Now, how to keep your agents motivated

By Jo-Ann Carol Cubello

Motivating agents is an integral part of the job. Everyone in the company, including managers, staff, coaches, experienced agents, and successful new agents, plays a role,” reports John Piper, president/co-owner of CENTURY 21 Champion Fines Homes & Estates, located in Cupertino. Founded in March 1989, the office supports 140 agents, ranging in age from the mid-20sto mid-70s, with the average REALTOR® in their 30s.

The ownership offers the training, support, technologies and infrastructure to be successful. “But, really, all that’s required of our agents is their willingness to do the work,”he says. New agents are assigned a coach for a year, with “geographic farming” as a primary strategy. “Although real estate agents are performance-based individuals, they still require constant motivational management to optimize their productivity.”

When an agent has an issue acquiring listings, they work with a sales manager or a coach that knows the company’s systems and philosophy. “These are successful agents, not necessarily top producers in big dollars, but they get respectful numbers. We also encourage outside coaching if it fits our criteria.”

Incentives depend on the agent’s experience, level of success and tenure in the business. They receive special awards, plaques, gift certificates, acknowledgements in newspapers, or a trip to a company convention. “I find that new agents respond to immediate reinforcements. We acknowledge effort, because it takes time to get control of the systems.”

An agent’s personality will not change the coach’s motivational strategy, but it does affect how he interacts and communicates with the agent. “Although enthusiasm can certainly be transferred, we help the agent re-discover what their motivation was in becoming an agent in the first place. At the end of the day, you can’t make someone want to be successful. They have to bring that to the table,” says Piper.

Recognition of effort and success works for the new agents; but top producers seem interested in more control over their time and the support they get from the infrastructure. “We find money, in general, is not a lasting motivator, so our focus is the same, irrespective of the market.”Good productivity and motivational tools that Piper uses are:

• Creating teams to compete for a trip.
• Holding agents accountable for their weekly activities.
• Offering contests or written accolades.Using fear, guilt, self-failure, or disappointing a supervisor may bring about short-term
performance, but that is not permanent behavior that sustains growth and development,
Piper concedes.

Although seasoned agents are self-motivated, Piper admits, during the downtimes, they need to be reminded of what made them successful. “Everyone needs to focus on target marketing and meeting the people. There are still enough transactions out there for them, especially in our area.” Seasoned agents that succeed, despite a stabilizing market, become the motivators for the newcomers, accordingto Piper. “They [new agents] learn that real estate is a job, and if you learn your craft, show up, and work your plan every single day you will succeed.”

Agents rarely leave. Piper credits the company’s strong team mentality and the value package the company offers that keeps them loyal. “In most cases, they come back to the office…and that is always a great morale booster.”

A broker’s personal motivation is important for leadership and to support sales managers and coaches. Agents need to see their broker/ownership as forward thinking and innovative with a vision for the future of the company. Piper advises brokers/managers to treat agents as customers by respecting them as individuals. Listen to their needs, andinteract professionally with them. “By helping them to focus on their daily work, providing them with the resources and opportunities they need to be successful and moral, their motivation and productivity will be high.”

The newly franchised Envirian San Francisco opened in March with three agents, reports president Russell Cohn, a broker for more than 15 years. His wife and partner, Jill, will hire 20 agents by the end of the year and plans to expand to 100 within three years.

Jill Cohn, who will train and supervise staff and agents, believes motivating and holding agents accountable to reaching their goals will be the major part of her job. Although she feels her background and training will “bring out the best in her agents,” Jill Cohn wants to learn techniques and systems from outside coaching organizations as an extension to in-house motivational training.

“I find many individuals are burned out. I’m looking for agents who are not encumbered with systems that are oldand archaic. We want them to sell real estate, not just be marketing experts that develop campaigns.”

