I think it was my recently departed Mum that first introduced me to the great old saying: “if you’re not part of the solution, then you’re part of the problem”…. 

Some of you will have read my recent thoughts on the 2 big red flags I see waving in the face of the real estate profession in Australia.

If you’ve already read the article you’ll know I was talking about the obligations on employers that commenced in April to ensure they’re genuinely looking after the mental health of their employees, and the potential dire consequences if they do not.   

Employers have the obligation to ensure that Employees are fully trained to do their jobs, are properly resourced, and rewarded appropriately for their skill level, and their performance reviews are set and measured on realistic outcomes.  Your Team need to know that it’s not acceptable for them to cop crap from customers, clients, or in some cases, each other and that they are fully supported by management, and that abusive or inappropriate behaviour or advances will be dealt with head on by management. 

The other waving bright red flag of course is the rapidly disappearing number of Property Managers from the profession and the fact that they’re not being replaced by the same rate at which they’re disappearing.   Its being agreed in many circles that the real estate profession is today paying the price for not investing appropriately in rewarding existing Property Managers, for not training the next wave of Property Managers, and for actively promoting profit-sapping fee-discounting offers that have resulted in a race to the bottom where the expectations of consumers has been set to seek the lowest possible cost above quality and professionalism. 

As a profession, the actions of the cheap and nasty wham-bam-thank-you-Ma’am fee discounter agency has taught consumers that the first question they should ask is ‘How much are you’ rather than “ How good are you?”… 

Now I’m not suggesting that fees can’t or shouldn’t be competitive. I support free markets. But if your fee model is preventing you from paying key people appropriately, lowering service levels, and you’re not investing in nurturing new talent, I think you’re part of the problem. 

After the recent article ‘She just needs to take a cup of cement and harden the f#ck up’ appeared, I received a text message from a senior figure in our profession that read, 

“Peter, any advice on this mate? – An agent (female) verbally abused face to face this afternoon by a drunk seller (male). Agent shaken and felt very vulnerable. Seller tole her to ‘get your fucking sale board down etc etc’”  

My response was quick and simple:

“Business owner needs to step up and formally release the Seller from their obligations under the Form 6 (Selling agreement) *Qld . 

Business owner needs to report the abuse to the Police (if it was threatening). 

Business Owner needs to offer (insist) that the Employee receives counselling using the businesses EAP.  And if they don’t have an EAP, then they need to initiate one and at the very least ensure the Employee receives professional counselling immediately.   

Business owner needs to call a meeting of the entire office and reaffirm to all that the company policy is to not accept any physical or verbally abusive attacks from anyone, and that any abuse, or sexual or inappropriate advances are to be immediately reported and acted on by the business owner.” 

That text message wasn’t the only message I got after that article aired.  Around a dozen Property Managers from across Australia messaged me expressing their thanks for shining a light on their challenges.  Some of those notes were highly emotional and contained horror stories of the way they’ve been treated over many years. I was also chuffed to receive a call and several emails from Principals and Directors who took the time to give their thanks for awakening them to their obligations and the severity of the challenges at their feet.    Needless to say, I also received some hate mail from business owners who hated the thought I was making them publicly accountable.   I’m 100% ok with that.  Hopefully they’ll move on to a discounted retirement village. 

I started this musing quoting my Mum, “If you’re not part of the solution, then you’re part of the problem.”  My Mum, one of the wisest people i’ve known, would be saying to me right now, ‘Peter, you can’t stir up a hornet’s nest if you don’t have a solution to eradicate the hornets.’

So, in order for me to be true to my word, and to honour my Mum’s words, I offer this friendly food for thought.

After growing, managing, and selling a significant Property Management business over several decades; after studying the profitability of hundreds of Property Management businesses across Australia, NZ and the USA over several decades; and after taking a deep dive into the stale labor intensive business model still being employed by way too many businesses, I’m ready to say that the property management profession in its current form in many businesses is on life support in the ICU with little chance of survival without undergoing major surgery. 

You’ve only gotta read the Annual Rent Roll Market Report provided by Brad Robson detailing the number, size, profitability, and multipliers being achieved by business owners who are selling up to get a feel for what some of the bigger challenges are.

It’s bloody expensive to stick your head in the sand and to pray that the bad man is going to go away.  #Protip: He’s not going anywhere. It’s time to think and act. The bad man is not going away and his footsteps are getting louder.   Who is the bad man coming to ‘get’ your business?  

Is it Amazon? 

Is it Google?

Is it a Portal?

Is it your own lack of action?

Is it Mr 1.5% from the next suburb across? 

What will they beat you on? 

There’s no question that models need to change, roles need to change, fees need to change, people management needs to change, and the services our profession provides to investors and tenants largely needs to change. 

What do I think you need to do to survive?  

Find out at my upcoming webinar on October 4th where we’ll be exploring what the new normal looks like, and the 5 key actions my expert panel including Cloudstaff’s Chief of Compliance Wayne Bucklar and others believe you need to implement before the sun sets on 2023.  

Will I see you there? Will you be part of the solution or part of the problem? 

Have you ever heard a variation of the above, perhaps in reference to a work colleague? I have. Too many times.

It might seem cute, smart or tough to the cool kids but, at its best, it’s what you’d expect from shameless, tacky, sad, out-of-touch business dinosaurs whose management skills have been left behind in an era of misogyny and no respect.

Now I’m not saying every real estate business is ablaze with the same archaic ethos on how to treat their team members, but I can still see some burning embers and smouldering ashes on the horizon. And those embers and ashes need to be starved of the oxygen that fuels them, and some urgent back burning done, to prevent any future conflagration.

Currently, there are two very bright and very big red flags being waved at the real estate profession in Australia, and I have a genuine concern way too many in our profession are turning a blind eye and hoping those waving flags will go away.

For those still in ostrich mode, the breaking news is that those red flags are going to get bigger and the ramifications for those who choose to ignore them are perilous.

RED FLAG #1: Changes to Workplace Health and Safety Laws are effective from April this year.

Amended Work Health and Safety Regulations prescribe how businesses must identify and manage hazards and risks to workers’ psychological health and safety.

From April 1, business owners need to consider and review approaches to managing psychosocial risks and fostering mentally healthy workplaces. All staff must be able to enjoy a mentally

healthy work environment and return home at day’s end free from mental health challenges caused in or by their workplace.

The days of bullying, exclusion, imbalance, disrespect, and not providing team members a physically and mentally safe work place are over. No more talk of ‘teaspoons of cement.’ No more turning a blind eye to workplace conflict. No more acceptance of abusive language or advances from clients and customers being directed at your staff.

If you’re not sure if something is or isn’t right in your business, consider this test: Can you justify any of your actions by finishing the statement with, “Your Honour”? For example, “Yes, I told Sharon that when Landlord Joe called her a ‘useless mole,’ he was just venting and to just ignore it because he always speaks to our staff that way and he means well, Your Honour,” or, “Yes, I told Julie to just nip up and mop the floors and give the bathroom a clean before she left for home the other night, even though it’s not in her job description, Your Honour.”

