On Site Consulting

If you are looking for an independent opinion on your current real estate operation or need assistance with personnel issues without “breaking the bank,” contact Karel Murray for a short term consulting session.   

Specializing in helping real estate brokers grow their businesses and enhance their overall profitability, Karel can design a working business plan, iron out staffing issues, develop marketing strategies and assist you in organizing your operation. 

Tapping into Karel Murray’s insight is a cost effective solution that allows you to implement change quickly. She understands your need to reduce costs, yet build a solid marketing foundation.

How does Karel’s consulting work?  It’s simple.  After a discussion confirms that Karel can be of assistance to you, a date is established for her to visit you on site.  Each consulting engagement is unique, driving by the specific needs of her clients.  All interaction is kept strictly confidential.  Whether an open discussion or an established program is chosen, is up to you. 

Do you have a project in mind? Contact Karel Murray at karel@karel.com or 866-817-2986. 

Just Between Us

If you are struggling with a problem or business situation on which you’d like to have an objective opinion and/or possible solution suggested, here is your opportunity to have Karel help. See the box below to enter your question.

Read Karel's Answer To Your Questions!

"Although I feel I have strong people skills, my recruiting and personal unit development is not as strong as I need it to be..."
[read more]

"Do you have any advice for an older person working, like me?"
[read more]

"I have a supervisor that won’t make decisions, so things don’t get done. Then other employees come to me because I will at least direct them in the right direction. But I feel like I am doing her job."
[read more]

Question:

"Although I feel I have strong people skills, my recruiting and personal unit development is not as strong as I need it to be. I approach the interview with "fear", but I am confident in teaching, selling and promoting. I know I will be a strong, dedicated and successful director. What do I need to do to make this a more comfortable part of my business?"

Karel's Response: First you should figure if what you are feeling is really fear. If you say you are confident in teaching, selling and promoting, then speaking about what you do is not the issue. Are you committed to the product you sell - in other words, there is no other like it and you believe in all the benefits a person should get for using it? Personally, I found that conviction regarding what I sell was a critical factor in determining my career path. For eleven years it was real estate - but that product was not selling another person's house, it was selling my ability to assist my clients. In my speaking career, I am again selling my knowledge and personal delivery system of that knowledge.

So... getting back to your question... If believing in your product is not the issue... then look at what value you place on yourself. Determine all the reasons why someone would benefit by working with you over anyone else. Think hard and be creative. Create two 24 word sentences that define exactly what you do for a living - one for the product you sell and one for recruiting. When someone asks you what you do for a living - you then launch the sentence that fits your objective - to sell product or to recruit that person into your business.

The best long term relationships are built on repose and trust. You need to be involved in several community organizations and networking heavily. Make your face known. Take every opportunity to run a meeting or committee that you can. Show your leadership skills. Many times, by example of your success, others will be drawn to you.

I know that was quite a mouthful... but to put it simply when you meet a prospective recruit: 1. Evaluate the level of trust you have built with that person. If there is no trust - there will be no meaningful contact. 2. Examine if your product is one that fit's that person's personality. Some people just fit selling hammers better than make-up! 3. Determine if the individual you are speaking to has excellent communication and networking skills. They will face the same problems you have everyday. 4. Consider the background that person comes from. If they have never "sold" anything - does it fit their personality to begin a marketing program?

If the answer is positive to the above, you have a genuine opportunity to make a contact. My firm belief is success is not based on how many contacts you make, but how effective you are with the contacts you do make. Create the excitement for that identified recruit. Build the trust over time and by marketing specifically to that individual in a non threatening manner. Once they catch the fever and see the opportunities you offer... you are 2/3rds the way to signing them up!

Question:

"Do you have any advice for an older person working, like me?"

Karel's Response: When I see an older individual working, I am always inspired. It is a living testimonial that life does not end at 65 years of age and that the mind, heart and energy can continue to be directed in activities that bring satisfaction even when the body is showing wear and tear. I can only relay the experiences of my mother. To her, having work gave her validation in the world. She worked until her early 70's. Enjoyment of the relationships and challenges in the every day business opportunities kept her feeling involved and connected. Working also supplemented the limited retirement income she received, allowing some breathing room on her budget. Don't let the speed of the world intimidate you or the technology evolution overwhelm you. Use your life experiences to put things in perspective and offer what you can intellectually and physically. Your input will offer a unique perspective to others. Enjoy the changes you see happening around you, forget fear, and do what you can. That's all any of us can do! Karel Murray, Our Branch, Inc.

Question:

"I have a supervisor that won't make decisions, so things don't get done. Then other employees come to me because I will at least direct them in the right direction. But I feel like I am doing her job."

Karel's Response: I had two reactions to this question… one was to suggest that you direct everyone right back to the supervisor. As you said, it is her job and she should handle making the decisions. However, on second glance, I realized that would probably not solve your immediate problem, which is you are being placed uncomfortably in the middle. You do not have the ranking, the corresponding pay nor the responsibility for making some of the decisions. I’m more concerned in having something go wrong when you step in and then you are held accountable for doing your supervisor’s job unauthorized.

Not a pretty place to be and I can understand why you must be feeling frustrated.

Here is a question... Do you want a promotion into supervision? If yes, then I would approach your current supervisor and see if you can be assigned responsibility for certain areas. You shouldn’t consider a raise in pay at this point… you are testing out the waters to see if you want to grow in this direction. Let your supervisor know that you are already handling a lot of (you fill in the blanks) decisions and you can make her job a bit easier. Odds are, she will be grateful for the assistance. Just make sure it is documented that this has been delegated to you and be prepared to be responsible for any decisions you make in that capacity.

If this goes well, then have a heart to heart discussion with your supervisor and let her know your career goals. An excellent supervisor will do whatever they can to encourage your career growth. A threatened one may react adversely. But then at least you know where you stand. If that occurs, the next step is to see Human Resources and submit your name for any supervisory position that might open up… or request a supervisory training program.

The second question is… do you want to get rid of the decision making that has fallen on your shoulders and make your supervisor do it? That’s harder. First, you can’t change the person who is managing you unless they want to change. So a great deal depends upon your relationship with them. As an employee, helping others is always a powerful plus in your corner. Anything to help the efficiency of your department falls under your description. However, if time taken to handle issues that your supervisor should be involved in is hampering your ability to do your work, then you MUST sit down and speak with the supervisor about what is happening. If your performance goes below minimum standard … all bets may be off. It becomes self preservation time.

If the supervisor continues to fail to do her job responsibilities, you have spoken to her at least two times about the situation, then it may be necessary to approach your supervisor’s manager.

I guess it is up to you to determine how bad the situation is, what you can manage without making your work uncomfortable, and what type of relationship you really want with your supervisor. As always, there are options and the ball is in your court.