well, maybe it's not them, but you. Maybe you're not delegating effectively. Here are some key points to remember:   CRAIG PROCTOR SEMINARS  

#1. Stress results, not details. Make it clear to your team members that you're more concerned about the final outcome of all projects, rather than the day-to-day details that accompany them. #2. Don't be sucked into giving solutions to team members' problems. When team members come to you with problems, they're probably looking for you to solve them. Don't. Teach them how to solve problems themselves. This, too, can be frustrating because it takes time. But in the long run, you'll save yourself time and money. #3. Turn the question around. If a team member comes to you with a problem, ask him or her for possible solutions. If a team member comes to you with a question, ask for possible answers. #4. Establish measurable and concrete objectives. With all team members, make your objectives clear and specific. Once this is done, they will feel more comfortable acting on their own. Think of this plan as a road map -- and your team members will too. #5. Develop reporting systems. Get your feedback from reporting systems: monthly reports, statistical data, or samplings (I recommend weekly meetings with team members.) #6. Give strict and realistic deadlines. If you don't give clear deadlines, team members won't feel accountable for the completion of their tasks. #7. Keep a delegation log. When you delegate an assignment, jot it down. You'll be able to monitor the progress, and discipline team members when necessary.   CRAIG PROCTOR SEMINARS  

#8. Recognize the talents and personalities of your team members. Being a good delegator is like being a good coach of a baseball team. You have to know what projects each team member can handle, and what projects they can't. Summing up, there are three main parts to the whole of managing my team which I call my CAR formula:

Communication - in the form of weekly team meetings to measure, inform and update

Accountability - through effective delegation and management by exception, make team members responsible for their day-to-day functions

Reporting - weekly, monthly and yearly reports objectively measure whether a team member is making it happen When you manage your car effectively, it will go and go and go (and so will your team and, as a result, so will your business.) What follows are some guidelines for managing team members by personality type. Again, a more complete description of personality testing is conducted at my SuperConferences. Without this formal training, use your intuition to try to determine which personality type your team members are, and use these management guidelines to help you motivate each one.

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The Office Manager There’s one more important topic to discuss while on the subject of the Management System, and that’s the position of Office Manager. A good Office Manager will give you great FREEDOM if they do what they’re supposed to. As mentioned earlier, my wife Catherine has assumed this role in my business, and because she’s great at this job, it has made a significant difference in my business and how involved I have to be in it. You see, I took the time to teach Catherine ALL the job positions. I taught her my system and my vision. As a consequence, I’m now entirely freed-up from ALL the managing of the office and the people who make up my team. I’ve been able to completely remove myself from all the day-to-day managing, problems, complaints etc. etc. etc. with the luxury of knowing that it’s all being taken care of correctly and efficiently. Without a worry, I’m free to tackle all my Rainmaker activities and only need to hear from one team member (i.e. my Office Manager) once a day. We typically schedule this for around 5:00pm, and she gives me the Reader’s Digest version of what occurred during the day (administrative, deals, complaints, etc.), how it was solved and what the outcome was. This relationship will work for you too if you take the time to train your Office Manager. Make sure they understand not only your system, but also your philosophy. If you do it right, this can be the best relationship of all.

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How to Manage and Lead Sales People

D

I

 Offer commission compensation  Create contests in which there are a limited number of winners  Give difficult assignments that challenge logic and analytical ability  Make the High D aware of his/her overbearing manner with buyers  Give as much freedom as possible to run things  Make the High D understand that limits to his/her authority exist  Allow the High D to "tell it like it is" and openly discuss what is expected on a no-holds-barred basis  Acknowledge success openly and often  Tolerate criticism  Delegate whenever possible




S


 Develop contests in which everyone can win something  Take an
 interest in the High S both as a producer and as a person  Allow the High S to work at an established and selfregulated pace  Provide a stable environment that evidences permanence, security and consistency  Provide sincere appreciation  Give help in meeting deadlines  Give advance warning before change  Express sincere appreciation for contributions  Be patient

 Encourage the High I to set goals that provide awards and recognition  Give freedom and the opportunity to be "number one"  Be generous with recognition  Discuss sales situations openly and freely  Make status symbols and perks available  Allow the High I the chance to speak and be heard  Exchange ideas and advice  Be involved socially  Keep supervision to a minimum to encourage independence  Provide clear but general instructions  Motivate with emotional appeals




C  Allow the High C to compete against long-term commitments rather than short-term "contest" goals  Be supportive and responsive  Outline exactly what is expected  Provide projects that require precision, organization, and planning  Be available to discuss key moves and make useful suggestions in stressful situations  Deflect pressure whenever possible  Provide support and backup in difficult situations  Provide detailed instructions and exact job descriptions  Encourage the High C to complete projects

SECTION 8 - Putting Your Team Together   CRAIG PROCTOR SEMINARS  

As a philosophical summary of everything we've discussed thus far, let me explain to you that by hiring a team, essentially what you are doing is seeking to better balance Gerber's Entrepreneur/Technician/Manager equation which I discussed on page 57. You'll remember that he approximated that each of us probably spend about 10% of our time as the Entrepreneur (i.e. the person who innovates and moves the business forward by working on the business rather than in it), 20% of our time managing, and 70% of our time doing the technical work. Well, when you hire new team members, what you're actually doing is hiring more technicians -- more people to DO what needs to be done -- in order to greatly reduce the amount of time you have to spend doing (i.e. working in your business rather than on it.) I currently spend about 25% of my time as a technician. This is the time I spend following up and meeting with prospects. I could, of course, delegate ALL of this to someone else, but I enjoy this part of my business, and I know I'm good at it. This is what the Quantum Leap System is all about -- giving you the choice to do the parts of the job you love and are good at while helping you find easy and systematic ways of achieving profitable growth. Eventually, you'll find the need to hire someone to share the managerial role. This, as just discussed, is what I've done with my Office Manager. As mentioned, this person (in my case, my wife Catherine) has very effectively assumed the role of managing all team members to ensure that once we get a client in the door, we over deliver on our promise of exceptional service. So even though my office has grown, the time I spend managing hasn't. With Catherine shouldering much of this load, and with the management systems I have in place, I estimate that only 10% of my time is actually spent on managing my team. This means that I have 65% of my time freed up to be the Entrepreneur -- to work on my business. I spend this time looking at my ad results to see what's working and what could work better. I spend it thinking about each and every conversation or meeting I have with prospects and clients to see what learning there is to gain. I spend it analyzing my systems to ensure they're as good as they can be -- thinking about new and better ways to get the same or a better result.   CRAIG PROCTOR SEMINARS  

Bear in mind too that when I add up this 25% and 10% and 65% you get a chunk of time which is probably less in hours than you're now spending in your business. I probably only work at my real estate business an estimated 20 hours a week. The rest of my time is reserved for my family and for what I'm doing right now as I write this manual -- i.e. helping other agents to realize the same profitable gains that I have by developing, improving and fine tuning the Quantum Leap System. The balance of this manual will give you the actual documents, forms, ads and scripts I've developed and use in my own business. I've included them both to more specifically illustrate the points I've discussed, and also to give you pieces you can model after in your own business. As a companion to this manual, you should take the time to view my Office of the Future video. This video, spoken through my own team members, will bring life to the issues discussed. When taken together, these two elements should position you for the opportunity to grow profitably by leveraging the time and efforts of others.