RED FLAG #2: The continuing diminishing number of Property Managers entering our profession, and the alarming increase in the rate at which existing Property Managers are evacuating the profession.

In the context of those two massive red flags, the figures below from a survey of 773 Australian Property Managers should have almost every real estate business owner reaching for the Ventolin and breaking out in a cold sweat.

Reader discretion warning.
You may wish to get a cold cloth before you read on.

The survey shared:

53% of Property managers surveyed said they struggle with mental health issues and switching off after work

37% of property managers completely agree their job offers good career opportunities, down from 56% in 2018.

52% of property management offices have changed software over the past two years. Only 34% of property managers believe they have the tools they need to do their job properly.

Only 34% believe they have been given the training they need to successfully manage their role.

And wait for the crème de la crème.

60% of Property Managers say the biggest challenge of the job is dealing with aggressive or abusive landlords or tenants and…wait for it…only 38% of principals agree with that.

Do you hear the alarm bells and see the ticking time bomb here?

Seems to me that adopting a strategy of telling people to take ‘a spoonful of cement’ and harden the f#ck up in the current, or for that matter, any environment might not be the wisest of strategies.

It’s crystal clear to me that the workplace model in property management in our fine land is, in the main, broken; not irreparably, but definitely on life support and in need of urgent surgery. And it’s only a matter of time before the first significant claim is awarded against an ignorant business for not putting someone’s physical and mental well-being at the forefront of their obligations to employees.

It’s not just in the treatment of people in the workplace. It’s also about what’s expected of them in the workplace.

If you’ve
…been avoiding training new people up until now; or
…relied on poaching staff from other businesses by offering them more money but not giving them an enriched role in the business (and yes, I recently read a statement saying, “I don’t train property managers; I poach them instead.” WTAF); or
…been OK with overloading your PMs with unfulfilling work; or

…thought to yourself or expressed out loud that people just need to ‘harden up’ in your business; then…

there’s a very large karma bus headed your way.

The obligation moving forward will be to send staff home in the same fit mentality they came into work with, and that could mean restructuring an entire business so that they’re not overworked and realistic expectations are set and met by all parties.

From my perspective, the significant difference between property managers are those who can do higher-level tasks – building relationships, growing and retaining business, maintaining a client’s asset, and negotiating with tenants – and admin roles whose tasks can include lease preparation, bonds, maintenance scheduling, and tradesperson follow-up. And, honestly, the advances in proptech have enabled the idea of a global workforce for even a single business owner.

Property managers are locally-based face-to-face relationship specialists within a real estate business, and should be treated and paid accordingly. Admin roles, which aren’t public-facing, can be in-house or, more often than not, outsourced; in many cases, to VAs in a very efficient and cost-effective manner.

My crystal ball doesn’t show that the industry is going to be flooded with thousands of new property managers anytime soon.

So that means, treasure the ones you’ve got and treat them a whole lot better than many have been treated up to today. Start preparing to train the next generation of property managers. Restructure the department’s workload so the appropriate people are doing the appropriate tasks, so specialists are doing specialists’ work and admin tasks are being done by admins.

Invest in your team’s ability to deal with conflict and how to look after their mental health by booking them into specialty events like Hayley Mitchell’s PM Reach Mindset – Wellness – Resilience Events

You’ve got to start today. Otherwise, you may be facing a very expensive claim against you and your business soon.

Not sure where to start when it comes to using VA’s effectively and outsourcing those admin tasks?

There are options aplenty!

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Join my webinar The Challenge Of Change and How To Stay Relevant

Visit Cloudstaff or join me on a study tour to Cloudstaff’s HQ in the Philippines in either November or December to see how hundreds of Australian businesses like yours have lowered the red flags in their businesses.

Or keep handing out those cups of cement, and let me know how that strategy turns out for you.

That irritating question gets posed by my long and faithful dentist every six months for as long as I can remember.

Each time, I tell her the same porky, and she gives me a stern warning that I need to get into better habits. (Hardly breaking news for anyone who knows me.)

At the end of every six-month check-up, my dentist hands me a piece of paper entitled ‘Urgent Treatment Plan.’ This is supposed to consist of the work she wants to perform. What it really consists of is lots of codes, numbers, and names which mean absolutely nothing to me.

My fortunately numbed jaw starts to gape at the bottom line of $3,200 and the thought of having to spend yet another 4 hours in her chair.

So, every 6 months, it’s the same old story:
– Go to dentist.
– Get asked if I’m flossing. Lie and say ‘yes’.
– Depart with my Urgent Treatment Plan.
– Make promises I won’t keep: “Yes, I’ll floss more,” and, “I will definitely

make a booking for this Urgent Treatment Plan.”

So far, I’ve survived six visits to my fluoride farmer without my face falling off even with my broken promises. This has deepened my suspicion that my real-life tooth fairy is upselling me a plan that will fund the next Mykonos trip or newest Porsche. Other than a piece of paper with lots of confusing numbers and symbols, there’s been no evidence that things are getting feisty in my fangs.

Quietly, I was feeling confident after my last visit with her that all was well in the ol’ North and South.

Fast forward 5 months later.

Forgive me father, but I am weak of flesh and, in a momentary lapse, I strayed from my porcelain polishing friend and ended up in the reclining chair of a different dentist. (In my defence, this new dentist had a vacancy that wasn’t 3 months away and he offered exceptional car parking.)

Lying back in the chair, I had an eerie moment of déjà vu. The first words from Billy, my newfound man of molars, were…you guessed it…

“Have you been flossing?”

(Is this the dental version of ‘How’s the market?’ And has anyone ever said, “Yes,” and meant it?)

Anyway, I lied and said I had. He suggested I needed better habits. I nodded. He nodded. Both of us knew that I hadn’t and wouldn’t.

Then, it was business as usual. My new dentist poked and prodded, took X- rays, said ooh and ahh a lot, and gave my trusty choppers a buff and polish, making them sparkle again.

Visit over, on cue, he printed off my “Urgent Treatment Plan.” And yep, this one had all those mysterious codes and unrecognisable words and the total of $3200.

This time, though, something different happened. While I was still firmly strapped down in the dental chair, spotlight shining directly in my eyes, Billy turned on his ceiling-mounted TV and, tooth by tooth, showed me each and every stress crack, broken filling, and gap hiding behind my velvet lips.

Yowza! What I witnessed in that cavernous enclave had more holes than St Andrews.

Armed with this evidence, and with eleven simple words, Billy was able to book his next Santorini holiday: “Would you prefer to start your urgent treatment plan today or Friday?”

