How to Choose the Best Real Estate Photographer
In the competitive world of real estate, captivating visuals are crucial for attracting potential buyers. As a REALTOR®, selecting the right real estate photographer can make a substantial difference in how your listings are perceived. Here are six key factors to consider when choosing a real estate photographer. 1. Portfolio quality When evaluating potential real estate photographers, carefully examine their portfolio. Look for high-quality images that highlight the property's most appealing features. A diverse portfolio showcasing different property types and styles is also indicative of a photographer's versatility and expertise. Here's what to keep in mind when evaluating a potential photographer's portfolio: Consistency: Look for consistent quality throughout their work. This includes color balance, sharpness and composition. You want to ensure that they maintain high standards across different properties. Variety: A diverse portfolio indicates versatility. Check if they have experience with various property types, from residential homes to commercial spaces. This adaptability can be a valuable asset. Attention to detail: Zoom in on the details. Are the images well-framed, capturing essential features of the property? Quality photographers pay attention to details and make sure every shot counts. Lighting: Proper lighting is crucial in real estate photography. Assess how they handle different lighting conditions, especially when shooting interiors. You want a photographer who can balance natural and artificial light effectively. Editing skills: Post-processing can enhance photos, but it should be subtle. Ensure they don't over-process images to the point where they look unrealistic. Good editing should refine, not redefine, the property. Questions to ask: Can you provide examples of your recent real estate photography projects? Do you have experience with properties similar to mine (e.g., size, style)? What's your approach to editing real estate photos? Can I see before-and-after samples of your editing work? What sets you apart from other real estate photographers? 2. Understanding of lighting and composition A skilled real estate photographer should demonstrate a keen understanding of lighting and composition. The ability to capture natural light, create inviting interior shots and showcase exterior features effectively is essential for producing compelling real estate imagery. Look for a photographer who understands how to shoot the type of properties you're focused on listing. Residential Photography: For homes and apartments, the focus is on capturing inviting, lived-in spaces. An experienced residential photographer knows how to highlight cozy corners, well-lit bedrooms and inviting kitchens. Commercial Photography: Commercial properties, such as offices and retail spaces, require a different approach. A photographer should emphasize spaciousness, functionality and professional aesthetics. Architectural Photography: When it comes to architectural photography, the photographer should excel at showcasing the design and structure of buildings. This includes capturing angles, lines and details that define the property. Questions to ask: How do you handle challenging lighting situations? Do you have the equipment to accommodate small spaces? How do you approach lighting for interior and exterior shots? 3. Equipment and technology Inquire about the photographer's equipment and the technology they use. A professional photographer should have high-quality cameras, lenses and equipment suitable for real estate photography. They should also be proficient in editing software and 3D virtual tour and floor plan technology such as iGUIDE. Questions to ask: What camera and equipment do you use for real estate photography? Can you explain your editing process and software used? What is the typical resolution of the images you provide? Are you experienced in HDR photography? What type of 3D virtual tour and floor plan do you provide? How accurate are they? 4. Turnaround time and flexibility Time is often of the essence in real estate, so it's crucial to discuss the photographer's turnaround time for delivering the final images, virtual tour and floor plan. Flexibility in scheduling photo shoots and accommodating last-minute requests is also important. Especially in a fast-paced market. What is your typical timeline for delivering edited photos? How much notice do you need for an appointment? What hours are you available? Do you use cloud hosting or are files delivered on a hard drive/USB? 5. Understanding of real estate marketing A photographer who understands the real estate industry and marketing trends can be an invaluable partner. Look for someone who comprehends the significance of visually compelling imagery in selling properties and is willing to collaborate on achieving your marketing goals. Questions to ask: Can you provide examples of your work for different property types? How do you adapt your photography style for residential, commercial or architectural properties? What features would you highlight? For commercial? Residential? 6. Cost and value While cost is a factor, it's essential to weigh it against the value provided. Evaluate the photographer's pricing structure in relation to the quality of their work, the services offered and the potential impact on your property listings. Questions to ask: What is your pricing structure? Is there flexibility in your packages? What are your payment terms? Do you have liability insurance? Bonus: Client references and reviews Request references from past clients or seek out online reviews of the photographer's services. Hearing about other REALTORS® experiences can provide valuable insight into the photographer's professionalism, reliability and customer satisfaction. Ready to get started? Our iGUIDE Service Provider map makes finding a qualified real estate photographer in your area easy. To view the original article, visit the iGuide blog. Thank you to iGuide for sponsoring this article on RE Technology! Related reading The Real Reasons You Should Be Using a Professional Real Estate Photographer (It's Not What You Think) The Case for Professional Listing Photos 10 Real Estate Photography Tips to Help Your Listings Shine

[Podcast] Recruiting Good People to Your Real Estate Team with Austin Glass
Austin Glass is a Founding Partner of Mint Real Estate. He has a background in residential and commercial real estate, and flourished in customer service and sales before that. In this episode of Real Talk with Realtors, hear how to find the right people for your real estate team, figure out who you don't need, determine when to expand your team, establish core values, and document your processes. This episode covers everything from hiring to writing SOPs. Here's a small sample of what you will hear in this episode: How do you recruit people for your real estate team? What does Austin look for when interviewing agents? Has he had to let anybody go? What can go wrong with recruiting? When is the right time to expand your team? Why should an executive assistant be your first hire? Does Mint have a library of SOPs? What should you be asking yourself if you're being recruited? Connect with Austin at MintRealEstate.com. Check out the episode and show notes for much more detail. Listen on: Spotify Apple Podcasts Google Podcasts Visit the episode homepage for show notes and more detail.