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SECTION 9 - The Position Contracts In this section, you will find samples of the Employment Contract and Position Contracts I have all team members sign. The Employment Contract (used only for licenced staff) essentially sets out the legal conditions which will protect you against future competition from new agents you may hire (if they end up leaving your team.) Each Position Contract outlines both responsibilities and duties, and specifics such as salary, hours, vacation time etc. Samples for all the positions I currently have on my team are attached in this order:  Employment Contract for Licensed Agents  Position Contracts for:  Buyers’ Agent/Listing Agent  Prospect Follow-up Coordinator  Office Manager  Call Coordinator  Customer Service Manager  Technical/Database Support Manager  Bookkeeper  Team Courier

I've tried to keep these documents as generic as possible so you won't need to do much work in order to use them in your own business. Of course, before you simply pick up and use any of the contracts included in this section, you should read it through carefully, word-by-word, to ensure that all points relate to your business in the manner you desire. The Employment Contract was co-developed by me and my lawyer as it is a legal contract. The points contained in this contract are fairly general in nature and probably won't differ in your marketplace. However, because this is a broader legal document, I urge you to have your own lawyer review it in relation to your own marketplace to ensure that all points comply with any specific legislation you may have in your particular marketplace.

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Contract For Sales Agent On The Craig Proctor Team This agreement is between Craig Proctor and effective the day of in the year of , and by their signatures and initials each party agrees to all terms and conditions of this agreement. It is agreed that the status of employment is an Independent Contractor.

GENERAL STIPULATIONS 1. Standard of Performance. I understand that Craig Proctor has a high standard of performance and I agree to adhere to the best of my ability to that high level. I understand that I will be given minimum performance requirements by Craig Proctor and that my job performance in relationship to these requirements will be reviewed on a weekly basis. 2. Duties of Agent. I understand that my duties as a licensed agent and job function are to be determined by Craig Proctor and/or Sales Manager and that these responsibilities will be reviewed, augmented and/or amended by them as necessary. I understand that my attitude, appearance, service and skills reflect upon Craig Proctor and, therefore, any deficiency of any of the above may result in the termination of this agreement at the sole option of Craig Proctor (See Schedule A). 3. Compensation. The following compensation schedule (which can be amended at any time during the contract by Craig Proctor with 30 days notice) shall apply for my position of Sales Agent to Craig Proctor. (See Schedule B). 4. Property of Craig Proctor. I agree that all leads, clients, buyers and sellers I am working with are the property of Craig Proctor, and upon termination of this contract, whether by Craig Proctor or myself, all of the leads, clients, buyers and sellers will remain with the staff of Craig Proctor. In the event this paragraph is violated or breached, paragraph 10 of this contract will be enforced. 5. Data Base Procedures: (1) All new prospects will be cross-referenced on the database management system whenever possible before you work with them. (2) All leads entered onto the database management system must be contacted at a minimum of every 90 days. Comments of each update must be entered onto the system as proof of contact. (3) Leads not contacted in the last 90 days will not be eligible for referral compensation. (4) If an agent cannot check the database prior to negotiating a sale or listing and the client is registered with another team member who has had contact within the previous 90 days, a 25% referral will be paid to the agent who registered the lead originally. Employment Contract for Licensed Agents -- Page 1 of 3

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6. Open House Tours. All leads are to be entered onto the database management system and followed up accordingly. If the leads are not already registered in the system, I am expected to launch an appropriate follow up plan. 7. Calendaring Leads. All leads are the property of Craig Proctor. If a client is not ready to buy or sell, but there is a reasonable expectation that such a decision will be reached within one (1) year, then I will enter them onto the database management system and schedule the appropriate follow up. 8. Scripts and Databases. It is agreed that all materials, scripts and correspondence will be approved by Craig Proctor for use and are the property of Craig Proctor. All databases are not to leave the office or to be copied in whole or in part without the permission of Craig Proctor. 9. Limitation of Authority. When a client is prepared to list and/or purchase a property, I will use the training and materials (including listing forms), provided to me by Craig Proctor to obtain the most accurate list price for the longest term. I will also endeavour to maintain the maximum acceptable commission including the transaction fee whenever possible. I agree to refer any client or potential client inquiring about entering into our Trade up Program to Craig Proctor. I agree that if I do not know how to do something, or do not feel comfortable performing a task, I will say so. All legal, tax, real estate and associated discussions outside my comfort level shall be immediately referred to Craig Proctor 10. Liquidated Damages. All leads generated are the sole property of Craig Proctor. If for any reason this contract is terminated, I agree that the established value of any lead or client acquired under this contract for the purposes of liquidated damages are: (a) Residential Property - $5,000.00 per lead 11. Minimum Commitment. By signing this agreement I agree that this relationship has a minimum of a one (1) year commitment. Any time period less than one (1) year allows for an inadequate payback to Craig Proctor for efforts in training. Should I leave the Craig Proctor Homeselling Team prior to the one (1) year period, then all work in progress becomes the property of Craig Proctor and commission or bonuses will be paid on the agreed compensation terms. (See Schedule C) 12. Covenant Not to Compete. I agree not to directly or indirectly, as a principal, agent, broker, employee, consultant, director, or owner of equity interest or in any other capacity, become engaged in the real estate business using in part, or in whole, the Craig Proctor Marketing System*. This provision shall be enforceable by injunctive or other equitable relief. In the event any provision shall be held invalid or unenforceable, the remainder of this paragraph shall continue in full force and effect as if such invalid or unenforceable provision were not *Craig Proctor Marketing System as outlined, and documented as the Quantum Leap System Employment Contract for Licensed Agents -- Page 2 of 3

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contained herein. In the event of such finding of invalidity or unenforceability of any such provision shall be predicated upon the length of the term of any covenant herein or the area covered thereby, such provision shall not be deemed invalid or unenforceable, but shall be deemed modified to the maximum area and/or the maximum term as any court of competent jurisdiction shall deem reasonable. 13. Expenses. I understand that any expenses, such as, but not limited to RE/MAX expenses, long distance telephone use, personal business cards (after the first 1,000, which are paid for by Craig Proctor), and any board or professional dues, shall be at my own expense. I am to provide Craig Proctor with a photo. (Joint cards are to be used.) 14. Personal Computer Cost. I understand that Craig Proctor will provide me with an office equipped with a desk top computer and access to a common printer. Access to the database from home (via Citrix Winframe) is also provided by Craig Proctor, however, the equipment (laptop, printer, etc.) is the agent’s responsibility to provide. All equipment provided by Craig Proctor for the agent’s use is the sole property of Craig Proctor and upon termination of this contract remains his property. Technical support and servicing for in-office equipment is provided by Craig Proctor. Any off-site equipment support and servicing (laptops, printers, etc.) is the sole responsibility of the agent. 15. The attached Schedule A forms part of this agreement. 16. The attached Schedule B forms part of this agreement. 17. The attached Schedule C forms part of this agreement.