What could I say? What could I do? I couldn’t deny it any longer. The evidence was right there. The cakehole had definitely seen too much cake. My oral orifice was overdue for some observation. What Billy showed me, up close and personal, was that my once magnificent molars needed some serious renovation if I wanted to continue indulging my deep love for a medium rare 500gram rib fillet.

That Urgent Treatment Plan I’d, in the past, dutifully filed in my trusty rubbish filing bin wasn’t just another piece of paper with an unsolvable and easily ignorable puzzle anymore. No, seeing is believing, and I commenced my treatment plan with Billy that day.

Is this tome really about teeth? What am I really rambling about here? This Tale of Terrible Teeth is a metaphor.

We kid ourselves every day that everything is AOK in our personal and business world. But what has served us well for the last 20, 30, 40 or 50 years probably, despite our protestations or how much we try to kid ourselves we’re immune to this rapidly changing world, doesn’t serve us at all anymore. Our personal and business lives are in need of some attention.

Maybe you’ve acknowledged this already. Maybe you’ve even seen your own Urgent Treatment Plan for your business but, up until now, it’s been indecipherable to you. And maybe, just like flossing, you swear you’ll do it moving forward, but keep putting it on the back burner.

If you’re an avid reader of mine, you’ll know I’m more than a little obsessed with the sustainability of existing business models. Of more recent times, I’ve been specifically focused on the effective use of VAs (virtual assistants) in real estate businesses.

You see, I’ve heard successful real estate agencies and agents talk about how VAs have totally transformed the way they do business. But, just as I was skeptical of any Urgent Treatment Plan fixing my fangs, I was also dubious whether VAs trained in real estate and located in the Philippines could honestly have the skills, knowledge, and capacity to truly support the admin, property management, and sales support functions of a modern Australian real estate business.

There was only one way to make me believe, and that was to see behind the scenes – all the details – with my own eyes.

So, I traveled to the Philippines and Cloudstaff’s offices to spend real quality time with Cloudstaff VAs specialising in real estate. I can now say that I’ve been able to witness firsthand their work to help streamline the back-end engine rooms of hundreds of Australian businesses.

I can also confidently tell you that if you’re looking for your own Urgent Treatment Plan for your real estate business and cost-effective, reliable solutions to your PM, Admin, and Sales support problems, it’s time for you to face facts for yourself.

Whether you’re cautiously curious or simply skeptical or just plain sitting on the fence about VAs and how they can:
a) rid you of your HR woes;
b) help streamline your systems;

c) grow your culture; and
d) free up your PM leaders to focus less on leaky taps and more on positive growth;

then you should join me on my next study tour to the Phillipines in December. We’ll fly into Manila, visit the impressive and secure Cloudstaff buildings, soak up the amazing culture of the Philippine’s #1 Workplace, examine case studies of businesses just like yours, and, if you’re ready, meet and interview your own VA.

There’s a saying, “Only floss the teeth you want to keep.” If you’re going to continue to crumple up your business’ Urgent Care Plan and refile it into your own ‘special bin’ instead of directly addressing your business’ problems, which part of your business are willing to let go of?

Seeing is believing.

Like to know more?.. Give me a call on 0417630962, visit Cloudstaff online, or join my webinar on October 4th and let’s fix those cracks, broken parts, and gaping holes in your business today.

It’d be incredibly unkind of me to generalise the entire real estate profession as having a reputation for being cautious with their coins. In fact, I’ve witnessed first-hand some incredible acts of generosity from real estate people across Australia, New Zealand, and in the USA.

But I can’t deny that I’ve seen more than a handful of business owners break into a cold sweat when they’ve misplaced their 2 for 1 coffee voucher.

There’s a great old saying; ‘If you look after the pennies, the pounds will look after themselves.’ It’s a well respected truism that’s served a legion of smart business people really well. Keeping a watchful eye on the skinny margins and knowing your percentages and numbers down to last dollar is mission critical.

And in a business vertical that’s feeling increasing pressure on its margins, it’s never been more more important.

Sadly, experience tells me that good financial management, including properly segmenting and reporting on each department as its own profit centre, is actually a rarity.

Having an intimate knowledge of whether your PM or Sales departments are making you a dollar or costing you a motza independent of each other is one of the most important monthly measurements to be ruthlessly analysed.

Mopping the sweat off your brow and emitting a sigh of relief because you’ve had 4 great months and a bank statement with no red numbers or minus signs on it doesn’t cut it as advanced financial management.

With operational costs on the up, and income on the decline in most businesses, profit margins are getting slammed, and that ill considered master plan of buying 2 new cars, a holiday house and a new Rolex during the recent boom, coupled with 12 consecutive interest rate rises, is starting to suck a little for some…

f you’re a frequent reader of my ramblings, you’ll be aware of my regular references to the various bytes of wisdom programmed into me by some of this industry’s finest mentors.

I’m not talking about cute one liners from the self appointed soothsayers with inflated egos, deflated bank accounts, and a course to flog, but genuine golden nuggets of genius from those that were/are relentless in knowing to the exact half a percent how their business was/is tracking.

They’re the fearless seasoned leaders that know when hard logical business decisions need to be made, usually long before other business owners have noticed a blip on the radar. They’re the true business leaders with genuine courage.

In 1964, the great Bob Dylan wrote; ‘The times they are a changin’.’ The song is a heralding call to existing and emerging generations that change is inevitable.

Dylan writes; “And admit that the waiters around you have grown, And accept it that soon you’ll be drenched to the bone’. ‘If your time to you is worth saving, then you’d better start swimming or you’ll sink like a stone, for the times they are a changin’.

As the market forces change, and as I visit more and more businesses and study their finances, operational processes and use of personnel, I’m feeling that there’s a really important message in Dylan’s lyrics; …. ‘Your old road is rapidly agin’, Please get out of the new one if you can’t lend a hand, For the times they are a changin’.’

My early Mentors were wise about using their resources effectively.

Resources are Time, People, and Money. They’re pretty much the same for every business. Time, People, Money. They are the most common levers to pull when adjustments must be made.

One of the first things I do if I’m considering taking on a new client is to ask them to do some genuine self assessment via some simple questions. It helps me decide if they’re honest with themselves and whether we’re gunna be a good fit. It goes a little like this

Play along at home if you like.

1. Are you making the absolute best use of your time at work and play? Should you really be doing the things you do each day?

2. Are you getting the most out of your people? Are they doing the tasks that best fit their skill level? Are your ‘people people’ wasted being admin people?

3. Is every dollar of your money spent wisely?

4. Would you genuinely employ every single one of your existing team members if they re-applied for their roles today? Would their role even be needed today?

5. Are you open to new ways of doing business? How’d you do?

Heeding Dylan’s words, I’ve been spending a lot of time observing the changes happening across the real estate industry and exploring alternative solutions to ensure that businesses get the most of those resources of time, people, and money.