Women's Council of REALTORS® Begins Hunt for Next CEO
Women's Council of REALTORS® is a nationwide community of approximately 13,000 real estate professionals, including many of the industry's best and brightest. Its network of more than 250 local and state networks in nearly 40 states with volunteer leaders trained to position their groups as a business resource in their REALTOR® communities is the backbone of the Council. This structure represents the largest network infrastructure in the REALTOR® family, including 1,200 elected officers that drive over 1,500 programs annually focused on business leadership. Women's Council offers award-winning business leadership programs, including the Network 360 Leadership Conference, and a Women's Council Leadership Institute, carrying out the Council's mission to advance women as professionals and business leaders in the industry and communities members serve. Business leadership education is also a core purpose of the Council today. The Performance Network Management program provides members specific training in areas including presentation skills, running a business, negotiation skills, and networking and referrals. Finally, the Women's Council hosts a robust referral network. The average commission income from Council member-to-member referrals is $15,000, with 54% of members referring business to each other annually. Position Scope The Chief Executive Officer (CEO) serves as the staff leader of the Women's Council and is directly responsible to the leadership team and reports to the Executive Committee for the effective conduct of Council affairs. As the key evangelist and driver of the organization, the successful candidate will deliver the passion, leadership, and organizational skills needed to drive significant growth, engagement, program excellence, and member customer loyalty. Working closely with the Executive Committee, the CEO will be responsible for leading and driving the execution of the company's strategic mission objectives and related policies. The successful candidate will be great at building a highly engaged, inspired, and productive staff. They will be adept at balancing their external needs with the effective management and motivation of the team. They will be an out-of-box thinker that will help the staff be resourceful, responsive, and nimble. Under their guidance, the staff will become ever more effective at improving the quality of programming, working effectively with local networks, and continually increasing membership and participation. The infectious enthusiasm, depth of networking skills, and presentation abilities of the CEO will enable them to represent the organization and secure speaking engagements across the industry and beyond to raise the stature and awareness of the Women's Council of REALTORS®. The ideal candidate will be adept at identifying and securing partnerships and sponsorships and fostering relationships with high-powered individuals in the industry to further the objectives of the Women's Council membership. They will also have proven skills at expanding the diversity and inclusiveness of the membership and leadership and incorporating DEI disciplines into every component of the organization. Ideally, the CEO will be able to fully leverage the potential of NAR resources to help develop staff and leadership, increase marketing exposure, and maximize participation in the Council's leadership training programs, events, and local networks. The successful CEO must have proven abilities to continue to strengthen the financial health of the organization to ensure the Council's programs and events can be enriched and enhanced. Key Responsibilities Reports to Leadership Team and Executive Committee – President and the Leadership Team The CEO Is directly accountable to the Leadership Team and Executive Committee for management of the Council. They are a partner in setting member-centric Council direction, goals, and priorities. The CEO is responsible to provide full transparency on the execution progress of the strategic plan, programs, and events. They will ensure necessary information, liaison, and staff support to committee chairs to enable committees to effectively fulfill their charges. They also carry out other specific responsibilities as officers and the governing board may specify. The CEO coordinates board meetings and all official functions of the Council and maintains official minutes of the governing board, the annual business meeting, the Executive Committee, and other official meetings. The CEO is responsible for arming the leadership team with appropriate talking points/presentations. They also sit as ex-officio, non-voting member of the NAR Board of Directors. The CEO also provides communications to the governing board and provides appropriate detail on the status of Council goals and priorities; informs officers of problems, emerging issues, and intended solutions. Manages Council Staff of 7 The CEO is responsible for directing, managing, and maximizing the effectiveness and productivity of the Women's Council of REALTORS® staff. They will assess staffing requirements and build an organizational structure to maximize productivity of the staff. They are solely responsible for the hiring, firing, supervision, and professional development (including individual goals and annual review) of Council staff, providing direction and support in the fulfillment of their responsibilities. Membership Engagement The CEO arms the network leaders with research, content and promotional materials to generate increases in membership, engagement, member retention and relevance. They accomplish these important goals while operating within the confines of the Council's charter, bylaws, articles of incorporation, and policies established by the governing board. They build strong working relationships with local and state network leaders. The CEO arms the entire network with materials, marketing, and programs to encourage deeper engagement at the local, state, and national levels. Program Development and Continual Enhancements Leadership development is one of the key strengths of the organization. The successful CEO will ensure the Council's programs are impactful, engaging and continually updated. They will ensure development of Council programs, services and activities that meet member needs. They will also oversee the following program activities: Serves as publisher/supervising editor of Council publications. Conducts research and related