I HAVE READ, UNDERSTOOD AND AGREE TO THE ABOVE PROVISIONS.

Licensed Team Member / Date

Craig Proctor / Date

Employment Contract for Licensed Agents -- Page 3 of 3

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SCHEDULE A DUTIES OF AGENT:  Attend meetings as requested (i.e. Weekly team meetings)  Attend office inspections (which is rotated amongst agents)  Perform at the minimum one (1) Sunday Tour per month  Perform Agent Open Houses as requested  Implement goal setting program pertaining to: * Sales, Offers, CMA’s, Buyer Contracts, Listings, Etc.  Launch follow plans for Buyer/Seller leads via the database management system  Launch Market Watch monthly newsletter for leads entered on database management system who are believed to be from one (1) to twelve (12) months from purchasing and/or selling a property.  Launch Past Client monthly newsletter for all our past clients who have remained within our real estate trading area.  Place all qualified buyer prospects who plan to purchase within twelve (12) months, and who have been entered on the database management system, on buyer profile. These leads are to be followed up at a minimum of every thirty (30) days. Once thirty (30) days have passed with no follow up call, the buyer profile packages are placed on suspension until follow up is commenced.

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SCHEDULE B COMPENSATION: Commissions 1.

Buyers/Sellers  5% is paid to the Broker/Owner  Remaining 95% is split evenly between Craig Proctor and agent ** Except when a Prospect Follow-Up Coordinator is to be paid **  5% is paid to the Broker/Owner  10% is paid to the Prospect Follow-Up Coordinator  Remaining 85% is split evenly between Craig Proctor and agent

2.

Past Clients  25% paid to Craig Proctor up to a maximum of six (6) per year. A list of past clients (names only) must be provided upon signing of this contract.

3.

Offer Presentations  $500 paid by Craig Proctor upon closing for an accepted offer presented by the agent on Craig Proctor’s behalf

4.

Showings  $250 dollars for showing a client a property on behalf of another team member. This amount is to be paid by the team member requesting assistance upon the successful sale of a property to said client.

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SCHEDULE C MINIMUM COMMITMENT If agent leaves before one (1) year commitment is fulfilled, any clients in process of a transaction remain the property of Craig Proctor. Any deals, written, but not yet closed will be paid according to the attached Schedule B.

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SCHEDULE D

POSITION CONTRACT: BUYERS’ AGENT / LISTING AGENT (Licensed) OVERALL RESPONSIBILITY:  To over-service homebuyers and sellers and WOW them with our System DUTIES: General:  To convert “hot leads” generated through our marketing efforts (and passed to you) to a faceto-face Presentation with the prospect by following up with regular calls which you will schedule through the contact management system  To attend meetings as requested (e.g. Monday Morning Team Meeting)  To enter all leads you wish to work on personally onto the contact management system and document each and every conversation with full notes on the contact card (remembering to set a call-back time)  Send any dead leads to the Office Manager’s computer for deleting, along with an explanation for such action. Sellers:  To follow the Ultimate Listing Presentation when making a presentation to a seller and sign sellers to a listing agreement  To conduct Tour of Homes  To use the trade program, where applicable, to solicit listings (subject to final approval of Rainmaker)  To conduct Agent Open Houses (previews)  Ensure all sellers receive our monthly newsletter Buyers:  To follow the VIP Buyer Presentation when making a presentation to a buyer and sign buyers to contract  To show homes  To prepare and present offers  Based on geographical area, convert buyer inquiries into listing appointments  To ensure all buyer prospects receive their Buyer Profile (house hunting) information EFFECTIVE DATE OF EMPLOYMENT: (DD/MM/YY) _______/_______/_______

Position Contract for Buyers’ Agent/listing Agent -- Page 1 of 2 Signature on page 2 represents agreement to this entire contract as outlined on both pages

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EMPLOYEE NAME: (Mr/Mrs/Ms) __________________________________________ First Name

COMMISSION: REFERRALS / PAST CLIENTS: year.

Last Name

______% after a payment of ______% to the broker and _____% (if applicable) to the Prospect Follow-up Coordinator ______% referral paid to our office up to a maximum of _______ per # of referrals

LEADS/CLIENTS: All leads/clients are the sole property of the Rainmaker. All systems / leads / databases are strictly confidential and are not to be discussed / shared outside of our facilities. MISCELLANEOUS: Performance will be reviewed periodically with the Rainmaker to ensure that business standards are being met, and that volume of expected business is being achieved in accordance with the performance guidelines set upon hiring. I agree to perform the duties outlined above with the highest degree of professionalism and integrity, understanding that my actions and behaviour reflect on the reputation and business of our office. I will execute these tasks by fully drawing upon the skills and experience I outlined during the hiring process. Should I find that I am unable to complete my duties as expected, I will fill out an Exception Report and return it to my Office Manager.

_______________________________________________________ Signature of Team Member

_______________________ Date

_______________________________________________________ Signature of Employer

_______________________ Date

Position Contract for Buyers’ Agent/listing Agent -- Page 2 of 2 Signature on page 2 represents agreement to this entire contract as outlined on both pages ΤΕΑΜ ΣΨΣΤΕΜ ΜΑΝΥΑΛ ΠΑΓΕ 80

SCHEDULE D

POSITION CONTRACT: PROSPECT FOLLOW-UP COORDINATOR (Licensed) DUTIES:  To help maintain contact and follow-up with as many buyers and sellers as possible  To place follow-up calls to all leads which have been allocated on the computer daytimer  To provide information to prospective buyers/sellers until they are ready for a CMA/viewing appointment  To assess when a lead turns hot and should be turned over to a buyer’s/listing agent  To ensure that all prospects receive their Buyer Profile (house hunting) information EFFECTIVE DATE OF EMPLOYMENT: (DD/MM/YY) _______/_______/_______ EMPLOYEE NAME: (Mr/Mrs/Ms) ___________________________________________ First Name

Last Name

SALARY: COMMISSION:

$ ____________/hr ______% of (1) end per client* upon closing.

REFERRALS / PAST CLIENTS:

______% referral paid to you up to a maximum of _________ per year.

(Client* being a customer that you have spoken to within 90 days prior to, and in a manner which has contributed to, the listing or purchase of a property.)