Along with valuable insights from stellar business luminaries such as Cloudtsaff CCO Wayne Bucklar, Business Profitability Analyst, Dean Yeo, I’m looking forward to sharing what I’ve learned with all of you on my upcoming webinar”The Challenge Of Change and How To Stay Relevant”

Register here to attend or to receive a recording of this informative session.

I was on the receiving end of some really tough feedback from a close business colleague of mine recently. He’s not one to mince words and the feedback he delivered hit me in the face with a chair. (Figuratively of course, no chair or face was actually harmed in the delivery.) And his feedback hurt deeply, because it’s an approach on life I’ve prided myself on for decades.

The two words he delivered were simple, but cutting. His hurtful words? “You’ve changed.”

To add some context, I’d like to think I’ve earned a trademark as a guy who challenges the status quo. If there’s some zigging going on, I’m zagging. If the invitation says black tie, I’m the guy in the open neck shirt and colourfully patterned jacket. If they tell me no, I’m looking for the yes.

I’ve never been one to adhere to weary meaningless traditions just because that’s what they did in the good old days. Hey, if we all were inflexible to change, we’d be driving horses and carts to work and we’d have to trek to the thunder box in the back yard for our daily ablutions.

So, to be told that I’ve changed hit me pretty hard, and had me reflecting on his words.

Take this quiz with me. (And if you’re not sure if you can answer the questions, you may need to phone a friend.)

1. Have you ever thought or said, “Get off my lawn”?
2. Do you find yourself thinking, “Kids these days…”
3. Do you find that it now takes you all night to do what you used to do all night?
4. Have you contemplated yelling at a cloud?
5. Do your dentures glow in the dark?
6. Do more than two body parts complain when you get out of your chair?
7. Have you ever started a sentence with, “Back in my day…”?
8. Have you ever justified something in your personal or work life with, ‘That’s the way we’ve always done it around here’?
9. Do you find that you hate noisy bars and restaurants, but your TV is turned more than halfway up?
10. Have you ever muttered under your breath, “Bloody P platers”? Bonus questions:
11. Do your more-than-amply-bushy eyebrows bristle when somebody says something about Boomers?
12. Have you ever mumbled, “These young people need to toughen up. Back in my day, interest rates were 17%.”

If you’ve answered or even nodded yes to any of these questions, you won’t need Google or WebMD to diagnose you’re suffering from a severe case of Old Farts Disease.

Those of us with OFD may feel resigned to their destinies.

It’s too easy for people of my vintage to lose their flexibility, not just in body, but in mind, spirit, and business. It’s too easy to just take the same road to work every day, break for lunch at noon, and watch the news at 6pm every night with a warm cup of Milo.

Fear not, my fellow follically challenged friends. There is hope on the horizon, although the sun may be appearing to set faster on our particular horizon.

Breaking news, my friends. If you’ve spent your life whinging about ‘the minorities’ having too much of a say and you’re now at least a sexagenarian, guess what – we Boomers are now in the minority.

So, are you now:

Talking about and receptive to ideas your family or kids may have around climate change, mental health, or supporting a different team (whether that’s in footy or around sexuality)?

Talking to staff or work colleagues in an open and respectful manner around work-life balance, working from home versus working in the office, three-day versus five-day work weeks, and overall working hours?

Sharing roles – are they good, bad, or indifferent about them?

How are you staying relevant? Are you attending industry events? Are you listening to new podcasts or subscribing to different newsletters? How do you embrace new ideas?

In the real estate business, especially, you have to keep an open mind, have a preparedness to embrace change, and a insatiable passion for growth.

Register here for this information packed webinar on October 4th where I’ll be discussing these things more in-depth. Or, if you insist on being old school and seeing things in the flesh, join me on my next tax- deductible study tour to the Philippines in early November or December where I’ll be presenting on 5 new old ways of doing business that helped me and will help you stay relevant in this faster-paced world.

I mean seriously, it’s become unavoidable! 

How’s your AI going? Has it made life simpler for your EBU? 

Are you using a PA or VA to keep your CRM in A1 condition?  

Is your BDM testing the CTA on your CMA to ensure you get a solid ROI on your CTR?  Or does your CMO handle that KPI?

Is your head hurting as much as mine these days? I can already hear more than a few of you screaming WTAF!  Can someone please pass me an IPA! It’s a jungle out there folks!   If I don’t meet my KPIs ASAP there’s a strong chance the COO will tell me to POQ and DCM.  

If your answer to any of the above is FIIK, then you should probably read on.

Last week I rabbited on at length about the seemingly endless pursuit some in our profession have for the elusive silver bullet to propel their careers into the next stratosphere. It’s a post that got a few tongues wagging. I’m OK with that. I don’t mind poking the bear to get a conversation going, so It’s probable that I’ll tilt a few toupees with this post as well.  

Today I’m sharing some thoughts on what I see as the new real estate workforce. It’s actually new to some, but it’s been BAU for up to a decade for many early adopters.   

Last week I mentioned my Dad and his business wisdom. Dad and I worked together really successfully in the 1980s and 1990s. He was a tough taskmaster who taught me well. I reckon I can hear him saying: “I taught Peter everything he knows, but not everything I know”. 

Business was a tad different back in the early 1980s. And before you start arguing with me, do me a favour and run your eyes across my first business card.  

The year was 1981.

Notice anything different?  

No mobile phone.

No email address.

No website.

No social media icons – not even one!

No Captains Bazillion Dollar Club badge.

Not even a damn fax number!

Our office communications were limited to a two-way radio tower on the outhouse roof. We had none of the tech that enables a modern-day agent, yet we somehow still managed to make a dollar to fund a few frosties at the Cleveland Sands Hotel on a Friday night, along with a mortgage on a 13% interest rate. 

Real estate life was very different back when I had my own teeth and hair. 

Just quickly on the topic of losing hair, I asked my Barber for a discount last week. His answer was brilliant. He simply said: “Peter, no discounts for you. We’re charging you a Finder’s Fee these days”. LOL!  I think he’d make an outstanding real estate salesperson.

Now before you think you’re about to hear a sob story about the good old days from an out-of-touch old Boomer, let me go out on a limb here and actually say that I think the craft of real estate is a way tougher gig these days. There, I said it. I agree that it’s a tougher business in 2023. No BS. 

Which is actually a bit fascinating. Not fascinating because a silly old Boomer is actually acknowledging that a younger generation has a tougher gig, but because even with the addition of some amazing technology that’s been designed and developed to make the business of real estate simpler over the past 40 years, I think it’s actually made it more complex for a single salesperson! 

In our quest to consistently deliver all that’s required at a premium level to be regarded as numero uno, many in our profession have been left with a SNAFU business that’s incredibly inefficient, not achieving its true potential, and worse, driving them towards real estate career dreams that are RIP.

One of the most common FAQ’s I get as I travel AUS and NZ is from salespeople and business owners wanting to know when and how to scale. It’s possibly the single most important SOS call that any business needs to respond to urgently.

