The New Zealand All Blacks are one of the most suc­cess­ful sport­ing teams the world has ever seen. Their win­ning cul­ture is based on 'do­ing more' and 'in­spi­ra­tional lead­er­ship', yet no one per­son is 'big­ger than the jersey.' Pan­cho Mehro­tra ap­plies some im

Elite Agent - - CONTENTS - Pan­cho Mehro­tra

The Rugby World Cup-win­ning All Blacks are the most suc­cess­ful in­ter­na­tional rugby team of all time; in fact, one of the most suc­cess­ful sport­ing teams in the world. Their sta­tis­tics are stag­ger­ing; in Novem­ber 2017 the All Blacks cel­e­brated eight years at the top of the world rugby rank­ings.

That’s 2,922 days at the top, play­ing 108 tests and win­ning 96.


His­tor­i­cally, the All Blacks have won 435 of 564 tests played, a win­ning ra­tio of 77.13 per cent, mak­ing them one of the most suc­cess­ful sport­ing teams in any in­ter­na­tional sport.

What makes this team so con­sis­tently suc­cess­ful, re­gard­less of chang­ing play­ers, cap­tains and coaches? As with most or­gan­i­sa­tions, there are many parts that con­trib­ute to their suc­cess, but an im­por­tant fac­tor is lead­er­ship and lead­er­ship de­vel­op­ment.

It’s easy to draw par­al­lels and im­ple­ment this cul­ture of win­ning and suc­cess­ful lead­er­ship into the real es­tate in­dus­try, and the cor­po­rate world in gen­eral.

So let’s talk about the key ar­eas; what it takes to de­velop an in­spi­ra­tional leader with

peo­ple that will fol­low you and will­ingly go the ex­tra mile.

To ex­am­ine the lead­er­ship style you must ex­am­ine the type of cul­ture that ex­ists in an agency, which will in­di­cate whether a full change or just an ad­just­ment is re­quired. One set of ty­polo­gies based on cor­po­rate char­ac­ter and cul­ture was de­vel­oped by Roger Har­ri­son (1972):

l Power-ori­ented Or­gan­i­sa­tions dom­i­nated by charis­matic or au­to­cratic founders

l Achieve­ment-ori­ented Or­gan­i­sa­tions dom­i­nated by task re­sults l Role-ori­ented Public bu­reau­cra­cies

l Sup­port ori­ented Non-profit or re­li­gious or­gan­i­sa­tions. Most real es­tate agen­cies are ei­ther poweror­i­ented or achieve­ment-ori­ented. How they per­form can vary based on the leader and lead­er­ship style.


A sig­nif­i­cant de­vel­op­ment within the All Blacks is a con­cept called con­tin­ual learn­ing, ac­cept­ing that one does not know it all and em­brac­ing a learn­ing cul­ture.

An im­por­tant point to note is if the lead­er­ship does not de­velop and learn, they in­vari­ably cease to be of sig­nif­i­cance to their peo­ple. Some warn­ing signs and con­se­quences are dis­loyal staff, a loss in mar­ket share and an un­healthy work­ing cul­ture. Look at the grave­yard of com­pa­nies led by lead­ers who did not em­brace change, such as Ko­dak, Sony Eric­s­son and Nokia.

The All Blacks change things up every six months. Not only does it keep a fresh out­look, but it also pre­vents peo­ple within tak­ing things for granted. This en­sures that there is no com­pla­cency.

In the last four or five years, sell­ing real es­tate has been rel­a­tively easy and has seen sales­peo­ple and lead­ers get com­pla­cent. Get­ting the list­ing was the only thing that mat­tered; as buy­ers were ready, will­ing to open their cheque books, ob­tain­ing fi­nance was easy. The skills agents used and learnt were the same that they learnt 10 years ago. They stayed the same. Lead­ers be­lieved they could do no wrong.

