Make More Money, Find More Clients, Close Deals Faster

The Canadian Real Estate Agent's Essential Business Guide

Claude Boiron

• Publisher: Wiley
• Year: 2013
• Print ISBN: 9781118008041
• eBook ISBN: 9781118018804
• Edition: 1
• Topic: Business
• Subtopic: Real Estate
• Index: Business

Everything you need to know to succeed in the real estate business, as an agent, broker, or seller

Make More Money, Find More Clients, Close Deals Faster illustrates why and how real estate agents need to change the way they do business to better serve their clients, spend resources more wisely, and make more money. The real estate industry is notorious for eating up a real estate agent's time, energy, and money, but many of the inefficiencies are of their own making. As a result, the client suffers from poor and uninformed service.

This book provides a new business model for agents that shows how to sell more property, in less time, and develop client relationships that will continue over time, as well as a model for the broker, who can increase the brokerage's revenues through the use of professional development strategies from the book.

• Shows brokers how to provide better customer service, improve profits and return on investment, and take full advantage of social networking to advertise and attract new clients
• Written by Claude Boiron, coauthor of Commercial Real Estate Investing in Canada
• One of the few guides to the subject written particularly for the Canadian real estate market

Make More Money, Find More Clients, Close Deals Faster is of value to real estate boards educating new members, academics, as well as agents, brokers, and sellers themselves.

Part I

The Business of Real Estate

Chapter 1

Is Real Estate for You?

I'm a realtor.

I absolutely love what I do for a living. There are very few professions where you can be a combination of entrepreneur, salesperson, friend, adviser, negotiator, and dealmaker, and also be able to draft contracts, while having the freedom to create your own schedule and the potential to earn a substantial income. If you bring the right attitude and discipline to the table, even if you are not a natural salesperson, the job of being a realtor can provide a great deal more for you than you can imagine—both financially and in terms of lifestyle.

I don't believe in mincing words, so I'm blunt from the beginning of this guide to the end. My hope is that this book enables realtors to think about how they can improve in their career, be motivated to aim higher, and earn more money. At the same time, I also hope that some who read this book realize that selling real estate is not what they truly want to do. This reality check is better not only for them personally in the long run, but also for the industry as a whole. As in any profession, those who are not as professional and motivated as the rest can have a deleterious effect on the whole.

The real estate brokerage industry in Canada is in trouble, and has been for a very long time. There are three reasons that I make this statement. First, the general public perceives realty as a profession to be only a notch above politicians and used-car salesmen when it comes to values such as honesty and integrity. Increasingly, consumers are becoming polarized regarding realtors. Some people believe we're practically worth our weight in gold (and some of us are!). However, others think: “I'm just as smart, or smarter, than any realtor. I'm quite capable of putting a sign on my lawn to let people know my house is for sale. And now that the Multiple Listing Service (MLS) is open to the public, I can list my property on MLS. How hard can it be to arrange and host an open house? Put out some coffee and tea and a few doughnuts—what's the big deal? I know my property better than anyone, so I can present it in the best possible light. And I'm going to keep thousands of dollars I'd otherwise be paying in commissions.” How is it that our profession has failed to inspire confidence and standards in the public we serve? This must change.

Second, because most people who have some degree of literacy can take the necessary courses and pass the certification exams to become a realtor and broker, it is not too much of a challenge to start one's own brokerage. In my view, there are many brokerage owners who should not be running a brokerage. They lack business skills and training. They don't understand that they need to offer quality services and support to realtors in order to attract effective and high-quality agents. Less skilled realtors often choose to go with brokerages that offer them a very advantageous commission split (which I discuss in Chapter 2) or a low flat fee. So, the cycle of mediocrity is perpetuated, with the less qualified realtors making it possible for underperforming brokerage owners to stay in business. This must change.

Third, the bar for entry into the profession is set far too low. It has, in my opinion, always been too easy to enter the real estate profession, and despite governing bodies' efforts to increase professional and educational standards, little has changed. All of us are tarred with the same brush, and those who offer substandard service impact the reputation of the rest. This must also change.

I believe there are three categories of people who aspire to be realtors:

• People who do not know what they want to do in life or don't like their current jobs. These people have not properly researched what is required to become an excellent realtor who earns a good living and provides quality service that he or she can be proud of.
• People who have several family members or friends who either are, or shortly will be, in the market to buy, sell, or lease real estate. They figure they will be able to recoup the costs of becoming a realtor with the first deal or two they close, and make an easy $10,000 plus on subsequent deals, which they are certain they will get based on their friendships and family connections.
• People who see this profession as a serious commitment—one in which they will educate themselves above and beyond the minimum industry standards. They will strive to offer honest, top-notch service to their clients and will thrive because of word-of-mouth referrals.

In order to bring about the required change, there should be more stringent protocols and better training and education to initially qualify as an agent, and recertification courses need to be brought into the twenty-first century. It is beyond belief that realtors in this day and age are not computer savvy, do not know business communication etiquette, have poor (or even disastrous) writing skills, and lack the motivation to upgrade their skills and real estate knowledge. In addition, it should be a bare minimum requirement to be able to conduct business fluently in English or French (depending on one's jurisdiction) in order to negotiate with other agents and understand and explain contracts. This is not to suggest that business ought not to be conducted in other languages; we're a multicultural nation. But contracts are detailed and carry the weight of the law.

