by Amanda Neely | Aug 22, 2024 | Industry, News Feed
Inside Real Estate (IRE) and RE/MAX, LLC., have agreed to expand an enterprise software deal that will entrench BoldTrail in its network offices throughout the United States and Canada.
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Inside Real Estate (IRE) and RE/MAX, LLC., have agreed to expand an enterprise software deal that will entrench BoldTrail in its network offices throughout the United States and Canada, an Aug. 21 press release stated.
The new deal will see BoldTrail’s front-office suite fully up and running, “by the fall,” the release stated.
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BoldTrail is IRE’s flagship agency solution, offering a wide range of customer relationship management, web marketing, presentation and other digital business systems, all integrated to create an omnichannel real estate management experience.
Specifically, the update includes BoldTrail BackOffice, BoldTrail Recruit, Folio and CORE Home.
In a nod to the rebrand, Alissa Harper, head of strategic sales for Inside Real Estate, called RE/MAX’s decision “a bold step.”
“These combined solutions will help elevate their consumer experience, unlock opportunities for greater agent productivity, and drive more efficiency for their franchisees,” Harper said in the release. “We couldn’t be more proud to partner with RE/MAX, LLC and their talented team to help fuel their growth now and in the future.”
The partnership started in 2021, when the companies deployed MAX/Tech powered by kvCORE, BoldTrail’s previous brand name.
“MAX/Tech will provide RE/MAX affiliates with an array of options for finding and servicing new business, starting with lead-generating IDX websites linked to a multi-faceted CRM solution with automated smart email campaign and listing marketing functionality. Each office, as well as individual teams, can manage its own local brand, listings, contacts and deals while operating from a common user interface,” a January 2023 Inman report stated.
BoldTrail will advance those existing features with its array of updated features, artificial intelligence power-ups and a sharper user interface. Additionally, there’s more than a year of user feedback, market input and RE/MAX, LLC, data now powering it.
Specifically, the update includes BoldTrail BackOffice, BoldTrail Recruit, Folio and CORE Home.
The back office experience helps brokers and financial teams connect deals to performance, oversee transaction management, ensure compliance and manage all payments, bookkeeping and financial operations while the eponymous Recruit module gives brokerages a multi-layered view into hiring and talent retention, turning it strategic from reactive.
CORE Home was reviewed by Inman upon its launch in 2022, earning four stars for its ability to monitor up-to-the-minute market activity alongside the daily intricacies of home ownership, all to ensure agents and clients stay tethered until the next sale.
“The software’s onboard home search experience, under ‘Next Home and Search’ gives homeowners an ever-present reminder of what else is out there; it’s not home search, it’s ‘next home search.’ Using IRE’s connection to more than 250,000 IDX websites, there’s little it can’t share about the market with homeowners. They can sign up for alerts, save homes and chat whenever they want with their agent, and vice versa,” the review stated.
Folio, the result of an early 2024 acquisition, is a dynamic in-browser email management solution built to power lead cultivation, organize communications and incite evergreen connections.
“Folio automatically detects real estate transactions and creates a beautiful timeline for consumers, resulting in greater agent productivity and an elevated consumer experience,” IRE said.
“We are dedicated to equipping brokers and agents with the most advanced technology, enabling them to better serve consumers,” said Erik Carlson, CEO of RE/MAX Holdings, in the release. “Our expanded partnership allows us to continue building a platform that not only modernizes operations but also drives productivity and growth across our network, ensuring that our agents are always at the forefront of the industry.”
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by Jonathan Pressman | Aug 22, 2024 | Industry, News Feed
An entity tied to Musk has filed a notice of default on the property, which Wilder’s nephew purchased from Musk with the assistance of a loan from the Tesla CEO in 2020.
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The former home of late actor Gene Wilder, which now belongs to his filmmaker nephew, Jordan Walker-Pearlman, is under threat of foreclosure at the hands of tech entrepreneur Elon Musk.
Musk owned the home, located in LA’s Bel Air neighborhood, in 2020 and agreed to sell it to Walker-Pearlman and his wife, Elizabeth Hunter, for $7 million with the added assistance of a loan from Musk himself.
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Now, however, an entity tied to Musk has filed a notice of default on the home, which is the first step to foreclosure, The Wall Street Journal reported on Tuesday.
Walker-Pearlman, who spent a great deal of his childhood in the home, expressed gratitude to Musk as late as 2022 for his role in helping the couple obtain the home.
