Whose job is it, any­way?

Elite Agent - - THE HOME STRAIGHT - Mark McLeod

For busy agents and prin­ci­pals, time is of the essence. How do you en­sure the myr­iad of vi­tal tasks are com­pleted, and where does your re­spon­si­bil­ity be­gin and end?

In real es­tate, one of the great ques­tions ev­ery agent should ask them­selves is quite sim­ple. The ques­tion is: who? To my way of think­ing, our in­dus­try is di­vided up into six dis­tinct busi­ness sec­tions. Each of these ar­eas has a con­tex­tual driv­ing force – a word defin­ing its pur­pose.

The first area is databas­ing, which is driven by the word ‘vol­ume'. You do need some vol­ume of con­tacts and you need vol­ume of qual­ity of con­nec­tions, whether it be di­rect mar­ket­ing, push and pull dig­i­tal strat­egy or phone calls. As I've men­tioned be­fore, this is a re­la­tion­ship busi­ness. It's pretty chal­leng­ing to have a re­la­tion­ship with some­one if you've never had a con­ver­sa­tion with them.

The next divi­sion is pipe­line and the con­text that drives it is re­la­tion­ship. Ac­cord­ing to the fa­mous Dun­bar the­ory, we're lim­ited by the num­ber of mean­ing­ful re­la­tion­ships we can sus­tain at any given time. This makes it dif­fi­cult to have a re­la­tion­ship with 1,500 peo­ple in a data­base all at once. Hence the pipe­line gives us the op­por­tu­nity to build those re­la­tion­ships over time.

The next driver is stock man­age­ment. In many mar­kets – par­tic­u­larly out­side cap­i­tal cities – stock man­age­ment is one of the key com­po­nents of the con­tin­ued growth of a busi­ness. The way mar­kets have per­formed of late, the mar­ket it­self is the stock driver. The word as­so­ci­ated with this is ‘aware­ness': aware­ness of what's hap­pen­ing and what needs to be done.

Fol­low­ing this is af­ter-sales. The con­text of this area is ad­vo­cates; this is where our ad­vo­cates live. Han­dled cor­rectly, af­ter-sales strategies can add enor­mous value to any agent's busi­ness.

Af­ter that comes mar­ket­ing and com­mu­nity. The con­text of this area is po­si­tion­ing.

And the fi­nal divi­sion is prop­erty man­age­ment and an­cil­lary ser­vices, which in many ways we look at as our su­per­an­nu­a­tion.

That's bring us back to the ques­tion of ‘Who?' Each of these six di­vi­sions has tasks at­tached to them and, as I've said many times, this in­dus­try is a task-ori­ented busi­ness. But the re­stric­tions of ca­pac­ity do not al­low us to do all the tasks needed to build suc­cess­ful ca­reers. There­fore the ques­tion is: who?

The pi­lot of a Qan­tas air­liner doesn't have to put the fuel in the plane, but I bet you they know who is do­ing it. A great chef doesn't have to clean the plates and dishes, but I bet he knows who does.

We have to take re­spon­si­bil­ity for all the tasks that need to be done in our busi­ness. Re­spon­si­bil­ity doesn't mean ‘to do' – but it does mean you have to ask ‘who is?'

Mark McLeod is the Ray White Group’s Chief Ex­ec­u­tive of Growth. He works along­side both agents and busi­nesses across Aus­tralia, help­ing them reach their ul­ti­mate po­ten­tial to achieve suc­cess.

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