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1. Fire the bottom third of your agents
When you arrive at your office parking lot, are there cars you hope won’t be there? Are there agents you wish would stay home and never return? Yes, they’re nice people, which is why they’re so difficult to fire. But fire you must. They are holding you back, they’re holding the team back and they’re harming your company’s reputation.
Harvey Mackay, author of Swim With the Sharks Without Being Eaten Alive, says; “It’s not the people you fire that give you problems, it’s the ones you don’t fire.” He went on to ask this question: “How do you know when to fire someone?” Answer: “As soon as you think of it.”
Is this a harsh view? Not as harsh as keeping people in jobs for which they are unqualified. It is time to let them get on with their lives and move to careers for which they are better suited. It is NOT your responsibility to let them stay just to give them a place to go.
There is a belief among Managers that if agents bring in ANY business, then it’s worth it to keep them. Not true, because they cost you more than they bring in, so the net profit is negative. They cost you time, toner, advertising and stress. They also cost your ability to recruit new agents. Your current team is waiting for you to let go of this group. Only then will they support your recruiting efforts.
So, draw up your list of agents who’ve been there too long with too little production and schedule a meeting. Begin with the words; “I’m meeting with you to tell you why I’ve decided to let you go…"
For the list of all 7, go to davidknox.com
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