projects on subjects of importance to the membership and prepares and publishes the results. Oversees development of education programs to advance the professional, technical, and business skills of the membership, operating within the budget and program objectives approved by the governing board. Oversees development and delivery of membership recruitment and retention programs, evaluates results, and recommends policies, procedures, and actions to achieve membership goals. Directs the planning, promotion and delivery of national meetings and conferences. The CEO will also be excellent at generating interest in Council programs by overseeing highly engaging public relations, online marketing, and social media programs. They will also empower the local and state networks to promote Council content and national events. Manages the Financial Well-being of the Organization The CEO ensures the organization is financially healthy by effectively managing budgets, cash flow and investments. They will be adept at managing finances and ensuring the organization is financially healthy and sustainable for the long run. They continually pursue new revenue opportunities to increase revenues to provide opportunities to reinvest in new programming and upgrade current member offerings. The CEO provides regular financial updates to the leadership team, including monthly financial reports and draft annual budget for review and input from the leadership team into the budgeting process. Manages Council funds in various accounts and financial vehicles in accordance with approved investment policy. Diversity, Equity, and Inclusion Ensures that diversity, equity, and inclusion efforts are not just a statement but an integral aspect of each of the Council's programs, relationships, services, operations, and leadership. The successful CEO will forge relationships with organizations that service underserved organizations, which is indeed how this organization was founded 85 years ago. Manages Operation and Company Policies and Procedures The CEO will develop and document administrative procedures and programs to implement the policies of the governing board and to maintain oversight and transparency of Council programs and activities. Ensures compliance with and regular review of Council bylaws. The successful CEO will negotiate and execute contracts and commitments as authorized by the governing board or within established policies including but not limited to the lease for office space and any financial/legal/HR services agreements with NAR. They provide methods for maintaining adequate recordkeeping and security for all files, legal and historical documents, and membership and mailing lists. The CEO will also ensure compliance with all legal and regulatory requirements for operation of the Council and will consistently update cybersecurity protocols. They will also build a disaster recovery plan for all elements of the organization. Strategic Planning The CEO leads the strategic planning effort in partnership with the leadership team and Executive Committee. They work with staff to operationalize strategic goals and turn initiatives into achievable and measurable action plans and deliverables. They will work with staff to develop key performance indicators to monitor and report on progress. They will host an annual member satisfaction survey to track member awareness, engagement, and satisfaction. Technology Acumen and Leadership The ideal candidate will be abreast of today's technologies used to maximize member engagement, renewals, and customer service. Specifically, they will be up to speed on membership management, customer relationship management systems, marketing/social media automation, cybersecurity and website trends. Secondarily, they will need to be in tune with emerging technologies and trends to ensure they are included in leadership training and curriculums for Council events. They will also be skilled at identifying and incorporating technology, outsources and other methods to maximize the productivity of the staff. Business Development and Partnerships The successful CEO will dramatically expand the awareness, stature, and impact of the Women's Council of REALTORS® by representing the organization and its mission in industry arenas and in areas of focus of leadership development and women's business priorities. They will become a member of the National Association of REALTORS® and by virtue of the position become a member of the NAR Institute Advisory Committee and a non-voting member of the NAR Board of Directors. They will forge deep partnerships with many departments within the National Association of REALTORS® to fully leverage resources. The ideal candidate will have proven success in developing and maintaining effective relationships with other organizations as appropriate to further the purpose and objectives of the Council. Key Skills The proactive leader of the Women's Council of REALTORS® will create a culture of innovation, resourcefulness, positivity, and member responsiveness. They will also: Be passionate and dedicated to the ideals and goals of the Council. Be driven and passionate about their work and capable of working effectively under pressure. High integrity with excellent leadership, interpersonal, and motivational skills. Possess the ability to balance working effectively to support volunteer leadership while effectively managing internal employees, corporate organization, and outside resources. Be able to draw the fine balance between external relationship building while also possessing proven administrative, financial management and organizational skills. Demonstrates creativity in identifying and managing resources. Is forward thinking, anticipating needs and issues and identifying opportunities. Is an excellent communicator, able to articulate, both orally and in writing, the Council's purpose, objectives, and programs, and works effectively with diverse individuals and personalities. Be an inclusive team player that inspires leadership and membership at every level. Has strong presentation and speaking skills to represent the Council in various forums to further our outreach. Minimum of a 4-year college degree, ideally with an emphasis in management, education, or marketing. Work Location: At the Headquarters office, Chicago, IL If you are interested in applying for this position, please send your resume to Marilyn Wilson at [email protected]. To view the original article, visit the WAV Group blog.

