THE MISSING PIECE OF THE TEAM PUZZLE - … · The Missing Piece of the Team Puzzle PA G E 3 armed with a microphone and portable amplifier, expounding the benefits of a range of products

THE MISSING PIECE OF THE TEAM PUZZLE

The Secrets to Creating and Developinga POWERFUL Real Estate Team

Ta b l e o f Co n t e n t s WELCOME. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

WHERE IT ALL STARTED. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

PART 1 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

THE REAL ESTATE INDUSTRY UNCUT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

Recruiting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

Team Management. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Team Culture. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

So what is the missing piece of the team puzzle? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

THE NEW AGE OF SELLING . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

TUNING INTO THE NEW SALES PROCESS - "RADIO" . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

Rapport . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

Authority . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

Direction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

Ownership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

OPENING DOORS INSTEAD OF CLOSING WINDOWS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

As a conductor, you have three main roles: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

APPLYING RADIO AND THE TALENT DYNAMICS FREQUENCIES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17

1. MANAGE YOURSELF. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17

2. READ OTHER PEOPLE'S FREQUENCY AND TUNE IN . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17

3. UNDERSTAND THE DIFFERENT FREQUENCIES OF YOUR TEAM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

PART 2 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19

UNDERSTANDING THE FOUR PRIMARY FREQUENCIES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19

ABOUT THE DYANMO . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21

ABOUT THE BLAZE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23

ABOUT THE TEMPO . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25

ABOUT THE STEEL . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27

HOW TO RECOGNISE THE PROSPECTS FREQUENCY. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29

S ELLING TO A DYANMO FREQUENCY. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30

S ELLING TO A BL AZ E FREQUENCY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31

SELLING TO A TEMPO FREQUENCY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32

SELLING TO A STEEL FREQUENCY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33

WHAT DO I DO NOW? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34

The Missing Piece of the Team Puzzle PA G E 1

WELCOME

Thank you for taking the time to read our e-book, “The Missing Piece of the Team Puzzle”.

This e-book was written to give Agency Principals and Agents alike an alternative perspective on how we recruit and manage both our teams and ourselves.

Talent Dynamics is a psychometric profiling system created by Roger James Hamilton. Agent Dynamics has adapted, tuned and extended Talent Dynamics specifically for the Property Industry and it is now being used by Agencies Australia wide to boost profits,

develop teams and reduce staff turnover.

It applies to all facets of Real Estate; Salespeople and Property Managers, Business Owners and importantly the often forgotten Support Teams.

It is not intended as a ‘How To” book or manual but as an introduction to how our industry ischanging. It is written to promote lateral thinking and for readers to understand that the "perfect" sales person or property manager does not exist, they just think they do. The most productive and time efficient way to work in our fast paced and high stakes world of Real Estate is to better understand the team and ourselves and to have everybody working in flow. It is short and to the point and we trust you will find it thought provoking.

It comes in two parts. The first part explains the “now” in our industry and the second explains “how” and why we believe we can do things better. Part Two is a collaboration with our UK partners Talent Dynamics and we thank them for their contribution.

Regards with thanks,

Julie Davis and Neil Williams

2 The Missing Piece of the Team Puzzle PA G E

When I was a kid I would often hear my friends parents proudly boasting about their

children, “He is going to make a great doctor look at the way he cuts his sausage” or

“she will make someone a great secretary, look how organised her room is”. Job prospects were based on stereotypes and the gender gap was quite wide.

The old Jesuit saying “Give me the child until he is seven and I will give you the man” often

rang true.

If a kid had the gift of the gab he was usually

pigeon holed for a sales role. I’d like a dollar

for every time the old chestnut “sell ice to the

Eskimo’s” came out at my place. When I was 12,

like most kids at the time I needed cigarette and

lolly money so I started selling the Herald

Newspaper on a suburban street corner in

Pascoe Vale for $1 per week. It was a busy

intersection with traffic lights and I used to dart

between the cars yelling “hear are de Herald" atthe top of my voice. I mastered dexterously folding the paper in one smooth movement of

my right hand and then slotting it through the gap in the driver’s window while accepting

the money with my left. I quickly learned that as the paper cost 4 cents and most people

gave me a 5 cent piece, if I jangled around in the leather money bag hanging from my

waist for long enough looking for the 1 cent in change the lights would change. Horns would start to sound and the poor driver would take off leaving me with a tip. Selling around

70 to 80 papers in a two hour shift, I was picking up around half a week’s wages each day in

tips. I was starting to like this sales caper.

At age 14 my Uncle got me a job working at G.J. Coles in Bourke Street Melbourne. The

store is now the site of David Jones and in those days Coles sold everything fairly cheaply

with the store comprising a number of “counters” with two cash registers and all the wares laid out for the public. We were paid $1.10 for 3 hours on Friday night and three hours on Saturday mornings. I really enjoyed working at Coles and would love listening to the “spruiker” as they roamed the store

WHERE IT ALL STARTED


armed with a microphone and portable amplifier, expounding the benefits of a range of

products from Rice A Riso to Viscount Cigarettes. My proudest day was the day the

“Spruiker” was crook and I was offered the job. Within the hour, I was roaming the store

dragging the amp and its car battery power supply, all round the store, bellowing about

the days “Specials” and the benefits of using Gillette razor blades.

I thought I had found my calling, but alas good things rarely last.

Being lazy at school with a bitter hatred for homework I was never destined for

scholastic success so took an early redundancy from Strathmore High School and joined the

Royal Australian Navy at age 16.

