RSTLM—Tools to Strengthen Market Center Leadership

RSTLM—Tools to Strengthen Market Center Leadership
KWFR14 4/1/2017 1:53:26 AM RSTLM—Tools to Strengthen Market Center Leadership KWFR14 Headline Title and Sub-Title. Speakers Name and Photo. Georgia Alpizar © Keller Williams Realty, Inc. 2014

Presenter Georgia Alpizar Regional Director—North Florida
KWFR14 4/1/2017 1:53:26 AM Presenter Georgia Alpizar Regional Director—North Florida RSTLM: Tools to Strengthen Market Center Leadership © Keller Williams Realty, Inc. 2014

RSTLM: Tools to Strengthen Market Center Leadership
Please complete an evaluation form found in the back of your program guide. RSTLM: Tools to Strengthen Market Center Leadership RSTLM: Tools to Strengthen Market Center Leadership

Why You Are Here Each of the three parts of the RSTLM process is designed to help you select, train, and then lead your staff members to be successful and highly productive members of your Market Center team. They contain a wealth of tools and resources you can put to use on a daily basis when hiring and working with your staff members. We’ll cover these tools today, and discuss best practices to get the most out of them RSTLM: Tools to Strengthen Market Center Leadership

Recruit Select Tools RSTLM: Tools to Strengthen Market Center Leadership

Assess Your Current Organization
Target Outcomes: Gain a solid understanding of: Current organization structure Reporting dynamics Behavioral strengths Opportunities for growth and change Before beginning a recruiting effort to find candidates for your organization, you must have a solid understanding of your current organizational structure, reporting dynamics, behavioral strengths of your team members, and opportunities for growth and change. RSTLM: Tools to Strengthen Market Center Leadership

Tool: Drawing of Organizational Chart Market Center Operating Principal MCA Team Leader Reception Investor Group To use the Reddies, Greenies, Brownies tool, you first draw a diagram of your current organizational structure—either market center or mega team RSTLM: Tools to Strengthen Market Center Leadership

Tool: Drawing of Organizational Chart Millionaire Real Estate Agent Marketing & Admin Mgr Transaction Coordinator Buyer Specialist Lead Buyer Specialist Lead Listing Specialist To use the Reddies, Greenies, Brownies tool, you first draw a diagram of your current organizational structure—either market center or mega team. Mega Team RSTLM: Tools to Strengthen Market Center Leadership

Tool: Reddies, Greenies, Brownies To use the Reddies, Greenies, Brownies tool, you first draw a diagram of your current organizational structure. Next, you critically assess which team members are strong performers, which are weak performers, and which (if any) need to be completely removed from your business in order for you and your team/office to become more successful, productive, stress-free, unburdened, at peace … Use a scale of 1–10 to rate the value of these team members to your business or the level of their performance. Use colored markers to mark your evaluations Click: Mark your top performers in Green. Have conversations with any 7s to help them move up to 8s. Click: Mark your average performers in Red—these workers either perform well, but have a bad attitude (5s), or they have a good attitude, but are not yet performing up to standard (6s). Put these team members on new 100 day plans and re-assess them at the end of that time Click: Mark your below-average performers (if any) in Brown. Have serious—yet concerned and kind—conversations with these team members to help them assess if they are happy where they are (they aren’t!) and to help them self-discover that they need to move on. Create an exit plan that will set them up for success in their next job. Now, with a better understanding of your current organization, assess your true hiring needs. | Below Average Average Well Above RSTLM: Tools to Strengthen Market Center Leadership

Determine Job Requirements
Target Outcomes: Define the qualities and specific traits this person will bring to your organization In hiring a person for keller Williams realty, it is assumed that: This individual will exemplify the WI4C2TS be learning based Be accountable and take responsibility for their actions Represent qualities and characteristics in the top 10% of candidate pool RSTLM: Tools to Strengthen Market Center Leadership