“He could have sold it for so much more,” Walker-Pearlman told The WSJ in 2022. “His sensitivity to me can’t be overstated.”
According to the default paperwork, Walker-Pearlman and Hunter are nearly $7 million behind on payments. Ninety days after filing a notice of default, the lender can force a sale of the property.
In the meantime, the couple has put the home on the market for $12.95 million with Drew Meyers of Westside Estate Agency.
Walker-Pearlman has shown a willingness to work with Musk and does not seem bitter about the tight spot he’s in now.
“There’s no tragedy here,” he told The WSJ. “Elon gave us a magical opportunity. I have no complaints.”
He added that Musk has not been “adversarial or mean.”
Walker-Pearlman said that the writers’ and actors’ strikes that crippled the entertainment industry last year over the course of several months contributed to his financial challenges. He said that Hunter also did not like the idea of continuing to be in debt to Musk.
“She did not want to continue morally owing Elon anymore,” Walker-Pearlman told The WSJ. “We already owe him such a spiritual debt.”
When Walker-Pearlman was a child, he reportedly saw the stars come and go from his uncle’s house, where Wilder on Sundays would host get-togethers for script reading and music playing. Walker-Pearlman split his time growing up between Wilder’s home in LA and his grandmother’s home in Harlem.
“That was my home schooling,” Walker-Pearlman said of his time spent around Hollywood creatives at his uncle’s.
Wilder purchased the 1951-built home in 1976 for $300,000 after creating the hit Young Frankenstein. The actor lived in the home until 2007 when he sold it for $2.72 million.
The nearly 3,000-square-foot home has four bedrooms and four bathrooms and is located above the Bel Air Country Club. It features original wood-beamed ceilings, fireplaces and a circular bar area.
Musk purchased the home in 2013 for $6.75 million when it was located across the street from his then-primary residence. When Musk decided to sell in 2020, he opted to work with Walker-Pearlman and Hunter to help them buy the home, even though the initial asking price of $9.5 million was more than they could afford.
Walker-Pearlman seems to have made peace with the prospect of parting ways with the home.
“This is likely the closing of a very unicorn and beautiful chapter of our lives,” he told The WSJ. “I’m not disgruntled at all.”
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by Latham Jenkins | Aug 22, 2024 | Industry, News Feed
Existing-home sales tallied a 1.3 percent uptick in July following four months of declines, according to NAR data released Thursday. However, market headwinds have kept sales sluggish compared to 2023.
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Existing-home sales rose 1.3 percent month over month in July, breaking a four-month streak of monthly declines, according to data released Thursday by the National Association of Realtors.
Transactions for single-family homes, townhomes, condominiums and co-ops reached a seasonally adjusted annual rate of 3.95 million as moderating mortgage rates encouraged more homesellers and buyers to enter the market.
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Despite the monthly gain, National Association of Realtors Chief Economist Lawrence Yun said the market is still lagging, as evidenced by the 2.5 decline compared to July 2023.
Lawrence Yun
“Despite the modest gain, home sales are still sluggish,” Yun said. “But consumers are definitely seeing more choices, and affordability is improving due to lower interest rates.”
Total housing inventory reached 1.33 million units by the end of July, a 0.8 percent increase from June and a 19.8 percent increase from the previous year. Unsold inventory reached 4.0 months of supply at the current sales pace, down from 4.1 months in June but up from 3.3 months in July 2023.
The inventory boost had little effect on price trends, with annual growth accelerating from 4.1 percent in June to 4.2 percent in July. The median existing-home price for all housing types reached $422,600, with all four U.S. regions posting price gains.
The median existing single-family home price rose 4.2 percent year over year to $428,500 in July, while the median existing condo price rose 2.7 percent year over year to $367,500. Despite the relative affordability of condos, existing condominium and co-op sales are declining (-11.6 percent) at a faster rate than existing single-family sales (-1.4 percent).
“The median home price of condominiums is cheaper, yet the condominium market is underperforming compared to the single-family market,” Yun said. “Rising maintenance and insurance costs have lessened the appeal for condominiums.”
Danielle Hale
Although a softening market has yet to yield sales increases, Realtor.com Chief Economist Danielle Hale said recent economic and housing trends have set the stage for a potentially robust fall homebuying season.
“Mortgage rates have moved in a buyer-friendly direction after playing the foe for much of the peak homebuying season,” she said in an emailed statement. “The rate for a 30-year fixed mortgage topped out at 7.22 percent in early May and remained near 7 percent for the better part of June–when many July homebuyers would have locked in a mortgage rate.”