From the SWOTs that I’ve done, it’s very apparent to me that the most successful salespeople understand that the most effective way they can scale their business is through the best deployment of all available resources.

ICYMI, I’ll repeat it for the people up the back. The most effective way they can scale their business is through the best deployment of ALL available resources.   

These resources are: Time, People and Money. And very few of us have an infinite supply of any of them, so we need to use them very wisely.

And FWIW, the most common question I’m posed from good salespeople who want to grow their business is what is the best growth model? 

The answer at the risk of seeming that I’m going AWOL on you is that the right model is different for everyone.  

My view is that it’s gotta be a tailored solution that reflects your strengths and identifies the areas where your business would benefit from someone else helping you with some heavy lifting. 

Are you ready to invest the time, money and risk into building a full EBU? Does a SWOT of your business you say you’ve got the time, skills and budget to risk $180-200K to take that leap?

At $65K a year, would employing one good, part-time PA capable of tidying up your paperwork, doing some data entry, picking up your dry cleaning or kids and booking the occasional flight, make sense for your business now?  

At around $28K a year, is the concept of having a cost-effective, highly disciplined, multi-skilled VA, trained in doing tasks the exact way that you want them done, a logical way to help you on the path to achieving your businesses SMART goals?

As a researcher of trends, I’m seeing a growing trend where more and more successful agents and businesses are taking the VA route. It’s freeing up their front-line people to spend more face-to-face time with their current and potential clients to create deeper relations and more opportunities to make more money. 

I think most businesses have a simple choice to make. Keep up, or be left behind. It’s pretty simple. You could reprint my 1980s business cards and pretend that all this emerging tech isn’t necessary to your relevance as a business and as base service fundamentals to your customers. 

Or you can keep doing laps in that bowl of alphabet soup.

TBH, it’s a no brainer for me. Taking that first step to scale is a fear that cripples many.  But as my kids would say, YOLO!  

PS: If you’d like to banter about salespeople and businesses who are using VAs effectively to scale up, give me a call or flick me an email whenever suits you. I’m available AM and PM. 

PPS: How’s your FOMO?  Go on! FFS… JFDI!

PPS: And if the very thought of managing an EBU, PA or VA puts you in the ICU, fear not my BFFs. I’ll write about that soon too. 

*This article was definitely not written using any form of ai. #ltfu

Please also keep your hands raised if you’d expect your insurance company to replace that car if thieves simply jumped in and headed off into the sunset never to be seen again. 

Of course anyone with an ounce of business smarts would never conscientiously support either scenario. As business owners we accept a higher level of responsibility to demonstrate we can secure our own assets, but more importantly, the assets of our Clients. It simply just doesn’t make sense to give any crim an open license to hit the road in your prized possession along with easy access to your drivers license and credit cards. Aka 100 points of ID

OK, now for ships and goggles, let’s keep pointing ten fingers to the heavens if you’d happily leave copies of the most private and personal banking details of your clients sitting on the front desk of your office for the world to freely see?   

Again, the answer from anyone with an ounce of business acumen is that they’d never dream of such a career limiting and reputation-crushing lunatic of an idea.   

It goes without saying that it’d be deemed irresponsible and reckless to publicly expose the private information of others to anyone to freely download and do with it whatever they desire.  I’m not a gambling man, but I’ll take a punt that the likely outcome of willingly or unwillingly sharing a clients data isn’t gunna end well. 

The recent attacks on Optus and Medicare should be sounding alarm bells ringing right across our profession.  But team, i’m here to say that i’m not entirely convinced that the message is sinking in… 

Lets be frank here, If, like me, you’ve been at a BBQ, Party, Pub chat, or in a Facebook Chat, you will have seen and heard the seemingly endless and arguably deserved profanities being hurled at those 2 corporate giants for the frankly crappy way they’ve abrogated their responsibilities to keeping their customers data safe. 

Its very clear that Optus's and Medibank's reputations around data security have been trashed, and will be for some time to come. Aussies have great memories. I’m not sure who once said, 

“Aussies will forgive a f#ck-up, but they’ll never forgive a cover-up” 

Seemingly the crims simply walked through a figurative ‘open door’ at Optus and Medibank and made themselves comfy on the couches, put their feet up on the teak desks, and just paged through Optus and Medicare’s data at their leisure. (AKA your most private and personal information)  

The ‘license of trust’ that customers expect with corporate Australia, and the shabby way in which customers have been (or have not been) communicated with through those breaches has seriously compromised that license..  Believe me. I’m an Optus Customer. No warm and fuzzy feel-good TV ad is going to repair my trust, and make me sleep better knowing that my passwords, passport, drivers licencce, bank deets, personal identifiers photos, credit card numbers, and transaction history is being traded on the dark web for rupees, drachmas, or a carton of Fosters. 

It might have been an ambitious goal, but I was personally hoping that the hacks on Optus and Medibank might have sent some long overdue shockwaves through the corridors of every real estate profession. 

Our profession retains an enormous amount of personal data, and mounting evidence of a growing number of claims being made on cyber related crime by real estate insurance giants like AON’s professional indemnity expert Peter Lynch says there’s an opportunity for many business owners to be playing some very urgent catch-up.

Sadly, it seems that for many in our real estate profession, the warning bells are still falling on deaf ears in the belief that cyber security is not an issue in Australian real estate businesses.  

If the Optus and Medicare hacks don’t do it for you, then please let me explain why I disagree vehemently with the apparent apathy across the profession on this issue. 

For many moons, one of my favourite nocturnal pastimes was to see how many usernames and passwords I could gather from yellow post-it notes stuck to the sides of computer screens on full display to the world through offices windows at night. My record still stands at 23 in one night on the Sunny Coast. 

Those exposed passwords provided me free access to a smorgasbord of Bank log-ins, Google accounts, Property Management software, RPData logins, Facebook and Youtube accounts, and my absolute personal favourite, an Uber Eats login.  (For noting, I didn’t order pineapple on that pizza) 

And by the way, my interest in collecting passwords isn’t confined to nocturnal pursuits.

Some of you have been kind enough to alphabetically sort those usernames and passwords into a little black book secretly labelled ‘passwords’ that sits in way too many business owners top drawer.  That one time-saver hack might make it easy for you to remember passwords, but its possibly opening you up for the biggest cyber-hack to ever empty your bank accounts. 

Post-it notes on monitors, and little black books of passwords don’t rank high as the wisest cyber security strategy for secure password management, and would make your Clients shudder if they knew that was your 2022/23 version of protecting their private data.

Peeps, are you picking up what i’m putting down here?  We’ve gotta raise the bar!. And pretty dramatically, and bloody quickly in some cases.   

We’re not just leaving the keys to the Porsche in the console here, we’re actually filling the tank up for them by not taking the rapidly advancing world of cyber security a whole lot more seriously than many of us have been til now.