According to Cohn, everyone is different with unique personalities and individual needs and backgrounds, and a coach should not make across-the-board assumptions regarding what techniques will work. “I do feel that building a person’s self-esteem and confidence can work with almost anyone,” she says.

“Agents can do anything, knowing a caring organization is behind them, and managers who want the best for them. We help them achieve their goals, which, in turn, make us successful. What does not work is pointing out an agent’s failures,” she claims, “it is too negative and only brings them down emotionally and work-wise.” 

Their incentives will include:

• Each month giving agents two or three high-quality customer referrals.
• Future participation in mortgage earnings.
• Partnership programs.
• Providing detailed plans and systems to help productivity in their offices.

Cohn finds the new professionals are excited about the business, with no baggage about tough times and what will happen. Their enthusiasm replaces the negativity that seasoned agents are displaying in the changing market. “We are looking forward to the challenge,” she adds.

Because brokers and management set the tone for the office, the Cohns stay involved with The Franchise Owners Association for guidance, talk with other brokers/owners to share stories and “feed off” each other to keep their motivation high.

“You cannot provide the perfect environment for every agent. It’s unrealistic. The best you can do is have confidence in your systems and the model your franchise offers … and agents willing to follow … and that should guarantee a successful career for them.”

According to Kathleen Hilken, general manager/broker of the Northern California-based Frank Howard Allan, REALTORS®, the firm’s best agents help motivate others in the office. “They are willing to give away their secrets, and they are pearls of wisdom, right down to specific methods. Nobody teaches better than someone doing it in the trenches.” The independentlyowned company consists of 22 offices with 550 independent contractors.

Although managers handle the majority of coaching, Hilken is involved in training classes that emphasize “business by referral.” As a group, they attend retreats by accredited coaching organizations and conduct a yearly kickoff meeting with an outside motivational speaker. They offer a free 14-week training seminar, “A Hundred Days To Greatness,” which provides specific duties and activities on a weekly basis—and, of course, with desired outcomes. “This gives agents a real shot at success,” she adds.

Their incentives include:

• Black-tie dinners for top producers.
• Mid-year event luncheons at special locations.
•A company picnic for families.
• Quarterly production winners featured in magazines and local newspapers.

Managers should never be more motivated for the agent’s success than the agent. They can have all the tools in the world, but if a person is not motivated, it still won’t work. “Motivation is 90 percent of the business, and the other 10 percent is just doing the same things every single day and getting very skilled at them,” she notes. A naturally outgoing agent, whofinds it easy making contacts, may lack organizational skills for staying on task. “Their learning curve is much quicker if you adjust your style to what you know are their strengths and weaknesses.”

Pairing a vivacious personality with a reserved one creates a good buddy system for tours. Mentoring a seasoned agent with a newcomer helps to motivate both. When a motivational technique doesn’t work, it’s due to the agent’s energy for the job or feelings about the business at that moment.

Many agents are nervous in this tougher market, and she advises them to just concentrate on the work.

“Our mantra is don’t worry about the chatter in the marketplace; focus on activities and I promise there is enough business to go around. We always sold, but you need to put the pedal to the metal in the downtimes,” Hilken says. “Hype goes away after a day, but if they have success in their business, that’s what is motivating.”

When seasoned agents get rusty inprospecting skills and referrals, Hilken suggests they go back to the basics and work from their book of business, not wait for the phone to ring. “This may help motivate newcomers to master their skills. But they still need to do open houses, walktheir farm area and meet clients.”

Agents want to blame someone when business slows and managers need to explain they are ultimately responsible for the work. “Of course, agents leave, but I find the ones left are more protective of their branch and willing to help others. The agents getting listings and making sales speak about their successes and this encourages their fellow REALTORS®.”

Hilken feels enthusiasm comes from the top down. Every two weeks she talks with her personal coach, and she attends two or three motivational conferences each year, many of them subject-specific. “It is very inspiring to hear ideas from across the country that are working, and then bring them back to implement at home,” she states.