# of referrals

HOURS:

Mon: _____ to _____ Tues: _____ to _____ Wed: ____ to _____ Thurs: _____ to _____ Fri: _____ to _____ Sat: _____ to _____ Sun: _____ to _____ (Note: Indicate a.m. to p.m.) VACATION TIME: ______ weeks (paid or unpaid) vacation MISCELLANEOUS: Please book vacation time through the Office Manager providing week(s) notice. Please advise the Office Manager if you are unable to keep the above hours. If this contract is terminated by either the employee or employer, all hours worked up to the date of departure, and any outstanding commissions owed on deals that have closed, will be paid to you in full. LEADS/CLIENTS: All leads/clients are the sole property of the Rainmaker. All systems / leads / databases are strictly confidential and are not to be discussed / shared outside of our facilities. I agree to perform the duties outlined above with the highest degree of professionalism and integrity, understanding that my actions and behaviour reflect on the reputation and business of our office. I will execute these tasks by fully drawing upon the skills and experience I outlined during the hiring process. Should I find that I am unable to complete my duties as expected, I will fill out an Exception Report and return it to my Office Manager. _______________________________________________________ Signature of Team Member

_______________________ Date

_______________________________________________________ Signature of Employer

_______________________ Date

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POSITION CONTRACT: OFFICE MANAGER Licensed* or unlicensed -- (*if the office manager is to manage sales staff, they should be licensed)

SUPERVISORY/MANAGEMENT:  Oversee the inputting of all leads into the computer system (generated via the ARPS, Tree System, Sign Calls, etc.)  Distribute all leads to Prospect Follow-up Coordinator(s) and Agent(s)  Monitor Agent/Prospect Follow-up Coordinator lead follow-up on the contact management system, redistributing leads which are not followed up within the required time-frame  Oversee the operation of the Buyer Profile System (House-hunting Service)  Attend Monday Morning Team Meetings  Track all advertising responses and prepare a weekly report for the rainmaker identifying which ads/mediums are working; cancel those that are not working.  Review with office staff any problems or issues relating to office procedures and clientele  Recruit, hire and train new Team members, and provide them with a completed Position Contract for them to sign  Maintain records of time-sheets and issue pay-cheques  Coordinate new projects (review, assign and delegate as necessary)  Hire/terminate Team members where required  Handle all client complaints ADMINISTRATIVE Assist with the following day-to-day operations:  Open, review and distribute mail accordingly  Provide Rainmaker with daily reading material and highlight significant issues that require prompt attention  Monitor/negotiate any expenditures on behalf of the office (e.g. couriers, furniture, computers, office supplies etc.) To ensure the best quality for the best price is obtained  Assist with incoming telephone calls and general office duties OVERSEE THE FOLLOWING OPERATIONS: Accounting/Bookkeeping:  Determine annual budget with the rainmaker  Review Accounts Payable and approve invoices for payment  Review Accounts Receivables  Review month-end Income Statements, Balance Sheet and weekly cash position  Monitor monthly Tax Installments  Approve any miscellaneous office expenditures  Implement budget controls on expenses  Meet quarterly with the Chartered Accountant to review overall financial and tax position  Attend regular meetings with the Financial Advisor and Banker to review investment opportunities and update on current market trends  Meet with Rainmaker regularly to discuss financial and staff issues Position Contract for Office Manager -- Page 1 of 2 Signature on page 2 represents agreement to this entire contract as outlined on both pages

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Marketing:  Review distribution of marketing material (flyers, Market Watch Newsletter, etc.) To ensure coverage of areas and distribution prices. Source out alternative distribution services.  Meet with Rainmaker and advertising representatives (newspapers, billboards, benches, etc.) During contract negotiations. Follow-up after contracts are executed to ensure documents are accurate and that cheques etc. are collected or issued.  Oversee Public Relations with local business people/companies  Screen all advertising sales representatives and meet with qualified representatives  Screen and review charity and sponsorship requests EFFECTIVE DATE OF EMPLOYMENT: (DD/MM/YY) _______/_______/_______ EMPLOYEE NAME: (Mr/Mrs/Ms) __________________________________________________ First Name

SALARY:

$ ____________/hr

HOURS:

Mon: _____ to _____ Thurs: _____ to _____ Sun: _____ to _____

Last Name

Tues: _____ to _____ Wed: ____ to _____ Fri: _____ to _____ Sat: _____ to _____ (Note: Indicate a.m. to p.m.)

VACATION TIME: ______ weeks (paid or unpaid) vacation MISCELLANEOUS: Please book vacation time through the Rainmaker providing ______ week(s) notice. Please advise the Rainmaker if you are unable to keep the above hours. If this contract is terminated by either the employee or employer, wages for all hours worked up to the date of departure will be paid to you in full. LEADS/CLIENTS: All leads/clients are the sole property of the Rainmaker. All systems / leads / databases are strictly confidential and are not to be discussed/shared outside of our facilities. I agree to perform the duties outlined above with the highest degree of professionalism and integrity, understanding that my actions and behaviour reflect on the reputation and business of our office. I will execute these tasks by fully drawing upon the skills and experience I outlined during the hiring process. Should I find that I am unable to complete my duties as expected, I will fill out an Exception Report and return it to the Rainmaker. _______________________________________________________ Signature of Team Member

_______________________ Date

_______________________________________________________ Signature of Employer

_______________________ Date

Position Contract for Office Manager -- Page 2 of 2 Signature on page 2 represents agreement to this entire contract as outlined on both pages

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POSITION CONTRACT: CALL COORDINATOR (Unlicensed) OVERALL RESPONSIBILITY:  To act as office “quarterback” by being fully knowledgeable about all details of all listings SPECIFIC DUTIES: General:  Receive incoming calls  Screen/intercept advertisers/individuals who want sponsorships etc. and direct them to the Office Manager  Intercept calls, and provide assistance to those who require it (e.g. sellers, buyers, agents, etc.)  Take Quick Over-the-Phone Evaluations  Enter all leads paged to agents on the contact management system and schedule follow-up with the agent for the Office Manager Clients:  Book listing appointments, always filling out Qualifying Questions  Open a file for each listing and buyer (including address, price, expiry date, listing and/or buyer contract)  Enter listings on contact management system with as much detail as possible, and launch listing plan  Make sure the remarks section of the contact management system is filled out promptly and correctly, understanding that feature sheets are made up from this section  Input listings onto the MLS System  Order For Sale signs and appropriate riders  Load any price changes/extensions onto the MLS System  Update contact management system with details of all offers  Enter sales in log book  Update listed/sales board  Launch Conditional or After Sale Plan on contact management system  Enter all canceled/expired listings onto contact management system and launch plan Property Advertising:  Prepare all property ads for newspaper  Advise real estate TV channel which properties to air Administrative:  Check commission splits/agent referrals/telemarketer percentages for accuracy  Ensure all commission cheques are deposited  Arrange for commission cheques to be picked up by courier  Forward Solicitor information EFFECTIVE DATE OF EMPLOYMENT: (DD/MM/YY) _______/_______/_______ Position Contract for Call Coordinator -- Page 1 of 2 Signature on page 2 represents agreement to this entire contract as outlined on both pages

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EMPLOYEE NAME: (Mr/Mrs/Ms) __________________________________________________ First Name

SALARY:

$ ____________/hr

HOURS:

Mon: _____ to _____ Thurs: _____ to _____ Sun: _____ to _____

Last Name

Tues: _____ to _____ Wed: ____ to _____ Fri: _____ to _____ Sat: _____ to _____ (Note: Indicate a.m. to p.m.)

