ow Do You Find Purpose In Your Work
by Ben Hess

Last week, I reminded you that agents usually have a larger, external purpose (outside their business) for which they’re working (ex. supporting their family, reaching a financial goal, helping a certain group of clients, etc.)

And multiple studies show a link between a sense of external purpose and high performance.

But what about having an internal sense of purpose? Does that matter too?

Of course, it does.

The individuals who are most productive tend to be those who are also finding purpose in their day-to-day work.

But how do you quantify something as nebulous as “finding purpose in their work?”

Researchers asked thousands of workers this question, and the feedback was surprisingly simple.

Here are the top two answers:

I feel a sense of purpose at work when I’m regularly accomplishing tasks.

I feel a sense of purpose at work when I’m creating value for my team or organization.

These down-to-earth responses beat out the more esoteric replies: doing work I’m passionate about; doing work that adds meaning to my life; and doing work relevant to the community.

When building a team, focus on the basics of defining tasks and demonstrating how those tasks contribute to the end goal.

When recruiting to your team, highlight how focused and engaged your existing agents are in their day-to-day tasks.

Topic:  Against All Odds: Growing During Challenging Times
Guest:  Steve Murray, Founder of Real Trends

In an email from executive coach Bill Watkins about the patterns he sees among business owners and entrepreneurs who overwork.

I know your struggle here. It’s easy to over-prioritize our businesses because we think it’s what our families need.

I’ve been there, trust me. And I lost, broke, missed, and paid dearly.

Is there an alternative?

According to Bill, there is a pattern used by the most driven, successful, and happy business owners.

They make a plan. Write down what you want and what it will take to get there. Review it frequently.

They put together a team. Going at it alone is not a business–it’s a death sentence. That’s not hyperbole. You don’t have to die to end your life—especially if you lose, destroy, miss, or break the very best parts of it.

They have a sounding board. Surround yourself with peers who you can vent to—people who can speak to what you’re going through rather than being threatened, frightened, or worried by it.

They make hard calls. Frequently say no to things that don’t lead to your long-term success. Protect your most valuable assets.

They make progress every day. You must take small steps in the direction of the life and business you want, and the person you want to become.

Whether you’re a business owner or a manager who acts like one (because you care so much), this is advice you need to hear.

Author Po Bronson reminds us of an old parable you’ve probably heard a few times.

There were three bricklayers who were all working on the same job.

When they get a break, one guy asks the other two, ‘Why are you doing this job?’

The first guy says, ‘I’m doing it for the wages.’

The second guy says, ‘I’m doing it for my wife and kids.’

The third guy looks up at what they’ve been building–a church–a place to get in touch with God. He says, ‘I’m helping to build a cathedral.’ 

Most people hear this parable, and they think the third guy has the right answer.

But that’s not the lesson being taught.

All three men have a sense of purpose—the cathedral is just a conduit for their purpose to be realized (self-sufficiency, family, or spirituality).

They’re all good. They’re all “right” answers.

The real lesson of the parable is this: Notice that no one answered, ‘I just love laying bricks.’
 
Agents usually have a larger purpose that inspires the work they do.

Your job as a recruiter is to uncover your prospect’s true purpose and then help them see how working with you will enable them to flourish more in that purpose.

Author and serial entrepreneur Dan Martell recently shared one of his life hacks that may help you become a better recruiter.

For Dan, a typical video meeting lasts 30 minutes and has the following agenda:

Quick updates.
Questions on the ideal outcome for the topic being discussed.
Background information needed to take action on the topic.
Working on the issue for 15 minutes.
Let the other person know to circle back if they need something more.

Notice the fourth item on the list.

He actually does the follow-up for the meeting during the meeting.

The alternative – and what I did in the past – would be to say “I’ll follow up over the weekend when I get a chance to breathe…and then I would overflow my to-do list.

Using a working meeting forces conscious attention for micro projects….  It’s key to doing more in a day and not having a to-do list that scares you.

How can this help you be a better recruiter?

Use this technique when you’re meeting with referral sources: Can I make some introductions for you?

Use it with prospects who may be trying to solve a problem: Let’s take 15 minutes and get this problem solved right now…

Use it to show your agents how to make referrals: I’m going to make two referral calls for you during our meeting…

By doing this you’re training, setting an example, and sparking reciprocity all at the same time.

And you’ll have less follow-up on your to-do list.

How do you lose on this idea?

A couple of weeks ago, I advised you to set SMART recruiting goals by identifying objectives that are attainable.
 
While this sounds reasonable, great leaders often inspire their followers to push just past the attainable and ask for a little more.
 
In a post from the archive, here is one leader’s observations of how high performers set goals and what they want from their leaders.
 
High performers want a goal that’s just a little bit impossible (vision).
 
They want a leader who can paint the picture of how to get there (direction).
 
They want a leader who will be honest enough to tell them they are off track (feedback).
 