How to Build a Team to Scale Your Real Estate Business
Technology can give you the upper hand against your competition, but you might need to hire people to manage the technology, excess clients, or other aspects of your real estate business, as needed. A strong business is built around people with varying strengths that can contribute in ways that you might not be able to or want to. What are your strengths and weaknesses? Which tasks can you delegate? These questions will help you focus on your strengths so you can do what you're best at. For example, if you were the shooting guard of a basketball team, would you choose another point guard or a power forward? Since you're a shooting guard, the smart choice is a power forward because they could rebound while you shoot – they complement each other. Think of Michael Jordan and Scottie Pippen, Kobe Bryant and Shaquille O'Neal, Larry Bird and Kevin McHale, Magic Johnson and Kareem Abdul-Jabbar. Each leader had a supporter that complemented their skills, strengths, and role. Now, imagine a world where you can focus on real estate tasks like your clients and less on time-consuming administrative/operational tasks like accounting, lead management, digital marketing ads, and social media. This world can be a reality if you hire the right staff. Recruiting and Hiring Create realistic goals around who and when you'll bring on team members. Prioritize recruiting around positions that will have the greatest short-term impact when starting your business. Have a repeatable system for interviews and onboarding. Building a team is no different than other key systems in your business, like lead generation or conversion. Onboarding and training are as important as making good hires. Reverse Engineer Your Success Your business will be built on your experiences and the systems you have in place to be successful. How do you take those plans and make them work for multiple people? Set goals/expectations from the outset, and plan on being involved in finding ways for your team members to achieve them. Remember – a goal that can't be measured and documented is just a wish. Your staff can be a competitive advantage if you have a quality hiring process. Not only can they make your business better, but they can give you the free time to work on tasks that you want to, instead of have to. If you can hire reliable employees that you can trust, you can decrease your weekly hours and spend more time with your family. To view the original article, visit the Zurple blog. Futher Reading Is a Virtual Real Estate Assistant the Right Fit for Your Scaling Strategy? 5 Questions to Figure Out If It's Time to Hire Help Why You Should Consider Sales Talent for Your Real Estate Team Hiring a Gen-Z Intern May Be the Best Thing You Ever Do for Your Business

Complete Guide to Building a Real Estate Team
Has your business finally reached the point where you are ready to assemble a real estate team and reach new levels of success? Building a real estate team is an exciting milestone to reach, but it doesn't happen overnight. There are many hurdles to overcome to put a successful team together. You'll need to decide the right real estate team structure after evaluating your needs, find the right person for every role, and then refine communication and business practices for long-term success. The good news? Once you have a winning team in place, you'll be positioned to reach goals together and run your business more efficiently. Here's how to build a real estate team that works for your business model and goals. Step #1. Preparation for Building a Real Estate Team Building a successful real estate team begins with a lot of planning and preparation. You will need to not only evaluate your strengths and needs but also set goals. Start by making sure it's actually the right time to start a real estate team. Do you have sufficient volume? Most agents can handle up to 60 transactions on their own. Once you reach 40 transactions per year or one per week, it's probably time to consider the benefits of realty teams for handling extra leads. Is your business stable and growing? It isn't just current volume that matters – will you be able to generate new leads and business to support bringing on team members? Are you ready to transition from a solo agent to a team leader? A realty team means individual agents take a backseat and support the strength and growth of the team as a whole. You'll need organization and leadership skills to succeed in this role. Once you're sure it's time to build a team, you will need to evaluate your needs and set goals. You may have specific revenue goals in mind, need help with lead generation, want to team with successful real estate agents to handle an overload of leads, or you may be looking for experience with niche markets to expand your scope. Consider how real estate teams work to pool resources, collaborate, mentor, and share the load. Think about your personal strengths and weaknesses to make sure you choose the right structure, systems, and team members that will be the best match. Step #2. Make Sure all Crucial Real Estate Systems Are in Place Don't make the mistake of building a real estate team without the support and core systems in place first. While working within a brokerage, you may be equipped with tech and systems that do not necessarily adapt well to real estate teams. As a team leader, you should consider supplemental tools and support systems that will work best for a team. You will need to be ready to manage leads from a variety of sources with systems that can handle increased volume while supporting communication and transaction management. You will also need a means of tracking goals, finances, productivity, and other metrics. Top real estate teams invest in systems like: Business plan Team purpose and goals Marketing and advertising Lead generation and follow-up Client database and referrals Transaction management Listing inventory and farming Profitability, financial, productivity, and forecast reporting With effective systems in place, it will be easier to onboard new team members and keep the business running smoothly. Step #3. Determine the Right Real Estate Team Structure Whether you're learning how to start a real estate business from the ground up, building a real estate investment team, or starting a realty