While hiring staff to take on tasks you’re not the best at is a common way to grow a team, it can be incredibly expensive to hire a task that you haven’t mastered yet. Here’s what to consider before opting to “hire” him.
“Can’t I just hire someone do this for me? ” The answer is no.
While I know there are numerous ways to implement leverage, and technically speaking, you could also say that there are several “right” ways to do it, Kate Simon, our senior sales advisor, and I have a specific philosophy on leverage that such Once you don’t align yourself with the popular “if you don’t want to do it, hire it!” mantra.
While the “hire” mantra isn’t bad, in and of itself, it’s incredibly expensive to hire a task that you haven’t mastered yet, and more importantly, it doesn’t fill the leadership gaps that are present when someone hasn’t. . totally dominated all aspects of his business.
So, let’s talk about why the “If you hate it, rent it” method might not be the best long-term solution to a problem.
1. Training takes longer, which means it takes longer for results to appear.
It takes longer because you are not 100% sure how to make them teachers, so you spend more time “reading the manual” on what to do rather than teaching them what you know works.
Rather than looking with hands-on experience to guide them to your system, you are relying on a third party to translate your vision and message, which may not always be fully translated. You also won’t always know what to look for in a training opportunity.
2. A “bad hire” could stay longer than they should.
One of the most common questions I ask agents when they tell me they have a bad hire is: “Is the hire bad? Or the training is not marked? “
That question will sometimes give an unfortunate answer of “what training” and I’m not going to get into that right now, but if you’re not sure how to train them (because you’ve never mastered it yourself), that hiring is going to last longer, which will cost you more.
The point is, when you yourself are a master at the task, delegate, you are 100 percent sure whether or not someone will “get it” generally within 45 to 60 days, provided there is a correct training plan in place.
3. Leverage without dominance is a sure way to get ‘caught with your pants down’
When the business changes and inevitably changes, that means the plan of attack must also change. And as long as it’s a role that you’ve mastered yourself, you’ve likely mastered how to maneuver traps as well, because that’s part of mastery.
Once you have mastered it yourself, you will also have mastered how to adapt, where to adapt, where to problem solve and improve. If you’re just connecting and playing from someone else’s playbook, that playbook is only good for the moment it worked for someone else. However, it does not teach you adaptability and flexibility with the plan.
When we lack the ability to think critically when “plan A” is not working, we call it a bad hiring or a bad plan, and find another solution instead of fixing what is broken.
4. Leverage without dominance is expensive
Look, I understand that hardly anyone wants to pick up the phone and make a cold call. Totally clear on that. But hiring it before you master it yourself means that you are spending time waiting for someone to do something that you haven’t actually done before, which personally makes me cringe a bit, which brings us back to points 1 and 2. It is leverage only if you have done it yourself.
When I asked one of the best trainers in our business, Kate Simon, what she thought about this, she replied, “It is a luxury to pay someone else to do something for you. I can take advantage of my clothes because I know how to wash them. But when I take advantage of a private chef to cook my dinner because I don’t know how to cook (I know), it is a luxury. “Can your company afford this luxury?
5. Disjointed vision can cost you current clients and future referrals
This is one of the most important. Suppose you are swimming in money and don’t care about your P + L. Suppose you hire us or someone downright to to train your team of internal sales agents. Suppose you use all the resources you have to avoid doing what you could have learned to do.
During my conversation with Kate, she brought up the following thought: “At the end of the day, how are we going to adequately communicate the mission, vision and values of our team if we haven’t put ourselves in their shoes? How are we going to know what kind of service our buyers deserve if we haven’t screwed it up a few times first? “
Showing properties and responding to emails or searching for new offers is more than just following a checklist. At some point, these things we do every day become who we are. They become the lifeblood of our business.
And we must be incredibly protective of who has that same soul. How will you know who is right for your clients if you have never played that role?
So in short, it’s a firm belief of mine and Kate’s that we only tap into once we get the hang of it ourselves first. Maybe it doesn’t need to take years, maybe it doesn’t need to take half a year. But there should never be a role being delegated before we roll up our sleeves and look under the hood first.
I want to see you win at what you are asking someone else to do. Not only because of their credibility and respect, but because of their trust in you so that you know when you have a “good egg” or a “bad egg.”
We can take shortcuts throughout the business. But if we cut enough corners it just turns into a circle and we end up right where we started.