And they want a leader who, when the goal is achieved, remembers to say: “Unbelievable–what you just did was impossible!”
 
The chances of accomplishing great things improve when you reach just beyond what you believe to be your limits.
 
Teach yourself this lesson first, then ask others to join you in accomplishing a little bit of the impossible.

Individuals often make a change when they become dissatisfied.

Getting a prospect to express their dissatisfaction during an initial interview opens the door for an emotional connection to develop.

So, how do you get someone to express their dissatisfactions?

Just ask.

Most people are willing to talk about their struggles, but during a first meeting they’ll need to be prompted a little.

You’ll have to ask open-ended questions specifically focused on potential dissatisfactions the candidate may be experiencing.  For example:

If you could change something about your current broker, what would it be?

Tell me about your current manager….

If you could change something about your current financial situation, what would it be?

Tell me about the other agents you work with…

Do you feel that you are a good fit on your current team, or is something missing?

Uncovering dissatisfactions will help a prospect feel listened to and understood.

Only then are they truly able to hear potential solutions to their problems.

Last week, I seemed to have touched a nerve by connecting poor recruiting performance and procrastination.

While pointing out a problem is helpful, providing a solution is more difficult.

According to author Piers Steel, a viable solution to procrastination must address all four of the following components:

Expectancy: your assessment on the likelihood of successfully completing a task.
 
Value: how much enjoyment you’re going to experience when the task is complete.
 
Delay: you tend to naturally value rewards that can be realized quickly more than rewards that require waiting.
 
Impulsiveness: the combination of low conscientiousness, low self-control, and high distractibility.

The components of procrastination relate to each other via the following equation:

Your Tendency to Overcome Procrastination = (Expectancy x Value) / (Delay x Impulsiveness)

Take a minute to think through this equation in terms of recruiting.

If you’re frequently putting off the recruiting tasks, the reason lies in how these components relate to each other.

And your path for defeating procrastination lies in diagnosing how this equation is controlling your actions.

Attempting to slay the procrastination monster with swift, decisive action never works.
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Instead, it must be slowly deprived of its air supply through small actions and mindset changes.

Nothing’s more frustrating than executing the recruiting process flawlessly, and then seeing your new hire fail to launch and experience success on your team.

We call these “failed hires”, and they ought to be avoided at all costs.

At ThirdPool, we define a failed hire as someone who joins the organization and leaves within 90 days.

It’s common for real estate companies to experience a failed hire rate of 25% or higher.

If you’re struggling with failed hires, there could be several factors contributing to the problem.

One issue worth addressing right away is the first impression your new hires experience on or shortly before their first day on the job.

John Sullivan documented some best practices for making the most of your new hire’s first impressions.

Send them a thank-you note. Immediately thank them in writing for accepting your offer. Also reinforce the decision in that note by reminding them that they have chosen wisely by listing the factors that make your firm outstanding.

Send them “a startup package.” The starter package should include things such as frequently asked questions, a number to call if they have any questions or concerns, and a checklist covering everything to do–up to and including their first day.

Post a “joining announcement.” Announce they are starting at your firm on your social media pages and Twitter. This creates positive peer pressure.

Introduce them to their mentor. This shows them you’ll be supportive from the start. Have the mentor make contact and begin helping the new hire on or before the first day.

These best practices demonstrate your positive belief in the new hire’s decision to join the team and increases the chances they’ll follow through on their commitment.

According to author Piers Steel, about 95% of people admit to procrastinating, and 25% say it’s one of their chronic and defining characteristics.
 
As it relates to recruiting, most hiring managers jump into that 25% group when it’s time to make an uncomfortable call, write a personal email to a prospect, or do other proactive tasks necessary for recruiting success.
 
When discomfort is at its highest level, procrastination seems like a good idea.
 
Why?
 
According to researchers, it’s related to the underlying character trait of impulsiveness:
 
Showing self-control or delaying gratification is difficult for those who are impulsive.
 
They don’t have the ability to endure short-term pain for long-term gain.
 
Impulsiveness also determines how individuals respond to task anxiety.
 
For those who are less impulsive, anxiety is often an internal cue that gets us to start a project early.
 
But for those who are more impulsive, it’s a different story. Anxiety over a deadline will lead straight to procrastination.
 
If you find yourself suddenly morphing into being a procrastinator when it’s time to recruit, try moving upstream of the problem by addressing impulsiveness.
 
Unless the root cause of impulsiveness is addressed, the procrastination will continue.

Let me tell you about our incredible team…

This is the angle most recruiters and hiring managers take when trying to convince a recruiting prospect to join their organization.

What if you tweaked this message a little and it became:

We have a great team, but if you were involved–it could be amazing!

The first approach is the same old tired message your prospects hear from all your competitors.

The second approach inspires your prospects by offering influence and ownership.

Stop convincing and start inspiring.

The most talented individuals want to use their life energy to create something remarkable.