I spent the next 20 years at sea and ashore and learned a lot about people, particularly around their

management.

My start in Real Estate was triggered like so many of us, by having an appraisal done on my

home in the southern suburbs of Canberra. I was nearing the end of my Navy career and was

contemplating what I would do when my service was at an end. By chance the Agent who

visited my home to conduct the appraisal was an ex sailor. Discussion soon turned to how

much success he had enjoyed selling property and how he thought that I would make a good

agent. The thought of a career in Real Estate Sales appealed to me so I completed a fairly

basic 5-day course, “Introduction to Real Estate” organised by the Real Estate Institute and applied for a sales position with one of the local agencies .

At the time, there were no qualifications required to sell property in the A.C.T., not even a police check and everyone worked commission only. Talk about “churn and burn”. It

was survival of the fittest and most Agencies were looking to employ older folk as they at least

“looked” experienced.

The interview process comprised a 3 -- minute phone conversation that ended with a

hearty congratulations and I was informed that I was a “natural” and had been accepted

for the position.

My new real estate sales career started the following Monday morning.

I fronted at the office, 30 minutes early of course, proudly decked out in Country Roads

finest sales attire, leather briefcase in hand, diary, pens and a calculator ready to go. I

didn’t have to worry about a mobile phone as Agents weren’t using them yet although, I

would need to organise the installation of a two-way radio in my car.

My on the job training involved shadowing another agent for three months so that I could pick up all his bad habits and my company-supplied-learning resources were a cardboard box full of Bob Proctor, Zig Ziglar and Doug Malouf tapes. What an auspicious start.


For my first three months in the industry, I achieved absolutely nothing, I hadn’t made a sale and had not listed a property. The one or two appraisals I had were a result of letter box drops

and my wife and young family were starting to eat the putty out of the windows. Being on

commission only things were a little bleak so something had to change. Fortunately, I was enough of a realist to make the decision that the market, the buyers and the sellers were not all

going to change to suit me. I had to change the way I was trying to do business.

I realised that although friends, family and colleagues all agreed that I was a “natural” salesman, I was in fact, starving to death. I had a million systems in place which I never used. I

hated door knocking, my cars boot was full of letter box drops and the back seat was my data

base. To make matters worse I was terrible at follow up.

In the end I just said "bugger it". I decided that I would no longer do anything that I hated as it was a waste of time. It hadn’t worked for three months so why would it work now. I may as well

have a last crack working to my natural strengths and if that didn’t work then so be it.

I was a little short in natural strengths as well, but the one thing that I could do, and do well,

was “talk in pictures”. I found it really easy to recount stories of my Navy days when entertaining friends and colleagues and had an ability to think on the run and come up with just the right responses. It felt perfectly natural to do this and it allowed me to quickly build

rapport with my clients. My listing presentations started focusing on what the vendors’ future looked like as I walked them through the marketing and sales process, clearly

describing each step of the process so that they could almost “see it”. Most of my business then started coming from referrals and I went on to build a successful real estate career of over 20

years.

So what were my key learnings in all of this?

✓ I discovered that if I focused on what I was innately suited to then I could make

very good money in the real estate profession.

✓ The only time I was a “natural” was when I was doing the things that I naturally liked

to do.

✓ Every sales person in my first office was trying to master every method of

prospecting available to them. The ones that focused on working to their

strengths were the most successful.

There is no shame in being the number 2, 3, 4 or whatever number salesperson in the

office. If you are happy and working in your flow then you should be the only judge of your level of success. You will know where it is best to tweak.

You can learn to manage or systemise the tasks that must be completed each day. If you

don’t like the tasks required then get them done early, put a deadline on them.

5 PA G E

You cannot have a winning Cricket Team full of fast bowlers…

You cannot have a World-Class Orchestra full of conductors… and

You cannot have a Hospital staffed only by Surgeons…

So why should a Real Estate Agency be any different?

RecruitingA fair percentage of Real Estate Agencies have owners who started as a successful

salesperson and then either opened their own agency or bought into their current

agency. This makes sense and is common across a majority of businesses. However there

can be danger best avoided here and that’s when it comes time to start recruiting.

What often happens is, that when they need to grow the team and put on more team

members their perception of a “successful” job candidate can be a little biased. In

short, they go looking for a clone of themselves. Sometimes, they find two or three

candidates just like they are and give them all a start. They have just employed another

three fast bowlers when they should be looking for batsmen and a wicket keeper! As the

team grows, non -‐ clones become the odd ones out and can feel isolated and less

understood.

The Missing Piece of the Team Puzzle

PART 1

THE REAL ESTATE INDUSTRY UNCUT

In my time in the Industry I have learnt three things above all else:

1. Team members leave an Agency because they are not happy, it is rarely about the

money. If they are not happy they are ripe for poaching by competitors and move on with

alarming regularity. The revolving door spins a little faster.

2. The “Perfect Salesperson” candidate in a real estate office is a figment of the employers’ imagination. A prospective employee’s hair product, clothing, type of car and

track record have little bearing on how they will perform in YOUR team.

3. An unbelievable number of candidates have been rejected for positions and not even started in our industry because of the stereotypical thinking of employers.

PA G E 6The Missing Piece of the Team Puzzle

Team ManagementThe first hurdle to get over is to learn to manage each individual team member and not

have a one size fits all approach. Salespeople come in all shapes, sizes and personality

types. We need to respect their right to be individuals and manage them accordingly. It is

imperative that we know what makes them tick and understand why they get out of bed each morning.