“My meetings are like mini-motivational seminars. As a top producer in my field, I truly believe coaching is my key asset,” states Beth Styne, manager/broker for the South Beverly Hills office of Coldwell Banker Real Estate. The office sustains 140agents, ranging in age from their mid-20s to early 80s. As a REALTOR® for nearly 27 years, Styne was raised in the business; her mother operated a boutique real estate office.

Monthly reports help her determine who is not producing, and whether they need more skill training or emotional motivation. Depending on where they are in their development cycle, she may adjust certain strategies. “This is when one-on-one dialog helps find out what is holding the agent back from reaching their goals. We have good mentors within the office to help, but I get involved on all levels.”

She shows agents the various types of prospecting, how to connect with people, and how to articulate their own value. Most of her motivation techniques have been successful, she proudly reveals. “If someone is not motivated to success, it is easy for me to see what is holding them back. Like a good therapist, you never tell them, but help them to discover what is the internal blockage.” Styne recognizes that her enthusiasm and excitement for the business go only so far; the agent needs his own desire and motivation for the job.

Although the company offers awards and event trips to top producers, she feels the best incentive is the accolades they give back to theagent. “For some people that means more than anything else,” she stresses. “If agents learn the right steps to prospecting, cold-calling, open houses, mailings, and getting in front of people, the business will come to them.”

Seasoned agents’ skills are being tested in this market. Many of them find it hard to adjust to the increased value of properties. They are locked into the old concept of pricing. “Here is where they can learn from newcomers who embrace these numbers. They don’t know the difference, they think this is good value according to the neighborhood,” she continues. “But, on the other hand, this new generation can learn a work ethic from the old-timers, of being here every day and workingtheir systems.

“REALTORS® cannot get discouraged because of this downturn. There will always be people buying and selling homes. Families moving up, making location changes, and unfortunately divorces where someone is moving away,” Stynestresses.

When agents leave for a managerial position or to open their own office, Styne knows she did a good job motivating them. When agents who are not producing want to leave, she prefers they go because the negativity gets in the way of motivated agents … and brings down morale.

“I maintain a constant presence in the branch with an open-door policy. … My office is like everybody’s home. This gives my agents a place to go for skill-building and motivation.”


Motivator:   John Piper

CENTURY 21 Champion Fines Homes & Estates, Cupertino

• New agents are assigned a coach for a year with “geographic farming” as a primary strategy.
• “Money, in general, is not a lasting motivator, so our focus is the same, irrespective of the market.”
• “I find that new agents respond to immediate reinforcements. We acknowledge effort, because it takes time to get control of the systems.”
• Seasoned agents that succeed, despite a stabilizing market, become the motivators for the newcomers.


Motivator:   Jill Cohn

Envirian San Francisco

• “What does not work is pointing out an agent’s failures.”
• “You cannot provide the perfect environment for every agent. It’s unrealistic.”
• “We want them to sell real estate, not just be marketing experts that develop campaigns.”


Motivator:   Kathleen Hilken

Frank Howard Allan, REALTORS®, Novato

• Pairing a vivacious personality with a reserved one creates a good buddy system for tours.
• “Our mantra is don’t worry about the chatter in the marketplace; focus on activities and I promise there is enough business to go around. Wealways sold, but you need to put the pedal to the metal in the downtimes.”
• When a motivational technique doesn’t work, it’s due to the agent’s energy for the job or feelings about the business at that moment.


Motivator:   Beth Styne

South Beverly Hills office of Coldwell Banker Real Estate

• “If agents learn the right steps to prospecting, cold-calling, open houses, mailings, and getting in front of people, the business will come to them.”
• “My office is like everybody’s home. This gives my agents a place to go for skill-building and motivation.”

• Monthly reports help Styne determine who is not producing, and whether they need more skill training or emotional motivation.

Jo-Ann Carol Cubello is a Southern California-based freelance real estate writer.