VACATION TIME: ______ weeks (paid or unpaid) vacation MISCELLANEOUS: Please book vacation time through the Office Manager providing ______ week(s) notice. Please advise the Office Manager if you are unable to keep the above hours. If this contract is terminated by either the employee or employer, wages for all hours worked up to the date of departure will be paid to you in full. LEADS/CLIENTS: All leads/clients are the sole property of the Rainmaker. All systems / leads / databases are strictly confidential and are not to be discussed/shared outside of our facilities.

I agree to perform the duties outlined above with the highest degree of professionalism and integrity, understanding that my actions and behaviour reflect on the reputation and business of our office. I will execute these tasks by fully drawing upon the skills and experience I outlined during the hiring process. Should I find that I am unable to complete my duties as expected, I will fill out an Exception Report and return it to the Office Manager.

_______________________________________________________ Signature of Team Member

_______________________ Date

_______________________________________________________ Signature of Employer

_______________________ Date

Position Contract for Call Coordinator -- Page 2 of 2 Signature on page 2 represents agreement to this entire contract as outlined on both pages

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POSITION CONTRACT

CUSTOMER SERVICE MANAGER (Licensed) DUTIES:  Follow-up daily with all agents who have shown our listings in order to gather feedback  Enter all showing feedback into the contact management system  Follow-up weekly via telephone with all our sellers to give them feedback from any showings and to update them on any change in market conditions

 Prepare monthly listing feedback reports for agents  Prepare Comparable Market Analyses (CMAs) for any recommended price reductions  Assist sales team in the evenings (when necessary)  Update agents weekly on any areas of concern that sellers may have (i.e. reductions, extensions,

problems, etc.)  Schedule and confirm appointments with sellers for all Tour of Homes, one month in advance  Prepare monthly schedule for Tour of Homes identifying which agents will conduct each tour  Obtain client testimonials (including a photograph) and forward to rainmaker for inclusion in advertising  Generate property inventory list  Prepare advertising summary for listings  Write and record all hotline scripts (editorial-style ads, classified ads, talking houses, properties on tree system) EFFECTIVE DATE OF EMPLOYMENT: (DD/MM/YY) _______/_______/_______ EMPLOYEE NAME: (Mr/Mrs/Ms) ___________________________________________ First Name Last Name SALARY:

$ ____________/hr

HOURS:

Mon: _____ to _____ Thurs: _____ to _____ Sun: _____ to _____

VACATION TIME:

______ weeks (paid or unpaid) vacation

Tues: _____ to _____ Wed: _____ to _____ Fri: _____ to _____ Sat: _____ to _____ (Note: Indicate a.m. to p.m.)

MISCELLANEOUS: Please book vacation time through the Office Manager providing ______ week(s) notice. Please advise the Office Manager if you are unable to keep the above hours. If this contract is terminated by either the employee or employer, all wages for hours worked up to the date of departure will be paid to you in full. LEADS/CLIENTS:

All leads/clients are the sole property of the Rainmaker. All systems/leads/databases are strictly confidential and are not to be discussed/shared outside of our facilities.

I agree to perform the duties outlined above with the highest degree of professionalism and integrity, understanding that my actions and behaviour reflect on the reputation and business of our office. I will execute these tasks by fully drawing upon the skills and experience I outlined during the hiring process. Should I find that I am unable to complete my duties as expected, I will fill out an Exception Report and return it to my Office Manager.

_______________________________________________ _______________________ Signature of Team Member Date ___________________________________________________ _______________________ Signature of Employer Date

  CRAIG PROCTOR SEMINARS  

POSITION CONTRACT: TECHNICAL/DATABASE SUPPORT MANAGER (Unlicensed) OVERALL RESPONSIBILITY:  To provide technical support for all Team members, manage the database system and oversee/execute all prospect/client mailings SPECIFIC DUTIES: Administrative:  Prepare CMA printouts for all agents and to fulfil Quick Over-the-Phone Evaluations  Run all feature sheets  Type client correspondence for agents as requested  Send faxes as required  Pull off E-mails and give to Office Manager  Assist in answering phones and taking/paging messages Database Management:  Check expireds daily and input onto contact management system  Check hot sheets everyday for anyone who is on the database and has just listed with another company (launch “Hot Sheet Plan”)  Retrieve messages from the Tree System:  Cross reference each call on ProPhone for an address  Input leads onto contact management system  Place leads on Office Manager’s daytimer for distribution to agents and Prospect Follow-up Coordinators Prospect/Client Communication:  Print off and mail scheduled form letters (e.g. 30 day letter, expiry letter, etc.)  Prepare and distribute mailings in response to direct response ads (e.g. editorial-style special reports, classified service ads, USP ads, etc.), sending requested report/information with personalized cover letter and agent’s business card  Prepare and execute newsletter mailings (e.g. Market Watch and In-Touch)  Prepare paperwork (Post Office or Mailing House) for the distribution for all flyers, sourcing the most competitive rate  Coordinate and execute the Buyer Profile System (House-hunting Service) including: adding/deleting clients; modifying criteria search; preparing and launching weekly mailings Technical Support:  Change the network tape in back-up system for computer database and verify that back-up is successful  Troubleshoot for operation of computers, printers, fax machines, photocopiers, etc.  Install and update the software on any of the team members’ computers  Scan home photos onto contact management system Position Contract for Technical/Database Support Manager -- Page 1 of 2

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Signature on page 2 represents agreement to this entire contract as outlined on both pages

EFFECTIVE DATE OF EMPLOYMENT: (DD/MM/YY) _______/_______/_______ EMPLOYEE NAME: (Mr/Mrs/Ms) __________________________________________________ First Name

SALARY:

$ ____________/hr

HOURS:

Mon: _____ to _____ Thurs: _____ to _____ Sun: _____ to _____

Last Name

Tues: _____ to _____ Wed: ____ to _____ Fri: _____ to _____ Sat: _____ to _____ (Note: Indicate a.m. to p.m.)

VACATION TIME: ______ weeks (paid or unpaid) vacation MISCELLANEOUS: Please book vacation time through the Office Manager providing ______ week(s) notice. Please advise the Office Manager if you are unable to keep the above hours. If this contract is terminated by either the employee or employer, wages for all hours worked up to the date of departure will be paid to you in full. LEADS/CLIENTS: All leads/clients are the sole property of the Rainmaker. All systems / leads / databases are strictly confidential and are not to be discussed/shared outside of our facilities.