“Easing inflation helped accelerate the decline in mortgage rates in mid-July and rates currently hover near 15-month lows,” she added. “This is likely to bode well for buyers in the fall–a typically advantageous season for home shoppers. In fact, the updated 2024 Realtor.com Housing Forecast expects mortgage rates to fall to 6.3 percent by the end of the year, which could mean a hotter fall season than is typical.”
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by Jimmy Burgess | Aug 22, 2024 | Industry, News Feed
WASHINGTON (August 22, 2024) – Existing-home sales improved in July, breaking a streak of four consecutive monthly declines, according to the National Association of REALTORS®. Three out of four major U.S. regions registered sales increases while the Midwest remained steady. Year-over-year, sales rose in the Northeast and West but retreated in the Midwest and South.
Total existing-home sales1 – completed transactions that include single-family homes, townhomes, condominiums and co-ops – ascended 1.3% from June to a seasonally adjusted annual rate of 3.95 million in July. Year-over-year, sales fell 2.5% (down from 4.05 million in July 2023).
“Despite the modest gain, home sales are still sluggish,” said NAR Chief Economist Lawrence Yun. “But consumers are definitely seeing more choices, and affordability is improving due to lower interest rates.”
Total housing inventory2 registered at the end of July was 1.33 million units, up 0.8% from June and 19.8% from one year ago (1.11 million). Unsold inventory sits at a 4.0-month supply at the current sales pace, down from 4.1 months in June but up from 3.3 months in July 2023.
The median existing-home price3 for all housing types in July was $422,600, up 4.2% from one year ago ($405,600). All four U.S. regions posted price increases.
REALTORS® Confidence Index
According to the monthly REALTORS® Confidence Index, properties typically remained on the market for 24 days in July, up from 22 days in June and 20 days in July 2023.
First-time buyers were responsible for 29% of sales in July, identical to June but down from 30% in July 2023. NAR’s 2023 Profile of Home Buyers and Sellers – released in November 20234 – found that the annual share of first-time buyers was 32%.
All-cash sales accounted for 27% of transactions in July, down from 28% in June but up from 26% one year ago.
Individual investors or second-home buyers, who make up many cash sales, purchased 13% of homes in July, down from 16% in both June 2024 and July 2023.
Distressed sales5 – foreclosures and short sales – represented 1% of sales in July, virtually unchanged from last month and the prior year.
Mortgage Rates
According to Freddie Mac, the 30-year fixed-rate mortgage averaged 6.49% as of August 15. That’s up from 6.47% one week ago but down from 7.09% one year ago.
Single-family and Condo/Co-op Sales
Single-family home sales grew 1.4% to a seasonally adjusted annual rate of 3.57 million in July, down 1.4% from the previous year. The median existing single-family home price was $428,500 in July, up 4.2% from July 2023.
Existing condominium and co-op sales in July were identical to June at a seasonally adjusted annual rate of 380,000 units, down 11.6% from one year ago (430,000 units). The median existing condo price was $367,500 in July, up 2.7% from the prior year ($357,900).
“The median home price of condominiums is cheaper, yet the condominium market is underperforming compared to the single-family market,” Yun added. “Rising maintenance and insurance costs have lessened the appeal for condominiums.”
Regional Breakdown
Existing-home sales in the Northeast in July climbed 4.3% from June to an annual rate of 490,000, an increase of 2.1% from July 2023. The median price in the Northeast was $505,100, up 8.3% from last year.
In the Midwest, existing-home sales were unchanged in July at an annual rate of 920,000, down 5.2% from the previous year. The median price in the Midwest was $321,300, up 4.5% from July 2023.
Existing-home sales in the South increased 1.1% from June to an annual rate of 1.79 million in July, down 3.8% from one year before. The median price in the South was $372,500, up 2.3% from one year earlier.
In the West, existing-home sales rose 1.4% in July to an annual rate of 750,000, also up 1.4% from a year ago. The median price in the West was $629,500, up 3.4% from July 2023.
About the National Association of REALTORS®
The National Association of REALTORS® is America’s largest trade association, representing 1.5 million members involved in all aspects of the residential and commercial real estate industries. The term REALTOR® is a registered collective membership mark that identifies a real estate professional who is a member of the National Association of REALTORS® and subscribes to its strict Code of Ethics.
