“Nothing is more surprising or frightening than what one already knows.” Carlos Ruiz Zafon, The Labyrinth of the Spirits, 2018

Every brokerage business has the potential to become a thriving, successful enterprise. It is only a matter of vision, resources and the dedication to execution that either accelerate or limit the ability to achieve success. Business leaders must recognize and accept that change is a necessary part of growth and the key component to reaching organizational goals. Change must become an inherent and intentional feature of the vision and culture – in deciding how to deploy resources (dollars and people), in communication and in how the strategic initiatives are carried out by the team.

One of the greatest challenges for business leaders to overcome is the identification of where change needs to manifest within the organization. Too often it is identified as a sales issue or a productivity issue, when these are only symptoms of a larger issue related to strategic direction and/or culture. Objectivity is essential in identifying troubles and gaps in operational effectiveness.

Assess Your Business – Are the metrics you use effectively gauging your success?

As a leader, your feelings about the business are valid, but are often clouded by recent or long term operational prejudices. Having clear, and clean, ways to measure activity and productivity allow you to look at the business in an unfiltered way. These metrics should align with the behaviors that you want to encourage – whether phone activity, revenue creation or on time performance. Each of these activities must be tied to an organizational goal. Measurements and metrics that are arbitrary can misdirect your team’s energies and remove the focus from where it matters.

Define Success – Create the Vision

The overall vision for your company, again, needs to be clear and as simple as possible – to facilitate communication and to facilitate understanding. By having a specific point of success that you are trying to accomplish, it becomes easier to see and easier to internalize across the organization. Vision is accomplished through a variety of lenses – the telescope, the microscope and the mirror. The telescope provides a clarity on the long term and horizon-based strategy (tectonic), the microscope provides clarity on the smaller daily initiatives and changes (incremental), and the mirror provides clarity about the people (yourself included) who make the decisions about the future of the company (cultural).

Build Belief – Communicate and Compensate

When the vision presented is both clear and has value, the organization is positioned to succeed. Psychologically, people need to have a defined purpose to move them forward. Without a common goal that makes sense, people will revert to what makes sense for them (comfort) and their compensation design (security). When the vision, purpose, behaviors and compensation all follow the proper order, positive actions will begin to take place. People will find ways to achieve the vision. Innovation and creativity will overcome old obstacles and new challenges. When people know where they are going and work together they can see what the success can look like and take/make the necessary actions/decisions to bring the vision into reality.

Execute – Block, Tackle and Review

Intent and follow through remain the driving principles of execution. If there is truly belief and clarity in the vision, every action that serves this goal is the correct action to make. Review every decision through the lenses of the vision and measure it against the defined metrics to verify its quality against the process standards.

Lather, Rinse, Repeat.

With any process, each time it is completed, one can review what worked and what did not. Identifying performance issues and disconnects outline additional changes that can be improved for the next iteration. It is all there in front of you. It is just the matter of intent. Take control of your present, understand your past and direct the future.