HIGH PERFORMANCE COACHING CALL: How to Become a Person of Influence


The world's most influential people have a few things in common in the way the influence both individuals and the masses. Consider the concepts below and respond to the questions.

They Teach Us How to Think.

The world's most influential people teach us how to think. Have you ever read Think and Grow Rich? It's one of the most best-selling books of all time. One reason is that it teaches people how to think. Martin Luther King, Jr. taught us how to think, so did Mother Theresa, so, we imagine did your parents. Great leaders and influencers are very conscious in sharing with others how they might think about a given topic, and it's their articulation of how to think about problems and opportunities that make us follow, believe in, and admire them.

So think of a person or a group you're trying to influence. The easy one for all of us is think about your buyer agents. If you don't have a buyer agent, think about how you might like to have a buyer agent on your team. Not to pick what group this might be, but this is a good one for us to go through as a group.

"I could influence this person or group if I could get them to think in the following way..." Pick your own group but for a lot of us, it's going to be your agents, your team. If you could get your team to think in the following way, how would you get them to think to be able to influence them better. Any easy one is with agent productivity and accountability. How could you get them to think differently?

"The way I could get them to begin thinking this way is to..." If you can get them to think that, for instance, doing 3 hours of prospecting every day is going to help them sell 3 homes a month if they can do that consistently, let's attach those two. How could you get them thinking this way? Maybe demonstrate it through your own activities.

"To get them to think this way they'd have to believe that..." Maybe the 3 hours is going to lead to the 3 transactions, which is going to lead to getting paid 125 to 150. So to get them to think this way, that accountability is a good think, that those activities do produce results, they'd have to believe that it's actually true. So if I could just do these three hours a day, of my nine hour day - so a third of my day is lead generation, they'd have to believe that would lead to results.

"To get them to stop thinking in competing ways, they'd have to believe..." What are the things your agents do to get themselves off track? There are lots of examples of that. Agents can make excuses. Maybe it's, "This time of year nobody wants to go out and look at homes." Agents are continually trying to talk themselves out of lead generation and accountability. So how would you get them to stop thinking in competing ways?

"The benefits they would get in thinking this way are..." They'd sell two to three homes per month. We all know if they did 15 hours of prospecting a week, it would be impossible to not sell three to four homes per month consistently. So what does three to four homes per month look like on your team? When you're talking about accountability with your team, and you have your agent commission splits printed out for 30, 36, 42, and 48 homes and what that looks like, that's going to help them break through the belief that the pain of prospecting and rejection is not worth it. Let them see they can generate 2-3 good clients per week if they put that amount of time in. 

They Challenge Us.

The world's most influential people challenge us. When someone challenges us, they influence us. Nothing mobilizes our energies and attentions better than a challenge that demands us to stretch our knowledge, skills, and abilities in order to meet those demands. Truly awesome leaders challenge us. Think of this same group - think of your buyer agents. 

"A challenge I could issue to this person to give them an exciting vision of the future would be..."  What challenge could you issue?

"This is a challenge for people to raise up to because it demands they..." So if you call out your agents on their daily activities on what they're not doing and issue a challenge, what does it demand they do? They have to be honest with themselves. It's so easy to say you're getting stuff done, but when you look at your weekly accountability tracker, it tells a different story.

"The challenge is good for them and others because it..." I do like contests, but the challenge should be to use the Weekly Accountability Tracker. It's good because you can't hide behind it. I tell my team to string 12 of these together in a row, tracking their activities all the way to the end of the sheet. If they're doing that, and they're writing note cards, doing Go for Nos and calling their sphere, getting referrals over to us and filling out appointments on the back, they're going to be selling three to four homes per month. I think the challenge for a lot of you is to step up as leaders and hold your agents accountable, because they want it. 

"The way I'm going to communicate this challenge to them is to..." Mike put the presentation together for all of you, or at least the framework for it. So it's just explaining what happened this year, where you want to go next year, and what you need to change. Are you in or you out? That could be your challenge.

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