Are they introverted or extroverted and what do they value most? Do they display creativity or do they

have a superb sense of timing. Would they prefer to “squeeze the flesh” or “crunch the numbers?”

When you understand and respect your team, they will understand and respect you.

ANDREW BURNS | Lord Profile Director: Burns & Burns"Your system worked as you said it would. Katie is the perfect fit for our business, she works in her flow, needs minimal supervision and is happily doing the work I had previous paid two people to do."

Understanding and respect provide an environment that everybody wants to be part of

and when they find that place, they want to stay there.

If you don’t know “who your people are” it can make communication very difficult. If

you have a team member who is in their flow working with data and systems but you want

to send them to a networking breakfast, good luck. Likewise, the agent who is in flow

speaking and mixing with people will have their eyes glaze over when questions about

days on market and average selling prices come up. Creative agents’ love the hunt and the

kill but rarely follow up and those that are sensory by nature have the feel for the deal but

write boring ads.

If you know your people then you can provide them with an environment where they will

flourish. You can focus them on working within their flow because we know that when

they are in flow they are happier, more productive and better time managers. By

extension they will then list and sell more property, be more prosperous and our

business will continue to grow. It really is that simple!

PA G E 7 The Missing Piece of the Team Puzzle

Team Culture The one overriding element of a successful team is the team culture and it is the first

thing that Agent Dynamics assess when we work with an Agency. It encompasses all the

things that we have spoken of in previous sections plus more.

Agencies sometimes have a high flyer or gun agent that is bringing in more than half of the

business. In some instances they have evolved into a “Guerrilla” and consider themselves the centre of the universe. Over time they have made themselves

indispensable and irreplaceable and management has started answering to their beck

and call for fear of losing them. While no business owner wants to lose their top

earner, they are fostering an environment where there is a flagging team culture and

team members now consider themselves part of the “B” team, just making up the numbers.

This situation is toxic and leaves the business owner extremely vulnerable. Few

businesses can stand a 50% drop in turnover so the Guerrilla is left alone, time marches on

and the status quo remains. The “B” team members slowly start to exit the agency and their

replacements are introduced into the same culture.

Team culture is about each and every member knowing and understanding the different

elements that everybody contributes. Value builds trust and the more the team value

each other the more trust that will be cemented into the foundations of the business.

Team culture starts with the simple things that mean a lot. Knowing the names of the

wives and partners of each team member, do they have kids and how old are they? How do

they relax and what do they do on their days off? You need to understand why they do

what they do and what they aspire to. This applies to everybody from the first year

receptionist right up through the entire team and remember that nobody is bigger than the team.

All of these elements when understood, accepted and nurtured, will combine to help

make an agency profitable and a great place to be.

“The best team work com es from men and women who are working independently toward one goal in unison”

James Cash Penny


So what is the missing piece of the team puzzle?

Since the first offer was made on the first "Two bedroom cave with stainless steel

appliances and views to die for” there has been a perception that you have to be a particular

type of person to be a successful real estate agent. At Agent Dynamics we believe that any

personality type can be successful in our industry provided they are working to their

strengths and working in flow. It is true that some people are more suited to sales but

remember, the selling is only a small part of the interaction that we have with our clients.

The agent’s roles and functions are wide and various comprising hot and cold

prospecting, client nurture, marketing, follow up, negotiation and the list goes on. We

invest our hard earned cash attending seminars to learn the “427 Simple Steps to Listing

Success” , we l isten to audio, watch video and read books and e-books just like this one in

an effort to up-skill and get the edge. Don’t get me wrong we always need to be improving our skills and good training and self-learning is invaluable “but”… at Agent Dynamics we think there is a better way.

The facts are that not all agents enjoy door knocking, in fact most hate it. At a

recent seminar in a room of 71 highly successful agents only two said that

they actually enjoyed it. Most said that they only did it when the boss sent them out to

do it and they had experienced little or no success. However, the two agents that did

door knock said that it was a major part of their prospecting and were getting great results.


Ask some sales people about cold calling and you get a similar response “it doesn’t work

for me”. Farming is the same, why do some agents know their farming

area backwards? They can quote you days on market, sale prices, market share,

withdrawn sales etc. like they’ve swallowed their phablet while others don’t even

bother farming. Why is it that one agent can attend a networking function and get five appraisals while others will fall asleep after 5 minutes?

The reason is because we are in flow when doing the tasks we enjoy and out of f low

when doing those that we don’t enjoy. Early in our careers we are taught to believe that we must master all the different prospecting methods to be successful. The result is that if

we are made to carry out functions that are not in our flow then we can end up so out of flow that we either leave the agency and look elsewhere or exit the industry. In short we just don’t want to turn up anymore.

I know that the agents who are meeting their expected level of success are all working in their flow. They are leveraging the prospecting elements that they enjoy the most and are obtaining further leverage by employing others to do the tasks that they don’t enjoy. How much sense does that make? When we talk with some of the top agents around the country we see that they stick to what they enjoy and it’s normally only one or two of the myriad of prospecting methods available to them. Each of them has a different profile to the others and all are working to their strengths to maximise their return on time and effort.

In Part 2 of this e--book you will learn about the 8 different profiles and their individual strengths and challenges. Once you know your profile you can learn how to leverage all of your strengths and understand how to manage the tasks in real estate where you will be out of flow. Agent Dynamics is not about putting you in a box. It is about giving you an understanding and insight into yourself and your team to enable you to increase productivity and develop a culture that will make you an attraction agent or agency both now and into the future.