Many of you will be aware that a Melbourne based PM business had visitors to their database a couple of weeks back, and just yesterday a NSW based major franchise office have also reported a visitor and I assume have had to endure the unenviable and embarrassing responsibility  of communicating to their landlords, tenants, buyers and sellers that a mix of their own private ID’s and banking details has quite likely been compromised. 

There are any number of ways that these hacks may have occurred. In fact, it might not have even been a hack. 

Hackers are incredibly skilled at penetrating poorly protected processes, taking what they want and then covering their tracks on the way back out. How the Melbourne or NSW breach occurred might never be known. I’ve seen a fair bit of finger pointing going on of where/how the Melbourne breach might have occurred, but i’m yet to see anyone own it.  (Remember, Australian’s will forgive a f#ck -up, but they won’t forgive a cover-up)

What’s becoming evident is in a high number of cases poorly secured businesses would never know their inaction and tardiness had exposed and compromised their clients most private data.  The investigation into the Melbourne ‘hack/breach’ and the root cause/s of how Clients data was compromised will make for interesting analysis when it makes the light of day.

I’ve made a conscious decision to not either of the Agents/Brands that are going through this living hell because frankly, I have a feeling that ‘there for the grace of god’ goes potentially a significant percentage of the real estate profession who could, under different circumstances, be spending their next few days/weeks attempting to explain their lack of data security to a few hundred or thousand)  incredibly unhappy and unforgiving customers and clients. 

We’re at the pointy end of things in cyber security folks. Its no longer a matter of if the crims come knocking at your front, or back door, its now just a matter of when.  

Make no mistake, our profession is a prime target. We’re entrusted to securely protect thousands of incredibly valuable records for our clients. 

It’s no secret that many in our profession hold huge deposits on behalf of clients, and transact them in good faith, often on the instructions of an email from someone we’ve never met to an account we don’t know.  That in itself is scary.

Bad stuff happens when good processes aren’t documented and vigilantly followed, and tested.  

I’m not meaning to be overly sanctimonious here. I totally get it.  Mistakes get made. It can happen easily. I mean, If corporate giants like Optus and Medibank are struggling to lock the doors to keep the cyber criminals off the couch, then it certainly sends a message that your local suburban real estate agent needs to be much more vigilant than ever.  I’m just checking in and ringing a warning bell. 

I ain’t throwing rocks.  I’ll confess that I’m the guy who used to think it was OK from 1990 to 2000 to send a 15 year old receptionist on a walk to the local bank each day, passing by the wolf-whistlers at the local hotel beer garden, at 4.00pm, with up to $15,000 in cash in a calico bag marked ‘Deposit.’  Brilliant security I know.   But at the time it kinda seemed like an acceptable behaviour. 

But that’s my point! Times change, just like we have to change our behaviour when the market changes, we also have to change our behaviour when new threats come.   And its far from Breaking News folks, we’ve been in the spotlight for hackers and data thieves for over a decade because we are, in the eyes of the scammers and hackers, a soft and simple target. 

Peak industry bodies like The REIQ, have for at least a decade been rattling the cage on the need for real estate professionals to be super vigilant and have excellent processes and ongoing internal education in place.  Every business owner needs to actively implement processes that minimise the massive risk to their business and to stop the next cyber hack headline featuring their business name, and overnight, decimating their personal brand and reputation

And based on the increasing volume of insurance claims for hacks and cyber theft it would seem so far that messaging largely appears to be falling on deaf ears. 

There is an array of best practice resources available from The REIQ to assist real estate business owners to navigate this new world.  

Specialist companies such as Cloudstaff who proudly boast gold standard ISO 27001 data security certification, have assembled a library of their best practice resources that businesses can avail themselves of to minimise the risks associated when the hackers and cyber crims decide that you’re next.  And they will. 

Leading International Data security authority, and CEO of Cloudstaff, Lloyd Ernst today offered a 6 point checklist

Tip number #1 – Never Share Logon

Never share Logons to systems. Never. Shared logins means it is very hard to figure out who has done what and hard to use systems like 2FA (see next)

Tip number #2 – two factor authentication (2FA)

You and Your staff should use two factor authentication on every system you access. (After the user enters their password they are prompted for a second form of authentication like a SMS, Code from an App or hardware device like a Yubikey). This means if they are using an easy password or a third-party guesses or finds their password they still can not access the system until the second factor

authentication is used.

Tip number #3 – Enterprise Grade Security

Virus checkers went out with Windows 8. Some of the best technology to use now is called EDR – Endpoint Detection and Response. EDR is the mainstay of security in every large corporation. EDRprevents malware infection, detects and defuses potential threats in real time, and automates response and remediation procedures.

Tip number #4 – Enterprise grade VPN & Firewall

In your Office, your staff’s PC are behind a firewall protected from the Internet. When staff work from home on their personal internet this does not reduce the risk, it increases it. A VPN – Virtual Private Network re-directs all the traffic from the home user, encrypts it and tunnels it to a router in an office then an enterprise grade firewall provides the same protection as staff working in the office.

Tip number #5. No Train No Blame

Train your staff and test your staff. If your staff could be potentially exposed to phishing, then consider running exercises to test that they are practising good email techniques and that they have via.

Tip number #6. ISO 27001

Consider using suppliers who are certified for ISO-9600 and ISO-27001 standards. The suppliers have demonstrated their commitment to having the correct systems and procedures in place and undergo rigorous auditing.

Believe me, its not a matter of if, you get hacked but when.  The real question is whether you’ve done enough training and raised awareness, trained new behaviours, and created sufficient vigilance and implemented best practice processes to survive that hack..  

Or will you still be leaving your car in the driveway with the keys in the console, and the post-it notes stuck to your office computer screens.  I know what my plan is. What’s yours? 

Photo attribution: <a href=”https://depositphotos.com/stock-photos/abstract.html”> – depositphotos.com</a>

Do you really know what your Customer wants/needs?

Are you 100% sure?

Do you sell something other than Kaftans?

Does One-Size really fit all?

Please indulge me for a minute while I share a quick story…

Last weekend while on my traditional fresh food market shopping spree I bought a handful of Italian sausages from a local butcher. We got into a chat and he shared with me a conversation he’d recently had with another of his local customers. In this case, the owner of a local pizzeria who was also a connoisseur of his Italian sausages, but to the tune of 20kg of the spicy specimens each and every week.

The story goes that my recently befriended purveyor of all things bovine had inquired of the the Pizza shop owner how those 20 kilos of Italy’s finest snags were served on his menu?

• Maybe, with a spicy Italian sauce on a bed of mash, and a fresh crisp mediterranean salad?

• Possibly with a serving of grilled polenta and some duck fat wedges accompanied by a medley of roasted zucchini and carrots with a hint of garlic and rosemary?

Nope. The Pizzeria man replied. “None of that”, he said.