team, the right structure is one of the most critical factors to get right from the beginning. There isn't a real estate team structure template that will work for every team as the structure can depend on the brokerage, team size, volume, and market. Let's look at how to structure a real estate team that works for your goals and business model. Mentor and Mentee Real Estate Team Structure This type of real estate team structure is generally made up of a real estate broker and an agent. It has a very low split, with the mentor or broker receiving just 10-20% of the team member's commission. Two-Agent Partnerships These real estate teams are usually formed when successful real estate agents decide to pool their resources and work together. Team Leader Structure This type of real estate team is comprised of a leading broker and a team of agents in the sales department. The team leader usually receives 40-50% of the team member's commission. Lead Team Structure This team may be composed of a real estate broker at the top and several agents with oversight from operations. The leader usually receives 60-80% of the team member's commission. With effective systems in place, it will be easier to onboard new team members and keep the business running smoothly. Real Estate Team Roles Part of building a successful real estate team is identifying the roles you need. Here are some of the most common roles and what each team member does. Other Team Roles Your team may include many other roles, especially as it grows. Other common roles in a real estate team include: Inside Sales Agent (ISA). This team member generates customer leads and listings by making phone calls. Showing Assistant. They are responsible for showings, inspections, and appraisals. Marketing Coordinator. This role involves managing and coordinating marketing efforts for the team. They can market new listings, strategize ad campaigns, track performance, run social media accounts, and manage content creation for blogs, newsletters, and other campaigns. They can even be part of the lead generation team by following up with fresh leads generated through online marketing campaigns. Once you know the right realty team structure and roles for your business, you will need to consider the details. You will want a written real estate team agreement in place with clear guidelines, policies, compensation, relationships, and duties. The brokerage should have a copy of the agreement. Make sure you give special consideration to compensation and how team commission will be structured. The commission split between the brokerage and agents usually remains the same which means agents must pay additional compensation to the team leader. The typical team leader receives 20% to 50% of the total commission. The benefits of working on a real estate team can be well worth the cost for agents. It's usually best to avoid complicated commission splits like paying buyer's agents a different commission when they find deals on their own. This can change their motivations and make them less interested in leads you give them and allow them to make more money on their own instead of benefiting the team. Compensation may also depend on the goals of the real estate team. For instance, a team structured toward referrals may pay a higher commission on referrals that team members generate personally. Step #4. Hire the Right Person for the Right Role A golden rule on how to start a real estate team is to do it thoughtfully and avoid hiring too quickly. Hire one team member at a time and make sure they are a good fit and well trained before moving on to the next team role. Learning how to recruit the best real estate agents and other team members takes time; don't feel rushed to make something work with someone who is not adding the right skills, experience, and results. It's almost always best to begin with admin team members, including a transaction coordinator and/or assistant first. Remember that bringing someone into the team represents a huge commitment of time and resources. If they end up a poor fit, it's a major loss of time. With the right systems and admin support in place, onboarding is easier and takes less time. Your business will also be set up to handle the increase in volume. The most basic real estate team consists of a team leader with a transaction coordinator, assistant or office manager, a listing agent, a buyer specialist, and an insight sales agent. Especially at first, you may want to invest in scalable admin solutions. A virtual real estate assistant can handle tasks as needed with hours that increase as the business grows. The typical transaction coordinator fee is per file which adapts easily to your team volume. With systems and admin in place, you may want to start with a buyer's agent. Additional buyer's specialists can be added later as volume increases. The inside sales agent usually comes after the buyer's agent. Over time, your team may benefit from other roles like a showing assistant or a marketing coordinator, used by most successful real estate agents who generate substantial leads online. Step #5. Refine Your Real Estate Team and Business Practices Expect your profits to drop initially when building a real estate team as you are investing in new systems and training. Going forward, focus on tracking metrics that can be used to improve business practices, refine the team, and grow your business. Keep track of conversion ratios, financials, profitability, and team metrics to identify ways to improve your business and strengthen the real estate team. Track your financials to make sure the team is profitable, all team members are contributing, and goals are being reached. Don't be tempted to keep people on the team if they aren't a good fit. Always have a good understanding of the numbers to make sure you aren't carrying the team. If you are responsible for most of the transactions, don't mistake it for profitability because the cost of the team is likely cutting into your bottom line, not adding to it. Real estate teams are powerful and help agents increase revenue and learn valuable skills. Of course, building a real estate team requires a lot of work, preparation, and time. Now that you know how to build a real estate team, are you ready to get started? To view the original article, visit the Transactly blog.