I agree to perform the duties outlined above with the highest degree of professionalism and integrity, understanding that my actions and behaviour reflect on the reputation and business of our office. I will execute these tasks by fully drawing upon the skills and experience I outlined during the hiring process. Should I find that I am unable to complete my duties as expected, I will fill out an Exception Report and return it to the Office Manager.

_______________________________________________________ Signature of Team Member

_______________________ Date

_______________________________________________________ Signature of Employer

_______________________ Date

Position Contract for Technical/Database Support Manager -- Page 2 of 2 Signature on page 2 represents agreement to this entire contract as outlined on both pages

  CRAIG PROCTOR SEMINARS  

POSITION CONTRACT: BOOKKEEPER (Unlicensed) OVERALL RESPONSIBILITY:  To manage the in/outflow of cash, and report long and short-term analyses to enable management to make appropriate decisions affecting the health, profitability and direction of the company SPECIFIC DUTIES: General:  Post all transactions (“listed” and “solds”) on a timely basis on the computer system  File all accounting records, paid bills, invoices etc. in file cabinets  Update fire/theft insurance periodically taking into consideration any new purchase (i.e. computer systems, office furniture, etc.)  Update and keep reconciled the money bags used at the Monday meetings for agents. Make sure that any bills pulled are replaced before the next meeting (NOTE: For every firm deal an agent has that week, they get to pull a bill ($5 to $100) from the money bag)  Balance petty cash as required  Keep track of all trade program expenses Banking/Reporting:  Prepare deposits as required  Reconcile bank accounts at month end  Track cash flow and ensure that there is adequate funds to cover payments that are due  Design and prepare any spreadsheets as required such as yearly expenses vs revenue  Prepare weekly balance sheets, income statement, cash positions etc. for meetings  Provide a monthly detailed breakdown of payables  Meet to review the previous month’s finances  Prepare all year end documents and submit to accountant for tax preparation Payroll:  Ensure that all government remittances, Payroll, Personal Income Tax Installments, are prepared on time  Prepare payroll and issue cheques AP/AR:  Check invoices and issue cheques to suppliers (after receiving authorization from Office Manager)  Track accounts payable so that bills are paid 30-60 days after receipt  Keep track, collect and deposit monies monthly from outside sources re the Market Watch newsletter  Post receivables from the trade records weekly and track the agents’ commission. Keep track of monthly commission receivables and ensure cheques are received for the proper amount when due Position Contract for Bookkeeper -- Page 1 of 2

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Signature on page 2 represents agreement to this entire contract as outlined on both pages

EFFECTIVE DATE OF EMPLOYMENT: (DD/MM/YY) _______/_______/_______ EMPLOYEE NAME: (Mr/Mrs/Ms) __________________________________________________ First Name

SALARY:

$ ____________/hr

HOURS: _____

Mon: _____ to _____ Thurs: _____ to _____ Sun: _____ to _____

Last Name

Tues: _____ to _____

Wed: _____ to

Fri: _____ to _____ Sat: _____ to _____ (Note: Indicate a.m. to p.m.)

VACATION TIME: ______ weeks (paid or unpaid) vacation MISCELLANEOUS: Please book vacation time through the Office Manager providing ______ week(s) notice. Please advise the Office Manager if you are unable to keep the above hours. If this contract is terminated by either the employee or employer, wages for all hours worked up to the date of departure will be paid to you in full. LEADS/CLIENTS: All leads/clients are the sole property of the Rainmaker. All systems / leads / databases are strictly confidential and are not to be discussed/shared outside of our facilities.

I agree to perform the duties outlined above with the highest degree of professionalism and integrity, understanding that my actions and behaviour reflect on the reputation and business of our office. I will execute these tasks by fully drawing upon the skills and experience I outlined during the hiring process. Should I find that I am unable to complete my duties as expected, I will fill out an Exception Report and return it to the Office Manager.

_______________________________________________________ Signature of Team Member

_______________________ Date

_______________________________________________________ Signature of Employer

_______________________ Date

Position Contract for Bookkeeper -- Page 2 of 2 Signature on page 2 represents agreement to this entire contract as outlined on both pages

  CRAIG PROCTOR SEMINARS  

POSITION CONTRACT: TEAM COURIER (Unlicensed) DUTIES:  Take photos of all listings  Install lockboxes, inform appointment desk of lockbox codes, and input information onto contact card on computer  Pick up sold riders from sign company  Remove lockboxes and install sold signs/riders  Install Tour of Homes signs  Photocopy/prepare feature sheets and deliver to sellers  Drop off and pick up price reductions and extension forms  Drop off keys to sellers when listing is sold/expired/off market  Drop off courtesy keys  Pick up commission cheques from lawyer’s office  Go to bank with deposits  Weigh mail, put through postal machine and deliver to post office  Take flyers, newsletters etc. to Post Office/Mailing House for delivery  Photocopying/faxing as required EFFECTIVE DATE OF EMPLOYMENT: (DD/MM/YY) _______/_______/_______ EMPLOYEE NAME: (Mr/Mrs/Ms) __________________________________________________ First Name

SALARY:

$ ____________/hr

HOURS:

Mon: _____ to _____ Thurs: _____ to _____ Sun: _____ to _____

VACATION TIME:

______ weeks (paid or unpaid) vacation

Last Name

Tues: _____ to _____ Wed: _____ to _____ Fri: _____ to _____ Sat: _____ to _____ (Note: Indicate a.m. to p.m.)

MISCELLANEOUS: Please book vacation time through the Office Manager providing ______ week(s) notice. Please advise the Office Manager if you are unable to keep the above hours. If this contract is terminated by either the employee or employer, wages for all hours worked up to the date of departure will be paid to you in full. LEADS/CLIENTS:

All leads/clients are the sole property of the Rainmaker. All systems/leads/databases are strictly confidential and are not to be discussed/shared outside of our facilities.

