In this workshop, we will cover:
- The difference between lead generation, lead follow up, and
lead conversion
- Why it’s important to do all three
- Learn how to plan and schedule these activities into your
calendar for maximum effectiveness
- Learn at least 10 different ways to generate leads
- Develop an action plan for the next 30 days to generate
more leads and more sales
- Team up with an accountability partner to help you stay
focused and on track for those 30 days so that you’ll hit
your goals

file is called lead_generation_ seminar.mp3

Part 2

Part 3

Part 4

Part 2

Part 3

Part 4

Part 5

Part 6

THE QUALITIES/CHARACTERISTICS OF:

A GREAT PRESENTER

WHICH ONES ARE YOUR GREATEST STRENGTHS?

WHICH ONES ARE YOUR AREAS FOR IMPROVEMENT?

PLANNING A POWERFUL PRESENTATION

I. KNOW YOUR PURPOSE

A. WHY ARE YOU THERE?

B. WHY ARE THEY THERE?

C. WHAT’S THE BOTTOM LINE?

II. CREATE THE CLOSE

A. WHY DO THIS FIRST?

B. SOME TIPS

C. MOVE THEM TO ACTION

III. DESIGN THE OPENING

A. CAPTURE THEIR ATTENTION

B. USE QUOTES, STORIES, QUESTIONS, ILLUSTRATIONS

C. NO APOLOGIES; START ON TIME

IV. OUTLINE THE BODY

A. BRAINSTORM MANY POINTS

B. THE RULE OF THREE

C. STRUCTURE

V. ADD SPICE

A. ENGAGE THE AUDIENCE

B. EVERY 6-8 MINUTES

C. EXAMPLES

VI. VISUAL AIDS

A. TO ENHANCE

B. BIG, BOLD AND SIMPLE

C. WHEN NOT TO USE

VII. TAILOR TO THE AUDIENCE

A. SEEK FIRST TO UNDERSTAND, THEN BE UNDERSTOOD

B. ASK QUESTIONS

C. TAILOR YOUR MATERIAL

VIII. MAKE CONFIDENCE SHEETS

A. HELPS YOU FOCUS

B. “FAST FOOD” FOR THE EYES

C. BIND THEM IN ORDER

IX. REHEARSE

A. OUT LOUD

B. LOGISTICS

C. VIDEOTAPE YOURSELF

DEALING WITH ANXIETY AND NERVOUSNESS

SYMPTOMS OF NERVOUSNESS

STEPS TO RELIEVE THE TENSION

1. IT’S ONLY NATURAL

2. WHAT’S THE WORST THING THAT COULD HAPPEN? HOW LIKELY IS THAT?

3. QUICK AND EASY THINGS TO DO TO RELAX YOURSELF

4. MORE THINGS TO DO

5. EVEN MORE THINGS TO DO

CONTROLLING THE ENVIRONMENT

I. MAKE A CHECKLIST

A. VISIT THE SITE

B. DESIGN YOUR LIST

C. USE IT!

II. DISTRACTIONS

A. ON-GOING VS. SUDDEN

B. YOURS

C. THEIRS

III. HANDLING QUESTIONS AND ANSWERS

A. SET GROUND RULES IN THE OPENING

B. SOME TIPS

C. WHAT IF THERE ARE NO QUESTIONS?

BUILDING AUDIENCE RAPPORT

I. APPEARANCE

A. WHAT TO WEAR

B. COLOR

C. STYLE

II. BODY LANGUAGE AND VOICE

A. SMILE, WATCH FOR HABITS

B. TONE, RATE, VOLUME, AND PITCH

C. CHOICE OF WORDS

III. KEEP THEM INVOLVED

A. ASK QUESTIONS, TELL JOKES

B. INVOLVE THEM IN ACTIVITIES

C. CALL THEM TO ACTION

Negotiation Skills Audio

Section 1: Mission Statement (WHY) and Economic Model (WHAT)

Why should you have a Mission Statement or Big Why for your business?  What does it do for you?  What does it do for your clients?

Writing the Mission Statement:

    1.  What do you do?

    2.  For whom do you do it?

    3.  What value, benefit, or end result does that produce?

Now combine these three into one unified statement:

Writing up your Economic Model: Setting SMART goals for 2009 

Section 2: Marketing/Prospecting Model (HOW)

What is the difference between marketing (passive) and prospecting (active)?

“In a seller’s market, you are marketing based and prospecting enhanced.  In a buyer’s market, you are prospecting based and marketing enhanced.”  Gary Keller

What does that mean to you?

Let’s brainstorm together now.  What are some of the ways that you (or other agents that you’ve heard of) currently market your business?

What are some ways that you (or other agents you’ve heard of) currently prospect for leads?

Let’s begin to design your marketing/prospecting plan.  Get out two pieces of blank paper, label one of them Marketing and the other Prospecting, and begin to dump out of your mind all the possible things you could do to market and prospect.  Take a few minutes to do that.

Now go back and pick the top 3-5 ideas from each page and put a star next to them.

Now for each idea, get a separate sheet of paper and begin to flesh out your plan.  What specifically will you do, how will you do it, by when will you do it, and so on.  Take a few minutes to complete that, or at least get started.

Section 3: Budget Model (HOW MUCH)

Why is it important to have a budget?

What is Red Light, Green Light?