Why You Should Hire a Social Media Manager
Social media is one of the best ways to find new customers and keep past customers coming back. Having social media accounts is a great first step, but having someone who knows how to run those accounts and platforms to optimize your results is the best way to ensure the success of your business through social media. Most large companies have a social media expert working around the clock, monitoring social media for new trends and opportunities. As a real estate professional running your own business, you need to ask yourself if this is something you can do yourself or would you be better served finding someone to help. Here are a few things that your social media manager should be able to handle, whether that is you or someone else.

Is a Virtual Real Estate Assistant the Right Fit for Your Scaling Strategy?
Taking the leap from real estate agent to broker isn't easy. If it was, everyone would do it and succeed. Scaling a real estate business takes time, energy, and money. It'll take time to assess your business to find opportunities for growth, it takes energy to vet and hire staff, and it takes money to purchase new technologies to support your business's growth. 1. Is the Timing Right to Hire A Virtual Assistant? Timing is everything. So before you start hiring staff and buy new software, you must determine if it's the right timing for you. Let's take a look at Valorie Ford's Agent Insights post. In this post, the real estate agent from Richmond, Virginia talks about the perfect timing for hiring a virtual assistant. Here's Valorie: This isn't the first time that I've discussed the importance of having virtual assistant as part of your staff. The amount of time you can save can make a huge difference in your daily life and provide you the opportunity to do more important tasks like meet with clients. It has occurred to me, however, that hiring a virtual assistant at the wrong time can be a big mistake. Why do I say this? Here are three reasons: 1. Have a Game Plan One thing that many people overlook when hiring a virtual assistant (VA) for the first time is the fact that you must have a game plan for them to follow from day one. Without proper planning, your new VA will not know what to do and you will end up paying for a lot of wasted time and energy. Assuming that your VA will simply "jump in" and start performing miracles is not very realistic. Remember, most VAs are telecommuters and will not be sitting next to you in the office. You need to provide them with a definite strategy and details on exactly what they need to do. 2. Have a Proven System in Place This means that you must have a proven system in place before hiring someone to take on those particular duties. It's time to hire a VA when you are already doing their job for them. If you are spending too much time answering the phone, posting blogs, placing ads, doing administrative tasks and so on, that is the time to hire a VA. Your new assistant can be taught exactly how you want these things to be done and you will then have more time to deal directly with clients and do the things that you do best. More time with clients can translate into more business, and isn't that the ultimate goal? 3. Don't Expect Miracles You need to give your new VA the time to adjust to your specific needs and goals. Be picky when hiring your new assistant. You wouldn't hire any other employees based on a five minute Skype interview, right? Then why do this with a VA? You might be surprised to hear me say that, in many ways, a virtual assistant is the most important person in your company. Does that sound strange to you? It shouldn't. A well qualified VA can do something that other employees can't—they can increase your productivity time. What is more important than having enough time to keep your clients happy and to respond to their concerns quickly and efficiently? I can't think of a single thing because even the most efficiently run business is obsolete without clients. A VA can literally change your life if you take the time to hire the right one and train them well. 2. The Pros and Cons of Hiring a Virtual Real Estate Assistant? If it's the right time for you to consider a virtual real estate assistant, then you must consider the pros and cons of hiring one. Pros of Hiring a Virtual Real Estate Assistant Saves Time - What's more precious than time? Delegating tasks to a third party gives you time to manage face-to-face elements of your business while still being able to enjoy friends and family. This balance is critical to a healthy work-life balance. Decreases Your Workload and Stress Level - Hiring a virtual assistant can reduce your weekly workload by 25-40 hours—time you can reinvest into building your business and nurturing relationships. Having more free time also decreases your stress level, which has its own set of health and relationship benefits (just ask your friends or significant other). Saves Money - In many cases, virtual assistants are significantly more affordable than in-house administrators. Costs vary widely by a contractor and company, which gives you the freedom to seek out a real estate virtual assistant who meets your budget and requirements. Just keep in mind, the most affordable option is not always the best option. You're often better off investing a little more for a well-qualified employee. Reduces Learning Curve - Do you find yourself constantly frustrated with ever-changing social media, marketing or tech trends? The truth is, it's not possible to be awesome at everything. Instead of putting hours into trying, stop spinning your wheels and hire someone who specializes in areas you struggle with to lend you a helping hand. It'll save you time (and will be good for your sanity!). Provides Flexibility - Virtual assistants often have flexible hours and work on a contract or month-by-month basis. If you hire someone and realize a few weeks in that their performance isn't up to par, you can easily replace them with someone who is a better fit for your business. Cons of Hiring a Virtual Real Estate Assistant Challenges with Industry-Specific Tasks - One of the biggest challenges with hiring a generic virtual assistant is that many tasks you