He shared that each week he stands for 3 hours and squeezes every ounce of the brilliantly blended chorizo infused concoction out of those sausage casings so that little marbles of pepperoni, parsley, pepper, and prosciutto can adorn his famous Spicy Italian Pizza!

“The Butcher Stood with a stunned and aghast look on his face at the answer”

He replied to the Pizza Man, ‘Mate, are you fair dinkum?.. The Butcher went on with his voice almost trembling in despair, rhetorically echoing the Pizza Man’s statement back at him… “Mate are you really telling me that you spend 3 hours each week squeezing the meat out of my sausage skins?”

“Still in shock, the Butcher continued in despair”

“Mate, I spend 3 hours each week shoving 20kg of Italian sausage meat into those bloody sausage skins!”

Silence fell across their conversation for a minute, til the Butcher said, ‘Would life be easier for you if I just made 20 kilos of sausage meat for you every week and not put that meat into the skins? It’d save me 3 hours and it seems it’d save you 3 hours too?

I’ll repeat my opening question…

Do you really know what your Customer wants/needs?

Are you 100% sure?

One of my current presentations to conferences, offices and consulting clients revolves around the 4 consumer trends of Speed – Simplicity – Personalisation and Transparency.

• Speed – What are you doing to make your ‘boat’ go faster?

• Simplicity – Do your processes make you easy to do business with?

• Personalisation – Is your customer journey dictated by how you want to do business or how they want to do business? Do you nurture customer relationships or are they just a number?

• Transparency – In a world where societies cynicism is growing and we’re seeing a lack of trust in governments and corporations, are your processes transparent? Do your customers (and people) truly believe your business is 100% transparent in all that you do?

Or are you still thinking about sausages?…

Let’s chat. Peter Brewer – 0417630962 peter@peterthatpeterbrewer-com

It’s been a while since I put pen to paper (figuratively speaking) but when I’m challenged, it’s my best way to rationalise what’s going through my mind when it’s troubled and hopefully, at the end, gives me some perspective and clarity. 

In short, welcome to my latest brain dump. Apologies in advance. It’s one of my ‘wordy’ ones.

What am I troubled by?.. Well… Lots. But here’s a start. There’s no argument that the current social challenges created by protracted lockdowns and reduced freedoms is taking its toll on most of us. And, clearly, it’s affecting some more than others.  

I want to be clear from the outset that my covid experience is not your covid experience. No judging or comparing by me here. I’m crystal clear that I’m one of the lucky ones. 

Yes, I’ve lost 90% of my speaking and MC work through the cancellation of events across the country. My consulting work is also running at 10% of its normal demand as people understandably cautiously navigate a new normal.  But I do have perspective.  

I haven’t lost my house or my car. I haven’t had to sack any staff, or rationalise any assets to stay alive. There is food on my table and beer in my fridge. 

I am still in possession of my sanity, although Tara would be happy to argue that point. I still have my health and plenty of opportunities to change my business model.  (You should check out my new Zoom room.) 

I live in a country where the governments I voted for (and also against) are doing what, in their minds, is their absolute best to fight for us all, against what is a constantly moving target, and I’m cheering them both on to do a job that I wouldn’t want in a lifetime. 

So, what’s the cause of my current troubled mind? 

Daily, I’m seeing social posts from some of my dearest friends turning darker. Conversations I’m having are less light with many people. It’s been a long 21 months.  People are getting tired. Their resilience is being challenged more than ever before and, sadly, cynicism is taking over.  

As a side comment: If you’re worried about the jab containing some kind of unknown poison, that’s totally your call. But, personally, I think we should be much more worried about the toxic effects of the cynicism that’s running rampant. If it’s allowed to infect us at its current rate, we’re gonna have bigger long term societal problems to face than a passing once-in-a-generation pandemic.  …..  But I digress.

Those who know me well will know me as an optimist.  I pride myself on being that ‘glass half full’ kinda guy. And if that glass ever starts to get even a little bit empty, I’m first to the bar to fill it up again.  Optimism and positivity are what keeps me sane. 

Sure, I know that sometimes the world is crappy and shift happens, but I absolutely believe that we are our own best motivators.   (For many years, it was my bank manager. But decades of bloody hard work eventually silenced him!)

But not only are we our own best motivators, it’s the things we say and do that also motivates others.  Lots of others. Both positively and negatively.   

Now, I’m not suggesting that we all run out and start posting motivational memes every Monday*. *In fact if I see you doing that, I’ll probably come over and tap you on the shoulder, fiercely. I draw a hard line at not posting Motivational Memes. Please keep those for your own vision board.      

What I am saying is that the message you send out socially or in person can have a really profound effect on your Tribe and beyond.  

Now before you accuse me of ‘pulling a Zuck’ and suggesting that what you say, do, and post should be censored.  I’m 100% not.   Knock yourself out, baby!  Post what you like. Have an opinion.  Don’t be a sheeple. (whatever TF that is)   

But please remember, what you, and if you’re in business, your people, say, do, and post has both direct and indirect consequences..They are the messages of their – and your – brand.

In 2011, I wrote a few pieces for a business I was involved in at the time. The pieces related to the commercial perils of some of our sales team sharing some very strong opinions online about the politics of the day.  Are you picking up what I’m putting down here? Eg:  “Rudd’s a Dud” “Rippof Rudd” “Kev the Clown”, etc etc.   Passionate? Yes. Good for business? No. 

Fast forward from 2011 to today. I’m now witnessing some of my colleagues share some incredibly strong opinion pieces relating to the current situations we’re all being challenged by in Oz. 

Comparisons of our current circumstances to Nazi and Jewish death trains. 

References to similarities between our lives and oppression and communism, and the Tiananmen Square Massacre.  

Today, I read a comparison that we’re all victims of domestic violence, being held hostage at home by an oppressive partner (i.e., the government).     

Clearly they’re not views I subscribe to, nor do I think most of us do..  But they are opinions or examples shared by colleagues, some who hold senior roles in our business world today, and frankly I’m amazed that their employers, as responsible community citizens, are actually OK with it, or blissfully unaware of it.

And seriously, i’m reading these posts at the same time I’m reading about our colleagues new ‘beamers, their impressive watch collections, or how they’’re killing it or crushing it by setting seemingly new street or suburb records almost every day.  

That certainly doesn’t sound like oppression or communism to me! 

In the pieces I wrote for our team in 2011, I reminded our people of the golden rules of not talking politics, sex, or religion online.  It seemed reasonable in 2011 to remind our team of those days that simple basic political numbers suggested that 50% of your audience would applaud and back-slap you for your witty humour or loud political opinion, and the other 50% of people would think you’re an absolute dick, and would take an oath on a stack of their favourite religious doctrines to never do business with you again. 