We have successful clients across each of the 8 profiles. All Leaders in their individual markets and all working in flow.

PA G E 10

1. Numbers2. The Art of Persuasion

Traditionally, Sales have been about two things:

In today's information-age society, these old-school techniques are becoming less and less relevant.

As a result of technology developments, customers and clients now have significantly unlimited

resources for information due to the Internet. They have become more wary and aware of

the standard "sales pitch", which has been exposed and caricatured in movies and television

shows time and time again. Few and far between are the customers who can be

"convinced" that they need or want your product when they are not already looking to

purchase it in some form. Even less common are the sales professionals who are successful

using this method for very long, as is evident in the high turnover rate found in the majority of

sales jobs today. To be successful in sales in the modern era, you must adopt a brand new,

more effective and connected approach.

There is an underlying truth in the sales process that must be recognised and adjusted to. This truth is very simple at its core, but more complex in its application. The truth is that all people are different in personality and style.

While this sounds like an obvious statement, it is possible that most people have never applied this in a sales environment. There are basic personality types meaning that different people react and respond differently to different approaches. It extends beyond simply adjusting your speaking style for dialect or complexity of thoughts.

These personality types are based on what we call 'frequencies'.

Before you can tune in to the frequencies of others, however, you must first understand your own frequency and how you yourself operate and react to things. Once you understand yourself and the type of personality and frequency that you are, you can then have a better understanding and control of how you interact with others, how you can better yourself, and why certain things that are successful for others are not for you, and vice---versa.


THE NEW AGE OF SELLING


* Rapport

* Authority

* Direction

* Information

* Ownership

RADIO is an acronym for the five steps in the selling process linking in to the application of Agent Dynamics in Selling. It represents the following:

This approach does not completely replace the old way of selling; instead it adjusts it to be

customer focused rather than product focused. It applies your approach with a client

according to their frequency and the flow of the interaction that takes place during selling. Traditional closing is the process of "closing off" paths that the customer may

take in order to lead them down the path that the salesperson want them to take. Anyone

who has been through basic sales training understands the concept of open ended

questions followed by either/or choices, giving the customer a choice between one

package or product and another.

You are taught to never ask questions that could lead to a yes or no answer, because psychologically

speaking once a customer starts giving "no" or negative answers, the likelihood of closing the sale drops exponentially. Your questions are instead something like "Which of these options do you think would work best for you?" There is nothing inherently wrong with these types of questions, but when they are part of a product---focused selling process instead of a customer--- focused selling process, you are much less likely to create long---term success in your selling --- even if you generate sales in the short--- term. Customers want to trust that what they are buying has value to them and that they are getting the best value for their money. The RADIO process helps to build that trust.

TUNING INTO THE NEW SALES PROCESS - RADIO


Rapport

Rapport has to do with body language, wording, and the tempo of your speech. These will be adjusted for each frequency of personality, as all four types relate differently to these. A quiet, fact-based buyer will be turned off by fast speech and hyperbole, whereas an emotional or social

buyer will not be impressed by the technical specs of a product, but will be very

interested in stories you can tell to relate how it has helped someone, and what

that experience was like.

Authority

Authority refers to the authority that the prospect grants you in the process, and you must

earn their trust for this step to lead to an effective transaction. The customer walks into a

situation possessing all of the authority of their decision. They will grant you some or even all

of that authority if they trust you, you know what you are talking about, and if you are able

to gain that trust and present your knowledge in a manner that they can relate to.

Again, you are required to tune in to their frequency to do this most effectively.

Direction

Direction refers to how well and how much the prospect will take direction from you. In other words, you must be able to get them engaged in the process. If they are a spectator or bystander in the sales process, they will likely not buy anything. They must not only care about what is going on, but they must be a participant in the game. Being able to give them direction that they will willingly accept is all about conducting the flow of the process --- much like a symphony conductor directs the movement of the music through tempo and dynamics, as opposed to actually playing an instrument him or herself. Your goal is to get the customer playing their instrument and then direct them, and you definitely need solid rapport and to have been granted the authority in order to give them the direction.


Information

Information is where most salespeople go wrong. Overloading a customer

with information is often counterproductive, because it generally just

confuses them and makes it much harder to make a decision. When you have been

granted the authority to give them direction and they are actively involved

with the sales process, the information which you give them should validate the

value of the product in their mind. You have to discover what the value is to

them through properly building rapport and assessing their needs. Your

information must be relevant to them and their perception of the value.

Ownership

Ownership is the final step, which makes the value you have led the customer to perceive that there will be real, authentic and genuine value to them personally when they purchase your service or product. They must not only understand that your product or service has value, but that it has value to them specifically. They must see it as the solution to their problem, the answer to their challenge. If they can't see how you or your product can be beneficial to them in their own lives, you will not get the sale.

CAM EWERS | Creator Profile

Director: Pure Leasing Central"Julie and Neil could not have come into our lives at a better time, they’re the perfect pragmatic ‘realists’ that speak with authority having ‘been there and done that before’, so they facilitated the perfect environment for us to step out of the business, pull it to pieces and put it back together. I could not recommend their services highly enough and would strongly encourage all business owners to connect with Agent Dynamics."