Determine Job Requirements
Tool: Job Profile Job standards Job requirements Behavioral requirements Job narrative Once you have identified the organizational role you need to fill, the official KW Job Profile documents will help you organize your thoughts about what will lead to success for a particular role on your team. This document captures expectations and requirements in the following areas: Job Standards: Objectives, Regular Work Activities, Management Responsibilities, and People Interactions Job Requirements: Experience, Training, Education, and Key Skills Behavioral Requirements: DISC and AVA Job Narrative: A summary that you can use in your recruiting efforts Q: Where can I find these documents once I’m back at the office? A: On the Toolkit tab at kwu.kw.com/ recruitselect. RSTLM: Tools to Strengthen Market Center Leadership

Determine Behavioral Requirements
Tools: The DISC The AVA The DISC and the AVA both assess behavior. The primary use of the DISC assessment will be to aid in early screening activities. The DISC will help you identify candidates for the selection process by providing a simple, yet powerful analysis of an individual’s communication style and preferences. The AVA behavioral assessment is a fundamental component of the RSTLM™ system. The AVA predicts work-related behaviors, decision-making approaches, flexibility under various conditions, and other important aspects of behavior. The value of such insight stretches beyond initial job-placement decisions. Behavioral Tendencies Low High Aggressiveness V1 Sociability V2 Calmness V3 Conformity V4 RSTLM: Tools to Strengthen Market Center Leadership

Determine Behavioral Requirements
The Job Activity Rating One element of the AVA assessment that sets it apart from other tools in the field is the Job Activity Rating (JAR). In simple terms, a JAR is a study that identifies the behaviors that are critical for success in a specific job. An AVA without a JAR is certainly valuable and instructive as a measure of an individual’s behavioral traits. But when an AVA assessment is linked to a JAR study, the resulting report will inform managers how successfully this individual will meet the behavioral demands of a particular job. At Keller Williams Realty, JAR studies have been conducted for each of the key roles within the Market Center and on agent teams. The Job Profile document records the recommended JARs for each of these roles. RSTLM: Tools to Strengthen Market Center Leadership

Do the Screening Interview
Target Outcomes: Consult with the candidates on DISC results Eliminate poor job match candidates Decide whether to continue with the candidate RSTLM: Tools to Strengthen Market Center Leadership

Do the Screening Interview
Tools: Job Description DISC Report Notes WEIGH Action Plan Your objective is to conduct successful interviews with your candidates to reveal insights into their behavioral strengths and preferences, their work experiences, education, interests, and goals. Each of these tools plays an important role in the screening interview—essentially, they provide a road map for you to follow throughout the interview. Be sure to review them prior to the interview. The Screening Interview Worksheet The Screening Interview Worksheet is a short and simple document that will help you get organized, stay focused, and capture key insights during your first face-to-face meeting with a candidate. Before the meeting … Complete the top portion of the worksheet. Record the Ideal DISC for the job role and record the results of the candidate’s DISC. Record the recommended AVA JAR for the job position. RSTLM: Tools to Strengthen Market Center Leadership

Reference Check Target Outcomes: Verify information received
Verify perceptions, feelings Get objective input Get additional information Importance of Checking References Predict Future from Past Behavior With reference checks you are able to: Validate the conclusions you are drawing about how the candidate will perform in the job. Most people continue to perform in similar ways, and you will be able to find out how they have behaved in the past. Understand the circumstances of their behavior. What were the office or market dynamics? How did they handle the challenges? Find out how people reacted to them and interacted with them. Identify the kinds of people that your candidate values. Who does your candidate include on their reference list? Go Three Levels Deep—Always Most of the time, people who are placed on a reference list will be briefed by the candidate and will have some predictable responses. While the reference form contains probing questions, you are likely to get similar kinds of answers. By asking each of the references you talk with for the name of another reference (not on the original list), you go two levels deep. By asking the second-level references for additional references, you will be able to go three levels deep. The goal is to get one third-level reference for each of the candidate’s previous jobs. RSTLM: Tools to Strengthen Market Center Leadership

