What essential skills should a good real estate sales manager have?
A top real estate sales manager needs to be a jack-of-all-trades.
They've got to have emotional intelligence, flexibility, and know how to strategize to keep their team thriving regardless of market conditions.
Mike Schumm from Profytz Coaching - he's a Business Development Consultant - really nails it when he says a sales manager's success comes down to how well they can connect with and understand each agent on their team.
Emotional Intelligence:The Foundation of Effective Sales Management
Mike's spot on about emotional intelligence being crucial for sales managers.
You're dealing with all sorts of agents, so you've got to be able to read people, figure out what makes them tick, and adjust how you motivate and communicate with each one.
It's all about building those relationships and keeping the team working together smoothly.
As a manager, you need to know when to be straight-up with someone and when to take more of a coaching approach.
It's a balancing act, for sure.
This ability to read people and situations is the base for everything else you do as a sales manager.
It helps you handle all the crazy team dynamics and create an environment where your agents can really shine.
The Value of Relationship Building
Building real connections with your agents is invaluable.
It's how you get them to trust you and commit to the team.
Mike's got a great tip for new sales managers - spend your first two to four weeks really getting to know your agents.
What drives them?
What are their goals?
It might seem like a lot of time upfront, but trust me, it pays off big time.
Your agents are way more likely to respect you and listen to what you've got to say if they know you've taken the time to understand them as people.
But here's the thing - you can't just be their buddy.
Mike puts it perfectly: "they know when they have to be firm, right? When someone's not following a standard or core value, the relationship part kind of ends and you have to be their boss."
Finding that sweet spot between being supportive and laying down the law? That's what separates the good sales managers from the great ones.
Tailoring Leadership Styles to Agent Personalities
Mark Roberge's book "The Sales Acceleration Formula" breaks down salespeople into three main types.
As a sales manager, you've got to know how to work with each one:
High D personalities (drivers and lone wolves): These are your phone warriors. They crush it with objections and they're perfect for tasks like calling expired listings.
High expressives: They might not be as strong on the phone, but put them face-to-face with a client? Magic. They build rapport like nobody's business. Open houses and client meetings are where they shine.
High S personalities (organized and process-oriented): Give these agents a system to follow, and they'll run with it. They love consistency.
A smart sales manager knows how to spot these different types and puts them in positions where they can succeed.
If you try to force an agent into a role that doesn't fit their personality, you're asking for trouble.
They'll get frustrated, maybe even quit.
Knowing your agents' personalities is just the start, though.
The real challenge is using that knowledge to push the whole team towards the company's goals.
Once you cut the check and hire for this position it doesn’t solve all your problems, now the real work needs to start and you need to dig in and work alongside and develop them.
Aligning Agent Goals with Company Objectives
Mike's got it right when he says a sales manager's main job should be helping each agent hit their personal goals.
It's not about forcing company targets down their throats.
If you understand what drives each agent and help them succeed, you create this awesome alignment where everyone's working towards the same thing.
Like Mike says, "if they all achieve their goal, we hit the company goal."
This approach makes agents feel valued and supported, and that leads to better performance and loyalty.
This alignment between what agents want and what the company needs creates a powerful team dynamic.
But to guide your agents effectively, you need to know the real estate business inside and out.
The Significance of Real Estate Sales Skills
To earn your agents' respect and trust, you've got to know your stuff when it comes to real estate sales.
As agents get more experienced, they're looking for managers who've been in the trenches.
They want someone who can help them with tough clients or high-stakes listing appointments.
A sales manager with solid real estate experience can be that "deal doctor" for their agents, offering real-world advice and strategies.
Leading by Example
You want to build credibility with your team? Get in there and work alongside them.
Go with an agent to that big listing appointment.
Make recruiting calls with your team.
As Mike points out, "most people lead by example or they follow. I should say other humans, they don't really listen to other humans."
When you model the behavior you want to see from your agents, that's when you really start to guide and inspire your team.
Maintaining Consistency in a Changing Market
Real estate's a rollercoaster.
The market's always changing, and that can really mess with your agents' heads.
A good sales manager needs to be that steady rock for their team.
Mike nails it when he says, "They've got to be that rock of consistency that the team knows who's showing up every day, kind of what their energy level will be, their personality type."
When you're consistent, your agents feel secure.
They can focus on their goals, even when things get tough.
Promoting Positivity and Optimism
Being consistent is huge, but you've also got to keep things positive.
It's easy to get caught up in all the negative news and market predictions, but a great sales manager finds the opportunities in every situation.
You've got to be the one bringing the good news, keeping your agents motivated.
That's how you help your team push through the tough times and come out stronger on the other side.
Enforcing Standards and Maintaining a Strong Team Culture
Creating and enforcing standards is crucial.
It sets the tone for your whole team.
But Mike's right when he points out that a lot of teams struggle with this.
They're afraid of losing agents and not having enough people to handle leads.
But here's the thing - if you let underperforming agents slide, it poisons your whole culture.
The rest of the team starts to slack off too.
Mike's advice is solid - prioritize culture fit and performance over short-term lead coverage.
If an agent consistently misses the mark or doesn't fit with your team's values, you've got to address it.
Yeah, you might have some gaps in lead coverage for a while, but in the long run? You'll build a stronger team and attract better agents.
Proactive Recruitment and Talent Development
To handle turnover and keep your team strong, you've got to treat recruitment like an ongoing process.
Think of it like a hockey team always looking to improve their roster.
You should always be on the lookout for talented agents who could join your team.
Build relationships with potential recruits, keep a strong bench, and you'll be ready when someone inevitably leaves.
But it's not just about bringing in new talent.
You've got to develop the talent you already have.
Like a great sports coach, an exceptional sales manager knows how to bring out the best in their agents.
Provide targeted training, give them chances to practice, and support each agent's growth individually.
The Importance of Effective Training and Learning
Mike makes a great point about the difference between giving information and actual learning.
Yeah, training classes are important for delivering info, but real learning happens when agents get to apply what they've learned.
As a sales manager, you need to create opportunities for your agents to roleplay scripts, practice open houses, and use new skills in real situations.
Slow down the training process.
Make sure your agents have really mastered one skill before moving on to the next.
This approach, combined with ongoing support, helps agents internalize new knowledge and actually use it in their daily work.
Parting Thoughts
Being a sales manager in real estate is tough.
You need emotional intelligence, adaptability, and strategic thinking.
We've covered a lot of ground here - from building relationships and adapting your leadership style, to staying consistent in a crazy market and enforcing team standards.
Focus on these areas - relationship building, personalized leadership, industry expertise, leading by example, consistency, positivity, culture maintenance, proactive recruitment, and effective training - and you'll create a high-performing team that can handle whatever the market throws at them.
Each of these elements builds on the others, creating a comprehensive approach to sales management that addresses the needs of both individual agents and the team as a whole.