You will experience a significant shift in your sales success by changing your focus from "closing" to

"opening". Here is the difference between the two in the sales process:

CLOSING

OPENING

• You rule out the options or paths thecustomer has, leading them to theconclusion that you want them to reach:buying your product.

• You open a door and invite your customerin, allowing them to make their decisionwith you as their trusted advisor.

In order to achieve this shift in sales approach, the door that they are opening has to be one

that they want to walk through, and this happens when you have built the proper rapport

and set up an environment that they feel comfortable in and actually want to be in.

You do this by tuning in to their frequency and adapting your environment to them.

Imagine a nightclub where people are standing and waiting to get in, because everyone

else is wanting to get in. The environment is one that they are willing to stand in line and wait

to get in. This is the same kind of environment you want to create for your customers, where they feel like they are part of an exclusive club. Apple does a great job of this, creating a warm environment in their stores where people will wait in line for the product, sometimes not even knowing why exactly they want the new product. They want it because it is a new Apple product, and they trust Apple and the people in their stores. If you can create this type of environment in your business, you will move to another level with your customers and attract many new prospects.

OPENING DOORS INSTEAD OF CLOSING WINDOWS

PA G E 15

Creating the right environment means more than physical environment, although

physical surroundings do play a role in making a customer comfortable. Environment is also

more than your words and actions, though they are extremely important as well.

Creating an environment to buy is creating a change in the attitude and feeling of the customer when they are in the space you create. While this is a philosophical explanation that is hard to pinpoint to a few concrete actions, analogy will help illustrate clearly what I mean.

When someone goes to Amazon's website, they are looking to buy. That is why they are there. Amazon's environment is one where people expect to purchase something, and so purchasing something is the appropriate thing to do. On the other hand, when someone goes to Facebook, they are there to share or interact, not buy. While there are advertisements on the page, it is not the environment where someone expects to make a purchase. If they see an ad for something that interests them and they click on it, they are taken to a site which is an environment for purchasing, like Amazon. Their mindset has changed when the environment changed.

RADIO is more of a flow than a series of events, and you are more of a conductor of the flow than you are a product pusher. To illustrate this idea of flow versus pushing, imagine that you are in a pool. If you try to push the water forward, it just dissipates into the pool, with little effect.

If, however, you move your arms in a sweeping motion repeatedly, you can cause ripples and currents in the water which create a flow of water in the direction you are moving, having a much greater influence and effect on the water.



As a conductor, you have three main roles:

1. The first is like conducting electricity, where you are a point which allows the

energy to flow and controls where it flows to.

2. The second role is where you are the orchestra conductor who sets the pace and

dynamics of the music or energy.

3. The third role is one where you are like a train conductor. Once the atmosphere or

environment is set and in place, you are the one who says "ticket please". In other

words, once you have your environment conducive and appropriate for purchasing, you

ask for the sale.

When the environment is set properly, the buyer is already in the right frame of mind to

purchase. This means that asking for the sale is a logical action to take. When the

environment has genuinely been set properly -‐‐ not like a half -‐ set dinner table -‐‐ asking

for the sale will not bring up the objections and roadblocks that are feared by so many

salespeople.

A passenger on a train would not look at the conductor and try to figure out whether or not

they want to give him their ticket, because they have already been prepared for that step by

the environment they are in -‐‐ it makes sense.


APPLYING RADIO AND THE TALENT DYNAMICS FREQUENCIES

Now that you have a basic understanding of the RADIO process and what successful

selling as a philosophy looks like in today's world, there are two steps that you must

understand and take to implement this selling style as well as a third if you are a

manager of people.

1. MANAGE YOURSELFIn order to do this you have to understand your own personality type, your own

frequency. You can find out what your frequency is through taking your Agent Dynamics Test .

Perception is reality, and this is a fundamentally misunderstood way of seeing things. For

instance, if you see yourself as kind and gentle, but the people you interact with see you as

rough and uncaring, the reality from their point of view is that you are rough and uncaring.

You tell people all day long that you are gentle and kind, but until their perception of you

is gentle and kind, you are not. So you first have to understand what kind of frequency you

operate at, and from there you can move forward in building your plan of interaction with

others.

You also will come to realise what things are strengths and what things are weaknesses for you. Until you do a realistic assessment of yourself, you cannot be successful to any great

extent in any part of your l ife.

2. READ OTHER PEOPLE'S FREQUENCY AND TUNE INAfter you understand what kind of personality you are, you then have to learn how to

read other peoples' frequencies (personality types) and to tune in to them. If you move to Japan and try to go about life speaking English on an everyday basis, you will be very frustrated. To flow more effortlessly in a foreign society, you must learn their language to some extent. The better you learn to communicate with them, the easier things will go.


This same principle applies to relationships of every kind, including the relationship

between you and your potential clients. If you learn how they communicate and adapt to

that communication style, your chance for success increases greatly. Tuning into the exact

frequency of a radio station produces clear music, while being off just a little will cause

static.

And the third step, if you are in team management:

3. UNDERSTAND THE DIFFERENT FREQUENCIES OF YOUR TEAM

If you manage people or put together teams, understanding the different frequencies

of people will help you develop a team that works well together and where each plays

their role in an effective and enjoyable way. If you are in a position that you are not

effective at, you should determine if this is because you are trying to play a role that

doesn't naturally fit with your personality type. Finding the right position for your natural skills and abilities, as well as your communication style, will lead to fulfilment, satisfaction, and success. You will see in the coming chapters how the different frequencies fit into different roles and how they each will best deal with both customers and the rest of their team.