Reference Check Tools: Candidate’s reference list form
Reference check script and notes Candidate’s Reference List Before the applicant leaves the face-to-face Screening Interview, you should take the opportunity to request a list of references. Provide the applicant with a copy of the Candidate’s Reference List form and ask them to complete it. Be sure to get their signature, which gives you permission to contact their references and any other people that these references suggest you contact. If the applicant doesn’t have all of the information at that time, ask them to complete what they can and or fax you the remaining information. RSTLM: Tools to Strengthen Market Center Leadership

Do the Comprehensive Interview
Target Outcomes: Validate behavior Develop total understanding of the person Develop mutual trust and rapport Identify “hot buttons”—find out what they want RSTLM: Tools to Strengthen Market Center Leadership

Do the Comprehensive Interview
Tools: Judgment evaluation AVA report AVA laminate Comprehensive interview questions Judgment Evaluation Worksheet These are the key evaluation points that Bayne Henyon recommends you review before taking your next step with a candidate. Mark Willis uses this 11-point checklist religiously. Some have referred to it as his “Zebra Checklist” because the point of question #1 (Track Record) is that a zebra doesn’t change its stripes. INSTRUCTOR: Tell: Turn the page and you’ll find a sample of the interview worksheet. You’ll also find a softcopy on your Toolkit CD so that you can customize and print the pages as needed. DRAW: To illustrate how the Life Story question should work, draw the table on a flip chart. Explain the purpose/goal of each section as you go. Date Event Highs/Lows What you learned What you earned Advise your students that when they conduct this portion of the interview, they can either use the table found on worksheet or they can redraw the table on a flip chart. Comprehensive Interview Questions The Comprehensive Interview Questions will help you develop a deeper understanding of your candidate, build trust and rapport, and identify “hot buttons” or key issues that motivate your candidate. The interview worksheet includes twenty-six questions, three of which you need to customize according to your hiring needs. For example, if you are interviewing a candidate for an MCA role, you might want to ask questions specific to managing financial data. For a Team Leader candidate, you might want to ask how they would put together a training curriculum. RSTLM: Tools to Strengthen Market Center Leadership

Action Training Tools

The First 100 Days Tool: Growth/Control Relationship Graph
As your team member learns new knowledge and skills, they will grow and develop and require less management oversight and control. Adjust the degree of management control based on the individual’s performance and progress. For example, if a new team member’s performance begins to decline, adjust and exert more management control. Regular accountability sessions provide new team members with feedback and valuable consultation and are a necessary component of the 100-Day Action Training System. When the new team member has demonstrated desired performance and when you become more confident in their knowledge and ability, begin to relax into a routine of less frequent management control. For example, you may start the “weaning” process around 60 days into the relationship. Use the Growth/Control Relationship chart to determine where you are in the process of developing your new team member. Ask yourself… “Is my new team member showing growth? Should I loosen my management control? What should be happening, according to the chart? Am I on track? If not, what needs to happen to get on track?” RSTLM: Tools to Strengthen Market Center Leadership

The First 100 Days Tool: Closed Loop Training Model
1. 2. 3. 4. 5. 6. 7. Closed Loop Training Closed Loop Training is about following a sequence of steps to ensure that each learning experience is set up properly, monitored, supported, and evaluated. Following this model, your team member will have the opportunity to … Develop a New Plan: Training begins with a new plan for how to do a task. The plan might include an outline of steps in a process or notes about key points. Receive Training Input: Your team member will receive and absorb information on how to do a task. For example, they may attend training, watch a video, or review material, etc. Take Action: Your team member will implement what they have learned. They will put it into action. Measure Output: Your team member’s performance output must be observed and measured. Receive Feedback: It is important for your team member to receive feedback on the quality of their results. This consulting opportunity is essential to the process. “What happened?” Schedule regular feedback sessions with your team members. Evaluate: The Evaluate step involves assessing the success of the training (learning experience). What did you learn? Was this learning approach effective for you? Reinforce/Change: The Reinforce or Change step is crucial. The trainer must determine whether this training should continue on the same path, if it should be modified, or if it should be stopped. The cycle begins again with a new action plan. You’ll get the best results when you follow through and complete the steps in the Closed Loop cycle for all training initiatives. Note: The Closed Loop Training Model is more than a simple model to be used during a single meeting. The model provides a mindset of continuous learning and improvement and provides a language to use to operate. It can be envisioned as an upward spiral that gets taller and closer to the goal as it cycles around and around. The size of the cycle narrows as it gains height, signifying that the cycle is processing faster and getting ever more focused and precise. RSTLM: Tools to Strengthen Market Center Leadership