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For local information, please contact the local association of REALTORS® for data from local multiple listing services (MLS). Local MLS data is the most accurate source of sales and price information in specific areas, although there may be differences in reporting methodology.
NOTE: NAR’s Pending Home Sales Index for July is scheduled for release on August 29, and Existing-Home Sales for August will be released on September 19. Release times are 10 a.m. Eastern.
1 Existing-home sales, which include single-family, townhomes, condominiums and co-ops, are based on transaction closings from Multiple Listing Services. Changes in sales trends outside of MLSs are not captured in the monthly series. NAR benchmarks home sales periodically using other sources to assess overall home sales trends, including sales not reported by MLSs.
Existing-home sales, based on closings, differ from the U.S. Census Bureau’s series on new single-family home sales, which are based on contracts or the acceptance of a deposit. Because of these differences, it is not uncommon for each series to move in different directions in the same month. In addition, existing-home sales, which account for more than 90% of total home sales, are based on a much larger data sample – about 40% of multiple listing service data each month – and typically are not subject to large prior-month revisions.
The annual rate for a particular month represents what the total number of actual sales for a year would be if the relative pace for that month were maintained for 12 consecutive months. Seasonally adjusted annual rates are used in reporting monthly data to factor out seasonal variations in resale activity. For example, home sales volume is normally higher in the summer than in the winter, primarily because of differences in the weather and family buying patterns. However, seasonal factors cannot compensate for abnormal weather patterns.
Single-family data collection began monthly in 1968, while condo data collection began quarterly in 1981; the series were combined in 1999 when monthly collection of condo data began. Prior to this period, single-family homes accounted for more than nine out of 10 purchases. Historic comparisons for total home sales prior to 1999 are based on monthly single-family sales, combined with the corresponding quarterly sales rate for condos.
2 Total inventory and month’s supply data are available back through 1999, while single-family inventory and month’s supply are available back to 1982 (prior to 1999, single-family sales accounted for more than 90% of transactions and condos were measured only on a quarterly basis).
3 The median price is where half sold for more and half sold for less; medians are more typical of market conditions than average prices, which are skewed higher by a relatively small share of upper-end transactions. The only valid comparisons for median prices are with the same period a year earlier due to seasonality in buying patterns. Month-to-month comparisons do not compensate for seasonal changes, especially for the timing of family buying patterns. Changes in the composition of sales can distort median price data. Year-ago median and mean prices sometimes are revised in an automated process if additional data is received.
The national median condo/co-op price often is higher than the median single-family home price because condos are concentrated in higher-cost housing markets. However, in a given area, single-family homes typically sell for more than condos as seen in NAR’s quarterly metro area price reports.
4 Survey results represent owner-occupants and differ from separately reported monthly findings from NAR’s REALTORS® Confidence Index, which include all types of buyers. The annual study only represents primary residence purchases, and does not include investor and vacation home buyers. Results include both new and existing homes.
5 Distressed sales (foreclosures and short sales), days on market, first-time buyers, all-cash transactions and investors are from a monthly survey for the NAR’s REALTORS® Confidence Index, posted at nar.realtor.
by Jen Dillard | Aug 22, 2024 | Industry, News Feed
Learn how this Bay Area broker and her 100 percent woman-owned brokerage create exceptional outcomes and provide award-winning service.
Whether it’s refining your business model, mastering new technologies, or discovering strategies to capitalize on the next market surge, Inman Connect New York will prepare you to take bold steps forward. The Next Chapter is about to begin. Be part of it. Join us and thousands of real estate leaders Jan. 22-24, 2025.
“As far as brokerage size goes, we are on the smaller size with only four office locations and 160 agents. Yet we have a big voice, and we aren’t afraid to use it,” CEO Vanessa Bergmark writes about Red Oak Realty. “Every agent and staff member speaks up when it comes to local politics, community planning and real estate industry standards. You don’t have to be big to think big and speak confidently. Great things come in small packages.”
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As the industry changes and some models become obsolete, Bergmark said that Red Oak Realty is living proof that “high-touch human support” is still relevant for real estate transactions. “Our high staff-to-agent ratio continues to support our agents in every aspect of the transaction, and in doing so, increases their productivity, close ratio and local market rankings that prove we outperform much of the competition.”
Find out why Bergmark says “you can have a huge heart, and still run a savvy, influential business” and how her agents create and honor high standards for themselves, their staff, agents, clients and community.