Everything in nature operates at different frequencies. If you study quantum mechanics or

string theory in physics, you will learn that all energy and all matter operate by

vibrating at different frequencies. Light, sound, and every form and shape of existence are

just a big hodge -‐podge of frequencies and vibrations when it comes down to physics,

so it only makes sense that by understanding more about our own frequencies, we can

better understand ourselves and others.

There are four primary frequencies that people operate in -‐‐ ranging from the higher

frequencies which are the explosive go -‐ getters to the lower frequencies which are the

quieter, more methodical personality types. While there are more specific

subcategories that frequencies can be broken down into, the four primary types will be

sufficient to understand the roles and relationships described in this e -‐‐ book . These

four frequencies are known as:

PART 2

UNDERSTANDING THE FOUR PRIMARY FREQUENCIES


Dynamo is the highest of these frequencies, followed by Blaze, Tempo, and last but not

least Steel, which is the lowest of the four. Being at a high or low frequency does not

mean that you are better or worse than any of the others; it simply means that your

natural tendencies and skills are different.

A manager who is dealing with or putting together a team needs to understand these

different personality types in order to put the right people in the right position. Placing

a Dynamo frequency in the position of a bookkeeper, for example, would be a very

poor choice, while hiring a Steel energy to be your front -‐ l ine person in a retail

environment would also not be the best choice.

You will understand this better after reading about the traits of each frequency in the

following sections.

Innovation Creative, big picture

thinking

Data Process & Systems

People Connecting

Sensory Service & Timing


Dynamo Frequency

People with High Dynamo are highly creative and competitive individuals craving

recognition and acknowledgment for their accomplishments and how bright they shine.

They love fast paced environments and will be the first to respond to challenges of bigger

and better things. They are the type of person who would respond to an advertisement

promising "double your income in a month", because they may have done so in the past and would be anxious to find or create a new way to do it again.

Mechanic Creator Star

Dynamos are based in a foundation of freedom and will feel constrained or strangled

by too many rules or regulations.

They constantly try new things and will compete with others and against themselves

without having to be prompted to do so. They will set up targets and rewards for

themselves and will respond positively to targets and rewards being set up for them, as

they are driven by immediate to short-term plans, achievements and big targets.

Significance and the recognition for their "wins" are what drive them. They are usually not long-‐‐

term thinkers or planners, and they want to be in front of people, although not for extended periods of

time or for long term relationships.


DARIN BUTCHER | Star Profile

Principal: Wiseberry-Heritage

"I would like to show my appreciation for the work you both did through Agent Dynamics in regards with the Wiseberry Heritage Group.

After meeting you both at Elite Agent Magazine Super Six Transform it was clear to me through your coaching that knowing what you are and who you are and surrounding yourself with your weakness is a very clever move. With 7 offices and over 100 staff I knew that it was very important for me to know the major players in my team so we had us all profiled and then spent some time learning how to co-ordinate that better.

As my management and leadership team were well in control, I then decided to do what I loved and went back to the tools. Your guidance about strengths and weaknesses helped me set up my own pod team and this allowed my listings to go from 4-5 per month to 15 – 16 per month, sales went from 3-4 to 16 and this month on target for 20 plus – even after taking a week off.

Getting into the flow is vital for all businesses and the small amount you spend to be heading in the right direction with Agent Dynamics is insignificant compared to the large profit to be made and the exciting culture you create by having people doing what they are great at.

I highly recommend Julie and Neil to anyone who wants to go to another level in their own personal performance or for those companies ready to take the next step like ours has.

Thank you so much for your guidance and friendship along the journey so far."

PA G E 23

Blaze Frequency

The Blaze is an extremely social person who places the highest importance on

relationships with others. A Blaze frequency can often be the best salesperson on a

team, because they thrive on interaction and can develop relationships with customers that

will last for long stretches of time. They can appear to be (or actually can be) very disorganised however, and they may come across in meetings or office environments as careless because of this. They usually care more than others because of their social nature,

but organisation is not their strong suit.

Star Supporter Deal Maker

Blazes are all about variety and connections with others. They will do very well in

situations where they can interact with people regularly and meet new people. Blazes

can be excellent at getting referrals and will feel rewarded by them. One reason they are

good salespeople is because they are auditory communicators -‐‐ they love to tell stories, and can relate experiences well to others through colourful examples that will resonate

with many.

A blaze may reward themselves by going out with friends, as the relationship factor is the most important to them. They may also feel the most rejected when they do not get the sale, as they may take it personally. A Blaze can be a particularly effective salesperson if they are supported by a Tempo.



NATALIE JARDIM | Star Profile

Director: Multiply Property Group

"When we asked Julie and Neil to spend two days with our team in our business. We were unsure of exactly what we would get out of this time. We felt our business was moving along nicely and although we were aware that certain things could be improved or implemented we were really not ready for the whirlwind the two 'Gordan Ramseys' would actually have. Never before have I

enjoyed our business being pulled apart! They provided us with frankness and brutal honesty which was greatly appreciated and received. They highlighted the importance of the one degree of difference and how the little things can actually mean so much!

We have implemented many of their suggestions and already seeing our productivity, cohesion, leads and profits increase. Sometimes you are just too busy in the business to actually see the business for what it is and these two have a knack of showing you where to focus your time and efforts to achieve your desired results!"