Identify Training Topics
Target Outcomes: Identify scope of topics to be included in in personalized action training plan. Your first step is to identify the scope of the topics to be included in the Personalized Action Training Plan. Best practice tells us that the following topics are the most important to address in the first 100 days: Market Center Orientation Presenter: briefly list a few of these, ask the audience to shout out some of the elements on their plan. Keller Williams Knowledge History Culture (MVVBP) Goals Organizational Charts Policies and Guidelines Real Estate Industry and Local Market Knowledge Attitudes and Beliefs Six Attitudes of a High Achiever WI4C2TS Achievement Habits Time Management Goal Setting Accountability Job-Specific Knowledge and Skills Key Areas of Accountability Key Tasks RSTLM: Tools to Strengthen Market Center Leadership

Identify Training Topics
Tools: Key areas of accountability and key tasks Use these to identify training topics for your new team member The Key Areas of Accountability and Key Tasks are the Job Description. The key areas of responsibility are fairly standard. You may, however, find that you need to customize or personalize them at the task level. Remember to document tasks that are specific to your office and your local market. This document serves as an expectation-setting document. Review the document with your new team member and get agreement on what will be expected of them in this role. A blank form is included for roles that have a variety of responsibilities based on the Market Center’s specific needs, like Director of First Impressions (DOFI) or Assistant MCA. If you have a written Job Description for the positions in your Market Center, and these Key Areas of Accountability and Tasks are not part of it, you should consider adding these pages to the Job Description for the appropriate job title RSTLM: Tools to Strengthen Market Center Leadership

Identify Training and Milestone Tasks
Target Outcomes: Prepare a plan of activities Sequence training topics in a custom/personalized 100 day program RSTLM: Tools to Strengthen Market Center Leadership

Identify Training and Milestone Tasks
Tools Identify training activities and key milestones to accomplish during the first 100 days It is your responsibility as a leader to prepare a plan of activities that will give your new team member the tools they need to do their jobs well and independently. The First 100 Days Models indicate the type of learning resource to use for the learning activity. (Online Training, Classroom Training, Reading, MAPS, etc.). Each model is also organized into periods (130 days, 3160 days, and 61100 days). Also, notice that they are organized as checklists, so you can check off activities and courses as they are completed. Use the First 100 Days Models as a starting point to design a Personalized Training Development Plan for your new team member. Remember to consider the extensive training and coaching resources provided through KWRI and your Region. Also, remember that people learn in different ways. Begin to think creatively about how best to share this knowledge and skills with your new team member. Passing out written documentation or lecturing from a soap box is not always the most effective strategy! What learning assignments can you develop that will get your team member out into the places where this knowledge actually lives and has meaning? How can you create opportunities for self-discovery? RSTLM: Tools to Strengthen Market Center Leadership

The KASH Talk Strengthen your relationship Target Outcomes:
Close the training loop Identify areas or growth/challenge for specific job competencies Identify how you can help enhance the learning experience Strengthen your relationship Close the training loop —get feedback on your team member’s training progress and the effectiveness of training assignments. Identify areas of growth (or of decline/challenge) for specific job competencies: Knowledge, Attitudes, Skills, and Habits. Identify how you can help enhance the learning experience, offer assistance, etc. Strengthen your relationship with your new team member—touch their hearts, not just their heads. RSTLM: Tools to Strengthen Market Center Leadership