tackle on a day-to-day basis require at least a basic knowledge of the real estate industry and how transactions work. Because your work is so highly regulated, it can cause challenges when bringing new people on board, especially when they are remote. Your best bet is to have a well-defined job description and a training packet ready to go for your new hire to reference so you can reduce the learning curve. Work Monitoring is Difficult - You can't glance over at your assistant's computer screen and see them typing a blog post or updating contact info in a CRM. If you're someone who likes to have control of every task, this may be a deal breaker for you—but you have options. You can require that your contractor use a productivity tracker that shows you what they're working on or you can ask them to submit an itemized time sheet. If you decide to do so, track your own hours on various tasks and add a buffer to accommodate a learning curve before you hire an assistant. Unable to Meet Face-to-face - Some meetings and conversations are just better face-to-face. You can use tech tools like Skype or Facetime to work around this issue, but lunch meetings just aren't quite the same over a tablet screen. Connectivity Can Be an Issue - If your assistant's internet goes down and they're tasked with handling urgent projects, it can cause big problems. In many cases, you can take the reigns and make sure whatever task is at hand gets done, but you need to be able to communicate with your assistant. Make sure you have a backup plan in place so they can communicate with you if this ever becomes an issue. You Must Trust Your Assistant - Chances are, your assistant will be interacting with your most precious asset—your clients. Before you start introducing lots of client-focused tasks, have your assistant start out with more administrative duties and see how they do. Getting a feel for the way they communicate via phone and email will build trust. The bottom line is, there are lots of things you need to consider prior to pulling a trigger on a virtual assistant hire. If you decide it makes a good financial sense to bring a helper on board, make sure you have a clearly defined role in place before you put an offer on the table so you get the most out of their time and your money. 3. How to Hire the Right Virtual Real Estate Assistant A. Determine What Level of Experience Your Assistant Needs to Have The saying, "If you think it's expensive to hire a professional, wait until you hire an amateur," definitely holds some clout. That's why it's so important that you spend adequate time defining what "type" of professional you need in terms of experience before doing anything else. If you're looking for someone to help with basic administrative tasks, a college student looking for part-time income could be a great fit. On the other hand, if you need someone who can help you manage closing paperwork, it's time to seek out a licensed candidate with industry experience. Once you decide what you need, list specific experience requirements and detailed responsibilities (particularly those that require unique skill sets) in your job description to attract the right type of applicant. Pro Tip: Consider automated solutions when available - More often than not, a software or app is going to be less expensive than in-house labor. When it's reasonable to do so, consider implementing automated systems to take care of busy work that doesn't need to be managed by a person. (We've got some of that – learn more about our automated lead conversion software.) B. Be Prepared to Provide a Reasonable Income As you decide what level of experience you need your assistant to have, be sure to consider whether or not a competitive wage is something you can afford. Underpaid employees typically have lower job satisfaction and less motivation to do well—and for good reason. It's frustrating to work hard and not feel like it's paying off. To avoid this pitfall, research average pay rates for your area and be prepared to offer a competitive income before you post a job opening. C. Phone Screen First Don't start your vetting process by spending time coordinating a bunch of in-person interviews. Instead, narrow your applicant pool by phone screening your top five to ten applicants. Set aside 20-40 minutes and have a list of key questions ready to go that will help you decide whether or not this person will be a good representative of the business you worked so hard to build. Doing so will allow you to choose your top two or three favorites, who you can then bring to the next step of the process with in-person interviews. D. Always Consider Business Needs and Cultural Fit As you determine the best fit for your role, make sure the business pains you want to address with this hire are at the forefront of your decision making. If you are established but are so busy that you're drowning, experience is critical—because even if it comes at a cost, the long-term payoff will be well worth it. On the other hand, if you are just getting started and have plenty of time but not as much income, a fast-learning self-starter with lower salary requirements could be your perfect assistant. The biggest favor you can do for yourself is to spend enough time with your potential assistant to determine whether or not they fit your culture; that is, whether or not you will enjoy working with them day in and day out. Bad cultural fit is not a fixable problem. To view the original article, visit the Zurple blog.

How to Build a Successful Partnership with Your Transaction Coordinator
When growing your real estate business, one of the first set of tasks that you'll likely want to delegate is transaction coordination. This is an awesome strategy for leveraging your time and creating space to focus on making more sales. However, it's not as easy as just handing over the file and collecting a check at the end of the deal. While your transaction coordinator (TC) is there to handle the heavy lifting and help move the deal to closing, they still need your help to be successful. There's nothing more important than learning how to build a successful partnership with your transaction coordinator.

Do You Need an Assistant or a Transaction Coordinator?