What are the options for writing up a budget?

What are the main categories you want to keep track of?

How often do you track your expenses?  How often do you revise your budget?

How do you calculate your estimated expenses for 2009?

In order to help you get started, write down your top 10-15 budget categories for 2009, with subcategories if appropriate, and estimate your total expenditures for 2009 in each category.  Take a few minutes to do that now.

Section 4: Organizational Model (WHO) and Time Management (HOW)

What is leverage?

Why is it important?  What can it do for you?

What are some of the ways you can leverage your business?

How do you go about hiring staff?  What are the steps?

How do you delegate appropriately?

What is the distinction between working in your business and working on your business?

What is Time Blocking and how does it work?  What is Erase and Replace?

The Five Step Planning Process for planning a week at a time:

In the business work, it has been found that the principle could be applied to many areas, such as:

Applied to Meetings: 80% of decisions come from 20% of meeting time.

Applied to Managerial Headaches: Roughly 80% of your managerial problems and headaches are caused by just 20% of your problems.

Applied to time management and your daily To-Do List: 80% of your measurable results and progress will come from just 20% of the items on your daily To-Do list. The major problem is that most people are so busy fighting fires that they never get around to the most vital few activities that will lead to the greatest results.

Applied to Interruptions: 80% of a Manager’s interruptions come from the same 20% of people

Applied to product defects: Roughly 20% of the input errors typically cause the lion’s share of defects.

Applied to Salespeople: Roughly 20% of a sales force will develop 80% of the annual results.

Applied to Customer Complaints: Roughly 80% of customer complaints are about the same 20% of your projects, products or services.

Applied to Business Units: Roughly 20% of a company’s business units will produce 80% of the annual revenue.

Applied to Advertising: Roughly 20% of your advertising will produce 80% of your campaign’s results. If businesses could only determine which 20% of their advertising was really working, U.S. businesses could save literally billions in advertising costs each year. 

The Five Stages of a Business

Stage 1: Formulation

     In this stage, you are doing all of your thinking and planning about your business.  You put together business plans, budgets, marketing plans, recruiting plans, economic forecasts, etc.  You commit to paper everything you can possibly think of about your business.  You basically do a brain dump.

Stage 2: Concentration

     Concentration is characterized by lots of energy and activity going out, but very little coming in.  For every ten actions you take, only 1 produces a result.  You’re not spinning your wheels because all of your actions are on purpose and designed to get your business up and running.  It’s just that you’re expending a lot of energy with very little to show for it.  If you’ve ever had to jump start a car by popping the clutch, you know what I mean about concentration.  Remember how you got behind the car, which was at a dead standstill, and pushed and pushed with all your might but the car barely moved.  You put out a lot of energy and hard work with very little result.  The car just barely began to roll forward.  But then you entered Stage 3.

Stage 3: Momentum

     Using our car analogy again, momentum is where you are still applying energy and effort, but now you’re beginning to see results.  The car is starting to move.  It’s picking up steam.  You’re still struggling, but the car is moving faster and faster, and it’s getting easier and easier to push it.  Momentum is now instead of 10 actions to produce one result, it’s 7 to 1, then 5 to 1, then 3 to 1, and so on.  In your business, you’re making phone calls and more of them are returned, you’re putting out advertising and more people are responding, you’re going on sales calls and closing more sales.  You can feel the momentum building.

Stage 4: Stability

     In this stage, your business has become fairly stable and predictable.  You know that if you do certain things, customers will show up.  Ads produce a steady stream of clients, cold calling or prospecting gets so much business, etc.  If you go on x number of appointments you’ll close y number of sales.  Your conversion rates are steady and predictable.  It’s one action out, one result in.

Stage 5: Breakthrough

     If you reach this stage (and I say if because in my experience few businesses ever get here) then your business takes off, often in unpredictable ways.  The phone is ringing off the hook, your seminars are filled to overflowing, you’ve got so many client appointments you can’t keep track of them.  In fact, you’re getting calls and leads from the proverbial “out of the blue.”  Someone’s aunt’s brother’s cousin’s sister calls you and you can’t even remember where you met the first person in the chain.  Business cards you left at someone’s office months ago falls into the hands of someone you don’t even know and they call you and say that they need to meet with you right away because you’re the answer to all their problems.  On some level you could almost say you’ve got too much business.  You have to generate new structures and systems to handle and manage it all.  It’s almost like going back into formulation again, because in essence you’ve got a totally new business, very different than the one you conceived back in Stage 1. 

     Generally speaking, these stages are linear, and if you skip over one of them you usually pay the price somewhere down the road.  If you don’t formulate and go right into concentration, you’ve got a lot of activity but with no direction or purpose.  It’s random and ill conceived.  If you don’t do the legwork of concentration, you’ll miss out on valuable learning experiences and insights that only come from hard work and perseverance.  I’ve occasionally seen clients of mine in the real estate field go from momentum to breakthrough (a quick explosion of leads and appointments and listings and buyers) and they get so wrapped up in servicing those clients that they stop prospecting and lead generating.  Then when things calm down and all those houses are sold and buyers have found homes, there’s no business and they have to go back to concentration again, hitting the phones, walking their farm area, etc. and it takes them 2-3 months to get back to building a stable business.  So be aware of following the model one stage at a time.

- Brad