The KASH Talk Tools: KASH Model Knowledge Attitudes and Beliefs Skills
Habits Knowledge Knowledge is the what, how, and why of any job. It is the basis of enthusiasm and confidence. No one can function at their desired performance level without it. Knowledge is the fuel for this desired performance and productivity. 2. Attitudes and Beliefs Attitudes and beliefs affect all actions and levels of production. If you want a person to modify their behavior and/or productivity, you must address their attitudes, beliefs, thoughts, and feelings. 3. Skills An individual needs certain fundamental job skills to perform with excellence. Ideally, skills need to be learned both in a structured learning setting (such as a classroom) and through practical experience. Both are essential for people to retain their skills: “Use it or lose it.” 4. Habits The long-term goals we seek with Action Training are habits that produce desired productivity. Successful habits of high performance are developed through repeated behavior in environments that support and reward that behavior. Habits can actually develop rather quickly, through repetition. How easily a habit is acquired depends on two factors: Time increases when a “bad” habit must be unlearned first. For example, if a person is habitually late, they may struggle with becoming a habitually punctual person. Learned habits are complex. Some habits are easier to learn than others. For example, learning to habitually check voice mail first thing in the morning may be easier than learning to habitually use a new script, especially if the person is used to talking off-the-cuff. RSTLM: Tools to Strengthen Market Center Leadership

The KASH Talk Tools KASH worksheet
Hold feedback sessions regularly using the KASH Worksheet The Action Training Plan you will create is structured around the key competencies that are required for the job position you are training: Knowledge, Attitudes and Beliefs, Skills, and Habits. Throughout the Action Training Plan, you will hold feedback sessions with your new team member to discuss what they are learning—what knowledge, attitudes, skills, and habits they are developing. The KASH Talk Worksheet provides you with a set of questions to shape the dialogue and the experience of this powerful feedback meeting. Ideally, in the beginning, these sessions will occur weekly, but as your new team member demonstrates competencies, you may be able to hold these sessions less frequently and they will move more quickly. In these sessions, you will assess your team member’s progress, listen to their concerns, and address their requests for assistance. Closing the Loop You will also be able to close the loop on the effectiveness of particular training assignments. What’s working and what’s not? As suggested in the Closed Loop Training model, you will evaluate the learning experience and determine whether this training approach should be continued, modified, or stopped. RSTLM: Tools to Strengthen Market Center Leadership

The 4-1-1 Session Target Outcomes:
Review prior week's activities and progress toward goals Set next week’s goals and activities Consult with team member to close the loop Strengthen relationship Goal setting with the Keller Williams tool is likely a familiar practice for most of you. This tool is used a bit differently in Action Training. Our focus in this training is on your first 100 days with a new team member. We use the as an accountability tool to capture the weekly and monthly training and job activities for the first 100 days. RSTLM: Tools to Strengthen Market Center Leadership

The 4-1-1 Session 4-1-1 Goal Worksheet Tools:
During the first 100 days, use the tool to document learning and performance expectations for each month and week—track short-term goals only, specifically tracking the training and learning activities that move a new team member toward increased competence and confidence so they can behave on an independent, productive level. RSTLM: Tools to Strengthen Market Center Leadership

Red Light/Green Light Evaluation
Target Outcome Evaluate team member's fit for the job Address concerns/stop (red light) or Reinforce/continue Action Training (green light) As a leader, you will also be expected to evaluate your new team member’s overall fit for the job, the office, the culture, and the goals of the organization. During the Action Training Plan, you will observe, gather feedback, and analyze your new team member’s performance. Take the time to write down your thoughts about the new team member’s progress. These questions are things that you have to consider while you’re developing a new team member. Systematizing this process helps to ensure that we are not skipping any important steps. RSTLM: Tools to Strengthen Market Center Leadership