Now, those numbers may not worry you in slightest, and that’s totally cool. I’m not telling you what to do. In fact, Tara goes to great pains to remind me that we’re all wired differently, and I acknowledge, that at 61, I’m getting into that ‘grumpy old man’ territory.  

I’m just saying that there are consequences for actions, whether it’s 2011 or 2021. Whether it’s Politics, Sex, or Covid that you feel the need to share your passionate opinions, or wild conspiracy theories about, that’s 100% your right. To take that away would be genuine oppression or real censorship.  

Personally, I choose to share optimism.

I personally choose to leave a mark of positivity. Of course, I’d like to understand vaccines better, and the actions of governments of all persuasions over my 61 years has left me with a healthy dose of skepticism. But, on balance, I am prepared to give them my trust to look after the best interests of my community. They have families too, and none of us are getting out of here alive anyway. 

But I really only have one conclusion and message today. It’s simply this. Just as I have. Please, before you hit ‘Post’ on anything you share on social media, give some solid consideration to the value of what you’re sharing. Consider whether it adds to the current rampant toxicity, whether it’s valuable, and whether you want it to be a permanent record of ‘Brand You’ once all this fades. And it will. 

I just want to share a reminder that there’s a silent majority out here, as Sting would sing, “watching every move you make, every vow you break, every smile you fake, every claim you stake, they’ll be watching you.” 

What will they be seeing and remembering?  I know what I choose. 

I wrote about it and shared it here. In his short piece, Brogan dot pointed things he’d do if he were a Realtor in 2009 with the then emergence of video, Twitter, and a new fad thing called Facebook.   He talked a bit about community and engagement.

In light of the current angst within much of the real estate community in Australia, I thought I’d use some licence and build a 2014 Australian version of Brogan’s wonderful words…

If I Were an Australian Real Estate Agent in 2014

• I’d identify and develop a ‘magnificent modern point of difference’ in my marketing.  

• I’d acknowledge that anyone can put a listing on realestate.com.au. Even a seller. On their own. I’d never forget that.

• I’d use video. Lots of it. No more BS excuses on why you can’t.  The days for excuses on video being “too dear, too hard, too slow” are over.

• If I were a Real Estate Agent in Australia in 2014,  I’d understand that many sellers still see us as necessary evils in the transaction. I’d work tirelessly to change that perception of me.  Immediately.

Regardless of whether I’m an Agent, Agency or a Salesperson, I’d have my own websites. Plural. Lots of them in fact. At least 5.  I wouldn’t just settle for the stock-in-trade website handed out to me by my franchise group or association. Sure, I’d pimp the franchise or association one out to the absolute max, but I’d also have my own strong, structured strategic plan for developing online lead and relationship generation.

• I’d have information-rich and totally relevant websites for buyers, sellers, investors, and others.  They wouldn’t be talking about my company or fuelling my own ego with posed out of date photos of me in a flash suit, or standing in front of a leased racy BMW. The websites probably wouldn’t even have my logo on them. They’d be strategically designed to inform people and capture lots of enquiry. They’d position me as the indisputable trusted local authority.

• I’d trash the absolute crap that gets sent to the people in the database, and I’d replace that mail with interesting, relevant information that people appreciate receiving.  *(Tip)  If I’m a 700k Unit buyer, please don’t send me 2 million dollar farms or your $200 p/wk rentals.

• I’d stop advertising to chase NEW business and I’d connect with the forgotten ones. The people who’ve already had a brand or personal experience with me.  It’s so much easier to deal with those who already know us.

If I wanted to excel as an Agent in Australia in 2014, and beyond, I’d ask someone trustworthy which database they think is the best database. And when they answered, ‘the best database ever invented is… ‘the one you actually use’, I’d believe them, I’d stop searching,  I’d  do what Nike say (#jfdi), and I’d move to the next point  Swiftly.   

• I’d use my database product and, because I’m better using my brain, ears, and mouth than I am with typing words and numbers into a database, I’d appoint an offshore database manager for $2.00 an hour to input and manage strategic forms and frequency of communication with my clients to ensure an ongoing drip feed of repeat sellers and buyers.
• If I were a professional real estate agent in Australia in 2014 I’d be showing my sellers the deep connections I have with ready made buyers in my database and I’d use that as a key point in my listing presentation. That’d be one of the key differentials I’d win every listing from you on.

• I’d letter box drop 10,000 glossy print, dl sized banana and almond cake recipe cards to my farming area every month without fail. BUT ONLY IF they actually were a proven source of seller enquiry.  And once I finally came to my senses and realised they’re a waste of money, I’d change that expenditure into creating an awesome digital footprint that gets me found where the genuine sellers and buyers are researching.  And that’s not in their letterbox.

• I’d post all my listings to my local institute site. As a member, I get to vote on the make-up of that board with my colleagues. We are those site’s stakeholders and shareholders.   I’d remember Don Chipp, founder of the Australian Democrats Party’s goal ‘to keep the bastards honest’.  Support your Institute. They’re not the bastards. Help them help you.

• I’d still post my listings on realestate.com.au. and Domain and some other portals. But I wouldn’t do it until I had absolutely  exhausted every other source of enquiry, and never ever before 30 days had passed. I’d never break ranks from this and I’d only work with a business that sees the bigger, long-term picture and supported my colleagues and I to do this.

I wouldn’t ever remotely consider buying a feature, premium, or fancy pants advertisement at up to a seemingly ridiculous $3,665.00 on a portal to get a listing found a bit higher up for a week or so. Trust me. The buyers will still find your property. Just like the major portals, I have conducted my own deep dive private research using my Mum, Brother, and my long lost Aunty Joan on this. They still found their neighbours’ homes for sale hidden on page 4 of realestate.com.au. and Domain amidst a sea of crammed, glittery, irrelevant, distracting, flashing advertising mayhem. 

• If I were a real estate agent in Australia in 2014 I wouldn’t stick my head in the sand and smugly say ‘it doesn’t matter what price the portals charge, I don’t pay for ads, My sellers pay for all their advertising’ ..  My friends, the day will soon come when even your sellers will too be tired of being anally probed and say ‘enough is enough ‘. Do your job and represent their interests in all parts of the transaction. That includes cost-effective marketing.

• I’d very quickly get to understand how Facebook, Google and retargeted online advertising works and I’d adopt it into my my business’ and my clients’ products as part of my magnificent point of difference I referred to in Point 1.

• If I was personally challenged and didn’t know how to effectively use the online world to professionally market property and myself then, just like a budding auctioneer gets an auction coach and just like a first grade football or cricket player gets a kicking, tackling or bowling coach, I’d get an online marketing coach, or I’d take me up on my free offer to Pick Peter’s Brain.

If I were a real estate agent in Australia in 2014, I’d certainly support a move for change, and I’d do it now…otherwise the industry you have today might not be yours in 2016.

But that’s just what I’d do.  You?  

You’d probably also enjoy this really short post on the importance of having a great digital twin.