I agree to perform the duties outlined above with the highest degree of professionalism and integrity, understanding that my actions and behaviour reflect on the reputation and business of our office. I will execute these tasks by fully drawing upon the skills and experience I outlined during the hiring process. Should I find that I am unable to complete my duties as expected, I will fill out an Exception Report and return it to the Office Manager. _______________________________________________________ _______________________ Signature of Team Member Date _______________________________________________________

_______________________

  CRAIG PROCTOR SEMINARS  

Signature of Employer

Date

SECTION 10 - Recruitment Ads On the next two pages, I’ve included recruitment ads for the following positions:  Licensed Team Members  Prospect Follow-Up Coordinator  Real Estate Agent  Customer Service Manager  Unlicensed Team Members  Office Manager  General Unlicensed

  CRAIG PROCTOR SEMINARS  

SECTION 11 - Hotline Scripts Hotline scripts are included for the following positions:  Licensed Team Members  Prospect Follow-Up Coordinator  Real Estate Agent  Customer Service Manager  Unlicensed Team Members  Office Manager  General Unlicensed

  CRAIG PROCTOR SEMINARS  

HOTLINE SCRIPT

Prospect Follow-up Coordinator Hi, this is of , and thank you for taking a few minutes to listen to what I have to say. Whether you’ve been in real estate for 25 years, or just got into the business a few months ago, you probably know what I mean by the term “prospecting”. For most agents, it’s a really ugly word. It means forcing yourself to sit on the phone and make endless cold calls to people who really aren’t interested in talking with you. Or search out and hound expireds and FSBOs. When I first got into real estate 10 years ago, this is exactly what I did. Like most agents, I looked around at what all the other agents were doing and copied them. I listened to the sales trainers and believed it on faith that the forceful, manipulative sales techniques they taught would somehow set me free. Well it didn’t exactly turn out that way. You see, if you’re like most agents, prospecting is a hated task. The constant rejection that comes with the old school techniques is humiliating. The repetition is brain-numbing. Couple that with the long, long hours spent servicing clients which may or may not turn into business. No wonder 80% of agents quit the business within 5 years. Well, I’ve developed an entirely new system of selling real estate which completely rejects the traditional, manipulative sales techniques which really don’t work. My system turns the tables on useless, brain-numbing prospecting by automatically drawing warm, qualified prospects to call my office. That’s right, they call us first. So my marketing system attracts these warm prospects and sifts out the ones which are most immediate. Every single one of the hundreds of clients we complete transactions for every year - every single one of them - called us first. My systems are so thorough, that our pipeline is always full of great leads. This is an excellent opportunity for you to easily make great money in this business and have fun doing it because you’ll finally be able to spend your time actually doing what you got into the business to do in the first place - working with interested, prequalified people, and helping them find a solution to their needs. Right now I’m looking for a few ambitious and open minded team members to join my   CRAIG PROCTOR SEMINARS  

team to help grow my already highly successful business. I have many unique buyer and seller programs that are simply not offered by other agents, so this will give you an important competitive advantage when working with prospects. I pay a base salary plus commission, and you work a set 40 hour work week. Both of these benefits give my agents unparalleled freedom and security, and they all make great money. I’m looking for people with great people skills. I’m NOT looking for slick salespeople, but rather people who genuinely like working with others, and who can convey professionalism. Successful candidates will be eager to do well financially, and open to learning new ways of doing things. If this describes you, please fax your resume to (000)000-0000. The fax number again is (000)000-0000, and thank you for calling.

  CRAIG PROCTOR SEMINARS  

HOTLINE SCRIPT

Real Estate Agent Hi, this is of , and thank you for taking a few minutes to listen to what I have to say. One of the most common problems real estate agents have in today’s market is finding clients. Back in the eighties, this business was easy. Real estate was booming, and clients were plentiful. It was easy to make a good living selling real estate back then. The reality that most agents face today is quite different. Most of us get into the business because we like working with people. Helping families with such an important transaction can be fun and rewarding. The problem is, for the average agent, most of their time and money is spent trying to FIND customers which leaves very little time to actually give the kind of service you want to give. Whether you’ve been in real estate for 25 years, or just got into the business a few months ago, you probably know what I mean by the term “prospecting”. For most agents, it’s a really ugly word. It means forcing yourself to sit on the phone and make endless cold calls to people who really aren’t interested in talking with you. Or search out and hound expireds and FSBOs. When I first got into real estate 10 years ago, this is exactly what I did. Like most agents, I looked around at what all the other agents were doing and copied them. I listened to the sales trainers and believed it on faith that the forceful, manipulative sales techniques they taught would somehow set me free. Well it didn’t exactly turn out that way. You see, if you’re like most agents, prospecting is a hated task. The constant rejection that comes with the old school techniques is humiliating. The repetition is brain-numbing. Couple that with the long, long hours spent servicing clients which may or may not turn into business. No wonder 80% of agents quit the business within 5 years. Struggling through a 70 hour work week to sell maybe 10 or 20 homes a year just isn’t worth the time or effort; it’s not worth giving up your family time, not seeing your kids grow up, the broken relationships, health problems and frustrations which usually go hand in hand. And the root of the problem is simply this - that most agents spend so much time trying to find business that they do virtually no real business at all. It doesn’t take a rocket scientist to   CRAIG PROCTOR SEMINARS  

figure out that even the best agent in the world will starve with no customers. Well, I can change all that for you. You see, I’ve developed an entirely new system of selling real estate which completely rejects the traditional, manipulative sales techniques which really don’t work. My system turns the tables on useless, brain-numbing prospecting. What do I mean by that? Well, exactly as it sounds. Instead of you sitting on the phone making endless cold calls trying to find someone who may be interested in buying or selling, my system automatically draws warm, qualified prospects to call my office . . . and then I pass these great leads on to you. In other words, I do all of this for you -- I hand you all the leads. Think about what this could mean for you. My system automatically finds, motivates, screens and then qualifies prospective clients, and every single day these leads are automatically transferred to you. So while other agents are starving for clients, you’ll turn on your computer to find the names and numbers of warm, qualified prospects to follow up with. My team does absolutely no cold calling at all. Every single one of the hundreds of clients we complete transactions for every year -- every single one of them called us first. My systems are so thorough, that our pipeline is always full of great leads. This is an excellent opportunity for you to easily make great money in this business and have fun doing it because you’ll finally be able to spend your time actually doing what you got into the business to do in the first place - help people. So if your greatest problem is that you’re really good at what you do but you’re having trouble finding clients, you will probably be very interested in this opportunity. Right now I’m looking for a few ambitious and open minded team members to grow my already highly successful business. I’m looking for agents with great people skills. I’m NOT looking for slick salespeople, but rather people who genuinely like working with others, and who can convey professionalism. Successful candidates will be eager to do really well financially, and open to learning new ways of doing things. If this describes you, please fax your resume to (000)000-0000. The fax number again is (000)000-0000, and thank you for calling.

