Spread an Idea; Be a Leader

The market for something to believe in is infinite.

 

Everyone isn't going to be a leader. But everyone isn't going to be successful, either.

Success is now the domain of people who lead. That doesn't mean they're in charge, it doesn't mean they are the CEO, it merely means that for a group, even a small group, they show the way, they spread ideas, they make change. Those people are the only successful people we've got.

Giving - What is the role in business?

It is more blessed to give than receive. Ironically, when you give you receive twice! Once in the joy of giving and another when others return the favor. What are some ways you give; to your community, clients, friends and family? For whom do you act as an elder, mentor or cheerleader? What about your clients? Do you find, like I do, that giving without thinking about receiving brings immeasurable rewards?

Reminds me of the book: The Go-Giver: A Little Story About a Powerful Business Idea by Bob Burg and John David Mann.

Lessons From the Wild

Lesson 1 - Don't Be a Peacock

During the mating season, the male peacock wins over the female by displaying a shimmering spectacle of gold, green, blue, bronze and purple tail feathers. Though these feathers look multicolored, they are actually brown. Each feather is made up of thin transparent layers of keratin and melanin pigment that have grooves and ridges that catch and splinter the light. Light is reflected back in a dazzling array of copper, bronze, gold, blue-green and violet. Like the colors in a soap bubble, the colors in a peacock fan are pure illusion.

The peacock is of all birds the most proud, and indeed his body and feathers are beautiful. When he walks about he admires himself greatly, but when he looks down and sees his feet he gives out a loud cry, for they are very ugly.

I liken the peacock's enjoyment of his beauty and the success it has afforded him with the opposite sex to that of a real estate professional today. Just as the peacock cries out when it sees his ugly feet, so will the man cry out when he sees the illusion of a foundation beneath.

Don't Puff-up or Blow Smoke

Success in the market place is determined by a positive perception of you and your company. What perception does our customer perceive about us and our business? Are their perceptions consistent with what we desire them to think and feel? What are some ways we can guard and guide the client's perception? Never puff-up or blow smoke. Instead be authentic, be you...quirky, silly, real. We like working, playing and doing business with folks who are 'real'. Real people feel trustworthy and crediable.

Next blog let's talk about the 5 C's of Creating a Positive Perception.

Heart of a Race Horse?

All thoroughbred horses slow down after running a quarter-mile. But in 1972, a horse named Secretariat provided the exception to that rule. He actually ran faster with each succeeding fraction after the first quarter-mile. His freakish record was due to the fact that he had a heart larger than the average racehorse.

The average thoroughbred racehorse's heart is 8.5 pounds. After his death, Secretariat's heart was found to weigh 22 pounds. That is probably the secret to wining long races. It has been often said that success is 25 per cent hard work and 75 per cent heart.

The bigger your heart the better your chances are of sustaining momentum through stretching distances. And even if you have faltered in the middle, don't worry, there is such a thing called a second wind.

Take the Bite Out

A farmer wanted to buy a hunting dog for his son. There were two for sale in a nearby town. The first seller told the farmer he was asking $300 for his bloodhound, non-negotiable.

The second seller told the farmer about his bloodhound, long before he mentioned a price or asked for a commitment. He said the puppy was from a long line of champion bloodhounds, well-known in the area for their tracking skills. He brought out the puppy's mother and explained that she was like a member of the family.

The man went on to tell the farmer that he wanted the farmer's son to try out the puppy for a month before he made a decision. He offered to provide a kennel and a month's supply of food. Finally, he said, at the end of 30 days, he would drive out to the farmer's house and either take back the puppy, or ask then to be paid.

Which puppy do you suppose the farmer decided to purchase for his son? Obvious isn’t it? When risk is reduced it is much easier to commit.

We feel safer when a product or service comes with a guarantee. As real estate practitioners we are entrusted with one of the biggest decisions one will make.

What can you do to reverse or reduce your buyer or sellers sense of risk?

I know a realtor who offers a 12-month guarantee. If the buyer is unhappy with their new home he will buy it back no questions asked. I recall a broker who did something similar with sellers. He guaranteed the seller if the home did not sell within a certain time frame his company would buy it.

Big guarantees and reversal of risk create big decisions and great rewards.

Duck, Duck, Goose!

Two sons work for their father on the family's farm. The younger brother had for some years been given more responsibility and reward, and one day the older brother asked his father to explain why.

The father says, "First, go to the Kelly's farm and see if they have any geese for sale - we need to add to our stock."

The brother soon returns with the answer, "Yes they have five geese they can sell to us."

The father then says, "Good, please ask them the price."

After some time, the son returns with the answer, "The geese are $10 each."

The father says, "Good, now ask if they can deliver the geese tomorrow."

The son returns with the answer, "Yes, they can deliver the geese tomorrow."

The father asks the older brother to wait and watch, and then calls to the younger brother in a nearby field, "Go to the Davidson's Farm and see if they have any geese for sale - we need to add to our stock."

The younger brother soon returns with the answer, "Yes, they have five geese for $10 each or ten geese for $8 each; and they can deliver them tomorrow - I asked them to deliver the five unless they heard otherwise from us in the next hour. And I agreed that if we want the extra five geese we could buy them at $6 each."

The father turned to the older son, who nodded his head in realization - he now knew why his brother was given more responsibility and reward.

What responsibilities and rewards are you ducking?