Along with the regulatory information that prospective realtors must prove they know, it would make sense to test their ability to speak, read, and write English (or French); soft skills such as effective communication and presentation skills; interpersonal skills; and basic real estate knowledge. If they are deficient in any areas, they should be required to take additional courses to be granted a licence. Another option would be to make the “articling” phase (currently the first two years after a person is allowed to practise real estate transacting in Ontario, during which time that person must complete a few more courses) a true articling period, as it is in the legal profession. Unlike the current articling period (where there is zero oversight required of a new realtor), a brokerage trainer, licensed broker, or brokerage manager should be required to oversee and guide a new realtor's real estate activities and further his or her training and professional development. The broker overseeing the new realtor should receive some continuing education credits for his efforts (and, of course, he would have a competitive advantage to recruit new realtors to his brokerage), but should be held accountable by having to sign off on progress reports. Again, it's difficult to see any drawbacks to employing a similar protocol to that of the legal profession, with its authentic articling requirements, or to that of engineers, who are employed under a P.Eng. while working toward their own P.Eng. designation. What incentive is there for the consumer to hire you to buy or sell a property—especially because you would be representing that consumer in what would likely be one of the largest financial decisions and investments of her life—if you have only a nominal amount of knowledge and basic skills to offer?

Qualities of a Top Realtor

You may aspire to become a skilled and accomplished realtor, but to reach that level you need to run through a character checklist similar to one a start-up business owner would use. Below is a self-assessment checklist, so you can do a self-evaluation; it is also imperative to ask family, friends, and colleagues to fill out an assessment of you as well. It is much better to arrive at the understanding now that realty is not the career for you, than to spend months, or in some cases years, becoming licensed, and investing a substantial amount of money and time learning the business, only to realize down the road what you should have recognized from the beginning.

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Self-Assessment Checklist

Do you thrive under pressure?

Can you maintain clear thinking and calmness while under pressure?

Are you an outgoing person?

Do you have a positive attitude?

Do you have good interpersonal skills?

Do you like working with or for people?

Are you comfortable engaging people with questions?

Are you a self-motivated person?

Are you a persuasive person?

Are you comfortable negotiating with other people?

Are you good at managing your time?

Are you an organized person?

Are you honest?

Is your relationship with your significant other (wife, husband, or partner) solid?

Are you a good listener?

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Are you stable and reliable, especially under pressure? During negotiations, for example, buyers and sellers are often stressed—even overwhelmed—and it is important for their realtor to show calmness, strength, commitment to their wants and needs, and compassion for the difficult aspects of being involved in a real estate transaction.

Are you outgoing and a people person? A successful realtor is always on the go. Just like any other self-employed person, you get out of your career only what you put into it. In order to achieve financial and personal success in this industry, you need to commit to having an ongoing positive attitude and always be thinking one step ahead—whether it is searching for a property, negotiating an offer, or even finding new clients.

I can't emphasize enough the importance of being personable. You are rarely selling a property in this business. Rather, you are constantly selling yourself and the qualities and the services you bring to the table—all without being obvious about it. I often say that if you can get a potential client to like you and feel comfortable with you, you establish a level of trust with that client.

Are you sales oriented and sales motivated? When selling a property, you need to be absolutely committed to the sale. There are open houses to attend, realtors calling you with questions, investigations to be done into the property, meetings with the seller, negotiations that are time sensitive, and so on. If you are someone who enjoys sales, you get through the process much more quickly and with less stress, and you are more likely to maintain a degree of work-life balance. People who are reward motivated tend to thrive in this type of work environment. Remember that there is no base salary flowing into your bank account every two weeks. You receive only what you earn for yourself, and that means you have to sell: sell yourself to prospective clients; continue to sell yourself as the right person for the job once you are working with buyers and sellers; sell a buyer on a property that is right for him, based on his requirements; sell your client's property quickly, for the highest possible price, and on the best possible terms; and sell yourself to your target audience on a daily basis.

For many realtors, work seldom stops. Rarely are they ever not busy. Whether you are attending a barbeque, on a cruise, or playing a round of golf, you can expect the topic of real estate to come up, and if it does, you should be ready to sell your knowledge and expertise on the subject—in a discreet way. Just remember that, in the end, selling is espousing someone else's interests or beliefs—with honesty.

Are you good at managing your time? Time management is one of the biggest make-or-break qualities in a realtor. Real estate agents work for themselves, so they rarely have a boss or manager asking if they've completed their to-do list before they leave for the day. This may sound contradictory, since I just said realtors are self-employed, but there are times when they are de facto employees, and even outside of those times, they answer to a broker of record or to an office manager.

Many agents, like myself, work from home. Do you know how easy it is to become distracted in your own home? Canadians watch the most YouTube videos per capita. You might not have gotten around to doing the laundry or grocery shopping the day before. Or, when you're feeling a bit under the weather, it is all too easy to stay in bed for just one day.

Assuming you are able to stay motivated, you still need to strike the right balance between marketing yourself and your listings, doing research for your buyers, scheduling open ho...

Table of contents

• Cover
• Title Page
• Copyright
• Dedication
• Foreword
• Acknowledgements
• Part I: The Business of Real Estate
• Part II: Representing the Seller
• Part III: Representing the Buyer
• Part IV: Setting Up a Network of Experts
• Part V: Tales from the Trenches
• Appendix A: Helpful Tools and Further Reading
• Appendix B: Glossary
• About the Author
• Index