 | Retaining Top Personnel COACHING AND MENTORING | | |||
|  The Cost of Turnover Orientation Motivation Coaching and Mentoring Training Goal Setting Performance Assessment Resignation and Termination More Resources: Retaining Top Personnel Code of Ethics: Retaining Top Personnel | Makings of a Mentor It may not be feasible to coach every associate yourself so you need to look for others in the company willing to assume the role of mentor to one or more co-workers. Good mentors should be: · Willing to assume leadership · People oriented · Successful in the company · Aware of and support the company’s goals and policies · Willing to provide regular coaching and feedback · Aware of learning resources within and outside the company Adapted from Beyond the Myths and Magic of Mentoring, Margo Murray, Jossey-Bass Publishers, San Francisco, 1991 TIP: Be sure that you or your sales manager coordinates mentoring efforts and meets quarterly with mentors to review strategies. 6 Mentoring Traps Well-meaning mentors may sometime go too far trying to help. 1. Don’t take responsibility for directing the salesperson’s actions. Your role is to provide advice, not tell them everything they should do. 2. Don’t try to make the associate just like you. Help associates recognize and build strengths and use his own personality. 3. Don’t be too quick to solve every problem; let them think through issues and present solutions before you offer advice. 4. Don’t betray a confidence unless you see a conflict with ethics or company policy; trust is essential to a successful mentoring relationship. 5. Don’t forget to say positive things as well as offer corrections. 6. Don’t gossip, but do provide insider insights into how to deal with co-workers or vendors. Training > | Keep It Ethical Refrain from making unsolicited comments about other real estate professionals, but do not fail to assist the appropriate regulatory agencies in stopping unethical or illegal behavior. (Preamble) |