Name: Vanessa Bergmark
Title: CEO and owner
Experience: 21 years
Location: East Bay region of the San Francisco Bay Area
Brokerage full name: Red Oak Realty
Rankings: No. 158 independent brokerages, RealTrends 2023
Team size: 160
Transaction sides: 886 (2023), 501 (through July 2024)
Sales volume: $997,588,510 (2023), $613,247,482 (through July 2024)
Awards: Best brokerage in Oakland Magazine, East Bay Times, El Cerrito and Richmond Chambers of Commerce
What do you wish more people knew about working in real estate?
It is a complex career. It’s so much more about people than houses. Understanding houses is not a prerequisite, but understanding people is. Don’t underestimate your responsibility. Your clients’ assets, their future, are in your hands. Take care of them.
Tell us about an epic fail you’ve experienced since you’ve been a broker
When I first started out running a brokerage, my former partner and I split the duties. I ran front of the house — sales, training, recruiting, deal doctoring — and he ran back of the house — ops and finance. I believed this created efficiencies and that I did not need to have personal oversight of our finances. Wrong!
No matter what, it is on the CEO or owner to know what is going on when it comes to the finances of the business. A few bad turns can decimate a company. If you care about your agents and staff, your brokerage sustainability, then you should always be paying attention to the financials.
Know where your flaws are, and move quickly to correct them. If you’re not running the accounting, that’s fine, but it’s no excuse to ignore that domain. Stay engaged. The success of your company depends on it.
How did you choose your brokerage?
I worked at a large franchise for a few years before I interviewed with the original founders of Red Oak. I thought back then that an independent local brand would not offer me the resources or the reach I suspected I needed for a successful career.
I got tired of traveling to a headquarters halfway across the continent, especially once my children were born. I felt disconnected from the message and compromised in my ability to inspire others when explaining it.
When I made the move over to Red Oak, so many more opportunities opened up. I had permission to get creative with the brand, our message, our relationship with the local community — all of which sometimes gets buried under a bigger, national brand. Now almost 18 years later, I still feel the same way.
What makes a good leader?
Someone who is willing to tell the truth, even when it is difficult. Someone who inspires their team to use their voice and bring their creativity and their passion to the job. Someone who can admit when they make a mistake, knows when changing their mind is a good thing and can own their failures, not only their successes.
What’s one thing you wish every agent knew?
How to transact in this new world. There are a lot of changes and very little direction provided from the associations on adopting new standards. Each brokerage is going to do it differently, at least for a while. I wish us all luck. It’s going to make for an interesting fall housing market.
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by Kevelyn Guzman | Aug 22, 2024 | Industry, News Feed
Whether it’s refining your business model, mastering new technologies, or discovering strategies to capitalize on the next market surge, Inman Connect New York will prepare you to take bold steps forward. The Next Chapter is about to begin. Be part of it. Join us and thousands of real estate leaders Jan. 22-24, 2025.
Building a real estate team is like constructing a skyscraper; it requires a solid foundation and a strategic blueprint. Yet, many teams crumble under the weight of high turnover, lackluster performance and disjointed efforts.
So, why do these teams fail? A deep dive into team dynamics reveals a glaring issue: A significant majority of team members crave more role-specific training. This insight points to a broader problem within team structures and underscores the need for strategic leadership. Let’s uncover the root causes of team failures and how you can sidestep these common traps.
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Identifying the root causes
The downfall of real estate teams often boils down to a few critical areas that are overlooked or mismanaged. Patrick Lenconi wrote one of my favorite books on team dysfunction, titled The 5 Dysfunctions of a Team. In his work, he talks about five reasons teams fail and how to avoid those dysfunctions.
Our coaches are trained to identify dysfunction and provide real solutions for eliminating as much dysfunction as humanly possible.
I have always said, “We don’t have people problems, we have process problems.” If your people are letting you down and failing to succeed, we always want to ask where our systems fail us. By attacking processes, not people, you begin to solve real problems such as communication, training, tracking and accountability.
Training and development, or the lack thereof, is often the root of failure. Team members yearn for growth opportunities and clear guidance on their responsibilities. Without this, they may feel directionless, leading to decreased productivity and morale.
Training and development
With all of the confusion, disruption and stress in today’s market as a result of the class action lawsuits and settlements, high inflation, limited inventory, pent-up demand of buyers, lack of housing affordability and higher interest rates, we have moved from a skills-based market to what I like to call a professional’s market.