Tempo Frequency

The Tempo frequency prefers much more of a consultative approach to selling, talking

through things with others, even if it is just one other person. Tempos can very

effective with systems to follow and will achieve results if they are given a list of

contacts or tasks to follow through with. If left to figure everything out for

themselves, they will become frustrated and will have poor results or quit.

Accumulator Trader Deal Maker

Tempos are all about rock---solid, proven methods and unassailable market positions. They enjoy

the security that comes from looking back and seeing that what has been done was done right and was effective and reproducible. Tempos also perform well with referrals, because

they view a referral as a sign that they have done the job right for the referee. This means they

do not have to go through the process of meeting new people with no prior history. The referral

process takes out the uncertainty that is a bane to them.

Tempos are concerned with perception, wanting to have all of the peripheral

information available to them, as opposed to the Dynamo for instance, who is more

concerned with the big picture. This fits with the Tempos systems-‐ oriented approach, where

they can analyse the many different aspects of the process, talk them through with someone,

and come to a reasoned, repeatable process for their work which can be duplicated by

others.


Sandy Morris | Accumulator Profile

Director: One Agency Sandy Morris

"As an experienced agent but new to managing my own real estate practice, I booked a session with Neil Williams and Julie Davis in December late last year, for guidance and advice about how to make the most of my business.

While Agent Dynamics had been strongly recommended, I did not really know what to expect or the benefits they would provide. However, it did not take long for them to exceed my expectations. In the first hour they helpedme to make three or four key decisions that have subsequently proven instrumental in growing my business and substantially increasing its profitability. The decisions were in relation to staffing (who to bring on and who not to), transitioning these staff through administrative and sales roles, increasing sales commissions (and the value of the rent roll), and having a better work life balance.

Throughout the day, Julie and Neil also provided a range of other useful tips and tricks to improve sales and rental administrative processes and the effectiveness of my marketing approaches. They then followed up with all the information and materials promised on the day, and have kept in touch to see how I have been implementing their advice and how the business is going—which is GREAT."

I would not hesitate to recommend Agent Dynamics to any agent or agency also looking to grow their business and profitability. Neil and Julie are excellent communicators who draw on their extensive experience and knowledge of the industry to provide practical and innovative ideas for improving sales and property management strategies and practices.


Accumulator

Steel Frequency

Steel frequencies are very analytical, preferring to crunch data and see the end results of

their efforts. They are not concerned with interaction or social aspects of the job, and the

feelings of the situation do not enter their radar screen. They are also not

concerned with recognition, seeing the work itself and the completion of their work as their

reward.

Lord Mechanic

A Steel would be an ideal candidate for a bookkeeper or accountant, as they tend to see

things in black and white, done or not done. Numbers and details fit nicely into their

scheme of things. They can often come across as being pessimistic to Dynamo or Blaze

frequencies by paying so much attention to black and white details, and are usually very

meticulous, making sure that everything is going according to plan. They are more focused

on loss rather than gain -‐‐ the opposite of a Dynamo or Blaze.

In terms of sales, Steels make very good telesales people because they are not worried

about rejection and see the process merely as a numbers game. They also are good at low- value online sales processes which are mostly automated and where interaction with the customer is low, non-existent and generally non-personal.


ELISE ORMSTON | Mechanic Profile

Sales Partner: Eview Julie Ormston & Partners I thoroughly enjoyed our session with Julie and Neil of Agent Dynamics. They have developed an incredible system that looks into our innate behaviour profile and how it can be applied to our work to allow us to spend more time in our flow.

The session was not only valuable in teaching us how to understand ourselves and our reactions to specific tasks within our job descriptions but also our workmates and the ways in which they innately function differently. I loved every second and have honestly felt such a sense of relief within my work since. Thank you so much for meeting with us!


Recognising a prospect's frequency is essential in communicating well with them and

knowing how you can best conduct the flow of the interaction. There are several ways

that you can identify the type of frequency that you are dealing with in the first few

minutes of being in contact with them. Body language, rate of speech, and the things that

they talk about (in terms of social versus details) are things that can tip you off right away

as to how to best interact with them.

The way that people respond to your initial greeting and introduction can let you know

what type of personality they have. For instance, if you ask them how their day is going or

how their weekend was, you will get a very different response from the different

frequencies. A Dynamo is likely to give a very short answer and get right to the point,

using a rapid speech pattern. On the other hand, a Blaze could spend quite a bit of time

responding to this simple question, as well as being interested in how your own day is

going.

Another interesting way to recognise the frequency of a prospect is to observe how they

handle written materials such as brochures. A Dynamo or a Blaze frequency would likely

flip through it quickly, not paying much attention to the details in it and preferring

interaction with you as a person. A Tempo might tune you out while they digest the

material, and a Steel might not only absorb the details of the brochure, but go as far as to ask

for more information.

HOW TO RECOGNISE THE PROSPECT'S FREQUENCY


Selling to a Dynamo

A Dynamo will go through information quickly and want to get right down to the point.

They will use vocabulary which is forward -‐ moving and they wil l not want to stick on

a subject or a detail and work through the particulars of the detail or subject. They want

to get through to the meat of the subject as soon as possible. They may bring up

similar products that have been successful or a better way to do things.

With a Dynamo you will want to focus in quickly on a few key points that you want them to know and consider as part of the buying process. You will want to highlight possibilities and big picture ideas or items that will grab their attention and give them a good overview

of what you want to present. Any extra time you take or trying to focus in on details will

decrease your chance of the sale as the Dynamo wants to be in and out in the quickest and

most efficient way possible.