Red Light/Green Light Evaluation
Tools: Red Light/Green Light evaluation worksheet Take the time to write down your thoughts about the new team member’s progress. These questions are things that you have to consider while you’re developing a new team member. Systematizing this process helps to ensure that we are not skipping any important steps. RSTLM: Tools to Strengthen Market Center Leadership

Lead Motivate Tools

Goals, Priorities, Strategies
Target Outcomes: Specify the goals and priorities for your organization Bring focus to your leadership activities Reinforce/continue Action Training (green light) The GPS Business Plan is a tool to help you identify your path to a Big Goal. It should be concise enough that you can memorize it, and precise enough that it is your to-do list. Are any of you familiar with the ? The GPS is a shorter version of that tool. The GPS can also be thought of as your personal “Goal Planning System.” What is an example of a Big Goal that you would create a GPS for? (Maybe pretax owner profit of $300,000, or increasing the percentage of listings in the Market Center to 60%, or increasing the percentage of people in the Market Center who are receiving Profit Share to 65%, etc.) Success Indicators Team knows and understands the yearly goal. Team buys into the goal. You have the organizational priorities to which you can align your team’s personal career goals. RSTLM: Tools to Strengthen Market Center Leadership

Goals, Priorities, Strategies
Tools: 1-3-5 Goals, Priorities, Strategies (GPS) 1 Big Goal or Outcome Objective 3 Major Priorities for that Goal 5 Strategies to Achieve Each Priority The Goals, Priorities, Strategies (GPS) Business Plan is just like its popular, navigational acronym counterpart. In order to successfully lead your team, you must know where you’re leading them. The GPS Business Plan is a tool to help you chart your path to achieving a Big Goal, a place you and your team may never have been before. The GPS Business Plan includes a Big Goal, three major priorities that must be accomplished to achieve that goal, and five strategies to achieve each priority. RSTLM: Tools to Strengthen Market Center Leadership

Monitor Critical Path Dials
Target Outcomes: Complete the necessary actions to achieve pre-set objectives Qualitatively indicate how well activities are completed There are three to five activities that are most critical to achieving any preset objective—they’re the 20 percent associated with that objective. RSTLM: Tools to Strengthen Market Center Leadership

Tools: Critical path dials worksheet Use the worksheet to set the dials for the roles you choose Critical path dials could be: The number of recruiting calls The number of training classes Profit as a percent of GCI Expenses as a percent of Company Dollar The Market Center’s productivity ratio The number of personal notes written weekly Or even morale Point out that the measurement could be a number, a percentage of a goal, or dollars. When do you set (or reset) the dials? As needed. You could set (or reset) the dials after a GPS or Action Plan, a market shift, the growth of your team members’ skills, maybe after Mark Willis sets a goal at Family Reunion or Mega Camp … RSTLM: Tools to Strengthen Market Center Leadership

Tools: Critical Path Over Time Jan Mar May July Sept Nov Feb April June Aug Oct Dec max avg min 6 8 10 You can stretch the critical path out over time to monitor progress. This allows you to gauge the quantity and quality of an activity. It gives you, the leader, a clear sense of how the team is doing, when you need to get involved, and when you need to adjust. As a leader, you will want to get involved when the critical dial is reading above the maximum probable or below the minimum acceptable. If the number is above the maximum probable, examine why. Have your team members’ skills improved to the point where you need to change what is probable? Or are they letting other responsibilities go, while they focus on this one task? Are they exemplifying good focus, or is it an issue that must be addressed? If the number is below the minimum acceptable, find out where the activity is breaking down. Is the activity still a priority? Have other tasks gotten in the way? Is it a skill issue? Are they in the wrong position? RSTLM: Tools to Strengthen Market Center Leadership