Now that the mar­ket has turned, these same suc­cess­ful sales­peo­ple and lead­ers are strug­gling, not be­cause of a lack of ef­fort, but a lack of new skill sets – in the sell­ing skills arena as well as men­tal re­silience.


If you think about this ra­tio­nally, there is no way the All Blacks would keep on win­ning if they had not evolved over the last 100 years. Roger Fed­erer would not be win­ning Grand Slams at the age of 36 if he did not evolve. They are cer­tainly lead­ers in their field, but also role mod­els for many. For­mer All Black Brad Thorn's mantra 'cham­pi­ons do ex­tra' helped him be­come one of the sin­gle most suc­cess­ful pa­ly­ers in rugby his­tory. This also ap­plies to agents; an agent who is dom­i­nant in a mar­ket can eas­ily have their mar­ket share eroded by another agent who is will­ing to do more.

The real es­tate in­dus­try is fac­ing chal­leng­ing times ahead – not only from the eco­nomic en­vi­ron­ment but also other fac­tors, such as tech­nol­ogy, which are dis­rup­tive fac­tors.

I am of­ten asked, es­pe­cially by prin­ci­pals of busi­nesses, how they can at­tract the right peo­ple, with the right at­ti­tudes and ca­pa­bil­i­ties. My re­sponse is, ‘Why would some­one want to work for this agency?’

Of­ten the an­swer is not that in­spir­ing. Usu­ally they re­spond that they have the best sys­tems, the best mar­ket­ing, the best brands, the best agent and it goes on. The ques­tion is not re­ally an­swered in con­crete terms.

A suc­cess­ful leader must put aside their ego and be hon­est, aware of their fail­ings and the ar­eas where they and their agency need to im­prove. They need to em­brace col­lec­tive lead­er­ship, with in­put from the group, rather than an au­to­cratic man­age­ment style. This is an im­por­tant part of learn­ing – to re­spect the opin­ions of in­di­vid­u­als. MEA­SUR­ING QUAL­ITY A leader must align with their team, recog­nise the need for change and, once again, be­lieve that the ex­ter­nal en­vi­ron­ment can be man­aged. Note that I have writ­ten ‘man­aged’ not ‘con­trolled’. Be­liev­ing you can con­trol the en­vi­ron­ment is like be­liev­ing you can con­trol the weather or eco­nomic pol­icy. A leader must be­lieve that the en­vi­ron­ment can be man­aged, oth­er­wise they will be man­aged by the en­vi­ron­ment.

Of­ten peo­ple fo­cus in­tently on per­for­mance num­bers but not on con­tin­u­ous im­prove­ment to the same level. Why? Be­cause it is eas­ier to man­age by num­bers; it is quan­tifi­able. The qual­ity com­po­nent is sub­jec­tive but, in essence, this is cre­ativ­ity and de­vel­op­ment, where the game can be changed.

A leader must be able to make de­ci­sions un­der pres­sure and not re­act im­ma­turely. The great­est All Black leader, Ritchie McCaw, was un­suc­cess­ful when he first took over the lead­er­ship role. One of his no­table fail­ures was due to the de­ci­sions he made dur­ing the 2007 Rugby World Cup. He learnt from his mis­takes, con­tin­ued as leader and achieved folk­lore sta­tus with two Rugby World Cups and count­less other vic­to­ries. Win­ning at this level does not hap­pen by ac­ci­dent.

Get­ting com­fort­able is your en­emy. A leader must be will­ing to con­stantly im­prove and add new di­men­sions to what they do.

Pan­cho Mehro­tra is the CEO of Fron­tier Per­for­mance and a recog­nised lead­ing ex­pert in the area of com­mu­ni­ca­tion, in­flu­ence and the psy­chol­ogy of sell­ing. He has worked with top per­form­ers in a num­ber of in­dus­tries, in­clud­ing real es­tate, au­to­mo­tion, fi­nance, law and academia. For more in­for­ma­tion visit fron­

Newspapers in English

Newspapers from Australia

© PressReader. All rights reserved.