WHAT TO DO

✓ Use a few key points to give an overview

✓ Highlight the big picture benefits

✓ Let them know the significance of the product to them

✓ Point out new or innovative features

✓ Speak in an animated manner and at a fairly rapid pace

! Give too much detail

! Highlight long-‐term benefits

! Talk about personal things or discuss social things

! Bring up many add -‐on or peripheral products

! Take your time with the presentation

WHAT NOT TO DO


Selling to A Blaze

A Blaze frequency may be one of the easiest sales to make if you are social or like to talk.

Having experiences that you can relate to them through stories or testimonials will go a

long way towards the sale, as they relate well to them. One consideration to take into

account when selling to a Blaze is to stay focused on what you are doing, as they can ramble

and take up a lot of time if you don't stay fairly on task.

Relating to a Blaze on a personal level will draw them in to the sales process and you can get

them involved and active in this way. While more details can be discussed than with a

Dynamo, you still want to keep the conversation more big picture, while explaining the benefits from a people point of view.

WHAT TO DO

✓ Give specific examples of other customers' good experiences

✓ Be personable

✓ Smiling is important as they will take it as a sign of acceptance

✓ Speak in a casual, friendly manner

✓ Stay on task and don't get too distracted by stories

WHAT NOT TO DO

! Highlight specifications and minute details

! Stick to business without socialising the conversation

! Go through a rehearsed process that does not involve their interaction

! Be emotional in your presentation i.e. talk about what they will love about it

! Don't rush the process


Selling to a Tempo

A tempo frequency will be interested in the details of what you are selling to the point that

it gives them a complete picture of the product or service. They will not necessarily

be concerned with numbers or specifications, but they will definitely want to know all of the

different aspects and how they are related.

Make sure with a Tempo that you are personable but not too personal. While they will not

be cold and hard like a Steel may be, they will also not be very interested in your personal

stories and discussing the weather.

Testimonials however will be useful to them as long as the benefits are highlighted

over feelings. A Tempo will want to take the time to gain a full understanding of what they

are getting, comparing it to the alternatives and taking in the full comprehension of

benefits and features, as well as any possible downsides.

WHAT TO DO

✓ Take the time to go over a full list of advantages and benefits

✓ Explain any side benefits or peripherals that are pertinent

✓ Provide testimonials that highlight facts

✓ Involve them in the process by asking what they think about things

✓ Move at a steady, even pace

WHAT NOT TO DO

! Focus on emotional responses of others

! Give opinions over facts

! Leave out key elements

! Do all of the talking without getting their input

! Rush the process


Selling to a Steel

A Steel personality is all about the facts, and wants to know every one of them. When

dealing with a Steel, be prepared to spend extra time crunching the data and laying out in

black and white the advantages and disadvantages. Emotional pleas or testimonials of

others' satisfaction will fall on deaf ears. They want to know the bottom line, but they want

to know all the factual details between here and there as well.

Selling to a Steel can be an arduous process, especially if you are a social person. They

don't care about your weekend or how much you like their jacket. Their motto might be

"Just the facts". They are also meticulous; so don't go into the process expecting to fluff your

way through. If they think that you don't know what you are talking about, they will seek out

someone who does.

WHAT TO DO

✓ Know your stuff. BS will not cut it with them

✓ Be able to show a bottom line on price and features

✓ Highlight any productivity benefits to them

✓ Show them all of the specifications

✓ Take... Your... Time!

WHAT NOT TO DO

! Try to fake your way through the numbers or specs

! Focus on small talk or emotional testimonials

! Waste their time. It is a valuable asset to them

! Talk in generalities. They want specifics

! Talk about big picture benefits. They will be more interested in the details

PA G E The Missing Piece of the Team Puzzle PA G E 34

WHAT DO I DO NOW?

Now that you have completed "The Missing Piece of the Team Puzzle", you have an understanding of the 4 frequencies, their preferred method of communication and howthey like to be sold to.

Each member of your team, including yourself will be one of the four frequencies and will bring their innate talent to your Agency. Having an understanding of how to recognise, develop and utilise this talent will have a massive effect on your level of success.

Over 850 people, just like you have undertaken Agent Dynamics profiling and are now armed with the tools to increase profits and minimise staff turnover.

To gain an understanding of how Agent Dynamics can increase your profit and minimise your staff turnover simply click HERE to book in for our FREE 30-Minute Discovery Call.

Thank you once again and we look forward to sharing your journey with you!

Julie Davis Neil Williams


https://agentdynamics.as.me/?appointmentType=5345026

PA G E 35

Julie Davis and Neil Williams are the Co-Founders of Agent

Dynamics, the Number 1 Psychometric Profiling Tool in use by

Real Estate Agencies today. Individual and team profiling

underpins all their services and they are sought by agency

owners for specialised advise on team development and team

selection.

With over 40 years industry experience between them across

all levels they have experienced your pains and have savoured your

gains.


Their business model is to keep things simple, logical and be totally focused on getting the result that the client wants.

Agent Dynamics has a client base in Australia, New Zealand, China and the US

with over 850 Principals, Salespeople, Property Managers and Support Staff have worked

with the Agent Dynamics Team.

http://www.agentdynamics.com.au/the-agent-dynamics-profile-test/

Documents

THE MISSING PIECE OF THE TEAM PUZZLE - … · The Missing Piece of the Team Puzzle PA G E 3 armed with a microphone and portable amplifier, expounding the benefits of a range of products