  CRAIG PROCTOR SEMINARS  

HOTLINE SCRIPT

Customer Service Manager Hi, this is of , and thank you for calling on my ad for a Customer Service Manager, and for taking a few minutes to listen to what I have to say. Most real estate agents run a one-person show. In the course of an average day, they wear a variety of hats -- from telephone receptionist to salesman to courier to media rep to name a few. Because they jump from task to task, they wind up being quite inefficient at any one of these tasks. They work hard, but have too much to do and not enough time to do it in. Their business suffers as a result of this Jack-of-all-trades / Master-of-none mentality. They either spend too much time trying to find customers and neglect the clients they get, or not enough time prospecting and, as a result, starving because they don’t have enough business coming in the door. When you sell as many homes as I do in a year, running a real estate business in this way becomes impossible. Trying to do everything yourself is a sure recipe for failure. So I don’t conduct my business in this way. Instead, I have modelled my business after other successful businesses outside of real estate such as lawyers, accountants, doctors etc. Instead of operating as a one-man show as most agents do, I am building a whole team of professionals who are specially trained to zero in on different aspects of the homeselling process. For example, I have an Office Manager whose sole function is to manage the day-to-day running of the office. I also have a marketing department that specializes in putting together the most extensive and aggressive marketing plan for my clients, and my team of buyer’s agents are responsible for finding buyers for my clients’ homes. Right now I’m looking for a licensed agent to join my team as Customer Service Manager. Your role would be to collect feedback from agents on all showings of my clients’ homes, and then to call each of my clients on a weekly basis to give them this feedback and update them on market conditions. I’m looking for someone with great people skills. I’m NOT looking for a fast-talker, but someone who genuinely likes working with others, and who can convey warmth and professionalism. The successful candidate will possess strong problem-solving skills, and be able to work effectively in a fast-paced environment. You will work a set 40 hour work week (mainly afternoons and evenings), and I’ll pay you a competitive salary. Both of these benefits will give you unparalleled freedom and security. If this describes you, please fax your resume to (000)000-0000. The fax number again is

  CRAIG PROCTOR SEMINARS  

(000)000-0000, and thank you for calling.

  CRAIG PROCTOR SEMINARS  

HOTLINE SCRIPT

Office Manager Hi, this is of , and thank you for calling on my ad for an Office Manager, and for taking a few minutes to listen to what I have to say. Most real estate agents run a one-person show. In the course of an average day, they wear a variety of hats -- from telephone receptionist to salesman to courier to media rep to name a few. Because they jump from task to task, they wind up being quite inefficient at any one of these tasks. They work hard, but have too much to do and not enough time to do it in. Their business suffers as a result of this Jack-of-all-trades / Master-of-none mentality. They either spend too much time trying to find customers and neglect the clients they get, or not enough time prospecting and, as a result, starving because they don’t have enough business coming in the door. When you sell as many homes as I do in a year, running a real estate business in this way becomes impossible. Trying to do everything yourself is a sure recipe for failure. So I don’t conduct my business in this way. Instead, I have modelled my business after other successful businesses outside of real estate such as lawyers, accountants, doctors etc. Instead of operating as a one-man show as most agents do, I am building a whole team of professionals who are specially trained to zero in on different aspects of the homeselling process. For example, I have a customer service manager whose sole function is to follow up with agents to gather feedback on my clients’ homes, and then call each of my clients on a weekly basis to give them this feedback from any showings and to update them on any change in market conditions. I also have a marketing department that specializes in putting together the most extensive and aggressive marketing plan for my clients, and my team of buyer’s agents are responsible for finding buyers for my clients’ homes. Right now I’m looking for a highly-organized, take-charge individual who can run my office so that my time can be devoted to working on what I do best -- marketing and selling. You must be able to understand and embrace the systems approach I’ve overlaid on my operations, and be able to extend this philosophy and manner of operation to all facets of the office. Because you will be responsible for managing other unlicensed team members as my business grows, you must work well with people and have a natural ability to lead and motivate. Part of your job will also entail managing our window-based computerized customer database, and thus you must be competently computer literate, and because you will also occasionally relieve our internal reception, you must have a good telephone manner. If this describes you, please fax your resume to (000)000-0000. The fax number again is (000)000-0000, and thank you for calling.   CRAIG PROCTOR SEMINARS  

HOTLINE SCRIPT

General Unlicensed Hi, this is of , and thank you for calling on my ad for a Customer Service Manager, and for taking a few minutes to listen to what I have to say. Most real estate agents run a one-person show. In the course of an average day, they wear a variety of hats -- from telephone receptionist to salesman to courier to media rep to name a few. Because they jump from task to task, they wind up being quite inefficient at any one of these tasks. They work hard, but have too much to do and not enough time to do it in. Their business suffers as a result of this Jack-of-all-trades / Master-of-none mentality. They either spend too much time trying to find customers and neglect the clients they get, or not enough time prospecting and, as a result, starving because they don’t have enough business coming in the door. When you sell as many homes as I do in a year, running a real estate business in this way becomes impossible. Trying to do everything yourself is a sure recipe for failure. So I don’t conduct my business in this way. Instead, I have modelled my business after other successful businesses outside of real estate such as lawyers, accountants, doctors etc. Instead of operating as a one-man show as most agents do, I am building a whole team of professionals who are specially trained to zero in on different aspects of the homeselling process. For example, I have a customer service manager whose sole function is to follow up with agents to gather feedback on my clients’ homes, and then call each of my clients on a weekly basis to give them this feedback from any showings and to update them on any change in market conditions. I also have a marketing department that specializes in putting together the most extensive and aggressive marketing plan for my clients, and my team of buyer’s agents are responsible for finding buyers for my clients’ homes. Right now I’m looking for an unlicensed team member to help with the day-to-day operations of my business in order to free me to do what I do best -- marketing and selling. Successful candidates must be organized, have a good telephone manner, and like working with people. You will be open to learning new ways of doing things, and be fairly computer literate given that most of my systems are increasingly computer-based If this describes you, please fax your resume to (000)000-0000. The fax number again is (000)000-0000, and thank you for calling.

  CRAIG PROCTOR SEMINARS  

SECTION 12 - Management Reports The following management reports, which I use in my own business, have been attached for you to model after:  Weekly Performance by Licensed Agent  Offers Negotiated by Agent by Month  Listing Contracts by Agent by Month  Buyer Contracts by Agent by Month  Leads Input into Database by Agent by Month  Tour of Homes Conducted by Agent by Month

  CRAIG PROCTOR SEMINARS  

Weekly Performance by Licensed Agent >
 



 




Week 1

Week 2

Week 3

Week 4

Offers Negotiated Listing Contracts Buyer Contracts Leads Input Into Database Tour of Homes Conducted

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Total

Offers Negotiated Agent Name

Jan

Feb

Mar

Apr

May

Jun

Jul

Aug

Sep















TOTAL

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Oct

Nov

Dec

TOTAL

Listing Contracts Agent Name

Jan

Feb

Mar

Apr

May

Jun

Jul

Aug

Sep















TOTAL

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Oct

Nov

Dec

TOTAL

Buyer Contracts Agent Name

Jan

Feb

Mar

Apr

May

Jun

Jul

Aug

Sep















TOTAL

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Oct

Nov

Dec

TOTAL

Leads Input into Prospect Database Agent Name

Jan

Feb

Mar

Apr

May

Jun

Jul

Aug

Sep















TOTAL

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Oct

Nov

Dec

TOTAL

Tour of Homes Conducted Agent Name

Jan

Feb

Mar

Apr

May

Jun

Jul

Aug

Sep















TOTAL

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Oct

Nov

Dec

TOTAL