As your client base grows, so should your overall operation. It's the nature of business, and trying to do everything alone could actually hurt you, and your business. Hiring a general assistant or outsourcing virtual transaction coordinator services are two options that can quickly grow your business without breaking the bank. The difficult part is deciding which option is a better fit for your business. Take your time to evaluate the pros and cons of each, and decide which would be better for the long-term growth of your business. To help out with your decision, we have gathered some of the most prominent pros and cons of each.

How to Find a Virtual Assistant
Have you found yourself spending too much of your valuable time doing mundane tasks? Scheduling meetings, chasing down signatures, data entry, or managing social media accounts? A real estate virtual assistant could take all these tasks (and many more) off your plate. When it comes to hiring a real estate virtual assistant (VA), you have many options. One is bound to suit your needs and free up more of your time to do what really matters.

7 Real Estate Job Descriptions to Hire an All-Star Team
Your job descriptions should be informative, but also stand out. How do you write one that isn't boring, too standard, or just a supremely lame laundry list of duties? The first step in growing your business is to think about hiring your team. And when that time comes, you will need to sit down and compose job descriptions that will entice the best candidates to come knocking on your door. Where do you start? List out the responsibilities of the role, then think about what traits, skills, experience, and education is necessary to perform the job well. We put on our thinking caps and did some of the work for you. Here are some sample job descriptions for various roles that make up an all-star real estate team. Keep in mind that these are general guidelines, and should be tweaked and personalized to better align with your perfect new hire.

Detailed Guide to Hiring an Assistant for Your Real Estate Business
We all have the same amount of time in a day, but it seems like some people manage to fit so much more into theirs. While some agents are making big money working four days a week, you're working seven and are so busy with paperwork, phone calls, and creating Facebook Ads that you hardly have time to find new leads and convert sales. You're stuck in a cycle of trying to manage your business all on your own and wondering how other agents manage to get it all done. Well...they get help. Some agents put together teams of individuals who do everything from marketing to lead generation to showings. But you don't need a whole team to clear room in your schedule. An assistant can handle many of the day-to-day tasks that are weighing you down. But hiring an assistant is confusing. What do you need to do? Where do you start? Can you afford to hire someone? If you've ever wondered if an assistant is right for you, what kind of help you need, or how to find and hire the right person, we've got you covered.

Step Up to the Plate and Recruit a World-Class Team
"To be a team leader," according to James Colburn, "you need to be a rainmaker, a haymaker, a leader." Your team "can be as little as you and your assistant," or include a full roster of players. Discover who to recruit for your team with tips shared by Jim Remley and James Colburn in a recent Secrets of Top Selling Agents webinar taken from their upcoming book, Teamify. As you start planning, keep in mind that, according to Remley, "This isn't going to start from day one; of course, this is going to be a build-out." Team Leader (You) Every team needs its heavy hitter, and in most cases, that's going to be you, the team leader. Your team's success starts with you, so when building your team, Remley suggests you "Start saying to yourself, 'If I was going to pay myself $500,000 a year, what would I have to do? How do I have to look? What do I have to dress like? What do I do every day?' and hold yourself to that high standard." Create a "team leader" job description for yourself that takes into account "what you would require of someone you're paying that kind of money to." If you would want your team leader to be at the office at 8:00 a.m., hold listing and buyer presentations, and actively use the CRM to incubate and follow up with leads, add it to your job description and hold yourself accountable to it. Team Administrator The first player you'll likely recruit to your team is an assistant. As you team grows, your assistant's role can shift to that of the team administrator. "The way I look at a team administrator, it's just like a medical office," said Remley. "When you have a medical office, you usually have a front-office manager who manages every aspect except the patients...a great administrator is just like that; they're running a whole ship and kind of making sure that the doctor is doing what they should be doing...that the administrator is putting you in position to be operating at your highest and best use."

The Importance of Having the Right People at Your Real Estate Brokerage
Making profits in a real estate brokerage is challenging at the best of times. We need to make sure that we are operating as efficiently as possible—and this article is going to explore one of the ways to do this: hiring the right people. First off, let's realize that 65% to 70% of expenses in operating your brokerage consist of rent and salaries. This is true across the industry—just two numbers account for over one-third of your expenses. And the rent, once you have decided on location and signed a lease, is pretty much fixed. Unless you have a landlord who likes a good sob story, don't waste your time agonizing over it. But salaries are another question. There are lots of things to consider when you look at what you are spending in salaries. First off, hire the right people. A staff member at $40K who does half the work of the $50K staff member is NOT a better deal.  We see brokers shortchange themselves all the time by trying to skimp on salaries. And consider that the staff member probably interacts with your agents more than you do. For anyone who hasn't already, we highly recommend reading the book Good to Great by Jim Collins which has an excellent description of the topic of having the right people on board. A 50% more efficient employee at 33% more cost is a great deal!