The Power of Reason
Have you ever had a real estate agent look at you with a completely blank stare when you tried to explain why a referral fee is due on a client they have had for three years? Of course you have. One of the biggest challenges relocation director’s faces is trying to create a culture shift about relocation in the minds of agents and their leadership, particularly the agents who do not participate in the relocation program.
The key to making the shift is to get them to understand when we are not in the heat of battle over a referral fee. It took many, many years to achieve what I felt like was a general understanding and acceptance in the company I worked for of how referring and relocation works and why. I’m not saying I didn’t still have battles, but with the understanding and support of our leadership, my staff and I weren’t fighting the battle alone and the fights were few and far between.
When my daughter was a toddler, she never threw giant tantrums or did crazy stuff in public. Why? Because I reasoned with her. People underestimate the power of making a case to change behavior through a deep understanding of why they should do so. I learned a long time ago that if you can appeal to someone based on what is meaningful to them, it is much easier to get them to truly understand your message.
Change the perspective
People inherently have a WIIFM (what’s in it for me) attitude. It’s human nature. But if we can put them into the story and appeal to them at a different level, then we can make headway. I spent a lot of time crafting stories to help our leadership understand how relocation works. We have to give them the perspective of the transferee and of the corporation and of the relocation company and maybe even of the referring broker. Show them what everyone has to gain and lose. Saying ‘that’s just the way it is’, doesn’t work and the problem just keeps recurring.
Give them value
Helping agents understand relocation and referring is easier if we and our departments actually provide value. Do you ensure they get paid accurately and quickly if they send their outgoing referrals through your department? Do you handle all of the updates and let them be as involved as they want to be in broker and agent selection? When they find out their listing now has a referral fee attached, do you help them with the updates and paperwork? How can you go above and beyond to provide value that isn’t there if they do it on their own?
Be forgiving
Sometimes an agent’s first experience with relocation is rough. They find out that a listing or a buyer they have now has a referral fee attached. The first person they will go to is their branch manager. If you have educated and reasoned with your managers so they understand how relocation works and have them as an ally, then they can often deescalate the situation before you ever get the call. Having the branch managers as allies is a critical part of running a successful relocation department. They can ensure the agents take advantage of your services and when problems arise, work with all parties to everyone’s benefit. It’s all about give and take and sometimes every one has to share in the pain. Don’t rule with a heavy hand. I can’t tell you how many times I have called a manager and said. “I need your help.” That sets the tone for a collaborative discussion.
Know when to fight
When my staff would come to me with a situation, we would work together to strategize how to tackle the issue. What did we have to lose? What were the long term implications of our next steps? One of my favorite quotes is ‘don’t win the battle and lose the war’. Just because someone is demanding something, step back and determine whether it is fair or legal or bound by contract. Sometimes standing up for what you know is right (not necessarily the rule), is worth the battle as long as long term damage is not done.
Create a culture shift
When working with your leadership to get them on the relocation bandwagon, appeal to them where it is meaningful. Does your business give them a recruiting and retention tool? Does it help with the branches or company bottom line? Does it give them access to new clients they would have never had? Does it save time for them and the agents when they need to place a referral? Seek out the WIIFM equation and appeal to it.
If you need to make a culture shift, sometimes bringing in an outside ‘expert’ can help reinforce the value of your department by helping everyone buy into the reason behind your mission. It’s hard to undo perceptions once they are set. Bring in a facilitator to help everyone feel heard and understood and a part of the process and strategy going forward.
I am certainly not a perfect mother or leader, but by reasoning with people so they see what’s in it for them, it’s easier to succeed as a team.
“Never let the future disturb you. You will meet it, if you have to, with the same weapons of reason which today arm you against the present. “ ` Marcus Aurelius