This is where the true professionals are needed — and celebrated — as experts in handling transactions. To be a professional requires specialization, ongoing training and development outside of CE classes, and real estate experience and knowledge. High-volume and well-coached teams can provide all of these things to agents who are hungry, teachable and smart.
Effective training is the cornerstone of a successful team. Here’s how leaders can implement robust training practices:
Hands-on experience
Encourage learning through direct involvement. Accompany team members to appointments, allowing them to observe and absorb the nuances of client interactions and transactions.
A team leader who is in production should never list or show alone. As a leader you have two primary responsibilities: First, business development, and second, people development.
Debrief and reflect
After each appointment, hold a debrief session. Discuss what went well, what could be improved and how the team can apply these lessons to future engagements.
Leverage technology for training
Use video conferencing tools to conduct training sessions, even if team members are in the same office. Record these sessions to create a digital knowledge base for future reference. Leverage training developed for specialization in real estate, for listing agents, buyer’s agents and admins, for example.
You see, specialty training can be an incredible resource when used or a massive expense when there is no adoption. It’s your responsibility as a leader to set the tone of how your team is going to function as professionals or simply as average.
Establish clear systems and processes
Develop documented systems for all repeatable tasks. This ensures consistency and quality, providing a roadmap for team members to follow. Systems, systems, systems. Anything you do three times or more repeatedly, you must create and have a system for that task.
The role of systems and consistency
A lack of established systems can lead to inconsistency and confusion.
Here’s how to integrate systems into your team’s workflow:
Regular live and online training sessions
Hold scheduled training sessions to review procedures, introduce new tools and ensure everyone is up-to-date on best practices.
Mentorship programs
Create mentorship opportunities within your team. Pairing less experienced members with seasoned professionals can accelerate development and foster a supportive culture.
Feedback mechanisms
Implement a system for feedback. Encourage team members to voice their ideas for improving processes, which can lead to innovation and a sense of ownership.
Building a culture of productivity
A successful team is built on a culture of success. We win as a team, and we improve as a team, or we fail as a team.
This culture is fostered by:
Clear communication
Maintain open lines of communication within the team. Ensure that everyone understands the team’s goals, their role in achieving them and how their work contributes to the team’s success. This should be done with regularly scheduled huddles or stand-up meetings.
A daily huddle is recommended for wins, victories, challenges and direction, 15 minutes max at the beginning of every day. A great question to ask here is, “Can your team articulate and describe in clear language what it means to “win the day”?
Recognition and rewards
Recognize and reward team members for their contributions. This could be through formal awards, bonuses or simple acknowledgments in team meetings. Recognition fosters motivation and loyalty.
Team-building activities
Engage in team-building activities, retreats and vision board creation and sharing, all activities that strengthen relationships and promote collaboration. Whether it’s a team retreat or a casual outing, these activities can help build trust and camaraderie among team members. This becomes more critical as every team faces challenges. The culture keeps the team together.
Don’t set your team up for heartbreak
Real estate teams fail for various reasons, but poor communication, inadequate training and the absence of solid systems are often at the heart of these breakdowns. As a team leader, it’s crucial to prioritize comprehensive training and establish clear systems that guide your team’s operations.
By fostering an environment of continuous learning, structured processes and a culture of success, you can build a resilient team that not only withstands the challenges of the real estate industry but also excels within it.
Investing in your team’s development is not a one-time event but an ongoing commitment. It requires a proactive approach to identify and address the unique needs of each team member.
Embrace the role of a mentor and coach, and create an atmosphere where continuous improvement is the norm. When team members feel supported, valued, and equipped with the right tools and knowledge, they are more likely to be engaged, productive and loyal.
Teamwork makes the dream work
Remember, “The strength of a team lies in its unity and collective expertise.” By avoiding the pitfalls of neglecting training and systems, you can lead your team to achieve remarkable results.
Cultivate a team that is not only skilled and knowledgeable but also aligned with your vision and goals. With dedication and strategic leadership, you can turn the potential of your real estate team into a reality of success and growth.
“Suppose I could show you a way to build a team that thrives in disruption — is there any reason you wouldn’t listen?” As the great, late Howard Brinton used to say, “Let’s get out of judgment and into curiosity” and make decisions based on data and communication and eliminate dysfunction.
Your team’s success is just a few strategic steps away. Let’s build a culture of productivity, engage in the right training and coaching, and watch your team soar to new heights.
Verl Workman is founder and CEO of Workman Success Systems. Connect with him on LinkedIn or Instagram.