Quadrant View Target Outcomes: Objectively evaluate team
Determine productivity and potential Quadrant View is a basic tool that can help you objectively evaluate your team. When you feel the cohesiveness of your team lagging, or if the group is not meeting its preset objectives, pull out a sheet of paper and quickly sketch out four quadrants. Then think about the productivity and potential of each team member and decide where they fall. This tool forces you to clearly see how each individual is functioning in relation to their potential and to the rest of the group. It helps you to see how you can respond RSTLM: Tools to Strengthen Market Center Leadership

Quadrant View Potential Productivity High Potential, High Productivity
Tools: Potential High Potential, High Productivity High Potential, Low Productivity Low Potential, High Productivity Low Potential, Low Productivity Remember, this is about potential in a particular job. A person with low potential in one job might be awesome in another job. Low potential, high productivity could be an example of someone doing things that the organization needs, but it’s not appropriate for them to be doing those activities. For example, what if you have a Team Leader who is great at making all of the agents in a Market Center feel loved and appreciated, but can’t recruit? If this person has low potential as a Team Leader, you may consider moving this person into another role or coaching them into another career. This dialogue has to be open and caring-not judgmental. Productivity RSTLM: Tools to Strengthen Market Center Leadership

Performance Wheel Target Outcomes: Construct an achievement team
The Performance Wheel illustrates the elements necessary for optimal performance. Use the Performance Wheel as a tool in constructing an achievement team by making sure that each team member has each element at a level 10. When they do, they’ll be in the Performance Zone. They’ll be self-managed talent performing at a high level. RSTLM: Tools to Strengthen Market Center Leadership

Performance Wheel Attitudes Authority Responsibility Knowledge Skills
Tools: Attitudes Authority Responsibility Knowledge Skills Habits 10 Think of each spoke in the wheel as a 1–10 scale with 1 being weak and 10 being strong. A team member’s performance is limited by the weakest element in their Performance Wheel. If they have a poor attitude, for example, that spoke is short. They’re running on a flat tire. With a poor attitude, they’re not going to take on and accomplish a big project to your high standards. Same thing if they don’t have the authority to accomplish a project they’re responsible for overseeing. RSTLM: Tools to Strengthen Market Center Leadership

ID the Issue/Outcome Framing
Target Outcomes: Uncover the real problem Put focus on solutions One goal of effective leadership is to anticipate issues and problems and address them before they become crises. Great leaders lead by objective, not crisis! However, even with proactive leadership and planning, issues will still arise. When you ID an issue, what you’re really doing is making sure that your resulting Action Plan attacks the problem catalyst. You’re moving beyond symptoms. RSTLM: Tools to Strengthen Market Center Leadership

ID the Issue/Outcome Framing
Tools: Excellent questions Tool What do you think the real problem is? What do you want? When do you want it? How will you know that you have it? When you get what you want, what else in your life will improve? What resources do you have available to help you with this? Etc. Once you ID the Issue, and you know what you’re working with, you and your team members have the opportunity to select your focus—you can focus on the problem or you can focus on the outcome. Be reframing the focus on goals, people feel empowered, cooperative, and collaborative. They’re often willing to confidently jump in with creative solutions. Typically, all players feel energized after this type of discussion RSTLM: Tools to Strengthen Market Center Leadership

Putting the Tools to Use
Where can I find these tools once I’m back at the office? On the Toolkit tab at kwu.kw.com/recruitselect kwu.kw.com/actiontraining kwu.kw.com/lead/motivate RSTLM: Tools to Strengthen Market Center Leadership

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KWFR14 4/1/2017 1:53:26 AM Thank You! Please complete an evaluation form found in the back of your program guide. KWFR14 Large Text #2. To download a free copy of this presentation, GO TO: © Keller Williams Realty, Inc. 2014

Keller Williams Family Reunion 2014
KWFR14 4/1/2017 1:53:26 AM Keller Williams Family Reunion 2014 Theme Look #1 for General Session and Breakout Meetings. © Keller Williams Realty, Inc. 2014

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